Value Stream Mapping ( Lean manufacturing )

Value stream mapping

1. “ Value Stream Mapping ”

2. Agenda Lean and its meaning Types of activity 3 M model Muda : 7 Types of Waste Process flow types Value stream mapping step Using the Mapping Tool Identifying the MUDA Guidelines for eliminating MUDA Drawing Future State Map

3. What is lean Lean production is a systematic manufacturing method used for eliminating waste within the manufacturing system. Lean manufacturing focuses on removing waste from the manufacturing process, continuous improvement and delivering value to the customer. Fat is an unnecessary part/muscle/weight of our body which impact on our efficiency. remove all UN-wanted activity from our process than our process will become Lean. Tools:Workout,diet etc.

4. Types of Activity : Non-Value Added Activity : Non-value-adding refers to activities within a company or supply chain that do not directly contribute to satisfying end consumers' requirements. It is useful to think of these as activities that consumers would not be happy to pay for. Value Added Activity : From an end-customer's point of view, value-added work is any activity that produces goods or provides a service for which a customer is willing to pay.

5. Necessary Non-Value Added Activity : These are activities that are absolutely necessary to complete work with the present operations and/or equipment. They do not add value to the customer but must be present in order to get business done. Types of Activity :

6. 3M M odel Muda: Waste Muri: Overburden Mura: Un-evenness

7. Muda: Types of Waste

8. Muda: Types of Waste 1. Trasportation : Transportation waste is the unnecessary movement of manufacturing resources outside of the area where production occurs. 2. Inventory : Inventory waste is inventory that is left untouched waiting to be used. This wastes space as well as the capital used to purchase the inventory without immediate financial returns.

9. 4. Waiting : Wasted time waiting for the next step in process due to an un-balanced manufacturing process. 3. Motion : Motion Wasted in lean manufacturing is the increased motion of machinery or a person due to an inefficient manufacturing process. Wasted motion increases the amount of wear and tear on both workers and machinery. Muda: Types of Waste

10. 5. Over production: Overproduction is the mother of the all seven wastes, overproduction is making products in too great a quantity or before it is actually needed leading to excessive inventory,motion,transpoertation. 6. Over processing: Sometimes, products that are excessively processed are highly complex and expensive and it can be difficult to clearly identify overprocessing. 7. Defects: Defects have occurred any time an end product is inadequate or falls short of customer expectation. Muda: Types of Waste

11. What is Value Stream Mapping Value stream mapping is a lean manufacturing technique to analyze, design, and manage the flow of materials and information required to bring a product to a customer. VSM involves creating a detailed map of all the important steps of your work process necessary to deliver value from start to finish Primary purpose of creating a value stream map is to show you where you can improve your process by visualizing both its value-adding and non-value-adding steps. Purpose of Value Stream Mapping

12. it help you to visualize more then just the single -process level, i.e.assembly ,welding ,etc. It help you to see waste and sources of waste. It show the linkage between the information flow and the material flow. Value stream mapping is a qualitative tool by which you describe in details how your facility should operate in order to create flow. Why Value Stream Mapping

13. Step implementation of Value Stream Mapping 1. Collect information of current process 2. Identify and list every step in the process ( Selecting a product family ) 3. Identifying Similarities 4. Creating the Current State Map 5. Identify inefficiencies and areas of improvement. 6. Map out the future state of the process 7. Create an action plan for implementation

14. Symbol of Value Stream Mapping

15. Lean Measurements Cycle Time : Cycle time is the amount of time it takes to complete a specific task to from start to finish. Takt Time : Takt time can be defined as the ideal production time to fulfill customer demand satisfactorily. Throughput Time : Throughput time is the amount of time it takes a manufacturer to complete a product from the first step in the production process to the last step. TAKT Time = (Net Time Available for Production)/(Customer’s Daily Demand) Example: 1.Available production time = 8 hours or 480 minutes( day ) 2.Customer demand : 20 parts per day 3.Takt Time = 480/20 = 24 minutes/parts Cycle Time = Net Production Time / Number of Produced Units Example : 1. Available production time = 8 hours or 480 minutes( day ) 2. No. of produced parts : 20 parts per day 3. CycleTime = 480/20 = 24 minutes/parts

16. Lean Measurements Lead Time : Lead time is the amount of time it takes a manufacturer to complete a product from the demand to supply. Lead Time = Customer demand + planning + processing time (procurement and manufacturing) + post-processing time (dispatch)

17. Current State Mapping List of Typical process data C/T (Cycle time) C/O (Changeover time ) Uptime ( On-demand machine uptime) EPE ( Production batch sizes ) Number of operators Number of product variations Pack Size Working time (Minus breaks ) Scrap rate

18. Step 1 : Frist view of Current state map showing the customer Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs ABC Fabrication

19. STAMPING CT = 1 Sec. C/O = 1 Hour Uptime = 85 % 27,600 Sec. Avail. EPE =2 weeks I Current State Mapping 1 200 T( Press) S.WELD # 1 CT = 39 Sec. C/O = 10 Min. Uptime = 100 % 2 Shifts . S.WELD # 2 CT = 46 Sec. C/O = 10 Min Uptime = 80 % 2 Shifts 27,600 Sec. Avail. ASSEMBLY #1 CT = 62 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. ASSEMBLY #2 CT = 40 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. SHIPPING Staging Coils 5 days I A-4600 B-2400 I I I I 27,600 Sec. Avail. A-1100 B-600 1 1 1 1 A-1600 B-850 A-1200 B-640 A-2700 B-1440 Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs ABC Fabrication

20. STAMPING CT = 1 Sec. C/O = 1 Hour Uptime = 85 % 27,600 Sec. Avail. EPE =2 weeks I 1 200 T( Press) S.WELD # 1 CT = 39 Sec. C/O = 10 Min. Uptime = 100 % 2 Shifts . S.WELD # 2 CT = 46 Sec. C/O = 10 Min Uptime = 80 % 2 Shifts 27,600 Sec. Avail. ASSEMBLY #1 CT = 62 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. ASSEMBLY #2 CT = 40 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. SHIPPING Staging Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs Coils 5 days I A-4600 B-2400 I I I I 27,600 Sec. Avail. A-1100 B-600 1 1 1 1 A-1600 B-850 A-1200 B-640 A-2700 B-1440 Tues. + Thrus. 500 ft coils ABC Steel co. ABC Fabrication

21. STAMPING CT = 1 Sec. C/O = 1 Hour Uptime = 85 % 27,600 Sec. Avail. EPE =2 weeks I Current State Mapping 1 200 T( Press) S.WELD # 1 CT = 39 Sec. C/O = 10 Min. Uptime = 100 % 2 Shifts . S.WELD # 2 CT = 46 Sec. C/O = 10 Min Uptime = 80 % 2 Shifts 27,600 Sec. Avail. ASSEMBLY #1 CT = 62 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. ASSEMBLY #2 CT = 40 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. STAMPING Staging Coils 5 days I A-4600 B-2400 I I I I 27,600 Sec. Avail. A-1100 B-600 1 1 1 1 A-1600 B-850 A-1200 B-640 A-2700 B-1440 Tues. + Thrus. PRODUCTION CONTROL Weekly Schedule 6 -week forcast Daily ship schedule Daily orders Weekly Fax MRP 90/60/30 Day forecasts 1 x Daily 5 days 1 Second 7.6 days 39 seconds 1.8 days 46 Seconds 2.7 days 62 Seconds 2 days 40 seconds 4.5 days Production lead Time = 23.6 days Processing Time= 188 sec. Value Added ratio=0.02% Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs ABC Fabrication 500 ft coils ABC Steel co.

22. STAMPING CT = 1 Sec. C/O = 1 Hour Uptime = 85 % 27,600 Sec. Avail. EPE =2 weeks I Current State Mapping 1 200 T( Press) S.WELD # 1 CT = 39 Sec. C/O = 10 Min. Uptime = 100 % 2 Shifts . S.WELD # 2 CT = 46 Sec. C/O = 10 Min Uptime = 80 % 2 Shifts 27,600 Sec. Avail. ASSEMBLY #1 CT = 62 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. ASSEMBLY #2 CT = 40 Sec. C/O = Uptime = 100 % 2 Shift 27,600 Sec. Avail. STAMPING Staging Coils 5 days I A-4600 B-2400 I I I I 27,600 Sec. Avail. A-1100 B-600 1 1 1 1 A-1600 B-850 A-1200 B-640 A-2700 B-1440 Tues. + Thrus. PRODUCTION CONTROL Weekly Schedule 6 -week forcast Daily ship schedule Daily orders Weekly Fax MRP 90/60/30 Day forecasts 1 x Daily 5 days 1 Second 7.6 days 39 seconds 1.8 days 46 Seconds 2.7 days 62 Seconds 2 days 40 seconds 4.5 days Production lead Time = 23.6 days Processing Time= 188 sec. Value Added ratio=0.02% Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs ABC Fabrication 500 ft coils ABC Steel co.

23. Produced to your takt time Develop Continuous flow wherever possible Use supermarket to controle production where continious flow does not extend upsteam Try to send the coustomer schedule to only one production process Distribute the production of different products evenly over time at the pacemaker process.( Level the production mix) Create an initial pull by releasing and withdrawing small ,consistent increments of work at the pacemaker process.(Level the production volume) Develop the ability to make every part every time in fabrication processes upstream of the pacemaker process. Produced to your takt time

24. STAMPING EPE =2 weeks C/O < 10 Min. Current State Mapping 1 200 T( Press) WELD + ASSY. Takt = 60 Sec. C/T = 56 Sec. C/O = Nill Uptime =100 % . SHIPPING Staging Tray=20 pieces 2 Shift t 18,400 Pcs /mo A-12000 pcs B-6400 Pcs 2 Shifts Daily (Milk run) PRODUCTION CONTROL 6 -week forcast O X O X Daily orders Daily order 90/60/30 Day forecasts 1 x Daily 1.5 days 1 Second 1 day Production lead Time = 4.5 days Processing Time= 169 sec. Value Added ratio= Coils (At the press) Bin 20 1 Day A B 20 Coil Coil 20 20 20 Daily Order Batch 168 Second 2 days 2 days Super market create Weld.+ Assy. In one station Total Work 168 Sec ABC Steel co. ABC fabrication

25. Benifit of Value Stream Mapping Identify waste Identify bottlenecks Make processes efficient Improve cross-functional collaboration Improve end-product quality

26. Thank You