公司价值流程图的制作规范.ppt

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1、Value Stream MapWCLE Office Training MaterialPublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalValue Stream Mapping(VSM)What is a Value Stream?2PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalValue Stream is all th

2、e Activities(both VA and NVA)required to bring a product through from raw materials to the hands of the CustomerValue Stream Map is a standard Method for high level process MappingIIMoldingTrimAssemblyWhat is a Value Stream?3PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Mo

3、nth/Year-InternalHelps to visualize/understand/highlight Material&Information Flow Helps to see Waste and Improve opportunitiesAllows everyone to gain a common understanding of the Current state(AS-IS)and the Future vision(TO-BE)Whats in It for Me?4PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of

4、the Presentation,Date/Month/Year-InternalSteps for Value Stream Mapping4Tues.&Fri.PC&LWeekly OrderMRPMSSWeekly Order#times/daySteelSupplierSteelPin#pcs#daysor shiftsIIIIStampingDowntimeChangeover Time=4 hr2 ShiftsTAKT=2 Presses Cycle Time=ChangeOverWeldingLayoutScrap/ReworkDowntime=20%Uptime#Operato

5、rsCycle Time=Weekly Build ScheduleDaily ShipSchedule6 Week Rolling Forecast6 Week Rolling ForecastFinished GoodsOvertime=#Shifts=AssemblyDT,ScrapReworkWIP=Cycle Time=TAKT=Changeover Time=Layout =10%Scrap?days?days?days?days?days?days?daysInventory TimeProcessing TimeTPc/t=?TAKT=WIP=WIP=WIP=X pcs/mon

6、thStd.Pack Qty.#shiftsCustomer Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x/DayPC&L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time=CT=TAKT Time3 ShiftsDT=Scrap=Stamping0 Overtime2 ShiftsMax Size#Material HandlersC/O Time=CT=TAKT Time3 ShiftsDT=Scrap/Rework=C/O Time=CT=TAKT

7、 Time3 ShiftsDT=Scrap/Rework=Small Lot#OperatorsCustomerX pcs/monthStd Pack Qty#ShiftsWIP=WIP=WIP=Steel SupplierInv.TimeProc.TimeTPc/t=?days?days?days?days?days?days?daysWHERE We AREWHERE TO GOHOW TO GO5PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalLevel

8、 1Value Stream Mapping-VSM(Strategic direction)Level 2Functional mapping(Process re-engineering)Level 3Flow diagram for materials and information(Improvement of work methods)Level 1 Value Stream MappingPublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalLean m

9、akes sense 精益能够做到精益能够做到Process viewed by you你所见到的流程Process in reality实际执行的流程Targeted process精益流程Software?SMART!PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalCURRENT LCM FLOW Normal flow from customer to customer-Lead time between OI and delivery ready to

10、 be shipped:from 8 to 4 weeks-OTIF:85%of every line shipped 8PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySelect product/process familyDraw current stateDraw current stateCreate future state Create future state Implement act

11、ion planImplement action planSteps for Value Stream MappingRepeat the ProcessRepeat the Process Select priority processes Select priority processes Identify wastes and improvement Identify wastes and improvement opportunities opportunities Draw ideas directly on VSM Draw ideas directly on VSM Draw p

12、rocess using pencil/eraser Draw process using pencil/eraser Collect all possible data on shop Collect all possible data on shop floorfloorTIPSTIPSSTEPSSTEPS Develop&execute a kaizen plan Develop&execute a kaizen plan Review plan regularly to achieve Review plan regularly to achieve future statefutur

13、e state Continuous improvement Continuous improvement9PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySelect product/process familyDraw current stateDraw current stateCreate future state Create future state Develop/execute impr

14、oveDevelop/execute improveSteps for Value Stream MappingRepeat the ProcessRepeat the Process10PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internal#1 Select Product Family PQPR examplePROCESS MACHINESTo create a product family matrix,list your products and the

15、process steps working backwards from the customer along the top.Look for common process steps that apply to several productsThese products can then be grouped into families.11PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySele

16、ct product/process familyDraw current stateDraw current stateCreate future state Create future state Implement action planImplement action planSteps for Value Stream MappingRepeat the ProcessRepeat the Process12PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Inter

17、nal#2 Draw Current StateSome hints:Use actual,observed data Begin at end point&proceed in reverse flow Walk the entire process first before recording data Everyone on the team should create their own map Use pencil and paper13PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/M

18、onth/Year-Internal#2 Draw Current State:Sample SymbolsMachiningProcess BoxData BoxIInventory1OperatorManualInformationElectronic InformationC/T=36 SecSet Up Time 7 MinUptime 86%Batch Size 50Inspection PointWithdrawalKanbanPush ArrowCustomers/SuppliersTo CustomerProductionKanbanSupermarketTruck Shipm

19、entFuture State Improvement“Go See”SchedulingDailyScheduleSchedule14PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalMANUFACTURINGCycle Time(machine,manual)Lead Time Queue TimeTransportation TimeChange Over time(c/o)Availability(uptime)Batch(lot)SizeQuality

20、%(scrap rate,reworks,.)n#OperatorsPROCUREMENTLT from Part Request to Purchase Ordern#of PR/PO to be processed(queue)Quality%=PO processed without errorsn#resourced usedDESIGNLT to BOM and dwg emissionn#of orders to be processed(queue)Quality%of correct BOM/dwg 1 timeDelivery%of BOM and drawing on ti

21、me vs.total n#resourced used per#of shiftsn#drawing changes#2 Current State Example of data to collectNot so necessary to be so precise,but good reference for judgment!15PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalCustomer or SupplierProcess(ends when

22、the flow stops)Use the following forms:#2 Current State PROCESS&ACTIVITY INVOLVED 16PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalInventory,WIPFlow of material(production push flow)Flow of finished goods or raw materialsMeans of transportationUse the fol

23、lowing forms:#2 Current State MATERIAL FLOW 17PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internalwkly order#2 CURRENT STATE Information flowManual InformationUse the following forms:Electronic Information18PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of th

24、e Presentation,Date/Month/Year-Internalwkly order#2 CURRENT STATE Data box19PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalMachinex2C/T 54 secC/O 34 min2 shiftsUT 90%Process descriptionNumber of operators on 1 shiftCycle time:total time to complete 1 unit

25、Changeover time:total time to change from part A to part BNumber of shiftsUptime:O.E.E.of selected process#2 CURRENT STATE Data box20PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internalwkly order#2 CURRENT STATE Timeline of Production leadtime21PublicInternalR

26、ESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internal#2 CURRENT STATE ExamplesBy hand22PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySelect product/process familyDraw current stateDraw current stateCre

27、ate future state Create future state Implement action planImplement action planSteps for Value Stream MappingRepeat the ProcessRepeat the Process23PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internal Is the basis of a plan towards a Lean Production System Allo

28、ws full participation and buy-in of the team in developing the future vision of the business Summarize improvement needs Is a stream of value-adding flow linked to the customer by pull or continuous flow#3 FUTURE STATE Purpose24PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date

29、/Month/Year-InternalDoes the step bring value to the customer?if not,and if possible try to eliminate step#3 FUTURE STATE Hints to draw the visionIs the step capable(same result every time)?if not,look the Quality process,reduce variance,Are process steps linked by pull,does the product flow to the

30、next?if not implement Just In Time(from Batch to Flow,U-cell,Takt-time,Std work)Where you cannot Flow(combine de-coupled process)go from Push to Pull to reduce inventory using kanban,supermarketBatch25PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalIs the

31、step available:can it produce the desired output&quality,every time?if not,implement Total Productive Maintenance#3 FUTURE STATE Hints to draw the visionIs the step adequate:is the capacity to low(product is waiting for the step)or to high(big machines)reduce cycle,increase capacity,review bottlenec

32、k exploitation and work releaseIs the step flexible:can it be changed over quickly to allow small lot/single piece production?if not,implement Single Minute Exchange of Dies(SMED)26PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalXXXX#3 FUTURE STATE Highlig

33、ht improve opportunities27PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internal#3 FUTURE STATE Plot the visionU-cellU-cellKanban&SmktKanban&SmktSMEDSMEDFlowFlowProduct LevelingProduct LevelingFifo lineFifo lineStd WorkStd Work28PublicInternalRESTRICTEDHIGHLY CO

34、NFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySelect product/process familyDraw current stateDraw current stateCreate future state Create future state Implement action planImplement action planSteps for Value Stream MappingRepeat the ProcessRepeat the Proces

35、s29PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalKaizen Plan&NewspaperPlan,Execute,Verify and Control improvement steps30PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalSelect product/process familySelect produ

36、ct/process familyDraw current stateDraw current stateCreate future state Create future state Develop/execute improveDevelop/execute improveSteps for Value Stream MappingRepeat the ProcessRepeat the Process31PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-Internal

37、When the Future State becomes a reality,it becomes our current state We are only at the beginning of our continuous improvement journey Strive for PERFECTION!Is it over?32PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalWhat are the two main flows represent

38、ed in a Value Stream MapWhat is the purpose of a Value Stream Mapping?Which are the steps of the VSM?Name three questions that one will ask about each process element of a VSM and the corresponding LEAN technique that can be applied to possibly address it.Lesson learnt33PublicInternalRESTRICTEDHIGHLY CONFIDENTIALName of the Presentation,Date/Month/Year-InternalThank you!34