27
The 7 Value Stream Mapping Tools & VALSTAT Lean Manufacturing

The 7 Value Stream Mapping Tools & VALSTATntdung_ise/Material/Lean... · of the value stream if the point is moved can be carried out. Physical Structure. Physical Structure • Shows

  • Upload
    others

  • View
    2

  • Download
    0

Embed Size (px)

Citation preview

The 7 Value Stream Mapping Tools & VALSTAT

Lean Manufacturing

The 7 Tools

• Centre around the “7 Wastes”.

• Well known tools – 2 new ones

• No methodology to help choose most appropriate.

Origins of the Mapping Tools

New ToolPhysical Structure Mapping

Efficient Consumer response/logistics

Decision Point Analysis

Systems DynamicsDemand Amplification Mapping

New ToolQuality Filter Mapping

Operations ManagementProduction Variety Funnel

Time compression/ logisticsSupply Chain Response Matrix

Industrial EngineeringProcess Activity Mapping

Origin of Mapping ToolMapping Tool

Process Activity Mapping

Process Activity Mapping -Key

Information Flow

Value Added

Storage Non Value Added

TransportationNon Value

Added

Operation Value Added

DelayNon Value

Added

Inspection Non Value Added

KEY

Process Activity Mapping -Key

1. Study of the flow of processes.

2. Identification of waste.

3. Consideration of whether process can be arranged in more efficient sequence.

4. Consideration of better flow pattern – layout, routes etc.

5. Consideration of whether everything that is being done is necessary.

Supply Chain Response Matrix

• Shows critical lead-time constraints for a process.

• Cumulative lead time in a distribution co.

• Horizontal axis shows lead time for product internally & externally.

• Vertical axis shows average amount of standing inventory at specific points in the supply chain.

• Inventory and lead-times can be individually targeted for improvement.

Supply Chain Response Matrix

Product Variety Funnel

Product Variety Funnel• Illustrates how company/supply chain

operates.

• Complexity to be managed.

• Where to target inventory reduction.

• Making changes to processing of products.

• Gain overview of company/supply chain.

Quality Filter Mapping

Quality Filter Mapping

• Identifies where quality problems are in supply chain.

• Three types of quality mapped:

1. Product Defect – Defective goods passed on to customers.

2. Service Defects – Problems given to customer not directly related to product themselves. i.e. delivery, documentation.

Quality Filter Mapping

3. Internal Scrap – defects produced in company that are caught by inspection.

• Shows where defects occur, identifying problems, inefficiencies and wasted effort.

Demand Amplification Mapping

Demand Amplification Mapping

• How demand changes along supply chain.

• Decisions and analysis can be carried out using this info.

– Manage fluctuations– Redesign value stream– Reduce fluctuation.

Decision Point Analysis

Decision Point Analysis

• Decision point – point where actual demand pull gives way to forecast driven push.

• Where products stop being made according to actual demand and are made against forecast only.

• This tool shows where this point is.

Decision Point Analysis

• We need to know where this point is for two reasons:

1. Knowing where this is, it is possible to assess processes operating downstream and upstream from this point. Making sure they are working to the same push/pull philosophy.

2. Long-term, various scenarios to view operation of the value stream if the point is moved can be carried out.

Physical Structure

Physical Structure

• Shows supply chain a industry level.

• Understand how the industry operates.

• Brings attention to areas that may not receive sufficient developmental attention.

Volume Structure

• Various tiers both in supplier and distribution area, with assembler as middle point.

• Depicts number of organisations involved –area of each part is proportional to how many organisations are in it.

Cost Structure

• Similar to volume structure.

• Area of diagram is directly linked to value-adding process (cost-adding process).

• Makes it possible to analyse value adding required in final product as it’s sold.

VALSTAT Table

L = Low correaltion and usefulness

M = Medium correlation and usefulness

H = High correlation and usefulness

HMHLMLLOverall Structure

HLDefects

LHUnnecessary

Motion

LMHMHMUnnecessary

Inventory

LLMHInappropriate

Processing

LHTransport

MMLHHWaiting

MMLMLOverproduction

Wastes

Physical Structure Mapping

Decision Point Analysis

Demand Amplification

Mapping

Quality Filter Mapping

Production Variety Funnel

Supply Chain Response Matrix

Process Activity Mapping

General Comments

• Data from all of the tools can be integrated.

• Different tools highlight differing issues.

• Therefore more accurate key priorities are highlighted

• E.g. if supply chain response was used individually, its supplier lead time would be identified. However, when data from quality filter mapping is added, on-time delivery would be identified.

Theory of Constraints

• Goldratt’s Theory of Constraints has been seen as having a conflicting approach to lean.

Synergies Between TOC and Lean

• TOC identifies potential improvements that will make a big difference.

• TOC identifies the constraints that Lean can then target for waste reduction – provides focus.

• Lean has useful tools and philosophy and its techniques enable understanding of the system and its dependencies clearly.

• TOC helps to identify and quantify the opportunities for improvement.

• Both encourage pull rather than push.

Synergies Between TOC and Lean