Académique Documents
Professionnel Documents
Culture Documents
Note: This VSM Training Course is based and supports the VSM Course from
Rother, Mike and Shook, John - Learning to See - Value-Stream Mapping to create
Value and eliminate Muda (Cambridge, Massachusetts: Lean Enterprise Institute, 2009)
The only way to actually learn lean methods is to apply the techniques
yourself hands-on with a bit of coaching. The willingness to try, fail,
and learn simply goes with the territory when implementing changes
in long-established mass production practices.
Action may not always bring success, but there is no success without action.
Benjamin Disraeli
Create Flow - Make the product or service creation and delivery process flow
through the remaining value-added steps.
Establish Pull – Introduce pull between all process steps where continuous flow is
possible.
Pursuit Perfection – Manage toward perfection so that the number of steps and the
amount of time and information needed to create and deliver this product or
service.
Waste elimination is one of the most effective ways to increase the profitability of
any business. Processes either add value or waste to the production of a good or
service. The seven wastes originated in Japan, where waste is known as “muda."
Inventory
Motion
Defects Waiting
Extra Processing
Steps
The 7 Wastes
Overproduction Transportation
Waiting
Typically more than 99% of a product's life in traditional batch-and-queue
manufacture will be spent waiting to be processed. Much of a product’s lead
time is tied up in waiting for the next operation; this is usually because material
flow is poor, production runs are too long, and distances between work centers
are too great.
Goldratt (Theory of Constraints) has stated many times that one hour lost in a
bottleneck process is one hour lost to the entire factory’s output, which can
never be recovered. Linking processes together so that one feeds directly into
the next can dramatically reduce waiting.
Transportation
Transporting product between processes is a cost incursion which adds no
value to the product. Excessive movement and handling cause damage and
are an opportunity for quality to deteriorate. Material handlers must be used
to transport the materials, resulting in another organizational cost that adds
no Customer value.
Transportation can be difficult to reduce due to the perceived costs of
moving equipment and processes closer together. Furthermore, it is often
hard to determine which processes should be next to each other. Mapping
product flows can make this easier to visualize.
Defects
Having a direct impact to the bottom line, quality defects resulting in rework
or scrap are a tremendous cost to organizations. Associated costs include
quarantining inventory, re-inspecting, rescheduling, and capacity loss.
In many organizations the total cost of defects is often a significant
percentage of total manufacturing cost. Through employee involvement and
Continuous Process Improvement (CPI), there is a huge opportunity to
reduce defects at many facilities.
Motion
This waste is related to ergonomics and is seen in all instances of bending,
stretching, walking, lifting, and reaching. These are also health and safety
issues, which in today’s litigious society are becoming more of a problem for
organizations. Jobs with excessive motion should be analyzed and redesigned
for improvement with the involvement of plant personnel.
Overproduction
Simply put, overproduction is to manufacture an item before it is actually
required. Overproduction is highly costly to a manufacturing plant because it
prohibits the smooth flow of materials and actually degrades quality and
productivity. The Toyota Production System is also referred to as “Just in Time”
(JIT) because every item is made just as it is needed. Overproduction
manufacturing is referred to as “Just in Case.” This results in high storage costs
and makes it difficult to detect defects in a timely manner. The simple solution
to overproduction is turning off the tap; this requires a lot of courage because
the problems that overproduction is hiding will be revealed. The concept is to
schedule and produce only what can be immediately sold/shipped and improve
machine changeover/set-up capability.
Inventory
Work in Progress (WIP) is a direct result of overproduction and waiting. Excess
inventory tends to hide problems on the plant floor, which must be identified
and resolved in order to improve operating performance.
Excess inventory consumes productive floor space, delays the identification of
problems, and inhibits communication. By achieving a seamless flow between
work centers, many manufacturers have been able to improve Customer
service and slash inventories and their associated costs.
Many changes over recent years have driven organizations to become world
class organizations or Lean Enterprises. The first step in achieving that goal is to
identify and attack the seven wastes. As Toyota and other world-class
organizations have come to realize, Customers will pay for value added work,
but never for waste.
• It is a business-planning tool.
• It is a tool to manage the change process.
• It forms the basis of an implementation plan.
• It is a communication tool.
• It provides a common language to talk about processes.
• It shows the linkage between material flow and the information flow.
• It is a powerful tool in identifying waste, so it can be eliminated,
contributing to improved Customer satisfaction
• It helps us see and focus on flow with a vision of an ideal or improved state.
• Enabling broad participation in shaping the future
“Value-
Value-Stream Improvement is primarily a Management Responsibility.
Responsibility.””
Customers care about their products, not every product made by an organization.
Therefore, Value Stream Mapping focuses on walking and drawing the processing
steps for on product family from product delivery to raw material shipping. A
product family is a group of products that pass through similar processing steps in
the process.
Processing Steps & Equipment
1 2 3 4 5 6 7
A X X X X
Product
B X X X X X
Family 1
Products
C X X X X
D X X X X
Product
E X X X X X
Family 2
F X X X X
1. Customer
Requirements
3. Information Flow
2. Material Flow
4. Timeline
Up Time (UT)
• The ratio of the actual available production time of a process to the available
working time. Expressed as a percentage, uptime is calculated by dividing
actual available production time by the available working time.
Lead Time (LT)
• The average time it takes for one part to go through the entire process - from
start to finish - including time waiting between sub-processes.
Processing (or Touch) Time (PT)
• The time it takes to actually do the work from beginning to end, if one is
able to work on it uninterrupted.
Takt Time (TT)
• Planning drumbeat. How often completed parts NEED to come out the end
of the pipe - as established by Customer demand.
Review the Current State of the ACME Example and document your findings.
60 Minutes
Exercise based on the “TWI Industries” exercise in Rother, Mike and Shook, John -
Learning to See - Value-Stream Mapping to create Value and eliminate
Muda (Cambridge, Massachusetts: Lean Enterprise Institute, 2009)
Supplying Customer
Process Process
A Product Product B
SUPERMARKET
• Customer Process goes to the Supermarket and withdraws what it needs when it needs it.
Supplying Process produces to replenish what was withdrawn.
• Purpose:
Purpose Controls production at supplying process without trying to schedule. Controls
production between flows.
Kanban
OP!
S T
FULL ?
Supplying Customer
Process Process
max. 20 pieces
A FIFO Lane B
SUPERMARKET
• In some cases a FIFO Lane between two decoupled processes can be used to substitute
for a Supermarket. A FIFO Lane is like a chute that can hold only a certain amount of
inventory, with the supplying process as the chute entrance and the customer process at
the exit.
• If the FIFO Lane gets full, the supplying process must stop producing until the customer
process has used up some of the inventory.
• Try to send the Customer schedule to only one production process, the
pacemaker process.
• A process is called the pacemaker process, because it is used to control
production and sets the pace for all upstream processes.
• Note, the material transfer from the pacemaker process downstream to
finished goods need to occur as a flow.
• Leveling the Product Mix means distributing the production of different products evenly
over a time period. For example, instead of assembling all the “Type A” products in the
morning and all the “Type B” products in the afternoon, leveling means alternating
repeatedly between smaller batches of “A” and “B”.
• The more you level the product mix at the pacemaker process, the more able you will be
to respond to different Customer requirements with a short lead time while holding little
finished-goods inventory. This also allows the upstream Supermarket to be smaller.
• Single-
Single-Minute Exchange of Die (SMED
SMED)
SMED provides a rapid and efficient way of converting a
manufacturing process from running the current product to running the next product.
This rapid changeover is key to reducing production lot sizes and improving flow.
• The phrase "single minute" does not mean that all changeovers and startups should take
only one minute, but that they should take less than 10 minutes (in other words, "single-
digit minute").
• There are seven basic steps to reducing changeover using the SMED system:
1. OBSERVE the current methodology (A)
2. Separate the INTERNAL and EXTERNAL activities (B). Internal activities are those that can only
be performed when the process is stopped, while External activities can be done while the last
batch is being produced, or once the next batch has started. For example, go and get the
required tools for the job BEFORE the machine stops.
3. Convert (where possible) Internal activities into External ones (C) (pre-heating of tools is a good
example of this).
4. Streamline the remaining internal activities, by simplifying them (D). Focus on fixings – For
example, it is only the last turn of a bolt that tightens it - the rest is just movement (waste).
5. Streamline the External activities, so that they are of a similar scale to the Internal ones (D).
6. Document the new procedure, and actions that are yet to be completed.
7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times
should be expected, so it may take several iterations to cross the ten minute line.
• Takt Image is any sort of visual way to monitor process performance to takt time.
• For example we can use a hand-drawn chart, a digital display board, a material delivery
trolley that comes around every multiple of takt time, or a signal given off by a machine
when a product is completed on-time to takt time.
• One of the most common types of takt image is called Pitch. When used in the context of
conveyance, pitch is also a calculated number. Typically used at the pacemaker process,
pitch is calculated as takt time multiplied by the pack out quantity. In other words if the
takt time is 3 minutes per piece and the pack out quantity is 10 pieces per container the
pitch is 30 minutes per container.
– Takt time = 3 minutes / piece
– Pack-out quantity = 10 pieces / container
– Pitch = 10 pieces x 3 minutes / piece = 30 minutes
– Takt image = 30 minutes / container
– Every 30 minutes a material handler would arrive to remove the box and also
replenish material.
• Pitch is extremely useful when managing large or bulky items that need to be removed
from the line periodically. Pitch also functions as takt image because the filling and
removing of a box every 30 minutes is a very visual way of letting you know if you are
meeting takt.
• A tool that some organizations use to help level both the mix and the volume of
production is a load-leveling box.
• A load-leveling box has a column of Kanban slots for each pitch interval, and a row of
Kanban slots for each product type. In this system Kanban indicate not only the quantity
to be produced, but also how long it takes to produce that quantity (based on Takt
Time).
• Kanban are placed (loaded) into the leveling box in the desired mix sequence by product
type.
Apply “The 8 Basic Questions” on the ACME Example and document your findings.
90 Minutes
Exercise based on the “TWI Industries” exercise in Rother, Mike and Shook, John -
Learning to See - Value-Stream Mapping to create Value and eliminate
Muda (Cambridge, Massachusetts: Lean Enterprise Institute, 2009)
Gordon Eubanks - “Strategy gets you on the playing field, but execution pays
the bills.”
Larry Bossidy - “The trouble is there are too many companies that basically
believe in socialism. They give stock options to everybody, give pay increases
that are the same to everybody within the same salary scale. If you don't
differentiate, you can't possibly be an execution company! And if you don't
single out for reward the people who get things done for you, then you
won't keep the people who will ultimately run the company successfully.”