4/3/2014

The Future State Map

One process makes only what the

next process needs when it needs it
Link all processes in a smooth flow
that generates
Shortest lead time
Highest quality
Lowest cost
Characteristics of a Lean
Value Stream

What is the takt time?

Build to a finished goods supermarket
or directly to shipping?
Where can you use continuous flow?
Will you need to use supermarket pull
system for control?

Key Questions for Future State

1
 4/3/2014

What is the pacemaker process for

scheduling?
How will you level the production
mix at the pacemaker process?
What is the increment of work at
the pacemaker process?
What process improvement will be
necessary?
Key Questions for Future State cont.

Acme Stamping
Workday = 8 hours; 2 10 minute breaks

Available Working Time:

= 28,000 1200 = 27,600 seconds

Takt time = Available Working Time = 27,600

Customer Demand 460
= 60 seconds
What is the takt time?

The supermarket schedules

assembly

Building to a Supermarket

2
 4/3/2014

Production Control
schedules assembly

Building Directly to Shipping

Customer demand unpredictable

Acme uncertain about reliability of
future-state changes

Initially: Use F/G supermarket

Later: produce to shipping

Future State Strategy

Meeting demand:
Use customers 30-day forecast for
initial forecast
Redistribute work elements & adjust
# to match demand & output of
operators
Kanban from supermarket
determines actual production
Kanban size: 20-bracket tray
Future State Strategy

3
 4/3/2014

Acme Stamping current cycle times

62 s.
takt time
60 s. 46 s.
40 s.
39 s.

assemble

assemble
weld

1 s. weld
stamp

Continuous flow opportunity?

Stamping?
NO cycle time of 1 sec. is too short
Run stamping as a batch operation

Weld & Assemble?

Continuous flow opportunity?

Assembly workstations
Close proximity
Cycle times are near takt time
Dedicated to steering bracket product
Weld workstations
Same characteristics

Weld & Assemble Potential

4
 4/3/2014

Total cycle time

# of operators required = = 3.12
Takt time

What should we do?

4th operator underutilization - undesirable
3 operators requires process kaizen to reduce
cycle time
total cycle time < total takt time
? < 180 seconds

Implementing continuous flow

Takt= 60 sec.
C/T = 55 sec
C/O = 0
Uptime = 100%
2 shifts

Continuous Flow

Stamped Parts
Weld/assembly cell requires 600 LH & 320 RH
stamped parts/day
Parts containers sized to allow close placement
Small containers keep both LH & RH parts in
the cell
Reduced changeover time at pacemaker process
Very frequent changeovers is key for leveling mix

Other Uses of Supermarket Pull

5
 4/3/2014

Withdrawal kanban: triggers

movement of parts
Bin contains 60 parts
Weld/Assembly - withdrawal kanban
triggers removal of bin from supermarket
Production kanban: triggers
production of parts
Removal of bin issues production kanban
to stamping to produce parts

Kanban

One Option

Stamping cycle time = 1 sec/piece

Stamping changeover time = 60
minutes
Replacement of bin for bin not
practical
Goal: every part, every day
batch size == 600 LH & 320 RH
Decision: keep 1.5 days of parts in
supermarket
Stamping Supermarket

6
 4/3/2014

Kanban used to signal a process

Initiated when inventory level reaches a
specified minimum
Upon reaching scheduling board
changeover & production of specified
batch size
Key: Stamping is scheduled by kanban
rather than by production control

Signal Kanban

Another Option

Supermarket for steel coils

Withdrawal kanban attached to each coil
Sent to production control when coil is
removed from supermarket
Production orders coils based on usage
Kanban placed at receiving indicating day
of scheduled delivery
Change to daily rather than weekly
delivery
What is a Milk
Steel Coils Run delivery?

7
 4/3/2014

Steel Coil Supermarket

Coils Stamped Weld/Assy Finish. Prod. Total

Parts WIP Goods Lead Inven.
Time Turns
Before 5 days 7.6 days 6.5 days 4.5 days 23.6 days 10

After 2 days 1.5 days 0 4.5 days 8 days 30

Where do we go from here?

Progress