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Lean processes with six sigma capability Experience at Missiles
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1. Lean Aerospace Initiative Enterprise Value Stream Mapping Workshop An Industry Example Aprille Lucero, Lockheed Martin Missiles & Space Operations
2. Lean processes with six sigma capabilityExperience at Missiles & Space Operations: 1998 Lean Leadership training for 600 1999-2000 >100 kaizens held across MSO 2001 12 VSMs and associated events held on major programs; 10 Black & 98 Green BeltsVSM allows a more strategic, focused lean and six sigma implementation
3. Value Stream Mapping Tool Document Current State Value Streams
Thoroughly understand current conditions
What do we look like today, so we can figure out what to change. Make Non-Value Added (WASTE) Visible
Document Future State Value Streams
Define the future condition
What do we want to look like, so we can know what to change. Eliminated/Reduced Non-Value Added (WASTE)
Document Implementation
Plan activities to journey from the Current State to the Future State.
A Work Place with less WASTE
4. Value Stream Mapping 1. DEFINE THE BOUNDARIES
2. DEFINE THE VALUE
3. DEFINE THE OUTCOME
4. WALK THE PRODUCT/SERVICE FLOW Value Stream Analysis happens in 10 steps. Think of these steps in four blocks:
First, we need to prepare for the Value Stream Analysis. The most important part of preparing is to define the boundaries of the analysis. Value Stream Analysis involves many people with many creative ideas. This energy must be focused. Choose your boundaries clearly (who are the customers, what are the outputs, who are the suppliers, what are the inputs, what are the expected outcomes).
Second, we study current conditions. Developing the current conditions Value Stream Map is the foundation of Value Stream Analysis. It keeps the effort grounded in a clear understanding of “reality”. It summarizes this reality in a visual Value Stream Map that allows the whole organization to see waste and opportunity. This Map is not a Logical Process Map. The level of steps and data should be considerably higher than that used in a typical Kaizen event.
Third, it’s time to be very creative. With guidance from your coach on “The Art of the Possible” analyze the current conditions in terms of the Lean Principles. To get into the vision, pretend we’re a very small business operating out of a garage. We’re loaded with creativity, have very low volume of customer demand and almost no cash. We develop an “absolute minimum” sized Value Stream that can deliver the same quality as our largest, wealthiest competitor. Staying creative, but become a bit more practical we continue our brainstorming on the components of an ideal state, if resources were not limited. We may not know how to accomplish this yet, but we develop it anyway. It guides our vision and creates a few important R&D projects.
Fourth, we develop a practical future state Value Stream Map for what we’d like to have in the near future. The target time frame for this future state will vary from 6 to 24 months, based on the needs of the customer and organization. This map should move us towards the ideal state in logical steps. From the future state map, we develop practical action plans for the next 3-6 months.
Value Stream Analysis happens in 10 steps. Think of these steps in four blocks:
First, we need to prepare for the Value Stream Analysis. The most important part of preparing is to define the boundaries of the analysis. Value Stream Analysis involves many people with many creative ideas. This energy must be focused. Choose your boundaries clearly (who are the customers, what are the outputs, who are the suppliers, what are the inputs, what are the expected outcomes).
Second, we study current conditions. Developing the current conditions Value Stream Map is the foundation of Value Stream Analysis. It keeps the effort grounded in a clear understanding of “reality”. It summarizes this reality in a visual Value Stream Map that allows the whole organization to see waste and opportunity. This Map is not a Logical Process Map. The level of steps and data should be considerably higher than that used in a typical Kaizen event.
Third, it’s time to be very creative. With guidance from your coach on “The Art of the Possible” analyze the current conditions in terms of the Lean Principles. To get into the vision, pretend we’re a very small business operating out of a garage. We’re loaded with creativity, have very low volume of customer demand and almost no cash. We develop an “absolute minimum” sized Value Stream that can deliver the same quality as our largest, wealthiest competitor. Staying creative, but become a bit more practical we continue our brainstorming on the components of an ideal state, if resources were not limited. We may not know how to accomplish this yet, but we develop it anyway. It guides our vision and creates a few important R&D projects.
Fourth, we develop a practical future state Value Stream Map for what we’d like to have in the near future. The target time frame for this future state will vary from 6 to 24 months, based on the needs of the customer and organization. This map should move us towards the ideal state in logical steps. From the future state map, we develop practical action plans for the next 3-6 months.
6. LMSS - MSO Value Flow
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8. Span Comparisons from Program VSM:
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11. Actions to Achieve Future State
12. Tactical Implementation Vehicles