Value-Stream-Mapping

LeanManufacturingCoreTrainingLeanTransformation–TheValueStreamMappingRev2:28thMarch20052ContentsManufacturingOverviewLeanTransformationTheValueStreamMapping3What’sManufacturing?Manufacturingistheprocessthattransformthegoodsfromrawmaterialswithvalue-addedactivitytotheCustomerwantitwithacceptablequality.SMTMANUALASSYFCTVALUESTREAMCUSTOMERFINISHEDGOODSRAWMATERIALRawSuppliersManufacturingOverview4HowManufacturingisScheduled?ProductionControlMRPDailyShipScheduleWeeklyScheduleDailyOrder90/60/30ForecastWeeklyFAXForecast(2months)SMTMANUALASSYFCTFINISHEDGOODSRAWMATERIALFacts:1.Forecastschedulewillneveraccurate(mostofthepeopletendtooveroptimistic)2.Buildtoforecast,builduptheinventoryeverywhere,includingfinishgoods.CustomerSupplier5What’sTotalLeadTimeToday?SMTMANUALASSYFCTVALUESTREAMCUSTOMERFINISHEDGOODSRAWMATERIALRawSuppliers2monthsDeliveryfromsupplierWarehouse1monthManufacturingtakeaweekormoreDelivertoCustomer,aweekormoreCustomerOrderCustomerpayus30dayspayableaftergoodreceivedWhat’stotalleadtimefromcustomerordertoreceivecash?What’sinventoryturntodayinCelestica?6HowManufacturingWorkinafactorytoday?WSOps:150boards/hrTest:85boards/hrPacking&ShipIIIWIPeverywheretopreventthedisruptionLongerC/Otimeformassproductionbeforemodelchanged.PushtonextstationwithoutconsiderationWhythosethingshappeninmanufacturing?ReceivedorderfromPC,buildtoschedule.到处都是防止物料混乱长时间的C/O批量生产前模式改变了。下一站不考虑推动为什么这些事情发生在制造吗?7SaidtherevenueofCompanyAisUSD$10Billions,andinventoryturnis9.PleaseestimatethecashthathasbeentrappedinstoreroomorWIPintheplant.Considered80%ofmaterialcost.公司说的收入是10亿美金,库存转9。请估计现金,已经被困在储藏室或者制品的工厂。被认为是有80%的材料成本。Exercise18LeanTransformationLeanTransformationistheentiresystemchangefrompushproductionsystemtoLeanSystem(to1-pieceflowifpossible,orelsepullsystem)精益转型是整个系统的变化推动生产系统,从系统(1-piece靠流量如果可能,否则拉系统)。ContinuousFlow“makeone,moveone”ContinuousFlow“makeone,moveone”ContinuousFlow“makeone,moveone”ContinuousFlow“makeone,moveone”TheStreamofValue,1piececontinuousflow.9“Allwearedoingislookingatthetimelinefromthemomentthecustomergivesusanordertothepointwhenwecollectthecash.Andwearereducingthattimelinebyremovingthenon-valueaddedwaste”所有我们要做的就是看时间线从客户给我们一份订单,我们收集的现金。我们正在减少,时间线的增值浪费ByTaiichiOhnoFounderofToyotaProductionSystemLeanDefinition10LeanManufacturing“IsthemanufacturingsystemwhichconstantlypursuesstreamliningoftheentiresystemthroughcompleteeliminationofWaste.ItaimstobuildinQualityatthemanufacturingprocesswhilerecognizingtheprincipleofcostreductionthrougheliminationofwasteandnon-value-addedactivities.”制造系统,是吗不断追求的绩效通过对整个系统的完整减少浪费。它的目的是建立在质量制造过程虽然辨识出的原则通过消除降低成本废物和必要的活动11WorldClassCompaniesMakeRevolutionaryChangesStreamlineProcessEliminateWasteEmpowerEmployeesNeverContent,ImproveContinuouslyWorldClassCompanies12Summary:WorldClassVs.TraditionalTRADITIONALWORLDCLASSORGANIZATIONComplex,functional,departmentalboundariesSimple,product/customerfocusedEMPLOYEESIndividuals,pieceworkTeams,cells,flowlinesSCHEDULINGCentralized,forecastsLocalized,demand-drivenPRODUCTIONPush,batch,biglotPull,onepieceflow,smalllotMAINTENANCEReactive,runtofailureProactive,TPMQUALITYDetection,tracking,defectreportPrevention,PPM,0defectsCONTROLReports,supervision,blameorientedVisual,teams,goal-oriented180DEGREESAPART!PRIORITYPriorityoftheday;setbybossPDPconnectedtooverallstrategy;self-directed13WorldClassManufacturingSomeresults(Leadtimereduction)fromadoptingWorldClassManufacturingCompanyBeforeLeanAfterLeanGE,CircuitBreakers3wks3daysMotorola3wks2hrsHP,Electronics4wks5daysHarley-Davidson360days3daysMatsushita,WashingMachines360hrs2hrsWiremoldHarnesses4–6wks2daysPorsche,Automobiles(NPI)7yrs3yrsPratt&Whitney,Airfoils44wks5wks14ValueStreamMapping1-piecefloworPullSystem,InformationFlowBasicLeanPracticeWasteIdentification5S&VisualManagementLeanSystem1-pieceFlow,PullSystem,WorkCellDemandFlow,Multi-skillOperators,Theoryofconstraint,Set-upTimeReduction,TPM,MistakeProofingExecution-KaizenBlitzWorkshopChangeManagementLeanTransformationRoadMap&ToolSetIdentifysite,customeraccount/linetoStartConductKaizenBlitzforValueStreamMapping(IdentifyGap)PlanforthewholetransformationstrategyConductKaizeneventsor6-SigmaprojectstoclosethegapWalkingtheflowwithFSM(FutureStateMapping)Endoftransformation,butkeepcontinueimprovementDeterminetheCustomerValueTheValueStreamMapping16TheValueStreamMappingMappinghelpsyouseeandfocusonflowwith“avision”ofanidealorimprovedstate.Apaperandpenciltoolthathelpsyoutoseeandunderstandtheflowofmaterialandinformationasaproductmakesitswaythroughtheproductionsystem17ManualAssySteelSupplierKKICTFrameConfigShippingFCTPackingMechanicalCPStoreBOSCMKKKKOrderOrderWAREHOUSEFrameStoreCPStoreSMTKKSMTStoreCustomerForecastForecastProcurementPOPOKKSUPPLIERSUPPLIERInformationFlowMaterialFlowKKKANBANRawMaterialStoreMechanicalPARTSLEVELINGManualAssySteelSupplierKKICTFrameConfigShippingFCTPackingMechanicalCPStoreBOSCMKKKKKKOrderOrderWAREHOUSEFrameStoreCPStoreSMTKKSMTStoreCustomerForecastForecastProcurementPOPOKKSUPPLIERSUPPLIERInformationFlowMaterialFlowKKKANBANRawMat