精实生产简介ppt课件.ppt

精實生產簡介,LetsdefineLeanManufacturing精實生產的定義,Forourdiscussion,wewilldefineleanmanufacturingasthe“processofidentifyingandeliminatingwastewithinouroperationsincludingmanufacturing,engineeringandadministration.”對於此次課程討論而言，我們將精實定義為：生產、設計與管理運作當中，找出並消除浪費的過程。,EvolutionoftheManufacturingSystem,Theprocessofmanufacturingandsupplyingproductshasevolvedfromsimplecraftproductiontoafast-paced,global-orientedarena.產品的產銷流程已經從手工製造發展到快速、全球導向的競爭中。,Evolution發展,Craft手工,Mass量產,Lean精實,Lessindividualcontrol;Responsibilitiesdistributedovermanypeople.個人管制較少，責任分佈於眾人身上。,TimeandResourcesforcetransition時間與資源逼使著轉變出現,Customerdemandistheuniversaldriverinchange所有改變的驅動力是：客戶需求,CustomerOrder客戶下單,CustomerOrder客戶下單,Waste浪費,X,ProductShipment出貨,Time時間,Time(shorter)時間（變短）,LeanManufacturinghelpstoshortenthetimelinebetweenthecustomerorderandtheproductshipment.精實生產有助於縮短客戶下單與出貨中的時間。,Conditionsthatweresatisfactoryyesterdayarenotacceptabletoday.Tomorrowsdemandswillbeevengreater.昨天滿意的條件今天未必被接受。明天的需求甚至會更多更大。,X,ProductShipment出貨,WhymakethechangetoLeanManufacturing?為何要轉變到精實生產？,LeanManufacturingimplementationhasbeenshowntoaidcompaniesinthefollowingareas:精實生產已運用在下列範疇中：,Improvedproductivity改善生產力Peoplenotwastingeffortonnon-valueaddedtasks人們不會浪費時間在沒有價值的工作上Predictableandstabileenvironment一個可知且穩定的環境GreaterQualityAssurance更好的品質保證Toolsdesignedtoachievedefectelimination,notdetection工具是設計來以減少不良，而不只是用來檢驗。GreaterFlexibility更大的彈性Quickerresponsetochangesincustomerorders快速反應以符合客戶要求的轉變ReduceCost降低成本,So,whatisLeanManufacturing?那麼，什麼是精實生產呢？,Rememberourdefinition謹記我們的定義：“Theprocessofidentifyingandeliminatingwastewithinouroperationsincludingmanufacturing,engineeringandadministration.”生產、設計與管理運作當中，找出並消除浪費的過程。Forthisconversation,wewilllimitourscopetothemanufacturingoperation.這裡，我們會將討論範圍限定在生產面。,Howshouldwedeterminewhat“waste”is:我們如何定義浪費？,Wastedefined:浪費的定義是：Waste-anythingthattakestime,resourcesorspacebutdoesnotaddtothevalueoftheproductorservicedeliveredtothecustomer.耗費時間、資源或空間，卻沒有對客戶手上的產品或服務，增加價值的一切事務。,Whileproductsmadeineachfactorymaybedifferent,thetypicalwastesfoundinfactoriesaresimilar:雖說產品各有不同，但工廠裡出現的浪費卻是類似的：,Correction修補Conveyance輸送Motion動作Over-production過量生產Over-processing多餘制程Waiting等待Inventory儲存,WasteofProductDefects產品不良的浪費,Whendefectsoccuratonestation,operatorsatsubsequentstationswastetimewaiting,therebyaddingcosttotheproductandaddingproductionleadtime.當某工序出現瑕疵時，下工序的人就必須花時間等待，因此增加產品成本與等待時間。Furthermore,reworkmayberequiredorthedefectiveproductsarescrapped.不只如此，可能還要返工或報廢該產品。Ifadefectoccursinassembly,additionallaborisrequiredtodisassembleandadditionalpartsarerequiredtoreassemble.如果成型出現一個不良，額外的動作就會被用作來拆裝；也需要另一個新物件來重新組裝。,WasteofConveyance運送的浪費,ForExample範例：Rawmaterialbeingstoredawayfromtheplaceofuse.原物料儲存處遠離現場Result結果：Wemustinformtrackingpersonnelwheretopickupmaterial我們必須告知專門運送人員去提領物料Wewillneedadditionalstoragelocationotherthanpointofuse我們需要在現場之外準備儲存區域Weneedadditionalmaterialmovementpersonnelandequipment我們需要額外運送物料的人員與設備,ProcessingWaste流程的浪費,Performingoperationsthatarenotrequiredtomanufactureorassembletheproducttothecustomersqualityexpectations.係指，與符合客戶品質要求的生產裝配無關的動作。,WasteofMotion動作的浪費,Whatevertimenotspentinaddingvaluetotheproductshouldbeeliminatedasmuchaspossible.與增加產品價值無關的時間，都應該盡可能地消除。Movementdoesnotnecessarilyindicatevalue-addedwork.移動不必然表示它是個增加價值的工作。,CategoriesofWork工作分類ValueAdded-somethingthecustomerwillpayfor附加價值-客戶願意付錢買Incidental-somethingwhichhastobedone附加-某些本來不用作，但卻必須做的事。Waste-providesnovalueorservice浪費-沒有價值或幫助的事,“EliminateWaste:消除浪費ReduceIncidentalWork”減少附加動作,ValueAdded,Waste,IncidentalWork,Work,Motion,WastefromOver-production過量生產所導致的浪費,Createdbyproducinggoodsabovetheamountrequiredbythemarket.生產超出市場需求數量的產品會導致：,Over-Production過量生產,extradefects額外的不良,extrahandling額外的操作,extraspace額外的空間,extramachining過度使用機器,extrapaperwork多餘的文書往返,extrapeople額外的人員,extraoverhead額外的經常性支出,WasteofExcessInventory過量儲存的浪費,AsshownwithOver-production,excessinventoryrequiresextracosttohandleandmaintain.誠如過量生產所說，過量儲存需要額外的成本來運作維持Excessinventoryalsocoversproblemsintheoperation.過量儲存也會掩蓋住操作中的一些問題,排程不良,機器故障,品質問題,運送途徑過長,供應商交期,生產線不平衡,設定時間過長,曠工,溝通問題,欠缺日常管理,儲存之海,成品,原物料,ToolsofLeanManufacturing精實生產的工具,PullSystem後拉式系統StandardizedProcedures標準化流程RapidSetUp快速上線ErrorProofing防呆TotalProductiveMaintenance全面設備保養VisualManagement目視管理,MaterialMovement物料移動,Intraditionalmanufacturing,allprocessdepartmentsreceiveschedulesandproducetoit.在傳統製造業，流程上所有的各單位接受安排，並依此操作。Eachprocessproducestheirpartsandforwardsthemtothenextprocess.每個單一流程各自生產，並將其交至下一流程。ThisiscommonlyreferredtoasthePushSystem.這就是一般所謂的推式系統。,MaterialMovement(cont.)物料移動（續）,ThePushSystemmakesadaptingtochangeverydifficult.推式系統使得接受改變非常困難Theresultisextrainventoriesofpartsnotneededaccumulatingintheproducingdepartments.結果就是，在生產線上堆積了不需要的物件，而需要額外儲存。Andshortagesofpartsthatareneededinthedownstreamprocesses.下游工序就開始缺料,MaterialMovement(cont.)物料移動（續）,Incontrast,a“PullSystem”providesthatonlythedownstreamprocessreceivestheschedule.相反的，後拉式系統只依經過計畫後的產量安排，提供下游工序物件。Eachupstreamprocessmaintainsastandard“in-process”stocklevelthatthesubsequentprocesswithdrawsfrom.前一工序依照下一工序所需，維持標準線上存貨的水準。This“pull”triggersthedepartmenttoproducepartstoreplenishthestocklevel.後拉使得各單位只要生產滿足存貨水準的半成品。Thedepartmentwithdrawsstockfromitssupplyingoperationsstocklevel,therebyinitiatinganadditional“pull”各工序從只上游工序的存貨，獲得所需數量；因此，啟動另一個後拉,ExampleofaPullSystem後拉式系統範例,工序A,Scheduleisprovidedtofinalproductiondepartment生產計畫僅提供給最後一個生產單位,Eachprocessupstreammaintainsstandardstocklevels.每一上游工序維持標準存貨,Customer客戶,ExampleofaPullSystem後拉式系統範例,Thefinalproductiondepartmentwithdrawsneededmaterialsfromitssupplieroperation最終生產單位從上一工序拉來所需物料,Customer客戶,工序A,ExampleofaPullSystem後拉式系統範例,Pull拉,Customer客戶,Theunitsareproducedandshippedtothecustomer.貨物生產後裝箱送至客戶手上,Thesupplyingdepartmentnowproducestofillupitsstocklevel.Itwithdrawsthesuppliesitneedsfromtheupstreamprocess.供給單位現在的生產，是為了填滿它的標準存貨水平。它向前一工序拉來所需要的半成品。,工序A,ExampleofaPullSystem後拉式系統範例,Customer客戶,Thecustomersneedsarefilledlongbeforetheinitialdepartmentevenknowsabouttherequest在第一個生產部門收到指令前，客戶需求已經被滿足了。,工序A,StandardizeWorkPractices標準化作業實務,StandardizedWorkisthefoundationforcontinuousimprovementactivities.標準化作業是持續改善動作的基石Itisthetoolthataidesinachievingmaximumperformancewithminimumwaste.它有助於最少浪費、最大成效的達成Aspeoplestandardizeontheirworkpractices,newmethodstoimproveperformancewillbecomeevident.當所有人在工作上都遵守摽准化時，有助於工作改善新方法將會清楚呈現出來。,StandardizeWorkPractices標準化作業實務,StandardizeWorkPractices標準化作業實務,ExposeProblems凸顯問題,SolveProblems解決問題,ImplementNewMethod運用新方法,Dontbefooled.注意,StandardizedWorkPracticesvaryfromtraditional“Job-InstructionWorksheets”.標準化作業實務與傳統工作指導守則不一樣StandardizedWorksheetsareorientedtowardimprovementactivities.標準化守則有助於工作改善Theirpurposeisnottoinstituterigidworkstandards.其目的並不在於形成僵化的工作標準TheStandardizedWorksheetisa“livingdocument”thatmustberoutinelyreviewedandupdated.標準化守則是個活的文件，表示它必須定期檢視並隨時修正。IsshouldbedevelopedwiththeoperatorsinvolvementaswellastheGroupandTeamLeaderaswellasotherstaffpersonnel.它必須接納TL/GL、其他幕僚單位和操作者的意見而進行修正,ErrorProofing防呆,Thepreventionofmakingerrors,whichwouldresultindefectsandlosttime.係指，防止那些會造成不良品與浪費時間的錯誤。Allowstheoperatortoconcentrateonhis/herworkwithoutpayingunnecessaryattentiontopreventingmistakes.可以使得員工專心於工作，而不必花其他不必要的時間和注意力，去避免錯誤出現。Eliminatestheneedforinspection.減少檢驗（多餘）的需求,ErrorProofingIllustrated防呆實例說明,Fixture固定配置,Workpiece部件,Chuck卡筍,CorrectPosition(canbeloaded)正確位置（可以裝好）,WrongPosition(cannotbeloaded)錯誤位置（不能裝好）,RapidChangeoverProcedures快速轉換流程,Team-basedimprovementactivitythatsignificantlyreducessetupandchangeovertime.以團隊為基礎的改善動作，可以明顯地減少設定與轉換時間。Achangeoverisnotcompleteduntilthemachineorprocessconsistentlyproducesgoodproducts,attherequiredspeed.直到機器或流程可以在既定時間內，持續地生產出完好的產品，轉換才算完成。,Setuptimeistypicallycomposedoffourfunctions:換線工時一般由四個功能所組成：,Preparationofmaterials,Dies,andfixtures.物料、模座與固定設備的準備Clampingandremovingdiesandtools.拴緊與調整模座和工具Centeringanddeterminingdimensionsoftooling.工具定位與決定使用範圍Trialprocessingandmakingneededadjustments.試轉與適當地修正,ExampleofImprovedChangeoverTime轉換時間改善範例,10,20,30,40,50,60,70,5/3,7/23,8/13,8/30,10/9,10/25,11/9,11/10,12/8,2/3,ImprovementofInternalSetup內部換線工時的改善,HistoryofSetupTimeReductionatHouseholdGoodsManufactureHouseholdGoods製造廠換線工時降地的歷史,SetupTime(minutes)換線工時（秒）,Source:TheNewManufacturingChallengebyKiyoshiSuzaki資料來源：新式生產轉換。KiyoshiSuzaki著。,So,onceweunderstandtheintentofLeanManufacturing,andhavelearnedsomeofitstools,theremainingquestionsiswheretobegin.所以，一旦我們瞭解精實生產的內涵，而且也學習到精實生產中的一些工具，剩下的問題就是：從哪裡開始？,FirstStep:Knowyourwhatyourcustomerdemandis.第一步：瞭解你的客戶要什麼,Customerdemandistypicallyindicatedby“takttime”.客戶需求一般係由節拍時間所導引Takttimeisareferencenumberthatgivesyouasenseforthepaceatwhicheachprocessneedstobeproducing.節拍時間是個參考數，它可以幫你察覺每一生產流程進度。,HowtocalculateTaktTime:如何計算節拍時間：,Dividetheavailabletimebythecustomerdemand根據客戶需求分割所有可得時間,Takttime（節拍時間）=,Youravailableworktime你的可用時間,Customerdemand客戶需求,Example範例:,=59seconds秒,Results:,Thecustomerisbuyingthisproductatarateofevery59seconds.顧客購買的產品耗時59秒Targetrateforproducingaproductanditscomponents.生產一件成品和其物件的目標時間,Step2:Illustratetheprocessdetailingeachoperation.第二步：示範流程中細微的操作,機器加工,處理,焊接,組裝,原料5天,20,000A15,000B,25,000A18,000B,15,000A8,000B,Focusactivitiestodiminishimpactofthemajorconstraint將焦點放在減少重點限制的衝擊,Whilealloperationsshowthattheyfunctionbelowthecalculatedtakttime,thebiggestimpactwillbemadeontheTreatmentoperation.當所有的操作都根據節拍時間時，最大的衝擊會來自於處理動作。However,asthisisthemajorprocesscausingdelayinproduction,youmaywanttotestyourabilitiesonalesscriticaloperation.然而，當這成為造成生產延誤的主要流程時，可以在較小的關鍵操作上試試你的能力。Remember,productionpaysthebills.Shuttingdownanoperationstoimproveitmaynotbethewisestcourseofaction.謹記，生產要花錢。停工改善可不是個最聰明的作法。,Oncecustomerdemandisassured:一旦確認了客戶的需求：,Begincontinuousimprovementactivitiesfocusedonprocessstability,reducingcostandimprovingflexibility.持續改善動作開始後必須著眼於流程穩定、成本降低與增強彈性。Lookforwaystoreduceanyw