01 - VSM-VSD Training Presentation 20140406

Value Stream Mapping & Value Stream Design
Workshop
Central Electronic Plants Continental Business System
Value Stream Mapping and Value Stream Design

Workshop Agenda
Time
Day 1
Day 2
08.30 09.00
Registration
Reflections on Day 1
09.00 09.30
Welcome Remarks
Administrative Details
Expectations of the participants
Workshop 2: Additional
Mapping
09.30 10.00
Group Discussion: Review of Lean
10.00 10.30
Discussion: Value Stream Mapping

an Approach
10.30 11.00
11.00 11.30
11.30 12.00
Morning Break
Workshop 1: Preparation of current
state map
12.00 13.00
Workshop: Development of
solutions
Lunch Break
13.00 13.30
Workshop: Development of
solutions
13.30 14.00
14.00 14.30
Discussion: Value Stream

Design
Workshop 2: Mapping the Current

State thru Gemba Walk
14.30 15.00
Workshop: Drawing of Future

State Map
15.00 15.30
15.30 16.00
Afternoon Break
16.00 16.30
16.30 17.00
Discussion / Feedback Session
Central
17:00Electronic
17:30 Plants Continental Business System
2
Continental AG
Discussion / Feedback Session
Note:
It may be necessary to have
a refresher training to better
understand CBS. If so, use
the CBS Bronze Level
Training.
VSM / VSD: Why

Training will highlight the
benefits of using the Tools
associated with CBS. The Value
Stream Design Method mainly
support the CBS Principles of
Flow, Pull and Simplicity
Processes
Principles
Methods
Tools

33
What is Lean?
Lean refers to the Toyota Production System (TPS) pioneered by
Taiichi Ohno
It is an "Approach to manage:
Customer relations
The supply chain
Product Development
Production Operations
Womack and Jones
Ohno says that The basis of TPS is the absolute

waste
4
elimination of
What is Lean Continued.....
Actions to Move the Organization closer to the ideal state

which is:
Provide customers with what they need
In the right quantity
When needed
Without waste

5
Definition of Value
The definition of "Value" should be viewed from the perspective

of the customer:
Will the customer pay for the activity being performed in
the process
The action should be done correctly the first time
The action must modify the product or service at some
level
Eradicating waste and maximizing value is central to the "Lean"
approach.
"Waste" is the opposite of value, it is anything for which the
customer will not pay
6
Definition of Value
Where do we find waste?

We find waste in the processes we use
How do we find the waste?

We analyze the processes in detail
What type of processes do we have?
Visible processes, manufacturing, document processing
Transactional processes, difficult to see what is happening

7
Definition of Value
The definition of Transactional Processes" as used here is:
Processes where work is performed but the actions, interactions

and details of the steps are not easily identified
Why is it important to see the detail?
In order to identify and eliminate the waste we must be able to

see every detail of the process

8
7 Wastes | Process Waste

Ohno identified 7 types of waste
7 Wastes
Defects
Overproduction
Inventory
Extra processing
Motion
Waiting
Transportation

9
Taiichi Ohno
Waste
How do you find waste?
Step 1:
Ensure you have a good 5S system in place
Sort
Set in order
Shine
Standardize
Sustain
Step 2:
Learn to look for waste in everything you do
Work on a Project
10
Waste
What do you do when you find waste?

Correct if you can
Use the CIM system
Work with your Project team to implement corrective
actions
Inform your Team Leader/Supervisor
Discuss at team meetings

11
Reference & Reading
Flow in the Office by Carlos Venegras

Learning to See by Mike Rother and John Shook
Creating Continuous Flow by Mike Rother and Rick Harris
Creating Level Pull by Art Smalley

12
Value Stream Mapping & Value Stream Design

Workshop
What is a Value Stream?

A Value Stream is the actions (both value-added and nonvalue-added)
currently required to bring a product through the main flows essential to
every product:
The production flow from raw material into the arms of the customer.
Value Stream Mapping (VSM) shows the current value stream of a
product from the receipt of raw materials until the shipment of finished
goods to the plants customer.
Value Stream Design (VSD) drafts a future state and the necessary
process improvements before these are implemented. VSD can also be
used in the planning phase of new production plants as well as in
designing a new production process.

14
Continental AG
Why do a Value Stream Map?

Helps to visualize more than just the single process level in production to see the flow
Helps to see the waste as well as the sources of waste in the value stream
Provides a common language for talking about manufacturing processes
Makes decisions about the flow apparent
Ties together lean concepts and techniques, which helps avoid cherry picking
Show the linkage between the information flow and the materials flow
Forms the basis of an implementation plan
Value Stream Design
Value Stream Mapping

Information flow
Supplier
Steering
Information flow
Information flow
Customer
Supplier
Steering
Information flow
Mat. -flow
Pre Assembly
Customer
Information flow
Mat. -Flow
Test/
Control
Information flow
Assembly
10 Days
Mat. -flow
Pre Assembly
Mat. -flow
FIFO
Test/
Control
Assembly
1 Day
Wherever there is a product for a customer, there is also a value stream. The challenge is to recognize and see it. (Mike Rother)

15
Continental AG
Process Framework: Execution of VSM/VSD

Employees within the Value Adding Process
(All Functions, Responsibility, Qualification)
Mapping Phase
Nomination
of a Value
Stream
Leader
Selection of a
Product
Family
Design Phase
Value
Stream
Mapping
Value
Stream
Design
Current
Material and
Information
flow in the
Production
Material and
Information flow
is focused on
Value Stream
Principles
Implementation Phase
Implementation
(Value Stream
Plan)
Roadmap
CBS Principles,
Methods, Tools
Required Customer Information:

BOM structure, Product Split, Ordering Behavior

16
Continental AG
Review
Value Stream Mapping Symbols

17
Continental AG
Value Stream Mapping Symbols

18
Continental AG
The 10,000 Meters View

What do you see at 10,000 Meters?
The general topography, not the detail
How the area is generally laid out
A high level map of the process
Focuses on the big picture
Limit the map to 4 7 steps; less than 4 steps shows very little information
RAW Warehouse
Production 1

19
Continental AG
Production 2
FG Warehouse
The 100 Meters View

RAW Warehouse
Production 1
Production 2
FG Warehouse
What do you see at 100 Meters?

The more detailed view, but not so much that the detail becomes overwhelming
Helps to understand how the product moves from one process to another
Mapping...
The process as it is currently, warts and all; not how we would like them to be (i.e.,
sanitized version)
Becomes much easier if the team goes and walks the process, trying to find out how
things actually operate.
Solder Paste
Printing
Depaneling
SMD
Placement
Manual
Insertion
Wave
Soldering
Reflow
Soldering
Visual
Inspection

20
Continental AG
Flash
Programming
Automated
Inspection
Function
Testing
Case
Mounting
Verification
Final
Testing
Packing
1. Mapping Phase
II
Selection
of
Product
Family
3. Implementation
Phase
2. Design Phase
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review
Value-stream mapping means walking and drawing the processing

steps (material and information) for one product family from door to
door in the plant as it is today

21
Continental AG

Process Steps
I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
Design of
future
state
Customers care ONLY about their specific products!

It is necessary to focus on one product family.
Drawing all product flows on one map is too complicated.

22
Continental AG
VI
V
Action
Plan
Review
Value Stream
Definition of product family
Definition point of view
Definition of product family
Starting point
2.Level: location
...
...
process 3
1. Level: SCM-network
process 2
process 1
process steps
3. Level: segment
4. Level: machine cells
5. Level: machine
products
product 1
product 2
product 3
product 4
product 5
...
...
... starts with level 1 or 2 and goes down systematically

23
Continental AG
Productfamily

Process Steps
I
II
III
Selection
of
Value
Stream
Leader
Selection
of
Product
Family
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Focus:
how
Material and information flow for a product (all processes and

each is scheduled).
Target:
optimum
Individual processing areas should operate in a way that is

from the perspective of the value stream.

24
IV
Continental AG
Review
Selection of Value Stream Leader

Role Expectations:
Leads the creation of the current state and future state value stream maps
and the implementation plan for getting from the present to the future.
Able to make change happen across functional and departmental
boundaries.
Monitors all aspects and reports progress of implementation
Qualification:
Hands-on person
Credible
A good facilitator
Knowledgeable in at least some areas of the process

25
Continental AG
VALUE STREAM MAPPING

11 Steps to Create a Future State Map
Mapping the
Current State &
Future State
1
Identify the Customer
Requirement (Takt Time)
6
Check all Cycle Times to
Customer Takt
Prepare to
create the
Future State
2
Identify the Processes /
Gather Process
Parameters and WIP
5
Create the Timeline
3
Draw the Material Flow
4
Draw the Information
Flow
Continental AG
8
Check application of
Supermarket
9
Reduce Scheduling to
One Process Only
(Pacemaker)
10
Identify Other Areas for
Further Improvements

26
7
Check where to
implement Continuous
Flow
11
Creating the
Future State
Map
A few mapping tips

Begin with a quick walk along the entire door-to-door value stream to get a
sense of the flow and sequence of processes.
Always collect current-state information while walking along the actual pathways
of material and information flows.
Begin at the shipping end and work upstream.
Bring your stopwatch and do not rely on standard times or information that you
do not personally obtain.
Map the whole value stream.
Begin your rough sketch by hand and in pencil right on the shop floor as you
conduct your current-state analysis and clean it up later.

27
Continental AG

Five steps of drawing the Current Map
I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review
Analyze the current state

in five steps:
III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP

28
Continental AG
III.3
Draw the
Material Flow
III.4
Draw the
Information Flow
III.5
Create the
Timeline

III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP
III.3
Draw the
Material Flow
III.4
Draw the
Information Flow
Variants within the product family: Which component are we looking for?
Customer takt, customer frequency and requirement fluctuation
Process steps and the related activities up to the completion
Stand alone and related processes

29
Continental AG
III.5
Create the
Timeline

Drawing the customer requirements
Customer
18 Variants
Weekly demand
6.000
Takt time =
Customer tact time

24s
available working time per day

customer demand rate per day
5 Shifts per week x 8h x 3.600

6.000 pieces per week
= 24 sec
The customer orders this product each 24s at 5 shifts per week.
Takt time = 24 sec

30
Continental AG

III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP
III.3
Draw the
Material Flow
Process steps and the related activities up to the completion

Stand alone and related processes
Important process parameters
Relevant stocks: Quantity of WIP in the system
All data have to be collected locally
Using data from the system like SAP is not allowed!

31
Continental AG
III.4
Draw the
Information Flow
III.5
Create the
Timeline

Drawing the process steps
Customer
18 variants
Weekly
requirement
6.000
Customer tact
24s
SMD Side B
SMD-Line
1
SMD Side A
1
CT: Cycle time PT: Process time
Preassembly.
2
Continental AG
ST: Setup time, number of operators

32
Testing
Assembly
7
Testing
2
Shipping
Definition of different times

CT
Cycle Time
Time interval between the parts or products which are finished

successively because of the process.
VA
Value added Time
Value added time in the process (Processing Time)
NVA
Non Value added

Time
Non value added time in the process
ST
Setup Time
Change over time - last part of further batch to first part of

released new batch
WT
Waiting Time
Average time between material stock entry and consumption
TT
Throughput Time
Material-throughput time from the beginning of a value stream

(with several processes) to the ending: so it is the sum of CT and
WT

33
Continental AG
Recording the current status

Procurement and
Customer Logistics
Production
Material:
Special parts
Multi usage parts
...
Data:
Frequency of deliveries
Location of the supplier
Replenishment lead time
Stock value (Warehouse,
production consignment
Stock)
Utilization shares
...
Finished Goods:
Boxes per Truck
Frequency of deliveries
Parts per box
'Back-flush' of finished goods
...

34
Continental AG
Cycle time = Value add + non

vale add
Process time = Value add
time
Lead time ( throughput time) =
Cycle Time + Waiting Time
Changeover time
Lot size / variants
Number of variants (all
product families)
Employees per shift
Parts per tray / carrier
Scrap rate / Rework
First Pass Yield (FPY)
Overall Equipment
Effectiveness (OEE)
Inventory in production
...
Production scheduling
Scheduling
production planning
planning of the production
quantity
capacity planning
...
Control
productions start
scheduling
order control
...
Collecting the process parameters and WIP

Name of the station under analysis
Amount of shifts planned on the
station per week
Number of employees working on
the station during one shift
Value added time measured during
one cycle of the machinery or the
person
Ratio of time (in %) during which
one station is able to produce good
part compare to the total open time
requested/planned
Number of parts which are packed
in one e.g. container, pallet,
magazine in front of the process
Average number of parts which are
produced between 2 changeovers
Percentage (or ppm) of parts which
are scraped with the current station
identified as root cause
Percentage (or ppm) of good parts
out of the total number of parts. For
AOI, count the false calls even if
they are not considered in the official
FPY calculation

35
Continental AG
Amount of identical stations

dedicated to the same process
Amount of hours planned on the
station during one shift
Total time (value added and non
value added) the machinery or the
person needs to complete its cycle
Time necessary to switch from
production of one product reference
to a new one, including the potential
defectives parts associated (Time
from last good product A to first
good product B produced in serial
mode).
Average of the time necessary to
repair a station including support
function travel, diagnosis, repair, and
test time (First good part produced in
serial mode). The time before
support arrival should be included
but is not easy to measure.
Number of parts which are
processed at the same time
Number of products that have to be
produced on the station
Workshop 2: Tasks for Go to Gemba

Collecting the process parameters and WIP
Collection of all necessary data to map the current state of the value stream
Assign roles to members for completing Data box, counting WIP, measuring time
Get an overview of the door-to door value stream
Collect all necessary information for the door-to-door map:
all process steps and inventories from the customer upstream to the supplier
get an overview of external and internal information flows
collect amount of all inventories and buffers
understand all replenishment activities (information and material flow)
Look for improvements as you gather the information
...
Data collection on the defined product family line(s)
collect data on the data sheet for all production/logistic steps
collect information from employees working at the line
...
Go back to Gemba if during mapping you detect missing information

Incorporating the process parameters and WIP
Customer
18 variants
Weekly
requirement
6.000
Customer tact
24s
2 We.
SMD Side B
SMD-Line
1
2-shift
CT=8.5mins
PT=37s
ST=15min
Reliability
=85%
SMD Side A
1
630
63
2-shifts
CT= 8mins
PT =13s
ST =15min
Reliability
=80%
350
35
Preassembly.
2
2-shifts
CT= 8mins
PT= 40s
ST=20min
Reliability
= 80%
CT: Cycle time PT: Process time (value add time)

37
Continental AG
Testing
70
70
ST: Setup time
1
2-shifts
CT= 6.5mins
PT=42s
ST=15min
Reliability
= 95%
Assembly
420
42
7
1-shift
CT=5mins
PT=23s
ST=10min
Reliability
=98%
Testing
280
28
2
1-shift
CT=4.2mins
PT=32s
ST=3min
Reliability
=95%
Shipping
5200

III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP
III.3
Draw the
Material Flow
III.4
Draw the
Information Flow
From RAW Warehouse to Production

Material flow in the Production: (PUSH/PULL)?

38
Continental AG
III.5
Create the
Timeline

Current State with material flow
Supplier
Customer
Elektronic:
Special
treatment
18 variant
Weekly
requirement
6.000
Customer tact
24 s
weekly
daily
SMD Side B
2 We.
SMD Side A
1
2-Shifts
CT=8.5mins
PT= 37s
ST=15min
Reliability=85
%
1
630
2-Shifts
CT = 8mins
PT= 41s
ST=15min
Reliability=80%
350
Preassembly
2
2-Shifts
CT= 8mins
PT= 40s
ST=20min
Reliability=80
%
Testing
70
CT: Cycle time PT: Process time (value add time) ST: Setup time

39
Continental AG
1
2-Shifts
CT=6.5mins
PT= 42s
ST=15min
Reliability=95
%
Assembly
420
7
1-Shift
CT= 5mins
PT= 23s
ST=10min
Reliability=98
%
Shipping
Testing
280
2
1-Shift
CT= 4.2mins
PT= 30s
ST=3min
Reliability=95
%
5200
III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP
III.3
Draw the
Material Flow
III.4
Draw the
Information Flow
External communication or information flow

Central production planning
Consumption control
Internal information flow
Organization of job control and scheduling

40
Continental AG
III.5
Create the
Timeline

Drawing the information flow
Elect. monthly.
30-daily plan
order weekly
Supplier
Elektronic:
Special
treatment
Production
planning
PPS
30/60/90
forecast
Daily
order
Customer
18 variant
Weekly
requirement
6.000
weekly plan
Customer tact
24 s
weekly
daily
Daily delivery
schedule
SMD Side B
2 We.
SMD Side A
1
2-Shifts
CT= 8.5mins
PT= 37s
ST=15min
Reliability=85
%
1
630
2-Shifts
CT = 8mins
PT41s
ST=15min
Reliability=80%
350
Preassembly
2
2-Shifts
CT= 8mns
PT= 40s
ST=20min
Reliability=80
%

41
Continental AG
Testing
70
ST: Setup time
1
2-Shifts
CT= 6.5mins
PT= 42s
ST=15min
Reliability=95
%
Assembly
420
7
1-Shift
CT= 5mins
PT= 23s
ST=10min
Reliability=98
%
Shipping
Testing
280
2
1-Shift
CT= 4.2mins
PT= 30s
ST=3min
Reliability=95
%
5200
III.1
Identify
Customer
Requirement
(Takt Time)
III.2
Identify the
Processes &
Gather Process
Parameters and
WIP
III.3
Draw the
Material Flow
III.4
Draw the
Information Flow
Cycle time
Waiting time of the parts in buffer or stocks
Complete process time
Complete Throughput time

42
Continental AG
III.5
Create the
Timeline

Creating the timeline
Preview monthly
30-daily plan
order weekly
Supplier
Elektronic:
Special
treatment
Production
planning
PPS
30/60/90
forecast
Daily
order
Customer
18 variant
Weekly
requirement
6.000
weekly plan
Customer tact
24 s
weekly
daily
Daily delivery
schedule
SMD Side B
2 We.
WT
SMD Side A
2- Shifts
CT= 8.5mins
PT= 37s
ST=15min
Reliability=85
%
630
2-Shifts
CT = 8mins
PT= 41s
ST=15min
Reliability=80%
WT + NVA
PT(VA)
350
Preassembly
2
Testing
2-Shifts
CT= 8mins
PT= 40s
ST=20min
Reliability=80
%
WT + NVA
PT(VA)
70
WT + NVA
PT(VA)

43
Continental AG
Assembly
1
2-Shifts
CT= 6.5mins
PT= 42s
ST=15min
Reliability=95
%
420
WT + NVA
PT(VA)
7
1-Shift
CT= 5mins
PT= 23s
ST=10min
Reliability=98
%
PT(VA)
Shipping
Testing
280
2
1-Shift
CT= 4.2mins
PT= 30s
ST=3min
Reliability=95
%
WT + NVA
PT(VA)
ST: Setup time; TT: Throughput time; WT: Wait Time
5200
WT
TT= WT + NVA
Total PT(VA)
Percentage of Value Add
% Value Add =
Sum of Process Time (VA)

Throughput Time
It is a rate of value adding and not value adding processes within the
material flow. Based on the Percentage, the Future State Map can be
valuated.

44
Continental AG
Determination of Wait Time

Quantity WIP pieces
Wait Time =
= days of inventory
Daily requirement
Example where daily requirement is 220 pcs.:

Inventory 420 pcs.
Testing
Assembly
440
2-Shifts
CT=6.5mins
PT=42s
ST=15min
Reliability=95%
7
1-Shifts
CT=9mins
PT=31s
ST=10min
Reliability=98%
2 days
6,5 min

45
Continental AG
9 min
440 pcs
220 pcs
= 2 days
Value Stream Design
1. Mapping Phase
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader

46
Continental AG
3. Implementation
Phase
2. Design Phase
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review
Value Stream Design

Five steps of drawing the Future State Map
I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review
Preparing to create the

Future State:
IV.1
Check ALL
Cycle Times
According to
Customer Takt
IV.2
Check where to
implement
Continuous
Flow

47
Continental AG
IV.3
Check
application of
FIFO Lanes &
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement
Value Stream Design

Key Questions:
1. What is the customer takt time?
2. Where can you use continuous flow?
3. Will you produce into a finished goods supermarket, or make to order?
4. Where do we need a supermarket pull?
5. Which process should be the pacemaker in the chain?
6. How should the product mix be leveled to the pacemaker?
7. Which process improvements are necessary?
8. Consider other improvement tools SMED etc

48
Continental AG
Workshop: Analysis of Current State Map

Analysis of the current material and information flow identifying waste along the value
stream and potential areas of improvement
Approach:
Identify unnecessary planning steps
Identify unnecessary inventory and buffers
Identify replenishment methods (push, Kanban, pull)
Review Cycle Time, Process Time, OEE per workstation
Identify bottle neck processes and pacemaker
Review customer requirements (Customer Takt)
....
Target:
Knowledge of Customer Takt, Throughput time, Cycle time, Process time
Identification and common understanding of obvious problems
Brainstorming on possible improvements for value stream design

49
Continental AG
Value Stream Design
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Should optimize the value stream

Ensure that the Cycle Time is equal to or better than Customer Takt
Is the source of action for the action plan

50
Continental AG
Review
Value Stream Design

I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review

Future State:
IV.1
Check ALL
Cycle Times to
ensure
Customer Takt
is achieved
IV.2
Check where to
implement
Continuous
Flow

51
Continental AG
IV.3
Check
application of
FIFO Lanes &
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement
Guidelines for a Lean Value Stream:

Takt Time
Produce to customer takt time.
Takt time is how often you should produce one part or product, based on the rate of
sales, to meet customer requirements.
Takt time =
available working time per day

customer requirement rate per day
Used to synchronize the pace of production with the pace of sales, particularly at the
pacemaker process
Reference number that gives you a sense for the rate at which a process should be
producing
Helps you see how you are doing and what you need to improve

52
Continental AG
Value Stream Design

Production Planning
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review

Future State:
IV.1
Check ALL
Cycle Times
According to
Customer Takt
IV.2
Check where to
implement
Continuous
Flow

53
Continental AG
IV.3
Check
application of
FIFO Lanes &
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement

Continuous Flow
2. Develop continuous flow wherever possible.
Continuous flow is the most efficient way to produce. It refers to producing one piece at
a time, with each item passed immediately from one process step to the next without
stagnation in between.
Make one Move one!
The mapping icon to indicate continuous flow is simply the process box. So if you
introduce more continuous flow in your future state, then two or more current state
process boxes would combine into one box on the future state map.

54
Continental AG
Results Interaction in Value Stream Design:

Line Organization and One Piece Flow
Before
Produktionsplanung
Production
Planning
Ex
am
ple
After
AP 1
AP 2
1
15 Schichten
ZZ: 70 s
Stapelverarbeitung
30 Stck
1
15 Schichten
ZZ: 45s
Stapelverarbeitung
30 Stck
150
Transportweg:
100m
40
AP 3
AP 4
AP 5
90
15 Schichten
ZZ: 65s
Stapelverarbeitung
30 Stck
Transportweg:
50m
15 Schichten
ZZ: 65s
Stapelverarbeitung
30 Stck
Transportweg:
250m
10
15 Schichten
ZZ: 45s
Stapelverarbeitung
30 Stck
Transportweg:
150m
AP 6
70
1
15 Schichten
ZZ: 60s
Stapelverarbeitung
30 Stck
Transportweg:
25m
Line assembly
combination of line
Buffer between workstations
6 workstations
Production
Planning
Produktionsplanung
AP 1
AP 2
AP 3
AP 4
AP 5
AP 6
15 Schichten
ZZ: 70s
keine
Stapelverarbeitung
15 Schichten
ZZ: 70s
keine
Stapelverarbeitung
15 Schichten
ZZ: 65s
keine
Stapelverarbeitung
15 Schichten
ZZ: 70s
keine
Stapelverarbeitung
15 Schichten
ZZ: 60s
keine
Stapelverarbeitung
15 Schichten
ZZ: 60s
keine
Stapelverarbeitung
Workstation
U-cell-assembly
flexible line
no buffer: One Piece flow
1-4 employees

55
Continental AG
Material Flow
Value Stream Design

Implementation of Continuous Flow
Elect. monthly.
30-daily plan
30/60/90
forecast
PPS
order weekly
Supplier
Production
planning
Daily
order
Electronic:
Special
treatment
Customer
18 variants
Weekly
requirement
12.000
Customer tact
50s
weekly
daily
Daily Plan
SMD Side B
SMD-Line
1,5
SMD Side A
FIFO
2-shifts
CT= 8.5mins
PT= 37s
ST=15min
Reliability
=85%
1,5
2-shifts
CT=8mins
PT =41s
ST =15min
Reliability
=80%
WT + NVA
PT(VA)
FIFO
Preassembly.
2
2-shifts
CT=8mins
PT=40s
ST=20min
Reliability
= 80%
WT + NVA
Continental AG
Assembly
2-shifts
CT=6.5mins
PT=42s
ST=15min
Reliability
= 95%
WT + NVA
PT(VA)
PT(VA)

56
Testing
FIFO
Daily delivery
schedule
WT + NVA
2-shifts
2.4mins
PT=48s
ST=0min
Reliability
=100%
Testing
FIFO
1
2-shifts
CT=4.2mins
PT=42s
ST=3min
Reliability
=95%
WT + NVA
PT(VA)
PT(VA)
PT(VA)
FIFO
Shipping
5200
3200
WT
TT= WT + NVA
Total PT(VA)
Value Stream Design

I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review

Future State:
IV.1
Check ALL
Cycle Times
According to
Customer Takt
IV.2
Check where to
implement
Continuous
Flow

57
Continental AG
IV.3
Check
application of
FIFO Lanes &
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement
Value stream design FIFO Lanes

To reduce and control inventories, consider creating a FIFO Lane
FIFO (First In First Out)
Consider a FIFO lane when:
There is a large difference in cycle time and the supplying machine can produce another
product
Possible Impacts
Preassembly.
3-shifts
CT=8mins
PT=15s
ST=20min
Reliability
= 80%
Testing.
FIFO
3-shifts
CT=6.5mins
PT=42s
ST=15min
Reliability
= 95%
FIFO Lane must be sufficient to cover:

Changeover
Other delays
Downtime TPM (MTTR)

Setup time
Machine reliability (OEE)
Reworking (FPY)
Capacity for other streams /
references
Lot size working time / bin
working time (max. Qty)
Information flow

58
Continental AG
Transport time
Value stream design Supermarket

Use Supermarket /Pull Systems to control production where continuous flow is not
possible.
Some processes are designed to serve multiple product families.
Processes are operated with different shift models.
Some processes are far away and shipping one piece at a time is not realistic
Some processes have too much lead time or are too unreliable to couple directly to
other processes in a continuous flow
Production KANBAN
Withdrawal KANBAN
Supplying
Process
Customer
Process
Product
Product
SUPERMARKET

59
Continental AG
1. Customer Process goes to

supermarket and withdraws what it
needs when it needs it.
2. Supplying Process produces to
replenish what was withdrawn.
Value Stream Design

Further Optimization Supplier management
Elect. monthly.
30-daily plan
order weekly
Supplier
30/60/90
forecast
Production
planning
PPS
Daily
order
Electronic:
Special
treatment
Customer
18 variants
Weekly
requirement
12.000
Customer tact
50s
weekly
Materials availability problems

=> installation supplier Kanban
Daily plan
supermarket/kanban
SMD Side A
SMD
Side B
SMD-Line
1,5
FIFO
2-shifts
CT= 8.5mins
PT= 37s
ST=15min
Reliability
=85%
1,5
2-shifts
CT=8mins
PT =41s
ST =15min
Reliability
=80%
WT + NVA
PT(VA)
FIFO
Preassembly.
2
2-shifts
CT=8mins
PT=40s
ST=20min
Reliability
= 80%
WT + NVA
Continental AG
FIFO
WT + NVA
Assembly
3
2-shifts
CT=6.5mins
PT=42s
ST=15min
Reliability
= 95%
PT(VA)
PT(VA)

60
Testing
FIFO
Daily delivery
schedule
WT + NVA
2-shifts
2.4mins
PT=48s
ST=0min
Reliability
=100%
Testing
FIFO
Shipping
1
2-shifts
CT=4.2mins
PT=42s
ST=3min
Reliability
=95%
WT + NVA
PT(VA)
PT(VA)
PT(VA)
WT
TT= WT + NVA
Total PT(VA)
Value Stream Design

I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review

Future State:
IV.1
Check ALL
Cycle Times
According to
Customer Takt
IV.2
Check where to
implement
Continuous
Flow

61
Continental AG
IV.3
Check
application of
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement

Pacemaker Process
4. Try to send the customer schedule to only one production process
By using supermarket pull systems, typically only one point the Pacemaker Process
In your door-to-door value stream needs to be scheduled
How you control production at this process sets the pace for all upstream processes
Note that material transfers from the Pacemaker Process downstream to finished
goods need to occur as a flow!
dule
Process
S c he
Process
Customer
FLOW
Process
Process

62
Continental AG
Process
FIFO
Customer
Value Stream Design

I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review

Future State:
IV.1
Check ALL
Cycle Times
According to
Customer Takt
IV.2
Check where to
implement
Continuous
Flow

63
Continental AG
IV.3
Check
application of
Supermarket
IV.4
Reduce
Scheduling to
One Process
ONLY
(Pacemaker)
IV.5
Identify Other
Areas for
Improvement
Other Areas for Improvement

Elect. monthly.
30-daily plan
order weekly
Supplier
Production
planning
PPS
30/60/90
forecast
Daily
order
Electronic
Customer
18 variants
Weekly
requirement
12.000
Small reliability
=> totally Productive maintenance
weekly
Customer tact
50s
Long Cycle times & Changeover times

=> SMED - Single Minutes Exchange of Die
daily
Daily plan
SMD Side B
SMD-Line
1,5
SMD Side A
FIFO
1,5
max
3-shifts8.5mins 70
PT=37s
ST=15min
Reliability
=85%
WT + NVA
PT(VA)
3-shifts
CT=8mins
PT =41s
ST =15min
Reliability
=80%
PT(VA)
Preassembly.
2
FIFO
max
70
3-shifts
CT=8mins
PT=40s
ST=20min
Reliability
= 80%
WT + NVA
Testing
FIFO
max
140
Continental AG
525
WT + NVA
64
Assembly
3-shifts
3-shifts
CT=6.5mins
CT=2.4mins
PT=42s
PT=48s
ST=15min
ST=0min
Reliability
Reliability
= 95% WT + NVA =100%
PT(VA)
Daily delivery
schedule
PT(VA)
PT(VA)
Testing
FIFO
max
5
1
3-shifts
CT=4.2mins
PT=60s
ST=3min
Reliability
=95%
WT + NVA
PT(VA)
Shipping
FIFO
WT
TT= WT + NVA
Total= PT(VA)
Workshop: Design Phase

Development of the future Value Stream Map (VSD)
Improvement of the current material and information flow eliminating the identified waste
along the value stream
Approach:
Adjust all process steps to the customer requirements (Customer takt)
Balance Cycle Time, Process Time, OEE per workstation
Eliminate push by using flow or pull principles
Eliminate unnecessary planning steps
Define the method for handling raw materials and finished products
....
Target:
Calculation of the new Throughput time, Cycle time, Process time
Common understanding of obvious problems
Elimination of waste and implementation of all possible improvements using CBS methods
and tools

65
Continental AG
1. Mapping Phase
II
Selection
of
Product
Family
3. Implementation
Phase
2. Design Phase
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
VI
V
Design of
future
state
Action
Plan
Review
Completing a Current State Map and a Future State Map is of no value

(waste) without an Action Plan to implement and a Review Plan to
ensure the Action Plan is being implemented

66
Continental AG
Value Stream Implementation

I
II
Selection
of
Product
Family
III
Selection
of
Value
Stream
Leader
IV
Mapping
of
current
state
Design of
future
state
Future State Map

Steps to reach the future state
Responsible Persons
Schedule

67
Continental AG
VI
V
Action
Plan
Review
Action Plan
How do you eat an elephant?
The Future State Value Stream cannot be implemented overnight and in one go.
Consider the loops in the Future State Value Stream in planning implementation.
Plan the actions, identify milestones, define due dates and assign responsibilities
Actions can be categorized as follows:
Completion within 30 days
Completion within 90 days
Completion longer than 90 days
Documentation is a must!
Use the Project Charter
Use the A3/A4 Report
https://workspace1.conti.de/content/00009902/default.aspx
This link will take you to the Project Platform for the latest version of the Charter and A3 forms

68
Continental AG
Project Charter - One Pager

69 / CBS by CEP / Project review training Continental Automotive GmbH
Action Plan (Sample Template)

Action List
Milestone
Due Date
Responsible
Phase 1 (Completion within 30 days)
Phase 2 (Completion within 90 days)
Phase 3 (Completion longer than 90 days)

70
Continental AG
h is
c
i
h
ur
w
o
e
y
lat ly in
p
Tem ctive
n
fe
la
f
P
e
ion used tion
t
c
A
a
nd n and ganiz
a
or
Use know
ll
we
Example Roadmap
Nov.
Dez.
Jan.
Feb.
Mrz
Apr.
Mai
Ex
a
Kick off
VSM Workshop
Dimension/
Supermarket/ Kanban
mp
le
Collecting data and

installation of Kanban in
the housing area
Final release of concept
Start of implementation
Layout planning,
Kanban cards
Continuous
Improvement
Training of employees
Kanban Board & cards
Kick Off Roll out
Final presentation pilot
implementation
Roll out planning
Roll out
Activities plant xyz

71
Continental AG
Workshop

2 Project description /Background
6 Future state, counter measures, savings/benefits
3 Problem statement / Current situation
s://workspace1.conti.de/content/00009902/default.aspx
4 Goal statement / Objective
7 Confirmation of effect
5 Root cause analysis
8 Follow up actions, read across

....
Summary
Value stream design helps to see the material and information flow in order to
understand and holistically optimize the complete process
Guideline for a lean value stream:

1.
Produce according to customer takt
2.
Establish continuous flow everywhere is possible
3.
Use supermarket - pull where continuous flow is not possible
4.
Try to make production planning only at one process within the value stream
5.
Release production orders at the pacemaker process
6.
Flow where you can, Pull where you must

73
Continental AG

01 - VSM-VSD Training Presentation 20140406

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

01 - VSM-VSD Training Presentation 20140406

Hochgeladen von

Copyright:

Verfügbare Formate

Value Stream Mapping & Value Stream Design

Central Electronic Plants Continental Business System

Value Stream Mapping and Value Stream Design

Group Discussion: Review of Lean

Discussion: Value Stream Mapping

Discussion: Value Stream

Workshop 2: Mapping the Current

Workshop: Drawing of Future

Discussion / Feedback Session

Discussion / Feedback Session

VSM / VSD: Why

Central Electronic Plants Continental Business System

Ohno says that The basis of TPS is the absolute

What is Lean Continued.....

Actions to Move the Organization closer to the ideal state

Central Electronic Plants Continental Business System

The definition of "Value" should be viewed from the perspective

Where do we find waste?

How do we find the waste?

Central Electronic Plants Continental Business System

The definition of Transactional Processes" as used here is:

Processes where work is performed but the actions, interactions

Why is it important to see the detail?

In order to identify and eliminate the waste we must be able to

Central Electronic Plants Continental Business System

7 Wastes | Process Waste

Central Electronic Plants Continental Business System

What do you do when you find waste?

Central Electronic Plants Continental Business System

Reference & Reading

Flow in the Office by Carlos Venegras

Central Electronic Plants Continental Business System

Value Stream Mapping & Value Stream Design

Central Electronic Plants Continental Business System

What is a Value Stream?

Central Electronic Plants Continental Business System

Why do a Value Stream Map?

Value Stream Design

Value Stream Mapping

Central Electronic Plants Continental Business System

Process Framework: Execution of VSM/VSD

Required Customer Information:

Central Electronic Plants Continental Business System

Value Stream Mapping Symbols

Central Electronic Plants Continental Business System

Value Stream Mapping Symbols

Central Electronic Plants Continental Business System

The 10,000 Meters View

Central Electronic Plants Continental Business System

The 100 Meters View

What do you see at 100 Meters?

Central Electronic Plants Continental Business System

Value Stream Mapping

Value-stream mapping means walking and drawing the processing

Central Electronic Plants Continental Business System

Value Stream Mapping

Customers care ONLY about their specific products!

Central Electronic Plants Continental Business System

Definition of product family

4. Level: machine cells

... starts with level 1 or 2 and goes down systematically

Central Electronic Plants Continental Business System