1、The Lean EnterpriseValue Analysis/ Flow AnalysisLean FoundationsContinuous Improvement TrainingMotionWaiting timeOverproductionProcessing timeDefectsInspectionTransportationProblems/ CausesIncorrect layoutsLack of proximity of machinesOff-line resourcesWaiting workers, machines, materialsLong set-up

2、s and lead timesLarge batches, raw material stocksHigh WIP, finished goods stocksMaking for the sake of itIgnoring customer demandsLong cycle times- process, itselfReduced efficiency- over processingHigh overall lead timesLong delays for rectificationCostly reworkDissatisfied customersApprovals of a

3、pprovalsHigh number of verification stepsReliance- Mass inspection techniquesUnnecessary movementExtra handlingTypes of Waste (7Ws)Value AddedNon- Value Added,but necessaryWasteFocus on reductionPeopleProcessProductThe Causes of Waste in most ProcessesValue AnalysisOverviewMethodology For Reducing M

4、uda (waste)Value-Added Flow Analysis (VA/ FA)A Group of Practices (using rigor and discipline) which evaluates the individual steps or activities in a process to determine if they add value to the outputVA/ FA can be used to improve the process or aid in the creation of a new processDefinitionsValue

5、 AddedAny activity or operation performed that helps transform a product or service from its raw state into its finished form. Completed right the first time.Any activity customer is prepared to pay for. Activity required to ensure that a product or service is delivered in conformance to specificati

6、on. Non-Value AddedAny activity that doesnt help to transform a product or service into its final form. Activity not performed right. Activity customer not willing to pay for.This includes:Unnecessary process stepsMovement of inventory, paperwork, etc.Re-work, corrections, etc.Storage between operat

7、ions, batching inventoryQueue Wait times, delay times, idle times (reference: Time-Value Analysis )VA/ FA StepsStep 1Define and describe process to be analyzedProject charterClearly define goalsCost benefit analysisSignatures Champion, Controller, Belt (minimum)Time Frame for completionVA/ FA StepsS

8、tep 2Map the process and determine major and minor activitiesStart with the customerCustomer receiving department of an output, the next person in line, or the (external) CustomerConduct detail inquiry of what occursUse investigative questionsVA/ FA StepsStep 3Identify value-added activities or proc

9、essesUtilize investigative questionsWhat does it do?Why does it work?What must it do or accomplish?How does it relate to other systems, units, or components?What requires this step to be done?VA/ FA StepsStep 4Calculate the time spent on value-added activities or processes (Value Stream Map)Spread S

10、heet Analysis (VA to NVA ratios)Time-Value AnalysisValue Analysis Investigative Techniques VA/ FA QuestionsDECISION POINTSDoes the decision point represent as appraisal, a review, or an inspection which could be eliminated if prevention were built into the process at an earlier point?Is this a neces

11、sary decision or can the process proceed without a decision here?Is there repetition of decision within the process? VA/ FA QuestionsVALUE ADDEDDoes each activity within the process add value to the output, the product, or service which the customer receives?Is the activity necessary to meet the cus

12、tomers requirements and expectations?Would the customer be willing to pay for that step of the process if the customer knew it existed?VA/ FA QuestionsACTIVITY FLOWDoes the process move frequently back and forth between various units of the organization?Can any of these movements be eliminated?DUPLI

13、CATION OF ACTIVITYAre some of the activities duplicated or repeated?Can any activities be removed from the process while meeting the customers valid requirements for outputs?VA/ FA QuestionsTIME REQUIREDWhat is the time required for each of the steps or activities within the process?Can the time be

14、shortened for any of the steps or activities?Is unnecessary time wasted on transportation, storage, or delays?How much time is used between activities?Can time activities be reduced?VA/ FA QuestionsMATERIALSAre the supplies and materials used in this activity effective?Have new materials been develo

15、ped that would perform the function at less cost?Has there been any price, delivery, or quality problems?TECHNOLOGYWhat is the cutting edge?Is there related technology which could be adapted to improve this process?VA/ FA QuestionsPROCESS USERSWhy are you doing this?What document controls this activ

16、ity?How were you trained?Was the training adequate?How do you know you are performing the activity correctly?Where do you get the inputs you need to perform this activity?What types of errors come to you?Do you have any problems related to this?What makes the job difficult?VA/ FA Best PracticesKEY P

17、OINTSASK the person if they have any suggestions on how to improve to process!Value can be viewed as a relationship of functionality or effectiveness over cost VALUE = Functionality CostVA/ FA Best PracticesKEY POINTSThe VALUE of the output can increase by either reducing costs or by increasing effe

18、ctivenessEVALUATE alternatives based on their impact on both efficiency and effectivenessAchieving a minor increase in functionality at a major cost is not justifiedA major increase in functionality with a minor cost could be acceptableValue EngineeringOverviewVA/ VE = Continuous Cost ImprovementAtt

19、acks the Total Cost of Producing a New ProductAssembly CostsAssembly TimeParts HandlingLevels of AssemblyLabor RateVolumeDesignStandardizationTooling CostsVolumeProcessTooling MaterialDimensions & TolerancesStandardizationPart CostsMaterialFinishingDesignDimensions & TolerancesTooling TypeProcessVol

20、umeStandardizationPackagingOverheadCostsManufacturingCostsPartCosts=AssemblyCosts+ToolingCosts+OverheadApproach for Reducing CostsDesign for Assembly (DFA)A Group of Practices which Minimizes Manufacturing CostsMinimize the Number of PartsAvoid Separate FastenersEstablish Assembly SurfacesEliminate or Simplify AdjustmentsReduce HandlingD