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Document Control
Cover Page
Name of Document: Guidebook for Effective Measurables - Dock to Dock
0Current Effective Date 3/05/99 Current Version Number 2.0
0Record of RevisionsVersion
Number
Effective
Date
Revision Description Authorized
By
1.0 12/98 Initial Release S. Rezabek
2.0 3/05/99 Revisions done in conjunction with information gathered at
the GEM Review meeting
S. Rezabek
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Ford Production System
Guide Book to
Effective Measurables
Dock to Dock
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"Ordinarily
money put into raw materials orfinished stock is thought of as live
money. It is money in the business, it is
true, but having a stock of raw
materials or finished goods in excess of
requirements is waste - which like every
other waste, turns up in high prices and
low wages."
Henry FordToday and Tomorrow,
from Productivity Press
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TABLE OF CONTENTS
WHY MEASURE DOCK TO DOCK?...................................................................................................................................7
WHAT IS DOCK TO DOCK & HOW DO I CALCULATE IT? ......................................................................................15
WHAT IS DOCK TO DOCK? ....................................................................................................................................................17
IMPROVEMENT PROCESS SECTION.............................................................................................................................31
STEP 1: LAUNCH PLANNING ........................................................................................................................................34
STEP A: LAUNCH STRATAGY CHECKLIST............. ........... .......... ........... ........... .......... ........... ........... .......... .......... ....34
STEP B: DATA COLLECTION CHECKLIST.......... .......... ........... ........... .......... ........... ........... .......... ........... .......... .......36
STEP C(A): REPORTING CHECKLIST........................................................................................................................37
STEP C(B): EXTERNAL REPORTING - PLANT LEVEL DOCK TO DOCK.......... .......... ........... .......... .......... .......... ..38
STEP 2: LAUNCH PREPARATION.................................................................................................................................38
STEP 3: IMPLEMENT DTD MEASURABLEPROCESS................................................................................................38
STEP 4: ESTABLISH BASELINES ..................................................................................................................................38
STEP 5: PROCESS IMPROVEMENT CYCLE................... ........... ........... ........... ........... ........... ........... ......... .......... .........39
STEP 1: PLAN ..............................................................................................................................................................40
STEP 2: DO ...................................................................................................................................................................46
STEP 3: CHECK.............................................................................................................................................................46
STEP 4: ADJUST............................................................................................................................................................47
DIVISION SPECIFIC EXAMPLES SECTION ..................................................................................................................49
DIVISION SPECIFIC EXAMPLES ..............................................................................................................................................50
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0Why Measure Dock toDock?
SECTION= = = = = = = = = = = = = = = = = = = = = = = = = =
= = = = = = = = = = = = = = =
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Defects
Over-Processing
Motion
Inefficiency
Waiting
Inventory
Over Production
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INTRODUCTION
Dock to Dock is a FPS Measure that helps identify waste that occurs in the manufacturing process. It focuses
on the non-value added activities between the time raw materials are brought into the process and the time they
are shipped out as Products. Whenever parts stop and wait in the process, costs that do not add value begin to
build up. The following are some examples from our plants:= Space and storage systems for Work In Progress(WIP) are accepted as necessities.= As inventory builds parts are moved to unused areas and when needed can be difficult to locate.= Parts must be disposed of when they become obsolete by production or design changes.
When many parts are involved, the problems can become hard to see. Vast amounts of money are tied up in
inventory! The major waste categories are shown on the facing page.
waste
(wast) n
. anything
that takestime
,resourc
es
or space
but does not a
dd
to the va
lue of the
product
or service
delivere
d to the
custome
r .
Dock to Dock (DTD) is the elapsed time between the unloading of raw materials and the release of
the finished goods for shipment. DTD is a measure (in hours) of the speed of material through the plant,not the speed of the processes. By building large buffers you may produce more parts (increase the speed ofyour process) but slow down the speed of the materials. DTD should not be confused with inventory
management tools and metrics. It can't replace the inventory metrics used today (e.g. Days-of-Supply, Inventory
Turns, Float reductions, etc.). Since DTD only focuses on a control part for a Product Line, not all inventory,
it's important that plants implement Synchronous Material Flow to reduce total plant inventory.
DTD provides a focus for the entire plant. It can be one of the best indicators for a plant to use in determining
progress in implementation of lean manufacturing. DTD is like taking your temperature; it tells you, "your
sick", but it doesn't tell you where or why. This document is aimed at showing you where you can improve.
How can I get better?
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OBJECTIVE: The Ford Production System objective is
less than or equal to 1 day Dock to Dock
Time at each plant.
Why is speed (and Dock to Dock) so important?
New demands are being made on our industry. Plants
must eliminate waste and move towards a customer
"PULL" system.
Order to Delivery: The time it takes to produce and deliver a vehicle from final order amendment to delivery to
the dealership. The vision of OTD is a lean, flexible, and predictable process that combines the efforts of all
Company components to enable Ford to provide its dealers and their customers with the right products in the
right place at the right time. Ford's OTD is currently among the longest in the industry. Typically, a very
small percentage of our customers get the exact vehicle they want. The Dock to Dock trend will help
display the plants ability to minimize waste and increase inventory speed. Building what the customerwants, when they want it, at the lowest possible price (by getting rid of WASTE).
Our target is to meet exact customer
specification within 15 days.
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What will it take to compete in the future????
Three undeniable phenomena will shape the future:
1. shrinking product life cycles
2. intensified competition3. the global penetration of the Internet
In this environment, flexibility, cost/value (obtained by elimination of waste), and the ability to get the product
to the customer become an absolute necessity for us to remain competitive.
What is Ford Doing????
Cover stories in business magazines recently are describing the explosion of e-commerce. It was not long ago
that many people believed that cars and trucks would never be sold over the Internet. But, David Ropes
reports that as many as 15 percent of new car buyers in 1998 will shop the Internet before visiting the dealers.
Last month, Ford facilitated more than 1,000 new car sales through our dealers from sales leads from our
customers using our On Line Shopping Service through www.ford.com. David also reports that more than 400
of these sales were financed through Ford Credit.
Dec. 4, 1998
According to estimates from J.D. Power and Associates 50 percent of new car buyers will use the Internet to car
shop by 2000, up from 16 percent in 1997. Most shoppers use on-line information as ammunition in their dealer
negotiations. But a few consumers are already using the Internet to actually make a purchase.
The researchers say statistics are still fuzzy but estimate 1 to 4 percent of new cars were bought through Internet
services in 1997. Industry forecasts suggest the number could reach 20 percent in three years.
Dock to Dock and Order to Delivery are focused on the same concern: CUSTOMER SATISFACTION!
From exciting, crowd pleasing designs, to getting the exact vehicle the customer wants delivered quickly! In thefuture, Ford customers will expect to order their vehicles on the Internet. This will intensify the pressure on
quick/cheap delivery, since people expect to know when their order will arrive.
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To achieve the goal of "one day Dock to Dock", plants
must eliminate WASTE and increase speed!
Common Causes for Dock to Dock Problems1. Inventory excessive inventory is costly!
2. Inefficiencies buffers - needed to keep machines going;
looking for "misplaced" inventory, or just
buying more - when you can't find the
parts you need.
3. Over-Production building products with no immediatecustomer demand.
4. Motion moving inventory around then letting it
sit, unpacking racks holding repairs so
they can be used for production
5. Waiting changeover, equipment breakdowns, minor
stoppages,excessive tool change times
6. Defects repair time, scrap
7. Over
Processing
inspecting - instead of Error Proofing
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Benefits of Improving Dock to Dock
Shown on the facing page are common Dock to Dock concerns.
If waste is reduced, improvements in the other FPS Measurables will also be obtained. Some typical examples
are described below:
= Improve scheduled performance - increase Build to Schedule= Only build what the customer wants now. Don't let excess finished goods sit on your dock, justbecause someone may want them someday. Building large amounts of goods that are not needed is
the opposite of LEAN. This attacks excess inventory, over production and motion.
= Reduce scrap/improve quality - increase First Time ThoughDefects that require repair can slow down the entire process. Better quality should decrease the wastes
ofdefects, motion and inefficiencies.
= Improve equipment reliability/reduce downtime - increase Overall Equipment EffectivenessTo achieve a low (fast) Dock to Dock, you must be able to run when you need to. OEE is a great tool
for measuring and reducing unplanned downtime. Waiting should be minimized.
= Reduce cost - Total CostEliminating waste will result in big savings. These can affect any and all of the major waste categories.
Lower material handling, less dunnage, reduced storage space for excess inventory, less
obsolescence and lower inventory carrying cost are just "the first step in reducing waste". Space
regained by eliminating excess inventory provides room to grow future business!
Eliminating Waste to be on TOP!
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1What is Dock to Dock &
1How do I Calculate it?
= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =
SECTION
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0
Dock to
Dock Time =
Inventor control art
End Of Line Rate
Inventor is made u of
RawMaterials
Manufacturin -Work In Pro ress
FinishedGoods
DEFINITION OF DOCK TO DOCK
Whenever DTD is used in this document it refers to
Production Dock to Dock. Production DTD tells how
lon a control art will normall take to be converted
from Raw Material to a Finished Good and shi ed fromthe lant measured b when the facilit is runnin .
0
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Wh we dont use Total Dock to Dock!
Total Dock to Dock = Production Dock to Dock * 168/ roductionwhere 168 is the number of hours in a week and production hours are the number of
hours in the week, when the plant is making parts. The following example shows aplantwith 40 production hours a week, with a 12 hour dock to dock.
Monda
Mornin
start of
shift
Tuesda
Mornin
start of
shift
Tuesda
mid da
the art is
shi ed
8 hours 4 hours16 hours
Frida
Afternoon
near the
end of
shift
Monda
afternoon
end of
shift
Frida
afternoon
end of
shift
Monda
Mornin
start of
shift
1 hour 8 hours64 hours 16 hours 3 hours
Tuesda
mornin
the art is
shi ed
Best Case Scenario
In this case the lant would take 28 hours to shi .
Worst Case Scenario
In this case the lant would take 92 hours to shi
Total Dock to Dock= 12 Hours (Production DTD) * (168/40) = 50.4As shown in the examples: 50.4 is the average number of hours a control partwouldtake on average to be manufactured from Raw Material to be shipped as a FinishedGood.
This number shows how the operating pattern of the plant effects Dock to Dock. Abetter
way to report would be to show the shift schedule with the Production Dock toDock.
EXAMPLE: DTD = 12 Hours with one eight hour shift per week.
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What is Total Dock to Dock:
Total Hours Dock to Dock provides the average amount of time the customer must typically wait for Raw
Materials to be shipped as Finished Goods.
For example:
The plant level control part's DTD is 80 hours. That means if a plant is running one 40 hour shift per week it
will typically take more than two full weeks to convert Raw Materials to Finished Goods. DO NOT report
Total Dock to Dock. An example is shown on the facing page showing why Total Dock to Dock should not
be used.
As you review the example notice that in both the best and worst cases, the production dock to dock stays the
same (DTD = 12 Hours). The total dock to dock, only reflects the production schedule. A much simpler way to
show the same information is by reporting the Production Dock to Dock and the plants operating schedule.
Remember the goal is to improve Dock to Dock by reducing waste! Total DTD can show improvement by
increasing the production hours.
PRODUCTION DTD GOAL
D T D =Inventory
S p e e d
D T D
H o u r s
J a n F e b M a r A p r M a y J u n
R e d u c e I nv ento ry
I ncrea s e Speed
R e d u c e
T i m e
S p e n t
W a i ti n g
DTD Vision: Key FPS concepts and processes, like Synchronous Material Flow, are reflected in the chartillustrated below. These processes will drive the Dock to Dock measure in the right direction.
Marketplace
Min 1Max 3
Pull by downstreammanufacturing process
Push by upstreammanufacturing process
Pull based on predictablecustomer demand
Raw material orderedto support predictable
customer demand
No schedule
Material manufacturedwhen material is recieved
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Main Line
(End Item Product)
Feeder Line 3(Internal Product C)
Feeder Line 4(Internal Product D)
Feeder Line 1(Internal Product A)
OP10 OP20 External
Process
OP40 OP50
OP10 EP20 OP30 OP40 OP10 OP20 OP30 OP40 OP60
OP10 OP30OP20
OP40OP30OP20OP10
Feeder Line 2
(Internal Product B)
How to select Control Parts1. Diagram the processes as illustrated below, use the FPS defined plant wide control part if it
is processed on your line.
2. Determine characteristics of the Internal Products that are contained in the End Item Product
(In this example all four feeder lines manufacture parts included in the End Item Product.)
Parts are shipped
outside the plant for
processing.
This is the longest manufacturing
processes and due to the external
shipping has the largest inventory.
Product B is the least expensive
internal product and little inventory
is held in plant.
Inventory for this interal
product is very expensiveProcess runs well,
inventory costs are
stable and not
excessive.
3. In the example Feeder line 1 and 2 have the highest inventory costs. Due to the external processing, delays
are common on Feeder line 1. Analyze total cost and pick the control part that has the highest cost and
the longest process.
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What is a CONTROL PART?
A control part is a significant piece of theEnd Item Product that travels through the major processes involved in
the manufacture of the product.
FPS requires the followingplant level control part be used for:
Operation Control Part
Stamping Blank
Assembly Front Floor Pan
Engine Cylinder Block
Transmission Output Shaft
Electronics Board
Casting/Chassis/Plastics/etc Division selects a control part for end item product
(SEE THE DTD MATRIX at the beginning of the Division
Specific Examples section.)
Work Groups should use the plant level control part if it travels through their processes; otherwise they should
select a control part which travels through their major processes. Use the criteria given on the facing page
example. First identify parts that travel through the major processes, then consider Total Cost: Volume, Length
of Process, Material Cost, and the cost to collect information.
1
What are CONTROL PART NUMBERS?
The control part number represents the actual part number(s) for the control part. In some processes the control
part may be several part numbers, all which have the same function in the End Item or Internal Product. The
correct mapping of part numbers to control parts is critical when using any of the Measurables Extractors.
What is End of Line Rate?
The division must indicate which of the following values they will use to represent End of Line Rate:
1. The rate at which units are turned into shippable items. (Typically this is the average number of Products,
either end item or internal, that are made at either the last operation.)
Example: In Engine Assembly - The rate of engines out of the hot test area.
End of Line Rate It can be calculated by _Manufactured End Item Products per week_
Production Hours per week
2. Customer Demand Rate - The rate at which the customer requires the End Item Products per week.
(SEE THE DTD MATRIX at the beginning of the Division Specific Examples section for your
operation's EOL standard.)
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What is a Value Add Operation?
Activities that add form or function to the Product and that the customer is willing to pay for.
2DATA COLLECTION REQUIREMENTS:
3
4A plant wide Dock to Dock must be calculated for all End Item Products. As work groups are formed
they may want to calculate their own Dock to Dock measure where it makes business sense. Work groups
can calculate DTD for selected Internal Product(s).
What to count? / Where should I count?
Plant Level DTD:
Raw Material - Purchased Part (control part) - begin counting when it is received in the plant, even on
consignment, because it is already in its product form. Some product, like rolls of steel, have considerable
value added before they are received into the plant. Furthermore, purchased part inventory has a greateramount of exposure to engineering changes; the goal is to keep low inventory to minimize the time to respond
to an engineering change. For example:
= door inserts - counted in the plant's DTD when it is received at the plant= raw castings - counted in plant's DTD when it is received at the plant= rolls of steel (blanks)- must be counted when they are received at the plant. NOT after the= first operation. Rolls of steel can take significant floor space are expensive.
Raw Material (control part) - begin counting when it changes to the product form. For example:
= Plastic pellets are not counted in DTD until after the first operation (molding) and thereforehave changed from a raw material form to a product form
= Vinyl/body cloth - not counted in DTD until after the first operation (laminate or cut)(SEE THE DTD MATRIX at the beginning of the Division Specific Examples section for your
operation's Raw Material Standards)
Work-in-Process (WIP) - all Work in Process inventory for the control part is included in the DTD
calculation, including material in repair/rework areas, and all buffers including any parts awaiting disposition
such as Units On-Hold, Units Waiting for Repair, and Parts In Scrap Bins which havent been scrapped. WIP
stored in external warehouses must also be counted, this often occurs when parts require processing outside
the plant.
If all work groups involved in processing the control part are calculating a Dock to Dock value, the plant
level DTD WIP inventory can be calculated by:
Plant Level WIP = the SUM of all work groups (RM + WIP + FG) inventory
Note: Remember to add the Raw Material and Finished Goods that are not included in any of the work
group calculations.
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Finished Goods End Item Products - all finished goods containing the control part are included in the DTD
calculation until they are physically shipped from the dock.
Finished Goods stored in external warehouses should not be included in your DTD calculation. For
example plants in Mexico may have external warehouses in the USA, because of border crossing
concerns.
These warehouses are not part of the manufacturing processes and must not be included in DTD.
Material Procurement & Logistics Role:
MP&L plays an important role in the plant wide Dock to Dock improvement process. They are critical to the
implementation of Synchronous Material Flow, and should be part of the team focused on reducing inventory.
If you are getting data from a corporate system through a Measurables Extractor, it's important that your MP&L
people are involved in the configuration of the extractor. The extractors require up-to-date part numbers and
MP&L is usually the first to know about part number and plant scheduling changes. It may make sense for
MP&L to handle the configuration of the extractors.
Work Group DTD:
Work groups must define where they start counting Raw Material and stop counting Finished Goods. Work
groups must agree when their Finished Goods become the next work group's Raw Material. Material must
never be double counted (e.g. counted a one work groups finished goods and anothers raw material).
Typically, buffers between areas are the producing work group's Finished Goods. Remember our goal is a
pull system. The next work group "pulls" goods when they are required.
Feeder Line(Internal Product)
OP40OP30OP20OP10
Control parts
stored line side
Buffer
Finished
Goods Buffer
Finished Goods
Work In Process
Raw Material - Purchased Part (control part) - count the control parts that are owned by the work group. Do
not include the PLANT LEVEL control part's Raw Material held in the plant's warehouse or marketplace in
any work group's Dock to Dock calculation. Work groups need only count Raw Material that is in their
immediate control. In the example below, three work groups are making Internal Product A.
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OP10 EP20 OP30 OP40 OP50 OP60 OP70 OP80 OP90
(Internal Product A)
Work Group 1Work Group 2
Work Group 3
Each work group should only count the internal product control parts that are stored in their area (line side)
as Raw Material.
Work Group DTD:
Work-in-Process (WIP) - all Work in Process inventory for the control part is included in the DTD
calculation, including material in hold/repair/rework areas, and all buffers belong to the operation that
generated the WIP.
Finished Goods End Items - all parts containing the control part are included in the DTD calculation until the
next process claims them.
End of Line Rate - Each work group must calculate it's own end of line rate. If your division is using the rate
at which parts are turned into shippable items. The work group will typically pick the rate of their last
operation and use their own Production Hours. If the division is using customer demand rate, then the work
group should use the demand rate of the next process.
How to Count? (Both Plant and Work Group Level)
Manual data collection is encouraged. Periodic (weekly) manual data collection provides the plant with better
idea of where inventory is accumulating. Remember since only the control part is measured in the Dock to Dock
calculation, effective implementation of Synchronous Material Flow is critical to reducing all excess inventory.
Effective Value Added Analysis can only be done if data is collected by, and used by, work groups.
Manual data collection should be performed every week at the same time. FPS recommends that manual
collection be performed on Mondays. If cost effective, more frequent data collection is encouraged.
Daily collection of data can be automated, when corporate inventory systems are used to collect data.
Plants may be able to use the corporate inventory systems to count the number of control parts in Raw Material,Work In Progress and Finished Goods for either Plant level or Work group DTD. It is important that the plant
understand how they are using the inventory system to adjust part shipments and select the appropriate time to
extract the data.
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If the plant is NOT using the system as described below for each computer application, they CAN NOT
use the information from the system to calculate their DTD measurable, since BAD INFORMATION can
not be used to make effective changes.
CMMS may provide all necessary Balance on Hand (BOH) data (Purchased Parts, Work in Process, Finished
Goods) to Measurables to calculate DTD by Product Line if the following rules are followed:
= Typically, plants can not get work in progress data from CMMS, since there are not CMMS pay or countpoints between the Raw Material (production inventory) and the Finished Goods. To be able to distinguish
raw material/purchased part BOH from Work In Progress BOH, the plant would need a CMMS count point
set up at the first manufacturing operation; however, this is not always feasible or practical.
= Control part scrap must be recorded in CMMS every day at the same time. If control part scrap is reportedany other way (weekly/monthly/or when you have time), CMMS will not provide accurate information (and
may give negative values).
If production counts ofFinished Goods for the plant or work groups are reported in batches/lots/pallets/standard
packs, then the data extracted from CMMS will reflect only the completed batches (for example: 168 parts areindicated as one shipment in CMMS, but at the end of the day only 160 parts were completed for the final
batch). Since 160 parts do not fill a pallet, typically a plant will not report these parts to CMMS. Therefore, the
number of parts actually built will be 160 greater then the finished goods reported by CMMS. Since the 160
parts manufactured today can not be shipped until the batch is completed these need to be counted as FINISHED
GOODS.
To override the values from CMMS you can use the Measurables Input screen. You have to type in the
corrections after the CMMS Extractor has run for the PREVIOUS day. DTD information can be corrected in
CMMS until one day after the production date. This information will overwrite any updates made on the
Measurables Input Screen, so you normally do not want to update information manually in the Measurables
application until two days after production.
To provide a plant wide Dock to Dock, the plant should be using the CMMS schedule (the CMMSEXNA
screen). Random inventory checks of the Raw Materials should typically match the CMMS balance. If the
CMMS balance is often manually adjusted and/or the plant does not build what CMMS expects then CMMS
SHOULD NOT be used to calculate the plant's Dock to Dock.
Rules for using data from ILVS/AVS/PVS, MS3 and MIS will be added in the next version of this document.
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When to Count/Data Collection Frequency? (Both Plant and Work Group Level)
Data should be collected at the same time of week, which best represents the operating pattern for a product line.
Consistency in the time of the data collection will ensure that the DTD numbers measured and reported are a
true reflection of the material velocity.
Manual data collection -
Measure DTD weekly. This will help to ensure that DTD is a reflection of a normal production
operating cycle and not a snapshot in time. Data can be collected more frequently, if cost effective.
Automated data collection -
Measure DTD daily by end item product. Operating decisions should be made based on weekly or
monthly trend, do not use a single day's information to make decisions. Typically a minimum of 30 days
information should be analyzed before changes are made.
What should we do with the collected information ?
The Synchronous Material Flow process provides tools to focus on inventory control and reduction, which can
dramatically improve the plant's DTD measurable. Knowing where your excess inventory is can help you focus
on reduction.
A Value Added Analysis should be performed during the Current State Mapping for each new application area
that launches FPS. The VA Analysis should be done periodically within a product line to measure progress
toward the elimination of non-value add activities. Value added analysis is one of the primary tools for
identifying and eliminating WASTE!
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By using both Value Add Analysis and Synchronous Material
Flow concepts, the results should be considerable
improvements in the Dock to Dock measure. The following
section of this document focuses on using data to improve
the process.
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Sample calculation sheet:
Total Dock to Dock TimeCalculation Worksheet
Section IControl Part Name:
Product (End Item/Internal)
Date Data Collected:
Section II
Manufactured products/week (A) OR Customer Demand
End of Line Rate = Production hours/week (B) rate per week
= End Of LineRate (C)
Section III
(D) (E)
D/C
Units in Production
Area Hours
Raw Materials =
Manufacturing Processes: (optional)
Work Group 1 =
Work Group 2 =
Work Group 3 =
Work Group 4 =
Work Group 5 =
Work Group 6 =
Work In Progress =
Finished Goods =
TOTALS =
Total UnitsDTD
ProductionHours
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Total Dock to Dock TimeCalculation Worksheet Instructions
Section I = Control Part InformationRecord information on control part in Section I of calculation sheet.
- Record control part; Remember a control part may map to several
part numbers.
- Record the date. Manual data collection should be performed once
a week. Typically plants should collect data on Mondays.
Product, circle internal or end-item
Section II = Calculate End of Line RateEnd of Line Rate = #of products built per week of the Product (A)
Number of production hours per week (B)
or
End of Line Rate = Customer demand rate per week of the Product.
- Production hours per week = The number of manufacturing hours.
- Production hours per week. Do not include contractual downtime (contractually
required breaks and paid lunches are excluded).
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2Improvement ProcessSection
SECTION= = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = =
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RawMaterials
Manufacturing-Work In Progress
FinishedGoods
Dock to Dock focuses on:
Where Does The Time Go?
Dock to Dock Production Hours
7/16/97
Value Added
5%
Buffer
10%
Rew ork
31 %
Inspection
1%
Transfer
53%
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How to Improve Dock to Dock
'Value Added Analysis' (VAA) is an excellent tool to analyze and improve the elements of DTD. When FPS
is launched in an area Current State Mapping is performed. Part of the process is a Value-Add/Non Value Add
analysis. This process must be performed regularly to ensure that waste is being reduced and DTD is improving.
FPS recommends that DTD be measured and the trend charted for at least 30 days before and after changes are
made.
Value-Added
Non-Value
Added
Valued added activities are those that add form or function to the product and the
customer is willing to pay for.
Any activity that does not add form or function to the product is considered non-value
added waste.
No company can have 100% value added activity. World class companies have between 30% to 50% value
added activities. Typical areas in our plant have from 0.3 % to 25% value added activities. Recent studies put
our average process at 4% to 10% value added activities.
Displayed in the following chart are typical Value Added / Non-Value Added activities.There are some operations that are needed that do not add value to the part or product but are required to run the
business. It is important that the difference between these functions is clearly understood.
Value Added Non-Value Added
Necessary Welding component to
unit
Transfer unit between
operations
Unnecessary Extra time unit spends in
oven due to process
Excessive buffers, inventory,
and raw materialsValue Added / Non Value Added Matrix
The goal is to reduce or eliminate Non-Value Added activities and speed
up all activities to allow your plant to respond quickly to changes in the
marketplace or demand.
As the plant begins internal logistics portion of the Synchronous Material Flow process, they will implement a
Plan for Every Part. This plan considers all information about a part including: Lot Size, Packaging,
Presentation to the operator, Delivery strategy (scan, card, call, in sequence), Float at lineside and the
marketplace, etc The work groups participation in the planning and implementation of the SynchronousMaterial Flow process where it affects their jobs will be key in reducing inventory and improving Dock to Dock.
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Dock to Dock Launch Strategy Check List
Directions: Enter a check for each completed action. When an action has not been completed, use the description for
your action plan and projected completion date.
Plant:
Process / product:
Checklist completed by : (please list all names)Checklist reviewed by:
Check List Questions
Check for
yes Description/Date
Obtain a list of all End I tem Products produced by the plant
Diagram processes and und erstand how many of the products flow
through the same process.
Are all product lines calculated?
Have you established a plantwide c ontrol part?
Do you have m ore than one plantwide control part?
Do you ship the control parts outside for processing (paint, plating,
etc..)?
Have you established work group co ntrol parts (if the plant wide
does not travel through their processes)?
Has a value-add-analysis been performed with current state
mapping?
Is your control part a significant piece of the final product that
travels through the major processes involved in the manufacture of
the product?
Is DTD currently measured plantwide?
Management has received Measurables training and understands
the value of a low Dock to Dock?
Management regularly reviews the Plant Level Dock to Dock
value and mades business decisions based upon it?
Management has established goals for Plant Level Dock to Dock?
A process for determining business value and cost of measuring
Dock To D ock for work groups has been established?
Is DTD currently measured by individual wo rkgroups?Does the Team leader / Superintendent / Supervisor (for every
work group collecting DTD) understand the business value of
DTD? Describe training.
Have Team Leaders/Superintendents/Supervisors been shown how
to set DTD goals?
Do Tean Leaders/Superintendents/Supervisors understand how to
use Value Added Analysis to drive down DTD? Describe training.
Do Team Leaders/Superintendents/Supervisors understand how
Synchronous Material Flow effects the Dock to Dock Measurable?
Has at least one member of each workgroup received some type of
Measurables Training? (Joe's Pizza / Henry's House Sim ulation)
Do the workgroups understand how DTD goals are set and
reviewed?Do work groups understand how to use Value Added Analysis to
drive down DTD? Describe training.
Do work groups understand how Synchronous Material Flow
effects the Dock to Dock Measurable?
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1STEP B: DATA COLLECTION CHECKLISTThe plant completes the data collection checklist (displayed below).
Dock to Dock Data Collection Check ListDirections: Enter a check for each completed action. When an action has not been completed, use the
description field for your action plan and projected completion date.
Plant:
Process / product:
Checklist completed by: (please list all names)
Checklist reviewed by:
Check List Questions
Check
for yes Description/Date
Are responsibililities for who
collects/enters/edits/configures plant level DTD clearly
Does each work group understand who is responsible for
configuring/entering/editing DTD data for their internalproducts?
Do you collect all your data on the floor at the point of
If you manually collect data, do you collect it once a week
on Monday?
Or do you use a corporate or local computer system to
collect information? Please describe which system is used
and what data it collects.
Have all requirement for using a corporate system been
reviewed and processes are in place to assure data
integrity?
Do you begin counting purchased parts when they arereceived in plant (already in product form)?
Do you begin calculating DTD when the raw material
changes to the product form (I.e. vinyl not counted in DTD
until after it has been laminated or cut and is now in
product form)?
Do you include your Work in Process (including material in
hold/repair/rework areas and all material in buffers) when
doing calculations?
Are all finished goods included in your calculation until
they are shipped from the dock?
Do you have an outside warehouse for your parts?
Outside warehouse parts are excluded from your Finished
Goods count?
Do you take out any other time other than contractual for
net available time when calculating end of line rate?
Describe what is subtracted and why.
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2STEP C(A): REPORTING CHECKLIST
Dock to Dock Reporting Check ListDirections: Enter a check for each com leted action. When an action has not been com leted, use the
description field for your action plan and projected completion date.
Plant:
Process / product:
Checklist completed by: (please list all names)
Checklist reviewed by:
Check List Questions
Check
for yes Description/Date
Are responsibililities for who prints plant level DTD
trends, value added analysis and inventory status clearly
Does each work group understand who is responsible for
printing and distributing DTD data and reports for their
internal products?
Does each Team Leader/Superintendent/Supervisor receive
their area's reports on a regular basis?
Is their a regular meeting where management reviews their
plant level DTD information?
Do work groups post their internal product DTD
information and value added analysis for regular
managment/superintendent review?
Does management express interest in getting more DTD
information?
Are work groups showing sustained improvements in
eliminating waste, via their Value Added Analysis reports?
Do you begin calculating DTD when the raw material
changes to the product form (I.e. vinyl not counted in DTD
until after it has been laminated or cut and is now in
product form)?
Is their an escalation process where work groups can ask
for assistance to make improvements in their area to
eliminate waste?
Is the FPS Measurables system used for reporting?
Does the FPS Measurables system provide useful reports
for Plant External Reporting? If not, do you have a good
alternative? Please describe.
Does the FPS Measurables system provide useful reportsfor management? If not, do you have a good alternative?
Please describe.
Does the FPS Measurables system provide useful reports
for Team Leaders/Superintendents and work groups? If
not, do you have a good alternative? Please describe.
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3STEP C(B): EXTERNAL REPORTING - PLANT LEVEL DOCK TO DOCKPlants are currently required to roll up the individual product line DTDs into a DTD for the entire plant. Plant
Controller offices typically provide the Measurables Coordinators with a cost weighted average for each product
line. Per the FPS Measurables Coordinators Guide (pg. A-20), this cost weighted average is a function of the
budgeted volume and the 'cost added' (excludes material cost) for each product line. The group agreed that thisapproach would remain unchanged in the future. It is important to note that plant-level DTDs are should not be
used inside the plant (since work groups can only effect their DTD's); this type of reporting is done for Division
and System Business Unit management only.
3STEP 2: LAUNCH PREPARATIONUse the completed checklists for Strategy, Data Collection and Reporting (completed in Step #1) to
determine which activities are not completed. Create a project work plan that details all tasks, person(s)
responsible for the task and forecast completion dates. A standard project management software
package like Microsoft project can be useful to track your progress. This project plan should be the
responsibility of the plant's FPS Plant Implement Team and FPS Measurable Coordinator. It should bereviewed regularly by the plant's management.
Remember implementation of the Measurables (including DTD) should follow the plant specific
implementation plan (for FPS). A current state mapping and Value Added Analysis are critical to the
successful use of the Dock to Dock measure.
4STEP 3: IMPLEMENT DTD MEASURABLE PROCESSOnce launch planning and preparation have been completed the plant begins the process of implementing the
DTD Measurables Process. First by collecting data in the Initial Application Area followed by all other areas in
the plant in accordance to the predetermined launch plan. Second, inn sync with data collection, Base Lines are
established (Step 4) and the (PDCA) Plan, Do, Check, Adjust process (Step 5) are employed to attain continuous
quality improvement.
5STEP 4: ESTABLISH BASELINESIn order to identify opportunities for improvement and evaluate the effectiveness of improvement efforts, it is
necessary to establish DTD baselines within each Plant Application Area and for each Plant end-item product.
DTD baselines should be used to establish internal DTD targets and trend improvement progress. It is
recommended that thirty (30) production days of data be used to establish DTD baselines. Internal targets
should be reasonable and clear action plans must be developed which outline how these targets will be
achieved.
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6STEP 5: PROCESS IMPROVEMENT CYCLE
Each Application Area should continuously follow the Plan, Do, Check, Adjust (PDCA) Process Improvement
Cycle (shown below).
Plan (set targets)
= Identifying opportunities for the elimination of related wastes (Value Added Analysis and Internal Logistic -Synchronous Material Flow)=
Do
= Applying the appropriate Ford Production System tools to improve the processes= Check
= Checking the effectiveness of work group improvement actions= = Adjust= Standardizing improvements (Adjust).
The Problem Solution Cycle is the process for driving and measuring the improvement of
equipment operation. The process is continuous until the objective has been met.
Continuous Process Improvement Cycle
Plan
Do
Adjust
Check
At ob ective?
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DATE : Process = Location = Author :
Description Version :
Operation
NVA Op
Storage
Delay
Inspection
Transport
TIME (secs)
DISTANCE
QTY ( # parts )
REMARKS : Visual / Sketch
: Current State
: Im rovement (future) 1. Complete the date, process and location fields. Use names that shop floor people will recognize.
2. For each step in the process fill in:
= Description of the step. Describe exactly what happens to the control part at each process. Bespecific! Don't leave it to peoples imagination.
= Mark the appropriate symbol on the chart, which signifies what is happening to the controlpart.
= Note the time in seconds at the step in the time field. (If supported by your plant, you canalso use a estimate to get started)
= Show the distance traveled from the previous step. (use either meters or feet)= Record the number of control parts held at each step in the QTY field. (For this date/time)
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Shown below is a sample of a partially completed Value Add - Process Flow.DATE : 15-11-98 Process = Differential Manufacture Location = John's Axle Plant Author :
Description Version :
fitdifferential
coverand
Identificationtag
TransporttoFian
l
assemblybuffer
store
Storeinbuffer
loadtofinall
assemblystation
OP
NO1
60
Aseemblebreak
components
Loadtoshipping
Pallet
Operation
NVA Op
Storage
Delay
Inspection
Transport TOTALS
TIME (secs) 60 10 852 10 450 30 1412 (secs)
DISTANCE (meters) 0 0 0 1.5 0 1.5 3 (meters)
QTY ( # of parts ) 1 1 1 1 1 6 11 (parts)
Notice that the step descriptions are easy to understand and the control parts path through the
steps is charted by the type of step.
The total TIME, DISTANCE and QUANTITY OF Control Parts at the step are calculated.
Percentage of Value Added:Once the process flow is completed (results resemble the chart above), you can calculated the percentage of
value added operation.
Value Add % operations = Number of Value Add OperationsNumber of steps in the process
If you have 38 steps and 8 are value added = 8 = 21% Value Add Steps
38
A better metric is the amount of time you are spending doing value added work. Since you couldreduce steps, but not really eliminate waste. Teams should set targets to track their improvements.
Value Added % time = Sum of value-added time = 60 + 450 = 35% Value Add Time
TOTAL TIME 1412
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Step 1: Plan - Inventory Questions
When studying Dock to Dock the following questions may help the plant find areas to focus
improvement. Remember Dock to Dock is measures of time not inventory. It is intended to measure
the how effectively inventory flows through the process, and although there is a connection to inventory
in most of our manufacturing systems there is not a tight correlation.
Raw Material: Receiving
Incoming Materials
How often does material come in?
What are your receiving hours?
Do you receive advanced shipping notices?
Do you have the supplier inspect/[certify] material?
Do you inspect the material?
How do you know material is approved?
Do you accept the material without the paperwork?
Do you physically match material with the paperwork?
Do you have an inspection plan?
How quickly do you handle changes in specs?
Storage
How do you know where to put material when it comes in?
How many different areas do you store material in?
ReturnsWhere do you store rejected material?
How do you handle rejects?
How quickly do you handle rejects?
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Work In Progress
How do you get material to point of operation?
Who do you tell when you need material moved?
Is WIP stored in the same location every time?
Do you follow First In First Out for all WIP?
How do you know when you need parts or material brought to the line?
How many hours is the line scheduled to work and what are the actual hours worked?
How do you know how many parts to run?
What is a normal run size?
How many hours a day is scheduled and how many actual hours a day do you work?
Do you know the Engineering cycle time and do you run at that time?
What's the line speed/target?
Area/Process: Finished Goods
Operations
How do you manage shipping instructions to your customers?
Do you ship on time as the customer requested?
How do you know what to ship and to where?
How do you know if you are behind or ahead on shipments?
How many times do you transfer stock?
How do you ship, rail or truck?
Do you always ship full trucks?
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How do you handle returns?
How many hours do you work Finished Goods?
How many days inventory?
Do you ship from the dock in First In First Out?
Are Finished Goods stored in the same place, by type, every time?
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56STEP 2: DOEvaluate your Value Added Analysis Process Flow and look for opportunities on the process can be
improved. When you first study any mass production process it is very common to have a value add
percentage (both of time and operations) of less than 20%. See this as an opportunity, not as a problem.
Here are a few ideas to consider to improve the process:
Can any of the non value operations, storage, delay, transportation, or inspection be reduced?= = Maybe an inspection could be removed if an "Error Proofing" device was installed.= Can the layout be changed to reduce the distance between process steps? Remember when
you are implement flow racks to present parts to the operator (as part of Synchronous
Material Flow) to try to eliminated wasted motion.
= Can the number of parts be reduced at each process step?= Can buffers be reduced?=
Can batch sizes be reduced? Remember where ever possible implement single piece flow.= Review the results of the inventory questions. Are there areas where you can make improvements? A
common example would be to always store Work in Progress in the same location and to follow first in
- first out.
Discuss the opportunities for improvement with your team (either work group or plant level).
Determine which items will be possible to implement. Prioritized your improvements based on cost
benefits. You don't want to changes too much at once. By setting reasonable incremental targets
(PLAN), correctly implementing changes (DO), you should see improvements after implementation as
you CHECK your results.
Once the team has decided what actions to implement a project plan should be created and updated to
ensure that items are completed. Teams may want to use Microsoft Project or in Powertrain & Vehicle
Operations the CPIP application, Visteon teams can use CSS, to help them track progress.
789STEP 3: CHECKAfter implementing changes from the improvement plan the group must trend data to verify that
improvement actions are working.
MEASURABLES trend reports will be inserted here in the next version 3.0 of this document.
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10STEP 4: ADJUST
Once the effectiveness of an improvement action has been verified by a review of the appropriate DTD
information, the improvement must be STANDARDIZED. The Application Area should develop and
implement methods to maintain the new standard.
For example: If the area has implemented flow racks to minimize line side inventory and eliminate wasted
operator motion. Some of the actions which should ensure that the change :
= Revising the appropriate QPS SHEETS with the effected production operators,= = Applying VISUAL FACTORY techniques to provide clear visual indication of the location of the flow
control racks and SMART mailbox, scan or call button.= = Continued monitoring of the DTD MEASURABLE and inventory levels & costs on a timely basis to
detect if the new process fails to unction properly.
Implementing and maintaining standards is a key application area responsibility in the Continuous Improvement
Process.
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7Division Specific Examples
Value Add Analysis - Process Flow Example
This example is based on a Rear Axle Assembly Line located within in a fictitious company JohnsTransmissions ltd. The process flow sheet is completed for the control part only, which is the differential case.
The differential case is the only component that flows through the entire application area.
The production process for the axle is totally manual. There are13 operators that normally work at the
same station every shift. The process is as follows:
= Differential cases are unloaded from the pallet four at a time inspected, de-burred and loaded into thewashing machine four at a time and washed Op No 10.
= The cases are then unloaded one at a time and loaded to OP NO 20 where the Pinion cone is pressed to thehousing.
= The case is then moved manually to Op No 30 where the pinion shaft and remaining bearing cone havebeen pressed in place. The master setting aid is then inserted.
= The friction moment is then measured at Op No 40 and the master setting aid disassembled and thedifferential flange coupling fitted and the torque measured to ensure correct pre-load.
= At Op No 100 the Half shaft tubes are pressed into the differential case.= The two tubes are puddle welded at Op No 110.= The Differential Assembly is then transported to the cooling store as it takes approximately 30 minutes for
each axle to cool to room temperature prior to fitting the differential ring gear assembly so as to ensure the
prescribed amount of backlash is not effected by contraction.
= The differential ring Assembly is fitted in Op No 120 and adjusted to the correct backlash.= The gear mesh pattern is checked at Op No 130.= The cover plate is fitted at Op No 150.=
At the final Assembly station Op No 160, the following components are fitted:= Break calipers, Half shafts, Hand Break Cable, Break Drum, and Various seals.= The completed axle is then loaded in a shipping rack for dispatch to the customer.
On the following pages the Process Flow Chart is presented.
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Measurables Divisional Policies
Vehicle Ops Powertrain
Divisional Policies Assembly Stamping Engine Transmission Casting Electronics Interior Exterior ClC
DTD
Indicate your plant level control part Blanks PlasticPellets
When raw materials in non product form
is counted (when received or after first
process)
When
received
After 1st
process
End of line rate (customer demand rate
per week or Manufactured End ItemProducts per week divided by the
Production Hours per week)
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Instal Pinion Flange
Load to to pinion
mounting Op no 50
assemble Differential
flange coupling
Tighten nut with
toque wrench
Measuer torque
Retighten Nut
Check Torque
Transport to Tube
press buffer
Buffer store
Load to tube press
OP NO 100
Press axle tubes
Transport Axle to
weld station
Weld axle tubes to
Differential housing
Transport to coolingbuffer
Buffer storefor
cooling
Transport to
differential gear
asembly area
Assemble differential
gear to axle OP No
120
3
4
15
12
6
8
6
5
540
5
8
4.5
40
8
1800
10
270
0
1
0
0
0
0
0
4
0
2
0
5
0
2
0
3
0
1
1
1
1
1
1
1
1
2
1
1
1
1
1
6
1
1
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Check backlash
Adjust backlash
Check back lash
Transport to Gear
mesh test buffer
Diferential and axle
assembly to gear
mesh tester OP 150
Check Gear Mesh
Transport to diff
cover assembly
station
fit differential
coverand
Identification tag
Transport to Fianl
assembly buffer
store
Store in buffer
load to finall
assembly station OP
NO 160
Aseemble break
components
Load to shipping
Pallet
TO
10
20
10
540
6
180
4
60
10
852
10
450
30
5
0
0
0
2
1.5
0
1
0
0
0
1.5
0
1.5
1
1
1
2
1
1
1
1
1
1
1
1
6
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