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Value Stream Mapping (VSM): A tool for improving your product
development process design
Lecture Date: 2013-10-03
Time: 13:00-14:30 Room: A2029
Jarkko Erikshammar
contact.
http://www.ltu.se/staff/j/jarkko-1.44434?l=en
@JErikshammar
Jarkko Erikshammar
+46 920 491 860
copyright © Scania CV AB (publ),
purpose and aim.
Increase the insight of application of different processes
“A tool for process mapping and improvement” help with your next 0005: process planning assignment!!!
agenda
1. process thinking 2. value stream mapping 3. break 4. practice
my Lean.
• systematic common sense • ’scientific thinking’ • a change model • a bunch of practical methods
exercise one.
• In 136 characters or less:
what is a process? #VSM
• Work in your group.
• 3 minutes
• Tweet.
Johansson, Christian. @cihjoh0. “It is a repeatable,documented way to get from A to B #vsm” 3 oct 2013. 4:16 F.M. Tweet. Tomas de, Miriam. @miritiriti “Starts somewhere, leads to a specific end, and is a way to reach a target. Problem breakdown support. #VSM” 3 oct 2013. 4:17 F.M.
process thinking.
value stream.
"All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes."
Taiichi Ohno was born in Manchuria, China in 1912 and graduated from Nagoya Institute of Technology. He joined Toyota in 1932 and for about twenty years worked his way up in the firm. In the 1940's and early 1950's, Ohno was the assembly manager for Toyota and developed many improvements that eventually became the Toyota Production System.
Lean principles.
1. value 2. the value stream 3. flow 4. pull 5. perfection
Source: Womack, J. P., Jones D. T. and Roos, D (1996): Lean Thinking – Banish Waste and Create Wealth in Your Corporation
exercise two.
• In 136 characters or less:
what is value in a design
process?
• Work in your group.
• 3 minutes
• Tweet
Johansson, Christian. @cihjoh0. “Quality, functions, usability, etc #vsm” 3 oct 2013. 4:32 F.M. Tweet. Tomas de, Miriam. @miritiriti “Value is to connect needs to a desirable/feasible/viable solution #vsm” 3 oct 2013. 4:36 F.M.
1. value
• Value: something the customer is willing to pay for…
• ”value adding” activities increases the value
• ”non-value adding” is waste, time consuming and costs but does not add value to the product
Valu
e ad
ding
N
on-v
alue
add
ing
Press Working Heat treatment
2. the value stream Value is created in value adding activities Processes are combinations of value adding and
non-value adding activities
Value
Time
3. flow
One flow, from start
to a finished product,
without stops between
value adding activities
4. pull
Production as close to
the actual demand
not based on forecast
5. perfection
Continous improvemnets
a deviation is a source
for possible improvement
method.
current state map
lean value stream
future state map
achieving the future state map
How is it done? 1. Current state 2. Lean Value stream
3. Future state, 12 m. 4. Achieving the future
1. Current. follow the object thorugh the flow. Note each step, problems and difficulties
2. Lean. How could it be IF we only did what the customer wants?
3. Future. How far can we come in a year?
4. Acheiving. Plan of action on a detailed level.
current state map.
A description of the current value stream (material and information) with visualization of waste
Focus on different things depending on the value
Document cycle times (c/t), set up times (s/t), WIP and buffers (days), scrap, etc.
Lean value stream.
• Relation between set-up time and WIP
• Relation between WIP and lead-time
• One piece flow
• Push versus pull
The Lean toolbox : the essential guide to Lean transformation / by John Bicheno and Matthias Holweg.. - 2009 - 4th ed.. - ISBN: 978-0-9541244-5-8 (pbk)
future state map.
It is about glancing at the future
Achievement with current resources
One budget period
Incremental steps
achieving the future state
What is doable within 12 months?
Responsible of the value stream
Responsible for the action
Follow-up, follow-up, follow…
Plan of action Underskrift
Datum Produktionsled. Facklig företräd. Beredning Planerare
Produktionschef: KUND årlig värdeflödesplanÄgare värdeflöde:
Affärsmål VFA Mål Mätbart 2010-2011 Månadsplan Ansvarig Berörd UppföljningProduktfamilj LOOP VFA Mål Avd granskare datum
Nov Dec Jan Feb Mar Apr Maj Juni Jul Aug Sep Okt
“without this we have not achieved anything”
exercise three. Four (4) groups Produce a current state (blue pen) and a future state
(green pen) for a trip from Luleå to Stockholm. From your apartment to the hotel.
You are the traveling agency. The customer is the one travelling. The objective is to reduce non-value adding activities.
Group A: plane, Group B: train, Group C: rental car, Group D: bus
4 min presentation per group (perfection) Assessment will both be on the presentation and the results
OH-plastic (2) + a blue and green pen(2)
references
• Bicheno, John. The new lean toolbox: towards fast, flexible flow. Buckingham: Picsie Books, 2004.
• Talks TEDx Ernesto Sirolli: Want to help someone? Shut up and listen! Filmed Sep 2012, Posted Nov 2012.
• Michael Jordan "Failure" Nike Commercial: http://www.youtube.com/watch?v=45mMioJ5szc
• Toyota production system: beyond large-scale production [0-915299-14-3] Ohno, T 1988
• Jones, Daniel T. Seeing the whole : mapping the extended value stream / Brookline, MA. : Lean
Enterprise Inst., cop. 2002
• Rother, Mike, and John Shook. Learning to See: Value-Stream Mapping to Create Value and Eliminate
Muda: Version 1.3 June 2003. Lean Enterprise Institute, 2003.Womack, James P. Lean thinking : banish
waste and create wealth in your corporation / London : Free Press Business, 2003
• Björnfot, A., et al. "Lessons Learned from Succesfull Value Stream Mapping." Proceedings of the 19th
Annual Conference of the International Group for Lean Construction. 2011.
• Simonsson, Peter, et al. "‘Learning to see’the Effects of Improved Workflow in Civil Engineering Projects."
Lean Construction Journal (2012): 35-48.
