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ShortLeadTime缩短制造周期,员工参与,标准化,制造质量,缩短制造周期,持续改进,32,ShortLeadTime缩短制造周期,PresentationFocus展示的重点,Thispresentationfocusesonleanmaterialflowanditsimpactonreducingleadtime.侧重于精益的物料流程，以及其对缩短过渡周期的作用,ShortLeadTime缩短制造周期,UponCompletionofThisModuleParticipantsWill学完SLT内容，将会：UnderstandtheImportanceofShortLeadTimeforCustomerResponsivenessandCost.明白SLT对客户响应及减少成本的重要性。BeFamiliarWiththeConceptsWhichContributetoShortLeadTime.了解SLT的相关概念。BeIntroducedtotheLeanMaterialsManagementSystemsWhichControltheMaterialFlowIntoandWithinthePlant.了解控制物料进入及在工厂内流动的精益物料管理系统。,ThePurestFormofLeanMaterialFlowisfromthesuppliersLastValueAddedOperationtothecustomersPointofUsewithNoWaiting,Storage,DoubleHandling,orExcessInventory.纯粹的精益物流系统是从供应商最后的增殖产品到客户的开始使用期间，没有等待、储存量、双重处理、多余库存。,ShortLeadTimeStrategySLT策略,Supplier(供应商),Plant(工厂),PointofUse开始使用,ReceiveCustomerOrder接收定单ProduceVehicle生产车辆DeliverVehicle交付产品ReceivePayment收到付款,Themovementofmaterialintherightquantity,attherighttime,totherightlocation,withtherightequipment,usingtheshortestleadtimeandlowestpossiblecostforbothsupplierandcustomer.在最短的时间内，供应商与客户双方最少的成本损耗条件下，物料在适当的时间里把合适的数量用恰当的工具运送到一定的地点的流动。,LeanMaterialFlowDefinition精益物流定义,LeanMaterialsManagement精益物料管理,Operator(操作工),PartPresentation(零件摆设),Conveyance(运输),Staging(分段运输),Receive/Unload(接收/卸货),Transportation(运输),Suppliers(供应商),LOWESTTOTALCOST最低成本,REDUCELEADTIME(),PLANFOREVERYPART(),LeanMaterialFlow:GuidingPrinciples精益物流：指导原则,SAFE(安全)Highvalueadded(高增殖生产),CompressionPartPresentationSmallLot#1BulkSequenced/RepackErgonomic,Space(空间)Organization(组织)FIFO(先进先出),Method（方式）Frequency(频率)Commun-ication(交流),WindowReceiving(窗口接收)Equipment(装置),Frequency(频率)MilkRunsDirectShip(直接运输）100%Tracked(100%跟踪),Responsive(响应)OnTime(及时)RightQuantity(数量)ToSpecifications(合适规格),(),GuidingPrinciples指导原则,Make/receivefrequentdeliveries.接收频率Usesmalllotcontainers.使用小件包装UsetheFirstInFirstOut(FIFO)process.先进先出程序Eliminatewaste.减少浪费,LeanMaterialFlowModel精益物流典型,FocusAreas重点:1.VehicleScheduling制造计划2.PartOrdering订购零件3.SupplyBase供应基地4.Transportation&Receiving运输与接收5.InternalPullSystems内部拉动系统6.MobileEquipment移动设备7.PartPresentation零件摆放,Tools工具：PlanforEveryPart每个零件计划StandardizedWork标准化工作,SmallLotPackaging小件包装,LevelSchedules进展阶段,VisualManagement目视化管理,Minimumnumberofsupplypoints,SupplyBase,Pullsystems(拉动系统),LevelBuildPattern(均衡生产模式),FrequentDelivery()MultiplePartNumbers/Delivery(/)MinimalInventory(),GMPlant,1.VehicleSchedulingProcessOverview制造安排观测,Customer客户,ProduceVehicles生产阶段,Dealers卖方/Marketing销售,DeliverFinishedVehicles交付成品,*CustomerOrders客户订购:SoldVehicles销售车辆*Non-SoldOrders非卖计划:Dealer/RegionOrders(Nospecifiedcustomer)卖方/区域订购（无明确客户）,1-1.VehicleSchedules制造计划,ThePlantProductionPlanlevelsvehiclerequirementsacrosstheproductionperiod生产计划应均衡各个阶段的生产需求。100%Customerdeliverydatecompliance百分百地在交付日期交货。Vehiclebuildstatusisknownthroughoutthemanufacturingprocess.整个生产部门都应该了解制造状态。Supportreducedvehicledeliveryleadtime&manufacturingrestrictions.支持减少车辆交付时间和各种生产限制。,VehicleBuildPattern样板车:,CustomerOrder客户定单：WhencanIgetmyvehicle()?(什么时候可以交付车子?),2Non-sunroof,1Sunroof,2.PartsOrdering:IndividualParts订购：个件,Partorderbaseduponaprojectedvehiclebuildschedule零件订购要以设定的生产计划为基础Order=(PartsNeeded)-(PartsHave)订单=(需要零件)-(现有零件),PickUpDocument订购文件Deliveryquantityandtiminginstructionspershipment每次运输的数量及时限,GMPlant,Delivery,Supplier,LinesideOperation,2-1.PartsOrdering:Sub-AssemblyParts(零件订购：分装件),Asthevehiclepassesasetpointintheproductionprocess,asignalisgeneratedandsenttothesupplybaserequestingpartsrequiredforthatvehicle.生产过程中，当生产车辆超出一定点时，生成一个信号通知供应商对该车的零件需求。,BroadcastSignal(广播信号),7:00,8:00,9:00,SEQ#1(8:00a.m.),SEQ#2(8:01a.m.),Supplier,InSequence(Seat),3.SupplyBase(供应基地),CloseproximitytotheGMPlantforspecificpartsperdeliverylead-timeneeds(typicallythesearesequencedsub-assemblies).在GA车间附近为对制造周期有特殊要求的零件设立的基地（通常是些定序的分装件）Sequencingrequirementsaretheresponsibilityoftheawardedsupplier(按先后需求排序是合格供应商的职责):Supplierownstheinventoryuntilthelatestpointpossibleinthemanufacturingprocess.(在送到生产线之前供应商拥有库存)Minimizesupplypoints(供应数量最低化):Singlesupplypointperpartorsub-assembly.(零件或分装件的单一供应点）Minimizethetotalsupplierbase(amountofsuppliers).（总供应基地的最小化（供应商数量）SourcingdecisionsarebasedontheTotalMaterialPipelineCosts(基于总材料传送成本决定货源）,MilkRun,4.Transportation(运输),Direct(直运),LOC,4-1.TransportationandReceiving运输与接收,Pre-Scheduledpickupanddeliverywindowtimes.(事先计划好接收与交付的间隔时间)Multiplesupplier/partpickupspertruck.(增加每次装载的供应商/零件接收)Dailyshippingfrequency.(每天运送频率)EarlyWarning:Truckdriverscheckfreightatsupplierlocation.(预警：货车司机在供应商处检查货物)Exception-basedcommunications.(货物不符时协商)80%Highcubeutilization(liquid).(80%的立方利用率（液体）)LeadLogisticsProviderassinglepointofcontactfortheplant.(精益物流供应者作为工厂单一联系人),4-1.TransportationandReceiving运输与接收,LeadLogisticsProvider(LLP):On-sitesinglepointofcontactforplant.(现场单一联系)Routeplanningandscheduling.(路线计划与安排)Visualroute/dockboard.(目视化路线/接收板)PlantReceiving:工厂接收Visualboard(目视化栏板)-Canlookatboardandseewhatishappening(看栏板就可以知道情况)Scheduled，daily/weekly日/周计划-Whenmaterialwillarriveatplant(什么时候零件能到达工厂)Levelunloadplan(平衡卸货计划),LLP,Definition:Acentralizedtemporarystorageareaforpartsnotbeingdelivereddirectlyfromsuppliertolineside.定义：不直接把材料从供应商处运送到线旁，而是暂时将其集中存放的区域。Purpose:ToOrganize&ControlInventoryLevels,Throughput&FlowforMaterialsnotdelivereddirectlyfromsuppliertopointofuse.目的：组织控制不直接由供应商送到生产线的材料库存量、产量和物流,4-2.CentralMaterialArea(集中材料区域),4-2.CentralMaterialArea(集中材料区域),KeyConcepts(主要概念):Organizebybulk/cartontoseparateequipment&minimizespacerequirements(用大箱或纸箱装零件来隔离设备，减少空间需求)1locationperpartnumber(一个零件一个存放点)MinimizeCMAspace(CMA空间最小化)Minimizedeliverylead-time(运送时间最小化),4-2.CentralMaterialArea(集中材料区域),KeyBenefits(主要益处):Optimizespace,manpower&equipment(优化空间、人员及设备)Min.impactofproductionpullfluctuations(减少生产拉动波动的影响)SupportsPullSystemRoutes(支持拉动系统路线)SupportF.I.F.O.(支持先进先出),Definition(定义):,Amethodofmaterialreplenishmentbasedonconsumption,authorizedbytheuser,whosendsasignaltomanufacture,ship,ordeliveryaproductataspecifictime,place,andquantity.(使用者认可的，通过向生产、运输部门发出信号，要求在一定时间内在具体地方运送定量产品的一种补充消耗物料的方法。)AflexibletoolthatenablesJust-in-Time.(一个能确保JIT的灵活工具)Connectsoperationstomaterialsupply.(连接生产与材料供给.),5.InternalPull/Delivery(内部拉动/运送),5-1.TypesofInternalPullSystems(内部物流的拉动系统的种类),EmptyContainerPullProcess(空箱拉动系统),PullCardProcess(卡片拉动系统),ElectronicPullSystem(EPS)(电子拉动系统),“Nothingmoveswithoutapullsignal(无信号无拉动).”,ProductionPullProcess(生产拉动系统),PullCardProcess(卡片拉动系统):Description(定义):Amaterialpullsystemthatusescardstocommunicatereplenishmentrequirements(使用卡片来传递供货信息的物流拉动系统),(投递卡片),(扫描卡片),(CMA收集卡片）,(运送材料）,EPSProcess(EPS系统):,(材料需求),(电子识别),(材料提取，分运）,(材料运送),(交货结束),EmptyContainerPullProcess(空箱拉动系统),Using,Location,Replenish,Production,TeamMember生产人员,PushOut,PushIn,FULL,ProductionPullProcess(生产拉动系统),BroadcastPoint(RFID广播）,VehicleLocation&MGOPartData(车辆存放点及MGO零件数据),Automatedpullsystemordersmaterialbasedonactualvehiclepartconsumption(自动拉动系统零件订购以实际消耗为根据),Simpledesign(简单设计)Designtoenablemultiplepartnumbersperdelivery(能够每次多零件运送的设计)Standardizeequipmentandcomponentsthroughouttheplant(numberoftypes,hitches,chassis)(整个工厂设备及零件标准化（种类、栓、底盘的数目）)Designformanualmanipulation(pushandpull).(人工操作（推或拉）的设计),6.MobileEquipment(运输设备):,YES,Example(实例):LinesideDelivery(线旁运送),DollyExamples(手推车实例),Bulkcontainerdollybase(Standard)(大箱手推车基座)(标准),SwivelTurntableBase(旋转转盘基座),7.PartPresentation(零件展示）,Returnablecontainers(回收空箱)Oneortwohoursusagepercontainer(每个箱一到两小时的用量)Hand-carriedorhand-manageable(dolly)(手提或手推)Ergonomicallyapproved(size,grippoints)(通过人机工程认证)（大小、把手）Minimaldunnage(partisalloperatorneeds!)(最小限制的隔板（这是所有操作者需要的部分）)Easypartpick(容易提取)Properpartslabeling(合适的标签)Stackable(层叠)Simpledesign(设计简单),PartPresentation(零件摆设):WithinWorkstation(在工位内)Withinarmsreachatpointofinstallation(安装点在手臂可及处)Lessthan5feetinheight(lineofsight)(高度低于5英尺),HandManageable(人工操作),SmallLotContainer(小装箱),Bringthepartstotheoperator(零件运送到操作工身旁),PartPresentationExample(零件展示实例),LineTrackingDevice(流水线跟踪仪器)Apron(围兜),Canmovewithcarrierormanually(能够人力或自动移动),ApronforFastenersandTools(装螺丝螺栓的围兜),Eliminateswasteofmotion(减少运动浪费),SmallLotPartsandContainers(小件包装),LeanMaterialFlow(精益物流),WeakMaterialFlow(欠缺物流),IdealMaterialFlow(理想物流),LackofVisualManagementTechniques(缺乏目视化管理)SinglePart/ContainerDeliveryPerTrip(每次单一零件/单箱配送)MaterialPushedtoSubsequentLocation(零件推动到其他地点)MaterialDictatesLengthofProductionOperatorsFootPrint(材料指示生产)EmptyMaterialLocations(空箱回收地点)IdleMaterialOperators(闲置的材料员)HeavyPullCardLoss(拉动卡的巨大损失)ManySmallCMAs(7-11Concept)(太多CMA(7-11概念),VisualManagement(目视化管理)MultipleDeliveriesperPartNumber(每次同一零件的多箱配送)EstablishedInventoryLevels(确定的库存量)PartsScheduledviaPullSignal(Kanban,Broadcast)(拉动信号对应相应零件看板、广播）)ReducedLeadtime(SupplierCo-location)(减少制造周期（供应商共同地点)DriverChecksatSupplierDock(司机在供应商处验货)Point-of-Use/Direct-to-LineDelivery(使用节点/直接到线运送)LowCost,FlexibleEquipment(低成本，灵活的设备),HowdoesShortLeadTimeApplytoOtherGMSPrinciples?(SLT与其他GMS原则关系),Built-In-Quality(制造质量):Rightpartattherightstationattherighttime(合适的时间、一定的工位、适当的零件)Returnablecontainersprotectpart(空箱回收保护零件),PeopleInvolvement(员工参与):Shopfloorinvolvementinplanningandexecutingleanmaterialflow(员工参与计划及实施精益物流),Standardization(标准化):Scheduledpick-upsanddeliveries(计划好的接收与运送)Leanpartpresentationtotheoperator(操作工精益的零件摆放)Standardizedroutes(标准路线),ContinuousImprovement(持续改进):Visualmanagementinallareasofleanmaterialflowallowforcontinuousimprovement(各个领域精益物流的目视化管理促进不断改进),(员工参与),(标准化),(制造质量),(缩短制造周期),(持续改进),
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