UTC Aerospace System - Value Stream Mapping
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The document outlines the agenda for a value stream mapping (VSM) training event focused on improving the PRER sensors process, which is currently unbalanced and does not adhere to lean principles. The objective is to create a more efficient value stream that meets customer demands by reducing lead times and improving overall performance metrics. Key team members and activities are specified, along with a plan to identify and eliminate current waste while establishing a structured approach for future improvements.
UTC Aerospace System - Value Stream Mapping
- 1. Value Stream Map TRAINING
- 2. EVENT AGENDA Team Picture Job ticket VSM training Sensor VSM event Review event pre-work Shop floor Gemba walk Map the current state Application of Lean elements Map the future state Categorize Kaizen bursts Kaizen newspaper 2
- 3. TEAM PICTURE 3 Elvin Aviles Ruben Acosta Ana Bayona Sixto Castro Reinaldo Correa Victor Delgado Francisco Luna Edwin Rivera Rosa Roman Vicente Sotomayor Juanita Torres Kevin Valentin Carlos Zambrana Meriann Edsall Lionel Feliciano Ida Rivera Marilis Vargas
- 4. JOB TICKET Event Name: UTAS PRER VSM Event Location: PRER, Santa Isabel Event Type: Value Stream Mapping Project Charter Problem Statement: Currently, the current process for PRER Sensors is not balanced to meet takt time and shows no implementation of lean principles. The average TAT YTD is 27 days. Objective: To create a leaner value stream that meets customer requirements on time every time by implementing the lean, as well as identifying and solving bottlenecks. Business Impact: The ideal state will improve TAT, CSL and reduce lead time. Scope and Boundaries: The scope of this mapping event includes all processes from receiving to shipping (Door-to-door). The team will focus the processes that have an impact to the customer. Executive Sponsor: George Bowman Co-Leader(s): Marilis Vargas Implementation Leader(s): Marilis Vargas Team Members: Elvin Aviles, Ruben Acosta, Ana Bayona, Sixto Castro, Reinaldo Correa, Victor Delgado, Francisco Luna, Edwin Rivera, Rosa Roman, Vicente Sotomayor, Juanita Torres, Kevin Valentin, Carlos Zambrana, Meriann Edsall, Lionel Feliciano, Ida Rivera, Marilis Vargas Pre-Work Plan / Activities: Product Family Matrix, PQ Analysis, Takt Time Calculation, Operations Bar Chart, Load Leveling Chart, QCPC Data. Benefits / Measures of Success: The success of this VSM will be measure by QCPC data, MFA score, Lead Time reduction, TAT reduction, and CSL improvement. 4
- 5. PRER PRODUCT FAMILY MATRIX 5 BENCH BENCH TEST STAND BENCH BENCH TEST STAND PRE VIBRATION STAND PRE 7 BENCH BENCH RECEIVING INSPECTION ASSEMBLY TEST REWORK IN PROCESS INSPECTIO N BONDING, DIELECTRI C , MEGAMET ERTEST VIBRATION TEST FUNCTIONAL TEST THERMAL TEST FINAL TEST INSP. & TOUCH UP FINAL INSPECTI ON 818906-1 - AA LRU 1 2 4 5 6 7 8 9 10 770705C - G/E LRU 1 2 3 4 5 6 7 8 9 10 770697A - G/E LRU 1 2 3 4 5 6 7 8 9 10 765990 - LM LRU 1 2 3 4 5 6 7 8 9 10 770701A - G/E LRU 1 2 3 4 5 6 7 8 9 10 770703C - G/E LRU 1 2 3 4 5 6 7 8 9 10 1703230 - GULFSTREAM LRU 1 2 3 4 5 6 7 8 9 10 754922-11 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10 754990-18 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10 773683-1 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10 1705836A - G/E LRU 1 2 3 4 5 6 7 8 9 10 769099 - BOEING LRU 1 2 3 4 5 6 7 8 11260-4 - TINKER - LM SENSOR 1 2 3 4 5 6 7 8 11260-3 - TINKER - LM SENSOR 1 2 3 4 5 6 7 8 11320-2 - LM SENSOR 1 2 3 4 5 6 7 8 11221-4 - AAR SENSOR 1 2 3 4 5 6 7 8 11221-7 - AAR SENSOR 1 2 3 4 5 6 7 8 1706638 - G/E PWBA 1 2 3 4 5 6 7 8 1705143A - G/E PWBA 1 2 3 4 5 6 7 8 766181 - LM PWBA 1 2 3 4 5 6 7 8 770549 - G/E PWBA 1 2 3 4 5 6 7 8 1707390 - G/E PWBA 1 2 3 4 5 6 7 8 1705843A - G/E PWBA 1 2 3 4 5 6 7 8 1706642A - G/E PWBA 1 2 3 4 5 6 7 8 770563A - G/E PWBA 1 2 3 4 5 6 7 8 770999C - G/E PWBA 1 2 3 4 5 6 7 8 VSM AREA OF FOCUS (SENSORS)
- 6. FUEL SHOP P-Q ANALYSIS 6 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 50 100 150 200 250 300 350 400 450 500 PQ Analysis PRER (2007 - 2012) # of Units Shipped July 2007-Sept 2012 Cummulative
- 7. CALCULATING TAKT TIME 7 TAKT Time Calculation Product Family: 5006286(X)/5006003(X) Starts Ends Hours Minutes 1st Shift Scheduled work time (1st shift) 7:00 AM to 3:30 PM = 8.9 535 Lunch break 45 Scheduled breaks 30 460 Starts Ends 2nd Shift Scheduled work time (2nd shift) to = Lunch break Scheduled breaks Starts Ends 3rd Shift Scheduled work time (3rd shift) to = Lunch break Scheduled breaks Total Daily Available Time 459.6 Minutes Monthly demand + overdue 30 = 1.50 Average daily demand Available working days 20 Daily available time 460 = 307 TAKT Time (minutes) Daily customer demand 1.50 (including overdue)
- 8. 30 30 91 120 10 13 1 15 15 40 472 90 0 50 100 150 200 250 300 350 Receiving Initial Insp. Initial Test Assy In-process Insp. Program Test Final Test Final Preparation (Labeling) Clean Final Insp. Shipping Autotime Process Time Takt Time OPERATIONS BAR CHART (SENSORS) 8 This chart shows variation between processes in minutes. It gives an indication of what operations meet or exceed the takt time. By breaking these operations into smaller processes or combining them, the takt time will be met.
- 9. 60 1 120 14 70 47 90 92 0 50 100 150 200 250 300 350 Receiving/Initial Insp. Initial Test Assy/In-process Insp. Program Test/final Test Final Preparation (Labeling)/Clean/final inspection Shipping Autotime Process Time Takt Time LOAD LEVELING CHART (SENSORS) 9 In order to balance the line and get as close to the takt time as possible, the processes Test and Final Prep will be combined. This will help with flow, and reduce inventory.
- 10. Identifying Waste in the Current State 1 – Transportation 2 – Inventory 3 – Motion 4 – Waiting 5 – Overproduction 6 – Overprocessing 7 – Defects PRER CURRENT STATE 10 2 22 2 22 2 2 2 2 6 7 4 3 1 4 5
- 11. Lean Guidelines in the Future State 1 – Takt time 2 – Finished goods strategy 3 – Continuous flow 4 – FIFO flow 5 – Pull System 6 – Schedule only one point 7 – Interval 8 - Pitch PRER FUTURE STATE 11 3 4 6 4 4 5 8 2 44
- 12. APPLICATION OF LEAN ELEMENTS 12 To move from the current state to the future state, we will apply the Lean Guidelines using a structured approach to eliminate waste. Lean Guidelines 1 – Takt time 2 – Finished goods strategy 3 – Continuous flow (apply this 1st) 4 – FIFO flow (FIFO when you can) 5 – Pull System (Pull when you cant FIFO) 6 – Schedule only one point (right after a supermarket) 7 – Interval (smaller interval in smaller batches is best) 8 – Pitch (provides a management timeframe) Identifying & Eliminating Waste 1 – Transportation (found in current state) 2 – Inventory (found in current state) 3 – Motion (found in current state) 4 – Waiting (found in current state) 5 – Overproduction (found in current state) 6 – Overprocessing (found in current state) 7 – Defects (found in current state) 8 – Skills
- 13. APPLICATION OF LEAN ELEMENTS 13 •Takt Time: Was calculated by dividing 460 min available working time / an average of 1.5 units demanded daily = 307 minutes takt. •Finished goods strategy: Units in this value stream are built to shipping. •FIFO: Was applied in the future state to replace a push strategy that was accumulating uncontrolled inventory between processes. •Pull: Was applied where there was a supermarket. The assembly technician will pull from the materials supermarket with Kanban. •Schedule only at one point: The scheduling point was removed to enhance continuous flow. •Interval: Every technical will be trained in every operation and every product in the sensor line. Units will be received and worked on a first come first served basis, regardless of part number.
- 14. KAIZEN BURST – IMPACT MATRIX 14 1. No P.O. 2. Part shortage 3. WAWF process 4. Delivery order extension Use to prioritize burst prior to developing the implementation plan. Low High High Low Degree of Difficulty ImpacttoBusiness 4 1 5. Incomplete or missing data 6. Machine availability/walking distance 7. Adding parts to parts list 8. Availability of boxes 5 6 7 3 8 2
- 15. FIFO 15 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Establish FIFO standard work Lionel Feliciano 10/26/12 2 Establish FIFO Max Sensor VSM team 10/11/12 3 Brief Employee on standard work and FIFO max Lionel Feliciano 10/26/12 4 Add FIFO standard work to Rack Lionel Feliciano 10/30/12 5 6 7 8 9
- 16. PROCESS TIME 16 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Perform a time study on sensors process Ida L. Rivera 11/29/12 2 Implement the use of time observation sheets for sensors process M.Vargas/L. Feliciano 11/29/12 3 Generate Spaghetti chart for sensor process walking distance. Ida L. Rivera 11/29/12 4 Discuss results with management team Ida L. Rivera 12/7/12 5 6 7 8 9
- 17. SERVIGISTIC 17 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Verify and screen out work orders I.Rivera/M.Vargas 10/11/12 2 Provide info regarding to volume and parts numbers I.Rivera/M.Vargas 10/11/12 3 Provide PQ Analysis for all assemblies at PRR. L. Feliciano 10/15/12 4 Include Andy Yi (servigistic management) and Dave Frederick (planning) in the team. Terry Gill 8/11/12 5 Perform dry run to PRR Terry Gill 1/31/13 6 7 8 9
- 18. ACE CONTROL TOWER 18 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Update Control tower to remove the metrics not required. Team 8/15/12 2 Update EH&S metrics by removing the 2015 level Team 8/15/12 3 Normalized the financial revenue goal Team 8/15/12 4 Perform DIVE activity for Commercial CSL and TAT for missed metrics. Team 10/19/12 5 6 7 8 9
- 19. RECEIVING 19 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Trained RCA in the use of EXOSTAR system Kathy Carlson Pending 2 Generated and review standard work for customer reassignment between RCA. Kathy Carlson Pending 3 Generated standard work to manage units pending PO and establish maximum waiting time before returning to customer. M. Vargas/ K. Carlson Pending 4 Request access to EXOSTAR system to internal RCA. Meriann Edsall 10/12/12 5 Generate standard work to update delivery order extension prior to physically receive the units. Paola Campo Pending 6 7 8 9
- 20. SHIPPING 20 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Capital to buy a new barcode reader for UID labels M.Vargas 11/2/12 2 Include PRR management team in the advance notification of any change in the JDE UID process. K. Carlson Pending 3 Generated standard work for WAWF process P.Campo/E.Rivera Pending 4 Generated min/max kanban for shipping carton boxes. Edwin Rivera 10/26/12 5 Include Dymo printer on TPM activities. Edwin Rivera 10/26/12 6 Contact the costumer to negotiate improvement in response time in the TMS PO load M.Vargas/C.Coveney Pending 7 8 9
- 21. ASSEMBLY 21 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Revise the sensors’ provisioning for spare parts on a quarterly basis. Ida Rivera 10/30/12 2 Generate standard work for adding never use parts to the PRER branch. I.Rivera/M.Edsall 11/1612 3 Generate standard work and train assemblers on adding parts to the correct locations. I.Rivera/M.Edsall 11/16/12 4 Request OEM RRCA for excess coating on connectors pins. Lionel Feliciano 10/19/12 5 6 7 8 9
- 22. FINAL PREPARATION 22 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Generate standard work for paint preparation (min batch). M.Vargas/L.Feliciano 11/15/12 2 Capital to request a new laser machine M.Vargas 11/2/12 3 Generate fixture to minimize set up time on laser machine. M.Vargas 12/28/12 4 5 6 7 8 9
- 23. INSPECTION 23 Kaizen Newspaper No. Action Owner Due Date % Complete 1 Generate standard work on part issue process. I.Rivera/M.Edsall 12/21/12 2 Add UID label scanner to final inspection workbench (see Newspaper Shipping) M. Vargas TBD 3 4 5 6 7 8 9
- 24. SHOP GEMBA 24
- 25. SHOP GEMBA 25