6_EN-o2.4-MEO-EXP6-S6- Kaizen, Muda,LB, SMED,VSM.pptx

EXP6
Methods and
Quality 2
Session 6

Methods and Quality
Session 6 – Kaizen, Muda, JIT
Summary
1. Introduction
2. Target of the session
3. Reminders & complements:
a. Kaizen
b. Muda
c. Line Balancing
d. SMED
• Definition
• CPU: Cost per unit
• SMED principles
• SMED steps
• Practical examples
e. VSM
4. Case study

Today’s timing
● Introduction (4h)
○ Focus on Kaizen
○ Muda identification
○ Line Balancing
○ SMED
○ VSM
● Practical case study (1h30)
4

Definition of KAIZEN
• KAIZEN is a state of mind, a philosophy that uses a set of tools, with
the aim of reducing operations without added value and improving
quality and productivity.
• Japanese, KAIZEN means “ continuous improvement ”.
• The word KAIZEN implies improvement which involves everyone
(managers, employees, etc.) and involves relatively low expenses .
• The KAIZEN philosophy assumes that our way of life (whether in a
professional or social environment) should focus on constant efforts
to improve.
6

Two problem-solving approaches
• 1st Approach : use the most recent technologies and invest
significant capital: this is innovation
• 2nd Approach : use common sense, tools simple and inexpensive:
it’s KAIZEN.
• KAIZEN activities are based on:
• Joint learning;
• Teamwork;
• Freely
• consented discipline;
• Quality control circles or committee
• Suggestion system 7

Example of KAIZEN ACTIVITY
This room contains a lot of
confidential documents.
Before KAIZEN, many visitors
had easy access to it. So HR
managers split the door in two
and only opened the upper
part so they could
communicate with visitors .
8

Basic Rules for the Practice of
KAIZEN
The practice of KAIZEN is based on 3 basic rules:
1. Good physical management of space and resources and
work tools
• This is the best way to help staff acquire and practice voluntary
discipline.
• If staff are not
naturally disciplined, it will be difficult, if not impossible, to produce
good quality products/services.
2. Elimination of MUDA (Waste)
KAIZEN places more emphasis on Improving Quality and
Productivity than on creating added value.
9

Basic Rules for the Practice of
KAIZEN
3. Standardization of good practices.
• We can define a standard as being the best way to
perform a task.
• The standards aim to ensure quality in each process
in order to prevent the recurrence of problems.
• Simply introducing statistical process control, without
first improving the physical management of the
workspace, eliminating MUDA and standardizing
good practices, is insufficient to increase quality and
productivity;
10

Kaizen vs. Innovation
Kaizen is a progress by small steps with simple, low cost and low risk
actions.
11

Kaizen vs. Innovation
Innovation is like a “one-shot gun” and its results are
often problematic;
KAIZEN is based on common sense and low costs, and it
ensures constant progress that pays off in the medium
and long term;
KAIZEN is a low-risk approach, you can always return to
the old way of working, without taking big financial
risks.
12

MAIN CONCEPTS OF THE KAIZEN
APPROACH
1. Management commitment
There needs to be commitment from management
general with the statement of a clear and clear
policy;
In the KAIZEN approach, management
ensures:
• a maintenance function (maintenance of standards
in all areas) and
• an improvement function (ongoing standards
raising activity
13

APPROACH
2. Process approach
• If the results have anything of wrong is that there is
something wrong in the process, the problem must be
identified and corrected in the process;
• To correct the problems, KAIZEN focuses on human
efforts oriented towards men;
• Ignored the process inevitably leads to the failure of
the KAIZEN approach 14

APPROACH
3. The PDCA / SDCA cycle
The PDCA cycle is the vehicle which ensures the KAIZEN
business continuity is one of the most important
concepts of the KAIZEN approach:
At the beginning any work process is
unstable, before starting to work on the PDCA cycle the
current process must be stabilized in the form of a
second process often called SDCA 15

APPROACH
4. Quality first
Not with standing the level of attractiveness offered by
price and delivery times to the customer, the company
will not be able to face competition if its products
and/or services lack quality.
16
Ultimate objective of KAIZEN:
1. Customer satisfaction
2. Improvement of the triptych:
• Quality,
• Cost,
• Deadlines.

APPROACH
5. Talk with data
 KAIZEN is a problem-solving approach. For a problem
to be well understood and resolved, it must be
identified and the corresponding data must be
gathered and analyzed.
 Trying to solve a problem without having raw data,
equivalent to relying on intuition and feelings ; this
approach is neither objective nor very scientific.
17

APPROACH
6. The next process is the customer
• There are two types of customers:
– the internal customer (within the company);
– the external customer (outside the company, the market)
• In a company, the majority of employees deal with internal
customers.
• If everyone became aware and committed to never delivering a
defective part or information to the next station, then the results
would be better.
18

RELATIONSHIP BETWEEN
MANAGEMENT AND WORKPLACE
3 meaningful words:
 GEMBA: Workplace; workshop or any place where
value-added work is carried out;
 GENCHI: Go to the source to verify the
information for yourself.
 GENBUTSU: Make sure you have the right
information (by looking at the material or thing)
to make the right decision.
19
Which means that management, managers, executives, must go to the
source, on the ground (GEMBA) to verify the information for
themselves (GENCHI), in order to ensure they have the right
information to take good decisions (GENBUTSU).

5 Main Features of KAIZEN
20
Universal/universality
Applicable in any country,
industries, sectors, organizations,
etc. regardless of their sizes.
Economical/Economic.
It is more important to seek out your intelligence, ingenuity
and experience
rather than budgets. Applicable even with very limited
resources.
Continuous (Continuity)
Activities consist of small, ongoing
efforts on a daily basis that add up
to produce significant changes.
Participatory
Participation of senior managers and
workers on the production line is
essential. Workers are
encouraged to make suggestions,…
Scientific approach
Rational measures, based on statistical
analysis of data. Predefined
and regularly evaluated performance
indicators.

Kaizen tools and their purpose
22

LEAN AND TPS House
23
Customer First
Respect for Humanity
Genchi Genbutsu
Stability
Standards
Safety
POKA YOKE
ANDON
5S
VALUE STREAM
MAPPING (VSM)
TAKT TIME
SPAGHETTI
DIAGRAM
SMED/OEE
KANBAN
Highest Quality Shortest Lead Time
Lowest Cost
Process of making continuous improvements
in both your personal and work life.
The direct translation is KAI = CHANGE and ZEN = GOOD.
VISUAL
CONTROL
KAIZEN

What is Muda?
In manufacturing process, we can split operations in 3 categories
1/ needed for the customer (Added Value)
2/ needed for the process (Induced work)
3/ not necessary => MUDA
Muda is all energy/ time/ resources used but not necessary.
Before thinking about improvement, think about Muda
elimination.
25

3 additional Muda
3 additional Muda have appeared
● Untapped talents
● Products complex design
● Papers waiting time
27

1. The characteristics of the online
production system (1)
The online production system indicates the so- called "assembly
line operation";
Work is assigned to each assembly line process, processing
progresses down the line as work moves down the line;
Online production is applied to PPS ( Product to Store ) based
on demand forecasts, adapted to high-demand products and a
sustainable market;
In online production, the product types are few, namely the mass
production of few products. Single processing pass through
specialized line is often carried out in in-line production;
29

Strong
 As online production work is simple and facilitates the promotion
of specialized skills for each unit job, unique skill workers are
used;
 As indirect labor of workers is low in line production, productivity
is high. Direct work is usually assigned to a specialized worker
or supervisor;
 The workflow of the items is simple and process control is easy.
This makes it easy to carry out a thorough quality check .
30

Weak points
 Flexibility for changing product and production quantity is low.
 There are relatively many layout restrictions in online
production. -> U-shaped line layout;
 Line production workers tend to be single-skill workers. It is
difficult to cope with a sudden increase in demand and the
absence of workers ;
 Online jobs are monotonous, it is difficult to make the best use
of creativity and originality. -> Cellular production system;
 Physical and mental fatigue due to continuous work are likely to
occur .
.
31

3 . Leveling or balancing production
line
Line leveling or balancing is a method of equalizing the workload
assigned to each process on the production line.
In other words, eliminate the time difference from each process and
design a smooth production flow .
The purpose of line balance
① Improved operating ratio for person and machine;
② Saving labor and working time;
③ Process design and layout;
④ Improved work efficiency
⑤ Reduced production time
⑥ Mechanization and automation
. 32

4. The meaning of Leveling or balancing
of production line
33
【 Case1 】
A working time
>
Process working time B
↓
The wait time occurs at
process B; waste of time
occurs
Leveling or balancing production
The method that allocates work in progress (WIP) to workers and machines, equalizing
flow speed between processes .
A B process
Work
Waiti
ng
work
40
30
20
10
Time
( Seconds)
Time
( Seconds)
【 Case2 】
A working time
<
B working time
↓
WIP to process A; Space
for the WIP is necessary.
【 Case3 】
Process working time HAS
=
Process working time B
↓
Could eliminate both waiting
time and WIP stagnation
work
Stagnat
ion
work
AB process
40
30
20
10
work
AB processes

Time
( Seconds )
work
40
30
20
10

5. The line leveling procedure
34
① Measure the process of dividing time into unit work.
※ Unit of work : Divided work that performs one of the tasks in a
process
② Creation of the step diagram
※ Pitch diagram : Table that shows the completion time for
each unit of work. (The line arrangement situation and wasting time
understandably).
※ Pitch time : Time interval during which products are
produced in online production. Accordingly, the equivalent of the
longest unit of work period in the process. Also called “Cycle Time
③ Calculate line grade and grade or sway loss
④ Review and implement sway or leveling improvement measures
⑤ Creation of the Pitch diagram after improvement

5. The line leveling procedure
35
Launch time(Tps
de lancement)
Wasted time
Process
Work
time
After process
improvement
Launch time
Loss
time
Process
Work
time
Before process
improvement

6. Calculate line efficiency and
balance loss
36
Line efficiency (%) = X 100
Sum of working time in each work unit
Pitch time X number of processes
Loss of balance (%) = 100 — Line efficiency (%)
A B C D E Process
20 18 25 22 15
Time
Line efficiency = (20+18+25+22+15) / 25 X 5 = 80 %
Loss of Balance = 100 - 80% = 20%

7. Review and implementation of
line improvement measures
37
Allocate the longer time unit of work to the shorter time unit,
taking into account the priority in the process .
As process C is the longest in case P6, the work unit of
process C is repeatedly allocated to other processes and
eliminates losses in the production chain. We can call this
“leveling ”.
 The working time of process D is the second longest
(second bottleneck), so when the working time of process C
is shorter than process D, change the target to process D
and consider the elimination of losses in the production chain
.

8. Various ideas for improving line
leveling (1)
38
1. Ideas for improvement for the longer working time unit
(1.
a. Shorten the working time in the first work unit with
bottleneck -> Graph(1 )
b. Divide the unit work into elementary work as well as
possible, assign these elementary works to other
unit works.- > Chart (2)
c. Increase the number of workers -> Chart (3)
d. Improve and eliminate work and movements in each
unit by principles of economy of movement (slide
13), mechanization and automation and use of tools.
-> Chart (D) in slide 25

leveling (1)
39
Work
time
Process 1 2
Bottlen
eck
proces
s
3 5
4
Work
time
1 3 5
4
2
Work
time
Proce
ss 1 2 3 5
4
A
worker
A
worker
( 1) The bottleneck
process is prioritized as
the first improvement
target
( 2) Divided and distributed
to other unit works
(3) The number of
workers is increased to
unit work 3 »

leveling (1)
40
1. Improvement ideas for a work process long time (2).
e. Use a skillful
f. When the process load is heavy, prepare temporary
support workers and assign them to the work unit .
Work
time
Proces
s 1 2 3 5
4
The two unit works are
shortened by the KAIZEN
( 4) Work improvement (KAIZEN)

leveling (1)
41
II. Improvement ideas for a work process Short time
a. A unit of labor is moved to another unit of labor and the quantity
of labor per worker is increased. -> Chart (2)(5)
b. The work unit is eliminated by distributing the elementary work
to another work unit. -> Chart (5)
Work time
Process
1 2 3 5
4
Process 2 is
eliminated by
KAIZEN
(5) “ Process 2” is deleted by
distribution and KAIZEN

9. Line Leveling Exercise
42
Calculate the line efficiency and leveling of the following case and improve the line
efficiency. Unit work C is not divided due to the nature of unit work C.
7
5
6
4
3
2
0
1
B
4m
C
7m
A
2m
D
3m
I
4m
E
4m
G
3m
H
3m
F
2m
Process (UW)
Pitch time
Time

Equipment contribution
● In the shop floor, added value = production time
● What is necessary to maximize production time?
= No stops !
○ for equipment: no breakdown or failure
• reliability => Maintenance
• quick production change => SMED
SMED = Single Minute Exchange of Die

Change over: definition
Prod A
Prod B
set-up B
set-up C
last good
part A
First good
part B
Last good
part B
C/O Tprod=N.CT
Tt
Prod C
● Change over means doing all operations needed to be able to
manufacture a new reference of products:
○ current tool unloading
○ new tool loading
○ equipment settings
● Change over time (C/O) = time between last good part of A
and first good part of B

Production batch size effect on
cost
● Cost per unit (Cpu)
● Cpu = Raw material Cpu + Manufacturing Cpu
○ Total time Tt = C/O + N x Cycle Time (CT)
○ Manufacturing Cpu=(Tt x Hourly rate) /N
Cost calculation, production by batch (N products)
Prod A
Prod B
set-up B
set-up C
last good
part A
First good
part B
Last good
part B
C/O Tprod=N.CT
Tt
Prod C

Practical example
Production B is by batch of 1000 parts
– C/O = 2h
– CT = 96 s
– Hourly rate = 300 €/h
What is Manufacturing Cpu?
Study of impact of batch size on Manufacturing Cpu
Prod A
Prod B
set-up B
set-up C
last good
part A
First good
part B
Last good
part B
C/O Tprod=N.CT
Tt
Prod C

Practical example
Production data are:
– C/O = 2h
– CT = 96 s
What is Manufacturing Cpu?
Batch 1000 100 10000
MfCpu 8,6 ? ?

Practical example
– TC = 2h00
– CT = 96 s
● Observation
○ Positive effect of high quantity but small impact (less than 1€)
○ Huge negative impact on small quantity
Batch 1000 100 10000
MfCpu 8,6 14 8,06

Practical example
– Batch = 1000 parts
– CT = 96 s
Study of impact of change over time on Manufacturing Cpu
Batch size
Change over time
1000 100 10000
2h 8,6 14 8,06
4h 9,2
1h 8,03
● Conclusion
○ Huge positive impact of tool change time reduction

Practical example
– Batch = 1000 parts
– CT = 96 s
Study of impact of change over time on Manufacturing Cpu
Batch size
Change over time
1000 100 10000
2h 8,6 14 8,06
4h 9,2 20 8,12
1h 8,03 8,5 8,01
● Conclusion
○ Huge positive impact of tool change time reduction

Why SMED?
● Lean implementation paradox
○ Small inventory required
=> Small Working Cost Requirement
=> High CPU due to small batches
○ How to solve this paradox?
=> Quick production change
Change over time reduction has high impact

What is SMED?
Why such a difference?
They applied SMED concept!
Example: pit stops

1.What’s SMED (Single Minute Exchange of
Die)
SMED means that die/mold changing time for
machines is reduced by KAIZEN, finally it is
achieved within ten minutes. Less ten minute
indicates single digit, so SMED is also called
Single Set Up.

2. Change over: operation types
● INTERNAL OPERATIONS
○ must be performed during stoppage
■ tool loading, unloading
● EXTERNAL OPERATIONS
○ can be performed during run
■ tool preparation
● USELESS OPERATIONS
○ can be deleted
■ Muda (non necessary operations)

3. SMED principles
1. Eliminate useless operation
2. Change internal operation into external ones
3. Simplify and standardise settings procedure
4. Get good parts first time
5. Divide operations and share workload within a
team of operators

SMED Step #1
● Identify all operations of the production change
Purpose : by observation list all operations, this define
the scope of the study
Production change total time

● Identify internal, external and useless operations
Purpose: identify the operations that can be performed
before and after the stoppage.
Eliminate useless operations
SMED Step #2
I E
U

● Change sequence to group all internal operation
● Convert internal operation into external one
This can have quick effect.
Purpose : during stoppage, perform only operations
which require stoppage and realize more operations
before and after stoppage to reduce stop time
SMED Step #3

● Reduce internal operations time: after efficient
organization, Kaizen operations to reduce stop time
Purpose: this step is harder than the previous one, and
may need more time, but the result is still a smaller
change over time.
SMED Step #4

● Reduce external operations time
Purpose: reduce the overall resources needed
SMED Step #5

Summary SMED
1. Define scope and
observe
2. Identify external, internal
and useless operations
3. Change sequence and
convert internal in
external
4. Kaizen internal
operations
5. Kaizen external
operations
I E

Summary SMED
Fonctionnemen
t de la machine
Fonctionnemen
t de la machine
Configuration en
ligne
Configuration en
ligne
Configuration en
ligne
Machine 1
Travailleurs en charge de
l’installation
Configuration en
ligne
Configuration en
ligne
Configuration en
ligne
Fonctionnemen
t de la machine
Fonctionnemen
t de la machine
Fonctionnemen
t de la machine
Fonctionnemen
t de la machine
Fonctionnemen
t de la machine
Configuration hors
ligne
Configuration hors
ligne
Configuration hors
ligne
Configuration hors
ligne
Configuration hors
ligne
Machine 1
Travailleurs en charge de
l’installation
Si toute la configuration en ligne est
convertie en
Configuration hors ligne

4.How to proceed setup improvement

Step1: Set up work analysis
4(Four) Principals for KAIZEN
Pick up MUDA(Waste), MURA(unevenness) and MURI(unreasonableness) and
examine how to convert into offline setup and consider measure to solve the
problem.
ECRS give us hints for KAIZEN in the first word of each.
E (Elimination) : Is the work abolished?
C (Combine) : Are Part A and Part B combined?
R (Rearrange) : Are Work A and Work B rearranged?
S (Simplify) : Is the process simplified?

Step2: Eliminate waste of move and
transportation
• Waste of movement and transportation on tools, parts is
due to scattered in warehouse. So place for dies, tools
and parts, etc. is set as close to setup point as possible
• When transporting them, make them set of and transport
them by exclusive wagon in order to carry them at once.
• Tools used for set up are not prepared from tool shelf,
specified only for set up and placed on the setup point.

Step2: Eliminate waste of move and
transportation
Matrices
Outils
Schémas
Manuel de
procédure
Huile de
nettoyage
Outils
【 Before 】
Search, find out and transport dies at
all times
【 After 】
Device exclusive wagon and transp
them at once

Step3: Classify outline set up and
Inline setup

Step 4: Convert inline setup to outline
setup
• When considering conversion to outline setup, consider whether the
setup work can be done only when machine is stopped or how to do
without stopping machine.
• Be sure to accomplish conversion to outline setup by being
complete advance preparation.
• Consider presetting dies, tools, cutting tools, parts and so on for
next work.

Step 5: Inline setup improvement
(1)Unify standards and make a variable a fix number
• Consider whether to make variable size and position varied by
products to fixed size and position. The viewpoint for this
improvement is to unify processing standard and make positioning
standard by fix number.

(2) Improvement of positioning and dimension setting
• Consider whether to position it on the first go, set it in one touch,
and set it not reading scale.
• In other word, find out the way eliminating adjustment work.

(3)Improvement of attach and detach
• To enable the efficiency increase of attach and detach with one
touch tool in all attach and detach works.
• Focus on fasting tool which is used for attach and detach work such
as tools, bolt, screw, and so on.

(3)Improvement of attach and detach

(4)Parallel work is implemented
• We have a lot of work in setup work in big machine and line
production, waking loss accounts for larger parts in all set
up work.
• In this case we change to work with a couple of people.
We consider weather parallel work is feasible. checking
work scope and timing and not making waiting time
mutually

Step 6: adjustment work elimination
• Quit adjusting the dimension by reading a scale, create a
block gauge for each work and move the die towards the
reference surface of the block gage until it touches the target
point, and set the detention in one shot
• Adjustment work could be eliminated if reference setting value
that was found in positioning work is improved.
• If setup is done well adjustment work may not be done, thus
adjustment work should not necessary.

Step 6: adjustment work elimination

Step 7: Setup work standardization
and training
 The content of improved setup work should be completely different from
previous one.
 In order to maintain best situation, procedure manual of setup work is
created, and training is repeated for everybody to implement setup work
in same procedure and time based on the procedure manual.

Examples of SMED actions
Operations to do before stoppage :
• tools preparation, presettings
• means of handling installation
• pre-assembly
• preheating
Example: use presetting

Examples of SMED actions
Simplification for quicker operation :
• Reduce the amount of operations to the minimum required
• Avoid fixation by tightening, longer than clipping for example
• Use boundary samples or jigs
• Standardize bolds sizes to use one tool only
Example : tools elimination
Need tool No tool needed No tool and quick
but tightening
takes time

BALLE GAME
1. Create a process to pass over the ball within your team (team of min.
5)
2. You can‘t pass the ball to the person next to you
3. Everybody in your team must have had contact to the ball
4. The ball must return to the person who started with it
5. The ball must travel through the air
82

1. What is the value chain - VSM?
 What ?
– “Value Stream Mapping” or Value Chain Mapping;
VSM is a graphical tool that helps you to see and understand the flow
of material and information as a “product/service” makes its way
through their value stream.
You then look for opportunities to eliminate or reduce
WASTE in the process.
A value stream usually includes people, tools and technologies,
physical facilities, communication channels and policies and
procedures.

1. What is the value chain - VSM?
• A value stream involves all the steps, both value added and non
value added, required to complete a product or service from
beginning to end

2. Why do Value Stream mapping?
• Visualize the whole process (across functional boundaries)
• Highlight sources of waste and put in place a plan to eliminate
them
• Provides a common language for improvement
• Makes decisions about flow apparent
• Ties together lean techniques
• Forms the basis of an improvement plan
• Shows linkage between information flow and material flows.
No other tool does this.
 Gather data and turn it into an understanding
 Turn understanding into a plan
 Turn a plan into an action

3. TYPES OF VSM
Current State VSM Future State VSM
Current State VSM with Opportunity

4. What Makes Value Stream Mapping
Unique?
Visualizes the Process Flow from a systems perspective
Focuses on the customer and the customer’s
requirements
Includes information flow and product movement
Summarizes the timeline as it relates to delivery to the
customer
Documents performance characteristics of both the
Value Stream and the individual process steps

5. VSM Analysis – Data Attributes
Lead time =
– Processing time + Wait Time / Delays
Typical batch size
First-Time Quality
– Reliability (e.g. system or equipment uptime)
Rework / revisions
– % Complete and Accurate Inputs (% C&A)
– Design Changes
– Errors
Number of people involved
– % utilization of people
OR

5. VSM Analysis – MEASURING GAINS

6. Using the Value Stream Mapping Tool
Understanding how things
currently operate. This is the
foundation for the future state.
Scoping the
Value Stream
Designing a lean flow
through the enterprise.
Future state
drawing
Determine the Value
Stream to be improved
The goal of mapping!
Planning and
Implementation
Current state
drawing

7. Components of VSM
Supplier
ABX
Receive Order
Fax
Check Credit
FIN
Review &
Enter Order
MRP
Reconcile Order
MRP
Confirm Order
Phone
Finalize Order
MRP
MRP MRP
Productio
n
Schedule
Semi-
Weekly
Ship
Schedule
.5 days .5 days .2 days .2 days .25 days 1 day
½ min 1 min 10 min 1 min 7 min 5 min
Order Entry Process
Current State - Sept. 2007
P/T = ½ min
Batch = 4
hours
IN
P/T = 1 min
% Accept = 90%
Batch = 4 hours
IN
P/T = 10 min
% C&A = 60%
Batch = 1.6
hours
IN
P/T = 1 min
%C&A =
75%
Batch = 1.6
hours
IN
P/T =7 min
%C&A = 85%
Batch = 2
hours
IN
P/T = 5 min
Batch =
1day
Weekly Fax
Customer
ABX
Finalize Order
MRP
Fax
1 min
• Process flow across the bottom
• Each process have a data box
• Customers outlined on the right
• Suppliers outlined on the left
• Information flow across the top
• Timeline along the bottom
• Symbols that provide insight into flows, process
boxes as well as what happens between the
process boxes

8. The Material Flow Symbols
Manufacturing
Process
Process Data Box
I
Truck Shipment
Inventory
Material Icons Represents Notes
Outside Sources
One box equals an area of continuous
flow. All processes should be labeled.
Box also used to identify departments
such as production control.
Used to show customers, suppliers
and outside manufacturing processes.
WELDING
ABC
COMPANY
C/T=120 sec.
C/O=22 min.
3 SHIFTS
3% SCRAP
W/T=20 hrs
Used to record information concerning
a manufacturing process, department,
etc.
Count and time should be noted.
225 pieces
1.5 days
Note the frequency of shipments.
Tuesday
+ Thurs

8. The Material Flow Symbols
Material Icons Represents Notes
FIFO
Movement of prod’n
material by PUSH
Movement of finished
goods to the customer
Supermarket
Physical pull
Transfer of controlled
quantities of material
between processes in
a first in first out seq.
Identifies material movements that are
pushed by producer, not pulled by the
customer ( the following process ).
Also shows movement of raw material
and components from suppliers if
they are not pushed.
Pull of materials from a supermarket.
Indicates a device to limit quantity
and ensure FIFO flow of material
between processes.

9. The Information Flow Symbols:
Information Icons Represents Notes
Manual flow of
information
Electronic flow of
information
For example: production schedule
shipping schedule
For example: EDI, Fax, etc.
OXOX Load leveling
Sequence-Pull Ball
Gives permission to produce a
predetermined type and quantity.
Weekly
Schedule
Information Describes an information flow.
Buffer or safety
stock
“Buffer” or “Safety Stock” must be
noted.
Tool to level the volume and mix of
Kanban over a specific period of time.

9. The Information Flow Symbols:
Information Icons Represents Notes
20 Production Kanban
Withdrawal Kanban
Signal Kanban
Kanban post
Tells a process how many of what
can be produced and gives permission
to do so.
Production instruction that orders
production from a batch process,
eg: stamping.
Place where Kanban are collected
and held for conveyance .
Lathe
Changeover
Kaizen burst
Highlights critical improvement needs
at specific processes. Can be used to
plan Kaizen events.

10. TEN Steps VSM Analysis
97
Phase I - Current State VSM
Step 1 - Select Service/process
Step 2 - Establish Mapping and Data Collection Ground Rules.
Step 3 - Map the Process Flow (with Data Box)
Step 4 - Map the Material Flow
Step 5 - Indicate Time Pulse
Step 6 - Map the Information Flow
Step 7 – Identify VA & NVA
Phase II - Current State VSM with Opportunities
Step 8 – Identify opportunities through: Value Analysis, Waste
Analysis, Root Cause Analysis, etc
Phase III - Future State VSM
Step 9 - Create future state VSM
Step 10 - Kaizen action plan

EXAMPLE OF DATA COLLECTION
98
 Shipping/Receiving schedules
 Pack sizes at each process
 Demand rates by process (Takt Time)
 Working hours and breaks
 Inventory Points (location & size)
 How Operations are scheduled
 Work-in-process inventory
 Overtime per week
 Process cycle times
 Number of product variations at each
step
 Batch (lot) sizes
 Changeover times/frequencies
 C/O (changeover time)
 OEE(Overall Equipment
Effectiveness)
 FTY (First Time Yield)
 Scrap rate
 Defect/Rework Rate
 VA/ NVA Time
 Batch Size/ Pack Size
 Distance Traveled
 Downtime
 Etc..

EXAMPLE N V A
99
Eliminate Non-Value Add
Tasks:
 Handling
 Paperwork
 Counting, Issuing,Retrieving
 Wait
 Proofreading
 Inspection and checking
 Sorting work
 Logging information
 Checking calculations
 Reviewing and approving
 Moving and set-up
 Monitoring work
 Any type of rework

EXAMPLE VSM IN ACTION (NA & NVA
100
Incoming
Orders
Receive Order
Fax
Check Credit
FIN
Review &
Enter Order
MRP
Reconcile Order
MRP
Confirm Order
Phone
Finalize Order
MRP
MRP MRP
Production
Schedule
Semi-Weekly
Ship Schedule
.5 days .5 days .2 days .2 days .25 days 1 day
½ min 1 min 10 min 1 min 7 min 5 min
Total Lead Time = 2.65 days Total Processing Time= 24.5 min
Order Entry Process
Current State - Sept. 2007
First Pass Yield = 34.4%
(Rendement au 1er passage)
P/T = ½ min
Batch = 4
hours
IN
P/T = 1 min
% Accept = 90%
Batch = 4 hours
IN
P/T = 10 min
% C&A = 60%
Batch = 1.6
hours
IN
P/T = 1 min
%C&A = 75%
Batch = 1.6
hours
IN
P/T =7 min
%C&A = 85%
Batch = 2 hours
IN
P/T = 5 min
Batch = 1day
IN
Weekly Fax Stop
walking to
the FAX
that’s
waste!!!
Phone
Or WEB
Which steps create value?
Which are waste?
Waste
Over
Processin
g
Waste
Rework
Takt Time =
460 minutes
46 Orders
= 10 minutes/order

Practical exercice
● Case study:
○ Session 7: PW
○ Improve tool change timing using SMED

6_EN-o2.4-MEO-EXP6-S6- Kaizen, Muda,LB, SMED,VSM.pptx

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