Value Stream Mapping TraintheTrainer

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Value Stream Mapping Train-the-Trainer
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Information For A Process Data Box(to be
collected on the shop floor)

• Cycle time
• Changeover time
• Process reliability (uptime)
• Scrap/Rework/Defect rate
• Number of product variations
• Number of operators
• Production batch sizes
• Working time (minus breaks)
• Pack size

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Typical Steps to Complete a Current State Drawing

• Document customer information
• Complete a quick walk through to identify the
  main processes (i.e., how many process boxes)
• Fill in data boxes, draw inventory triangles, and
  count inventory
• Document supplier information
• Establish information flow how does each process
  know what to make next?
• Identify where material is being pushed
• Quantify production leadtime vs. processing time

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Frequently Asked Questions Make to Order and
Engineer to Order Shops

• Many shops have a combination of repetitive and
  non-repetitive products (indicating product
  families)
• Product families might be difficult to see
  focus on machines/operations and work content
  time
• Engineering might be included in the information
  flow for leadtime impact, etc.
• Pitch is typically arbitrary to the manager
• Employment of pitch requires detailed knowledge
  of work content and routings for jobs

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FAQ Distribution Centers Example
(Information flow on top)
I
I
I
I
I
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FAQ Parallel Manufacturing Flows

• Keep it simple, and make sure to leave room for
  the data boxes!

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FAQ Including Subassemblies

• Focus on major subassemblies first
• Select one or two which might represent different
  types of situations
• Generic vs. specific to the product family
• Outsourced tasks within assembly
• Follow the format for parallel flow, and always
  include the main assembly process!
• For large fabricating and assembly operations,
  consider maps for each major subassembly with a
  macro map indicating the entire product family

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FAQ Do We Really Have a Supermarket (or FIFO
lane)?

• Supermarkets (and FIFO lanes) control production
  between points of flow without a written
  schedule.
• What is the trigger for production in this area
  of the value stream?
• Is the upstream process overproducing?
• If there is a scheduling system present outside
  of a pure pull, chances are that there is no
  supermarket.

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FAQ Outsourcing
3 Days
2 days
.7 days
60 min.
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FAQ Long Processing Times vs. Production
Leadtimes
8 hours
3 days
1 day
8 hours
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FAQ Cycle Times vs. Work Content

• Work content is important to understand costs and
  in balancing flow
• Consider all machine and manual work content,
  regardless of the cycle time
• Accumulate all parallel operations in the
  processing timeline

Cycle Time 30 sec Work Content ? 150 sec.
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FAQ Different Changeover Cycle Times, etc.

• Current state mapping might uncover
• Several different machines performing the same
  operation
• Different products within the family with
  different data box characteristics for a specific
  process
• Capture the range of values as opposed to an
  average value

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FAQ Mapping Final Inspection/ Repair/Rework

• Judgment counts!
• Minimal repair/rework might be captured as a data
  attribute at the final step.
• If nearly every part needs assessment or extra
  work, consider a separate process box.

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FAQ Supplier Data Boxes

• Data attributes are dependent on the value stream
  and supplier. Minimum information might include

L/T 3 weeks
Batch 3 Tons
Min. Batch 2T
2 Scrap
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FAQ Pull Within an MRP Environment

• A combination push and pull is usually just a
  push system!
• Multiple production triggers typically lead to
  overproduction.

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FAQ Assemble-to-Order Options in a Future State

• Finished goods supermarkets can be expensive in
  value streams which have many finished part
  numbers within a product family
• To minimize inventory costs, try to find the
  upstream location where the value stream has very
  few variations and consider a supermarket of WIP
  at that point.
• Customers orders can drop to this location,
  with FIFO lanes controlling production into
  shipping.

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FAQ Assemble-to-Order Options in a Future State
Customer Orders
OXOX
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FAQ Why Not Just Start Pulling Tomorrow?

• Initiating a pull system without first attempting
  to flow will result in lots of supermarkets, and
  may increase your inventory levels.
• Design your future state with the following
  sequence
• Flow wherever you can (while still pushing)
• Produce to the TAKT (while still pushing)
• Implement a pull system

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FAQ Administrative Mapping Part 1 Integrated

• Include functions such as engineering,
  purchasing, and order entry for product families
  which have routine activities prior to scheduling
• Place the process boxes between the customer and
  the scheduling function
• Minimize the data collection to the basics of
  cycle time or quality, and document the impact on
  leadtime

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FAQ Administrative Mapping Part 2 Separate
Maps

• Better for redesigning overhead and
  administrative support areas touching value
  streams
• Order processing
• Warranty activities
• Job quotes
• Not useful for activities outside a value stream
• Data boxes must have attributes focusing on cost,
  quality, and service
• Inventory is typically paperwork
• Information flow is typically informal