FESSchoolPSE教学讲解课件.ppt

1、.汽车制造业的演化汽车制造业的演化 Change in Manufacturing 手工制造手工制造 Craft 大规模生大规模生产产 Mass 同步生产同步生产Synchronous 精益生产精益生产 Lean Transition from Traditional to Time-Based Manufacturing Principles 丰田制造系统丰田制造系统 Agile 灵捷生产灵捷生产Customer Driven 客户导客户导向向Virtual 虚拟企虚拟企业业.用精益生产可以实现：用精益生产可以实现：生产生产时间时间减少减少90%库存库存减少减少90%到达客户手中的到达客户手

2、中的缺陷缺陷减少减少50%废品废品减少减少50%与工作有关的与工作有关的伤害伤害减少减少50%设计和提供特定服务或货物所需的人的设计和提供特定服务或货物所需的人的工作、时间、空间、工具和库存工作、时间、空间、工具和库存可以很快可以很快 下降一半，并由此继续不断取得进步，以便在几年之内再把投下降一半，并由此继续不断取得进步，以便在几年之内再把投入减少一半。入减少一半。With Lean Production You Can Get:90%Reduction in Production Time90%Reduction in Inventories50%Reduction in Errors Re

3、aching Customers50%Reduction in Scrap50%Reduction in Job Related InjuriesThe amount of human effort,time,space,tools,and inventories needed to design and provide a given service or good can typically be cut in half very quickly,and steady progress can be maintained from this point onward to cut inpu

4、ts in half again within a few years.Lean Thinking,Womack&Jones.生产系统有效性 PSE LEAN MANUFACTURINGTARGET:目标：精益生产.也可以这样说也可以这样说 Used to be able to say.COSTCOST +PROFITPROFIT成本成本 +利润利润PRICE=PRICE=价格价格 =开公司的目的开公司的目的 The purpose of company.成本成本 COSTCOST +利润利润 PROFITPROFIT价格价格 PRICEPRICE-成本成本 COSTCOST价格价格 PRIC

5、EPRICE =利润利润 PROFITPROFIT=开公司的目的开公司的目的 The purpose of company .只有客户才能定义价值只有客户才能定义价值Only the customer can define valueOnly the customer can define value每一种产品每一种产品/服务都有它的价值流服务都有它的价值流Every product or service has a value streamEvery product or service has a value stream价值必须是根据客户的要求通过价值流来拉动价值必须是根据客户的要求通过

6、价值流来拉动Value must be pulled through the value stream by customer demandValue must be pulled through the value stream by customer demand单件的持续流动是提供价值的最节约的方法单件的持续流动是提供价值的最节约的方法Single piece continuous flow is the least costly method of providing Single piece continuous flow is the least costly method of

7、providing valuevalue鉴别和消除浪费需要全体员工的亲力参与鉴别和消除浪费需要全体员工的亲力参与All employees must be empowered and involved in the identification All employees must be empowered and involved in the identification and eliminationand elimination提高改进的活动是永无止境的提高改进的活动是永无止境的No amount of improvement in performance is ever enough

8、No amount of improvement in performance is ever enough.Measurement of performanceProfit=Price-Cost lStructure of Cost lMaterial lLaborlDepreciationlExpense of sales and Adm.lOther overheadsl7 wastesTaiichi OhnoScrapOverproduction MoveUseless operation TransportationStockWaiting VisibleIf the 7 waste

9、s can be eliminated,then lean will be trueAre there any visible measurement to reduce the cost for people on site?.过度生产会导致更多的浪费过度生产会导致更多的浪费!过度生产过度生产lMaking more than required生产多于需求生产多于需求lMaking sooner than required生产早于需求生产早于需求lMaking faster than required生产快于需求生产快于需求只在需要的时间只在需要的时间生产下一工序需生产下一工序需要的产品要的

10、产品Inventory Stockpiles 库存积压库存积压Extra Equipment 额外的设备额外的设备 Extra Storage Racks 额外的储存空间额外的储存空间Extra Manpower 额外的人力额外的人力Additional Floor Space 更多的工作场地更多的工作场地.改正的浪费改正的浪费 Correction定义定义 DefinitionDefinition:为满足客户的要求，对产品或服为满足客户的要求，对产品或服务进行的返工务进行的返工。Rework of a Product or Service to Rework of a Product or

11、Service to Meet Customer RequirementsMeet Customer Requirements特点特点 Characteristics Characteristics:工人需要额外的时间来检查工人需要额外的时间来检查/返工返工/修理修理 Extra Time Required by Workforce to Extra Time Required by Workforce to Inspect/Rework/RepairInspect/Rework/Repair 错过了装运错过了装运/交货时间交货时间 Missed Shipments/DeliveriesMis

12、sed Shipments/Deliveries 使组织变得被动使组织变得被动(疲于疲于“救火救火”，而不是，而不是 采取各种预防措施采取各种预防措施)Organization Becomes Reactive(Fire Organization Becomes Reactive(Fire Fighting,Fighting,Expediting Vs.Prevention Orientation)Expediting Vs.Prevention Orientation)原因原因 Causes Causes:过程能力低下过程能力低下 Incapable ProcessesIncapable P

13、rocesses 操作者控制失误操作者控制失误 Operator Control ErrorOperator Control Error 缺少足够的培训缺少足够的培训 Insufficient TrainingInsufficient Training.过度生产的浪费过度生产的浪费 Waste of Overproduction定义定义 Definition:Definition:生产超过了需求生产超过了需求 Producing More Than NeededProducing More Than Needed 生产快过了需求生产快过了需求 Producing Faster Than Nee

14、dedProducing Faster Than Needed特点特点 Characteristics Characteristics:库存积压库存积压 Inventory StockpilesInventory Stockpiles 额外的设备额外的设备 Extra EquipmentExtra Equipment 额外的仓储架额外的仓储架 Extra Storage RacksExtra Storage Racks 额外的人力额外的人力 Extra ManpowerExtra Manpower 更多的工作场地更多的工作场地 Additional Floor SpaceAdditional

15、Floor Space 原因原因 Causes Causes:过程能力低下过程能力低下 Incapable ProcessesIncapable Processes缺乏交流缺乏交流 Lack of CommunicationLack of Communication工具更换周期长工具更换周期长 Long Tool Changes Long Tool Changes 计划工时利用率低计划工时利用率低 Low UptimesLow Uptimes缺乏稳定缺乏稳定/连贯的计划安排连贯的计划安排 Lack of Stable/Consistent SchedulesLack of Stable/Con

16、sistent Schedules.l Any movement of material that doesl not directly support a lean system.定义定义 Definition Definition:任何不直接支持一个精益系统任何不直接支持一个精益系统的材料移动。的材料移动。特点特点 CharacteristicsCharacteristics:额外的叉车额外的叉车 Extra Fork TrucksExtra Fork Trucks 多处储存地点多处储存地点 Multiple Storage LocationsMultiple Storage Locati

17、ons 额外的设施空间额外的设施空间 Extra Facility SpaceExtra Facility Space 不正确的存货清点不正确的存货清点 Incorrect InventoryCountsIncorrect InventoryCounts 存在损坏存在损坏/丢失物品可能丢失物品可能 Opportunity for Damage/Floor LossOpportunity for Damage/Floor Loss 原因原因 Causes Causes:计划安排不平衡计划安排不平衡 Unleveled SchedulesUnleveled Schedules 更换品种时间长更换品

18、种时间长 Long Change Over TimesLong Change Over Times 工作场地缺乏组织工作场地缺乏组织 Lack of Work PlaceLack of Work Place OrganizationOrganization 设备布局不当设备布局不当 Improper Facility LayoutImproper Facility Layout 缓冲库存区过大缓冲库存区过大 Larger Buffer and BanksLarger Buffer and Banks.l定义定义 Definition:l任何对生产和服务没有带来价任何对生产和服务没有带来价l值的

19、人员或机器的运动。值的人员或机器的运动。lAny movement of people or machines lwhich does not contribute value to the product or service.动作的浪费动作的浪费 Waste of Motion特点特点 Characteristics Characteristics:寻找工具寻找工具 Looking for Tools 过度伸展过度伸展/弯腰弯腰 Excessive Reaching/Bending 机器机器/材料距离过远（步行的时间）材料距离过远（步行的时间）Machines/Material Too F

20、ar Apart(Walk Time)零件在设备间传送带上的来回传送零件在设备间传送带上的来回传送 Shuttle Conveyors Between Equipment to Carry Parts 等候期间的额外等候期间的额外“忙乱忙乱”动作动作 Extra 揃揃usy?Movements While Waiting 原因原因 CausesCauses:设备、办公室和工厂的布局不当设备、办公室和工厂的布局不当 Equipment,Office&Plant LayoutEquipment,Office&Plant Layout 工作场地缺乏组织工作场地缺乏组织 Lack of Work Pl

21、ace OrganizationLack of Work Place Organization 人员人员/机器效率不高机器效率不高 Poor Person/Machine EffectivenessPoor Person/Machine Effectiveness 人机工程方面的设计不好人机工程方面的设计不好 Poor Ergonomic DesignPoor Ergonomic Design 不一致的工作方法不一致的工作方法 Inconsistent Work MethodsInconsistent Work Methods 加工批量过大加工批量过大 Large Batch SizesLar

22、ge Batch Sizes.lIdle Time That Is Produced When Twol Dependent Variables Are Not Fullyl Synchronized.等候的浪费等候的浪费 Waste of Waiting定义定义 DefinitionDefinition:当两个相关的变量当两个相关的变量 不完全不完全同步时产生的停顿时间。同步时产生的停顿时间。特点特点 Characteristics Characteristics:人员等候机器人员等候机器 Person Waiting for MachinePerson Waiting for Machin

23、e 机器等候人员机器等候人员 Machine Waiting for the Machine Waiting for the PersonPerson 一个人等候另一个人一个人等候另一个人 One Person Waiting for Another PersonOne Person Waiting for Another Person 不平衡的操作（工作）不平衡的操作（工作）Unbalanced Operations(Work)Unbalanced Operations(Work)计划外停机计划外停机 Unplanned Equipment DowntimeUnplanned Equipme

24、nt Downtime 原因原因 CausesCauses:不一致的工作方法不一致的工作方法 Inconsistent Work Inconsistent Work MethodsMethods 机器设置时间长机器设置时间长 Long Machine Change Over TimesLong Machine Change Over Times 人员人员/机器效率不高机器效率不高 Poor Man/Machine EffectivenessPoor Man/Machine Effectiveness 缺乏合适的机器缺乏合适的机器 Lack of Proper MachinesLack of P

25、roper Machines 缺乏设备资源缺乏设备资源 Lack of Equipment ResourcesLack of Equipment Resources.l Any supply in excess of process requ-l irements necessary to produce goods.库存的浪费库存的浪费 Waste of Stocks定义定义 Definition Definition:任何超过生产产品过程所需任何超过生产产品过程所需要的供应。要的供应。特点特点 CharacteristicsCharacteristics:在进货仓库中占据额外的空间在进货仓

26、库中占据额外的空间 Extra Space on Receiving DockExtra Space on Receiving Dock 物流停滞物流停滞 Stagnated Material FlowStagnated Material Flow 当出现问题时，不得不进行大规模的返工当出现问题时，不得不进行大规模的返工 Massive Rework Campaigns When Problems SurfaceMassive Rework Campaigns When Problems Surface 要求更多的材料处理资源要求更多的材料处理资源(人力、设备、货人力、设备、货 架、仓库、空间

27、架、仓库、空间/系统系统)Requires Additional Material Handling Requires Additional Material Handling Resources(People,Equipment,Racks,Storage,Resources(People,Equipment,Racks,Storage,Space/Systems)Space/Systems)对客户要求的改变反应迟缓对客户要求的改变反应迟缓 Slow Response to Changes in Customer Demands Slow Response to Changes in Cus

28、tomer Demands 原因原因 Causes Causes:过程能力低下过程能力低下 Incapable ProcessesIncapable Processes 更换品种时间长更换品种时间长 Long Change Over TimesLong Change Over Times 管理决策不当管理决策不当 Management DecisionsManagement Decisions 局部最优化局部最优化 Local OptimizationLocal Optimization 不准确的预测系统不准确的预测系统 Inaccurate Forecasting Inaccurate Fo

29、recasting SystemsSystems.lEffort which adds no value to a product orl service.Enhancements which are transp-larent to the customers,or work whichlcould be combined with another process.加工过程的浪费加工过程的浪费 Waste of Useless Operation 定义定义 DEFINITIONDEFINITION:对产品或服务附加的无效的工作对产品或服务附加的无效的工作,或可以结合在另一过程的工作或可以结合

30、在另一过程的工作.特点特点 Characteristics Characteristics:工作过程出现瓶颈工作过程出现瓶颈 Process BottlenecksProcess Bottlenecks缺乏边界样品或明晰的客户规格要求缺乏边界样品或明晰的客户规格要求 Lack of Boundary Samples or Clear Customer Lack of Boundary Samples or Clear Customer SpecificationsSpecifications 没完没了的修饰没完没了的修饰 Endless RefinementEndless Refinement

31、 过多的批准程序过多的批准程序 Redundant ApprovalsRedundant Approvals 额外的复印件额外的复印件/过多的信息过多的信息 Extra Copies/Excessive InformationExtra Copies/Excessive Information 原原因因 CausesCauses:工艺过程没有随着工程的更改而改变工艺过程没有随着工程的更改而改变 Engineering Changes Without ProcessChanges Engineering Changes Without ProcessChanges 在其他工艺过程中使用了新技术在

32、其他工艺过程中使用了新技术 New Technology Used in Other ProcessesNew Technology Used in Other Processes 在不适当的层次上制定的决策在不适当的层次上制定的决策 Decision Making at Inappropriate LevelsDecision Making at Inappropriate Levels 无效的政策和程序无效的政策和程序 Ineffective Policies and ProceduresIneffective Policies and Procedures 对客户的有关要求缺乏了解对客户

33、的有关要求缺乏了解 Lack of Customer Input Concerning RequirementsLack of Customer Input Concerning Requirements.分小组练习：20分钟在生产现场找出七种形式的浪费并进行总结20min Exercise of 7 types of waste练习练习 Exercise.Faurecia Excellence System School 佛吉亚卓越体系学校PSE生产系统有效性2006PSE Trainer-version 3.1 October 2004.What is Production System

34、Efficiency?什么是生产系统有效性？什么是生产系统有效性？Quality improvement 质量改进质量改进Manpower efficiency 提高人员效率提高人员效率Machine and equipment efficiency 提高机器和设备效率提高机器和设备效率Reduction of lead time 降低产品的周期时间降低产品的周期时间.Principles 原则原则Elimination of waste 消除浪费消除浪费Kanban Pull System 看板拉动系统看板拉动系统Takt Time production 节拍时间生产节拍时间生产Levell

35、ing 均衡生产均衡生产Flexibility 灵活性灵活性Kaizen 持续改进持续改进Standardized work 标准化操作标准化操作Auto quality 自动质量控制自动质量控制QSE质量系统有效性质量系统有效性PSE 生产系统有效性生产系统有效性.The customer demand（客户需要）I propose我的提议OVERQUALITY超品质超品质NONQUALITY没有品质没有品质QUALITY合适品质Customer Demand 客户的需求.Manpower efficiency:HOSHIN 人员效率：奥深人员效率：奥深l Target 目标目标Elimin

36、ation of waste=replace move to work 消除浪费消除浪费=把移动转化为工作把移动转化为工作l Indicator:pph 数据：人均小时产量数据：人均小时产量USELESS非增值的USEFULL增值的WORK工作WORK工作Less operator when volume is constant 当产量不变时需减少操作工当产量不变时需减少操作工.Manpower efficiency:HOSHIN 人员效率：奥深人员效率：奥深l7 wastes 七种形式的浪费七种形式的浪费MOVE移动移动WAITING 等待等待SCRAPS废品USELESS OPERATIO

37、NS无用的操作无用的操作TRANSPORTATION 运输运输STOCKS 库存库存OVER PRODUCTION 过度生产过度生产.Chaos situation混乱的状态You can see where the problem is你们可以看到问题在哪？What should we do?怎么办？Without Standardisation非标准化操作非标准化操作With Standardisation标准化操作标准化操作.Standardized Work 标准化操作标准化操作.Standardized Work 标准化操作标准化操作/PRODUCT REFERENCE NUMBER

38、:WORKSTATION ANALYZED BY:TAKT TIME:QualityVolume:DATE:ProductionMethods STANDARDIZED WORK COMBINATION TABLETIMEOPERATION TIMEWALKAUTOMANUOPERATION NAMEN4560152335324Functional inspection3310Position part for inspection3WeldWelding inspection23Pick waiting part2Position part1515Place part in cart9Pic

39、k welded part27Pick inspected part2Surface inspection56835033425255510403020CT=51sTT=61sFAU-F-PSE-007/1.ELEMENT Standardized Work 标准化操作标准化操作LEVEL 5 All the operator MOD,MOI have a detailed definition of their working cycle.These documents are signed by the managers in charge of their application.Wor

40、k definitionLEVEL 1,2,3,4Improvement of Standardized WorkThe systematic observation of the working cycle is a base for improvement.The improvement of operators work cycle is a key objective given to GAP Leaders and Supervisors.Standardized work AuditGap Leader daily check each workstation.%of fulfil

41、lment of standardized work is monitored daily at plant level.Audit is used as an opportunity to identify improvement ideas.Adherence to Standardized Work The stabilization of operators work cycle is a key objective given to GAP Leaders,Supervisors and UAP managers.The standardized Work is use as bas

42、e to the assessment of the good operators training.Cycle time diagram 周期时间图表周期时间图表 Eliminate cycle time fluctuation 消除周期时间的波动消除周期时间的波动 Challenge cycle time with Takt Time 用节拍时间挑战周期用节拍时间挑战周期时间时间WC=203WC=203.HSE 安全健康环境安全健康环境lStandardized worked 标准化操作标准化操作Elimination of risks 消除风险消除风险lReduction of move

43、s 减少移动减少移动Makes parts access easier 简单的制做零件简单的制做零件lErgonomics conditions should be better after HOSHIN workshop 奥深研讨会后人机工程应该越来越好奥深研讨会后人机工程应该越来越好.lKaizen-Equipment l3.Kaizen-Flow&Processl2.Standardizationl1.Observation通过识别和消除通过识别和消除:浪费浪费波动波动不合理的实践不合理的实践然后进入永无止境的改进5 个步骤 的循环周期成为一个精益,灵活的企业基本概念基本概念:实施最佳的

44、可能实施最佳的可能,三要素的三要素的 精益结合精益结合:注重于注重于 3Ss(SSStip):Kaizen-Layout 改善布局改善布局 Kaizen-Equipment 改善设备改善设备 Kaizen-Flow&Process 改善工序改善工序 Standardization 标准化标准化Observation 观察观察.What should we consider when levelling production?均衡生产我们需要考虑什么？均衡生产我们需要考虑什么？The levelling of volume 均衡产量均衡产量The levelling of mix 均衡混线均衡混

45、线/流生流生产产.ZOOMLeveled P.I.C均衡工厂工业生均衡工厂工业生产和销售计划产和销售计划JanuaryFebruaryMarchAprilMayJuneP.D.P.主生产主生产计划计划 W3 W5W1 W2 W4P.I.C.工厂工业生产和销售计划工厂工业生产和销售计划.We freeze production level and thus Takt Time 我们通过节拍时间确定生产均衡我们通过节拍时间确定生产均衡ABCABCABCABCABCMTu WFThAAAAABBBBBCCCCCMTuWFThProgramme Directeur de Production(P.D.

46、P.)主生产主生产计划计划.MTuWFTh1 2 31 2 31 2 31 2 31 2 3AAAAABBBBBCCCCCWe freeze production leveland thus Takt TimeProgramme Directeur de Production(P.D.P.)主生产主生产计划计划.ACTUALNORMALBATCH 实际常规批量实际常规批量SUPPLIER FAB SUB-ASSY ASSY FINISHED CUSTOMER GOODS DEMAND&INVENTORY 需求和库存需求和库存ABCNormal Variation Without Finishe

47、d Goods Buffers 没有成品缓冲的常态波动没有成品缓冲的常态波动 Level Scheduling 均衡生产均衡生产.Level Scheduling 均衡生产均衡生产SUPPLIER FAB SUB-ASSY ASSY FINISHED CUSTOMER GOODSACTUALSMALLLOT实际的小批量实际的小批量DEMAND&INVENTORY需求和库存需求和库存Finished GoodsBuffer成品缓冲ABCNormal Variation With Finished Goods Buffers有成品缓冲的常态波动有成品缓冲的常态波动.Principles 原则原则E

48、limination of waste 消除浪费消除浪费Kanban Pull System 看板拉动系统看板拉动系统Takt Time production 节拍生产节拍生产Kaizen 改进改进Levelling 均衡生产均衡生产Flexibility 灵活性灵活性Standardized work 标准化操作标准化操作Auto Quality 自动质量自动质量.Flexibility 灵活性灵活性Tool change time 换模时间换模时间SMED 快速换模快速换模.lTo reduce WIP+surface+handling+CAPEX 减少WIP+面积+处理+投资lKey c

49、ondition for high TRS 高TRS的关键因素lKey condition for levelling 均衡的关键因素lTo reduce lead time 减少周期时间Flexibility:Why?灵活性：为什么？灵活性：为什么？.Target:Tool change time 10 mnBatch size 2h目标：换模时间批量Tool change ProductionADCBATool changeProductionTool changeProductionChange overProductionTool changeProductionProduce all

50、 high runners each day 每天生产所有高产量的零件每天生产所有高产量的零件BATool change ProductionTool changeProductionProduction Batch size reduction 减少生产批量减少生产批量 each shift 每班每班.Effect of Batch reduction on Inventories 批次减少对库存的影响批次减少对库存的影响BEFORE SMED 快速换模前tQABCABCProduction生产QtABCABCABCABCABCABCtQQtStock of AA产品库存AFTER SMED