精益生产简介课件

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,*,精益生产简介,*,精益生产简介,2024/11/26,精益生产简介,The Toyota Production System丰田生产体系,A solution to the particular problems Toyota faced, developed through trial and error on the shopfloor, to address:,为二战后面临之特殊窘况觅寻出路,丰田在生产现场通过不断尝试发展而来的一套体系，以解决:,A small market 市场甚小,for a large variety of vehicles 车型繁多,with little space, money, and capital 场地和资本馈乏,with a goal of productivity at the levels of Fords Mass Production of black Model Ts. 且要达到福特黑色T型车的大规模生产水平的高效率,精益生产简介,Average Lean Results 精益生产平均收效,Set up time 换摸时间 -60%,Lead time 交付周期 -50%,Cycle time 循环时间 -20%,Down time 停工时间 -50%,Operator required人员需求 -30%,WIP DOH 在制品库存 -60%,F.G. DOH 成品库存 -40%,Distance traveled/part 零部件流转距离 -50%,Floor space 场地面积 -30%,Rework 返工 -70%,精益生产简介,10 Rules for Kaizen Success精益生产成功的十大准则,Keep a positive attitude and an open mind to change.,以积极的态度和开放的思想来进行改变,Change is good, more change is better / 变更是好事，多变更佳,Create a team environment (there is no “I” in team).,创建团队环境（在团队中不以我自居）,One person, one vote, - no position, no rank.,每人都有表决权，不分职位、等级,There is no such thing as a dumb question. / 多多提问（不耻下问）,Creativity before capital / 创造先于资本,Respect each others / 相互尊重,Plans are only good if they can be implemented. Plans succeed only if the gains are sustained / 只有可以实施的计划才是好计划，只有坚持执行计划才能成功,There is no substitute for hard work / 努力工作，艰苦拼搏,10 Just do it! / 及时行动,精益生产简介,is a manufacturing philosophy which shortens the time between the customer order and the product build / shipment by eliminating,sources,of waste. 是一个通过祛废来缩短从客户定货到发货周期的哲学,Lean Manufacturing 精益制造,Business as Usual 循规道距式经营,PRODUCT,BUILT & SHIPPED,生产并发货,CUSTOMER,ORDER 客户定货,Time 时间,Waste,浪费,PRODUCT,BUILT & SHIPPED,生产并发货,CUSTOMER,ORDER 客户定货,Time,(Shorter) 缩短的时间,Waste,浪费,Lean Manufacturing 精益制造,精益生产简介,A Time-Based Strategy,时间策略,研究、开发 预先计划 生产 分销 收款,实际完成的时间（从设计至收款的过程）,精益生产简介,Individual Efficiency vs. Total Efficiency单个与整体效益,精益生产简介,Pricing: The New Reality定价：新的现实问题,The Old Model 旧公式 :,Cost to make + Profit = Selling Price,制造成本利润销售价格,The New Model 新公式:,Customer sets Price - Profit = Manufacturing Cost,客户设定的价格利润制造成本,精益生产简介,Leadtime 交付周期,Value Added Activity,增值活动,An activity that transforms or shapes raw materials or information to meet customer requirements.,一个,把原材料和信息转换成符合客户要求的活动过程,Non-Value Added Activity (Waste),非增值活动 （浪费）,Those activities that take time, resources or space, but do not add to the value of the product itself.,消耗资源 （时间， 人员和场地），但不直接对产品的形成起贡献作用,By Eliminating Waste 通过祛废来短缩交付周期:,Shorten Leadtimes,精益生产简介,Product Leadtime 产品交付周期,Value Added Time is only a very small percentage of the Leadtime.,增值时间仅是交付周期的很少一部份,Traditional Cost Savings focused on only Value Added Items.,传统降低成本仅着眼于增值项目,LEAN THINKING FOCUSES ON NON-VALUE ADDING ITEMS,.,而精益思想则着重于,非增值项目,精益生产简介,Traditional vs Lean Results 传统与精益之比较,精益生产简介,Traditional vs Lean Results 传统与精益之比较,Lean Results 精益结果,精益生产简介,Maximize Value-Add 增值最佳化,Job Analysis Results,岗位分析结果,Examples 例子,:,Walking to get,parts 走动取零件,Transporting to warehouse 输送至库房,Extra processes 多余工序,Over processing 加工过度,Too much weld 焊接过度,Banking to avoid c/o,为避免换摸而过量生产,Rework 返修,Scrap 废品,Examples 例子,:,Reach for parts 取零件,Q.C. check 质量检验,Change over 换摸,Storage 储存,Examples 例子,:,Bending 弯管,Stamping 冲压,Welding 焊接,Making mufflers,制消,Waste,浪费,60%,Not needed at all in doing the work. 徒劳,9,TIME,时间,6,3,12,In this example,Value Added,此例增值 = 10%,Value Add,增值,10%,Value added work changes the form or function of a part or assembly 增值工作-改变工件的形状或性能,Non-Value Add-,Necessary,非增值但却必要,30%,No added value but must be done under the present work conditions.,非增值但目前还,必须做,精益生产简介,IDENTIFYING WASTES,识别浪费,A value added step.,一种增值的步骤,。,A non-value added step that is required.,一种需要的不增值步骤。,3.,A non-value added step that is not required.,一种不需要的不增值步骤。,BEFORE 之前,AFTER 之后,精益生产简介,Seven Wastes 七大浪费,Overproduction,过度生产,Waiting,等待,Transport/Transfer,运输周转,Overprocessing,过份加工,Inventory,库存,Movement,运动行为,Defects,缺陷,精益生产简介,Typical Causes of Waste 浪费的典型原因,Organize by Type of Process,按工艺类型安排部局,Bottleneck operation,平颈口,No Back-up/Cross Training,无备份或交叉培训,Machines in value stream at different cycle times,机器循环时间不一,Lack of training,缺少培训,Lack of adherence,纪律松懈,Unbalanced Workload,工作负荷不平衡,Quality problems,质量问题,Unreliable equipment,设备不可靠,No Standardized work,工作无规范,Poor visual controls,视觉控制贫乏,Disorganized Workplace,工作场地零乱,精益生产简介,Fundamental problem of a “Push” or “Mass” Production System“推动式” 或 “大规模” 生产系统的致命缺陷,Overproduction 过度生产,Process 2,工序,INV,在制品,INV,在制品,What is the waste caused by overproduction? 过度生产会造成何种浪费？,Handling 周转,Storage space 储存场地,Shortages 短缺,Critical capacity 关键能力,Design change 设计更改,Logistics/Expediting 物流/催促,Inventory Carrying Cost 库存财务成本,Slower Feedback 反馈迟缓,Lengthens lead times 臃长交付周期,Mixes products 发错产品,Process 1,工序,Process 3,工序,精益生产简介,What is wrong with Inventory? 库存有何错？,Need resources (people and computer) to track, move and monitor inventory 需资源（人和计算机）来追踪，搬运和监视库存。,Parts get lost 零件丢失,A stack of containers fall over and parts get damaged 一叠周转箱翻到并砸坏零件,Must use facility floor space to keep inventory 占用场地,Engineering or product change happens so inventory must be scrapped, reworked or sold at a discount 工程或产品更改致使库存报废，返工或减价买出,Sales drop so inventory must be sold at a discount to clear it out of the system 销售大跌，只好降价清仓处理库存,Poor forecast results in wrong product sitting in long-term storage. 预测不准生产出不对号产品长期压库,精益生产简介,INVENTORY HIDES WASTE,库存掩盖浪费,RAW MATERIAL 原材料,FINISHED PRODUCT,TO CONSUMER,成品至客户,SEA OF INVENTORY,库存的“汪洋大海”,POOR,SCHEDULING,不妥当的生产计划,MACHINE,BREAKDOWN,设备故障,QUALITY,PROBLEMS,质量问题,LINE,IMBALANCE,生产线不平衡,ABSENTEEISM,缺勤,LACK OF,HOUSE KEEPING,现场脏乱,LONG,SET-UP,TIME,长换摸,时间,供应商交付,VENDOR,DELIVERY,COMMUNICATION,PROBLEMS,信息不畅,LONG,TRANSPORTATION,长距离搬运,11,精益生产简介,RAW MATERIAL,Exposed Waste 浪费外露,12,FINISHED PRODUCT,TO CONSUMER,成品至客户,SEA OF INVENTORY,库存的“汪洋大海”,POOR,SCHEDULING,不妥当的生产计划,MACHINE,BREAKDOWN,设备故障,QUALITY,PROBLEMS,质量问题,LONG,TRANSPORTATION,长距离搬运,LONG,SET-UP,TIME,长换摸,时间,供应商交付,VENDOR,DELIVERY,LINE,IMBALANCE,生产线不平衡,ABSENTEEISM,缺勤,LACK OF,HOUSE KEEPING,现场脏乱,COMMUNICATION,PROBLEMS,信息不畅,精益生产简介,Waste Elimination Chart 消除浪费图表,精益生产简介,Flexible, Capable, Highly Motivated People,灵活，能干，自觉的员工,The Toyota Production System 丰田生产系统,Operational Stability 运作稳定性,Standardized Work 规范化工作Robust Products & Processes 可靠的产品与工艺,Total Productive Maintenance 全面生产维护Supplier Integration 供应商整规,Kaizen,改善,Jidoka 自动化,“Make Problems Visible” 使问题可见,Manual /Automatic Line Stop 手/自动停线,Labor-Machine Separation,人员机器分离,Error Proofing,错误防范,Visual Control,视觉管理,Just in Time 及时生产,“,The right part at the right time in the right amount,”,正确的零件，交付时间 和数量,Continuous Flow,一件流,Pull Systems 拉动系统,Level Production,均衡生产,Quality, Cost, Delivery,through shortening the production,flow by eliminating waste,质量，成本，交付通过祛废来缩短生产流程,精益生产简介,Lean,Enterprise 精益企业,Foundation of Operational Stability 运行稳定的基础,Lean Enterprise Tools 精益企业工具,Separate Manual,from Machine,Time-Jidoka,人机分离-自动化,Elimination of,Variation,排除非一致性,Understanding,Value-Added,理解增值观,Visual Controls,可视化控制,Total Productive,Maintenance,全面设备维护,Stop the Line!,停线,Design for,Manufacturing,为制造着想的设计,Error Proofing,防错措施,Built in Quality 内在质量,Just in Time 及时生产,Quick Change Over & Lot,Size Reduction,快速换摸及批量减少,Level Production,均衡生产,Continuous Flow,一件流,Produce only,只生产:,What,is needed,客户所需之物,When it is,Needed 之时 at Rate of,Customer,Consumption,之量,Pull System,拉动系统,Sigma Logic,Sigma 逻辑,Problem Solving,解决问题,Standard Work,标准化工作,Communications,交流,Process Stability,工艺稳定,Measurement System,测量系统,5 S & Organization,5S 与组织,Flexible, capable, highly motivated people,灵活，能干，自觉的员工,Culture,文化,Value Steam Mapping,价值流程图,Lean Visioning,精益文化,People,人员,精益生产简介,The Basic Philosophy of Lean Production,精益生产的基本哲理,What is Needed (Sold),客户需要什么,When it is Needed,何时需要,In the Amount Needed,需要多少,(,with the Minimum Materials, Equipment, Labor and Space,使用最低限度的材料，设备，人力和面积,),HOW TO MANUFACTURE MOST ECONOMALLY 怎样生产才最经济:,Just-In-Time 适时生产,精益生产简介,适时生产的建筑板快,含最少库存的柔性生产,适时生产(JIT),流水线生产pipelining production-one piece flow,客户同步时间,TAKT TIME,均衡计划的生产Balance Production,看板拉动,系统,(Kanban),精益生产简介,但要假设各工序有:,相同的循环时间,生产步骤的自然衔接,高稳定性的生产过程,短/甚至无换模时间,理想状态 = 单件一条流,“适时”生产,不是一种,零库存的体系,适时生产,次优状态 =,受控的适量库存 + 拉动系统,精益生产简介,Offsetting the Assumptions,Pull System拉动体系,Withdraw only what you need 只拿取你需要的,Replenish what is taken 补充被拿走的,Overall Benefits 整体利益,Flexibility in production 生产弹性化,Prevents overproduction 防止过量生产,Reduces inventory 减少库存,正确的产品，恰当的数量，合适的时间送到正确的位置（客户或下道工序）。,精益生产简介,所谓的“及时” 供货,客户方,满: 推出,空,无论客户需不需要，满车的成品被运送出去 (按时) 。,供货方,满: 推出,空,上道工序将库存推到下道工序。,供货方,满: 推出,空,仓库,工位器具循环中心,精益生产简介,简化拉动系统,客户方,A,B,C,D,E,F,G,H,需要的零件,空 车+,要货看板,拉动,新零件,空容器 +,生产看板,供货方,下道工序按需从上道工序取零件。,上道工序在零件被取走后再生产新批次将超市添满。,精益生产简介,Kanban 看板的两种基本类型,Kanban 看板,生产,生产,许可,取货,取用,通知,精益生产简介,“内部”,KANBAN,我能取一些零件吗?,Press Supermarket,冲压件超市,生产线A,成品库存,后续工序,上道工序,多谢!,压,拉动系统,精益生产简介,Kanban看板的说明,零件 #,1106 6,零件名称:,颜色:,数量:,ASSOC/DATE/SHIFT,JE 12/20/95 1,st,CY HOUSING RH,30,Description,零件名称,GOLD NUTS,Lot Size,批量大小,10 pcs. 2 Totes,Trigger,再生产时间,0,Totes,Run Time 单件工时,40 sec. 秒,PART 零件,NUMBER 号,DESCRIPTION 名称,RH F-SERIES PRIV SVS,QUANTITY 数量,15,MACHINE 机床,13,ZONE 区域,3,TIME NEEDED 需要时间,REORDER 再定货,POSITION 工位:,REORDER POINT 定货点,:,53420,Part #,11023,Qty.= 50,(Card),3.,1,2,3,4,5,6,7,8,9,10,11,12,(Dolly),小车,1,2,3,(货盘t),精益生产简介,装配,顺序部分,物流,供给,呼叫按钮,Part Number SMART No Market Address Line Side Address,F7C6-5422401-AG 000122 DTL-A-02 E26-N-010,F8C6-5426075-AA 005126 DTL-A-03 E27-S-020,F7C6-5467934-AB 003412 DTL-A-01 E26-N-030,需求看板灯,需求超市,需求零件,Market Address,SMART Number,Line Side Address,Part Number,Part Description,Route Number,Dock Number,Serial Number,Quantity,DTL-A-01,001423,F7C6-5467934-AB,Black Clip,500,A1,C27-N-10,LCL,00007,智能卡,线旁的“邮箱”,A,A,A,A,A,A,A,A,A,A,A,A,B,B,C,C,B,B,B,B,B,B,B,B,D,D,D,D,D,D,C,C,C,C,C,C,D,D,标牌市场,标牌零件,每个零件都应仔细规划,每个零件都应有正确的包装和运货方式,精益生产简介,什么是均衡生产?,精益生产简介,传统生产过程 (未经均衡),换模,周一产量,周二产量,周三产量,周四产量,周五产量,换模,精益生产简介,混合生产(均衡),周一产量,周二产量,周三产量,周四产量,周五产量,精益生产简介,Heijunka 均衡生产 : 价值流程的领跑者,在领跑过程中释放的工作增量是什么？,1 周,1 天,1 班次,1 小时,1 动,均衡生产 =每次小批量的投入，同时取走相当量的成品,精益生产简介,为什么要均衡生产？,使上道工序的需求变得平滑,拉动系统的基础,库存最小,最优化资源利用,创建最大的弹性来应对变化的需求,精益生产简介,One-Piece Flow 一件流,Efficient Space Utilization 充分利用场地,Excellent Visual Management 优良的视觉管理,Lean Manufacturing Cell 精益生产单元,Benefits of U-Shaped Cell,U-形单元之优点,Equal Productivity at any Volume 所有产量的效率均等,Efficient Material Handling 高效的材料搬运,Excellent Communication 优良的沟通,Raw Material,Finished Parts,精益生产简介,A. Quality 质量:,Work is passed directly to next Process with,no defects,合格工件直接转入下道工序,B. Productivity 效率:,Minimize wasted movement, warehouses, and double handling 将仓库，重复搬运和无用动作减至最低,C. Space 场地：,Free up floor space for new products 为新产品腾出生产场地,F. Cost 成本:,Reduced Inventory Levels,缩减的库存量,Benefits of Creating Flow 一条流的好处,D. Lead Time,交付周期:,Shortest supply chain, highest fliexibility to satisfy customer demand 以最短的供应渠道，最高的灵活性来满足客户的要求,E. Team Member Morale 团队成员的士气:,Value of work is more visible teamwork 工作的价值更加显而易见并获广泛认可；团队精神,Source 来源: Toyota 丰田,精益生产简介,Batch Processing Example,批量生产例子,Product requires three processes that take one minute each,生产一台计算机需用三道工序，每道工序用时1分钟,精益生产简介,Batch Processing Example批量生产例子,Product requires three processes that take one minute each,生产一台计算机需用三道工序，每道工序用时1分钟,精益生产简介,Complete processing of first batch of 10 takes 30 minutes 完成10件一批需时30分钟,First good part out takes 21 minutes (plus transport time) 首件合格品需时21分钟,（不算周转时间）,There are at least 21 parts in-process 系统内至少有21件在制品,Batch Processing Example批量生产例子,Product requires three processes that take one minute each,生产一台计算机需用三道工序，每道工序用时1分钟,精益生产简介,Continuous Flow Processing Example一件流生产工艺,First part out in 3 minutes 三分钟首件做出,10 completed in 12 minutes 做10件仅需12分,Only 2 sub-assemblies in process at a time.,任何时间段整个系统内只有两件在制品。,Product requires three processes that take one minute each,生产一台计算机需用三道工序，每道工序用时1分钟,精益生产简介,Takt Time 客户同步时间,The Beat of Production,生产的节拍,Takt time is the time in which a unit must be produced in order to match the rate of customer demand. 客户同步时间是按客户要求的速度来生产一件产品所需的时间,Takt Time,客户同步时间 =,Available Time 可利用时间,Unit Demand 要货量,精益生产简介,Percent Loading Chart 负荷百分比图表,0,10,20,30,40,50,60,A,B,C,D,Cycle Time 循环时间,T/T 客户,同步时间,OPERATORS 操作工,T,I,M,E,时,间,精益生产简介,Value System: Exploitation vs. Better Way to Work 价值流程：苦干与巧干,Exploitation,苦干,Better Way,to Work,巧干,We Choose,Option 2,我们选择巧干,Value Added,Work 增值工作,精益生产简介,Staffing Requirements 员工需求,Total Op Cycle Time 总循环时间,Takt Time 客户同步时间,= # of Operators,员工数量,This assumes 100% efficiency,以上公式假设100%效率,Need to account for需考虑:,Work Sequence inefficiency 工序间协调,Sick Time 病假,Vacation Time 休假,Down Time 停机,Use 85% for planning purposes 用85%做计划,精益生产简介,Construct A Bar Chart 做柱状图,*,Draw in a,Red,line for the Takt Time 用客户同步时间画一条,红线,Set Part in Container,Walk,Unload/Load Drill,Unload/Load Press,Pick-up Raw Material,Walk to Raw Material,Operator 1,Operator 2,20,40,100,80,60,120,Unload/Load Mill,Deburr Part,Unload/Load Lathe,Walk,Walk,*Construct a Bar Chart using the elements of each operator 用每一操作工的操作内容画出柱状图,*Wasted time becomes obvious 浪费的时间便显而易见,Waste浪费,Waste,浪费,精益生产简介,Balance Workload to Takt Time 以客户同步时间平衡工作负荷,Balance the operators workload to the Takt Time 以客户同步时间平衡员工的工作负荷,Set Part in Container,Walk,Unload/Load Drill,Unload/Load Press,Pick-up Raw Material,Walk to Raw Material,Operator 员工1,Operator 员工 2,20,40,100,80,60,120,Unload/Load Mill,Deburr Part,Unload/Load Lathe,Walk,Walk,Eliminate the remaining time through improvements 通过改进来去掉多余时间,17 seconds of improvement will yield a 50% cost reduction in labor and 50% productivity improvement 改进17秒将节省一半劳力并提高工效一倍。,Set Part in Container,Walk,Unload/Load Drill,Unload/Load Press,Pick-up Raw Material,Walk to Raw Material,17 Second Improvement 改进17 秒,精益生产简介,kanban,Treat Value-Added Worker,as a Surgeon,象对待外科大夫,那样对待做增值工作的工人,1,2,33,4,1,2,3,:.|:.:|,Present Material and Tools,Optimally (and In Sequence) to the Value-Adders 将材料和工具按顺序递到做增值工作员工的手边,Waste,精益生产简介,Work Station Design 工作台设计,Size the workstation for the parts,确定零件工作台尺寸大小,Arrange the parts in proper sequence and orientation,正确排放零件顺序和方向,Standardize hardware and tools,工具标准化,Place fixtures and hand tools order of use,按使用顺序放置工装夹具和工具,Establish visual control of tools,建立工具视觉管理体制,Make machines fit the process,根据工艺调整设备,Optimize operator motions,优化操作员动作,精益生产简介,1,2,3,4,5,6,7,Operator assembles 7 parts,工人组装7个零件,BEFORE 之前:,Operator assembles 7 parts,工人组装7个零件,AFTER 之后:,1,2,3,4,7,Gravity Flow,Racks 重力滑道,Rolling,Sequence Rack,滚轮滑道,5,6,Reduce,Walking,(Motion) Waste! 减少步行 （行为）浪费,精益生产简介,Calculate the Takt Time,同步生产时间计算方式,Takt Time,同步生产时间,=,*Time periods must be consistent (shift, day, week)时间周期必须一致（如每班、每天、每周）,Net Operating Time / Period,净工作时间/周期,Customer Requirements / Period*,客户要求/ 周期,精益生产简介,客户同步时间计算表,/ Takt Time Calculation Table,每工作周期净操作时间,Net Operation Time per Period:,生产班次可用时间（分钟）,/ Shift Available Time (minute),480,班前会议,/Shift start meeting,-10,就餐时间,/Lunch,-0,每班结束车间清理时间,/Shift end shop cleaning,-15,每班结束个人清理时间,/Shift end personal cleaning,-15,早班净生产时间（分钟）,/ Net time for 1st shift (minutes),=440,早班净生产时间（秒）,/ Net time for 1st shift (seconds),24900,中班净生产时间（秒）,/ Net time for 2nd shift (seconds),24000,每工作周期客户需求,/ Customer Requirements per Period:,月需求量（套）,/ Monthly requirements (units):,2500,工作天数,/ Number of working days:,20,日需求量（套,/,天）,/ Daily requirements (units/day):,125,客户同步时间,/ Takt Time:,净操作时间,/,客户要求,/,Net Operation Time/Customer Requirement:,一班（秒）,/ 1 shift (seconds),199,两班（秒）,/ 2 shifts (seconds),391,考滤设备效率后，实际生产节拍时间,/Real Takt Time with OEE at:,85%,一班生产节拍时间（秒）,/ Takt Time for 1 shift (seconds),169,两班生产节拍时间（秒）,/ Takt Time for 2 shifts (seconds),333,精益生产简介,Cycle Times 循环时间,Operator Cycle Time,- The manual work content time required for an operator to complete one cycle of a work process,exclusive of waiting time.,操作员循环时间 操作员完成一个工序循环所需的手工操作时间，不包括等待时间。,Machine Cycle Time,- The time it takes a machine to complete its automatic cycle.,机器循环时间机器完成自动循环所需时间,Operation Cycle Time,- The sum of the Operator Cycle Time plus the Machine Cycle Time.,生产操作循环时间操作员循环时间与机器循环时间之和,精益生产简介,Jidoka Is 自动识错防错报警的含义,“Stop the line” authority for workers,. /赋予工人停止生产线运转的权利,Promotes finding and correcting root causes. / 促进发现和纠正产生问题的根本原因,Use of Andon devices (Poka Yoke) on machines. /,在机器上使用预防报错装置,T,o detect abnormalities & immediately respond. / 发觉异常情况，立即作出反应Prevents the recurrence of production defects. / 防止生产缺陷再次发生 Humans are 80% vs. Andon devices are 100% effective. / 人工预防的效率在80%而预防报错装置的效率是100%,When tied into one piece flow there is only 1 defect,. /与一条流合用便只会产生一个缺陷,Man is separated from machine /,操作人员与机器隔离,Detection & Correct!,观察和更正,精益生产简介,Poka-Yoke,预防措施,精益生产简介,Poka-Yoke,预防措施,精益生产简介,5S Program5S项目,精益生产简介,The 5 S program 5S项目管理,1. Sort,/ 整理- get rid of whats not needed / 去除不需要的东西,2. Straighten,/,整