Map for 1 switch

STORE KIT
1
C,T,Seq,Int/ExtD,HP,No Pcb TEST
Q/T:(H) 7
C/T: (H) 0.20 LAB
C/O: (H) 0.08
Shift: 1
10
Min No PCB Ext D
Ini. Build/QC Strap/Solith QC Sol. MIP Close Test Install RF, Test TTI-DC
1 0.33 1 0.33 1 0.50 1 0.33 0.33
C,T,Seq,Int/ExtD,HP No PCB C,T,Seq,Int/ExtD,HP No PCB C,T,Seq,Int/ExtD,HP,No Pcb C,T,Seq,ExtD,HP,No Pcb C,T,Seq,Int/ExtD,NoPcb High Power C,T,Seq,Int/ExtD,HP,No Pcb Q/T: 7
0 0 3.5 3.5 Q/T:(H) 1 Q/T:(H) 14 1 1 0 C/T: 22 0.5
0.10 0.50 0.10 0.25 20.15 0.60 1.00 0.25 C/T: (H) 0.25 C/T: (H) 0.25 0.25 24.00 0.25 0.50 C/O: 0
0.08 0.08 Wiring Sol. 0.08 0.08 C/O: (H) 0.00 C/O: (H) 0.00 0.00 0.00 Sold Test Harn 0.08 Sold Conn Shift: 2
1 1 1 1 1 Shift: 1 Shift: 1 1 1 0.50 1 0.20
C,T,Int/ExtD,HP Seq C,T,Seq,Int D,HP,No Pcb Ext D No Pcb
0 0 Int D Conn. Q/T:(H) 0 3.5 3.5
0.50 0.25 C/T: (H) 0.50 18.50 2.50 18.50 0.75
0.08 0.08 QCWire Sold D Conn. C/O: (H) 0.08 0 0 TKUpdate
1 1 0.33 1 Shift: 1 1 1
C,T,Seq,Int/ExtD,HP,No Pcb Int D C,T,Seq,Int/ExtD,HP,No Pcb
Q/T:(H) 1 Q/T:(H) 3.5 Q/T:(H) 3.5
C/T: (H) 0.25 C/T: (H) 18.50 2.25 C/T: (H) 0.20
C/O: (H) 0.00 C/O: (H) 0.08 C/O: (H) 0
Shift: 1 Shift: 1 Shift: 1
WITH ECN or DOC. PROBLEM WITH Part Delivery PROBLEM
4 days addition 2 week addition
Stream(1) => 100% OK Stream(1) => 100% OK Stream(2) => 100% OK + ECN Stream(3) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 0 1 3.5 1 14 1 0 0 3.5 7 38.00 Q/T Actual 8.7 66.00 Q/T Actual 12.7 108.00 Q/T Actual 18.7
0.20 0.60 0.50 0.25 20.75 0.25 0.25 0.25 0.5 0.50 0.20 22.50 46.75 C/T Target 15 46.75 C/T Target 46.75 C/T Target
0.08 0.08 0.08 0.00 0.08 0.00 0.00 0.00 0.08 0.08 0 0 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00
STORE KIT Ini. Build/QC Wiring Sol. QCWire Strap/Solith QC Sol. MIP Close Test Sold Test Harn Install RF, Test TKUpdate TTI-DC 85.42 L/T Before 15.4 113.42 L/T Before 19.4 155.42 L/T Before 25.4
Stream(4) => 100% OK Stream(4) => 100% OK Stream(5) => 100% OK + ECN Stream(6) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 0 1 3.5 1 14 1 0 0 3.5 7 38.00 Q/T Actual 8.6 66.00 Q/T Actual 12.6 108.00 Q/T Actual 18.6
0.20 0.60 0.25 0.25 20.75 0.25 0.25 0.25 0.50 0.50 0.20 22.50 46.50 C/T Target 15 46.50 C/T Target 46.50 C/T Target
0.08 0.08 0.08 0.00 0.08 0.00 0.00 0.00 0.08 0.08 0.00 0.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00
STORE KIT Ini. Build/QC Wiring Sol. QCWire Strap/Solith QC Sol. MIP Close Test Sold Test Harn Install RF, Test TKUpdate TTI-DC 85.17 L/T Before 14.9 113.17 L/T Before 18.8 155.17 L/T Before 24.9
Stream(7) => 100% OK Stream(7) => 100% OK Stream(8) => 100% OK + ECN Stream(9) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 0 1 3.5 1 3.5 14 1 0 0 3.5 7 41.50 Q/T Actual 13.8 69.50 Q/T Actual 17.8 111.50 Q/T Actual 23.8
0.20 0.60 0.50 0.25 20.75 0.25 20.75 0.25 0.25 0.50 0.50 0.20 22.50 67.50 C/T Target 15 67.50 C/T Target 67.50 C/T Target
0.08 0.08 0.08 0.00 0.08 0.00 0.08 0.00 0.00 0.08 0.08 0.00 0.00 0.58 C/O Lab# 7.00 0.58 C/O Lab# 7.00 0.58 C/O Lab# 7.00
STORE KIT Ini. Build/QC Wiring Sol. QCWire Strap/Solith QC Sol. Sold D Conn. MIP Close Test Sold Test Harn Install RF, Test TKUpdate TTI-DC 109.75 L/T Before 21.5 137.75 L/T Before 25.5 179.75 L/T Before 31.5
Stream(10) => 100% OK Stream(10) => 100% OK Stream(11) => 100% OK + ECN Stream(12) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 0 1 3.5 1 14 1 0 0 3.5 3.5 7 41.50 Q/T Actual 14.3 41.50 Q/T Actual 18.3 111.50 Q/T Actual 24.3
0.20 0.60 0.50 0.25 20.75 0.25 0.25 0.25 0.50 0.50 21.00 0.2 22.5 67.75 C/T Target 15 67.75 C/T Target 67.75 C/T Target
0.08 0.08 0.08 0.00 0.08 0.00 0.00 0.00 0.08 0.08 0.00 0.00 0.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00
STORE KIT Ini. Build/QC Wiring Sol. QCWire Strap/Solith QC Sol. MIP Close Test Sold Test Harn Install RF, Test Sold Conn TKUpdate TTI-DC 109.92 L/T Before 20.9 109.92 L/T Before 24.9 179.92 L/T Before 30.9
Stream(13) => 100% OK Stream(13) => 100% OK Stream(14) => 100% OK + ECN Stream(15) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 0 1 3.5 1 14 1 0 0 3.5 3.5 7 41.50 Q/T Actual 9.7 41.50 Q/T Actual 13.7 111.50 Q/T Actual 19.7
0.20 0.60 0.50 0.25 20.75 0.25 0.25 24.25 0.50 0.50 21 0.2 22.5 91.75 C/T Target 15 91.75 C/T Target 91.75 C/T Target
0.08 0.08 0.08 0.00 0.08 0.00 0.00 0.00 0.08 0.08 0.00 0.00 0.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00 0.50 C/O Lab# 7.00
STORE KIT Ini. Build/QC Wiring Sol. QCWire Strap/Solith QC Sol. MIP Close Test Sold Test Harn Install RF, Test Sold Conn TKUpdate TTI-DC 133.92 L/T Before 16.4 133.92 L/T Before 20.4 203.92 L/T Before 26.4
Stream(16) => 100% OK Stream(16) => 100% OK Stream(17) => 100% OK + ECN Stream18) => Rotor/Hsg./PCB problem
0.17 0.17 T/T Days 0.17 T/T Days 0.17 T/T Days
7 0 3.5 1 14 1 0 0 3.5 7 37.00 Q/T Actual 9.4 37.00 Q/T Actual 13.4 107.00 Q/T Actual 19.4
0.20 0.35 1.25 0.25 0.25 0.25 0.50 0.50 0.20 22.50 26.25 C/T Target 15 26.25 C/T Target 26.25 C/T Target
0.08 0.08 0.08 0.00 0.00 0.00 0.08 0.08 0.00 0.00 0.42 C/O Lab# 7.00 0.42 C/O Lab# 7.00 0.42 C/O Lab# 7.00
STORE KIT Ini. Build/QC Strap/Solith QC Sol. MIP Close Test Sold Test Harn Install RF, Test TKUpdate TTI-DC 63.83 L/T Before 15.09 63.83 L/T Before 19.09 133.83 L/T Before 25.09
I LEGEND: Available work time per shift Telephone Visual Aid Brain Storm OVEN Announce Considerations : Lot => 15 switch, 15 TK 5 day/week
E customer demand qty. per shift Employee Information Techniques in Group Others => Rework is not considered 50 wk/year
D T/T= Travel time C/O= Change over time Store ( W.I.P or First in first out Push Production Truck Inventory If M/C time < 7 H => P/T / (# shift x 7 H) 237 WkDay/Year
E Q/T= Queue time P/T= Process time Finished goods ) ( sequence flow ) (to next process) Kanban (batch) If M/C time > 7 H => [(P/T - C/Tm) / (# shift x 7 H)]+(C/Tm/24 H)
P C/Tm= Cycle time (Machine) C/T= C/Tm+ C/Tt Push Withdrawal Pull Signal Kanban Hand Kanban Post shift => = 7.5 H-2x10 Min -10 Min 7 hour/day
T C/Tt= Cycle time (Touch) L/T= Lead time ( finished goods) Kanban (e.g. fromStore) Truck # product/day Takt min/product Takt Hr/Product
L/T = P/T + T/T P/T = Q/T+(C/Tm+C/Tt)+C/O Electronic Manual Load Leveling Supplier or Go See Sequenced Current 15% O/T Extra Done by Map Rev Sheet
PFD = Personal Fatigue & Delay Time Information Flow Information Flow Customer Pull Ball Future 1 0f 1
Value Mgr Date
0 X 0
FIFO
HOUSING / ROTOR PROBLEM
Q/T: 2 Week
PCB NOT AVAILABLE
Q/T: 1 Week
ICD NOT AVAILABLE
Q/T: 2 Days
Takt Time =
TK
Hardware
Title
Value Stream Map ( Future )
TK
TK
2.25Hx15 switch = 33.75 hour
1 Operator => 15#/ 33.75 hour
for Int D
Ext D=>1 Ope => 15#/ (2.5Hx15)
No PCB=>1 Ope => 15#/(0.75Hx15)
0.6Hx15 switch = 9.0 hour
1 Operator => 15#/9 hour
for C,T,Seq, High Power
Updated on 6/23/2014 Example- Future Created by Nishit Shah
Guideline on VSM:
1.     Agree on scope and objectives.
       Know the details that this VSM for some product family, Top level / Middle level /
       Must have Value stream manager for each map and make him responsible for
implementation too. He should be from Product group, where the VSM will be done.
       You must record in Action plan “Action/Statement/Recommendation” during
       Must follow 80/20 rules through out.
2.     Communicate or get a vision from management or Value stream leader, if there is
one. It would be nice if it tied in to the company’s Strategic plan, if it is something
more than a sales wish list.
3.     Define assumption & operator effective time/day for all VSM. 4.     Don't spend most of your time and money documenting the current state (as Is)
configuration?
        Just learn enough to find out what works and doesn't.
        Use it to find and prioritize opportunities.
        Focus on the future state (to be) version(s).
5.     Don't go into infinite detail, until unless required to. Get to the activity level, but not
every Data element and work content (this will prompt some questions and Comments –
record them).
        Generate action item list as per example, make sure you follow the date.
6.     Do a top-down decomposition/organization of the processes first, otherwise every
group may come up with its own format, breakdown and version. There may be gaps;
contradictions and it may be functionally oriented.
        Make it process and outcome-oriented, rather than functionally oriented.
        Make the Team understand the process breakdown and reorient them to addressing.
        What you definitely do not want is to have departments each go off and do their
        Try using cross-functional teams and experienced Facilitators to help avoid that.
7.     VSM's should emphasize on
        Time element(Cycle time, Queue time, Set up or change over time, shift),
        Metrics,
        Defects/waste, exceptions,
        Responsible or resources, responsibilities (handoffs and unclear Resp. highlighted)
        Applicable rules/policies.
        Each process and sub-process should have a name and objectives, along with
applicable metrics (if applicable).
        The future state might include targeted improvements in metrics.
8.     People assigned to do VSM are often uncomfortable with inconsistencies,
contradictions and gaps detected. Sometimes they fudge them and will even make up
stuff to complete them and make them look logical and consistent, even if they are not
really so. This is amusing, but dangerous. Make it clear that gaps, inconsistencies and
contradictions should be documented as such, in the current state charts, and solved in
the future state versions.
9.     Make sure that top management is on board with the scope, objectives and approach
and that it communicates its expectations clearly to the project team, line management
and affected employees.
10. Finally
       The VSM will be just a paper Kaizen, if people do nothing with it.
       How to bring it to life: Make it clear that this is a change management effort for the
organization's future, not a historical chronicle.
       Make it crystal clear that the mission is dramatic process improvement, maybe even
reinvention of the company.
       Focus on the best improvement opportunities and achieve some short-term wins to
build momentum and excitement.
       Encourage the team to commit to making dramatic improvements. Even if they fall
short, it will probably be better than if they hadn't tried so hard.
       People who just make negative jokes about it and become non-value-added assets
should be elbowed aside, or worse.
       Monitor progress, measure the results, follow-up to remedy problems and shortfalls.
11. Seed the teams with "spark plug" types VSM Leader who lead and get things done.
Support these teams and help them overcome obstacles, including (especially!) those in
human form.
12. Provide some formal training on VSM, if required. This is just too important and
new to let people just "wing it."
13. Keep it Simple, S_____.
Risk on VSM:
1.     Because some facilitator go into Way too much detail, organize the maps poorly or
use ineffective Approaches/techniques. Sometimes it appears that they are trying to
"milk" the project budget, but often it is done because expectations have been
improperly set or they don't want to leave themselves open to accusations That anything
was "left out." Sometimes they spend man-months to develop Incredibly intricate and
beautiful colour Visio charts suitable for display in The Museum of Modern Art. My
advice: Do it on brown paper on the walls. Put later versions on fancy computer
software, otherwise, you'll end up blowing a Lot of your budget on charts and endless
2.     Management might not have a plan to effectively create and act upon the VSM
effort. Consultants can't do this in a vacuum, since it requires company Knowledge,
participation, support, leadership and implementation effort. While consultants can help
with much of this, most of it must be present Internally for ultimate success. Use
consultants for knowledge transfer, Coaching and extra resources.
3.     There may be insufficient competency and resources to do the job.
4.     Scope, objectives, vision, approach and project management may be lacking.
Define: Qty of Batch or Volume of Production/min or day
Process 1 Process 4
1 1.00
Process name type Q/T:(H) 0
1 Dept Q/T:(H) 0 C/T: (H) 0.00
Product Type C/T: (H) 0.00 C/O: (H) 0.00
Q/T:(H) 0 C/O: (H) 0.00 Optional Process Shift: 1
C/T: (H) 0.00 Shift: 1
C/O: (H) 0.00 Process 2 Process 3
Shift: 1 Q/T:(H) 0 0
C/T: (H) 0.00 0.00
C/O: (H) 0.00 0.00 Document sign off
1) Copy and paste above process box again and again Shift: 1 1
2) Take the help of legends explained below
3) Use symbol exactly as below mentioned Q/T:(H) 0
4) Use guide line & generate action item list C/T: (H) 0.00
C/O: (H) 0.00
Shift: 1
Stream(1) => Stream(1) =>
Days
T/T 0.00 T/T Actual 0.0
Q/T 0.00 Q/T Target 5
C/T 0.00 C/T % T Vs Act 0%
0.00 L/T Before 0.0
Stream(2) => Stream(2) =>
Days
0.00 T/T Actual 0.0
0.00 Q/T Target 5
0.00 C/T % T Vs Act 0%
0.00 L/T Before 0.0
Stream(3) => Stream(3) =>
Days
T/T 0.00 T/T Actual 0.0
Q/T 0.00 Q/T Target 5
C/T 0.00 C/T % T Vs Act 0%
0.00 L/T Before 0.0
Stream(4) => Stream(4) =>
Days
T/T 0.00 T/T Actual 0.0
Q/T 0.00 Q/T Target 5
C/T 0.00 C/T % T Vs Act 0%
0.00 L/T Before 0.0
Stream(5) => Stream(5) =>
Days
T/T 0.00 T/T Actual 0.0
Q/T 0.00 Q/T Target 5
C/T 0.00 C/T % T Vs Act 0%
0.00 L/T Before 0.0
I LEGEND: Available work time per shift Telephoic Visual Aid Brain Storm OVEN Announcement Considerations : 22 Work day / month Company Logo Company Address
E customer demand qty. per shift Employee Information Techniques in Group 1 shift => 7 hour (after PFD)
D T/T Travel time C/O Change over time Store ( W.I.P or First in first out Push Production Truck Inventory = 7.5 Hour - 2 x 10 Min - 10 Min
E Q/T Queue time P/T Process time Finished goods ) ( sequence flow ) (to next process) in batch
P C/T Cycle time C/Tt Cycle time (Touch) Push Withdrawal Kanban Pull Signal Kanban Hand Kanban Post
T L/T Lead time C/Te Cycle time (Oven, Equipment) ( finished goods) (e.g. from Store) Truck
L/T = P/T + T/T P/T = Q/T + C/T + C/O Electronic Manual Load Leveling Supplier or Go See Sequenced Pull Map No Rev Sheet
PFD = Personal Fatigue & Delay Time Information Flow Information Flow Customer Ball 0 1 of 1
Date Done by Value Mgr
0 X 0 X
FIFO
Takt Time =
Start of
Process
Title (Future)
End
Customer
Enter Target &
before details
Define effective Work hour/day x working day
& calculate Takt time. Record all your
assumption
Enter here End
customer
Enter here # of operator & dept
Enter here process name
Enter here Queue time, cycle time(labour) and
(machine), Set up time (in hours or min) & shift
- you can link this in below value streammaps
If below process not required
MAP
Signed
If it is multi discipline or multiple way you can
show like this

Updated on 6/23/2014 VSMchartname(current or future) If any question Call up Nishit 519-622-2300 x 2589
six steps approach for identifying and creating manufacturing
Step 1 - Determine Product Volume and Mix
These categories represent marketing's definition of product groupings and correspond roughly to
divisions in the company's product catalog.
Within each product category, representative parts were identified.  For example, the shelving product
category includes shelving units that vary by depth, width, height, number of shelves, back panel
configuration, and end panel configuration.  A single shelf unit - 18 inches deep, 36 inches wide, and 7
feet high with six shelves and no back or side panel - was selected to represent all shelf units.
Then, the complete bill of materials was exploded for each product, and process data was gathered
for each part.
Step 2 - VSM Generated & Time study for Process Times of Representative Parts
Process flow mapping with all options (80/20 rules)
Process times (run time and setup time) for each part are identified.
Step 3 - Identify Product / Part Families
The purpose of Step 3 is to group the product categories identified in Step 1 so that a manufacturing
cell can be created for each part or product family.
After extensive analysis, the company decided that product-focused (rather than part-family-focused)
cells were appropriate.  The deciding factor was process technology.
With the soft-tooled technologies, there were no clear differences in the types of equipment required
to produce different parts or products.  However, almost all of the hard-tooled applications were
product-oriented. For example, separate roll forming equipment and tooling had been established for
the uprights associated with each type of pallet rack and shelving.  The decision to retain certain hard-
tooled processes in the cells drove the product focus.
In other applications, it may not be most appropriate to create product focused cells.  Other bases for
grouping parts or products into families include factors such as material type and thickness; common
routings; and part size, configuration, and geometry.
Example at this stage, the company also decided to create a punching cell that would deliver punched
parts in the flat to each of the product specific cells.  Although two product cells contained dedicated
CNC turret punches, none of the other cells had enough volume to fully load a turret punch.
Because this punching technology represented a significant investment for the company, it sacrificed
a little on the ideal of producing a product from start to finish within the cell in favor of some practical
economic considerations.
Step 4 - Identify Alternative Process Technologies
The left column lists the hard-tooled process technologies it employed in the past.  The right column
lists the new, more flexible process technologies integrated into the cellular operations.
Note that hard-tooled technologies were retained in several instances.  Over time, the company had
engineered some creative and effective tooling approaches.
With these approaches, certain high-volume products (standard shelf sizes, for example) could be
produced effectively on a hard-tooled line retained in the cell.
To truly integrate these operations into a cellular manufacturing environment, later setup reduction
efforts (encompassing both hard- and soft-tooled processes) were added to the overall
implementation plan.
Step 5 - Develop Conceptual Manufacturing Cells
This cell is typical of most other cells created by the company.
Parts enter the cell either directly from raw materials or from the punching cell.  They are punched,
formed, and welded within the cell.  They exit the cell for paint and then return to the same cell for final
assembly.
To determine the equipment requirements in each cell, overall process time was calculated from
projected volumes and expected lot sizes.  This step required considerable application of engineering
experience to determine setup and run times for operations transferred from the hard-tooled to the
computer numerically controlled (CNC) equipment.
The conceptual cells roughly approximate the physical size of the cell and equipment items in it to
facilitate the plant layout process in Step 6.  The intent of creating a conceptual cell layout is to test
the feasibility of the cell concept and to take a quick cut at the space and configuration requirements
of the cell.
Step 6 - Create Layout for Manufacturing Cells and Plant
A layout is created in two steps.  First, a macro layout planning process optimizes the location of each
cell with respect to the other functional activity areas in the plant.  This is done by carefully considering
all material flow and other nonflow relationships between the different areas.
There are 0 open action items
Objective : To increase capacity by 50% while reducing Lead Time and Manufacturing cost by 50 % Value Stream : May 2003 onward
OVERALL VS Mgr: CO-ORDINATOR:
Members =>
Code: A- Action; D - Decision; R - Recommendation; S - Statement
CUM
Item #
Current
Date
Code Description
Resp
Primary
Start Date
End Date Date
Closed
Reference
Action
Status Remarks / Comments
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VSM Title
VALUE STREAM MINUTES OF MEETING and ACTION ITEMS
Printed on 6/23/2014

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