alue Stream Mapping (VSM) is a visual tool used to analyze and design the flow of materials and information required to bring a product or service from conception to customer. It is a method of Lean Manufacturing that focuses on improving the efficiency and effectiveness of processes. The goal of VSM is to identify and eliminate waste, while creating a smoother flow of work and reducing lead time.
A VSM diagram typically includes a representation of each step in the process, including suppliers, production steps, inventory, and customers. The mapping process involves gathering data and information on the current state of the process and then creating a visual representation of the flow, including wait times, processing times, and movement of materials. The next step is to identify areas for improvement and make changes to the process to create a more efficient "future state" map.
Value Stream Mapping can be used in a variety of industries, including manufacturing, healthcare, and software development, to streamline processes, reduce waste, and improve customer satisfaction. By visualizing the entire process, it becomes easier to identify bottlenecks, eliminate non-value-added activities, and create a more efficient workflow.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Six Sigma Statistical Process Control (SPC) Training ModuleFrank-G. Adler
The Statistical Process Control (SPC) Training Module v4.0 includes:
1. MS PowerPoint Presentation including 129 slides covering Introduction to Process Control, Types of Histograms, Measures of Location & Variability, Process Control Charts, Process Control Limits, Out-of-Control Criteria, Sample Size & Frequency, Out-of-Control Action Plan, Process Control Plan, and 6 Workshop Exercises.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate Confidence Intervals (mean value, standard deviation, capability indices, defect rate, count) and perform a Comparison of two Statistics (mean values, standard deviations, defect rates, counts).
3. MS Excel Process Control Plan Template
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Six Sigma Statistical Process Control (SPC) Training ModuleFrank-G. Adler
The Statistical Process Control (SPC) Training Module v4.0 includes:
1. MS PowerPoint Presentation including 129 slides covering Introduction to Process Control, Types of Histograms, Measures of Location & Variability, Process Control Charts, Process Control Limits, Out-of-Control Criteria, Sample Size & Frequency, Out-of-Control Action Plan, Process Control Plan, and 6 Workshop Exercises.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate Confidence Intervals (mean value, standard deviation, capability indices, defect rate, count) and perform a Comparison of two Statistics (mean values, standard deviations, defect rates, counts).
3. MS Excel Process Control Plan Template
Value-stream mapping, is known as "material- and information-flow mapping", is a lean method for studying the actual state and design a future state for the series of cases that take a product or service from the beginning of the specific process until it reaches the customer.
After viewing this Powerpoint presentation please advise if you are interested in a free CD with the supporting reference files. Your comments would be greatly appreciated. JRH
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Application of value stream mapping tool to reduce wastes in bearing industryijmech
In today’s highly competitive business environment, companies require improvement in Production Lead
Times, costs and customer service levels to survive. Because of this, companies have become more
customers focused. The result is that companies have been putting in significant effort to improve their
efficiency.
This paper present the practical application of Value Stream Mapping (VSM) tool implement in a bearing
industry. A value stream is an assortment of all actions (value added as well as non-value added) that are
required to bring a product through the essential flows, starting with raw material and ending with the
customer. For drawing current state value stream mapping, all relevant data has been collected and analyzed. Then analysis of current state map has been done for identifying non-value adding activities, in
other words waste and suggestions on how to remove or reduce different wastes. From the results achieved
by current VSM, it was observable that the two processes Annealing and CNC Machining have higher cycle
time and WIP. In order to increase their capacity, their cycle should be reduced.
By implementing some lean principles and changes in the production line, the future state map was created and the reduction the different types of wastes reduced. The total processing time was reduced from 409
seconds to 344 seconds.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Telecom product cost models development approachParcus Group
Presentation to Pacific Islands Telecom Association (PITA) AGM and Conference in Tahiti 2016 on telecom businesses cases and product cost models development approach.
Business Intelligence addresses the challenges
faced by ports and terminals by providing comprehensive solutions for real-time planning,
management and control of operations.
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
achieve success in business, but learns that the key to success is not what he has, but rather what he gives. The book introduces five principles of success, known as the "Five Laws of Stratospheric Success", which encourage readers to adopt a mindset of generosity and service to others.
The five laws are:
The Law of Value: Your true worth is determined by how much more you give in value than you take in payment.
The Law of Compensation: Your income is determined by how many people you serve and how well you serve them.
The Law of Influence: Your influence is determined by how abundantly you place other people’s interests first.
The Law of Authenticity: The most valuable gift you have to offer is yourself.
The Law of Receptivity: The key to effective giving is to stay open to receiving.
The book is useful for individuals and organizations looking to adopt a more service-oriented mindset and foster a culture of generosity, which can lead to increased success, both personal and professional. It serves as a reminder that success in business and life is not just about what you get, but also about what you give.
Poka Yoke is a Japanese term meaning "mistake-proofing" or "error-proofing". It is a quality control method used to eliminate or prevent mistakes or errors during manufacturing processes. The goal of Poka Yoke is to make it impossible or at least very difficult to make mistakes, thus improving efficiency and reducing defects. This can be achieved through various means, such as designing products or processes that are self-checking, using warning signals or alarms, or providing clear instructions for operators. By implementing Poka Yoke, organizations can improve the quality of their products and reduce the time and cost associated with fixing mistakes
An Approach to Detecting Writing Styles Based on Clustering Techniquesambekarshweta25
An Approach to Detecting Writing Styles Based on Clustering Techniques
Authors:
-Devkinandan Jagtap
-Shweta Ambekar
-Harshit Singh
-Nakul Sharma (Assistant Professor)
Institution:
VIIT Pune, India
Abstract:
This paper proposes a system to differentiate between human-generated and AI-generated texts using stylometric analysis. The system analyzes text files and classifies writing styles by employing various clustering algorithms, such as k-means, k-means++, hierarchical, and DBSCAN. The effectiveness of these algorithms is measured using silhouette scores. The system successfully identifies distinct writing styles within documents, demonstrating its potential for plagiarism detection.
Introduction:
Stylometry, the study of linguistic and structural features in texts, is used for tasks like plagiarism detection, genre separation, and author verification. This paper leverages stylometric analysis to identify different writing styles and improve plagiarism detection methods.
Methodology:
The system includes data collection, preprocessing, feature extraction, dimensional reduction, machine learning models for clustering, and performance comparison using silhouette scores. Feature extraction focuses on lexical features, vocabulary richness, and readability scores. The study uses a small dataset of texts from various authors and employs algorithms like k-means, k-means++, hierarchical clustering, and DBSCAN for clustering.
Results:
Experiments show that the system effectively identifies writing styles, with silhouette scores indicating reasonable to strong clustering when k=2. As the number of clusters increases, the silhouette scores decrease, indicating a drop in accuracy. K-means and k-means++ perform similarly, while hierarchical clustering is less optimized.
Conclusion and Future Work:
The system works well for distinguishing writing styles with two clusters but becomes less accurate as the number of clusters increases. Future research could focus on adding more parameters and optimizing the methodology to improve accuracy with higher cluster values. This system can enhance existing plagiarism detection tools, especially in academic settings.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
Water billing management system project report.pdfKamal Acharya
Our project entitled “Water Billing Management System” aims is to generate Water bill with all the charges and penalty. Manual system that is employed is extremely laborious and quite inadequate. It only makes the process more difficult and hard.
The aim of our project is to develop a system that is meant to partially computerize the work performed in the Water Board like generating monthly Water bill, record of consuming unit of water, store record of the customer and previous unpaid record.
We used HTML/PHP as front end and MYSQL as back end for developing our project. HTML is primarily a visual design environment. We can create a android application by designing the form and that make up the user interface. Adding android application code to the form and the objects such as buttons and text boxes on them and adding any required support code in additional modular.
MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software. It is a stable ,reliable and the powerful solution with the advanced features and advantages which are as follows: Data Security.MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
2. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 2
Value Stream
Value stream perspective gives an overall picture of all processing steps, from raw
material of the suppliers to finished goods for the customer.
Value stream analysis Value stream design
Describes the current path of a product
"ramp-to-ramp" and visualizes material
and information flow
Draws up the future state, showing how
the value stream should be developed
during the next 6 - 18 months
3. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 3
Flow Kaizen and Process Kaizen
Both, improvement of the value stream and elimination of waste at the shop floor are
necessary, improvement in one improves the over.
– Improvementof the value stream (Flow Kaizen) focuseson material and information flow, which
requires a higher-level perspective.
– Elimination of waste at single processing steps (Process Kaizen) focuseson flow and interaction of
people and process.
Focus: complete material and information flow
Raw material Finishedproduct
Value stream
I
Inventory
Softpart
machining
Process
Heat
treatment
Process
Hard
machining
Process
Assembly
Process
I
Inventory
I
Inventory
Focus: individual
process
4. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 4
Value Stream Map
Based on a standardized structure, value stream maps make material and information
flow transparent.
Processingsteps /
Materialflow
Lead time bar
Supplier Customer
Control/
Informationflow
5. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 5
Outside
Sources
Manufacturing
process
Data Box Inventory Truck shipment
Movement of
finished goods
Movement of
prod. material
Movement by
PUSH
Transfer of lim.
quantities of
material by FIFO
Supermarket Withdrawal
Material
handler
Operator
Value Stream Symbols I
Value stream maps use standardized set of symbols.
Symbols: Material flow
300 pieces
MO +
WE
max. 20 pieces
FIFO
WT= 27 600
CT= 50s
....
Costumer
Assembly
6. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 6
Manual
information flow
Electronic
information flow
Information
Load/Mix
leveling
Production
Kanban
Withdrawal
Kanban
Signal Kanban
Kanban
post box
Kanban arriving
in batches
"Go See"
production
scheduling
ConWIP
Change over
wheel
Problem/
Issue
Workshop/
Measure
Value Stream Symbols II
Value stream maps use standardized set of symbols.
Symbols: Information flow / Kaizen
Weekly
schedule
Con.
WIP
SMED
workshop
7. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 7
Value stream design
Value stream analysis
➊ Define system boundary
➋ Selectan appropriate productfamily
➌ Understand customerrequirements
➍ Detectprocesssteps and inventory
➎ Detectmaterial flow
➏ Detectinformation flow
➐ Draw the time line
Currentstate map
➊ Eliminate waste in the material flow
➋ Assignproducts to resources
➌ Realize takt time
➍ Create continuous flow
➎ Create pull using supermarkets
➏ Define the pacemakerprocess
➐ Level the productmix
Future state map = Process vision
Procedure
Drafting Current state and Future state map happens in 7 steps each.
8. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 8
Define System Boundaries
Value stream analysis and design may focus on the total value stream as well as on
sub areas – but always ramp-to-ramp.
Total value stream
Supplier Schaeffler Customer
Supplier Plant B Customer
Plant A Plant C
Soft part
mach.
Heat
treatm.
Hard
mach.
Assem-
bly
Plant A Plant C
Company level
Plant level
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ Excluded process steps, customers or suppliers has to be documented.
9. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
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Select an appropriate Product Family
In order to create maximum benefit Value stream analysis should start at the product
family with highest annual turnover. Priority results from an ABC-Analysis.
▪ In addition, the percentage of annual demands has to be mentioned.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
Mio. $ 12,3 5,8 3,8 2,1 1,8 1,6 0,2
Percent 44,6 21,0 13,8 7,6 6,5 5,8 0,7
Cum % 44,6 65,6 79,3 87,0 93,5 99,3 100,0
Product family others
V
IV
II
VII
I
III
30
25
20
15
10
5
0
100
80
60
40
20
0
Annual
turnover
in
Mio.
$
Percent
10. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
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Identification of Product Families
A Product-Process-Matrix subsumes product families according to similar processes
at the same manufacturing equipment in the same process sequence.
▪ The Product-Process-Matrix fits to a product portfolio that can be sufficiently differentiated
by occupied equipment.
▪ In addition product families can be identified by detection of process families and a
subsequent analysis of analogous product features within these families.
Process steps/ Equipment
Turning Washing Heat treatm. Grinding Assembly Packaging
F-… ✗ ✗ ✗ ✗ ✗
F-… ✗ ✗ ✗ ✗ ✗
F-… ✗ ✗ ✗ ✗
F-… ✗ ✗ ✗
F-… ✗ ✗ ✗
F-… ✗ ✗ ✗
…
Products
Product
family
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Understanding Customer Requirements
Mapping the current state always starts with detection and visualization of customer
requirements.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ Important information are average and variation of annual demands as well as
purchased types of the product family.
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Available working time
Determination of Takt Time
Takt time results from dividing available working time by average of customer
demands.
Available working time
Daily customer demands
900 min
Available working time
Average of
daily customerdemands
750 pieces
Takttime
72 s
500
250
1,000
750
1,250
pieces
Jan Mar May Jul Sep Oct Dec
History
today
Plan
Shift duration 480 min.
Number of daily shifts * 2
Total of breaks – 60 min.
Available working time = 900 min.
⌹ ⌸
Breaks
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ For current state map determination of takt time bases on historical data, for
the future state map expected customer demands has to be used (in regard to
the time frame of the process vision).
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Detection of Process Steps and Data
Process steps are drawn below the customer requirements and supplemented with
relevant process data.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ All process data should be gathered on the shopfloor.
Don't believe in system data, at least check their reliability.
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Process Data for Value Stream Analysis
Process data are crucial for value stream analysis. According to the process specifics
different data has to be gathered.
Process with
Process data
1 resource
more than 1
resource
batches
CT: Cycle time ✗ ✗ ✗
PT: Processing time ✗ ✗
WTP*: Working time if varies from general working time
C/O: Changeovertime ✗ ✗ ✗
OEE: Overall Equipment
Effectiveness
✗ ✗ ✗
LS: Lot size ✗ ✗ Batch size
NR: Number of resources ✗
AA: Scrap rate ✗ ✗ ✗
NA: Rework rate ✗ ✗ ✗
TTP*: Processspecific takt time if varies from takt time
Process
CT = 0,080 min
OEE = 0,64
…
*P = process specific value
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Indication of Inventory
Between the process steps the inventory is indicated as it has been detected on the
shopfloor. That needs counting all products waiting in front of a process step.
▪ It does not matter, whether the inventory lies in front of or behind a resource or at a
supply area, each material between 2 process steps has to be summarized.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Detection of Material Flow
Internal material flow between the process steps as well as external material flow to
the customer and from the suppliers has to be indicated according to their logic.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ For evaluation of supplier reliability to the customers delivery quantities
and frequencies has to be known.
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Detection of Information Flow
Beginning at the customer the information flow toward production control, suppliers
and all individually scheduled process steps is indicated.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
▪ "Go See" production scheduling means adjusting schedules based on
checking current inventory levels in the shopfloor.
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Drawing the Timeline
The timeline visualizes the waste in the value stream by outlining the long waiting time
between the process steps.
▪ The ratio between lead time and processing time (value adding time)
of a single product indicates the process efficiency.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Current State Map
The result of the value stream analysis is a clear overall picture of material and
information flow.
▪ Mapping of relations is more important than an in-depth analysis of details.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Identification of Weak Spots
By means of the current state map sources of waste and obvious weak spots can be
indicated in the visualized process.
3 5
1
2
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
4
6
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Current State Map
Drawing the current state map and analyzing the process requires strong team work.
Example: IWK, Seg. 03, Product family DFC
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSA
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Future State as Process Vision
Drawing the future state map is the crucial activity of a value stream workshop and
defines how the process will look like in near future.
Future state
Definition of the
process vision is
to be continuously
repeated!
Vision of today is
the current state
of tomorrow!
Currentstate
Process
vision
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Takt-Principle
Requirement of the Future State
The definition of the future state process requires the implementation of the 3 main
principles of LEAN Production in order to produce synchronously to the takt time.
Flow-Principle Pull-Principle
Manufactured parts flow to
the next process step
without interruption.
The following process
withdrawal only the parts
which are needed.
Production to the takt time
by leveling work load.
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Value stream design
Value stream analysis
➊ Define system boundary
➋ Selectan appropriate productfamily
➌ Understand customerrequirements
➍ Detectprocesssteps and inventory
➎ Detectmaterial flow
➏ Detectinformation flow
➐ Draw the time line
Currentstate map
➊ Eliminate waste in the material flow
➋ Assignproducts to resources
➌ Realize takt time
➍ Create continuous flow
➎ Create pull using supermarkets
➏ Define the pacemakerprocess
➐ Level the productmix
Future state map = Process vision
Procedure
Drafting Current state and Future state map happens in 7 steps each.
▪ Basis for designing the future state is the analyzed current state map and
panned turnover for time frame of the process vision.
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After
Elimination of Waste I
Short lead times can be achieved by consequent elimination of waste in the process.
Value adding Waste Value adding Waste
Time Time
Before
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Elimination of Waste II
Non-value-adding process steps should be eliminated from the process vision – as far
as technological possible. Therefore, the current process has to be scrutinized.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ Usually, process steps can not be eliminated without adjustment of processes
upstream or downstream, since the quality level must be constant.
▪ Deburring doesn'tincrease the value in
customer'seyes,but is only required by the
press upstream
▪ Elimination of the processstep requires
technologicaladjustmentof the processes
upstream,e.g. pressing free of burr
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Process 4
Process 3
Process 2
Process 1
Assignment of Products to ResourcesI
Unambiguous assignment of products / product families to available resources leads
to smooth material and information flows.
Regarding to product family
▪ Unambiguous assignment of
several product families to
manufacturing equipment
▪ Flow-principle for each product
family
▪ Assignment of responsibilities over
complete process chain
▪ Undirected material flow according
to free capacities
▪ Huge manual effort for production
scheduling
Focus on capacity utilization
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
differentpaths of a productover the
resources of the several process steps
definite path of a productover a defined
resource in each process step
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Assignment of Products to ResourcesII
During the assignment of product families to resources technological feasibility and
available capacity have to be confirmed.
▪ If technological and capacitive requirements are fulfilled, a product family should be
assigned to only one resource chain.
▪ The assignment of more than one product family to a single resource results in
multiple material flows that merge and branch out.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
Arbeitstage p.a. 250 X Zuordnung zur Produktion auf dieser Ressource
(X) technologisch kann die Type auf der Ressource gefertigt werden
- Type kann technologisch nicht auf der Ressource gefertigt werden
OEE [%]
ZZ(mittel) [min]
Nettoarbeitszeit pro Arbeistag [min]
Type Stk. / Monat Stk./Monat Stk./Monat Stk./Monat
F-………. 15.000 X 15.000 X 15.000 - 0 0 0 0
F-………. 6.790 - 0 X 6.790 - 0 0 0 0
F-………. 24.450 - 0 - 0 X 24.450 0 0 0
F-………. 21.300 - 0 X 21.300 (X) 0 0 0 0
F-………. 12.900 - 0 - 0 X 12.900 0 0 0
F-………. 4.620 X 4.620 - 0 (X) 0 0 0 0
F-………. 8.560 (X) 0 (X) 0 X 8.560 0 0 0
F-………. 23.500 - 0 - 0 X 23.500 0 0 0
F-………. 101.500 X 101.500 - 0 - 0 0 0 0
F-………. 15.320 X 15.320 (X) 0 - 0 0 0 0
F-………. 7.850 (X) 0 (X) 0 X 7.850 0 0 0
F-………. 4.350 (X) 0 X 4.350 (X) 0 0 0 0
F-………. 2.340 - 0 X 2.340 (X) 0 0 0 0
F-………. 6.770 - 0 - 0 X 6.770 0 0 0
Summe 136.440 49.780 84.030
resultierende Produktionskapazität 148.026 48.340 86.283 11.813 86.283 86.283
Kapazitätsdeckung 11.586 -1.440 2.253 11.813 86.283 86.283
Auslastungssstatus 92% 103% 97% 0% 0% 0%
Prozess 2
Ressource 1 Ressource 2 Ressource 3
Ressource 1 Ressource 2 Ressource 3
Prozess 1
70%
0,133
1350
55%
0,32
1350
65%
0,226
1440
21%
0,5
1350
65%
0,226
1440
65%
0,226
1440
Kapazitätsabgleich
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Cycle
time
Takt time
Bottleneck
Overcapacity
Realization of Takt Time
Production and assembly have to follow takt time. Otherwise, waste is caused by
overproduction or by breaking the customer requirements.
Cycle
time
Takt time
In takt time
– Leveling of workload by elimination
of bottlenecks and downsizing of
capacities
– Unleveled workload cause
bottlenecks and overcapacities
Out of takt time
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Prozessspezifische Kundentakte
vs. effektive Zykluszeiten
0,000 min
0,200 min
0,400 min
0,600 min
0,800 min
1,000 min
1,200 min
1,400 min
Prozess
1
Prozess
2
Prozess
3
Prozess
4
Prozess
5
Prozess
6
Prozess
7
Prozess
8
Prozess
9
Prozess
10
Prozess
11
Prozess
12
Prozess
13
Prozess
14
Prozess
15
Prozess
16
Prozess
17
Prozess
18
Prozess
19
Prozess
20
Zeit [min]
OEE-Verluste
Mittlere Zykluszeit
Prozessspezifischer Kundentakt
Takt Time vs. Cycle Time
Comparison of takt time and cycle time figure out, whether it can be produced in takt
time or whether the process has to be adjusted.
▪ While comparing cycle time and takt time the Overall Equipment Effectiveness
(OEE) has to be mentioned, which increases the effective cycle time.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
Kundentakt
vs. effektive Zykluszeit Kundentakt
Kundentakt = 1,2 min
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Process specific Takt Time
For multiple value streams with branches or various working time the resulting takt
time varies between the process steps.
Prozessspezifische Kundentakte
vs. effektive Zykluszeiten
0,000 min
0,200 min
0,400 min
0,600 min
0,800 min
1,000 min
1,200 min
1,400 min
Prozess
1
Prozess
2
Prozess
3
Prozess
4
Prozess
5
Prozess
6
Prozess
7
Prozess
8
Prozess
9
Prozess
10
Prozess
11
Prozess
12
Prozess
13
Prozess
14
Prozess
15
Prozess
16
Prozess
17
Prozess
18
Prozess
19
Prozess
20
Zeit [min]
OEE-Verluste
Mittlere Zykluszeit
Prozessspezifischer Kundentakt
▪ Analyzing branched value streams effective cycle times have to be compared
with the corresponding process specific takt time.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Assembly/
Packaging
Material Flow / Linkage of Processes
While drawing the process vision only lean material flow principles should be
considered.
FIFO-Lanes
Directly linked Supermarket-Pull
Continuous production with
one-piece-flow
FIFO
Material flow with continuous
machining sequence and
controlled WIP
Material flow controlled by
withdrawal from the
supermarket
WIP / Lead time
1 2 3
Montieren
Assembly Packaging Assembly Packaging
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
max. 20 pcs.
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Realization of Continuous Flow I
Continuous flow means producing without summarizing parts to lots, but flow of
material from one process step to the next without interruption.
One piece flow
Material flows from step to step
without break
Material is sent ahead
from step to step in lots
Lot production
WIP Raw
material
WIP
Finished
good
A B C
Raw
material
Finished
good
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ One-piece-flow does not always mean "one" piece, it can also mean sending-ahead
the smallest technological processing quantity.
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One-piece-flow
▪ No WIP
▪ Short lead time
Realization of Continuous Flow II
Continuous flow means the directly linked of subsequent process steps. In the value
stream map linked process steps melt into one process box.
Diskontinuierliche Losfertigung
300 pcs
Finishing
CT = 0,080 min
OEE = 0,80
Grinding
CT = 0,080 min
OEE = 0,64
Rough-Grinding
CT = 0,075 min
OEE = 0,80
▪ High WIP
▪ Long lead time
Lot production
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ Process data of continuous flow process boxes regard to the equipment
as a whole.
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Decision criteria for continuous flow
Priority objective is to establish continuous flow. Therefore, several preconditions
have to be fulfilled.
Preconditions for realization of continuous flow
Required invest has to generate payback according to given rules.
Process steps have to be organizationally and technologically harmonized (shift model,
batch size, changeover time, temperature)
The effective cycle time of the flow has to comply with the takt time.
The material flows continuously, without branching.
Since directly linked of process steps reduces the
Overall Equipment Effectiveness, OEE has to be
explicitly checked:
Process2
Process1
Total OEE
OEE
OEE
=
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Decision tree "Continuous flow"
Using the decision tree can simplify the decision whether the link-up of the process
steps to continuous flow is feasible.
Entscheidungsbaum
Direkte Kopplung
Technologische
Wartezeiten zwischen den
Prozessen notwendig?
Prozesszeiten stark
unterschiedlich?
Kapazitätsverlust durch
eindeutige Zuordnung
akzeptabel?
Effektive Zykluszeit
kleiner als Prozess-
kundentakt?
Mehrfache
Bearbeitung auf einer
Ressource notwendig?
Verzweigt sich der
Wertstrom?
Ist das Schichtmodell
anpassbar, falls
unterschiedlich?
One piece flow über
räumliche Distanz
wirtschaftlich?
Verringerung der
räumlichen Distanz
vertretbar?
Ja
Nein Nein
Ja
Ja
Nein
Nein
Direkte Kopplung
Ja
Ja
Ja Nein
Nein
Ja
Ja
Nein
Ja
Nein
Nein
Entscheidungsbaum
Supermarkt / FIFO
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ If one of the criteria is not fulfilled, the process steps has to be separated by
FIFO-Lanes or Supermarket-Pull.
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Realization of Supermarket-Pull
If the extent of continuous flow is limited, the material flow between the process steps
should be organized by Supermarket-Pull.
➊ ➋ ➌ ➍ ➎ ➏ ➐ WSD
Supermarket Pull-Principle
– Process upstream only produces in
order to replenish withdrawn products
– Number of Kanban cards limits the
inventory
– "Whenever something is missing,
replenish it!"
Push
– Material flows to the process step
downstream based on an estimation
what might be needed
– Undefined, uncontrolled inventory
I Process 2
Process 1 Process 2
Process 1
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Definition Supermarket
A supermarket is a defined inventory between two process steps, which controls the
production loop upstream according to the withdrawn quantity of a specific product.
Supermarket
▪ Only the withdrawn product
is scheduled
Assembly
Insert
molding
➊
➌
➋
▪ Realization of FIFO while
withdrawal
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Definition Supermarket
A supermarket distinguishes from B-Storage and FIFO-Lane by referring to a certain
product and by controlling the production loop upstream.
B-Storage
▪ no control function
▪ no specific types
▪ no specific assignment to a
certain resource upstream
FIFO-Lane
▪ Controlling the upstream
process via min./max.
inventory
▪ no specific types
▪ defined assignment to a
certain resource upstream
Supermarket
▪ Controlling the upstream
production loop via Kanban
▪ for specific types
▪ defined assignment to a
certain resource upstream
Assembly
Insert mold.
Assembly
Insert mold.
Assembly
Insert mold.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Decision Criteria for Supermarket
The decision for realizing a Supermarket-Pull bases on comparison of resulting
inventory and response time.
Pro
Supermarket
▪ If the response time is longer than the fixing horizon given by
customers for their orders or delivery schedules
▪ If the control effort for continuously consumed products should be
reduced
Where
Supermarket?
▪ Upstream to a process step that increases the number of product
types, in order to reduce stored types and replenishment time
▪ Between supplier and main branch, in order to separate
replenishment time of finished goods from purchase of raw material
or components (variation of delivery time and quantity)
▪ In front of the customer, in order to separate the process from
variation of customer demands
Contra
Supermarket
▪ If resulting worth and space of the defined inventors is too high or
inventory turnover is too less
▪ Decision results from ABC- and XYZ-Analysis
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Decision Criteria for Supermarket
Depending on the consumption of a product results average inventory value and
average days on hand.
Inventory
ø stock
max. stock
Time
Safety stock
Continuous consumption
▪ Average stock value is almost centric
between maximum inventory and safety
stock
Inventory
ø stock
max. stock
Time
Safety stock
Discontinuous consumption
▪ Average inventory value is close to the
maximum inventory value
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Decision Criteria for Supermarket
For the decision pro or contra supermarket the product portfolio has to be analyzed
regarding to stability of consumption and to the value structure.
ABC-Analysis
Focus on products with highest value
Value
A B C
XYZ-Analysis
Focus on products with low variation of
consumption
Consumption
▪ X-Products
▪ Y-Products
▪ Z-Products
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
Number of products Time
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ABC Analysis
Regarding to the value classification of a product varies the decision to establish a
supermarket-pull.
ABC Analysis
Evaluation of products regarding to their
value
Value
Number of products
A B C
▪ Calculation of the value bases on production costs (GPC) at the appropriate value-added
step and on the annual demand of the product
Distribution of values TYP
80% of turnover (mostly 10%
of the products)
A
15% of turnover (mostly 20%
of the products)
B
5% of turnover (mostly 70% of
the products)
C
Value classification
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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XYZ Analysis
Regarding to the stability of consumption of a product varies the decision to establish
a supermarket-pull.
XYZ Analysis
Classification regards to the coefficient
of variation
Consumption
▪ X-Product
▪ Y-Product
▪ Z-Product
Time
▪ XYZ analysis should base on real customer demands within an representative
time frame.
CV* TYP
CV ≤ 0,2 X
0,2 < CV ≤ 0,5 Y
CV > 0,5 Z
Coefficient of variation CV
*Suggestion, adjust for individual cases
CV =
Standard deviation
Mean
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Page 45
Establishing supermarket-pull in the main branch of the value stream fits best for
products with high value and less variation of consumption.
Decision Criteria for Supermarket
▪ Due to the high value of
products in the main branch
of the value stream only such
with continuous consumption
and in consequence short
waiting time should be
controlled by withdrawal
downstream.
Supermarket in the main branch of the value stream
A-Product
B-Product
C-Product
Consumption variation
t t
t
Value
Make to order
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
X-Product Y-Product Z-Product
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Page 46
At the inflow into the main branch of the value stream also for components with less
value and higher variation of consumption supermarket-pull can be realized.
Decision Criteria for Supermarket
A-Product
B-Product
C-Product
X-Product Y-Product Z-Product
Make to order
t t
t
Value
Supermarket
Consumption variation
▪ Consumption control can be
extended also to such
components with higher
variation of consumption,
especially for such with less
value.
▪ A missing product of the
category C/Z will also stop
the flow in the main branch.
▪ Therefore, the supermarket
is primarily used for
safekeeping the availability of
components.
Supermarket at the inflow into the main branch
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
47. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 47
Decision Tree "Supermarket / FIFO"
Using the decision tree can simplify the decision whether supermarket is suitable or
compulsory.
Auftragsfixierungs-
horizont kleiner als
Reaktionszeit?
Vereinfachte Steuer-
ung kompensiert den
Bestandsaufbau durch
Supermarkt?
Verbrauch der
Prozessprodukte auf
durch mehrere
Verbraucher?
Nein
Nein
Supermarkt
FIFO
Ja
Nein
Ja
Ja
Entscheidungsbaum
Supermarkt / FIFO
➊ ➋ ➌ ➍ ➎ ➏ ➐ WSD
▪ If one of the criteria is fulfilled, supermarket-pull should be established. Otherwise,
material flow between process steps has to be maintained by a FIFO lane.
48. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 48
Definition of FIFO-Lane
A FIFO-lane is a possibility to realize material flow between physically separated
process steps keeping the machining sequence.
Using a defined (minimum/) maximum WIP in a FIFO-lane the production upstream can
be controlled.
FIFO-Lane
Process 1 Process 2
FIFO
FIFO
Process 1 Process 2
Max. Pcs
*ConWIP = constant "Work in Process"
FIFO
Process 1 Process 2
ConWIP
*
Control by WIP in FIFO-lane Control by separate signal
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
49. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 49
Branching of Value Stream
Due to the usage of products in following process steps FIFO-lane or supermarket are
suitable at dividing branches of the value stream.
FIFO-Lane
▪ Unambiguous assignment of products
to a certain process step downstream
Supermarket
▪ Multiple usage of products in several
process steps downstream
Process 2
Process 3
Process 1
Process 2
Process 3
Process 1
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
50. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 50
Merging of FIFO-Lanes
Where multiple value streams are merged the machining sequence in FIFO-lanes has
to be separately considered and controlled.
Merging FIFO-Lanes Multi-FIFO
▪ Technological restrictions at processes
downstream
▪ Applying FIFO only within the groups
▪ No technological restrictions
▪ Safekeeping of FIFO needs logistical
effort
Process 1
Process 2
Process 3
Process 1
Process 2
Process 3
FIFO
FIFO
FIFO
▪ If FIFO is annulled special rules has to be defined for machining sequences
(e.g. changeover scheduling for heat treating programs)
➊ ➋ ➌ ➍ ➎ ➏ ➐ WSD
51. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 51
Definition of Pacemaker Process
Production schedules should only be sent to one process step in the value stream – to
the pacemaker process.
Scheduling the pacemaker process
▪ Scheduling only at the pacemaker
process
▪ Process steps upstream are controlled
by consumption control
▪ Central scheduling of each process
step by MRP
▪ Additional coordination between the
process steps necessary
Scheduling each process step
Control
MRP
MRP
I
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ Production control for process steps upstream are done at the shopfloor level
by Kanban cards.
Process 2
Process 1 Process 2
Process 1
52. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 52
Definition of Pacemaker Process
Scheduling the production at the pacemaker process defines Pull for material flow
upstream and FIFO-Push downstream.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ At the pacemaker process the product becomes order specific.
Material flow upstream and downstream to the pacemaker process
MRP
Process 2
Process 1 Process 3
max. 20 pcs
FIFO
… …
▪ Upstream (leftward) to the pacemaker
process material results in consumption
control (Pull)
▪ It will be produced, only what was
already withdrawn
▪ Downstream (rightward) to the
pacemaker process material flow
results in order control
▪ Material flows away over the following
process steps as FIFO-Push
53. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 53
Response time including delivery time must be shorter than fixing horizon given by
customers for their orders or delivery schedules.
Make-to-stock
▪ Defined finished products are stored in the
supermarket, delivered according to the
customercall-offs and refilled afterwards.
▪ Response time is short, but inventory of
finished goods is very high.
Make-to-order
▪ If lead time through the process
downstream is short enough, the
pacemakerprocessis further upstream.
▪ Lead time from scheduling the order to
delivery has to be predictable.
Response Time to the Customer
Assembly +
Packaging
Bearing
assembly
Insert Molding
FIFO FIFO
Customer
Assembly +
Packaging
Bearing
assembly
Insert molding
FIFO FIFO
Customer
MRP
Consumption control Order control
▪ The shorter the fixing horizon given by the customer the further downstream the
pacemaker process has to be established.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
54. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 54
Leveling the Product Mix
Production of several products should be proportionally leveled over available
working time at the pacemaker process.
Every Part Every Interval (EPEI)
▪ Continuous reduction of lot sizes
results in high flexibility
▪ Production according to customers
demand
▪ Low flexibility requires high inventory of
finished goods
▪ Avoided changeovers result in
production of huge lots
Huge lot sizes
Week1 Week2 Week3 Week4
A
B
C
D
E
400 A 200 A
200 B
200 B
200 C
200 C
100 D
100 E
Week1 Week2 Week3 Week4
A
B
C
D
E
weekly 150 A, 100 B and 100 C
as well as 50 D or 50 E in rotation
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ EPEI is not equal for all products, but the multiple of the shortest interval
(for the example given: A-C every week, D/E every second week)
55. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 55
Leveling the Product Mix
The Changeover wheel defines a optimal changeover sequence for all products, which
are produced at a certain resource.
▪ According to the given
turning direction
products are set-up
Others (order
controlled products):
▪ At the changeover
wheel one or more
placeholders have to
reserve capacity for
ordercontrolled
products.
▪ The shorter the
required response
time for these
products the more
placeholders have to
be considered.
▪ Width of a slot for a
certain productdoes
not correspond to it
quantity
▪ A certain productma
y have more than
one slot at the
changeoverwheel.
Changeover wheel
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
56. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 56
Calculation of EPEI*
Downtime
According to EPEI and to a given percentage of daily changeover time lot sizes can be
determined.
▪ 10% of available working time
should be used for changeovers.
▪ Lot size corresponds to the quantity
that is withdrawn within EPEI.
▪ Longest EPEI corresponds to one
revolution of the changeover wheel.
*EPEI = Every Part Every Interval
days
5
days
4,4
1350
10%
120
5
time
changeover
daily
time
Changeover
EPEI
day
min
min
=
=
=
Time left for
changeovers
∑ Equipment
uptime
Time to run for
the daily
demand of
the 5 products
C/O 1
C/O 2
C/O 3
C/O 4
C/O 5
Leveling the Product Mix
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ Reduction of EPEI can be achieved by reduction of changeover time.
Available
working
time
57. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 57
Reduction of changeover
costs for each changeover
Resulting smaller lot sizes
for each product
Resulting smaller average size
of the supermarket
Leveling the Product Mix
Current state
Future state
€
E
D
C
B
A
E
D
C
B
A
E
D
C
B
A
t
E
D
C
B
A €
t
€
E
D
C
B
A
t
E
D
C
B
A €
t
Run of inventory of product A
average
inventory
average
inventory
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
Run of inventory of product A
58. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 58
Consumption controlled products via supermarket
Order controlled products via FIFO-lane
→ FIFO →
Insert
Molding
Press
Assembly Shipping
▪ In the assemblyordercontrolled
as well as consumptioncontrol-
led products are assembled.
Therefore,productionsequence
has to be given.
▪ The changeoverwheel defines
sequence of consumption
controlled products and reserves
capacity of order controlled
products waiting in the FIFO-
lane.
▪ If order controlled products arrive
very seldom,a "right of way" rule
can be installed.
Order control and consumption control at one resource
→ FIFO →
Leveling the Product Mix
Combination of order control and consumption control requires clearly defined and
communicated rules.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
59. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 59
Future State Map
Result of the value stream design is the future state map that showing the process that
is to be realized during the following months.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ The time line has to be completed with average days on hand of the products in
supermarket and FIFO-lanes to figure out the improvements.
60. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 60
Future State Map
Drawing the future state map requires creativity and courage to challenge the given
state. But it is worth.
Example: IWK, seg. 03, product family ZMS
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
▪ The process vision has to be SMART (specific, measurable, agreed to,
realistic and time bound).
61. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 61
Dimensioning the FIFO-Lane
Dimensioning a FIFO-Lane depends on the parameters of the connected processes.
Influencing parameters for FIFO-lanes
Distance
Changeover times
Downtimes
Varying cycle times
▪ The assumption in the following slides is, that the process downstream is no bottle neck.
Therefore the FIFO-lane buffers material, if downtimes occur at the process downstream.
▪ If downtimes occur at processes upstream, the FIFO-lane might very well run out of
material.
62. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 62
Dimensioning the FIFO-Lane
FIFO-Lanes should hold the possibility to buffer material in case of downtimes, so the
process upstream does not need to stop production.
Maximum
Inventory
Average
Inventory
▪ The maximum inventory defines the length of the FIFO-Lane.
▪ The max. Inventory is influenced by various factors.
▪ The simplified formula for the dimensioning is influenced by the max.
calculated inventory for each factor:
▪ Referring to the average inventory the waiting time in the FIFO-Lane
is calculated.
1,5
]
[
inventory
max.
]
[
inventory pcs
calculated
pcs
max
=
0,5
]
[
inventory
]
[
inventory pcs
max
pcs
Ø
=
pcs
unit
time
P
pcs
Ø
unit
time TT
inventory
time
waiting
=
63. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 63
Dimensioning the FIFO-Lane
The number of transports between to separated processes defines the quantity, the
FIFO-Lanes must be able to take.
Large distance in the factory or to external processes
example:
FIFO
Insert Molding
CT = 0,085 min
WTP = 450
min/Shift
Assembly
CT = 0,043 min
700m
]
[
CT
]
[
transports
of
number
]
[
time
working
]
[
inventory
pcs
min
1
Process
shift
1
shift
min
pcs
max
=
FIFO
pcs
min
shift
shift
min
pcs
max
0,085
4
450
324
.
1
]
[
inventory
=
=
▪ The space for the max. inventory needs to be reserved behind the process upstream as
well as in front of the process downstream. The inventory will be physically existent just
once.
64. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 64
Dimensioning the FIFO-Lane
Producing different products with varying cycle time depending on the type, longer
than the takt time, will create temporary inventory, the FIFO-lane must be able to take.
Cycle time variations
FIFO
Assembly
CT = 0,035 –
0,175 min
TTP = 0,056 min
LS = 1.000 pcs
]
[
TT
]
)[
TT
(CT
size
lot
]
[
inventory
pcs
min
P
pcs
min
P
max
pcs
max
−
=
pcs
min
pcs
min
max
056
,
0
)
056
,
0
(0,175
1.000
125
.
2
inventory
−
=
=
Insert Molding
example:
65. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 65
Dimensioning the FIFO-Lane
FIFO-lanes must be able to take temporary inventory that the process upstream
produces while the process downstream is still on change-over.
Change-over of the process downstream
FIFO
Insert Molding
CT =0,085 min
C/O = 90 min
Assembly
CT = 0,043 min
C/O = 120 min
]
[
CT
]
[
time
c/o
]
[
inventory
pcs
min
1
process
min
2
process
pcs
max =
pcs
min
min
max
0,085
120
1.412
inventory =
=
example:
66. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 66
Dimensioning the FIFO-Lane
FIFO-lanes must even be able to take temporary inventory that the process upstream
produces while the process downstream has to deal with downtimes.
Downtimes of the process downstream
FIFO
Insert Molding
CT =0,085 min
Assembly
CT = 0,043 min
MTTR* = 40 min
]
[
CT
]
[
MTTR
]
[
inventory
pcs
min
1
process
min
2
process
pcs
max =
pcs
min
min
max
0,085
40
471
inventory =
=
*MTTR = Meantime to repair
example
67. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 67
Dimensioning the FIFO-Lane
Regarding the influencing factors the FIFO-lanes can be dimensioned.
Maximum
Inventory
Average
Inventory
P
Ø
max
TT
pcs
min
inventory
min
inventory
pcs
Ø
0,056
1.594
min
90
time
waiting
0,5
3.188
1.594
]
[
inventory
=
=
=
=
▪ The FIFO-lane length is calculated generously and therefore needs to be checked
constantly and shortened if necessary.
factor
safty
inventory
max
pcs
pcs
max
MTTR
C/O
CT
Transport
1,5
2.125
3.188
]
[
inventory
471
inventory
412
.
1
inventory
125
.
2
inventory
324
.
1
inventory
factors
g
influencin
=
=
=
=
=
=
▪ The maximum inventory defines the length of the FIFO-Lane.
▪ Referring to the average inventory the waiting time in the FIFO-Lane
is calculated.
68. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 68
FIFO-Lanes in front of Bottle Necks
Scheduling bottle necks with FIFO-lanes
If the process downstream is a bottle neck, the FIFO-lane must cover downtimes of the
process upstream without stopping the bottle neck.
bottle
neck
Process 2
FIFO
Min./Max.
▪ To schedule the process upstream the FIFO-lane needs to cover a certain minimum
inventory due to downtimes.
]
[
CT
]
[
R/O
inventory
pcs
min
2min
process
min
1
process
pcs
min =
]
[
TT
]
)[
TT
(CT
]
[
size
lot
]
[
inventory
pcs
min
2
process
pcs
min
2
process
1max
process
pcs
process1
pcs
min
−
=
]
[
CT
transports
of
number
]
[
time
working
inventory
pcs
min
2min
process
shift
1
shift
min
pcs
min
=
▪ OEE-losses caused by C/O
▪ OEE-losses caused by cycle time variations
▪ periodical transports caused by distance
69. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 69
Dimensioning the Supermarket
A supermarket has to cover a certain range of variation in customer call-offs and
replenishment time.
▪ Covering variation increases the inventory in the supermarket.
max. call-off amount
= average call-off amount
+ range to cover
max. replenishmenttime
= average replenishmenttime
+ variability in replenishmenttime to cover
average customer
call-off
range to cover
amount
time
replenishment
time
time
variation in
replenishment
time to cover
average
replenishment
time
customer call-off replenishment time
peaks are not regarded
70. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 70
Dimensioning the Supermarket
Regarding to the maximum customer call-off and the maximum replenishment time the
dimensions of the supermarket can be calculated.
▪ According to the max. inventory the size of the supermarket can be
calculated.
▪ The Replenishment Time (RT) is the time it takes the process
upstream to refill the supermarket.
▪ RT = EPEI + lead time of process loop upstream
▪ The size of the supermarket depends on the quantity in the containers.
unit
time
max
unit
time
pieces
max
pcs
max T
R
off
-
call
ustomer
c
nventory
i
=
HU
pcs
pcs
max
HU
container
in
quantity
inventory
units
handling
of
amount =
Maximum
Inventory
71. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 71
Dimensioning the Supermarket
Continuous consumption and periodical refill of the supermarket lead to average
inventory smaller than the maximum inventory.
Average
inventory
▪ The average inventory defines the waiting time and the capital binding
costs in the supermarket.
▪ The ratio between max. inventory and average inventory bases an
expertise.
▪ The day on hand (= waiting time) results from the average inventory
and the process specific takt time (TTP).
▪ The inventory value in the supermarket results from the average
inventory and the production costs.
7
,
0
inventory
inventory pcs
max
pcs
Ø
=
pcs
unit
time
P
pcs
Ø
unit
time TT
inventory
hand
on
days
=
= pcs
$
pcs
$ costs
production
Ø
inventory
Ø
value
inventory
72. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 72
Location of Supermarkets in the Process
A supermarket to the customer keeps variations of customer call-offs out of
production and guarantees high delivery performance.
Supermarket to the customer
Shipping
Assembly
Press
Insert Molding
Kula
Assembly
● Consequences: example:
• High finished goods inventory value 173,460 pcs ≙ 555,072 $
• Long ∅-days on hand 8,500 min ≙ 5.9 days
• max. number of products 24 products
• min. response time to customer call-offs 1 day
1x day
F
73. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 73
Location of Supermarkets in the Process
pcs
costs
production
inventory
$
Ø
time
takt
pcs
min
inventory
min
min
Ø
inventory
pcs
Ø
leadtime
cycle
wheel
over
change
RT
off
call
max.
for
factor
demand
daily
Ø
day
pcs
pcs
max
Ø
Ø
Ø
max
max
max
$
3.20
173,460
$
072
,
555
value
inventory
0.049
173,460
8,500
hand
on
days
247,800
0.7
173,460
inventory
days
7
1.3
27,238
247,800
inventory
=
=
=
=
=
=
=
=
+
=
−
● Consequences: example:
• High finished goods inventory value 173,460 pcs ≙ 555,072 $
• Long ∅- days on hand 8,500 min ≙ 5.9 days
• max. number of products 24 products
• min. response time to customer call-offs 1 day
A supermarket to the customer keeps variations of customer call-offs out of
production and guarantees high delivery performance.
74. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 74
Location of Supermarkets in the Process
The further the supermarket is located upstream, the less inventory und number of
products need to be stored. But the response time increases.
Supermarket upstream
Shipping
Assembly
Press
Insert Molding
Kula
Assembly
● Consequences: example:
• Inventory value of components 25,161 pcs ≙ 20,129 $
• reduced ∅-days on hand 1,233 min ≙ 0.85 days
• reduced number of products 5 products
• increased response time to customer call-offs 3 days
1x day
FIFO
75. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 75
Location of Supermarkets in the Process
The further the supermarket is located upstream, the less inventory und number of
products need to be stored. But the response time increases.
● Consequences: example:
• Inventory value of components 25,161 pcs ≙ 20,129 $
• reduced ∅-days on hand 1,233 min ≙ 0.85 days
• reduced number of products 5 products
• increased response time to customer call-offs 3 days
pcs
costs
production
inventory
$
Ø
time
takt
pcs
min
inventory
min
min
Ø
inventory
pcs
Ø
leadtime
cycle
wheel
over
change
RT
off
call
max.
for
factor
demand
daily
Ø
day
pcs
pcs
max
Ø
Ø
Ø
max
max
max
$
0.80
25,161
$
128
,
20
value
inventory
0.049
25,161
1,233
hand
on
days
35,944
0.7
25,161
inventory
days
1.2
1.1
27,238
35,944
inventory
=
=
=
=
=
=
=
=
+
=
−
76. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 76
Location of Supermarkets in the Process
Supermarkets to the suppliers keep the production running when suppliers have
delivery problems.
Supermarket to the suppliers
Shipping
Heat treatm.
● Consequences: example:
• inventory of incoming goods (turned rings) 95,309 pcs ≙ 38,123 $
• reduced ∅-days on hand 4,904 min ≙ 3,4 days
• min. number of products 1 products
1x day
FIFO
1x wk.
FIFO
Grinding
…
FIFO
77. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 77
Location of Supermarkets in the Process
Supermarkets to the suppliers keep the production running when suppliers have
delivery problems.
● Consequences: example:
• inventory of incoming goods (turned rings) 95,309 pcs ≙ 38,123 $
• reduced ∅-days on hand 4,904 min ≙ 3,4 days
• min. number of products 1 products
pcs
costs
production
inventory
$
Ø
time
takt
pcs
min
inventory
min
min
Ø
inventory
pcs
Ø
leadtime
cycle
wheel
over
change
RT
off
call
max.
for
factor
demand
daily
Ø
day
pcs
pcs
max
Ø
Ø
Ø
max
max
max
$
0.40
100,072
$
029
,
40
value
inventory
0.049
100,072
4,904
hand
on
days
142,962
0.7
100,072
inventory
days
5
1.05
27,238
142,962
inventory
=
=
=
=
=
=
=
=
+
=
−
78. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 78
Planning the Implementation
Start to implement the future state in loops, beginning at the customer and going
upstream. Use workshops and projects to realize the actions necessary.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
main loop
(pacemaker loop)
production loop
upstream
Supplier loop
▪ By starting with the main loop the customer realizes improvements and the
process gains stability.
79. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
Page 79
Planning the Implementation
Define actions for each of the production loops to make the process vision come real.
continuous
flow
time
studies
SMED
WS
implement
SM
Supplier-
Kanban
production
leveling
implement
delivery
schedule
▪ Kaizen-Bursts mark the necessary actions.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
continuous
flow
implement
SM implement
SM
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Planning the Implementation
The identified actions need to be prioritized and put in a chronological order.
Potential
Importance high
low
high
1
2
5
6
7
8
9
4
3
Action List
1. Implementfinished goods SM
2. Time studies
3. Create continuous flow in main
loop
4. Implementproductionleveling
5. ImplementcomponentSM
6. Create continuous flow in
productionloop upstream
7. SMED workshop at press
8. Implementincoming goodsSM
9. ImplementsupplierKanban
10.Implementdelivery schedule
10
low
▪ Start with the most important actions, that have a big impact on productivity.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
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Planning the Implementation
After prioritizing the actions create a workshop schedule and define responsibilities
and due dates.
➊ ➋ ➌ ➍ ➎ ➏ ➐ VSD
45 53
52
51
50
49
43
42
Nov.
Oct.
48
47
46
Dec.
44
MOVE Trainer
Workshop … 10/19/09 - 10/25/09
today
note
responsible
Action
Review
close-out
presentation
Close-out 12/21/09
MOVE Trainer
Workshop …
…
11/12/09
MOVE Trainer
Workshop … 11/2/09 - 11/8/09
supported by
Dep. xyz
…
…
…
Project leader
Project …
12/6/09
10/26/09
Schulze
Action… 11/19/09
Meier
Action…
82. 20.01.2021 Advanced training Value stream design MOVE-Office State: 04/12/2010
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Targets of a value stream workshop:
▪ Visualizing current state processes in a value stream
▪ Identify waste and potentials
▪ Create a accepted process vision with due dates
▪ Create an action list with responsibilities
Workshop-Targets
A value stream workshop defines targets and actions to achieve improvements and
make the production lean.
Value stream analysis can be combined with other
analyses:
▪ analysis of handling steps
▪ analysis of space and distances
▪ analysis of the ordering process via SWIMLANE
Referring to the process vision the following
workshops should be performed:
▪ layout vision
▪ logistic vision
Gesamtverantwortung für Workshop:
Verantwortung für Vorbereitung:
Systemgrenze:
Ansprechpartner / temporär Telefon:
1 7 1
2 8 2
3 9 3
4 10 4
5 11 5
6 12 6
Datum: Datum:
Uhrzeit: Uhrzeit:
Workshoptitel:
Kick-Off Präsentation Zwischenpräsentation Abschlusspräsentation
Flächenreduzierung -40% Fertigungszeiten -20%
Umlaufbestand -70% Wiederbeschaffungswert -10%
Durchlaufzeit -70%
Rüstzeit -50%
Ort: Ort:
Datum:
Uhrzeit:
Ort:
Datum:
Uhrzeit:
Ort:
Ziele des Workshops:
Datum:
Seite: von:
Teilnehmer
Workshop-Definitionsblatt
Tägliche Kurzpräsentation
der Ergebnisse
Qualitativ
Ist-Zustand
Quantitativ
räumlich und inhaltlich:
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Workshop-Participants
The results of a value stream workshop depends on the motivation and participation of
participants, who can provide the workshop team with valuable information.
Department: Function: attendance notes
segment leader LT Seg. decision maker
production leader PV
Business Unit
purchasing
sales
maintenance
maintenance
health and safety
quality
ergonomics
production
production
logistics
logistics
scheduling
scheduling
MOVE
MOVE
human resources
Participation at Kick-off und close out
shop council
▪ Full time participation means 100% presence and active cooperation.
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Workshop-Agenda
The agenda in the workbook bases on the 7 steps for each Value Stream Analysis and
Value Stream Design.
▪ The agenda can be adjusted depending on the situation.
Time Monday Tuesday Wednesday Thursday Friday
08:00
09:00 Greetings, Presentation
round, Department
inspection
10:00 Basics MOVE
Short training Value
11:00
12:00
12:30 Lunch Lunch Lunch Lunch Lunch
13:00 Final presentation
14:00
15:00
15:30
16:00
16:45 Feedback discussion Feedback discussion Feedback discussion Feedback discussion
17:00
Day
solution
Actual-Map with
customers requirements
and Process
Finished Current State Future State-Map
including Material Flow
Finished Future State
Map, List of actions
Workshop plan,
Final presentation
Agenda "Value Stream Mapping and Design"
4. Detect Process Steps
and Inventory
5. Detect Material Flow
0. Define Basis for VSD
1. Eliminate Waste in
Material Flow
2. Assign Products to
Resources
5. Plan FIFO Lanes
6. Define Peacemaker
Process
Team allocation (who
does what)
Potential assessment,
Workshop planning
Preparation Final
presentation and dry
running
1. Define System
Boundary
2. Select Product Family
3. Understand Customer
Requirements
6. Detect Information
Flow
7. Draw Timeline
Identify Waste and
Potentials
3. Realize Takt Time
4. Create continous Flow
5. Plan Kanban-
regulation and
Supermarket
7. Level the Product Mix
Identify necessary
Process optimisation,
Divide the
implementation in one-
steps
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Preparation of the Value Stream Workshop
Besides basic preparations value stream workshops use different data and working
materials.
➊
➋
➌
➍
➎
➏
➐
➊
➋
➌
➍
➎
➏
➐
VSA VSD
▪ Data for products
▪ products,demands
▪ printed and cut value stream
symbols
▪ Data of resources
▪ OEE, C/O, …
▪ Data of customer
requirements
▪ demands
▪ delivery quantities and
sequences
▪ delivery reliability
▪ Data of suppliers
▪ demands
▪ delivery quantities and
sequences
▪ delivery reliability
Future
Current
▪ Data for products
▪ products,demands
▪ Data of resources
▪ demand of other
segments forassigned
resource
▪ Data for products
▪ demands,variations,
handling units
▪ printed and cut value stream
symbols
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Workbook
To support the preparation and accomplishment a workbook has been created.
▪ The workbook can be found at:
???
Uhrzeit Montag Dienstag Mittwoch Donnerstag Freitag
08:00
09:00
10:00
11:00
12:00 Vorbereitung
Abschlusspräsentation
und Trockenlauf
12:30 Mittagspause Mittagspause Mittagspause Mittagspause Mittagessen
13:00
14:00
15:00
15:30
16:00
16:45 Tagesabschluss Tagesabschluss Tagesabschluss Tagesabschluss
17:00
Tages-
ergebnis
Ausgewählte Produkt-
familie, IST-Map mit
Kunden-anforderungen
Fertiges IST-Map,
Identifizierte
Schwachstellen und
Potentiale
SOLL-Map mit
Materialfluss
Fertiges SOLL-Map
Maßnahmenliste
Workshopplan,
Abschlusspräsentation
Agenda "Wertstromanalyse und -design"
4. Erfassen
Prozessschritte,
Prozessdaten und
Bestände
5. Erfassen der
Materialflüsse
0. Definieren Basis für
WSD
1. Beseitigen
Verschwendungen im
Prozess
2. Zuordnen von
Produkten auf
Ressourcen
5. Definieren und
Abschätzen von
Supermärkten und FIFO-
Bahnen
6. Definieren
Schrittmacher
Grundlagen MOVE
Kurzschulung Wertstrom
Priorisieren
Verbesserungs-
maßnahmen und
Workshopplanung
Begrüßung,
Vorstellungsrunde,
Bereichsbegehung
Abschlusspräsentation
1. Systemgrenzen
definieren
2. Auswahl
Produktfamilie
3. Erfassen
Kundenanforderungen
6. Erfassen
Informationsflüsse
7. Erstellen Zeitleiste
Identifizieren
Schwachpunkte und
Potentiale
3. Ermitteln Kundentakt
4. Definieren Bereiche
mit kontinuierlicher
Fließfertigung
5. Definieren
Supermärkte und FIFO-
Bahnen
7. Definieren Steuerung
des Produktmix
Erstellen Zeitleiste für
SOLL-Prozess,
Abschätzen Supermärkte
und FIFO-Bahnen
Identifizieren
Verbesserungs-
maßnahmen
Prozesskundentakte
0,000 min
0,020 min
0,040 min
0,060 min
0,080 min
0,100 min
0,120 min
0,140 min
Prozess
1
Prozess
2
Prozess
3
Prozess
4
Prozess
5
Prozess
6
Prozess
7
Prozess
8
Prozess
9
Prozess
10
Prozess
11
Prozess
12
Prozess
13
Prozess
14
Prozess
15
Prozess
16
Prozess
17
Prozess
18
Prozess
19
Prozess
20
Zeit [min]
OEE-Verluste
Mittlere Zykluszeit
Prozessspezifischer Kundentakt
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Wertstrom-Workshop
Präsentationsmaster
Clouse Out Presentation
The close out presentation should be performed in an enlarged audience.
Besides the team members others should be invited:
▪ plant manager and segment leader of other segments
which are suppliers or customers
▪ MOVE-Trainer of other segments
▪ other involved departments:
maintenance, quality, logistics
▪ The close out presentation should include the
current process, the process vision and all
relevant findings.
▪ For details use the original current and future
state map.
▪ A close out presentation master can be found at: (german website)
MOVE > MOVE Umsetzungsstandards > Wertstrom
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Thank you for your attention!
move@schaeffler.com