Welcome to Green Stream Mapping Presentation for ASQasqpalmbeach.org/pdf/GSM.pdf · Value Stream Mapping Tools & Techniques A variety of tools & techniques can enhance the Lean and

Presented by: Bob Gilbert and Gil Lugo

Welcome to Green Stream Mapping

Presentation for ASQ

©Green and Sustainable Solutions, Inc 2010. All Rights Reserved.

Course AgendaThe Acreage Cancer Cluster Symptom vs. CauseHistory of Lean and GreenConventional Waste versus Green OpportunitiesThe Green Focus

ISO 14001Value Stream Mapping versus Green Stream MappingGreen Lane Map creation Current StateProcess Improvement Case StudyKaizen ProcessGreen Planning for the Future


History of Lean and Green


The Historic Roots of Lean

in keeping the price of Ford products low is the gradual shortening of the production cycle. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.

~ Henry Ford, 1926


Defining Lean

Identifying and eliminating waste (non value-added activities) through continuous process improvement in the pursuit ofperfection.


Definition of Value Added

Value AddedAny activity that increases the market form or function of the product or service.

These are activities for which the customer is willing to pay.

Non Value AddedAny activity that does not add market form or function or is not necessary.

These activities should be eliminated, simplified,reduced, or integrated.


Historic Roots of Green

Earth Day 1970 achieved a rare political alignment, enlisting support from Republicans and Democrats, rich and poor, city slickers and farmers, tycoons and labor leaders. The first Earth Day led to the creation of the United States Environmental Protection Agency and the passage of the Clean Air, Clean Water, and Endangered Species acts.

Participant in Earth Day,1970.Photo: EPA History Office


Defining Green

A systematic approach to eliminating waste by optimizing use and selection of resources

and technologies while lessening the impact on the

environment.


Conventional Waste versus

Green Opportunities


What Is Waste?minimum

amount of equipment, materials, parts, space, which are absolutely essential to add value to the

Shoichiro ToyodaPresident, Toyota


DefectsOverproduction of work in processWaitingNon-utilized resourcesTransportation of parts/materials/toolingInventoryMotionExtra non value-added processing

Lean = Eliminating the Wastes


What is Environmental Waste?


What is Environmental Waste?

Environmental waste is either:an unnecessary use of resources, or a substance released into the air, water, or land that could harm human health or the environment

Examples of environmental wastes include:Excess (non-value-added) use of energy, water, or materials to meet customer needsAir and water pollutionHazardous wastes, trash, discarded scrap


Key Environmental Questions

Why should I identify environmental waste in my process?

How will I know when I see environmental waste?

Where should I look for environmental wastes?

How do I measure the environmental impacts of a process?

Where can I find environmentally preferable process options?


Learn to See Hidden Environmental Waste and

HazardsSignificant environmental wastes are often missed when improvement initiatives only target the

Adding environmental wastes as an 8th deadly waste can reduce costs and risk

Environmental wastes are often a sign of inefficient production, and they frequently indicate opportunities for saving cost and time


Combining Lean & Green Manufacturing

Lean

Defects

Overproduction

Waiting

Non-utilized resources

Transportation

Inventory

Motion

Extra processing

adds...Full use of Raw Material Energy EfficiencyWater conservationEliminating Toxic MaterialReduction of:

Packaging WastesEmissions to Air and

WaterSolid & Hazardous WastesRegulatory obligations and risks


THOUGHTS TO CONSIDER

How could your company benefit from improved Lean and environmental performance?

How well coordinated are Lean and Environmental Management activities in your organization?

Do environmental, health, and safety personnel participate in Lean events and initiatives at your company?


Add Environmental Metrics to Lean Metrics

Using environmental metrics in Lean efforts will allow your company to document the environmental benefits that are part of Lean implementation

Examples of Environmental Metrics

Energy Used Air EmissionsMaterials Use Hazardous Waste GenerationChemical Use Solid Waste GenerationWater Use Wastewater Discharges


Sample Questions to Identify Lean and Environment Opportunities

EnergyHow much energy is used in the process and how is it used?

How can you reduce overall energy use?

Chemicals and MaterialsWhat types & quantities of chemicals/materials are used in the process?

Can you switch to less harmful chemicals?


Sample Questions to Identify Lean and Environment Opportunities

Hazardous Waste

What types and quantities of hazardous waste are generated by the process?

How can you reduce the amount or toxicity of hazardous wastes?

Air Emissions

What types and amounts of air emissions are generated by the process?

How can you reduce the overall amount or toxicity of air emissions?


The Green Focus


Green Focushas

Two Components

Site/Building

Environmental Management System (EMS)

Internal ProcessesISO 14001


Green Building Certifications

Shades of GreenUSGBC US Green Building CouncilNAHB Green Building InitiativesArchitecture 2030Green Globes CanadaClimate Protection ProductsEnergy StarGEC Green Energy CouncilGreen Dragon China


Site/Building

USGBC LEED CertifiedU. S. Green Building CouncilLeadership in Energy and Environmental Design

transform the way built environments from individual buildings to neighborhoods and even entire communities are designed,


Six Categories in LEED

Sustainable SitesBefore, during and after constructionDesign, development and operation

Water EfficiencyEnergy and AtmosphereMaterials and ResourcesIndoor Environmental QualityInnovation in Design


Internal Processes

Green Process CertificationISO 14001 (Does not cover all categories)

Process CategoriesSustainable ProcessesWater EfficiencyEnergy and AtmosphereMaterials and ResourcesIndoor Environmental QualityInnovation in Design


How do we Find These Process Opportunities?

Green Stream Mapping


Value Stream Mapping versus



Map the ProcessMakes work visible

Visibility improves communication and understanding

Identifies Improvement OpportunitiesEliminate the non-value added stepsReduce wasted resources

Diagnostic Determine the cause of a problem or condition.

Training and communication


Current State Value Stream Map

Market Forecast

Total Lead Time = 68 days Value Added Time = 15 min

CustomerA

2 people

C/T = 4 minC/O = 3 hrUptime = 61%

Operation 4

2 people

Operation 1


3 people


Operation 3

I I I 3 people

Shipping

7 min4 min2 min

15 days 8 days10 days 30 days

Production Control

WK

I

5 days

D ID

30 daysWK

Receiving

C/T = 2 minC/O = 30 minUptime = 93%

Operation 2

5 days

2 min

CustomerBSupplier

1Supplier

2


Opportunities to Enhance Value Stream Mapping

Classic Value stream mapping can overlook environmental considerations:

Raw materials used vs. needed in products and processesPollution & other environmental wastes in the value streamFlows of information to environmental regulatory agencies

Making some simple adjustments to your value stream map can help you explicitly address pollution and natural resource wastes:

Improving cost reduction opportunitiesSaving additional timeImproving the health and safety of the workplace


Value Stream Mapping Tools & Techniques

A variety of tools & techniques can enhance the Lean and environmental results of value stream mapping1. Use icons to identify processes with EHS

concerns (inputs and outputs to process)2. Record input and output data for processes on VSMs3. Analyze inputs and outputs vs. required for each

process (material, energy, consumables, etc.) and plot4. Find Lean and environment opportunities in

future state VSMs


1. Use Icons to Identify Processes with EHS Concerns

Use colored lines to identify the inputs and outputs to processes with key environmental, health, and safety (EHS) concerns on value stream mapsIcons can also highlight where EHS staff expertise will likely be needed

Process Box with Input and Output Icons

2 people

Operation 1


Raw MaterialsEnergy & Water

Health & Safety

Resource WastePollutants

Health & Safety

Put Environmental Icons on the VSM

Assess each process for environmental wastes and EHS improvement opportunities

with high energy, water, and material use with significant solid or hazardous waste generationrequiring environmental permits or reporting to environmental agencieswith pollution control equipmentusing toxic chemicals that require personal protective equipment (PPE)


Expand the Application ofValue Stream Mapping toNatural Resource Flows

Use VSMs to look in more detail at the inputs, outputs, and information flows associated with the use of energy, water, health, safety and/or materials.

Energy/water/materials used vs. needed (as with

Environmental waste streams (air emissions, wastewater, hazardous waste, solid waste)Information flows to environmental regulatory agencies (e.g., reporting air emissions)


EHS Staff Can Help

Involve EHS staff when developing VSMs they can help identify where EHS icons are most needed

EHS staff involvement from start to finish is optimalEHS staff involvement on a consultative basis can also be an effective option

Build on previous environmental assessment work

If your organization has an Environmental Management System (EMS), EHS staff should


Common Processes with EHS Wastes and Opportunities

1. Metal casting 2. Chemical and heat

treatment of materials3. Metal fabrication and

machining4. Cleaning and surface

preparation 5. Bonding and sealing6. Welding

7. Finishing and plating / painting / coating

8. Medical wastes / Biohazards

9. Waste management10.Chemical and hazardous

materials management11.Printers, toner, paper12.Office cleaning supplies


VSM with Input and Output Icons

Market Forecast


CustomerA

2 people


Operation 4

2 people

Operation 1


3 people


Operation 3

I I I 3 people

Shipping

7 min4 min2 min


Production Control

WK

I

5 days

D ID

30 daysWK

Receiving


Operation 2

5 days

2 min

CustomerBSupplier

1Supplier

2


2. Record Input and Output Data for Processes in VSMs

Start by identifying 1 or 2 environmental performance metrics to add to process boxes in VSMs, and consider adding more if appropriate

Types of Environmental MetricsEnergy Use Air EmissionsMaterials Use Hazardous Waste GenerationChemical Use Solid Waste GenerationWater Use Wastewater Discharges


Adding EnvironmentalData to VSMs

Add key input and output data to process boxes on value stream maps


2 people

Operation 1

Hazardous waste generated per shift



Health & Safety

Haz. Waste=5 lbs


Health & Safety

VSM with Icons & Environmental Metrics

Market Forecast


CustomerA

2 people

C/T = 4 minC/O = 3 hrUptime = 61%Haz. Waste = 20 lbs

Operation 4

2 people

Operation 1


3 people


Operation 3

I I I 3 people

Shipping

7 min4 min2 min


Production Control

WK

I

5 days

D ID

30 daysWK

Receiving


Operation 2

5 days

2 min

CustomerBSupplier

1Supplier

2


3. Analyze Inputs and Outputs Versus Required and Plot

The timeline on value stream maps looks at value-added and non-value-added time in the value stream

4 min2 min

10 days5 daysLead Time = 15 days Value Added Time = 6 min

materials line

Amount of raw materials used by each processAmount of materials that end up in the product


Example Materials Plot LineMaterials lines can be developed for any major material source used in processes and products

2 people2 people

Operation 1

II

Operation 2

5 lbs80 lbs

15 lbs120 lbs Materials Used = 135 lbs Materials Needed = 85 lbsMaterials Wasted = 50 lbs

Top line: Materials Used by Process

Bottom line: Materials Converted to Product During the Process



Health & Safety


Health & Safety

Material #1 Waste= 40 lbs

VSM with Icons and Materials Plot LineMarket Forecast


CustomerA

2 people


Operation 4

2 people

Operation 1

C/T = 2 minC/O = 2 hrUptime = 74%Material #1Waste= 40 lbs

3 people


Operation 3

I I I 3 people

Shipping

7 min4 min2 min


Production Control

WK

I

5 days

D ID

30 daysWK

Receiving


Operation 2

5 days

2 min

CustomerBSupplier

1Supplier

2

Total Materials Used = 195 lbs Materials Needed = 110 lbs

20 lbs5 lbs80 lbs

40 lbs 20 lbs15 lbs120 lbs

5 lbs


Time Plot

Material Plot

Example Plant Process Current State

Initial Usage (Gal/day) = 300K gal Per DayProduct Need Per Day = 34K gal Per Day

34K gal

Raw waterSourcePump No.1 or 2

44K gal 50K gal40K gal

179K gal 44K gal

H2O: 12K gal reject

Multigrade filter

H2O: 44K gal reject

Softener RO1 RO2

Sterilizer uses and rejects 12K gal

Still

H2O: 40K gal reject

25K gal overflows & 25K gal is reject

281K gal293K gal 94K gal

201K galInto Effluent tank per day

Pollution control Regulations

12K gal 10K gal

58Kgal

Local

H2O: 10K gal reject

Boiler feed. Uses 33K gal& rejects all.

293K gal

Wash rooms,pantry,Cooling

Sewage

139K gal

45K gal


4. Find Lean and Environment Opportunities in Future State VSMs

Asking simple questions based on the current state VSM can help to envision a less-wasteful future stateConsider these questions:

Where are improvement events needed to address the biggest areas of environmental wastes?Will any changes be made to the layout of processes marked with an Icon, or to the chemicals used by those processes? (These may have regulatory compliance implications.)

another process instead of using virgin materials?


Questions for the Future State

What are appropriate targets for improving environmental performance in the future state?What would an environmentally-preferred future statelook like for the value stream? What if there were:

Zero environmental and production wastes?Products and processes that pose no risks to human health or the environment?No need for environmental permits?

What steps can be taken to get to that future state?


Example Future State VSM

2x Week

Market Forecast

Lead Time = 68 days Value Added Time = 15 min

CustomerA

Customer B

2 people


Operation 4

2 people

Operation 1


3 people


Operation 3

3 people

Shipping

Production Control

Supplier 1

Supplier 2


Total Materials Used < 150 lbsMaterials Needed = 110 lbs

Operation 2

<90 lbs5 lb

DI

7 min4 min2 min15 days 8 days10 days5 days

2 min

20 lbs5 lbs<25 lbs 20 lbs15 lbs

80 lbs


Time Plot

Materials Plot

Plot Line: Important Considerations

In some cases, materials plot lines may play an important role in a process even though they do not directly add value for the customer.

For example:Solvents can be useful for cleaning processes even though they are released into the air during the process.In some cases, solvents could be replaced by water, compressed air, etc., or the cleaning step can be eliminated by avoiding soiling the part in the first place.


Green Lane Map Creation


Green Lane Map Creation

Use a Simple ToolA Word Table, Excel or a Paper Chart on the wall

service

Show parallel operations on the chartAfter you have listed all operations

Begin by identify all process flow issuesNow, begin to list all green opportunities at the bottom of the chart under each operation

Do not start to solve theses Opportunities!


Use a Simple Tool. A Word Table, Excel or a Paper Chart on the wall


Identify all Departments that

Departments

Customer Service

Accounting

Credit

Engineering

Sales

Production Control

Manufacturing

Warehouse

Purchasing

Shipping


Show parallel operations on the chart

Departments

Customer Service

Receives Customer RFQ

Receive PO from customer

Accounting Verify/establish account

Invoice and collect

Credit Verify/establish credit limit

Engineering Create Quote

Create drawings and BOM

Sales Present quote to customer

Production Control

Schedule order

Manufacturing Produce

Warehouse Materials available

Receive materials

Purchasing Material avail./price

Order materials

Shipping Package and ship

Green Opportunities

Paper Power Paper, toner, old inventory, fuel for search

Travel energy, paper, ink

Paper,toner, ink cartridges

Recycle packaging

Power, water, air quality

Paper, packaging material, fuelTime


Process ImprovementCase Study


Process KaizenTurns Green

Problem Statement:Aluminum welded parts are not flowing continuously, which is resulting in lost production in the Assembly area.

Approach:Form a Kaizen Team to identify root causes, and design a solution to the problem.


Process Kaizen Turns Green

Step 1Walk the process, take pictures, and develop a process map of the Current State Process.

AssemblyCut Weld BatchRM Inv Cut Inv Acid Wash

Rinse Polish Shine Batch


BatchBatch

1 hr1 hr

72 hrs 96 hrs 24 hrs480 hrs

6 hrsTime Plot72 hrs

2 hr 1 hr 4 hrs

96 hrs

4 hrs

Lead Time = 840 hrs.Lead Time = 35 daysValue Added Time = 19 hrs.Consumable Costs = $26,900 per year

Acid, Water, PPE, Haz. Mat. Disposal, Polish Pads, Buffing Pads = $26,900 per year cost

Consumables Plot

Before


Before


Before


Process Kaizen Turns Green

Step 2Brainstorm what we observed

Bottleneck before washWHY?

Acid wash requires special handlingAcid wash requires a rinse bath to neutralize acidAcid wash removes finish from aluminumRequires refinishing/buffing after rinseHand wiping required after buffing

Why?


Recommendations

Step 3Brainstorm solutions

Non Acid based washAlways did it that way cultural change

Switched to water based cleanerFaster/cheaperNo long rinse requiredNo special handling of chemicalsNo need to buff after cleaningNo hand wiping requiredClean wash basin with standard pump and filter


After


After


After


Process Benefits

Future State Map

Cut Weld Supermarket

RM Inv

Cut Inv

Wash Rinse AssemblySupermarket

1 hr1 hr

24 hrs 24 hrs120 hrs 24 hrs

2 hrs 4 hrs

Lead Time = 192 hrs Lead Time = 8 daysValue Added Time = 8 hrs

Time Plot

BenefitsLead Time From 840 hrs. to 192 hrs.Lead Time From 35 days to 8 days.Value Added Time From 19 hrs. to 8 hrs.


Green BenefitsBy eliminating the acid wash:

Eliminated special handling of acid Protective EquipEliminated acid fumes Air QualityEliminated containment of acid Water Discharge & Haz. Mat. DisposalEliminated need for buffing

Petroleum based cleanerBuffing wheelsElectricity

Eliminated wiping at end of processCleaning of towels

DetergentElectricityWater


Combined Benefits

Future State Map

Cut Weld Supermarket

RM Inv

Cut Inv

Wash Rinse AssemblySupermarket

1 hr1 hr

24 hrs 24 hrs120 hrs 24 hrs

2 hrs 4 hrs

Lead Time = 192 hrs Lead Time = 8 daysValue Added Time = 8 hrs

Water, PPE =$600 per year

Consumable Cost =$600 per year

Time Plot

Consumables Plot

Benefits Lead Time From 840 hrs. to 192 hrs.Lead Time From 35 days to 8 days.Value Added Time From 19 hrs. to 8 hrs.Consumable Costs From $26,900 to $600 per year


Additional EHS Benefits ????????? PRICELESS

Green Planning for the Future


Include Environmental Wastesin Lean Training Efforts

Include slides on how to identify and eliminate environmental waste in introductory Lean training presentations

Add an eighth waste environmental wastedeadly waste list in training presentations and materials

workers walk the shop floor and write down the environmental wastes they observe

Develop checklists or a pocket guide with common environmental wastes to use during events and waste walks

Provide Lean and/or advance environmental training for EHS personnel and other selected employees


ChecklistCosts to Consider When Performing an Environmental Economic Analysis

Usual Costs Compliance Costs Oversight CostsCurrent Alternative Current Alternative Current Alternative

Depreciable Capital Costs Receiving Area Purchasing Equipment Spill response equipment Inventory controlSite Preparation Emergency response plan Product/vendor researchInstallation

Engineering Raw Materials Storage Regulatory impact analysisProcurementMaterials Storage facilities Engineering Utility Safety training Hazard analysisConnections Secondary containment Sampling and testingFacilities Right-to-know training

Reporting and Records Production Operating Expenses Container labels Re-work

Direct labor Disposal managementInitial raw materials Process Area Employee trainingStart-up Emission control equipment Emergency Training Reporting and Records Emergency planningRaw materials Sampling and testing Medical monitoringSupplies Safety equipment Waste collectionUtilities Right-to-know training Inspections and auditsMaintenance Waste collection equipmentSalvage value Marketing

Solid and Hazardous Waste Public relationsOperating Revenues Disposal fees

Revenues Sampling and testing Management By-product revenues Containers Penalties and fines

Labels and labeling Legal feesStorage areas Regulatory researchTransportation Fees Information systems

InsuranceAir and Water Emissions Control

Capital costs Finance Operating expenses Credit costsDischarge fees Tied-up capital Permit preparationPermit feesRecovered materialsInspection and monitoringRecording and reportingSampling and testingEmergency planning

MORE TO CONSIDER

What are three things you could do to explicitly

Lean implementation efforts?

What ideas do you have for involving employees at all levels of your company in efforts to identify and eliminate environmental wastes?

What environmental goals and targets does your organization have?


Without Change There Can Be No Improvement

doing the same thing over and over

~ Albert Einstein


END


Call: Bob Gilbert at 772-485-5555 orGil Lugo at 954-224-5611

Email: [email protected] [email protected]

Green Stream MappingThank You!

For more information:


Welcome to Green Stream Mapping Presentation for ASQasqpalmbeach.org/pdf/GSM.pdf · Value Stream Mapping Tools & Techniques A variety of tools & techniques can enhance the Lean and

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