value stream mapping - oshkosh corporation - wcm...stamping weld weld assemble assemble current...

Supply Chain Academy 1

Value Stream Mapping

Supply Chain Academy2

WCM Supplier Academy – Speaker Introduction

Mai Krenzke – Senior Principal Engineer Business TransformationOshkosh Corporation

Supply Chain Academy

Continuous Improvement Tools

– Waste Identification

– Value Stream Mapping

– 5S

– Standardized Work

– Visual Workplace

– Continuous & Cellular Flow

– Takt Time

Customer Supporting Systems/Tools

3


• A visual tool used to understand and communicate the steps to change material and/or information for the purpose of creating a product or service that customers are willing to pay for including:

– The flow of value adding activities that serves the customer needs

– The supply-chain from raw materials to consumption

What is Value Stream Mapping

4


• It helps you to visualize more than just the single-process level. You can see the flow.

• It helps you see more than waste. Mapping helps you to see the sources of waste in your value stream.

• It provides a common language for talking about a process.

• It makes decisions about the flow apparent, so you may discuss them.

• It ties together lean concepts and techniques which helps avoid random application.

• It shows the linkage between information and material flow.

• It becomes a blueprint for implementation.

Why Value Stream Map?

5


RawMaterial

PROCESS

VALUE STREAM

FinishedProduct

PROCESSPROCESS

Stamping WeldingAssembly

Cell

Raw Material to Finished Product

Research Engineering Production

VALUE STREAM

Concept New Product

Concept to Launch

Product

Costing

Ordering Accounting Payables

VALUE STREAM

Product Sale

Order to Cash

Three Types of Value Streams

6


Some Lessons Learned

Management must lead the design and introduction of lean value streams

Techniques System Philosophy

• Random use of the toolsis not enough.

• The tools must comprise a system to give customerswhat they want, when they want it, with minimum waste.

• Focus on flow to create asystem.

Lean

Process

Systems

Small

Lots

Pull

Systems

Level

Scheduling

Standard

Operations

Lead Time

Reduction

Error

Proofing

P M

Containerization

Quick

Set-up

Flow

Layout

Transportation

Reduction of

Variation

ProcessCapability

Employee

Involvement

W P O

Value Streams and Mapping

7


ManufacturingOffice

Value Stream Mapping Examples

8


• Lays the groundwork for creating a strategic plan

– Shows us the landscape and helps us see the path we must take to get from point “A” to point “B”

• Creates a graphic representation of how a business process works

– Shows how material and/or information is linked from one process step to the next

• Helps identify improvement opportunities

– Helps us see the waste and potential root causes

– Eliminates the non-value added steps

– Reduces wasted resources

Benefits of Value Stream Mapping

9


• Administrative activities are often a major percentage of the total throughput time

• Many functions support several services with no clear boundaries and are not well documented

• Harder to identify customer, product and customer value

• Waste is much harder to see - more entrenched and hidden

Going Beyond the Plant Level?

10


Identify

Value Stream

Current State

Drawing

Action Plan

Future-State

Drawing

Design a lean flow

Identify and resolve gaps

Specific process / product family

Value Stream Mapping as a Living Process

11

Step

1

2 – 3 - 4

5 – 6 - 7

8 – 9 – 10

Understand how the work site currently operates

Identify improvement opportunities

Data Collection

Implement the plan

Plan how to get there

Measure the results


• Define value stream (product/process family)– Choose the right value stream – Identify value stream from the customer end– Value stream should pass through similar processes

(administrative/manufacturing)

• Group similar products/processes to determine value streams

Product Process 1 Process 2 Process 3 Process 4 Process 5 Process 6

A x x x x

B x x x

C x x x x

D x x x x

E x x

F x x x

Product/ Process Step 1 Step 6Step 5Step 4Step 3Step 2

Product/Process/Service Identification

12

Identify

Value Stream


Current State

Drawing

Action Plan

Future-State

Drawing


13

Step

1

2 – 3 - 4

5 – 6 - 7

8 – 9 – 10

Identify

Value Stream Specific process / product family



Data Collection


All objectives must be scoped in relation to the company’s strategic plan

– Pinpoint goals

• Use value stream mapping as a tool

Determine Objectives

14

Current State

Drawing


Think in terms of halves and doubles…if it is something bad—cut it in half; something good double it…

Improvement initiatives:

• Safety (e.g., identify at least X safety issues)

• Quality (e.g., reduce rework from X% to Y%)

• Productivity (e.g., increase productivity from X% to Y%)

• Reduce lead time from X weeks to Y weeks

• Customer development—improve response time from X to Y

Example Objectives

15


Product Family

Process Data Box

Data Collection

16

Current State

Drawing


• Cycle time

• Wait time

• First receipt quality

• Data sources

• Systems used

• Equipment

• Process owner/operator

• Information/data needed or produced

Data Collection for Office VSM

17

Current State

Drawing


• You must understand the current state before you can determine what the future state must look like

• Focus on the most accurate and useful information

• Gather “actual” information—do not rely on “standard” data

• Map only the process, do not be distracted by the exceptions

– Collect the issues and concerns for addressing later

• Do not hurry, do it right the first time

• Draw the first time using Post–Its

• Expect to make numerous changes

Draw the Current State Value Stream Map

18


I

CI Starburst (identifies improvement needs)

Typical Icons for Current State Value Stream Map

19

Flow Arrow - indicates Product Flows from one process to another

Push Arrow - indicates Product is pushed into next process

Pull Arrow - indicates Process or Customer pulls Product from previous process or Vendor

Information Flow - indicates flow of information regarding Part #, Quantity, and Delivery Schedule

Inventory

Truck Shipment

Process Data Box

External Sources(Suppliers, Customers, etc.)

Electronic Information FlowSupermarket - small Inventory of Product from which the next Process or Customer may Pull


Takt is:

• A German word that means “drum beat” or rhythm

Cycle time is:

• Length of time required to complete one step or operation in the process

Remember: Operating time does not include TPM activities, breaks, lunches (unrelieved breaks & lunches), 5S, meeting time, or any time the machine or cell is not operating.

Takt Time and Cycle Time

20

Current State

Drawing


Assembly Line:

• Customer requirements

100 vehicles/week or 20 vehicles/day

• Operating Time = 8 hrs/shift

(less 5S, breaks, lunch, etc.) = 7.25 hrs.

Accounts Payable:

• Requirements

220 invoices/week or 44 invoices/day

• Operating Time = 8 hrs/shift

(less 5S, breaks, lunch, etc.) = 7.25 hrs.

Takt Time Calculation Examples

Class Exercise

Takt Time = ( ) X ( )vehicles

= minutes/vehicle

Takt Time = ( )X ( )invoices

= minutes/invoice

21

7.25 hrs. 60 mins/hr.20

21.75

44

7.25 hrs. 60 mins/hr.

9.89


TAKT = 15 MIN

1

910

18

9

0

2

4

6

8

10

12

14

16

18

20

Stamping Weld Weld Assemble Assemble

Current Cycle Times

Step 1 Step 3 Step 4 Step 5Step 2

• Where is the bottleneck?

• Opportunities for improvement?

• Sum of the cycle times/Takt = ~ People

• 47/15 minutes = 3.1 People

Takt Time Application Example

22


• Where can continuous flow be introduced?

• Conduct a Continuous Improvement Event (CIE) to improve the process

with a target of 13 minutes/person

• Move the free resource to value-added tasks

13 9 130

2

4

6

8

10

12

14

16

18

20

Weld Weld / Assemble Assemble

After CIE Cycle Times

4

TAKT = 15 MIN

Step 1 Step 3Step 2

Future State Target

23


Identify all potential areas for improvement

• Activities that can be eliminated• Activities that do not add value• High scrap/rework rate

Current State VSM – Example

24

• Long setup/changeover• Excessive hand-offs• Excess inventory• Long wait times


Scrap

Manufacturing Process

Kaizen Lightning

Burst

OutsideSource/

Customer

Data Box

Inventory

I

o o oTruck

Shipment

FinishedGoods to Customer

Push Arrow

Supermarket

Buffer orSafety Stock

Manual Information Flow

ElectronicInformation Flow

Production Kanban

Withdrawal Kanban

Signal Kanban

Kanban Post

Required Tools

Value Stream Mapping Exercise

25


Materials Supplier

Customer

Chassis Body Trim Inspect

Associates Staff

Cycle Time Sec

Sec

Changeover Loss Per Item

Sec

Downtime Loss Per Item

Sec

Sec

Sec Sec

Sec

Sec

SecSecSec

Transport Time

Sec

MRP

Production

Control

Current Condition Value Stream Map

Queue Sec Queue Sec Queue Sec Queue Sec Queue Sec

Associates Staff

Cycle Time Sec


Sec


Sec

Transport Time

Sec

Associates Staff

Cycle Time Sec


Sec


Sec

Transport Time

Sec

Associates Staff

Cycle Time Sec


Sec


Sec

Transport Time

Sec

Cycle

Tim

e (

se

c)

Station5

10

15

20

25

30

35

40

45

50

55

60

65


TAKT

NVA

VA

NVA +VA = Production Lead Time = Sec

26


• Always collect current state information while walking

along the pathway of material and information flows

yourself.

• Begin with a quick overview to identify main processes; then go

back and gather data.

• Begin at the customer and work backwards.

• Do not rely on information and timing you do not

personally obtain.

• Don’t map the whole value stream yourself.

• Always draw by hand, in pencil

Value Stream Mapping Tips

27


Process Metrics (CI Specialist Data)

Ave

rage

of

all

Ob

serv

atio

ns

Metrics

# Safety Incidents 1

# Defects 4

Final Ending Inventory for Chassis (from chassis sheet) $450

Final Ending Inventory for Body (from body sheet) $3,850

Final Ending Inventory for Trim (from trim sheet) $1,200

# Unsold (WIP) at Inspect/Ship 2

Unsold (WIP) Inventory Cost $2,400

# Units sold at Inspect/Ship 16

Sold Inventory Cost $19,200

# Scrap at Inspect/Ship (found at inspect/ship) 4

Scrap Inventory Cost $4,800

# Scrap (Re-inspects) (found by customer) 0

Scrap (Re-inspects) Inventory Cost $0

Total Inventory Costs $31,900

# Defective Quads Sold to Customer 0

Re-inspection Fees (# Defective Quads Sold * $1000) $0

# Customer Orders Missed 9

$ Loss for Missed Orders (# Missed Orders * $600) $5,400

Total Costs $37,300

# Units Delivered & Accepted 16

Revenue (# Good Quads Sold * Revenue) $28,800

Total Profit/Loss (Revenue - Costs) ($8,500)

On Time Delivery 64%

Business KPIs


Current State Mapping Icons

29

Outside Source

Customer

Step 1: Start closest to the customer and then document every process step upstream (Note cycle time, changeover time, batch size, scrap, etc.)

Materials Supplier

Customer

Chassis

Staff

Sec

Sec

Sec

Sec

Body

Staff

Sec

Sec

Sec

Sec

Trim

Staff

Sec

Sec

Sec

Sec

Inspect

Staff

Sec

Sec

Sec

Sec

ManufacturingProcess

Data Box



30

Outside Source

CustomerMaterials Supplier

Customer

Staff

22 Sec

9.6 Sec

5 Sec

10 Sec

Staff

37 Sec

9.6 Sec

10 Sec

7 Sec

Staff

24 Sec

Sec

0 Sec

9 Sec

1 1 1 1Associates Associates Associates Associates Staff

Cycle Time Cycle Time Cycle Time Cycle Time Sec

0Changeover

Loss Per ItemChangeover



Loss Per ItemSec

0Downtime

Loss Per ItemDowntime



Loss Per ItemSec

2Transport

TimeTransport

TimeTransport

TimeTransport

TimeSec

4.8

8 Changes X 15 seconds per Change / 25 planned units = 4.8 Seconds at Trim

15

Average of 3 measurements by the CI Specialist

• Based on the die roll, you had a 33% chance of downtime at Chassis and Body only. • So, your Mean Time Between Failures was 3 cycles, statistically.• At Body, the duration, or Mean Time To Repair, was 30 seconds. (Sand timer)• 30 seconds / 3 cycles = 10 seconds on average

OtherOther Other


Step 1: Start closest to the customer and then document every process step upstream (Note cycle time, changeover time, batch size, scrap, etc.)


Material MovementVia Push

Truck Shipment

Inventory

Outside Source


31

Step 2: Track WIP/Inventory upstream and check actual quantities that are on the shop floor

Step 3: Identify push & pull material flow

CustomerMaterials Supplier

Customer


1Associates Staff

22Cycle Time Sec

10Changeover

Loss Per ItemSec

5Downtime

Loss Per ItemSec

10Transport

TimeSec

45Queue Sec 540Queue Sec 90Queue Sec 90Queue Sec 0Queue Sec

1Associates Staff

37Cycle Time Sec

10Changeover

Loss Per ItemSec

10Downtime

Loss Per ItemSec

7Transport

TimeSec

1Associates Staff

24Cycle Time Sec

5Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

9Transport

TimeSec

1Associates Staff

15Cycle Time Sec

0Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

2Transport

TimeSec

• 45 second TAKT time (the customer required a unit every 45 seconds)• Each unit of WIP represents 45 seconds of demand.• 2 units in WIP = 90 seconds worth of sales at Inspect.



32

Outside Source

Customer

Step 4: Map Information Flow: How does everyone know what to do?

Materials Supplier

Customer


1Associates Staff

22Cycle Time Sec

9.6Changeover

Loss Per ItemSec

5Downtime

Loss Per ItemSec

10Transport

TimeSec

MRP

Production

Control


1Associates Staff

37Cycle Time Sec

9.6Changeover

Loss Per ItemSec

10Downtime

Loss Per ItemSec

7Transport

TimeSec

1Associates Staff

24Cycle Time Sec

4.8Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

9Transport

TimeSec

1Associates Staff

15Cycle Time Sec

0Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

2Transport

TimeSec



33

Step 5: Calculate Cycle vs. Lead time and create the TAKT time chart

Product Idle Time = 765 Sec

Total Station Time = 165 Sec

Product Lead Time = 930 Sec = 15.4 Min

Materials Supplier

Customer


1Associates Staff

22Cycle Time Sec

46.6 Sec

9.6Changeover

Loss Per ItemSec

5Downtime

Loss Per ItemSec

540 Sec

63.6 Sec 37.8 Sec

90 Sec

17 Sec

0 Sec90 Sec45 Sec

10Transport

TimeSec

MRP

ProductionControl


1Associates Staff

37Cycle Time Sec

9.6Changeover

Loss Per ItemSec

10Downtime

Loss Per ItemSec

7Transport

TimeSec

1Associates Staff

24Cycle Time Sec

4.8Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

9Transport

TimeSec

1Associates Staff

15Cycle Time Sec

0Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

2Transport

TimeSec

Cycle

Tim

e (

sec)

5

10

15

20

25

30

35

40

45

50

55

60

65


TAKT


Product Idle Time = 765 Sec

Total Station Time = 165 Sec

Product Lead Time = 930 Sec = 15.4 Min

Materials Supplier

Customer


1Associates Staff

22Cycle Time Sec

46.6 Sec

9.6Changeover

Loss Per ItemSec

5Downtime

Loss Per ItemSec

540 Sec

63.6 Sec 37.8 Sec

90 Sec

17 Sec

0 Sec90 Sec45 Sec

10Transport

TimeSec

MRP

ProductionControl


1Associates Staff

37Cycle Time Sec

9.6Changeover

Loss Per ItemSec

10Downtime

Loss Per ItemSec

7Transport

TimeSec

1Associates Staff

24Cycle Time Sec

4.8Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

9Transport

TimeSec

1Associates Staff

15Cycle Time Sec

0Changeover

Loss Per ItemSec

0Downtime

Loss Per ItemSec

2Transport

TimeSec

Cycle

Tim

e (

sec)

5

10

15

20

25

30

35

40

45

50

55

60

65


TAKT

Where is our bottleneck?


Current State

Drawing

Action Plan

Future-State

Drawing

Design a lean flow




35

Step

1

2 – 3 - 4

5 – 6 - 7

8 – 9 – 10



Data Collection

Implement the plan


Measure the results

Identify

Value Stream


Map the Current State

Analyze the Current State

and

Design the Future State

Create an Implementation Plan and execute it !

Admitting

I

I

In

Hallway

LEGEND:

Electronic

Physical Flow

Feedback

Blood Draw X Ray Doctor Review Billing

Send to Waiting A

Log Time In

Record Value

Draw Blood

Record Value

Take X Ray

Review X Ray

Review Blood

Log Time Out

Record Values

Retest if Needed

Clinic

Supplies

Syringes

X Ray

Film

Regional Supply

Manager

Clinic Manager

Clinic

Performance

Supply

Requirements

I

In

Hallway

I

In

Hallway

Low Machine

Reliability

RetestsRandomArrivals

Delivery

Weekly

VP Performance

Clinic

Performance

Re Tests

Waiting Rm B

Capacity 4 Patients

Fill Room Next

Waiting RmA

Capacity 4 Patients

Fill Room First

Stop if “A” is Full

I

People

Waiting

Direct from A only if B empty

X Ray Blood Draw

Record Value

Take X Ray

Record Value

Draw Blood

Dual PathOverflow to B I

In

Hallway

(avg. wait in “A”)(Transfer A to B)

(avg. wait in “B”)(process time) (process time)

(avg. wait)(process time)

(avg. wait)(review time)

(avg. wait)(process time)

TPCT: 423 MinutesUnknown due to extreme

variability of data

C/T 10 Minutes

C/T 12 Minutes

C/T 12 Minutes C/T 13 Minutes

C/T 13 Minutes

NO

FIFO !

Lost

Patients

C/T 5 Minutes

C/T 18 Minutes

10 Min 5 Min 12 Min 13 Min120 Min 40 Min 60 Min 50 Min 90 Min

5 Min 18 Min

7+ Hours

FTQ 50% FTQ 50%

FTQ 50% FTQ 50%

Clinic

Supplies

Syringes

X Ray

Film

Regional Supply

Manager

Clinic Manager

Clinic

Performance

Supply

Forecast

Frequent

Delivery

VP Performance

Clinic

Performance

Admitting Blood Draw X Ray Doctor Review

Billing

Stage for Blood

Log Time In

Record Value

Draw Blood

Record Value

Take X Ray

Review X Ray

Review Blood

Compile data from

patient records

Log Time OutPull patients to

Level Schedule

FIFO

Retake if Error Retake if Error

Verify Results Verify Results

Off-line

Operation

FIFO FIFO

Provide arrival windows for

patients to minimize waiting

(process time) (process time) (process time) (review time)

(minimal wait) (minimal wait) (minimal wait)

TPCT: 18 MinutesConsiderably reduced

through improved flow

LEGEND:

Electronic

Physical Flow

Feedback

2 Min2.5 Min 2.5 Min 2 Min

3 Min 3 Min3 Min

C/T 2 Minutes

C/T 2.5 MinutesC/T 2.5 MinutesC/T 3 Minutes

96% Improvement in TPCT

Action Item Responsible

Improve X Ray Equipment Reliability Sherry Wilson (Med-Tech)

Improve Blood Draw Process Vlad

Technician Training - Verify Test Results Dr. Choi

Implement Use of Patient Record as Data Log Joe Packer (Billing)

Modify Waiting Areas for New Patient Flow Jeremy Monroe (Orderly)

Develop Daily Material Pull with Suppliers Amy Dawes (Regional PCL)

Develop Level Schedule for Patient Arrival Ed Case (Admitting)

- - - 2001 - - - - - - 2002 - - -

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Value Stream Mapping

36


Scrap

Manufacturing Process

Kaizen Lightning

Burst

OutsideSource/

Customer

Data Box

Inventory

I

o o oTruck

Shipment

FinishedGoods to Customer

Push Arrow

Supermarket

Buffer orSafety Stock

Manual Information Flow

ElectronicInformation Flow

Production Kanban

Withdrawal Kanban

Signal Kanban

Kanban Post

Required Tools

Value Stream Mapping Exercise

37

Supply Chain Academy38


Round 1 Changeover Round 2 Changeover

15 seconds30 seconds

7.5 seconds15 seconds

Choose one station, based on your Current State VSM, to:

Cut Changeover by 50%

Which Station will benefit the most?39

Chassis

1Associates Staff

Cycle Time Sec

9.6Changeover

Loss Per ItemSec


Sec

Transport Time

Sec

Chassis

1Associates Staff

Cycle Time Sec

4.8Changeover

Loss Per ItemSec


Sec

Transport Time

Sec

Body

1Associates Staff

Cycle Time Sec

9.6Changeover

Loss Per ItemSec


Sec

Transport Time

Sec

Body

1Associates Staff

Cycle Time Sec

4.8Changeover

Loss Per ItemSec


Sec

Transport Time

Sec

Trim

1Associates Staff

Cycle Time Sec

4.8Changeover

Loss Per ItemSec


Sec

Transport Time

Sec

Trim

1Associates Staff

Cycle Time Sec

2.4Changeover

Loss Per ItemSec


Sec

Transport Time

Sec


Body Assembly Round 1 Body Assembly Round 2

Chassis Assembly Round 2

Trim Assembly Round 2

Our Process Engineers have used CI Specialists’ data to:

Rebalance the Line

Is there a Line Balance issue?

40

Chassis

1Associates Staff

22Cycle Time Sec


Sec


Sec

Transport Time

Sec

Chassis

1Associates Staff

26Cycle Time Sec


Sec


Sec

Transport Time

Sec

Body

1Associates Staff

37Cycle Time Sec


Sec


Sec

Transport Time

Sec

Body

1Associates Staff

29Cycle Time Sec


Sec


Sec

Transport Time

Sec

Trim

1Associates Staff

24Cycle Time Sec


Sec


Sec

Transport Time

Sec

Trim

1Associates Staff

28Cycle Time Sec


Sec


Sec

Transport Time

Sec


Chassis Assembly

Body Assembly Trim Assembly Inspect & Ship

Our Facilities Engineer has helped us to implement:

Cellular Manufacturing

Sketch your new layout on the back of your Future State Map

41

Chassis

1Associates Staff

Cycle Time Sec


Sec


Sec

10Transport

TimeSec

Chassis

1Associates Staff

Cycle Time Sec


Sec


Sec

2Transport

TimeSec

Body

1Associates Staff

Cycle Time Sec


Sec


Sec

7Transport

TimeSec

Body

1Associates Staff

Cycle Time Sec


Sec


Sec

2Transport

TimeSec

Trim

1Associates Staff

Cycle Time Sec


Sec


Sec

9Transport

TimeSec

Trim

1Associates Staff

Cycle Time Sec


Sec


Sec

2Transport

TimeSec


Is there value in implementing a process where:

Inspector Rebuilds Defects

What are the benefits of this change?

Are there any potential negative affects of this change?

42

Inspect

1Associates Staff

?Cycle Time Sec


Sec


Sec

?Transport

TimeSec

Inspect

1Associates Staff

15Cycle Time Sec


Sec


Sec

2Transport

TimeSec


• Production should be scheduled at the pacemaker process

– Information flow must support this process

RawMaterial

PROCESS

FinishedProduct

PROCESSPROCESS

Stamping WeldingAssembly

Cell

Production Control

DailySchedule

Key Questions to ask: How to schedule production

43

In our build-to-order process, where is the schedule really determined?


Let’s try minimize our WIP by implementing a:

Production Pull System

44


Inspect

and

ShipTrim Body Chassis

Sport

Utility

Sport

Utility

Sport

Utility

Lean Quad Pull System

Each assembly station will begin with one complete sport assembly and one complete utility assembly

45


Inspect and Ship

1. Inspect and Ship receives a Sport order from the customer

2. Inspect and Ship pulls the finished Sport model from Trim to fulfill the order

3. Inspect and Ship delivers the finished Sport model to the Inspect and Ship area

Inspect

and

Ship

Trim Body Chassis

Sport

Utility

Sport

Utility

Sport

Utility

1, 2

3

46


Trim Assembly

1. The empty sport inventory box triggers Trim to pull one Sport WIP from the Body Assembly

2. Trim delivers the body WIP to the assembly area and applies trim

3. Trim fills their empty Sport inventory box

Trim

Assembly

Body

Assembly

Chassis

Assembly

Sport

Inventory

Utility

Inventory

Sport

Inventory

Utility

Inventory

Sport

Inventory

Utility

Inventory

1

2

Inspect

and

Ship

3

47


Body Assembly

1. The empty Sport inventory box triggers Body to pull one Sport WIP from the Chassis Assembly

2. Body delivers the Chassis WIP to the assembly area and applies the body

3. Body fills their empty Sport inventory box

Trim

Assembly

Body

Assembly

Chassis

Assembly

Sport

Inventory

Utility

Inventory

Sport

Inventory

Utility

Inventory

Sport

Inventory

Utility

Inventory

2

Inspect

and

Ship

1

3

48


Chassis Assembly

1. The empty Sport inventory box triggers Chassis to build one new Sport chassis

2. Chassis builds a new Sport chassis

3. Chassis replenishes their Sport inventory box

Trim

Assembly

Body

Assembly

Chassis

Assembly

Sport

Inventory

Utility

Inventory

Sport

Utility

Sport

UtilityInspect

and

Ship

1-3

49


Current State Work in Process

50

Future State Work in Process


Inbound Storage Observations:

– Tier 2 supplier consistently delivered material three days early and the facility looks like a warehouse with an assembly operation running through it

– Excess inventory

– On-hand obsolete parts means that we sort through inventory to find the right parts

Line Side Delivery Observations:

– Unknown usage quantities and usage seams to vary, even though both models seam to use the same components

– Sometimes there are too many parts lineside (wheels and tire carriers)

– Sometimes the assembler runs out of parts

Voice of the Material Handler

51


We will implement right-sized material kits:

Raw Material Pull System52


Single Point Scheduling

Change Over Reduction

Pull System

Line Balance

Inspector Repairs

Defects?

KEEP YOUR CURRENT AND FUTURE STATE VALUE STREAM MAPS. YOU WILL NEED THEM.

Material Strategy


Action Plan Components

• % Status: Update this column to indicate the % complete status of the

project, round to the nearest 25%

• 30 Day Focus

– 3rd tab in Action Plan Template

– Deep dive into details required for the next 30 day success

54


• Implement the plan

– Work as a team on action items

– Meet on a regular basis for

accountability

• Measure

– Review expected results

• Repeat the value stream mapping

process

– Monitor new process to achieve

sustainability

Measure the Results of the Plan

55


Current State

Drawing

Action Plan

Future-State

Drawing

Design a lean flow




56

Step

1

2 – 3 - 4

5 – 6 - 7

8 – 9 – 10



Data Collection

Implement the plan


Measure the results

Identify

Value Stream


• VSM is a valuable tool to help see opportunities

– Helps us to see waste and root causes

– Helps us to see customer / supplier connections and related flow

of information and materials

– Can be used to help define your strategies

– Can be useful for any process to help better define issues

• VSM is useful for factory floors, service industries and

offices

• VSM is only effective if the results are implemented and

sustained!

• Review the value stream map to ensure it’s up-to-date

Value Stream Mapping Summary

57


Authors: Mike Rother and

John Shock

Reference Material

58


Questions?

59

value stream mapping - oshkosh corporation - wcm...stamping weld weld assemble assemble current...

Documents