4 Map Current State

Afterattainingasolidunderstandingoflean,thenextstepistomapthecurrentstateofproduction,showingtheflowofmaterialandinformation.With this"tep_youplaceastakeintheground.Yourgoalistogatheraccurate,real-timedatareL'Ledtotheproductfamily,orvaluestream,youspecifiedin Step2.Therefore,youmustgotothefactoryfloortocollectdataratherthanrelyonpastreportsgeneratedbyanindustrialorprocessengineer,orondatabasedonsomeone'sbestrecollection.Moreover,datacollectionisnotasolitaryactivity;it isimportantforthecoreteamtoworktogether.

Value Stream Mapping

In theirbook,LeanThinking,James\VomackandDanielJonesrefertovaluestreammappingasidentifyingallthespecificactivitiesoccurringalongavaluestreamforaproductorfamily.(SeeFigure4-1.)

. .. ,. .. .. .4A ..

COf1ftlpfe :~'C 01Plaf1l>CJf17 :Q) tTelet:>...'C 'l..e :'C . .cc : :Q) n.."'~. ..= +- ~~"~:~ .~~~ ..> ~(l>~ ::v . .. .. .. .

: :... .I .. .

ProductX .: MonthEndClosing.;..Ordertocash

ProductA.............

..:...RetumMaterial

Request

OrderEntry

SalesQuote

Concept

~WeekO

RawMaterial

RnishedProduct

Cash

Figure4-1.Typicalmanufacturingvaluestreamfocus

Therearenumerouswaystodeterminethescopeofavaluestreammap.Herearea fewcommonones:

77

78 Step4. MaptheCurrentState

~ Youcandefineactivibesandmeasurethetimeit takestogofromconceivingaproducttolaunchingit.

~ Youcandefinetheactivitiesandmeasurethetimeit takesfromreceivingrawmate-rialstoshippingfinishedpartstoacustomer.

~ Youcandefinetheactivitiesthattakeplacefromthetimeanorderisplaceduntilcashisreceivedforthefinishedorder.

In thisbook,wefocusondefiningtheactivibesandmeasuringthetimeit takesfromreceivingrawmaterialstoshippingfinishedpartstoyourcustomerorcustomers.

Map MaterialandInformationFlow

Becauseavaluestreammapgivesavisualrepresentabonofmaterialandinformabontlowforaproductfamily(valuestream),it isindispensableasatoolforvisuallymanagingprocessimprovements.To improveaprocessyoumustfirstobser\"eandunderstandit.:'vlappingaprocessgivesyouacleanpictureofthewastesthatinhibittlow.Eliminatingwastemakesitpossibletoreducemanufacturingleadbme,\\"hichwill helpyouconsis-tentlymeetcustomerdemand(Figure4-2).

~ ~ IDeSig~I Admin) I purCh)~ I Distn)~~ ~ I DeSig~ IAdmin) I purCh).~ ~

Figure 4-2.Lead-timereductionthroughwasteelimination

Aswedelvemoredeeplyintouseofthevaluestreammappingtool,keepin mindthatakeytoestablishinga leanmaterialf/owisunderstandinghown{onnatonflows-thatis,howproductionschedulingisachieved.Asyougatherdataateachpointonaspecificvaluestream,keepasking,"Howdoyouknowwhattomakenext?"Thiswill allowyoutotraceinformationflowalongwithmaterialflowonyourmap.Capturingthisinformabonistheessenceofvaluestreammapping(Figure4-3).

Whenyouplaceyourcurrent-statemapontheVSM storyboard,~,ouarehelpingtopro-motegoodvisualmanagementonthefactoryfloor.Thecurrent-statemaprepresentsyourbaseline.Withjustabitoftrainingonthemeaningofthevaluestreammappingiconsshownin Figure4-4,anyoneshouldbeabletodiscerninformationonactualmaterialandinformationflow.

Mappingmaterialandinformationflowwill allowyouto:

-/ Visualize the entire manufacturing materialand informabon flow, insteadof asingle,isolatedoperabon(suchasfabricabon,welding,orassembly).

ValueStreamMapping 79

ProductionControl

jWeek~ProductionSupervisor

~1,000

A

D ~880~C

u=J~1,000

~

Thisportionofacurrent-statemapshowsthatproductioncontrolcommunicatescustomerrequirementstotheproductionsupervisoronceperweek.Thesupervisorcommunicatesrequirementstoeachpartofthevaluestreameveryday.

Manualinformationflow

Signalkanban

Safetyinventory

Kaizanflow(mustflowfromkaizenfocus)

Figure4-3.Valuestreammap:linesafcammunication

0 I Customer Dedicated Shared Inventory Electronicorsupplier processbox processbox WIPstagnalion informalionflowQd/--- --- ---

Supermarket Truck Supermarkel Produclion Withdrawalparts shipment kanban kanban

l.. .[9--.-FIFOlane Material Physical Kanban Buffer

push materialpul! postMax=XX e y006

Computer Heijunka Operator U-shaped Kaizenassisted(MRP) leveling cel! focus

LJ Lrxxl o U1J oFigure4-4.Valuestreammappingicans


-1 Visualizehowoperationscurrentlycommunicatewithproductioncontrolandwitheachother.

-1 Seeproblemareasandsourcesofwaste.-1 LocatebottlenecksandWIP.

-1 Spotpotentialsafetyandequipmentconcerns.-1 Provideacommonlanguageforallmanufacturingpersonnel.

-1 Gaininsightintohowtheoperationtrulyisrunningthatday.

Howto Mapthe CurrentStateAsweexplorehowtomapthecurrentstate,wewiIIalternategenericmappingproce-duresthatwiIIhelpyouconductyourO\vncurrent-statemappingwithdetailsfromthePremiereManufacturingCaseStudy.

GettingReady

Therearethreemajorpreparationsformappingthecurrentstate:

1. Workingin aconferenceroomasateam,drawroughsketchesofthemainproduc-tionoperationsonawhiteboard.

2. Go tothefloor,beginningwiththemostdownstreamoperation(i.e.,shipping),andcollectactualprocessdata.UsetheAttributeCollectionChecklisttogainconsensusonwhatdatayouneed.Theteamshouldselect7to10keyattributes.Createa"parkinglot"listofleanattributesthatareimportantbutnotcriticaltotheteam'scharter.Whileyouaregatheringdata,takenotesoninformationandmaterialflow.

ATTRIBUTECOLLECTIONCHECKLlST

D TotaltimepershiftO Regularlyplanneddowntimeoccurencessuchas

breaksandlunchthatreduceavailabletime

D Totalavailabledailyproductiontime(subtractregularlyplanneddowntimeoccurencesfromthetotaltimepershift)

D DeliveryschedulesD NumberofpartspershippingcontainerD auantityofpartsshippedpermonthandperday

(bypart)

D CycletimesD ChangeovertimesD Work-in-process(WIP)amountsD ActuallotsizesD Pitchincrements(itavailable)D Economiclotsizes(economicorder-quantity)

D NumberotoperatorsD Reliabilitymetrics-expressdintermsotmean-

timebetweenfailures,uptime.oroverallequipmenteffectiveness(theproductotavailability,performance,andqualityrates)

O ShiftsonwhichtheprocessoperatesD UnespeedsO Preventivemaintenanceschedules(important,

becausetheycanreducenetavailabletimetoraparticularprocess)

D DisruptionsinmanutacturingtlowD ExceptionsthatmayoccurduetoreworkDD

D

D

How to Map the Current State 81

3. Regroupawayfromthefloortodiscusstheresultsofthedatagatheringeffortsandmakesurethatall necessarydatahasbeencollected.

TheEtiquetteofFactoryFloorResearch

Wheveryougooutonthefactoryfloortogatherdata,besuretodothefollowing:O Communicatetoallareasyouwillbestudyingbeforegoingto

thefloor.

O Makeproperintroductionswhenyouarriveonthefloor.Workersliketoknowwhat'sgoingon-especiallyifoutsideconsultantsorrepresentativesfrom a supplieror customerare presento

O Explainyourpurposefor studyingoperations.

O Be open and honest in respondingto questionsor issuesthat arise.

O Respectpeople'sworkspace,andthankthem for their contribu-tions. Use the opportunityto reinforcemutualtrust and respecto

PREMIERE MANUFACTURING CASE STUDY: STEP 4

In Step2, thecoreimplementationteamat PremiereManufacturingchoseto focuson the valuestreamfor the.#4(O.25-inch)and #6 (O.125-inch)coolanthoses.oInStep3,theteamreceivedacomprehensiveooverviewof lean

~ . ; . . . . ~

manufacturingconcepts.Nowtheteamis readyto'preparefor mapping,thecurrentstate. ", ,. . o',

Thet~amconvenesandsketchesthemainproductionprocessesforthe#4 and#6 hbses. 0:'0'- "0- ,.;" ,:~,

" ..

..

Machining11 DebulTing11 Cnmping11 Testing11 Marking11 Shlpping I

lo';

.-1'


The team reviewsthe attributechecklist and decides to be sure to collect data

on the followingprocess attributes:

O Quantityof parts shipped per month and per day.

O Supplierdeliveryschedule."

O Availableproductiontime.

O Cycle time.

O Changeovertime.

O Uptime.

O Numberof operators.

O Numberof shifts.

O Inventorylocations and quantities.

O Time betweenprocesses.

Theteamgoesto the floorto collectthedata,beginningwiththe shippingareaandworkingbackto themachiningprocess.Theyreconveneto reviewtheirnotesbeforebeginningto mapthecurrentstate.Thedatatheycollectedis shownunderthe heading"PremiereProcessAttributes"intheformshownthatfollows.

l.

Premiere Current.StateDataCollection

CustomerRequirements.Averagedemand:10,080unitspermonth=504perday:./ 6,720#4hoses 336perday

./ 3,360#6hoses 168perday.Shippingmonth:20days.Unitspercontainer:24.Containersperday:21SupplierInformationPremierereceivesaweeklyshipmentof2,500unitsfromitssupplier,ASC,In.

Premiere Process Attributes

, Availability:Totalavailableproductiontimeis8.5hours(510minutes)pershift.Thereisa30-minuteunpaidlunchbreakandtwo10-minutebreaks-atotalof50regularlyscheduledminutesofplanneddowntime.Therefore,theavailableproductiontimeis460minutes(27,600seconds)pershift.

Shipping:. Location=stagingarea.Frequency/method=daily/UPS.Finished-goodsinventory=2,000unitsMarking:.Cycletime=50seconds.Changeover=5 minutes.Availability=27,600seconds. Uptime=99%

Howto Map theCurrentState 83

Marking-continued:

Operator=1 WIP=2000unitsbetweentestingandmarking Timebetweenmarkingandshipping:4 days

Testing: Cycletime=30seconds Changeover=5minutes Availability=27,600seconds Uptime=99% Operator=1 WIP=2000unitsbetweencrimpingandtesting Timebetweentestingandmarking:4days

Crimping: Gycletime=40seconds Changeover=5minutes Availability=27,600seconds Uptime=99% Operator=1 Shifts=1

WIP=3,500unitsbetweendeburringandcrimping Timebetweencrimpingandtesting=4daysDeburring: First-in,first-out(FIFO)lanebetweenmachininganddeburring Cycletime=5seconds Changeover=O Availability=27,600seconds Uptime=100% Operator=O(Machiningoperatoralsorunsdeburringwhennecessary) Shifts=1 WIP=3,360#4and1,680#6betweenMachiningandDeburring Timebetweendeburringandcrimping:7 days

Machining: Gycletime(Cn=45seconds Changeovertime(C/O)=60minutes Availability=27,600seconds Uptime=87percent Operator=1 Shifts=1

WIP:2,500priortomachining Timebetweenmachininganddeburring:10daysFlowofInformatlonandMaterial

Al!communicationswithcustomerandsupplierareelectronic. ProductioncontrolreceivesmonthlyforecastsandweeklyordersfromCord. ProductioncontroltransmitsmonthlyforecastsandweeklyorderstoABC(supplier). Thereisaweeklyorderreleasetotheproductionsupervisor. Thereisadailyorderreleasetomachining,crimping,testing,andmarking. Al!materialispushed,sothereisapushiconbetweeneachprocess. ThereisaFIFOlanebetweenmachininganddeburring.


Creatingthe Current-StateMap

Onceyouhavecompileddata,youarereadytomapthecurrentstate.First,however,takesometimetoreviewtheiconsusedin mappingthevaluestream(seeFigure4-4).

Usethefollowingstepsforcreatingthecurrent-statemap:

:1.Drawiconsrepreselltingthecllstomer,slIpplier,andproductioncontrol.

O Usethesameicontorepresentthecustomerandthesupplier.O Drawthecustomericonin theupperrightcomerofthesheet.

O Drawthesuppliericonin theupperleftcomer.

O Drawtheproductioncontroliconbetweenthecustomerandsuppliericons.

PtovdorlC.o..trol

l~ABC2. Drawadataboxbelowthecustomericon,andenterthecustomerrequirementsin

it.Includemonthlyanddailyrequirementsofeachproduct,andthenumberofcontainersrequiredperday.

PtoJve./;Orl

c.o..troI

ABC

CalculatlngDallyRequlrements

If demandis constant,calculatingdailyrequirementsis simple.Ifyouusethecustomerrequirementdatafromthecasestudycitedearlier,youknowthatPremiereshipson averagea totalof 10,080hoses permonthto Cord,Inc.-6,720 #4hosesand3,360 #6hoses.YoualsoknowthatPremiereships20 dayspermonth.Therefore,if youdividetherequirementsby20, youcan determinetheaveragenumberof hosesshippedperday:

10,080hosespermonth( 20 days=504 hoses(#4and#6combined)perday

6,720 #4 hoses per month( 20 days = 336 #4 hoses per day 3,360 #6 hoses per month( 20 days = 168 #6 hoses per day

-Howto Map theCurrentState 85

3. Entershippingandreceivingdata:

':J Drawatruckiconbelowthecustomericon,andenterinsidethetruckiconthedeliveryfrequency.(Ho\Voftendoesthecustomerrequireshipments?)

::J Drawashippingiconbelowthecustomertruck.':J Drawadirectionarrowfromtheshippingicon,throughthecustomertruck(asif the

arrowgoesbehindthetruck),tothecustomericono':J Drawatruckiconbelowthesuppliericon,andenterinside~hetmckiconthedeliv-

eryfrequency.(HowoftenarerawmaterialsrequireJ~JO Drawadirectionarrowfromthesupplier,throughthesuppliertruck(asif thearrow

goesbehindthetruck),totheplacewhereyouwilldrawaniconrepresentingthemostupstreamprocessin thevaluestream.

ProJvc.liOr1

Lo"troI

ABC

4. DrawtheI1wllufactllrillgoperatiollsalongthebottomof thcmap,withthemoslupstreamprocessontheleftandthemostdownstreamprocesson theright.Representeachprocesswithanicon,labelit (forexample,"machining,""debur-ring,""testing"),anddra\VdataboxesbeloweachprocessiconoAdda notchedlinebelowtheprocessboxesonwhichyouwill recordtheproductiontimeline.

O Determinethenumberofboxes(processicons)youwill needaheadoftimetobesureyouleaveenoughspaceforallofthem.

O Alwaysplacetheshippingiconatthefarendoftheprocesschain-directlybelowthetruckiconforthecustomer.

CI Leaveenoughspacebetweeneachboxfordata.If materialisstoredorstandsidlebetweenprocesses,forexample,youwill needtoleavespacebetweenprocessiconstonotethisandtheWIP amounts(seestep7below).


ProJ vdiorl

c.ontroI

ABC

--;~_L,,,l.., ,..:... Pi."

II

LJ~I I

5.Enterprocessattrbutesinthedataboxesyoucreatedundertheprocessicons.Showthevalue-addedtime(thatistheprocessingtimeorcycletime)foreachoperationonthelinebeloweachbox.In theupperrightcomerofthemap,entershifttime(ortimes),plannedbreaks,andtotaldailyavailableproductiontime.

AttributesDefined

Foreachoperation,availabilityS, in effect, the available produc-tion time. This is determinedby takingthe shift time or total avail-able productiontime-8.5 hours (510minutes) in the PremiereManufacturingcase study-and subtractingregularplanneddown-time occurrences(a 30-minuteunpaid lunch and two 10-minutepaid breaks). Therefore,the availableproductiontime is 460 min-utes, or 27,600 seconds.

Changeovertimes given are per shift. Changeover times are not considered planned downtime occur-

rences.Therefore,theydiminishanoperation'savailableproduc-tiontimeto giveyouactualoperatingtime.

Uptimeis calculatedby dividingactual operatingtime by availabletime.Actualoperatingtimeforeachoperationequalsavailableproductiontimeminuschangeovertime.Forexample,the uptimecalculationformachininglookslikethis:

Uptime=27,600 seconds - 3600 seconds27,600

Uptime= 87%

How to Map the CUrrent State 87

Pto'vc.li.",LOrltroI

ABC

'''/f, '.

ltO\lI' ItO'

A.., 1':1.7,'-"'O

~,rfi...":' 31 %

6. Showinfonnationflow,bothelectronicandmanual.In mostcases,informationflowsbetweencustomersandsupplierselectronically.

r:J Drawcommunicationsarrowsfromthecustomericontotheproductioncontrolicon,representingthecustomer'sforecastsandorders,andlabeleacharrowaccordingtofrequency.

:J Drawcommunicationsarrowsfromtheproductioncontrolicontothesuppliericon,representingproductioncontrol'smonthlyforecastandweeklyorders,andlabeleachaccordingtofrequency.

:J Drawaboxrepresentingtheproductionsupervisorin themiddleofthemap.

:J Drawacommunicationarrowbetweentheproductioncontroliconandtheproduc-tionsupervisorboxandlabelitaccordingtothefrequencywithwhichordersarereleasedtothesupervisor.

:: Drawcommunicationarrowsbel:weentheproductionsupervisorboxandtheappro-priateindividualprocessboxes,andlabeleachaccordingtothefrequencywithwhichordersarereleasedtotheindividualoperations.


A..,I~a.7/~

I u rti..." 81'%

!'roJ"do"Lo..trol

,..[",

lfo'\ lo" ,16\

.O=~"'''~I

7. Drawinvento~'iconsin theplaceswhereinventoryisstoredbetweenprocesses.Writein theWIP quantitiesbelo\Vtheicons.Calculatethedaysof inyentoryonhandandwritetheresultsonthetimelinethatrunsbelowtheprocessboxes.

A..;I~a7,~

I~I rti..." 81 '%~, lo

E!1L, /Ir .n.

!'roJ"c./io"Lo..trol

c.,-",fs,

How to Map the Current State 89

Calculating Days of WIP on Hand

You can determine days of WIP on hand by dividingthe total num-ber of hoses shipped per day (504) into the total amount of WIPbetween processes. For example,there are a total of 3,500 par-tially manufacturedhoses between Deburringand Crimping.Here's how you calculate days of WIP on hand between the twoprocesses:

3,500 hoses -;-504 hoses shipped per day= 6.94 or 7 days

8.Dra\V in push,pulI,andFIFO locations.If aprocessisproducingtoascheduleinde-pendentofthedownstreamprocess,thenyouaredealingwithapushsystem.OtherscenarioswouldbesomecombinabonofpulIandFIFO.

Step 4 Wrap-Up

Aftereveryoneonthecoreteamagreesonthemap'sdetails,createacleancopy,dateit,andpostitontheVSM storyboardforeveryonetosee.

The Premierecasestudythat\Vehavereferencedin thischapterisasimpleone,withaproductionlinerunningfromlefttoright.However,manyvaluestreamshavemultiplelinesthatmerge.Regardlessofthecomplexityoftheoverallprocess.theobjectiveisah\"aysthesame:postenoughdetailtoshowho\Vthevaluestreamfunctions,butnotsomuchthatthemapistoaconfusingtoread.


CommonProblemsto Avoid

The valuestreammappingconceptwasdevelopedbyToyotain the1950sandattractedmorewidespreadattentionamongmanufacturersin 1997withthepublicationofanarti-de byPeterHinesandNickRichtitled"TheSevenValueStreamlappingTools."IAccordingtoHinesandRich,thereareseveralproblemswiththelatestcrazeofvaluestreammapping:

X Therearearangeofotherwasteswithinavaluestream,suchaswastedenergy(e.g.,lighting,heating)andthewasteofhumanpotentialwhenhumanresourcesareunder-usedortheirvalueandcontributionisnotrecognized.Simplymappingthevaluestreamdoesnotcapturesllchwastes.

X The benefitsofmappingareextremelylimitedifyoudonotindudetheinformationflow.

X Typicallyabouthalfoftheusefulinformationgleanedduringthedatacollectionphaseofvaluestreammappingissllbjectiveandinformal,andthusdoesnotshowuponthemap.

vViththesein mind,watchoutfor thefollowingasYOllproceed\\"ithyourcurrent-statemappmg.

XTunnelVision.Donotbecomesofocusedonthetaskofmappingthevaluestreamthatyouareoblivioustootherfactsandobservations.Cainingabetterunderstandingofmanufacturingprocessesisalwaysagoodidea,evenif youcannotusewhatyoulearnin creatingyourvaluestreammap.Duringthecourseofobservingoperationsandinterviewingoperators,forexample,youmightdiscoverthatwhenoneworkerisperformingaspecificoperation,heorshenevercreatesdefects.Youwouldnotwanttoneglectthisimportantobservation.Althoughitwill nothelpyoutocreateyourmap,it mostcertainlywillprovetobeacriticalpieceof informationwhenit comestimetoimplementprocessimprovements.Focusingexdusivelyonthemechanicsofvaluestreammappingcanalsoleadtothefollowproblems:

- inabilitytounderstandhowtoassignprioritiestoimprovementopportunities.- lackofmanagementcommitmentforimplementation.

- inabilitytotiethemappingprocesstoareportingmechanismforissueidentifica-tionandreview. .

X Using Value StreamMapping Strictlyasa ManagementTool. Resistanytempta-tiontousevaluestreammappingstrictlyasamanagementtoo!.Whenyoucollectdata,listeningtoworkers'opinionsandconcernsisasimportantasmeasuringcycletimes,changeovertimes,andotherprocessattributes.Rememberthatbecomingaleanenterpriseinvolvesengagingeveryone'sknowledgeandcreativity.If youdemon-strateasincereinterestin whathourlyworkershavetosay,youwill establishtrustandlearneverythingyouwanttoknow-andthensome.

1 Hines,Peter,andNick Rich. 1997lntemationalJoumalo[OperationsandProdllctionManagement,Voll7,No. 1,pp.46-64.

Step 4 Wrap-Up 91

X IncompleteCurrent-StateMapping.Althoughmanyorganizationshaveunder-takenvariousstepsoftheValueStreamManagementprocess,few,in ourexperi-ence,tiethemalltogetheras\VenasToyota.Failingtofollo\vtheprocessfrombeginningtoendisacornmonreasonforthisshortcoming.T;;picaIly,companiesalsohavedifficultyrnodifyingthetechniquetofittheirculture:furthermore,theygetpreoccupiedwithrnappingandstartimplernentingimprO\"ementsbeforegather-ingallthefacts.\Vhenvaluestrearnrnapsfailtorepresentaccuratelyacurrentstate,theyareoflimitedvaluewhenitcomestoimplementingsignificant,lastingimprovements.On theotherhand,foIlowingtheValueStream~vlanagementprocessfrombeginningtoendwill ensureyoursuccess.Don'tforget:,'aluestreammappingisanimportanttoolwithinastructuredbutflexiblesystemknownasValueStream:\Ianagement!Rememberthatthedevilisin thedetails.Youmustunderstandwhereyouarecurrentl;.'ifyouhopetoachievesuccessin implementingfuturestate.Manyfuture-stateimplernentationattemptshavefailedpreciselyduetothetendencytowanttorushthroughcreatingthecurrentstate.In theseattempts,thetendencyistofocusonthefuturestateandnotthecurrentsituation.Asaresult,coreteammem-bersdidnotspendthenecessarytimetocoIlectdataonthecurrentstate.Do notmakethismistake.

POINTSTO REMEl\IBERFORCURRENT-STATEl\IAPPING

Youmustunderstandwhereyouarebeforeyoucandecidewhereyou\Vanttogo.

Focusonthemostaccurateandusefulinformation. Gatheractualinformation-don'tuse"standard"data. Noteonlytheprocess,nottheexceptionstotheprocess. Dmhmry.Do it rightthc first time. Drawusingicons. Dfa\vinpenciloronawhiteboard-youwiIImakenumerous

changes.

Documents

4 Map Current State