价值流程图与管理讲义

Value Stream Mapping and ManagementAPICS Greater Jacksonville Seminar December 5, 2002Presented by: Beau Keyte, LEI FacultyAgenda1. How We Got Here 2. Value Stream Mapping 3. Value Stream ManagementThe lean transformation should provide:Growth with improved margins Growth with minimal capital Growth without more employeesWhat are our main stumbling blocks?75 years of bad habits Financial focus with limited cost understanding A lack of system thinking and incentives Metrics supporting a 75 year old model Limited customer focus Absence of effective operating strategiesHow have we elected to address these stumbling blocks?Programs of the month (band aids) Meetings, meetings, meetings, meetings Silo optimizationWhat’s the impact of “silo” improvements?“Plant to plant” key players Material ControlPurchasingSlide courtesy of HLS, Inc.TransportationIf we could just start over…..withActivities aligned with our business strategy Efforts focused on NET improvements for the company Metrics supportive of fundamental change Simple, constant communication of our plans and achievements as an enterpriseWhy not take the value stream perspective?“Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.”3 enterprise value streams: Raw Materials to Customer - Manufacturing Concept to Launch - Engineering Order to Cash - Administrative FunctionsA Value Stream is the set of all actions (both value added and non value added) required to bring a specific product or service from raw material through to the customer.Value Stream Improvement vs. Process ImprovementValue Stream Process Stamping Process Welding ProcessCustomerAssembly CellRaw MaterialFinished ProductValue Stream Mapping•Follow a “product”or “service”from beginning to end, and draw a visual representation ofevery process in the material & informationflow.•Then, draw (using icons) a “future state”map of how value should flow.Value Stream MapLevels of a Value Streamprocess levelsingle plantStart Here(door to door)multiple plantsacross companiesValue Stream ManagersEach Value Stream needs a Value Stream ManagerProcess 1Process 2Process 3“Customer”KaizenThe conductor of implementation:•Focused on system wins•Reports to the top dogThe ValueStream ManagerUsing the Value Stream Mapping ToolUnderstanding how things currently operate. Our Baseline!Product/Service“Family”plan andimplementation Designing a lean flow. Our Vision! current statedrawing future statedrawing The goal of mapping!Current State MappingCompleted in a dayPerformed by a cross functional team of middle managers responsible for implementing new ideasResulting in a picture (and team observations) of what we “see”when following the productFuture State MappingCompleted in a day with the same team Focused on:•Creating a flexible, reactive system that quickly adapts to changing customer needs•Eliminating waste•Creating flow•Producing on demandCurrent State Value Stream MapFuture State Value Stream MapPlanning and ImplementingDon’t Wait!You need a plan!•Tie it to your business objectives.•Make a VS Plan: What to do by when.•Establish an appropriate review frequency.•Conduct VS Reviews walking the flow.Remember the other two value streams?Administrative activities are often a majorpercentage of the total throughput timeGoal: 400% improvement in productivity over 10yearsModest opportunities on the plant floor; Untappedopportunities off the plant floorEnterprise Perspective Engineer to OrderConfigure to OrderCapital equipment manufacturers Small companies (<500 employees) Service FirmsWe might begin in…Processes directly impacting the part production •Engineering•QuotingOr, in value streams with direct customer contact•Order entry•InvoicingValue Stream MappingHelps you visualize more than the single process level Links the material and information flowsProvides a common languageProvides a blueprint for implementationMore useful than quantitative toolsTies together lean concepts and techniquesValue Stream ManagementThe map is just a picture of ideas!The fundamental change is in how we choose to manage the value stream as an integrated system of decisions and tasks.Value Stream ManagementUse your strategic plan as a guideFind the gaps in necessary performanceImprove value streams to meet the performanceCreate new metrics to support new ways of thinking and actingUnderstand true product family costsManage operations by the value stream dataAlways have a future stateCritical Success Factors Management must understand, embrace, and lead the organization into lean thinkingValue stream managers must be empowered and enabled to manage implementationsImprovements must be planned in detail with the cross functional Kaizen teamsSuccesses must be translated to the bottom line and/or market sharePutting it to Work!Continuously improving fundamentally flawed processes will yield limited results.Simply automating existing manual processes can also yield limited results.Seriously challenging old practices will provide the dramatic results desired.。