精益企业的原则

The Principles of Lean Enterprise精益企业的原则,Lean Overview精益制造概述,Make sure you have put your mobile to silent mode. We will begin shortly.请确定你的手机处于无声状态，我们很快要开始了。,The Principles of Lean Enterprise精益企业的原则,Trainer Introduction:Operation Excellence 精益制造部门 2006-Nov-22,Lean Enterprise 精益企业7 Wastes 7种浪费Key Concepts 主要概念Summary 总结,Agenda培训议程,Lean Enterprise精益企业,Lean represents the efficiency by which we turn customer interest into customer satisfaction.精益代表了效率，它是指我们把客户感兴趣的东西变成客户满意的产品的速度。,Definition（定义）:“A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement, by flowing the product at the pull of the customer demand”通过不断的提高，用一种系统的方法去识别及消除浪费(非价值增值活动)，在客户的需求拉动下，使产品生产过程充分流动起来。“A structured approach to common sense”,Lean Enterprise精益企业,History of Lean Enterprise精益企业的历史背景,The Four Pillars of Lean精益生产的4个支柱Value价值Flow流动Pull拉动Perfection尽善尽美These are applied in the context of an overall Value Stream在一个完全的价值流中，上面的四个支柱都被用到。,Lean Enterprise精益企业,Value Added价值增殖Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.)任何行为，改变了产品形态或增加了产品功能，就叫价值增殖。（也就是客户愿意付钱去买的东西）,Lean Enterprise精益企业,Non-Value Added (Waste)非价值增殖（浪费） Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, or reduced.)任何行为，没有改变产品形态、增加产品功能或不是必须的，就叫非价值增殖。（也就是客户不愿意付钱去买的东西）,Lean Enterprise精益企业,Value Added Vs. Non Value Added (Waste)价值增殖对比非价值增殖Typically 95% of Total Lead Time is NVA95%的生产提前期是非价值增值的。,RunTime,Order Processing, Waiting, Transportation, Storage, Set-up, Inspection, Rework, Stoppages, Machine Breakdowns,VA,NVA,Total Lead Time,Lean Enterprise精益企业,Lean Enterprise 精益企业7 Wastes 7种浪费Key Concepts 主要概念Summary 总结,Agenda培训议程,Overproduction过量生产,motion动作,Extra Processing多余的过程,Transportation物料移动,Inventory过量库存,Correction纠正错误,Waiting等待,7 Types of Waste 7 种浪费,Correction纠正Inspection and repair of material or product in inventory检查，修复库存中的材料或成品Causes of Defects引起缺陷的原因Poor process control, poor process quality很差的过程控制，及过程质量No or poorly planned equipment maintenance没有或者很差的过程维护Inadequate education/training/work instructions不足够的培训及工作指导。Product design产品设计Customer needs not understood没有充分理解客户需求,7 Types of Waste 7 种浪费,Overproduction过量生产Making more than is required by the next process比下道工序所要求的做的更多Making earlier than is required by the next process比下道工序所要求的做的更早Making faster than is required by the next process比下道工序所要求的做的更快Causes of Overproduction导致过量生产的原因Just-in-case Logic (Forecasting, Long Lead Time)以防后勤安排方面万一有需求（预测，长的提前期）Misuse of automation误用自动操作Long Process Set-up很长的换模过程Un level scheduling, unbalanced work load计划不均衡，工作负荷不平衡,7 Types of Waste 7 种浪费,Motion 动作Any movement of people or machines that does not add value to the product or service.任何对产品、服务不增加价值的人员、设备移动。Causes of Motion Waste引起移动浪费的原因Poor people/machine effectiveness人员设备效率低Inconsistent work methods工作方法不连贯Unfavorable facility or process layout工厂、工序布置不适宜Poor workplace organization and housekeeping5S没做好Extra “busy” movements while waiting在等待过程中做的多余的“忙”的动作,7 Types of Waste 7 种浪费,Material Movement 物料搬运Transporting parts and materials around the plant工厂内的零件及物料运输Causes of Transportation Waste导致搬运浪费的原因Poor plant layout 很差的工厂布局Poor understanding of the process flow for production对生产流程的理解不透彻Large batch sizes, long lead times, and large storage areas批量大，提前期长，很大的储藏区域,7 Types of Waste 7 种浪费,Waiting 等待Idle time created when waiting for?在等待过程中有闲置Causes of Waiting Waste 导致等待浪费的原因Unbalanced work load, unlevel scheduling不均衡的工作负荷，不均衡的计划Unplanned equipment downtime无计划的设备停机Long process set-up times 长的换型时间Insufficient availability of tools 工具配置不齐Upstream quality problems上道工序的质量问题Lack of information缺乏信息沟通,7 Types of Waste 7 种浪费,Inventory (Batch Processing)库存(成批处理)Any supply in excess of a one-piece flow through the manufacturing process在制造过程中超过单件流的一种物料供应方式Causes of excess Inventory过量库存的原因Just in case logic (Forecasting) 以防万一Long Process Set-up 换型时间长Unleveled scheduling, unbalanced workload 生产,工作负荷不均衡Poor Layout 很差的布局Reward system 激励机制,7 Types of Waste 7 种浪费,Extra Processing 多余的过程Effort that adds no value to the product or service from the customers viewpoint从客户的角度看没有给产品或服务增加价值的过程Causes of Processing Waste导致过程浪费的原因Product changes without process changes产品发生改变了而过程没有改变True customer requirements undefined 客户的真正需求没有被定义Poor process design (too many steps)很差的过程设计Lack of communication 缺乏沟通Unwilling to delegate authority 不愿授权Excessive or redundant information多余或不够的信息,7 Types of Waste 7 种浪费,Underutilized people 未被充分利用的人们The waste of not using peoples full abilities (mental, creative, physical, skill) .没有充分调动员工的潜能Causes of people waste导致人员浪费的原因Existing business culture 现存的不好的企业文化Poor hiring practices 雇佣经验不足Low or no investment in training and education培训教育方面投入太少Low pay, high turn over strategy低收入，高流动率的策略,8th Type Waste 第 8 种浪费,Putting “Lean to Work” 在工作中应用精益Standardized Work 工作标准化Workplace Organization and Visual Controls 5SQuality at the Source 从源头控制质量Workforce Practices 员工参与Quick Change Over and Batch Size Reduction 快速换型Pull/Kanban Replenishment Systems 拉动/看板系统Point of Use Storage 库存放在使用点Cellular/Flow Manufacturing 单元生产Total Productive Maintenance (TPM)全员维护Leveling, Management Timeframe and Takt Image 均衡生产，Takt生产节奏管理,Lean Enterprise精益企业,Workshop Simulation - #1模拟工厂 - #1,Traditional Batch Production Systems传统的批量生产系统,Lean Enterprise 精益企业7 Wastes 7种浪费Key Concepts 主要概念Summary 总结,Agenda培训议程,Value Stream Mapping价值流程图,5S,Workplace Organization工作场地组织A safe, clean, neat, arrangement of the workplace which provides a specific location for everything, and eliminates anything not required.一个安全、干净、整洁、有组织的工作场所，为每一件物品指定位置，并消除任何不需要的东西。,“A place for everything & everything in its place!”物有其所，物在其位。,5S,Work place Organization - the “5 Ss” 工作场地组织-5个SSort - what is not needed, sort through, then sort out; “When in doubt, throw it out!”整理-将工作场所中的物品区分为必要与不必要的，把不要的彻底清除。“当有疑问时，扔掉”Set In Order - what must be kept; make it visible and self-explanatory so everyone knows what goes where整顿 必要的东西分门别类依规定的位置放整齐，加一标示。,5S,Work place Organization - the “5 Ss” 工作场地组织-5个SShine - everything that remains. Clean equipment, tools and workplace清扫 清除工作场所内的脏污，并防止脏污的发生，保持工作场所干净亮丽。Standardize - Set standards. Make it more automatic标准化（清洁）- 将上述3S实施的做法制度化，规范化，并贯彻执行及维持。Sustain - requires discipline, stick to the rules and make them a habit人人养成好习惯，依规定行事。,Lean Enterprise,Standardized Work 工作标准化Operations safely carried out with all tasks organized in the best known sequence, and followed by all employees.所有的工作都被组织在一个很好的顺序里面，操作十分的安全，所有的员工都照此做事。Minimize variation in the process and product!最大限度的减少过程与产品的变差。,Examples of Standardization标准化的例子,At Home生活中Road signsMailing addressesMeasuring cupsRules for footballCooking recipesSpeed limits,At Work工作中Aisle and bay markersPlant addressesColor codingWork instructionsQuality standardsTakt and cycle times,Visual Control 目视管理,Simple signals that provide an immediate understanding of a situation or condition. They are efficient, self regulating, and worker managed.用一种简单的信号，对生产现场的情形状况“一目了然”。这是有效的自主管理的模式。Examples例子:Kan Ban cards看板卡Color coded dies, tools, pallets 模具，工具，卡板色标Lines on the floor to delineate storage areas, walk ways, work areas, etc.色带标识储存区，行走区，工作区And/on lights ANDON等Process Controls, procedures, etc. 过程控制，程序,Shape board形迹管理,Shape board形迹管理,Visual Controls目视管理,Visual Controls目视管理,Visual Controls目视管理,Visual Controls目视管理,Pull System 拉动系统,Pull Vs. Push Replenishment Systems拉动补给与推动补给的区别Push System 推动系统Resources are provided to the consumer based on forecasts or schedules.所有提供给客户的资源是基于预测或计划Pull System 拉动系统A method of controlling the flow of resources by replacing only what has been consumed.一种只把客户所消耗的资源补足的方法。,Pull System is a flexible and simple method of controlling/balancing the flow of resources.拉动系统是一种灵活而简单的控制/平衡物料流动的方法。Pull System consists of:拉动系统包括：Replenishment based on actual consumption根据实际消耗补给Low and well planned Inventories计划得很好的低库存Management by sight, improved communication目视管理改善了沟通,Pull System 拉动系统,Pull/Kanban 拉动/看板,Point of Use Storage 使用点储存Raw material is stored at workstation where used原材料放在所使用的工位附近Works best if vendor relationship permits frequent, on-time, small shipments如果供应商能够满足频繁，准时，小批量发运，那就最好。Simplifies physical inventory tracking, storage, and handling简化库存的追踪，存放及处理Minimize waste of Waiting, Transportation, Extra Processing with Point of Use Storage!通过使用点储存减少等待，运输，多余工序的浪费。,Pull/Kanban 拉动/看板,Point of Use Storage,Workshop Simulation #2模拟工厂 - #2,Pull/Kanban Production Systems看板拉动生产系统,Error Proofing质量预防,Quality at the Source在源头控制质量Operators must be given the means to perform inspection at the source, before they pass it along. 操作员要知道质量要求并检查后，才能把零件下传。 Samples or established standards are visible tools that can be used in the cell for such purposes. 样品或建立的标准文件可作为可视工具使用。Process Documentation defining quality inspection requirements for each work station may need to be developed.每个工位要有定义质量检查要求的过程文件Mistake proofing (Poka Yoke) is the ultimate goal质量预防是最终目标,Employee Involvement员工参与,Workforce Practices员工参与Teams 团队With rotation of highly specified jobs.工作轮岗Cross trained and multi-skilled employees交叉培训与多技能员工Who can work many operations within a cell and even operations in different cells可以在一个单元的不同岗位以及不同单元的工位操作Continuous improvement attitude不断改善的积极态度Encourage experimentation鼓励尝试Use of participatory decision making团队参与Quality Control Circles, team-based problem solving, suggestion systems, etc. 品质圈，团队解决问题，建议体系,SMED快速换型,Quick Changeover快速换型Changing over a process to produce a different product in the most efficient manner.用最有效率的方法从一种产品转换到生产另一种产品。Batch Size Reduction减小加工批量Batch sizes will determine inventory levels.批量大小决定库存水平SMED-Single Minutes Exchange DieSMED-单分钟内把模具换好,SMED快速换型,Cellular单元,Cellular/Flow Manufacturing 单元/流动制造The physical linking of manual and machine operations into the most efficient combinationto maximize value-added content while minimizing waste.同过布局的物理改变，把手工与设备操作按最有效的方式结合起来，以最大限度的较少浪费，增加价值增值内容。,Cellular/Flow Manufacturing & Line Balancing单元/流动制造与工位平衡,Cellular单元,Cell Example单元样板,Cellular/Flow Manufacturing单元/流动制造,Leveling均衡化,Lean Enterprises have significantly shorter management timeframes精益企业可以明显的缩短管理反应时间。Shorter timeframes provide greater flexibility and responsiveness更短的反应时间提供了更好的灵活性与反应速度。Lean Enterprises seek to “level” the volume and/or mix of business activities (e.g. sales)精益企业通过“均衡”及“混型”商业活动来保证生产的均衡性Leveling can greatly simplify the system均衡化可以很好的简化这个系统,Finished GoodsBuffer,Production Leveling is used to buffer customer demand variation and allow manufacturing to build to a stable quantity.生产均衡是通过一个缓冲器来吸收客户定单数量的变动，以使制造可按照一个稳定的数量来生产。,Leveling Production均衡生产,PM计划维护,Planned Maintenance is the total system of activities to ensure the proper operation of equipment. A good planned maintenance system is characterized by:Appropriate data analysis to predict and prevent unplanned failure.Equipment capable of producing a consistent, quality product at desired rate.Operators involved in the monitoring and care of equipment and the workplace.Quick response systems that supportimmediate repair of equipment.,TPM全员维护,Total Productive Maintenance (TPM)The proactive management of equipmentPreventive Maintenance (PM)计划维护Autonomous Maintenance (AM)自主维护Predictive Maintenance (PdM)预防性维护Productive Maintenance (Equipment Design)生产性维护（从设备的生命周期）Overall Equipment Effectiveness (OEE) a measure of equipment reliability综合设备效率 设备可靠性的测量手段Provide stable and predictable equipment!提供稳定的，状态清晰的设备,TPM is the practice of involving the production operator in the maintenance and improvement of their own equipment.TPM 是一种让生产员工对他自己管理的设备进行维护与提高的实践。Objectives of TPM TPM的目的Improve the overall availability of the equipment by eliminating the six major forms of production loss通过消除六个主要的生产损失来提高设备综合可利用率Breakdown loss坏机Setup and adjustment losses换型与调整Minor stoppage losses小停顿Speed losses速度损失Defects and rework废品与返工Startup/yield losses开机/产出损失,Cleaning, inspection and proper lubrication improves availability.,TPM全员维护,Day-by-the-Hour Example每小时生产状态板,Workshop Simulation #3 模拟工厂-#3,Cellular Production System单元生产系统,Implementation Success Factors成功推行的要素,Prepare and Motivate People人员配置，激励员工 Create common understanding of need to change to lean让所有的人理解变向精益的必需性Provide necessary training in lean concepts提供精益概念的基本培训Employee Involvement员工参与Involve employees throughout to identify the problems, and develop the solutions让员工积极参于-确定问题，找出解决方案Share information and manage expectations共享信息，共同实现期望,Atmosphere of Experimentation 敢于尝试的氛围Tolerate mistakes, have patience容忍错误，有耐心Execute pilot projects of concepts (e.g. kaizen events)尝试一些试点项目Instal