Topic: VALUE STREAM MAPPING

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Topic: VALUE STREAM MAPPING"

Transcription

1 Topic: VALUE STREAM MAPPING Development of a Problem Solving Model for the Hong Kong Textiles and Clothing Industries Project HKRITA Ref. No. : RD/PR/001/07 ITC Ref. No. : ITP/033/07TP

2 Value Stream - Definition All of the steps required to bring a product or service from raw state through to the customer 2

3 Value Stream Mapping Definition A visual representation of the material and information flows a product takes from sales order to finished product. It is a diagnostic tool due to Shows the linkage between material and information flow of a product or processes Forms the basis for an implementation plan. Distinction between value add and non value add activities (Waste) 3

4 VSM Symbols 1) VSM Process Symbols Customer/Supplier Dedicated Process Shared Process Data Box Work cell 2) VSM Material Symbols Inventory Shipments Push Arrow Supermarket Material Pull FIFO Lane Safety Stock External Shipment 4

5 3) VSM Information Symbols Production Control Manual Info Electronic Info Production Kanban Withdrawal Kanban Signal Kanban Kanban Post Sequenced Pull Load Leveling MRP/ERP Go See Verbal Information 4) VSM General Symbols Kaizen Burst Operator Other Timeline 5

6 VSM Process Symbols Supplier --- when in the upper left, the usual starting point for material flow. Customer --- when placed in the upper right, the usual end point for material flow. Customer/Supplier Dedicated Process A process, operation, machine or department, through which material flows. It represents one department with a continuous, internal fixed flow path. A process operation, department or work center that other value stream families share. Estimate the number of operators required for the Value Stream being mapped. Shared Process 6

7 This icon goes under other icons. Having significant information/data required for analyzing and observing the system. E.g cycle time, changeover time, Lot size, uptime, etc Data Box Indicates multiple processes are integrated in a manufacturing workcell E.g cells usually process a limited family of similar products or a single product. Product moves from process step to process step in small batches or single pieces. Work cell 7

8 VSM Material Symbols Inventory - Represents storage for raw materials and finished goods, also show inventory between two processes. - While mapping the current state, the amount of inventory is counted by quick count, that amount is noted beneath the triangle. - If more than one inventory accumulation, use an icon for each. Shipments -Represents movement of raw materials from suppliers to the receiving dock/s of the factory. Or, the movement of finished goods from the Shipping dock/s of the factory to the customers - Represents the pushing of material from one process to the next process. Push means that produces something regardless of the immediate needs of the downstream process. Push Arrow 8

9 - This is an inventory supermarket (kanban stockpoint). - Like a supermarket, a small inventory is available one or more downstream customers come to the supermarket to pick out what they need. the upstream workcenter then replenishes stocks as required. - It reduces overproduction and limits total inventory. Supermarket Supermarkets connect to downstream processes with this "Pull" icon that indicates physical removal. Material Pull - First-In-First-Out inventory. Use it when processes are connected with a FIFO system that limits input. E.g an accumulating roller conveyor - Record the maximum possible inventory. FIFO Lane 9

10 Safety Stock - Represents an inventory safety stock - Avoid problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. - Notice that the icon is closed on all sides, it means a temporary, not a permanent storage of stock Shipments from suppliers or to customers using external transport. External Shipment 10

11 VSM Information Symbols Represents a central production scheduling or control department, person or operation. Production Control Represents general flow of information from memos, reports, or conversation, frequency and other notes. Manual Info Electronic Info Represents electronic flow E.g electronic data interchange (EDI), the Internet, Intranets, LANs (local area network), WANs (wide area network). Also indicate the frequency of information/data interchange, the type of media used ex. fax, phone, etc. and the type of data exchanged. 11

12 - It triggers production of a pre-defined number of parts. - It signals a supplying process to provide parts to a downstream process. Production Kanban Withdrawal Kanban -Represents a card or device that instructs a material handler to transfer parts from a supermarket to the receiving process. -The material handler (or operator) goes to the supermarket and withdraws the necessary items. Signal Kanban - Used whenever the on-hand inventory levels in the supermarket between two processes drops to a trigger or minimum point. - When a Triangle Kanban arrives at a supplying process, it signals a changeover and production of a predetermined batch size of the part noted on the Kanban. - It is also referred as one-per-batch kanban. 12

13 - A location where kanban signals reside for pickup. - Often used with two-card systems to exchange withdrawal and production kanban. Kanban Post - Represents a pull system that gives instruction to subassembly processes to produce a predetermined type and quantity of product (one unit), without using a supermarket. Sequenced Pull A tool to batch kanbans in order to level the production volume and mix over a period of time Load Leveling 13

14 Scheduling using MRP/ERP or other centralized systems. MRP/ERP Gathering of information through visual means. Go See Represents verbal or personal information flow. Verbal Information 14

15 VSM General Symbols Used to highlight improvement needs and plan kaizen workshops at specific processes that are critical to achieving the Future State Map of the value stream. Kaizen Burst Operator -Represents an operator. -It shows the number of operators required to process the VSM family at a particular workstation. Other useful or potentially useful information. Other -The timeline shows value added times (Cycle Times) and non-value added (Wait) times. -Use this to calculate Lead Time and Total Cycle Time. Timeline 15

16 Value Stream Analysis Mapping Define and Pick the product or product family Create Current State Value Stream Mapping (CSM) Value Stream Mapping Create Future State Value Stream Mapping (FSM) Develop an implementation plan and Execution 16

17 Use Incorporate Manufacturing/Service Considerations to introduce Value Stream Mapping Process At least four steps to address the wastes using value stream mapping. Use icons to identify processes (Step 1) Record the data (E.g. Cycle time (CT), Change Over Time (CO), Utilization Time (UT), throughput, setup time), for processes in value stream maps (Step 2) Analyze materials use and need in a materials line for value stream maps. (Step 2) Find Lean and opportunities in future state value stream maps. (Step 3 and 4) 17

18 Stage 1 Define and Pick the product or product family 1. Understand business goals and customer objectives 2. Select champion and value stream leaders based on proven criteria for success 3. Define product families based on common processes and equipment Product-Volume Chart Product-Process Matrix 18

19 Stage 2 Create Current State Value Stream Mapping (CSM) 1. Define the scope of the value stream map. 2. Set agreement on the symbols, icons, data to use. 3. Sketch a map. 4. Gather and create as much information about causes of waste (include customer, suppliers, the material moves between processes and the inventory levels etc.) 5. Build a Current State Value Stream Mapping. 6. Make a list of remarks for further improvements. 19

20 Record Data for Processes in Value Stream Maps Uncover wastes in value stream mapping is to select one or two performance metrics to measure for each process in the value stream. Collect data about current state (This step required additional time and/or resources. For instance, Weigh the amounts of scrap and wastes generated by each process during a shift This data collection allow to appropriately target Lean improvement efforts on the highest priority problems, and thereby achieve the greatest benefits. 20

21 Analyze materials use and need in a materials line for value stream maps. (Step 2) Raw materials are often a large source of a product s costs, so looking explicitly at the material flows in a value stream is another way to leverage greater gains. Draw a materials line on the bottom of a value stream map that shows two types of data: 1. Amount of raw materials used by each process in the value stream; 2. Amount of materials that end up in the product and add value from a customer s perspective. The materials line equal to timeline on value stream maps, and can be developed for any type of resource (e.g. water, energy, total materials, and/or a critical substance used in the product). 21

22 Draw a Current State Value Stream Map Step1. Draw customer, supplier and production control icons. Step2. Enter customer requirements per month and per day. Step3. Calculate daily production and container requirements. STEP 1 STEP 2 STEP 3 STEP 3 22

23 Step4. Draw outbound shipping icon and truck with delivery frequency. Step5. Draw inbound shipping icon, truck and delivery frequency. STEP 5 STEP 4 23

24 Step6. Add process boxes in sequence, left to right. Step7. Add data boxes below. STEP 6 STEP 7 24

25 Step8. Add communication arrows and note methods and frequencies. Step9. Obtain process attributes and add to data boxes. Step10. Add operator symbols and numbers. STEP 8 STEP 10 STEP 9 25

26 Step11. Add inventory locations and levels in days of demand and graph at bottom. Step12. Add push, pull and FIFO icons. Step13. Add other necessary information. STEP 13 STEP 11 STEP 12 26

27 Current State Value Stream Map STEP 14 STEP 16 STEP 15 27

28 Step14. Add working hours. Step15. Cycle and Lead Times Step16. Calculate Total Cycle Time and Lead Time Cycle Time = Actual time required for a worker to complete one cycle of his job process Lead Time = The period of time between the initiation of any process of production and the completion of that process. 28

29 Completed Current Value Stream Map 29

30 Stage 3 Create Future State Value Stream Mapping (FSM) Supporting Improvements 1. What is the process improvements need to be addressed immediately? Material Flow 2. Where can implement flow? 3. Where should you reduce batch size to improve responsiveness? Customer Delivery Strategy 4. Should you build to customer order or finished goods? 5. What single point will you schedule to customer requirements? Information Flow 6. How will you schedule or pull material from upstream? 30

31 Future Value Stream Mapping STEP 1 STEP 5 STEP 4 STEP 3 STEP 2 STEP 6 31

32 Steps 1.Calculate Takt Time Takt Time is the average time between production units necessary to meet customer demand. Takt Time = Available time Number of units From the example 32

33 2. Identify Bottleneck Process The bottleneck process is the operation with the longest cycle time. (From the example, this is machining at 44 seconds.) Cycle Time Bottleneck Process Operation The bottleneck is important because it: 1. Determines total system output. 2. Becomes the primary scheduling point 33

34 3. Identify Lot Sizing/Setup Opportunities Present lot size is 1000 pieces, about two day's production. This requires at least 3-6 days finished goods and prevents daily adjustments to mix or demand. If the lot size were simply cut, it would allow faster response but additional setup time in machining would use available time. Machining could not meet the average customer requirements. However, if a focused setup reduction is made on machining and setup becomes minutes, a batch size of 500, or even 250 is feasible. The mapping team established this as a goal, noted by a Kaizen Burst. 34

35 4. Identify Potential Workcells The balance chart shows cycle time for each of the five process steps. Machining and honing operations are closely balanced. Cycle times for clean/deburr, inspection and packaging are quite short in comparison. Short cycle time may due to the low utilization in workcell. operations Clean/ Deburr inspection packaging Cycle time The shortest Relatively long short equipment specialized, high-speed little workbench and hand tools little workbench and hand tools Balancing the operation Number of operators Clean/deburr scaled down as manual or semimanual operation Workcells are lot more involved than suggested here. Important to make reasonable guesses about the general configuration. A Kaizen Burst identifies a need for more work. 35

36 5. Determine Kanban Locations With a workcell for five processes, scheduling between them becomes a trivial case. They will be directly linked with continuous or small-batch flow. Kanban can apply at two other locations, between cell and supplier or customer The detailed design of the kanban system is shown as a Kaizen burst. Inventory levels are current best estimates. 6. Establish Scheduling Methods Kanban and direct links now schedule all operations short term. Both the workcell and the supplier, however, need forecasts to plan staffing and possible changes in inventory levels. The map shows this monthly information flow. (Especially for Purchasing) 7. Calculate Lead and Cycle Time. The final step in the Future State Map is to complete the timeline at bottom, and calculate Lead Time, Cycle Time and Work Time. 36

37 Stage 4 Develop an implementation plan and Execution 1. Formulate an implementation plan based on the future state map. 2. Start to implement. 3. Review the progress 4. Re-map the process 37

38 Results In this example, the mapping team estimates Lead Time reduction of 85% Productivity increase of 25% Inventory will decrease about 85% Many additional, but unpredictable benefits are also likely 38

39 Limitations of Value Stream Mapping 1. The Problem of Over-hype This situation sets up unrealistic expectations and diverts attention from important aspects of complex problems. 2. Non-Technical Aspects of Lean There may also be quality issues that the company could address through Six Sigma or TQM techniques. 5S can clean up the plant, improve safety and further raise productivity. Value Stream Mapping addresses none of these directly. 3. Fuzzy Definitions The map does not begin to capture "all specific actions" "Value Stream" conjures a vision of water running through a series of value-adding activities. But many icons do not depict value adding activities, do not touch the product and do not flow like a stream. 39

40 4. High Variety Situations VSM was developed and popularized in the automotive industry. Automotive plants are highly focused factories with a narrow family of products for a few customers. VSM works well in these situations. 5. Symbology Affects Thinking Many VSM symbols may lead the user to employ these technique seven when they are inappropriate. 6. Training A VSM group requires training on symbols and mapping techniques and on the Lean Manufacturing elements that the symbols represent. This contrasts with Process Mapping which only requires a trained facilitator. 40

41 - THE END -

Value Stream Mapping

Value Stream Mapping Value Stream Mapping 1 Value Stream Mapping Definition Value Stream Mapping (VSM): Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory

More information

The Tools of Lean - Value Stream Mapping

The Tools of Lean - Value Stream Mapping ASQ Section 1302 Summer 2004 Series Mahoney State Park The Tools of Lean - Value Stream Mapping Stan Gidley Managing Director Institute of Business Excellence July 15, 2004 Outline Two Stories 1 English,

More information

VALUE STREAM MAPPING ICONS

VALUE STREAM MAPPING ICONS Material Material ASSEMBLY Process I 300 Pieces 1 Day Inventory MRP Control Center "Go-See" Scheduling XYZ Corporation Outside Source Takt = 50 sec. C/T = 45 sec. C/O = 30 min. Uptime = 95% Scrap = 2%

More information

VALUE STREAM MAPPING KITS

VALUE STREAM MAPPING KITS Our Value Stream Mapping Icons are made of self-sticking notes (sticky notes) for an easy mapping experience. Each Icon is characterized by a symbol as well as its name, so that participants who are new

More information

Map the Value Stream

Map the Value Stream 1 Map the Value Stream Objectives Create and format a value stream map Add data to a value stream map Compare a current-state value stream map and future-state value stream map 1-1 Contents Contents Examples

More information

Using BPMN for Modeling Manufacturing Processes

Using BPMN for Modeling Manufacturing Processes Using BPMN for Modeling Manufacturing Processes S. Zor 1, 2, K. Görlach 1,3, F. Leymann 1 1 Institute of Architecture of Application Systems, University of Stuttgart, Universitätsstraße 38, 70569 Stuttgart,

More information

INTRODUCTION 1. Just-In-Time Manufacturing evolves from implementation of Pull System. In Pull System each processes treated as customer - When on dem

INTRODUCTION 1. Just-In-Time Manufacturing evolves from implementation of Pull System. In Pull System each processes treated as customer - When on dem INTRODUCTION 1. Just-In-Time Manufacturing evolves from implementation of Pull System. In Pull System each processes treated as customer - When on demand, to be supplied with what is needed only at the

More information

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS by Ganesh S Thummala A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree In Management Technology

More information

Appendix Lean Glossary Page 1

Appendix Lean Glossary Page 1 Appendix Lean Glossary Page 1 Andon Board A visual control device in a work area giving the current status on performance to expectations and alerting team members to emerging issues. Batch-and- Queue

More information

Lean Terms and Definitions

Lean Terms and Definitions Lean Terms and Definitions 5S 5 Why s A method for removing all excess materials and tools from the workplace and organizing the required items (using Visual Controls) such that they are easy to find,

More information

Lean Manufacturing Assessment

Lean Manufacturing Assessment Lean Manufacturing Assessment Buker, Inc. Management Education and Consulting 800-654-7990 email: info@bukerinc..com WWW.BUKER.COM TWELVE ELEMENTS OF LEAN MANUFACTURING Lean Manufacturing consists of three

More information

MRP & KANBAN: Together Again For The First Time!

MRP & KANBAN: Together Again For The First Time! MRP & KANBAN: Together Again For The First Time! Don Guild, Synchronous Management, Milford, CT P: 203-877-1287 E: guild@att.net www.synchronousmanagement.com Reproduction or use of these materials, in

More information

BSCM Sample TEST. CPIM(Certified In Production & Inventory Management) - 1 -

BSCM Sample TEST. CPIM(Certified In Production & Inventory Management) - 1 - BSCM Sample TEST. 1. Which of the following demand fulfillment approaches typically provides the longest delivery time? A) Engineer-to-order. B) Make-to-order. C) Assemble-to-order. D) Make-to-stock. 2.

More information

times, lower costs, improved quality, and increased customer satisfaction. ABSTRACT

times, lower costs, improved quality, and increased customer satisfaction. ABSTRACT Simulation of Lean Assembly Line for High Volume Manufacturing Hank Czarnecki and Nicholas Loyd Center for Automation and Robotics University of Alabama in Huntsville Huntsville, Alabama 35899 (256) 520-5326;

More information

Small Lot Production. Chapter 5

Small Lot Production. Chapter 5 Small Lot Production Chapter 5 1 Lot Size Basics Intuition leads many to believe we should manufacture products in large lots. - Save on setup time - Save on production costs Costs associated with Lots

More information

Does enterprise resource planning software support lean? ERP goes 44 TARGET AME.ORG/TARGET

Does enterprise resource planning software support lean? ERP goes 44 TARGET AME.ORG/TARGET Does enterprise resource planning software support lean? ERP goes 44 TARGET AME.ORG/TARGET BY HARRY F. LANDSBURG AND SHELDON NEEDLE lean WINTER 2014 TARGET 45 Many articles have been written about how

More information

Analyze Mix for Opportunities. Create Full Current State Value Stream Map. Create Full Future State Value Stream Map

Analyze Mix for Opportunities. Create Full Current State Value Stream Map. Create Full Future State Value Stream Map Method: Analyze Mix for Opportunities Gather Data Family Analysis Pareto Order- out Lead Time Create Full Current State Value Stream Map Demand Proportionate Boxes Product Variety Funnel Create Full Future

More information

Lean Manufacturing. Bob Johnson, CSSBB, CQM, PMP ASQ Section-1302 Chair

Lean Manufacturing. Bob Johnson, CSSBB, CQM, PMP ASQ Section-1302 Chair Lean Manufacturing Bob Johnson, CSSBB, CQM, PMP ASQ Section-1302 Chair 1 Overview The Why and What of Lean Thinking 8 Categories of Waste The Tools of Lean Thinking 2 Where did Lean Thinking originate?

More information

LeanCor Academy: Building a Lean, Mean, Learning Operation

LeanCor Academy: Building a Lean, Mean, Learning Operation LeanCor Academy: Building a Lean, Mean, Learning Operation Our employees are our backbone and we need to keep learning and improving, said Holly Wallace, an operator at LeanCor s Lean Logistics Center

More information

Lean Manufacturing. Value must be externally focused. Only what your customers perceive as value is important.

Lean Manufacturing. Value must be externally focused. Only what your customers perceive as value is important. Introduction Lean Manufacturing Lean Manufacturing is a systematic approach to identifying and eliminating waste through continuous improvement. Lean is about doing more with less: Less time, inventory,

More information

Introduction to Lean Healthcare

Introduction to Lean Healthcare Introduction to Lean Healthcare Presented by: Steve Lockwood, CITEC Business Advisor / Lean June 2013 1 What is Lean Lean Enterprise is a systematic approach to identifying and eliminating waste (non-value-added

More information

Connecting Assembly with Batch Processes Via Basic Pull Systems

Connecting Assembly with Batch Processes Via Basic Pull Systems Connecting Assembly with Batch Processes Via Basic Pull Systems By Art Smalley Pull systems are an integral part of lean manufacturing yet they are frequently misunderstood and considered hard to implement.

More information

Rules to Consider. All work shall be highly specified as to content, timing, sequence, and outcome.

Rules to Consider. All work shall be highly specified as to content, timing, sequence, and outcome. Lean Manufacturing An operational system that maximizes Value Added, reduces Essential Support and eliminates Waste in all processes throughout the Value Stream. What is Value-added? What is Essential

More information

Lean Manufacturing and Six Sigma

Lean Manufacturing and Six Sigma Lean Manufacturing and Six Sigma Research Questions What have we done in the past? What must we do in the future? How do we know these are the correct actions? 1 Lean Definitions Key concepts of lean:

More information

Five Tips to Achieve a Lean Manufacturing Business

Five Tips to Achieve a Lean Manufacturing Business Five Tips to Achieve a Lean Manufacturing Business Executive Overview Introduction The more successful manufacturers today are those with the ability to meet customer delivery schedules while maintaining

More information

The Theory of Constraints & Lean Manufacturing

The Theory of Constraints & Lean Manufacturing The Theory of Constraints & Lean Manufacturing Don Guild Synchronous Management, Milford, CT P: 3-877-1287 E: synchronous@att.net Reproduction or use of these materials, in whole or in part, is prohibited

More information

Getting Started with Lean Process Management

Getting Started with Lean Process Management Getting Started with Lean Process Management Hi-Tec Exchange Conference San Francisco July 25, 2011 Missions To team with Organizational Leaders, Managers, & Employees to focus on customers & improve competitiveness,

More information

Lean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY

Lean Six Sigma Lean 201 Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online

More information

Virtual Pull Systems. Don Guild, Synchronous Management INTRODUCTION

Virtual Pull Systems. Don Guild, Synchronous Management INTRODUCTION INTRODUCTION Have you implemented kanban yet? Have you been unable to roll it out or just abandoned it? Most companies who begin kanban implementation struggle to finish the job. In too many cases, the

More information

Pull System Workshop THE GOAL:

Pull System Workshop THE GOAL: Pull System Workshop THE GOAL: Directly link all processes - from the customer back to raw material suppliers - to improve responsiveness, shorten lead time, and reduce costs 1 Why Use Pull Systems to

More information

Product Documentation SAP Business ByDesign 1302. Supply Chain Setup Management

Product Documentation SAP Business ByDesign 1302. Supply Chain Setup Management Product Documentation PUBLIC Supply Chain Setup Management Table Of Contents 1 Supply Chain Setup Management.... 6 2 Supply Chain Design Master Data... 7 2.1 Business Background... 7 Locations and Location

More information

THE BEGINNER S GUIDE TO LEAN

THE BEGINNER S GUIDE TO LEAN THE BEGINNER S GUIDE TO LEAN Professor Daniel T Jones Lean Enterprise Academy Who am I? Writer Machine and Lean Thinking books Researcher on how to do lean everywhere! Founder of the non-profit Lean Enterprise

More information

Work Cells and Cellular Manufacturing

Work Cells and Cellular Manufacturing Work Cells and Cellular Manufacturing Improving the fitness of the factory 1 Cellular Manufacturing Concept of performing all of the necessary operations to make a component, subassembly, or finished product

More information

Chapter 11. MRP and JIT

Chapter 11. MRP and JIT Chapter 11 MRP and JIT (Material Resources Planning and Just In Time) 11.1. MRP Even if MRP can be applied among several production environments, it has been chosen here as a preferential tool for the

More information

"Kanban Do It Now but Do It Right" Workshop Illustrates the Importance of Kanban as a Tool in Lean Production

Kanban Do It Now but Do It Right Workshop Illustrates the Importance of Kanban as a Tool in Lean Production "Kanban Do It Now but Do It Right" Workshop Illustrates the Importance of Kanban as a Tool in Lean Production Helping to empower and motivate employees. Jeff Schaller, Ph.D. Just-In-Time (JIT) production

More information

The Thinking Approach LEAN CONCEPTS , IL Holdings, LLC All rights reserved 1

The Thinking Approach LEAN CONCEPTS , IL Holdings, LLC All rights reserved 1 The Thinking Approach LEAN CONCEPTS All rights reserved 1 Tools to Drive Kaizen Activity TECHNICAL THINKING TO DEVELOP A LEAN SYSTEM All rights reserved 2 TECHNICAL TOOLS Two key questions When do I need

More information

Implementing Automation after Making Lean Improvements

Implementing Automation after Making Lean Improvements Implementing Automation after Making Lean Improvements Frank C. Garcia, P.E., Director Business Solutions & Engineering Services Tom Lawton, President Advent Design Corporation Bristol, PA, USA December

More information

Lean Manufacturing: Kanban and Pull Based Manufacturing

Lean Manufacturing: Kanban and Pull Based Manufacturing Microsoft Dynamics AX 2012 Lean Manufacturing: Kanban and Pull Based Manufacturing White Paper This whitepaper introduces a variety of kanban and pull based manufacturing scenarios and how they can be

More information

DCC Lean Training 2015 Mapping the Extended Value Chain. Facilitated by Sean Ellis B&M Analysts (Pty) Ltd 16 April 2015

DCC Lean Training 2015 Mapping the Extended Value Chain. Facilitated by Sean Ellis B&M Analysts (Pty) Ltd 16 April 2015 DCC Lean Training 2015 Mapping the Extended Value Chain Facilitated by Sean Ellis B&M Analysts (Pty) Ltd 16 April 2015 Introduction to Lean What is Lean? A system for creating and supporting thinking

More information

Lean Glossary of Terms

Lean Glossary of Terms 3 Actuals Walk To learn about the "current state" by observing the actual workers doing the actual work in the actual place where the work normally occurs. See also: Process Walk 5 Whys Asking why repeatedly

More information

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement

Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement PREPRINT Lean, Six Sigma, and the Systems Approach: Management Initiatives for Process Improvement Robert B. Pojasek Pojasek & Associates, Boston, USA This paper will be published as a featured column

More information

Overall Equipment Effectiveness (OEE) A General Discussion on its Benefits

Overall Equipment Effectiveness (OEE) A General Discussion on its Benefits Overall Equipment Effectiveness (OEE) A General Discussion on its Benefits 2001-2011 Capstone Metrics LLC www.capstonemetrics.com Table of Contents Benefits of OEE / TEEP Management... 3 Improved Profitability...

More information

LEAN MANUFACTURING. Mark Sheffer, Vice President, Operations, Tyco Plastics, Covington, GA

LEAN MANUFACTURING. Mark Sheffer, Vice President, Operations, Tyco Plastics, Covington, GA LEAN MANUFACTURING Mark Sheffer, Vice President, Operations, Tyco Plastics, Covington, GA What is it with the world today? Everyone wants to be thin!...skinny is sexy...lean is Mean... Society seems to

More information

Hessel Visser NCOI Les 6 A P 373. Operations Management, 7E: Chapter 14 en15

Hessel Visser NCOI Les 6 A P 373. Operations Management, 7E: Chapter 14 en15 1 Lecture Planning and Control 14 Enterprise Resource Planning (ERP) 15 Lean synchronization 16 Project Management (zie andere sheets) 17 Quality Management (zie andere sheets) Hessel Visser NCOI Les 6

More information

APICS acknowledges the Basics of Supply Chain Management Committee for its contributions in the development of this resource.

APICS acknowledges the Basics of Supply Chain Management Committee for its contributions in the development of this resource. APICS acknowledges the Basics of Supply Chain Management Committee for its contributions in the development of this resource. Jim Caruso, CPIM, CSCP (chair) Carol Bulfer, CPIM James F. Cox, Ph.D., CFPIM,

More information

Toyota Production System. Lecturer: Stanley B. Gershwin

Toyota Production System. Lecturer: Stanley B. Gershwin Toyota Production System Lecturer: Stanley B. Gershwin Primary source: Toyota Production System by Yasuhiro Monden See also: Decoding the DNA of the Toyota Production System by Steven Spear and H. Kent

More information

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing Lean Test Management Ban Waste,Gain Efficiency Bob van de Burgt Professional Testing 1 I will show you differently! 2 Agenda - Lean Manufacturing - Lean Six Sigma - Roadmap to Lean Test Management - Conclusions

More information

Top reasons why ekanban should be a key element of your lean manufacturing plan

Top reasons why ekanban should be a key element of your lean manufacturing plan Infor ERP Top reasons why ekanban should be a key element of your lean manufacturing plan Table of contents Executive summary... 3 Reactive manufacturing model... 4 Move over manual Kanban... 6 Electronic

More information

Lean Kitting: A Case Study

Lean Kitting: A Case Study Lean Kitting: A Case Study Ranko Vujosevic, Ph.D. Optimal Electronics Corporation Jose A. Ramirez, Larry Hausman-Cohen, and Srinivasan Venkataraman The University of Texas at Austin Department of Mechanical

More information

Ten Steps to Lean Electrical Controls. a White Paper by J.E. Boyer Company, Inc.

Ten Steps to Lean Electrical Controls. a White Paper by J.E. Boyer Company, Inc. a White Paper by J.E. Boyer Company, Inc. Executive Summary Globalization is forcing companies to constantly become more efficient. To drive efficiencies, many companies are implementing Lean Manufacturing

More information

Mixed Model Scheduling

Mixed Model Scheduling The following is some additional information on Mixed Model Scheduling. Instead of writing something on the subject ourselves, we decided to provide you with a couple of articles that I found to be very

More information

VALUE STREAM ANALYSIS ON A PRINTED CIRCUIT BOARD (PCB) PRODUCTION LINE

VALUE STREAM ANALYSIS ON A PRINTED CIRCUIT BOARD (PCB) PRODUCTION LINE VALUE STREAM ANALYSIS ON A PRINTED CIRCUIT BOARD (PCB) PRODUCTION LINE Arvind S, Syari S Nair, Department of Industrial Engineering & Management, M.G University, Kerala Email: aravinds@gmail.com, syarinair@gmail.com

More information

A Review of Assembly Line Changes for Lean Manufacturing

A Review of Assembly Line Changes for Lean Manufacturing IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) ISSN: 2278-1684, PP: 01-05 www.iosrjournals.org A Review of Assembly Line Changes for Lean Manufacturing Awasare Anant Dattatray 1, M.V.Kavade

More information

APPLICATION OF KANBAN SYSTEM FOR MANAGING INVENTORY

APPLICATION OF KANBAN SYSTEM FOR MANAGING INVENTORY Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series I: Engineering Sciences APPLICATION OF KANBAN SYSTEM FOR MANAGING INVENTORY M. APREUTESEI 1 I.R. ARVINTE 1 E. SUCIU 2 D. MUNTEANU

More information

QAD Enterprise Applications Standard and Enterprise Edition. Training Guide Lean Manufacturing

QAD Enterprise Applications Standard and Enterprise Edition. Training Guide Lean Manufacturing QAD Enterprise Applications Standard and Enterprise Edition Training Guide Lean Manufacturing 70-3217-2012.1SE_EE QAD 2012.1 Enterprise Edition and 2012 Standard Edition September 2012 This document contains

More information

The 7 Wastes (Muda) Lean Manufacturing

The 7 Wastes (Muda) Lean Manufacturing The 7 Wastes (Muda) Lean Manufacturing www.thesalesmasters.com Page 1 of 11 Agenda Page Introduction... 3 1. Over Production... 4 2. Inventory... 5 3. Motion... 6 4. Waiting... 7 5. Transportation... 8

More information

Glossary Lean Production Adding Value without Wastage CIP PULL KANBAN TPM JIT. Consulting

Glossary Lean Production Adding Value without Wastage CIP PULL KANBAN TPM JIT. Consulting Adding Value without Wastage CIP PULL JIT KANBAN TPM Consulting CIP Continuous Improvement Process The principle of the continuous improvement constitutes a self-contained part of the management philosophy.

More information

Chapter 11. Lean synchronization

Chapter 11. Lean synchronization Chapter 11 Lean synchronization Slack et al s model of operations management Direct Design Operations Management Deliver Develop Supply network management Capacity management Inventory management Planning

More information

Accelerated Route to Lean Manufacturing

Accelerated Route to Lean Manufacturing Accelerated Route to Lean Manufacturing Our Accelerated Route to Lean Manufacturing programme (ARTL) can take your team from zero knowledge to lean champions in just 10 weeks. Designed to fit in with the

More information

IMPACT OF PROCESS VARIABILITY ON LEAN MANUFACTURING SYSTEMS

IMPACT OF PROCESS VARIABILITY ON LEAN MANUFACTURING SYSTEMS IMPACT OF PROCESS VARIABILITY ON LEAN MANUFACTURING SYSTEMS Mel Adams and Bernard J. Schroer Center for Automation & Robotics University of Alabama in Huntsville Huntsville, AL 35899 adamsm@email.uah.edu

More information

Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM

Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM Upholstery Frame Workshop NCSU Wood Products Extension Hickory, North Carolina December 10th, 2009 Harry Watt Business Improvement Specialist harry_watt@ncsu.edu

More information

Ch.6 Manufacturing Planning & Control System.

Ch.6 Manufacturing Planning & Control System. Part 1 : System Management. Ch.6 Manufacturing Planning & Control System. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, E-mail : lkangsan@iems.co.kr Manufacturing Planning System. Manufacturing

More information

Lead time Reduction Using Lean Manufacturing Principles For Delivery Valve Production

Lead time Reduction Using Lean Manufacturing Principles For Delivery Valve Production Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 1 (2014), pp. 35-40 Research India Publications http://www.ripublication.com Lead time Reduction Using Lean Manufacturing Principles

More information

SC21 Manufacturing Excellence. Process Overview

SC21 Manufacturing Excellence. Process Overview SC21 Manufacturing Excellence Process Overview Prepared by:- The SC21 Performance, Development and Quality (PDQ) Special Interest Group (SIG) Acknowledgement The scoring methodology used in the Management

More information

7 Deadly Sins. A publication of:

7 Deadly Sins. A publication of: 7 Deadly Sins A publication of: TABLE OF CONTENTS Intro 3 Sin # 1 : Transport and Handling 4 Sin # 2 : Inventory 7 Sin # 3 : Movement 9 Sin # 4 : Waiting Time 11 Sin # 5 : Overproduction 13 Sin # 6 : Over-processing

More information

Datasheet Electronic Kanban Ultriva vs. ERP ekanban Modules By Narayan Laksham

Datasheet Electronic Kanban Ultriva vs. ERP ekanban Modules By Narayan Laksham Datasheet Electronic Kanban Ultriva vs. ERP ekanban Modules By Narayan Laksham Summary: Several ERP vendors offer rudimentary Kanban modules to compliment their MRP systems. However, these Kanban modules

More information

Lean Production. Learning Objectives. What is Lean Production? PMBA8155 Operations Management

Lean Production. Learning Objectives. What is Lean Production? PMBA8155 Operations Management PMBA8155 Operations Management Lean Production Learning Objectives Explain Lean or Just-in-Time (JIT) Production Understand Elements of A Lean System 2 What is Lean Production? Lean Production is an integrated

More information

The journey to lean manufacturing

The journey to lean manufacturing The journey to lean manufacturing Bringing it all together Using digital networked manufacturing to identify inefficiencies and streamline the end-to-end production process A point of view from BT Global

More information

REDUCTION OF WORK IN PROCESS INVENTORY AND PRODUCTION LEAD TIME IN A BEARING INDUSTRY USING VALUE STREAM MAPPING TOOL

REDUCTION OF WORK IN PROCESS INVENTORY AND PRODUCTION LEAD TIME IN A BEARING INDUSTRY USING VALUE STREAM MAPPING TOOL REDUCTION OF WORK IN PROCESS INVENTORY AND PRODUCTION LEAD TIME IN A BEARING INDUSTRY USING VALUE STREAM MAPPING TOOL Praveen Saraswat 1, Deepak Kumar 2 and Manoj Kumar Sain 3 1 Senior Lecturer, 2,3 Associate

More information

ERP Meets Lean Management

ERP Meets Lean Management Meets Lean Management James M. Noblitt, CPIM, CIRM Sr. Management Consultant High-Tech meets No-Tech! Digital Lean Visual Work Orders Push Data Entry Reports Security/Access Data Accuracy Complicated Spread

More information

Lean Principles by Jerry Kilpatrick

Lean Principles by Jerry Kilpatrick Lean Principles by Jerry Kilpatrick Introduction Lean operating principles began in manufacturing environments and are known by a variety of synonyms; Lean Manufacturing, Lean Production, Toyota Production

More information

Going Lean the ERP Way

Going Lean the ERP Way Going Lean the ERP Way Somnath Majumdar Abstract: Lean concepts and techniques are widely used all over the world today to eliminate waste in all processes. These are applicable for all organizations,

More information

LEAN 101 CRASH COURSE. Presented by Jacob McKenna and Seaver Woolfok

LEAN 101 CRASH COURSE. Presented by Jacob McKenna and Seaver Woolfok LEAN 101 CRASH COURSE Presented by Jacob McKenna and Seaver Woolfok Introductions Name Company Position Expectations Favorite Movie Instructors Background: Jacob McKenna has been involved with Lean manufacturing

More information

Factory Physics: The Key to Green Industries

Factory Physics: The Key to Green Industries Factory Physics: The Key to Green Industries College of Engineering and Architecture - College Days 2012 EXHIBIT: Greening Industries Student Chapter Philippine Institute of Industrial Engineers (PIIE)

More information

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

More information

QUEST The Systems Integration, Process Flow Design and Visualization Solution

QUEST The Systems Integration, Process Flow Design and Visualization Solution Resource Modeling & Simulation DELMIA QUEST The Systems Integration, Process Flow Design and Visualization Solution DELMIA QUEST The Systems Integration, Process Flow Design and Visualization Solution

More information

INVENTORY CONTROL BY TOYOTA PRODUCTION SYSTEM KANBAN METHODOLOGY A CASE STUDY

INVENTORY CONTROL BY TOYOTA PRODUCTION SYSTEM KANBAN METHODOLOGY A CASE STUDY Int. J. Mech. Eng. & Rob. Res. 2013 V M Nistane and Srinivas Viswanath V, 2013 Research Paper ISSN 2278 0149 www.ijmerr.com Vol. 2, No. 1, January 2013 2013 IJMERR. All Rights Reserved INVENTORY CONTROL

More information

USE OF THE VALUE STREAM MAPPING TOOL FOR WASTE REDUCTION IN MANUFACTURING. CASE STUDY FOR BREAD MANUFACTURING IN ZIMBABWE.

USE OF THE VALUE STREAM MAPPING TOOL FOR WASTE REDUCTION IN MANUFACTURING. CASE STUDY FOR BREAD MANUFACTURING IN ZIMBABWE. Proceedings of the 2011 International Conference on Industrial Engineering and Operations Management Kuala Lumpur, Malaysia, January 22 24, 2011 USE OF THE VALUE STREAM MAPPING TOOL FOR WASTE REDUCTION

More information

Lean Supply Chain and Logistics Management

Lean Supply Chain and Logistics Management Lean Supply Chain and Logistics Management Paul Myerson Me Grauu Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto CONTENTS CHAPTER

More information

Lean Supply Chain and Logistics Management Paul Myerson

Lean Supply Chain and Logistics Management Paul Myerson Lean Supply Chain and Logistics Management Paul Myerson New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Contents Chapter 1 Chapter

More information

Copyright 2000 Society of Manufacturing Engineers MANUFACTURING INSIGHTS. An Introduction to Lean Manufacturing

Copyright 2000 Society of Manufacturing Engineers MANUFACTURING INSIGHTS. An Introduction to Lean Manufacturing MANUFACTURING INSIGHTS An Introduction to Lean Manufacturing WARNING federal law provides severe civil and criminal penalties for the unauthorized reproduction, distribution or exhibition of copyrighted

More information

Business Process Optimization w/ Innovative Results

Business Process Optimization w/ Innovative Results Business Process Optimization w/ Innovative Results Sam DiSalvatore Introduction The principle of continuous process improvement is based on the belief that even excellent products and services can be

More information

L E A N M A N U F A C T U R I N G

L E A N M A N U F A C T U R I N G Executive Summary... 3 What is Lean Manufacturing?... 4 The Principles of Lean Manufacturing... 4 The Benefits of Lean... 6 Operational Improvements... 6 Administrative Improvements... 6 Strategic Improvements...

More information

Transactional Flowchart: Guidelines and Examples

Transactional Flowchart: Guidelines and Examples Transactional Flowchart: Guidelines and Examples A Transactional Flowchart depicts all the activities in a process, from beginning to end. You can use a Transactional Flowchart to: Provide a pictorial

More information

Microsoft Dynamics AX. ebecs Lean AX ebecs Lean Enterprise for Dynamics AX

Microsoft Dynamics AX. ebecs Lean AX ebecs Lean Enterprise for Dynamics AX Microsoft Dynamics AX ebecs Lean AX ebecs Lean Enterprise for Dynamics AX Microsoft Dynamics AX - Lean Manufacturing ebecs delivers a complete Lean Enterprise solution for Microsoft Dynamics AX written

More information

Notes: Instructors and dates are subject to change depending upon availability of instructors.

Notes: Instructors and dates are subject to change depending upon availability of instructors. Notes: Instructors and dates are subject to change depending upon availability of instructors. 1. We use Mini-Tab in this workshop. Mini-tab is available for free trail for 30 days and MUST be run on a

More information

Lean enterprise Boeing 737 manufacturing Lean Production System

Lean enterprise Boeing 737 manufacturing Lean Production System Student Self-administered case study Lean enterprise Boeing 737 manufacturing Lean Production System Case duration (Min): 45-60 Operations Management (OPs) Lean enterprise Worldwide Case summary: Assembling

More information

Real-time Visibility. Auto-ID enabled SAP Applications for Manufacturing. Reference Guide. Delivering Real-Time Visibility to the Enterprise

Real-time Visibility. Auto-ID enabled SAP Applications for Manufacturing. Reference Guide. Delivering Real-Time Visibility to the Enterprise Real-time Visibility Auto-ID enabled SAP Applications for Reference Guide Delivering Real-Time Visibility to the Enterprise 2009 OATSystems Real-time Visibility 1. 2. 3. 4. 5. 6. Raw Material Assembly

More information

Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH

Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH Srikanth (Sri) Poranki, Ph.D., CSS-Black-Belt Director, Performance Improvement Dept. Quality & Patient Safety UHSH 3 Agenda Need for Lean in Healthcare Lean at UHS Lean & Green Questions McGlynn EA, Asch

More information

Louisiana Tech University Lean Manufacturing Courses

Louisiana Tech University Lean Manufacturing Courses Lean Course Objectives: Your Employees will be able to: Louisiana Tech University Lean Manufacturing Courses Understand the tools, terms, terminology, and most importantly the benefits of Lean Manufacturing.

More information

Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433

Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433 Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433 This webcast deals with how to assign and initiate a supply

More information

PROFIT SOLUTION SEMINAR November Lean Manufacturing and Dowel Construction for the Cabinet and Furniture Industry

PROFIT SOLUTION SEMINAR November Lean Manufacturing and Dowel Construction for the Cabinet and Furniture Industry PROFIT SOLUTION SEMINAR November 2009 Lean Manufacturing and Dowel Construction for the Cabinet and Furniture Industry Implementing Lean Manufacturing for the Cabinet and Furniture Industry Phil Mitchell

More information

Nanoplas, Inc. - Lean Manufacturing IM Overview

Nanoplas, Inc. -  Lean Manufacturing IM Overview Lean Manufacturing IM Overview Overview of Lean Manufacturing Lean Manufacturing is a general term applied to the latest methods of manufacturing designed to maximize value and minimize waste. It is a

More information

Achieving Basic Stability By Art Smalley

Achieving Basic Stability By Art Smalley Achieving Basic Stability By Art Smalley Introduction Lean production has dramatically lifted the competitiveness of many manufacturing companies and the value they deliver to customers. What s more, encouraging

More information

Greening Our Future By Educating Tomorrow s Workforce. Module 2: Lean Manufacturing and the Environment

Greening Our Future By Educating Tomorrow s Workforce. Module 2: Lean Manufacturing and the Environment Greening Our Future By Educating Tomorrow s Workforce Module 2: Lean Manufacturing and the Environment 11/16/2011 Module 2: Lean Manufacturing and the Environment What You Will Learn From This Module:

More information

Push and Pull Production Systems

Push and Pull Production Systems Push and Pull Production Systems You say yes. I say no. You say stop. and I say go, go, go! The Beatles 1 The Key Difference Between Push and Pull Push Systems: schedule work releases based on demand.

More information

Value Stream Mapping Basics

Value Stream Mapping Basics Value Stream Mapping Basics Learning Objectives At the end of this module, you will be able to: Sketch a basic value stream map Demonstrate basic value stream analysis Recognize steps for process improvement

More information

Component Based Modeling and Simulation of Value Stream Mapping for Lean Production Systems

Component Based Modeling and Simulation of Value Stream Mapping for Lean Production Systems Component Based Modeling and Simulation of Value Stream Mapping for Lean Production Systems Mohamed A. Shararah 1, Khaled S. El-Kilany, and Aziz E. El-Sayed Department of Industrial and Management Engineering

More information

The Training Material on Logistics Planning and Analysis has been produced under Project Sustainable Human Resource Development in Logistic Services

The Training Material on Logistics Planning and Analysis has been produced under Project Sustainable Human Resource Development in Logistic Services The Training Material on Logistics Planning and Analysis has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support from Japan-ASEAN

More information

An Overview of Lean and How to Adopt Lean to Biotech Manufacturing

An Overview of Lean and How to Adopt Lean to Biotech Manufacturing An Overview of Lean and How to Adopt Lean to Biotech Manufacturing ISPE 16th Annual Vendor Night Exhibit Show March 1, 2007 Dr. Fadel Hamed Process Owner, Operational Excellence Training and Methodology

More information