精益生产之价值流图ValueStreamMapping

1、Value Stream Mapping第一页，共九十二页。AgendaMondayKick-OffIntroductionsCurrent State Steps 1-4TuesdayCurrent State Steps 5-7WednesdayCurrent State Steps 8-9Identify and Prioritize Improvement OpportunitiesCreate Future StateThursdayPrepare for PresentationPresentation2*第二页，共九十二页。Learning ObjectivesThe learn

2、ing objectives for this course are:Be able to create Current State and Future State Value Stream MapsBe able to use customer and business requirements to prioritize improvement opportunitiesThe learning objective for this course is not:To teach Lean Tools to help achieve Future State3*第三页，共九十二页。What

3、s in It for Me?Value stream mapping is a visual tool to help understand the current value stream. It allows people to easily understand where waste exists in the process. It gives the team a basis for prioritizing improvement efforts.It gives the team a visual tool for representing their improvement

4、 ideas, so they are better able to communicate with people inside and outside the organization.4*第四页，共九十二页。Teaching ApproachTeach appropriate Value Stream Mapping stepShow simplified exampleShow complex real world exampleWork B&D Industries Exercise in teamsApply learning to Flygt process5*第五页，共九十二页

5、。Value Stream Mapping Process StepsIdentify Current StateStep 1: SIPOC ChartStep 2: Top Down Flow ChartStep 3: Determine Product FamilyStep 4: Draw Process FlowStep 5: Draw Material FlowStep 6: Draw Information FlowStep 7: Process Data CollectionStep 8: Add Process and Lead Time dataStep 9: Verify C

6、urrent State MapIdentify and Prioritize Improvement OpportunitiesDetermine Future StateImplement Improvements to Achieve Future State6*第六页，共九十二页。Value Stream ManagerAssign Value Stream ManagerOne person to manage the mapping of the total flowHas the capability to make changes across departmental bou

7、ndariesLeads the creation and prioritization of the implementation plan for getting from present state to future stateMonitors implementation and updates implementation planDriver for results 7*第七页，共九十二页。Current State VSM8ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyF

8、orgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily Release2/Day1/WeekCustomerC/T = 30 SecC/O = 30 MinUptime 75%Batch Size 100C/T = 45

9、 SecC/O = 60 MinUptime 95%Batch Size 100C/T = 60 SecC/O = 5 MinUptime 95%Batch Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs30 sec60 sec45 sec50 sec15 hours83 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 104 hours 3 min8*第八页，共九十二页。Fu

10、ture State VSM9ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineWarehouseReceiving6 Month ForecastDaily Order90/60/30 DayDaily Order2/DayDailyCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 10 MinUptime 95%Batch Size 100C/T = 60 SecC/

11、O = 5 MinUptime 95%Module Size100C/T = 50 SecC/O = 10 MinUptime 95%Module Size 100200 pcs500 pcsMax 100 pcsMax 200 pcs30 sec60 sec45 sec50 sec2.5 hours 10 hours2 hoursProcessing time = 185 seconds4 hoursProduction lead time = 18 hours 33 minSet-up ReductionBatchBinDaily OrderTPMModuleFIFOFIFOMatMat1

12、) Set-up reduction2) Pull Systems3) TPM9*第九页，共九十二页。 Value Stream MappingSIPOCTop-Down MapValue-Stream Mapping第十页，共九十二页。Process Mapping HierarchyOUTPUTPROCESSCUSTOMERSUPPLIERINPUTSIPOC chartTop Down Process FlowVSMCompanyMult. PlantsSingle PlantRouter StepsProcess StepsI22I48450 Per Day400 Min Avail1

13、 ShiftC/T 7 Min180 Per Day1200 Min Avail3 ShiftC/T 3 MinStep 22Step 31Step 14300 Per Day400 Min Avail1 ShiftC/T 12 Min11*第十一页，共九十二页。Step 1Supplier Input Process Output Customer(SIPOC) Map第十二页，共九十二页。Step 1: High-Level SIPOC ChartSupplier Input Process Output Chart (SIPOC)Customers: Companies X, Y, &

14、ZOutputs: Cost, Quality, On-Time DeliveryProcess: Produce Products 1, 2, 3, 4 & 5Inputs:Raw MaterialSuppliers:Companies A, B & CA high-level SIPOC chart helps to identify the process output(s) and the customers of that output so that the Voice of the Customer can be captured13*第十三页，共九十二页。OUTPUTPROCE

15、SSCUSTOMERRequirements, Specifications and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC ChartTranslate Customer requirements into output specifications and identify related Key Process Output Variables (KPOVs)Go Upsteam to the Process Steps(s) w

16、hich most impact the OUTPUT and determine the Key Process Input Variables (KPIVs) Try to use Leading Measure(s) (instead of Lagging Measures if lagging, then Close/Reduce amount of Lagging)14*第十四页，共九十二页。Step 1: SIPOC Business RequirementsNot only should the SIPOC chart capture customer requirements,

17、 but also the key Business Requirements as well.OUTPUTPROCESSCUSTOMERSUPPLIERINPUTCustomer RequirementsQualityOn-time DeliveryCostBusinessRequirementsReduced InventoryIncreased Throughput15*第十五页，共九十二页。Step 1SIPOC ChartB&D Industries Exercise第十六页，共九十二页。Step 2Top Down Process Flow第十七页，共九十二页。Step 2: To

18、p-Down Process Flow PurposeThe purpose of the Top-Down Process Flow is to determine the correct level to Value Stream Map.It is critical to our business to focus our improvement resources on the areas that are going to have the greatest return.We do not want to create Value Stream Maps for the sake

19、of creating pretty pictures.18*第十八页，共九十二页。T h e P r o c e s sThe Sub-ProcessThe Micro-ProcessStep 2: Generic Top-Down Process Flow19*第十九页，共九十二页。DistributionPumpMotorFoundryExample:Step 2: Top-Down Process Flow MapStartStopD-1D-2D-3D-4D-5D-4aD-4bD-4cD-4dD-4e20*第二十页，共九十二页。Step 3Determine Product Famil

20、y to Map第二十一页，共九十二页。Step 3: Determine Product Family to MapChoose the product family that has the greatest impact on the Customer Outputs, and the Business Requirements.Choose a product family with common flow.Choose a product family with high volume.Choose a product family based on customer industr

21、y, or other product segmentation.If a product family is not readily apparent (such as in a job shop environment), use a process/product matrix to identify a product family.22*第二十二页，共九十二页。Step 3: Process/Product MatrixProducts and Process MatrixCreate a matrix of products and processes (equipment) th

22、rough which they pass.Reference routers if necessary but ensure they are verified and not assumed to be accurate.Group similar products together.23*第二十三页，共九十二页。Step 4Draw the Process Flow第二十四页，共九十二页。Step 4: Draw the Process FlowTips:Begin at the end of the process (shipping) and work upstreamDetermi

23、ne where material and information is used along the processMap the entire process as a team to understand the entire flowDraw Value Stream Maps by hand to get it done quickly, and make it easy to changeLessons Learned:Get alignment on start and end of value stream before beginning mapBe mindful of p

24、rocesses that are in parallel vs. seriesCapture all rework loops and inspection stations on the mapLimit the value stream to just one product family25*第二十五页，共九十二页。Step 4: Sample SymbolsMachiningProcess BoxData BoxIInventory1OperatorManualInformationElectronic InformationC/T = 36 SecSet Up Time 7 Min

25、Uptime 86%Batch Size 50Inspection PointWithdrawalKanbanPush ArrowCustomers / SuppliersTo CustomerProductionKanbanSupermarketTruck ShipmentFuture State Improvement“Go See”SchedulingDailyScheduleSchedule26*第二十六页，共九十二页。Step 4: Value Stream Mapping Sheets27*第二十七页，共九十二页。Step 4: Draw the Process FlowProdu

26、ctionControlASSEMBLY CUSTOMERProductionControlMACHINE SUPPLIERDIST28AssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily schedule28*第二十八页，共九十二页。SupplierRaw MaterialsMRP transactionReceivingInspectionRec

27、eiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePallet1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/HrIBottle Kits16 daysIWarehouseIIIIStep 4: Process FlowLiquid Pha

28、rmaceutical Current State VSM29*第二十九页，共九十二页。Step 4Draw the Process FlowB&D Industries Exercise第三十页，共九十二页。Step 4: B&D Industries ExerciseComplete the following steps using the information from B&D Industries:Current State Process FlowMaterial required at each process stepInformation required at each

29、process stepTime: 1 Hour31*第三十一页，共九十二页。Step 4Draw the Process FlowFlygt Activity2 Hours第三十二页，共九十二页。Step 5Draw the Material Flow第三十三页，共九十二页。Step 5: Draw the Material FlowShow the movement of all material used in the Value Stream.Group material with the same flow.Map all sub-assembly processes.Include

30、 any incoming inspection, and material testing operations.34*第三十四页，共九十二页。Step 5: Draw the Material FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily schedule

31、WarehouseReceivingCustomer35*第三十五页，共九十二页。SupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1Dist

32、ributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsIBottle Kits16 daysIWarehouseIPowder III1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBott

33、le WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIIIIIIIIBottle Kits16 daysIIILiquid Pharmaceutical Current State VSMStep 5: Material Flow36*第三十六页，共九十二页。Step 6Draw theInformation Flow第三十七页，共九十二页。Step 6: Draw the Information Flow Map the information flow from purchase order receipt

34、to order release (shop-floor orders, purchase orders).Document the production orders associated with the parts through the system.Document the scheduling system and document tracking of the parts as they move through the system.Document how the system communicates with the customer and supplier.Docu

35、ment how information is gathered, i.e., electronic, manual, “go see”, etc.38*第三十八页，共九十二页。Step 6: Draw the Information FlowProductionControlASSEMBLY SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap

36、ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseCustomer39*第三十九页，共九十二页。ProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily schedule Bolts, nuts, washers Daily sche

37、duleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily ReleaseProcess, Material, Information Flow2/Day1/WeekCustomer40*第四十页，共九十二页。Step 6: Information FlowLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transactionRecei

38、ving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRings2 weeksIFDA CheckB

39、ottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSampleFill & MixRelea

40、se SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII41*第四十一页，共九十二页。Steps 5 & 6Draw the Material and Information FlowB&D Industries Exercise第四十二页，共九十

41、二页。Steps 5 & 6: B&D Industries ExerciseComplete the following steps using the information from B&D Industries:Current State Material FlowCurrent State Information FlowTime: 30 minutes43*第四十三页，共九十二页。Steps 5 & 6Draw the Material and Information FlowFlygt Activity3 Hours第四十四页，共九十二页。Step 7Process Data C

42、ollection 第四十五页，共九十二页。Step 7: What Data Do You Collect?Frequency VariationAssemblyProcessing TimeLead TimeInventories: RM, WIP, FGDaily VolumeShiftsCost Per Unit: L, O, MVolumeFrequencyVariationCustomerFrequencyTimeDistanceCost46*第四十六页，共九十二页。Step 7: Process Data CollectionCollect Process DataCycle T

43、imeProcess TimeWIPTakt TimeSet-Up TimeUptimeBatch Size# OperatorsInputs and Outputs (Xs and Ys)Operating Time (Minus Breaks)Scrap RateC/T = 36 SecSet Up Time 7 MinUptime 86%Batch Size 50Data Box47*第四十七页，共九十二页。Step 7: Process Data CollectionTips:Use the same time unit for cycle times, takt times, and

44、 available work times.Avoid the use of decimal minutes.Remember to subtract breaks, meetings, and cleanup times from available working time per shift at the process.Understand what to look for in calculating batch size. An example would be a molding operation that changes over every day. Your batch

45、size would be one days worth of parts.Understand the difference between cycle time, lead time, and value add time.48*第四十八页，共九十二页。Step 7: Process Data CollectionProductionControlASSEMBLY 20,000 pcs/moModule=100SUPPLIERDISTAssemblyAssemblyForgeMachineRaw materialDaily scheduleForge materialDaily sched

46、ule Bolts, nuts, washers Daily scheduleO-ring, bearing, snap ring Daily scheduleWarehouseReceiving6 Month ForecastWeekly FaxMRP90/60/30 DayDaily OrderDaily Release2/Day1/WeekCustomerC/T = 30 SecC/O = 30 MinUptime 95%Batch Size 100C/T = 45 SecC/O = 60 MinUptime 80%Batch Size 100C/T = 60 SecC/O = 5 Mi

47、nUptime 95%Batch Size 100C/T = 50 SecC/O = 10 MinUptime 95%Batch Size 1001000 pcs5000 pcs100 pcs200 pcs49*第四十九页，共九十二页。Step 7: Process Data CollectionLiquid Pharmaceutical Current State VSMSupplierRaw MaterialsMRP transactionReceiving0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fi

48、ll & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsC/T 5 minutesC/O N/AOEE N/AAvailable Time 27,600 secondsProcess time 5 minutesC/T 15 minu

49、tesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 15 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 0.2 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 0.2 minutesC/T 12 secondsC/O N/AOEE 99 %Available Time 27,600 secondsProcess

50、time 12 secondsC/T 35 minutesC/O 10 minutesOEE 97 %Available Time 27,600 secondsProcess time 35 minutesC/T 90 minutesC/O 180 minutesOEE 95 %Available Time 27,600 secondsProcess time 90 minutesC/T 45 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 35 minutesC/T 20 minutesC/O N/AOEE XX

51、 %Available Time 27,600 secondsProcess time 20 minutesC/T 10 secondsC/O 45 minutesOEE 96 %Available Time 27,600 secondsProcess time 10 secondsC/T 35 secondsC/O 30 minutesOEE 92 %Available Time 27,600 secondsProcess time 35 secondsC/T 120 minutesC/O 120 minutesOEE 88 %Available Time 27,600 secondsPro

52、cess time 2 minutesC/T 10 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 10 secondsC/T 10 secondsC/O 30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 1.5 hoursOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 10 secondsC/O

53、30 minutesOEE 99 %Available Time 27,600 secondsProcess time 10 secondsC/T 30 secondsC/O 30 minutesOEE 98 %Available Time 27,600 secondsProcess time 30 secondsC/T 40 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 40 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsPro

54、cess time 20 minutesC/T 20 minutesC/O N/AOEE XX %Available Time 27,600 secondsProcess time 20 minutesC/T 180 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 180 minutesC/T 75 minutesC/O N/AOEE 98 %Available Time 27,600 secondsProcess time 75 minutesC/T 7 secondsC/O 30 minutesOEE 98 %

55、Available Time 27,600 secondsProcess time 7 secondsC/T 2 secondsC/O 2 hoursOEE 85 %Available Time 27,600 secondsProcess time 2 secondsC/T 2 secondsC/O 15 minOEE 99 %Available Time 27,600 secondsProcess time 2 secondsC/T 25 minutesC/O 15 minOEE XX %Available Time 27,600 secondsProcess time 25 minutes

56、2 weeksIFDA CheckBottle Kits16 daysIWarehouseIPowder 5 daysIIISolution BatchRecordChemical OrdersOrder SheetProductionPlanningActivatorFinished GoodsScheduleSchedule FromPlanning(Excel)EmergencyOrdersMRPSystem1ReceivingInspectionLot Sample1AnalyticalLabTesting2Off Load0.5Purify WaterTankCleanPrepSam

57、pleFill & MixRelease SolutionLabInspectionReceivingLab TestTestGrind1Tumbling1IVials 2 hrsICaps 4 hrsBottle WasherWashBottle FillFillBottle CapCapKitting1RingSub-contractorIActivatorBatch RecordIIIIIIIBottle Kits16 daysIII50*第五十页，共九十二页。Step 7Process Data CollectionB&D Industries Exercise第五十一页，共九十二页。

58、Step 7: B&D Industries ExerciseCreate the following data boxes for each process step: Cycle TimeChangeover timeUptimeInventoryAvailable work timeTime: 30 minutes52*第五十二页，共九十二页。Step 7Process Data CollectionFlygt Activity4 Hours第五十三页，共九十二页。Step 8Add Process andLead Time Data第五十四页，共九十二页。Step 8: Add Pro

59、cess and Lead Time DataDraw a timeline under process boxes and inventory to complete production lead time and process time.16 hours1 hour2 hours1 day40 hours1 hour8 hours16 hours8 hoursProduction Lead Time = 91 hoursProcessing Time = 4 hours 55*第五十五页，共九十二页。SupplierRaw MaterialsMRP transactionReceivi

60、ng0.5111InspectionReceiving1UnpackBottlesUnpack1BottleWasherWasher1Fill & CapFill1Heat ShrinkSealer1Labels onBottlesLabeler1PackProductDrop Pack1Labels on PackageLabel1Tag & CratePalletizer1Shrink Wrap& LoadShip1DistributionCenterCustomer888 Cases/Day37 Cases/Hr11111Kit NeckRingsC/T 5 minutesC/O N/A