Maximized Value Stream Mapping

Transcription

1 Maximized Value Stream Mapping Theory and practical application case study Christopher Martin Christopher Martin Production planning supervisor at Case IH Process improvement specialist with over decades of exposure: production operations planning, materials management and control, process improvement, database/systems design and development Project activity in support of fabrication, welding, painting and assembly on several production lines. President Central Nebraska APICS Chapter 1

2 Elements to Cover Value stream mapping definition/theory Current state map Action plan to future state Future state map Case Study VSM at the Case IH Grand Island facility Workshop Video Console VSM What is Value Stream Mapping VSM: process of mapping the primary material and information flows in converting raw material to finished product or creating a service of value that a customer is willing to pay for. Levels that can be mapped: Process : Plant : Multiple plants: Cross company

3 Benefits of VSM Visualize entire process Common language Demonstrates links between operations Flow decisions easy to identify Waste identified Continuous improvement tool - iterations VSM Primary Maps Current state map How we are today including key measurement and communication flows Future state map Where we plan to be a year or two from now based on proposed process improvement activity 3

4 Steps to a Current State Map Walk the process start upstream Establish customer requirements Determine major product families Pick a primary flow and major product Walk again, measure key elements, count inventory Draw current state map Establish Customer Requirements Define takttime pieces per day, week, month, year rate customer requires product 1 units per day in 8 hours, 100% utilization Factor 0.5 hrlunch, -15 min breaks Avaliabletime => 7 hours => 40 mins 40/ 1 => 0 min takttime Goal is to produce 1 unit every 0 mins 4

5 /1/013 Determine Major Product and Flow Delineate major processes Simplify but cover major steps in the flow Order Ingredients Receiving Take Order Prepare Bill Payment Process Mix Ingredients Bake Pizza Cut/ Box Pizza Sort for Delivery Put in Warmer Get Ingredients Measure Prepare Boxes Mix Ingredients Bake Pizza Cut/ Box Pizza Sort for Delivery 1 3 Measure Process Data Typical data to measure varies with product Cycle Time : Changeover time : Uptime : Lead time EPE 'leveled' production time : Scrap rate # of Operators : Pack size : Available time Use smallest time measurement feasible for product seconds, minutes, hours, days 5

6 Determine system triggers/ Info flow Examples of symbols used: Electronic Information Pull Push Withdraw Kanban Production Kanban Kanban Post Supermarket Process Customer/ Supplier Shipping Truck Data Table Primary elements to consider VA -value added activity impacts the fit, form or function of a product or service that a customer is willing to pay for eg install gas cap on tank NVA -non value added activity elements in the conversion process that adds no value to the product or service egmove gas cap to point of installation 6

7 Draw Current State Map eg: Pizza Production Control Suppliers Take orders, prepare bils, order raw materials, issue instruction to make pizza Customers Once Per Week Bills Cash/ CC Receipt Daily Tickets Mix Ingredients Bake Pizza Box Pizza Daily Sort for Delivery I 1 3 I Cycle Time: 5 mins Cycle Time: 5 mins Cycle Time: mins Cycle Time: 3 mins # of Employees: # of Employees: 1 # of Employees: # of Employees: 3 Shifts: 3. Shifts: 3 Shifts: 3 Shifts: 3 7 Days 0 Days 0 Days 0 Days 0.5 Days 7.5 Days 5 mins 5 mins mins 3 mins 35 mins Review map for process inefficiencies Waste 7 primary symptoms of problems - Over-production : Waiting : Transportation - Inventory : Motion : Over-processing : Defects - NVA vsva time - Over or under takt - Push systems - Line balance 7

8 Ask Primary Questions What is causing the waste? Where can we use continuous flow or pull? Where is best to trigger production? What is the bottleneck? How do we improve the bottleneck? How do we level production? Determine Plan of Action Implement kanban Add kitting areas with kit carts Use standard packaging from suppliers Balance lines and reallocate resources Rearrange work stations for efficiency Mix model production where feasible 8

9 List opportunity to improve eg Pizza Implement electronic signals Increase frequency of delivery Reduce raw material inventory value Improve efficiency of boxing operations Increase speed of delivery Draw Future State Map egpizza Production Control Take orders, prepare bils, order raw materials, issue instruction to make pizza Suppliers Customers Cash/ CC Receipt Bills Twice Per Week Order Screen Hourly Mix Ingredients Bake Pizza Ingredients 1 Cut/ Box Pizza Daily Sort for Delivery Improve Delivery supermarket kanban 3 Days Cycle Time: 5 mins # of Employees: Shifts: 3. Cycle Time: 5 mins # of Employees: 1 Shifts: I Cycle Time: 0.5 mins Cycle Time: 3 mins # of Employees: 1 # of Employees: 3 Pre-make boxes Shifts: 3 Shifts: 3 Make Box 1 3 Days Boxes 3 Days 0 Days 0 Days 0 Days 0 Days 0.10 Days 3.10 Days (1 mins - internal) 5 mins 5 mins 0.5 mins 3 mins 33.5 mins 9

10 Develop Project Plan/ Kaizen Journal Add key responsible persons Add timelines with milestone measurements Develop teams include primary operators Case Study: Case IH Grand Island 10

11 Case Study Case IH Grand Island Case IH is a global leader in agricultural equipment. With headquarters in the United States, Case IH has a network of more than 4,900 dealers and distributors that operates in over 160 countries. Corporate Website The Challenge: Grand Island Plant major product lines and 7 minor products Over 00,000 pieces installed daily Manufacturing in 4 buildings Warehousing miles away Varying production shifts Suppliers from all over the globe 11

12 The Challenge complex layout/ pace Main Spine for Assembly Fabrication Feeder Lines Supermarkets Sub-Areas etc Weld Main Paint 1 of 3 systems The Challenge Product & Process Major value product Axial Flow Combine 3 major models, 0 model variations, thousands of option combinations Major process flow Weldingand assembly in multiple buildings using multiple paint systems. Several lines support major product with complex movement of parts. 1

13 The Decision Product Pick high volume model AFX High Capacity Process Pick major component that travels major processes fab, weld, paint, assemble, ship Grain Tank The Decision: Components Component Growth 13

14 The Decision: Path Main Spine for Assembly Fabrication Feeder Lines Supermarkets Sub-Areas etc Weld Main Paint 1 of 3 systems Measurements Primary measurements taken Cycle time : Area lead time : Utilization Takttime different paces due to mixed model vs dedicated lines Inventory : EPE : Changeover time Number of shifts/associates 14

15 Current State Map 009 Weekly requirements 1 yr forecast Central Planning 6 week Frozen Order sequence Suppliers Customers MRP Weekly Daily MRP/ leanflo leanflo Build Card/ Line set Sheet Buffer 0 to units Laser Cut Form Weld Paint GT Assembly UMF Line Main/ Trim.5 Days 0.5 days 6 days 0.3 days 1 day 3 Days 13.3 days 0.80 hrs 0.03 hrs 0.95 hrs 4.84 hrs 5.06 hrs hrs 0.86 hrs 009 observation highlights High inventory especially pre-assembly areas Delays across lines despite Andon system Imbalance/overtime /high cycle times Excessive transportation Complicated electronic signals difficult to match with physical movement 15

16 Challenges to Future State beyond 09 Reduce inventory while doubling output Balance lines to reduce resource waste/takt Improve material delivery flow/reliability Link major lines for continuous flow Optimize fabrication operations Use world class manufacturing (WCM) as primary driver Future State Map increased vol Weekly requirements 1 yr forecast Central Planning 6 week Frozen Order sequence Suppliers Customers MRP Kanban pulls from WH Weekly Daily MRP/ leanflo leanflo Build Card/ Line set Sheet Dynamic Nesting SMED on Brakes Mixed model GT Buffer 0 to units Laser Cut Form Weld Paint GT Assembly UMF Line Main/ Trim FIFO Kanban flow Sequenced pull from SM Reduce WIP from Steel supplier.0 Days 0.5 days.5 days Implement FIFO 0.1 days 0.5 day Reduced Takt across assembly Reduced Fleet 0.3 Days 5.9 days 0.80 hrs 0.03 hrs 0.45 hrs 4.84 hrs 1.87 hrs 1.33 hrs 4.8 hrs 14.1 hrs 16

17 Overall results Almost doubled output with same shift plan Reduced lead time/inventory by 7.4 days Reduced cycle time by 40% Reduced assembly taktby 50% Millions saved due to improvement activity Changed overall culture of the plant Challenges to the next Future State Continue expansion to all major components Reduce inventory between weld and fab Optimize paint and fabrication operations Continue line balancing and reduce cycle time Remove buffers, expand continuous flow Consistently include all associates in changes 17

18 Workshop VSM of a small video game console Study current system and improve it Increased demand to 100 units per day Situation at a glance Weekly electronic requirements feed MRP system to control daily orders Plant ships daily to the customer with delays Suppliers ship daily to the plant High overtime including weekends Struggle to properly balance workforce 18

19 Plant Specification 4 work cells Motherboard C/T -10 mins, Inv50 completed, 100 pre-staged boards, associates, 8 hour shift Console C/T -5 mins, Inv5 completed, 3 associates, 8 hour shift Controller C/T -15 minsfor controller and 5 minsto install to the body, Inv5 completed, associates, 8 hour shift Test C/T -5 minstesting and 5 minsto package, Inv75 completed packages, associates, 8 hour shift Action Items Complete a current state map based on your plant observations Review this map and develop a proposed set of actions to improve the production system Complete a future state map based on your recommendations 19

20 Current State Map Video Console Production Control Weekly Suppliers Customers 100/ Day Daily Daily Daily Requirements Motherboard Console Controller Test I 100 pcs 3 50 pcs 5 pcs 5 pcs I 75 pcs Cycle Time: 10 mins Cycle Time: 5 mins Cycle Time: cont 15 mins Cycle Time: test 5 mins # of Employees: # of Employees: 3 install: 5 mins pack 5 mins Shift: 8 hours Shift: 8 hours Total: 0 mins Total 10 mins # of Employees: # of Employees: Shift: 8 hours Shift: 8 hours 1 Days 0.5 Days 0.5 Days 0.5 Days 0.75 Days.75 Days 10 mins 5 mins 0 mins 10 mins 65 mins Actions to improve to Future State Reduce cycle times towards 4.8 min takt Reduce inventory Improve pace operation console assembly Improve transportation to customer Balance lines to streamline and achieve pull Streamline raw material delivery 0

21 Future State Map: Video Console Suppliers Production Control Takt Time 8*60100 = 4.8 mins Weekly Customers 100/ Day Vary frequency to pace Daily Requirements Change trucking Co Milk run Milk Run Share employees Cycle Time reduction Continuous Flow Motherboard Console Controller Test 50 pcs Min - 10 pcs Max 5 pcs 3 Min - 10 pcs Max 5 pcs FIFO 3 I 5 pcs Add kanban triggered replenishment Cycle Time: 10 mins # of Employees: Cycle Time: 0 mins # of Employees: 3 Cycle Time: cont 15 mins # of Employees: Cycle Time: test 5 mins pack 5 mins Shift: 8 hours Shift: 8 hours Shift: 8 hours install 5 mins stations # of Employees: 3 Shift: 8 hours 0.5 Days 0.5 Days 0.5 Days 0.5 Days 1.5 Days 10 mins 0 mins 15 mins 15 mins 55 mins Restrict Supermarket Thank You Christopher Martin Christopher.martin@cnh.com (308) or (308) LinkedIn : 1

22 Survey