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Process Mapping_Example

The document discusses process mapping and value stream mapping (VSM) within the context of lean engineering, using Acme Stamping as a case study. It outlines the current state of production, lead time calculations, and the importance of creating future state maps to identify improvements. Key improvements include reducing production lead time from 23.6 days to 5 days and finished goods inventory from 4.5 days to 2 days.

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Nicholas Amanya
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8 views

Process Mapping_Example

The document discusses process mapping and value stream mapping (VSM) within the context of lean engineering, using Acme Stamping as a case study. It outlines the current state of production, lead time calculations, and the importance of creating future state maps to identify improvements. Key improvements include reducing production lead time from 23.6 days to 5 days and finished goods inventory from 4.5 days to 2 days.

Uploaded by

Nicholas Amanya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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“THE RIGHT PROCESS WILL

PRODUCE THE RIGHT RESULTS”


PART 2: PROCESS MAPPING
LEAN ENGINEERING CONCEPTS

POWERED BY ABDULLA AL GHURAIR HUB FOR DIGITAL TEACHING AND LEARNING


EXAMPLE
(Source: Rother and Shook, 1999)
Value Stream Mapping: ACME Stamping
Value Stream Mapping video - YouTube
Example
Value Stream Mapping Icons
Acme Stamping Data
Current State Map

• The door-to-door flow of the product to be


mapped, which is the stamped steel
steering bracket, through Acme’s plant,
✓Including basic supplied material which is
the coil steel and
✓The shipment of completed brackets to
Acme’s customer, the state Street Automotive
Assembly Plant, represented with a factory
icon
• The upper part shows the information
flow,
• In the middle the different processes,
• Under each process a data box is provided
and includes all necessary information
• Triangles: counting inventory
• In the bottom the timeline: the production
lead time; Lead time is the time it takes
one part to make it through the shop floor,
beginning with arrival as raw material
through to shipment to the customer
Lead Time Calculation and Waste Identification

➢Step 1: Start with the customer


❖Customer’s daily demand:
❖12,000 (LH/m)/20 (days/m) = 600 (LH/day)
❖6,400 (RH/m)/20 (days/m) = 320 (RH/day)
Lead Time Calculation and Waste Identification
➢ Step 2: Lead Time calculation
❖ Inventory time calculation example
o 4,600 (L) /600 (LH/day) =7.7 days
o 2,400 (R) /320 (RH/day) = 7.5 days
--> (7.7+7.5)/2= 7.6 days of inventory
OR
o (4,600 + 2,400)/(600+320) = 7.6 days of inventory
❖ Production Lead Time=23.6 days
❖ Value-added Time= 188 seconds
Current State Map
And Now What?

• Current state maps are useless without future state maps


• Future state maps cannot be realized without sufficient understanding of the current state
Create a VSM – Future State
• What is takt time?
• Will you build to a finished goods supermarket from which the customer pulls, or directly to shipping?
• Where can you use continuous flow processing?
• Where will you need to use supermarket systems?
• At what single point in the production chain will you schedule production?
• How will you level the production mix?
• What increment of work will you consistently release?
• What process improvements will be necessary?
Takt Time Calculation
➢Step 1: Takt Time Calculation
❖Available working time:
o 1 shift=8 (hrs)=8x3,600 sec=28,800 sec
o Two 10 mins break= 2x10x60=1,200 sec
o Available working time= 28,800-1,200= 27,600 seconds per shift
❖Customer demand per shift:
o Customer’s daily demand: 600 (LH/day) and 320 (RH/day)
o 920 units per day, 2 shifts per day, →460 units per shift
❖Takt time= available working time/customer demand= 27,600 (sec)/ 460 (units)= 60 sec
→Acme Steering Bracket Takt time=60 seconds
Continuous Flow
➢Step 2: Continuous flow processing
❖Where can Acme introduce a continuous flow?
CONTINUOUS FLOW
➢Step 2: Continuous flow processing
❖39 + 46+ 62+ 40 = 187 sec; and takt=60 sec
❖187/60=3.12→ 4 operators? No, do Kaizen!
❖Go for 3 operators, each operating at takt (60 sec), then the total time would
be 180 sec
❖Go smarter → instead of 60 sec cycle time, make it 55 sec and allow 5 sec
risk margin → 55 x 3 = 165 seconds
❖165 sec + 1 sec (stamping) = 166 sec
Future State Map – Key Improvements
• Value-added time = 166 seconds
• Production Lead time= from 23.6
days to 5 days
• Finished good inventory: from 4.5
days to 2 days (based on data of
variability and testing)
• Changeover offline:
✓1 shift left-handed
✓1 shift right-handed
THANK YOU

POWERED BY ABDULLA AL GHURAIR HUB FOR DIGITAL TEACHING AND LEARNING

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