Value stream map TIM Corp.: from current to future state
About this app
The lab case study after “Learning to See” as an interactive value stream map with standard symbols: the map grows in six steps from the customer upstream, then timeline, takt diagram and totals show 21.6 days of lead time against 149 s of processing and assembly as the bottleneck. Apply the seven design guidelines one by one until the future state stands; takt calculator for demand and shifts.
With explain mode: an AI tutor walks you through the app, points out what matters in the scene and answers your questions.
Value stream analysis and design
A value stream analysis follows one product family from supplier to customer: material flow at the bottom, information flow at the top, and underneath a timeline with the range of coverage of each inventory and the processing times. Takt time is net working time divided by customer demand. The range of coverage of an inventory is stock divided by daily demand, lead time is the sum of all ranges and processing times, and the value-added ratio is processing time divided by lead time. Value stream design then derives a future state with seven design guidelines.
What the app shows
The lab case study after Rother and Shook: TIM Corp. stamps, welds and assembles car tops for CAR Corp., 18,400 pieces a month; STEEL Corp. supplies the steel. The map is built in six steps starting from the customer, with standard symbols for processes, data boxes, inventories, push arrows and information flow. Timeline, takt diagram and totals box show the current state: 55,200 s of net time for 920 pieces a day give a takt of 60 s, 149 s of processing face 21.6 days of lead time, and assembly at 62 s is the bottleneck.
What you try out
Switch on the seven design guidelines one by one: segmentation, production at customer takt, continuous flow in a cell with three operators, supermarket pull with kanban, a single pacemaker, levelling with heijunka and shorter changeovers at the press. Map, timeline and metrics follow; with all seven, lead time in the teaching model drops to about 4 days. In the takt calculator you change demand, working days, shifts and breaks and see how takt time, the number of operators in the cell and the bottleneck change with them.
Frequently asked questions
- How do you calculate takt time?
- Takt time = net working time ÷ customer demand. At 18,400 pieces a month and 20 working days, that is 920 pieces a day. Two 8-hour shifts with 20 minutes of breaks each give 55,200 s of net time, so 55,200 s ÷ 920 pieces = 60 s.
- How do you determine lead time in a value stream?
- Convert each inventory into a range of coverage, i.e. stock divided by daily demand, and add up all ranges and processing times. In the TIM Corp. case study this gives about 21.6 working days for 149 s of processing time, a value-added ratio of about 0.0125 %.
- What is the difference between a pacemaker and a bottleneck?
- The pacemaker is the one process in the value stream that receives the production schedule; downstream, material flows without intermediate stock. A bottleneck is a process with too little capacity whose cycle time exceeds takt time, in the case study assembly at 62 s against a 60 s takt.
- How does the “Value stream map TIM Corp.” app work?
- You build the current-state map in six steps, read the timeline and takt diagram, and then switch on the seven design guidelines one by one until the future state is complete. Current-state figures come from the case study; future-state values are assumptions of the teaching model.
Subject: Industrial Engineering
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