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1、1,Lean Manufacturing Value Stream Mapping,2,What is Lean?,Lean is a that focuses on:Creating value for the Customer Eliminating Waste Continuous incremental improvement,Thinking Process,3,What is a Value Stream?,“All of the actions,value or non value added that are required to bring a product from c
2、oncept to launch or from raw material order to delivery.”,From“Lean Lexicon”,4,Order Fulfillment Value Stream,Ideally,wed want the materials,information and cashto flow smoothly(without interruption)and as quickly as possible through this stream.,5,Lean Elements,Value Stream=Value Providing Processe
3、s,Pull,Perfection,Flow,Value,6,Value,“What is the willing to Pay for?”3 Types of Customers:The external end-user or paying customerThe downstream customer of any internal upstream process.Your company as the customer of external suppliers.,Customer,7,Flow,Ideal flow=1 piece at a timeRate determined
4、by customer demand-Takt time Work balanced for each person or machineTravel distance for materials&people minimizedStandard Work utilizedFlow what you can Pull what you cantRequires that all steps in the process be:Capable=Right every timeAvailable=Always able to runAdequate=Capacity to avoid bottle
5、necks,8,Phases of Lean Journey,Phase 1-Identify/Map Value StreamsPhase 2-Prioritize opportunitiesPhase 3-Utilize Lean tools to eliminate wastePhase 4-Control the flow Phase 5-Lean metricsPhase 6-Re-evaluate Value Streams and begin again,9,It All starts with Waste Identification,Identify all forms of
6、 Waste throughout our entire Value Stream before:Reducing the waste or Eliminating the wasteThis will enable us to prioritize our efforts and focus on the high potential events first.,10,8 Wastes,OverproductionInventoryWaitingTransportingUnnecessary processingUnnecessary motionDefectsUnder utilizati
7、on of people,11,Over-Production,Producing more than what the customer really wants.,Ways to Overcome:Reduce setup timesSynchronize time and amount of processesCreate compact layouts and visibility,12,Inventory,Excess inventory requires handling,space,$,people,and paperwork.,Ways to Overcome:Synchron
8、ize work flow to reduce accumulationShorten setup timeReduce lead timeCellular layoutsZero Quality DefectsReducing all other wastes reduces the waste of inventory,13,Waiting,Waiting for upstream processes due to poor layout,unbalanced work load or equipment downtime.,Ways to Overcome:Synchronize wor
9、k flowBalance uneven loads by flexible workers and equipmentImplement preventive maintenance to eliminate machine down-time,14,Transportation,Transportation adds No value to the product.Rather than improve the transportation:Reduce itEliminate it.,Ways to Overcome:Establish layout and locations whic
10、h reduces or eliminates transportation,15,Unnecessary Processing,Same data entered into 3 different information systems.(SAP,Access,Excel),All unnecessary,or Non-Value Added,processing steps should be eliminated,Ways to Overcome:Question if process is necessary at allSimplifyUse Standard WorkReduce
11、Handoffs/approvals,16,Unnecessary Motion,Motion of people,machines,and products is waste.,Ways to Overcome:Study motion and eliminate or reduce motion through improved layouts.Cellular ManufacturingRethink material storageJob/Task Combinations,17,Defects(Correction),Making defective product is pure(
12、muda)waste.Focus on preventing defectsNot finding and repairing defects,Ways to Overcome:Mistake-proof to prevent defectsNever Pass defectsStandard Work,18,Waste of Underutilizing People,The eighth waste is not fully utilizing the time and talents of people.Who are the“real”experts?and what do they
13、know?,19,Purpose of Value Stream Mapping,The purpose of the value stream map is to look at the big picture and to develop a“future-state”map by eliminating all non-value added activities and minimizing all non-value-added but required activities.,20,Basic Current State MAPPING TIPS,1 Cross-functiona
14、l Team completes the map Start at the customer end Walk the actual pathways of both material and information flow.Draw by hand in pencil.,21,Value Stream Mapping IconsProcess Icons,22,Value Stream Mapping IconsInformation Flow Icons,23,24,Production Lead Time=23.5 daysValue Added Time=184 Seconds,Fr
15、om Learning to See by Mike Rother and John Shook,Current State Map,25,Future State Questions,How do we focus on the Lead time?Understand the takt timeWhat area in the process triggers production?Will we build to shipping or to a supermarket?Where can we use continuous flow?What items or Events requi
16、re Process MapsHow do we simplify Where do we reduce travel&redundancy?What process improvements can we do?,26,Use the list of future state questionsHave your cross-functional group brainstormUtilize“outside”folks and yourself to question everythingYou can sketch future state ideas at the table to d
17、iscussIf you wish use an overhead a simple transparencies by hand to show your ideasAfter you have identified all of the improvements and opportunities what would your map look likeYou may revise your map several times as you simplifyMake sure you can trace all key product and information flow Look
18、for disconnects or oversights in your new map by following it through as a group exerciseWhat are the new Lead and Cycle times(Lead time is the key),Team Tips,Future State Mapping,27,From Learning to See by Mike Rother and John Shook,Future State Value Stream Map,28,Benefits of Value Stream Mapping,
19、Helps you visualize more than the single-process levelClearly defines Lead and Cycle timesHas cross-functional accuracyLinks the material&information flowsProvides a common language and base to work fromProvides a blueprint for implementationMore useful than quantitative toolsTies together Lean conc
20、epts&techniques,29,Very simply,a lean value stream should produce what the customer needs when it is needed and with the highest quality and the lowest cost.To do that all processes must be linked from the final customer back to the raw material and all non-value added activity must be eliminated.,3
21、0,Lead Time Reduction,Shorter Lead Time=Smaller downstream InventorySmaller Order Quantity=Smaller downstream Inventory,Inventory=Order Quantity/2+Safety StockSafety Stock=Daily Demand x Demand Std Dev x INVNORMAL(service level)x Lead TimeENR Service Level=98%,31,VSM References,Learning to See by Mike Rother and John Shook,
