KTSFutureStateDesignQuickReferenceTITLE•Involveasmanyinterestedpeopleaspossibleinthedesignphase–changeteam,valuestreamworkteam,etc.Themoreproblemsdiscoverednow,thelesstimelostlaterIMPLEMENTATION•Basics:KTPMIFADiagrams,andKTSMIFADiagrams•Fullexplanation:KTPMIFAFutureStateSystemsDesignRELATEDTOPICSHOW?-DiagnosticMaterialandInformationFlowAnalysisisusedtorevealthesourcesofwasteinthecurrentstate,andtodesignandcommunicatetheimprovedvision©McKinsey&CompanyInc.2002PROCEDURE/EXPLANATION/STAGESorCALCULATIONPURPOSEUpdated04/02/2002byKBaManagerBMc•Don’tmaptheflowofeverysinglepartorinput–focusonthemainflowandkeysub-assemblies,longleaditems,andhighvolumeitems•Todrawa“macro-MIFA”(plantlevel),groupprocessesandinventoriestogetherforsimplicity,butmakeaclearnotethattheyareeitherintermittentfloworbatchproduction•Remember:walk,understandandvalidateRevision–Thethreeenemies0InflexibilityVariabilityWaste1.Thereare7classictypesofwaste:2.Over-production3.Waiting4.Transportation5.Over-processing6.Inventory7.Motion8.Rework&Scrapandaneighthisoftenrecognised:9.WastedpotentialofPeople1.Inflexibility(“rigidity”)leadstoallofthecostsinvolvedincoveringthegapbetweengivingthecustomerexactlywhattheywantandwhattheproductionsystemiscurrentlycapableofgiving.CustomerdemandOutputCustomerdemandOutput1.1Calculatetakttime–thefrequencyatwhichapartmustbeproducedtosatisfycustomerdemandTaktTime=TotalAvailableTimeTotalCustomerDemand1.2Considertheimplicationsoftakttimefor:•Relatingcustomerdemandtoproductionrequirements•Removingwastebysynchronisingtotakt•EffectiveperformancemonitoringTaktTime&CustomerRequirements1Lookingbackatthecurrentstate,nowthatyouknowtakttime,whatfurtherwastescanyousee?Whatisthenextstep?TaktQ1.Whatarethecustomerrequirements?“Cancontinuousfloweasily,usingSIPSwherenecessarytoallowsmoothcompletionofthesequence”“NeedaFIFOlanetosmooththeeffectofcycletimevariations:•Dedicatedprocesstaktvariation(doublemould)•ProcessInstability(variability>10%Takt)•Transportationbetweenphysicallyseparatelocations”“Wantshorterleadtimeorguaranteedmaterialsupply:•UseS/Mfor“runners”using80/20pareto•Reducesstagnationandinventory”“Can’tflowbecause:•Wantshorterleadtimefor100%ofproducts•Sharedwithothervaluestreams•Longchangeoverpreventsonepieceflow•LowupstreamOEEleadstointermittentflow”ABCABCFIFOSequentialPullABCFIFOMixedPullABCFill-UpPullIncreasingstagnationABCDCompromisingflowwithstagnation!Thekeysourcesofvariabilityare:1.Unplannedchange–schedules2.Lackofcontrol–processes3.Equipment–tolerancesLean’ssolutionistoattacktherootcause,notaddawastefulcontingencyStartfromdispatchandworkupstream,identifyingwherefill-upormixedpullisrequiredinsteadofsequentialpull:3.1Whataretheimplicationsofachoosingafinishedgoodsstoreorbuildingtoorder?3.2Considerthelevelofstagnationacceptedinasequential,mixedorfill-uppullsystem,anddeterminethetypeofeachupstreamshopstock.•FIFOLane•Supermarket•Both(Mixed)Drawtherequiredfinishedgoodsstoreand/orshopstocksWhatisthepurposeofusingcontrolledshopstocks?Q3.Howwillmaterialflowtothecustomer?MaterialFlow-Shopstocks3ContinuousFlowProcessing(CFP)22.1Continuousfloweverywherepossible:workingbackfromthefinalcustomerprocess-Tiesequentialprocessestogether-Bringcomponentproductionintothemainprocess2.2Promotecontinuousflow-identifypotentialproblems,andpossiblesolutions.Whataretheim...
