精益生產(chǎn)基礎(chǔ)知識培訓(xùn)課件

精益生產(chǎn)基礎(chǔ)知識培訓(xùn)課件概述&LeanmanufacturingisagenericprocessmanagementphilosophyderivedmostlyfromtheToyotaProductionsystem(TPS)butalsofromothersources.Itisrenownedforitsfocusonreductionof'sevenwastes'inordertoimproveoverallcustomervalue.1精益制造是普遍的流程管理哲學(xué),起源于豐田生產(chǎn)系統(tǒng)。聞名于其關(guān)注消除七大浪費(fèi)以提高總的客戶價(jià)值。Toyota'sachievementmade"Lean"ahottopicinmanagementscienceinthefirstdecadeofthe21stcentury.

豐田的成就使“精益”成為21世紀(jì)初期管理學(xué)界的熱門話題LeanManufacturingcanbedefinedas: "Asystematicapproachtoidentifyingandeliminatingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepullofthecustomerinpursuitofperfection."

精益制造可以定義為：“識別并消除浪費(fèi)（無價(jià)值活動(dòng)）的系統(tǒng)方法，致力于通過客戶拉動(dòng)的產(chǎn)品生產(chǎn)流程化持續(xù)改進(jìn)，追求完美3精益生產(chǎn)屋增加價(jià)值，消除浪費(fèi)Stop@Abnormality異常停線Takttimeproduction節(jié)拍時(shí)間生產(chǎn)Pullproduction拉動(dòng)式生產(chǎn)Autonomation自動(dòng)化LevelLoading負(fù)荷均衡化VSM價(jià)值流程圖,5S,Supermarket超市SinglePieceFlow單件流準(zhǔn)時(shí)生產(chǎn)自動(dòng)化均衡生產(chǎn)Sequencing順序生產(chǎn)精益

企業(yè)LevelLoading均衡投入 Sequencing順序生產(chǎn)Heijunka均衡化生產(chǎn)HeijunkaisaForcingFunction均衡化生產(chǎn)是強(qiáng)制作用CustomerDemand客戶需求LeveledProduction均衡生產(chǎn)

HowCanaShopResourceThis?生產(chǎn)車間怎樣規(guī)劃HowCantheSupplyChainCope?供應(yīng)鏈怎樣應(yīng)付WhatiftheSupplyChainisGlobal?如果是全球供應(yīng)鏈又怎樣HeijunkaHeijunka均衡化生產(chǎn)ProductionControl產(chǎn)量控制PacemakerSetsthePaceforUpstreamProcesses節(jié)拍器設(shè)置在上游制程

SingleSchedulingPoint單個(gè)計(jì)劃控制點(diǎn)DownStreamProcessesOccurasaFlow下游流程化Moreleveledproduction更多均衡化生產(chǎn)Pacemaker節(jié)拍控制點(diǎn)FinishedGoodsSupermarket成品超市CustomerDemand客戶需求Customer客戶KanbanPost看板位Withdrawal(Pull)拉動(dòng)Withdrawal(Pull)拉動(dòng)Heijunka均衡化生產(chǎn)均衡投入指引Purpose:目的

Toprovideguidelinesfordevelopingthemethodandtoolsforlevel-loading(orlevel-scheduling)theshopfloor.

提供均衡投入（均衡計(jì)劃）生產(chǎn)的方法和工具的指引KeyElementsofLevel-scheduling均衡計(jì)劃的主要基礎(chǔ)Productionunitsarestratifiedaccordingtoplannedsalesvolume產(chǎn)品分類按計(jì)劃銷售量TheproductionsequencecombinesBuildToOrder(BTO)andCustomerForecast生產(chǎn)順序結(jié)合按訂單生產(chǎn)和客戶預(yù)測SequenceisdesignedtoachievethecombinedTAKTtimeforallitems生產(chǎn)順序結(jié)合了各個(gè)項(xiàng)目的節(jié)拍時(shí)間EliminatingproductionratevarianceisrequiredtoachieveTAKTtime消除生產(chǎn)率差異是達(dá)到節(jié)拍時(shí)間的要求BuildonlyhighvolumeproductstoFGsupermarketbasedonbusinessmodel根據(jù)生意模式建立大批量產(chǎn)品的成品超市Lowervolumeitemsareonlysequencedwithfirmorders低產(chǎn)量產(chǎn)品排產(chǎn)只根據(jù)確定的訂單HoldcomponentsinRawMaterialssupermarketonlyforlowvolumeitems.原材料超市只存放低產(chǎn)量的項(xiàng)目FillordersfirstfromFG,secondWIP,&thirdsequencethem(attachtheordertotheproductionplan)訂單填充首先從成品，其次在制品&第三就要排序它們（生產(chǎn)計(jì)劃聯(lián)系訂單）均衡投入指引SalesProductionHeijunkaItisnaturalthatthecustomer’sdemandisnotalwayssame.Tosatisfythem,youneedtopullandmanufacturetheproductbylevelingbothvolumeandtypes.*客戶的需求總是不同的，這是很自然的，為了讓客戶滿意，你需要通過均衡產(chǎn)量和品種來拉動(dòng)和制造產(chǎn)品*ShingijutsuCorp.均衡的概念3TypesofPlan3種計(jì)劃 Frozen:100%fix,Nochangeallowed凍結(jié)：100%確定，不允許任何更改。 Semi-frozen:80%fix,20%Changeallowed半凍結(jié)：80%確定，20%允許更改 Forecast:Notconfirm預(yù)測：不確定。Allaccounts’scheduleshallbecategorizedintoabovegroup所有的項(xiàng)目計(jì)劃都分成上述3類。Currentsituationiswegroupallaccountas“Forecast”orkeepchangingtheso-called“Frozenschedule”現(xiàn)狀是，我們集合所有項(xiàng)目類似“預(yù)測”或者總是改變所謂的“固定”計(jì)劃。凍結(jié)計(jì)劃RelationshipbetweenSchedulevisibilityandmanufacturingleadtime計(jì)劃的可見度和制造期限的關(guān)系Forecast預(yù)測Semi-Frozen半凍結(jié)Frozen凍結(jié)Week12Week11Week10Week9Week8Week7Week6Week5Week4Week3Week2Week1Leadtime1/ScheduleVisibilityandAccuracy交貨時(shí)間1/計(jì)劃的可見度和準(zhǔn)確性LeadtimeincreaseSchedulevisibilityandaccuracyreduced交貨時(shí)間增加計(jì)劃的可見度和準(zhǔn)確性降低Visibilityandaccuracyreduced可見度和準(zhǔn)確性降低凍結(jié)計(jì)劃順序生產(chǎn)指引NeedtoDetermine...需要決定HowMuch 2systemsperdayWhatKind 15pcsofSystemA

5pcsofSystemBWhen 5ofG,2ofR,5ofG, 2ofR,5ofG,1ofRTAKT節(jié)拍時(shí)間LevelLoadMix均衡化混合LevelLoadSequence順序均衡化IfwearemakingSystems...如果我們正在生產(chǎn)產(chǎn)品QuarterlyWeeklyWeekly

Frequency頻率TaktTime節(jié)拍時(shí)間=AvailableTime可用時(shí)間Demand/CustomerForecast客戶需求Assumptions假設(shè):MachineBreakdown=0hour機(jī)器故障=0小時(shí)SetupChange=0hour設(shè)置轉(zhuǎn)換=0小時(shí)DefectRate=0%不良率=0%QuickExample5–2–5–2–5–1ABABBAAAAABBAAAAABAAAAAABBAB順序：決定生產(chǎn)數(shù)量和節(jié)拍時(shí)間

順序：決定生產(chǎn)數(shù)量和節(jié)拍時(shí)間CSettingtheproductionsequenceofmultipleTypes設(shè)置多種類型的生產(chǎn)順序--48units1440unitsTotal8.125min48units--32.5min12units360unitsSystem332.5min12units360unitsSystem216.25min24units720unitsSystem1TAKTTime節(jié)拍時(shí)間Shift

Requirement日需求Monthly

Requirement月需求Product產(chǎn)品Thisisdatafor3products,System1,System2,andSystem3.這里有3種產(chǎn)品。Thechartdisplaysthemonthlyproductionlevel,thedailyproductionlevel(monthlydividedby30),andtheTakttimeforeachproducttype.圖表顯示每個(gè)種類的每月生產(chǎn)水平/日生產(chǎn)水平和節(jié)拍時(shí)間THEYAREALLPRODUCEDONTHESAMELINE.它們都在同一條生產(chǎn)線生產(chǎn)。Howcantheseunitsbebuiltinalevelproductionmodeusingthisexample?如何建立均衡生產(chǎn)模式？

System1System2System3BAAssumption假設(shè):Availableworkinghoursis6.5hrs/shift可用工作時(shí)間是6.5小時(shí)/天Sincethesethreeproductsareonthesameline,youwillneedtofollowthesequencepatternof1-2-1-3inyourproductionmix.Bydoingitthiswayyouareabletolevel-loadyourproductionbothintermsofquantityandtypes.因?yàn)槿N產(chǎn)品要在同一個(gè)生產(chǎn)線生產(chǎn)，你需要按1-2-1-3的順序安排混合生產(chǎn)計(jì)劃，只有這樣你才能平衡各類型和數(shù)量System1System3System2System1REPEAT重復(fù)MixedAssemblyLine混合生產(chǎn)Ifproducedinbatches,onlytheSystem1’swillbebuiltwithin7.5minutesTakttime如果按批量生產(chǎn)，只有1#產(chǎn)品能按7.5分的節(jié)拍時(shí)間完成。Ifproducedtoasequence,2unitswillbeproducedin2Takttimes,or15minutes如果按順序生產(chǎn)，每次將生產(chǎn)2種產(chǎn)品按15分的節(jié)拍時(shí)間。1-2-1-3Let’sshowhowwevalidatethis…讓我們看如何確認(rèn)它。。ABAC生產(chǎn)順序按類型System產(chǎn)品LineTakt線節(jié)拍Takt/CycleGraph節(jié)拍/周期圖Part–Quantity部分-數(shù)量PartRouter1327.57.57.5SeeStdWorkComboSheetforexample.Onesheetiscreatedforeachoperator以標(biāo)準(zhǔn)工作組合板為例,一個(gè)單元是為每一個(gè)操作SCT=25766676138127.597.5SCT=40SCT=30順序順序TaktBuildTime=#ofOperations*Takt實(shí)際構(gòu)建時(shí)間=#ofOperations*TaktActualBuildTime=SCT實(shí)際構(gòu)建時(shí)間=SCT302303301402303251SystemTBTSystemABT+10203-51SystemObjectives:目標(biāo):ProducetoTaktTime(understandingno2productswillhavetheexactsameABT)生產(chǎn)節(jié)拍時(shí)間(要明白沒有兩樣產(chǎn)品有同樣的ABT)

ThesumoftheDTotiszeroDTot的總和為零Everyproductisproducedatleastonce每個(gè)產(chǎn)品生產(chǎn)至少一次Noproductisproducedtwiceinarow沒有產(chǎn)品在同一排中連續(xù)生產(chǎn)兩次Createaproductsequencewhere:創(chuàng)建一個(gè)產(chǎn)品序列Dtot=S(#ofUnitsinsequence*D)Dtot=-5(#of1’s)+10(#of2’s)+0(#of3’s)0=-5(2)+10(1)+0(1)Accordingtotherulesthesequencemustrun根據(jù)規(guī)定,順序必須為:System1–System2–System1–System3節(jié)拍生產(chǎn)1stElementofStandardWork(TaktTime)標(biāo)準(zhǔn)工作的第一項(xiàng)元素(節(jié)拍時(shí)間)TaktTime節(jié)拍時(shí)間?Theheartbeatofthebusiness.企業(yè)的脈搏?IsnotjustMathematics,butitistheFoundationtoLean.雖只是個(gè)數(shù)字，但它卻是精益生產(chǎn)的基礎(chǔ)AvailableTime:TotalamountofTIMEallocatedforproduction可用時(shí)間：可分配用于生產(chǎn)的總的時(shí)間CustomerDemand:Qtyofscheduledpartsforagiventimeframe客戶需求：特定時(shí)間范圍內(nèi)預(yù)定的產(chǎn)品需求數(shù)量?

Example例子:AvailableTime=6.5hrs/shiftx2shifts/dayx5days/wkx60min/hrx60sec/min=234000sec/wk可用時(shí)間=6.5小時(shí)/班x2班/天x5天/周x60分/小時(shí)x

60秒/分=234000秒/星期YourCustomerDemandis90pcsperweek你的客戶需求為每個(gè)星期90件234000sec秒/wk星期

90pcs件/wk星期TaktTime==2600sec秒/pcs件節(jié)拍時(shí)間計(jì)算的例子NetOperatingTimePerShift每班凈操作時(shí)間。Customer

Requirements客戶需求Shift每班:9.5Hours小時(shí)x60Mins分鐘/Hour小時(shí)=Breaks休息:2Times次x30Mins分鐘/Time次Meeting會(huì)議&5S:30Mins分鐘NetOperatingTimeperShift每班凈操作時(shí)間Monthlyrequirements(units)每月需求數(shù)量#ofworkingdayspermonth每月工作天數(shù)UnitsperDay每天生產(chǎn)量NetOperatingTime/Period凈操作時(shí)間/周期CustomerRequirements/Period客戶需求量/周期TaktTime節(jié)拍時(shí)間=For1shift/day對于一天一班:TaktTime節(jié)拍時(shí)間=480Mins分鐘/Day天x60Sec秒480Units單位/Day天=60Sec秒/Unit單位570-60-309,600÷20480480人力計(jì)算Product（產(chǎn)品）ShiftRequirement（每班需求）WorkContentTime（工作需要時(shí)間）TAKTTime（節(jié)拍時(shí)間）System1（產(chǎn)品1）78units（78個(gè)單位）25min（25分鐘）5min（5分鐘）System2（產(chǎn)品2）39units（39個(gè)單位）44min（44分鐘）10min（10分鐘）System3（產(chǎn)品3）39units（39個(gè)單位）30min（30分鐘）10min（10分鐘）Total（總計(jì)）156units（156個(gè)單位）WeightedWCTime=31min（加權(quán)平均的工作需要時(shí)間）2.5min（2.5分鐘）Linestaffing流線人數(shù)=WeightedAverageWorkContentTime加權(quán)平均的工作需要時(shí)間TaktTime節(jié)拍時(shí)間[(78/156)*25]+[(39/156)*44]+[(39/156)*30]分鐘2.5Min分鐘/pcs個(gè)==12.4Kaizen改善Example例子:12TAKTTIMEisjustMath,butisFundamentaltoLean雖只是個(gè)數(shù)字，但它卻是精益生產(chǎn)的基礎(chǔ)

eachshifthas~6.5hrsavailable-thisisaconstant!每個(gè)班別有6.5個(gè)小時(shí)是可用的–這是一個(gè)恒量!

6.5hrsisusedtoaccountforlunches,breaks,etc...這個(gè)值已經(jīng)考慮了午飯,休息等…工作平衡Time時(shí)間ABDCPerson人員Takt/time節(jié)拍時(shí)間ABD64”CBottleneck瓶頸WastedTime浪費(fèi)時(shí)間/Waiting等待浪費(fèi)我們奮斗為了什么？TimeABDC時(shí)間Person人員Takt/time節(jié)拍時(shí)間ABD64”C瓶頸BottleneckReduceWastedTime減少浪費(fèi)時(shí)間/Waiting等待BalancedOperations…Stationbystation…LinebyLine平衡操作…崗位和崗位之間…流線和流線之間單件流StandardWork標(biāo)準(zhǔn)作業(yè)

3P(ProductionPrepProcess生產(chǎn)準(zhǔn)備程序)DoNotPassDefects不放過不良品DoNotMakeDefects不生產(chǎn)不良品DoNotAcceptDefects不接受不良品NoRework/Scrap沒有返工/報(bào)廢DefectsaretheWorstKindofWaste不良是最嚴(yán)重的浪費(fèi)！SinglePieceFlowisintendedtodetectdefectsastheyoccur單件流能使問題在它產(chǎn)生的時(shí)候就被發(fā)現(xiàn)。ThingstoRemember…四件事情要牢記…單件流7TypesofWaste七大浪費(fèi)?DefectiveParts不良?OverProduction生產(chǎn)過多產(chǎn)品

?Inventory庫存?Motion動(dòng)作?

Transportation搬運(yùn)?Waiting等待?OverProcessing多余的流程

在生產(chǎn)過程中建立品質(zhì)TheNextProcessistheCustomer…NeverSendDefects!下一個(gè)工序就是你的客戶…決不傳遞不良品!

CatchesDefectstooLate發(fā)現(xiàn)不良（缺陷）太晚Howmanymoredoyouhave你已經(jīng)生產(chǎn)了多少?Wherearetheyintheprocess他們在流程的什么地方?Whatistherootcause問題發(fā)生的根源是什么?

CatchesDefectsImmediately及時(shí)發(fā)現(xiàn)不良（缺陷）Youonlyhaveone你只有一個(gè)Youknowwhereitoccurred你知道它在什么地方Resolvetherootcauseimmediately能馬上解決問題單件流GuidelinesforCellLayout單元設(shè)計(jì)的指引GoodCellLayoutMakesWorkRedistributionEasy好的單元設(shè)計(jì)能使工作重新分配容易。Placeworkstationsclosetogethertominimizewalkingdistance將工作站集中在一起，最小化步行的距離。KeepinsidewidthofacellatMin5feettoallowflexibilityinworkredistribution保持單元的寬度在5步之內(nèi)，保持柔性以便重新分配工作。

Locatethebeginning&endprocessesnearoneanother單元出入口一致。EliminatespacesandsurfacewhereWIPcanaccumulate消除任何能讓在制品聚集的空間和表面。Usedelicatedhandtoolsandgravitytoassistoperators運(yùn)用專門的手動(dòng)工具和重力協(xié)助操作。Absolutelyensuresafetyandgoodergonomics保證絕對安全和好的人體工學(xué)。5SMaterials原材料Machines設(shè)備CellLayout單元布局Materials原材料Machines設(shè)備CellLayout單元布局單件流GuidelinesforMachine設(shè)備的指引GoodMachineDesignEnablesOperatorFocusonManualContent好的設(shè)備設(shè)計(jì)能使員工集中精力于自己手動(dòng)的工作內(nèi)容。

Usesmallequipmentdedicatedtoasingletask使用具有單一功能的小型設(shè)備。IntroduceAuto-Ejectwhenoperatorsmustusebothhands引進(jìn)自動(dòng)設(shè)備，當(dāng)員工需要雙手操作的時(shí)候。InstallOne-Touchautomationwherepossible在可能的地方安裝自動(dòng)信號裝置Incorporatesensorstosignalabnormalconditions,sooperatorsdonotneedtowatchmachinesduringcycle合并異常報(bào)警信號，當(dāng)設(shè)備在正常工作周期中，員工不必看著設(shè)備。

Avoidbatching避免或者消除計(jì)數(shù)。AtPacemaker,strivetodevisemachinechangeoverbetweendifferentassembliestakelessthan1TaktTimeCycle第一個(gè)工位,要努力縮短型號轉(zhuǎn)換的時(shí)間，當(dāng)上一個(gè)型號的最后一個(gè)產(chǎn)品要被取走的時(shí)候。GuidelinesforMaterials原材料的指引GoodMaterialFlowImprovesProductivity好的物流能提高生產(chǎn)力！

PresentpartsascloseaspossibletothePointofUse當(dāng)前的零件盡可能能直接拿來就使用。

Presentpartssooperatorscanusebothhandsimultaneously當(dāng)前的零件要便于員工雙手同時(shí)操作。Donothaveoperatorsgetorrestocktheirownparts不要讓操作員自己去取或者退回他們使用的物料。Keepnomorethan2hoursofmaterialatthePointofUse保持不超過兩個(gè)小時(shí)的原物料于生產(chǎn)線旁。Donotputadditionalpartsstorageinorneartheprocess不要在產(chǎn)線附近設(shè)置另外的儲存區(qū)域。

Utilizeconsumptionbasedpulltoregulatepartsreplenishment利用看板來進(jìn)行物料補(bǔ)充

BinSizeshouldbebasedonconsumptionpull物料容器的尺寸要盡量方便操作員工，而不應(yīng)該為了方便搬運(yùn)和供應(yīng)流程。Materials原材料Machines設(shè)備CellLayout單元布局單件流18’14’BracketTubeWiresAssemblyIConnectorAssemblyIIIAssemblyIIAssemblyIVPreparationICJumperAssemblyIIangledtokeepcellinsideWidthabout5’擺成斜的，使Cell的寬度在5’左右。Parts&materialspresentedonflowracksfromoutsidecell使用的材料和零件從cell的外面通過滑軌補(bǔ)充。Singlepieceofin-processstockleftinmachineasoperatormoveson只有一個(gè)在制品庫存在機(jī)器的左邊當(dāng)操作者一起移動(dòng)。Noobstructioninwalkingpath工作無阻礙NospaceforWIPaccumulation沒有WIP堆積的空間AssemblyIVangledtobringcellstartandendtogether成斜角，保持出入口一致。I30pcs/ContainerExample例子Result結(jié)果:5PiecesinProcess只有5件在制品單件流標(biāo)準(zhǔn)作業(yè)WhatisStandardWork?什么是標(biāo)準(zhǔn)作業(yè)？

StandardWorkisacombinationofactionsperformedbyhumansandmachinescarryingoutvalue-addedworkinanefficientwayintherightsequence&righttime,enabledbymaterial&informationflow,usingtherighttoolsasrequired.Itisthefoundationforaleanenterprise.

標(biāo)準(zhǔn)作業(yè)是人與機(jī)器的增值的動(dòng)作組合。這種動(dòng)作組合是高效的，是在合適的時(shí)間里以正確的順序進(jìn)行的。它以物流和信息流作為支持，使用符合要求的合適工具。標(biāo)準(zhǔn)作業(yè)是精益企業(yè)的基礎(chǔ)。TAKTTime節(jié)拍時(shí)間Worksequence(orderofoperations)操作順序(3)Standardwork-in-process標(biāo)準(zhǔn)在線庫存標(biāo)準(zhǔn)作業(yè)定義ThreeElementsofStandardWork標(biāo)準(zhǔn)作業(yè)的三要素WhyHaveStandardWork?為什么需要標(biāo)準(zhǔn)作業(yè)Tomakemanufacturingrulesexplicit使制造規(guī)則更加直觀

Establishthemethodsformanualtaskswithrespecttosafety,quality,quantityandcost.

考慮安全,質(zhì)量,產(chǎn)能和成本各方面的因素來設(shè)立手動(dòng)作業(yè)的方法AtoolforKAIZEN是改善的工具

Establishbaselineforfutureimprovement為將來的改善設(shè)立基礎(chǔ)標(biāo)準(zhǔn)作業(yè)–目的ThereIsNoImprovementInTheAbsenceOfStandards沒有標(biāo)準(zhǔn)就沒有改善Humanmotionsmustbecentraltotheoperation人的動(dòng)作必須是操作中最重要的部分(2)TheOperationmustberepetitive必須是重復(fù)性的操作(3)“Blueprint”forhowtheshopshouldrun

是車間運(yùn)作的藍(lán)圖Variation=RiskOfPoorQuality標(biāo)準(zhǔn)作業(yè)的基礎(chǔ)變異=不良品質(zhì)的風(fēng)險(xiǎn)

TAKTTime節(jié)拍時(shí)間

TheHeartbeatoftheBusiness生產(chǎn)的心跳標(biāo)準(zhǔn)作業(yè)的第一要素StandardWIP標(biāo)準(zhǔn)的WIPWorkSequence作業(yè)順序TAKTTime節(jié)拍時(shí)間41

Availabletime可用生產(chǎn)時(shí)間

TAKTTIME節(jié)拍時(shí)間=TAKTTIMEisjustMath,butisFundamentaltoLean節(jié)拍時(shí)間不僅是數(shù)學(xué)公式,而且是精益生產(chǎn)的基礎(chǔ)AVAILABLETIME:TotalamountofTIMEallocatedforproduction可用生產(chǎn)時(shí)間:可用于安排生產(chǎn)的全部時(shí)間DEMAND:qtyofscheduledpartsforagiventimeframe需求:客戶在一定時(shí)間內(nèi)預(yù)定的數(shù)量eachshifthas~6.5hrsavailable-thisisaconstant!6.5hrsisusedtoaccountforlunches,breaks,etc…每個(gè)班別有6.5個(gè)小時(shí)是可用的–這是一個(gè)恒量!這個(gè)值已經(jīng)考慮了午飯,休息等…EXAMPLE舉例AvailableTime=60min/hrx6.5hrs/shiftx2shifts/dayx5days/wk=3900min/wk可用生產(chǎn)時(shí)間=60分鐘/小時(shí)x6.5小時(shí)/班x2班/天x5天/周=3900分鐘/周Yourcustomerdemandis90pcsperweek客戶的需求是每周90個(gè)產(chǎn)品3900min/wk分鐘/周90pcs/wk件/周=43min/pc分鐘/件TAKTTime節(jié)拍時(shí)間

=CustomerForecast客戶需求預(yù)測WorkSequence作業(yè)順序

Theorderofoperationsinwhichaworkerplacespartsonamachineorinanassembly.

操作員在機(jī)器或者裝配中的操作順序42StandardWIP標(biāo)準(zhǔn)WIPWorkSequence作業(yè)順序TAKTTime節(jié)拍時(shí)間machineprocessing機(jī)器運(yùn)行中Remove

part移動(dòng)Inspect檢查Deburr清理毛刺Placein

box固定Mount

part裝配Start啟動(dòng)機(jī)器標(biāo)準(zhǔn)作業(yè)的第二要素TheSameThing,TheSameWay,EveryTime每次都是一樣的對象，一樣的方法StandardWork-in-Process(SWIP)標(biāo)準(zhǔn)在線庫存

Referstotheminimumwork-in-processneededtoperformrepetitiveoperations, 使用所需要的最小量的WIP來進(jìn)行重復(fù)性的操作

partsmountedonmachines部件裝配到機(jī)器

partsonconveyors部件在傳送帶上移動(dòng)

partsneedingtimetocool,etc.部件需要時(shí)間來冷卻OnePieceIsTheStandardGoal單件流是標(biāo)準(zhǔn)作業(yè)的目標(biāo)TAKTTime節(jié)拍時(shí)間StandardWIP標(biāo)準(zhǔn)WIPWorkSequence作業(yè)順序43EndFinishWeldEndFinishWeldOrbitalWeldHydroTestMarkMech.CleanTorchBrazeMech.CleanFlex標(biāo)準(zhǔn)作業(yè)的第三要素PullProduction拉動(dòng)式生產(chǎn)

Withdrawsneededpartsfromprecedingprocess從前工序拉動(dòng)需求的產(chǎn)品Precedingprocess“owns”Supermarket前工序負(fù)責(zé)管理超市“Purchasing”intervalsderivedfromTAKTtime

對的需求間隔時(shí)間由節(jié)拍時(shí)間決定“Purchased”quantitiesinstandardizedamounts

拉動(dòng)需求的量是標(biāo)準(zhǔn)化的拉動(dòng)客戶

ConsumeBeforeBringingMoreMaterialIn要把物料消耗完才可以領(lǐng)取新物料1234CellorChaku-ChakulineParts78910SupplierMaterial物料Information信息Supermarket超市Emptycontainer空的容器Fullcontainer滿的容器Legend圖例1Sequence/Timing順序/時(shí)機(jī)拉動(dòng)的方法&順序AssemblyLine56看板系統(tǒng)CirculationofInformation信息流動(dòng)CardsareLike$Usedto“Buy”PartsfromtheSupermarket卡片好比錢$用來從超市買零件ToolUsedinPullProduction拉動(dòng)式生產(chǎn)工具的使用看板系統(tǒng)的基礎(chǔ)KanbanisNotMaterial…ItisInformation看板不是物料...是信息Thereare4conditionsthatneedtobemetbeforeyoucanintroducetheKanbaneffectively…在有效的引進(jìn)看板之前四個(gè)條件需要滿足1.StabilityofPrecedingProcessinQualityandProductivity

前制程有穩(wěn)定的質(zhì)量和生產(chǎn)率2.LeveledProduction均衡生產(chǎn)3.TaktProduction/PullSystem節(jié)拍生產(chǎn)/拉動(dòng)系統(tǒng)4.TeamMemberEducation隊(duì)員的教育

看板系統(tǒng)的先決條件KanbanCanParalyzeWithoutSatisfyingTheseConditions看板系統(tǒng)不能滿足這些條件就會(huì)癱瘓PhysicalGoodsControl:

MovementofKanbancorrespondstophysicalgoods

控制實(shí)物：看板的移動(dòng)反映了實(shí)物的移動(dòng)InstructionofOperation:

Whatdoyouproduceandhowmany?

操作說明：你的產(chǎn)出是什么？有多少數(shù)量？ToolforKaizen:

Easiertoseematerialdeficiencies

看板的工具;容易看出物料的不同看板的角色TheChainofKanbansSpansFromCustomerstoSuppliers看板鏈跨越顧客到供應(yīng)商看板的種類6TypesofKanbancanbeclassifiedasfollows看板的種類被分為以下：ProductionKanban產(chǎn)品看板Specifiesthetypeandquantityinwhichthepreviousprocesshastoproducetheproduct.定義了前制程生產(chǎn)產(chǎn)品的種類和數(shù)量2.

WithdrawKanban拉動(dòng)看板

Specifiestheaddresswherethepartsneedtogo.定義了零件需要去的地點(diǎn)EachTypeforSpecificPointsintheProcess在流程中每個(gè)種類明確定義了要點(diǎn)Kanban看板ProductionKanban生產(chǎn)看板In-ProcessKanban在制品看板SignalKanban信號看板Inter-ProcessKanban內(nèi)部流程看板SupplierKanban供應(yīng)商看板WithdrawKanban拉動(dòng)看板在制品看板舉例KanbanGivesInstructionfortheProcesstoProduce看板指示了生產(chǎn)的流程在制品看板Thecardispulledfromthecontainerstostartthereorder“only”whenThefirstpartinthecontainerisused僅僅當(dāng)在料盒中的第一個(gè)零件被使用了，料盒上的卡片被摘下來去重新取。信號看板舉例SignalKanbanisUsedwhenChangeoverTimeisLong當(dāng)換模時(shí)間長的時(shí)候信號看板就要被用到In-ProcessKanban在制品看板SignalKanban信號看板Re-orderPoint補(bǔ)充點(diǎn)StockingHeightshouldnotexceedthevisuallineforsafetyreason出于安全考慮高度不應(yīng)該超出視覺線StockingHeightOverproductionistheMotherofallWaste過量