LeanProduction家具制造公司精益生产PPT课件

1、 Citigroup Furniture Lean Production Introduction 精益生产简介精益生产简介 SCRO LEAN TEAM 2010.2.4 成功的企业 用最短的时间和最低的成本，在最佳的时 间完成客户所需要的正确数量和正确品质的产 品，同时提升员工满意度。 Successful enterprises Use the shortest time and the lowest cost to produce the right quantity and the right quality products to satisfy customers demand

2、at the right time, and improve employee satisfaction at the same time. 企业的核心竞争力 不断提高质量 Continuous improve quality 降低成本 Reduce cost 快速并准时交货 Shorter lead time and on time delivery 商业 Business 质量 Quality 成本 Cost 交期 Delivery “精益生产” 是”Lean Production” is 大野耐一Ohno “只生产客户需要的” “only produce what customer ne

3、ed” 通过持续改进，提高效率，实 现标准化 improve efficiency and establish standardization by continuous Kaizen 源自日本的经营管理体系 an operation management system from Japan 引导工作流程浪费最小化的 企业哲学 lead to minimization of waste 以客户为导向，以质量和降低 成本为导向 customer orientation, quality first and reducing cost 引入拉动式体系，及时交付 introduce pull sys

4、tem and make delivery on time 开始精益生产 Lean production 欧美开始精益生产 Lean production come into effect in western countries. 精益生产的推行 精益思想首先需要得到高层的支持，然后逐步 调动全体员工的积极性参与各种改善活动，最终形 成文化的变革。 若缺乏有能力的领导者，变革就不可能实现； 没有全体员工的参与，精益思想就没办法深入 直至文化变革的产生。 Lean production implementation Firstly higher management need hard sup

5、port to lean production, and then, call staff and mobilize their enthusiasm to join in kinds of kaizen activities, finally cause culture change. Change is impossible without effective leaders; Lean production concept can not go deeper and cause the culture change without all workers involvement. Hig

6、her management support 高层领导支持 All workers involvement 全员参与 Culture change 文化变革 Guidance form lean coach 精益教练的引导 Lean is a culture changing process. 精益是一个文化变革的过程。 Higher management set project target and launch the project(systematic kaizen), workers work out detail action plan and solve problem one

7、by one(workshop kaizen). 高层领导制定项目目标并发起（系统改善），员工依据目标制定详细详细方案，并逐一解决问题（现场改 善）。 全员参与全员参与Workers involvement Systematic kaizen 系统改善 Workshop kaizen 现场改善现场改善 文化变革 文化变革是精益生产实施成功的必要条件。 精益生产在企业推行时，势必会和企业本身的 文化发生碰撞，精益思想需要适应企业文化有所 调整，其结果是形成一种混合型的文化是融 合当地文化和精益思想的新文化，但是精益思想 的内涵并未因此改变。 Culture change Culture refo

8、rmation is necessary of implementing lean production. Lean production concept will collide with company current culture, when we introduce lean production into some company. Lean concept must be allowed to adapt to the local culture. The result is a hybrid culturea new combination of the local cultu

9、re and original lean concept. But the content of lean concept is not compromised. 拨云见日 Clearing the Clouds 拉动和准时化生产 Pull and JIT 流程稳定性 Initial Process Stability 减少批量和同步生产 Batch reduction and synchronization 拉动系统/看板 Pull/Kanban 精益的四个阶段 Lean four stages 七个浪费 6S 现场布置优化 可视化 价值流图 7 wastes 6S Layout Optim

10、ization Visual Management Value Stream Mapping 防呆 全面生产维护 标准作业指导书 质量标准 质量控制 色板站系统 Mistake Proofing TPM Standardized Work Quality standards Quality at Source Step Color Panel System 快速换型 作业单元/单件流 Quick Changeover Cellular/Flow 11 Quick Changeover 快速换线 Standardized Work 标准作业指导书 Batch Reduction 减少批量 Tea

11、ms/Employee Involvement 团队协作/全员参与 Quality control 质量控制 5S System 5S Visual Systems 可视化 Error Proofing 防呆 Plant Layout 工厂规划 Cellular/Flow 工作单元/流 Pull/Kanban 拉动/看板 TPM 全面生产维护 Value Stream Mapping 价值流 Continuous Improvement 持续改善 精益房屋Lean Building Blocks Enterprises core competitiveness leans on the val

12、ue added activities of workflow. The price customers would like to pay for is only the value added part. Unnecessary waste and loss will decrease profit. 一个企业的竞争力依靠于其生产工序中的增值活动 客户愿意支付的是增值活动的那部分 不必要的浪费和损失会使价值减少 原材料 material 增值活动 value added activities 不增值活动 non-value added activities 裁板 cutting 砂光 sa

13、nding 机加工 machining 组立 assembly 涂装 finishing 包装 packing 等待 waiting 搬运 transportation 不良 defects 过度加工 Over-processing等待 waiting 库存 Stock 库存 Stock 不良 defects 成品 product 1. 过度生产 Over production 2. 库存 Inventory 3. 运输 Transportation 4. 不必要的动作 Unnecessary motion 5. 等待 Waiting 6. 过度处理 Over-processing 7. 不良

14、 Defects 1 2 3 4 5 6 7 7大浪费(7 waste) 1S整理 Sort 2S整顿 set in order 3S清扫 shine 4S清洁 standardiz e 5S素养 sustain Make material and workplace clear 地、物明朗化 Remove unneeded items 去除不要物 Clear and daily audit 清洁并日检 6S culture 6S文化 Set up 6S policy 制定6S制度 6S安全 safety 6S system (6S 系统) safety 安全 Fix protection c

15、over, safety 增加防护盖，安全 Sorting and decrease motion waste 分类，减少寻找 Re-painting walls 重新粉刷墙壁 So, 6S is NOT about just having a clean factory It is a tool to: - improve workplace safety - reduce waste - improve work flow - ensure quality 综上，我们发现6S不仅仅是保持工厂清洁 同时，它是一种 加强作业区域的安全 减少浪费 提升工作流程 确保质量 的工具。 What is

16、 Value Stream ?什么是价值流? 当前价值流 当前所做的所有的将原材料和信息转变为成品和 服务的行为。 Value Stream Mapping(VSM) All activities that are currently required to transform raw materials and information into finished product and service. 价值流设计 重新绘制设计衔接的物料和信息流的工具，目 标是给精益生产系统提出一个远景目标，以及必要 的改善方向和方法。 Value Stream Design(VSD) Tool to ma

17、p and redesign linked material and information flow. Objective is to develop a vision for a lean production system and to derive the necessary implementation steps and measures. Current 当前(VSM)Vision 未来(VSD) 当前价值流VSM 为什么做价值流图? Why Value Stream Mapping? 使生产流程可视化 看到浪费的源头 看着明确的价值流作出决定 把精益工具统一起来运用 为改进方案

18、建立基础 表达出产品/材料流跟信息流之间的关系 Visualize the whole process See the sources of waste Makes decisions about flow apparent Ties together lean techniques Forms the basis of an improvement plan Shows linkage between information and material flows Quality control is a process employed to ensure a certain level o

19、f quality in a product. We establish quality standard, analysis abnormal data and process of production, dig out the root causes and solve. the basic goal of quality control is to ensure the products meet specific requirements and are dependable, satisfactory, and fiscally sound. 质量控制质量控制 是确保产品质量维持在

20、特定水平一种流程。它 通过制定质量标准，分析生产现场收集到数据和 现象，找出问题的根本原因，并加以解决。最终 目的是确保产品能满足客户需求。 Furniture in process quality standard 问题分析Reason & result analysis Identify main issues 找出主要问题 Monitor overall quality performance 监督整体质量 问题解决Problem solving 标准标准 时间时间 持续改善持续改善 PDCA圈 Plan现状分析，定义问题 Do短期对策实施 Check效果确认 Action检讨和标准化

21、提升提升 Improvement 标准作业指导书 是以文件的形式描述作业员在生产作业过程中 的操作步骤和应遵守的事项；是作业员的作业指导 书；是检验员用于指导工作的依据。 ISO9001:2000版在7.5.1.b 已明确要求在生产 现场“具备作业指导书” Standard Operation Procedure (SOP) SOP stands for procedure to be followed in carrying out a given operation or in a given situation, it was the direction of the operator

22、and QA, which is collected by document. ISO9001:2000 has clearly required that SOP must be seen in the workshop. Layout Optimization Most of furniture companies setup their production lines base on experience, or copying other factories. The owners have forgotten the most importance things - manufac

23、turing processes of their own. So, motion waste, transportation waste, disordered production, and cost increasing occurred. We analyze the flow of material between machines/processes, get a closeness priorities diagram, work out a reasonable layout plan and executing. It can improve efficiency and s

24、ave cost. 布局优化 大部分家具厂在建造生产线时，多基于以往经 验，或者说模仿别的工厂，没有考虑自身产品的工 艺流程，这样的结果就是动作浪费，搬运浪费， 生产秩序混乱，成本增加。 我们通过分析工序或机台之间的物流量，得出 工序或机台之间的重要程度，最终绘制比较科学的 生产线布局并加以实施，达到提高效率、节约成本 的目的。 很长的包装线 配件包装远离包装线 没有明确配件包装，待放产品，包装材料存放区 域 Very long packing line Parts packing far from packing line No specified area for parts packin

25、g, WIP, material 某工厂包装线 优化前 A packing line before Shorter packing line, save waste of motion Move parts packing next to the packing line, save wastes of motion Area defined for parts packing, WIP, material Number of products last year: 173,065 Kilometers saved base on last years production: 26,204.9

26、 KM 更短的包装线, 节省动作浪费 配件包装向包装线移动，节省动作浪费 明确配件包装，待放产品，包装材料存放区域 去年总产品数：173,065 按去年产量计算节省搬运距离：26,204.9 公里 某工厂包装线 优化后 A packing line after Visual Management(VM) Visual management is one of the lean techniques designed so that anyone entering a work place, even those who are unfamiliar with the detail of the

27、 processes, can very rapidly and clearly see what is going on, understand it and see what is under control and what isnt. Essentially, the current status of the operation can be assessed, at a glance. 可视化管理 可视化管理是一种精益工具，它能让任意一个 进入该工作区域的人（甚至一点都不熟悉生产流程 的人）能非常快速和清晰的看到现场的事物，并了 解它，同时看到各种现象是不是都在控制之下。 概而言之

28、，就是该工作区域要 ”一目了然“。 人是怎样收集信息的？ How does Human Beings Collect Information? l 3.5% The Nose 鼻子 l 11% The Ears 耳朵 l 1.5% Sense of Touch 触觉 l 1% Sense of Taste 味觉 l 83% The Eyes 眼睛 可视化工厂 Visual workshop 看板 看板（通常在生产线）设立一个小的物料库存 点，当后续工序用完该点的库存时，看板会释放一 个物料补充信号，供料员就能很简单的对该物料进 行更换。看板可以以各种方式存在：纸片、电子屏、 标识、彩灯和容器等

29、。 目的：安排生产和最小化在制品，同时促进各 车间改善的进行。 Kanban Kanban establishes a small stock point (usually at the producing work center) that sends a signal when items are withdraw by a downstream process. The producing work center simply replaces the items removed. Kanban can be a paper card, an electronic board, a si

30、gn, a color light or a container and so on. Purposes: Schedule production and minimize work-in-process while encouraging improvement in many areas. All kinds of KANBAN各种形式的看板 KANBAN & Pull System 看板和拉动系统 Supermarket物料超 市 Kanban 看板 组立 Assembly Pull 拉动 油漆 Finish 包装 Packing Lean is endless. 精益无止境。精益无止境

31、。 精益培训课程 Lean Training Courses 精益阶段 Lean Four Stages 课程名称(中文) Courses 课程名称(英文) Courses 课件状态 Training ppt 培训人 Trainer 拨云见日 Clearing the Clouds 7个浪费7 WastesReady 6S6SReady 可视化管理Visual Management 价值流分析Value Stream MappingReady 系统布置规划Systematic Layout PlanningReady 流程稳定性 Initial Process Stability 全面生产维护(TPM)Total Productivity Maintenance 标准作业指导书Standard WorkReady 防呆Error ProofingReady 质量标准Quality StandardReady 问题解决Problem SolvingReady 色板站系统Step Color Panel System Ready 减少批量和同步生产 Batch Reduction and Synchronization 快速换型Quick Changeover 单件流One Piece Flow 动作分析Mot