江森精益生产制造系统下半部课件

ALeanSimulation

江森精益制造系统PartTwo第二部分LeanSim_Part2_SHW_E_Sep2003.ppt2SystemDevelopment

系统开发ControllingInventoryandImprovingOperations库存管理和改善运作LeanasaSystem

精益制造系统AllLeanManufacturingProcessesMustBeViewedByTheLeadershipAsATotalSystem管理层必须视所有的精益制造过程为一完整的系统LeanSim_Part2_SHW_E_Sep2003.ppt4ValueStreamMapping:

MaterialandInformationFlow

价值流程图:

物料和信息流程Graphicallyplotcurrentstateofmaterialandinformationflowatthemanufacturingsite用图解来描述生产场地的物料和信息流程现状Evaluatetheinventorylocationsandstatus对库存场地和现状进行评估Plotafuturestateformaterialandinformationflowusingguidequestions用引导问题绘制未来的物料和信息流程图Planthetransitiontofuturestate制定未来的过滤计划LeanSim_Part2_SHW_E_Sep2003.ppt5CurrentStateMap:LeanSimulationGameRawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekMRP15daysWeeklyFaxDailyShipScheduleDailyOrderIINutsIWeeklyScheduleDailyPltsBolts5days5daysRawbolts10daysPacificSteelCo.PacificSteelCo.PacificSteelCo.CUSTOMERPRODUCTIONCONTROL90/60/30dayForecasts6-weekForecast7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)10days15days15days15sec12sec30secConcurrentworkaddlongestlead-time原料供应商螺母生产

C/T=3.5秒C/O=15秒产量=99%1个工人EPE=4周

IC/T=7.5秒C/O=无产量=100%1个工人EPE=周螺钉加固油漆处理

(螺母)钢珠15天5天15天装配C/T=6秒

C/O=无产量=95%1个工人EPE=4周C/T=30秒C/O=02个工人产量=98%EPE=4周发货分段运输80个连杆/mo-40银色-20金色-20黑色托盘10件2班每周交货1X周生产控制MRP90/60/30天预测

目前的状态图:精益模拟游戏客户15天6周预测PacificSteelCo.PacificSteelCo.太平洋钢铁公司每周传真每日装货时间表每日订购II螺母I7秒15天生产前置时间

=55天(3300秒)增加值时间=64秒.(<1天)5天10天15天15天15秒12秒30秒每周时间表同时工作会造成前置时间最长每天Plts螺钉5天5天粗制螺钉10天LeanSim_Part2_SHW_E_Sep2003.ppt7

RawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekPRODUCTIONCONTROLMRP90/60/30dayForecastsCurrentStateMap:LeanSimulationGameCUSTOMER15days6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.WeeklyFaxDailyShipScheduleDailyOrderIRawbolts10daysINutsIWeeklyScheduleDailyPltsBolts5days5daysSupplierLoop供应商回路PacemakerLoop进度决策回路AssemblyLoop装配回路BatchPaintLoop成批油漆回路CustomerLoop客户回路7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)10days15days15days15sec12sec30secConcurrentworkaddlongestlead-timeLeanSim_Part2_SHW_E_Sep2003.ppt8RawmaterialsSuppliersNUTMANUF.

C/T=3.5secondC/O=15secYield=99%1workerEPE=4weeks

IC/T=7.5secondsC/O=NoneYield=100%1workerEPE=weekBOLT

HardeningPAINTCURE

(NUTS)SteelBalls15days5days15daysASSEMBLYC/T=6seconds

C/O=NoneYield=95%1workerEPE=4weeksC/T=30secondsC/O=02workersYield=98%EPE=4WeeksSHIPPINGStaging80linkages/mo-40silver-20gold-20blackTray10Pieces2shiftsWeeklydelivery1XWeekPRODUCTIONCONTROLMRP90/60/30dayForecastsCUSTOMER15days6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.WeeklyFaxDailyShipScheduleDailyOrderIRawbolts10daysINutsIWeeklyScheduleDailyPltsBolts5days5daysQCOKaizenKanbanLevelLoadErrorproof5SConstraintMgt.TPMPullSystemsStd.WorkSixSigmaCurrentStateMap:LeanSimulationGame7sec15daysProductionLeadTime=55days(3300sec)ValueAddedTime=64sec.(<1day)5days10days15days15days15sec12sec30secConcurrentworkaddlongestlead-time原料供应商螺母生产

C/T=3.5秒C/O=15秒产量=99%1个工人EPE=4周

IC/T=7.5秒C/O=无产量=100%1工人EPE=周螺钉加固油漆处理

(螺母)钢珠15天5天15天装配C/T=6秒

C/O=无产量=95%1个工人EPE=4周C/T=30秒C/O=02个工人产量=98%EPE=4周发货分段运输80个连杆/mo-40银色-20金色-20黑色托盘10件2班每周交货1X周生产管理MRP90/60/30天预测目前的状态图:精益模拟游戏客户15天6周预测PacificSteelCo.PacificSteelCo.太平洋钢铁公司每周传真每日装货时间表每日定货I粗制螺钉10天I螺母I7秒15天生产前置时间=55天(3300秒)增加值时间=64秒.(<1天)5天10天15天15天15秒12秒30秒每周时间表工作和最长的前置时间每天Plts螺钉5天5天QCO改善看板平衡工作量防错5S制约管理TPM拉动系统标准化作业6西格玛LeanSim_Part2_SHW_E_Sep2003.ppt10KeyQuestionsfor

Future-StateDesign

构思未来状态的关键问题Whatisthetakttime什么是节拍时间？Buildtosupermarketortoshipping设置超市或货运环节Wherecanyouusecontinuousflowprocessing你在什么地方可以采用持续的流程处理方法Wherewillyouneedtousesupermarketpullsystems你在什么地方将要采用超市拉动系统Atwhatsinglepointintheproductionchainwillyouhavethepacemakerprocess你在生产链的哪个点上设置进度决策过程Howwillyoulevelthemixatthepacemaker你怎样调节牵涉到很多环节的进度决策程序Whatincrementofworkwillyoureleaseandtakeawayatthepacemakerprocess在进度决策过程中你会削减哪方面增加的工作Whatimprovementswillbenecessaryforthefuture要实现未来的状态图,哪些方面必须加以改进ToyotaDNAapplieshere丰田DNA应用于此LeanSim_Part2_SHW_E_Sep2003.ppt11RawmaterialsSuppliers80linkages/mo-40silver-20gold-20black1piececapable1shiftsCUSTOMERPRODUCTIONCONTROLLevelProduction6-weekForecastPacificSteelCo.PacificSteelCo.PacificSteelCo.NutMfg.BatchPaintLineBoltHrd./Assy.OXOXHeijunka2days(Conveyance)DailyshipMilkrundaily90/60/30dayForecastsWeeklyFirmOrder.75daysBufferSafetyPaintedNuts

RawNutsRawBallsPlatesC/T=3.5sec.C/O=5sec.1shift1person95%UptimeEPE=Day95%UptimeT/T=15sec.C/T=15.sec.1shift2people97%UptimeC/T=6secC/O=0min.1shift1person95%YieldEPE=DayEPE=Day2days.5daysRe-orderboardFutureStateMap:LeanSimulationGameSupermarket5days7sec5daysProductionLeadTime=8.75days(525sec)ValueAddedTime=64sec.(<1day)2days2day.75days12sec45secSupermarket5days原料供应商80l个连杆/mo-40银色-20金色-20黑色能容纳1件1班未来的状态图:精益模拟游戏客户生产控制平衡生产6周预测PacificSteelCo.PacificSteelCo.太平洋钢铁公司7秒5天生产前置时间=8.75天(525秒)增加值时间=64秒.(<1天)2天2天.75天12秒45秒螺母生产成批油漆链螺钉加固/装配.OXOX平准化2天(运输)每日发货每日货运90/60/30天预测每周确定定货.75天缓冲库存安全库存已油漆过的螺母粗制螺母粗制珠料超市托盘C/T=3.5秒.C/O=5秒.1班1人95%UptimeEPE=天95%正常运行时间T/T=15秒C/T=15.秒1班2人97%正常运行时间C/T=6秒C/O=0分钟.1班1人95%产量EPE=天EPE=天2天5天.5天再定购板LeanSim_Part2_SHW_E_Sep2003.ppt13BuildingBlocksofJust-In-Time

建造即时生产方式的格局ProductionatthePaceoftheCustomerWithMinimalInventoryRequirements在保持最小库存量的要求下,以客户的需求速度进行生产Just-InTime及时制生产ContinuousflowProcessing持续的流程处理方法

PullSystem(Kanban)拉动系统(看板)

TaktTime节拍时间

LevelScheduledProduction平衡生产进度LeanSim_Part2_SHW_E_Sep2003.ppt14PullSystems

拉动系统在你已实现了稳定性这一目标之后AfteryouhaveachievedStability遵循ERQ方法FollowERQmethodology标准实施到位并且可预见到改进之处Thestandardsareinplaceandpredictableallowingimprovements在不能“流动”之处实施“拉动”PullwhereyoucannotflowLeanSim_Part2_SHW_E_Sep2003.ppt15

CategoriesofKanban看板的分类Instruction指示Withdrawal提取型Kanban看板ProductionKanban(nonlotproduction)生产看板

(非批量生产)TriangleKanban(forlotproduction)三角看板(用于批量生产)Interprocess

Kanban进程看板SupplierKanban供应商看板LeanSim_Part2_SHW_E_Sep2003.ppt16KanbanTypes

看板的类型store储存ProceedingProcess加工过程FollowingProcess接下来的过程ProductionInstruction

Kanban生产指示看板Withdrawal

Kanban提取型看板

NewProduct新产品NeededProduct所需产品LeanSim_Part2_SHW_E_Sep2003.ppt17DevelopFormat

开发格式SUPPLIER:供应商:STOCKLOCATION:库存地点:D#(part#)DESCRIPTION:描述:BOXQUANTITY箱的数量KANBANNO.看板号LINEADDRESS生产线地址LINELOCATION生产线地点LeanSim_Part2_SHW_E_Sep2003.ppt18PreparationsforKanban

看板的准备工作 PlantLayout工厂布局AislesID’dAlphanumeric通道应用字母数字标识WorkcellIDwithindividualmateriallocationsdefined工作单元标识，带有规定的物料地点说明Methodforattachinganddetachingthekanbancard添加和取下看板卡的方法Methodfortrackingkanbancards看板卡的追踪方法VisualManagement目视管理CentralMarkets中心市场LeanSim_Part2_SHW_E_Sep2003.ppt19KANBANMAYIHAVESOMEPARTS,PLEASE?我能取些零件吗?Itisa“FixedTimeRandomQuantity”route.它是一条“固定时间内的取用数量随意”的线路(方法).Providesmaterialsbasedonconsumption.它根据消费量来提供材料.Everythinghasadesignatedlocationforsimplicity.为了简化,所有东西都有一指定地点.Customercanfocusontheirqualitybecausematerialstheyneedarealwaysthere.因为所需的原料总是有保证,客户会更注重产品的质量.Welldefinedsystemforeaseofimprovement.规定明确的系统也便于改进.Supportsthetotalpullsystemandmayprovideinstructiontoits’supplier.支持整个拉动系统并可能为供应商提供相关信息.WithdrawalKanbanandConveyance:TheActiontoWithdrawal提取型看板和运输:提取的作用LeanSim_Part2_SHW_E_Sep2003.ppt20InstructionKanban

指示型看板明确指出所要生产的产品ClearInstructionsonwhattoProduce指明优先顺序SetsPriority设定期望值EstablishesExpectations简单并且看得见CanbesimpleandvisualLeanSim_Part2_SHW_E_Sep2003.ppt21

InstructionKanbanPART#11066DESCRIPTION:COLOR:QUANTITY:ASSOC/DATE/SHIFTJE12/20/951stCYHOUSINGRH30DescriptionGOLDNUTSLotSize10pcs.2TotesTrigger0

TotesRunTime40sec.PART

NUMBERDESCRIPTIONRHF-SERIESPRIVSVSQUANTITY15MACHINE13ZONE3TIMENEEDEDREORDERPOSITION:REORDERPOINT:53420123456789101112(Dolly)123(Pallet)LeanSim_Part2_SHW_E_Sep2003.ppt22

指示型看板零件编号#11066描述:颜色数量ASSOC/日期/班JE12/20/951stCYHOUSINGRH30描述金色螺母批量大小10pcs.2Totes触发0

拣货箱运行时间40sec.零件编号

描述RHF-SERIESPRIVSVS数量15机器13区域3TI所需REORDERPOSITION:REORDERPOINT:53420零件编号11023数量.=50(Card)3.123456789101112手推车123(托盘LeanSim_Part2_SHW_E_Sep2003.ppt23LineA

A生产线LineSideInventory生产线旁边的存货PressSupermarket推动超市PRECEDINGPROCESS前面的过程SUBSEQUENTPROCESS接下来的过程

Thanks!谢谢!Press推动看板MAYIHAVESOMEPARTS,PLEASE?我能取用一些零件吗?WithdrawalandInstructionKanbanasPartoftheSystem提取和作为系统一部分的看板指令FTVQFQVTLeanSim_Part2_SHW_E_Sep2003.ppt24WhyChangeover?为什么要切换?

Time时间

Inventorylevel库存水平Averageinventorylevels平均的库存水平Differenceinaverageinventorylevelwithmorechangeovers因更多的切换带来的不同的平均库存水平Themorewechangeover,themoreourinventorylevelsdecrease.Thishelpsaccomplishourgoalofwasteelimination.切换越多,我们的库存水平就越降低.这有助于实现消除浪费的目标.Change变化LeanSim_Part2_SHW_E_Sep2003.ppt25KeyPointsofReplenishmentRoutes

补货线路的关键点Enoughofallmaterialsstoredatlinetocoverdemandofareplenishmentcycle线上贮存各种足量的原料以满足补给周期的需求Emptypackagingreturn空包装箱返回Dedicatedlocationsforeachcomponent为每个元件指定地点Mistakeproofedtopreventerrors采取防错Changefrompart“A”to“B”inlessthanacycle,QuickChangeOver(QCO)在不到一个周期的时间里从零件”A”转换成零件”B”,完成快速切换(QCO)LeanSim_Part2_SHW_E_Sep2003.ppt26JITElement-ContinuousFlowProcessing

即时生产的要素–持续的流程处理BatchProcessing批量处理10minutes

10分钟10minutes

10分钟10minutes

10分钟TotalBatchAprocessingtime:30minutes批量处理的总时间:30分钟ContinuousFlowProcessing持续的流程处理TotalBatchApro