Bài giảng Lean production systems - Chapter 8: Map the current state - Nguyễn Như Phong
8/13/2018
MAP THE CURRENT STATE
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
MAP THE CURRENT STATE
Map the CS
After attaining a solid understanding of lean
Goal
Gather accurate, real-time data
Related 2 the prod. Family / VS
Go 2 the FF 2 collect data rather than past reports
Data collection
Not a solitary activity
Core team 2 work together
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MAP THE CURRENT STATE
Value stream mapping
Map material & info flow
How 2 map the current state
Getting ready
Attribute collection checklist
The etiquette of FF research
Creating the CSM
Attribute defined
Calculating days of WIP on hand
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MAP THE CURRENT STATE
Wrap up
Common problems
Point 2 remember 4 CSM
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Value stream mapping
VSM I
Identify all the specific activities
occurring a VS 4 a product / family
VSM scope determination
Define activities & measure the time it takes
from conceiving a product 2 launching it
from receiving RM 2 shipping FG 2 cust.
from ordered placed until cash received
Nguyễn Như Phong
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Map material & info flow
To improve a process, first observe & understand it.
VS map
Visual representation of MIF 4 a PF
Indispensable tool 4 visually managing proc. improvement.
Clean picture of the wastes inhibiting flow
Eliminating wastes
reduce MLT
consistently meet CD
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Map material & info flow
A key 2 establishing lean material flow
understanding
how info flows
how production scheduling achieved
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Map material & info flow
Gathering data at each point on a VS
How 2 know what 2 make next ?
Trace the info flow along w. material flow.
CSM
Promote good visual management on the FF
Baseline
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Map material & info flow
Mapping MIF allow to
Visualize
entire manu MIF
How often operations
currently communicate w. PC & each other
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Map material & info flow
Mapping MIF allow to
See problems areas & sources of waste
Locate bottleneck & WIP
Spot potential safety & equipment concerns
Provide common language 4 all manu personnel
Gain inside into the operation truly running
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How 2 map the current state
Getting ready
Attribute Collection Checklist
The etiquette of FF research
Creating CSM
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Getting ready
3 preparations for mapping the CS
1.
2.
3.
Working in a conference room as a team
Go to the floor
Regroup away from the floor
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Getting ready
1. Working in a conference room as a team
Rough sketches of main production operations
2. Go to the floor
Beginning w. the most downstream operation
Collect actual process data
Use Attribute Collection Checklist
to gain consensus on what data needed
Take note on IMF
3. Regroup away from the floor
Discuss the results
Make sure all necessary data collected
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Attribute collection checklist
Shift time
Downtime
Total available production
time
Delivery schedules
Shipping container size
Mly/Dly shipping quantities
CT
CO
WIP
Actual lot size
EOQ
No. operators
Reliability metrics
Shifts
Line speeds
Preventive maintenance
schedules
Disruptions
Rework
…
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PM Case
Shift time
Downtime
Actual lot size
EOQ
No. operators
Uptime
No. Shifts
Line speeds
Preventive maintenance
schedules
Available production time
Supplier Delivery schedules
Shipping container size
Mly/Dly shipping quantities
CT
CO
Disruptions
Rework
…
Inventory locations &
quantities
Time bw. processes
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The etiquette of FF research
Communicate 2 all areas
Studying before going
Make proper introduction
Worker like 2 know what’s going on
Explain purpose
Be open & honest
responding 2 questions / issues arising
Respect & thank
Reinforce mutual trust & respect
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Creating the CSM
1. Icons representing cust. supplier, PC
2. Customer requirements
3. Shipping & receiving data
4. Manufacturing operations
5. Process attributes
6. Info flow
7. WIP
8. Push, pull, and FIFO locations
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Icons representing cust. supplier, PC
Customer – upper right
Supplier – upper lest
PC – between
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Customer requirements
Mly & Dly requirement
No. containers required per day
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Customer requirements Case
Total of 10,080 hoses per month
A - 6720
B – 3360
20 d/m
Average no. hoses shipped per day
A + B - 10,080/20 = 504
A – 6720/20 = 336
B – 3360/20 = 168
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Shipping & receiving data
Shipping data
Truck icon w. delivery frequency, quantity
Shipping icon
Receiving data
Truck icon w. delivery frequency, quantity
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Case
Shipping delivery frequency - Dly
Shipping month: 20 d
Unit per container: 24
Container per day: 21
Receiving delivery
Receive a Wly shipment of 2500 units
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Manufacturing operations
Each process an icon
Most upstream on the left
Most downstream on the right
Data boxes
Production timeline
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Case
Machining Deburring Crimping
Testing
Marking
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Process attributes
CT
VA time
Processing time
CO
Given per shift
Not consider planned downtime
APT – Available Production Time
Shift time – planned downtime
Downtime = lunch + breaks + …
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Process attributes
UT
UT = 100*AOT/APT %
AOT - Actual operating time
AOT = APT – Loss time
Loss time
Changer Over
Breakdowns
Idle time due to
late delivery from UOs,
quality problems
material irregularities, …
NoO
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Case
Shift time = 8.5 h = 510 m
Downtime
Lunch – 30 m
Breaks – 2*10m
APT = [510-(30+10+10)]60 = 27,600 sec
CO = 60 m = 3600 s
AOT = 27,600 – 3600 = 24,000 s
UT = 100*24,000/27600 = 87%
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Case
Machining Deburring Crimping
Testing
Marking
NOO
1
45
0
1
40
1
30
1
50
CT (s)
CO (m)
APT (s)
5
0
60
5
5
5
27,600
27,600
27,600
27,600
27,600
UT (%)
87
100
99
99
99
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Info flow
Both electronic & manual
Info bw. cust. & sup. Electronically
Cust. - PC
Cust. forecasts & orders
Frequency
PC - Sup
PC forecasts & orders
Frequency
Production Supervisor
Order released from PC 2 PS - frequency
Order released from PS 2 Processes - frequencies
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Case
Cust. Forecasts - Mly
Cust. Orders - Wly
PC forecasts - Mly
PC orders - Wly
Order released from PC 2 PS - Wly
Order released from PS 2 Processes - Dly
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WIP
WIP icons
Inventory stored bw. processes
Process downstream
RM inventory receiving from Sup.
Days of inventory on hand
WIPT = WIP / TSPD
TSPD: Total # shipped per day
Show on the timeline
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Case
TSPD = 504
RM
Machinin Deburring Crimping
g
Testing
2000
4
Marking
2000
4
WIP
WIPT (d)
2500
5
3360 A
1860 B
3500
2000
10
7
4
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Push, pull, and FIFO locations
Push
Process
producing 2 a schedule
independent of the downstream process
Pull & FIFO
Other scenario
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Wrap up
Everyone agree
Post VSM storyboard 4 everyone 2 see
Enough detail 2 show how the VS functions
Not so much to confusing 2 read
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Common problems
A range of other wastes within a VS
Not captured by VSM
EG.
Wasted energy
The waste of human potential
Human resource under-used
Value & contribution not recognized
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Common problems
Not include IF
extremely limited benefit VSMI
Half of the useful info gleaned during the data collection
subjective & informal
not show up on the map
Nguyễn Như Phong
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Common problems
Watch out 4 the following
Tunnel vision
Using VSMI strictly as a management tools
Incomplete CS mapping
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Tunnel vision
Not become so focused on the mapping task
Better understanding of manu processes
Always a good idea
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Tunnel vision
Focusing exclusively on the mechanic of VSMI
Inability to understanding
how to assign priorities to improvement opportunities
Lack of management commitment for implementation
Inability to tie the mapping process
to a reporting mechanism for issue identification & review
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