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1、ValueStreamMappingValueStreamMapping精益精益生产生产DefineDefineAgendauMondaynKick-OffnIntroductionsnCurrent State Steps 1-4uTuesdaynCurrent State Steps 5-7uWednesdaynCurrent State Steps 8-9nIdentify and Prioritize Improvement OpportunitiesnCreate Future StateuThursdaynPrepare for PresentationnPresentation2
2、Value Stream MappingDefineDefineLearning ObjectivesuThe learning objectives for this course are:nBe able to create Current State and Future State Value Stream MapsnBe able to use customer and business requirements to prioritize improvement opportunitiesuThe learning objective for this course is not:
3、nTo teach Lean Tools to help achieve Future State3Value Stream MappingDefineDefineWhats 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 the team a basis for prioritizi
4、ng 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.4Value Stream MappingDefineDefineTeaching ApproachuTeach appropriate Value Stream Mapping stepuShow simplified exam
5、pleuShow complex real world exampleuWork B&D Industries Exercise in teamsuApply learning to Flygt process5Value Stream MappingDefineDefineValue Stream Mapping Process StepsuIdentify Current StatenStep 1: SIPOC ChartnStep 2: Top Down Flow ChartnStep 3: Determine Product FamilynStep 4: Draw Process Fl
6、ownStep 5: Draw Material FlownStep 6: Draw Information FlownStep 7: Process Data CollectionnStep 8: Add Process and Lead Time datanStep 9: Verify Current State MapuIdentify and Prioritize Improvement OpportunitiesuDetermine Future StateuImplement Improvements to Achieve Future State6Value Stream Map
7、pingDefineDefineValue Stream ManageruAssign Value Stream ManagernOne person to manage the 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 statenMonito
8、rs implementation and updates implementation plannDriver for results 7Value Stream MappingDefineDefineCurrent State VSM8ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO
9、-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 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、 = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs30 sec60 sec45 sec50 sec15 hours83 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 104 hours 3 min8Value Stream MappingDefineDefineFuture State VSM9ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssem
11、blyAssemblyForgeMachineWarehouseReceiving6 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 10
12、0200 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 OrderTPMModuleFIFOFIFOMatMat1) Set-up reduction2) Pull Systems3) TPM9Value Stream MappingMeasureMeasureAnalyze
13、AnalyzeControlControlImproveImproveDefineDefine Value Stream MappingSIPOCTop-Down MapValue-Stream MappingDefineDefineProcess Mapping HierarchyOUTPUTPROCESSCUSTOMERSUPPLIERINPUTSIPOC chartTop Down Process FlowVSMCompanyMult. PlantsSingle PlantRouter StepsProcess StepsI22I48450 Per Day400 Min Avail1 S
14、hiftC/T 7 Min180 Per Day1200 Min Avail3 ShiftC/T 3 MinStep 22Step 31Step 14300 Per Day400 Min Avail1 ShiftC/T 12 Min11Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 1Supplier Input Process Output Customer(SIPOC) MapDefineDefineStep1:High-Level SIPOC Char
15、tuSupplier 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 customers of that ou
16、tput so that the Voice of the Customer can be captured13Value Stream MappingDefineDefineOUTPUTPROCESSCUSTOMERRequirements,SpecificationsandInformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step1:The SIPOC ChartuTranslate Customer requirements into output specification
17、s and identify related Key Process Output Variables (KPOVs)uGo Upsteam to the Process Steps(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
18、 MappingDefineDefineStep1: SIPOC Business RequirementsuNot only should the SIPOC chart capture customer requirements, but also the key Business Requirements as well.OUTPUTPROCESSCUSTOMERSUPPLIERINPUTCustomer RequirementsQualityOn-time DeliveryCostBusinessRequirementsReduced InventoryIncreased Throug
19、hput15Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 1SIPOC ChartB&D Industries ExerciseMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 2Top Down Process FlowDefineDefineStep2: Top-Down Process Flow PurposeuThe purpose of the Top
20、-Down Process Flow is to determine the correct level to Value Stream Map.nIt is critical to 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 Mapp
21、ingDefineDefineT h e P r o c e s sThe Sub-ProcessThe Micro-ProcessStep2: Generic Top-Down Process Flow19Value Stream MappingDefineDefineDistributionDistributionPumpPumpMotorMotorFoundryFoundryExample:Step2: Top-Down Process Flow MapStartStartStopStopD-1D-1D-2D-2D-3D-3D-4D-4D-5D-5D-4aD-4aD-4bD-4bD-4c
22、D-4cD-4dD-4dD-4eD-4e20Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 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 Requi
23、rements.nChoose a product family with common flow.nChoose a product family with high volume.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
24、product family.22Value Stream MappingDefineDefineStep3: Process/Product MatrixuProducts and 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
25、 together.23Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 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 process
26、uMap the entire process as a team to understand the entire flowuDraw Value Stream 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 re
27、work loops and inspection stations on the mapuLimit the value stream to just one product family25Value Stream MappingDefineDefineStep4: Sample SymbolsMachiningProcess BoxData BoxIInventory1OperatorManualInformationElectronic InformationC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size 50Inspection P
28、ointWithdrawalKanbanPush ArrowCustomers / SuppliersTo CustomerProductionKanbanSupermarketTruck ShipmentFuture State Improvement“Go See”SchedulingDailyScheduleSchedule26Value Stream MappingDefineDefineStep4: Value Stream Mapping Sheets27Value Stream MappingDefineDefineStep4: Draw the Process FlowProd
29、uctionControlASSEMBLY CUSTOMERProductionControlMACHINE SUPPLIERDIST28AssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily schedule28Value Stream MappingDefineDefineSupplierRaw MaterialsMRP transactionRe
30、ceivingInspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePallet1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/HrIBottle Kits16 daysIWarehouseIIIIStep4:Proc
31、ess FlowLiquid Pharmaceutical Current State VSM29Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 4Draw the Process FlowB&D Industries ExerciseDefineDefineStep4: B&D Industries ExerciseuComplete the following steps using the information from B&D Industries
32、:nCurrent State Process FlownMaterial required at each process stepnInformation required at each process stepTime: 1 Hour31Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 4Draw the Process FlowFlygt Activity2 HoursMeasureMeasureAnalyzeAnalyzeControlContro
33、lImproveImproveDefineDefineStep 5Draw the Material FlowDefineDefineStep5: Draw the Material 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 Str
34、eam MappingDefineDefineStep5: Draw the Material FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceivingCustomer35Value Stream MappingDef
35、ineDefineSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/
36、Day37 Cases/Hr11111Kit NeckRingsIBottle Kits16 daysIWarehouseIPowder III1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBott
37、le CapCapKitting1RingSub-contractorIIIIIIIIBottle Kits16 daysIIILiquid Pharmaceutical Current State VSMStep5: Material Flow36Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 6Draw theInformation FlowDefineDefineStep6:Draw the Information Flow uMap the info
38、rmation flow from purchase order receipt to order release (shop-floor orders, purchase orders).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 comm
39、unicates with the customer and supplier.uDocument how information is gathered, i.e., electronic, manual, “go see”, etc.38Value Stream MappingDefineDefineStep6:Draw the Information FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily sche
40、dule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseCustomer39Value Stream MappingDefineDefineProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw m
41、aterialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseProcess, Material, Information Flow2/Day1/WeekCustomer40Value Stream MappingDefineDefineSte
42、p6:Information FlowLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wr
43、ap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRings2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1Receiving
44、InspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 days
45、III41Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineSteps 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 Mate
46、rial FlownCurrent State Information FlowTime: 30 minutes43Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineSteps 5 & 6Draw the Material and Information FlowFlygt Activity3 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 7Process Da
47、ta Collection DefineDefineStep7:What Data Do You Collect?Frequency VariationAssemblyProcessing TimeLead TimeInventories: RM, WIP, FGDaily VolumeShiftsCost Per Unit: L, O, MVolumeFrequencyVariationCustomerFrequencyTimeDistanceCost46Value Stream MappingDefineDefineStep7: Process Data CollectionuCollec
48、t Process DatanCycle TimenProcess TimenWIPnTakt TimenSet-Up TimenUptimenBatch Sizen# OperatorsnInputs 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
49、the same time unit for cycle times, takt times, and available work times.uAvoid the use of 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 mold
50、ing operation that changes over every day. Your batch size would be one days worth of parts.uUnderstand the difference between cycle time, lead time, and value add time.48Value Stream MappingDefineDefineStep7: Process Data CollectionProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemb
51、lyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, 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
52、100C/T = 45 SecC/O = 60 MinUptime 80%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 pcs49Value Stream MappingDefineDefineStep7:Process Data CollectionLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsM
53、RP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRing
54、sC/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 seconds
55、Process 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 minutesC/O
56、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 secondsPro
57、cess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 88 %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
58、/O 1.5 hoursOEE 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 27,600 s
59、econdsProcess 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/AOEE 9
60、8 %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 2 s
61、econdsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutes2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1
62、ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Ki
63、ts16 daysIII50Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 7Process Data CollectionB&D Industries ExerciseDefineDefineStep7: B&D Industries ExerciseuCreate the following data boxes for each process step: nCycle TimenChangeover timenUptimenInventorynAva
64、ilable work timeTime: 30 minutes52Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 7Process Data CollectionFlygt Activity4 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 8Add Process andLead Time DataDefineDefineStep8: Add Pr
65、ocess and Lead Time DatauDraw a timeline under process boxes and inventory to complete production 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 MaterialsM
66、RP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRing
67、sC/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 seconds
68、Process 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 minutesC/O
69、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 secondsPro
70、cess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 88 %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
71、/O 1.5 hoursOEE 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 27,600 s
72、econdsProcess 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/AOEE 9
73、8 %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 2 s
74、econdsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutes2 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 se
75、c30 sec30 sec60 sec40 minVA=25.6MinLT=64.1Days43 days1 week30 sec5 min16 daysISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify Water
76、TankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII5 min2 days15 min20 min12 sec35 min90 min35 min4 hours4 hoursV
77、A=200.2minLT=3.4DaysStep8:Add Process and Lead Time DataLiquid Pharmaceutical Current State VSM56Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 8Add Process and Lead Time DataB&D Industries Exercise15 MinutesMeasureMeasureAnalyzeAnalyzeControlControlImpr
78、oveImproveDefineDefineStep 8Add Process and Lead Time DataFlygt Activity45 MinutesMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineStep 9Verify the Current State Value Stream MapDefineDefineStep9:Verify the Current State VSMuPeer ReviewnNon-team members who know the process.uRevie
79、w process both internally and “at its edges” (the interfaces).uRevisit the line to verify current state.uEnsure that all rework loops are captured.60Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineIdentify and Prioritize Improvement Opportunities DefineDefineI
80、mproving the Current StateuMaking a Value Stream LeannIdentify areas of wastenHighlight areas of opportunitynLean principle applicationnDetermine Future StatenBreak implementation into stepsnPrioritize improvement tool implementationnValue Stream Manager involvement 62Value Stream MappingDefineDefin
81、eSeven Sources of WasteuOverproduction (producing too much ot too soon)uWaiting (idle time)uTransportationuUnnecessary MotionuOver-Processing (too many steps to complete a job)uInventoryuProducing Defects63Value Stream MappingDefineDefineFuture State Questions1. “What is the Takt Time?nWhat is actua
82、l final customer usage?nWhat is the Customer communicated demand?n What is the range, or variability?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 MappingDe
83、fineDefineFuture State Questions3. “Where can you use continuous flow?”nHow can you flow with 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 sche
84、dule production?”nIs final assembly in sync with the customer?65Value Stream MappingDefineDefineFuture 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 actua
85、l demand?nDoes/can the build sequence match operations capability?7. “What increment of work 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 pla
86、nt in the value stream build Every Product Every Day?lWhere can you reduce inventory to cut 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 A
87、pply Lean Principles1. Synchronize Production with Customer Demand(Produce to the Takt time)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
88、(The Bottleneck)6. Level the Production Mix and Volume7. Reduce Process Changeover Times 8. 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 rh
89、ythm or pulse of a process.69Value Stream MappingDefineDefine167168125210160507090110130150170190210230 Front Diff./Drive Shaft Torque Exhaust Manifold Install Oxygen Sensor Starter Cables, Torque Diff. Trans Wire HarnessSecondsPerPieceCycle time 210 sec/pcTakt Time 170 sec/pcConstraintUnbalancedTak
90、t Time = 170 seconds/pcUnbalanced Line Condition70Value Stream MappingDefineDefineLean Improve 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.uKa
91、izen - Provides DMAIC framework for “blitz” style improvement projects (DMAIC “workout”).u5S - 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
92、to measure, improve,and control a process.uAnalytical Batch Sizing - Analytical method for 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 pr
93、event (not inspect out) defects to reduce quality costs and improve customer satisfaction.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
94、tasks to increase output or productivityuSales and Operations Planning - Provides resource 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
95、 flexibility.71Value Stream MappingDefineDefineThe Future State MapuMap the Future State to Prioritize Improvement OpportunitiesnUtilize Takt calculationsnHave a goal of One Piece (Continuous) flownEstablish stocking programs (utilizing Kanbans) where continuous flow is not possible.nFind opportunit
96、ies to shorten/reduce scrap, downtime, setup time, value-add time.nDont try to change product 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
97、 FlowuCommunication of “The Future”uCreate a Plan with Timeframes73Value Stream MappingDefineDefineNow What?uApproach #1nPrioritize Improvements based on Customer Outputs and Business RequirementsuApproach #2nBreak the Future State into LoopslPacemaker LooplSupplier LooplIntermediate Loop(s)nPriorit
98、ize the LoopsuBuild a Value Stream Improvement Plan74Value Stream MappingDefineDefineApproach #1uDetermine Customer Outputs and Business RequirementsuDetermine Improvement OpportunitiesuPrioritize Opportunities based on impact to Customer and Business Requirements75Value Stream MappingDefineDefineFu
99、ture State VSM76ProductionControlASSEMBLY 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 = 60 SecC
100、/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 OrderTPMModuleFIFOFIFOMatMat
101、1) Set-up reduction2) Pull Systems3) TPM76Value Stream MappingDefineDefineApproach #2uCombine 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 su
102、ccess is high.uChoose loop where process is well understood by the team.77Value Stream MappingDefineDefinePick 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 elim
103、inate waste, reduce batch sizes, and shrink Kanban loop inventory.78Value Stream MappingDefineDefineFuture State VSMProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Order2/DayDailyCustomerC/T = 30
104、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 hoursProcessing time = 185 seconds4 h
105、oursProduction lead time = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFOFIFOMatMatPacemakerLoopProcessLoopSupplierLoop1) Pacemaker Loop2) Process Loop3) Supplier Loop79Value Stream MappingDefineDefineValue Stream Improvement PlanDate:TODAYPreparedby:ValueStreamScrewBeesYear:_JoeOpt
106、imistPlantLevelObjectiveV.S.LoopValueStreamObjectiveGoal123456789101112PersonResp.CommentsImproveScrewBeeProfitContinuousFlowZeroWIPReduceScrewBeeLeadtimeReduceCT210sec.orlessHavemorefunReduceC/OZeroPlaymoregolf1ImproveUptime100%Developpullsystem2daysFGIPullSystematPress1dayInventoryPullwithnoschedu
107、le2ReduceC/O10minutesorlessReduceBatchsizes570flat,175phillipsDevelopPullsystem1.5daysofinventoryGetdailydeliveries3YEARLYVALUESTREAMPLANMONTHLYSCHEDULE2001NeedSMEDtrainingbeforeKaizenSinglepiecefloweventJanuaryandMarch.EstablishTPMownerandstartwithfocusedimprovement.CollectdatatocalculateKanban.Pur
108、chasereturnablecontainers.ConductSMEDevent;includeplannerstoassurelotsizedecreasealongwithset-upreduction.ConductKanbantrainingforSuppliers.Contactotherareafactoriestoorganizecooperativemilkruns.One-PiecePaulSallySMEDKarlKanbanPressroomTeamHarveyMackay80Value Stream MappingDefineDefineValue Stream M
109、apping Helpful HintsuAlways create Process Maps and Value 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. Co
110、nsider using post-its, as the process steps and post on a wall to get your initial ideas across.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 th
111、em as a reference. Always maintain a baseline and version control.81Value Stream MappingDefineDefineLiquid Pharmaceutical Future State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLab
112、eler1PackProductDrop 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 27,600 secondsPro
113、cess 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 minutesOEE 97
114、%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 secondsProcess time 20 min
115、utesC/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 98 %Available Time 27,600 secondsProcess time 2 minutesC/T 10 secondsC/O 30 minutesOEE
116、 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 10 minOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProces
117、s 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/O N/AOEE XX %Avai
118、lable 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 secondsProcess time 7 secondsC/
119、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 minutesFDA CheckBottle Kits1 dayIWarehouseIPowder 5 daysII5
120、days20 min4 hours4 hours5 min5 min20 min180 min75 min7 sec2 sec2 sec25 min2 secs2 daysVA=320.2MinLT=8Days20 min10 sec35 sec2 min10 sec10 sec30 sec30 sec60 sec40 minVA=25.6MinLT=10.1Days3 day2 days30 sec5 min5 daysISolution BatchRecordOrder SheetProductionPlanningMRPSystem1ReceivingInspectionLot Samp
121、le1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorActivatorBatch RecordIIIIIIIBottle Kits4 hoursIII5 min2 days15 mi
122、n20 min12 sec35 min90 min35 min4 hours4 hoursVA=200.2minLT=2DaysVisualManagementReplenishmentPull SystemSetupReductionTPMGenericPull System5SReplenishmentPull System82Value Stream MappingMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineDevelop FutureState MapB&D Industries Exercis
123、e1 HourMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefineDevelop FutureState MapFlygt Activity4 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefineDefinePrepare Management PresentationFlygt Activity2 HoursMeasureMeasureAnalyzeAnalyzeControlControlImproveImproveDefin
124、eDefineAPPENDIXDefineDefineValue-Stream Map Example: Current State87Value Stream MappingDefineDefineValue-Stream Map Examples: Future-State88Value Stream MappingDefineDefineSample: Future-State89Value Stream MappingDefineDefineSample: Future-State90Value Stream MappingMeasureMeasureAnalyzeAnalyzeCon
125、trolControlImproveImproveDefineDefineThis Training Manual and all materials, procedures and 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 priva
126、te and confidential property of George Group. Unauthorized use, disclosure, or reproduction 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
127、possess or use such information or materials. Any unauthorized or illegal use shall subject 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 confl
128、ict 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
