江森精益生产制造系统(上半部.ppt

1、,A Lean Simulation江森精益制造系统(上）,Part One 第一部分,Lean Sim_part1_SHW_E_Sep 2003.ppt,2,Lean Simulation精益模拟,JCMS江森制造系统 The Lean Manufacturing System 精益制造系统,Lean Sim_part1_SHW_E_Sep 2003.ppt,3,Lean Simulation精益模拟,基于丰田生产系统Based on Toyota Production System 从多种资源中吸收合并了精益技能ncorporates Lean skills from a variety

2、of sources 和JCMS护照非常匹配Matches perfectly with JCMS Passport,Lean Sim_part1_SHW_E_Sep 2003.ppt,4,Setting The Direction确定方向,高级管理人员、运营副总裁理解并提倡精益制造系统Senior Level; VP of Operations understands and promotes Lean Systems 采用我们自身的报告进行培训更为理想Ideally training own reports 在公司的组织结构内逐级向下培训Cascade down through-out t

3、he organization 衡量进度Measure the progress SigmaTRAC BBP,Lean Sim_part1_SHW_E_Sep 2003.ppt,5,Charged with Making Toyota Successful 承担着让丰田成功这一重任 Relentless in pursuit of and elimination of waste坚决杜绝浪费 Credited with the creation of TPS 以创造丰田生产方式TPS著称 A challenging Man to say the least.一位说得最少,富有进取精神的男人,T

4、aiichi Ohno(大野耐一),Lean Sim_part1_SHW_E_Sep 2003.ppt,6,Toyota Model,Lean Sim_part1_SHW_E_Sep 2003.ppt,7,丰田模式,Lean Sim_part1_SHW_E_Sep 2003.ppt,8,1. Knowledge of Work 工作知识,2. Knowledge of Job Responsibilities清楚工作职责,3. Skill in Kaizen改善技能,4. Leadership Skill领导技能,5. Teaching Ability指导能力,Lean Enterprise

5、Leadership Skills Required精益企业对领导技能的要求,Lean Sim_part1_SHW_E_Sep 2003.ppt,9,Lean Enterprise精益企业,Business as Usual 一般企业,Lean Thinking 精益思维,Lean Sim_part1_SHW_E_Sep 2003.ppt,10,Waste of Inventory,Lean Sim_part1_SHW_E_Sep 2003.ppt,11,库存浪费,Lean Sim_part1_SHW_E_Sep 2003.ppt,12,Organization to Support Cont

6、inuous Improvement有助于持续改进的企业结构,缺少的重要环节: Critical Missing Link: -标准化工作Standardized Work -看板Control of Kanban Systems -工作指导培训 Job Instruction Training -小组参与 Small team Participation -视觉讯号反应 Andon Response -领导能力/解决问题的能力 Leadership/Problem Solving -每日预防性维护 Daily Preventative Maintenance 系统管理 Team Member

7、 Assist for Problems,Lean Sim_part1_SHW_E_Sep 2003.ppt,13,Path to Achieve a Lean Manufacturing System实现精益制造系统的途径,Lean Sim_part1_SHW_E_Sep 2003.ppt,14,Implementation 实施,Total Employee Involvement全员 参与,Just-In-Time及时生产,Machine Reliability 机器的稳定性,Stop the Line生产线停止运转,Level Production 平衡生产,Visual Delive

8、ry System可视交货系统,Preventative Maintenance预防性维护,Total Productive Maintenance全员生产维护,Traffic Light System红绿灯系统 Mistake Proofing防错 In-Station-Process-Control状态程序管理,Product Development for Six Sigma: DFA, DFM 根据6西格玛质量体系进行产品开发: DFA, DFM,Leadership: Leaders Learning, Leaders Teaching, Leaders Coaching / Per

9、formance Measurement 领导能力: 领导者的认知、领导者的传授、领导者的指导/业绩评估,JCMS Johnson Controls Manufacturing System 江森自控制造系统,Continually exceed our customersincreasing expectations 不断超越客户日 益增长的期望,Standardized Work标准化作业 Visual Management可视管理 5-S,Customer 客户,Material 物料,Production 生产,Incoming Material 进料,Supplier供应商,信息流程

10、,Material Flow物资流程, QuickChangeover快速切换 Kanban看板, Errorproofing防错 Andon System视觉讯号系统 TPM全员生产维护 RTY 滚动产出率, Problem Solving解决问题 Kaizen改善 Six Sigma6西格玛体系 Value Stream Mapping价值流程图,Production at Pace of Customer Demand Utilizing Minimum Resources 利用最少的资源根据客户的需求进行生产,Just-In-Time Production Adaptable to D

11、emand 根据需求即时生产,Quantity Control数量控制,Quality Assurance 质量保证,High Morale, Safety, Productivity 士气高、安全性好、生产率高,Enablers 动力来源,CoreElements 核心要素,Foundation基础,ProcessScope 过程范围,OurPhilosophy 我们的原则,Zero Defects零缺陷,People Development 员工的发展,Lean Sim_part1_SHW_E_Sep 2003.ppt,16,Value Added Activity增值行为 An acti

12、vity that transforms or shapes raw materials or information to meet customer requirements. 能转化或形成原材料或信息使其更满足客户需求的的行为 Non-Value Added Activity (Waste/Muda)非增值行为 (浪费/Muda) Those activities that take time, resources or space, but do not add to the value of the product itself. 那些花费时间、资源或空间但并不能增加产品价值的行为,

13、By Eliminating Waste:通过杜绝浪费缩短前置时间:,Shorten Leadtimes,Lean Sim_part1_SHW_E_Sep 2003.ppt,17,Value-Added Work增值工作 Activities the customer is willing to pay for 客户乐意为之付款的行为 Non-Value Added Work 非增值工作 Necessary Work必要的工作- Business Value商业价值 Unnecessary Work非必要的工作-not working毫无用处,Types of Work 工作类型,Tools应

14、用工具,Lean Sim_part1_SHW_E_Sep 2003.ppt,19,Make Your Process Flow制定工作流程,工作应该按照发生的先后顺序来安排Work should be aligned in the order that the action takes place 按自然方式来组织Organized in a natural way 每次只操作单件产品Move One piece at a time,Lean Sim_part1_SHW_E_Sep 2003.ppt,20,Standard Operations标准化操作,Webster definition

15、of Standard: Something used as a rule or “basis of comparison” to evaluate quality, quantity, value, etc. 韦氏英语辞典对”标准”一词的定义: 在评估质量, 数量, 价值等内容时用来作为规则或比较基础的事物. Objectives 目标: To establish and clarify the guidelines for the process制定和阐明操作过程的指导原则 Decision rules决策规则 Documented procedures书面记载程序 Designated

16、back-up personnel指定支持人员 To provide a tool for Kaizen提供改善工具 “Where there is no standard, there can be no Kaizen” “没有标准, 也就没有改善的可能”,Lean Sim_part1_SHW_E_Sep 2003.ppt,21,Standard Operations - Goal标准化操作 目标,Organization and Control 组织和管理,车床,铣床,车床,铣床,磨床,钻床,What is the magic of U-shaped cells? U形单元有什么神奇的地方

17、吗？,Lean Sim_part1_SHW_E_Sep 2003.ppt,22,Sample Standardized Work 标准化作业的例子,Lean Sim_part1_SHW_E_Sep 2003.ppt,23,Standard Operations (Taylor vs. Toyota),Lean Sim_part1_SHW_E_Sep 2003.ppt,24,标准化操作 (Taylor vs. Toyota),Lean Sim_part1_SHW_E_Sep 2003.ppt,25,TAKT Time节拍时间,Is a German word meaning measure or

18、 beat of the baton这是一德语词, 意思是衡量或指挥的节奏 Is the basis of lean planning这是精益制造计划的根据吗 Determines the pace which each product must be produced to satisfy customers need 确定每件产品的生产速度以便满足客户需求,Lean Sim_part1_SHW_E_Sep 2003.ppt,26,Net Operating time / normal working day One shift 8 hours=480 min. Breaks: 2 15 m

19、inutes= 30 min. Available working time=450 min.,Example: New Member Enrollment,Lean Sim_part1_SHW_E_Sep 2003.ppt,27,1.净操作时间 / 正常工作日 每班8小时，即480分钟. 中间休息2次每次15分钟，即30分钟. 可用工作时间为450分钟.,举例: 新员工加入,2.客户要求 / （在和上面相同的时间，即每班基础上）每个时段的数字： 每月新员工数360人 每月工作天数20天 平均每天新员工数18人,Lean Sim_part1_SHW_E_Sep 2003.ppt,28,0,10,20,30,40,50,60,A,B,C,D,Cycle Time,T/T,OPERATORS操作者,Cycle time / takt time Bar Chart 周期时间 / 节拍时间条型图表,Lean Sim_part1_SHW_E_Sep 2003.ppt,29,Kaizen Skill改善技巧,Data collection and Analysis数据收集和分析 Problem solving解决问题 Flow charting制作流程图 Ability to grasp work situations掌握工作情形的