I GENERAL - VALUE FLOW MAPPING (MATERIALS AND INFORMATION)
The Value Stream Mapping is a tool used to see and understand a process and identify its waste.
vsm-value-stream-mapping-analysis-string-valueIt allows detecting sources of competitive advantage, helps to establish a common language among all its users and communicates ideas for improvement. It focuses on the use of a plan prioritizing improvement efforts. A value stream shows the sequence and movement of what the Client values. It includes the materials, information and processes that contribute to obtain what the Client is interested in and buys. It is the technique of drawing a "map" or flow diagram, showing how materials and information flow "door to door" from the supplier to the Client and seeks to reduce and eliminate waste. It is useful for strategic planning and change management.
There are different formats of flow diagrams, among many others are the diagrams of: Tortuga, Pulpo, SIPOC (acronym for Supplier-Inputs-Process-Outputs-Customer), the latter being one of the most used. For didactic ease, it can be used as the starting point of the development of VSM, since it shows all the elements in a simple way that will be used in VSM and that avoids forgetting any of them.
Once the complete SIPOC is completed, showing all the suppliers, all the processes and all the Clients; The critical process to be mapped for the VSM is selected to improve the process or system based on:
- Strategic Plan of the company,
- Financial Conditions of the Product Line that contributes with a higher percentage of income,
- Based on developing a product line that is having a greater boom in the market within the range of processes that are managed and what is provided could modify the income structure,
- Some other aspect of high relevance for the Management.
Subsequently, the branches can be improved based on the improvement achieved in the previously mapped main process. The VSM (of the main process) to be mapped no longer requires that all providers or all Clients be indicated since the mapping will be done based on a critical path. Toyota is attributed the origin of the use of the VSM with the name of "Mapping the Flow of Material and Information"
Even though this tool originated to be used in Manufacturing Processes, it is widely used in Administrative Processes. The SYMBOLOGY APPENDIX shows an example applicable to an administration process to show its simplicity of use and the high benefit of its use.
DIFFERENCE BETWEEN THE CONCEPTS OF VALUE FLOW MAPPING AND VALUE CHAIN ANALYSIS
Michael Porter with his book: "Competitive Advantage: Creating and Sustaining Superior Performance" (1985), was the initiator of the idea of "Value Chain" to establish as a fundamental basis the concept of what is really important and has value for the End customer and how to improve the efficiency of the process throughout the SYSTEM. The Value Chain Analysis is a tool that classifies activities as "Primary or sequential"
Peter Hines and Nick Rich have suggested the following tools (article “Seven Tools of System Value Stream Mapping” - International Jurnal of Operations & Production Management) and Lean Enterprise Research Center, Cardiff Business School, Cardiff, UK:
1.- Mapping of process activity. Origin: Industrial Engineering
2.- Matrix of the supply chain response. Origin: Understanding of time / logistics.
3.- Restrictions on the Variety of Production. Origin: Operations Administration.
4.- Mapping of the quality filter.
5.- Demand amplification mapping. Origin: Dynamics of systems.
6.- Analysis of the decision point. Origin: Efficient consumer / logistics response.
7.- Mapping of the Physical Structure
Some authors of Lean or Lean thinking make the differentiation of the two terms and establish the differences shown below in the table.
In this document PROCESS and SYSTEM will be used interchangeably and VSM to refer to both the Process value mapping and the System value mapping as an extrapolation of the procedure.
TYPES OF ACTIVITIES IN A VALUE FLOW
The activities that add real added value are those that the Client is willing to pay for, they are those that are waiting to satisfy their requirement and solve their need. There are many other activities that the production or service company requires and are necessary for its internal operation, but that do not add value from the point of view of the advantages for the Client (activities that do NOT add value for the Client).
These activities should be reduced to the maximum without affecting the internal policies of the company or reviewing the latter to improve them and be able to be more competitive. In addition, there are other activities that do not add any value to the Client or are essential to the company and are a real waste of resources, these must be eliminated as soon as possible.
VALUE WINDOW
When analyzing the section "Create the need to sell it to the Customer" it is convenient to review QFD Quality Function Deployment / Quality House and the Kano Model of Customer Needs and Expectations See: QFD Rafael Cabrera. Example:
Basic Product: Cellular mobile phone (basic = local communication)
Product with characteristics related to activities that added value, being necessary to improve it: Automatic Roming for other cities and countries, sending written messages. (Basic service was improved)
Product related to activities that add value but are not necessary for basic communication:
(A) For all customer strata: Cell phone of reduced weight and size, including agenda, games, calculator, camcorder, clock, alarm, etc.
(B) For a market stratum that can pay an incremental: The above advantages plus a Cellular with G4 including broadband internet connection, GPS, Access to Maps of different cities and countries, “Hands-free” etc.
Conclusion: Make efficient use of HUMAN TALENT to make a product more attractive, knowing how to listen to the VOICE OF THE CUSTOMER, eliminating waste and reducing what does not add value. As is the case of weight, size, etc., enhancing what does add value and knowing how to sell what adds value even without being necessary for the function itself.
Human talent is the resource that should be most cared for and motivated to achieve the best results.
Added value: are all those operations that transform the product for which the Client pays to satisfy their need (including the "status need" or created).
Non-added value: these are all those operations where the raw material or the material in process does not undergo transformation that the Client seeks and does not yield satisfaction.
WASTE ESTABLISHED BY THIN THINKING.
All systems are perfectible and the objective that companies seek is to achieve a process or service that achieves only what is necessary with the quality that the Client expects in the shortest possible time.
What moves LEAN-lean companies is to give only what the Client is willing to pay, if any additional benefit is detected that can be sold even for a market stratum and is profitable without affecting the whole on one hand, it is you should seek to do it or an alternative.
The reduction and elimination of waste leads to maximizing competitive advantages within the company seeking to be more competitive, this was systematically initiated in the 80's in TOYOTA by Taiichi Ohno and Shingeo. Focusing fundamentally on greater productivity, reducing waste and making better use of the few available resources that are available in all companies.
The seven most commonly accepted wastes in the production system are:
(1) Overproduction.
(2) Waiting.
(3) Transportation.
(4) Inappropriate Process.
(5) Unnecessary Inventories.
(6) Defects.
(7) Movement.
However, the biggest waste that may exist and was not listed is:
THE WASTE OF HUMAN TALENT, CAPACITY AND PRODUCTIVITY, since the most valuable resource that any company can have is the human team that it manages to integrate.
The underutilization of creativity must be avoided, and innovation and continuous improvement must be promoted. Especially the innate human talent available from the worker to the CEO based on 80% of the talent developed based on perspiration and 20% inspiration, being able to follow numerous paths to eliminate Waste and among them perhaps:
Talent that we all have to a greater or lesser degree, that in an environment that promotes respect and recognition of the achievements of its members will develop it exponentially.
1.- Overproduction.
It is producing more than the quantity that is really needed or sooner than it is needed.
It is the excess production, which is the product, among other factors, of a bad sales forecast or a bad programming or control of production or an erroneous idea of maximizing production, imagining that all the produced capacity will be sold, already greater Using fixed costs, an optimum of production will be achieved for a lower total cost, and with this, the problems generated by demand peaks or production problems will be overcome (which is usually wrong).
Whatever the reason, which in traditional factories is usually the sum of all these factors mentioned, the total cost for the company is higher than the costs that in principle can be reduced in the operations sector. At present the Client is very changeable in his requirements and with it comes the obsolescence of overproduction.
In the first place we have the costs corresponding to the storage of the overproduction, which entails both the physical space, as well as the additional handling tasks, extra controls, etc. But in addition, the financial costs due to the cost of money itself and costs due to loss of opportunity of a better investment due to a low turnover accumulated in high levels of stored overproduction must also be taken into account.
Being overproduction one of the worst wastes, care must be taken constantly that the production flow (quantity, type, characteristics, time, etc.) is carried out under strict control according to the indications of the information, in a process of "pulling "(" Pull "), produce the material based on the information of the Client's requirement and hence the origin of the KANBAN, Only the amount of material required (in the container or the Kanban pallet) at the time and place required in the conditions and characteristics indicated (on the Kanban card). See: Kanban Instruction Cards. Step by Step and Main Variants. Rafael Cabrera.
2.- Having to Wait.
Dead time that occurs when two independent variables of the process are not completely synchronized. Mainly motivated by preparation times, the times in which one part must wait for another to continue its assembly processing, the waiting queue time for processing, time for repairs or maintenance, waiting times for instructions for the next steps in other processes, waiting for raw materials to be added, delays due to administrative aspects or lack of decision.
3.-Transportation
Losses due to excesses in internal transport, related to inadequate locations of the process equipment and machinery. Decreased productivity due to excess handling and an overuse of labor, transport and energy, as well as spaces for internal transfers.
4.- Excessive processing.
Effort that adds nothing to the Customer's criteria of value, improvements that are invisible and worthless to the Customer or the work that can be combined with another process. Unnecessary prices for not listening to the Voice of the Customer and not minimizing what adds value but is not necessary and the Customer is not willing to pay for it.
5.-Inventory.
Any supply that exceeds the requirements of the process to produce goods or services. Applicable to supplies, spare parts, products in process and inventory of finished products. Normally, over-inventories occur due to wanting to ensure raw material inputs and spare parts due to possible future problems of supplier strikes or own strike, remittances with quality defects and wanting to take advantage of opportunity prices, forming stock in the event of possible price increases, are the The most frequent reasons for this waste factor due to not having carried out a Cost vs. Benefit analysis.
The same happens with products in process and stocks are wrongly formed to guarantee the continuity of tasks in the event of possible machine failures, preparation times and quality problems without a previous analysis and without a true control. Causing a low inventory turnover and late recovery of investment or loss of opportunity for a better investment, the more serious is the obsolescence or outdated inventory.
6.- Defects / rejections / over process / rework
The need to recondition parts in process or finished products, recycle or destroy products that do not meet optimal quality conditions. In addition to the losses caused by warranty expenses, technical services, product replacement, and especially by loss of customers and sales, creating a bad image.
7.- Movement
Any movement of ergonomically looking people or machines that does not contribute to the added value or wrong location. This not only motivates a lower production per unit of time, but also causes fatigue, muscle fatigue or frustrations that cause low levels of productivity and possible errors and failures.
8.- Human Talent. Act thinking that the contributions of the personnel who live day to day with the process that occupy us have no value or do not give it, believing that only the external is better; It will demotivate the work team and invaluable continuous improvement opportunities will be lost.
Main contributors of waste Eliminating waste requires that a Root Cause Analysis (Ishikawa, 5 why? Etc.) be systematically performed to determine the source of waste. Some of the causes that frequently contribute to the formation of waste are:
Unbalance. Imbalance due to fluctuations in production or operator tasks.
Overcapacity. Asking a machine or operator to do more than it is capable of doing without actually being required by the Customer.
Current Process Methods. Do it in a certain way because it "has always been done this way" instead of trying to do it in a more effective "new way".
Sub-optimization. Optimizing one or more elements of a process at the expense and to the detriment of the whole like SYSTEM affecting the critical path or a pacemaker or a bottleneck. Neglecting the global system due to a misunderstanding of optimizing a part or area.
Carrying out activities in series, which can be done in parallel or previously and reduce times, which is widely analyzed in SMED. (see:: SMED
Rafael Cabrera)
Constant interruptions in the Process. Due to erroneous or misunderstood processing time policies, such as stopping a machine that is a bottleneck because it is lunchtime for unionized personnel, Other cases are due to electrical failures, lack of an emergency generator or other cause, etc.
CHAPTER II PREPARATION OF A VSM
Jim Womack and Dan Jones described in their book "Lean Thinking" in 1996 how to make a Lean-Lean Productive Process step by step:
1. Find an agent of change
2. Find a teacher who will teach the technique
3. Create a crisis that motivates action for the need to use the new technique
4. Map the value stream for all product families
5. Find and start eliminating important waste quickly.
With the success of this book among Directors and CEOs of companies, the use of VSM became very popular.
.
STEP BY STEP GUIDE TO MAKING A VALUE FLOW MAP 1ᵃ STAGE. SELECTION AND TRAINING OF THE VSM GROUP. IDENTIFY THE PRODUCT FAMILY.
1.- Select a group of 3 to 5 people who know the process to be mapped. People with a positive attitude to change and an open mind.
Select from among them the leader who will coordinate the activities and who has the ability to keep the team focused on achieving results. They should receive training in:
(A) The different types of waste.
(B) Clearly differentiate the Types of Activities from the Customer's perspective: {Value Added - Necessary Negotiable, and No Value Added - Necessary - Waste}
(C) General Simplified Review of Lean Thinking. (D) How to classify and select Product Families.
The training must be focused on the type of company and business: Services / Manufacturing
2.- After the selected team knows the procedure to follow, they must walk several times along the entire value chain that will be mapped, from beginning to end; that is to say, from "the entrance door of the raw materials from the suppliers to the exit door of the products to the Customer", seeing all the details of the process (including possible errors in the operation itself). SEE THE CURRENT REALITY. Having to use the "5W" (who, what, when, where and why) to understand in detail why things are done as they are currently done.
3.- Select one of the criteria that can be used to group products when there is a very large gamma of them, some possibilities are shown below in the following table:
It is recommended to apply the Pareto rule (20% of the process types handle 80% of the products; 20% of the Clients consume 80% of a product, or a similar concept) for when the number of criteria and possible families is tall. With which it allows us to have a better visualization of the most convenient family to use in our mapping.
4.- The Map should be limited to only one family of products. Choose the family of products that have the greatest impact on business requirements, preferably having a minimum common flow of 70% and / or a Takt Time much greater than 35 seconds
Make a clear note of your selected product family, how many parts are finished in that family, how much is required by the Customer, and how often.
Verify that the selection is the most convenient or you can choose another that is considered better.
In manufacturing, Criterion No. 8 of the previous table is frequently used: Type of Process Vs. Products
It is customary to use a Process and Product Matrix to facilitate the identification of the product family. Complying with the parameter that the products go through a minimum of 70% of the processes. Equivalent to the matrix of: Product Quantity / Product Route.
2. STAGE. CURRENT STATE DIAGRAM
Selection of Symbology / Manufacturing.
The symbology used in VSM is not standardized yet, just for example: It is feasible to use the timeline (LT), arrows, triangles and rectangles with different contours colors, indicating inside all the necessary information (provider: color w, Customer: color.x, processes: color y, etc.). If greater simplicity is desired, it can be the LT, arrows, triangles and rectangles without using colors. Icons can be created according to the needs of each company. View templates with free icons: http://www.chartitnow.com/Value_Stream_Mapping.html http://www.edrawsoft.com/Value-Added-Flow-Chart.php by Edraw Soft that include those shown below and some additional small variations (this reference does not imply that it is recommended to use a computer to make the mapping - ON THE CONTRARY - the mapping should be done in pencil on paper, during the continuous visits to the process same.
A current state map shows the work processes / systems as they currently exist. This is vital to understand the needs for change and to understand where the opportunities for improvement lie.
The group selected in Stage 1 must rely exclusively on their observations, times timed by them and information that the members of the group obtain, and must adhere to their annotations and observations of what is currently being done and not what should be being done in based on your discretion. Since what is desired is to correct in the near future bad habits and misunderstood and used procedures because "it has always been done that way", etc.
Procedure description.
The key to mapping is to understand what the Customer requires and expects from their own perspective, to draw the value chain reducing waste and improving flow speed, to produce with the greatest effectiveness at the lowest cost, and that the Customer receives the correct product; just when you need it at the right price. Using the most widely used symbology, and following the steps indicated below:
1. Draw the icons of the Customer, supplier and production control.
2. Enter Customer requirements by month and by day.
3. Calculate the daily production and container requirements
4. Draw the icon that leaves the shipment to the Customer and the truck with the delivery frequency.
5. Draw the icon that enters the receipt, the truck and the delivery frequency.
6. Add the process boxes in sequence, from left to right.
7. Add the data boxes below each process and the timeline below the boxes. 8 Add the communication arrows and write down the methods and frequencies.
9 Obtain the data of the processes and add them to the data boxes. Get them directly by timing them.
• A. Cycle Time (CT) It is the time that passes between the manufacture of a part or complete product and the next.
• B. The value added time (VA) It is the work time dedicated to the production tasks that transform the product in such a way that the Client is willing to pay for the product.
• C. The model change time (C / O). It is the time it takes to change one type of process
to another. Set-up time. (One color change to another, etc.)
• D. The number of people (NP) The number of people required to carry out a particular process.
• E. Time Available to Work (EN) It is the available work time of the staff subtracting
breaks for meals, going to the bathroom, etc.
• F. The Delivery Time - Lead Time (LT) It is the time it takes for a piece or any product to go through a process or a value chain from beginning to end.
• G.% of Time
Running (Uptime) Percentage of time of use or operation of the machines.
Machine reliability.
• H. Each piece
Every… (CPC): It is a measure of the production batch, how often the model changes (… every day, every shift, every hour, every pallet, every tray, etc.) Determine what data to collect and collect the same data set at every step of the process. Time measurements should always be in seconds for consistency and easy comparison.
10. Add symbols and number of operators.
11. Add the inventory sites and levels in demand days and the graph or icon below
Inventory Levels can be converted on time based on:
= (Inventory Quantity) * (Takt Time) / (Daily Available Time)
= (Inventory Quantity) / (Daily Customer Requirement)
Takt Time = (Available Time per day) / (Customer Demand per day).
Takt time is the rate at which each process must be producing. It is to synchronize the rhythm of production with the rhythm of sales.
12. Add push, pull and first-in, first-out arrows.
13. Add other information that may be helpful.
14. Add the data of time, shifts per day, less rest times and available time.
15. Add value added work hours and delivery times in the timeline located at the bottom of the processes.
16. Calculate the total value-added cycle time and total processing time.
Verification of the Reality of the Map of the Current State of the Process.
The way to detect errors in current state maps is to verify that the results are compatible with the results of the real world system.
The first place to look for possible errors is in the results of the production lead time and the number of units produced in the run period.
If the results deviate from the current reality, the queues and inventories of the map should be reviewed, to see if it behaves as expected.
An inventory or WIP that grows continuously, or one that falls rapidly to zero, indicates a problem in an operation.
Often times, the cycle time or run time is wrong, or it may be the case of using overtime not properly accounted for for production.
Reduced downtime
This can mean that the results of the model are compared against a set of correct results, leading to incorrect decisions. This reinforces the importance of spending time in the process, observing and timing what actually happens, and understanding how data is collected.
Once these errors are corrected, there may be a problem with the correct delivery time. It is usually more difficult to determine the cause, but it is generally due to errors made in simplifying one or more stages. Isolating the problem by replacing a process that has been simplified, and using a simple batch process instead (as it only requires adjusting the batch size and time to complete) is the workable solution. If this corrects the problem, the new values must be recalculated.
It is important to be aware that if what is fed to the VSM Current State is GARBAGE, what will be obtained in the Future State, will invariably be a total waste.
CHAPTER III VSM OF THE FUTURE STATE CHARACTERISTICS OF A LEAN VALUE CHAIN
Lean production is one with a process that only does what the next process needs when and how it needs it.
It is about linking all processes from End customer to raw material in a discrete flow (without adjacent flows) that generates the shortest value-added cycle time, the highest quality and the lowest cost.
In order to carry out the Future State Mapping of the VSM, it is essential to start by
establishing the basic characteristics of a lean value chain, which must be met:
(A).- PRODUCE ACCORDING TO THE «TAKT TIME» TAKT TIME OR RHYTHM
Takt time = time available per shift between the Client's requirements in said shift.
TAKT TIME: It is how often a part or product must be produced, based on sales to meet the Customer's requirements. Takt Time is calculated by dividing the available work tempo (total time minus breaks) per shift (in seconds) by the Customer demand per shift (in units).
• CONDITIONS REQUIRED BY TAKT TIME:
- An immediate response - within the takt time - to problems must be provided.
- The causes of unplanned downtime must be eliminated. Linked with the application of Total Productive Maintenance (See: MPT Rafael Cabrera Calva) * Model change times should be eliminated or minimized by applying SMED. * You should seek to establish a Continuous Flow whenever feasible.
It refers to producing one piece at a time, being delivered immediately to the next step or process without storage. Continuous flow is the most effective way to produce and reduces the Takt Time of the cycle.
(B).- DEVELOP A CONTINUOUS FLOW WHEREVER POSSIBLE
However, there are conditions that make it extremely difficult to achieve a continuous flow, such as:
- Some processes are designed to operate at very high or low cycle times and require model changes to serve multiple product families. (Pressing, molding, etc.).
- Some processes like those of suppliers are too far from the manufacturing plant and shipping one part at a time is not a realistic approach. And even more so if the providers are in another country or continent.
- Some processes have a very long cycle time or are unreliable to put together with another process in continuous time.
There are some procedures that allow improving conditions to resemble continuous flow:
(C).- USE "SUPERMARKETS" TO CONTROL PRODUCTION WHERE A CONTINUOUS FLOW CANNOT BE APPLIED
SUPERMARKETS are the best solution for cases in which the Customer requires finished products with highly variable and unpredictable demands. They are also suitable when the delivery times of the competitors are less than those that can be offered with the own process.
The best location of the Supermarket is the most adjacent to the boarding. Supermarkets are used when the continuous flow is interrupted. It is necessary to use Supermarkets with “Pull” systems where it is necessary to carry out conversions due to very fast or very slow cycle times and multiple families of products, they are also used in long supply chains since one piece at a time.
However, there is an additional cost associated with a Supermarket.
Using a pull through supermarket system (SUPERMARKET) only one point in the value chain will need to be programmed. This point is called PROCESS PACEMAKERS because it is the way that production is controlled at this point and it will set the tone for the entire value chain.
Any process after Pacing must be Continuous Flow. In other words, the Pacemaker process is frequently the closest continuous flow process to the Customer in the value chain.
(D).- The PROCESS PACEMAKER is usually the last station in the value chain. In the future state diagram, the process pacemaker is one that is controlled by the Customer's external requirements.
(E).- DISTRIBUTE THE PRODUCTION OF THE DIFFERENT PRODUCTS IN AN EQUAL AMOUNT OVER THE TOTAL WORKING TIME OF THE PACEMAKER IN THE PROCESS (LEVEL THE PRODUCTION MIXTURE-HEIJUNKA)
The production mix is leveled in the Pacemaker process distributing the production of the different products equally over time in the pacemaker.
By leveling the product mix we will be distributing the production in different products in equal quantities over a period of time. For example instead of assembling all type A products in the morning and type B in the afternoon, leveling means repeatedly alternating small batches of A and B. Additionally, the workloads between operators will level.
(F).- DEVELOP AN "INITIAL PULL" RELEASING AND WITHDRAWING SMALL INCREASES OF WORK IN THE PROCESS PACEMAKER. (LEVEL THE PRODUCTION VOLUME).
Establish a consistent production level or level the production rate by creating a predictable production flow which by its nature will highlight problems and force prompt corrective action.
(G).- DEVELOP THE ABILITY TO DO EACH PART EVERY DAY (AFTER EACH SHIFT, AFTER EVERY HOUR, AFTER EACH DETACH, ETC.)
Must be done in the manufacturing process before the process pacemaker. The batch size or EPE… in the data boxes means:
“all parts, every… day”, “Every Part, Every… Day”.
After which the corresponding time must be written in… days,… hours or… shifts, etc.
3. STAGE. MAPPING OF THE FUTURE STATE
Mapping the Future State of the Value Chain helps to develop the Lean Manufacturing Strategy. It is convenient to have knowledge of the other Lean Thinking tools. To design a Future State it helps to know: Kanban, Manufacturing Cells, SMED, Poka Yoke, etc. even when it is not essential, and could create confusion as happens when mapping an Administrative Process if these techniques are not perfectly clear, in all cases; what they lead to is to improve the flow rate eliminating the waste of time and with it, to deliver what is required by the Client in the exact quantities with the necessary quality just when they are required at an acceptable cost.
The ONLY thing that is sought is to establish what needs to happen and when it should happen to improve the Current Status process.
To build the Map of the Future State, start from the Map of Current State. Sometimes you can start from an "ideal" and land it in a logical and congruent way according to the resources available or feasible to obtain.
The map below reveals the final results. The improvements visualized by the work team are marked in red and that were based mainly on answering the questions of Rother and Shook and in particular: What improvements to the process would be necessary for the flow of the value chain to be the specific design of the Future State?
In Toyota, in addition to using the mapping of the flow of Information and material, it is used to establish the flow of PERSONNEL.
The term "Shojinka" (relocation of surplus personnel) necessary for rebalancing of human resources after reducing waste flow), is equivalent to increasing productivity by adjusting and scheduling the flow of human resources based on its versatility
Radar diagrams are often used to evaluate operator progress on different machines}.
FUTURE STATE
The future state map is a “Visionary Map” that serves to propose suggestions and recommendations for an ideal value stream. Several lean manufacturing techniques are adopted to reduce lead time, increase throughput, and reduce detected waste of all kinds. In order to prepare the Future State Map, it is necessary:
1.- Create a Takt Time Cycle Graph
With the data collected and calculated during the elaboration of the Current state of the VSM, the Takt Time cycle graph can be drawn, this graph compares the individual time cycles of each stage of the process against the Takt time of the total process / system. Which helps to visualize and determine which are the bottleneck stages
2. Identify the Bottleneck (Restriction) process.
The “bottleneck process” is the operation with the value-added cycle time that exceeds the Takt Time. There is PROCES (STAGE) # 1 that consumes only 2 seconds, which is a "non-dedicated resource" that is, it is "shared to produce in other product families".
PROCESSES (STAGES) # 3 and # 5 are bottlenecks for exceeding 44 seconds. The other three processes (STAGES) their cycle is shorter than the Takt Time and they are dedicated resources.
3. Calculate the optimal number of operators (manufacturing cell) and identify potential workstations.
The graph shows that the processes are unbalanced in the times they consume, having to balance the work, determining the optimal number of operators (in the cell) necessary, seeking to make a continuous flow.
To do this, the total cycle time must be taken and divided by the Takt time, rounding the value obtained to the complete upper unit, normally slightly increasing the number of operators, however if the reduction of the total cycle time that is equal to or less than the Takt time the number of operators must return to the original condition and seek the optimal number of operators by establishing a manufacturing cell that can be a “U” arrangement or otherwise as appropriate to the process.
According to the Balance Wall calculation, 3 full-time operators are required. In order to level the workloads, it is essential that at least three operators are VERSATILE capable of very skillfully handling the STAGES of PROCESSES # 2, 3, 4, 5 and 6. With which, the rest could be moved to another Section of the System (Plant) and relocate them using the “Shojinka” system.
If all operators are multi-skilled, their relocation is easier, providing the highest flexibility to the System (Plant).
As the 3 operators that will handle PROCESS STAGES # 2, 3, 4, 5 and 6 will be very close to Takt Time; a very high level of Total Productive Maintenance (Autonomous) must be maintained as well as seeking to reduce conversion times if required, even when nothing is specified in the context of the information. Another option is to have 4 operators for these 5 stages / processes or 3 and compensate with extra time or look for other options. See: Lean Six Sigma TOC. Rafael Cabrera Calva.
One of the greatest benefits of a U-shaped work cell is proximity. A "U" cell is a specific shape designed to eliminate wasted movement and space by greatly reducing having to walk from one station to another and back. It is intended that the operator ends up where it begins in "U" arrangements, with which there is no wasted time having to walk back to the beginning of the process, which contributes to having more time for activities that add value.
The direction of flow is recommended to be counter clockwise due to the fact that most people are right-handed. In this way, when moving through cell "U", the dominant-right hand is closer to the work to be done.
Apparently this could not save much time, but the seconds add up quickly and the advantages achieved per shift have been counted with a stopwatch in hand. This should make people think about ergonomic design, as there is less time wasted from discomfort at each station in addition to greater consideration of the operator.
These small advantages of “U” arrangements make it easy to reduce cycle times in many cases, in addition to having a versatile staff.
4. Decide whether to create a supermarket supply or send it to the Customer by order.
It must be decided what type of distribution model will be developed, depending on the Customer's purchase pattern among other things.
Possible options are: decide between creating a finished products supermarket or whether the finished products will be shipped directly to the Customer.
If the company only produces one product and the demand is relatively stable, the most logical thing is to create a distribution model by specific order. However, since the vast majority of companies produce more than one product and there are inaccuracies in sales forecasts in almost all companies, the most logical thing is to create a small supermarket.
This would seem illogical since it goes against one of the wastes that must be eliminated. However, the big difference is that here we control the inventory level instead of the inventory level controlling us as in a “push” system of pushing the product.
The Pacemaker is the stage of the process closest to the Client.
Communication must start with the Client and link the conditions with the suppliers to prevent possible fluctuations.
Pitch is the constant increment of work coming out of the pacemaker in a given unit of time.
It begins by releasing constant small amounts in the pacemaker process, while simultaneously taking out equal amounts of finished goods or product withdrawal rate from the supermarket.
The key is to create a predictable flow that allows you to act quickly to solve the problem.
5.- Leveling of the production mix in a pacemaker process.
The production of the different products in the pacemaker process must be equally distributed. Traditional manufacturing mistakenly groups products in large batches making it difficult to serve those Customers who need fluency. Lean / VSM Future state focus their batteries on something different, reducing the batches produced in that time as much as possible, always seeking to achieve continuous flow where feasible.
Very small batches is convenient if unscheduled downtime is reduced, thinking about creating continuous flow or "EPE..". Which leads to seeking to reduce as much as possible the times required to carry out conversions or “setups”, in obvious addition to eliminating or reducing to the maximum any stoppage due to failure, for which it is essential to improve the OEE through a rigorous MPT and strict work in a united team of all staff. See LSSTOC Lean six Sigma TOC or Lean Manufacturing Manual. RC Cabrera Calva.
6. Determine the location of KANBAN and Heijunka bin.
When you create a supermarket you must have a way of signaling when to produce and when not to do it, it can be done in different ways. In this document it is chosen to originate the use and location of the KANBAN and the Heijunka bin immediate to the supermarket {within the normal flow path}. It establishes the immediate order of: What and How much should be produced.
7. Improve Pacemaker Communications and Programming.
Now it is time to improve information and communications. Instead of programming each process individually, it is carried out globally as a whole, starting from the Pacemaker to the initial door of the process.
The purpose of value chain mapping is to highlight the cause of waste and eliminate or at least reduce it for the implementation of a Future State of the value chain that can become reality in a short period of time, in addition to creating a link to improve communication and trust between all those involved, creating an atmosphere of collaboration and group unity that will spread and have a positive impact on the Client.
8. Questioning that one must do to complement the Future State.
Assuming that you are working for an existing company, with an existing product and process, some of the waste in the value chain will be the result of the product designed with the respective distribution of equipment and plant.
These phases of the Present State probably cannot be changed immediately. Unless, you are involved in a new introduction of a new product or relocation of your process to another facility, the first interaction of your Future State map should take product designs, technology processes and plant sites that gave and try to remove as quickly as possible all causes of uncaused waste for these phases.
Mike Rother and John Shook commented on “Learning to see”: “… what can we do with what we have? ? What needs to be improved at this stage of the process?
The answers to these questions constantly repeated at each stage where there was a problem allow us to suggest some improvements, which allow to establish the visualization of the Future State of the VSM.
Normally, the group of people who made the current or present State map, has been mentally configuring the Future State along this path, with the sum of ideas analyzed, discussed and accepted by the group, a Future State map is drawn, recording the other ideas that were not reflected on the map for further analysis if deemed appropriate, the reasons for which they were eliminated are established in writing so that it remains on record for the future.
The fundamental problem to be eliminated in the Future State, is the production by "batches and push" trying to improve the flow rate:
• In traditional manufacturing each process or operation in the flow functions as an isolated Unit, producing at different rates and pushing the product forward according to individual schedules.
In the future state it is treated as a global system, seeking the “optimization of the complete system and not of individual areas.
• The main root of manufacturing waste is considered to be over-production: producing more, ahead of time, or faster, than required by the next process (Customer).
In the Future State you should seek to create a continuous flow whenever possible. Additionally, it seeks to reduce cycle times by eliminating all activity that does not add added value from the Customer's perspective as a primary reason.
CHAPTER IV IMPLEMENTATION OF THE FUTURE STATE STEPS FOR IMPLEMENTATION.
In a Value Chain Map, the complete flow is observed crossing all its facilities. In contrast to traditional organizations that seek to optimize individual areas of the process, which leads to the fact that in the vast majority of cases the optimum of the SYSTEM is not achieved (See LSSTOC-Rafael Cabrera).
There is too much to do, so it is convenient to intelligently subdivide the implementation into steps of the SYSTEM, this is the responsibility of the selected group and the value chain manager.
Perhaps the most important point about the future state implementation plan is not to think about implementing it in one step. It is best to imagine a process of construction in series of connected flows for a family of products.
To help you do this, try thinking of "WHOLE SYSTEM value stream circuits." Divide your Future State map into segments or
Circuits:
The Pacemaker Circuit: includes the flow of material and information between the Client and their pacemaker process. This is the lowest Circuit in your Plant, and the way you handle this Circuit will impact all processes up the chain up to and including the supplier's circuit.
Additional Circuits: upstream of the Pacemaker Circuit are the Material and Information Flow Pull Circuits, that is, each supermarket system in its value chain usually corresponds to the end of the previous Circuit. The number of these circuits depends on the complexity of the macro-process or system.
STEPS FOR THE IMPLEMENTATION OF THE FUTURE STATE
(MEXICAN PARTS)
Circuit 1: Pacemaker Circuit.
Objectives:
• Develop continuous flow from welding to assembly through versatility.
• Kaizen work items to reduce total cycle time “x” seconds.
• Reduce conversion change time (SMED).
• Improve the effectiveness of process # 2.
• Develop a pull system with a finished parts supermarket (try to eliminate MRP scheduling using enhanced Kanban).
• Reduce material handling routes between supermarkets and operating stations.
Goals:
• Reduce "x" days of inventory in the supermarket of finished parts.
• Reduce inventory between workstations (WIP).
• Operate the station with “x” people and the rest relocate them.
Circuit 2: Stamping circuit.
Objectives:
• Establish the pull system with a stamping parts supermarket (eliminate stamping scheduling based on estimates and use Kanban).
• Reduce the batch size into “Y” left pieces, and “Z” right pieces.
• Reduce the changeover time "x" minutes.
Goals:
• Reduce “z” days of inventory in the supermarket of stamped supports.
• Reduce batch size “X” and “Y” pieces between changes.
Circuit 3: Supplier circuit Objectives:
• Develop a pull system with a supermarket of "And critical raw material".
• Introduce daily supplier deliveries of rolls. Analyze the possibility of using the Milk system.
Goals:
• Reduce the inventory in the supermarket of the critical raw material "Y".
VALUE CHAIN PLAN
The objective of the plan is the "ideal landed" that you want to achieve in the future. For which it is essential to establish planning based on the particular strategy of each organization: the Annual Plan of the Value Chain {as an integral part of the total system made up of all the families of products that the company is interested in keeping current }.
This plan should show:
• Detail step by step to achieve the plan and when to do it;
• Measurable goals
• Clear control points with real deadlines and those responsible for meeting them.
One possible choice of which circuit to attack is that the implementation starting point satisfies any of the following criteria:
1. Where the process is well understood by the personnel operating the process to provide immediate solutions to the problems that will surely arise and that the personnel are not demotivated and implementation fails.
2. Where the probability of success is high to motivate all staff to adopt the system and avoid the natural rejection for fear of failure.
3. Where great economic benefits can be achieved regardless of the serious inherent problems that accompany making this decision.
It is obvious that if the organization does not have enough experience and there is still rejection of change by the staff, the third option will lead to the irreparable failure of not only the project, but also the rejection of any new proposal will grow. Conclusion: this alternative should be taken when there is already experience in Lean and an open-minded and positive environment to change and break paradigms.
The logic of some advisers is to initiate in the Pacemaker Circuit, and move upstream as necessary. The Pacemaker Circuit, starts near the End Customer, acts on the internal Customer and controls the demand on the other Circuits. As the flow at the pacemaker becomes lean and consistent, it can reveal problems that need immediate attention.
Personally, I think it is best to start with the circuit that satisfies option # 1 is the best path. However, the flow movement strategy does not prevent the implementation of its objectives in more than one Circuit of the Value Chain to the others, recommending avoiding option # 3 until having acquired sufficient knowledge as a solid and motivated work team to Face challenges.
As you can see, the plan is totally dynamic and involves changes according to the same needs of the organization that is carrying out the implementation, which is a great advantage over other types of techniques.
The improvement for each Circuit follows the logic of the Lean model: It focuses on the speed of the process (Timeline: Seeking to improve Takt Time) through the search for a continuous flow and the elimination of waste.
The manager of the value chain must indicate the relevant concepts in the annual plan of the value chain, once the guidelines to be followed with the Management on the General Strategic Plan that the company seeks to fulfill have been analyzed.
Each company can design its own format for its value chain plan, a general idea is shown only as an example:
Use the annual value chain plan to evaluate the process, periodically (weekly or monthly), as a key method of meeting the planned objectives.
The key to effective progress review is knowing how to “motivate” staff with positive results and address unresolved issues without looking for “culprits”.
Using the Socratic method, the VSM group should continually ask themselves: what needs to be done to make this goal move forward and improve?
Many possibilities will come to light and some will be very good: HUMAN TALENT should not be wasted. The basis is the confidence that there will be no criticism or ridicule for expressing alternative solutions.
THE IMPROVEMENT OF THE VALUE CHAIN IS THE RESPONSIBILITY OF THE TEAM AND THE VALUE CHAIN MANAGEMENT WITH THE GENERAL COLLABORATION.
Improvement in the value chain is the primary responsibility of the selected VSM team and the manager, and they cannot delegate it. You may wonder in front of the lines of work how to eliminate waste from that particular circuit, but only Management has the perspective of seeing the total flow of the WHOLE SYSTEM {includes all the families of products and future interests of the organization}. This is why it is essential to be in constant contact with the Management and not deviate from the Strategic Plan that contemplates improvement actions based on what the Management seeks Globally.
You have the following needs:
• Constant efforts to eliminate overproduction through Kanban. If you remove it, you can have a good flow and great team achievement.
• A firm conviction that can be adopted to work on your site, coupled with a willingness to try, fail, and learn. Do not falter for the non-achievements that there will always be, not only a way of working for years is changing, but a whole new approach to life that seeks the good of the global SYSTEM and not only the individual good of an area.
• You may need a means of getting people who follow your guideline, with a positive, open-minded attitude who constantly seek to improve. The best people available should be put in from the start. Once the achievements begin, everyone wants to be part of the winning team.
• Support operations, promote joint responsibility of the members of the work team. The contribution of all workers is sought with small continuous daily improvements based on Kaizen, the best contributions are from the personnel who work day by day in the process line. Motivate constant daily participation. Do not allow an idea not to be broadcast for fear of jokes and ridicule from the rest of the staff.
• Change the organization focused on departments to combine products and multi-skills of the operators, non-obstruction is only the beginning of collaboration.
• Even though the direct responsibility lies with the team that makes up the work group that developed the VSM, this does not imply leaving them alone and with it the non-participation of the rest of the area where the improvements are being developed, on the contrary since the benefit is for everyone and there must be total collaboration on the part of everyone. The "teacher" who will teach the change technique indicated by Jim Womack and Dan Jones in their book "Lean Thinking" is not an expert in all production processes, the experts are the workers who are in contact with the team and the process all the time. day every day.
Do not forget that the important thing is the common good, not the individual, that is why it is said that it is a change in philosophy. The solutions do not come from a single person, and normally there will be more than one single path to reach the desired goal, no idea, however illogical it may seem, if it is issued with the conviction that it is feasible to be carried out should be considered with all respect. that the person who issued it deserves. It is teamwork and each one has different approaches based on their experience, which is part of HUMAN TALENT.
• Lean manufacturing can help managers and workers see waste and introduce the practices and ways of working necessary to remove these causes.
• When reviewing progress, you should not look for guilty or “stargazing”, the focus should be to find root causes that hinder the programmed achievement and attack them with general support, the achievements belong to EVERYONE because everyone will be seeking to improve the process that is being focused. When this is achieved, you are on the right path to true global continuous system improvement.
• They must get used to the idea that successful implementation is not achieved overnight and be willing to spend a lot of time focused on solving all the different problems that are presented in any improvement with the corresponding demand for a total delivery that requires a lot of TRANSPIRATION and a little INSPIRATION to achieve the GOAL.
VSM ANNEX: SYMBOLOGY
TYPES OF SYMBOLOGY
There is a great variety of possible symbologies to be used in the Value Chain Mapping and each company can have its own, being able to use any, as long as it meets the characteristics of being simple, practical and reflects all the possible steps that are required without confusing to users.
Human Talent will always have more than one possible solution.
Only two examples of symbologies are presented in this document. The first, already seen for Manufacturing Processes. The second, with a simpler and reduced nomenclature, since it only requires five symbols, but no less effective to achieve a value chain both present and future, showing the benefits of eliminating waste as well as reducing activities that do not They add value to the product or service.
This second symbology shows its use in the application of a Value Chain of a SERVICE PROCESS.
CONSIDERATIONS APPLICABLE TO ADMINISTRATIVE SERVICES PROCESSES
Normally there are activities within the Administrative Processes that do not give added value to the Client but that are necessary and in some cases indispensable due to Internal Policies of the Production Company or Service provider, such as the cases of Security and Reliability Policies, which as It was mentioned that they do not add value to the Client but are essential to achieve redundant security that prevents accidents to personnel or reduces the possibility of misappropriation of funds from the producing or service company. In these cases, it is important to carry out periodic reviews of these policies that allow their optimization.
In some cases, it is possible to "sell" these policies and consequently the corresponding activities will be purchased by the Client as an added value also for the Client himself. For example, in a Bank, its security and reliability policies for its personnel in its facilities and management of its processes will give its Clients greater confidence and security. Or the security protocols followed in Pharmaceutical companies will create greater reliability before health organizations of the country locally or internationally speaking.
Industrial and Service Companies that seek to reduce their accident rate and have to comply with special protocols, in many cases establish redundant security policies that do not have added value directly for the Client but that they use as a means of marketing to make more attractive their product or service and have been able to sell to the end customer. For example: Airlines.
The Human Talent is the factor that will visualize the way to make an activity "useful to the Client and consequently salable" in addition to all those wastes that are detected by operators, unionized workers and employees well motivated by managers and directors. Therefore, not using this resource properly is considered the worst waste.
The symbology shown below perfectly covers the activities of Administrative Processes of any office or service department of any type of business or company, in a generic way it satisfies purchasing processes of any type of company; financial companies, engineering companies, sales of trading companies, banks, hospitals, etc. However, it can be complemented with some other symbol that can improve a specific process that is required by a particular company.
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