《精实生产简介》PPT课件.ppt

精實生產 簡介,Lets define Lean Manufacturing精實生產的定義,For our discussion, we will define lean manufacturing as the “ process of identifying and eliminating waste within our operations including manufacturing, engineering and administration.” 對於此次課程討論而言，我們將精實定義為：生產、設計與管理運作當中，找出並消除浪費的過程。,Evolution of the Manufacturing System,The process of manufacturing and supplying products has evolved from simple craft production to a fast-paced, global-oriented arena.產品的產銷流程已經從手工製造發展到快速、全球導向的競爭中。,Evolution發展,Craft手工,Mass量產,Lean精實,Less individual control; Responsibilities distributed over many people. 個人管制較少，責任分佈於眾人身上。,Time and Resources force transition 時間與資源逼使著轉變出現,Customer demand is the universal driver in change所有改變的驅動力是：客戶需求,Customer Order客戶下單,Customer Order客戶下單,Waste浪費,X,Product Shipment出貨,Time時間,Time (shorter) 時間（變短）,Lean Manufacturing helps to shorten the timeline between the customer order and the product shipment.精實生產有助於縮短客戶下單與出貨中的時間。,Conditions that were satisfactory yesterday are not acceptable today. Tomorrows demands will be even greater.昨天滿意的條件今天未必被接受。明天的需求甚至會更多更大。,X,Product Shipment出貨,Why make the change to Lean Manufacturing?為何要轉變到精實生產？,Lean Manufacturing implementation has been shown to aid companies in the following areas:精實生產已運用在下列範疇中：,Improved productivity改善生產力 People not wasting effort on non-value added tasks人們不會浪費時間在沒有價值的工作上 Predictable and stabile environment一個可知且穩定的環境 Greater Quality Assurance更好的品質保證 Tools designed to achieve defect elimination, not detection工具是設計來以減少不良，而不只是用來檢驗。 Greater Flexibility更大的彈性 Quicker response to changes in customer orders快速反應以符合客戶要求的轉變 Reduce Cost降低成本,So, what is Lean Manufacturing?那麼，什麼是精實生產呢？,Remember our definition謹記我們的定義： “The process of identifying and eliminating waste within our operations including manufacturing, engineering and administration.” 生產、設計與管理運作當中，找出並消除浪費的過程。 For this conversation, we will limit our scope to the manufacturing operation.這裡，我們會將討論範圍限定在生產面。,How should we determine what “waste” is:我們如何定義浪費？,Waste defined:浪費的定義是： Waste - anything that takes time, resources or space but does not add to the value of the product or service delivered to the customer.耗費時間、資源或空間，卻沒有對客戶手上的產品或服務，增加價值的一切事務。,While products made in each factory may be different, the typical wastes found in factories are similar:雖說產品各有不同，但工廠裡出現的浪費卻是類似的：,Correction修補 Conveyance輸送 Motion動作 Over-production過量生產 Over-processing多餘制程 Waiting等待 Inventory儲存,Waste of Product Defects產品不良的浪費,When defects occur at one station, operators at subsequent stations waste time waiting, thereby adding cost to the product and adding production lead time.當某工序出現瑕疵時，下工序的人就必須花時間等待，因此增加產品成本與等待時間。 Furthermore, rework may be required or the defective products are scrapped.不只如此，可能還要返工或報廢該產品。 If a defect occurs in assembly, additional labor is required to disassemble and additional parts are required to reassemble.如果成型出現一個不良，額外的動作就會被用作來拆裝；也需要另一個新物件來重新組裝。,Waste of Conveyance運送的浪費,For Example範例： Raw material being stored away from the place of use.原物料儲存處遠離現場 Result結果： We must inform tracking personnel where to pick up material我們必須告知專門運送人員去提領物料 We will need additional storage location other than point of use我們需要在現場之外準備儲存區域 We need additional material movement personnel and equipment我們需要額外運送物料的人員與設備,Processing Waste流程的浪費,Performing operations that are not required to manufacture or assemble the product to the customers quality expectations.係指，與符合客戶品質要求的生產裝配無關的動作。,Waste of Motion動作的浪費,Whatever time not spent in adding value to the product should be eliminated as much as possible.與增加產品價值無關的時間，都應該盡可能地消除。 Movement does not necessarily indicate value-added work.移動不必然表示它是個增加價值的工作。,Categories of Work工作分類 Value Added - something the customer will pay for 附加價值-客戶願意付錢買 Incidental - something which has to be done 附加-某些本來不用作，但卻必須做的事。 Waste - provides no value or service 浪費-沒有價值或幫助的事,“Eliminate Waste: 消除浪費 Reduce Incidental Work”減少附加動作,Value Added,Waste,Incidental Work,Work,Motion,Waste from Over-production過量生產所導致的浪費,Created by producing goods above the amount required by the market.生產超出市場需求數量的產品會導致：,Over-Production 過量生產,extra defects額外的不良,extra handling額外的操作,extra space額外的空間,extra machining過度使用機器,extra paperwork多餘的文書往返,extra people額外的人員,extra overhead額外的經常性支出,Waste of Excess Inventory過量儲存的浪費,As shown with Over-production, excess inventory requires extra cost to handle and maintain.誠如過量生產所說，過量儲存需要額外的成本來運作維持 Excess inventory also covers problems in the operation.過量儲存也會掩蓋住操作中的一些問題,排程不良,機器故障,品質問題,運送途徑過長,供應商交期,生產線不平衡,設定時間 過長,曠工,溝通問題,欠缺日常管理,儲存之海,成品,原物料,Tools of Lean Manufacturing精實生產的工具,Pull System 後拉式系統 Standardized Procedures標準化流程 Rapid Set Up快速上線 Error Proofing防呆 Total Productive Maintenance 全面設備保養 Visual Management目視管理,Material Movement物料移動,In traditional manufacturing, all process departments receive schedules and produce to it.在傳統製造業，流程上所有的各單位接受安排，並依此操作。 Each process produces their parts and forwards them to the next process. 每個單一流程各自生產，並將其交至下一流程。 This is commonly referred to as the Push System. 這就是一般所謂的推式系統。,Material Movement (cont.)物料移動（續）,The Push System makes adapting to change very difficult.推式系統使得接受改變非常困難 The result is extra inventories of parts not needed accumulating in the producing departments.結果就是，在生產線上堆積了不需要的物件，而需要額外儲存。 And shortages of parts that are needed in the downstream processes.下游工序就開始缺料,Material Movement (cont.)物料移動（續）,In contrast, a “Pull System” provides that only the downstream process receives the schedule.相反的，後拉式系統只依經過計畫後的產量安排，提供下游工序物件。 Each upstream process maintains a standard “in-process” stock level that the subsequent process withdraws from.前一工序依照下一工序所需，維持標準線上存貨的水準。 This “pull” triggers the department to produce parts to replenish the stock level.後拉使得各單位只要生產滿足存貨水準的半成品。 The department withdraws stock from its supplying operations stock level, thereby initiating an additional “pull”各工序從只上游工序的存貨，獲得所需數量；因此，啟動另一個後拉,Example of a Pull System後拉式系統範例,工序A,Schedule is provided to final production department生產計畫僅提供給最後一個生產單位,Each process upstream maintains standard stock levels.每一上游工序維持標準存貨,Customer客戶,Example of a Pull System後拉式系統範例,The final production department withdraws needed materials from its supplier operation最終生產單位從上一工序拉來所需物料,Customer客戶,工序A,Example of a Pull System後拉式系統範例,Pull拉,Customer客戶,The units are produced and shipped to the customer.貨物生產後裝箱送至客戶手上,The supplying department now produces to fill up its stock level. It withdraws the supplies it needs from the upstream process.供給單位現在的生產，是為了填滿它的標準存貨水平。它向前一工序拉來所需要的半成品。,工序A,Example of a Pull System後拉式系統範例,Customer客戶,The customers needs are filled long before the initial department even knows about the request在第一個生產部門收到指令前，客戶需求已經被滿足了。,工序A,Standardize Work Practices標準化作業實務,Standardized Work is the foundation for continuous improvement activities. 標準化作業是持續改善動作的基石 It is the tool that aides in achieving maximum performance with minimum waste. 它有助於最少浪費、最大成效的達成 As people standardize on their work practices, new methods to improve performance will become evident. 當所有人在工作上都遵守摽准化時，有助於工作改善新方法將會清楚呈現出來。,Standardize Work Practices標準化作業實務,Standardize Work Practices標準化作業實務,Expose Problems 凸顯問題,Solve Problems 解決問題,Implement New Method運用新方法,Dont be fooled.注意,Standardized Work Practices vary from traditional “Job-Instruction Worksheets”.標準化作業實務與傳統工作指導守則不一樣 Standardized Worksheets are oriented toward improvement activities.標準化守則有助於工作改善 Their purpose is not to institute rigid work standards.其目的並不在於形成僵化的工作標準 The Standardized Worksheet is a “living document” that must be routinely reviewed and updated.標準化守則是個活的文件，表示它必須定期檢視並隨時修正。 Is should be developed with the operators involvement as well as the Group and Team Leader as well as other staff personnel.它必須接納TL/GL、其他幕僚單位和操作者的意見而進行修正,Error Proofing防呆,The prevention of making errors, which would result in defects and lost time. 係指，防止那些會造成不良品與浪費時間的錯誤。 Allows the operator to concentrate on his/her work without paying unnecessary attention to preventing mistakes. 可以使得員工專心於工作，而不必花其他不必要的時間和注意力，去避免錯誤出現。 Eliminates the need for inspection. 減少檢驗（多餘）的需求,Error Proofing Illustrated防呆實例說明,Fixture固定配置,Workpiece部件,Chuck卡筍,Correct Position (can be loaded) 正確位置（可以裝好）,Wrong Position (cannot be loaded) 錯誤位置（不能裝好）,Rapid Changeover Procedures快速轉換流程,Team-based improvement activity that significantly reduces setup and changeover time. 以團隊為基礎的改善動作，可以明顯地減少設定與轉換時間。 A changeover is not completed until the machine or process consistently produces good products, at the required speed. 直到機器或流程可以在既定時間內，持續地生產出完好的產品，轉換才算完成。,Setup time is typically composed of four functions:換線工時一般由四個功能所組成：,Preparation of materials,Dies, and fixtures. 物料、模座與固定設備的準備 Clamping and removing dies and tools. 拴緊與調整模座和工具 Centering and determining dimensions of tooling. 工具定位與決定使用範圍 Trial processing and making needed adjustments. 試轉與適當地修正,Example of Improved Changeover Time轉換時間改善範例,10,20,30,40,50,60,70,5/3,7/23,8/13,8/30,10/9,10/25,11/9,11/10,12/8,2/3,Improvement of Internal Setup 內部換線工時的改善,History of Setup Time Reduction at Household Goods Manufacture Household Goods 製造廠換線工時降地的歷史,Setup Time (minutes) 換線工時（秒）,Source: The New Manufacturing Challenge by Kiyoshi Suzaki 資料來源：新式生產轉換。Kiyoshi Suzaki著。,So, once we understand the intent of Lean Manufacturing, and have learned some of its tools, the remaining questions is where to begin. 所以，一旦我們瞭解精實生產的內涵，而且也學習到精實生產中的一些工具，剩下的問題就是：從哪裡開始？,First Step: Know your what your customer demand is.第一步：瞭解你的客戶要什麼,Customer demand is typically indicated by “takt time”. 客戶需求一般係由節拍時間所導引 Takt time is a reference number that gives you a sense for the pace at which each process needs to be producing. 節拍時間是個參考數，它可以幫你察覺每一生產流程進度。,How to calculate Takt Time:如何計算節拍時間：,Divide the available time by the customer demand根據客戶需求分割所有可得時間,Takt time（節拍時間） =,Your available work time你的可用時間,Customer demand客戶需求,Example範例:,= 59 seconds秒,Results:,The customer is buying this product at a rate of every 59 seconds.顧客購買的產品耗時59秒 Target rate for producing a product and its components.生產一件成品和其物件的目標時間,Step 2: Illustrate the process detailing each operation.第二步：示範流程中細微的操作,機器加工,處理,焊接,組裝,原料 5 天,20,000 A 15,000 B,25,000 A 18,000 B,15,000 A 8,000 B,Focus activities to diminish impact of the major constraint將焦點放在減少重點限制的衝擊,While all operations show that they function below the calculated takt time, the biggest impact will be made on the Treatment operation.當所有的操作都根據節拍時間時，最大的衝擊會來自於處理動作。 However, as this is the major process causing delay in production, you may want to test your abilities on a less critical operation.然而，當這成為造成生產延誤的主要流程時，可以在較小的關鍵操作上試試你的能力。 Remember, production pays the bills. Shutting down an operations to improve it may not be the wisest course of action.謹記，生產要花錢。停工改善可不是個最聰明的作法。,Once customer demand is assured:一旦確認了客戶的需求：,Begin continuous improvement activities focused on process stability, reducing cost and improving flexibility. 持續改善動作開始後必須著眼於流程穩定、成本降低與增強彈性。 Look for ways to reduce any work-in-process stock. 尋找任何方法減少獻上庫存 Aim to reduce lead times by half. 緊盯減少一半整體操作時間的目標,Many companies utilize the Five Phase Approach諸多公司都使用五階段的途徑,Stability 穩定,Continuous Flow 連續流,Synchronous Production 同步生產,Pull System 後拉式系統,Level production 平準化生產,Bring process variables under control讓流程中的變異受到控制Provide an environment to eliminate waste提供減少浪費的環境Show quick business impact展現快速工作上的衝擊,Reduce Work In Process inventory, time loss and defects減少在製品、時間Increase process flexibility增加流程彈性 Create repeatability between workstations增加工作站間的重複性,Synchronize operations with customer requirements (takt time)與客戶要求同步操作（節拍時間） Create disciplined process repeatability創造有規律的流程重複性,Create an environment where material replenishment links operation with customer demand創造一個以客戶要求為主，與操作工序連接的物料填補環境,Reduces response times or changes in demand減少需求的改變或反應時間 Reduces upstream schedule variability減少上游排程的變異,Summary摘要,The challenge for todays manufacturers is great. Many companies are struggling to maintain a competitive edge in manufacturing.對今日的製造業而言，挑戰是好的。許多公司正在為了維持競爭力而奮鬥。 Lean manufacturing offers many organizations a proven way to help reduce waste in their operations.精實生產提供許多組織一個經過驗證的方法，去幫忙減少他們操作中的浪費。,