kenneth j. andrews emp-5179-5-1 manufacturing systems: emp-5179 module #5: value-stream mapping...

Kenneth J. Andrews EMP-5179-5-1

Manufacturing Systems: EMP-5179

Module #5: Value-Stream Mapping& Quick Set-Up

Dr. Ken AndrewsHigh Impact Facilitation

Fall 2010


Program Overview (Modules & Weeks)7. Quality at Source

8. Customer Ints.

9. QFD & DFM

10. Teams & Change

11. Term Papers

1. Intro. ToManuf. Systems

2. Lean & JIT

3. Push vs. PullProcess Impr.

4. TQ Tools & Techs.

5. Value Stream Maps

6. Manuf. Metrics 12. Final Exam (Dec 6)-new date

There IS Class on Nov 8

No Class on October 11


EMP-5179: Module #5

Gen-X Case Study

Value Stream Mapping(ref Gary Conner)

Quick Set-Up


Quality

Cost

Delivery

Key Manufacturing Strategies


Producing defective parts Passing on defective parts Not communicating

improvements Overproduction Inventories Motion High nonvalue ratio Transportation Waiting Counting Inspection after the fact

Facility layout Excessive setup times Incapable process Maintenance Work method Training (or lack of) Supervisory ability

(coaching) Production

planning/scheduling Lack of workplace

organization Supplier quality/reliability Lack of concern

Waste Opportunities


Two Approaches

Percent of Lead Time5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

VA

NVA

NVA

NVA

VA

VA


Define all activities required to design, order, and provide a specific product, from concept launch, from order to

delivery, from raw materials into the hands of the customer.

This includes:• Information flow• Material flow• Inventory (WIP) • Non value-added activities• Transportation flow

Mapping Value Streams


Value Stream Mapping

A visual tool for identifying all activities of the planning, and manufacturing process to identify waste

Provides a tool to visualize what is otherwise usually invisible

The leaders of each product family need to have a primary role in developing the maps for their own area

Develop a current state map before improvements are made so that the efforts and benefits can be quantified

On the shop floor, not from your office—you need the real information, not opinion or old data

What?

Why?

Who?

When?

Where?


Value Stream Map Symbols

Spot weld

ABCplating

C/T = 30 sec

C/O = 10 min

3 shifts

2% scrap rate

Process

Finishedgoods

Vendor Data box

3,000 units

= 1 day

Inventory

Push Supermarket Physical pull

Monand

Wed

Shipment


Approach to Value Stream Mapping

Step #1– Identify customer requirements

– Define method of delivery

– Define typical quantity requirements

– It is OK that more than one customer is served by this value stream, but make sure that the primary processes used are similar

– Use a pencil rather than computer

6 units/week

Recyclable tray

XYZ Corporation

18 units/day

9 lefts9 rights



Step #2– Perform an upstream walk through each

process step, observing and documenting as much of the following as possible:

• Cycle time (operator & machine cycle time)

• Changeover times• Average inventory queue• Average production batch size• Number of operators at each process• Package or container size• Available time (don’t count breaks) • Scrap rate• Machine up time (availability)• Number of product variations

180 units/week

Recyclable tray

XYZ Corporation

18 units/ day

9 lefts9 rights


Process Description

Crew size:

Output: per:

Waste %

Time available

C/T

C/O

Up time:

I The triangle symbol identifies inventory; this can be expressed in pieces or in time (how many hours, days, or weeks of inventory).

The arrow connects to the next process. A straight arrow can stand for a push, a curved arrow can symbolize a physical pull from a kanban location.

Step #3Record as much data as is pertinent in the process description box



Step #4• Dream about perfection• Think outside the box • Develop alternatives to the current state map—Muda

free• Focus on velocity• Test each idea against TOP— in other words, does it

support: One-piece flow Pull



Step #4• Dream about perfection• Think outside the box • Develop alternatives to the current state map—Muda

free• Focus on velocity• Test each idea against TOP— in other words, does it

support: One-piece flow Pull

• Develop a “future state” map that visually describes the goal

• Break down the future state map into manageable steps

• Develop a Gantt chart (time-phased project plan)• Identify the kaizen events that will need to take place



Fast Track Process Improvement

What process?

Customer +requirements

Map currentprocess

Identifyhot-spots

Root-causeanalysis

Improvements toa) fix root causes b) meet C requirements

Metrics (1-3 months)

Communicate plan

Implement,measure,fine-tune


Weekly shipments:700,000 lineal50,000 pieces

1,034 sec 280 sec

IMolder #4

Crew size: 4Run speed 300 ft/minOutput:1,285 pieces/hr

Waste = 1/2%

Sec available27,000

C/T= 2.8 sec

C/O= 5 - 45 min

% Crew:days= 100% swing = 0 %

% Reliability = 98%

Weekly hr = 38.9

IPrime

Crew size: 3Run speed: 3,15 l ft/minOutput: 1,350 pieces/hr

Waste = 3%

Sec available 27,000

C/T= 1.3 sec

C/O= 1 min - 1 hr

% Crew:days =100% swing =

% Reliability =73%

Weekly hr = 18.5

130 sec

Staging

5,350 finished pieces/day

ILam #1

Crew size: 4Run speed 58 ft/minOutput: 500 pieces/hr

Waste = 1/2%


C/T= 7.2 sec

C/O= 5 - 25 min

% Crew:days= 100% swing = 0%

% Reliability = 98%

Weekly hr = 5

5 %

90 %

IResaw (4 saws)

Crew size: 1 1/3Run speed 184 ft/min.Output:1,584 pieces/hr

Waste =


C/T= 2.3 sec

C/O= 7 - 30 min

% Crew Days =100%Swing =0%

% Reliability = 95%

Weekly hr = 31.6

5 %

10%

230 sec

90%

268 pieces

4,500 pieces

9000pcs

9,000pieces

.5 hr 48 hr48 hr48 hr

6-day lead time as shown

Current State Map (Simplified)


Process Time

Shear 10 blanks = 15 minPunch 10 blanks = 30 minDeburr 100 parts = 10 minForm 100 parts = 40 minHrdwr 100 parts = 15 minPack 100 parts = 10 minTotal = 120 min

Lead time

1.0 day1.0 day0.5 day1.0 day1.5 day0.5 day5.5 day (7,920

min)

120 is 1.5% of total lead time or a ratio of 1:66

Value-added Ratios VA:NVA


Production leadtime = 3.7 hr

Value-added time 1,233 sec

Weekly shipments:700,000 lineal50,000 pieces

1,034 sec

VA Ratio =1:12

Staging

5,350 finished pieces/day

ILam #1

Crew size: 4Run speed 58 ft/minOutput: 500 pieces/hr

Waste = 1/2%


C/T= 7.2 sec

C/O= 5 -25 min% Crew:days= 100% swing = 0%

% Reliability = 98%

Weekly hr = 5

5%

IPrimed lineal cell

Crew size: 6Run speed 300 ft/minOutput: 1,285 pieces/hr

Waste = 1.2%


C/T= 2.8 sec

C/O= 10 - 20 mins% Crew days =100%

% Reliability = 95 %

Weekly hr = 38.9

199 sec

268 pieces4,500pieces

.5 hr .2 hr3 hr

Ÿ Free up $50,625 inventoryŸ 96% improvement in lead timeŸ Instant quality feedback

1-day lead time as shown

95%

Future State Map


Before

5 forklift

movements

28,118 pieces in

WIP

144 hr lead time

273 labor hr/week

9,000 ft2 required

After

3 forklift

movements

10,118 pieces in

WIP

3.7 hr lead time

235 labor hr/week

2,760 ft2 required

Improvement

40% reduction

64% reduction

97% reduction

14% reduction

70% reduction

Improvement Data


Value Stream Mapping: Summary

Develop a current state map first

Clearly document the future state map so everyone can visualize it

Perform the improvements in manageable steps

Be good at finishing—use policy deployment

Don’t wait for the entire process to complete, celebrate the journey


EMP-5179: Module #5

Review Quiz #1

Gen-X Case Study

Value Stream Mapping

Quick Set-Up


JIT: Pull System

Benefits:– Eliminate waste.– Eliminate over production.

– Reduce inventory and warehousing costs.

Restrains.– Higher shipping costs per unit.– Needs extensive supplier and system integration.

Remember from Module #2?


Reducing Inventoriesthrough Setup Time Reduction

Central to JIT is the reduction of production lot sizes so that inventory levels are reduced.

Smaller lot sizes result in more machine setups

More machine setups, if they are lengthy, result in:

– Increased production costs

– Lost capacity (idle machines during setup)

The answer is: REDUCE MACHINE SETUP TIMES

Remember from Module #2?


Set-Up Reduction

Traditionally, we have left set-up operations to the workers. Even when employees are conscientious, they often lack the resources and authority to make significant improvements to the set-up process.

Outdated accounting practices still “drive” many organization’s thoughts regarding set-up. That is- large lot size runs in order to spread the cost of timely and costly set-up operations across many pieces, thereby reducing set-up cost per piece.

What this model of thinking results in is lengthy set-up operations that take hours or days, instead of minutes. Most set-ups can be reduced by 50-90% with a focused approach, using low-cost, no cost techniques.

The potential that reducing set-up has is difficult for most people to envision as a reality, because “that is the way we have always done it”, blinds us to the possibilities.

In order to achieve small lot production and thereby achieve significant reductions in inventory and WIP, set-up reductions must be done first.


Typical setup activities

– Prepare 30%

– Attach machine parts 5%

– Measure, center

15%

– Adjust 50%

Setup reduction


The SMED Approach

Observe (videotape) the setup– Time– Distance (spaghetti diagram)

Define internal/external elements

Separate external elements from setup

Shift as many internal elements to external as possible

Streamline internal elements

Streamline external elements


ElementClock Internal External 0.3 0.5 0.8 1 1.3 1.5 1.8 2 2.3 2.5 2.8 3 3.3 3.5 3.8 4 4.3 4.5 4.8 5 5.3 5.5 5.8 6 6.3 6.5 6.8

1 Find die and paperwork 7 72 Move to machine 5 123 Dissassemble 5 174 Stone rough cut 1 185 Mount angle blocks 2 206 Place die on grinder 1 217 Grind blocks 7 288 Turn die over 6 349 Indicate part 1 35

10 Clean die 1 3611 Measure pre-land 5.75 41.7512 Change wheel 1.25 4313 Look for wheel 1.25 44.2514 Load wheel 1.75 4615 Dress wheel 5.5 51.516 Position the wheel 1 52.517 Adjust stops 2.2 54.718 Position wheel 1.8 56.519 First spark 5 61.520 Stop 0.25 61.7521 Clean die 0.25 6222 Measure 1.25 63.2523 Start cutting 4.25 67.524 Measure 1 68.525 Adjust wheel travel 0.75 69.2526 Adjust stops 2 71.2527 First spark 4.75 7628 Dress wheel 1.25 77.2529 Position wheel 1.25 78.530 First spark 1 79.531 Stop and clean part 0.5 8032 Install lifting eyes 0.5 80.533 Find hoist 1.25 81.7534 Lift die 1 82.75

Time Observation Sheet


Set-Up Reduction

Internal Set-up- Defined as the elements or work that must be carried out while the machine or equipment is shut down or idle.

- Example of Internal Set-up Elements: - Removal and attachment of dies. - Tooling adjustments when tooling is on the machine.

External Set-Up

- Defined as set-up elements which can take place while the machine is in operation or after the operation is completed.

- Example of External Set-Up Elements: (1) Return of dies to storage. (2) Transporting of new dies to machine.


Set-Up Reduction: Internal External

Improving Transportation and removal of Dies and other Parts:Do as an External Activity and not when the machine is idle.

- Die storage should have a clearly marked and specific location, not simply a general shop area. Dies need to always be returned to the same location, in “production ready” condition.- Wherever possible, dies should be stored at or near the point of production use. Segregation by cell, product line or family are also possible location schemes.

Eliminate Small losses:

- Determine what preparations have to be made in advance.- Determine what tools need to be on hand- What type of work bench is required for proper organization of tools and other equipment.- Where the tools, jigs, dies, blades, cutters placed after each use


Pre-assemble. Do any assembly of parts attachment when the machine is running and adjust “pre-sets” also during External Time.

Eliminate “guess work” and repeated need to adjust to get correct settings of tooling, jigs, beds, etc.

Use standard and “One-Touch” Tools. “One-Touch” tools are quick fitting jigs, fixtures, that require minimal adjustment and are easily placed repeatedly and accurately for each set-up.

Simplify Clamping Mechanisms. – Reduce the number of bolts.– Use single thread bolts versus multiple thread bolts.– Replace bolts with hydraulic or cam-operated clamps.




Add parallel operations – Two people are more effective than one and the set-

up time can often be reduced by more than 50% with the same amount of labor.

Optimize the Number of Workers and the Division of Labor.– On lengthy set-ups, use more than two people.– Determine what the “optimum” number is through

analysis.– Determine how the work is to be divided to optimize

efficiency and avoid duplication of efforts. – Standardize the work and cross-train.


Three ways to spend money on Setup

Run large batch sizes, hold lots of inventory

Run small batch sizes with no change to the setup

Fix the setup


Set-Up Time & Lot Size

In a mass production environment, the most commonly recognized benefits of shorter set-up times are:– Greater machine utilization– Higher workstation efficiency– Overall factory efficiency ????

In a lean environment the greatest benefit of reduced set-up times is:– The ability to produce in smaller lots


Production Options with Quick Set-Up

Set-up

A

Set-up

B

Original

Set-up

A

Set-up

B

Improved

Set-up

A

Set-up

B

LargerLots

Set-upA

Set-upB

Set-upA

Set-upB

Smaller Lots


Impact of Small Lots on Total System Efficiency

Eliminates Over-Production

Reduces Cycle-Time

Reduces Congestion/Waiting at Machines

Supports Inventory/WIP Reduction

Less Floor-Space Requirements

Reduces Scrap

Improves Quality (“machine + man + dog”)

Improves Customer Response Time & Flexibility

Increases Worker Motivation


Preparation for Next Week

Watch for new articles/links on the website

Download material for module #6

Ideas for your term paper??

kenneth j. andrews emp-5179-5-1 manufacturing systems: emp-5179 module #5: value-stream mapping...

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