優(yōu)化生產(chǎn)中的物流活動(dòng)（39頁(yè)）ppt課件

1、Material Movement in a Lean Manufacturing Operation 優(yōu)化消費(fèi)中的物流活動(dòng)Total Systems Development 全體系消費(fèi)提高JIT消費(fèi)(準(zhǔn)時(shí),準(zhǔn)量消費(fèi)):What is meant by the term, “Just-In-Time?JIT消費(fèi)意味著什么?Does it mean JIT Supply? 準(zhǔn)時(shí),準(zhǔn)量供應(yīng)?Does it mean JIT Production? 準(zhǔn)時(shí),準(zhǔn)量消費(fèi)?So, what is Just-In-Time?那么,什么是準(zhǔn)時(shí)準(zhǔn)量消費(fèi)?The concept of producing the n

2、ecessary units in the necessary quantities at the necessary time is described by the short-phrase “Just-In-Time. JIT消費(fèi)是:在必需時(shí)間內(nèi)消費(fèi)必需數(shù)量的必需部品的概念.For example.In building shoes: The necessary subassemblies of the proceeding process (uppers and bottoms) should arrive at the assembly line at the time needed

3、 in the amounts needed.舉例闡明: 在消費(fèi)廢品鞋的時(shí)候:制鞋所必需的部件(鞋幫和鞋底)要準(zhǔn)時(shí),準(zhǔn)量,準(zhǔn)型號(hào)地到達(dá)制造車間.If we achieve JIT: 假設(shè)我們做到準(zhǔn)時(shí),準(zhǔn)量消費(fèi):Unnecessary inventories will be eliminated. 不用要的庫(kù)存就會(huì)消除Stores and warehouses will not be needed. 儲(chǔ)存區(qū)和倉(cāng)庫(kù)也可以取消Material carrying costs will be diminished. 資材搬運(yùn)本錢降低However.To rely solely on a central

4、planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operations.但是：?jiǎn)渭兊匾蕾嚪桨赶M(fèi)的方法,使一切工序同步消費(fèi)，并不能完全實(shí)現(xiàn)一切環(huán)節(jié)的準(zhǔn)時(shí)，準(zhǔn)量消費(fèi).TransferWasherAssemblyMachining加工Welding焊接Assembly組裝Shipping裝船Weekly Schedule每周消費(fèi)方案Typically, one contro

5、l operation receives the customers orders and disseminates schedules.通常，消費(fèi)控制部門接受客戶定單，然后制定并傳達(dá)方案.Production Control消費(fèi)控制TransferWasherAssemblyMachining加工Welding焊接Assembly組裝Shipping裝船Weekly Schedule每周消費(fèi)方案Production Control消費(fèi)控制IIIIIIThe problem comes when a change is made either because the order changes

6、 or equipment breaks down.但是當(dāng)定單有變化或設(shè)備出現(xiàn)問(wèn)題的時(shí)候，就會(huì)發(fā)生一些問(wèn)題：庫(kù)存庫(kù)存庫(kù)存庫(kù)存The result is excess inventory結(jié)果是導(dǎo)致過(guò)多的庫(kù)存within the plant as Work-In-Process在本車間工序內(nèi)積壓過(guò)多的庫(kù)存suppliers sending in parts that are not needed上一道工序發(fā)來(lái)的并不需求的部件Additionally另外,We need extra floor space to store the material. 我們需求額外的空間來(lái)堆放資料Need exped

7、itors to satisfy the changes in schedule. 需求人力和時(shí)間投入來(lái)改動(dòng)消費(fèi)方案Run overtime to make up parts that we now need. 用加班時(shí)間來(lái)消費(fèi)如今所需部件Toyota rethought how to communicate schedules.豐田公司對(duì)調(diào)整消費(fèi)方案做了改良:Toyota discovered a different way to manage their schedule, 豐田運(yùn)用不同的方法來(lái)制定調(diào)整消費(fèi)方案They stopped trying to guess what the cu

8、stomer will want. 他們并不去猜測(cè)客戶的需求Instead相反.Each department had installed a small inventory of each product. 每個(gè)車間都堅(jiān)持少量的庫(kù)存Downstream processes come to the supplying departments and take what it needs. 下一道工序到上一道工序去取他們所需部件This allows the processes upstream to simply replace what was taken. 這樣,上一工序只需補(bǔ)充被取走的部

9、件即可.The Toyota Production System TPS豐田體系.Is likely to be the most studied and discussed operations program in the world. 是極能夠被全世界研討和討論的體系Numerous books and papers have been written about TPS. 出版了很多關(guān)于TPS的書(shū)籍和其它資料Many have come to characterize TPS as “l(fā)ean production or NOS. 許多人以為豐田體系(TPS)實(shí)踐上就代表優(yōu)化消費(fèi)或NO

10、SLean Manufacturing (NOS) NOS優(yōu)化消費(fèi)Regardless of any authors opinion or rational, all agree that the foundation of lean manufacturing (NOS) is the continual pursuit to eliminate waste. 雖然大家的觀念有些不一樣,但一切人都以為NOS的根底是繼續(xù)不斷地減少浪費(fèi)Waste is defined as anything that consumes resources or time, but does not add va

11、lue to the product. 浪費(fèi)是任何耗費(fèi)資源或時(shí)間,但不添加產(chǎn)品價(jià)值的活動(dòng)Excess Inventory is Waste 多余的庫(kù)存是一種浪費(fèi)Excess inventory hides problems多余的庫(kù)存會(huì)隱藏一些問(wèn)題Sea of Inventory 大量庫(kù)存Raw Material 原資材Finished Goods 廢品LongTransportation過(guò)長(zhǎng)運(yùn)輸時(shí)間VendorDelivery 供應(yīng)商運(yùn)送Absenteeism缺勤Commun-icationProblemPoor Scheduling方案不力MachineBreakdown設(shè)備停機(jī)Qualit

12、yProblems質(zhì)量問(wèn)題LineImbalance線內(nèi)不平衡Long Set-Up Time過(guò)長(zhǎng)調(diào)整時(shí)間Lack of House-Keeping倉(cāng)儲(chǔ)管理問(wèn)題溝通問(wèn)題Our goal for materials management in NOS NOS資材管理的目的The ideal state is a smooth flow of materials throughout our own factory 理想的形狀是物料在整個(gè)工廠內(nèi)順暢的流動(dòng).We want to tie together processes that are separated by large physical d

13、istances. 使那些有一定間隔而相對(duì)分別的消費(fèi)流程嚴(yán)密結(jié)合起來(lái)We need to improve communication in regards to material movement. 在物流方面要加強(qiáng)各工序間的溝通The Push System推進(jìn)“消費(fèi)體系In traditional manufacturing, various production schedules are released to all processes; component making and assembly. 在傳統(tǒng)的消費(fèi)中,各種消費(fèi)方案被傳到達(dá)各個(gè)工序,部件消費(fèi)和組裝部門.The Push

14、System (cont.)推進(jìn)“These part-making processes produce the parts in accordance to their schedules and transport the parts to the next process. 部件消費(fèi)部門按照收到的方案消費(fèi)并把廢品部件運(yùn)送到下一道工序.The Push System (cont.)推進(jìn)“This method makes it difficult to promptly adapt to changes. 這種方法使消費(fèi)很難迅速對(duì)變化作出反響Each production schedule

15、 must be changed at each process simultaneously. 每個(gè)工序的消費(fèi)方案都必需同時(shí)變化以順應(yīng)同步消費(fèi)The Push System (cont.)推進(jìn)The Result導(dǎo)致:The company must hold extra inventory among all processes.公司不得不在各個(gè)工序堅(jiān)持額外的庫(kù)存This creates an imbalance of stock between processes.各工序間的庫(kù)存達(dá)不到平衡The Pull System “拉動(dòng)消費(fèi)體系 In contrast, in a PULL SYS

16、TEM, each process will withdraw the parts it needs from the proceeding process. 相反, “拉動(dòng)消費(fèi)體系要求各個(gè)工序僅需從上一道工序提取本人所需求的部件.BA“production kanban“withdrawal kanbanProduct部件Product部件Market供應(yīng)超市Supplying Process 供應(yīng)工序Customer Process客戶工序“消費(fèi)指示板“拒收指示板The Pull System (cont.)拉動(dòng)體系Since only the final-assembly process

17、 can accurately know the necessary timing and quantity of parts required, they are the only ones to receive a schedule. 由于只需制造準(zhǔn)確地了解所需時(shí)間和部件數(shù)量,以只需制造收到消費(fèi)方案即可. AssemblyStock-fit預(yù)備Stitching縫紉Assembly制造Shipping裝船Weekly Schedule每周消費(fèi)方案Final Assembly receives a schedule and pulls from the Market Place. Stitc

18、hing and Stock-fit replenishes the Market Place. 制造接受消費(fèi)方案,并借助“供應(yīng)超市拉動(dòng)消費(fèi).縫紉和預(yù)備向“供應(yīng)超市補(bǔ)充部件.Production Control消費(fèi)控制The Pull System (cont.)拉動(dòng)體系With the schedule, the final-assembly goes to the supplying departments and withdraws what parts are needed.根據(jù)消費(fèi)方案,制造到供應(yīng)車間去提取所需部件.The Pull System (cont.)拉動(dòng)“消費(fèi)The pr

19、eceding operation then produces the replacements of the parts withdrawn by the subsequent process. 這樣,前一道工序開(kāi)場(chǎng)消費(fèi)被下一道工序提走的部件以補(bǔ)充所需.BAssembly制造Stitching縫紉A“production kanban“withdrawal kanbanProduct部件Product部件Market供應(yīng)超市“消費(fèi)指示板“拒收指示板Markets “供應(yīng)超市Markets are the storage locations for all the parts prior to

20、 going to the next operation. “供應(yīng)超市是為下一道工序儲(chǔ)存所需各種部件的區(qū)域.Markets simply are organized collections of purchased parts and work-in-process. 組建“供應(yīng)超市只是為了搜集購(gòu)買的部件和線上的庫(kù)存.If parts are already stored in your plant, then you can construct markets. 假設(shè)工廠內(nèi)有儲(chǔ)存部件,那就可以設(shè)置此體系.Cautions about Markets關(guān)于“超市體系的警告:Dont get ca

21、ught up in other peoples philosophy.不要受別的觀念的影響:Markets do not have to be located next to the receiving docks. 超市不一定要接近部件接受區(qū)Markets do not have to be large in size. 規(guī)模不一定很大You can have several mini-markets if space is difficult to get. 假設(shè)空間不夠,可設(shè)多個(gè)分散的小超市.Use your own common sense運(yùn)用本人的常識(shí)來(lái)處理問(wèn)題!Rules for

22、 developing Markets設(shè)立“超市的規(guī)那么:Have a storage location for every part. 為每一部件設(shè)立儲(chǔ)存區(qū)Determine the maximum of any one part that will be stored. 為任一需儲(chǔ)存部件設(shè)立最大庫(kù)存規(guī)范Provide adequate storage space. 提供適宜的儲(chǔ)存區(qū)域Safety is a priority. 要優(yōu)先思索平安要素.Lessons Learned about Markets設(shè)立超市需留意的幾點(diǎn):Have an overflow spot and a means

23、 to monitor. 設(shè)立庫(kù)存限制和監(jiān)控方法Try to reserve spaces for future parts. 提早思索，為以后的部件留出儲(chǔ)存空間Preferably, do not store the same part in more than one location. 同一部件最好儲(chǔ)存在一個(gè)區(qū)域Make sure aisle ways can accommodate forklifts. 保證過(guò)道可包容或通行搬運(yùn)工具.Determine customer demand確定客戶需求Takt time is a reference number that gives you

24、 a sense for the pace at which each process needs to be producing. TAKT 節(jié)拍時(shí)間為了解并調(diào)整各個(gè)工序的消費(fèi)速度提供參考根據(jù)To calculate takt time, divide the available time by the customer demand. 用可利用的消費(fèi)時(shí)間除以客戶需求量， 即為節(jié)拍時(shí)間.For our plant對(duì)我們公司來(lái)說(shuō):One shift is nine hoursthere is one 60-minute lunch9小時(shí)一個(gè)班次,其中有1個(gè)小時(shí)的就餐休憩時(shí)間Work-time

25、任務(wù)時(shí)間8Hrs. X 60min/hr = 480 minutes 8小時(shí) X 60 = 480分鐘480 minutes per shiftThere is 28,800 seconds per shift480分鐘每個(gè)班次,即28,800秒每個(gè)班次Customer demand客戶需求The customer needs 2,000 pairs each day.客戶每天需求2,000足鞋We work one shift each day in Assembly, 6 days per week.制造車間每天一個(gè)班次,每周任務(wù)6天Customer demand is 客戶的需求是:2,

26、000 Pairs / 28,800 sec 2,000足 / 28,800秒or 1 PAIR every 14.4 seconds 或每14.4秒需求產(chǎn)一足鞋Market setups and locations供應(yīng)超市預(yù)備和位置選定Locate space within the plant that can be used as a market(s). 選定公司可作為超市的位置Minimize the number of markets.If may be necessary to start with several small ones, later to combine into

27、 one. 盡量減少超市的數(shù)量,假設(shè)有必要可先設(shè)立幾個(gè)小的超市,以后再合并成大的超市.Manpower and equipment needed人員和設(shè)備要求Parts are delivered to the line by Material Handlers using hand-carts.搬運(yùn)人員用手推車將部件運(yùn)到消費(fèi)線The Material Handler has a designated route that covers all the stations he (or she) is responsible for.搬運(yùn)人員按照指定的運(yùn)輸?shù)缆窊?dān)任本人的任務(wù)區(qū)域He delive

28、rs all parts needed on that delivery cycle, retrieves all empty containers搬運(yùn)人員必需循環(huán)搬運(yùn)所需部件,并取回空的部件箱Training 培訓(xùn)The people who are affected by the new system need to understand why the company has implemented the program.新體系所涉及到的人員需求懂得為什么公司實(shí)施此體系Those who are to support it must understand how it works.支持新體系的人員需懂得體系是怎樣運(yùn)作的All people must receive adequate training in order for the system to be both robust and successful.一切相