精益生产综述课件

1、精益生产概述LLean ManufacturingSix SigmaGEC&I APO Lean精益生产概述LLean ManufacturingSix S内容简介: 介绍精益生产(JIT)的历史背景.精益生产和6-sigma的结合.总览测量/分析/改进/控制阶段的主要工具(知识点)总结精益生产和群策群力 术语表 图表总汇 公式 附加参考材料内容简介: 介绍精益生产(JIT)的历史背景.精益生产（Lean Production，LP），又称精良生产，其中“精”表示精良、精确、精美；“益”表示利益、效益等等。精益生产就是及时制造，消灭故障，消除一切浪费，向零缺陷、零库存进军。它是美国麻省理工学院

2、在一项名为“国际汽车计划”的研究项目中提出来的。它们在做了大量的调查和对比后，认为日本丰田汽车公司的生产方式是最适用于现代制造企业的一种生产组织管理方式，称之为精益生产，以针对美国大量生产方式过干臃肿的弊病。精益生产综合了大量生产与单件生产方式的优点，力求在大量生产中实现多品种和高质量产品的低成本生产。一、精益生产的产生与推广20世纪初，从美国福特汽车公司创立第一条汽车生产流水线以来，大规模的生产流水线一直是现代工业生产的主要特征。大规模生产方式是以标准化、大批量生产来降低生产成本，提高生产效率的。这种方式适应了美国当时的国情，汽车生产流水线的产生，一举把汽车从少数富翁的奢侈品变成了大众化的交

3、通工具，美国汽车工业也由此迅速成长为美国的一大支往产业，并带动和促进了包括钢铁、玻璃、橡胶、机电以至交通服务业等在内的一大批产业的发展。大规模流水生产在生产技术以及生产管理史上具有极为重要的意义。但是第二次世界大依以后，社会进入了一个市场需求向多样化发展的新阶段，相应地要求工业生产向多品种、小批量的方向发展，单品种、大批量的流水生产方式的弱点就日渐明显了。为了顺应这样的时代要求，由日本丰田汽车公司首创的精益生产，作为多品种、小批量混合生产条件下的高质量、低消耗进行生产的方式在实践中摸索、创造出来了。丰田英二介绍精益生产的历史背景精益生产（Lean Production，LP），又称精良1950

4、年，日本的丰田英二考察了美国底持律的福特公司的轿车厂。当时这个厂每天能生产7000辆轿车，比日本丰田公司一年的产量还要多。但丰田在他的考察报告中却写道：“那里的生产体制还有改进的可能”。战后的日本经济萧条，缺少资金和外汇。怎样建立日本的汽车工业？照搬美国的大量生产方式，还是按照日本的国情，另谋出路，丰田选择了后者。日本的社会文化背景与美国是大不相同的，日本的家族观念、服从纪律和团队精神是美国人所没有的，日本没有美国那么多的外籍工人，也没有美国的生活方式所形成的自由散漫和个人主义的泛滥。日本的经济和技术基础也与美国相距甚远。日本当时没有可能全面引进美国成套设备来生产汽车，而且日本当时所期望的生产

5、量仅为美国的几十分之一。“规模经济”法则在这里面临着考验。丰田英二和他的伙伴大野耐一进行了一系列的探索和实验，根据日本的国情，提出了解决问题的方法。经过30多年的努力，终于形成了完整的丰田生产方式，使日本的汽车工业超过了美国，产量达到了1300万辆，占世界汽车总量的30以上。制造、电子、计算机、飞机制造等工业中。丰田生产方式是日本工业竞争战略的重要组成部分，它反映了日本在重复性生产过程中的管理思想。丰田生产方式的指导思想是，通过生产过程蹩体优化，改进技术，理顺物流，杜绝超量生产，消除无效劳动与浪费，有效利用资源，降低成本，改善质量，达到用最少的投入实现最大产出的目的。日本企业在国际市场上的成功

6、，引起西方企业界的浓厚兴趣，西方企业家认为，日本在生产中所采用的方式是其在世界市场上竞争的基础。80年代以来，西方一些国家很重视对丰田生产方式的研究，并将其应用于生产管理。1950年，日本的丰田英二考察了美国底持律的福特公司的轿车手工生产大规模生产阶段 I阶段 II精益生产什么何时劳动力机器工作安排缓冲对业绩的收益“由专业工匠生产的单个产品”1910年以前多技艺的工匠小规模、各种产品类型作业排序订单积压原材料库存生产周期长以不稳定性为其特征“专业化的流水线大量生产标准化产品”1910-1980专业化、单元化、岗位化的工人，由多职能一线管理人员协调专业化的、顺序化的大批量、作业排序大规模原材料存

7、货，在制品、成品库存规模经济标准化（部件、任务和工具）“根据需求小批量进行的生产，以将浪费减至最小”1970-95水平方向多技能，在小组中工作冗余/多余容量，快速生产准备小批量少量在制品库存 (Kanban)人员和外部（供应商）缓冲库存以作业典范为导向规模经济生产周期短废品/返工量减少“单件流动，迅速重新配置生产，浪费几乎为零”1995以后水平及垂直方向多技能，在以自我为主导的小组中工作多功能机器，快速生产准备单件流动很少有在制品和成品库存技能与机器能力储备以持续改善为导向规模经济生产周期长，更短的产出时间（并行操作）浪费减少手工生产大规模生产阶段 I阶段 II精益生产什么“由专业工匠即时生产

8、举例 (JIT-JUST IN TIME)JIT 指这样一个系统: 按照顾客的需要在正确的时间, 生产正确数量的正确产品. 星期一7:00pm装载着铁矿石的船停靠在码头. 冶炼开始 星期二10:55pm冶炼结束,铸造工艺开始12:55pm 铸成圆钢冷却和清洗5:05pm第一道加工工艺开始, 共58道,耗时55分钟. 6:00pm发动机组装完成. 运输到汽车整车装配厂星期三8:00am汽车完成发动机的整车装配7:00pm销售商提货并付款 从铁矿石到付款仅需48小时 (包括12小时的运输时间)即时生产举例 (JIT-JUST IN TIME)星期一7如今, 制造系统必须结合这些重要的策略.这一切都

9、通过杜绝浪费来完成。 一个精益的，柔性化并且具备成本优势的企业能够为客户提供： 高附加价值 - “最低廉的供应商高质量 - “6 sigma质量标准快速响应 - “更短的提前期，生产、设计、采购、营销通过 无缝连接构成的柔性化生产系统.精益生产使我们在竞争产生优势精益生产的理念就是以最经济的方式完成生产： 需要什么 (顾客期望，质量要求等) 何时需要 利用最少的资源完成生产如今, 制造系统必须结合这些重要的策略.一个精益的，柔性化并- 持续不断的改进工作- 持续不断 表面文章- 以数据为基础- 可见的和可量化的- 热衷于实干- 行动不带来成本大幅度的增加- 绝对不容忍浪费的出现持续不断的改善成

10、为企业的精髓文化, 被员工广泛地认可, 并付诸实施. 群策群力 - “只为更好”- 持续不断的改进工作持续不断的改善成为企业的精髓文化,精益生产和六西格玛的结合的好处 (为什么要结合在一起?)六西格玛- 严谨的科学(哲学), 耗时长 以数据为基础的 专注于顾客 重点控制 可控变量的百分比 关注变量 领导力的培养 文化的改变精益生产 快速,充满活力 消除浪费专注于内部的团队数据为基础 定量 定性 显著的短期结果 可控制的 低成本两者互相补充, 互相支持, 对制造业而言, 两者的结合尤其的重要. 精益生产和6-sigma的结合精益生产和六西格玛的结合的好处 (为什么要结合在一起?)六西可使用的工具

11、测量工具TAKT 时间的计算混合产品图工件流动图Observation Sheets (观察表格)Cycle Time / TAKT Time Bar Chart (工件时间和TAKT时间的平衡图)分析工具Observation Sheets (观察表格)Process Capacity Table (流程能力图表)Standard Work Sheet (标准工作表)Standard Work Combination (标准工作的合并)Cross Training Matrix (多工位的培训表格)Cycle Time / TAKT Time Bar Chart (工件时间和TAKT时间的平

12、衡图)改进 (行动)Visual Controls(可视化控制)Any Tool(s) from Measure & Analyze that apply (以上所述)控制 (Control)行动计划表可使用的工具测量工具测量阶段分析阶段改进阶段控制阶段总览 (知识点)测量阶段分析阶段改进阶段控制阶段总览 (知识点)主要的输出:测量阶段寻找关键工艺路径计算TAKT建立混合产品图Create Mix Model Map建立工件流动图Create Spaghetti Chart完成对所有操作工位的观察表Complete Observation Sheets for ALL operations消除

13、无增加值的浪费Identify All Non-Value Added Waste累加/确认操作时间Accumulate / Verify Operational Time建立生产周期时间和TART时间表柱形图表Create Cycle Time / TAKT Time Bar Chart测量阶段主要的输出:测量阶段寻找关键工艺路径测量阶段分析Define ALL Non-Value Added Waste找出所有的无增值的浪费Reduce Setup Time减少机器准备时间Redo Observation Sheets for ALL operations after changes对所有

14、操作重新完成观察表Create Standard Work 建立标准化的工作Complete Process Capacity Tables 完成流程能力表Complete Standard Work Sheets 完成标准工作表格Complete Standard Work Combination Sheets 完成标准工作合并表Cross Training Matrix 多工位培训组合表Create New Cycle Time / TAKT Time Bar Chart建立新的周期时间和TAKT时间的柱状图Finalize Cell Design 决定工段的设计分析阶段主要的输出:分析D

15、efine ALL Non-Value Added改进Action Work Out Event群策群力的行动Implement Cell Design实施工段的设计Establish Key Metrics建立关键指标Establish a Visual Workplace建立可视的工作区域Flow Hardware硬件的流动Implement Standard Work实施标准化的工作改进阶段主要的输出:改进Action Work Out Event群策群力的行动控制Create & Complete Action Item List建立和完成行动列表Follow the Action W

16、ork Out Commandments遵守群策群力的约定控制阶段主要的输出:控制Create & Complete Action Ite10%20%30%40%50%60%70%80%90%100%Overall Project Completion PercentageMeasureAnalyzeImproveControl2341Review Analyze Phase- Champion comments- Update team / stakeholdersTrain Team on 6 sigma toolsLean Mfg Team TrainingReview process

17、mapDevelop new process flowUpdate IM project checklistScreen Potential CausesIdentify Root Causes of variationCreate Standard WorkIdentify Improvement Actions and Implementation PlanDevelop Risk AssessmentRisk Abatement PlanObtain buy-in / support for improvement actionsImplement ImprovementsAction

18、Work Out Event- Implement Cell Layout- Establish Key Metrics- Establish a Visual Workplace- Flow Hardware- New Cell Running RulesCollect & analyze data to validate improvementCommunicate ImprovementsDevelop Presentation- Review Team / MBB / Sponsor- Present results to Champions and Operational Leade

19、rsUnderstand Environment- Meet business leader- Establish key contacts- Tour process- Identify process owner- Identify team members- Search data base for Pull LeverageTrain Team on 6 sigma toolsLean Manufacturing Team TrainingCreate Product TreeIdentify Customer Requirements- CTQs via QFD- Identify

20、additional data Needs- Determine TAKT timeCreate Process MapDetermine Critical Path/Value StreamCreate Spaghetti ChartAssess Lean Business ImpactEstablish IM contact- Establish resource requirementsDefine performance standards- Gather / Pareto data - Review Historical dataEvaluate measurement system

21、- Gage R&REstablish Product Capability- Calculate Z st and ZltDevelop Presentation- Review Team / MBB / Sponsor- Present results to Champions and Operational LeadersReview Measure Phase- Champion comments- Update team / stakeholdersTrain Team on 6 sigma toolsLean Manufacturing Team TrainingDefine Pe

22、rformance Objective for “Y”Process Map- Identify Variation SourcesEliminate Non-Value added wasteReduce Setup TimePareto NVA, VA, Queue Times- Standard Work Sheet- Standard Work Combination- Cross Training MatrixIdentify Xs- Cause & Effect Diagram Create Cycle Time/TAKT Time Bar ChartBenchmark simil

23、ar productsand processesIdentify Push Leverage opportunitiesAnalyze Data- Apply Statistical Tools- Hypothesis Tests Finalize Cell DesignDetermine Input RulesDefine additional data needsCoordinate systems project & resource issues with IM contact- Update IM project checklistDevelop Presentation- Revi

24、ew Team / MBB / Sponsor- Present results to Champions and Operational LeadersReview Improve Phase- Champion comments- Update team / stakeholdersTrain Team on 6 sigma toolsLean Mfg Team TrainingCreate Action Item ListIssue Revised QCWIs / procedures where applicableUpdate IM project checklistRevalida

25、te Cause & Effect of Xs to Achieve YsDetermine Process CapabilityImplement Control SystemIs Control Solution Patentable?Identify Follow-up Action Plan and Individuals ResponsibleIdentify Opportunities for StandardizationList Best Practices and Identify Lessons LearnedCommunicate Push leverage opport

26、unities to process ownersValidate Key MetricsLeverage follow-on projects to BB/MBB/GBsHand off to Process OwnerDevelop Presentation- Review Team / MBB / Sponsor- Present results to Champions and Operational LeadersMonitor process performanceControl Phase对照表10%20%30%40%50%60%70%80%90%100定义目标观察目前的情形(s

27、paghetti chart):观察表格Observation sheet标准工作合并表Standard work combination sheet标准工作表格Standard work sheet指出目前的浪费Identify waste in the current situation消除和预防浪费的再次发生Eliminate and prevent recurrence建立新的标准操作Construct new standard operations持续地保持以上的所为Repeat above steps continuously使得问题暴露出来总结群策群力的法则标准化的操作是改善之本

28、总结精益生产我们要重新安排任务，以提高成功率定义目标使得问题暴露出来总结群策群力的法则标准化的操作是改善1.改善行动开始于在生产实地的考察2.充满激情地去做 采取行动3.证据- 不停留在口头上.行动快速, 不拖泥带水. 没有行动就没有一切. 三个要素总结群策群力的法则1.改善行动开始于在生产实地的考察行动快速, 不拖泥带水.1抛弃关于生产的习惯思维.2想如何去做, 而不是为什么做不完. 3不要去寻找理由. 从挑战现成做法开始, “他们不做”,“我们来”!4不必追求尽善尽美, 立即行动, 即使我们只能完成50%的任务. 5立刻纠正错误. 6不要在改善上花费过多的金钱. 7在遭遇困难时, 显现你的

29、智慧. 8在寻找根本原因时, 问五个为什么. 9三个臭皮匠赛过诸葛亮.10改善的想法是无边界的. 通过实践, 你会学习和积累改善的经验. 十条规则总结群策群力的法则1抛弃关于生产的习惯思维.通过实践, 你会学习和积累改善精益生产大厦工业系统生产系统以正确的方式工作即时生产-按照顾客的需要在正确的时间, 生产正确数量的正确产品人机分离，半自动化在生产中一有问题立即停止工作人员材料机器标准化工作标准化在制品看板自动化操作的有效性满足Takt 时间的生产一件流拉动系统均衡的生产精益生产大厦工业系统生产系统即时生产人机分离，人员材料机器标好的开始是成功的一半!谢谢您的参与!好的开始是成功的一半! b

30、术语表 b 术语表Glossary of GEIS Lean Production System Terminology Automation The use of machines working independently of manpower.Autonomation The process of separating the work of man and machine characterized by work not movement; quality built into the process; and visual management.Bottleneck Any ma

31、chine or process that limits flow or capacity.Cell The optimal physical layout f machines and manpower for a product or family of products that identifies and eliminates waste.Continuous flow Carrying out one-piece-at-a-time production in order toprocessing eliminate stagnation of work (queue) in an

32、d between processing steps.Cycle time The total time required for a worker to complete one cycle of his entire job process (including manual and travel times).DPU Defects per unit shipped. A measurement towards six sigma.Ergonomics Study of the body motions involved in a worker performing a task.Exp

33、ress train Following 1 part through a cell using continuous flow without queue time theoretical lead time.Frequent conveyance Increasing the delivery frequency of parts, such as parts form outside vendors, in order to keep inventory to a minimum.Inventory turns Frequency at which standard WIP is del

34、ivered to the cell.= $ Output for the year/avg. $ inventory on hand.JIT(JUST IN TIME) theory of production characterized by continuous flow, producing according to TAKT time, and the pulling of subsequent processes using minimum level of inventory required.Kaizen Change for the better; a process qua

35、lity tool for improvement involving a series of activities whereby instances of MUDA (waste) are eliminated one by one at minimal cost, by workers pooling their wisdom and increasing efficiency n a timely manner. It emphasizes manual work operations rather than equipment.Kanban A method/device of pu

36、lling from previous processes in order to control material flow, cap inventory levels, and to take pulse of the customer. It serves as: an instruction for when to produce; a tool for visual control against over production and a detection of irregular processing speeds.Kiting Grouping component parts

37、 used in a process or build for ease of assembly.Lead time The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time from when an order is placed until the finished product is shipped.Glossary of GEIS Lean ProductiLea

38、n production Meeting customer requirements by manufacturing most economicallySystem (using minimum resources of machines, manpower, and inventory).Level production Overall leveling in the production schedule of the variety and volume of items produced in given time periods as well as leveling the wo

39、rk of each operator to be as close to TAKT time as possible.Linkage Continuous flow of communication between customer and supplier.Machine capacity Amount of pieces that can be produced through one machine or process. Machine time The time from machine switch on, processing, to machine returning to

40、original position, during which there is no hands-on work by the operator.Manual time The hands-on time it takes for the worker to perform a task.Manufacturing losses MUDA, poor quality, rework, re-inspection, scrap, or repair. Waste addition to processing cost.Mincing Mixing of products for central

41、 services (i.e. heat treat), OV, kits for components and assemblies.MUDA Any type of waste elements that add no value to the product: i.e. Waiting, Traveling, Over production, Excess Motion, Rework, Redundant and/or unnecessary processing, etc.Multi-Machine One shop worker operating two or more simi

42、lar machines that are groupedhandling together.Multi-process An operator being able to perform more than one process( which may or handlingmay not include machines).Multi-skill Broadening a workers skills so that the worker can operate multiple typesdevelopmentof equipment and processes in order to

43、facilitate cell development and one piece flow.Non-conforming A product that deviates from drawing or an internal quality system. Amaterialproduct with a defect.One piece flow Production system in which only one part at a time is processed or assembled and sent along the production line to follow pr

44、ocesses.Pokayoke Mistake proof: usually refers to the use of fail-safe devices in the machine time of a process in order to prevent defects and insure quality. A key ingredient which when added to automation will yield automation.Process A series of steps to achieve a desired result. It may involve

45、one or more machines but does not have to.Process Capacity Maximum amount of product that can be produced through a process for a given period of time.Glossary of GEIS Lean Production System TerminologyLean production Meeting custProcess Capacity Indicates the maximum capacity for parts processing a

46、t any one process.Table Recorded on it are: the amount of time spent in manual work, machine time, set- up time, etc.Process Mapping A technique used to follow the detailed flow of a product through a manufacturing cycle.Process Route A study of the process and machine sequence for a group of simila

47、r parts.Analysis It can be used to standardize product flow for ease of cell implementation.Product Quantity A study of the quantities demanded of different products produced at aAnalysiswork location. This picture of the volume and variety of products can be used to identify high impact areas to co

48、ncentrate efforts or identify the need to use process razing to make products more similar.Pull System System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in the exact amount needed.Quality Total customer satisfaction-involves ha

49、ving all employees Customer focused.Queue time The time a part sits waiting to be worked on.Quick Response Ability to respond to market changes and customer requirements while maintaining world class manufacturing standards.Rotables Additional parts purchased to balance output with customer requirem

50、entsScrap A product which is non- reworkable or unrepairable.Sequence of The order in which the part is processed.ProcessingSequence of Work The order in which an operator performs a series of repetitive tasks.Set-up operations Preparation before and after operations.Set-up, External Machine changeo

51、ver steps that can be performed while the machine is processing parts or off-line from production time.Set-up, Internal Machine changeover steps that are performed while the machine is stopped during production time.Six Sigma Is a quality culture to produce zero defects and to insure customer satisf

52、action.SMED (Single Minute Exchange Die) has become the title for the category of improvement devices used in manufacturing to allow for quick change over of machine/fixture set-ups.Glossary of GEIS Lean Production System TerminologyProcess Capacity Indicates thSPC Statistical Process Control: analy

53、sis of variation in a process.Standard Operations The combination of people and machines required to accomplish production in such a way as to minimize waste.Standard WIP Minimum amount of work in process required to perform repetitive operations economically.Standard Work Sequence of tasks that an

54、operator performs.Standard Work Sheet Shows the outline of work for each worker in a cell. Recorded on it are: TAKT time, work sequence, standard WIP, quality checks, safety precautions, etc.Standard work Table that clarifies how much time is spent doing manual work andcombination sheet traveling at

55、 each production process. It is used to examine the range of processes that one worker can take care of within TAKT time and the amount of time during which machines are operated automatically are recorded to help determine what combination of operations are possible.Synchronous Materials and resour

56、ces available Just in Time to manufacture to meetManufacturing customer requirements.TAKT Time Available production time / required production(demand).Touch time The time a man or machine is working on a part (Value added time).TPM Total Productive Maintenance is the total involvement of all employe

57、es in a cell to improve the process.Travel time The time it takes a worker to move to the next station to pick up or put down parts, tools, etc. May occur during operation as well.Visual Refers to the means by which anyone can tell at a glance if productionManagement activities are proceeding normal

58、ly or not. A communication, discipline and pacing tool.Waiting time The time that a worker is idle when no work is available.WIP Work In Process; inventory of materials that has already started processing.Work, Non-value Rework, set-ups, inspection, repair processing, transportation, unnecessaryadde

59、d work to complete the manufacture of a product. Anything in addition to what the customer is willing to pay for.Work, Value Added Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for.Glossary of GEIS Lean Production System TerminologySPC Statistical

60、Process Cont图表总汇图表总汇* 7 Types of Waste: 1) Correction 2) Over Production 3) Transportation & Conveyance 4) Inventory 5) Unnecessary Motion 6) Unnecessary Processing 7) WaitingStep No.Description of ProcessProduct LinePart NumberPart NameDatePageof DescriptionObservation Sheet*Waste/Non Value-Added A