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Value Stream Mapping
Fundamentals
Learning Objectives
11 - Clean up
7
6
1- Take order 9 - Deliver to 8 - Add Yes Order
Out
Customer beverage OK
Order
?
No
Yes
5
2 3 - Cook Hot 4 - Put in bun,
10 - Set up Another
In Dog wrap, add fruit dog
Order
?
No
How
Howcan
canSasha
Sashaand
andAndy
Andyimprove
improvetheir
theirproductivity
productivity
to
tomeet
meetgrowing
growingcustomer
customerdemand?
demand?
7
6
1- Take order 9 - Deliver to 8 - Add Yes Order
Out
Customer beverage OK
Order
?
No
Yes
5
2 3 - Cook Hot 4 - Put in bun, Another
10 - Set up In Dog wrap, add fruit dog
Order
?
No
5
2 3 - Cook Hot 4 - Put in bun, Another
10 - Set up In Dog wrap, add fruit dog
Order
?
T = 48 sec
No
Qual = 100%
T = 30 sec T = 110 sec T = 44 sec T = 22 sec
Qual = 100% Qual = 100%
Display
Displayof
ofdata
datacollected
collectedduring
duringLean
LeanThinking
Thinking
VSM Fundamentals V6.1 - Slide 8
© 2008 Massachusetts Institute of Technology
Value Stream Analysis
Sasha Andy
50 customers Open
Openfrom
from
100 hot dogs 10AM
10AM--2PM
2PM 11 - Clean up
7
6
1- Take order 9 - Deliver to 8 - Add Yes Order
Out
Customer beverage OK
Order
?
No
Yes
5
2 3 - Cook Hot 4 - Put in bun,
10 - Set up Another
In Dog wrap, add fruit dog
Order
?
No
€
Summary - S&A Value Stream
Analysis (VSA)
• Current production (50 customers) is a little below
current capacity (64 customers) of Andy and Sasha
• Process improvement needed to meet growing
demand
Bottom
BottomLine
Line
Sasha
Sasha and
andAndy
Andyshould
shouldimplement
implementprocess
process
improvement
improvementfor
forweek
week33to
tomeet
meetgrowing
growingdemand!
demand!
VSM Fundamentals V6.1 - Slide 12
© 2008 Massachusetts Institute of Technology
Improvement Brainstorm
Sasha Andy
11 - Clean up
7
6
1- Take order 9 - Deliver to 8 - Add Yes Order
Out
Customer beverage OK
Order
?
No
Yes
5
2 3 - Cook Hot 4 - Put in bun,
10 - Set up Another
In Dog wrap, add fruit dog
Order
?
No
• Helps to identify:
• the constraint(s) - any resource whose capacity is
less than customer demand;
• wastes as well as their sources
Courtesy of Lean Enterprise Institute. Used with permission. VSM Fundamentals V6.1 - Slide 18