1 / 99

Mapiranje toka stvaranja nove vrednosti (VSM)

Mapiranje toka stvaranja nove vrednosti

Value Stream Mapping (VSM)

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 2 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Konkurentnost
IDEAL
(idealno)

TO-BE
(kako bi
trebalo)

AS-IS
(stanje kako
jeste)
Vreme
~ 4 meseca
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 3 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Svrha:
Lean = Koje vrednosti dodajete kupcu?
Svrha + Proces + Ljudi Šta ON hoće,
Kada ON hoće,
Gde ON hoće, Kupac
Najefikasnije.
Zadovoljstvo = dodata vrednost - cena

Kojim procesima postižete svrhu i koliko su oni

lean? Pravo vreme, pravim redosledom

Dobavljač Oper.1 Oper.2 Oper.3

Minimum
Kako angažujete svoje ljude da se slože oko vaše svrhe i kreiranja lean komada
procesa, ispunjavanjem obaveza, da bi se postigli određeni ciljevi?

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 4 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

- Predstaviti mapiranje toka vrednosti na praktičan način.

- Razviti sposobnost da se vidi tok i da se napravi buduće stanje.

Principi:
Rešavanje Princip 2: Stvoriti kontinualni tok procesa
problema
Kontinualno poboljšanje kako bi problemi izašli na površinu

Ljudi
razvoj zaposlenih i dobavljača Princip 3: Koristiti “pull” sistem kako bi se
izbegla prekomerna proizvodnja
Proces
Eliminisanje gubitaka
Princip 12: Otići i lično videti problem kako bi
se temeljno razumela situacija
Filozofija (genchi genbutsu)
Dugoročno razmišljanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 5 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Poboljšanje toka stavaranja nove vrednosti, kao i koraka

procesa / aktivnosti u toku stavaranja vrednosti!

Tok vrednosti Korisnik

Proces Proces Proces

Sirovi materijal Gotov proizvod

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 6 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Različiti nivoi u toku stavaranja nove vrednosti

Između i kroz nekoliko kompanija

Više fabrika

Jedna fabrika
Početi ovde! (od vrata do vrata)

Nivo procesa

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 7 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Primer: sedite na 1kg dolazećeg materijala i
posmatrajte šta se dešava...
VA: Sečenje, Šivenje, Tradicionalno poboljšanje se
Zavarivanje, Lepljenje, VA fokusira na: Smanjenje
Heftanje... vreme ciklusa, Raditi
jače i više, Zapošljavati
ljude, Kupovati mnogo
NVA: Transport, Skladištenje,
mašina...
WIP, Hodanje, Čekanje,
Suvišna proizvodnja, NVA:
Prepravljanje proizvoda,
Otpad, Ignorisanje ideja,
gubitak!
Ponavljanje grešaka,
Pogrešan proizvod, uglav
Nepravilno koordinisane
aktivnosti, Količina, Provera, nom >
Zamena alata, Hitno Eliminisanje gubitaka
delovanje, „Gašenje požara“...
98% jeste lean pristup!

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 8 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Mapiranje toka stvaranja nove vrednosti

Mapiranje postojećeg stanja daje organizaciji zajedničku
sliku i osnovu za diskusiju o gubicima, načinima za
eliminisanje tih gubitaka, kao i načinima za poboljšanje toka
vrednosti.
Procenat protočnog vremena

Fokus na:
1. Smanjenje protočnog
vremena
2. Vreme kada se dodaje
vrednost
Dodaje vrednost - optimizovati
3. Eliminisanje gubitaka Ne dodaje vrednost
Neophodno – minimizovati
Gubitak - eliminisati

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 9 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

7+1 vrsta gubitaka

Čekanje Prekomerna proizvodnja

Prevelike zalihe
Gubici

Nepotrebno kretanje
Loši komadi
Prekomerno procesiranje

Neiskorišćeni talenat Transport

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 10 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Koraci u mapiranju toka stvaranja nove vrednosti

1. Izabrati proizvod ili familiju proizvoda.
2. Pratiti proizvod ili familiju proizvoda od “vrata do vrata” i prikupiti
podatke. Nacrtati mapu svakog koraka procesa u okviru postojećeg
toka materijala i informacija, sumirajući ove tokove u jednu sliku.
3. Nacrtati mapu budućeg stanja u kojem su isključeni koraci koji
stvaraju gubitke, gde je prikazan bolji tok vrednosti.
4. Razviti akcioni plan sa svim aktivnostima neophodnim za dostizanje
budućeg stanja.
5. Implementirati poboljšanja i nastaviti sa sledećim tokom vrednosti.

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 11 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Primer toka vrednosti – postojeće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999) Mapa postojećeg stanja, Skeppshult
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and Peter
Transportation Olsson Chalmers Professional Education
Lars Medbo
 12 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Primer toka vrednosti – buduće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999) Mapa buduđeg stanja, Skeppshult
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and Peter
Transportation Olsson Chalmers Professional Education
Lars Medbo
 13 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Postojeće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 14 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 15 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Informacije Postojeće stanje

Materijal
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 16 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Osnovni simboli mape toka stvaranja nove vrednosti

Eksterni izvori Kamionski transport

Push
Proces, aktivnosti

Pull
Činjenice

First in First out

kontinualni tok
2 Operater (2 osobe)

Zalihe Manuelni tok informacija

l
Elektronski tok informacija
Proizvodi

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 17 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

VSM - metod – familija proizvoda

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

Izabrati familiju proizvoda koji imaju slične korake procesa niz tok stvaranja vrednosti.

Koraci procesa i oprema

Zavari- Zavarivanje Čišćenje Farbanje Montaža Stezanje Testiranje

vanje robotom
Levi nosač X X X X
Desni nosaš X X
X X
Kontrolna tabla X X X
Profil X X

Konzola X X X

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 18 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Izabrati familiju proizvoda

Izabrati proizvod/
familiju proizvoda

• Izabrani proizvodi bi trebalo da prolaze kroz iste korake procesa,

samo male razlike u koracima procesa su dozvoljene

• Izabrati proizvode koji su reprezentativni za konkretnu proizvodnju

• Poželjno je izabrati proizvod/familiju proizvoda koji se proizvode u

relativno velikim obimima i imaju jednaku tražnju tokom godine.

• Mapirati tok stvaranja nove vrednosti tamo gde su potrebna

poboljšanja.

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management
2017-04-07 and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics andWänström,
TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 19 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Nacrtati mapu postojećeg stanja

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

• Proći brzo kroz tok, zajedno sa celim timom, od “vrata do vrata”

kako bi se stekao opšti pregled procesa.
• Otići u radionicu i prikupiti činjenice. Snimiti realnu situaciju kakva
je danas!
• Obavezno nacrtati i tok materijala i tok informacija!
• Nacrtati prvu skicu koja uključuje sve korake procesa i izračunati
takt. Mapu nacrtati na velikom i dugačkom parčetu papira (flip čart)
• Izračunati protočno vreme i vreme procesiranja
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 20 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Primer 1: Component Inc – postojeće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 21 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Činjenice o Component Inc (1/4)

Component Ltd proizvodi veliki broj komponenti za auto industriju. Oni isporučuju
komponente kompaniji Scavos (korisnik). Ovaj slučaj pokriva jedan tip proizvoda –
čelični držač.

• Tražnja korisnika
• 18.400 artikala mesečno
– 12.000 tipa levi držač
– 6.400 tipa desni držač
• Fabrika korisnika radi u 2 smene.
• Korisnik poručuje kutije, gde svaka kutija ima 20 komada.
• Dnevno se korisniku isporučuju proizvodi kamionom.

• Radno vreme
• 20 dana mesečno
• 2 smene u svim odeljenjima
• 8 sati po smeni
• Dve 10-to minutne pauze u svakoj smeni
• Svi manuelni procesi staju tokom pauza
• Pauza za ručak nije plaćena.

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Division Izvor:
Lars Medbo, Träna
Carl
of Logistics sig se,
Wänström,
and Rother,
TransportationPeter Olsson M. , Shook, J. and Lean Enterprise Chalmers Institute Sweden
Professional
Lars Education
Medbo
 22 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Činjenice o Component Inc (2/4)

Proizvodni proces
• Proizvodni proces za ovu familiju proizvoda uključuje presovanje, zavarivanje u
dva koraka, kao i montažu u dva koraka. Komponente se pakuju u kutije od po 20
komada i transportuju se korisniku svakog dana.
• Vreme promene alata za levi i desni držač je jedan sat kod presovanja i 10 minuta
kod prvog koraka zavarivanja.
• Sirovi materijal je čelik koji doprema Swesteel, i dostavlja se utorkom i četvrtkom.

Planiranje proizvodnje
• Obezbediti 90/60/30-dnevno predviđanje tražnje od Scavos-a svakog meseca.
Predviđanja se ubacuju u MRP sistem.
• Izračunati predviđanje u MRP sistemu na šestonedeljnoj bazi i poslati ih
elektronski Swesteel-u.
• Poslati porudžbine Swesteel-u nedeljno faksom.
• Prihvatati porudžbine od Scavos-a svakog dana.
• Generisati i slati planove proizvodnje nedeljno svakom odeljenju na osnovu
porudžbine korisnika, nedovršene proizvodnje (Work In Progress – WIP), zaliha
gotovih proizvoda i procene loših komada i zaustavljanja proizvodnje.
• Isporučivati svakog dana dnevnu količinu proizvoda odeljenju za isporuku.

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Division Izvor:
Lars Medbo, Träna
Carl
of Logistics sig se,
Wänström,
and Rother,
TransportationPeter Olsson M. , Shook, J. and Lean Enterprise Chalmers Institute Sweden
Professional
Lars Education
Medbo
 23 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Činjenice o Component Inc (3/4)

1. Presovanje 2. Zavarivanje korak 1
(Ova presa proizvodi komponente, (Samo za ovu familiju proizvoda)
pored čeličnih držača, i za druge • Manuelni proces sa jednim
familije proizvoda,.) operaterom
• Vreme ciklusa: 39 sekundi
• Vreme pripreme: 10 minuta za
• Automatska presa od 200 tona sa promenu steznog alata
automatskim snabdevanjem • Korišćenje kapaciteta: 100%
materijalom. • Baferi:
• Vreme ciklusa: 1 sekunda (60 • 1.100 artikala tipa levi držač
komada u minuti) • 600 artikala tipa desni držač
• Vreme pripreme: jedan sat kod 3. Zavarivanje korak 2
prelaska sa artikla tipa levi držač na (Samo za ovu familiju proizvoda)
artikal tipa desni držač. • Manuelni proces sa jednim
• Korišćenje kapaciteta 85% operaterom
• Vreme ciklusa: 46 sekundi
• Baferi: • Vreme pripreme: 10 minuta za
• 5-to dnevne zalihe ispred prese promenu steznog alata
• 4.600 artikala tipa levi držač posle • Korišćenje kapaciteta: 80%
• Baferi:
presovanja • 1.600 artikala tipa levi držač
• 2.400 artikala tipa desni držač posle • 850 artikala tipa desni držač
presovanja
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Division Izvor:
Lars Medbo, Träna
Carl
of Logistics sig se,
Wänström,
and Rother,
TransportationPeter Olsson M. , Shook, J. and Lean Enterprise Chalmers Institute Sweden
Professional
Lars Education
Medbo
 24 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Činjenice o Component Inc (4/4)

• 4. Montaža korak 1 • 5. Montaža korak 2
• (Samo za ovu familiju proizvoda) • (Samo za ovu familiju proizvoda)
• Manuelni proces sa jednim
• Manuelni proces sa jednim operaterom
operaterom • Vreme ciklusa: 40 sekundi
• Vreme ciklusa: 62 sekunde • Veme pripreme: nema
• Vreme pripreme: nema • Korišćenje kapaciteta: 100%
• Korišćenje kapaciteta: 100% • Baferi:
• Baferi: • 2.700 artikala tipa levi držač
• 1.200 artikala tipa levi držač • 1.440 artikala tipa desni držač
• 640 artikala tipa desni držač
• 6. Odeljenje za isporuku
• Uzima artikle sa zaliha gotovih
proizvoda i priprema ih za isporuku
korisniku kamionom

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Division Izvor:
Lars Medbo, Träna
Carl
of Logistics sig se,
Wänström,
and Rother,
TransportationPeter Olsson M. , Shook, J. and Lean Enterprise Chalmers Institute Sweden
Professional
Lars Education
Medbo
 25 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

27 m

10 m
50 m

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 26 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
• Vreme ciklusa (Cycle Time (C/T)) (Vreme za jednu operaciju)
Vreme potrebno da proces kompletno obradi deo ili proizvod, mereno
opservacijom. Često, vreme potrebno operateru da prođe kroz sve
elemente rada, pre nego ih opet ponovi, u serijskoj proizvodnji,
primer: skuvati 20 krompira za 20 minuta znači 1 minut je vreme
ciklusa.
VCT • Vreme procesiranja (Process Time (P/T))
Vreme potrebno da se završi proces. Za montažu sa jednokomadnim
tokom, vreme procesiranja je jednako vremenu ciklusa. Za linijski tok ili
proces koji transformiše seriju proizvoda, vreme procesiranja je
jednako protočnom vremenu.
• Vreme stvaranja vrednosti (Value-Creating Time (VCT))
Vreme onih elemenata rada koji zaista transformišu
L/T (montaža, farbanje, varenje...) proizvod na način za koji je korisnik
spreman da plati.
• Protočno vreme (Lead Time (L/T))
Vreme potrebno jednom komadu da prođe kroz čitav proces ili tok
vrednosti, od početka do kraja. U slučaju manuelne montaže često
jednako vremenu ciklusa, kod termičke obrate jednako vremenu
procesiranja i jednako vremenu stvaranja vrednosti.
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 27 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Vreme ciklusa, vreme stvaranja nove vrednosti, vreme

procesiranja, protočno vreme

• Primer 1:
– U operacijama termičke obrade, gde se 60 komponenti procesira u isto
vreme za 60 minuta.

– Protočno vreme kroz pećnicu je 60 minuta.

– Vreme ciklusa je 1 minut po komponenti.
– Vreme stvaranja vrednosti = Vreme procesiranja = 60 min.

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 28 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Vreme ciklusa, vreme stvaranja vrednosti, vreme
procesiranja, protočno vreme
• Primer 2:
– U potpuno automatizovanoj liniji gde nekoliko operacija dodaje
vrednost proizvodu i postoji kratak transport između operacija. 5
proizvoda se procesira u isto vreme.
– Protočno vreme kroz celu liniju je 300 sek i 5 proizvoda se završi
svakih 10 sek.
– Može se posmatrati kao jedan.

– Vreme ciklusa je 2 sek / proizvodu (10 sek / 5 proizvoda)

– Vreme procesiranja je 300 sek = Protočno vreme kroz liniju
– Vreme stvaranja vrednosti je suma vremena stvaranja vrednosti svih
operacija.
(ukoliko se traži samo opšti pregled – jednako vremenu procesiranja)
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 29 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Proces:

Operateri kol.

Vreme ciklusa sek.

Bafer Bafer
Vreme stvaranja sek.
Skladište vrednosti Skladište
Vreme procesiranja*
Vreme izmene alata sek.
Korišćenje kapaciteta
Količina * % Količina *
Vreme u * Škart % Vreme u *
skladištu skladištu
Smene kol.

Veličina serije kol.

Transport do bafera Porudžbina Transport do bafera

m Od m

Transport do procesa Učestalost Transport do procesa

(koliko često)
m m

Komentari:

*Upisati količinsku jedinicu ** Vreme mašine i radnika po proizvodu

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 30 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Razmišljajte o…Saveti timu…kada se crta postojeće stanje

• Proći brzo kroz tok, zajedno sa celim timom, od “vrata do vrata” kako bi
se stekao opšti pregled procesa. Ne postavljati pitanja! Nakon ovog
pregleda, podeliti posao i detaljnije proći kroz tok procesa.

• Predstaviti se operaterima i objasniti šta treba da se uradi

• Onda otići i prikupiti činjenice. Snimiti realnu situaciju kakva je danas!

Obavezno nacrtati tok materijala i tok informacija!

• Nacrtati prvu skicu koja uključuje sve korake procesa i izračunati takt.
Nacrtati mapu na dugačkom i velikom parčetu papira (flip čart)

• Izračunati ukupno protočno vreme i ukupno vreme procesiranja

• Izabrati osobu koja će prezentirati mapu postojećeg stanja

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 31 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Razmišljajte o…Saveti timu…kada se crta postojeće stanje

• Koristiti veliku mapu i ići kroz tok

• Početi od korisnika, takta i toka informacija

• Onda opisati tok materijala

• Uporediti protočno vreme sa vremenom procesiranja

• Istaći probleme koji postoje u postojećem stanju

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 32 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Postojeće stanje Postojeće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 33 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Nacrtati buduće stanje

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

Svrha
Proizvodnja proizvoda u kontinualnom toku će skratiti protočna
vremena, što dozvoljava da proizvodimo ono što je korisniku
potrebno, u vreme kada mu je potrebno.

• Male serije – Jednokomadni tok

• Nema gubitaka
• Kratko vreme izmene alata...

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 34 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Nacrtati buduće stanje

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

Dizajniranje toka stvaranja nove vrednosti zasnovanog na lean principima

• Uvek postoji šansa za bolje buduće stanje
• Ne zadržavajte se oko detalja. Uradite 70% posla dobro i nastavite kontinualno da
unapređujete
• Ponovo, nacrtajte i tok materijala i tok informacija
• Koristite mapu postojećeg stanja kao osnovu!
• Počnite sa korišćenjem postojećih koraka proizvodnje, mašina i dizajna dok god je
moguće
• Crtanje budućeg stanja je osnova za izradu akcionog plana!
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999) Materialet bygger på M. Rother & J. Shook (2005)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 35 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Gubitak

- sve aktivnosti / procesi koje ne dodaju vrednost proizvodu

- nepotrebni trošak i gubici u vremenu

• Simptom a ne uzrok problema

Čekanje Prekomerna proizvodnja
• Znak problema (u okviru jednog
procesa ili u celom toku vrednosti) Gubici Prevelike zalihe

Nepotrebno kretanje
Naći i rešiti uzroke problema! Loši komadi
Prekomerno procesiranje

Neiskorišćeni talenat Transport

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 36 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Prekomerna proizvodnja
Proizvoditi ili raditi više nego što je potrebno ili pre nego je potrebno.
• Sve vrste gubitaka
• Preveliki tok materijala
• Kapital u zalihama
• Nepotrebno zauzet prostor zalihama
• Nepotrebno rukovanje materijalom
• Duža protočna vremena
• Manja fleksibilnost u reagovanju na varijacije u tražnji
korisnika
• Nedostatak materijala kada se procesi koriste za
proizvodnju “pogrešnih proizvoda”
• Veći kapacitet potreban kada se proizvode proizvodi pre
nego što za njima postoji tražnja Toyota: Uvek izbeći
prekomernu proizvodnju

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 37 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Ček lista – Buduće stanje – 8 pitanja

1. Šta je realna potreba korisnika? 4. Gde da postavimo pull sisteme sa
Koji je takt? supermarketima (baferima) za
regulisanje toka?
2. Da li ćemo proizvoditi za direktnu isporuku 5. Gde u toku ćemo planirati proizvodnju
korisniku, ili za zalihe gotovih proizvoda (davalac tempa - pejsmejker)?
(supermarket)?
6. Kako da izjednačimo miks proizvoda?
3. Gde možemo da proizvodimo u
7. Kolika treba da bude veličina serije?
kontinualnom toku?
Gde možemo da smanjimo gubitke?, Koje 8. Koja poboljšanja procesa su neophodna
aktivnosti se mogu: (obuka, smanjenje poremećaja,
poboljšanja kvaliteta, smanjenje
 eliminisati vremena izmene alata itd.)?
 kombinovati
 pojednostaviti
 mogu izvoditi u drugačijem redosledu
(paralelno, prethodna montaža…)

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 38 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 1: Šta je realna potreba korisnika?

Koji je takt?
Sinhronizovati proizvodnju sa prodajom (potrebe korisnika/tražnja).

Raspoloživo radno vreme

Takt =
Potrebe korisnika u toku raspoloživog vremena

460 minuta
Primer = = 60 sekundi
460 komada
- Korisnik kupuje proizvod svakih 60 sekundi
- Cilj je proizvesti proizvod sa svim njegovim
komponentama svakih 60 sekundi
*(8 h x 60 min/h – 20 min pauza)
(460 min. = 27.600 sek.)
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 39 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 2: Da li ćemo proizvoditi za direktnu isporuku

korisniku, ili za zalihe gotovih proizvoda (supermarket)?
Direktna isporuka Supermarket
Korisnik
Korisnik

Montaža Isporuka Montaža Isporuka

Supermarket

Da li u lean-u uvek proizvodimo prema potrebama korisnika??

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 40 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Nacrtati buduće stanje – Pitanja 1 & 2

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 41 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Nacrtati buduće stanje – Pitanja 1 & 2

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 42 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 3: Možemo li proizvoditi u kontinualnom toku?

Scenario A
Vreme ciklusa 1 min
Veličina serije 10 kom

Scenario B
Scenario A: Vreme ciklusa 1 min
Veličina serije 1 kom
Protočno vreme za prvi proizvod: 21 min
Protočno vreme za svih 10 proizvoda: 30 min
Scenario B:
Protočno vreme za prvi proizvod:3 min
Protočno vreme za svih 10 proizvoda: 12 min
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 43 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 44 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 45 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Vreme ciklusa / Grafik uravnoteženosti

70

60

50

40

30

20

10

0
Presovanje
Stans Zavarivanje#1
Svets 1 Zavarivanje
Svets 2 #2 Montaža#1
Montering Montaža#2
1 Montetring 2
39+46+62+40=187sec 187/60=3,1
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 46 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Grafik uravnoteženosti u slučaju 3 operatera sa 90% punog vremena (3 x 60 x 0,9 = 165 sek.)
60

50

Varenje Montaža
40

Montaža
Varenje

30

20

10

0
Zavarivanje#1
Svets Zavarivanje#2 & Montaža#1
Svets & Montering Montaža#2
Montering
55 sek x 3 = 165 sek 187-165 = 22 sek Kaizen
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 47 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 48 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 49 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 50 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 3

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 51 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Pitanje 4: Gde da postavimo pull sisteme sa supermarketima
(baferima) za regulisanje toka?
Identifikovati probleme u toku
Zašto kontinualni jednokomadni tok staje?
•Vreme izmene
•Udaljenost od dobavljača
•Poremećaji
Plan proiz. Plan proiz. Plan proiz.
•Duga protočna
vremena

Presa Varenje Montaža

Korisnik

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 52 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Supermarket – „pull“ sistem

KANBAN „proizvodnja“ KANBAN „povlačenje“

Proces Proces
snabdevanja kupca

proizvod proizvod

supermarket

Proces kupca – polazi od supermarketa i povlači proizvod šta je potrebno i kada je potrebno
Proces snabdevanja – proizvodi da dopuni ono što je povučeno
Svrha:build
The presentation Kontrola proizvodnje
on material from
Project
Lean Forum ochuthe procesu
book Learning snabdevanja
511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES bez
to see, Rother & Shook sistema
and Profitabilityrasporeda.
(1999)
- LeanEA – Production Kontrola
improvement in Serbia
Department of Technology Management and Economics
Enterprises by adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and Transportation proizvodnje između tokova
Peter Olsson Chalmers Professional Education
Lars Medbo
 53 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 4

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 54 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 4

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 55 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 5: Gde u toku ćemo planirati proizvodnju (davalac

tempa - pejsmejker)?
Planiranje proizvodnje
- Planirajte u jednoj tački
Primer 1
Proces 1 Proces 2 Proces 3 Process 4

Korisnik

Supermarket Supermarket Supermarket

TOK
Planiranje proizvodnje

Primer 2
Proces 1 Proces 2 Proces 3 Proces 4

Korisnik

Supermarket
TOK

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 56 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 6: Kako da izjednačimo miks proizvoda?

Plan montaže Tipičan proces obuhvata 10%
Ponedeljak 400 vremena za promenu (C/O), EPE
Utorak 100 , 300 dan: 15 sati, 10% je 90 min,
Sreda 200 , 200 promena 15 min => 6 promena
Četvrtak 400 dnevno
Petak 200 , 200
(Every part every day - EPE),
Plan montaže
Svaki proizvod svaki dan
Dnevni plan 140 , 100 , 160

Važno! Plan montaže

Manje serije zahtevaju Svaki proizvod svaki dan
manje vreme pripreme Poludnevni plan 50 , 70 , 80

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 57 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Crtanje budućeg stanja – Pitanje 5 & 6

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 58 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)
Pitanje 7: Kako da stvorimo osećaj takta u svim procesima?
Kolika treba da bude veličina serije?
• Koji obim proizvoda je planiran za uzimanje od procea koji diktira tempo
(pejsmejkera)?
• Taj obim = Način stvaranja takta u svim procesima

1 nedelja

1 dan

1 smena

1 sat

1 serija

1 takt
≠ Kontrolisana linija
The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 59 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Pitanje 8: Koja poboljšanja procesa su neophodna

(obuka, smanjenje poremećaja, poboljšanja
kvaliteta, smanjenje vremena izmene alata itd.)?

• Početi sa korišćenjem postojećih procesa, mašina

i dizajna, i koristiti ih dok god je moguće.
 Poboljšati postojeće procese. Na primer, uvesti
kraće vreme izmene alata, a zatim i manje serije.
 Implementirati promene u organizaciji, planiranju,
toku proizvoda i rasporedu, dobavljačima, obuci...

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management
2017-04-07 and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics andWänström,
TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 60 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Buduće stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 61 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Smanjenje lead time

Spojeni Zavarivanje Gotovi Lead time Ukupni

/montaža proizvodi proizvodnje inventar u
delovi
WIP procesu

Pre 5 dana 7.6 6.5 4.5 dana 23.6 dana

dana dana

Kontinuira
ni tok i 2 dana 1.5 4.5 8 dana
„pull“ dana dana

Sa
1.5 1 dan 2 dana 5 dana
nivelisanjem
dana

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 62 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Razviti akcioni plan

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

Nekoliko saveta:
1. Definisati realne – ne preambiciozne ciljeve – i datume za postizanje ovih
ciljeva!
2. Implementaciju raditi korak po korak
3. Osigurati da “kaizen zvezde” sa mape budućeg stanja imaju svoje mesto u
akcionom planu
4. Testirati i evaluirati poboljšanja pre implementacije

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 63 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Način razmišljanja – kontinualna poboljšanja su prirodni

deo svakodnevnog posla
Vizija

Sledeće buduće
stanje

Buduće
stanje

Potojeće
stanje

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 64 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Implementirati

Izabrati proizvod/ Nacrtati Nacrtati Razviti

familiju proizvoda postojeće stanje buduće stanje akcioni plan Implementirati

Sledeći korak
• Promeniti strategiju (pilot), razmišljati o procesima poboljšanja i
strukturi podrške koliko i o tome šta treba da se radi!
• Odgovorni i potpuno uključeni menadžeri (mapiranje, buduće
stanje, …). Važan deo uspeha je postojanje zajedničkog
razumevanja problemaične situacije!

• Razvoj kompetencija (SMED, 5S, Kanban/Pull ..)

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 65 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Reference
•Rother, Mike & Shook, John (1999). Learning to see: Value stream mapping to Add Value and
eliminate Muda. Brookline, MA: The Lean Enterprise Institute.

•Rother, Mike & Shook, John (1999). Träna sig se: en workshop för design av värdeflöden (value
stream mapping) : [arbetsbok]. 2. svenska utg. Stockholm: Stiftelsen PLAN Utbildning

•Liker, Jeffrey K. (2004). The Toyota way: 14 management principles from the world's greatest
manufacturer. New York: McGraw-Hill

•Womack James P. & Jones, Daniel T. (2003). Lean thinking: banish waste and create wealth in your
corporation. Rev. and updated [ed.] London: Free Press Business

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo
 66 / 99
Mapiranje toka stvaranja nove vrednosti (VSM)

Hvala na pažnji

The presentation build on material from Lean Forum och the book Learning to see, Rother & Shook (1999)
Project 511084-TEMPUS-1-2010-1-RS-TEMPUS-JPHES - LeanEA – Production and Profitability improvement in Serbia
Department of Technology Management and
Enterprises by Economics
adopting Lean Thinking Philosophy and strengthening Enterprise – Academia connections
Lars Medbo,
Division Carl
of Logistics Wänström,
and TransportationPeter Olsson Chalmers Professional Education
Lars Medbo