Mapping the total value stream: a comprehensive guide for production and transactional processes
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boca Raton, Fla. [u.a.]
CRC Press
2008
|
| Schriftenreihe: | A Productivity Press book
Business and industry : Lean implementation |
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 249) and index |
| Beschreibung: | XX, 273 S. graph. Darst. 28 cm |
| ISBN: | 9781563273599 1563273594 |
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| 245 | 1 | 0 | |a Mapping the total value stream |b a comprehensive guide for production and transactional processes |c Mark A. Nash and Sheila R. Poling |
| 264 | 1 | |a Boca Raton, Fla. [u.a.] |b CRC Press |c 2008 | |
| 300 | |a XX, 273 S. |b graph. Darst. |c 28 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 0 | |a A Productivity Press book | |
| 490 | 0 | |a Business and industry : Lean implementation | |
| 500 | |a Includes bibliographical references (p. 249) and index | ||
| 650 | 4 | |a Production engineering | |
| 650 | 4 | |a Production management | |
| 650 | 4 | |a Process control | |
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| 700 | 1 | |a Poling, Sheila R. |e Verfasser |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804139398988562432 |
|---|---|
| adam_text | Contents
Acknowledgments.................................................................................xiii
Introduction...........................................................................................xv
About the Authors.................................................................................xix
1 The Big Picture ... Literally
Understanding the Purpose and Power of Value Stream Mapping......1
Introduction........................................................................................................1
Dissecting a Basic Value Stream Map...............................................................2
The Process or Production Flow in a Value Stream Map.........................2
The Communication or Information Flow in a Value Stream Map..........6
The Timelines and Travel Distances Shown in a Value Stream Map.......6
Understanding the Icons Used in Value Stream Mapping................................9
Production versus Transactional Mapping: Understanding the Similarities
and Differences..................................................................................................9
SECTION I: CURRENT STATE: UNDERSTANDING AND MAPPING YOUR
EXISTING PROCESS
2 Identifying the Value Stream............................................................17
Introduction.......................................................................................................17
Option 1: The Matrix Approach......................................................................18
Production Process Matrix.......................................................................18
Transactional Process Matrix...................................................................21
Option 2: Ready, Aim, Map—Production and Transactional
Value Streams...................................................................................................25
3 Collecting Basic Information about the Current State.....................29
Introduction......................................................................................................29
Capturing Basic Information............................................................................29
Begin to Map Your Process.....................................................................30
Calculating Takt Time......................................................................................34
4 Documenting Manufacturing (or Production) Process Flow...........39
Introduction......................................................................................................39
Identifying and Mapping the Main Flow........................................................40
Map How the Product Moves from One Step to the Next.....................42
vii
viii ¦ Contents
Map Where the Inventory Is....................................................................43
Map Where the Operators Are Located..................................................44
Putting It All Together..............................................................................44
Mapping Subtasks and Parallel Flows.............................................................45
Mapping Subtasks.....................................................................................45
Mapping Parallel or Alternate Paths........................................................46
Lining Up Process Steps..................................................................................47
Aligning the Process Horizontally...........................................................48
Aligning the Process Vertically................................................................49
The Power of Speed........................................................................................50
5 Documenting Transactional Process Flow.......................................51
Introduction.......................................................................................................51
The Product in a Transactional World.........................................................52
Choosing the Level to Map..............................................................................52
Understand the Focus of the Value Stream.....................................................52
Start with the Workflow...................................................................................53
Mapping Subtasks and Parallel Tasks..............................................................55
6 Showing the Flow Clearly................................................................57
Introduction......................................................................................................57
Providing Definition to Subtasks and Parallel Paths.......................................57
Mapping the Reality of Rework.......................................................................58
Using Terminators to Clarify Rework in the Flow..........................................59
The Power of Simplicity...................................................................................62
7 Interpreting and Understanding Basic Product Flow......................65
Introduction......................................................................................................65
Showing Where Flow Starts and Ends............................................................65
The Traditional Mindset: Pushing Work..........................................................66
The Lean Concept of Pull Systems..................................................................66
Controlling Material When Pull Is Not Possible..............................................68
Calculating Customer Demand and Takt Time...............................................69
Showing Inventory...........................................................................................71
Capturing Cycle Time.......................................................................................74
Summarizing Basic Process Flow....................................................................76
Case Study in a Manufacturing Environment.................................................77
8 Utilizing Data in Manufacturing
How to Add Power to Your Map with Facts................................................79
Introduction............................................. 79
Record the Number of Operators for Each Process........................................80
Record the Cycle Time of Each Process Step.................................................81
Record the Changeover Time from One Process to Another.........................82
Record Uptime, or the Reliability of Equipment.............................................83
Record the Availability of Equipment..............................................................85
Contents ¦ ix
Record Work Content and Non-Value-Added Time........................................87
Record the Defect Rate....................................................................................87
Other Data You Might Want to Record on Your Map....................................89
9 Basic Process Flow in a Transactional World..................................91
Transactional versus Manufacturing Process Flow.........................................91
Difference 1: Speed of Transactional Processes..............................................92
Option A: Map the Process by Using the Employees
Knowledge of the Process.......................................................................92
Option B: Map the Process by Working Backwards
from the Last Process Step.......................................................................93
Option C: Use Both Options A and B.....................................................93
Difference 2: Transactional Employees Sometimes Do Not See
a Process...........................................................................................................93
Difference 3: Takt Time in Transactional Value Streams................................94
Difference 4: Work Queues versus Piles of Inventory....................................95
10 Transactional Data Is Different ... Or Is It?....................................97
Introduction......................................................................................................97
Recording the Number of Employees in a Transactional Setting...................98
Documenting Cycle Time................................................................................98
Documenting Expected (Estimated) Cycle Time..................................100
Documenting Changeover Time....................................................................100
Documenting Uptime or Reliability...............................................................101
Documenting Availability of Equipment (AOE).............................................102
Documenting Availability of Personnel (AOP)...............................................103
How to Document Tasks That Supervisors and Managers
Demand Be Performed Immediately......................................................105
Documenting Defects.....................................................................................107
Capturing Other Data.....................................................................................107
Case Study in a Transactional Environment..................................................110
11 Capturing Travel Distances throughout the Value Stream.............Ill
Introduction.....................................................................................................Ill
Measuring Travel Distance in the Value Stream............................................Ill
Measuring and Documenting the Travel Path of the Product...............112
Measuring and Documenting the Travel Path of Employees................113
Physical Measurement of Travel..............................................................114
Showing Travel Distance on a Value Stream Map.........................................115
Documenting Long Travel Distances within a Process Step.........................116
Check for Hidden Travel in Transactional Processes.....................................117
12 Showing the Value from the Process Flow.................................121
Introduction.....................................................................................................121
Measuring Total Cycle Time...........................................................................122
Interpreting Parallel or Subtask Cycle Times.........................................124
Contents
Measuring Process Lead Time........................................................................125
Addressing Multiple Locations of Inventory as Well as Parallel
or Subtask Paths......................................................................................127
Measuring Value-Added Time: An Alternative to Total Cycle Time..............127
Measuring Total Travel Distance...................................................................128
Documenting Total Work Content Time.......................................................130
13 Capturing Communication Flow in a Production Setting.............133
Introduction.....................................................................................................133
Identify the Customer....................................................................................134
Identify the Supplier.......................................................................................137
Identify the Control Point of Communication...............................................137
Capturing Formal Communication.................................................................139
How to Document Faxes and Telephone Calls......................................140
Capturing Informal Communication..............................................................143
Documenting Communication in Remanufacturing
andMRO Settings...........................................................................................144
The More Communication, The Better—or Is It?..........................................145
14 Capturing Communication Flow in a Transactional
Environment...................................................................................147
Introduction.....................................................................................................147
Separating Communication Flow from Process Flow....................................148
Similarities of Transactional Communication to Communication
in Manufacturing.............................................................................................148
Differences in Transactional Communication................................................149
Mapping Customers Who Also Function as Suppliers
and Control Points..........................................................................................151
Mapping Multiple Control Points and Informal Control Points.....................152
Mapping Multiple Control Points............................................................152
Mapping What Seem Like No Control Points but Are Informal
Control Points..........................................................................................153
Remember to Map What You See...........................................................154
Case Study in a Transactional Environment..................................................155
15 Presenting the Current State Map to the Employees
Involved..........................................................................................159
Introduction.....................................................................................................159
The Purpose of Presenting the Map..............................................................160
How to Present the Map: Keep an Open Mind.............................................l6l
Make Sure Your Audience Understands the Map..........................................162
Keep Your Presentation Brief and Focused...........................................162
Make Sure Your Audience Can Read the Map.......................................163
Individual Maps versus One Large Display Map............................163
Digital Photos...................................................................................163
Contents ¦ xi
Digital Maps Created with Software...............................................163
Slide Presentations...........................................................................163
Explain the Icons You Used in Creating the Map..................................164
Answer All Questions and Comments While You re
Presenting................................................................................................166
Change the Map as You Present It.................................................................166
Document Opportunities for Additional Improvement Projects...................168
SECTION II: FUTURE STATE: DESIGNING AND MAPPING YOUR NEW
(OR DESIRED) PROCESS
16 Creating a Future State Map in a Manufacturing
Environment...................................................................................173
Introduction.....................................................................................................173
Using Future State Icons.................................................................................174
The Future State Map Is a Blueprint for Change...........................................175
Brainstorm Using the Current State Map................................................175
Know When to Start Fresh......................................................................176
Draw the Future State Using the VSM Icons..................................................179
The Supermarket Icon.............................................................................182
The Withdrawal Kanban Icon.................................................................185
The Production Kanban Icon.................................................................185
The Sequenced Pull Ball Icon...............................................................188
The Signal Kanban Icon.........................................................................188
Using a Pacemaker to Determine Process Speed.........................................188
Using Line-Balancing Charts to Determine if Flow Is Balanced...................189
Using FIFO Lanes to Manage the Flow of the Value Stream........................191
Using Load Leveling to Manage Mix..............................................................193
The Importance of Using Kaizen Bursts........................................................195
Case Study in a Manufacturing Environment................................................197
Presenting the Future State Map....................................................................197
17 Creating a Future State Map in a Transactional
Environment..................................................................................201
Introduction.....................................................................................................201
Getting Started: Four Points to Keep in Mind...............................................201
Understand the Similarities and Differences between Production
and Transactional Value Streams...........................................................202
Recognize That Many Production Value Streams Appear in the
Transactional World................................................................................202
Address Employees Concerns Early......................................................203
Accept That Continuous Flow May Be Difficult to Achieve.................203
Employees Have Answers..............................................................................203
Ask Leading Questions..........................................................................204
Reinforce That There Is a Process to the Work Being Done...............205
xii ¦ Contents
How to Address the Problem of Availability of Personnel...................206
How to Address the Problem of Lack of Flow......................................207
Focus on Showing Positive Changes..............................................................210
Emphasize Reduction of Bureaucracy....................................................210
Show How Jobs Can Be Simplified........................................................211
Emphasize Work Flow and Reduced Handling of Work.......................211
Using the Ideal State as a Tool.......................................................................212
Production versus Transactional: The Path Is the Same................................212
Case Studies in Transactional Environments.................................................213
SECTION III: IMPROVEMENT STATE: CREATING THE STRUCTURE FOR
USING YOUR INSIGHTS AND KNOWLEDGE TO IMPROVE
THE PROCESS
18 Creating the Action Plan................................................................221
Introduction.....................................................................................................221
Identify the Process Loops............................................................................222
Prioritize the Process Loops..........................................................................228
Tie Priority to Key Performance Indicators...........................................228
Establish Your Criteria for Prioritization................................................229
Prioritize the Work within Each Loop...................................................230
Present Your Maps to the Workforce.............................................................232
Present Your Maps to the Council..................................................................232
19 Implementing Change....................................................................235
Introduction.....................................................................................................235
Assign a Value Stream Manager.....................................................................235
Attacking the Action Plan..............................................................................238
Using Action Plans for a Structured and Goal-Oriented Approach
to Improvement......................................................................................239
Using Lean Progress Charts...................................................................240
Speed and Accountability Are Critical to Success.........................................242
Focus on Your Specific Goals.......................................................................243
20 Remember
It s Continuous Improvement.........................................................245
Bibliography.........................................................................................249
Quality Glossary....................................................................................251
Index....................................................................................................267
|
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| indexdate | 2024-07-09T21:43:27Z |
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| language | English |
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| spelling | Nash, Mark A. 1959- Verfasser (DE-588)136066933 aut Mapping the total value stream a comprehensive guide for production and transactional processes Mark A. Nash and Sheila R. Poling Boca Raton, Fla. [u.a.] CRC Press 2008 XX, 273 S. graph. Darst. 28 cm txt rdacontent n rdamedia nc rdacarrier A Productivity Press book Business and industry : Lean implementation Includes bibliographical references (p. 249) and index Production engineering Production management Process control Wertstromdesign (DE-588)7617676-9 gnd rswk-swf Wertstromdesign (DE-588)7617676-9 s DE-604 Poling, Sheila R. Verfasser aut text/html http://www.loc.gov/catdir/toc/ecip085/2007048326.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017742832&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Nash, Mark A. 1959- Poling, Sheila R. Mapping the total value stream a comprehensive guide for production and transactional processes Production engineering Production management Process control Wertstromdesign (DE-588)7617676-9 gnd |
| subject_GND | (DE-588)7617676-9 |
| title | Mapping the total value stream a comprehensive guide for production and transactional processes |
| title_auth | Mapping the total value stream a comprehensive guide for production and transactional processes |
| title_exact_search | Mapping the total value stream a comprehensive guide for production and transactional processes |
| title_full | Mapping the total value stream a comprehensive guide for production and transactional processes Mark A. Nash and Sheila R. Poling |
| title_fullStr | Mapping the total value stream a comprehensive guide for production and transactional processes Mark A. Nash and Sheila R. Poling |
| title_full_unstemmed | Mapping the total value stream a comprehensive guide for production and transactional processes Mark A. Nash and Sheila R. Poling |
| title_short | Mapping the total value stream |
| title_sort | mapping the total value stream a comprehensive guide for production and transactional processes |
| title_sub | a comprehensive guide for production and transactional processes |
| topic | Production engineering Production management Process control Wertstromdesign (DE-588)7617676-9 gnd |
| topic_facet | Production engineering Production management Process control Wertstromdesign |
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