价值流程图分析PPT课件

1 价值流程图分析 ValueStreamMapping 2 定义 价值流 在生产服务过程中的一切活动 包括设计 生产和配送活动 价值流程图分析 VSM 使用文案工作使得人们能够清楚的看到和理解物质和信息的流动过程 这里的物质和信息流是在价值流过程当中按照产品制造和服务产生的固有方式流动 3 进行价值流程图分析的原因 创造一个从更高层次上审视整体效率的角度 不局限于单独的工作单元或部门 通过可视化三个流动过程寻找改进的机会 物质流产品流信息流识别精益生产改进工具和配置计划 持续改善 开发监督标准 4 进行价值流程图分析的原因 价值流程图分析能够 了解自己的位置 现状定位 改善的目标 未来定位 达到目标的方法 执行计划 价值流程图分析构成 6 Mostcompaniesstartatthetoollevel withnotiebacktoabusinessstrategy 一些企业导入精益生产失败的原因 MarkDeLuzio Danaher 7 价值流程图分析 现状 8 识别零件家族 First 生产环境类型 订货批量和频率定制化程度和订货结构典型的顾客订货周期其他 9 产品家族 一般地 制造一零部件的工作量的在一个家族中占到25 30 公式 最高价值 最低的价值 最高的价值例如 20 10 20 50 范围外 14 10 14 29 范围内 10 产品线的影响因素 产品线的大小和共享对净利润的贡献重要程度市场 优势 弱势 竞争技术 产品和流程发展潜力其他战略因素 11 价值流程图分析提示 采用通用的图标画图的目的是要将经过生产系统核心的流程之间的关系表示出来 不能陷入于画次要流程当中 合并几个价值流 有选择性的画出两个到三个关键的价值流 找出最长的流程计算总的生产时间 从靠近顾客的一端开始 回溯生产流程 12 图标 13 数据 流程名标准时间 C T 换模时间 C O 设备综合效率 OEE 其他可能用到的数据信息 包装容量废品率缓冲量 工作时间 休息除外 产品型号数量 价值流程图分析构成 谁是你的顾客 他们在哪里 Takt时间 顾客循环 16 TaktTime TotaldailyoperatingtimeTaktTime Totaldailycustomerrequirement Operatingtime 1shiftx8hours 2 20 min breaks 440mins day 在生产线的那个位置触发生产 同时我们做多少的工作 从顾客指令到生产指令需要多长时间 怎样计划生产 怎样处理顾客紧急订货 生产控制 18 供应商循环 首要问题 如何告知供应商应该生产什么 装什么产品 订货频率 怎样改变订货时间和订货内容 运输的时间和地点以及方式 公路 铁路 标准包装供应商注意到我们的库存量了吗 我们清楚供应商的库存吗 我们有供应商培训计划吗 19 制造循环 换模时间 每个流程机器数量 WIP质量流程浪费两个流程之间的距离生产柔性 20 信息流 生产和采购指令的下达 给谁频率产生流程购买指令的产生和修正 MRP管理那部分生产循环 21 VSM现状 前导期时间数据柱状图 前导期时间数据获得生产前导时间获得生产加工时间 标准时间 将关键路径上的生产前导时间相加增值比率为总生产加工时间除以总前导时间 22 VSM现状 前导期时间数据柱状图 标准时间 CT 8Days 4Hrs 4Days LeadTimeTotal 12Days 4Hrs CTTotal 1Hr 增值时间 yes no 23 LeadTimeDataBar MonthlyOrders 30Days 880 Op1C 1Day CT 1 6min CT 0 9min CT 0 9min CT 1 2min Total 57DaysTotal 1Hr 44 9Min TaktTime 440min 44 10min unit Bi Monthly MRP CT 60min CT 40 3min Op2C 2Days Op3C 2Days Op4 1Day Op5 5Days Op6 1Day 45Days VSM现状 前导期时间数据柱状图 Op1B 6Day CT 2 6min CT 2 4min Op2B 3Days Op3B 30Days Op1A 10Day CT 3 1min CT 1 0min Op2A 2Days Op3A 20Days 4Days 5Days CT 0 6min CT 0 5min LeadTime 37Days LeadTime 43Days LeadTime 50Days CriticalPath 前导时间数据柱状图如果有平行的流程每一个流程构成有一个时间数据柱状图识别流程顺序 找出关键路径用关键路径画流程图 VSM现状识别机会 25 VSM第一步 走完全部流程 26 收集数据 27 贴到墙上 28 完成现状图 29 价值流程图分析 现状 ControlWire Canning ResistorWire PowerWire C T 85 ProductionControl Scheduling Engineering Vista Purchasing Daily SteelShop ModCenter 5Days FinalAss y Test C T 85 C T 180 3Days Ship 7Days 90Min 2Days 85Min 15Days 85Min 180Min ChillerMan AS400 7Days Daily C T 90 15Days 2Days E Connect 3Days 30 计算OEE ThisisWorldClassOEE Availability 90 OEE 0 90 0 95 0 999 85 OEE Availability Performance Quality PerformanceEfficiency 95 Quality 99 9 31 价值流程图分析 未来 32 未来的状况 当前的顾客反应时间 是什么让顾客眼睛一亮接受订单后进行生产 收益是什么 供应商的柔性和工厂的柔性消除浪费的有限顺序 33 StreamlineaProcess Tips DividetheFutureStateMapintothethreeprocessloops customer supplier manufacturing Toimprove whatELSToolapplies Kaizen burst thesetoolsintheFutureStateMap Startattheendoftheprocessesandmoveupstreamtoanalyzewhichstepsmaybecombinedoreliminatedtoreducecycletimeandleadtime Flowwhereyoucan pullwhereyoucan t Thinkparallel notlinear AddaPacemakerprocessthatsetsthepaceforallupstreamprocesses UseSixSigmatoreducesourcesofvariation 34 2 CombineProcessSteps TheoryofOne TheVSMteamneedstoquestionwhyprocessescannotbedoneinoneactivitybyonepersoninoneplace orevenbetter atonetimewithnohumanintervention Theteamshouldbe reluctant inaddingactivitiesandresourcestotheprocess Whenyoudesignaprocesssoonepersoncanmovethroughitandefficientlyperformalltheworkelements youautomaticallydesignaprocessthat AvoidsisolatedislandsofactivityMinimizesmaterialandinformation documents betweenprocessesEliminatesexcessivewalkingReducescycleandtotalleadtime 35 3 ContinuousFlowBuildsSpeed BatchProcessing ContinuousFlowProcessing 36 4 ThinkParallel NotLinear 1 First compressasequenceofprocessstepsintocontinuousflow Fromthis 2 Then putcontinuousflowprocessstepsinparallel Fromthis Tothis 37 5 AddaPacemakerLoop 38 5 PacemakerLoop cont d Leanrule of thumbistoscheduleonlyonepointinthevaluestream Thispointiscalledthepacemaker Thisisthemostdownstream continuousflowprocessinthefuturestatemap Materialcontinuouslyflowsdownstreamfromthispointtofinishedgoodswithnosupermarketsorpulls FIFOlanes First in first out arecommonlyused theydonotholdinventory Beforethepacemakerwepullfromsharedresources Tocreateapacemaker wededicateequipmenttoformacellorlinebalancedtoTAKTtime 39 Processefficiencycanbeimprovedbyeliminatingwasteassociatedwithaddingsparecapacityandcontingencyintoprocessesthatservetocushionuncertainty variation 6 ReduceSourcesOfVariation 40 6 ReduceSourcesofVariation cont d Variation SixSigma 41 Re designaProcess CleanSheet Re designingaprocessforaFutureStateMaprequiresparticipantswhocanstepbackandlookattheprocesswithafreshsetofeyes And askthemselves howtheywoulddesignthisprocessifithadnorestrictions Theyneedtobevisionary system levelthinkersthatcanseethetotalflowasitcutsacrossfunctionalboundaries Mostoften thesearemanagementtype withnodirectconnectionwiththecurrentprocess 42 ChecklistForEvaluatingaProcessRe design AlternativeScenariosHaveBeenGeneratedthat Challengedthestatusquo Brokerules Disruptedorganizationalboundaries Challengedallassumptions ChallengedallconstraintsNote Whenyougenerateideas separategenerationfromevaluation Ifyoutrytodobothactivitiesatonce youwon tdoeitheronewell ProcessRe designHasBeenDevelopedthat Equalorexceedcompetitors capabilities Combinedseveraljobsintoone Locatedandsequencedworkforcontinuousflow pull Reducedredundantapprovals Reducedthenumberofhand offs UsedITtoimprovespeed 43 FutureCustomerLoopQuestions WhatistheaverageTaktTime Canwelevelthecustomerorders sothatwehavealeveleddemand Canwelevelbyquantityofvolumeorproducttype Howmuchinventoryisthecustomeraskingustoholdinfinishedgoodsandhowmuchinventoryisthecustomergoingtohold Shouldwebuildtostockorbuildtoorder Ifwebuildtostock isitlocatedinfinishedgoodsorworkinprocess 44 FutureState ProductionControl Atwhatsinglepointintheproductionchaindowetriggerproduction Howmuchworkdowereleaseatonetime Howdowephysicallytriggerproductionatthetriggerpoint Howdowelevelthecustomersorderssothatproductionvolumecanbeplannedtorunsmoothly 45 FutureState InformationFlow TakeafreshlookatTheinformationtype amount routes modeoftransfer timeliness etc SimplificationopportunitiesReducethenumberofinformationprocessingpoints especiallymanual IdentifychronicdelaysandremovethemUseelectronicmeanseverywherepossibleEvaluatethehardwaresoftwaretoolsbeingusedandoptionsTakeonebiteatatime thisisanelephant 46 FutureSupplierLoopQuestions Howcanweget100 ofrequestedorders Canwegetsmallfrequentshipments Howwillweremovealldelayinsuppliersreceivingourordersassoonasthedemandisrecognized Canwescheduletruckshipmentsfrequently leveledandmakethempredictable Dowehaveasupplierleantrainingprogram Howcanwegetmoneybackfromoursuppliersinsteadofpayingmoreforoursupplies 47 FutureManufacturingLoopQuestions Whatisourtotalleadtimefrombeginningtotheendofourprocessifwestartanewproduct Wherecanwecontinuouslyflowmaterialandwheredowehavetouseasupermarketorcontrolledmaterialstore WhereisthePacemakerprocess Wherearethebottlenecksandflowconstraints Mustwerightsizeorredesignequipmentforflowandquickchangeovers DowehavequalityproblemsforaSixSigmaproject Haveweusedmostoftheleantools Standardizedwork continuousflow TPM errorproofing 5S setupreduction pullsystem 48 MRP BuyerLT 10days WH1 Prod 102DaysAFT 180Days 300WorkOrders 300PickLists OLC Mktg SMART AFT Forecast ManualPO s AXCELIS LT 57daysVA 11days SIOPMonthly Promises SO s SO s LTInfo Promises EquipmentRequirements 6000LI s mo 49 MRP WebInterface VA 1day OLCWebInterface Mktg Forecast Forecast Forecast Forecast Forecast SMART SIOP Daily Daily FinishedGoods AXCELIS LT 26daysVA 11Days 10days 1a 1b 2b 2a 3 50 ValueStreamMapping CurrentStatewithKaizenBurst FromtheKaizenopportunitiesidentifiedintheCurrentState FutureStatewillreduceCycleTimeby27 andTotalLeadtimeby45 51 Bymockingupthephysicallayoutofthecell yousolveissuesthatmaycomeuppriortopresentingtheactuallayouttotheshopfloor 52 Body LDPlungr Daily Manual UltraSonicWashDTToDetermine BforODGrindDtoPre Gage 53 ValueStreamMapProductLine WIP Pieces FinishLine Plate Ship 10XMonth ProductionControl HeatTreat Form XMonth 10 OEM Demand11 000pc day22 5hr days500pc hrtakt 30dayforecast5dayfirmadjustments DailyShipOrders DailyPriorities DailyPriorities SteelSuppliers WIP Pieces 44 000 11 000 WIP Pieces 44 000 WIP Pieces 22 200 2days 4days 1days 4days CT 1800ACT 1494PLT 2sec CT 1000ACT 760PLT 36000 CT 575ACT 500PLT 3600 CT 1200ACT 1080PLT 3600 TLT 11daysTPLT 43 200VAR 4 8 16weekforecasts MaterialReleaseOrders 54 ValueStreamMapProductLine WIP Pieces FinishLine Plate Ship 10XMonth ProductionControl HeatTreat Form XMonth 10 OEM Demand11 000pc day22 5hr days500pc hrtakt 30dayforecast5dayfirmadjustments DailyShipOrders DailyPriorities DailyPriorities SteelSuppliers WIP Pieces 44 000 11 000 WIP Pieces 44 000 WIP Pieces 22 200 2days 4days 1days 4days CT 1800ACT 1494PLT 2sec CT 1000ACT 760PLT 36000 CT 575ACT 500PLT 3600 CT 1200ACT 1080PLT 3600 TLT 11daysTPLT 43 200VAR 4 8 16weekforecasts MaterialReleaseOrders PullSystemSRM SetupReduction SetupReduction 6SigmaTPM PullSystemCFM NOTTHELOWESTOEEBUTTHEBIGGESTPROBLEM 55 ValueStreamMapDetail EAMO WIP Pieces FinishLine Plate Ship 10XMonth ProductionControl HeatTreat Form XMonth 10 OEM Demand11 000pc day22 5hr days500pc hrtakt 30dayforecast5dayfirmadjustments DailyShipOrders DailyPriorities DailyPriorities SteelSuppliers WIP Pieces 44 000 11 000 WIP Pieces 44 000 WIP Pieces 22 200 16weekforecasts MaterialReleaseOrders Finishlineconsistsofsevenmachinesamoredetailedmapisneededtoanalyzetheimprovementopportunities 56 ValueStreamMapFinishLine 4XShift ProductionControl Hone Xshift 12 Plate Pack Demand1 000pc day22 5hr days81sec pctakt 60dayforecast2weekfirmadjustments DailyShipOrders RoughEnd WIP Pieces 1 000 Daily MaterialReleaseOrders Face Drill WIP Pieces 1 000 ID OD WIP Pieces 1 000 Groove WIP Pieces 1 000 WIP Pieces 1 000 WIP Pieces 44 000 90Hours 1Hour 1Hour 1Hour 1Hour 1Hour TLT 5HoursPTL 39secVAR 0 2167 CT 1 000ACT 870 CT 750ACT 570 CT 580ACT 516 CT 600ACT 510 CT 555ACT 500 CT 550ACT 511 57 4XShift ProductionControl Hone Xshift 12 Plate Pack Demand1 000pc day22 5hr days81sec pctakt 60dayforecast2weekfirmadjustments DailyShipOrders RoughEnd WIP Pieces 1 000 Daily MaterialReleaseOrders Face Drill WIP Pieces 1 000 ID OD WIP Pieces 1 000 Groove WIP Pieces 1 000 WIP Pieces 1 000 WIP Pieces 44 000 90Hours 1Hour 1Hour 1Hour 1Hour 1Hour TLT 5HoursPTL 39secVAR 0 2167 CT 1 000ACT 870 CT 750ACT 570 CT 580ACT 516 CT 600ACT 510 CT 555ACT 500 CT 550ACT 511 6Sigma 6Sigma TPM6sigma PullSystemCFM TPM6sigma 6Sigmaisusedforvariationreduction ValueStreamMapFinishLine EAMO 58 ValueStreamMappingImplementationPlan 59 So WeHaveAMap NowWhat Havingasetofmapsispointlessifyoudon tgoanywhere AnLSPractitioner 60 ValueStreamMapping LeanOverview CurrentStateMap LeanTools FutureStateMap ImplementationPlan 61 PrioritizetheKaizen Bursts ontheFutureStateMap ObtaininputofALLthestakeholdersAllfunctions alllevels allconcernedshopflooremployeesDiscussandestimatethebenefitsandimplementationcostsofalltheopportunitiesConsiderthenecessaryskillsandavailabilityofpotentialresourcesConsidertheplantmanagement sthoughtsontheidentifiedopportunitiesPrioritizebasedonconsensus 62 PrioritizetheLeanToolsOpportunityforImprovement ContinuousFlow PullSystem ErrorProofing Other Scale 1to5 1lowest 5highest 63 IdentifyTopThreeGoalsbyLoop 64 DevelopPlansforEachKaizenOpportunity EachplanmustincludeProjectscope strategyWorkbreakdownstructure WBS Activitylistinlogicalorder requireddurationsanddependenciesResourcerequirements man materialandmoney RiskanalysisTrainingneedsandplansPerformancemeasurestobeimpacted andgoalsCommunicationplanLevelofdetailsshouldbeproportionaltothescopeandbenefits 65 EachOpportunityPlanIsaPROJECT Projectattributes HavedefiniteandmeasurablestartandenddatesAccomplishaspecificscopeofworkaccordingtoaplanAredefinedbydiscreteactivitieswhicharerelatedtoeachotherandlinkedtogetherovertheprojectlifecycleConsumeresources people time money machines facilities materialsProducetangibledeliverablesaccordingtocustomerrequirementsExistinaconstrainedresourceenvironmentTheyEND 66 DevelopaCombinedKaizenPlan DevelopplansforimplementationofeachindividualkaizenopportunityStartwithafewatthetop ifnumberofopportunitiesislargeDivideinphases ifappropriatePuttogetheralltheplansonatimelineandadduptheresourcerequirementsforeachfiniteperiod sayweek ComparewiththeavailableresourcesEvaluatestretchingoptionsMovetheKaizenprojectsupordownonthetimelinetoaccommodatecriticalresourcesCreatealistoftrainingneeds thatincludes theELStools andothersasnecessary trainees andtiming 67 ImplementationPlan AddtothecombinedKaizenopportunityplanPreparationsrequiredMakingtheman materials machinesandmoneyavailableAnnouncementandkick offMonitoringprocessReviews frequency participants ownershipReporting format frequency audience ownershipCommunicationprocessandplansRecognition celebrationprocesses 68 ImplementationPlan Sample 69 TypicalFinancialMeasures ProfitsGrossProfitManufacturingProfitNetProfit BottomLine EBITDA ProfitBeforeInterest Tax Depreciation Amortization Sales TopLine Gross NetSalesSalesperemployeeCapitalInvestmentInventorySalesPlant Equipment ProductivitySalesPerEmployeeMaterialAs ofSalesQualityCostofQualityScrap ReworkWarranty or ofSalesCostReductionsMaterialCostReductionsManufacturingCostReductions 70 CommonPlantPerformanceMeasures LeadTimeCustomerLeadTimeManufacturingLeadTimeDeliveryOn timetoScheduleOn timetoDemandSuppliersNumberofSuppliersSupplierOn timeDeliverySupplierQualityInventoryTotalDOH WIP FinishedGoodsReceivablesProductivityUnits Man hour QualityProcessYield PPM CustomerPPMRolledThroughputYieldCostofNon conformanceScrap Rework WarrantyCycleTimeProcessingCycleTimeSetupTimeMaintenanceDowntimeDistanceDistanceTraveled PartsDistanceTraveled OperatorFloorSpaceOverallEquipmentEffectivenessNumberofAccidents Injuries 71 ExampleofMetrics Current Future 72 IncentivestoImplementaPlan SenseofurgencyFocusedpriorit