精益生产之普通拉系统generic pull system(中英文对照)

Generic Pull System,Definition of Generic Pull Best Practice Case ExamplesHow to Determine Generic Pull LevelsExercise Antenna Simulation,RD010402,普通拉系统,定义普通拉系统的最佳实践 案例举例如何去决定普通拉水准练习天线模拟,RD010402,3,Lean Six Sigma Improvement Process Road Map,Analyze,Control,Improve,DefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDF,MeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability Analysis,AnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical Xs,ImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot Solution,ControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation Opportunities,Measure,Define,Project ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad Charts,Process MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&R,Cp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEA,BrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt Charts,Check SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-Yoke,Revised 1-12-02,4,Learning Objectives,Understand the best practice definitionHow to apply this best practice in various environmentsAble to determine the levels of inventory using the five stepsDemonstrate this best practice through exercises and simulation,5,课程目的,理解最佳实践的定义如何在多变的环境中应用这个最佳实践能够去决定库存的水平用5个步骤通过练习和模拟来示范这一最佳实践,6,Whats in It for Me?,Understand the reason for this tool in different environmentsHow to use this tool for potential black belt projects,7,我学到了什么?,理解在不同环境中使用这个工具的原因对于黑带潜在项目如何去使用这个工具,8,Generic Pull Systems,Generic Pull Systems limit the amount of Work-In-Process inventory in order to control cycle time.,9,普通拉系统,普通拉系统为了控制周转时间限制了制程库存的数量（ Work-In-Process ）.,10,Generic Pull System Defined,Definition:A Generic Pull System establishes a WIP cap on the amount of inventory within a predefined physical work area (set of workstations) or process. To maintain the WIP cap, exits from the process trigger starts into the process.,Establishing WIP cap is the key to cycle time reduction!,11,普通拉系统的定义,定义:一个普通拉系统是在一个预先确定的物理工作区域（工作站）或流程中，在存货金额上建立了一个WIP cap. 来维护 WIP cap, 从流程中的“出口” （exits）来触发进入流程的“出发”（Starts).,建立WIP cap 是降低周转时间的关键,12,When to Use Generic Pull,AlwaysGeneric Pull systems can be used in any of the following manufacturing/transactional environments:Repetitive process/repetitive productSimilar products/parts run within same process flowExample: Automotive assembly line, customer order processingRepetitive process/non-repetitive productDissimilar products/parts run within same process flowExample: Build to order printed circuit board manufacturer, customer complaint processingNon-repetitive process/non-repetitive productDissimilar products/parts run within a dissimilar process flowExample: Machine model/prototype shop, NPI processesGeneric Pull systems should always be used when a replenishment pull system is implemented,13,何时使用普通拉系统,永远普通拉系统可以被使用在下列任何制造/事务处理的环境中:重复的流程/重复的产品类似的产品/零件在同一个流程中运行例如: 汽车的组装线, 客户定单流程重复的流程/不重复的产品不同的产品/零件在同一个流程中运行例如: 根据定单定制的电路板制造商, 客户投诉流程不重复的流程/不重复的产品不重复的产品/零件在不同的流程里运行例如: 机器模型/原型制作车间, NPI流程当补充拉系统被实施时，普通拉系统将永远被使用,14,When flying from DFW to OHare, we often wind up waiting on the ground due to “flow control.” Since OHare is overloaded, air traffic control keeps us in Dallas until the congestion over OHare clears, versus getting there and circling Chicago. Either way, we end up late. However, using the “flow control” (fixed WIP) method, we use less fuel and reduce the risk of an accident. In addition, we keep our options open (such as re-routing if the weather becomes too bad).,In a pull system, maintaining a “fixed WIP” keeps work orders in paper form as long as possible. This provides the greatest flexibility to schedule/engineering changes. In addition, low WIP means a faster cycle time, which increases the probability releases are based on actual customer orders versus forecast.,“Fixed WIP” Improves Flexibility,15,当航班从 DFW 到 OHare, 我们通常由于“流控制”而在地面上紧张的等待。因为OHare机场超负荷了, 空中交通控制要求我们在达拉斯等待，直到OHare 的堵塞清除掉；与在芝加哥上空盘旋相比，任何一条路都注定会让我们晚点。可是，使用 “流控制” (固定WIP) 方式, 我们用的燃油更少且降低了事故的风险. 此外, 我们仍然享有我们的选择权(例如重新选择路线如果天气变的更糟的话).,在一个拉系统中，维护一个 “固定WIP” 可以使工作指令尽可能的在计划阶段。这样为制定计划/工艺变更提供了最大的弹性。此外，底WIP意味着更快的周转时间，这样可以增加基于客户的订单而不是根据预测,“固定的WIP” 改善弹性,16,The Power of a WIP Cap,WIP Cap Cycle time is reduced and stable,No WIP Cap Cycle time fluctuates with amount of WIP,17,WIP Cap的能力,WIP Cap 周转时间被降低了且稳定,没有WIP Cap 周转时间随WIP的金额而波动,18,United Technologies:Hose and Fittings Division (PTG),BeforeMetal ware flare running large batches with large amounts of WIP,19,联合技术:Hose and Fittings 分部 (PTG),之前金属器械运行大批次并伴随大的WIP,20,United Technologies:Hose and Fittings Division (PTG),AfterMetal ware flare area with controls placed on material releases to the department,21,联合技术:Hose and Fittings 分部 (PTG),之后金属器械区域对发料到部门的材料放置进行控制,22,Teledyne Continental Motors,BeforeNo internal limits existed for the number of cylinders a supplier could push to its customer, resulting in large amounts of WIP in the line.,23,Teledyne Continental Motors,之前对于缸体数量没有内部限制，供应商向客户推动供应，导致生产线有大量WIP.,24,Teledyne Continental Motors,AfterLimits were established workstations and the line was drained of excess WIP,25,Teledyne Continental Motors,之后建立限制数量，过多的WIP从工位和生产线清除,26,How to Size a Generic Pull System,1. Determine current Manufacturing Cycle Time (MCT)2. Determine current Manufacturing Cycle Efficiency (MCE)3. Identify appropriate target MCE 4. Calculate theoretical best MCT5. Calculate WIP cap,27,如何确定普通拉系统的规模,1. 确定目前的制造周期时间 (MCT)2. 确定目前的制造周转效率 (MCE)3. 识别适合的MCE目标4. 计算理论上的最佳MCT5. 计算 WIP cap,28,Manufacturing Cycle Time,MCT The time from work order release into manufacturing until completion/movement into shipping/ finished goods. It is measured as:WIP is the inventory level at a given point in timeEXITS is the amount of work completed over a given period of time (Weekly, Daily),29,制造周期时间,MCT 从工作单的下发到制造，直到完成/移动到成品的时间. 他被量测如:WIP 是在给定时间点的存货水平EXITS 是在一个给定的时间内(每周，每天)工作完成的金额,30,MCT,Exits = 20 units/day,WIP = Sum of all Inventory within Physical work area = 100 units,MCT = 100 units/20 units per dayMCT = 5 days,Example: Calculating MCT,31,MCT,Exits = 20 单位/天,WIP = 在物理工作区域里所有存货的总和= 100 单位,MCT = 100 单位/20 单位每天MCT = 5 天,举例: 计算MCT,32,Manufacturing Cycle Efficiency,MCE is a measure of the relative efficiency in a production system. It represents the percentage of value add time (changing form, fit, function) of a product down the critical path. It is measured as: MCE is the performance indicator for Generic Pull Systems.,33,制造周转效率,MCE 是在生产系统中相关联的效率量测. 它代表关键路径中的增值时间（改变形状，尺寸，功能）的比率. MCE 是对于普通拉系统的绩效指示器.,34,Example: Calculating MCE,.2 hrs,.3 hrs,.2 hrs,.2 hrs,.6 hrs,1hrs,Bake7.0 hrs,.5 hrs,Rework,Inspect*,Critical Path =,Value AddTotal=10.0 hours Value AddCritical Path =8.5 hours* MCT=5.0 days MCE=(8.5 - 7) / (5 x 8) - 7)* =1.5/33 =4.5%,FinishedGoods,RawMaterial,* Time at the Inspect workstation does not contribute to the Critical Path calculations because inspection is not value add.,*Bake/Machine times are not included in MCE calculations,35,举例: 计算 MCE,.2 hrs,.3 hrs,.2 hrs,.2 hrs,.6 hrs,1hrs,Bake7.0 hrs,.5 hrs,Rework,Inspect*,Critical Path =,Value AddTotal=10.0 hours Value AddCritical Path =8.5 hours* MCT=5.0 days MCE=(8.5 - 7) / (5 x 8) - 7)* =1.5/33 =4.5%,FinishedGoods,RawMaterial,* 在检验工作站中的时间没有算到关键路径的计算中，因为检验不是增值的.,*烘烤/ 机器时间没有包含在MCE的计算中,36,Target MCE,Table of Manufacturing Cycle Efficiency Benchmarks based on process application,37,目标 MCE,制造周转效率表是基于流程应用的基准,应用,低端MCE,高端MCE,加工,1%,25%,装配,10%,30%,组装,( 用批传输,),15%,40%,组装,20%,50%,( 不用批传输,),38,Theoretical Best MCT,Theoretical Best MCT is:The “best” or lowest manufacturing cycle time achievable based on the process characteristics. It is measured as:VA(Critical Path) is the value add time along the critical path. It does not include the value add time of parallel processes.,39,理论的最佳MCT,理论的最佳 MCT 是:基于过程特性可以达到的“最佳” 或最低的制造周期时间. 它可以由下列公式计算:VA(Critical Path) 是沿关键路径的增值时间，它并不包括并行工序的增值时间,40,MCTTB = 1.5 hrs/.2 = 7.5 hrs = 1 day,Example: Theoretical Best MCT,41,MCTTB = 1.5 hrs/.2 = 7.5 hrs = 1 day,举例: 理论的最佳MCT,42,WIP Cap,The WIP cap determines the maximum WIP allowed within the process at any time. It is measured as:,43,WIP Cap,WIP cap 决定在任意时间内过程允许的最大WIP. 它可以由下列公式计算:,44,WIP Cap= 1 day x 20 units/day= 20 units,Example:WIP Cap,45,WIP Cap= 1 day x 20 units/day= 20 units,举例:WIP Cap,46,Example: Summary,Current State:,Desired State:,MCT =5 days,WIP =100 units,Exits =20 units/day,MCT =1 day,WIP =20 units,Exits =20 units/day,47,举例: 摘要,目前的状况:,期望的状况:,MCT =5 days,WIP =100 units,Exits =20 units/day,MCT =1 day,WIP =20 units,Exits =20 units/day,48,Achieving WIP Cap,Typically the current WIP level will be significantly greater than the WIP Cap level. Therefore, a plan must be developed to reduce the WIP.,49,时间,增值,Exits,WIP,PCT,PCE,Current,Month 0,1.5 hrs,20/day,100,5,4.5%,步骤1,Month 1,1.5 hrs,20/day,80,4,6.0%,步骤2,Month 2,1.5 hrs,20/day,60,3,8.8%,步骤3,Month 3,1.5 hrs,20/day,40,2,16.7%,步骤4,Month 4,1.5 hrs,20/day,20,1,20.0%,WIP 降低计划,达到 WIP Cap,目前的WIP水平明显高于WIP Cap 的水平. 因此，必须制定计划减少WIP.,50,How to Release WIP into a Generic Pull System,Release logic for Generic Pull Systems,51,如何将WIP发放到普通拉系统中,普通拉系统的发放逻辑,52,Generic Pull Exercise: Part A,Given the following Information:Average Demand is 10 units/dayCurrent MCT is 20 daysValue Add Time = 8 hoursFabrication Shop1 shift operation that works 5 days per weekAnswer the following questions:What should my WIP cap (in units) be?How much inventory should I drain from the operation?,53,普通拉系统的练习: 零件 A,已知下列信息:平均的需求是 10 单位/天目前的MCT 是 20 天增值时间 = 8 小时装配车间每周工作5天，一班运作回答下列问题:我的 WIP cap (单位) 将会是什么?应该从工序中减少多少库存？,54,Generic Pull Exercise: Part B,Using the calculated WIP cap from Part A answer the following questions:Current WIP level is 105 units and my MRP system wants me to release a quantity of 5 units into the line what should I do? Why?Current WIP level is 95 units and my MRP system wants me to release a quantity of 5 units into the line what should I do? Why?Current WIP level is 98 units and my MRP system wants me to release a quantity of 5 units into the line what should I do? Why?,55,普通拉系统的练习: 零件 B,用零件A部分的WIP Cap计算结果回答下列问题:目前的WIP水平是105 单位，我的MRP系统要求我发放一个数量为50单位的工单到生产线上，我应该做什么？为什么？目前的WIP水平是95 单位，我的MRP系统要求我发放一个数量为5单位的工单到生产线上，我应该做什么？为什么？目前的WIP水平是98 单位，我的MRP系统要求我发放一个数量为5单位的工单到生产线上，我应该做什么？为什么？,56,How to Determine Unit of Measure for WIP Control,Conceptually all Generic Pull Systems are identical, the primary difference being the WIP control parameter. The WIP control parameter is the unit of measure for WIP used to control the pipeline. Three types of parameters are used:QuantityEquivalent UnitsTimeThe most effective method for determining the proper parameter is using the “Coefficient of Variation (CV)” for the product value add times.,57,如何决定WIP控制的量测单位,概念性的普通拉系统都是同样的，主要的不同点在于WIP的控制参数. WIP的控制参数是指用来控制整个路径的WIP的度量参数. 三种类型的指标被使用:数量等价单位时间确定适合参数的最有效的方法是将“变量系数”用于产品增值时间。,58,Coefficient of Variation (CV),The CV of the Value Add Times is used to determine how the workload in a process is affected by changes in product mix. It is measured as: “CV is a reasonable relative measure of the variability in a process.” Factory Physics, Hopp & Spearman,59,变量系数 (CV),增值时间的CV用来确定过程中的工作量是如何受混型产品变化影响的，按下式计算：“CV是过程变异性相对合理的量测方法.” Factory Physics, Hopp & Spearman,60,Example 2: Calculating CV,Std. Dev. (s)=,Coeff. Var. (CV)=,Mean (x)=,Formulas:,61,举例 2: 计算 CV,Std. Dev. (s)=,Coeff. Var. (CV)=,Mean (x)=,公式:,62,Selecting WIP Control Parameter,63,选择WIP控制参数,64,Example 3:Identifying WIP Control Parameter,Reference Handouts for analytical detail,Low Variability,Medium Variability,High Variability,Mean (x):,1.67,3.70,4.56,StdDev (s):,0.71,3.91,6.59,CV (s/x):,0.42,1.06,1.44,Parameter:,Quantity,Equiv. Units/Time,Time,Resizing Frequency:,Quarterly,Monthly,Weekly,65,举例 3:确定 WIP 控制参数,详细分析参考分发的资料,低变异,中等变异,高变异,Mean (x):,1.67,3.70,4.56,StdDev (s):,0.71,3.91,6.59,CV (s/x):,0.42,1.06,1.44,参数:,数量,等价单位/时间,时间,调整规模大小的频次:,每季度,每月,每周,66,Example 4: Calculating Equivalent Units,Highest volume product represents equivalent unit,67,举例4: 计算等价单位,最高产量的产品代表等价单位,68,Performance Measurements of a Generic Pull System,Pull System effectiveness measurementsMCT and MCT VarianceMCEActual vs. Target WIPAdditional measurementsWIP TurnsBacklog by Order, Part and AgeOn-Time DeliveryQuantity of Daily CompletionsRefer to Dashboard best practice for specifics,69,普通拉系统的绩效评估,拉系统的效力量测MCT 和MCT的变化量MCE实际的WIP vs. 目标的 WIP其他的量测WIP 周转次数按订单、零件及期限分类订货准时交货日完成数量详细信息查阅最佳实践的宣传板,70,Takeaways,Understand the importance of Generic PullAble to size (calculate) a Generic Pull SystemHow to apply this best practice,71,总结,理解普通拉系统的重要性能够去计算一个普通拉系统的规模如何去应用这一最佳实践,Antenna Exercise,Run Exercises 1 - 4Record Results and ObservationsDiscuss Exercises 1 - 4,天线练习,练习 1 - 4记录结果和观察信息讨论练习 1 - 4,74,Learning Objectives,Demonstrate the fundamental relationship between WIP, Cycle Time, and ThroughputDemonstrate the WIP impact on a processDemonstrate the bottleneck impact on a processRecord each simulation result/observation and discuss in detail,75,课程目的,示范WIP、周转时间和生产能力的基本关系原理示范在流程中WIP的影响示范在流程中的瓶颈影响记录每个模拟的结果/观察和讨论细节,76,Whats in It for Me?,Visually see the impact of barriers (WIP and Bottleneck) on a processHow to calculate cycle time in this exercise and other applications,77,我学到了什么?,真实的看到在流程中瓶颈的影响（WIP和瓶颈）如何去计算在这个练习和其他应用中的周转时间,78,Team Exercise:Antenna Factory,Exercise #1Start with empty line (WIP = 0)Build one antennaRecord results,Exercise #2Start with WIP=4 Build four antennasRecord results,Exercise #3Start with WIP = 8Build eight antennasRecord results,Exercise #4Start with WIP = 0 Operation #2 - BottleneckRun simulation for two minutesRecord results,79,团队练习:天线工厂,练习 #1从零开始 (WIP = 0)建一个天线记录结果,练习 #2从WIP=4 开始建4个天线记录结果,练习 #3从WIP = 8开始建8个天线记录结果,练习 #4从 WIP = 0 开始操作员 #2 瓶颈运行模拟2分钟记录结果,80,Exercise Cycle Time,#1 #2 #3#4,Team 1Team 2Team 3Team 4Team 5Team 6WIPEx