PLUS VALUE STREAM MAPPING - PDF Free Download

LEAN PRINCIPLES PLUS VALUE STREAM MAPPING

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GLOSSARY TERMS AND DEFINITIONS Providing definitions for commonly used Lean terms.

GLOSSARY TERM DEFINITION Backflush Batch Manufacturing Batch-and-Queue Processing Bill of Material Buffer Stock Capacity Cell Cellular Manufacturing Changeover The method in manufacturing of relieving inventory of a product s bill of material quantities/usage when that product is completed at the end of the flow process. This method can also be used to relieve purchase orders for consigned inventory material. The standard manufacturing thinking of producing a product in schedules lots or quantities. Generally includes work orders that are created based on a schedule for a specified quantity of constructed parts or subassemblies. This usually causes material to be issued from a location based upon a preset scheduled. Producing more than one piece of an item and then moving those items forward to the next operation before they are all actually needed there. Thus these items need to wait in a queue. Also called Batch-and-Push. Contrast with continuous flow. The listing of material used to make a product, typically multilevel in standard manufacturing and usually single-level in a lean manufacturing environment. Finished goods available to meet Takt time when variations in customer demand exist. The highest targeted volume output of products that is planned to be achieved. Operating a true continuous flow on machines and workstations placed close together in the order of processing, some times called a U shape. Cell operators may handle multiple processes, and the number of operators is changed when the customer demand rate changes. The U shaped equipment layout is used to allow more alternatives for distributing the work elements among operators, and to permit the leadoff and final operations to be performed by the same operator. Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste. When a piece of equipment has to stop producing in order to be fitted for producing a different item; for example, the installation of a different processing tool in a metal working machine, a different color paint in a painting system, a new plastic resin and mold in an injection molding machine, loading different software, and so on.

Charter Continuous Flow Processing Cycle Time Daily Rate Defects Waste Dual Card Kanban A document that clearly defines the focused kaizen team mission, scope of activities, risks, and deliverables (if required by management to provide additional details). The process by which items are produced and moved from one processing step to the next one piece at a time. Each process makes only the one piece that the next process needs, and the transfer batch size is one. Also called singlepiece flow or one-piece flow. Contrast with batch-andqueue processing. How frequently an item or product actually is completed by a process, as timed by direct observation. Also, the time it takes an operator to go through all of his or her work elements before repeating them. This rate is determined each day based upon the number of shippable products completed at the end of the production process. Inspection and repair of material in inventory. A demand pull technique that uses a move and produce communication method. It is typically used in machine-intensive manufacturing processes or independent cells where setups or long replenishment times are present. 8 Wastes Wastes addressed by Lean manufacturing that include: overproduction, waiting, transportation, non-value added processing, excess inventory, defects, excess motion, and underutilized people. Excess Inventory Waste Fabrication Process Feeder Process FIFO Any supply in excess of a one-piece flow through your manufacturing process. Segments of the value stream that respond to requirements from internal customers. Fabrication processes are often characterized by general-purpose equipment that changes over to make a variety of components for different downstream processes. Compare to pacemaker process. A branch process that feeds directly into a consuming operation or flow process. The feeder is always identified independently of the consuming process on the product synchronization. Stands for first-in, first-out, which means that material produced by one process is used up in the same order by the next process. A FIFO queue is filled by the supplying process and emptied by the customer process. When a FIFO queue gets full, the supplying process must stop producing until the customer process has used up some of the inventory. FIFO is sometimes called CONWIP, or Constant Work In Process.

Finished Goods Warehouse 5S System Flow Focused Layout Functional Layout Group Technology In-Process Kanban Inventory Carrying Costs Inventory Turns Just-In-Time Kaizen The location in the warehouse where completed products are stored. A system designed to organize and standardize a workplace and consisting of five component parts: Sort, Set in Order, Shine Standardize, and Sustain (see five component parts definitions). The main objective of the entire Lean production effort, and one of the key concepts that passed directly from Henry Ford to Taiichi Ohno (Toyota s production manager after WWII). Ford recognized that, ideally, production should flow continuously all the way from raw material to the customer and envisioned realizing that ideal through a production system that acted as one long conveyor. A layout in a lean manufacturing environment utilizing dissimilar processes as identified in the product synchronization. A layout in a traditional manufacturing environment where like machines are grouped together, i.e., lathes in one group, grinders in another, drills in yet another. The technology of organizing people and different functional machines into cells to produce related parts or products. The focus of the cell is to reduce inventory, reduce or eliminate queues, improve quality and reduce throughput times. An inventory of component material or in-process inventory that is required to support designed imbalances between operations. An in-process Kanban never has part number identity and is usually represented by the letter X printed on the card, table, or other location. The actual costs associated with maintaining inventory in a company. May include the cost of money, the cost of inventory storage, scrap and obsolescence, inventory management, and lost opportunity costs. The number of times inventory turns over in one year. Calculate the annual estimated inventory requirements divided by current total on-hand inventory. Producing or conveying only the items that are needed by the next process when they are needed and in the quantity needed. Continuously improving in incremental steps.

Kanban Lead Time Lean Lean Enterprise Leveling Linearity Line Balancing Location Indicator Material Handlers A signaling device that gives instruction for production or conveyance of items in a pull system. Can also be used to perform Kaizen by reducing the number of Kanban in circulation, which highlights line problems. The time required for one piece to move all the way through a process or value stream, from start to finish. Envision timing a marked item as it moves from beginning to end. A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. The organization that fully understands, communicates, implements, and sustains Lean concepts seamlessly throughout all operational and functional areas. The process or method used to distribute work within the value stream to maximize material and information flow efficiency. Monitored at the back of the production flow, it is the relationship of planned daily rates versus actual production. A process in which work elements are evenly distributed within the value stream to meet Takt. A type of red tag that shows where an item belongs. These include lines, arrows, labels, and signboards. Production-support persons who travel repeatedly along scheduled routes within a facility to transfer materials, supplies, and parts in response to pull signals, and to make paced withdrawal of finished goods at pacemaker processes. Material Requirements Planning (MRP) A computerized system typically used to determine the quantity and timing requirements for delivery and production of items. Using MRP specifically to schedule production at processes in a value stream results in push production, because any pre-determined schedule is only an estimate of what the next process will actually need. Manufacturing Resource Planning (often called MRPII) expands MRP to include capacity planning, a finance interface to translate operations planning into financial terms, and a simulation tool to assess alternative production plans. Milk Run Routing a delivery vehicle in a way that allows it to make pickups or drop-offs at multiple locations on a single travel loop, as opposed to making separate trips to each location.

Mixed Model Line Mixed Model Sequencing Motion Waste Nonreplinishable Kanban Non-Value Added Overproduction Paced Withdrawal Pacemaker Process Pack-Out Quantity Pitch A primary goal in Lean manufacturing is to design flow lines to produce families of similar products. The mixed model line has the ability to build a range of volumes of any product, any day, based upon the direction of actual customer demand. Sequencing is the serial order in which the total demand of products and options is to be pulled into a mixed model line. This is also used as a balancing technique to minimize imbalances between products to be produced in the same mixed model line. Any movement of people or machines that does not add value to the product or service. A type of material Kanban that is not replenished when emptied. This type must be managed and will usually be used for custom products, one-time customer orders, or for very infrequent material demands. Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.) Making more than is required by the next process. Making earlier than is required by the next process, or making faster than is required by the next process. A timed sequence of withdrawal of finished product from the pacemaker process. Paced withdrawal is a tool for pacing an assembly process and becoming aware of production problems within a pitch increment. A series of production steps, frequently at the downstream (customer) end of the value stream in a facility, that are dedicated to a particular product family and respond to orders from external customers. The pace maker is the most important process in a facility because how you operate here determines how well you can serve the customer, and what the demand pattern is like for upstream fabrication processes. The number of units/parts that can be moved throughout the value stream to ensure flow efficiency. Pack-out quantity may or may not be customer driven. When Takt time is too short for a reasonable paced withdrawal; it can be adjusted upward to a consistent increment of work called pitch, which becomes the basic unit of your production schedule for a product family. Pitch represents the frequency at which you withdraw finished goods from a pacemaker process as well as the corresponding amount of schedule you release to that

process. Pitch is often calculated based on the customer s ship container quantity. Point of Use Storage (POUS) Process Cycle Time Process Kaizen Process Map Processing Time Processing Waste Product Family Production Kanban Pull System Quality at the Source Queue Queue Time Quick Changeover Red Tag (for 5S) Runner Raw material stored at the workstation where it is used. The amount of time taken to produce one good part before it continues to the next process in the value stream. Improvements made at an individual process or in a specific area. Sometimes called point Kaizen. A matrix of processes defined by the product synchronizations. The objective of process mapping is to develop families of products that share common processes to see which products can be produced in the same mixed model line. The time a product is actually being worked on in a machine or work area. Effort that adds no value to the product or service from the customers viewpoint. A group of products that goes through the same or similar downstream or assembly steps and equipment. A printed card indicating the number of parts that must be produced to replenish what has been consumed from the supermarket. A method of controlling the flow of resources by replacing only what has been consumed, by the process customer. When operators are given the means to perform inspection at the source, before they pass it along. A final inspection station is not required when quality at the source is used. Waiting time or inventory buildup in the traditional batch or scheduling manufacturing environment. The time a product spends waiting in line for the next processing step. Changing over a process to produce a different product in the most efficient manner. A visible way to identify items that are not needed or in the wrong place. A person on the production floor that paces the entire value stream through the pick-up and delivery of materials through Kanban utilization.

Safety Stock Set in Order (for 5S) Shine (for 5S) Signal Kanban Sort (for 5S) Standardize (for 5S) Standardized Work Storyboard Supermarket Sustain (for 5S) System Kaizen Takt Image Takt Time Finished goods available to meet Takt time when internal constraints or inefficiencies exist. Step 2 of the 5S System. To identify the best location for remaining items, relocate out of place items, set inventory limits, and install temporary location indicators. Step 3 of the 5S System. To clean everything, inside and out and to continue to inspect items by cleaning them and to prevent dirt, grime, and contamination from occurring. A printed card indicating the number of parts that need to be produced at a batch operation to replenish what has been consumed from the supermarket. Step 1 of the 5S System. To perform Sort through and Sort out, by placing a red tag on all unneeded items and moving them to a temporary holding area. Within a predetermined time the red tag items are disposed of, sold, moved or given away. When in doubt, throw it out! Step 4 of the 5S System. To create the rules for maintaining and controlling the first 3 S s and to use visual controls. Operations safely carried out with all tasks organized in the best-known sequence and using the most effective combination of resources (people, materials, methods, machines). A visual representation of all the main activities of a Lean project from start to finish. A controlled inventory of items that is used to signal production from an upstream process. Step 5 of the 5S System. To ensure adherence to the 5S standards through communication, training, and selfdiscipline. Improvement aimed at an entire value system. The time frame or window that prevails throughout the value stream acknowledging identifying, and communicating a certain quantity of parts that should have been produced. The rate of customer demand: how often the customer requires one finished item. Takt time is used to design assembly and pacemaker processes, to assess production conditions, to calculate pitch, to develop material handling containerization and routes, to determine problem-response requirements, and so on. Takt is the heart beat of a Lean system. Takt time is calculated by dividing production time by the quantity the customer requires in that time.

Total Product Cycle Time Total Productive Maintenance (TPM) Total Quality Control Transportation Waste Underutilized People Waste Value Value Added Value Added Time Value Stream Value Stream Loops Value Stream Manager Value Stream Mapping The total individual processing time of a particular process or for the product throughout the value stream. Total product cycle time would ideally be equal to total value-added time. A systematic approach to the elimination of equipment and unplanned downtime. The TQC is the technique in Lean manufacturing that brings quality into the process at the point where work is being performed. The waste of unnecessarily transporting parts and materials around the plant. The waste of not using people s mental, creative, and physical skills and abilities. A product or service s capability provided to a customer at the right time, at an appropriate price, as defined in each case by the customer. Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) Time for those work elements that transform the product in a way the customer is willing to pay for. All activities, both value added and non-value added, required to bring a product from raw material into the hands of the customer, a customer requirement from order to delivery, and a design from concept to launch. Value stream improvement usually begins at the door-to-door level within a facility, and then expands outward to eventually encompass the full value stream. Segments of a value stream whose boundaries are typically marked by supermarkets. Breaking a value stream into loops is a way to divide future state implementation into manageable pieces. The person responsible for creating a future state map and leading door-to-door implementation of the future state for a particular product family. This person makes change happen across departmental and functional boundaries. A pencil-and-paper tool used in the following two stages: 1. To follow a product s production path from beginning to end and draw a visual representation of every process in the material and information flows. 2. To then draw a future state map of how value should flow. The most important map is the future state map.

Value Stream Methodology Visual Controls Waiting Waste Waste WIP Withdrawal Kanban Work Place Organization A sequential process used to implement Lean concepts and tools derived from the Toyota Production System for the purpose of attaining a waste-less flow of product throughout the value stream. Simple signals that provide an immediate understanding of a situation or condition. They are efficient, self-regulating, and worker managed. Idle time created when waiting for anything in a manufacturing process. Any activity that consumes resources but creates no value for the customer. Stands for work in process. Any inventory between raw material and finished goods. A printed card indicating the number of parts that will be removed from the supermarket. A safe, clean, neat, arrangement of the workplace, which provides a specific location for everything, and eliminates anything not required.