VALUE STREAM METHODOLOGIE

ANALYSIS
• Selectioner (matrice processes) une
Date Evaporator Final Assy - VCC Hamilton
03.03.2009
CUSTOMER

The
SUPPLIER ACTION
CURRENT STATE
EXTERNAL SUPPLIER CLIENTS
TRANSPORT
18,400 pcs/mo

chaîne de valeur -value stream- sur

6 weeks Production control
90/60/30 days forecasts -12, 000 L
SHIPPING Pacific
forecast State street -6,400 R
SUPPL. CUST. Pacific
X XXX
St eel Co.
Michigan MRP assembly Tray = 20 pieces
Steel Co.
PRODUCTION
Steel co . Weekly Daily orders 2 shifts
PROCESS
fax

une famille de produit

Weekly schedule
XXXX
XXXX
XXXX
PROCESS 500 ft coilsNo management of Order period
SHEET
the real customer too long
demand
NO daily management of

•
PHYSICAL Useless
FLOW
meeting and the production with real
PUSH
FLOW

FIFO
FLOW
Tues + Thurs

No daily
Fourth view of the current state map with
information flow & push Arrows
motions cutomer demand
Daily ship schedule
1* Daily Schématiser le flux physique du
X delivery

materiel (1. sans collecter les

STOCK

SUPER Production program

MARKET Micro-stoppages
≠ customer demand
SAFETY
Stamping S. Weld #1 S. Weld #2 Assy #1 Assy #2 Shippin
FLOW
I I I I I I

données, 2. en collectant les

1 op g
200 T 1 op 1 op 1 op Stagin
OPERATOR
4600 L 1100 L 1600 L 1200 L 2700 L g
Coils 2400 R C/T = 39 sec 600 R C/T = 46 sec C/T = 62 sec C/T = 40 sec
C/T = 1 sec 350 R 640 R 1440 R
5 days C/O = 0 C/O = 0
C/O = 1 hour C/O = 10 min C/O = 10 min
M ANUAL
INFORMATION Uptime =85% Dimension Uptime =100% Uptime =80% Uptime =100% Uptime =100%
Possibility to merge both processes - new technologies to have one

données physique & information)

COT too long 27,6s Avail of the flat 27,600s Avail 27,600s Avail 27,600s Avail 27,600s Avail
ELECTRONIC
storage single line
INFORMATION
EPE=2 weeks 2 shifts 2 shifts 2 shifts 2 shifts
OXOXOX
LEVELLING
BOX

•
KANBAN 7000 6700 1950 1840 4140 21630 QUANTITY

KANBAN
BATCH
BUILDING BOX

LOT BOX
5 days 7,6 days 1,8 days 7 days 2 days 4,5 days 27,9
days
INFO
LEAD TIME

PHYSICAL
LEAD TIME
Dessiner la carte de l’Etat Actuel
•
LAUNCHER

Identifier les opportunités d’éliminer

XX X 1 seconde 39 secondes 46 secondes 62 secondes 40 secondes 188 ADDED
INFORMATION secondes VALUE
TIME

Issues / Root causes Analysis

1 No driving of production program according to customer demand No sequencer to pilot Assy line and internal kanban to work according to customer demand

les Muda et d’améliorer le flux

2 Assy line 2 slower than customer takt time To many micro-stoppages and speed of workstation not optimized
3 4 operations in 4 separate workstations with inbetween transports and handlings Rework building of the line > lean manufacturing workshop ?
4 COT on stamping machine = 1 hour Not enough flexible to implement kanban and reduce the batch size

•
5 1 weekly logistic motion to production to deliver the production schedule, daily review Link to 1, sequencer and kanban = autonomous production.

Vérifier les objectifs moyen terme

6 Weekly schedule to supplier of coils No daily follow-up of customer demand to optimize material entrances
7 2 deliveries by week of coils Stock to high, no optimization of flat storage

du site ( DL, DPM, TT…)

Date Evaporator Final Assy - VCC Hamilton
03.03.2009
CUSTOMER

The
SUPPLIER ACTION
FUTURE STATE

•
EXTERNAL SUPPLIER CUSTOM ER
TRANSPORT

X XXX
SUPL.
SHIPPING
CUST.

PRODUCTION
Pacific
Pacific
Steel Co.
Michigan
Steel Co.
steel Co.
6 Week
forecast Production control
90/60/30 days forecasts

Daily orders
State street
assembly
Dessiner la carte de l’Etat Futur
•
PROCESS
SIOP + MPS

Faire le plan d’action (chantiers,

XXXX
XXXX PROCESS
XXXX
SHEET
VRO Daily orders
Fax
daily
PHYSICAL
20
FLOW 20

objectifs, timing) de la Value Stream

Daily (Milk run) 20 Sequencer
PUSH Coil
FLOW + Pull flow

FIFO OXOX
FLOW

•
X
STOCK Batch Tote 1* Daily

SUPER
MARKET

SAFETY
STOCK
coils

Flat storage
Stamping
WeldLean
+ Assy
20
20

Shipping
Réaliser les ameliorations, suivre
Change over Manufacturing L

OPERATOR

M ANUAL
At the press
EPE=1shift
C/0 =<10 min
Change over
Takt= 60 sec
C/0 =0 Eliminate muda
R
Staging

l’avancement et les résultats

•
INFORMATION Uptime =100%
Total work content <168s

Revoir périodiquement l’évolution

ELECTRONIC
INFORMATION Welder Uptime
OXOXOX LEVELLING
BOX

KANBAN QUANTITY

de la Value Stream vs l’Etat Futur

KANBAN
(BATCH 1,5 day 1 day 2 days 4,5 days INFO
BUILDING BOX) LEAD TIME

LOT BOX PHYSICAL

(LAUNCHER) LEAD TIME

•
XX X 1 seconde 168 secondes 169 secondes ADDED
INFORMATION VALUE

Répéter le cycle chaque année

TIME

Planning
Kaizen Workshops - Suggestions Pilot
P D C A
1 SIOP - MPS full deployment > single info, autonomous production management MS wk 34 wk 35 wk 38 wk39
2 Sequencer implementation > FG stock = 2 vs 4,5 days DH wk 34 wk 07 wk 13 wk 14
3 Lean manufacturing workshop > 1 single process vs 4 workstations > CT = 168 vs 188 sec, eliminate 8,8 day TT
4 TPM deplyment on assy line > welder uptime = 100%
5 SMED workshop on stamping machine N°4 > from 60 min to 10 min., TT from 7,6 to 1 day
JT
FB
FB
wk 34
wk 34
wk 34
wk 40
wk 07
wk 03
wk 09 (Y1)
wk 13
wk 07
wk 13
wk 14
wk 08
avant le budget
6 Flat storage on incoming warehouse > 150 sqm DH wk 34 wk 44 wk 48 wk 49
7 VRO implementation > 5 days TT to 1,5 day DH wk 34 wk 40 wk 44 wk 45

Valeo Bayen SPV ? 2009-03-02

Valeo Bayen SPV ? 2009-03-02

VALUE STREAM METHODOLOGIE

Date
03.03.2009
ANALYSIS Evaporator Final Assy - VCC Hamilton

•
CUSTOMER
SUPPLIER ACTION
CURRENT STATE
Selectioner (matrice processes) une
The

EXTERNAL SUPPLIER CLIENTS

TRANSPORT
18,400 pcs/mo
6 weeks Production control
90/60/30 days forecasts -12, 000 L
SHIPPING Pacific
forecast State street -6,400 R
SUPPL. CUST. Pacific
MRP assembly Tray = 20 pieces

chaîne de valeur -value stream- sur

St eel Co.
X XXX Michigan
Steel Co.
PRODUCTION
Steel co . Weekly Daily orders 2 shifts
PROCESS
fax
Weekly schedule
XXXX
XXXX
XXXX
PROCESS 500 ft coilsNo management of Order period
SHEET
the real customer too long

PHYSICAL
FLOW

PUSH
Tues + Thurs
demand
Useless
meeting and
motions
NO daily management of
the production with real
cutomer demand une famille de produit
•
FLOW
Daily ship schedule
Fourth view of the current state map with 1* Daily

Schématiser le flux physique du

FIFO
FLOW information flow & push Arrows
No daily
X
STOCK delivery

SUPER Production program

Micro-stoppages

materiel (1. sans collecter les

MARKET
≠ customer demand
SAFETY
Stamping S. Weld #1 S. Weld #2 Assy #1 Assy #2 Shippin
FLOW
I I I I I I
1 op g
200 T 1 op 1 op 1 op Stagin
OPERATOR
4600 L 1100 L 1600 L 1200 L 2700 L g
Coils 2400 R C/T = 39 sec 600 R C/T = 46 sec C/T = 62 sec C/T = 40 sec
C/T = 1 sec 350 R 640 R 1440 R

données, 2. en collectant les

5 days C/O = 0 C/O = 0
C/O = 1 hour C/O = 10 min C/O = 10 min
M ANUAL
INFORMATION Uptime =85% Dimension Uptime =100% Uptime =80% Uptime =100% Uptime =100%
COT too long of the flat Possibility to merge both processes - new technologies to have one
27,6s Avail 27,600s Avail 27,600s Avail 27,600s Avail 27,600s Avail
ELECTRONIC
storage single line
INFORMATION
EPE=2 weeks 2 shifts 2 shifts 2 shifts 2 shifts

données physique & information)

OXOXOX
LEVELLING
BOX

KANBAN 7000 6700 1950 1840 4140 21630 QUANTITY

KANBAN
BATCH 5 days 7,6 days 1,8 days 7 days 2 days 4,5 days 27,9 INFO

•
BUILDING BOX days LEAD TIME

Dessiner la carte de l’Etat Actuel

PHYSICAL
LOT BOX LEAD TIME
LAUNCHER

XX X 1 seconde 39 secondes 46 secondes 62 secondes 40 secondes 188 ADDED

INFORMATION secondes VALUE
TIME

•
Issues / Root causes Analysis
1 No driving of production program according to customer demand
2 Assy line 2 slower than customer takt time
3 4 operations in 4 separate workstations with inbetween transports and handlings
No sequencer to pilot Assy line and internal kanban to work according to customer demand
To many micro-stoppages and speed of workstation not optimized
Rework building of the line > lean manufacturing workshop ?
Identifier les opportunités d’éliminer
les Muda et d’améliorer le flux
4 COT on stamping machine = 1 hour Not enough flexible to implement kanban and reduce the batch size
5 1 weekly logistic motion to production to deliver the production schedule, daily review Link to 1, sequencer and kanban = autonomous production.
6 Weekly schedule to supplier of coils No daily follow-up of customer demand to optimize material entrances
7 2 deliveries by week of coils Stock to high, no optimization of flat storage

Date
03.03.2009
CUSTOMER
Evaporator Final Assy - VCC Hamilton • Vérifier les objectifs moyen terme
SUPPLIER ACTION
FUTURE STATE
du site ( DL, DPM, TT…)
The

EXTERNAL SUPPLIER CUSTOM ER

TRANSPORT

6 Week 90/60/30 days forecasts

SHIPPING forecast Production control

•
Pacific
SUPL. CUST.
Pacific State street
Steel Co.
Michigan

Dessiner la carte de l’Etat Futur

X XXX
Steel Co. assembly
PRODUCTION
steel Co. Daily orders
PROCESS
SIOP + MPS
XXXX
XXXX PROCESS
XXXX VRO Daily orders

•
SHEET
Fax
daily
PHYSICAL
FLOW

PUSH
FLOW
Daily (Milk run)
Coil
20
20
20

OXOX
Sequencer
+ Pull flow
Faire le plan d’action (chantiers,
objectifs, timing) de la Value Stream
FIFO
FLOW

X
STOCK Batch Tote 1* Daily
20

•
SUPER
20
MARKET
coils
SAFETY
STOCK

OPERATOR
Flat storage

At the press
Stamping

Change over

EPE=1shift
WeldLean
+ Assy
Manufacturing

Takt= 60 sec
L

R
Shipping
Staging
Réaliser les ameliorations, suivre
C/0 =<10 min

l’avancement et les résultats

M ANUAL Change over C/0 =0 Eliminate muda
INFORMATION Uptime =100%
Total work content <168s
ELECTRONIC
INFORMATION Welder Uptime

•
OXOXOX
LEVELLING

Revoir périodiquement l’évolution

BOX

KANBAN QUANTITY

KANBAN
(BATCH 1,5 day 1 day 2 days 4,5 days INFO
BUILDING BOX) LEAD TIME

LOT BOX PHYSICAL

de la Value Stream vs l’Etat Futur

(LAUNCHER) LEAD TIME

XX X 1 seconde 168 secondes 169 secondes ADDED

INFORMATION VALUE
TIME

Planning
Kaizen Workshops - Suggestions Pilot

•
P D C A
1 SIOP - MPS full deployment > single info, autonomous production management
2 Sequencer implementation > FG stock = 2 vs 4,5 days
3 Lean manufacturing workshop > 1 single process vs 4 workstations > CT = 168 vs 188 sec, eliminate 8,8 day TT
4 TPM deplyment on assy line > welder uptime = 100%
MS
DH
JT
FB
wk 34
wk 34
wk 34
wk 34
wk 35
wk 07
wk 40
wk 07
wk 38
wk 13
wk 09 (Y1)
wk 13
wk39
wk 14
wk 13
wk 14
Répéter le cycle chaque année
5 SMED workshop on stamping machine N°4 > from 60 min to 10 min., TT from 7,6 to 1 day
6 Flat storage on incoming warehouse > 150 sqm
7 VRO implementation > 5 days TT to 1,5 day
FB
DH
DH
wk 34
wk 34
wk 34
wk 03
wk 44
wk 40
wk 07
wk 48
wk 44
wk 08
wk 49
wk 45
avant le budget
Valeo Bayen SPV ? 2009-03-02

Valeo Bayen SPV ? 2009-03-02