5S and Value Stream Mapping

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5-S and Value Stream Mapping

• Douglas M. Stewart, Ph.D.
• Anderson Schools of Management
• University of New Mexico

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5-S

• Creates a clean, ordered and disciplined work
  environment.
• The 5 S are
• Seiri
• Seiton
• Seiso
• Seiketsu
• Shitsuke
• But for those of us who dont speak Japanese

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(No Transcript)
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Seriously, the 5 S are

• Sort
• Separate and remove clutter and items unneeded in
  the workspace.
• Extraneous items impede the flow of work.
• Set in Order
• Organize what is left to minimize movement and
  make things clear.
• Shine (and inspect)
• Clean area, storage, equipment, etc. and inspect
  for warning signs of breakdowns.
• Standardize
• Set up an area with 5-S supplies (cleaning
  supplies, labels, colored tape, other
  organizational items) and schedule time and
  responsibility for restoring work area to its
  proper condition regularly.
• Sustain
• Audit area regularly, expand 5-S to other areas.

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Before and After 5-S
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Why 5-S

• It is a foundation for Lean
• Reduces waste
• Less searching
• Decreased walking and motion
• Reduced downtime
• Fewer accidents
• Fewer mistakes
• Improved flow
• Better use of space
• Precursor to other tools
• Visual inventory replenishment
• Standardized work
• Total Preventive Maintenance (TPM)
• Setup reduction
• Mistake-proofing

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the problem

• Many companies dont understand it, or only do
  the first 3.

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Value Stream Mapping

• A means of understanding where you are adding
  value and how to do so more effectively.
• A paper and pencil tool to help you visualize and
  understand the flow of material and information
  as a product or customer makes its way through
  your system.
• To learn more see Learning to See by Rother and
  Shook, The Lean Enterprise Institute, 2003.

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Why Value Stream Mapping?

• Visualize the whole process
• See the sources of waste
• Provides a common language for improvement
• Makes decisions about flow apparent
• Ties together lean techniques
• Forms the basis of an improvement plan
• Shows linkage between information and material
  flows

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How to begin

• Start with a single product family.
• Customers only care about their specific product.
• Having all product flows on a single map is too
  complicated.
• Be specific how many finished part numbers in
  family, how much is demanded, and how often.

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Selecting a Product Family

• If mix is complicated you can crease a matrix

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Select a Value Stream Manager

• Nobody is usually responsible for the entire
  value stream.
• Crossing organizational boundaries
• Need someone who reports to top manager at your
  site for power necessary for change

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Dont

• Split the task up among area managers and hope to
  put it all together at the end.
• Map your organization, map the flow of products
  or customers.
• Start too big or too small, begin at the door to
  door level.
• Ignore the flow of information

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Draw the Current State Map

• Always collect information while walking the
  actual process.
• Begin with a quick door-to-door walk.
• Begin with shipping and work upstream.
• Bring your stopwatch and do not rely on
  information that you do not personally obtain.
• Map the whole value stream yourself
• Always draw by hand and in pencil (no computers)

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Value Stream Mapping Symbols
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VSM Exercise Acme Stamping
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Guidelines for the Lean Value Stream

• Produce to your takt time
• Develop continuous flow wherever possible
• Use Supermarkets to control production where
  continuous flow does not extend upstream
• Try to send the customer schedule to only one
  production process
• Level the production mix
• Level the production volume
• Develop the ability to make every part every day
  (or faster) upstream of the pacemaker process.

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Produce to your takt time

• To synchronize production at the pacemaker
  process with sales.

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Develop continuous flow wherever possible

• This merges all processes lead times and
  downtimes
• May want to start with some pull/FIFO then become
  more continuous as reliability improves
• May not be possible due to
• Batching (e.g. stamping)
• Shipping from suppliers
• Process is too unreliable

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Use supermarkets (kanbans)

• to control production where continuous flow does
  not extend upstream.

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Try to send the customer schedule to only one
production process

• The pacemaker process
• The most downstream continuous flow process.
• No supermarkets downstream of pacemaker.

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Pacemaker Process
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Level the production volume

• Create an initial pull by releasing and
  withdrawing small consistent elements of work at
  the pacemaker process.
• Called Pitch Takt time pack size
• Example If takt time 30 seconds, and pack
  size 20 pieces, then pitch 10 minutes
• Every 10 minutes
• Give the pacemaker instructions to produce one
  pack quantity
• Take away one finished quantity

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Example of Paced Withdrawal
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Level the production mix

• Distribute the production of different products
  evenly over time at the pacemaker process.
• Load leveling box

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Every part every day

• Develop the ability to make every part every day
  (or faster) upstream of the pacemaker process.

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Drawing the Future State

• What is the takt time?
• Will you build to a finished goods supermarket or
  directly to shipping?
• Where can you use continuous flow processing?
• Where will you need to use supermarket pull
  systems?
• At what single point in the production chain (the
  pacemaker process) will you schedule production?
• How will you level the production mix?
• What increment of work will you consistently
  release?
• What process improvements will be necessary to
  make this work?

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Draw the future state of Acme