Value stream mapping (future state)

Future State MapFuture State Map

VALUE STREAM MAPPING STEPSVALUE STREAM MAPPING STEPS

product familyproduct family

current-current-statestate

drawingdrawing future-state future-state

drawingdrawing

work plan work plan

future-state future-state drawingdrawing

Future State QuestionsFuture State Questions1. Desired cycle time (Takt time)?1. Desired cycle time (Takt time)?2. Direct ship or supermarket?2. Direct ship or supermarket?

3. Where can we continuous flow?3. Where can we continuous flow?4. Where must supermarkets be?4. Where must supermarkets be?

5. Where is “pacemaker” process?5. Where is “pacemaker” process?6. How will you level product mix?6. How will you level product mix?7. What is the drumbeat?7. What is the drumbeat?

8. What must you improve to make8. What must you improve to make

DemandDemand

MaterialMaterialFlowFlow

InfoInfoFlowFlow

Improve-Improve-mentsments it happen?it happen?

Future State Question #1Future State Question #1

What is the takt time (desired cycle What is the takt time (desired cycle

time), based on the available working time), based on the available working

time of the downstream processes time of the downstream processes

that are closest to the customer?that are closest to the customer?

1. DESIRED CYCLE (TAKT) TIME?1. DESIRED CYCLE (TAKT) TIME?Takt timeTakt time is the average interval at is the average interval at

which the customer takes yourwhich the customer takes your product during a production period.product during a production period.It is the It is the desired cycle timedesired cycle time for your for your

entire value-stream process.entire value-stream process.

Producing to Takt time requires:Producing to Takt time requires:• Short leadtimes (small lots)Short leadtimes (small lots)• Fast setup timesFast setup times• Reliable processes Reliable processes • Fast response to problemsFast response to problems

ACME STAMPING TAKT TIMEACME STAMPING TAKT TIME

Available time = Paid time - break timeAvailable time = Paid time - break time = 8 hours - 20 minutes= 8 hours - 20 minutes = 28,800 - 1200 seconds= 28,800 - 1200 seconds = 27,600 seconds / shift= 27,600 seconds / shift

Available timeAvailable timeCustomer DemandCustomer Demand = = 27,600 seconds27,600 seconds

460 units per shift460 units per shift

Desired Cycle Time = 60 secondsDesired Cycle Time = 60 seconds


Will you build to a finished goods Will you build to a finished goods

supermarket, from which the supermarket, from which the

customer pulls, or build directly to customer pulls, or build directly to

shipping?shipping?

2. DIRECT SHIP OR SUPERMARKET?2. DIRECT SHIP OR SUPERMARKET?

Use Use direct shipdirect ship when continuous flow, when continuous flow, mixed model production can be done.mixed model production can be done.

ASSEMBLY

CustomerRequirement

WithdrawalWithdrawalCardCard

SHIPPING

Customer Schedules AssemblyCustomer Schedules Assembly


Use Use supermarketssupermarkets when batching is when batching is

necessary due to:necessary due to:

• Short cycle times in lead-off opsShort cycle times in lead-off ops

• Multiple customer cellsMultiple customer cells

• Long setup timesLong setup times

• Long or unreliable processesLong or unreliable processes

• Distant outside supplyDistant outside supply

SHIPPING

CustomerRequirement

WithdrawalWithdrawalCardCard

PullPull

SupermarketSupermarket

ProductionProductionCardCard

ASSEMBLY

Supermarket Schedules AssemblySupermarket Schedules Assembly


ACME FUTURE STATE MAPACME FUTURE STATE MAP

State StreetAssembly

18,400 pcs/mo

- 12,000 LH- 6,400 RH

Tray = 20 pcs2 shifts

1xDaily

SHIPPING

Staging

LR

Pull


Where can you use continuous flow Where can you use continuous flow

processing?processing?

Find the value added operationsFind the value added operations that can be combined.that can be combined.

Justify equipment based on cycleJustify equipment based on cycle time and takt time.time and takt time.

Balance and improve the flow.Balance and improve the flow.

3. WHERE CONTINUOUS FLOW?3. WHERE CONTINUOUS FLOW?

(Follow the 8-Step Cell Building Process)(Follow the 8-Step Cell Building Process)

CELL LAYOUT GUIDELINESCELL LAYOUT GUIDELINES

2.2. Find the value-added operations. Find the value-added operations.

3.3. Compute & draw cell takt time line. Compute & draw cell takt time line.

4.4. Justify equipment dedication. Justify equipment dedication.

5.5. Cut out equipment footprints. Cut out equipment footprints.

6.6. Make U-shape layout on grid paper. Make U-shape layout on grid paper.

7.7. Chart operations as "stand-alones." Chart operations as "stand-alones."

8.8. Rechart as "remove & replace." Rechart as "remove & replace."

1.1. Create timed process route sheet. Create timed process route sheet.

OPERATIONS ANALYSIS SHEETOPERATIONS ANALYSIS SHEET

1010 2020 3030 4040 5050

OPERATIONS TIME IN SECONDSOPERATIONS TIME IN SECONDSPROCESS SEQUENCEPROCESS SEQUENCE TIMETIME

STEPSTEP OPERATION DESCRIPTIONOPERATION DESCRIPTION MAN MACH WALKMAN MACH WALK

PRODUCT/ PARTPRODUCT/ PART OUTPUT RATEOUTPUT RATE MANUALMANUALOPERATIONOPERATION

MACHINEMACHINEPROCESSPROCESS

WALKINGWALKINGTIMETIME

6060

StampingStamping1st Weld1st Weld2nd Weld2nd Weld1st Assembly1st Assembly2nd Assembly2nd Assembly

1122334455

Steering BracketSteering Bracket 60 s.60 s.

113939454562624040

187 / 60 = 3.12 operators187 / 60 = 3.12 operators

3. ACME CONTINUOUS FLOW3. ACME CONTINUOUS FLOW

After Improvement:After Improvement:Current Cycle Times:Current Cycle Times:

11 11 11 11 11

39s.39s.45s.45s.

62s.62s.

1s.1s.

40s.40s.

6060

4040

2020

00

WE

LD

1W

EL

D 1

WE

LD

2W

EL

D 2

AS

SE

MB

LE

1A

SS

EM

BL

E 1

AS

SE

MB

. 2A

SS

EM

B. 2

6060

= 1 + 39 + 45 + 62 + 40= 1 + 39 + 45 + 62 + 40= 187 / 60 = 3.12 operators= 187 / 60 = 3.12 operators

= 186 - improvement= 186 - improvement= 168 / 60 = 2.8 oper.= 168 / 60 = 2.8 oper.

11 11 11

56s.56s. 56s.56s. 56s.56s.

WE

LD

WE

LD

WE

LD

WE

LD

AS

SE

MB

LE

AS

SE

MB

LE

AS

SE

MB

LE

AS

SE

MB

LE

Weld + AssemblyWeld + Assembly::• Takt = 60 secondsTakt = 60 seconds• Changeover = 0Changeover = 0• 100% uptime100% uptime• 2 shifts2 shifts• 2 - 10 min. breaks2 - 10 min. breaks• Total work contentTotal work content < 168 seconds< 168 seconds

ACME FLOW CELLACME FLOW CELLIcons:Icons:

__

WELD + ASSY.

Takt = 60 sec.C/O = 0

Uptime = 100%2 Shifts

Total work content < 168

sec.-



18,400 pcs/mo

- 12,000 LH- 6,400 RH


1xDaily

WELD + ASSY.




sec.-

STAMPING

200 T

SHIPPING

Staging

LR

Pull


Where will you need to use Where will you need to use

supermarket pull systems in order to supermarket pull systems in order to

control production of upstream control production of upstream

processes?processes?

4. WHERE SUPERMARKETS?4. WHERE SUPERMARKETS?

Use supermarkets when batching Use supermarkets when batching

is necessary due to:is necessary due to:

• Short cycle times in lead-off opsShort cycle times in lead-off ops

• Multiple customer cellsMultiple customer cells

• Long setup timesLong setup times

• Long or unreliable processesLong or unreliable processes

• Distant outside supplyDistant outside supply

4. ACME SUPERMARKETS4. ACME SUPERMARKETS

1. 1. After StampingAfter Stamping: It is a fast lead-off: It is a fast lead-off operation with long setup time.operation with long setup time.

Use batch signal kanbans (triangles)Use batch signal kanbans (triangles)to reorder for the Supermarket andto reorder for the Supermarket andeliminate weekly schedules.eliminate weekly schedules.

2. 2. Before StampingBefore Stamping: Supplier hasn’t: Supplier hasn’t changed batch sizes or truckloadchanged batch sizes or truckload minimums yet.minimums yet.

Send kanban to Production ControlSend kanban to Production Controleach time a coil is used. No MRP.each time a coil is used. No MRP.

STAMPING SUPERMARKETSTAMPING SUPERMARKET

ContainerContainerInput SideInput Side

ContainerContainerOutput SideOutput Side

R

L

ContainerContainerWithdrawalWithdrawal

SignalSignal

LProductionProduction

BatchBatchSignalSignal

L

Automatic Reordering - No SchedulesAutomatic Reordering - No Schedules

FINISHED GOODS SUPERMARKETFINISHED GOODS SUPERMARKET

ContainerContainerInput SideInput Side

ContainerContainerOutput SideOutput Side

RR

L

R containercontainerremovedremoved

ProductionProductionSignalSignal

L

Automatic Reordering - No SchedulesAutomatic Reordering - No Schedules



18,400 pcs/mo

- 12,000 LH- 6,400 RH


1xDaily

WELD + ASSY.




sec.-

STAMPING

200 T

20

tote

batch

SHIPPING

Staging

LR

Pull

STEEL COILS SUPERMARKETSTEEL COILS SUPERMARKETReceivingReceiving::• Store coils at dockStore coils at dock• 1 card per coil1 card per coil• Remove card whenRemove card when coil is sent to presscoil is sent to press• Collect cards in boxCollect cards in box• P.C. picks up cardsP.C. picks up cards• P.C. calls supplierP.C. calls supplier• P.C. sends cards toP.C. sends cards to ReceivingReceiving• Attach cards to newAttach cards to new coils and storecoils and store

CoilCoilSuper-Super-MarketMarket

Coil

CoilCoilReorderReorder

CardCard

IconsIcons::

CardCardCollectionCollection

BoxBox


1xDaily

WELD + ASSY.




sec.-

STAMPING

200 T

20

coil

coil

tote

batch

Coils

MichiganSteel Co.

500 ft. coils

PRODUCTIONCONTROL

Daily Order

6-weekForecasts

coilDailyMilk Run

DailyOrder

30/60/90 dayForecasts State Street

Assembly

18,400 pcs/mo

- 12,000 LH- 6,400 RH


SHIPPING

Staging

LR

Pull

CoilsCoils

5 d.5 d.

2 d2 d..

StampStampPartsParts

7.6 d.7.6 d.

1.5 d.1.5 d.

Weld/Weld/AssyAssyWIPWIP

6.5 d.6.5 d.

00

Fin.Fin.GoodsGoods

4.5 d.4.5 d.

4.5 d.4.5 d.

BeforeBefore

So FarSo Far

ACME LEADTIME REDUCTIONACME LEADTIME REDUCTION

Prod.Prod.LeadLeadTimeTime

23.6 d.23.6 d.

8 d.8 d.

TotalTotalInv.Inv.

TurnsTurns

1010

3030


At what single point (the “pacemaker At what single point (the “pacemaker

process”) in the production chain process”) in the production chain

will you schedule production?will you schedule production?

5. WHERE IS THE PACEMAKER?5. WHERE IS THE PACEMAKER?

• The The pacemaker processpacemaker process is the only is the only one in the value stream that youone in the value stream that you schedule.schedule.

• It sets the It sets the pacepace for and for and pullspulls from from the upstream processes.the upstream processes.

• Its output Its output flowsflows through the rest of through the rest of the downstream processes.the downstream processes.

Process 1 Process 2 Process 3 Process 4

Process 1 Process 2 Process 3 Process 4

PullPull PullPull PullPull

PullPull



PACEMAKER

FLOW

PACEMAKER

FLOW

5. SELECTING THE PACEMAKER5. SELECTING THE PACEMAKERPROCESSPROCESS

PullPull PullPullFIFOFIFO FIFOFIFO

FIFO LANESFIFO LANES

UpstreamProcess FIFO LaneFIFO Lane

DownstreamProcess

Max. 50 piecesMax. 50 pieces


kanban

FULL?FULL?STOPSTOP

A FIFO lane is like a A FIFO lane is like a limited quantitylimited quantity “chute” between two processes. Parts “chute” between two processes. Parts

flow thru it flow thru it in sequencein sequence (first in - first out) (first in - first out)..

Where is Acme Stamping’sWhere is Acme Stamping’s

Pacemaker Process?Pacemaker Process?


1xDaily

WELD + ASSY.




sec.-

STAMPING

200 T

20

coil

coil

tote

batch

Coils

MichiganSteel Co.

500 ft. coils

PRODUCTIONCONTROL

Daily Order

6-weekForecasts

coilDailyMilk Run

PACEMAKER

DailyOrder


Assembly

18,400 pcs/mo

- 12,000 LH- 6,400 RH


SHIPPING

Staging

LR

Pull


How will you level the production How will you level the production

mix at the pacemaker process?mix at the pacemaker process?

6. HOW TO LEVEL PRODUCT MIX?6. HOW TO LEVEL PRODUCT MIX?Leveling the product mix is distributing Leveling the product mix is distributing the production of all the products made the production of all the products made

at the pacemaker at the pacemaker evenlyevenly over the over the shortest possible time period, leading to:shortest possible time period, leading to:

• Faster customer responseFaster customer response• Shorter leadtimesShorter leadtimes• Less supermarket inventoryLess supermarket inventory• No peaks or valleysNo peaks or valleys• Less expeditingLess expediting• Fewer rejectsFewer rejects

6. ACME PRODUCTION MIX6. ACME PRODUCTION MIXDaily requirement is 30 trays of Left-drive Daily requirement is 30 trays of Left-drive units and 16 trays of right-drive brackets.units and 16 trays of right-drive brackets.

Normal batch scheduling would be:Normal batch scheduling would be:1st shift 2nd Shift1st shift 2nd ShiftLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLRRRRRRRRRRRRRRRRLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLRRRRRRRRRRRRRRRR

Level (uniform) schedule would be:Level (uniform) schedule would be:1st shift 2nd Shift1st shift 2nd ShiftRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLR

Leveling Icon is:Leveling Icon is: OXOX

6. ACME LEVELING OPTION “A”6. ACME LEVELING OPTION “A”

1xDaily

SHIPPING

Staging

PRODUCTIONCONTROL

LL

RR

WELD + ASSY.

20

20

20 2

0 20

Daily Order

OXOX

““Withdrawal Leveling”Withdrawal Leveling”

6. ACME LEVELING OPTION “B”6. ACME LEVELING OPTION “B”

1xDaily

SHIPPING

Staging

PRODUCTIONCONTROL

LL

RR

WELD + ASSY.

20

20 2

0 20

OXOX

““Production Leveling”Production Leveling”

Daily Order

PullPull

How should Acme StampingHow should Acme Stamping

LEVEL its production mix?LEVEL its production mix?


1xDaily

SHIPPING

Staging

LR

WELD + ASSY.




sec.-

STAMPING

200 T

coil

coil

tote

batch

Coils

MichiganSteel Co.

500 ft. coils

PRODUCTIONCONTROL

Daily Order

6-weekForecasts

coilDailyMilk Run

Daily Order

2020

20

OXOX

DailyOrder


Assembly

18,400 pcs/mo

- 12,000 LH- 6,400 RH


“Production Leveling”

Pull


What increment of work (drumbeat) What increment of work (drumbeat)

will you consistently release and will you consistently release and

take away at the pacemaker take away at the pacemaker

process?process?

7. WHAT IS THE DRUMBEAT?7. WHAT IS THE DRUMBEAT?The minimum The minimum batch of work timebatch of work time (pitch) (pitch)

that can be released and withdrawn from that can be released and withdrawn from a a pacemakerpacemaker to establish a consistant, to establish a consistant, level production flow, which enables:level production flow, which enables:• Takt (demand cycle) time driversTakt (demand cycle) time drivers• Pull system usePull system use• Peaks & valleys minimizationPeaks & valleys minimization• Visual progress awarenessVisual progress awareness• Valid priorities & less expeditingValid priorities & less expediting• Fast customer response Fast customer response

• What increment of work do you release?What increment of work do you release?• How often do you know performance toHow often do you know performance to customer demand? customer demand?

MANAGEMENT TIME FRAMEMANAGEMENT TIME FRAME

1 Week1 Week

1 Day1 Day

1 Shift1 Shift

1 Hour1 Hour

1 Pitch1 Pitch

Smaller IncrementsSmaller Increments==

Faster ResponseFaster Response

• Determines how smooth leveling canDetermines how smooth leveling can

PITCH (DRUMBEAT)PITCH (DRUMBEAT)

be in the pacemaker process.be in the pacemaker process.

• Can be calculated based on pack sizeCan be calculated based on pack size(takt time X pack qty. = minimum pitch)(takt time X pack qty. = minimum pitch)

For ACME: 60 sec. X 20 For ACME: 60 sec. X 20 pcspcs = 20 min. = 20 min.tratrayy

LOAD-LEVELING BOXLOAD-LEVELING BOX

A

B

C

A A

B B

C

type

type

type

A

B

C

oneonerowrowperperpro-pro-ductducttypetype

one column per pitch (20 minutes in this case)one column per pitch (20 minutes in this case)

7:00 7:20 7:40 8:00 8:20 8:40 9:00 9:20

A

A

B

C

A A

B B

C

type

type

type

A

B

C

7:00 7:20 7:40 8:00 8:20 8:40 9:00 9:20

PACEMAKERPACEMAKERPROCESSPROCESS

SHIPPINGSHIPPINGPullPull

11Pick upPick up

nextnextkanbankanban

PACED WITHDRAWAL EXAMPLEPACED WITHDRAWAL EXAMPLE

22

Drop Drop kanbankanban

at processat process

33

Pick up onePick up onefinished packfinished pack

quantityquantity

44

Move finished partsMove finished partsto supermarketto supermarket

• Determines how smooth leveling canDetermines how smooth leveling can be in the pacemaker process.be in the pacemaker process.

• Can be calculated based on pack sizeCan be calculated based on pack size (takt time X pack qty. = minimum pitch)(takt time X pack qty. = minimum pitch)

PITCH (DRUMBEAT)PITCH (DRUMBEAT)

• Can be calculated on Parker Lot Size Can be calculated on Parker Lot Size

Spreadsheet if setup time and/orSpreadsheet if setup time and/orwork content variation is an issue.work content variation is an issue.

WorkcenteWorkcenterr

DrumbeatDrumbeat(pitch)(pitch)

TURNTABLE ANALOGYTURNTABLE ANALOGY

Part Part LeadtimeLeadtime

EPE = OneEPE = OneRevolutionRevolution

Goal: Make every part every dayGoal: Make every part every day


What process improvements will be What process improvements will be

necessary for the value stream to necessary for the value stream to

flow as the future-state design flow as the future-state design

specifies?specifies?

8. WHAT MUST BE IMPROVED?8. WHAT MUST BE IMPROVED?

We must identify all of the action items We must identify all of the action items which must be accomplished to make which must be accomplished to make the future state map a reality.the future state map a reality.

Each item is shown on the map in a Each item is shown on the map in a kaizen lightning burst icon like this:kaizen lightning burst icon like this:

weldweldchangeoverchangeover

Weld/Assembly CellWeld/Assembly Cell

• Reduce work contentReduce work content to 168 seconds or lessto 168 seconds or less

• Reduce welder setupReduce welder setup to 1 minute or lessto 1 minute or less

• Increase welder uptimeIncrease welder uptime to 100%to 100%

ACME IMPROVEMENTS NEEDEDACME IMPROVEMENTS NEEDED

Icons:Icons:

eliminateeliminatewastewaste

welderwelderchangeoverchangeover

welderwelderuptimeuptime

200 T Press200 T Press

• Reduce press setupReduce press setup to 10 minutes or less to 10 minutes or less

Steel SupplierSteel Supplier

• Convert to daily milkConvert to daily milk run deliveriesrun deliveries

ACME IMPROVEMENTS NEEDEDACME IMPROVEMENTS NEEDED

Icons:Icons:

200 t press200 t presschangeoverchangeover

daily deliv.daily deliv.(milk runs)(milk runs)


1xDaily

SHIPPING

Staging

LR

WELD + ASSY.




sec.

STAMPING

200 T

coil

coil

tote

batch

Coils

MichiganSteel Co.

500 ft. coils

PRODUCTIONCONTROL

Daily Order

6-weekForecasts

coil

DailyMilk Run

Daily Order

2020

20

OXOX

DailyOrder


Assembly

18,400 pcs/mo

- 12,000 LH- 6,400 RH


(at thepress)

EPE = 1 shiftC/O = < 10

min.

daily deliv.

changeover

welderuptime

welder

changeover

eliminate

waste-

1.5 days

1 sec,

1 day

168 sec.

2 daysProductionleadtime

ValueAdded Time

= 4.5 days

= 169 sec.

Pull

CoilsCoils

5 d.5 d.

2 d2 d..

StampStampPartsParts

7.6 d.7.6 d.

1.5 d.1.5 d.

Weld/Weld/AssyAssyWIPWIP

6.5 d.6.5 d.

00

Fin.Fin.GoodsGoods

4.5 d.4.5 d.

4.5 d.4.5 d.

BeforeBefore

Contin.Contin.Flow &Flow &

PullPull

ACME LEADTIME REDUCTIONACME LEADTIME REDUCTION

Prod.Prod.LeadLeadTimeTime

23.6 d.23.6 d.

8 d.8 d.

TotalTotalInv.Inv.

TurnsTurns

1010

3030

1.5 d.1.5 d. 4.5 d.4.5 d.1 d.1 d. 00 2 d.2 d. 5353WithWithLevellingLevelling

TWI CASE STUDYTWI CASE STUDY

• Review the TWI Case Study hand Review the TWI Case Study hand out info and your Current State Map.out info and your Current State Map.

• Draw a TWI Future State Map, using Draw a TWI Future State Map, using the tools and techniques described the tools and techniques described in this section.in this section.

• Return to class prepared to discuss Return to class prepared to discuss your map and why you drew it that your map and why you drew it that way.way.

TWI FUTURE STATE MAPOE + Aftermarket

Customers

24,000 pcs/mo240 P/N’s

25-200 pc ordersBox = 5 pcs

Daily

SHIPPING

Takt time = 45 secC/T = 195 sec total

C/O = 0Uptime = 100%

3 end fittings6 combos/rod

2 shifts

WELD + DEFLASH

MACHINING

C/T = 30 seconds2

pieces/assemblyC/O = 30 minutesUptime = 100%

3 shifts

Staging

Weekly

Blanket Orders

MichiganSteel Co.

CUT

C/T = 15 secondsC/O = 5 min.

Uptime = 100%

1

oper C/T = 39 secmach C/T = 30+30+30

secC/O = < 5 minUptime 100%

1 operator2 shifts

Outside Painter

I 1 day

IndianaCastings

Forgings

Rods

Weekly Releases

PRODUCTIONCONTROL

Orders2 weeks out

FIFO FIFOmax 1200 pcs empty daily ASSEMBLY

5

OXOX

rods

forgings

7 days

7 days

machinedforgings

cutrods

Pull

1 day

1 day

7 days 1 day 1 day 1 day sameday 1 day

60 sec 90 sec 195 sec

LT =11 days

VA =345 sec

Pull

Pull

1

30/60/90 dayforecast

weekly deliv.

changeover

machineuptime

changeover

welder 2

uptime

1 day turnaround

changeover

Engineering

Value stream mapping (future state)