Training Pack
Standard Business Roadmap Value Stream Analysis / Mapping
Value stream mapping is the start to any lean transformation “Where you can flow you flow Where you can’t flow You Pull !
Value Stream Mapping AGENDA
!
Introduction to mapping
!
Creating a Current State Map
!
Introduction To Lean Techniques
!
Creating a Future State Map
!
Using a Map as a basis for Tactical Implementation Planning
Definition of Value Stream Map A Value Stream Map is a diagram of all actions (both value added and non-value added) required to bring a product through from raw material to the arms of the customers
Current
Representation of Current State: reveals waste and its sources
Future
Representation of Future State: explains how lean business will flow
Introduction to Mapping Toyota have been benefiting from Material & Information Flow Mapping since 1940’s Taiichi Ohno could not see waste at a glance (especially across a geographical area)
He developed Material & Information Flow Mapping as a standard method for mapping the flows visually Became the standard basis for designing improvements at Toyota - as a common language it became one of their business planning tools Value Stream Mapping is now utilised throughout the world, in many businesses to strategically plan
Principles for Creating a Value Stream Map
• Diagram needs to be on one sheet of paper • Use the standard format for the diagram • Use the standard symbols for the diagram • Capture all of the data yourself • Walk, Understand and Validate the process • Involve as many people as practical • Use paper and pencil
Value Stream Mapping V’s Process Mapping •VALUE STREAM MAPPING
•PROCESS MAPPING
!
Considers the whole value stream
!
Concentrates on a single process
!
Identifies non value added between processes
!
Identifies non value added within a process
!
Improvements to system are usually significant but difficult to achieve
!
Improvements to process are usually small but very easy to implement
!
Enables long term strategy to be planned
!
Enables short term tactical planning
Standard Diagram Format for Single Site Order Demand Signal •Annual Forecast •22 Week Forecast •Weekly Order •Daily Expedite
Supply
Free Issue Material
Production Control
Customer
Monthly quantities Weekly
DAILY EXPEDITE
Reduce Inventory Supply Negotiations
I
PART MARK
I
Lengthy Despatch Process
Set-ups?
SLOT
I
SAW
I
CNC
I
ENGRAVE
I
VAPOUR BLAST
I
SHIPPING
PRODUCTION LEAD TIME
22 days
35d
3.125d
0.625d
6.25d
3.125d
3.125d
5.625d Processing time
2.5m
15m
90m
45m
6m
7m 165.5 mins 0.65%
Product Family matrix Determine the product family : PROCESS AND EQUIPMENT STEPS Weld 1 Weld 2 Assy 1 Assy 2 Polish Pack
PRODUCTS
!
Left Right Upper Lower Inner skin Outer skin
x x x x x x
x x x
x x x x x x x x x
x x x x
Using the Value Stream Mapping Course CURRENT STATE MAPPING
Product family Current state drawing
!
Understanding how the shop floor currently operates.
!
The foundation for the future state.
!
Designing a future state.
2 days
Future state drawing
Plan and implementation
Using the Value Stream Mapping Course CURRENT STATE MAPPING
Product family
!
Understanding how the shop floor currently operates.
!
Material and information flows. Draw using icons. Start with the “door to door” flow. Have to walk the flow and get actuals • No standard times. • Draw by hand, with pencil. Foundation for future state.
Current state drawing 2 days
Future state drawing
Plan and implementation
! ! !
!
Levels of Value Stream Start here!
Process Single plant Multiple plants Across companies
Value Stream Mapping AGENDA !
Introduction to mapping
!
Creating a Current State Map
!
Introduction To Lean Techniques
!
Creating a Future State Map
!
Using a Map as a basis for Tactical Implementation Planning
Creating a Current State Value Stream Map
THE 7 STEPS 1.
Customer Requirements
2.
Draw Process Steps
3.
Process Data
4.
Inventory
5.
Material Flow: Supplier to Manufacturer & Manufacturer to Customer
6.
Information Driving Flow & Internal Material Flow
7.
Manufacturing Lead Time & Processing Time
“Slug Brackets” Data Set Slug Brackets stamping company produces several components for Slug assembly plants. This case concerns one product family: a titanium fastening bracket subassembly in two types: one for A1 Slugs and one for A2 Slugs. These components are sent to Final Assembly Line (FAL)
Customer Requirements • 320 pieces per month • 200 per month of Type A1 • 120 per month of Type A2 • Customer plant operates on 2 shifts • Palletised returnable tray packaging with 1 brackets in a tray and up to 10 tray’s on a pallet. The customer orders in multiples of trays • One daily shipment to the assembly plant by Truck
Work Time • 20 days in a month • Two shift operation in all production departments • Eight (8) hours every shift, with overtime if necessary • Two 10-minute breaks during each shift Manual processes stop during breaks Unpaid Lunch-all processes continue
“Slug Brackets” Data Set Production Processes • “Slug Brackets” process for this product family involves stamping a metal part followed by welding and subsequent assembly. The components are then staged & driven to the FAL on a daily basis. • Switching between Type A1 and Type A2 brackets requires a 1 hour changeover in stamping and a 10-minute fixture change in the welding processes •Coils (500ft) are supplied by the Coils R Us. Deliveries are made to “Slug Brackets” on Tuesdays and Thursdays by truck
“Slug Brackets” Production Control Department • Receives FAL 90/60/30 - day forecasts and enters them into MRP via EDI • Issues “Slug Brackets” 6-week forecast to Coils R Us. via EDI • secures coil steel by weekly faxed order release to Coils r Us. • Receives daily firm order from the FAL via EDI • Generates MRP based weekly departmental requirements based on customer order, WIP inventory levels, F/G inventory levels, and anticipated scrap and downtime • Issues requirement to Coils R Us for it 500ft coils. • Issues weekly build schedules to Stamping, Welding, and Assembly processes • Issues daily shipping schedule to Shipping Department
“Slug Brackets” Data Set Production Processes: All processes occur in the following order and each piece goes through all processes 1.) STAMPING (The press makes parts for many SB products) •1 operator to run press •Automated 10 ton press with coil(automated material feed) •Cycle Time: 1 minute (60 pieces a hour) •Changeover time: 1 Hour (Good piece to good piece) •Machine reliability: 85% •Observed inventory: 5 Days of coils before stamping 150 pieces of Type A1 finished stampings 24 pieces of Type A2 finished stampings 2.) SPOT WELD WORKSTATION 1 (Dedicated to this product family) •Manual process with 1 operator •Cycle Time: 39 minutes •Changeover time: 10 minutes (Fixture change) •Reliability: 100% •Observed inventory: 36 pieces of Type A1 after process; 6 pieces of Type A2 3.) SPOT WELD WORKSTATION 2 (Dedicated to this product family) •Manual process with 1 operator •Cycle Time: 46 minutes •Changeover time: 10 minutes (Fixture change) •Reliability: 80%
•3.) CONT’D •Observed inventory: 6 pieces of type A1 before spot weld 2; 16 pieces of Type A1after spot weld; 18 pieces of Type A2. 4.) ASSEMBLY WORKSTATION 1 (Dedicated to this product family) •Manual process with 1 operator •Cycle Time: 62 minutes •Changeover time: non •Reliability: 100% •Observed inventory: 42 pieces of Type A1 6 pieces of Type A2 5.) ASSEMBLY WORKSTATION 2 (Dedicated to this product family) •Manual process with 1 operator •Cycle Time: 40 minutes •Changeover time: none •Reliability: 100% •Observed finished goods inventory in warehouse: 27 pieces of Type A1 14 pieces of Type A2 6.) SHIPPING DEPARTMENT Removes parts form finished goods warehouse and stages them for Truck shipment to customer
Creating a Current State Value Stream Map (2) You need: !
A Large Piece of Paper
!
A Pencil
!
An Eraser (absolutely)
!
A Ruler (maybe)
!
A set of detailed information / data about the company • Its Processes, Machines, Employees, Stock , WIP etc • Its Suppliers • Its Customers
White-board exercise
Let’s begin!
Step 1 - Customer Requirements F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts Pack size = 1
ily 1 x Da
.
Step 2 - Process Steps F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts Pack size = 1
ily 1 x Da
Stamping
Spot weld # 1
Spot weld # 2
Assembly #1
Assembly # 2
Shipping
.
Step 2 - Process Steps F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts
Multiple process in parallel
Pack size = 1
ily 1 x Da
Stamping
Spot weld # 1
Spot weld # 2
Stamping
Spot weld # 1
Spot weld # 2
Assembly # 1
Assembly # 2
Shipping
.
Step 3 - Process Data F.A.L. 320 pieces/ month •200 A1 • 120 A2 2 shifts Pack size = 1
ily 1 x Da
Stamping
Spot weld # 1
Spot weld # 2
Assembly # 1
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over= 60 min
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Assembly # 2
Shipping
10 T
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
Uptime =100% 1x
.
Step 4 -Inventory F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts Pack size = 1
ily 1 x Da Draw these then erase after explanation
I Stamping
I
I
Spot weld # 1
Spot weld # 2
Assembly # 1
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
10 T
5 days
Assembly # 2
Shipping
I 150 A1 24 A2
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
Uptime =100% 1x
.
Step 4 -Inventory F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts Pack size = 1
ily 1 x Da
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld # 1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x
.
Label the Map F.A.L. 320 pieces/ month •200 A1 •120 A2 2 shifts Pack size = 1
ily 1 x Da
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld # 1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x Slug Brackets Stamping Currents State Map Date :
.
Step 5 - Material Flow Supplier / Mfr & Mfr / Customer F.A.L.
Coils r us
320 pieces/ month •200 A1 •120 A2
500 ft coils
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld #1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x Slug Brackets Stamping Currents State Map Date :
.
Step 5 - Material Flow Supplier / Mfr & Mfr / Customer 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
500 ft coils
2 shifts Pack size = 1
ily 1 x Da
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld # 1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x Slug Brackets Stamping Currents State Map Date :
.
Step 6 - Push & Pull Material Information Flows 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
MRP
500 ft coils Weekly plan
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld # 1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x Slug Brackets Stamping Currents State Map Date :
.
Step 6 - Push & Pull Material Information Flows 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
MRP
500 ft coils Weekly plan
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
Daily shipping plan
I 5 days
Stamping 10 T
I 150 A1 24 A2
Spot weld # 1
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85% 1x
Uptime =100% 1x
Uptime =80% 1x
Uptime =100% 1x
I 27 A1 14 A2
Shipping
Uptime =100% 1x Slug Brackets Stamping Currents State Map Date :
.
Step 7 - Lead Time & Processing Time 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
MRP
16 pieces/ day
500 ft coils Weekly plan
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
Daily shipping plan
I 5 days
Stamping 10 T
I
Spot weld # 1
150 A1 24 A2
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85%
Uptime =100%
1x 5 days
1x 39 minute
Uptime =100%
1x 3 days
10.9 days
1 minute
Uptime =80%
1x 3 days
62 minute
Shipping
Uptime =100%
1x 2.1 days
46 minute
I 27 A1 14 A2
2.6 days
40 minute
Slug Brackets Stamping Currents State Map Date :
.
Step 7 - Lead Time & Processing Time 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
MRP
16 pieces/ day
500 ft coils Weekly plan
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
Daily shipping plan
I 5 days
Stamping 10 T
I
Spot weld # 1
150 A1 24 A2
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85%
Uptime =100%
1x 5 days
1x 39 minute
Uptime =100%
1x 3 days
10.9 days
1 minute
Uptime =80%
46 minute
Production Lead Time = 26.6 days
1x 3 days
62 minute
Shipping
Uptime =100%
1x 2.1 days
I 27 A1 14 A2
Processing time = 188 mins 2.6 days
40 minute
Slug Brackets Stamping Currents State Map Date :
.
Complete State Current State Value Stream Map 6 week forecast
30/ 60/ 90 day forecast
F.A.L.
Production Planning
Coils r us
Daily expedite
Weekly fax
320 pieces/ month •200 A1 •120 A2
MRP
16 pieces/ day
500 ft coils Weekly plan
2 shifts
Tuesday and Thursday
Pack size = 1
ily 1 x Da
Daily shipping plan
I 5 days
Stamping 10 T
I
Spot weld # 1
150 A1 24 A2
I 42 A1 6 A2
Spot weld # 2
I 16 A1 18 A2
Assembly # 1
I 42 A1 6 A2
Assembly # 2
Cycle time= 1 minute
Cycle time= 39 minute
Cycle time= 46 minute
Cycle time= 62 minute
Cycle time= 40 minute
Change over=1 hour
Change over=10 min.
Change over=10 min.
Change over=0 min.
Change over=0 min.
Uptime =85%
Uptime =100%
1x 5 days
1x 39 minute
Uptime =100%
1x 3 days
10.9 days
1 minute
Uptime =80%
46 minute
Production Lead Time = 26.6 days
1x 3 days
62 minute
Shipping
Uptime =100%
1x 2.1 days
I 27 A1 14 A2
Processing time = 188 mins 2.6 days
40 minute
Slug Brackets Stamping Currents State Map Date :
.
Value Stream Mapping
Go and map your own processes. Current state map
Value Stream Mapping AGENDA !
Introduction to mapping
!
Creating a Current State Map
!
Introduction To Lean Techniques
!
Creating a Future State Map
!
Using a Map as a basis for Tactical Implementation Planning
Designing a Lean Flow FUTURE STATE MAPPING
Product family Current state drawing 2 days
Future state drawing
Plan and implementation
!
If you don’t design a future state then
!
so far it’s all been waste
!
You may not get it right first time, keep updating
!
Becomes the foundation for your T.I.P.
!
Begin with the current state
!
First try should be low cost no cost
!
Move existing kit
!
Make only minor purchases
Apply Lean techniques
Waste Elimination
Traditional Focus • Work Longer-Harder-Faster • Add People or Equipment
Value Add
Waste
LEAD TIME
Lean Manufacturing • Improve the Value Stream to Eliminate Waste
Isolated Efficiency V’s System Efficiency
7 Wastes
Over-production Not Right First Time Scrap, Rework & Defects
7 6
Over-processing
1
2
WAS TE 5
Transportation
3
4 Waiting
Inventory
Motion
Overproduction Definition To produce sooner, faster or in greater quantities than the absolute customer demand
Manufacturing too much, too early or "Just in Case". Overproduction discourages a smooth flow of goods or services. Takes the focus off what the customer really wants. Leads to excessive inventory.
Takt Time Takt is a German word meaning ‘beat’ (metronome) Takt time is matching the pace of production to customer demand. Adherence to Takt time will ensure customer satisfaction through 100% on time delivery Takt
=
total time available* total customer demand
57.5 minutes
=
2(480-20) minutes 16 pieces
* only management allowances are deducted:e.g. tea breaks, lunch breaks, team meetings, clean down time Beat makes no allowances for machine inefficiency e.g. breakdowns, changeovers
Go to Flip Chart
Takt time Cycle time
Op 1 Op 2 Op 3 Op 4
Build to Shipping or to Supermarket? TO SHIPPING
TO SUPERMARKET
F.A.L.
F.A.L.
ily 1 x Da
Process
ily 1 x Da
Shipping
Shipping
Process
Which is better?
Go to Flip Chart
1.
Peak demand
F.A.L.
2.
F.A.L.
Lower peak
Finished goods
One Piece at a Time Manufacture Batch production
Single piece flow
Process C Process B
Process A
Process Process A B
Process C
One Piece at a Time - Effect on Lead Time Batch production - Lead time 17 units of time Continuous flow processing - Lead time - 7 units of time Process
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Transfer time
A B
Transfer time
C First part complete after 3 units
Complete
First part complete after 13 units
Complete
Solution to Scheduling - Supermarket Pull System • Customer goes to supermarket and withdraws what it needs when it needs it. • Supplier process produces to replenish what the customer has withdrawn.
Production Kanban
Withdrawal Kanban
Supplier Process
Customer Process New product
Withdrawn product
Inventory Marketplace
Scheduling Your Value Stream Pull System now schedules supply processes: only schedule one place Schedule
Stamping
Spot weld # 2
Assembly # 1
Shipping
F.A.L.
10 T
Flow Schedule
Stamping
Spot weld # 2
Assembly # 1
Shipping
10 T
Flow
F.A.L.
Scheduling Your Value Stream Whip effect of volume fluctuation
Stamping
Spot weld # 2
Assembly # 1
Shipping Pacemaker
10 T
F.A.L.
Flow Coupled Processes but: Larger whip effect, larger supermarkets; large batches, large supermarkets; long changeovers, large supermarkets OOXXOOXX
Stamping 10 T
Spot weld # 2
Assembly # 1
Pacemaker
Shipping
F.A.L.
Flow Ideally minimal fluctuation at Pacemaker and minimum batch size to reduce stock in up stream processes
Levelling Production at the Pacemaker Process Production schedule Monday = 40A Tuesday =10A, 30 B Wednesday =1 B, 1C Thursday = 40 C Friday = 1 C, 1 A
Production scheduler Build every part every day
Translates to:
Monday: 10 A, 6 B, 9 C Tuesday: 10 A, 6 B, 9 C Wednesday: 10 A, 6 B, 8 C Thursday: 10 A, 7 B, 8 C Friday: 11 A, 6 B, 8 C Every part every ship window
Monday: 5 A, 3 B, 5 C Tuesday: 5A, 3 B, 5 C Wednesday: 5 A, 3 B, 4 C Thursday: 5 A, 4 B, 4 C Friday: 6 A, 3 B, 4 C
Monday: 5 A, 3 B, 4 C Tuesday: 5A, 3 B, 4 C Wednesday: 5 A, 3 B, 4 C Thursday: 5 A, 3 B, 4 C Friday: 5 A, 3 B, 4 C
A Lean System all Processes are Linked
SHIPPING Supplier
Process
Supplier
Process
Assembly plant
All Processes linked to produce exactly what their customer wants when the customer needs it.
What do we do if a link breaks?
What do we do if a Link Breaks?
Problem Solve - Maintain Flow!! Do NOT add “Waste” to act as a safety net and cover the problem
How do we know if a link/process has broken?
When do we find out if a link has broken?
" " " "
The amount of work produced at the Pacemaker process is to schedule. Each part of the process is working to Takt And are you providing a Takt image? Monitor the process at set intervals; your management time frame!
1 week 1 day 1 shift takt 1 hour
Value Stream Mapping AGENDA "
Introduction to mapping
"
Creating a Current State Map
"
Introduction To Lean Techniques
"
Creating a Future State Map
"
Using a Map as a basis for Tactical Implementation Planning
