价值流分析培训48263.pptx

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1、Value Stream MappingValue Stream MappingRecognizing the Value-Added steps in your processes1CI-GT-015 REV.0Recommended ReadingLearning to See byMike Rother and John Shook2CI-GT-015 REV.0Levels of Value Stream3CI-GT-015 REV.0Supply Chain a.k.a Value StreamSuppliersXxx Branch(es)Customer to ConsumerTo

2、day4CI-GT-015 REV.0Value Stream MappingValue Stream-All steps,value added and non value added,required to bring the product from raw material to customer.5CI-GT-015 REV.0What is a Value Stream Map?A detailed flow chartA big picture perspective improving the whole,not just optimizing the parts and ma

3、ybe sub-optimizing the wholeWe will focus on the door-to-door production inside a plantHelps you see and understand the flow of material and information6CI-GT-015 REV.07CI-GT-015 REV.0Value Stream Mapping8CI-GT-015 REV.09CI-GT-015 REV.0Benefits of Value Stream Mapping10CI-GT-015 REV.0Material and In

4、formation FlowsMaterial flow the movement of material through the factoryInformation flow another flow associated with production that tells each process what to make or do next11CI-GT-015 REV.0Value Stream Mapping StepsProduct FamilyCurrent StateDrawingWork PlanFuture StateDrawing12CI-GT-015 REV.0V

5、alue Stream Mapping StepsChoose a product familyBegin by drawing the current state(door-to-door)Gather information from the shop floorDevelopment of current state and future state are overlapping effortsPrepare and begin using an implementation planRepeat when future state becomes current state13CI-

6、GT-015 REV.0Product Family14CI-GT-015 REV.0Gather DataManufacturingTransactional/Office15CI-GT-015 REV.0Typical Process DataCycle timeChangeover timeProduction batch sizesNumber of product variationsNumber of operatorsPack sizeWorking time(minus breaks)Scrap rateOn-demand machine time16CI-GT-015 REV

7、.0Map the Flow of Itemsuse this box to represent each process step use this symbolfor customers and suppliersuse this symbolto represent asupermarket(first-in-first-out)PROCESSnotes anddetailsEXTERNALPLACESuse this symbolfor stored inventory(known quantities)use this symbol for pushed inventory(arro

8、w implies WIP)use this symbol for a pull systemuse this symbol for a first-in-first-out flow laneuse this symbol for transportation IFIFOmax 1017CI-GT-015 REV.0Map Flow of Informationuse this symbol for manual flow of informationuse this symbolfor electronic flow of informationuse this symbolto repr

9、esent information that flows(such as schedule sequence)use this symbol for pull system paper triggeruse this symbol for a pull system returnable container triggeruse this symbol for pull system trigger at a particular quantity leveluse this symbol for pull system go see triggeruse this symbol for pu

10、ll system information storage pointsinformation18CI-GT-015 REV.0Mapping TipsAlways collect current-state information while walking the actual material and information flows yourself.Start with a quick walk along the entire door-to-door value stream then go back and gather data at each processBegin a

11、t the shipping end and work upstreamMeasure your own times dont rely on standard times,old data in a file,or hearsayEven if several people are involved,map the whole value stream yourselfUse butcher paper and markers19CI-GT-015 REV.0Current State Value Stream Map20CI-GT-015 REV.0Current State Map By

12、 the Numbers1.Start with the customer place in the upper right-hand corner of the map2.Show the customers requirements in a data box3.Draw the basic production processes indicate a process by using a process box draw material flow from left to right on the bottom half of the map4.Collect data that w

13、ill be important for deciding what the future state will be draw a data box under each process box21CI-GT-015 REV.0Value Stream Map22CI-GT-015 REV.0Value Stream Map23CI-GT-015 REV.0Current State Map By the Numbers5.Note places in the material flow where inventory accumulates draw an inventory triang

14、le to note the location and amount of inventory6.Draw the movement of product to the customer and note frequency7.Draw the supplier(s)in the upper left hand corner of the map note pack size and delivery frequency24CI-GT-015 REV.0Current State Map By the Numbers8.Draw the information flow from right

15、to left in the top half of the map9.Show the information flow using an arrow that is labeled with node-box this node describes the information flow arrow10.Use separate line for different information flows(e.g.,forecasts and daily orders)11.Use a process box to denote any processes within the inform

16、ation flow25CI-GT-015 REV.0Current State Map By the Numbers12.Use a striped arrow in the material flow part of the map to denote a push movement of material13.Draw a timeline Identify material movements that are pushed by the producer,not pulled by the customer this can be done as you figure out how

17、 each process knows what to make for its customer process and when to make it14.Draw a timeline under the process boxes and inventory triangles to compile the production lead time26CI-GT-015 REV.0Production Lead TimeThe lead time component for a process box is the cycle-time for a part to go through

18、 the processLead times(in days)for each inventory triangle are calculated as:(inventory quantity)x(takt time)/(available work time per day)27CI-GT-015 REV.0A Takt Time ReminderTakt time=(your available work time per shift)/(customer demand per shift)Available working time excludes breaks,lunch,etc.a

19、nd is recorded in secondsCustomer demand is recorded in units or piecesTakt time denotes the rate at which a customer buys one product28CI-GT-015 REV.0TIMELINECreate a timeline across the bottom of your Value Stream MapThe Upper time should be your Non-Value added time or the amount of time the prod

20、uct is waiting for processingThe Lower time should be Value Added time or the amount of processing time29CI-GT-015 REV.0WasteThe elements of production that add no value to the product.Things to remember about waste:Waste is really a symptom,not a root causeWaste points to problems in the systemTo e

21、liminate waste,find and address the root cause30CI-GT-015 REV.0Activity ProductivityThe 8 Deadly WastesOverproductionProduct DefectsInventoryExcess ProcessTransportationExcess MotionWaitingUnder-utilizing People31CI-GT-015 REV.0How many operators?32CI-GT-015 REV.033CI-GT-015 REV.0Questions for the F

22、uture State1.What is the takt time,based on the available working time of your downstream processes that are closet to the customer?2.Where can you use continuous flow processing?3.What is the pacemaker production process that you will schedule?4.Where will you need to introduce supermarket pull sys

23、tems in order to control production of upstream processes?34CI-GT-015 REV.0Some Definitions(via an Example)Process 1Process 2Process 3Process 4CustomerOne Piece FlowFIFO lanePullSupermarketPacemaker35CI-GT-015 REV.0Questions for the Future State5.Will you build to a finished good supermarket from wh

24、ich the customer pulls,or directly to customer order?6.How will you level the product mix at the pacemaker process?7.What increment of work will you consistently release and take away at the pacemaker process?8.What process improvement will be necessary for the value stream to flow as your future st

25、ate design specifies?36CI-GT-015 REV.0The Value Stream PlanA yearly planShowsWhat you plan to do,step-by-stepMeasurable goalsCheckpoints with deadlines and named people accountable37CI-GT-015 REV.038CI-GT-015 REV.0Concepts in Review1._ is all the steps,value added and non value added,required to bri

26、ng the product from raw material to customer.2.Value Stream Mapping help you _ the process.3._ flow is the movement of material through the factory.4._ flow tells each process what to do or make next.5.Value Stream Mapping Formulas6._=inventory qty.*takt time _=available work time per shift available work time demand per shiftValue StreamVisualizeMaterialInformationLead timeTakt time39CI-GT-015 REV.0