价值流程图与管理讲义

Presentedby:BeauKeyte,LEIFacultyAPICSGreaterJacksonvilleSeminarDecember5,2002ValueStreamMappingandManagementAgenda1.HowWeGotHere2.ValueStreamMapping3.ValueStreamManagementTheleantransformationshouldprovide:GrowthwithimprovedmarginsGrowthwithminimalcapitalGrowthwithoutmoreemployeesWhatareourmainstumblingblocks?75yearsofbadhabitsFinancialfocuswithlimitedcostunderstandingAlackofsystemthinkingandincentivesMetricssupportinga75yearoldmodelLimitedcustomerfocusAbsenceofeffectiveoperatingstrategiesHowhaveweelectedtoaddressthesestumblingblocks?Programsofthemonth(bandaids)Meetings,meetings,meetings,meetingsSilooptimizationWhat’stheimpactof“silo”improvements?“Planttoplant”keyplayersPurchasingTransportationMaterialControlSlidecourtesyofHLS,Inc.Ifwecouldjuststartover…..withActivitiesalignedwithourbusinessstrategyEffortsfocusedonNETimprovementsforthecompanyMetricssupportiveoffundamentalchangeSimple,constantcommunicationofourplansandachievementsasanenterpriseWhynottakethevaluestreamperspective?“Wheneverthereisaproduct(orservice)foracustomer,thereisavaluestream.Thechallengeliesinseeingit.”3enterprisevaluestreams:RawMaterialstoCustomer-ManufacturingConcepttoLaunch-EngineeringOrdertoCash-AdministrativeFunctionsAValueStreamisthesetofallactions(bothvalueaddedandnonvalueadded)requiredtobringaspecificproductorservicefromrawmaterialthroughtothecustomer.ValueStreamImprovementvs.ProcessImprovementValueStreamImprovementvs.ProcessImprovementRawMaterialFinishedProductStampingProcessWeldingProcessAssemblyCellProcessCustomerValueStreamValueStreamMapping•Followa“product”or“service”frombeginningtoend,anddrawavisualrepresentationofeveryprocessinthematerial&informationflow.•Then,draw(usingicons)a“futurestate”mapofhowvalueshouldflow.ValueStreamMapLevelsofaValueStreamprocesslevelsingleplant(doortodoor)multipleplantsacrosscompaniesStartHereValueStreamManagersEachValueStreamneedsaValueStreamManagerTheconductorofimplementation:•Focusedonsystemwins•ReportstothetopdogProcess1Process2Process3“Customer”TheValueStreamManagerKaizenUsingtheValueStreamMappingToolUnderstandinghowthingscurrentlyoperate.OurBaseline!Product/Service“Family”planandimplementationDesigningaleanflow.OurVision!currentstatedrawingfuturestatedrawingThegoalofmapping!CurrentStateMappingCompletedinadayPerformedbyacrossfunctionalteamofmiddlemanagersresponsibleforimplementingnewideasResultinginapicture(andteamobservations)ofwhatwe“see”whenfollowingtheproductFutureStateMappingCompletedinadaywiththesameteamFocusedon:•Creatingaflexible,reactivesystemthatquicklyadaptstochangingcustomerneeds•Eliminatingwaste•Creatingflow•ProducingondemandCurrentStateValueStreamMapFutureStateValueStreamMapDon’tWait!Youneedaplan!•Tieittoyourbusinessobjectives.•MakeaVSPlan:Whattodobywhen.•Establishanappropriatereviewfrequency.•ConductVSReviewswalkingtheflow.PlanningandImplementingRemembertheothertwovaluestreams?AdministrativeactivitiesareoftenamajorpercentageofthetotalthroughputtimeGoal:400%improvementinproductivityover10yearsModestopportunitiesontheplantfloor;UntappedopportunitiesofftheplantfloorEnterprisePerspectiveEngineertoOrderConfiguretoOrderCapitalequipmentmanufacturersSmallcompanies(500employees)ServiceFirmsWemightbeginin…Processesdirectlyimpactingthepartproduction•Engineering•QuotingOr,invaluestreamswithdirectcustomercontact•Orderentry•InvoicingHelpsyouvisualizemorethanthesingleprocesslevelLinksthematerialandinformationflowsProvidesacommonlanguageProvidesablueprintforimplementationMoreusefulthanquantitativetoolsTiestogetherleanconceptsandtechniquesValueStreamMappingValueStreamManagementThemapisjustapictureofideas!Thefundamentalchangeisinhowwechoosetomanagethevaluestreamasanintegratedsystemofdecisionsandtasks.ValueStreamManagementUseyourstrategicplanasaguideFindthegapsinnecessaryperformanceImprovevaluestreamstomeettheperformanceCreatenewmetricstosupportnewwaysofthinkingandactingUnderstandtrueproductfamilycostsManageoperationsbythevaluestreamdataAlwayshaveafuturestateCriticalSuccessFactorsManagementmustunderstand,embrace,andleadtheorganizationintoleanthinkingValuestreammanagersmustbeempoweredandenabledtomanageimplementationsImprovementsmustbeplannedindetailwiththecrossfunctionalKaizenteamsSuccessesmustbetranslatedtothebottomlineand/ormarketshareContinuouslyimprovingfundamentallyflawedprocesseswillyieldlimitedresults.Simplyautomatingexistingmanualprocessescanalsoyieldlimitedresults.Seriouslychallengingoldpracticeswillprovidethedramaticresultsdesired.PuttingittoWork!PuttingittoWork!