优化生产中的物流活动

MaterialMovementinaLeanManufacturingOperation

优化生产中的物流活动TotalSystemsDevelopment

全体系生产提高JIT生产(准时,准量生产):Whatismeantbytheterm,“Just-In-Time”?JIT生产意味着什么?DoesitmeanJITSupply?准时,准量供应?DoesitmeanJITProduction?准时,准量生产?So,whatisJust-In-Time?

那么,什么是准时准量生产?Theconceptofproducingthenecessaryunitsinthenecessaryquantitiesatthenecessarytimeisdescribedbytheshort-phrase“Just-In-Time”.JIT生产是:在必需时间内生产必需数量的必需部品的概念.Forexample….Inbuildingshoes:Thenecessarysubassembliesoftheproceedingprocess(uppersandbottoms)shouldarriveattheassemblylineatthetimeneededintheamountsneeded.举例说明:在生产成品鞋的时候:制鞋所必需的部件(鞋帮和鞋底)要准时,准量,准型号地到达制造车间.IfweachieveJIT:

如果我们做到准时,准量生产:Unnecessaryinventorieswillbeeliminated.不必要的库存就会消除Storesandwarehouseswillnotbeneeded.储存区和仓库也可以取消Materialcarryingcostswillbediminished.资材搬运成本降低However….TorelysolelyonacentralplanningapproachthatinstructstheproductionschedulestoallprocessessimultaneouslyisnotlikelytoresultinaJITprocessforalloperations.但是：单纯地依赖计划生产的方法,使所有工序同步生产，并不能完全实现所有环节的准时，准量生产.TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划Typically,onecontroloperationreceivesthecustomers’ordersanddisseminatesschedules.

通常，生产控制部门接受客户定单，然后制订并传达计划.

ProductionControl生产控制TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划ProductionControl生产控制IIIIIITheproblemcomeswhenachangeismadeeitherbecausetheorderchangesorequipmentbreaksdown.

但是当定单有变化或设备出现问题的时候，就会发生一些问题：库存库存库存库存Theresultisexcessinventory…

结果是导致过多的库存……withintheplantasWork-In-Process…在本车间工序内积压过多的库存…supplierssendinginpartsthatarenotneeded…上一道工序发来的并不需要的部件Additionally另外,Weneedextrafloorspacetostorethematerial.我们需要额外的空间来堆放材料Needexpeditorstosatisfythechangesinschedule.需要人力和时间投入来改变生产计划Runovertimetomakeuppartsthatwenowneed.用加班时间来生产现在所需部件Toyotarethoughthowtocommunicateschedules.丰田公司对调调整生产计划划做了改进:Toyotadiscoveredadifferentwaytomanagetheirschedule,丰田使用不同同的方法来制制订调整生产产计划Theystoppedtryingtoguesswhatthecustomerwillwant.他们并不去猜猜想客户的需需求Instead相反..Eachdepartmenthadinstalledasmallinventoryofeachproduct.每个车间都保保持少量的库库存Downstreamprocessescometothesupplyingdepartmentsandtakewhatitneeds.下一道工序到到上一道工序序去取他们所所需部件Thisallowstheprocessesupstreamtosimplyreplacewhatwastaken.这样,上一工工序只要补充充被取走的部部件即可.TheToyotaProductionSystemTPS丰田体系….Islikelytobethemoststudiedanddiscussedoperationsprogramintheworld.是极可能被全全世界研究和和讨论的体系系NumerousbooksandpapershavebeenwrittenaboutTPS.出版了很多关关于TPS的书籍和其它它资料ManyhavecometocharacterizeTPSas“leanproduction”orNOS.许多人认为丰丰田体系(TPS)实际上就代表表优化生产或或NOSLeanManufacturing(NOS)NOS优化生产Regardlessofanyauthor’sopinionorrational,allagreethatthefoundationofleanmanufacturing(NOS)isthecontinualpursuittoeliminatewaste.尽管大家的观观点有些不一一样,但所有有人都认为NOS的基础是持续续不断地减少少浪费Wasteisdefinedasanythingthatconsumesresourcesortime,butdoesnotaddvaluetotheproduct.浪费是任何耗耗费资源或时时间,但不增增加产品价值值的活动ExcessInventoryisWaste多余的库存是是一种浪费Excessinventoryhidesproblems多余的库存会会隐藏一些问问题SeaofInventory大量库存RawMaterial

原资材FinishedGoods

成品LongTransportation过长运输时间VendorDelivery

供应商运送Absenteeism缺勤Commun-icationProblemPoorScheduling计划不力MachineBreakdown设备停机QualityProblems质量问题LineImbalance线内不平衡LongSet-UpTime过长调整时间间LackofHouse-Keeping仓储管理问题题沟通问题OurgoalformaterialsmanagementinNOSNOS资材管理的目目标Theidealstateisasmoothflowofmaterialsthroughoutourownfactory理想的状态是是物料在整个个工厂内顺畅畅的流动.Wewanttotietogetherprocessesthatareseparatedbylargephysicaldistances.使那些有一定定距离而相对对分离的生产产流程紧密结结合起来Weneedtoimprovecommunicationinregardstomaterialmovement.在物流方面要要加强各工序序间的沟通ThePushSystem”推动“生产体体系Intraditionalmanufacturing,variousproductionschedulesarereleasedtoallprocesses;componentmakingandassembly.在传统的生产产中,各种生生产计划被传传达到各个工工序,部件生生产和组装部部门.ThePushSystem(cont.)”推动“Thesepart-makingprocessesproducethepartsinaccordancetotheirschedulesandtransportthepartstothenextprocess.部件件生生产产部部门门按按照照收收到到的的计计划划生生产产并并把把成成品品部部件件运运送送到到下下一一道道工工序序.ThePushSystem(cont.)”推动动““Thismethodmakesitdifficulttopromptlyadapttochanges.这种种方方法法使使生生产产很很难难迅迅速速对对变变化化作作出出反反应应Eachproductionschedulemustbechangedateachprocesssimultaneously.每个个工工序序的的生生产产计计划划都都必必需需同同时时变变化化以以适适应应同同步步生生产产ThePushSystem(cont.)”推动动””TheResult导致致:Thecompanymustholdextrainventoryamongallprocesses.公司司不不得得不不在在各各个个工工序序保保持持额额外外的的库库存存Thiscreatesanimbalanceofstockbetweenprocesses.各工工序序间间的的库库存存达达不不到到平平衡衡ThePullSystem“拉动动””生生产产体体系系Incontrast,inaPULLSYSTEM,eachprocesswillwithdrawthepartsitneedsfromtheproceedingprocess.相反反,““拉拉动动””生生产产体体系系要要求求各各个个工工序序仅仅需需从从上上一一道道工工序序提提取取自自己己所所需需要要的的部部件件.BA“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市SupplyingProcess供应应工工序序CustomerProcess客户户工工序序“生生产产””指指示示板板“拒拒收收””指指示示板板ThePullSystem(cont.)”拉动动””体体系系Sinceonlythefinal-assemblyprocesscanaccuratelyknowthenecessarytimingandquantityofpartsrequired,theyaretheonlyonestoreceiveaschedule.因为为只只有有制制造造准准确确地地了了解解所所需需时时间间和和部部件件数数量量,以以只只要要制制造造收收到到生生产产计计划划即即可可.AssemblyStock-fit准备Stitching缝纫Assembly制造Shipping装船WeeklySchedule每周周生生产产计计划划FinalAssemblyreceivesascheduleandpullsfromtheMarketPlace.StitchingandStock-fitreplenishestheMarketPlace.制造造接接受受生生产产计计划划,并并借借助助““供供应应超超市市””拉拉动动生生产产.缝缝纫纫和和准准备备向向““供供应应超超市市””补补充充部部件件.ProductionControl生产产控控制制ThePullSystem(cont.)”拉动动””体体系系Withtheschedule,thefinal-assemblygoestothesupplyingdepartmentsandwithdrawswhatpartsareneeded.根据据生生产产计计划划,制制造造到到供供应应车车间间去去提提取取所所需需部部件件.ThePullSystem(cont.)”拉动动““生生产产Theprecedingoperationthenproducesthereplacementsofthepartswithdrawnbythesubsequentprocess.这样样,前前一一道道工工序序开开始始生生产产被被下下一一道道工工序序提提走走的的部部件件以以补补充充所所需需.BAssembly制造Stitching缝纫A“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市“生生产产””指指示示板板“拒拒收收””指指示示板板Markets“供应应超超市市””Marketsarethestoragelocationsforallthepartspriortogoingtothenextoperation.“供应超市市”是为为下一道道工序储储存所需需各种部部件的区区域.Marketssimplyareorganizedcollectionsofpurchasedpartsandwork-in-process.组建“供供应超市市”只是是为了搜搜集购买买的部件件和线上上的库存存.Ifpartsarealreadystoredinyourplant,thenyoucanconstructmarkets.如果工厂厂内有储储存部件件,那就就可以设设置此体体系.CautionsaboutMarkets关于“超超市体系系”的警警告:Don’’tgetcaughtupinotherpeople’sphilosophy.不要受别别的观点点的影响响:Marketsdonothavetobelocatednexttothereceivingdocks.超市不一一定要靠靠近部件件接受区区Marketsdonothavetobelargeinsize.规模不一一定很大大Youcanhaveseveralmini-marketsifspaceisdifficulttoget.若空间不不够,可可设多个个分散的的小超市市.Useyourowncommonsense运用自己己的常识识来解决决问题!RulesfordevelopingMarkets设立“超超市”的的规则:Haveastoragelocationforeverypart.为每一部部件设立立储存区区Determinethemaximumofanyonepartthatwillbestored.为任一需需储存部部件设立立最大库库存标准准Provideadequatestoragespace.提供合适适的储存存区域Safetyisapriority.要优先考考虑安全全因素.LessonsLearnedaboutMarkets设立超市市需注意意的几点点:Haveanoverflowspotandameanstomonitor.设立库存存限制和和监控方方法Trytoreservespacesforfutureparts.提前考虑虑，为以以后的部部件留出出储存空空间Preferably,donotstorethesamepartinmorethanonelocation.同一部件件最好储储存在一一个区域域Makesureaislewayscanaccommodateforklifts.保证过道道可容纳纳或通行行搬运工工具.Determinecustomerdemand确定客户户需求Takttimeisareferencenumberthatgivesyouasenseforthepaceatwhicheachprocessneedstobeproducing.TAKT节拍时间间为了解解并调整整各个工工序的生生产速度度提供参参考依据据Tocalculatetakttime,dividetheavailabletimebythecustomerdemand.用可利用的的生产时间间除以客户户需求量，，即为节拍时时间.Forourplant对我们公司司来说:Oneshiftisninehoursthereisone60-minutelunch9小时一个班班次,其中中有1个小小时的就餐餐休息时间间Work-time工作时间8Hrs.X60min/hr=480minutes8小时X60=480分钟480minutespershiftThereis28,800secondspershift480分钟每个班班次,即28,800秒每个个班次Customerdemand客户需求Thecustomerneeds2,000pairseachday.客户每天需需要2,000足鞋鞋WeworkoneshifteachdayinAssembly,6daysperweek.制造车间每每天一个班班次,每周周工作6天天Customerdemandis客户的需求求是:2,000Pairs/28,800sec2,000足/28,800秒or1PAIRevery14.4seconds或每14.4秒需要要产一足鞋鞋Marketsetupsandlocations供应超市准准备和位置置选定Locatespacewithintheplantthatcanbeusedasamarket(s).选定公司可可作为超市市的位置Minimizethenumberofmarkets.Ifmaybenecessarytostartwithseveralsmallones,latertocombineintoone.尽量减少超超市的数量量,若有必必要可先设设立几个小小的超市,以后再合合并成大的的超市.Manpowerandequipmentneeded人员和设备备要求PartsaredeliveredtothelinebyMaterialHandlersusinghand-carts.搬运人员用用手推车将将部件运到到生产线TheMaterialHandlerhasadesignatedroutethatcoversallthestationshe(orshe)isresponsiblefor.搬运人员按按照指定的的运输路线线负责自己己的工作区区域Hedeliversallpartsneededonthatdeliverycycle,retrievesallemptycontainers搬运人员必必须循环搬搬运所需部部件,并取取回空的部部件箱Training培训Thepeoplewhoareaffectedbythenewsystemneedtounderstandwhythecompanyhasimplementedtheprogram.新体系所涉涉及到的人人员需要懂懂得为什么么公司实施施此体系Thosewhoaretosupportitmustunderstandhowitworks.支持新体系系的人员需需懂得体系系是怎样运运作的Allpeoplemustreceiveadequatetraininginorderforthesystemtobebothrobustandsuccessful.所有相关人人员需接受受培训以保保证新体系系的运作效效率和成功功。超市Training(continued)培训Rememberwhotheaudienceis:Productionworkershavelittleregardforhowmanyturnstheinventorymakes……Materialhandlerswillnotseeinventoryreductionasabenefit….记住谁是培培训对象：：那些对库存存的影响不不太关心的的生产者……看不到减少少库存会带带来收益的的资材管理理者…Training(continued)培训Designyourtrainingprogram(s)usingtheknowledgeyouwillgaininthesystem’sdevelopment.运用你在实实施NOS的过程中得得到的经验验来设计培培训内容，，Keepitsimple.使培训训内容容简洁洁易懂懂，Giveyourselfenoughtimetohandlethetoughquestions.Respectthepeople’’sconcerns.用足够够的时时间来来解决决比较较棘手手的问问题，，尊重重别人人的意意见。。ResultsofaPullSystem生产拉拉动体体系的的结果果Inoperationswheretheimplementationhasbeensuccessful,boththemanagementandworkforcebelievetheworkenvironmenttobe““enhanced””在拉动动体系系取得得成功功的那那些环环节,无论论是管管理层层还是是工人人都会会认为为他们们的工工作环环境正正在改改善。。ResultsofaPullSystem生产拉拉动体体系的的结果果Wheretherehasbeenlittleefforttomakethesystemwork,theplanttypicallyhasshortagesandmissesdeliverywindows.若工厂厂没有有努力力去实实现拉拉动生生产，，就会会出现现部件件投入入不足足和不不能按按照生生产需需要来来搬运运部件件。9、静夜夜四无无邻，，荒居居旧业业贫。。。1月-231月-23Saturday,January7,202310、雨雨中中黄黄叶叶树树，，灯灯下下白白头头人人。。。。17:58:4617:58:4617:581/7/20235:58:46PM11、以我我独沈沈久，，愧君君相见见频。。。1月-2317:58:4617:58Jan-2307-Jan-2312、故人江海海别，几度度隔山川。。。17:58:4617:58:4617:58Saturday,January7,202313、乍见翻疑疑梦，相悲悲各问年。。。1月-231月-2317:58:4617:58:46January7,202314、他乡生生白发，，旧国见见青山。。。07一一月20235:58:46下午午17:58:461月-2315、比不不了得得就不不比，，得不不到的的就不不要。。。。一月235:58下下午午1月-2317:58January7,202316、行动出出成果，，工作出出财富。。。2023/1/717:58:4617:58:4607January202317、做前，，能够环环视四周周；做时时，你只只能或者者最好沿沿着以脚脚为起点点的射线线向前。。。5:58:46下午午5:58下午午17:58:461月-239、没有有失败败，只只有暂暂时停停止成成功！！。1月-231月-23Saturday,January7,202310、很多事情情努力了未未必有结果果，但是不不努力却什什么改变也也没有。。。17:58:4617:58:4617:581/7/20235:58:46PM11、成功就是日日复一日那一一点点小小努努力的积累。。。1月-2317:58:4617:58Jan-2307-Jan-2312、世间成事，，不求其绝对对圆满，留一一份不足，可可得无限完美美。。17:58:4617:58:4617:58Saturday,J