11ValueStreamMapping_LeadTime

©2001ConceptFlow1ValueStreamMappingandLeadTimes©2001ConceptFlow2ModuleObjectivesBytheendofthismodule,theparticipantwillbeableto:•Discussthedifferencebetweenoperationsimprovementandprocessimprovement•Identifyandmapavaluestream•Describethecomponentsofleadtime•Discusstheimportanceofleadtimereduction©2001ConceptFlow3ProcessesAndOperations•Process-theflowofproducts/services/servicesfromoneworkertoanother•Operation-thediscretestageatwhichaworkermayworkondifferentproducts/services/services©2001ConceptFlow4GroupExerciseBrainstormandwriteonaflipcharttwolists-processesandoperations,thatexistinyourorganization(s)©2001ConceptFlow5FourPhenomenaOfProcess–F.B.GilbrethSHIP•Delay(Storage)•Transport(Handling)•Inspection•Processing©2001ConceptFlow6TwoTypesOfDelays•Processdelays-delayofanentirelotbetweenprocesses•Lotdelays-occurswhenindividualitemswaittofallinstepwithentirelots©2001ConceptFlow7ProcessImprovementOrOperationImprovement?•Productionisanetworkofprocessesandoperations•Butinimprovingproduction,processphenomenashouldbegiventoppriority©2001ConceptFlow8WhatIsAValueStream?Allactions(valueandnon-valueadded)currentlyrequired:•Todesignaproduct/servicefromconcepttolaunch•Toproduceaproduct/servicefromrawmaterialintothearmsoftheclient©2001ConceptFlow9ValueStreamManagement–LeanEnterpriseInstitute“...theprocessofincreasingtheratioofvaluetonon-valuebyidentifyingandeliminatingsourcesofwasteintheoverallvaluestreamfordefinedproduct/servicefamilies,ensuringthatthevaluestreamisprofitableandmeetsorexceedsclientrequirements”©2001ConceptFlow10IdentifyTheValueStream–LeanThinking•Valuestreamisallactionsrequiredtobringaspecificservice/productthroughthreecriticaltasks:1.ProblemSolving2.InformationManagement3.PhysicalTransformation•TheLeanEnterpriseisthesumofallactivitiesthatperformthesethreetasks•Isoftenmorethanoneorganization©2001ConceptFlow11BenefitsOfValueStreamMapping•Providesasimplebuttruepictureofwhatishappeningintheprocess•Calibratesyourteamtoacommonunderstandingoftheprocess•Helpsanalyzeaprocessbybreakingitdownintoitscomponentsteps•Providesastructuretowhichspecificdatacanbeattached•Includestheflowofmaterialandtheflowofinformation©2001ConceptFlow12StepsInValueStreamMapping1.Selectoneproduct/servicefamilybasedonendclient2.Haveonepersonleadthemappingeffort3.Mapthecurrentstateatthe“doortodoor”level4.Mapthedesiredfutureleanvaluestream5.Developanimplementationplantoachievethefuturestate©2001ConceptFlow13“As-Is”ProcessCycleTime:E/T=249HrsW/T=18.08HrsVA/T=6.63HrsE/T=ElapsedTimeW/T=WorkTimeVA/T=Value-AddedTimePortfolioReviewDuration©2001ConceptFlow14INFORMATIONFLOWICONS300pieces1DayKanbanPostFirst-InFirst-OutSequenceFlowLoadLevelingInventoryOXOXFIFOMATERIALFLOWICONS2%ScrapC/T=45secC/O=30min3Shifts“GoSee”SchedulingSignalKanbanFinishedGoodstoCustomerDataBoxWeeklyScheduleScheduleASSEMBLYManufacturingProcessTruckShipmentWithdrawalKanbanKanbanArrivinginBatchesMon+WedManualInfomationFlowXYZCorporationSequenced-PullBallProductionKanbanOutsideSourcesPushArrowElectronicInfomationFlowIconsForMappingTheCurrentProcess©2001ConceptFlow15GENERALICONSSupermarketWithdrawalBufferorSafetyStockUPTIMECHANGEOVERKalzenLighteningBurstOperator1IconsForMappingTheCurrentProcess©2001ConceptFlow16IconsForMappingTheCurrentProcess•Databox•Processbox•Triangle(inventory)•Shippingicon(truck,railorair)•Narrowline(informationflow)•Narrowlinewithwiggle(electronicinformationflow)•Broadarrow-shipmentofgoodsinboundoroutbound•Stripedarrow-pushmovementofmaterial•Timelineshowingvalueaddedandnon-valueadded©2001ConceptFlow17Icons-ValueStreamMapOfficeDataBoxProcessBoxInventoryShipping(Truck)InformationFlowElectronicInformationFlowASSEMBLY©2001ConceptFlow18Icons-ValueStreamMapShipmentofGoods(InboundorOutbound)PushMovementofMaterialTimelineLeadTimeProcessingTime…ValueAdded©2001ConceptFlow19TipsForMappingTheCurrentProcess•Collectdatayourselfbywalkingthepathwaysofmaterialandinformation•‘Walktheprocess’repeatedly•Beginwithaquick“door-to-door”walk•Bringastopwatchandgatheryourowntimes•Mapentirestreamyourself•Drawbyhandinpencil©2001ConceptFlow20LevelsOfAProcessTermsCoreBusinessProcess(“Strategic”)BusinessProcessesHighLevelProcessMapDetailedSub-ProcessMapBusinessDevelopmentSalesUnderwritingContractingClientServiceDocsNegotiateCloseUnderwriters(ext.)Clients(int.)Cust.ServiceDept.ClientTasksProceduresSupplierFunctionalDepartmentsSub-processDetailedSub-processTerms©2001ConceptFlow21The“As-Is”MapShouldReflectTheActualProcessVersionsOfAProcessAtLeastThreeVersionsWhatYouThinkItIs...WhatYouWouldLikeItToBe...WhatItActuallyIs...©2001ConceptFlow22RelatingTheVersionsOfProcessMapsToLevelsOfPerformanceTimeDefectsandWasteBreakthroughAs-Is=CurrentStateCould-Be=BreakthroughStateImprovementPeriodShould-Be=ProcessEntitlementQ,S&C$$$Q:QuickS:SimpleC:Easy©2001ConceptFlow23TypicalProcessData•Cycletime•Uptime•Inventory•BatchSizes•Numberofoperators•Numberofproduct/servicevariations•Workingtime•Scrap/reworkrate•Defectrate(dpu)©2001ConceptFlow24TimeDefinitions•Cycletime(C/T):howoftenaunitorproduct/serviceiscompletedbytheo