现代生产管理-需求式流程技术.ppt

1、Demand Flow Technology需 求 式 流 程 技 术,General Training material for Staff 职员培训资料,Flex Factory,Demand Flow Technology,Flextronics has adopted Demand Flow Technology as the Manufacturing Strategy 伟创力采用DFT作为制造策略,Flextronics was introduced to DFT by Lifescan Johnson & Johnson in 1994. 强生公司于1994年将DFT引入伟创力公

2、司。,Demand Flow Technology How it started in Flextronics,DFT is a product of the John Costanza Institute of Technology DFT是JCIT公司的产品。,What Drives Product Costs,Material 物料,75-90%,Labour 劳动力,5%,Overhead 管理费用,15%,Profit 利润,5%,Product Cost Percentage* 产品成本百分率,Total Cost of Material is the highest (Handl

3、ing, Storing, Shelf Life, Scrap, Capital Tie Up, Purchase Cost, etc) 物料的总成本是最高的(包括处理、储存、限期保存、废料、资源占用、采购成本等等) In Traditional Manufacturing, focus is mainly on reduction of labor cost (mistakenly) 在传统的制造业里，将重点放在了减少劳动力成本(是错误的) Material and finished goods inventory costs are often overlooked 物料和制成品库存成本往

4、往被忽视,*The Quantum Leap, JCiT,DFT focuses on reduction of overall material and overhead cost DFT注重所有物料成本和管理费用的减少,4,Seven Types of Wastes *1,Over-production 过量生产 Waiting time 等待时间 Transportation 运输 Processing waste 处理废料 Inventory 存货 Motion 移动 Product defects 次品,Common Solutions 共同的解决方法: Back-to-Basic

5、Disciplines回到基本的纪律: The 5-S and Work Place Organization 5-S和工作场所的规范 Simplify, Combine and Eliminate 简单化，组合和清除,*1 Toyota Manufacturing System 丰田制造体系 *2 The Machine That Changed The World 机器改变世界 by James P. Womack, Daniel T. Jones & Daniel Roos - IMVP, Massachusetts Institute of Technology,Products/Se

6、rvices that are not required by consumers The 8th Waste *2 产品/服务并不是客户所要求的 - 第8种浪费,What is DFT ?,It is a Demand Pull Process 是一个需求式拉动过程 Produces the highest possible level of Quality 使生产达到尽可能高的质量水平 Providing the Customer with maximum Flexibility 为客户提供最大的灵活性 At pre-determined Response Time 预先设定响应时间 Ac

7、hieve highest possible Inventory Turns 达到尽可能高的存货循环 Eliminating Non Value Added activities (Waste) 消除无附加值活动(浪费),8,Manufacturing the Traditional Way,Store 货仓,Plan 计划,Queue 排期,Work 工作,Buffer 缓冲区,Stock 库存,Buffer 缓冲区,Buffer 缓冲区,Buffer 缓冲区,Buffer 缓冲区,Buffer 缓冲区,Buffer 缓冲区,Buffer 缓冲区,Plan 计划,Queue 排期,Work

8、工作,Plan 计划,Queue 排期,Work 工作,Plan 计划,Queue 排期,Work 工作,Manufacturing The DFT Way,DFT links Manufacturing Processes together DFT将所有制造过程联结在一起 Materials are kept close to point of use (RIP) 物料的储存靠近使用点(RIP) Reduces Work In Process Inventory or Buffers 减少在线存货量和缓冲区,What DFT will achieve ?,With DFT we will ：

9、 用DFT我们将达到: Minimize non-value added work 最小化无附加价值工作 Reduce product cycle time 减少生产周期 Reduce the inventory levels 降低存货水平 Reduce floor space requirements 减少空间需求 Reduce scrap and rework 降低废料和返工 Reduce product cost 降低产品成本,DFT Development Cycle,Flex Factory,Steps of Implementing DFT,A method to show rel

10、ationships between individual manufacturing processes 用于显示单个制造过程之间联系的一种方法,Step 1 - Create the Product Synchronization,External assembly 外部装配,Manual assembly 人工装配,Soldering 执锡,Function testing 功能测试,Circuit boards 线路板,Pressing 挤压,Cutting 剪切,Finishing 修整,Chassis 底板,Cutting 剪切,Splitting 分线,Insulating 绝缘

11、,Cable 电线,Plastic components partial assembly 塑胶零件部分装配,System testing 系统测试,Packing 包装,Software 软件,Packaging material 包装材料,Series of work content steps and quality criteria that need to be completed in order to manufacture the quality product 工作内容步骤的连续性和质量标准需要必须完善以制造出优质产品 SOE is classified in four ca

12、tegories: SOE被分成4类：,Step 2 Come up with the Sequence Of Events (SOE),Required labor work 必须人工工作时间,Required machine work 机器必须工作时间,Setup time 设置时间,Move time 移动时间,Definition定义: Value Add (VA) - Activities that the customer is willing to pay for 有附加价值(VA) - 客户愿意为此付钱的活动 Non Value Add (NVA) - Activities t

13、he customer is not willing to pay for but 无附加价值(NVA) may be necessary to build the product (set-up, queue, move, etc.) 客户不愿为此付钱但在产品制造过程中又是必需的 (建造，等待，移动，等等) Value Added Efficiency = x 100 附加价值效率 “Reduction of non-value added work increases efficiency” “减少无附加价值工作提高效率”,Value and Non-Value Added Activit

14、ies,Value added work 有附加价值的工作 Total labor + machine time 所有人工+机器时间,Value Added Activities an example,Value Added Activities 有附加价值活动,Non - Value Added Activities 无附加价值活动,Value Added Efficiency 附加价值效率 = Total Value Added time总附加价值时间 X 100 Total Machine time + Total Labor time 总的机器时间+总的人工时间 = 15.38 X 1

15、00 22.83 = 67.37%,Non -Value Added Efficiency 无附加价值效率 = Total Non-Value Added time 总无附加价值时间 X 100 Total Machine time + Total Labor time 总的机器时间+总的人工时间 = 7.45 X 100 22.83 = 32.63%,Designed capacity is the maximum output we can produce in a flow during planned work hours 设计生产量是在计划工作时间内一条生产线的最大产量。 Desig

16、ned daily capacity is set for a longer period of time by program management together with the customer 设计日产量是由项目管理者和客户针对一段长时间共同设定的。 Without re-designing the line or changing production method, a range of volume from 50% to 100% designed capacity then can be achieved 只要未重新设计过生产线或改变生产方法，50%到100%的设计生产量

17、是可以完成 的。 Daily Capacity : 日产量 Dc, Dr = Designed Daily Rate (Capacity) 设计每日速率(产量) PV = Targeted Monthly Volume 每月目标产量 WD= Work days per month 每月工作天数 Example : Target month volume = 50000, Work days per months = 20 days Therefore, Dr, Dc = 50000/20 = 2500,Step 3 - Determine Line Design Capacity,Manufa

18、cturing the DFT- TAKT Example,The TAKT defines how much time we can spend on every workstation and how often a finished product must leave the flow. TAKT 定义每一个工位所花时间和一个制成品离开生产线的频率。 Example: If we need 6 computers per hour to meet the Designed Daily Capacity, we will need one every 10 minutes. The wo

19、rk content will be distributed over as many workstations as needed to meet the target 10 minutes per station. 如果我们每小时需要6台电脑才可以达到设计每日产量的话，那么平均10分钟需要1台。我们就要将所有工作内容分解到每个工位10分钟。,Flex Factory,TAKT - Hours Effective,To calculate TAKT, we divide the Designed Daily Capacity with number of effective working

20、hours. 为了计算TAKT 时间, 我们将设计的每日产量分解为有效工作时间。 Effective work hours is defined as the actual time used to produce the part or product. For example, paid hours minus break time, meeting time, preventive maintenance, etc. 有效工作时间被定义为用于生产产品那一部分的实际时间。例如：支付 时间减去等待时间，会议时间，维护保养时间等等。,Flex Factory,Line Balancing vs

21、. Work Content,Flow Takt Time = 60 sec,60 sec,60 sec,60 sec,120 sec,Imbalance / Bottleneck,60 sec,60 sec,60 sec,120 sec,120 sec,A,B,C,A,B,C,Flex Factory,Step 4 Formulate the DFT Work Instructions,TQC Worksheet is a key element incorporated in DFT Manufacturing TQC表格是组成DFT制造技术的关键因素 The only document

22、an operator requires at the workstation to perform the tasks 要求工人在工位上完成任务的唯一的文件 Format: TQC Work Content Verify 格式：TQC 工作内容检查,Red 红,Yellow 黄,Blue 蓝,Steps 步骤,Symbol 符号,Color Code 色码,TQC Check the previous operation or incoming material 检查前一道工序或来料,Work Content 工作内容 Content of the work you are supposed

23、 to perform on the unit 要求完成的工作内容,Verify 检查 After completing the work content,check to ensure its good 完成工作后，检查以确保无误,Rule of Thumb for Work Instructions,Should be user friendly 正确使用 Minimum text 最少的文字 Lots of graphics 大量的图形 Denote the appropriate symbols used 用适当的符号指示,For more info, please refer to

24、FBP-ENG204 DFT Creating Work Instruction,The Work Instruction Template,Sample of a Method Sheet,Step 5 Material Pull System,Raw In Process Inventory ( RIP ),Raw material on the shop floor is called Raw In Process. 存放在车间的原材料称为在线暂存料。 Inside the RIP area we do not perform any transaction. 在RIP区内不能进行任何处

25、理。 Total product cycle time is typically less than one day. 总的生产周期低于1天。,Japanese word which means communication signal or card. 日文，意思是沟通的信号或卡片。 Signal to upstream operations or raw material supply to replenish material to the flow line. 发信号给上工位或原材料供应者要求为生产线补充物料。 Kanban specifies maximum inventory le

26、vels to be kept at any time. Kanban详细说明了在任何时候都要保持最大库存量水平。 A tool to achieve Just In Time production. 达到及时(JIT)生产。,The Kanban System,Standard IPK = 1 标准IPK = 1 IPK is signaled with a square X or waiting locations on a conveyor. IPK用一个方形的 X 表示或在传送带上的等待区域。 IPK signals when to work on a workstation as w

27、ell as when and where to flex. IPK表示一个工位何时开始工作，也表示何时何处可伸缩。 In-process Kanban does not have part number identity. IPK没有零件号码识别。,Increased IPK leads to increased quality risk IPK的增加会导致质量风险的增加,In Process Kanban (IPK),An empty KanBan Square is a signal to work 一个空的KanBan 区是要求工作的信号,The In Process Kanban I

28、s marked with a square 在线 Kanban 是一个作有标记的方形区域,In this example, operation 1 and 3 should work. Operation 2 and 4 should wait for their product to be consumed 在这个例中，工作位1和3应该工作，而工作位2和4应该等待KanBan 中的产品被用完,Flex Factory,In Process Kanban (IPK),Single Card Kanban / 2 Bin System,Single Card Kanban or 2 bin s

29、ystem is used to replenish the manufacturingflow with material from a store, supplier or upstream process. 单张卡或两个物料盘系统被用于从货仓、供应商或上道工序补充物料给生产线。 Kanban cards always have one point of usage, one point of supply and a predefined quantity of a specific part. Kanban卡一般包括一个使用点，一个供应点和一个事先设定好的具体零件的数量。 Kanban

30、 quantity is recalculated when designed capacity is changed. 当设定好的生产量改变时，Kanban数量要重新进行计算。 Kanban quantity is not affected by daily volume variation within 50% - 100% of Designed Capacity. 当生产能力在设定好的生产量的50%-100%之间变化时，Kanban数量并不受影响。,Optional Lighting System To Trigger a Signal for Replenishment,Types

31、of Design设计类型: Two/Three color tower light ( Red, Yellow and Green) 两/三色灯(红，黄和绿) Three different types of color switches ( RED, YELLOW and WHITE). 三种不同颜色开关的类型(红，黄和白),No Tower Light Up or Green ON Production is running smoothly. 没有灯亮或绿灯亮表示生产线运作正常。,Yellow Tower Light Up Material shortage and need repl

32、enishment. 黄灯亮表示物料短缺，需要补充。,.,Lighting System an example,Flexing,The flow is designed for maximum capacity, but we can run between 50 % and 100 % of this capacity. 虽然生产流程按最大生产能力设计，但我们可以在50%至100%之间运转。 Every day depending on demand, we calculate how much we need to produce. 每天可以根据需求，计算出当日的产量. The daily

33、 TAKT is controlled by number of operators in the flow. 每日TAKT根据生产线上的工人数量进行控制。,Flex Factory,Flexing - Example,The Flow has 10 workstations and designed daily capacity of 100 units. Tomorrow we are going to build 80 units, how many operators will we then need ? Assume the TAKT is 10 minutes, which me

34、ans every 10th minute a product is leaving the flow. 生产线有10个工位，设计的日产量为100个单位。明天我们准备生产80个单位，我们需要多少个工人？假设TAKT时间为10分钟，即每10分钟就有1个产品下线。,Flow line staffed for Designed Daily capacity 生产线上人员安排根据设计好的日产量,Flex Factory,When running 80 % of designed capacity, the daily pace is changed from one product every 10:

35、th minute to one product every 12.5 minute. The time we work stay the same, but amount of work every operator performs increases. 当我们按照80%的设计生产量来运转时，每天的速度就由10分钟生产1个产品变成每12.5分钟生产1个。因此在同样的工作时间内，每个工人完成的数量将会增加.,Flexing - Example,Operators must flex between operations, always moving the product towards t

36、he customer. 工人必须在两个工位之间灵活操作，总是把下一工位当作自已的客户。,Flex Factory,Flexing,Every operator must be trained on at least 3 workstations in a row. 每个工人在一条拉上必须学会操作至少3个工位。 One where work is performed 1个是本工位 One down stream 1个是下工位 One upstream 1个是上工位 This is to be able to do TQC, verify and Flex between operations. 这样就使得他们会做TQC，检查和具有工位之间操作的灵活性。 When Flexing, the workstations are still the same, so operators move between the stations, and the material stays. 由于具有灵活性，虽然工位相同，但工人可以在工位之间移动，物料仍保留 在原工位。,Op 6,Op 9,Op 8,Op 7,Op 2,Op 1,X,X,X,X,X,Op 3,Op 4,Op 5,X,X,X,Op 10,X,Flex Factory,Quality