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
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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)
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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
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© 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
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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
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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
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