精實(shí)生產(chǎn)簡介

1、精實(shí)生產(chǎn) 簡介Lets define Lean Manufacturing精實(shí)生產(chǎn)的定義For our discussion, we will define lean manufacturing as the “ process of identifying and eliminating waste within our operations including manufacturing, engineering and administration.” 對於此次課程討論而言，我們將精實(shí)定義為：生產(chǎn)、設(shè)計(jì)與管理運(yùn)作當(dāng)中，找出並消除浪費(fèi)的過程。Evolution of the Manufac

2、turing SystemThe process of manufacturing and supplying products has evolved from simple craft production to a fast-paced, global-oriented arena.產(chǎn)品的產(chǎn)銷流程已經(jīng)從手工製造發(fā)展到快速、全球?qū)虻母偁幹?。Evolution發(fā)展Craft手工Mass量產(chǎn)Lean精實(shí)Less individual control; Responsibilities distributed over many people.個(gè)人管制較少，責(zé)任分佈於眾人身上。Time and

3、 Resources force transition時(shí)間與資源逼使著轉(zhuǎn)變出現(xiàn)Customer demand is the universal driver in change所有改變的驅(qū)動(dòng)力是：客戶需求WASTE浪費(fèi)Customer Order客戶下單Customer Order客戶下單Waste浪費(fèi)XProduct Shipment出貨Time時(shí)間Time (shorter)時(shí)間（變短）Lean Manufacturing helps to shorten the timeline between the customer order and the product shipment.精實(shí)

4、生產(chǎn)有助於縮短客戶下單與出貨中的時(shí)間。Conditions that were satisfactory yesterday are not acceptable today. Tomorrows demands will be even greater.昨天滿意的條件今天未必被接受。明天的需求甚至?xí)喔蟆Product Shipment出貨Why make the change to Lean Manufacturing?為何要轉(zhuǎn)變到精實(shí)生產(chǎn)？Lean Manufacturing implementation has been shown to aid companies in the

5、 following areas:精實(shí)生產(chǎn)已運(yùn)用在下列範(fàn)疇中：Improved productivity改善生產(chǎn)力People not wasting effort on non-value added tasks人們不會(huì)浪費(fèi)時(shí)間在沒有價(jià)值的工作上Predictable and stabile environment一個(gè)可知且穩(wěn)定的環(huán)境Greater Quality Assurance更好的品質(zhì)保證Tools designed to achieve defect elimination, not detection工具是設(shè)計(jì)來以減少不良，而不只是用來檢驗(yàn)。Greater Flexibility

6、更大的彈性Quicker response to changes in customer orders快速反應(yīng)以符合客戶要求的轉(zhuǎn)變Reduce Cost降低成本So, what is Lean Manufacturing?那麼，什麼是精實(shí)生產(chǎn)呢？Remember our definition謹(jǐn)記我們的定義：“The process of identifying and eliminating waste within our operations including manufacturing, engineering and administration.” 生產(chǎn)、設(shè)計(jì)與管理運(yùn)作當(dāng)中，找出並

7、消除浪費(fèi)的過程。For this conversation, we will limit our scope to the manufacturing operation.這裡，我們會(huì)將討論範(fàn)圍限定在生產(chǎn)面。How should we determine what “waste” is:我們?nèi)绾味x浪費(fèi)？Waste defined:浪費(fèi)的定義是：Waste - anything that takes time, resources or space but does not add to the value of the product or service delivered to the

8、customer.耗費(fèi)時(shí)間、資源或空間，卻沒有對客戶手上的產(chǎn)品或服務(wù)，增加價(jià)值的一切事務(wù)。While products made in each factory may be different, the typical wastes found in factories are similar:雖說產(chǎn)品各有不同，但工廠裡出現(xiàn)的浪費(fèi)卻是類似的：Correction修補(bǔ)Conveyance輸送Motion動(dòng)作Over-production過量生產(chǎn)Over-processing多餘制程Waiting等待Inventory儲(chǔ)存WASTE浪費(fèi)Waste of Product Defects產(chǎn)品不良的浪

9、費(fèi)When defects occur at one station, operators at subsequent stations waste time waiting, thereby adding cost to the product and adding production lead time.當(dāng)某工序出現(xiàn)瑕疵時(shí)，下工序的人就必須花時(shí)間等待，因此增加產(chǎn)品成本與等待時(shí)間。Furthermore, rework may be required or the defective products are scrapped.不只如此，可能還要返工或報(bào)廢該產(chǎn)品。If a defect o

10、ccurs in assembly, additional labor is required to disassemble and additional parts are required to reassemble.如果成型出現(xiàn)一個(gè)不良，額外的動(dòng)作就會(huì)被用作來拆裝；也需要另一個(gè)新物件來重新組裝。Waste of Conveyance運(yùn)送的浪費(fèi)For Example範(fàn)例：Raw material being stored away from the place of use.原物料儲(chǔ)存處遠(yuǎn)離現(xiàn)場Result結(jié)果：We must inform tracking personnel where

11、 to pick up material我們必須告知專門運(yùn)送人員去提領(lǐng)物料We will need additional storage location other than point of use我們需要在現(xiàn)場之外準(zhǔn)備儲(chǔ)存區(qū)域We need additional material movement personnel and equipment我們需要額外運(yùn)送物料的人員與設(shè)備Processing Waste流程的浪費(fèi)Performing operations that are not required to manufacture or assemble the product to t

12、he customers quality expectations.係指，與符合客戶品質(zhì)要求的生產(chǎn)裝配無關(guān)的動(dòng)作。Waste of Motion動(dòng)作的浪費(fèi)Whatever time not spent in adding value to the product should be eliminated as much as possible.與增加產(chǎn)品價(jià)值無關(guān)的時(shí)間，都應(yīng)該盡可能地消除。Movement does not necessarily indicate value-added work.移動(dòng)不必然表示它是個(gè)增加價(jià)值的工作。Categories of Work工作分類Value Ad

13、ded - something the customer will pay for附加價(jià)值-客戶願(yuàn)意付錢買Incidental - something which has to be done附加-某些本來不用作，但卻必須做的事。Waste - provides no value or service浪費(fèi)-沒有價(jià)值或幫助的事“Eliminate Waste: 消除浪費(fèi) Reduce Incidental Work”減少附加動(dòng)作Value AddedWasteIncidental WorkWorkMotionWaste from Over-production過量生產(chǎn)所導(dǎo)致的浪費(fèi)Created

14、by producing goods above the amount required by the market.生產(chǎn)超出市場需求數(shù)量的產(chǎn)品會(huì)導(dǎo)致：Over-Production過量生產(chǎn) extra defects額外的不良 extra handling額外的操作 extra space額外的空間 extra machining過度使用機(jī)器 extra paperwork多餘的文書往返 extra people額外的人員 extra overhead額外的經(jīng)常性支出Waste of Excess Inventory過量儲(chǔ)存的浪費(fèi)As shown with Over-production,

15、excess inventory requires extra cost to handle and maintain.誠如過量生產(chǎn)所說，過量儲(chǔ)存需要額外的成本來運(yùn)作維持Excess inventory also covers problems in the operation.過量儲(chǔ)存也會(huì)掩蓋住操作中的一些問題排程不良機(jī)器故障品質(zhì)問題運(yùn)送途徑過長供應(yīng)商交期生產(chǎn)線不平衡設(shè)定時(shí)間過長曠工溝通問題欠缺日常管理儲(chǔ)存之海成品原物料Tools of Lean Manufacturing精實(shí)生產(chǎn)的工具Pull System 後拉式系統(tǒng)Standardized Procedures標(biāo)準(zhǔn)化流程Rapid Se

16、t Up快速上線Error Proofing防呆Total Productive Maintenance全面設(shè)備保養(yǎng)Visual Management目視管理Material Movement物料移動(dòng)In traditional manufacturing, all process departments receive schedules and produce to it.在傳統(tǒng)製造業(yè)，流程上所有的各單位接受安排，並依此操作。Each process produces their parts and forwards them to the next process.每個(gè)單一流程各自生產(chǎn)，

17、並將其交至下一流程。This is commonly referred to as the Push System.這就是一般所謂的推式系統(tǒng)。Material Movement (cont.)物料移動(dòng)（續(xù)）The Push System makes adapting to change very difficult.推式系統(tǒng)使得接受改變非常困難The result is extra inventories of parts not needed accumulating in the producing departments.結(jié)果就是，在生產(chǎn)線上堆積了不需要的物件，而需要額外儲(chǔ)存。And s

18、hortages of parts that are needed in the downstream processes.下游工序就開始缺料Material Movement (cont.)物料移動(dòng)（續(xù)）In contrast, a “Pull System” provides that only the downstream process receives the schedule.相反的，後拉式系統(tǒng)只依經(jīng)過計(jì)畫後的產(chǎn)量安排，提供下游工序物件。Each upstream process maintains a standard “in-process” stock level that

19、the subsequent process withdraws from.前一工序依照下一工序所需，維持標(biāo)準(zhǔn)線上存貨的水準(zhǔn)。This “pull” triggers the department to produce parts to replenish the stock level.後拉使得各單位只要生產(chǎn)滿足存貨水準(zhǔn)的半成品。The department withdraws stock from its supplying operations stock level, thereby initiating an additional “pull”各工序從只上游工序的存貨，獲得所需數(shù)量；

20、因此，啟動(dòng)另一個(gè)後拉Example of a Pull System後拉式系統(tǒng)範(fàn)例工序AScheduleSchedule is provided to final production department生產(chǎn)計(jì)畫僅提供給最後一個(gè)生產(chǎn)單位Each process upstream maintains standard stock levels.每一上游工序維持標(biāo)準(zhǔn)存貨Customer客戶工序B工序D工序CExample of a Pull System後拉式系統(tǒng)範(fàn)例ScheduleThe final production department withdraws needed material

21、s from its supplier operation最終生產(chǎn)單位從上一工序拉來所需物料Customer客戶工序A工序B工序D工序CExample of a Pull System後拉式系統(tǒng)範(fàn)例Pull拉ScheduleCustomer客戶The units are produced and shipped to the customer.貨物生產(chǎn)後裝箱送至客戶手上The supplying department now produces to fill up its stock level. It withdraws the supplies it needs from the upst

22、ream process.供給單位現(xiàn)在的生產(chǎn)，是為了填滿它的標(biāo)準(zhǔn)存貨水平。它向前一工序拉來所需要的半成品。工序A工序B工序D工序CExample of a Pull System後拉式系統(tǒng)範(fàn)例ScheduleCustomer客戶The customers needs are filled long before the initial department even knows about the request在第一個(gè)生產(chǎn)部門收到指令前，客戶需求已經(jīng)被滿足了。工序A工序B工序D工序CStandardize Work Practices標(biāo)準(zhǔn)化作業(yè)實(shí)務(wù)Standardized Work is t

23、he foundation for continuous improvement activities.標(biāo)準(zhǔn)化作業(yè)是持續(xù)改善動(dòng)作的基石It is the tool that aides in achieving maximum performance with minimum waste.它有助於最少浪費(fèi)、最大成效的達(dá)成As people standardize on their work practices, new methods to improve performance will become evident.當(dāng)所有人在工作上都遵守?fù)繙?zhǔn)化時(shí)，有助於工作改善新方法將會(huì)清楚呈現(xiàn)出來。St

24、andardize Work Practices標(biāo)準(zhǔn)化作業(yè)實(shí)務(wù)Standardize Work Practices標(biāo)準(zhǔn)化作業(yè)實(shí)務(wù)Expose Problems凸顯問題Solve Problems解決問題Implement New Method運(yùn)用新方法Dont be fooled.注意Standardized Work Practices vary from traditional “Job-Instruction Worksheets”.標(biāo)準(zhǔn)化作業(yè)實(shí)務(wù)與傳統(tǒng)工作指導(dǎo)守則不一樣Standardized Worksheets are oriented toward improvement act

25、ivities.標(biāo)準(zhǔn)化守則有助於工作改善Their purpose is not to institute rigid work standards.其目的並不在於形成僵化的工作標(biāo)準(zhǔn)The Standardized Worksheet is a “l(fā)iving document” that must be routinely reviewed and updated.標(biāo)準(zhǔn)化守則是個(gè)活的文件，表示它必須定期檢視並隨時(shí)修正。Is should be developed with the operators involvement as well as the Group and Team Lead

26、er as well as other staff personnel.它必須接納TL/GL、其他幕僚單位和操作者的意見而進(jìn)行修正Error Proofing防呆The prevention of making errors, which would result in defects and lost time.係指，防止那些會(huì)造成不良品與浪費(fèi)時(shí)間的錯(cuò)誤。Allows the operator to concentrate on his/her work without paying unnecessary attention to preventing mistakes.可以使得員工專心於

27、工作，而不必花其他不必要的時(shí)間和注意力，去避免錯(cuò)誤出現(xiàn)。Eliminates the need for inspection.減少檢驗(yàn)（多餘）的需求Error Proofing Illustrated防呆實(shí)例說明Fixture固定配置Workpiece部件Chuck卡筍Correct Position (can be loaded)正確位置（可以裝好）Wrong Position (cannot be loaded)錯(cuò)誤位置（不能裝好）Rapid Changeover Procedures快速轉(zhuǎn)換流程Team-based improvement activity that significan

28、tly reduces setup and changeover time.以團(tuán)隊(duì)為基礎(chǔ)的改善動(dòng)作，可以明顯地減少設(shè)定與轉(zhuǎn)換時(shí)間。A changeover is not completed until the machine or process consistently produces good products, at the required speed.直到機(jī)器或流程可以在既定時(shí)間內(nèi)，持續(xù)地生產(chǎn)出完好的產(chǎn)品，轉(zhuǎn)換才算完成。Setup time is typically composed of four functions:換線工時(shí)一般由四個(gè)功能所組成：Preparation of m

29、aterials,Dies, and fixtures.物料、模座與固定設(shè)備的準(zhǔn)備Clamping and removing dies and tools.拴緊與調(diào)整模座和工具Centering and determining dimensions of tooling.工具定位與決定使用範(fàn)圍Trial processing and making needed adjustments.試轉(zhuǎn)與適當(dāng)?shù)匦拚鼸xample of Improved Changeover Time轉(zhuǎn)換時(shí)間改善範(fàn)例102030405060705/37/238/138/3010/910/2511/911/1012/82/3I

30、mprovement of Internal Setup內(nèi)部換線工時(shí)的改善History of Setup Time Reduction at Household Goods ManufactureHousehold Goods 製造廠換線工時(shí)降地的歷史Setup Time (minutes)換線工時(shí)（秒）Source: The New Manufacturing Challenge by Kiyoshi Suzaki資料來源：新式生產(chǎn)轉(zhuǎn)換。Kiyoshi Suzaki著。So, once we understand the intent of Lean Manufacturing, and

31、have learned some of its tools, the remaining questions is where to begin. 所以，一旦我們瞭解精實(shí)生產(chǎn)的內(nèi)涵，而且也學(xué)習(xí)到精實(shí)生產(chǎn)中的一些工具，剩下的問題就是：從哪裡開始？First Step: Know your what your customer demand is.第一步：瞭解你的客戶要什麼Customer demand is typically indicated by “takt time”.客戶需求一般係由節(jié)拍時(shí)間所導(dǎo)引Takt time is a reference number that gives y

32、ou a sense for the pace at which each process needs to be producing.節(jié)拍時(shí)間是個(gè)參考數(shù)，它可以幫你察覺每一生產(chǎn)流程進(jìn)度。How to calculate Takt Time:如何計(jì)算節(jié)拍時(shí)間：Divide the available time by the customer demand根據(jù)客戶需求分割所有可得時(shí)間Takt time（節(jié)拍時(shí)間） =Your available work time你的可用時(shí)間Customer demand客戶需求Example範(fàn)例: 27,000 seconds455 pieces= 59 se

33、conds秒Results: The customer is buying this product at a rate of every 59 seconds.顧客購買的產(chǎn)品耗時(shí)59秒Target rate for producing a product and its components.生產(chǎn)一件成品和其物件的目標(biāo)時(shí)間Step 2: Illustrate the process detailing each operation.第二步：示範(fàn)流程中細(xì)微的操作機(jī)器加工處理焊接組裝原料5 天20,000 A15,000 B25,000 A18,000 B15,000 A 8,000 BSche

34、duleFocus activities to diminish impact of the major constraint將焦點(diǎn)放在減少重點(diǎn)限制的衝擊While all operations show that they function below the calculated takt time, the biggest impact will be made on the Treatment operation.當(dāng)所有的操作都根據(jù)節(jié)拍時(shí)間時(shí)，最大的衝擊會(huì)來自於處理動(dòng)作。However, as this is the major process causing delay in pro

35、duction, you may want to test your abilities on a less critical operation.然而，當(dāng)這成為造成生產(chǎn)延誤的主要流程時(shí)，可以在較小的關(guān)鍵操作上試試你的能力。Remember, production pays the bills. Shutting down an operations to improve it may not be the wisest course of action.謹(jǐn)記，生產(chǎn)要花錢。停工改善可不是個(gè)最聰明的作法。Once customer demand is assured:一旦確認(rèn)了客戶的需求：Begin continuous improvement activities focused on process stability, reducing cost and improving flexibility.持續(xù)改善動(dòng)作開始後必須著眼於流程穩(wěn)定、成本降低與增強(qiáng)彈性。Look fo