VSM Chinese -價值流程圖繪制方法

1、Introduction介紹介紹“Whenever there is a product for a customer, there is a value stream.只要有客戶產(chǎn)品的地方，就會有價值流程只要有客戶產(chǎn)品的地方，就會有價值流程.The challenge lies in seeing it挑戰(zhàn)就在于發(fā)現(xiàn)它挑戰(zhàn)就在于發(fā)現(xiàn)它.Introduction to LeanWhat is Lean?Customer OrderReceipt of cash from customerNon Value Added Activities.(Waste Reduction)Time line

2、ReductionMuda“A manufacturing philosophy that shortens the time line between the customer order and the shipment by elimination of waste (non-value-adding activities).”50%45%5%T = TransportI = InventoryM = Motion W = WaitingO = OverproductionO = Over processingD = DefectsWhat is a Value Stream?價值流程是

3、什么價值流程是什么?IIDie casting 壓鑄Plating裝配Assembly裝配All of the actions (both value added and non-value added) required to bring a product (product family) through from raw materials to the customer價值流程是指一件產(chǎn)品價值流程是指一件產(chǎn)品(一類產(chǎn)品一類產(chǎn)品)從原材料到成品所需要的所有活動從原材料到成品所需要的所有活動(包括增包括增值和非增值值和非增值)Looks at the Product Flow and In

4、formation Flow觀察產(chǎn)品流和信息流觀察產(chǎn)品流和信息流Current State and Future States are developed觀察目前現(xiàn)狀并制定未來的改善目標(biāo)觀察目前現(xiàn)狀并制定未來的改善目標(biāo)Used to identify key areas for kaizen opportunities用于識別改善的重點用于識別改善的重點Why Do Value Stream Mapping?為什么要繪制價值流程圖? It helps us to visualize the product flow and understand the information flow有助于我

5、們看到產(chǎn)品流和了解信息流有助于我們看到產(chǎn)品流和了解信息流 It helps us to see waste有助于我們發(fā)現(xiàn)浪費有助于我們發(fā)現(xiàn)浪費 It forms the basis of the formation of a Lean production system價值流程圖是精益生產(chǎn)體系培訓(xùn)的基礎(chǔ)價值流程圖是精益生產(chǎn)體系培訓(xùn)的基礎(chǔ) It allows everyone to gain a common understanding of the current state and the future vision 有助于每個人了解現(xiàn)狀和未來愿景有助于每個人了解現(xiàn)狀和未來愿景Steps f

6、or Value Stream Mapping價值流程圖的繪制步驟價值流程圖的繪制步驟 1. Select a product family 選擇一種產(chǎn)品類型選擇一種產(chǎn)品類型 2. Create a current state map 繪制現(xiàn)狀圖繪制現(xiàn)狀圖 3. Create a future state map 繪制未來愿景圖繪制未來愿景圖 4. Develop an action plan for implementation 制定出實施的行動計劃制定出實施的行動計劃Definition of “Product Family”: 一類產(chǎn)品的定義一類產(chǎn)品的定義 Group of produc

7、ts that pass through similar processing steps/ common equipment in downstream processes 采用相同或相近工藝設(shè)采用相同或相近工藝設(shè)備進行加工的產(chǎn)品備進行加工的產(chǎn)品Tools: 工具工具 Part Quantity/Process Route Analysis (PQPR) 部件數(shù)量部件數(shù)量/工藝路線分析工藝路線分析Information to record: 記錄信息記錄信息 Product Family Name & Description 種產(chǎn)品類型的名稱和描述種產(chǎn)品類型的名稱和描述 Number of

8、Products within Family 一類產(chǎn)品里產(chǎn)品的數(shù)量一類產(chǎn)品里產(chǎn)品的數(shù)量 Demand for each Product ： Quantity & Frequency 每個產(chǎn)品的需求：每個產(chǎn)品的需求： 數(shù)量數(shù)量 & 頻率頻率Step 1: Select a Product Family第一步第一步:選擇一種產(chǎn)品類型選擇一種產(chǎn)品類型Step 1: Select a Product Family第一步第一步:選擇一類產(chǎn)品選擇一類產(chǎn)品PROCESS NAME 工藝名稱Part #零件號DemandQuantity需求量% of Total總量百分比CNC MillCNC銑床Center

9、Lathe車床Grind磨床Roll滾壓Clean清洗GearTeethCutting齒輪齒切割A(yù)ssembly裝配Packaging包裝1OBR-026420352OBR-030288243OBR-0082762343201478475330033484633000324273300302428320148121932008712110OBR-004121TOTAL1,200100 Part Quantity/Process Route Analysis (PQPR) 部件數(shù)量部件數(shù)量/工藝路線分析工藝路線分析(PQPR)Step 2: Create the Current State Ma

10、p第二步第二步: 繪制出現(xiàn)狀圖繪制出現(xiàn)狀圖Recommendations: 建議建議Begin “Within Plant” 從工廠內(nèi)部開始從工廠內(nèi)部開始Use actual, observed data. 使用真實的、觀察得到的數(shù)據(jù)使用真實的、觀察得到的數(shù)據(jù)Begin at end point & proceed in reverse flow. 從終點開始并以與生從終點開始并以與生產(chǎn)流程方向相反的順序進行產(chǎn)流程方向相反的順序進行Walk the entire process first before recording data. 在記錄數(shù)據(jù)之在記錄數(shù)據(jù)之前，先走一遍整個工藝流程前，先走一

11、遍整個工藝流程Everyone on the team should create their own map. 小組中的每一小組中的每一個人應(yīng)繪制出自己的流程圖個人應(yīng)繪制出自己的流程圖Use time units of “seconds” 時間以秒為單位時間以秒為單位Use pencil and paper. 用筆和紙用筆和紙代表性數(shù)據(jù)收集及計算代表性數(shù)據(jù)收集及計算 Drop Off Rate (DOR) 有效作業(yè)時間有效作業(yè)時間 Changeover Time (C/O) 轉(zhuǎn)換時間轉(zhuǎn)換時間 Availability (Uptime) 可用性可用性(運行時間運行時間) Production

12、Batch Size 一批生產(chǎn)的數(shù)量一批生產(chǎn)的數(shù)量 Number of Operators 操作者數(shù)量操作者數(shù)量 Pack Size 一個包裝里的數(shù)量一個包裝里的數(shù)量 Available Working Time - # shifts & time 可用的工作時間可用的工作時間-多少班以多少班以及時間及時間 Scrap Rate 廢品率廢品率 Product Variations (i.e. L, R) 產(chǎn)品的變化種類產(chǎn)品的變化種類 (就是就是: 左左, 右右)Rustys Wrench FactoryRusty扳手工廠扳手工廠Case Study案例分析案例分析“Rustys Wrench

13、Factory” Data Set “Rusty扳手工廠扳手工廠”-數(shù)據(jù)設(shè)定數(shù)據(jù)設(shè)定BACKGROUND背景背景Rustys Wrench Factory produces several types of wrenches and is the sole supplier to Giant Tool Supply, the nations largest supplier of tools to the industrial community. Rusty produces metric and SAE sizes of open-end wrenches. Rusty扳手工廠生產(chǎn)幾種類型

14、的扳手扳手工廠生產(chǎn)幾種類型的扳手, 是國家工業(yè)界最大的工具供應(yīng)者巨人工具供應(yīng)公司唯一是國家工業(yè)界最大的工具供應(yīng)者巨人工具供應(yīng)公司唯一的供應(yīng)商的供應(yīng)商, Rusty生產(chǎn)公制和生產(chǎn)公制和SAE尺寸的開口扳手尺寸的開口扳手.CUSTOMER REQUIREMENTS客戶需求客戶需求: 3,200 Sets per month: 2,200 SAE/1,000 metric. 3,200套每月套每月, 其中其中2,200套套SAE尺寸和尺寸和1,000套公制套公制. Customer operates on one shift. 客戶的工作是一班制客戶的工作是一班制. Wrenches are pac

15、ked in sets of 25. 扳手的包裝一件是扳手的包裝一件是25套套. The customer orders by sets. 客戶按套下單客戶按套下單. Rustys Wrench provides a daily shipment by truckload to Giant.扳手廠每天用卡車交貨扳手廠每天用卡車交貨WORKTIME工作時間工作時間 20 days in a month. 一個月工作一個月工作20天天. Two shift operation in all departments. 所有部門都按兩班制工作所有部門都按兩班制工作 Eight (8) hour shi

16、fts. 每班工作每班工作8小時小時. Two 10-minute breaks during each shift. 每一班休息兩個每一班休息兩個10分鐘分鐘 10 minute clean-up allowed each shift. 每一班允許抽每一班允許抽10分鐘進行清潔分鐘進行清潔. Unpaid lunch. 自費午餐自費午餐.“Rustys Wrench Factory” Data Set“Rusty扳手工廠扳手工廠”-數(shù)據(jù)設(shè)定數(shù)據(jù)設(shè)定PRODUCTION PROCESSES生產(chǎn)工藝生產(chǎn)工藝 Rustys process begins with hot forging (drop

17、 forge) a wrench, followed by machining, polishing, plating, and packing into sets. The sets are then staged and shipped to Giant Tool Supply on a daily basis. Rusty的工藝是先熱鍛出扳手的工藝是先熱鍛出扳手, 接著機加工接著機加工, 拋光拋光, 電鍍電鍍, 最后包裝成套最后包裝成套. 成套的扳手以天為單位發(fā)貨給巨人工具供應(yīng)公成套的扳手以天為單位發(fā)貨給巨人工具供應(yīng)公司司. Changing over between SAE and M

18、etric requires 1 hour changeover in Forging, and 20 minutes in Machining. SAE和公制的轉(zhuǎn)換在熱鍛處需要和公制的轉(zhuǎn)換在熱鍛處需要1小時小時, 機加工處需要機加工處需要20分鐘分鐘. Steel bar stock is supplied by Lean Steel Company, delivering twice a week on Monday and Thursday. 鋼鋼棒料由精益鋼材公司提供棒料由精益鋼材公司提供, 周一和周四每周兩次交貨周一和周四每周兩次交貨.RUSTYS PRODUCTION CONTRO

19、L DEPARTMENT: RUSTY生產(chǎn)控制部門生產(chǎn)控制部門 Receives Giants 90/60/30 day forecast and enters into MRP. 收到巨人收到巨人90/60/30天的訂單預(yù)測并輸入天的訂單預(yù)測并輸入MRP. Issues an 8 week forecast to Lean Steel via MRP. 通通MRP發(fā)出一個發(fā)出一個8周的預(yù)測訂單給精益鋼材公司周的預(yù)測訂單給精益鋼材公司. Releases for cut bar stock via weekly faxed orders to Lean Steel. 每周傳真棒料切斷的訂單給精

20、益鋼材公司每周傳真棒料切斷的訂單給精益鋼材公司. Receives daily firm order from Giant Tool Supply. 每天收到巨人公司確定的訂單每天收到巨人公司確定的訂單. Generates weekly MRP-based build schedules to all manufacturing departments. 每周建立以每周建立以MRP為基礎(chǔ)的為基礎(chǔ)的生產(chǎn)計劃發(fā)放給所有生產(chǎn)部門生產(chǎn)計劃發(fā)放給所有生產(chǎn)部門. Issues daily shipping schedule to Shipping Department. 發(fā)放每日出貨計劃給出貨部門發(fā)放每

21、日出貨計劃給出貨部門 “Rustys Wrench Factory” Data Set “Rusty扳手工廠扳手工廠”-數(shù)據(jù)設(shè)定數(shù)據(jù)設(shè)定手操作鍛造機切邊. 工藝包括鍛造后的切邊工序.(6 名操作工)手工操作連續(xù)運轉(zhuǎn)的機器. 共需要經(jīng)過六臺機器.(15名操作工)手工操作拋光. 操作者靠目視來檢驗(11名操作工)手工將堆件上掛并經(jīng)過所有的電鍍工序(5名操作工)操作者手工將扳手打包成套 (12名操作工)Removes sets from Pack and stages for daily truck shipment to the customer.12秒12秒10秒16秒200 秒每套不適用I小時

22、從SAE轉(zhuǎn)為公制20 分鐘 (整個單元)無無無不適用100 %98%99%99%不適用不適用95%, 所有不合格品報廢.98%一次通過, 多數(shù)不合格品可以返工.94%一次通過, 多數(shù)不合格品可以返工.98 %一次通過, 多數(shù)不合格品可以返工.99.5%一次通過.不適用6000 件已切好沒鍛造的棒料. 鍛造好的18000 (12k SAE, 6k 公制)25000 件:18k SAE, 7k 公制55000 件:35k SAE,20k 公制6000 件全剖是SAE75000 件50k SAE25k 公制無 每天出貨的數(shù)量.鍛造鍛造機加工機加工拋光拋光電鍍電鍍包裝包裝出貨出貨OperationDe

23、scription 操作描操作描述述Drop Off RateObserved 觀察到的觀察到的有效操作時間有效操作時間Changeover 轉(zhuǎn)換時間轉(zhuǎn)換時間MachineReliability 設(shè)備設(shè)備可靠性可靠性Quality 質(zhì)量質(zhì)量Inventory庫存庫存Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyForgeMachinePolishPlatePackShip= 6= 15= 11= 5= 12I6000 Cut BarsI1800012k SAE6k MetricI2500018k SAE7k

24、 MetricI5500035k SAE20k MetricI60006k SAE0k MetricI7500050k SAE25k MetricMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 98%DOR = 10”C/O = n/aUptime 99%Quality 94%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut

25、Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxWeekly Build SchedulesDaily ShipSchedule1.5 Days4.5 Days6.25 Days13.75Days1.5 Days18.75Days12 Secs12 Secs10 Secs16 Secs8 SecsProduction Lead Time=46.25 daysProcessingTime= 58 secs270002000=13.5Multiple Part Flows 多零件的流

26、程Rustys wrench factory is simplified to better understand the VSM principles. Rusty扳手工廠是簡單化有利于更好理解VSM原理.Many operations have multiple part flows that merge at some point (ie-assembly). 許多運作其實有多個零件流在某一點(裝配)上匯合.Draw these flows over one another on your map. 將這些流程一個個依次畫在你的圖上.PaintMachineDegreaseAssembl

27、y= 6= 8= 1= 12I6000 Cut BarsI18000I25000I55000PaintMachineGrind= 6= 5= 3I1000I15000I30000I55000VSM Symbols 價值流程圖圖標(biāo)Note: Can be cut and pasted for electronic VSMs 可剪切和粘貼C/T=C/O=Op=Shifts=Uptime=Suppliers/CustomersDeliveries運輸IFIFOOXOXOperation操作Data Box 數(shù)據(jù)框Suppliers / Customers供應(yīng)商/客戶Push 推Supermarket

28、物料超市Mixed Model混合模式Electronic Information Flow電子信息流Visual Scheduling 可視的計劃安排Withdrawal Kanban 取件看板Signal Kanban信號看板Kaizen Burst急需改善First In, First Out Lane先進先出通道Inventory存貨Step 3: 第三步第三步Developing the Future State制定未來愿景圖制定未來愿景圖Purpose of a Future State Map繪制未來情形圖的目的繪制未來情形圖的目的It forms the basis of an

29、 implementation plan towards a Lean Production System它是制定精益生產(chǎn)體系實施計劃的基礎(chǔ)它是制定精益生產(chǎn)體系實施計劃的基礎(chǔ)It forms a stream of value-adding flow linked to the customer by pull or continuous flow未來愿景圖中所繪制的是一條與客戶銜接的拉式或連續(xù)流未來愿景圖中所繪制的是一條與客戶銜接的拉式或連續(xù)流動的增值流動的增值流It allows for full participation and buy-in of the team in develo

30、ping the future vision of the business它讓團隊充分參與對未來業(yè)務(wù)愿景的設(shè)計它讓團隊充分參與對未來業(yè)務(wù)愿景的設(shè)計1.What is the Takt Time ? 節(jié)拍時間是什么節(jié)拍時間是什么?2.Will you build to FG Supermarket or Build to Shipping?你是為成品你是為成品超市還是直接出貨而生產(chǎn)的超市還是直接出貨而生產(chǎn)的?3.Where can you use continuous flow processing? 在哪里你可以運用連續(xù)流加工工藝在哪里你可以運用連續(xù)流加工工藝?4. Where do you

31、 need pull systems ?在哪里需要應(yīng)用拉式系統(tǒng)在哪里需要應(yīng)用拉式系統(tǒng)?5. At which single point (pacemaker) will you schedule production ?你將在哪一個單點你將在哪一個單點(啟博器啟博器)上安排生產(chǎn)上安排生產(chǎn)?6. How will you level the production mix? 你將怎樣平衡多種產(chǎn)品混合的生產(chǎn)你將怎樣平衡多種產(chǎn)品混合的生產(chǎn)?7. What process improvements are required as Future State dictates? 要實現(xiàn)未來愿景要實現(xiàn)未來愿景

32、, 什么樣的工藝改進是必須的什么樣的工藝改進是必須的?Key Future State Questions關(guān)于未來情形的主要問題關(guān)于未來情形的主要問題What is the TAKT Time? 什么是什么是TAKT時間時間TAKT Time TAKT時間時間 = Available Working Time可用的工作時間可用的工作時間 Customer Demand客戶需求產(chǎn)品數(shù)客戶需求產(chǎn)品數(shù)Example: 例如例如Available Working Time = 28,800s 1200s = 27, 600s 可利用工時可利用工時 = 28,800秒秒-1200秒秒=27,600秒秒C

33、ustomer Demand = 920 units 客戶產(chǎn)品需求量客戶產(chǎn)品需求量 = 920件件 TAKT Time = 27,600s / 920 units = 60 secTAKT時間時間 = 27,600秒秒/920件件 = 60秒秒Will you build to FG Supermarket or Build to Shipping?將是為成品超市還是出貨主導(dǎo)模式生產(chǎn)?Goal is to have only one scheduling point 目標(biāo)是只能有一個制定進度的點目標(biāo)是只能有一個制定進度的點Answer to the above question will de

34、termine where that point needs to be 回答了上面的問題后才能決定這個點應(yīng)該在哪里回答了上面的問題后才能決定這個點應(yīng)該在哪里Process 1工序工序1Process 2工序工序2Process 3工序工序3Schedule制定生產(chǎn)進度表制定生產(chǎn)進度表Customer客戶Build to Supermarket: 物料超市模式物料超市模式Process 1工序工序1Process 2工序工序2Process 3工序工序3Customer客戶Schedule制定生產(chǎn)進度表制定生產(chǎn)進度表FIFOProcess 4工序工序4FIFOBuild to Order: 按

35、訂單生產(chǎn)模式按訂單生產(chǎn)模式STOP If full滿則停滿則停Can You Use Continuous Flow Processing?你能用連續(xù)流加工工藝嗎?One piece flow 單件流Create work cells 單元化生產(chǎn)Balance work to meet TAKT time 平衡生產(chǎn)以達到TAKT時間Machining機加工Assembly裝配Where Do You Need Pull Systems?在哪里需要運用拉式系統(tǒng)在哪里需要運用拉式系統(tǒng)?Note: Only consider after flow possibilities are exhauste

36、d僅在流水作業(yè)不可能的情況下考慮僅在流水作業(yè)不可能的情況下考慮Suppliers with multiple customers具有多客戶的供應(yīng)商或者是具有多客戶的供應(yīng)商或者是一個單元需生產(chǎn)多個同類型的零件。一個單元需生產(chǎn)多個同類型的零件。 Operation Cycle Time Limitations 操作周期時間的限制操作周期時間的限制. Process Location 加工場所加工場所. Unreliable Processes 不可靠工序不可靠工序. Long Lead Time Processes 交貨期長的工序交貨期長的工序。 Upstream Processes operat

37、ing in Batch Mode 上游工序以批上游工序以批次模式操作次模式操作.PITCH節(jié)距節(jié)距Pitch is the Takt time multiplied by an amount, usually a container quantity, that allows for a reasonable amount of time to deliver and take away work from a pacemaker process. 節(jié)距是所有節(jié)拍時間的累加, 通常以一個容器的數(shù)量為單位, 這樣允許一個合情合理的從開始到交付的時間.In our Example在我們的例子中在

38、我們的例子中:Takt 節(jié)拍時間= 13.5 秒Container Size容器大小 = 25Pitch節(jié)距= 337.5 秒 (5.6分鐘)Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyForgeMachinePolishPlatePackShip= 6= 15= 11= 5= 12I6000 Cut BarsI1800012k SAE6k MetricI2500018k SAE7k MetricI5500035k SAE20k MetricI60006k SAE0k MetricI7500050k SA

39、E25k MetricMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 98%DOR = 10”C/O = n/aUptime 99%Quality 94%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 We

40、ekForecastWeekly FaxWeekly Build SchedulesDaily ShipSchedule1.5 Days4.5 Days6.25 Days13-75 Days1.5 Days18.75 Days12 Secs12 Secs10 Secs16 Secs8 SecsProduction Lead Time= 46.25 daysProcessingTime= 58 secsTAKT Time27,000 sec2,000 pcs= 13.5 sec2501 Hour1.5 Days2 Days12 Secs16 SecsProduction Lead Time= 6

41、.5 daysProcessingTime= 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000 Cut BarsMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 92%DOR = 16”C/O

42、 = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000 pcs= 13.5 secMachine & Polish= 26Forge= 6Plate= 5Pack & Ship= 121 Shift12 Secs1 Day2 Days250

43、1 Hour1.5 Days2 Days12 Secs16 SecsProduction Lead Time= 6.5 daysProcessingTime= 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000 Cut BarsMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality

44、95%DOR = 12”C/O = 20 minUptime 98%Quality 92%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000 pcs= 13.5 secMachine & Polish= 26Fo

45、rge= 6Plate= 5Pack & Ship= 121 Shift12 Secs1 Day2 Days2501 Hour1.5 Days2 Days12 Secs16 SecsProduction Lead Time= 6.5 daysProcessingTime= 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000

46、 Cut BarsMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 92%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000 pcs= 13.5 secMachine & Polish= 26Forge= 6Plate= 5Pack & Ship= 121 Shift12 Secs1 Day2 DaysPacemaker LoopMfg. LoopForge LoopSupplier LoopStep 4: Develo