Transcript Document

Manufacturing Systems: EMP-5179
Module #5: Value-Stream Mapping
& Quick Set-Up
Dr. Ken Andrews
High Impact Facilitation
Fall 2010
Kenneth J. Andrews
EMP-5179-5-1
Program Overview (Modules & Weeks)
1. Intro. To
Manuf. Systems
7. Quality at Source
There IS Class on Nov 8
2. Lean & JIT
3. Push vs. Pull
Process Impr.
4. TQ Tools & Techs.
8. Customer Ints.
9. QFD & DFM
10. Teams & Change
No Class on October 11
5. Value Stream Maps
6. Manuf. Metrics
Kenneth J. Andrews
11. Term Papers
12. Final Exam (Dec 6)-new date
EMP-5179-5-2
EMP-5179: Module #5

Gen-X Case Study
 Value Stream Mapping
(ref Gary Conner)
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Quick Set-Up
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Key Manufacturing Strategies
 Quality
 Cost
 Delivery
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Waste Opportunities
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Producing defective parts
Passing on defective parts
Not communicating
improvements
Overproduction
Inventories
Motion
High nonvalue ratio
Transportation
Waiting
Counting
Inspection after the fact
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Facility layout
Excessive setup times
Incapable process
Maintenance
Work method
Training (or lack of)
Supervisory ability (coaching)
Production planning/scheduling
Lack of workplace organization
Supplier quality/reliability
Lack of concern
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Two Approaches
Percent of Lead Time
5
10
15
20
25
30
35
VA
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45
50
55
60
65
70
75
80
85
90
95
100
NVA
NVA
VA
VA
40
NVA
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Mapping Value Streams
Define all activities required to design, order, and provide a specific
product, from concept launch, from order to delivery, from raw
materials into the hands of the customer.
This includes:
• Information flow
• Material flow
• Inventory (WIP)
• Non value-added activities
• Transportation flow
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EMP-5179-5-7
Value Stream Mapping
What?
A visual tool for identifying all activities of the planning, and
manufacturing process to identify waste
Why?
Provides a tool to visualize what is otherwise usually invisible
Who?
The leaders of each product family need to have a primary
role in developing the maps for their own area
When?
Where?
Kenneth J. Andrews
Develop a current state map before improvements are made
so that the efforts and benefits can be quantified
On the shop floor, not from your office—you need the real
information, not opinion or old data
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Value Stream Map Symbols
3,000 units
Spot weld
C/T = 30 sec
ABC
plating
Process
Vendor
C/O = 10 min
3 shifts
2% scrap rate
= 1 day
Data box
Inventory
Finished
goods
Mon
and
Wed
Push
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Supermarket
Physical pull
Shipment
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Approach to Value Stream Mapping
Step #1
– Identify customer requirements
6 units/
week
– Define method of delivery
– Define typical quantity requirements
– It is OK that more than one customer is
served by this value stream, but make sure
that the primary processes used are similar
– Use a pencil rather than computer
Kenneth J. Andrews
XYZ Corporation
18 units/day
9 lefts
9 rights
Recyclable tray
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Approach to Value Stream Mapping
Step #2
180 units/
week
– Perform an upstream walk through each process
step, observing and documenting as much of the
following as possible:
• Cycle time (operator & machine cycle time)
• Changeover times
• Average inventory queue
• Average production batch size
• Number of operators at each process
• Package or container size
• Available time (don’t count breaks)
• Scrap rate
• Machine up time (availability)
• Number of product variations
Kenneth J. Andrews
XYZ Corporation
18 units/ day
9 lefts
9 rights
Recyclable tray
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Approach to Value Stream Mapping
Step #3
Record as much data as is pertinent in the process description box
Process Description
Crew size:
Output:
per:
C/T
C/O
Up time:
Waste %
I
The triangle symbol identifies inventory; this
can be expressed in pieces or in time (how
many hours, days, or weeks of inventory).
The arrow connects to the next
process. A straight arrow can stand for
a push, a curved arrow can symbolize a
physical pull from a kanban location.
Time available
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Approach to Value Stream Mapping
Step #4
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Dream about perfection
Think outside the box
Develop alternatives to the current state map—Muda free
Focus on velocity
Test each idea against TOP— in other words, does it support:
 One-piece flow
 Pull
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Approach to Value Stream Mapping
Step #4
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Kenneth J. Andrews
Dream about perfection
Think outside the box
Develop alternatives to the current state map—Muda free
Focus on velocity
Test each idea against TOP— in other words, does it support:
 One-piece flow
 Pull
Develop a “future state” map that visually describes the goal
Break down the future state map into manageable steps
Develop a Gantt chart (time-phased project plan)
Identify the kaizen events that will need to take place
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Fast Track Process Improvement
What process?
Customer +
requirements
Improvements to
a) fix root causes
b) meet C requirements
Metrics (1-3 months)
Map current
process
Identify
hot-spots
Root-cause
analysis
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Communicate plan
Implement,
measure,
fine-tune
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Current State Map (Simplified)
Weekly shipments:
700,000 lineal
50,000 pieces
6-day lead time as shown
5,350 finished pieces/day
5%
90 %
Staging
5%
10%
90%
Lam #1
I
268
pieces
4,500
C/T= 7.2 sec
pieces
C/O= 5 - 25 min
% Crew:days= 100%
swing = 0%
I
Crew size: 1 1/3
Run speed 184 ft/min.
Output:1,584 pieces/hr
Molder #4
Crew size: 4
Run speed 300 ft/min
Output:1,285 pieces/hr
Prime
I
Crew size: 3
Run speed: 3,15 l ft/min
Output:1,350 pieces/hr
9000
9,000
C/T= 2.3 sec
pcs C/T= 2.8 sec
pieces C/T= 1.3 sec
C/O= 7 - 30 min
C/O= 5 - 45 min
C/O= 1 min - 1 hr
% Crew Days =100%
% Crew:days= 100%
% Crew:days =100%
Swing =0%
swing = 0 %
swing =
% Reliability = 98%
% Reliability = 95%
% Reliability = 98%
% Reliability =73%
Waste = 1/2%
Waste =
Waste = 1/2%
Waste = 3%
Sec available 27,000
Sec available 108,000
Sec available27,000
Sec available 27,000
Weekly hr = 5
Weekly hr = 31.6
Weekly hr = 38.9
Weekly hr = 18.5
.5 hr
48 hr
1,034 sec
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I
Crew size: 4
Run speed 58 ft/min
Output: 500 pieces/hr
Resaw (4 saws)
48 hr
230 sec
48 hr
280 sec
130 sec
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Value-added Ratios VA:NVA
Process Time
Shear
Punch
Deburr
Form
Hrdwr
Pack
Total
10 blanks
10 blanks
100 parts
100 parts
100 parts
100 parts
Lead time
=
=
=
=
=
=
=
15 min
30 min
10 min
40 min
15 min
10 min
120 min
1.0
1.0
0.5
1.0
1.5
0.5
5.5
day
day
day
day
day
day
day (7,920 min)
120 is 1.5% of total lead time or a ratio of 1:66
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EMP-5179-5-17
Future State Map
Weekly shipments:
700,000 lineal
50,000 pieces
1-day lead time as shown
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5,350 finished pieces/day
Free up $50,625 inventory
96% improvement in lead time
Instant quality feedback
95%
Staging
5%
Lam #1
I
268 pieces
Crew size: 4
Run speed 58 ft/min
Output: 500 pieces/hr
C/T= 7.2 sec
C/O= 5 -25 min
% Crew:days= 100%
swing = 0%
I
4,500
pieces
Crew size: 6
Run speed 300 ft/min
Output: 1,285 pieces/hr
C/T= 2.8 sec
C/O= 10 - 20 mins
% Crew days =100%
% Reliability = 98%
% Reliability = 95 %
Waste = 1/2%
Waste = 1.2%
Sec available 27,000
Sec available 27,000
Weekly hr = 5
.5 hr
VA Ratio =1:12
Weekly hr = 38.9
3 hr
1,034 sec
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Primed lineal cell
.2 hr
199 sec
Production lead
time = 3.7 hr
Value-added time
1,233 sec
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Improvement Data
Before
After
Improvement
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5 forklift movements
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3 forklift movements
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40% reduction
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28,118 pieces in WIP
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10,118 pieces in WIP
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64% reduction
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144 hr lead time
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3.7 hr lead time
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97% reduction
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273 labor hr/week
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235 labor hr/week
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14% reduction
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9,000 ft2 required
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2,760 ft2 required
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70% reduction
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Value Stream Mapping: Summary
 Develop a current state map first
 Clearly document the future state map so
everyone can visualize it
 Perform the improvements in manageable steps
 Be good at finishing—use policy deployment
 Don’t wait for the entire process to complete,
celebrate the journey
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EMP-5179-5-20
EMP-5179: Module #5

Review Quiz #1

Gen-X Case Study

Value Stream Mapping
 Quick Set-Up
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EMP-5179-5-21
JIT: Pull System
 Benefits:
– Eliminate waste.
– Eliminate over production.
– Reduce inventory and warehousing costs.
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Restrains.
– Higher shipping costs per unit.
– Needs extensive supplier and system integration.
Remember from Module #2?
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EMP-5179-5-22
Reducing Inventories
through Setup Time Reduction
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Central to JIT is the reduction of production lot sizes
so that inventory levels are reduced.
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Smaller lot sizes result in more machine setups
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More machine setups, if they are lengthy, result in:
– Increased production costs
– Lost capacity (idle machines during setup)
 The answer is:
REDUCE MACHINE SETUP TIMES
Remember from Module #2?
Kenneth J. Andrews
EMP-5179-5-23
Set-Up Reduction
 Traditionally, we have left set-up operations to the workers. Even when
employees are conscientious, they often lack the resources and authority to
make significant improvements to the set-up process.
 Outdated accounting practices still “drive” many organization’s thoughts
regarding set-up. That is- large lot size runs in order to spread the cost of
timely and costly set-up operations across many pieces, thereby reducing setup cost per piece.
 What this model of thinking results in is lengthy set-up operations that take
hours or days, instead of minutes. Most set-ups can be reduced by 50-90%
with a focused approach, using low-cost, no cost techniques.
 The potential that reducing set-up has is difficult for most people to envision as
a reality, because “that is the way we have always done it”, blinds us to the
possibilities.
 In order to achieve small lot production and thereby achieve significant
reductions in inventory and WIP, set-up reductions must be done first.
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Setup reduction
Typical setup activities
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– Prepare
30%
– Attach machine parts
5%
– Measure, center
15%
– Adjust
50%
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The SMED Approach
 Observe (videotape) the setup
– Time
– Distance (spaghetti diagram)
 Define internal/external elements
 Separate external elements from setup
 Shift as many internal elements to external as
possible
 Streamline internal elements
 Streamline external elements
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Time Observation Sheet
Clock Internal
Element
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Find die and paperwork
Move to machine
Dissassemble
Stone rough cut
Mount angle blocks
Place die on grinder
Grind blocks
Turn die over
Indicate part
Clean die
Measure pre-land
Change wheel
Look for wheel
Load wheel
Dress wheel
Position the wheel
Adjust stops
Position wheel
First spark
Stop
Clean die
Measure
Start cutting
Measure
Adjust wheel travel
Adjust stops
First spark
Dress wheel
Position wheel
First spark
Stop and clean part
Install lifting eyes
Find hoist
Lift die
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7
5
5
1
2
1
7
6
1
1
5.75
1.25
1.25
1.75
5.5
1
2.2
1.8
5
0.25
0.25
1.25
4.25
1
0.75
2
4.75
1.25
1.25
1
0.5
0.5
1.25
1
External
0.3 0.5 0.8
1 1.3 1.5 1.8
2 2.3 2.5 2.8
3 3.3 3.5 3.8
4 4.3 4.5 4.8
5 5.3 5.5 5.8
6 6.3 6.5 6.8
7
12
17
18
20
21
28
34
35
36
41.75
43
44.25
46
51.5
52.5
54.7
56.5
61.5
61.75
62
63.25
67.5
68.5
69.25
71.25
76
77.25
78.5
79.5
80
80.5
81.75
82.75
EMP-5179-5-27
Set-Up Reduction
Internal Set-up
- Defined as the elements or work that must be carried out while
the machine or equipment is shut down or idle.
- Example of Internal Set-up Elements:
- Removal and attachment of dies.
- Tooling adjustments when tooling is on the machine.
External Set-Up
- Defined as set-up elements which can take place while
the machine is in operation or after the operation is completed.
- Example of External Set-Up Elements:
(1) Return of dies to storage.
(2) Transporting of new dies to machine.
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EMP-5179-5-28
Set-Up Reduction: Internal  External

Improving Transportation and removal of Dies and other Parts:
Do as an External Activity and not when the machine is idle.
- Die storage should have a clearly marked and specific location, not simply a
general shop area. Dies need to always be returned to the same location, in
“production ready” condition.
- Wherever possible, dies should be stored at or near the point of production
use. Segregation by cell, product line or family are also possible location
schemes.

Eliminate Small losses:
- Determine what preparations have to be made in advance.
- Determine what tools need to be on hand
- What type of work bench is required for proper organization of
tools and other equipment.
- Where the tools, jigs, dies, blades, cutters placed after each use
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EMP-5179-5-29
Set-Up Reduction: Internal  External

Pre-assemble. Do any assembly of parts attachment when the
machine is running and adjust “pre-sets” also during External Time.

Eliminate “guess work” and repeated need to adjust to get correct
settings of tooling, jigs, beds, etc.

Use standard and “One-Touch” Tools. “One-Touch” tools are quick
fitting jigs, fixtures, that require minimal adjustment and are easily
placed repeatedly and accurately for each set-up.

Simplify Clamping Mechanisms.
– Reduce the number of bolts.
– Use single thread bolts versus multiple thread bolts.
– Replace bolts with hydraulic or cam-operated clamps.
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EMP-5179-5-30
Set-Up Reduction: Internal  External

Add parallel operations
– Two people are more effective than one and the set-up time
can often be reduced by more than 50% with the same
amount of labor.

Optimize the Number of Workers and the Division of Labor.
– On lengthy set-ups, use more than two people.
– Determine what the “optimum” number is through analysis.
– Determine how the work is to be divided to optimize
efficiency and avoid duplication of efforts.
– Standardize the work and cross-train.
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EMP-5179-5-31
Three ways to spend money on Setup
Kenneth J. Andrews

Run large batch sizes, hold lots
of inventory
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Run small batch sizes with no
change to the setup

Fix the setup
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Set-Up Time & Lot Size

In a mass production environment, the most commonly recognized
benefits of shorter set-up times are:
– Greater machine utilization
– Higher workstation efficiency
– Overall factory efficiency ????

In a lean environment the greatest benefit of reduced set-up times is:
– The ability to produce in smaller lots
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EMP-5179-5-33
Production Options with Quick Set-Up
B
Set-up
A
Set-up
Original
Kenneth J. Andrews
B
Set-up
A
B
B
Set-up
Set-up
Set-up
A
B
A
Set-up
Set-up
Set-up
Set-up
Improved
Larger
Lots
Smaller
Lots
A
EMP-5179-5-34
Impact of Small Lots on Total System Efficiency

Eliminates Over-Production
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Reduces Cycle-Time
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Reduces Congestion/Waiting at Machines
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Supports Inventory/WIP Reduction
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Less Floor-Space Requirements
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Reduces Scrap
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Improves Quality (“machine + man + dog”)
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Improves Customer Response Time & Flexibility

Increases Worker Motivation
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Preparation for Next Week
 Watch for new articles/links on the website
 Download material for module #6
 Ideas for your term paper??
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EMP-5179-5-36