精益生产价值流图(英文版)(ppt 31页).ppt

1、ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,1,Lean Manufacturing Value Stream Mapping,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,2,What is Lean?,Lean is a that focuses on: Creating value for the Customer Eliminating Waste Continuous increm

2、ental improvement,Thinking Process,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,3,What is a Value Stream?,“All of the actions, value or non value added that are required to bring a product from concept to launch or from raw material order to delivery. . . ”,From “Lean Le

3、xicon”,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,4,Order Fulfillment Value Stream,Ideally, wed want the materials, information and cash to flow smoothly (without interruption) and as quickly as possible through this stream.,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RES

4、TRICTED FOR INTERNAL USE ONLY,5,Lean Elements,Value Stream = Value Providing Processes,Pull,Perfection,Flow,Value,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,6,Value,“What is the willing to Pay for?” 3 Types of Customers: The external end-user or paying customer The dow

5、nstream customer of any internal upstream process. Your company as the customer of external suppliers.,Customer,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,7,Flow,Ideal flow = 1 piece at a time Rate determined by customer demand - Takt time Work balanced for each person

6、 or machine Travel distance for materials & people minimized Standard Work utilized Flow what you can Pull what you cant Requires that all steps in the process be: Capable = Right every time Available = Always able to run Adequate = Capacity to avoid bottlenecks,ENERGIZER SCHICK - HIGHLY CONFIDENTIA

7、L - RESTRICTED FOR INTERNAL USE ONLY,8,Phases of Lean Journey,Phase 1-Identify/Map Value Streams Phase 2-Prioritize opportunities Phase 3-Utilize Lean tools to eliminate waste Phase 4-Control the flow Phase 5-Lean metrics Phase 6-Re-evaluate Value Streams and begin again,ENERGIZER SCHICK - HIGHLY CO

8、NFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,9,It All starts with Waste Identification,Identify all forms of Waste throughout our entire Value Stream before: Reducing the waste or Eliminating the waste This will enable us to prioritize our efforts and focus on the high potential events first.,ENERG

9、IZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,10,8 Wastes,Overproduction Inventory Waiting Transporting Unnecessary processing Unnecessary motion Defects Under utilization of people,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,11,Over-Production,Pr

10、oducing more than what the customer really wants.,Ways to Overcome: Reduce setup times Synchronize time and amount of processes Create compact layouts and visibility,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,12,Inventory,Excess inventory requires handling, space, $, p

11、eople, and paperwork.,Ways to Overcome: Synchronize work flow to reduce accumulation Shorten setup time Reduce lead time Cellular layouts Zero Quality Defects Reducing all other wastes reduces the waste of inventory,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,13,Waiting

12、,Waiting for upstream processes due to poor layout, unbalanced work load or equipment downtime.,Ways to Overcome: Synchronize work flow Balance uneven loads by flexible workers and equipment Implement preventive maintenance to eliminate machine down-time,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - REST

13、RICTED FOR INTERNAL USE ONLY,14,Transportation,Transportation adds No value to the product. Rather than improve the transportation: Reduce it Eliminate it.,Ways to Overcome: Establish layout and locations which reduces or eliminates transportation,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED

14、FOR INTERNAL USE ONLY,15,Unnecessary Processing,Same data entered into 3 different information systems. (SAP, Access, Excel),All unnecessary, or Non- Value Added, processing steps should be eliminated,Ways to Overcome: Question if process is necessary at all Simplify Use Standard Work Reduce Handoff

15、s/approvals,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,16,Unnecessary Motion,Motion of people, machines, and products is waste.,Ways to Overcome: Study motion and eliminate or reduce motion through improved layouts. Cellular Manufacturing Rethink material storage Job/T

16、ask Combinations,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,17,Defects (Correction),Making defective product is pure (muda) waste. Focus on preventing defects Not finding and repairing defects,Ways to Overcome: Mistake-proof to prevent defects Never Pass defects Standa

17、rd Work,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,18,Waste of Underutilizing People,The eighth waste is not fully utilizing the time and talents of people. Who are the “real” experts ? and what do they know?,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTE

18、RNAL USE ONLY,19,Purpose of Value Stream Mapping,The purpose of the value stream map is to look at the big picture and to develop a “future-state” map by eliminating all non-value added activities and minimizing all non-value-added but required activities.,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RE

19、STRICTED FOR INTERNAL USE ONLY,20,Basic Current State MAPPING TIPS,1 Cross-functional Team completes the map Start at the customer end Walk the actual pathways of both material and information flow. Draw by hand in pencil.,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,21,

20、Value Stream Mapping IconsProcess Icons,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,22,Value Stream Mapping IconsInformation Flow Icons,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,23,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR I

21、NTERNAL USE ONLY,24,Production Lead Time =23.5 days Value Added Time = 184 Seconds,From Learning to See by Mike Rother and John Shook,Current State Map,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,25,Future State Questions,How do we focus on the Lead time? Understand the

22、 takt time What area in the process triggers production? Will we build to shipping or to a supermarket? Where can we use continuous flow? What items or Events require Process Maps How do we simplify Where do we reduce travel & redundancy? What process improvements can we do?,ENERGIZER SCHICK - HIGHL

23、Y CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,26, Use the list of future state questions Have your cross-functional group brainstorm Utilize “outside” folks and yourself to question everything You can sketch future state ideas at the table to discuss If you wish use an overhead a simple transpar

24、encies by hand to show your ideas After you have identified all of the improvements and opportunities what would your map look like You may revise your map several times as you simplify Make sure you can trace all key product and information flow Look for disconnects or oversights in your new map by

25、 following it through as a group exercise What are the new Lead and Cycle times (Lead time is the key),Team Tips,Future State Mapping,ENERGIZER SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,27,From Learning to See by Mike Rother and John Shook,Future State Value Stream Map,ENERGIZE

26、R SCHICK - HIGHLY CONFIDENTIAL - RESTRICTED FOR INTERNAL USE ONLY,28,Benefits of Value Stream Mapping,Helps you visualize more than the single-process level Clearly defines Lead and Cycle times Has cross-functional accuracy Links the material & information flows Provides a common language and base to work from Provides a blueprint for implementation More useful than quantitative tools Ties together L