精益生产的概念与作用(ppt 52页).ppt

1、精益生产概述,GEC quality built into the process; and visual management. Bottleneck Any machine or process that limits flow or capacity. Cell The optimal physical layout f machines and manpower for a product or family of products that identifies and eliminates waste. Continuous flow Carrying out one-piece-

2、at-a-time production in order to processing eliminate stagnation of work (queue) in and between processing steps. Cycle time The total time required for a worker to complete one cycle of his entire job process (including manual and travel times). DPU Defects per unit shipped. A measurement towards s

3、ix sigma. Ergonomics Study of the body motions involved in a worker performing a task. Express train Following 1 part through a cell using continuous flow without queue time theoretical lead time. Frequent conveyance Increasing the delivery frequency of parts, such as parts form outside vendors, in

4、order to keep inventory to a minimum. Inventory turns Frequency at which standard WIP is delivered to the cell. = $ Output for the year/avg. $ inventory on hand. JIT(JUST IN TIME) theory of production characterized by continuous flow, producing according to TAKT time, and the pulling of subsequent p

5、rocesses using minimum level of inventory required. Kaizen Change for the better; a process quality tool for improvement involving a series of activities whereby instances of MUDA (waste) are eliminated one by one at minimal cost, by workers pooling their wisdom and increasing efficiency n a timely

6、manner. It emphasizes manual work operations rather than equipment. Kanban A method/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take pulse of the customer. It serves as: an instruction for when to produce; a tool for visual control agains

7、t over production and a detection of irregular processing speeds. Kiting Grouping component parts used in a process or build for ease of assembly. Lead time The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time fr

8、om when an order is placed until the finished product is shipped.,Lean production Meeting customer requirements by manufacturing most economically System (using minimum resources of machines, manpower, and inventory). Level production Overall leveling in the production schedule of the variety and vo

9、lume of items produced in given time periods as well as leveling the work of each operator to be as close to TAKT time as possible. Linkage Continuous flow of communication between customer and supplier. Machine capacity Amount of pieces that can be produced through one machine or process. Machine t

10、ime The time from machine switch on, processing, to machine returning to original position, during which there is no hands-on work by the operator. Manual time The hands-on time it takes for the worker to perform a task. Manufacturing losses MUDA, poor quality, rework, re-inspection, scrap, or repai

11、r. Waste addition to processing cost. Mincing Mixing of products for central services (i.e. heat treat), OV, kits for components and assemblies. MUDA Any type of waste elements that add no value to the product: i.e. Waiting, Traveling, Over production, Excess Motion, Rework, Redundant and/or unneces

12、sary processing, etc. Multi-Machine One shop worker operating two or more similar machines that are grouped handling together. Multi-process An operator being able to perform more than one process( which may or handlingmay not include machines). Multi-skill Broadening a workers skills so that the wo

13、rker can operate multiple types developmentof equipment and processes in order to facilitate cell development and one piece flow. Non-conforming A product that deviates from drawing or an internal quality system. A materialproduct with a defect. One piece flow Production system in which only one par

14、t at a time is processed or assembled and sent along the production line to follow processes. Pokayoke Mistake proof: usually refers to the use of fail-safe devices in the machine time of a process in order to prevent defects and insure quality. A key ingredient which when added to automation will y

15、ield automation. Process A series of steps to achieve a desired result. It may involve one or more machines but does not have to. Process Capacity Maximum amount of product that can be produced through a process for a given period of time.,Glossary of GEIS Lean Production System Terminology,Process

16、Capacity Indicates the maximum capacity for parts processing at any one process. Table Recorded on it are: the amount of time spent in manual work, machine time, set- up time, etc. Process Mapping A technique used to follow the detailed flow of a product through a manufacturing cycle. Process Route

17、A study of the process and machine sequence for a group of similar parts. Analysis It can be used to standardize product flow for ease of cell implementation. Product Quantity A study of the quantities demanded of different products produced at a Analysiswork location. This picture of the volume and

18、 variety of products can be used to identify high impact areas to concentrate efforts or identify the need to use process razing to make products more similar. Pull System System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in th

19、e exact amount needed. Quality Total customer satisfaction-involves having all employees Customer focused. Queue time The time a part sits waiting to be worked on. Quick Response Ability to respond to market changes and customer requirements while maintaining world class manufacturing standards. Rot

20、ables Additional parts purchased to balance output with customer requirements Scrap A product which is non- reworkable or unrepairable. Sequence of The order in which the part is processed. Processing Sequence of Work The order in which an operator performs a series of repetitive tasks. Set-up opera

21、tions Preparation before and after operations. Set-up, External Machine changeover steps that can be performed while the machine is processing parts or off-line from production time. Set-up, Internal Machine changeover steps that are performed while the machine is stopped during production time. Six

22、 Sigma Is a quality culture to produce zero defects and to insure customer satisfaction. SMED (Single Minute Exchange Die) has become the title for the category of improvement devices used in manufacturing to allow for quick change over of machine/fixture set-ups.,Glossary of GEIS Lean Production Sy

23、stem Terminology,SPC Statistical Process Control: analysis of variation in a process. Standard Operations The combination of people and machines required to accomplish production in such a way as to minimize waste. Standard WIP Minimum amount of work in process required to perform repetitive operati

24、ons economically. Standard Work Sequence of tasks that an operator performs. Standard Work Sheet Shows the outline of work for each worker in a cell. Recorded on it are: TAKT time, work sequence, standard WIP, quality checks, safety precautions, etc. Standard work Table that clarifies how much time

25、is spent doing manual work and combination sheet traveling at each production process. It is used to examine the range of processes that one worker can take care of within TAKT time and the amount of time during which machines are operated automatically are recorded to help determine what combinatio

26、n of operations are possible. Synchronous Materials and resources available Just in Time to manufacture to meet Manufacturing customer requirements. TAKT Time Available production time / required production(demand). Touch time The time a man or machine is working on a part (Value added time). TPM To

27、tal Productive Maintenance is the total involvement of all employees in a cell to improve the process. Travel time The time it takes a worker to move to the next station to pick up or put down parts, tools, etc. May occur during operation as well. Visual Refers to the means by which anyone can tell

28、at a glance if production Management activities are proceeding normally or not. A communication, discipline and pacing tool. Waiting time The time that a worker is idle when no work is available. WIP Work In Process; inventory of materials that has already started processing. Work, Non-value Rework,

29、 set-ups, inspection, repair processing, transportation, unnecessary added work to complete the manufacture of a product. Anything in addition to what the customer is willing to pay for. Work, Value Added Only necessary direct work to manufacture a product. Anything that the customer is willing to p

30、ay for.,Glossary of GEIS Lean Production System Terminology,图表总汇,m GEIS Global Sourcing Lean,EXAMPLE,* 7 Types of Waste: 1) Correction 2) Over Production 3) Transportation & Conveyance 4) Inventory 5) Unnecessary Motion 6) Unnecessary Processing 7) Waiting,Step,No.,Description of Process,Product Lin

31、e,Part Number,Part Name,Description,Observation Sheet,*Waste/Non Value- Added Activities Observed,Recommendations,TIME / DISTANCE (Ft),S/U,Man,Auto,Travel,Before,X,After,Sec ( ) Min ( x ) Hr ( ),Total,1,Get Parts/ Tools 3 10 0,3 , 5,Move tools / parts closer to workstation,2,Remove fixture 7 15 0,Pr

32、oduction Capacity Table,EXAMPLE,m GEIS Global Sourcing Lean,S I X S I G M A,Standard Work Combination Sheet,EXAMPLE,m GEIS Global Sourcing Lean,S I X S I G M A,Standard Work Sheet,EXAMPLE,Existing Shop Layout,Drill Area,Mill Area,Tumble,Bench Area,Broach,FPI,Shot/Glass Peen,Heat Treat,Inspection,Cas

33、t Clean,1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,16,17,EXAMPLE,KAIZEN IMPROVEMENT :TEAM :,Operation,Problem,Action Taken,Results,Before Kaizen,After Kaizen,KAIZEN IMPROVEMENTS,AWO Improvement : (All Areas),Mill Split Pact-Mazak,ACTION WORKOUT,Team :,THIS JOB IS MUCH EASIER NOW,Results,All Travel Time / D

34、istance Eliminated,20 Trips for Tools,20 Mins Travel Time,THIS SUCKS !,m GEIS Global Sourcing Lean,S I X S I G M A,A B C D,T/T C/T Bar Chart,D,C,A,D,C,A,1,2,3,4,6,5,B,B,MONDAY MORNING KICKOFF MEETING These 6 slides are mandatory,ID Team name, problem statement, goals and list of team members showing

35、 internal vs external to area being worked.,Narrow focus of 2 - 3 key goals for week. Must be filled out with current status data.,Shows product flow and equipment utilized in the facility. If work stays in one area show major pieces of equipment.,Takt Time - Cycle Time bar chart completed for proce

36、sses in area to be worked. Must reflect actual data.,Shows workscope and wip by operator. Make SWS ( spaghetti chart ) for each. Show at least 1 chart. Others can be done during week with team.,Show 1 example of a standard work combination sheet depicting the major process shown on page 5. Others ca

37、n be done during week with team.,Team Name Problem Statement Goals Team Members,J J J,turn,mill,drill,bench,fpi,final,Process Map,Std. Work Sheet,1,2,3,4,5,6,T/T,Std. Wk. Comb.,T/T,DAILY LEADERSHIP REVIEW MEETING 10 Minute time limitation per team,FRIDAY MORNING FINAL PRESENTATION ( Early to mid-mor

38、ning ) 20 Minute time limitation per team ( 5 minute Q & A after pitch ) Use Standard Work Comb. Sheet to show presentation content at 20 min T/T,FRIDAY MORNING FINAL PRESENTATION,A,公式,y = f(x) + c,Formulas,TAKT Time =,Available Production time per period,Required production per period,Leadtime = TA

39、KT Time X WIP inventory,# of Operators =,Summation of Manual Time,TAKT Time,Kanban size =,Total cycle time for outside process,TAKT Time,In process Kanban =,(operation time - TAKT) (daily quantity),TAKT Time,Daily quantity =,effective work hours,operation time,y = f(x) + c,Formulas,Std WIP (external

40、) = Total cycle time for OV or central process TAKT Time,Std WIP (internal) = (Op Time-TAKT Time)(Cycles of Imbalance) TAKT Time,Cycles of Imbalance = (Effective time per shift)(No. of Shifts)Actual Op time,附加参考材料,b,Additional Resources,b,Suggested Reading / Further Research : The Machine That Chang

41、ed the World : James P. Womack & Daniel T. Jones -explains how companies can dramatically improve their performance through the “lean production” approach pioneered by Toyota. Against All Odds : Yukiyasu Togo & William Wartman -the story of the Toyota Motor Corporation and the family that created it

42、. The Goal : Eliyahu M. Goldratt & Jeff Cox -subtitled “A Process of Ongoing Improvement”, written in novel stylehas good insight into the emotion and psychology of change. Regaining Competitiveness :Mokshagundam L. Srikanth & Harold E. Cavallaro, Jr. -subtitled “Putting “The Goal” to work - a study

43、 guide for using “The Goal” as a learning tool. KAIZEN : Masaaki Imai -good study of the Kaizen mentality with many good application examples and case studies. Japanese Manufacturing Techniques : Richard J. Schonberger -comprehensive and readable description of Japanese manufacturing practices. Well

44、 researched, well written and full of valuable information and insight.,Additional Resources,b,Suggested Reading / Further Research : The New Manufacturing Challenge : Kiyoshi Suzaki -subtitled “Techniques for Continuous Improvement” , this book is filled with practical techniques for improving quality and productivity together with scores of examples of the application of those techniques. Becoming Lean : Jeffrey K. Liker -Forward by James P. Womack : Case studie