价值流案例2-perkins.pdf

53Value Stream Mapping Workbook52Value Stream Mapping Workbook• Established 1932• 1998 part of Caterpillar group, USA and Multinational•Design, development and manufacture of diesel engines • 3500 personnel• 200,000 engines/year of 40hp - 300hp ratingOther manufacturing sites at Shrewsbury and StaffordPerkins Engines PeterboroughEngine manufactureInternal Component SuppliersEngine AssemblyExternal Component SuppliersTest Supply Chain Development ManagerWhy do Value Stream Mapping ?57• Leadtime reductions throughout the supply chain• integration of systems and processes with customers and suppliers• total on-time delivery as a standard• a greater understanding of where value is added to the customer• removal of interface wastes between the supplier/customer‘Perkins total supply chains take too long to react to customerrequirement and are inherently not cost-effective. A revolution is required.’Jim Shaw ; Supply Chain Development ManagerValue Stream Mapping Workbook56Value Stream Mapping WorkbookCompany ExpectationsSupply BaseMapping carried out by Change Agents during Change Agent TrainingMap during WorkshopPERKINS PETERBOROUGH GOODS-INCylinder Head Machining1000/6 Assembly1000/6 PaintFoundryFoundryTube BenderTube BenderMachinistMachinistMachinistPOINT OF FITMENT TO ENGINECustomerValue Stream Mapping overview59• Parts or Product families were selected for mapping based on theirstrategic importance to both the customer and supplier. Strategic import-ance was assessed using the parts turnover value and volume required.• Areas chosen need to be conducive to rolling improvements out tosimilar areasValue Stream Mapping Workbook58Value Stream Mapping WorkbookWhat to Value Stream Map?Components supplied to Perkins 6 cylinder 1000 series engines by yearly volumenumber of parts100000853523298831404 20564 10132387665 4800006000040000200000 Part APart BPart CPart DPart EPart FComponents supplied to Perkins 6 cylinder 1000 series engines by yearly turnovervalue£350,000£315,802£232,584 £191,330£70,541 £44,581£37,685£300,000£200,000£100,000£250,000£150,000£50,0000 Part BPart APart FPart DPart EPart C£What to Value Stream Map?Perkins activities (three total)• team coaches• team leaders• operators• IF trained supplier change agents• IF trained Perkins change agentsSupplier activities (eight total)• company directors• manufacturing management• engineering• operators• IF trained supplier change agents• IF trained Perkins change agentsValue Stream Mapping - Participants61Value Stream Mapping Workbook60Value Stream Mapping WorkbookAdditional data analysisOvertime vs Standard hoursStandard hours Overtime hours140012001000week 5week 6week 7week 88006004002000Overall Non right first time6%94%Good ScrapNRFT by reason - Level 2 AnalysisNo. PartscastinginsertmachiningseatothersAdditional current data analysisInternal MachinistFoundryFoundryMachinistMachinistMachinistMachinistBlock LinePipe BenderPlastic MoulderSupply BaseCustomerAssemblyPaintShrewsburyTrack 4days leadtimeShip to Customer18.4Supplier Leadtime Subcontractor Leadtime Perkins Leadtime73327.57566.01.6165.13.15.143.41.42.335.615POINT OF FITMENT AT THE CUSTOMERCurrent State Summary - Supply Base and Customer Leadtimes63Value Stream Mapping Workbook62Value Stream Mapping Workbook• Capacity improved by potential £1.76 million per year inincreased turnover• Labour cost due to overtime reduced by £276,000 • Supply base leadtime reduced by up to 45%• Greater structure and alignment in Supplier/Customer improvementactivities• Reduced interface wastes between the customer and supply base– transport costs– inventory held– unnecessary material handlingTypical benefits identified• Pull instead of Push systems• improved workplace organisation• controlled supermarkets instead of buffer stocks• Supplier Kanbans• OEE improvements through applying the Common ApproachBuilding Blocks and toolsThe Future StateStandard OpsSetup reduction Line BalanceProblem SolvingVisual Management7W5CThe Future StateAchieve the Future State64Value Stream Mapping Workbook• It is a relationship building tool for the Customer and Supplier • Senior management needs to be directly involved• Correct data is required to give a true picture of the current situation• Communication and employee awareness is essential• Once the focus product was agreed, generating the map wasrelatively straightforward• The team as a whole must be part of the decision making process todefine the current state map, future state map and action plan toachieve it.All observations are from both Perkins and the suppliers involvedLearning Points/Observations。