Complete the future state mapping for the current state in the last slide of “Lecture 6: Value Stream Mapping”. Collected data is included within the CSM. You can draw it by hand and scan the document and submit.
asha latha
ch16-6-ValueStreamMapping_2017_ST.pdf
A N E F F E C T I V E W AY O F C A P T U R I N G T H E
C U R R E N T S I T U AT I O N , I D E N T I F Y I N G T H E
L O N G - T E R M L E A N V I S I O N , A N D
D E V E L O P I N G A P L A N T O G E T T H E R E .
Ch-6 Value Stream Mapping
Value Stream Mapping
The journey toward lean manufacturing
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For a journey, you must know:
Destination
Starting point
For the journey toward lean manufacturing
The destination (future state mapping)
The starting point (current state mapping)
Value Stream Mapping
Ch-6 Value Stream Mapping
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Examines and records all activities
From raw material to a finished product
Include both value added and non-value added activity
Captures the current situation (current state)
Identifies the long-term lean vision (future state)
Develops a plan to get there
Find the “true north”
Why Value Stream Mapping
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Learns to “see”
“The problem is not elimination of waste, but identification of waste. Any
reasonable person will eliminate waste if he can only see it in the first
place.” --- Shigeo Shingo
Many companies don’t see “hear no evil, speak no evil, see no evil.”
Links together people, lean tools, metrics, and reporting
requirements to achieve a lean enterprise.
Allows everyone to understand and continuously improve his or her
understanding of lean concepts.
Generates an actual lean design and implementation plan.
Requires a lean coordinator to make the process go smoothly.
An example of current state mapping
Ch-6 Value Stream Mapping
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Icons to Be Used
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Ch-6 Value Stream Mapping
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Icons to Be Used
Current state mapping (CSM)
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A graphic depiction of what is currently happening on the floor
Should be conducted by a cross-functional team of people
Data must be gathered from existing conditions on the floor
To gather the information, the cross functional mapping team
must walk the floor, door-to-door, following the product as it is
manufactured. CSM is a pencil-and-paper process intended to
get employees involved, as well as gain a better, more intimate
understanding of the product, process, and information flow. The
mapping team must resist the urge to use a computer for this
process.
Current state mapping (CSM)
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CSM maps include three flows:
Product flow: the path the product takes during
production, before being shipped to the customer.
Information flow: how information is shared and
communicated during the production process.
Material flow: how incoming material is moved and
replenished, and in what quantities during production.
Current state mapping (CSM)
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Examples of attributes to be gathered from the shop floor
Manpower – the number of operators in the process
Work hours and schedules – the number of hours available per day,
the number of shifts per day, and the number of shifts per week
Changeover times – the amount of time it takes to change from
product to product, from the last good part to the first good part
Machine cycle times – the actual cycle time of each machine
Inventory levels – the amount and location of all parts, including raw
materials and finished goods
Scrap rates – the percentage of parts produced that are not
salvageable
Analyze the Current State
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Demand
What is the demand? In other words, what is the takt time?
Do you need buffer stock? Where? How much?
Do you need safety stock? Where? How much?
Will you ship finished goods right after the final operation or use
a finished-goods supermarket?
What improvement tools will you use to improve your ability to
fulfill customer demand?
Analyze the Current State
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Flow
Where can you apply continuous flow?
What level of flow do you need?
a. “Move on, make one” (one-piece flow)?
b. Cell design? What type?
How will you control upstream production?
a. In-process supermarket?
b. Kanban?
What other improvement methods will help to achieve continuous flow?
a. Quick changeovers?
b. Autonomous maintenance?
Analyze the Current State
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Leveling
What types of kanban cards will you use?
How will kanban cards be distributed?
Will you use a heijunka box?
Creating The Future State Map
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Simple goal of lean manufacturing Produce the highest quality at the lowest total cost in the shortest
lead-time, with flexibility to respond to changes
The challenge in developing the future state is to meet
the customer’s requirements (within specification) in the
shortest lead-time and at the lowest cost. Lead-time consists of non value-added time and value -added
time. Preventing overproduction to reduce the lead time Takt time
Kanban
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HW4 – Current State Mapping
