VSM 1hr Presentation

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     ...1

    United Technologies Lean TransformationUnited Technologies Lean Transformation

    Lean / Value Stream

    Mapping Overview

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    gendagenda

    ! Lean "rinciples

    ! United Technologies# Vision

    ! $hat is Value Stream Mapping

    ! Seven Steps to Lean

    ! %uilding Lean Organi&ation

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     ...'

    (oots of Lean Thin)ing(oots of Lean Thin)ing

    ! *ord+ ,ighland "ar)+ 1-1'

    ! M+ Mied Model 0 %atch "rocess+ 1-'01-

    ! Ohno+ merican Supermar)ets+ 1-3#s

    ! To4ota "roduction S4stem+ 1-301-50now

    ! 6Lean7

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     ...

    $omac) and 8ones$omac) and 8ones

    6Lean Thin)ing7 3 principles+6Lean Thin)ing7 3 principles+

    10 Specif4 value

    20 Map the flow of value

    '0 Ma)e value flow

    0 "ull from the customer 

    30 See) perfection

    8im $omac) and 9an 8ones:

    Lean ;nterprise

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     ...3

    United Technologies#United Technologies#

    >ontinuous

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     ...C

    VisionVision

    Suppl4 >hain Vision Fda4sG

    Customer

    Order Raw Material Assembly

    & Test

    Procurement

    Cycle

    Order

    Cycle

    >urrent Suppl4 >hain

    Fwee)sG

    Delivery

    Cycle

    Assembly

    Cycle

    ShippingManuacturing

    !"#$ A

    !A%

     

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    The TransformationThe Transformation

    6onnecting

    the 9ots7

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     ...?

    dding a tool to the >; ToolHodding a tool to the >; ToolHo

    5S P asspor t 

    St anda r d W or k 

    Mar k et  F eed back  Analy sisMist ak e P r oofng

    Pr ocess Management 

    V alue St r eam Management 

    Root  C ause C or r ect iv e Act ion P r ocess C er t ifcat io

    n

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    $hat is a Value StreamI$hat is a Value StreamI ll activities Hoth value added and non0

    value added reJuired to Hring product

    from raw material to the customer  alue Stream

    Customer

    "roducer 

    >USTOM;( 

    (aw

    Material

    *inished

    "roduct

    "roducer

    %

    "roducer

    > $arehouse

    ssemHl4 =

    Tet

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     ...1

    $hat is Value Stream$hat is Value Stream

    MappingIMappingI

    Current State Map

    Current State Map

    Future State Map

    Future State Map

    mplementation Plan

    mplementation Plan

    Product Family !efnition

    Product Family !efnition

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    ;ample of a >urrent State Map;ample of a >urrent State Map

    >ustomer (aw MaterialSupplier  "roduction >ontrol

    -/C/'

    da4 forecasts

    9ail4

    Order 

    C $ee) 

    *orecast $ee)l4 *a

    Producer A

    1 ' parts '3 parts

      I

    Shipping

    3 parts

    $ee)l4 Schedule 9ail4 Schedule

    ' da4s '3 da4s 3 da4s

    3 hours 1 hours 2 hours

     Leadtime

    = 270 days

     Processing 

    time = 35 hrs.

    Producer %

    1

    Assembly

    1

    2 da4s

    >/T K 3 hr. >/O K 1 min.

    Uptime K ?

    >/T K 1 hr. >/O K 1 min.

    Uptime K ?

    >/T K 2 hr. >/O K 1 min.

    Uptime K ?

      I

      I

      I

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    $hat defines a "rocess on a Value Stream MapI

    $here inventor4 stops an accumulates  

    Mill Turn rind ss4

    Mill Turn rind ss4

    ,ow man4 processes are thereI

    ,ow man4 processes are there nowI '

    (

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     ...1'

    Set)up   Total *or+ 

    ,-. hrs

    Shipping Part

    Producer

    Assy &

    Test

    %atch

    ;ample of a *uture State Map;ample of a *uture State Map

    9ail4

    Schedule

     Lead-time

    = 47 days

     Processing

    time = 25 hrs.

    >ustomer (aw MaterialSupplier  "roduction >ontrol

    -/C/'

    da4 forecasts

    9ail4

    Order 

    C $ee) 

    *orecast $ee)l4 *a

    23 da4s 2 da4s

    1 hrs 13 hrs

    2 da4s

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     ...1

    Value Stream Mapping dvantagesValue Stream Mapping dvantages

    ! Measures value from a customer#s perspective

    ! *ocus is on lead time

    ! Shows a s4stem view ! Lin)s the material and information flows

    ! ;naHles the organi&ation to identif4 waste

    ! "rovides a roadmap for continuous improvement = change

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    The *uture State is 9efined UsingThe *uture State is 9efined Using

    Seven %asic "rinciples of LeanSeven %asic "rinciples of Lean 10 Ta)t time

    20 *inished goods strateg4

    '0 >ontinuous flow

    0 "ull S4stem

    30 Schedule onl4 one point

    C0 "itch

    50

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     ...1C

    11stst+ Ta)t Time+ Ta)t Time

    S4nchroni&e the paceof production to the

     pace of sales

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    22ndnd+ *inished oods Strateg4+ *inished oods Strateg4

    %uild to Stoc) 

    %uild to Order 

    or 

    ,4Hrid

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     ...1?

    '. minutes

    '. minutes

    %atch & /ueue Processing

    $ead)time 0 1 minutes or total order

    '. minutes

    Process A

    Process %

    Process C

    -.22

    ''rdrd+ >ontinuous *low+ >ontinuous *low

    Process %

    Process A

    Process C

    One0"iece *low - min3

    '4 min3

    "rocess 1 "rocess 2*

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     ...1-

    >ustomer goes to supermar)et and gets what the4 need when the4 need it

    Supplier produces to replenish what was withdrawn

    supermar)et

    suppl4ing

     process

    customer 

     process

     production

    )anHan

    withdraw

    )anHan

    withdrawn

     product

    new

     product

    "ull when flow is not possiHle

    thth+ "ull S4stem+ "ull S4stem

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     ...2

    33thth+ Schedule Onl4 One "oint+ Schedule Onl4 One "oint

    low

    >ustomer 

    Supermar)et

    !low

    >ustomer 

    *

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    CCthth+

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    55thth+ "itch+ "itch

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     ...2'

    *uture State 0 $hat to epect*uture State 0 $hat to epect

    9rumHeat Set the pace

    "itch Level the volume

    *low / "ull / "acema)er $hat do < wor) on net

    Operational Changes

    ;";< Level the mi

    Lead0time decreasing

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     ...2

    %uilding the Lean Organi&ation%uilding the Lean Organi&ation

    ;ver4 one of us must reali&e that+

    the compan4 is in Husiness Hecause of our customers

    Our customers have choices

    those choices la4 with our competition

    waste adds cost: time: and service interruption thus

    giving the advantage to the competition

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    Supporting the Lean Organi&ationSupporting the Lean Organi&ation 

    t ever4 levelN

    Understand what is important to the customer

    See the flow of value

    (ecogni&e waste

    Solve proHlems that interrupt the flow of value

    >ontinuousl4 improve the flow of value