《Value Stream Mapping and VSIP and A3 -Staff》由会员分享，可在线阅读，更多相关《Value Stream Mapping and VSIP and A3 -Staff（49页珍藏版）》请在金锄头文库上搜索。
1、3M China Lean OperationLean Value Stream Mapping/VSIP/A3Feb.2009 3M 2009. All Rights Reserved.3M China Lean Operation2How to look for or identify wastes or problems?Go to workshop and observe?7 wastes assessment form?But.Look small inventory, But Really?AVG customer demand:0.5 pallet/dayInventory ca
2、n cover:6/0.5=12daysLook big inventory, But Really?AVG customer demand:50 pallets/dayInventory can cover:50/40=1.3 daysSo we still need another effective method to indentify the wastes or problems in the workshop? 3M 2009. All Rights Reserved.3M China Lean Operation3Learning OutlinesWhat is Value St
3、ream Mapping (VSM)?Why Value Stream Mapping?How to Create Current VSM?What Does the Current State VSM Tell Us?How to Create a Future State MapVSIP IntroductionWhats A3 Format 3M 2009. All Rights Reserved.3M China Lean Operation4Value Stream MappingPools the remaining waste Into recognizable lumpstha
4、t feeds project hoppers full of improvement projects!VSM is the “strainer” that separateswaste from value added and. 3M 2009. All Rights Reserved.3M China Lean Operation5CustomerDemandFrequencyMOQProcess Step 4IQuantity1x DailySupplier2x DailyIQuantityIQuantityIQuantityProduction ControlMRPForecast
5、& OrdersForecast& OrdersProduction SchedulesShip ScheduleProcess Step 1C/T = 5 secC/O = 45 minRuntime = 85%Waste = 5%2 ShiftsProcess Step 2C/T = 20 secC/O = 1 minRuntime = 95%Waste = 10%2 ShiftsProcess Step 3C/T = 35 secC/O = 5 minRuntime = 95%Waste = 2%2 ShiftssecondsLT = daysPT = secondsdayssecond
6、ssecondsdaysdaysdaysValue Stream MappingSummary: Value Stream Mapping (VSM) is a fundamental technique of Lean, defined as: The process of directly observing the flow of material and information, detailing the relationship between them visually, and envisioning a future state with much improved perf
7、ormanceSteps:1.Create the Current State VSM 2.Identify Waste in the Value Stream3.Create the Future State VSM4.Identify gaps between Current and Future State VSMsOutput: 1) Visual representation of process flow, information flow, material flow 2) Calculation of Lead Time, PCE, Takt Time 3) Identifie
8、d opportunities for improvement in Value Stream 3M 2009. All Rights Reserved.3M China Lean Operation6Value Stream Map vs. Process MapThey are not the same thing!A Value Stream Map encompasses the entire product family, from receiving of raw material to customer delivery. A Process Map is a detailed
9、breakdown of a single process within a Value Stream Map. 3M 2009. All Rights Reserved.3M China Lean Operation7MAP “Door-to-Door”ExtendedValue StreamStart HereAcross CompaniesMultiple LocationsSingle LocationProcess Level 3M 2009. All Rights Reserved.3M China Lean Operation8Value stream mapping helps
10、 to:Visualize entire product flow, not just a single processSee waste in the value stream; quickly see improvement opportunitiesProvide a universal language and common understandingSee how to improve process flow quicklyLink flow of material and informationWaste is not the problem, it is a symptomWh
11、y Value Stream Mapping? 3M 2009. All Rights Reserved.3M China Lean Operation9How to create current VSM? 3M 2009. All Rights Reserved.3M China Lean Operation10Current State Value Stream Mapping TipsAlways collect information about the actual pathways and flow of material and information through perso
12、nal, direct observation of the processBegin with a quick walkthrough of the processBegin at the end of the process and work upstreamImportant to begin with the process steps most directly tied to the customerUse a stopwatch to obtain cycle time information, do not rely upon standard timesMap the who
13、le value stream yourselfDifferent people mapping different segments risks no one understanding the wholeAlways draw by hand in pencil to allow for flexibilityA computer can be used after the written version is finalized 3M 2009. All Rights Reserved.3M China Lean Operation11Value Stream Mapping Curre
14、nt StateStep 1: Determine Value Stream to MapStep 2: Determine Customer RequirementsStep 3: Determine Key Process StepsStep 4: Gather Critical Process Data for each Process StepStep 5: Determine Inventory between each Process StepStep 6: Determine Shipment Frequency from Supplier and to CustomersSte
15、p 7: Draw Information Flow between parties / groupsStep 8: Calculate Metrics Lead Time & Process Time & TaktStep 9: Add date and author information to the map. 3M 2009. All Rights Reserved.3M China Lean Operation12Value Stream Map of ProcessCustomerDemandFrequencyMOQIQuantity1x DailySupplier2x Daily
16、IQuantityIQuantityIQuantitySchedulingForecast & OrdersForecast& OrdersWork SchedulessecondsLT = daysPT = secondsdayssecondssecondsdaysdaysdays7VSM - Current State Step Review326815Author/TeamDate9C/T = 5 secC/O = 45 minRuntime = 85%Waste = 5%2 ShiftsC/T = 20 secC/O = 1 minRuntime = 95%Waste = 10%2 S
17、hiftsProcess Step 4Process Step 1Process Step 2Process Step 3C/T = 35 secC/O = 5 minRuntime = 95%Waste = 2%2 ShiftsC/T = 35 secC/O = 5 minRuntime = 95%Waste = 2%2 Shiftsseconds4VSM Select rule:GenericHuge quantitySuffer many issuesNew product need to launch1)AVG demand per month2)History or forecast
18、? Usually select history demand3) Divide to different specIf no WIP between the two process, then conjoint two process is a continuous flow and can be combined together Youd better select those items of data box which can help you to look for and expose the problems 1) Dont forget or ignore the data
19、 you see in the workshop 2)You can get the systems data from the PC of your department 3) Systems data:BO/CN400PCE =PT/LT Non-lean 3M value streams 1%Recent 3M value stream = 3 5%World class 30% 3M 2009. All Rights Reserved.3M China Lean Operation13VSM - Current State Some Example 3M 2009. All Right
20、s Reserved.3M China Lean Operation14Material, Information, & People FlowKey Metrics for Value StreamOpportunities for ImprovementVisual depiction of projects over entire Value StreamLets find the waste!What Does the Current State VSM Tell Us? 3M 2009. All Rights Reserved.3M China Lean Operation15How
21、 to create a future state map? 3M 2009. All Rights Reserved.3M China Lean Operation16Future State Value Stream MappingDefinition: A map of a Future State Value Stream that shows Lean improvements and that can be achieved in a relatively short period of time (90-120 days).Steps:1.Determine takt time
22、to set process rhythm2.Decide if it is possible to build directly to shipping3.Locate opportunities for continuous flow processing4.Determine structure and location of supermarket pull systems5.Determine which process step will be the Pacemaker step6.Structure scheduling to level load and mix at the
23、 Pacemaker7.Determine process improvement that promoteflow and pull 3M 2009. All Rights Reserved.3M China Lean Operation171.DeterminetheTaktTime按你的节拍时间生产Takt time is how often you should produce one part or product to meet customer requirements基于销售速率，为满足客户需要而生产一个零件或产品的时间基于销售速率，为满足客户需要而生产一个零件或产品的时间Ta
24、kt time is used to synchronize the pace of production with the pace of sales节拍时间用于使生产节拍与销售节拍同步节拍时间用于使生产节拍与销售节拍同步The process marches to the beat of Takt time流程按节拍时间运行流程按节拍时间运行Most critical to maintain at Pacemaker Step定拍过程尽可能接近节拍时间定拍过程尽可能接近节拍时间Takt Time =Available Working Time per DayCustomer Demand
25、Rate per DayEx.50,400 sec per day1000 units per day=50 Sec 3M 2009. All Rights Reserved.3M China Lean Operation182.DecideifBuildDirectlytoShipping尽可能将生产出的产品直接运到客户处Entitlement is building directly to shipping, meaning no inventory is held at the end of the processFactors that prevent building directl
26、y to shipping by requiring a finished goods buffer include:High customer demand variability Great variety in the product family such that some products will have very small volumesLong process cycle time such that customer delivery needs cannot be met even with perfect demand information 3M 2009. Al
27、l Rights Reserved.3M China Lean Operation193.LocateOpportunitiesforContinuousFlow在可能的地方发展连续流Need to determine:Which steps can be combined into Continuous Flow “Cells”A configuration of the workforce responsibilities in which each step can meet Takt timeThe Operator-Balance chart is useful to make th
28、ese decisions Steps need to have similar cycle times to easily move to continuous flowLarge changeover times also make continuous flow difficult when multiple products 3M 2009. All Rights Reserved.3M China Lean Operation20Machine RequirementsEffective Cycle Time should be no more than 80% of Takt ti
29、me for any step due to potential issues with downtime and other variabilityIf any step cannot meet Takt time1.Improve operator work time (load, etc)2.Reduce machine (versus operator) work time3.Split into smaller steps4.Use two machines - alternate between them each cycle5.Use two cells - doubles th
30、eir Takt time6.When all else fails, isolate bottleneck using supermarket pull system and operate in batch mode 3M 2009. All Rights Reserved.3M China Lean Operation21Determining Workforce RequirementsDetermine the workforce requirements for the continuous flow stepsDivide sum of cycle times of contin
31、uous steps by Takt timeFor Example:Guidelines for fixing number of operators based on the remainder in the above calculation .5 add operator and eliminate operator after reducing work enough100 sec/57 sec = 1.75 workers 3M 2009. All Rights Reserved.3M China Lean Operation224.DetermineStructureandLoc
32、ationofSupermarketPullSystems在连续流无法向上游扩展处使用超市控制生产Supermarket pull systems are needed to buffer between steps not connected by continuous flowKanbans are used to control the replenishment of material in supermarket buffersPrevent production of large, inventory-inducing batchesPush process closer to c
33、ontinuous flowUnless changeover time is an issue, Kanbans are initially sized to release 20-30 min. worth of work at a time 3M 2009. All Rights Reserved.3M China Lean Operation23When using pull systems, only schedule at one point 将客户订单只发到一个生产过程：定拍过程将客户订单只发到一个生产过程：定拍过程Termed the Pacemaker as it sets
34、the pace for the entire processAll flows downstream of the Pacemaker need to occur in a flow (no supermarkets or pull systems)Therefore Pacemaker is typically chosen as the furthest point upstream at which continuous flow is maintained to the end of the process5.DeterminethePacemakerStep定拍过程 3M 2009
35、. All Rights Reserved.3M China Lean Operation246.LevelLoadandProductionMixatPacemaker在定拍过程按时间均匀分配多品种产品的生产Must Level Load at the PacemakerThis means that each days worth of Kanbans need to be released to the Pacemaker gradually, not in a single batchAccomplished traditionally by slotting the days Kan
36、bans in a Load Leveling Box (Heijunka)Shift 177:257:508:158:409:05Shift 244:254:505:155:406:05StdBracketPremBracketSSSPSS 3M 2009. All Rights Reserved.3M China Lean Operation25CustomerSuppliersecondssecondsLT = daysPT = secondsdaysdaysProduction ControlForecast & OrdersForecast& Orders1x Daily1x Hou
37、rlyDaily Order30daysChangeoverUptimeCycle TimeCycle TimeDemandFrequencyMOQbatchProcess Step 1C/T = 5 secC/O = 45 minRuntime = 85%Waste = 5%2 ShiftsCombined 2 & 3C/T = 20 secC/O = 1 minRuntime = 95%Waste = 10%2 ShiftsProcess Step 4Future State Value Stream MapDMAICProjects 3M 2009. All Rights Reserve
38、d.3M China Lean Operation26Whats value stream improve plan? 3M 2009. All Rights Reserved.3M China Lean Operation27Definition - VSIPThe VSIP is a documented execution planto achieve the Future State defined for aValue Stream. The components of the VSIPinclude:Sequenced prioritized improvement activit
39、ies / projects,Assigned resources (including responsible party, team support,Activity / project duration,Measurable goalsThe VSIP is the tool to manage and communicate execution of Value Stream Improvement. It involves regular frequent short status reviews. 3M 2009. All Rights Reserved.3M China Lean
40、 Operation28Why? (Whats in it for me?)Provides structure to the continuous improvement of Value Streams.Provides a proven method for Value Stream Owners to manage and communicate execution of Value Stream Improvement.Enables sustainable continuous improvement as Value Stream personnel changes. 3M 20
41、09. All Rights Reserved.3M China Lean Operation291Current VSMValue Stream Improvement RoadmapEntitlement Future State VSM 3Current State VSM + Kaizen bursts24Prioritize ProjectsC&E Matrix6Value Stream ImprovementPlan6-month Future State VSM 5 3M 2009. All Rights Reserved.3M China Lean Operation30Sum
42、mary of Business Performance, GapsThis allows the Team to mutually understand the current Business situation prior to developing improvement plan.Review Business Goals, Performance, Gaps:SafetyQualityServiceCostCashDemand change Growth?Review Money Map (Cost Breakdown) 3M 2009. All Rights Reserved.3
43、M China Lean Operation31VSM Key IssuesIndentify the OpportunityWhere does inventory accumulate and whyWhat prevents flow what is required to create flowWhere flow is difficult what is required to create pullWhich operations generate the most quality defects / material wasteWhich operations are criti
44、cal for available production time / where are we concerned about capacity now and in the futureWithin current scheduled time, what are the opportunities to increase available production time (changeover, planned and unplanned downtime reduction, etc.)Which operations are most difficult to set upWher
45、e do we schedule and whyWhich operations require the most labor content 3M 2009. All Rights Reserved.3M China Lean Operation32Prioritization of Improvement Ideas -C&ECreate appropriate weights for each C&E category for which each Kaizen idea will be rated. The categories will include:Material Cost S
46、avings (yield, price)Equipment Availability (for each step separately to weigh appropriately)Productivity (labor cost, throughput)Lead Time Reduction (service, cash/inventory)Time to Accomplish (similar to a counterbalance)Categories should be weighted to ensure alignment of improvement plan with Bu
47、siness goals, concerns, issues. Define 0 1 3 9 impact levelsComplete C&E and sort. 3M 2009. All Rights Reserved.3M China Lean Operation33Value Stream Improvement PlanEnsure maximum improvement by prioritizing & defining projects, & creating a detailed execution plan by Value Stream Loop.Update C&E w
48、ith additional “Value Stream Loop” column to the left of the Kaizen idea column. List the Value Stream Loop that corresponds to each Kaizen idea.Value Stream Loops should be represented sequentially (in separate sections) within the VSIP.Ensure prioritized Kaizen idea is stated and listed in the VSI
49、P as a measurable goal in the appropriate V.S. Loop section.Ensure that each measurable goal is associated with a Value Stream Objective to the left. The Value Stream Objective is typically a higher level business goal. Examples include:Reduce Material CostImprove ProductivityImprove Cash / Service
50、/ Lead TimeFor each measurable goal Identify and list sequentially the Summary Action Steps required to accomplish the measurable goal. 3M 2009. All Rights Reserved.3M China Lean Operation34Value Stream Improvement PlanThe Value Stream Owner should work with other plant leaders as needed to arrange
51、an execution schedule as follows:Assign resources for each Action Step. Document in VSIP.Estimate duration for each Action Step. Document in VSIP. 3M 2009. All Rights Reserved.3M China Lean Operation35VSIP-Tracking FormSee VSIP Kaizen Event Template (Excel file) for more information 3M 2009. All Rig
52、hts Reserved.3M China Lean Operation36VSIP - ExecutionThe Value Stream Owner is accountable for driving execution.Establish at minimum biweekly review schedule for each loop. Ensure key responsible personnel attend and provide updates at reviews. 3M 2009. All Rights Reserved.3M China Lean Operation3
53、7Frequently Asked QuestionsHow do you link the VSIP to the business plan?The Kaizen improvement ideas and prioritization of activities / projects are based on Business goals.How does the VSIP and 3M Manufacturing Model Gap Assessment align?The activities / projects in the VSIP should close the gaps
54、identified by use of the Gap Assessment tool, prioritized by Business goals. 3M 2009. All Rights Reserved.3M China Lean Operation38Implementation HintsEnsure that Current State VSM is sufficiently populated with accurate process, inventory, scheduling, and money map data.Ensure that all cross-functi
55、onal roles are represented on team.Ensure that high-level and plant-level business goals are reviewed and mutually understood by all participants.Ensure that once VSIP is established, that the review process is driven by the Value Stream Owner. 3M 2009. All Rights Reserved.3M China Lean Operation39L
56、ean Project ManagementProjectsValue Stream MapProjectHopperGreen BeltContinuous ImprovementBlack BeltJust Do ItControl PlanDesign for Six Sigma ToolsDMAIC ToolsLean Improve ToolsProject Toolkit 3M 2009. All Rights Reserved.3M China Lean Operation40Whats A3 format?A3 Print?What is it?Where does it fi
57、t?How do I use it?How do I develop it? 3M 2009. All Rights Reserved.3M China Lean Operation41What is an A3?An A3 is a type of Visual Control that effectively communicates:Who you areWhat you doHow you are measuredWhere gaps exist in performanceWhat youre doing to improveOn one sheet of A3 paperHow t
58、hese align and are supportive of your True North or Business Deliverable strategies 3M 2009. All Rights Reserved.3M China Lean Operation42What is an A3?Metric equivalent of 11 X 17 paper 297mm X 593mmLandscape Reads from left top to bottom, then right top to bottom.Utilizes graphs, charts, pictures
59、Format can be adjusted for the type of story being told quick hit problem solving versus company strategyCan subdivide key elements to create PowerPoint presentation 3M 2009. All Rights Reserved.3M China Lean Operation43Where does an A3 fit in with Lean?What is the status of project X?Where is the f
60、ocus of our improvement efforts aimed?How do we ensure that our improvement efforts are aligned to business results?We dont all start at the same point in this race!A3s are part of the Visual System!They easily showWhat should beWhat actually isDeviations from expectedImprovement opportunitiesPresen
61、ting the necessary informationTo everyone who needs itIn the clearest possible way 3M 2009. All Rights Reserved.3M China Lean Operation44Benefits to A3Lean Communications Complete summary of project plan on one piece of paper.Drives more succinct communications of problem, action to be taken and sta
62、tus Saves time!Management and associates view problems in the same manner common problem solving communications language.Visual management can be “glass walled” to provide everyone, associates, management, visitors with a quick overview of sites status on process improvement.Creates discipline aroun
63、d problem solvingSimple and consistent manner to achieve and document root cause analysis. Forces problem solvers to understand issue and communication actions effectively. Great for strategic overview, as well as, quick hit kaizen projects.Easy to do and follow! 3M 2009. All Rights Reserved.3M Chin
64、a Lean Operation45How do I create an A3?Strategy and objectives definedTrue NorthBusiness DeliverablesWhat MUST we win with?Current State Value Stream MapFuture State Value Stream MapHow can we minimize total c/t, Op Cost, Inventory?How do we set up the most simple, direct flow?Identify Gaps between
65、 CS/FSRationalize/prioritize opportunities Maximize efforts for best improvementsDocument 3M 2009. All Rights Reserved.3M China Lean Operation46XQ IATD Product A3 Value Stream Improvement PlanTO: Jul. 2008FROM: Nov. 2007Date: Nov. 14, 2008 Plan: THEME: Improve Customer Service, WIP level and Product
66、ivity for 55230H&55256 product value stream in IATD-XQ plant.Goal: 1.Service Improvement: Increase Line OTIF from 92 to 95%Increase Stock Availability (total) from 94 to 95% Increase Line Fill Rate (Misc. total) 94 to 95%2.Metric: Reduce production cycle time from 7.4 days to A daysReduce WIP from 1
67、6 days to B daysIncrease inventory turns from 5.8 to CAs Is Proposal123456Communicateour VisionCurrent StatusEntitlement StatusTell the story ofour improvement efforts andaccountability 3M 2009. All Rights Reserved.3M China Lean Operation47How do I use an A3?A3s are used to:Communicate our VisionTel
68、l the story of “What it will take to get there”Tell the story of our improvement effortsProvide clear communication of progressProvide accountability 3M 2009. All Rights Reserved.3M China Lean Operation48SummaryExplain value of Value Stream Map (VSM) and when to use it for HopperingExplain how VSM r
69、elates to other mapping tools such as cross-functional mapExplain example transactional and operational VSMCreate a Current State VSMIdentify Kaizen bursts on a Current State VSMExplain the process to create a Future State MapWhats VSIP and A3? 3M 2009. All Rights Reserved.3M China Lean Operation49C
70、onclusionLean is about the continuous elimination of wasteShortening Lead TimeIncreasing Process Cycle EfficiencyLean follows the DMAIC process and fits within the framework of 3M Six SigmaValue Stream Mapping is the core tool of LeanCurrent State Map defines current processFuture State Map defines goal for process 3M 2009. All Rights Reserved.
