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M03 S02 Course Notes

The document outlines the Lean Production concept of FLOW, aiming to reduce the lead time from 10.25 days to a theoretical minimum of 76 seconds by improving the value stream. It introduces a future state map that incorporates a U-shaped equipment layout and a pull system to enhance efficiency and reduce inventory movement. The improvements have successfully decreased lead time to 4.25 days and increased delivery frequency, with a focus on continuous improvement and potential for single piece flow production.

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15 views8 pages

M03 S02 Course Notes

The document outlines the Lean Production concept of FLOW, aiming to reduce the lead time from 10.25 days to a theoretical minimum of 76 seconds by improving the value stream. It introduces a future state map that incorporates a U-shaped equipment layout and a pull system to enhance efficiency and reduce inventory movement. The improvements have successfully decreased lead time to 4.25 days and increased delivery frequency, with a focus on continuous improvement and potential for single piece flow production.

Uploaded by

asad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Module 03- Section 02 The Mock Company VSM – Future State

A main objective of the entire Lean Production effort is the concept of FLOW.
Ideally, production should flow continuously, all the way from raw materials to the customer. Envision
realizing this ideal through a production system that acts as one long conveyor.

In our case study, that would mean making our process flow from our supplier of raw materials to stamp, to
press, to weld, to assembly, to shipping and then to the customer.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
Presently our lead time is 10.25 days. The goal is to reduce this lead time.

The goal is to theoretically reduce it to 76 Seconds. Improvements to the present value stream will have to
be made. A future state map will be drawn that takes into account the whole system and makes
improvements where they are most needed.

After brainstorming for improvements, the Mock Company produces the following Future State Map.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
A decision is made to bring some of the machines together in order to create a Press, Weld, and Assembly
Cell.

The machines are still in their natural order of processing and form the shape of a U. Cell operators may
handle multiple processes and the number of operators is changed when the customer demand changes.
The U shaped equipment layout is used to allow more alternatives for distributing work elements among
operators and to permit the lead off and final operations to be performed by the same operator. Another
benefit is that inventory goes directly to the machine rather than constantly moving inventory on and off a
rack.

also called a

Our original Value Stream Map identified what is called a batch and queue production system. This means
that we are producing more than one piece of an item and then moving those items forward to the next
operation before they are actually needed there. Thus, items need to be waiting in a queue. This is also
called a batch and push system.

In contrast to this, is the concept of a Pull System. This icon represents a pull of materials usually from a
supermarket. This is an alternative to scheduling individual processes.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
Note how weekly schedules that were adjusted daily on the previous map, for each of the Stamp, Weld,
Press and Assembly operations, has now been replaced with just one daily ship schedule.

This material Icon represents a supermarket. Supermarkets are a controlled inventory of items that are
used to schedule production an upstream process. The number below the icon, represents the number of
pieces that must be maintained at all times. With a pull system a downstream operation or customer
process withdraws the items it needs from a supermarket and the supplying process produces to replenish
what was withdrawn.

In order to achieve this, a Kanban or signal is that gives instruction for the production or the conveyance of
items within the pull system. This information icon represents a withdrawal Kanban. This is a card or
device that instructs a material handler to get or transfer parts from a supermarket to the next process that
needs them.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
In our case study, as shipping pulls a batch of 250 units there is a vacancy in the supermarket that needs
to be replenished with 250 more.

The cell is signalled to produce 250 more to replenish the supermarket.

In order for the cell to achieve this, it must pull its parts from another supermarket set up here.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
This next information icon is a signal icon which alerts the stamp operation when a reorder point is reached
and another batch of 250 needs to be produced. Once produced, the supermarket is brought up to its
quota of 1000 pieces once again.

Stamp pulls from this supermarket and a withdrawal Kanban alerts material to pull from the steel supplier.

The information in our data boxes, tells us there is an increase in the yield. This results in a significant
reduction in scrap.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
C/T is really 45 seconds.
The cycle time and Changeover times have been reduced as well.

Note that deliveries have been increased to twice weekly and coil sizes are smaller.

When we look at our lead time graph, we can see that the lead time has been reduced from 10.25 to 4.25
days. The actual value added time from the customer’ perspective and our new theoretical minimum is 46
seconds.

These positive changes are due to the overall efforts by the Mock Company to improve their system. Once
all of these improvements have been made, the value stream will be studied again in an effort to brainstorm
more improvements.

One good example of next generation improvements is to create Continuous Flow Production. This means
the items are produced and removed from one processing step to the next, one piece at a time. Each
process makes only the one piece that the process needs and the transfer batch size is one. This is also
called a single piece or one piece flow. The benefits of such an improved will be revealed in the next few
sections of this course.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca
Value Stream Mapping is a Continuous Process of improvement, designed to try and reach the ideal.
Although the theoretical minimum may never be reached, companies can continue to try and reduce overall
production lead time. This in turn means the potential for more sales.

Two Minute Review.

Course notes, Lean 101, Module 3 Section 2


http://www.lean101.ca

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