某公司精益生产培训课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,xxxxxxxxxx,有限公司,LEAN MANUFACTURING TRAINING,精益生产培训,顾客是上帝,销售,未预计的订单变化,订单下达到工厂,YES,NO,超时加班,额外费用,我们每天坐班的工厂？,停工待料,积压库存,设备故障,质量问题,人员调配,.,快！119,轰隆隆！轰隆隆！,What Shall We Talk?,内容安排,精益生产系统简介,现场管理及班组建设,质量、成本和交货周期,运行效率,价值流分析,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,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？,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,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,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,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”,Marketing Competition and Globalization,市场竞争及全球化,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,质量,间接员工,精益的通俗定义,The Cost / Lean Relationship,精益生产与成本的关系,本成,灵巧的双手,投资,直接员工,间接员工,质量,自动化程度,产品生命周期成本,LEAN,全自动,What Is Lean?,lean,adj.,1a: lacking or deficient in flesh,b: containing little or no fat 2: lacking richness 3: deficient in an essential or important quality or ingredient 4: characterized by economy of style or expression,syn.,thin, skinny, lanky, scrawny, gaunt, bony, emaciated, svelte, lank,ant.,fat, fleshy, overweight, flabby, obese, plump, chunky, corpulent, soft,Lean -“,精益”释义,精益：形容词,1：,a：,无肉或少肉，,b：,少脂肪或无脂肪,2： 不富裕,3： 在必要性，重要性，质量或成分方面稀缺,4： 文体或措词简练,同义词,：薄，极瘦，过分瘦长，骨瘦如柴，瘦削的，,似 骨的，消瘦的，细长的，瘦长的,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,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,With Lean Manufacturing You Can Get,通过精益生产可以实现,生产时间减少 90%,库存减少 90%,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%,The amount of human,effort, time, space, tools, and inventories,can typically be,cut in half very quickly,and steady progress can be maintained from this point,onward to,cut inputs in half again within a few years,.,-,精益,思维,Womack & Jones,Whatever You Call It,不管你称呼它什么,Lean Manufacturing,Flow Manufacturing,Continuous Flow,Demand Pull,Demand Flow Technology,Toyota Production System,_ Production System,etc?.,精益生产,流动制造,连续流,需求拉动,需求流动技术,丰田制造系统,_ 制造系统,等等.,Focus on SPEED and SIMPLIFICATION,Pull materials through the process,Balanced operations based on customer demand,Minimal build unless tied to customer order,Extend to Supplier Base,着眼于速度和过程简化,在生产过程中“拉动”材料,根据客户的需求平衡操作,除非受订单的限制，否则最小批量生产,延伸至供应商,Lean Manufacturing - Key Characteristics,精益制造 - 关键特性,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%,5年内生产周期时间的改进,按时交货,交付周期时间 (天),库存周转,广泛应用缩短周期时间与流动制造,稍有应用/不应用,55%的改进,44%的提高,40%的提高,40%的提高,Benchmark Results,定标结果,5年生产效率的提高,5年生产成本的改进,5年一次性合格生产的提高,稍有应用/不应用,650% 的较优,40% 的提高,52% 的提高,广泛应用缩短周期时间与流动制造,Benchmark Results,定标结果,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,2,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,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,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：,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,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,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,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!！,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!,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,P54-A,O54,P55,O55,P54,A,2,3,4,5,7,8,9,100,6,90,80,70,20,30,40,50,60,10,FA-OP54/55-L02,DBA02020,DBA02010,DBA02040,DBA02060,DBA02050,2,3,4,5,7,8,9,100,6,90,80,70,20,30,40,50,60,10,DBA02030,DBA02070,DBA02080,DBA02100,DBA02090,DBA01010,DBA01020,DBA01030,DBA01040,DBA01050,DBA01060,DBA01070,DBA01080,DBA01100,DBA01090,FA-OP54/55-L01,S,W,E,N,Workplace Organization - Address System,现场组织管理-地址系统,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,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 ？,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,?,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！”,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,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,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,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！,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,3,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,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,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,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,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!,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,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,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,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！,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 %,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%,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,站在客户的立场上，有四种,增值,的工作,-,使物料变形,- 组装,-,改变性能,-,部分包装,消除浪费：降低成本,物料从进厂到出厂，只有不到 10% 的时间是增值的！,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,Producing More,Than Needed,Producing Faster,Than Needed,生产多于所需,快于所需,Waste of Overproduction,过量生产,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,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,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,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,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,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,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,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,Shorten The Lead Time,缩短交付周期,交付周期和制造周期,制造中的时间,成批和流动,缩短周期,交付周期：,制造周期：,Lead Time and Manufacturing Cycle Time,交付周期和制造周期,订单-订单处理-采购-物料进厂- 加工-发货- 货款交付,LT-,全过程,物料进厂 加工 成品出厂,MCT,Time and Impact,时间与影响,原材料 在制品 成品,供应商,L/T,运送,顾客,根据需求生产,传统做法,根据预测生产/采购,顾客,流动制造/精益生产,原材料/在制品/成品,日产量 = 200 (2 班),仓库中的零件数 1000,等待的零件数 400,移动的零件数 400,正在检验的零件数 200,返工的零件数 200,生产时间是1.5小时,生产周期时间 = 2200/200 =,11 天,增值比 = 1.5/(11*16),=,0.85%,Time in Manufacturing,生产中的时间,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.,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,ORIGINAL,Non-Value,Added,Value,Added,Process 2,Process 1,Process 3,Wash,Process 4,PLANNED,IMPROVEMENTS,Non-Value,Added,Value,Added,Process 1/2,Process 3/Wash,Process 4,POTENTIAL WITH,COMBINATION,Non-Value,Added,Value,Added,Process 1/2/3/Wash/4,增值/,非增值,动作要素分析,目标,行动措施,Lead Time Shorten Graphic,交付周期缩短图示,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,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,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,Some Lesson Learned,实施精益生产中的一些教训,Cherry-picking the toolsis 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,What Is Value Stream,什么是价值流,All the actions (both value added and non-value added) currently required to bring a product through the main flows essential to every product:,- the production flow from raw material to the customer,- the design flow from concept to launch,- order processing flow：from customer to manufacturing,一个产品的主要流程所需要经过的所有行动（包括增加,价值的行动和不增加价值的行动）:,1) 从原材料到成品,2) 从概念到正式发布的产品设计流程,3) 从订单到付款流程,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,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,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,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,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,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,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,！,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,Value Stream Mapping - Current Status,当前状况图示,Prod. Control,MRP,I,I,I,I,I,I,I,I,I,I,注：,C/T ,周期时间,C/O ,换型调整时间,Uptime ,工时利用率,Qty ,数量,Lot Size ,批量,LT -,交货周期,MCT ,制造周期,VA ,增加价值的时间,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）,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,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,Operational Availability,运行效率,5,OEE - Overall Equipment Effectiveness,TPM - Total Preventive Maintenance,QCO - Quick Change Over,总的设备有效性,全员设备维护,快速换型,LOCKOUT,RULES,设备预防维修计划,更换空气过滤器,更换灯泡,更换皮带,更换制冷元件,更换油路过滤器,清洁油路,调节弹簧张力,调紧螺钉,检查线路,检查马达,1 2 3 4 5 6 7 8,Accurate data and analysis drives continuous,improvement,准确的数据收集和分析是持续改进的基础,Quick setup enables flexible manufacturing, reduces,inventory and lead time,快速换型加强了生产的灵活性，,减少了库存和生产准备时间,70 %,of all maintenance is proactive,70%,的维护工作都是先期进行的,Emergencies are repaired quickly and efficiently, predictive/ preventative program prevents failures.,紧急故障得到快速而有效的检修，预测性 / 预防性程序防止故障,发生，非紧急工作排进了计划,Operation Effectiveness - The Objective,运行有效性之目标,-,Monitors the status of production at,any given moment in time,.,监控生产在任何时间的状态,-,Provides the historical data necessary to,continuously improve,operational availability,记录历史数据以不断改善运行能力,-,Production (hour by hour),每小时生产状态如型号、产量等,-,Down time,故障维修时间,-,Change over,换型次数和时间,-,Planned down time,计划停机时间,-,Quality loss,质量损失,-,Speed loss,速度损失,-,Other lost time，people，material，etc,其他损失时间,Production Reporting & Charting,生产报告及图示,Capability Loss In Production,生产中的能力损失,YES,NO,设备计划运行吗？,NO,NO,设备有能力运转吗？,NO,设备在运行吗？,IN GOOD PRODUCTION,计划停机时间,换型时间,故障维修时间,其他损失（待料，早退）,YES,YES,设备设置好了吗？,YES,NO,设备在生产合格产品吗？,质量损失,YES,NO,设备在全速运行吗？,速度损失,YES,操作时间,停工损失,纯操作时间,速度损失,增值的,操作时间,废品损失,51%,总的可用时间,228,243,248,310,340,400,450,设备故障 - 2 25,min,作业换型 - 2 30,min,减速 满负荷的80%,较小的停工 30,min,废品 2%,作业起动损失-15,min,Improve Productivity Through Increase OEE,通过提高总的设备有效性改善生产率,TOP 5,根源分析,Improve Overall Equipment Effectiveness,改进,总的设备有效性,PARETO,主次分析,Total Preventive Maintenance is the,total activities,of,all employees,work to increase uptime, improve quality,of output, improve safety, and reduce costs through the,continuous,improvement,of equipment operation,全员设备维护是所有的员工努力通过持续改善设备的运行,来增加有效时间、提高产品质量、加强安全性及减少设备,成本的全系统的活动,Total Preventive Maintenance,全员设备（预防）维护,Some Key Maintenance Data,一些关键的维修数据,MTBF -,平均故障间隔时间,MTTR -,平均修复时间,PM% -,预防维护时间占总维护及维,修时间的百分比，目标 70%,TPM: Owner / Operator Concept,责任人 / 操作员 观念,The operator will be empowered to: monitor the equipment,notify maintenance prior to any machine downtime occurrence,assure that housekeeping is maintained, perform minor repairs,and aid maintenance personnel with the suggestion,操作员有责任：监测设备，在机器出现故障前通知维修人员,进行维护，进行日常的清洁整理及小的维护调整工作，并把,平常观察情况反映给维修人员,LOCKOUT,RULES,TPM Is A Paradigm Shift,TPM,是一种模式转变,“我操作，你维修”,“我维修，你设计”,“我设计，你操作”,“,I operate， you fix,”,“,I fix，you design,”,“,I design，you operate,”,“,We are all responsible for,our equipment，our plant，,and our future”,“我们对我们的设备，,我们的工厂，和我们,的未来都负有责任”,Zero accidents,Zero unplanned down time,Zero speed losses,Zero defects,Minimum life cycle cost,零事故， 零非计划停机时间,零速度损失，零废品,产品生命周期成本最小化,TPM Goals,目标,我们为什么达不到？,Continue Impr