KIEÅM SOAÙT QUAÙ TRÌNH (Statistical Process Control SPC) 8/13/2018 1 MAP THE CURRENT STATE GVC ThS Nguyễn Như Phong nguyenphong bksg@gmail com; www isem edu vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KH[.]
8/13/2018 MAP THE CURRENT STATE GVC ThS Nguyễn Như Phong nguyenphong.bksg@gmail.com; www.isem.edu.vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KHOA – ĐHQG TPHCM (Tài liệu giảng dạy cho ISE) 2018 MAP THE CURRENT STATE Map the CS After attaining a solid understanding of lean Goal Gather accurate, real-time data Related the prod Family / VS Go the FF collect data rather than past reports Data collection 11 April 2003 Not a solitary activity Core team work together Nguyễn Như Phong 8/13/2018 MAP THE CURRENT STATE Value stream mapping Map material & info flow How map the current state Getting ready Attribute collection checklist The etiquette of FF research Creating the CSM Attribute defined Calculating days of WIP on hand 11 April 2003 Nguyễn Như Phong MAP THE CURRENT STATE Wrap up Common problems Point remember CSM 11 April 2003 Nguyễn Như Phong 8/13/2018 Value stream mapping VSM I Identify all the specific activities occurring a VS a product / family VSM scope determination Define activities & measure the time it takes 11 April 2003 from conceiving a product launching it from receiving RM shipping FG cust from ordered placed until cash received Nguyễn Như Phong Map material & info flow To improve a process, first observe & understand it VS map Visual representation of MIF a PF Indispensable tool visually managing proc improvement Clean picture of the wastes inhibiting flow Eliminating wastes 11 April 2003 reduce MLT consistently meet CD Nguyễn Như Phong 8/13/2018 Map material & info flow A key establishing lean material flow understanding 11 April 2003 how info flows how production scheduling achieved Nguyễn Như Phong Map material & info flow Gathering data at each point on a VS How know what make next ? Trace the info flow along w material flow CSM Promote good visual management on the FF Baseline 11 April 2003 Nguyễn Như Phong 8/13/2018 Map material & info flow Mapping MIF allow to Visualize entire manu MIF How often operations 11 April 2003 currently communicate w PC & each other Nguyễn Như Phong Map material & info flow Mapping MIF allow to See problems areas & sources of waste Locate bottleneck & WIP Spot potential safety & equipment concerns Provide common language all manu personnel Gain inside into the operation truly running 11 April 2003 Nguyễn Như Phong 8/13/2018 How map the current state Getting ready Attribute Collection Checklist The etiquette of FF research Creating CSM 11 April 2003 Nguyễn Như Phong Getting ready preparations for mapping the CS Working in a conference room as a team Go to the floor Regroup away from the floor 11 April 2003 Nguyễn Như Phong 8/13/2018 Getting ready Working in a conference room as a team Rough sketches of main production operations Go to the floor Beginning w the most downstream operation Collect actual process data Use Attribute Collection Checklist to gain consensus on what data needed Take note on IMF Regroup away from the floor Discuss the results Make sure all necessary data collected 11 April 2003 Nguyễn Như Phong Attribute collection checklist Shift time Downtime Total available production time Delivery schedules Shipping container size Mly/Dly shipping quantities CT CO WIP 11 April 2003 Actual lot size EOQ No operators Reliability metrics Shifts Line speeds Preventive maintenance schedules Disruptions Rework … Nguyễn Như Phong 8/13/2018 PM Case Shift time Downtime Available production time Supplier Delivery schedules Shipping container size Mly/Dly shipping quantities CT CO Inventory locations & quantities Time bw processes 11 April 2003 Actual lot size EOQ No operators Uptime No Shifts Line speeds Preventive maintenance schedules Disruptions Rework … Nguyễn Như Phong The etiquette of FF research Communicate all areas Make proper introduction Worker like know what’s going on Explain purpose Be open & honest Studying before going responding questions / issues arising Respect & thank Reinforce mutual trust & respect 11 April 2003 Nguyễn Như Phong 8/13/2018 Creating the CSM Icons representing cust supplier, PC Customer requirements Shipping & receiving data Manufacturing operations Process attributes Info flow WIP Push, pull, and FIFO locations 11 April 2003 Nguyễn Như Phong 11 April 2003 Nguyễn Như Phong 8/13/2018 Icons representing cust supplier, PC Customer – upper right Supplier – upper lest PC – between 11 April 2003 Nguyễn Như Phong Customer requirements Mly & Dly requirement No containers required per day 11 April 2003 Nguyễn Như Phong 10 8/13/2018 Customer requirements Case Total of 10,080 hoses per month A - 6720 B – 3360 20 d/m Average no hoses shipped per day A + B - 10,080/20 = 504 A – 6720/20 = 336 B – 3360/20 = 168 11 April 2003 Nguyễn Như Phong Shipping & receiving data Shipping data Truck icon w delivery frequency, quantity Shipping icon Receiving data Truck icon w delivery frequency, quantity 11 April 2003 Nguyễn Như Phong 11 8/13/2018 Case Shipping delivery frequency - Dly Shipping month: 20 d Unit per container: 24 Container per day: 21 Receiving delivery Receive a Wly shipment of 2500 units 11 April 2003 Nguyễn Như Phong Manufacturing operations Each process an icon Most upstream on the left Most downstream on the right Data boxes Production timeline 11 April 2003 Nguyễn Như Phong 12 8/13/2018 Case Machining Deburring 11 April 2003 Crimping Testing Marking Nguyễn Như Phong Process attributes CT VA time Processing time CO Given per shift Not consider planned downtime APT – Available Production Time Shift time – planned downtime Downtime = lunch + breaks + … 11 April 2003 Nguyễn Như Phong 13 8/13/2018 Process attributes UT UT = 100*AOT/APT % AOT - Actual operating time AOT = APT – Loss time Loss time Changer Over Breakdowns Idle time due to late delivery from UOs, quality problems material irregularities, … NoO 11 April 2003 Nguyễn Như Phong Case Shift time = 8.5 h = 510 m Downtime Lunch – 30 m Breaks – 2*10m APT = [510-(30+10+10)]60 = 27,600 sec CO = 60 m = 3600 s AOT = 27,600 – 3600 = 24,000 s UT = 100*24,000/27600 = 87% 11 April 2003 Nguyễn Như Phong 14 8/13/2018 Case Machining Deburring Crimping Testing Marking NOO 1 1 CT (s) 45 40 30 50 CO (m) 60 5 APT (s) 27,600 27,600 27,600 27,600 27,600 UT (%) 87 100 99 99 99 11 April 2003 Nguyễn Như Phong Info flow Both electronic & manual Cust - PC Cust forecasts & orders Frequency PC - Sup Info bw cust & sup Electronically PC forecasts & orders Frequency Production Supervisor Order released from PC PS - frequency Order released from PS Processes - frequencies 11 April 2003 Nguyễn Như Phong 15 8/13/2018 Case Cust Forecasts - Mly Cust Orders - Wly PC forecasts - Mly PC orders - Wly Order released from PC PS - Wly Order released from PS Processes - Dly 11 April 2003 Nguyễn Như Phong WIP WIP icons Inventory stored bw processes Process downstream RM inventory receiving from Sup Days of inventory on hand WIPT = WIP / TSPD TSPD: Total # shipped per day Show on the timeline 11 April 2003 Nguyễn Như Phong 16 8/13/2018 Case TSPD = 504 RM Machinin Deburring g Crimping Testing Marking WIP 2500 3360 A 1860 B 3500 2000 2000 2000 WIPT (d) 10 4 11 April 2003 Nguyễn Như Phong Push, pull, and FIFO locations Push Process producing a schedule independent of the downstream process Pull & FIFO Other scenario 11 April 2003 Nguyễn Như Phong 17 8/13/2018 Wrap up Everyone agree Post VSM storyboard everyone see Enough detail show how the VS functions Not so much to confusing read 11 April 2003 Nguyễn Như Phong Common problems A range of other wastes within a VS Not captured by VSM EG Wasted energy The waste of human potential 11 April 2003 Human resource under-used Value & contribution not recognized Nguyễn Như Phong 18 8/13/2018 Common problems Not include IF extremely limited benefit VSMI Half of the useful info gleaned during the data collection subjective & informal not show up on the map 11 April 2003 Nguyễn Như Phong Common problems Watch out the following Tunnel vision Using VSMI strictly as a management tools Incomplete CS mapping 11 April 2003 Nguyễn Như Phong 19 8/13/2018 Tunnel vision Not become so focused on the mapping task Better understanding of manu processes Always a good idea 11 April 2003 Nguyễn Như Phong Tunnel vision Focusing exclusively on the mechanic of VSMI Inability to understanding how to assign priorities to improvement opportunities Lack of management commitment for implementation Inability to tie the mapping process 11 April 2003 to a reporting mechanism for issue identification & review Nguyễn Như Phong 20