11

Value Stream Mapping ProcessValue Stream Mapping Process

What, Where, When, Why, Who, What, Where, When, Why, Who, Which, How etc Which, How etc

Anand SubramaniamAnand Subramaniam

22

Be aware.. Be aware.. Lean system implementation requires a high degree of discipline, and Lean system implementation requires a high degree of discipline, and sometimes it can stress the workforce.sometimes it can stress the workforce.

There is high level of co-operation & trust required between operators There is high level of co-operation & trust required between operators and supervisors.and supervisors.

Reward systems and labor classifications must often be revamped when Reward systems and labor classifications must often be revamped when a lean system is implemented.a lean system is implemented.

Existing layouts may need to be changed.Existing layouts may need to be changed.

Daily production schedules in high-volume, make-to-stock environments Daily production schedules in high-volume, make-to-stock environments must be stable for extended periods. must be stable for extended periods.

If the inventory advantages of a lean system are to be realized, small If the inventory advantages of a lean system are to be realized, small lot sizes must be used. lot sizes must be used.

If frequent, small shipments of purchased items cannot be arranged If frequent, small shipments of purchased items cannot be arranged with suppliers, large inventory savings for these items cannot be with suppliers, large inventory savings for these items cannot be realised.realised.

33

HighlightsHighlights1.1. Overview - Value Stream Mapping (VSM)Overview - Value Stream Mapping (VSM)

2.2. Pre-VSMPre-VSM

3.3. VSM Review – Current StateVSM Review – Current State

4.4. VSM Review – Future State & VSM Review – Future State & Implementation Road MapImplementation Road Map

5.5. Excellence Road MapExcellence Road Map

44

Highlights - 1Highlights - 1

Lean ProcessLean Process

Value Stream Mapping (VSM)Value Stream Mapping (VSM)

Value & Non Value Add Value & Non Value Add

PrinciplesPrinciples

SIPOCSIPOC

DefinitionDefinition

55

What is a Lean Process ?What is a Lean Process ?

Define value from the

customer’s perspective

Map thevalue

stream

Create flow; eliminate theroot causes

of waste

Create pullwhere flowis difficultto achieve

Seekperfection via

continuousimprovement

66

VSM – Why, What, Where?VSM – Why, What, Where?Key tool for Lean implementation, makes process & problems visibleKey tool for Lean implementation, makes process & problems visible

Forms the basis of an improvement plan and a common languageForms the basis of an improvement plan and a common language

Highlights Suppliers, Inputs, Process, Outputs and Customers (SIPOC)Highlights Suppliers, Inputs, Process, Outputs and Customers (SIPOC)

Is a qualitative tool for identifying and eliminating waste (or muda) Is a qualitative tool for identifying and eliminating waste (or muda)

Aligns organisations processes, creates a sense of teamwork / ownershipAligns organisations processes, creates a sense of teamwork / ownership

Involves drawing - current state, future state, & an implementation plan Involves drawing - current state, future state, & an implementation plan

Spans the entire value chain, from raw materials receipts to finished goods delivery Spans the entire value chain, from raw materials receipts to finished goods delivery

A paper and pencil tool to help you visualise and understand the linkage between A paper and pencil tool to help you visualise and understand the linkage between material and information flowmaterial and information flow

Focuses on maximising the overall flowFocuses on maximising the overall flow

77

Value Add & Non Value AddValue Add & Non Value AddValue Add (VA)Value Add (VA)

Any activity the customer values (and is willing to pay for)Any activity the customer values (and is willing to pay for)– Who are your customers? Who are your customers? – What do they really want?What do they really want?

To be considered “value add”, a process step must have YES to all To be considered “value add”, a process step must have YES to all these questionsthese questions– Does the customer care?Does the customer care?– Does it change the thing?Does it change the thing?– Is it done right the first time? Is it done right the first time? – Is it required by law or regulation?Is it required by law or regulation?

Non Value Add (NVA)Non Value Add (NVA)Any activity that consumes time and / or resources & does not add Any activity that consumes time and / or resources & does not add value to the service or product for the customer. These activities value to the service or product for the customer. These activities should be eliminated, simplified, reduced, or integrated.should be eliminated, simplified, reduced, or integrated.– Necessary – Legal / regulatory requirementsNecessary – Legal / regulatory requirements– Unnecessary - Waiting, Unnecessary processing, Errors/defects, Unnecessary - Waiting, Unnecessary processing, Errors/defects,

Motion (people), Transportation (product), Underutilised people, Motion (people), Transportation (product), Underutilised people, InventoryInventory

88

VSM - Principles VSM - Principles Diagnostic ToolDiagnostic Tool– Reveals hidden symptoms of larger problemsReveals hidden symptoms of larger problems

Strategic Planning ActivityStrategic Planning Activity– Helps prioritise opportunities for improvementHelps prioritise opportunities for improvement– Results in an implementation planResults in an implementation plan

Macro-Level - Visual Representation Macro-Level - Visual Representation – Information flowInformation flow– People and material flowPeople and material flow– Each process block represents a handoff or a break in the timelineEach process block represents a handoff or a break in the timeline

Contains Relevant MetricsContains Relevant Metrics– Lead time – throughput / turnaround / flow timeLead time – throughput / turnaround / flow time– Cycle time – touch / process timeCycle time – touch / process time

99

SIPOC - Process MapSIPOC - Process Map

SS II OO CCPPSuppliers Inputs Process Outputs Customers

1010

DefinitionDefinitionCycle Time (C/T)Cycle Time (C/T) – time to complete a single unit of production – time to complete a single unit of production

First Time Through (FTT)First Time Through (FTT) - % of jobs that are complete and accurate - % of jobs that are complete and accurate the first time that they are processed.the first time that they are processed.

DemandDemand – average number of units per shift – average number of units per shift

Batch Size (BS)Batch Size (BS) – size of typical batch that is processed as a unit – size of typical batch that is processed as a unit

Takt timeTakt time – rate of demand – rate of demand

Throughput timeThroughput time – sum of delays and process time – sum of delays and process time

Process RatioProcess Ratio = Total process time / Throughput time = Total process time / Throughput time

Value Added RatioValue Added Ratio = Total VAT / Throughput time = Total VAT / Throughput time

1111

Highlights - 2Highlights - 2

Current Process Challenges Current Process Challenges

Conceptual Overview Conceptual Overview

VSM Charter VSM Charter

VSM Boundary VSM Boundary

Product Family MatrixProduct Family Matrix

Data CollectionData Collection

Future State – Questions & BlueprintFuture State – Questions & Blueprint

1212

Current Process ChallengesCurrent Process ChallengesLots of waitingLots of waitingLots of travelLots of travelLack of communication Lack of communication Lack of skills / not trainedLack of skills / not trainedToo many handoffsToo many handoffsToo many approvalsToo many approvalsToo many workaroundsToo many workaroundsDuplication of workDuplication of work

Dead zones - places where Dead zones - places where work gets held up or lostwork gets held up or lost

Lost time - people looking Lost time - people looking for work and / or re-work for work and / or re-work loops to correct errorsloops to correct errors

Broken interfaces - Broken interfaces - ineffective or non-existent ineffective or non-existent interfacesinterfaces

Different prioritisation Different prioritisation rules in different rules in different departmentsdepartments

High Lead Time (slow High Lead Time (slow throughput/turnaround)throughput/turnaround)

High WIP (waste in process High WIP (waste in process – bottlenecks / backlogs)– bottlenecks / backlogs)

Low CT/LT ratio (lots of Low CT/LT ratio (lots of waiting)waiting)

1313

Conceptual Overview - Where to start?Conceptual Overview - Where to start?VSM Charter & ScopeVSM Charter & Scope– Process Boundaries / ScopeProcess Boundaries / Scope– Roles & ResponsibilitiesRoles & Responsibilities– SIPOC SIPOC

Product FamilyProduct Family– Start with a single product familyStart with a single product family

Current & Future StateCurrent & Future State– Collect data on process & systemCollect data on process & system– Be specific Be specific

how many finished part numbers in how many finished part numbers in family?family?how much is demanded? how much is demanded? how often? how often?

– Verify & repeat the ProcessVerify & repeat the Process

Develop Implementation PlanDevelop Implementation Plan

Product family

Current state drawing

Current state drawing

Future state drawing

Future state drawing

Work plan & implementation

Work plan & implementation

Charter / ScopeCharter / Scope

1414

VSM CharterVSM CharterVisionVisionMissionMissionImprovement Improvement ObjectivesObjectivesStrategic PlanStrategic PlanCritical Success Critical Success FactorsFactorsDriversDriversProcess DescriptionProcess DescriptionManagement Management Information SystemInformation System

Start / End DateStart / End DateHigh Level ScopeHigh Level ScopeBenefits RealisationBenefits RealisationProcess ChampionProcess ChampionTeam LeadersTeam LeadersTeam MembersTeam MembersFacilitatorsFacilitatorsRisk & ToleranceRisk & ToleranceDriversDriversRoles & Roles & ResponsibilitiesResponsibilities

1515

VSM - BoundaryVSM - BoundaryCurrent StateCurrent State

Define the boundariesDefine the boundariesDefine the valueDefine the valueIdentify the tasks and flows of material and information Identify the tasks and flows of material and information between thembetween themIdentify resources for each task and flowIdentify resources for each task and flowCreate the current state mapCreate the current state map

Future State (Design)Future State (Design) Visualise the “Ideal State” and design the future state Visualise the “Ideal State” and design the future state mapmap

– Identify value added and waste from Current StateIdentify value added and waste from Current State– Reconfigure the process to eliminate waste / Add Value Reconfigure the process to eliminate waste / Add Value

Implementation PlanImplementation PlanDevelop Action plans and trackDevelop Action plans and track

1616

Define BoundaryDefine BoundaryBefore launching on VSM, define the Start and End points

– Prepare As-Is physical map – How / where (inputs to outputs)– Prepare As-Is geographical map - area(s) where process is performed– Add process control information flow to as-is physical map

A logical starting point - where Inputs cannot be returned to the preceding step.

Capture the process as it is actually performed and include workarounds, rework, informal activities, feedback loops etc

In lean, we commonly define “work-in-process” is anything you can’t ship to the customer or return to the supplier

Add As-Is process metrics - counts, rates– The number of parts required by customers– The number of machines and operators available to work on parts– The rates that process steps work on parts

1717

Eg. Boundary - Start & End PointsEg. Boundary - Start & End Points

Inputs

• Market Research

• Data - Competition

• Firm’s Strategy

Define Go-

to Market

Drivers

Review

Objectives,

Goals &

Strategies

Identify

Risks,

Assumption

&

Constraints

Conduct

“What If”

Scenarios

START

Evaluate

Scenarios

Approve

Go-to

Market Plan

Outputs

• Marketing Plan

• KPI

• Team

END

1818

Material & Information FlowMaterial & Information FlowUse the “Scope” document to map the product or service flowUse the “Scope” document to map the product or service flow

Map the whole value stream by conducting a “walk through” of Map the whole value stream by conducting a “walk through” of the actual process and collect informationthe actual process and collect information– Start with the final step and walk backwards (customer perspective) Start with the final step and walk backwards (customer perspective) – Outline major process blocksOutline major process blocks– Chunk of activities that occur before a handoffChunk of activities that occur before a handoff

Stay focused on the normStay focused on the norm– Use the “70% rule” to avoid getting bogged down with exceptionsUse the “70% rule” to avoid getting bogged down with exceptions

Interview workers to obtain dataInterview workers to obtain data– Cycle time (CT)Cycle time (CT)– Lead time (LT) Lead time (LT)

Bring your stopwatch and do not rely on information that you do Bring your stopwatch and do not rely on information that you do not personally seenot personally see

Draw by hand and use a pencilDraw by hand and use a pencil

1919

Resource Identification Resource Identification VSM are strategic in natureVSM are strategic in nature– The resulting implementation plan is the The resulting implementation plan is the

tactical component tactical component

Nominate a VSM Head, who hasNominate a VSM Head, who has– Top Management supportTop Management support– Power to influence changesPower to influence changes

Team compositionTeam composition– Team / Process LeadersTeam / Process Leaders– Team Members who have process knowledgeTeam Members who have process knowledge– Facilitators / Management ConsultantsFacilitators / Management Consultants

2020

Product Family MatrixProduct Family MatrixRouting - Process / Operations #Routing - Process / Operations #

PRODUCTS

11 22 33 44 55 66 77 88

ESES XX XX XX XX XX XX

SS XX XX XX XX XX XX

MM XX XX XX XX XX XX

LL XX XX XX XX XX

ELEL XX XX XX XX XX

XXXX XX XX XX XX XX XX

UU XX XX XX XX XX

2121

Data CollectionData CollectionPack sizes at each process Pack sizes at each process Working hours and breaks Working hours and breaks Inventory Points (location Inventory Points (location & size) & size) How Operations are How Operations are scheduled scheduled Overtime per week Overtime per week Process cycle times Process cycle times ScrapScrapReworkReworkDowntimeDowntimeDemand rates by process Demand rates by process (Takt Time) (Takt Time) Number of product Number of product variations at each step variations at each step Shipping/Receiving Shipping/Receiving schedules schedules

ActivityActivityDepartment performingDepartment performingIT systems usedIT systems usedCurrent backlog/WIPCurrent backlog/WIPDemand rateDemand rateWork TimeWork TimeNumber of people / Number of people / operatorsoperatorsPrioritisation rulesPrioritisation rules% Quality (first pass Yield)% Quality (first pass Yield)Batch sizeBatch sizeRun frequencyRun frequencyEquipment availabilityEquipment availabilityC/T - Cycle (touch) time C/T - Cycle (touch) time (observed & effective)(observed & effective)C/O - Changeover time & C/O - Changeover time & frequencyfrequency

2222

Future State QuestionsFuture State QuestionsWhat should be the Takt time (available time / customer demand)?What should be the Takt time (available time / customer demand)?What does the customer really need?What does the customer really need?How often will we check our performance to customer needs? How often will we check our performance to customer needs? How can we improve the flow, with fewer interruptions? How can we improve the flow, with fewer interruptions? How do we control work between interruptions? How will work be prioritised? How do we control work between interruptions? How will work be prioritised? Is there an opportunity to balance the work load and/or different activities? Is there an opportunity to balance the work load and/or different activities? Where can continuous flow be put in place?Where can continuous flow be put in place?Where should pull systems be implemented?Where should pull systems be implemented?Where, when and how will scheduling be done?Where, when and how will scheduling be done?How do we perform load leveling and what will be the product mix?How do we perform load leveling and what will be the product mix?What should the management time frame be?What should the management time frame be?What process improvements are necessary, to achieve the future state?What process improvements are necessary, to achieve the future state?What will the future state metrics be?What will the future state metrics be?– QualityQuality

ErrorsErrors– DeliveryDelivery

Lead timeLead time– Customer serviceCustomer service

How well do you provide services (internal and external)How well do you provide services (internal and external)– CostCost

Reducing errors, rework, handoffs, waiting and lead timeReducing errors, rework, handoffs, waiting and lead time

2323

Design Future State – BlueprintDesign Future State – BlueprintDefine how the plant will operate in the future (blueprint)

Consider whether (remove waste / non value add activities)– everything done currently at each stage is really necessary – the impact if superfluous tasks was to be removed – the process can be rearranged in a more efficient sequence– a different flow layout or transport routing can be introduced

Validate Customer Demand

Draw the Future State Process Flow

Map the Future State Material & Information Flow

Calculate Total Product Cycle Time

Detail Off-Line Activities

Outline an Implementation Plan

2424

Highlights - 3Highlights - 3Current State (As~Is)Current State (As~Is)

– Step 1 - Define Customer’s DemandStep 1 - Define Customer’s Demand– Step 2 - Map Basic Production ProcessesStep 2 - Map Basic Production Processes– Step 3 - Define Data To Be CollectedStep 3 - Define Data To Be Collected– Step 4 - Collect & Map Data Step 4 - Collect & Map Data – Step 5 - Map Information FlowStep 5 - Map Information Flow– Step 6 - Calculate Current State Step 6 - Calculate Current State – Step 7 - Compute Takt time Step 7 - Compute Takt time – Step 8 - Line BalancingStep 8 - Line Balancing

2525

Define Customer’s DemandDefine Customer’s DemandDemand = 3,200 pieces / weekDemand = 3,200 pieces / week– Type L = 1,000 piece weekType L = 1,000 piece week– Type S = 2,200 piece weekType S = 2,200 piece week

Plant Operates 1 shift / dayPlant Operates 1 shift / day

Packaging = 60 pieces / TrayPackaging = 60 pieces / Tray

Customer Shipment = 1 / day (Truck)Customer Shipment = 1 / day (Truck)

Supplier Shipment = 1 / week (Truck)Supplier Shipment = 1 / week (Truck)

2626

Map Basic Production ProcessMap Basic Production Process

EnsureEnsure– Mapping begins with customer’s demandMapping begins with customer’s demand– Conduct a walk through and obtain high Conduct a walk through and obtain high

level process informationlevel process information– Start from the shipping (Staging Process) Start from the shipping (Staging Process)

and work up-stream to the receiving dockand work up-stream to the receiving dock– The team involved should map the entire The team involved should map the entire

process stream from start to endprocess stream from start to end

2727

© 2007 Pearson Education

Map Process (Contd.) – Mapping IconsMap Process (Contd.) – Mapping Icons

2828

Define Data To Be CollectedDefine Data To Be Collected

Cycle Time (C/T)Cycle Time (C/T)

Changeover Time (C/O)Changeover Time (C/O)

UptimeUptime

Number of OperationsNumber of Operations

Break TimeBreak Time

Work Time (minus breaks)Work Time (minus breaks)

2929

Define Data (Contd.) - Work Time CalculationDefine Data (Contd.) - Work Time Calculation

Day = 1 shiftDay = 1 shift– 1 Shift / day = 8 hours = 28,800 seconds / shift ( 1 Shift / day = 8 hours = 28,800 seconds / shift (

8 x 60 x 60 x 1 shift)8 x 60 x 60 x 1 shift)

Breaks Breaks – Morning Tea (15 mins) : Lunch (30mins) : Morning Tea (15 mins) : Lunch (30mins) :

Afternoon Tea (15 mins)Afternoon Tea (15 mins)– Breaks = 60 mins = 3,600 seconds { (15 + 30 Breaks = 60 mins = 3,600 seconds { (15 + 30

+ 15) x 60}+ 15) x 60}

Working Time / Operating TimeWorking Time / Operating Time– Shift Time – Break = 25,200 working seconds / Shift Time – Break = 25,200 working seconds /

shift (28,800 – 3,600)shift (28,800 – 3,600)

3030

Collect & Map Data (Customer & Supplier)Collect & Map Data (Customer & Supplier)

3131

Map Information FlowMap Information Flow

3232

Calculate Current StateCalculate Current State

1 week1 week = 5 working days= 5 working days

DemandDemand = 3,200 pieces / week or = 3,200 pieces / week or 640 pieces / day640 pieces / day

Press ProcessPress Process

Type L + SType L + S = 2,250 pieces (1,000 + = 2,250 pieces (1,000 + 1,250) 1,250)

Duration Duration = 3.5 days (2,250/640)= 3.5 days (2,250/640)

3333

Result - Current StateResult - Current State

A Representative Current State Map for a Family of Retainers at a Bearings Manufacturing Company

© 2007 Pearson Education

3434

Compute Takt TimeCompute Takt Time1 week = 5 working days1 week = 5 working days

Demand = 3,200 pieces / weekDemand = 3,200 pieces / week– Type L = 1,000 piece week (200/day)Type L = 1,000 piece week (200/day)– Type S = 2,200 piece week (440/day)Type S = 2,200 piece week (440/day)

Total Pieces / Day / Shift = 640 Total Pieces / Day / Shift = 640 Operating Time / Working Time = 25,200Operating Time / Working Time = 25,200

Takt Time = Takt Time = Operating Time / ShiftOperating Time / ShiftCustomer Requirment / ShiftCustomer Requirment / Shift

Takt Time = Takt Time = 25,20025,200 = = 39 seconds39 seconds640640

3535

Total - Processing / Work TimeTotal - Processing / Work Time

60 Seconds

3636

Line BalancingLine Balancing

3

22

35

0

5

10

15

20

25

30

35

Se

co

nd

s

Press Pierce & Form Finish Grind

Process

Work or Process Time = 60 Sec Takt Time = 39 Sec

Work / Takt time = # of Operators Required = 60/39 = 1.54

3737

Line Balancing (Contd.)Line Balancing (Contd.)

You require 1.54 operatorsYou require 1.54 operators

Having 2 is costly and having 1 can Having 2 is costly and having 1 can lead to burnoutlead to burnout

We could reduce Takt time from 39 We could reduce Takt time from 39 sec to say 35 sec or less, by sec to say 35 sec or less, by combining some tasks and avoiding combining some tasks and avoiding burnoutburnout

3838

3

32

22

13

35

0

0

5

10

15

20

25

30

35

Press Pierce & Form Finish Grind

Line Balancing (Contd.)Line Balancing (Contd.)

3939

Highlights - 4Highlights - 4

Future State (To~Be)Future State (To~Be)

Implementation Road MapImplementation Road Map

Improvement ResultsImprovement Results

4040

Future State (To~Be)Future State (To~Be)ObjectivesObjectives– Eliminate / reduce unnecessary NVA stepsEliminate / reduce unnecessary NVA steps– Optimise VA stepsOptimise VA steps

Build Consideration (from current state)Build Consideration (from current state)– Eliminate/merge stepsEliminate/merge steps– Create parallel pathsCreate parallel paths– Implement pull, if continuous flow isn’t possibleImplement pull, if continuous flow isn’t possible– Reduce or eliminate batchesReduce or eliminate batches– Create standard workCreate standard work– Create an organised, visual workplaceCreate an organised, visual workplace– Eliminate unnecessary approvalsEliminate unnecessary approvals– Identify NVA tasks from customer’s point of viewIdentify NVA tasks from customer’s point of view– Level production mixLevel production mix

4141

Implementation Road MapImplementation Road MapClarify Business Drivers and Key Customer MetricsClarify Business Drivers and Key Customer Metrics

Assess and Map Current Capabilities (Baseline)Assess and Map Current Capabilities (Baseline)

Identify Opportunities for improvement including the elimination of Identify Opportunities for improvement including the elimination of wastewaste

Create a Vision for the Future Based on Voice of the Customer and Create a Vision for the Future Based on Voice of the Customer and Voice of the BusinessVoice of the Business

Analyse Gaps and Create Action Plan to SucceedAnalyse Gaps and Create Action Plan to Succeed– Use Robust Set of Tools (i.e. Lean Six Sigma)Use Robust Set of Tools (i.e. Lean Six Sigma)

Determine Priorities and Resources NecessaryDetermine Priorities and Resources Necessary– Structured Process ImprovementStructured Process Improvement

Track Impact through MetricsTrack Impact through Metrics

Celebrate Wins - Celebrate Wins - With Customers : Employees : SuppliersWith Customers : Employees : Suppliers

4242

Improvement ResultsImprovement ResultsMetric Current State Future State % Improvement

Lead timeLead time

Cycle timeCycle time

CT/LT ratioCT/LT ratio

# steps# steps

MoraleMorale

4343

Highlights - 5Highlights - 5

Excellence Road MapExcellence Road Map

4444

Excellence Road MapExcellence Road MapApproach / Develop Plan Deployment / Execute Plan Results

1

Assess & understand Set direction

Develop key plans

2 3

Communicate & integrate

plans

4

Develop cross -functional

strategy teams

5

Develop / Integrate detailed

implementation plans

6

Execute implementation

plans

7

Quarterly , integrated operations leadership

review

8

Strategic Planning Process

1

Define the process

Establish metrics

Determine performance

2 3

Analyse process stability

4

Set goals

5

Analyse & plan improvements

6

Implement improvement

7

Process Based Management

Update Future State

Set initiative priorities

Initiative #1

Initiative #2

Initiative #3

Initiative #43

Lead

ers

hip

Perform Enterprise Strategic Planning

• Joint Strategic Planning• Shared Enterprise Vision,

Strategies, and Goals

• Shared Scorecard/Metrics Linked to Goals

Provide Communications

Manage Risk

• Consistent Messages throughout Enterprise

• Joint Communication Plan

• Integrated Customer Feedback available across Enterprise

• Single Field Issue Reporting

• Comprehensive Risk Management Program

– Extensive and Continuous Risk Identification

– Effective Risk Mitigation

• Joint Leadership Model with “Enterprise Thinking”

• Process Management Mindset including Benchmarking

• Joint Issue Resolution / Objective Problem-Solving

• Organization aligns with Future State Value Stream

Lead & Execute Program

Lif

e C

yc

le

Propose Work

Manage Supply Chain

Define Requirements

• Jointly Define and Validate Lifecycle Capability Requirements

• Joint Block Implementation Planning

• Alpha Contracting Matured

• Integrated Planning for Development, Production, and Sustainment (IMP/IMS)

• Early Involvement of key Suppliers through Partnerships

Develop Product

• Maximize Model-Based Definition across Enterprise

• Collaborative Development with key Stakeholders

• Integrated Product and Process Definition (IPPD) Encompasses Lifecycle

• Integrated Design Solutions provide Best Value Capability

• Improved Supplier Quality through Enterprise Supplier Partnerships

• Integrated Parts Procurement of Production, Retrofit and Spares

• Supply Chain Alignment / Leveraging (Boeing Commercial and DoD Military)

• Common Lean Processes for all Supply Chain to include GFE

Assemble Product

• Lean Manufacturing Assessment / Best Practices Deployed

• Process Surveillance Conducted Concurrently with Assembly

• “Factory to Fight” Assembly In-Position

• Point-of-Use Delivery of Parts, Supplies and Tools

Maintain Product

• Predictive Logistics Planning

• TSSR Performance and ALC Partnership

En

ab

lin

g Manage Technology Roadmap

• “Network Enabled Operations”

• Technology Insertion Collaboration (Gov / Industry)

Promote Employee Collaboration

• Empowered Enterprise Work Teams Align to Strategic Direction

• People Understand how they fit into Enterprise “Big Picture”

• Working on Program is Meaningful and Fun: “Can Do” Culture

• Seamless Collaboration within Enterprise

Manage Knowledge

• Shared Databases Across Enterprise (Includes Suppliers)

• Virtual / Physical Enterprise Co-location

• Automated Information Systems Aligned with Changing Business needs

• Processes to Capture Enterprise Knowledge Including Lessons Learned

• Enterprise Web-based training

Manage Systems / Quality

• Enterprise is focused on Lean Principles

• Enterprise Systems Engineering / Management Architecture

• Joint Enterprise Process Model

Manage Contracts & Finance

• Business Models support Lean Transformation

• Exceed Obligation and Expenditure Goals

• “Dollars per Flying Hour” Contract

C-17 Enterprise Future State Value Stream

• Enable Seamless Transition between Development, Production and Sustainment

• Reduce Total Ownership Cost

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Good LuckGood Luckhttp://www.linkedin.com/in/anandsubramaniamhttp://www.linkedin.com/in/anandsubramaniam