DMSOverview(Delphi的制造体系)

Click to edit Master title style,Body Text,Second Level,Third Level,Fourth Level,Fifth Level,*,Delphi Confidential,*,DMS,February 2003,Delphi 制造系统DMS,LEAN,精益,DMS,Delphi,制造系统提供所有,l,ean,活动的基础,provides the foundation for all Lean,activities in Delphi.,1,Delphi 制造系统DMS,DMS,是流动的基础制造系统用以转换和,持续改进操作以支持顾客的要求,2,提供一套指导方针使Delphi能够方案:,从传统的“大量生产转向紧系顾客要求的流动根底系统,从制造和商务活动中消除浪费。,建立标准的过程和方法。,是一个整体的应用于车间或部门的商务系统。,Delphi 制造系统DMS,3,流程制造,(MSD),材料运送,质量,操作可用性,车间组织,&,目视控制,员工环境,相互依赖的元素,Delphi 有6个相互依赖的元素：,车间组织、目视控制和员工环境提供在根底之上的过程制造构造。,质量、材料运送和操作可用性能使流程运作。,4,为了促进整个系统,你的制造系统的所有元素必须是相互依赖的；必须基于并能够彼此在构造之上。,相互依赖的元素,整个系统策略通过领导层、知识和有效的方案过程来促进。,通常不建议只理解一个或两个相互联系的元素并试图孤立执行策略。,该方法能在牺牲其余元素系统和总本钱的情况下解决一种元素的程序问题。,5,DMS 观念建立在观察和标准化的根底上。,有效的改善,依靠能力观测和理解我们的过程。,要求标准化、能力和可重复性的出台。,O S K K K,关键观念,观测和标准化必须先于任何改进活动,标准化,6,Memorize this next slide!,7,5 Kaizen Steps to a Lean,Agile Enterprise5改善步骤创立精益敏捷型企业,Kaizen,Fundamentals,1.,观测,2.,标准化,3.,改善,流程,&,过程,4.,改善,设备,5.,改善,布置图,这里开始,8,THINK!,9,Cowboy Theory,牧童理论,穿越乡村的,300,头牛需要多少牧童放牧？,10,THE LEADER SETS BOUNDARIES and,IF A COW STRAYS FROM THE HERD,A COWBOY IS SENT TO STEER THE COW BACK WITHIN THE BOUNDARY,领导者设置界限，如果母牛偏离牧群，牧童在界限内将母牛引导回来。,30?,Possibly,可能地,.,3000?-NO!,Technique utilized in quality arena(process control charts).质量利用技术过程控制表,Metaphor for the concept of delegation of responsibility within a boundary.界限内职责委托的观念,A management tool.管理工具,Managers focus on exceptions,not every“cow:this is our goal as we develop systems;managers are required for exceptions only.管理者聚焦例外：这是我们的目标开展系统；管理者仅对例外要求。,11,How is DMS Structured?DMS,怎样构造的？,:/,DMS is structured in six“interdependent elementsAND an Implementation Guide,DMS由六个相互依赖的元素和一个执行机构组成。,12,DMS,的怎样构成的？,DMS,相互依赖的元素,Make what we need,when we need it.,Pull System,Material Movement (MM),Plan,Implement,Implementation Guide (IG),Start Here,Employee Environment,and Involvement (EE),OP,OP,OP,OP,TL,A,Empowered Teams,Flow Manufacturing,System Design (MSD),Quality (Q),Why?,Why?,Why?,Why?,Why?,I&CIM,Operational Availability (OA),Visual Controls,for Quick Response,Cleaning,Inspection,and Proper,Lubrication,improves Availability,Workplace Organization (WO),A place for everything and everything in its place.,13,关键观念,We measure plant performance,DMS implementation and flow improvement in a number of different ways:我们以不同的方式测量工厂能力，DMS执行和流程改进：,Schedule Attainment进度表到达,Inventory Turns存货转向,Operational Effectiveness操作效力,Customer Returns(R/RPPM)顾客回馈,We must balance the application of these metrics.Overemphasis of a single metric will compromise system improvement.我们必须平衡这些矩阵的应用，单个矩阵的过分强调危及系统的改进。,平衡记分卡,Scrap Dollars废品价,Overtime加班,Per Unit Cost每件本钱,First Time Quality一次下线不合格率,14,价值流图,关键观念,15,Kaizen,改善,On-going,observations,to identify,waste and,continuous,improvement,opportunities.,Problem solving,and standardization,Observe,观测,Poor work distribution,Employees not engaged,Unorganized and/or dirty,work areas,Poor First Time Quality,Long changeovers,Poor machine reliability,High inventories,Standardize,标准,Interdependent Elements,Flow Manufacturing,System Design,Employee Environment&,Involvement,Workplace Organization,Quality,Operational Availability,Material Movement,观测,关键观念,Our observations will help to pinpoint which DMS Interdependent can provide guidance for the standardization step.,观测将帮助我们精确哪个,DMS,相互依赖的可以提供对标准化步骤的导向。,16,Underlying Concept:,潜在观念：,Implement the best possible combination of the 3Ms:,执行最好的可能的,3M,s,联合,through the identification and elimination of:始终贯穿识别和消除,focusing on the 3Ss:,集中在,3S,s,通过无休止的5改善步骤 创立精益敏捷型企业,Muda-Mura-Muri,Man-Machine-Material,Standardization,Simplification,Specialization,Waste,浪费,-Fluctuation,起伏,-,Unreasonable Practices,不合理的实践,改善,-,布置图,改善,-,设备,改善,-,流程,&,过程,标准化,观测,改善根底,关键观念,17,精益车间,The Natural Work Group is integral toestablishing a Lean Shop Floor Structure.,自然工作组是确立精益车间结构的完整所需要的。,关键观念,精益车间结构描述的是由操作价值流管理者拟订，通过工厂领导者和职能人员的支持获得的平面的组织结构。,18,解决问题,Develop“eyes for waste开展“寻找浪费,Hiding problems will undermine the system,隐瞒问题将破坏系统,“没有问题”就是,问题,关键观念,Problem Solving,is a key ingredient of a successful companys culture and must:,解决问题,是成功的公司文化的关键元素并且必须：,Become part of every employees daily routine.,成为每个雇员的日常事务,Focus on root causes.,聚焦根源问题,Be supported by continuous follow-up.,追踪调查支持,Why?,Why?,Why?,Why?,Why?,19,目视控制,TOOLS,关键观念,Visual Controls,communicate instructions in the workplace.Characteristics of effective visual controls include:,目视控制,在车间沟通说明，有效的目视控制特性包括：,The ability to quickly distinguish between normal and abnormal conditions.,快速区分普通和反常情况的能力,The ability to communicate simple instructions at-a-glance.,对简单说明沟通的能力,A method for viewing production status and performance.,评审产品状态和性能的方法,The idea is to make improvement opportunities visible!,20,方案维护,关键观念,Planned Maintenance is the total system of activities to ensure the proper operation of equipment.A good planned maintenance system is characterized by:方案维护是活动的总系统以保证适宜的设备操作。好的方案维护系统可以通过以下表现：,Appropriate data analysis to predict and prevent unplanned failure.适宜的数据分析以预言和防止未方案的失误。,Equipment capable of producing a consistent,quality pro