Professional Documents
Culture Documents
Anand Subramaniam
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Be aware..
Lean system implementation requires a high degree of discipline,
and sometimes it can stress the workforce.
Pre-VSM
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Highlights - 1
Lean Process
Value Stream Mapping (VSM)
Value & Non Value Add
Principles
SIPOC
Definition
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What is a Lean Process ?
Define value Map the Create flow;
from the value eliminate the
customer’s stream root causes
perspective of waste
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VSM – Why, What, Where?
Key tool for Lean implementation, makes process & problems visible
Spans the entire value chain, from raw materials receipts to finished
goods delivery
A paper and pencil tool to help you visualise and understand the linkage
between material and information flow
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Focuses on maximising the overall flow
Value Add & Non Value Add
Value Add (VA)
Any activity the customer values (and is willing to pay for)
– Who are your customers?
– What do they really want?
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SIPOC - Process Map
S I P O C
Suppliers Inputs Process Outputs Customers
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Definition
Cycle Time (C/T) – time to complete a single unit of production
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Highlights - 2
Current Process Challenges
Conceptual Overview
VSM Charter
VSM Boundary
Product Family Matrix
Data Collection
Future State – Questions & Blueprint
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Current Process Challenges
Lots of waiting Broken interfaces -
Lots of travel ineffective or non-existent
interfaces
Lack of communication
Lack of skills / not trained
Different prioritisation
Too many handoffs
rules in different
Too many approvals departments
Too many workarounds
Duplication of work High Lead Time (slow
throughput/turnaround)
Dead zones - places where
work gets held up or lost High WIP (waste in process
– bottlenecks / backlogs)
Lost time - people looking
for work and / or re-work Low CT/LT ratio (lots of
loops to correct errors waiting) 12
Conceptual Overview - Where to start?
VSM Charter & Scope Charter / Scope
– Process Boundaries / Scope
– Roles & Responsibilities
– SIPOC Product
family
Product Family
– Start with a single product family
Current state
Current & Future State drawing
– Collect data on process & system
– Be specific
how many finished part numbers in
family? Future state
how much is demanded? drawing
how often?
– Verify & repeat the Process
Work plan &
Develop Implementation Plan implementation
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VSM Charter
Vision Start / End Date
Mission High Level Scope
Improvement Benefits Realisation
Objectives Process Champion
Strategic Plan Team Leaders
Critical Success Team Members
Factors Facilitators
Drivers Risk & Tolerance
Process Description Drivers
Management Roles &
Information System Responsibilities
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VSM - Boundary
Current State
Define the boundaries
Define the value
Identify the tasks and flows of material and information
between them
Identify resources for each task and flow
Create the current state map
Implementation Plan
Develop Action plans and track
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Define Boundary
Before launching on VSM, define the Start and End points
– Prepare As-Is physical map – How / where (inputs to outputs)
– Prepare As-Is geographical map - area(s) where process is performed
– Add process control information flow to as-is physical map
END
Outputs
Conduct Approve • Marketing Plan
Evaluate
“What If” Go-to • KPI
Scenarios
Scenarios Market Plan • Team
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Material & Information Flow
Use the “Scope” document to map the product or service flow
Team composition
– Team / Process Leaders
– Team Members who have process knowledge
– Facilitators / Management Consultants
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Product Family Matrix
Routing - Process / Operations #
1 2 3 4 5 6 7 8
P ES X X X X X X
R S X X X X X X
O M X X X X X X
D L X X X X X
U
EL X X X X X
C
XX X X X X X X
T
U X X X X X
S 20
Data Collection
Pack sizes at each process Activity
Working hours and breaks Department performing
Inventory Points (location IT systems used
& size) Current backlog/WIP
How Operations are Demand rate
scheduled Work Time
Overtime per week Number of people /
Process cycle times operators
Scrap Prioritisation rules
Rework % Quality (first pass Yield)
Downtime Batch size
Demand rates by process Run frequency
(Takt Time) Equipment availability
Number of product C/T - Cycle (touch) time
variations at each step (observed & effective)
Shipping/Receiving
schedules C/O - Changeover time & 21
frequency
Future State Questions
What should be the Takt time (available time / customer demand)?
What does the customer really need?
How often will we check our performance to customer needs?
How can we improve the flow, with fewer interruptions?
How do we control work between interruptions? How will work be prioritised?
Is there an opportunity to balance the work load and/or different activities?
Where can continuous flow be put in place?
Where should pull systems be implemented?
Where, when and how will scheduling be done?
How do we perform load leveling and what will be the product mix?
What should the management time frame be?
What process improvements are necessary, to achieve the future state?
What will the future state metrics be?
– Quality
Errors
– Delivery
Lead time
– Customer service
How well do you provide services (internal and external)
– Cost
Reducing errors, rework, handoffs, waiting and lead time 22
Design Future State – Blueprint
Define how the plant will operate in the future (blueprint)
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Define Customer’s Demand
Demand = 3,200 pieces / week
– Type L = 1,000 piece week
– Type S = 2,200 piece week
Ensure
– Mapping begins with customer’s demand
– Conduct a walk through and obtain high
level process information
– Start from the shipping (Staging Process)
and work up-stream to the receiving dock
– The team involved should map the entire
process stream from start to end
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Map Process (Contd.) – Mapping Icons
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© 2007 Pearson Education
Define Data To Be Collected
Cycle Time (C/T)
Changeover Time (C/O)
Uptime
Number of Operations
Break Time
Work Time (minus breaks)
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Define Data (Contd.) - Work Time Calculation
Day = 1 shift
– 1 Shift / day = 8 hours = 28,800 seconds / shift
( 8 x 60 x 60 x 1 shift)
Breaks
– Morning Tea (15 mins) : Lunch (30mins) :
Afternoon Tea (15 mins)
– Breaks = 60 mins = 3,600 seconds { (15 + 30
+ 15) x 60}
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Map Information Flow
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Calculate Current State
1 week = 5 working days
Press Process
Type L + S = 2,250 pieces (1,000 +
1,250)
Duration = 3.5 days (2,250/640)
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Result - Current State
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60 Seconds
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Line Balancing
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35
30
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Seconds
25
20
15
10
3
5
0
Press Pierce & Form Finish Grind
Process
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Line Balancing (Contd.)
0
35
30 13
25
20 32
35
15
22
10
5
3
0
Press Pierce & Form Finish Grind 38
Highlights - 4
Future State (To~Be)
Implementation Road Map
Improvement Results
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Future State (To~Be)
Objectives
– Eliminate / reduce unnecessary NVA steps
– Optimise VA steps
Lead time
Cycle time
CT/LT ratio
# steps
Morale
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Highlights - 5
Excellence Road Map
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Excellence Road Map
Strategic Planning Process
Approach / Develop Plan Deployment / Execute Plan Results
1 2 3 4 5 6 7 8
Develop / Quarterly ,
Communicate Develop cross - Integrate Execute integrated
Assess & Develop key
Set direction & integrate functional detailed implementation operations
understand plans
plans strategy teams implementation plans leadership
plans review
C-17 Enterprise Future State Value Stream
Initiative #1
Perform Enterprise Provide Manage Lead & Execute
Leadership
• Joint Strategic Planning • Consistent Messages • Comprehensive Risk Management • Joint Leadership Model with • Enable Seamless
• Shared Enterprise Vision, throughout Enterprise Program “Enterprise Thinking” Transition between
Strategies, and Goals • Joint Communication Plan – Extensive and Continuous • Process Management Mindset Development,
Risk Identification including Benchmarking Production and
• Shared Scorecard/Metrics Linked • Integrated Customer
to Goals Feedback available across – Effective Risk Mitigation • Joint Issue Resolution / Sustainment
Enterprise Objective Problem-Solving • Reduce Total
Ownership Cost
• Single Field Issue Reporting • Organization aligns with Future
State Value Stream
• Jointly Define and Validate • Alpha Contracting Matured • Maximize Model-Based • Improved Supplier Quality • Lean Manufacturing • Predictive Logistics
Lifecycle Capability • Integrated Planning for Definition across Enterprise through Enterprise Supplier Assessment / Best Practices Planning
Requirements Development, Production, • Collaborative Development Partnerships Deployed • TSSR Performance and
• Joint Block Implementation and Sustainment (IMP/IMS) with key Stakeholders • Integrated Parts Procurement • Process Surveillance ALC Partnership
Planning • Early Involvement of key • Integrated Product and of Production, Retrofit and Conducted Concurrently
Initiative #3
Suppliers through Process Definition (IPPD) Spares with Assembly
State priorities
Partnerships Encompasses Lifecycle • Supply Chain Alignment / • “Factory to Fight” Assembly
• Integrated Design Solutions Leveraging (Boeing In-Position
provide Best Value Capability Commercial and DoD • Point-of-Use Delivery of
Military) Parts, Supplies and Tools
• Common Lean Processes for
all Supply Chain to include
GFE
Manage Technology Promote Employee Manage Manage Systems / Manage Contracts &
Initiative #4
Enabling
• “Network Enabled Operations” • Empowered Enterprise Work • Shared Databases Across Enterprise • Enterprise is focused on Lean • Business Models support Lean
• Technology Insertion Collaboration (Gov Teams Align to Strategic (Includes Suppliers) Principles Transformation
/ Industry) Direction • Virtual / Physical Enterprise Co-location • Enterprise Systems Engineering / • Exceed Obligation and
• People Understand how they fit • Automated Information Systems Aligned Management Architecture Expenditure Goals
into Enterprise “Big Picture” with Changing Business needs • Joint Enterprise Process Model • “Dollars per Flying Hour” Contract
• Working on Program is • Processes to Capture Enterprise
Meaningful and Fun: “Can Do” Knowledge Including Lessons Learned
Culture • Enterprise Web-based training
• Seamless Collaboration within
Enterprise 3
Analyse
Define the Establish Determine Analyse & plan Implement
process Set goals
process metrics performance improvements improvement
stability 44
Good Luck
http://www.linkedin.com/in/anandsubramaniam
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