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Value Stream

Value stream mapping is a tool used to visualize and improve the flow of materials and information needed to bring a product to a customer. It involves mapping the current state of processes, identifying waste, and developing a future state map with improvements. Key aspects include documenting cycle times, inventories, and value-added versus non-value added activities across the planning and manufacturing processes. The future state map should reduce lead times and work-in-process inventory while increasing production flow and value-added time. Implementing the future state involves breaking improvements into manageable steps tracked over time.

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143 views16 pages

Value Stream

Value stream mapping is a tool used to visualize and improve the flow of materials and information needed to bring a product to a customer. It involves mapping the current state of processes, identifying waste, and developing a future state map with improvements. Key aspects include documenting cycle times, inventories, and value-added versus non-value added activities across the planning and manufacturing processes. The future state map should reduce lead times and work-in-process inventory while increasing production flow and value-added time. Implementing the future state involves breaking improvements into manageable steps tracked over time.

Uploaded by

foofool
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Value Stream

The entire set of activities running from raw material to finished product for a specific product (or in some cases product family) seeking to optimize the whole from the standpoint of the final customer

Value Stream Mapping


What? Why? Who? When? Where? How?
A visual tool for identifying all activities of the planning,

and manufacturing process to identify waste


Provides a tool to visualize what is otherwise usually invisible The leaders of each product family need to have a primary role in developing the maps for their own area Develop a current state map before improvements are made so that the efforts and benefits can be quantified On the shop floor, not from your officeyou need the

real information, not opinion or old data The next few slides show a proposed sequence of events

Value Stream vs Business as Usual


Business as usual
Process, activity, or function Process, activity, or function Process, activity, or function

Value Stream Approach


Process, activity, or function Process, activity, or function Process, activity, or function

Value Stream Mapping Compared to Kaizen


Sr Mgt

Value Stream Mapping


What: Value Stream Improvement

Kaizen
What: Eliminate Waste

Perspective

Focus: Material and information flow for a product or product family.

Focus: People and process flow for an activity or specific area.

Line Focus
5/3/2013

Levels of Mapping
Process Level Single Plant (door-to-door) Begin Here Multiple Plants Across Companies

Value Stream Map Symbols


Spot weld ABC plating Process Vendor
3,000 units C/T = 30 sec C/O = 10 min 3 shifts 2% scrap rate = 1 day

Finished goods

Data box

Inventory

Mon and Wed

Push

Supermarket

Physical pull

Shipment

Approach to Value Stream Mapping


Step 1
Identify customer requirements Define method of delivery
6 units/week

Define typical quantity requirements


It is OK that more than one customer is served by this value stream, but make sure that the primary processes used are similar Use a pencil rather than computer
XYZ Corporation

18 units/day
9 lefts + 9 rights

Recyclable tray

Approach to Value Stream Mapping


Step 2
Perform an upstream walk through each process step, observing and documenting as much of the following as possible:
Cycle time (operator and machine cycle time) Changeover times Average inventory queue Average production batch size Number of operators at each process Package or container size Available time (take out breaks and lunches) Scrap or rework rate Machine up time (availability) Number of product variations
6 units/week

XYZ Corporation
18 units/day 9 lefts + 9 rights Recyclable tray

Approach to Value Stream Mapping


Step 3
Record as much information as is pertinent in the process description box Process Description

The triangle symbol identifies inventory; this can be expressed in pieces or in time (how many hours, days, or weeks of inventory).

The arrow connects to the next process. A filled arrow can stand for a push, a curved or sectioned arrow can symbolize a physical pull from a kanban location, or a supermarket.

Crew size: Output: per: Run speed: C/T C/O Up time: days swing Waste % Sec. available

Approach to Value Stream Mapping


Step 4
Dream about perfection

Think outside the box


Develop alternatives to the current state mapMuda free Focus on velocity

Test each idea against TOP in other words, does it support: T akt time O ne-piece flow P ull
Develop a future state map that visually describes the goal Break down the future state map into manageable steps Develop a Gantt chart (time-phased project plan) Identify the kaikaku and kaizen events that will need to take place

Sample Value Stream Map

Sample Future State Value Stream Map

Current State Map


6-day lead time as shown (1/2 hour of V/A)
Weekly shipments: 700,000 lineal 50,000 pieces

5,350 finished pieces/day


5% From F/J: 90 % 5% 10% 90%

Staging

Lam #1
I Crew size: 4 Run speed 58 ft/min Output: 500 pieces/hr

Resaw (4 saws)
Crew size: 1 1/3 Run speed 184 ft/min. Output:1,584 pieces/hr

Molder #4
Crew size: 4 Run speed 300 ft/min Output:1,285 pieces/hr I

Prime
Crew size: 3 Run speed: 3,15 l ft/min Output:1,350 pieces/hr

268 pieces

4,500 C/T= 7.2 sec pieces C/O= 5 - 25 min % Crew:days= 100% swing = 0% % Reliability = 98% Waste = 1/2% Sec available 27,000 Weekly hr = 5

9000 9,000 C/T= 2.3 sec pcs C/T= 2.8 sec pieces C/T= 1.3 sec C/O= 7 - 30 min C/O= 5 - 45 min C/O= 1 min - 1 hr % Crew Days =100% % Crew:days= 100% % Crew:days =100% Swing =0% swing = 0 % swing = % Reliability = 95% Waste = Sec available 108,000 Weekly hr = 31.6 % Reliability = 98% Waste = 1/2% Sec available27,000 Weekly hr = 38.9 48 hr 48 hr % Reliability =73% Waste = 3%

Sec available 27,000 Weekly hr = 18.5

VA Ratio 1:312
Production lead time = 521,874 sec Value-added time 1,674 sec

.5 hr

48 hr

1,034 sec

230 sec

280 sec

130 sec

Future State Map


1-day lead time as shown
Free up $50,625 inventory 96% improvement in lead time Instant quality feedback
95% From F/J: 5% Staging

Weekly shipments: 700,000 lineal 50,000 pieces

5,350 finished pieces/day

Lam #1
I Crew size: 4 Run speed 58 ft/min Output: 500 pieces/hr C/T= 7.2 sec C/O= 5 -25 min % Crew:days= 100% swing = 0% % Reliability = 98% Waste = 1/2% Sec available 27,000

Primed lineal cell


Crew size: 6 Run speed 300 ft/min Output: 1,285 pieces/hr C/T= 2.8 sec C/O= 10 - 20 mins % Crew days =100% % Reliability = 95 % Waste = 1.2% Sec available 27,000

268 pieces

4,500 pieces

VA Ratio =1:12
.2 hr Production lead time = 3.7 hr Value-added time 1,233 sec

Weekly hr = 5
.5 hr 1,034 sec 3 hr

Weekly hr = 38.9

199 sec

Improvement Data
Before
5 forklift movements
28,118 pieces in WIP 144 hr lead time

After
3 forklift movements
10,118 pieces in WIP 3.7 hr lead time

Improvement
40% reduction
64% reduction 97% reduction

273 labor hr/week 9,000 ft2 required

235 labor hr/week 2,760 ft2 required

14% reduction 70% reduction

Summary
Develop a current state map first Clearly document the future state map so everyone can visualize it Perform the improvements in manageable steps Be good at finishinguse policy deployment Dont wait for the entire process to complete, celebrate

the journey

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