德尔福-精益制造通用PPT课件

1、Lean / DMS Overview1Lean (Exercise)精益（练习）Exercise: By table / group come up with your definition of 揕ean练习：按课桌/小组给出您对“精益”的定义What is Lean?什么是精益？2What is Lean?什么是精益？3Lean 精益lean adj. 精益：形容词1 a: lacking or deficient in flesh. b: containing little or no fat a:无肉或少肉 b: 少脂肪或无脂肪2: lacking richness 不富裕 3: d

2、eficient in an essential or important quality or ingredient 在必要性、重要 性、质量或成分方面稀缺4: charac-terized by economy of style or expression 文体或措辞简练 syn. thin, skinny, lanky, scrawny, gaunt, bony, emaciated, svelte, lank 同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、瘦长的ant. fat, fleshy, overweight, flabby, obese, plump,

3、 chunky, corpulent, soft 反义词：肥胖的、多肉的、过重的、不结实的、过分肥胖的、丰满的、粗短的、肥大的、软的4Lean 精益What is Lean? - Womack什么是精益1. Define value precisely from the perspective of the end customer从最终用户的角度准确地定义价值2. Identify the entire value stream for each product or product family and eliminate waste确定每一种产品或产品系列的整个价值流，消除浪费 3. M

4、ake the remaining value creating steps flow理顺创造价值的步骤4. Design and provide what the customer wants only when the customer wants it只在客户需要时设计和提供他们所需的东西5. Pursue perfection 追求完美5Lean 精益At Delphi, Lean is.A business strategy for maximizing profit by energizing people to respond to customer demand in the

5、shortest possible time by eliminating waste in everything we do.在德尔福公司，精益表示一种经营战略，它激励人们在所做的任何事情中消除浪费，在尽可能短的时间内对客户需求作出反应，从而使利润最大化。6Mass Production vs.Lean Manufacturing With Lean Production You Can Get: 7 of 3090% Reduction in Production Time90% Reduction in Inventories50% Reduction in Errors Reachin

6、g Customers50% Reduction in Scrap50% Reduction in Job Related InjuriesThe amount of human effort, time, space, tools, and inventories needed to design and provide a given service or good can typically be cut in half very quickly, and steady progress can be maintained from this point onward to cut in

7、puts in half again within a few years.Lean Thinking, Womack & Jones7What is DMS?什么是德尔福制造系统8Change in Manufacturing制造业的演化Henry Ford 亨利福特Assembly line mass production 装配线大批量生产 Produce in high volume with low variety 生产数量多、品种少Single skill 单一技术Toyota Production System (TPS) 丰田公司制造系统Just-In-Time?Producti

8、on (produce only what is needed) “准时生产制”（只生产所需要的）Pull System 拉动系统Produce enough volume to meet customers?needs 生产足够的数量以满足客户的需要High variety to meet customers wants 多品种以满足客户的要求9 COMMON Manufacturing System to Delphi DivisionsVision and Operating PrinciplesSix Interdependent ElementsThe six interdepend

9、ent elements provide the basic framework of the manufacturing system. They are the focus of our activities: Developing profound knowledge, planning and implementation, and continuous improvement.德尔福各分部共同的制造系统前景展望和运行原则六个相互依存的要素六个相互依存的要素构成了该制造系统的基本结构。它 们是我们活动的中心：拓展丰富的知识、规划和实施以 及不断改进。What is DMS?什么是德尔福

10、制造系统10Transform & Continuously improve our operations to a Quality Network based, globally dominant manufacturer转变并持续地改进我们的业务从而使其成为基于质量网络的在全球处于主导地位的制造厂商。Reduce Total Manufacturing Costs降低总的制造成本Reduce Customer Response Time 减少对客户的反应时间Reduce Inventory 减少库存Reduce Non-Value Added Activities 减少非增值活动Incre

11、ase Productivity 提高生产效率Improve Quality 提高质量Reduce Structural Costs 降低结构成本Engage the work force in the process 让员工参与这一过程DMS Objectives 德尔福制造系统目标11Operating Principles运行原则Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础Ensure that the Health and Safety of all our people is our prior

12、ity.确保所有员工的健康和安全是我们的首要任务Aggressively improve Customer response time.积极缩短对客户的反应时间Implement Quality at the Source. 从源头处保证质量Create a Learning, Supportive, and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化Competitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求Relentl

13、essly pursue the Elimination of Waste. 不懈努力，消除浪费Establish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标Drive the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的领导人员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize

14、 the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统12CorrectionOverproductionMaterial Movement / conveyanceMotionWaitingInventoryProcessing7 Types of Wastes 7种类型的浪费改正过度生产物料的移动和运输动作等候库存加工过程的浪费13Definition:Producing MoreThan NeededProducing

15、Faster Than NeededWaste of Overproduction 过度生产的浪费定义:生产超过了需求生产快过了需求14Characteristics 特点:Inventory Stockpiles 库存积压Extra Equipment 额外的设备 Extra Storage Racks 额外的仓储架Extra Manpower 额外的人力Additional Floor Space 更多的工作场地Causes 原因:Incapable Processes 过程能力低下Lack of Communication 缺乏交流Long Tool Changes 工具更换周期长Low

16、 Uptimes 计划工时利用率低 Lack of Stable / Consistent Schedules 缺乏稳定 / 连贯的计划安排Waste of Overproduction 过度生产的浪费15Definition:Rework of a Productor Service to Meet Customer RequirementsWaste of Correction 改正的浪费定义:为满足客户的要求，对产品或服务进行的返工。16Characteristics 特点:Extra Time Required by Workforce to Inspect / Rework / Re

17、pair 工人需要额外的时间来检查/返工/修理Missed Shipments / Deliveries 错过了装运/交货时间Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使组织变得被动 (疲于“救火”，而不是采取各种预防措施)Causes 原因:Incapable Processes 过程能力低下Operator Control Error 操作者控制失误Insufficient Training 缺少足够的培训Waste of Correction 改正的浪费17De

18、finition:Any movement of material that does not directly support a lean system.Waste of Material Movement / Conveyance材料移动/传送的浪费定义:任何不直接支持一个精益系统的材料移动。18Characteristics 特点:Extra Fork Trucks 额外的叉车Multiple Storage Locations 多处储存地点Extra Facility Space 额外的设施空间Incorrect Inventory Counts 不正确的存货清点Opportunit

19、y for Damage / Floor Loss 存在损坏/丢失物品可能Causes 原因:Unleveled Schedules 计划安排不平衡Long Change Over Times 更换品种时间长Lack of Work Place Organization 工作场地缺乏组织Improper Facility Layout 设备布局不当 Larger Buffer and Banks 缓冲库存区过大Waste of Material Movement / Conveyance材料移动/传送的浪费19Definition 定义: Any movement of people or m

20、achines which does not contribute value to the product or service.任何对生产和服务没有带来价值的人员或机器的运动。Waste of Motion 动作的浪费20Characteristics 特点:Looking for Tools 寻找工具Excessive Reaching / Bending 过度伸展/弯腰Machines / Material Too Far Apart (Walk Time) 机器/材料距离过远（步行的时间）Shuttle Conveyors Between Equipment to Carry Par

21、ts 零件在设备间传送带上的来回传送Extra 揃usy?Movements While Waiting 等候期间的额外“忙乱” 动作Causes 原因:Equipment, Office & Plant Layout 设备、办公室和工厂的布局不当Lack of Work Place Organization 工作场地缺乏组织Poor Person / Machine Effectiveness 人员/机器效率不高Poor Ergonomic Design 人机工程方面的设计不好Inconsistent Work Methods 不一致的工作方法Large Batch Sizes 加工批量过大

22、Waste of Motion 动作的浪费21Definition:Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized.Waste of Waiting 等候的浪费定义:当两个相关的变量 不完全同步时产生的停顿时间。22Characteristics 特点:Person Waiting for Machine 人员等候机器Machine Waiting for the Person 机器等候人员One Person Waiting for Another Person 一个人等候另

23、一个人Unbalanced Operations (Work) 不平衡的操作（工作）Unplanned Equipment Downtime 计划外停机Causes 原因:Inconsistent Work Methods 不一致的工作方法Long Machine Change Over Times 机器设置时间长Poor Man / Machine Effectiveness 人员/机器效率不高Lack of Proper Machines 缺乏合适的机器Lack of Equipment Resources 缺乏设备资源Waste of Waiting 等候的浪费23Definition:

24、Any supply in excess of process requirements necessary to produce goods.Waste of Inventory 库存的浪费定义:任何超过生产产品过程所需要的供应。 24Characteristics 特点:Extra Space on Receiving Dock 在进货仓库中占据额外的空间Stagnated Material Flow 物流停滞Massive Rework Campaigns When Problems Surface 当出现问题时，不得不进行大规模的返工Requires Additional Materi

25、al Handling Resources (People, Equipment, Racks, Storage, Space / Systems) 要求更多的材料处理资源(人力、设备、货架、仓库、空间/系统)Slow Response to Changes in Customer Demands 对客户要求的改变反应迟缓Causes 原因:Incapable Processes 过程能力低下Long Change Over Times 更换品种时间长Management Decisions 管理决策不当Local Optimization 局部最优化Inaccurate Forecastin

26、g Systems 不准确的预测系统Waste of Inventory 库存的浪费25DEFINITION:Effort which adds no value to a product or service. Enhancements which are transparent to the customers, or work which could be combined with another process.Waste of Processing 加工过程的浪费定义:对产品或服务附加的无效的工作，或可以结合在另一过程的工作。26Characteristics 特点:Process

27、 Bottlenecks 工作过程出现瓶颈Lack of Boundary Samples or Clear Customer Specifications 缺乏边界样品或明晰的客户规格要求Endless Refinement 没完没了的修饰Redundant Approvals 过多的批准程序Extra Copies / Excessive Information 额外的复印件/过多的信息Causes 原因:Engineering Changes Without Process Changes 工艺过程没有随着工程的更改而改变New Technology Used in Other Proc

28、esses 在其他工艺过程中使用了新技术Decision Making at Inappropriate Levels 在不适当的层次上制定的决策Ineffective Policies and Procedures 无效的政策和程序Lack of Customer Input Concerning Requirements 对客户的有关要求缺乏了解Waste of Processing 加工过程的浪费27Game : Find the Waste28Operating Principles运行原则Establish process measurements that contribute t

29、o Business Goals.建立有助于实现业务目标的过程衡量指标 Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response time.积极缩短对客户的反应时间 Implement Quality at the Source. 从源头处保证质量 Create a Learning, Supportive, and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业

30、文化 Competitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste. 不懈努力，消除浪费Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础Drive the Transformation Process through Knowledgeable and Involved Leadership.通

31、过知识渊博和全身心投入的领导人员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统29Lean Metrics Uptime Maintenance (MERV) Scrap % Rework % Capacity Utilization Internal Productivit

32、y Manufacturing Expense Total Production Cycle Time Inventory Turns Quality and Safety Metrics RRPPM Recordable Accident Rate Lost Work Day Case Rate Key Metrics 30 of 307/15/2022Operating Principles运行原则Establish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标 Ensure that t

33、he Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response time.积极缩短对客户的反应时间 Implement Quality at the Source. 从源头处保证质量 Create a Learning, Supportive, and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 Competitively manufacture at any volume and be

34、 Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste. 不懈努力，消除浪费Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础Drive the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的领导人员推动变革进程Define and Understand Roles

35、 and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统31Interdependent Elements 相互依存的要素Employee Environment & Involvement员工环境于参与Business ObjectivesScrapJan. Apr. Jul. Dec.UptimeGoalOn Time DeliveryGoalG

36、oalEmployee Information CenterJan. Apr. Jul. Dec.Jan. Apr. Jul. Dec.Our improvement team抯 efforts havehelped us meetour goals.Workplace Organization工作场地组织PULLCARDSTRASHTOWELSGLOVESTOOLSFlow Manufacturing 流动制造CoatingMachiningWeldingPressingOur integrated line isbalanced to meetcustomer demand.Our people are flexible,and WIP is down du