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1、Value Stream MappingRecognizing the Value-Added steps in your processes1Recommended ReadingLearning to See byMike Rother and John Shook2Levels of Value Stream3Supply Chain a.k.a Value StreamSuppliersXxx Branch(es)Customer to ConsumerToday4Value Stream MappingValue Stream - All steps, value added and
2、 non value added, required to bring the product from raw material to customer.5What is a Value Stream Map? A detailed flow chart A big picture perspective improving the whole, not just optimizing the parts and maybe sub-optimizing the whole We will focus on the door-to-door production inside a plant
3、 Helps you see and understand the flow of material and information67Value Stream Mapping89Benefits of Value Stream Mapping10Material and Information Flows Material flow the movement of material through the factory Information flow another flow associated with production that tells each process what
4、to make or do next11Value Stream Mapping StepsProduct FamilyCurrent StateDrawingWork PlanFuture StateDrawing12Value Stream Mapping Steps Choose a product family Begin by drawing the current state (door-to-door) Gather information from the shop floor Development of current state and future state are
5、overlapping efforts Prepare and begin using an implementation plan Repeat when future state becomes current state13Product Family14Gather DataTrigger: Done: Manual Cycle Time: Auto Cycle Time: Takt Time: Number of People: WIP Pieces: C/O Time: Distance Item Travels: % Rework: Top 3 Defects: 1. 2. 3.
6、 Trigger: Done: Cycle Time: Takt Time: Number of People: Number of Approvals: Items in Inbox: % Rework: Top 3 Rework Issues: 1. 2. 3. ManufacturingTransactional / Office15Typical Process Data Cycle time Changeover time Production batch sizes Number of product variations Number of operators Pack size
7、 Working time (minus breaks) Scrap rate On-demand machine time16Map the Flow of Itemsuse this box to represent each process step use this symbolfor customers and suppliersuse this symbolto represent asupermarket(first-in-first-out)PROCESSnotes anddetailsEXTERNALPLACESuse this symbolfor stored invent
8、ory (known quantities)use this symbol for pushed inventory (arrow implies WIP)use this symbol for a pull systemuse this symbol for a first-in-first-out flow laneuse this symbol for transportation IFIFOmax 1017Map Flow of Informationuse this symbol for manual flow of informationuse this symbolfor ele
9、ctronic flow of informationuse this symbolto represent information that flows (such as schedule sequence)use this symbol for pull system paper triggeruse this symbol for a pull system returnable container triggeruse this symbol for pull system trigger at a particular quantity leveluse this symbol fo
10、r pull system go see triggeruse this symbol for pull system information storage pointsinformation18Mapping Tips Always collect current-state information while walking the actual material and information flows yourself. Start with a quick walk along the entire door-to-door value stream then go back a
11、nd gather data at each process Begin at the shipping end and work upstream Measure your own times dont rely on standard times, old data in a file, or hearsay Even if several people are involved, map the whole value stream yourself Use butcher paper and markers19Current State Value Stream Map20Curren
12、t State Map By the Numbers1.Start with the customer place in the upper right-hand corner of the map2.Show the customers requirements in a data box3.Draw the basic production processes indicate a process by using a process box draw material flow from left to right on the bottom half of the map4.Colle
13、ct data that will be important for deciding what the future state will be draw a data box under each process box21Value Stream Map22Value Stream Map23Current State Map By the Numbers5.Note places in the material flow where inventory accumulates draw an inventory triangle to note the location and amo
14、unt of inventory6.Draw the movement of product to the customer and note frequency7.Draw the supplier(s) in the upper left hand corner of the map note pack size and delivery frequency24Current State Map By the Numbers8.Draw the information flow from right to left in the top half of the map9.Show the
15、information flow using an arrow that is labeled with node-box this node describes the information flow arrow10. Use separate line for different information flows (e.g., forecasts and daily orders)11. Use a process box to denote any processes within the information flow25Current State Map By the Numb
16、ers12. Use a striped arrow in the material flow part of the map to denote a push movement of material13. Draw a timeline Identify material movements that are pushed by the producer, not pulled by the customer this can be done as you figure out how each process knows what to make for its customer pro
17、cess and when to make it14. Draw a timeline under the process boxes and inventory triangles to compile the production lead time26Production Lead Time The lead time component for a process box is the cycle-time for a part to go through the process Lead times (in days) for each inventory triangle are
18、calculated as: (inventory quantity) x (takt time) / (available work time per day)27A Takt Time Reminder Takt time = (your available work time per shift) / (customer demand per shift) Available working time excludes breaks, lunch, etc. and is recorded in seconds Customer demand is recorded in units o
19、r pieces Takt time denotes the rate at which a customer buys one product28TIMELINE Create a timeline across the bottom of your Value Stream Map The Upper time should be your Non-Value added time or the amount of time the product is waiting for processing The Lower time should be Value Added time or
20、the amount of processing time29Waste The elements of production that add no value to the product. Things to remember about waste: Waste is really a symptom, not a root cause Waste points to problems in the system To eliminate waste, find and address the root cause30Activity Productivity The 8 Deadly
21、 Wastes Overproduction Product Defects Inventory Excess Process Transportation Excess Motion Waiting Under-utilizing People31How many operators?3233Questions for the Future State1.What is the takt time, based on the available working time of your downstream processes that are closet to the customer?
22、2.Where can you use continuous flow processing?3.What is the pacemaker production process that you will schedule?4.Where will you need to introduce supermarket pull systems in order to control production of upstream processes?34Some Definitions (via an Example)Process 1Process 2Process 3Process 4Cus
23、tomerOne Piece FlowFIFO lanePullSupermarketPacemaker35Questions for the Future State5.Will you build to a finished good supermarket from which the customer pulls, or directly to customer order?6.How will you level the product mix at the pacemaker process?7.What increment of work will you consistentl
24、y release and take away at the pacemaker process?8.What process improvement will be necessary for the value stream to flow as your future state design specifies?36The Value Stream Plan A yearly plan Shows What you plan to do, step-by-step Measurable goals Checkpoints with deadlines and named people
25、accountable37Value Stream Mapping at Gordon (#0500) Gordon Manufacturing Co. (#0500) located in Grand Rapids, Michigan held a Value Stream Mapping event with the goal of reducing lead time and WIP for levers and lever assemblies that are used in almost every chair control made. The team gathered inf
26、ormation and created a value stream map of their current state of material and information flow. This process included review of the information and material flow from their suppliers of unpainted levers and plastic handles to the painting operation, through the subassembly cell and then delivery to
27、 their final assembly areas. The team brainstormed ways to improve the value stream and worked on a future state map. An action plan was developed to assist the team in achieving the future state. For the last two months, the team has been working on implementing this plan; they have worked with the
28、ir supplier to set up kanbans, established kanbans at the lever assembly machines, located smaller tubs and carts for JIT production, set up an inspection area at lever assembly, and have eliminated receiving inspection for incoming parts. They are still working to reduce the inventory of handles fr
29、om their plastic supplier, but they should have the action plan completed within six weeks. The results to date: lead time reduced from ninety four days to eleven days, a $157,700.00 reduction in inventory and WIP cost, and one person freed up for other duties. Congratulations to Gordon Manufacturin
30、g for their great results and all their hard work. 38Concepts in Review1._ is all the steps, value added and non value added, required to bring the product from raw material to customer.2.Value Stream Mapping help you _ the process.3._ flow is the movement of material through the factory.4._ flow tells each process what to do or make next.5.Value Stream Mapping Formulas6._= inventory qty.* takt time _= available work time per shift available work time demand per shiftValue StreamVisualizeMaterialInformationLead timeTakt time39