Step seven: Step one:

Implement — do it Determine product

with a plan! family

Step two:
Step six:
Gain a good
Create a kaizen
understanding of
proposal
lean

Step five: Step three: Draw

Draw the future- the current-state
state map map
Step four:
Determine lean
metrics

Value Stream Management:

Seven Steps to a Lean Plan
 Lean Development Program Apparel Division

Week One Week Two Week Three

Training Program Training Program Training Program

AM Plan & Implement Lean Team Report Outs Team Report Outs
M How to KAIZEN 6S / Visual Workplace
PM (review and implement)

AM Lean Measurables Team Report Outs

In-factory Implementation
In-factory Implementation
T PM
The 6S & Product Families Quickchangeover
The Visual Workplace CEDAC
Cell Design
AM
W PM Mistake Proofing
Value Stream Mapping
Pull Production
VA/ NVA review
AM Associated topics: TPM ( FEI)
TH PM VA/NVA Report Outs
SOP / Multi-skills Associated Topics:
Review VA/NVA S.O.E.
Line Balancing eRoom Website
AM Report outs Graduation
Team report outs
F PM Homework

 2000 PRODUCTIVITY
 Agenda

 Introduction
 Section one: Establish a foundation
 Section two: Define current conditions
 Section three: Define a lean future
 Section four: Process mapping
 Wrap-up
 Goal

 Learn and practice value stream

management tools that will help you:
 See the obstacles and problems in the
production process
 Apply lean principles to improve the
process
 Create current- and future-state maps

 Create an improvement plan

 Decide next steps

 Levels in the Value Stream
 Single process
 Door to door—one factory
 Multiple factories
 Across companies Start with one
product, one factory

PUR
MAT ORD ORD PROD SHIP/ CUST
DEV ALLC CONF
RAW
SCHD MANUFACTURING CONS SERV
MAT
 Definition:
Value Stream Management

Value stream management is a

way to plan and link lean
initiatives through systematic
data analysis.

Goal: A clear picture of an optimal value stream

future state, and a plan to reach that state.
 Value Stream Management Is…

The Map
C C C
Operator Operator Operator
Material
adidas
Supplier
A
B C
Cutting &
Stitching Trim & Pack
Decoration

Your value stream

The Plan:
 Produce only what is required by the
downstream process, when it is required.
No more! No less! No sooner!
 Value Stream Management

 What it is:  What it isn’t:

 A method for linking  Just creating maps
all areas and people  Just holding kaizen
to create a lean (improvement)
enterprise events and expecting
 An approach to using results
a process to sustain  Having only the lean
lean coordinators
 A way for everyone responsible for
to understand lean improvements
 An opportunity for  Forming teams
creating an actual
implementation plan
Section One:

Establish
a Foundation
A Seven-Step Systematic Approach

1. Determine product family

2. Gain a good understanding of lean
3. Draw the current-state map
4. Determine lean metrics
5. Draw the future-state map
6. Create a kaizen (improvement) proposal
7. Implement—Do it with a plan
Ways to Ensure a Successful
Current State Map

 Customer demand
 Process flow
 Value-added vs non-value-added
 Safety stock inventory
 Step One:
Determine Product Family

 Product families are defined by styles

which share similar process steps,
machinery, and man-power
requirements

Determine
product family
 Step Two: Gain a
Good Understanding of Lean

 Takt time  Pull System

 Safety stock  Kanban
 Supermarket  Pitch
system  Scheduling box
 Cells  Material Handler
 Standard Work

Gain a good
understanding of
lean
 A Lean Focus

Lean
Demand Flow Leveling
system

- Takt time - Work cells - Pitch

- Safety stock - Standard - Scheduling box
- Supermarkets work - Material handler
- Pull system
and kanban
- Line
balancing
Material Your factory value stream
adidas
Supplier
 Takt Time
 The pulse of the factory in seconds
 The demand rate or time per piece, in
seconds, required to satisfy customer
demand
 You need this measure to meet
customer demand
Calculation:
Total daily operating time
Total daily required quantity
 Buffer and Safety Stock

 Buffer stock: Finished goods available

within the value stream to meet takt B
time due to variations in customer
demand Buffer stock icon
B

 Safety stock: Used to meet takt time S

due to internal constraints or
S
inefficiencies Safety stock icon

Reduction of buffer and safety stock is

always a target for continuous improvement.
 Supermarket System

 A set amount of material within the

value stream in lieu of continuous flow
 Material can only be removed or
replaced with a withdrawal kanban card

Supermarket icon

A supermarket system allows for a pull system

when pure continuous flow isn’t possible.
 Cells

 Self-contained units where equipment

and personnel are arranged in a
process sequence
 Cells perform operations necessary to
complete a product or major production
sequence U-shaped
cell icon
U-Shaped Cells: Rink Diagram
 Standard Work

 An agreed upon set of work procedures

that establishes the best sequence for
each process
 Sequencing is done so that human
motion and safety is maximized
 Maintains the line’s balanced work flow
by identifying non-value-adding activities
Standard work begins as an improvement baseline
and evolves into a reliable method for a process.
 Pull System

 A production system where a product or

part is not produced until the previous
one is removed
 Pull can operate with single units or
small batches
Pull icon

A pull system controls production between cells and/or

operators and gives production instruction without schedules.
 Kanban

 A signal used in a pull system that

represents a certain amount of
P
material/parts Production
XY
kanban icon

 Kanban conveys what is needed, when

it is needed, in the amount needed
Withdrawal W
kanban icon XY
 Kanban Production Card

Article # Customer
690769 order #
176789-T

Description
Tee-shirt

Container Pieces Outbound stock area

2 of 4 10 G5
 Mapping Kanbans
Kanbans:
Convey what is needed,
when it is needed, in the
amount needed
P
XY W
XY
Production

PARTS PARTS

Shipping or upstream process

 Pitch
 Adjusted takt time for a
manageable unit of work to be
released to the shopfloor.
 Calculation = Takt time x pack-
out quantity.
 Takt time is customer driven,
pack-out may not be.

Example
500 units/day = 45s takt time
Customer requirement is 20 units per container
Pitch is 900s (45 x 20)/60 = 15 minute pitch
 Scheduling Box

 A planning tool that visually displays

the product family
 Pitch and work orders to meet daily demand that
are represented by kanbans
 Applied during implementation of the leveling
process

Break
7:10

7:50

8:30
Scheduling box icon Card Card Card Card

A Card Card

Can answer the question regarding lot size needed to best

represent customer demand and provide for process variations.
 Material Handler

 A person on the production floor who

paces the pick-up and delivery of
materials through the entire value
stream using kanbans
 Usually, kanbans are used to give
material handlers all the information
they need

The material handler ensures that pitch integrity

is maintained throughout the value stream.
Section Two:

Define Current
Conditions
 Step Three: Map the Current State
16
Plain Stitch Department
Plain Stitch Department Inspection - (13) 21 22
Control

To FG 15
Control Department (4) 14
23  25  25  25
2A  25 25  25

2B
2

3

Cutting
1
Delivery
3 to 5 Day Buffer

17
Overlock Stitch Department 18 5 4 8 10 19 20

7
6
Special Stitch Department
11
12 9
3 Stripe
 20  20  20 Control (4) Interlock
Office Cover Stitch
 28  21
13
Button Hole
WIP Auditors - (14)
Material Handlers - (4)

Leadtime through process = 2 Days Draw the current-

Total distance travelled = 600 meters state map
Total operations = 23
 Value Stream Mapping

 Shows your material and information flow

 Identifies sources of waste:
 Problem locations

 Operator balancing between process

steps
 Bottlenecks and WIP (look in every

corner)
 Production communications

 Safety concerns
Value Stream Icons
 Map the Current State

1. Study the attributes for each department

2. Draw the customer
3. Draw the material supplier
4. Draw the process steps
5. Draw production planning information flow
6. Draw communication links that are electronic
7. Draw communications from production planning to the
factory floor
8. Enter inventory levels at and between process steps
9. Determine whether the production system is push or pull
10. State the situation in terms of demand, flow, and leveling
 Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C
Weekly

Monthly
Release TeeTops,
Ltd.

Daily

Ship
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in shipping.)

GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Monthly
Cotton Release Release TeeTops,
Inc. Ltd.

Weekly Daily
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in shipping.)

GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

 Number of Machines = 3
3
How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

 Number of Machines = 3
3
 Machine Cycle Time: 15 sec. TCT= 15 sec.
How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

 Number of Machines = 3
3
 Machine Cycle Time: 15 sec. TCT= 15 sec.
C/O = 60 min.
 Changeover Between Styles = 60 min.
How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

 Number of Machines = 3
3
 Machine Cycle Time: 15 sec. TCT= 15 sec.
C/O = 60 min.
 Changeover Between Styles = 60 min. Uptime = 85%

 Downtime = 15% of the Shift

How to Fill in a Dedicated Operation Box

 Cutting Area Data: Cutting

 Number of Machines = 3
3
 Machine Cycle Time: 15 sec. TCT= 15 sec.
C/O = 60 min.
 Changeover Between Styles = 60 min. Uptime = 85%
Avail. = 20400
 Downtime = 15% of the Shift
 Available Time per Machine/Shift = 20400 sec.

CALCULATION FOR AVAILABLE TIME

460 mins. X 60 sec. = 27,600 sec.
27,600 sec. – 3,600 sec. (c/o time) = 24,000 sec.
24,000 sec. X .85 (uptime) = 20,400 sec.
How to Fill in a Dedicated Operation Box

 Cutting Area Data: I

Cutting
22500
 Number of Machines = 3
3
 Machine Cycle Time: 15 sec. TCT= 15 sec.
C/O = 60 min.
 Changeover Between Styles = 60 min. Uptime = 85%
5.5 Avail. = 20400
 Downtime = 15% of the Shift days
15 sec.
 Available Time per Machine/Shift = 20400 sec.
 22,500 Control Part Pieces of Raw Material

CALCULATION FOR INVENTORY LEAD-TIME

(20,400 sec. / 15 sec.) x 3 machines = 4,080 pieces per shift
22,500 pieces / 4,080 pieces = 5.5 days of lead-time
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.

Production
Supervision

Weekly Daily

I
22500 Ship
Cutting

3
TCT= 15 sec.
C/O = 60 min.
Uptime = 85%
5.5 Avail. = 20400
days
15 sec.
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in shipping.)

GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.

Production
Supervision

Weekly Daily

Daily Daily

I
22500 Ship
Cutting I Decorate
20160 6
3
TCT= 15 sec. TCT= 5 sec.
C/O = 60 min. C/O = 0
Uptime = 85% Uptime =100%
5.5 Avail. = 20400 Avail. = 27600
days .61 days
15 sec. 5 sec.
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in shipping.)

GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.

Production
Supervision

Weekly Daily

Daily Daily Daily

I
22500 Ship
Cutting I Decorate I Sorting
20160 6 19320
3 4
TCT= 15 sec. TCT= 5 sec. TCT= 40 sec.
C/O = 60 min. C/O = 0 C/O = 5 min.
Uptime = 85% Uptime =100% Uptime =100%
5.5 Avail. = 20400 Avail. = 27600 Avail. = 27300
days .61 days 7 days
15 sec. 5 sec. 40 sec.
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in shipping.)

GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.

Production
Supervision

Weekly Daily

Daily Daily Daily

I
22500 Ship
Cutting I Decorate I Sorting I Stitching
20160 6 19320 24000
3 4 12
TCT= 15 sec. TCT= 5 sec. TCT= 40 sec. TCT= 30 sec.
C/O = 60 min. C/O = 0 C/O = 5 min. C/O = 5 min.
Uptime = 85% Uptime =100% Uptime =100% Uptime =100%
5.5 Avail. = 20400 Avail. = 27600 Avail. = 27300 Avail. = 27300
days .61 days 7 days 2.2 days
15 sec. 5 sec. 40 sec. 30 sec.
 Apparel Mfg., Inc. Case Study Facts
Operation Cycle Time Changeover Downtime Operators Machines WIP*

Cutting 15 sec. 60 min. 15% 3 3 22500

Decoration 5 sec. 0 0% 6 6 20160

Sorting 40 sec. 5 min. 0% 4 4 19320

Stitching 30 sec. 5 min. 0% 12 12 24000

Inspect/Tag/Pkg 50 sec. 5 min. 0% 4 4 8000

(* The WIP (Work In Process) is behind each operation ready to be processed. There are 10,000 pieces in
shipping.)
GENERAL FACTS:
1 Shift operation per day
8-1/2 hour shift
30 min. unpaid lunch
20 min. break (2 @ 10 min. each)
460 min. is available on the shift
Sales of products are forecasted each month
Production orders are sent to the factory every week with changes
each day as required
Material is received from suppliers every week 25000 at a time
Shipments are sent to adidas-Salomon every day
 Factory Facts
8-1/2 hours per shift
Apparel Mfg. Inc. 30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.

Production
Supervision

Weekly Daily

Daily Daily Daily Daily

12500

I
22500 Ship
Cutting I Decorate I Sorting I Stitching I Inspect I
20160 6 19320 24000 8000 10000
& Tag
3 4 12 4
TCT= 15 sec. TCT= 5 sec. TCT= 40 sec. TCT= 30 sec. TCT= 50 sec.
C/O = 60 min. C/O = 0 C/O = 5 min. C/O = 5 min. C/O = 5 min.
Uptime = 85% Uptime =100% Uptime =100% Uptime =100% Uptime =100%
5.5 Avail. = 20400
days .61 days
Avail. = 27600
7 days
Avail. = 27300 Avail. = 27300 Avail. = 27300 Statistics
2.2 days 3.7 days 4 days
L/T= 23.01 days
15 sec. 5 sec. 40 sec. 30 sec. 50 sec.
VAT= 140 sec.
 Step Four:
Determine Lean Measures

 Right the first time (RFT)

 Dock to dock (D2D)
 Total cycle time (TCT)
 Work in process inventory (WIP)
 Build to customer schedule (BCS)

Determine lean
measures
 Measurement Definitions

 Right the first time (RFT):

 Calculates the percentages of pieces
completing each process (not scrapped
or reworked)
 Dock-to-Dock lead time (D2D):
 The measure of how fast raw materials
are converted to finished goods, in hours
(production dock to dock)
 Total cycle time (TCT):
 The rate of production of a specific
process
 Measurement Definitions

 Work in process inventory (WIP):

 Material released to the shop floor
between the cutting and packing
areas
 Build to customer schedule (BCS):
 Reveals how the factory builds the
right garment on the right day in the
right sequence and mix as directed
by the customer order delivery date
 Exercise:
Determine the Lean Measures

 Determine lean measures

 Post lean measures on the storyboard:
 D2D lead time

 Total cycle time

 Manufacturing lead-time

 Work-in-process inventory
 Section Three:

Define a Lean Future

 Step Five:
Draw Your Future State Map

Future State

Draw the future-

state map
 Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Weekly Monthly
Cotton Order Release TeeTops,
Inc. Ltd.

S
S

Weekly
B Daily

Ship
 Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Weekly Monthly
Cotton Order Release TeeTops,
Inc. Ltd.

S
S

Weekly
B Daily

Ship

Cutting/Decorating Sew/Pkg/Box

TCT= 45 sec. Takt Oper. = 49 sec.

C/O = 30 min. 2 operators
Uptime = 95% TCT = 98 sec.
@ 2 C/O per shift C/O > 1 min.
 Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%

Control

F/C F/C
Weekly Weekly

Weekly Monthly
Cotton Order Release TeeTops,
10
Inc. 10 Ltd.
10

Kanban S
S
XOX
Weekly
B Daily

B
S 10 10

Ship

Cutting/Decorating Sew/Pkg/Box 10 staging

Process

Design Takt Oper. = 49 sec. 1 2 3 4 5 6 7

TCT= 45 sec.
5 days C/O = 30 min. 2 operators QCO AM

Uptime = 95% TCT = 98 sec.

@ 2 C/O per shift QCO C/O > 1 min. PM

Statistics
5 days 2 days 1 day L/T= 8 days
45 sec. 98 sec. VAT= 143 sec.
 Demand Focus Questions

1. What is the demand (takt time)?

2. Are you overproducing, underproducing, or
meeting demand?
3. Can you meet the demand (takt time) with
current production?
4. Will you flow directly or use a “supermarket”
system?
5. Do you need safety stock?
6. Do you have issues of pitch or mix?
 Supermarket Pull System
Supermarket: Material in the value stream deemed
necessary in lieu of continuous flow

Production Shipper

Material
adidas
Supplier
Your value stream

Production Shipping or upstream

process

PARTS PARTS
Example of a Supermarket
 Safety Stock

Safety Stock: Finished goods available to meet

takt time due to internal constraints or
inefficiencies

Production Shipper

S
Material
S adidas
Supplier
Factory value stream
 Exercise:
Map the Demand Future State

 Study the additional attributes

 Decide what changes you will
implement

This is your first attempt to map the future state. It will change
as you progress. Do not attempt to micro-design at this time.
 Flow Focus Questions

 Where can you apply continuous flow?

 Make one - Move one

 Make a small lot - Move a small lot

 Cell design - What type of flow

 Effect of outside operations on flow.

 How will you control upstream production?

 Supermarket system

 Visual Controls

 Kanban
 Number of Operators
Total cycle time
60s 5s 72s 65s
Material
adidas
Supplier

A C D
B
(1) (2) (1)

Cut Decoration Stitching Trim/Pack Shipping

Factory value stream

Total cycle time (202)

Takt time (60 sec.)
= 3.36 Operators
 Line Balancing
65s Takt Time
60
60s 60s
54s 54s 54s

36s 36s
40s

5s

Total cycle time = 202s Total cycle time = 202s

Line balancing: The process by which you evenly distribute

the work elements within the value stream in order to meet takt time.
 Standard Work Key Elements

 Total cycle time (one trip around the cell)

 WIP
 Transfer of batch and container size
 Work, not just motion:
 Sequence

 Takt time

 Layout
 Meeting Flow through Kanban

 An exchange-based system for controlling

in process inventory flow and production
 Three main types of kanban:
 Withdrawal kanban

 Production kanban

 Signal kanban

A kanban system uses cards to trigger replenishment.

 Exercise:
Map the Future State Flow

1. Determine takt time

2. Create an operator line balance chart and
determine product cycle time
3. Determine how many operators are
needed
4. Determine new product cycle time in a
lean environment
5. Revisit the operator line balance chart
6. Identify production constraints
7. Submit a proposal and redistribute work
 Step Six
Step one:
Determine
product family
Create a
kaizen Step two:
Gain a good
(improvement) understanding of
proposal lean

Step five: Step three: Draw

Draw the future- the current-state
state map Step four: map
Determine lean
metrics
 Milestone Worksheet

Control point: Deployment members: ____________________

Date: ____________________
Page__ of __ ____________________
Nov. Dec. Jan. Months
Item Task Estimated Person 2 9 16 23 30 7 14 21 29 3 10 17 24 31 F M A M J J A
completion responsible E A P A U UU
B R R Y N L G
 Section Four:

Map the Value Stream

 Value Stream Mapping

 Identify the target process

 Document/map the current state
 Expose the waste
 Redefine the process
 Develop an improvement plan
 Step Seven

Step seven: Step one:

Implement — do Determine
it with a plan product family

Step two:
Step six:
Gain a good
Create a kaizen
understanding of
proposal
lean

Step five: Step three: Draw

Draw the future- the current-state
state map Step four: map
Determine lean
metrics
 Methods for Improvement

 Workplace organization and

standardization (5S)
 Equipment downtime
 Kanban (manual and MRPII integration)
 Automation with a human touch
 WIP (batch size, transport, containers)
 Layout (disciplined standard operations)
 Line balancing
 Wrap-Up

Step one:
Step seven: Implement Determine product
— do it with a plan! family

Step two:
Step six:
Gain a good
Create a kaizen
understanding of
proposal
lean

Step five: Step three: Draw

Draw the future- the current-state
state map map
Step four:
Determine lean
metrics