Value Stream Mapping - Can anyone help me in developing a VSM?

[chuachomvn]

Here is a VSM that I received green belt for. Also got huge contract.

My Dear

I am still confusing between utinilzation time and uptime? Are they identical?

When we calculate WIP level for an unbalanced line (penny fab2) we come up with utilization time instead of uptime. Uptime is related to availability but not utilization. Therefore my question is why we use uptime in the VSM instead of utilization time!

Thank you for your time

Regards,

 

[Bev D]

uptime is the time is when the equipment is in goood working order and available to be used whether it is being used or not.

utilization time is the time that the equiment is actually used in building build product. However, not all utilization time is value add time; it depends on your definitions. In Lean, the two times that matter are value add time and non value add time. Everything else is industrial engineering details...that may or may not be useful in leaning out your process...

There are no laws about what goes on the VSM. up time is arguably more important than utilization time IF your metric box lists the value add time for the operation. (value added utilization time will be included in the value add time) However you must be sure to truly identify value add and non value time. some traditional industrial engineers will include setup time and transport time in the equipment as 'utilization' and value add time. these are not value add time.

 

[Ashmot - 2010]

hi! im jericho, currently a BS Industrial Engineering student of the University of the Philippines. Im doing an internship here at Wyeth Philippines and one of the tasks given to me is to develop a value stream map for our plant.

Im wondering if anyone could help me out on how to do VSM.

Thanks/

Jericho,
This might be too late, but I will still post my comments.

When I created a VSM for the first time, I used these steps.

1.Use technical experts to identify products and steps used for each product to manufacture.
2. Sort the matrix based on common steps
3. Identify product families that make sense with the help of team
4. Add annual volume produced for each product type
5. Add volumes within each product family
6. Sort the matrix based on total volume by product family
7. Select product family based on this matrix to develop VSM
8. Start from customer demand and calculate Takt time
9. Identify type & frequency of communication from customer to Sales / Production Planning
10. Identify type & frequency of communication from Sales / Production Planning to Purchasing
11. Identify type & frequency of communication from Purchasing to Supplier(s)
12. Identify delivery frequency, mode of transportation and quantity within a batch of load delivered from supplier to the factory
13. Lay out process steps showing type of material flow (push mostly, pull, kanban, etc.) with WIP quantity between each step
14. Populate data boxes for each process steps
15. Show hidden factory where product comes back to a preceding step for rework and quantify them
16. Add Information flow from production planning to all process steps based on frequency
17. Identify low hanging fruits for improvement with the team.

NOTE: ALL THIS HAS TO BE DONE WITH THE TEAM ON A PIECE OF PAPER, POST IT NOTES, COLOR TAPES/MARKERS, etc.)

 

[chuachomvn]

Jericho,

This might be too late, but I will still post my comments.

You can look for a book name "Learning to See". This is a good book that brings you a lot of ideas and information about Lean.

Hope this helps.

Yours sincerely.

 

[Stijloor]

Chuachomvn,

Thank you for this reference.

Here's the book.

Stijloor.

 

[peacewong]

Upload the VSM sample in my company.

 

[wmarhel]

uptime is the time is when the equipment is in goood working order and available to be used whether it is being used or not.

Something to consider when using the term "uptime" or any other metric, is that everyone involved in the process needs to understands what it means, as well as its purpose. While it is half a dozen of one and six of the other, downtime is probably more commonly used as metric since it probably more commonly understood across a spectrum of groups: maintenance, accounting, operations, materials, etc.

If your uptime is low on a particular piece of equipment, say 20 to 40% for example; are you really looking to improve the quality of the time the piece of equipment is up and running? What you are really looking to do is attack is the root causes for the machine being down (i.e. Downtime). It's an inverse of uptime and is like measuring a safety index (OSHA recordables) where the lower the number the better. The downtime at a particular point in the process, if determined to be excessive, could warrant a "kaizen burst" as per the book "Learning to See". Maybe the trouble point requires the use of OEE to pinpoint the root cause for the downtime.

The real question isn't about which one is more appropriate than the other, but what makes sense for your group, division, or company. Just be consistent and make sure that everyone understands the true intent of measuring something and that it isn't meant to be an enabler for finger pointing.

Food for thought....

Wayne