Value-Stream-Mapping

1、Lean Manufacturing Core TrainingLean Transformation The Value Stream MappingRev 2 : 28th March 20052ContentsManufacturing OverviewLean TransformationThe Value Stream Mapping3Whats Manufacturing ? Manufacturing is the process that transform the goods from raw materials with value-added activity to th

2、e Customer want it with acceptable quality.SMTMANUALASSYFCTVALUE STREAMCUSTOMERFINISHEDGOODSRAWMATERIALRaw SuppliersManufacturing Overview4How Manufacturing is Scheduled ? Production ControlMRPDaily Ship ScheduleWeekly ScheduleDaily Order90/60/30 ForecastWeekly FAXForecast (2 months)SMTMANUALASSYFCT

3、FINISHEDGOODSRAWMATERIALFacts :1.Forecast schedule will never accurate (most of the people tend to over optimistic)2.Build to forecast, build up the inventory everywhere, including finish goods.CustomerSupplier5Whats Total Lead Time Today ? SMTMANUALASSYFCTVALUE STREAMCUSTOMERFINISHEDGOODSRAWMATERIA

4、LRaw Suppliers2 months Delivery from supplierWarehouse 1 monthManufacturing take a week or moreDeliver to Customer, a week or moreCustomer OrderCustomer pay us30 days payable after good receivedWhats total lead time from customer order to receive cash?Whats inventory turn today in Celestica ?6How Ma

5、nufacturing Work in a factory today ? WS Ops : 150 boards/hrTest : 85 boards/hrPacking & ShipIII WIP everywhere to prevent the disruption Longer C/O time for mass production before model changed. Push to next station without consideration Why those things happen in manufacturing ? Received order

6、 from PC, build to schedule.到处都是防止物料混乱长时间的C / O批量生产前模式改变了。下一站不考虑推动为什么这些事情发生在制造吗?7Said the revenue of Company A is USD$10 Billions, and inventory turn is 9. Please estimate the cash that has been trapped in store room or WIP in the plant. Considered 80% of material cost.公司说的收入是10亿美金,库存转9。请估计现金,已经被困在储

7、藏室或者制品的工厂。被认为是有80%的材料成本。Exercise 18Lean TransformationLean Transformation is the entire system change from push production system to Lean System (to 1-piece flow if possible, or else pull system)精益转型是整个系统的变化推动生产系统,从系统(1-piece靠流量如果可能,否则拉系统)。Continuous Flow “make one, move one”Continuous Flow “make on

8、e, move one”Continuous Flow “make one, move one”Continuous Flow “make one, move one”The Stream of Value, 1 piece continuous flow.9“All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by

9、removing the non-value added waste”所有我们要做的就是看时间线从客户给我们一份订单,我们收集的现金。我们正在减少,时间线的增值浪费By Taiichi OhnoFounder of Toyota Production SystemLean Definition10Lean Manufacturing“ Is the manufacturing system which constantly pursues of the entire system through completeelimination of It aims to build in at the

10、 manufacturing processwhile recognizing the principle of cost reduction through elimination of waste and non-value-added activities.”制造系统,是吗不断追求的绩效通过对整个系统的完整减少浪费。它的目的是建立在质量制造过程虽然辨识出的原则通过消除降低成本废物和必要的活动11World Class Companiesu Make Revolutionary Changesu Streamline Processu Eliminate Wasteu Empower Em

11、ployees u Never Content, Improve ContinuouslyWorld Class Companies12Summary : World Class Vs. TraditionalORGANIZATIONComplex, functional,departmental boundariesSimple, product/customerfocusedEMPLOYEESIndividuals, piece workTeams, cells, flow linesSCHEDULINGCentralized, forecastsLocalized, demand-dri

12、venPRODUCTIONPush, batch, big lotPull, one piece flow, small lotMAINTENANCEReactive, run to failureProactive, TPMQUALITYDetection, tracking, defect reportPrevention, PPM, 0 defectsCONTROLReports, supervision, blame orientedVisual, teams, goal-orientedPRIORITYPriority of the day;set by bossPDP connec

13、ted to overallstrategy; self-directed13World Class ManufacturingSome results (Lead time reduction) from adopting World Class ManufacturingCompanyBefore Lean After Lean GE, Circuit Breakers3 wks 3 days Motorola3 wks 2 hrs HP, Electronics 4 wks 5 days Harley-Davidson360 days 3 days Matsushita, Washing

14、 Machines360 hrs 2 hrs Wiremold Harnesses4 6 wks 2 days Porsche, Automobiles (NPI)7 yrs 3 yrs Pratt & Whitney, Airfoils44 wks 5 wks 14Value Stream Mapping1-piece flow or Pull System, Information FlowBasic Lean PracticeWaste Identification5S & Visual ManagementLean System1-piece Flow, Pull Sy

15、stem, Work CellDemand Flow, Multi-skill Operators, Theory of constraint, Set-up Time Reduction,TPM,Mistake ProofingExecution - Kaizen Blitz WorkshopChange ManagementLean Transformation Road Map & Tool SetIdentify site, customer account/line to Start Conduct Kaizen Blitz for Value Stream Mapping

16、(Identify Gap)Plan for the whole transformation strategyConduct Kaizen events or 6-Sigma projects to close the gapWalking the flow with FSM (Future State Mapping) End of transformation, but keep continue improvement Determine the Customer ValueThe Value Stream Mapping16The Value Stream MappingA pape

17、r and pencil tool that helps you to see and understand the flow of material and information as a product makes its way through the production system17Manual AssySteel SupplierKKICTFrame ConfigShippingFCTPackingMechanicalCP StoreBOSCMKKKKOrderOrderWAREHOUSEFrame StoreCP StoreSMTKKSMT StoreCustomerFor

18、ecastForecastProcurementP OP OKKSUPPLIERSUPPLIERInformation FlowMaterial FlowKKKANBANRaw Material StoreMechanical PARTSLEVELINGManual AssySteel SupplierKKICTFrame ConfigShippingFCTPackingMechanicalCP StoreBOSCMKKKK KKOrderOrderWAREHOUSEFrame StoreCP StoreSMTKKSMT StoreCustomerForecastForecastProcure

19、mentP OP OKKSUPPLIERSUPPLIERInformation FlowMaterial FlowKKKANBANRaw Material StoreMechanical PARTSLEVELINGExample : Visual Representation18Using the Value Stream Mapping ToolUnderstanding how the shopfloor currently operates. The for the future state.Design a and how to get there.Product FamilyCurr

20、ent StateMapImplementationPlanFuture StateMap19Product FamilyCurrent StateMap Implementation PlanFuture StateMapDesigning a Future Statev The power behind Value Stream Mapping is always need a Future State!v 70% Acuurate is okay. Keep Updating. v and flows are subject to evaluationv for your Work Pl

21、an like a “blueprint”v Begin by reviewing v 1st iteration challenge all existing can move equipment, combine, take out conveyors, make minor purchases, etc20Determine Product Families via: Similar downstream “assembly” steps and equipment1Products 234567ABCDEXXXXXXXXXXXXXXXXProcess Steps & Equip

22、mentFocus on one product family21AssemblyProcess BoxXYZCompanyCustomerC/T = 45 secC/O= 30 min3 Shifts10 operatorsData BoxI20 pieces/dayInventoryMon +WedPush FlowShipmentFinished goods to CustomerWeekly scheduleManual information flowElectronic information flowInformationOperatorCurrent State Icons22

23、TELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailyDrawing Current State Map23TELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShippingDrawing Current State Map24C/T = 20 secC/O= 1 hour7.5 hs (available)EPE:

24、2 weeksAvailability=85%1TELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShippingDrawing Current State Map25TELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 s

25、ecC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shi

26、ftsAvailability=80%Drawing Current State Map26IBoards5 daysI4,600 E2,400 DTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (avai

27、lable)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%Drawing Current State Map27I1,100 E600 DI1,600 E850 DI1,200 E640 DI2,700 E1,4

28、40 DTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2

29、shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DDrawing Current State Map28XYZ Company500 BoardsTueThursTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 unit

30、s2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shif

31、tsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640 DI2,700 E1,440 DDrawing Current State Map29Production ControlDaily Order90/60/30 ForecastWeekly FAXForecast (2 months)XYZ Company500 BoardsTueThursT

32、ELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shift

33、sAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640 DI2,700 E1,440 DDrawing Current State Map30Weekly ScheduleMRPXYZ Company500 BoardsTueT

34、hursTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2

35、shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640 DI2,700 E1,440 DProduction ControlDaily Order90/60/30 ForecastWeekly FAXForecast

36、(2 months)Drawing Current State Map31Daily Ship ScheduleXYZ Company500 BoardsTueThursTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shifts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7

37、.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640

38、DI2,700 E1,440 DProduction ControlDaily Order90/60/30 ForecastWeekly FAXForecast (2 months)Weekly ScheduleMRPDrawing Current State Map32920 pcs/dayProduction Lead TimeProcessing TimeDaily Ship ScheduleXYZ Company500 BoardsTueThursTELE200018,400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 Shif

39、ts1 X DailySMTICTManual AssemblyConfigFCTShipping1C/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 2 weeksAvailability=85%1C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%1C/T = 40 secC/0 = 07.5 hs (available)2 shiftsAvailability=100%1C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvail

40、ability=100%1C/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%IBoards5 daysI4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640 DI2,700 E1,440 DProduction ControlDaily Order90/60/30 ForecastWeekly FAXForecast (2 months)Weekly ScheduleMRPDrawing Current State Map33XYZ Company500 Boar

41、dsTueThurs1 X DailyProduction ControlMRPDaily Ship ScheduleWeekly ScheduleDaily Order90/60/30 ForecastWeekly FAXForecast (2 months)TELE200018.400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 ShiftsProduction Lead TimeProcessing TimeConfigManual AssemblyICTSMTC/T = 20 secC/O= 1 hour7.5 hs (avai

42、lable)EPE: 2 weeksAvailability=85%I4,600 E2,400 DI1,100 E600 DI1,600 E850 DI1,200 E640 DFCTI2,700 E1,440 DShippingIBoards5 daysC/T = 25 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=80%C/T = 30 secC/O = 07.5 hs (available)2 shiftsAvailability=100%C/T = 40 secC/0 = 07.5 hs (available)2 shifts

43、Availability=100%C/T = 30 secC/O = 10 min7.5 hs (available)2 shiftsAvailability=90%11111920 pcs/dayDrawing Current State MapExercise : Whats the total prod lead time and processing time in this process flow ? Remember, lead time = WIP / Output34Example of Current State in CDGSMTTopCelesticaMRP 53,99

44、8 units/ month 10 or 20 or 40 units/ box 2 shifts 24 days/ monthDaily purchaseorder (by Portal)Weeklysupplier forecast(Automatic system)Weekly purchaseorder (by fax/ e-mail)MatroxSupplierProductionlead time2.5 daysProcessingtime274.3 mins41.3 days24.9 sec150 mins13 sec0.2 minCurrent VSM Model for Ma

45、troxKiting0.2 day0.7 dayShipDaily shipmentDaily shipment toforwarder in HKIC/T = 9 secL/T = 60 mins/400 unitsC/O = 0 hrAvail = 90 %V-cutPCBAassyFCT+FQCPackingI0.2 day25.6 sec5.8 minsFAC/T = 900 secAvail = 100%Yield = 90%453 pcs454 pcsC/T = 24.9 secL/T = 150mins/130 unitsC/O = 0.42 hrAvail = 82%P.TH

46、=144pcs/hrYield = 90 %C/T = 13 secL/T = 0.2 minC/O = 0.15 hrAvail = 100 %P.TH =276pcs/hrYield = 100%C/T = 13 secL/T = 0.3 minC/O = 0.3 hrAvail = 100 %P.TH = 240 pcs/hrC/T = 25.3 secL/T = 0.3 minC/O = 0.2 hrAvail = 100 %P.TH = 142 pcs/hrC/T = 25.6 secL/T = 5.8 minsC/O = 0.5 hrAvail = 95 %P.TH = 140 p

47、cs/hrYield = 100 %9 sec 60 minsWeekly forecast(by e-mail)14SMTBtm14C/T = 19.4 secL/T = 56 mins/130 unitsC/O = 0.4 hrAvail = 82 %P.TH =185pcs/hr0.2 dayYield = 93 %1Yield = 100%777119.4 sec56 minsI2P.TH = 4pcshr497 pcsI499 pcsICHKW/HCDGW/H0 day25.3 sec0.3 min0.2 day0.6 day0.1 dayDailyDaily Schedule (b

48、y e-mail)CDGProdCDGW/HHandling1Kiting1Pre-pack5Totallead time44.5 daysDaily shipmentschedule (by e-mail)PCBlabelling2ICT1IIIIIIYield = 90%C/T = 27.4 secL/T = 1.7 minsC/O = 0.3 hrAvail = 100 %P.TH = 131 pcs/hrYield = 100%13 sec0.3 min1 day27.4 sec1.7 mins1,546 pcs60 pcs64 pcs538 pcs1,770 pcsI1. Push

49、System351.Where are Non-Value Add steps and can we reduce/eliminate them? 2.What is the ?3. Will be build or ?4. Where can we use ?5. Where do we have ?6. At in the production chain do we trigger production?7. at the Constraint process?8. What will we release and take away at the Constraint process?

50、 (leveling the volume)Future State Key Questions36Future State IconsAssemblyProcess BoxXYZCompanyCustomerC/T = 45 secC/O= 30 min3 Shifts10 operatorsData BoxI20 pieces/dayInventoryMon +WedPush FlowShipmentFinished goods to CustomerF I F OFIFO Sequence FlowSet-upKaizenKaizen lightning burstBuffer Supe

51、rmarketWithdrawal or Pull flowWeekly scheduleManual information flowElectronic information flowInformationLoad leveling / HeijunkaSignal Kanban (batch)Kanban PostProduction KanbanWithdrawal KanbanOperator37ICT+Manual Assy+Config+FCTBoardsBatchSMTXYZ CompanyC/T = 1 segC/O 10 minEPE = 1 shiftT/T = 59

52、secC/O = 0 min2 shiftsAvailability=100%Production Lead Time4.5 daysProcessing Time119 secTELE2000Production ControlDaily Order90/60/30 ForecastDaily Order Forecast (2 months)Shipping“L”“E”20202020202020202020Daily (Milk Run)1 X DailyDaily OrderBoardsBoards2 days118 seconds1 day1.5 days1 secondtoteto

53、teFuture State Map ExampleOrder by Issue Kanban Leveling Pull by KanbanWork Cell. Back End start build with Production KanbanFill in the SupermarketPull System in between SMT & Back EndSupermarket in Store Room, trigger to issue the Kanban Cards38A Plan to Get ThereDont wait!To “manage the excep

54、tions” you need a plan!1.Tie it to business objectives.2.Break your future state into “loops”.3.Make a Value Stream plan by Kaizen Blitz: what to do by when and who,4.Break into Work streams to address the Gap between CSM and FSM5.Relate the Future State Map to your layout.6.Conduct Value Stream rev

55、iews walking the flow.A Plan to Get There396060XYZ Company500 Boards1 X DailyProduction ControlMRPDaily Ship ScheduleDaily Order90/60/30 ForecastForecast (2 months)TELE200018.400 units/month* 12,000 “E”* 6,400 “D”Tray = 20 units2 ShiftsSMTC/T = 20 secC/O= 1 hour7.5 hs (available)EPE: 1 shiftAvailabi

56、lity=85%Shipping1920 pcs/dayTakt = 450 minutes = 59 sec 460 piecesPitch = 59 sec x 20pcs= 20 minWork Content 110 sec.ICT+Manual Assy+Config+FCTT/T = 59 secC/O = 0 min2 shiftsAvailability=100%C/O = 0Availability = 100%2 daysBatch1.5 days46 TraysStage2020202020202020DEEDEE Pitch = 20 min3412DailyDaily

57、Boards1.5 daysBoardsBoardsProduction Lead Time5 daysProcessing Time130 sec.2 days110 sec.1.5 days1.5 days20 sec.Supplier LoopSMT LoopPacemaker LoopFuture State Map40Example of Future State in CDGBackend work cellCelesticaMRPDaily purchaseorder (by Portal)Weeklysupplier forecast(Automaticsystem)Weekl

58、y purchaseorder (by fax/ e-mail)MatroxSupplierFuture VSM Model for Matrox (Phase II)8 dayShippingDaily shipmentDaily shipmentWeekly forecast(by e-mail)SMTDaily order1020Prod lead time0.7 dayFIFODaily0.5 dayTotal lead time9.2 daysSupermarketProcessing time32.2 mins7.2 minsIICHK W/HCDG W/HDaily0.7 day

59、25 minsC/O to 15 minsWork CellSupermarket with pull SystemSupplier Kanban“SMI41Lean Transformation Road MapIdentify site, customer account/line to Start Conduct Kaizen Blitz for Value Stream Mapping (Identify Gap)Plan for the whole transformation strategyConduct Kaizen events or 6-Sigma projects to

60、close the gapWalking the flow with FSM (Future State Mapping) End of transformation, but keep continue improvement Determine the Customer Value42Product FamilyCurrent StateMap Implementation PlanFuture StateMapValue Stream MappingTools for Designing Lean ManufacturingBackend work cellCelesticaMRPDaily purchaseorder (by P