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Lean Six Sigma Section Two – Value Stream Mapping Kaye Woodard, CLSSS, MBA, SSBB Lean Specialist Kaizen Kaye, LLC Cary, NC
Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Understand how Value Stream Mapping is  Vital  to Continuous Improvement!
Value Stream Mapping: Overview Value Value is defined as “ any product or feature for which the customer is willing to pay ”. Adding value is the primary function of the business operation:
Why Use Value Stream Mapping? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Nine Wastes Wastes Evidence Causes W aiting Idle hands Poor scheduling, Poor quality, Downtime I nventory Raw Materials, WIP, Finished Goods Scheduling, Batch processing P rocessing Number of steps, Time, Energy “ The way we’ve always done  it”, Batching M otion Walking, searching, sorting, reaching Poor workplace organization, Poor layout E rrors or Defects Rework, Scrap Method, Man, Machine, Material, Measurement, Mother Nature T ransportation Part motion, thing motion Poor workplace organization, Poor layout D oing work not needed ‘ Busy work’, extended cycle times, unpredictable output Poor scheduling, downtime, process measurement lacking B acklogs   or   Overproduction  Inventory, WIP, All 6 other wastes Poor workplace layout, Batching W asted solutions Recurring problems or errors, constant fire-fighting Not taking the time to prevent re-fixing problems
Identify the 9 Types of Waste… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],$
What are the 9 Wastes? Errors or Defects Inventory Waiting Processing Motion Transportation Backlogs or Overproduction Wasted Solutions Doing Work Not Needed Where I Put My Energy Toward Doing Better Work!
VSM… Who should be involved? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mapping Guidelines ,[object Object],[object Object],[object Object],[object Object],[object Object]
SIPOC Diagram ,[object Object],[object Object],[object Object],[object Object],[object Object]
Blank SIPOC Diagram Supplier Input (%FTQ) Process (PT; WT; TA; #R; #Q) Output (RT; DC; #R) Customer (CTQ)                                                                                                                                                                                                                                            
Data Attributes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Come Prepared ,[object Object],[object Object],[object Object]
SIPOC to Post-It Notes ,[object Object],[object Object],[object Object],[object Object],[object Object]
VSM Icons Weekly Schedule Changeover Kaizen Lightning Burst Resident Technology Monitoring Movement by Push Electronic Information Flow Worker Conversation Information Flow Data Box P/T W/T Quality Supermarket Withdrawal (Pull) Iterations Movement of “physical” property Supplier / Customer  MXP Process Box XOXO Leveling— Mix and/or Volume I Inventory Daily Material Delivery Stock Room
Value Stream Mapping: Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Wiring / Assembly C/O: C/T: Yield: Test C/O: C/T: Yield: Config C/O: C/T:  sec Yield: Ship C/O: C/T:  sec Yield: I I I
[object Object],[object Object],Mapping Guidelines
Add Post-Its to the Map ,[object Object],Data Box Process Boxes Finished Goods to Customer  “ Push” Arrow Operator  Symbol
Post-It to ‘HUGE’ ,[object Object],[object Object],[object Object]
Mapping the Material Flow
Mapping the Information Flow ,[object Object],[object Object]
Mapping the Information Flow ,[object Object],[object Object],[object Object]
Complete the Current State VSM ,[object Object],[object Object],Movement by Push
VSM: Process Data Case Study: Shelby Stamping Company The rest of this seminar will focus on creating a value stream map for Shelby Stamping Company – a fictional manufacturing plant that produces several components for vehicle assembly plants. This case concerns one product family: a steel instrument panel bracket subassembly in two types.  One is for left-hand drive and one is for right-hand drive of the sample automobile model.  These components are sent to the State Street Assembly plant (the customer). The primary raw materials supplier is Michigan Steel company, who supplies raw steel coils that are transformed into finished steel brackets.
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VSM: Process Data ,[object Object],[object Object],[object Object]
Value Stream Mapping Review Process ,[object Object],[object Object],[object Object],[object Object],[object Object]
Value Stream Mapping Identify Customer and Supplier
Value Stream Mapping Add Information Flow To/From Customer
Value Stream Mapping Add Information Flow To/From Supplier
Value Stream Mapping Add Information Flow To Process
Value Stream Mapping Add Material Flow From Supplier to Assembly
Value Stream Mapping Define And Add Process Blocks
Value Stream Mapping Complete Information Flow To Process
Value Stream Mapping Add Material Flows Between Process Blocks
Value Stream Mapping Add Process Metrics For “Stamping”
Value Stream Mapping Add Process Metrics For “Stamping”
Value Stream Mapping Add WIP Analysis For “Stamping”
Value Stream Mapping Add WIP Analysis For “Stamping”
Value Stream Mapping Repeat For “Spot Weld”
Value Stream Mapping Repeat For “Spot Weld”
Value Stream Mapping Repeat For “Assembly”
Value Stream Mapping Repeat For “Assembly”
Value Stream Mapping Repeat For “Final Inspection”
Value Stream Mapping Repeat For “Final Inspection”
Value Stream Mapping Show Finished Goods Flow To Customer
Value Stream Mapping Add Process Time Line: Value-add, Non-Value-Add
Value Stream Mapping Compute Total Process Times
Value Stream Mapping Completed Value Stream Map, Shelby Stamping
Value Stream Mapping Discussion: Value-Add vs. Non-Value-Add
Value Add vs. Non Value Add ,[object Object],[object Object],Time Traps
Value Stream Mapping Discussion: Value-Add vs. Non-Value-Add Process inputs do not match outputs – indicates line out of balance… Process inputs and outputs exceed process C/T.  Enables excess WIP, overproduction… Total cycle time is 99.995% non-value-add… Cycle time of 1 sec, vs. others that are 48, 40, and 10 sec.  Line is extremely out of balance… Material movement is all “push” instead of pull.  Enables excess WIP and overproduction…
Calculate PCE ,[object Object],[object Object],[object Object],[object Object]
VSM – Planning the Future State ,[object Object],[object Object]
VSM – Planning the Future State ,[object Object],[object Object]
VSM – Planning the Future State ,[object Object]
VSM – Planning the Future State ,[object Object],[object Object]
Draw the Future State Map
Future State VSM ,[object Object],[object Object]
Action Plans Should Include… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
And then… ,[object Object],[object Object],Continuous Improvement!
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Lean section 2

  • 1. Lean Six Sigma Section Two – Value Stream Mapping Kaye Woodard, CLSSS, MBA, SSBB Lean Specialist Kaizen Kaye, LLC Cary, NC
  • 2.
  • 3. Value Stream Mapping: Overview Value Value is defined as “ any product or feature for which the customer is willing to pay ”. Adding value is the primary function of the business operation:
  • 4.
  • 5. The Nine Wastes Wastes Evidence Causes W aiting Idle hands Poor scheduling, Poor quality, Downtime I nventory Raw Materials, WIP, Finished Goods Scheduling, Batch processing P rocessing Number of steps, Time, Energy “ The way we’ve always done it”, Batching M otion Walking, searching, sorting, reaching Poor workplace organization, Poor layout E rrors or Defects Rework, Scrap Method, Man, Machine, Material, Measurement, Mother Nature T ransportation Part motion, thing motion Poor workplace organization, Poor layout D oing work not needed ‘ Busy work’, extended cycle times, unpredictable output Poor scheduling, downtime, process measurement lacking B acklogs or Overproduction Inventory, WIP, All 6 other wastes Poor workplace layout, Batching W asted solutions Recurring problems or errors, constant fire-fighting Not taking the time to prevent re-fixing problems
  • 6.
  • 7. What are the 9 Wastes? Errors or Defects Inventory Waiting Processing Motion Transportation Backlogs or Overproduction Wasted Solutions Doing Work Not Needed Where I Put My Energy Toward Doing Better Work!
  • 8.
  • 9.
  • 10.
  • 11. Blank SIPOC Diagram Supplier Input (%FTQ) Process (PT; WT; TA; #R; #Q) Output (RT; DC; #R) Customer (CTQ)                                                                                                                                                                                                                                            
  • 12.
  • 13.
  • 14.
  • 15. VSM Icons Weekly Schedule Changeover Kaizen Lightning Burst Resident Technology Monitoring Movement by Push Electronic Information Flow Worker Conversation Information Flow Data Box P/T W/T Quality Supermarket Withdrawal (Pull) Iterations Movement of “physical” property Supplier / Customer MXP Process Box XOXO Leveling— Mix and/or Volume I Inventory Daily Material Delivery Stock Room
  • 16.
  • 17.
  • 18.
  • 19.
  • 21.
  • 22.
  • 23.
  • 24. VSM: Process Data Case Study: Shelby Stamping Company The rest of this seminar will focus on creating a value stream map for Shelby Stamping Company – a fictional manufacturing plant that produces several components for vehicle assembly plants. This case concerns one product family: a steel instrument panel bracket subassembly in two types. One is for left-hand drive and one is for right-hand drive of the sample automobile model. These components are sent to the State Street Assembly plant (the customer). The primary raw materials supplier is Michigan Steel company, who supplies raw steel coils that are transformed into finished steel brackets.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34. Value Stream Mapping Identify Customer and Supplier
  • 35. Value Stream Mapping Add Information Flow To/From Customer
  • 36. Value Stream Mapping Add Information Flow To/From Supplier
  • 37. Value Stream Mapping Add Information Flow To Process
  • 38. Value Stream Mapping Add Material Flow From Supplier to Assembly
  • 39. Value Stream Mapping Define And Add Process Blocks
  • 40. Value Stream Mapping Complete Information Flow To Process
  • 41. Value Stream Mapping Add Material Flows Between Process Blocks
  • 42. Value Stream Mapping Add Process Metrics For “Stamping”
  • 43. Value Stream Mapping Add Process Metrics For “Stamping”
  • 44. Value Stream Mapping Add WIP Analysis For “Stamping”
  • 45. Value Stream Mapping Add WIP Analysis For “Stamping”
  • 46. Value Stream Mapping Repeat For “Spot Weld”
  • 47. Value Stream Mapping Repeat For “Spot Weld”
  • 48. Value Stream Mapping Repeat For “Assembly”
  • 49. Value Stream Mapping Repeat For “Assembly”
  • 50. Value Stream Mapping Repeat For “Final Inspection”
  • 51. Value Stream Mapping Repeat For “Final Inspection”
  • 52. Value Stream Mapping Show Finished Goods Flow To Customer
  • 53. Value Stream Mapping Add Process Time Line: Value-add, Non-Value-Add
  • 54. Value Stream Mapping Compute Total Process Times
  • 55. Value Stream Mapping Completed Value Stream Map, Shelby Stamping
  • 56. Value Stream Mapping Discussion: Value-Add vs. Non-Value-Add
  • 57.
  • 58. Value Stream Mapping Discussion: Value-Add vs. Non-Value-Add Process inputs do not match outputs – indicates line out of balance… Process inputs and outputs exceed process C/T. Enables excess WIP, overproduction… Total cycle time is 99.995% non-value-add… Cycle time of 1 sec, vs. others that are 48, 40, and 10 sec. Line is extremely out of balance… Material movement is all “push” instead of pull. Enables excess WIP and overproduction…
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64. Draw the Future State Map
  • 65.
  • 66.
  • 67.

Editor's Notes

  1. Wouldn’t you just love to have your people come to you with real solutions instead of recurring problems? The focus here is on the workforce. Our focus is to train your workforce to identify and eliminate waste. As a business owner, you really don’t have the time to be the one finding and correcting waste, implementing change and ensuring that the changes stick.
  2. S - (i.e. PDC supplies raw materials). Include inventory (INV) amounts I - (i.e. frames, parts, etc.) Include Wait Time (WT), Number in Queue (#Q), First Time Quality (FTQ - % complete and accurate) P- (i.e. frame assembly, wiring, etc.) Include Process Time (PT), Wait Time (WT), Time Available (TA) or TMS rate, Number of People (#P), Number of revisions/rework (#R), Resident Technology (RT) (i.e. DITMCO, etc.) O - Include Wait Time (WT) and First Time Quality (FTQ) C - (i.e. frame wired correctly and in a timely manner) Include Critical to Quality (CTQ)
  3. Very often the pacemaker will be the last process in the line, however, the pace of the line may be set by that part of the process that known as the monument. It’s the process that has to be done, and you can’t do much to change or remove it. For example, the DITMCO process, its time consuming, but at this point it has to be done, and everything has to go through this part of the process. It pretty much sets the pace for the line. So this would become the pacemaker, and the point in the line to introduce single-piece flow. Now if your pacemaker process is longer than the takt time, then you need to focus on making that process faster. Consider some quick connects, or disconnects, changeover improvements, or even adding another machine if there’s that much difference.