The document discusses value stream mapping, a Lean management technique. It describes the six steps to value stream mapping: (1) specify value from the customer perspective, (2) map the value stream and eliminate waste, (3) make value flow continuously, (4) pull work at the customer demand rate, (5) involve and empower employees, and (6) continuously improve. It then provides details on conducting current state and future state value stream mapping, including collecting production data, identifying waste, setting targets to reduce lead time and inventory, and designing continuous flow processing.

1. Value Stream Mapping

3. Six Steps to Lean

10. Value Stream Mapping Icons OPS460 > Course Documents > Visio Tutorials > Value Stream Mapping Icons

11. Furniture Value Steam Furniture Manufacturing Current State Map

16. Material and Information flows

24. Acme Current State Map

25. EMC Supply Assignment

27. Exercise-Flextronics Solution

29. Value Stream Mapping Process Product Family Current State Drawing Work Plan & Implementation Future State Drawing Understand how the value currently flows Design a Lean flow Plan how to get there and execute the plan Define the Value Stream

33. Crane Aerospace Value Stream Map

34. Crane Aerospace Value Stream Map Detailed

37. OEE Elements

38. OEE Example

45. Value Stream Mapping Process Product Family Current State Drawing Work Plan & Implementation Future State Drawing Understand how the value currently flows Design a LEAN flow Plan how to get there and execute the plan Define the Value Stream

47. Future State Icons

49. Takt Time

54. Acme Takt Time 60 seconds 27,600 sec 460 pieces

56. Build to Shipping or Supermarket 20 Kanban based on customer packaging 20-bracket tray 20

59. Continuous Flow Processing Batch-and-Queue Processing Process time/product = 1 min Original Batch = 10 parts Revised Batch = 1 part

64. Alternative Work Combinations Split the Work

66. Staffing for Increased Demand Combination Split the Work and Circuit

71. Supermarket

73. Number of Kanban Card Sets k = Expected demand during lead time + Safety Stock Size of container k = D  L ( 1 + S ) C k = Number of kanban card sets (a set is a card) D = Average number of units demanded over some time period L = Lead time to replenish an order (same units of time as demand) S = Safety stock expressed as a percentage of demand during lead time C = Container size

75. Kanban Calculations k = Expected demand during lead time + Safety Stock Size of container k = D  L ( 1 + S ) = 5 (2) (1.10) = 2.75 or 3 C 4

76. Acme Supermarkets Coils Supermarket Finished Goods Supermarket Stamped Parts Supermarket Milk Run

77. First In, First Out (FIFO) Lane An Example of a “First In, First Out (FIFO) Lane”

79. Scheduling Schedule Schedule

81. Mixed Production Pacemaker Process! 50B 70A 80C 50B 70A 80C

84. Leveling the Volume = Takt Time • Pack Size

87. Implementation Process Value Stream Manager Point Kaizen

88. Acme Future-State Map

89. Acme Future State Performance

90. House of Lean-5S

91. Six Steps to Lean

94. Meaning of the 5S’s Sort Simplify Sweep Standardize Self-Discipline

97. Example of a Red Tag RED TAG

98. Red Tag and Signboard Strategies

99. Dilbert – 5S Program

101. Types of Simplifying Type Identification Markers Location Markers Quantity Markers Standard Methods Tags Andon Kanban Performance Display Defect Display Personnel Board Examples Signboards, name labels, photos, or shapes of items. Tape strips, color coding, numbering. Signs indicating number (min/max), standard files, number of spaces for items indicators of normal operating values. Charts of cycle time and work sequence, standard procedures, flowcharts, photos of operation or process flows. Errors, excess or extremes (red flag), “broken” items or process Visual (lights, flags) and audio (bells, buzzers, tones) signals to draw immediate attention for help. Card, empty container or blank information space signaling that activity or Process schedule and quantities, quality, costs, safety, or improvement activities. Tables or boards or other forum / venue showing defective processes, information, or paperwork. Availability (in/out), assignment and location of department personnel, cross-training status vs. plan. movement is authorized.

102. Inventory Signboards

103. Boeing-Point of Use Standard Responsibility, Authority, Accountability (RAA) Placard Color Code Flag

104. Crane 4-819 RHGS Incoming Material Before 5S After 5S Inventory Signboards

106. Shadow Boards and Identification Shadow board

107. Crane Aerospace Shadow Board Lazy Susan for hand tools

108. Boeing-Shadow Boxes Tool Pallet Kit Examples

109. Crane Simplify, Arrange, Identify Arrange and Identify for ease of use “ Anyone should be able to easily understand proper arrangement and sub-optimal arrangement.”

115. Crane Level 3 Office “ The Goal”

119. Visible Workplace “ With the 5S’s implemented, we have an easy to observe gemba (workplace), and the andon clearly shows where and when we have problems” Andon Jidoka Gemba 5S’s

121. Crane 5S Level of Factory Excellence