精益生产基础

精益生产定义What’sLean?什么是精益生产?Leanisaphilosophythatfocusesoncreating“value〞throughacultureofself-improvementandfocusonreductionofwaste精益生产是通过消除浪费来实现进行自身改善从而实现创造价值的一种哲学体系Identifyvaluefromtheeyesofthecustomer识别客户眼中的价值Createvalueandwealththroughwasteelimination消除浪费以创造价值和财富Achievehighervaluethroughcontinuousimprovement(kaizen)通过持续改善获得更多的价值MapandunderstandyourValueStreams,andmakethemValuable,Capable,Available,Adequate,Flexible,Flowing,PulledandLeveled.画出及理解价值流：使他们是有价值的，有能力的，有用的，适宜的，灵活的，顺畅的，拉动的以及平稳的。价值定义及浪费识别精益生产来自于丰田制造系统(TPS).几位丰田人对其进行了开展和系统化，其中奉献最大的： SakichiToyoda–丰田佐吉,日本“库存管理之父〞，他的概念jidoka(自动化)是TPS的几项根底原那么之一。最初应用在自动织布机上，只要有断线就自动停机.1937年创立于丰田汽车公司KiichiroToyoda–Sakichi’s之子.丰田喜一郎,他是丰田汽车第一任领导人，他研究了福特生产系统并把它应用于更小，更多变的日本汽车市场，还创造了“准时制生产〞这一关键性库存管理概念。EijiToyoda–丰田英二,将福特提案制度系统化，变为持续性改善，最后演变为现在著名的kaizen.SakichiToyodaEijiToyoda精益生产起源精益生产起源 TaichiOhno-大野耐一,以“TPS大师〞著称，他将Jidoka,JIT,standardizedwork系统化，并将kaizen引入TPS.同时也是库存管理的超市系统之父。Dr.ShigeoShingo–新郷重夫外部参谋，创造了防错法〔Poka-Yoke)和快速换模法〔SMED，并将其引入TPS,使其有效工作，与TaichiOhno紧密合作，将TPS系统化.丰田管理者知道，和这些奠基者创造这些工具一样重要的是，要让系统运作，必须让工人不断得到训练，鼓励，并总是给与适宜支持。Quality,Cost,Delivery品质,本钱,交期ShortenProductionFlowbyEliminatingWaste通过消除浪费缩短生产流程JustInTime准时生产RightPartattheRightTimeintheRightAmount只在正确的时间生产正确的产品和数量ContinuousFlow连续流PullSystems拉动系统LevelProduction均衡化生产Built-InQuality(Jidoka)过程品质控制(自动化)ErrorProofing–PokaYoke防错法VisualControls目视控制OperationalStability操作稳定性StandardizedWork标准化作业RobustProducts&Processes强大的产品&工艺TotalProductiveMaintenance全员生产性维护保养SupplierInvolvement供给商参与Kaizen改善HighlyMotivatedandCreativePeople高主动性和创造性的人员丰田制造系统Transportation运输Inventory库存Motion动作Waiting等待Overproduction过量生产Over-processing不必要的过程Defects缺陷丰田定义的七种浪费TheConceptofKaizen–Ateamcultureestablishedattherootofpeople’sbehaviors.改善的概念–TEAM文化建立在人的行为根底之上，通过团队执行任务。改善的概念精益生产的五大法则StopatAbnormality异常停线Takttimeproduction节拍时间生产SinglePieceFlow单片流动Pullproduction拉动式生产Autonomation自働化Sequencing顺序生产LevelLoading

均衡化生产JIT准时生产Jidoka自働化Heijunka均衡生产5S,VSM价值流程图,Supermarket超市增加价值，消除浪费精益生产屋精益生产工具运用顺序精益生产需消除的7+SS浪费1.Transportation运输，搬运在组织内外人的走动,物料的移动,信息的传递,是一种重要的浪费,占生产本钱的一大局部.例如:Poorlayoutdesign-布局设计差Inefficient“flow〞–无效率的流Poorbuildinglayout(isles,etc.)-建筑布局差Processinglargebatches-批量性生产Decoupledprocesses-无关的过程LackofPointofUsemethods-缺乏使用点的方法Toomuchequipments:conveyors,forklifts,pallettrucks,etc.-太多设备:传送带,叉车等;措施:“Shrinkthefootprint〞-eliminatespaghettiflowsviaproperlinedesign通过适宜的产线布局设计缩短路径,排除面条图;UsePointofUseandKanbanpullsystems;使用使用点和看板拉动系统EliminateorreduceWIPInventorystoragelocations;消除或降低在制品库存区域Reducebatchsize减少批量数量IntroduceCellularManufacturing导入单元生产ResultsExposesproducttopotentialdamageorlossduringtransportationIncreasestotalcostMayaffectOnTimeDelivery2.Inventory库存浪费one-pieceflowAnysupplyinexcessoftheminimumrequired所有供给超出最小需求量Oftentheresultof“Overproduction〞-经常过量生产Justincaselogic-以防万一的逻辑Unbalancedworkload-不平衡的工作量Unleveledscheduling-不均衡的方案Unreliablesuppliers–不可靠的供给Habit-习惯例如:FinishedGoodsInventory-成品库存WorkInProcessInventory-在制品库存SuppliesInventory-物料盘存Stagedor“kitted〞Inventory-已上料库存措施:MaketoCustomerOrder-定制客户订单Donotbuildahead-不提前生产UseKanbanPullSystems-用看板系统拉动EliminateInventoryStorageAreas-消除库存储存区StopPlanningforUnnecessaryInventory-停止编制不必要的库存Reducebatchsizes-减少批量数量精益生产需消除的7+SS浪费3.Motion多余动作Unnecessarymovementofpeople,partsormachineswithintheprocess过程中不必要的人员物料设备移动Poorlayout–布局差InefficientWorkplaceOrganization-低效的工作场所LackofStandards-缺乏标准Poorworkmethods-不好的工作方法Materialsandworkstationsnotdesignedtoappropriatelevelofreach物料工作站设计超出适宜的范围ResultsIncreaseoperatorfatigueleadingtootherwastese.g.defectsErgonomicissuescausinghealthe.g.repetitivemotioninjuries,etc.IncreasedNVA例如:Timespentlookingforitems,etc.-浪费时间找物品Navigatingthroughitemstoreachwhatisneeded-一堆物品中挑选所需的Movementsthatrequireunreasonableeffort-费力的移动Repetitivemotiontothesamelocation-同地的重复移动措施:5SWorkplaceOrganization-5SPoint-of-UseStorage(POUS)-靠近使用点WorkstationDesign–工作站设计精益生产需消除的7+SS浪费4.Waiting等待Waitingfor…man,machine,materials,information,etc.等人物料设备信息Unbalancedworkload-不平衡的工作负担Unleveledscheduling–不均衡的方案Unplanneddowntime-无方案的挡线ResultsIncreasescycletimeDecouplesmanufacturingflowProductabsorbsmorecostswhile waitingbutreceivenovalueWaitthenrushbehaviorAffectspeoplemorale例如:Waitingforrepair-等维修Waitingfortransactions-等处理WaitingforFirstArticle-等首件Waitingformaterialsduetoshortages-缺料等料Waitingforinstructions-等指示Waitingforprevious/nextoperation-等上一/下一操作措施:5SWorkplaceOrganization-5SPullSystems-拉动系统Batchsizereduction-批量减小Flow-流ShrinktheFootprint-缩短路线EmployQuickChangeover-快速换线精益生产需消除的7+SS浪费Makingmore-earlier-fasterthanthenextprocessorcustomerneedsit.早于快于下一制程或客户所需Justincaselogic-一防万一的逻辑Unbalancedworkload-不均衡的工作负担Unleveledscheduling-不均衡的方案 5.Overproduction过量生产提前生产提前送货例如:Maximizingutilizationwithoutdemand-最大化利用率Longsetups-预置长Largeproductionbatches-大的生产批量Nolinestopstrategy-没线停线策略Countingonpartarrival-指望物料到达Keeppeoplebusy-使人忙起来措施:MaketoCustomerOrder-定制客户订单 Establishlinestopparameters-建立产线停线规那么UseMixModelEngdesign-使用混合型号工程设计Taktpaceproduction-节拍生产ReduceSetupTime-减少预置InstallPullSystem-导入拉动 ResultsDecouplesprocessesImpedesflowConsumesprocessresourcesRequiresadditionaltransactionsRequiresspaceIncreasestransportationneedsIncreasesinventorymanagementNegativeimpacton5SStealsfromfuturedemandMaynotbesoldMayrequireconversionConsumesneededmaterials*Overproductionisconsideredtheworstwaste<<Itleadstoallotherkindsofwastes>>

生产多于所需、快于所需精益生产需消除的7+SS浪费6.Overprocessing不必要的过程Processingbeyondthecustomer’s(internalorexternal)requirements超出内部/外部客户的需求Poorknowledgeofspecsorcustomerrequirements-对客户需求/规格的理解Inconsistentworkmethods(non-standardization)-不标准的工作方法Lackofrighttoolorprocess-缺乏适宜的工具及过程Ineffectivecommunication-未有效的沟通Redundantapprovals-过多的审核Excessiveinformation,extracopies-大量的信息和额外的复件例如:Manuallycleaningproductbecauseofthedirtintroducedintheprecedingoperations-手工清洗100%visualinspectionatend-of-linetocatchandprevent“escapingdefects〞-全检Testingasasubstitutetoimprovingprocessupstream-用测试来改善上游制程Rework,repairordebugareas-返工维修或调试Materialsawaitingdecisionanddisposition-物料等决定处置措施:Inspection(selfinspection)atthesource-检验MistakeProofing(Jidoka,PokaYoke)-防错Analysis,planninganddesigntoinsureappropriateprocess,educationandtools-分析方案设计来保证适宜的过程教育和工具对最终产品或效劳不增加价值的过程检验NoValue精益生产需消除的7+SS浪费7.Defects-不良NotdoingworkRighttheFirstTime第一次没做对Notusingerrorpreventivemeasureatthesource-无防错Lackofstandardizationorinconsistentworkmethods-无标准化Strenuousworkconditions-费力的工作条件Toomuchvariabilityinworkcontent-工作内容繁杂*1-alsocalledautonomation*2-alsocallederrorormistakeproofing结果:Leadstoyieldedproductionplans(Overproduction)-屈于生产方案Largeareaswithestablishedprocessesforrework/scrap-更大的区域放置不良Screeningprocessestofilteroutbadproductsandparts-过滤不良产品和物料OnTimeDeliveryissuesduetoincompleteorders-工单未完成导致无法准时交货Defectsescapetothefield-不良漏出Increasedneedforcapacity(resources)-增加了产能需求Extracosts:materials,handling,DL,IDL,expediting,burden,warranty,etc.额外的本钱:物料/取放/直接/间接人力/催货/负担/担保等措施:Properlyengineeredself-inspectionatsource-正确的工程自检MistakeProofing(Jidoka*1,PokaYoke*2)-防错精益生产需消除的7+SS浪费Lackofsafetyplanningandapplicationintheworkingplace工作场所缺乏平安规划和应用Lackofsafetyawareness&knowledge-缺乏平安意识和知识Poorlayout(e.g.ergonomics,narrowisles,…)-布局规划不好Poor5S(e.g.stackingtoohigh,cables,...)-5S差Fatiguefactors(e.g.toomuchburden,...)-疲劳因素Distractions(e.g.noise,lights,...)-干扰Wrongtoolforthejob-没适宜工具结果:Injuries,lostworkdays-受伤无法工作Lowmorale,carelessbehavior-士气低落粗心的举动Defects,sabotage–不良怠工措施:Kanbansizing-看板展示SafetyHazardeducation,planning-平安危险教育规划Propertoolsandcelllayout-适宜的工具和单元布局SafetytipsinOperatingProcedures–操作中的平安小贴士Frequentauditingandassessmentofdiscipline/attitude-稽核和规那么评估Managementleadershiptodemonstratesafetyconsciousness-管理人员示范平安意识Safety-平安精益生产需消除的7+SS浪费Lackofunderstandingthatthepeopleclosesttotheprocessaretheonesthatcancontributethemosttowardvalue.结果:Stagnationofprocessperformance(loopimprovement)-过程绩效停滞Degradationofnewinitiativessoonaftertheyareexecuted-超越了,主动性就降低了Perceptionoflackofinterestatpersonallevel(mostlevels)–个体缺乏兴趣的洞察力措施:Leadershiptrainingabouttherelationshipbetweenpeople,ValueAddworkandwastes-关于人员关系的领导力培训Balanceddevelopmentandexecutionofcultureandtools-均衡开展Managementofasystemwherestabilityofpeoplesystemisapriority-管理系统人员稳定优先Provideeducationandempowermentatalllevels-所有层面提供教育和授权Skills(People)-技能Thereisgreatwasteinnotdeveloping这是没有完善的巨大浪费…therelationshipbetweenoperatorsandmanagement管理层与操作员的关系…operatorskillstoenhancetheircreativityandpotentialforcontinuousprocessimprovement操作工的技能能加强他们的创造性和不断改变过程的潜力…managementskillstoprovidehighlevelofsupportinenhancingValueAddactivitiesandencouragingemployeeparticipationandcreativity管理技能在增加可增加价值的活动中提供更高层的支持精益生产需消除的7+SS浪费StandardWork标准作业WhatisStandardWork?什么是标准作业？TAKTTime节拍时间Worksequence(orderofoperations)作业顺序(操作标准)Standardwork-in-process标准在制品ThreeElementsofStandardWork标准作业３个要素StandardWorkisacombinationofactionsperformedbyhumansandmachinescarryingoutvalue-addedworkinanefficientwayintherightsequence&righttime,enabledbymaterial&informationflow,usingtherighttoolsasrequired.Itisthefoundationforaleanenterprise.标准作业是一个由人和机器执行有附加价值的,使用一种有效方法的，采用正确的顺序和正确的时间内的，并使物流和信息能够流动的，且使用所需的正确工具下的多个工作的集合．它是精益企业的根底．ThereIsNoImprovementInTheAbsenceOfStandards没有标准就没有改善

TAKTTime节拍TheHeartbeatoftheBusiness企业的脉搏1stElementofStandardWork标准作业要素之第一要素StandardWIP标准在制品WorkSequence作业顺序TAKTTime节拍1

AvailabletimeCustomerForecastTAKTTIME=TAKTTIMEisjustMath,butisFundamentaltoLean节拍虽说是个数字，但它是精益生产的根底AVAILABLETIME:TotalamountofTIMEallocatedforproductionDEMAND:qtyofscheduledpartsforagiventimeframeeachshifthas~6.5hrsavailable-thisisaconstant!6.5hrsisusedtoaccountforlunches,breaks,etc...例如:AvailableTime=60min/hrx6.5hrs/shiftx2shifts/dayx5days/wk=3900min/wkYourcustomerdemandis90pcs