Value Stream Mapping - Tool For Lean Manufacturing

Tanuj Gupta Maruti Suzuki India Ltd. Alumni, BE Production Punjab Engg. College INTRODUCTION:
The Value Stream Mapping method (VSM) or Material and Information Flow is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of Lean Manufacturing. The goal of VSM is to identify, to demonstrate and to decrease waste in the process. Waste is defined as any activity that does not add value to the final product. The word is often used to demonstrate and decrease the amount of "waste" in a manufacturing system. VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but it can also be used as a strategic planning tool and as a change management tool. In order to do this, the Value Stream Mapping method visually maps the flow of materials and information. From the moment that the products are entering the back door as raw materials via all manufacturing process steps. Until the moment that the products leave the loading dock as finished products. Mapping out the activities in the manufacturing process with cycle times, down times, in-process inventory, material moves, information flows, helps to visualize the current state of the process activities and guides towards the future desired state. The process usually includes mapping the "Current State" and the "Future State". These then serve as the foundation for other Lean Manufacturing strategies.

WHAT IS VALUE STREAM ANALYSIS?

Before hand it is required to understand the commonly used term Value. Value is an abstract term used for the manufacturers to interpret the customer delight. Higher the value better is the customer satisfaction. In vague terms Value can be said to be the feature, quality in the product that customer is willing to pay for. Through this tool the prime objective is to reduce the non value added times and increase the productivity and hence throughput. This is achieved via a standard format mapping for a particular part and adding information as required. Thus we pen down all the information regarding the material flow and then apply the lean concepts to present al new map called Future map with improved efficiency and reduced time and resource wastage. The value stream mapping hence provides us a method to organize our data in such a way that its easy to figure out the non value adding times and their reasons, which otherwise in normal analysis remain unattended.

SCOPE OF VALUE STREAM MAPPING:

Extended Value Stream

Concept Order In-use Launch Delivery Recycle

Multi-plant/Multi-company Plant
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Value stream Mapping applies to all the fields of any company. Its not just related to manufacturing Systems but is also equally effective in improving the service systems. But in this article only manufacturing scope has been discussed.

STEPS IN VALUE STREAM MAPPING:

The value stream mapping implies selection of a particular product and then drawing its flow diagram or operation diagram. This flow diagram provides details of exact operation sequence and the delays occurring in between. The delays, transportation and inspection are considered to be in process wastes and need to be avoided to increase the productivity of the system. Then we map the current the current state using certain standard symbols and obtain aal the time elements for a component under observation.

Using these icons we can generate the current state map by obtaining the timeline data for the component chosen for analysis. The format for mapping the state is as shown:

Then we calculate the values as they are expected to be in the ideal condition. The two plans are then compared and then we proceed to prepare a future state map using the practical constraints and the TAKT time calculations. Takt Time is "Beat Time"/ "Rate Time" or Heart Beat" Lean Production uses Takt Time as the rate or time that a completed product is finished. If we have a Takt Time of two minutes that means every two minutes a complete product, assembly or machine is produced off the line.

Using these conditions and brainstorming by root cause analysis, we target to inch towards the Ideal state and produce our output on another map called Future State Map. This map has reduced non-value added activities and hence better plant productivity is ensured.

Future State Map : Reduced non-value added activity

LIMITS OF VSM:
Value Stream Mapping (VSM) is a visualization tool, oriented to the Toyota version of Lean Manufacturing. As with any tool, it has limits. The Problem of Over-hype Authors and consultants claim unrealistic benefits and applications for VSM. At the same time, customers and managers tend to look for the "silver bullet." This situation sets up unrealistic expectations and diverts attention from important aspects of complex problems. Non-Technical Aspects of Lean Value Stream Mapping is a technical tool that examines the physical system, processes and interconnections. Equally important for Lean Manufacturing success is the people side. Factories are complex socio-technical systems that require an integrated approach. For example, Lean Manufacturing requires high teamwork for motivation, coordination and problem solving. It requires an effective mobilization of the collective intelligence of the organization. High Variety Situations

VSM was developed and popularized in the automotive industry. Automotive plants are highly focused factories with a narrow family of products for a few customers. VSM works well in these situations. However, in high variety-low volume factories, VSM is cumbersome and unrealistic. Here we must supplement mapping with Group Technology and other tools.