物料控制看板概述

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Kanban_SHW_E_Apr 2002,*,MATERIAL CONTROL/KAN BAN,MC,Material Control/Kanban,Overview,物料控制,/,看板概述,MC,Kanban_SHW_E_Apr 2002,2,Objectives,目标,Upon completion of this course,you will be able to:,通过这个课程的完成,你将会,:,Explain the Material Control/Kanban process poster,解释物料控制程序看板过程海报,Understand the role of Visual Management in establishing Kanban systems,理解可视化管理在建立看板系统中的作用,Explain the impact of material control principles on safety and ergonomics,解释物料控制原理对安全和人机工程的影响,Assess the readiness of your work area to implement One Piece/Small Lot Flow,评价工作区域实施单件,/,小批量流程的可行性,.,Kanban_SHW_E_Apr 2002,3,What is Kanban?,什么是看板,?,Process steps are controlled by downstream customer pull,操作步骤为下游顾客日的拉动所控制,Kanban provides authorization to perform work to replenish material,看板进行物料补充的授权,Kanban signals(cards,electronic signal or similar mechanisms)are highly visible to all employees,所有员工都可清晰地看到看板信号（卡片、电子信号或类似的机制,),Kanban,看板,=,Signal,信号,Kanban_SHW_E_Apr 2002,4,Kanban Goals,看板目标,Communication between processes,过程之间的相互交流,Produce based on actual conditions,not forecast,根据实际,而不是预测来进行生产,Sets the priority of replenishment,设定补充物料的优先级,Keeps people engaged in standardized procedures,让人人都能参与标准化进程,Inventory Control,库存控制,Prevents overproduction,防止过量生产,Makes the control of material flow visible,使物料控制流程可视化,Visual Management,可视化管理,Shows storage and delivery locations,standard qty.and container type,transport method or frequency,production status,etc.,标出存放和交付地点,标准量,容器型号,运输方法或频次,生产状况等,Identifies constraints(bottlenecks),找出瓶颈,(,制约因素,),Kanban_SHW_E_Apr 2002,5,Kanban Board shows consumption,看板显示消耗,Kanban shows Location,看板显示位置,Kanban_SHW_E_Apr 2002,6,JCMS Philosophy JCMS,理念,Zero Tolerance for Waste,消灭浪费,Stable Production Environment,稳定的生产环境,Customer“Pull”Drives Production,客户的,”,拉动,”,推动生产,Kanban_SHW_E_Apr 2002,7,Supermarket Example,超市模型,Usually a standard amount of each item on the shelves.,通常架子上每样物品存放一定的标准量,People buy what they need and stock is replenished by stock people.,人们各买所需,由理货人员补充库存,Distributors bring new goods according to what has been sold.,供应商根据销售情况带来新的货物,There is no place to overstock goods.,无处存放过量库存,Many items are perishable.(e.g.,milk).,很多物品易变质,(,如,:,牛奶,),Kanban_SHW_E_Apr 2002,8,“,When the cup is,empty,fill it up”,In Our Plants.,在我们工厂里,Think of goods as perishable,.,把产品想象成易变质品,Lot sizes should be small to facilitate quick reaction to changes in demand.,批量小可对需求变化作出快速反应,Processes should get only what is needed from the preceding process.,各操作过程只需从其前序提走所需物品,Preceding processes should,have a given amount of stock,storage.When it is full,they,should become idle.,前序应有指定的库存量,一旦库存已满,就不,再生产,Kanban_SHW_E_Apr 2002,9,Scheduling,计划安排,Only one point in the production chain(the“pacemaker process”)should get the firm production schedule.,生产线上只有一个工作点应知道固定的生产计划,.,Every supporting process and supplier gets long term information,but they only produce to replenish what is pulled.,各辅助过程和供应商获知长期信息,但他们只补充生产被拉动的产品,PRODUCTION,CONTROL,Level,Production,Bolt Hrd./Assy.,OXOX,Heijunka,Kanban_SHW_E_Apr 2002,10,Scheduling(cont.),时序安排,(,续),Kanban can be used to schedule,:,看板可用以规划,:,Finished goods production,成品生产,Sub-assembly operations,分总成操作,Batch operations,批量操作,Material moves within the facility,物料在厂区内移动,Delivery authorization for suppliers,批准供应商的产品交付,.,Nut Mfg.,Batch,Paint,Bolt Hrd./Assy.,OXOX,Heijunka,2.5 days,(Conveyance),1.25 days,Buffer,Safety,Painted Nuts,Raw Nuts,Raw Balls,Supermarket,Plates,2 days,5 days,2.5 days,1.75 days,Bolts,1.25 days,Safety,Kanban_SHW_E_Apr 2002,11,Managing Variation,管理偏差,Buffer Stock,缓冲库存,Material inventories maintained to protect level production from fluctuations in customer demand(Customer issues),物料库存，用以保证生产平衡、使其免于受顾客需求波动的影响,Safety Stock,安全库存,Material inventories maintained to protect level production against unscheduled downtime(Our own issues),物料库存，用以保证平衡生产、防止无计划停工（我们自己的问题）,.,A large buffer or safety stock is a,sign of a process in“poor health.”,大量的缓冲库存或安全库存是过程“健康不良”的信号。,Kanban_SHW_E_Apr 2002,12,Who Owns The Inventory?,谁掌握库存,If extra inventory is needed,it should be at the location that is causing the problem.,如果需要额外库存,应该处于出现问题的地方,If undesirable conditions exist in the supplier plant(long setups,bad quality,absenteeism,etc.)then the extra inventory belongs in the suppliers plant,如果供应商工厂出现意外情况,(,调节时间过长,质量低劣,出现旷工,),，则额外库存就属于供应商工厂,.,Suppliers may be reluctant to install kanban if it means a reduction in the original purchase commitments.,如果看板就意味着减少原采购承诺量,供应商或许就不愿实行看板,.,Kanban_SHW_E_Apr 2002,13,Prerequisites for Successful Kanban,成功看板的必备条件,Some smoothing of production schedule,生产计划达到一定程度的稳定,.,Short equipment changeover times,缩短设备切换时间,(,快速切换）,Capable equipment(to reduce downtime and eliminate defects),性能良好的设备（减少停工期、消灭各种缺陷）,Good plant organization/correct layout,良好的工厂组织,/,正确的布局,Quality and predictable delivery from suppliers,可预见质量情况和供应商的交付,.,(Master Schedule),(Quick Changeover),Total Productive Maintenance,全员生产维护,(5S),Standardized Work,标准化作业,Kanban_SHW_E_Apr 200