物料控制看板概述.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 解释物料控制程序看板过程海报 Understand the role of Visual Management in establishing Kanban systems 理解可视化管理在建立看板系统中的作用 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 操作步骤为下游顾客日的拉动所控制 Kanban provides authorization to perform work to replenish material看板进行物料补充的授权 Kanban signals (cards, electronic signal or similar mechanisms) are highly visible to all employees 所有员工都可清晰地看到看板信号（卡片、电子信号或类似的机制),Kanban_SHW_E_Apr 2002,4,Kanban Goals 看板目标,Communication between processes 过程之间的相互交流 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 让人人都能参与标准化进程 Inventory Control 库存控制 Prevents overproduction 防止过量生产 Makes the control of material flow visible 使物料控制流程可视化 Visual Management 可视化管理 Shows storage and delivery locations, standard qty. and container type, transport method or frequency, production status, etc. 标出存放和交付地点标准量容器型号运输方法或频次生产状况等 Identifies constraints (bottlenecks) 找出瓶颈(制约因素),Kanban_SHW_E_Apr 2002,5,Kanban Board shows consumption 看板显示消耗,Kanban shows Location 看板显示位置,Kanban_SHW_E_Apr 2002,6,JCMS Philosophy JCMS理念,Zero Tolerance for Waste 消灭浪费,Stable Production Environment 稳定的生产环境,Customer “Pull” Drives Production 客户的”拉动”推动生产,Kanban_SHW_E_Apr 2002,7,Supermarket Example 超市模型,Usually a standard amount of each item on the shelves. 通常架子上每样物品存放一定的标准量 People buy what they need and stock is replenished by stock people. 人们各买所需,由理货人员补充库存 Distributors bring new goods according to what has been sold. 供应商根据销售情况带来新的货物, There is no place to overstock goods. 无处存放过量库存 Many items are perishable. (e.g., milk). 很多物品易变质(如:牛奶),Kanban_SHW_E_Apr 2002,8,“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. 批量小可对需求变化作出快速反应 Processes should get only what is needed from the preceding process. 各操作过程只需从其前序提走所需物品, Preceding processes should have a given amount of stock storage. When it is full, they should become idle . 前序应有指定的库存量,一旦库存已满,就不 再生产,Kanban_SHW_E_Apr 2002,9,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作点应知道固定的生产计划. Every supporting process and supplier gets long term information, but they only produce to replenish what is pulled. 各辅助过程和供应商获知长期信息,但他们只补充生产被拉动的产品,Kanban_SHW_E_Apr 2002,10,Scheduling (cont.) 时序安排(续),Kanban can be used to schedule: 看板可用以规划: Finished goods production 成品生产 Sub-assembly operations 分总成操作 Batch operations 批量操作 Material moves within the facility 物料在厂区内移动, Delivery authorization for suppliers批准供应商的产品交付.,Kanban_SHW_E_Apr 2002,11,Managing Variation 管理偏差,Buffer Stock 缓冲库存 Material inventories maintained to protect level production from fluctuations in customer demand (Customer issues) 物料库存，用以保证生产平衡、使其免于受顾客需求波动的影响 Safety Stock 安全库存 Material inventories maintained to protect level production against unscheduled downtime (Our own issues) 物料库存，用以保证平衡生产、防止无计划停工（我们自己的问题）.,A large buffer or safety stock is a sign of a process in “poor health.” 大量的缓冲库存或安全库存是过程“健康不良”的信号。,Kanban_SHW_E_Apr 2002,12,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,应该处于出现问题的地方, If undesirable conditions exist in the supplier plant (long setups, bad quality, absenteeism, etc.) then the extra inventory belongs in the suppliers plant 如果供应商工厂出现意外情况 (调节时间过长,质量低劣,出现旷工)，则额外库存就属于供应商工厂. Suppliers may be reluctant to install kanban if it means a reduction in the original purchase commitments. 如果看板就意味着减少原采购承诺量,供应商或许就不愿实行看板.,Kanban_SHW_E_Apr 2002,13,Prerequisites for Successful Kanban成功看板的必备条件,Some smoothing of production schedule 生产计划达到一定程度的稳定. Short equipment changeover times 缩短设备切换时间(快速切换） Capable equipment (to reduce downtime and eliminate defects) 性能良好的设备（减少停工期、消灭各种缺陷） Good plant organization/correct layout 良好的工厂组织/正确的布局 Quality and predictable delivery from suppliers 可预见质量情况和供应商的交付 .,(Master Schedule),(Quick Changeover),Total Productive Maintenance全员生产维护,(5S),Standardized Work标准化作业,Kanban_SHW_E_Apr 2002,14,Can We Do It Without All This ? 没有这些我们能做吗?,Kanban systems are tolerant to some disruptions. 看板系统可以经得起一些意外 Safety stock must be calculated in advance. 必须提前计算安全性库存量 Smoothing of the production schedules is the most important criteria. 生产计划的顺利进行是最重要的标准 Other variables can be worked on after kanban is introduced. 看板引入后,才可以计算其他变量,Kanban_SHW_E_Apr 2002,15,The Six Rules of Kanban 看板六法则,The consuming process withdraws only what is needed. 消费过程只提取它所需要的. Produce to replenish only what is withdrawn by the next process. 只补充生产下一工序提走的 Do not send defective products to the next process. 不将不良品传送到下一工序 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. 看板必须附在零件实物上或容器上。 The number of parts in the container must match the kanban. 容器内的零件数必须与看板相符,1,2,3,4,5,6,Kanban_SHW_E_Apr 2002,16,Use Caution.使用提醒,4.若没有看板,部件禁止生产或移动 5.看板必须附在零件实物上或容器上。,Kanban_SHW_E_Apr 2002,17,Kanban 看板,Kanban_SHW_E_Apr 2002,18,Kanban Card 看板卡片,Provides clear information about:提供有关如下内容的详细信息： What? 是什么? Where? 在那里? How Many? 有多少?,Kanban_SHW_E_Apr 2002,19,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,无论何时再计算看板,支架或手提物都可以对可移动式标签进行替换 Containers should be designed to hold a specific number of pieces. 容器应的设计应为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. 手提容器或料架不可超过料架的容量，容器重新装满的顺序必须与其倒空的顺序完全相同。 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. 若计划板上没有卡片,你只可以数手提容器. 这时就比较难看出生产是否按计划进行。,Kanban_SHW_E_Apr 2002,20,Visual Management 可视化管理,Kanban_SHW_E_Apr 2002,21,Visual Management- Actual,Kanban_SHW_E_Apr 2002,22,One Piece / Small Lot Flow 单件/小批量流程,One Piece Flow is a special case of Kanban单件流动是物料控制的一种特殊情况 Lot size (quantity) is one. 批量的规模（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,因此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. 每个小批量的数量是由容器内的 物料数量决定的.,Kanban_SHW_E_Apr 2002,23,Why Do One Piece Flow? 为什么可以单件流程?,One Piece Flow 单件流动. Has the absolute minimum levels of inventory (only one piece per process step) 是库存量绝对最小的（每个工序只有一件） Has the highest possible quality defects are immediately obvious and only affect one component 有产出质量最高产品的可能缺陷明显且只影响一个部件. 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,而且要确切地按着顾客需求的顺序 Allows NO overproduction 不允许过量生产 Has the absolute minimum transportation and motion waste 运输和移动浪费绝对最少,Kanban_SHW_E_Apr 2002,24,Why Do One Piece Flow? (cont.) 为什么可以单件流动?(续),One Piece Flow 单件流动 Has very low waiting, correction and overprocessing wast 等待、纠正和过量加工的浪费较少 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 暴露可由改善解决的瓶颈 Makes the control of material visible 使物料的控制可视化 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) 生产力和效率有可能达到最好,Kanban_SHW_E_Apr 2002,25,?,Can We Do One Piece Flow Here? 我们这儿能做到单件流动吗?,It depends on product, process, location of customer and suppliers. 它依赖于我们的产品,工艺,客户和供应商的所在地 Lowest assembly cost is not always the lowest total cost. 最低的装配成本不一定总成本是最低 Lot size one can result in higher material handling, shipping, etc 单件流动可能会导致更高频次的物料搬运和发运 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. 由于设备利用率低，一些批量生产过程不适合单件流动 Use common sense (“smart lean”) to bring lot size to lowest feasible level. 根据常识将批量大小降低到最低合理水平 Aggressive use of quick changeover can drastically reduce lot size积极使用快速转换可以彻底地降低批量数量,Kanban_SHW_E_Apr 2002,26,Bottom Line底线,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. 单件流动是运作工厂的最好方法,但在从单件流动受益前会有很多事要做,Kanban_SHW_E_Apr 2002,27,When Is One Piece Flow Optimum? 何时单件流动最适宜?,Are components to be assembled at each step of similar size? 是每一工序装配零件规模大小相近时吗? Are the production speeds at the downstream and upstream processes close? 是当上游和下游生产速度接近时吗? Can the product be handled easily (by people or machines) between steps? 产品在各步骤之间容易控制之时吗?（由人或设备） Are changeovers rare? Is changeover time close to takt time? 切换极少时吗?切换时间接近于节拍时间吗? Is component quality assured? 零件质量可以保证之时吗? Is the supplier close? 供应商距离很近的情况下吗? Is material handling time short compared to assembly time? 物料搬运时间短于总装时间之际吗?,Kanban_SHW_E_Apr 2002,28,Summary 总结,Kanban/One Piece Flow can 看板/单件流动能够 Smooth the parts delivery process to assembly operations 使物料顺利发送至装配区域 Smooth subassembly deliveries between operations 使工位之间的次装配交货顺利进行 Smooth parts from suppliers 使供应商顺利发运 Make all production more pre