How can you use value stream mapping to implement just-in-time production?

O VSM deve sempre ser construído e dependendo da complexidade, é fácil esquecer um detalhe. O que recomendo, ao iniciar um VSM do Estado Atual, comece a faze-lo do final para o começo. Outra recomendação, e convidar um colaborador ou no máximo dois que não participou da elaboração do VSM para verificar se ele no dia a dia se vê nas atividades identificadas. Não valide o VSM sem acompanha-lo no genba. As coisas no genba mudam mais do que pensamos. Ao validar VSM ficara claro onde e o que precisara ser feito. Aprenda a falar com o processo.

The most critical component of VSM is accurately mapping the current state. This gives us a clear visualization of the flow of materials, information and activities that allow us to identify bottlenecks, inefficiencies and areas for improvement. The important part of this activity is to validate the information by "go and see" where the work is occurring and then talking to the people who actually perform the work in the value stream. This is critical as it provides additional insight on inefficiencies and what is driving them. We often tend to associate inefficiencies with people instead of evaluating the process separately.

VSM, or Value Stream Mapping, is like a treasure map for businesses. It lays out the current and ideal paths of activities that create value for customers. By highlighting wastes like overproduction or waiting times, it's a tool to streamline and improve processes. Plus, it's not just about mapping but also measuring performance, checking cycle times, quality, and customer satisfaction—a complete guide to making things better!

First by the help of value stream mapping we can calculate the capacity ( by conducting time study and line balancing) of production centers either cells or machining centers with respect to demand. From this data we can analyse whats is our production capacity and what is our demand. Then from capacity data we can maintain our inventory in RM store which can helps us to run production with Just in Time tool.

Simply VSM is showing us both of information flow and materials flow enabling us to deliver the customers what they need, when they need, with the lowest cost or in other word applying J-I-T concept. - Information flow enable us to know the customer demands through TAKT time then we'll not produce any quantities more than the customers will need, depending on TAKT time we can apply JIT effectively as we 'll use only the defined raw materials that should be arrived at the factory at specified time and would be produced in the specified time (so we need to elminate any source of waste through the VSM) to deliver the product with the quantities femanded by the customer and in confirmed time and that we are focusing in the JIT concept

VSM Steps 1. Select the Process 2. Gather a Cross-Functional Team 3. Map the Current State 4. Identify Value-Adding and Non-Value-Adding Activities 5. Analyze and Find Opportunities for Improvement 6. Design the Future State Map 7. Develop an Action Plan 8. Implement and Review

VSM for implementation of JIT:- 1. Nowadays firms are looking for JIT i.e. Just in time concept, that helps to minimise inventory cost by maintaining single piece flow. 2. To make a single piece flow VSM comes in a role. 3. By mapping the process in material and information flow for current and future by taking a helicopter view of the processes. 4. So by using vsm we can reduce downtime, lead time and inventory and create single piece flow that helps to Jit. 5. For more info please connect me.

1. Identify the process through data analysis which is most problematic. And select it for further Improvement 2. Form a CFT to start the further Improvement. 3. Draft the current process state with detailed information. 4. Do the root cause analysis on each factor which is creating non value added activities in process. 5. Design the new process to remove new value added activities from process. 6. Implement it in trial phase first and monitor the effect. 7. Once get the satisfactory result then Implement it horizontally. 8. Streamline the procedures and SOPs accordingly to make it sustain for long term. And again restart same step again with new problems or process or non value added activities and Keep the Improvement continue.

Unpopular opinion, but I find the entire topic a bit absurd. How can we implement JIT without clearly visualising the flow of material and information, and identifying and addressing bottlenecks? A true JIT system does not exist only at the end of a manufacturing or service line, but considers each process step as a customer of the previous step, and envisages implementing pull and flow at each stage. Implementing JIT is simply not possible without doing a thorough VSM exercise. Piling up loads of inventory within or end of the process to be able to serve the customer "in time" is not JIT - I would rather call it "Jugaad Inventory Turning" instead.

Through the lens of JIT, value stream mapping assists in optimizing inventory levels. By visualizing the flow and lead times at each stage, an engineer can pinpoint areas for inventory reduction, promoting a more responsive and efficient system. This lean approach minimizes excess inventory, cutting costs and facilitating a more demand-driven production model.

VSM helps identify bottlenecks with the supply chain and also areas where inventory may build up which is not needed. It is a great tool to understand all the flow of material and people within an operation.

VSM helps optimize the inventory levels, identify and address gaps in supply chain, reduce NVA tasks and waiting time. All these contribute to facilitating JIT production.

JIT is a lean manufacturing tool which helps in identification and optimization of WIP (work in progress) stock to eliminate the concept of inventory which is a “Non-Value added” activity itself.

Para superar esses desafios, é importante começar com um comprometimento claro da liderança, garantindo o apoio e a participação ativa de todos os níveis da organização. Oferecer treinamentos adequados sobre a metodologia do VSM ajuda a equipe a entender seu propósito e aplicação. Começar com um escopo mais limitado e focar em áreas específicas do processo para mapear inicialmente pode tornar o processo mais gerenciável.

VSM is a great tool. Here I am talking of some lesser talked benefits of VSM. First it helps counter change resistance. People tend to justify status quo. VSM helps put everything on one sheet of paper and helps identify bottlenecks visually. It puts an end to all arguments and disagreements as everyone visualizes the problem at the same time. The cause of the problem is evident to all members of the team. Second, it also helps build cohesiveness amongst the team members as if it is prepared by a cross functional team and is facilitated well. Once a team comes together to identify and solve the problems through a visual map, it is fun and people start building upon each others' ideas. They leave the room with better aligned thoughts.

Having a cross functional team is crucial to using VSM. The people who have hands on experience with the process must participate as opposed to the office executives. Having a smart facilitator who can facilitate thought alignment amongst team members while conducting a VSM workshop, pays.

Examples of how VSM can be used to implement JIT production: Reduce inventory levels. VSM can be used to identify and eliminate inventory that is not needed to support the production process. This can be done by reducing batch sizes and increasing the frequency of production. Improve scheduling. VSM can be used to create a more efficient production schedule. This can be done by sequencing production in a way that reduces waste and improves lead times. Reduce setup times. VSM can be used to identify and reduce setup times. This can be done by standardizing processes and using quick-changeover techniques. Improve supplier relationships. This can help to ensure that suppliers are able to deliver the right materials at the right time.

VSM is a great visual tool as well, and when combined with other tools such as LSW, visual management, and process accountability audits, leaders can post their VSM in a highly visible location (such as a tiered process board) to serve as a visual reminder of the standard. When using a VSM to implement JIT inventory, the demand and supply flow should be stable enough to reflect a low CoV to ensure that any fluctuation in demand is accounted for with appropriate levels of JIT inventory, with the expectation that kaizen drives improved process input stability and ultimately drives inventory reduction and improved velocity.