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Map for 1 switch STORE KIT TK 1 C,T,Seq,Int/ExtD,HP,No Pcb TEST Q/T:(H) 7 C/T: (H) 0.20
Map for
1 switch
STORE KIT
TK
1
C,T,Seq,Int/ExtD,HP,No Pcb
TEST
Q/T:(H)
7
C/T: (H)
0.20
0.6Hx15 switch = 9.0 hour
1 Operator => 15#/9 hour
for C,T,Seq, High Power
LAB
C/O: (H)
0.08
Shift:
1
10
Min
No PCB
Ext D
Ini. Build/QC
Strap/Solith
QC Sol.
MIP
Close Test
Install RF, Test
TTI-DC
Hardware
1
0.33
1 0.33
1 0.50
1 0.33
0.33
C,T,Seq,Int/ExtD, No PCB
C,T,Seq,Int/ExtD, No PCB
C,T,Seq,Int/ExtD,HP,No Pcb
C,T,Seq,ExtD,HP,No Pcb
C,T,Seq,Int/ExtD,
High Power
C,T,Seq,Int/ExtD,HP,No Pcb
Q/T:
7
0
0
3.5
3.5
Q/T:(H)
1
Q/T:(H)
14
1
1
0
C/T:
22
0.5
0.10
0.50
0.10
0.25
20.15
0.60
1.00
0.25
C/T: (H)
0.25
C/T: (H)
0.25
0.25
24.00
0.25
0.50
C/O:
0
0.08
0.08
Wiring Sol.
0.08
0.08
C/O: (H)
0.00
C/O: (H)
0.00
0.00
0.00
Sold Test Harn
0.08
Sold Conn
Shift:
2
1
1
1
1
1
Shift:
1
Shift:
1
1
1
0.50
1 0.20
C,T,Int/ExtD,HP
Seq
C,T,Seq,Int D,HP,No Pcb
Ext D
No Pcb
TK
0
0
Int D Conn.
Q/T:(H)
0
3.5
3.5
HOUSING / ROTOR PROBLEM
Q/T: 2 Week
0.50
0.25
C/T: (H)
0.50
18.50
2.50
18.50
0.75
0.08
0.08
QCWire
Sold D Conn.
C/O: (H)
0.08
0
0
TKUpdate
TK
1
1
0.33
1
Shift:
1
1
1
C,T,Seq,Int/ExtD,HP,No Pcb
Int D
2.25Hx15 switch = 33.75 hour
1 Operator => 15#/ 33.75 hour
for Int D
C,T,Seq,Int/ExtD,HP,No Pcb
Q/T:(H)
1
Q/T:(H)
3.5
ICD NOT AVAILABLE
Q/T:(H)
3.5
PCB NOT AVAILABLE
Q/T: 1 Week
C/T: (H)
0.25
C/T: (H)
18.50
2.25
Q/T: 2 Days
Ext D=>1 Ope => 15#/ (2.5Hx15)
No PCB=>1 Ope => 15#/(0.75Hx15)
C/T: (H)
0.20
C/O: (H)
0.00
C/O: (H)
0.08
C/O: (H)
0
Shift:
1
Shift:
1
Shift:
1
WITH ECN or DOC. PROBLEM
WITH Part Delivery PROBLEM
4 days addition
Stream(1) => 100% OK
Stream(1) => 100% OK
Stream(2) => 100% OK + ECN
2 week addition
Stream(3) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 0
1
3.5
1
14
1
0
0
3.5
7
38.00
Q/T
Actual
8.7
66.00
Q/T
Actual
12.7
108.00
Q/T
Actual
18.7
0.20
0.60
0.50
0.25
20.75
0.25
0.25
0.25
0.5
0.50
0.20
22.50
46.75
C/T
Target
15
46.75
C/T
Target
46.75
C/T
Target
0.08
0.08
0.08
0.00
0.08
0.00
0.00
0.00
0.08
0.08
0
0
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Wiring Sol.
QCWire
Strap/Solith
QC Sol.
MIP
Close Test
Sold Test Harn
Install RF, Test
TKUpdate
TTI-DC
85.42
L/T
Before
15.4
113.42
L/T
Before
19.4
155.42
L/T
Before
25.4
Stream(4) => 100% OK
Stream(4) => 100% OK
Stream(5) => 100% OK + ECN
Stream(6) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 0
1
3.5
1
14
1
0
0 3.5
7
38.00
Q/T
Actual
8.6
66.00
Q/T
Actual
12.6
108.00
Q/T
Actual
18.6
0.20
0.60
0.25
0.25
20.75
0.25
0.25
0.25
0.50
0.50
0.20
22.50
46.50
C/T
Target
15
46.50
C/T
Target
46.50
C/T
Target
0.08
0.08
0.08
0.00
0.08
0.00
0.00
0.00
0.08
0.08
0.00
0.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Wiring Sol.
QCWire
Strap/Solith
QC Sol.
MIP
Close Test
Sold Test Harn
Install RF, Test
TKUpdate
TTI-DC
85.17
L/T
Before
14.9
113.17
L/T
Before
18.8
155.17
L/T
Before
24.9
Stream(7) => 100% OK
Stream(7) => 100% OK
Stream(8) => 100% OK + ECN
Stream(9) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 0
1
3.5
1
3.5
14
1
0
0
3.5
7
41.50
Q/T
Actual
13.8
69.50
Q/T
Actual
17.8
111.50
Q/T
Actual
23.8
0.20
0.60
0.50
0.25
20.75
0.25
20.75
0.25
0.25
0.50
0.50
0.20
22.50
67.50
C/T
Target
15
67.50
C/T
Target
67.50
C/T
Target
0.08
0.08
0.08
0.00
0.08
0.00
0.08
0.00
0.00
0.08
0.08
0.00
0.00
0.58
C/O
Lab#
7.00
0.58
C/O
Lab#
7.00
0.58
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Wiring Sol.
QCWire
Strap/Solith
QC Sol.
Sold D Conn.
MIP
Close Test
Sold Test Harn
Install RF, Test
TKUpdate
TTI-DC
109.75
L/T
Before
21.5
137.75
L/T
Before
25.5
179.75
L/T
Before
31.5
Stream(10) => 100% OK
Stream(10) => 100% OK
Stream(11) => 100% OK + ECN
Stream(12) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 0
1
3.5
1
14
1
0
0
3.5
3.5
7
41.50
Q/T
Actual
14.3
41.50
Q/T
Actual
18.3
111.50
Q/T
Actual
24.3
0.20
0.60
0.50
0.25
20.75
0.25
0.25
0.25
0.50
0.50
21.00
0.2
22.5
67.75
C/T
Target
15
67.75
C/T
Target
67.75
C/T
Target
0.08
0.08
0.08
0.00
0.08
0.00
0.00
0.00
0.08
0.08
0.00
0.00
0.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Wiring Sol.
QCWire
Strap/Solith
QC Sol.
MIP
Close Test
Sold Test Harn
Install RF, Test
Sold Conn
TKUpdate
TTI-DC
109.92
L/T
Before
20.9
109.92
L/T
Before
24.9
179.92
L/T
Before
30.9
Stream(13) => 100% OK
Stream(13) => 100% OK
Stream(14) => 100% OK + ECN
Stream(15) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 0
1
3.5
1
14
1
0
0
3.5
3.5
7
41.50
Q/T
Actual
9.7
41.50
Q/T
Actual
13.7
111.50
Q/T
Actual
19.7
0.20
0.60
0.50
0.25
20.75
0.25
0.25
24.25
0.50
0.50
21
0.2
22.5
91.75
C/T
Target
15
91.75
C/T
Target
91.75
C/T
Target
0.08
0.08
0.08
0.00
0.08
0.00
0.00
0.00
0.08
0.08
0.00
0.00
0.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
0.50
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Wiring Sol.
QCWire
Strap/Solith
QC Sol.
MIP
Close Test
Sold Test Harn
Install RF, Test
Sold Conn
TKUpdate
TTI-DC
133.92
L/T
Before
16.4
133.92
L/T
Before
20.4
203.92
L/T
Before
26.4
Stream(16) => 100% OK
Stream(16) => 100% OK
Stream(17) => 100% OK + ECN
Stream18) => Rotor/Hsg./PCB problem
0.17
0.17
T/T
Days
0.17
T/T
Days
0.17
T/T
Days
7
0 3.5
1
14
1
0
0
3.5
7
37.00
Q/T
Actual
9.4
37.00
Q/T
Actual
13.4
107.00
Q/T
Actual
19.4
0.20
0.35
1.25
0.25
0.25
0.25
0.50
0.50
0.20
22.50
26.25
C/T
Target
15
26.25
C/T
Target
26.25
C/T
Target
0.08
0.08
0.08
0.00
0.00
0.00
0.08
0.08
0.00
0.00
0.42
C/O
Lab#
7.00
0.42
C/O
Lab#
7.00
0.42
C/O
Lab#
7.00
STORE KIT
Ini. Build/QC
Strap/Solith
QC Sol.
MIP
Close Test
Sold Test Harn
Install RF, Test
TKUpdate
TTI-DC
63.83
L/T
Before
15.09
63.83
L/T
Before
19.09
133.83
L/T
Before
25.09
I
LEGEND:
Available work time per shift
customer demand qty. per shift
Brain Storm
OVEN
Announce
Considerations :
Lot =>
15 switch, 15 TK
5
day/week
Takt Time =
E
Employee
in Group
Others =>
Rework is not considered
50
wk/year
D
T/T=
Travel time
Queue time
Cycle time (Machine)
Cycle time (Touch)
P/T + T/T
C/O=
E
Q/T=
P/T=
Change over time
Process time
FIFO
P
C/Tm =
C/T= C/Tm + C/Tt
T
C/Tt=
L/T=
Lead time
L/T =
P/T =
Q/T+(C/Tm+C/Tt)+C/O
PFD = Personal Fatigue & Delay Time
Store ( W.I.P or
Finished goods )
Push
( finished goods)
Electronic
Information Flow
Telephone
Information
First in first out
( sequence flow )
Withdrawal
Kanban
Manual
Information Flow
Visual Aid
Techniques
Push
(to next process)
Pull
(e.g. from Store)
Load Leveling
Production
Truck
Inventory
If M/C time < 7 H =>
P/T / (# shift x 7 H)
237
WkDay/Year
Kanban (batch)
Signal Kanban
Hand
Kanban Post
If M/C time > 7 H =>
shift =>
[(P/T - C/Tm) / (# shift x 7 H)]+(C/Tm/
= 7.5 H-2x10 Min -10 Min
7
hour/day
Title
Value Stream Map ( Future )
Truck
# product/day
Takt min/product
Takt Hr/Product
Supplier or
Go See
Sequenced
Current
15% O/T Extra
Done by
Value Mgr
Date
Map
Rev
Sheet
0 X
0
Customer
Pull Ball
Future
1 0f 1

Guideline on VSM:

  • 1. Agree on scope and objectives. Know the details that this VSM for some product family, Top level / Middle level /

Must have Value stream manager for each map and make him responsible for implementation too. He should be from Product group, where the VSM will be done.

You must record in Action plan “Action/Statement/Recommendation” during Must follow 80/20 rules through out.

one. It would be nice if it tied in to the company’s Strategic plan, if it is something more than a sales wish list.

  • 3. Define assumption & operator effective time/day for all VSM.

configuration? Just learn enough to find out what works and doesn't. Use it to find and prioritize opportunities.

Focus on the future state (to be) version(s). every Data element and work content (this will prompt some questions and Comments record them). Generate action item list as per example, make sure you follow the date.

  • 6. Do a top-down decomposition/organization of the processes first, otherwise every

group may come up with its own format, breakdown and version. There may be gaps; contradictions and it may be functionally oriented.

Make it process and outcome-oriented, rather than functionally oriented.

Make the Team understand the process breakdown and reorient them to addressing. What you definitely do not want is to have departments each go off and do their Try using cross-functional teams and experienced Facilitators to help avoid that.

  • 7. VSM's should emphasize on

Time element(Cycle time, Queue time, Set up or change over time, shift), Metrics,

Defects/waste, exceptions,

Responsible or resources, responsibilities (handoffs and unclear Resp. highlighted)

Applicable rules/policies.

Each process and sub-process should have a name and objectives, along with applicable metrics (if applicable). The future state might include targeted improvements in metrics.

contradictions and gaps detected. Sometimes they fudge them and will even make up stuff to complete them and make them look logical and consistent, even if they are not really so. This is amusing, but dangerous. Make it clear that gaps, inconsistencies and contradictions should be documented as such, in the current state charts, and solved in the future state versions. and that it communicates its expectations clearly to the project team, line management and affected employees.

10.

Finally

The VSM will be just a paper Kaizen, if people do nothing with it.

How to bring it to life: Make it clear that this is a change management effort for the organization's future, not a historical chronicle.

Make it crystal clear that the mission is dramatic process improvement, maybe even reinvention of the company. Focus on the best improvement opportunities and achieve some short-term wins to build momentum and excitement. Encourage the team to commit to making dramatic improvements. Even if they fall short, it will probably be better than if they hadn't tried so hard. People who just make negative jokes about it and become non-value-added assets should be elbowed aside, or worse. Monitor progress, measure the results, follow-up to remedy problems and shortfalls. Support these teams and help them overcome obstacles, including (especially!) those in human form.

12.

Provide some formal training on VSM, if required. This is just too important and

new to let people just "wing it."

13.

Keep it Simple, S _____.

Risk on VSM:

use ineffective Approaches/techniques. Sometimes it appears that they are trying to "milk" the project budget, but often it is done because expectations have been improperly set or they don't want to leave themselves open to accusations That anything was "left out." Sometimes they spend man-months to develop Incredibly intricate and beautiful colour Visio charts suitable for display in The Museum of Modern Art. My advice: Do it on brown paper on the walls. Put later versions on fancy computer software, otherwise, you'll end up blowing a Lot of your budget on charts and endless

effort. Consultants can't do this in a vacuum, since it requires company Knowledge, participation, support, leadership and implementation effort. While consultants can help with much of this, most of it must be present Internally for ultimate success. Use consultants for knowledge transfer, Coaching and extra resources.

  • 3. There may be insufficient competency and resources to do the job.

  • 4. Scope, objectives, vision, approach and project management may be lacking.

Define: Qty of Batch or Volume of Production/min or day Start of If it is multi
Define:
Qty of Batch or Volume of Production/min or day
Start of
If it is multi discipline or multiple way you can
Process
show like this
Enter here process name
Process 1
Process 4
If below process not required
1
1.00
Process name
Enter here # of operator & dept
type
Q/T:(H)
0
1 Dept
Q/T:(H)
0
C/T: (H)
0.00
Product Type
C/T: (H)
0.00
C/O: (H)
0.00
Q/T:(H)
0
Enter here Queue time, cycle time(labour) and
(machine), Set up time (in hours or min) & shift
C/O: (H)
0.00
Optional Process
Shift:
1
C/T: (H)
0.00
Shift:
1
- you can link this in below value stream maps
C/O: (H)
0.00
Process 2
Process 3
Signed
Shift:
1
Q/T:(H)
0
0
C/T: (H)
0.00
0.00
C/O: (H)
0.00
0.00
Document sign off
MAP
1) Copy and paste above process box again and again
2) Take the help of legends explained below
Shift:
1
1
3) Use symbol exactly as below mentioned
4) Use guide line & generate action item list
Q/T:(H)
0
C/T: (H)
0.00
C/O: (H)
0.00
Enter here End
Shift:
1
customer
End
Customer
Stream(1) =>
Stream(1) =>
Days
Enter Target &
T/T
0.00
T/T
Actual
0.0
before details
Q/T
0.00
Q/T
Target
5
C/T
0.00
C/T
% T Vs Act
0%
0.00
L/T
Before
0.0
Stream(2) =>
Stream(2) =>
Days
0.00
T/T
Actual
0.0
0.00
Q/T
Target
5
0.00
C/T
% T Vs Act
0%
0.00
L/T
Before
0.0
Stream(3) =>
Stream(3) =>
Days
T/T
0.00
T/T
Actual
0.0
Q/T
0.00
Q/T
Target
5
C/T
0.00
C/T
% T Vs Act
0%
0.00
L/T
Before
0.0
Stream(4) =>
Stream(4) =>
Days
T/T
0.00
T/T
Actual
0.0
Q/T
0.00
Q/T
Target
5
C/T
0.00
C/T
% T Vs Act
0%
0.00
L/T
Before
0.0
Stream(5) =>
Stream(5) =>
Days
T/T
0.00
T/T
Actual
0.0
Q/T
0.00
Q/T
Target
5
C/T
0.00
C/T
% T Vs Act
0%
0.00
L/T
Before
0.0
I
LEGEND:
E
Takt Time =
Available work time per shift
customer demand qty. per shift
Employee
D
T/T
Travel time
Queue time
Cycle time
Lead time
P/T + T/T
C/O
FIFO
E
Q/T
P/T
P
C/T
C/Tt
Change over time
Process time
Cycle time (Touch)
Cycle time (Oven, Equipment)
Q/T + C/T + C/O
Store ( W.I.P or
Finished goods )
Push
( finished goods)
Electronic
Information Flow
Telephoic
Information
First in first out
( sequence flow )
Withdrawal Kanban
Visual Aid
Techniques
Push
(to next process)
Pull
(e.g. from Store)
Load Leveling
Brain Storm
OVEN
Announcement
Considerations :
Company Logo
Company Address
in Group
1 shift =>
Production
Truck
Inventory
22 Work day / month
7 hour (after PFD)
= 7.5 Hour - 2 x 10 Min - 10 Min
in batch
Title (Future)
Signal Kanban
Hand
Kanban Post
Define effective Work hour/day x working day
T
L/T
C/Te
Truck
& calculate Takt time. Record all your
L/T =
P/T =
Manual
Supplier or
Go See
Sequenced Pull
assumption
Done by
Value Mgr
Date
Map No
Rev
Sheet
0 X
0 X
PFD = Personal Fatigue & Delay Time
Information Flow
Customer
Ball
0
1 of 1

six steps approach for identifying and creating manufacturing

Step 1 - Determine Product Volume and Mix

These categories represent marketing's definition of product groupings and correspond roughly to divisions in the company's product catalog.

category includes shelving units that vary by depth, width, height, number of shelves, back panel configuration, and end panel configuration. A single shelf unit - 18 inches deep, 36 inches wide, and 7 feet high with six shelves and no back or side panel - was selected to represent all shelf units.

Then, the complete bill of materials was exploded for each product, and process data was gathered

Step 2 - VSM Generated & Time study for Process Times of Representative Parts Process flow mapping with all options (80/20 rules) Process times (run time and setup time) for each part are identified.

Step 3 - Identify Product / Part Families

The purpose of Step 3 is to group the product categories identified in Step 1 so that a manufacturing cell can be created for each part or product family.

After extensive analysis, the company decided that product-focused (rather than part-family-focused) cells were appropriate. The deciding factor was process technology.

With the soft-tooled technologies, there were no clear differences in the types of equipment required to produce different parts or products. However, almost all of the hard-tooled applications were product-oriented. For example, separate roll forming equipment and tooling had been established for the uprights associated with each type of pallet rack and shelving. The decision to retain certain hard-

In other applications, it may not be most appropriate to create product focused cells. Other bases for grouping parts or products into families include factors such as material type and thickness; common

Example at this stage, the company also decided to create a punching cell that would deliver punched parts in the flat to each of the product specific cells. Although two product cells contained dedicated CNC turret punches, none of the other cells had enough volume to fully load a turret punch.

Because this punching technology represented a significant investment for the company, it sacrificed a little on the ideal of producing a product from start to finish within the cell in favor of some practical

Step 4 - Identify Alternative Process Technologies

The left column lists the hard-tooled process technologies it employed in the past. The right column lists the new, more flexible process technologies integrated into the cellular operations.

Note that hard-tooled technologies were retained in several instances. Over time, the company had engineered some creative and effective tooling approaches.

With these approaches, certain high-volume products (standard shelf sizes, for example) could be produced effectively on a hard-tooled line retained in the cell.

To truly integrate these operations into a cellular manufacturing environment, later setup reduction efforts (encompassing both hard- and soft-tooled processes) were added to the overall

Step 5 - Develop Conceptual Manufacturing Cells

This cell is typical of most other cells created by the company.

Parts enter the cell either directly from raw materials or from the punching cell. They are punched, formed, and welded within the cell. They exit the cell for paint and then return to the same cell for final

To determine the equipment requirements in each cell, overall process time was calculated from projected volumes and expected lot sizes. This step required considerable application of engineering experience to determine setup and run times for operations transferred from the hard-tooled to the

The conceptual cells roughly approximate the physical size of the cell and equipment items in it to facilitate the plant layout process in Step 6. The intent of creating a conceptual cell layout is to test the feasibility of the cell concept and to take a quick cut at the space and configuration requirements

Step 6 - Create Layout for Manufacturing Cells and Plant

A layout is created in two steps. First, a macro layout planning process optimizes the location of each cell with respect to the other functional activity areas in the plant. This is done by carefully considering all material flow and other nonflow relationships between the different areas.

VSM Title

VALUE STREAM MINUTES OF MEETING and ACTION ITEMS

There are 0 open action items Objective : To increase capacity by 50% while reducing Lead
There are
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open action items
Objective :
To increase capacity by 50% while reducing Lead Time and Manufacturing cost by 50 %
OVERALL VS Mgr:
Value Stream : May 2003 onward
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Code: A- Action; D - Decision; R - Recommendation; S - Statement
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