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Page 96
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Question #7:  What consistent increment of work should Acme release and take away at the
pacemaker process?
How will Acme provide takt image to the weld/assembly cell, and how frequently will it check production there?
Returning all 46 kanban (two shifts worth) to the cell at once would provide no takt image to the cell.  Batching the
volume of work like this must be avoided.  A natural increment of welding/assembly work in Acme’s case is the 60
second takt time x 20 pieces per tray = 20 minutes.  This is the steering-bracket pitch, which corresponds to one
kanban for one tray of 20 steering brackets.
Does this mean that every 20 minutes someone walks over to the weld/assembly cell and asks, “How are things
going?”  Not exactly.  What this pitch means is that Acme will practice paced release of work instruction and
paced withdrawal of finished goods at its weld/assembly cell.
Each column in Acme’s steering-bracket load-leveling box represents a 20-minute pitch increment.  The two rows
are designated for left-drive and right-drive kanban.  Every 20 minutes, a material handler brings the next kanban
(the next increment of work) to the weld/assembly cell and moves the just-finished tray of brackets to the finished
goods area.  If a tray is not finished at the 20-minute pitch increment, then Acme knows there is a production
problem (for example a problem with the spot welding equipment) that needs attention.
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Acme load-leveling box for steering brackets
weld/assembly cell gets kanban from leftr to right at pitch increment
one row
per product
type
one column
kanban
per pitch increment
pitch = 20 min.
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Question # 8:  What process improvements will be necessary for Acme’s value stream to flow as
the future-state design describes?
Achieving the material and information flows we envision for Acme Stamping requires the following process
improvements:
Ø
Reduction in changeover time and batch sizes at the stamping press, to allow faster response to downstream
usage.  The goals are “every part every day” and then “every part every shift”.
Ø
Elimination of the long time (10 minutes) required to change between left-drive and right-drive fixtures in
welding, to make possible continuous flow and mixed production from welding through assembly.
Ø
Improvement in on-demand uptime of the second spot-weld machine, as it will now be tied to other processes
in a continuous flow.
Ø
Elimination of waste in the weld/assembly cell, to reduce total work content down to 168 seconds or less.
(Which allows use of 3 operators at the current demand level.)
We mark these items on our future-state map with the kaizen lightning burst icon.
We should also figure out how to use the existing stamping technology -- designed to produce stampings in much
higher volume than the customer for this product desires -- in a less wasteful way.  The secret here is to reduce the
changeover times for the stamping press, which also stamps parts for other product families in the plant, make
smaller batches of the two parts our value stream needs and make them more frequently.  This will require
additional reduction of the changeover time.
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In fact, the methods for reducing set up times on a stamping press are well known and a reduction in time to less
than ten minutes can be achieved quickly.  With that, we can imagine the press making only about 300 left-drive
stampings and 160 right-drive stampings (the per-shift production need); then producing parts for other value
streams; then making more lefts and rights on the next shift.
EPE will now equal every part every shift!  This way the amount of inventory stored between the stamping process
and the weld/assembly cell would be reduced by about 85 percent.
We can now draw Acme’s complete future-state value stream map, with information flows, material flows, and
kaizen needs specified.
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Page 101
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The beauty of asking question #8 last is that your process-improvement efforts become subordinate to the overall
value stream design, as opposed to vague, stand-alone improvement activities.  Teams can now be dispatched to
work on these process improvements with a clear understanding of why they are making these improvements.
However, be sure to kick off these improvement projects by creating a “pull” for the improvements.  That is,
instead of “pushing” a team to reduce setup time on the stamping press, begin instead by stating that in 30 days the
batch sizes on the stamping press will be reduced to 300 & 160 pieces.  This creates a sense of urgency about
making the process improvement.  Likewise, don’t simply send a team to eliminate the weld-fixture changeover
time and wait for them to be finished.  Begin by stating that in 14 days the welding and assembly steps will be
placed into a continuous flow orientation.
Summing Up
When we compare the summary statistics for Acme’s current state and its future state, the results are quite striking.
In particular, due to leveling production in its weld/assembly cell and developing the ability to stamp every part
every shift, Acme can further reduce the amount of coils and stamped parts held in supermarkets.  Of course, this
puts great pressure on maintaining equipment reliability and predictability to production to takt.
With the shortened production lead time through its shop floor, the pacemaker process operating consistently to
takt time, and fast response to problems, Acme can comfortably reduce the amount of finished goods it holds to
two days.  (If Acme’s customer were to level its schedule, this finished goods inventory could be reduced even
further.)
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Page 102
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Compared with the interim improvements shown in the table, leveling production at Acme has further reduced
production lead time by another 3.5 days and nearly doubled inventory turns.
Acme Stamping Lead Time Improvement
Coils
Stamped
Parts
Weld/Assy
WIP
Finished
Goods
Production
Lead Time
Total
Inventory
Turns
Before
5 Days
7.6 Days
6.5 Days
4.5 Days
23.6 Days
10
Continuous
Flow & Pull
2 Days
1.5 Days
Ø
4.5 Days
8 Days
30
With
Leveling
1.5 Days
1 Day
Ø
2 Days
4.5 Days
53
Page 103
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Your Turn
Before you head off to create the future state for your own value streams -- which we hope and trust you will do
very shortly -- you may need some practice.  We invite you to take another clean sheet of paper and draw a future-
state value stream map for the “TWI Industries” example on page 43 you used to practice creating a current-state
value stream.  You can compare your future-state map with our may by turning to Appendix C.
Remember that what is “right” in terms of a value stream map is one that permits you to quickly remove root
causes of waste.  Therefore, please take our map and mapping techniques as a provocative suggestion and revise
the basic ideas to suit your particular needs.
Page 104
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Part V:  ACHIEVING THE FUTURE STATE
Ø
Breaking Implementation Into Steps
Ø
The Value Stream Plan
Ø
Value Stream Improvement is
Management’s Job
Page 105
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Achieving the Future State
Value stream mapping is only a tool.  Unless you achieve the future state that you have drawn -- and achieve parts
of it within a short period of time -- your value stream maps are nearly worthless.
This final section of Learning to See discusses developing and using a yearly value stream plan and ends with
some management guidelines for developing lean value streams.
THE PLAN FOR ACHIEVING YOUR FUTURE-STATE VALUE STREAM CAN BE A COMPACT
DOCUMENT THAT INCLUDES THE FOLLOWING ITEMS:
1)  Future-state map
2)  Any detailed process-level maps or layouts that are necessary
3)  A yearly value stream plan
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