精益生產(chǎn)價值流圖

1、Lean Manufacturing Value Stream Mapping.What is Lean?Lean is a that focuses on: Creating value for the Customer Eliminating Waste Continuous incremental improvementThinking Process .What is a Value Stream?“All of the actions, value or non value added that are required to bring a product from concept

2、 to launch or from raw material order to delivery. . . From “Lean Lexicon.Order Fulfillment Value StreamIdeally, wed want the materials, information and cashto flow smoothly (without interruption) and as quickly as possible through this stream.SalesOrderReceiptRMOrder &ReceiptManufacturingPackagingD

3、istributionDelivery/Service.Lean ElementsValue Stream = Value Providing ProcessesPullPerfectionFlowValue.Value“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

4、 suppliers.Customer.FlowIdeal flow = 1 piece at a timeRate determined by customer demand - Takt time Work balanced for each person or machineTravel distance for materials & people minimizedStandard Work utilizedFlow what you can Pull what you cantRequires that all steps in the process be:Capable = R

5、ight every timeAvailable = Always able to runAdequate = Capacity to avoid bottlenecks.Phases of Lean JourneyPhase 1-Identify/Map Value StreamsPhase 2-Prioritize opportunitiesPhase 3-Utilize Lean tools to eliminate wastePhase 4-Control the flow Phase 5-Lean metricsPhase 6-Re-evaluate Value Streams an

6、d begin again.It All starts with Waste IdentificationIdentify all forms of Waste throughout our entire Value Stream before:Reducing the waste or Eliminating the wasteThis will enable us to prioritize our efforts and focus on the high potential events first.8 WastesOverproductionInventoryWaitingTrans

7、portingUnnecessary processingUnnecessary motionDefectsUnder utilization of people.Over-ProductionProducing more than what the customer really wants.Ways to Overcome:Reduce setup timesSynchronize time and amount of processesCreate compact layouts and visibility.InventoryExcess inventory requires hand

8、ling, 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 inventory.WaitingWaiting for upstream processes due to poor layout, unbalanced work

9、load or equipment downtime.Ways to Overcome:Synchronize work flowBalance uneven loads by flexible workers and equipmentImplement preventive maintenance to eliminate machine down-time.TransportationTransportation adds No value to the product. Rather than improve the transportation:Reduce itEliminate

10、it.Ways to Overcome:Establish layout and locations which reduces or eliminates transportation.Unnecessary ProcessingSame data entered into 3 different information systems. (SAP, Access, Excel)All unnecessary, or Non- Value Added, processing steps should be eliminatedWays to Overcome:Question if proc

11、ess is necessary at allSimplifyUse Standard WorkReduce Handoffs/approvals.Unnecessary MotionMotion of people, machines, and products is waste. Ways to Overcome:Study motion and eliminate or reduce motion through improved layouts.Cellular ManufacturingRethink material storageJob/Task Combinations.Def

12、ects (Correction) Making defective product is pure (muda) waste. Focus on preventing defectsNot finding and repairing defectsWays to Overcome:Mistake-proof to prevent defectsNever Pass defectsStandard Work.Waste of Underutilizing PeopleThe eighth waste is not fully utilizing the time and talents of

13、people.Who are the “real experts ? and what do they know?.Purpose of Value Stream MappingThe purpose of the value stream 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.Basic

14、 Current State MAPPING TIPS 1 Cross-functional Team completes the map Start at the customer end Walk the actual pathways of both material and information flow. Draw by hand in pencil.Value Stream Mapping IconsProcess Icons.Value Stream Mapping IconsInformation Flow Icons.Production Lead Time =23.5 d

15、aysValue Added Time = 184 SecondsFrom Learning to See by Mike Rother and John ShookCurrent State Map.Future State QuestionsHow do we focus on the Lead time?Understand the takt timeWhat area in the process triggers production?Will we build to shipping or to a supermarket?Where can we use continuous f

16、low?What items or Events require Process MapsHow do we simplify Where do we reduce travel & redundancy?What process improvements can we do? . Use the list of future state questionsHave your cross-functional group brainstormUtilize “outside folks and yourself to question everythingYou can sketch futu

17、re state 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 pr

18、oduct and 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.From Learning to See by Mike Rother and John ShookFuture State Value Stream MapProduction

19、 Lead time = 4.5 Days Value Added Time = 166 seconds.Benefits 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 for implementationMore useful than quantitative toolsTies together Lean c