Value Stream Mapping

Agenda

Jan-16

Overview sur VSM

Identification du famille des Produits
Construction du schma de la situation actuelle
Construction du schma de la situation future
Mise en place dun Plan damlioration

Fethi Derbeli

Affectation des tches

Executive

Strategie
Value Stream

Manager
Flux Kaizen

Elimination des gaspillages

Superviseur

Management
Operateur

Processus Kaizen

quotidient

focus des efforts

Jan-16

Fethi Derbeli

Pourquoi le VSM (Value Stream Mapping)?

VSM est un outil trs important dans la
dmarche Exllence Oprationnel OpEx

une tape
Jan-16

Comme outil Strategique il dfinit la

direction & les priorits pour des
initiatives Lean Six Sigma It looks at
Eliminer les sources des gaspillages et
implementer un flux valeur ajoute
Pour amliorer le processus
Critique
Fethi Derbeli

Cest quoi un VSM?

Un outil schematic de communication qui visualise les
flux Matire & Information
INFORMATION

Fournisseur

Flux Production

Client

MATIERE

Cest le grand Photo de comment on gnre la valeur nos

client et dfinir les zones des projets avec le plus grand potentiel
damlioration & ROI (Return on Investment)
Jan-16

Fethi Derbeli

Elaboration du VSM
Choisir la
Famille du
produit

Se focaliser sur une famille

de produit

Schmatiser
la Situation
actuelle

Pour crer la situation futre

il faut shmatiser la
situation actuelle

Schmatiser
la Situation
Future

Implemanter
Plan actions

Jan-16

Utiliser les informations collect de

la situation actuelle pour dfinir
une vision sur la situation future
qui lie le processus avec flux tir et
continu
Formuler un plan pour
mettre en place la situation
future ASAP
Fethi Derbeli

Dterminer la famille des Produits

Utilise des tapes
Similaires du
processus

Une famille produit

Est un groupe de produits
qui

Etapes & Equipment

1 2 3 4 5 6 7 8
Produits
Jan-16

Utilise des
quipments
Communs

9 10 11 12

A
B
C
D
E
F
Fethi Derbeli

Dterminer la famille des Produits

Focus sur les Processus & Equipments communs
Identifier les familles des Produits
Collecter les informations suivantes pour chaque famille:
Rfrences des produits finis
Quantits produites
Frquence de production

Jan-16

Fethi Derbeli

Schma situation actuelle

Dcider les limites du flux de la valeur

Parcourir le flux de la
valeur

DATA

Collecter data le long du flux de la valeur Temps de Cycle,

stock, etc
Utiliser les symboles & icons du VSM pour
schmatiser la situation actuelle
Jan-16

Fethi Derbeli

Schma situation actuelle

Symboles de base VSM
Welding station

C/T = 39 sec
1 X Daily

C/O = 1 hour
Usine/ site de
production

Source /
Fournisseur

Operateur

Jan-16

2 shifts

Boite Processus

Flux produit

1000 pieces
(10 racks)

Stock

Livraison

Flux Manuel
Information

Flux Electronic
Information

Boite Data

Flux pouss

Fethi Derbeli

10

Schma situation actuelle

Etapes de Base pou gnrer VSM
1.

Documenter les informations client

2.

Parcourir la VS pour identifier les processus clefs et les stocks

3.

Noter le nombre des boites des processus

4.

Remplir la boite data - C/T, C/O, Uptime, Batch Size, No. Operators

5.

Noter le volume des stocks/ triangles dattente

6.

Compter le stock & noter sous le triangle

7.

Documenter les information fournisseur

8.

Etablir le flux d information le long de la VS

9.

Noter comment chaque processus sait ce qui doit faire aprs?

10. Identifier ou la matire/produit sont pousss

11. Quantifier lead time versus temps de processing

Jan-16

Fethi Derbeli

11

Exemple situation actuelle

Production Planning

6 Week
Forecast

Supplier
English Steel Ltd
Steel Sheets 10X4 foot
75 Sheets per load

Weekly
Fax

1,2,& 3
Month
Forecast
Weekly
Order

10,000 of each type A,B &C

Pack Size of 50

Weekly schedule
Schedule
Mon & Wed

Drill

Stamp

1
C/T=2 sec

C/O=45 min
2 shifts
8 days EPE=1 Week

2 sec

6 days

C/T=30 sec
C/O=10 min
2 shifts
Uptime 90%

30 sec

1
2000-A
2000-B
2000-C

C/T=20 sec

C/O=3 min
2 shifts
4 days Uptime 85%

20 sec

Mon
Wed

Polish

Debur

1
3000-A
3000-B
3000-C

Shipping
Staging

1
1500-A
1500-B
1500-C

3 days

C/T=25 sec
C/O=0 min
2 shifts
Uptime100%

25 sec

2000-A
2000-B
2000-C

4 days

VA
Jan-16

Welsh

30,000 pieces/month

Weekly

120
Sheets
8 days

Customer
Construction Inc

Fethi Derbeli

Production
Lead Time

25 days
77 sec
Processing Time
12

Schma situation actuelle

Le monde du Spaghetti des lots-&-Pousser
Waste
DEBUR

STAMP

Stock dormant

Mouvement &

DRILL

RECEIVING

Jan-16

POLISH

transport

SHIPPING

Fethi Derbeli

13

Schma situation actuelle

Quest ce que la situation actuelle nous rvle?
Une base damlioration
Visualise le gaspillage d au lot (batch)-&-flux pouss
Surproduction
Excs du stock
Long Lead Times

Jan-16

Fethi Derbeli

14

Jan-16

Fethi Derbeli

15

Schma situation future

Pour crer une vision on a besoin du personnel
Effort dquipe on a besoin les inputs de:
Clients - Externe & Interne
Logistiques
Planning & Systme dInformation
Manufacturing
Designe

Vision &
Temps

Situation
Future

Achat
Fournisseurs
Jan-16

Fethi Derbeli
Lean Intro
- 16

16

Schma situation future

Questions clefs
Quel est le takt time?
Regarding downstream processes closest to customer
Est ce quon construit un supermarket pour les PF, ou livraison
chez le client?
Ou on peut utiliser un processus flux continue?
A quel point on doit planifier les processus?
Comment niveler la production (mix & demande)?
Quel processus damlioration sera ncessaire pour amliorer le
flux vers un VS?
Reduire le temps de changement
Amliorer le temps doccupation
Jan-16

Fethi Derbeli

17

Schma situation future

Symboles du VSM
CHANGEOVER
UPTIME

Stock
tampon

Withdrawal
Kanban

Supermarch

Flux tir

Production
Kanban

Signal
Kanban

Kaizen Lightening Burst

Kanban
Post

Kanban arriving
in batches

OXOX
Load Leveling
Jan-16

Fethi Derbeli
Lean Intro
- 18

18

Schma situation future

Concepts Lean takt time
Cest quoi le takt time?
Regarder le processus le plus proche du client

Takt time =

Temps de travail disponible par quipe

La demande client par quipe

Temps disponible = 8 hours - (2 X 15 min poses)

= 28,800 sec - (2 X 900 sec)
= 27,000 seconds par quipe
Demande client = 30,000 / (20 jours de travail X 2 quipes)
= 750 units par quipe

Takt time =
Jan-16

27,000
750
Fethi Derbeli

= 36 Seconds
19

Schma situation future

Concepts Lean the supermarket
Est ce quon construit un supermarket pour les
PF, ou livraison directe chez le client?
Production
Kanban

Withdraw
al Kanban

Supply Process

Customer Process

Supermarket
Super Market Close to
Supply Process
Jan-16

Fethi Derbeli

20

Schma situation future

Concepts Lean Flux continu
Ou on peut utiliser un processus flux continu?
Drill

Debur

Polish

Flux Continus veut dire produire une seule pice la fois

Au lieu doptimiser chaque tape individuelle du processus
comme ile isole, la totalit du processus est optimis en flux
continu
Le flux Continu minimise le temps dattente, le surstock, et le
transport (gaspillage)

Drill

Jan-16

Fethi Derbeli

Debur

Polish

21

Schma situation future

Concepts Lean Flux continu
Est ce quon peut former une cellule de travail flux continu?
Redistribuer le travail en utilisant juste 2 operateurs
& eliminer le gaspillage via un processus kaizen

Operateurs =

36

takt time

30+20+25
36

75
= 2.1
36

Operateurs =

36
30

30
25

20

20

10
0
Stamp

Drill

Debur

Polish

Pas faisable de
combine r stamp
Dans la cellule

Jan-16

Fethi Derbeli

takt time
35
30
25
20
15
10
5
0

33+33
66
= 1.8
=
36
36

33

33

Changeover

Uptime

Drill/Debur

Debur/Polish

22

Schma situation future

Concepts LEAN point de planification
A quel point on planifie le processus?
Process B

Process A

Process C
Pacemaker

Customer

Pull
Flow

Pull
Flow

FLOW
Process B

Process A

Process C
Pacemaker

Pull
Flow

FIFO

Customer
FLOW

Jan-16

Fethi Derbeli

23

Schma situation future

Concepts Lean Nivelage de production
Comment niveler le mixte production mix & demande?
A A A B B B C C C A A A Lot

OXOX
Load
Leveling

A B C A B C A B C A Nivelage

07:00 07:30 08:00 08:30 09:00 09:30 10:00

PRODUCT A
PRODUCT B

PRODUCT C

Jan-16

A
B

PITCH = 36 sec X 50 parts

B
C

PITCH = Takt time X Pack Size

C
Fethi Derbeli

PITCH = 30 min
WORK ORDERS RELEASED TO THE PACEMAKER
PROCESS GRADUALLY TO ACHIEVE TAKT IMAGE

24

Schma situation future

Supplier
English Steel Inc.

1,2,& 3
Month
Forecast
Daily
Order

Production Planning

6 Week
Forecast
Daily
Order

Welsh

30,000 pieces/month

Daily Order
50

10,000 of each type A,B &C

Pack Size of 50

50
50

Daily

OXOX

Batch
50

bin
Sheets

Customer
Construction Ltd

Drill + Debur + Polish

Stamp
Changeover

Daily

50
A

Shipping

Staging

C
C/T=2 sec
C/O=9 min
2 shifts
2 days EPE=1 Shift

2 sec

1.5
days

Drill
Changeover

1.5 days

Takt=36 sec
C/T=33 min
C/O=0
Uptime 100%

2 days

Production
Lead Time

Drill/Debur
Uptime

2 days

5.5 days
68 sec

66 sec

VA
Jan-16

Fethi Derbeli

Processing Time
25

Schma situation future

Organisation du flux

DEBUR
Supermarket

DRILL

STAMP

SHIPPING
Supermarket

Jan-16

Fethi Derbeli

26

Schma situation future

Benefices du Flux

Tolles

Avant

Aprs

Jan-16

8 jours

Stamped
Parts

Drill,Debur Produit
& Polish
Finis
WIP

Taux
Rotation
Stock

Production
Lead

6 jours

7 jours

4 jours

9.6

25 jours

2 jours 1.5 jours

0 jours

2 jours

43.6

5.5 jours

Fethi Derbeli

27

Jan-16

Fethi Derbeli

28

Plan damlioration
Etapes pour mise en place
Dcomposer la situation Future en processus grable
Construire Systematiquement une sries des flux connects
Ou on dmarre:
Processus bien connu
Haute Probabilit de succs
Grand Gain prvu

Cycle PDCA:
Planifier le quoi et le quand
Objectifs mesurables
Responsabilits et Dlais
Revue rguliers & MAJ du plan si ncessaire
Jan-16

Fethi Derbeli

29

Implementation Plan
Developper plan Strategique
Objectifs 3-5 ans
Developper dploiement strategique
Priorits damlioration annuelles

Identifier VSM Strategique

Et initiatives Strategiques
Value Stream 1
Targeted Targeted Targeted
Kaizen
Kaizen
Kaizen

Jan-16

Value Stream 2
GB
Project

BB
Project

Fethi Derbeli

GB
Project

Strategic Initiative
DFSS
Project

DFSS
Project

DFSS
Project

30

Implementation Plan
Dmarche de dploiement
TOP LEVEL Company
Danaher Business System Office - Policy Deployment 1998

Annual Objectives

3-5 Year
Breakthrough
Objectives

Target to
Improve

Benefits

Resources
Primary Responsibility
Secondary Responsibility

SECOND
LEVEL Plant
Second Level Policy Deployment

Improvement
Opportunities

Annual
Objectives

Target to
Improve

3-5 Year Objectives

RESOURCES
Primary Responsibility
Secondary Responsibility

Cascader jusqu niveaux

des causes racines

ROOT CAUSE
LEVELSub Plant
Second Level Policy Deployment

POINT OF IMPACT
- ACTION PLAN
Engineer
Policy Deployment Action Plan
I mproveme nt Priority Title :

Department/L ocation:

Man agem ent Owne r:

Date:

Revie w Te am :

Nex t Review Date:

Environme ntal S ituation Summa ry:

Core Obje ctive:

Dec

Nov

Se p

Oct

Ta rget Improveme nt
Aug

Jul

Jun

May

Apr

Pl anne d
Date(s)

Mar

Mile stone

Feb

Owne r

Jan

Time li ne
Action Ste ps

Dire ct

Bottom Line

Improvement
Opportunities

Annual
Objectives

Target to
Improve

3-5 Year Objectives

RESOURCES
Primary Responsibility
Secondary Responsibility

Jan-16

Fethi Derbeli

31

Conclusion
Schmatiser la situation actuelle pour dterminer ou on
est
Evaluer et analyser la situation actuelle et dfinir ou
sont les opportunits damlioration.
Brainstormer lquipe ou on doit se focaliser
Crer le shma de la situation future dsire
Crer et tablir le plan daction pour raliser la
situation future
Les opportunits souvent existent dans les interfaces et
les changes entre les tapes

Jan-16

Fethi Derbeli

32

VSM Icons clef

Customer or suppliers of raw materials

Delivery of either raw material or shipments of finished goods

Process Box

Inventory
Describe type and amount under the icon

C/T = 3.5 second

C/O = 15 sec
Yield = 99%
1 worker
EPE = 2 weeks

Jan-16

Data box
Categories here represent the minimum needed

Fethi Derbeli

33

Exemple du boite Processus

Assembly
Shift
A/T
Ops
C/T
C/O
Uptime
Scrap
Var
Jan-16

2
7,1 hr
1
38 sec
0 sec
99%
0,6%
2
Fethi Derbeli

Number of Shifts
Available time/shift
Number of Operators
Cycle time
Change Over time
Efficiency rate
Scrap rate
Number of variants

34

VSM Icons clef

ASSEMBLY

I
Manufacturing
Process

Outside
Sources

Data Box

Inventory

FIFO
Truck
Shipment

Supermarket

Jan-16

Movement of material
by "PUSH"

Withdrawl

Finished goods to
the customer

Water Spider

Fethi Derbeli

First-in, First-out
sequence flow

Broadcast

35

VSM Icons clef

Operator

Heijunka Box

Go See

Production
Kanban

Withdrawl
Kanban

Signal
Kanban

Milk Run

Plane
Shipment

Ferry

Kanban
Post

Kanban Arriving
in Batches

Sequenced Pull
Ball

Line
Balance

Electronic
Information Flow

Jan-16

Manual
Information Flow

Kaizen
Lightning Burst

Fethi Derbeli

Buffer or Safety
Stock

36

Value Stream Mapping

VS

VS
Value Stream Mapping Overview
Examples

Overview

Value Stream Mapping Is

Notes

A simple, visual tool that shows what

happens in an operation and helps identify
opportunities for improvement

A pencil-and-paper tool that helps you see

the flow of information and materials as a
product makes its way through the value
stream
Key Questions for Future State Design

Name:
______________________________________
_____
VS-OV-TF-E_8-28-03

Date:

______________________________________
Course______
Objectives
Instructor:
Upon completion of this session, you will be able to:
______________________________________

Describe how using a current and future state Value Stream Map improves operations
_

Identify key components of a Value Stream Map

Recognize the Value Stream Map icons

Explain the lead time indicators

What is the takt time?

Will you build directly to a finished goods

supermarket, or directly to shipping?

Where can you use continuous flow

processing?

Where will you need to use supermarket pull

systems to control production of upstream
processes?

At what single point in the production chain

(the pacemaker process) will you schedule
production?

How will you level the production mix at the

pacemaker process?

What increment of work will you consistently

release and take away at the pacemaker
process?

Application
In your operation:

Identify the ideal pacemaker operation for your value stream.

Work together with another team member to complete a simplified current state map for your
value stream.

Indicate customer, scheduling method, major suppliers.

Specify major process steps, information flow and material flow.

Value

What process improvements will be

necessary for the value stream to flow as
your future-state
design
specifies?
Stream
Mapping
Process

Develop
Current
State
Map

Identify
Improveme
nt
Opportuniti
es

Develop
Future
State
Map

Implement
Targeted
Improveme
nts

Future Map
Becomes
Current
Map

Additional Resources

Review
Reviewed By: _________________________________________
Date: _________________

Jan-16

Value Stream Mapping Curriculum:

Value Stream Mapping Overview: 30

minutes

Value Stream Mapping: Current Event: 1

day

Value Stream Mapping: Future Event: 1

day

Workbooks:

The Lean Enterprise Institute has several

excellent VSM workbooks available
through their website, http://lean.org.
Learning to See
Creating Continuous Flow
Seeing the Whole

BOS Documents:
Focus on Performance:

JCMS Assessment (WW-MOS-CL-09-01)

View the Focus Course Catalog and sign up for JCMS classes via the Leadership Institute
website on the Johnson Controls Intranet:
http://w3.ag.na.jci.com/administration/training/index.htm

Fethi Derbeli

37

Value Stream Mapping Overview

Current State Map
PRODUCTION
6 - week

Pacific
Pacific
Steel Co.
Pacific
Steel Co.
Steel Co.

Identifying Opportunities for Change

PRODUCTION
CONTROL

90/60/30 day

CONTROL

CUSTOMER

MRP

Weekly Fax

6 - week
Forecast

Pacific
Pacific
Steel
Co.
Pacific
Steel
Co.
Steel Co.

Forecasts

Forecast

Daily

90/60/30 day
Forecasts
CUSTOMER

MRP

Weekly Fax

Order

80 linkages/mo

Raw materials

-40 silver

Level Load

Raw materials
Suppliers

- 20 gold

Suppliers

- 20 black

Weekly Schedule
Daily Ship

Weekly Schedule

Kanban

Schedule

Daily
Order

80 linkages/mo
-40 silver
- 20 gold
- 20 black
Tray 10 Pieces
2 shifts

Daily Ship

Pull Systems
Schedule

Weekly delivery

Weekly delivery

BOLT

1X Week
5 days

Bolts
NUT

5 days

PAINT

MANUF.

ASSEMBLY

Staging

Nuts

15 days

Steel Balls

5 days

15 days

15 days

C/T = 3.5 second

C/T = 7.5 seconds

C/O = 15 sec

C/O = None

C/T = 6 seconds

Daily

C/O = 0

Yield= 100%

Yield = 95%

1 Person

1 Person

1 Person

EPE = 4 weeks

EPE = Day

EPE = 4 weeks

Yield = 98%

5 days

10 days

15 days

15 sec

Staging

15 days
15 days

C/T = 3.5 second

C/T = 7.5 seconds

C/T = 6 seconds

C/O = 15 sec

C/O = None

C/O = 0

5S

Daily

Std. Work

C/T = 30 seconds
C/O = 0

Yield = 99%

Yield= 100%

Yield = 95%

1 Person

1 Person

1 Person

EPE = 4 weeks

EPE = Day

EPE = 4 weeks

Yield = 98%

Six Sigma

2 People
EPE= 4 W eeks

Concurrent work add longest lead-time

55 days (3300 sec)

15 days
30 sec

12 sec

Value Added Time =

15 days

5 days
7 sec

64 sec.(<1 day)

10 days
15 sec

Future State Map

15 days
12 sec

15 days
30 sec

Production Lead Time =

55 days (3300 sec)
Value Added Time =
64 sec.(<1 day)

Value Stream Mapping Icons

Material Flow Icons

6 - week
Forecast

Pacific
Pacific
Steel
Co.
Pacific
Steel
Co.
Steel Co.

SHIPPING

Nuts

TPM

5 days

ASSEMBLY

Production Lead Time =

Concurrent work add longest lead-time

7 sec

Kaizen

Bolts

5 days

PAINT
(NUTS)

2 People
EPE= 4 Weeks

1X Week

Plts
5 days

Mgt.

NUT
MANUF.

Steel Balls
15 days

C/T = 15 seconds

C/O = 0

Yield = 99%

15 days

QCO

SHIPPING

(NUTS)

Error proof

Raw bolts
10 days Constraint

10 days

BOLT
Hardening

Plts

Hardening

I
Raw bolts

PRODUCTION
CONTROL

90/60/30 day
Forecasts

PRODUCTION
CONTROL

CUSTOMER

Level
Production

80 linkages/mo
-40 silver
- 20 gold
- 20 black
1 piece capable
2 shifts

Weekly
Firm Order

Raw materials
Suppliers

Information Flow
Icons

Manufacturin
g
Process

Finished Goods
To Customer

(C

MRP

Conveyance or
Milk Run

Production
Control

Signal
Kanban

PUSH Arrow

Milk run daily

Heijunka

Supermarket

Customer or
Supplier

(Conveyance)

Batch

Raw bolts
10 days

Daily ship

Plates

5 days
Raw Balls

Nut Mfg.

Raw Nuts

Paint

Inventory

OXOX

Painted Nuts

Bolt Hrd. /Assy.

2 days

1.25 days
C/T = 6 second

C/O = 5 sec

1.25 days

EPE = Day

12 sec

Production
Kanban

OXOX

Buffer or
Safety Stock

Level Loading

Kanban Post

Longest lead time

(2.5 days)
45 sec

Production Lead Time =

11.25 days (675 sec)
Value Added Time =
64 sec.(<1 day)

Heijunka

C/O = 15 sec

cycle Time

Yield = 99%

ShifT
ShifT 22 ShifT 3

7 sec

Electronic
Information
Flow

C/T = 3.5 second

EPE = Day
2.5 days

2 days

First-In-FirstOut Sequence
Flow

Withdrawal
Kanban

ShifT 1

6.75 days

Process Box

Manual
Information
Flow

2 People

1 Person

EPE = Day

C/O = 0
Yield = 98%

Yield = 95%

1 Person

Buffer Safety
2.5 days

C/T = 15 second

C/O = 0

Yield = 99%

Jan-16

T/T = 45 second

Safety

General
Icons

FIF
O

Bolts

1.75 days

Withdrawal

Truck
Shipment

2.5 days

C/T = 3.5 second

1 worker

Data Box

Fethi Derbeli

Supermarket

Kaizen Burst

Heijunka Box

Go See
Scheduling

38

Questions?

Jan-16

Fethi Derbeli

39