《創(chuàng)建連續(xù)流》教學(xué)課件

1、創(chuàng)建連續(xù)流第1頁(yè)，共72頁(yè)。1Making Continuous flow第2頁(yè)，共72頁(yè)。2諾加萊斯Lambda 公司單元錄像觀看錄像:記錄下你喜歡的東西.記錄下你不喜歡的東西第3頁(yè)，共72頁(yè)。3Nogales Lambda cell videoLook at the video: Make a note of the things you like.Make a note of the things you dislike第4頁(yè)，共72頁(yè)。4連續(xù)流原則單件流根據(jù) “客戶”需求進(jìn)行生產(chǎn)在源頭抓質(zhì)量&停止流程(自主管理)專用設(shè)備，無(wú)需安裝柔性生產(chǎn)能力以滿足不斷變化的需求“標(biāo)準(zhǔn)”在制品使人員和產(chǎn)

2、品的移動(dòng)最小化低庫(kù)存水平(原物料，在制品和成品)通過(guò)與供應(yīng)商相聯(lián)接的看板系統(tǒng)進(jìn)行應(yīng)用現(xiàn)場(chǎng)的庫(kù)存控制對(duì)所有過(guò)程實(shí)施可視化控制卓越的全面生產(chǎn)力保養(yǎng)（TPM）和新五常法（New5S）現(xiàn)場(chǎng)管理第5頁(yè)，共72頁(yè)。5Continuous flow principles.One-piece FlowManufacturing based upon “customer” demandQuality at source & stop the process (Jidoka).Dedicated equipment with no setupFlexible capacity for changing deman

3、d.“Standard” work-in-processMinimize movement of the person and product.Low inventory levels ( Raw material, WIP and finished goods)Point of use inventory control with Kanban linking suppliersVisual controls for all processesExcellent TPM and 5S第6頁(yè)，共72頁(yè)。6動(dòng)作分析浪費(fèi)增值操作動(dòng)作偶然操作舉例等待走動(dòng)去取零件運(yùn)輸時(shí)間舉例檢查移動(dòng)工具使用夾具和旋轉(zhuǎn)

4、設(shè)備舉例打孔用螺栓將零件擰到一起第7頁(yè)，共72頁(yè)。7Analysis of motionWasteValueAddingWorkMotionIncidental WorkExamplesWaiting Walking to get partsTransportation timeExamplesInspectionMoving toolsUsing fixtures and gigsExamplesPunchingBolting parts together第8頁(yè)，共72頁(yè)。8動(dòng)作元素分析只有3個(gè)動(dòng)作元素是增值動(dòng)作,是哪3個(gè)?裝配，拆卸，使用第9頁(yè)，共72頁(yè)。9Analysis of moti

5、on elementsOnly 3 elements add value, which Ones?Assemble, Disassemble and Use第10頁(yè)，共72頁(yè)。10實(shí)現(xiàn)動(dòng)作經(jīng)濟(jì)性的貼士移動(dòng)身體的幅度盡量要小 對(duì)于輕量的工作,移動(dòng)手和手臂,而不是上臂和肩膀 避免方向的改變, 確保動(dòng)作順暢無(wú)阻 避免使得人身體重心位置改變的不自然的姿勢(shì)形成有節(jié)奏的操作順序.盡量避免需要高度集中注意力的情況 盡可能避免持續(xù)拿著物料或工具第11頁(yè)，共72頁(yè)。11Tips for economy of movement. Move the body as little as possible. For l

6、ight work move hands and wrists rather than upper arms and shoulders. Avoid changes in direction and make movement unrestricted. Avoid un-natural positions where the persons centre of gravity is shifted Establish a sequence of operations which produces a rhythm. Minimise need to maintain concentrati

7、on at high levels. Avoid holding materials and tools where practical.第12頁(yè)，共72頁(yè)。12單元生產(chǎn)布局貼士 將機(jī)器放在靠近工位的地方,從而減少行走距離 操作人員操作區(qū)域和行走通道應(yīng)確保動(dòng)作的順暢無(wú)阻生產(chǎn)單元的寬度應(yīng)該保持在大約1.5米 杜絕存貨可能堆積的場(chǎng)地和工作面 將第一道流程和最后一道流程緊靠一起 確保工作面和庫(kù)存點(diǎn)維持固定高度 所有的物料都要水平傳送 利用重力來(lái)協(xié)助搬運(yùn)物料第13頁(yè)，共72頁(yè)。13Tips for cell layout Place machines and work stations close t

8、ogether to reduce walking distance. The operator working area and walking path should be free from barriers to movement The width of the cell should be kept to around 1.5m width. Eliminate spaces and surfaces where inventory can accumulate Put the start and finish processes close together. Keep a co

9、nstant height for work surfaces and inventory points Keep all material transfers horizontal. Use gravity to assist movement of materials第14頁(yè)，共72頁(yè)。14單元生產(chǎn)布局貼士(續(xù)). 將所有的工具都擺放在靠近操作點(diǎn)的位置,并使用有伸縮性的低垂軟管 使用無(wú)需安裝的專用工具. 如果可能,將兩個(gè)以上的工具組合在一起 布局要有彈性,以便將來(lái)調(diào)整在工位上使用滾動(dòng)裝置 設(shè)計(jì)良好的工效學(xué)及新五常法現(xiàn)場(chǎng)管理，包括足夠的照明 將品質(zhì)內(nèi)化到每個(gè)步驟的流程中,采取防錯(cuò)法 消除起重

10、設(shè)備的使用第15頁(yè)，共72頁(yè)。15Tips for cell layout (continued). Keep all tools close to the operation and use flexible hose drops. Use dedicated tools to avoid setup. Where possible combine two or more tools together Make the layout flexible so changes can be made in future Use rollers on work stations. Design g

11、ood ergonomics and good New 5S including lighting. Build quality into the process at each step. Mistake Proofing. Eliminate use of cranes.第16頁(yè)，共72頁(yè)。16機(jī)器貼士 單項(xiàng)任務(wù)使用專用的小型設(shè)備，不要使用多功能設(shè)備 在操作人員需要使用雙手操作的地方引進(jìn)自動(dòng)彈出機(jī)構(gòu)（彎曲機(jī)） 機(jī)器加工應(yīng)按單件流方式（一個(gè)合約流動(dòng)） 使用探測(cè)器來(lái)檢查異常情況 以可維護(hù)性為宗旨進(jìn)行設(shè)計(jì) 定拍機(jī)器流程加上安裝的時(shí)間要少于一個(gè)節(jié)拍時(shí)間周期 消除安裝時(shí)間第17頁(yè)，共72頁(yè)。17Ti

12、ps for machines Use dedicated and small equipment for single task rather than multi task equipment. Introduce auto-eject mechanisms where operators need to use both hands (Bending machines) Machines should process one piece flow (One Contract flow) Incorporate sensors to check for abnormal condition

13、s Design in maintainability Pace maker machine processes with setup less than one Takt time cycle Eliminate setup time第18頁(yè)，共72頁(yè)。18物料管理貼士不要關(guān)注安排車間生產(chǎn)進(jìn)度的物料需求規(guī)劃(MRP) 將零件擺放在最靠近應(yīng)用現(xiàn)場(chǎng)的地方,但是不要阻塞操作人員的行走通道 將需更換的各種配件放在操作人員的附近以減少轉(zhuǎn)換時(shí)間 切勿在中斷操作人員的工作周期的情況下補(bǔ)充零件 在應(yīng)用現(xiàn)場(chǎng)擺放的存貨不得超過(guò)2小時(shí)用量 通過(guò) “水蜘蛛”/物料輸送系統(tǒng)來(lái)實(shí)現(xiàn) “單合約流”使用看板系統(tǒng)來(lái)聯(lián)接供應(yīng)鏈

14、 容器的尺寸要便于操作人員操作或單位生產(chǎn)時(shí)間的生產(chǎn)量第19頁(yè)，共72頁(yè)。19Tips for materials management Switch off MRP for scheduling the shop floor. Place parts close as possible to point of use but not in the walking path of the operator. Keep all variation of parts close to the operator to eliminate changeover time. Never interrupt

15、 the operator work cycle to replenish parts. Keep no more than 2 hours inventory at point of use Make One Contract Flow with use of Waterspider / material handler Use Kanban to link supply chain Size containers for the convenience of operators or pitch quantity.第20頁(yè)，共72頁(yè)。20當(dāng)前狀態(tài)20m16m沖孔機(jī)彎曲機(jī)2天裝貨出10天原材

16、料通道 3天裝配站1點(diǎn)焊機(jī)裝配站2 3 天 1 天 2 天 3 天 無(wú)連續(xù)流訂貨至交貨的時(shí)間按天/周計(jì)算 無(wú)人員流 未按照節(jié)拍時(shí)間生產(chǎn)過(guò)多的操作人員小時(shí)節(jié)拍時(shí)間第21頁(yè)，共72頁(yè)。21Current State20m16mPunchingMachineaBending Machine2 DaysLoadOut10 daysRaw MaterialAisle way 3 DaysAssembly station 1Spot-WeldmachineAssemblyStation 2 3 Days 1 Day 2 Days 3 Days No continuous flow Lead time is

17、 days / weeks No people flow Not working to Takt timeToo many operatorsHoursTakt time第22頁(yè)，共72頁(yè)。22未來(lái)狀態(tài)沖孔機(jī)裝貨出彎曲機(jī)裝配站 1點(diǎn)焊機(jī)裝配站2小時(shí)節(jié)拍時(shí)間 通過(guò)減少準(zhǔn)備時(shí)間來(lái)實(shí)現(xiàn)單件流 訂貨至交貨現(xiàn)在按分或小時(shí)來(lái)計(jì)算 沒(méi)有場(chǎng)地可以累積存貨 減少操作人員的動(dòng)作 產(chǎn)出等于節(jié)拍時(shí)間 操作人員將各流程組合 減少了2個(gè)操作人員（生產(chǎn)效率提高了40%） 周期時(shí)間縮短了5% 包裝融入裝配2（準(zhǔn)備發(fā)貨）中1 件1 件1 件2 天1 件10m6m第23頁(yè)，共72頁(yè)。23Future StatePunchingM

18、achineLoadOutBending MachineAssembly station 1Spot-WeldmachineAssemblyStation 2HoursTakt time One piece Flow by setup reduction. Lead time now minutes / hours. No space for inventory to accumulate Limited movement of operator. Output equals takt time operators combine processes 2 less operators (40%

19、 productivity increase) 5% reduction of cycle time Packing integrated into Assembly 2 (ready for shipping)1 piece1 piece1 piece2 days1 piece10m6m第24頁(yè)，共72頁(yè)。24單合約流.操作臺(tái)有輪子!將所有動(dòng)作減到最少。所有的工具和零件都放在手邊控制節(jié)拍時(shí)間從而對(duì)照目標(biāo)檢查進(jìn)度情況單件流第25頁(yè)，共72頁(yè)。25One Contract flow. The workstation has wheels!Minimise all movement. All to

20、ols and parts are at point of use.Takt time control to check progress against target.One Piece Flow第26頁(yè)，共72頁(yè)。26123456流程手推車超市123456看板系統(tǒng)和水蜘蛛的概念第27頁(yè)，共72頁(yè)。27123456ProcessCartSupermarket123456Concept of Kanban and Waterspider第28頁(yè)，共72頁(yè)。28流動(dòng)式料架往返操作人員，水蜘蛛和重力送給的物料之間的相互作用零件零件零件零件零件空箱空箱零件零件物料進(jìn)入內(nèi)部單元操作臺(tái)重力送料空箱運(yùn)出水

21、蜘蛛?yún)^(qū)域操作人員工作區(qū)產(chǎn)品的流動(dòng)第29頁(yè)，共72頁(yè)。29Flow rack with returnThe interaction of the operator, the water-spider and gravity fed materials.PartsPartsPartsPartsPartsemptyemptyPartsPartsMaterialsInInside CellWork stationGravity FeedEmpty boxes outWater Spider areaOperator working areaFlow of product第30頁(yè)，共72頁(yè)。30“水蜘蛛

22、”或物料輸送系統(tǒng)水蜘蛛專用通道從后面供料第31頁(yè)，共72頁(yè)。31The Water spider or Material handlerEnsured aisle for Water spidersPart Supply from the back第32頁(yè)，共72頁(yè)。32看板系統(tǒng)對(duì)于標(biāo)準(zhǔn)零件，使用 “雙倉(cāng)法”進(jìn)行補(bǔ)料。第33頁(yè)，共72頁(yè)。33KanbanWith Standard parts the two bin method is used for replenishment.第34頁(yè)，共72頁(yè)。34零件的單合約包第35頁(yè)，共72頁(yè)。35One Contract Kit of parts.

23、第36頁(yè)，共72頁(yè)。36可視化控制在工作區(qū)對(duì)面放置可視化指示，提供安全和品質(zhì)信息。第37頁(yè)，共72頁(yè)。37Visual ControlsVisual instruction opposite working area for safety and quality information.第38頁(yè)，共72頁(yè)。38看板系統(tǒng)將我們的供應(yīng)基地與連續(xù)流流程相聯(lián)系諾加萊斯案例分析第39頁(yè)，共72頁(yè)。39KanbanLinking our supply base with our continuous flow processesNogales Case study第40頁(yè)，共72頁(yè)。40愿景無(wú)庫(kù)房存放零件

24、或成品取消接收入庫(kù)檢驗(yàn)功能,在供應(yīng)商處完成該項(xiàng)工作物料由供應(yīng)商存放在距工廠3英里的當(dāng)?shù)貍}(cāng)庫(kù)供應(yīng)商將物料 “適時(shí)的”送到生產(chǎn)單元的應(yīng)用現(xiàn)場(chǎng)(操作臺(tái))當(dāng)物料送到生產(chǎn)單元后,物料的所有權(quán)交給生產(chǎn)單元收到物料后開(kāi)出收料憑證物料按生產(chǎn)計(jì)劃依次送達(dá)生產(chǎn)單元.在需要的時(shí)間、場(chǎng)所得到我們需要的物料第41頁(yè)，共72頁(yè)。41The VisionNo storerooms for Parts or Finished Goods.Eliminate Receiving Inspection Functions, do it at the supplierMaterial stocked by Supplier in

25、local warehouse within 3 miles of the plant.Supplier delivers the material to the production cells in “Just in Time” to Point Of Use ( Workstation).Ownership of the material will change hands as material is delivered to the cell.Material vouchered upon receivedMaterial is delivered sequenced to Prod

26、uction Schedule.What we need, When we need it, To where we need it第42頁(yè)，共72頁(yè)。42供應(yīng)商網(wǎng)絡(luò)往美國(guó)CONCISEAVNET (IPS)CIMSAGABINETES (G&L)SUBMEXTUC.CONT.SAMSONSTENCILOTIS HRSGRANDALLPHASEINSILCOSIGNALDRAKAAFIHI-TECHDESERT DECALDMCOTIS NOGALES I第43頁(yè)，共72頁(yè)。43Supplier NetworkTO U.S.ACONCISEAVNET (IPS)CIMSAGABINETES (

27、G&L)SUBMEXTUC.CONT.SAMSONSTENCILOTIS HRSGRANDALLPHASEINSILCOSIGNALDRAKAAFIHI-TECHDESERT DECALDMCOTIS NOGALES I第44頁(yè)，共72頁(yè)。44Cimsa 倉(cāng)庫(kù)布局向生產(chǎn)線送料的專用貨車( 液壓，牽引 & Mod )按照供應(yīng)商和生產(chǎn)單元分類擺放的物料第45頁(yè)，共72頁(yè)。45Cimsa Warehouse Arrangement Dedicated Trucks to ProductLines ( Hydro, Traction & Mod )Material located by Supplie

28、r & Cells第46頁(yè)，共72頁(yè)。46工位識(shí)別產(chǎn)品操作臺(tái)編號(hào)地址物料清單操作臺(tái)第47頁(yè)，共72頁(yè)。47Workstation IdentificationProduct-Workstation Number-AddressMaterial ListWorkstationWorkstation第48頁(yè)，共72頁(yè)。48儲(chǔ)料盒識(shí)別前面后面第49頁(yè)，共72頁(yè)。49Bin Box identificationFrontRear 第50頁(yè)，共72頁(yè)。50步驟2由第三方人員收集空盒雙倉(cāng)法補(bǔ)料工序 步驟6 由第三方人員 將滿盒放回操作臺(tái)步驟5 在收到后掃描進(jìn)入的滿盒步驟4 掃描倉(cāng)庫(kù)的滿盒步驟1補(bǔ)料信號(hào)(

29、空盒倒放 )步驟3掃描出去的空盒第51頁(yè)，共72頁(yè)。51Step No. 2Empty Bins Collectedby Third Party PersonnelTwo Bin Replenishment ProcessStep No. 6-Return Full Bin to Workstation by Third Party PersonnelStep No. 5 Scan Inbound Full Bin After ReceivedStep No. 4 Scan Warehouse Full BinsStep No. 1Replenishment Signal( Bin Empty

30、 Up-Side Down )Step No. 3Scan Outbound Empty Bin第52頁(yè)，共72頁(yè)。52專用容器第53頁(yè)，共72頁(yè)。53Dedicated Containers第54頁(yè)，共72頁(yè)。54可視化工廠績(jī)效將每年從供應(yīng)商進(jìn)貨的66%融入可視化工廠流程中20 個(gè)供應(yīng)商80% 的零件編號(hào)每個(gè)月8000次物料運(yùn)送交易補(bǔ)料周期時(shí)間-95%少于24小時(shí)第55頁(yè)，共72頁(yè)。55Visual Factory Performance66% of annual buy from suppliers integrated in Visual factory process.20 Suppl

31、iers80% of the part numbers8,000 material move transactions per month.Replenishment cycle time- 95% less than 24 hours.第56頁(yè)，共72頁(yè)。56分配工作在保持柔性生產(chǎn)能力的同時(shí)使生產(chǎn)效率最優(yōu)化的方法第57頁(yè)，共72頁(yè)。57Distributing the workAn approach to optimise productivity while keeping a flexible capacity.第58頁(yè)，共72頁(yè)。58分配工作要達(dá)到節(jié)拍時(shí)間需要多少操作人員?總周期時(shí)間節(jié)拍時(shí)間=操作人員人數(shù)如果答案是以下各項(xiàng)，你該怎么做?2.2 或2.5 或2.9 第59頁(yè)，共72頁(yè)。59Distributing the work.How many operators are needed to meet the Takt time ?Total cycle timeTakt time=Number of operatorsWhat do you do if the answer is;2.2 or2.5 or2.9 第60頁(yè)，共72頁(yè)。60分配工作: 傳統(tǒng)方法與精益方法節(jié)拍時(shí)間節(jié)拍時(shí)間平衡生產(chǎn)線.精益方式和第61頁(yè)，共72頁(yè)。61Distribution Tra