精益生产价值流图deertower课件.ppt

1、2022-11-14精益生产价值流图deertower精益生产价值流图精益生产价值流图deertower精益生产价值流图deertowerLean is a that focuses on:Creating value for the Customer Eliminating Waste Continuous incremental improvement精益生产价值流图deertowerWhat is a Value Stream?“All of the actions,value or non value added that are required to bring a product

2、 from concept to launch or from raw material order to delivery.”From“Lean Lexicon”精益生产价值流图deertowerOrder Fulfillment Value StreamIdeally,wed want the materials,information and cashto flow smoothly(without interruption)and as quickly as possible through this stream.SalesOrderReceiptRMOrder&ReceiptMan

3、ufacturingPackagingDistributionDelivery/Service精益生产价值流图deertowerLean Elements精益生产价值流图deertowerValue“What is the willing to Pay for?”3 Types of Customers:The external end-user or paying customerThe downstream customer of any internal upstream process.Your company as the customer of external suppliers

4、.精益生产价值流图deertowerFlow Ideal flow=1 piece at a time Rate determined by customer demand-Takt time Work balanced for each person or machine Travel distance for materials&people minimized Standard Work utilizedFlow what you can Pull what you cant Requires that all steps in the process be:Capable=Right

5、every timeAvailable=Always able to runAdequate=Capacity to avoid bottlenecks精益生产价值流图deertowerPhases of Lean Journey Phase 1-Identify/Map Value Streams Phase 2-Prioritize opportunities Phase 3-Utilize Lean tools to eliminate waste Phase 4-Control the flow Phase 5-Lean metrics Phase 6-Re-evaluate Valu

6、e Streams and begin again精益生产价值流图deertowerIt All starts with Waste Identification Identify all forms of Waste throughout our entire Value Stream before:Reducing the waste or Eliminating the waste This will enable us to prioritize our efforts and focus on the high potential events first.精益生产价值流图deert

7、ower8 Wastes Overproduction Inventory Waiting Transporting Unnecessary processing Unnecessary motion Defects Under utilization of people精益生产价值流图deertowerOver-Production Producing more than what the customer really wants.Ways to Overcome:Reduce setup timesSynchronize time and amount of processesCreat

8、e compact layouts and visibility精益生产价值流图deertowerInventory Excess inventory requires handling,space,$,people,and paperwork.Ways to Overcome:Synchronize work flow to reduce accumulationShorten setup timeReduce lead timeCellular layoutsZero Quality DefectsReducing all other wastes reduces the waste of

9、 inventory精益生产价值流图deertowerWaiting Waiting for upstream processes due to poor layout,unbalanced work load or equipment downtime.Ways to Overcome:Synchronize work flowBalance uneven loads by flexible workers and equipmentImplement preventive maintenance to eliminate machine down-time精益生产价值流图deertower

10、Transportation Transportation adds No value to the product.Rather than improve the transportation:Reduce itEliminate it.Ways to Overcome:Establish layout and locations which reduces or eliminates transportation精益生产价值流图deertowerUnnecessary ProcessingSame data entered into 3 different information syst

11、ems.(SAP,Access,Excel)All unnecessary,or Non-Value Added,processing steps should be eliminated Ways to Overcome:Question if process is necessary at allSimplifyUse Standard WorkReduce Handoffs/approvals精益生产价值流图deertowerUnnecessary Motion Motion of people,machines,and products is waste.Ways to Overcom

12、e:Study motion and eliminate or reduce motion through improved layouts.Cellular ManufacturingRethink material storageJob/Task Combinations精益生产价值流图deertowerDefects(Correction)Making defective product is pure(muda)waste.Focus on preventing defectsNot finding and repairing defects Ways to Overcome:Mist

13、ake-proof to prevent defectsNever Pass defectsStandard Work精益生产价值流图deertowerWaste of Underutilizing People The eighth waste is not fully utilizing the time and talents of people.Who are the“real”experts?and what do they know?精益生产价值流图deertowerPurpose of Value Stream MappingThe purpose of the value st

14、ream map is to look at the big picture and to develop a“future-state”map by eliminating all non-value added activities and minimizing all non-value-added but required activities.精益生产价值流图deertowerBasic Current State MAPPING TIPS 1 Cross-functional Team completes the map Start at the customer end Walk

15、 the actual pathways of both material and information flow.Draw by hand in pencil精益生产价值流图deertowerValue Stream Mapping IconsProcess Icons精益生产价值流图deertowerValue Stream Mapping IconsInformation Flow Icons精益生产价值流图deertower精益生产价值流图deertowerProduction Lead Time=23.5 daysValue Added Time=184 SecondsFrom L

16、earning to See by Mike Rother and John ShookCurrent State Map精益生产价值流图deertowerFuture State Questions How do we focus on the Lead time?Understand the takt time What area in the process triggers production?Will we build to shipping or to a supermarket?Where can we use continuous flow?What items or Eve

17、nts require Process Maps How do we simplify Where do we reduce travel&redundancy?What process improvements can we do?精益生产价值流图deertower Use the list of future state questionsHave your cross-functional group brainstormUtilize“outside”folks and yourself to question everythingYou can sketch future state

18、 ideas at the table to discussIf you wish use an overhead a simple transparencies by hand to show your ideasAfter you have identified all of the improvements and opportunities what would your map look likeYou may revise your map several times as you simplifyMake sure you can trace all key product an

19、d information flow Look for disconnects or oversights in your new map by following it through as a group exerciseWhat are the new Lead and Cycle times(Lead time is the key)Team TipsFuture State Mapping精益生产价值流图deertowerFrom Learning to See by Mike Rother and John ShookProduction Lead time=4.5 Days Va

20、lue Added Time=166 seconds精益生产价值流图deertowerBenefits of Value Stream MappingHelps you visualize more than the single-process levelClearly defines Lead and Cycle timesHas cross-functional accuracyLinks the material&information flowsProvides a common language and base to work fromProvides a blueprint f

21、or implementationMore useful than quantitative toolsTies together Lean concepts&techniques精益生产价值流图deertower Very simply,a lean value stream should produce what the customer needs when it is needed and with the highest quality and the lowest cost.To do that all processes must be linked from the final

22、 customer back to the raw material and all non-value added activity must be eliminated.精益生产价值流图deertowerLead Time ReductionShorter Lead Time=Smaller downstream InventorySmaller Order Quantity=Smaller downstream Inventory Inventory=Order Quantity/2+Safety StockSafety Stock=Daily Demand x Demand Std Dev x INVNORMAL(service level)x Lead TimeENR Service Level=98%2022-11-14精益生产价值流图deertower