NE Indiana Lean Network Peak Enterprise Solutions Value Stream - - PowerPoint PPT Presentation

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Feb 10, 2024 206 likes •496 views

NE Indiana Lean Network Peak Enterprise Solutions Value Stream Mapping 2 5/10/2018 B RAD S TAATS S E N I O R C O N S U L T A N T I N D U S T R Y C O N S U L T I N G Manufacturing, Process and Discreet ERP Project Management

SLIDE 1

NE Indiana Lean Network

Peak Enterprise Solutions

Value Stream Mapping

SLIDE 2

5/10/2018 2

▪ Manufacturing, Process and Discreet ▪ Mittal Steel: Superintendent of Production Planning & Scheduling & Project Leader ▪ Modbar: General Manager ▪ Fox Products: President ▪ Peak Enterprise Solutions: Principal Owner

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BS, Administrative Management: University of Arkansas

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MBA, Operations Management: DePaul University

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CPIM Certified: APICS

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Advisory Board: NE Indiana Lean Network As a broad-based manufacturing and operations professional, Brad has over 30 years experience contributing to performance improvements. ▪ ERP Project Management ▪ Supply Chain Management ▪ Materials Management ▪ Lean Manufacturing ▪ Leadership Development ▪ ERP Selection/Implementation ▪ Business and Process Systems Integration

BRAD STAATS

S E N I O R C O N S U L T A N T

I N D U S T R Y C O N S U L T I N G I N F O R M A T I O N T E C H N O L O G Y E D U C A T I O N & C E R T I F I C A T I O N S

SLIDE 3

Value Stream Mapping

▪ Agenda

▪ The role VSM serves in Lean Thinking ▪ Business issues associated with implementation ▪ Description of VSM concepts ▪ Create a value stream map

▪ Symbols ▪ Current state ▪ Future state

SLIDE 4

Defining Value Stream Mapping

What Is A Value Stream

All of the actions required to conduct a process from beginning to end with the end being defined as “delivery to the customer”.

▪ Value added ▪ Non-value added ▪ Material flow ▪ Information flow

SLIDE 5

Defining Value Stream Mapping

What Is Value Stream Mapping

▪ Looking at the big picture, not just individual processes, and improving the whole ▪ Maps the flow of products through the organization – not departmental flow ▪ Cross functional

SLIDE 6

Defining Value Stream Mapping

Why Map the Value Stream

▪ Visualize the whole flow ▪ See the sources of waste ▪ Provide a common picture ▪ Make decisions about the flow apparent ▪ Coordinates lean concepts and techniques ▪ Show links between processing and information ▪ More qualitative than quantitative

SLIDE 7

Creating A Value Stream Map

Using The Mapping Tool

▪ Identify product family ▪ Draw current-state ▪ Develop future-state ▪ Identify kaizen events ▪ Create work plans for implementation

SLIDE 8

Creating A Value Stream Map

Selecting A Product Family

▪ Focus is on customer needs ▪ Simplifies the mapping process ▪ Walk the process

SLIDE 9

Creating A Value Stream Map

Value Stream Mapping – Tips

▪ Begin with a quick walk from beginning to end of the entire value stream ▪ Begin at the end and work to the beginning ▪ Collect information first hand, following the actual material flow ▪ Collect actual times, do not rely on standards ▪ Map the whole stream yourself ▪ Keep it basic and keep it simple

SLIDE 10

Creating A Value Stream Map

Defining The Current State

▪ Begin with the customer requirements ▪ Analyze the current production situation ▪ Include material and information flows ▪ Identify multiple flows in the stream ▪ Use a common unit of time ▪ Don’t map every part or every step ▪ Get the data accurate

SLIDE 11

Creating A Value Stream Map

Draw the Current State Map

▪ Material flow is drawn left to right ▪ Information flow is drawn right to left ▪ Group continuous flow steps into one process ▪ Use standard symbols / icons ▪ Keep it simple

SLIDE 12

Creating A Value Stream Map

Collect Process Data

▪ Cycle time ▪ Changeover time ▪ Uptime ▪ EPE (production batch size) ▪ Number of operators ▪ Number of product variations ▪ Pack size ▪ Available time ▪ Scrap rate

work time / cycle time x uptime % = available capacity

SLIDE 13

Creating A Value Stream Map

Typical Icons to Use

Link to Acme Icon Set

SLIDE 14

Creating A Value Stream Map

How to Create a Lean Value Stream

▪ Produce to your Takt Time

▪ Available work time / Customer Demand

▪ Develop continuous flow whenever possible ▪ Use supermarkets for upstream processes ▪ Try to schedule only one process ▪ Eliminate over production

SLIDE 15

Creating A Value Stream Map

How to Create a Lean Value Stream

▪ Level the production mix ▪ Level the production rate ▪ Create pull systems to be used ▪ Enable quick changeovers ▪ Try to achieve “every part every day”

SLIDE 16

Creating A Value Stream Map

Drawing The Future-state Map

▪ Identify what increment of work will be used ▪ Define the pacemaker process ▪ Cycle pacemaker process as close to Takt time as possible ▪ What process improvements need to be made ▪ Work with what you have

SLIDE 17

Achieving Future State

Value Stream Plan

▪ What to do by when ▪ Step by step ▪ Measurable goals ▪ Clear checkpoints / real deadlines

SLIDE 18

Achieving Future State

Value Stream Improvement Is Management’s Job

▪ Constant efforts to achieve goals ▪ Firm belief that lean principles can succeed ▪ Really learn and live value stream improvement ▪ Set the example ▪ Focus all resources on the operations ▪ Change organization focus ▪ New performance measures

SLIDE 19

Value Stream Mapping

▪ Draw it in Pictures ▪ Talk the Talk and Walk the Walk ▪ Identify the Value Stream ▪ Eliminate the Waste ▪ Keep it Simple

SLIDE 20

Value Stream Mapping – an Exercise

Acme Stamping From Learning to See

SLIDE 21

Floor Layout

Link to Acme Floor Layout

SLIDE 22

Data Sheet

Link to Acme Data Sheet

SLIDE 23

State Street Assembly Shipping (staging)

18400 pieces/month 12000 L 6400 R Tray = 20 pcs 2 shifts per day

1x day

2700 L 1440 R CT = 40 sec CO = 0 UP = 100% 2 shifts Avail = 460 min 27600 secs

Assembly 2 Assembly 1

CT = 62 sec CO = 0 UP = 100% 2 shifts Avail = 460 min 27600 secs

Welding 2 Welding 1 Stamping

CT = 46 sec CO = 10 min UP = 80% 2 shifts Avail = 460 min 27600 secs CT = 39 sec CO = 10 min UP = 100% 2 shifts Avail = 460 min 27600 secs CT = 1 sec CO = 60 UP = 85% 2 shifts Avail = 460 min 27600 secs 1200 L 640 R 1600 L 850 R 1100 L 600 R 4600 L 2400 R 5 days

Tues + Thurs Michigan Steel Co.

Whole coils

Production Control Weekly Schedule Daily Ship Schedule Daily Order 30/60/90 day forecast Daily Fax 6 week forecast 5 days 1 sec 7.6 days 39 secs 1.8 days 46 secs 2.7 days 62 sec 2 days 40 secs 4.5 days Production Lead Time = 23.6 days Process time = 188 secs

Acme Stamping

Current State Map

MRP 1 1 1 1 1

SLIDE 24

Future State Questions

▪ What is the Takt Time?

▪ Available work time / Customer Demand

28,800 – 1,200 = 27,500 secs per shift 460 units per shift Takt Time = 50 seconds

▪ What supermarkets can be used? ▪ How to make continuous flow? ▪ What is the pacemaker operation ▪ How to level the product mix? ▪ What process improvements area required?

SLIDE 25

State Street Assembly Shipping (staging)

18400 pieces/month 12000 L 6400 R Tray = 20 pcs 2 shifts per day

1x day Stamping

Takt Time – secs CT = 55 sec x 3 CO = 0 min UP = 100% 2 shifts Avail = 460 min 27600 secs CT = 1 sec CO = 60 UP = 85% 2 shifts Avail = 460 min 27600 secs 1.5 days

Daily Michigan Steel Co.

Whole coils

Production Control Daily Orders Daily Order 30/60/90 day forecast Daily Order 6 week forecast 1 sec 1.5 days 1.5 days 165 secs 2 days Production Lead Time = 5 days Process time = 166 secs

Acme Stamping

Future State Map

Welding / Assembly MRP

2 days

20 pcs

1.5 days

20 pcs 1 bin 1 coil 1 coil

SLIDE 26

And You……………?

Examples of what you have seen?

SLIDE 27

NE Indiana Lean Network

Peak Enterprise Solutions

Value Stream Mapping

5/10/2018 2

BRAD STAATS

S E N I O R C O N S U L T A N T

I N D U S T R Y C O N S U L T I N G I N F O R M A T I O N T E C H N O L O G Y E D U C A T I O N & C E R T I F I C A T I O N S

Value Stream Mapping

▪ Agenda

▪ The role VSM serves in Lean Thinking ▪ Business issues associated with implementation ▪ Description of VSM concepts ▪ Create a value stream map

▪ Symbols ▪ Current state ▪ Future state

Defining Value Stream Mapping

What Is A Value Stream

All of the actions required to conduct a process from beginning to end with the end being defined as “delivery to the customer”.

▪ Value added ▪ Non-value added ▪ Material flow ▪ Information flow

Defining Value Stream Mapping

What Is Value Stream Mapping

▪ Looking at the big picture, not just individual processes, and improving the whole ▪ Maps the flow of products through the organization – not departmental flow ▪ Cross functional

Defining Value Stream Mapping

Why Map the Value Stream

▪ Visualize the whole flow ▪ See the sources of waste ▪ Provide a common picture ▪ Make decisions about the flow apparent ▪ Coordinates lean concepts and techniques ▪ Show links between processing and information ▪ More qualitative than quantitative

Creating A Value Stream Map

Using The Mapping Tool

▪ Identify product family ▪ Draw current-state ▪ Develop future-state ▪ Identify kaizen events ▪ Create work plans for implementation

Creating A Value Stream Map

Selecting A Product Family

▪ Focus is on customer needs ▪ Simplifies the mapping process ▪ Walk the process

Creating A Value Stream Map

Value Stream Mapping – Tips

Creating A Value Stream Map

Defining The Current State

▪ Begin with the customer requirements ▪ Analyze the current production situation ▪ Include material and information flows ▪ Identify multiple flows in the stream ▪ Use a common unit of time ▪ Don’t map every part or every step ▪ Get the data accurate

Creating A Value Stream Map

Draw the Current State Map

▪ Material flow is drawn left to right ▪ Information flow is drawn right to left ▪ Group continuous flow steps into one process ▪ Use standard symbols / icons ▪ Keep it simple

Creating A Value Stream Map

Collect Process Data

▪ Cycle time ▪ Changeover time ▪ Uptime ▪ EPE (production batch size) ▪ Number of operators ▪ Number of product variations ▪ Pack size ▪ Available time ▪ Scrap rate

work time / cycle time x uptime % = available capacity

Creating A Value Stream Map

Typical Icons to Use

Link to Acme Icon Set

Creating A Value Stream Map

How to Create a Lean Value Stream

▪ Produce to your Takt Time

▪ Available work time / Customer Demand

▪ Develop continuous flow whenever possible ▪ Use supermarkets for upstream processes ▪ Try to schedule only one process ▪ Eliminate over production

Creating A Value Stream Map

How to Create a Lean Value Stream

▪ Level the production mix ▪ Level the production rate ▪ Create pull systems to be used ▪ Enable quick changeovers ▪ Try to achieve “every part every day”

Creating A Value Stream Map

Drawing The Future-state Map

▪ Identify what increment of work will be used ▪ Define the pacemaker process ▪ Cycle pacemaker process as close to Takt time as possible ▪ What process improvements need to be made ▪ Work with what you have

Achieving Future State

Value Stream Plan

▪ What to do by when ▪ Step by step ▪ Measurable goals ▪ Clear checkpoints / real deadlines

Achieving Future State

Value Stream Improvement Is Management’s Job

▪ Constant efforts to achieve goals ▪ Firm belief that lean principles can succeed ▪ Really learn and live value stream improvement ▪ Set the example ▪ Focus all resources on the operations ▪ Change organization focus ▪ New performance measures

Value Stream Mapping

▪ Draw it in Pictures ▪ Talk the Talk and Walk the Walk ▪ Identify the Value Stream ▪ Eliminate the Waste ▪ Keep it Simple

Value Stream Mapping – an Exercise

Acme Stamping From Learning to See

Floor Layout

Link to Acme Floor Layout

Data Sheet

Link to Acme Data Sheet

Future State Questions

▪ What is the Takt Time?

▪ Available work time / Customer Demand

28,800 – 1,200 = 27,500 secs per shift 460 units per shift Takt Time = 50 seconds

▪ What supermarkets can be used? ▪ How to make continuous flow? ▪ What is the pacemaker operation ▪ How to level the product mix? ▪ What process improvements area required?

Acme Stamping

And You……………?

Examples of what you have seen?

Thank You!!