Lps08 csm

8/13/2018

MAP THE CURRENT STATE
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

MAP THE CURRENT STATE
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Map the CS
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After attaining a solid understanding of lean
Goal
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Gather accurate, real-time data
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Related 2 the prod. Family / VS

Go 2 the FF 2 collect data rather than past reports
Data collection

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11 April 2003

Not a solitary activity
Core team 2 work together
Nguyễn Như Phong

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MAP THE CURRENT STATE
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Value stream mapping
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Map material & info flow

How 2 map the current state
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Getting ready

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Attribute collection checklist
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The etiquette of FF research
Creating the CSM
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Attribute defined
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Calculating days of WIP on hand

11 April 2003

Nguyễn Như Phong

MAP THE CURRENT STATE
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Wrap up
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Common problems
Point 2 remember 4 CSM

11 April 2003

Nguyễn Như Phong

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Value stream mapping
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VSM I
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Identify all the specific activities
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occurring a VS 4 a product / family

VSM scope determination
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Define activities & measure the time it takes
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from conceiving a product 2 launching it
from receiving RM 2 shipping FG 2 cust.
from ordered placed until cash received
Nguyễn Như Phong

Map material & info flow
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To improve a process, first observe & understand it.
VS map
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Visual representation of MIF 4 a PF
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Indispensable tool 4 visually managing proc. improvement.

Clean picture of the wastes inhibiting flow
Eliminating wastes
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reduce MLT
consistently meet CD

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Map material & info flow
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A key 2 establishing lean material flow
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understanding
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11 April 2003

how info flows
how production scheduling achieved

Nguyễn Như Phong

Map material & info flow
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Gathering data at each point on a VS
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How 2 know what 2 make next ?
Trace the info flow along w. material flow.

CSM
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Promote good visual management on the FF
Baseline

11 April 2003

Nguyễn Như Phong

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Map material & info flow
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Mapping MIF allow to
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Visualize
 entire manu MIF
 How often operations
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currently communicate w. PC & each other

Nguyễn Như Phong

Map material & info flow
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Mapping MIF allow to
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See problems areas & sources of waste
Locate bottleneck & WIP
Spot potential safety & equipment concerns
Provide common language 4 all manu personnel
Gain inside into the operation truly running

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How 2 map the current state


Getting ready
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Attribute Collection Checklist
The etiquette of FF research

Creating CSM

11 April 2003

Nguyễn Như Phong

Getting ready
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3 preparations for mapping the CS
1.
2.
3.

Working in a conference room as a team
Go to the floor
Regroup away from the floor

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Getting ready
1.

Working in a conference room as a team
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2.

Rough sketches of main production operations

Go to the floor
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Beginning w. the most downstream operation
Collect actual process data
Use Attribute Collection Checklist
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3.

to gain consensus on what data needed

Take note on IMF

Regroup away from the floor
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Discuss the results
Make sure all necessary data collected

11 April 2003

Nguyễn Như Phong

Attribute collection checklist
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Shift time
Downtime
Total available production
time
Delivery schedules
Shipping container size
Mly/Dly shipping quantities
CT
CO
WIP

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Actual lot size
EOQ
No. operators
Reliability metrics

Shifts
Line speeds
Preventive maintenance
schedules
Disruptions
Rework
…

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PM Case
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Shift time
Downtime

Available production time
Supplier Delivery schedules
Shipping container size
Mly/Dly shipping quantities
CT
CO
Inventory locations &
quantities
Time bw. processes

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Actual lot size
EOQ
No. operators
Uptime
No. Shifts
Line speeds

Preventive maintenance
schedules
Disruptions
Rework
…

Nguyễn Như Phong

The etiquette of FF research
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Communicate 2 all areas
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Make proper introduction
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Worker like 2 know what’s going on

Explain purpose
Be open & honest
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Studying before going

responding 2 questions / issues arising

Respect & thank
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Reinforce mutual trust & respect

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Creating the CSM
1.
2.

3.
4.
5.
6.
7.
8.

Icons representing cust. supplier, PC

Customer requirements
Shipping & receiving data
Manufacturing operations
Process attributes
Info flow
WIP
Push, pull, and FIFO locations

11 April 2003

Nguyễn Như Phong

11 April 2003

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Icons representing cust. supplier, PC
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Customer – upper right
Supplier – upper lest
PC – between

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Customer requirements
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Mly & Dly requirement
No. containers required per day

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Customer requirements Case
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Total of 10,080 hoses per month
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A - 6720
B – 3360

20 d/m
Average no. hoses shipped per day
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A + B - 10,080/20 = 504
A – 6720/20 = 336
B – 3360/20 = 168

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Nguyễn Như Phong

Shipping & receiving data
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Shipping data
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Truck icon w. delivery frequency, quantity
Shipping icon

Receiving data
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Truck icon w. delivery frequency, quantity

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Case
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Shipping delivery frequency - Dly
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Shipping month: 20 d
Unit per container: 24
Container per day: 21

Receiving delivery
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Receive a Wly shipment of 2500 units

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Nguyễn Như Phong

Manufacturing operations
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Each process an icon
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Most upstream on the left
Most downstream on the right

Data boxes
Production timeline

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Case

Machining

Deburring

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Crimping

Testing

Marking

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Process attributes
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CT
VA time
 Processing time
CO
 Given per shift
 Not consider planned downtime
APT – Available Production Time
 Shift time – planned downtime
 Downtime = lunch + breaks + …

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Process attributes
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UT
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UT = 100*AOT/APT %
AOT - Actual operating time
 AOT = APT – Loss time
 Loss time
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Changer Over
Breakdowns
Idle time due to
 late delivery from UOs,
 quality problems
 material irregularities, …

NoO

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Nguyễn Như Phong

Case
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Shift time = 8.5 h = 510 m
Downtime
 Lunch – 30 m
 Breaks – 2*10m
 APT = [510-(30+10+10)]60 = 27,600 sec
CO = 60 m = 3600 s
 AOT = 27,600 – 3600 = 24,000 s
 UT = 100*24,000/27600 = 87%

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Case
Machining

Deburring

Crimping

Testing

Marking

NOO

1

0

1

1

1

CT (s)

45

5

40

30

50

CO (m)

60

0

5

5

5

APT (s)

27,600

27,600

27,600

27,600

27,600

UT (%)

87

100

99

99

99

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Nguyễn Như Phong

Info flow
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Both electronic & manual

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Cust. - PC

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Cust. forecasts & orders
Frequency

PC - Sup
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Info bw. cust. & sup. Electronically

PC forecasts & orders
Frequency

Production Supervisor
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Order released from PC 2 PS - frequency
Order released from PS 2 Processes - frequencies

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Case
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Cust. Forecasts - Mly
Cust. Orders - Wly
PC forecasts - Mly
PC orders - Wly
Order released from PC 2 PS - Wly
Order released from PS 2 Processes - Dly

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WIP
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WIP icons
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Inventory stored bw. processes
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Process downstream

RM inventory receiving from Sup.
Days of inventory on hand
WIPT = WIP / TSPD
TSPD: Total # shipped per day
Show on the timeline

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Case
TSPD = 504
RM

Machinin Deburring
g

Crimping

Testing

Marking

WIP

2500

3360 A
1860 B

3500

2000

2000

2000

WIPT (d)

5

10

7

4

4

4

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Nguyễn Như Phong

Push, pull, and FIFO locations
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Push
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Process
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producing 2 a schedule

independent of the downstream process

Pull & FIFO
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Other scenario

11 April 2003

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Wrap up
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Everyone agree
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Post VSM storyboard 4 everyone 2 see

Enough detail 2 show how the VS functions
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Not so much to confusing 2 read

11 April 2003

Nguyễn Như Phong

Common problems
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A range of other wastes within a VS
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Not captured by VSM
EG.
 Wasted energy
 The waste of human potential
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Human resource under-used
Value & contribution not recognized

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Common problems
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Not include IF
 extremely limited benefit VSMI
Half of the useful info gleaned during the data collection
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subjective & informal
not show up on the map

11 April 2003

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Common problems
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Watch out 4 the following
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Tunnel vision
Using VSMI strictly as a management tools
Incomplete CS mapping

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Tunnel vision
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Not become so focused on the mapping task
Better understanding of manu processes
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Always a good idea

11 April 2003

Nguyễn Như Phong

Tunnel vision
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Focusing exclusively on the mechanic of VSMI
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Inability to understanding
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how to assign priorities to improvement opportunities

Lack of management commitment for implementation
Inability to tie the mapping process
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to a reporting mechanism for issue identification & review

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