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1、The Lean EnterpriseThe Lean EnterpriseValue Analysis/Flow AnalysisLean FoundationsLean FoundationsContinuous Improvement TrainingContinuous Improvement TrainingMotionWaiting timeOverproductionProcessing timeDefectsInspectionTransportationProblems/CausesIncorrect layoutsLack of proximity of machinesO

2、ff-line resourcesWaiting workers,machines,materialsLong set-ups and lead timesLarge batches,raw material stocksHigh WIP,finished goods stocksMaking for the sake of itIgnoring customer demandsLong cycle times-process,itselfReduced efficiency-over processingHigh overall lead timesLong delays for recti

3、ficationCostly reworkDissatisfied customersApprovals of approvalsHigh number of verification stepsReliance-Mass inspection techniquesUnnecessary movementExtra handlingTypes of Waste (7Ws)Value AddedNon-Value Added,but necessaryWasteFocus on reductionPeopleProcessProductThe Causes of Waste in most PV

4、alue AnalysisValue AnalysisOverviewOverviewOverviewMethodology For Reducing Muda(waste)Value-Added Flow Analysis(VA/FA)A Group of Practices(using rigor and discipline)which evaluates the individual steps or activities in a process to determine if they add value to the outputVA/FA can be used to impr

5、ove the process or aid in the creation of a new DefinitionsDefinitionsValue AddedAny activity or operation performed that helps transform a product or service from its raw state into its finished form.Completed right the first time.Any activity customer is prepared to pay for.Activity required to en

6、sure that a product or service is delivered in conformance to specification.Non-Value AddedAny activity that doesnt help to transform a product or service into its final form.Activity not performed right.Activity customer not willing to pay for.This includes:Unnecessary process stepsMovement of inve

7、ntory,paperwork,etc.Re-work,corrections,etc.Storage between operations,batching inventoryQueue Wait times,delay times,idle times(reference:Time-Value Analysis)VA/FA StepsVA/FA StepsStep 1Define and describe process to be analyzedProject charterClearly define goalsCost benefit analysisSignatures Cham

8、pion,Controller,Belt(minimum)Time Frame for VA/FA StepsVA/FA StepsStep 2Map the process and determine major and minor activitiesStart with the customerCustomer receiving department of an output,the next person in line,or the(external)CustomerConduct detail inquiry of what occursUse investigative VA/

9、FA StepsVA/FA StepsStep 3Identify value-added activities or processesUtilize investigative questionsWhat does it do?Why does it work?What must it do or accomplish?How does it relate to other systems,units,or components?What requires this step to be done?VA/FA StepsVA/FA StepsStep 4Calculate the time

10、 spent on value-added activities or processes(Value Stream Map)Spread Sheet Analysis(VA to NVA ratios)Time-Value AValue AnalysisValue Analysis Investigative TechniquesInvestigative TechniquesInvestigative Techniques VA/FA QuestionsVA/FA QuestionsDECISION POINTSDoes the decision point represent as ap

11、praisal,a review,or an inspection which could be eliminated if prevention were built into the process at an earlier point?Is this a necessary decision or can the process proceed without a decision here?Is there repetition of decision within the process?VA/FA QuestionsVA/FA QuestionsVALUE ADDEDDoes e

12、ach activity within the process add value to the output,the product,or service which the customer receives?Is the activity necessary to meet the customers requirements and expectations?Would the customer be willing to pay for that step of the process if the customer knew it existed?VA/FA QuestionsVA

13、/FA QuestionsACTIVITY FLOWDoes the process move frequently back and forth between various units of the organization?Can any of these movements be eliminated?DUPLICATION OF ACTIVITYAre some of the activities duplicated or repeated?Can any activities be removed from the process while meeting the custo

14、mers valid requirements for outputs?VA/FA QuestionsVA/FA QuestionsTIME REQUIREDWhat is the time required for each of the steps or activities within the process?Can the time be shortened for any of the steps or activities?Is unnecessary time wasted on transportation,storage,or delays?How much time is

15、 used between activities?Can time activities be reduced?VA/FA QuestionsVA/FA QuestionsMATERIALSAre the supplies and materials used in this activity effective?Have new materials been developed that would perform the function at less cost?Has there been any price,delivery,or quality problems?TECHNOLOG

16、YWhat is the cutting edge?Is there related technology which could be adapted to improve this process?VA/FA QuestionsVA/FA QuestionsPROCESS USERSWhy are you doing this?What document controls this activity?How were you trained?Was the training adequate?How do you know you are performing the activity c

17、orrectly?Where do you get the inputs you need to perform this activity?What types of errors come to you?Do you have any problems related to this?What makes the job difficult?VA/FA Best PracticesVA/FA Best PracticesKEY POINTSASK the person if they have any suggestions on how to improve to process!Val

18、ue can be viewed as a relationship of functionality or effectiveness over cost VALUE =Functionality CVA/FA Best PracticesVA/FA Best PracticesKEY POINTSThe VALUE of the output can increase by either reducing costs or by increasing effectivenessEVALUATE alternatives based on their impact on both effic

19、iency and effectivenessAchieving a minor increase in functionality at a major cost is not justifiedA major increase in functionality with a minor cost could be Value EngineeringValue EngineeringOverviewOverviewOverviewVA/VE=Continuous Cost ImprovementAttacks the Total Cost of Producing a New Product

20、Assembly CostsAssembly TimeParts HandlingLevels of AssemblyLabor RateVolumeDesignStandardizationTooling CostsVolumeProcessTooling MaterialDimensions&TolerancesStandardizationPart CostsMaterialFinishingDesignDimensions&TolerancesTooling TypeProcessVolumeStandardizationPackagingOverheadCostsManufactur

21、ingCostsPartCosts=AssemblyCosts+ToolingCosts+OApproach for Reducing CostsDesign for Assembly(DFA)A Group of Practices which Minimizes Manufacturing CostsMinimize the Number of PartsAvoid Separate FastenersEstablish Assembly SurfacesEliminate or Simplify AdjustmentsReduce HDesign for Assembly Benefit

22、sFewer DrawingsLess AssemblyLess Handling,InventoryLess InspectionImproved Quality(Fewer Problems)Less PMethodologies for Reducing Waste Value EngineeringOccurs During the Design Process.Examines the Function of the Design.Documents the Cost of Each Function.Explores Alternatives for how the Same Fu

23、nction can be Provided at a Reduced Cost.Maintains the Focus on Customer Satisfaction.Value AnalysisOccurs on After the Design has been Completed or on Carryover Products.Existing Designs are Evaluated to Increase Function or Reduce CThe Lean EnterpriseThe Lean EnterpriseValue Analysis/Flow AnalysisLean FoundationsLean FoundationsContinuous Improvement TrainingContinuous Improvement Training