One of the key lean tools is implementing kanban which uses the pull system. Lean is all about moving away from the traditional push system toward the pull system. In a lean enterprise, it is always recommended not to push parts or information to the next process step. The focus is to pull parts when the downstream process step requests for parts/information.
Some Lean practitioners rave about the pull systems they have implemented. However experienced Lean practitioners don't give much credit to pull systems. This is because...
1. Lean is all about removing waste.
2. When waste cannot be removed, there is inventory in process or at the final stage. This inventory needs to be managed in the best way possible. In such situations, a pull system is used.
Implementing the pull system is an indication that waste is still present. This is a good starting point for reducing waste but it is definitely the final goal. The Lean implementation team should not stop at implementing the pull system. In fact the team should continuously work toward removing waste altogether and not use the pull system.
As rightly said by Jeffery Liker in the book Toyota Way "Flow where you can, pull where you must". The ultimate goal to make value flow as smoothly as possible.
Thursday, October 28, 2010
Monday, October 11, 2010
Information on Value Stream Maps
Value Stream Maps are used to map the flow of information and material in the value stream. This generic statement explains the purpose the value stream maps.
But new users struggle with how much detail about the value stream should be captured on the VSM.
What should be captured?
How should this information be displayed on the map?
In this post we will try to answer these questions.
A value stream map is a picture of your value stream. It's purpose is to find what is happening now which will help identify waste in the value stream. Once waste becomes visible Lean tools can be applied to remove it.
The following information could be helpful if captured on a value stream map..
1. The layout of the area will become evident once the map is complete. The amount of distance between process steps or user motions at the step or the physical movement of material and information.
2. The amount of time required by the user to process a unit. For example time required to verify one insurance claim at the claims verification step.
3. The amount of wait time at the process step. Wait time could be people waiting for material/information (no parts or claims to process) or material/information waiting to get processed (Average wait time for raw material in the incoming warehouse or wait time for claims process to begin).
4. Total time per unit at each process step. This is the addition of processing and wait time per unit.
5. Total lead or throughput time for the entire value stream. This is the time needed to make a single part or process a single insurance claim.
6. Time for rework and repair activity. This information needs to be captured if rework/repair is being tracked as part of the value stream. If this is considered as another value stream this information can be left out.
7. Interruptions in the flow of value as reworked parts/claims get reintroduced at a specific step in the value stream.
What kind of information do you capture on Value Stream Maps?
But new users struggle with how much detail about the value stream should be captured on the VSM.
What should be captured?
How should this information be displayed on the map?
In this post we will try to answer these questions.
A value stream map is a picture of your value stream. It's purpose is to find what is happening now which will help identify waste in the value stream. Once waste becomes visible Lean tools can be applied to remove it.
The following information could be helpful if captured on a value stream map..
1. The layout of the area will become evident once the map is complete. The amount of distance between process steps or user motions at the step or the physical movement of material and information.
2. The amount of time required by the user to process a unit. For example time required to verify one insurance claim at the claims verification step.
3. The amount of wait time at the process step. Wait time could be people waiting for material/information (no parts or claims to process) or material/information waiting to get processed (Average wait time for raw material in the incoming warehouse or wait time for claims process to begin).
4. Total time per unit at each process step. This is the addition of processing and wait time per unit.
5. Total lead or throughput time for the entire value stream. This is the time needed to make a single part or process a single insurance claim.
6. Time for rework and repair activity. This information needs to be captured if rework/repair is being tracked as part of the value stream. If this is considered as another value stream this information can be left out.
7. Interruptions in the flow of value as reworked parts/claims get reintroduced at a specific step in the value stream.
What kind of information do you capture on Value Stream Maps?
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