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1、Value Stream Mapping精益生产DefineDefineAgendauMondaynKick-OffnIntroductionsnCurrent State Steps 1-4uTuesdaynCurrent State Steps 5-7uWednesdaynCurrent State Steps 8-9nIdentify and Prioritize Improvement OpportunitiesnCreate Future StateuThursdaynPrepare for PresentationnPresentation2Value Stream Mapping
2、DefineDefineDefineDefineDefineDefineDefineDefineValue Stream Mapping Process StepsuIdentify Current StatenStep 1: SIPOC ChartnStep 2: Top Down Flow ChartnStep 3: Determine Product FamilynStep 4: Draw Process FlownStep 5: Draw Material FlownStep 6: Draw Information FlownStep 7: Process Data Collectio
3、nnStep 8: Add Process and Lead Time datanStep 9: Verify Current State MapuIdentify and Prioritize Improvement OpportunitiesuDetermine Future StateuImplement Improvements to Achieve Future State6Value Stream MappingDefineDefineValue Stream ManageruAssign Value Stream ManagernOne person to manage the
4、mapping of the total flownHas the capability to make changes across departmental boundariesnLeads the creation and prioritization of the implementation plan for getting from present state to future statenMonitors implementation and updates implementation plannDriver for results 7Value Stream Mapping
5、DefineDefineCurrent State VSM8ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/
6、60/30 DayDaily OrderDaily Release2/Day1/WeekCustomerC/T = 30 SecC/O = 30 MinUptime 75%Batch Size 100C/T = 45 SecC/O = 60 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Batch Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs30 sec60 sec45 sec50 sec15
7、hours83 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 104 hours 3 min8Value Stream MappingDefineDefineFuture State VSM9ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Orde
8、r2/DayDailyCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 10 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Module Size100C/T = 50 SecC/O = 10 MinUptime 95%Module Size 100200 pcs500 pcsMax 100 pcsMax 200 pcs30 sec60 sec45 sec50 sec2.5 hours 10 hours2 hoursProc
9、essing time = 185 seconds4 hoursProduction lead time = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFOFIFOMatMat1) Set-up reduction2) Pull Systems3) TPM9Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefine Value Stream MappingSIPOCTop-Down MapValue
10、-Stream MappingDefineDefineProcess Mapping HierarchyOUTPUTPROCESSCUSTOMERSUPPLIERINPUTSIPOC chartTop Down Process FlowVSMCompanyMult. PlantsSingle PlantRouter StepsProcess StepsI22I48450 Per Day400 Min Avail1 ShiftC/T 7 Min180 Per Day1200 Min Avail3 ShiftC/T 3 MinStep 22Step 31Step 14300 Per Day400
11、Min Avail1 ShiftC/T 12 Min11Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 1Supplier Input Process Output Customer(SIPOC) MapDefineDefineStep1:High-Level SIPOC ChartuSupplier Input Process Output Chart (SIPOC)nCustomers: Companies X, Y, & ZnOutputs: Cost
12、, 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 customers of that output so that the Voice of the Customer can be captured13Value Stream MappingDefineDefineOU
13、TPUTPROCESSCUSTOMERRequirements,SpecificationsandInformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step1:The SIPOC ChartuTranslate Customer requirements into output specifications and identify related Key Process Output Variables (KPOVs)uGo Upsteam to the Process Step
14、s(s) which most impact the OUTPUT and determine the Key Process Input Variables (KPIVs) uTry to use Leading Measure(s) (instead of Lagging Measures if lagging, then Close/Reduce amount of Lagging)14Value Stream MappingDefineDefineStep1: SIPOC Business RequirementsuNot only should the SIPOC chart cap
15、ture customer requirements, but also the key Business Requirements as well.OUTPUTPROCESSCUSTOMERSUPPLIERINPUTCustomer RequirementsQualityOn-time DeliveryCostBusinessRequirementsReduced InventoryIncreased Throughput15Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDe
16、fineStep 1SIPOC ChartB&D Industries ExerciseMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 2Top Down Process FlowDefineDefineStep2: Top-Down Process Flow PurposeuThe purpose of the Top-Down Process Flow is to determine the correct level to Value Stream Map.nIt is critical t
17、o our business to focus our improvement resources on the areas that are going to have the greatest return.nWe do not want to create Value Stream Maps for the sake of creating pretty pictures.18Value Stream MappingDefineDefineT h e P r o c e s sThe Sub-ProcessThe Micro-ProcessStep2: Generic Top-Down
18、Process Flow19Value Stream MappingDefineDefineDistributionDistributionPumpPumpMotorMotorFoundryFoundryExample:Step2: Top-Down Process Flow MapStartStartStopStopD-1D-1D-2D-2D-3D-3D-4D-4D-5D-5D-4aD-4aD-4bD-4bD-4cD-4cD-4dD-4dD-4eD-4e20Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImprov
19、eImproveDefineDefineStep 3Determine Product Family to MapDefineDefineStep3: Determine Product Family to MapuChoose the product family that has the greatest impact on the Customer Outputs, and the Business Requirements.nChoose a product family with common flow.nChoose a product family with high volum
20、e.nChoose a product family based on customer industry, or other product segmentation.uIf a product family is not readily apparent (such as in a job shop environment), use a process/product matrix to identify a product family.22Value Stream MappingDefineDefineStep3: Process/Product MatrixuProducts an
21、d Process MatrixnCreate a matrix of products and processes (equipment) through which they pass.nReference routers if necessary but ensure they are verified and not assumed to be accurate.nGroup similar products together.23Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDe
22、fineDefineStep 4Draw the Process FlowDefineDefineStep4: Draw the Process FlowTips: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 entire flowuDraw Value Stream Maps by
23、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 stream to just one product f
24、amily25Value Stream MappingDefineDefineStep4: Sample SymbolsMachiningProcess BoxData BoxIInventory1OperatorManualInformationElectronic InformationC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size 50Inspection PointWithdrawalKanbanPush ArrowCustomers / SuppliersTo CustomerProductionKanbanSupermarketT
25、ruck ShipmentFuture State Improvement“Go See”SchedulingDailyScheduleSchedule26Value Stream MappingDefineDefineStep4: Value Stream Mapping Sheets27Value Stream MappingDefineDefineStep4: Draw the Process FlowProductionControlASSEMBLY CUSTOMERProductionControlMACHINE SUPPLIERDIST28AssemblyAssemblyForge
26、MachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily schedule28Value Stream MappingDefineDefineSupplierRaw MaterialsMRP transactionReceivingInspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat Shri
27、nkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePallet1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/HrIBottle Kits16 daysIWarehouseIIIIStep4:Process FlowLiquid Pharmaceutical Current State VSM29Value Stream MappingMeasureMeasureAnalyze
28、AnalyzeControlControlImproveImproveDefineDefineStep 4Draw the Process FlowB&D Industries ExerciseDefineDefineStep4: B&D Industries ExerciseuComplete the following steps using the information from B&D Industries:nCurrent State Process FlownMaterial required at each process stepnInformation required a
29、t each process stepTime: 1 Hour31Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 4Draw the Process FlowFlygt Activity2 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 5Draw the Material FlowDefineDefineStep5: Draw the Materia
30、l FlowuShow the movement of all material used in the Value Stream.uGroup material with the same flow.uMap all sub-assembly processes.uInclude any incoming inspection, and material testing operations.34Value Stream MappingDefineDefineStep5: Draw the Material FlowProductionControlASSEMBLY SUPPLIERDIST
31、AssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceivingCustomer35Value Stream MappingDefineDefineSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBott
32、lesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsIBottle Kits16 daysIWarehouseIPowder III1ReceivingInspecti
33、onLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIIIIIIIIBottle Kits16 daysIIILiquid Pharmaceutical Curr
34、ent State VSMStep5: Material Flow36Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 6Draw theInformation FlowDefineDefineStep6:Draw the Information Flow uMap the information flow from purchase order receipt to order release (shop-floor orders, purchase ord
35、ers).uDocument the production orders associated with the parts through the system.uDocument the scheduling system and document tracking of the parts as they move through the system.uDocument how the system communicates with the customer and supplier.uDocument how information is gathered, i.e., elect
36、ronic, manual, “go see”, etc.38Value Stream MappingDefineDefineStep6:Draw the Information FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouse
37、Receiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseCustomer39Value Stream MappingDefineDefineProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-rin
38、g, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseProcess, Material, Information Flow2/Day1/WeekCustomer40Value Stream MappingDefineDefineStep6:Information FlowLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transac
39、tionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRings2 weeksIF
40、DA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill &
41、 MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII41Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDef
42、ineSteps 5 & 6Draw the Material and Information FlowB&D Industries ExerciseDefineDefineSteps5&6:B&D Industries ExerciseuComplete the following steps using the information from B&D Industries:nCurrent State Material FlownCurrent State Information FlowTime: 30 minutes43Value Stream MappingMeasureMeasu
43、reAnalyzeAnalyzeControlControlImproveImproveDefineDefineSteps 5 & 6Draw the Material and Information FlowFlygt Activity3 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 7Process Data Collection DefineDefineStep7:What Data Do You Collect?Frequency VariationAssemblyProces
44、sing TimeLead TimeInventories: RM, WIP, FGDaily VolumeShiftsCost Per Unit: L, O, MVolumeFrequencyVariationCustomerFrequencyTimeDistanceCost46Value Stream MappingDefineDefineStep7: Process Data CollectionuCollect Process DatanCycle TimenProcess TimenWIPnTakt TimenSet-Up TimenUptimenBatch Sizen# Opera
45、torsnInputs and Outputs (Xs and Ys)nOperating Time (Minus Breaks)nScrap RateC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size 50Data Box47Value Stream MappingDefineDefineStep7: Process Data CollectionTips:uUse the same time unit for cycle times, takt times, and available work times.uAvoid the use of
46、 decimal minutes.uRemember to subtract breaks, meetings, and cleanup times from available working time per shift at the process.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 part
47、s.uUnderstand the difference between cycle time, lead time, and value add time.48Value Stream MappingDefineDefineStep7: Process Data CollectionProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts,
48、washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily Release2/Day1/WeekCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 60 MinUptime 80%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Batch
49、Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs49Value Stream MappingDefineDefineStep7:Process Data CollectionLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fi
50、ll & 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 secondsProcess time 5 minutesC/T 15 minu
51、tesC/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 %Available Time 27,600 secondsProcess
52、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 minutesC/T 20 minutesC/O N/AOEE XX
53、 %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 88 %Available Time 27,600 secondsPro
54、cess 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 secondsProcess time 30 secondsC/T 10 secondsC/O
55、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 XX %Available Time 27,600 secondsPro
56、cess 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 minutesC/T 7 secondsC/O 30 minutesOEE 98 %
57、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 27,600 secondsProcess time 25 minutes
58、2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSam
59、pleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII50Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImprove
60、DefineDefineStep 7Process Data CollectionB&D Industries ExerciseDefineDefineStep7: B&D Industries ExerciseuCreate the following data boxes for each process step: nCycle TimenChangeover timenUptimenInventorynAvailable work timeTime: 30 minutes52Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlC
61、ontrolImproveImproveDefineDefineStep 7Process Data CollectionFlygt Activity4 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 8Add Process andLead Time DataDefineDefineStep8: Add Process and Lead Time DatauDraw a timeline under process boxes and inventory to complete pro
62、duction lead time and process time.16 hours1 hour2 hours1 day40 hours1 hour8 hours16 hours8 hoursProduction Lead Time = 91 hoursProcessing Time = 4 hours 55Value Stream MappingDefineDefineSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fi
63、ll & 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 secondsProcess time 5 minutesC/T 15 minu
64、tesC/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 %Available Time 27,600 secondsProcess
65、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 minutesC/T 20 minutesC/O N/AOEE XX
66、 %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 88 %Available Time 27,600 secondsPro
67、cess 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 secondsProcess time 30 secondsC/T 10 secondsC/O
68、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 XX %Available Time 27,600 secondsPro
69、cess 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 minutesC/T 7 secondsC/O 30 minutesOEE 98 %
70、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 27,600 secondsProcess time 25 minutes
71、2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysII5 days20 min16 days16 days5 min5 min2 weeks20 min180 min75 min7 sec2 sec2 sec25 min2 secs1 weekVA=320.2MinLT=52Days20 min10 sec35 sec2 min10 sec10 sec30 sec30 sec60 sec40 minVA=25.6MinLT=64.1Days43 days1 week30 sec5 min16 daysISolution Bat
72、chRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbl
73、ing1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII5 min2 days15 min20 min12 sec35 min90 min35 min4 hours4 hoursVA=200.2minLT=3.4DaysStep8:Add Process and Lead Time DataLiquid Pharmaceutical Current Stat
74、e VSM56Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 8Add Process and Lead Time DataB&D Industries Exercise15 MinutesMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 8Add Process and Lead Time DataFlygt Activity45 MinutesMeasureM
75、easureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 9Verify the Current State Value Stream MapDefineDefineStep9:Verify the Current State VSMuPeer ReviewnNon-team members who know the process.uReview process both internally and “at its edges” (the interfaces).uRevisit the line to verify
76、current state.uEnsure that all rework loops are captured.60Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineIdentify and Prioritize Improvement Opportunities DefineDefineImproving the Current StateuMaking a Value Stream LeannIdentify areas of wastenHighlight ar
77、eas of opportunitynLean principle applicationnDetermine Future StatenBreak implementation into stepsnPrioritize improvement tool implementationnValue Stream Manager involvement 62Value Stream MappingDefineDefineSeven Sources of WasteuOverproduction (producing too much ot too soon)uWaiting (idle time
78、)uTransportationuUnnecessary MotionuOver-Processing (too many steps to complete a job)uInventoryuProducing Defects63Value Stream MappingDefineDefineFuture State Questions1. “What is the Takt Time?nWhat is actual final customer usage?nWhat is the Customer communicated demand?n What is the range, or v
79、ariability?2. “Will you build to a finished goods supermarket, or directly to shipping?”nDoes Final Assembly build and ship directly to the customer (retail) or to a distribution center?64Value Stream MappingDefineDefineFuture State Questions3. “Where can you use continuous flow?”nHow can you flow w
80、ith maximum velocity (EPED) within each plant?4. “Where will you need to use supermarket pull systems?”nDoes each “customer” pull from its supplier?5. “At what single point in the production chain will you schedule production?”nIs final assembly in sync with the customer?65Value Stream MappingDefine
81、DefineFuture State Questions6. “How will you level the production mix?”nIs final customer demand (ordering if build to order or buying if build to inventory) level?nDoes/can the final build sequence match actual demand?nDoes/can the build sequence match operations capability?7. “What increment of wo
82、rk will you consistently release and take away?”nAre you or can you use milk run logistics?66Value Stream MappingDefineDefineFuture State Questions8. “What process improvements will be necessary?”nCan every plant in the value stream build Every Product Every Day?lWhere can you reduce inventory to cu
83、t lead time?1. Cut WIP first, then2. Raw Material, then3. Finished GoodsnOverwhelming macro-process improvement need illustrated by Macro-Mapping: Fix the Information system!67Value Stream MappingDefineDefine Apply Lean Principles1. Synchronize Production with Customer Demand(Produce to the Takt tim
84、e)2. Identify and Get Rid of Non-Value Added Activities3. Develop Continuous Flow Wherever Possible 4. Use “Supermarkets” to Control Production Where Continuous Flow Is Not Possible5. Schedule Only One Process (The Bottleneck)6. Level the Production Mix and Volume7. Reduce Process Changeover Times 8
85、. Reduce Batch Sizes68Value Stream MappingDefineDefineTAKT TimeuTAKT Time determines the rate at which work must be accomplished at each operation (Operational Cycle Time) based on the line rate.uTAKT is the rhythm or pulse of a process.69Value Stream MappingDefineDefine16716812521016050709011013015
86、0170190210230 Front Diff./Drive Shaft Torque Exhaust Manifold Install Oxygen Sensor Starter Cables, Torque Diff. Trans Wire HarnessSecondsPerPieceCycle time 210 sec/pcTakt Time 170 sec/pcConstraintUnbalancedTakt Time = 170 seconds/pcUnbalanced Line Condition70Value Stream MappingDefineDefineLean Imp
87、rove Tool SummaryuGeneric Pull - System to control Work In Process to stabilize cycle time for a given exit rate.uReplenishment Pull - System to trigger product replenishment based on actual customer demand.uKaizen - Provides DMAIC framework for “blitz” style improvement projects (DMAIC “workout”).u
88、5S - structured method to clean-up, organize, and sustain organization in an area as a foundation for lean improvements in productivity, quality, and output.uVisual Control Tools - Installs highly visual tools to measure, improve,and control a process.uAnalytical Batch Sizing - Analytical method for
89、 re-sizing batches to improve process capacity and flexibility.uSetup Reduction - Structured four-step method for reducing setup times to improve process flexibility.uDefect Prevention - Structured method to prevent (not inspect out) defects to reduce quality costs and improve customer satisfaction.
90、uProcess Flow Improvement - Method to implement work cells to reduce non-value add time (transport time, queue time, material handling time) and improve productivity.uLine Balancing - Method to balance process tasks to increase output or productivityuSales and Operations Planning - Provides resource
91、 planning framework and tools provide capacity visibility and level load schedules where applicable.uTotal Productive Maintenance - Structured method to increase resource uptime and improve process capacity and flexibility.71Value Stream MappingDefineDefineThe Future State MapuMap the Future State t
92、o Prioritize Improvement OpportunitiesnUtilize Takt calculationsnHave a goal of One Piece (Continuous) flownEstablish stocking programs (utilizing Kanbans) where continuous flow is not possible.nFind opportunities to shorten/reduce scrap, downtime, setup time, value-add time.nDont try to change prod
93、uct designs, technology, or plant locations on 1st iterations of your future state design.72Value Stream MappingDefineDefineUse of Future State MapuPrioritize Opportunitiesu“See” and Manage the Overall Material FlowuCommunication of “The Future”uCreate a Plan with Timeframes73Value Stream MappingDef
94、ineDefineNow What?uApproach #1nPrioritize Improvements based on Customer Outputs and Business RequirementsuApproach #2nBreak the Future State into LoopslPacemaker LooplSupplier LooplIntermediate Loop(s)nPrioritize the LoopsuBuild a Value Stream Improvement Plan74Value Stream MappingDefineDefineAppro
95、ach #1uDetermine Customer Outputs and Business RequirementsuDetermine Improvement OpportunitiesuPrioritize Opportunities based on impact to Customer and Business Requirements75Value Stream MappingDefineDefineFuture State VSM76ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssem
96、blyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Order2/DayDailyCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 10 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Module Size100C/T = 50 SecC/O = 10 MinUptime 95%Module Size 100200 pcs
97、500 pcsMax 100 pcsMax 200 pcs30 sec60 sec45 sec50 sec2.5 hours 10 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFOFIFOMatMat1) Set-up reduction2) Pull Systems3) TPM76Value Stream MappingDefineDefineApproach #2uComb
98、ine Process Steps into Value Stream Loops:nSupplier LoopnProcess Loop(s)nPacemaker LoopuOne strategy is to start with your downstream (pacemaker) loop and transition upstream.uChoose loop where likelihood of success is high.uChoose loop where process is well understood by the team.77Value Stream Map
99、pingDefineDefinePick a Starting Point Within a LoopuDevelop continuous flow with relation to Takt time.uEstablish pull systems to control production flow.uLevel the production volume.uKaizen to continually eliminate waste, reduce batch sizes, and shrink Kanban loop inventory.78Value Stream MappingDe
100、fineDefineFuture State VSMProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Order2/DayDailyCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 10 MinUptime 95%Batch Size 100C/T
101、 = 60 SecC/O = 5 MinUptime 95%Module Size100C/T = 50 SecC/O = 10 MinUptime 95%Module Size 100200 pcs500 pcsMax 100 pcsMax 200 pcs30 sec60 sec45 sec50 sec2.5 hours 10 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFO
102、FIFOMatMatPacemakerLoopProcessLoopSupplierLoop1) Pacemaker Loop2) Process Loop3) Supplier Loop79Value Stream MappingDefineDefineValue Stream Improvement PlanDate:TODAYPreparedby:ValueStreamScrewBeesYear:_JoeOptimistPlantLevelObjectiveV.S.LoopValueStreamObjectiveGoal123456789101112PersonResp.Comments
103、ImproveScrewBeeProfitContinuousFlowZeroWIPReduceScrewBeeLeadtimeReduceCT210sec.orlessHavemorefunReduceC/OZeroPlaymoregolf1ImproveUptime100%Developpullsystem2daysFGIPullSystematPress1dayInventoryPullwithnoschedule2ReduceC/O10minutesorlessReduceBatchsizes570flat,175phillipsDevelopPullsystem1.5daysofin
104、ventoryGetdailydeliveries3YEARLYVALUESTREAMPLANMONTHLYSCHEDULE2001NeedSMEDtrainingbeforeKaizenSinglepiecefloweventJanuaryandMarch.EstablishTPMownerandstartwithfocusedimprovement.CollectdatatocalculateKanban.Purchasereturnablecontainers.ConductSMEDevent;includeplannerstoassurelotsizedecreasealongwith
105、set-upreduction.ConductKanbantrainingforSuppliers.Contactotherareafactoriestoorganizecooperativemilkruns.One-PiecePaulSallySMEDKarlKanbanPressroomTeamHarveyMackay80Value Stream MappingDefineDefineValue Stream Mapping Helpful HintsuAlways create Process Maps and Value Stream Maps with a team. Rarely,
106、 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 post-its, as the process steps and post on a wall to get your initial ideas a
107、cross.uIf your map does not have enough space to list all the information, use numbered reference sheets as attachments.uMaintain your Process & Value-Stream Maps with dates and update them as necessary. Use them as a reference. Always maintain a baseline and version control.81Value Stream MappingDe
108、fineDefineLiquid Pharmaceutical Future State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadSh
109、ip1DistributionCenterCustomer888 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 27,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time
110、 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 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %
111、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 secondsProcess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secon
112、dsC/T 35 secondsC/O 30 minutesOEE 92 %Available Time 27,600 secondsProcess 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 9
113、9 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/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
114、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/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Ti
115、me 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 secondsProcess time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 sec
116、ondsC/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 minutesFDA CheckBottle Kits1 dayIWarehouseIPowder 5 daysII5 days20 min4 hours4 hours5 min5 min20 min180 min75 min7 sec2 sec2 sec25 min2 secs2 daysVA=3
117、20.2MinLT=8Days20 min10 sec35 sec2 min10 sec10 sec30 sec30 sec60 sec40 minVA=25.6MinLT=10.1Days3 day2 days30 sec5 min5 daysISolution BatchRecordOrder SheetProductionPlanningMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease Soluti
118、onLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorActivatorBatch RecordIIIIIIIBottle Kits4 hoursIII5 min2 days15 min20 min12 sec35 min90 min35 min4 hours4 hoursVA=200.2minLT=2DaysVisualManagementReplenishm
119、entPull SystemSetupReductionTPMGenericPull System5SReplenishmentPull System82Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineDevelop FutureState MapB&D Industries Exercise1 HourMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineDevelop FutureS
120、tate MapFlygt Activity4 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefinePrepare Management PresentationFlygt Activity2 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineAPPENDIXDefineDefineValue-Stream Map Example: Current State87Value Stream MappingDe
121、fineDefineValue-Stream Map Examples: Future-State88Value Stream MappingDefineDefineSample: Future-State89Value Stream MappingDefineDefineSample: Future-State90Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineThis Training Manual and all materials, procedures an
122、d systems herein contained or depicted (the Manual) are the sole and exclusive property of George Group Consulting, L.P. (“George Group”).The contents hereof contain proprietary trade secrets that are the private and confidential property of George Group. Unauthorized use, disclosure, or reproductio
123、n of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subjec
124、t the user to all remedies, both legal and equitable, available to George Group. This Manual may be altered, amended or supplemented by George Group from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law. 2002 by George Group Consulting, L.P. All Rights Reserved.结束语结束语谢谢大家聆听！谢谢大家聆听！92
