Example Map Sqm Fg

Weekly Order

Daily

ABC Co.

(Customer)

1

ATLAS

Warehouse

(Supplier)

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

Customer Daily Demand Item refers to Finished

Goods

Arrows are available

in the main eVSM

stencil on the left

Lead Time is a summation of VA and

NVA time.

Always drop the Parent

shape onto a grid location

Drag and drop ALL

THREE RED icons first

Position Centers to build

timeline as shown. VA

time is in the valley.

Blue Auto fields will get populated via the

equations in Quick Mfg

DO NOT change or delete

any of the variable names

To move shapes around

drag the light green

parent shape

Always replace x.xx in data fields with your values

Basic Guidelines for using Quick Mfg

Customer Demand

ItemDay

7000

Day1.07

Inventory Item7500

Min0.80

Associates Staff1

Qty Per Cycle Item10

Cycle Time Min0.8

Cycle Time Per UnitMinItem

0.08

Activity Takt TimeMinItem

0.12

Activity VA Per UnitMinItem

0.08

Day0.55

Inventory Item3850

Min2.20

Associates Staff1


Cycle Time Min2.2


0.22


0.12


0.22

Day0.44

Inventory Item3100

Min1.00

Associates Staff1


Cycle Time Min1


0.10


0.12


0.10

Day1.29

Inventory Item9000

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day5.35

Value Added Percent

%0.09

Activity Lead Time

Day2

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Blanks Molded Blanks Drilled Blanks Scissors

Mold Handles

CapacityItemDay

Auto

Computed DemandItemDay

Auto

ECItemDay

Auto

Computed Activity TimeHr

DayAuto

Sharpen

CapacityItemDay

Auto


Auto

ECItemDay

Auto


DayAuto

Assemble

CapacityItemDay

Auto


Auto

ECItemDay

Auto


DayAuto

Mig

Vault

Weekly Order

Daily

2

Item

Screw

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

You can have more than one inventory ahead of

an Activity. Here we have decided to make the

NVA timeline correspond to the Blanks inventory by changing the path number for Screws to 2 to remove it from the critical path timeline (Path 1)

In the above example the Inventory Value add-on is used to calculate the $ value of the inventory. It shows the very small $ value of the

Screws inventory and explains why the Screws were taken off the critical path (Path 1) so that the corresponding NVA time does NOT

contribute to the overall Lead Time.

Use the Inventory Daily Demand add-on to specify demand greater than Customer Daily Demand. The NVA time calculation is impacted by the following change in formula

from: Inventory Item / Customer Daily DemandTo: Inventory Item / Inventory Daily Demand

To adjust the number of decimal places

change the format of the corresponding

cell in Excel

When several components of an inventory are

used in making one Item of finished goods (each Item of Customer Daily Demand is an item of finished goods), you can model this in

the following way:

1) Define a new unit (via the Name and Eqn manager, and use it in the Inventory Center, 2) Drag out a Unit Converter to define how

many components go into making one Item of finished goods. (For example you need 2

Screws in making 1 Item of finished goods)

2

2

1

Customer Demand

ItemDay

7000.00

Day0.78

Min0.80

Associates Staff1.00

Qty Per Cycle Item10.00

Cycle Time Min0.80


0.08


0.12


0.08

Day0.39

Inventory Item3500.

00

Min2.20



Cycle Time Min2.20


0.22


0.12


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day4.90

Value Added Percent

%0.10

Single Item Value

$1.50

Inventory Value

$4650.0

0

Inventory Demand

ItemDay

9000.00

Day0.71

Inventory Screw10000.

00

Single Item Value

$0.02

Inventory Value

$100.00

Activity Lead Time

Day2.00

Inventory Item7000.

00

Inventory Demand

ItemDay

9000.00

Z020

D030

A050

A060

A070

A100

A110

A120

Z010

A010

A020

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Molded Blanks Drilled Blanks Scissors

Screws

Blanks

Mold Handles

CapacityItemDay

10500.00


7000.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

3818.18


7000.00

ECItemDay

3818.18


Day14.00

Assemble

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault

Modeling Inventory

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

1

Time Between is the default data block when using a Transport Center and

represents the frequency of delivery. The

Transport Time add-on represents transport duration. If you use both, the

NVA time is a sum of both

Activity Lead Time can include transport time from supplier. Use it as the total time

from when an order is placed with the

supplier to delivery.

Customer Demand

ItemDay

7000.00

Day1.07

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.12


0.08

Day0.55

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.22


0.12


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day6.35

Value Added Percent

%0.07

Day1.00

Transport Frequenc

y

TripDay

1.00

Activity Lead Time

Day2.00

Transport Time

Day1.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

A020

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Blanks Molded

BlanksDrilled Blanks Scissors

Mold Handles

CapacityItemDay

10500.00


7000.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

3818.18


7000.00

ECItemDay

3818.18


Day14.00

Assemble

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault

Modeling Transport

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

The CT/TT Chart is a visual representation of capacity.

The Stations add-on captures increased capacity at an activity. Station are

assumed to run in parallel so in the

example above, 20 items will be produced

every 2.2 mins

If an activity processes different part types

within a day and which require different setups

, then use the Activity Changeover add-on to specify the number of changeovers between

part types and time taken per changeover.

(See chart for the impact on capacity)

Understanding Capacity

Customer Demand

ItemDay

7500.00

Day1.00

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.11


0.08

Day0.51

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.11


0.11


0.11

Day0.41

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.11


0.10

Day1.20

Inventory Item9000.

00

Takt TimeMinItem

0.11

Total Value Added

Min4.00

Lead Time Day3.13

Value Added Percent

%0.15

Stations Stn2.00 ChangeoversCODay

4.00

Changeover LossMinItem

0.03

Time Per Changeover

MinCO

55.00

Activity Lead Time

Day0.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m


Mold Handles

CapacityItemDay

10500.00


7500.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

7636.36


7500.00

ECItemDay

7636.36


Day14.00

Assemble

CapacityItemDay

8400.00


7500.00

ECItemDay

8400.00


Day14.00

Cycle Time / Takt Time Chart

Min

/Ite

m

0

.02

.04

.06

.08

.1

.12

.14

A050

Mold

Han

dles

A070

Sha

rpen

A110

Ass

emble

Cycle Time Per Unit

Changeover Loss

Activity Takt Time

Mig

Vault

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary Sc

1

MRP

Production

Control

Outside Source

2

2

2

2

2

2

2

Time Summary Boxes

2

Path Number changed to 2

The Path Number is used by the time summary at the end of the time line to

filter which items contribute to the

Lead Time and total VA time

Activities can be on one or

more paths

Every path must have a Customer Daily Demand.

2

2

Customer Demand

ItemDay

7000.00

Day1.07

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.12


0.08

Day0.55

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.22


0.12


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day5.35

Value Added Percent

%0.09

Min25.00



Cycle Time Min25.00


25.00


0.12


25.00

Min8.00



Cycle Time Min8.00


8.00


0.12


8.00

Day0.71

Inventory Item5000.

00

Day3.00

Wait Day3.00

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min34.00

Lead Time Day7.33

Value Added Percent

%0.55

Activity Lead Time

Day2.00

Activity Lead Time

Day1.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

A015 A020

A035A040 A055

D060

Z015

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Blanks Molded Blanks Drilled Blanks Boxed

Scissors

Box Blanks BoxesCardboard

Mold Handles

CapacityItemDay

10500.00


7000.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

3818.18


7000.00

ECItemDay

3818.18


Day14.00

Cutting

CapacityItemDay

33.60


7000.00

ECItemDay

33.60


Day14.00

Folding

CapacityItemDay

105.00


7000.00

ECItemDay

105.00


Day14.00

Assemble & Box

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault

Path Based Summaries

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

Gadgets are a means of visually displaying data magnitudes. Various gadget types are

available

Visually Representing Data: Gadgets

Here the Red Bar shows the relative values of

the NVA times on the map

Customer Demand

ItemDay

7000.00

Day1.07

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.12


0.08

Day0.55

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.22


0.12


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day3.35

Value Added Percent

%0.14

Activity Lead Time

Day0.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Blanks Molded


Mold Handles

CapacityItemDay

10500.00


7000.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

3818.18


7000.00

ECItemDay

3818.18


Day14.00

Assemble

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

If for any reason an activitys time is different from the defined production hours

per day use the Activity Time add-on. This will change the Takt Time for the activity

(see chart)

The Activity Demand add-on is used to define a demand on the activity that is

different from Customer Daily Demand. This will change the Takt Time for the

activity (see chart)

The CT/TT Chart is a visual

representation of capacity.

Takt Time here differs at each activity because Takt

Time = Daily Demand / Available Time

Modeling Shared Resources

Customer Demand

ItemDay

7000.00

Day1.07

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.03


0.08

Day0.55

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.22


0.09


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day3.35

Value Added Percent

%0.14

Activity TimeHr

Day4.00

Activity Demand

ItemDay

9000.00

Activity Lead Time

Day0.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m


Mold Handles

CapacityItemDay

3000.00


7000.00

ECItemDay

3000.00


Day4.00

Sharpen

CapacityItemDay

3818.18


9000.00

ECItemDay

3818.18


Day14.00

Assemble

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault


Min

/Ite

m

0

.05

.1

.15

.2

.25

A050

Mold

Han

dles

A070

Sha

rpen

A110

Ass

emble

Cycle Time Per Unit

Activity Takt Time

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

Use the Activity Scrap add-on whenever scrap significantly affect production time (see

chart for effect)

The Rolling Defects add-on calculates the impact of defects at any activity on all

downstream activities (see chart)

When using Rolling Defects: all centers MUST have the add-on in order for the

calculation to make any sense and activities

must be sequenced in order (using the eVSM

AutoSeq button from the eVSM toolbar). This

creates the green sequence arrows shown.

The CT / TT Chart captures the impact of

Defects and Rolling Defects on Capacity4

Customer Demand

ItemDay

7000.00

Day1.07

Inventory Item7500.

00

Min0.80



Cycle Time Min0.80


0.08


0.12


0.08

Day0.55

Inventory Item3850.

00

Min2.20



Cycle Time Min2.20


0.22


0.12


0.22

Day0.44

Inventory Item3100.

00

Min1.00



Cycle Time Min1.00


0.10


0.12


0.10

Day1.29

Inventory Item9000.

00

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day3.35

Value Added Percent

%0.14

Scrap Percent %8.00

Scrap LossMinItem

0.02

Scrap Percent %10.00

Scrap LossMinItem

0.01

DownStr LossMinItem

0.00

Rolling Scrap Percent %10.00

DownStr LossMinItem

0.02


Activity Lead Time

Day0.00

DownStr LossMinItem

0.02


Rolling Scrap Percent

%17.20Rolling Scrap

Percent%10.00

Rolling Scrap Percent

%17.20Rolling Scrap

Percent%0.00

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m

Blanks Molded


Mold Handles

CapacityItemDay

10500.00


7000.00

ECItemDay

10500.00


Day14.00

Sharpen

CapacityItemDay

3818.18


7000.00

ECItemDay

3818.18


Day14.00

Assemble

CapacityItemDay

8400.00


7000.00

ECItemDay

8400.00


Day14.00

Mig

Vault


Min

/Ite

m

0

.05

.1

.15

.2

.25

.3

A050

Mold

Han

dles

A070

Sha

rpen

A110

Ass

emble

Cycle Time Per Unit

Scrap Loss

DownStr Loss

Activity Takt Time

Modeling Scrap

Weekly Order

Daily

Customer

1

ATLAS

Warehouse

1

1

1

1

1

1

1

1

Time Summary

1

MRP

Production

Control

Modeling Cumulative and Carrying Costs

the incoming inventory

cost is modeled here as

$10 per itemInventory Carry

Cost Factors as % of

Inventory Value

You can model transport cost

by using the transport center

and appropriate add-ons

You can model supplier cost by

using the appropriate add-ons

Sequence arrows MUST be

applied for the cumulative cost

calculation

Inv Carry Cost Summary

1

Annual carrying

cost for inventory

Red bar shows the cumulative cost per

item at any point in the stream

Customer Demand

ItemDay

7000

Day1.07

Inventory Item7500

Min0.80

Associates Staff1


Cycle Time Min0.8


0.08


0.12


0.08

Day0.55

Inventory Item3850

Min2.20

Associates Staff1


Cycle Time Min2.2


0.22


0.12


0.22

Day0.44

Inventory Item3100

Min1.00

Associates Staff1


Cycle Time Min1


0.10


0.12


0.10

Day1.29

Inventory Item9000

Takt TimeMinItem

0.12

Total Value Added

Min4.00

Lead Time Day5.35

Value Added Percent

%0.09

Activity Lead Time

Day2

Cost Of Capital

%6

Inventory Damages

%1

Insurance On Inventory

%0

Inventory Obsolescence

%1

Inventory Shrinkage

%0

Total Carrying Costs

%8.00

Added Cost$

Item3

Cumulative Cost$

Item13.00

Added Cost$

Item3

Cumulative Cost$

Item16.00

Added Cost$

Item.5

Cumulative Cost$

Item16.50

Added Cost Per Item $10

Cumulative Cost$

Item10.00

Inventory Value K$75.00

Annual Inv Carry Cost

K$6.00


Cumulative Cost$

Item13.00



K$4.00


Cumulative Cost$

Item16.00



K$3.97


Cumulative Cost$

Item16.50



K$11.88

Total Annual Inv Carry Cost

K$25.85

Z020

D030

A030

A050

A060

A070

A100

A110

A120

Z010

Z011

Z025

Grp

Mgr

View

Mgr

1000

K$

$

1000

kW

W

1000

kWh

Wh

14

Day

Hr

60

Hr

Min

60

Min

Sec

5280

Mile

ft

3.281

m

ft

1000

Km

m


all

Mold Handles

CapacityItemDay

Auto


Auto

ECItemDay

Auto


DayAuto

Sharpen

CapacityItemDay

Auto


Auto

ECItemDay

Auto


DayAuto

Assemble

CapacityItemDay

Auto


Auto

ECItemDay

Auto


DayAuto

Mig

Vault

Allv6.vsdBasicInventoryTransportCapacityPathsGadgetsShared ResourcesScrapCosts

Example Map Sqm Fg

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