How We Do It

Step 1

Start with the Facts

Stream uses these tools to develop a deep understanding of the actual current state (which may be different from popular belief). This data and information becomes the foundation for future state improvements, and the tools help capture and present the data in a meaningful way, so decisions can be made. Below are the five ways we take on step one in further detail. 

Value Stream Mapping
Spaghetti Diagram
Pareto Analysis
PFMEA
Gemba
Value Stream Mapping

We start by capturing the process sequence from start to finish, including variations in paths. Then we populate the map with meaningful data including customer demand, process cycle time, setup time, batch size, quality metrics, work-in-process, etc. From there, we can perform capacity analysis, resource loading and lead time calculations to set the stage for future state discussions.

Lean Manufacturing Value Stream Mapping Plant layout.
Spaghetti Diagram

Similar to the Value Stream Map, this diagram shows the physical path materials take throughout a facility, 

or between multiple facilities, to be transformed from raw material to a finished product.

Spaghetti Diagram of Manufacturing Facility Before Process Improvements were made. Wasted Time and movement.
Spaghetti Diagram of Manufacturing Facility After Process Improvements were made. Wasted Time and movement.
Spaghetti Diagram of Manufacturing Facility Before Process Improvements were made. Wasted Time and movement.
Spaghetti Diagram of Manufacturing Facility After Process Improvements were made. Wasted Time and movement.
Pareto Analysis

Companies usually have multiple products / variations, and they set up their processes to do everything, but nothing particularly well. We use this tool to help companies focus on what is really important to their value stream and overall business. We want to understand the 20% of products, customers or variation paths that account for 80% of the demand.

PFMEA

Process Failure Mode & Effect Analysis takes a deep dive into critical value stream processes to deliver a higher level of process quality. This detailed analysis focuses on the process inputs and controls to establish predictable process output. This tool is routinely used with automotive and aerospace clients.

Gemba

The term originates from two Japanese terms to form one philosophical concept. The term Gemba translates to “the place where work is performed”. The term Genri translates to “the origin of spiritual truth”. When combined into Genba, we have a philosophy, which simply states the importance of going to where the work is performed to understand the truth of the process.

Step 2

Find The Balance

Stream uses the tools below to establish a pace, determined by customer demand, for setting up processes 

that are balanced to flow. Our philosophy is to flow where you can and pull (Kanban) where you can’t.

Below are the four ways we take on step two in further detail. 

Takt Time
Kanban
Standard Work
TPM
Takt Time
The first step in designing a future state process flow is to establish a pace that the system needs to be balanced to. Takt Time calculates from available work time divided by customer demand to give a time value per unit rate. Theory of Constraints identifies the bottleneck process within the value stream, which becomes the time value per unit the rest of the system should balance to. Both are effective methods, but will be used independently based on the company operating conditions.
Kanban

The simple definition of Kanban is “a signal that triggers movement or replenishment of materials”. When it is not possible to flow product one at a time, Kanbans are used to supply the right amount of material to pull from, without having too much or too little. The most basic example would be a two-bin system. Work out of the first bin until it is empty, then turn in the empty bin to be re-filled. While the first bin is being refilled, work out of the second bin. The quantity in each bin should be sufficient to last for the time it takes to replenish an empty bin.

Standard Work

A system of humans and machines working together must have movements in sync with each other to operate in the most effective manner. Standard Work specifies task sequence (preferably with photo instructions) and time to perform each task to ensure repeatable quality within a timeframe that is balanced with the other processes in a value stream.

TPM

Total Productive Maintenance ensures that equipment is in proper operating condition to provide uptime with the machine is needed and yields consistent quality output. Equipment should be enhanced to make maintenance tasks simple and visual for operators to know instantly that something is not right with their equipment. Specific maintenance tasks should be performed based on equipment specifications with documentation so the history can be tracked.

Step 3

Innovate

Stream challenges the status quo within organizations to drive innovative solutions, rather than settling for smaller 

improvements. We focus on what has to be in place to achieve significant innovation rather 

than constraints that limit the current state processes.

Productive 6S
3P
Cellular Manufacturing
Quality at the Source
Metrics
Productive 6S

Basic 5S / 6S / workplace organization is good, but it isn’t good enough. Productive 6S goes the extra step in providing exactly what is needed at the point of use exactly where the operator needs it. We strive to improve efficiency and safety by keeping clutter away from the workstation, flow parts right to the operator pick point and locate tools within easy reach of the point of use.

3P

Production Preparation Process is a collaborative effort to completely re-think the way a process or workstation operates. We strive to evaluate multiple alternatives and build on strengths of each to establish a new concept worth implementing.

Cellular Manufacturing

Arranging equipment and workstations in a sequence that supports smooth material flow through the process, with minimal transport or delay. The goal is to produce one unit from start to finish as quickly as possible, while being able to handle variation effectively.

Quality at the Source

There are three key aspects to build into the process. 1) The value adder must follow standard work and strive to pass perfect quality to their downstream customer. 2) If the downstream customer finds a defect, they must have an effective signaling system to alert the supplier of the defect. 3) The system must respond quickly to clear the problem, replace the defective unit and fix the cause of the defect.

Metrics

Shop floor metrics are as important as a scoreboard in sports. Information must be communicated to the front-line personnel to let them know how they are doing and what they can do to help “win the day”.

Wood Products Case Study 

The cabinet manufacturing business has a long tradition of building cabinets in a specific way. While times have changed and technology has gotten better, the processes for manufacturing wooden cabinets for this particular Stream client haven't changed—until now.

Sewn Products Case Study

Sewn products manufacturers often rely heavily on manual labor. While some degree of automation is typically involved—usually early in the value stream such as spreading material and cutting markers—this approach often results in large work-in-progress (WIP) batches, high inventories and long lead times as bundles of materials sit idle.

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