خدمة تلخيص النصوص العربية أونلاين،قم بتلخيص نصوصك بضغطة واحدة من خلال هذه الخدمة
3
What Are Value Streams?11
Note: By multiplying quality data from by on-time delivery data
you can calculate the "fulfillment level" each facility as
perceived by the next downstream customer. The is a key
measure from a total value stream perspective. 12
13
?Typical Results
? 80 - 90% of total steps are waste from standpoint of end
customer. ? 99.9% of throughput time is wasted time. ? Demand becomes more and more erratic as it moves
upstream, imposing major inventory, capacity, and
management costs at every level. 14
? Quality becomes worse and worse as we move upstream,
imposing major costs downstream. ? Most managers and many production associates expend
the majority of their efforts on hand-offs, work-arounds,
and logistical complexity. 15
The Future State
?Completed in a day with the same team
?Focused on:
? Creating a flexible, reactive system that quickly adapts to
changing customer needs
? Eliminating waste
? Creating flow
? Producing on demand
16
? Activities aligned with our business strategy
? Efforts focused on NET improvements for the company
? Metrics supportive of fundamental change
? Simple, constant communication of our plans and
achievements as an enterprise
17
18
Implementing Change
Don't Wait! You need a plan! ? Tie it to your business objectives. ? Make a VS Plan: What to do by when. ? Establish an appropriate review frequency. ? Conduct VS Reviews walking the flow
19
Typical Results
?Throughput time falls from 44 days to 6 (87%)
?Wasted steps fall from 65 to 27 (60%)
?Transport distance falls from 5300 miles to 1100 miles
?Demand amplification is reduced from 20% to 5%
?Inventories shrink by 90% percent
20
?Defects are reduced to the same rate at the start of the process
as at the end
?Throughput time shrinks to within customer wait time,
meaning all production is to confirmed order
21
Roadblocks
?75 years of bad habits
? Financial focus with limited cost understanding
? A lack of system thinking and incentives
? Metrics supporting a 75 year old model
? Limited customer focus
? Absence of effective operating strategies
22
?Traditional approaches do not focus on the value stream
? Create "perfect competition" at the next level of supply
upstream, by attracting many bidders.Improve bargaining power through scale economies in raw
materials buys as well.Demand continuing price reductions in multi-year
contracts whatever happens to volume.?How reliable is each transport link (on-time delivery
percentage) and how many expediting trips per year are
needed??Margin squeezing rather than true cost reduction.??23
???
3
What Are Value Streams?
A Value Stream is the set of all actions (both value added and non
value added) required to bring a specific product or service from
raw material through to the customer.
4
Types of Value Streams
Whenever there is a product (or service) for a customer,
there is a value stream. The challenge lies in seeing it.”
enterprise value streams:
Raw Materials to Customer - Manufacturing
Concept to Launch - Engineering
Order to Cash - Administrative Functions
5
Identifying the Value Stream
The starting point is to learn to distinguish value creation
from waste in your whole value stream
By putting on waste glasses!
By choosing a product family
By assembling the team and taking a walk together up the
value stream
And drawing a map of what you find!
6
Value Stream Mapping
Helps you visualize more than the single process level
Links the material and information flows
Provides a common language
Provides a blueprint for implementation
More useful than quantitative tools
Ties together lean concepts and techniques
7
Value Stream Mapping
Follow a “product” or “service” from beginning to end, and
draw a visual representation of every process in the material
& information flow.
Then, draw (using icons) a “future state” map of how value
should flow.
8
The Current State
Typical Steps to Complete a Current State Drawing
Document customer information
Complete a quick walk through to identify the main processes
(i.e., how many process boxes)
Fill in data boxes, draw inventory triangles, and count
inventory
Document supplier information.
9
Establish information flow: how does each process know what
to make next?
Identify where material is being pushed
Quantify production lead time vs. processing time
Where and how large are the inventories in the physical flow?
10
Hint: Carefully distinguish buffer stocks, safety stocks, and
shipping stocks. Then determine “standard inventory” for
current system design and capabilities.
How reliable is each transport link (on-time delivery
percentage) and how many expediting trips per year are
needed?
11
Note: By multiplying quality data from by on-time delivery data
you can calculate the “fulfillment level” each facility as
perceived by the next downstream customer. The is a key
measure from a total value stream perspective.
12
13
Typical Results
80 – 90% of total steps are waste from standpoint of end
customer.
99.9% of throughput time is wasted time.
Demand becomes more and more erratic as it moves
upstream, imposing major inventory, capacity, and
management costs at every level.
14
Quality becomes worse and worse as we move upstream,
imposing major costs downstream.
Most managers and many production associates expend
the majority of their efforts on hand-offs, work-arounds,
and logistical complexity.
15
The Future State
Completed in a day with the same team
Focused on:
Creating a flexible, reactive system that quickly adapts to
changing customer needs
Eliminating waste
Creating flow
Producing on demand
16
Activities aligned with our business strategy
Efforts focused on NET improvements for the company
Metrics supportive of fundamental change
Simple, constant communication of our plans and
achievements as an enterprise
17
18
Implementing Change
Don’t Wait!
You need a plan!
Tie it to your business objectives.
Make a VS Plan: What to do by when.
Establish an appropriate review frequency.
Conduct VS Reviews walking the flow
19
Typical Results
Throughput time falls from 44 days to 6 (87%)
Wasted steps fall from 65 to 27 (60%)
Transport distance falls from 5300 miles to 1100 miles
Demand amplification is reduced from 20% to 5%
Inventories shrink by 90% percent
20
Defects are reduced to the same rate at the start of the process
as at the end
Throughput time shrinks to within customer wait time,
meaning all production is to confirmed order
21
Roadblocks
75 years of bad habits
Financial focus with limited cost understanding
A lack of system thinking and incentives
Metrics supporting a 75 year old model
Limited customer focus
Absence of effective operating strategies
22
Traditional approaches do not focus on the value stream
Create “perfect competition” at the next level of supply
upstream, by attracting many bidders.
Improve bargaining power through scale economies in raw
materials buys as well.
Turn up the competitive pressure with reverse auctions
where possible.
23
Demand continuing price reductions in multi-year
contracts whatever happens to volume.
Note the lack of process analysis of the value stream!
“Market will insure lowest costs & highest efficiency!”
Margin squeezing rather than true cost reduction.
Persistent shortfalls in quality and delivery reliability.
24
Low-ball bidding and the engineering change game.
Collapse of “partnership” and “trust” in economic downturns
(2001!), replaced by “survival of the fittest”.
25
Wrong Ways to Address Roadblocks
Programs of the month (band aids)
Meetings, meetings, meetings, meetings
Silo optimization
تلخيص النصوص العربية والإنجليزية اليا باستخدام الخوارزميات الإحصائية وترتيب وأهمية الجمل في النص
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