ValueStreamMapping某著名外企

1、 2006 george group consulting, l.p. value stream mapping - v1page 1 value stream mapping value stream mapping - v1page 2 lean six sigma dmaic improvement process road map review project charter validate problem statement and goals validate voice of the customer and voice of the business validate fin

2、ancial benefits validate high-level value stream map and scope create communication plan select and launch team develop project schedule complete define gate identify potential root causes reduce list of potential root causes confirm root cause to output relationship estimate impact of root causes o

3、n key outputs prioritize root causes complete analyze gate develop potential solutions evaluate, select, and optimize best solutions develop to-be value stream map(s) develop and implement pilot solution confirm attainment of project goals develop full scale implementation plan complete improve gate

4、 implement mistake proofing develop sops, training plan and process controls implement solution and ongoing process measurements identify project replication opportunities complete control gate transition project to process owner project charter voice of the customer and kano analysis sipoc map proj

5、ect valuation / roic analysis tools raci and quad charts stakeholder analysis communication plan effective meeting tools inquiry and advocacy skills time lines, milestones, and gantt charting pareto analysis belbin analysis value stream mapping value of speed (process cycle efficiency / littles law)

6、 operational definitions data collection plan statistical sampling measurement system analysis (msa) gage r operating parameters; process and lead times; etc. value stream mapping - v1page 10 value stream mapping example: current state vsm 20,000 pcs/mo module=100 supplier distribution assembly 2 as

7、sembly 1machine 1machine 2 receiving/warehouse 2/day 1/week customer 1000 pcs5000 pcs100 pcs 200 pcs i iiii machining and assembly forecast, 6 month, fax order, weekly (5-day), fax mrp forecast, 90/60/30 day, fax order, daily, fax customer service mrp purchasing mrp 100 pcs i 100 pcs i work orders,

8、daily release, paper 100 pcs 1, 1x8 hr shift 1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift 1, 1x8 hr shift 1, 1x8 hr shift x= x-purc parts c/o = 2 min uptime 95% batch size 500 p/t = 80 sec y= raw casting x=x-raw casting c-daily schedule c/o = 30 min uptime 95% batch size 100 p/t = 30 sec x=x-machin

9、e 1 material c-daily schedule c/o = 60 min uptime 80% batch size 100 p/t = 45 sec x=x-machined part, bolts, nuts, washer, c-daily schedule c/o = 5 min uptime 95% batch size 100 p/t = 60 sec x=x-assy 1, o-ring, bearing, snap ring, c-daily schedule c/o = 10 min uptime 95% batch size 100 p/t = 50 sec x

10、=x-assy 2, x-packaging c-daily schedule c/o = 10 min uptime 95% batch size 100 p/t = 90 sec y=machined party=machined party=assy 1y=assy 2y=shipped order 20 sec 50 sec35 sec 40 sec 23.7 hours92.1 hours 1.6 hours p/t= 145 sec 3 hours plt = 12.3 hrs 80 sec + 1.8 hours 30 sec 60 sec 45 sec 50 sec 90 se

11、c inventory 2006 george group consulting, l.p. value stream mapping - v1page 11 creating current state value stream maps value stream mapping - v1page 12 value stream mapping steps step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/proce

12、ss family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map value stream mapping - v1page 13 o u t p u t process c u

13、 s t o m e r requirements, specs and information s u p p l i e r i n p u t boundary - (“triggers” process) boundary - (process completed) step 1: the sipoc chart the sipoc chart helps us to begin to bound the process we wish to map value stream mapping - v1page 14 step 1: high-level sipoc chart usup

14、plier input process output chart (sipoc) ncustomers: companies x, y, pick the top 2. c. for each customer group, list the customer expectations. nprioritize the expectations. nthe most important expectations are designated customer ctqs (critical to quality). in some situations, there may also be ct

15、ds (critical to delivery) and ctcs (critical to cost) identified. nthe ctqs, ctds and ctcs constitute the customer requirements needed to complete the sipoc. value stream mapping - v1page 17 sipoc tips d. research and determine the inputs into the process that affect the outputs use leading versus l

16、agging measures whenever possible: nleading measures tell the need to adjust process before the fact. nevaluate inputs and adjust downstream process to reflect results of evaluation. nlagging measures inform about process performance and the need for adjustment after the fact. nevaluate results of p

17、rocess step and feed information upstream. nexample: the length, in inches, of columns of lost dogs in la is a leading indicator of a major earthquake they feel the tremors that we dont feel that precede a major earthquake e. not only should the sipoc chart capture customer requirements, but also th

18、e key business requirements as well: nreduced inventory nincreased throughput nlower cost value stream mapping - v1page 18 sipoc example: pizza delivery uboundaries where does the process of buying a pizza start? when the customer calls the pizza shop. nwhen does this process stop? when pizza is del

19、ivered. ucustomers who are the customers? college kids, suburban families, sports fans, singles. uoutputs what does the customer want? a delivered pizza. what are the requirements: to have hunger satisfied, hot pizza, lots of toppings, delivered on-time, order correct, good price. uoutput specificat

20、ions nctqs: pizza must be 120 degrees +/- 5 degrees order must have zero defects pizza must weight 4.0 lbs +/- 1 lbs nctds: pizza must be delivered in 20 minutes +/- 5 minutes delivery person must be clean and courteous nctps: price must be less than $11 per large pizza with coupon uinputs pizza ing

21、redients, customer order, pizza shop with equipment and employees. what are the requirements: trained pizza maker, mapping software expertise for delivery personnel, service training for pizza shop employees, equipment that works uinput specifications: nfresh produce and meats (less than one day, co

22、ntinuously refrigerated) n99% pizza maker uptime, 95% delivery vehicle uptime npassing grade on pizza maker, software, and customer service tests (80%) usupplier food distributor, pizza equipment (2) assumptions; (3) questions; and (4) additional observations value stream mapping - v1page 64 process

23、 and value stream mapping helpful hints (cont.) umapping the current state and gathering data nyou must walk the process (experience it) to accurately capture the process. ntalk to the operators and/or office staff to find the hidden factories/offices, then verify. nuse flip-charts vs computers make

24、s the map more visual. nconcentrate on the process, not the tools and symbols. ncreate your own standard symbols if necessary. nidentify what is currently used to measure process effectiveness, efficiency and customer satisfaction (take detailed notes!) ndo not use data your team does not verify the

25、mselves. value stream mapping - v1page 65 helpful hints example use paper and pencil first value stream mapping - v1page 66 effective process and value stream maps uinitially, they serve to clarify the problem and possible causes. ngain agreement on current operations: lwho are the current customers

26、 of the process, and by customer set? lwhat is currently being delivered; what is value added, what is not? nshow relationships/interfaces between disparate elements where are the disconnects in production or information flow? ndetermine where the process is most likely to give the most pertinent in

27、formation. lwhat do we need to know? lwhere are we going to get it? value stream mapping - v1page 67 effective process and value stream maps (cont.) uthen, utilize the map as a template for gathering data and showing data relationships. nuse as a skeleton to display relevant data. ufinally, the maps

28、 assist the improvement discussions and implementation planning as well as the actual implementation. nshow results of “what if” exercises. uadditionally, the maps can be used on a long term basis to communicate the process performance to the rest of the organization. 2006 george group consulting, l

29、.p. value stream mapping - v1page 68 next steps: the future state uvisualizing the future state of the process helps to identify and prioritize improvement opportunities value stream mapping - v1page 69 improving the current state uvalue stream maps, are not only a key tool of the lean six sigma mea

30、sure phase, but also the analyze and improve phases as well. uas we move through analyze and improve, we will want to improve the current state and develop the future state map. 1.review strategic focus of the business 2.identify areas of waste through mapping 3.highlight areas of opportunity 4.appl

31、y lean principles 5.determine future state 6.break implementation into steps 7.prioritize improvement tool implementation 8.involve the value stream manager key steps value stream mapping - v1page 70 strategic goals of the business uwhen improving a value stream, consider the strategic goals of the

32、business to help identify improvement focus areas: nreduce working capital linventory (raw material, work in process, finished goods) laccounts receivables lcapital outlays lfloor space nincrease capacity nreduce cost lmanufacturing overhead ldirect labor lindirect labor lselling, general, and admin

33、istrative nimprove flexibility nreduce lead time nimprove quality/yield nimprove customer satisfaction .other? value stream mapping - v1page 71 what wastes can be removed to meet the strategic goals of the business? ureview the seven sources of waste 1.transportation (moving material/product from on

34、e place to another) 2. inventory (material/product/information waiting to be processed) 3. motion (excess movement and/or poor ergonomics) 4. waiting (delays caused by shortages, approvals, downtime) 5. overproduction (producing more than is needed) 6. overprocessing (adding more value than the cust

35、omer is paying for) 7. defects/rework (doing the same job/task more than once) nremembered using the acronym t.i.m.w.o.o.d. nanother waste is: people (untapped and/or misused resources) ubrainstorm improvement ideas focused on reducing waste to meet the strategic goals of the business nwithout sacri

36、ficing other areas! future state questions value stream mapping - v1page 72 future state questions u“what process improvements can be applied?” n5s and standardized operations nkanban (pull systems/supermarket) nsetup (changeover) reduction ndowntime reduction (preventive maintenance) nprocess (line

37、) balancing nlayout improvement (work cells) ndefect prevention nvariation reduction ndesign of experiments nvalue add time (cva) improvement ucan any of these improvements be done immediately, with low risk but high reward? value stream mapping - v1page 73 future state questions u“what is the requi

38、red takt time?” nwhat is actual customer usage versus the customer communicated demand? nwhat is the range and standard deviation (variability), in this demand? u“how will you level the mix?” nis customer demand level? ndoes the output of the process match actual demand (mix)? u“where is the bottlen

39、eck and how will you manage it? ndo you have queue management in place and visual control tools in place? ndoes the output of the process match the process capacity (volume)? u“where can you use continuous flow?” nare work cells possible? nhow can you flow with maximum velocity within each process?

40、ncan you get to one-piece flow (batch size of one) (cont.) value stream mapping - v1page 74 future state questions (cont.) u“at what single point in the process will you schedule” nchange in component flexibility? nis this process step in sync with the customer? u“where will you need to use supermar

41、ket pull systems?” ndoes each “customer” pull from its supplier or do we build to order? ndoes final assembly build and ship directly to the customer (retail) or to a distribution center? u“what increment of work will you consistently release and take away?” nare batch/lot sizes analytically calcula

42、ted (based on process parameters). nis it possible to use “milk run” logistics for transportation? u“what process improvements will be necessary to make this happen?” value stream mapping - v1page 75 apply lean principles 1.synchronize production with customer demand (produce to the takt time) 2.ide

43、ntify and get rid of non-value added activities 3.develop continuous flow (one-piece-flow) wherever possible 4.use “supermarket” kanban and wip caps to control production where continuous flow is not possible 5.manage the time trap 6.level the production mix and volume 7.reduce changeover times, dow

44、ntime, defects 8. reduce batch sizes value stream mapping - v1page 76 the future state a final note udont try to change product designs, technology, or plant locations on 1st iterations of your future state design. these are often suggested as improvement possibilities but, in almost all cases, sign

45、ificant improvements can be realized with out going these routes. value stream mapping - v1page 77 visualizing the future state 20,000 pcs/mo module=100 supplier 1/week customer machining and assembly forecast, 6 month, fax order, weekly (5-day), fax mrp forecast, 90/60/30 day, fax order, daily, fax

46、 customer service mrp purchasing mrp distribution assembly 2 assembly 1machine 1machine 2 receiving/warehouse 2/day 1, 1x8 hr shift 1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift 1, 1x8 hr shift 1, 1x8 hr shift x= x-purc parts c/o = 2 min uptime 95% batch size 500 p/t = 80 sec y= raw casting x=x-raw

47、casting c-daily schedule c/o = 30 min uptime 95% batch size 100 p/t = 30 sec x=x-machine 1 material c-daily schedule c/o = 60 min uptime 80% batch size 100 p/t = 45 sec x=x-machined part, bolts, nuts, washer, c-daily schedule c/o = 5 min uptime 95% batch size 100 p/t = 60 sec x=x-assy 1, o-ring, bea

48、ring, snap ring, c-daily schedule c/o = 10 min uptime 95% batch size 100 p/t = 50 sec x=x-assy 2, x-packaging c-daily schedule c/o = 10 min uptime 95% batch size 100 p/t = 90 sec y=machined party=machined party=assy 1y=assy 2y=shipped order 20 sec 50 sec 35 sec 40 sec 23.7 hours92.1 hours 1.6 hours

49、p/t= 145 sec 3 hours plt = 122.3 hrs 80 sec + 1.8 hours 30 sec 60 sec 45 sec 50 sec 90 sec 200 pcs kanbankanban fifofifo kanban kanban set-up reduction tpm 500 pcs max 100 pcs max 200 pcs kanban daily order via paper analytical batch size value stream mapping - v1page 78 liquid pharmaceutical future

50、 state vsm supplier raw materials mrp transaction receiving 0.5111 inspection receiving 1 unpack bottles unpack 1 bottle washer washer 1 fill & cap fill 1 heat shrink sealer 1 labels on bottles labeler 1 pack product drop pack 1 labels on package label 1 tag & crate palletizer 1 shrink wrap & load s

51、hip 1 distribution center customer 888 cases/day 37 cases/hr 11111 kit neck rings c/t 5 minutes c/o n/a oee n/a available time 27,600 seconds process time 5 minutes c/t 15 minutes c/o n/a oee xx % available time 27,600 seconds process time 15 minutes c/t 20 minutes c/o n/a oee xx % available time 27

52、,600 seconds process time 20 minutes c/t 0.2 minutes c/o n/a oee 98 % available time 27,600 seconds process time 0.2 minutes c/t 12 seconds c/o n/a oee 99 % available time 27,600 seconds process time 12 seconds c/t 35 minutes c/o 10 minutes oee 97 % available time 27,600 seconds process time 35 minu

53、tes c/t 90 minutes c/o 180 minutes oee 95 % available time 27,600 seconds process time 90 minutes c/t 45 minutes c/o n/a oee xx % available time 27,600 seconds process time 35 minutes c/t 20 minutes c/o n/a oee xx % available time 27,600 seconds process time 20 minutes c/t 10 seconds c/o 45 minutes

54、oee 96 % available time 27,600 seconds process time 10 seconds c/t 35 seconds c/o 30 minutes oee 92 % available time 27,600 seconds process time 35 seconds c/t 120 minutes c/o 120 minutes oee 98 % available time 27,600 seconds process time 2 minutes c/t 10 seconds c/o 30 minutes oee 98 % available t

55、ime 27,600 seconds process time 10 seconds c/t 10 seconds c/o 30 minutes oee 99 % available time 27,600 seconds process time 10 seconds c/t 30 seconds c/o 10 min oee 98 % available time 27,600 seconds process time 30 seconds c/t 10 seconds c/o 30 minutes oee 99 % available time 27,600 seconds proces

56、s time 10 seconds c/t 30 seconds c/o 30 minutes oee 98 % available time 27,600 seconds process time 30 seconds c/t 40 minutes c/o n/a oee xx % available time 27,600 seconds process time 40 minutes c/t 20 minutes c/o n/a oee xx % available time 27,600 seconds process time 20 minutes c/t 20 minutes c/

57、o n/a oee xx % available time 27,600 seconds process time 20 minutes c/t 180 minutes c/o n/a oee 98 % available time 27,600 seconds process time 180 minutes c/t 75 minutes c/o n/a oee 98 % available time 27,600 seconds process time 75 minutes c/t 7 seconds c/o 30 minutes oee 98 % available time 27,6

58、00 seconds process time 7 seconds c/t 2 seconds c/o 2 hours oee 85 % available time 27,600 seconds process time 2 seconds c/t 2 seconds c/o 15 min oee 99 % available time 27,600 seconds process time 2 seconds c/t 25 minutes c/o 15 min oee xx % available time 27,600 seconds process time 25 minutes fd

59、a check bottle kits 1 day i warehouse i powder 5 days ii 5 days 20 min 4 hours4 hours5 min5 min 20 min180 min75 min7 sec2 sec2 sec25 min2 secs 2 days va = 320.2 min lt = 8 days 20 min10 sec35 sec2 min10 sec10 sec30 sec30 sec60 sec 40 min va = 25.6 min lt = 10.1 days 3 day2 days 30 sec 5 min5 days i

60、solution batch record order sheet production planning mrp system 1 receiving inspection lot sample 1 analytical lab testing 2 off load 0.5 purify water tank clean prep sample fill & mix release solution lab inspection receiving lab test testgrind 1 tumbling 1 i vials 2 hrs i caps 4 hrs bottle washer