何謂精簡生產(chǎn)

LeanManufacturing精簡生產(chǎn):

TheLeanJourney精簡之旅

WhatisLeanManufacturing?何謂精簡生產(chǎn)?WhatisLeanManufacturing?何謂精簡生產(chǎn)?WhatisLeanManufacturing?何謂精簡生產(chǎn)?LeanManufacturing精簡生產(chǎn)WhatisLeanManufacturing?何謂精簡生產(chǎn)

?Doweneedit?我們需要她嗎

?Why?為什么?WhatdoIgetoutfromLean?我可以從中獲到什么?Pricing:TheNewReality價格的新模式Theoldmodel舊模式:Cost成本+Profit效益

=Price價格[Fixed固定][Fixed固定][Derived獲得]Thenewmodel新模式:Price價格

–Profit效益

=Cost成本[Fixed固定][Fixed固定][Derived獲得]

NewModel新模式:Priceisfixedbythecompetitivemarket.Profitisfixedbyshareholderexpectations.Thismeansthatyoumustachieveamaximumtargetcost,andthatcostreductionbecomescentraltoyourbusinessstrategy.價格由市場而定,利潤由股東而定,這意味必須達至最高成本,而節(jié)省成本便成為公司的重要策略.Oldmodel舊模式:Thecompanysetsthepricetoachieveatargetprofit.公司目標利潤是通過價格設(shè)定而得.4

Shareholders股東

-FinancialReturn財務(wù)回報 -Reliability可靠

-IncomeGrowth 收入增加 -Survival生存1Customers顧客-Quality品質(zhì)-Responsiveness反應能力

-CostAdvantage成本優(yōu)勢CorporateChallenge企業(yè)挑戰(zhàn)Partners伙伴Involvement參與IncomeGrowth收入增加Stability穩(wěn)定3Employees

顧客-JobSecurity工作保障

-SelfEsteem受尊重/尊敬

-Recognition贊賞-Rewards獎勵2NewCorporateResponse企業(yè)新責任Improvescontinuouslytosustainacompetitiveadvantage,and持續(xù)改善,維持競爭力優(yōu)勢Treatspeopleastheonlyappreciatingcorporateasset.確認“人”為企業(yè)最重要資產(chǎn).Physicalandculturaltransformationtoacustomer-centricenterprisethat:將現(xiàn)有企業(yè)及文化轉(zhuǎn)變?yōu)橐灶櫩蜑橹行钠髽I(yè)Isintunewith&responsivetochangingcustomerneeds,以顧客期望為依歸,所作之調(diào)整及反應TheCircleofDoominManufacturing!生產(chǎn)的厄運圖thecircleofdoomFakeNumbers假數(shù)據(jù)ProductionShortfalls生產(chǎn)不足HiremorePeople聘請大量員工MoreEquipment大量設(shè)備OT加班OutofControl失控UnrealisticMPS排期不現(xiàn)實PoorPerformance差的表現(xiàn)4Stepstobreakthecircleofdoom打破厄運圖的4個步驟:

Integrity正直EnthusiasmandCommitment積極/有責任感Action行動Understandingthecustomerfullyandclearly充分明了客戶的需求Breakingthe

CircleofDoom打破厄運圖LeanstartedinToyota45yearsago精簡生產(chǎn)開始于45年前的豐田公司TwoJapanesesetouttobeatthemassproductionmode兩個日本人建立了突破傳統(tǒng)的大批量生產(chǎn)模式TaiichiOhnoShigeoShingoLeanManufacturing精簡生產(chǎn)Leanis精簡是:Mindsetofcontinuousimprovement.持續(xù)性改善的觀念EliminatingWaste消除浪費Habits習慣Changingthewaywedothings改變做事方法Culture文化Believe信任Aneyefordetails親自了解詳情Alwaysshiftingtheparadigmofsatisfaction經(jīng)常轉(zhuǎn)變滿意模式LeanManufacturing精簡生產(chǎn)WhatisLeanManufacturing?何謂精簡生產(chǎn)?Leanis精簡是:企業(yè)資源計劃(ERP),生產(chǎn)資源計劃(MRPII)KAIZEN改善TQM全面質(zhì)量管理,TQC全面質(zhì)量控制,6-Sigma6個標準偏差JustInTime及時生產(chǎn)Kanban廣告牌Mindsetofcontinuousimprovement續(xù)改善的觀念WhydoweneedLeanManufacturing?為什么要精簡生產(chǎn)?Competitive–globalization全球性的競爭Survival生存Change-ContinuousImprovement

改變–持續(xù)性改善LEANMANUFACTURING,ANEXAMPLE精簡簡生生產(chǎn)產(chǎn)實實例例PRATT&WHITNEYASANEXAMPLE以PRATT&WHITNEY公司司為為實實例例:SMALLPRODUCTTEAM(<30)MOVINGFIRSTDESIGNFROMCONCEPTTOLAUNCHINNINEMONTHS小形形的的生生產(chǎn)產(chǎn)小小組組(<30),在9個月月時時間間內(nèi)內(nèi)完完成成從從概概念念設(shè)設(shè)計計到到生生產(chǎn)產(chǎn)的的過過程程.ENGINEERSLOCATEDINSAMESPACEASPRODUCTION工程程師師要要與與生生產(chǎn)產(chǎn)中中在在同同一一地地方方工工作作EQUIPMENTORGANIZEDBYCOMPONENTINPROCESSSEQUENCE設(shè)備備是是按按零零件件的的生生產(chǎn)產(chǎn)制制程程來來布布置置.3VitalElements3個重重要要因因素素KaizenBreakthroughMethodology改善善突突破破方方法法TimeBasedStrategies時間間策策略略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速速獲獲得得及及維維持持成成果果以以取取得得競競爭爭優(yōu)優(yōu)勢勢StrategicIssuesForManufacturing生產(chǎn)產(chǎn)策策略略Quality:howtoimproveit品質(zhì)質(zhì):如如何何改改進進Cost:Howtocontrolit成本本:如如何何控控制制On-timeDelivery:Howtoensureit準時時交交貨貨:如如何何保保證證Failuretoimproveinallthreeareasmeansalossofcompetitivenessintoday‘‘sglobalmarkets.如果果我我們們不能能做到到所所要要求求的的:品品質(zhì)質(zhì)、成本本和和準準時時交交貨貨,那那我我們在市市場場上上將將失失去去競競爭爭能能力力。OperationalLeadTime運作時間OrderEntryPre-PlanMfgDistA/RATimebasedStrategy時時間間為為基基礎(chǔ)礎(chǔ)的的策策略略ProductDevelopment開發(fā)發(fā)Pre-Plan計劃劃Manufacturing生產(chǎn)產(chǎn)Distribution銷售售AccountsReceivable結(jié)算算Time時間間Toreducethelengthoftimeanorganizationrequirestofinanceitself減短短財財務(wù)務(wù)結(jié)結(jié)算算時時間間TimeBasedStrategy以以時時間間為為基基礎(chǔ)礎(chǔ)之之策策略略Whenthetimebasedstrategy,theGlobalProductionSystem,andtheKaizenmethodologyworkinharmony當以時間間為基礎(chǔ)礎(chǔ)策略/全球生產(chǎn)產(chǎn)系統(tǒng)/改善突破破工作融融為一體體時:Quality,costanddeliverysimultaneouslyimproveQCD同時得到到改善Qualityimprovesbyreducingthetimebetweenerrordetectionandcorrection通過減短短發(fā)生到到發(fā)現(xiàn)次次品的時時間來改改善質(zhì)量量Costimprovesbyreducingwasteanddefects通過減少少浪費及及次品來來改善成成本.Deliveryimprovesbyshorteningthetimefromordertodelivery通過減短短訂貨到到交貨時時間來改改善交貨貨時間salesgrow銷售增長長Profitsincrease利潤提升升TimeBasedStrategy時間為基基礎(chǔ)策略略Areductioninmanufacturingleadtimewould::生產(chǎn)周期期/前置置“時間間縮短可可達成:Getnewproductstomarketfaster新產(chǎn)品推推出更快快Getexistingproductstothecustomerfasterandshortenordertime現(xiàn)有產(chǎn)品品訂貨時時間縮短短,客人人更快獲獲得貨品品.Whyfocusonmanufacturing?為何以生生產(chǎn)為焦焦點Ithasthelongestleadtimeofanyproductionsegment各生產(chǎn)環(huán)環(huán)節(jié)前置置時最長長Ittiesupthegreatestconcentrationofassets(people,inventory,equipment,floorspace,etc.)使用最多多資源(人,庫庫存,設(shè)設(shè),備用用地等)Reducingmanufacturingleadtimecreatesapullontheotheroperationalsegmentsforimprovement縮短生產(chǎn)產(chǎn)周期/前置時時間,同同時帶動動其他運運作部門門改進.QualityandTime質(zhì)量與時時間Focusonreducingtheelapsedtime:關(guān)注減少少下述時時間Betweenerroroccurrenceanderrordetection從發(fā)生到到發(fā)現(xiàn)時時間Betweenerrordetectionandcorrectiveaction從發(fā)現(xiàn)到到糾正時時間Achieveworldclassquality:達致世界界級質(zhì)量量50%annualreductioninproductiondefects每年減少少次品50%Eliminatetherootcauses-don‘tdorework消除問題題根源––不不造翻工工CostandTime成本與時時間TraditionalManufacturing(Batch&Queue)傳統(tǒng)生產(chǎn)產(chǎn)(大批批量及排排隊等待待)Time-BasedManufacturing時間為基基礎(chǔ)生產(chǎn)產(chǎn)Time時間TotalCostTime時間Totalcostsdecreasewithleadtimereduction!總時間減減少及成成本降低低TotalCost總成本DeliveryandTime交貨與時時間Themarketdemands:市場需求求Greatervarietyofproducts多品種選選擇Fasterresponsetimes快速反應應時間Atime-basedstrategyresultsin:時間為基基礎(chǔ)策略略結(jié)果Reducedleadtime減短前置置時間Increasedmanufacturingresponsiveness增加生產(chǎn)產(chǎn)反應能能力Improveddeliveryperformance改進交貨貨表現(xiàn)Minimalinventoryobsolescence減少庫存存及死貨貨3VitalElements3個重要因因素KaizenBreakthroughMethodology改善突破破方法TimeBasedStrategies時間策略略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速獲得得及維持持成果以以取得競競爭優(yōu)勢勢“Pull“System后后拉系系統(tǒng)Stopproducingbypushingpartsthroughtheassemblyline停止在生生產(chǎn)線將將物料前前推Useademandsignalatthelastoperation在最后工工位上設(shè)設(shè)置“需求“訊訊號Implications:含意:Theprocessisbasedontakttime制程跟上上產(chǎn)距時時間Productionisauthorizedbasedoncustomerrequests.生產(chǎn)按顧顧客所需需而定Theresult:Aconsistent,minimizedleadtime結(jié)果:一個持續(xù)續(xù)而短生生產(chǎn)周期期時間/前置時間間RemovingexcessWIPremovesthebuffer,forcingwasteintotheopen-inordertokeepproductionmoving,you‘llneedtoeliminatethewaste.移走過多多半成品品,移走安全全庫存,將浪費透透明話及及顯現(xiàn),令生產(chǎn)暢暢順連貫貫,我們需要要消除浪浪費understandwhatis““1-PieceFlow”了解何為為1件流learnhowtocreateitinamanufacturingarea學習如何何在生產(chǎn)產(chǎn)區(qū)域建建立1件流Objectives目的:Whatis…..

1-PieceFlow何為1件流BatchvsFlow批vs流BatchFlow批量流CellFlow單元流Dept1Dept2Dept3Dept4OUTDONEOUTOUTOUTININININDONEINDONEINNaturalGroupsineachcell每個單元元均為自自然組成成Worksequencemaybedifferentfrompartflowsequence工作流與與零件流流可不同同43124312WhatIs“1-PieceFlow””?何為為1件流流materialsflowthroughamanufacturingprocessandasthishappens,valueisaddedtothematerials物料是通通過生產(chǎn)產(chǎn)制程來來流動,對物料來來說是增增值的.whatistheflowtimeofanitem(starttofinish)?何為物料料流時間間(開始到結(jié)結(jié)束)?INABATCHENVIRONMENT,THISISALONGTIME批生產(chǎn)的的環(huán)境下下,這是個長長的時間間ITEMSSPENDMOSTOFTHEIRFLOWTIMEWAITING物料流時時間大部部分花在在等待上上.creatingflowrequiresanewlayout建立流要要有新的的布局value-addingstepsarearrangedoneaftertheother增值步驟驟被安排排在一個個接一個個的流動動中.in1-PieceFlow,therearenopilesbetweensteps在1件流情形形下,步驟間無無次品流流動.ITEMSAREHANDLED1-BY-1.物料1件跟1件的搬運運.ITEMSFLOW“NON-STOP”(NOPILESBETWEENSTEPS)物料流”不停止”(工序間無無次品)Cells-TheBuildingBlock單元元–積積木cellsarethefoundationofperformance單單元是生生產(chǎn)的基基礎(chǔ)establishcellsfirst,thenimprovethem先建立立單元,再去改改進LOWESTCOST最低成本ONEBYONE一個接一個DEFECT-FREE次品-ONDEMAND按需求1-PieceFlow1件流StandardWork標準工作6-SPullSystems后拉式生產(chǎn)ValueStreamAnalysisFirst首先進行行價值鏈鏈分析useValueStreamAnalysistoplanyourcells運用價值值鏈分析析去計劃劃單元ValueStreamAnalysiscreatesavisionandaplan價值流分分析建立立愿景及及計劃threekeyValueStreamMapsguideaction3個關(guān)鍵的的價值流流圖指導導行動:CURRENTCONDITIONS(SEETHEWASTE)當前條件件(了解浪費費)IDEALSTATE(SEETHEVISION)觀念狀況(了解愿景)FUTURESTATE(SEETHENEXT6-12MONTHS)未來狀態(tài)(了解下6-12個月)bydoingthisfirst,youchoosebettercells首先通過做做這些,你可選擇更更好的單元元.WhatAretheCell‘sBoundaries?單元的分界界線是什么么?ValueStreamAnalysisdefinescellboundaries:價值鏈WHOARETHECUSTOMERS?誰是客戶WHATARETHEOUTPUTS?輸出什么?WHOARETHESUPPLIERS?誰是供貨商商WHATARETHEINPUTS?輸入什么WHATARETHETRIGGERS?什么是板機機Cell單元Inputs入Outputs出customers客戶Suppliers供貨商PrinciplesofCellDesign單元設(shè)計計的原則safetyfirst安全第一DON‘TALLOWUNSAFECONDITIONS不允許不安安全的環(huán)境境MAKEJOBSEASYTODO(ERGONOMIC)使工作易做做PREVENTUNSAFEACTS(MAKETHEMIMPOSSIBLE)防止非安全全行動(使他們不可可能發(fā)生)Quality品質(zhì)EVERYPARTISAGOODPART每個零件都都是好的BUILDPREVENTIONINTOPRODUCTANDPROCESS對產(chǎn)品及制制程建立預預防措施right-sizedequipment適當?shù)脑O(shè)備備NOFASTERTHANTHECELL‘STARGETTAKTTIME禁止快過單單元的目標標產(chǎn)距時間間1/10THTHE“TYPICAL”CAPITALCOST1/10為典型的投投資成本RUNSAUTONOMOUSLY(LOAD-LOAD)自主式運作作(放放式生產(chǎn)產(chǎn))PrinciplesofCellDesign單元設(shè)計計的原則operatorworkontheinside操作工在單單元內(nèi)NOISOLATEDPEOPLEIN“BIRDCAGES““不要將人孤孤立在”鳥籠”.VALUE-ADDINGWORKDONEONTHE“INSIDE“.增值工作在在單元內(nèi)完完成.U-SHAPEDCOUNTER-CLOCKWISELAYOUTSBEST.”U”型逆時針方方向排位最最佳.“charger””work支持工作SUPPORTWORKDONEONTHE““OUTSIDE“.支持工作在在單元外完完成.“CHARGER””ROLE(SOPEOPLE“INSIDE”DON‘TLEAVE).支持者的角角色.(在單元內(nèi)的的員工不需需要離開崗崗位)managedwithstandardwork用標準化工工作來管理理TAKTTIME,WORKSEQUENCEANDSTANDARDWIP產(chǎn)距時間,工作順序及及標準半成成品.STANDARDDOCUMENTATIONPOSTED張貼標準工工作文件PRODUCTIONCONTROLBOARDS生產(chǎn)監(jiān)控板板.PrinciplesofCellDesign單元設(shè)計計的原則noplaceforWIP無半成品存存貨區(qū)NOROOMFOREXTRAPIECESBETWEENSTEPS不準有多余余的半成品品存貨房.NOROOMFORQUEUES,PALLETS,EXTRAPARTS不允許有排排隊,貨盤,多余零件存存貨房.noplaceforjunk不存放垃圾圾REMOVEORDISABLEEXTRAHORIZONTALSURFACES消除或禁止止超出水平平面的部分分.NOCLOSED-DOORORCLOSED-DRAWERSTORAGE不要私設(shè)小小貨倉.toolsandpartswhereneeded工具及零件件到位TOOLSONSHADOW-BOARDSORHUNGWHEREUSED工具放在有有影子的工工具箱內(nèi)或或掛在要使使用的地方方PARTSPRESENTEDWHERETHEY‘RENEEDED零件按需供供應AVOIDWALKING,REACHINGANDTURNINGMOTIONS避免走動,伸展,轉(zhuǎn)動的動作作.1-PieceFlow一一件流ValueStreamAnalysiscomesfirst(vision+plans)首先進行價價值鏈分析析(愿景+計劃)then,1-PieceFlowshouldbecreatedin2or3steps:然后,1件流應當按按2-3步完成:STEP1第1步(ifneeded若需):RIGHT-SIZEDEQUIPMENTEVENT(S)合適的設(shè)備備項目developandbuildequipmentifneeded若需要,可開發(fā)及制制造設(shè)備STEP2第2步:EQUIPMENTPREPARATIONPROJECT設(shè)備準備方方案buy/buildequipment,tools,fixtures買/造設(shè)備工夾夾具(don’tplanthelayout不必計劃排排位)STEP3第3步:RAPIDIMPROVEMENTEVENT快速改善事事項implement1-PieceFlowlayoutwithbasicStandardWork以標準工作作為基礎(chǔ)推推行1件流排位ContinuetoEstablishtheCell不斷的建立立單元rememberthatacellhas一人單元包包括…1-PIECEFLOW1件流STANDARDWORK標準工作6-SPULLSYSTEMS后拉系統(tǒng)establishingthecelllayoutisthefirststep第1步:建立單元排排位StandardWorkisnext(duringthesameEvent)第二步:建立標準工工作(同一項目)followupwithgoodbasic6-S(makeitveryvisual).優(yōu)良的6s是基礎(chǔ).createPullSystemsforcellcustomersandsuppliers建立后拉系系統(tǒng)managethecell(“allornothing””infirst3weeks!!!)單元的管理理(前3周”所有有或或無無”)KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase1:WasteElimination,LeadtimeReduction第1階段段:1.消除除浪浪費費,減少少前前置置時時間間1-PIECEFLOW1件流流Cells/Layout單元元/布局局StandardOperations/Work標準準操操作作/工作作Pacemakers調(diào)速速器器Multi-ProcessWorkers多功功能能工工人人SetupReduction減短短裝裝置置時時間間MaterialHandling物料料搬搬運運ConveyanceSystems運輸輸系系統(tǒng)統(tǒng)MaterialPresentation物料料發(fā)發(fā)放放WaterSpider水蜘蜘蛛蛛SuperMarket超市市KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase1:WasteElimination,LeadtimeReduction第1階段段:1.消除除浪浪費費,減少少前前置置時時間間QualityAssurance質(zhì)量量保保證證HumanLineStopsAbnormalityDetection/Andons異常常推推測測燈燈Poke-Yoke防錯錯裝裝置置CellPerformanceBoards.單元元生生產(chǎn)產(chǎn)表表現(xiàn)現(xiàn)板板WorkplaceOrganization6-S工場場組組織織6-sPULLSYSTEMS后拉拉系系統(tǒng)統(tǒng)KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase2:EquipmentUpgrade,TotalQualityManagement第2階段段:設(shè)備備更更新新,全面面質(zhì)質(zhì)量量管管理理Jidoka/Autonomation自動動化化Auto.AbnormalityDetection自動動異異常常偵偵查查SeparationofWorkerfromMachine人機機分分離離Autounload/Hanedashi,Chaku-Chakulines自動動裝裝卸卸,拿放放拉拉TotalQualityManagement全面面質(zhì)質(zhì)量量管管理理PolicyDevelopment政策策展展開開DeploymentinOperations動作作步步署署AdministrativeKaizen管理理改改善善ProductFocusedTeams重點點產(chǎn)產(chǎn)品品小小組組JITAccounting/ProductCosting及時時結(jié)結(jié)算算/產(chǎn)品品成成本本NewProcessDevelopment新制制程程開開發(fā)發(fā)TotalProductiveMaintenance全員員生生產(chǎn)產(chǎn)維維護護KaizenBreakthroughImplementation改善善突突破破推推行行Phase3:SystemSynchronization,Company-wideImprovement第3階段段.與系系統(tǒng)統(tǒng)同同步步,公司司全全面面的的改改善善ProductionSmoothingPlan暢順順生生產(chǎn)產(chǎn)計計劃劃Forecasting預測測MonthlyProductionPlan月生生產(chǎn)產(chǎn)計計劃劃MaterialsRequirementPlan物料料需需求求計計劃劃StaffingPlan員工工計計劃劃KanbanPlan廣告告牌牌計計劃劃CapacityPlan產(chǎn)能能計計劃劃DailyProductionSchedule日生生產(chǎn)產(chǎn)排排期期MixedModelProduction金類類型型產(chǎn)產(chǎn)品品生生產(chǎn)產(chǎn)KanbanSystem廣告告牌牌系系統(tǒng)統(tǒng)KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase3:SystemSynchronization,Company-wideImprovement第3階段段:與系系統(tǒng)統(tǒng)同同步步,公司司全全面面的的改改善善TotalQualityManagement全面面質(zhì)質(zhì)量量管管理理PolicyDeployment-Company-wide政策策展展開開-公司司整整個個范范圍圍SimultaneousEngineering同步步工工程程(ProductionPreparation)生產(chǎn)產(chǎn)準準備備JITAccounting及時時結(jié)結(jié)算算Sharing分享享SupplierRelations供貨貨商商關(guān)關(guān)系系WhyDo6-S6-SQCDProductivityimprovementSafetyPracticesTrained&MotivatedWorkForceMulti-ProcessHandlersEquipmentReliabilityTPMQualityAssuranceProcessControlsMistake-ProofingFlexibility(ShortLeadTime)onepieceflowQuickSetupImplementation-3PhaseProcess推行行–3個階階段段Involvement包括括Time時間間WasteElimination消除除浪浪費費Phase1第1階段段Phase2第2階段段EquipmentUpgrade設(shè)備備更更新新SystemSynchronization與系系統(tǒng)統(tǒng)同同步步Phase3第3階段段Thereareessentiallytwokanbansystems:有兩兩種種廣廣告告牌牌系系統(tǒng)統(tǒng)Internal內(nèi)部部廣廣告告牌牌Externalorsupply外部部或或供供貨貨商商廣廣告告牌牌WhatisKanban?何謂謂廣廣告告牌牌?MaterialManagement物物料料管管理理Avisualpullsystemtocontrolmaterialconveyanceandinventorylevelsbetweencustomersandsuppliers一套套供供應應商與顧顧客客之之間間有有效效管管理理庫庫存存與與運運輸輸?shù)哪恳暫罄绞较到y(tǒng)統(tǒng).MaterialManagement物物料料管管理理LSSLSSPick-upKanban取廣廣告告牌牌SupplierSupermarket超級市市場DropProductionKanban放置廣廣告牌牌RMFGScheduleBoard生產(chǎn)排排板ProductionKanban生產(chǎn)廣廣告牌牌ProductionEnvironmentsUsingKanbanCards用廣告告牌卡卡管理理之生生產(chǎn)SubassemblyPartsStoreFinalAssembly總裝PartsStorePartsSupermarketInternalKanban內(nèi)部廣廣告牌牌WaterspiderRoutineSingleComponentFabricationLineMachiningLineMultiplePartsLPSModelLine將簡生生產(chǎn)系系統(tǒng)模模范生生產(chǎn)線線MaterialManagement物料管管理機械生生產(chǎn)線線(多種零零件)配套生生產(chǎn)線線(單一零零件)半成品品組合合零件存存?zhèn)}位位物料員員供應應路徑徑流程程超市自動化化是...一個生生產(chǎn)系系統(tǒng)能能夠:把機器器作業(yè)業(yè)從人人工操操作中中分離離出來來對生產(chǎn)產(chǎn)異常常情況況作出出快速速反應應預防生生產(chǎn)異異常的的重新新出現(xiàn)現(xiàn)發(fā)現(xiàn)&更正正!POKAYOKE防錯裝裝置PokaYokeIs防錯裝裝置是是:MISTAKE-PROOFING防錯Simple&Inexpensivedevices.簡單&便便宜宜的裝裝置Preventerrorsordetectdefects.防止錯錯誤或或發(fā)現(xiàn)缺陷100%inspectionatsource.在源頭頭100%檢檢查查Immediatefeedbackandaction.即刻反反饋和和行動動StandardOperations操作標標準化化StandardOperationElements操作標標準化化原素素Takttime產(chǎn)距時時間Cycletimes周期時時間Worksequence工作順順序StandardWIP標準半半成品品Identify確應Takttime產(chǎn)距時時間Existinglayout&materialflow現(xiàn)時擺擺放圖圖與物物料流流Existingworksequence現(xiàn)時工工作次次序Cycletimes周期時時間Quality,safety,waste,ergonomics品質(zhì),安全,浪費,人效(人機效效率)Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand.偉大領(lǐng)領(lǐng)導永永遠是是一個個簡潔潔者,他能停停止爭爭執(zhí),爭論,懷疑,同時給給每一一個人人清楚楚明白白的答答案.StandardOperations標準準化操操作StandardOperationsare…..標準操操作為為....Aprescribedsequenceofproductionsteps規(guī)定的的生產(chǎn)產(chǎn)順序序Assignedtoasingleoperator指定1個操作作員Whicharebalancedtothetakttime與產(chǎn)距距時間間同步步StandardOperationsGoals…標準化化操作作的目目標Output產(chǎn)出Quality品質(zhì)WIP半成品品Cost成本StandardOperationsCycle標準化化運作作循環(huán)環(huán)Identify鑒定Define定義Implement推行Sustain維持StandardOperations操操作標標準化化Step1:Observethecurrentworkprocessesandidentifythecurrentstateof:第一步步:觀察現(xiàn)現(xiàn)時制制程及及確認認現(xiàn)況況Quality品質(zhì)Quantity數(shù)量Staffing人員Inventory庫存Safety安全StandardOperations操操作標標準化化Step2:Definethebestpossibleworkprocesswhichaddresstheidentifiedissues第二步步:定義最最好有有效工工作制制程于于特定定事項項上Step3:Implementsolutionstotheidentifiedissuesbyinstallingthenewworkprocess第三步步:在相關(guān)關(guān)事項項上推推行新新方法法,新制程程Step4:Sustainthenewworkprocessby:第四步步:維持新新方法法新制制程Demandingadherence高要求求的堅堅持Continuingtoimprove持續(xù)改改進3VitalElements3個重要要因素素KaizenBreakthroughMethodology改善突突破方方法TimeBasedStrategies時間策策略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速獲獲得及及維持持成果果以取取得競競爭優(yōu)優(yōu)勢KaizenBreakthroughMethodology改善突突破方方法ClearObjectives目目標明明確TeamProcesses組組隊過過程Tightfocusontime重點點關(guān)注注時間間Creativitybeforecapital創(chuàng)創(chuàng)造力力比投投資重重要Quickandcrudevsslowandelegant快而而粗VS慢慢而精精Necessaryresourcesimmediatelyavailable迅速速提供供必要要的資資源Immediateresults有直直接的的效果果ImplementingtheLeanPrinciples推廣精精簡簡原則則Createavaluechainmaptoidentifyareasofopportunity.由價值值鏈圖圖,尋尋找/確定定改進進機會會Organizetheworkplaceusing5Smethod.組織良良好5S工作場場地ImplementchangesusingKaizenBreakthroughMethodology.用改善善突破破方法法,推推行改改變ImproveproductivityusingLeanProductionSystemprinciplesandreducesysteminventorytoreducecost.用精簡簡生產(chǎn)產(chǎn)原則則,改改進生生產(chǎn)力力及減減少庫庫存,降低低成本本.Identifyvalue-addingandnon-value-addingactivitiesandsetnewperformancetargets.分別增增值與與非增增值活活動及及設(shè)定定新表表現(xiàn)目目標.Value-Addvs.Non-Value-Add增值對非非增值值Value-AddingActivities…增值活活動...transformmaterialsandinformationintoproducts&serviceswhichthecustomerwants.將物料料及數(shù)數(shù)據(jù),轉(zhuǎn)化化為顧顧客所所需之之產(chǎn)品品與服服務(wù)Non-Value-AddingActivities...非增值值活活動…consumeresources,butdon‘tdirectlycontributetotheproductorservice.耗用資資源,但不不直接接轉(zhuǎn)化化為顧顧問所所需之之產(chǎn)品品與服服務(wù)WastesinManufacturing生產(chǎn)中浪浪費Defectiveproducts次品Overproduction生產(chǎn)過過剩Inventories庫存Excessmotion過多動動作Processing處理動動作Transportation運輸Waiting等待Leadtimereductionisachievedbyidentifyingandeliminatingwaste.減少少周周期期及及前前置置時時間間,確確定定及及消消除除浪浪費費CausesofWaste浪費費成成因因Layout(distance)擺放放Longsetuptime長裝裝置置時時間間罷罷放放Incapableprocesses不需需要要制制程程/處處理理Poormaintenancepractices差保保養(yǎng)養(yǎng)/維維護護Poorworkmethods差工工作作主主法法Lackoftraining缺少少訓訓練練Lackofadherence缺少少堅堅持持Supervisoryroles督導導Irrelevantperformancemeasures有關(guān)關(guān)表表現(xiàn)現(xiàn)量量度度Ineffectiveproductionplanning/scheduling不有有效效生生產(chǎn)產(chǎn)計計劃劃Lackofworkplaceorganization缺少少現(xiàn)現(xiàn)場場組組織織Supplierquality/reliability供應應者者之之質(zhì)質(zhì)量量及及可可靠靠度度More……..更多多WhatisaValueChainMap?什么么是是價價值值鏈鏈圖圖Atoolusedto:此工工具具用用來來Displaythecurrentmaterialandinformationflowfromthecustomerthroughthesupplybase展現(xiàn)現(xiàn)物物料料與與信信息息流流動動,由由供供應應到到顧顧問問Identifyopportunitiesandestablishprojectpriority確認認改改進進機機會會及及優(yōu)優(yōu)先先次次序序IdentifyandsetthevisionforthefuturestateValueChainMap.確認認及及設(shè)設(shè)立立未未來來目目標標及及新新價價值值鏈鏈Control控制制Achieving6SigmaProcessCapability達致致6Sigma(6級標標質(zhì)質(zhì))制制程程能能力力Define/Measure定義義/測測量量Improve改進進Analyze分析析ProductionSmoothingBenefits生產(chǎn)暢順順效果Maintainsaconsistent,highproductquality維持持續(xù)續(xù)高質(zhì)量量Minimizesfinishedgoodsinventory減少成品品庫存Reducestherequirementsforcapitalinvestment減少投資資Reducestrainingcosts減少訓練練成本Reducescostsduetoreworkandscrap減少翻工工及損耗耗成本Ensureson-timedelivery保證準時時交貨Quality…Cost……Delivery!質(zhì)量成成本交交貨貨ASeaofWIP平成品海海洋Nowyouseeit你可看到到RemoveExcessWIP-ForcingWasteintotheopen移走過多多半成品品–展展現(xiàn)浪浪費Inventory次品過多動作作運輸生產(chǎn)過剩剩等待ThePartnershipOrganization伙伴關(guān)系系的組織織TraditionalRelationshipModel傳統(tǒng)的伙伙伴關(guān)系系Supplier供貨商RepBuyer買家YourOrganizationCustomer客戶NEWPartnershipModel新型的伙伴關(guān)系SupplierYourOrganizationSupportGroups服務(wù)團體EngineerEngineer工程師CulturalTransformation改改變變文化Culturalchangeisalong-termprocesswhichwillrequiredeliberatechangeinmanagementattitudeandsomefundamentalchangesintheenvironment.改變文化化,是一個長長期工作作,在管理態(tài)態(tài)度上有有一個深深思熟慮慮的改變變及在整整體環(huán)境境下有一一個基本本的改變變.RequiresSeniorManagementLeadership需要由高高層管理理領(lǐng)導Sustainingculturechangerequiresalignmentofperformancemeasurementtothebusinessobjectives.維持文化化改變,表現(xiàn)量度度方法要要與企業(yè)業(yè)目標相相符合CurrentWorldClassPerformanceBenchmarks典典范借鑒鑒現(xiàn)現(xiàn)時世世界級公公司表現(xiàn)現(xiàn)Quality:Improve@50%peryear質(zhì)量每每年改進進50%Productivity:Increase@20%peryear生產(chǎn)力每每年增加加20%Leadtime:Doubleinventoryturns周期/前置時間間annuallyforthefirst3-5years頭3～5年,庫存周轉(zhuǎn)轉(zhuǎn)率每年年增加一一倍CorporateLeadership公司司領(lǐng)導力力TalktheTalk說該說的的WalktheTalk做所說的的TalktheWalk說所做的的Talktopeoplewhatyouthinkandwhatyoucando.Dowhatyousaidandsetanexampleforotherstofollow.Talkabouttheexperienceofwhatyouhavedoneandtellothersothateveryonecanlearnfromyourexperience,includingmistakesmade.告訴他人人你所想想的及你你能做的的,做所說的的及樹立立榜樣讓讓別人照照著做.告訴別人人你的經(jīng)經(jīng)驗,以讓別人人從中學學到你的的經(jīng)驗,包括錯誤誤的經(jīng)驗驗,CorporateLeadership團團隊領(lǐng)領(lǐng)導ClearObjectives-Measurable,achievable清楚目標標-可量度,可達成Homefeeling––responsibility家庭成員員-責任RulesandDiscipline-sharing,encouragement,supporteachother紀律與原原則–分享,鼓勵,互相支持持GoodCommunication-footballteam好溝通–球隊AllinOne大家是一一體Sensitivetoothers互相影響響Observe,Listenandthen,ACTION觀察,聆聽及行行動FocusandConcentrateontheissue關(guān)于及專專注在同同一事項項上WorkcellPronciples單單元原原理ProactiveJustInTime準準時時制造Foolproofing––Pokio防防錯錯裝置Muda-EliminateWaste消消除浪浪費Kaizen-BetterEveryday改改善-明天天更好EmployeeParticipation全全員參參與TeamAtmosphere團團隊大氣氣候ProductFocus專專注于于產(chǎn)品WorkcellPronciples單單元原原理LowestTotalCostperpiece每件成本本最低Goals/Measuring目標/量度Zerodefects-DoitrighttheFIRSTtime零次品–第一次便便造對Followtheplan依從計劃劃PreventiveMaintenance預防性保保養(yǎng)TotalCommitment全員承諾諾Training訓練VisualManagement目示管理理KIS-KeepItSimple令事情簡簡單WorkcellPronciples單單元原原理Brainin,Brawnout想想,做Clean/Neat/Tidy-6S清清掃/清清潔/整理理–6SRecognition確確應應Implement推推行行CanDo可可達成Responsibility/Authority/Accountability責責任/權(quán)力力/問責Customer#1顧顧客Ihaveachieved95%-Good?我的成績達達到95%-好嗎?Come,Flywithme!SUMMERSPECIAL!WILLYOUDelivery95%5%ofthetimeImaynotdeliverCost:Willtellyouwhenweknow$$Quality:Plan:2000PPMActual:?Workers:UntrainedMin.salaryOEE85%:Only15%ofthetimetheenginemaystop5S:95%Imadeupof180,000parts,soonly360partsmayfalloffSafety:95%5%ofthetimeImaynotarriveSomeofthe