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A step is value-added if
The Customer recognizes the value
It changes the Fit, Form, or Function of the product
It is done right at the first time
Types of processes
Value added/ Non-value added/ Necessary, but nonvalue added
Dipankar Bose - XLRI
Objectives
Provide the means to see the material, process and
information flows
Support the prioritization of continuous improvement
activities at the value stream
Provide the basis for facility layout
Eliminate waste
Dipankar Bose - XLRI
Define
Select product /service family
Different VSM for different product/service family
Measure
Draw Current State map How the process operates
Analyze
Identify opportunities for elimination of waste and
areas of improvement To meet customers needs
Improve
Draw the Future State map
Design a lean flow using lean techniques
Develop action plan and implement it
Control KAIZEN
Dipankar Bose - XLRI
Process Box
External Resources
Transportation
Inventory
Data Box
Push
To client
Dipankar Bose - XLRI
Supermarket
Safety Stock
Staff Member
Disruptions
Pull Arrow
Improvement
Opportunities
Dipankar Bose - XLRI
Manual Information
Withdrawal Kanban
Load Leveling
Electronic Information
Production Kanban
Database
Batching
Work Allocation
Kanban Post
Work Cell
Kanban Signal
Sequenced Pull
Ball
Go see
Scheduling
KANBAN
Identify
Demand
Takt Time
Competitive Lead Time
Calculate Inventory Days
RM/WIP/FG
Maximum Inventory
Calculate
Current Lead Time
Touch Time or Processing Time
Bottleneck Cycle Time
Is BCT > Takt time?
Dipankar Bose - XLRI