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1、Value Stream Mapping“Learning to See the Whole Process”January 21, 2008SalesPriceTraditional ApproachCost + Profit = PriceCost PlusMfg.CostProfitMfg.CostMfg.CostProfitProfitLean ApproachPrice - Cost = ProfitPrice MinusMfg.CostProfitMfg.CostMfg.CostProfitProfitSalesLean Production FundamentalsValue S
2、tream Mapping The Starting PointWhat Is VSM? VSM improvement is defined as the process of shortening the time from receipt-to-order to cash, by eliminating waste exhibited in an organizations value stream.COS is a philosophy and ongoing effort to reduce waste and variation throughout every process.
3、VSM is a systematic approach to identifying and eliminating non-value added activities through continuous improvement of processes. Waste elimination equates to increased process speed.or less Time!Value Stream Mapping DefinedValue Understanding the value of the work performed by defining it as some
4、thing that a customer is willing to pay for.Value Stream Mapping the process steps that we perform throughout the value chain by identifying the steps that add value and striving to eliminate those that add waste or non-value added Value Stream Mapping is an improvement tool under COS (Cummins Opera
5、ting System) practice #2 Value and WasteValue AddWaste =Non-Value AddedFocus of traditionalimprovement programsWork Longer Work Harder/FasterAdd PeopleAdd EquipmentFocus of COS deploymentEliminate WasteTransforms material or information to meet customer needsActivities that consume time, resources,
6、and/or space, but do not contribute to customer needsNon ValueAddedWasteIncidentalWorkValueAddedWork Waiting Extra handling Excess bending Excess reaching Travel time Repositioning part Rearranging Repair & rework Reprocessing Working ahead Walking Get parts Apply fixture Discard dunnage Dispose of
7、container Change cart Check manifest Welding Bolting Clamping Position Clipping PaintingEliminateReduceCategories of WorkMapping IconsAssemblyC/T = 2.3 hrsC/O = 47 minMix = 3 parts2% Scrap22ABCSteel Co.Manufacturing ProcessManufacturing DataOutside SourceInventory8 pcs3 daysIMaterial Flow (Push)1xda
8、ilyMarketplace & Pull SystemShipmentInformation Flow Electronic InfoMcDonalds.Is the leading global foodservice retailer with more than 30,000 local restaurants serving nearly 50 million people in more than 119 countries each day. VSM analysis: 50 million divided by 30,000 restaurants = 1,667 people
9、 per day at each locationRate per hour = 1,667 divided by 18 hrs. (6:00 a.m. to Midnight) = 92.6 people served per hour= 1.54 people per minute= 39 seconds to serve each customer = Takt time (Pace at which you need to meet customer demand)Takt ExampleNon-Value-Added Work Reduces Speed, Profits and C
10、ustomer SatisfactionExample: Football Game Elapsed Time = 180 Minutes Regulation Time = 60 Minutes Actual Playing Time = 23.33 Minutes (Value-Added)(140 Plays x 10 Sec/Play) Value-Added = 13% Value-Add % in a non-improved process, is usually less than 5%!BASEBALL is 4 minutes out of 180 minutes or 2
11、.2% Value Added Example A no-huddle offensive, increases the “value-added” time, more plays per gameValue-Added AnalysisVSM ExamplePre-work VSM Process Information SheetVSM Requirements of Standardized WorkStandardized Work is made up of three basic elementsTakt TimeWork SequenceWork-in-Process Stoc
12、k Re-adjust the improvement planSummaryThe success of VSM is dependent upon integrating the improvement principles for Service/Manufacturing while validating the Effects of the Change using Six Sigma analysisIt takes a team of change agents and process owners to identify the opportunitiesValue Strea
13、m Mapping highlights the use of other critical tools like 5S, Standard Work, Set-up Reduction, O.E.E., Pull Systems and other tools as part of KAIZEN, Continuous Flow and Voice of the Customer Focus on “Seeing the Whole Process” from the Customers viewpoint, internal customer view and your Supply Chain.
