The Value of Mapping A Focus on Flow Rather Than on Function Summary Value Stream Mapping Fundamentals Introduction to Value Stream Mapping Material Flow Major Process Steps Data Boxes Process Box and Process Data Box Inventory Data Box Transportation Data Box Customers Data Box Supplier Data Box Material and Information Flow Icons Information Flow The Third VSM Component¿The Timeline Parallel Equipment Level of Detail Summary VSM Enhancements for Process Operations Distinguishing Features of Process Operations That Require a Different VSM Approach Capital Intensive vs. Labor Intensive Material Flow Patterns¿SKU Fan Out Product Changeover Issues Are Complex Product Families¿Selecting a Target Product or Family Takt Rate vs. Takt Time Units of Production Generating the Map Time Units Where to Begin Summary Additional Good Mapping Practices Good VSM Practices Map Layout¿Flow Direction Level of Detail Level of Precision Parallel Equipment Logical Flow vs. Geographic Arrangement Support Processes Computer Tools vs. Brown Paper Qualified Guidance and Coaching Summary Our Focusing Problem¿A Synthetic Fiber Process Process Overview Raw Materials Step 1: Polymerization Step 2: Fiber Spinning Step 3: Draw¿Anneal Step 4: Cut¿Bale Finished Product Storage and Shipping Order Processing and Production Scheduling The Synthetic Fiber Manufacturing VSM Developing the Material Flow Calculating Data Box Parameters Process Step Data Boxes Overall Equipment Effectiveness (OEE) Calculating Availability Calculating Performance Calculating Quality Calculating OEE Remaining Factors Another Example of OEE Supplier Data Boxes Customer Data Boxes Inventory Data Boxes Transportation Data Boxes Summary Material Flow Rates and Takt Calculating Takt Bales Rope Takt in Gaylords Annealed Product Takt Filament Takt Flake, Spinning, and Polymer Takt Raw Material Takt Summary Completing the Data Boxes: Utilization, Delivery Frequency, and Days of Supply Utilization Transportation Frequency Inventory Days of Supply Summary Mapping the Information Flow Why Map Information Flow? Fiber Manufacturing Information Flow Capacity Constraint Resources Additional Information Mapping Tools Summary Developing the Timeline Timeline Principles Fiber VSM Timeline Cash Flow Cycle Time Summary Finding the Waste¿Analyzing the Map General Impressions from the Current State Inventory Opportunities Baler Reliability Spinning Yield Long Campaign Cycles (EPEIs) Hot Roll Draw¿Anneal Uncoordinated Scheduling Capturing Potential Opportunities Scoping the Opportunities Inventory Opportunities 1. Raw Material Inventory in Rail Cars Is Too High 2. Flake Inventory Is High 3. Filament Inventory Is High 4.

Rope Finished Product Inventory in Gaylords Is Too High 5. Right Size the Cutter Box Inventory 6. Bale Finished Product Inventory Is Too High Equipment Opportunities 7. Spinning Changeover Losses Are High; Spinning Utilization Is High 8. Baler Reliability Is Poor 9. Changeover Improvement¿Balers 10. Reduce the Baler Campaign Cycle (EPEI) 11. Mothball One Baler 12.

Hot Roll Draw¿Anneal Reliability and Yield Wastes 13. Mothball One Polymer Reactor System-Wide Opportunities 14. Implement Virtual Cellular Flow 15. Filament Tub FIFOs after Implementation of Virtual Cells 16. Implement Pull Replenishment across the Value Stream 17. Drop the 60 Very Low Demand SKUs Summary Implementation Strategy and Sequence Strategy for Implementation of Improvements Riverside Fiber Plant Future States Future State Generation 1 Future State Generation 2 Future State Generation 3 Summary Future State Value Stream Maps Why a Future State VSM? Future State 1 Map Future State 2 Map Future State 3 Map Summary Supply Chain Mapping Why a Supply Chain Map Is Important Supply Chain Wastes Effects of Wastes at the Supply Chain Level Supply Chain Map Components Future State Supply Chain Map Supply Chain Map Example Summary VSM as a Way of Engaging Employees Origin of the Problem A New Paradigm on the Role of Labor The Nature of Engagement Summary A Roadmap for Continuous Improvement Summary Benefits of Developing a VSM Operations That Have Benefitted from Using a VSM Processing of Large Rolls in a Sheet Goods Plant Bottling Salad Dressing Cooling Towers in Polyethylene Production Producing Waxes for Coating Cardboard Boxes Improving a Capital Project Execution System Summary Appendix A: Process Industry Characteristics Characteristics That Distinguish the Process Industries Equipment Is Large and Difficult to Relocate Processes Are Difficult to Stop and Restart Capital Intensive vs. Labor Intensive Hidden WIP Product Differentiation Points Summary Appendix B: SMED Principles SMED Origins SMED Concepts Product Changeovers in the Process Industries Summary Appendix C: Cellular Flow Typical Process Plant Equipment Configurations Cellular Manufacturing Applied to Process Lines Summary Appendix D: Pull Replenishment Systems Why Is Pull Important? What Is Pull? Pull in Assembly Difficulties in Process Plants Push¿Pull Interface ConWIP Visual Signals When to Start Pulling: The Sequence of Implementation Value Stream Focus Showing Pull on a Value Stream Map Summary Appendix E: Cycle Stock and Safety Stock Cycle Stock and Safety Stock Calculating Cycle Stock Fixed Interval Replenishment Model Fixed Quantity Replenishment Model Safety Stock Variability in Demand Variability in Lead Time Combined Variability Example¿Cut¿Bale 2 Safety Stock Summary Appendix F: Product Wheels Introduction to Product Wheels Product Wheels Defined Benefits of Product Wheels Product Wheel Applicability Process Improvement Time Summary Appendix G: Additional Reading.