Value stream mapping
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The document provides information about value stream mapping (VSM). It begins with an introduction to VSM, explaining that a value stream map shows all elements from raw materials to delivery for a given product. It then provides details on the current state mapping process, including forming a cross-functional team, understanding customer demand, mapping the process, material and information flows, calculating total cycle time, and detailing off-line activities. Examples of current state maps are also included to demonstrate how the process is mapped.
Value stream mapping
- 1. Welcome To:
- 2. 2 Without Some Change There Can Be No Improvement “The definition of insanity is doing the same thing over and over and expecting different results.” Albert Einstein
- 3. Advanced Production Improvement Process Waste Elimination Tool Box Quick Changeover Standardized Work Batch Reduction Teams Quality at Source 5S SystemVisual Plant Layout POUS Cellular/FlowPull/Kanban TPM Continuous Improvement Value Stream Mapping
- 4. Kinds of Wastes That We Can Reduce or Eliminate
- 6. Design Raw Materials Definition of Value Stream Map Assembly Plants Distribution Customer Parts Manufacturing Value Stream Mapping A Value Stream Map shows all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer. Requirements
- 7. I Finally Got It. Why Did It Take 30 Days? A Value Stream Map Fundamental Example Customer Places Order Via Internet. 3 Minutes Producer Processes Order. Orders Material From Supplier. 15 Minutes Value Added Time. 2 Weeks Lead Time Supplier Ships Material 2 Days In Transit Production. One Hour Value Added Time. 10 Days In Queue/Wait Time. Inspection: 15 Minutes Packaging, Handling, Staging, Shipping. 10 Minutes Value Added Time. 2 Days In Queue/Wait Time. Manufacturer Ships Order. 2 Days In Transit Time Customer Receives Order. 30 Days After Placing Order Elapsed Time From Order To Delivery = 30 days Value Added Time = Only 1 Hour, 25 Minutes
- 8. VALUE STREAM PROCESS Mid-Line PROCESS Floors Finished Product Raw Material (Frames, Lumber, Plumbing, etc. Value Stream Mapping Typically we would examine the value stream from raw materials to finished product at the Division level. It is also possible to map non-production processes using Value Stream Mapping such as the steps and time from taking the order ...to the order sent to the mill room. PROCESS Final Finish
- 9. VALUE STREAM PROCESS Assemble PROCESS Cut Parts Finished Product Raw Material Value Stream Mapping We can also examine an off line area such as the Cabinet Shop. PROCESS Send to Production Line Install On Line PROCESS
- 10. A Value Stream Map Is Not A Spaghetti Diagram..... (A “Sketti Diagram Just Tracks A Worker’s Movement)
- 12. Provide the means to see the material, process and information flows. Support the prioritization of continuous improvement activities at the value stream Help find ways to reduce or eliminate Waste; Such as waiting around time and non-value added processes. Objectives of Value Stream Mapping Value Stream Mapping
- 13. Map the Current State The Process Analyze the Current State and Design the Future State Introduction to Value Stream Mapping Tues. & Fri. PC & L MRP MSS # times/day Steel Supplier Steel Pin #pcs # days or shifts I I I I Stamping Downtime Changeover Time=4 hr 2 Shifts TAKT = 2 Presses Cycle Time = Change Over Welding Layout Scrap/Rework Downtime = 20% Uptime # Operators Cycle Time = Weekly Build Schedule Daily Ship Schedule Finished Goods Overtime = # Shifts = Assembly DT, Scrap Rework WIP = Cycle Time = TAKT = Changeover Time = Layout = 10% Scrap ? days ? days ? days ? days ? days ? days ? days Inventory Time Processing Time TPc/t = ? TAKT = WIP = WIP = WIP = Xpcs/month Std. Pack Qty. # shifts Customer Finished GoodsAssembly Layout Welding 6 x / Day PC & L Daily Level Box DA1 DA2 DA3 C/O Time = CT = TAKT Time 3 Shifts DT = Scrap = Stamping 0 Overtime 2 Shifts Max Size # Material Handlers C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework = C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework= Small Lot # Operators Customer X pcs/ month Std Pack Qty # Shifts WIP = WIP = WIP = Steel Supplier Inv.Time Proc.Time TPc/t = ? ? days ? days ? days ? days ? days ? days ? days 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH Establish TAKT & Flow in Tank Ass'y Stamping Changeover Reduction Reduce Stamping Buffer Move Ass'y to Plant 10 Establish TAKT & Flow in Sender Ass'y Pull To Sender Ass'y Training 1999 2000 Activity
- 14. Map the Current State The Process Analyze the Current State and Design the Future State Introduction to Value Stream Mapping Tues. & Fri. PC & L MRP MSS # times/day Steel Supplier Steel Pin #pcs # days or shifts I I I I Stamping Downtime Changeover Time=4 hr 2 Shifts TAKT = 2 Presses Cycle Time = Change Over Welding Layout Scrap/Rework Downtime = 20% Uptime # Operators Cycle Time = Weekly Build Schedule Daily Ship Schedule Finished Goods Overtime = # Shifts = Assembly DT, Scrap Rework WIP = Cycle Time = TAKT = Changeover Time = Layout = 10% Scrap ? days ? days ? days ? days ? days ? days ? days Inventory Time Processing Time TPc/t = ? TAKT = WIP = WIP = WIP = Xpcs/month Std. Pack Qty. # shifts Customer Finished GoodsAssembly Layout Welding 6 x / Day PC & L Daily Level Box DA1 DA2 DA3 C/O Time = CT = TAKT Time 3 Shifts DT = Scrap = Stamping 0 Overtime 2 Shifts Max Size # Material Handlers C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework = C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework= Small Lot # Operators Customer X pcs/ month Std Pack Qty # Shifts WIP = WIP = WIP = Steel Supplier Inv.Time Proc.Time TPc/t = ? ? days ? days ? days ? days ? days ? days ? days 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH Establish TAKT & Flow in Tank Ass'y Stamping Changeover Reduction Reduce Stamping Buffer Move Ass'y to Plant 10 Establish TAKT & Flow in Sender Ass'y Pull To Sender Ass'y Training 1999 2000 Activity The bigger the Issue, the more work and details may be needed. For something more straight forward. A simplified version may work just fine. See YouTube video on the portal. Value Stream Mapping Simplified.
- 15. Current State Map The Steps Form a Team & Collect Data Understand Customer Demand Map the Process Flow Map the Material Flow Map the Information Flow Calculate Total Product Cycle Time Detail Off-Line Activities The Steps : Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7:
- 16. Select a cross-functional team Select team members who are familiar with the product Ensure that team members are trained in the use of VSM Designate a V.S.M. Team Leader! Current State Step 1: Form a Team Cross Functional Team Supervisor Q.A. Manager Maintenance Man Production Manager Materials Manager Salesman Receiver
- 17. While it is possible do to Value Stream Mapping by yourself. The best results happen when a team is used. Current State Step 1: Form a Team ME
- 18. Types of Attribute Data to Collect How Operations are scheduled Demand rates Working hours and breaks Inventory Points (location & size) Work-in-process inventory Overtime per week Process cycle times Scrap Rework Downtime Data Collection
- 19. Tailor the data box for your plant’s needs. The data box should be open ended to allow for additional stuff Data Box Data Collection
- 20. What is Takt Time? Data Collection Takt Time is the rate at which production should run to meet customer demand The idea is to synchronize the pace of production to the pace of sales. Your Operating Time per Shift Customer Requirement per Shift If Needed – Review The Standardized Work “How To Module”
- 21. Production Control (monthly/weekly forecasts) Production history (day-to-day, month-to-month variation) Sales (product changes, new business, etc.) Current State Map Step 2: Understand Customer Demand Customer Demand/month: Part A = Part B = Part C = # of shifts =
- 22. Customer Demand/month: Part A = Part B = Part C = # of shifts = Current State Map Inventory Part A = Part B = Part C = # of shifts = ShippingAssemblyWeldingStamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ Step 3: Map The Process Flow C.T = Cycle Time DD.T. = Down Time FTQ = Fist Time Quality. (Reliability Rate) C/O Time = Change Over Time WIP = Work In Process
- 23. Step 4: Map the Material Flow Customer Demand/month: Part A = Part B = Part C = # of shifts = Inventory Part A = Part B = Part C = # of shifts = Shipping AssemblyWeldingStamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ Current State Map 2 x/ day I 2 x/ week Supplier 1,200 pcs I 1,500 pcs I 800 pcs I 500 pcs
- 24. Customer Demand/month: Part A = 705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts = Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts = ShippingAssemblyWeldingStamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs. Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs. Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs. Changeover Downtime FTQ I I II 2 x/ day 2 x/ week Supplier 1,200 pcs 1,500 pcs 800 pcs 500 pcs PC & L Weekly Build Schedule Daily Ship Schedule 6 week rolling forecast 6 week rolling forecast Weekly Order Weekly Order Current State Map Step 5: Map the Information Flow
- 25. Step 6: Calculate Total Product Cycle Time Customer Demand/month: Part A = 705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts = Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts = ShippingAssemblyWeldingStamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs. Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs. Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs. Changeover Downtime FTQ I I II 2 x/ day 2 x/ week Supplier 1,200 pcs 1,500 pcs 800 pcs 500 pcs PC & L Weekly Build Schedule Daily Ship Schedule 6 week rolling forecast 6 week rolling forecast Weekly Order Weekly Order .27 days .17 days.4 days .5 days 1.0 days .18 days .02 days .008 days TPc/t = 2.5 days
- 26. Demand Chain Solutions Step 7: Detail Off-Line Activities Current State Map Show on the map using general icons Detail on another sheet using either reference VSM and/or process flow-charting I Dies Die Room Receiving Die Room Shipping (Remove from Schedule Board) Die Bench I Dies 2 shifts12 shifts Schedule Board (Forecast) Fork Truck Press Room
- 27. A Representative Current State Value Stream Map for a Family of Retainers at a Bearings Manufacturing Company
- 28. To define how the you will operate in the future To serve as the blueprint for implementation Design Future State – Purpose Without it, the Current State Map was nothing more than making wallpaper !
- 29. Demand Chain Solutions A simple way to approach the Future State Map is to begin by modifying the Current State Map. Future State Map The Steps
- 30. Selected Set of Value Stream Mapping Icons
- 37. Future State Map Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: The Steps Validate Customer Demand Draw the Future State Process Flow Map the Future State Material Flow Map the Future State Information Flow Calculate Total Product Cycle Time Detail Off-Line Activities Outline A Plan & Implement It
- 38. Demand Chain Solutions Original Condition Future Condition Inj: Molding 2 Sender Ass’y 2 MSS Ass’y Plants 7 Stamping 10 Tank Ass’y 4 Perform to TAKT & Pitch. Produce to Order Load Leveling and Pull Zone Maintenance & Fast Response Labels Level ABABA. . . Staging by Truck card by card (Pitch = 14 Units) 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH Establish TAKT & Flow in Tank Ass'y Stamping Changeover Reduction Reduce Stamping Buffer Move Ass'y to Plant 10 Establish TAKT & Flow in Sender Ass'y Pull To Sender Ass'y Training 1999 2000 Activity Inj: Molding 2 Sender Ass’y 2 MSS Tank Ass’yStamping Fuel Pump Ass’y I I I I I I Ass’y Plants 2 12 10 4 Cycle-Time Driven. Batches. Change Over Change Over No Flow Attendance No Flow Uptime Item Current Target Total product cycle time Parts / Person Hour Delivery Performance Inventory (days) Overtime Uptime METRICS Future State Map
- 39. I Finally Got It. Why Did It Take 30 Days? Customer Places Order Via Internet. 3 Minutes Producer Processes Order. Orders Material From Supplier. 15 Minutes Value Added Time. 2 Weeks Lead Time Supplier Ships Material 2 Days In Transit Production. One Hour Value Added Time. 10 Days In Queue/Wait Time. Inspection: 15 Minutes Packaging, Handling, Staging, Shipping. 10 Minutes Value Added Time. 2 Days In Queue/Wait Time. Manufacturer Ships Order. 2 Days In Transit Time Customer Receives Order. 30 Days After Placing Order Elapsed Time From Order To Delivery = 30 days Value Added Time = Only 1 Hour, 25 Minutes What Could We Do To Reduce The Non-Value Added Waste In This Value Stream?
- 40. I Finally Got It. Why Did It Take 30 Days? Customer Places Order Via Internet. 3 Minutes Producer Processes Order. Material Comes From Supplier That Keeps Stock In Near By Warehouse 15 Minutes Value Added Time. 2 Days Lead Time Instead of 2 weeks Supplier Ships Material 1 Day In Transit Instead Of 2 Production. One Hour Value Added Time. 10 Days In Queue/Wait Time. Inspection: 15 Minutes Packaging, Handling, Staging, Shipping. 10 Minutes Value Added Time. 2 Days In Queue/Wait Time. Manufacturer Ships Order. 2 Days In Transit Time Customer Receives Order. 17 Days After Placing Order Elapsed Time From Order To Delivery = From 30 to 17 days Value Added Time = Only 1 Hour, 25 Minutes Hmmm.....Maybe We Just Start With This & Revisit The Value Stream In 60 Days
- 41. I Finally Got It. Why Did It Take 30 Days? Customer Places Order Via Internet. 3 Minutes Reduce Lead Time Supplier Ships Material 2 Days In Transit Reduce Queue/Wait Time Make Inspection Part Of The Production Process Reduce Queue/Wait TimeManufacturer Ships Order. 2 Days In Transit Time Customer Receives Order. Less Than 30 Days After Placing Order Elapsed Time From Order To Delivery = ? days Value Added Time = Only ? Hour, ? Minutes Hmmm......Or Take A Bigger Bite And Maybe We Could......
- 42. Some Concluding Mapping Tips Collect Current-State Information While Walking The Actual Pathways Of Material, Product, and Information Flow. Begin At The Yard/Final Dock and Work Upstream Don’t Rely On Guesstimated Times. Use A Watch & Observe. Whenever Possible; Map The Whole Value Stream Yourself Always Draw By Hand In Pencil
- 44. Design Raw Materials Definition of Value Stream Map Assembly Plants Distribution Customer Parts Manufacturing Value Stream Mapping A Value Stream Map shows all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer. Requirements Answer:
- 45. Question: So What Is The Goal Of Doing Value Stream Mapping? Knowledge Check:
- 46. Question: So What Is The Goal Of Doing Value Stream Mapping? Answer: To Reduce Or Eliminate Waste & In Particular ..Non-Value Added Stuff Knowledge Check:
- 47. Kinds of Wastes That We Can Reduce or Eliminate
- 48. Advanced Production Improvement Process Waste Elimination Tool Box Quick Changeover Standardized Work Batch Reduction Teams Quality at Source 5S SystemVisual Plant Layout POUS Cellular/FlowPull/Kanban TPM Continuous Improvement Value Stream Mapping You Now Have All The Lean Tools In Your Tool Box!