如何缩短产品制造周期

Short Lead Time缩短制造周期GMS员工参与标准化制造质量缩短制造周期持续改进32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationShort Lead Time 缩短制造周期缩短制造周期Health andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull/DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl&VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg.and DesignIntegration(DFM/DFA)ContinuousImprovementProcessLean Design of Facilities,Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/Order PartsPresentation Focus展示的重点This presentation focuses on lean material flow and its impact on reducing lead time.侧重于精益的物料流程，以及其对缩短过渡周期的作用侧重于精益的物料流程，以及其对缩短过渡周期的作用FullFullFullFullEmptyEmptyShort Lead Time缩短制造周期uUpon Completion of This Module Participants Will 学完SLT内容，将会：uUnderstand the Importance of Short Lead Time for Customer Responsiveness and Cost.明白SLT对客户响应及减少成本的重要性。Be Familiar With the Concepts Which Contribute to Short Lead Time.了解SLT的相关概念。Be Introduced to the Lean Materials Management Systems Which Control the Material Flow Into and Within the Plant.了解控制物料进入及在工厂内流动的精益物料管理系统。The Purest Form of Lean Material Flow is from the suppliers Last Value Added Operation to the customers Point of Use with No Waiting,Storage,Double Handling,or Excess Inventory.纯粹的精益物流系统是从供应商最后的增殖产品到客户的开始使用期间，没有等待、储存量、双重处理、多余库存。Short Lead Time StrategySLTSLT策略策略Supplier(供应商供应商)Plant(工厂工厂)Point of Use 开始使用开始使用 Receive Customer OrderReceive Customer Order 接收定单接收定单接收定单接收定单 Produce Vehicle Produce Vehicle 生产车辆生产车辆生产车辆生产车辆 Deliver Vehicle Deliver Vehicle 交付产品交付产品交付产品交付产品 Receive Payment Receive Payment 收到收到收到收到付款付款付款付款The movement of material in the right quantity,at the right time,to the right location,with the right equipment,using the shortest lead time and lowest possible cost for both supplier and customer.在最短的时间内，供应商与客户双方最少的成本损耗条件下，物料在适当的时间里把合适的数量用恰当的工具运送到一定的地点的流动。Lean Material Flow Definition精益物流定义1)Parts Ordering 定购零件定购零件2)Suppliers 供应商供应商3)Packaging 包装包装4)Transport 运输运输5)Receiving 接收接收6)Temp.Stores 临时仓库临时仓库7)Material Pull System物料拉动系统物料拉动系统8)Assembly Line 生产线生产线Lean Materials Management 精益物料管理FullFullFullFullEmptyEmptyOperator(操作工操作工)Part Presentation(零件摆设零件摆设)Conveyance(运输运输)Staging(分段运输分段运输)Receive/Unload(接收接收/卸货卸货)Transportation(运输运输)Suppliers(供应商供应商)LOWEST TOTAL COST 最低成本REDUCE LEAD TIME()PLAN FOR EVERY PART()Lean Material Flow:Guiding Principles精益物流：指导原则uSAFE(安全安全)uHigh valueadded(高增殖生产高增殖生产)uCompressionuPartPresentation uSmall Lot#1uBulk uSequenced/Repack uErgonomic uSpace(空间空间)uOrganization (组织组织)uFIFO (先进先出先进先出)uMethod（方式）方式）uFrequency (频率频率)uCommun-ication (交流交流)uWindow Receiving (窗口接收窗口接收)uEquipment (装置装置)uFrequency(频率频率)uMilk Runs uDirect Ship(直接运输）直接运输）u100%Tracked(100%跟踪跟踪)uResponsive(响应响应)uOn Time(及时及时)uRight Quantity(数量数量)uTo Specifications (合适规格合适规格)()Guiding Principles 指导原则uMake/receive frequent deliveries.接收频率接收频率uUse small lot containers.使用小件包装使用小件包装uUse the First In First Out(FIFO)process.先进先出程序先进先出程序uEliminate waste.减少浪费减少浪费Lean Material Flow Model精益物流典型Focus Areas 重点:1.Vehicle Scheduling 制造计划制造计划2.Part Ordering 订购零件订购零件3.Supply Base 供应基地供应基地4.Transportation&Receiving 运输与接收运输与接收5.Internal Pull Systems 内部拉动系统内部拉动系统6.Mobile Equipment 移动设备移动设备7.Part Presentation 零件摆放零件摆放Tools 工具：工具：Plan for Every Part 每个零件计划Standardized Work 标准化工作Small Lot Packaging 小件包装小件包装Level Schedules进展阶段Visual Management目视化管理 Minimum number of supply pointsSupply BasePull systems(拉动系统拉动系统)Level Build Pattern(均衡生产模式均衡生产模式)uFrequent Delivery()uMultiple Part Numbers/Delivery (/)uMinimal Inventory()GM PlantPart Part Part A B CPlant ProductionQtyTime1.Vehicle Scheduling Process Overview制造安排观测*Customer Orders客户订购客户订购+*Non-Sold Orders非卖计划非卖计划PlantProduction Plan工厂生产计划工厂生产计划Customer 客户客户Produce Vehicles生产阶段生产阶段 Dealers卖方卖方/Marketing销售销售Deliver Finished Vehicles 交付成品交付成品*Customer Orders 客户订购客户订购:Sold Vehicles 销售车辆销售车辆*Non-Sold Orders 非卖计划非卖计划:Dealer/Region Orders(No specified customer)卖方卖方/区域订购（无明确客户）区域订购（无明确客户）1-1.Vehicle Schedules 制造计划The Plant Production Plan levels vehicle requirements across the production period 生产计划应均衡各个阶段的生产需求。100%Customer delivery date compliance 百分百地在交付日期交货。Vehicle build status is known throughout the manufacturing process.整个生产部门都应该了解制造状态。Support reduced vehicle delivery lead time&manufacturing restrictions.支持减少车辆交付时间和各种生产限制。Vehicle Build Pattern 样板车样板车:Customer Order 客户定单：客户定单：When can I get my vehicle()?(什么时候可以交付车子什么时候可以交付车子?)143256PlantProductionPlan2Non-sunroof1 Sunroof2.Parts Ordering:Individual Parts订购：个件Part order based upon a projected vehicle build schedule 零件订购要以设定的生产计划为基础Order=(Parts Needed)-(Parts Have)订单=(需要零件)-(现有零件)Pick Up Document 订购文件Delivery quantity and timing instructions per shipment每次运输的数量及时限GM PlantDeliverySupplierPick Up DocumentPick Up DocumentPlantLine side Operation2-1.Parts Ordering:Sub-Assembly Parts(零件订购：分装件)As the vehicle passes a set point in the production process,a signal is generated and sent to the supply base requesting parts required for that vehicle.生产过程中，当生产车辆超出一定点时，生成一个信号通知供应商对该车的零件需求。Broadcast SignalBroadcast Signal (广播信号广播信号广播信号广播信号)7:008:009:00SEQ#1(8:00a.m.)SEQ#2(8:01a.m.)SupplierIn Sequence(Seat)3.Supply Base(供应基地)uClose proximity to the GM Plant for specific parts per delivery lead-time needs(typically these are sequenced sub-assemblies).在在GA车间附近为对制造周期有特殊要求的零件设立的基地（通常是些车间附近为对制造周期有特殊要求的零件设立的基地（通常是些定序的分装件）定序的分装件）uSequencing requirements are the responsibility of the awarded supplier (按先后需求排序是合格供应商的职责按先后需求排序是合格供应商的职责):Supplier owns the inventory until the latest point possible in the manufacturing process.(在送到生产线之前供应商拥有库存在送到生产线之前供应商拥有库存)uMinimize supply points(供应数量最低化供应数量最低化):Single supply point per part or sub-assembly.(零件或分装件的单零件或分装件的单一供应点）一供应点）Minimize the total supplier base(amount of suppliers).（总总供供应基地的基地的最小化（供应商数量）最小化（供应商数量）uSourcing decisions are based on the Total Material Pipeline Costs (基于总材料传送成本决定货源）基于总材料传送成本决定货源）Milk Run10-11 p.m.SUPPLIER A8-9 a.m.SUPPLIER B10-11 a.m.SUPPLIER C2-3 p.m.SUPPLIER D5-6 p.m.Our Plant4.Transportation(运输运输)Direct(直运)SUPPLIER ASUPPLIER BSUPPLIER COur PlantLOC SUPPLIER ASUPPLIER BSUPPLIER COur PlantLogistics Optimization Center(物流优化中心物流优化中心)4-1.Transportation and Receiving 运输与接收uPre-Scheduled pickup and delivery window times.(事先计划好接收与交付的间隔时间事先计划好接收与交付的间隔时间)uMultiple supplier/part pickups per truck.(增加每次装载的供应商增加每次装载的供应商/零件接收零件接收)uDaily shipping frequency.(每天运送频率每天运送频率)uEarly Warning:Truck drivers check freight at supplier location.(预警：货车司机在供应商处检查货物预警：货车司机在供应商处检查货物)uException-based communications.(货物不符时协商货物不符时协商)u80%High cube utilization(liquid).(80%的立方利用率（液体）的立方利用率（液体）)uLead Logistics Provider as single point of contact for the plant.(精益物流供应者作为工厂单一联系人精益物流供应者作为工厂单一联系人)Suppliers(供应商供应商)MON.-8:00 amTUE.-8:00 amWED.-8:00 amTHU.-8:00 amFRI.-8:00 amCBA4-1.Transportation and Receiving 运输与接收Lead Logistics Provider(LLP):On-site single point of contact for plant.(现场单一联系现场单一联系)Route planning and scheduling.(路线计划与安排路线计划与安排)Visual route/dock board.(目视化路线目视化路线/接收板接收板)Plant Receiving:工厂接收Visual board(目视化栏板目视化栏板)-Can look at board and see what is happening(看栏板就可以知道情况看栏板就可以知道情况)Scheduled，daily/weekly日日/周计划周计划-When material will arrive at plant (什么时候零件能到达工厂什么时候零件能到达工厂)Level unload plan (平衡卸货计划平衡卸货计划)PlantLLPTransportation Route Boardxx#1#2#3#4RouteTimeDefinition:A centralized temporary storage area for parts not being delivered directly from supplier to lineside.定义：不直接把材料从供应商处运送到线旁，而是暂时将其集中存放的区域。Purpose:To Organize&Control Inventory Levels,Throughput&Flow for Materials not delivered directly from supplier to point of use.目的：组织控制不直接由供应商送到生产线的材料库存量、产量和 物流4-2.Central Material Area(集中材料区域)4-2.4-2.Central Material Area(Central Material Area(集中材料区域集中材料区域)Key Concepts(主要概念):uOrganize by bulk/carton to separate equipment&minimize space requirements(用大箱或纸箱装零件来隔离设备，减少空间需求用大箱或纸箱装零件来隔离设备，减少空间需求)u1 location per part number(一个零件一个存放点一个零件一个存放点)uMinimize CMA space(CMA空间最小化空间最小化)uMinimize delivery lead-time(运送时间最小化运送时间最小化)4-2.4-2.Central Material Area(Central Material Area(集中材料区域集中材料区域)Key Benefits(主要益处):uOptimize space,manpower&equipment(优化空间、人员及设备优化空间、人员及设备)uMin.impact of production pull fluctuations(减少生产拉动波动的影响减少生产拉动波动的影响)uSupports Pull System Routes(支持拉动系统路线支持拉动系统路线)uSupport F.I.F.O.(支持先进先出支持先进先出)Definition(定义定义):A method of material replenishment based on consumption,authorized by the user,who sends a signal to manufacture,ship,or delivery a product at a specific time,place,and quantity.(使用者认可的，通过向生产、运输部门发出信号，要求在一定时间内在具体地方运送定量产品的一种补充消耗物料的方法。)A flexible tool that enables Just-in-Time.(一个能确保JIT 的灵活工具)Connects operations to material supply.(连接生产与材料供给.)5.Internal Pull/Delivery(内部拉动内部拉动/运送运送)5-1.Types of Internal Pull Systems(内部物流的拉动系统的种类)EmptyContainerPullProcess(空箱拉动系统空箱拉动系统)PullCardProcess(卡片拉动系统卡片拉动系统)ElectronicPull System(EPS)(电子拉动系统电子拉动系统)“Nothing moves without a pull signal(无信号无拉动无信号无拉动).”ProductionPullProcess(生产拉动系统生产拉动系统)Pull Card Process(卡片拉动系统卡片拉动系统):Description(定义定义):A material pull system that uses cards to communicate replenishment requirements(使用卡片来传递供货信息的物流拉动系统使用卡片来传递供货信息的物流拉动系统)(投递卡片)(扫描卡片)(CMA收集卡片）(运送材料）EPS Process(EPS 系统系统):(材料需求材料需求)(电子识别电子识别)(材料提取，分运）材料提取，分运）(材料运送材料运送)(交货结束交货结束)Empty Container Pull Process(空箱拉动系统空箱拉动系统)Using LocationReplenishProductionTeam Member生产人员生产人员Push OutPush InEMPTYFULLProduction Pull Process(生产拉动系统生产拉动系统)Broadcast Point(RFID 广播）广播）Vehicle Location&MGO Part Data(车辆存放点及车辆存放点及MGO零件数据零件数据)Automated pull system orders material based on actual vehicle part consumption(自动拉动系统零件订购以实际消耗为根据自动拉动系统零件订购以实际消耗为根据)uSimple design(简单设计简单设计)uDesign to enable multiple part numbers per delivery (能够每次多零件运送的设计能够每次多零件运送的设计)uStandardize equipment and components throughout the plant (number of types,hitches,chassis)(整个工厂设备及零件标准化（种类、栓、底盘的数目）整个工厂设备及零件标准化（种类、栓、底盘的数目）)uDesign for manual manipulation(push and pull).(人工操作（推或拉）的设计人工操作（推或拉）的设计)6.Mobile Equipment(运输设备):NOYES Example(实例):Line side Delivery(线旁运送)Dolly Examples(手推车实例)Bulk container dolly base(Standard)(大箱手推车基座大箱手推车基座)(标准标准)Swivel Turntable Base(旋转转盘基座旋转转盘基座)7.Part Presentation(零件展示）Returnable containers(回收空箱回收空箱)One or two hours usage per container (每个箱一到两小时的用量每个箱一到两小时的用量)Hand-carried or hand-manageable(dolly)(手提或手推手提或手推)Ergonomically approved(size,grip points)(通过人机工程认证通过人机工程认证)（大小、把手）（大小、把手）Minimal dunnage(part is all operator needs!)(最小限制的隔板（这是所有操作者需要的部分）最小限制的隔板（这是所有操作者需要的部分）)Easy part pick (容易提取容易提取)Proper parts labeling(合适的标签合适的标签)Stackable (层叠层叠)Simple design(设计简单设计简单)Part Presentation(零件摆设):Within Workstation(在工位内)Within arms reach at point of installation(安装点在手臂可及处)Less than 5 feet in height(line of sight)(高度低于5英尺)Hand Manageable (人工操作人工操作)5 feetPart ASmall Lot Container (小装箱小装箱)Bring the parts to the operator (零件运送到操作工身旁零件运送到操作工身旁)Part Presentation Example(零件展示实例)Line Tracking Device(流水线跟踪仪器流水线跟踪仪器)Apron(围兜围兜)Can move with carrier or manually(能够人力或自动移动能够人力或自动移动)Apron for Fasteners and Tools(装螺丝螺栓的围兜装螺丝螺栓的围兜)Eliminates waste of motion(减少运动浪费减少运动浪费)Small Lot Parts and Containers(小件包装小件包装)Lean Material Flow(精益物流精益物流)Weak Material Flow (欠缺物流欠缺物流)Ideal Material Flow (理想物流理想物流)Lack of Visual Management Techniques (缺乏目视化管理缺乏目视化管理)Single Part/Container Delivery Per Trip (每次单一零件每次单一零件/单箱配送单箱配送)Material Pushed to Subsequent Location (零件推动到其他地点零件推动到其他地点)Material Dictates Length of Production Operators Foot Print (材料指示生产材料指示生产)Empty Material Locations (空箱回收地点空箱回收地点)Idle Material Operators (闲置的材料员闲置的材料员)Heavy Pull Card Loss (拉动卡的巨大损失拉动卡的巨大损失)Many Small CMAs(7-11 Concept)(太多太多CMA(7-11 概念概念)Visual Management (目视化管理目视化管理)Multiple Deliveries per Part Number (每次同一零件的多箱配送每次同一零件的多箱配送)Established Inventory Levels (确定的库存量确定的库存量)Parts Scheduled via Pull Signal (Kanban,Broadcast)(拉动信号对应相应零件看板、广播）拉动信号对应相应零件看板、广播）)Reduced Leadtime(Supplier Co-location)(减少制造周期（供应商共同地点减少制造周期（供应商共同地点)Driver Checks at Supplier Dock (司机在供应商处验货司机在供应商处验货)Point-of-Use/Direct-to-Line Delivery (使用节点使用节点/直接到线运送直接到线运送)Low Cost,Flexible Equipment (低成本，灵活的设备低成本，灵活的设备)How does Short Lead Time Apply to Other GMS Principles?(SLT与其他GMS原则关系)Built-In-Quality(Built-In-Quality(制造质量制造质量):):uuRight part at the right station at the right timeRight part at the right station at the right time (合适的时间、一定的工位、适当的零件合适的时间、一定的工位、适当的零件)uuReturnable containers protect part(Returnable containers protect part(空箱回收保护零件空箱回收保护零件)People Involvement(People Involvement(员工参与员工参与):):uuShop floor involvement in planning and executing Shop floor involvement in planning and executing lean material flowlean material flow (员工参与计划及实施精益物流员工参与计划及实施精益物流)Standardization(Standardization(标准化标准化):uuScheduled pick-ups and deliveries Scheduled pick-ups and deliveries (计划好的接收与运送计划好的接收与运送)uuLean part presentation to the operatorLean part presentation to the operator (操作工精益的零件摆放操作工精益的零件摆放)uuStandardized routes(Standardized routes(标准路线标准路线)Continuous Improvement(Continuous Improvement(持续改进持续改进):):uuVisual management in all areas of lean material flow Visual management in all areas of lean material flow allow for continuous improvementallow for continuous improvement (各个领域精益物流的目视化管理促进不断改进各个领域精益物流的目视化管理促进不断改进)GM-GM-GMSGMS(员工参与员工参与)(标准化标准化)(制造质量制造质量)(缩短制造周期缩短制造周期)(持续改进持续改进)