Lean Manufacturing Lec 5.1

LEAN
MANUFACTURING
ISYE 352
Lecture 5.1
Saed T. Amer
[email protected]
LEARNING TO SEE
VSM
(Value-Stream Mapping)
Whenever there is a product for a
customer, there is a value stream. The
challenge lies in seeing it.
VALUE STREAM MAPPING
=
MATERIAL & INFO FLOW MAPPING
■ Adding value
■ Eliminating Waste
■ Establishing flow
What is VSM ?
 All the actions (both value added & non-value added
currently required to bring a product through the main
flows essential to every product.
 Types:
 Production: Raw Material to the customer
 Design: Design to concept launch
What is VSM ?
 What we are going to study here is “Door-to-Door”
Why VSM is an essential tool?
1. It helps you visualize more than just the single-process level. (i.e.
assembly, welding … etc.)
2. Mapping helps you to see more than waste and it’s sources.
3. It makes decisions about the flow apparent, so you can discuss them.
4. It ties together lean concepts and techniques which helps you avoid
“cherry picking”*
5. It forms the basis of an implementation plan. VSM becomes blueprint
for lean manufacturing.
6. It shows the linkage between the information flow and the material
flow.
7. VSM is a qualitative tool by which you describe in detail how your
facility should operate in order to create flow. Numbers are good for
creating sense of urgency or as before/after measures. VSM is good
for describing what are actually going to do to affect those numbers.
Material and information flows
To create Value-adding flow you need a vision. Mapping

helps you see and focus on flow with a vision of an ideal
or improved state.
Selecting a Product Family
■ Family: group of products that pass through similar
processing steps and over common equipment in the
downstream process.
Value Stream Manager
To get away from the “Isolated Islands” of Functionality

Kaizen
■ Flow Kaizen : Value Stream improvement, it focuses on

material and info.
■ Process-Level Kaizen : Elimination of waste at the shop floor,
it focuses on people and process flow.
One improves the other

Initial VSM steps
Current-State Map
■ Purpose: make clear the current production situation by drawing the
material & info flows.
Mapping begins at the level of the door-to-door flow in the plant

Mapping tips
■ Always collect current-state info while walking along the actual pathways of
material and info flows yourself.
■ Begin with quick walks along the entire door-to-door value stream.
■ Begin at the shipping end and work upstream, instead of starting at the receiving
dock and walking downstream.
■ Bring your stopwatch and do not rely on standard times or info that you do not
personally obtain.
■ Map the whole value stream YOURSELF.
■ Always draw by hand and pencil.
The idea of value stream mapping is not map,

But understanding the flow of info and material.
Drawing the Current-State map
■ The mapping begins with the customer requirements. (Lean Thinking)
1. Factory Icon: mapping starts with the customer’s requirement represented by

the factory icon placed on the right side. Data box under it recording the
requirements.
2. Drawing the basic production process. Process Box: indicates a
process in which the material is flowing.
■ Material flow is drawn form left to the right.
process
description:
■ List of typical process description:
1. C/T (cycle time)
2. C/O (Change over time)
3. Uptime
4. EPEx (Every part every ___ ) : production batch size
5. Number of operators
6. Number of product variations
7. Pitch size
8. Scrap rate
9. Working time
3. Inventory accumulates capture the location and amount of
inventory.
■ Some Lean Measurements:
– C/T: the time it takes an operator to go through all of their work
elements before repeating them.
– VCT (Value Creating Time): time of those work elements that actually
transform the product in a way that the customer is willing to pay for.
– L/T (Lead Time): time form start to finish through the process
or value stream.
■ Truck icon* & a Broad Arrow: indicate the movement to finished goods to
the customer.
■ Do not map every purchased part in your family. Just draw for one or two
main raw materials.
■ 4. Information Flow: describing different information flows arrows.
■ 5. Production Control Department
– Drawn with a Process Box.
– MRP : Material Requirements Planning system(computerized)
– Go See : Manual Scheduling

■ Lead time (in days): for each inventory triangle are calculated.
Inventory Quantity
=
----------------------------------------------------
Daily Customer requirement
What makes a VS lean ?
■ Over Production:
Mass Production = Batch & Push

(Operates as an Isolated Island)
■ It is producing more, sooner or faster than is required by the
next process.
■ It is the most significant source of waste.
■ Mass Production Thinking
– The more and faster you produce, the cheaper is to produce.
– Note: True only for a Direct cost-per-item perspective.
■ Lean Manufacturing Thinking
– Get one process to make only what the next process needs when it needs it.
– To generate : 1. Shortest Lead time 2. Highest Quality 3. Lowest Cost
1. Produce to Takt time:
– Takt time: Synchronizes pace of production to match pace of sales.
Available working time per period
T = -------------------------------------------------------
Customer demand rate per period
Takt time is a reference number that give you sense for the rate at which a process
should be producing.
– Producing to takt time sounds simple, BUT it requires concentrated effort to :
• Provide fast response (within Takt time).
• Eliminate causes of unplanned downtime.
• Eliminate changeover time in downstream.
2. Continuous Flow: producing one piece at a time.
A good approach can be to begin with a combination of continuous flow and some pull/FIFO.
3. Supermarket pull system (KANBAN):
Customer Process : goes to supermarket and withdraws what it needs when it needs it
Supplying process : Produces to replenish what was withdrawn
3. Supermarket pull system (KANBAN):
Pull: is a method of controlling
production between flows.
FIFO Lane (First In First Out): used
when it is not practical to keep an
inventory of all possible part variations
in pull-system supermarket, Example:
– Parts that has short shelf-life.
– Costly parts that are used frequently.
4. Pacemaker: Try to send the customer schedule to only one
production process
5. Level the production mix:
Distributing the production of different products evenly over a time period.

Instead of Type “A” in the morning and type “B” in the afternoon, Alternating
repeatedly between smaller batches of “A & B”
6. Level the Production Volume “Initial Pull”:
– Large batches of work to the shop floor process cause several problems:
1. No sense of takt time
2. The situation becomes difficult to monitor “Are we behind or ahead?”
3. Responding to customer requirements becomes very complicated.
– Level Production volume creates:
4. A predictable production flow.
5. Enables to take quick corrective actions.
Level the Production Volume “Initial Pull”
• Example of Pitch :
– Takt time = 30 seconds
– Pack Size = 20 pieces
Pitch= 30 sec * 20 pcs = 10 minutes Which means every 10 mins:
• Give the pacemaker process info to produce one pack quantity.
• Take away one finished pitch quantity.
How often do you know your performance to customer demand ? “Management
time frame”
Release work to the floor
One week Every Pitch

It is impossible to produce to You can rapidly respond to
takt time situation. problems and maintain takt
time.
Load-Leveling box
7. EPEx (Every part every ….. ):
Shortening change over times

&
Running smaller batches in your fabrication process.
■ EPEx (x: day, shift, pitch .. Etc.): This describes how frequently a process
changeovers to produce all part variations.
■ Check out
■ Any Question?

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LEAN

To create Value-adding flow you need a vision. Mapping

To get away from the “Isolated Islands” of Functionality

■ Flow Kaizen : Value Stream improvement, it focuses on

One improves the other

Mapping begins at the level of the door-to-door flow in the plant

The idea of value stream mapping is not map,

1. Factory Icon: mapping starts with the customer’s requirement represented by

– Go See : Manual Scheduling

Mass Production = Batch & Push

Distributing the production of different products evenly over a time period.

One week Every Pitch

Shortening change over times

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