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Branch news: Thames Valley: Value Stream Mapping - Lean manufacturing Article
The article entitled: "Branch news: Thames Valley: Value Stream Mapping" is in the Lean manufacturing Articles section of Operations Management Papers area...
ARTICLE DESCRIPTION: Mind the gaps! That was one of many take-away messages from an excellent presentation by Wendy Garner, Principal Lecturer at Coventry University. The meeting was organised by the Thames Valley Branch on the evening of June 28th. At the offices of Hughenden in High Wycombe, Wendy gave us a summary of the techniques of lean manufacturing with special reference to value stream mapping.
MORE INFO: Branch news: Thames Valley: Value Stream Mapping Mind the gaps! That was one of many take-away messages from an excellent presentation by Wendy Garner, Principal Lecturer at Coventry University. The meeting was organised by the Thames Valley Branch on the evening of June 28th. At the offices of Hughenden in High Wycombe, Wendy gave us a summary of the techniques of lean manufacturing with special reference to value stream mapping. Wendy joined Coventry University after experiencing real supply chains in action at companies such as Rolls Royce. There, she had seen the lead time for a turbine blade reduced from 40 weeks to 11 weeks. Using Lean manufacturing, Rolls Royce is now striving for the 10-day engine. She described how we could achieve such dramatic improvements. Lean puts the detail within the big picture, seeing the whole, rather than focusing on improving individual operations. It considers the gaps between operations; the delays, inventory and control processes. Lean is a deliberately low-tech approach, surveying the supply chain for the biggest opportunities for improvement. The value stream map emphasises information and material flow and the gaps often dominate. So lean moves the focus from efficiency to effectiveness as perceived by the customer. Using a case study, Wendy explained ‘Five steps to lean’. (See below). Three documents are found in any lean implementation; the current state map identifies VA time and lead time (LT). It is normal that VA is a small percentage of LT, and that the majority of NVA time lies in inventory queues between operations. The map also shows takt time, the flow rate through the supply chain, based on customer demand. She quoted takts of 3 minutes per output car at Jaguar, and 45 seconds at GM. The future state map describes a vision of the new process, and how effective it could be. This is where SPLAT markers identify intended improvements. Finally, the implementation plan identifies the techniques and actions that will deliver the vision. Lean includes a basket of improvement methods. Here, Wendy gave a valuable refresher course with new insights. Techniques included SMED, Cell manufacturing, single piece flow, line balancing with Yamazumi boards, and Nagari charts. We switched briefly back to English for ‘knack’ records and ‘supermarkets’ (a relaxed style of Kanban), FIFO lanes, and CONWIP (Continuous WIP). Information should be shared with process operators using charts and visual methods. Wendy was impressed by load levelling techniques such as colour-coded buckets, timed schedule slots and load levelling boxes. Simple ideas, but developed from precise, detailed analysis. Pitch ensures that small increments of work pass through the pacemaker one tray, or pallet at a time. Feedback on progress is important after every takt. The Track Launch Sequence was a more sophisticated automotive technique. Where there is high variety and low volume, cluster analysis is used to group families sharing resources and Pareto analysis to identify priorities. Wendy recommended we use EPE. (Every Product Every … day?) In conclusion, Wendy said lean is a powerful technique however, it is not a panacea. We should avoid creating lean work! and encouraged us to take many small steps towards ambitious targets: We should eliminate waste, make value flow, keep it simple and visual, optimise the whole, be sensible and enjoy the benefits. All together this was a valuable evening with good food and drink provided by Hughenden. We look forward to the next event hosted by the Thames Valley branch. Mike Sykes, MIOM Five steps to Lean 1. Define value. Crucially, this means value as seen by the customer, who would expect to pay for assembly of a part, but not for moving it around, or counting it. 2. Map the current state using the value stream map to analyse flow and to provide a baseline measurement for improvements. We can then use the customer’s value definition to identify VA (Value adding) and NVA (Non Value-Adding) actions. 3. Make value flow, all NVA operations are eliminated using the Seven Wastes derived from the Toyota Production System. 4. Develop pull, to apply control most effectively, identifying the pacemaker operation, and scheduling it. Then make sure that other operations are tied to the pacemaker through techniques such as Kanban signals. 5. Seek perfection. As we know, improvement never stops.
PUBLISHER: Institute of Operations Management
Page number: 8 Word count: 750
Vol 30 - No 07 - November 2004
The article can be downloaded in full from the publisher's site i.e. the Institute of Operations Management.
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