MTM and value stream

(20097 Hamburg)
11/15/2010 - 11/17/2010 | Training


MTM-Engineer selection module

MTM and value stream

Value stream mapping is an effective tool for integrated process optimization, and with the help of the entire value stream of product from suppliers through production and assembly is out to customers can be identified and optimized.
MTM (Methods-Time Measurement) is the most successful time management and work design system in the world for analysis, design and optimization of processes.
MTM a combined approach for implementation of this ideal complementary pair has developed methods.
The resulting synergy potential release, the case of separate application which would not be too late or only limited use.
www.dmtm.com / products / training / engineer-wertstrom.php

MTM means in conjunction with value stream

    * Discover all value-added potentials through systematic research on the interactions between the river and working method
    * High degree of planning capability and sustainability through accurate data
    * Prompt and accurate quantification of possible potentials
    * Significantly less overall cost reduction by iterative processing steps
    * Integrated detection and assessment including logistics indicators, material flows and the impact on the layout.

Specifically, the following course content and provides the basis of a series traniert in the simulation:

Foundations of the methods and tools

    * What is MTM?
    * What is value stream?
    * What goes through phases of a project value stream?
    * How does the method MTM and value stream work?
    * What are the similarities and differences?
    * What are the synergies?
    * What makes a "lean enterprise"?


Practical application in the management game Light Factory:

    * Extended Value Stream Analysis
    * From Push to Pull (One-piece flow, Kanban)
    * Clock synchronization to customers with minimal losses, with clock
    * Identify and quantify waste, to avoid
    * Zero-defect principle terms and conditions
    * Identify and quantify the potential improvement by using the MTM method
    * Planning and design of the optimum assembly and logistics processes
    * Realization of the nominal Werstromes

At the conclusion of the course each participant receives his personally assembled flashlight.

The course concludes with a written examination.

Educational goal:
Relation of the methods and MTM value stream for the optimization of business processes.

Requirements:
There are no specific prior knowledge required. MTM-basics are recommended. Concepts such as Just in Time, Kanban and Lean should not be a foreign word.

Audience:
Professionals and managers in the field of industrial engineering and logistics.
 

Training fee: € 775, -
The registration fee (€ 45, -), all working documents and the costs for the purchase of the examination and certificate are included in the exhibition fee.

What is Value Stream Mapping

What is Value Stream Mapping?

The Value Stream Mapping method is a visualization tool oriented  to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of lean production. The goal of value stream mapping is to identify, show and to decrease waste in the process. Waste is defined as any activity that doesn't add customer specified value to the final product. The word is often used to demonstrate and decrease the amount of wasting in a manufacturing system. Value stream mapping can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify the causes thereof. As a result, VSM is primarily a communication tool, but it can also be used as a tool for strategic process planning, as well as a change management tool.

learning to see value stream maps

Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.

This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.

The value-stream map is a paper-and-pencil representation of every process in the material and information flow, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Value-stream mapping is an overarching tool that gives managers and executives a picture of the entire production process, both value and non value-creating activities.  Rather than taking a haphazard approach to lean implementation, value-stream mapping establishes a direction for the company.

To encourage you to become actively involved in the learning process, Learning to See contains a case study based on a fictional company, Acme Stamping. You begin by mapping the current state of the value stream, looking for all the sources of waste. After identifying the waste, you draw a map of a leaner future state and a value-stream plan to guide implementation and review progress regularly.

creating continuous flow

Creating Continuous Flow narrows the focus of Learning to See from the door-to-door value stream perspective to achieving true continuous flow at your critical pacemaker processes.

This new workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream. Creating Continuous Flow takes you to the next level in cellularization where you'll achieve even greater cost and lead time savings.

You'll Learn:

• Where to focus your continuous flow efforts
• How to create much more efficient cells and lines
• How to operate a pacemaker process so that a lean value stream is possible
• How to sustain the gains and keep improving

building a lean fullfillment stream

Building a Lean Fulfillment Stream will change the way you think about your supply chain and logistics networks giving you a way to act using lean principles to transform and continuously improve. In this pioneering workbook, lean logistics veterans Robert Martichenko and Kevin von Grabe explain step-by-step a comprehensive, real-life implementation process for optimizing your entire fulfillment stream from raw materials to customers, including two critical concepts: calculating the total cost of fulfillment and collaborating with across all functions and firms along the stream. Your company, like most, probably calculates costs at different points within departments, such as the piece price paid by the purchasing department. Few companies figure the total cost associated with each major function across the fulfillment stream. Calculating total cost, which to most executives is surprisingly large, lets you measure the impact of your improvement efforts on operational performance and overall income. Martichenko and von Grabe also give you guidance and tools for collaboration. Using the example company ABE Corp., the authors illustrate how the lean conversion process is a win-win for every company involved. And an accompanying analysis illustrates the financial benefits and shows you how to apply the metrics. The book, supported by 41 charts, maps, and illustrations, shows you: How to apply the eight guiding principles for implementing lean fulfillment. The seven major types of waste in logistics and supply chains. How a fulfillment-stream council of representatives from all companies gives critical guidance and support. The eight rights for assessing perfect order execution. What lean metrics to use, such as why average days on hand of inventory is a better measure than inventory turns. How to identify and eliminate waste in shipping, receiving, and yard management.

Making Materials Flow

Making Materials Flow describes in plain language another step in  implementing a complete lean business system.   
LEI's first  workbook, Learning to See, focused on where to start — at the value  stream for each product family within your facilities.   
Seeing  the Whole then expanded the value stream map beyond facility walls, all  the way from raw materials to customer.   
After mapping has  identified waste and potential applications of flow and pull, you can  use the techniques in Creating Continuous Flow to implement truly  continuous flow in cellularized operations.     
Making Materials  Flow takes the next step by explaining how to supply purchased parts to  the value stream in order to support continuous flow.   
"Companies  are making progress in creating areas of continuous flow as more  managers learn about value-stream mapping and continuous-flow cells,"  said co-author Rick Harris, who also co-authored the Creating Continuous  Flow workbook. "But as I walk through facilities and examine earnest  efforts to create continuous flow, I see how hard it is to sustain  steady output. The problem often is the lack of a lean material-handling  system for purchased parts to support continuous-flow cells,  small-batch processing, and traditional assembly lines."   
Making  Materials Flow explains in plain language how to create such a system  by applying the relevant concepts and methods in a step-by-step  progression. The workbook reveals the exercises, formulas, standards,  and forms that a consultant would use to implement the system in your  environment. And, like LEI's other workbooks, Making Materials Flow  answers the key question managers often have about lean tools and  concepts, "What do I do on Monday morning to implement this?" The four  key steps detailed in the workbook include:   
1. Developing the  Plan For Every Part (PFEP). This basic database fosters accurate and  controlled inventory reduction and is the foundation for the continuous  improvement of a facility's material-handling system.   
2.  Building the purchased-parts market. Learn the formulas and methods to  size and operate a market that eliminates the waste of hoarding,  searching for parts, and storing inventory throughout a facility.   
3.  Designing delivery routes.  You get the principles and calculations  that turn a sprawling, messy plant into an organized community where  operators get the parts they need, when needed, and in the quantity  needed, delivered right to their fingertips. Proper delivery routes not  only improve inventory and flow but also safety and housekeeping.   
4.  Implementing pull signals to integrate the new material-handling system  with the information management system. Learn the steps to creating a  system that keeps inventory under control by allowing operators to pull  just what they need while focusing on producing value for customers.  You'll also learn how to calculate the number of pull signals needed and  how often to deliver material.   
Finally, you'll learn how to  sustain and continuously improving the system by implementing periodic  audits of the material-handling system across the chain of management,  from route operator to plant manager. You'll learn the five-step process  for introducing audits of the market, routes, and pull signals by a  cross-functional team from production control, operations, and  industrial engineering.   
Harris and co-authors Chris Harris and  Earl Wilson lead you through 10 simple but pragmatic questions that  show how a manufacturing facility implements a robust but flexible lean  material-handling system for purchased parts:   
The Plan For  Every Part (PFEP)   
1. What information should you include in  the PFEP?   
2. How will you maintain the integrity of the PFEP?    
Developing a Purchased-Parts Market   
3. Where do you  locate your purchased-parts market?   
4. What is the correct  size for your purchased-parts market, and what is the correct amount of  each part to hold in the market?   
5. How do you operate your  purchased-parts market?   
Designing the Delivery Route and the  Information Management System   
6. How do you convey parts from  the purchased-parts market to the production areas?   
7. How do  your production areas signal the purchased-parts market what to deliver  and when?   
8. How do you fill the delivery route?   
Sustaining  and Improving   
9. How can you sustain the performance of your  lean material-handling system?   
10. How can you identify and  remove additional waste?   
An appendix explores how to adapt the  key principles of lean material-handling to more complex environments,  such as incorporating work-in-process (WIP) markets into the system for  purchased parts, adding delivery routes from production cells to a  finished-goods market, and applying the system to low-volume, high-mix  processes.   
Making Materials Flow will benefit lean leaders,  managers, and executives in production control, operations, and  engineering who have at least a basic knowledge of lean concepts such as  value-stream mapping, cell design, and standard work. The 93-page  workbook contains more than 50 illustrations.     

value stream mapping information

Frequently some new information on value stream mapping will be presented here. Please look buy.

value stream mapping definition

Value Stream Mapping: A simple drawn diagram of every step involved in the material and information flows needed to bring a product from order to delivery. The first step is to draw a visual representation of every step in a process, including key data, such as the customer demand rate, quality, and machine reliability. Next, draw an improved future-state map showing how the product or service could flow if the steps that add no value were eliminated. Finally, create and implement a plan for achieving the future state.

value stream mapping and lean manufacturing

Value stream mapping and lean manufacturing are integral to improve a companies productivity.