1. Using Value Stream Mapping as
a Strategic Planning and
Implementation Tool
Frank Garcia
Director, Engineering Services
ADVENT DESIGN CORPORATION

2. Why Use VSM?
Identify areas for lean improvements
Train team members in use of lean
concepts
Integrated lean implementation plan
Long term planning

3. What We’ll Cover
What is VSM?
Basic Lean Concepts
Developing Value Stream Maps: Current
& Future State
Implementing VSMs
Using VSMs

4. Lean Manufacturing
Fundamental Principle of Lean Manufacturing
Any activity or action which does
not add value to the product is a
form of waste and must be
eliminated or minimized.

5. Definition of Value -Added
Value is added any time the product is physically
changed towards what the customer is intending
to purchase.
Value is also added when a service is provided
for which the customer is willing to pay (i.e.
design, engineering, etc.).
If we are not adding value, we are adding cost or
waste.
90% of lead time is non-value added!

6. Waste or Opportunities for
Improvement
Adds no value
Adds only cost and
time
Symptom rather than
cause
Points to problems in
value stream and
process
Need to address
causes

7. The EIGHT Wastes
Inventory (more than one piece flow)
Overproduction (more or sooner than needed)
Correction (inspection and rework)
Material Movement
Waiting
Motion
Non-Value Added Processing
Underutilized People

8. FLOW & PULL
Make the value-creating steps flow
Produce only what is needed
If a process is not completed correctly the first
time, it does not move down the line for
additional work
Eliminate re-work

9. Value Stream
The value stream is the set of all the
specific actions required to bring a
specific product (good or service) through
the critical management tasks of any
business:
Information Management
Transformation

10. Value Stream Map
An Assessment Tool
The value stream map follows the order path from
beginning to end and shows a visual
representation of every process in the order and
information flows
Shows how the shop floor or office currently
operates
Develops the foundation for the future state

11. Value Stream Map Concept
Orders Production Orders
Suppliers Customers
Control
Schedules
I
Process I
Equipment
Raw
Cycle Finished
Materials
Times Goods
Change
Over
Reliability
Error Rate
Lead
Time
File: VSM-A1

12. Using the Value Stream Mapping Tool
product family
current state Understanding how the shop floor
drawing currently operates. The foundation
for the future state.
future state Designing a lean flow
drawing
plan and
implementation

13. Who Develops the VSM?
Team Approach?
Better understanding of process
& opportunities
Provides training in Lean
Concepts
Feel ownership of VSMs
Exchange of ideas
More open discussion
Takes more time

14. Who Develops the VSM?
Engineer Collects Data and Drafts
VSM?
Takes less time
Can be done with Management
Team
Can train on lean concepts & get buy in
Less ownership by team and operators
Less exchange of ideas within the company

15. Who Develops the VSM?
Depends on the company culture and
preference
How much time can be devoted?
Team Approach is most effective!

16. What Tools to Use to Make the VSM?
Use Excel or Visio?
Hand draw?
Use AUTOCAD?

17. What Tools to Use to Make the VSM?
Use Excel or Visio
• Requires program
knowledge
• Easy to change
• Can use templates
• Easy to share &
Hand drawn e-mail
• Quick • Easy to present
• Easy for teams
• Difficult to change & copy
• Harder to present Use AUTOCAD?
FORGET IT!

18. product family Current State Map
Understanding how the shop
current state drawing floor currently operates.
Material and information flows
Future state Draw using icons
drawing Start with the “door to door” flow
Walk the flow and get real data
* no standard times
* draw by hand
plan and
Basis for the Future Sate
implementation

19. product family Current State Map
Corner Punch
Recommended Data
current state drawing
1 Operator
Cycle Time
C/T = 2 min.
Future state Changeover time C/O = up to
30 min.
drawing Number of People Rel. = 99%
Scrap = 2%
Available Working Time
Acceptance or Reject Rate
Equipment reliability or downtime
plan and
implementation

20. Value Stream Map (Current State)
Blanket Annual Purchase
Order with Daily Releases
Production Control
Randomly Placed
(normally working Various Distributors
Sheet Galvanized Sheet Galvanized Sheet Galvanized Sheet Galvanized Orders (normally
24 to 48 hours ahead (~ 24 for Smith Corp. &
Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) single unit orders)
of ~ 6 for Jones Systems
promised shipment)
Average volume of 1000
systems per month in peak
season.
Customers are mainly
distributors. There are a
few dealers.
Daily Daily
Up to an average Daily
Production Production
of 130,000 lbs Shipping Daily
Reports Reports
daily in peak Schedule Shipments
season
In Straight
Panel Dept.
Shear Notch Specialty Punch Corner Punch Bend Stake & Label Add Z Brace Radius & Band Rack Shipping
1 Accurshear 1 Manual 4 Semi-Auto 3 Semi-Auto 1 Manual 1 Automated 1 Automated 1 Manual Table,
Automated Notcher (S-23) Punches Punches Brake (R-7) Machine (R-8) Machine (ACR) 1 Jig-less
Shear (P-3) & 1 Automated (S-1, S-2, & S-3) & 1 Automated Machine (R12),
I Notcher (R-3) Brake (R-13) & 1 Jig Machine
(R1)
2 to 5 days 1 Material
1 Operator 1/2 Operator 0 Operators 1 Operator 1/2 Operator 1/2 Operator 1/2 Operator 2 Operators 2 Operators
depending Handler
on pre-cut
size
C/T = 4 min. C/T = 2 min. C/T = 2 min. C/T = 2 min. C/T = 5 min. C/T = 2 min. C/T = 7 min. C/T = 8 min. C/T = N/A
C/O = N/A C/O = 4 min C/O = N/A C/O = up to C/O = 30 to C/O = N/A C/O = N/A (average) C/O = N/A
Rel. = 99% Rel. = 95% Rel. = 99% 30 min. 60 sec. Rel. = 99% Rel. = 98% to C/O = 2 to 30 Rel. = 100%
Rel. = 99% Rel. = 90% 99% min.
Rel. = 80%
to 100%
2 to 5 Working Days,
Lead Time
2 to 5 days
32 minutes,
4 min. 2 min. 2 min. 2 min. 5 min. 2 min. 7 min. 8 min.
Value-Added Time

21. Future State Map
Designing a Lean Flow
Product family
You always need a future state!
Complete 75% & Keep Updating
Current state
drawing Consider Material & Information flows
Foundation for your Work Plan - like a
Future state “blueprint”
drawing
Begin by evaluating Current State
1st iteration assumes existing steps & equipment
plan and Can move equipment, combine operations,
implementation reduce scrap, etc.

22. Future State Questions
What is the takt time?
Will we build to shipping or to a supermarket?
Where can we use continuous flow? (Single Piece vs Batch)
Where do we have to use supermarket pull system?
At what single point in the production chain do we trigger
production?
How do we level the production mix at the pacemaker
process?
SUPPORTING IMPROVEMENTS
What process improvements will be necessary?
(e.g. uptime, changeover, training)

23. TAKT Time
Synchronizes pace of assembly
to match pace of sales.
Rate for assembling a product
based on sales rate.
TAKT = Effective Working Time per Shift
Customer Requirement per Shift

24. Lean Manufacturing
Concepts & Techniques
Flow: Setup Reduction, Cellular
Manufacturing, Batch Size Reduction,
Visual Workplace, Layout
Pull: Kanban Systems, Supply Chain
Management, Point of Use
Perfection: Quality Systems, Training

25. XYZ COMPANY FUTURE
Brooks Test Eq. Compu Winston App. Parker- WEEKLY
Sales Wire (Sheet Energy Hannif. FORECAST Forecast
MFC Regulator PCB Metal) (Manif.) (cell) PRODUCTION Monthly
CONTROLS forecast
5 top
2 wk. 2 wk. 2 wk. 2 wk. 2 wk. 2 wk. DAILY Orders
CONSUMP. MRP SALES customers
Avg. = 15/mo.
Max = 25/mo.
Daily as DAILY Dem. = 1/day
needed ORDERS Orders = 5/mo.
1 unit/ day
14 Elemts. Daily as
needed
WETLINE 11 CELLS
WIRE WIND ANNEAL SEAL
FIFO FIFO RHODIUM CELLS
ROD 7
elements PLATINUM CELLS
GLASS per batch Subassemblies
TUBE
1 model 1
ELEMENT CELL CELL CELL 1 model 2
CT = 3min. CT = 8min. CT = 7min. PREP. FIFO
ASSY.
FIFO
SENSIT. FIFO DRYDWN 1 model 3
C/O = 5min. C/O = 1 h.
1 model 4 1 card per
model
Cell body
UNIT ACCLIM. UNIT FINAL SHIP,
INST. TEST ASSY, PACK
CT = 8.5 h. CT = 40min. CT = 21h. CT = 2-7 days
INSP. ,
Subassemblies
1 model 1 FIFO FIFO
1 model 2 CT = 0.75- CT =
MFC MECH ELEC. LEAK CT = 15min. CT = 2-14 days CT = 32h. 1.25 h. 40min.
SUBASSY. ASSY + TEST
1 model 3
FIFO FIFO 1 model 4
Reg. CALIB. 2-14 days
11 days
PCB Rack
8 hr./day
Module 20 day/month
CT = 4 h. CT = 2 h. CT = 30min.
Process time:
12-29d.
Lead time: 67-84d.
0.5 mo 1 mo. 11 days 2-14 days
3 min. 8 min. 7 min. 8.5 h. 40 min. 21 h. 2-7 days 15 min. 2-14 days 32 h. 0.75-1.25 h. 40 min.

26. Complex VSM
S T A N D A RD U N IT S – FU T U R E S TA T E
SUPPLIER PURCHASING
FORECASTS
SHIPPING Unit
PRODUCTION
CONTROLS Avg. = 20/mo As
As Schedule Order Customers
Service Demand = 1 needed
needed MACOLA SYSTEM
Coordinator Estimate unit/ day
Order Unit
Work
Service Order
Order
Paperwork
14 Elements REPAIR
WIRE Sensitize Bag
Wind Anneal Element (5u) Estimating Customer
ROD 7 elements/ FIFO Prep.
FIFO Seal PO
batch
GLASS
TUBE CT = 5 min.
CT = 3 min. CT = 8 min. CT = 217h.
C/O = 5 min. C/O = 1 h. CT = 8.5 h. CO = 15 min.
ACC = 40%
Service CT = 7 min.
Units 20%
FIFO FIFO
Initial Pressure Remove FIFO FIFO FIFO
FIFO
Test Leak Cell Calibration Clean Dry Install Release
I Workbench Flush Down Cell
Test
5u CT = 15m
CT = 15m-1d CT = 15 min. CT = 15 min. CT = 10-31m. CT = 30m CT = 24-48 hr.
0.25 mo. CO = 15 min. CO = 10-15m.
RA = !00%
Repair
Parts
FIFO FIFO FIFO FIFO FIFO FIFO FIFO FIFO
Dry down
Assembly Leak Unit Final
Gas
Cap Tech QC Pack
And Repair Drydow Test & Inspection Check &
Test Paperwork Clean Ship
n 1u
CT = 15m (A) CT = 1.5h – 1d CT = 4h CT = 20m CT=5 min CT = 10min. CT =
CT = 15m CT = 1-3 d CO = 10 m C/O = 10m 30min.
CT = 10n-1h (R) C/O = 10m
8 hours/day
20 days/month
Process Time: 3.1 – 7.9 days
NOTE: Process and lead time based only on service unit path as shown in bold. Lead Time: 8.1 – 12.9 days

27. STANDARD UNITS
FUTURE STATE VALUE STREAM MAP
Standard Cells Supermarket
Element
Sensitize
Prep
2 - 4 days
Mechanical Assemlby, Electrical Install
FIFO
I Assembly, Calibrate, Purge Cell
14 days 4 to 8 hrs
Pack, Ship Inspect Unit Final Test Drydown
2 -4 days
Customers
? Unit/Day
Process Time: 3 to 5 days
Lead Time: 15 to 17 days

28. VSM Examples
Current State to Future State

29. Value Stream Map (Current State)
Orders Every 2 Weeks
Production Control
New Jersey Randomly Placed
Andrea Aromatics Alanx Order as Needed Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
range mainly)
30 Cans of Oil 59,000 Stones 50,000+ Stones
Every 2 Weeks Every 2 Weeks Every 2 Months
(via stringer)
Bi-
Weekly Daily Shipping
Productio Orders
n Daily
Schedule Shipments
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I I
up to 0 0
125 Cans of Oil 1 Operator 4290
250
1 Operator 1/2 Operator 1/2 Operator 90,504 1 Operator
Stones
20,640 Round Stones stones Stones
in WIP
49,000 Shaped Stones
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec.
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%
27.4 Days Lead Time
11.6 Days 0.7 Days 15.1 days
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time

30. Value Stream Map (Future State)
Orders Every Week
New Jersey Randomly Placed
Andrea Aromatics Alanx Monthly Order Production Control Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
Bi-Weekly range mainly)
12 to 16 Cans 30,000 Stones 25,000 Stones Production
of Oil Once a Once a Week Once a Month Schedule
Week (via stringer) (large
orders)
Daily Shipping
Orders
Daily
Shipments
4 Cases
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I
up to 0 0
75 Cans of Oil 1 Operator 4290
250
1 Operator 1/2 Operator 1/2 Operator 30,000 1 Operator
Stones
40,000 Round Stones stones Stones
in WIP in a supermarket
25,000 Shaped Stones
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec. type arrangement
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100% with stocking levels
by shape and scent
Increase
10.8 Days 0.7 Days
Reliability
5.0 days 16.5 Days Lead Time
65 minutes, 7 seconds
65 min. 7 seconds Value-Added Time

31. Value Stream Map (Current State) for Console & Accessories Assembly
Order Twice
Per Year
(Blanket Orders)
Daily Orders
Randomly Placed
Hardware, Labels, Equipment
Orders (various sizes,
Extrusion Sheetmetal Parts & Instruction Order as Needed Production Control Various
typical is 2 to 3 units
(Warner) (Havis-Shields) Manuals from Customers
Various Vendors
98% external customers;
2% internal use.
External customers are:
40% distributors,
40% end users;
20% outfitters
10,000 lbs As Required;
minimum black vinyl
As Required
order via aluminum direct;
anodizer rest via painters. Daily
Daily
Production
Orders
Reports
Reduce order quantity and
inventory amount by buying
standard sizes and cutting to Assemble Kit & Pack Shipping
fit at Company. Consoles &
Daily Shipments
Accessories
($375K monthly
average)
I I I
Reduce inventory amount by $450K worth, 1 week,
6 Operators 2 Operators 0 1 Operator
changing how extrusion is about 25 days up to
(mainly extrusion) 1000 pieces
bought and used.
C/T = 5-10 min. C/T = 10-20 min
C/O = 0 min C/O = 0 min.
Rel. = 100% Rel. = 100%
25 days 5 days 0 30 Working Days, Lead Time
5 to10 min. 10 to 20 min.
15 to 30 minutes, Value-Added Time

32. The VSM Opportunity
10,000 lbs As Required;
minimum black vinyl
order via aluminum direct; As Required
anodizer rest via painters.
Daily
Production
Reports
Reduce order quantity and
inventory amount by buying
standard sizes and cutting to Assemble
Consoles &
fit at Company. Accessories
I I
$450K worth, 1 week,
6 Operators up to
Reduce inventory amount by about 25 days
1000 pieces
(mainly extrusion)
changing how extrusion is
bought and used. C/T = 5-10 min.
C/O = 0 min
Rel. = 100%
25 days 5 days
5 to10 min.

33. Value Stream Map (Future State) for Console & Accessories Assembly
Monthly or
Bi-Monthly
Orders
Daily Orders
Equipment Randomly Placed
Production Control Orders (various sizes,
Extrusion Hardware, Labels, Order as Needed Various
typical is 2 to 3 units)
(Warner) Sheetmetal Parts & Instruction Customers
(Havis-Shields) Manuals from
Various Vendors
98% external customers;
2% internal use.
External customers are:
40% distributors,
40% end users;
20% outfitters
10,000 lbs
minimum
As Required As Required
order via
Daily
anodizer
Production Production Daily
Reports Run Orders
Request
Production
Run
Request
Extrusion Assemble Kit & Pack Shipping
Cutting Consoles &
Daily Shipments
Accessories
($375K monthly
average)
Manufacturing
I I Cells
I
$250K worth, 0 High volume
2 Operators 6 Operators 2 Operators 0 1 Operator
about 15 days consoles &
(mainly extrusion) accessories in a
supermarket type
arrangement
C/T = 15 min. C/T = 5-10 min. with stocking C/T = 10-20 min
C/O = 0 min C/O = 0 min levels C/O = 0 min.
Rel. = 100% Rel. = 100% Rel. = 100%
15 days 0 2 days 0 17 Working Days, Lead Time
15 min. 5 to 10 min. 10 to 20 min.
30 to 45 minutes, Value-Added Time

34. The VSM Improvement
Daily Production
Daily
Production Run
Orders
Reports Request
Production
Run
Request
Assemble
Extrusion Kit & Pack
Consoles &
Cutting
Accessories
I I Manufacturing 2 Operators
2 Operators Cells
$250K worth,
0 6 Operators
about 15 days High volume
(mainly extrusion) consoles &
accessories in a
C/T = 5-10 min. supermarket type
C/T = 15 min. C/T = 10-20 min
C/O = 0 min arrangement
C/O = 0 min C/O = 0 min.
Rel. = 100% with stocking
Rel. = 100% Rel. = 100%
levels
15 days 0 2 days
15 min. 5 to 10 min. 10 to 20 min.

35. How Do We Implement the Future State
VSM?
Don’t Wait!
Use future state VSM to highlight changes
Break up the future state into loops
Develop a VSM implementation plan
Tie plan to business objectives
Assign projects to team members to
implement

36. VSM Showing Improvement Opportunities
Value Stream Map (Current State)
Stamping Orders With No Plating or Heat Treatment
(Potential Future State Changes in Red)
Projected requirements
Phosphor Bronze Omega Precision
Beryllium Copper Randomly Placed
Brass (30%) Order as Needed Production Control Various
(30%) Orders (Various Sizes)
(40%) 10 Week LT Vista Software System Customers
6 Mos. LT
4 Weeks LT 6 Weeks Reroll
In Stock- 1 Week
Review Work
Schedule with Formal
Production Average of
Suppliers 1 mm pcs per day
Control
in Various Sizes
Orders (2 to 13)
Single Point
Every Week Every Week Every Week of Control
Weekly Production Weekly Shipping
Schedule Pressroom List
Manager Daily
Shipments
Average order = 208,000 pcs
252,000 strokes
Pre-Control for
Roll Changes
Combine?
•Lot Control Improvement
Stamping •Handling Reduction
Degreasing Packing
Shipping
Drying
10 to 24 coils 11 Stamping
3 times /week Manual
Presses
I 6 Operators I 1 unit I 1 Operator I Shipper
2 Baskets - Strip
50 to 70 20 to 40 Bins 1 Basket - Pieces 2 Hours 1 Day
Racks to
Run: 200-600pcs/min C/T = 2 Hr Strips 12 Weeks
100 to 125 C/T = .003 min/pc. Max 1000/Basket C/T =10 hr Auto
Coils Visual Status Min 200/Basket C/O = None Bagging
C/O = 4.5 hrs. = 30 Min Pcs. Rel. = 80%
Standard Time of Presses
25,000 Pcs/Basket
for Setup Setup Available: 590 min/shift Layout is
C/O = None
Adjustment Time Rel. = 90% a Problem
Rel. = 95%
16.75 Days Lead Time
10 Days Sankyo 2 Days Reduce 1 Day to 12 Weeks
+ coil lead time
Coil Feeds Cycle Time per average order
1.5day(avg)
2.25 Days 3.75 Days Value
Added Time

37. Value Stream Map (Current State)
Stamping Orders With No Plating or Heat Treatment
(Potential Future State Changes in Red)
Projected requirements
SUPPLIER
Phosphor LOOP Production Control Randomly Placed
Beryllium
Brass Bronze Order as Needed Vista Software System
Orders (Various Sizes) Various
Copper
(40%) (30%) Customers
(30%)
4 Weeks LT 10 Week LT
6 Mos. LT
6 Weeks Reroll
In Stock- 1
Week Review Work
Formal
Schedule with
Suppliers Production PRODUCTION Average of
1 mm pcs per day
Control CONTROL in Various Sizes
LOOP Orders (2 to 13)
Single Point
Every Week Every Week Every Week of Control
Weekly Production Weekly Shipping
Schedule Pressroom List
Manager Daily
Shipments
Average order = 208,000 pcs
252,000 strokes
Pre-Control for
Roll Changes
PRESS Combine?
LOOP •Lot Control Improvement
Stamping •Handling Reduction
Degreasin Packing
Shipping
g
Drying
11 Stamping
10 to 24 coils Manual
Presses
3 times/week
I 6 Operators
I 1 I 1 Operator
I Shipper
unit
2 Baskets - Strip
50 to 70 20 to 40 1 Basket - Pieces 2 1 Day
Racks Bins Hours to
Run: 200-600pcs/min C/T = 2 Hr Strips 12 Weeks
100 to 125 C/T = .003 min/pc. Max C/T =10 hr Auto
DEGREASE/PACK
Coils
C/O = 4.5 hrs.
Visual Status 1000/Basket
Min 200/Basket
C/O = None
Rel. = 80%
Bagging LOOP
of Presses
Standard Time
for Setup
= 30 Min Pcs. (PACEMAKER)
Setup Available: 590 min/shift 25,000 Layout is
Adjustment Time Rel. = 90% Pcs/Basket a Problem
C/O = None
Rel. =Reduce
95% 16.75 Days Lead Time
10 Days Sankyo 2 Days 1 Day to 12 Weeks
Cycle Time
+ coil lead time
Coil Feeds
1.5day(avg per average order
2.25 Days 3.75 Days Value
)
File: Omega VSM Current Loop) May 24 Added Time

38. Value Stream Map (Future State)
Stamping Orders With No Plating or Heat Treatment
Projected requirements
Production Control
Phosphor Randomly Placed
Beryllium Using Vista Software Module
Brass Bronze Order as Needed Orders (Various Sizes) Various
Copper
(40%) (30%) Customers
(30%)
4 Weeks LT 10 Week LT
6 Mos. LT
6 Weeks Reroll
In Stock- 1
Week SUPPLIER
LOOP PRODUCTION Average of
Daily Order 1 mm pcs per day
CONTROL in Various Sizes
Orders (2 to 13)
LOOP
Every Week Every Week Every Week
Daily
Shipments
Coil
Batch Shipping
Bin
Coils Degreasing Packing Shipper
Stamping
PRESS
LOOP New Ultrasonic
Cleaners DEGREASE/PACK
LOOP
Finished Goods (PACEMAKER)
1 Day 1 Day 1 Day
5 Days Lead Time
1day and Coil Lead Time
1 Day
File: Omega VSM Future Loop) May 24

39. VSM IMPLEMENTAION
FUTURE STATE IMPLEMENTATION PLAN & SCHEDULE
SEQUENCE COMPLETION
LOOP OBJECTIVES PROJECTS (PRIORITY) DATE (Mon./Yr)
Supplier Loop * Develop pull system with suppliers 1. Review Weekly/Monthly Requirements With Suppliers 1 Sep-01
* Increase number of deliveries per week 2. Revise current blanket orders 1 Sep-01
* Reduce raw material inventory to match 3. Send daily consumption data to suppliers 2 Nov-01
4. Setup point of use raw material areas 1 Oct-01
Production Control Loop * Implement daily shipping schedule 1. Single point to schedule( shipping). See pacemaker loop. 1 Oct-01
* Work to schedule manufacturing based on
shipping requirements 2. Daily production schedule by Operations Manager 1 Oct-01
3. Implement kanban loops as shown on future state VSM 2 Nov-01
4. Use MRP for materials forecasting 1 Oct-01
Element * Reduce lead time 1. Eliminate WIP between winding & annealing 1 Sep-01
Loop * Develop continuous flow 2. Implement supermarket for element prep and kanbans 1 Oct-01
* Develop pull system with element prep
supermarket 3. Crosstrain element assembly operations 2 Dec-01
Module Assembly Loop * Reduce cycle time 1. Analyze process variance in environmental test 1 Oct-01
* Reduce variation in cycle time in testing 2. Analyze process variance in module drydown 1 Oct-01
* Reduce variation in cycle time in drydown 3. Implement supermarket and kanbans for cell installation 1 Oct-01
* Establish pull system with supermarket from
cell installation 4. Crosstrain module assembly operations 2 Dec-01
* Reduce use of carriers 5. Analyze need for carriers vs. subassembly units 1 Sep-01
6. Analyze material handling reductions and layout
improvements for element prep operations 3 Jan-02
7. Set up leak tested subassembly units in supermarket for final
assembly 1 Oct-01
Pacemaker Loop * Reduce cycle time 1. Improve assembly methods in final mechancial assembly 2 Dec-01
* Establish pull system with supermarket from 2. Review design for manufacturing assembly improvements for
(Unit Assembly/Shipping Loop) shipping tubing assembly 3 Feb-02
3. Consolidate inspection with final mechanical assembly or
shipping/packing 2 Nov-01
4. Set up raw material suppermarket for final assembly 1 Oct-01
5. Crosstrain unit assembly operations 2 Dec-01
NOTES:
1. Conduct kanban and point of use training for plant personnel in 2001.
2. Priotities as follows: #1(Complete in 2 months), #2(Complete in 4 months), #3(Complete in 6 months)
3. Consider use of teams for implementation after training.

40. The VSM Cycle
Assessment Recommended Set Up
(VSM) Solutions Layout
Cells
Continuous Visual
Improvement
Automation
Implementation Information
DO IT!
Plan Systems

41. Other VSM Applications
Office Improvements
Long Range Planning