同步制造與約束理論ppt課件

1、Chapter 18Synchronous Manufacturing &Theory of Constraints同步制造與約束理論;.The Hockey Stick Phenomenon曲棍球球棒現(xiàn)象;.The Hockey Stick Phenomenon曲棍球球棒現(xiàn)象The end-of-period rush! Period1234Output($)考前突擊考前突擊 ！;.Synchronous Manufacturing同步制造Which refer to the entire production process working together in harmony

2、to achieve the goals of the firm.為了實現(xiàn)公司的目標，使整個生產(chǎn)系統(tǒng)協(xié)調(diào)一致地工作;.首要特征synchronous manufacturing logic attempts to coordinate all resources so that they work together and are in harmony or are synchronized. In such a synchronous state, emphasis is on total system performance, not on localized performance me

3、asures such as labor or machine utilization. 追求企業(yè)的全部資源協(xié)調(diào)、同步運轉(zhuǎn) 追求企業(yè)的整體效率，而不是單個生產(chǎn)要素的利用率（如：勞動、設(shè)備生產(chǎn)率）。;.The goal of the firm公司的目標;.4Goldratt Proclaims哥德瓦特The goal of a firm is to make money.;.Performance Measurements績效評價;.Performance MeasurementFinancial 財務(wù)評價Net profitan absolute measurement in dollarsR

4、eturn on investmenta relative measure based on investmentCash flowa survival measurement 凈利潤絕對的賺錢數(shù)量投資收益率現(xiàn)金流量;.6Performance MeasurementOperational 運作評價1. Throughputthe rate at which money is generated by the system through sales2. Inventoryall the money that the system has invested in purchasing thin

5、gs it intends to sell3. Operating expensesall the money that the system spends to turn inventory into throughput 吞吐量（產(chǎn)銷率） 庫存 運作費用;.Productivity生產(chǎn)率Does not guarantee profitabilityHas throughput increased?Has inventory decreased?Have operational expenses decreased? 不能保證贏利;.Unbalanced Capacity不平衡的生產(chǎn)能力;

6、.8Unbalanced Capacity不平衡的生產(chǎn)能力Earlier, we discussed balancing assembly lines. The goal was constant cycle time across all stationsSynchronous manufacturing views constant workstation capacity as a bad decision. 早期觀點：裝配線的生產(chǎn)能力的平衡 同步制造：生產(chǎn)能力的平衡是一種壞觀點;.9The Statistics of Dependent Events獨立事件的統(tǒng)計規(guī)律Rather th

7、an balancing capacities, the flow of product through the system should be balanced Process Time (B)Process Time (A)與其平衡能力，不如平衡物流 ;.Some Capacity Related Terminology術(shù)語;.Capacity生產(chǎn)能力Available time for production可利用的生產(chǎn)時間（工時/臺時）;.Bottleneck瓶頸瓶頸Capacity is less than demand placed on resource瓶頸是指實際生產(chǎn)能力小于生

8、產(chǎn)負荷的一切資源，它是系統(tǒng)內(nèi)部制約產(chǎn)銷率的約束因素，是制造過程中流量最小的地方。實踐表明大部分工廠只有為數(shù)極少的瓶頸作業(yè)。如果沒有瓶頸，則意味著存在剩余生產(chǎn)能力，這時應(yīng)該改變系統(tǒng)暴露出系統(tǒng)瓶頸。;.Nonbottleneck非瓶頸非瓶頸Capacity is greater than demand placed on resource非瓶頸是指實際生產(chǎn)能力大于生產(chǎn)負荷的一切資源。因此，非瓶頸資源不應(yīng)該連續(xù)不斷的工作，因為它的生產(chǎn)能力超過需求量，非瓶頸包含空閑時間。;.Capacity-constrained resource次瓶頸資源(CCR)Capacity is close to dema

9、nd placed on resource 次瓶頸資源是指利用率已接近實際生產(chǎn)能力，并且如果作業(yè)計劃制定的不太好就可能成為瓶頸資源。例如：一般作業(yè)車間的CCR可能接受好幾個地方的工作任務(wù)，如果這些工作任務(wù)沒有安排好，就會使工作任務(wù)之間的間歇時間超過CCR的空閑時間，從而使CCR成為瓶頸。;.Basic Manufacturing Building Blocks基本制造類型;.11Bottleneck feeding nonbottleneck瓶頸供給非瓶頸XYMarketCase AXYBottleneckNonbottleneckDemand/month200 units200 unitsP

10、rocess time/unit1 hour45 minsAvail. time/month200 hours200 hours;.12Nonbottleneck feeding bottleneck非瓶頸供給瓶頸YXMarketCase BXYBottleneckNonbottleneckDemand/month200 units200 unitsProcess time/unit1 hour45 minsAvail. time/month200 hours200 hours;.13Output of Bottleneck and Nonbottleneck assembled into a

11、 Product 組裝XYAssemblyMarketCase CXYBottleneckNonbottleneckDemand/month200 units200 unitsProcess time/unit1 hour45 minsAvail. time/month200 hours200 hours;.14Independent Markets獨立市場XYMarketMarketCase DXYBottleneckNonbottleneckDemand/month200 units200 unitsProcess time/unit1 hour45 minsAvail. time/mon

12、th200 hours200 hours;.Methods of Control控制方法;.15Components of Production Cycle Time時間構(gòu)成Setup timethe time that a part spends waiting for a resource to be set up to work on this same partProcess timethe time that the part is being processedQueue timethe time that a part waits for a resource while the

13、 resource is busy with something else 調(diào)整時間 加工時間 排隊時間;.16Components of Production Cycle TimeWait timethe time that a part waits not for a resource but for another part so that they can be assembled together 等待時間 空閑時間Idle timethe unused timethe cycle time less the sum of the setup time, processing tim

14、e, queue time, and wait time ;.Finding the Bottleneck尋找瓶頸的方法尋找瓶頸的方法尋找企業(yè)生產(chǎn)系統(tǒng)中的瓶頸有兩種方法：一種方法是工序負荷比較表；另一種方法是運用有關(guān)工廠的專門知識，考察系統(tǒng)的運行，并與管理人員和工人交談。;.17Saving Time節(jié)約時間BottleneckNonbottleneckWhat are the consequences of saving time at each process?;.18Drum, Buffer, Rope鼓、緩沖器、繩子ABCDEF鼓(Drum)緩沖器(InventoryBuffer)Co

15、mmunication繩子(rope)Market市場;.“鼓（Drum）”“鼓”是一個企業(yè)應(yīng)用TOC的開端，即識別一個企業(yè)的“約束”所在?！凹s束”控制著企業(yè)同步生產(chǎn)的節(jié)奏“鼓點”。要維持企業(yè)內(nèi)部生產(chǎn)的同步、企業(yè)生產(chǎn)和市場需求的同步，存在著一系列的問題。其中一個主要問題就是企業(yè)的生產(chǎn)如何能滿足市場或顧客的需求而又不產(chǎn)生過多的庫存。;.“緩沖器（Buffer）”“緩沖器”分為“時間緩沖”和“庫存緩沖”：“庫存緩沖”就是保險在制品，其位置、數(shù)量的確定原則同“時間緩沖”?！皶r間緩沖”則是將所需的物料比計劃提前一段時間提交，以防隨機波動，以約束資源上的加工時間長度作為計量單位。;.“繩子（Rope）”

16、“約束”決定著生產(chǎn)線的產(chǎn)出節(jié)奏，而在其上游的工序?qū)嵭欣瓌邮缴a(chǎn)，等于用一根看不見的“繩子”把“約束”與這些工序串聯(lián)起來，有效地使物料依照產(chǎn)品出產(chǎn)計劃快速地通過非約束作業(yè)，以保證約束資源的需要。所以，“繩子”起的是傳遞作用，以驅(qū)動系統(tǒng)的所有部分按”鼓”的節(jié)奏進行生產(chǎn)。在DBR的實施中，“繩子”是由一個涉及原材料投料到各車間的詳細的作業(yè)計劃來實現(xiàn)的。;.22Inventory Cost MeasurementDollar Days 美元日A measurement of the value of inventory and the time it stays within an area 一定范圍內(nèi)的庫存及其停留時間的一個測量指標Dollar Days = (value of inventory)(number of days within a department)Example;.23Benefits from Dollar Day Measurement美元日的應(yīng)用Marketingdiscourages holding large amounts