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Map for 1 switch

STORE KIT TK

1
C,T,Seq,Int/ExtD,HP,No Pcb TEST
Q/T:(H) 7 0.6Hx15switch
0.6Hx15 switch==9.0
9.0hour
hour
C/T: (H) 0.20 11Operator
Operator=>=>15#/9
15#/9hour
hour
LAB
forC,T,Seq,
for C,T,Seq,High
HighPower
Power
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 Hardware 0.33 0.33
C,T,Seq,Int/ExtD, No PCB C,T,Seq,Int/ExtD, No PCB C,T,Seq,Int/ExtD,HP,No Pcb C,T,Seq,ExtD,HP,No Pcb C,T,Seq,Int/ExtD, 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 TK
HOUSING / ROTOR PROBLEM 0 0 Int D Conn. Q/T:(H) 0 3.5 3.5
HOUSING / ROTOR PROBLEM
Q/T: 2 Week
Q/T: 2 Week 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
2.25Hx15switch
switch==33.75
33.75hour
hour TK
1 1 0.33 1 2.25Hx15 Shift: 1 1 1
C,T,Seq,Int/ExtD,HP,No Pcb Int D 11Operator
Operator=>
=>15#/
15#/33.75
33.75hour
hour
C,T,Seq,Int/ExtD,HP,No Pcb
forInt
for IntDD
PCB NOT AVAILABLE Q/T:(H) 1 Q/T:(H) 3.5 ICDNOT
ICD NOTAVAILABLE
AVAILABLE Q/T:(H) 3.5
PCB NOT AVAILABLE
Q/T: 1 Week Q/T:22Days
Days ExtD=>1
Ext D=>1Ope
Ope=>
=>15#/
15#/(2.5Hx15)
(2.5Hx15)
Q/T: 1 Week C/T: (H) 0.25 C/T: (H) 18.50 2.25 Q/T: NoPCB=>1
PCB=>1Ope
Ope=>
=>15#/(0.75Hx15)
15#/(0.75Hx15) C/T: (H) 0.20
C/O: (H) 0.00 C/O: (H) 0.08 No 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 Takt Time = 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
FIFO
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/
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
Title
T C/Tt= Cycle time (Touch) L/T= Lead time ( finished goods) Kanban (e.g. from Store) Truck # product/day Takt min/product Takt Hr/Product Value Stream Map ( Future )
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 Value Mgr Date Map Rev Sheet
0X 0X
PFD = Personal Fatigue & Delay Time Information Flow Information Flow Customer Pull Ball Future 1 0f 1

Updated on 06/05/2017 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 / Bottom level
Must have Value stream manager for each map and make him responsible for implementat
should be from Product group, where the VSM will be done.
You must record in Action plan Action/Statement/Recommendation during discussion
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
tied in to the companys 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 D
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 co


its own format, breakdown and version. There may be gaps; contradictions and it may be functional
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 thing.
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
applicable).
The future state might include targeted improvements in metrics.
8. People assigned to do VSM are often uncomfortable with inconsistencies, contradictions and ga
Sometimes they fudge them and will even make up stuff to complete them and make them look
consistent, even if they are not really so. This is amusing, but dangerous. Make it clear
inconsistencies and contradictions should be documented as such, in the current state charts, and s
future state versions.
9. Make sure that top management is on board with the scope, objectives and approach
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 organizat
not a historical chronicle.
Make it crystal clear that the mission is dramatic process improvement, maybe even reinve
company.
Focus on the best improvement opportunities and achieve some short-term wins to build mom
excitement.
Encourage the team to commit to making dramatic improvements. Even if they fall short, it will
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 elb
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
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
"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
Approaches/techniques. Sometimes it appears that they are trying to "milk" the project budget, b
done because expectations have been improperly set or they don't want to leave themselves open to
That anything was "left out." Sometimes they spend man-months to develop Incredibly intricate a
colour Visio charts suitable for display in The Museum of Modern Art. My advice: Do it on brow
the walls. Put later versions on fancy computer software, otherwise, you'll end up blowing a Lot of
on charts and endless meetings, instead of paying to map your future.

2. Management might not have a plan to effectively create and act upon the VSM effort. Consulta
this in a vacuum, since it requires company Knowledge, participation, support, leadership and imp
effort. While consultants can help with much of this, most of it must be present Internally for ultim
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

Start of If it is multi discipline or multiple way you


Process can show like this

Enter here process name


Process 1 Process 4
1 If below process not required 1.00
Process name Enter here # of operator & dept 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 Enter here Queue time, cycle time(labour) C/O: (H) 0.00 Optional Process Shift: 1
and (machine), Set up time (in hours or min)
C/T: (H) 0.00 & shift - you can link this in below value Shift: 1
Signed
C/O: (H) 0.00 stream maps Process 2 Process 3
MAP
Shift: 1 Q/T:(H) 0 0
C/T: (H) 0.00 0.00
C/O: (H) 0.00 0.00
MAP
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 Enter here End
customer

End
Customer

Stream(1) => Stream(1) =>


Days Enter Target &
T/T 0.00 T/T Actual 0.0 before details
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 Takt Time = 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
FIFO
E
P
Q/T
C/T
Queue time
Cycle time
P/T
C/Tt
Process time
Cycle time (Touch)
Finished goods )
Push
( sequence flow )
Withdrawal Kanban
(to next process)
Pull
in batch
Signal Kanban Hand Kanban Post
Title (Future)
Define effective Work hour/day x working
T L/T Lead time C/Te Cycle time (Oven, Equipment) ( finished goods) (e.g. from Store) Truck day & calculate Takt time. Record all your
L/T = P/T + T/T P/T = Q/T + C/T + C/O Electronic Manual Load Leveling Supplier or Go See Sequenced Pull assumption Done by Value Mgr Date Map No Rev Sheet
0X 0X
PFD = Personal Fatigue & Delay Time Information Flow Information Flow Customer Ball 0 1 of 1

Updated on 06/05/2017 VSMchartname(current or future) If any question Call up Nishit 519-622-2300 x 2589
six steps approach for identifying and creating manufacturing cells
Step 1 - Determine Product Volume and Mix

These categories represent marketing's definition of product groupings and correspond roughly to divisions in the c
catalog.

Within each product category, representative parts were identified. For example, the shelving product category incl
vary by depth, width, height, number of shelves, back panel configuration, and end panel configuration. A single sh
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 cre
product family.

After extensive analysis, the company decided that product-focused (rather than part-family-focused) cells were ap
factor was process technology.

With the soft-tooled technologies, there were no clear differences in the types of equipment required to produce diff
However, almost all of the hard-tooled applications were product-oriented. For example, separate roll forming equip
been established for the uprights associated with each type of pallet rack and shelving. The decision to retain certa
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 part
families include factors such as material type and thickness; common routings; and part size, configuration, and ge

Example at this stage, the company also decided to create a punching cell that would deliver punched parts in the
product specific cells. Although two product cells contained dedicated CNC turret punches, none of the other cells
fully load a turret punch.

Because this punching technology represented a significant investment for the company, it sacrificed a little on the
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, m
technologies integrated into the cellular operations.

Note that hard-tooled technologies were retained in several instances. Over time, the company had engineered so
effective tooling approaches.

With these approaches, certain high-volume products (standard shelf sizes, for example) could be produced effecti
line retained in the cell.

To truly integrate these operations into a cellular manufacturing environment, later setup reduction efforts (encompa
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 we
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
This step required considerable application of engineering experience to determine setup and run times for operatio
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 plan
6. The intent of creating a conceptual cell layout is to test the feasibility of the cell concept and to take a quick cut a
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 resp
functional activity areas in the plant. This is done by carefully considering all material flow and other nonflow relatio
different areas.
VSM Title
VALUE STREAM MINUTES OF MEETING and ACTION ITEMS
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 Current Resp End Date Date Reference
Item # Date Code Description Start Date Closed Action Status Remarks / Comments
Primary
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16

Printed on 06/05/2017