Map for

1 switch TK

STORE KIT 1
C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) C/T: (H) C/O: (H) Shift: 7 0.20 0.08 1

0.6Hx15 switch 9.0 hour 0.6Hx15 switch ==9.0 hour Operator => 15#/9 hour 11Operator => 15#/9 hour for C,T,Seq, High Power for C,T,Seq, High Power

TEST LAB

10
Min No PCB Ext D

Ini. Build/QC

Strap/Solith 1 0.33
0 0.25 0.08 1 C,T,Int/ExtD,HP 0 0.50 0.08 1 PCB NOT AVAILABLE PCB NOT AVAILABLE Q/T: 1 Week Q/T: 1 Week

QC Sol. 1 0.33
3.5 0.25 0.08 1 C,T,Seq,Int/ExtD,HP,No Pcb Q/T:(H) 1 C/T: (H) 0.25 C/O: (H) Shift: Int D Conn. 0.00 1

MIP 1
C,T,Seq,ExtD,HP,No Pcb Q/T:(H) 14 C/T: (H) 0.25 C/O: (H) Shift: 0.00 1

Close Test 0.50

C,T,Seq,Int/ExtD,NoPcb High Power 1 1 0.25 24.00 0.25 0.00 1 0.00 1

Install RF, Test 1

C,T,Seq,Int/ExtD,HP,No Pcb 0 0.50

Hardware Q/T: C/T: C/O:

TTI-DC 0.33
22

0.33
7 0.5 0 2

C,T,Seq,Int/ExtD,HP PCB No 0 0.10 0.50 0.10 0.08 1

C,T,Seq,Int/ExtD,HP PCB No 3.5 20.15 0.60 1.00

Wiring Sol. 1
Seq 0 0.25 0.08 1 Q/T:(H) C/T: (H) C/O: (H) Shift:

0.08 1

Sold Test Harn 0.50

C,T,Seq,Int D,HP,No Pcb Q/T:(H) C/T: (H) 0 0.50 0.08 1

0.08 1

Sold Conn 0.20

Ext D 3.5 18.50 2.50 0 1 18.50 No Pcb 3.5 0.75 0 1 TK

Shift:
TK

HOUSING / ROTOR PROBLEM HOUSING / ROTOR PROBLEM Q/T: 2 Week Q/T: 2 Week

QCWire 0.33
C,T,Seq,Int/ExtD,HP,No Pcb 1 0.25 0.00 1

Sold D Conn. 1
Int D Q/T:(H) C/T: (H) C/O: (H) Shift: 18.50 3.5 2.25 0.08 1

2.25Hx15 switch 33.75 hour 2.25Hx15 switch ==33.75 hour Operator => 15#/ 33.75 hour 11Operator => 15#/ 33.75 hour for Int D for Int D

C/O: (H) Shift:

TKUpdate
C,T,Seq,Int/ExtD,HP,No Pcb

ICD NOT AVAILABLE ICD NOT AVAILABLE Q/T: Days Q/T: 22Days

Ext D=>1 Ope => 15#/ (2.5Hx15) Ext D=>1 Ope => 15#/ (2.5Hx15) No PCB=>1 Ope => 15#/(0.75Hx15) No PCB=>1 Ope => 15#/(0.75Hx15)

Q/T:(H) C/T: (H) C/O: (H) Shift:

3.5 0.20 0 1

WITH ECN or DOC. PROBLEM

4 days addition

WITH Part Delivery PROBLEM

2 week addition

Stream(1) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.5 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0 TKUpdate 7 22.50 0 TTI-DC

Stream(1) => 100% OK

0.17 38.00 46.75 0.50 85.42 T/T Q/T C/T C/O L/T

Stream(2) => 100% OK + ECN

Days 8.7 15 7.00
15.4 0.17 66.00 46.75 0.50 113.42 T/T Q/T C/T C/O L/T

Stream(3) => Rotor/Hsg./PCB problem

Days 12.7 7.00
19.4 0.17 108.00 46.75 0.50 155.42 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.7 7.00

25.4

Stream(4) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.25 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(4) => 100% OK

0.17 38.00 46.50 0.50 85.17 T/T Q/T C/T C/O L/T

Stream(5) => 100% OK + ECN

Days 8.6 15 7.00
14.9 0.17 66.00 46.50 0.50 113.17 T/T Q/T C/T C/O L/T

Stream(6) => Rotor/Hsg./PCB problem

Days 12.6 7.00
18.8 0.17 108.00 46.50 0.50 155.17 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 18.6 7.00

24.9

Stream(7) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 3.5 20.75 0.08 Sold D Conn. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC

Stream(7) => 100% OK

0.17 41.50 67.50 0.58 109.75 T/T Q/T C/T C/O L/T

Stream(8) => 100% OK + ECN

Days 13.8 15 7.00
21.5 0.17 69.50 67.50 0.58 137.75 T/T Q/T C/T C/O L/T

Stream(9) => Rotor/Hsg./PCB problem

Days 17.8 7.00
25.5 0.17 111.50 67.50 0.58 179.75 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 23.8 7.00

31.5

Stream(10) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21.00 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(10) => 100% OK

0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(11) => 100% OK + ECN

Days 14.3 15 7.00
20.9 0.17 41.50 67.75 0.50 109.92 T/T Q/T C/T C/O L/T

Stream(12) => Rotor/Hsg./PCB problem

Days 18.3 7.00
24.9 0.17 111.50 67.75 0.50 179.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 24.3 7.00

30.9

Stream(13) => 100% OK

0.17 7 0.20 0.08 STORE KIT 0 0.60 0.08 Ini. Build/QC 0 0.50 0.08 Wiring Sol. 1 0.25 0.00 QCWire 3.5 20.75 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 24.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 21 0.00 Sold Conn 3.5 0.2 0.00 TKUpdate 7 22.5 0.00 TTI-DC

Stream(13) => 100% OK

0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(14) => 100% OK + ECN

Days 9.7 15 7.00
16.4 0.17 41.50 91.75 0.50 133.92 T/T Q/T C/T C/O L/T

Stream(15) => Rotor/Hsg./PCB problem

Days 13.7 7.00
20.4 0.17 111.50 91.75 0.50 203.92 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.7 7.00

26.4

Stream(16) => 100% OK

0.17 7 0.20 0.08 STORE KIT I E D E P T LEGEND: 0 0.35 0.08 Ini. Build/QC 3.5 1.25 0.08 Strap/Solith 1 0.25 0.00 QC Sol. 14 0.25 0.00 MIP 1 0.25 0.00 Close Test 0 0.50 0.08 Sold Test Harn 0 0.50 0.08 Install RF, Test 3.5 0.20 0.00 TKUpdate 7 22.50 0.00 TTI-DC Brain Storm Production Kanban (batch) Signal Kanban Supplier or Customer OVEN Truck Hand Truck Go See

Stream(16) => 100% OK

0.17 37.00 26.25 0.42 63.83 Announce in Group Inventory Kanban Post Sequenced Pull Ball T/T Q/T C/T C/O L/T

Stream(17) => 100% OK + ECN

Days 9.4 15 7.00
15.09 0.17 37.00 26.25 0.42 63.83 T/T Q/T C/T C/O L/T

Stream18) => Rotor/Hsg./PCB problem

Days 13.4 7.00
19.09 0.17 107.00 26.25 0.42 133.83 T/T Q/T C/T C/O L/T

Actual Target Lab# Before

Actual Target Lab# Before

Actual Target Lab# Before

Days 19.4 7.00

25.09

Available work time per shift customer demand qty. per shift T/T= Travel time C/O= Change over time Q/T= Queue time P/T= Process time C/Tm = Cycle time (Machine) C/T= C/Tm + C/Tt C/Tt= Cycle time (Touch) L/T= Lead time L/T = P/T + T/T P/T = Q/T+(C/Tm+C/Tt)+C/O PFD = Personal Fatigue & Delay Time

Takt Time =

Employee Store ( W.I.P or Finished goods ) Push ( finished goods) Electronic Information Flow

FIFO

Telephone Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow

0X 0X

Visual Aid Techniques Push (to next process) Pull (e.g. from Store) Load Leveling

Considerations : Lot => 15 switch, 15 TK 5 day/week Others => Rework is not considered 50 wk/year If M/C time < 7 H => P/T / (# shift x 7 H) 237 WkDay/Year If M/C time > 7 H => [(P/T - C/Tm) / (# shift x 7 H)]+(C/Tm/24 H) shift => = 7.5 H-2x10 Min -10 Min 7 hour/day # product/day Takt min/product Takt Hr/Product Current 15% O/T Extra Future

Title Value Stream Map ( Future )

Done by Value Mgr Date Map Rev Sheet 1 0f 1

Updated on 02/09/2012

Example- Future

Created by Nishit Shah

Guideline on VSM:

1. Agree on scope and objectives. Know the details that this VSM for some product family, Top level / Middle level / Bottom level

Must have Value stream manager for each map and make him responsible for implementat should be from Product group, where the VSM will be done. You must record in Action plan Action/Statement/Recommendation during discussion Must follow 80/20 rules through out.

2. Communicate or get a vision from management or Value stream leader, if there is one. It wou it tied in to the companys Strategic plan, if it is something more than a sales wish list. 3. Define assumption & operator effective time/day for all VSM. 4. Don't spend most of your time and money documenting the current state (as Is) configuration? Just learn enough to find out what works and doesn't. Use it to find and prioritize opportunities. Focus on the future state (to be) version(s).

5. Don't go into infinite detail, until unless required to. Get to the activity level, but not every D and work content (this will prompt some questions and Comments record them). Generate action item list as per example, make sure you follow the date.

6. Do a top-down decomposition/organization of the processes first, otherwise every group may co its own format, breakdown and version. There may be gaps; contradictions and it may be functional Make it process and outcome-oriented, rather than functionally oriented. Make the Team understand the process breakdown and reorient them to addressing. What you definitely do not want is to have departments each go off and do their thing. Try using cross-functional teams and experienced Facilitators to help avoid that. 7. VSM's should emphasize on Time element(Cycle time, Queue time, Set up or change over time, shift), Metrics, Defects/waste, exceptions, Responsible or resources, responsibilities (handoffs and unclear Resp. highlighted) Applicable rules/policies.

Each process and sub-process should have a name and objectives, along with applicable applicable). The future state might include targeted improvements in metrics.

8. People assigned to do VSM are often uncomfortable with inconsistencies, contradictions and ga Sometimes they fudge them and will even make up stuff to complete them and make them look consistent, even if they are not really so. This is amusing, but dangerous. Make it clear inconsistencies and contradictions should be documented as such, in the current state charts, and s future state versions.

9. Make sure that top management is on board with the scope, objectives and approach communicates its expectations clearly to the project team, line management and affected employees 10. Finally The VSM will be just a paper Kaizen, if people do nothing with it.

How to bring it to life: Make it clear that this is a change management effort for the organizat not a historical chronicle. Make it crystal clear that the mission is dramatic process improvement, maybe even reinve company. Focus on the best improvement opportunities and achieve some short-term wins to build mom excitement. Encourage the team to commit to making dramatic improvements. Even if they fall short, it w be better than if they hadn't tried so hard. People who just make negative jokes about it and become non-value-added assets should be elb or worse. Monitor progress, measure the results, follow-up to remedy problems and shortfalls. 11. Seed the teams with "spark plug" types VSM Leader who lead and get things done. Support and help them overcome obstacles, including (especially!) those in human form.

12. Provide some formal training on VSM, if required. This is just too important and new to let "wing it." 13. Keep it Simple, S_____.

Risk on VSM:

1. Because some facilitator go into Way too much detail, organize the maps poorly or use Approaches/techniques. Sometimes it appears that they are trying to "milk" the project budget, bu done because expectations have been improperly set or they don't want to leave themselves open to That anything was "left out." Sometimes they spend man-months to develop Incredibly intricate a colour Visio charts suitable for display in The Museum of Modern Art. My advice: Do it on brow the walls. Put later versions on fancy computer software, otherwise, you'll end up blowing a Lot of on charts and endless meetings, instead of paying to map your future.

2. Management might not have a plan to effectively create and act upon the VSM effort. Consulta this in a vacuum, since it requires company Knowledge, participation, support, leadership and imp effort. While consultants can help with much of this, most of it must be present Internally for ultim Use consultants for knowledge transfer, Coaching and extra resources. 3. There may be insufficient competency and resources to do the job. 4. Scope, objectives, vision, approach and project management may be lacking.

Define:

Qty of Batch or Volume of Production/min or day

Start of Process
Enter here process name

If it is multi discipline or multiple way you can show like this

Process 1 1 Process name 1 Dept

Product Type Q/T:(H) C/T: (H) C/O: (H) Shift: 0 0.00 0.00 1 Enter here Queue time, cycle time(labour) and (machine), Set up time (in hours or min) & shift - you can link this in below value stream maps Enter here # of operator & dept type Q/T:(H) C/T: (H) C/O: (H) Shift: 0 0.00 0.00 1 Q/T:(H) C/T: (H) C/O: (H) 1) Copy and paste above process box again and again 2) Take the help of legends explained below Shift: 0 0.00 0.00 1 0 0.00 0.00 1

If below process not required

Q/T:(H) C/T: (H) C/O: (H)

Process 4 1.00
0 0.00 0.00 1

Optional Process
Process 2 Process 3

Shift:

Document sign off

MAP

3) Use symbol exactly as below mentioned 4) Use guide line & generate action item list

Q/T:(H) C/T: (H) C/O: (H) Shift:

Stream(1) =>
T/T Q/T C/T

Stream(2) =>

Stream(3) =>
T/T Q/T C/T

Stream(4) =>
T/T Q/T C/T

Stream(5) =>
T/T Q/T C/T

I E D E P T

LEGEND:

Takt Time =

Available work time per shift customer demand qty. per shift

Employee Store ( W.I.P or Finished goods ) Push ( finished goods) Electronic Information Flow FIFO

Telephoic Information First in first out ( sequence flow ) Withdrawal Kanban Manual Information Flow 0X 0X

Visual Aid Techniques Push (to next process) Pull (e.g. from Store) Load Leveling

Brain Storm Production in batch Signal Kanban Supplier or Customer

T/T Travel time C/O Change over time Q/T Queue time P/T Process time C/T Cycle time C/Tt Cycle time (Touch) L/T Lead time C/Te Cycle time (Oven, Equipment) L/T = P/T + T/T P/T = Q/T + C/T + C/O PFD = Personal Fatigue & Delay Time

Updated on 02/09/2012

VSMchartname(current or future)

Signed MAP
0 0.00 0.00 1 Enter here End customer

End Customer

Stream(1) =>
0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before

Days
0.0 5 0% 0.0

Enter Target & before details

Stream(2) =>
0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before

Days
0.0 5 0% 0.0

Stream(3) =>
0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before

Days
0.0 5 0% 0.0

Stream(4) =>
0.00 0.00 0.00 0.00 T/T Q/T C/T L/T Actual Target % T Vs Act Before

Days
0.0 5 0% 0.0

Stream(5) =>
0.00 0.00 0.00 0.00 OVEN Truck Hand Truck Go See Announcement in Group Inventory Kanban Post Sequenced Pull Ball Considerations : 22 Work day / month 1 shift => 7 hour (after PFD) = 7.5 Hour - 2 x 10 Min - 10 Min T/T Q/T C/T L/T Actual Target % T Vs Act Before

Days
0.0 5 0% 0.0 Company Address

Company Logo

Title (Future)
Define effective Work hour/day x working day & calculate Takt time. Record all your assumption Done by Value Mgr Date Map No Rev 0 Sheet 1 of 1

If any question Call up Nishit 519-622-2300 x 2589

six steps approach for identifying and creating manufacturing cells

Step 1 - Determine Product Volume and Mix

These categories represent marketing's definition of product groupings and correspond roughly to divisions in the c catalog.

Within each product category, representative parts were identified. For example, the shelving product category inc vary by depth, width, height, number of shelves, back panel configuration, and end panel configuration. A single sh deep, 36 inches wide, and 7 feet high with six shelves and no back or side panel - was selected to represent all she Then, the complete bill of materials was exploded for each product, and process data was gathered for each part. Step 2 - VSM Generated & Time study for Process Times of Representative Parts Process flow mapping with all options (80/20 rules) Process times (run time and setup time) for each part are identified.

Step 3 - Identify Product / Part Families

The purpose of Step 3 is to group the product categories identified in Step 1 so that a manufacturing cell can be cre product family.

After extensive analysis, the company decided that product-focused (rather than part-family-focused) cells were ap factor was process technology.

With the soft-tooled technologies, there were no clear differences in the types of equipment required to produce diff However, almost all of the hard-tooled applications were product-oriented. For example, separate roll forming equip been established for the uprights associated with each type of pallet rack and shelving. The decision to retain certa processes in the cells drove the product focus.

In other applications, it may not be most appropriate to create product focused cells. Other bases for grouping part families include factors such as material type and thickness; common routings; and part size, configuration, and ge Example at this stage, the company also decided to create a punching cell that would deliver punched parts in the product specific cells. Although two product cells contained dedicated CNC turret punches, none of the other cells fully load a turret punch. Because this punching technology represented a significant investment for the company, it sacrificed a little on the product from start to finish within the cell in favor of some practical economic considerations. Step 4 - Identify Alternative Process Technologies

The left column lists the hard-tooled process technologies it employed in the past. The right column lists the new, m technologies integrated into the cellular operations.

Note that hard-tooled technologies were retained in several instances. Over time, the company had engineered so effective tooling approaches.

With these approaches, certain high-volume products (standard shelf sizes, for example) could be produced effecti line retained in the cell.

To truly integrate these operations into a cellular manufacturing environment, later setup reduction efforts (encompa soft-tooled processes) were added to the overall implementation plan. Step 5 - Develop Conceptual Manufacturing Cells This cell is typical of most other cells created by the company.

Parts enter the cell either directly from raw materials or from the punching cell. They are punched, formed, and we They exit the cell for paint and then return to the same cell for final assembly.

To determine the equipment requirements in each cell, overall process time was calculated from projected volumes This step required considerable application of engineering experience to determine setup and run times for operatio hard-tooled to the computer numerically controlled (CNC) equipment.

The conceptual cells roughly approximate the physical size of the cell and equipment items in it to facilitate the plan 6. The intent of creating a conceptual cell layout is to test the feasibility of the cell concept and to take a quick cut a configuration requirements of the cell.

Step 6 - Create Layout for Manufacturing Cells and Plant

A layout is created in two steps. First, a macro layout planning process optimizes the location of each cell with resp functional activity areas in the plant. This is done by carefully considering all material flow and other nonflow relatio different areas.

VSM Title
VALUE STREAM MINUTES OF MEETING and ACTION ITEMS There are
Objective : OVERALL VS Mgr:

open action items

To increase capacity by 50% while reducing Lead Time and Manufacturing cost by 50 % Value Stream : May 2003 onward CO-ORDINATOR:

Members => Code: A- Action; D - Decision; R - Recommendation; S - Statement CUM Current Code Description Item # Date 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Resp Primary

Start Date

End Date

Date Closed

Reference Action

Status

Remarks / Comments

Printed on 02/09/2012