11ValueStreamMapping_LeadTime

1、Value Stream Mapping and Lead Times1Module ObjectivesBy the end of this module, the participant will be able to:Discuss the difference between operations improvement and process improvementIdentify and map a value stream Describe the components of lead time Discuss the importance of lead time reduct

2、ion2Processes And OperationsProcess - the flow of products/services/services from one worker to anotherOperation - the discrete stage at which a worker may work on different products/services/services3Group ExerciseBrainstorm and write on a flip chart two lists - processes and operations, that exist

3、 in your organization(s)4Four Phenomena Of Process F. B. GilbrethSHIPDelay (Storage)Transport (Handling)InspectionProcessing5Two Types Of DelaysProcess delays - delay of an entire lot between processesLot delays - occurs when individual items wait to fall in step with entire lots6Process Improvement

4、 Or Operation Improvement?Production is a network of processes and operationsBut in improving production, process phenomena should be given top priority7What Is A Value Stream?All actions (value and non-value added) currently required:To design a product/service from concept to launchTo produce a pr

5、oduct/service from raw material into the arms of the client8Value Stream Management Lean Enterprise Institute“.the process of increasing the ratio of value to non-value by identifying and eliminating sources of waste in the overall value stream for defined product/service families, ensuring that the

6、 value stream is profitable and meets or exceeds client requirements9Identify The Value Stream Lean ThinkingValue stream is all actions required to bring a specific service/product through three critical tasks: Problem Solving Information Management Physical TransformationThe Lean Enterprise is the

7、sum of all activities that perform these three tasksIs often more than one organization10Benefits Of Value Stream MappingProvides a simple but true picture of what is happening in the processCalibrates your team to a common understanding of the processHelps analyze a process by breaking it down into

8、 its component stepsProvides a structure to which specific data can be attachedIncludes the flow of material and the flow of information11Steps In Value Stream MappingSelect one product/service family based on end clientHave one person lead the mapping effortMap the current state at the “door to doo

9、r level Map the desired future lean value streamDevelop an implementation plan to achieve the future state12Conduct PortfolioAnalysisUnderstand ClientsGoals & ObjectivesE/T = 60 MinW/T = 60 MinVA/T = 60 MinDevelop FinancialStrategyE/T = 5 DaysW/T = 120 MinVA/T = 60 MinModel Risk Tol,Rate of Return,

10、Time HorizonE/T = 1 DayW/T = 30 MinVA/T = 10 MinE/T = 2 DaysW/T = 90 MinVA/T = 20 MinDevelop AssetAllocation StrategyE/T = 1 DayW/T = 10 MinVA/T = 3 MinBuild Portfolio on Asset AllocationE/T = 2 DaysW/T = 45 MinVA/T = 30 MinPresent Solution toClientE/T = 5 DaysW/T = 60 MinVA/T = 40 MinExecute Strate

11、gyE/T = 10 DaysW/T = 1 DayVA/T = 2 Hrs“As-Is ProcessCycle Time:E/T = 249 HrsW/T =18.08 HrsVA/T = 6.63 HrsE/T = Elapsed TimeW/T = Work TimeVA/T = Value-Added TimePortfolio Review DurationConduct PeriodicReviewsE/T = 3 DaysW/T = 60 MinVA/T = 40 MinMake NecessaryAdjustments to PlanE/T = 2 DaysW/T = 30

12、MinVA/T = 15 Min13Icons For Mapping The Current Process14Icons For Mapping The Current Process15Icons For Mapping The Current ProcessData boxProcess boxTriangle (inventory)Shipping icon (truck, rail or air)Narrow line (information flow)Narrow line with wiggle (electronic information flow)Broad arrow

13、 - shipment of goods inbound or outboundStriped arrow - push movement of materialTimeline showing value added and non-value added16Icons - Value Stream MapOfficeData BoxProcess BoxInventoryShipping(Truck)Information FlowElectronic Information FlowASSEMBLY17Icons - Value Stream MapShipment of Goods(I

14、nbound or Outbound)Push Movementof MaterialTimelineLeadTimeProcessingTimeValue Added18Tips For Mapping The Current ProcessCollect data yourself by walking the pathways of material and informationWalk the process repeatedlyBegin with a quick “door-to-door walkBring a stopwatch and gather your own tim

15、esMap entire stream yourselfDraw by hand in pencil19Levels Of A ProcessTermsCoreBusinessProcess(“Strategic)BusinessProcessesHigh Level Process MapDetailed Sub-Process MapBusinessDevelopmentSalesUnderwritingContractingClient ServiceDocsNegotiateCloseUnderwriters(ext.) Clients(int.) Cust. Service Dept

16、.ClientTasksProceduresSupplierFunctional DepartmentsSub-processDetailedSub-processTerms20The “As-Is Map Should Reflect The Actual ProcessVersions Of A ProcessAt Least Three VersionsWhat You Think It Is.What You Would Like It To Be.What It Actually Is.21Relating The Versions Of Process Maps To Levels

17、 Of PerformanceTimeDefects and WasteBreakthroughAs-Is = Current StateCould-Be = Breakthrough StateImprovement PeriodShould-Be = Process EntitlementQ,S&C$Q: QuickS: SimpleC: Easy22Typical Process DataCycle time UptimeInventoryBatch SizesNumber of operatorsNumber of product/service variationsWorking t

18、ime Scrap/rework rateDefect rate (dpu)23Time DefinitionsCycle time (C/T): how often a unit or product/service is completed by the operation; start to finishChangeover time (C/O): time to switch from producing one product/service type to anotherLead time (L/T): time it takes for one unit to complete

19、the process (includes NVA time that unit or product/service waits between operations)Total Cycle Time: cumulative time it takes for unit or product/service to complete all operations (does not include wait time between operations) Uptime is calculated by dividing the actual time available to run by

20、the time scheduled to runWorking time (W/T): time per period minus breaks24Cycle Time - The actual duration of a task from start to finish (the calendar time)Work Time - The shortest time currently possible for a taskValue-Added Time - The amount of the work time that is actuallyvalue-added the rest

21、 is waste!“Cycle Time“Work Time“Value-Added TimeWork Time Versus Value-Added Time25DemoOK?1) Map “As-Is Process -2) Prioritize Waste Opportunities -3) Identify Lean Methods and Assign Action Items -4)Map “Future State, Perform Demo, and Deploy -Level 0Level 1Lean Solution Responsibility Due DateStep

22、-by-Step Process For Waste Elimination26Business Process Example - Identify The Value Stream For The ProcessThe top-level value stream for a sales order process:C/T = 0InitialContact?NoYesC/T = 5 min.Wait forSales PersonC/T = 10 min.SalesPitchC/T = 30 min.ConfigureProduct/ServiceC/T = 10 min.Complet

23、eOrder FormC/T = 5 min.Promiseto ShipC/T = 7 daysPendingOrder QueueC/T = 6 daysBatch SimilarOrdersC/T = 3 daysCheck Avail.C/T = 1 dayWork OrderIssued27Conduct PortfolioAnalysisUnderstand ClientsGoals & ObjectivesE/T = 60 MinW/T = 60 MinVA/T = 60 MinDevelop FinancialStrategyE/T = 5 DaysW/T = 120 MinV

24、A/T = 60 MinModel Risk Tol,Rate of Return, Time HorizonE/T = 1 DayW/T = 30 MinVA/T = 10 MinE/T = 2 DaysW/T = 90 MinVA/T = 20 MinDevelop AssetAllocation StrategyE/T = 1 DayW/T = 10 MinVA/T = 3 MinBuild Portfolio on Asset AllocationE/T = 2 DaysW/T = 45 MinVA/T = 30 MinPresent Solution toClientE/T = 5

25、DaysW/T = 60 MinVA/T = 40 MinExecute StrategyE/T = 10 DaysW/T = 1 DayVA/T = 2 HrsStep 1 - Map the “As-Is Value Stream“As-Is ProcessCycle Time:E/T = 249 HrsW/T =18.08 HrsVA/T = 6.63 HrsE/T = Elapsed TimeW/T = Work TimeVA/T = Value-Added TimePortfolio Review DurationConduct PeriodicReviewsE/T = 3 Days

26、W/T = 60 MinVA/T = 40 MinMake NecessaryAdjustments to PlanE/T = 2 DaysW/T = 30 MinVA/T = 15 Min28Speed“If things seem under your control, youre just not going fast enough Mario Andretti“It used to be that the big ate the small. Now the fast eat the slow Geoff Yang, Institutional Venture Partners29Co

27、nduct PortfolioAnalysisUnderstand ClientsGoals & ObjectivesE/T = 60 MinW/T = 60 MinVA/T = 60 MinDevelop FinancialStrategyE/T = 5 DaysW/T = 120 MinVA/T = 60 MinModel Risk Tol,Rate of Return, TimeHorizonE/T = 1 DayW/T = 30 MinVA/T = 10 MinE/T = 2 DaysW/T = 90 MinVA/T = 20 MinDevelop AssetAllocation St

28、rategyE/T = 1 DayW/T = 10 MinVA/T = 3 MinBuild Portfolio on Asset AllocationE/T = 2 DaysW/T = 45 MinVA/T = 30 MinPresent Solution to ClientE/T = 5 DaysW/T = 60 MinVA/T = 40 MinExecute StrategyE/T = 10 DaysW/T = 1 DayVA/T = 2 HrsStep 2 - Prioritize Waste / Defect Opportunities“As-Is ProcessCycle Time

29、:Cross Functional Team Prioritizes OpportunitiesConduct PeriodicReviewsE/T = 3 DaysW/T = 60 MinVA/T = 40 MinMake NecessaryAdjustments to PlanE/T = 2 DaysW/T = 30 MinVA/T = 15 MinRed Greatest Potential BenefitYellow Worthwhile OpportunityE/T = 249 HrsW/T =18.08 HrsVA/T = 6.63 Hrs30Step 3 - Identify L

30、ean Methods and Assign Action ItemsWaste OpportunityImpact EasePriority Six Sigma / Lean MethodConduct Portfolio AnalysisDevelop Financial StrategyPresent Solution to ClientExecute Strategy5 2 15 3 23 3 34 5 4 Provide Client a simple checksheet ofinformation needed call centers work as Concierge for

31、 this featureUsing call centers in meeting with advisors, information is directly typed into website for immediate information flow to servicesBased on reduced variation, client return meeting is scheduled with confidence during first visitWork variation reduction project tounderstand how to get the

32、 client to yesat greater percentages at presentationProcess Blitz Action ItemsDuring Process Blitz the cross functional team identified standardization and technological solutions to waste issues. Team recommendedonly those technology solutions that were available, but not currently activated.31Cond

33、uct PortfolioAnalysisUnderstand ClientsGoals & ObjectivesE/T = 60 MinW/T = 60 MinVA/T = 60 MinDevelop FinancialStrategyE/T = 1 DayW/T = 120 MinVA/T = 60 MinModel Risk Tol,Rate of Return, TimeHorizonE/T = 1 DayW/T = 30 MinVA/T = 10 MinE/T = 60 MinW/T = 60 MinVA/T = 20 MinDevelop AssetAllocation Strat

34、egyE/T = 1 DayW/T = 10 MinVA/T = 3 MinE/T = 2 DaysW/T = 45 MinVA/T = 30 MinExecute StrategyE/T = 5 DaysW/T = 1 DayVA/T = 2 HrsStep 4 - Future State MapFuture ProcessCycle Time:E/T = 146 HrsW/T =15.92 HrsVA/T = 6.63 HrsFuture State MapConduct PeriodicReviewsE/T = 3 DaysW/T = 60 MinVA/T = 40 MinMake N

35、ecessaryAdjustments to PlanE/T = 2 DaysW/T = 30 MinVA/T = 15 MinRed Greatest Potential BenefitYellow Worthwhile OpportunityPrevious ProcessCycle Time:E/T = 249 HrsW/T =18.08 HrsVA/T = 6.63 HrsBuild Portfolio on Asset AllocationPresent Solution to ClientE/T = 5 DaysW/T = 60 MinVA/T = 40 Min32Future L

36、ean Value StreamProduce to client demandDevelop continuous one-piece flowControl production with pull systemsSend the client schedule to only one process (the pacemaker)Level the production mix at the pacemakerLevel the production volume at the pacemaker33Implementing The Future Lean Value Stream Be

37、gin with completed map of future value stream, broken down into a series of connected flows or “loopsDevelop value stream planExactly what you want to do by when, step by stepMeasurable goalsClear checkpoints with named reviewer(s)34Advantages Of Lead Time Reduction Short delivery time to clientQuic

38、kly adapt to changes in demandLow work-in-processMinimize excess and obsolete advice/plans due to changes35Philip R. Thomas - Thomas Group, Inc.Total cycle time (lead time) reduction drives three elements of competitiveness:Responsiveness: Ability to meet clients latest needResults Acceleration: Abi

39、lity to accelerate all improvementResource Minimization: Focus resources on removing barriers to competitiveness36Philip R. Thomas - Thomas Group, Inc.Total cycle time can be measured and improvedMapping the process has visual impact - how long do steps take?Shorter cycle time results in more cycles

40、 of learning for problem solving and process improvement (more feedback loops)37 Barriers To Cycle Time ImprovementBusiness Process Barriers_Culture Barriers_38Philip R. Thomas - Thomas Group, Inc.Vision is shorter cycle time, less inventory combined with less riskCycle time is composed of actions i

41、n progress and processing speedKey concept: Do fewer actions in progress, do the remaining ones faster39Key Learning Points40Objectives ReviewBy the end of this module, the participant will be able to:Discuss the difference between operations improvement and process improvementIdentify and map a val

42、ue stream Describe the components of lead time Discuss the importance of lead time reduction41Trademarks and Service MarksSix Sigma is a federally registered trademark of Motorola, Inc.Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.VISION. FOR A MORE PERFECT WORLD is

43、a federally registered trademark of Six Sigma Academy.ESSENTEQ is a trademark of Six Sigma Academy.FASTART is a trademark of Six Sigma Academy.Breakthrough Design is a trademark of Six Sigma Academy.Breakthrough Lean is a trademark of Six Sigma Academy.Design with the Power of Six Sigma is a tradema

44、rk of Six Sigma Academy.Legal Lean is a trademark of Six Sigma Academy.SSA Navigator is a trademark of Six Sigma Academy. SigmaCALC is a trademark of Six Sigma Academy. iGrafx is a trademark of Micrografx, Inc.SigmaTRAC is a trademark of DuPont. MINITAB is a trademark of Minitab, Inc.42Conduct PortfolioAnalysisUnderstand ClientsGoals & ObjectivesE/T = 60 MinW/T = 60 MinVA/T = 60 MinDevelop FinancialStrategyE/T = 5 DaysW/T = 120 MinVA/T = 60 MinModel Risk Tol,Rate of Return, TimeHorizonE/T = 1 DayW/T = 30 MinVA/T = 10 MinE/T = 2 DaysW/T = 90 MinVA/T = 20 MinDevelop