new gom5-lean production(ppt 36页).ppt

GOM5,ManufacturingOperationsTheLeanApproach,地域发展策略5,生产运营精益方法,LeanApproach,Whatisleanproduction?ContrastingwithCraftsandMassproductions:ThecraftproduceruseshighlyskilledworkersandsimplebutflexibletoolstomakeexactlywhattheconsumerasksforoneitematatimeThemassproduction(developedatthebeginningofthe20thcentury)usesnarrowlyskilledprofessionalstodesignproductsmadebyunskilledorsemiskilledworkerstendingexpensive,single-purposemachines.Thesechurnoutstandardizedproductsinveryhighvolume.Theleanproducercombinestheadvantagesofcraftandmassproduction,whileavoidingthehighcostoftheformerandtherigidityofthelatter.Towardthisend,leanproducersemployteamsofmultiskilledworkersatalllevelsoftheorganizationandusehighlyflexible,increasinglyautomatedmachinestoproducevolumesofproductsinenormousvariety,精益方法,什么是精益生产?与手工艺生产和批量生产相比:手工艺生产者雇佣技术相当熟练的工人,使用简单但灵活的工具完全按照消费者的需要来生产一次一件。批量生产(在20世纪初期得到发展)雇佣拥有专门技术的专业人员来设计产品，由非熟练工或半熟练工操作价格不菲的专用机器来制造产品.这就机械地生产出大量的标准化产品。精益生产者把手工艺生产和批量生产的优点结合在一起，同时避免前者的高成本和后者的呆板。为了实现这一目的，精益生产者在机构各级雇佣拥有复合技能的工人，使用高度灵活、自动化程度日益提高的机器进行生产，产品数量巨大、品种多样。,LeanApproach,Threeerasofmotorcarproduction,精益方法汽车生产的三个时期,LeanApproach,LeanThinking:FiveprinciplesPreciselyspecifyvaluebyspecificproductIdentifythevaluestreamforeachproductMakevalueflowwithoutinterruptionsLetthecustomerpullvaluefromtheproducerPursueperfectionLeanThinkingversusInherentProblemsinMassproductionOncemarketsbecamesaturatedtheinherentlimitationsofMPbegantosurface.Longleadtimesmeanallproductiondecisionsarebasedonforecastsratherthancustomerorders.Forecastsalongtimeoutarenotoriouslyunreliable,leadingtotoomuchstockofthewrongproductsandlongreplenishmentcyclesforthecriticalmissingproducts.Saleshavetobemadefromstock,whichmayneeddiscountingtoshiftinthemarketplace.Anditistheeventualdisposaloftheseproductsthatinturnformsthebasisforthenextroundofforecastsandproductiondecisions.,精益方法,精益思想:五大原则通过特定产品定义价值确认每件产品的价值流使价值不间断流动让消费者从生产者处获取价值追求完美精益思考与批量生产中的固有问题一旦市场饱和，批量生产的固有局限性就会暴露出来。交付周期长意味着全部的生产决策都是以预测而不是客户订单为基础的。对很久以后的事进行预测是明显靠不住的，会导致库存大量不适当产品，严重脱销的产品的补偿周期也会变长，因此不得不销售库存货物，而要扭转市场就需要进行贴现。这是对这些商品的最终处理，反过来又成为下一个预测和生产决策周期的基础。,LeanApproach,SakichiToyodaandhissonKiichiro(30s)startedtoworkonwhatlaterbecameTPS:Automaticmachineandlinestoppingwheneveramistakeismadesonobadpartswillbepassedforwardtointerruptdownstreamflow(Jidoka)Apullsystemsothatonlypartsactuallyneededaremade(JIT)Levelingtheworkloadinamixedmodelproductionflow(Heijunka)TaiichiOhnoDeterminedtoovercomealltheobstaclestoproducingarangeofproductsinlowvolumes,usingsimpleequipmentlaidoutinprocesssequence.TPSfocusedondramaticallycompressingtimetosqueezeoutMuda,improvequalityandonlymakejustwhattheycustomerordered.By1990benchmarkingstudieshadidentifiedleanproductionastheunderlyingreasonforthesuperiorcompetitivenessofJapanesecarmakers,andToyotainparticular,精益方法,当有错误发生的时候,机器和生产线会自动停下来,这样产品不合格的部分不会传到下面而影响下游流水线的工作.(自动化)一个牵引系统，所以只有真正符合需要的零部件得以生产（准时制）在一个混合生产流程模式中对工作量进行水准测量(平准化)大野耐一运用程序序列中安排的简单设备，决心克服小批量生产一系列产品的所有障碍。TPS着力于通过极大地压缩时间来剔除浪费、提高质量并且仅生产客户所需产品。到1990年，基准研究已经把精益生产确定为日本汽车制造商特别是丰田汽车之所以具有竞争优势的潜在原因。,TheSevenWastesoftheTPS,的七种浪费,TotalCostAnalysis:fromCost+Profit=SellingPricetoSellingPriceCost=Profit,Anexampleoftotaloperationalcostevaluation(price+qualityperformance+Logisticalperformance)Merli1991,生产总成本分析：从成本+利润=销售价格到销售价格-成本=利润,总运作成本评估例示(价格+质量性能+物流性能)梅利1991,LeanProduction,FourKeyElementsinToyotaWayFlowTakt:PurchasingrateorPaceAssumeacompanyworks20daysamonthand7hourand20minutesaday(440minutes)andassumecustomerpurchase17,600piecesamonth.Howmanypiecesshouldbeproduced?PullDifferencebetweenpushandpull:exampleofpurchasingeggs,milkandbutter.Supermarketrule:pushorpull?HeijunkaMuda,Muri(overburdened)andMura(lostbalance)TemporarystopforcheckupRussScaffede,精益生产,丰田生产方式中的四个关键因素流程需求率:购买率或购买速度假设一个公司每个月工作20天,每天工作7小时20分钟(440分钟),假设客户一个月购买17,600件,应该生产多少件产品?拉动对动和拉动的区别:例子:鸡蛋,牛奶和黄油的购买超市规则:推动还是拉动?平均化浪费,超负荷和失衡及时停止检验罗斯斯卡菲德,LeanProduction,FinishedStorage,RawMaterial,1,2,3,4,5,6,7,8,9,10,20,19,18,17,16,15,14,13,12,11,PartsFlowDrillTapTapDrillMill,Workerspattern,SchematicofLargeMultimachineManningCrankshaftLine,Mazda:machining,from11downto4people,withthesameoutputandproductivitysimprovementof175%.Yanmar:machining,from12downto4people,withproductivitysimprovementof200%,Grindgrindtemperquenchbrooch,精益生产,完工产品储存,原料,1,2,3,4,5,6,7,8,9,10,20,19,18,17,16,15,14,13,12,11,部分流程钻孔敲打敲打钻孔碾磨,工人的模式,大型的多机型机轴生产线人员配备示意图,马自达:加工从11人减少到四人,保持相同的产出,生产率提高了175%.:洋马:加工从14人减少到4人,生产率提高了200%.,碾磨碾磨回火淬火弯曲,LeanProduction,BicyclePlantLayoutandFlow,Tubestockstorage,Tubecutting,Deburr,Tubemiter,FinishedStoresAndshipping,ComponentPartsstorage,FramePartsStorage,Framewelding,Tubebend,Finalassembly,Framestorage,Framepaint,Framewash,精益生产,自行车厂规划和流程图,无缝管存储,管材切割,去毛刺,钢管斜接,成品存储与装运,零部件存储,车架零件存储,车架焊接,管材弯曲,最后组装,车架存储,车架喷漆,车架清洗,LeanBicyclePlantLayoutandFlow,Bend,Weld,Miter,Deburr,Cut,Wash,Paint,Assemble,Tubestockandparts,Bend,Bend,Weld,Weld,Miter,Miter,Wash,Wash,Deburr,Deburr,Paint,Paint,Cut,Cut,Assemble,Assemble,Ship,Steelbikecell,Aluminumbikecell,Titaniumbikecell,精益生产,精益自行车厂规划和流程图,弯曲,焊接,斜接,去毛刺,切割,清洗,上漆,组装,无缝管和零件,弯曲,弯曲,焊接,焊接,斜接,斜接,清洗,清洗,去毛刺,去毛刺,上漆,上漆,切割,切割,组装,组装,装运,钢架自行车,铝架自行车,肽架自行车,SeniorManagementSteeringGroup,LeanChampion,LeanActionTeamsIn-companyandInter-company,DemandSmoothing,InventoryReduction,QualityImprovement,DevelopLeanvalueStreamtoProductA,DevelopLeanvalueStreamstoCustomerA,UnderstandLeanSupplyAuthorizetheLeanVisionAuthorizeImprovementDeveloptheLeanVisionCo-ordinateActivitiesDevelopLeanKnowledgeMapProcessesEliminateWaste,ExamplesofPossibleprojects,Thethree-tierstructureforleantransformation,精益组织,高级管理掌舵团体,精益拥护者,精益行动团队公司内和公司间,稳定需求,减少库存,质量改善,为产品A发展精益质量流,为客户A发展精益质量流,理解精益供给核定精益远景认可改良发展精益远景协作活动发展精益知识规划流程消除浪费,可能项目示例,精益转型的三层结构,LeanOrganization,PerformsixmajorImprovementactivities/month,Formproductteamswithinsixmonths,Formleanenterprisewithinoneyear,IdentifyValuebyproductIntroducecontinuousflow&pullDramaticallyimprovequality,Productlinereorganization,Improvementfunctionteam,ProductfamilyAteam,ProductfamilyBteamProductfamilyCteam,ProductfamilyDteamProductfamilyEteam,Selectedprojects,Objectives,Improvementtargets,TargetDollarresults(currentyear),LeanPolicyDeploymentMatrix,精益组织,每月进行六大改良活动,在六个月内成立产品团队,在一年内建立精益企业,通过产品确定价值引进持续的流动和拉动力显著提高质量,重组生产线,改良功能团队,产品系列A团队,产品系列B团队产品系列C团队,产品系列D团队产品系列E团队,选择的项目,目的,改进目标,目标以美圆结算(本年度),精益政策发展矩阵,LeanOrganizationTIMEFRAMEFORTHELEANLEAP,精益组织精益飞跃时间表,LeanEnterprise,TheLeanEnterpriseTheobjectives:Correctlyspecifyvalueforthecustomer,avoidingthenormaltendencyforeachfirmalongthestreamtodefinevaluedifferentlytofavoritsownroleinprovidingitThemechanism:aconferenceofallthefirmsalongthestream,assistedbytechnicalstafffrom“leanfunctions”intheparticipatingfirms,toperiodicallyconductrapidanalysesandthentotakefast-strikeimprovementactions.EndingtheIndustrialColdWar:Jointlyanalyzingeveryactionneededtodevelop,order,andproduceagoodorservicemakeseveryfirmscoststransparent.FiveWhyAnalyticalMethod,精益企业,精益企业目标：为客户正确地定义价值，避免价值流里的各家公司为了自己的利益而对价值有不同定义的惯常趋势。机制：价值流牵涉到的所有公司进行会议，由与会公司“精益机能”的技术员工支持，定期进行快速分析，从而尽快采取改善行动结束工业冷战：对开发、订购和生产每件产品或服务的每个行为进行联合分析，使每家公司的成本透明化。,ProductFlowinacellularplant一个缩微工厂中的产品流,OnePieceFlowProductioninaCellularLayoutsignificantlyreducestransportation,inventory,andwaitingtimewhileimprovingquality,delivery,andcosts.在缩微型布置中的单件生产流显著地减少运输、库存、等待时间，同时改善质量、供货和成本,BenefitsofOnePieceFlow单件流的好处,Lowerleadtimes更少的生产准备时间Betterproductdistribution更好的产品分配Lowerscrapandrework更少的费品和返修工作Schedulingismadeeasier计划安排更简便Betterut