Value Stream Map Training developed by VALUE DRIVEN SOLUTIONS for the UTC AEROSPACE SYSTEM http://lean6sigma4all.eu/war-room/

1. Value Stream Map TRAINING

2. EVENT AGENDA
Team Picture
Job ticket
VSM training
Sensor VSM event
Review event pre-work
Shop floor Gemba walk
Map the current state
Application of Lean elements
Map the future state
Categorize Kaizen bursts
Kaizen newspaper
2

3. TEAM PICTURE
3
Elvin Aviles
Ruben Acosta
Ana Bayona
Sixto Castro
Reinaldo Correa
Victor Delgado
Francisco Luna
Edwin Rivera
Rosa Roman
Vicente Sotomayor
Juanita Torres
Kevin Valentin
Carlos Zambrana
Meriann Edsall
Lionel Feliciano
Ida Rivera
Marilis Vargas

4. JOB TICKET
Event Name: UTAS PRER VSM
Event Location: PRER, Santa Isabel
Event Type: Value Stream Mapping
Project Charter
Problem Statement: Currently, the current process for PRER Sensors is not balanced to meet takt time and shows no implementation of lean
principles. The average TAT YTD is 27 days.
Objective: To create a leaner value stream that meets customer requirements on time every time by implementing the lean, as well as
identifying and solving bottlenecks.
Business Impact: The ideal state will improve TAT, CSL and reduce lead time.
Scope and Boundaries: The scope of this mapping event includes all processes from receiving to shipping (Door-to-door). The team will focus
the processes that have an impact to the customer.
Executive Sponsor: George Bowman
Co-Leader(s): Marilis Vargas
Implementation Leader(s): Marilis Vargas
Team Members: Elvin Aviles, Ruben Acosta, Ana Bayona, Sixto Castro, Reinaldo Correa, Victor Delgado, Francisco Luna, Edwin Rivera,
Rosa Roman, Vicente Sotomayor, Juanita Torres, Kevin Valentin, Carlos Zambrana, Meriann Edsall, Lionel Feliciano, Ida Rivera, Marilis Vargas
Pre-Work Plan / Activities: Product Family Matrix, PQ Analysis, Takt Time Calculation, Operations Bar Chart, Load Leveling Chart, QCPC
Data.
Benefits / Measures of Success: The success of this VSM will be measure by QCPC data, MFA score, Lead Time reduction, TAT reduction,
and CSL improvement.
4

5. PRER PRODUCT FAMILY MATRIX
5
BENCH BENCH TEST STAND BENCH BENCH
TEST
STAND
PRE
VIBRATION
STAND
PRE 7 BENCH BENCH
RECEIVING
INSPECTION
ASSEMBLY TEST REWORK
IN
PROCESS
INSPECTIO
N
BONDING,
DIELECTRI
C ,
MEGAMET
ERTEST
VIBRATION
TEST
FUNCTIONAL
TEST
THERMAL
TEST
FINAL
TEST
INSP. &
TOUCH
UP
FINAL
INSPECTI
ON
818906-1 - AA LRU 1 2 4 5 6 7 8 9 10
770705C - G/E LRU 1 2 3 4 5 6 7 8 9 10
770697A - G/E LRU 1 2 3 4 5 6 7 8 9 10
765990 - LM LRU 1 2 3 4 5 6 7 8 9 10
770701A - G/E LRU 1 2 3 4 5 6 7 8 9 10
770703C - G/E LRU 1 2 3 4 5 6 7 8 9 10
1703230 -
GULFSTREAM LRU
1 2 3 4 5 6 7 8 9 10
754922-11 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10
754990-18 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10
773683-1 - TELEDYNE LRU 1 2 3 4 5 6 7 8 9 10
1705836A - G/E LRU 1 2 3 4 5 6 7 8 9 10
769099 - BOEING LRU 1 2 3 4 5 6 7 8
11260-4 - TINKER - LM SENSOR 1 2 3 4 5 6 7 8
11260-3 - TINKER - LM SENSOR 1 2 3 4 5 6 7 8
11320-2 - LM SENSOR 1 2 3 4 5 6 7 8
11221-4 - AAR SENSOR 1 2 3 4 5 6 7 8
11221-7 - AAR SENSOR 1 2 3 4 5 6 7 8
1706638 - G/E PWBA 1 2 3 4 5 6 7 8
1705143A - G/E PWBA 1 2 3 4 5 6 7 8
766181 - LM PWBA 1 2 3 4 5 6 7 8
770549 - G/E PWBA 1 2 3 4 5 6 7 8
1707390 - G/E PWBA 1 2 3 4 5 6 7 8
1705843A - G/E PWBA 1 2 3 4 5 6 7 8
1706642A - G/E PWBA 1 2 3 4 5 6 7 8
770563A - G/E PWBA 1 2 3 4 5 6 7 8
770999C - G/E PWBA 1 2 3 4 5 6 7 8
VSM AREA OF FOCUS (SENSORS)

6. FUEL SHOP P-Q ANALYSIS
6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
50
100
150
200
250
300
350
400
450
500
PQ Analysis
PRER (2007 - 2012)
# of Units
Shipped July
2007-Sept 2012
Cummulative

7. CALCULATING TAKT TIME
7
TAKT Time Calculation
Product Family: 5006286(X)/5006003(X)
Starts Ends Hours Minutes
1st Shift Scheduled work time (1st shift) 7:00 AM to 3:30 PM = 8.9 535
Lunch break 45
Scheduled breaks 30
460
Starts Ends
2nd Shift Scheduled work time (2nd shift) to =
Lunch break
Scheduled breaks
Starts Ends
3rd Shift Scheduled work time (3rd shift) to =
Lunch break
Scheduled breaks
Total Daily
Available
Time
459.6 Minutes
Monthly demand + overdue 30
= 1.50 Average daily demand
Available working days 20
Daily available time 460
= 307 TAKT Time (minutes)
Daily customer demand 1.50
(including overdue)

8. 30 30
91
120
10 13 1 15 15
40 472
90
0
50
100
150
200
250
300
350
Receiving Initial Insp. Initial Test Assy In-process
Insp.
Program
Test
Final Test Final
Preparation
(Labeling)
Clean Final Insp. Shipping
Autotime
Process Time
Takt Time
OPERATIONS BAR CHART (SENSORS)
8
This chart shows variation between processes
in minutes. It gives an indication of what
operations meet or exceed the takt time. By
breaking these operations into smaller
processes or combining them, the takt time will
be met.

9. 60
1
120
14
70
47
90
92
0
50
100
150
200
250
300
350
Receiving/Initial Insp. Initial Test Assy/In-process Insp. Program Test/final
Test
Final Preparation
(Labeling)/Clean/final
inspection
Shipping
Autotime
Process Time
Takt Time
LOAD LEVELING CHART (SENSORS)
9
In order to balance the line and get as close to
the takt time as possible, the processes Test
and Final Prep will be combined. This will help
with flow, and reduce inventory.

10. Identifying Waste in the Current State
1 – Transportation
2 – Inventory
3 – Motion
4 – Waiting
5 – Overproduction
6 – Overprocessing
7 – Defects
PRER CURRENT STATE
10
2
22 2
22 2 2 2 2
6
7
4
3
1
4
5

11. Lean Guidelines in the Future State
1 – Takt time
2 – Finished goods strategy
3 – Continuous flow
4 – FIFO flow
5 – Pull System
6 – Schedule only one point
7 – Interval
8 - Pitch
PRER FUTURE STATE
11
3
4
6
4
4
5
8
2
44

12. APPLICATION OF LEAN ELEMENTS
12
To move from the current state to the future state, we will apply the Lean
Guidelines using a structured approach to eliminate waste.
Lean Guidelines
1 – Takt time
2 – Finished goods strategy
3 – Continuous flow (apply this 1st)
4 – FIFO flow (FIFO when you can)
5 – Pull System (Pull when you cant FIFO)
6 – Schedule only one point (right after a supermarket)
7 – Interval (smaller interval in smaller batches is best)
8 – Pitch (provides a management timeframe)
Identifying & Eliminating Waste
1 – Transportation (found in current state)
2 – Inventory (found in current state)
3 – Motion (found in current state)
4 – Waiting (found in current state)
5 – Overproduction (found in current state)
6 – Overprocessing (found in current state)
7 – Defects (found in current state)
8 – Skills

13. APPLICATION OF LEAN ELEMENTS
13
•Takt Time: Was calculated by dividing 460 min available working time / an average of 1.5
units demanded daily = 307 minutes takt.
•Finished goods strategy: Units in this value stream are built to shipping.
•FIFO: Was applied in the future state to replace a push strategy that was accumulating
uncontrolled inventory between processes.
•Pull: Was applied where there was a supermarket. The assembly technician will pull from
the materials supermarket with Kanban.
•Schedule only at one point: The scheduling point was removed to enhance continuous flow.
•Interval: Every technical will be trained in every operation and every product in the sensor
line. Units will be received and worked on a first come first served basis, regardless of part
number.

14. KAIZEN BURST – IMPACT MATRIX
14
1. No P.O.
2. Part shortage
3. WAWF process
4. Delivery order extension
Use to prioritize burst prior to developing the implementation plan.
Low High
High
Low
Degree of Difficulty
ImpacttoBusiness
4
1
5. Incomplete or missing data
6. Machine availability/walking distance
7. Adding parts to parts list
8. Availability of boxes
5
6 7
3
8
2

15. FIFO
15
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Establish FIFO standard work Lionel Feliciano 10/26/12
2 Establish FIFO Max Sensor VSM team 10/11/12
3 Brief Employee on standard work and FIFO max Lionel Feliciano 10/26/12
4 Add FIFO standard work to Rack Lionel Feliciano 10/30/12
5
6
7
8
9

16. PROCESS TIME
16
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Perform a time study on sensors process Ida L. Rivera 11/29/12
2 Implement the use of time observation sheets for sensors process M.Vargas/L. Feliciano 11/29/12
3 Generate Spaghetti chart for sensor process walking distance. Ida L. Rivera 11/29/12
4 Discuss results with management team Ida L. Rivera 12/7/12
5
6
7
8
9

17. SERVIGISTIC
17
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Verify and screen out work orders I.Rivera/M.Vargas 10/11/12
2 Provide info regarding to volume and parts numbers I.Rivera/M.Vargas 10/11/12
3 Provide PQ Analysis for all assemblies at PRR. L. Feliciano 10/15/12
4 Include Andy Yi (servigistic management) and Dave Frederick (planning) in the team. Terry Gill 8/11/12
5 Perform dry run to PRR Terry Gill 1/31/13
6
7
8
9

18. ACE CONTROL TOWER
18
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Update Control tower to remove the metrics not required. Team
8/15/12
2 Update EH&S metrics by removing the 2015 level Team
8/15/12
3 Normalized the financial revenue goal Team 8/15/12
4 Perform DIVE activity for Commercial CSL and TAT for missed metrics. Team 10/19/12
5
6
7
8
9

19. RECEIVING
19
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Trained RCA in the use of EXOSTAR system Kathy Carlson Pending
2 Generated and review standard work for customer reassignment between RCA. Kathy Carlson Pending
3
Generated standard work to manage units pending PO and establish maximum waiting time before
returning to customer.
M. Vargas/ K. Carlson Pending
4 Request access to EXOSTAR system to internal RCA. Meriann Edsall 10/12/12
5 Generate standard work to update delivery order extension prior to physically receive the units. Paola Campo Pending
6
7
8
9

20. SHIPPING
20
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Capital to buy a new barcode reader for UID labels M.Vargas 11/2/12
2 Include PRR management team in the advance notification of any change in the JDE UID process. K. Carlson Pending
3 Generated standard work for WAWF process P.Campo/E.Rivera Pending
4 Generated min/max kanban for shipping carton boxes. Edwin Rivera 10/26/12
5 Include Dymo printer on TPM activities. Edwin Rivera 10/26/12
6 Contact the costumer to negotiate improvement in response time in the TMS PO load M.Vargas/C.Coveney Pending
7
8
9

21. ASSEMBLY
21
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Revise the sensors’ provisioning for spare parts on a quarterly basis. Ida Rivera 10/30/12
2 Generate standard work for adding never use parts to the PRER branch. I.Rivera/M.Edsall 11/1612
3 Generate standard work and train assemblers on adding parts to the correct locations. I.Rivera/M.Edsall 11/16/12
4 Request OEM RRCA for excess coating on connectors pins. Lionel Feliciano 10/19/12
5
6
7
8
9

22. FINAL PREPARATION
22
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Generate standard work for paint preparation (min batch). M.Vargas/L.Feliciano 11/15/12
2 Capital to request a new laser machine M.Vargas 11/2/12
3 Generate fixture to minimize set up time on laser machine. M.Vargas 12/28/12
4
5
6
7
8
9

23. INSPECTION
23
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Generate standard work on part issue process. I.Rivera/M.Edsall 12/21/12
2 Add UID label scanner to final inspection workbench (see Newspaper Shipping) M. Vargas TBD
3
4
5
6
7
8
9

24. SHOP GEMBA
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25. SHOP GEMBA
25