丹纳赫物料管理程序.ppt

1、1,DANAHER MATERIALS PROCESS 丹纳赫物料管理程序, June 30, 2003,2,Introductions 介绍,Name 姓名 Company 公司 Hometown 家乡 Job Responsibilities 工作职责 Companys Product / Process 公司产品/过程 Hobby, Interest, or Fun-Fact 爱好、兴趣 What are your expectations from this workshop 你希望从这次培训得到什么,3,Kaizen Event Rules改善活动规则,There is no ran

2、k among team members小组成员中没有阶级之分 Keep an open mind to change保持开放的心胸来做改变 Involve associates from the Kaizen area让改善区域的员工共同参与 Allow area associates to review new layouts plans succeed only if gains are sustained计划能确实执行才是好计划，成果能持续维持才算真成功 Just do it!动手去做,4,5,Chapter 1 - Roadmap to DMP 第一章 DMP的导引图 Chapter

3、 2 - Why DMP? 第二章 为什么要推行DMP？ Chapter 3 - Components of DMP 第三章 DMP的组成 Chapter 4 - What is a Signal? 第四章 什么是讯号？ Chapter 5 - How to Calculate Kanban quantities 第五章 如何计算看板容量 Chapter 6 - Putting it all together 第六章 综合归纳 Chapter 7 - Kanban Calculator 第七章 看板计算器 Chapter 8 - How to Implement DMP 第八章 如何实施DMP

4、,Course Content 课程内容,6,Chapter 1 第一章 Roadmap to DMP DMP的导引图,7,Roadmap to DMP,8,Chapter 2 第二章Why DMP? 为什么要推行DMP？,9,DMP Objectives 目的,To transition a businesses from the traditional Push System (MRP) to a Material Pull System (Flow) in a Lean Manufacturing Environment 在精实生产的环境中，将业务运作从传统的推挤系统（物料需求计划）转换

5、为物料拉引系统（流动）,Focus =,10,Machine加工,Assemble组合,Ship交运,Whats a Push System 什么是推挤系统,Resources are Provided (Pushed) Based on Forecasts or Schedules 根据预报或预订时程来提供(推动)资源,11,Whats a Push System 什么是推挤系统,Services 服务,Materials 物料,Training训练,Finished Goods 制成品,Information 信息,Do I Need All of This, Now? 目前，每一项我都需

6、要吗？,Associate员工,Overload?超负荷？,12,Materials Requirements Planning (MRP) System物料需求计划(MRP)系统,Traditional “push” system 传统的“推挤”系统 Follows mass production model 遵循大量生产的模式 May provide material at the points where we need it against a forecast and schedule 在需求点供给料件，可抵销销售预测并可做排程计划 Is not a visual system 非直

7、观系统,13,System to manage and balance the flow of material. 管理和平衡物料流动的系统 Eliminate waste of handling, storage, expediting, obsolescence, repair, rework, facilities, equipment, excess inventory (Work-in-Process & Finished). 消除因为操纵，贮藏，加快，过时，修理，返工，厂房，设备，过量库存（在制品和成品）而造成的浪费 Replenish only what has been con

8、sumed. 只补充已被消耗的 Provides visual control of all resources.对全部资源提供直观控制 Ownership of the system is at the cell level. 系统的主控权在工作群组阶层 A Simple and Flexible system.是简单和有弹性的系统,What is a Pull System 什么是拉引系统,14,Downstream processes (closest to the customer) pulls from upstream processes (closest to the suppl

9、ier) only the goods that are needed, only when they are needed, and only the required amounts 下游程序（最接近顾客）只从上游程序（最接近供货商）提取所需要的制成品，且只有在需要的时刻，仅提取所需要的数量,l,Supplier供货商,Customer顾客,Material Pull System 物料拉引系统,Signal 讯号,Signal 讯号,Signal 讯号,15,Material Pull System物料拉引系统,Customer demandsproduct 顾客需要产品,Orders

10、sent toCell 订单送到群组,Cell orders parts from processing line 群组向加工线订物料,Processing line ordersfrom materials procurement 加工线向物料供货商订料,And so on 等等.,No longer build to Computer System lot sizes based on a projected demand 不再依照预计需求来产生计算机系统的批量规模,16,Examples of Pull 拉引的例子,Supplier供货商,Customer顾客,Replenishes C

11、onsumed Products 补充已消耗的产品,Visual 直观,TOTE,VisualControl 直观控制,Frequent Deliveries 供货频繁,FIFO 先进先出,One Piece at a Time 每次一件,What you want你想要什么 When you want it何时需要 In the amounts you want it in要多少,17,Examples of Pull 拉引的例子,Frequent频繁 Available随时有货 Quality品质,LIST 清 单,Our Customer我们的顾客,Quality品质 On Time D

12、elivery 准时交货 Frequent Deliveries 频繁供货,J. I. T.刚好及时,Our Supplier我们的供货商,GROCERIES 南北杂货,需求 DEMAND,Fresh Carp Today,Us我们,18,Goals of a Material Pull System物料拉引系统的目标,Closer match between production plan and customer requirements 生产计划与顾客需求更紧密配合 Right-sized inventory 适量的库存 Reduce risk of error/defects 减少错误

13、和缺陷的风险 Reduce/eliminate Stock outs 减少/消除缺货 Increases communication 增加沟通连系,19,Benefits of a Material Pull System物料拉引系统的好处,拉引系统,推挤/MRP 系统,复杂的材料清单(BOM),No,Yes,需要大量的计算机系统以确保工作命令和库存的准确性,No,Yes,生产部门之间不沟通,No,Yes,提供直观的控制,Yes,No,容易由现场员工管理,Yes,No,根据顾客的订单而生产,Yes,No,Q 品质,D 交货,Q, C 品质、成本,D 交货,D,C 交货、成本,D 交货,受影响的

14、主要绩效指标(KPI),20,Complicated and Sophisticated 复杂的和诡异的 Only for a Manufacturing Process 仅适合于生产程序,A Pull System is Not! 拉引系统不是,21,Pull System So Whats the Story? 拉引系统有何典故？,Q. Where does it apply? 它应用在哪儿？,Q. Who does it apply to? 谁应用它？,Pull Systems 拉引系统,22,What Should Be In Place Already? 哪些是应该已经准备妥当的？,

15、VSM值流绘图 5S环境管理 Standard Work标准工作 One Piece Flow一件流 SMED快速换模 Variation Reduction 降低变异 Level Loading平稳负荷,StandardWork,One-Piece Flow,SMED,5 s,VariationReduction,Level Loading,VSM,23,Why the Prerequisites are Important 为何应该已经准备妥当的事项如此重要,5S organization is a foundation of our lean culture 环境管理 组织(结构化)是我

16、们精实文化的基础 Standard Work results in 1 piece flow and documents a repeatable process 标准工作 达到一件流并将可重复的过程记录下来 SMED, Variation Reduction, 1 Piece flow reduced batch sizes 快速换模、降低变异、一件流 减少批量的大小 Level Loading results in lower manageable inventory levels. 平稳负荷 达成更低且可管理的库存水准 Kanban admits failure to flow 看板 承

17、认无法做到一件流,24,Make All We Can Just in Case We Need It 一旦有需求时，即竭尽所能生产,PUSH AND PULL SYSTEM CONTRAST in Summary 推挤系统和拉引系统的比较,Push System 推挤系统,Pull System 拉引系统,Make What We Need When We Need It 当有需求时，生产我们所需要的,25,Why DMP为什么要推行DMP,How does DMP help us? DMP如何帮助我们？ Reduces costs降低成本 Reduces floor space减少空间 R

18、educes rework and scrap减少返工和报废 Ensures that we have保证我们具有 What we need我们所需要的 When we need them当我们需要时 In the amounts we need them in我们需要的数量 Reduces waste减少浪费,26,Remember the 8 Wastes:牢记这八种浪费 Over Production 超量生产 Waiting 等待 Transportation 搬运 Processing 多余的制程 Inventories 库存 Motion 不必要的动作 Defects 品质不良 U

19、nused Creativity 忽视创意,Does DMP Reduce the Eight Wastes? DMP 可以减少这八种浪费？,27,Chapter 3 第三章 Components of DMP DMP的组成,28,Components of DMPDMP的组成,Assessment 评估,Scheduling/Demand Management 排程/需求管理,Pull Inventory Management 拉引式库存管理,Extend to the Supply Chain 延伸至供应链,29,Components of DMPDMP的组成,Assessment評估,I

20、ncludes Value Stream Mapping within the plant 包括在工厂内做值流绘图 Purpose of Assessment is to:评估的目的 Baseline current material systems and measurements 以目前物料系统和其量测的结果做基准 Identify customer demands确认顾客的需求 Identify lead-times, inventory status, and business issues 确认前置时间、库存状态和业务议题,30,Customer顾客,Ship交运,Weld焊接,Wh

21、ere should you put kanban?你应该在那里放置看板？,Between every decoupled process?在每一个不连结的制程之间？,Not necessarily不需要,Paint喷漆,Assy组合,Drill钻孔,Components of DMPDMP的组成,31,Customer顾客,Ship交运,Weld,Use Standard Work to Combine Processes First 首先利用标准工作将制程合并,Paint喷漆,Assy,Drill,Components of DMPDMP的组成,32,Customer顾客,Ship交运,A

22、ssyCell,Paint喷漆,Use Standard Work to Combine Processes First 首先利用标准工作将制程合并,Components of DMPDMP的组成,组合群组,33,Customer顾客,Ship交运,AssyCell,What if,the Satisfactory Lead Time to the Customer is 6 Days?若顾客接受6天的前置时间，该怎么做？,Paint喷漆,Do you need kanban here? 需要在此放置看板吗？,Components of DMPDMP的组成,组合群组,34,Customer顾客

23、,Ship交运,AssyCell,Paint喷漆,What if,the Satisfactory Lead Time to the Customer is 6 Days?若顾客接受6天的前置时间，该怎么做？,Do you need kanban here? 需要在此放置看板吗？,Components of DMPDMP的组成,组合群组,35,Customer顾客,Ship交运,AssyCell,Paint喷漆,What if,a 2 day lead time would increase sales?若2天的前置时间会增加销售，该怎么做？,Can you use kanban here?

24、可以在此使用看板吗？,Components of DMPDMP的组成,组合群组,36,Customer顾客,Ship交运,AssyCell,Paint喷漆,What if,a 2 day lead time would increase sales?若2天的前置时间会增加销售，该怎么做？,Can you use kanban here? 可以在此使用看板吗？,Components of DMPDMP的组成,组合群组,37,When should Kanban be used?何时使用看板,When processes cannot be physically linked together i

25、n a cell (creating flow) we use Kanban. 当制程无法连结成一个群组时，我们使用看板 That is why Standard Work should be done first to make processes flow as much as possible.这就是为什么应该先推行标准工作，以使生产尽量成为单件流动,38,What is an A-B-C Analysis? 什么是 A-B-C 分析？,Spares Part - Volume distribution 备用零件 数量分布,(总计7000多项有效库存项目),0,10,20,30,40,5

26、0,60,70,80,90,100,80 SKUs =,90% of,volume,shipped,Kanban,Kanban,7000+ SKUs comprise the,remaining 5% of volume,shipped,(7000+ total active SKUs),0,10,20,30,40,50,60,70,80,90,100,% of volume shipped 交运数量百分比,Kanban 看板,Kanban 看板,7000+ SKUs comprise the,remaining 5% of volume,shipped 7000多项库存项目占其余的5%交运数

27、量,Make to Order (manufacturing cell report) 提采购需求(由生产单位提出),39,Purpose of A-B-C Analysis A-B-C 分析的目的,Goal is to have on time delivery while minimizing inventory costs.目标是在准时交货的同时，将库存成本降至最低 Manage the most inventory dollars with our limited resources by focusing on a few part numbers.将有限的资源专注于少数的对象，来管

28、理大部份的库存资金,40,A-B-C Analysis A-B-C 分析,10,20,30,40,50,60,70,80,90,100,90,80,70,60,50,40,30,20,10,100,A (80%),B (15%),C (5%),Percent of Inventory Items 库存项数百分比,0,By closely managing A and B itemswe can control the majority of theinventory costs经由严谨管理A类和B类料件，我们能控制绝大部份的库存成本,80-20 Rule: 20% of the parts d

29、rive80% of the inventory dollars 80-20 法则： 20%的零件占了80%的库存金额,Dollars or Volume 金额 或 数量,41,Performing A-B-C Analysis进行 A-B-C 分析,Annualvolume 年使用量,x,Unit cost 单位成本,=,Annual dollars for each SKU 每一零件年使用金额,1,2,Rank SKUs in descending dollar amount 依据年使用金额将料件做降序排列,3,Assign an A,B, or C ratingto each SKU 对

30、料件做A、B、C分类,A = top 80% 前面的80% B = next 15% 接着的80% C = bottom 5% 最后的80%,Certain situations may require you to look at volume first某些情况可能要先看数量,42,Scheduling/Demand Management,Components of DMP DMP的组成,Purpose of Scheduling/ Demand Management: 排程/需求管理的目的 Determine the level loaded rate决定平稳负荷率 Develop a

31、daily build schedule建立日产计划 Understand how variation in demand affects inventory and cost 明了需求的变化如何影响库存和成本 PSI is a Tool to Integrate Customer Demand with Production and Inventory产、销、存是整合顾客需求、生产和库存的工具,Key to Danaher Success at Kanban! 丹纳赫使用看板的成功关键,43,PSI means Units Production, Sold, and in Inventory

32、产、销、存意指生产的、销售的和留在库存的产品 A tool used to balance cost over demand, inventory, and production rates (spreadsheet)用于需求、库存和生产率(库存电子表格)之间平衡成本的工具 An outcome of a frequent, high-level, cross-functional meetings频繁的、高阶层的、横向跨部门会议的结果 A safety net to ensure kanban success确保看板成功的安全网 Ensure consensus on inventory a

33、nd production schedules确保库存和生产计划达成的一致的结论,Scheduling/Demand Management PSI 排程/需求管理 产、销、存,Components of DMP DMP的组成,44,Starting PSI开始产、销、存,The process must have an owner preferably not one who reports to a PSI participant过程必须有一个主控者 - 最好不是任何参加此会议的下属 Meeting frequency should reflect the business need and

34、 be iterative依据业务的需求来决定召开会议的频率，且应该是互动的 Process must have a tiebreaker会议过程中必须有一位能打开僵局的人 No input is beyond challenge, and all input is respected任何建议都可提出并受到尊重 All disciplines represented, understand and work to plan所有关键部门都有代表，了解且共同工作,Components of DMP DMP的组成,45,PSI产、销、存,P,Inventory Rep. 库存代表 represent

35、s the current and achievable inventory levels and supplier capabilities 代表目前和可达到的库存水平以及供货商的能力,Production Rep. 生产代表 represents current and achievable production capacity as well as shipment history 代表目前和可达到的生产能力以及交货历史,Sales Rep. 销售代表 represents the Customer and has visibility of programs that can aff

36、ect demand 代表顾客，能预见对需求有影响的项目,I,S,Components of DMP DMP的组成,46,Components of DMPDMP的组成,An important output of a PSI meeting is a demand based on the best information available.需要依据最好的可用信息，才能产出重要的产、销、存会议结果 PSI meetings are normally held monthly or weekly, but can be more or less based on the volatility

37、 of the business.产、销、存会议通常是每月或每周举行，但可根据业务的变化，增加或减少举行的次数,47,PSI Spreadsheet产、销、存的电子表格,48,Components of DMPDMP的组成,What is a Level Loaded Rate? 什么是平稳负荷率？,240 units,120 units,60 units,AAA.AA,BBB.BB,CCCC,A,B,C,.,.,.,A method of reducing the variation in the quantity and flow of work based on customer dem

38、and. 以满足顾客需求为前提，一种减少工作数量变动和工作流程变动的方法,49,Components of DMPDMP的组成,What is a Level Loaded Rate? 什么是平稳负荷率？,A,B,C,A A B A A B C A A B A A B C,A method of reducing the variation in the quantity and flow of work based on customer demand. 以满足顾客需求为前提，一种减少工作数量变动和工作流程变动的方法,50,1,1,2,2,3,3,4,4,Rate 速率,Rate 速率,Le

39、vel平稳,Unlevel不平稳,Period周期,Period周期,A schedule is LEVEL within a planning period if it has a constant rate throughout the period. 如果在某个计划周期内的生产是等速率的，则这个计划是平稳的生产排程计划 (Constant means within 10%等速率是指在10%变化以内),Level Loading平稳负荷,51,In the capacity constrained example inventory is used to meet customer dem

40、and若产能不足，则需要建立库存以满足顾客需求 This requires substantial warehouse space and can be risky if demand forecast is wrong此种情况需要有储存空间，而且要承担预测错误的风险,In the demand constrained example line speed and staffing are adjusted to accommodate seasons若产能充足，则产能与人员数量可调整来适应淡旺季 This requires flexible equipment and labor (staf

41、fing, vacations, overtime) but is more accommodating of demand variations from expectation此种情况需有可弹性调整的设备与劳动力(人员、假期、加班)，却较能应付预期中的需求变动,J,F,M,A,M,J,J,A,S,O,N,D,Level loading in a Fixed capacity facility 固定产能工厂的平稳生产,J,F,M,A,M,J,J,A,S,O,N,D,Level loading in a Flexible capacity facility 弹性产能工厂的平稳生产,150,10

42、0,50,0,需求 Demand,Production生产,Inventory库存,150,100,50,0,Demand 需求,Production生产,Inventory库存,Level Loading Example 平稳负荷的例子,52,Better flow of Raw Material较佳的原料流动 Reduced lead-times缩短前置时间 Reduces Variation in Production Volumes减少生产量的变动 Allows for Options in the Build Schedule做排程时可以有多种选择 Stabilizes Produc

43、tion by Producing Every Part Everyday借着每天生产每种零件来稳定生产 Smoothes demand to the supplier平稳地对供货商提出需求,Level Loading Benefits 平稳生产的益处,53,Pull Inventory Management 拉引式库存管理,Determine the method to pull material through the system 确定在系统内拉引料件的方法 Includes Kanban and/or Sequencing 包括看板和循序,Our Focus of DMP Event

44、! DMP改善活动的焦点！,Components of DMPDMP的组成,54,What is Kanban?什么是看板？,Kanban means signal看板就是讯号 A system that tells us when to re-order 告诉我们何时订货的系统 Card, bin, empty shelf, empty square, line on a wall卡片、容器、空的架子、空的位置、墙上的标线 A visual display, a declaration of need (reorder point)直观的显示、宣告需求(订货点) Kanban is used

45、 to eliminate overproduction and as a way to ”link” processes together in the absence of flow看板用于消除超量生产，是将流程中断的程序连结起来的一种方法,55,When should Kanban be used? 何时使用看板？,With low dollar items that the business does not want to spend a lot of resources managing用于不希望花费大量资源去管理的低价格料件 With high dollar items that

46、 the business needs to manage closely需要严谨管理的高价格料件 When the process lead-time is longer than your firm PSI schedule当程序的前置时间大于既定的PSI时程 As visual control for over-production直观控制超量生产 To introduce inventory into the system to compensate for lack of flow将额外的库存引入系统中，以弥补无法做到一件流的生产流程,56,Why do we run our liv

47、es in a kanban pull system, but when we come to work we create a complex push system? 为什么在日常生活中我们用看板拉引系统， 在工作中却建立复杂的推挤系统？,Examples of Kanban 看板的例子,57,Two-Bin System两箱系统,This is an example of an Assembly Cell using a 2-bin system装配群组使用两箱系统的例子,Is a basic kanban system基本的看板系统 Easy to manage容易管理 Very vi

48、sible很直观 Is container or card driven用容器或卡片来操控 Operators always have parts操作员不会待料,58,Transport and Production Kanban运输看板和生产看板,Used to indicate when one container of parts is to be moved to the production line.用来表示何时一箱料件将被移动至到生产线 Authorizes withdrawal from feeding operation. 有权力从供给端提取料件 Used for suppl

49、iers or in a factory. 用于供货商或工厂内,Used to indicate when one or more containers of parts should be produced or purchased. 用来表示何时应该生产或采购一箱或多箱料件 Authorizes feeding operation to produce parts. 供给端有权力生产料件 Used at a factory, transactional or suppliers. 用于工厂、移转或供货商,Transport 运输,Production/Ordering 生产/订购,59,T

50、ypes of Kanban Cards看板卡的型式,Part #,2345,Previous,Process,Current,Process,12345 Lever,Cell,Assembly,Cell B,-,12,Quantity Per Container:,6,Deliver To:,Assembly Cell B,-,12,Description:,Yellow,Lever,Card 1 of 2,料件号码：,2345,前一制程,当前制程,12345 Lever,Cell,Assembly,Cell B,-,12,每箱容量：,6,Assembly Cell B,-,12,名称：,Y

51、ellow,Lever,Card 1 of 2,Cell:,Description:,# Kanban,Qty per Cont:,Total Quantity:,Build on:,PC Board,Assembly Cell,Yellow,Lever,1 of 8,6,48,3 Cards,Part # :,2345,Deliver To:,Assembly,Cell B,-,12,群组：,名称：,# 看板,每箱容量：,总数量：,Build on:,PC Board,Assembly Cell,Yellow,Lever,1 of 8,6,48,3 Cards,料件号码：,2345,移转至：

52、,Assembly,Cell B,-,12,Transport Kanban Card 运输看板卡,Production Kanban Card 生产看板卡,移转至：,60,Cold,Form,Cold,Form 冷锻,1,2,3,5,6,7,4,1,2,3,5,6,7,4,Signal 讯号,Signal 讯号,Signal 讯号,Kanban is usedto manage theinventorybetween cells and Cold Form 看板用来管理各群组 与冷锻之间的库存,Kanban Card Example看板卡的例子,61,Ohnos Cautions When

53、Using Kanban大野对使用看板的忠告,Introducing Kanban without actually practicing the six rules of kanban will bring neither the control expected of kanban nor the cost reduction. Thus, a half-hearted introduction of kanban brings a hundred harms and not a single gain.没有实际实施看板的六项原则而引进看板，不会带来所期望的看板控制或成本降低。也就是说，非真心真意地引进看板会有百害而无一益。,62,Ohnos Six Rules of Kanban 大野的看板六原则,Reference: Taiichi Ohno Toyota Production System Beyond Large Scale Production, Productivity Press,63,Kanban Simulation看板的模拟,Objectives目的 To give a visual understanding of kanban in a manufacturing env