準時制與精益生產(chǎn)方式

LeanProductionJIT&LeanProductionSystems準時制與精益生產(chǎn)方式2Just-in-timeProductionSystemsLeanProductionDefinedTheToyotaProductionSystemLeanImplementationRequirementsLeanServicesLP的定義豐田生產(chǎn)系統(tǒng)LP的實施條件精益服務LeanProductionDefined精益生產(chǎn)方式的定義LeanProduction定義LeanProductioncanbedefinedasanintegratedsetofactivitiesdesignedtoachievehigh-volumeproductionusingminimalinventories(rawmaterials,workinprocess,andfinishedgoods)LeanProductionalsoinvolvestheeliminationofwasteinproductioneffortLeanProductionalsoinvolvesthetimingofproductionresources(i.e.,partsarriveatthenextworkstation“justintime”)LP:利用低庫存獲得高產(chǎn)量的一整套活動.LP:努力消除浪費LP:生產(chǎn)資源的時間編排(JIT)PullSystem拉動系統(tǒng)CustomersSubSubFabFabFabFabVendorVendorVendorVendorFinalAssemblyHerethecustomerstartstheprocess,pullinganinventoryitemfromFinalAssembly…Thensub-assemblyworkispulledforwardbythatdemand…Theprocesscontinuesthroughouttheentireproductionprocessandsupplychain生產(chǎn)方式的演變手工生產(chǎn)方式

大量生產(chǎn)方式

精細生產(chǎn)方式大規(guī)模定制

法、德（19世紀）奔馳公司美國（20世紀上半葉）福特公司日本（20世紀下半葉）豐田公司精細生產(chǎn)方式

LeanProduction美麻省理工學院國際汽車項目組的研究人員給日本汽車工業(yè)的生產(chǎn)方式起的名稱。

與大量生產(chǎn)方式相比，只需一半的(人員、場地、投資)產(chǎn)出質(zhì)量更高、品種更多的產(chǎn)品Somestatisticsfrom1986Framingham(GM)40.7hours130defects2weeksToyotaTakaoka16hours45defects2hoursAcomparisonof1)assemblyhours2)defects/100cars3)averageinventorylevels5TheJapaneseApproachtoProductivity

精益生產(chǎn)方式的產(chǎn)生背景GoaloffullemploymentinthepostWWIIperiod.Government(MITI)supportedimprovementoftargetedindustries.Importedtechnologies.Effortsconcentratedonfactoryfloor.Qualityimprovementfocus全民就業(yè)的目標（實業(yè)建國）政府扶持計劃選定的產(chǎn)業(yè)引進技術（而非自主開發(fā)）注重生產(chǎn)一線持續(xù)質(zhì)量改進TwoPhilosophies

核心理念EliminationofwasteRespectforpeople.消除浪費尊重人StriveforSimplicity(anotherUSTextbook)AlwaysusesimpleapproachesSimpledesignsSimplecontrolMistake-proofprocesses6Waste—Operations

生產(chǎn)中的七種浪費(1)Wastefromoverproduction(2)Wasteofwaitingtime(3)Transportationwaste(4)Inventorywaste(5)Processingwaste(6)Wasteofmotion(7)Wastefromproductdefects(1)過量生產(chǎn)的浪費(2)等待時間的浪費(3)運輸?shù)睦速M(4)庫存的浪費(5)工序的浪費(6)動作中的浪費(7)產(chǎn)品缺陷的浪費The“RocksintheStream”ConceptProductionProblemsWaterLevel(Inventory)Rock(problem) Boat(companyoperations)Loweringthe“Water”LevelProductionProblemsInventoryReductionsCRUNCH!StepTwo-DealwithExposedProblemsProductionProblemsInventoryReductionsProcessImprovementofProductionProblemStepThree-ContinuetheprocessProductionProblemsInventoryReductionsIdentificationofnewproblemareaWhatisInventoryinaLeanProductionView?Apotentialformofwaste(whenvalueisnotbeingadded)AusefulmeasurementtotellhowwellthesystemisworkingAusefultooltohelpidentifycriticaluncertaintiesandproductionproblemsThesevenelementsthataddresseliminationofwaste

消除浪費的七種方法FocusedfactorynetworksGrouptechnologyQualityatsourceJITproductionUniformplantloadingKanbanproductioncontrolsystemMinimizedsetuptimes集中工廠網(wǎng)絡成組技術源頭質(zhì)量控制JIT生產(chǎn)均衡生產(chǎn)負荷看板控制系統(tǒng)最小化調(diào)整時間（換模）7FocusedFactoryNetworks

集中的工廠網(wǎng)絡FinalAssemblyCoordinationSystemIntegration整合系統(tǒng)小型專業(yè)化工廠Smallspecializedplants8GroupTechnology

成組技術DepartmentalSpecialization(Jobshop)部門專業(yè)化SawSawLathePressPressGrinderLatheLatheSawPressHeatTreat熱處理GrinderSaw鋸Grinder磨Lathe車Press沖壓9GroupTechnology

成組技術Grouptechnologycells成組技術加工單元PressLatheGrinderGrinderA2BSawLatheSawLathePressLathe1Saw鋸Grinder磨Lathe車Press沖壓HeatTreat熱處理KanbanProductionControlSystems

看板控制系統(tǒng)Kanban:asignalingdevicetoregulateJITflow.看板:一種控制物流品種與數(shù)量的標識性的工具。KanbanProductionControlSystemsStoragePartAStoragePartAMachineCenterAssemblyLineMaterialFlowCard(signal)FlowWithdrawalkanbanOncetheProductionkanbanisreceived,theMachineCenterproducesaunittoreplacetheonetakenbytheAssemblyLinepeopleinthefirstplaceThisputsthesystembackwereitwasbeforetheitemwaspulledTheprocessbeginsbytheAssemblyLinepeoplepullingPartAfromStorageProductionkanban16CalculatingtheNumberofKanbansNeeded計算看板數(shù)量Settingupakanbansystemrequiresdeterminingthenumberofkanbans(orcontainers)needed.Eachcontainerrepresentstheminimumproductionlotsize.Anaccurateestimateoftheleadtimerequiredtoproduceacontaineriskeytodetermininghowmanykanbansarerequired.確定看板(或容器)數(shù)量每個容器代表最低的加工批量關鍵是須要盡可能精確地估計生產(chǎn)一箱零件的時間17TheNumberofKanbanCardSets,k

看板的數(shù)目k=Numberofkanbancardsetsd=AveragenumberofunitsdemandedoversometimeperiodL=leadtimetoreplenishanorder(sameunitsoftimeasdemand)S=SafetystockexpressedasapercentageofdemandduringleadtimeC=Containersize

k=看板數(shù)量d=平均需求量L=leadtime提前期S=安全庫存(用提前期中需求量的比例形式表示)C=容器的大小

21RespectforPeople

尊重員工MaintainlevelpayrollsCooperativeemployeeunionsSubcontractornetworksBottom-roundmanagementstyleQualitycircles(Smallgroupinvolvementactivities)維持穩(wěn)定的工資合作性的工會分包商網(wǎng)絡現(xiàn)場管理（基層委員會+小組）質(zhì)量小組JITRequirements

JIT的前提條件DesignFlowProcess設計流程（科學、連貫）TotalQualityControl全面質(zhì)量管理（自覺、自動檢測）StabilizeSchedule穩(wěn)定的計劃Kanban-Pull看板拉動WorkwithVendors與供應商合作ReduceInventorymore進一步減少庫存ImproveProductdesign改進產(chǎn)品設計（標準化、部件少）11JITPurchasing—Requirements

準時采購的條件ReducedlotsizesFrequentandreliabledeliveryschedulesReducedandhighlyreliableleadtimesConsistentlyhighqualitylevelsforpurchasedmaterials１

減小批量

２

頻繁而可靠的交貨

３

提前期壓縮并且高度可靠。

４

保持一貫的采購物資的高質(zhì)量。12JITPurchasing—Suppliers

準時采購——供應商Fewer,nearbysuppliersRepeatbusinessSupportsuppliers’competitivenessClustersofremotesuppliersLimitcompetitivebiddingtonewpartsResistverticalintegrationEncouragesupplierstoimplementJITpurchasing

少量、近距離重復業(yè)務支撐供應商競爭力使距離較遠的供應商盡可能靠近投標競爭僅限于新的零部件反對垂直一體化鼓勵供應商也實施準時采購13JITPurchasing—Quantities

準時采購——數(shù)量Steadyoutputrate(adesirableprerequisite)FrequentdeliveriesinsmalllotquantitiesLong-termcontractagreementswithminimalreleasepaperworkDeliverquantitiesvariablefromreleasetoreleasebutfixedforwholecontractterm

穩(wěn)定的產(chǎn)出率

頻繁的小批量送貨

長期合同、減少日常文書工作

每次交貨數(shù)量可變，但整個合同期的數(shù)量固定14JITPurchasing--Quantities(Ctd)

準時采購——數(shù)量LittleornopermissibleoverageorunderageofreceiptsSuppliersencouragedtopackageinexactquantitiesSuppliersencouragedtoreducet