04_Value_Stream_Mapping_34_pgs(价值流图)_下.ppt

1、The Lean Enterprise,Value Stream Mapping,Lean Foundations Continuous Improvement Training,The purpose of this module is to present the foundational principles of Waste Identification and elimination. Learn the History and Purpose of Value Stream Mapping.,Learning Objectives,Short History,Origins in

2、Toyota, circa1955 The way of doing business Also called “Material and Information Flow Mapping” Used by Toyota Motors to show both current and ideal states as part of the lean implementation process Discussed in “Lean Thinking” Further developed and documented by the Lean Enterprise Institute of Bro

3、okline, Mass. “Learning to See”,1996,1998,What is the Value Stream?,Total Value Stream,SUPPLIERS,YOUR PLANT OR BUSINESS,CUSTOMER TO END USER,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

4、 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. Taking

5、 a value stream perspective means working on the big picture, not just individual processes, and improving the whole, not just optimizing the parts.,TOTAL VALUE STREAM,SUPPLY PARTNERS,YOUR PLANT OF COMPANY,CUSTOMER TO END USER,Value Stream Mapping,Lets look at an EXAMPLE,WIP 870 QTIME 72H,MELT 903M,

6、INSP CHEM,Hold Furnace,Cast 903,INSP PROFILE,WIP 696 QTIME,P/T 6N LOT 75K,P/T 8H WIP 8 COILS 120K,P/T 3 HR 15K WIP,STORE,STAGE,BREAKDOWN 911,REC,STAGE,LEAD 2231.1 VA 210.1,7% SCRAP,WIP 746K QTIME 8 1OK,LOT 1 COIL TIME .1 WIP 15K,WIP 108K 8HR Q/T 8,DOWNTIME 15%,DOWNTIME 15.5%,8,6,8,3,Value Stream Map

7、 Operational example,Map major process steps I.D. Value (green/ yellow) / Non-value (red) Capture all times, quantities Prioritize areas to improve,X SHIPPED PER DAY 850K 1.870 WIP BEING WORKED 4.276 WIP BEING STORED,Customer,MACHINING,C/T=1568 m,C/O=50 min.,2 SHIFTS,OPER. 48,Prodn Cont.,Supplier,Or

8、ders,Orders,IRREGULAR,ASSEMBLY,C/T=936 m,C/O=0 min.,1 SHIFT,OPER. 24,TEST,C/T=60 m,C/O=30 min.,1 SHIFTS,OPER. 5,FINISH,C/T=210 m,C/O=0 min.,1 SHIFTS,OPER. 6,DISPATCH,C/T=30 m,C/O=0 min.,1 SHIFTS,OPER. 2,OXOX,1 DAY,2 DAYS,2 DAYS,900 MINS,900 MINS,240 MINS,150 MINS,120 MINS,1568 MINS,936 MINS,60 MINS,

9、210 MINS,30 MINS,4 WEEKS OUT,12 WEEK FORECAST, 1/2 DAY,2 ENGINES,2 ENGINES,PITCH = 60 MINUTES,LT3 1/2 DAYS,MANUFACTURING LEADTIME = 3 1/2 DAYS CUSTOMER LEADTIME = 2 WEEKS,Value Stream Map Big Picture example,Why do Value Stream mapping?,To understand the current situation - The “big picture” point o

10、f view (To use as a tool to improve the whole vs. optimizing the parts) Exposes sources of waste - not just the waste Shows linkage between information flow and material flow Forms the blueprint to identify areas of improvement,What does Value Stream Map do for us?,It helps visualize more than just

11、the single-process level, i.e. assembly, welding, etc., in production. You can see the whole flow. It helps to see more than waste. Mapping helps to see the sources of waste in your value stream. It provides a common language for talking about manufacturing (and transactional) processes. It makes de

12、cisions about the flow apparent, so you can discuss them. Otherwise, many details and decisions in your area just happen by default. By adding data, it ties together lean concepts and six sigma techniques, which helps you avoid “pet projects”.,Value Stream Mapping is an Essential Tool,It forms the b

13、asis of an implementation plan. By helping you design how the whole door-to-door flow should operate - a missing piece in so many lean efforts - value stream maps become a blueprint for improvement. Imagine trying to build a house without a blueprint! It shows the linkage between the information flo

14、w and the material flow. No other tool does this.,Value Stream Mapping is an Essential Tool,It enhances the quantitative tools and layout diagrams that produce a tally of non-value added steps, lead time, distance traveled, the amount of inventory, and so on. Value stream mapping is a qualitative to

15、ol by which you describe in detail how your facility should operate in order to create flow. Numbers are good for creating a sense of urgency or as before/ after measures. Value stream mapping is good for describing what you are actually going to do to affect those numbers.,Value Stream Mapping,Lets

16、 look at an EXAMPLE of Process Mapping A good start, but no data, no symbols, no color coding etc,Books: Learning to See, Lean Thinking,Process Map w/ Analysis - example,Steel Recd,Parts Stocked,Components machined,Plate Steel burned,Structural Steel Sawed,Steel stocked,Weld Shop,Paint Shop,Elect/Me

17、ch Parts Recd,Blasting Booth Sand Bast,Mech parts to Mech Assembly Staging,Parts stocked,Inspection,Mech Assembly,Elect parts to Elect Assembly Staging,Elect Assembly,Inspection,Run Test,Crating,Shipping,Warehouse,Ship to Customer,Steel Fabrication Process (Current State) Can you identify areas for

18、improvement?,Books: Learning to See, Lean Thinking,Steel Recd,Components machined,Plate Steel burned,Structural Steel Sawed,Weld Shop,Paint Shop,Elect/Mech Parts Recd,Blasting Booth Sand Bast,All parts to Assembly Staging,Inspection,Mech/Elect Assembly,Inspection & Run Test,Ship to Customer,Steel Fa

19、brication Process (Future State),Shipping & Crating,Process Map w/ Analysis - example,Impact of “Immediate Opportunities”,The Process Map good place to start process analysis activities: Safety issues resolved first ! Visible results in areas Kaizened “Low hanging fruit” addressed,Product flows more

20、 smoothly through that part of the stream Many pockets of success But Process Maps have limited impact on the total VALUE STREAM,Process Map (functional),Product Family or Main Process/ Information Flow (door to door),Many products/ information flows share the same major steps,“Value Stream”,Operati

21、onal Level (SIPOC),Material and Information Flows,In Process Analysis, the information flow (paper) is treated with just as much importance as the material flow.,Focus on one product family or “major line” or Administrative Procedure.,Routing Standardization via simplified XY Matrix Can we identify

22、“Part/ Product Families” ?,A Product Family,Production System based on Customer pull rate,Just-in-Time (JIT) Making Products at the Right Time Based on When Theyre Sold,Autonomation (Jidoka) Stop at Every Abnormality,Leveled Production,People,Equipment,Information,Engineering,Raw Material,Wip / Sub

23、Assys,Finished Product,Document flow of information and material !,What will be seen?,Value Stream Mapping (VSM) builds on Process Mapping,Quality,Speed,Safety,Value Stream Mapping,Lets look at an EXAMPLE with data, color codes etc,Supplier,Prep,Mach,Assy,Insp,Stage,Insp,Store,C/T 15 min Batch 12 Re

24、q 450 pcs,Q/T 480 WIP150,Dist 285” 8 per day,Q/T 60 min 50 pcs,C/T 1 min Req 450,C/T 8 min Batch 6,Dist 30” 8 per day,Q/T 60 min 50 pcs,C/T 5 min Req 450 Oper 5,C/T 5 min Req 450 Oper 2.5,Dist 400” 8 per day,Dist 50” 20 per day,Q/T 480 WIP150,C/T 85 min 10 Orders,Store,Customer,Stage,Store,Rec 9000

25、1 deliver each month,(Current State),Move,Move,Move,Move,Value Stream Map - example,Prep,C/T 15 min Batch 12 Req 450 pcs,Mach,C/T 1 min Req 450,Assy,C/T 5 min Req 450 Oper 5,15 pc 10 Replin,Store orders 3 Day ahead of shipping,Supplier,Customer,35 Pcs 25 Replin,(Future State),Value Stream Map - exam

26、ple,Value Stream Mapping Best Practices,Always map in pencil - rough out 1st, clean later. Start at the customer and work backwards. Dont 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 a

27、nd sequence then, go back and talk to the right people for each step. (Dont forget second and third shifts),Dont map the organization. Map the flows through the organization.,Value Stream Mapping Best Practices,Color Code the operations. (Red, Yellow, Green) Add cycle time, wait time, travel time, q

28、uantities, yields, inventory, and number of machines/ operators required. Always collect current-state information while waking along the actual pathways of material and information flows. Map current and future state. (With Timelines and Target Dates) Involve the Management team totally.,Dont map t

29、he organization. Map the flows through the organization.,Value Stream Mapping: Application,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 b

30、est 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),Books: Learning to See, Lean Thinking,Value Stream Symbols and Definitions Addendum,Boo

31、ks: Learning to See, Lean Thinking,Manufacturing Process,Process Data Box,Truck Shipment,Inventory,Material Icons,Represents,Notes,Outside Sources,One box equals an area of continuous flow. All processes should be labeled. Box also used to identify departments such as production control.,Used to sho

32、w customers, suppliers and outside manufacturing processes.,Used to record information concerning a manufacturing process, department, etc.,Count and time should be noted.,225 pieces 1.5 days,Note the frequency of shipments.,Books: Learning to See, Lean Thinking,Material Icons,Represents,Notes,Air S

33、hipment,Movement of prodn material by PUSH,Movement of finished goods to the customer,Supermarket,Physical pull,Transfer of controlled quantities of material between processes in a first in first out seq.,Create rail or other icons as needed.,Identifies material movements that are pushed by producer

34、, not pulled by the customer ( the following process ).,Also shows movement of raw material and components from suppliers if they are not pushed.,Pull of materials from a supermarket.,Indicates a device to limit quantity and ensure FIFO flow of material between processes.,Books: Learning to See, Lean Thinking,Information Icons,Represents,Notes,Manual flow of