1、 3M 2009. All Rights Reserved.,Lean Value Stream Mapping/VSIP/A3,Feb.2009, 3M 2009. All Rights Reserved.,How to look for or identify wastes or problems?,Go to workshop and observe? 7 wastes assessment form? But.,Look small inventory, But Really? AVG customer demand:0.5 pallet/day Inventory can cover

2、:6/0.5=12days,Look big inventory, But Really? AVG customer demand:50 pallets/day Inventory can cover:50/40=1.3 days,So we still need another effective method to indentify the wastes or problems in the workshop?, 3M 2009. All Rights Reserved.,Learning Outlines,What is Value Stream Mapping (VSM)? Why

3、Value Stream Mapping? How to Create Current VSM? What Does the Current State VSM Tell Us? How to Create a Future State Map VSIP Introduction Whats A3 Format, 3M 2009. All Rights Reserved.,Value Stream Mapping,Pools the remaining waste Into recognizable lumps,that feeds project hoppers full of improv

4、ement projects!,VSM is the “strainer” that separateswaste from value added and., 3M 2009. All Rights Reserved.,Value Stream Mapping,Summary: Value Stream Mapping (VSM) is a fundamental technique of Lean, defined as: The process of directly observing the flow of material and information, detailing th

5、e relationship between them visually, and envisioning a future state with much improved performance,Steps: Create the Current State VSM Identify Waste in the Value Stream Create the Future State VSM Identify gaps between Current and Future State VSMs,Output: 1) Visual representation of process flow,

6、 information flow, material flow 2) Calculation of Lead Time, PCE, Takt Time 3) Identified opportunities for improvement in Value Stream, 3M 2009. All Rights Reserved.,Value Stream Map vs. Process Map,They are not the same thing! A Value Stream Map encompasses the entire product family, from receivi

7、ng of raw material to customer delivery. A Process Map is a detailed breakdown of a single process within a Value Stream Map., 3M 2009. All Rights Reserved.,MAP “Door-to-Door”,ExtendedValue Stream,Start Here, 3M 2009. All Rights Reserved.,Value stream mapping helps to: Visualize entire product flow,

8、 not just a single process See waste in the value stream; quickly see improvement opportunities Provide a universal language and common understanding See how to improve process flow quickly Link flow of material and information,Waste is not the problem, it is a symptom,Why Value Stream Mapping?, 3M

9、2009. All Rights Reserved.,How to create current VSM?, 3M 2009. All Rights Reserved.,Current State Value Stream Mapping Tips,Always collect information about the actual pathways and flow of material and information through personal, direct observation of the process Begin with a quick walkthrough of

10、 the process Begin at the end of the process and work upstream Important to begin with the process steps most directly tied to the customer Use a stopwatch to obtain cycle time information, do not rely upon standard times Map the whole value stream yourself Different people mapping different segment

11、s risks no one understanding the whole Always draw by hand in pencil to allow for flexibility A computer can be used after the written version is finalized, 3M 2009. All Rights Reserved.,Value Stream Mapping Current State,Step 1: Determine Value Stream to Map Step 2: Determine Customer Requirements

12、Step 3: Determine Key Process Steps Step 4: Gather Critical Process Data for each Process Step Step 5: Determine Inventory between each Process Step Step 6: Determine Shipment Frequency from Supplier and to Customers Step 7: Draw Information Flow between parties / groups Step 8: Calculate Metrics Le

13、ad Time & Process Time & Takt Step 9: Add date and author information to the map., 3M 2009. All Rights Reserved.,Value Stream Map of Process,Customer,Demand Frequency MOQ,Scheduling,Forecast & Orders,Forecast & Orders,Work Schedules,seconds,LT = days,PT = seconds,days,seconds,seconds,days,days,days,

14、7,VSM - Current State Step Review,3,2,6,8,1,5,Author/Team Date,9,seconds,4,VSM Select rule: Generic Huge quantity Suffer many issues New product need to launch,AVG demand per month History or forecast? Usually select history demand 3) Divide to different spec,If no WIP between the two process, then

15、conjoint two process is a continuous flow and can be combined together,Youd better select those items of data box which can help you to look for and expose the problems,1) Dont forget or ignore the data you see in the workshop 2)You can get the systems data from the PC of your department 3) Systems

16、data:BO/CN400,PCE =PT/LT ,Non-lean 3M value streams 1% Recent 3M value stream = 3 5% World class 30%, 3M 2009. All Rights Reserved.,VSM - Current State Some Example, 3M 2009. All Rights Reserved.,Material, Information, & People Flow Key Metrics for Value Stream Opportunities for Improvement Visual d

17、epiction of projects over entire Value Stream,Lets find the waste!,What Does the Current State VSM Tell Us?, 3M 2009. All Rights Reserved.,How to create a future state map?, 3M 2009. All Rights Reserved.,Future State Value Stream Mapping,Definition: A map of a Future State Value Stream that shows Le

18、an improvements and that can be achieved in a relatively short period of time (90-120 days). Steps: Determine takt time to set process rhythm Decide if it is possible to build directly to shipping Locate opportunities for continuous flow processing Determine structure and location of supermarket pul

19、l systems Determine which process step will be the Pacemaker step Structure scheduling to level load and mix at the Pacemaker Determine process improvement that promoteflow and pull, 3M 2009. All Rights Reserved.,1. Determine the Takt Time按你的節(jié)拍時間生產(chǎn),Takt time is how often you should produce one part

20、or product to meet customer requirements基于銷售速率，為滿足客戶需要而生產(chǎn)一個零件或產(chǎn)品的時間 Takt time is used to synchronize the pace of production with the pace of sales節(jié)拍時間用于使生產(chǎn)節(jié)拍與銷售節(jié)拍同步 The process marches to the beat of Takt time流程按節(jié)拍時間運行 Most critical to maintain at Pacemaker Step定拍過程盡可能接近節(jié)拍時間, 3M 2009. All Rights Res

21、erved.,2. Decide if Build Directly to Shipping盡可能將生產(chǎn)出的產(chǎn)品直接運到客戶處,Entitlement is building directly to shipping, meaning no inventory is held at the end of the process Factors that prevent building directly to shipping by requiring a finished goods buffer include: High customer demand variability Great

22、 variety in the product family such that some products will have very small volumes Long process cycle time such that customer delivery needs cannot be met even with perfect demand information, 3M 2009. All Rights Reserved.,3. Locate Opportunities for Continuous Flow在可能的地方發(fā)展連續(xù)流,Need to determine: Wh

23、ich steps can be combined into Continuous Flow “Cells” A configuration of the workforce responsibilities in which each step can meet Takt time The Operator-Balance chart is useful to make these decisions,Steps need to have similar cycle times to easily move to continuous flow Large changeover times

24、also make continuous flow difficult when multiple products, 3M 2009. All Rights Reserved.,Machine Requirements,Effective Cycle Time should be no more than 80% of Takt time for any step due to potential issues with downtime and other variability If any step cannot meet Takt time Improve operator work

25、 time (load, etc) Reduce machine (versus operator) work time Split into smaller steps Use two machines - alternate between them each cycle Use two cells - doubles their Takt time When all else fails, isolate bottleneck using supermarket pull system and operate in batch mode, 3M 2009. All Rights Rese

26、rved.,Determining Workforce Requirements,Determine the workforce requirements for the continuous flow steps Divide sum of cycle times of continuous steps by Takt time For Example: Guidelines for fixing number of operators based on the remainder in the above calculation .5 add operator and eliminate

27、operator after reducing work enough,100 sec/57 sec = 1.75 workers, 3M 2009. All Rights Reserved.,4. Determine Structure and Location of Supermarket Pull Systems 在連續(xù)流無法向上游擴展處使用超市控制生產(chǎn),Supermarket pull systems are needed to buffer between steps not connected by continuous flow Kanbans are used to contr

28、ol the replenishment of material in supermarket buffers Prevent production of large, inventory-inducing batches Push process closer to continuous flow Unless changeover time is an issue, Kanbans are initially sized to release 20-30 min. worth of work at a time, 3M 2009. All Rights Reserved.,When usi

29、ng pull systems, only schedule at one point 將客戶訂單只發(fā)到一個生產(chǎn)過程：定拍過程 Termed the Pacemaker as it sets the pace for the entire process All flows downstream of the Pacemaker need to occur in a flow (no supermarkets or pull systems) Therefore Pacemaker is typically chosen as the furthest point upstream at wh

30、ich continuous flow is maintained to the end of the process,5. Determine the Pacemaker Step定拍過程, 3M 2009. All Rights Reserved.,6. Level Load and Production Mix at Pacemaker在定拍過程按時間均勻分配多品種產(chǎn)品的生產(chǎn),Must Level Load at the Pacemaker This means that each days worth of Kanbans need to be released to the Pace

31、maker gradually, not in a single batch Accomplished traditionally by slotting the days Kanbans in a Load Leveling Box (Heijunka), 3M 2009. All Rights Reserved.,Customer,Supplier,seconds,seconds,LT = days,PT = seconds,days,days,Production Control,Forecast & Orders,Forecast & Orders,1x Daily,1x Hourly

32、,Daily Order,days,Demand Frequency MOQ,batch,Future State Value Stream Map,DMAIC Projects, 3M 2009. All Rights Reserved.,Whats value stream improve plan?, 3M 2009. All Rights Reserved.,Definition - VSIP,The VSIP is a documented execution planto achieve the Future State defined for aValue Stream. The

33、 components of the VSIPinclude: Sequenced prioritized improvement activities / projects, Assigned resources (including responsible party, team support, Activity / project duration, Measurable goals The VSIP is the tool to manage and communicate execution of Value Stream Improvement. It involves regu

34、lar frequent short status reviews., 3M 2009. All Rights Reserved.,Why? (Whats in it for me?),Provides structure to the continuous improvement of Value Streams. Provides a proven method for Value Stream Owners to manage and communicate execution of Value Stream Improvement. Enables sustainable contin

35、uous improvement as Value Stream personnel changes., 3M 2009. All Rights Reserved.,Value Stream Improvement Roadmap, 3M 2009. All Rights Reserved.,Summary of Business Performance, Gaps,This allows the Team to mutually understand the current Business situation prior to developing improvement plan. Re

36、view Business Goals, Performance, Gaps: Safety Quality Service Cost Cash Demand change Growth? Review Money Map (Cost Breakdown), 3M 2009. All Rights Reserved.,VSM Key IssuesIndentify the Opportunity,Where does inventory accumulate and why What prevents flow what is required to create flow Where flo

37、w is difficult what is required to create pull Which operations generate the most quality defects / material waste Which operations are critical for available production time / where are we concerned about capacity now and in the future Within current scheduled time, what are the opportunities to in

38、crease available production time (changeover, planned and unplanned downtime reduction, etc.) Which operations are most difficult to set up Where do we schedule and why Which operations require the most labor content, 3M 2009. All Rights Reserved.,Prioritization of Improvement Ideas -C&E,Create appr

39、opriate weights for each C&E category for which each Kaizen idea will be rated. The categories will include: Material Cost Savings (yield, price) Equipment Availability (for each step separately to weigh appropriately) Productivity (labor cost, throughput) Lead Time Reduction (service, cash/inventor

40、y) Time to Accomplish (similar to a counterbalance) Categories should be weighted to ensure alignment of improvement plan with Business goals, concerns, issues. Define 0 1 3 9 impact levels Complete C&E and sort., 3M 2009. All Rights Reserved.,Value Stream Improvement Plan,Ensure maximum improvement

41、 by prioritizing & defining projects, & creating a detailed execution plan by Value Stream Loop. Update C&E with additional “Value Stream Loop” column to the left of the Kaizen idea column. List the Value Stream Loop that corresponds to each Kaizen idea. Value Stream Loops should be represented sequ

42、entially (in separate sections) within the VSIP. Ensure prioritized Kaizen idea is stated and listed in the VSIP as a measurable goal in the appropriate V.S. Loop section. Ensure that each measurable goal is associated with a Value Stream Objective to the left. The Value Stream Objective is typicall

43、y a higher level business goal. Examples include: Reduce Material Cost Improve Productivity Improve Cash / Service / Lead Time For each measurable goal Identify and list sequentially the Summary Action Steps required to accomplish the measurable goal., 3M 2009. All Rights Reserved.,Value Stream Impr

44、ovement Plan,The Value Stream Owner should work with other plant leaders as needed to arrange an execution schedule as follows: Assign resources for each Action Step. Document in VSIP. Estimate duration for each Action Step. Document in VSIP., 3M 2009. All Rights Reserved.,VSIP-Tracking Form,See VSI

45、P Kaizen Event Template (Excel file) for more information, 3M 2009. All Rights Reserved.,VSIP - Execution,The Value Stream Owner is accountable for driving execution. Establish at minimum biweekly review schedule for each loop. Ensure key responsible personnel attend and provide updates at reviews.,

46、 3M 2009. All Rights Reserved.,Frequently Asked Questions,How do you link the VSIP to the business plan? The Kaizen improvement ideas and prioritization of activities / projects are based on Business goals. How does the VSIP and 3M Manufacturing Model Gap Assessment align? The activities / projects

47、in the VSIP should close the gaps identified by use of the Gap Assessment tool, prioritized by Business goals., 3M 2009. All Rights Reserved.,Implementation Hints,Ensure that Current State VSM is sufficiently populated with accurate process, inventory, scheduling, and money map data. Ensure that all

48、 cross-functional roles are represented on team. Ensure that high-level and plant-level business goals are reviewed and mutually understood by all participants. Ensure that once VSIP is established, that the review process is driven by the Value Stream Owner., 3M 2009. All Rights Reserved.,Lean Proj

49、ect Management,Projects,Value Stream Map,ProjectHopper,Green Belt,Continuous Improvement,Black Belt,Just Do It,Control Plan,Design for Six Sigma Tools,DMAIC Tools,Lean Improve Tools,Project Toolkit, 3M 2009. All Rights Reserved.,Whats A3 format?,A3 Print?,What is it? Where does it fit? How do I use

50、it? How do I develop it?, 3M 2009. All Rights Reserved.,What is an A3?,An A3 is a type of Visual Control that effectively communicates: Who you are What you do How you are measured Where gaps exist in performance What youre doing to improve On one sheet of A3 paper,How these align and are supportive

51、 of your True North or Business Deliverable strategies, 3M 2009. All Rights Reserved.,What is an A3?,Metric equivalent of 11 X 17 paper 297mm X 593mm Landscape Reads from left top to bottom, then right top to bottom. Utilizes graphs, charts, pictures Format can be adjusted for the type of story bein

52、g told quick hit problem solving versus company strategy Can subdivide key elements to create PowerPoint presentation, 3M 2009. All Rights Reserved.,Where does an A3 fit in with Lean?,What is the status of project X? Where is the focus of our improvement efforts aimed? How do we ensure that our impr

53、ovement efforts are aligned to business results? We dont all start at the same point in this race! A3s are part of the Visual System! They easily show What should be What actually is Deviations from expected Improvement opportunities Presenting the necessary information To everyone who needs it In t

54、he clearest possible way, 3M 2009. All Rights Reserved.,Benefits to A3,Lean Communications Complete summary of project plan on one piece of paper. Drives more succinct communications of problem, action to be taken and status Saves time! Management and associates view problems in the same manner comm

55、on problem solving communications language. Visual management can be “glass walled” to provide everyone, associates, management, visitors with a quick overview of sites status on process improvement. Creates discipline around problem solving Simple and consistent manner to achieve and document root

56、cause analysis. Forces problem solvers to understand issue and communication actions effectively. Great for strategic overview, as well as, quick hit kaizen projects. Easy to do and follow!, 3M 2009. All Rights Reserved.,How do I create an A3?,Strategy and objectives defined True North Business Deliverables What MUST we win with? Current State Value Stream Map Future State Value Stream Map How