Lean and the Extended Value Stream

http://www.emsstrategies.com

Outsourcing and The Extended
Value Stream

Darren Dolcemascolo

Copyright © 2004 EMS Consulting Group Inc. All Rights Reserved


Presentation Agenda
1. Lean and Outsourcing Defined
2. How outsourcing can support and
accelerate a lean manufacturing program.
3. How to use value stream analysis to
analyze the extended value stream
4. Five steps to improving the extended value
stream
5. The benefits of a lean extended value
stream
6. A brief case study on outsourcing and lean


Lean Manufacturing Overview
Measure Initial Lean Conversion Continuous
Improvement
Labor Productivity Double Double Again

Production Throughput 90% reduction 50% reduction
Times
Inventories Throughout 90% reduction 50% reduction

Errors Reaching 50% reduction 50% reduction
Customers
Scrap 50% reduction 50% reduction

Time to Market / New 50% reduction 50% reduction
Product Development



• Value - A capability provided to a customer at
the right time at an appropriate price, as
defined in each case by the customer.
Features of the product or service,
availability, cost and performance are
dimensions of value.

• Value Stream - the set of all the actions
required to bring a product to the customer.



• Waste - Any activity that consumes
resources but creates no value.



7 Types of “Muda” or Waste
8
• Overproduction
• Waiting
• Transporting
• Inappropriate Processing
• Unnecessary Inventory (WIP)
• Unnecessary / Excess Motion
• Defects
• Underutilization of Employees’ Ideas/Minds


Lean Conversion Process
• Specify value
– can only be defined by the ultimate customer
• Identify the value stream
– exposes the enormous amounts of waste
• Create flow
– reduce batch size and WIP
• Let the customer pull product through the value
stream
– make only what the customer has ordered
• Seek perfection
– continuously improve quality and eliminate waste
– Extend this to your suppliers


What does Lean do?

Total Lead Time

Lean
Transformation

Total Lead Time
Value-Creating Time

Non-Value-Creating
Time (waste)


• Tools
– Value Stream Mapping (identification and
planning)
– Quick Changeover
– 5S Visual Workplace
– Cellular Manufacturing
– Kanban
– Total Productive Maintenance
– Statistical Methods for Process Improvements
– Outsourcing?



What is Outsourcing?
• Outsourcing is not a traditional supplier
relationship.
• Outsourcing is a relationship in which the
provider owns most if not all of the people,
processes, and technologies needed to
deliver a business process. (The Outsourcing
Revolution, Michael F. Corbett, 2004)



Relationship between Lean and
Outsourcing
• Myth Number 1: Lean is Outsourcing.
– “We’ve outsourced all of our manufacturing;
therefore, we are lean.”
• Myth Number 2: Lean and outsourcing are
incompatible.
– “We do not need lean. We’ve decided to
outsource everything instead!”
• Reality: Having someone else do what you
did previously does not automatically make it
lean nor does it eliminate the need for lean!



Outsourcing
• Reality: Outsourcing is a critical part
of a lean enterprise.
– Everything in the value chain cannot be a
core competency.
– Test to determine core competency:
1. If you were starting a company today, would
you do this yourself?
2. Would other companies hire you to do this?
3. Will tomorrow‟s CEO come from this area?



Outsourcing
• Reality: Outsourcing is a critical part of a
lean enterprise.
– Since everything is in the value chain is not core,
and lean is about improving the value chain,
then outsourcing is critical to the lean enterprise.



Why work to improve the extended
value stream?
• Suppliers will be building in “mass-
production” style if you don‟t:
– Pull systems will not be true pull systems which
means:
– Cost targets cannot be met without sacrificing
something:
• Quality
• On-time Delivery
• Etc.
– Your company cannot be lean without
improving the entire value stream!



Lean Conversion Process: Extended
Value Stream
1. Map your extended value stream(s).
2. Define your core competencies.
3. Rate your key suppliers.
4. Develop a plan.
5. Act on your plan.



Value Stream Mapping

• Definitions
- Current State Map – Map showing
information and product flow as it is
currently done.

- Future State Map - Map showing an
attainable information and product flow
with significantly less waste than that of
the current state.


Value Stream Mapping
• Purpose of Mapping
– To identify and eliminate waste in the value
stream.
• End Product of VSM
– Picture of “future state” with an action plan
to achieve it.
– Prioritized Projects



Extended Value Stream Mapping
• Map Current State
• Map Future State
• Develop “lower level” (door-to-door
and process level maps) to begin
improving value streams at individual
supplier sites.



Value Stream Mapping: Identifying
your value stream for Analysis
• 3 Major Steps
1. Group your products into product families
whenever possible.

Process Step
Product 1 2 3 4 5 6,7,8…
A X X X X
B X X X
C X X X X
D X X X
E,F,G…



Value Stream Mapping: Identifying
your value stream for Analysis
2. Select one of your products/product
families to be analyzed: longest lead
time, highest cost, new product, highest
sales $ volume, etc.
3. Gain an overview of the major processes
from your customer back to raw materials
(entire supply chain). Higher level
analysis than “door-to-door” value stream
mapping.


Value Stream Mapping: Current
State
• Begin mapping at the end of the process (e.g.,
end customer) and work backwards through
suppliers. Each process box represents a facility
with:
– Cycle Time
– Lead time
– Inventory
– Shipping / Transportation time
– Defect Rates
• Map physical product flow and information flow



State
• Metrics
– Total Time
– In-plant Time
– Transport Time
– Value Creating Time
– Total Time = In-plant time + Transport Time



Current State Extended Value
Stream Map
Supplier B Supplier A Company A
Prod. Control Prod. Control Prod. Control

MRP MRP MRP Customer

Raw Matl. Units/day
Information Flow
Supplier
Units/day

Total Time = 31 days
Material Flow
In-plant Time = 22 days
Company
Supplier B Supplier A
A Transport Time = 9 days

Data Data Data
Value Creating Time =
49.5 minutes


Current State Value Stream Map
Raw Matl. Production
Control Customer
Supplier
MRP Units/day
Units/day

Information Flow

Material Flow

Process A Process B Process C Value Creating Time =
I Data
I Data
I Data
180 seconds
Lead Time = 18 days



State
• You will discover waste and sources of waste:
– Inventory held at multiple places
– Purchasing the same components (can this be
grouped/centralized for economies of scale?)
– Common Equipment
– Common Services
– Waste in suppliers “door-to-door” value streams
– New suppliers needed in some areas
– Infrequent shipments leading to high inventory
• Bottom Line: Most companies‟ extended value
streams are less than 0.1% value-creating.



What is a Lean Extended Value
Stream?
• Everyone in the value stream knows the
rate of customer demand or takt time
• Very little inventory – standard based on:
– Variability of downstream demand
– Capability of upstream processes
– Inventory required between processing steps
due to batch sizes and pack sizes (shipping
qtys)



What is a Lean Extended Value
Stream?
• Fewer transport links – the customer
places no value on moving product
around.
• Little information processing as possible
(one area scheduled, the rest pulled)
• Shortest possible lead time
• Changes introduced to improve flow and
eliminate inventory should involve the least
possible cost (with no cap inv. if possible)



Value Stream Mapping: Future State
• Map the future state.
– Level pull within facilities first
• Use door-to-door maps for suppliers
– Then, Level pull between facilities
• Eliminate Redundancies/Waste
• Increase frequency of deliveries
• Identify Additional Opportunities



Yearly Value Stream Plan
Yearly Value Stream Plan

2005 Monthly Schedule
Value Value- Person
Product Family Stream Stream Goal in Related Review
Business Objective Loop Objecive (Measurable) 1 2 3 4 5 6 7 8 9 10 11 12 Charge Individuals Schedule
* Single
Piece flow
Improve Profitability of in David L.,
Product Line A 1 assembly Jeff S. Mary G. Joe, 7/1/05

* Finished
goods pull
*
Supermar
ket
between
assy cell
and
stamping
operation
* Supplier
schedule
to daily
delivery



Map Your Extended Value Stream
• Key Points
– Objective is to identify improvement areas.
VSM is not an exact science.
– Future State and Action Plan are most
important.
• Action plan must:
– Identify specific tasks
– List responsible individuals



Define Your Core Competencies
Technique Corbett‟s Simple Test
Steps Answer Three Questions:
1. If you were starting a
company today, would
you do this yourself?
2. Would other companies
hire you to do this?
3. Will tomorrow‟s CEO
come from this area?
Resources www.firmbuilder.com


Define Your Core Competencies
• Key Points
– Common Sense needs to apply to the test
– As a general rule, the Test should be applied to
large areas of the value stream- not individual
components.
– The mapping exercise (step 1) should make a lot
of the answers obvious.
– Core Competencies should be defined in
conjunction with C.S. Value Stream Mapping.



Rate Your Key Suppliers
Technique Custom Supplier Rating
System
Steps 1. Identify Key Suppliers
(80/20 rule).
2. Identify Key Criteria for
your company.
3. Create Survey/Test.
4. Rate Your Key
Suppliers.
Resources www.firmbuilder.com


Rate Your Key Suppliers
• Key Points
– The most important part is developing the
criteria.
– Rate the key suppliers. All of your suppliers
need not be rated.



Develop a Plan
Technique Guidelines Below
Steps 1. Separate keepers from
throw-aways
2. Decide (among
keepers) who will do
what.
3. Identify voids.
4. Plan for long-term
agreements.
Resources www.emsstrategies.com
www.firmbuilder.com


Develop a Plan
• Key Points
– Steps are guidelines. You must tailor the
technique to your company‟s specific
situation.
– Iterative process likely
• Process may take several months to a year
depending on your business.
• Multiple future states



Act on Your Plan
1. Develop long-term agreements with the
suppliers you plan to keep.
2. Find New Suppliers and make agreements
with them.
3. Help them implement lean.
4. Involve them in product
design/development.
5. Develop supplier associations (case study)



Benefits
• Buyer
– Shared Understanding of total value stream
– Extension/Magnification of lean manufacturing
benefits already realized: better quality, less
inventory, higher productivity, etc.
• Greater profitability and cash flow.
• Potential for success depends on business model
– More outsourced = Greater Potential $ benefits
– More bargaining power with suppliers = Greater Potential
for success



Benefits
• Suppliers
– Shared Understanding of total value
stream
– Shared cost savings
– Greater Ability to Win Bid Wars
– Incentive and ability to produce more cost
savings for themselves through lean.



Benefits
• Enhanced benefits for both parties
come from:
– Involving Suppliers in Your Product
Design/Development (even having them
take the lead in this).
– Developing a Supplier Association (to
sustain your program).



Case Study: Toyota
• Virtually Invented Lean (Toyota
Production System)
• Known for High Quality/Customer
Satisfaction
• Developed the first supplier association
in the 1930‟s.



Case Study: Toyota
• 80% of manufacturing activities done by Tier
1 and Tier 2 suppliers.
• Toyota helps their suppliers go lean
• Toyota‟s tier 1 and tier 2 suppliers have used
their lean-ness to win bid wars (Lean
Thinking, Womack and Jones)
• Tier 1 suppliers lead the development efforts
for their sub-systems (e.g., braking system)



Case Study: Toyota
• Analysis of Toyota‟s Supply Chain
competitive advantage:
– Only 18% is derived from their internal
competitive advantage.
– 40% is from tier 1 component
manufacturers.
– 42% from lower tier component
manufacturers.



Case Study: Toyota
• Conclusion: A lean or (TPS) extended
value stream is more important to
Toyota.
• They sustain their lean extended value
stream by continuing their suppliers‟
educations through TPS workshops (as
part of their supplier association
programs).


Case Study: Toyota
• Supplier Integration Activities
– Top Management Group Meetings
– Quality Awards
– One-to-one assistance
– Quality Audits
– Automation Workshops
– Logistics Workshops
– Toyota Production System (Lean) Workshops



Case Study: Toyota
1930‟s – 1st tier Component Suppliers
1960‟s
1970‟s Tooling and Capital
Equipment Suppliers added
1980‟s Fully developed multi-tier
association (all key 1st, 2nd,
3rd tier suppliers).
1990„s - New overseas supplier
Present association for overseas
Toyota facilities


Case Study: Toyota
• “Supplier Parks”
– Ex- Toyota facility in Mexico
– Ideal Extended Value Stream
• Distances minimized – all key suppliers on one
campus
• All suppliers TPS trained



Conclusions
• A Lean Extended Value Stream is critical to
competitive advantage.
• To get there:
– Map your extended value streams and create a
picture and plan for your lean extended value
stream.
– Work down to door-to-door and process level
within your suppliers‟ facilities
– Help them create lean internal value streams
– Develop a program to sustain their success



EMS Consulting Group, Inc.
• Lean training and consulting firm.
• Industry-diverse clients.
• Monthly e-newsletter with lean articles
• For more information on EMS, visit
http://www.emsstrategies.com.


Lean and the Extended Value Stream

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