价值管理-价值流图析XXXX 精品
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Equipment
Deliver Courses
Deliver GFP FAB & Deliver
S.E.
ACC (Beale)
ACC & EAFB
S.E. & GFP Sustainment
Procure Spares
Contractor Item Management Spares
TSSP Process
Execution
Provide/Update/Revise Production Tech. Manuals
Deliver Manuals / TCTO’s and Kits
ACC & EAFB
Tech. Manual Sustainment
User Feedback AFTO 22 & DR’s
Definitize d
Funding Provided
Prime Begins Work
Process Architecture
1.0 Direct the Enterprise
2.0 Provide Financial Services & Control
3.0 Provide Internal Services & Facilities
价值流图示：企业图II
Current State Value Stream Map View Global Hawk Program
As Of May 2003
(TIER II)
Alpha Contracting &
Funding Constraints
Suppliers
Key Major Subs:
CMCTS OURS
ETMD LANS
Livelink Etc. SAP
ACTD Legacy System
OLD ORD/REQ Test Plan Budget Position Program Plan
TEMP Test Evaluation Master Plan
ORD Formal Reqmt.
Program Management Baseline (PMB)
– Manage Requirements – Manage To Budgets
Deliverables
NGC / SPO CDRL’s / SDLR’s
SPO / OSD DAES
Def. Acq. Exec.
Summary
– Manage Performance
coil Daily
coi l
tote
Batch
Weld & Assy
Coils Stamping
(at the press) Batch = 1 shift C/O < 10 min
Takt = 57.7 sec C/0= 10 sec. Uptime = 100%
2 Shifts 27,000 sec avail Total work time = 165 sec.
Raytheon ISS – 18 Mths. L3 Comms Suite – 18 Mths. Rolls Royce Engine – 15 Mths. Heroux Landing Gear – 15 Mths. Raytheon LRE/MCE – 15 Mths. Vought Wing Assy.- 14 Mths. Kearfott GPS/INS – 12 Mths. Aurora V-Tail – 12 Mths.
Support
Acquisition Strategy (ASR) Support
Original Plan / Budget
JCCB RFP, Contract Award
Contract Award ACT (9 – 15) Production (Long Lead) Development Support BOA Contract
客户
Value
价值流的分类
企业 价值流
产品 价值流
工作 价值流
价值流图析的结构
产品工序 独立工厂 多个工厂 整个企业价值链
产品价值流 企业价值流
目录 一 ：精益价值流简介 二 ：产品价值流图 三 ：企业价值流图 四 ：价值流管理
价值流图示:产品图
Supplier
Production Control
DT / OT
t
Test
Execution
D
SPO
Produce & Deliver System
I
Contract Turn-On for Long
Lead
Subcontract Supplier
Management
Funding
Supplier
Long
Lead
Turn-On
Technical Manuals
C EMD I
SPO
Development
& Test
Lengthy Process
Systems Reqmts. Analysis from ORD
& Contract Reqmts. Flowdown
SRR System Reqmts. Review
Preliminary Design Reqmts.
Develop Program Strategy & Cost Plan for (DAB)
Alpha Contracting (ACT 1 – 4) Spiral Reqmts
AF/PEO XO, XI
Alpha Contracting
OSD OIPT WIPT
Alpha Contracting (ACT 5 - 8) Proposals Production Development
Provide/Update/Revise Type 1 Training Courses
Operations Continuation Training Sustainment
Acquire New/Add.
GFP
Design New Support
Equipment
Revise/Update Support
客户的客户
VALUE
VALUE STREAM
客户
供应 商
PERFECTION
FLOW
PULL
长期的计划
利用精益思想，通过执行价值流的方法 不断改善、提高我们的经营成绩
精益的转变
精益生产
价值流管理
价值流
A Value Stream
供应商
Value
工厂
Value
定义
所谓价值流是指产品通过其基本生产 过程所要求的全部活动,这些活动分为 增加价值和不增加价值两部分,包括了 从产品基本的原材料阶段一直到产品 交付顾客的全部过程,还包括了整个价 值链中的信息流.
精益的发展
精益思想
五大原则：
从客户的角度来区分增值和非增值活动，不能从独立的企业、职能部门角度进行区分；
确定从设计、定单到生产这个价值流中的必要步骤，找出带来浪费的非增值活动；
保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃；
由顾客拉动生产商创造价值； 持续地清除所存在的浪费，努力追求完美。
SPO / PEO SAF/AQ MAR
Monthly Acq. Report
Global Hawk Program Roadmap
Execution
Product: Global Hawk
Customer: USAF
Value:
- Persistent ISR Capability
- Affordability - Rapid Fielding - Range Endurance - Supportability
E
ACC
Field The System
Budgets
(Operations & Support) Released
Training Support Equipment
I
Aug. 03 GOLD System
Engineering Source Data
Developed
Spares Field Services
精益价值流
Value Stream Management
目录
一 ：精益价值流简介 二 ：产品价值流图 三 ：企业价值流图 四 ：价值流管理
精益的概念
只需要：
一半的工人； 一半的制造空间； 一半的工具投资； 一半的设计工时； 一半的新产品开发时间； 一半的库存； 一半的产品前置时间
生产出品质更好、数量更多的产品。
Flowed to IPTs/Group
s
Detaile d
Design
Critical Design Review
EMD Build Fab/Ass
y
Subsyste m Inspect
& Test
System Integration Inspect &
Test
TEST (ATP)
Fligh
FCA
Other User Reqmts
(OSD,Air Staff, JAT, Congress)
ACQ / Support Strategy
SPO
Inputs to ACC for POM
Requirements Planning
Build Cost Baseline for DAB Baseline
SORAP Proces
s
Deliver Spares
ACC (Beale)
Repair Management Peculiar Items
Refer to TIER II Value Stream Map
DD250
Execution
Contract Closure
Noted:
This view is mapped as shown from the enterprise event depicting (5) major elements in “swim lane” view. Timelines are estimates and run/overlap each element. Tier II & Tier III VSM’s represent greater fidelity for times.
Global Hawk – Enterprise Value Stream Map (Tier 1) Current State
DAB Approves Program
Plan (IPR or Milestone Review)
ADM Program Baseline
(APB)
Revisions ORD
– Manage Data &
Change – Manage Risk – Integrate Plans
Change Process
& Schedules
Chief Eng. Provides Technical Assessment Report
SPO / Congress
SAR Selected Acq. Report
4.0 Provide Material Acquisition Services 5.0 Manage Program
6.0 Acquire Business
7.0 Define Product 8.0 Produce Product 9.0 Support Product
Production Supply Chain Cycle Time
Updates ACC / AF Budget Changes
Contract Spiral
Definitized
As Of February 2003
Execution
Refer to Global Hawk Program Roadmap
Spiral Specific Planning
Technical Capability Studies
20
L R
价值流图示:企业图I
A
Requirements & Funding
Program Planning Phase
OSD ACC Air Staff
Plan Con Ops
I
B Program Management
I
SPO
Slate
AITS
Risk
PIOS
IMS
MRP
HVMS
CRM
EVMS ECMS
POM 2 Year Plan
Ranking & Prioritization of Reqmts
Congress
Budget
Approve
PPBS
d
Process
Budget
ACC & OSD
Released to
New Reqmts Adjust DAB Direction
Program (Budget Authority)
A
24 Months
AB
18 Months
BC
38 Months
CD
41 Months
DE
15 Mon = See Each Element
Processing Time = N/A Tier I
Release #1A 03-31-03 R.J. Goetz x5220
Deliver Courses
Deliver GFP FAB & Deliver
S.E.
ACC (Beale)
ACC & EAFB
S.E. & GFP Sustainment
Procure Spares
Contractor Item Management Spares
TSSP Process
Execution
Provide/Update/Revise Production Tech. Manuals
Deliver Manuals / TCTO’s and Kits
ACC & EAFB
Tech. Manual Sustainment
User Feedback AFTO 22 & DR’s
Definitize d
Funding Provided
Prime Begins Work
Process Architecture
1.0 Direct the Enterprise
2.0 Provide Financial Services & Control
3.0 Provide Internal Services & Facilities
价值流图示：企业图II
Current State Value Stream Map View Global Hawk Program
As Of May 2003
(TIER II)
Alpha Contracting &
Funding Constraints
Suppliers
Key Major Subs:
CMCTS OURS
ETMD LANS
Livelink Etc. SAP
ACTD Legacy System
OLD ORD/REQ Test Plan Budget Position Program Plan
TEMP Test Evaluation Master Plan
ORD Formal Reqmt.
Program Management Baseline (PMB)
– Manage Requirements – Manage To Budgets
Deliverables
NGC / SPO CDRL’s / SDLR’s
SPO / OSD DAES
Def. Acq. Exec.
Summary
– Manage Performance
coil Daily
coi l
tote
Batch
Weld & Assy
Coils Stamping
(at the press) Batch = 1 shift C/O < 10 min
Takt = 57.7 sec C/0= 10 sec. Uptime = 100%
2 Shifts 27,000 sec avail Total work time = 165 sec.
Raytheon ISS – 18 Mths. L3 Comms Suite – 18 Mths. Rolls Royce Engine – 15 Mths. Heroux Landing Gear – 15 Mths. Raytheon LRE/MCE – 15 Mths. Vought Wing Assy.- 14 Mths. Kearfott GPS/INS – 12 Mths. Aurora V-Tail – 12 Mths.
Support
Acquisition Strategy (ASR) Support
Original Plan / Budget
JCCB RFP, Contract Award
Contract Award ACT (9 – 15) Production (Long Lead) Development Support BOA Contract
客户
Value
价值流的分类
企业 价值流
产品 价值流
工作 价值流
价值流图析的结构
产品工序 独立工厂 多个工厂 整个企业价值链
产品价值流 企业价值流
目录 一 ：精益价值流简介 二 ：产品价值流图 三 ：企业价值流图 四 ：价值流管理
价值流图示:产品图
Supplier
Production Control
DT / OT
t
Test
Execution
D
SPO
Produce & Deliver System
I
Contract Turn-On for Long
Lead
Subcontract Supplier
Management
Funding
Supplier
Long
Lead
Turn-On
Technical Manuals
C EMD I
SPO
Development
& Test
Lengthy Process
Systems Reqmts. Analysis from ORD
& Contract Reqmts. Flowdown
SRR System Reqmts. Review
Preliminary Design Reqmts.
Develop Program Strategy & Cost Plan for (DAB)
Alpha Contracting (ACT 1 – 4) Spiral Reqmts
AF/PEO XO, XI
Alpha Contracting
OSD OIPT WIPT
Alpha Contracting (ACT 5 - 8) Proposals Production Development
Provide/Update/Revise Type 1 Training Courses
Operations Continuation Training Sustainment
Acquire New/Add.
GFP
Design New Support
Equipment
Revise/Update Support
客户的客户
VALUE
VALUE STREAM
客户
供应 商
PERFECTION
FLOW
PULL
长期的计划
利用精益思想，通过执行价值流的方法 不断改善、提高我们的经营成绩
精益的转变
精益生产
价值流管理
价值流
A Value Stream
供应商
Value
工厂
Value
定义
所谓价值流是指产品通过其基本生产 过程所要求的全部活动,这些活动分为 增加价值和不增加价值两部分,包括了 从产品基本的原材料阶段一直到产品 交付顾客的全部过程,还包括了整个价 值链中的信息流.
精益的发展
精益思想
五大原则：
从客户的角度来区分增值和非增值活动，不能从独立的企业、职能部门角度进行区分；
确定从设计、定单到生产这个价值流中的必要步骤，找出带来浪费的非增值活动；
保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃；
由顾客拉动生产商创造价值； 持续地清除所存在的浪费，努力追求完美。
SPO / PEO SAF/AQ MAR
Monthly Acq. Report
Global Hawk Program Roadmap
Execution
Product: Global Hawk
Customer: USAF
Value:
- Persistent ISR Capability
- Affordability - Rapid Fielding - Range Endurance - Supportability
E
ACC
Field The System
Budgets
(Operations & Support) Released
Training Support Equipment
I
Aug. 03 GOLD System
Engineering Source Data
Developed
Spares Field Services
精益价值流
Value Stream Management
目录
一 ：精益价值流简介 二 ：产品价值流图 三 ：企业价值流图 四 ：价值流管理
精益的概念
只需要：
一半的工人； 一半的制造空间； 一半的工具投资； 一半的设计工时； 一半的新产品开发时间； 一半的库存； 一半的产品前置时间
生产出品质更好、数量更多的产品。
Flowed to IPTs/Group
s
Detaile d
Design
Critical Design Review
EMD Build Fab/Ass
y
Subsyste m Inspect
& Test
System Integration Inspect &
Test
TEST (ATP)
Fligh
FCA
Other User Reqmts
(OSD,Air Staff, JAT, Congress)
ACQ / Support Strategy
SPO
Inputs to ACC for POM
Requirements Planning
Build Cost Baseline for DAB Baseline
SORAP Proces
s
Deliver Spares
ACC (Beale)
Repair Management Peculiar Items
Refer to TIER II Value Stream Map
DD250
Execution
Contract Closure
Noted:
This view is mapped as shown from the enterprise event depicting (5) major elements in “swim lane” view. Timelines are estimates and run/overlap each element. Tier II & Tier III VSM’s represent greater fidelity for times.
Global Hawk – Enterprise Value Stream Map (Tier 1) Current State
DAB Approves Program
Plan (IPR or Milestone Review)
ADM Program Baseline
(APB)
Revisions ORD
– Manage Data &
Change – Manage Risk – Integrate Plans
Change Process
& Schedules
Chief Eng. Provides Technical Assessment Report
SPO / Congress
SAR Selected Acq. Report
4.0 Provide Material Acquisition Services 5.0 Manage Program
6.0 Acquire Business
7.0 Define Product 8.0 Produce Product 9.0 Support Product
Production Supply Chain Cycle Time
Updates ACC / AF Budget Changes
Contract Spiral
Definitized
As Of February 2003
Execution
Refer to Global Hawk Program Roadmap
Spiral Specific Planning
Technical Capability Studies
20
L R
价值流图示:企业图I
A
Requirements & Funding
Program Planning Phase
OSD ACC Air Staff
Plan Con Ops
I
B Program Management
I
SPO
Slate
AITS
Risk
PIOS
IMS
MRP
HVMS
CRM
EVMS ECMS
POM 2 Year Plan
Ranking & Prioritization of Reqmts
Congress
Budget
Approve
PPBS
d
Process
Budget
ACC & OSD
Released to
New Reqmts Adjust DAB Direction
Program (Budget Authority)
A
24 Months
AB
18 Months
BC
38 Months
CD
41 Months
DE
15 Mon = See Each Element
Processing Time = N/A Tier I
Release #1A 03-31-03 R.J. Goetz x5220