精益生产之价值流分析streammapping-课件.ppt
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- 生产 价值 分析 streammapping 课件
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1、Principle Demand Oriented ProductionMethod Customer TaktTool Value Stream Analysis/ Design Production SystemTraining Materials 1 2 What is Value Stream?Value Stream Design is a pen and paper-tool, which helps to see and understand the materials and information flow: Please track the flow of a produc
2、t from start to end and draw a visual illustration of all materials and information flows. Afterwards please draw a Target-Situation how the value streams should look in the future. Value stream is understood to be all value-creating and non-value-creating activities, which are required to create a
3、product from raw materials to delivering it to the customer. VSM - Value Stream Mapping maps the existing value stream for a product from goods receipt to shipping (Actual Situation). VSD - Value Stream Design designs a target situation and the required process improvements are initiated. Value Stea
4、m Design can be applied already during the planning phase of new production plants.3 What is Value Stream Analysis and Design used for? Visualizing the entire value stream and developing an ideal value stream Relationships between information flow and material flow are visually illustrated and easil
5、y understood Identifying and reducing waste in the value stream Defining and implementing targeted optimization measures (for example: lead time, inventory, synchronization of up and downstream processes)4 Area of Application - Comparison of Selected Analytical Toolsactivityworkplaceworksystementire
6、processfactorysupplychainarea ofexaminationAnalytical Toolswork analysisREFA/MTMworkloaddistribution diagramspaghetti-diagramlayoutmaterials flowdiagramvalue streammapping90/60/30 TageVorschauTagesbestellung6 W ochen VorschauW chentl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl
7、150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 S
8、ekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien1114,5 Tage40 SekundenD/T = 23,6 Tage62 Sekunden46 Sekunden1,8 Tage39 Sekunden7,6 Tage1 Sekunde5 Tage2,7 Tage2 TageP/T = 188 Sek 90/60/30 TageVorschauTagesbeste
9、llung6 W ochen VorschauW chentl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T
10、= 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien11190/60/30 TageVorschauTagesbestellung6 W ochen VorschauW che
11、ntl.FaxW chentlicher ProduktionsplanProduktions-steuerungMRPKruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 SchichtenCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Sch
12、icht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien111KruppStahl150 m CoilsDI +DO1 xTagXYZ18.400 T/Mo-12.000 L-6.400 RTray= 20 Teile2 Schicht
13、enCoils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 6
14、0MinStdV = 85 %2 Schicht27.600 SekStanzen1111100 L600 RSchweien111Coils5 Tage4600 L2400 R1600 L850 R1200 L640 R2700 L1440 RVersandVersandZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekZ/T = 40SekR/T = 0V = 100 %2 Schicht27.600 SekMontage2 Z/T = 62SekR/T = 0V = 100 %2 Schicht27.600 SekZ/T = 62SekR/T =
15、 0V = 100 %2 Schicht27.600 SekMontage1 Z/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekZ/T = 46SekR/T = 10MinV = 80 %2 Schicht27.600 SekSchweien2Z/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 39SekR/T = 10MinV = 100 %2 Schicht27.600SekZ/T = 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekZ/T =
16、 1SekR/T = 60MinStdV = 85 %2 Schicht27.600 SekStanzenStanzen1 11 11 11100 L600 RSchweien11 11 14,5 Tage40 SekundenD/T = 23,6 Tage62 Sekunden46 Sekunden1,8 Tage39 Sekunden7,6 Tage1 Sekunde5 Tage2,7 Tage2 TageP/T = 188 Sek fishbone-diagram5 Inventories represent waste (Muda).Lead timeInventoriesInvent
17、ories conceal problems and waste.They are not the cause rather symptoms of the problems.Inventories are approximately proportional to lead times.The only accepted criteria to assess inventory levels is customer demand (customer takt).Based on: Regber, Zimmermann: Change Management in der Produktion
18、(2001)InventoryQuality IssuesProductionDowntime-WaitingTime-Production- Downtime and LossesTransportDownTimeChangeoverTimeLong PathsProduction6 Materials Flow SymbolsAssemblyCompany XManufacturingProcessExternalCompanyCT = 30sCOT = 15min3 shifts2%Data BoxInventory1 dayDailyDeliveryUser/OperatorPUSH-
19、ArrowExternalMaterials FlowFiFo max. 10 piecesFirst-In-First-OutSequenceReworkScrapBufferSafety StockSupermarketWithdrawalChangeoverAttention“(Enter in data box)General SymbolsManualInformation FlowElectronicInformation FlowWeek ScheduleO X O XProduction-KanbanWithdrawal-KanbanProduction PlanLevelli
20、ng(production quantityand mix)Signal KanbanKanban-ItemsSource: learning to see7 selection of the product familycreation of the actual-mapcreation of the target-mapcreation of the implementation plan1. Value Stream Analysis2. Value Stream DesignIIIIIIIVValue Stream Analysis8 Value Stream Analysissele
21、ction of the product familycreation of the actual-mapcreation of the target-mapCreation of the implementation planIIIIIIIVFour steps for the creation of the Actual-MapAnalysis of the actual situation is performed in four steps:drafting of customer requirement and process stepsrecording of the proces
22、s parameters and inventories depiction of the information and materials flowcreation of the time line9 Value Stream AnalysisCriteria to be observedrecording of the process parameters and Inventories depiction of the information and materials flowcreation of the time line Variants within the product
23、family? Which component is examined? Customer takt, delivery frequency and demand fluctuations?II.1II.2II.3II.4drafting of customer requirement and process steps10 Value Stream Analysis - Actual-Situation - Customercustomer18 variantsweekly demand12,000customer takt50s21 shifts per week x 8h x 3,600
24、12,000 pieces per week= 50 sThe customer purchases this product at the frequency of 1 piece every 50 s.Takt Time =available factory hours production quantity - customer demandExample:11 Value Stream Analysisrecording of the process parameters and inventories depiction of the information and material
25、s flowcreation of the time lineII.1II.2II.3II.4drafting of customer requirement and process stepsCriteria to be consideredAll data must be determined on-site. Do not use SAP system data or similar data! What are the most significant process parameters? Process steps and associated activities to comp
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