生产看板系统Kanban-project课件

Kanbanpullsystempresentation

看板拉动系统KimJuNov2008KanbanpullsystempresentatioKanbanTeamOrganizationKanbanTeamOrganizationKanbanpullsystemBenefits改善的好处Definition

定义说明Implementation

实施Checkinglist

检查表KanbanpullsystemBenefitsInventoryHidesProblemsPoorQualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetupsInventoryHidesProblemsPoorUnLowerLevelsOfInventoryToExposeProblemsPoorQualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetupsLowerLevelsOfInventoryToEAssembleline装配线MarketorWarehouse超市或仓库Injectionmachines，注塑机3Kanbancards看板卡Kanban看板可视化超市KanbanProcessChartScheduleboad,计划板Assembleline装配线MarketorWarBenefits看板的好处

Reducedinventory 降低库存Improvedquality 提高质量Lowercosts 降低成本Reducedspacerequirements 减小存放空间Shorterleadtime 缩短前置期Increasedproductivity 提高生产力 Greaterflexibility 更大的弹性

Simplifiedschedulingandcontrolactivities计划简单化和控制灵活Betteruseofhumanresources 更好的人力利用Moreproductvariety 更多的产品类型Benefits看板的好处ReducedinventoIntroduce简介看板=信号(kanbansaresignals)是补充材料的许可证(authorizationandinstructionsfortheproductionorwithdrawal(move)ofitemsinapullsystem)看板管理方法是在同一道工序或者前后工序之间进行物流或信息流的传递。JIT是一种拉动式的管理方式，它需要从最后一道工序通过信息流向上一道工序传递信息，这种传递信息的载体就是看板。没有看板，JIT是无法进行的。因此，JIT生产方式有时也被称作看板生产方式。看板就在生产过程中的各工序之间周转着，从而将与取料和生产的时间、数量、品种等有关的信息从生产过程的下游传递到上游，并将相对独立的工序个体联结为一个有机的整体。Introduce简介看板=信号(kanbansareSampleKanbanReplenishmentSystemSampleKanbanReplenishmentSyKanbanfunctions看板的机能

生产及运送工作指令(authorizationandinstructionsfortheproductionorwithdrawal(move))

-前工序则只生产被这些看板所领走的量，“后工序领取”及“适时适量生产”就是通过这些看板来实现的。防止过量生产和过量运送avoidoverproductionormove没有看板不能生产，也不能运送进行“目视管理”的工具ToolofVisualmanagement改善的工具toolofimprovement看板的改善功能主要通过减少看板的数量来实现。看板数量的减少意味着工序间在制品库存量的减少。如果在制品存量较高，即使设备出现故障、不良产品数目增加，也不会影响到后工序的生产，所以容易掩盖问题。在JIT生产方式中，通过不断减少数量来减少在制品库存，就使得上述问题不可能被无视。这样通过改善活动不仅解决了问题，还使生产线的“体质”得到了加强。Kanbanfunctions看板的机能生产及运送工作Kanban6rules看板的六个规则在消耗工位,只取走他需要的物料onlytaketheconsumedmaterials只补充生产被下一道工位拿走的物料produceonlybaseontheconsumption不向下一道工位输送有缺陷的产品

Donotpassbadpartstonextstation没有看板就不生产或移动物料

Nokanban,noproduction看板必须贴在相对应的物料或料箱上

Kanbanmustinrightmaterialorcontains料箱中的物料应与看板相符

materialsmustthesameaskanbanKanban6rules看板的六个规则在消耗工位,只KanbanConditions成功实施看板的条件标准化工作(standardwork)平稳的生产环境(producesmooth)快速换线(QCO)稳定的设备(TPM)5S保质保量的供货(goodquality)KanbanConditions成功实施看板的条件标准化KanbanLimitations看板的局限性

Repetitionofdemandisrequired

需求是重复的Demandmustbe(relatively)smooth

需求必须是(相对)平滑稳定的EspeciallyintermsofoverallvolumeSomechangeinmixOKifsetupsarequickDirectKanbanlinksandsmoothdemandCollaboratingcustomers(customerdevelopment)OtherwiseanassemblyscheduleisusedtheMPS/assemblyscheduleuseslevelledschedulingtominimisevariabilitymayrequirecustomer-facingstocktodampfluctuationKanbanLimitations看板的局限性RepKanban–MRP

ThesesystemsusebothMRPandKanbanatthesametimeEachsystemisusedforareas/cells/productsthatsuititscharacteristicsInparallelsystemssomeself-containedmodulesorproductlineswillbeMRPcontrolledandothersbyKanbanKanban–MRP

ThesesystemsuseKanban–MRP

Kanban-MRP“Sandwich”MRPcontrolsMPSandpurchasesKanbancontrolsallparts/assembliesmadeinsidethefactoryMPSdrivesassembly/productmanufactureKanban–MRP

Kanban-MRP“SandwImplementingakanbansystemsteps

实施看板的步骤Step#1istopickthepartsyouwouldliketokanban.Ingeneral,thesepartsshouldbeusedrepetitivelywithintheplantwithfairlysmoothproductionrequirementsfrommonthtomonth.Step#2istocalculatethekanbanquantity.Thisquantityisbasedonthefollowingformula:

Q=D*RT+S=提前期内的期望需求量＋安全库存量

S=z*SD*SQRT(LT)ROL=D*LT+SQ=kanbanquantityD=averagedemandoversometimeperiodRT=replenishmenttimeS=safetystockSD=demandstandarddeviation(formula:STDEVP()inexcel)LT=leadtimetoproducepartsZ=ZFactor(2.05for98%,1.65for95%)ROL=re-orderproductionquantityImplementingakanbansystemsImplementingakanbansystemsteps实施看板的步骤Step#3istopickthetypeofsignalandcontainertobeusedwhichholdsastandardquantity.Thecontainershouldaidvisualidentification,easeofstorage,andcountofmaterialatthepointofuse.Step#4istocalculatethenumberofcontainers.Thiscalculationisperformedusingthefollowingformula:N=Q/C=看板数量/容器容量N=numberofkanbansQ=kanbanquantityC=containersizeNmustbeInteger,Roundup(allowsomeslack)ordown(forceimprovement)ImplementingakanbansystemsKanbanCalculationexample看板计算事例看板计算事例请看附件：Kanbanformat看板格式：KanbanCalculationexample看板计LevelingboxschedulingLevelingboxschedulingSchedulepriorityrule同为红色区域时，生产频率越高的优先级就越高Redarea,thehigherfrequency,thehigherpriority同为黄色区域时，生产频率越高的优先级就越低

Yellowarea,thehigherfrequency,thelowerpriority一次性的卡片，生产优先级大于所有黄色区域的生产小于红色区域

onetimescards,greaterthanyellow,lessthanredareaSchedulepriorityrule同为红色区域时，DrivingtheImprovementcycleTheeliminationofdisruptionisaidedbytheimprovementcycle:

1.removeacard(orfew)2.waitforastoppagetooccur,notecause3.ifnostoppage,goto14.otherwisefixthecauseofthestoppage,thengoto1Notethedirectlinkbetweenthestocklevelandwhyitisneeded,thusKanbanisusedtofocusimprovementeffortwhereitismostneed ThisprocessisacriticalaspectofthesuccessofthesystemDrivingtheImprovementcycleTChecklistNO.ofcardsProblems&rootcause:nocardstoproduce,redareanoproductionetc….Monthlyforecast&capacityreportChangeovertimesandtotaltimeMonthlyINJmachinedowntime&repairtime…..?ChecklistNO.ofcardsCapacityreview

Machine

TimeRate1WG-80556.7171677.3%2HT-86530.3032973.7%8HT-90529.9860773.6%3HT-150662.2632392.0%4WG-180652.799290.7%5HT-200B503.3614569.9%6HT-200A720.94721100.1%7ES-150B731.77478101.6%9VK3-100298.9378241.5%10VK3-20049.7916676.9%CapacityreviewMachineTimeRaNumberofKanbancardstracingNumberofKanbancardstracingProblemstracingDateProblemsReasonsSolutionOwner1-Nov

2-Nov

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ProblemstracingDateProblemsReStrategycomparetableContainerReplenishTimeKanbancardsMaxinventoryKanbancardsaverageinventoryboxpalletweek2week1Monthx

x

258,851191,504x

x

390,734257,445x

x652,723388,440

xx

363,011319,321

x

x

484,744