价值流程图VSM

ValueStreamMappingTrain-the-TrainerInformationForAProcessDataBox(tobecollectedontheshopfloor)CycletimeChangeovertimeProcessreliability(uptime)Scrap/Rework/DefectrateNumberofproductvariationsNumberofoperatorsProductionbatchsizesWorkingtime(minusbreaks)PacksizeTypicalStepstoCompleteaCurrentStateDrawingDocumentcustomerinformationCompleteaquickwalkthroughtoidentifythemainprocesses(i.e.,howmanyprocessboxes)Fillindataboxes,drawinventorytriangles,andcountinventoryDocumentsupplierinformationEstablishinformationflow:howdoeseachprocessknowwhattomakenext?IdentifywherematerialisbeingpushedQuantifyproductionleadtimevs.processingtimeManyshopshaveacombinationofrepetitiveandnon-repetitiveproducts(indicatingproductfamilies)Productfamiliesmightbedifficulttosee–focusonmachines/operationsandworkcontenttimeEngineeringmightbeincludedintheinformationflowforleadtimeimpact,etc.PitchistypicallyarbitrarytothemanagerEmploymentofpitchrequiresdetailedknowledgeofworkcontentandroutingsforjobsFrequentlyAskedQuestions:MaketoOrderandEngineertoOrderShopsFAQ:DistributionCentersExampleRECEIVESTOCKPICKPACKSHIP(Informationflowontop)IIIIIFAQ:ParallelManufacturingFlowsKeepitsimple,andmakesuretoleaveroomforthedataboxes!FAQ:IncludingSubassembliesFocusonmajorsubassembliesfirstSelectoneortwowhichmightrepresentdifferenttypesofsituations–Genericvs.specifictotheproductfamily–OutsourcedtaskswithinassemblyFollowtheformatforparallelflow,andalwaysincludethemainassemblyprocess!Forlargefabricatingandassemblyoperations,considermapsforeachmajorsubassemblywitha“macromap”indicatingtheentireproductfamilyFAQ:DoWeReallyHaveaSupermarket(orFIFOlane)?Supermarkets(andFIFOlanes)controlproductionbetweenpointsofflowwithoutawrittenschedule.–Whatisthetriggerforproductioninthisareaofthevaluestream?–Istheupstreamprocessoverproducing?Ifthereisaschedulingsystempresentoutsideofapurepull,chancesarethatthereisnosupermarket.FAQ:OutsourcingXYZCorporationI300piecesMon+WedI100piecesMon+WedC/T=1hourL/T=3daysBatch=Min.Batch=3Days60min.2days.7daysFAQ:LongProcessingTimesvs.ProductionLeadtimesI300piecesI100piecesC/T=8hoursC/O=25min.Rel.=100%Batch=100pcs.8hours8hours3days1dayCUREFAQ:CycleTimesvs.WorkContentWorkcontentisimportanttounderstandcostsandinbalancingflowConsiderallmachineandmanualworkcontent,regardlessofthecycletimeAccumulateallparalleloperationsintheprocessingtimelineC/T=30sec.C/O=25min.ASSEMBLY=5CycleTime=30secWorkContent150sec.FAQ:DifferentChangeover&CycleTimes,etc.Currentstatemappingmightuncover:–Severaldifferentmachinesperformingthesameoperation–DifferentproductswithinthefamilywithdifferentdataboxcharacteristicsforaspecificprocessCapturetherangeofvaluesasopposedtoanaveragevalueFAQ:MappingFinalInspection/Repair/ReworkJudgmentcounts!Minimalrepair/reworkmightbecapturedasadataattributeatthefinalstep.Ifnearlyeverypartneedsassessmentorextrawork,consideraseparateprocessbox.FAQ:SupplierDataBoxesDataattributesaredependentonthevaluestreamandsupplier.Minimuminformationmightinclude:XYZSupplierL/T=3weeksBatch=3TonsMin.Batch=2T2%ScrapFAQ:PullWithinanMRPEnvironmentAcombinationpushandpullisusuallyjustapushsystem!Multipleproductiontriggerstypicallyleadtooverproduction.FAQ:Assemble-to-OrderOptionsinaFutureStateFinishedgoodssupermarketscanbeexpensiveinvaluestreamswhichhavemanyfinishedpartnumberswithinaproductfamilyTominimizeinventorycosts,trytofindtheupstreamlocationwherethevaluestreamhasveryfewvariationsandconsiderasupermarketofWIPatthatpoint.Customersorderscan“drop”tothislocation,withFIFOlanescontrollingproductionintoshipping.FAQ:Assemble-to-OrderOptionsinaFutureStateCUTFIFOmax20piecesASSEMBLESHIPFIFOmax20piecesCustomerOrdersOXOXFAQ:WhyNotJustStartPullingTomorrow?Initiatingapullsystemwithoutfirstattemptingtoflowwillresultinlotsofsupermarkets,andmayincreaseyourinventorylevels.Designyourfuturestatewiththefollowingsequence:–Flowwhereveryoucan(whilestillpushing)–ProducetotheTAKT(whilestillpushing)–ImplementapullsystemFAQ:AdministrativeMapping:Part1:IntegratedIncludefunctionssuchasengineering,purchasing,andorderentryforproductfamilieswhichhaveroutineactivitiespriortoschedulingPlacetheprocessboxesbetweenthecustomerandtheschedulingfunctionMinimizethedatacollectiontothebasicsofcycletimeorquality,anddocumenttheimpactonleadtimeFAQ:AdministrativeMapping:Part2:SeparateMapsBetterforredesigningoverheadandadministrativesupportareastouchingvaluestreams–Orderprocessing–Warrantyactivities–JobquotesNotusefulforactivitiesoutsideavaluestreamDataboxesmusthaveattributesfocusingoncost,quality,andservice“Inventory”istypicallypaperworkInformationflowistypicallyinformal