Mapping The Future State

process mapping

Lean Resources

VSM symbols in bmp and wmf format for import into graphics, CAD or word processing. Includes explanations in Word format.

A Future State Value Stream Map helps with the larger process of developing your Lean Manufacturing Strategy. It requires significant knowledge of Core Disciplines and other specific topics.

Designing a Future State requires more art, engineering and strategy than Present State mapping. On this page, we show mapping, but the background knowledge is in these other parts of our site.

Here, we use the example from our page on Present State Mapping. After constructing the Present State Map, follow steps 1-7. The map below shows the final results. Note the large improvements in Lead Time, productivity and inventory reduction.

You can expect much discussion about details of implementation and feasibility of various options. This is normal. Our goal, here, is not to decide every detail of the design. Rather, it is to establish general feasibility.

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1.Calculate Takt Time

Takt time is the average time between production units necessary to meet customer demand. We use the available time divided by the required number of units. From the example

2. Identify Bottleneck Process

The bottleneck process is the operation with the longest cycle time. In the example, this is machining at 44 seconds. The bottleneck is important because it:

Determines total system output.
Becomes the primary scheduling point

A work balance chart (above) is helpful for steps 2 and 3. Cycle time is plotted on the vertical axis for each operation.

3. Identify Lot Sizing/Setup Opportunities

Present lot size is 1000 pieces, about two day's production. This requires at least 3-6 days finished goods and prevents daily adjustments to mix or demand.

If the lot size were simply cut, it would allow faster response but additional setup time in machining would use available time. Machining could not meet the average customer requirements.

However, if a focused setup reduction is made on machining and setup becomes 20-30 minutes, a batch size of 500, or even 250 is feasible. The mapping team established this as a goal, noted by a Kaizen Burst.

4. Identify Potential Workcells

The balance chart shows cycle time for each of the five process steps. Machining and honing operations are closely balanced. cycle times for clean/deburr, inspection and packaging are quite short in comparison.

The very short cycle times for clean/deburr and packaging might normally preclude them from a workcell since utilization would be low. However, inspection and packaging are manual operations that require little more than a workbench and hand tools. High equipment utilization is not critical.

The clean/deburr process is run on specialized, high-speed equipment in a central area. If clean/deburr can be scaled down as a manual or semi-manual operation, it can go in the cell. This seems feasible and the team accepts that, somehow, it will be done.

It appears that three operators can run the cell. This is not a precise calculation. It only considers present cycle times and ignores setup. However, for a variety of reasons, 2-3 operators is probably feasible.

Workcells are lot more involved than suggested here. However, our purpose is not to finalize details but make reasonable guesses about the general configuration. A Kaizen Burst identifies a need for more work.

5. Determine Kanban Locations

With a workcell for five processes, scheduling between them becomes a trivial case. They will be directly linked with continuous or small-batch flow. Kanban, internal to the cell, is unnecessary or becomes part of the detailed cell design.

Kanban does apply at two other locations:

Between cell and supplier
Between cell and customer

The detailed design of the kanban system is shown as a Kaizen burst. Inventory levels are current best estimates.

6. Establish Scheduling Methods

Kanban and direct links now schedule all operations short term. Both the workcell and the supplier, however, need forecasts to plan staffing and possible changes in inventory levels. The map shows this monthly information flow.

Purchasing must arrange for payment. They intend to do so with monthly blanket orders, also shown.

7. Calculate Lead and Cycle Time.

The final step in the Future State Map is to complete the timeline at bottom, and calculate Lead Time, Cycle Time and Work Time.

Results

In this example, the mapping team estimates a Lead Time reduction of 85% and a productivity increase of 25%. Inventory will decrease about 85%. Many additional, but unpredictable benefits are also likely.

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