江森精益生产制造系统下半部课件.ppt

1、A Lean Simulation江森精益制造系统江森精益制造系统Part Two第二部分Lean Sim_Part2_SHW_E_Sep 2003.ppt2System Development系统开发系统开发Lean as a System精益制造系统精益制造系统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_Part2_SHW_E_Sep 2003.ppt4Value Stream Mapping:Materia

2、l and Information Flow价值流程图价值流程图:物料和信息流程物料和信息流程uGraphically 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uEvaluate the inventory locations and status对库存场地和现状进行评估uPlot a future state for material and information flow using guide questions用引导问题绘制未来的物

3、料和信息流程图uPlan the transition to future state制定未来的过滤计划Lean Sim_Part2_SHW_E_Sep 2003.ppt5Raw materials SuppliersNUTMANUF.C/T=3.5 secondC/O=15 secYield=99%1 workerEPE=4 weeks IC/T=7.5 secondsC/O=NoneYield=100%1 workerEPE=weekBOLT HardeningPAINT CURE(NUTS)Steel Balls15 days5 days15 daysASSEMBLYC/T=6 seco

4、nds C/O=NoneYield=95%1 workerEPE=4 weeksC/T=30 secondsC/O=02 workersYield=98%EPE=4 WeeksSHIPPINGStaging80 linkages/mo -40 silver-20 gold-20 blackTray 10 Pieces2 shiftsWeekly delivery1X WeekMRP15 daysWeekly FaxDaily ShipScheduleDaily OrderIINutsIWeekly ScheduleDailyPltsBolts5 days5 daysRaw bolts 10 d

5、aysPacificSteel Co.PacificSteel Co.PacificSteel Co.CUSTOMERPRODUCTION CONTROL90/60/30 day Forecasts6-weekForecast7 sec15 daysProduction Lead Time=55 days (3300 sec)Value Added Time=64 sec.(1 day)10 days15 days15 days15 sec12 sec30 secConcurrent 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

6、=99%1个工人EPE=4 周 IC/T=7.5 秒C/O=无产量=100%1 个工人EPE=周螺钉 加固油漆处理(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=02 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 生产控制生产控制MRP90/60/30 天预测 客户15 天6周预测PacificSteel Co.PacificSteel Co.太平洋钢铁公司每周传真每日装货时间表每日订购II螺母I7 秒15 天生产前置时间=5

7、5 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Lean Sim_Part2_SHW_E_Sep 2003.ppt7Raw materials SuppliersNUTMANUF.C/T=3.5 secondC/O=15 secYield=99%1 workerEPE=4 weeks IC/T=7.5 secondsC/O=NoneYield=100%1 workerEPE=weekBOLT HardeningPAINT CURE(NUTS)Stee

8、l Balls15 days5 days15 daysASSEMBLYC/T=6 seconds C/O=NoneYield=95%1 workerEPE=4 weeksC/T=30 secondsC/O=02 workersYield=98%EPE=4 WeeksSHIPPINGStaging80 linkages/mo -40 silver-20 gold-20 blackTray 10 Pieces2 shiftsWeekly delivery1X WeekPRODUCTION CONTROLMRP90/60/30 day ForecastsCUSTOMER15 days6-weekFo

9、recastPacificSteel Co.PacificSteel Co.PacificSteel Co.Weekly FaxDaily ShipScheduleDaily OrderIRaw bolts 10 daysINutsIWeekly ScheduleDailyPltsBolts5 days5 daysSupplier Loop供应商回路供应商回路Pacemaker Loop进度决策回路进度决策回路AssemblyLoop装配回路装配回路Batch Paint Loop成批油漆回路成批油漆回路CustomerLoop 客户回路客户回路7 sec15 daysProduction L

10、ead Time=55 days (3300 sec)Value Added Time=64 sec.(1 day)10 days15 days15 days15 sec12 sec30 secConcurrent work add longest lead-timeLean Sim_Part2_SHW_E_Sep 2003.ppt8Raw materials SuppliersNUTMANUF.C/T=3.5 secondC/O=15 secYield=99%1 workerEPE=4 weeks IC/T=7.5 secondsC/O=NoneYield=100%1 workerEPE=w

11、eekBOLT HardeningPAINT CURE(NUTS)Steel Balls15 days5 days15 daysASSEMBLYC/T=6 seconds C/O=NoneYield=95%1 workerEPE=4 weeksC/T=30 secondsC/O=02 workersYield=98%EPE=4 WeeksSHIPPINGStaging80 linkages/mo -40 silver-20 gold-20 blackTray 10 Pieces2 shiftsWeekly delivery1X WeekPRODUCTION CONTROLMRP90/60/30

12、 day ForecastsCUSTOMER15 days6-weekForecastPacificSteel Co.PacificSteel Co.PacificSteel Co.Weekly FaxDaily ShipScheduleDaily OrderIRaw bolts 10 daysINutsIWeekly ScheduleDailyPltsBolts5 days5 daysQCOKaizenKanbanLevel LoadError proof5SConstraintMgt.TPMPull SystemsStd.WorkSix Sigma7 sec15 daysProductio

13、n Lead Time=55 days (3300 sec)Value Added Time=64 sec.(1 day)5 days10 days15 days15 days15 sec12 sec30 secConcurrent 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 IC/T=7.5 秒C/O=无产量=100%1 工人EPE=周螺钉加固 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=02 个工人产量

14、=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 生产管理生产管理MRP90/60/30 天预测 客户15 天6 周预测PacificSteel Co.PacificSteel Co.太平洋钢铁公司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I7 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 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

15、格玛Lean Sim_Part2_SHW_E_Sep 2003.ppt10Key Questions forFuture-State Design构思未来状态的关键问题构思未来状态的关键问题uWhat is the takt time什么是 节拍时间？uBuild to supermarket or to shipping设置超市或货运环节uWhere 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uWhere will you need to use supermarket pull systems你在什么地方将要采用超市拉

16、动系统uAt 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uHow will you level the mix at the pacemaker你怎样调节牵涉到很多环节的进度决策程序uWhat 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uWhat improvements will be necessary

17、 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.ppt11Raw materials Suppliers80 linkages/mo -40 silver-20 gold-20 black1 piece capable1 shiftsCUSTOMERPRODUCTION CONTROLLevel Production6-weekForecastPacificSteel Co.PacificSteel Co.PacificSteel Co.Nut Mf

18、g.BatchPaint LineBolt Hrd./Assy.OXOXHeijunka2 days(Conveyance)Daily shipMilk run daily90/60/30 day ForecastsWeekly Firm Order.75 daysBufferSafetyPainted Nuts Raw NutsRaw BallsPlatesC/T=3.5 sec.C/O=5sec.1 shift 1 person95%UptimeEPE=Day95%UptimeT/T=15sec.C/T=15.sec.1 shift 2 people97%UptimeC/T=6 secC/

19、O=0 min.1 shift 1 person95%YieldEPE=DayEPE=Day2 days.5 daysRe-order boardSupermarket5 days7 sec5 daysProduction Lead Time=8.75 days (525 sec)Value Added Time=64 sec.(1 day)2 days2 day.75 days12 sec45 secSupermarket5 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 班客户客户 生产控制生产控制平衡生产平衡生产6 周预测PacificStee

20、l Co.PacificSteel Co.太平洋钢铁公司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 天.75 天12 秒45 秒螺母生产成批成批油漆链螺钉加固/装配.OXOX平准化2 天(运输)每日发货每日货运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C/T=3.5 秒.C/O=5秒.1 班 1 人95%UptimeEPE=天95%正常运行时间T/T=15秒C/T=15.秒1 班 2 人97%正常运行时间C/T=6 秒C/O=0 分钟.1 班 1 人95%产量EPE=天EPE=天2

21、天5 天.5 天再定购板Lean Sim_Part2_SHW_E_Sep 2003.ppt13Building Blocks of Just-In-Time建造即时生产方式的格局建造即时生产方式的格局Lean Sim_Part2_SHW_E_Sep 2003.ppt14Pull Systems拉动系统拉动系统u在你已实现了稳定性这一目标之后After you have achieved Stabilityu遵循ERQ方法Follow ERQ methodology u标准实施到位并且可预见到改进之处The standards are in place and predictable allow

22、ing improvementsu在不能“流动”之处实施“拉动”Pull where you can not flowLean Sim_Part2_SHW_E_Sep 2003.ppt15 Categories of Kanban 看板的分类看板的分类Instruction指示指示Withdrawal提取型提取型Kanban看板看板Production Kanban(non lot production)生产看板生产看板(非批量生产非批量生产)Triangle Kanban (for lot production)三角看板三角看板 (用于批量生产用于批量生产)Interprocess Kanb

23、an进程看板进程看板Supplier Kanban供应商看板供应商看板Lean Sim_Part2_SHW_E_Sep 2003.ppt16Kanban Types看板的类型看板的类型store储存Proceeding Process加工过程Following Process接下来的过程Production Instruction Kanban生产指示看板Withdrawal Kanban提取型看板 NewProduct新产品NeededProduct所需产品Lean Sim_Part2_SHW_E_Sep 2003.ppt17Develop Format开发格式开发格式SUPPLIER:供应

24、商供应商:STOCK LOCATION:库存库存地点地点:D#(part#)DESCRIPTION:描述描述:BOX QUANTITY箱的数量箱的数量KANBAN NO.看板号看板号LINE ADDRESS生产线地址生产线地址LINE LOCATION生产线地点生产线地点Lean Sim_Part2_SHW_E_Sep 2003.ppt18Preparations for Kanban看板的准备工作看板的准备工作uPlant Layout工厂布局uAisles IDd Alpha numeric通道应用字母数字标识uWork cell ID with individual material l

25、ocations defined工作单元标识，带有规定的物料地点说明uMethod for attaching and detaching the kanban card添加和取下看板卡的方法uMethod for tracking kanban cards看板卡的追踪方法uVisual Management 目视管理uCentral Markets中心市场Lean Sim_Part2_SHW_E_Sep 2003.ppt19KANBANMAY I HAVE SOME PARTS,PLEASE?我能取些零件吗我能取些零件吗?It is a“Fixed Time Random Quantity”

26、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 consumption.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 improveme

27、nt.规定明确的系统也便于改进.Supports the total pull system and may provide 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型看板和运输:提取的作用提取的作用Lean Sim_Part2_SHW_E_Sep 2003.ppt20Instruction Kanban指示型看板指示型看板u明确指出所要生产的产品 Clear Instructions on what

28、to Produceu指明优先顺序Sets Priorityu设定期望值Establishes Expectationsu简单并且看得见Can be simple and visualLean Sim_Part2_SHW_E_Sep 2003.ppt21Instruction KanbanPART#11066DESCRIPTION:COLOR:QUANTITY:ASSOC/DATE/SHIFT JE 12/20/95 1JE 12/20/95 1st stCY HOUSING RH30DescriptionGOLD NUTSLot Size10 pcs.2 TotesTrigger0 Tote

29、sRun Time40 sec.PART NUMBERDESCRIPTIONRH F-SERIES PRIV SVSQUANTITY15MACHINE13ZONE3TIME NEEDEDREORDERPOSITION:REORDER POINT:53420123456789101112(Dolly)123(Pallet)Lean Sim_Part2_SHW_E_Sep 2003.ppt22指示型看板指示型看板零件编号#11066描述:颜色数量ASSOC/日期/班 JE JE 12/20/95 112/20/95 1st stCY HOUSING RH30 描述描述金色螺母金色螺母批量大批量大小

30、小10 pcs.2 Totes 触发触发0 拣货拣货箱箱运行时间运行时间40 sec.零件 编号 描述RH F-SERIES PRIV SVS 数量15 机器13 区域3 TI所需REORDERPOSITION:REORDER POINT:53420零件编号11023数量.=50(Card)3.123456789101112手推车123(托盘Lean Sim_Part2_SHW_E_Sep 2003.ppt23Line A A生产线Line Side Inventory生产线旁边的存货Press Supermarket推动 超市PRECEDING PROCESS前面的过程SUBSEQUENT

31、PROCESS接下来的过程Press推动看板MAY I HAVE SOME PARTS,PLEASE?我能取用一些零件我能取用一些零件吗吗?Withdrawal and Instruction Kanban asPart of the System提取和作为系统一部分的看板指令提取和作为系统一部分的看板指令FTVQFQVTLean Sim_Part2_SHW_E_Sep 2003.ppt24Why Changeover?为什么要切换为什么要切换?Time 时间 Inventory level 库存水平Average inventory levels平均的库存水平Difference in av

32、erage 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 changeover,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.ppt25Key Points of Replenishment Routes补货线路的关键点补货线路的关键点

33、uEnough of all materials stored at line to cover demand of a replenishment cycle线上贮存各种足量的原料以满足补给周期的需求uEmpty packaging return空包装箱返回uDedicated locations for each component为每个元件指定地点uMistake proofed to prevent errors采取防错uChange 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

34、”转换成零件”B”,完成快速切换(QCO)Lean Sim_Part2_SHW_E_Sep 2003.ppt26JIT Element-Continuous Flow Processing即时生产的要素即时生产的要素 持续的流程处理持续的流程处理Batch Processing批量处理批量处理10 minutes 10 分钟分钟10 minutes 10 分钟分钟10 minutes 10 分钟分钟Total Batch A processing time:30 minutes批量处理的总时间:30 分钟Continuous Flow Processing持续的流程处理持续的流程处理Total

35、 Batch A processing time:12 minutesOnly 3 minutes for 1st part批量处理的总时间:12 分钟第一批零件仅用了3分钟Product requires three processes that take one minute each产品要求进行三道工序处理产品要求进行三道工序处理,每道工序需每道工序需1分钟分钟Processing first batch in batches of 10 requires 30 minutes处理处理10批中的第一批需要批中的第一批需要30分钟分钟Processing first“batch”one-a

36、t-a-time requires only 12 minutes按一次一个处理第一批仅需按一次一个处理第一批仅需12分钟分钟Lean Sim_Part2_SHW_E_Sep 2003.ppt27Heijunka-Level Scheduling平准化平准化 平衡进度安排平衡进度安排uClosely Mirrors Customer Demand,The Pace of the Customer非常如实地反映出客户的需求及进度uOptimizes Operations实行最优化操作uPrevents Over Production防止过量生产uMaximizes Change Over Opp

37、ortunities尽可能多地利用快速切换机会 Quick Change Over(QCO)快速切换(QCO)-Batch of one capabilities,smaller packaging一批相同容量的小包装箱 Material change within a cycle在一个周期时间内完成原料切换Lean Sim_Part2_SHW_E_Sep 2003.ppt28uLevel production,eliminates peaks and valleys平衡生产,消除生产量大幅波动的现象（波峰和波谷）.uEvenly paced labor force.平衡地设置劳动力.uLev

38、el shipments from Suppliers.平衡供应商的发货.uMinimized inter-process stock and handling将进程中的库存及处理降到最低Heijunka-Level Scheduling Outcome平准化平准化 平衡进度的结果平衡进度的结果Lean Sim_Part2_SHW_E_Sep 2003.ppt29Conclusions结论结论uJCMS 是我们工厂运作的方式 JCMS is the way we run our plants uJCMS 有助于降低各项成本 JCMS will help reduce our costs uJCMS 有助于我们保持竞争力 JCMS will help keep us competitive uJCMS 有助于我们不断超越客户日益增加的期望JCMS will help us exceed our customers increasing expectations