Professional Documents
Culture Documents
Ingo Lmkemann
Name: Zalawadia Mihir Number: 336271 Mail: mihir2781@gmail.com Berlin, Date 22.03.2012
Table of Contents
Abstract I Introduction ........................................................................................................................................ 1 Value stream Method ................................................................................................................... 2 Improved Value Stream Mapping Procedure (IVSM) ............................................................. 3 Tools and Potential Analysis: ......................................................................................................... 5 1Process activity mapping .......................................................................................................... 5 2.Supply chain Responsiveness Matrix .................................................................................... 5 3.Product variety Funnel. ............................................................................................................ 6 4.Quality filter mapping ................................................................................................................ 7 5.Demand amplification Mapping............................................................................................... 7 6 Decision point analysis............................................................................................................. 8 7 . Physical Structure. .................................................................................................................. 9 Conclusion ....................................................................................................................................... 10 Refrence .......................................................................................................................................... 11
Abstract
A major activity in the journey towards lean is the effective management of the flow of products and services through the series of the activities involved in providing value to the customer, known as the value stream. The value stream mapping is an powerfull tool to evaluate the value stream for identifying non value adding process . this paper describes new value stream mapping typology. The seven map typology are based on different waste present in value streams. The use of tools either alone or in combination depends on the type of waste targeted.The tools are derived from functional ghettos like operation management,logistics and engineering.
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Introduction
Value Stream It can be defined as all steps needed for an product or service reliazation from supplier to customer or the design flow from concept to launch.Realization of a product may conclude of value adding and non value adding activites and consist of two types of flow ie Information flow from customer or to supplier or in the plant and the other Raw material flow which can physical product flowing around through supply chain. The difference between traditional Supply chain or value chain and value stream is that the former takes in consideration all of the complete activites and process from start to the customer end of all companies involved while the latter refers only to the specific part of the firms that actually create value to the service or product and gices far more focoused views of the value adding process The value stream consist of the following parts
In The book Lean thinking By womack and jones Five principles of Lean are defined as follow These Principles help us to identify waste and provide ways to help eliminate or
5.Pursue Perfection
1.Specify value
reduce it.First we specify the value from the customer as customer always defines the value. Then we map the flow of the value and once we mapped the flow we can develop and implement a future state where value can flow without stopping and accumulating, to the customer.Customer may then pull (ie. Signalling their needs), and we would flow only when this happens ie Just in time when customer triggers an order at pacemaker.To Complete the endless cycle, we repeatedly create future state maps and continuously improve as we pursue perfection. Why Mapping the value stream? It forms the blueprint for Lean Implementation plan It forms the linkage between demand forecast and product planning to Production scheduling and to Flow shop control Its an common language for talking about manufacturing process Shows the linkage between inforamtion flow and material flow It shows the big picture ,more than just the single process level. -Define boundries -Indentify the value stream for every major product family , order to delivery -Customer requirements(demand)
Product Family
Current state
-Indentify all the actions that dont create value -challenge every step -Add time line,Information flow -Inbound materials flow
Future State
-Develop and map concepts for future state as per vision of management team 2
Implementation
Value stream mapping is an language to communicate,its a business planning tool and tool to manage change process.Drafting Fututre state map is the most important because it is the target we want to achive . Current state without a future state is not much of use The first step is drawing the current state ,which is done by gathering information on the shop floor which will provide the information needed to develop a future state.In the above diagram the arrows between current state and future state goes both ways suggesting that development of current and future state overlap. Fututre state ideas come up while drawing current state and while drawing the future state will often need to point out important current state information which were overlooked. And after implementing the future state it becomes current state and need for omprovement is still targeted hereby creating new future map setting an endledd procress to acheive perfection. The benefits of this activity are to establish a clear picture of how the organisation responds to customer requirements. The outputs are a shared vision of how the system should work that will engage all members of the organisation. It also provides a clear commitment and ownership of what must be done and who will do it.
This will include the introduction to Lean principles such as Flow and Pull, Single piece flow, Right-first-time the Seven Wastes, as well as tools such as Cellular build, Kanban, and definition of the Kaizen activity needed to realize the future state
Tools:
In this example the horizontal axis shows the cumulative lead time to be 42 working days. The vertical axis shows that a further 99 working days of material are held in the system. Thus a total response time in this system of 141 working days can be seen to be typical. Once this is understood, each of the individual lead times and inventory amounts can be targeted for improvement activity, as was shown with the process activity mapping approach
detected right before or after a product has been finished).So determining the type of defects that is often occuring can pinpoint where in the chain the damage is being done and steps to retctify should be taken .
In terms of the present, with this knowledge it is possible to assess the processes that operate both downstream and upstream from this point. The purpose of this is to ensure that they are aligned with the relevant pull or push philosophy.
From the long-term perspective, it is possible to design various what if scenarios to view the operation of the value stream if the decision point is moved. This may allow for a better design of the value stream itself.
7 . Physical Structure.
This tool examines the entire structure of an industry, including each step of the process to view, in entirety, the production chain. By building tiers of components, such as raw materials, assemblers, support and the after-market, you can evaluate the chain as a whole and perhaps find missing links or extraneous ones that are not enhancing your overall production time, product and cost. This also helps determine the final monetary value of the product by taking into consideration the cost at each step along the path to the finished item The distribution area in Figure includes three tiers as well as a section representing the after-market (in this case for spare parts), as well as various other support organizations providing consumables and service items. This complete industry map therefore captures all the firms involved, with the area of each part of the diagram proportional to the number of firms in each set. The second diagram maps the industry in a similar way with the same sets of organizations. However, instead of linking the area of the diagram to the number of firms involved, it is directly linked to the value-adding process (or, more strictly to the costadding process). As can be noted in this automotive case, the major cost adding occurs in the raw material firms, the first-tier suppliers and the assembler, respectively. The distribution area is not seen to be a major cost-adding area.
Conclusion
The paper focoused on value stream mapping which is considered as blueprint for lean implementation in an industry and which focuses mainly on the value creating activity and eliminating or reducing non value adding . But Vsm can be quite complex and difficlut while dealing with complex production characterized by multiple flows that merge. To solve this problem n new frame work ,Improvred value stream mapping can be used which is developed by integrating the standard VSM approach with a set of additional tools derived from the manufacturing engineering area. The paper also described about various decision making process for the mapping of value stream or supply chain which help to find out the weakest link in the chain and improve it.
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Refrence
International Journal of Production Research-A new value stream mapping approach for complex production systems M. Braglia , G. Carmignani & F. Zammori International Journal of Operations & Production Management ISSN: 0144-3577 Lean Thinking Womack & Jones http://www.ehow.com/list_6799223_seven-value-stream-mapping-tools.html http://www.awf.de/download/Tool-Analyse-Wertstrom-tuo.pdf
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