精益生产PPT文件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copy Right By LMC,*,莱茵技术公司学术部,MIKE CHEN,5 / 10 - 13，2003,TCL LEAN MANUFACTURING TRAINING,TCL,精益生产培训,1,Copy Right By LMC,What Shall We Talk?,内容安排,精益生产系统简介,质量、成本和交货周期,现场管理及班组建设,价值流分析,运行效率,柔性生产单元,看板拉动和精益供应链,精益指标和推行策略,模拟演练,讨论, 现场,2,Copy Right By LMC,Lean Manufacturing System Briefing,精益生产系统简介,1,制造系统的要点,市场竞争及全球化,精益生产五项原则,最好的工厂？,3,Copy Right By LMC,S,tarting,with Toyota in the late 50s and catching on in the mid 80s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers,起,源于20世纪50年代丰田汽车公司，而在80年代中期被欧美企业纷纷采用。随着微利时代的来临，精益生产模式成为企业竞争的有力武器,Lean Thinking and Lean Manufacturing System,精益思维和精益生产系统,4,Copy Right By LMC,Manufacturing Evolution,制造系统演化史,Henry Ford,Assembly line,mass,production,Produce in,high volume,with,low variety,Single skill,福特首创的装配线是大规模低品种生产方式的代表，工人被当成工作的机器,Toyota Production System (TPS),Just-In-Time Production (produce only what is needed),Pull System,High variety,to meet,customers wants,丰田系统是建立在准时化观念上的拉动,式生产模式，以应付小订单多品种的挑战,5,Copy Right By LMC,Key Points for Manufacturing System,制造系统要点,Craft,手工生产,Mass,大规模生产,Synchronous,同步生产,Agile,敏捷生产组织,Lean,精益生产组织,Low volume,Customized,低产量,个性化,Large batches of similar products,Inflexible machinery,Manufacture of goods by process,大批量少品种,工序式生产,设备大难组合,Focused on total elimination of waste,Ongoing efforts to improve Quality, Productivity, and Responsiveness,Recognition of employee abilities,消除浪费,不断改进,员工参与,Builds on synchronous manufacturing,Emphasize on lead time reduction,Improve asset utilization,Built to customer demand,在同步生产的基础上，强调缩短生产周期,提高资源利用率,需求驱动,Remove constraints to respond to customer demand through the entire supply pipeline (supplier-customer),Capable plants linked to lean concepts,改善整个价值链,节点上连着精益工厂,6,Copy Right By LMC,Marketing Competition and Globalization,市场竞争及全球化,Shorter lead time and on time delivery,快速并准时交货,Grow the mix，special configurations,需求品种增加，特殊定制,Maintain / improve quality and reduce price,不断改进质量及降低销售价格,Total life cycle of product becoming shorter and shorter,产品的生命周期越来越短,No boundary，business globalize village,无国界，业务“地球村”,7,Copy Right By LMC,Marketing Competition and Globalization,市场竞争及全球化,8,Copy Right By LMC,精益思想的要点,“精益”释义：,精益 -,形容词,：无肉或少肉，少脂肪或无脂肪，,文体或措词简练,反义词,： 肥胖的，多肉的，过重的，不结实的，过分,肥胖的，丰满的，粗短的，肥大的，软的,精益生产：,通过消除企业所有环节上的不增值活动，来达到降低成本、缩短生产周期和改善质量的目的,9,Copy Right By LMC,What is Lean Manufacturing,什么是精益生产-五个原则,Lean,Manufacturing,精益生产,Value,价值,站在客户,的立场上,Value Stream,价值流,从接单到发货,过程的一切活动,Flow,流动,象开发的河流,一样通畅流动,Demand Pull,需求拉动,BTR-,按需求生产,Perfect,完美,没有任何事物,是完美的,不断改进,降低成本， 改善质量， 缩短生产周期,10,Copy Right By LMC,Life Cycle Cost In Different System,不同系统中的成本,精益生产系统之产品,生命周期成本,大规模生产模式下的,产品生命周期成本,产量,$/,piece,V,销售价格,$/,piece,V,产量,销售价格,11,Copy Right By LMC,质量,间接员工,精益的通俗定义,Lean Manufacturing And Automation,精益生产与自动化,本成,灵巧的双手,投资,直接员工,间接员工,质量,产品生命周期成本,LEAN,全自动,自动化程度,12,Copy Right By LMC,精益思想：关注流程,企业的,生产流程,包括：订单处理、物料计划、采购下单、,供应商备料、运输、来料检验、存储、搬运、加工、检验,和返工、过程等待、成品库存、发运、货款回收等环节,订单处理,采购下单,供应商备料,运输,来料检验,原料存储,搬运和等待,加工,检验及返工,成品存储,成品发运,货款回收,制造周期,交付周期,13,Copy Right By LMC,精益思想：从增值比率看改善空间,增值比率,增值时间（,Value added time）,制造周期（,Manufacturing cycle time）,X 100%,=,增值时间,：站在客户立场看制造过程中的增值动作和时间,如：,改变形状,、,改变性能,、,组装,、,包装,等,物料从进厂到出厂，只有不到 10% 的时间是增值的！,14,Copy Right By LMC,Benchmark：The Average Of Top 10%,标杆：前10%最好工厂平均,1997,IWeek Survey of 2,900 manufacturers,1998 IWeek Survey of 2,100 additional manufacturers,按时交货 - 98%,交付周期时间 - 10 天,缩短交付周期时间 (5年) - 56%,缩短生产周期时间 (5年) - 60%,生产周期时间 - 3 天,执行比率 - 3/10 = .30,库存周转 - 12.0,库存减少 (5年) - 35%,在制品周转 - 80,使用精益生产的工厂 - 96%,15,Copy Right By LMC,The Competition Advantage Of A Lean Enterprise,精益企业的竞争优势,生产时间减少 90%,库存减少 90%,生产效率提高 60%,到达客户手中的缺陷减少 50%,废品率降低 50%,与工作有关的伤害降低 50%,否则，要检查一下你在哪里做错了！,-精益,思想,Womack & Jones,在三到五年的时间里,16,Copy Right By LMC,业绩对比,日本,北美,欧洲,生产率（辆/人/年）,55,6,6.5,质量（缺陷/100辆车）,60,82,97,场地（平方英尺/车/年,5.7,7.8,7.8,库存（8个样件,天）,0.2,2.9,2.0,团队（占劳动力%）,69,17,0.6,工种轮换（0-无 4-高）,3.0,0.9,1.9,建议数/年/雇员,61.6,0.4,0.4,缺勤率,5.0,111.7,12.1,自动化（组装）,1.7,1.2,3.1,项目,地区,17,Copy Right By LMC,观念比较,不间断的单件流,传统理论,精益思想,由生产者决定价值，向用户推销,由最终用户来确定，价值只有满足用户需求才有存在的意义,流程,无间断,层级的金字塔,总经理集权,部门职能化、专业化,扁平结构,赋予职能岗位的决策权,按流程重构的团队或,Cell,集中的推式管理,分工,流程支离破碎,拉式,大批量，等待,18,Copy Right By LMC,观念转变，消除浪费，价值流管理，团队精神及5,S，,持续改进,设备总有效性,自动化及防错,作业快速转换,流动生产,设备布局,多技能员工,小批量生产,缩短生产周期,均衡混流生产,看板拉动,准时化生产,库存降低,消除浪费降低成本,全面质量管理,全面生产维护,精益企业,构筑精益企业之屋,19,Copy Right By LMC,以斯密的劳动分工理论、福特的流水线和斯隆的管理创新为代表的第一次工业革命，效率的极大提高改变了工业文明的进程,以丰田生产系统发展而来的精益生产方式冲击了传统的、依赖大批量生产提高效率及劳动分工的观念，代表了第二次工业革命的开始,在你漫不经心的时候，你的对手已从蜗牛变成了敏捷的豹子,竞争的加剧，,WTO,的加入，政府保护功能的消失，是所有的企业从臃肿低效中苏醒过来的时候了,不能错失的第二次工业革命，精益生产是打造企业竞争力的利器,制造业的机遇和挑战,20,Copy Right By LMC,Quality,Cost and Delivery,质量、成本和交货期,对待质量的心态和改进工具,成本的构成及控制手法,流动的物流和信息流是缩短,交货期的保障,2,21,Copy Right By LMC,生产管理的任务,Safety,安全、士气,Quality,质量,Delivery,交货,Cost,成本,SQDC,22,Copy Right By LMC,生产管理者的职责,组长：质量及不合格品的注意；生产线,停线的责任,领班：生产力改进；成本降低,主管：生产控制，作业标准，质量控制，,培 训，安全，,经理：目标方针，资源配备，系统优化,高层管理,中层管理,基层管理,作业人员,创新,改善,维持,23,Copy Right By LMC,The Attitude to Quality,对待质量问题的心态,People CAN and WILL make inadvertent mistakes!,If one person makes a mistake ANYONE can!,ONE mistake out the door is too many!,Mistakes CAN be eliminated and MUST be eliminated for us to become COMPETITIVE!,人们可能而且也会在无意中做出错误,如果一个人会犯错误，那么任何人都会犯错误,一个错误出门，带来麻烦多多,为使我们更有竞争力，错误必须消除而且也能消除,24,Copy Right By LMC,99.9%,的正确率意味着什么？,每天北京机场有一次飞机着陆是不安全的,每年发生两万起药物处方错误,每天发生50起新生婴儿掉在地上的事件,每小时发生两万起支票帐户的错误,一个人出现三万二千次心跳异常,The Attitude to Quality,对待质量问题的心态,25,Copy Right By LMC,Standards Is The Foundation,标准是改进的基础,为什么要标准化？,-,代表最好的、最容易的和最,安全的方法,-,提供了一种衡量绩效的手段,-,表现出因果之间的联系,26,Copy Right By LMC,The Continuous Improvement Tool,改善的工具:,SDCA PDCA,时 间,改 进,P,D,C,A,S,D,C,A,S,D,C,A,P,D,C,A,Standardize,Do,Check,Action,Plan,Do,Check,Action,27,Copy Right By LMC,5 - Steps Problem Solving Skill,解决问题五步法,People,&,Teamwork,1.,Identify,4.,Implement,5.,Evaluate,2.,Analyze,3.,Plan,Select,Prevent,Contain,Correct,Identify,描述问题,Analyze,分析原因,Plan,行动计划,Implement,实施跟踪,Evaluate,评价推广,28,Copy Right By LMC,Quality Is Not Only The Result,质量：不仅仅是“结果面”的质量,下个工序是,客户!,“结果面”的质量：客户对产品和服务的满意度,“过程面”的质量：从订单到发货一切过程的工作心态和质量,29,Copy Right By LMC,To The Defects, I Will Say No!No!No!,对待缺陷，三不政策,DONT ACCEPT,不接受！,DONT MAKE,不制造!,DONT DELIVER,不传递!,30,Copy Right By LMC,Error Proofing,差错预防,Preventing or detecting errors at the source,FMEAs,provide basis for error proofing,在源头预防或探测差错,失效模式分析是差错预防的基础,zz,31,Copy Right By LMC,健忘,误解产生的错误,识别错误,新手错误,疏忽的错误,迟钝的错误,缺少标准的错误,蓄意的错误,错误有八种不同的类型,32,Copy Right By LMC,防错十大原理,断根原理,保险原理,自动原理,相符原理,顺序原理,隔离原理,复制原理,层别原理,警告原理,缓和原理,33,Copy Right By LMC,The Way To Low Down Cost,降低成本的手段,重新思考,成本的构成,改善生产力,消除浪费,34,Copy Right By LMC,在价格，成本和利润的关系中，有两种不同,的思考方法：,传统的方法,销售价格 = 成本 + 利润,New Thinking To The Cost,对成本的重新思考,新的方法,利润 =销售价格 成本,一定要现金！,35,Copy Right By LMC,降低成本的优势：范例,通过管理使制造成本下降20%，而增加114% ！,当前状况,增加销售,50%,削减支出50%,降低成本20%,销售,$ 100,000,$ 150,000,$ 100,000,$ 100,000,成本,- 80,000,- 120,000,- 80,000,- 64,000,毛利,20,000,30,000,20,000,36,000,财务费用,- 6,000,- 6,000,- 3,000,- 6,000,利润,14,000,24,000,17,000,30,000,利润增加,-,71.4%,21.4%,114.2%,36,Copy Right By LMC,有两种方法可以提高生产率,：,-,保持产出不变，减少投入,-,保持投入不变，增加产出,提高生产率：降低成本,劳动 资本,管理 信息,生产率每年提高2.5%对其提高的贡献为：,资本：0.4%,劳动：0.5%,管理：1.6%,商品,服务,投入,过程,产出,反馈循环,37,Copy Right By LMC,产品成本的构成,材料成本,50 70%,直接人工,5 15%,分摊费用,20 30 %,38,Copy Right By LMC,Correction,返工,Overproduction,过量生产,Conveyance,搬运,Motion,多余动作,Waiting,等待,Inventory,库存,Processing,过程不当,消除浪费：降低成本,39,Copy Right By LMC,Waste of Overproduction,过量生产,生产多于下游客户所需,Making More Than Needed,生产快于下游客户所求,Making Faster Than Needed,劳模？,40,Copy Right By LMC,Rework of a Productor Service to Meet Customer Requirements,为了满足顾客的要求而对产品或服务进行返工,Waste of Inspection/Correction/Rework,检验/校正 / 返工,41,Copy Right By LMC,Any movement of material that does not,support a lean system,不符合精益生产的,一切物料搬运,活动,Waste of Material Movement / Conveyance,物料搬运,42,Copy Right By LMC,Effort which adds no valueto a product or service,对最终产品或服务,不增加价值的,过程,Waste of Processing,过程不当,43,Copy Right By LMC,Any supply in excess of process requirements necessary toproduce goods,任何超过加工必须的,物料供应,Waste of Inventory,库存浪费,44,Copy Right By LMC,Inventory Covers All Problem,库存掩盖所有问题,交货问题,质量问题,效率问题,维修问题,库存水平,45,Copy Right By LMC,Low Down Inventory To Expose Problem,通过降库存暴露问题,交货问题,质量问题,效率问题,维修问题,库存水平,46,Copy Right By LMC,Low Down Inventory To Expose Problem,通过降库存暴露问题,交货问题,质量问题,效率问题,维修问题,库存水平,47,Copy Right By LMC,Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized,当两个关联要素间,未能完全同步时,所产生的空闲时间,Waste of Waiting,等待,48,Copy Right By LMC,Any movement which does not contribute value to the product or service,任何不增加产品或服务价值的人员和设备的动作,Waste of Motion,多余动作,49,Copy Right By LMC,Shorten The Lead Time,缩短交付周期,制造中的时间,成批和流动,缩短周期,50,Copy Right By LMC,Time and Impact,时间与影响,原材料 加工,在制品 成品,信息处理,供应链,顾客,根据需求生产,传统生产：依靠预测,根据预测生产/采购,顾客,精益生产：依靠速度,交付周期,51,Copy Right By LMC,Shorten The Lead Time Batch Or Flow,缩短交付周期：成批或流动,操作 #1,C/T=1min,操作 #3,C/T=1min,操作 #2,C/T=1min,Raw,F/G,?,操作 #1,操作 #2,操作 #3,C/T=1min,C/T=1min,C/T=1min,Raw,WIP,WIP,F/G,?,练习：下列,B / F,中的?各为多少？,B,F,52,Copy Right By LMC,Store,Handle,Inspect,Process,Description,ValueAdded,Non,ValueAdded,Distance,Time,Store in Warehouse,Inspect Parts,Move to line,Perform Operation #1,Store inBuffer Bin,PerformOperation #2,360,Ft.,350 Ft.,7 Ft.,1 Ft.,2 Ft.,4 Ft,12,min.,4 min.,1.5 min.,2 sec.,8 sec.,2 sec.,Shorten The Lead Time Flow Chart,从流程图入手，缩短交付周期,53,Copy Right By LMC,客户需求 8600 个,Inventory Control Small Lot Strategy,小批量策略,A,LOT=1000，,9,箱多出 400 个,C,B,LOT=500，,17,箱少了1,00,个,LOT=200，,43,箱刚好,54,Copy Right By LMC,What Is Flow Manufacturing?,什么是流动生产？,未开发的河流,开发的河流,A Developed Flow is Less Disruptive,A time based system that pulls material through a production system with no interruptions,建立在时间基础上，无障碍地拉动物料流经生产系统,55,Copy Right By LMC,WPO and Team Building,现场管理及班组建设,5S / 6S / 7S,Color Coding,色标系统,Andon,直观信号系统,Operation Sheet,操作图表卡,班组建设和员工参与,3,56,Copy Right By LMC,Sort,Straighten,Shine,Standardize,Sustain,WHAT IS 5S /6S / 7S,Seiri,Seiton,Seiso,Shitsuke,Seiketsu,+,Safety,+ Save,整理 整顿 清洁 展开 保持 + 安全 + 节约,Workplace Organization,现场组织管理,57,Copy Right By LMC,第一步：,Sort,整理,确认什么是需要的,使用的频率有多高,给不需要的贴上标签,处理贴上标签的物品,Workplace Organization - 5S,现场组织管理- 5,S,58,Copy Right By LMC,5,S,小组清查：,把生产不必需或不常用的东西贴上标签,Workplace Organization - 5S,现场组织管理- 5,S,整理标签,1、物料名称：,2、物料,ID：,3、,物料数量：,4、物料价值：,5、放置原因：,6、使用频率：,7、处理行动：,去掉,返回,移到整顿物品仓库,分开存放,其他,责任人：,完成日期：计划：,实际：,59,Copy Right By LMC,物品很容易,找到,并很容易,拿到,我们可以知道物品,放得,太多,或,太少,第二步：,Straighten,整顿,Workplace Organization - 5S,现场组织管理- 5,S,60,Copy Right By LMC,Workplace Organization - 5S,现场组织管理 - 5,S,Step 3: Shine,清洁,ASSIGNMENTS,分配职责,METHODS,确定方法,TOOLS,准备工具,IMPLEMENT,付渚行动,TARGETS,建立目标,61,Copy Right By LMC,Workplace Organization - 5S,现场组织管理 - 5,S,锤子,扳手,螺丝刀,12,10,8,12,10,8,12,10,8,Step 4: Standardize,展开,Habitually,Preventing,习惯,预防,62,Copy Right By LMC,Workplace Organization - 5S,现场组织管理 - 5,S,Always follow,the specified and Standardized procedures,.,按规定和标准操作,Step 5: Sustain or Discipline,保持 / 教养,将 5,S,进行到底!！,63,Copy Right By LMC,每个零件都有指定的,存放位置，什么东西,不在位置上，一目了然,因为有很好的,标记，,需要时很快就能找到,所要东西,Workplace Organization - Visual Aids,现场组织管理- 可视管理,TOOLS,Everything has its place,and everything in its place,每件物品有指定的位置，,每件物品在它的位置上!,64,Copy Right By LMC,Workplace Organization -,C,o,l,o,r,Coding,现场组织管理-色标管理,合格品或安全区,待审查区,固定位置,的物品,废品、返工区,有害物品或,防撞标识,Red,Blue,White,Yellow,Grey,一般区域,65,Copy Right By LMC,B15,C16,B16,C15,2,3,4,5,7,8,9,10,6,09,08,07,02,03,04,05,06,01,FA-BC15/16,Workplace Organization - Address System,现场组织管理-地址系统,FA L01,2,3,4,5,7,8,9,10,6,09,08,07,02,03,04,05,06,01,FA L02,66,Copy Right By LMC,Workplace Organization - Operational Sheet,现场组织管理 - 操作图表卡,全面质量管理,操作,校验,校核基线,安装光学器件,压紧螺钉,67,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,People doing the work know the operation best,Decisions need to be made at,all levels,where the work is being done,Those people affected by a change (line design) need to participate in making that change,从事工作的人员最了解其本职工作,在工作地点的,所有层次上,都需要作出决策,受某一改革影响的人需要参与实施这个改革,WHY ？,68,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,Change,is exciting when it is done,by us, threatening when it is done,to us,.,“当,变化,由我们,完成时，它是令人激动的，而当它,发生到我们身上,时，就是危险的。”,Who Moved My Cheese,?,69,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,自然工作小组-,NWG,激发主人翁精神,通过消除浪费和关注客,户达到不断完善的目的,培养多技能员工,提高效率,T,Together,E,Everybody,A,Achieve,M,More,“我们是老虎队！”,70,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,define training plan, based on training needs,set up on - the - job training and certification program,formalize training effectiveness evaluation process,Training,基于需求的分析做出培训计划,建立在岗培训与操作证制度,实行培训效果评估程序,71,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,All near misses are examined.,Safety instructions are incorporated in all jobs.,Tracking injury / illness incident rates and lost,workday case rates,杜绝隐患于未然,所有工作卡应包含安全指导,跟踪并改进,“,伤病事故率,”,和,“,损失工作日率,”,绿十字日历,72,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,Three ways communication,Horizontal,平行,Top to bottom,自上到下,Bottom to top,从下到上,73,Copy Right By LMC,Team Building and People Involvement,团队建设 / 员工参与,作为自然小组的日常工作，,参与建议率90%,建议应在30天内答复，60天内实施,GOOD,JOB!,承认和表彰有正式,及非正式形式，,应与工厂的目标,结合在一起,Idea！,74,Copy Right By LMC,Value Stream Mapping,价值流分析,4,理解流程看到价值憧憬未来状态,供应商,顾客,信息控制,工序,C,工序,A,工序,B,75,Copy Right By LMC,价值流,概念投产,订单交付,原材料成品,Action,Action,多个工厂/ 供应链,Action,Action,单个工厂,Action,Action,工序,What Is Value Stream,什么是价值流,76,Copy Right By LMC,Why Mapping the Value Stream,为什么要图析价值流,Develops ability to see the total flow.beyond the single process level,建立超越单个工艺过程层次而看到宏观生产流程的能力,Helps identify the sources of waste,帮助发现浪费源,Shows the linkage between information flow and the material flow,展示了信息流与物流之间的联系,Provides a communication tool for all levels,广泛沟通的工具,Helps establish priorities based on barriers to flow,确定优先次序,Ties together lean concepts and techniques helps avoid cherry-picking,结合精益的概念与技术避免“只挑容易的” 来改进,Forms the basis of an implementation plan,形成实施计划的基础,Describes what you are actually going to do to affect the quantitative data,描绘为了影响这些定量的数据，应该做些什么,77,Copy Right By LMC,Some Lesson Learned,实施精益生产中的一些教训,Cherry-picking the tools is not enough,赶时髦或随机选择一些工具,是不行的,Focus on the flow of value,to create a system,应当建立一个增值的连续流程,78,Copy Right By LMC,Value Stream Managers,价值流经理,每一个价值流应指定一个价值流经理,职责:,关注系统优化,协调所有资源,向高层管理者汇报,价值流经理,工序,工序,工序,冲压,焊接,装 配,改善,原材料,成品,79,Copy Right By LMC,Value Stream Mapping Steps,价值流图析步骤,Product family,产品族,工作计划及,实施,Current status,当前状态图,Future status,未来状态图,将注意力集中在单个的产品族上,了解工艺工程当前是如何运作的,设计一个精益价值流,制订,“,未来状态,”,的实施计划,80,Copy Right By LMC,Value Stream Mapping - Icons,价值流图析：图标1,物流图标,Weekly,卡车运货,库存或队列时间,I,300,pieces,1 Day,推式箭头,物流流向/来自外部资源,max 20 pieces,FIFO,先进现出顺序流,超市,回收,通用图标,缓冲区或安全库存,Uptime,1-,pc flow,改进方案,外部资源,XYZ,Corporation,操作工,内部工艺工程,ASSEMBLY,数据筐,C/T = 45 sec,C/O = 30,mins,3,Shifts,2%,Scrap,81,Copy Right By LMC,Value Stream Mapping - Icons,价值流图析：图标2,信息流图标,手工信息流,电子信息流,提取看板,生产看板,分批地看板到达,Weekly,Schedule,信息,OXOX,生产顺序,信号看板,看板架,“现场了解”进度安排,82,Copy Right By LMC,VSM - Understand Current Process,理解当前过程,Understand how the process currently operate,理解当前过程是怎么运行的,从顾客要求着手,包括订单数量与包装大小,绘制基本的生产过程,沿着,“,门对门,”,流程,倒,走 (从发货点开始),草绘简单的流程图，初步了解流程与工艺顺序,使用标准图标（用铅笔）开始绘制当前状态图,83,Copy Right By LMC,Understand how the process currently operate,理解当前过程是怎么运行的（续）,给每一工艺过程加上数据框,没有标准时间 (使用秒表),包括每一工艺过程如下的一些适当数据:,- 生产周期时间- 产品批量大小- 包装尺寸,- 作业准备时间- 工人数,目,- 工作时间,- 机器正常使用时间- 产品变更- 一次性合格率,记录库存/在制品数量,定义关键零件 -,key/control part，,统计其库存数量,VSM - Understand Current Process,理解当前过程,84,Copy Right By LMC,Data collecting,需要数据采集,Understand Sequence,理解工作顺序,Understand Cycle Time,了解生产周期,Capture Waiting Time,收集等待时间,VSM - Understand The Work,理解当前工序操作,Without Data，Its Just An Opinion!,没有数据，它只是你的观点,！,85,Copy Right By LMC,Understand how the process currently operate,理解当前过程是怎么运行的（续）,展示来自供应商并且流向顾客的物流,包括发货频率,展示工艺过程之间的物流,展示信息流,画出时间线,包括交付周期时间和加工时间,VSM - Understand Current Process,理解当前过程,86,Copy Right By LMC,Value Stream Mapping - Current Status,当前状况图示,冲压,XX,钢铁厂,卷材,每周两次,XX,装配厂,月需求18400,-12,00,左向,-6,400,右向,包装单位20,两班生产,I,信息控制,（销售、物料、采购、生产控制）,焊接 #1,I,焊接 #2,I,装配 #1,I,I,I,装配 #2,MCT =23.5 Days,VA = 188 Sec,6 周预测,每周订货,90/60/30 天预测,每天订单,87,Copy Right By LMC,Value Stream Mapping - Current Status,当前状况图示 (详细),88,Copy Right By LMC,Current Status Mapping Steps,当前状况图示步骤,1),Start with the customer,从顾客开始,2),Draw the basic production processes,绘制基本的生产工艺流程,3),Add data boxes for each process,给每个工艺过程加上数据框,4),Add inventory points,添加库存数据,5),Show material flow from suppliers & to the customer,展示源自供应商并且流向顾客的物流,6),Show material flow between processes,展示工艺过程之间的物流,7),Show information flow,展示信息流,8),Draw timeline (incl. lead time and value added time),绘制时间线（包括供货周期时间与增值时间）,89,Copy Right By LMC,Current Status Mapping - How To Use？,如何使用当前状况图,Improve the whole instead of optimizing parts,整体改进而不是局部优化,See & understand the flow of material and information,观察并了解物流与信息流,Envision the future State,憧憬“未来状态”,let the customer,pull,让顾客,拉动,remove wasted steps,消除浪费的步骤,get remaining steps to,flow,使剩下的步骤,流动,90,Copy Right By LMC,Takt Time = 58.6,Analyze and Improve Current Status,分析和改善当前状况,91,Copy Right By LMC,焊接和装配,XX,钢铁厂,卷材,看板送货,XX,装配厂,月需求18400,-12,00,左向,-6,400,右向,包装单位20,两班生产,信息控制,（销售、物料、采购、生产控制）,冲压,90/60/30 天预测,每天订单,6 周预测,MCT =4.5 Days,VA = 166 Sec,Future Status Mapping,将来状况图析,92,Copy Right By LMC,Future Status Mapping,将来状况图析(详细),93,Copy Right By LMC,Future Status Mapping - How To ？,如何图析将来状况图,Begin by drawing on the current-state map,由绘制当前状态价值流图开始,First iteration assume existing product designs, process technologies and plant locations are given,第一次绘制假定现有产品的设计、工艺技术与工厂位置不变,Future-state should continuously evolve into the ideal state,未来状态必须持续的逐步发展成理想状态,Forms foundation for the implementation plan-like a blueprint,成为实施计划的基础象一幅,“,蓝图,”,Always need a future state and a plan to get there,永远需要一个未来状态构想与一个实现此未来状态的计划,94,Copy Right By LMC,1）生产是按建立成品超市、保证库存的方式,进行，还是根据订单生产？,or,Assembly,装配,Assembly,装配,成品超市,Key Points for Future Status Mapping,规划将来状况应考虑的要点,95,Copy Right By LMC,A .,连续流生产也称为“一个流”生产或小批量生产，是一种最有效的生产方式,B .,如果工序是为特定产品（零件）而设置，并且工作负荷能平衡在生产节拍,内，那么连续流是可能的,ABC,ABC,ABC,C,BATCH,批量,A,X,B,C,X,A,X,FLOW,连续流,ABC,ABC,ABC,XYC,XY,XY,A,ABC,ABC,ABC,BEH,BE,BE,B,2）何处可以实现连续流生产？,Key Points for Future Status Mapping,规划将来状况应考虑的要点,96,Copy Right By LMC,3) 何处使用物料超市和看板拉动方式，触发并控制上游工序？,在连续流中断的地方，考虑超市和看板,- 工序为下游多个流程服务，并且换型多时间长，如冲压、,injection molding,-,外包工序,- 不稳定和 / 或长时间工序，如陶瓷窑炉、热处理等,上游工序,下游工序,生产看板,消耗看板,超市,零件,零件,Key Points for Future Status Mapping,规划将来状况应考虑的要点,97,Copy Right By LMC,B,如果,FIFO（,先进先出）料道零件已满，则停止生产,4）,FIFO lanes,先进先出生产方式：,当零件批量较小或特殊定制，不能生产库存时，,先进先出方式避免过量生产,上游工序,B,下游工序,A,生产看板,超市,先进先出料道,Max 80 pcs.,Key Points for Future Status Mapping,规划将来状况应考虑的要点,98,Copy Right By LMC,5) 在所有工序中，选定何处作为生产控制节拍器？,节拍工序为所有上游工序设定生产快慢、品种变化的步调.,一般位于最下游的连续流工序,控制点,Product A,Customer,Customer,FIFO,FIFO,Process,1,Process,2,Process,3,Process,4,控制点,Process,1,Process,2,Process,3,Process,4,flow,flow,Product B,Key Points for Future Status Mapping,规划将来状况应考虑的要点,99,Copy Right By LMC,6) 在节拍控制点如何组织均衡生产,Leveling Production?,周生产计划,星期一.400,A,星期二.100,A, 300 B,星期三.