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Published byBerenice Moore Modified over 9 years ago
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Starting the Journey
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Lean Means Eliminating WasteLean Means Eliminating Waste Ohno – Reduce customer order to cash collection by removing non-value added wastes One Time vs. Systematic Continuous 3 Keys to Complete Success Focus on understanding concepts (principles) Unwavering acceptance of all aspects of lean Implementation plans: systematic, cyclical, continuous
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7 Wastes Plus 17 Wastes Plus 1 1.Overproduction 2.Waiting 3.Transportation or conveyance 4.Over processing 5.Excess inventory 6.Unnecessary movement 7.Defects 8.Unused employee creativity
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Building a Lasting Learning OrganizationBuilding a Lasting Learning Organization Develop skilled leadership at all levels Standardized plans for reacting to issues Methods to create and sustain process stability Standardized work Etc.
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Value Stream MappingValue Stream Mapping Not just how, but why!! Future State Map is the key Requires assistance from experienced lean leader Not as simple as it looks VSM is an ‘action’ plan Move from ‘isolated point kaizen’ to ‘true system based flow’
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Future State ObjectivesFuture State Objectives Flexibility Short lead-time Connected processes Flow loops Simplified information flow Awareness of the customer requirement Pacesetter
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Transformation: Step by StepTransformation: Step by Step Stabilize Create Flow Standardize Level incrementally Then connect processes and... Stabilize Create Flow Standardize Level incrementally
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What’s Next?What’s Next? Creating Stability Developing Flow Standardize Level Incrementally
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9 Value Stream Mapping
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10 Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it (from Learning to See)
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11 Outlook Introduction to Value-Stream Mapping The Current-State Map Future lessons: What Makes a Value Stream Lean The Future-State Map Achieving the Future State Map
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12 Getting StartedGetting Started What is Value-Stream Mapping? Material and Information Flow Selecting a Product Family The Value-Stream Manager Using the Mapping Tool
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13 What is Value-Stream MappingWhat is Value-Stream Mapping Value stream: Actions required to bring a product through the main flows essential to every product: Production flow from raw material to customer delivery Design flow from concept to launch Different levels of value-stream mapping
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14 Levels of MappingLevels of Mapping
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15 Example: Value-Stream MapExample: Value-Stream Map Information Flow Material Flow
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16 Why Value Stream Mapping?Why Value Stream Mapping? Visualizes current flow Shows waste Communication tool Provides basis for improvement Shows linkage between information and material flow Ultimate goal: Reduce lead time
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17 Who is Responsible?Who is Responsible? VSM crosses organizational boundaries Need one person with lead responsibility for product family’s value stream High level executive (often plant manager) or value- stream manager
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18 Mapping StepsMapping Steps
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19 Summary – Getting StartedSummary – Getting Started Select a product family Have one person personally lead the mapping effort Begin at the “door-to-door” level Consider material and information flows
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20 Current-State MapCurrent-State Map Material Flow Icons General Icons Information Flow Icons
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21 Material Flow Icons 1Material Flow Icons 1
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22 Material Flow Icons 2Material Flow Icons 2
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23 Information Flow Icons 1Information Flow Icons 1
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24 Information Flow Icons 2Information Flow Icons 2
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25 General IconsGeneral Icons
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26 Mapping TipsMapping Tips Always collect current-state information while walking along the actual pathways of material and information flows yourself Begin with quick walk along the entire door-to- door value stream Begin at shipping and work upstream Bring your stopwatch and do not rely on standard times or information that you do not personally obtain Map the whole value stream yourself Always draw by hand in pencil
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27 Draw by Hand in PencilDraw by Hand in Pencil No delay You can do it yourself Focus on understanding flow Keep eraser handy
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28 Steps in Drawing VSMSteps in Drawing VSM 1.Customer 2.Processes, Data boxes and Inventory 3.Material Flow 4.Information Flow and Push Arrows 5.Timeline
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29 Current-State Mapping ExampleCurrent-State Mapping Example ACME Stamping Stamped-steel steering brackets Hold the steering column to the body of a car Two versions: Left-hand side and right-hand-side
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30 1. Mapping Customer Requirements1. Mapping Customer Requirements Customer: State Street Assembly Two shifts 18,400 steering brackets per month 12,000 left-hand 6,400 right-hand Palletized returnable tray packaging 20 brackets per tray Up to 10 trays per pallet Customer orders in multiples of trays
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31 2. Basic Production Processes2. Basic Production Processes 1.Processes 2.Data Boxes 3.Inventory
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32 2. 1. Processes ACME2. 1. Processes ACME Stamping Spot-Welding Workstation 1 Spot-Welding Workstation 2 Assembly Workstation 1 Assembly Workstation 2 Shipping
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33 2. 2. Data Boxes2. 2. Data Boxes Mapping Tip: Typical Process Data C/T = cycle time C/O = changeover time Uptime EPEx = Production batch sizes (Every part every …) Number of operators Number of product variations Pack size Working time (time available in seconds) Scrap rate
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34 2. 2. Data Boxes ACME2. 2. Data Boxes ACME Assembly #2 C/T = 40 seconds C/O = 0 Uptime = 100% Shifts = 2 Seconds available = 27,600
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35 2. 3. Inventory ACME2. 3. Inventory ACME Stamping 5 coils before stamping 4,600 LH 2,400 RH Spot-Welding Workstation 1 1,100 LH 600 RH Spot-Welding Workstation 2 Assembly Workstation 1 Assembly Workstation 2 Shipping
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36 3. Mapping Material3. Mapping Material Steel supplier Weekly orders Shipments by truck twice weekly (Tuesday/Thursday) Pack size = 500 foot rolls of coiled steel Customer One daily shipment by truck
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37 4. Mapping the Information Flow4. Mapping the Information Flow Right to left, top half of the map space ACME: MRP system to schedule shop floor “Go see” scheduling
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38 5. Draw Time Ladder5. Draw Time Ladder Upper line = production lead time Calculation inventory lead time = inventory quantity/daily customer requirements Lower line = processing time Summarizes current conditions of value-stream Which time is value adding?
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39 Problems Production lead time > Processing time Financial Quality Flexibility
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40 In-class exerciseIn-class exercise Divide into teams from simulation exercise Develop current-state map for simulation
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41 Individual Homework 1 5%Individual Homework 1 5% Draw Current-State map for TWI Industries Due Monday
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