精益生产之价值流图Value-Stream-MappingPPT课件.pptx

ValueStreamMapping 可编辑 2 Agenda MondayKick OffIntroductionsCurrentStateSteps1 4TuesdayCurrentStateSteps5 7WednesdayCurrentStateSteps8 9IdentifyandPrioritizeImprovementOpportunitiesCreateFutureStateThursdayPrepareforPresentationPresentation 可编辑 3 LearningObjectives Thelearningobjectivesforthiscourseare BeabletocreateCurrentStateandFutureStateValueStreamMapsBeabletousecustomerandbusinessrequirementstoprioritizeimprovementopportunitiesThelearningobjectiveforthiscourseisnot ToteachLeanToolstohelpachieveFutureState 可编辑 4 What sinItforMe Valuestreammappingisavisualtooltohelpunderstandthecurrentvaluestream Itallowspeopletoeasilyunderstandwherewasteexistsintheprocess Itgivestheteamabasisforprioritizingimprovementefforts Itgivestheteamavisualtoolforrepresentingtheirimprovementideas sotheyarebetterabletocommunicatewithpeopleinsideandoutsidetheorganization 可编辑 5 TeachingApproach TeachappropriateValueStreamMappingstepShowsimplifiedexampleShowcomplexrealworldexampleWorkB DIndustriesExerciseinteamsApplylearningtoFlygtprocess 可编辑 6 ValueStreamMappingProcessSteps IdentifyCurrentStateStep1 SIPOCChartStep2 TopDownFlowChartStep3 DetermineProductFamilyStep4 DrawProcessFlowStep5 DrawMaterialFlowStep6 DrawInformationFlowStep7 ProcessDataCollectionStep8 AddProcessandLeadTimedataStep9 VerifyCurrentStateMapIdentifyandPrioritizeImprovementOpportunitiesDetermineFutureStateImplementImprovementstoAchieveFutureState 可编辑 7 ValueStreamManager AssignValueStreamManagerOnepersontomanagethemappingofthetotalflowHasthecapabilitytomakechangesacrossdepartmentalboundariesLeadsthecreationandprioritizationoftheimplementationplanforgettingfrompresentstatetofuturestateMonitorsimplementationandupdatesimplementationplanDriverforresults 可编辑 8 CurrentStateVSM 8 20 000pcs moModule 100 RawmaterialDailyschedule ForgematerialDailyschedule Bolts nuts washersDailyschedule O ring bearing snapringDailyschedule 6MonthForecast WeeklyFax MRP 90 60 30Day DailyOrder DailyRelease 2 Day 1 Week 1000pcs 5000pcs 100pcs 200pcs 30sec 60sec 45sec 50sec 15hours 83hours 2hours Processingtime 185seconds 4hours Productionleadtime 104hours3min 可编辑 9 FutureStateVSM ValueStreamMapping SIPOCTop DownMapValue StreamMapping 可编辑 11 ProcessMappingHierarchy SIPOCchart TopDownProcessFlow VSM Company Mult Plants SinglePlant RouterSteps ProcessSteps Step1SupplierInputProcessOutputCustomer SIPOC Map 可编辑 13 Step1 High LevelSIPOCChart SupplierInputProcessOutputChart SIPOC Customers CompaniesX Y ZOutputs Cost Quality On TimeDeliveryProcess ProduceProducts1 2 3 4 5Inputs RawMaterialSuppliers CompaniesA B C Ahigh levelSIPOCcharthelpstoidentifytheprocessoutput s andthecustomersofthatoutputsothattheVoiceoftheCustomercanbecaptured 可编辑 14 Step1 TheSIPOCChart TranslateCustomerrequirementsintooutputspecificationsandidentifyrelatedKeyProcessOutputVariables KPOVs GoUpsteamtotheProcessSteps s whichmostimpacttheOUTPUTanddeterminetheKeyProcessInputVariables KPIVs TrytouseLeadingMeasure s insteadofLaggingMeasures iflagging thenClose ReduceamountofLagging 可编辑 15 Step1 SIPOCBusinessRequirements NotonlyshouldtheSIPOCchartcapturecustomerrequirements butalsothekeyBusinessRequirementsaswell CustomerRequirementsQualityOn timeDeliveryCost BusinessRequirementsReducedInventoryIncreasedThroughput Step1SIPOCChart B DIndustriesExercise Step2TopDownProcessFlow 可编辑 18 Step2 Top DownProcessFlowPurpose ThepurposeoftheTop DownProcessFlowistodeterminethecorrectleveltoValueStreamMap Itiscriticaltoourbusinesstofocusourimprovementresourcesontheareasthataregoingtohavethegreatestreturn WedonotwanttocreateValueStreamMapsforthesakeofcreatingprettypictures 可编辑 19 TheProcess TheSub Process TheMicro Process Step2 GenericTop DownProcessFlow 可编辑 20 Distribution Pump Motor Foundry Example Step2 Top DownProcessFlowMap Start Stop D 1 D 2 D 3 D 4 D 5 D 4a D 4b D 4c D 4d D 4e Step3DetermineProductFamilytoMap 可编辑 22 Step3 DetermineProductFamilytoMap ChoosetheproductfamilythathasthegreatestimpactontheCustomerOutputs andtheBusinessRequirements Chooseaproductfamilywithcommonflow Chooseaproductfamilywithhighvolume Chooseaproductfamilybasedoncustomerindustry orotherproductsegmentation Ifaproductfamilyisnotreadilyapparent suchasinajobshopenvironment useaprocess productmatrixtoidentifyaproductfamily 可编辑 23 Step3 Process ProductMatrix ProductsandProcessMatrixCreateamatrixofproductsandprocesses equipment throughwhichtheypass Referenceroutersifnecessarybutensuretheyareverifiedandnotassumedtobeaccurate Groupsimilarproductstogether Step4DrawtheProcessFlow 可编辑 25 Step4 DrawtheProcessFlow Tips Beginattheendoftheprocess shipping andworkupstreamDeterminewherematerialandinformationisusedalongtheprocessMaptheentireprocessasateamtounderstandtheentireflowDrawValueStreamMapsbyhandtogetitdonequickly andmakeiteasytochangeLessonsLearned GetalignmentonstartandendofvaluestreambeforebeginningmapBemindfulofprocessesthatareinparallelvs seriesCaptureallreworkloopsandinspectionstationsonthemapLimitthevaluestreamtojustoneproductfamily 可编辑 26 Step4 SampleSymbols Machining ProcessBox DataBox I Inventory 1 Operator ManualInformation ElectronicInformation InspectionPoint WithdrawalKanban PushArrow Customers Suppliers ToCustomer ProductionKanban Supermarket TruckShipment FutureStateImprovement GoSee Scheduling DailySchedule Schedule 可编辑 27 Step4 ValueStreamMappingSheets 可编辑 28 Step4 DrawtheProcessFlow CUSTOMER 28 RawmaterialDailyschedule ForgematerialDailyschedule Bolts nuts washersDailyschedule O ring bearing snapringDailyschedule 可编辑 29 Step4 ProcessFlow LiquidPharmaceuticalCurrentStateVSM Step4DrawtheProcessFlow B DIndustriesExercise 可编辑 31 Step4 B DIndustriesExercise CompletethefollowingstepsusingtheinformationfromB DIndustries CurrentStateProcessFlowMaterialrequiredateachprocessstepInformationrequiredateachprocessstep Time 1Hour Step4DrawtheProcessFlow FlygtActivity2Hours Step5DrawtheMaterialFlow 可编辑 34 Step5 DrawtheMaterialFlow ShowthemovementofallmaterialusedintheValueStream Groupmaterialwiththesameflow Mapallsub assemblyprocesses Includeanyincominginspection andmaterialtestingoperations 可编辑 35 Step5 DrawtheMaterialFlow RawmaterialDailyschedule ForgematerialDailyschedule Bolts nuts washersDailyschedule O ring bearing snapringDailyschedule 可编辑 36 LiquidPharmaceuticalCurrentStateVSM Step5 MaterialFlow Step6DrawtheInformationFlow 可编辑 38 Step6 DrawtheInformationFlow Maptheinformationflowfrompurchaseorderreceipttoorderrelease shop floororders purchaseorders Documenttheproductionordersassociatedwiththepartsthroughthesystem Documenttheschedulingsystemanddocumenttrackingofthepartsastheymovethroughthesystem Documenthowthesystemcommunicateswiththecustomerandsupplier Documenthowinformationisgathered i e electronic manual gosee etc 可编辑 39 Step6 DrawtheInformationFlow 可编辑 40 20 000pcs moModule 100 RawmaterialDailyschedule ForgematerialDailyschedule Bolts nuts washersDailyschedule O ring bearing snapringDailyschedule 6MonthForecast WeeklyFax MRP 90 60 30Day DailyOrder DailyRelease Process Material InformationFlow 1 Week 可编辑 41 Step6 InformationFlow LiquidPharmaceuticalCurrentStateVSM Steps5 6DrawtheMaterialandInformationFlow B DIndustriesExercise 可编辑 43 Steps5 6 B DIndustriesExercise CompletethefollowingstepsusingtheinformationfromB DIndustries CurrentStateMaterialFlowCurrentStateInformationFlow Time 30minutes Steps5 6DrawtheMaterialandInformationFlow FlygtActivity3Hours Step7ProcessDataCollection 可编辑 46 Step7 WhatDataDoYouCollect FrequencyVariation 可编辑 47 Step7 ProcessDataCollection CollectProcessDataCycleTimeProcessTimeWIPTaktTimeSet UpTimeUptimeBatchSize OperatorsInputsandOutputs XsandYs OperatingTime MinusBreaks ScrapRate C T 36Sec SetUpTime7Min Uptime86 BatchSize50 DataBox 可编辑 48 Step7 ProcessDataCollection Tips Usethesametimeunitforcycletimes takttimes andavailableworktimes Avoidtheuseofdecimalminutes Remembertosubtractbreaks meetings andcleanuptimesfromavailableworkingtimepershiftattheprocess Understandwhattolookforincalculatingbatchsize Anexamplewouldbeamoldingoperationthatchangesovereveryday Yourbatchsizewouldbeonedaysworthofparts Understandthedifferencebetweencycletime leadtime andvalueaddtime 可编辑 49 Step7 ProcessDataCollection 20 000pcs moModule 100 RawmaterialDailyschedule ForgematerialDailyschedule Bolts nuts washersDailyschedule O ring bearing snapringDailyschedule 6MonthForecast WeeklyFax MRP 90 60 30Day DailyOrder DailyRelease 2 Day 1 Week 1000pcs 5000pcs 100pcs 200pcs 可编辑 50 Step7 ProcessDataCollection LiquidPharmaceuticalCurrentStateVSM Step7ProcessDataCollection B DIndustriesExercise 可编辑 52 Step7 B DIndustriesExercise Createthefollowingdataboxesforeachprocessstep CycleTimeChangeovertimeUptimeInventoryAvailableworktime Time 30minutes Step7ProcessDataCollection FlygtActivity4Hours Step8AddProcessandLeadTimeData 可编辑 55 Step8 AddProcessandLeadTimeData Drawatimelineunderprocessboxesandinventorytocompleteproductionleadtimeandprocesstime 16hours 1hour 2hours 1day 40hours 1hour 8hours 16hours 8hours ProductionLeadTime 91hours ProcessingTime 4hours 可编辑 56 Step8 AddProcessandLeadTimeData LiquidPharmaceuticalCurrentStateVSM Step8AddProcessandLeadTimeData B DIndustriesExercise15Minutes Step8AddProcessandLeadTimeData FlygtActivity45Minutes Step9VerifytheCurrentStateValueStreamMap 可编辑 60 Step9 VerifytheCurrentStateVSM PeerReviewNon teammemberswhoknowtheprocess Reviewprocessbothinternallyand atitsedges theinterfaces Revisitthelinetoverifycurrentstate Ensurethatallreworkloopsarecaptured IdentifyandPrioritizeImprovementOpportunities 可编辑 62 ImprovingtheCurrentState MakingaValueStreamLeanIdentifyareasofwasteHighlightareasofopportunityLeanprincipleapplicationDetermineFutureStateBreakimplementationintostepsPrioritizeimprovementtoolimplementationValueStreamManagerinvolvement 可编辑 63 SevenSourcesofWaste Overproduction producingtoomuchottoosoon Waiting idletime TransportationUnnecessaryMotionOver Processing toomanystepstocompleteajob InventoryProducingDefects 可编辑 64 FutureStateQuestions 1 WhatistheTaktTime Whatisactualfinalcustomerusage WhatistheCustomercommunicateddemand Whatistherange orvariability 2 Willyoubuildtoafinishedgoodssupermarket ordirectlytoshipping DoesFinalAssemblybuildandshipdirectlytothecustomer retail ortoadistributioncenter 可编辑 65 FutureStateQuestions 3 Wherecanyouusecontinuousflow Howcanyouflowwithmaximumvelocity EPED withineachplant 4 Wherewillyouneedtousesupermarketpullsystems Doeseach customer pullfromitssupplier 5 Atwhatsinglepointintheproductionchainwillyouscheduleproduction Isfinalassemblyinsyncwiththecustomer 可编辑 66 FutureStateQuestions 6 Howwillyouleveltheproductionmix Isfinalcustomerdemand orderingifbuildtoorderorbuyingifbuildtoinventory level Does canthefinalbuildsequencematchactualdemand Does canthebuildsequencematchoperations capability 7 Whatincrementofworkwillyouconsistentlyreleaseandtakeaway Areyouorcanyouusemilkrunlogistics 可编辑 67 FutureStateQuestions 8 Whatprocessimprovementswillbenecessary CaneveryplantinthevaluestreambuildEveryProductEveryDay Wherecanyoureduceinventorytocutleadtime 1 CutWIPfirst then2 RawMaterial then3 FinishedGoodsOverwhelmingmacro processimprovementneedillustratedbyMacro Mapping FixtheInformationsystem 可编辑 68 ApplyLeanPrinciples 1 SynchronizeProductionwithCustomerDemand ProducetotheTakttime 2 IdentifyandGetRidofNon ValueAddedActivities3 DevelopContinuousFlowWhereverPossible4 Use Supermarkets toControlProductionWhereContinuousFlowIsNotPossible5 ScheduleOnlyOneProcess TheBottleneck 6 LeveltheProductionMixandVolume7 ReduceProcessChangeoverTimes8 ReduceBatchSizes 可编辑 69 TAKTTime TAKTTimedeterminestherateatwhichworkmustbeaccomplishedateachoperation OperationalCycleTime basedonthelinerate TAKTistherhythmorpulseofaprocess 可编辑 70 167 168 125 210 160 50 70 90 110 130 150 170 190 210 230 FrontDiff DriveShaft TorqueExhaustManifold InstallOxygenSensor StarterCables TorqueDiff TransWireHarness SecondsPerPiece Constraint Unbalanced TaktTime 170seconds pc UnbalancedLineCondition 可编辑 71 LeanImproveToolSummary GenericPull SystemtocontrolWorkInProcesstostabilizecycletimeforagivenexitrate ReplenishmentPull Systemtotriggerproductreplenishmentbasedonactualcustomerdemand Kaizen ProvidesDMAICframeworkfor blitz styleimprovementprojects DMAIC workout 5S structuredmethodtoclean up organize andsustainorganizationinanareaasafoundationforleanimprovementsinproductivity quality andoutput VisualControlTools Installshighlyvisualtoolstomeasure improve andcontrolaprocess AnalyticalBatchSizing Analyticalmethodforre sizingbatchestoimproveprocesscapacityandflexibility SetupReduction Structuredfour stepmethodforreducingsetuptimestoimproveprocessflexibility DefectPrevention Structuredmethodtoprevent notinspectout defectstoreducequalitycostsandimprovecustomersatisfaction ProcessFlowImprovement Methodtoimplementworkcellstoreducenon valueaddtime transporttime queuetime materialhandlingtime andimproveproductivity LineBalancing MethodtobalanceprocesstaskstoincreaseoutputorproductivitySalesandOperationsPlanning Providesresourceplanningframeworkandtoolsprovidecapacityvisibilityandlevelloadscheduleswhereapplicable TotalProductiveMaintenance Structuredmethodtoincreaseresourceuptimeandimproveprocesscapacityandflexibility 可编辑 72 TheFutureStateMap MaptheFutureStatetoPrioritizeImprovementOpportunitiesUtilizeTaktcalculationsHaveagoalofOnePiece Continuous flowEstablishstockingprograms utilizingKanbans wherecontinuousflowisnotpossible Findopportunitiestoshorten reducescrap downtime setuptime value addtime Don ttrytochangeproductdesigns technology orplantlocationson1stiterationsofyourfuturestatedesign 可编辑 73 UseofFutureStateMap PrioritizeOpportunities See andManagetheOverallMaterialFlowCommunicationof TheFuture CreateaPlanwithTimeframes 可编辑 74 NowWhat Approach 1PrioritizeImprovementsbasedonCustomerOutputsandBusinessRequirementsApproach 2BreaktheFutureStateintoLoopsPacemakerLoopSupplierLoopIntermediateLoop s PrioritizetheLoopsBuildaValueStreamImprovementPlan 可编辑 75 Approach 1 DetermineCustomerOutputsandBusinessRequirementsDetermineImprovementOpportunitiesPrioritizeOpportunitiesbasedonimpacttoCustomerandBusinessRequirements 可编辑 76 FutureStateVSM 76 20 000pcs moModule 100 6MonthForecast DailyOrder 90 60 30Day DailyOrder 2 Day Daily 200pcs 500pcs Max100pcs Max200pcs 30sec 60sec 45sec 50sec 2 5hours 10hours 2hours Processingtime 185seconds 4hours Productionleadtime 18hours33min Set upReduction Batch Bin DailyOrder TPM FIFO FIFO Mat Mat 1 Set upreduction2 PullSystems3 TPM 可编辑 77 Approach 2 CombineProcessStepsintoValueStreamLoops SupplierLoopProcessLoop s PacemakerLoopOnestrategyistostartwithyourdownstream pacemaker loopandtransitionupstream Chooseloopwherelikelihoodofsuccessishigh Chooseloopwhereprocessiswellunderstoodbytheteam 可编辑 78 PickaStartingPointWithinaLoop DevelopcontinuousflowwithrelationtoTakttime Establishpullsystemstocontrolproductionflow Leveltheproductionvolume Kaizentocontinuallyeliminatewaste reducebatchsizes andshrinkKanbanloopinventory 可编辑 79 FutureStateVSM 20 000pcs moModule 100 6MonthForecast DailyOrder 90 60 30Day DailyOrder 2 Day Daily 200pcs 500pcs Max100pcs Max200pcs 30sec 60sec 45sec 50sec 2 5hours 10hours 2hours Processingtime 185seconds 4hours Productionleadtime 18hours33min Set upReduction Batch Bin DailyOrder TPM FIFO FIFO Mat Mat PacemakerLoop ProcessLoop SupplierLoop 1 PacemakerLoop2 ProcessLoop3 SupplierLoop 可编辑 80 ValueStreamImprovementPlan Date TODAY Preparedby ValueStream ScrewBees Year JoeOptimist PlantLevelObjective V S Loop ValueStreamObjective Goal 1 2 3 4 5 6 7 8 9 10 11 12 Person Resp Comments ImproveScrewBeeProfit ContinuousFlow ZeroWIP ReduceScrewBeeLeadtime ReduceCT 210sec orless Havemorefun ReduceC O Zero Playmoregolf 1 ImproveUptime 100 Developpullsystem 2daysFGI PullSystematPress 1dayInventory Pullwithnoschedule 2 ReduceC O 10minutesorless ReduceBatchsizes 570flat 175phillips DevelopPullsystem 1 5daysofinventory Getdailydeliveries 3 YEARLYVALUESTREAMPLAN MONTHLYSCHEDULE 2001 NeedSMEDtrainingbeforeKaizenSinglepiecefloweventJanuaryandMarch EstablishTPMownerandstartwithfocusedimprovement CollectdatatocalculateKanban Purchasereturnablecontainers ConductSMEDevent includeplannerstoassurelotsizedecreasealongwithset upreduction ConductKanbantrainingforSuppliers Contactotherareafactoriestoorganizecooperativemilkruns One PiecePaul SallySMED KarlKanban PressroomTeam HarveyMackay 可编辑 81 ValueStreamMappingHelpfulHints AlwayscreateProcessMapsandValueStreamMapswithateam Rarely doesonepersonhaveallprocessknowledge Interrogatetheprocessbywatchinginmanydifferentconditions Youmustwatchtheprocessasithappenstoseethedetailyouneed Don tletspacebeanissue Considerusingpost its astheprocessstepsandpostonawalltogetyourinitialideasacross Ifyourmapdoesnothaveenoughspacetolistalltheinformation usenumberedreferencesheetsasattachments MaintainyourProcess Value StreamMapswithdatesandupdatethemasnecessary Usethemasareference Alwaysmaintainabaselineandversioncontrol 可编辑 82 LiquidPharmaceuticalFutureStateVSM RawMaterials MRPtransaction Receiving 0 5 Inspection Receiving UnpackBottles Unpack BottleWasher Washer Fill Cap Fill HeatShrink Sealer LabelsonBottles L