价值流图析-0814

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,精益价值流,Value Stream,Management,1,目录,一 ：精益价值流简介,二 ：产品价值流图,三 ：企业价值流图,四,：价值流管理,2,精益的概念,只需要：,一半的工人；,一半的制造空间；,一半的工具投资；,一半的设计工时；,一半的新产品开发时间；,一半的库存；,一半的产品前置时间,生产出品质更好、数量更多的产品。,3,精益的发展,4,供应商,客户的客户,客户,VALUE,STREAM,FLOW,VALUE,PULL,PERFECTION,利用精益思想，通过执行价值流的方法不断改善、提高我们的经营成绩,长期的计划,精益思想,五大原则：,从客户的角度来区分增值和非增值活动，不能从独立的企业、职能部门角度进行区分；,确定从设计、定单到生产这个价值流中的必要步骤，找出带来浪费的非增值活动；,保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃；,由顾客拉动生产商创造价值；,持续地清除所存在的浪费，努力追求完美。,5,中国企业的现状,？,6,精益的转变,精益生产,价值流管理,着眼企业内部,关注整个价值链,7,价值流,定 义,A Value Stream,所谓价值流是指产品通过其基本生产过程所要求的全部活动,这些活动分为增加价值和不增加价值两部分,包括了从产品基本的原材料阶段一直到产品交付顾客的全部过程,还包括了整个价值链中的信息流.,客户,供应商,工 厂,Value,Value,Value,8,价值流的分类,企业,价值流,产品,价值流,工作,价值流,9,价值流图析的结构,产品工序,独立工厂,多个工厂,整个企业价值链,产品价值流,企业价值流,10,目录,一 ：精益价值流简介,二 ：产品价值流图,三 ：企业价值流图,四,：价值流管理,11,价值流图示:产品图,Stamping,Takt = 57.7 sec,C/0= 10 sec.,Uptime = 100%,2 Shifts,27,000 sec avail,Total work,time = 165 sec.,Supplier,Weld & Assy,Production,Control,20,tote,coil,Daily,coil,Coils,(at the press),L,R,Batch,Batch = 1 shift,C/O 10 min,12,价值流图示:企业图,I,13,价值流图示：企业图II,14,为什么要实行价值流管理,售价,售价,利润,成本,传统的制造思想,成本+利润=售价,售价,利润,成本,现代精益制造思想,售价-成本=利润,售价,哪种情况能获得较大的市场份额,.?,你的企业是采用的哪种指导思想,.?,结论 .,运用价值流图析方法可以一目了然地发现企业中各环节的运行情况并及时改善以降低成本来实现利润的提升,15,价值流图的好处,它可以帮助你看到不仅仅是生产的单个工艺过程，如装配、焊接，而是整个流动；它可以帮助你发现更多的浪费。图析帮助你发现价值流中浪费的根源；它将精益概念和技术结合起来，帮助你避免“拣樱桃”；它可以显示信息流和材料流的联系，没有其他工具能作到这点它比做出非增值步骤、生产周期、移动距离、库存数量等清单的定量工具和生产布局图更为有效；更重要的是价值流图将供应商企业客户之间的活动联系在一起，形成简单、清晰的价值链，可以一目了然地发现企业经营活动中存在的问题。,16,价值流图示步骤,由此进入,形成规范化并持续改善,实现未来价值流并予以奖励,制定正确的执行计划,选择价值流图析产品,理解并应用精益工具,绘制现状价值流图,确定改善关键点,绘制未来价值流图,17,价值流图析循环,现状价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,18,价值流图示步骤,现状价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,关注关键产品而不是图示所有产品,跟踪产品的整个流程（原材料加工出货）,亲自在现场收集各个环节的信息并进行手绘草图,绘图时要充分理解整个价值流过程,19,PQ Analysis sheet,第一步：选择价值流图析产品,20,PQ Analysis Paret Chart-,20:80Rule,0,累,計,%,(,品种,),數,量,10,20,30,40,50,100,200,400,800,1000,0,(10K),21,价值流图标,材料流图标,Assembly,C/T=30sec,C/O=40min,3 shifts,Scrap: 2%,500 pcs,1 Day,I,生产工序,外部单位,数据包,库存,出货卡车,推动箭头,提供顾客合格品,FIFO,先进先出顺序流动,第二步：理解并应用精益工具,22,价值流图标,材料流图标,通用图标,缓冲或备用储存,超市,物理拉动,Changeover,Uptime,强调改善标志,检查点,23,信息流图标,Weekly,Schedule,手动信息流,电子信息流,计划,负荷平衡盒,去掉看板,生产看板,看板符号,看板位置,24,第三步：绘制现状价值流图,绘制现状价值流图,指派绘图员,绘制当前价值流,确定客户需求,确定主要工序,（按顺序）,物料流.,(是拉动还是推动?),在每个主要工序的,数据箱内填充数据,确定每工序的,库存情况,信息流,25,示例：现场布局图,Stamping Dept.,Steel Coils,Stamped Parts,Storage,Press 1,Press 4,Press 3,Press 2,Drill 1,Drill 3,Drill 4,Drill 2,Grind 1,Grind 2,Assy 2,Assy 3,WIP,Storage,Inspect,Shipping,Assy1,Machining Dept.,WIP,Finished Goods,26,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Customer,Supplier,250 ft coils,绘制图标,Production,Control,Mondays,MRP System,2 x,daily,27,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,250 ft coils,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,绘制工序流程,Mondays,Ship,Staging,2 x,daily,Production,Control,MRP System,28,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt = 25.9 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25.9 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Takt =25.9 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = none,Rework = 5%,# operators = 2/shift,V.A. = 58 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,绘制数据箱,Mondays,Ship,Staging,2 x,daily,Production,Control,MRP System,29,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Ship,Staging,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt = 25.9 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25.9 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Takt =25.9 sec,C/T= 21 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = none,Rework = 5%,# operators = 2/shift,V.A. = 58 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,12000 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,4500 L,1500 R,I,500/Gon,250/Cart,100/Cart,50/Cont.,I,4 coils,Mondays,500 ft coils,2 x,daily,Production,Control,MRP System,显示物流,30,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt = 25.9 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25.9 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Takt =25.9 sec,C/T= 21 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = none,Rework = 5%,# operators = 2/shift,V.A. = 58 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,12000 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,显示信息流,31,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt = 25 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Takt =25 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = 0%,Rework = 5%,# operators = 2/shift,V.A. = 58sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,12000 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,Date:,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,V.A. = 117 s,3 sec,36 sec.,20 sec.,58 sec.,整体框架图,32,对现状价值流图的评价,检查是否已经包含了所有的信息在图中,检查图中所有信息的精确性,计算总的产品前置时间及增加价值时间,33,计算出每个工序库存需等待的时间：KT,计算方法:,工序库存(WIP),每日出货量(DGR),无价值时间,例如, Grill与Grind两工序之间的WIP为6000pcs ,则计算无价值时间为:,6000,2000,3天,3天,24小时/天 3600秒/小时,259,200 秒,34,40,000 pcs/mo.,-30,000 “L”,-10,000 “R”,Container= 50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Customer,Supplier,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt = 25 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Takt =25 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = 0%,Rework = 5%,# operators = 2/shift,V.A. = 58sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,12000 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,4 days,8 days,3 days,2 days,3 days,TPc/t = 20 d,V.A. = 117 s,3 sec,36 sec.,20 sec.,58 sec.,显示库存等待时间,35,生产提前期,LeadTime = 加工时间（TT) + 等待时间(KT),有价值工时,无价值工时,Ratio,1,728,000sec Non Value Add,117sec Value Add,=14769,TT=117sec,KT=20*24*3600=1728000,世界标准：TT:KT=1：50 ,？,数据计算前置时间,36,Effective Cycle Time Vs Takt Time,Stamping DrillGrindAssemble,Takt Time: 3.9 sec 23 sec 23 sec 23 sec,C/T: 3sec 36 sec 20 sec 21 sec,X 2 machines,= 46 sec.,当CT小于 T T时表示工序能力满足,有效CT =,总CT时间,可动率 有效率,X,数据计算,产能分析,37,Effective Cycle Time Vs Takt Time,Stamping DrillGrindAssemble,Takt Time:3.9 sec23 sec23 sec23 sec,Effective C/T: 3sec 36 sec 20 sec 21 sec,(.7)(1-.02-.02-.005),(.85)(1-.005-.02),(.75)(1-.02),(.9)(1-.05),= 4.49 sec= 43.44 sec = 27.2 sec = 24.6 sec,X 2 machines,= 46 sec.,数据计算,产能分析,当T T小于 有效CT时表示工序能力不足,38,价值流图示步骤,现状价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,在当前价值流图中确定改善关键点,分析、改善现状存在的浪费,以理想的产品流为原则设计未来价值流图,39,绘制未来价值流图,1:什么是客户需求的 价值和要求的前置时间,2.是什么约束了产品不能满足客户的 需求,3.我们应该如何改善产品生产流程,Demand,Processes,Eliminate,消除,Combine,合并,Recomposition,重排,Simplify,简化,40,45,000 pcs/mo.,-30,000 “L”,-15,000 “R”,Container= 50 pcs,2 shifts,Ship,Staging,Drill, Grind & Assemble,Stamping,300 T press,3 shifts,EPE = 1 day,Customer,Supplier,Takt = 3.9 sec,C/T= 3 sec.,O.A. = 80%,FTQ = 98.5%,C/O = 20 min, 1X/shift,Scrap = 1.5%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt =23 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 99%,C/O =10min,Scrap = 0.5%,Rework = 0.5 %,# operators = 3/shift,V.A. = 114 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,36” 20” 19” 20” 19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,41,绘制未来价值流图,4:哪里是可以实现持续流动的,5.哪里可以应用先进先出的原则,6.哪里可以采取后工序领取方式的拉动系统,Material Flow,42,4:哪里是可以实现持续流动的,孤岛生产,流动生产,43,5.哪里可以应用先进先出的原则,44,超市拉动系统,供应过程,A,顾客过程,B,超市,产品,产品,生产看板,取货看板,6.哪里可以采取后工序领取方式的拉动系统,45,45,000 pcs/mo.,-30,000 “L”,-15,000 “R”,Container= 50 pcs,2 shifts,Ship,Staging,Drill, Grind & Assemble,Stamping,300 T press,3 shifts,EPE = 1 day,Customer,Supplier,Takt = 3.9 sec,C/T= 3 sec.,O.A. = 80%,FTQ = 98.5%,C/O = 20 min 1X/shift,Scrap = 1.5%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt =23 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 99%,C/O =10min,Scrap = 0.5 %,Rework = 0.5 %,# operators = 3/shift,V.A. = 114 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,36” 20” 19” 20” 19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,50,coil,Batch,Production,Control,MRP System,Coils,(at the press),Daily,Milk Run,2 shifts,2 x,daily,46,10.为实现未来价值流哪些过程的改进是必须的,绘制未来价值流图,7.应该在生产链中的哪一点(定拍工序)下达计划,8.如何在定拍工序均衡多品种(混线)生产,9.在定拍工序中应下达和取走多大的定增量,Information Flow,11.如何让供应商知道我们需要什么,47,7.应该在生产链中的哪一点(定拍工序)下达计划,工序1,工序2,工序3,工序4,超市,定拍工序,工序1,工序2,工序3,工序4,定拍工序,超市,选择定拍工序,48,定拍取货的例子,定拍工序,看板放到工序中,49,8.如何在定拍工序均衡多品种(混线)生产A,装配,50,8.如何在定拍工序均衡多品种(混线)生产B,装配,51,9.在定拍工序中应下达和取走多大的定调增量,定调量=节拍时间*最小送货批量,52,4 days,8 days,3 days,2 days,3 days,TPc/t = 20 d,V.A. = 117 s,3 sec,36 sec.,20 sec.,58 sec.,第四步：确定改善关键点,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE = 2 days,Takt = 4.1 sec,C/T= 3 sec.,O.A. = 70%,FTQ = 98%,C/O = 4 hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,Takt =25.9 sec,C/T= 21 sec.,O.A. = 90%,FTQ = 95%,C/O =16min,1X/day,Scrap = none,Rework = 5%,# operators = 2/shift,V.A. = 58 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,2 machines,C/T=36sec,19” 20” 19”,10 8 8,10,20,30,OP,C/T,C/0,12000 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,Ship,Staging,4500 L,1500 R,I,50/Cont.,Takt = 25.9 sec,C/T= 18 sec.,O.A. = 85%,FTQ = 99.5%,C/O = 40 min,1X/wk,Tool C/O= 30/day,Scrap = 0.5%,Rework = none,# operators = 1/shift,V.A. = 36 sec,Dedicated: L,R,Takt = 25.9 sec,C/T= 20 sec.,O.A. = 75%,FTQ = 98%,C/O = 60 min, 1X/wk,ToolC/O = 2hrs, 1X/wk,Scrap = 2%,Rework = none,# operators = 1/shift,V.A. = 20 sec,Dedicated: L,R,Change,over,Grind,Uptime,Drill,Changeover,Grind,Changeover,53,45,000 pcs/mo.,-30,000 “L”,-15,000 “R”,Container= 50 pcs,2 shifts,Ship,Staging,Drill, Grind & Assemble,Stamping,300 T press,3 shifts,EPE = 1 day,Customer,Supplier,Takt = 3.9 sec,C/T= 3 sec.,O.A. = 80%,FTQ = 98.5%,C/O = 20 min, 1X/day,Scrap = 1.5%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt =23 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 99%,C/O =10min,Scrap = 0.5%,Rework = 0.5 %,# operators = 3/shift,V.A. = 114 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,36” 20” 19” 20” 19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,tote,coil,Batch,Production,Control,8 week,Forecast,Daily,Fax,30/60/90 day,Forecast,Daily,Order,MRP System,50,50,Daily,Milk Run,Coils,(at the press),2 x,daily,Change,over,Grind,Uptime,Date:,1 day,1 day,1 day,TPc/t = 3 d,V.A. = 117 s,3 sec.,114 sec.,Drill,Changeover,Grind,Changeover,第五步：绘制未来价值流图,54,价值流图示步骤,现状价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,将未来价值流图划分成几个部分或环,为每个环制定有效的目标,指定专人负责每个目标的达成,为目标的达成制定具体的时间表,55,45,000 pcs/mo.,-30,000 “L”,-15,000 “R”,Container= 50 pcs,2 shifts,Ship,Staging,Drill, Grind & Assemble,Stamping,300 T press,3 shifts,EPE = 1 day,Customer,Supplier,Takt = 3.9 sec,C/T= 3 sec.,O.A. = 80%,FTQ = 98.5%,C/O = 20 min, 2X/day,Scrap = 1.5%,Rework = none,# operators = 1/shift,V.A. = 3 sec,Shared:part # 123,ABC,250 ft coils,Takt =23 sec,C/T= 20 sec.,O.A. = 90%,FTQ = 99%,C/O =10min,Scrap = 0.5 %,Rework = 0.5 %,# operators = 3/shift,V.A. = 114 sec,Dedicated: L,R,General Information,- 20 days/month,- 7.2 hours avail./shift,- 2 shifts/day,36” 20” 19” 20” 19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,tote,coil,Batch,Production,Control,8 week,Forecast,Daily,Fax,30/60/90 day,Forecast,Daily,Order,MRP System,50,50,Daily,Milk Run,Coils,(at the press),2 x,daily,Change,over,Grind,Uptime,Date:,1 day,1 day,1 day,TPc/t = 3 d,V.A. = 117 s,3 sec.,114 sec.,Drill,Changeover,Grind,Changeover,3,2,1,56,价值流图示步骤,现状价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,发现每个环中存在的浪费,寻求合适的方法消除浪费,建立持续改善的管理平台,57,制造不良的浪费,库存的浪费,等待的浪费,制造过多的浪费,加工的浪费,搬运的浪费,动作的浪费,认识浪费,58,制造过多的浪费,JIT生产,生产超过客户的需求，生产出不需要的物料和产品,1、在制品积压；,2、使先入先出作业困难；,3、增加周转箱等设备成本；,4、库存增加，资金积压；,5、能力不足被掩盖;,6、交付周期和储存时间长,7、目标和成果不明确。,超市冰箱斩板,后工序领取方式,看板生产,59,库存的浪费,1、库存增加，占用资金；,2、使先入先出作业困难；,3、复杂的储存系统；,4、管理费增加；,5、能力不足被掩盖；,6、原料变质或过期。,Min-Max 系统,采购或保持不需要的原材料、在制品、成品,Min,Max,Process A,Process B,60,制造不良的浪费,1、材料损失；,2、设备，人员工时损失；,3、影响生产；,4、出货延误；,5、产品降价；,6、检查等级高；,7、工作没规律。,TQC 活动,残材再用,工厂内制造出的不良品，需要进行处置的时间、人力、物力上的浪费,61,等待的浪费,1、生产线机种切换；,2、工位间的不平衡；,3、机器设备故障导致等待；4、因为缺料等导致人和设 备等待；,5、生产计划安排不平衡导致人机闲置。,Cell 生产,因缺料，作业不平衡，计划不当等导致作业者处于等待状态,A,B,C,D,A,B,C,D,A,B,C,D,62,搬运的浪费,1、物料移动所需空间的浪费；,2、人力，工具的浪费；,3、时间的浪费；,4、推车的浪费。,Layout 优化,物料的放置、堆积、移动、整理等浪费,63,加工的浪费,1、多余的作业时间和辅助设备；,2、生产资源的浪费；,3、额外处理人员的增加；,4、加工，管理工时的增加；,5、时间浪费，影响产量的完成。,In Coming 改善,过分精确的加工或多余的加工，造成不必要的浪费,64,动作的浪费,1、物品取放，反转，对准等不合理；,2、作业是转身，大幅度动作；,3、抬臂过高，过低；,4、频繁的走动。,Standardization,现场作业动作不合理造成的浪费,65,消除浪费的三项途径,可靠绩优的协力厂,LPS,零换模作业,减少库存,非计划主导形态的,生产方式,因应市场,看板的规则,刚好及时生产体制,有效的现场管理,标准化作业,周期时间生产,U型生产线,制程分析、改善,消除浪费,Cell方式,高强的机械化技术,自动输送与停止,（MT化）,加装防呆装置,预防保养（PM),着着方式,机械串联技术,自动化（AT),66,5W1H 分析法,做什么？,（what）,何处做？,（where）,何时做？,（when）,由谁做？,（who）,如何做？,（How）,为何要做？,（why）,明白做什么，做其他的是否更好？,是否有必要做？,有无其他更合适的地方做？,有无其他更合适的时间？,有无更合适的人？,有无更好的方法？,67,描述问题,主题应该是集中,聚焦于客户需求,集中处理5大恶事,之一,主题应该是可测量的,主题应该是面向,问题存在的弱点,Inputs Process Outputs, High Level Flow Chart, Run Chart,Weakness,Time,得到事实,带着原因和目的收集,数据才有价值,在,现场收集自己的数据,使用,Pareto图表,分析数据,原因分析, 问5次为什么？,多与知道过程的人沟通,要善于过滤真伪信息,得出解决初步方案,保证这个解决办法,是可实施的,制订详细的实施,时间表甘特图,将方案付于实验,Time Line of Experiment,确认方案,通过比较实施前后的,数据确认解决办法,产生的效果,评价并且列举潜在的,副作用和问题点, 形成标准,将新的程序和标准形成文件,监控新标准的执行结果,保证在过程变化期间,能持续获利,循环,总结项目组的成就,为下一循环推荐一个改善点,为下一个循环制定初步计划,Checksheet,Pareto Charts,Fat Rabbit,0,4,8,12,16,20,24,0%,20%,40%,60%,80%,100%,1,2,3,4,5,6,7,Who What When Where How,4 Ws & 1H Chart,Item,Time,0,4,8,12,16,20,24,0%,20%,40%,60%,80%,100%,0,4,8,12,16,20,24,0%,40%,70%,100%,120%,150%,Next Problem,Selection,Ishakawa Diagram,(a.k.a. Fishbone or,Cause & Effect),Why,is Fat,Rabbit,Happening?,Detail Flow Chart,of Process,Root Cause,Before and After Pareto,Positive/Negative,Side Effects,Run Chart,Solution Implemented,4 Ws & 1H & 1C = Check,Run Chart (Monitor),Old Flow Chart,Who What When Where How ,vs. New Flow Chart,工具,Time,No,1,2,3,4,5,6,7,Gantt Chart,1,2,3,4,5,6,7,Plan,v.,Actual,No fat rabbit:,inconclusive,数据分析,确 认,确定主题,标准化,根本原因,解决方案,持续改善,是,Fat Rabbit,Strengths Weaknesses,Countermeasures,*,根源一定要是可控制的,问题解决7步法则,68,目录,一 ：精益价值流简介,二 ：产品价值流图,三 ：企业价值流图,四,：价值流管理,69,企业价值流的范围,从概念到投产的,设计流,从原材料到产品交付客户的,生产流,信息流,材料流,70,企业价值流图示,71,企业价值流的7个分析工具,产品多样性漏斗,精益价值流,决策点分析,实体结构图,质量过滤图,流程活动图,供应链反应矩阵,需求放大图,72,7个工具绘制价值流图的选择矩阵,绘图工具,浪费/,结构,流 程,活动图,供 应 链,反应矩阵,产品多样,性漏斗图,质 量,过滤图,需 求,放大图,决策点,分 析,实 体,结构图,过量生产,等 待,运 输,加 工,库 存,不 良,动 作,整体结构,M,L,H,L,L,H,H,H,H,M,H,H,H,H,H,M,M,M,M,M,L,L,L,L,L,L,L,M,L,L,M,M,M,H=相关性和有效性高；M=相关性和有效性中等；L=相关性和有效性低,73,需求放大图,市场需求量,计划生产量,数量,月度,74,供应链反应距阵,10.0,1.5,82,1.5,4.0,40,2,一级供应商,主要储存,分销商,办事处,配送,检查,发送,主要活动,接收,累计交付周期42天,总计141天,累计库存99天,有助于我们将库存量和交付周期成为改善活动的目标,75,实体结构图,组装厂,三级,二级,一级,一级,二级,三级,用服,市场,原料,层级,支持,支持,供应商层级,经销商层级,原料,用服,市场,支持,支持,三级,二级,一级,一级,组装厂,二级,三级,（a）按照有关企业的数量,（b）按成本的增加,此方法便于工业工程师对产业结构及功能通过ECRS等方法进行再设计,76,产品多样性漏斗,加工路线,原料,发酵,调整,装瓶和包装,包装尺寸,酒瓶的高度和尺寸,实际浓度酿造,核心高浓度酿造,变量和交付,周期分析,酿酒业的例子,有助于减少库存和改变其产品的加工，还可以对公司或供应链产生总体的概念,77,质量过滤图,1 000 000,100 000,1 000,100,1,10,缺陷率（PPM）,10 000,配送商,原料,三级供应商,二级供应商,一级供应商,组装厂,产品瑕庇,服务瑕庇（文件编制、交货问题等）,内部废料,78,决策点分析图,工 厂,在制品,采购的物品,产成品,供应商,仓 储,全国供应中心,地区供应中心,按地区库存制造和发运,按全国库存制造和发运,推式生产,拉式生产,按订单制造,按订单制造,按订单采购和制造,供应流决策点,预测驱动,客户驱动,79,流程活动图,80,三个成本分析与改进的工具,价值分析时间图,供应链总体效率图,供应链,关系图,1,2,3,81,售价,价值分析时间图,购进原料,搬运和储存原料,冲裁钢板,搬运和储存钢坯料,压制部件,搬运和储存部件,储存,产成品,组装,冲压件,a,b,c,总价值,总成本,总浪费（d）,时间,成本/价值,成本/价值,82,供应链整体效率图,基本效率计算,设备效率的计算方法,来料效率的计算方法,