精益生产之超市系统课件

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,#,Supermarket System,超市系统,Activity SW No.: 4.5.7 Supermarket System,Revision #: 004,Last improved: 06-Aug-2013,Improved by: A. Meester,1,2021/2/7,Objectives of this Module,这个模块的目标,Participants will be able to:,参与者能够,Identify where supermarkets are needed within a value stream to support a pull system,识别出在价值流的哪里需要设置超市来支持拉动系统,Use the PFEP database to correctly size and maintain supermarkets,使用,PFEP,数据库来正确的估算及维护超市,Link supermarkets to the overall kanban systems and conveyance routes,将超市与整个看板体系及运输路线链接起来,2,2021/2/7,Topics,主题,What is a Supermarket?,什么是,超市,?,Three Steps of Supermarket Design,超市设计的,3,大步骤,Supermarket Location,超市地址,Supermarket Sizing,超市大小,PFEP (Plan for Every Part) Database PFEP,数据库,Design Delivery Routes,设计交付路线,Running the Supermarket,运行超市,Group Exercises,团队练习,3,2021/2/7,Jargon Buster,专业术语,Supermarket,超市,PFEP (Plan for Every Part),单个零件计划,Address system,地址系统,Kanban,看板,Routes,路线,VMI,供应商管理库存,Jargon Buster,PFEP?,Supermarket?,Address system?,4,2021/2/7,What is a Supermarket?,什么是超市,Operation,工序,20,Operation,工序,10,PULL,拉动,Supermarkets,超市,Shipping,出货,Raw materials,原材料,In-process stock,在制品库存,Finished goods,成品,5,2021/2/7,What is a Supermarket?,什么是,超市,?,A deliberately designed material stores area with controlled quantities of materials,故意设定的区域储存可控数量的材料,The downstream process takes what is needed and the supermarket owner (the upstream process) replenishments,下游工序拿取需要的,材料,超市,的所有人（上游工序）进行补料,Unlike traditional stores area, no order forms, paperwork transactions, or stock requisitions are needed other than kanban,不同于传统的储存区域，没有除看板以外的订单格式， 纸质的交割或者物料申请,6,2021/2/7,Heijunka Box,321,234,321,234,321,234,234,234,761,321,234,761,321,234,761,321,234,761,321,234,234,234,234,234,234,234,234,234,234,234,234,Finished Goods Supermarket,成品超市,1,4,3,What is a Supermarket?,什么是超市,Raw Materials Supermarket,原材料超市,2,5,761,Kanban Post,看板架,1,2,3,4,Cell,Kanban Post,看板架,1,2,3,4,Cell,453,Parts Supermarket,零件超市,234,453,7,2021/2/7,What is a Supermarket?,什么是,超市,?,A material stores area which:,物料储存,区,:,Puts material close to point of use,将物料放置在靠近使用点,Eliminates shortages,消除物料短缺现象,Sets minimum and maximum levels for inventory,设定最大库存及最小库存量,Uses floor space efficiently,更有效的利用空间,Simplifies ordering and material handling,订购及物料搬运简单化,Removes non value added activities: (receiving, putting away, kitting, counting, cycling, requisitions),消除不增值的动作：,（,收货,摆,料，配料，点数，循环，申请）,Improves material flow in the product cells,改善生产线的物料流程,And makes the status of materials visible,让物料状态可视化,8,2021/2/7,What is a Supermarket?,什么是,超市,?,Simple visual systems show material flow,简单可视化的物料流,Location, address and quantity control,位置,地址,及数量管理,9,2021/2/7,What is a Supermarket?,什么是,超市,?,Supermarkets and material presentation,超市及物料准备,Achieve excellent 6S,实现卓越的,6S,Present materials and their information visibly,让物料及信息更加目视化,Eliminate defects,消除不良,Use gravity feeds,使用重力送料,Reduce motion for loading and unloading,减少上料及退料的动作,Maintain FIFO,维护先进先出,10,2021/2/7,Three Steps of Supermarket Design,超市设计的,3,大步骤,Set supermarket location,设置超市的地址,Where will supermarkets help us most?,超市设置在哪里更有帮助,Determine supermarket sizing,定义超市大小,PFEP database to determine quantities PFEP,数据库来定义数量,Space required,空间的要求,Design delivery routes,定义送货路线,Standard work for withdrawal and delivery of parts and containers,补料及送货及周转箱的标准作业,11,2021/2/7,Step1: Supermarkets Location,第一,步,:,超市,选址,Typical supermarket locations,典型的超市地址,At the end of the producer process whenever possible, as a rule,在有可能的情况下设置在在生产工序的尾部,At point of use (VMI, C items),在使用点（供应商管理,库存,C,类零件）,At receiving (for external suppliers),在收货区（外部供应商）,12,2021/2/7,Close to the point of use as possible,越靠近使用点越好,Direct delivery to the supermarket,直接交货到超市,Minimize repeated handling,将重复搬运减少到最少,1,2,Step1: Supermarkets Location,第一,步,:,超市,选址,13,2021/2/7,Step1: Supermarkets Location,第一,步,:,超市,选址,Standard Approach,标准的方法,Locate supermarkets at the end of the supplier process or production line,将超市设置在供应流程的最尾端或生产线,Make problems immediately visible to the producer process,将问题立刻可视化的传递到生产工序,Do not sacrifice visibility for the sake of optimizing the work of material handlers,不为优化物料搬运工作的缘故而牺牲可视化,14,2021/2/7,Step1: Supermarkets Location,第一,步,:,超市,选址,Line,生产线,F1,Line,生产线,F2,Line,生产线,F3,Supermarket,超市,1,Supermarket,超市,2,Supermarket,超市,3,Line,生产线,A1,Line,生产线,A2,Line,生产线,A3,234,15,2021/2/7,Step1: Supermarkets Location,第一,步,:,超市,选址,Centralized Supermarket,集中化的超市,Due to high volume and or mix, the facility layout, the supermarket may not always fit at the end of the line,因为大批量或多,品种,工厂,格局的原因，超市也许不能总是设置在生产线的尾部。,When centralized supermarkets are used they should be located between the upstream and downstream process to minimize material handling,集中化的超市用于当他们设置在上游及下游工序来减少物料搬运,Supermarkets for incoming parts for assembly may be located near the receiving dock,来料零件超市可以设置在靠近收货区,16,2021/2/7,Step1: Supermarkets Location,第一,步,:,超市,选址,234,Line,生产线,F1,Line,生产线,F2,Line,生产线,F3,Consolidated Supermarket,统一的超市,Line,生产线,A1,Line,生产线,A2,Line,生产线,A3,17,2021/2/7,Group Exercise #1,团队练习,#1,Go see activity,去现场看,Walk through the value stream from end to end,Use value stream maps to assist,通过现场查看整个价值流,在价值流程图的帮助下,Identify locations within site value streams where supermarkets are needed,在价值流程图中识别出哪里需要超市,Document on future state maps where applicable,将适用的地方在未来价值流程图上体现,Where can we,哪里我们可以,Support kanban system efforts?,支持看板,系统,?,Minimize inventory levels?,最小化库存水平？,Improve visibility and eliminate shortages?,提升可视化及消除物料短缺？,18,2021/2/7,Step 2: Supermarket Sizing,第二,步,:,超市,大小,How much of each part will we keep line side?,每个零件我们需要多少在生产线旁,Frequency of conveyance,运输的频率,Quantity of conveyance,运输的数量,Minimize line side stock through frequent small deliveries that are part of an overall route,通过高频率小批量的交付来最小化生产线旁的物料,19,2021/2/7,Step 2: Supermarket Sizing,第二,步,:,超市,大小,In order to determine supermarket size, we need to know,为了定义超市的,大小,我们,需要知道,Usage volume (quantity),用量的多少（数量）,What is the scheduling method?,什么是计划的,方法,?,Has the usage been leveled?,用量被均衡化了吗？,Has the mix been smoothed?,生产种类被稳定了吗？,Is there a frozen time window?,有一个冻结的时间窗口吗？,Delivery frequency upstream,上游工序的交货频率,Delivery quantity,交货数量,Container size,周转箱大小,Location of signal,信号的位置,Weight,重量,And more,等等,20,2021/2/7,The Plan for Every Part (PFEP) answers:,单个零件计划解答,了,:,How is the part purchased?,零件如何进行,采购,?,Who produces this part?,谁生产这个零件？,How is it packaged?,零件如何包装？,How is the part received?,零件如何收货？,Where is it stored?,在哪里储存？,Where is its point of use?,在哪里使用？,How is it delivered to point of use?,如何交付到使用点,?,And much more.,等等,Step 2: Supermarket Sizing,第二,步,:,超市,大小,21,2021/2/7,Sample PFEP Data,数据的案例,Part Number,物料编号,The number used to identify the materials at this site,在工厂内物料的识别编号,Description,描述,Common name of material,物料的通用名称,Daily usage,每天用量,Average quantity of material used per day,物料每天是平均使用量,Point of Use,使用点,Process or area where the material is consumed,物料在哪个工序进行消耗,Point of Storage,储存点,Address or location where material is stored,物料存储的地址,Order frequency,订单频率,How often the material is ordered from the supplier,下物料订单的频率,Supplier name,供应商,Name of the supplier of material,零件供应商的名称,Supplier city,供应商城市,City where the supplier of this material is located,零件供应商所在城市,Supplier region,供应商地区,Prefecture, state, district, or province where supplier is located,零件供应商所在区域,Supplier country,供应商国家,Country where supplier is located,供应商所在的国家,Container type,包装箱类型,Type of the container used for this material,物料使用的周转箱类型,Container weight,包装箱重量,How much an empty container weighs,空箱的重量,Weight per part,零件单重,How much one unit of this material weighs,单个零件的重量,Total pkg. weight,整箱重量,Weight of a full container of this material,物料满箱的总重,PFEP (Plan for Every Part) Database PFEP,数据库,22,2021/2/7,Container length,周转箱长度,Length or depth of container,周转箱的长度或深度,Container width,周转箱的宽度,Width of container,周转箱的宽度,Container height,周转箱高度,Height of container,周转箱的高度,Use per assembly,每个产品的用量,Quantity of material used for one finished product,零件在单个成品中的用量,Hourly usage,每小时的使用量,Maximum quantity of materials consumed per hour,每小时最大是使用量,Standard container quantity,标准的周转箱数量,Quantity of material in one full container,满箱中的零件数量,Hourly container usage,每小时的周转箱用量,Maximum quantity of containers consumed per hour,每小时周转箱的最大使用量,Shipment size,送货的批量大小,Standard shipment size (in usage days),标准的出货大小,Carrier,货运公司,Name of transportation service company,运输服务公司的名称,Time in transit,运输时间,Travel time from supplier to site (in days),从供应商处到工厂的时间（天数）,Kanban quantity,看板数量,Quantity of kanban cards or pull signals in system,拉动信号系统中看板卡的数量,Supplier quality,供应商质量,Performance rating for quality (percentage),质量的成绩（百分比）,Supplier delivery,供应商交付,Performance rating for delivery (percentage),出货的成绩（百分比）,Sample PFEP Data,数据的案例,PFEP (Plan for Every Part) PFEP,数据库,23,2021/2/7,PFEP Database,PFEP,数据库,PFEP (Plan for Every Part) Database PFEP,数据库,24,2021/2/7,For each part number in the supermarket:,在超市中的每个零件,编号,:,What is the average daily usage?,平均每天用量是,多少,?,What is the incoming shipment size (days usage)?,来料出货的大小（多少天的用量）？,How much buffer is required (days usage)?,需要的缓冲库存（多少天的用量）？,PFEP (Plan for Every Part) Database PFEP,数据库,25,2021/2/7,Planned Maximum Inventory,计划的最大库存,=,Daily usage,每天用量,x Shipment size in days usage,出货的大小（多少天的用量）,x Days usage purchased parts safety stock,（采购件安全库存使用的天数）,Safety stock:,安全,库存,:,How many days inventory do we need to guard against,我们需要多少天的库存来保障,Supplier issues?,供应商,问题,?,Transportation issues?,运输问题,Internal issues?,内部问题？,Determining Buffer Size,定义缓冲库存的大小,26,2021/2/7,Maximum Container Quantity,最大周转箱数量,=,Planned Maximum Inventory Level,计划的最大库存水平,/ Container Quantity,包装箱数量,Calculating Container Quantity,计算周转箱数量,27,2021/2/7,Updating the PFEP,更新,PFEP,28,2021/2/7,Group Exercise #2,团队练习,#2,Supermarket sizing,超市大小,Create PFEP Database,创建,PFEP,数据库,Use this information to size the supermarket,使用这些信息来确定超市大小,Design pilot supermarket based on size and ease of storage and retrieval,根据尺寸及储存的容易程度设计试产的超市的大小,29,2021/2/7,Step 3: Design Delivery Routes,第三,步,:,设计,送货路线,Heijunka Box,均衡化生产箱,321,234,321,234,321,234,234,234,761,321,234,761,321,234,761,321,234,761,321,234,234,234,234,234,234,234,234,234,234,234,234,Finished Goods Supermarket,成品超市,1,2,3,4,Cell,453,Kanban Post,看板架,1,4,3,Raw Materials Supermarket,原材料超市,2,5,1,2,3,4,Cell,761,Kanban Post,看板架,Parts Supermarket,零件超市,234,30,2021/2/7,Step 3: Design Delivery Routes,第三,步,:,设计,送货路线,Set route drive time at no more than 33% of the non-load time of the route,设置路线运输时间不超过路线空载时间的,33%,Only move material when authorized by the pull signal,只有在收到被授权的拉动信号后才移动物料,Ensure kanban system rules are followed and workers remove pull signals when using the first piece in a container,确保员工按照规则,操作,:,在,使用周转箱中第一个物料时员工发出信号,Synchronize the lunch and break times of the material handler on the route with those of the workers in the areas being supported,将物料搬运员与生产线员工的午饭时间及休息时间进行同步,Follow specific route times and frequencies and insure that route delivery is not interrupted for any reason,按照特定的路线时间及频率来保证运输交货不被任何原因被打断,Standardize work on the delivery route to eliminate all wasted motion and improve continuously,标准化在交货路线上的作业来消除所有的动作浪费及持续进行改进,31,2021/2/7,Step 3: Design Delivery Routes,第三,步,:,设计,送货路线,Designate one-way and two-way aisles along natural flow paths in the facility,指定的单向和双向沿自然流动路径的通道设施,Design all routes to flow through the plant and back to the supermarket,设计所有的通过工厂的路线及返回到超市,Design stops and delivery points along the route to minimize the non value-added work for the material handler,在路线上设计停止点及交货点来最小化物料员非增值的工作,Design stops and delivery points along the route to minimize non value-added work for the operator who is being supplied,在路线上设计停止点及交货点来最小化生产线员工非增值的工作,Start with one-hour delivery routes, aiming for a 95% efficiency (57 minutes),从一小时的送货路线,开始,目标,达到,95%,的效率,Set loading time at the supermarket at 33% or less of the coupled delivery time,在超市设置取料时间是总交货时间的,33%,或更少,32,2021/2/7,Material Handler Standard Work Example,物料员标准作业的案例,Step,步骤,Standard Work Elements,标准作业步骤,Conveyance Cycle Time,运输周期时间,1,Travel to first delivery point,到第一个送货点,120 seconds,秒秒,2,Pick up withdrawal kanban at first station (delivery point),从第一个工位拿取补料看板卡,10 seconds,秒,3,Pick up empty containers and load onto trolley,拿取空箱放置到物料车上,20 seconds,秒,4,Deliver material to first station,将物料交付到第一个工位,45 seconds,秒,5,Travel to next delivery point,移动到下一个送货点,10 seconds,秒,6,Travel to second delivery point,移动到第二个送货点,15 seconds,秒,7,Pick up withdrawal kanban at first station (delivery point),从第一个工位拿取补料看板卡,10 seconds,秒,8,Pick up empty containers and load onto trolley,拿取空箱放置到物料车上,20 seconds,秒,9,Deliver material to second station,将物料交付到第二个工位,45 seconds,秒,10,Travel to supermarket,移动到超市,120 seconds,秒,11,Sort kanban cards for best picking sequence,根据取料的顺序挑选看板卡,10 seconds,秒,12,Drop off empty containers picked up during route,将空箱放置到相应的位置,45 seconds,秒,13,Collect containers needed for picking and conveyance,收集需要的周转箱及运输,45 seconds,秒,14,Pick parts and place them on trolley (average of 10 items x 10 seconds,秒,per pick),取物料及将物料放置到运输车上（平均,10,个零件,X,每次,10,秒）,100 seconds,秒,15,Place withdrawal kanban cards in respective containers,将补料看板卡放置到相应的周转箱,10 seconds,秒,Total time for route,总的路线时间,625 sec,秒,Step 3: Design Delivery Routes,第三,步,:,设计,送货路线,33,2021/2/7,PUSH-based Material Handling Route,推动,-,基于物料搬运路线,C,C,B,A,C,C,B,B,A,A,Supermarket,超市,C,B,A,Bulk delivery (E.g. 4 hour supply),交货大小,Requires extra space,需要额外的空间,A,A,A,B,B,B,B,A,C,C,C,C,C,1,2,3,34,2021/2/7,PULL-based Material Handling Route,拉动,-,基于物料搬运路线,C,B,A,C,B,A,C,C,B,B,A,A,Supermarket,超市,C,B,A,1,2,3,4,5,6,7,Time-fixed delivery (30 minutes supply),固定时间的交货,Mixed load conveyance,多品种的运输,35,2021/2/7,Line #1,Line #2,8:00,9:00,10:00,11:00,12:00,12:30,13:30,Shift 1,345,234,343,345,234,552,552,041,041,761,761,761,119,321,321,311,761,321,234,Finished goods supermarket,成品超市,Customer Pull,客户拉动,A,B,Production Line,生产线,761,Kanban collected, delivered,看板收集及交付,Link Supermarket with Pull System,将超市与拉动体系进行链接,To finished goods supermarket,送至成品超市,Heijunka box,均衡化生产箱,36,2021/2/7,Group Exercise #3,团队连续,#3,Design routes,路线设计,Design material handling routes between supermarkets and points of use,在设计物料在超市及使用点间的运输路线,Practice, time and document the work,练习,时间,及将工作文件化,Document provisional standard work, practice and improve,文件化暂定的标准作业，练习及提高,37,2021/2/7,Running the Supermarket,运行超市,Supermarket Golden Rules,超市的金科玉律,The producing process takes ownership of the inventory in the supermarket (regardless of physical location),生产工序负责超市中的库存（不管实质的地址）,The downstream process regularly withdraws (pulls) what they need in the amount they need,下游工序定期的取他们所需要的物料,Clear signals are exchanged between upstream and downstream processes when material is withdrawn from the supermarket,当从超市取物料时上下游工序间的信号交换,38,2021/2/7,Set minimum and maximum inventory levels for all parts in the supermarket,在超市中设置最大及最小的库存水平,Locate the purchased parts supermarket close to the receiving dock,将采购件超市设置到靠近收货区,Identify the point of use address on the storage location for the items in the supermarket,在存储地点识别出超市内的物料的使用点,Simplify handling of containers (use flow racks, etc.),简单化的搬运周转箱,Create an overflow area in a highly visible place,在目视化的区域设计过量库存区,Running the Supermarket,运行超市,39,2021/2/7,Measurements for continuous improvement of supermarket operation:,持续改进超市操作的测量,Safety: recordable incidents,安全,:,可,记录的事故,Quality: zero defects,质量：零缺陷,Delivery: zero line stops,交货：零停线,Cash: inventory reduction,现金：库存减少,Productivity: number of material handlers,生产力：物料员的数量,Running the Supermarket,运行超市,40,2021/2/7,Sustaining supermarkets,可持续的超市,Establish strong visual controls,建立强大的目视化管理,Include supermarket audits in leader standard work,在组长的标准工作中包括对超市的,审核,:,Check the condition of supermarkets,检查超市的状态,Check inventory levels,检查库存的水平,Check that the process is followed,检查流程是否遵守,Verify kanban quantity in the loop,在循环中验证看板的数量,Running the Supermarket,运行超市,41,2021/2/7,