江森精益生产制造系统(下半部.ppt

1、,A Lean Simulation江森精益制造系统,Part Two 第二部分,Lean Sim_Part2_SHW_E_Sep 2003.ppt,2,System Development系统开发,Controlling Inventory and Improving Operations 库存管理和改善运作,Lean as a System精益制造系统,All Lean Manufacturing Processes Must Be Viewed By The Leadership As A Total System 管理层必须视所有的精益制造过程为一完整的系统,Lean Sim_Part

2、2_SHW_E_Sep 2003.ppt,4,Value Stream Mapping: Material and Information Flow价值流程图: 物料和信息流程,Graphically plot current state of material and information flow at the manufacturing site用图解来描述生产场地的物料和信息流程现状 Evaluate the inventory locations and status对库存场地和现状进行评估 Plot a future state for material and informat

3、ion flow using guide questions用引导问题绘制未来的物料和信息流程图 Plan the transition to future state制定未来的过滤计划,Lean Sim_Part2_SHW_E_Sep 2003.ppt,5,Current State Map: Lean Simulation Game,Raw materials Suppliers,NUT MANUF.,C/T = 3.5 second,C/O = 15 sec,Yield = 99%,1 worker,EPE = 4 weeks,I,C/T = 7.5 seconds,C/O = None

4、,Yield= 100%,1 worker,EPE = week,PAINT CURE(NUTS),Steel Balls 15 days,5 days,15 days,ASSEMBLY,C/T = 6 seconds,C/O = None,Yield = 95%,1 worker,EPE = 4 weeks,C/T = 30 seconds,C/O = 0,2 workers,Yield = 98%,EPE= 4 Weeks,SHIPPING,Staging,80 linkages/mo -40 silver - 20 gold - 20 black Tray 10 Pieces 2 shi

5、fts,Weekly delivery,1X Week,MRP,15 days,Weekly Fax,Daily Ship Schedule,Daily Order,I,I,Nuts,I,Weekly Schedule,Daily,Plts,Bolts,5 days,5 days,Raw bolts 10 days,CUSTOMER,PRODUCTION CONTROL,90/60/30 day Forecasts,6 - week Forecast,7 sec,15 days,Production Lead Time = 55 days (3300 sec),Value Added Time

6、 = 64 sec.(1 day),10 days,15 days,15 days,15 sec,12 sec,30 sec,Concurrent work add longest lead-time,原料供应商,螺母 生产,C/T = 3.5 秒,C/O = 15 秒,产量 = 99%,1个工人,EPE = 4 周,I,C/T = 7.5 秒,C/O = 无,产量= 100%,1 个工人,EPE = 周,油漆处理(螺母),钢珠 15 天,5 天,15 天,装配,C/T = 6 秒,C/O = 无,产量 = 95%,1 个工人,EPE = 4 周,C/T = 30 秒,C/O = 0,2 个工

7、人,产量 = 98%,EPE= 4 周,发货,分段运输,80 个连杆/mo -40 银色 - 20 金色 - 20 黑色 托盘 10 件 2 班,每周交货,1X 周,生产控制,MRP,90/60/30 天 预测,目前的状态图: 精益模拟游戏,客户,15 天,6周预测,每周传真,每日装货 时间表,每日 订购,I,I,螺母,I,7 秒,15 天,生产前置时间 = 55 天 (3300 秒),增加值时间 = 64 秒.(1 天),5 天,10 天,15 天,15 天,15 秒,12 秒,30 秒,每周时间表,同时工作会造成前置时间最长,每天,Plts,螺钉,5 天,5 天,粗制螺钉 10 天,Lea

8、n Sim_Part2_SHW_E_Sep 2003.ppt,7,Raw materials Suppliers,NUT MANUF.,C/T = 3.5 second,C/O = 15 sec,Yield = 99%,1 worker,EPE = 4 weeks,I,C/T = 7.5 seconds,C/O = None,Yield= 100%,1 worker,EPE = week,PAINT CURE(NUTS),Steel Balls 15 days,5 days,15 days,ASSEMBLY,C/T = 6 seconds,C/O = None,Yield = 95%,1 wo

9、rker,EPE = 4 weeks,C/T = 30 seconds,C/O = 0,2 workers,Yield = 98%,EPE= 4 Weeks,SHIPPING,Staging,80 linkages/mo -40 silver - 20 gold - 20 black Tray 10 Pieces 2 shifts,Weekly delivery,1X Week,PRODUCTION CONTROL,MRP,90/60/30 day Forecasts,Current State Map: Lean Simulation Game,CUSTOMER,15 days,6 - we

10、ek Forecast,Weekly Fax,Daily Ship Schedule,Daily Order,I,Raw bolts 10 days,I,Nuts,I,Weekly Schedule,Daily,Plts,Bolts,5 days,5 days,Supplier Loop 供应商回路,Pacemaker Loop 进度决策回路,Assembly Loop装配回路,Batch Paint Loop 成批油漆回路,Customer Loop 客户回路,7 sec,15 days,Production Lead Time = 55 days (3300 sec),Value Adde

11、d Time = 64 sec.(1 day),10 days,15 days,15 days,15 sec,12 sec,30 sec,Concurrent work add longest lead-time,Lean Sim_Part2_SHW_E_Sep 2003.ppt,8,Raw materials Suppliers,NUT MANUF.,C/T = 3.5 second,C/O = 15 sec,Yield = 99%,1 worker,EPE = 4 weeks,I,C/T = 7.5 seconds,C/O = None,Yield= 100%,1 worker,EPE =

12、 week,PAINT CURE(NUTS),Steel Balls 15 days,5 days,15 days,ASSEMBLY,C/T = 6 seconds,C/O = None,Yield = 95%,1 worker,EPE = 4 weeks,C/T = 30 seconds,C/O = 0,2 workers,Yield = 98%,EPE= 4 Weeks,SHIPPING,Staging,80 linkages/mo -40 silver - 20 gold - 20 black Tray 10 Pieces 2 shifts,Weekly delivery,1X Week

13、,PRODUCTION CONTROL,MRP,90/60/30 day Forecasts,CUSTOMER,15 days,6 - week Forecast,Weekly Fax,Daily Ship Schedule,Daily Order,I,Raw bolts 10 days,I,Nuts,I,Weekly Schedule,Daily,Plts,Bolts,5 days,5 days,QCO,Kaizen,Kanban,Level Load,Error proof,5S,Constraint Mgt.,TPM,Pull Systems,Std. Work,Six Sigma,Cu

14、rrent State Map: Lean Simulation Game,7 sec,15 days,Production Lead Time = 55 days (3300 sec),Value Added Time = 64 sec.(1 day),5 days,10 days,15 days,15 days,15 sec,12 sec,30 sec,Concurrent work add longest lead-time,原料供应商,螺母 生产,C/T = 3.5 秒,C/O = 15 秒,产量 = 99%,1 个工人,EPE = 4 周,I,C/T = 7.5 秒,C/O = 无,

15、产量= 100%,1 工人,EPE = 周,油漆处理(螺母),钢珠 15 天,5 天,15 天,装配,C/T = 6 秒,C/O = 无,产量 = 95%,1 个工人,EPE = 4 周,C/T = 30 秒,C/O = 0,2 个工人,产量 = 98%,EPE= 4 周,发货,分段运输,80 个连杆/mo -40 银色 - 20 金色 - 20 黑色 托盘 10 件 2班,每周交货,1X周,生产管理,MRP,90/60/30 天 预测,目前的状态图: 精益模拟游戏,客户,15 天,6 周 预测,每周传真,每日装货 时间表,每日 定货,I,粗制螺钉 10 天,I,螺母,I,7 秒,15 天,生

16、产前置时间 = 55 天 (3300 秒),增加值时间 = 64 秒.(1 天),5 天,10 天,15 天,15 天,15 秒,12 秒,30 秒,每周时间表,工作和最长的前置时间,每天,Plts,螺钉,5 天,5 天,QCO,改善,看板,平衡工作量,防错,5S,制约管理,TPM,拉动系统,标准化作业,6西格玛,Lean Sim_Part2_SHW_E_Sep 2003.ppt,10,Key Questions forFuture-State Design构思未来状态的关键问题,What is the takt time什么是 节拍时间？ Build to supermarket or to

17、 shipping设置超市或货运环节 Where can you use continuous flow processing你在什么地方可以采用持续的流程处理方法 Where will you need to use supermarket pull systems你在什么地方将要采用超市拉动系统 At what single point in the production chain will you have the pacemaker process你在生产链的哪个点上设置进度决策过程 How will you level the mix at the pacemaker你怎样调节牵涉

18、到很多环节的进度决策程序 What increment of work will you release and take away at the pacemaker process在进度决策过程中你会削减哪方面增加的工作 What improvements will be necessary for the future要实现未来的状态图, 哪些方面必须加以改进,Toyota DNA applies here 丰田DNA应用于此,Lean Sim_Part2_SHW_E_Sep 2003.ppt,11,Raw materials Suppliers,80 linkages/mo -40 si

19、lver - 20 gold - 20 black 1 piece capable 1 shifts,CUSTOMER,6 - week Forecast,Nut Mfg.,Batch,Paint Line,Bolt Hrd. /Assy.,OXOX,2 days,90/60/30 day Forecasts,Weekly Firm Order,.75 days,Buffer,Safety,Painted Nuts,Raw Nuts,Raw Balls,Plates,2 days,.5 days,Re-order board,Future State Map: Lean Simulation

20、Game,Supermarket,5 days,7 sec,5 days,Production Lead Time = 8.75 days (525 sec),Value Added Time = 64 sec.(1 day),2 days,2 day,.75 days,12 sec,45 sec,Supermarket,5 days,原料供应商,80 l个连杆/mo -40 银色 - 20 金色 - 20 黑色 能容纳1件 1 班,未来的状态图: 精益模拟游戏,客户,6 周 预测,7 秒,5 天,生产前置时间 = 8.75 天 (525 秒),增加值时间 = 64 秒.(1 天),2 天,2

21、 天,.75 天,12 秒,45 秒,螺母生产,成批,油漆链,螺钉加固 /装配.,OXOX,2 天,90/60/30 天 预测,每周确定定货,.75 天,缓冲 库存,安全 库存,已油漆过的螺母,粗制螺母,粗制珠料,超市,托盘,2 天,5 天,.5 天,再定购板,Lean Sim_Part2_SHW_E_Sep 2003.ppt,13,Building Blocks of Just-In-Time建造即时生产方式的格局,Production at the Pace of the Customer With Minimal Inventory Requirements在保持最小库存量的要求下, 以

22、客户的需求速度进行生产,Just-In Time 及时制生产,Continuous flow Processing 持续的流程处理方法,Pull System (Kanban) 拉动系统 (看板),Takt Time 节拍时间,Level Scheduled Production平衡生产进度,Lean Sim_Part2_SHW_E_Sep 2003.ppt,14,Pull Systems拉动系统,在你已实现了稳定性这一目标之后After you have achieved Stability 遵循ERQ方法Follow ERQ methodology 标准实施到位并且可预见到改进之处The

23、standards are in place and predictable allowing improvements 在不能“流动”之处实施“拉动” Pull where you can not flow,Lean Sim_Part2_SHW_E_Sep 2003.ppt,15,Categories of Kanban 看板的分类,Lean Sim_Part2_SHW_E_Sep 2003.ppt,16,Kanban Types看板的类型,Lean Sim_Part2_SHW_E_Sep 2003.ppt,17,Develop Format开发格式,SUPPLIER: 供应商:,STOCK

24、 LOCATION: 库存 地点:,D# (part #),DESCRIPTION:描述:,BOX QUANTITY 箱的数量,KANBAN NO.看板号,LINE ADDRESS 生产线地址,LINE LOCATION 生产线地点,Lean Sim_Part2_SHW_E_Sep 2003.ppt,18,Preparations for Kanban看板的准备工作,Plant Layout工厂布局 Aisles IDd Alpha numeric通道应用字母数字标识 Work cell ID with individual material locations defined工作单元标识，带

25、有规定的物料地点说明 Method for attaching and detaching the kanban card添加和取下看板卡的方法 Method for tracking kanban cards看板卡的追踪方法 Visual Management 目视管理 Central Markets中心市场,Lean Sim_Part2_SHW_E_Sep 2003.ppt,19,It is a “Fixed Time Random Quantity” route.它是一条“固定时间内的取用数量随意”的线路(方法). Provides materials based on consumpt

26、ion.它根据消费量来提供材料. Everything has a designated location for simplicity.为了简化, 所有东西都有一指定地点. Customer can focus on their quality because materials they need are always there.因为所需的原料总是有保证, 客户会更注重产品的质量. Well defined system for ease of improvement.规定明确的系统也便于改进. Supports the total pull system and may provide

27、 instruction to its supplier.支持整个拉动系统并可能为供应商提供相关信息.,Withdrawal Kanban and Conveyance: The Action to Withdrawal 提取型看板和运输: 提取的作用,Lean Sim_Part2_SHW_E_Sep 2003.ppt,20,Instruction Kanban指示型看板,明确指出所要生产的产品 Clear Instructions on what to Produce 指明优先顺序Sets Priority 设定期望值Establishes Expectations 简单并且看得见Can b

28、e simple and visual,Lean Sim_Part2_SHW_E_Sep 2003.ppt,21,Instruction Kanban,Lean Sim_Part2_SHW_E_Sep 2003.ppt,22,指示型看板,(Card),3.,Lean Sim_Part2_SHW_E_Sep 2003.ppt,23,Line Side Inventory 生产线旁边的存货,PRECEDING PROCESS 前面的过程,SUBSEQUENT PROCESS 接下来的过程,Thanks!谢谢!,看板,MAY I HAVE SOME PARTS, PLEASE? 我能取用一些零件吗?

29、,Withdrawal and Instruction Kanban as Part of the System 提取和作为系统一部分的看板指令,FTVQ,FQVT,Lean Sim_Part2_SHW_E_Sep 2003.ppt,24,Why Changeover? 为什么要切换?,Time 时间,Inventory level 库存水平,Average inventory levels平均的库存水平,Difference in average inventory level with more changeovers因更多的切换带来的不同的平均库存水平,The more we chang

30、eover, the more our inventory levels decrease. This helps accomplish our goal of waste elimination. 切换越多, 我们的库存水平就越降低. 这有助于实现消除浪费的目标.,Change 变化,Lean Sim_Part2_SHW_E_Sep 2003.ppt,25,Key Points of Replenishment Routes补货线路的关键点,Enough of all materials stored at line to cover demand of a replenishment cy

31、cle线上贮存各种足量的原料以满足补给周期的需求 Empty packaging return空包装箱返回 Dedicated locations for each component为每个元件指定地点 Mistake proofed to prevent errors采取防错 Change from part “A” to “B” in less than a cycle, Quick Change Over (QCO)在不到一个周期的时间里从零件”A”转换成零件”B”, 完成快速切换(QCO),Lean Sim_Part2_SHW_E_Sep 2003.ppt,26,JIT Element - Continuous Flow Processing即时生产的要素 持续的流程处理,Product requires three processes that take one minute each产品要求进行三道工序处理, 每道工序需1分钟 Processing first batch in batches of 10 requires 30 minutes处理10批中的第一批