4 Slides Value Stream Mapping

Value Stream Mapping

Value Stream Value Stream MappingMappingHelps us see where value is created, and where waste exists:

•Developed by ‘product family’•Shows flow of both material & information.

•Helps us ‘see’ where/how specific Lean tools can be used to improve flow and eliminate waste

•Consists of two types of maps: Present State (“how it is”)Future State (“how it should be”)


Present State Value Stream Map


Map FeaturesMap Features1: DOCUMENT CUSTOMER DEMAND

2: DEFINE PROCESSES w/OPERATION DATA

3: SHOW MATERIAL FLOW

4: SHOW INFORMATION FLOW

5: COMPUTE LEAD TIMES


Process Data BoxesProcess Data Boxes- Cycle time: Observed & EffectiveCycle time: Observed & Effective- Changeover time & frequencyChangeover time & frequency- % Availability to Demand% Availability to Demand- Number of operatorsNumber of operators- % Quality level (first-pass yield)% Quality level (first-pass yield)- Batch sizeBatch size


1.1. Are there any symbols on the map that Are there any symbols on the map that you don’t recognize?you don’t recognize?

2.2. What determines the work schedule at What determines the work schedule at each station?each station?

3.3. How is ‘time’ data in the map acquired?How is ‘time’ data in the map acquired?4.4. What is the bottleneck in the ACME What is the bottleneck in the ACME

manufacturing process?manufacturing process?5.5. Where is the biggest changeover time? Where is the biggest changeover time?

What does this mean for downstream What does this mean for downstream processes? processes?

Questions – Part 1Questions – Part 1


1.1. What is the manufacturing lead time for What is the manufacturing lead time for a product (definition and value)? How a product (definition and value)? How does that compare to the value added does that compare to the value added time?time?

2.2. What is the impact of 1 truck a day What is the impact of 1 truck a day leaving with finished goods and trucks leaving with finished goods and trucks arriving on Tuesday and Thursday with arriving on Tuesday and Thursday with coils of steel?coils of steel?



1.1. Where do you see waste in this process Where do you see waste in this process and what types of waste from the and what types of waste from the mnemonic CLOSED MITT do you see?mnemonic CLOSED MITT do you see?

2.2. What countermeasures could be taken What countermeasures could be taken to reduce the most significant forms of to reduce the most significant forms of waste?waste?



Mapping MethodologyMapping Methodology•Focus on a product family within single plant.

•Seek leadership from the value stream manager.

•Go and see. Conduct door-to-door process walk.

•Work backwards, starting at the shipping door.

•Capture and quantify basic operations involved.

•Encourage participation of all stakeholders.•Use pencil & paper rather than CAD.


Investigation Etiquette• Get management approvalGet management approval• Communicate to all areas before Communicate to all areas before

visitvisit• Make introductions when you get Make introductions when you get

therethere• Remember, the workers are the Remember, the workers are the

experts for their tasks!experts for their tasks!• Respect people’s work space Respect people’s work space • Explain your purposeExplain your purpose


Strategies for Process Strategies for Process ImprovementImprovement#1: Produce to your #1: Produce to your Takt Time.Takt Time.#2: Develop #2: Develop continuous flowcontinuous flow

where possiblewhere possible to reduce inventory. to reduce inventory. Eliminate isolatedEliminate isolated islands of production. islands of production.

#3: Use #3: Use supermarketssupermarkets to control to control productionproduction where continuous flow does where continuous flow does not extendnot extend upstream (often outside the upstream (often outside the plant).plant).

#4: Try to send customer #4: Try to send customer scheduleschedule to only to only one production process one production process ((pacemakerpacemaker).).

#5: #5: Load-levelLoad-level production at production at pacemaker.pacemaker.

#6: Release/withdraw small, #6: Release/withdraw small, consistentconsistent increments of work to increments of work to pacemaker (pacemaker (pitchpitch).).


Establish Takt TimeEstablish Takt Time

GOAL: Produce to Demand

Takt Time = Demand Rate

Takt Time = Work Time Available

900 Seconds 85 Boards

= 10.6 Sec/Board Takt Time =

Cycle Time

Takt Time = Minimum # of People

Number of Units Sold


1.1. What is the company’s Takt time if the What is the company’s Takt time if the demand is 460 parts per 8 hour shift demand is 460 parts per 8 hour shift (with two 10 minute breaks)?(with two 10 minute breaks)?

2.2. Where is it not practical to achieve Where is it not practical to achieve continuous flow? How could a a continuous flow? How could a a supermarket be used to overcome this?supermarket be used to overcome this?

3.3. How can the welding and assembly How can the welding and assembly operations be configured to Takt time?operations be configured to Takt time?

4.4. What should be the pacemaker What should be the pacemaker process?process?

5.5. What other improvements are possible?What other improvements are possible?



Future State Value Stream Map

Documents

4 Slides Value Stream Mapping