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Materials And Information Flow Map

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Material & Information Flow Mapping …

Material & Information Flow Mapping
Free Webinar
June 22, 2009

In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.

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  • 1. Materials & Information FLOW MAPPING Your Partner For Value-Centered Solutions WELCOME
  • 2. Webinar Outline • About Michael E. Parker • Seeing the Workplace • Incorporating Lean Measurements • Lean Certification • Questions & Answers
  • 3. Materials & Information FLOW MAPPING Your Partner For Value-Centered Solutions About Michael E. Parker
  • 4. B.S. Operations & Procurement M.B.A in Management Science 1st Generation Lean Expertise Handpicked by Akio Toyoda Author & Award Winning Entrepreneur
  • 5. Materials & Information FLOW MAPPING Your Partner For Value-Centered Solutions Seeing The Workplace
  • 6. Seeing The Workplace • After understanding the principles of lean the next step is to grasp the current condition of the workplace. • Material and Information Flow Maps are developed to analyze the workplace. To improve a • When mapping out the value stream it value stream is good to begin from left to right. you must first OBSERVE and • It is important to use your core team understand it. to gather accurate data based on the true condition of the workplace
  • 7. Seeing The Workplace • Determine individual assignments for the project team. • Key Roles on the Project Team – Recorder to draw on flipchart, whiteboard, or piece of paper – Facilitator to keep meeting and project on schedule – Timekeeper to be responsible for collecting accurate cycle times and queue times • And any other relevant data • Determine the main processes for the value stream being focused on. – Draw a rough sketch of the entire value stream involving the whole team – Ensure everyone has the same value stream perspective.
  • 8. Seeing The Workplace Supplier Customer Process Process Process A B C upstream downstream
  • 9. Seeing The Workplace • Go to where the action is Utilize the GO-GO – You must understand where you are before you can decide where Philosophy you want to go Go see, go hear, go touch, • Don’t rush through this step – You will have to make changes go smell, and go taste along the way Genchi-Genbutsu – Don’t assume anything or use “standard data”. – Let the workplace speak for itself – Use a stopwatch – Focus on the most accurate and useful information – Think in terms of “flow”. Observe how work units and information move upstream and downstream – CRITICAL: Try not to think about solutions
  • 10. Seeing The Workplace • Always collect the following data: – Total time per workday – Regularly planned downtime (meetings, lunch, breaks, etc.) – Available time: subtract regularly planned downtime from total time – Number of people working in the process – Quantity of work performed in one day by one person – Frequency at which work is delivered to the next process – Cycle time - the time it takes to perform a process one time or for one work unit to be processed – Queue time - the amount of time a work unit will wait before a downstream process is ready to work on it
  • 11. Seeing The Workplace Information Supplier Process Process Process Process Process A Queue B Queue C Queue D Queue E Cycle Cycle Cycle Cycle Cycle Process Process Process Process Process J Queue I Queue H Queue G Queue F Cycle Cycle Cycle Cycle Cycle Process Process Process K Queue L Queue M Queue Customer Cycle Cycle Cycle
  • 12. Materials & Information FLOW MAPPING Your Partner For Value-Centered Solutions Lean Measurements
  • 13. Incorporating Lean Measurements • After creating your material and information flow map and gathering data we are ready to identify the best lean metrics to assist in achieving our lean goals. • The best way to get people to contribute to lean initiatives is to give them a simple means of understanding the impact of their improvement activities Lean metrics help drive continuous improvement and waste elimination.
  • 14. Incorporating Lean Measurements • Lean measurements should be based on the seven deadly wastes. • As we dig deeper into the value stream, we can break measurements down into smaller pieces. • For example, total order cycle time could include the following: – Time spent waiting, walking, entering data, retrieving files, opening mail, and processing.
  • 15. Incorporating Lean Measurements A B C D E 5m + 10m + 10m + 15m + 5m = 45m Queue Queue Queue Queue Time Time Time Time Cycle Cycle Cycle Cycle TOTAL Time Time Time Time LEAD TIME 240m + 480m + 480m + 480m = 1680m Total Cycle Time = 45m + Total Queue Time of 1680 = Total Lead Time of 1725 M = minutes 240m = 4 hrs (1/2 day) 480m = 8 hrs (1 day)
  • 16. Incorporating Lean Measurements • Total lead time is 1725 minutes • Total lead time in hours – 1725/60 minutes = 28.75 hours • Total lead time in workdays – 28.75/8 hours = 3.59 workdays Value Added Percentage Total cycle time divided by total lead time - 45/1725 = 2.6% 2.6% of total lead time is spent on value adding activities
  • 17. LEAN FUNDAMENTALS Your Partner For Value-Centered Solutions Certification
  • 18. Curriculum Overview 1. Understanding the Toyota Production System (1.5h) 2. Identifying and Eliminating the 7 Forms of Waste (1.5h) 3. The Benefits of Level Scheduling (1.5h) 4. The Pull System Philosophy & Kanban (1.5h) 5. Just-In-Time (1.5h) 6. Built-In-Quality & Visual Control (1.5h) 6 Classes @ $99 each Total Cost: $594
  • 19. Early Bird Discount Early Bird Discount if you sign up by July 24, 2009: 6 Classes @ $49 each Only $294
  • 20. Prepay for Only $249.95 ($44 off the discount) • Lean Fundamentals Certification 1. Understanding the Toyota Production System Sessions 2. Identifying and Eliminating the 7 Forms of Waste viewable 3. The Benefits of Level Scheduling for 30 4. The Pull System Philosophy & Kanban 5. Just-In-Time days 6. Built-In-Quality & Visual Control – Autographed copy of “Who Said So?” (Valued at $19.95) – Free webinar on Standardization & Kaizen (Valued at $99)
  • 21. What Is This Worth?? • Total Value = $713 – 6 Lean Fundamental Classes – 1 Bonus Class: Standardization & Kaizen – Autographed “Who Said So?” Book
  • 22. This Is A Great Deal!! VALUE If you prepay by July 24 $713 $249.95
  • 23. Lean Certification Your Partner For Value-Centered Solutions To Register Visit Us Online at: vcminstitute.com click “Products” then “Webinars”
  • 24. Materials & Information FLOW MAPPING Your Partner For Value-Centered Solutions Questions & Answers