lean manufacturing presentation 精益生产教材（英文）

Lean ManufacturingAn Introduction to lean Principles,Introduce Lean ManufacturingDefine waste and valueCommunicate the types of wasteIntroduce basic “lean tools”Agree on a path forward,Purpose,What is Lean Manufacturing?,The relentless identification and elimination of waste (non-value added activities and resources) that get in the way of providing customers exactly what they need when they need itOptimizing the flow of value in our Value Stream to match customer demand,Toyota Production System (Taiichi Ohno)developed after World War IImuda = wasterelentless elimination of wastea way of thinking, a philosophy, a cultureLean Manufacturing“Americanized” interpretation of TPSJIT, Kanban, etc.a tool to implement,What is Lean?,Why Lean?,Why Lean?,Reduce Lead Time to our customers by eliminating waste from our systemSee things differently than we do todayOptimally utilize resources while meeting our customers needs Enhance our process flowImprove quality and lower costs,How Will Lean Help Us?,The Lean House,Lean Manufacturing,Stability is the foundation of the Lean house. Applied to an organization, we refer to team stability, method standardization, strategy monitored over time, etc.,自动化,准时化,Cost of Poor Quality -Iceberg,RULE #1: Do not make, accept or pass on a defect.RULE #2: Inspection is the enemy of quality.RULE #3: The operator is responsible for identifying, tracking and correcting his defect rate.By using standard work, reducing bottlenecks, and using other Lean tools, Lean makes processesstablereliablepredictablerepeatableThe HIDDEN FACTORY: Lean will not succeed without addressing and correcting variation and its resulting defect rate, because FLOW cannot exist in a process with a high defect rate.,How Does Lean Help Quality?,What is Waste?,Consuming more resources than are necessary to produce the goods, or service, that the customer wantsPure Waste: Actions that could be stopped without effecting the customer Incidental Waste: Actions that need to be done based on how the current system operates but do not add value,Waste The Simple Part Being Able to See IT!,The Real Challenge Knowing How to ProperlyRemove IT!,DefectsDefect Per Million (DPM), scrap, rework Over-ProductionBuilding more than customers current demandTransportationWalking distanceWaitingMachine waiting for an operator,.InventoryParts, components that are not movingMotionHuman motion: reaching, bending.Over-ProcessingExtra, un-needed steps,Seven Wastes,Overproduction - Supplying the process with more than is needed to meet order requirements, sooner and faster than it is needed, causes almost all other types of wasteInventory Raw materials, work-in-progress, finished goods; extra inventory is used to hide other wastes,Excess Inventory,A $ea of RM & WIP,Reduce the inventory and see the wa$te!,Inventory Hides Waste,Reducing Inventory Uncovers Opportunities to Improve,Opportunities Converted into Cash!,Typical Causes of Waste,1.Layout (distance)2.Long set-up time3.Poor work methods4.Lack of training5.Functional organizations6.Technology Gaps7.Little understanding of the entire process,8.Historic supervisory roles9.Irrelevant performance measures10.Lack of workplace organization11.Supplier quality/reliability12.Poor communication13.Avoidable interruptions14.Complexity15.More,Value-Added ActivitiesTransforms or shapes material or informationCustomer wants itDone right the first time,Incidental WasteNo value created but required by current technologyNo value created but required by current thinkingNo value created but required by process limitationsNo value created but required by current process,Pure WasteConsume resources but creates no value for the customerCould be stopped and it would be invisible to the customer,Value Defined,“Non-value-adding” activity (NVA) consumes time and money.but does not change the value of an item.1.SORTING2.COUNTING3.STACKING4.EXPEDITING5.TRANSFERRING6.CHECKING7.TRANSPORTING8.HUNTING, SEARCHING, GATHERING,Non-Value-Adding Activities(Operations),Examples1.CHECKING2.SIGNATURES3.ASKING4.APPROVING5.REVIEWING6.MONITORING7.REWORK8.TRANSPORTING9.DOUBLE HANDLING10.HUNTING, SEARCHING, GATHERING,Non-Value-Adding Activities(Office),Value Stream Map Example,Richardson,Texas,Juarez, Mexico,Plant 4 Freeport, Illinois,Customer,Oracle MRP,Cust. Order Mgmt,1.5 LevelCoordinator,2nd LevelCoordinator,PCBAssy,Shipping,1.5 Assy,Final Insp,EOL Tester,HotTest,ThermalShock,Weld,Forecast,Order,Nightly Data Dumpof New Orders,PCB AssyCoordinator,Nightly MRP Run,DiscreteJob,DiscreteJob,DiscreteJob,Pick Request,Part XXXXCurrent State Value Stream Map,FGStock,Plstc PackTest,TestCoordinator,DiscreteJob,Real time update of products moving into FG stock and of shipments,Plastic Packg,Plstc PkCoordinator,DiscreteJob,ICFab,IC BuildCoordinator,DiscreteJob,OverMold,650 miles, 2 day travel time,1,600 miles, 2 day travel time,2 days,3 days,1.Value Stream Maps 2.Rapid Improvement (Kaizen) Events3.Education 4.Employee Involvement5.Metrics and Alignment6.Flow Cells7.Standard Work Capacity Analysis Takt Time / Cycle Time Standard Ops Worksheet Production Control Board8.5S / Visual Controls9.Pull/Kanban Systems10.Brainstorming11.Prioritization12.Spaghetti Chart 意大利面图13.Poka-Yoke / Mistake Proofing14.Set-up Reduction 15.Total Productive Maintenance(TPM)16.Change Management,The Lean Toolbox,17.SIX SIGMA18.Chaku-Chaku / Load-Load一步接一步19.Heijunka / Load Leveling 平准化20.Bottlenecks21.Point-of-Use Delivery 分拣22.DFMA23.Control Charting24.Pareto Analysis25.Histograms26.Root Cause Analysis27.5 Whys28.Hypothesis Testing29.Supply Chain Management30.Critical Chain Project Management31.7 Quality Control Tools32.7 Management & Planning Tools33.Nominal Group Technique34.Production Process Preparation (3P),Hoshin Plan 方针(目标)规划,A planning tool that helps us identify the key focus points and strategies we will use to steer us towards our vision.,Enables everyone to see where were going and our plans to get thereBuild plan and strategies as a teamShared responsibility for getting results,5S,Focuses on effective workplace organization and standardization it allows us to easily spot variation from standard operating conditions.,Cleaner, safer work environmentOrganized, user friendly workstationsOpen up space and reduce clutter,5S Workplace Organization,Standardized Work,A step-by-step description of work activity used every time by everyone to safely complete a task based on best known practices.,Operators involved in determining best practicesMinimizes and highlights process variabilityEveryone learns best practice,1,3,2,4,5,6,Proper PPE must be worn at all times.,Standard Work Sheet,Total Productive Maintenance,Shifts basic maintenance work to operators, freeing up maintenance personnel to work on planned maintenance or equipment improvements.,Workers have ownership of the machine & processMaximize equipment effectivenessIncrease employee skill setReduced manufacturing costs through continuous monitoring,ImproveReliability &Operability,DefectDetection &RemovalDefectPrevention,DefectAwareness,ImprovedEquipmentEffectivenessMaintenanceSkillsDevelopmentAutonomousMaintenancePlannedMaintenanceMaintenanceReliability,Visual Factory,Visual elements on the production floor allow everyone to “know the score” and they make out of standard situations immediately obvious.,Enables everyone to see how were performingHelps highlight problems, or variances from standardEncourages employee involvement and open discussions,Visual Management,Workforce Flexibility劳动力灵活性,The ability of the workforce to “flex” to other jobs as demand fluctuates within the system, and the efforts the organization undertakes to ensure this occurs.,Improve worker skill set Maximize organizational flexibilityFocused training and development plansAllow the ability to flex to our customers demands,Kanban,A visual system that easily communicates the need for parts to be either replenished or consumed. Designed to improve material flow and control inventory levels.,Workers produce product based on actual usageMinimizes inventory by tying production to consumption,X,X,X,(make one move one),Reduced work in process (WIP) inventoryReduced cycle timesImproved real time feedback, quality improves, scrap is reducedMore responsive to customers and changes in demand,One Piece Flow,Push = Supplier pushes to customer, or current operation pushes to next operationPull = Customer pulls from supplier, or next operation pulls from current operationKanban is a pull replenishment systemPush Example: Customer gives meal order to waitress, waitress pushes order to cook, cook pushes meal to waitress, waitress delivers mealPull Example: Customer pulls food from buffet, cook replenishes depleted items,Pull Systems拉动,On DemandUpstream SupplierDownstream UserVisual TriggerSequencedUse FIFO lanesReplenished -Create supermarkets,Pull/Kanban Systems,Pull,Kanban Types,Kanban Types,Quick Changeover快速更换,Changeover is defined as the time elapsed between when the last good piece of product A comes off and the first good piece of product B starts.,Improve repeatability through standardized processesImproved flow of materialReduction in inventoryStandardize expectations,Bottom Centering Jig,One-Turn Methods,Clamping,Fast Clamping,One Touch,Combine multiple set-ups on the same machinechangeover with the touch of a button,Zero Defect Quality,The principle that defects are prevented by controlling the performance of a process so that it cannot produce defects through mistake proofing and failsafe methods.,Improved quality and customer satisfactionSolutions at the source employees aid in problem solving and in developing creative, more effective corrective actions,Kaizen,A system involving every employee that is based on making little changes on a regular basis, anywhere changes can be made.,Continuous small improvementsChanges are implemented quicklyEveryone gets involved,Kaizen = Continuous Improvement,Action oriented“leaned” process in place and functioning by close of eventcreativity before capitalLearning by doingTransform the Value StreamStructure3-5 days in length3-5 teams cross-functional teams6-8 people per teamSeven week improvement cycle3 weeks preparation1 week execution3 weeks follow-up,Color code or mark all standardized tools, fixtures, jigs for identification and where usedUse TPM principles to ensure that all tools, dies, materials,etc. are defect free and working properly,If parts, dies or fixtures can be oriented in more than one way, use pins, blocks or stops for quick alignmentUse pre-set stops, limit switches, light switches, proximity switches and standardized settings,Mistake - Proofing(Poka-Yoke),Available Time / Customer DemandDefines the required pace of production, the “drum beat”Available Time = Total time per shift - lunch and breaks, often = 450 minutes per shiftCustomer Demand usually is estimated by looking at last years actual unit sales and making any adjustments,Takt Time节拍时间,One 8 hour shift = 480 minutesBreaks and lunches = 30 minutesAvailable Time per shift = 450 minutes2 shifts, 250 days per yearAvailable Time = 450 mins/shift x 2 shifts/day x 250 days/yr = 225,000 mins/yrCustomer Demand = 2,600,000 units/yrTakt Time = (225,000 mins/yr) / (2,600,000 units/yr) = 0.08654 mins/unit = 5.2 seconds per unit,Takt Time Example,5 Lean Principles make up the Lean Strategy for Our Cell,Specify valueMap the flow of valueMake value flowPull from the customerSeek perfection,Providing the right product, at the right time, in the right quantity, at the right quality, at the right price, in the right place in accordance to the customers requirementsUsually value added steps lead to a transformation of the material from one form to another which gets the product closer to the customers specifications,1. Specify Value for Our Customer(s),A value stream is all of the value-adding activity AND all of the non-value adding activity (pure waste and incidental waste) required to provide