value stream mapping

Value Stream Mapping : 

Value Stream Mapping Presented By Jaipravin PSG Tech

Introducing VSM : 

Introducing VSM What is VSM? An example from “Learning to See” By Mike Rother and John Shook Current-state Map (snap shot) Future-state Map

Why Value Stream Mapping? : 

Why Value Stream Mapping? Helps to see the present state See the sources of waste in the value stream A graphical representation which can be used to study the effect of any change on the performance measure Lead time Total processing time

Value Stream Improvement and Process Improvement : 

Value Stream Improvement and Process Improvement - A Case Study

Understanding the VSM Tool : 

Understanding the VSM Tool Designing a lean flow and how to get there Product Family

Value Stream Mapping : 

Value Stream Mapping A Value Stream Map is a visual representation, or map, identifying all the specific activities occurring along the value stream for a product or service. This map is designed to not only identify the value added activities within the value stream, but more importantly the sources of "non-value added"(waste). From this identification a "future state map"is created of how the product or service should flow without the "non-value added" sources of waste that cloud customer satisfaction.

Benefits of value chain mapping : 

Benefits of value chain mapping It helps you see the entire flow of a product or service, beyond the single-process level. It helps you see more than waste. The map identifies the sources of non-value added waste. It provides a "common language" for talking about your key customer processes. -It provides information about the flow of the product or service so discussions are based on data prior to decisions being made. It brings together "lean enterprise" concepts and techniques.

Benefits of value chain mapping : 

Benefits of value chain mapping It forms the basis of an implementation plan or blueprint for lean enterprise accomplishment through Kaizen or other continuous improvement methods. It shows the linkage between information flow and material flow. It is a visual tool for describing what you are actually going to do to eliminate the sources of non-value added (waste) that impacts your bottom line and your customer and employee satisfaction positively!

Terms : 

Cycle Time? (for a process) Terms

Terms : 

Value Added Time? Terms

Slide 11: 

Lead Time?

Terms : 

Lead Time? Terms

Typical Steps for Current State Drawing : 

Typical Steps for Current State Drawing Customer information Quick walk through in the shop floor to identify the main processes (in order) Fill in the data boxes and draw inventory triangles Delivery to customer Supplier data Information flow (manual & electronic) Determine the current state and identify what is VA and NVA

The Current State : 

The Current State Define the Customer’s demand

Customer Requirements : 

Customer Requirements 18,400 pieces per month 12,000 per month of type “LH” 6,400 per month of type “RH” The company operates on two shifts Palletized returnable tray packaging with 20 brackets in a tray and upto 10 trays on a pallet. The customer orders in multiple of trays One daily shipment to the assembly plant (customer) by truck

Customer Requirements : 

Customer Requirements

The Current State : 

The Current State Define the Customer’s demand Map the basic production processes

Mapping The Process : 

Mapping The Process

Mapping tips : 

Mapping tips Do an initial quick walk through from door to door and then go back to gather the information Begin at the shipping dock (customer end) and work upstream to the receiving dock (supplier end) Let each person/team map entire value stream himself/herself Mapping begins with the customer requirements

Mapping Icons : 

Mapping Icons Current-State Drawing I

Map the Basic Production Processes : 

Map the Basic Production Processes

The Current State contd… : 

The Current State contd… Define the Customer’s demand Map the basic production processes Define the data to be collected

The Current State : 

The Current State Define the Customer’s demand Map the basic production processes Define the data to be collected Collect and map the data

Working time calculation : 

Working time calculation 8 Hours x 60 mins/hr x 60 secs/min = 28,800 s/shift Subtract breaks: 2 x 10 mins break = 20 mins x 60 s/min = 1,200 s 28,800 – 1,200 = 27,600 working s/shift

Fill in Data boxes andInventory triangles : 

Fill in Data boxes andInventory triangles Coils 5 Days 4600 LH 2400 RH 1100 LH 600 RH 1600 LH 850 RH 1200 LH 640 RH 2700 LH 1440 RH

The Current State : 

The Current State Define the Customer’s demand Map the basic production processes Define the data to be collected Collect and map the data Define the supplier’s data

Add Supplier’s Data : 

Add Supplier’s Data Coils 5 Days 4600 LH 2400 RH 1100 LH 600 RH 1600 LH 850 RH 1200 LH 640 RH 2700 LH 1440 RH

The Current State : 

The Current State Define the Customer’s demand Map the basic production processes Define the data to be collected Collect and map the data Define the supplier’s data Map the information flow

How do processes know what to make? : 

How do processes know what to make? 6 week forecast Coils 5 Days I 4600 LH 2400 RH 1100 LH 600 RH 1600 LH 850 RH 1200 LH 640 RH 2700 LH 1440 RH Weekly forecast 90/60/30 Day forecast Daily order Daily Ship Schedule Weekly Schedule

The Current State : 

The Current State Define the Customer’s demand Map the basic production processes Define the data to be collected Collect and map the data Define the supplier’s data Map the information flow Calculate the status of the current state

Value added vs Non value added time (Time Line) : 

Value added vs Non value added time (Time Line) Customer Demand 12,000 LH/month 6,400 RH/month 12,000/20 = 600 LH per day 6400/20 = 320 RH per day 4,600/600 = 7.7 days 2400/320 = 7.5 days

Slide 32: 

Current State value stream mapping 6 week forecast Coils 5 Days 4500 LH 2500 RH 1000 LH 700 RH 1500 LH 950 RH 1100LH 740 RH 2600LH 1540 RH Weekly forecast 90/60/30 Day forecast Daily order Daily Ship Schedule 5 Days 1 sec 7.7 Days 39 secs 1.8 Days 46 secs 2.7 Days 62 secs 2 Days 40 secs 4.5 Days Production lead Time = 23.7 days Processing Time = 188 secs Weekly Schedule Honing

Analyse the Improvement Opportunities : 

Analyse the Improvement Opportunities Compute the takt time

What is our Production for each shift : 

What is our Production for each shift 18,400 pieces per month 12,000 per month of type “LH” 6,400 per month of type “RH” 12,000 LH/20 = 600 LH/day 6,400 RH/20 = 320 RH/day 600 + 320 = 920 pcs/day/2 shifts = 460 pcs/shift

Takt time (Drum beating) : 

Takt time (Drum beating) How to synchronise the pace of production to match the pace of sales Rate for producing a component based on its sales rate

The Principles of Just-In-Time : 

The Principles of Just-In-Time Paced to Takt Time One piece flow production At the Pull of the customer

Analyse the Improvement Opportunities : 

Analyse the Improvement Opportunities Compute the takt time Continuous flow

Continuous flow processing? : 

Continuous flow processing? Lead time: 30++ minutes for total order Continuous Flow “make one, move one” Batch & Push Processing

Analyse the Improvement Opportunities : 

Analyse the Improvement Opportunities Compute the takt time Continuous flow Determine what prevents us from producing to takt time

Line Balancing : 

Line Balancing Total work = 188 sec Takt time = 60 sec = # Operators reqd. 188/60 = 3.13 Operators

Line Balancing contd… : 

Line Balancing contd… If 3.13 operators are required, 4 operators are wasteful; but 3 operators can’t do the work Combine some tasks? Can the work be reduced to 56 s per operator so that pace can be maintained? Find a way to reduce the total work content to 168 s or less

Line Balancing contd… : 

Line Balancing contd… Earlier processing time = 1 + 39 + 46 + 62 + 40 = 188 sec New processing time = 1 + 39 + (17 + 29) + (27 + 56) = 169 sec {102 sec. of assy time reduced to 83 sec} S W W A A S W W A

What if flow is not possible? : 

What if flow is not possible? Kanban: only make the customer wants

The future state : 

The future state Future-State Drawing 6 week forecast Weekly forecast 90/60/30 Day forecast Daily order Daily order 1.5 Days 1 sec 1 Day Production lead Time = 4.5 days Processing Time = 169 secs Weld & Assembly Shipping Daily Coils changeover L R XOXO 1 Day weld changeover welder uptime Total work 169 sec At the press 168 sec 2 Days 3 2 Days

Significant Improvements : 

Significant Improvements Lead time reduced by 81% Processing time reduced by 10%