20120405价值流分析实例V.ppt

SHA-AAA123 * Ask if audience has heard of Taichi Ohno - explain if necessary. Also explain context of Ohno as manager of machine shop split over a number of sites; he knew waste was in the system but could not get his head round it and begin to solve root causes of waste as whole value stream was not visible. Ohno credited with creation of lean Toyota production system JIT invented by Son “Kichirio”, visiting US and seeing supermarket replenishment systems Sakitchi invented Autonomation, starting with thread riders in a weaving factory. Ohno mixed these to create TPS, and developed MIFA to see the root cause of his unsatisfied customer problems, and find the sources. SHA-AAA123 * With client, make reference to overview presentation stating why PSDC is different. Other consultants offer people and process flow improvements as isolated kaizen ‘events’. Such improvements are isolated and normally misaligned with adding value in the eyes of the customer. For significant and sustainable benefits it is esssential to look at complete value stream from the point of view of the customer. The next slide explains why, by contrasting people and process flow techniques with one area in isolation and MIFA SHA-AAA123 * By focusing on one area, PPF is only interested in removing waste from that area, not necessarily eliminating root cause (e.g. poor information flow to an upstream area) Problems and waste can be shifted to other areas e.g. demanding supplies “JIT” from an upstream area outside of the improvement spotlight can lead to extra stocks being kept here. Sustainability cannot be ensured with isolated improvement areas - use analogy of islands of improvement being eroded by waste. If improvements do not extend through a value stream, people will be coming into contact with systems they do not understand and therefore will not respect. SHA-AAA123 * SHA-AAA123 * Importance of getting the level of detail correct can be ill