2.VSM Workbook Arabic July 2017

Lean Green
Belt:
VSM
Principle 2:Value Stream Mapping

V S M ‫المبدأ الثانى تخطيط مسارات القيمة‬
 Objectives:
– To map the process flow to
2. Value establish the “current state” of
1. VTC
Stream the facility
People ‫– تخطيط تدفق العمليات لرؤية الوضع الحالى‬
 Tools: ‫االدوات‬
Replicate Profit 3. Flow – Learn to See
‫– تعلم لترى‬
– Detailed activity mapping

‫– تخطيط تفصيلى لالنشطة‬
5. Perfection 4. Pull
– Manufacturing Physics
‫فيزياء التصنيع‬ –
1
Lean Green
Belt:
VSM
Principles of Lead Time
/ Throughput Time in
Batch & Queue
‫مبادئ فترة التصنيع ومدة العملية‬
‫ونظام االنتظار والمجموعات‬
Objectives
‫االهداف‬
 To gain an understanding of throughput time (Tp) and Lead Time (Lt) in a

Batch & Queue environment
‫ الفهم العميق لمبادىء فترة التصنيع ومدة العملية فى مجموعات & مع نظام االنتظار‬
 Understand how to establish Tp and Lt in a Batch & Queue environment.
‫ معرفة كيفية االعداد لفترة التصنيع فى المجموعات & نظام االنتظار & مدة العملية‬
2
Throughput Time and Lead Time
‫الوقت المستغرق للتصنيع و مدة العملية‬
TRANSPORT
‫النقل‬
VALIDATION It is important to differentiate
‫فحص مراجعة‬ between VA, NVA and
NNVA
PROCESS ‫البد من معرفة الفرق بين‬
‫عملية‬ VA,NNVA
STORE
‫تخزين‬
DELAY Which of this add value?

‫انتظار‬ ‫ما تعريف القيمه؟‬
Lead-Time Stages
‫مراحل الوقت المستغرق للتصنيع‬
ORDER
SUB FINAL
ASSY ASSY
P1 P2 P3 P4 P5
1 ‫مرحلة‬ 2 ‫مرحلة‬ 3 ‫مرحلة‬ 4 ‫ مرحلة‬5 ‫مرحلة‬
3
Lead-time Stages
‫مراحل الوقت المستغرق للتصنيع‬
Procurement time : how long it takes to bring together
P1: raw materials and sub-components ready to begin
production.
‫ فترة تجهيز المواد الخام والمكونات استعداداً لبداية االنتاج‬:‫فترة التحضير‬
P2: Non-specific manufacturing time : from the start of
production to the point when a part number is
assigned.
‫ وتكون منذ بداية االنتاج حتى الحصول على منتج‬:‫فترة تصنيع غير محددة‬
‫موضح عليه رقم الجزء‬
P3: Specific manufacturing time : from part number
assignment to end of the manufacturing process.
‫ من بعد تجهيز المنتج ذو الرقم المحدد حتى نهاية عملية التصنيع‬:‫زمن انتاج محدد‬
P4:
From the end of production to the point of storage.
‫منذ نهاية االنتاج حتى المخزن‬
P5
: From the point of storage to the point of use.
‫من المخزن حتى االستخدام‬ 7
What would the Customer be happy to pay for?

‫ما هى العمليات التى يكون العميل سعيداً عند الدفع فيها ؟‬
•Only value added activity. (Green Items)
)‫فقط العمليات التى تعطى قيمة مضافة (اخضر‬
*All other activities are waste (Red Items).
)‫جميع العمليات االخرى هى فواقد (احمر‬
ORDER
Value added ‫قيمة مضافة‬
‫تجميع جزئى‬ ‫تجميع نهائى‬
SUB FINAL
ASS ASS
P1 P2 P3 P4 P5
4
Batch & Queue Vs One Piece
Flow Video
Throughput Time for a Batch and Queue

System
‫”مدة العملية“ المجموعات و نظام االنتظار‬
1st
Op 10 Transport to
Op 20
10 ‫عملية‬
Last 5 m or Last
5 secs
1m 1 mins
Op 20
20 ‫عملية‬
Throughput Time
1 mins
‘Defined as the time material takes to pass
through the process’ 1st
‫ هو الفترة الزمنية التى تستغرقها الخامات لتمر خالل‬:‫مدة العملية‬

‫العملية‬
1st
Op 30 Transport to
30 ‫عملية‬ Op 30
Last
1 mins 5 m or
5 secs
10
5
Throughput Time for a Batch and Queue
System
‫مدة العملية فى مجموعات و المجموعات و نظام االنتظار‬
1.Cycle time ‫زمن الدورة‬
1st
Step 1.
Op 10 Calculate the T p time for
Last
machine cycle time content
1 mins Wait (Delay) only.
1st
‫احسب زمن العملية لزمن دورة فقط كاالتى‬
Op 20
Last
Wait (Delay) 1 mins Op 10 1st 60s

Post Op 10 Last (Wait) 60s x 19 off = 1140s
Op 20 Last (Wait) 60s x 19 off = 1140s
1st Op 20 1st 60s
Op 30 Op 30
Post Op 30
1st
Last (Wait)
60s
60s x 19 off = 1140s
Last
Total 3600s
1 mins ‫عمليات‬ Operation 180s or 5% of total time
Wait (Delay)
Wait 3420s or 95% of total time
11
Throughput Time for a Batch and Queue System

‫مدة العملية فى مجموعات مع المجموعات و نظام االنتظار‬
2. Transport time ‫زمن النقل‬
Step 2.
Calculate the Tp time for
transport time content
Transport to
Op 20
only.
Last
‫احسب مدة العملية لزمن النقل كاالتى‬
5 m or
5 secs
1st
Transport to
Op 30
5 m or Transport to Op 20 5s
5 secs Transport to Op 30 5s
Total 10s
12
6
‫تخزين البيانات بين المجموعات و نظام االنتظار‬
3. In-process inventory ‫المخزون بين العمليات‬
Step 3.
Calculate the Tp time for
Inventory holding on the
Last Last Last Last Last
Line only.
1m 1m 1m 1m 1m
‫احسب مدة العملية‬
Transport to ‫المخزون بين العمليات على خط االنتاج كاالتى‬
Op 20
5 m or 5 secs
Transport to Op 20 5 bins x 5s = 25s

Last Last Last Last Last Op 20 Cycle 100 off x 60s = 6000s
1m 1m 1m 1m 1m Transport to Op 30 5 bins x 5s = 25s
Op 30 Cycle 100 off x 60s = 6000s
Transport to
Op 30
Total 12050s
5 m or 5 secs
13

‫زمن الخطوة‬ ‫تراكمى ثوانى‬ ‫تراكمى ساعات‬
‫ زمن الدورة‬1 Step Time Cumulative Time (s) Cumulative (hrs)
Step 1 - Cycle Time 3600 3600 1.00
‫ زمن النقل‬2 Step 2 - Transport Time 10 3610 1.00
Step 3 - In-process Inventory 12050 15660 4.35
‫ تخزين بين العمليات‬3
Throughput Time Example

‫مثال على مدة العملية‬
18000 18000
16000 16000
14000 14000
Times (Secs)
12000 12000
‫ثوانى‬
10000 10000 Step Time

8000 8000 Cumulative Time (s)
6000 6000
4000 4000
2000 2000 ‫زمن الخطوة‬
0 0 ‫الزمن التراكمى‬
Cycle Time
Transport
Step 3 - In-
Inventory
Step 2 -
process
Time
Step 1 -
Steps ‫خطوات‬
14
7
Summary
‫ملخص‬
 We have reviewed and understood what lead time and throughput
time is
‫تمت مراجعة وتعريف قيمة التصنيع‬ 
 We have calculated lead time and throughput time in a traditional
Batch & Queue environment
‫تم حساب فترة التصنيع ومدة العملية فى المجموعات التقليدية ونظام االنتظار‬ 
 We have identified some of the major sources of waste that exist
within the Batch & Queue process in terms of DOTWIMP
‫تم تعريف بعض مصادر الفواقد االساسية التى تتواجد فى المجموعات واالنتظار للعمليات‬ 
 Throughput time reduction focuses upon eliminating some of seven
deadly wastes within any system (notably waiting and transportation)
‫تقليل مدة العملية يقلل الفواقد السبعة داخل اى نظام خاصة النقل و االنتظار‬ 
 Throughput time reduction is a key component of lead time reduction
for customer demands
‫تقليل مدة العملية هو عامل اساسى فى تقليل فترة التصنيع والتسليم للعميل‬ 
15
Lean Green
Belt:
VSM
Manufacturing
Physics
‫فيزياء التصنيع‬
16
8
Objectives
1. Describe how descriptive models can be developed and guide
manufacturing decisions.
‫وصف كيفية وضع وتطوير نماذج التصنيع ولتكون دليل التخاذ القرارات‬
2. Describe how to use rigorous, analytical approaches to consciously

build sound intuition about manufacturing problems.
‫تعبر عن كيفية وضع وتحليل االفكار لتكوين احساس وتوقع عملى لمشاكل التصنيع‬
3. Illustrate how variability has significant influence over plant

operations (variability in ordering, scheduling, equipment
reliability, people etc.)
)‫توضيح مدى تاثير التغيرات داخل العمليات (الطلب والجدول واعتمادية المعدات واالفراد‬
17
Batch and Queue
Number of stations (stn)= 4 Each piece spends 40 mins in the system
Station cycle time (CT)= 1 min each ‫ معدل االنتاج‬Production Rate = 10 pieces
every 40 mins
Batch Size (BS) = 10 off
‫تكافئ‬ Equivalent = 0.25 pieces
per min or 15
# Stns x CT x BS = 40 mins uph
(Throughput Time)
‫مدة العملية‬
(ignoring transportation time)
‫باهمال زمن النقل‬
10 off
Op 10 Op 20 Op 30
CT = 60s Op 40
CT = 60s CT = 60s CT = 60s
18
9
Batch and Queue
Number of stations =4
Station cycle time = 1 min each
Batch Size = 4 off

4 off
Op 10 Op 20 Op 30
CT = 60s Op 40
CT = 60s CT = 60s CT = 60s
How long to complete all 4 pieces if the batch

size is reduced from 10 off?
‫ قطع) ؟‬10( ‫ قطع) بدال من‬4( ‫ما مدى اتمام المجموعة‬
19
Batch and Queue
Number of stations (stn) =4 Each piece spends 16 mins in the system
Station cycle time (CT) = 1 min each Production Rate = 4 pieces

every 16
Batch Size (BS) = 4 off mins
Equivalent = 0.25 pieces

# Stns x CT x BS = 16 mins per min or 15
(Throughput Time) uph
(ignoring transportation time)
4 off
Op 10 Op 20 Op 30
CT = 60s Op 40
CT = 60s CT = 60s CT = 60s
20
10
Batch and Queue Summary
‫حجم المجموعة‬ ‫معدل االنتاج‬ ‫معدل االنتاج‬

‫مدة العملية‬ ‫قطعة لكل ساعه‬
‫قطعة لكل دقيقه‬
Batch Size Throughput Time Output Rate Output Rate
(WIP) (Tp) upm uph
1 4 0.25 15
2 8 0.25 15
3 12 0.25 15
4 16 0.25 15
5 20 0.25 15
6 24 0.25 15
7 28 0.25 15
8 32 0.25 15
9 36 0.25 15
10 40 0.25 15
What do you notice about the relationship between Batch Size, Tp

Time and Output Rate?
‫ ؟‬U P H ‫ و‬T P ‫ماذا الحظت بين تغير حجم المجموعة و‬
21
Batch and Queue
Notice, that batch size has NO EFFECT to output rate, but DRAMATICALLY
affects Throughput Time
‫ التأثير من تغير حجم المجموعة على معدل االنتاج ولكن تأثير كبير على العملية للقطعة؟‬: ‫ملحوظة‬

(WIP) (Tp) upm uph
1 4 0.25 15
5 20 0.25 15
10 40 0.25 15
This begins to dispel the dogma that large batches are more efficient and
faster to produce.
‫ان االنتاج فى مجموعات كبيرة هو اكثر كفاءة وسرعة فى االنتاج؟‬: ‫هذا يوكد فشل المعتقد القديم‬
22
11
Little Law
”Little” ‫قانون‬
Note the relationship between output and WIP

)‫ (المخزون بين العمليات‬WIP ‫الحظ العالقة بين معدل االنتاج و‬

(WIP) (Tp) upm uph
1 4 0.25 15
5 20 0.25 15
10 40 0.25 15
Littles Law Output = Batch Size (WIP) / Throughput Time

John D Little 1961
Little’s Law is always true, even with variability present, and with single and multi station
processes
‫قانون النقل دائما صحيح حتى لو كانت هناك متغيرات فى االنتاج وسواء كانت مرحلة واحدة لو اكثر‬
23
Lean Green
Belt:
VSM
Takt
24
12
Objectives
To gain an understanding of the concept of Takt

Time.
Takt ‫اكتساب فهم اعمق لل‬
Understand how and where to apply it.
‫فهم اين وكيف تطبق ذلك‬
Recognise the relevance of Takt to other areas of
Lean Manufacturing.
‫ وباقى مناطق التصنيع‬Takt ‫فهم العالقة بين‬
25
Takt
What do we understand Takt Time to be?

‫؟‬Takt ‫ماذا تتوقع ان يكون‬
1 …………………………………..
2 …………………………………..
3 …………………………………..
4 …………………………………...
26
13
Takt
A tool that defines a time against

which to balance production and flow
‫اداه تعرف الوقت الذى يؤدى الى توازن االنتاج والتدفق‬
Production Customer
Demand Demand
‫طلب االنتاج‬ ‫طلب العميل‬
27
Takt can be expressed at different levels

Takt‫يتضح على عدة مستويات‬
Factory or ‫المصنع او وحدة العمل‬
Business
unit
Production
‫خلية االنتاج‬ ‫ماكينة او‬
Cell or
process ‫اوعملية‬ ‫مهمة\عامل‬
Machine or
Operator/
Task
28
14
Takt Time
Definition ‫تعريف‬
The ‘drum beat’ of production
‫ضربة ايقاع االنتاج‬
OR
Customer demand stated in time

‫طلب العميل معرف بالوقت‬
Work time available

TAKT Time =
Customer average demand
‫وقت العمل المتاح‬

TAKT Time =
‫متوسط طلب العميل‬
29
Takt Time Example:

Takt ‫مثال لحساب‬
Problem 1
A first tier supplier to the automotive industry is
responding to a ramp up in demand for one of it’s
products to 3400 discs per day. 6 people are required
to run the semi-manual line at this rate. The plant is
operating over 2 shifts (7 hours with breaks/lunch)
and is trying to stick to 5 days per week.
Takt time = ? Takt ‫؟ ما هو‬
‫منتج \يوم‬3400: ‫االمطلوب‬
‫)ساعات‬7x2( ‫وردية‬2:‫العمل‬ ‫ افراد‬6:‫العمالة‬
‫ايام \اسبوع‬5
30
15
Takt Time Example:
Takt ‫حل مثال‬
Daily
Shifts 2 Demand
Minutes/Shift 420 Monday 3400
Days / Wk 5 Tuesday 3400
Wednesday 3400
Thursday 3400
Time Available 4200
Friday 3400
Demand 17000
Determine the time available

Determine the demand for the period under review
Calculate Takt = Available time / Demand (A/D)
Available time
= 0.247 minutes )‫الوقت المتاح(دقيقة‬
Demand
)‫الطلب (القطعة‬
31
Takt Time Example 1:
Problem 1
0.30
0.25
‫الوقت‬
0.20
‫زمن الدورة‬
Minutes
Cycle / Min
0.15
Takt/min
‫زمن النبضة‬
0.10
0.05
0.00
OP10 OP20 OP30 OP40 OP50 OP60
Operation
‫العمليات‬
32
16
Takt Time Example:
Problem 2
Using the same plant as previous, the local
unemployment level is running at less than 1%.
The plant is having a very difficult time finding
operators for the 2nd shift. The best that they can
do is 3 people on nights.
‫نفس المثال السابق‬
‫ افراد‬6 ‫ افراد فقط بدال من‬3 ‫وردية الليل ستكون‬
How does this change Takt ?
33
Takt Time Example:
Daily
Shifts 2 Demand
Minutes/Shift 420 Monday 3400
Days / Wk 5 Tuesday 3400
Wednesday 3400
Thursday 3400
Time Available 4200
Friday 3400
‫ال تغير فى‬ No change in

available time Demand 17000
‫الزمن المتاح‬ No change in

demand

‫التغير للوقت المتاح‬

Available time
= 0.247 minutes
Demand
No change in
Takt ‫التغير فى‬ TAKT
34
17
Problem 2
0.30
0.25
0.20
Minutes
Cycle / Min
0.15
Takt/min
0.10
0.05
0.00
Operation
35
Takt Time Example:

Problem 3
Assuming the same plant as previous, the final operation is
test/inspection. 1st pass yield is 90%. The rework plan is
developed
‫فقط كاالتى‬%90 ‫نفس المثال السابق وفى اخر عملية الفحص المقبول‬
1. Re test (50% pass), )%50( ‫اعادة فحص‬
2. Re work and retest (50% pass) ‫اعادة‬
‫)مقبول‬%50(‫تصليح‬
3. Re work again and retest (50% pass), ‫اعادة تصليح مرة‬
)%50(‫اخرى‬
4. Scrap. ‫خردة‬
How does this change Takt for test?
‫؟‬Takt ‫كيف تؤثر هذة العمليات على زمن‬
36
18
Takt Time Example:
Weekly
Shifts 2 Demand
Minutes/Shift 420 Total 17000
Days / Wk 5 1st rework 1700
2nd rework 850
3rd rework 425
Time Available 4200
Final rework 212
‫الزمن المتاح‬
Demand 20187
‫الطلب‬
Available time
= 0.208 minutes
Demand
37
Takt Time Example 3
Problem 3
0.30
0.25
0.20
Minutes
Cycle / Min
0.15
Takt/min
0.10
0.05
0.00
Operation
38
19
Takt Time Example:
Problem 4
The customer has made minor changes to the part,
and now requires 3 different styles in the 3400
piece order. They all process through the same
steps and the change over time is 50 minutes. We
need 6 changeovers to keep our finished good
inventory to our standard level. We still have a
quality problem.
‫ تغيرات‬6‫ دقيقة نحتاج ل‬50 ‫ موديالت زمن التبديل للخط‬3 ‫هناك‬
Does this have an impact on Takt?
39
Takt Time Example:
Weekly
Shifts 2 Demand
Minutes/Shift 420 Total 17000
Days / Wk 5 1st rework 1700
2nd rework 850
Time Available 3rd rework 425
4200
Final rework 212
Minus Changeover 300
Time Available 3900 Demand 20187

‫الوقت المتاح‬ ‫الطلب‬

Available time
= 0.193 minutes
Demand
40
20
Problem 4
0.30
0.25
0.20
Minutes
Cycle / Min
0.15
Takt/min
0.10
0.05
0.00
Operation
41
What is the impact?
Problem 1 Problem 2
Takt Problem 3 Problem 4
is Takt
0.30 0.30 0.30 0.30
Takt Static dropping is
0.25 0.25 0.25 0.25
dropping
0.20
0.20 0.20 0.20
Minutes
Minutes
Minutes
Minutes
Cycle / Min Cycle / Min Cycle / Min Cycle / Min

0.15
0.15 Takt/min 0.15 0.15
Takt/min Takt/min Takt/min
0.10
0.10 0.10 0.10
0.05
0.05 0.05 0.05
0.00
0.00 0.00 0.00
00
10
20
0
0
P1
P2
P3
P4
P5
P6
P7
P8
P9
P1
P1
P1

O
Operation Operation Operation Operation
Takt is static between problems 1 and 2 1.2 ‫لم يتاثر الحالة‬Takt
Takt drops between problems 2 and 3, also between 3 and 4

4\3 ‫ وبين‬3\2 ‫انخفض بين الحالة‬Takt
There is increased pressure upon the business to produce the

total (customer and artificial) demand faster to support the
dropping Takt
Takt ‫هناك ضغط زائد إلنتاج المطلوب حسب طلب العميل لدعم االنخفاض فى‬
42
21
‫‪Software for calculating takt‬‬
‫‪Takt‬برنامج لحساب‬
‫االيام الورديات الساعات الرحات التتطبيق االنتاج للوردية‬
‫االنتاجية االستفادة الجودة الكفاءة النبضة‬

‫‪43‬‬
‫‪Takt calculation‬‬
‫‪No of days worked‬‬
‫‪Shift pattern‬‬
‫‪Time needed to produce‬‬

‫‪44‬‬
‫‪22‬‬
Sounds simple so far
•The previous examples focused specifically on single

processes.
‫•االمثلة السابقة تركزعلى العمليات الفردية‬
•We can measure at a factory level or a process level.
‫•يمكن قياس على مستوى المصنع او العملية‬
•The examples do not take into account demand
variation process to process.
‫•االمثلة التتعرض لتغيرات الطلب من عملية لعملية‬
•Not all process’s work on a 1/1 ratio.
1\1 ‫•ليست جميع العمليات بنسبة‬
45
Process units can vary
Melt Furnace Core Making Mould Pour
Tonnes per 5 Cores per 2 parts per Kilos per

Hour Part Mould Minute
Knockout Dressing Shot blast Inspect
Tonnes per Parts per Units per Parts per

hour Minute Cycle Minute
Great care must be taken when reviewing a series of process’s. At a

factory level Takt is measured in parts dropping off the line. In process
the units may be completely different
‫“ يجب ان‬takt ”‫يحسب‬. ‫يجب الحرص عندما يدار العديد من العمليات داخل المصنع‬
‫يكون المنتج نهائى بالكامل‬
46
23
Sometimes Pitch is better
‫احيانا الخطوة افضل‬
Pitch = Takt x Pack Quantity
‫الخطوة =كمية التعبئة‬
Pitch = 60s x 20 pieces
= 20 minutes
In other words:-
1. Every 20 minutes, a pack is taken away.
‫عبوة تكتمل‬. ‫ دقيقة‬20 ‫كل‬:‫بمعنى اخر‬
1. This links to the frequency of issuing / number of
kanbans ‫هذا يرتبط بمعدل تدفق‬
47
Every process has a Takt time

Takt ‫كل عملية لها‬
 To ensure good flow Takt times must be balanced
‫ لضمان استمرار تدفق جيد‬
 Takt and load charts identify un balanced operations
‫ خرائط الحمل والزمن لتحديد عدم اإلتزان في العمليات‬
 Emphasis on these processes helps to focus resources
.‫ التأكيد على هذه العمليات يساعد على توفير الموارد االزمة‬
 Elimination of bottlenecks and improve flow
‫ ازالة االختناقات وتحسين التدفق‬
 Improved flow leads to improved performance
‫ تدفق جيد يعنى اداء جيد‬
 Improved performance enhances customer satisfaction
‫ جيد يعزز رضاء العميل‬4

‫ اداء‬
48
8
24
Operating above Takt
Takt ‫العمل اعلى من‬
Analyse the constraint processes ‫تحليل العمليات المقيدة‬
Observations and timings ‫التوقيت والمالحظة‬

‫الجيدة‬
Methods analysis ‫تحليل العمليات واالساليب المستخدمة‬
Process improvements ‫تطوير العمليات‬
Material Flow ‫تدفق الخامات‬
Implement improvement actions ‫وضع خطوات‬

‫التطوير‬
49
Summary
Takt time is a tool that establishes the pulse of the
business
‫ يحدد ايقاع العمل‬Takt
It is a measure against which lines can be balanced
‫مقياس االتزان بين العمليات وخطوط االنتاج‬
Takt can be measured at various levels in the
organisation
‫ على مستويات مختلفة بالشركة‬Takt ‫يمكن قياس‬
There are many factors that need to be taken into
account when calculating Takt
Takt ‫هناك عوامل كثيرة يجب اعتبارها عند قياس‬
50
25
Lean Green
Belt:
VSM
Learning to See
‫تعلم ان ترى‬
51
Objectives
 To provide an understanding of what process mapping is.
‫ تعريف وفهم ما هو تخطيط العمليات‬
 To provide an understanding of where and how to apply process
mapping
‫ تعريف وفهم كيفية تطبيق نظام التخطيط للعمليات‬
 To provide an understanding of the benefits of process mapping
‫ توضيح مزايا التخطيط للعمليات‬
 To conduct a process mapping exercise to reinforce the learning
‫ تنفيذ مثال تخطيط العمليات‬
52
26
Process Maps are Hierarchical
‫خرائط العمليات‬
 Top Level Flow Map ‫خرائط المستوى‬ Detail Process Flow Map ‫خرائط‬
‫العالي‬ ‫التفاصيل‬
– Major Use - to locate critical features – Major Use - to understand details of
or processes how a process works, decision points
‫– االستخدام األساسي هي تحديد السمات األساسية‬ ‫– االستخدام األساسي هي فهم التفاصيل عن كيفية حركة‬
‫العملية واماكن إتخاذ القرار‬
– Usually focused on process sequence
for a product – Usually focused on one or two
processes in a work area
‫– عادة ما يتم التركيز على تتابع العملية لمنتج‬
‫– عادة ما تركز على عملية أو إثنين في منطقة العمل‬
– It is characterized by a linear flow
from one process step to the next – It should be used for Work Instructions
‫– تتميز بأن لها تدفق خطي للعملية من مرحلة ألخرى‬ “‫– تستخدم في عمل ”تعليمات العمل‬
– Follows the process sequence, but – It is used to develop the FMEA and
usually lacks sufficient detail for a Control Plan
new person to successfully complete ‫ وخطة التحكم‬FMEA ‫– تستخدم في تطوير‬
the task.
– It is characterised by convoluted
‫– توضح تتابع العمليات ولكن بدون تفاصيل‬ decision paths
– It may show alternative routes ‫– تتميز بأن مسارات إتخاذ القرار معقدة‬
through the process. Eg rework
routes. – Following the map should lead to
successful completion of the task
‫– يمكن أن توضح مسارات بديلة للعملية‬
‫– تستخدم كدليل إلنجاز أي عمل بشكل صحيح‬
There can be several levels of detailed maps.
‫يوجد عدة مستويات للخرائط التفصيلية‬
53
As is vs should be to ideal vs possible

‫ الحالة المطورة‬/ ‫ الحالة المستقبلية‬/ ‫الحالة الحالية‬
 Current/as-is: ‫الحالة الحالية‬
– process as it works today ‫العملية كما هي‬
– Consult – operators, staff, person doing the job ‫ العاملين‬,‫إستشير العمال‬
 Ideal/future/should-be: ‫الحالة المستقبلية أوالحالة المثالية التي من المفروض أن تكون عليها العملية‬
– Created by asking "What would we do if we didn't have any of the restrictions we have
today? ‫يتم طرح سؤال ”ما الذي سنستفيده إذا تم إزالة العقبات الموجودة اليوم؟‬
– " Helps teams see the work in a new way and generate creative ideas about how to do the
work better or faster. ‫تساعد الفرق على معرفة طرق وأفكارللعمل بطريقة أفضل‬
– The comparison of current reality to this "Ideal" future will generate a lot of improvement
ideas.‫مقارنة الواقع الحالي بالحالة المسقبلية األفضل يساعد على توليد أفكار للتحسين‬
– Should-be maps must be consistent with the goals set down in a team's charter.
.‫– خرائط التغيير المفروض تحقيقه يجب أن تتفق مع أهداف الفريق الموجودة في وثيقة المشروع‬
 Updated/to-be:‫العملية المطورة أو التي يجب أن تكون العملية‬
– Describes the new process flow after changes are implemented. ‫توصف العملية بعد تطبيق التعديالت‬
– Do a to-be chart as part of solution planning or when designing or redesigning a process.
‫– أصنع رسم توضيحي لما يجب أن تكون عليه العملية كجزء من التخطيط للحل أو لتصميم العملية‬
54
27
Process Observation
‫مراقبة العملية‬
 Observing a process in action gives team members a deep
understanding of reality and can spark ideas about improvement
opportunities and solutions. ‫مراقبة العملية يساعد على الفهم العميق للحقيقة وتوليد‬
‫األفكار‬
 Observation works best if you plan what you want to do and how you
will capture and use the insights people gain. ‫المراقبة تكون فعالة في حالة‬
.‫التخطيط لما ستفعله وكيفية عمله‬
 Tips when observing a process: ‫نصائح عند مراقبة العملية‬
1. Clarify the purpose of observation.‫توضيح السبب من عملية المراقبة‬
2. Identify observers.‫تعيين المراقبين‬
3. Prepare an observation form and train observers. ‫تحضير األوراق وتدريب المراقبين‬
4. Prepare staff in the workplace. ‫إعداد العاملين في مكان العمل‬
5. Walk the process; carry out your observations plans. ‫إعداد خطط المراقبة‬
6. Have observers summarize lessons learned and present them to whole
team.
‫عمل ملخص للدروس المستفادة وعرضها على الفريق‬
55
Process Mapping Steps

‫خطوات رسم خريطة العملية‬
 General guidelines: ‫إرشادات عامة‬
– The basic steps for creating a process map are the same ‫الخطوات األساسية دائما ً واحدة‬
– Strive for a level of detail that is useful to your. ‫حاول دائما ً أن تحصل على مستوى جيد من‬
‫التفاصيل‬
– Too much detail will bog you down
– too little will make the flowchart useless.
 steps:‫الخطوات‬
1. Review the process being studied and its boundaries as defined for your
project..‫راجع العملية وحدودها كم هي معرفة في مشروعك‬
2. Identify the type of chart you want to create.‫تعريف نوع الخريطة‬
3. Have participants identify the steps in the process. Write each step on a self-stick
note or card using the appropriate symbol ‫تعريف كل خطوة مع كتابتها على كارت بالرمز الخاص‬
4. Working as a team, arrange the steps in order (by posting the self-stick notes on a
blank flip chart, whiteboard, or table)‫ترتيب العمليات من خالل العمل كفريق‬
5. Discuss the results. Does it match reality as you know it? Adjust as needed. ‫مناقشة‬
‫النتائج‬
6. When done, number the tasks sequentially through the most direct route, then
number off-line tasks.
7. Transfer completed map to paper or computer.‫بعد اإلنتهاء يتم نقل الخريطة على ورقة أوكومبيوتر‬
Be sure to date the map and provide names of those involved in the
mapping process. 56
28
Value Stream Mapping - The Process
Data
Collection Discussion
Process Streamlined Lean

Analysis Understanding Implementation Roadmap
Quantify and Solutions and

Visualise Waste Action Plans
Data Analysis Decision Action
57
‘Learning to See’ Maps

• ‘Learning to See’ Mapping is a pencil and paper tool
that helps you to see and understand the flow of
material and information as a product makes its way
through the value stream.
• The meaning is simple: Follow a product's production

path from customer to supplier, and carefully draw a
visual representation of every process in the material
and information flow.
• Then ask a set of key questions and draw a "future

state" map of how value should flow.
58
29
Within the production flow, the movement of

material through the factory is the flow that
usually comes to mind. But there is another flow -
of information - that tells each process what to
make or do next. You must map both of these
flows.
59
Why creating a Learning to See map is a essential place

to start your lean journey
 they help you visualise more than just the single

process level, i.e. assembly, welding, etc.
 they help you see more than waste they help you
see the sources of waste in your value stream
 they provide a common language for talking about
manufacturing processes
 they make decisions about the flow apparent, so you
can discuss them
60
30
Why creating a Learning to See map is a essential place

to start your lean journey
 they tie together lean concepts and techniques

helping you avoid "cherry picking"
 they form the basis of an implementation plan
 they show the linkage between the information
flow and the material flow
61
Learning to See Mapping Process
Product Family Define the Value Stream
Current State Map Step 1

Understand how the value
currently flows
Step 2
Future State Map
Design a Lean flow
Repeat
Work Plan & Step 3

Implementation Plan how to get there and
execute the plan
62
31
Current State Map Example
63
High Level and Low Level Maps

A “High Level” map is a “10,000 ft view” of a plant or process.
Supplier X Customer Y
Press Body Paint Assembly
A “Low Level” map is a “5,000 ft

view” of a plant or process
usually found within the “High
Level” map.
Body Off Track
T1 T2 T3 T4 Final
64
32
Relation of VSM and other tools
VSM follows the product & process flow
VA NVA
Casting Customer Y
Grinding Shot Blast “Chipping” / Insp. Air Test
VA NVA
ISPC and Waste Elimination Boards
65
Process Mapping
 Should Describe:
 Major activities/tasks
 Sub-processes
 Process Boundaries (top level vs. detail)
 Process Inputs X’s
 Process outputs Y’s
 Process step outputs y’s
 Should be reviewed frequently and updated
y  f ( x1 , x2 ,..., xk )
66
33
The Process Map Has Many Uses
1. Provides a step-by-step picture of the “as-is” situation for

discussion and/or communication.
2. Defines and highlights areas for improvement in a process.
These can either be elimination of non-value added steps or
addition of needed steps depending on the desired outcome of
the process.
3. Documents hidden factory.
Process maps can be used on any type of process:

manufacturing, design, service, or administrative.
67
Identify Quick Wins and

Improvement Ideas
 A lot of ideas will come up when you start creating a flowchart.
 To keep focused on your primary task, create a “Car Park" where
you can capture important ideas that are not directly linked to
the flowcharting exercise.
 Car Park topics usually include:
1. Improvement ideas
2. Assumptions
3. Questions
4. Additional observations
5. Out-of-scope issues and ideas.
68
34
Terminology
1. Value Added (VA) step ‫خطوات ذات قيمة مضافة‬
An operation which transforms the product in a way that is meaningful to the customer –
the customer would be prepared to pay for.
‫هى عمليات تحويل للخامات بشكل يعطى قيمة مضافة للعميل –لذا يرحب العميل ان يدفع تكاليفها‬
2. Non Value Added (NVA) step ‫خطوات بدون قيمة مضافة‬
An operation which transforms the product in a way that is meaningless to the customer –
the customer would not be prepared to pay for.
‫هى عمليات ال تضيف للمنتج قيمة مضافة للمنتج او للخامات –لذا ال يود العميل ان يدفع تكاليفها‬
3. Necessary Non Value Added (NNVA) step ‫خطوات اساسية بدون قيمة مضافة‬
An operation which helps to transform the product in a way that is meaningless to the
customer –the customer would not be prepared to pay for. The process design
dictates that you need to perform this operation in order to generate a Value Added
operation i.e.,. Roughing,
‫تصميم العمليات يؤدى الى ضرورة‬. ‫هى عمليات تحويل الخام و المنتج لكنها التعطى قيمة مضافة –العميل ال يريد ان يدفع تكاليفها‬
‫أداء هذه العمليات للوصول للمنتج النهائى‬
69
Learn To See
Let’s now study how to build the concept “learn to see”.
70
35
1 ‫انشاء التخطيط الخطوة‬
Creating the Map - Step 1
Assemble the team:
‫تكوين الفريق‬
 Teams must be cross functional input from
contributing areas:
 Typically:
 Production - Supervision and Operators

 Engineering
 MP&L
 Supplier
 Create a VSA Champion (usually Supervisor for

the area)
71

Decide on the ‘scope’ of the Map
‫تحديد مجال (حدود) التخطيط‬
 Area should be small enough to map in detail but should clearly

show opportunities for improvement. If the process is ‘lean’ in
terms of piece by piece flow, the data and inventory is where the
focus will be for any improvements (waste elimination)
72
36
Creating the Map - Step
Agree what data will be collected.
‫الموافقة على ماهى المعلومات المراد جمعها‬
There are many options for data collection and
analysis. So think about the purpose of the map,
and what data will be relevant. Establish the
availability and integrity of the data.
If there is variation avoid singular ‘snapshots’
and collect data over a period of time and use an
average. Agree how the information will be
calculated / analyzed - What will be the
formulae?
Data Examples:
Cycle Time, Direct / Indirect (including Maintenance and F/L Drivers) Overall Equipment
Effectiveness, Operating Rate, Changeover Times, Tool Change Frequency, Jobs Per Hour,
Total Cost, Hours Per Car, First Time Through, Lost Time to Accidents, Oil usage,
Absenteeism, Inventory ‘Turns’, Cost performance versus budget, Mean Time Between
Failures, Mean Time to Repair, Energy Usage, Non Production Stores Requisitions. (Refer to
Manual for methods/ formulae)
73
‫ انشاء التخطيط الخطوة‬4

Creating the Map - Step
Understand the process icons
‫فهم ايقونات التخطيط‬
 Refer to the sheets for details. Remember though:
OP 10 OP 20
C/T:
45secs 2,000 C/T:
49secs
OPR:91% OPR:91%
 Consistency of use and interpretation 3.4days
45 s 49 s
 Don’t over complicate the map with Icons
 Ensure the team understand the purpose and there is agreement to their
use.
 The use of the Icons can be very much process driven, i.e. The mapping of
an Engine machining line will mostly consist of continuous flow, whereas
some assembly areas may have tombstones and market places
74
37
Process Mapping Icons
‫ايقونات التخطيط‬
Name, Icon, and Description How Do You Use It?
1) Manufacturing Process
Process box. Every internal process you want to have separate in

Also used for your considerations should get an extra box. It mainly
Assembly supporting dept’s relates also to the perspective you take
(line, plant, company) and whether you have a One-
Piece Flow
2) Outside Sources
Used to show Every external process you want to have separate in

customers, suppliers, your considerations should get an extra box.
and outside of plant
ABC Corp. mfg. processes
3) Data Box
CT: 1sec
Used to record Decide which data characterizes your process or other
QCO: 1h
Avail.: 85%
pertinent info, elements. Be careful that they really drive the
OP: 1 usually concerning improvement
a mfg. process process (Total Cost, Time, Quality).
4) Operator
Indicates how many Does only make sense, if the observed
people work in the process. area is not too big.
75

5) Rail Shipment
• Higher frequency of shipments will improve your
Note frequency of internal stock level
shipments • Leads into the LLP, milkrun and industrial park
_/ wk approach.
• Usually not so flexible like truck shipment
6) Truck Shipment
__/wk Note frequency of Generally used in the mapping

shipments process, regardless of whether it is
lean or mass
7) Forklift Transport
Note frequency of
shipments
8) Other Internal Transport
Note frequency of
shipments
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38
9) Manual information flow
Transfer of Production
schedules,
shipping schedules, etc.
10) Electronic information flow
Transfer of electronical
schedules
with FAX, EDP...
11) Production schedule

weekly Note time represented This sign gives a clearer description of
by schedule the information flow. It is used in
combination with the manual or
electronic material flow arrow.
12) Information light
Can serve many purposes. It indicates every kind of information light. Special uses
Can act as both production in a LEAN system are ANDON and CALL lights.
instruction or materials
withdraw
77

13) Movement of production material Only used to show a typical mass production
situation. The process is not producing to
Identifies material movements customer demand
that are pushed by You have to use that icon if you don’t have one of the
producer, not pulled by following systems:
customer (following proc.). * One-piece flow
* Sequence production
* Call-System
* Card-System
14) Movement of finished goods Doesn’t give any information about the flow character.
to customer Also used to show the Don’t use it. You should always clearly identify the flow.
movement of raw material/ It is only shown to understand older maps.
components from suppliers
if they are not pushed
15) Inventory tombstone Only used to show a typical mass production situation. It
shows an uncontrolled buffer, the amount of existing parts,
Count and inventory time and the average time they stay in the buffer.
should accompany the
tombstone Count the actual amount of parts on the shop floor.You
5580 pcs.
have to use that icon if you don’t have one of the
2.9 days following systems:
* One-piece flow
* Sequence production
* Call-System
* Card-System
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39
16) Go And See Scheduling
Schedules by Part of the classic PUSH system. • No self-sustaining system.

observing the parts Used during Current State Mapping • Only good for a short period to
on the shop floor to show that the buffer is controlled understand the process.
manually. • Change it into a real PULL
system.
79

17) Marketplace
It shows an controlled buffer in a pull system. It will be a CALL
A: min/max or a CARD market.
B: min/max All products contained in The open side always shows to the building process. You
marketplace represented. also have all the information in a PLAN FOR EVERY PART
C: min/max Can note min/max available.There are only three reasons to install such a
D: min/max levels. market:
* The process needs die - change.
* Long distance between process and supplier or customer
* The process capability is not high enough to guarantee the
18) First In, First Out production to customer demand. You must improve your
process to get rid of the stock continuously.
System: min/max First in, First out Guarantees a limited flexibility against breakdowns
sequence flow. (decoupling) or connects two processes in a very controlled
(mainly automatic way. Decoupling is only possible where the transport
conveyor ) system is allowed to run the processes independent from
each other. A decoupled system gives you some flexibility
between the processes. The first process has to be slightly
faster than the second. This usually means a conveyor
system.
80
40
20) Conveyance route for CARD delivery
_ hour Used to show a withdraw Icon used only in a KANBAN process. It shows the
route between multiple collection and conveyence route of the Card Parts.
processes. Where
possible, record
conveyance time.
21) Pull of material from

one process to next
Usually shown with Icon used only in a Pull process. Shows the
cycle time of conveyance. connection
When applicable, shown between market and user - process
with withdraw card.
81

22) Production and transport instruction flow
Always used with other Indicates the information flow in a LEAN Pull Process.
production icons
(see #12, 23-27)
23) Production instruction card
Tells a process how Part of the LEAN Pull Process.

20 many of what can be Orders the production especially for one kind of part.
produced and gives (not always shown)
permission to do so
24) Material withdraw card
Bin Tells a process how Part of the LEAN Pull Process

many of what can be Main tool of the KANBAN System. Detailed description available
withdrawn and gives in” The Full Course of SMF.”
permission to do so
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41
25) Signal production card
Production instruction card Part of the LEAN Pull Process Special tool of the KANBAN
that orders production of a System. It is only used if a process needs die-change.
lot of predetermined size This SIGNAL KANBAN is used in addition to the common
KANBAN system. It indicates the moment to
die change the machine and tells which part to set up.
26) Tablet
Gives permission to This tablet is a production order like a KANBAN but doesn‘t
produce. Type and contain any written information, because every involved person
quantity are predetermined. knows these information. It only says: “Produce now what we
have agreed.“
27) Kanbans Arriving In Batches
This tells you that you need This happens mainly when you have long distance transport
a leveling box to schedule with lorry or train.
your production.
20
83

28) Card Post
Place where cards are Icon used only in a KANBAN process. It shows the
collected and held collection point for the cards.
for conveyance
For production control it is a point where they
can check the status of the card system.
29) Leveling Box

Tool to level prod., If you get back the production KANBANs in
volume, and variety batches, you are able to develop a production
OXOX over a specific amount schedule with this board. This is especially
of time (unit) important if you have a production with different
types of parts.
30) Lot Making Board
Tool to level prod., This board is in principle a further development of a

volume, and variety leveling
over a specific amount box. It combines the use of production KANBAN and
of time for a process, that Signal
needs die change KANBAN. It schedules production orders and die
change orders on the same board.
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42
31) Process Improvement Burst
Part of the LEAN KAIZEN Workshops help to improve these areas.

Stabilization
QCO Process. Indicates
necessary process
improvements.
32) Time Line
This line shows the ratio The figures in the upper level of line indicate the time
Production Lead-Time
between adding value to a that we know as Dock to Dock time. The lower section
part in the processes and is the
VA hours
the time it needs to go sum of the cycle times. From this high level
through all processes . perspective,
it is the time where we add value. This figure shows
drastically how much waste we have in our complete
process, and it also indicates the improvement in the
next
steps.
85

Mapping the ‘Current State’ ‫تخطيط الوضع الحالى‬
 Walk and acquaint yourself with the selected process.

 Sketch out what you see. You can start at the last process before the
‘customer’ if you wish
 Count the inventory, Work In Process, ‘pieces’ between operations,
market place stock, buffers, off load areas
 ‘Join up’ the processes with push arrows and tombstones, or
continuous flow, or market places and pull arrows
 Show kanban delivery points
 Fill the process boxes with the agreed data
86
43
Mapping the ‘Current State’ steps
1. Document customer information and takt time
2. Complete a quick walk through to identify the main processes (i.e.,
how many process boxes)
3. Fill in data boxes, draw inventory triangles, and count inventory
4. Document supplier information
5. Establish information flow: how does each process know what to
make next?
6. Identify where material is being pushed Vs pulled
7. Join up’ the processes with push arrows and tombstones, or
continuous flow, or market places and pull arrows
8. Quantify production lead time vs. processing time and define PCE.
9. Create takt chart and define constraint processes.
10. Identify problems within the value stream.
87
Creating the Map - Step 5 (cont)
Tools for Mapping
 Pencil, Ruler, Eraser

 A0 / A1 paper
 Calculator
 Tape measure
 Open mind
 Determination
 You don’t need a Computer!
88
44
The Time Line
‫خط الوقت‬
The Lower part of the Time Line is the cycle times. The sum of the process /
cycle times should be shown at the end. It is the actual combined time to
complete each and every operation. The cycle time is the time that elapses
between one part leaving a process and the next part leaving the process.
Process and cycle times can be directly affected by a poor OEE.
The sum of the upper part of the Time Line is the Product Lead time. This is
the time it actually takes for the product to ‘clear’ all the processes. The total of
the two lines is the Dock to Dock
1 day 2 days 4 hours 1 day

Lead times
83 s 4 hours 1 hour
Cycle times
89
Creating the Map - Step 6 (cont)

The Lead time is directly affected by inventory. The longer the lead
time would suggest that the ‘value’ is being delayed and detoured
through buffers and storage.
Where the process is fairly ‘lean’ (eg. already one-piece flow), there
may be a limited amount of opportunities for Lead Time reduction.
Certainly if there is a degree of continuous flow the lead time should be
close to the combined cycle or process times.
Where this situation exists, the focus for improvements has to be in the
cost related operational aspects contained within the data. Again, this
data will show where the ‘value’ is being constrained.
In a very lean case, the Lead Time can be zero, with the
cycle/processing time the actual time it takes to process the product for
the customer.
90
45
The Cost Line
‫خط التكلفة‬
For each process Value or Cost is added to the product. Draw another line under the
time line to indicate what costs are added along the value stream. Cost can be expressed
by process and cumulatively. These costs should include:
 Cost of parts added

 Labour value
 Energy used
 Inventory
 Consumables
The importance of each element varies from one process to another

(£23.10) (£36.75)
Inventory
£2.31 £2.45 Cumulative

£0.14 Each process
91

Inventory
• Make sure the amount of inventory is clearly shown in the
tombstone.
• Calculate the inventory as hours / days stock in relation to the
next process, not the process that made it.
• To do this you will need to find out how many pieces / parts /
units / cars the process actually makes in an hour or in a day. If the Map looks like a
Then you can divide the inventory by the processes output, to graveyard!
find out how much stock the tombstones represents.
Two Schools to calculate the inventory time

• Eg 3000 parts / 60 part per hour (customer demand)= 50 hours
• Eg. 3000parts x 60s Takt Time = 50 hours
Or
When demand exceeds capacity (VSM seeks capacity increase)
• Eg 3000 parts x 60s cycle = 50 hours
92
46
Identify on the map the opportunities for improvement
‫تحديد فرص التحسين‬
• Remember 7 wastes
• Identify where Value is being delayed, detoured or constrained
• Identify these problems very clearly on the Map using cloudbursts
OP 10
C/T:33Secs
Only produce
When is it a
2,000pcs C/O: 43Min
what we need
PULL
OEE:45%
when it’s needed
system?
5.6 days
93
Process Observation Sheet

Insert the Process Observaion Sheet
parameter
Metrics
here Metrics Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Stage 8 Overall production line Remarks
Cycle Time per piece
Number of operators
Working hours in total per day Insert Name
Number of shifts of stage here
Internal Defects
External Defects/ problems at customers/ returns
Rework % (not right first time)
Inspection
Customer complaints
Productivity (units per labour hour)
Efficiency
Overtime
Material transportation/ handling time (better in cost)
Downtime
Downtime due to labour
Downtime due to machine
Downtime due to material availability
Downtime due to quality approval
Downtime due to design or material nature
Downtime due to other: -------
Waiting in minutes/ seconds for for process to start
Minor Stops
Actual speed against design speed for Machine/conveyor/line
Raw material cost
Raw material scrap/waste (due to design)
Raw material scrap/ waste (due to process)
Consumed materials cost
Machinig hours
Machinin/ eguipment utilization
Set up time
Batch size
Inventory/ before stage
Inventory/ in stage
Labour abbsetism
Needed labour skills (high, med, low)
Overheads cost
94
47
Lean Green
Belt:
VSM
Exercise
95
Activity
26 July 2017 96 96
48
Learning to See “Current State Mapping”
»‫تعلم لترى «تخطيط الوضع الحالى‬
Exercise
97
Questions
‫اسئلة‬
You have the data necessary to develop a Current State Map

for this company.
‫هل تم تجهيز البيانات االساسية العداد مخطط للوضع الحالى للشركة‬
Split into groups and you have 60 mins to develop the

currents
state map.
‫ دقيقة برسم مخطط كامل للدفع الحالى‬60 ‫ وسنفق لمدة‬--‫ننقسم للمجموعات‬
98
49
Vital Statistics
‫مثال –احصائيات حيوية‬
They produce parts for vehicle assembly. ‫المصنع ينتج اجزاء لتجميع السيارات‬
This case concerns one product family, a steel instrument panel bracket subassembly in
two types; Left Hand and Right Hand versions.
These parts are sent to ‘The Car Company’ who is the customer.
.‫حامل اجهزة معدنية للسيارة يتم تجميعه فى نوعين (يمين ويسار) حسب قيادة السيارة‬: ‫هذا المثال يركز على عائلة منتج واحد‬
“‫يتم ارسال هذه االجزاء الى الشركة السيارات ”العميل‬
Production Process ‫عملية االنتاج‬
Process involves:- -: ‫تشمل‬

1. Stamping a metal ‫تشكيل‬
2. Welding the part ‫لحام‬
3. Assembly ‫تجميع‬
4. Staged and shipped to The Car Company on a daily basis ‫شحن الى العميل‬
Changeovers from LH to RH bracket requires 1 hour in stamping and 10

minutes fixture change in welding.
‫ دقائق لتبديل المثبت فى اللحام‬10‫التبديل من االيمن الى االيسر يستغرق ساعة واحدةفى التشكيل و‬
Steel coils are supplied by ‘The Steel Company’ and arrive on Tuesdays and Thursdays.
‫يتم توريد لفات الصلب من شركة الصلب يومى الثالثاء والخميس من كل اسبوع‬
99
Vital Statistics
Customer Requirement ‫متطلبات العميل‬
18,400 pieces per month ‫عدد القطع لكل شهر‬

12,000 Left Hand ‫طراز يسار‬
6,400 Right Hand ‫طراز يمين‬
Customer operates 2 shifts ‫ وردية‬2 ‫العميل يدير‬
Palletised returnable packaging with 20 brackets in a tray and up to 10 trays per

pallet.
‫ صناديق معا فى الحاوية‬10 ‫ منتج و يوضع‬20 ‫التغليف فى صناديق يعاد استخدامها تحتوى على‬
Customer orders multiples of trays
‫يطلب العميل عدد من الحاويات معا‬
One daily shipment to The Car Company by truck
‫يتم الشحن مرة يوميا الى الشركة السيارات ”العميل“ بشاحنات‬
100
50
Vital Statistics
Work Time ‫اوقات العمل‬
20 days per month ‫ يوم‬20/ ‫شهر‬

2 shifts in all areas ‫ورديتين فى المصنع‬
8 hours every shift, with overtime if necessary ‫ ساعات وهناك وقت اضافى عند الضرورة‬8 ‫الوردية‬
Two10 minute breaks during each shift. ‫ دقائق‬10 ‫راحتين فى الدورية كالهما‬
Production Control Department
Receives forecasts 30/60/90 and enters them into MRP

Issues 6 weeks forecast to The Steel Company via MRP
Secures Steel by weekly FAXed order release to The Steel Company
Receives daily firm order from The Car Company
Generates MRP-based weekly departmental requirements based upon customer order,
WIP inventory levels, Finished Goods inventory levels, and anticipated scrap and
downtime.
Issues weekly build schedules to stamping, welding and assembly processes.
Issues daily shipping schedule to Shipping Department
101
Vital statistics
‫ قسم تحكم االنتاج‬
‫ اسابيع يتم ارسالها بالفاكس اسبوعيا‬6 ‫ التوقعات على‬MRP ‫ ويدمجها فى‬90\60\30 ‫ يتلقى التوقعات‬
‫ اسبوعيا حسب طلبات العميل وكذلك حسابات‬MRP ‫للعميل وتستقبل طلبات شغل يومية من العميل ويدار‬
‫ نصف المصنع –مستوى المخزون النهائى والهالك المتوقع ويجهز اسبوعيا جدول االنتاج للتشكيل‬WIP
‫واللحام والتجميع بينما يجهز يوميا جدول شحن للمنتج النهائى‬
102
51
Vital Statistics
Stamping
Cycle Time ‫زمن الدورة‬ - 1 second
Operators ‫العاملين‬ -1
Changeover Time ‫زمن التغير‬ - 1 hour
Machine Reliability ‫اعتمادية الماكينة‬ - 85%
Inventory ‫المخزون‬ - 5 days of coil before this process
- 4,600 pieces of LH finished stamping
- 2,400 pieces of RH finished stamping
Welding Stn 1 1‫اللحام –مرحلة‬
Cycle Time - 39 seconds
Operators -1
Changeover Time - 10 minutes
Machine Reliability - 100%
Inventory - 1,100 pieces LH
- 600 pieces RH
Welding Stn 2 2‫اللحام—مرحلة‬

Operators -1
Changeover Time - 10 minutes
- 850 pieces RH
103
Vital Statistics
Assembly stn 1 1 ‫تجميع‬
Operators -1
Changeover Time - N/A
- 640 pieces RH
Assembly Stn 2 2 ‫تجميع‬

Operators -1
Changeover Time - N/A
- 1,440 pieces RH
Shipping ‫شحن‬
Removes parts from finished goods warehouse and stages them for truck
shipments to Customer
‫يتم من مخزن المنتج النهائى الى القاطرة ثم الى العميل‬
104
52
Questions
‫اسئلة‬
1. Where are the hot spots in the process?

‫اين المناطق الساخنة بالعملية؟‬
2. Why do these hot spots exist?

‫لماذا تتواجد هذة المناطق؟‬
3. Use TAKT time to assess operations
‫ لتقييم توازن العملية‬TAKT ‫استخدم زمن التقنية‬
105
Lean Green
Belt:
VSM
Line Balancing
‫إتزان خط اإلنتاج‬
106
53
Line Balance
Balanced Production & Flow
Production Customer
Demand
Output
107
Line Balance
Material
Repair
Receiving Area
Warehouse
Welding Despat
Stamping Booth ch
Storage
Assemble
Ship
Order Added value time – Minutes Throughput time Weeks Cash
108
54
Line Balance
Material
Pull Pull Pull Pull
Stage & Ship

Assemble
Goods in
Weld
Store
Order Added value time – Minutes Throughput time Reduced Cash
109
Which is easier to balance

‫ما هي العملية األسهل في تحقيق اإلتزان‬
• A complex process, spread across a wide area, with

inventory storage piles, excessive travel distances,
utilising batch processing techniques
‫ بينها كميات كبيرة من الخزون مع‬,‫ منتشرة في أنحاء المصنع‬,‫• عملية معقدة‬
.‫وجود مسافات نقل كبيرة عن طريق نظام المجموعات‬
• A simplified process, condensed into a cellular
arrangement, requiring little or no transportation and
utilising one piece flow methods
ً ‫ في صورة خلية بسيطة بينها مسافات نقل صغيرة مستخدما‬,‫• عملية بسيطة‬
“‫اسلوب ”مرور قطعة واحدة‬
110
55
Continuous Flow Processing
‫التدفق المستمر‬
Batch Processing – (Running batches of 10)
Op 10
Op 20
Op 30
Order 1 minute cycle (30 minute throughput) Cash
Continuous Single Piece Flow
Op 10 Op 20 Op 30
Reduce the time line

Eliminate the 7 wastes
1 minute cycle (12 minute throughput)

Order Cash
111
How does batch effect scrap

‫تأثير نظام المجموعات على الهالك‬
• If a defect condition occurs at station one how many
parts will have been processed through the three
stations before it is picked up at the end of line
inspection bench?
‫ كم سيكون عدد الوحدات الناتجة من‬,‫• تصورإذا حدث معيب في إحدى المحطات‬
Op 10
‫مرحلة التفتيش؟‬
Op 20 ‫إكتشاف المعيب في‬
Op 30
‫الثالث محطات قبل‬Inspection
‫خالل‬
• Between 31 and 40 parts will have been processed

before the first defect is detected. What effect would
this have on line balance?
‫ ما الذي‬.‫ جزء سيكون تم إنتاجه قبل أن يتم إكتشاف المعيب‬40‫ و‬31 ‫• ما بين‬
‫سيحدث إلتزان خط اإلنتاج؟‬
112
56
How does one piece flow respond
“‫كيف يستجيب نظام ” مرور قطعة واحدة‬
The third component would be detected in a single

piece flow environment
“‫القطعة الثالثة سيتم إكتشافها في نظام ”مرور قطعة واحدة‬
What effect would this have on line balance :-

Remember artificial demand and the impact on Takt
time!
Takt ‫دائما ً تذكر ”الطلب الصناعي“ و تأثيره على‬
113
Line Balance – Establish Takt

Taky ‫ إنشاء‬-‫إتزان خط الإلنتاج‬
The ‘drum beat’ of production

- or -
Customer demand stated in time
Work time available

TAKT Time =
Customer average demand
‫وقت العمل المتاح‬

TAKT Time =
‫متوسط طلب العميل‬
114
57
Line Balance
Identify and understand the key process / operations

115
Identify the process flow & improve

‫تعريف تدفق العملية و تحسينها‬
From This… To This…
Sugar
Tea Pot
Tea Bag
Cup
Spoon
Fridge
Fridge
116
58
Identify the process flow & improve
‫تعريف تدفق العملية و تحسينها‬
117
Line Balance
Seven Cycle Analysis
Product
Product #
Operations
Task # Type Keep Operation Description 1 2 3 4 5 6 7 Summary Statisitics

Predicted
Average Std Dev Slowest
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Start time
Finish Time
Time to complete
Map Processes Against Takt & Load
118
59
Line Balance
• Work content must be evenly distributed Understand if Op20 can

• A smooth balanced process be subdivided between
operators 1 2
25
24
23
Relocated • If this is the case transfer the
work so all operations are
22
21
Work under Takt time.
20
19 • If this is not the case,
18 understand how operations
17
16 TAKT TIME can be split up to ensure that
15 all are under the Takt time
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0
Op10 Op20 Op30 Op40 OP Op
119
Traditional approach to Line Balancing

‫الطريقة التقليدية لتحقيق إتزان خط اإلنتاج‬
Takt Time
Operator 2 is working above Takt
Processing Time
time and re balancing is

necessary
By studying the work content re-

allocation of work can be effected
Op1 Op2 Op3 Op4 to balance the workload
However because the balance is

Takt Time
now below Takt the cell out put
Processing Time
will exceed customer demand

resulting in over production
Kaizen events and productivity

drives will further compound the
Op1 Op2 Op3 Op4 problem
120
60
Traditional approach to Line Balancing
‫ لتحقيق إتزان خط اإلنتاج‬Lean ‫طريقة‬
Operator 1, 2, 3 work in balance

Takt Time
and operator 4 has time to
undertake 5’s activity and
Processing Time
continuous improvement
Continuous improvement activity

will eventually drive toward the
Op1 Op2 Op3 Op4
elimination of operator 4 freeing
him / her for increased 5’s &
continuous improvement activity
Takt Time
Process’s balanced to Takt means

Processing Time
the process is paced precisely to

customer demand. No
overproduction, No excessive
inventory
Op1 Op2 Op3 Op4
121
Cellular Product Layout

‫نظام خاليا اإلنتاج‬
Good cellular layout has several distinct advantages over

traditional manufacturing methods. It facilitates even
distribution of work content within the process and leads to
:‫نظام خاليا اإلنتاج له مزايا كثيرة حيث أنه يسهل توزيع حمل العمل ويقود إلى‬
 Products flow from one station to the next without process inventory
‫ تدفق المنتج من مرحلة إلى أخرى بدون مخزون بين العمليات‬
 Material handling become uni-directional and specialised
‫نقل الخامات في اتجاه واحد ومحدد‬
 Specialisation of equipment & Labour can be effected
‫تخصص الماكينات والعمال‬
122
61
Measuring Line Balance Efficiency
Operation 1 Operation 2 Operation 3
10 Minute 15 Minute 5 Minute 1 Unit every

Cycle Cycle Cycle 15 minutes
Total Process Work Content

Efficiency (% Balance) = X 100
No of workstations x Constraint Cycle Time
30 minutes
Efficiency (% Balance) = X 100
3 stations x 15 minutes
Efficiency (% Balance) = 66.66%
123
Manufacturing Insights Video

till minute 10
124
62
Lean Green
Belt:
Detailed Process
Mapping
‫التخطيط التفصيلي‬
‫للعمليات‬
125
Detailed process Mapping
Zooming in the Value Stream steps
126
63
How to construct a Process Map
‫كيف تنشئ خريطة عمليات؟‬
Use a Video to capture Material Value/Cycle Map

Video Ref
Movement. Date
Engineer
‫استخدم كاميرا فيديو لحركة الخامات‬ Study ref

Part #s
Shift
Operation 1 Operation 1 b
Remember, you record what process Starts with

Ends with
Process description
steps are required to produce a Good
Operation 1 a Operation 1 c
Part. ‫الغرض‬
Step# Description
Time Distan
Sec ce m
Qty Op Move Inspect Delay Store Branch
1=VA
0=NVA Notes/equipment used
‫تذكر اثناء التصوير ما هى العمليات التى تحتاجها إلنتاج‬ 1

2
sand inside of core
blow down
24
8
NVA
NVA
‫جزء واحد نهائى‬ 3 retrieve pads 3 NVA
This includes transportation, material 4

5
assemble pads
assemble to core
10
9
NVA
VA
load, material unload, machine cycles 6 assemble (part from op 1a) to confirm fit & aside 8 VA
and frequency based elements (such as 7

8
blow down
glue part from op 1a
3
12
NVA
VA
gauging, tool changes etc). 9 Assemble part from op 1a 30 VA
‫تشمل النقل وتحميل الخامات وتحميل الماكينات والعملبات‬ 10

11
blow down
Disassemble top core
5
10
NVA
NVA
‫الدورية للماكينات والمثبتات وتغيير العدد‬ 12 retrieve file 3 NVA
Sometimes several sequences of video

footage is required to capture all
elements. ‫المدة‬ ‫مسافة‬ ‫كمية‬ ‫عملية‬ ‫نقل‬ ‫انتظار فحص‬ ‫مخزون‬
‫احيانا تحتاح لتصوير فيديو على عدة مراحل لتجميع‬
‫العمليات كلها‬
127

Inputs Outputs
‫المدخالت‬ ‫المخرجات‬
1.Material Distance
1.Material
Value/Cycle Map
‫مسافات حركة الخامات‬
Movement Video Ref
Date
2.Operator Distance
‫حركة الخامات‬ Engineer
Study ref ‫مسافات حركة االفراد‬
2.Operator Part #s
Shift
Operation 1 Operation 1 b
3.Throughput Time
Starts with
Movement Ends with
‫حركة افراد‬
Process description
4.Value Add versus

3.Machine Cycle Operation 1 a Operation 1 c
Step# Description
Time Distan
Sec ce m
1=VA
0=NVA Notes/equipment used Non Value Add/
Times
‫دورة الماكينة‬
1 sand inside of core 24 NVA
Necessary
2 blow down 8 NVA
4.Operator/ 3 retrieve pads 3 NVA

Non Value
Machine 4 assemble pads 10 NVA Add
Load
5 assemble to core 9 VA
‫ ال يضيف‬/‫زمن يضيف‬
6 assemble (part from op 1a) to confirm fit & aside 8 VA
Times 7 blow down 3 NVA

‫قيمة‬
‫زمن تحميل الماكينة‬ 8 glue part from op 1a 12 VA 5.Labour vs.
9 Assemble part from op 1a 30
5.Operator/Mach VA
Machine
10 blow down 5 NVA
ine Unload 11 Disassemble top core 10 NVA Content
Times 12 retrieve file 3 NVA ‫زمن العامل منسوب الى زمن‬
6.Inventory ‫الماكينة‬
‫المخزون‬ 6.Theoretical
7.Frequency
Capacities
Based
‫الطاقة النظرية‬
Elements
‫العناصر الدورية‬ 7.Line Balance
‫اتزان خط االنتاج‬
128
64
From the Process Map, calculate the material
distances Outputs
1. Material Distance
:‫احسب مسافات حركة الخامات من خريطة العمليات كاالتى‬ 2. Operator Distance
3. Throughput Time
4. Value Add versus
Value/Cycle Map Non Value Add/
Video Ref
Date Necessary
Engineer
Study ref
Non Value
Part #s Operation 1 Operation 1 b Add
Shift
Starts with 5. Identify Labour vs.
Ends with
Process description Machine Content
6. Theoretical
Operation 1 a
Time Distan
Operation 1 c
1=VA
Capacities
Description Qty Op Move Inspect Delay Store Branch
Step# Sec ce m 0=NVA Notes/equipment used 7. Line Balance
2 blow down 8 NVA
3 retrieve pads 3 NVA
4 assemble pads 10 NVA Material Distance

5 assemble to core 9 VA Op 10 Load = 1m
Op 10 Unload = 1m
7 blow down 3 NVA
8 glue part from op 1a 12 VA

Transfer to Op 20 = 3 m
9 Assemble part from op 1a 30 VA
10 blow down 5 NVA
11 Disassemble top core 10 NVA
12 retrieve file 3 NVA

Total = ________ m
129

From the Rough Layout, calculate the operator
distances Outputs
2. Operator Distance
3. Throughput Time
: ‫احسب مسافات حركة االفراد فى المخطط العام‬ 4. Value Add versus
Non Value Add/
Necessary
Op 10 Op 20 OP 30 Non Value
Add
OP 40
5. Identify Labour vs.
Machine Content
6. Theoretical
Capacities
OP 50 a 7. Line Balance
OP 50 b
Operator 1
1 cycle = 25 m
Op 80 Op 60
output rate = 10 uph
Assy Deburr
Op 70
movement per hour = 250m
Wash
hours per shift = 8
Total m/shift = 2000m
130
65
From the Process Map, calculate the Throughput

Outputs
Time 1. Material Distance
: ‫احسب مدة العملية فى خريطة العمليات‬ 3. Throughput Time
4. Value Add versus Non
Value Add/
Necessary
Non Value
Value/Cycle Map Add
Video Ref
Date 5. Identify Labour vs.
Engineer
Study ref Machine Content
Part #s Operation 1 Operation 1 b
Shift 6. Theoretical Capacities
Starts with
Ends with 7. Line Balance
Process description
Time Distan 1=VA
Step# Description Qty Op Move Inspect Delay Store Branch
Sec ce m 0=NVA Notes/equipment used
Step 1 – Machine Cycle Content

2 blow down 8 NVA
4 assemble pads 10 NVA

‫زمن الدورة‬
5 assemble to core 9
Step 2 – Transport Time Content
VA
7 blow down 3 NVA

‫زمن الحركة‬
8 glue part from op 1a 12
Step 3 – Inventory Holding Content
VA
10 blow down 5 NVA

‫المخزون‬
131

From the Process Map, calculate the VA vs.
Outputs
NVA (or NNVA) content 1. Material Distance
3. Throughput Time
4. Value Add versus
:‫احسب نسبة الزمن التى تعطى قيمة بالنسبة للزمن الذى ال يضيف قيمة‬ Non Value Add/
Necessary
Non Value
Value/Cycle Map Add
Video Ref
Date 5. Identify Labour vs.
Engineer
Study ref Machine Content
Shift 6. Theoretical
Starts with
Ends with Capacities
Process description
7. Line Balance
Step 1 – Identify VA steps

Time Distan 1=VA
Step# Description Qty Op Move Inspect Delay Store Branch
2 blow down 8 NVA : ‫عرف كال من‬

3
4
retrieve pads
assemble pads
3
10
NVA
NVA
Step 2 – Identify NVA and NNVA
5 assemble to core 9 VA Steps
6
7
assemble (part from op 1a) to confirm fit & aside
blow down
8
3
VA
NVA
‫عرف الزمن الغير فعال لكنه ضرورى ايضا‬
8 glue part from op 1a 12 VA Step 3 – Calculate % VA vs. %
10 blow down 5 NVA

NVA/NNVA
11 Disassemble top core 10 NVA ‫احسب نسبة كال منهما‬
132
66
From the Process Map, calculate the Labour vs. Outputs
Machine Content 2. Operator Distance
3. Throughput Time
‫احسب نسبة تحميل العامل \ للماكينة‬ 4. Value Add versus
Non Value Add/
Value/Cycle Map Necessary
Video Ref
Date Non Value
Engineer
Study ref Add
Shift 5. Identify Labour
Starts with
Ends with vs. Machine
Process description
Content
Operation 1 a
Time Distan
Operation 1 c
1=VA
6. Theoretical
Step# Sec ce m 0=NVA Notes/equipment used
Capacities
7. Line Balance
2 blow down 8 NVA
5 assemble to core 9 VA Labour Machine

7
8
blow down
glue part from op 1a
3
12
NVA
VA
Op 10 Load Op 10 Cycle
9 Assemble part from op 1a 30 VA Op 10 Unload
10
11
blow down
Disassemble top core
5
10
NVA
NVA
12 retrieve file 3 NVA Op 20 Unload
Op 30 Unload
133

From the Process Map, calculate the Labour vs. Outputs
Machine Content 1. Material Distance
‫احسب نسبة تحميل العامل \ للماكينة‬ 3. Throughput Time
4. Value Add versus
Non Value Add/
Necessary
Op 10 Op 20 Op 30 Non Value
Add
Machine Content
6. Theoretical
Capacities
7. Line Balance
Op 10 Op 10 Op 20 Op 20
Load Unload Load Unload
Op 30
Potential
Op 10 Op 10 Op 20 Op 20 Op 30 Op 30
Load unLoad Load unLoad Load unLoad
Op 30 Op 30
Load Unload
134
67
From the Process Map, calculate the Outputs

Theoretical Capacities 2. Operator Distance
3. Throughput Time
‫احسب القدرة النظرية‬ 4. Value Add versus
Non Value Add/
Value/Cycle Map
Video Ref Necessary
Date
Engineer Non Value
Study ref
Part #s Operation 1 Operation 1 b Add
Shift
Starts with 5. Identify Labour
Ends with
Process description vs. Machine
Content
Step# Description
Time Distan
Sec ce m
1=VA
0=NVA Notes/equipment used
6. Theoretical
1 sand inside of core 24 NVA Capacities
2 blow down 8 NVA 7. Line Balance

Labour Machine
7 blow down 3 NVA Op 10 Load
Op 10 Unload Op 10 Cycle
10 blow down 5 NVA Op 20 Load

Op 30 Load
135

From the Process Map, calculate the
Theoretical Capacities Contingency allowance
Usually 5%. This is used to cover random
elements that are not included as frequency
elements within the Basic Minute Value.
EG, Talking to supervisor, doing non standard
paperwork. Typically verified annually by activity
sampling
Element time Freq BMV
Assemble parts 0.7 1/1 = Relaxation allowance
Usually between 10% & 15%. Generated by using
Replenish Box 2.1 1/50 = approved relaxation/fatigue tables. Covers comfort

Breaks & environmental conditions.
EG, Working in restricted or confined spaces, high
Sample test 1.2 1/5 = SMV & low temperature conditions, wearing restrictive
equipment or other conditions which influence
Walk to S1 0.17 1/1 = Construction fatigue. Normal factory conditions Yield 12.5% for
males & 15% for females. These values may vary
slightly between tables.
CA
Total BMV = ‫الزمن االساسى‬ RA Basic Minute value
The measure of work content using a trained
operator adopting a standard method on the
standard process using & producing parts within
Relaxation allowance 12 % = the defined quality standards. May be generated
from:-
‫سماح االسترخاء‬ BMV

•Time Study
•MTM Visualization or Study
•Estimated from historical data
Contingency allowance 5% = •Generated using synthetic data
•Calculated using activity sampling
‫سماح اضافى‬ Contains frequency elements e.g.
•1/20 Gauge
•1/40 Push big trolley
Standard Minute value = •1/35 Fill in Paperwork
Will also include person/machine interaction
& any non absorbed machine cycle
Units/Hour = ‫عدد الوحدات\ساعة‬

‫قيمة الدقيقة ساعة‬
‫القياسية‬ A Standard Minute Value (SMV)
‫هو الزمن الالزم النتاج منتج‬ The time to make 1 good part expressed in
minutes 136
68
A brief look at BMV/SMV
Multi Cycle Time Study Analysis Study By

Date
Plant Details: Knockout, Autosaw, Linish Shift Number AM
Operator Andy and Tony
Product/Part no: AB/BB Fuel Material Basic Minutes 0.71
Rails Standard Minutes 0.83
Comments: Kings Finishing Units per Hour 72.29
Units per Shift 506.0
Number Description of Timings and Ratings Summary
Element 1 2 3 4 5 6 7 8 9 10 Sum Obs Avg
OP 1 KO / Retrieve and inspect Rating 70.00 70.00 70.00 70.00 70.00 70.00 70.00 70.00 70
AS 1 part Observed 0.11 0.12 0.13 0.04 0.02 0.05 0.03 0.04 0.53 8 0.067
Basic 0.08 0.09 0.09 0.03 0.01 0.03 0.02 0.03 0.00 0.00 0.37 8 0.047
OP 1 KO Load and close door Rating 70.00 70.00 70.00 70.00 70.00 70.00 70.00 70.00 70
/AS 2 Observed 0.07 0.08 0.05 0.09 0.06 0.08 0.05 0.08 0.55 8 0.069
Basic 0.05 0.05 0.04 0.07 0.04 0.05 0.03 0.05 0.00 0.00 0.39 8 0.048
Rating of 0% – 100% 60 / Sum of BMV * (1+allowance)
Actual time (secs) / 60s Sum of BMV * (1+allowance)
Sum of Avg BMV

Actual time (secs) * Rating / 100%
137

From the Process Map, calculate the current
Line Balance Outputs
‫احسب اتزان خط االنتاج الحالى‬ 2. Operator Distance
3. Throughput Time
Value/Cycle Map 4. Value Add versus
Video Ref
Date Non Value Add/
Engineer
Study ref Necessary
Shift Non Value
Starts with
Ends with Add
Process description
Operation 1 a
Time Distan
Operation 1 c
1=VA
Machine Content
Step# Sec ce m 0=NVA Notes/equipment used
6. Theoretical
2 blow down 8 NVA

Capacities
7. Line Balance
7 blow down 3 NVA
9 Assemble part from op 1a 30 VA Operation 1 Operation 2 Operation 3

10 blow down 5 NVA
10 Minute 5 Minute 15 Minute
1 Unit every
Cycle Cycle Cycle 15 minutes
)
‫اجمالى وقت العمليات‬
‫ عدد المحطات‬x ‫زمن الدورة المحدد‬

= ‫الكفاءة‬ ) Efficiency (% Balance) =
Total Process Work Content
No of workstations x Constraint Cycle Time
X 100
138
69
From the all the previous analysis, develop a new layout and identify the
benefits to: -‫ نرسم مخطط تطور العمليات ونحدد المزايا من حيث‬:‫من خالل الحسابات السابقة‬
‫م‬
Value/Cycle Map
1. VA vs NVA/NNVA Video Ref
Date
2. Material Distances Engineer

Study ref
3. Operator Movement Shift
Starts with
Ends with
4. Floor Space ‫مساحة االرض‬ Process description
5. Throughput Time Step# Description

Operation 1 a
Time Distan
Qty
Operation 1 c
Op Move Inspect Delay Store Branch
1=VA
6. Labour Content 1 sand inside of core 24 NVA
7. Capacities ‫القدرة‬
2 blow down 8 NVA
8. New Line Balance 4 assemble pads 10 NVA
7 blow down 3 NVA

Op 10 Op 20 OP 30
8 glue part from op 1a 12
Op 30 9 Assemble part from op 1a 30
VA
VA
OP 40
10 blow down 5 NVA
Op 10 Op 10 Op 20 Op 20 Op 30 Op 30 11 Disassemble top core 10 NVA

Load Load Load Load Load Load 12 retrieve file 3 NVA
Op 80 Op 70 Op 60 OP 50 b OP 50 a
Assy Wash Deburr
139
Lean Green
Belt:
Summary
140
70
Summary
‫ملخص‬
Process mapping is a very effective way to document the actual process

‫مخطط العمليات هو وسيلة فعالة جدا لتوفيق العمليات الفعلية‬
Process mapping provides clarity on where the sources of DOTWIMP

wastes are within a process
‫تساعد على اكتشاف مصادر الفواقد السبعة داخل العمليات‬
Process mapping provides details on the type of wastes and hence some
indication on what to eliminate
‫تعطى تفاصيل عن كل فاقد و موشرات لتالفى وجوده بالعملية‬
Process mapping gives data to the current state and the future state
‫تعطى بيانات للوضع الحالى والمستقبلى‬
141
Principles of Time
142
71
Learning to See
143
Detailed Process Map
144
72
Detailed Process Map
145
Lean Green
Belt:
Quiz
146
73
Detailed process Mapping Exercise
Exercise
147
Value Stream Mapping Expectations
• What’s my Process ? How does it function ?
• Which information, physical and/or connections seem to

affect Outputs (CTQ’s) most ?
• How’s my process doing today ?
• How good could my (current) process be when everything

is running “smoothly”?
• What’s the best that my process was “Designed” to do ?
148
74
Value Stream Mapping Phase Checklist
If you can respond ‘yes’ to each statement below, you are doing well and are ready to move into
the
next phase.
l
For our project we have……..
1. Determined what we want learn about our problem and YES NO

process and where in the process we want to get the answer.
YES NO
2. Identified the current state map of the process
3. Identified where the potential hot spots exist within the

YES NO
process flow
YES NO
4. Conducted a detailed mapping exercise within the hot spot (s)
and further understood the what the value stream constraints
are.
149
Review Questions
1. True/False: What is the definition of Lead time
2. True/False: Throughput time is the no of stations x cycle time x wip
3. True/False: Batch & Queue is a manufacturing process that dictates parts are
completed through one process before being moved onto the next process
4. True/False: How is the Batch & Queue process characterised in terms of wip
and waiting time
5. True/False: How many elements to throughput time are there and what are they
150
75
Review Questions
1. True/False: Learning To See is about taking an overview of the linkages

between physical and information flows within the business.
2. True/False: The Learning To See Map should be as complicated as

possible.
3. True/False: The Learning To See Map drills down into the particular
process nodes
4. True/False: Learning To See Map should only be done by the project

leader only
5. True/False: Learn To See Map identifies the process time traps
6. True/False: Learning To See Map is completed by reference to existing

information and tribal knowledge – it does not need to be done walking
the process.
7. True/False: Learning to See Map is only a reflection of the current state
151
Review Questions
1. True/false: Only the machine cycle time is important in the detailed map
2. True/false: The process should be videoed to force the operator to

produce more parts
3. True/false: BS100 is the UK industry standard for performance setting
4. The detailed activity map does not differentiate between man and
machine
5. Load and capacity statements can be developed from the detailed

mapping activity
152
76
Review Questions
1. True/false: Manufacturing or factory physics is purely guesswork
2. True/false: Manufacturing physics shows SPF to be superior to B & Q in

terms of output & wip holding required
3. True/false: M Physics proves that output will be unlimited with a SPF
4. True/false: M Physics proves that zero inventory will ensure the most
efficient production output
5. True/false: M Physics proves Dr.John Littles’ law holds true
153
77

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Lean Green

Principle 2:Value Stream Mapping

– Detailed activity mapping

 To gain an understanding of throughput time (Tp) and Lead Time (Lt) in a

DELAY Which of this add value?

What would the Customer be happy to pay for?

Throughput Time for a Batch and Queue

‫ هو الفترة الزمنية التى تستغرقها الخامات لتمر خالل‬:‫مدة العملية‬

Wait (Delay) 1 mins Op 10 1st 60s

Throughput Time for a Batch and Queue System

Transport to Op 20 5 bins x 5s = 25s

Throughput Time for a Batch and Queue System

Throughput Time Example

10000 10000 Step Time

2. Describe how to use rigorous, analytical approaches to consciously

3. Illustrate how variability has significant influence over plant

Batch and Queue

Number of stations (stn)= 4 Each piece spends 40 mins in the system

Station cycle time = 1 min each

Batch Size = 4 off

How long to complete all 4 pieces if the batch

Batch and Queue

Number of stations (stn) =4 Each piece spends 16 mins in the system

Station cycle time (CT) = 1 min each Production Rate = 4 pieces

Equivalent = 0.25 pieces

‫حجم المجموعة‬ ‫معدل االنتاج‬ ‫معدل االنتاج‬

What do you notice about the relationship between Batch Size, Tp

Batch and Queue

Batch Size Throughput Time Output Rate Output Rate

Note the relationship between output and WIP

Batch Size Throughput Time Output Rate Output Rate

Littles Law Output = Batch Size (WIP) / Throughput Time

To gain an understanding of the concept of Takt

What do we understand Takt Time to be?

A tool that defines a time against

Takt can be expressed at different levels

Customer demand stated in time

Work time available

‫وقت العمل المتاح‬

Takt Time Example:

Determine the time available

Takt Time Example 1:

Takt Time Example:

‫ال تغير فى‬ No change in

Determine the time available

Determine the demand for the period under review

Calculate Takt = Available time / Demand (A/D)

Takt Time Example:

Takt Time Example 3

Does this have an impact on Takt?

Takt Time Example:

Time Available 3900 Demand 20187

Determine the time available

What is the impact?

Cycle / Min Cycle / Min Cycle / Min Cycle / Min

OP10 OP20 OP30 OP40 OP50 OP10

Operation Operation Operation Operation

Takt is static between problems 1 and 2 1.2 ‫لم يتاثر الحالة‬Takt

Takt drops between problems 2 and 3, also between 3 and 4

There is increased pressure upon the business to produce the

‫االنتاجية االستفادة الجودة الكفاءة النبضة‬

‫‪No of days worked‬‬

‫‪Time needed to produce‬‬

•The previous examples focused specifically on single