江森精益生產制造系統下半部課件

ALeanSimulation

江森精益制造系統PartTwo第二部分LeanSim_Part2_SHW_E_Sep2003.ppt2SystemDevelopment

系統開發(fā)ControllingInventoryandImprovingOperations庫存管理和改善運作LeanasaSystem

精益制造系統AllLeanManufacturingProcessesMustBeViewedByTheLeadershipAsATotalSystem管理層必須視所有的精益制造過程為一完整的系統LeanSim_Part2_SHW_E_Sep2003.ppt4ValueStreamMapping:

MaterialandInformationFlow

價值流程圖:

物料和信息流程Graphicallyplotcurrentstateofmaterialandinformationflowatthemanufacturingsite用圖解來描述生產場地的物料和信息流程現狀Evaluatetheinventorylocationsandstatus對庫存場地和現狀進行評估Plotafuturestateformaterialandinformationflowusingguidequestions用引導問題繪制未來的物料和信息流程圖Planthetransitiontofuturestate制定未來的過濾計劃LeanSim_Part2_SHW_E_Sep2003.ppt5CurrentStateMap:LeanSimulationGameRawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekMRP15daysWeeklyFaxDailyShipScheduleDailyOrderIINutsIWeeklyScheduleDailyPltsBolts5days5daysRawbolts10daysPacificSteelCo.PacificSteelCo.PacificSteelCo.CUSTOMERPRODUCTIONCONTROL90/60/30dayForecasts6-weekForecast7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)10days15days15days15sec12sec30secConcurrentworkaddlongestlead-time原料供應商螺母生產

C/T=3.5秒C/O=15秒產量=99%1個工人EPE=4周

IC/T=7.5秒C/O=無產量=100%1個工人EPE=周螺釘加固油漆處理

(螺母)鋼珠15天5天15天裝配C/T=6秒

C/O=無產量=95%1個工人EPE=4周C/T=30秒C/O=02個工人產量=98%EPE=4周發(fā)貨分段運輸80個連桿/mo-40銀色-20金色-20黑色托盤10件2班每周交貨1X周生產控制MRP90/60/30天預測

目前的狀態(tài)圖:精益模擬游戲客戶15天6周預測PacificSteelCo.PacificSteelCo.太平洋鋼鐵公司每周傳真每日裝貨時間表每日訂購II螺母I7秒15天生產前置時間

=55天(3300秒)增加值時間=64秒.(<1天)5天10天15天15天15秒12秒30秒每周時間表同時工作會造成前置時間最長每天Plts螺釘5天5天粗制螺釘10天LeanSim_Part2_SHW_E_Sep2003.ppt7

RawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekPRODUCTIONCONTROLMRP90/60/30dayForecastsCurrentStateMap:LeanSimulationGameCUSTOMER15days6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.WeeklyFaxDailyShipScheduleDailyOrderIRawbolts10daysINutsIWeeklyScheduleDailyPltsBolts5days5daysSupplierLoop供應商回路PacemakerLoop進度決策回路AssemblyLoop裝配回路BatchPaintLoop成批油漆回路CustomerLoop客戶回路7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)10days15days15days15sec12sec30secConcurrentworkaddlongestlead-timeLeanSim_Part2_SHW_E_Sep2003.ppt8RawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekPRODUCTIONCONTROLMRP90/60/30dayForecastsCUSTOMER15days6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.WeeklyFaxDailyShipScheduleDailyOrderIRawbolts10daysINutsIWeeklyScheduleDailyPltsBolts5days5daysQCOKaizenKanbanLevelLoadErrorproof5SConstraintMgt.TPMPullSystemsStd.WorkSixSigmaCurrentStateMap:LeanSimulationGame7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)5days10days15days15days15sec12sec30secConcurrentworkaddlongestlead-time原料供應商螺母生產

C/T=3.5秒C/O=15秒產量=99%1個工人EPE=4周

IC/T=7.5秒C/O=無產量=100%1工人EPE=周螺釘加固油漆處理

(螺母)鋼珠15天5天15天裝配C/T=6秒

C/O=無產量=95%1個工人EPE=4周C/T=30秒C/O=02個工人產量=98%EPE=4周發(fā)貨分段運輸80個連桿/mo-40銀色-20金色-20黑色托盤10件2班每周交貨1X周生產管理MRP90/60/30天預測目前的狀態(tài)圖:精益模擬游戲客戶15天6周預測PacificSteelCo.PacificSteelCo.太平洋鋼鐵公司每周傳真每日裝貨時間表每日定貨I粗制螺釘10天I螺母I7秒15天生產前置時間=55天(3300秒)增加值時間=64秒.(<1天)5天10天15天15天15秒12秒30秒每周時間表工作和最長的前置時間每天Plts螺釘5天5天QCO改善看板平衡工作量防錯5S制約管理TPM拉動系統標準化作業(yè)6西格瑪LeanSim_Part2_SHW_E_Sep2003.ppt10KeyQuestionsfor

Future-StateDesign

構思未來狀態(tài)的關鍵問題Whatisthetakttime什么是節(jié)拍時間？Buildtosupermarketortoshipping設置超市或貨運環(huán)節(jié)Wherecanyouusecontinuousflowprocessing你在什么地方可以采用持續(xù)的流程處理方法Wherewillyouneedtousesupermarketpullsystems你在什么地方將要采用超市拉動系統Atwhatsinglepointintheproductionchainwillyouhavethepacemakerprocess你在生產鏈的哪個點上設置進度決策過程Howwillyoulevelthemixatthepacemaker你怎樣調節(jié)牽涉到很多環(huán)節(jié)的進度決策程序Whatincrementofworkwillyoureleaseandtakeawayatthepacemakerprocess在進度決策過程中你會削減哪方面增加的工作Whatimprovementswillbenecessaryforthefuture要實現未來的狀態(tài)圖,哪些方面必須加以改進ToyotaDNAapplieshere豐田DNA應用于此LeanSim_Part2_SHW_E_Sep2003.ppt11RawmaterialsSuppliers80linkages/mo-40silver-20gold-20black1piececapable1shiftsCUSTOMERPRODUCTIONCONTROLLevelProduction6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.NutMfg.BatchPaintLineBoltHrd./Assy.OXOXHeijunka2days(Conveyance)DailyshipMilkrundaily90/60/30dayForecastsWeeklyFirmOrder.75daysBufferSafetyPaintedNuts

RawNutsRawBallsPlatesC/T=3.5sec.C/O=5sec.1shift1person95%UptimeEPE=Day95%UptimeT/T=15sec.C/T=15.sec.1shift2people97%UptimeC/T=6secC/O=0min.1shift1person95%YieldEPE=DayEPE=Day2days.5daysRe-orderboardFutureStateMap:LeanSimulationGameSupermarket5days7sec5daysProductionLeadTime=8.75days(525sec)ValueAddedTime=64sec.(<1day)2days2day.75days12sec45secSupermarket5days原料供應商80l個連桿/mo-40銀色-20金色-20黑色能容納1件1班未來的狀態(tài)圖:精益模擬游戲客戶生產控制平衡生產6周預測PacificSteelCo.PacificSteelCo.太平洋鋼鐵公司7秒5天生產前置時間=8.75天(525秒)增加值時間=64秒.(<1天)2天2天.75天12秒45秒螺母生產成批油漆鏈螺釘加固/裝配.OXOX平準化2天(運輸)每日發(fā)貨每日貨運90/60/30天預測每周確定定貨.75天緩沖庫存安全庫存已油漆過的螺母粗制螺母粗制珠料超市托盤C/T=3.5秒.C/O=5秒.1班1人95%UptimeEPE=天95%正常運行時間T/T=15秒C/T=15.秒1班2人97%正常運行時間C/T=6秒C/O=0分鐘.1班1人95%產量EPE=天EPE=天2天5天.5天再定購板LeanSim_Part2_SHW_E_Sep2003.ppt13BuildingBlocksofJust-In-Time

建造即時生產方式的格局ProductionatthePaceoftheCustomerWithMinimalInventoryRequirements在保持最小庫存量的要求下,以客戶的需求速度進行生產Just-InTime及時制生產ContinuousflowProcessing持續(xù)的流程處理方法

PullSystem(Kanban)拉動系統(看板)

TaktTime節(jié)拍時間

LevelScheduledProduction平衡生產進度LeanSim_Part2_SHW_E_Sep2003.ppt14PullSystems

拉動系統在你已實現了穩(wěn)定性這一目標之后AfteryouhaveachievedStability遵循ERQ方法FollowERQmethodology標準實施到位并且可預見到改進之處Thestandardsareinplaceandpredictableallowingimprovements在不能“流動”之處實施“拉動”PullwhereyoucannotflowLeanSim_Part2_SHW_E_Sep2003.ppt15

CategoriesofKanban看板的分類Instruction指示Withdrawal提取型Kanban看板ProductionKanban(nonlotproduction)生產看板

(非批量生產)TriangleKanban(forlotproduction)三角看板(用于批量生產)Interprocess

Kanban進程看板SupplierKanban供應商看板LeanSim_Part2_SHW_E_Sep2003.ppt16KanbanTypes

看板的類型store儲存ProceedingProcess加工過程FollowingProcess接下來的過程ProductionInstruction

Kanban生產指示看板Withdrawal

Kanban提取型看板

NewProduct新產品NeededProduct所需產品LeanSim_Part2_SHW_E_Sep2003.ppt17DevelopFormat

開發(fā)格式SUPPLIER:供應商:STOCKLOCATION:庫存地點:D#(part#)DESCRIPTION:描述:BOXQUANTITY箱的數量KANBANNO.看板號LINEADDRESS生產線地址LINELOCATION生產線地點LeanSim_Part2_SHW_E_Sep2003.ppt18PreparationsforKanban

看板的準備工作 PlantLayout工廠布局AislesID’dAlphanumeric通道應用字母數字標識WorkcellIDwithindividualmateriallocationsdefined工作單元標識，帶有規(guī)定的物料地點說明Methodforattachinganddetachingthekanbancard添加和取下看板卡的方法Methodfortrackingkanbancards看板卡的追蹤方法VisualManagement目視管理CentralMarkets中心市場LeanSim_Part2_SHW_E_Sep2003.ppt19KANBANMAYIHAVESOMEPARTS,PLEASE?我能取些零件嗎?Itisa“FixedTimeRandomQuantity”route.它是一條“固定時間內的取用數量隨意”的線路(方法).Providesmaterialsbasedonconsumption.它根據消費量來提供材料.Everythinghasadesignatedlocationforsimplicity.為了簡化,所有東西都有一指定地點.Customercanfocusontheirqualitybecausematerialstheyneedarealwaysthere.因為所需的原料總是有保證,客戶會更注重產品的質量.Welldefinedsystemforeaseofimprovement.規(guī)定明確的系統也便于改進.Supportsthetotalpullsystemandmayprovideinstructiontoits’supplier.支持整個拉動系統并可能為供應商提供相關信息.WithdrawalKanbanandConveyance:TheActiontoWithdrawal提取型看板和運輸:提取的作用LeanSim_Part2_SHW_E_Sep2003.ppt20InstructionKanban

指示型看板明確指出所要生產的產品ClearInstructionsonwhattoProduce指明優(yōu)先順序SetsPriority設定期望值EstablishesExpectations簡單并且看得見CanbesimpleandvisualLeanSim_Part2_SHW_E_Sep2003.ppt21

InstructionKanbanPART#11066DESCRIPTION:COLOR:QUANTITY:ASSOC/DATE/SHIFTJE12/20/951stCYHOUSINGRH30DescriptionGOLDNUTSLotSize10pcs.2TotesTrigger0

TotesRunTime40sec.PART

NUMBERDESCRIPTIONRHF-SERIESPRIVSVSQUANTITY15MACHINE13ZONE3TIMENEEDEDREORDERPOSITION:REORDERPOINT:53420123456789101112(Dolly)123(Pallet)LeanSim_Part2_SHW_E_Sep2003.ppt22

指示型看板零件編號#11066描述:顏色數量ASSOC/日期/班JE12/20/951stCYHOUSINGRH30描述金色螺母批量大小10pcs.2Totes觸發(fā)0

揀貨箱運行時間40sec.零件編號

描述RHF-SERIESPRIVSVS數量15機器13區(qū)域3TI所需REORDERPOSITION:REORDERPOINT:53420零件編號11023數量.=50(Card)3.123456789101112手推車123(托盤LeanSim_Part2_SHW_E_Sep2003.ppt23LineA

A生產線LineSideInventory生產線旁邊的存貨PressSupermarket推動超市PRECEDINGPROCESS前面的過程SUBSEQUENTPROCESS接下來的過程

Thanks!謝謝!Press推動看板MAYIHAVESOMEPARTS,PLEASE?我能取用一些零件嗎?WithdrawalandInstructionKanbanasPartoftheSystem提取和作為系統一部分的看板指令FTVQFQVTLeanSim_Part2_SHW_E_Sep2003.ppt24WhyChangeover?為什么要切換?

Time時間

Inventorylevel庫存水平Averageinventorylevels平均的庫存水平Differenceinaverageinventorylevelwithmorechangeovers因更多的切換帶來的不同的平均庫存水平Themorewechangeover,themoreourinventorylevelsdecrease.Thishelpsaccomplishourgoalofwasteelimination.切換越多,我們的庫存水平就越降低.這有助于實現消除浪費的目標.Change變化LeanSim_Part2_SHW_E_Sep2003.ppt25KeyPointsofReplenishmentRoutes

補貨線路的關鍵點Enoughofallmaterialsstoredatlinetocoverdemandofareplenishmentcycle線上貯存各種足量的原料以滿足補給周期的需求Emptypackagingreturn空包裝箱返回Dedicatedlocationsforeachcomponent為每個元件指定地點Mistakeproofedtopreventerrors采取防錯Changefrompart“A”to“B”inlessthanacycle,QuickChangeOver(QCO)在不到一個周期的時間里從零件”A”轉換成零件”B”,完成快速切換(QCO)LeanSim_Part2_SHW_E_Sep2003.ppt26JITElement-ContinuousFlowProcessing

即時生產的要素–持續(xù)的流程處理BatchProcessing批量處理10minutes

10分鐘10minutes

10分鐘10minutes

10分鐘TotalBatchAprocessingtime:30minutes批量處理的總時間:30分鐘ContinuousFlowProcessing持續(xù)的流程處理TotalBatchApro