Lean Production training 精益生產培訓分享資料

LeanEnterpriseOverviewAccuracyAndSpeed0Whatdoyouexpectfromthistraining?你期望從這個培訓中學到什么?LeanEnterpriseOverview1UnderstandthefiveLeanEnterpriseprinciples.

明白精益五原則Knowtheconceptvalueaddedandnon-valueaddedactivities.

了解增值和非增值

Knowthesevenwastesineveryourprocess.

明白七大浪費

Learntoseethesourcesofwaste.

學會尋找浪費源Learnhowtoviewaprocessfromtheperspectiveofthe‘product’.

如何從”產品”的角度看制程

Understandkeyconceptstoremovewastefromanyprocess.

在制程中消除浪費

Understandleantransformationmodel

了解精益生產轉換模型

Learningobjectives2

Leanproductionhistory

精益生產發(fā)展歷程

Lean,whatdoesitmean

什么是”精益生產”?Fiveleanprinciples

”精益”五原則

Valueaddedandsevenwastes

增值和七大”浪費”

Whatisleanenterprise

什么是”精益”企業(yè)

Leantransformationresult精益改善結果Howtotransform如何進行精益生產模式轉換Leadtimereductionguidelines

縮短生產周期的方法

Factoryleantransformationexample

企業(yè)”精益”生產案例Content3WhatisLean?什么是”精益生產”?WhatisLeanEnterprise?什么是”精益”企業(yè)?

It’safactorything.

工廠才用的著

Itwon’tworkhere.這里不適用

Wetriedthat.

我們試過

It’sallaboutone-pieceflow.

單件流

5-Siscleaningupyourdesk.

“5S”就是打掃你的辦公桌

We’redifferent.

我們不一樣

Zeroinventory

零庫存

Onlyaboutreducingworkers

不過是削減工人MisconceptionsAboutLean

對精益生產的誤解1600 1900 1925 1950 1975 2000ArrivingAtALeanEnterprise

精益企業(yè)發(fā)展歷程Craft手工生產作坊式生產Mass大量生產Lean精益生產

Madetocustomerspec按客戶要求生產

Singlepiecemfg....eachproductunique

每件產品各不相同

Variablequality

品質有起伏

Littleinventory

庫存小

Highcost....madefortherich

成本高…富人才買得起

Interchangeableparts–Whitney

可互換部件

Divisionoflabor–Taylor勞動分工

Assemblylines–Ford組裝線

Lowvariety–Ford變異小

Laborstrife勞資沖突

Beyondthefactory超越生產

Highvariety多樣,靈活

Smallbatchsizes小批量生產

Higherquality品質好

Engagedworkforce全員參與6Theproductpricewillbecomelower

withdozensofproduction,

i.e.wewanttoproducemoreandmoreofthesameproduct.(大批量生產,成本大幅度降低)MassProductionCraftAgeHandproduction(artisans)Lowfixedcost,highmarginalcostHighpriceIndustrialAgeMassproduction(assemblyline)Highfixedcost,lowmarginalcostLowerprice7FromOver-DemandtoOver-Capacity

Sincetheearly1970s,there'sbeenanexplosionofchoiceinthemarketplace.Fordnowoffersmorethan50colorsincludingtoreadorred,jalape?ogreen,Atlanticblue,mochafrost,autumnorange,tealandmore.Onemodelcanbeboughtinmorethan2millionpossiblecombinations.一款產品可以有兩百萬鐘顏色組合.Riseinvariation8InterchangeableParts可互換部件EliWhitneyTime&Motion時間,移動DivisionofLabor勞動分工F.TaylorMassProduction大規(guī)模生產HenryFordAssemblyLine組裝線WasteElimination消除浪費SystemSynchronizationMass/Batch批量AlfredSloanStandardCosting標準成本ModelVariety型號多樣化Jidoka自動化S.ToyodaJust-In–Time及時化生產K.ToyodaSupermarketSystems超市化系統(tǒng)Quality品質E.Deming,J.M.JuranToyotaProductionSystem豐田生產系統(tǒng)T.OhnoEmployeePartnership雇員合作P.DruckerTrendsOfThought9WhatisleanProducingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspace.在需要的時候,用最少的物料,設備,勞動力和空間生產出恰好數量的產品Theobjectiveistoprovideaneffectivedevelopment,product,andservicedeliverysystemthatmaximizestheabilityoftheemployeetoaddvalue,whileworkingtounderstandandminimizethesourcesandeffectsofvariationthroughoutengineering,administrative,andmanufacturingprocesses.TheLeanEnterpriseMission精益企業(yè)的使命

BestQuality

最好的品質

ShortestLeadtime最短的制造周期

LowestCost

最低的成本Byeliminatingwaste,allkindsofwaste消除浪費10Growth

成長Lead-Time周期時間Inventory庫存

Cost成本Cash現金CompetitiveAdvantage

競爭優(yōu)勢It’sAllAboutSpeed

速度,效率Speedisthesinglebestindicatorofcompetitiveness.速度是競爭能力的最好體現Speedcannotoccurwhereinaccuracyreigns.到處是變異和混亂時,速度無從談起.Planningsystemlead-timemustequalactuallead-time.Asactuallead-timeisreduced,somustplanningsystemlead-time.11TheLeanprocessTheoutputofanidealperson,groupofpeople,ormachineisthoughtofas:defectfree.

無缺陷canbesuppliedondemand.

按需按量提供canbedeliveredwithoutanywasteoftime.

不延遲交貨canbeproducedwithoutwastinganymaterials,labour,

energy,orotherresources(suchasmoneyassociatedwith

inventory).

生產無浪費(材料,勞動力,能源或其他資源)canbeproducedinaworkenvironmentthatissafephysically,emotionally,andprofessionallyforeveryemployee.工作環(huán)境安全12ValuetotheCustomerNon-value-AddedWork非增值工作Value-EnablingWorkStepsthatarenot

essentialtotheCustomer,butthatallowthevalue-addingtaskstobedonebetter/fasterEx.KittingandSet-upStepsthatareessentialbecausetheyphysicallychangetheproduct/service,

theCustomeriswillingtopayforthemandaredonerightthefirsttime必要步驟,改變產品或服務,客戶愿意付錢.且第一次做好.Stepsthatareconsiderednon-essentialtoproduceanddelivertheproductorservicetomeettheCustomer’sneedsandrequirements.CustomerIsnotwillingtopayforthesesteps.非必要步驟,并未改變產品或服務,客戶不愿意付錢.Example:DefectreworkValue-AddedWork增值工作13DefiningValueIf… thecustomercaresaboutit客戶關注(且愿為此買單)

(andwouldbewillingtopayforit)ANDIf… the“thing”goingthroughthe

activitychangesphysicallyAND

行為改變了物件If… itisdonerightthefirsttime

一次作對14TheValuestream

WasteeliminationWhatisvalueSTREAM?Thevaluestreamisallthestepsandprocessesrequiredtobringaspecificproductfromrawmaterialstofinishedproductinthehandsofthecustomer.Analyzingtheentireflowofaproductwillalmostalwaysrevealenormousamountsofwasteandnonvalue-addedsequences.Itisasequenceofactionsthataddvaluetocreatethecustomers“product”Itincludesvalueandnonvalueaddedsteps(informofvalueenablingsteps)WhatisWASTE?15FocusOnTheAdditionOfValueAsanexampleofdeterminingthevalueaddedcontentofaprocess,examineafootballgame:ElapsedTime=180MinutesRegulationTime=60MinutesValue-AddedTime=140Playsx10Sec/PlayTotalVAcontent=23MinutesValue-Addedpercentageoftheprocess=12%Non-valueaddedstepsreducespeedandprocesseffectiveness.Nowthinkaboutyourproductionfromtheperspectiveofthe‘thing’goingthroughtheprocess.Doesitflowthroughtheprocessstepswithoutinterruption?Howeffectiveistheprocessataddingvaluecomparedtooveralllead-time?1617Producingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspace18CRSreducedFY08vsFY09(1.05%to0.71%)ShorterLT(from28to21),canstilldecreasestock,andachievebetterdeliverysecurity.Forveryoldproducts,wecanstillachievebigimprovement.LikeBERYLL(-9%PD)NOTefficiencyincreasedmorethan30%(-15%PD)Tosurviveinmoretoughersituation,wehavetoachievebetterquality,shorterLT,higherefficiency,lowercost.Betterquality=morecompetitivecost.FY09,PDresult-9.55%Follow-upPlan&DoProjectDiagnisticsPreparationTONSUNLightingTeam19Waitingformaterialtoworkon等待材料Temporarystorage臨時庫存Carryingheavystuff搬運重物Alotofreporting做很多報告Transportingpartslongdistances遠距離搬運產品Componentsmissing元器件丟失Defects缺陷WatchingtheMachinerun看機器運行Lokkingfortools找工具Machinebreakdown機器壞Movementininventory庫存搬運Countingparts數產品Rework返工Wastesaroundus20

Transportation搬運的浪費

ExcessiveInventories庫存的浪費

OverMotion動作的浪費

Waiting等待的浪費

Overproduction過多制造的浪費

Overprocessing過度加工

Defectiveproducts不良品的浪費TheSevenWaysWeWaste

七大浪費TIMWOODExamplesOfWasteExamineAllWastes,Constraints,AndCustomerIssuesToOptimizeAttack.22

Layout(distance)布局(距離遠)Longset-uptimes設機時間長

Poormaintenance

差的保養(yǎng)

Poorworkmethods

較差的作業(yè)方法

Lackoftraining缺少培訓

Poorsupervisoryskills管理弱

Ineffectivescheduling計劃效果差

Inconsistentperformancemeasures

測量不一致

Functionalorganization

功能架構Excessivecontrols

管控太緊

Noback-up/cross-training

無儲備,多功能培訓

Unbalancedworkload

工作量不均衡

Nodecisionrules

無決策

Novisualcontrol

無可視化管理

Lackofworkplaceorganization

工場混亂

Supplierquality

供應商品質

Inconsistentsupplyofdetailparts

來料品質不穩(wěn)定SourcesOfWaste

浪費的源頭WasteIsSoOftenSoCloseInFrontOfUsThatWeDon’tSeeIt.WeMustLearnToSeeAndThinkSystematically.AndFromANewPerspective.浪費就在我們眼前,但我們卻視而不見.我們必須學會系統(tǒng)地…從新的角度,去發(fā)現浪費Defects:incorrectdataentry不良:輸入錯誤的數據Overproduction:preparingextrareports,reportsnotactedupon,batchpractices過度生產:準備很多報表

Transportation:extrastepsintheprocess,distancetraveled,noco-location運輸:流程太多,長距離行走Waiting:batchmethods,choppyworkflow(i.e.closings,billings,collections)等待:排隊,蓋章流程Inventory:transactionsnotprocessed,in-andout-baskets,signaturecyclerooms庫存:業(yè)務停滯,簽署Motion:extrasteps,extradataentry,informationnotatpoint-of-use動作浪費:步驟太多,太多數據輸入,資料不是都有用Processing:sign-offsandapprovals,toomanylayersinmanagement加工:簽名批復,太多管理層Multiskilling:Lessandless,more‘Specialists’hiredtodo‘normal’jobs多技能:越來越少,很多”專家”在做簡單的事.WasteInBusiness/AdminProcesses

業(yè)務/行政管理過程中的浪費24UnderstandingAProcess–Lean

精益生產的思考:流程中的不同活動THEACTIVITYOFTHEPRODUCT

產品的活動:

Whatishappeningtothe‘thing’goingthroughtheprocess,fromtheperspectiveofthatitem?Whattasksareactuallyvalueadded?HowlongIs

thecycletime?Whatpercentageofthatcycletimeiscomprisedofvalue-addedactivity?

從”物質”的角度看,流程中物質發(fā)生了什么變化?哪些是增值的?周期有多長?

百分之幾包含增值活動?THEACTIVITYOFTHEPERSON

人員的活動:

Fromtheperspectiveoftheperson,whatpercentageofeffort(ofthetotalavailableworktime)isactualvalue-added?Wheredoesthepersonimpartvariation(quality,lead-time,etc)intotheprocessandproduct?從人員的角度看,(整個工作時間中)有多少是增值的?何時導致了流程和產品的變異(質量,周期)?THEFLEXIBILITYOFTHEPROCESS

流程的柔性:

Whatisthetimerequiredto“changeover”fromdoingonetypeofworkorprojecttoanother?Howoftenshouldchangeoveroccur?Howcapableisthepersonandtheprocessofworkingamixtureofprojects,products,andvolume?從一種產品”切換”到另一種產品需要多長時間?切換的頻率?在混合產品的生產中,員工和流程的能力如何?25Thereare4activitiesthe‘product’ofyourprocesscanbeengagedin.

transportation搬運

<2%storage儲存

<18%inspection檢查

0processing加工

>80%world-class

Items1,2,and3arewaste;item4iswherevalueisadded.Whenthe‘product’sits,wearegeneratingwaste.ThinkFLOW.Whycan’tyourprocessflow?Nowyouareidentifyingsourcesofwaste!產品停下來就在產生浪費.讓它流動起來!ourtendency10%70-80%5-10%1-5%Note:percentagesareofprocesslead-time.‘Product’Activity

“產品”的活動Begintoconsideraprocessfromtheperspectiveofthe“thing”goingthroughtheprocess.99%NVA1%VATypicalnon-valuetovalue-addedratio:典型的非增值,增值比例:

TheideashouldNOTbe‘buyafastermachine’.

不應總是想著”買更快的機器”.Peoplearealreadybusy.我們夠忙的了

Wemustfocusontherealopportunity:the99%NVA.

我們更應關注99%的非增值部分.Focusonsystemicchangetoeliminatewaste.

系統(tǒng)改變,消除浪費.Mostcompaniesgoafterthis:多數制造商這樣做:

andmaybegetthis.改善了這么多。ContinuousImprovementActivity持續(xù)的改善TypesofMapsValueStreamMappingandProcessMappingaretechniquesthathelptovisualizeworkprocesses.Bydoingso,theyenableimprovementteamsandmanagerstoidentifyareasforstreamliningthework,reducingdefectsandimprovingoperationsinmanyways.BothtechniquesarevaluabletoolsforLeanManufacturing.NosinglemaportechniquesuitseverypurposeandsituationweneedtolearnwheretouseValueStreamMappingandwheretouseProcessMapping.ValueStreamMapProcessFlowMap28

TypesofMapsProcessMapping—iseffectiveacrossawiderangeofsituationsandlevelsofdetail.Processmappingisfundamental.Itassumesnopre-conceivedsetofarrangements,toolsortechnique.ValueStreamMapping—isamorerecenttechniquedesignedspecificallyaroundtheToyotaversionofLeanManufacturing.Thesetwoapproachesviewthesameworkfromdifferentperspectivesandondifferentlevels.

Eachhasaplaceintheimprovementofworkprocessesandtheattainmentofbusinessgoals.Afactoryisenormouslycomplex.Onlyvisualsconveyenoughinformationtounderstandtheprocesses,relationships,hiddenwasteandtime-domainbehavior.Visualizationbringsadeepunderstandingandleadstomajorbreakthroughsinproductivityandotherperformance,Itleadstoconsensusonsystemicproblemsandremedies.Whileafinishedprocessorvaluestreammapcommunicatesvaluableinformation,themostimportantbenefitcomesfromitscreation.

Duringthemappingprocess,whenproperlydone,insightsgrow,patternsshiftandconsensusbuilds.Notonlydoesmappingleadtobetterprocesses,itleadstoaconsensusthatenablesandenhancesimplementation.29LeadTime23.5daysVATime3minutesValueStreamPresentStateMap(VSM)30LeadTime4.5daysVATime3minutesValueStreamfutureMap31Productioninacontinuousone-pieceflowBatchproductioninanisolatedprocess-PUSH離散型,批量—推動式生產

Continuousflow:”produceone–moveone”–PULL“單件流”–拉動式生產Lead-time30+++++ProcessA:10minutesProcessB:10minutesProcessC:10minutesLead-time1232TraditionalCuttingCuttingBendingShippingWarehouseWeldingReceivingwarehouseRawmaterialStorageStorageStorageStorageStorageBendingPressingPackagingTotalcumulativeprocessingtime:MinutesActualLeadtime:Weeks33LeanCuttingCuttingBendingShippingWarehouseWeldingRawmaterialBendingPressingPackagingTotalcumulativeprocessingtime:MinutesActualLeadtime:Hoursor(acoupleof)daysThink“Flow”34Takttime=——–––––TaktisaGermanwordandmeansamusicaltempoorbeat.

來自德語,音樂的節(jié)拍.Itgivestherhythmtopullproduction.拉動生產的節(jié)奏.Vitalforbalancinginputs,outputsandlabouruse.

平衡輸入,輸出和勞動力

DailyNetWorktimeDailyRequiredQuantity(SalesDemand)Takttime節(jié)拍時間35Ifcapacityappearstobeinsufficient(bottleneck),oftenasingleoperationexceedsthetakttime.

產能不夠通常是某一個制程的時間超過節(jié)拍時間造成瓶頸Linebalancing,akeyindustrialengineeringskill,canhelpsolvetheproblem;adjustingthetasksassignedtoeachoperator,reconfiguringthelayoutofthelineorincreasingtheefficiencywithwhichthelimitingtaskcanbeperformedUnderstandingcycletimesisanimportantpartoflinebalancing.Ifcycletimeforeveryoperationinthecompleteprocesscanbereducedtoequaltakttime,productscanbemadeinone-pieceflow.

如每工序的作業(yè)時間縮減到節(jié)拍時間,就可以”單件流”生產了.TakttimeandLinebalancing節(jié)拍時間,線平衡3637

Involvedandempoweredemployees.全員參與,激勵機制

Workstationsinorderofprocesses.按流程布局

Manual,visualperformanceboard.可視化

One-pieceflowprocessing.

單件流

Cross-trainedworkers.

多技能培訓

Compactlayout.布局緊湊

Processingpacedtotakttime.以節(jié)拍時間流動

Standardoperationsdefined.標準作業(yè)LeanProcessCharacteristicsDoesthisapplyonlytofactoryprocesses?Businessprocesses?Engineeringprocesses?Materialflow-JIT

VSM,Kanban,Takt-time,Cont.flow,Leveling…People-Teams(TQC)Kaizen,VMS,SPS,PDCA(Ishikawa,5-why..)Machines-TPM

5S,Jidoka,Andon,OEE,SMED,Poka-Yoke…LeanMethods&Tools

精益生產的方法,工具39Customer客戶

VOC

需求

Takt