《物料控制看板概述》PPT课件.ppt

,MaterialControl/KanbanOverview物料控制/看板概述,MC,Kanban_SHW_E_Apr2002,2,Objectives目标,Uponcompletionofthiscourse,youwillbeableto:通过这个课程的完成,你将会:ExplaintheMaterialControl/Kanbanprocessposter解释物料控制程序看板过程海报UnderstandtheroleofVisualManagementinestablishingKanbansystems理解可视化管理在建立看板系统中的作用Explaintheimpactofmaterialcontrolprinciplesonsafetyandergonomics解释物料控制原理对安全和人机工程的影响AssessthereadinessofyourworkareatoimplementOnePiece/SmallLotFlow评价工作区域实施单件/小批量流程的可行性.,Kanban_SHW_E_Apr2002,3,WhatisKanban?什么是看板?,Processstepsarecontrolledbydownstreamcustomerpull操作步骤为下游顾客日的拉动所控制Kanbanprovidesauthorizationtoperformworktoreplenishmaterial看板进行物料补充的授权Kanbansignals(cards,electronicsignalorsimilarmechanisms)arehighlyvisibletoallemployees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_SHW_E_Apr2002,4,KanbanGoals看板目标,Communicationbetweenprocesses过程之间的相互交流Producebasedonactualconditions,notforecast根据实际,而不是预测来进行生产Setsthepriorityofreplenishment设定补充物料的优先级Keepspeopleengagedinstandardizedprocedures让人人都能参与标准化进程InventoryControl库存控制Preventsoverproduction防止过量生产Makesthecontrolofmaterialflowvisible使物料控制流程可视化VisualManagement可视化管理Showsstorageanddeliverylocations,standardqty.andcontainertype,transportmethodorfrequency,productionstatus,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Identifiesconstraints(bottlenecks)找出瓶颈(制约因素),Kanban_SHW_E_Apr2002,5,KanbanBoardshowsconsumption看板显示消耗,KanbanshowsLocation看板显示位置,Kanban_SHW_E_Apr2002,6,JCMSPhilosophyJCMS理念,ZeroToleranceforWaste消灭浪费,StableProductionEnvironment稳定的生产环境,Customer“Pull”DrivesProduction客户的”拉动”推动生产,Kanban_SHW_E_Apr2002,7,SupermarketExample超市模型,Usuallyastandardamountofeachitemontheshelves.通常架子上每样物品存放一定的标准量Peoplebuywhattheyneedandstockisreplenishedbystockpeople.人们各买所需,由理货人员补充库存Distributorsbringnewgoodsaccordingtowhathasbeensold.供应商根据销售情况带来新的货物,Thereisnoplacetooverstockgoods.无处存放过量库存Manyitemsareperishable.(e.g.,milk).很多物品易变质(如:牛奶),Kanban_SHW_E_Apr2002,8,“Whenthecupisempty,fillitup”,InOurPlants.在我们工厂里,Thinkofgoodsasperishable.把产品想象成易变质品Lotsizesshouldbesmalltofacilitatequickreactiontochangesindemand.批量小可对需求变化作出快速反应Processesshouldgetonlywhatisneededfromtheprecedingprocess.各操作过程只需从其前序提走所需物品,Precedingprocessesshouldhaveagivenamountofstockstorage.Whenitisfull,theyshouldbecomeidle.前序应有指定的库存量,一旦库存已满,就不再生产,Kanban_SHW_E_Apr2002,9,Scheduling计划安排,Onlyonepointintheproductionchain(the“pacemakerprocess”)shouldgetthefirmproductionschedule.生产线上只有一个工作点应知道固定的生产计划.Everysupportingprocessandsuppliergetslongterminformation,buttheyonlyproducetoreplenishwhatispulled.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,Kanban_SHW_E_Apr2002,10,Scheduling(cont.)时序安排(续),Kanbancanbeusedtoschedule:看板可用以规划:Finishedgoodsproduction成品生产Sub-assemblyoperations分总成操作Batchoperations批量操作Materialmoveswithinthefacility物料在厂区内移动,Deliveryauthorizationforsuppliers批准供应商的产品交付.,Kanban_SHW_E_Apr2002,11,ManagingVariation管理偏差,BufferStock缓冲库存Materialinventoriesmaintainedtoprotectlevelproductionfromfluctuationsincustomerdemand(Customerissues)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SafetyStock安全库存Materialinventoriesmaintainedtoprotectlevelproductionagainstunscheduleddowntime(Ourownissues)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）.,Alargebufferorsafetystockisasignofaprocessin“poorhealth.”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_Apr2002,12,WhoOwnsTheInventory?谁掌握库存,Ifextrainventoryisneeded,itshouldbeatthelocationthatiscausingtheproblem.如果需要额外库存,应该处于出现问题的地方,Ifundesirableconditionsexistinthesupplierplant(longsetups,badquality,absenteeism,etc.)thentheextrainventorybelongsinthesuppliersplant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.Suppliersmaybereluctanttoinstallkanbanifitmeansareductionintheoriginalpurchasecommitments.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_Apr2002,13,PrerequisitesforSuccessfulKanban成功看板的必备条件,Somesmoothingofproductionschedule生产计划达到一定程度的稳定.Shortequipmentchangeovertimes缩短设备切换时间(快速切换）Capableequipment(toreducedowntimeandeliminatedefects)性能良好的设备（减少停工期、消灭各种缺陷）Goodplantorganization/correctlayout良好的工厂组织/正确的布局Qualityandpredictabledeliveryfromsuppliers可预见质量情况和供应商的交付.,(MasterSchedule),(QuickChangeover),TotalProductiveMaintenance全员生产维护,(5S),StandardizedWork标准化作业,Kanban_SHW_E_Apr2002,14,CanWeDoItWithoutAllThis?没有这些我们能做吗?,Kanbansystemsaretoleranttosomedisruptions.看板系统可以经得起一些意外Safetystockmustbecalculatedinadvance.必须提前计算安全性库存量Smoothingoftheproductionschedulesisthemostimportantcriteria.生产计划的顺利进行是最重要的标准Othervariablescanbeworkedonafterkanbanisintroduced.看板引入后,才可以计算其他变量,Kanban_SHW_E_Apr2002,15,TheSixRulesofKanban看板六法则,Theconsumingprocesswithdrawsonlywhatisneeded.消费过程只提取它所需要的.Producetoreplenishonlywhatiswithdrawnbythenextprocess.只补充生产下一工序提走的Donotsenddefectiveproductstothenextprocess.不将不良品传送到下一工序Partsmustnotbeproducedormovedwhenthereisnokanban.若没有看板,部件禁止生产或移动Kanbanmustbeattachedtotheactualpartsorcontainer.看板必须附在零件实物上或容器上。Thenumberofpartsinthecontainermustmatchthekanban.容器内的零件数必须与看板相符,1,2,3,4,5,6,Kanban_SHW_E_Apr2002,16,UseCaution.使用提醒,4.若没有看板,部件禁止生产或移动5.看板必须附在零件实物上或容器上。,Kanban_SHW_E_Apr2002,17,Kanban看板,Kanban_SHW_E_Apr2002,18,KanbanCard看板卡片,Providesclearinformationabout:提供有关如下内容的详细信息：What?是什么?Where?在那里?HowMany?有多少?,Kanban_SHW_E_Apr2002,19,TotesorRacksasKanban支架或手提物,TotesorrackscanuseremovablelabelswhichcanbeexchangedwheneverKanbansarere-calculatedtoreflectabigmixchange.为了反映大的综合性变化,无论何时再计算看板,支架或手提物都可以对可移动式标签进行替换Containersshouldbedesignedtoholdaspecificnumberofpieces.容器应的设计应为可容纳固定数量部件Theprocesswhichfillsthesetotesorrackscannotholdbackcontainerstorunlargerbatches,thecontainersmustberefilledintheexactsequencethattheywereemptied.手提容器或料架不可超过料架的容量，容器重新装满的顺序必须与其倒空的顺序完全相同。Thereisnocardtoputonascheduleboard.Youcanjustcounttotes.Sometimes,thiscanmakeitdifficulttoseeiftheprocessisreactingonschedule.若计划板上没有卡片,你只可以数手提容器.这时就比较难看出生产是否按计划进行。,Kanban_SHW_E_Apr2002,20,VisualManagement可视化管理,Kanban_SHW_E_Apr2002,21,VisualManagement-Actual,Kanban_SHW_E_Apr2002,22,OnePiece/SmallLotFlow单件/小批量流程,OnePieceFlowisaspecialcaseofKanban单件流动是物料控制的一种特殊情况Lotsize(quantity)isone.批量的规模（数量）为一Inbatchoperationswhereonepieceflowisnotfeasible,JCMSlooksfor“smalllots”.在批操作中,单件流程是不行的,因此JCMS寻求小批量Numberofcomponentspersmalllot(kanban)aredeterminedbytheamountofmaterialthatfitsinonecontainer.每个小批量的数量是由容器内的物料数量决定的.,Kanban_SHW_E_Apr2002,23,WhyDoOnePieceFlow?为什么可以单件流程?,OnePieceFlow单件流动.Hastheabsoluteminimumlevelsofinventory(onlyonepieceperprocessstep)是库存量绝对最小的（每个工序只有一件）Hasthehighestpossiblequalitydefectsareimmediatelyobviousandonlyaffectonecomponent有产出质量最高产品的可能缺陷明显且只影响一个部件.Istheclosestpossiblematchtocustomerdemandmostofourcustomersorderourproductsoneatatime,intheexactordertheywantthem是最可能贴近顾客需求的,我们大部分顾客一次只订购一个,而且要确切地按着顾客需求的顺序AllowsNOoverproduction不允许过量生产Hastheabsoluteminimumtransportationandmotionwaste运输和移动浪费绝对最少,Kanban_SHW_E_Apr2002,24,WhyDoOnePieceFlow?(cont.)为什么可以单件流动?(续),OnePieceFlow单件流动Hasverylowwaiting,correctionandoverprocessingwast等待、纠正和过量加工的浪费较少Automaticallysetsthepriorityofreplenishment自动设置补充的优先级Revealsconstraints(bottlenecks)thatcanbeaddressedbykaizen暴露可由改善解决的瓶颈Makesthecontrolofmaterialvisible使物料的控制可视化Keepspeopleengagedinstandardizedprocedures使人们参与到标准化程序中来Hasthebestpossiblethroughputandefficiency(whenoperationsarebalanced)生产力和效率有可能达到最好,Kanban_SHW_E_Apr2002,25,?,CanWeDoOnePieceFlowHere?我们这儿能做到单件流动吗?,Itdependsonproduct,process,locationofcustomerandsuppliers.它依赖于我们的产品,工艺,客户和供应商的所在地Lowestassemblycostisnotalwaysthelowesttotalcost.最低的装配成本不一定总成本是最低Lotsizeonecanresultinhighermaterialhandling,shipping,etc单件流动可能会导致更高频次的物料搬运和发运Ifthelineisnotbalanced,somepeopleareidle.如果生产线不平衡,会造成很多人闲置Somebatchprocessesdonotlendthemselvestoonepieceflowduetolowutilizationofcapital.由于设备利用率低，一些批量生产过程不适合单件流动Usecommonsense(“smartlean”)tobringlotsizetolowestfeasiblelevel.根据常识将批量大小降低到最低合理水平Aggressiveuseofquickchangeovercandrasticallyreducelotsize积极使用快速转换可以彻底地降低批量数量,Kanban_SHW_E_Apr2002,26,BottomLine底线,OnePieceFlowisthebestwaytorunaplantbutalotofotherthingshavetohappenbeforeone-pieceflow(orsmalllotsize)isbeneficial.单件流动是运作工厂的最好方法,但在从单件流动受益前会有很多事要做,Kanban_SHW_E_Apr2002,27,WhenIsOnePieceFlowOptimum?何时单件流动最适宜?,Arecomponentstobeassembledateachstepofsimilarsize?是每一工序装配零件规模大小相近时吗?Aretheproductionspeedsatthedownstreamandupstreamprocessesclose?是当上游和下游生产速度接近时吗?Cantheproductbehandledeasily(bypeopleormachines)betweensteps?产品在各步骤之间容易控制之时吗?（由人或设备）Arechangeoversrare?Ischangeovertimeclosetotakttime?切换极少时吗?切换时间接近于节拍时间吗?Iscomponentqualityassured?零件质量可以保证之时吗?Isthesupplierclose?供应商距离很近的情况下吗?Ismaterialhandlingtimeshortcomparedtoassemblytime?物料搬运时间短于总装时间之际吗?,Kanban_SHW_E_Apr2002,28,Summary总结,Kanban/OnePieceFlowcan看板/单件流动能够Smooththepartsdeliveryprocesstoassemblyoperations使物料顺利发送至装配区域Smoothsubassemblydeliveriesbetweenoperations使工位之间的次装配交货顺利进行Smoothpartsfromsuppliers使供应商顺利发运Makeallproductionmorepredictableandefficient使所有生产更富有预测性、更有效率ReduceWIPbyhavingtheFinalAssemblydrivethesubassemblyareas通过后道工序拉动前道工序来减少WIPSave$!节省资金！,Kanban_SHW_E_Apr2002,29,MaterialControlApplication物料控制应用,ExplaintheMaterialControl/Kanbanprocessposter.解释物料控制/看板过程海报IdentifyopportunitiestoimprovetheVisualManagementofmaterialinyourarea.发现机会改善你工作区物料的可视化管理Explaintheimpactofmaterialcontrolprinciplesonsafetyandergonomics.解释物料控制原理对安全和人机的影响AssessthereadinessofyourworkareatoimplementOnePiece/SmallLotFlow.评价你的工作区实行单件/小批量流动的可行性,Kanban_SHW_E_Apr2002,30,AdditionalResources附加材料,MaterialControl/KanbanCurriculum:物料控制/看板课程MaterialControl/KanbanOverview:30minutes物料控制/看板概述SupplyChainManagementExcel*erate供应商链管理AmericanProductionandInventoryControlSociety(APICS)CertificationProgram美国生产和库存控制认证程序BOSDocuments:BOS文件JCMSAssessment(WW-MOS-CL-09-01)JCMS评估(WW-MOL-CL-09-01)FocusCatalog:中心课程目录ViewtheFocusCourseCatalogandsignupforJCMSclassesviatheLeadershipInstitutewebsite.通过领导学院网址查看中心课程目录并参加JCMS课程,