價(jià)值流分析培訓(xùn)

1、Value Stream MappingRecognizing the Value-Added steps in your processesRecommended ReadingLearning to See byMike Rother and John ShookLevels of Value StreamSupply Chain a.k.a Value StreamSuppliersXxx Branch(es)Customer to ConsumerTodayValue Stream MappingValue Stream - All steps, value added and non

2、 value added, required to bring the product from raw material to customer.What is a Value Stream Map? A detailed flow chart A big picture perspective improving the whole, not just optimizing the parts and maybe sub-optimizing the whole We will focus on the door-to-door production inside a plant Help

3、s you see and understand the flow of material and informationValue Stream MappingBenefits of Value Stream MappingMaterial and Information Flows Material flow the movement of material through the factory Information flow another flow associated with production that tells each process what to make or

4、do nextValue Stream Mapping StepsProduct FamilyCurrent StateDrawingWork PlanFuture StateDrawingValue Stream Mapping Steps Choose a product family Begin by drawing the current state (door-to-door) Gather information from the shop floor Development of current state and future state are overlapping eff

5、orts Prepare and begin using an implementation plan Repeat when future state becomes current stateProduct FamilyGather DataTrigger: Done: Manual Cycle Time: Auto Cycle Time: Takt Time: Number of People: WIP Pieces: C/O Time: Distance Item Travels: % Rework: Top 3 Defects: 1. 2. 3. Trigger: Done: Cyc

6、le Time: Takt Time: Number of People: Number of Approvals: Items in Inbox: % Rework: Top 3 Rework Issues: 1. 2. 3. ManufacturingTransactional / OfficeTypical Process Data Cycle time Changeover time Production batch sizes Number of product variations Number of operators Pack size Working time (minus

7、breaks) Scrap rate On-demand machine timeMap the Flow of Itemsuse this box to represent each process step use this symbolfor customers and suppliersuse this symbolto represent asupermarket(first-in-first-out)PROCESSnotes anddetailsEXTERNALPLACESuse this symbolfor stored inventory (known quantities)u

8、se this symbol for pushed inventory (arrow implies WIP)use this symbol for a pull systemuse this symbol for a first-in-first-out flow laneuse this symbol for transportation IFIFOmax 10Map Flow of Informationuse this symbol for manual flow of informationuse this symbolfor electronic flow of informati

9、onuse this symbolto represent information that flows (such as schedule sequence)use this symbol for pull system paper triggeruse this symbol for a pull system returnable container triggeruse this symbol for pull system trigger at a particular quantity leveluse this symbol for pull system go see trig

10、geruse this symbol for pull system information storage pointsinformationMapping Tips Always collect current-state information while walking the actual material and information flows yourself. Start with a quick walk along the entire door-to-door value stream then go back and gather data at each proc

11、ess Begin at the shipping end and work upstream Measure your own times dont rely on standard times, old data in a file, or hearsay Even if several people are involved, map the whole value stream yourself Use butcher paper and markersCurrent State Value Stream MapCurrent State Map By the NumbersStart

12、 with the customer place in the upper right-hand corner of the mapShow the customers requirements in a data boxDraw the basic production processes indicate a process by using a process box draw material flow from left to right on the bottom half of the mapCollect data that will be important for deci

13、ding what the future state will be draw a data box under each process boxValue Stream MapValue Stream MapCurrent State Map By the NumbersNote places in the material flow where inventory accumulates draw an inventory triangle to note the location and amount of inventoryDraw the movement of product to

14、 the customer and note frequencyDraw the supplier(s) in the upper left hand corner of the map note pack size and delivery frequencyCurrent State Map By the NumbersDraw the information flow from right to left in the top half of the mapShow the information flow using an arrow that is labeled with node

15、-box this node describes the information flow arrow Use separate line for different information flows (e.g., forecasts and daily orders) Use a process box to denote any processes within the information flowCurrent State Map By the NumbersUse a striped arrow in the material flow part of the map to de

16、note a push movement of materialDraw a timeline Identify material movements that are pushed by the producer, not pulled by the customer this can be done as you figure out how each process knows what to make for its customer process and when to make itDraw a timeline under the process boxes and inven

17、tory triangles to compile the production lead timeProduction Lead Time The lead time component for a process box is the cycle-time for a part to go through the process Lead times (in days) for each inventory triangle are calculated as: (inventory quantity) x (takt time) / (available work time per da

18、y)A Takt Time Reminder Takt time = (your available work time per shift) / (customer demand per shift) Available working time excludes breaks, lunch, etc. and is recorded in seconds Customer demand is recorded in units or pieces Takt time denotes the rate at which a customer buys one productTIMELINE

19、Create a timeline across the bottom of your Value Stream Map The Upper time should be your Non-Value added time or the amount of time the product is waiting for processing The Lower time should be Value Added time or the amount of processing timeWaste The elements of production that add no value to

20、the product. Things to remember about waste: Waste is really a symptom, not a root cause Waste points to problems in the system To eliminate waste, find and address the root causeActivity Productivity The 8 Deadly Wastes Overproduction Product Defects Inventory Excess Process Transportation Excess M

21、otion Waiting Under-utilizing PeopleHow many operators?Questions for the Future StateWhat is the takt time, based on the available working time of your downstream processes that are closet to the customer?Where can you use continuous flow processing?What is the pacemaker production process that you

22、will schedule?Where will you need to introduce supermarket pull systems in order to control production of upstream processes?Some Definitions (via an Example)Process 1Process 2Process 3Process 4CustomerOne Piece FlowFIFO lanePullSupermarketPacemakerQuestions for the Future StateWill you build to a f

23、inished good supermarket from which the customer pulls, or directly to customer order?How will you level the product mix at the pacemaker process?What increment of work will you consistently release and take away at the pacemaker process?What process improvement will be necessary for the value strea

24、m to flow as your future state design specifies?The Value Stream Plan A yearly plan Shows What you plan to do, step-by-step Measurable goals Checkpoints with deadlines and named people accountableValue Stream Mapping at Gordon (#0500) Gordon Manufacturing Co. (#0500) located in Grand Rapids, Michiga

25、n held a Value Stream Mapping event with the goal of reducing lead time and WIP for levers and lever assemblies that are used in almost every chair control made. The team gathered information and created a value stream map of their current state of material and information flow. This process include

26、d review of the information and material flow from their suppliers of unpainted levers and plastic handles to the painting operation, through the subassembly cell and then delivery to their final assembly areas. The team brainstormed ways to improve the value stream and worked on a future state map.

27、 An action plan was developed to assist the team in achieving the future state. For the last two months, the team has been working on implementing this plan; they have worked with their supplier to set up kanbans, established kanbans at the lever assembly machines, located smaller tubs and carts for JIT production, set up an inspection area at lever assembly, and have eliminated receivin