Lean Value Stream Mapping, current, future & 3 type of work
Resource: Stream Lined Flow, Three Types of Work, Value Stream Mapping, Current State Map & Future State Map
Stream Lined Flow
• The ideal condition is to ‘make one → move one’ or ‘serve one → move one’
• Lowers operating costs by reducing inventory costs, defects, and lead time
• Thesaurus ‐ streamline flow ‐ flow of a gas or liquid in which the velocity at any point is relatively steady
• Achieving ‘Stream Lined Flow’ is the next step after identifying value
Three Types of Work
• Value Added Work
• Necessary Non‐value Added Work
• Waste
The value added work, Necessary non‐value added work and waste can be understood by an example of a worker who is assigned the task of machining a part:
Value added work:
• If the worker remains involve in machining work that result in the specific task of machining part getting done, may be called as value added work.
Necessary non‐value added work:
• If the worker stops machining work for removing wrappers of parts purchased from subcontractor. This activity won’t be counted as value added work. However, considering parts’ unwrapping is also necessary for getting raw material for machining work, we might call this portion as necessary non‐value added work.
Waste:
• If the worker takes time out during his work hour to smoke then that is a
total waste.
Total Capacity
Total Capacity = Value added Work + Necessary Non‐Value Added Work + Waste
Value Stream Mapping
• A method of graphically depicting all the elements in the process.
• Describes both information and material flow side‐by‐side, and indicates both cost accumulation and build‐up of value.
Benefits of Value Stream Mapping
This method helps you obtain:
• A better understanding of the product cost
• A clearer picture of the manufacturing process
• Insights for work in progress (WIP) reduction
• Insights for production lead time reduction
• A faster response to changes in demand
• A faster response to quality concerns
• A greater emphasis on “Pull” or customer oriented production
• An increase in value added contribution
• Standardization of the production process
Three steps of Value Stream Mapping
1st step : Current State Map
2nd step : Future State Map
3rd step : Implementation of process improvement
What is a Current State Map
Pictorial representation of process with material and information flows highlighted
– Material Flow
– Information Flow
– Time
– Cost
– Value
Material Flow focuses on:
– Product flow paths
– Product proliferation
– Batching
– Lumpy vs. Level production
– Shared resources in the flow path (people & equipment)
– Inventory levels
Information Flow focuses on:
– Different forms of information
– Sources of production schedules
– How does operator know what to make & when?
– Transition areas – information flows across departments and shifts
– Interventions and changes in schedule
Time focuses on:
– Operation Cycle time
– Material flow time
– Waiting time for materials, equipment availability, resources, information
– Changeover time
– Production lead time
Future State Map.
Future state map identify the areas of concern that need to be improved over the coming months and you set targets for your change.
These changes typically include;
Stream Lined Flow
• The ideal condition is to ‘make one → move one’ or ‘serve one → move one’
• Lowers operating costs by reducing inventory costs, defects, and lead time
• Thesaurus ‐ streamline flow ‐ flow of a gas or liquid in which the velocity at any point is relatively steady
• Achieving ‘Stream Lined Flow’ is the next step after identifying value
Three Types of Work
• Value Added Work
• Necessary Non‐value Added Work
• Waste
The value added work, Necessary non‐value added work and waste can be understood by an example of a worker who is assigned the task of machining a part:
Value added work:
• If the worker remains involve in machining work that result in the specific task of machining part getting done, may be called as value added work.
Necessary non‐value added work:
• If the worker stops machining work for removing wrappers of parts purchased from subcontractor. This activity won’t be counted as value added work. However, considering parts’ unwrapping is also necessary for getting raw material for machining work, we might call this portion as necessary non‐value added work.
Waste:
• If the worker takes time out during his work hour to smoke then that is a
total waste.
Total Capacity
Total Capacity = Value added Work + Necessary Non‐Value Added Work + Waste
Value Stream Mapping
• A method of graphically depicting all the elements in the process.
• Describes both information and material flow side‐by‐side, and indicates both cost accumulation and build‐up of value.
Benefits of Value Stream Mapping
This method helps you obtain:
• A better understanding of the product cost
• A clearer picture of the manufacturing process
• Insights for work in progress (WIP) reduction
• Insights for production lead time reduction
• A faster response to changes in demand
• A faster response to quality concerns
• A greater emphasis on “Pull” or customer oriented production
• An increase in value added contribution
• Standardization of the production process
Three steps of Value Stream Mapping
1st step : Current State Map
2nd step : Future State Map
3rd step : Implementation of process improvement
What is a Current State Map
Pictorial representation of process with material and information flows highlighted
– Material Flow
– Information Flow
– Time
– Cost
– Value
Material Flow focuses on:
– Product flow paths
– Product proliferation
– Batching
– Lumpy vs. Level production
– Shared resources in the flow path (people & equipment)
– Inventory levels
Information Flow focuses on:
– Different forms of information
– Sources of production schedules
– How does operator know what to make & when?
– Transition areas – information flows across departments and shifts
– Interventions and changes in schedule
Time focuses on:
– Operation Cycle time
– Material flow time
– Waiting time for materials, equipment availability, resources, information
– Changeover time
– Production lead time
Future State Map.
Future state map identify the areas of concern that need to be improved over the coming months and you set targets for your change.
These changes typically include;
- Reduce Cycle Time
- Reduce setups / reduce batches
- Improve quality performance
- Change delivery schedules
- Implement kanban