精益生产培训（经典）世界500强伟创力 全集77页.ppt

精益生产培训纲要,1精益生产概述212,2价值和价值流1320,4单件流与标准作业2751,3节拍时间生产2126,5拉动与看板5265,6均衡与序列6672,7精益工具与精益思想7376,1.精益生产概述,精益生产定义,精益生产可以被定义为：从客户拉货到产品源头的整个流程不断改善，识别并消除浪费（无价值活动），使之日臻完善的一种系统方法”精益生产是一门流程管理哲学，主要来自于丰田制造系统（TPS)。其焦点在如何减少“7大浪费”以增加客户价值。,用一句话来概括Lean,Lean是这样一种哲学概念：通过一种自我提升的文化和消除浪费来增加价值。,“Wecangetbrilliantresultsfromaveragepeoplemanagingabrilliantprocess”“Wesawmanycompaniesoftengetaverageorworseresultsfrombrilliantpeoplebusymanagingbrokenprocesses.”,ToyotaPerspective丰田愿景,Identifyvaluefromtheeyesofthecustomer以客户的观点来定义价值；Createvalueandwealththroughwasteelimination通过消除浪费来创造价值和财富；Achievehighervaluethroughcontinuousimprovement(kaizen)通过不断改善来获得更高的价值。(kaizen),MapandunderstandyourValueStreams,andmakethemValuable,Capable,Available,Adequate,Flexible,Flowing,PulledandLeveled.画出及理解价值流：使他们是有价值的，有能力的，有用的，合适的，灵活的，顺畅的，拉动的以及平稳的。,通过一般的人管理最优秀的流程达到最好的结果，而不是最优秀的人忙于管理有问题的流程达到一般的结果。,用一句话来概括Lean,Toolsandmethodsachieverapidtargetedimprovement,butsystemevolutiontonewimprovementlevelsandlongtermsuccessareonlyachievedbypeoplewiththerightattitudeandbehavior依靠工具或方法能够快速达到设定的目标，但是通过体系变革来达到新的改善高度和长久的成功，必须依靠人们正确的态度和行动。,aphilosophyofvaluedrivenbyaVision是一个公司远景驱动的价值概念asystemdependentonthequalityofitspeople是一种依靠人的品质的体系amanagementstylefocusedoneliminatingwaste是一种关注消除浪费的管理模式ajourney是一种旅程,Leanisnotallabouttoolsandtechniques,butitisaboutculturaltransformation.Lean不仅仅是工具或技术，而且是文化的转变。,The5SisthefoundationforFlextronicsLeanEnterprise.5S是精益生产的根基Inordertovisuallydetectanyabnormalcondition,weneedtoestablishVisualManagementresolvetheimbalances确定工作净时间是否可以缩短,解决不平衡问题,ImprovementViaStandardWork通过标准作业改善,EliminatingWaste消除浪费,EnhancingProductionCapacity提升产能,Howtoincreaseproductioncapacity如何提升产能,machineprocessing机加工过程,MANUAL人工,AUTOMATED自动化,Start,ImprovementViaStandardWork通过标准作业改善,1minute,1min30secforcompletion1分30秒完成,Beginningofautomatedcyclechange自动化周期的切换起点,1min30secforcompletion1分30秒完成,30secondReduction减少30秒,Rearrangesequenceofoperation重新排作业顺序,EnhancingProductionCapacity提升产能,ImprovementViaStandardWork通过作业标准改善,Standardworkisthestartingpointforshop-floorKAIZEN;withoutstandardsthereisnoKAIZEN.标准作业是车间改善的起点,没有标准化就没有改善HumansshouldalwaysbeworkingatTAKT.操作员总是在按节拍进行生产Astandardworkisnotwritteninstone.ItiscontinuallyrevisedbasedonKAIZENandchangesinproductionvolume.一个标准作业不是固定不变的,它是基于不断改善修正和产量变化而变化的,RoadmapToStandardWork标准作业的路标,ReviewofStandardWork标准作业回顾,ToolsforStandardWork标准作业的工具,TimeMeasurementSheetCapacitySheet时间测量表产能分析表CombinationTableStandardWorkChartWorkInstruction作业组合表标准作业表作业指导书,TimeMeasurementSheet时间测量表,CapacitySheet产能分析表,StandardWorkChart标准作业表,StandardWorkCombinationTable标准作业组合表,WorkInstruction作业指导书,Workformsshouldbelocatedineachworkarea各种工作文件会被挂在各个工作区域内,1,2,3,6,5,4,WorkCapacity加工能力,CombinationTable作业组合表,Workinstructions作业指导书,StandardWorkCharts标准作业表,World-classworktypicallyhaveabinderateachworkstationwithworkformsandprocessinstructions(e.g.,partdrawings,engineeringinstructions,descriptionsoffinaluse).Workcapacityandcombinationtablearevisuallypostedbecausetheyarerealproblem-solvingformsusedonacontinuousbasis世界级的工厂都会在每个工位上挂作业指导书和工艺指导(如零件图纸,工程指导,终端使用说明等).加工能力和作业组合表都会被张贴在显眼的位置,因为它们在工作持续改善上是能真正解决问题的文件.,WorkInstruction作业指导书,5.拉动与看板,Withdrawsneededpartsfromprecedingprocess后工序所需零件是从前工序来的Precedingprocess“owns”Supermarket前工序建立超市“Purchasing”intervalsderivedfromTAKTtime领取零件时间间隔是根据节拍来决定的“Purchased”quantitiesinstandardizedamounts按规定的标准数量进行领取数量,TenantsofPull拉动式生产的要点,ConsumeBeforeBringingMoreMaterialIn在来料前消耗完零件,CellorChaku-Chakuline,PullMethodology&Sequence拉动式生产的方法和顺序,CirculationofInformation信息的循环CardsareLike$Usedto“Buy”PartsfromtheSupermarket看板卡要象美元一样能从超市购买零件ToolUsedinPullProduction在拉动生产系统里所用到的工具,BasicsofTheKanbanSystem看板系统的要素,KanbanisNotMaterial.ItisInformation看板不是物料它是一种信息,Thereare4conditionsthatneedtobemetbeforeyoucanintroducetheKanbaneffectively掌握了看板系统4个条件后你就能更好地介绍看板了,StabilityofPrecedingProcessinQualityandProductivity前工序在品质和产量方面的稳定LeveledProduction均衡化生产TaktProduction/PullSystem按节拍生产/拉动系统TeamMemberEducation团队成员的培训,PrerequisitesofTheKanbanSystem看板系统的先决条件,KanbanCanParalyzeWithoutSatisfyingTheseConditions这些条件一旦没有满足看板系统就会瘫痪,PhysicalGoodsControl:MovementofKanbancorrespondstophysicalgoods实物掌控:看板与实物对应并一起移动InstructionofOperation:Whatdoyouproduceandhowmany?生产指示:指导你生产什么和生产多少?ToolforKaizen:Easiertoseematerialdeficiencies改善的工具:轻易地发现缺料,RolesofKanban看板的角色,TheChainofKanbansSpansFromCustomerstoSuppliers看板拉动链从客户跨越到供应商,TypesofKanban看板类型,6TypesofKanbancanbeclassifiedasfollows:看板能分成以下6类:,ProductionKanban生产看板Specifiesthetypeandquantityinwhichthepreviousprocesshastoproducetheproduct.详细说明了前工序必须生产产品的类型和数量2.WithdrawKanban拉动看板Specifiestheaddresswherethepartsneedtogo.详细说明了零件应该流向哪里,EachTypeforSpecificPointsintheProcess在工序中每种看板都应明确要点,Kanban,ProductionKanban生产看板,In-ProcessKanban工序生产看板,SignalKanban信号看板,Inter-ProcessKanban工序拉动看板,SupplierKanban补充看板,WithdrawKanban拉动看板,ExampleofIn-ProcessKanban工序生产看板案例,KanbanGivesInstructionfortheProcesstoProduce看板为工序提供了生产指导,In-ProcessKanban,Thecardispulledfromthecontainerstostartthereorder“only”whenThefirstpartinthecontainerisused仅当容器中的第一个零件被使用后看板卡就会从容器中被取下来拿去开始重新生产,ExampleofKanban看板系统案例,SignalKanbanisUsedwhenChangeoverTimeisLong信号看板常用于换线时间长的情况,In-ProcessKanban工序生产看板,SignalKanban信号看板,ReorderPoint重新订购点,StockingHeightshouldnotexceedthevisuallineforsafetyreason考虑安全的因素物料堆垛高度不要超过目视线,StockingHeight,ExampleofSignalKanban信号看板的案例,OverproductionistheMotherofallWaste过量生产是所有浪费之母,Thecardisplacedwhenpartsarewithdrawnatthere-orderpoint当重新订购点的零件被取走后卡片就会被放置在那里,RulesofKanbanSystem看板系统运行规则,KanbanisaForcingFunctiontoReduceOverproduction看板对减少过量生产起到强制性作用,DefectivePartsMustnotbePassedon不传递缺陷产品TheConsumingProcessComestoWithdrawParts后工序领取物料或零件ProducetoReplenishOnlyWhatisWithdrawn领取什么就补充生产什么PartsMustnotbeProducedorConveyedWithoutKanban没有看板就停止生产或转运KanbanMustbeAttachedtothePartsorContainer看板需和零件或容器一起转运TheQuantityofPartsintheContainerMustMatchExactlytheNumberontheKanban容器中零件的数量必须和看板上的数量对应,WithdrawalKanban拉动看板,ProductionKanban生产看板,KanbanSystem看板系统,KanbanisnotEffectiveiftheRulesarenotFollowed如不按照规则运行看板系统就不会产生好的效果,QuantityofPartsProducedMustEqualtheQuantityofPartsWithdrawn生产的零件数量需和领取的数量一致QuantityListedonKanbanMustEqualtheQuantityPerContainer看板上列的数量需和每个容器中的数量一致KanbanMustbeAttachedandVisibleonthePartContainer看板卡需被附在零件容器上,并容易被看见PartsMustRemaininStoresattheProductionProcessUntilWithdrawnbytheFollowingProcess零件需存放在生产工序旁的储存地,直到被后工序领取走,RulesofKanbanSystem看板系统运行规则,WithdrawalKanban拉动看板,KanbanSystem看板系统,ProductionKanban生产看板,DisciplineRequiredtoImplementKanbanSystems实施看板拉动系统要建立在规律性的需求上,PartsMustbePickedupfromthePrecedingProcess零件需从前工序取PartsarenottobeWithdrawnWithoutaKanban没有看板就不能去领取零件QuantityofPartsWithdrawnMustEqualtheNumberofPartsOrderedbytheKanban领取零件的数量应和通过看板订购的数量一致TheWithdrawalKanbanMustbeAttachedtothePartsWithdrawnsoThatitisVisible领取看板应附在被领取零件上,这样就很容易被看见ThePartsWithdrawnMustbePutintheDesignatedAreaattheFollowingProcess领取的零件应放置在后工序指定的区域,RulesofKanbanSystem看板系统运行规则,KanbanSystem看板系统,ProductionKanban生产看板,WithdrawalKanban拉动看板,KanbanSummary看板概述,High-LevelTool高级别的工具ManyProblemstoSolveBeforeImplementing在运行前有很多问题要先解决InstallAfterYouvePerfectedPull在你掌握了拉动系统后导入KanbanisInformationnotMaterial看板是一种信息而非物料,6.均衡与序列,StopAbnormality异常停线,TaktTimeProduction节拍时间生产,SinglePieceFlow单件流,PullProduction拉动式生产,Automation自动化,生产序列Sequencing,LevelLoad均衡生产,JIT准时生产,Jidoka自动化,Heijunka均衡化,FLE伟创力精益企业,TheHouseofFlextronics伟创力的精益企业模型,AddingValueandEliminatingWaste消除浪费，增加价值,Leveling=ProcessofsmoothingtheoverallschedulebymorefrequentmixingofHigh&LowvolumeSequencing=Theorderinwhichthepartsonamulti-productlineorcellareprocessed.,CustomerDemand客户需求,Leveledproduction均衡化生产,HowCanaShopResourceThis?生产车间怎样规划HowCantheSupplyChainCope?供应链怎样应付WhatiftheSupplyChainisGlobal?如果是全球供应链又怎样,HeijunkaisaForcingFunction均衡化是强制性的作用,Heijunka,Heijunka均衡化,CustomerDemand客户需求,Moreleveledproduction更多均衡化生产,Heijunka均衡化,PaceMaker节拍控制点,FinishGoodsSupermarket成品超市,Day-to-DayVolumeFluctuation日常产量波动,SingleSchedulingPoint单个计划控制点DownStreamProcessesOccurasaFlow下游流程化,PacemakerSetsthePaceforUpstreamProcesses节拍控制点决定上游流程的速度,A,B,C,D,E,F,G,H,80%ofSales,ProductsABCwillbesoldfrequently产品A-B-C将频繁售出,ProductsABCcanhavefinishedgoodsstock产品A-B-C可有成品库存,MakeToCustomerForecast(MTF)按客户需求预测生产BuildtoFinishedGoodsSupermarket按成品超市生产,ACProductsA-C产品,ProductsDHsoldwhen?产品D-H何时售出,ProductsDHmusthaverawmaterialstocks产品D-H需有原材料库存,MakeToOrder(MTO)按订单生产Onlybuiltwhenorderisreceived收到订单才生产AnorderfortheseproductstakesprecedenceoverproductbuildtoCustomerForecast按订单生产优先于按需求预测生产ALLcomponentsneedtobestockedinRawMaterialsSupermarket所有元件需存储于原材料超市,DHProductsD-H产品,SupermarketsShortentheLeadtimeforMTO超市使按订单生产的生产周期缩短,WhentoBuildtoCustomerForecast何时按客户需求预测生产,Product,1Q,%sales,2Q,%sales,3Q,%sales,4Q,%sales,1,30,48%,38,48%,45,49%,57,48%,2,15,24%,18,23%,21,23%,27,23%,3,7,11%,9,11%,11,12%,14,12%,4,2,3%,3,4%,3,3%,4,3%,5,2,3%,3,4%,3,3%,4,3%,6,2,3%,3,4%,3,3%,4,3%,7,1.5,2%,2,3%,2,2%,3,3%,8,1.5,2%,2,3%,2,2%,3,3%,9,1,2%,1,1%,1,1%,2,1%,10,1,2%,1,1%,1,1%,2,1%,WeeklyProductionSequenceschedulesetbyFriAM周生产计划周五上午制定,Ifanordercomesinforproduct5ittakesprecedentoverMTFand,hence,isimmediatelyplacedIntotheline!计划到产品5时优先按需求预测生产，立刻投入到产线,OKtobuildtoFG应建立成品超市,BuildSequence.建立生产序列,HighVolProducts大量产品,LowVolProducts小量产品,MTF按需求预测生产,#ofMTOStaysProportionaltoOverallVolume,MaintainingHighVarietyOfferingWhileUtilizingCapacity在充分利用生产能力同时主张尽可能多型号混合生产,7.精益工具与精益思想,98%ofOrganisationsthatengagewithLean,Fail!WHY?LeanisHARD!98%的企业推行过Lean,但失败了，为什么？因为太困难！,Excerptsfromthebook“LeanMachines”,LeanThinking,Itsapeopleissue.Thatswhyitssohard.Gettingpeopletochangetodothingsdifferentlythantheyhavedonethemisreally,reallyhard.ArtByrne,CEOWiremold正是人的原因使它如此困难，让人去改变以前做事的方式-确实很难。,IfacompanyisreallymaniacalaboutLeanittakestwotothreeyearstogofromkindergartentofirstgrade.Thatshowtoughitis.MarkDeLuzio,architectoftheDanaherBusinessSystem,Danaher如果一家公司已经真正开始推行Lean,那要花上2，3年的时间才能达到初级阶段。,Lean分为两大要素:精益工具与精益思想,1)LeanTools工具,TheLEANToolsARESimple*,ItstheComplexityoftheproblemsthatweapplythemtothatmakethemappeardifficultLean工具很简单，复杂的是我们把它们运用在那些让它看起来困难的问题上。,LeanrequiresexperiencedmanagersandExecstochangewhattheyKnowandh