Value_Stream_Mapping-某著名外企

1、Value Stream MappingLean Six SigmaDMAIC Improvement Process Road MapReview Project Charter Validate Problem Statement and GoalsValidate Voice of the Customer and Voice of the BusinessValidate Financial BenefitsValidate High-Level Value Stream Map and ScopeCreate Communication PlanSelect and Launch T

2、eamDevelop Project ScheduleComplete Define GateIdentify Potential Root CausesReduce List of Potential Root CausesConfirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key OutputsPrioritize Root CausesComplete Analyze GateDevelop Potential SolutionsEvaluate, Select, and Optimize

3、 Best SolutionsDevelop To-Be Value Stream Map(s) Develop and Implement Pilot SolutionConfirm Attainment of Project GoalsDevelop Full Scale Implementation PlanComplete Improve GateImplement Mistake ProofingDevelop SOPs, Training Plan and Process ControlsImplement Solution and Ongoing Process Measurem

4、entsIdentify Project Replication OpportunitiesComplete Control GateTransition Project to Process OwnerProject CharterVoice of the Customer and Kano AnalysisSIPOC MapProject Valuation / ROIC Analysis ToolsRACI and Quad ChartsStakeholder AnalysisCommunication PlanEffective Meeting ToolsInquiry and Adv

5、ocacy SkillsTime Lines, Milestones, and Gantt ChartingPareto AnalysisBelbin AnalysisValue Stream MappingValue of Speed (Process Cycle Efficiency / Littles Law)Operational DefinitionsData Collection PlanStatistical SamplingMeasurement System Analysis (MSA) Gage R&RKappa StudiesControl ChartsHistogram

6、sNormality TestProcess Capability AnalysisProcess Constraint ID and Takt Time AnalysisCause and Effect AnalysisFMEAHypothesis Tests/Conf. IntervalsSimple and Multiple RegressionANOVAComponents of VariationConquering Product and Process ComplexityQueuing Theory Replenishment Pull/KanbanStocking Strat

7、egyProcess Flow Improvement Process BalancingAnalytical Batch SizingTotal Productive MaintenanceDesign of Experiments (DOE)Solution Selection MatrixPiloting and SimulationMistake-Proofing/Zero DefectsStandard Operating Procedures (SOPs)Process Control PlansVisual Process Control ToolsStatistical Pro

8、cess Controls (SPC)Solution ReplicationProject Transition ModelTeam Feedback SessionValue Stream Map for Deeper Understanding and FocusIdentify Key Input, Process and Output MetricsDevelop Operational DefinitionsDevelop Data Collection PlanValidate Measurement SystemCollect Baseline DataDetermine Pr

9、ocess CapabilityComplete Measure GateToolsActivitiesKaizen, 5S, NVA Analysis,Generic Pull Systems, Four Step Rapid Setup MethodIdentify and Implement Quick ImprovementsImproveAnalyzeControlMeasureDefineLearning ObjectivesDevelop skill with value stream maps to analyze the process in detail from the

10、process participants and the customers viewpointsLearn value stream mapping as a critical skill to eliminating waste in the existing processLearn the features of different approaches to value stream mapping to enhance team learningLearn how to develop a detailed, data rich Value Stream Map Learn abo

11、ut some helpful mapping hints and how to use the mapsPrepare for Complexity Value Stream mappingWhats in It for Me?Value Stream Mapping is a visual tool to help understand the current value stream. It allows people to easily understand where waste exists in the process. It gives the improvement team

12、 a basis for prioritizing improvement efforts.It gives the team a visual tool for representing their improvement ideas, so they are better able to communicate with people inside and outside the organization.Value Stream MappingData is collected on the flow of a single family of productsCurrent state

13、 VSM shows the flow with value add and non value add costs/activitiesWaste analysis is performed on the current state to define the future stateFuture state VSM shows flow with non value add costs removedThe Importance of Value Stream MappingUnderstand strategic business objectivesCreate High-Level

14、Value Stream MapInclude High-Level Business processes and High-Level MetricsCollect additional metrics if warrantedAnalyze gaps to business strategy and voice of customerDecide on areas of focusCreate project chartersStrategically assign projectsAccurately and Precisely DEFINE the ProblemMEASURE the

15、 problem with Process and Value Stream MappingANALYZE the problem and focus on root causesIdentify and prioritize IMPROVE tools and implementCONTROL the solution and sustain the results!Value Stream Mapping is the one of the most effective methodologies and communication tools in our Lean toolbox!Co

16、mpleted by the Management Team and Business Leaders to help identify opportunity areas and projects.Completed by the team during the DMAIC project.Who Uses Process and Value Stream Maps?Value Stream Maps are used at the business (strategic) level for opportunity and project identification by managem

17、ent teams.Maps at this level are owned by the business unit leaders.At the project (tactical) level, process and value stream maps are used by improvement teams to identify and visualize the improvement opportunities, and as an effective communication mechanism to all levels of the company.Maps at t

18、his level are created and initially owned by improvement teams and transitioned to process owners during the DMAIC Control Phase.What Is a Process Map?A graphical representation of a process flow identifying the steps of the process, and the xs and ys of the process stepsProvides ability to visualiz

19、e the process, and helps identify opportunities for improvement.Load PartClamp part Start CycleCutting- S,N wrenches-S, N Part-S,N Fixture holder-S,N Clamps-S,N Part-S,N Fixture Holder- S Pump control(manual)- S Machine controls(semi)- S Start cycle BottonMonitor and Adjust settingsMonitor for arcin

20、g Problems Backing Out To Rear LimitUnload Part- S Full depth- S Machine- S, N Fixture Holder-S N wrench- S, N Part- C, N Electrode (design)- C, N Insulator, - S, N Contact Points- S, N Part- C Voltage- C Electrol Pressure- C, N Electrolyte- C E. Temp- C Feed rate- S Voltage gage- S Presure gage-S V

21、ision-S Amp Gage-S Machine Existence of ArcingFixture & electrode inupright positionCompleted PartEmpty MachinePart LoadedPart ClampedCycle startedCut PartUsed ElectrolyteUsed ECM machineUsed Electrode-Process StepsOutputs (little ys)Inputs (little xs)20,000 pcs/moModule=100SUPPLIERDistributionAssem

22、bly 2Assembly 1Machine 1Machine 2Raw castingsDaily scheduleMachine 1d materialDaily scheduleForgings, bolts, nuts, washers Daily scheduleAssy 1, o-ring, bearing, snap ring Daily scheduleReceiving/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100 pcs200 pcsIIIIIAssy 2Daily scheduleMACHINING & ASSEMBLY

23、Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper100 pcs1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shiftx= X-Purc PartsC/O = 2 MinUp

24、time 95%Batch Size 500P/T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily scheduleC/O = 5 MinUptime 95%Batch Size

25、 100P/T = 60 Secx=X-Assy 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shipped order20 sec50 sec35 sec40 sec23.7 hou

26、rs92.1 hours1.6 hoursP/T= 145 sec3 hoursPLT=124 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 secWhat Is a “Value Stream Map?Think of a “Value Stream Map as a data-rich process map:Load PartClamp part downStart CycleCutting- S,N wrenches-S, N Part-S,N Fixture holder-S,N Clamps-S,N Part-S,N Fixtur

27、e Holder- S Pump control(manual)- S Machine controls(semi)- S Start cycle BottonMonitor and Adjust settingsMonitor for arcing Problems Backing Out To Rear LimitUnload Part- S Full depth- S Machine- S, N Fixture Holder-S N wrench- S, N Part- C, N Electrode (design)- C, N Insulator, - S, N Contact Poi

28、nts- S, N Part- C Voltage- C Electrol Pressure- C, N Electrolyte- C E. Temp- C Feed rate- N # part already ECMd- C Specific Gravity- S, N Power Cables- S, N Fixtures- S, N Hoses- S Nylon Coupling- C, N Filters- S Pumps- S, N Alignment of Part and Electrode- S Voltage gage- S Pressure gage-S V ision-

29、S Amp Gage-S Machine Accurate SettingExistence of ArcingFixture & electrode inupright positionCompleted PartEmpty MachinePart LoadedPart ClampedCycle startedCut PartUsed Electrolyte with metalAmpsUsed ECM machineUsed Electrode-A “Value Stream Map extends the usefulness of process maps by adding more

30、 data (beyond ys and xs), such as: material and information flow; operating parameters; process and lead times; etc.Value Stream Mapping Example:Current State VSM20,000 pcs/moModule=100SUPPLIERDistributionAssembly 2Assembly 1Machine 1Machine 2Receiving/Warehouse2/Day1/WeekCustomer1000 pcs5000 pcs100

31、 pcs200 pcsIIIIIMACHINING and ASSEMBLY Forecast, 6 Month, FaxOrder, Weekly (5-day), FaxMRPForecast, 90/60/30 Day, FaxOrder, Daily, FaxCUSTOMERSERVICEMRPPURCHASINGMRP100 pcsI100 pcsIWork Orders, Daily Release, Paper100 pcs1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1x8 hr shift1, 1

32、x8 hr shiftx= X-Purc PartsC/O = 2 MinUptime 95%Batch Size 500P/T = 80 Secy= Raw Castingx=X-Raw CastingC-Daily scheduleC/O = 30 MinUptime 95%Batch Size 100P/T = 30 Secx=X-Machine 1 materialC-Daily scheduleC/O = 60 MinUptime 80%Batch Size 100P/T = 45 Secx=X-Machined part, bolts, nuts, washer, C-Daily

33、scheduleC/O = 5 MinUptime 95%Batch Size 100P/T = 60 Secx=X-Assy 1, O-ring, bearing, snap ring, C-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 50 Secx=X-Assy 2, X-PackagingC-Daily scheduleC/O = 10 MinUptime 95%Batch Size 100P/T = 90 Secy=machined party=machined party=assy 1y=assy 2y=shippe

34、d order20 sec50 sec35 sec40 sec23.7 hours92.1 hours1.6 hoursP/T= 145 sec3 hoursPLT = 12.3 hrs 80 sec + 1.8 hours30 sec60 sec45 sec50 sec90 secInventoryCreating Current State Value Stream MapsValue Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down Flow Cha

35、rtStep 3: Determine Product/Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapOUTPUTPROCESSCUSTOMERRequireme

36、nts, Specs and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC ChartThe SIPOC Chart helps us to begin to bound the process we wish to mapStep 1: High-Level SIPOC ChartSupplier Input Process Output Chart (SIPOC)Customers: Companies X, Y, & ZOutputs:

37、 Cost, Quality, On-Time DeliveryProcess: Produce Products 1, 2, 3, 4 & 5Inputs:Raw MaterialSuppliers:Companies A, B & CA high-level SIPOC chart helps to identify the process output(s) and the customers of that output so that the Voice of the Customer can be capturedOUTPUTPROCESSCUSTOMERRequirements,

38、 Specifications and InformationSUPPLIERINPUTBoundary -(“Triggers” Process)Boundary -(ProcessCompleted)Step 1: The SIPOC Chart(A) Determine the Customer(s) of the the process(B) Determine key output variables and then translate these into customer requirements (output specifications) and identify rel

39、ated Key Process Output Variables (KPOVs)(C) Go Upsteam to the Process Steps(s) which most impact the OUTPUT and determine the Key Process Input Variables (KPIVs) (D) Identify the Suppliers to the process and the requirements (input specifications) required to support the process to meet the Custome

40、r requirementsSIPOC Tipsa.The start and end points (boundaries) of the process are essential to the SIPOC chart “without a beginning, there can be no end.Creates focus for the SIPOC chartb.Every process has several different groups of Customers.Always start a process analysis by defining and listing

41、 the Customer Groups. (Note: May be internal or external Customers.)Prioritize the Customer Groups; pick the top 2.c.For each Customer Group, list the Customer Expectations.Prioritize the Expectations.The most important Expectations are designated Customer CTQs (Critical to Quality). In some situati

42、ons, there may also be CTDs (Critical to Delivery) and CTCs (Critical to Cost) identified.The CTQs, CTDs and CTCs constitute the Customer Requirements needed to complete the SIPOC.SIPOC Tipsd.Research and determine the inputs into the process that affect the outputs use leading versus lagging measur

43、es whenever possible:Leading Measures tell the need to adjust process before the fact.Evaluate inputs and adjust downstream process to reflect results of evaluation.Lagging Measures inform about process performance and the need for adjustment after the fact.Evaluate results of process step and feed

44、information upstream.Example: the length, in inches, of columns of lost dogs in LA is a leading indicator of a major earthquake they feel the tremors that we dont feel that precede a major earthquakee.Not only should the SIPOC chart capture customer requirements, but also the key Business Requiremen

45、ts as well:Reduced InventoryIncreased ThroughputLower CostSIPOC Example:Pizza DeliveryBoundaries Where does the process of buying a pizza start? When the customer calls the pizza shop.When does this process stop? When pizza is delivered.Customers Who are the customers? College kids, Suburban familie

46、s, Sports Fans, Singles. Outputs What does the customer want? A delivered pizza. What are the Requirements: to have hunger satisfied, hot pizza, lots of toppings, delivered on-time, order correct, good price.Output Specifications CTQs:Pizza must be 120 degrees +/- 5 degreesOrder must have zero defec

47、tsPizza must weight 4.0 lbs +/- 1 lbsCTDs: Pizza must be delivered in 20 minutes +/- 5 minutesDelivery person must be clean and courteousCTPs: Price must be less than $11 per large pizza with couponInputs Pizza ingredients, customer order, pizza shop with equipment and employees. What are the requir

48、ements: trained pizza maker, mapping software expertise for delivery personnel, service training for pizza shop employees, equipment that worksInput Specifications:Fresh produce and meats (less than one day, continuously refrigerated)99% pizza maker uptime, 95% delivery vehicle uptimePassing grade o

49、n pizza maker, software, and customer service tests (80%)Supplier Food distributor, pizza equipment & vehicle distributors, employment agencySIPOC Example:Marketing Resource DivisionWhen a request is made by a market organization to change the way the market organization wants to be reported, then t

50、he indicative system that maintains the current reporting structure of that organization, needs to perform an extra ordinary manual effort, one code at the time, to convert these codes to the new reporting structure. The representative SIPOC Chart is:Supplier Inputs Process Outputs Customers-Marketi

51、ng-Organization-DealersChange RequestNameAddressDealer MergerNew Org.New RegionNew DistrictNew Agreement Changed data-Additional Systems-Requestors (Market Orgs)-DealersOrg. Requests ChangeCDID EvaluatesTime and CostOther Systems Implement ChangeCDID Changes DataRequestor NotifiedSystems Notify CDID

52、of CompletionExercise:Step 1: Create a SIPOC ChartB&D Industries ExerciseComplete a SIPOC Chart of B&D IndustriesTime: _ minutesValue Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down Flow ChartStep 3: Determine Product/Process Family to Value Stream MapS

53、tep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapStep 2: Top Down Flow Chart(Vertical Scoping)A “Top Down Flow Chart is meant to provide FOCUS

54、 by selectively expanding from the highest level down to the level where the root cause is located.Use the Start and Finish points of the process from the SIPOC chart.Define 6 to 12 high level activities between the Start and Finish.Expand the SINGLE high level activity most likely to contain the ro

55、ot cause into 6 to 12 medium level activities.Expand again (and again!) until the level of the cause(s) of the problem is reached.The purpose of the Top-Down Chart is to determine the correct level of the process to Value Stream Map it is a vertical look at the process.It is critical to our business

56、 to focus our improvement resources on the areas that are going to have the greatest return.The ProcessThe Sub-ProcessThe Micro-ProcessStep 2: Generic Top-Down Flow ChartDistributionPumpMotorFoundryExample:Step 2: Top-Down Flow ChartStartStopFabMachinePaintAssemblyTestPrepHousingInstallArmatureInsta

57、llShaftPressBearingsGreaseFittingsStep 2: Top-Down Flow Chart Option: Swim Lane Flow ChartUse for large, complex processes when:Multiple hand-offs between departments/functions are involved, including outside the company.Sequence and time of operations is important (as in lead time reduction).Can sh

58、ow information and product flows if needed.Uniquely adds the time horizon to the flow of information.The Swim Lane Flow Chart is still a Top-Down Flow ChartIt is a vertical look at the process It should have 6-12 steps at each levelIt should expand again (and again) until the level of the cause of t

59、he problem is reachedExample:Step 2: “Swim Lane Flow Chart StartStopCustomer*EngineeringToolingProductionField Service* Top lane is always the designated customer.Value Stream Mapping StepsStep 1: Create a SIPOC ChartStep 2: Map the Current State with a “Top Down Flow ChartStep 3: Determine Product/

60、Process Family to Value Stream MapStep 4: Draw the Process Flow MapStep 5: Add the Material FlowStep 6: Add the Information FlowStep 7: Add Process Data Collection BoxesStep 8: Add Processing and Lead Time DataStep 9: Verify Current State MapStep 3: Determine Product/Process Family (Horizontal Scopi