Lean Manufacturing: Current and Future Value Stream Map

LEAN MANUFACTURING
Name
Number
Module Convener: Name

Contents
List of Figures..............................................................................................................................................4
List of Tables...............................................................................................................................................4
1) Introduction.........................................................................................................................................6
2) Current Value Stream Map..............................................................................................................7
3) Current Value Stream.......................................................................................................................8
Chart for water fall showing value added as well as non-value added processes...................................8
Pie chart showing non-value added and value added percentages.......................................................12
Bar chart showing non-value added and value added percentages......................................................12
Stream Map for Future Value................................................................................................................13
Chart for Water Fall with Non-value added and Future value Processes..............................................14
Pie chart showing non value added and value added percentages.......................................................18
Bar chart showing value added and non-value added per process.......................................................18
Discussion..................................................................................................................................................19
Waste reduction....................................................................................................................................19
Standardization.....................................................................................................................................19
TAKT time..............................................................................................................................................19
Types waste...........................................................................................................................................20
Promoting changes for immediate execution........................................................................................21
The use of 5-Ss approach.......................................................................................................................21
Total Productive Maintenance, TPM.....................................................................................................25
Overall Equipment Effectiveness, OEE...................................................................................................25
Single Minute Exchanges of Dies, SMED................................................................................................29
Methods............................................................................................................................................30
Generating Smaller Batches...............................................................................................................30
CNC Machines for attaining SMED.....................................................................................................31
Work Cells to lower Processes Time..................................................................................................31
Benefits..............................................................................................................................................32
Kan Ban..............................................................................................................................................32
Recommendations.....................................................................................................................................33
Work Cell...............................................................................................................................................33
Factory Layout.......................................................................................................................................34

Comparison of the current and future stream value.............................................................................34
Current stream value.........................................................................................................................34
Future Stream value..........................................................................................................................35
5S: Sort, Set in order, Shine, Standardize, Sustain.............................................................................35
Six Sigma............................................................................................................................................35
Kaizen................................................................................................................................................36
SMED.................................................................................................................................................36
Kanban...............................................................................................................................................37
Measuring improvements.....................................................................................................................37

List of Figures
Figure 1 Current Value Added Processes_________________________________________________________6
Figure 2 Current Cumulative Value Added Processes________________________________________________7
Figure 3 Current Non-Value Added Processes_____________________________________________________8
Figure 4 Current Cumulative Non- Value added processes___________________________________________9
Figure 5 Pie Chart displaying value added & non-value added percentages for current____________________10
Figure 6 Bar chart displaying value added & non-value added per process for current____________________10
Figure 7 Future Value Added Processes_________________________________________________________12
Figure 8 Future Cumulative Value Added Processes_______________________________________________13
Figure 9 Future Non-Value Added Processes_____________________________________________________14
Figure 10 Future Cumulative Non-Value Added Processes__________________________________________15
Figure 11 Pie Chart displaying value added & non-value added percentages for future____________________16
Figure 12 Bar chart displaying value added & non-value added per process____________________________16
Figure 15 New Factory Layout________________________________________________________________27
List of Tables
Table 1 Value Added Processes for current VSM___________________________________________________6
Table 2 Value Added Processes for current VSM Cumulative_________________________________________7
Table 3 Non-Value Added Processes for current VSM_______________________________________________8
Table 4 Non-Value Added Processes for current VSM Cumulative_____________________________________9
Table 5 Value Added Processes for Future VSM___________________________________________________12
Table 6 Value Added Processes for future VSM Cumulative_________________________________________13
Table 7 Non-Value Added Processes for Future VSM_______________________________________________14
Table 8 Non- Value Added Processes for future VSM Cumulative_____________________________________15

1) Introduction
Acme Machining Company produces numerous parts for vehicles assembly plants. They have
existing operating costs of £50-100 p per hour. This is a case study regarding a single product
family, a vehicle disc brake in two kinds: for the near side as well as for the offside for a vehicle
built with custom. Chris Car Custom Vehicle assembly plant who is the customer needs such
components. The Chris Car Company has proposes they will be seeking to raise the orders they
make every month owing to the demand in the market (double current output).
The report is about if Acme Machine would be responsive or not.

2) Current Value Stream Map

3) Current Value Stream
Chart for water fall showing value added as well as non-value added processes
Table 1: VSM Value Added Processes
Value Added Processes for current VSM
Processes Base Fal
l
Rise Added Value (Min)
Drill 0 8 8
Turn 1 8 0 5 5
Turn 2 13 0 5 5
Grind 1 18 0 10 10
Grind 2 28 0 15 15
Turn 3 43 0 4 4
Inspect 1 47 0 7 7
Mask 54 0 15 15
Inspect 2 69 0 3 3
Paint 72 0 12 12
Final Inspection 84 0 6 6
Total Added Value 0 0 90 90
Drill
Turn 1
Turn 2
Grind 1
Grind 2
Turn 3
Inspect 1
Mask
Inspect 2
Paint
Final Inspection
Total Added Value
0
20
40
60
80
100
Current Value Added Processes
Processes
Time (Min)
Figure 1: Value Added Processes