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Map for

1 switch TK

STORE KIT 1
C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) C/T: (H) C/O: (H) Shift: 7 0.20 0.08 1

0.6Hx15 switch 9.0 hour 0.6Hx15 switch ==9.0 hour Operator => 15#/9 hour 11Operator => 15#/9 hour for C,T,Seq, High Power for C,T,Seq, High Power

TEST LAB

10
Min No PCB Ext D

Ini. Build/QC

Strap/Solith 1 0.33
0 0.25 0.08 1 C,T,Int/ExtD,HP 0 0.50 0.08 1 PCB NOT AVAILABLE PCB NOT AVAILABLE Q/T: 1 Week Q/T: 1 Week

QC Sol. 1 0.33
3.5 0.25 0.08 1 C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) 1 C/T: (H) 0.25 C/O: (H) Shift: Int D Conn. 0.00 1

MIP 1
C,T,Seq,ExtD,HP,No Pcb Q/T:(H) 14 C/T: (H) 0.25 C/O: (H) Shift: 0.00 1

Close Test 0.50
C,T,Seq,Int/ExtD,NoPcb High Power 1 1 0.25 24.00 0.25 0.00 1 0.00 1

Install RF, Test 1
C,T,Seq,Int/ExtD,HP,No Pcb 0 0.50

Hardware Q/T: C/T: C/O:

TTI-DC 0.33
22

0.33
7 0.5 0 2

C,T,Seq,Int/ExtD,HP PCB No 0 0.10 0.50 0.10 0.08 1

C,T,Seq,Int/ExtD,HP PCB No 3.5 20.15 0.60 1.00

Wiring Sol. 1
Seq 0 0.25 0.08 1 Q/T:(H) C/T: (H) C/O: (H) Shift:

0.08 1

Sold Test Harn 0.50
C,T,Seq,Int D,HP,No Pcb Q/T:(H) C/T: (H) 0 0.50 0.08 1

0.08 1

Sold Conn 0.20
Ext D 3.5 18.50 2.50 0 1 18.50 No Pcb 3.5 0.75 0 1 TK

Shift:
TK

HOUSING / ROTOR PROBLEM HOUSING / ROTOR PROBLEM Q/T: 2 Week Q/T: 2 Week

QCWire 0.33
C,T,Seq,Int/ExtD,HP,No Pcb 1 0.25 0.00 1

Sold D Conn. 1
Int D Q/T:(H) C/T: (H) C/O: (H) Shift: 18.50 3.5 2.25 0.08 1

2.25Hx15 switch 33.75 hour 2.25Hx15 switch ==33.75 hour Operator => 15#/ 33.75 hour 11Operator => 15#/ 33.75 hour for Int D for Int D

C/O: (H) Shift:

TKUpdate
C,T,Seq,Int/ExtD,HP,No Pcb

ICD NOT AVAILABLE ICD NOT AVAILABLE Q/T: Days Q/T: 22Days

Ext D=>1 Ope => 15#/ (2.5Hx15) Ext D=>1 Ope => 15#/ (2.5Hx15) No PCB=>1 Ope => 15#/(0.75Hx15) No PCB=>1 Ope => 15#/(0.75Hx15)

Q/T:(H) C/T: (H) C/O: (H) Shift:

3.5 0.20 0 1

WITH ECN or DOC. PROBLEM
4 days addition

WITH Part Delivery PROBLEM
2 week addition

Stream(1) => 100% OK
0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.5 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0 TKUpdate 7 22.50 0 TTI-DC

Stream(1) => 100% OK
0.17 38.00 46.75 0.50 85.42 T/T Q/T C/T C/O L/T

Stream(2) => 100% OK + ECN
Days 8.7 15 7.00
15.4 0.17 66.00 46.75 0.50 113.42 T/T Q/T C/T C/O L/T

Stream(3) => Rotor/Hsg./PCB problem
Days 12.7 7.00
19.4 0.17 108.00 46.75 0.50 155.42 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.7 7.00
25.4

Stream(4) => 100% OK
0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.25 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(4) => 100% OK
0.17 38.00 46.50 0.50 85.17 T/T Q/T C/T C/O L/T

Stream(5) => 100% OK + ECN
Days 8.6 15 7.00
14.9 0.17 66.00 46.50 0.50 113.17 T/T Q/T C/T C/O L/T

Stream(6) => Rotor/Hsg./PCB problem
Days 12.6 7.00
18.8 0.17 108.00 46.50 0.50 155.17 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.6 7.00
24.9

Stream(7) => 100% OK
0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 3.5 20.75 0.08 Sold D Conn. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(7) => 100% OK
0.17 41.50 67.50 0.58 109.75 T/T Q/T C/T C/O L/T

Stream(8) => 100% OK + ECN
Days 13.8 15 7.00
21.5 0.17 69.50 67.50 0.58 137.75 T/T Q/T C/T C/O L/T

Stream(9) => Rotor/Hsg./PCB problem
Days 17.8 7.00
25.5 0.17 111.50 67.50 0.58 179.75 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 23.8 7.00
31.5

Stream(10) => 100% OK
0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21.00 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(10) => 100% OK
0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(11) => 100% OK + ECN
Days 14.3 15 7.00
20.9 0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(12) => Rotor/Hsg./PCB problem
Days 18.3 7.00
24.9 0.17 111.50 67.75 0.50 179.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 24.3 7.00
30.9

Stream(13) => 100% OK
0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 24.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(13) => 100% OK
0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(14) => 100% OK + ECN
Days 9.7 15 7.00
16.4 0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(15) => Rotor/Hsg./PCB problem
Days 13.7 7.00
20.4 0.17 111.50 91.75 0.50 203.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.7 7.00
26.4

Stream(16) => 100% OK
0.17 7 0.20 0.08 STORE KIT I E D E P T LEGEND: 0 0.35 0.08 Ini. Build/QC 3.5 1.25 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC Brain Storm Production Kanban (batch) Signal Kanban Supplier or Customer OVEN Truck Hand Truck Go See

Stream(16) => 100% OK
0.17 37.00 26.25 0.42 63.83 Announce in Group Inventory Kanban Post Sequenced Pull Ball T/T Q/T C/T C/O L/T

Stream(17) => 100% OK + ECN
Days 9.4 15 7.00
15.09 0.17 37.00 26.25 0.42 63.83 T/T Q/T C/T C/O L/T

Stream18) => Rotor/Hsg./PCB problem
Days 13.4 7.00
19.09 0.17 107.00 26.25 0.42 133.83 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.4 7.00
25.09

Available work time per shift customer demand qty. per shift T/T= Travel time C/O= Change over time Q/T= Queue time P/T= Process time C/Tm = Cycle time (Machine) C/T= C/Tm + C/Tt C/Tt= Cycle time (Touch) L/T= Lead time L/T = P/T + T/T P/T = Q/T+(C/Tm+C/Tt)+C/O PFD = Personal Fatigue & Delay Time

Takt Time =

Employee Store ( W.I.P or Finished goods ) Push ( finished goods) Electronic Information Flow

FIFO

Telephone Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow

0X 0X

Visual Aid Techniques Push (to next process) Pull (e.g. from Store) Load Leveling

Considerations : Lot => 15 switch, 15 TK 5 day/week Others => Rework is not considered 50 wk/year If M/C time < 7 H => P/T / (# shift x 7 H) 237 WkDay/Year If M/C time > 7 H => [(P/T - C/Tm) / (# shift x 7 H)]+(C/Tm/24 H) shift => = 7.5 H-2x10 Min -10 Min 7 hour/day # product/day Takt min/product Takt Hr/Product Current 15% O/T Extra Future

Title Value Stream Map ( Future )
Done by Value Mgr Date Map Rev Sheet 1 0f 1

Updated on 02/09/2012

Example- Future

Created by Nishit Shah

• Use it to find and prioritize opportunities. Set up or change over time. 2. Queue time. rather than functionally oriented. • Try using cross-functional teams and experienced Facilitators to help avoid that. 4. Get to the activity level. • Generate action item list as per example. • You must record in Action plan “Action/Statement/Recommendation” during discussion • Must follow 80/20 rules through out. There may be gaps. Agree on scope and objectives. VSM's should emphasize on • Time element(Cycle time. 7. • What you definitely do not want is to have departments each go off and do their thing. 3. 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. • Each process and sub-process should have a name and objectives. Define assumption & operator effective time/day for all VSM. otherwise every group may co its own format. Don't go into infinite detail. Communicate or get a vision from management or Value stream leader. 6. but not every D and work content (this will prompt some questions and Comments – record them). 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.Guideline on VSM: 1. if it is something more than a sales wish list. • Focus on the future state (to be) version(s). • The future state might include targeted improvements in metrics. until unless required to. contradictions and it may be functional • Make it process and outcome-oriented. It wou it tied in to the company’s Strategic plan. • Know the details that this VSM for some product family. exceptions. • Metrics. breakdown and version. responsibilities (handoffs and unclear Resp. • Responsible or resources. 5. make sure you follow the date. • Make the Team understand the process breakdown and reorient them to addressing. along with applicable applicable). if there is one. . • Defects/waste. highlighted) • Applicable rules/policies. shift). Do a top-down decomposition/organization of the processes first.

in the current state charts. Support and help them overcome obstacles.8. • Encourage the team to commit to making dramatic improvements. • Focus on the best improvement opportunities and achieve some short-term wins to build mom excitement. Make sure that top management is on board with the scope. 9. S_____. but dangerous. if required. Keep it Simple. Even if they fall short. Seed the teams with "spark plug" types VSM Leader who lead and get things done. 11. and s future state versions. contradictions and ga Sometimes they fudge them and will even make up stuff to complete them and make them look consistent. • People who just make negative jokes about it and become non-value-added assets should be elb or worse. even if they are not really so. This is just too important and new to let "wing it. This is amusing. including (especially!) those in human form. People assigned to do VSM are often uncomfortable with inconsistencies. Provide some formal training on VSM. • How to bring it to life: Make it clear that this is a change management effort for the organizat not a historical chronicle. maybe even reinve company. follow-up to remedy problems and shortfalls. 12. • Make it crystal clear that the mission is dramatic process improvement. objectives and approach communicates its expectations clearly to the project team. Risk on VSM: . measure the results. it w be better than if they hadn't tried so hard. Make it clear inconsistencies and contradictions should be documented as such. Finally • The VSM will be just a paper Kaizen." 13. • Monitor progress. if people do nothing with it. line management and affected employees 10.

organize the maps poorly or use Approaches/techniques. bu done because expectations have been improperly set or they don't want to leave themselves open to That anything was "left out. 3. 2. Put later versions on fancy computer software. approach and project management may be lacking. leadership and imp effort. Management might not have a plan to effectively create and act upon the VSM effort. Coaching and extra resources. objectives. Consulta this in a vacuum." Sometimes they spend man-months to develop Incredibly intricate a colour Visio charts suitable for display in The Museum of Modern Art.1. Sometimes it appears that they are trying to "milk" the project budget. instead of paying to map your future. participation. There may be insufficient competency and resources to do the job. Because some facilitator go into Way too much detail. vision. since it requires company Knowledge. most of it must be present Internally for ultim Use consultants for knowledge transfer. otherwise. . 4. you'll end up blowing a Lot of on charts and endless meetings. While consultants can help with much of this. My advice: Do it on brow the walls. Scope. support.

per shift Employee Store ( W.00 0.0 Stream(3) => 0.0 Enter Target & before details Stream(2) => 0.00 0.00 0.00 0.0 Stream(5) => 0.10 Min T/T Q/T C/T L/T Actual Target % T Vs Act Before Days 0.00 0.g.00 0.0 Company Address Company Logo Title (Future) Define effective Work hour/day x working day & calculate Takt time. Equipment) L/T = P/T + T/T P/T = Q/T + C/T + C/O PFD = Personal Fatigue & Delay Time Updated on 02/09/2012 VSMchartname(current or future) Signed MAP 0 0.00 0.you can link this in below value stream maps Enter here # of operator & dept type Q/T:(H) C/T: (H) C/O: (H) Shift: 0 0.00 0.00 0.0 5 0% 0.0 5 0% 0.00 0.00 0.00 1 Enter here Queue time. Record all your assumption Done by Value Mgr Date Map No Rev 0 Sheet 1 of 1 If any question Call up Nishit 519-622-2300 x 2589 .I.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before Days 0.00 0.5 Hour .2 x 10 Min .00 0.00 1 Q/T:(H) C/T: (H) C/O: (H) 1) Copy and paste above process box again and again 2) Take the help of legends explained below Shift: 0 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before Days 0.00 0.Define: Qty of Batch or Volume of Production/min or day Start of Process Enter here process name If it is multi discipline or multiple way you can show like this Process 1 1 Process name 1 Dept Product Type Q/T:(H) C/T: (H) C/O: (H) Shift: 0 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before Days 0.0 5 0% 0.00 1 0 0.0 Stream(4) => 0.00 0.00 1 If below process not required Q/T:(H) C/T: (H) C/O: (H) Process 4 1. Set up time (in hours or min) & shift .00 1 Optional Process Process 2 Process 3 Shift: Document sign off MAP 3) Use symbol exactly as below mentioned 4) Use guide line & generate action item list Q/T:(H) C/T: (H) C/O: (H) Shift: Stream(1) => T/T Q/T C/T Stream(2) => Stream(3) => T/T Q/T C/T Stream(4) => T/T Q/T C/T Stream(5) => T/T Q/T C/T I E D E P T LEGEND: Takt Time = Available work time per shift customer demand qty.0 5 0% 0. from Store) Load Leveling Brain Storm Production in batch Signal Kanban Supplier or Customer T/T Travel time C/O Change over time Q/T Queue time P/T Process time C/T Cycle time C/Tt Cycle time (Touch) L/T Lead time C/Te Cycle time (Oven.00 OVEN Truck Hand Truck Go See Announcement in Group Inventory Kanban Post Sequenced Pull Ball Considerations : 22 Work day / month 1 shift => 7 hour (after PFD) = 7.0 5 0% 0.00 0. cycle time(labour) and (machine).00 T/T Q/T C/T L/T Actual Target % T Vs Act Before Days 0.00 1 Enter here End customer End Customer Stream(1) => 0.00 0 0.P or Finished goods ) Push ( finished goods) Electronic Information Flow FIFO Telephoic Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow 0X 0X Visual Aid Techniques Push (to next process) Pull (e.00 0.00 0.

the company decided that product-focused (rather than part-family-focused) cells were ap factor was process technology. number of shelves. height. width. Other bases for grouping part families include factors such as material type and thickness. none of the other cells fully load a turret punch. it sacrificed a little on the product from start to finish within the cell in favor of some practical economic considerations.Identify Alternative Process Technologies . A single sh deep. configuration. and part size. For example. Step 4 . 36 inches wide. In other applications. With the soft-tooled technologies. common routings. After extensive analysis.was selected to represent all she Then. Step 3 . the complete bill of materials was exploded for each product. Because this punching technology represented a significant investment for the company. Within each product category. Although two product cells contained dedicated CNC turret punches.six steps approach for identifying and creating manufacturing cells Step 1 . the shelving product category inc vary by depth. and end panel configuration. the company also decided to create a punching cell that would deliver punched parts in the product specific cells.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.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. back panel configuration. Step 2 . separate roll forming equip been established for the uprights associated with each type of pallet rack and shelving. and 7 feet high with six shelves and no back or side panel . and ge Example at this stage. representative parts were identified. For example. The decision to retain certa processes in the cells drove the product focus.Determine Product Volume and Mix These categories represent marketing's definition of product groupings and correspond roughly to divisions in the c catalog. it may not be most appropriate to create product focused cells. almost all of the hard-tooled applications were product-oriented. there were no clear differences in the types of equipment required to produce diff However. and process data was gathered for each part.

. and we They exit the cell for paint and then return to the same cell for final assembly. m technologies integrated into the cellular operations. 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. later setup reduction efforts (encompa soft-tooled processes) were added to the overall implementation plan. To truly integrate these operations into a cellular manufacturing environment.The left column lists the hard-tooled process technologies it employed in the past. Note that hard-tooled technologies were retained in several instances. With these approaches. Parts enter the cell either directly from raw materials or from the punching cell.Develop Conceptual Manufacturing Cells This cell is typical of most other cells created by the company. 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. certain high-volume products (standard shelf sizes. the company had engineered so effective tooling approaches. Over time. The conceptual cells roughly approximate the physical size of the cell and equipment items in it to facilitate the plan 6. They are punched.Create Layout for Manufacturing Cells and Plant A layout is created in two steps. First. The right column lists the new. for example) could be produced effecti line retained in the cell. To determine the equipment requirements in each cell. formed. This is done by carefully considering all material flow and other nonflow relatio different areas. a macro layout planning process optimizes the location of each cell with resp functional activity areas in the plant. Step 5 . Step 6 .

D .Decision.Statement CUM Current Code Description Item # Date 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Resp Primary Start Date End Date Date Closed Reference Action Status Remarks / Comments Printed on 02/09/2012 .Recommendation.VSM Title VALUE STREAM MINUTES OF MEETING and ACTION ITEMS There are Objective : OVERALL VS Mgr: 0 open action items To increase capacity by 50% while reducing Lead Time and Manufacturing cost by 50 % Value Stream : May 2003 onward CO-ORDINATOR: Members => Code: A.Action. R . S .