精益生产之超市系统课件.pptx

1、精益生产之超市系统精益生产之超市系统第1页，共42页。Objectives of this Module这个模块的目标Participants will be able to:参与者能够 Identify where supermarkets are needed within a value stream to support a pull system识别出在价值流的哪里需要设置超市来支持拉动系统 Use the PFEP database to correctly size and maintain supermarkets使用PFEP数据库来正确的估算及维护超市 Link superm

2、arkets to the overall kanban systems and conveyance routes将超市与整个看板体系及运输路线链接起来第2页，共42页。Topics主题 What is a Supermarket?什么是超市？Three Steps of Supermarket Design超市设计的3大步骤 Supermarket Location 超市地址 Supermarket Sizing超市大小 PFEP(Plan for Every Part)Database PFEP数据库 Design Delivery Routes设计交付路线 Running the Su

3、permarket 运行超市 Group Exercises 团队练习第3页，共42页。Jargon Buster专业术语 Supermarket超市 PFEP(Plan for Every Part)单个零件方案 Address system地址系统 Kanban看板 Routes路线 VMI供给商管理库存Jargon Buster PFEP?Supermarket?Address system?第4页，共42页。What is a Supermarket?什么是超市Operation工序 20Operation 工序10PULL拉动拉动Supermarkets超市Shipping 出货Ra

4、w materials原材料In-process stock在制品库存Finished goods成品第5页，共42页。What is a Supermarket?什么是超市？A deliberately designed material stores area with controlled quantities of materials 成心设定的区域储存可控数量的材料 The downstream process takes what is needed and the supermarket owner(the upstream process)replenishments下游工序拿

5、取需要的材料，超市的所有人上游工序进展补料 Unlike traditional stores area,no order forms,paperwork transactions,or stock requisitions are needed other than kanban不同于传统的储存区域，没有除看板以外的订单格式，纸质的交割或者物料申请第6页，共42页。Heijunka Box321234321234321234234234761321234761321234761321234761321234234234234234234234234234234234234Finished G

6、oods Supermarket成品超市143What is a Supermarket?什么是超市Raw Materials Supermarket原材料超市25761Kanban Post看板架1234CellKanban Post看板架1234Cell453Parts Supermarket零件超市234453第7页，共42页。What is a Supermarket?什么是超市？A material stores area which:物料储存区：Puts material close to point of use将物料放置在靠近使用点Eliminates shortages消除物

7、料短缺现象Sets minimum and maximum levels for inventory设定最大库存及最小库存量Uses floor space efficiently更有效的利用空间Simplifies ordering and material handling订购及物料搬运简单化Removes non value added activities:(receiving,putting away,kitting,counting,cycling,requisitions)消除不增值的动作：收货，摆料，配料，点数，循环，申请Improves material flow in th

8、e product cells改善生产线的物料流程And makes the status of materials visible让物料状态可视化第8页，共42页。What is a Supermarket?什么是超市？Simple visual systems show material flow简单可视化的物料流 Location,address and quantity control位置，地址及数量管理第9页，共42页。What is a Supermarket?什么是超市？Supermarkets and material presentation超市及物料准备 Achieve e

9、xcellent 6S 实现卓越的6S Present materials and their information visibly让物料及信息更加目视化 Eliminate defects消除不良 Use gravity feeds使用重力送料 Reduce motion for loading and unloading减少上料及退料的动作 Maintain FIFO 维护先进先出第10页，共42页。Three Steps of Supermarket Design超市设计的3大步骤1.Set supermarket location设置超市的地址2.Where will superma

10、rkets help us most?超市设置在哪里更有帮助3.Determine supermarket sizing定义超市大小PFEP database to determine quantities PFEP数据库来定义数量Space required 空间的要求4.Design delivery routes 定义送货路线Standard work for withdrawal and delivery of parts and containers补料及送货及周转箱的标准作业第11页，共42页。Step1:Supermarkets Location第一步：超市选址 Typical

11、supermarket locations典型的超市地址At the end of the producer process whenever possible,as a rule在有可能的情况下设置在在生产工序的尾部At point of use(VMI,C items)在使用点供给商管理库存，C类零件At receiving(for external suppliers)在收货区外部供给商第12页，共42页。Close to the point of use as possible越靠近使用点越好Direct delivery to the supermarket直接交货到超市Minimi

12、ze repeated handling 将重复搬运减少到最少12Step1:Supermarkets Location第一步：超市选址第13页，共42页。Step1:Supermarkets Location第一步：超市选址Standard Approach标准的方法Locate supermarkets at the end of the supplier process or production line将超市设置在供给流程的最尾端或生产线Make problems immediately visible to the producer process将问题立刻可视化的传递到生产工序D

13、o not sacrifice visibility for the sake of optimizing the work of material handlers不为优化物料搬运工作的缘故而牺牲可视化第14页，共42页。Step1:Supermarkets Location第一步：超市选址Line生产线 F1Line生产线 F2Line生产线 F3Supermarket超市 1Supermarket超市 2Supermarket超市 3Line生产线 A1Line生产线 A2Line生产线 A3234第15页，共42页。Step1:Supermarkets Location第一步：超市选址

14、Centralized Supermarket集中化的超市 Due to high volume and or mix,the facility layout,the supermarket may not always fit at the end of the line因为大批量或多品种，工厂格局的原因，超市也许不能总是设置在生产线的尾部。When centralized supermarkets are used they should be located between the upstream and downstream process to minimize material

15、handling集中化的超市用于当他们设置在上游及下游工序来减少物料搬运 Supermarkets for incoming parts for assembly may be located near the receiving dock来料零件超市可以设置在靠近收货区第16页，共42页。Step1:Supermarkets Location第一步：超市选址234Line生产线 F1Line生产线 F2Line生产线 F3Consolidated Supermarket统一的超市Line生产线 A1Line生产线 A2Line生产线 A3第17页，共42页。Group Exercise#1

16、团队练习#1Go see activity去现场看Walk through the value stream from end to end Use value stream maps to assist通过现场查看整个价值流在价值流程图的帮助下Identify locations within site value streams where supermarkets are needed在价值流程图中识别出哪里需要超市Document on future state maps where applicable将适用的地方在未来价值流程图上表达Where can we哪里我们可以Suppor

17、t kanban system efforts?支持看板系统？Minimize inventory levels?最小化库存水平？Improve visibility and eliminate shortages?提升可视化及消除物料短缺？第18页，共42页。Step 2:Supermarket Sizing第二步：超市大小How much of each part will we keep line side?每个零件我们需要多少在生产线旁 Frequency of conveyance运输的频率 Quantity of conveyance运输的数量 Minimize line side

18、 stock through frequent small deliveries that are part of an overall route通过高频率小批量的交付来最小化生产线旁的物料第19页，共42页。Step 2:Supermarket Sizing第二步：超市大小In order to determine supermarket size,we need to know为了定义超市的大小，我们需要知道Usage volume(quantity)用量的多少数量What is the scheduling method?什么是方案的方法？Has the usage been leve

19、led?用量被均衡化了吗？Has the mix been smoothed?生产种类被稳定了吗？Is there a frozen time window?有一个冻结的时间窗口吗？Delivery frequency upstream上游工序的交货频率Delivery quantity交货数量Container size周转箱大小Location of signal信号的位置Weight重量And more等等第20页，共42页。The Plan for Every Part(PFEP)answers:单个零件方案解答了：How is the part purchased?零件如何进展采购？

20、Who produces this part?谁生产这个零件？How is it packaged?零件如何包装？How is the part received?零件如何收货？Where is it stored?在哪里储存？Where is its point of use?在哪里使用？How is it delivered to point of use?如何交付到使用点?Step 2:Supermarket Sizing第二步：超市大小第21页，共42页。Sample PFEP Data 数据的案例Part Number物料编号The number used to identify t

21、he materials at this site在工厂内物料的识别编号Description描述Common name of material物料的通用名称Daily usage每天用量Average quantity of material used per day物料每天是平均使用量Point of Use使用点Process or area where the material is consumed物料在哪个工序进行消耗Point of Storage储存点Address or location where material is stored物料存储的地址Order frequen

22、cy订单频率How often the material is ordered from the supplier下物料订单的频率Supplier name供应商Name of the supplier of material零件供应商的名称Supplier city供应商城市City where the supplier of this material is located零件供应商所在城市Supplier region供应商地区Prefecture,state,district,or province where supplier is located零件供应商所在区域Supplier

23、country供应商国家Country where supplier is located供应商所在的国家Container type包装箱类型Type of the container used for this material物料使用的周转箱类型Container weight包装箱重量How much an empty container weighs空箱的重量Weight per part零件单重How much one unit of this material weighs单个零件的重量Total pkg.weight整箱重量Weight of a full container

24、of this material物料满箱的总重PFEP(Plan for Every Part)Database PFEP数据库第22页，共42页。Container length周转箱长度Length or depth of container周转箱的长度或深度Container width周转箱的宽度Width of container周转箱的宽度Container height周转箱高度Height of container周转箱的高度Use per assembly每个产品的用量Quantity of material used for one finished product零件在单

25、个成品中的用量Hourly usage每小时的使用量Maximum quantity of materials consumed per hour每小时最大是使用量Standard container quantity标准的周转箱数量Quantity of material in one full container满箱中的零件数量Hourly container usage每小时的周转箱用量Maximum quantity of containers consumed per hour每小时周转箱的最大使用量Shipment size送货的批量大小Standard shipment size

26、(in usage days)标准的出货大小Carrier货运公司Name of transportation service company运输服务公司的名称Time in transit运输时间Travel time from supplier to site(in days)从供应商处到工厂的时间（天数）Kanban quantity看板数量Quantity of kanban cards or pull signals in system拉动信号系统中看板卡的数量Supplier quality供应商质量Performance rating for quality(percentage

27、)质量的成绩（百分比）Supplier delivery供应商交付Performance rating for delivery(percentage)出货的成绩（百分比）Sample PFEP Data数据的案例PFEP(Plan for Every Part)PFEP数据库第23页，共42页。PFEP Database PFEP数据库PFEP(Plan for Every Part)Database PFEP数据库第24页，共42页。For each part number in the supermarket:在超市中的每个零件编号：What is the average daily u

28、sage?平均每天用量是多少？What is the incoming shipment size(days usage)?来料出货的大小多少天的用量？How much buffer is required(days usage)?需要的缓冲库存多少天的用量？PFEP(Plan for Every Part)Database PFEP数据库第25页，共42页。Planned Maximum Inventory方案的最大库存=Daily usage 每天用量x Shipment size in days usage 出货的大小多少天的用量x Days usage purchased parts

29、safety stock采购件平安库存使用的天数Safety stock:平安库存：How many days inventory do we need to guard against我们需要多少天的库存来保障Supplier issues?供给商问题？Transportation issues?运输问题Internal issues?内部问题？Determining Buffer Size定义缓冲库存的大小第26页，共42页。Maximum Container Quantity最大周转箱数量=Planned Maximum Inventory Level 方案的最大库存水平/Contain

30、er Quantity包装箱数量Calculating Container Quantity计算周转箱数量第27页，共42页。Updating the PFEP更新PFEP第28页，共42页。Group Exercise#2团队练习#2Supermarket sizing超市大小Create PFEP Database创立PFEP数据库Use this information to size the supermarket使用这些信息来确定超市大小Design pilot supermarket based on size and ease of storage and retrieval根据

31、尺寸及储存的容易程度设计试产的超市的大小第29页，共42页。Step 3:Design Delivery Routes第三步：设计送货路线Heijunka Box均衡化生产箱321234321234321234234234761321234761321234761321234761321234234234234234234234234234234234234Finished Goods Supermarket成品超市1234Cell453Kanban Post看板架143Raw Materials Supermarket原材料超市251234Cell761Kanban Post看板架Parts

32、 Supermarket零件超市234第30页，共42页。Step 3:Design Delivery Routes第三步：设计送货路线7.Set route drive time at no more than 33%of the non-load time of the route 设置路线运输时间不超过路线空载时间的33%8.Only move material when authorized by the pull signal只有在收到被授权的拉动信号后才移动物料9.Ensure kanban system rules are followed and workers remove

33、pull signals when using the first piece in a container确保员工按照规那么操作：在使用周转箱中第一个物料时员工发出信号10.Synchronize the lunch and break times of the material handler on the route with those of the workers in the areas being supported将物料搬运员与生产线员工的午饭时间及休息时间进展同步11.Follow specific route times and frequencies and insure

34、 that route delivery is not interrupted for any reason按照特定的路线时间及频率来保证运输交货不被任何原因被打断12.Standardize work on the delivery route to eliminate all wasted motion and improve continuously标准化在交货路线上的作业来消除所有的动作浪费及持续进展改进第31页，共42页。Step 3:Design Delivery Routes第三步：设计送货路线1.Designate one-way and two-way aisles alon

35、g natural flow paths in the facility 指定的单向和双向沿自然流动路径的通道设施2.Design all routes to flow through the plant and back to the supermarket设计所有的通过工厂的路线及返回到超市3.Design stops and delivery points along the route to minimize the non value-added work for the material handler在路线上设计停顿点及交货点来最小化物料员非增值的工作4.Design stops

36、 and delivery points along the route to minimize non value-added work for the operator who is being supplied在路线上设计停顿点及交货点来最小化生产线员工非增值的工作5.Start with one-hour delivery routes,aiming for a 95%efficiency(57 minutes)从一小时的送货路线开场，目标到达95%的效率6.Set loading time at the supermarket at 33%or less of the coupled

37、 delivery time在超市设置取料时间是总交货时间的33%或更少第32页，共42页。Material Handler Standard Work Example物料员标准作业的案例Step步骤Standard Work Elements标准作业步骤Conveyance Cycle Time运输周期时间1Travel to first delivery point到第一个送货点120 seconds秒秒2Pick up withdrawal kanban at first station(delivery point)从第一个工位拿取补料看板卡10 seconds秒3Pick up em

38、pty containers and load onto trolley拿取空箱放置到物料车上20 seconds秒4Deliver material to first station将物料交付到第一个工位45 seconds秒5Travel to next delivery point移动到下一个送货点10 seconds秒6Travel to second delivery point移动到第二个送货点15 seconds秒7Pick up withdrawal kanban at first station(delivery point)从第一个工位拿取补料看板卡10 seconds秒8

39、Pick up empty containers and load onto trolley拿取空箱放置到物料车上20 seconds秒9Deliver material to second station将物料交付到第二个工位45 seconds秒10Travel to supermarket移动到超市120 seconds秒11Sort kanban cards for best picking sequence根据取料的顺序挑选看板卡10 seconds秒12Drop off empty containers picked up during route将空箱放置到相应的位置45 sec

40、onds秒13Collect containers needed for picking and conveyance收集需要的周转箱及运输45 seconds秒14Pick parts and place them on trolley(average of 10 items x 10 seconds秒 per pick)取物料及将物料放置到运输车上（平均10个零件X每次10秒）100 seconds秒15Place withdrawal kanban cards in respective containers将补料看板卡放置到相应的周转箱10 seconds秒Total time for

41、 route总的路线时间总的路线时间625 sec秒秒Step 3:Design Delivery Routes第三步：设计送货路线第33页，共42页。PUSH-based Material Handling Route推动-基于物料搬运路线CCBACCBBAASupermarket超市CBABulk delivery(E.g.4 hour supply)交货大小Requires extra space需要额外的空间AAABBBBACCCCC123第34页，共42页。PULL-based Material Handling Route拉动-基于物料搬运路线CBACBACCBBAASuperma

42、rket超市CBA1234567Time-fixed delivery(30 minutes supply)固定时间的交货Mixed load conveyance 多品种的运输第35页，共42页。Line#1Line#28:009:00 10:00 11:0012:0012:30 13:30Shift 1345234343345234552552041041761761761119321321311761321234Finished goods supermarket成品超市Customer Pull客户拉动ABProduction Line生产线761Kanban collected,de

43、livered看板收集及交付Link Supermarket with Pull System将超市与拉动体系进展链接To finished goods supermarket送至成品超市Heijunka box 均衡化生产箱第36页，共42页。Group Exercise#3 团队连续#3Design routes路线设计 Design material handling routes between supermarkets and points of use在设计物料在超市及使用点间的运输路线 Practice,time and document the work练习，时间及将工作文件化

44、 Document provisional standard work,practice and improve文件化暂定的标准作业，练习及提高第37页，共42页。Running the Supermarket运行超市Supermarket Golden Rules超市的金科玉律The producing process takes ownership of the inventory in the supermarket(regardless of physical location)生产工序负责超市中的库存不管实质的地址The downstream process regularly wi

45、thdraws(pulls)what they need in the amount they need下游工序定期的取他们所需要的物料Clear signals are exchanged between upstream and downstream processes when material is withdrawn from the supermarket当从超市取物料时上下游工序间的信号交换第38页，共42页。1.Set minimum and maximum inventory levels for all parts in the supermarket在超市中设置最大及最小

46、的库存水平2.Locate the purchased parts supermarket close to the receiving dock将采购件超市设置到靠近收货区3.Identify the point of use address on the storage location for the items in the supermarket在存储地点识别出超市内的物料的使用点4.Simplify handling of containers(use flow racks,etc.)简单化的搬运周转箱5.Create an overflow area in a highly vi

47、sible place在目视化的区域设计过量库存区Running the Supermarket运行超市第39页，共42页。Measurements for continuous improvement of supermarket operation:持续改进超市操作的测量Safety:recordable incidents平安：可记录的事故Quality:zero defects质量：零缺陷Delivery:zero line stops交货：零停线Cash:inventory reduction现金：库存减少Productivity:number of material handler

48、s生产力：物料员的数量Running the Supermarket运行超市第40页，共42页。Sustaining supermarkets可持续的超市Establish strong visual controls建立强大的目视化管理Include supermarket audits in leader standard work在组长的标准工作中包括对超市的 Check the condition of supermarkets检查超市的状态Check inventory levels检查库存的水平Check that the process is followed检查流程是否遵守Verify kanban quantity in the loop在循环中验证看板的数量Running the Supermarket运行超市第41页，共42页。人有了知识，就会具备各种分析能力，明辨是非的能力。所以我们要勤恳读书，广泛阅读，古人说“书中自有黄金屋。”通过阅读科技书籍，我们能丰富知识，培养逻辑思维能力；通过阅读文学作品，我们能提高文学鉴赏水平，培养文学情趣；通过阅读报刊，我们能增长见识，扩大自己的知识面。有许多书籍还能培养我们的道德情操，给我们巨大的精神力量，鼓舞我们前进。第42页，共42页。