In general, it begins with a customer order and ends with delivery of the order or payment collection after the order has been delivered — it is the entire cycle. Uptime is 90 percent Changeover time is 8 minutes Rework rate of 5 percent Inventory waiting for test: Next, go to your shipping process and Current state vsm a process box for shipping.
For example, if we have units waiting, and we sell 25 units per day on average, we have about 4 days of lead-time. Through the value stream mapping process, we identify and then plan to implement these breakthrough opportunities.
Note that we could have included multiple suppliers, or specific, key suppliers, in this map. Waste removal operations[ edit ] Current state vsm identifies three types of operations: This is a key question that Current state vsm reveal how effective the information flow is.
Step 2 — Map The Current State The current state is a snapshot of the activities needed to deliver the product or service. Administrative processes often struggle with receiving incomplete or incorrect information.
Working Time minus breaks 9. Number of product variations 7. Test has following characteristics: Since this value stream services many customers, we use one general icon for customers. The figure below shows what we would have drawn up to this point. Previously referred to as unnecessary inventory.
Number of operators 6. Other metrics to include, as needed, would be: Previously referred to as inappropriate processing, and includes unsafe production. Lead time is calculated in one of two ways: Let us imagine that for one of its value streams, it has categorized its product into three categories: Value stream mapping is a recognised method used as part of Six Sigma methodologies.
Below is a list of the information you will be collecting at each process step: A, B, and C. We add a process box for shipping and an arrow from shipping to the customers, showing daily shipments. If, on the other hand, we had two people doing assembly utilizing continuous flow in a cell, the cell would be only one process box, as there would not be any significant delay or inventory between the two steps.
Before the shipping operation, draw an inventory icon and indicate how much inventory is waiting for shipment. Lastly, you must tie in your information to your physical product flow. The production control system creates a forecast for raw materials that you give to your suppliers.
Eventually, we will create a process box for each process.
Dividing the inventory between two processes by the number of units consumed, per day, by the customer. We would draw in push arrows between metal stamping and assembly, between assembly and test, and between test and shipping.
Another example is your shipping process.
Note that there may be some not very significant WIP inventory between processing steps within an area of material flow, but you should still use one processing box. Then, we connect production control to manufacturing, showing a daily schedule that is sent to metal stamping, assembly, and test.
We would measure the elapsed time from when a process receives material from the previous process until that material is completely processed and moved to the next stage. Below is our finished current-state map.
In door-to-door value stream mapping, you do not necessarily need to map each process step.What is Value Stream Mapping (VSM) A value stream map illustrates the flow of materials and information from supplier to customer.
Value stream mapping (VSM) is a lean manufacturing technique used to analyze, design, and manage the flow of materials and information required to bring a product to a customer.
• Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it. current state VSM future state VSM.
Value Steam Mapping Steps Next Future State 7 Current State Future State Original State. Apply Five Simple Principles • Specify value from the standpoint of end. Current State VSM - Order Fulfillment Loop Customer %C&A = 70% PO Excel SAP System 2x weekly Account data Sales Order Sales 2.
In this and the next edition of Thinking Lean, we address value stream mapping, which is a high-level, strategic methodology for developing an improvement plan for a product or service line.
The value stream mapping methodology was introduced by Mike Rother and John Shook in their classic workbook. Value-stream mapping is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer with reduced lean wastes as compared to current map.
A current state value stream map will enable you to see the complete door-to-door flow in your facility and to identify and prioritize areas for improvement.
Before you create a current state map, you should have already identified the value stream you want to analyze. You will need the a pencil and paper (or laptop) and a stopwatch for.Download