精益价值流
Value Stream
Management
目录
一 ：精益价值流简介
二 ：产品价值流图
三 ：企业价值流图
四 ：价值流管理
精益的概念
只需要：
一半的工人；
一半的制造空间；
一半的工具投资；
一半的设计工时；
一半的新产品开发时间；
一半的库存；
一半的产品前置时间
生产出品质更好、数量更多的产品。
精益的发展
精益思想
供应商
客户的客户
客户
VALUE
STREAM
FLOW
VALUE
PULL
PERFECTION
利用精益思想，通过执行价值流的方法不断改善、提高我们的经营成绩
长期的计划
五大原则：
从客户的角度来区分增值和非增值活动，不能从独立的企业、职能部门角度进行区分；
确定从设计、定单到生产这个价值流中的必要步骤，找出带来浪费的非增值活动；
保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃；
由顾客拉动生产商创造价值；
持续地清除所存在的浪费，努力追求完美。
中国企业的现状 ？
精益的转变
精益生产
价值流管理
着眼企业内部
关注整个价值链
价值流
定 义
A Value Stream
所谓价值流是指产品通过其基本生产过程所要求的全部活动,这些活动分为增加价值和不增加价值两部分,包括了从产品基本的原材料阶段一直到产品交付顾客的全部过程,还包括了整个价值链中的信息流.
客户
供应商
工 厂
Value
Value
Value
价值流的分类
企业
价值流
产品
价值流
工作
价值流
价值流图析的结构
产品工序
独立工厂
多个工厂
整个企业价值链
产品价值流
企业价值流
目录
一 ：精益价值流简介
二 ：产品价值流图
三 ：企业价值流图
四 ：价值流管理
价值流图示:产品图
Stamping
Takt = sec
C/0= 10 sec.
Uptime = 100%
2 Shifts
27,000 sec avail
Total work
time = 165 sec.
Supplier
Weld & Assy
Production
Control
20
tote
coil
Daily
coil
Coils
(at the press)
L
R
Batch
Batch = 1 shift
C/O < 10 min
价值流图示:企业图I
价值流图示：企业图II
为什么要实行价值流管理
售价
售价
利润
成本
传统的制造思想
成本+利润=售价
售价
利润
成本
现代精益制造思想
售价-成本=利润
售价
哪种情况能获得较大的市场份额...???
你的企业是采用的哪种指导思想...???
结论 ... 运用价值流图析方法可以一目了然地发现企业中各环节的运行情况并及时改善以降低成本来实现利润的提升
价值流图的好处
它可以帮助你看到不仅仅是生产的单个工艺过程，如装配、焊接，而是整个流动；
它可以帮助你发现更多的浪费。图析帮助你发现价值流中浪费的根源；
它将精益概念和技术结合起来，帮助你避免“拣樱桃”；
它可以显示信息流和材料流的联系，没有其他工具能作到这点
它比做出非增值步骤、生产周期、移动距离、库存数量等清单的定量工具和生产布局图更为有效；
更重要的是价值流图将供应商—企业—客户之间的活动联系在一起，形成简单、清晰的价值链，可以一目了然地发现企业经营活动中存在的问题。
价值流图示步骤
由此进入
形成规范化并持续改善
实现未来价值流并予以奖励
制定正确的执行计划
选择价值流图析产品
理解并应用精益工具
绘制现状价值流图
确定改善关键点
绘制未来价值流图
价值流图析循环
现状价值流图
价值流图循环
未来价值流图
实施计划
消除浪费
价值流图示步骤
现状价值流图
价值流图循环
未来价值流图
实施计划
消除浪费
关注关键产品…而不是图示所有产品
跟踪产品的整个流程（原材料——加工——出货）
亲自在现场收集各个环节的信息并进行手绘草图
绘图时要充分理解整个价值流过程
PQ Analysis sheet
第一步：选择价值流图析产品
PQ Analysis Paret Chart-20:80Rule
Ｐ
１
Ｐ
２
Ｐ
３
Ｐ
４
Ｐ
５
Ｐ
６
Ｐ
７
Ｐ
８
Ｐ
９
Ｐ
１０
Ｐ
１１
Ｐ
１２
Ｐ
１３
Ｐ
１４
Ｐ
１５
Ｐ
１６
Ｐ
１７
Ｐ
１８
Ｐ
１９
Ｐ
２０
0
０
１０
２０
３０
４０
５０
６０
７０
８０
９０
１００
累
計
%
Ｐ
(
品种
)
Ｑ
數
量
10
20
30
40
50
100
200
400
800
1000
0
(10K)
价值流图标
材料流图标
Assembly
C/T=30sec
C/O=40min
3 shifts
Scrap: 2%
500 pcs
1 Day
I
生产工序
外部单位
数据包
库存
出货卡车
推动箭头
提供顾客合格品
FIFO
先进先出顺序流动
第二步：理解并应用精益工具
价值流图标
材料流图标
通用图标
缓冲或备用储存
超市
物理拉动
Changeover
Uptime
强调改善标志
检查点
信息流图标
Weekly
Schedule
手动信息流
电子信息流
计划
负荷平衡盒
去掉看板
生产看板
看板符号
看板位置
第三步：绘制现状价值流图
绘制现状价值流图
指派绘图员
绘制当前价值流
确定客户需求
确定主要工序
（按顺序）
物料流.
(是拉动还是推动?)
在每个主要工序的
数据箱内填充数据
确定每工序的
库存情况
信息流
示例：现场布局图
Stamping Dept.
Steel Coils
Stamped Parts
Storage
Press 1
Press 4
Press 3
Press 2
Drill 1
Drill 3
Drill 4
Drill 2
Grind 1
Grind 2
Assy 2
Assy 3
WIP
Storage
Inspect
Shipping
Assy1
Machining Dept.
WIP
Finished Goods
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Customer
Supplier
250 ft coils
绘制图标
Production
Control
Mondays
MRP System
2 x
daily
绘制工序流程
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
250 ft coils
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
Mondays
Ship
Staging
2 x
daily
Production
Control
MRP System
绘制数据箱
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt = sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Takt = sec
C/T= 20 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = none
Rework = 5%
# operators = 2/shift
. = 58 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
Mondays
Ship
Staging
2 x
daily
Production
Control
MRP System
显示物流
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Ship
Staging
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt = sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Takt = sec
C/T= 21 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = none
Rework = 5%
# operators = 2/shift
. = 58 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
12000 L
4000 R
I
4500 L
1500 R
I
3000 L
1000 R
I
4500 L
1500 R
I
500/Gon
250/Cart
100/Cart
50/Cont.
I
4 coils
Mondays
500 ft coils
2 x
daily
Production
Control
MRP System
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt = sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Takt = sec
C/T= 21 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = none
Rework = 5%
# operators = 2/shift
. = 58 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
12000 L
4000 R
I
4500 L
1500 R
I
3000 L
1000 R
I
500/Gon
250/Cart
100/Cart
Production
Control
8 week
Forecast
Weekly
Fax
30/60/90 day
Forecast
Daily
Order
Daily Requirements
MRP System
Daily Ship
Schedule
I
4 coils
Mondays
Ship
Staging
4500 L
1500 R
I
50/Cont.
2 x
daily
显示信息流
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt = 25 sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = 25 sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Takt =25 sec
C/T= 20 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = 0%
Rework = 5%
# operators = 2/shift
. = 58sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
12000 L
4000 R
I
4500 L
1500 R
I
3000 L
1000 R
I
500/Gon
250/Cart
100/Cart
Production
Control
8 week
Forecast
Weekly
Fax
30/60/90 day
Forecast
Daily
Order
Daily Requirements
MRP System
Daily Ship
Schedule
Date:
I
4 coils
Mondays
Ship
Staging
4500 L
1500 R
I
50/Cont.
2 x
daily
. = 117 s
3 sec,
36 sec.
20 sec.
58 sec.
整体框架图
对现状价值流图的评价
检查是否已经包含了所有的信息在图中
检查图中所有信息的精确性
计算总的产品前置时间及增加价值时间
计算出每个工序库存需等待的时间：KT
计算方法:
工序库存(WIP)
每日出货量(DGR)
无价值时间
例如, Grill与Grind两工序之间的WIP为6000pcs ,则计算无价值时间为:
6000
2000
3天
3天 24小时/天 3600秒/小时 259,200 秒
40,000 pcs/mo.
-30,000 “L”
-10,000 “R”
Container= 50 pcs
2 shifts
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt = 25 sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = 25 sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Takt =25 sec
C/T= 20 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = 0%
Rework = 5%
# operators = 2/shift
. = 58sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
12000 L
4000 R
I
4500 L
1500 R
I
3000 L
1000 R
I
500/Gon
250/Cart
100/Cart
Production
Control
8 week
Forecast
Weekly
Fax
30/60/90 day
Forecast
Daily
Order
Daily Requirements
MRP System
Daily Ship
Schedule
I
4 coils
Mondays
Ship
Staging
4500 L
1500 R
I
50/Cont.
2 x
daily
4 days
8 days
3 days
2 days
3 days
TPc/t = 20 d
. = 117 s
3 sec,
36 sec.
20 sec.
58 sec.
显示库存等待时间
生产提前期 LeadTime = 加工时间（TT) + 等待时间(KT)
有价值工时
无价值工时
Ratio
1,728,000sec Non Value Add
117sec Value Add
=14769
TT=117sec
KT=20*24*3600=1728000
世界标准：TT:KT=1：50 ——？
数据计算——前置时间
Effective Cycle Time Vs Takt Time
Stamping Drill Grind Assemble
Takt Time: sec 23 sec 23 sec 23 sec
C/T: 3sec 36 sec 20 sec 21 sec
X 2 machines
= 46 sec.
当CT小于 T T时表示工序能力满足
有效CT =
总CT时间
可动率 有效率
X
数据计算——产能分析
Effective Cycle Time Vs Takt Time
Stamping Drill Grind Assemble
Takt Time: sec 23 sec 23 sec 23 sec
Effective C/T: 3sec 36 sec 20 sec 21 sec
(.7)() (.85)() (.75)() (.9)()
= sec = sec = sec = sec
X 2 machines
= 46 sec.
数据计算——产能分析
当T T小于 有效CT时表示工序能力不足
价值流图示步骤
现状价值流图
价值流图循环
未来价值流图
实施计划
消除浪费
在当前价值流图中确定改善关键点
分析、改善现状存在的浪费
以理想的产品流为原则设计未来价值流图
绘制未来价值流图
1:什么是客户需求的 价值和要求的前置时间
2.是什么约束了产品不能满足客户的 需求
3.我们应该如何改善产品生产流程
Demand
Processes
Eliminate
消除
Combine
合并
Recomposition
重排
Simplify
简化
45,000 pcs/mo.
-30,000 “L”
-15,000 “R”
Container= 50 pcs
2 shifts
Ship
Staging
Drill, Grind & Assemble
Stamping
300 T press
3 shifts
EPE = 1 day
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 80%
FTQ = %
C/O = 20 min, 1X/shift
Scrap = %
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt =23 sec
C/T= 20 sec.
. = 90%
FTQ = 99%
C/O =10min
Scrap = %
Rework = %
# operators = 3/shift
. = 114 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
36” 20” 19” 20” 19”
7’ 10’ 0’ 4’ 4’
Drill
Grind
30
OP
C/T
C/0
20
10
绘制未来价值流图
4:哪里是可以实现持续流动的
5.哪里可以应用先进先出的原则
6.哪里可以采取后工序领取方式的拉动系统
Material Flow
4:哪里是可以实现持续流动的
孤岛生产
流动生产
5.哪里可以应用先进先出的原则
超市拉动系统
供应过程
A
顾客过程
B
超市
产品
产品
生产看板
取货看板
6.哪里可以采取后工序领取方式的拉动系统
45,000 pcs/mo.
-30,000 “L”
-15,000 “R”
Container= 50 pcs
2 shifts
Ship
Staging
Drill, Grind & Assemble
Stamping
300 T press
3 shifts
EPE = 1 day
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 80%
FTQ = %
C/O = 20 min 1X/shift
Scrap = %
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt =23 sec
C/T= 20 sec.
. = 90%
FTQ = 99%
C/O =10min
Scrap = %
Rework = %
# operators = 3/shift
. = 114 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
36” 20” 19” 20” 19”
7’ 10’ 0’ 4’ 4’
Drill
Grind
30
OP
C/T
C/0
20
10
50
L
R
50
coil
Batch
Production
Control
MRP System
Coils
(at the press)
Daily
Milk Run
2 shifts
2 x
daily
10.为实现未来价值流哪些过程的改进是必须的
绘制未来价值流图
7.应该在生产链中的哪一点(定拍工序)下达计划
8.如何在定拍工序均衡多品种(混线)生产
9.在定拍工序中应下达和取走多大的定增量
Information Flow
11.如何让供应商知道我们需要什么
7.应该在生产链中的哪一点(定拍工序)下达计划
工序1
工序2
工序3
工序4
超市
定拍工序
工序1
工序2
工序3
工序4
定拍工序
超市
选择定拍工序
定拍取货的例子
定拍工序
看板放到工序中
8.如何在定拍工序均衡多品种(混线)生产—A
装配
8.如何在定拍工序均衡多品种(混线)生产—B
装配
9.在定拍工序中应下达和取走多大的定调增量
定调量=节拍时间*最小送货批量
4 days
8 days
3 days
2 days
3 days
TPc/t = 20 d
. = 117 s
3 sec,
36 sec.
20 sec.
58 sec.
第四步：确定改善关键点
Grind
Assemble
Drill
Stamping
300 T press
3 shifts
EPE = 2 days
Takt = sec
C/T= 3 sec.
. = 70%
FTQ = 98%
C/O = 4 hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
Takt = sec
C/T= 21 sec.
. = 90%
FTQ = 95%
C/O =16min,1X/day
Scrap = none
Rework = 5%
# operators = 2/shift
. = 58 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
2 machines
C/T=36sec
19” 20” 19”
10’ 8’ 8’
10
20
30
OP
C/T
C/0
12000 L
4000 R
I
4500 L
1500 R
I
3000 L
1000 R
I
Ship
Staging
4500 L
1500 R
I
50/Cont.
Takt = sec
C/T= 18 sec.
. = 85%
FTQ = %
C/O = 40 min,1X/wk
Tool C/O= 30’/day
Scrap = %
Rework = none
# operators = 1/shift
. = 36 sec
Dedicated: L,R
Takt = sec
C/T= 20 sec.
. = 75%
FTQ = 98%
C/O = 60 min, 1X/wk
ToolC/O = 2hrs, 1X/wk
Scrap = 2%
Rework = none
# operators = 1/shift
. = 20 sec
Dedicated: L,R
Change
over
Grind
Uptime
Drill
Changeover
Grind
Changeover
45,000 pcs/mo.
-30,000 “L”
-15,000 “R”
Container= 50 pcs
2 shifts
Ship
Staging
Drill, Grind & Assemble
Stamping
300 T press
3 shifts
EPE = 1 day
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 80%
FTQ = %
C/O = 20 min, 1X/day
Scrap = %
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt =23 sec
C/T= 20 sec.
. = 90%
FTQ = 99%
C/O =10min
Scrap = %
Rework = %
# operators = 3/shift
. = 114 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
36” 20” 19” 20” 19”
7’ 10’ 0’ 4’ 4’
Drill
Grind
30
OP
C/T
C/0
20
10
50
L
R
tote
coil
Batch
Production
Control
8 week
Forecast
Daily
Fax
30/60/90 day
Forecast
Daily
Order
MRP System
50
50
Daily
Milk Run
Coils
(at the press)
2 x
daily
Change
over
Grind
Uptime
Date:
1 day
1 day
1 day
TPc/t = 3 d
. = 117 s
3 sec.
114 sec.
Drill
Changeover
Grind
Changeover
第五步：绘制未来价值流图
价值流图示步骤
现状价值流图
价值流图循环
未来价值流图
实施计划
消除浪费
将未来价值流图划分成几个部分或环
为每个环制定有效的目标
指定专人负责每个目标的达成
为目标的达成制定具体的时间表
45,000 pcs/mo.
-30,000 “L”
-15,000 “R”
Container= 50 pcs
2 shifts
Ship
Staging
Drill, Grind & Assemble
Stamping
300 T press
3 shifts
EPE = 1 day
Customer
Supplier
Takt = sec
C/T= 3 sec.
. = 80%
FTQ = %
C/O = 20 min, 2X/day
Scrap = %
Rework = none
# operators = 1/shift
. = 3 sec
Shared:part # 123,ABC
250 ft coils
Takt =23 sec
C/T= 20 sec.
. = 90%
FTQ = 99%
C/O =10min
Scrap = %
Rework = %
# operators = 3/shift
. = 114 sec
Dedicated: L,R
General Information
- 20 days/month
- hours avail./shift
- 2 shifts/day
36” 20” 19” 20” 19”
7’ 10’ 0’ 4’ 4’
Drill
Grind
30
OP
C/T
C/0
20
10
50
L
R
tote
coil
Batch
Production
Control
8 week
Forecast
Daily
Fax
30/60/90 day
Forecast
Daily
Order
MRP System
50
50
Daily
Milk Run
Coils
(at the press)
2 x
daily
Change
over
Grind
Uptime
Date:
1 day
1 day
1 day
TPc/t = 3 d
. = 117 s
3 sec.
114 sec.
Drill
Changeover
Grind
Changeover
3
2
1
价值流图示步骤
现状价值流图
价值流图循环
未来价值流图
实施计划
消除浪费
发现每个环中存在的浪费
寻求合适的方法消除浪费
建立持续改善的管理平台
制造不良的浪费
库存的浪费
等待的浪费
制造过多的浪费
加工的浪费
搬运的浪费
动作的浪费
认识浪费
制造过多的浪费
JIT生产
生产超过客户的需求，生产出不需要的物料和产品
1、在制品积压；
2、使先入先出作业困难；
3、增加周转箱等设备成本；
4、库存增加，资金积压；
5、能力不足被掩盖;
6、交付周期和储存时间长
7、目标和成果不明确。
超市—冰箱—斩板
后工序领取方式
看板生产
库存的浪费
1、库存增加，占用资金；
2、使先入先出作业困难；
3、复杂的储存系统；
4、管理费增加；
5、能力不足被掩盖；
6、原料变质或过期。
Min-Max 系统
采购或保持不需要的原材料、在制品、成品
Min
Max
Process A
Process B
制造不良的浪费
1、材料损失；
2、设备，人员工时损失；
3、影响生产；
4、出货延误；
5、产品降价；
6、检查等级高；
7、工作没规律。
TQC 活动
残材再用
工厂内制造出的不良品，需要进行处置的时间、人力、物力上的浪费
等待的浪费
1、生产线机种切换；
2、工位间的不平衡；
3、机器设备故障导致等待；4、因为缺料等导致人和设 备等待；
5、生产计划安排不平衡导致人机闲置。
Cell 生产
因缺料，作业不平衡，计划不当等导致作业者处于等待状态
A
B
C
D
A
B
C
D
A
B
C
D
搬运的浪费
1、物料移动所需空间的浪费；
2、人力，工具的浪费；
3、时间的浪费；
4、推车的浪费。
Layout 优化
物料的放置、堆积、移动、整理等浪费
加工的浪费
1、多余的作业时间和辅助设备；
2、生产资源的浪费；
3、额外处理人员的增加；
4、加工，管理工时的增加；
5、时间浪费，影响产量的完成。
In Coming 改善
过分精确的加工或多余的加工，造成不必要的浪费
动作的浪费
1、物品取放，反转，对准等不合理；
2、作业是转身，大幅度动作；
3、抬臂过高，过低；
4、频繁的走动。
Standardization
现场作业动作不合理造成的浪费
消除浪费的三项途径
可靠绩优的协力厂
LPS
零换模作业
减少库存
非计划主导形态的
生产方式
因应市场
看板的规则
刚好及时生产体制
有效的现场管理
标准化作业
周期时间生产
U型生产线
制程分析、改善
消除浪费
Cell方式
高强的机械化技术
自动输送与停止
（MT化）
加装防呆装置
预防保养（PM)
着着方式
机械串联技术
自动化（AT)
5W1H 分析法
做什么？
（what）
何处做？
（where）
何时做？
（when）
由谁做？
（who）
如何做？
（How）
为何要做？
（why）
明白做什么，做其他的是否更好？
是否有必要做？
有无其他更合适的地方做？
有无其他更合适的时间？
有无更合适的人？
有无更好的方法？
描述问题
•主题应该是集中
聚焦于客户需求
•集中处理5大恶事
之一
•主题应该是可测量的
•主题应该是面向
问题存在的弱点
Inputs Process Outputs
¦ High Level Flow Chart
¦ Run Chart
Weakness
Time
•
得到事实
•带着原因和目的收集
数据才有价值
•在现场收集自己的数据
•使用Pareto图表分析数据
•
原因分析
• 问5次为什么？
•多与知道过程的人沟通
要善于过滤真伪信息
•
得出解决初步方案
•保证这个解决办法
是可实施的
•制订详细的实施
时间表—甘特图
•将方案付于实验
Time Line of Experiment
•
确认方案
•通过比较实施前后的
数据确认解决办法
产生的效果
•评价并且列举潜在的
副作用和问题点
• 形成标准
•将新的程序和标准形成文件
•监控新标准的执行结果
•保证在过程变化期间
能持续获利
•
循环
•总结项目组的成就
•为下一循环推荐一个改善点
•为下一个循环制定初步计划
Checksheet
Pareto Charts
Fat Rabbit
0
4
8
12
16
20
24
0%
20%
40%
60%
80%
100%
1
2
3
4
5
6
7
Who What When Where How
4 W's & 1H Chart
Item
Time
0
4
8
12
16
20
24
0%
20%
40%
60%
80%
100%
0
4
8
12
16
20
24
0%
40%
70%
100%
120%
150%
Next Problem
Selection
Ishakawa Diagram
(. Fishbone or
Cause & Effect)
Why
is "Fat
Rabbit"
Happening?
Detail Flow Chart
of Process
Root Cause
Before and After Pareto
Positive/Negative
Side Effects
Run Chart
Solution Implemented
4 W's & 1H & 1C = Check
Run Chart (Monitor)
Old Flow Chart
Who What When Where How ¦
vs. New Flow Chart
工具
Time
No
1
2
3
4
5
6
7
Gantt Chart
1
2
3
4
5
6
7
Plan
v.
Actual
No fat rabbit:
inconclusive
数据分析
确 认
确定主题
标准化
根本原因
解决方案
持续改善
是
Fat Rabbit
Strengths Weaknesses
Countermeasures
* * *
•根源一定要是可控制的
问题解决7步法则
目录
一 ：精益价值流简介
二 ：产品价值流图
三 ：企业价值流图
四 ：价值流管理
企业价值流的范围
从概念到投产的
设计流
从原材料到产品交付客户的
生产流
信息流
材料流
企业价值流图示
企业价值流的7个分析工具
产品多样性漏斗
精益价值流
决策点分析
实体结构图
质量过滤图
流程活动图
供应链反应矩阵
需求放大图
7个工具绘制价值流图的选择矩阵
绘图工具
浪费/
结构
流 程
活动图
供 应 链
反应矩阵
产品多样
性漏斗图
质 量
过滤图
需 求
放大图
决策点
分 析
实 体
结构图
过量生产
等 待
运 输
加 工
库 存
不 良
动 作
整体结构
M
L
H
L
L
H
H
H
H
M
H
H
H
H
H
M
M
M
M
M
L
L
L
L
L
L
L
M
L
L
M
M
M
H=相关性和有效性高；M=相关性和有效性中等；L=相关性和有效性低
需求放大图
市场需求量
计划生产量
数量
月度
供应链反应距阵
82
40
2
一级供应商
主要储存
分销商
办事处
配送
检查
发送
主要活动
接收
累计交付周期42天
总计141天
累计库存99天
有助于我们将库存量和交付周期成为改善活动的目标
实体结构图
组装厂
三级
二级
一级
一级
二级
三级
用服
市场
原料
层级
支持
支持
供应商层级
经销商层级
原料
用服
市场
支持
支持
三级
二级
一级
一级
组装厂
二级
三级
（a）按照有关企业的数量
（b）按成本的增加
此方法便于工业工程师对产业结构及功能通过ECRS等方法进行再设计
产品多样性漏斗
加工路线
原料
发酵
调整
装瓶和包装
包装尺寸
酒瓶的高度和尺寸
实际浓度酿造
核心高浓度酿造
变量和交付
周期分析
酿酒业的例子
有助于减少库存和改变其产品的加工，还可以对公司或供应链产生总体的概念
质量过滤图
1 000 000
100 000
1 000
100
1
10
缺陷率（PPM）
10 000
配送商
原料
三级供应商
二级供应商
一级供应商
组装厂
产品瑕庇
服务瑕庇（文件编制、交货问题等）
内部废料
决策点分析图
工 厂
在制品
采购的物品
产成品
供应商
仓 储
全国供应中心
地区供应中心
按地区库存制造和发运
按全国库存制造和发运
推式生产
拉式生产
按订单制造
按订单制造
按订单采购和制造
供应流决策点
预测驱动
客户驱动
流程活动图
三个成本分析与改进的工具
价值分析时间图
供应链总体效率图
供应链
关系图
1
2
3
价值分析时间图
售价
购进原料
搬运和储存原料
冲裁钢板
搬运和储存钢坯料
压制部件
搬运和储存部件
储存
产成品
组装
冲压件
a
b
c
总价值
总成本
总浪费（d）
时间
成本/价值
成本/价值
供应链整体效率图
基本效率计算
设备效率的计算方法
来料效率的计算方法
交货效率的计算方法
总时间-计划的停工期
可用时间
加工数量*实际周期
作业时间
总产量-不合格品
总产量
*
*
80%
80%
95% =%
*
*
可供使用的部件 准时交货率 来料的质量
*
*
所供产品的有效客户 交货率 装运货物的质量
*
*
供应链整体效率图
供应商交货
10
0
20
30
40
50
60
70
80
90
100
冲裁
冲压
组装
向客户交货
阶段
供应链关系图
研发
计划
市场
销售
客户
财务
供应商
实物分配
入货物流
订单管理
出货物流
采购
供应链问题的三个方面
2.信息管理
3.组织问题
1.原料的
实物流
进货物流
厂内物流
发货物流
原材料/部件
供应商
工厂
客户/OEM厂商
订单提取和处理系统
需求预测系统
供应链效率
所需硬件和软件
运输
运输
运输
与供应商和客户的整和
在制品
例：迈瑞公司现状价值流图
供应商
客户:办事处
产品: 血球仪
采购
机加厂
试剂厂
钣金厂
主生产计划
I
I
需求计划
I
市场预测
周生产计划
I
库房
月度滚动计划
工单生产计划
库房
库房
库房
来料检查
C/T=
CO=0
1 shift/5days
Yield =100%
Batch : 30pcs
组件装配
*9
C/T=
CO=0
1 shift/5days
Yield =100%
Batch : 10pcs
总装
*9
C/T=
CO=0
1 shift/5days
Yield =95%
Batch : 1pcs
调试
*3
C/T=24H
CO=0
1 shift/5days
Yield =99%
Batch : 5pcs
老化
C/T=
CO=0
1 shift/5days
Yield =97%
Batch : 1pcs
FQC
*3
C/T=
CO=0
1 shift/5days
Yield =100%
Batch : 10pcs
包装
*1
I
I
I
每日排程
市场
Forecast 30 days
Weekly Order
90/60/30天预测
MRP
Forecast
PO
周排程
Ship
I
Daily Shipment
7pcs
每天
30pcs
10pcs
10pcs
10pcs
30pcs
22 Days Through time
Days Value added time
~
PCBA
加工厂
库房
I
优化信息流
持续物流
20 Days Lead Time
加快供应
关键长周期物料：
IC / LCD
电容 / 晶体管
槊胶 / 钣金件
电机 / 阀 / 泵
外购件
决策点分析工具
供应链反应矩阵
需求放大图
实体结构图
流程活动图
关键问题1
加工
产品形成全过程中
增值时间为天
增值时间所占比例
=6%
搬运
内部搬运次数超过
10次且搬运过程困难
储存
等待储存时间
=20 天
我们能以更小的
批量投入生产吗？
检查
生产线最后的检查工序FQC是流程
的一部分
FQC与前面的调试
工序能合并吗？
建议：
随着产量的增加逐渐向 CELL 生产方式转变
流程活动图
关键问题2：需求放大图
市场预测和实际订单
之间存在脱节
直接用 MRP 生成的供应商
计划造成订购模式的
不稳定和波动
客户的需求对生产
是可见的吗？
根据好的预测系统制定供应商计划
根据客户的实际需求制定生产计划
应用平衡计划和平稳生产带来的好处，
应该能够补偿额外库存带来的附加成本
关键点：
建议：
关键问题3：供应链反应矩阵
关键点：
建议：
国内供应商交付周期=2~8周
反应时间长
供应是否受经济批量的限制
供应商反应不快是因为定时
交货还是计划改变得较晚
国外供应商交付周期=4~16周
供应链中的信息流是否
稳定、准确
保持平稳、及时的
PO 采购策略
每周运行 MRP 并以
周排程作为采购指令
会干扰需求模式
关键点：实体结构图
产品部件的数量太多
可用的供应商是否很多
协力厂的产能是否满足需求
建议：
以最简单的流程和尽可能小的库存确保协力厂的供应
部件供应商的拓展 — 他们是被客户指定的吗？
供应商直接在线补偿的能力和卖主管理库存的可能性
关键问题4
发展未来价值流-建议
市场需求波动分析
平稳采购计划
库存结构分析
采购策略
PMC
采购
生产
协力厂
供应商
产品的市场需求情况
产品的销售模式
预测的需求放大情况
预测准确率的KPI考核
信息流的优化
MRP的运行原则
平稳计划
物料信息平台建设
缺料分析及跟进、改善
生产批量
流动生产
信息反馈机制
库存控制
质量改善
消除浪费
优化协力加工流程
提高协力厂的产能
控制协力厂经营成本
供应商效率分析
供应商资源整合
供应链价值分析
VMI系统
超市理念
市场
生产计划
物料需求
产品实现
协力生产
物料供应
销售/预测
例：迈瑞公司改善后价值流图
供应商
客户:办事处
产品: 血球仪
采购
机加厂
试剂厂
钣金厂
主生产计划
I
I
需求计划
I
市场预测
周生产计划
I
库房
月度滚动计划
工单生产计划
库房
库房
库房
来料检查
C/T=24H
CO=0
1 shift/5days
Yield =99%
Batch : 5pcs
老化
C/T=
CO=0
1 shift/5days
Yield =97%
Batch : 1pcs
FQC
*3
C/T=
CO=0
1 shift/5days
Yield =100%
Batch : 10pcs
包装
*1
每日排程
市场
Forecast 30 days
Weekly Order
90/60/30天预测
MRP
Forecast
PO
周排程
Ship
I
Daily Shipment
10pcs
每天
10pcs
70pcs
4 Days Through time
Days Value added time
PCBA
加工厂
库房
I
7 Days Lead Time
C/T=
CO=0
1 shift/5days
Yield =100%
装配+调试
批量
10pcs
目录
一 ：精益价值流简介
二 ：产品价值流图
三 ：企业价值流图
四 ：价值流管理
建立精益文化
与基础平台
建立梦想
发展供应链
战略计划
精炼精益
执行计划
主动执行
精益计划
持续改善
+
价值流管理的基础模块
准备
选择实施计划
关注客户需求
详细说明价值、质量、进度和目标成本
记录现状价值流
绘制产品与信息流
操作者活动图
工具、设备使用状况
收集基础数据
标准化
制程控制
Achieve process control
实施TPM、TQM
消除浪费
全员意识培养
推行新的生产方式
执行供应商优化系统
选择适当的生产控制系统
实现单件流
保持平稳生产
供应链管理
库存管理
定义价值
确定价值流
执行流动
拉动生产
关键竞争力
设想未来状态价值流
明晰客户要求前置时间
计划新的工厂布局
内部系统流程优化
供应商系统整合
设计形象的控制系统
评估并且证明所需成本
设计生产系统
入口
结合企业实际
组建团队
发展执行策略
进行变革的计划
相关文化的宣传
对关键人员进行训练
确立有效的目标
建立梦想
确定需求
精益学习
借鉴经验
Phase 5
Phase 6
Phase 1
Phase 2
Phase 3
Phase 4
Phase 0
精益范例
Phase 7
尽善尽美
企业 /产品系统
财务
信息
质量
安全
培训 / 人力资源
员工 / 合作伙伴
+
5S
最优质量
消除障碍
发展 TPM
目标评估
持续改善管理机制
团队建设
项目管理
高层许诺
精益通道
供应链/外部环境
生产
工程
+
+
+
+
价值流管理路标
理解价值流
图析管理
方针、政策
变革技巧
价值流管理
建立稳定
的基础
价值流图
发展持续流
使物料流动
建立拉动系统
供应链管理
领导层价值流管理
识别价值
价值流图析
流动
拉动系统
追求完美
培训
策略、计划
管理
执行
价值流管理矩阵
A.与价值流图形本身
密切相关的问题
价值流管理的难点
B.与运用时所处的
环境相关的问题
C.与价值流方法
相关的其他限制
1、可能存在不能归入目前图形方法的其他浪费，如能源和人力资源的浪费
2、可能存在其他可用的工具
3、由于将注意力集中与价值流，所以没有能够很好地涵盖价值流之间重叠的区域
4、对于如何从价值流图形中确定哪种工具更优以及最终的实施方法缺乏很好的了解
1、对精益意味着什么和如何达到目的等缺乏了解
2、在高层或运作层次上的流程缺乏正式的培训步骤
3、在正式分析阶段没有足够的客观数据
4、目前应用这种方法需要相当长的时间
1、对于特定的企业在供应良中的地位及变革的含义缺乏了解
2、与公司战略和更为广泛的市场环境缺乏联系
3、对不同业务和供应链环境中的其他关键流程缺乏了解，例如新产品开发和维护保养是就应该避免犯“一线近视”这样的错误
4、对与人力资源相关的问题缺乏了解，例如组织应有自己适当的企业文化、语言和人际关系
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
Continuing with our Housing example...
We begin by drawing our customer and documenting the customer information: demand for product(s), method of shipment (trays, pallets) shipping size, operating times of the customer (hours of operation)
We then draw in each operation and its operating conditions as we walk on the floor.
For each operation, document:
Takt Time (calculate based on customer demand), Cycle Time, Operational Availability, First Time Quality, Changeover Time &Frequency of Changeover, Scrap, Rework, number of operators, Value Added Time, and if equipment is dedicated or shared.
In the “General Information” box, document all information that is common in the value stream (. # of days worked, # of shifts, available time, etc.)
Note: Depending on the value stream being analyzed, you may choose to include additional information. This is left to the judgement of the value stream group.
