a ———ooooor Training to See A Value Stream Mapping Workshop Purpose: 1. Introduce value stream mapping in a hands-on manner. 2. Develop your ability to “see the flow” and design future > state value streams.Value Stream Improvement & Process Improvement a VALUE STREAM — PROCESS PROCESS i 3 CUSTOMER al . CELL c Raw Finished Material Product Value Stream: All steps, both VA & NVA, required to bring the product from raw material to the customer.gs Value Stream Mapping A) Follow a product's production path from beginning to end, and draw a visual representation of every process in the material & information flows. B) Then draw (using icons) a “future state” map of how value should flow..Information Flow fe ie (mes |¢ — = aaa +S} \ aie Soichie Sr, Pa “ = | 4 Fae | K Pas ey | el 2) (ea Bo| ? pS aS = = = i = dems C/T _ c/o ZN Tals ZS Fetes Material Flow— —————oooor Using the Value Stream Mapping Tool Understanding how the shop floor <— currently operates. The foundation 2days for the future state. _ ae] it — Designing a lean flow. | plan and a Pt tlyOd Focus on one product family Determine Product Families via: Similar downstream “assembly” steps and equipment LH Steering Bracket Spot X Robot | Ae Flash terme} Manual Fixtures Assm. Electron “Test RH Steering Bracket D<|>< X X Instrument Panel Brace Seat ~ Rail Bumper Brackets X x ><|><— ———oooor Value Stream Managers Each Value Stream Needs a Value Stream Manager PROGESS 7 PROCESS 2 PROCESS 3 > > The Value Stream Manager \s 5 customer wT ‘or product ownership beyond functions Assign responsibility for the future state mapping and implementing lean value streams to line managers with the capability to make change happen across functional and departmental boundaries. Value Stream Managers should make their progress reports to the top manager on s—————————ooor Levels of a Value Stream 3 = | seceeoeee | process level —————— Ptr: Cm Fal (door to door} ——————— multiple plants across companiesCurrent State Drawing 1 Understanding how the shop floor currently operates. rawing { ¥ Material and Information flows CREO GS Y Draw using icons drawing v Start with the “door to door” flow | Vv Have to walk the flow and get actuals + no standard times + draw by hand, with pencil ¥ Foundation for the Future State Pi SestoOVERHEAD 10 “ACME Stamping” Data Set Acme Stamping Company produces several components for vehicle assembly plants. This case concerns one product family: a steel instrument-panel bracket subassembly in two types: one each for left-hand and right-hand drive versions of the same automobile model. These components are sent to the State Street Vehicle Assembly Plant (the customer). CUSTOMER REQUIREMENTS: + 18,400 pieces per month 12,000 per month of Type “LH” 6,400 per month of Type “RH” + Customer plant operates on two shifts + Palletized returnable tray packaging with 20 brackets in a tray and up to 10 trays on a pallet. The customer orders in multiples of trays. + One daily shipment to the assembly plant by truck WORK TIME: + 20 days in a month + Two shift operation in all production departments + Eight (8) hours every shift, with overtime if necessary + Two 10-minute breaks during each shift Manual processes stop during breaks Unpaid lunchWhiteboard 1 State Street ‘Recently 8.400 psi “2000 26400 Tray = 20 plese———————————————o “ACME Stamping” Data Set (continued) PRODUCTION PROCESSES: + Acme’s process for this product family involves stamping a metal part followed by welding and subsequent assembly. The components are then staged & shipped to the vehicle assembly plant on a daily basi: + Switching between Type “LH” (left-hand drive) and Type “RH” (right-hand drive) brackets requires 1 hour changeover in stamping and 10-minute fixture change in the welding processes. + Steel coils are supplied by Michigan Steel Co. Deliveries are made to Acme on Tuesdays and Thursdays. ACME PRODUCTION CONTROL DEPARTMENT: + Receives State Street's 90/60/30-day forecasts and enters them to MRP + Issues Acme 6-week forecast to Michigan Steel Co. via MRP + Secures coil steel by weekly faxed order release to Michigan St + Receives daily firm order from State Street + Generates MRP-based weekly departmental requirements based upon customer order, WIP inventory levels, F/G inventory levels, and anticipated scrap and downtime + Issues weekly build schedules to Stamping, Welding, and Assembly processes + Issues daily shipping schedule to Shipping Department 1 Co.—— ———————————ooo “ACME Stamping” Data Set (continued) PROCESS INFORMATION: All processes occur in the following order and 1) STAMPING (The press makes parts for many Acme products) ich ~ Automated 200 Ton press with coil (automatic material feed) = Cycle Time: 1 second (60 pieces per minute) time liability: 85% - Observed Inventory: 5 days of coils before stamping 4,600 pieces of Type “LH” finished stampings 2,400 pieces of Type “RH” finished stampings 2) SPOT-WELD WORKSTATION | (dedicated to this product family) - Manual process with one operator - Cycle Time: 39 seconds - Changeover time: 10 minutes (fixture change) - Reliability: 100% - Observed Inventory: 1,100 pieces of Type “t 600 pieces of Type “RH” 3) SPOT-WELD WORKSTATION It {dedicated to this product family) = Manual process with one operator er time: 10 minutes (fixture change) - Observed Inventory: 1,600 pieces of Typs 850 pieces of Type “RH” hour (good piece to good piece) "2 goes through all processes. 4) ASSEMBLY WORKSTATION | (dedicated to this product family) = Manual process with one operator = Cycle Time: 62 seconds = Changeover time: none + Reliability: 100% + Observed Inventory: 640 pieces of Type “RH” 5) ASSEMBLY WORKSTATION II (dedicated to this product family) = Manual process with one operator = Cycle Time: 40 seconds - Changeover time: none + Reliability: 100% - Observed Finished-Goods Inventory in Warehouse: 2,700 pieces of Type “LH” 1/440 pieces of Type “RH” 6) SHIPPING DEPARTMENT Removes parts from finished goods warehouse and stages them for truck shipment to customer.Whiteboard 2 State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 plese Zenit ei Sime Swab SED TSE Tea SaFPNEWhiteboord 3 State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 plese Zenit ei Sime Swab SED TSE Tea SaFPNEWhiteboord & 114 State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 plese Zenit iy Bi aT Swab SWEDE TSE Tea SaPPNG 2007 Jon [Uptime » BE 18Whiteboard § State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 plese Zenit ei en Seba SWEDE ase ASSEN ez Sarr 2007 jor jo" a 1 | [err=39 soca [crx sans fer» 4 second (0 thaw [c= 10 wines [c= 10 mines fcio= @ pti = 02% pein = 100% Uptine= 605 pti = 100% 19 12 19 T°Whiteboord 6 ott aan a ome one mee som as % se Coils sont 46001 fe oc” see fo es «| eras esa aa = seas a ers a SetsWhiteboord 7 1 State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 plese iy A SHIPPING AN ra A = A TE] \ (nar Ste [or sek ford Les woe Lor | ok a cos tomas eo Uptne= 052 pie iptne OE 13 18 10 ‘Acme Stamping ‘Steering Brackets Current StateWhiteboord 8 114 Merion Knomne fisaoopsire “aod Teaco t © 7 eb \ Coils. sont 46001 “HOOK 16001 ‘woo. ‘z700 Sm os 0 for] ate. [ew mle | ele | me eri | eo) | eee om ena fa] GS | es ar Seas eee cma Sa or a 3 ‘ i 3 is Tae Stamping Sreerngorttets carer beaceWhiteboard 9 | ee Sad 114 Mtigan «—_! song — State Street Seno =} es Book ae fisa00 pine “aod “ea008 o «J = A Swe A Swe 2 A Taaeneo AN ASSENBLY #2 A SHIPPING Son fos set fon) fos eo | ae Lo | mee ‘Acme Stamping ‘Steering Brackets Current StateTray = 20 plese Zenit FRSSISTON I yyWhiteboord 11 Sere SeteWhiteboord 12 SS "PRODUCTION Saeano dey ott) (S] 2? = ae = State Street im ae a ‘Recently ‘500% colle I “12000 ] 8 bo" Sane jd Swe JN! exo (Nom aaa pS EET | PPM “ins | 2001 | ‘sooot wot | a "200k Zoot ae lore" | ae ee we jo | Ls Jee La |me ou te ‘oie een) (ciao) (orem (arent Gece] = emer] = (Es eas Sacer fear So or aa see 18m 2am 1s Latent 8 sosuete SM enone came MM som | ‘Acme Stamping ‘Steering Brackets Current StateWhiteboord 13, ee — ee =1—IS f=} ! —_ Ine Weekly Schedule “12000 we “ we Gy i \ bo Le EET | SrPrNS gt |_| Be aie ome rome Te a mean - aoe Saas _ L#: Ir ‘Acme Stamping Steering Brackets Current StateTeam Tips current state mapping] Caleuate Team Tips “ Current State Mapping SI @ moprine THE CURRENT STATE: ‘© Review the basic processing steps and calculate the assembly takt time in your team’s breakout room. * Everyone draw while on the shop floor. Be sure to draw both the material & information flows. : “Drawing the total factory flow as part of a training session.” Show them your drawings. ‘* Select a scribe and combine your drawings into one current state map (in team area). ‘* Calculate total lead time versus processing time. Make an overhead transparency of the map and select presenters. e PRESENTING YOUR CURRENT STATE MAP: Allteam members go up front with presenter. State the product family and takt. Present from your overhead transparency. (Less than 5 minutes.) Start with the customer and information flow into the facility. State the lead time vs. processing time. What are the problems you see? Where did you find push and Share any future state thoughts you have so far. ee eeee—— ——————————ooo Future State Drawing Designing a Lean Flow + The power behind Value Stream Mapping is you always need a future state! t +70% & Keep Updating. Use pencil! drawing + Material & Information flows { 4 + Basis for your Work Plan — like a “blueprint” ae + Begin by drawing on Current State | + 1st iteration assumes existing steps & equipment Can move equipment, combine, take out conveyors, make minor purchases, etc. V2 plan and erietett et tay But there is a Problem!Mass Production Large Lots, Pushed Ahead, “Island” Mentality e schedule < Materias — 9chedule | | ==) 7 ect 4 Goal: The MORE the FASTER the BETTERWaste ¢ The elements of production that add no value to the product + Waste only adds cost and time Things to Remember about Waste + Waste is really a symptom rather than a root cause of the problem + Waste points to problems within the system (at both process and value stream levels) + We need to find and address causes of wastea Overproduction Making more than is required by the next process Making earlier than is required by the next process Making faster than is required by the next processIndividual Efficiency vs. System Efficiency How fast should we produce?—— ———————————ooo TAKT Time Synchronizes pace of assembly to match pace of sales. Rate for assembling a product based on sales rate. q Takt Ti Effective Working Time per Shift akt Time = Customer Requirement per Shift 27,000 sec 460 pieces = 59 seci Build to Supermarket or to Shipping? To Shipping To SupermarketOe ces Continuous Flow Processing Batch & Push Processing ~- — es — se Process A: 10 minutes Process B: 10 minutes Process C: 10 OCOCOCOCOOCOO —w- DOOOODOOOO ——t Lead Time 30+4 UCR Um Chel Roles ie — Continuous Flow “make one, move one” % et, _% ate) oO ea a oO OO000000 @00000000 eeeeee Simin 12 min— ————————————oo Problem Points in the Flow Where One-Piece Flow Ends schedule schedule schedule How can we control production between flows? MRP-based schedules? customeri Supermarket Pull System 1) Customer process goes to supermarket and withdraws what it needs when it needs it. 2) Supplying process produces to replenish what was withdrawn. “production"KANBAN “withdrawal"KANBAN —di- 9 2y------- - wpoaa” D * SUPERMARKET C Purpose: A way to control production between flows Controls production at supplying prc trying to schedulei nyt to Schedule only 1 Point ee ee oei Supermarket Pull System 1) Customer process goes to supermarket and withdraws what it needs when it needs it. 2) Supplying process produces to replenish what was withdrawn. “production"KANBAN “withdrawal"KANBAN Volume fluctuations C Purpose: A way to control production between flows Controls production at supplying prc trying to schedule SUPERMARKET Batiching by type > Distance ari wy to _ 1 Point AROS f fea] | Eee = P| lo =e] [OE E FES = P| aoe 7 sorestanate > li—— ——————————ooo Mixed Production at the Pacemaker (Assembly) 2?, No Good Assembly Schedule SCT} pers 100 A, 300 B 200 B, 200 C Better: Every Part Every Day Monday: 140 A, 100 B, 160 C Important: Even Better: Every Part Every Ship Window Near-zero changeover time and frequent Monday changeovers at the 7 Pacemaker Process! 50B 70A 80C 50B—— ——————oooor What Happens to a Lean Flow... .. if a machine breaks down? .. if a defective part is included with good parts? 2nd Tier Assembly Assembly process WeldingOVERHEAD 26 Paced Withdrawal at the Pacemaker + What amount of work do you schedule and take away at the pacemaker? + This amount = your management time frame. (How often do you know your performance to customer demand?) + Are you providing takt image? = Takt x (packout)Future State Questions e 1 What is the takt time? Q Will we build to shipping or to a supermarket? U Where can we use continuous flow? (QQ Where do we have to use supermarket pull systems? At what single point in the production chain do we trigger production? O How do we level the production mix at the pacemaker process? Q What increment of work will we release and take away at the pacemaker process? (Leveling the volume) Pitch SUPPORTING IMPROVEMENTS Q What process improvements will be necessary? (e.g. uptime, changeover, training) fenze 3Future State Questions e 1 What is the takt time? Q Will we build to shipping or to a supermarket? U Where can we use continuous flow? (QQ Where do we have to use supermarket pull systems? At what single point in the production chain do we trigger production? O How do we level the production mix at the pacemaker process? Q What increment of work will we release and take away at the pacemaker process? (Leveling the volume) SUPPORTING IMPROVEMENTS Ol What process improvements will be necessary? (e.g. uptime, changeover, training)Oe Future State Icons ts | supermariee | OV. J a se UL iieoben kanban production ~ ==) arriving in kanban batches Za a= Cy we max50 pos SFIFO> fretoue =—=a_ase flowWhiteboord 4-1 ee Sad 114 Se << ae A {SE ] ‘ten [zomem I spin aoe Wkly Schedule rave = AeOmimes eso» | “2000S pore Try =20 peta Ficch #60 see 20 ph 20 me, ZL, A Sane Swe exo — pS Sater PPM Sie fo a [es 3k Te | 23 ‘une Clow tae estat (csi) "(cream ge feimecwor] [genera sane rans sane atime ne eg ee ee ‘Acme Stamping Steering Brackets Current StateWhiteboord 42 = fl. ise J —|_ "ee = <— =" <+ = 2 = co I opty Way Sch wave = HO nite ooo 7460 plete uch = 60 00x20 pcb 20 mi, =a State Street ‘Recently 8.400 psi “12000 26400 Tray = 20 pee a Sa Ta ee A oe >a ATS be Ber aoe Sn [ost | ae Ea ae)" eee) ae [10 thew [c= masts [co = 1Omauts| [co= @ ieeras ena fear aa se 1am some 2 ae — ee ee ee ‘Acme Stamping Steering Brackets Current StateWhiteboord 43 ‘PRODUCTION amano ay at 481 1Sdays\ FROECTON = a1 rence fect roan ‘Stgte Steet Micran | = "Secenth seecte | g_[Daiy oa} S — “eo. mao minutes 26400 Takes 60 sed “480 pleces ar= 2 Fitch= 60 secx20pealy 20 min/ Zone STARE Stamping Looph ore 1Baays 165 see 166 seconds2000 MONTHLY SCHEDULE besa 2amyere tare ‘yinVALUE STREAM REVIEW = (CQ suceess 7X « umiren success XX = unsuecessruuta ———ooooor Training to See A Value Stream Mapping Workshop Purpose: 1. Introduce value stream mapping in a hands-on manner. 2. Develop your ability to “see the flow” and design future > state value streams.Implementation via Point Kaizen Future State Map ey > Value Stream Manager (=) Point Kaizen—— —————ooor Value Stream Mapping ¢ Helps you visualize more than the single process level + Links the material and information flows + Provides a common language ¢ Provides a blueprint for implementation + More useful than quantitative tools « Ties together lean concepts and techniques stamping --------- welding --------- assembly «+++.