Lps07 vsm

8/13/2018

VSM
GVC. ThS. Nguyễn Như Phong
; www.isem.edu.vn
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018

VSM
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VSM
Commit to lean
Choose the VS
Learn about Lean
Determine Lean Metrics

11 April 2003

Nguyễn Như Phong

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8/13/2018

VSM overview
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Introduction
History
VMS purpose
Who should understand what ?

11 April 2003

Nguyễn Như Phong

VSM introduction
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Difference bw. doing lean & being lean.
What exactly becoming lean ?
TPS Fundamental goal
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Continuously minimizing waste 2 maximize flow

11 April 2003

Nguyễn Như Phong

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VSM introduction
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To becoming lean
Change mind-set
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Learn 2 view waste
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Awareness & elimination of what constitutes waste
Doing lean wo. necessarily becoming lean
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Sporadically implement improvements wo. linking efforts 2 an
overarching strategy
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How 2 make the link by using tools
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Sustainable improvements
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11 April 2003

Nguyễn Như Phong

VSM toolkit
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Structure steps
Management commitment Checklist
Total employee Involvement
Part-Routing Analysis
VS Charter
Kaizen Meeting Forms
Demand, Flow, Leveling Focus
Route Collection Checklist

11 April 2003

Nguyễn Như Phong

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VSM toolkit
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VSM I
Lean Assessment
Lean Guidelines
Storyboard
Kaizen Milestone Worksheet
VS Sunset Report.

11 April 2003

Nguyễn Như Phong

HISTORY
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1990 –
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James Womack & Daniel Roos,
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The machine that changed the world

Lean production / manufacturing.

11 April 2003

Nguyễn Như Phong

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VMS purpose
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To simplify the fundamental lean concepts
To demonstrate the overall lean process

11 April 2003

Nguyễn Như Phong

Who should understand what ?
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Top management
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Understand VSM process
Believe before applying
VSM storyboard
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11 April 2003

Structure 4 commitment
Communication tool
Need 4 effective metrics & reporting.

Nguyễn Như Phong

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Who should understand what ?
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Supervisors, managers, team leaders
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Understand how to
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use VSM for planning & reporting
apply VSM 2 get easily products out of the door.

11 April 2003

Nguyễn Như Phong

What is VSM ?
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VSM
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a process
for planning and linking lean initiatives
through systematic data capture and analysis

VSM
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Not just a management tool
A proven process 4 planning the improvements
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11 April 2003

allow company 2 become lean.
Nguyễn Như Phong

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VSM storyboard
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A VSM powerful tool
Poster-sized framework
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Holding all key info 4 planning lean implementation

Data & VSMs entered by VSM team

11 April 2003

Nguyễn Như Phong

VSM storyboard

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Shared document of what done & plan 2 do.
Visual management
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Everyone know the org’s goal
All info needed easily accessible

Help people
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see & understand the big picture &
buy into the overall strategy

11 April 2003

Nguyễn Như Phong

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Why VSM

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History
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1990s – Lean dissemination
2000 – Kaizen workshop
2000s – VSM I
2010s – VSM II

Why VSM
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Make a true commitment
Understand customer demand thoroughly
Depict the CS accurately
Communicate !

11 April 2003

Nguyễn Như Phong

Make a true commitment
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Achieving lean enterprise
 Allocate the resources
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for effective planning, implementation, maintenance.

Lean results
 Not realized
 wo. commitment from people from all levels
Appoint not enough
 Generate a desire 2 improve that fuels all activities

11 April 2003

Nguyễn Như Phong

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Make a true commitment
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The more people believe & do,
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The guidance & commitment must
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the more people will believe & do
Be sincere & start at the top
Come from a burning desire 2 be lean

Making & sustaining the commitment 2 the lean
transformation
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Important through VSM process

11 April 2003

Nguyễn Như Phong

Understand customer demand thoroughly
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CD variation

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Not a reason 4 avoiding true lean implementation
Only an excute

Can understand CD & incorporate into L. process

11 April 2003

Nguyễn Như Phong

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Understand customer demand thoroughly
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Analyzing CD
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Particularly important concern
When
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11 April 2003

Choosing the VS
Mapping the CS
Mapping the FS

Nguyễn Như Phong

Depict the CS accurately
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Before begin implementing lean
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Must fully understand what currently doing
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11 April 2003

Cycle time
Proc. Communications
People’s work standard
Machine cap., …

Nguyễn Như Phong

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Depict the CS accurately
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Only grasping the present condition
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CSM
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a snapshot of conditions at a specific time point

Not depict the current condition accurately
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Create the future condition
Plan how 2 implement it

Significant problem later in implementation

Accurate & precise when collecting info

11 April 2003

Nguyễn Như Phong

Communicate !
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Manu professionals
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Driving fear from the workplace
Create no-blame envi

Far from perfect in practice  Treat people w.
dignity & respect
Good communication
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Essential 2 the effort
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11 April 2003

to treat everyone with dignity & respect

Nguyễn Như Phong

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Communicate !
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To create an envi. befitting a lean enterprise
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The more communicate
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Telling people what doing & why
Expressing a sincere interest
The more earn trust & gain enthusiastic support

Good face2face communication – equally important.

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Establish the rapport
Make people receptive 2 using the visual tools

11 April 2003

Nguyễn Như Phong

VSM attributes
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Clear & concise communications
Proven tools used
Team recognition & ownership included
Management review & reporting incorporated
Visual communication
Changes & updates reflected

11 April 2003

Nguyễn Như Phong

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VSM is
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Is a process
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Links together 2 achieve lean enterprise
Lean sustained
Continuously improve
Controlled process flow
Actual lean design & implementation plan
Make the process go smoothly

11 April 2003

Nguyễn Như Phong

VSM is not
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Not involve

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Just forming Kaizen team
Just mapping the VS
Just forming self-directing work team
Just appointing lean coordinator

11 April 2003

Nguyễn Như Phong

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People first
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People considered first & foremost
 in lean activities
People & their activities 2 eliminate waste
 Critical 2 implementing & sustaining a lean system.

11 April 2003

Nguyễn Như Phong

Key Lean Principles
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Define value from your customer’s perspective
Identify the VS
Eliminate the wastes
Make the work flow
Pull the work, not push
Pursue 2 perfection

11 April 2003

Nguyễn Như Phong

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VSM Steps
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3.
4.
5.
6.
7.
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Commit to lean
Choose the VS
Learn about Lean
Map the CS
Determine Lean Metrics
Map the FS
Create Kaizen Plans
Implement Kaizen Plan

11 April 2003

Nguyễn Như Phong

COMMIT TO LEAN
GVC. ThS. Nguyễn Như Phong
ĐẠI HỌC BÁCH KHOA ĐHQG TPHCM
(Tài liệu dạy cho )
04/2011

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COMMIT TO LEAN
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Management Push or Worker Pull
Catch Ball
Key management activities
Invest in people
Short term pain & long term gain
Implementing Lean transform culture
Commitment checklist

11 April 2003

Nguyễn Như Phong

COMMIT TO LEAN
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Management
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The commitment of TM
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Lead the commitment to lean
Demonstrate how & why
The entire organization’s commitment to lean

Never-ending journey of WC org.
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Cost-reduction principle
Highest quality
Quality, cost & delivery
Eliminate all waste from the CVS

11 April 2003

Nguyễn Như Phong

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Management Push or Worker Pull
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Creating change
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Management push sys
Worker pull sys

11 April 2003

Nguyễn Như Phong

Management Push
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Traditional change strategy
Management
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Supervisor, planner, proc. engineer, lean
implementer
ordering improvement activities on employees.

11 April 2003

Nguyễn Như Phong

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Worker Pull
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Motivated employees
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Pulling the resource & training
Need 2 improve the VS

Preferred method
Improvement & cost-reduction ideas
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Come naturally
From people most familiar w. the proc.

11 April 2003

Nguyễn Như Phong

Worker Pull
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Management
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Worker
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Direction, guidance, support
Backbone 4 L. implementation
The organ 4 lean
Perform the vital function

Lean initiatives fail early
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Management
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11 April 2003

Not committed
But assign a team anyway.
Nguyễn Như Phong

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Catchball
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Lean companies
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Commitment grows stronger
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Info flows freely in many direction
Info flows both from TD & BU.

Catchball
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Regardless of who initiates a proj
The person
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articulates the purpose, objectives, ideas, concerns
Throw them 2 other stakeholders

11 April 2003

Nguyễn Như Phong

Catchball
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Promote 2-way communication
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Accomplish
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Top-down
Bottom-Up
Management committed to the team ‘s ideas
Everyone
Credible & reliable structure 4 workers 2 initiate
improvement

The heart of a worker-pull sys

11 April 2003

Nguyễn Như Phong

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Catchball process
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Promote 2-way communication
Managers
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Team

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Assemble a core implementation team
Identify an area 2 improve
Team charter
Throw it back 2 mana.
Until mana approves the charter

Also used to come to agreement on
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metrics, FSM, Kaizen plans

11 April 2003

Nguyễn Như Phong

Key management activities
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Employees
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Behind the lean transformation effort
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To reduce & eliminate waste effectively
TM articulate the need 2 become lean
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Meeting 2 inform
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Sharing margins
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Displaying C letter, …

11 April 2003

Nguyễn Như Phong

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Key management activities
Once everyone understand the need,

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1.
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TM allow people 2 contribute:

Identify VS Manager & team
Kick off the VSM proj
Go to the floor
Review Kaizen proposals

11 April 2003

Nguyễn Như Phong

Identify VS manager & team
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VS manager
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Selected by TM
Clearly understand the need 4 L transformation
The expression of M commitment
Authority & responsibility 2 allocate resources
Report directly 2 TM
Eg. Manu/prod/proc manager.

11 April 2003

Nguyễn Như Phong

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Identify VS manager & team
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VSM attributes:
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Product ownership
Commitment 2 lean manu
Make change across function
Commit resources

VS manager
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Help select core implementation team
Monitor the team progress

Remove roadblocks
Review FSM & K proposals

11 April 2003

Nguyễn Như Phong

Identify VS manager & team
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VS team
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Take the ownership of the process
Reach consensus on a team charter
Follow the direction of VSM

VS team
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Create plans & maps
Communicate 2 all org. levels
Make sure people trained

Implement VSM process

11 April 2003

Nguyễn Như Phong

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Identify VS manager & team
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VS team
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Assigned by TM
High collaboration
3-7 cross function members
Eg. Proc engineers, CI facilitators, team leaders, planners,
accounting / financial specialists, …

Basic teaming guidelines
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Identify team role
Establish team norms
VSM in the 1st meeting

11 April 2003

Nguyễn Như Phong

Identify VS manager & team
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Team leader
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Support team members
Schedule meetings
Storyboard 2 communicate
Additional expertise as needed
Communicate w. VSM & plant manager
Understand team dynamics & stages
Address nonparticipation

11 April 2003

Nguyễn Như Phong

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Kick off the VSM proj
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As much clarification as pos. at the 1st / kick-off meeting
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Why team assembled
How team member selected
The need of applying lean principles & tools
The reason 4 choosing the focus area
How the team & proj support cor. strategy & goal

A review of VSM process
Project duration
Communication
Resource allocation
Questions

11 April 2003

Nguyễn Như Phong

Kick off the VSM proj
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Team charter
 Team member list & roles
 Team purpose, proj duration, reviewing mechanism.
 Living document updated 2 reflect changes
Document of team meeting & working toward its goals

11 April 2003

Nguyễn Như Phong

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Go to the floor
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Invisible walls separate functions
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Make communication & team work difficult

TM
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Break down the barriers
Go to the floor
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Observe production
Aggressively address employee concerns

11 April 2003

Nguyễn Như Phong

Go to the floor
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Staffs, planners, Q technicians, lean facilitators, trainer, …

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awareness of the issues shop floor workers face
Near the SF
Better communication, rapid feedback.

11 April 2003

Nguyễn Như Phong

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