Professional Documents
Culture Documents
2002)
What is a value-stream?
Manufacturing companies: finished goods Operations are process elements that add value to the product. Non-value adding elements Value stream consists of everything, including nonvalue adding act.- that makes transformation possible!
Value-Stream
Value-stream similar to a river! Network of processes and operations through which material and information flows in time and space. Communication all along the supply chain: information flow. Material transport & conveyance: material flow.
VSM
To improve a process, you must first observe and understand it! Mapping a process: clean picture of wastes! While gathering data at each point, ask how do we know what to do next? Means of communication. Trace information and material flow! Capturing this information is the essence of VSM.
VSM Icons
Getting Ready
1. 2.
Draw simple sketches of main production operations on a white board. Go to the floor. Start from the most downstream operation (shipping) and collect actual process data for the key attributes!
Getting Ready
Key Attributes:
Quantity of parts shipped per month and per day Supplier delivery schedule Available production time Cycle time (machine, operators), Setup time, uptime WIP (between processes)
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Getting Ready
Key Attributes: Number of operators at each process, Number of shifts Inventory locations and quantities Time between processes
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Example
Premiere Manufacturing Company Processes:
Machining, deburring, crimping, testing, marking, shipping
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Example
Units/container: 24 Containers/day: 21 Supplier info: Company recieves a weekly shipment of 2500 units from its supplier ABC.
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Example
Process attributes Shipping
Frequency: daily Finished goods inventory=2000 units
Marking
Cycle time=50 sec Changeover=5 min Availability=27600 seconds Uptime=99% 1 operator
Prepared by Dr. ule Itr Satolu 14
Example
Process attributes Marking
WIP=2000 units between testing and marking Time between marking and shipping: 4 days
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Example
Flow of information and material All communications with customer & supplier is electronic. Prod. Control recieves monthly forecasts and weekly orders from customer. Prod. Control transmits monthly forecasts and weekly orders to the supplier. Weekly order release to production supervisor.
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Example
Flow of information and material Daily order release to the processes. All material pushed FIFO lane between machining and deburring.
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Draw icons for supplier, customer, production control (certain icons!). Draw a data label below the customer icon. Enter customer req.s. Enter shipping & receiving data:
Shipping icon below customer icon Truck icons and delivery frequency Direction arrows
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Draw manufacturing processes boxes and label them: Upstream: left, downstream: right.
Data boxes below each process icon. Add a notched line (Turkish: entikli izgi) below the process boxes.
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Enter process attributes into the data boxes for each process. Show value-added time (cycle time) below each data box, on the notched line.
Write shift time, planned breaks, total available production time into the box, to upper right corner!
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Steps 1-5:
1 shift/day= 8.5 hours 30 min unpaid lunch Breaks= 20 min Net Available Time= 460 min.
ABC
Cord Inc.
Requirement= 10080 /month 6720 # 4 part 3360 # 6 Per day 336 parts (# 4) 168 parts (#6) 504 parts Total
Weekly
Daily
Shipping
Machining
Deburring
Crimping
Testing
Marking
45 60
sec min
sec min
40 5
sec min
30 5
sec min
50 5
sec min
27600 sec 87 %
27600 sec 99 %
27600 sec 99 %
27600 sec 99 %
45 sec
U x ni x t
5 sec
U x ni x t
U x ni x t
30 sec
U x ni x t
xx Unit 50 sec
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Attributes Defined
Available production time= 460 min= 27600 sec. Changeover times (C/O) per shift. Changeover times, not planned downtime (Ex.:3600 sec for machining) Uptime= Actual oper. time/Total Available Time Uptime for machining= (27600-3600) / 27600 = 87%
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Show information flow, both electronic and manual, and their frequency.
Draw communication arrows from customer to production control, Draw arrows from prod. control to supplier. Draw arrow from prod. control to prod. Supervisor Draw arrows from supervisor to the processes.
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Step 6:
F/C Monthly Weekly orders
1 shift/day= 8.5 hours 30 min unpaid lunch Breaks= 20 min Net Available Time= 460 min.
ABC
Cord Inc.
Production Supervisor
Weekly
Requirement= 10080 /month 6720 # 4 part 3360 # 6 Per day 336 parts (# 4) 168 parts (#6) 504 parts Total
Daily
Shipping
Machining
Deburring
Crimping
Testing
Marking
45 60
sec min
sec min
40 5
sec min
30 5
sec min
50 5
sec min
27600 sec 87 %
27600 sec 99 %
27600 sec 99 %
27600 sec 99 %
xx Unit 45 sec
U x ni x t
5 Prepared sec
U x ni x t
U x ni x t
30 sec
U x ni x t
xx Unit 50 sec
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Calculate days of inventory (WIP) on hand and write the results on the time line. Ex: 2000 hoses between testing & marking 2000 hoses / 504 hoses/day=3.96 days or 4 days
Prepared by Dr. ule Itr Satolu 25
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Lean Metrics
Identify the metrics that will help you achieve your goals.
Inventory turns Days of inventory on hand WIP Uptime Lead time On-time delivery Total cycle time Defective parts per million (PPM)
Prepared by Dr. ule Itr Satolu 30
Lean Metrics
Determine the current values (baseline) for the identified metrics. Metric Total value stream WIP Total product cycle time Total value stream lead time On-time delivery Defective PPM-external Uptime Baseline 17040 units 170 seconds 34 days 88 % 45 84 %
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Lean Metrics
Total value-stream lead time=34 days
But total value-added time=170 seconds. Huge oppurtunity for improvement.
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Improvement tech.: Setup time reduction (quick changeover techniques). Track both internal & external defect rates.
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1.
Perform line balancing: For evenly distributing work elements within a value stream to meet takt time!
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# of operators= 170 sec / 55 sec (takt time)= 3.09 operators # of operators= 150 sec / 55 sec (takt time)= 2.7 operators
* Improve tooling maintenance and eliminate the need for deburring. * Distribute work of other 3 operations between the operators. * Reduce C/O times in machining to 15 min. * Achieve C/O time to <1 min in other operations.
Prepared by Dr. ule Itr Satolu
Target
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Put supermarkets. Ex.: one between suppliermachining and the other machining-the cell. Use a kanban system. Use FIFO lanes. Use computer assisted scheduling.
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5S, TPM, autonomous maintenance and QCO in manufacturing cell. Why? Standardized work, QCO, 5S at crimpingtesting-marking cell.
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Production Control
1 shift/day= 8.5 hours 30 min unpaid lunch Breaks= 20 min Net Available Time= 460 min.
F/C Monthly Weekly orders
Weekly orders
Pitch=22 VW
Runner
ABC
Cord Inc.
S
Weekly
Takt=55 sec.
W
504 units/day 24 units/ container
Daily
1 5
S P S 5S
Machining
Shipping
VW 5S
Crimping/Testing/ Marking Cell
QCO
2
5S Std. Work
TPM
CT= C/O= 45 sec 30 min
4
CT= C/O=
Avail=
QCO
5 days 45 sec
1 day
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Heijunka Box
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