VSM (English)

00 de mes de 2010
February 15th, 2014
Produc5on and opera5ons

management

Mohammad R. Azarang, Ph.D.
February 15th, 2014
Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

1
00 de mes de 2010
Value Stream Mapping
Chapter 5
Objec5ves
Explain Value Stream Mapping
Complete a Current State Value Stream
Map
Complete a Future State Value Stream
Map with proposed Implementa5on Plan

2
00 de mes de 2010
Lean Implementa5on
Why do Value Stream Mapping?
Customer
Weekly Order Rolling 6-wk Forec
astX pcs/ month
Std Pack Qty
6-wk forecast
Steel Supplier PC & L # Shifts
A Value Stream Map is a

Level Box
DA1
Daily DA2
DA3
6 x / Day
simple picture that helps Stamping Welding Assembly Finished Goods
you focus on ow and

Layout
eliminate the waste

3 Shifts 3 Shifts 3 Shifts # Material Handlers
TAKT Time TAKT Time TAKT Time Max Size
CT = CT = CT = 2 Shifts
C/O Time = C/O Time = C/O Time = 0 Overtime
DT = DT = DT =
Scrap = Scrap / Rework= Scrap / Rework =
WIP = Small Lot # Operators
WIP = WIP =
Inv.Time ? days ? days ? days ? days

? days ? days TPc
/t = ?
Proc.Time ? days
MAP THE FLOWS !

Eyes for Waste . . .
. . . Eyes for Flow
5
Introduc5on to Value Stream

Mapping
Deni>on of Value Stream
A Value Stream includes all elements (both value added and

non-value added) that occur to a given product from its
incep5on through delivery to the customer.
Requirements Design Raw Materials Parts Manufacturing
Assembly Plants Customer

Distribution
6

3
00 de mes de 2010
Introduc5on to Value Stream Mapping

Deni>on of Value Stream
Typically we examine the value stream from raw

materials to nished goods within a plant.
VALUE STREAM
PROCESS
PROCESS PROCESS
Stamping Welding
Assembly
Cell
Raw Finished
Material Product
It is also possible to map business processes

using Value Stream Mapping.
7

Mapping
Deni>on of Value Stream Mapping
Value Stream Mapping (VSM) is a hands-on process to create a graphical

representa5on of the process, material and informa5on ows within a
value stream.
Customer
Weekly Order Rolling 6-wk Forec
ast X pcs/
month
Std Pack Qty
6-wk forecast
Steel Supplier PC & L # Shifts
Level Box
DA1
Daily DA2
DA3
6 x / Day
Stamping Welding Assembly Finished Goods
Layout

DT = DT = DT =

WIP = WIP =
Inv.Time ? days ? days ? days ? days

TPc
/t = ?
Proc.Time ? days ? days ? days
Future State Material, Informa5on and Process Flows

with total Product Cycle Time
8

4
00 de mes de 2010
Introduc5on to Value Stream Mapping

Objec>ves of Value Stream Mapping
Provide the means to see the material, process

and informa5on ows.
Support the priori5za5on of con5nuous
improvement ac5vi5es at the value stream
AND...
Eliminate Waste
9

Mapping
The Process
cast
Forecast Customer
k Rolli
ng Fore
MRP MSS 6 Week Rolling Weekly Order
6 Wee
Map the Current State

X pcs/month
er
Ord Std. Pack Qty.
Steel We
ekly PC & L
Supplier # shifts
Weekly Build Schedule
Daily Ship
Schedule
Tues. & Fri.
# times/day
I Stamping Welding Assembly Finished Goods

Steel
Pin
I Layout
I I
# pcs Layout
# days
or shifts
TAKT = TAKT = TAKT = # Shifts =
2 Shifts # Operators Cycle Time = Overtime =
Changeover Time=4 hr Cycle Time = WIP =
Downtime Scrap/Rework DT, Scrap= 10%

Rework
2 Presses Downtime = 20% Changeover Time = Customer

Cycle Time = WIP = WIP = Weekly Order Rolling 6-wk Forecast X pcs/ month
WIP = Std Pack Qty

Steel Supplier 6-wk forecast PC & L
Uptime Scrap # Shifts
Change
Over
Level Box
Inventory Time ? days ? days ? days ? days TPc/t = ? DA1
Processing Time ? days ? days ? days Daily DA2
DA3
6 x / Day
Stamping Welding Assembly Finished Goods
Layout

Analyze the Current State and

DT = DT = DT =
WIP = WIP =
Design the Future State Inv.Time ? days

Proc.Time ? days
? days
? days
? days
? days
? days
TPc/t = ?
2012 2013
AcHvity
1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH
Establish TAKT & Flow in Tank Ass'y
Stamping Changeover ReducHon
Create an implementa5on Reduce Stamping Buer
plan and execute it ! Move Ass'y to Plant 10
Establish TAKT & Flow in Sender Ass'y
Pull To Sender Ass'y
Training
10

5
00 de mes de 2010
Material Flow Icons

Assembly C/T=45 sec.
XYZ I
C/O=30 min.
Corporation
3 Shifts. 300 pieces
2% Scrap Supplier/ 1 day
Process Customer
Box Data Box Inventory Supermarket
Mon
+ Wed
FIFO
Shipment Push Physical Finished Goods First-In-First-Out

Pull to Customer
11
Information Flow Icons

Weekly
Schedule OXOX
Manual Electronic Load

Information Flow Information Flow Schedule Leveling Box
Withdrawal Production Signal Kanban

Kanban Kanban Kanban Post
12

6
00 de mes de 2010
General Icons
Uptime
Changeover
Kaizen
Lightning Burst
Operator
Buffer or
Safety Stock
Go See
Production
Schedule
13
Current State Map

The Steps
Step 1: Select a Product Family

Step 2: Form a Team
Step 3: Understand Customer Demand
Step 4: Map the Process Flow
Step 5: Map the Material Flow
Step 6: Map the Informa5on Flow
Step 7: Calculate Total Product Cycle Time
14

7
00 de mes de 2010
Current State Map

Select a Value Stream (Product Family)
Dene value stream (product family)

- Iden5fy value stream from the customer end
- Product should pass through similar processes and
common equipment
- Door-to-door in scope (within plant walls)
List part numbers
15
Current State
Form a Team
Select a cross-func5onal Industrial

team Sensei Engineering
Select team members who

are familiar with the Manufacturing
Product
Engineering
product Cross
Functional Team
Ensure that team

members are trained in Maintenance
PC & L
the use of VSM
Designate a champion Leadership
(typically a line manager)
THIS IS CRITICAL
16

8
00 de mes de 2010
Data Collec5on
AJribute Data to Collect
Shipping/Receiving Work-in-process
schedules inventory
Pack sizes at each Over5me per week
process
Process cycle 5mes
Demand rates by
process (Takt Time) Number of product
varia5ons at each step
Working hours and
breaks Scrap Batch (lot) sizes
Inventory Points Rework Changeover 5mes
(loca5on & size)
Downtime Changeover
How Opera5ons are frequencies
scheduled
17
Premier Manufacturing
Case Study
Present State

9
00 de mes de 2010
Descrip5on
Premier Manufacturing Inc., is a Tier 1 automo5ve
supplier producing #4, #6, #8 and #10 coolant hoses
for six key customers.

One of the its key customers, Cord Inc., has
demanded Premier Manufacturing the following:
A 5% cost reduc5on annually over the next 2 years
On-5me delivery of 98% or higher
A lead-5me reduc5on from 6 weeks to less than 2
weeks
19
Product family
Volume Part Machining Deburring Crimping Welding Tes5ng Marking
20,160 #4 X X X X X
10,080 #6 X X X X X
4,360 #8 X X X X X X
3,200 #10 X X X X X X
Products #4 y #6 represent 80% of the total volume.
Derecho de Autor: Dr. Mohammad R. Azarang

20

10
00 de mes de 2010
21

11
00 de mes de 2010
Step 1
Include informa5on form the customer, Supplier
and Produc5on Control

ABC
Production Cord
Control

23
Step 2
Include the customers requirements
Production Cord
ABC
Control
10,080 pc/month
(#4) 6,720
(#6) 3,360
21 cont. /day

24

12
00 de mes de 2010
Step 3
Include the shipment and receiving informa5on
Production Cord
ABC
Control
10,080 pc/month
(#4) 6,720
(#6) 3,360
Weekly
21 cont. /day
Daily
Shipping

25
Step 4:
Include the manufacturing opera5ons
Production Cord
ABC
Control
10,080 pc/month
(#4) 6,720
(#6) 3,360
Weekly
21 cont. /day
Daily
Shipping
Machining Deburring Crimping Testing Marking

26

13
00 de mes de 2010
Step 5: Include the relevant data for each process

Production Cord
ABC
Control
10,080 pc/
month
Weekly (#4) 6,720
(#6) 3,360
21 cont. /day
Daily
Shipping
C/T = 45 sec. C/T = 5 sec. C/T = 40 sec. C/T = 30 sec. C/T = 50 sec.
C/O = 60 min. C/O = 0 min. C/O = 5 min. C/O = 5 min. C/O = 5 min.
Avail.= 27,600 sec. Avail= 27,600 sec. Avail.= 27,600 sec. Avail.= 27,600 sec. Avail= 27,600 sec.
Uptime= 87% Uptime= 100% Uptime= 99% Uptime= 99% Uptime= 99%
45 sec. 5 sec. 40 sec. 30 sec. 50 sec.
27
Step 6: Include the informa5on ow

Monthly forecast Monthly forecast
Production Cord
ABC
Control
Weekly order 10,080 pc/month
(#4) 6,720
Weekly order (#6) 3,360
Weekly Weekly
21 cont. /day
Supervisor
Daily
Daily Daily Shipping

Daily Daily
C/T = 45 sec. C/T = 5 sec. C/T = 40 sec. C/T = 30 sec. C/T = 50 sec.
C/O = 60 min. C/O = 0 min. C/O = 5 min. C/O = 5 min. C/O = 5 min.
28

14
00 de mes de 2010
Step 7: Include the inventories
Production Cord
ABC
Control
(#4) 6,720
Weekly Weekly
21 cont. /day
Supervisor Daily
Daily Shipping
I Daily Daily
Daily
2500
I 2000
C/T = 45 sec. I C/T = 5 sec. I C/T = 40 sec. I C/T = 30 sec. I C/T = 50 sec.
C/O = 60 min. C/O = 0 min. 3500 C/O = 5 min. 2000 C/O = 5 min. C/O = 5 min.
4: 3360 2000
6: 1680
Derecho de Autor: Dr. Mohammad R. Azarang 29
Step 8: Include the Push, Pull, FIFO

Production Cord
ABC
Control
(#4) 6,720
Weekly Weekly
21 cont. /day
Supervisor VA = 0.018%
Daily
Daily Shipping
I Daily
Daily Daily
2500
I 2000
FIFO
C/T = 45 sec. I C/T = 5 sec. I C/T = 40 sec. I C/T = 30 sec. I C/T = 50 sec.
C/O = 60 min. C/O = 0 min. 3500 C/O = 5 min. 2000 C/O = 5 min. C/O = 5 min.
4: 3360 2000
6: 1680
10 days 7 days 4 days 4 days 4 days

5 days 45 sec. 5 sec. 40 sec. 30 sec. 50 sec.
Total Lead time=34 days

Total processing time= 170 sec.
30

15
00 de mes de 2010
Future state
Guidelines
Future State Map

Original Condition Future Condition
Inj: 2 MSS MSS

I Molding
Change I
Over
2
Sender
Assy
2 I 2 Level
I Fuel Pump No Flow 2
Assy I Inj: Sender ABABA. . .
Molding Assy
Attendance Labels Staging
by Truck
10 Tank 4 Assy
Stamping I Assy Plants 10
Tank 4 Assy
Stamping Assy card Plants
No Flow
by
Change
Over 12 card
Uptime
7
(Pitch = 14 Units)
Cycle-Time Driven. Batches. Perform to TAKT & Pitch. Zone Maintenance & Fast Response
Produce to Order
Load Leveling and Pull
METRICS Activity
2012 2013
1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH
Item Current Target
Establish TAKT & Flow in Tank Ass'y
Total product cycle time
Stamping Changeover Reduction
Parts / Person Hour Reduce Stamping Buffer
Delivery Performance Move Ass'y to Plant 10
Establish TAKT & Flow in Sender Ass'y
Inventory (days)
Pull To Sender Ass'y
Overtime
Uptime Training
31

16
00 de mes de 2010
Future State Ques5ons

1. What is Takt Time?
2. Will you build to a nished goods supermarket or
directly to shipping?
3. Where can you use con5nuous ow processing?
4. Where will you need to use supermarket pull systems
to control produc5on of upstream processes?
5. At what single point in the produc5on chain will you
schedule produc5on?
6. How will you level the produc5on mix at the
pacemaker process?
7. What increment of work will you consistently release
and take away at the pacemaker process?
8. What process improvements will be necessary?
32
1.- What is Takt Time?

Takt Time is the rate at which produc>on should run to
meet customer demand
The idea is to synchronize the pace of
produc5on to the pace of sales.
Your Operating Time per Shift

Customer Requirement per Shift
27,000 sec = 59 sec

59 sec.
460 pieces
59 sec.
59 sec.
33

17
00 de mes de 2010
2.- Will you build to a nished goods supermarket

or directly to shipping?
The Wall
of Protection:
Our Manufacturing
Plant The Customer
Every effort should be made
to minimize these variations.
These variations are driven
Finished Goods Supermarket by one of the seven forms
of waste and should be
eliminated.
Protects your customer from
signicant process varia5on. Eliminate Waste
Protects your manufacturing

opera5on from signicant demand
varia5on.
34
2.- Will you build to a nished goods supermarket

or directly to shipping?
Direct Supermarket
Customer Customer
Assembly Shipping Assembly Shipping
36

18
00 de mes de 2010
3.- Where can you use con5nuous ow

processing?

This ques5on is asking where you will require
supermarkets or where you will have coupled

processes.
Evaluate the following factors when considering this
ques5on:
Cycle Time Compa5bility
Equipment Up5me/Down5me (remember
that coupling can mul5ply the eects of
down5me)
Equipment Investment
Flexibility
35
4.- Where will you need to use supermarket pull

systems to control produc5on of upstream
processes?
Typically, a pull system is needed wherever con5nuous
ow stops.
Production Kanban Withdrawal Kanban
A
Precedent Subsecuent
Process Process
B
C
Producto Producto
D
38

19
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4.- Where will you need to use supermarket pull

systems to control produc5on of upstream
processes?
The only excep5on would be to use a simple FIFO system.
FIFO may work in situa5ons where only inventory quan5ty
needs to be controlled (not sequencing, batch sizing, etc.).
Visual quan5ty control is needed - without physically coun5ng
parts and scheduling machine opera5on.
FIFO
36
5.- At what single point in the produc5on chain

will you schedule produc5on?
Usually, you will schedule produc5on at the nal
process. Program
process 1 process 2 process 3 process 4
Supermarket FLow Customer
Program
process 1 process 2 process 3 process 4
FIFO FIFO
FLow Customer
Supermarket
40
20
00 de mes de 2010
5.- At what single point in the produc5on chain

will you schedule produc5on?
PC&L

Excep5ons to this
might be where your
oxox nal process is
supplied through FIFO.
Molding Assembly
FIFO
Pacemaker Process
37
6.- How will you level the produc5on

mix at the pacemaker process?
Considera5on must be given to level both the mix and
overall quan5ty of product scheduled for produc5on.
Leveling of the produc5on schedule is a fundamental
requirement for the ecient management of opera5ons
Without Leveling With Leveling
Work- Work-
load load
Time Time
38

21
00 de mes de 2010

mix at the pacemaker process?(Con5nued)
Leveling of the overall produc5on quan5ty must be
supported by the leveling of the product mix.
Traditional Scheduling Level Scheduling
Daily Production Daily Production
Mon 4370 Part D Part A 218
Part A
Part D Tue 4370 Part D Part B
Part C Part B 655
Part D
Wed 4370 Part D Part A
Part C 874
Part B
Part C
Part D Thu 4370 Part C Part D Part D 2622
Part A
Fri 3277 B 1092 A Part B
Part C
Part D
Part D Part A
Part B
Part C
Part D
Part A
Part B
Part C Part C
Part D
Part A & B
Mon. Tue. Wed. Thu. Fri.
Mon. Tue. Wed. Thu
. Fri.
39

mix at the pacemaker process?(Con5nued)
Leveling of the product mix must be

supported by small lot produc5on.
Small lot produc5on must be supported
by quick set-up.
40

22
00 de mes de 2010

mix at the pacemaker process? (Con5nued)
An eec5ve way of
communica5ng the
level schedule to
manufacturing
opera5ons can be
through the use of
a load leveling box.
41
7.- What increment of work will you

consistently release and take away at the
pacemaker process?
Macro-Leveling
Mon Tues Wed Thurs Fri Sat Sun
Part
Build
A
Order
Part
B
Part
C
Part
D
Part
E
42

23
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pacemaker process? (Con5nued)
Micro-Leveling
Build Order
Sequenced and Timed
8:00 8:10 8:20 8:30 8:40 8:50 9:00 9:10 9:20

One row per
part number
Part
Card (Part A)
Card (Part A)
Card (Part A)
A
Part
Card (Part B)
Card (Part B)
Card (Part B)
Part
Card (Part C)
Card (Part C)
Card (Part B)
C
Std Pack = 10 pcs

Takt Time = 1 min. One column per pitch Kanban
(Equals 10 minutes) (pull card)
43

pacemaker process? (Con5nued)
Paced Withdrawal
Derecho de Autor: Dr. Mohammad R. Azarang 48

24
00 de mes de 2010
8.- What process improvements will

be necessary?

What process improvements will be necessary for the
value stream to ow as your Future State Map
species?
Improvements to:
Equipment
Procedures
Changeover 5me
Yield
Cycle 5me
44
Premier Manufacturing
Case Study
Future State

25
00 de mes de 2010
Star5ng point
Production Cord
ABC
Control
Daily order (#4) 6,720
(#6) 3,360
Weekly
21 cont. /day
Daily
Shipping
46
Buer and Security inventory
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Daily
S
S
B
Shipping
B
47

26
00 de mes de 2010
Finished good supermarket

Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Daily
S
S
B
Shipping
B
48
Improvement projects
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Daily
S
S
B
Shipping
B
5S
49

27
00 de mes de 2010
Balancing- present state
50 s Takt = 55 sec.
45 s
40 s
30 s
5s
M D C T
M
(1) (0) (1) (1)
(1)
50
Balancing- Future state

Before Aqer
Takt = 55 seg. Takt = 55 seg.
45 s
50 s 45 s 55 s
40 s
50 s
30 s
5s
M D C T M
(1) (0) (1) (1) (1) MD CT M
(1) (1) (1)
Cycle 5me: 170 seg. Cycle 5me: 150 seg.
51

28
00 de mes de 2010
Con5nuous ow
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Daily
Crimping/Testing/ S
Marking S
Machining B
Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min.
C/O = 1 min.
Avail.= 27,600 sec.
Avail.= 27,600 sec.
Uptime= 93%
Uptime= 100%
Takt = 55 sec
52
Supermarkets
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Daily
Crimping/Testing/ S
Marking S
Machining B
Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min.
C/O = 1 min.
Avail.= 27,600 sec.
Avail.= 27,600 sec.
Uptime= 93%
Uptime= 100%
Takt = 55 sec
53

29
00 de mes de 2010
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
Poka
Yoke
SMED
SMED
Daily
Crimping/Testing/ S
Marking S
Machining B
TPM
5S Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min. Std.
Aut. C/O = 1 min. 5S
Avail.= 27,600 sec. Work
Mainte Avail.= 27,600 sec.
Uptime= 93%
Uptime= 100%
Takt = 55 sec
5S
54
Kanbans
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
(#6) 3,360
Weekly
21 cont. /day
p
Daily
W s Crimping/Testing/ S
W Marking S
Machining W
B
Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min.
C/O = 1 min.
Avail.= 27,600 sec.
Avail.= 27,600 sec.
Uptime= 93%
Uptime= 100%
Takt = 55 sec
55

30
00 de mes de 2010
Heijunka Box
#4 #6
6:00- 6:22 1
6:22- 6:44 1
6:44- 7:06 1
7:06- 7:28 1
7:28- 7:50 1
7:50- 8:00 Break
8:00- 8:22 1
8:22- 8:44 1
8:44- 9:06 1
9:06- 9:28 1
9:28- 9:50 1
9:50- 10:12 1

56
Heijunka- even load

Monthly forecast
Monthly forecast
Production Cord
ABC
Control
s Weekly order 10,080 pc/month
(#6) 3,360
Weekly
21 cont. /day
p
Daily
W Marking S
Machining W
B
Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min.
C/O = 1 min.
Avail.= 27,600 sec.
Avail.= 27,600 sec.
Uptime= 93%
Uptime= 100%
Takt = 55 sec
57

31
00 de mes de 2010
Milk run
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
s Weekly order Daily order 10,080 pc/month
(#4) 6,720
(#6) 3,360
Weekly
21 cont. /day
5
1 W
Daily
W Marking S
p
Machining B
3 Shipping
B
C/T = 45 sec.
C/T = 105 sec.
C/O = 30 min.
C/O = 1 min. 2
Avail.= 27,600 sec.
Avail.= 27,600 sec. 4
Uptime= 93%
Uptime= 100%
Takt = 55 sec
L.T.= 8 days
5 days 45 sec. 2 days 105 sec. 1 day
T.C.T. = 150 sec.
58
Monthly forecast
Monthly forecast
Production Cord
ABC
Control
s Weekly order Daily order 10,080 pc/month
(#4) 6,720
Heijunka
(#6) 3,360
Weekly
21 cont. /day
Poka 5
Kanban Yoke 1 W
Daily
W s Crimping/Testing/ Kanban
S
W Marking S
Kanban p
Machining B
3 Shipping
TPM
SMED
B
C/T = 45 sec. 5S
C/T = 105 sec.
C/O = 30 min. 5S C/O = 1 min. 2
Avail.= 27,600 sec.
Avail.= 27,600 sec. 4
Uptime= 93% 5S
Aut. Uptime= 100%
Maint Takt = 55 sec
Est.
SMED Work
L.T.= 8 days
5 days 45 sec. 2 days 105 sec. 1 day
T.C.T. = 150 sec.
59

32
00 de mes de 2010
Date: Signatures
Facility Manager: Manager Union Eng Maint
V.S. Manager: Quarterly Value Stream Plan
Review
Product Family Schedule
Business
V.S.
Value
Goal
Weekly Schedule Person Related
Objective Stream in Individuals
Loop Objective measurable 1 2 3 4 5 6 7 8 9 10 11 12 Charge & Depts Reviewer Date
Product
Family:
65
PICK Analysis
Easy
Implementation
Difficultl
High Impact Low

33

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00 de mes de 2010

February 15th, 2014

Produc5on and opera5ons

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Value Stream Mapping

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

A Value Stream Map is a

simple picture that helps Stamping Welding Assembly Finished Goods

you focus on ow and

eliminate the waste

Inv.Time ? days ? days ? days ? days

MAP THE FLOWS !

Introduc5on to Value Stream

A Value Stream includes all elements (both value added and

Requirements Design Raw Materials Parts Manufacturing

Assembly Plants Customer

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Introduc5on to Value Stream Mapping

Typically we examine the value stream from raw

It is also possible to map business processes

Introduc5on to Value Stream

Value Stream Mapping (VSM) is a hands-on process to create a graphical

Stamping Welding Assembly Finished Goods

3 Shifts 3 Shifts 3 Shifts # Material Handlers

Scrap = Scrap / Rework= Scrap / Rework =

Inv.Time ? days ? days ? days ? days

Future State Material, Informa5on and Process Flows

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Introduc5on to Value Stream Mapping

Provide the means to see the material, process

Introduc5on to Value Stream

Map the Current State

I Stamping Welding Assembly Finished Goods

TAKT = TAKT = TAKT = # Shifts =

2 Shifts # Operators Cycle Time = Overtime =

Changeover Time=4 hr Cycle Time = WIP =

Downtime Scrap/Rework DT, Scrap= 10%

2 Presses Downtime = 20% Changeover Time = Customer

WIP = Std Pack Qty

Stamping Welding Assembly Finished Goods

3 Shifts 3 Shifts 3 Shifts # Material Handlers

Analyze the Current State and

Design the Future State Inv.Time ? days

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Material Flow Icons

Shipment Push Physical Finished Goods First-In-First-Out

Information Flow Icons

Manual Electronic Load

Withdrawal Production Signal Kanban

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Current State Map

Step 1: Select a Product Family

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Current State Map

Dene value stream (product family)

List part numbers

Select a cross-func5onal Industrial

Select team members who

Ensure that team

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.

Products #4 y #6 represent 80% of the total volume.

Derecho de Autor: Dr. Mohammad R. Azarang

Derechos Reservados Universidad Virtual del Tecnolgico de Monterrey, Mxico, 2010.