精益企业系统-价值流图析工具的应用

110/24/2002Page1ValueStreamMappingJohnDrogosz,Ph.D.KeithLeitnerSr.LeanConsultantSr.LeanConsultantOptiprise,Inc.Optiprise,Inc.[phone](814)[e-mail]@optiprise.comNSRASPLeanShipbuilding&ShipRepairForumJune2002LeanEnterpriseSystemLeanEnterpriseSystemHighestQuality,LowestCost,ShortestLeadTimeHighestQuality,LowestCost,ShortestLeadTimeFoundationofOperationalStability,PreventiveQualityCultureLeanEnterpriseSystemUnderstandingValue-AddedSeparateManualfromMachineTimeEliminationofVariationTotalProductiveMaintenanceErrorProofingDesignforManufacturingStandardWorkBuiltinQualityBuiltinQualityJustinTimeJustinTimeQuickChangeQuickChangeOver&LotOver&LotSizeReductionSizeReductionLevelProductionLevelProductionContinuousFlowContinuousFlowProduceonly:Whatisneeded,Whenitisneeded…atRateofCustomerConsumptionPullSystemPullSystemSPC&6SigmaProblemSolvingPreventiveMaintenanceCommunicationsProcessStabilityMeasurement/System5S&OrganizationFlexible,Capable,HighlyMotivatedPeopleCultureValueStr.MappingLeanVisioningBuild“TheBase”First210/24/2002Page3LEARNINGORGANIZATIONDESIGNEDANDBUILTBYFLEXIBLE,CAPABLE,HIGHLYMOTIVATEDPEOPLE100%CUSTOMERSATISFACTIONLOWESTCOST,FASTESTDELIVERY&HIGHESTQUALITYWORLDCLASSSHIPBUILDINGLEANSHIPBUILDINGTHERIGHTPART,RIGHTTIME,INTHERIGHTAMOUNTTAKTTIME(PACEMAKER)EFFICIENTFLOWPULLSYSTEMLEVEL&BALANCEDSCHEDULESVALUECHAININTEGRATIONINTEGRATEDPRODUCTANDPROCESSDEVELOPMENTCUSTOMERFOCUSSUPPLYCHAININTEGRATIONCONTINUOUSIMPROVEMENTJUSTINTIMEACCURACYCONTROLLABOR-MACHINEBALANCINGIN-CONTROLPROCESSESVISUALCONTROLWORKERSELF-QUALITYCONTROLERRORPROOFINGSTANDARDSYSTEMSTOTALPRODUCTIVEMAINTENANCEERGONOMICSANDSAFETYELIMINATIONOFWASTESTABLESHIPYARDPROCESSESBUILTINQUALITYGOALSTABLESHIPYARDPROCESSES•STANDARDSYSTEMS•WORKPLACEORGANIZATION(5S)•TOTALPRODUCTIVEMAINT.•ERGONOMICSANDSAFETY10/24/2002Page4ComparisonofTraditionalvs.LeanValueStreamCulturesTraditionalCulture•Mostpeopleunderstandonlythefunctionsinwhichtheywork•Functionsarecompetitors•Afunction’sMeasuresisolateitfromotherfunctionsValueStreamCulture•Peopleunderstandthebigpictureandthebusinessoftheotherfunctions•Functionsarepartners•CommonGoals(OrdertoShipTime,Informationaccuracyandtimeliness,etc.)310/24/2002Page510/24/2002Page6Whatdomostfirmsdo?GodirectlytoKAIZENBlitzes!IsolatedTools-withIsolatedResults:5S(labelthetrashcans)“Partial”CellularlayoutsKanbancards&Noeffectonyourbusiness!410/24/2002Page7ValueStreamPerspectiveGetawayfromisolatedperspective/improvementsProcess1Process1KaizenProcess3Process3KaizenProcess2Process2Kaizen10/24/2002Page8ProductLeadtimeŠValueAddedTimeisonlyaverysmallpercentageoftheLeadtime.ŠTraditionalCostSavingsfocusedononlyValueAddedItems.ŠFOCUSONNON-VALUEADDINGITEMS.TimeRawMaterialFinishedPartsWaitingStagingTransportationInspectionSet-up=ValueAddedTime=Non-ValueAddedTime(WASTE)MachiningAssemblyCasting510/24/2002Page9TraditionalResultsTimeTimeTraditionalResultsofManufacturingImprovementSmallAmountofTimeEliminated10/24/2002Page10LeanResultsTimeTimeFocusedonNon-ValueAddingItemsLargeAmountofTimeEliminated610/24/2002Page11DefinitionTotalValueStreamTotalValueStreamSUPPLIERSSUPPLIERSPLANTORCOMPANYPLANTORCOMPANYCUSTOMERTOENDUSERCUSTOMERTOENDUSERWhatis“theValueStream”:–Allactions(VA&NVA)–CurrentlyRequired–Bringproductthroughmainflowsessentialtogetproducttothecustomer10/24/2002Page12TypesofValueStreamsƒProductionRawMaterialCustomerƒDesignConceptLaunchƒAdministrativeOrder-takingDelivery710/24/2002Page13Twokindsof“Kaizen”ValueStreamImprovementisFlowKaizenManagementdoingKaizenFlowKaizenFlowKaizen(ValueStreamImprovement)(ValueStreamImprovement)PointKaizenPointKaizen(EliminationofWaste)(EliminationofWaste)SeniorSeniorManagementManagementFrontFrontLinesLinesTimeTimeFocusFocus10/24/2002Page14TheValueStreamMap•Mostbasictoolofleanmanagement•BasedonToyota’sMaterialandInformationFlowDiagram•Easytocreate•Easyforeveryonetounderstand•Keytosustainableprogressthrougha“current-statebecomesfuture-state”managementcycleproductfamilycurrent-statedrawingfuture-statedrawingworkplan810/24/2002Page15“LearningtoSee,”MikeRotherandJohnShook10/24/2002Page16‹Visualizematerialandinformationflow‹Facilitatetheidentificationandeliminationofwasteandthesourcesofwaste‹Supporttheprioritizationofcontinuousimprovementactivitiesattheplantandvaluestreamlevels‹Supportconstraintanalysis‹ProvideacommonlanguageforevaluatingprocessesObjectivesofValueStreamMapping910/24/2002Page17ValueStreamMappingProcessUnderstandinghowtheworkareacurrentlyoperates.Thefoundationforthefuturestate.Designingaleanflow.productfamilycurrent-statedrawingfuture-statedrawingworkplanLeanTransformationPlan10/24/2002Page181XWeeklySr.Mgt.IFiberPrepVendorInventory-ProductthatisnotbeingworkedonFactory-aCustomerorVendorfacilityTransportation-IndicatesshipmentofProductto/fromexternalfacilityFunctionalGroup-ProcessesInformationbutaddsnoValuetoProductProcessBox-AreawhereValueisaddedtoProductValueSteamMappingSymbols1010/24/2002Page19Supermarket(Kanban)-SmallInventoryofProductfromwhichthenextProcessorCustomermayPullFlowArrow-IndicatesProductFl