Activity Of The Product

Activity Of The Product

Activity of the product focuses the Product or Thing
from start to finish.
- Start may mean raw materials, arrival at the dock, release of a job to
-

the factory floor, receipt of a request for a proposal or engineering

change.
Finish may mean delivery to the customer, shipment from our dock,
or completion of the work by the process.

Understand what the product is doing along the way.

View the process from the perspective of the Product
or Thing going through the process.
Determine the actual work required to complete
processing.
Determine how long it takes to do the work.
Look for opportunities to improve.

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Activity of the Product or Thing

What are the Four Things the PRODUCT can be doing?
Transport

Total Thru-put
Time

Inspect

Process
Storage

Which Element Adds Value?

50 - 80% of the Gain

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T.I.P.S.

From The Perspective Of The Thing

There are 4 activities the product in any process:

1. Storage
2. Transportation
3. Inspection
4. Processing

our tendency

world-class

70-80%
10%
5-10%
1-5%

< 18%
< 2%
0
> 80%

Note: percentages are of process lead-time.

This is an uncommon thought process; education and work

experience typically have us focus on how busy people and
equipment are.
Lean thinking has us initially focus on how busy (with value
added activity) the product is.
4

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Defining Value
Value Added Activity
An activity that Changes the size,
shape, fit , form, or function of
material or information (for the 1st
time) to meet customer
requirements.

Value Added

Required Waste

Value Added:
Customer Values it
Changes the THING
CORRECT THE FIRST TIME!

Pure Waste
Idle!

Non-Value Added Activity

All other activities that take time
or resources or does not satisfy
customer requirements

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Activity Of The Product

Product Process Flow Analysis
PRODUCT LINE:
PART NUMBER:
PART NAME:
DATE:

VIDEO TAPE TITLE:

START TIME ON VCR:
START TIME ON TAPE:

PAGE

___ OF __

PREPARED BY:

NOTE: RECORD A LL TIM E IN SECONDS A ND DISTA NCE IN FEET

Flow
Code

Flow
Symbol Time

Storage Time
Raw
Betw een End of
Material Process Process
(RM)
(B)
(E)

Description

Total

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Transportation Inspection
Product
(FG)

Time
(T)

Distance
(in feet)

Time
(I)

Processing Time
Non-Value
Added
(NV)

Value
Added
(VA)

Time Value Chart

Stores

DAY 0

DAY 76

Value Added Steps

Non Value Added Steps
Wait or Queue Steps
(White Space)

Elapsed Time = 76 Days

Total Activity = 4.5 Days

Non-Value Added
2.5 Days
Value Added
2 Days

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How do I get
rid of the
white space?

Time Value Chart

Time Value Analysis reveals the opportunity!
A typical analysis at our facilities indicates that value is being
added to the product around 1% of the time

Time Value Chart AS IS

Time Value Chart TO BE

ACME product # 12345

Currently Required Waste

Rework Rate

Elapsed Time
Value Added
Non-Value Added Activity
Non-Value Added Wait

= 20 Days
= 1.83 Days
= 5.17 Days
= 13 Days

2%

Inspect

Elapsed Time

Stores

Value Added

= 187 Days
= 1.83 Days
= 6.54 Days
= 179 Days

Anodize

Elapsed Time
Value Added
Non-Value Added Activity
Non-Value Added Wait

Rework Loop

Most of the Lead Time is White Space

or Product Waiting Time!
8

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Spaghetti Chart and Inventory Map

1000
AIMS 2

5X2 rack

AL
NT,AIR,VAC,ELECTRIC

AL
NT,AIR,VAC,ELECTRIC

wkst 12D10

wkst 12D12

wkst 206

4081680-901 ECA
NT,AIR,VAC,ELECTRIC

4081680-901 ECA

AL
NT,AIR,VAC,ELECTRIC
4081680-901

4081680-901
wkst 12D6

wkst 12D7

wkst 8A28

4081755-902
NT,AIR,VAC,
ELECTRICAL

4081755-902
NT,AIR,VAC,
ELECTRICAL

Rivet

4081755-902
wkst 8A29

wkst 8A30

Via
chassis rack
4X2

LRM &
VIA
eca/epa
rack

excess
totes
cart
excess
totes
cart

VIA
ECA/
EPA
rack

BIPM
LRM
ECA/
ECA/
Incoming
CCA
rework
rack
rack

100
via epa/
eca
rack

Bake Oven

Sundries
Ninn Stickles

file cabinet

PC

Daily Meetings
Area

EXCES
Sive
RIP
6X2

Fire
Extingui
sher

MMS
PARTS
LINE
41
5X2

p/s

100

May Min

MMS
PARTS
LINE
41
6X2

NT
PRINTER

EXCES
SIVE
RIP
6X2

PC/
Printer
HP

4X2
FOR
CABIN
ET
CHASS
IS

Dwg
cabinet

PC/
Printer
HP

Workstations 6E21,
6E17, 6E18, and 6E19
are located at L15 grid.
Workstations 12D12,
12D5, 12D4, and 12D3
should be returned to L15
grid.

Cyan shaded area is

phase 2 of Integrated
platform early '02
changes
wkst 12D13

Cabinet
chassis
and
cabinet
customer
returns
6X2

Incoming
Inspection
VCN
6X2

AIMS CABINET CHASSIS

AIMS CABINET SUB
NT,AIR,VAC,ELECTRICAL
NT,AIR,VAC,ELECTRIC

wkst 12D14

Cart
CAB.
AIMS

MMS
PARTS
Line 41
6X2

BUYOFF
IN-SHELF
6x2

NEW BUYOFF

ELECTRICAL
AIMS CABINET SUB

EPA ESD TABLE

Doug
Anthes

Wash

240v

Doug's
cabinet

Excessi
ve rip
6x2

Buy-off
out-going
6X2

EXCES Cabinet
Sive rack for
aims-2
RIP
5X2
5X2

EXCES AIMS 2
Sive
Racks
RIP
5X2
5X2

AIMS 2
wkst 211

1000

AIMS CAB.
5X3

Gray shaded area is

phase 1 of Integrated
platform early '02
changes

NT,ELECTRICAL
IF POSSIBLE AIR, VAC
wkst 213

AIMS 2
RACKS
6X2

NT,AIR,VAC,ELECTRICAL AIMS 2 REWORK

6X5
NT,AIR,VAC,ELECTRI
AIMS-2 SLRM
wkst 8A20
wkst 212

Cabinet aims-2
5x2

chassis
rack

EPA
rack

wkst 8A21

Norm LaCasse

Rick Plathe

wkst 8A27

4081900
4081910
4081620-90X

4081620-90X
4081900
4081910

PC/
Printer
HP

PC/
Printer
HP

VIA E/I
T/S/on
hold for
rework
6X2

Lead
Trimm
er

4081620-90X
4081900
4081910

AIMS CABINET
CHASSIS
NT,AIR,VC

4081602

wkst 6E18
AIMS CABINET SUB
NT,AIR,VAC,
ELECTRICAL

wkst 6E19
EPA ESD TABLE

AIMS CABINET
NT,AIR,VAC,

EPA

100
STS-2000, 9046

VIA

100

AIMS CABINET SUB

NT,AIR,VAC,
ELECTRICAL

End Item

VIA

VIA

wkst 6E17

wkst 6E21

100

SCALE

VIA
Trouble
Shoot

VIA
T/S

PC/
Zebra/
labels

VIA E/I
T/S/on
hold for
rework

STS-2000, 9012

incomin

AIMS-2 ATEC, ETC

Pending facilities information
on whether area is available
or not. 1/16/2002

outgoin
STS-2000

VIA

for 777
ECAs

CABIN

777 test

RACK

VIA E/I
T/S/on
hold for
rework

TESTING TABLE W/PC

TEST

1000

OVEN
Prin
PC/
terHP

STS-2000, 9035
Local
Evaluation

OVEN
LN2

LN2

The Spaghetti Diagram is a very visual tool that can

help others see waste and improvement opportunity.

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100

Next step: Perform a Kaizen event

Goal is to identify and eliminate waste!
Translates to "change for the good".
Think "continuous incremental improvement" of a current
standard.
Is a rapidly applied learn/ do approach for Improving.
Determine the improvement need/opportunity, then go and do.
Uses a focused workshop format with internal dedicated
resources.
Requires planning and commitment.
Does not have to be a grand 'event'.
Involves the people working in the process.

Activity Of The Product