物料看板5MaterialControlOverview-Presentation-CE.ppt

,Material Control/Kanban Overview 物料控制/看板概述,MC,Kanban_SHW_E_Apr 2002,2,Objectives 目标,Upon completion of this course, you will be able to: 通过这个课程的完成,你将会: Explain the Material Control/Kanban process poster 解释物料控制程序海报 Understand the role of Visual Management in establishing Kanban systems 理解可视化管理在建立物料控制系统中的作用 Explain the impact of material control principles on safety and ergonomics 解释物料控制原理对安全和人机工程的影响 Assess the readiness of your work area to implement One Piece / Small Lot Flow 评价工作区域实施单件/小批量流程的可行性.,Kanban_SHW_E_Apr 2002,3,What is Kanban? 什么是看板?,Process steps are controlled by downstream customer pull 操作步骤被顾客需求控制 Kanban provides authorization to perform work to replenish material 看板提供认可补充物料的重要性 Kanban signals (cards, electronic signal or similar mechanisms) are highly visible to all employees 所有员工都可明确地看到看板标志,Kanban_SHW_E_Apr 2002,4,Kanban Goals 看板目标,Communication between processes 过程之间交相互交流 Produce based on actual conditions, not forecast 根据实际,而不是预测来进行生产 Sets the priority of replenishment 设定补充物料的优先级 Keeps people engaged in standardized procedures 人人都能参与标准化进程 Inventory Control 存货控制 Prevents overproduction 防止过量生产 Makes the control of material flow visible 使物料流程可视化 Visual Management 可视化管理 Shows storage and delivery locations, standard qty. and container type, transport method or frequency, production status, etc. 标出存放和交付位置标准量集装箱型号运输方法或次数生产状况 Identifies constraints (bottlenecks) 找出瓶颈,Kanban_SHW_E_Apr 2002,5,JCMS Philosophy JCMS理念,Zero Tolerance for Waste 决不浪费,Stable Production Environment 稳定生产环境,Customer “Pull” Drives Production 客户需求拉动生产,Kanban_SHW_E_Apr 2002,6,Supermarket Example 超市模型,Usually a standard amount of each item on the shelves. 架子上存放标准数量的物品 People buy what they need and stock is replenished by stock people. 人们各买所需,存货人员及时补充, Distributors bring new goods according to what has been sold. 分发人员根据销售情况带来新的货物, There is no place to overstock goods. 不允许过剩货物 Many items are perishable. (e.g., milk). 很多物品易变质(如:牛奶),Kanban_SHW_E_Apr 2002,7,“When the cup is empty, fill it up”,In Our Plants. 在我们工厂里,Think of goods as perishable. 把产品想象成易变质品 Lot sizes should be small to facilitate quick reaction to changes in demand. 货物应小批量堆放,需求变化可快速作出反应, Processes should get only what is needed from the preceding process. 操作过程只需满足先前的要求, Preceding processes should have a given amount of stock storage. When it is full, they should become idle . 先前程序应 有确定的存储量,一旦过剩,就失去 了价值.,Kanban_SHW_E_Apr 2002,8,Scheduling 计划安排,Only one point in the production chain (the “pacemaker process”) should get the firm production schedule. 生产线上只有一个工位知道严格的生产计划. Every supporting process and supplier gets long term information, but they only produce to replenish what is pulled. 各辅助程序和供应商获知长期信息,但他们生产用以补充.,Kanban_SHW_E_Apr 2002,9,Scheduling (cont.) 时序安排(内容),Kanban can be used to schedule: 看板可用以规划 Finished goods production 成品生产 Sub-assembly operations 部件集装操作 Batch operations 分批生产 Material moves within the facility 物料在设备区移动, Delivery authorization for suppliers 对供应商的交付批准.,Kanban_SHW_E_Apr 2002,10,Managing Variation 管理变更,Buffer Stock 缓冲库存准备 Material inventories maintained to protect level production from fluctuations in customer demand (Customer issues) 物料库存应保证生产平衡,防止顾客需求波动, Safety Stock 安全库存 Material inventories maintained to protect level production against unscheduled downtime (Our own issues) 物料库存应保证平衡生产,防止无计划停工.,A large buffer or safety stock is a sign of a process in “poor health.”,Kanban_SHW_E_Apr 2002,11,Who Owns The Inventory? 谁掌握库存,If extra inventory is needed, it should be at the location that is causing the problem. 如果需要额外库存,应该在出现问题的地方, If undesirable conditions exist in the supplier plant (long setups, bad quality, absenteeism, etc.) then the extra inventory belongs in the suppliers plant 如果供应商工厂有不期望的情况出现(配置时间过长,质量低劣,缺乏不足)额外库存就在他们那里. Suppliers may be reluctant to install kanban if it means a reduction in the original purchase commitments. 如果原有委托购买量减少,供应商或许就不会实行物料控制.,Kanban_SHW_E_Apr 2002,12,Prerequisites for Successful Kanban成功的看板的必备条件,Some smoothing of production schedule 生产计划的改善. Short equipment changeover times 缩短设备更换时间 Capable equipment (to reduce downtime and eliminate defects) 良好性能的设备 Good plant organization/correct layout 良好的工厂组织/正确的规划 Quality and predictable delivery from suppliers 质量和供应商的预期交付 .,(Master Schedule),(Quick Changeover),Total Productive Maintenance,(5S),Standardized Work,Kanban_SHW_E_Apr 2002,13,Can We Do It Without All This ? 没有这些我们能做吗?,Kanban systems are tolerant to some disruptions. 物料控制系统可以经得起一些破坏 Safety stock must be calculated in advance. 提前计算安全性存贮量 Smoothing of the production schedules is the most important criteria. 生产计划的可行性是最重要的标准 Other variables can be worked on after kanban is introduced. 物料空引入后,其他变量才可以被计算,Kanban_SHW_E_Apr 2002,14,The Six Rules of Kanban 看板六法则,The consuming process withdraws only what is needed. 优秀的步骤只收它所需要的. Produce to replenish only what is withdrawn by the next process. 只补充下一工序需要的 Do not send defective products to the next process. 不传送不良品到下一工序 Parts must not be produced or moved when there is no kanban. 若没有看板,部件禁止生产或移动 Kanban must be attached to the actual parts or container. 物料控制必须应用于现有的零件和集装箱 The number of parts in the container must match the kanban. 集装箱内的零件必须匹配于物料控制,1,2,3,4,5,6,Kanban_SHW_E_Apr 2002,15,Kanban 看板,Kanban_SHW_E_Apr 2002,16,Kanban Card 看板卡片,Provides clear information about: 提供详细的信息关于 What? 是什么? Where? 在那里? How Many? 有多少?,Kanban_SHW_E_Apr 2002,17,Totes or Racks as Kanban 支架或手提物,Totes or racks can use removable labels which can be exchanged whenever Kanbans are re-calculated to reflect a big mix change. 为了反映大的综合性变化,无论何时对物料控制再计算,支架或手提物都可以用可移动可交换的标签 Containers should be designed to hold a specific number of pieces. 集装箱应被设计成可容纳固定数量部件 The process which fills these totes or racks cannot hold back containers to run larger batches, the containers must be refilled in the exact sequence that they were emptied. 用以填充之架或手提物的操作程序不能阻止集装箱大批量运作,集装箱必须必须按确定的顺序装满 There is no card to put on a schedule board. You can just count totes. Sometimes, this can make it difficult to see if the process is reacting on schedule. 没有卡片放在计划栏,可以数手提标志.有时,这样可给看程序是否反映在时间表上造成困难.,Kanban_SHW_E_Apr 2002,18,Visual Management 可视化管理,Kanban_SHW_E_Apr 2002,19,One Piece / Small Lot Flow 单件/小批量流程,One Piece Flow is a special case of Kanban 单块是物料控制的一种特殊情况 Lot size (quantity) is one. 批量的数量为一 In batch operations where one piece flow is not feasible, JCMS looks for “small lots”. 在批操作中,单件流程是不行的,JCMS寻求小批量 Number of components per small lot (kanban) are determined by the amount of material that fits in one container. 每批的数量是由集装箱的物料数量决定.,Kanban_SHW_E_Apr 2002,20,Why Do One Piece Flow? 为什么可以单件流程?,One Piece Flow 单个流程. Has the absolute minimum levels of inventory (only one piece per process step) 是清单级别绝对最小的 Has the highest possible quality defects are immediately obvious and only affect one component 有最高可能质量,不足最为明显,只影响一个部件. Is the closest possible match to customer demand most of our customers order our products one at a time, in the exact order they want them 是最可能贴近顾客需求的,我们大部分顾客一次只订购一个,他们需要最确切的订购. Allows NO overproduction 不允许过量生产 Has the absolute minimum transportation and motion waste 有绝对最少的运输和移动浪费,Kanban_SHW_E_Apr 2002,21,Why Do One Piece Flow? (cont.) 为什么可以单件流成?(内容),One Piece Flow 单个流程 Has very low waiting, correction and overprocessing wast 有非常低的等待 校正和过操作浪费 Automatically sets the priority of replenishment 自动设置补充的优先级 Reveals constraints (bottlenecks) that can be addressed by kaizen 暴露被改善强调的瓶颈 Makes the control of material visible 是物料的控制可视化 Keeps people engaged in standardized procedures 使人们参与到标准化程序中来 Has the best possible throughput and efficiency (when operations are balanced) 有最可能好的生产力和效率,Kanban_SHW_E_Apr 2002,22,?,Can We Do One Piece Flow Here? 我们能做单件流程吗?,It depends on product, process, location of customer and suppliers. 它依赖于我们的产品,程序,客户和供应商的所在地 Lowest assembly cost is not always the lowest total cost. 最低集成成本并不总是最低总成本 Lot size one can result in higher material handling, shipping, etc 批量大小可导致运送海运材料费用较高 If the line is not balanced, some people are idle. 如果生产线不平衡,会造成很多人闲置 Some batch processes do not lend themselves to one piece flow due to low utilization of capital. 由于成本的低利用率,一些批量流程不会让位于单件流程的 Use common sense (“smart lean”) to bring lot size to lowest feasible level. 用常识把批量大小降至最低可能水平 Aggressive use of quick changeover can drastically reduce lot size 大胆利用快速更换系统,可大量减少批量大小,Kanban_SHW_E_Apr 2002,23,Bottom Line概要,One Piece Flow is the best way to run a plant but a lot of other things have to happen before one-piece flow (or small lot size) is beneficial. 单件流程是运作工厂的最好方法,但在受益前会有很多事要做,Kanban_SHW_E_Apr 2002,24,When Is One Piece Flow Optimum? 何时单件流程最适宜?,Are components to be assembled at each step of similar size? 是零件将在相似尺寸的每一部都装配时吗? Are the production speeds at the downstream and upstream processes close? 是当生产速度处于低谷或高峰期已过时吗? Can the product be handled easily (by people or machines) between steps? 生产在各部之间容易控制时吗? Are changeovers rare? Is changeover time close to takt time? 变更很少时吗?变更时间接近于完成时吗? Is component quality assured? 零件质量可以保证时吗? Is the supplier close? 供应商快到来时吗? Is material handling time short compared to assembly time? 投料时间与总装时间相比较短时吗?,Kanban_SHW_E_Apr 2002,25,Summary 总结,Kanban/One Piece Flow can 物料控制和单件流程能够 Smooth the parts delivery process to assembly operations 使零件交付和总装操作变得顺畅 Smooth subassembly deliveries between operations 使操作之间的部件交付顺畅 Smooth parts from suppliers 易于从供货商那里挥霍的零件 Make all production more predictable and efficient