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ProKit Exam 1 > Value Stream Mapping > Flashcards

Value Stream Mapping Flashcards

1
Q

What is a value stream and where can value streams be found?

A

A value stream consists of all the activities/ business processes that are necessary to fill an order.
Consequently it starts at the customer and ends
at the customer.
It can involve production, product development, customer service, a service rendered, etc.

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2
Q

Why is value stream mapping important to do in a project?

A
  1. To see alll necessary activities in the value stream to fullfill an order.
  2. To understand the entire value stream
  3. To visualize the Information and material flow of a product.
  4. To see problems along the value stream.
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3
Q

Value Stream Map concentrates on 2 types of flow that can be observed in any business environment…

A

Information flow and material flow.
NOTE: It is important to analyze both types of flow: the information-flow and the material-flow. They “flow” into opposite directions.

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4
Q

When considering Material Flow for a value stream, what questions should be asked?

A

What happens to the material at each individual point?
Who does what with the material?
When do they know what has to be done?
Where does the material come from?
Where does the material go to?
Why is this activity performed?
How does the person know what has to be done?

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5
Q

What are some questions you should ask yourself when determining VSM information flow?

A 
Which information is communicated?
What happens to the information?
Who sends the information? Who receives the information?
When is the information received?
Where does the information come from?
Where is the information passed on to?
Why is the information communicated?
Why is the information used?
How is the information communicated?
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6
Q

What are the general steps of VSM?

A
  1. Select a product family
  2. Depiction of the actual situation
  3. Conceptualization of the target situation
  4. Planning and implementation

**initially always concentrates on one product family

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7
Q

Value streaming is best performed by yourself in the field, what are 4 things to keep in mind when doing so?

A
  1. Do it yourself
  2. Use Paper and a Pencil
  3. Carry out short test
  4. Implement detailed analysis
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8
Q

How is the VSM usually done?

A

On paper and uses standardized symbols (e.g. cylinder head gasket Project).

All the separate notes are collected on one brown-paper to get a “common and harmonized understanding” of the process.

This is important for the whole project team.

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9
Q

What are the 7 steps for recording/building the actual value stream for a process?

A
  1. Determine customer requirements
  2. Charting process steps
  3. Collecting process data
  4. Collecting inventory data
  5. Determine external material flow
  6. Charting internal material and information flow
  7. Calculating process times and entering value creation times
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10
Q

What are the 7 steps for recording the target value stream?

A
  1. Takt time and customer requirements
  2. Continuous flow production
  3. Designing material flow and production warehouses
  4. Information flow planning and smoothing
  5. Detailed design of the pull system
  6. Reaction to the demand fluctuations
  7. Required improvements
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11
Q

The first step of an actual value stream is to determine customer demands, what are some of the characteristics of this step?

A
  1. Plot customers
  2. Enter company functions and relevant departments for information flow
  3. Insert main suppliers
  4. Insert data boxes
    Note: concentrate on one product family, select representative products, and fully understand variation of customer requirements
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12
Q

The second step if an actual value stream is to draw process steps, what are some characteristics of this step?

A
  1. Insert on the sketch every process and data box in the sequence of process flow
  2. draw parallel processes above each other
  3. draw department poss. with broken line border
    Note: a processes is not the same as a department or function, only focus on processes that are relevant to the main flow; group any other processes
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13
Q

The third step in an actual value stream is to collect process data, what are some characteristics of this step?

A
  1. Collect and add process data to include:
    - available time
    - machine and employee cycle times
    -OEE
    - scrap/rework
    - lot size
    - set up time
    - machine set up times
    - number of operators
    - number of shifts
    - shipping quantities
    Note: go and see, obtain personal impressions, collect sufficient data to be credible
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14
Q

The fourth step in an actual value stream is to collect inventory data, what are some of the characteristics of this step?

A
  1. Collect inventories, FIFO flow, or supermarker (every inventory site should be separate)
  2. Add amount of :
    -raw materials
    - work in progress
    - count/estimate of finished product
    - snapshot of total component parts in storage
    Note: ask about problematic suppliers and components, stagnant inventories interrupt flow and can lead to instability
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15
Q

The fifth step in an actual value stream is to determine external material flow, what are the characteristics of this step?

A

Plot deliveries from the supplier to the customer

Insert data boxes for:
- order quantity
- package size
- shipping plans
- lead time
- order adjustments
1. frequency of incoming goods
2. frequency of customer deliveries
3. frequency of rush deliveries
4. means of transport
5. incoming inspection
Note: specify minimum, maximum, and/or average
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16
Q

The sixth step of an actual value stream is drawing internal material and information flow, what are some characteristics of this step?

A
  1. Determine whether flow is push or pull based
  2. Insert symbols for material flow
  3. Production control information
  4. Insert internal information
  5. define pacemaker process
    Note: information flow can be treated like processes with stagnant inventory (reports, orders), show documents which transfer data, sequence information determines the type of pull system
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17
Q

The final step when creating an actual value stream is the calculation throughput time and enter value creation time. What considerations must be made in this step?

A
  1. carry out calculations:
    - process times
    -NVA times
    - throughput times
  2. Calculate total production time as a percentage of production throuput time
    Note: clarify VA and NVA, time may not be divided by the number of parts unless the part can be made individually
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18
Q

A process is defined as…

A

an activity in which material flow can come to a halt on either side

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19
Q

What is the pacemaker process?

A

Any process along a value stream that sets the pace for the entire stream.

The pacemaker process usually is near the customer end of the value stream, often the final assembly cell.

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20
Q

What is lead time?

A

refers to the time period from placement of an order until the finished product is handed over to the client. This includes all process times, as well as all waiting times (warehouse, inventories, … ).

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21
Q

What is takt time?

A

Takt time is the speed at which the customer takes away parts.

 Customer takt = working hours/ customer demand
Working hour = gross working hours – break - meetings

Production in takt time
For satisfaction of customer requirements, production takt has to match customer takt.

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22
Q

What is line takt?

A

Line takt is the target speed of the line to cover customer demand.

  Line takt = customer takt × Effect factor
  Effect factor = 100% – adjusted line speed (%)

Adjusted line speed = time allowance for Q-stop and minor disruptions

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23
Q

What is cycle time?

A

Cycle time is the time a part needs in order to pass through one process.

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24
Q

What is throughput time?

A
  • every process only produces what the next process requires at the time it is required
  • all efforts should be made toward reducing throughput time
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25
Q

What are characteristics of lean production?

A
  1. Production in takt time
  2. Continuous flow
  3. Pull system
  4. Controlling the pacemaker process
  5. Smoothing
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26
Q

What is continuous flow?

A

Processes should be synchronized and close to each other

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27
Q

What are some characteristics of a pull system?

A

**pull system= flow production

Production on demand with pull system to optimize resources and stock

In a pull system the workers work together. The production is pulled by customers demand.

Here they have a flow production with one piece in the inbox (material) and one piece in the outbox (product). Each piece is directly transferred to the next process.

Be aware: A problem in process A does immediately effect the downstream processes. So you see the importance of Jidoka.

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28
Q

What is process smoothing?

A

produce intermediate goods at a constant rate so that futher processing may also be carried out at a constant and predictable rate

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29
Q

In general, what should be considered in the future value stream as basis for a lean system?

A

Flow, takt time, pull, smoothing, pacemaker process

30
Q

What are some characteristics of a push system?

A

** push system= batch production

In a push system every worker works for his own, like being on a separate island (you see each other, but you don’t work together).

You have your own inbox (work in progress), your work and your own outbox (work in progress).

The work in progress is only transferred in batches to the next island.

A problem in process A does not effect another process further downstream, due to the inventory between those processes.

31
Q

What are characteristics of One-piece flow?

A

A flow production with a batch size of 1 is called
one-piece flow.
We want to overcome the batch production and aim for one-piece-flow.
One-piece flow is the ideal pull system (flow production).
Multiple process steps form one process chain with each process step working on 1 piece (= batch size of 1).
If a problem occurs in one process step the whole process stops. Hence a high process quality is needed.
A synonym is single-piece flow.

32
Q

What are the benfits of a pull system?

A
  1. avoidance of overproduction
  2. shorter throughput time (customer order is fulfilled earlier)
  3. less WIP (less inventory) and hence less space needed
33
Q

What are some characteristics of batch production?

A
  1. As long as raw material is available the production process keeps running - not considering the customer demand.
  2. Every worker works as longs as raw material is available in the inbox. The finished product of one work station is stocked in the outbox and pushed to the next work station (process step) - whether the next work station is ready or not.
  3. Push production is easily spotted by seeing a lot of inventory along the working station.
34
Q

What is work in progress (WIP)?

A

Work in progress is the number of unfinished goods employees are working on at the same time (unfinished goods in inbox + at the work station + in outbox).

35
Q

What is batch size?

A

The quantity of pieces that are passing through one process step before moving on all together to the next process step.

36
Q

Flow production in a pull system is?

A

A pull system is production on demand - it is only produced, what the customer ordered. The production is initiated (pulled) by the customers demand.

Each production process only produce the amount of pieces needed by the following production process.

So needed quantity of work in progress and raw material is based on the actual need and not on any forecast.

You’ll learn how this need (pull) is signaled within the production on the next site.

37
Q

What are some of the disadvantages of a push system?

A
  • longer throughput time

- batch production with a batch size greater than one leads to higher work in progress (WIP)

38
Q

Production on demand with pull-system optimizes?

A

Resources and stock

39
Q

Requests for replenishment are triggered at?

A

point of use with a kanban in response to the actual consumption rates or inventories (= pull) and not on the basis of predicted demand (= push).

40
Q

What is a Kanban (Japanese for “card”/“sign”)?

A

Kanban is a lean method to manage and improve work across human systems. This approach aims to manage work by balancing demands with available capacity, and by improving the handling of system-level bottlenecks.

Signals the demand to do something. It is a way to communicate in the production.

Basic information are:
What needs to be produced when?
When and where are supplies needed?

41
Q

What is transport Kanban?

A

The transport kanban signals that parts need to be transported to a specific location.

Information is written down on the card.

Minimum information:
part no. and name
kind of container
quantity in container 
place of installation/storage
code for supermarket area
code for supply route
42
Q

What is production Kanban?

A

The production kanban signals that parts need to be produced.
Information is written down on the card.

Minimum information:
part no. and name
kind of container
quantity in container 
place of installation/storage
code for supermarket area
code for supply route
43
Q

What are the two different types of pull systems?

A
  1. Fill-up pull (super-market)

2. Sequential pull (string of pearls)

44
Q

What is a fill-up pull system?

A

characterized by a supermarket after each work step containing min. inventory of all variants.

Application: High level of product diversity and high storage costs

Pros:

  • Individual processes are decoupled by defined stock levels
  • Delivery times to customers are short and stable (all products are available in the supermarket)
  • Adjustment is easy if the customer changes order volumes, even after the order has been placed
  • Each work step is responsible for the replenishment of the stock and therefore manages itself
  • Compared to the push system, stock levels are monitored and minimized wherever possible

Cons:

  • All parts and all variants must be kept in plant storage
  • long and unstable production processes could be hidden
45
Q

What is a sequential pull?

A

A system in which the upstream and downstream work steps process the parts in the same sequence according to customer demand.

Application: High volumes and low product diversity

Pros:

  • The pacemaker process facilitates short and stable ramp-up times
  • Minimized inventory
  • A sequential pull system can be adapted to accommodate products that cannot be warehoused (e.g., due to a short storage life)
  • Represents a strong incentive for “lean” production, as the sequential pull system is very similar to continuous flow production

Cons:

  • Delivery time to the customer has to be longer than the production ramp-up time
  • The number of units moved between the individual work steps must remain constant in order to guarantee a balanced material flow
46
Q

Usually we use fill-up pull (supermarket system) - why do you think we do so?

A

Because with a fill up pull system, we can decouple two processes

47
Q

Which statements regarding a pull system are true?

A
  • The steering in a pull system done by using Kanban.
  • Kanban is tool for communication in a pull system.
  • In a pull system, the logistical chain is steered from a production point of view!
48
Q

What are the two types of Kanban that we have in production?

A
  • production kanban

* transport kanban

49
Q

How do you control the pacemaker process?

A
  • Nothing can move faster than the pacemaker
  • Only one process must be controlled.
  • Processes after the downstream pacemaker must be performed as a flow in accordance with FIFO
50
Q

Who is the pacemaker in a fill-up pull (supermarket)?

A

Fill-up pull– the pacemaker should be the LAST process step (close to the customer).

** sequential pull the pacemaker should be the FIRST process

51
Q

Who is the pacemaker in a sequential pull?

A

The pacemaker process can be at the beginning of the process.
Note: In case of a sesuential pull (FIFO) no “overtaking” of process steps is possible.

52
Q

What is the improvement sequence for the pacemaker?

A

Step 1: Improve the pacemaker
Step 2: Work downstream of the pacemaker through the FIFO system to the customer
Step 3: Work upstream from the pacemaker

As a result, more processes are linked step-by-step with the customer demand via the pull from downstream processes.

53
Q

In general, the main products account for how much of daily production?

A

70-80%

54
Q

What are the four steps of smoothing?

A
  1. Leveling
  2. Smoothing
  3. Increase the number of cycles
  4. Target production form
55
Q

What are the 4 steps to get a value stream from actual state to ideal state?

A
  1. Create actual state value stream
  2. Creat ideal value flow
  3. Derive a target state using predermined boundary conditions
  4. CIP
56
Q

What are the key questions when developing a target value stream?

A

What is the target takt time for the selected product family?

Where can continuous flow production be introduced?

Is production performed in the supermarket warehouse (for finished goods)? Where is use of supermarket pull systems necessary?

Which process in the chain is to be the pacemaker?

How is the production mix smoothed at the pacemaker point?

Which sequence is forwarded to the pacemaker and accepted by it?

Where must set-up times be reduced so that production can take place smoothly?

What process improvements are necessary in order to fulfill customer requirements on schedule (maximum processing time)?

57
Q

The first step in a target value stream is determine takt time and customer requirement, what considerations should be made?

A
  • What needs do the customers have?

- Where can the production capacity be adapted to suit demand?

58
Q

In a target value stream, the second step is to use continuous flow production, what are some questions you should ask yourself when considering this step?

A
  • What is hindering continuous flow?

- Where can continuous flow be introduced?

59
Q

The third step in a Target value stream is designing material flow and production warehouses. What are some questions you should ask?

A
  • How does material flow reach customers?

- What type of supermarket can be created between processes?

60
Q

The fourth step in a target value stream is information flow, planning and smoothing, what are some considerations that should be made?

A
  • What is the suitable pacemaker position?

- What are the optimum production batch sizes?

61
Q

The fifth step in a target value stream is a detailed design of the pull system. What are some questions that should be asked during this step?

A
  • How is production informed of the production requirements?
  • What products are required to ensure smooth process?
  • What are the kanbans like?
  • What are the dimensions of the Kanban?
62
Q

The sixth step in a target value stream is the reaction to demand fluctuations, what is the consideration you should make?

A
  • how will the overall system react to fluctuations in demand?
63
Q

The final step in a target value stream is to determine what are the required improvements?

A
  • What should the futher requirements be aimed at in order to raise performance of the value stream to the level of business requirements to be expected?
64
Q

What questions would you ask in order to develop a target state?

A

What is the target takt time for the selected product family?

Where can continuous flow production be introduced?

Is production performed in the supermarket warehouse (for finished goods?) Where is use of supermarket pull systems necessary?

Which process in the chain is to be the pacemaker?

How is the production mix smoothed at the pacemaker point?

Which sequence is forwarded to the pacemaker and accepted by it?

Where must set-up times be reduced so that production can take place smoothly?

What process improvements are necessary in order to fulfill customer requirements on schedule (maximum processing time?)

65
Q

Information flow examples are?

A 
Ordering of raw material
Production job 
Shipment schedule
Customer orders
Market forecasts

** Flows toward the vendor

66
Q

Material flow examples are?

A

Raw material
Partial assembly
Assembly
Finished parts

** Flows toward the customer

67
Q

A push system is steered by what type of system?

A

Material Requirements Planning (MRP) systemed base don date from a production planning system (PPS), parts list and stock

68
Q

What are some typical assumptions of Material Requirements Planning (MRP) system?

A
  1. Stable demand
  2. Consistent quality
  3. stable ramp-up times
  4. appropriate stock levels
  5. accurate data

** if these assumptions are violated, the system has to be overrideen in order to keep customers satisfied

assumptions violated—>”emergency” develops—–> rules overridden

69
Q

What are some examples of Kanban?

A
  • card
  • container (2-bin principle)
  • ball (roller delivery)
  • light
  • free space
  • electronic (computer)
70
Q

What is a tool that can be used fro smoothing customer requirements?

A

Planning board (Hejunka)

ProKit Exam 1 (7 decks)

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