Module 02- Section 04 Case Study The Mock Company, Drawing the current state map
After each stage of the presentation with the mock company, we stop and apply the new knowledge to Sky View Airplane Company. We also like to refer to this exercise as the Lego Simulation. (see PDF in Lean 101 Folder)
Draw the current state map by working backwards through the system.
In this case, we will begin with the customer. As we create the map, try to observe the way the material and information flows. Material flow identifies the movement of physical product through the value stream. Information flow shows sources of data that tell a process what to do or produce. Be mindful also of the Material Transformation Process in which raw materials are transformed into subassemblies and eventually into the final product. The Mock Company has a customer.
This is identified in our map by an icon that represents a material source. This kind of icon can be used to show a customer, a supplier, or an outside manufacturing process.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
The customer demand is presently 100 pieces per day. This is identified by another material icon used to represent the trucked shipment or shipments. The text on the icon notes the frequency of shipments.
The arrow is also a material icon. This particular arrow is used to show movement of finished goods to the customer.
The customer sends in daily orders and they are processed. This series of boxes represents the flow of information as related to these orders.
Each of these boxes is an icon that represents a particular manufacturing process. One process box represents an area of flow. All processes should be labeled. The boxes are also used for departments such as production control. In our case study, the orders go through order entry, then production control, then planning, and then materials.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
The Zig Zag arrow here is an information arrow and represents electronic information flow. For example, via Electronic Data Interchange or, EDI.
The straight arrows are arrows that represent manual information flow. For example, a production schedule or shipping schedule.
This top row of icons represents some of the basic information flow as related to a particular product or product family.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
What we are going to do next is follow some of the material flow through the plant. From left to right we have the various manufacturing processes. We have Stamp, Press, Weld, Assembly and Shipping.
The operators for each process are represented by this icon implying that a person is being viewed from above. Each operation has one person except for assembly where we see two people are needed.
The arrow in this case represents the movement of production material by PUSH. This means that material that is produced and moved forward before the next process needs it. This is usually based on a schedule.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
The triangular icon represents inventory between each of the operations. The inventory count should be noted. When we walked the process in the Mock Company, we found the count between the processes. Between stamp and press we have 1500 pieces. Between Press and Weld, 1750 pieces. Between Weld and Assembly, 2000 pieces. Between Assembly and Shipping, 2000 pieces.
The steel supplier is shipping Weekly.
The truck shipment is two coils.
Each coil represents 1500 pieces.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
Data boxes are used below each of the operations to record information concerning a manufacturing process, department, customer, etc. The next step in our case study is to gather the data for each of the operations. We want to include as much meaningful information as we can find in these data boxes.
Lets focus in on the data box for the Stamp Operation. The cycle time specifies how frequently an item or product is completed by a process as timed by direct observation. It also means the time it takes an operator to go through all of his or her work elements before repeating them.
Change over is when a piece of equipment has to stop producing in order to be fitted for producing a different item. For example, the installation of a different processing tool in a metal working machine,
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
different color paint in a painting system a new plastic resin and mold in an injection molding machine, loading different software, and so on. Changeover time specifies how long this takes.
The third piece of information in this data box lets us know that we are running 1 shift
The yield lets us know what percentage of our material is being produced into a usable product or product family. This implies that whatever is left over is discarded. Generally, we refer to this discarded material as scrap.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
As we compare the data across all of the operations, we make the following observations.
The cycle time for Stamp is one Second.
Press equals 10 Seconds
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
Weld Equals 20 Seconds
Assembly equals 45 Seconds.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
The changeover times are Stamp = 90 Minutes, Press = 30 minutes, Weld 30 minutes, Assembly = 30 minutes.
Yields are Stamp 85%, Press = 100%, Weld = 90%, Assembly = 100%
At this point we know that Planning gives a weekly Schedule to Stamp, Press, Weld, and Assembly, which is adjusted daily. This is represented here with an information icon and some manual information flow arrows.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
The Mock Company does some daily expediting, where they gather information from each of the operations. They check inventory levels and adjust schedules.
The glasses represent Go See an information icon that represents Go See production scheduling. This information is fed back to production control and then planning as indicated by the dotted arrows and then the schedules are adjusted.
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
This graph along the bottom looks at production lead time. Lead time is the time required for one piece to move all the way through a process or value stream from start to finish. Envision moving a marked item as it moves from beginning to end. By looking at this graph we can determine:
By looking at this graph, we can determine Value Added and non Value Added activities. THE END
1.5 Minute Review:
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
Course notes, Lean 101, Module 2 Section 4 http://www.lean101.ca
