如何缩短制造周期二

如何缩短制造周期二第1页/共26页32

GMSContinuousImprovementBuilt-In

QualityShortLead

TimePeople

InvolvementStandardizationShortLeadTime缩短制造周期Healthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessControlled

ExternalTransportationManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementValuesVision/MissionShopFloor

ManagementInternalPull/DeliveryAndon

ConceptProblem

SolvingSimple

Process

FlowIn-Process

Control&VerificationStandardized

WorkSmallLot

PackagingTemporary

Material

StorageQuality

Feedback/

Feed-forwardVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance

FixedPeriod

Ordering

System/OrderParts第2页/共26页ShortLeadTime

缩短制造周期学完缩短制造周期内容，将会：明白缩短制造周期对客户响应及减少成本的重要性了解缩短制造周期的相关概念了解控制物料进入及在工厂内流动的精益物料管理系统第3页/共26页纯粹的精益物流系统是从供应商最后的增殖产品到客户的开始使用期间，没有等待、储存量、双重处理、多余库存。ShortLeadTimeStrategy缩短制造周期策略Supplier(供应商)Plant(工厂)

PointofUse开始使用ReceiveCustomerOrder

接收定单ProduceVehicle生产手机DeliverVehicle交付产品ReceivePayment收到付款第4页/共26页Themovementofmaterialintherightquantity,attherighttime,totherightlocation,withtherightequipment,usingtheshortestleadtimeandlowestpossiblecostforbothsupplierandcustomer.在最短的时间内，供应商与客户双方最少的成本损耗条件下，物料在适当的时间里把合适的数量用恰当的工具运送到一定的地点的流动。LeanMaterialFlowDefinition

精益物流定义第5页/共26页1)PartsOrdering

定购零件2)Suppliers

供应商3)Packaging

包装4)Transport

运输5)Receiving

接收6)Temp.Stores临时仓库7)MaterialPullSystem物料拉动系统8)AssemblyLine生产线LeanMaterialsManagement

精益物料管理第6页/共26页FullFullFullFullEmptyEmptyOperator(操作工)PartPresentation(零件摆设)Conveyance(运输)Staging(分段运输)Receive/Unload(接收/卸货)Transportation(运输)Suppliers(供应商)LOWESTTOTALCOST最低成本REDUCELEADTIMEPLANFOREVERYPARTLeanMaterialFlow:GuidingPrinciples

精益物流：指导原则SAFE(安全)Highvalue

added(高增殖生产)Compression（压）Part

Presentation

（介绍）SmallLotBulkSequenced/Repack（计、序列）Ergonomic

Space(空间)Organization(组织)FIFO(先进先出)Method（方式）Frequency(频率)Communicatin(交流)WindowReceiving(窗口接收)Equipment(装置)Frequency(频率)

DirectShip(直接运输）100%Tracked(100%跟踪)Responsive(响应)OnTime(及时)Right

Quantity(数量)To

Specifications(合适规格)第7页/共26页1.VehicleSchedules制造计划生产计划应均衡各个阶段的生产需求。百分百地在交付日期交货。整个生产部门都应该了解制造状态。支持减少手机交付时间和各种生产限制。CustomerOrder客户定单：WhencanIgetmymobilephone?(什么时候可以交付?)143256ProductionPlan第8页/共26页2.PartsOrdering:IndividualParts

订购：个件Partorderbaseduponaprojectedvehiclebuildschedule零件订购要以设定的生产计划为基础Order=(PartsNeeded)-(PartsHave)

订单=(需要零件)-(现有零件)PickUpDocument

订购文件Deliveryquantityandtiminginstructionspershipment每次运输的数量及时限CCIPlantDeliverySupplierPickUpDocumentPickUpDocumentPlantLinesideOperation第9页/共26页3.SupplyBase(供应基地)在CCI工厂附近为对制造周期有特殊要求的零件设立的基地（通常是些定序的分装件）(按先后需求排序是合格供应商的职责):------在送到生产线之前供应商拥有库存供应数量最低化:零件或分装件的单一供应点总供应基地的最小化（供应商数量）

基于总材料传送成本决定货源第10页/共26页4-1.TransportationandReceiving

运输与接收每天运送频率预警：货车司机在供应商处检查货物货物不符时协商Suppliers(供应商)MON.-8:00amTUE.-8:00amWED.-8:00amTHU.-8:00amFRI.-8:00amCBA第11页/共26页4-1.TransportationandReceiving运输与接收LeadLogisticsProvider(LLP):On-sitesinglepointofcontactforplant.(现场单一联系)Routeplanningandscheduling.(路线计划与安排)Visualroute/dockboard.(目视化路线/接收板)PlantReceiving:工厂接收Visualboard(目视化栏板)-Canlookatboardandseewhatishappening(看栏板就可以知道情况)Scheduled，

daily/weekly日/周计划-Whenmaterialwillarriveatplant(什么时候零件能到达工厂)Levelunloadplan(平衡卸货计划)PlantLLPTransportationRouteBoardxx#1#2#3#4RouteTime第12页/共26页定义：不直接把材料从供应商处运送到线旁，而是暂时将其集中存放的区域。目的：组织控制不直接由供应商送到生产线的材料库存量、产量和物流4-2.CentralMaterialArea(集中材料区域)第13页/共26页4-2.CentralMaterialArea(集中材料区域)第14页/共26页KeyConcepts(主要概念):Organizebybulk/cartontoseparateequipment&minimizespacerequirements(用大箱或纸箱装零件来隔离设备，减少空间需求)1locationperpartnumber(一个零件一个存放点)Minimizespace(空间最小化)Minimizedeliverylead-time(运送时间最小化)4-2.CentralMaterialArea(集中材料区域)KeyBenefits(主要益处):Optimizespace,manpower&equipment(优化空间、人员及设备)Min.impactofproductionpullfluctuations(减少生产拉动波动的影响)SupportF.I.F.O.(支持先进先出)第15页/共26页Definition

(定义):Amethodofmaterialreplenishmentbasedonconsumption,authorizedbytheuser,whosendsasignaltomanufacture,ship,ordeliveryaproductataspecifictime,place,andquantity.

(使用者认可的，通过向生产、运输部门发出信号，要求在一定时间内在具体地方运送定量产品的一种补充消耗物料的方法。)AflexibletoolthatenablesJust-in-Time.

(一个能确保JIT的灵活工具)Connectsoperationstomaterialsupply.(连接生产与材料供给.)

5.InternalPull/Delivery(内部拉动/运送)第16页/共26页5-1.TypesofInternalPullSystems

(内部物流的拉动系统的种类)EmptyContainerPullProcess(空箱拉动系统)PullCardProcess(卡片拉动系统)ElectronicPullSystem(EPS)(电子拉动系统)“Nothingmoveswithoutapullsignal(无信号无拉动).”第17页/共26页PullCardProcess(卡片拉动系统):Description(定义):

Amaterialpullsystemthatusescardstocommunicatereplenishmentrequirements(使用卡片来传递供货信息的物流拉动系统)(投递卡片)(扫描卡片)(运送材料）第18页/共26页EPSProcess(EPS系统):(材料需求)(电子识别)(材料提取，分运）(材料运送)(交货结束)第19页/共26页EmptyContainerPullProcess(空箱拉动系统)Using

LocationReplenishProductionTeamMember生产人员PushOutPushInEMPTYFULL第20页/共26页Simpledesign(简单设计)Designtoenablemultiplepartnumbersperdelivery

(能够每次多零件运送的设计)Standardizeequipmentandcomponentsthroughouttheplant(numberoftypes,hitches,chassis)(整个工厂设备及零件标准化（种类、栓、底盘的数目）)Designformanualmanipulation(pushandpull).(人工操作（推或拉）的设计)6.MobileEquipment

(运输设备):NOYESExample(实例):LinesideDelivery(线旁运送)第21页/共26页DollyExamples(手推车实例)Bulkcontainerdollybase(Standard)(大箱手推车基座)(标准)SwivelTurntableBase(旋转转盘基座)第22页/共26页7.PartPresentation

(零件展示）Returnablecontainers(回收空箱)Oneortwohoursusagepercontainer(每个箱一到两小时的用量)Hand-carriedorhand-manageable(dolly)(手提或手推)Easypartpick(容易提取)Properpartslabeling(合适的标签)Stackable(层叠)Simpledesign(设计简单)PartPresentation(零件摆设):WithinWorkstation(在工位内)Withinarm’sreachatpointofinstallation(安装点在手臂可及处)Lessthan5feetinheight(lineofsight)(高度低于5英尺)HandManageable(人工操作)5feetPartASmallLotContainer(小装箱)Bringthepartstotheoperator(零件运送到操作工身旁)第23页/共26页

零件展示实例能够人力或自动移动装螺丝螺栓的围兜减少运动浪费小件包装第24页/共26页LeanMaterialFlow