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Value Stream Mapping and Study is a component of Industrial Engineering Study of Process to increase productivity.
Lesson 161 - Industrial Engineering Online Course
ILO Work study books describes basic work content and excess work content.
Similar concept can be applied to material flow in a process. What is the basic total time of the process. It is the sum of time of each operation in the process (processing, inspection and transport). But there is excess time the material spends in the process as inventory.
The material and information flow chart of TPS shows these two components in a line as a summary. You reduce inventory and this total production time or lead time as it is termed in VSM gets reduced. The Learning to See book describes the methods available to reduce inventory. Reduce lot size to one where possible and set up super markets for parts supply to assemblies and downstream users.
Mike Rother, John Shook
Lean Enterprise Institute, 01-Jan-2003 - Business & Economics - 102 pages
Learning to See: Value Stream Mapping to Add Value and Eliminate Muda
Mike Rother, John Shook
Lean Enterprise Institute, 01-Jan-2003 - Business & Economics - 102 pages
The first book on value stream mapping in English.
It is a book to be read to understand the origin of this mapping methodology in English language books and periodicals. Then you can read case studies and papers available on the web to understand any further modifications.
The simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.
The simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.
In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in Learning to See. This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product, inventory in between processes and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a "future state" for each product family in which wasteful actions (inventories) are eliminated and production can be pulled smoothly ahead by the customer.
In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future- state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.
In Learning to See you will find:
A detailed explanation of how to draw a current-state map.
A practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did.
A detailed explanation of how to draw a future-state map.
A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix.
Advice on breaking implementation into easy steps.
An explanation of how to use the yearly value stream improvement plan to guide each product family through successive future states.
http://books.google.co.in/books?id=mrNIH6Oo87wC
Page 8
Flow kaizen focuses on material and information flow.
Process Kaizen focuses on people and equipment flow. (equipment is added by me. It is Shigeo Shingo's explanation. In process you follow the form changes happening to the work piece. In operation you focus on the work of machines and people.
Page 18
Inventory stagnations are clearly shown by drawing separate boxes for processes with stagnated inventory in between. But if material flow is without stagnation onlhy one process box is shown for many workstations or machines. The focus is on processes between which there is material or inventory stagnation.
Page 20
We show inventory accumulation points with a warning sign (Triangle)
Page 38
We can summarize the state of the current value stream with a time line for inventory boxes and process boxes. The total time to complete all the processes and inventory stages is the production lead time. The challenge is to reduce this production lead time by reducing inventory (lean system with less inventory)
Process Data
The list below gives an overview of process data and abbreviations recommended in
VSM.
Customer demand
Cycle time (C/T)
Process time (P/T)
Changeover time (C/O)
Number of operators (Op. or the symbol)
Capacity (Cap.)
Available time
Uptime/downtime
Quality or defects rate (Q)
Number of product variations
Batch size
Inventory levels
A good presentation on Learning to See
An introduction to value stream mapping and analysis
Written by Jostein Langstrand
Division of Logistics and Quality Management, Department of Management and Engineering
2016
https://www.diva-portal.org/smash/get/diva2:945581/FULLTEXT01.pdf
Value Stream Mapping Demonstration on Real Case Study☆
Tomas Rohac, Martin Januska
Procedia Engineering
Volume 100, 2015, Pages 520-529
ADDING VALUE TO VALUE STREAM MAPPING: A SIMULATION MODEL TEMPLATE FOR VSM
Sean M. Gahagan, Northrop Grumman Corp. / University of Maryland, College Park
https://www.iise.org/Details.aspx?id=7584
Updated on 14.10.2023, 14.10.2022, 14 October 2021, 2 august 2020
13 November 2013
I read some pages of preview today. Interesting.
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