教你高效绘制价值流图(VSM)

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,*,*,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,精益长征企业管理顾问,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,*,*,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,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,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,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,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,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,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,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,青岛精益长征企业管理顾问有限公司 价值传递,构建精益企业！,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,价值流绘制,1,课程内容,价值流图介绍,目前状态图,将来状态图,2,精益思想的关键开始点：,从顾客立场确定价值，从顾客端开始工作，,不要向顾客推产品和服务,“,顾客想要付钱的部分”,3,价值的定义,只有顾客才能定义价值,对整个产品定义价值,再次挑战和重新思考价值,确定目标成本（去除目前所有的浪费）,价值吸引更多的顾客,利润,成本,价格,价格,价格,价格,利润,成本,传统思想,成本,+,利润 =,价格,精益思想,价格 ,成本 =,利润,典型的公司,真相,从顾客的观点看，大部分公司非增值活动的总量大约为,95%,5,定义,价值流,顾客要求的产品或服务形成的所有步骤的集合,(,增值 + 非增值),识别和管理每个主要产品族整个价值流（内部价值流,+,供应链价值流）,“,去除所有的不创造价值的行为”,6,Mine,矿山,开采,熔炼,热轧,冷轧,制罐,储存,罐装,储存,Tesco,超市库存,Tesco,超市,消费者,再熔炼,回收,Value stream for Cola Cans (Lean Thinking: Womack & Jones 1996),可乐罐的价值流,7,加工时间3,hours,储存和运输时间11,months,累计报废24%,这是发达公司运营的很现代的价值流,可乐罐的价值流,8,产业,玻璃制品,食品,纺织,金属,电子,消费产品,生产支持,步骤,72,37,105,187,239,105,98,增值,6,4,11,13,19,10,15,%,8,11,10,7,8,10,15,价值分析案例,9,精益技术,价值流图,提供容易理解的可视的图，表达什么是顾客的价值，及提供价值的过程的流动细节,目前状态,将来状态,10,为什么画图？,单个的价值流可视化,应用一组工具来评审价值流,跨职能的参与和决策,理解存在什么浪费和在哪里,可以开发改进的计划,11,价值流图,一个特定的产品，工作单元或产品族,/,工作单元族，使用符号或图表用视觉表示其材料和信息的流动,过程,1,过程,2,过程,3,供方,顾客,上游,下游,12,价值流图,以笔纸为工具，让你看到和理解材料和信息的流，产品是如何通过价值流形成的,生产流动,材料,信息,价值流图要点,通常在巡视时收集信息,先快速浏览门对门情况,从发货点和工作上游开始,自己计算 （回避系统里的数字）,自己做整个流程,用笔纸,-,整个路线,拒绝电脑,为什么自己动手,?,没有延迟,你作，你理解,重点是流动，而不是电脑,修正自己的错误微调的技能,14,产品族,目前状态图,将来状态图,工作计划,价值流图步骤,15,目前价值流图,16,将来价值流图,17,价值流图,“,目前状态”,18,产品族,目前状态图,将来状态图,工作计划,价值流图步骤,19,产品族,在下游过程中通过共同加工步骤及应用共同设备的一组产品,20,产品/过程矩阵,产品过程矩阵,创立产品通过的产品和过程（设备）的矩阵.,包括要求和成本/价格数据，根据,实际的,顾客要求,相关的路径，确保验证，不要推测.,将相似的产品合成组，根据扩大成本,80/20,法则,选择产品族作价值流图“对受益最大的影响”,Extended Cost,$40k,$50k,$30k,$10k,$10k,$5k,$15k,21,产品族,目前状态图,将来状态图,工作计划,价值流图步骤,22,200,吨压轧机,焊接,II,焊接,I,压轧部门,组装部门,.,钢卷库,=,篮子里的半成品,=,盘子里的产成品,焊接零件库,终检,ACME,冲压厂布局,组装,II,组装,I,焊接部门,.,冲压件,产成品库,发货,焊接检测区域,23,从哪里开始？,ACME,冲压材料流程,冲压,#1,点焊工作站,#2,点焊工作站,#1,组装工作站,#2,组装工作站,发货,顾客信息,加工流信息,供方信息,产品控制信息,时间线,地理布局图,25,顾客要求,State Street,AssemblySS,图表,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,从顾客开始,组装公司,每月,18,400,件,- 12,000 Type LH,- 6,400 Type RH,每月,20,天,每盘,20,件,两班工作制,一天,1,卡车,18,400 / 20 = 920/,天,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,目前状态图,27,1x,Daily,1x,Daily,SHIPPING,Staging,I,2700 L,1440 R,I,发货,ACME,冲压加工,每天,1,卡车,20,件,/,盘,10,盘,/,托架,30 “L”,盘,/,天,16 “R”,盘,/,天,存货,- 2700 L,- 1440 R,SHIPPING,I,2700 L,1440 R,Staging,1x,Daily,目前状态图,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,29,收集加工数据,各类产品的数量,使用的机器,操作时间,换产周期,正常运行时间（所要求的机器时间）,操作者数量（敬业的）,包装尺寸,工作时间（减去休息时间）,报废率,30,#2,组装,图表,ASSEMBLY #2,1,C/T = 40,seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,1200 L,640 R,I,ACME,冲压加工,2,个部件号,1,个操作者,2,班制,没有设置,40,秒操作时间,100%,正常运行使用,2,次休息,每次,10,分钟,库存,:,- 1200 LH,- 640 RH,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,目前状态图,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,Staging,SHIPPING,I,2700 L,1440 R,32,#1,组装,图表,:,ASSEMBLY #1,1,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1600 L,850 R,ACME,冲压加工,2,个部件号,1,个操作者,2,班制,没有设置,62,秒操作时间,100%,正常运行使用,2,次休息,每次,10,分钟,库存,:,- 1600 LH,- 850 RH,ASSEMBLY #1,1,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1600 L,850 R,目前状态图,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,SHIPPING,Staging,I,2700 L,1440 R,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,34,#2,点焊,:,图表,:,S.WELD #2,1,C/T = 46 seconds,C/O = 10 min.,Uptime = 80%,2 Shifts,27,600 sec/shift,I,1100 L,600 R,ACME,冲压加工,2,个部件号,1,操作者,2,班制,10,分钟设置,46,秒操作时间,80%,正常运行使用时间,2,次休息,每次,10,分钟,库存,:,- 1100 LH,- 600 RH,目前状态图,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,SHIPPING,Staging,I,2700 L,1440 R,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,1600 L,850 R,I,I,36,#1,点焊,:,图表,:,S.WELD #1,1,C/T = 39 seconds,C/O = 10 min.,Uptime = 100%,2 Shifts,27,600 sec/shift,I,4600 L,2400 R,ACME,冲压加工,2,个部件号,1,个操作者,2,班制,10,分钟设置,39,秒操作时间,100%,正常运行使用时间,2,次休息,每次,10,分钟,库存,:,- 4600 LH,- 2400 RH,目前状态图,SHIPPING,ASSEMBLY #1,1,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,Staging,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,I,1600 L,850 R,I,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,38,冲压,:,图表,:,STAMPING,C/T = 1 second,C/O = 1 hour,Uptime = 85%,EPE = 2 weeks,27,600 sec/shift,I,Coils,5 days,200 T,ACME,冲压加工,200 Ton,冲压机,自动上卷,每两个星期运行一次,1,个小时设置,1,秒操作时间,85%,正常运行时间,2,次休息,每次,10,分钟,库存,:,- 5,天的钢卷,目前状态图,SHIPPING,Staging,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,I,1600 L,850 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,40,Tues. +,Thurs,Michigan,Steel Co.,500 ft. coils,加入供方,Michigan Steel Co,:,星期二一卡车,星期四一卡车,500,英尺钢卷,目前状态图,SHIPPING,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,Staging,Michigan,Steel Co.,500 ft. coils,Tues. +,Thurs.,这是材料流,进门,门对门价值流,出门,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,1600 L,850 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,I,42,Acme,生产控制,:,图表,:,PRODUCTION,CONTROL,MRP,Daily,Order,Weekly,Schedule,加入信息流,来自顾客的预测,/30/60/90,天,每日确认订货,每周,产生,MRP,6,周的预测给供方,每周向供方 确认放行,每周计划,每日发货计划,目前状态图,SHIPPING,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,Staging,PRODUCTION,CONTROL,MRP,Daily,Order,30/60/90 day,Forecasts,Weekly,Release,6-week,Forecasts,Daily Ship,Schedule,Weekly Schedule,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,I,1600 L,850 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,Michigan,Steel Co.,500 ft. coils,Tues. +,Thurs.,44,库存天数,=,现有量,日顾客需求,加入时间线,生产周期是所有在各过程中操作的时间（增值时间）,库存时间是库存通过价值流排队的时间,.,目前状态图,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,1 second,39 sec.,62 sec.,40 sec.,Value,Added,Time,= 188 sec.,46 sec.,5 days,7.6 days,1.8 days,2.7 days,2 days,4.5 days,Production,Leadtime,23.6,days,=,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,SHIPPING,Staging,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,I,1600 L,850 R,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,Michigan,Steel Co.,500 ft. coils,Tues. +,Thurs.,PRODUCTION,CONTROL,MRP,Weekly Schedule,Daily Ship,Schedule,4600 L,2400 R,7000,920 =,7.6 days,Daily,Order,30/60/90 day,Forecasts,Weekly,Release,6-week,Forecasts,46,识别机会,目前的状态图表明“正在”所发生的,它展示了浪费的步骤和瓶颈,它帮助目视操作者如何能够合并“流动”,它帮助你看到哪里需要“拉动”体系,它帮助如何改进影响,价值流,47,目前状态图,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,1 second,39 sec.,62 sec.,40 sec.,Value,Added,Time,= 188 sec.,46 sec.,5 days,7.6 days,1.8 days,2.7 days,2 days,4.5 days,Production,Leadtime,23.6,days,=,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,SHIPPING,Staging,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,I,1600 L,850 R,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,Michigan,Steel Co.,500 ft. coils,Tues. +,Thurs.,PRODUCTION,CONTROL,MRP,Weekly Schedule,Daily Ship,Schedule,Daily,Order,30/60/90 day,Forecasts,Weekly,Release,6-week,Forecasts,48,目前状态图,Michigan,Steel Co.,500 ft. coils,Tues. +,Thurs.,C/T = 62 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,“flow” cell,pull,pull,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,920 pcs/day,1x,Daily,Daily Ship,Schedule,Weekly Schedule,PRODUCTION,CONTROL,MRP,SHIPPING,Staging,I,ASSEMBLY #2,1,C/T = 40 seconds,C/O = 0,Uptime = 100%,2 Shifts,27,600 sec/shift,I,1200 L,640 R,ASSEMBLY #1,1,I,1600 L,850 R,S. WELD #2,1,C/T = 46 seconds,C/O = 10 minutes,Uptime = 80%,2 Shifts,27,600 sec/shift,1100 L,600 R,I,S. WELD #1,4600 L,2400 R,1,C/T = 39 seconds,C/O = 10 minutes,Uptime = 100%,2 Shifts,27,600 sec/shift,I,STAMPING,I,Coils,5 days,C/T = 1 seconds,C/O = 1 hour,Uptime = 85%,27,600 sec./shift,EPE = 2 weeks,200 T,STAMPING,pull,Weekly,Release,6-week,Forecasts,Daily,Order,30/60/90 day,Forecasts,1 second,39 sec.,62 sec.,40 sec.,Value,Added,Time,= 188 sec.,46 sec.,5 days,7.6 days,2 days,4.5 days,Production,Leadtime,23.6,days,=,2.7 days,1.8 days,49,价值流图,“,将来的状态,”,50,产品族,目前状态图,将来状态图,工作计划,价值流图步骤,51,将来状态的问题,要,求,1.,理想的操作时间,(,节拍时间,)?,2.,建立成品超市或直接发货,?,材料流,3.,哪里能够使用持续的流动,?,4.,哪里需要超市拉动系统,?,信息流,5.,哪个是“触发器”的过程,?,6.,如何均衡混合生产,?,7.,释放什么工作批量,?,改进,8.,哪里需改进来实现？,将来状态的问题,#1,什么是节拍（理想的操作时间 ）,?,节拍是通过计算生产及最终销售的步伐把顾客与生产相连的工具,精益生产的目的是按顾客的频率生产,，,不快也不慢,无论或快或慢的生产都会产生浪费与非增值活动,节拍 =,可用时间,(,小时,/,秒,),顾客要求,(,单元),53,可用时间,=,付费时间,休息时间,= 8,小时,- 20,分钟,= 28,800 - 1200,秒,= 27,600,秒,/,班,可用时间,顾客要求,=,27,600,秒,460,件,每班,理想的操作时间（或节拍）,= 60,秒,ACME,冲压节拍,54,将来状态图问题,#2,是否建立成品超市，顾客从这里拉动，或直接发货,?,55,顾客时间表装配,发货,顾客要求,订单,组装,2.,直接发货或超市,?,当持续流动使用直接发货，可以混合模式生产,.,2.,直接发货或超市,?,使用成品超市，需要考虑以下因素：,设置时间长,过程长或不可靠,远距离外面供货,57,发货,顾客要求,订单,拉动,超市,生产卡,组装,超市时间表组装,2.,直接发货或超市,?,58,将来状态图,#3,哪里能使用持续流动过程,?,59,3.,持续流动在哪里适用,?,找出可以合并的增值的操作,根据操作时间和节拍判断设备,平衡和改进流动,60,10,20,30,40,50,OPERATIONS TIME IN SECONDS,PROCESS SEQUENCE,TIME,STEP,OPERATION DESCRIPTION,MAN MACH WALK,PRODUCT/ PART,OUTPUT RATE,MANUAL,OPERATION,MACHINE,PROCESS,WALKING,TIME,60,Stamping,1st Weld,2nd Weld,1st Assembly,2nd Assembly,1,2,3,4,5,Steering Bracket,60 s.,1,39,45,62,40,187 / 60 = 3.12 operators,运行分析表,Takt Time,61,改进后,:,目前的操作时间,:,1,1,1,1,1,39s.,45s.,62s.,1s.,40s.,60,40,20,0,WELD 1,WELD 2,ASSEMBLE 1,ASSEMB. 2,60,= 1 + 39 + 45 + 62 + 40,= 187 / 60 = 3.12 Ops,= 186 improvement,= 168 / 60 = 2.8 Ops,1,1,1,56s.,56s.,56s.,WELD,WELD,ASSEMBLE,ASSEMBLE,3. ACME,持续流动,62,将来状态问题,#4,什么地方使用超市拉动系统来控制上游过程的生产,?,63,4.,超市放在哪里,?,当需要时使用生产超市,:,短的操作时间,多样顾客,长时间设置,长或非可靠的过程,远距离外面供货,64,4. ACME,超市,冲压后,:,操作结速很快，设置时间很长,使用批次信号看板（三角式）来安排超市并杜绝周计划,冲压前,:,供方尽量不改变批次尺寸或一次运货量,每次钢卷使用完，发看板给生产控制,65,拉动原则的超市系统,Supplier,Customer,Supermarket,Final assembly,Supermarket,Mechanicalproduction,Supermarket,物流,信息流,Pre assembly,Supermarket,66,67,将来状态图问题,#5,生产链中在什么点（“触发器过程”）开始计划生产,?,68,5.,触发器放在哪里,?,触发器的过程是在价值流中你唯一安排计划的过程,它规定了步调并从上游过程开始拉动,它的输出流过下游的其他过程,69,过程,1,过程,2,过程,3,过程,4,过程,1,过程,2,过程,3,过程,4,拉动,拉动,拉动,Pull,拉动,超市,超市,触发器,流动,流动,FIFO,触发器,FIFO,5.,选择触发器,70,将来状态问题,#6,如何在触发器过程平衡混合生产,?,71,6.,如何平衡混合产品,?,平衡混合产品是在触发器分配所有产品在短的时间周期的均衡生产，将会,:,对顾客反应更快,更短生产周期,较少超市库存,没有高、低谷,较少加速,较少拒收,72,6. ACME,混合生产,每日需要,30,盘左驱动件，,16,盘右驱动支架,通常的批次计划是,:,1st shift 2nd Shift,LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLRRRRRRRRRRRRRRRR,均衡（统一）计划是,:,1st shift 2nd Shift,RLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLR,均衡图表是,:,OXOX,将来状态问题,#7,在触发器过程，什么工作量（鼓点,/,批量）你将持续释放并收回,?,74,7.,什么是批量,?,从触发器可以释放和收回工作时间最小的批次（批量），建立一个持续的，均衡生产流动，需要考虑,:,节拍（要求的生产周期）驱动器,用来拉动系统,生产的高峰与低谷,可视的进展,有效处理优先权及较少加速,快的顾客反应,75,1,周,1,日,1,班,1,小时,1,批量,量越小,=,反馈快,管理时间的框架,将释放什么工作量,?,你如何知道其表现满足顾客要求,?,批量（,Pitch,）,在触发器过程决定生产的平稳性如何,根据包装尺寸可以计算,(,节拍,X,包装数量,=,最少批量,),For ACME: 60,秒,X 20,件,= 20,分钟,77,每批量一个柱子,(,假设,20,分钟,),A,B,C,A,A,B,B,C,type,type,type,A,B,C,每行一类产品,7:00 7:20 7:40 8:00 8:20 8:40 9:00 9:20,A,负荷均衡箱,78,收回步调的例子,A,B,C,A,A,B,B,C,type,type,type,A,B,C,7:00 7:20 7:40 8:00 8:20 8:40 9:00 9:20,触发器过程,发货,l,拉动,1,提取下一个看板,2,放下看板,3,提取一组数量的包装,4,移动成品至超市,79,将来状态问题,#8,对价值流需做什么过程改进才能实现所设计的将来状态,?,80,8.,什么必须改进,?,识别所有必须完成的，使将来状态图为现实的措施项目,每个项目展示在图上用图表显示,:,焊接更换,81,实现将来状态,Kaizen ,持续改进,82,产品族,目前状态图,将来状态图,工作计划,价值流图步骤,83,ACME,所需的改进,焊接,/,组装区,减少工作内容至,168,秒或更少,减少焊工的设置时间至,1,分钟或更少,增加焊工正常运转时间,至,100%,图标,:,消除浪费,焊工的更换,焊工的正常,运转时间,ACME,所需的改进,200 T,冲压机,减少冲压机的设置时间至,10,分钟或更少,钢材供方,改为每日供货,图标,:,200 t,设置更换,日供货,= 4.5 days,= 169 sec.,1x,Daily,SHIPPING,Staging,L,R,WELD + ASSY.,Takt = 60 sec.,C/O = 0,Uptime = 100%,2 Shifts,Total work content 168 sec.,STAMPING,200 T,coil,coil,tote,batch,Coils,Michigan,Steel Co.,500 ft. coils,PRODUCTION,CONTROL,Daily,Order,6-week,Forecasts,coil,Daily,Milk Run,Daily Order,20,20,20,OXOX,Daily,Order,30/60/90 day,Forecasts,State Street,Assembly,18,400 pcs/mo,- 12,000 LH,- 6,400 RH,Tray = 20 pcs,2 shifts,(at the,press),EPE = 1 shift,C/O = 10 min.,daily deliv.,-,1.5 days,1 sec,1 day,168 sec.,2 days,Production,leadtime,Value,Added Time,Pull,changeover,welder,uptime,welder,changeover,eliminate,waste,BP #1,Loop,BP #2,Loop,BP #3,Loop,将来状态图,86,附录：价值流图标,6-week,Forecasts,1x,Daily,OXOX,1,5,PRODUCTION,CONTROL,MRP,IN,过程框,共享的过程框,均衡（组合或数量）,卡车发货,注明信息技术的过程框,多名操作员,操作员,库存超市,信息框,看板,（可视信号）,取货,库存框,（信息队列）,库存（物料队列）,电话,87,附录：价值流图标,FIFO,外部来源,改善爆炸图,数据框,先进先出顺序流,手工流信息,电子流信息,推动箭头,“去看”（非正式计划）,过程时间,=25,完成标准率,=40,2,个班次,88,Thank You,89,