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1、 2006 George Group Consulting, L.P.Value stream mapping - V1page 1Value Stream MappingValue stream mapping - V1page 2Lean Six SigmaDMAIC Improvement Process Road MapReview Project Charter Validate Problem Statement and GoalsValidate Voice of the Customer and Voice of the BusinessValidate Financial B
2、enefitsValidate High-Level Value Stream Map and ScopeCreate Communication PlanSelect and Launch TeamDevelop Project ScheduleComplete Define GateIdentify Potential Root CausesReduce List of Potential Root CausesConfirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key OutputsPri
3、oritize Root CausesComplete Analyze GateDevelop Potential SolutionsEvaluate, Select, and Optimize Best SolutionsDevelop To-Be Value Stream Map(s) Develop and Implement Pilot SolutionConfirm Attainment of Project GoalsDevelop Full Scale Implementation PlanComplete Improve GateImplement Mistake Proofi
4、ngDevelop SOPs, Training Plan and Process ControlsImplement Solution and Ongoing Process MeasurementsIdentify Project Replication OpportunitiesComplete Control GateTransition Project to Process OwnerProject CharterVoice of the Customer and Kano AnalysisSIPOC MapProject Valuation / ROIC Analysis Tool
5、sRACI and Quad ChartsStakeholder AnalysisCommunication PlanEffective Meeting ToolsInquiry and Advocacy SkillsTime Lines, Milestones, and Gantt ChartingPareto AnalysisBelbin AnalysisValue Stream MappingValue of Speed (Process Cycle Efficiency / Littles Law)Operational DefinitionsData Collection PlanS
6、tatistical SamplingMeasurement System Analysis (MSA) Gage R&RKappa StudiesControl ChartsHistogramsNormality TestProcess Capability AnalysisProcess Constraint ID and Takt Time AnalysisCause and Effect AnalysisFMEAHypothesis Tests/Conf. IntervalsSimple and Multiple RegressionANOVAComponents of Variati
7、onConquering Product and Process ComplexityQueuing Theory Replenishment Pull/KanbanStocking StrategyProcess Flow Improvement Process BalancingAnalytical Batch SizingTotal Productive MaintenanceDesign of Experiments (DOE)Solution Selection MatrixPiloting and SimulationMistake-Proofing/Zero DefectsSta
8、ndard Operating Procedures (SOPs)Process Control PlansVisual Process Control ToolsStatistical Process Controls (SPC)Solution ReplicationProject Transition ModelTeam Feedback SessionValue Stream Map for Deeper Understanding and FocusIdentify Key Input, Process and Output MetricsDevelop Operational De
9、finitionsDevelop Data Collection PlanValidate Measurement SystemCollect Baseline DataDetermine Process CapabilityComplete Measure GateToolsActivitiesKaizen, 5S, NVA Analysis,Kaizen, 5S, NVA Analysis,Generic Pull Systems, Generic Pull Systems, Four Step Rapid Setup MethodFour Step Rapid Setup MethodI
10、dentify and Implement Quick ImprovementsIdentify and Implement Quick ImprovementsImproveImproveAnalyzeAnalyzeControlControlMeasureMeasureDefineDefineValue stream mapping - V1page 3Learning ObjectivesuDevelop skill with value stream maps to analyze the process in detail from the process participants
11、and the customers viewpointsuLearn value stream mapping as a critical skill to eliminating waste in the existing processuLearn the features of different approaches to value stream mapping to enhance team learninguLearn how to develop a detailed, data rich Value Stream Map uLearn about some helpful m
12、apping hints and how to use the mapsuPrepare for Complexity Value Stream mappingValue stream mapping - V1page 4Whats in It for Me?uValue Stream Mapping is a visual tool to help understand the current value stream. uIt allows people to easily understand where waste exists in the process. uIt gives th
13、e improvement team a basis for prioritizing improvement efforts.uIt gives the team a visual tool for representing their improvement ideas, so they are better able to communicate with people inside and outside the organization.Value stream mapping - V1page 5Value Stream MappinguData is collected on t
14、he flow of a single family of productsuCurrent state VSM shows the flow with value add and non value add costs/activitiesuWaste analysis is performed on the current state to define the future stateuFuture state VSM shows flow with non value add costs removedValue stream mapping - V1page 6The Importa
15、nce of Value Stream MappinguUnderstand strategic business objectivesuCreate High-Level Value Stream MapnInclude High-Level Business processes and High-Level MetricsuCollect additional metrics if warranteduAnalyze gaps to business strategy and voice of customeruDecide on areas of focusuCreate project
16、 chartersuStrategically assign projectsuAccurately and Precisely DEFINE the ProblemuMEASURE the problem with Process and Value Stream MappinguANALYZE the problem and focus on root causesuIdentify and prioritize IMPROVE tools and implementuCONTROL the solution and sustain the results!Value Stream Map
17、ping is the one of the most effective methodologies and communication tools in our Lean toolbox!Completed by the Management Team and Business Leaders to help identify opportunity areas and projects.Completed by the team during the DMAIC project.Value stream mapping - V1page 7Who Uses Process and Val
18、ue Stream Maps?uValue Stream Maps are used at the business (strategic) level for opportunity and project identification by management teams.nMaps at this level are owned by the business unit leaders.uAt the project (tactical) level, process and value stream maps are used by improvement teams to iden
19、tify and visualize the improvement opportunities, and as an effective communication mechanism to all levels of the company.nMaps at this level are created and initially owned by improvement teams and transitioned to process owners during the DMAIC Control Phase.Value stream mapping - V1page 8What Is
20、 a Process Map?uA graphical representation of a process flow identifying the steps of the process, and the xs and ys of the process stepsuProvides ability to visualize the process, and helps identify opportunities for improvement.Load PartClamp part Start CycleCutting- S,N wrenches-S, N Part-S,N Fix
21、ture holder-S,N Clamps-S,N Part-S,N Fixture Holder- S Pump control(manual)- S Machine controls(semi)- S Start cycle BottonMonitor and Adjust settingsMonitor for arcing Problems Backing Out To Rear LimitUnload Part- S Full depth- S Machine- S, N Fixture Holder-S N wrench- S, N Part- C, N Electrode (d
22、esign)- C, N Insulator, - S, N Contact Points- S, N Part- C Voltage- C Electrol Pressure- C, N Electrolyte- C E. Temp- C Feed rate- S Voltage gage- S Presure gage-S Vision-S Amp Gage-S Machine Existence of ArcingFixture & electrode inupright positionCompleted PartEmpty MachinePart LoadedPart Clamped
23、Cycle startedCut PartUsed ElectrolyteUsed ECM machineUsed Electrode-Process StepsOutputs (little ys)Inputs (little xs)Value stream mapping - V1page 920,000 pcs/moModule=100SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Raw castingsDaily scheduleMachine 1d materialDaily scheduleForgings, b
24、olts, nuts, washers Daily scheduleAssy 1, o-ring, bearing, snap ring Daily scheduleReceiving/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100 pcs200 pcsIIIIIAssy 2Daily scheduleMACHINING & ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMER
25、SERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper100 pcs1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Ba
26、tch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Siz
27、e 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shipped order20 sec50 sec35 sec40 sec23.7 hours92.1 hours1.6 hoursP/T= 145 sec3 hoursPLT=124 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 secWha
28、t Is a “Value Stream Map?”uThink of a “Value Stream Map” as a data-rich process map:Load PartClamp part downStart CycleCutting- S,N wrenches-S, N Part-S,N Fixture holder-S,N Clamps-S,N Part-S,N Fixture Holder- S Pump control(manual)- S Machine controls(semi)- S Start cycle BottonMonitor and Adjust s
29、ettingsMonitor for arcing Problems Backing Out To Rear LimitUnload Part- S Full depth- S Machine- S, N Fixture Holder-S N wrench- S, N Part- C, N Electrode (design)- C, N Insulator, - S, N Contact Points- S, N Part- C Voltage- C Electrol Pressure- C, N Electrolyte- C E. Temp- C Feed rate- N # part a
30、lready ECMd- C Specific Gravity- S, N Power Cables- S, N Fixtures- S, N Hoses- S Nylon Coupling- C, N Filters- S Pumps- S, N Alignment of Part and Electrode- S Voltage gage- S Pressure gage-S V ision-S Amp Gage-S Machine Accurate SettingExistence of ArcingFixture & electrode inupright positionComple
31、ted PartEmpty MachinePart LoadedPart ClampedCycle startedCut PartUsed Electrolyte with metalAmpsUsed ECM machineUsed Electrode-uA “Value Stream Map” extends the usefulness of process maps by adding more data (beyond ys and xs), such as: material and information flow; operating parameters; process an
32、d lead times; etc.Value stream mapping - V1page 10Value Stream Mapping Example:Current State VSM20,000 pcs/moModule=100SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Receiving/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100 pcs200 pcsIIIIIMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder
33、, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper100 pcs1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/T =
34、 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy 1,
35、 O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shipped order20 sec50 sec35 sec40 sec23.7 hours92.1 hours1.6 hoursP/T= 1
36、45 sec3 hoursPLT = 12.3 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 secInventory 2006 George Group Consulting, L.P.Value stream mapping - V1page 11Creating Current State Value Stream MapsValue stream mapping - V1page 12Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Curren
37、t State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State
38、 MapValue stream mapping - V1page 13OUTPUTPROCESSCUSTOMERRequirements, Specs and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC ChartThe SIPOC Chart helps us to begin to bound the process we wish to mapValue stream mapping - V1page 14Step 1: High-
39、Level SIPOC ChartuSupplier Input Process Output Chart (SIPOC)nCustomers: Companies X, Y, & ZnOutputs: Cost, Quality, On-Time DeliverynProcess: Produce Products 1, 2, 3, 4 & 5nInputs:Raw MaterialnSuppliers:Companies A, B & CA high-level SIPOC chart helps to identify the process output(s) and the cust
40、omers of that output so that the Voice of the Customer can be capturedValue stream mapping - V1page 15OUTPUTPROCESSCUSTOMERRequirements, Specifications and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC Chartu(A) Determine the Customer(s) of the t
41、he processu(B) Determine key output variables and then translate these into customer requirements (output specifications) and identify related Key Process Output Variables (KPOVs)u(C) Go Upsteam to the Process Steps(s) which most impact the OUTPUT and determine the Key Process Input Variables (KPIVs
42、) u(D) Identify the Suppliers to the process and the requirements (input specifications) required to support the process to meet the Customer requirementsValue stream mapping - V1page 16SIPOC Tipsa. The start and end points (boundaries) of the process are essential to the SIPOC chart “without a begi
43、nning, there can be no end”.nCreates focus for the SIPOC chartb. Every process has several different groups of Customers.nAlways start a process analysis by defining and listing the Customer Groups. (Note: May be internal or external Customers.)nPrioritize the Customer Groups; pick the top 2.c. For
44、each Customer Group, list the Customer Expectations.nPrioritize the Expectations.nThe most important Expectations are designated Customer CTQs (Critical to Quality). In some situations, there may also be CTDs (Critical to Delivery) and CTCs (Critical to Cost) identified.nThe CTQs, CTDs and CTCs cons
45、titute the Customer Requirements needed to complete the SIPOC.Value stream mapping - V1page 17SIPOC Tipsd. Research and determine the inputs into the process that affect the outputs use leading versus lagging measures whenever possible:nLeading Measures tell the need to adjust process before the fac
46、t.nEvaluate inputs and adjust downstream process to reflect results of evaluation.nLagging Measures inform about process performance and the need for adjustment after the fact.nEvaluate results of process step and feed information upstream.nExample: the length, in inches, of columns of lost dogs in
47、LA is a leading indicator of a major earthquake they feel the tremors that we dont feel that precede a major earthquakee. Not only should the SIPOC chart capture customer requirements, but also the key Business Requirements as well:nReduced InventorynIncreased ThroughputnLower CostValue stream mappi
48、ng - V1page 18SIPOC Example:Pizza DeliveryuBoundaries Where does the process of buying a pizza start? When the customer calls the pizza shop.nWhen does this process stop? When pizza is delivered.uCustomers Who are the customers? College kids, Suburban families, Sports Fans, Singles. uOutputs What do
49、es the customer want? A delivered pizza. What are the Requirements: to have hunger satisfied, hot pizza, lots of toppings, delivered on-time, order correct, good price.uOutput Specifications nCTQs: Pizza must be 120 degrees +/- 5 degreesOrder must have zero defectsPizza must weight 4.0 lbs +/- 1 lbs
50、nCTDs: Pizza must be delivered in 20 minutes +/- 5 minutesDelivery person must be clean and courteousnCTPs: Price must be less than $11 per large pizza with couponuInputs Pizza ingredients, customer order, pizza shop with equipment and employees. What are the requirements: trained pizza maker, mappi
51、ng software expertise for delivery personnel, service training for pizza shop employees, equipment that worksuInput Specifications:nFresh produce and meats (less than one day, continuously refrigerated)n99% pizza maker uptime, 95% delivery vehicle uptimenPassing grade on pizza maker, software, and c
52、ustomer service tests (80%)uSupplier Food distributor, pizza equipment & vehicle distributors, employment agencyValue stream mapping - V1page 19SIPOC Example:Marketing Resource DivisionWhen a request is made by a market organization to change the way the market organization wants to be reported, the
53、n the indicative system that maintains the current reporting structure of that organization, needs to perform an extra ordinary manual effort, one code at the time, to convert these codes to the new reporting structure. The representative SIPOC Chart is:Supplier Inputs Process Outputs Customers-Mark
54、eting-Organization-DealersChange Request-Name-Address-Dealer Merger-New Org.-New Region-New District-New Agreement Changed data-Additional Systems-Requestors (Market Orgs)-DealersOrg. Requests ChangeCDID EvaluatesTime and CostOther Systems Implement ChangeCDID Changes DataRequestor NotifiedSystems N
55、otify CDIDof CompletionValue stream mapping - V1page 20Exercise:Step 1: Create a SIPOC ChartuB&D Industries ExercisenComplete a SIPOC Chart of B&D IndustriesTime: _ minutesValue stream mapping - V1page 21Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top
56、Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapValue stream map
57、ping - V1page 22Step 2: Top Down Flow Chart(Vertical Scoping)uA “Top Down Flow Chart” is meant to provide FOCUS by selectively expanding from the highest level down to the level where the root cause is located.nUse the Start and Finish points of the process from the SIPOC chart.nDefine 6 to 12 high
58、level activities between the Start and Finish.nExpand the SINGLE high level activity most likely to contain the root cause into 6 to 12 medium level activities.nExpand again (and again!) until the level of the cause(s) of the problem is reached.uThe purpose of the Top-Down Chart is to determine the
59、correct level of the process to Value Stream Map it is a vertical look at the process.nIt is critical to our business to focus our improvement resources on the areas that are going to have the greatest return.Value stream mapping - V1page 23The ProcessThe Sub-ProcessThe Micro-ProcessStep 2: Generic
60、Top-Down Flow ChartValue stream mapping - V1page 24DistributionDistributionPumpPumpMotorMotorFoundryFoundryExample:Step 2: Top-Down Flow ChartStartStartStopStopFabMachinePaintAssemblyTestPrepPrepHousingHousingInstallInstallArmatureArmatureInstallInstallShaftShaftPressPressBearingsBearingsGreaseGreas
61、eFittingsFittingsValue stream mapping - V1page 25Step 2: Top-Down Flow Chart Option: Swim Lane” Flow ChartuUse for large, complex processes when:nMultiple hand-offs between departments/functions are involved, including outside the company.nSequence and time of operations is important (as in lead tim
62、e reduction).nCan show information and product flows if needed.nUniquely adds the time horizon to the flow of information.uThe Swim Lane Flow Chart is still a Top-Down Flow ChartnIt is a vertical look at the process nIt should have 6-12 steps at each levelnIt should expand again (and again) until th
63、e level of the cause of the problem is reachedValue stream mapping - V1page 26Example:Step 2: “Swim Lane” Flow Chart StartStopCustomer*EngineeringToolingProductionField Service* Top lane is always the designated customer.Value stream mapping - V1page 27Value Stream Mapping StepsStep 1: Create a SIPO
64、C ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time Dat
65、aStep 9: Verify Current State MapValue stream mapping - V1page 28Step 3: Determine Product/Process Family (Horizontal Scoping)uIf there are many different products that flow through the process, it may be necessary to “scope” the focus of the map through a Product/Process family assessment this is a
66、 horizontal look at the process.uChoose the product/process family that has the greatest impact on the Customer Outputs, and the Business Requirements.nChoose a family with common flow.nChoose a family with high volume and cost.nChoose a family based on customer industry, or other product segmentati
67、on.nChoose the family that is most impacting customer service.uIf a product/process family is not readily apparent (such as in a job shop environment), use a product/process matrix to identify a family.Value stream mapping - V1page 29Step 3: Product/Process MatrixuProducts and Process MatrixnCreate
68、a matrix of products and processes (equipment) through which they pass.nInclude demand and cost/price data based upon actual customer demand (extended cost = standard cost * annual demand).nReference routers if necessary but ensure they are verified and not assumed to be accurate.nGroup similar prod
69、ucts together and choose the product group to value stream map based on 80/20 for extended cost “Biggest bang for the buck”.Extended Cost$40k$50k$30k$10k$10k$5k$15kValue stream mapping - V1page 30Step 3: Product/Process Families Should Flow From the MatrixuAnother way to look at the Product/Process
70、Matrix is through a Pareto Chart:Extended Cost ParetoProductBProductAProductCProductGProductDProductEProductF$0k$60k$30k$45k$15k0%100%50%75%25%Extended Cost% Total Cumulative Extended CostChoose products A,B,&C if cost reduction is criticalValue stream mapping - V1page 31Value Stream Mapping StepsSt
71、ep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processin
72、g and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 32Step 4: Draw the Process Flow Tips:uBegin at the end of the process (shipping) and work upstreamuDetermine where material and information is used along the processuMap the entire process as a team to understand the e
73、ntire flowuDraw maps by hand to get it done quickly, and make it easy to changeLessons Learned:uGet alignment on start and end of value stream before beginning mapuBe mindful of processes that are in parallel vs. seriesuCapture all rework loops and inspection stations on the mapuLimit the value stre
74、am to just one product familyValue stream mapping - V1page 33Step 4: Sample Symbols for Process FlowTips:uDraw the flow (at the level chosen) from customer back to supplieruInclude all major steps, including inventory stocking points and inspection stationsuYou should also add “high level” material
75、and schedule needs, if anyuSymbols Used:MachiningProcess BoxIInventoryOperatorInspection PointGeneric Process FlowCustomers/SuppliersMaterial To CustomerTruck ShipmentValue stream mapping - V1page 34Step 4: Draw the Process FlowAssy 1Assy 1Assy 1TestMachine 2Assy 2Insert PinAssem. PistonsAssem. Cove
76、rsIIIIIValue stream mapping - V1page 35SupplierRaw MaterialsMRP transactionReceivingInspectionReceivingUnpackBottlesUnpackBottleWasherWasherFill & CapFillHeat ShrinkSealerLabels onBottlesLabelerPackProductDrop PackLabels on PackageLabelTag & CratePalletShrink Wrap& LoadShipDistributionCenterCustomer
77、888 Cases/Day37 Cases/HrBottle Kits16 daysIWarehouseIIIIStep 4: Example Process Flow MapLiquid Pharmaceutical ExampleValue stream mapping - V1page 36Exercise:Step 4: Draw the Process FlowuB&D Industries ExercisenDraw the Process Flow for B&D Industries use flip charts, post-it notes, and markers to
78、make it visualTime = minutesValue stream mapping - V1page 37Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6
79、: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 38Step 5: Draw the Material FlowuShow the movement of all material used in the Value Stream.nGroup material with the same flow.nMa
80、p all sub-processes, including general types of material above process blocksnInclude any incoming inspection, and material testing operations.nUse “push” vs “pull” to distinguish movement trigger (change generic material flow identified in Step 4 to either “push” or “pull” flow)nSample Symbols:Push
81、 MaterialFlow ArrowWithdrawalKanbanProductionKanbanSupermarketPull Material Flow ArrowValue stream mapping - V1page 39SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Receiving/WarehouseCustomerStep 5: Draw the Material FlowIIIIIII2/Day1/Weekx= X-Purc Partsy= Raw Castingx=X-Raw CastingC-Dai
82、ly schedulex=X-Machine 1 materialC-Daily schedulex=X-Machined part, bolts, nuts, washer, C-Daily schedulex=X-Assy 1, O-ring, bearing, snap ring, C-Daily schedulex=X-Assy 2, X-PackagingC-Daily scheduley=machined party=machined party=assy 1y=assy 2y=shipped orderGeneric ExampleValue stream mapping - V
83、1page 40SupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/D
84、ay37 Cases/Hr11111Kit NeckRingsIBottle Kits16 daysIWarehouseIPowder III1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottl
85、e CapCapKitting1RingSub-contractorIIIIIIIIBottle Kits16 daysIIILiquid Pharmaceutical ExampleStep 5: Material FlowValue stream mapping - V1page 41Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to
86、 Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 42Step 6: Draw the Information Flow uMap the
87、information flow from purchase order receipt to order release (customer orders, production orders, purchase orders).nDocument the production orders associated with the parts through the system.nDocument the scheduling system and document tracking of the parts as they move through the system.nDocumen
88、t how the system communicates with the customer and supplier.nDocument how information is gathered/distributed, i.e., electronic, manual, “go see”, etc.nSample Symbols:Type, Frequency and MethodElectronic InformationManualInformationType, Frequency and MethodValue stream mapping - V1page 43SUPPLIERD
89、istributionAssembly 2Assembly 1Machine 1Machine 2Receiving/WarehouseCustomerStep 6: Draw the Information FlowIIIIIMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRPIIWork Orders, Daily Release, Paperx=
90、 X-Purc Partsy= Raw Castingx=X-Raw CastingC-Daily schedulex=X-Machine 1d materialC-Daily schedulex=X-Machined part, bolts, nuts, washer, C-Daily schedulex=X-Assy 1, O-ring, bearing, snap ring, C-Daily schedulex=X-Assy 2, X-PackagingC-Daily scheduley=machined party=machined party=assy 1y=assy 2y=ship
91、ped orderValue stream mapping - V1page 44Liquid Pharmaceutical ExampleSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletiz
92、er1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRings2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSyst
93、em1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle
94、 Kits16 daysIIIStep 6: Draw the Information FlowValue stream mapping - V1page 45Exercise:Steps 5 and 6 Draw the Material and Information FlowuB&D Industries ExercisenDraw the Material and Information Flows on your B&D Industries VSMTime = minutesValue stream mapping - V1page 46Value Stream Mapping S
95、tepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Pro
96、cessing and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 47Step 7: Collect Process DatauWhat Data Is Collected and How Should It Look?Customer DataMaterial FlowProcess DataFrequencyTimeDistanceCostAssemblyTakt RateModule SizeVariationCustomerNumber of Pieces OR TimeI#
97、of Operators, # of shifts, # of hrs/shiftFrequencyInventoryShip to CustomerProcessing TimeLead Time (average)Changeover TimeDefectsValue stream mapping - V1page 48Step 7: Process Data CollectionuCollect applicable process data, for examplen# Operators and ShiftsnProcessing Time (P/T)nSet-Up or Chang
98、eover (SU or C/O) TimenUptime or Downtime (equipment)nBatch SizenScrap Rate (or Yield)nEfficiency (labor)uCollect standard inventory datanWIP (pieces or time)uNote additional process datanAvailable Production Time (shift length)nCost per unitnEtc.Sample Data Box1400 pcsI4/shift, 2x9hr shiftsProcess
99、Step DSU Time = 7 MinUptime = 86%Batch Size = 50 pcsP/T = 18 Sec/pcYield = 98% Eff = 60% Value stream mapping - V1page 49Step 7: Process Data CollectionTips:uRemember to subtract breaks, scheduled meetings, and cleanup times from scheduled hours to get to available working (production) time per shif
100、t at the process.uUse the same time unit for processing times, lead times, and available production times if possible.uAvoid the use of decimal minutes (convert to seconds, theyre easier to use).uUnderstand the difference between processing time, lead time, and takt rate.uIt is generally advantageou
101、s to brainstorm and identify data targets and sources with the team before going to gather the data.uUnderstand what to look for in calculating batch size. An example would be a molding operation that changes over every day. Your batch size would be one days worth of parts.Value stream mapping - V1p
102、age 50Step 7: Process Data CollectionuTakt Rate = Customer Demand/Available Production HoursnExample: 20000 pcs per mo/300 hrs per mo = 67 pcs/hruAvailable Production Hours: Total shift hours less scheduled “down” hours (breaks, lunches, scheduled preventive maintenance, etc.)uProcessing Time = time
103、 to process one part/productuProcess Lead Time (PLT): Actual time for a product to traverse the process sum of the wait time plus cycling times at each step along the critical path. Average time from “raw material” to “finished good” can be approximated by PLT = WIP/Exit RateuQuoted Lead Time (QLT)
104、= quoted lead time to the customeruSetup (Changeover) Time (SU or C/O) = elapsed time from good part to good part when incurring a setup (switching part numbers)uUptime = 1-Downtime %Value stream mapping - V1page 5120,000 pcs/moModule=100SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Rece
105、iving/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100 pcs200 pcsStep 7: Process Data CollectionIIIIIMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper10
106、0 pcs1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1d materialC-Daily scheduleC/O = 60 Mi
107、nUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptim
108、e 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shipped orderValue stream mapping - V1page 52Liquid Pharmaceutical ExampleSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labe
109、ls onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsC/T 5 minutesC/O N/AOEE N/AAvailable Time 27,600 secondsProcess time 5 minutesC/T 15 minutesC/O N/AOEE XX %Available Time 27
110、,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 0.2 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 0.2 minutesC/T 12 secondsC/O N/AOEE 99 %Available Time 27,600 secondsProcess time 12 secondsC/T 35 minutesC/O 10
111、 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %Available Time 27,600 secondsProcess time 90 minutesC/T 45 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 35 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProc
112、ess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secondsC/T 35 secondsC/O 30 minutesOEE 92 %Available Time 27,600 secondsProcess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 88 %Available Time 27,600 secondsProcess time 2 minutesC/T 10 secondsC/
113、O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 10 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 1.5 hoursOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27
114、,600 secondsProcess time 10 secondsC/T 30 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 40 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 40 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 20 minutesC
115、/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 180 minutesC/T 75 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 75 minutesC/T 7 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProces
116、s time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 secondsC/O 15 minOEE 99 %Available Time 27,600 secondsProcess time 2 secondsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutes2 weeksIFDA CheckBottle Kits16 days
117、IWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabIns
118、pectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIIIStep 7: Process Data CollectionValue stream mapping - V1page 53Exercise:Steps 7: Process Data CollectionuB&D Indu
119、stries ExercisenCollect Supplier, Process, and Customer data and add it to data boxes on your B&D Industries VSMTime = minutesValue stream mapping - V1page 54Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Proc
120、ess Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 55Step 8: Add Processing and Lea
121、d Time DatauDraw a timeline under the process boxes and inventory to add process lead time and processing time along the critical path.uIf possible, separate Processing Time into Customer Value Add time versus Business Non-Value Add and Non-Value Add time uSample Process and Value Add Time Data:16 h
122、ours5 min1 day40 hours8 hours16 hoursProcess Lead Time = 80.33 hoursValue Add Time = 9 minTotal Process Time includes CVA, BNVA, and all NVA Time on TopCustomer Value Add Processing Time (CVA Time) on Bottom10 min2 min5 min3 min5 minValue stream mapping - V1page 56Step 8: Value Add (Processing) Time
123、 A Customer PerspectiveCustomer Value Add (CVA) QuestionsuDoes the task add form, feature, or function to the product or service?uDoes the task enable a competitive advantage (reduced price, faster delivery, fewer defects)?uWould the customer be willing to pay extra or prefer us over the competition
124、 if he or she knew we were doing this task?uTypical CVA Activities:nCold/Hot RollnSmeltingnBauxite digestionnAlumina precipitationnStamping/FabricatingnPrintingnAssemblingNon-Value Add (NVA) QuestionsuIf the customer knew we were doing this, would they request that we eliminate the activity so we co
125、uld lower our prices?uDoes the task fit into either of the other two categories?uCan I eliminate or reduce this activity?uTypical NVA Activities:nCountingnHandlingnInspectingnTransporting/MovingnStocking/StoringnAll Rework LoopsnSignoffs (approvals)nDelays (waiting time)Business Non-Value Add (BNVA)
126、 QuestionsnDoes this task reduce owner financial risk? nDoes this task support financial reporting requirements? nWould the process of producing/selling the product break down if this task were removed? nIs this task required by law or regulation?nTypical BNVA Activities:Order Entry/ProcessingPurcha
127、singBauxite disposalPot lining disposalSales/MarketingRegulatory reportingInternal Financial ReportingPoint of use material/tool retrievalValue stream mapping - V1page 57Step 8: Add Processing and Lead Time Data20,000 pcs/moModule=100SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Receivin
128、g/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100 pcs200 pcsIIIIIMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper100 pcs1, 1x8 hr shift1, 1x8 hr shift
129、1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Se
130、cx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=mac
131、hined party=machined party=assy 1y=assy 2y=shipped order20 sec50 sec35 sec40 sec23.7 hours92.1 hours1.6 hoursVA= 145 sec3 hoursPLT = 122.3 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 secValue stream mapping - V1page 58SupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1Unpack
132、BottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsC/T 5 minutesC/O N/AOEE N/AAvailable Time 27,600 secon
133、dsProcess time 5 minutesC/T 15 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 0.2 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 0.2 minutesC/T 12 secondsC/O N/AOEE 99 %Av
134、ailable Time 27,600 secondsProcess time 12 secondsC/T 35 minutesC/O 10 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %Available Time 27,600 secondsProcess time 90 minutesC/T 45 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 35
135、 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secondsC/T 35 secondsC/O 30 minutesOEE 92 %Available Time 27,600 secondsProcess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 8
136、8 %Available Time 27,600 secondsProcess time 2 minutesC/T 10 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 10 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 1.5 hoursOEE 98 %Available Time 27,600 secondsProces
137、s time 30 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 40 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 40 minutesC/T 20 minutesC/O N/AOEE X
138、X %Available Time 27,600 secondsProcess time 20 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 180 minutesC/T 75 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 75 minutes
139、C/T 7 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 secondsC/O 15 minOEE 99 %Available Time 27,600 secondsProcess time 2 secondsC/T 25 minutesC/O 15 minOEE XX %Available Time 27
140、,600 secondsProcess time 25 minutes2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysII5 days20 min16 days16 days5 min5 min10 days20 min180 min75 min7 sec2 sec2 sec25 min2 sec5 daysVA = 320.2 MinPLT = 52 Days20 min10 sec35 sec2 min10 sec10 sec30 sec30 sec60 sec40 minVA = 25.6 MinPLT = 64.1
141、Days43 days5 days30 sec5 min16 daysISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease Solut
142、ionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII5 min2 days15 min20 min12 sec35 min90 min35 min4 hours4 hoursVA = 200.2 minPLT = 3.4 DaysStep 8: Add Pro
143、cessing and Lead Time DataLiquid Pharmaceutical Example3.2 hrsValue stream mapping - V1page 59Exercise:Steps 8: Processing and Lead Time DatauB&D Industries ExercisenSum up and note the processing times (CVA Time) and lead time (CVA, BNVA, and NVA Times) on your B&D Industries VSMTime = minutesValue
144、 stream mapping - V1page 60Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down” Flow ChartStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7:
145、 Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapValue stream mapping - V1page 61Step 9: Verify the Current State MapuPerform Peer Review with non-team members who know the processuReview process both internally and “at its edges” (the interf
146、aces and/or boundaries).uRevisit the line/process to verify current state.uEnsure that all rework loops are captured. 2006 George Group Consulting, L.P.Value stream mapping - V1page 62Mapping Helpful HintsValue stream mapping - V1page 63Process and Value Stream Mapping Helpful HintsuAlways create Va
147、lue Stream Maps with a team. Rarely does one person have all process knowledge.uInterrogate the process by watching in many different conditions. You must watch the process as it happens to see the detail you need.uDont let space be an issue. Consider using flip charts and post-its (as the process s
148、teps) and post on a wall to gather your initial ideas.uIf your map does not have enough space to list all the information, use numbered reference sheets as attachments.uMaintain your Process and Value-Stream Maps with dates and update them as necessary. Use them as a reference. Always maintain a bas
149、eline and version control.uKeep four Parking Lot lists to stay focused: (1) Improvement Ideas; (2) Assumptions; (3) Questions; and (4) Additional ObservationsValue stream mapping - V1page 64Process and Value Stream Mapping Helpful Hints (Cont.)uMapping the Current State and Gathering DatanYou MUST w
150、alk the process (experience it) to accurately capture the process.nTalk to the operators and/or office staff to find the hidden factories/offices, then verify.nUse flip-charts vs computers makes the map more visual.nConcentrate on the process, not the tools and symbols.nCreate your own standard symb
151、ols if necessary.nIdentify what is currently used to measure process effectiveness, efficiency and customer satisfaction (take detailed notes!)nDo not use data your team does not verify themselves.Value stream mapping - V1page 65Helpful Hints ExampleUse Paper and Pencil FirstValue stream mapping - V
152、1page 66Effective Process and Value Stream MapsuInitially, they serve to clarify the problem and possible causes.nGain agreement on current operations:lWho are the current customers of the process, and by customer set?lWhat is currently being delivered; what is value added, what is not?nShow relatio
153、nships/interfaces between disparate elements where are the disconnects in production or information flow?nDetermine where the process is most likely to give the most pertinent information.lWhat do we need to know?lWhere are we going to get it?Value stream mapping - V1page 67Effective Process and Val
154、ue Stream Maps (Cont.)uThen, utilize the map as a template for gathering data and showing data relationships.nUse as a skeleton to display relevant data.uFinally, the maps assist the improvement discussions and implementation planning as well as the actual implementation.nShow results of “what if” e
155、xercises.uAdditionally, the maps can be used on a long term basis to communicate the process performance to the rest of the organization. 2006 George Group Consulting, L.P.Value stream mapping - V1page 68Next Steps: The Future StateVisualizing the Future State of the process helps to identify and pr
156、ioritize improvement opportunitiesValue stream mapping - V1page 69Improving the Current StateuValue Stream Maps, are not only a key tool of the Lean Six Sigma MEASURE Phase, but also the Analyze and Improve phases as well.uAs we move through Analyze and Improve, we will want to improve the current s
157、tate and develop the future state map.1.Review strategic focus of the business2.Identify areas of waste through mapping3.Highlight areas of opportunity4.Apply Lean principles5.Determine Future State6.Break implementation into steps7.Prioritize improvement tool implementation8.Involve the Value Strea
158、m Manager Key StepsValue stream mapping - V1page 70Strategic Goals of the BusinessuWhen improving a value stream, consider the strategic goals of the business to help identify improvement focus areas:nReduce Working CapitallInventory (raw material, work in process, finished goods)lAccounts Receivabl
159、eslCapital outlayslFloor spacenIncrease CapacitynReduce Cost lManufacturing OverheadlDirect LaborlIndirect LaborlSelling, General, and AdministrativenImprove FlexibilitynReduce Lead TimenImprove Quality/YieldnImprove Customer Satisfaction .other?Value stream mapping - V1page 71What wastes can be rem
160、oved to meet the strategic goals of the business?uReview the Seven Sources of Waste1.Transportation (moving material/product from one place to another)2.Inventory (material/product/information waiting to be processed)3.Motion (excess movement and/or poor ergonomics)4.Waiting (delays caused by shorta
161、ges, approvals, downtime) 5.Overproduction (producing more than is needed)6.Overprocessing (adding more value than the customer is paying for)7.Defects/Rework (doing the same job/task more than once)nRemembered using the acronym T.I.M.W.O.O.D.nAnother waste is: People (untapped and/or misused resour
162、ces) uBrainstorm improvement ideas focused on reducing waste to meet the strategic goals of the businessnWithout sacrificing other areas!Future State QuestionsValue stream mapping - V1page 72Future State Questionsu“What process improvements can be applied?”n5S and Standardized OperationsnKanban (Pul
163、l Systems/Supermarket)nSetup (Changeover) ReductionnDowntime Reduction (Preventive Maintenance)nProcess (Line) BalancingnLayout Improvement (Work Cells)nDefect PreventionnVariation ReductionnDesign of ExperimentsnValue Add Time (CVA) ImprovementuCan any of these improvements be done immediately, wit
164、h low risk but high reward?Value stream mapping - V1page 73Future State Questionsu“What is the required Takt Time?”nWhat is actual customer usage versus the customer communicated demand?nWhat is the range and standard deviation (variability), in this demand?u“How will you level the mix?”nIs customer
165、 demand level? nDoes the output of the process match actual demand (mix)?u“Where is the bottleneck and how will you manage it?nDo you have queue management in place and visual control tools in place?nDoes the output of the process match the process capacity (volume)?u“Where can you use continuous fl
166、ow?”nAre work cells possible?nHow can you flow with maximum velocity within each process?nCan you get to one-piece flow (batch size of one)(Cont.) Value stream mapping - V1page 74Future State Questions (Cont.) u“At what single point in the process will you schedule”nChange in component flexibility?n
167、Is this process step in sync with the customer?u“Where will you need to use supermarket pull systems?”nDoes each “customer” pull from its supplier or do we build to order?nDoes final assembly build and ship directly to the customer (retail) or to a distribution center?u“What increment of work will y
168、ou consistently release and take away?”nAre batch/lot sizes analytically calculated (based on process parameters).nIs it possible to use “milk run” logistics for transportation?u“What process improvements will be necessary to make this happen?”Value stream mapping - V1page 75Apply Lean Principles1.S
169、ynchronize Production with Customer Demand(Produce to the Takt time)2.Identify and Get Rid of Non-Value Added Activities3.Develop Continuous Flow (one-piece-flow) Wherever Possible 4.Use “Supermarket” kanban and WIP Caps to Control Production Where Continuous Flow Is Not Possible5.Manage the Time Tr
170、ap6.Level the Production Mix and Volume7.Reduce Changeover Times, Downtime, Defects8. Reduce Batch SizesValue stream mapping - V1page 76The Future State a final noteuDont try to change product designs, technology, or plant locations on 1st iterations of your future state design. These are often sugg
171、ested as improvement possibilities but, in almost all cases, significant improvements can be realized with out going these routes.Value stream mapping - V1page 77Visualizing the Future State20,000 pcs/moModule=100SUPPLIER1/WeekCustomerMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day
172、), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRPDistributionAssembly 2Assembly 1Machine 1Machine 2Receiving/Warehouse2/Day1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/
173、T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy
174、 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shipped order20 sec50 sec35 sec40 sec23.7 hours92.1 hours1.6 hoursP/T
175、= 145 sec3 hoursPLT = 122.3 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 sec200 pcsKanbanKanbanFIFOFIFOKanbanKanbanSet-up ReductionTPM500 pcsMax 100 pcsMax 200 pcsKanbanDaily Order Via paperAnalyticalBatch SizeValue stream mapping - V1page 78Liquid Pharmaceutical Future State VSMSupplierRaw Mate
176、rialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit Ne
177、ckRingsC/T 5 minutesC/O N/AOEE N/AAvailable Time 27,600 secondsProcess time 5 minutesC/T 15 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 0.2 minutesC/O N/AOEE 98 %Available Time 27,600 s
178、econdsProcess time 0.2 minutesC/T 12 secondsC/O N/AOEE 99 %Available Time 27,600 secondsProcess time 12 secondsC/T 35 minutesC/O 10 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %Available Time 27,600 secondsProcess time 90 minutesC/T 45 minut
179、esC/O N/AOEE XX %Available Time 27,600 secondsProcess time 35 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secondsC/T 35 secondsC/O 30 minutesOEE 92 %Available Time 27,600 seco
180、ndsProcess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 98 %Available Time 27,600 secondsProcess time 2 minutesC/T 10 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 10 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 se
181、condsC/O 10 minOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 40 minutesC/O N/AOEE XX %Available Time 27,60
182、0 secondsProcess time 40 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 180 minutesC/T 75 minutesC/O N/AOE
183、E 98 %Available Time 27,600 secondsProcess time 75 minutesC/T 7 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 secondsC/O 15 minOEE 99 %Available Time 27,600 secondsProcess time
184、2 secondsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutesFDA CheckBottle Kits1 dayIWarehouseIPowder 5 daysII5 days20 min4 hours4 hours5 min5 min20 min180 min75 min7 sec2 sec2 sec25 min2 secs2 daysVA = 320.2 MinLT = 8 Days20 min10 sec35 sec2 min10 sec10 sec30 sec30
185、 sec60 sec40 minVA = 25.6 MinLT = 10.1 Days3 day2 days30 sec5 min5 daysISolution BatchRecordOrder SheetProductionPlanningMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1I
186、Vials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorActivatorBatch RecordIIIIIIIBottle Kits4 hoursIII5 min2 days15 min20 min12 sec35 min90 min35 min4 hours4 hoursVA = 200.2 minLT = 2 DaysVisualManagementReplenishmentPull SystemSetupReductionTPMGenericPull Sys
187、tem5SReplenishmentPull SystemValue stream mapping - V1page 79Schneider Electric VSM Example 2006 George Group Consulting, L.P.Value stream mapping - V1page 80Advanced VSM Topics Going DeeperValue stream mapping - V1page 81Going DeeperuSometimes the xs, the factors driving the outputs (Ys), can be id
188、entified directly during the high level VSM exerciseuStart at a high level, investigating at a more and more detailed level, and stop where you can feel/see the pain or major areas of opportunity.uFiner levels of detail can be investigated by:ninvestigating little xs and ysnusing Process mapsnusing
189、SwimlanesuThe output of these tools can be categorized into themes and the themes presented on the high level VSM as opportunity bursts 2006 George Group Consulting, L.P.Value stream mapping - V1page 82Little xs and ysValue stream mapping - V1page 83Poka Yoke assembly processes Little xs and ysuWhen
190、 to use it: nWhen the major wastes are being driven by factors that are internal to the process blocks and are not evident at the value stream map levelnExample: lVSM level: operator efficiency is 55% and operators are generally observed to be making adjustmentsuWaste is observable at a higher level
191、 but major root causes are not evidentlDrilling down to an xs & ys level: u(Excess) processing time in workstation 2 (the y) is driven by difficulty in a set screw adjustment (the x)u(Excess) processing time in workstation 3 is driven by difficulty in assembling an O-ring. lThe VSM burst becomes:lA
192、list of the actions that are necessary to realize the future state are recordedlThe FS VSM times are adjusted by the improvementValue stream mapping - V1page 84How do little ys relate to big Ys? What if they dont?Step 4: List Output Variables (little ys) for Each Activity (Step) in the Process Flowy
193、: Screw position adj.y: Flush w/ surfacey: Gasket in Placey: Ring in Groovey: Greased o-ringAssy 1Assy 1Assy 1TestMachine 2Assy 2Insert PinAssem. PistonsAssem. CoversIIIIIValue stream mapping - V1page 85How do the xs relate to big Ys and small ys? Step 4: List Input Variables (xs) for Each Activity
194、(Step) in the Process Flowys: Screw position adj.,Greased O-ringy: Flush w/ surfaceys: Gasket in Place,Ring in Groovexs:Assy Technique,Amount of Grease,Material xs: Assy TechniqueSnap RingInsertionMaterialxs: Press Force,MaterialAssy 1Assy 1Assy 1TestMachine 2Assy 2Insert PinAssem. PistonsAssem. Cov
195、ersIIIIIValue stream mapping - V1page 86X Critical N NoiseS SOPC Controllable Step 4: Characterize the Inputs as Either Noise, SOP, Controllable or Critical InputsNoiseSOPControllableCriticaluNoise Inputs (N): Input variables (Xs) that impact the output variables (Ys) but are difficult, impossible o
196、r we choose not to control. Example: Environmental variables such as humidity, temperatureuStandard Operating Procedures (SOP): A standard procedure for running the process.uControllable Inputs (C): Xs that can be changed to see the effect on Ys. Sometimes called “Knob” VariablesuCritical Inputs (X)
197、: Xs that have been statistically shown to have a major impact on the variability of the Ys. ys: Screw position adj.,Greased O-ringy: Flush w/ surfaceys: Gasket in Place,Ring in Groovexs:S-Assy Technique,C-Amount of Grease,C-Material xs:S-Assy Technique,C-Snap Ring,C-Insertion,C-Material,xs: X-Press
198、 Force,C-MaterialAssy 1Assy 1Assy 1TestMachine 2Assy 2Insert PinAssem. PistonsAssem. CoversIIIIIValue stream mapping - V1page 87Step 4: Add the Operating Specs and Process Targets for the Controllable and Critical Inputsys: Screw position adj.,Greased O-ringys: Flush w/ surfaceys: Gasket in Place,Ri
199、ng in Groovexs:S-Assy Technique,C-Amnt of Grease,C-Material xs:S-Assy TechniqueC-Snap RingC-InsertionC-Materialxs: X-Press Force,C-MaterialVariableTargetLSLUSLGrease2 cc1 cc3 ccWidth of Material200 mms195 mms205 mmsVariableTargetLSLUSLInt Dia Snap Ring205 mm205 mm210 mmTorque10 in-lbs8 in-lbs12 in-l
200、bsThicknessSnap Ring3.0 mm3.1mm2.9mmVariableTargetLSLUSLPress Force10 lbs8 lbs12 lbsLength of Material20 mms19.5 mms20.5 mmsAssy 1Assy 1Assy 1TestMachine 2Assy 2Insert PinAssem. PistonsAssem. CoversIIIIIValue stream mapping - V1page 88SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Receivi
201、ng/WarehouseCustomerStep 4: Example Process Flow MapIIIIx=X-Raw CastingC-Daily schedulex=X-Machine 1d materialC-Daily schedulex=X-Machined part, bolts, nuts, washer, C-Daily schedulex=X-Assy 1, O-ring, bearing, snap ring, C-Daily schedulex=X-Assy 2, X-PackagingC-Daily scheduley=machined party=machin
202、ed party=assy 1y=assy 2y=shipped orderx= X-Purc Partsy= Raw CastingGeneric Example 2006 George Group Consulting, L.P.Value stream mapping - V1page 89Process MapsValue stream mapping - V1page 90Process MapsuWhen to use it: nWhen major causes of waste are not apparent at the VSM level nThe facilitator
203、 would like to:linvolve process owners/operators in the waste identification exercise - process maps are usually quite intuitive to their owners/operatorslemploy a rigorous methodology to examine the process in detailnThe scope of the process to be investigated is limited e.g. one or two process box
204、es of a lengthy VSM (the bottleneck and/or a high waste process) or a very simple VSM (e.g. a VSM with 3 process steps).Value stream mapping - V1page 91Process Flow MapsOverviewnThe process is analyzed from start to finish. Each step in the process (whether VA or NVA) is identified on a post-it and
205、then placed sequentially.nThe completed process map shows all processing, transportation, waiting and inspection and includes any rework loopsnThe future state is identified by removing NVA activities and recording the action required to eliminate (or reduce) the wasteStandard symbols for process fl
206、ow mappingControlOperationNVA ControlNVA OperationMovingWaitingValue stream mapping - V1page 92Process Flow Map 2006 George Group Consulting, L.P.Value stream mapping - V1page 93Swimlane MapsValue stream mapping - V1page 94Process MapsuWhen to use it: nTo represent a process where flows revisit the
207、same process several times.lFlows on VSMs tend to enter and exit each process once. It may be necessary to use a swimlane as the current state VSM, simplify the flows/value stream and then construct a future state VSMnThe type of flow that requires a swimlane is quite common in functional structures
208、 and transactional flowsValue stream mapping - V1page 95“Swim Lane” exampleStartStopCustomer*EngineeringToolingProductionField Service* Top lane is always the designated customer.Note: Process flow map symbols and methodology can be incorporated into the swim lane mappingValue stream mapping - V1pag
209、e 96TakeawaysuProcess and Value Stream Maps are valuable for describing the current situation and establishing requirements.uProcess and Value Stream Maps are the single MOST important deliverable for the Measure Phase.uIt is important to match the tool used (the type of Map) to the needs there may even be multiple Maps used in one Project.uImportant to show both the flow of product/service as well as the flow of the data and information necessary for success.
