精益价值流省名师优质课获奖课件市赛课一等奖课件.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,本幻灯片资料仅供参考，不能作为科学依据，如有不当之处，请参考专业资料。谢谢,精益价值流,Value Stream,Management,第1页,目录,一：精益价值流介绍,二：产品价值流图,三：企业价值流图,四,：价值流管理,第2页,精益概念,只需要：,二分之一工人；,二分之一制造空间；,二分之一工具投资；,二分之一设计工时；,二分之一新产品开发时间；,二分之一库存；,二分之一产品前置时间,生产出品质更加好、数量更多产品。,第3页,精益发展,第4页,供给商,客户客户,客户,VALUE,STREAM,FLOW,VALUE,PULL,PERFECTION,利用精益思想，经过执行价值流方法不停改进、提升我们经营成绩,长久计划,精益思想,五大标准：,从客户角度来区分增值和非增值活动，不能从独立企业、职能部门角度进行区分；,确定从设计、定单到生产这个价值流中必要步骤，找出带来浪费非增值活动；,确保那些增值活动不会被中止、偏离正确方向、回流、等候或废弃；,由用户拉动生产商创造价值；,连续地去除所存在浪费，努力追求完美。,第5页,中国企业现实状况,？,第6页,精益转变,精益生产,价值流管理,着眼企业内部,关注整个价值链,第7页,价值流,定 义,A Value Stream,所谓价值流是指产品经过其基本生产过程所要求全部活动,这些活动分为增加价值和不增加价值两部分,包含了从产品基本原材料阶段一直到产品交付用户全部过程,还包含了整个价值链中信息流.,客户,供给商,工 厂,Value,Value,Value,第8页,价值流分类,企业,价值流,产品,价值流,工作,价值流,第9页,价值流图析结构,产品工序,独立工厂,多个工厂,整个企业价值链,产品价值流,企业价值流,第10页,目录,一：精益价值流介绍,二：产品价值流图,三：企业价值流图,四,：价值流管理,第11页,价值流图示:产品图,Stamping,Takt=57.7 sec,C/0=10 sec.,Uptime=100%,2 Shifts,27,000 sec avail,Total work,time=165 sec.,Supplier,Weld&Assy,Production,Control,20,tote,coil,Daily,coil,Coils,(at the press),L,R,Batch,Batch=1 shift,C/O 10 min,第12页,价值流图示:企业图,I,第13页,价值流图示：企业图II,第14页,为何要实施价值流管理,售价,售价,利润,成本,传统制造思想,成本+利润=售价,售价,利润,成本,当代精益制造思想,售价-成本=利润,售价,哪种情况能取得较大市场份额,.?,你企业是采取哪种指导思想,.?,结论.,利用价值流图析方法能够一目了然地发觉企业中各步骤运行情况并及时改进以降低成原来实现利润提升,第15页,价值流图好处,它能够帮助你看到不但仅是生产单个工艺过程，如装配、焊接，而是整个流动；它能够帮助你发觉更多浪费。图析帮助你发觉价值流中浪费根源；它将精益概念和技术结合起来，帮助你防止“拣樱桃”；它能够显示信息流和材料流联络，没有其它工具能作到这点它比做出非增值步骤、生产周期、移动距离、库存数量等清单定量工具和生产布局图更为有效；更主要是价值流图将供给商企业客户之间活动联络在一起，形成简单、清楚价值链，能够一目了然地发觉企业经营活动中存在问题。,第16页,价值流图示步骤,由此进入,形成规范化并连续改进,实现未来价值流并给予奖励,制订正确执行计划,选择价值流图析产品,了解并应用精益工具,绘制现实状况价值流图,确定改进关键点,绘制未来价值流图,第17页,价值流图析循环,现实状况价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,第18页,价值流图示步骤,现实状况价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,关注关键产品而不是图示全部产品,跟踪产品整个流程（原材料加工出货）,亲自在现场搜集各个步骤信息并进行手绘草图,绘图时要充分了解整个价值流过程,第19页,PQ Analysis sheet,第一步：选择价值流图析产品,第20页,PQ Analysis Paret Chart-,20:80Rule,0,累,計,%,(,品种,),數,量,10,20,30,40,50,100,200,400,800,1000,0,(10K),第21页,价值流图标,材料流图标,Assembly,C/T=30sec,C/O=40min,3 shifts,Scrap:2%,500 pcs,1 Day,I,生产工序,外部单位,数据包,库存,出货卡车,推进箭头,提供用户合格品,FIFO,先进先出次序流动,第二步：了解并应用精益工具,第22页,价值流图标,材料流图标,通用图标,缓冲或备用储存,超市,物理拉动,Changeover,Uptime,强调改进标志,检验点,第23页,信息流图标,Weekly,Schedule,手动信息流,电子信息流,计划,负荷平衡盒,去掉看板,生产看板,看板符号,看板位置,第24页,第三步：绘制现实状况价值流图,绘制现实状况价值流图,指派绘图员,绘制当前价值流,确定客户需求,确定主要工序,（按次序）,物料流.,(是拉动还是推进?),在每个主要工序,数据箱内填充数据,确定每工序,库存情况,信息流,第25页,示例：现场布局图,Stamping Dept.,Steel Coils,Stamped Parts,Storage,Press 1,Press 4,Press 3,Press 2,Drill 1,Drill 3,Drill 4,Drill 2,Grind 1,Grind 2,Assy 2,Assy 3,WIP,Storage,Inspect,Shipping,Assy1,Machining Dept.,WIP,Finished Goods,第26页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Customer,Supplier,250 ft coils,绘制图标,Production,Control,Mondays,MRP System,2 x,daily,第27页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,250 ft coils,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,绘制工序流程,Mondays,Ship,Staging,2 x,daily,Production,Control,MRP System,第28页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=25.9 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25.9 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Takt=25.9 sec,C/T=20 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=none,Rework=5%,#operators=2/shift,V.A.=58 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,绘制数据箱,Mondays,Ship,Staging,2 x,daily,Production,Control,MRP System,第29页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Ship,Staging,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=25.9 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25.9 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Takt=25.9 sec,C/T=21 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=none,Rework=5%,#operators=2/shift,V.A.=58 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,1 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,4500 L,1500 R,I,500/Gon,250/Cart,100/Cart,50/Cont.,I,4 coils,Mondays,500 ft coils,2 x,daily,Production,Control,MRP System,显示物流,第30页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=25.9 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25.9 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Takt=25.9 sec,C/T=21 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=none,Rework=5%,#operators=2/shift,V.A.=58 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,1 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,显示信息流,第31页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=25 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Takt=25 sec,C/T=20 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=0%,Rework=5%,#operators=2/shift,V.A.=58sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,1 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,Date:,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,V.A.=117 s,3 sec,36 sec.,20 sec.,58 sec.,整体框架图,第32页,对现实状况价值流图评价,检验是否已经包含了全部信息在图中,检验图中全部信息准确性,计算总产品前置时间及增加价值时间,第33页,计算出每个工序库存需等候时间：KT,计算方法:,工序库存(WIP),每日出货量(DGR),无价值时间,比如,Grill与Grind两工序之间WIP为6000pcs,则计算无价值时间为:,6000,3天,3天,24小时/天 3600秒/小时,259,200 秒,第34页,40,000 pcs/mo.,-30,000“L”,-10,000“R”,Container=50 pcs,2 shifts,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Customer,Supplier,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=25 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Takt=25 sec,C/T=20 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=0%,Rework=5%,#operators=2/shift,V.A.=58sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,1 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,500/Gon,250/Cart,100/Cart,Production,Control,8 week,Forecast,Weekly,Fax,30/60/90 day,Forecast,Daily,Order,Daily Requirements,MRP System,Daily Ship,Schedule,I,4 coils,Mondays,Ship,Staging,4500 L,1500 R,I,50/Cont.,2 x,daily,4 days,8 days,3 days,2 days,3 days,TPc/t=20 d,V.A.=117 s,3 sec,36 sec.,20 sec.,58 sec.,显示库存等候时间,第35页,生产提前期,LeadTime=加工时间（TT)+等候时间(KT),有价值工时,无价值工时,Ratio,1,728,000sec Non Value Add,117sec Value Add,=14769,TT=117sec,KT=20*24*3600=1728000,世界标准：TT:KT=1：50,？,数据计算前置时间,第36页,Effective Cycle Time Vs Takt Time,Stamping DrillGrindAssemble,Takt Time:3.9 sec 23 sec 23 sec 23 sec,C/T:3sec 36 sec 20 sec 21 sec,X 2 machines,=46 sec.,当CT小于 T T时表示工序能力满足,有效CT=,总CT时间,可动率 有效率,X,数据计算,产能分析,第37页,Effective Cycle Time Vs Takt Time,Stamping DrillGrindAssemble,Takt Time:3.9 sec23 sec23 sec23 sec,Effective C/T:3sec 36 sec 20 sec 21 sec,(.7)(1-.02-.02-.005),(.85)(1-.005-.02),(.75)(1-.02),(.9)(1-.05),=4.49 sec=43.44 sec =27.2 sec =24.6 sec,X 2 machines,=46 sec.,数据计算,产能分析,当T T小于 有效CT时表示工序能力不足,第38页,价值流图示步骤,现实状况价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,在当前价值流图中确定改进关键点,分析、改进现实状况存在浪费,以理想产品流为标准设计未来价值流图,第39页,绘制未来价值流图,1:什么是客户需求 价值和要求前置时间,2.是什么约束了产品不能满足客户 需求,3.我们应该怎样改进产品生产流程,Demand,Processes,Eliminate,消除,Combine,合并,Recomposition,重排,Simplify,简化,第40页,45,000 pcs/mo.,-30,000“L”,-15,000“R”,Container=50 pcs,2 shifts,Ship,Staging,Drill,Grind&Assemble,Stamping,300 T press,3 shifts,EPE=1 day,Customer,Supplier,Takt=3.9 sec,C/T=3 sec.,O.A.=80%,FTQ=98.5%,C/O=20 min,1X/shift,Scrap=1.5%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=23 sec,C/T=20 sec.,O.A.=90%,FTQ=99%,C/O=10min,Scrap=0.5%,Rework=0.5%,#operators=3/shift,V.A.=114 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,36”20”19”20”19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,第41页,绘制未来价值流图,4:哪里是能够实现连续流动,5.哪里能够应用先进先出标准,6.哪里能够采取后工序领取方式拉动系统,Material Flow,第42页,4:哪里是能够实现连续流动,孤岛生产,流动生产,第43页,5.哪里能够应用先进先出标准,第44页,超市拉动系统,供给过程,A,用户过程,B,超市,产品,产品,生产看板,取货看板,6.哪里能够采取后工序领取方式拉动系统,第45页,45,000 pcs/mo.,-30,000“L”,-15,000“R”,Container=50 pcs,2 shifts,Ship,Staging,Drill,Grind&Assemble,Stamping,300 T press,3 shifts,EPE=1 day,Customer,Supplier,Takt=3.9 sec,C/T=3 sec.,O.A.=80%,FTQ=98.5%,C/O=20 min 1X/shift,Scrap=1.5%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=23 sec,C/T=20 sec.,O.A.=90%,FTQ=99%,C/O=10min,Scrap=0.5%,Rework=0.5%,#operators=3/shift,V.A.=114 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,36”20”19”20”19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,50,coil,Batch,Production,Control,MRP System,Coils,(at the press),Daily,Milk Run,2 shifts,2 x,daily,第46页,10.为实现未来价值流哪些过程改进是必须,绘制未来价值流图,7.应该在生产链中哪一点(定拍工序)下达计划,8.怎样在定拍工序均衡多品种(混线)生产,9.在定拍工序中应下达和取走多大定增量,Information Flow,11.怎样让供给商知道我们需要什么,第47页,7.应该在生产链中哪一点(定拍工序)下达计划,工序1,工序2,工序3,工序4,超市,定拍工序,工序1,工序2,工序3,工序4,定拍工序,超市,选择定拍工序,第48页,定拍取货例子,定拍工序,看板放到工序中,第49页,8.怎样在定拍工序均衡多品种(混线)生产A,装配,第50页,8.怎样在定拍工序均衡多品种(混线)生产B,装配,第51页,9.在定拍工序中应下达和取走多大定调增量,定调量=节拍时间*最小送货批量,第52页,4 days,8 days,3 days,2 days,3 days,TPc/t=20 d,V.A.=117 s,3 sec,36 sec.,20 sec.,58 sec.,第四步：确定改进关键点,Grind,Assemble,Drill,Stamping,300 T press,3 shifts,EPE=2 days,Takt=4.1 sec,C/T=3 sec.,O.A.=70%,FTQ=98%,C/O=4 hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,Takt=25.9 sec,C/T=21 sec.,O.A.=90%,FTQ=95%,C/O=16min,1X/day,Scrap=none,Rework=5%,#operators=2/shift,V.A.=58 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,2 machines,C/T=36sec,19”20”19”,10 8 8,10,20,30,OP,C/T,C/0,1 L,4000 R,I,4500 L,1500 R,I,3000 L,1000 R,I,Ship,Staging,4500 L,1500 R,I,50/Cont.,Takt=25.9 sec,C/T=18 sec.,O.A.=85%,FTQ=99.5%,C/O=40 min,1X/wk,Tool C/O=30/day,Scrap=0.5%,Rework=none,#operators=1/shift,V.A.=36 sec,Dedicated:L,R,Takt=25.9 sec,C/T=20 sec.,O.A.=75%,FTQ=98%,C/O=60 min,1X/wk,ToolC/O=2hrs,1X/wk,Scrap=2%,Rework=none,#operators=1/shift,V.A.=20 sec,Dedicated:L,R,Change,over,Grind,Uptime,Drill,Changeover,Grind,Changeover,第53页,45,000 pcs/mo.,-30,000“L”,-15,000“R”,Container=50 pcs,2 shifts,Ship,Staging,Drill,Grind&Assemble,Stamping,300 T press,3 shifts,EPE=1 day,Customer,Supplier,Takt=3.9 sec,C/T=3 sec.,O.A.=80%,FTQ=98.5%,C/O=20 min,1X/day,Scrap=1.5%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=23 sec,C/T=20 sec.,O.A.=90%,FTQ=99%,C/O=10min,Scrap=0.5%,Rework=0.5%,#operators=3/shift,V.A.=114 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,36”20”19”20”19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,tote,coil,Batch,Production,Control,8 week,Forecast,Daily,Fax,30/60/90 day,Forecast,Daily,Order,MRP System,50,50,Daily,Milk Run,Coils,(at the press),2 x,daily,Change,over,Grind,Uptime,Date:,1 day,1 day,1 day,TPc/t=3 d,V.A.=117 s,3 sec.,114 sec.,Drill,Changeover,Grind,Changeover,第五步：绘制未来价值流图,第54页,价值流图示步骤,现实状况价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,将未来价值流图划分成几个部分或环,为每个环制订有效目标,指定专员负责每个目标达成,为目标达成制订详细时间表,第55页,45,000 pcs/mo.,-30,000“L”,-15,000“R”,Container=50 pcs,2 shifts,Ship,Staging,Drill,Grind&Assemble,Stamping,300 T press,3 shifts,EPE=1 day,Customer,Supplier,Takt=3.9 sec,C/T=3 sec.,O.A.=80%,FTQ=98.5%,C/O=20 min,2X/day,Scrap=1.5%,Rework=none,#operators=1/shift,V.A.=3 sec,Shared:part#123,ABC,250 ft coils,Takt=23 sec,C/T=20 sec.,O.A.=90%,FTQ=99%,C/O=10min,Scrap=0.5%,Rework=0.5%,#operators=3/shift,V.A.=114 sec,Dedicated:L,R,General Information,-20 days/month,-7.2 hours avail./shift,-2 shifts/day,36”20”19”20”19”,7 10 0 4 4,Drill,Grind,30,OP,C/T,C/0,20,10,50,L,R,tote,coil,Batch,Production,Control,8 week,Forecast,Daily,Fax,30/60/90 day,Forecast,Daily,Order,MRP System,50,50,Daily,Milk Run,Coils,(at the press),2 x,daily,Change,over,Grind,Uptime,Date:,1 day,1 day,1 day,TPc/t=3 d,V.A.=117 s,3 sec.,114 sec.,Drill,Changeover,Grind,Changeover,3,2,1,第56页,价值流图示步骤,现实状况价值流图,价值流图循环,未来价值流图,实施计划,消除浪费,发觉每个环中存在浪费,寻求适当方法消除浪费,建立连续改进管理平台,第57页,制造不良浪费,库存浪费,等候浪费,制造过多浪费,加工浪费,搬运浪费,动作浪费,认识浪费,第58页,制造过多浪费,JIT生产,生产超出客户需求，生产出不需要物料和产品,1、在制品积压；,2、使先入先出作业困难；,3、增加周转箱等设备成本；,4、库存增加，资金积压；,5、能力不足被掩盖;,6、交付周期和储存时间长,7、目标和结果不明确。,超市冰箱斩板,后工序领取方式,看板生产,第59页,库存浪费,1、库存增加，占用资金；,2、使先入先出作业困难；,3、复杂储存系统；,4、管理费增加；,5、能力不足被掩盖；,6、原料变质或过期。,Min-Max 系统,采购或保持不需要原材料、在制品、成品,Min,Max,Process A,Process B,第60页,制造不良浪费,1、材料损失；,2、设备，人员工时损失；,3、影响生产；,4、出货延误；,5、产品降价；,6、检验等级高；,7、工作没规律。,TQC 活动,残材再用,工厂内制造出不良品，需要进行处置时间、人力、物力上浪费,第61页,等候浪费,1、生产线机种切换；,2、工位间不平衡；,3、机器设备故障造成等候；4、因为缺料等造成人和设 备等候；,5、生产计划安排不平衡造成人机闲置。,Cell 生产,因缺料，作业不平衡，计划不妥等造成作业者处于等候状态,A,B,C,D,A,B,C,D,A,B,C,D,第62页,搬运浪费,1、物料移动所需空间浪费；,2、人力，工具浪费；,3、时间浪费；,4、推车浪费。,Layout 优化,物料放置、堆积、移动、整理等浪费,第63页,加工浪费,1、多出作业时间和辅助设备；,2、生产资源浪费；,3、额外处理人员增加；,4、加工，管理工时增加；,5、时间浪费，影响产量完成。,In Coming 改进,过分准确加工或多出加工，造成无须要浪费,第64页,动作浪费,1、物品取放，反转，对准等不合理；,2、作业是转身，大幅度动作；,3、抬臂过高，过低；,4、频繁走动。,Standardization,现场作业动作不合理造成浪费,第65页,消除浪费三项路径,可靠绩优协力厂,LPS,零换模作业,降低库存,非计划主导形态,生产方式,因应市场,看板规则,刚好及时生产体制,有效现场管理,标准化作业,周期时间生产,U型生产