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VSM Lean Value Stream intro

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VSM is probably one of the most underestimated Lean tools. In fact, we could say it’s a waste not to use it. VSM ties together all Lean concepts and techniques. It makes it easier to visualize and truly understand the process at multiple level. The true value is understanding the necessity of making maps. This is not only ‘art for art’s sake’. You will learn how to create the end vision which is the baseline for developing Roadmaps for achieving ultimate success. To make life easier, we provide basic tools to create both maps and to run implementation plan

Publié dans : Industrie automobile

VSM Lean Value Stream intro

  1. 1. © Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016 02/ 16 Lean Value Stream Mapping & Analysis Creating End Vision and Roadmaps for Driving OpEx World-Class Standards of Operational Excellence
  2. 2. 2 Objectives Upon completion of this workshop, you will be able to:  Understand why creating a VSM is crucial for succeeding in Lean  Create a value stream map for both the current and future states  Develop a data collection plan for the value stream map  Conduct end-to-end assessment of value-added versus non-value-added activities  Prioritize projects based on strategic objectives  Develop action plan to achieve the future state
  3. 3. 3 Agenda 1. Overview of Lean Thinking 2. Tools for VSM: make the life easier 3. Introduction to Value Stream Mapping 4. Identify a Value Stream 5. Create a Current State Value Stream Map 6. Analyze Value & Waste 7. Assess Opportunities 8. Develop a Future State Value Stream Map 9. Develop an Implementation Plan
  4. 4. 4 3 enterprise value streams: 1. Raw Materials to Customer - Manufacturing 2. Concept to Launch - Engineering 3. Order to Cash - Administrative Functions Value Stream Mapping Supplier PROCESS Value Stream Customer PROCESSPROCESS A B C
  5. 5. 5 A Value Stream is the set of all actions (both value added and non value added) required to bring a specific product or service from raw material through to the customer. “Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.” Value Stream Mapping
  6. 6. 6 Why Value Stream Mapping?  Ties together lean concepts and techniques  To set strategy before diving into tactics  Visualize the process at multiple levels  Enables us to see the flow and sources of waste  Provides a common language for analyzing processes  Provides a blueprint for creating flow and implementing Lean concepts and techniques throughout the entire value stream
  7. 7. 7  Using the mapping process solely as a work design exercise  Using the map to make tactical improvements  Creating value stream maps during a kaizen event  Creating maps but taking no action  Mapping with an inappropriate team – or no team at all  Creating maps with no metrics… Common Failings with Value Stream Mapping
  8. 8. 8 VSM Toolbox: VSM Charter
  9. 9. 9 VSM Toolbox: Future State Implementation Plan
  10. 10. 10 VSM Toolbox Production VSM: Example Excel generated VSM
  11. 11. 11 VSM Toolbox: VSM Template
  12. 12. 12 • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system Supplier/ Customer Production Control Customer Work & Information Flow Information flow Value stream mapping provides an overview of the end-to-end business process
  13. 13. 13 Value Stream Mapping Roadmaps Develop Implementation Plan Future State Design Establish Current State Baseline Select Product Family  Define and scope problem  Select product family  Determine VSM objective and benefits  Map current state value stream  Collect data  Quantify current state value stream performance  Analyze and identify improvement opportunities  Develop future state value stream map  Prioritize improvement projects  Develop implementation plan  Seek management approval  Implement the plan and monitor progress 1 2 3 4
  14. 14. 14 • Phase 1 – Document and analyze the current state  Go to the Gemba! • Phase 2 – Design the future state (3-6 month out) • Phase 3 – Create the implementation plan! VSM: Three Key Activities & Deliverables
  15. 15. 15 Value Stream Walk - Three Actual Rules  “Go to the Gemba” - Actual place where the process is performed.  Talk to the Actual people involved in the process and get the real facts.  Observe and chart the Actual process.  Reality is invariably different from perception; Few processes work the way we think they do.  The purpose of value stream mapping is to identify waste, not to develop the perfect process map. Understand the process through facts and data!  GO WALK IT!
  16. 16. 16  Collect current state information while walking the actual material flows YOURSELF  Walk the whole process first, then revisit and gather information at each process  Begin at the shipping end and work ‘upstream’  When possible, establish original data:  get a detailed understanding, do your own timing  Historical data and what people tell you is normal is often wrong  Draw in pencil a sketch as you carry out the mapping, and clean up later Current State Mapping Tips
  17. 17. 17 Consider both the material and information flow  Materials flow – presents the movement of material through the factory  Information flow – how does each process know what to produce and in which sequence PRODUCTION FLOW material information Like two sides of the coin!
  18. 18. 18 Key Metrics: Time  Cycle Time (CT)  The time it takes to actually perform the work, if one is able to work on it uninterrupted  Includes task-specific doing, talking and thinking  Also called as “touch time”, work time.  Lead Time (LT)  The elapsed time from the time work is made available until it is completed and passed on to the next person or department in the chain  Also called as throughput time, turnaround time, elapsed time  Includes Cycle Time, not merely waiting time.
  19. 19. 19 3 Types of Work-in-Process (WIP) Process 1 Process 3Process 2 WIP WIP WIP Waiting to be processed Currently in process Completed, but not yet passed on Process 2’s WIP
  20. 20. 20 • From this figure it is visible why the flow is bad in the current production. The bad flow also causes inventory between all processes. • The takt time is 532 sec. based on 2 shifts. It is also clear that 2 shifts is not enough on the machining process. 20 40 60 80 100 120 Machining 84sec. Drilling 26sec. Assembly 64sec. P. 11 30% 50% 20% 85% 30% Welding 36sec. Bottleneck Sec. Takt time (2 shifts) = 108 sec. = MUDA • Calculation of takt time:  The daily demand: 500 pcs.  The line operates 2 shifts.  Takt time = (2 x 7.5 x 3600)* / 500 pcs. = 108 sec. • For every 108 seconds there must be a new product ready for shipping Current State – Leveling of Cycle Times * 2 shifts x 7.5 hours per shift x 3600 seconds per hour = Value added
  21. 21. 21 Inventory Process 1 Production Lead Time = 35 Days Value added time (VA) = 41 Sec. 12 Days 15 Sec 20 Days 17 Sec 2 Days 9 Sec 1 Day Value adding activities Material flow Material Flow Timeline. Value added and non-value added activities Non-value adding activities Process 2 Process n
  22. 22. 22 Suppliers Receiving Turret 1/0/1 Lasers 4/0/2 Rabbet Cell Production Planning SU=1.28 mins I I I Robotic CT= 1.42 mins Manual CT = 15.7 mins Auto CT = 1.43 minsCT = 3.54 mins Turret CT = 1.8 mins AP CT = .5 mins BP CT = 1.17 mins CT = .5 mins Assy/PO CT=3 mins Paint CT = 90 mins 2.7 days Daily Schedule Robotic Welder Manual Welder Auto Welder Customers 4/0/1 9/0/4 2/2/2 1/1/1 SU=8.45 mins SU=2 mins SU=.58 mins SU=1.5 mins I Paint Line Assy/Packout 14/0/9 10/0/6 SU=0 mins SU=5.15 mins I ShippingOrders Forecast Press Brake Auto Press Fabrication 1/0/1 1/0/1 SU=5 mins SU=45 mins 150 pcs. I 54 pcs. 716 pcs. 148 pcs. 4 coils I 811 pcs. 0 pcs. 12.7 days .08 days 1.5 days SU=1.1 mins LT = 17.57 days PT = 114.54 mins PT to LT = 0.68% 186 pcs. 200 pcs. .57 days Work Cells CDO Schedule WIP Reduction Review Staffing Increase PT to LT Current State Value Stream Map Manufacturing Process
  23. 23. 23 Transforming from Current State to Future State Improvement Maintenance S DC A P DC A Maintenance S DC A P DC A Improvement Current State Future State Next Future State
  24. 24. 24 Developing Future State Future State Questions: 1. What is the TAKT time? 2. Will we build to shipping or to a supermarket? 3. Where can we use continuous flow? 4. Where do we have to use supermarket pull systems? 5. At what single point in the production chain do we trigger production? 6. How do we level the production? SUPPORTING IMPROVEMENTS  What process improvement will be necessary? (e.g. uptime, changeover, training, etc.)
  25. 25. 25 1. The team starts and ends the day together; begin and end breaks together 2. No interruptions or distractions – 100% focus; phones on silent; no email; no texting 3. Rank has no privilege 4. Seek the wisdom of ten instead of the knowledge of one 5. Use creativity before capital (in designing improvements) To be continued… VSM Improvement Activities: Rules of Engagement (1)
  26. 26. 26 Define tasks (1)  To get an overview of the tasks, Kaizen events are added to the “Future State” before the tasks are defined.  Kaizen events are drawn as “stars” or “bursts”.  Kaizen events aim to improve workplace organization (5S), increase uptime (OEE), reduce changeover times (SMED), implement Kanban, arrange the cell, cross-training, work sharing, etc.  When mapping the value stream, Kaizen is used to define the overall tasks to achieve the future value stream.
  27. 27. 27 PACE Prioritization Matrix EaseofImplementation Difficult Low Anticipated Benefit High Priority Action Eliminate Easy Consider Projects/Kaizens
  28. 28. 28 Lesson summary  Plan upfront: Select Product Family(ies), Communicate data requirements, Assign specific tasks to everyone involved  Go out on the floor!  Measure times with a stopwatch, count inventory manually  Regarding production planning, get the “official” story from the planner; get the actual practice from the line supervisor or lead  Record the VA and NVA times for every step  Brainstorm problem areas before starting the Future State VSM  The Future State VSM is the roadmap of a lean transformation  Challenge all “monuments”  Set high goals stamping welding assembly
  29. 29. 29 Value Stream Mapping: Summary Draw Customer Box Draw Customer Requirements Draw Management Control Box Draw Supplier Box Draw Transport to Production Draw Production/ Service Flow Draw Communication Arrows Draw Push/ Pull Systems Finalize Measurements Analyze Value Stream Map Identify Kaizen Opportunities Develop Future State Map
  30. 30. 30 Value Stream Management  The map is just a picture of ideas!  The fundamental change is in how we choose to manage the value stream as an integrated system of decisions and tasks.
  31. 31. 31 Value Stream Management  Use your strategic plan as a guide  Find the gaps in necessary performance  Improve value streams to meet the performance  Create new metrics to support new ways of thinking and acting  Understand true product family costs  Manage operations by the value stream data  Always have a future state!
  32. 32. 32 Critical sucess factors  Management must understand, embrace, and lead the organization into lean thinking.  Value stream managers must be empowered and enabled to manage implementations.  Improvements must be planned in detail with the cross functional Kaizen teams.  Successes must be translated to the bottom line and/or market share.
  33. 33. 33 Planning and implementing Don’t Wait! You need a plan! • Tie it to your business objectives • Make a VS Plan: What to do by when • Establish an appropriate review frequency • Conduct VS Reviews walking the flow
  34. 34. 34© Lean & Mean Consulting. All rights reserved. 2016

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