Lean-Boot-Camp-Day-1.ppt

1、WelcomeTo Lean Boot Camp欢迎加入精益训练营第一天,Day 1,1,Agenda Day 1,2,Agenda Day 2,3,Agenda Day 3,OBJECTIVES目标,5,Workshop Objectives培训目的,To introduce you to Lean! 让你了解精益 To create a common level of understanding Lean!创建一个对精益的基本理解 An invitation to become Lean! 邀请加入精益,GUPS,6,A Lean Enterprise will精益企业将会,Increas

2、e productivity增加产量 Improve quality提高质量 Improve delivery改善交货 Increase flexibility提高灵活性 Improve capacity改善生产能力,Reduce operating costs 降低运营成本 Reduce inventory减少货存 Reduce lead times降低交货期 Reduce cycle times 降低生产周期,History of Lean精益的历史,8,History of Lean精益历史,1930Henry Ford revolutionized car production wit

3、h mass production techniques. 1930年, 福特用大批量生产的技术对汽车生产进行了革命性改善 1936Toyota began motor vehicle production, but was forced to adopt Just In Time (JIT) purchase of materials in 1946 due to lack of money 1936年, 丰田开始机动车辆的生产, 1946年受到资金匮乏的压力被迫采用即时交货的方式采购材料 1950Plant Engineer, Taiichi Ohno, began to develop

4、Toyota production techniques into the Toyota Production System (TPS) 1950年, 工厂的工程师Taiichi Ohno开始把丰田生产技术发扬为丰田生产系统. 1980sTPS studied by the western world 上世纪80年代, 西方国家学习丰田生产系统 1990sAdoption of lean manufacturing上世纪90年代,采用精益生产,9,Toyotas Success丰田的成功,Based on a different business logic 基于一个不同的商业逻辑 Organ

5、ized to manage the whole value stream for each product family rather than to manage and optimize each asset in isolation管理每个产品组的整个价值流-胜于孤立地管理和优化每个资产 Pulling the right products through the system quickly as required by the customer demand rather than making to forecast and selling from stock根据客户的需求快速

6、地从系统中拉取正确的产品-胜于按预测生产和卖库存 Based on operational capability and joint process analysis - rather than relying on supplier actions and large centralized information systems 基于运作能力和连接工序分析-胜于依靠供应商行为和大的集中信息系统,10,Basic Concepts of Lean Manufacturing精益生产的基本概念,Lean Manufacturing was developed by Toyota in the

7、early 1940s精益生产由丰田在上世纪四十年代初期发展起来 Taiichi Ohno, Sakichi Toyoda and his son Kiichiro Mass vs. Lean大批量对精益 Many different products with small runs, efficiently很多不同的产品有效的小批量生产 Creating Value 创造价值 Value is anything that changes Form, Fit or Function of materials价值是任何改变材料的形态,适用性或功能 Waste is everything else

8、浪费是所有其它的 Identify Waste - Eliminate Waste识别浪费-消除浪费 Key elements of Lean manufacturing精益生产的要素 Just in time 即时响应 Zero defects零缺陷 ,11,Basic Concepts of Lean Manufacturing精益生产的基本概念,The Gates Production System is based on the Toyota Production Model 盖茨生产系统基于丰田生产模式 The Toyota Production Model emphasizes L

9、ean Manufacturing and Lean Thinking丰田生产模式强调精益生产和精益思考 Lean Thinking Principles*:精益思考法则 Precisely Specify Value by Specific Product精确详细地说明产品的价值 Identifies the Value Stream for each Product识别每个产品的价值流 Make value Flow without Interruption让价值不间断的流动 Lets the Customers Pull Value from the Producer让客户从制造者那里拉

10、取价值 Drive the Pursuit to Perfection追求完美 “Lean Thinking provides a way to do more and more with less and less less human effort, less equipment, less time, and less space while coming closer and closer to providing customers with exactly what they want”.*精益思考提供一种方法运用尽可能少的资源创造尽可能多的价值-少的人力投入,少的设备,少的时间,

11、少的空间-尽可能快地提供客户真正需要的 *资料来源:精益思想,詹姆斯沃马克和丹尼尔琼斯,Need For Change Why Lean Manufacturing改变的需要为什么要精益生产,13,Cost Plus vs. Price Minus成本加法与价格减法,Traditional Thinking Cost + Profit = Price 传统思想 成本+利润=价格,Lean Thinking Price Cost = Profit 精益思想 价格-成本=利润,14,Background背景,SELLING PRICE 销售价格,TOTAL PRODUCTION COST生产总成本

12、,1970-1985,1986-1995,1996-2000,2001-Present,标准毛利润,Gates Production System 盖茨生产系统,“GPS is the key element in the Gates Corporations Manufacturing Competitive Strategy.” 是盖茨企业生产竞争战略的关键因素R. Bell,16,Background背景,Gates has over 40 plants World Wide盖茨在全球有40多家工厂 12,500+ Associates12500多员工 Hundreds of thous

13、ands of SKUs几十万的SKU SKUs come in orders of 1, dozens, hundreds or thousands, in any random sequence SKU来的订单1个,数十,数百或数千,在任何随机序列 Demand fluctuates with seasons, markets and regions需求随季节,市场和区域波动 All products produced throughout a handful of processes所有产品都由多道工序制造 Gates is not a mass producer盖茨不是一个大批量生产商

14、,XXX,WHY LEAN MANUFACTURING为什么要精益生产 ,17,Major Sources of Waste in Gates盖茨主要的浪费源 Materials材料 Defects缺陷 3-5% Process Scrap工艺废料 8-45% Labor人力 Inspecting S&D 检查废品和缺陷 15-20% Lack of adequate Standards 没有足够的标准10-15% Equipment Failures 设备故障 5-10% VOH Labor in Manufacturing & Maintenance 制造和维修的人工10-20% Mate

15、rials for Maintenance维修材料 10-20% Production Supplies: Molds, tools, bags, ?生产供应:模具,工具,袋子,WASTE浪费,18,Major Sources of Waste in Gates盖茨主要的浪费源 Inventories库存 Excess of 25-35%超过 Dock to Dock 30 to 70 days门到门交货时间30 到天 Obsolescence 5%废弃 Capacity产能 15-50% Floor Space房屋面积 10-15% ,WASTE浪费,19,Background Pocket

16、s of Excellence,Regional Best Practices区域的最佳实践 Shared Best Practices最佳实践分享,20,Global Products, Global Processes全球产品，全球工艺,A WW Team working together connected through GPS WEB 全球团队通过GPS的网络连接在一起,21,Constitution章程,Vision愿景 We use lean principles to delight our customers with superior products and servic

17、es while relentlessly eliminating waste我们运用精益原则通过坚持不懈地消除浪费,用优异的产品和服务愉悦客户 Mission使命 Gates will become the most competitive supplier in our industry by learning and improving faster than the competition盖茨通过比竞争对手更快的学习和改善, 将成为全球最具竞争力的供应商 Objective目标 Global products from global processes来自全球化流程的全球性产品 Sat

18、isfy or exceed expectations of customers, shareholders and associates at the expense of the competition.通过积极竞争, 满足或超越客户,股东和员工的期望 Become the most competitive company in our industry成为行业中最有竞争力的公司 Growth of sales and profitability 销售增长和盈利,22,Gates Business Leadership Process (GBLP),Citizenship Zero inc

19、idents Recognized as good corporate citizen Maintain Environmental Management System. Reduce hazardous waste 10% Zero lost time,Growth Implement GPS per master schedule Implement MDC commercialization plan,Market Leadership Process Sigma improvement Maintain continuous Improvement Meet 1st Pass Yiel

20、d requirements Update quality system to TS 16949 Utilize GPS Metric to drive improvement,Value Creation Eliminate unbudgeted variance Reduce VMC cost by 5% Black Belt Process Utilized Implement JIT Implement TPM Utilize Value Stream Mapping Implement 5S New products account for 12% annual growth Dis

21、play cost information Utilize Blue Sky/Master Schedule,23,Gates Business Leadership Process (GBLP),公民责任 零事故 被认可是好的企业公民 维持环境管理系统. 降低危害浪费10% 零丧失工作时间,成长 按设计任务书实施盖茨生产系统GPS 运作MDC商业化计划,市场领导者 流程SIGMA改善 保持持续改进 达到一次通过率要求 按TS 16949要求更新质量系统 利用GPS考核指标来推动改进,创造价值 消除非预算变动 降低VM成本百分之五 利用的黑带过程 实施即时交货 实施TPM 利用价值流图 实施五

22、S 新产品年均增长占12 % 显示成本资料 利用蓝图/设计任务书,Breakthrough Objectives目标,25,Breakthrough Objectives,General Objectives Target After Each Wave of Transformation每一次变革后的总目标 Quality质量 Reach a Reliability index of 9.5 by FY 2004 in all Plants在所有工厂到2004财政年达到可靠性指标9.5 Reach D1 by the end of FY 04 到04财政年底达到D 1 Cost成本 Incr

23、ease Labor Productivity of no less than 25% in 2 years两年内劳动生产率的提高不低于25 % Consistently reach 5% Variable Manufacturing reduction per year, first 3 years.前三年, 每年持续降低5 %的可变生产成本 Improve Material Utilization Index ( MUI) 15% year over year, for the next 3 years今后三年每年提高材料的利用率指数15 % ,26,Breakthrough Object

24、ives,General Objectives Target After Each Wave of Transformation (cont.)每一次变革后的总目标 Speed and Delivery速度和交货 Reach a Dock to Dock Time of 10 Days.满足门到门10 天交货。 Reduce total inventories by 33% in 2 Years两年内总库存降低33% Maintain 100% on time performance to OEM and 98%+ for After Market保持主机厂100%准时交货率和售后市场按时交货

25、率98%+ Reduce 50% of the lead time in Made To Order products in 3 years3年内按订单生产产品的交货期降低50% Technology技术 New products will account for 12% of sales each year新产品将占每年销售量的12% Technology based Value Engineering / Value Added projects to support at least 1% Variable Manufacturing Costs reduction/Year以技术为基础

26、的价值工程/增值项目将支持可变制造成本每年至少降低1% Increase the number of usable patent statements of invention and trade secrets every year每年增加可用的发明专利声明和商业秘密的数量 ,27,Breakthrough Objectives,General Objectives Target After Each Wave of Transformation (cont.)每一次变革后的总目标 Learning and Morale学习与士气 Meet targets for cross trainin

27、g and full process certification完成交叉培训目标和流程证书 Develop and certify an expert in each lean methodology by plant during Phase Two 到第二阶段要发展和认定每个精益方法的专家 Increase year on year the number of black belt projects completed successfully in each plant每个工厂逐年增加成功完成的黑带项目数量 Increase year on year the Kaizen project

28、s completed successfully after standardization of processes在完成流程标准化后逐年增加成功完成的改善项目 Safety and Environment安全与环境 Reach Zero recordable incidents in all plants 在所有工厂实现零可记录事故 Certify all plants to ISO 14,000 environmental standard所有工厂实现ISO14001认证 Reduce 10% per year the hazardous waste until total elimin

29、ation有害废料每年减少10% 直到全面消除 ,28,Policy Deployment方针的部署,SQDCME,目标Goals & Objectives,工厂SQDCME Plant Level,Process Flow 方针部署工艺流程,策略（各区域）Strategies (Division Level),盖茨业务运营方针Gates Business Leadership Policies,29,Policy Deployment方针部署,Policy Deployment Through Lean Metrics通过精益测量指标部署方针 Once Annual Objectives a

30、re established, targets are set on the plant wide board.每年年度目标建立后, 各项指标就被设置于工厂范围的沟通板上。The “policy” is communicated to the factory boards by adjusting targets to meet plant wide objectives调整目标在生产线的沟通板上沟通“方针” 以完成工厂范围的目标。 The “policy” is communicated to the cell boards by adjusting targets to meet fact

31、ory objectives调整目标在生产单元的宣传板上沟通“方针” 以完成生产线的目标 The entire plant is then aligned to the Annual Objectives 整个工厂与年度目标紧密契合 ,30,Recordable Incidents 可记录事故,Safety安全,Defect Percentage 缺陷率,PPM,Reliability Index 可靠性指数,Quality质量,MUI 材料利用率,Environment环境,Dock To Dock门对门,On Time Performance 准时交货率,Delivery交货,Plant

32、Wide Board工厂范围沟通板,31,Focused Factory Board生产线的沟通板,32,Process Problem Solving 过程问题解决,Safety安全 Supporting plant-wide hand incident team 支持的工厂范围的手伤害小组 Quality质量 Too much cement on 284 cord 3988 stock under gauge Cord treater wrap-ups Delivery交货 Sending 406 instead on 460 to Ring Cure Completed Bad edge

33、s on 1203 calendar rolls,Cost成本 Meeting target达到目标 Morale士气 Collecting data收集数据 Environment环境 Wrinkles causing $126K in scrap Setup scrap reduction on 956 - completed ,Factory Level Problem Solving Examples生产线问题解决举例,33,Cell Board生产单元沟通板,34,Process Problem Solving过程问题解决,Safety安全 No incidents没有事故 Qual

34、ity质量 Slab stock variation completed胶套原料变化-完成 Cure rubber completing硫化-完成 Losing whales tails损失的机头胶 Delivery交货 Bad edges on calendar rolls压延料的边部差,Cost成本 Meeting target达到目标 Morale士气 Meeting targets达到目标 Environment环境 Resources committed to other categories用于其他项目的资源,Cell Level Problem Solving Examples生

35、产单元问题解决,35,Constitution章程,Purpose Statement目的声明 Become the Most Competitive Supplier in our Industry在我们的产业成为最具竞争力的供应商 Meet or Surpass Stakeholders Expectations达到或超过股东的期望 Best In Class in All We Do在所有我们从事的领域中做到最好 Reach Operational Excellence实现卓越的运作 Create a High Performance Organization创造高绩效的组织 Live

36、and Prosper in a Culture of Continuous Improvement形成并弘扬持续改善的文化 Eliminate Waste and Create Value消除浪费,创造价值 Recognized as the technology leaders through constant innovations in products, processes, materials and applications 通过对产品、工艺、材料和应用的持续创新以被认可为技术的领路人,36,Constitution章程,Guiding Principles指导原则 Commit

37、ment to continuous improvement through elimination of all forms of waste.承诺通过消除所有形式的浪费来持续改善 Commitment to standards. 对标准的承诺 Continuous increase of velocity through the process.持续提高工序间的周转率 Focus on the value stream.关注价值流 Zero defects through Best In Class design and execution.通过最优的设计和执行实现零缺陷,Just in

38、time of products and services.及时交货的产品和服务 People are our strength to reach full potential.人是我们实现全部潜能的保证 All actions to impact cost, quality or delivery.所有的行动都对成本、品质或交货有改善 Care for safety and environment.关注安全和环境。 Support the operator all the time to add value.始终支持操作工以增加价值,What Is The Gates Production

39、System什么是盖茨生产系统,38,GPS,A declaration of principles, beliefs and values that will guide Gates World Wide 关于引导全球盖茨运作的原则、信仰和价值观的声明 ,1,39,GPS,A definition of the core global systems and processes on which Gates will operate in the pursuit of manufacturing excellence. 盖茨追求卓越生产时采用的核心全球性系统和方法的定义 ,2,40,GPS,

40、A set of global and regional policies to sustain the operation in alignmentto a common direction. 一套全球性和地区政策，用来保持各运作单元朝同一方向前进。 ,3,41,GPS,A framework to integrate our engineering resources and activities to common goals. 集合我们的工程力量和活动，努力实现同一目标的框架 ,4,42,GPS,A invitation to all associatesto develop thei

41、r capabilities and potential to create a progressive environment for continuous improvement. 邀请所有员工一起来开发自己的能力和潜力，创造一个持续改善的向上的环境。 ,5,43,GPS,An invitation to change, learn and improve. 对改变，学习和改善的邀请 ,6,GPS Implementation实施,45,GPS Implementation Phase Process实施的阶段过程,Phase 1: Transformation阶段：转化 Build fo

42、undations建立基础 Initiate mobilization开始动员 Phase 2: Expansion阶段：开展 Integral use of methods and tools完整的运用方法和工具 Radical improvements in core systems and processes在核心系统和过程的根本改善 Continuous Improvements in lean metrics持续改善的测量指标 Phase 3: Acceleration阶段：加速度 Culture of continuous improvement across the entire

43、 division在整个公司创造持续改善的文化 Consistently meeting strategic goals of growth, profitability and leadership始终如一地实现增长、收益率和领导力的战略目标 ,46,GPS Phase ObjectivesGPS阶段目标,Phase 1阶段1 Transition.转化 Build the foundations & Initiate mobilization. 建立基础并发起动员 Demonstration of both theoretical understanding and practical a

44、pplications in all GPS elements. 实证对GPS所有元素的理论理解和实践应用 Ownership & involvement within all levels of the organizational structure. 在组织结构的所有层面中的“拥有者”和参与 Progressive development of individuals at all levels. 在所有层面中的个人的进步发展 Positive achievements, relative to overall business objectives.肯定的成就相对于总的业务目标 Cle

45、ar evidence to support progress process confirmation. 支持进程的明显证据方法确认,“a total management system is needed that develops human ability to its fullest capacity to best enhance creativity and fruitfulness, to utilize facilities and machines well, and to eliminate all waste.” Taiichi Ohno.一个全面的管理系统是需要发展人

46、的能力到最大以最大限度的提高创造力及成果，更好的利用机器设施，消除所有浪费,47,Lean Manufacturing精益生产,Core Processes: Major Sources of Opportunity 核心进程：机会的主要来源 Product Development 产品开发 From Customer needs to specifications and prototypes从客户需求到规格和原型 Product platform to manufacturing platform从产品平台到制造平台 Process Commercialization 流程商业化 On t

47、ime, metrics准时, 测量指标 Reduction of complexity at the shop floor车间现场复杂性的降低 Process Development 工艺发展 High Speed, no waste, highly flexible高的速度, 没有浪费, 高度灵活性 Visual, work place organization目视化的工作场所组织 Standardized Work标准化工作 Shallow Processes浅显的工艺 ,48,Lean Manufacturing精益生产,Core Processes: Major Sources of

48、 Opportunity 5M Optimization最优化 ManMachineMethodMaterialsMoney Standardization人机器方法材料资金标准化 Capability improvement. Reduction / Elimination of Inspection产能改善。减少/消除检验 Supply Chain供应链 Advanced Quality Planning 先进的品质计划 Reduction of Waste in the Supply Chain减少供应链中的浪费 World Wide Purchasing Strategy全球采购策略

49、Lead Time Reduction降低交货期 Inventory Optimization 优化库存 ,Lean Metrics精益测量指标,50,Key Lean Metrics主要的精益测量指标,Financial Scorecard财政记分卡,52,GPS Financial MetricsGPS 财务测量指标,P&L Direct Labor 直接人工 Indirect labor 间接人工 Materials 材料 Process Scrap 工艺废料 Defective 缺陷 Redesign Value Engineering / Value Added 价值工程/增值的重新

50、设计 Piece Price Variances 单位价格变化 Variable Overhead (VOH)可变间接费用 Molds 模具 Production Supplies 生产供给 Maintenance维修,53,GPS Financial MetricsGPS财务测量指标,Balance Sheet 平衡表 Inventories 库存 Raw Materials 原材料 Work In Process 在制品 Maintenance Repair & Operations (MRO) 日常维修和运作 Finished Goods at the Plant 厂区内成品 Finis

51、hed Goods at the DC 分销商处的成品 Floor Space 房屋面积 Freed Manufacturing Floor Space 闲置的厂区面积 Freed Warehouse Floor Space 闲置的仓库面积 % of Total Space占总面积的百分比,Machine Utilization-Capacity Improvement 机器的利用率-产能改善 Improved Cycle Time 改善生产周期 Improved Set Up 改善启动工艺 Reduction of Down Time减少荡产时间,Break休息,Lean Manufactu

52、ring Overview精益生产概况,TPM 全员生产维护,Kaizen 持续改善,Kanban看板,Built In Quality品质内置,Quick Changeover快速转换,7 Wastes7类浪费,5S/ Visual Management 5S/可视化管理,Standardized Work 标准化工作,Lean Manufacturing Overview 精益生产概括,56,Lean Overview精益概况,Craft, Mass and Lean 手工、大批量和精益 Lean House 精益屋 Value and Waste 价值和浪费 Lean Profit an

53、d Cost Model精益的益处和成本模型,57,Craft Manufacturing手工生产,Built by craftsmen with pride 引以自豪的手工生产 Components handcrafted 手工部件 Excellent quality 卓越的品质 Very expensive 非常昂贵 Low volume低产出,58,Mass Manufacturing批量生产,Assembly line 组装线 Low skilled labor, simplistic jobs, no pride in work 低技能劳工，单一化工作，没有自豪感的工作 Interc

54、hangeable parts 可互换部件 Lower quality 低的品质 Affordably priced 能承受的价格 Billions produced identical大量制造-相同的,59,Lean Manufacturing精益生产,Cells or flexible assembly lines 单元或灵活的装配线 Broader jobs, highly skilled workers, proud of product 广泛的职位，高度熟练的工人，引以自豪的产品 Interchangeable parts, more variety 互换部件，多样性 Zero De

55、fects, Excellent Quality. 零缺陷，高品质 Costs being decreased through process improvements通过工艺改善来降低成本,Toyota Avalon,60,The Lean House精益屋,Lets try to build and better understand the components of the Lean House 让我们试着建造并更好的理解精益屋的构造,61,Lean House精益屋,Fundamental Objectives基本目标 External外部的 Lowest Cost最低的成本 Hig

56、hest Quality最高的品质 Fastest Processes and Service最快捷的过程和服务 Internal内部的 Safety & Environment安全和环境 Process Stability稳定的工序 Learning & Morale学习与士气 Superior Technology高超的技术 ,62,The Lean House精益屋,Components making up the Lean House精益屋的组成成分 ,63,5S and Visual Factory5S与目视化的工厂,Bring knowledge to the working en

57、vironment, enabling employees to differentiate between the normal, and abnormal将知识带到工作环境中，使员工能够区分正常和非正常状态 Recognize the standard and any deviation from it认可标准和相对于标准的任何偏差 3 minute rule 3分钟规则,64,Visual Management目视管理Using Visual Factory利用目视化工厂,Visual Controls 可视化控制,Visual Displays 可视化展示,5S,65,Work con

58、ditions, methods, and procedures that allow consistently repeatable results. 工作条件，方法和程序允许一致的重复结果 Includes Man, Machine & Materials.包括人，机器和材料 Regulating every process 规范每一个过程 Maintained and adhered to 维持和执行标准 Foundation for Kaizen 持续改善的基础 Starting point for Problem Solving 解决问题的出发点 Work group generat

59、ed工作组的产生,Standardization标准化,66,Standardization in the Workplace工作场所的标准化,Users do the same sequence of work each time by following standard work sheets posted at each workstation操作者每次按照张贴在工作区域的标准化工作表的次序进行工作 Scheduled deliveries of material 有计划的材料交货 Material is stored in the same place each day每天将材料存储在相同的地方 Company buys standardized equipment and tools公司购买标准的设备和工具,67,Problem Solving问题解决,Dealing with issues that deviate from the standard 处理偏离标准的问题 Go Look See approach 走去-观察-看的方法 Find and address root cause to prevent recurren