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Improving Mixed Model Value Streams.pdf

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IMPROVING MIXED MODEL VALUE STREAMS
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Copyright ? 2015 The eVSM Group, All Rights Reserved Improving Mixed ModelValue StreamsCopyright ? 2015 The eVSM Group, All Rights Reserved Copyright ? 2015 The eVSM Group, All Rights Reserved Lean, VSM, & eVSM 3 Working with Quick Stencils in eVSM v8 20 Plant Level Mapping 23 Discrete Parts VSM Terms 30 ACME Case Study – Plant 36 Quick Manufacturing Tutorial 49 Mixed Model Environment 125 Mixed Model Slides 126 Hand Exercises 161 ACME Mixed Model Case Study 181 ACME Case Study – Plant 182 eVSM Wizards 187 Spaghetti Wizard Tutorial 189 Standard Work Wizard Tutorial 205Copyright ? 2015 The eVSM Group, All Rights Reserved 2Copyright ? 2015 The eVSM Group, All Rights Reserved Lean, VSM, & eVSM 3 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved Cycle Time / Takt Time Chart S e c / I t e m 0 1 2 3 4 5 6 7 8 A 040 A 060 A 080 Cycle Time Per Unit Activity Takt Time 14 Day Hr 5 Wk Day all Customer Customer Demand Item Day 7000 A 010 1 ATLAS Warehouse Activity Lead Time Day 0 A 020 Control Activity 1 Blanks Day 1. 07 Inventory Item 7500 A 030 1 Mold Handles Min 0. 47 Qty Per Cycle Item 5 Cycle Time Sec 28 1 A 040 1 Molded Blanks Day 0. 55 Inventory Item 3850 A 050 1 Sharpen Min 0. 75 Qty Per Cycle Item 5 Cycle Time Sec 45 1 A 060 1 Drilled Blanks Day 0. 44 Inventory Item 3100 A 070 1 Assemble Min 1 Qty Per Cycle Item 10 Cycle Time Sec 60 2 A 080 1 Scissors Inventory Item 9000 A 090 Activity Time Hr Day 10 Stations Stn 2 Daily Order Weekly Order 1 Day 0. 44 Time Summary Takt Time Min Item 0. 12 Total Value Added Min 2. 22 Lead Time Day 2. 07 Value Added Percent % 0. 13 Z 010 Lead Time Summary Day 0 0.2 0. 4 0. 6 0. 8 1 1. 2 1. 4 1. 6 1. 8 2 2.2 A 030 Blanks A 050 Molded Blanks A 070 Drilled Blanks 2 . 06 Non Value Added Legend Value Added U - shape Layout for Assembly Cell Replace D 4 Drilling Station Milling Inventory Area 5 S New lighting in Hanger 501 Replace D 7 Drilling Station Group Value Stream Mapping Event Wall Map Capture Analyze Improve Prioritize eVSM / Supporting Process Improvement 5 4 3 2 1 1 2 3 4 5 Ease Of Implementation Impact On Value Kaizen Impact Matrix 001 002 004 003 4Copyright ? 2015 The eVSM Group, All Rights Reserved Brown Paper & Post-Its Best Practice Maps eVSM Collaborative Tools Visio Excel Group Interaction Diagramming Data VSM Icons for Visio Excel Integration Application Specific Stencils Company specific Best Practice Maps Capture wall maps Use maps for calculations Standardized mapping & analysis What is eVSM? Applying the standard 5 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved eVSM Architecture Drag and Drop Core Visio + Excel Integration (32 bit + 64 bit) Quick Stencils Wizards Multi-path Maps Kaizen Risk Sketcher (wall maps) Multi-level Maps Enterprise Processing Transactional Healthcare Multi-station Facility time Kaizen Report Process Based Toolbar EPEI Manufacturing Kanban Kaizen Impact Production Units Data Variation Standard Variables Windows 7 + 8 Support (32 bit + 64 bit) Built-in Equations What-If Studies Built-in Charts 6Copyright ? 2015 The eVSM Group, All Rights Reserved C/T C/O LT Standard Variables Design Macro Shapes F(x) Built-in Equations Built-in Charts Quick Manufacturing Lead Time Resources Capacity Cost OEE -Shared Resource -Resource Utilization -Resource Bottlenecks -Resource Allocation --------------------------------- Resource Balance Chart -Inventory Holding Cost -Activity Based Cost -Material Cost -Resource Cost ------------------------------- Cumulative Cost Chart -VA & NVA Time -Queues and Delays -Process Lead Time --------------------------- Lead Time Chart -Cycle Time -Multiple Stations -Qty Per Cycle -Takt Time -Utilization -Transfer Lot Size --------------------------------------- Cycle Time / Takt Time Chart -Scrap -Changeover -Setup -Rework -Performance -Availability -------------------------------- Effective Capacity Chart Multi-Path Maps Space Utilization Energy Efficiency -Map Linkage -Side Calculations Map Hierarchy -Critical Path Manufacturing Concepts The technical concepts addressed by the Quick Manufacturing stencil are shown below. 7 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved What is Lean? Lean is a set of concepts, principles, and tools used to create and deliver the most value from the customer’s perspective while consuming the fewest resources. ...Lean Enterprise Institute · Value is defined from the Customer’s perspective · Map the Value Stream · Create flow & eliminate waste · Create pull where flow is difficult · Seek perfection Lean Principles 8Copyright ? 2015 The eVSM Group, All Rights Reserved The Lean Process Current State Future State Implementation Plan Improvements Implementation ...Learning to See, LEI Lean Means... · Lower cost · Less inventory · Less space · Shorter lead-time · Fewer people 9 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved What is a Value Stream Map? A simple tool that visually represents what’s going on in a value stream What is a Value Stream? All steps, both Value Added and Non Value Added, required to complete a product or service from beginning to end 10Copyright ? 2015 The eVSM Group, All Rights Reserved What is a Value Stream Map? ACME Scissors Manufacturing Current State Z020 Customer 7000 Customer Daily Demand Item 1 14 Day Hr 60 Hr Min 60 Min Sec 1 Activity Lead Time Day A010 ATLAS Warehouse 1 1.07 Day Type 7500 Inventory Item A030 1 1 Time Between Day A020 1 0.80 Min 1 Associates Staff 10 Qty Per Cycle Item 0.8 Cycle Time Min Mold Handles A050 1 0.55 Day Blanks 3850 Inventory Item A060 1 2.20 Min 1 Associates Staff 10 Qty Per Cycle Item 2.2 Cycle Time Min Sharpen A070 1 0.39 Day Sharp Blanks 2700 Inventory Item A080 1 0.50 Min 1 Associates Staff 10 Qty Per Cycle Item 0.5 Cycle Time Min A090 1 0.44 Day Drilled Blanks 3100 Inventory Item A100 1 1.00 Min 1 Associates Staff 10 Qty Per Cycle Item 1 Cycle Time Min Assemble A110 1 1.29 Day Scissors 9000 Inventory Item A120 1 MRP Production Control Forecast 30 Days Weekly Order Daily Daily Weekly Schedule Z010 Time Summary 1 0.12 Takt Time Min 4.50 Total Value Added Min 6.74 Lead Time Day 0.08 Value Added Percent % 1 Z140 Time Summary 2 0.12 Takt Time Min 6.00 Total Value Added Min 2.64 Lead Time Day 0.27 Value Added Percent % 2 1 Time Between Day A150 1 2 2 Stations Stn 8 Activity Time Per Day Hr 9000 Activity Daily Demand Item Drill 2 2 2 Cycle Time / Takt Time Chart Min 0 0.02 0.04 0.06 0.08 0.1 0.12 A050 Mold Handles A 070 Shar pen A090 Drill A110 Assemble A160 Car dboard Boxes Cycle Time Per Item Activity Takt Time VSM – Learning to See 11 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved Types of Waste Hiding the Waste Generating Defective Products Machine Breakdowns Rework Delay in Delivery Mixed Materials Poor Housekeeping Long Set ups Process Process Process Process = Water Level Inventory Amount Excess Inventory Excess Motion Over Production Transportation Waiting Over Processing Confusion Duplicate Entry Defects Knowledge 12Copyright ? 2015 The eVSM Group, All Rights Reserved What is a LEAN Value Stream? · Define value from the customer’s perspective · Map the value stream · Create flow and eliminate waste · Create pull where flow is difficult · Seek perfection · Minimize the LEAD TIME · Adequate & Efficient CAPACITY · Minimum COST for QUALITY Lead Time, Capacity, Cost Excess Inventory Waiting Defects Over Production Transportation Excess Motion Over Processing Capacity Lead Time Cost 13 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved What is eVSM? · Software Tool: -VSM, A3 Reports, Spaghetti Reports, Communication Circles -Analyze VSM Data -Manage Lean Transformation · Built on Visio and Excel · Based on Publications from Lean Enterprise Institute Lean Workbooks Process Level Plant Level Office Services Multiple Plants Across Companies Materials 14Copyright ? 2015 The eVSM Group, All Rights Reserved eVSM v7 Platform Wall Maps/Digital Pictures/eVSM Value Stream Mapping is a Paper & Pencil tool 15 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved · Very fast way to map · Drag, Drop & Enter Values · Automated Calculation & Charts What is a Quick Stencil? Total Time=VA + NVA=(5+1+2+5) + (10+45+15)=13+70=83 Min’s Cycle Time / Takt Time Chart Sec/Item 0 1 2 3 4 5 6 7 8 A040 Mold Handles A060 Sharpen A080 Assemble Cycle Time Per Unit Legend Changeover Loss Activity Takt Time Cycle Time / Takt Time Chart Sec/Item 0 1 2 3 4 5 6 7 8 A040 Mold Handles A060 Sharpen A080 Assemble Cycle Time Per Unit Legend Scrap Loss DownStr Loss Activity Takt Time Visualizing Capacity 16Copyright ? 2015 The eVSM Group, All Rights Reserved Capacity Losses Cycle Time / Takt Time Chart Sec/Item 0 1 2 3 4 5 6 7 8 A040 Mold Handles A060 Sharpen A080 Assemble Cycle Time Per Unit Legend Changeover Loss Activity Takt Time Cycle Time / Takt Time Chart Sec/Item 0 1 2 3 4 5 6 7 8 A040 Mold Handles A060 Sharpen A080 Assemble Cycle Time Per Unit Legend Scrap Loss DownStr Loss Activity Takt Time Visualizing Lead Time 17 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved Visualizing Cost Kaizen – Ideas in Context 18Copyright ? 2015 The eVSM Group, All Rights Reserved Kaizen Impact Matrix Bottleneck process. Above takt time. 1 Badly unbalanced line. Single cell option for sharpen and drill. Supermarket and pull system Quality issues on goods reaching customer 2 3 4 5 Improvement Cycle Cycle Time / Takt Time Chart Sec/Item 0 1 2 3 4 5 6 7 8 A040 A060 A080 Cycle Time Per Unit Activity Takt Time 2 0 1 8 1 6 1 4 1 2 1 0 8 6 4 2 2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 IV I II III Difficulty Of Implementation Impact On Value Kaizen Impact Matrix 1 2 3 4 14 Day Hr 5 Wk Day all Customer Customer Demand Item Day 7000 A010 1 ATLAS Warehouse Activity Lead Time Day 0 A020 Control Activity 1 Blanks Day 1.07 Inventory Item 7500 A030 1 Mold Handles Min 0.47 Qty Per Cycle Item 5 Cycle Time Sec 28 1 A040 1 Molded Blanks Day 0.55 Inventory Item 3850 A050 1 Sharpen Min 0.75 Qty Per Cycle Item 5 Cycle Time Sec 45 1 A060 1 Drilled Blanks Day 0.44 Inventory Item 3100 A070 1 Assemble Min 1 Qty Per Cycle Item 10 Cycle Time Sec 60 2 A080 1 Scissors Inventory Item 9000 A090 Activity Time Hr Day 10 Stations Stn 2 Daily Order Weekly Order 1 Day 0.44 Time Summary Takt Time Min Item 0.12 Total Value Added Min 2.22 Lead Time Day 2.07 Value Added Percent % 0.13 Z010 Lead Time Summary Day 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 2.2 A030 Blanks A050 Molded Blanks A070 Drilled Blanks 2.06 Non Value Added Legend Value Added U-shape Layout for Assembly Cell Replace D4 Drilling Station Milling Inventory Area 5S New lighting in Hanger 501 Replace D7 Drilling Station Group Value Stream Mapping Event Select Product Family Wall Sketch Capture Map Analyze and Visualize Brainstorm Improvements Prioritize Improvements Create Future State Plan & Implement Improvements Sustain improvements Future State becomes Current State Improvement cycle continues 5 4 3 2 1 1 2 3 4 5 Ease Of Implementation Impact On Value Kaizen Impact Matrix 001 002 003 004 005 19 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved Working with Quick Stencils in eVSM v8 Quick Stencil Add-ons must be glued under existing data shapes Drag out the red icons FIRST Use the Green icons to draw the Flow Yellow icons represent optional “Add-on” calculations Glue 3 4 5 2 eVSM Toolbar Access each Quick Stencil using the Open button and a corresponding Sketch Stencil for initial map capture and layout will open as well 1 Blue values get calculated automatically Summary calculations Automatic Charts 7 8 6 Process 1 Qty Per Cycle Item 1 Cycle Time Min x.xx 1 A0070 Min Auto Activity Time Hr Day x.xx 20Copyright ? 2015 The eVSM Group, All Rights Reserved Main Stencil For variable name help, select any variable and use the right- mouse button menu “Name Help” for a description of the variable. 9 Process 1 Qty Per Cycle Item 1 Cycle Time Min x.xx 1 A0080 Min Auto 21 Lean VSM & eVSMCopyright ? 2015 The eVSM Group, All Rights Reserved Quick Stencil – Try This: 1. Go to a new page and use the “Open” command to access the Quick Mfg stencil. 2. Which icons from the stencil must be put on the map first? 3. How do you get quick help on the icons in the stencil? 4. Drag out an Activity Center from the stencil. How do you get a quick description of the “Qty Per Cycle” variable in the center? 5. What is the meaning of the blue “Auto” value in the Activity Center? 22Copyright ? 2015 The eVSM Group, All Rights Reserved Plant Level Mapping 23 Plant Level MappingCopyright ? 2015 The eVSM Group, All Rights Reserved Activity Sequence Activity Available Time · Available Time = Planned Production Time after breaks · Plant Available Time = Default Available Time for all activities · Activity Time: Overrides the Plant Available Time at an activity · Facility Time Wizard: Allows off-page calculation of Available Time for different shift patterns · Sequence arrows to explicitly establish upstream/downstream connectivity · Rolling scrap calculation based on connectivity · Cumulative Cost calculation based on connectivity · Value stream path generation for multi-lane maps based on connectivity 24Copyright ? 2015 The eVSM Group, All Rights Reserved Resource Modeling · Resources (Manpower) are now modeled explicitly within the value stream map. · Resources can be connected to multiple activities. · Resource VA and NVA times can be captured to help identify improvement areas. · Resource cost handling. · Bottleneck resources are identified (Resource Utilization). · Resource usage (balancing) chart. OEE – Overall Equipment Effectiveness · Availability -Changeover, unplanned downtime, setup · Quality -Scrap (and rolling scrap) · Performance -Machine, material, or operator inefficiency 25 Plant Level MappingCopyright ? 2015 The eVSM Group, All Rights Reserved Customer Demand Carrying Cost · Based on Inventory Cost Calculated using Activity Based Costing Carry Cost Factors -Cost of Capital -Damage -Obsolescence -Shrinkage -Insurance· Multiple Customers · Path-based demand · Demand override (Activity Demand or Demand %) -Production for other value streams -Product family routing -Rework situation 26Copyright ? 2015 The eVSM Group, All Rights Reserved Kaizen Report, Impact & Risk · Kaizen burst for improvement opportunities · Association of bursts with activities · Improvement prioritization via impact, difficulty, and risk · Charting with impact and risk matrices · Kaizen reporting to spreadsheet 27 Plant Level MappingCopyright ? 2015 The eVSM Group, All Rights Reserved Capacity Modeling Capacity analysis in Quick Mfg requires consideration of both activity capacity and resource capacity. Let’s see it works. Activity Capacity So let’s say that an activity has: · Cycle Time = 5 mins · Qty Per Cycle = 2 Item · Activity
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