Professional Documents
Culture Documents
Lean Foundations
Continuous Improvement Training
Learning Objectives
All the actions, both value added and non-value added, currently
required to bring a product from raw materials to the customer.
The Value Stream Perspective
A value stream is all the actions (both value added and non-value
added) currently required to bring a product (or transaction) though the
main flows essential for every product/ service: from raw material/
(customer need), through all the required steps, then – back to the
arms of the customer.
WIP 870
P/T 6N P/T 8H P/T 3 HR
WIP 696
WIP 8 COILS 15K
QTIME QTIME
LOT 75K 120K WIP
72H
8 6 8 3
DOWNTIME 15.5%
INSP BREAKDOWN
STORE STAGE
PROFILE 911
LEAD 2231.1
7% WIP WIP
LOT 1 COIL VA 210.1
SCRAP 746K 108K
1. Map major process steps
QTIME 8HR
TIME .1
WIP 15K
8 1OK Q/T X SHIPPED PER DAY
2. I.D. Value (green/ yellow) / Non-value (red)
8
850K
Prod’n Cont.
12 WEEK FORECAST
Daily
OXOX IRREGULAR
PITCH = 60
MINUTES
1 DAY
C/T=1568 m FIFO
C/T=936 m FIFO C/T=60 m C/T=210 m FIFO C/T=30 m
C/O=50 min. C/O=0 min. C/O=30 min. C/O=0 min. C/O=0 min.
2 SHIFTS 1 SHIFT 1 SHIFTS 1 SHIFTS 1 SHIFTS
2 DAYS OPER. 48 2 DAYS OPER. 24 OPER. 5 OPER. 6 OPER. 2
Structural
Steel Sawed
Components
machined
Inspection
Mech parts to
Elect/Mech Parts Parts Mech
Mech Assembly
Recd stocked Assembly
Staging
Elect parts to
Elect
Elect Assembly
Assembly
Staging
Ship to
Warehouse Shipping Crating Run Test Inspection
Customer
Structural
Steel Sawed
Components
machined
Inspection
All parts to
Elect/Mech Parts Mech/Elect
Assembly
Recd Assembly
Staging
Operational
OperationalLevel
Level(SIPOC)
(SIPOC)
Process
ProcessMap
Map(functional)
(functional)
Product
ProductFamily
Familyor
or
“Value Stream”
Main
MainProcess/
Process/Information
InformationFlow
Flow
(door
(doorto
todoor)
door)
Material and Information Flows
A s s e m b ly S te p s & E q uip m e nt
1 2 3 4 5 6 7 8 9
A X X X X X
B X X X X X X A Product
Family
PRODUCTS
C X X X X X X
D X X X X X
E X X X X X
F X X X X X
G X X X X X
What will be seen?
Production System
based on Customer pull rate
Quality
Speed
Value Stream Mapping
Rec 9000
C/T 15 min Q/T 480 Dist 285” Q/T 60 min C/T 1 min C/T 8 min Dist 30”
1 deliver
Batch 12 WIP150 8 per day 50 pcs Req 450 Batch 6 8 per day
each
Req 450 pcs
month
Supplier
Delivers Daily
Maintains 475
in Kanban
Kanban
Kanban
Kanban
Prep Mach Assy Ship
15 pc 35 Pcs
C/T 15 min C/T 1 min C/T 5 min Store orders C/T 75 min
10 Replin 25 Replin Req 450
Batch 12 Req 450 3 Day ahead 10 Orders
Req 450 pcs Oper 5 of shipping
Value Stream Mapping
Best Practices
• Always map in pencil - rough out 1st, clean later.
• Start at the customer and work backwards.
• Don’t be too detailed at first, list major process steps.
• Walk the actual material and information flows yourself.
• Start with a quick walk, to get a feel for the
flow and sequence then, go back and talk
to the right people for each step.
(Don’t forget second and third shifts)
Deliverables:
Map your current process
On completed Value Stream Map, include:
– Color Code (all Value added operations vs. Non-
value added operations)
– Document process and cycle times, distances
and units (as best as possible)
Develop a “Future State” Map (if time permits)
Provide a prioritized list of potential opportunities
for improvement … i.e. – 7 wastes tagged by
Safety, Quality or Speed of Execution (SQS
categories)
Value Stream Symbols
and Definitions
Addendum
C/T=120 sec.
C/O=22 min.
3 SHIFTS
W/T=20 hrs Process Data Box Used to record information concerning
3% SCRAP
a manufacturing process, department,
etc.
Tuesday
+ Thurs Truck Shipment Note the frequency of shipments.
Physical pull
Pull of materials from a supermarket.
Transfer of controlled
quantities of material Indicates a device to limit quantity
FIFO between processes in a and ensure FIFO flow of material
first in first out seq. between processes.
Books: Learning to See, Lean Thinking
30
Information Icons Represents Notes
Lean Foundations
Continuous Improvement Training