VSM (Méthode HOSHIN)

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Process Excellence TrainingValue Stream Mapping

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Agenda

Introduction to Value Stream Design

Drawing a Current State

Characteristics of a Lean Value Stream

Drawing a Future State

Implementation

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Raw Material Finished Product

Cutting Welding

PROCESS PROCESS PROCESS

Assembly

cell

Value Stream

Value Steam = all activities (value adding and non value adding) required to bring a product from raw material into the hands of a customer.

What is Value-Stream?

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Follow a product‘s production path from beginning to the end, and draw a visual representation of every process in material and information flows (using icons)

Then draw a „future state“ (using icons) of how the product should flow.

What is Value-Stream Mapping?

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What is different?See the big picture, not just individual processes

See how the process currently operates

Design of both material and information flow

See linkages between information and material flow

See the waste and the source of waste

Establish a common language for improvement

Foundation for designing lean flow and the future state

Change in management focus

Focus on shortening lead time

Focus on connecting processes so value can flow

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Value Stream Mapping icons

Material flow icons

Manufacturing process

External

Operator

Continuous Improvement sign

Supermarket

Withdrawal

Truck Shipment

Push Arrow

Finished Goods to Customer

Data Box

Inventory

First-In-First-Out Sequence Flow

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Value Stream Mapping icons

Information flow icons

Manual information flow

Electronic information flow

Load Levelling

Kanban Post

“Go see”

Schedule

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Example of Value Stream Mapping

Real picture of the reality without excuses or exceptions!

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Value Stream Design

Material flow is drawn from the left to right on the bottom half of the map in the order of processing steps, not according to the physical layout of the plant.

Information flow is drawn from right to left in the top half of the map space.

Do not map every purchased part in your product family. Just draw the flow for one or two main raw materials. Presentation of all purchased parts is best shown on a process level layout diagram.

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Choose a Product Family

Drawing aFuture State

ImplementationProjects

Drawing theCurrent State

Understanding the current condition of the value stream

Creating a „lean flow“ of value stream

Value Stream Design

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Concentration on one Product Family

Define your Product Family through:

Common „assembly“-steps and machines

spot welding

varnishinghand

assemblyaudits

Steering left x x x xSteering right x x x xInternal columns x x xSeat slide x x xPush rod column x x x

Production Steps

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Drawing the Current StateChoose a

Product Family




Understanding the current condition of the value stream Material and Information flows Draw with symbols! Go along the value stream and

draw by hand, with pencil No standard times! The current state is basis for the

next step! Analyse a similar value stream in

case of new product!Steps:1. Showing the customer.2. Add Processes, Data, Inventory.3. Add Material Flow.4. Add Information Flow.5. Complete with Lead time and

process time.

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1. Step: Information about the Customer

18.400 pieces per month:

• 12.000 per month „LH“

• 6. 400 per month „RH“

Customer plant operates on two shifts.

Returnable packaging with 20 brackets per container. The customer orders multiples of containers.

One daily shipment to the assembly plant by truck.

The critical place to begin any improvement effort is clear specification of the value of a product as perceived by the end customer. Otherwise you run the risk of improving a value stream which efficiently provides the end customer with something other than what’s really wanted. Thus mapping begins with the customer requirements.

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2. Step: Production process of the Stamping Co. Stamping Company‘s processes for this product family involve stamping

a metal part followed by welding and assembly. The components are then staged & shipped to the vehicle assembly plant on daily basis.

Switching between type „LH“ and „RH“ brackets requires a one hour changeover in stamping and a 10-minute fixture change in the welding processes.

Steel coils are supplied by Michigan Steel Co. deliveries to Stamping Co. arrives Tuesdays and Thursdays.

Work time:

20 days per month

Two shift operation in all production departments

Eight (8) hours per shift, with overtime if necessary

Two 10-minute breaks during each shift. Manual processes stop during breaks.

Unpaid lunch

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2. Step: Process Details

1) STAMPING (These press makes parts for many products)

- cycle time: 1 sec. (60 pieces per minute)

- changeover time: 1 hour

- automated 200 ton press with coil (automatic) material feed

- machine reliability: 85%

- 1/2 operator

- observed inventory:

- 4.600 pieces of Type „LH“ finished stampings

- 2.400 pieces of Type „RH“ finished stampings

- 5 days of coils before stamping

2) SPOT-WELDiNG I (dedicated to this product family)

- manual process with one operator

- cycle time: 39 sec.

- changeover time: 10 min. (fixture change)



- 1.100 pieces of Type „LH“

- 600 pieces of Type „RH“

Stamping Co. 3) SPOT-WELDiNG II (dedicated to this product family)



- changeover time: 10 min. (fixture change)





4) ASSEMBLY I (dedicated to this product family)


- cycle time: 62. Sec.

- changeover time: none

- reliability: 100%


- 1.200 pieces of Type “LH“


5) ASSEMBLY II (dedicated to this product family)



- changeover time: none

- reliability: 100%

- observed finished-goods inventory in warehouse:


- 1.440 pieces of Type „RH“

6) SHIPPING

- Picks up parts from finished goods warehouse

and stages them for the truck

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3. Step: Material flow

Customer:

One daily shipment to the assembly plant by truck.

Supplier:

Steel coils are supplied by Michigan Steel Co. deliveries to Stamping Co. arrives Tuesdays and Thursdays.

!! Focus on the main raw materials!

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4. Step: Production control of the Stamping Co. Receives a 90/60/30-day forecast from the customer and enters this

into MRP.

Receives a daily order from the customer.

Issues a 6-week forecast to Michigan Steel Co. via MRP.

Ensures coil steel by weekly faxed order release.

Generates MRP-based weekly departmental requirements based upon customer order, WIP inventory levels and anticipated scrap and downtime.

Issues weekly production schedules to Stamping, Welding and Assembly processes.

Issues daily shipping schedule to Shipping Department.

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5. Step: Drawing the timeline Processing time according to the real observations /measures during

the VSM (e.g. line output)

Lead Time for inventory:inventory quantity / daily customer requirement

Example:Daily requirement: 18.400 / 20 days = 920 parts

Lead time for inventory between “Assembly #2” and “Shipping”: (2700+1440) / 920 = 4,5 days

Production lead time= time for one part to make its way through the plant= time between paying for raw material and getting paid for product

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Current Value Stream

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Drawing a Future StateChoose a

Product Family




The draft of a stream... is the power of the value stream design

A future state draw is the base. 70 % exactness of the current state is sufficient, then currently refine (pencil!) Material- and information streams Start on the actual drawing First repetition comes from the existing steps and machines: We can displace, combine or remove furnishings, deal smaller procurements...

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An Ideal State in the Form of a North Star

TrueNorthCurrent

State

Today 2 -3 alternatives

FutureState

FutureState

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„Waste“Wastes are elements of production, that don‘t create values.

Wastes only cost time and money.

Important points concerning „waste“:

Waste points to problems in value streams.Waste is more a symptom than a reason for problems.

We must detect the reason for waste and eliminate it.

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„Overproduction“

„Overproduction“

= More

production than needed for the next process

= Sooner


= Faster


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Characteristics of a Lean Value Stream

All we are really trying to do in lean manufacturing is to get one process to make only what the next process needs when it needs it. We are trying to link all processes-from the final customer back to raw material- in a smooth flow -without detours- that generates the shortest lead time, highest quality and lowest cost.

So how can you-on your shop floor- actually get one process to produce only what the next process needs when it needs it?

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Individual Output against System Output

Question:

How fast do we have to

produce?

If only one decided to increase the takt, it will not help the team!

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Guideline 1:Produce to your takt time

how often you should produce one part or product to meet customer requirementsused to synchronize the pace of production with the pace of sales, particularly at the pacemaker processit is a reference number that gives you a sense for the rate at which a process should be producing

On the future –state map, takt times are noted in the data boxes available working time

per dayTakt time = customer demand rate per dayProducing to takt requires :

-provide fast response (within takt) to problems-eliminate causes of unplanned downtime-eliminate changeover time in downstream, assembly-type processes

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Guideline 2: Develop continuous flow wherever possible

b) Continuous flow refers to producing one piece at a time, with each item passed immediately from one process step to the next without stagnation (and many other wastes) in between.

a) Batch and “push” type production

On the future –state map, each process box should describe an area of flow.

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Guideline 3: Use supermarkets to control production where continuous flow does not extend upstream

CUSTOMER PROCESS goes to supermarket and withdraws what it needs when it needs it.SUPPLYING PROCESS produces to replenish what was withdraw.

A production Kan ban triggers production of parts, while a withdrawal Kan ban is a shopping list that instructs the material handle to get and transfer parts.

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Guideline 3: Use supermarkets to control production where continuous flow does not extend upstream

Supermarket:

-belong to the supplying process and is used to schedule that process

-Should be located near the supplying process to help that process maintain a visual sense of customer usage and requirements

-the “customer” process=material handler then comes to the suppliers supermarket and withdraws what is needed

-these withdrawals trigger the movement of kanban cards from the supermarket to the supplier process, where they are used as the only production instruction for that process

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Alternatives for Push

B

B

A

Plan

B

Plan

C

Plan

D

Customer order

I I IPush

One Piece Flow 1.)A

Customer order

C D

FIFOA

Customer order

CFIFO

DFIFOFiFo (with WIP) 2.)

B C DSupermarket Pull 3.)A

Customer order

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Advantage of pull

… instead of …

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Guideline 4: Try to send the customer schedule to only one production process

That is call Pacemaker process because how you control production at this process sets the pace for all the upstream processes.

The material transfers from the pacemaker process downstream to finished goods need to occur as a flow (no supermarkets or pulls downstream of the pacemaker process).

On the future –state map the pacemaker is the production process that is Controlled by the outside customer’s orders.

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Process 2 Process 3 Process 4Process 1

Continuous Flow

Process 2 Process 3 Process 4Process 1

Continuous Flow or FIFO

FIFO FIFO

Downstream: only Continuous Flow or FIFO Upstream:Supermarket

With custom products the scheduling point often needs to be further upstream.

Guideline 4: Try to send the customer schedule to only one production process

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Assembly Schedule

600 LH + 320 RH per day

1 shift: 460 LH2 shift: 140 LH + 320 RH

(Result)

according tray size:

20LH-20LH-20RH- 20LH-20LH-20RH-…

NOTGOOD:

BETTER:

IMPORTANT: Strive for near-zero changeover time and frequent changeovers at the pacemaker process!

(Result)

Guideline 5: Distribute the production of different products evenly over time at the pacemaker process. (Level Production mix)

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Guideline 6: Create an “initial pull” by releasing and withdrawing small, consistent increments of work at the pacemaker process. (Level the production volume).

Release only small, consistent amount of production instruction (usually between 5-60 minutes) at the pacemaker process and simultaneously take away an equal amount of finished goods.

consistent increments of work at the pacemaker process = pitch

Pitch= takt time * the number of parts one finished goods container holdsPitch= Management time frameHow often do you know your performance to customer demand?

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Indicate not only the quantity to be produced, but also how long it takes to produced that quantity based on takt time.

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Guideline 7: Develop the ability to make “every part every day” (then every shift, then every hour or pallet or pitch) in fabrication processes upstream of the pacemaker process.EPEx

“x” can be week, day, shift, hour, pitch or taktThis describes how frequently a process changes over to produce all part variations.

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Key questions for the future state

1. What is the takt time?

2. Will you build to a finished good supermarket from which the customer pulls or directly to shipping?

3. Where can you use continuous flow processing?

4. Where will you need to use supermarket pull systems in order to control production of upstream processes?

5. At what single point in the production chain( the “pacemaker process”) will you schedule production?

6. How will you level the production mix at the pacemaker process?

7. What increment of work will you consistently release and take away at the pacemaker process?

What process improvements will be necessary ? Reliability, changeover…

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What process improvements will be necessary?

Choose a Product Family




A Plan to Get There

Do not wait! Implementation reviews: „No Problem“ = a Problem To „manage the exceptions“ you need a plan! – Tie your plan to measurable business objectives – Break your future state design into „loops“ – Make an implementation plan – Point out the connections to the layout plan – To check implementation, you should best walk along the value stream

In which value stream loop do you start?

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Before After Target

Continuous flow

Production output

(per shift)

Space

(sqm)

Lead Time (WIP x Takt)

(Hours)

Number of operators

(per day)

Productivity

(pieces/operators no./hr)

Transparency

ResultsKey indicators

Results - Indicator comparison

VSM (Méthode HOSHIN)

Automotive

Transcript of VSM (Méthode HOSHIN)