Lean-Production-training-精益生产培训PPT课件.ppt

0 LeanEnterpriseOverview Accuracy And Speed Wk C PP Z ModName 2000HoneywellInternational 1 Whatdoyouexpectfromthistraining 你期望从这个培训中学到什么 LeanEnterpriseOverview Wk C PP Z ModName 2000HoneywellInternational 2 UnderstandthefiveLeanEnterpriseprinciples 明白精益五原则Knowtheconceptvalueaddedandnon valueaddedactivities 了解增值和非增值Knowthesevenwastesineveryourprocess 明白七大浪费Learntoseethesourcesofwaste 学会寻找浪费源Learnhowtoviewaprocessfromtheperspectiveofthe product 如何从 产品 的角度看制程Understandkeyconceptstoremovewastefromanyprocess 在制程中消除浪费Understandleantransformationmodel了解精益生产转换模型 Learningobjectives Wk C PP Z ModName 2000HoneywellInternational 3 Leanproductionhistory精益生产发展历程Lean whatdoesitmean什么是 精益生产 Fiveleanprinciples 精益 五原则Valueaddedandsevenwastes增值和七大 浪费 Whatisleanenterprise什么是 精益 企业Leantransformationresult精益改善结果Howtotransform如何进行精益生产模式转换Leadtimereductionguidelines缩短生产周期的方法Factoryleantransformationexample企业 精益 生产案例 Content Wk C PP Z ModName 2000HoneywellInternational WhatisLean 什么是 精益生产 WhatisLeanEnterprise 什么是 精益 企业 Wk C PP Z ModName 2000HoneywellInternational 4 It safactorything 工厂才用的着Itwon tworkhere 这里不适用Wetriedthat 我们试过It sallaboutone pieceflow 单件流5 Siscleaningupyourdesk 5S 就是打扫你的办公桌We redifferent 我们不一样Zeroinventory零库存Onlyaboutreducingworkers不过是削减工人 MisconceptionsAboutLean对精益生产的误解 Wk C PP Z ModName 2000HoneywellInternational 5 6 160019001925195019752000 ArrivingAtALeanEnterprise精益企业发展历程 Craft手工生产作坊式生产 Mass大量生产 Lean精益生产 Madetocustomerspec按客户要求生产Singlepiecemfg eachproductunique每件产品各不相同Variablequality品质有起伏Littleinventory库存小Highcost madefortherich成本高 富人才买得起 Interchangeableparts Whitney可互换部件Divisionoflabor Taylor劳动分工Assemblylines Ford组装线Lowvariety Ford变异小Laborstrife劳资冲突 Beyondthefactory超越生产Highvariety多样 灵活Smallbatchsizes小批量生产Higherquality品质好Engagedworkforce全员参与 Wk C PP Z ModName 2000HoneywellInternational 7 Theproductpricewillbecomelowerwithdozensofproduction i e wewanttoproducemoreandmoreofthesameproduct 大批量生产 成本大幅度降低 MassProduction CraftAge Handproduction artisans Lowfixedcost highmarginalcostHighprice IndustrialAge Massproduction assemblyline Highfixedcost lowmarginalcostLowerprice Wk C PP Z ModName 2000HoneywellInternational 8 FromOver DemandtoOver Capacity Sincetheearly1970s there sbeenanexplosionofchoiceinthemarketplace Fordnowoffersmorethan50colorsincludingtoreadorred jalape ogreen Atlanticblue mochafrost autumnorange tealandmore Onemodelcanbeboughtinmorethan2millionpossiblecombinations 一款产品可以有两百万钟颜色组合 Riseinvariation Wk C PP Z ModName 2000HoneywellInternational 9 InterchangeableParts可互换部件EliWhitney Time Motion时间 移动DivisionofLabor劳动分工F Taylor MassProduction大规模生产HenryFord AssemblyLine组装线 WasteElimination消除浪费 SystemSynchronization Mass Batch批量AlfredSloan StandardCosting标准成本 ModelVariety型号多样化 Jidoka自动化S Toyoda Just In Time及时化生产K Toyoda SupermarketSystems超市化系统 Quality品质E Deming J M Juran ToyotaProductionSystem丰田生产系统T Ohno EmployeePartnership雇员合作P Drucker TrendsOfThought Wk C PP Z ModName 2000HoneywellInternational 10 Whatislean Producingwhatisneeded whenitisneeded withtheminimumamountofmaterials equipment labor andspace 在需要的时候 用最少的物料 设备 劳动力和空间生产出恰好数量的产品 Theobjectiveistoprovideaneffectivedevelopment product andservicedeliverysystemthatmaximizestheabilityoftheemployeetoaddvalue whileworkingtounderstandandminimizethesourcesandeffectsofvariationthroughoutengineering administrative andmanufacturingprocesses TheLeanEnterpriseMission精益企业的使命 BestQuality最好的品质ShortestLeadtime最短的制造周期LowestCost最低的成本 Byeliminatingwaste allkindsofwaste消除浪费 Wk C PP Z ModName 2000HoneywellInternational 11 It sAllAboutSpeed速度 效率 Speedisthesinglebestindicatorofcompetitiveness 速度是竞争能力的最好体现Speedcannotoccurwhereinaccuracyreigns 到处是变异和混乱时 速度无从谈起 Planningsystemlead timemustequalactuallead time Asactuallead timeisreduced somustplanningsystemlead time Wk C PP Z ModName 2000HoneywellInternational 12 TheLeanprocess Theoutputofanidealperson groupofpeople ormachineisthoughtofas defectfree 无缺陷canbesuppliedondemand 按需按量提供canbedeliveredwithoutanywasteoftime 不延迟交货canbeproducedwithoutwastinganymaterials labour energy orotherresources suchasmoneyassociatedwithinventory 生产无浪费 材料 劳动力 能源或其他资源 canbeproducedinaworkenvironmentthatissafephysically emotionally andprofessionallyforeveryemployee 工作环境安全 Wk C PP Z ModName 2000HoneywellInternational 13 ValuetotheCustomer Non value AddedWork非增值工作 Value EnablingWork StepsthatarenotessentialtotheCustomer butthatallowthevalue addingtaskstobedonebetter fasterEx KittingandSet up Stepsthatareessentialbecausetheyphysicallychangetheproduct service theCustomeriswillingtopayforthemandaredonerightthefirsttime必要步骤 改变产品或服务 客户愿意付钱 且第一次做好 Stepsthatareconsiderednon essentialtoproduceanddelivertheproductorservicetomeettheCustomer sneedsandrequirements CustomerIsnotwillingtopayforthesesteps 非必要步骤 并未改变产品或服务 客户不愿意付钱 Example Defectrework Value AddedWork增值工作 Wk C PP Z ModName 2000HoneywellInternational 14 DefiningValue If thecustomercaresaboutit客户关注 且愿为此买单 andwouldbewillingtopayforit ANDIf the thing goingthroughtheactivitychangesphysicallyAND行为改变了物件If itisdonerightthefirsttime一次作对 Wk C PP Z ModName 2000HoneywellInternational 15 TheValuestreamWasteelimination WhatisvalueSTREAM Thevaluestreamisallthestepsandprocessesrequiredtobringaspecificproductfromrawmaterialstofinishedproductinthehandsofthecustomer Analyzingtheentireflowofaproductwillalmostalwaysrevealenormousamountsofwasteandnonvalue addedsequences Itisasequenceofactionsthataddvaluetocreatethecustomers product Itincludesvalueandnonvalueaddedsteps informofvalueenablingsteps WhatisWASTE Wk C PP Z ModName 2000HoneywellInternational 16 FocusOnTheAdditionOfValue Asanexampleofdeterminingthevalueaddedcontentofaprocess examineafootballgame ElapsedTime 180MinutesRegulationTime 60MinutesValue AddedTime 140Playsx10Sec PlayTotalVAcontent 23MinutesValue Addedpercentageoftheprocess 12 Non valueaddedstepsreducespeedandprocesseffectiveness Nowthinkaboutyourproductionfromtheperspectiveofthe thing goingthroughtheprocess Doesitflowthroughtheprocessstepswithoutinterruption Howeffectiveistheprocessataddingvaluecomparedtooveralllead time Wk C PP Z ModName 2000HoneywellInternational 17 Wk C PP Z ModName 2000HoneywellInternational 18 Producingwhatisneeded whenitisneeded withtheminimumamountofmaterials equipment labor andspace Wk C PP Z ModName 2000HoneywellInternational 19 CRSreducedFY08vsFY09 1 05 to0 71 ShorterLT from28to21 canstilldecreasestock andachievebetterdeliverysecurity Forveryoldproducts wecanstillachievebigimprovement LikeBERYLL 9 PD NOTefficiencyincreasedmorethan30 15 PD Tosurviveinmoretoughersituation wehavetoachievebetterquality shorterLT higherefficiency lowercost Betterquality morecompetitivecost FY09 PDresult 9 55 Follow up Plan DoProject Diagnistics Preparation TONSUNLightingTeam Wk C PP Z ModName 2000HoneywellInternational 20 Waitingformaterialtoworkon等待材料 Temporarystorage临时库存 Carryingheavystuff搬运重物 Alotofreporting做很多报告 Transportingpartslongdistances远距离搬运产品 Componentsmissing元器件丢失 Defects缺陷 WatchingtheMachinerun看机器运行 Lokkingfortools找工具 Machinebreakdown机器坏 Movementininventory库存搬运 Countingparts数产品 Rework返工 Wastesaroundus Wk C PP Z ModName 2000HoneywellInternational TheSevenWaysWeWaste七大浪费 TIMWOOD Wk C PP Z ModName 2000HoneywellInternational 21 22 ExamplesOfWaste ExamineAllWastes Constraints AndCustomerIssuesToOptimizeAttack Wk C PP Z ModName 2000HoneywellInternational Layout distance 布局 距离远 Longset uptimes设机时间长Poormaintenance差的保养Poorworkmethods较差的作业方法Lackoftraining缺少培训Poorsupervisoryskills管理弱Ineffectivescheduling计划效果差Inconsistentperformancemeasures测量不一致Functionalorganization功能架构 Excessivecontrols管控太紧Noback up cross training无储备 多功能培训Unbalancedworkload工作量不均衡Nodecisionrules无决策Novisualcontrol无可视化管理Lackofworkplaceorganization工场混乱Supplierquality供应商品质Inconsistentsupplyofdetailparts来料品质不稳定 SourcesOfWaste浪费的源头 WasteIsSoOftenSoCloseInFrontOfUsThatWeDon tSeeIt WeMustLearnToSeeAndThinkSystematically AndFromANewPerspective 浪费就在我们眼前 但我们却视而不见 我们必须学会系统地 从新的角度 去发现浪费 Wk C PP Z ModName 2000HoneywellInternational 23 24 Defects incorrectdataentry不良 输入错误的数据Overproduction preparingextrareports reportsnotactedupon batchpractices过度生产 准备很多报表Transportation extrastepsintheprocess distancetraveled noco location运输 流程太多 长距离行走Waiting batchmethods choppyworkflow i e closings billings collections 等待 排队 盖章流程Inventory transactionsnotprocessed in andout baskets signaturecyclerooms库存 业务停滞 签署Motion extrasteps extradataentry informationnotatpoint of use动作浪费 步骤太多 太多数据输入 资料不是都有用Processing sign offsandapprovals toomanylayersinmanagement加工 签名批复 太多管理层Multiskilling Lessandless more Specialists hiredtodo normal jobs多技能 越来越少 很多 专家 在做简单的事 WasteInBusiness AdminProcesses业务 行政管理过程中的浪费 Wk C PP Z ModName 2000HoneywellInternational 25 UnderstandingAProcess Lean精益生产的思考 流程中的不同活动 THEACTIVITYOFTHEPRODUCT产品的活动 Whatishappeningtothe thing goingthroughtheprocess fromtheperspectiveofthatitem Whattasksareactuallyvalueadded HowlongIsthecycletime Whatpercentageofthatcycletimeiscomprisedofvalue addedactivity 从 物质 的角度看 流程中物质发生了什么变化 哪些是增值的 周期有多长 百分之几包含增值活动 THEACTIVITYOFTHEPERSON人员的活动 Fromtheperspectiveoftheperson whatpercentageofeffort ofthetotalavailableworktime isactualvalue added Wheredoesthepersonimpartvariation quality lead time etc intotheprocessandproduct 从人员的角度看 整个工作时间中 有多少是增值的 何时导致了流程和产品的变异 质量 周期 THEFLEXIBILITYOFTHEPROCESS流程的柔性 Whatisthetimerequiredto changeover fromdoingonetypeofworkorprojecttoanother Howoftenshouldchangeoveroccur Howcapableisthepersonandtheprocessofworkingamixtureofprojects products andvolume 从一种产品 切换 到另一种产品需要多长时间 切换的频率 在混合产品的生产中 员工和流程的能力如何 Wk C PP Z ModName 2000HoneywellInternational Thereare4activitiesthe product ofyourprocesscanbeengagedin transportation搬运80 world class Items1 2 and3arewaste item4iswherevalueisadded Whenthe product sits wearegeneratingwaste ThinkFLOW Whycan tyourprocessflow Nowyouareidentifyingsourcesofwaste 产品停下来就在产生浪费 让它流动起来 ourtendency 10 70 80 5 10 1 5 Note percentagesareofprocesslead time Product Activity 产品 的活动 Begintoconsideraprocessfromtheperspectiveofthe thing goingthroughtheprocess Wk C PP Z ModName 2000HoneywellInternational 26 99 NVA 1 VA Typicalnon valuetovalue addedratio 典型的非增值 增值比例 TheideashouldNOTbe buyafastermachine 不应总是想着 买更快的机器 Peoplearealreadybusy 我们够忙的了Wemustfocusontherealopportunity the99 NVA 我们更应关注99 的非增值部分 Focusonsystemicchangetoeliminatewaste 系统改变 消除浪费 Mostcompaniesgoafterthis 多数制造商这样做 andmaybegetthis 改善了这么多 ContinuousImprovementActivity持续的改善 Wk C PP Z ModName 2000HoneywellInternational 27 28 TypesofMaps ValueStreamMappingandProcessMappingaretechniquesthathelptovisualizeworkprocesses Bydoingso theyenableimprovementteamsandmanagerstoidentifyareasforstreamliningthework reducingdefectsandimprovingoperationsinmanyways BothtechniquesarevaluabletoolsforLeanManufacturing NosinglemaportechniquesuitseverypurposeandsituationweneedtolearnwheretouseValueStreamMappingandwheretouseProcessMapping ValueStreamMap ProcessFlowMap Wk C PP Z ModName 2000HoneywellInternational 29 TypesofMapsProcessMapping iseffectiveacrossawiderangeofsituationsandlevelsofdetail Processmappingisfundamental Itassumesnopre conceivedsetofarrangements toolsortechnique ValueStreamMapping isamorerecenttechniquedesignedspecificallyaroundtheToyotaversionofLeanManufacturing Thesetwoapproachesviewthesameworkfromdifferentperspectivesandondifferentlevels Eachhasaplaceintheimprovementofworkprocessesandtheattainmentofbusinessgoals Afactoryisenormouslycomplex Onlyvisualsconveyenoughinformationtounderstandtheprocesses relationships hiddenwasteandtime domainbehavior Visualizationbringsadeepunderstandingandleadstomajorbreakthroughsinproductivityandotherperformance Itleadstoconsensusonsystemicproblemsandremedies Whileafinishedprocessorvaluestreammapcommunicatesvaluableinformation themostimportantbenefitcomesfromitscreation Duringthemappingprocess whenproperlydone insightsgrow patternsshiftandconsensusbuilds Notonlydoesmappingleadtobetterprocesses itleadstoaconsensusthatenablesandenhancesimplementation Wk C PP Z ModName 2000HoneywellInternational 30 LeadTime23 5daysVATime3minutes ValueStreamPresentStateMap VSM Wk C PP Z ModName 2000HoneywellInternational 31 LeadTime4 5daysVATime3minutes ValueStreamfutureMap Wk C PP Z ModName 2000HoneywellInternational 32 Productioninacontinuousone pieceflow Wk C PP Z ModName 2000HoneywellInternational 33 Traditional Cutting Cutting Bending ShippingWarehouse Welding Receivingwarehouse Rawmaterial Storage Storage Storage Storage Storage Bending Pressing Packaging Totalcumulativeprocessingtime MinutesActualLeadtime Weeks Wk C PP Z ModName 2000HoneywellInternational 34 Lean Cutting Cutting Bending ShippingWarehouse Welding Rawmaterial Bending Pressing Packaging Totalcumulativeprocessingtime MinutesActualLeadtime Hoursor acoupleof daysThink Flow Wk C PP Z ModName 2000HoneywellInternational 35 Takttime TaktisaGermanwordandmeansamusicaltempoorbeat 来自德语 音乐的节拍 Itgivestherhythmtopullproduction 拉动生产的节奏 Vitalforbalancinginputs outputsandlabouruse 平衡输入 输出和劳动力 DailyNetWorktime DailyRequiredQuantity SalesDemand Takttime节拍时间 Wk C PP Z ModName 2000HoneywellInternational 36 Ifcapacityappearstobeinsufficient bottleneck oftenasingleoperationexceedsthetakttime 产能不够通常是某一个制程的时间超过节拍时间造成瓶颈Linebalancing akeyindustrialengineeringskill canhelpsolvetheproblem adjustingthetasksassignedtoeachoperator reconfiguringthelayoutofthelineorincreasingtheefficiencywithwhichthelimitingtaskcanbeperformedUnderstandingcycletimesisanimportantpartoflinebalancing Ifcycletimeforeveryoperationinthecompleteprocesscanbereducedtoequaltakttime productscanbemadeinone pieceflow 如每工序的作业时间缩减到节拍时间 就可以 单件流 生产了 TakttimeandLinebalancing节拍时间 线平衡 Wk C PP Z ModName 2000HoneywellInternational 37 Wk C PP Z ModName 2000HoneywellInternational Involvedandempoweredemployees 全员参与 激励机制Workstationsinorderofprocesses 按流程布局Manual visualperformanceboard 可视化One pieceflowprocessing 单件流Cross trainedworkers 多技能培训Compactlayout 布局紧凑Processingpacedtotakttime 以节拍时间流动Standardoperationsdefined 标准作业 LeanProcessCharacteristics Doesthisapplyonlytofactoryprocesses Businessprocesses Engineeringprocesses Wk C PP Z ModName 2000HoneywellInternational 38 39 Materialflow JITVSM Kanban Takt time Cont flow Leveling People Teams TQC Kaizen VMS SPS PDCA Ishikawa 5 why Machines TPM5S Jidoka Andon OEE SMED Poka Yoke LeanMethods Tools精益生产的方法 工具 Wk C PP Z ModName 2000HoneywellInternational Customer客户VOC需求Takt节拍时间QFD质量功能展开 JustInTime准时化生产 Buil