ManufacturingLeanVsmApsValueStreamMappingAccApr05B

1、private/proprietaryvalue stream mapping workshopacc aps conferencechanchung, china april 2005autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietaryquality firstprofitabilitycompetitivenesssatisfactionautolivjust in time employee involvementleveling pull systemtakt timefreq delive

2、riesline conceptscontinuous flow safety/ ergonomy discipline to stdscont improvementprocess & resultdont blame/judgeflexibility & motiv. quality assurance quality methods six sigma team work5sstandards muda eliminationt.p.m.autoliv-0028b/spower/aps/policy deployment acc workshopprivate/propr

3、ietarywhat is a value stream mapvalue stream mapping is a tool for improvement.allows you to see what is actually happening.allows you to draw a future value stream of how you want the value stream to look thus identifying improvement projects.gives everyone a clear picture of where waste(muda) is i

4、n your companyuseful to highlight cost savings, inventory reductions to help justify investment.autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarycreating a value stream map(current state)1. “go & see” - a quick walk following the path of the product from the shipping doc

5、k to the receiving dock.2. illustrate material movement - draw the movement and distances traveled on a facility layout or sketch3. identify the customer requirementsn volumes, ship frequency, pack-size etc.n may have more than 1 customer for a target productm r breceiving inspectionin s p e c tio n

6、 / r e p a irautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarycreating a value stream map(current state)4. record processes & inventorylist major processes - details within the process would be illustrated using a process mapprocess is defined as an area through which ma

7、terials flow, often separated by stagnating inventorylist the key process information in the process boxindicate locations and quantities of inventory accumulations550 pcsexample process boxinventory symbolprocess:# shifts:total # people:actual time available:# programs/variations:total cycle time:t

8、akt time:daily producation:ftq:c/o time:down time:value added time: wipautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarysupplier selection should be based on:common to target product (s)high cost & or volume - e.g. seatbelts, webbing, micro gas generator, airbags, cushio

9、ns, inflatorssignificant potential for improvement in value streamlimited to 3 to minimize confusion in map (1-2 best)include supplier name, minimum order requirement, pack size, delivery frequency, typical order sizeillustrate material movement from plant to customer(s) and from supplier(s) to the

10、plantinclude method & frequencycreating a value stream map(current state)5. identify the supplier(s) and illustrate external material flowautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarycreating a value stream map(current state)include information to and from internal a

11、nd external sourcesinclude method of communication (electronic or manual)illustrate material movement triggers7. summarize current state value streamcalculate production lead timeinventory in system / daily requirementcalculate value added timefirmunfirmelectronic information6. illustrate informatio

12、n flow and method of material movementpushpullgrocery storeautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarycreating a value stream map(current state)7.create the timelinewrite the lead time beneath each stagnation point on the current state map write the value added time be

13、neath each processadd the lead times together and the value added times together; write the totals at the end of the timeline16 days6.3 days3.2 days18.2 days16 days6.3 days3.2 days18.2 days16 days6.3 days3.2 days18.2 days48 sec162 sec314 sec16 days6.3 days3.2 days18.2 days48 sec162 sec314 seclead ti

14、me43.7 daysvalue added8 min. 44 sec.autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarycreating value stream maps - the current state5 days in transit +11 days = 16 days48 seconds6.3 days162 seconds3.2 days314 seconds17.2 days + 1 day intransit = 18.2 days43.7 days524 sec. or8

15、 min. 44 secabc inc.14,600 pcs/mo.8,000, a6,600 bpack size = 50ship daily2 shifts“a” 1300 pcs“b” 900 pcs“a” 11 days“b” 5.75 dayspro c e s s :shippingstaging# shifts:2total # people:4actual time available:14.4 hours“a” 2550 pcs“b” 2000 pcs“a” 4000 pcs“b” 4000 pcsprocess:molding# shifts:2total # peopl

16、e:10actual time available:14.4 h# programs/variations:3total cycle time:262 sectakt time:71 secdaily production:730ftq:78%c/o time:6 min.down time:4%value added time:48 sec. wip53 aprocess:sewing# shifts:2total # people:10actual time available:14.4 h# programs/variations:3total cycle time:186 sectak

17、t time:71 secdaily production:730ftq:69%c/o time:0down time:11%value added time:162 sec wip169119 a50 bprocess:assembly# shifts:2total # people:14actual time available:14.4 h# programs/variations:3total cycle time:364 sectakt time:71 secdaily production:730ftq:85%c/o time:2 min.down time:8%value add

18、ed time:314 sec wip312212 a100 bxyzcorp.extrusions500 pcs min.50 / cont.3 x / wk1 x dailyproductioncontrolweekly12 weeks4 weeksfaxweeklyfaxdailyschedulebased ondaily cyclecountsweekly schedule5 molds5 machinesm & w - 1500 piecesf - 1000 piecesautoliv-0028b/spower/aps/policy deployment acc worksh

19、opprivate/proprietary a shortened lead time means less inventory in the system - less inventory equates to increased flexibility and decreased obsolescence. shorter lead times increase the number of inventory turns. the current-state map takes multi-dimensional operations and lays them out in a line

20、ar, two dimensional, easy to interpret picture. the map can be used to:understand and communicate the value-streamidentify opportunities within the value streamto make decision about, and plans for, the futurecreating a value stream mapautoliv-0028b/spower/aps/policy deployment acc workshopprivate/p

21、roprietarycreating a value stream mapguidelines for mapping the current state information is collected while walking along the actual pathways of material and information flows. begin at the point closest to the customer (shipping), this process should set the paces for upstream processes. use the s

22、top watch and calculator to calculate the needed information yourself. the owner of the value-stream should personally be involved in obtaining all needed information to ensure accuracy and understanding of the whole flow. draw by hand, begin a rough sketch right in the work area, not intended to en

23、hance computer skillsautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietaryautoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarysymbolscustomer or suppliersupermarket/small inventoryprocess step (combine cells as 1 process unless wip is significant.process st

24、ep shared by other value streams. sub assembly or special packaging cell.data box. placed under significant steps in the map (process step, customer etc.,.). c/t = cycle time seconds, c/o = change over time seconds, batch = batch size and avail = up time oee availability (%), process steps can also

25、hold # of operators or other information which could be useful like # of shifts worked. autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarysymbolsinventory between processes, stores, any inventory accumulation. if 2 locations of inventory close together use 2 icons. external s

26、hipments or receipts, or between factories. pull occurring from supermarket by down stream process.push. material being pushed to down stream process.fifo controlled to maximum number. used when a roller conveyor or other physical arrangements controls both fifo and max quantity of product between 2

27、 process steps.shipments from suppliers, or to customers or to external factories or warehouses. autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarysymbolsinspection, quality control/assurance process step.sequencing. sub assembly produced in sequence without a supermarket or

28、kanban in between. could be computer link or verbal instruction. mrp or erp system. draw computer terminal for interface to value stream.time line. value added time(va) and wait or non value add time (nva). kanban posting location. important improvement opportunity. identified future workshops essen

29、tial to improvement of value stream.autoliv-0028b/spower/aps/policy deployment acc workshopprivate/proprietarysymbolsinventory safety stock, specifically held in case of breakdown, material shortage, system failures, workforce union negociations, etc. electronic flow of information.manual flow of information.production scheduling department, process or person(s).production instruction trigger. (production instruction kanban). signals the production of pre determined quantity for supply downstream or to a