准时制与精益生产方式

LeanProductionJIT&LeanProductionSystems准时制与精益生产方式2Just-in-timeProductionSystemsLeanProductionDefinedTheToyotaProductionSystemLeanImplementationRequirementsLeanServicesLP的定义丰田生产系统LP的实施条件精益服务LeanProductionDefined精益生产方式的定义LeanProduction定义LeanProductioncanbedefinedasanintegratedsetofactivitiesdesignedtoachievehigh-volumeproductionusingminimalinventories(rawmaterials,workinprocess,andfinishedgoods)LeanProductionalsoinvolvestheeliminationofwasteinproductioneffortLeanProductionalsoinvolvesthetimingofproductionresources(i.e.,partsarriveatthenextworkstation“justintime”)LP:利用低库存获得高产量的一整套活动.LP:努力消除浪费LP:生产资源的时间编排(JIT)PullSystem拉动系统CustomersSubSubFabFabFabFabVendorVendorVendorVendorFinalAssemblyHerethecustomerstartstheprocess,pullinganinventoryitemfromFinalAssembly…Thensub-assemblyworkispulledforwardbythatdemand…Theprocesscontinuesthroughouttheentireproductionprocessandsupplychain生产方式的演变手工生产方式

大量生产方式

精细生产方式大规模定制

法、德（19世纪）奔驰公司美国（20世纪上半叶）福特公司日本（20世纪下半叶）丰田公司精细生产方式

LeanProduction美麻省理工学院国际汽车项目组的研究人员给日本汽车工业的生产方式起的名称。

与大量生产方式相比，只需一半的(人员、场地、投资)产出质量更高、品种更多的产品Somestatisticsfrom1986Framingham(GM)40.7hours130defects2weeksToyotaTakaoka16hours45defects2hoursAcomparisonof1)assemblyhours2)defects/100cars3)averageinventorylevels5TheJapaneseApproachtoProductivity

精益生产方式的产生背景GoaloffullemploymentinthepostWWIIperiod.Government(MITI)supportedimprovementoftargetedindustries.Importedtechnologies.Effortsconcentratedonfactoryfloor.Qualityimprovementfocus全民就业的目标（实业建国）政府扶持计划选定的产业引进技术（而非自主开发）注重生产一线持续质量改进TwoPhilosophies

核心理念EliminationofwasteRespectforpeople.消除浪费尊重人StriveforSimplicity(anotherUSTextbook)AlwaysusesimpleapproachesSimpledesignsSimplecontrolMistake-proofprocesses6Waste—Operations

生产中的七种浪费(1)Wastefromoverproduction(2)Wasteofwaitingtime(3)Transportationwaste(4)Inventorywaste(5)Processingwaste(6)Wasteofmotion(7)Wastefromproductdefects(1)过量生产的浪费(2)等待时间的浪费(3)运输的浪费(4)库存的浪费(5)工序的浪费(6)动作中的浪费(7)产品缺陷的浪费The“RocksintheStream”ConceptProductionProblemsWaterLevel(Inventory)Rock(problem) Boat(companyoperations)Loweringthe“Water”LevelProductionProblemsInventoryReductionsCRUNCH!StepTwo-DealwithExposedProblemsProductionProblemsInventoryReductionsProcessImprovementofProductionProblemStepThree-ContinuetheprocessProductionProblemsInventoryReductionsIdentificationofnewproblemareaWhatisInventoryinaLeanProductionView?Apotentialformofwaste(whenvalueisnotbeingadded)AusefulmeasurementtotellhowwellthesystemisworkingAusefultooltohelpidentifycriticaluncertaintiesandproductionproblemsThesevenelementsthataddresseliminationofwaste

消除浪费的七种方法FocusedfactorynetworksGrouptechnologyQualityatsourceJITproductionUniformplantloadingKanbanproductioncontrolsystemMinimizedsetuptimes集中工厂网络成组技术源头质量控制JIT生产均衡生产负荷看板控制系统最小化调整时间（换模）7FocusedFactoryNetworks

集中的工厂网络FinalAssemblyCoordinationSystemIntegration整合系统小型专业化工厂Smallspecializedplants8GroupTechnology

成组技术DepartmentalSpecialization(Jobshop)部门专业化SawSawLathePressPressGrinderLatheLatheSawPressHeatTreat热处理GrinderSaw锯Grinder磨Lathe车Press冲压9GroupTechnology

成组技术Grouptechnologycells成组技术加工单元PressLatheGrinderGrinderA2BSawLatheSawLathePressLathe1Saw锯Grinder磨Lathe车Press冲压HeatTreat热处理KanbanProductionControlSystems

看板控制系统Kanban:asignalingdevicetoregulateJITflow.看板:一种控制物流品种与数量的标识性的工具。KanbanProductionControlSystemsStoragePartAStoragePartAMachineCenterAssemblyLineMaterialFlowCard(signal)FlowWithdrawalkanbanOncetheProductionkanbanisreceived,theMachineCenterproducesaunittoreplacetheonetakenbytheAssemblyLinepeopleinthefirstplaceThisputsthesystembackwereitwasbeforetheitemwaspulledTheprocessbeginsbytheAssemblyLinepeoplepullingPartAfromStorageProductionkanban16CalculatingtheNumberofKanbansNeeded计算看板数量Settingupakanbansystemrequiresdeterminingthenumberofkanbans(orcontainers)needed.Eachcontainerrepresentstheminimumproductionlotsize.Anaccurateestimateoftheleadtimerequiredtoproduceacontaineriskeytodetermininghowmanykanbansarerequired.确定看板(或容器)数量每个容器代表最低的加工批量关键是须要尽可能精确地估计生产一箱零件的时间17TheNumberofKanbanCardSets,k

看板的数目k=Numberofkanbancardsetsd=AveragenumberofunitsdemandedoversometimeperiodL=leadtimetoreplenishanorder(sameunitsoftimeasdemand)S=SafetystockexpressedasapercentageofdemandduringleadtimeC=Containersize

k=看板数量d=平均需求量L=leadtime提前期S=安全库存(用提前期中需求量的比例形式表示)C=容器的大小

21RespectforPeople

尊重员工MaintainlevelpayrollsCooperativeemployeeunionsSubcontractornetworksBottom-roundmanagementstyleQualitycircles(Smallgroupinvolvementactivities)维持稳定的工资合作性的工会分包商网络现场管理（基层委员会+小组）质量小组JITRequirements

JIT的前提条件DesignFlowProcess设计流程（科学、连贯）TotalQualityControl全面质量管理（自觉、自动检测）StabilizeSchedule稳定的计划Kanban-Pull看板拉动WorkwithVendors与供应商合作ReduceInventorymore进一步减少库存ImproveProductdesign改进产品设计（标准化、部件少）11JITPurchasing—Requirements

准时采购的条件ReducedlotsizesFrequentandreliabledeliveryschedulesReducedandhighlyreliableleadtimesConsistentlyhighqualitylevelsforpurchasedmaterials１

减小批量

２

频繁而可靠的交货

３

提前期压缩并且高度可靠。

４

保持一贯的采购物资的高质量。12JITPurchasing—Suppliers

准时采购——供应商Fewer,nearbysuppliersRepeatbusinessSupportsuppliers’competitivenessClustersofremotesuppliersLimitcompetitivebiddingtonewpartsResistverticalintegrationEncouragesupplierstoimplementJITpurchasing

少量、近距离重复业务支撑供应商竞争力使距离较远的供应商尽可能靠近投标竞争仅限于新的零部件反对垂直一体化鼓励供应商也实施准时采购13JITPurchasing—Quantities

准时采购——数量Steadyoutputrate(adesirableprerequisite)FrequentdeliveriesinsmalllotquantitiesLong-termcontractagreementswithminimalreleasepaperworkDeliverquantitiesvariablefromreleasetoreleasebutfixedforwholecontractterm

稳定的产出率

频繁的小批量送货

长期合同、减少日常文书工作

每次交货数量可变，但整个合同期的数量固定14JITPurchasing--Quantities(Ctd)

准时采购——数量LittleornopermissibleoverageorunderageofreceiptsSuppliersencouragedtopackageinexactquantitiesSuppliersencouragedtoreducet