Created by High Performance Solutions Inc and in partnership

with Alberta Agriculture and Rural Development

 Automation Assessment Process

The following are the key steps in performing a automation assessment. The process steps are 1) Indentify 2) Simplify 3) Determine Level of Automation Required 4)
Act or Implement the correct technology

1) Identify (Plan) Go, see and identify the actual value added work that is being done in the area being considered for new technology. Value Stream Mapping is a good
tool to use for this process.

Review Review the Guidelines (Tab 2), Sample Assessment (Tab 3) and Automation Assessment supporting word
document to become familiar with the thinking and tools required to perform the assessment
Launch A3 Launch the A-3 (refer to Tab 1 on how to complete A-3)form by completing the boxes titled back ground, current
conditions and target / goals
Analysis Complete the Analysis box on the A-3 from following the guidelines on the A-3 and utilizing the following steps
for the automation tool. The following are the steps to create a value stream map as an analysis tool
Value Stream Map Value Stream Map Creation
Use Tab 4 to determine what information you need
Use Tab 5 to understand the steps in creating a value stream map and to complete the value stream map tab or
move to Tab 6 (Value Stream Map). Note, the process attributes (Tab 7) and waste ID sheet (Tab 8) can be used
to gather the required data for the value stream map and for a waste identification walk to gather additional
opportunities

Additional Analysis Use Tab 4 to create customer demand or takt time data with the results being calculated to show which
processes that do not meet customer demand
Use Tab 4 and enter OEE data
Complete Tab 4 to answer automation questions
Complete the OEE calculations (Tab 9)
Complete analysis by reviewing the value stream map (Tab 6) , OEE chart (Tab 10), Takt time graph (Tab 11) and
Takt Time Calculation (Tab 12)

2) Simplify (Do) Look for opportunities to eliminate the waste from the process and even out the flow. At this point, a plan should be developed to eliminate the
additional waste using the existing equipment, technology and people. A pilot should be run to determine the impact that the changes will have.

Create a Plan Based on The analysis, complete the countermeasures and plan sections of the A-3. The Action Plan (Tab 13)
should be utilized in order to prioritize plan and assign ownership. This can be then included in the A-3

3) Determine Automation A determination can be made if the technology is appropriate or required. This process should include the following considerations:
Required (Check)
Automation Check List Does it value people over technology?

Does it eliminate further waste from the process?

Is there consensus with the people that are engaged in the process that the technology is a fit?
What is the impact on stability, reliability and flexibility?
What is the impact on safety, through put, quality and cost?
Is the technology highly visual and intuitive?
Is the technology to be used where the work is being done so that it does not require the operator to depend on a person
in the office to input data?
Does the technology support the value added work of the employee?
All stakeholders agree that the technology should be utilized?
Does the technology add value to both the internal and external customers of the process?
If the technology does not match with these criteria, then it should be re-evaluated through further testing, or if changes
cannot be made to have the technology match the criteria, then it should be rejected.

4) Act - Implement and Once you have gone through this process thoroughly, you can then implement the technology quickly with limited disruption and resistance.
validate the required See example of future state (Tab 14)
technology

Follow-up Plan Revise the implementation plan if required and complete the follow-up section of the A-3
How to Complete an A-3

Background or Business Reason Proposed Countermeasures

What is the business need for investigating automation or What are the actions to consider to operation to achieve the
productivity Improvements? Examples of supporting business performance goals? For example, based on the analysis what
reasons could be growth or increased demand for product but do does the operation need to do to improve performance including
not have the capacity to support growth, need to increase both immediate actions and long term consideration for technology
productivity to remain competitive, need to improve lead times to improvements. Consideration must be give to the constraints listed
meet customer demand and delivery requirements. in the goals section including return on investment, budgetary
constraints as well as potential risks. Countermeasures must take
into consideration how the root cause to the issues will be
Current Conditions impacted. This should also include possible automation solutions
and their impact on achieve the goals and constraints.
What is current state of the operation in terms of the business
conditions and what are the performance gaps? For example: What
is the current capacity of the operation? What is the future state
customer demand and what is the capacity that is required? What
is the current lead time of the operation and what does the lead
time need to be for the operation to be competitive. What is the
current on time delivery measure? Where possible, utilize graphs or
parateo charts.

Target/Goal
What are the goals required to fill the performance gaps listed in
current conditions and what are the constraints for successful Plan
completion? For example for performance goals: What is the goal
Based on the countermeasures, develop an action plan. Utilizing
for capacity, what is the goal for lead time? What is the goal for
the action plan tab, create a prioritized action plan including target
delivery? For constraints: Is there are required return on
dates and owners for each action item.
investment? Is there a time frame for completion? Are their
budgetary constraints?

Analysis
How to use the automation tool for Analysis of the problem? Step 1
- Creation of the team to develop the analysis. The team should be
made up of a cross section of employees including employees in
the focus area, support employees such as engineering, materials,
finance and leadership Step 2 - Creation of a Value Stream Map for
the entire production process A-3. This should include the following
data: Required Customer Demand, Cycle Time for each process,
Production Yield data, Change Over Times for each process,
Capacity Data (number of shifts, resource time available, overall
equipment effectiveness (OEE) data, machine availability time).
Complete Value Stream Mapping tab and OEE tab on Automation
Assessment . Step 3 - Complete takt time calculation (takt time
calc tab takt time graph). Step 4 - Conduct a waste identification
walk utilizing the Waste Identification Works Sheet (waste ID tab)
Step 5 - Root Cause Analysis - use value stream map, takt time Follow-up
calculation and other problem solving tools (cause and effect Develop a follow-up plan. The follow-up plan includes tracking of
diagram, why method, parateo analysis) to determine root cause for measurements outlined in the goals and target section, follow-up on
the gaps to current conditions. implementation and the development of additional measures based
on the results of goals and actions. The plan should also include a
regular review of the business reasons to determine impact.
 Automation Assessment

Lean Thinking Enterprise

Understand Basic Principles of Lean Thinking
Lean Thinking What is waste? Why change?

Working as teams
Who needs
Continuous Forming-Storming-Norming-Performing to get
Improvement Plan-Do-Check-Act involved?
Brainstorming How are they
Build Consensus
contributing?
Process for Finding Improvement Opportunities

Value vs. Non value What are we

Value Stream Customers and Suppliers doing now?
Mapping Process, process, process Where do we
Icons want to be?

Do we need
Elements of lean thinking change?
Is Automation People What needs
Necessary? Safety, Throughput, Quality, Cost to change?

Implementation plan What do we

Choose the right Operational Effectiveness change to?
automation Takt time

562691802.xlsx 2.Guidelines
 Automation
Assessment
Sample
ver.20.1

Please note, each of the tools can be used electronically and also can be printed out.

If Red, no If Green, no
If blank, fill If yellow, MUST be need to fill. need to fill
in manually filled in manually Will be in, will be
calculated transferred
LEGEND:

Source

There are 6 process steps in the value stream

VSM (click here) map
Fill out processes
on value stream
map tab. Value Stream Map the process units
Number of Process Steps 6
Inventory 4.0 days

Value added time 3120 minutes

Time spent on Changeovers 37 minutes

Enter data here.

See chart on grey TAKT time
tab takt time
graph What is the customer demand? (click here) This means that we need to have the
equivalent of 1 biscuit every 1.13
minutes to meet customer demand.

Customer Demand 2000 week

Available Time 2250 minutes

Takt Time 1.13

Will be populated
with processes
that do not meet
customer
Which processes are we not
demand meeting customer demand?
Mix
Dough Sheeter
Cut Cookies
Bake Cookies
Cool cookies
Package
OK
OK
OK
OK
OK
OK

Select one of the What is the target operational 39.0% Cut cookies
above processes
and evaluate effectiveness?
Look at automation of cutting cookies.
World class is 85% - the current manual
These are asked to help build the process Operational Effectiveness is
thought process 39% which means there is room for
improvement.
562691802.xlsx 3. Sample Assessment
 Automation
Assessment
Sample Look at automation of cutting cookies.
ver.20.1 World class is 85% - the current manual
These are asked to help build the process Operational Effectiveness is
What prompts us thought process 39% which means there is room for
to choose the improvement.
right level of
automation What are the questions to ask?

Do we have a proven process? yes

Has the process been tested in our application? Leveraged Best Practice from industry association
Have we considered stability? Equipment is supported and new technology
Have we considered reliability? Meets production requirement and is reputable supplier
Is the automation predictable? Production levels are known
What is the short term risk? Employees will not be able to learn new technology
What is the long term risk? Market changes
Is it safe? Yes. Safety rails and emergency stop.
What is the cost of automation? $10,000
What is the expected payback? 6 months

562691802.xlsx 3. Sample Assessment

 Automation
Assessment
Sample
ver.20.1

Inventory Schedule

Map the process

Order
Raw materials in
supplier Customer

Ship twice a
week

2000 week
2 per week
Cut cookies
6 at a time Use fans to
cool

Dough Cut Bake Cool

Mix Package
Sheeter Cookies Cookies cookies

I I
3 days 1 1 1 day 2 2

C/T = 10m C/T = 50m C/T = 30m C/T = 2hr C/T = 2day C/T = 30m
C/O = 20m C/O = 5m C/O = 2m C/O = 0m C/O = 0m C/O = 10m
2 shifts 2 shifts 2 shifts 2 shifts 2 shifts 2 shifts
98% yield 100% yield 98% yield 95% yield 98% yield 98% yield

Additional Additional Additional Additional Additional Additional

Data Data Data Data Data Data

2 mixers Each pass Takes 30m Cookies Must be on Package in

are yields 5 to cut one can wait cooling boxes of
available cookies “mixer” for oven racks 20 bags
load capacity each with
6 cookies

Pre-mix dry
ingredients
Lead Time
6.5 days
Processing Time
4 hours

Changeover
Description Cycle Time Time % Yield Inventory
The time
required to How much
What is the yield of the
List the process identification in several words such as The actual time spent DOING the change from inventory is
process. Enter between
"Plant seeds" process with no interruptions. one product or after the
0-100 percent.
process to the process?
next

Unit: Seconds,
Unit: Days, Weeks,
Unit: Seconds, Minutes, Days, Weeks, Months Minutes, Days,
Months
Weeks, Months

Enter Unit measure: minutes minutes Percentage days

Process 1 Mix 10 20 98.0% 3.0

Process 2 Dough Sheeter 50 5 100.0% 1.0
Process 3 Cut Cookies 30 2 98.0% 0.0
Process 4 Bake Cookies 120 0 95.0% 0.0
Process 5 Cool cookies 2880 0 98.0% 0.0
Process 6 Package 30 10 98.0%
Process 7
Process 8
Process 9 Enter the process information from the
value stream map.
Process 10
Process 11
Process 12
Total (filled automatically) 3120 37 87.62% 4.0

562691802.xlsx 3. Sample Assessment

 Automation
Assessment
Sample
ver.20.1

OVERALL EQUIPMENT EFFECTIVESS

WORKSHEET Available time is calculated by number of
shifts and time available to the targeted
process. This is a tool to evaluate the
TOTAL AVAILABLE TIME(Mins) level of automation. 420

To calculate the time the machine or line is scheduled to be working: # of Shifts Shift
Lunch Duration
Total Break
Duration Duration
(Mins)/Shift
Take out planned downtime for PM, Lunches, (Mins) (Mins)/Shift

Breaks, meetings and other known activities 1 480 30 30

DOWNTIME LOSSES (During time period of analysis)

# OF MAJOR BREAKDOWN EVENTS 1

X AVG TIME LOST DURING EACH EVENT (Mins) 120

= TIME LOST TO BREAKDOWNS (Mins) 120 28.6%

# OF SET-UPS 2
X AVG SET-UP TIME PER SET-UP (Mins) 15

= TIME LOST TO SET-UP (Mins) 30 7.1%

OPERATING TIME (Available Time - breakdown time - set-up time) (Mins) 270

SPEED LOSES (During time period of analysis)

ACTUAL OUTPUT OF PARTS DURING ANALYSIS PERIOD 6

OPERATING TIME 270

÷ CYCLE TIME (refer to Value Stream Map) 30
OUTPUT in Operating Time 9

ACTUAL / EXPECTED = PERFORMANCE FACTOR 66.7%

OPERATING TIME =

NET OPERATING TIME (Operating Time x Performance Factor) (Mins) 180.0

DEFECT LOSSES

% OF ITEMS REWORKED 5.0%

% OF PARTS PRODUCED SCRAPPED AT SET-UP, AT
MACHINE, OR LATER IN THE PROCESS FLOW 5.0%

100% - REWORK% AND SCRAP % = YIELD 90.0%

x NET OPERATION TIME = 180.0

VALUE-ADDED OPERATING TIME (Mins) 162.0

OVERALL EQUIPMENT EFFECTIVESS = VALUE ADDED OPERATING TIME / AVAILABLE TIME 39%

562691802.xlsx 3. Sample Assessment

 rs
ne
e
G Col ep l
r R ua

e s im
se lect rt

w
o
Da ute an

at on
VS roc is t

O
er
Information Needed

s
w ap

P th
m nt
ui ch
op P

e
Co me

m
St nd

Eq at

Ti
p
p
a

M
ta

EE

kt
k
n

o
As
Pe

Ta
O
The actual time spent doing the process. This should
Cycle time for each process step represent a sample of the actual process and not standard x x x x x
times in a computer program

This represents the actual output of a process. If 100 "units"

Yield Data enter into the process, how many are out put? What is loss x x x x
due to scrap, rework, or waste?

Inventory is measured to determine the non-value added

Inventory Levels x x
time in the process and to determine where potential

Changeover time (setup time) The last good piece of part A to the first good piece of part B x x x x
Customer demand What is the customer demand for this product/service? x x x
Number of shifts run on process Helps to determine available time x x x x
Average time lost (planned i.e.. Lunch) Helps to determine available time x x x
Number of setups required at process Helps to determine available time x x x
Actual output from process Number of parts/services provided x x
 Automation
Assessment
ver. 20.1

Please note, each of the tools can be used electronically and also can be printed out.

If yellow, If Red, no If Green, no

If blank, fill MUST be need to fill. need to fill
Click Here for Sample documents LEGEND: in manually filled in Will be in, will be
manually calculated transferred

Source
Fill out
processes on Value Stream Map the process VSM (click here)
value stream map
tab.
Number of Process Steps

Inventory 0 0

Value added time 0 0

Time spent on Changeovers 0 0

Enter data here.

See chart on grey
tab takt time What is the customer demand? TAKT time (click here)
graph

Customer Demand

Available Time

Takt Time

Which processes are we not OK

Will be populated meeting customer demand?
with processes
OK
that do not meet OK
customer
demand OK
OK
OK
OK
OK
OK
OK
OK
OK

562691802.xlsx 5. Checklist
 Automation
Assessment
ver. 20.1

Select one of the

What is the target operational Enter target process
above processes effectiveness?
and evaluate 0%

What prompts us
to choose the What are the questions to ask?
right level of
automation
Do we have a proven process?
Has the process been tested in our application?
Have we considered stability?
Have we considered reliability?
Is the automation predictable?
What is the short term risk?
What is the long term risk?
Is it safe?
What is the cost of automation?
What is the expected payback?

562691802.xlsx 5. Checklist
 MAP the PROCESS

I I I I I

C/T = C/T = C/T = C/T = C/T = C/T =

C/O = C/O = C/O = C/O = C/O = C/O =

% yield % yield % yield % yield % yield % yield

Additional Additional Additional Additional Additional Additional

Data Data Data Data Data Data

Lead Time

Processing Time

Description Cycle Time Changeover Time % Yield Inventory

The actual time spent The time required to change What is the yield of the How much
List the process identification in several words such as
DOING the process from one product or process process. Enter between inventory is after
"Plant seeds"
with no interruptions. to the next 0-100 percent. the process?

Unit: Seconds, Minutes, Unit: Seconds, Minutes, Days, Weeks, Unit: Days, Weeks,
Days, Weeks, Months Months Months

Enter Unit measure:

Process 1
Process 2
Process 3
Process 4
Process 5
Process 6
Process 7
Process 8
Process 9
Process 10
Process 11
Process 12
Total (filled automatically) 0.000 0.000 0.000 0.000

Click here when done

562691802.xlsx 6. ValueStreamMap
 MAP the PROCESS

562691802.xlsx 6. ValueStreamMap
 MAP the PROCESS
Value Stream Map Example

Supplier Customer
Click here to enter Click here to enter Click here to enter
process name process name process name

Enter Enter Enter Enter Enter Enter

Process Process Process Process Process Process
Name Name Name Name Name Name
I

Cycle Time Cycle Time Cycle Time Cycle Time Cycle Time Cycle Time

Change Change Change Change Change Change

over time over time over time over time over time over time

Yield: Yield: Yield: Yield: Yield: Yield:

Additional Additional Additional Additional Additional Additional

Data: Data: Data: Data: Data: Data:

Enter Brainstorm
Enter Brainstorm Enter Brainstorm Idea
Idea Idea

Enter Company Name Lead Time:

Process Start: Processing Time:
Process End:

562691802.xlsx 6. ValueStreamMap
 Process Attributes Worksheet
Process: Date:

Value Added Walk

Person Process Time
Step # Work Content Time Time/Distance Inventory
Responsible (Mins)
(Mins) (Mins/Feet)

Totals 0 0 0 0

562691802.xlsx 7. ProcessAttributes
 Step #
Process:

562691802.xlsx
Area

Totals
Waste Identification Worksheet

0
ve
rp
ro
du

0
ct
io
W n
ai
ti n

0
Tr g
an
sp
or
ta

0
tio
Date:

In n
Pr ap
oc pr

0
es op
r
U sin iat
In n n g e
ve ec
nt es

0
o s
U ry ar
M nn y
ot ec
io e

0
n ss
ar
D y
ef
ec
0
ts
O
th
er
Description

8. WasteID
 OVERALL EQUIPMENT EFFECTIVESS
WORKSHEET

TOTAL AVAILABLE TIME(Mins) -

To calculate the time the machine or line is Shift Lunch Total Break
scheduled to be working: # of Shifts Duration Duration Duration
Take out planned downtime for PM, Lunches, (Mins) (Mins)/Shift (Mins)/Shift
Breaks, meetings and other known activities

DOWNTIME LOSSES (During time period of analysis)

# OF MAJOR BREAKDOWN EVENTS

X AVG TIME LOST DURING EACH EVENT (Mins)

= TIME LOST TO BREAKDOWNS (Mins) 0 0.0% %

# OF SET-UPS
X AVG SET-UP TIME PER SET-UP (Mins)

= TIME LOST TO SET-UP (Mins) 0 0.0% %

OPERATING TIME (Available Time - breakdown time - set-up time) (Mins) 0

SPEED LOSES (During time period of analysis)

ACTUAL OUTPUT OF PARTS DURING ANALYSIS PERIOD

OPERATING TIME 0
÷ CYCLE TIME (refer to Value Stream Map)
OUTPUT in Operating Time 0

ACTUAL / EXPECTED = PERFORMANCE FACTOR 0.0% %

OPERATING TIME =

NET OPERATING TIME (Operating Time x Performance Factor) (Mins) 0.0

DEFECT LOSSES

% OF ITEMS REWORKED %

% OF PARTS PRODUCED SCRAPPED AT SET-UP, AT

MACHINE, OR LATER IN THE PROCESS FLOW %

100% - REWORK% AND SCRAP % = YIELD 100.0% %

x NET OPERATION TIME = 0.0

VALUE-ADDED OPERATING TIME (Mins) 0.0

OVERALL EQUIPMENT EFFECTIVESS = VALUE ADDED OPERATING TIME / AVAILABLE TIME 0%

562691802.xlsx 9. OEE
 OPERATIONAL EFFECTIVENESS
EQUIPMENT / PROCESS: MONTH & YEAR:

≥100% X X X
GOOD 95% X X

90%

85%

OK 80%
Record problems
and notify Supervisor 70%

EXAMPLE
60%

50%

40%
BAD 30%
Record problems
and notify Supervisor 20%
ASAP
10%

≤9%
Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day

Day
Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft

Aft
Date:
Last Months OE Average : 

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Ex

Total Good Day 600 300 7220

Parts
(pieces/shift) Aft 620 600

Design Cycle
Time Both 1.40 1.40 0.05
(mins/piece)

Scheduled Run Day 430 430 380

Time
(mins/shift) Aft 430 430

Operational
Day 1.953 0.977 95%

Effectiveness Aft 2.019 1.953

Total Good Parts = The number of good parts made for the shift Design Cycle time = The number of parts expected to be made in one shift / the number of hours in a shift
Scheduled Run Time = The number of minutes planned for the shift Typical Scheduled Run Time (no planned meetings etc.): Day Shift = 420 min Afternoon shift = 390 min This Month's OE Average:
Operational Effectiveness = 100 x Total Good Parts x Design Cycle Time / Scheduled Run Time

Step 1: Fill out 'Scheduled Run Time' at beginning of day Example: A Day Shift with a 40 minute planned safety meeting = 380 mins
Step 2: Fill out 'Total Good Parts' at end of day Example: After inspection, 7220 good parts were accepted
Step 3: Calculate and chart the 'Operational Effectiveness' Example: The OE was calculated as, 100 x 7220 x 0.05 / 380 = 95%
Step 4: Record all planned and unplanned down time if necessary Example: The machine was down for an unplanned 30 mins (This does not change Scheduled Run Time)

562691802.xlsx 10. OEEchart

 Takt Time Calculations
1

0.9

0.8

0.7

0.6
Time

0.5
Cycle Time
TAKT Time
0.4

0.3

0.2

0.1

0
1 2 3 4 5 6 7 8 9 10 11 12

Process Step

Where the cycle time is greater than the takt time will be processes where customer demand is not being met.

Click here after revie

562691802.xlsx 11. Takttimegraph
 Takt Time Calculation
Process Cycle TAKT
Difference
Number Time Time
1 0 0.00 0.00
2 0 0.00 0.00
3 0 0.00 0.00
4 0 0.00 0.00
5 0 0.00 0.00
6 0 0.00 0.00
7 0 0.00 0.00
8 0 0.00 0.00
9 0 0.00 0.00
10 0 0.00 0.00
11 0 0.00 0.00
12 0 0.00 0.00
Spreadsheet will populate and use this
TAKT Time = Available Time 0 information to create Takttimegraph, to
measure customer demand.
Customer Demand

= 0 0
0

= 0.00

562691802.xlsx 12. Takttimecalc

 Goals and Objectives Fill out register for action items
determined as priority from value
• stream map
•
•
Action Plan Register
•
Item #

Step in Level of Impact to Implementation Completion Completion

Process Issue Action Item Champion Open Date
Control Department Effort % Date

1 Sample: Cut Cookies Locate automated cutter to replace manual method Controllable Major Difficult T. Warren 28-Feb-09 10%

2 Non-Controllable Minor Difficult

3 Controllable

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

562691802.xlsx 13. ActionPlan

 Item #
Step in Level of Impact to Implementation Completion Completion
Issue Action Item Champion Open Date
Process Control Department Effort % Date

30

562691802.xlsx 13. ActionPlan

 Item #
Step in Level of Impact to Implementation Completion Completion
Issue Action Item Champion Open Date
Process Control Department Effort % Date

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

562691802.xlsx 13. ActionPlan

 Automation
Assessment
Future State
ver.20.1

These are asked to help build the

What prompts us thought process
to choose the
right level of
automation What are the questions to ask?

Do we have a proven process? yes

Has the process been tested in our application? Leveraged Best Practice from industry association
Have we considered stability? Equipment is supported and new technology
Have we considered reliability? Meets production requirement and is reputable supplier
Is the automation predictable? Production levels are known
What is the short term risk? Employees will not be able to learn new technology
What is the long term risk? Market changes
Is it safe? Yes. Safety rails and emergency stop.
What is the cost of automation? $10,000
What is the expected payback? 6 months

Future State Map

Inventory Schedule

Order
Raw materials in
supplier Customer

Ship twice a
week

2000 week
2 per week

Use fans to
cool

Dough Cut Bake Cool

Mix Package
Sheeter Cookies Cookies cookies

I
2 days 1 1 2

C/T = 10m C/T = 50m C/T = 5m C/T = 2hr C/T = 2day C/T = 30m
C/O = 5m C/O = 5m C/O = 5m C/O = 0m C/O = 0m C/O = 10m
2 shifts 2 shifts 2 shifts 2 shifts 2 shifts 2 shifts
98% yield 100% yield 99.9% 95% yield 98% yield 98% yield
yield
Additional Additional Additional Additional Additional
Data Data Additional Data Data Data
Data
2 mixers Each pass Cookies Must be on Package in
are yields 5 Cookies can wait cooling boxes of
available cookies are fed for oven racks 20 bags
directly off capacity each with
Use of pre- dough 6 cookies
mix sheeter
ingredient

Lead Time
2.5 days
Processing Time
85 minutes

BBB Cookie Company - Booster cookies production Future State Map – Revision 1.0 February 2, 2009

562691802.xlsx 14. Sample Future State

 Automation
Assessment
Future State
ver.20.1

Changeover
Description Cycle Time Time % Yield Inventory

The time
required to How much
What is the yield of the
List the process identification in several words such as The actual time spent DOING the change from inventory is
process. Enter between
"Plant seeds" process with no interruptions. one product or after the
0-100 percent.
process to the process?
next

Unit: Seconds,
Unit: Days, Weeks,
Unit: Seconds, Minutes, Days, Weeks, Months Minutes, Days,
Months
Weeks, Months

Enter Unit measure: minutes minutes Percentage days

Process 1 Mix 10 20 98.0% 3.0

Process 2 Dough Sheeter 50 5 100.0% 0.0
Process 3 Cut Cookies 5 5 99.9% 0.0
Process 4 Bake Cookies 120 0 95.0% 0.0
Process 5 Cool cookies 2880 0 98.0% 0.0
Process 6 Package 30 10 98.0%
Automating Cutting allows product to
Process 7 flow from dough sheeter to cutter, thus
Process 8 reducing WIP

Process 9
Process 10
Process 11
Process 12
Total (filled automatically) 3095 40 89.32% 3.0

562691802.xlsx 14. Sample Future State

 Automation
Assessment
Future State
ver.20.1

OVERALL EQUIPMENT EFFECTIVESS

WORKSHEET

TOTAL AVAILABLE TIME(Mins) 420

To calculate the time the machine or line is scheduled to be working: # of Shifts Shift
Lunch Duration
Total Break
Duration Duration
(Mins)/Shift
Take out planned downtime for PM, Lunches, (Mins) (Mins)/Shift

Breaks, meetings and other known activities 1 480 30 30

Previous breakdowns required
DOWNTIME LOSSES (During time period of analysis) management to get involved and
employees are trained on autonomous
maintenance. Equipment is reliable.
# OF MAJOR BREAKDOWN EVENTS 1
X AVG TIME LOST DURING EACH EVENT (Mins) 20

= TIME LOST TO BREAKDOWNS (Mins) 20 4.8%

# OF SET-UPS 2
X AVG SET-UP TIME PER SET-UP (Mins) 15

= TIME LOST TO SET-UP (Mins) 30 7.1%

OPERATING TIME (Available Time - breakdown time - set-up time) (Mins) 370

SPEED LOSES (During time period of analysis)

ACTUAL OUTPUT OF PARTS DURING ANALYSIS PERIOD 72

OPERATING TIME 370

÷ CYCLE TIME (refer to Value Stream Map) 5
OUTPUT in Operating Time 74
Equipment is repeatable and
provides known output,
consistency, quality
ACTUAL / EXPECTED = PERFORMANCE FACTOR 97.3% compared to manual process
and variation seen in
OPERATING TIME = individuals

NET OPERATING TIME (Operating Time x Performance Factor) (Mins) 360.0

Significant quality
DEFECT LOSSES improvement through
automation of cutting
% OF ITEMS REWORKED process 0.1%
% OF PARTS PRODUCED SCRAPPED AT SET-UP, AT
MACHINE, OR LATER IN THE PROCESS FLOW 0.1%

100% - REWORK% AND SCRAP % = YIELD 99.9%

x NET OPERATION TIME = 360.0

VALUE-ADDED OPERATING TIME (Mins) 359.5

OVERALL EQUIPMENT EFFECTIVESS = VALUE ADDED OPERATING TIME / AVAILABLE TIME 86%
World class results on
the process warrant the
automation investment

562691802.xlsx 14. Sample Future State