Toyota-Kata-Process-Analysis豐田招式-流程分析課件

TheLeanJourneyManual精益旅程ThefoundationforimplementingFlowandPullSystems.流動和拉動系統(tǒng)推行的基石ToyotaKata-ProcessAnalysis豐田招式-流程分析ToyotaKata–ProcessAnalysis.豐田招式-流程分析Scope:ProcedureforanalysingthecurrentconditionofaProductionprocess.范圍:分析流程當前情形的一套流程.Rationale:toobtainfactsanddataneededinordertodefineanappropriateprocesstargetcondition.邏輯:為定義適當?shù)哪繕饲樾味@得的實際和數(shù)據(jù).Theprocessanalysiscanbeusedonawidevarietyofproductionprocesses;someautomated,somesemi-automated.流程分析能應用到更廣泛的工藝流程中,自動和半自動化.Insomecasesadjustmentsmaybenecessarytofitthecharacteristicsofaparticulartypeofprocess.在某些情況下,可能會根據(jù)流程的特點做適當?shù)恼{整.ToyotaKata–ProcessAnalysis.豐田招式-流程分析PurposeofthePAisnottouncoverproblemsorpotentialimprovementsbuttograspthecurrentprocessconditionandobtainfactsanddataneededtoestablishanappropriatenextprocesstargetcondition.流程分析的目的不是暴露問題或找到潛在解決方案,而是理解流程的當前情形同時為建立適當?shù)哪繕饲樾味@得的實際和數(shù)據(jù)

TheImprovementKata.改善套路`Understandthedirection,vision,targetorneed理解方向,愿景,目標或需求Graspthe(initial)CurrentCondition理解當前情形Observeandanalysethecurrentprocesscondition觀察和分析流程當前情形EstablishthenextTargetCondition建立下一個目標情形Currentcondition當前情形Targetcondition目標情形PDCATowardtheTargetCondition朝著目標情形前進Plan計劃Do實施Check檢查Act標準化The5Questions5個問題Summaryreflection總結Whathavewelearned?我們學到了什么?Planning計劃ProblemSolvingandAdapting問題解決和適應ToyotaKata–ProcessAnalysis.豐田招式-流程分析

StartwiththevalueStream.

從價值流開始WhatisaValueStream?價值流程是什么?IIDiecasting壓鑄Plating裝配Assembly裝配Alloftheactions(bothvalueaddedandnon-valueadded)requiredtobringaproduct(productfamily)throughfromrawmaterialstothecustomer價值流程是指一件產(chǎn)品(一類產(chǎn)品)從原材料到成品所需要的所有活動(包括增值和非增值)LooksattheProductFlowandInformationFlow觀察產(chǎn)品流和信息流CurrentStateandFutureStatesaredeveloped觀察目前現(xiàn)狀并制定未來的改善目標Usedtoidentifykeyareasforkaizenopportunities用于識別改善的重點WhyDoValueStreamMapping?

為什么要繪制價值流程圖?

Ithelpsustovisualizetheproductflowandunderstandtheinformationflow有助于我們看到產(chǎn)品流和了解信息流Ithelpsustoseewaste有助于我們發(fā)現(xiàn)浪費ItformsthebasisoftheformationofaLeanproductionsystem價值流程圖是精益生產(chǎn)體系培訓的基礎Itallowseveryonetogainacommonunderstandingofthecurrentstateandthefuturevision有助于每個人了解現(xiàn)狀和未來愿景StepsforValueStreamMapping

價值流程圖的繪制步驟

1.Selectaproductfamily

選擇一種產(chǎn)品類型2.Createacurrentstatemap

繪制現(xiàn)狀圖3.Createafuturestatemap

繪制未來愿景圖4.Developanactionplanforimplementation

制定出實施的行動計劃Definitionof“ProductFamily”:一類產(chǎn)品的定義Groupofproductsthatpassthroughsimilarprocessingsteps/commonequipmentindownstreamprocesses采用相同或相近工藝設備進行加工的產(chǎn)品Tools:工具PartQuantity/ProcessRouteAnalysis(PQPR)部件數(shù)量/工藝路線分析Informationtorecord:記錄信息ProductFamilyName&Description種產(chǎn)品類型的名稱和描述NumberofProductswithinFamily一類產(chǎn)品里產(chǎn)品的數(shù)量DemandforeachProduct：Quantity&Frequency每個產(chǎn)品的需求：

數(shù)量&頻率Step1:SelectaProductFamily第一步:選擇一種產(chǎn)品類型Step1:SelectaProductFamily

第一步:選擇一類產(chǎn)品PROCESSNAME工藝名稱Part#零件號DemandQuantity需求量%ofTotal總量百分比CNCMillCNC銑床CenterLathe車床Grind磨床Roll滾壓Clean清洗GearTeethCutting齒輪齒切割Assembly裝配Packaging包裝1OBR-02642035????…?2OBR-03028824????…?3OBR-00827623????…?4320147847????…?5330033484???…???6330003242????…?7330030242????…?8320148121????…?9320087121????…?10OBR-004121????…?TOTAL1,200100

PartQuantity/ProcessRouteAnalysis(PQPR)部件數(shù)量/工藝路線分析(PQPR)Step2:CreatetheCurrentStateMap

第二步:繪制出現(xiàn)狀圖Recommendations:建議Begin“WithinPlant”從工廠內(nèi)部開始Useactual,observeddata.使用真實的、觀察得到的數(shù)據(jù)Beginatendpoint&proceedinreverseflow.從終點開始并以與生產(chǎn)流程方向相反的順序進行Walktheentireprocessfirstbeforerecordingdata.在記錄數(shù)據(jù)之前，先走一遍整個工藝流程Everyoneontheteamshouldcreatetheirownmap.小組中的每一個人應繪制出自己的流程圖Usetimeunitsof“seconds”

時間以秒為單位Usepencilandpaper.用筆和紙

DataCollection代表性數(shù)據(jù)收集及計算

DropOffRate(DOR)有效作業(yè)時間ChangeoverTime(C/O)轉換時間Availability(Uptime)可用性(運行時間)ProductionBatchSize一批生產(chǎn)的數(shù)量NumberofOperators操作者數(shù)量PackSize一個包裝里的數(shù)量AvailableWorkingTime-#shifts&time可用的工作時間-多少班以及時間ScrapRate廢品率ProductVariations(i.e.L,R)產(chǎn)品的變化種類(就是:左,右)...orothermeaningfuldata...或其它有意義的數(shù)據(jù)Rusty’sWrenchFactory

Rusty扳手工廠

CaseStudy案例分析“Rusty’sWrenchFactory”–DataSet“Rusty扳手工廠”--數(shù)據(jù)設定BACKGROUND背景Rusty’sWrenchFactoryproducesseveraltypesofwrenchesandisthesolesuppliertoGiantToolSupply,thenation’slargestsupplieroftoolstotheindustrialcommunity.RustyproducesmetricandSAEsizesofopen-endwrenches.Rusty扳手工廠生產(chǎn)幾種類型的扳手,是國家工業(yè)界最大的工具供應者巨人工具供應公司唯一的供應商,Rusty生產(chǎn)公制和SAE尺寸的開口扳手.CUSTOMERREQUIREMENTS客戶需求:3,200Setspermonth:2,200SAE/1,000metric.3,200套每月,其中2,200套SAE尺寸和1,000套公制.Customeroperatesononeshift.客戶的工作是一班制.Wrenchesarepackedinsetsof25.扳手的包裝一件是25套.Thecustomerordersbysets.客戶按套下單.Rusty’sWrenchprovidesadailyshipmentbytruckloadtoGiant.扳手廠每天用卡車交貨WORKTIME工作時間

20daysinamonth.一個月工作20天.Twoshiftoperationinalldepartments.所有部門都按兩班制工作Eight(8)hourshifts.每班工作8小時.Two10-minutebreaksduringeachshift.每一班休息兩個10分鐘．10minuteclean-upallowedeachshift.每一班允許抽10分鐘進行清潔.Unpaidlunch.自費午餐.“Rusty’sWrenchFactory”–DataSet“Rusty扳手工廠”--數(shù)據(jù)設定PRODUCTIONPROCESSES生產(chǎn)工藝Rusty’sprocessbeginswithhotforging(dropforge)awrench,followedbymachining,polishing,plating,andpackingintosets.ThesetsarethenstagedandshippedtoGiantToolSupplyonadailybasis.Rusty的工藝是先熱鍛出扳手,接著機加工,拋光,電鍍,最后包裝成套.成套的扳手以天為單位發(fā)貨給巨人工具供應公司.ChangingoverbetweenSAEandMetricrequires1hourchangeoverinForging,and20minutesinMachining.SAE和公制的轉換在熱鍛處需要1小時,機加工處需要20分鐘.SteelbarstockissuppliedbyLeanSteelCompany,deliveringtwiceaweekonMondayandThursday.鋼棒料由精益鋼材公司提供,周一和周四每周兩次交貨.RUSTY’SPRODUCTIONCONTROLDEPARTMENT:RUSTY生產(chǎn)控制部門ReceivesGiant’s90/60/30dayforecastandentersintoMRP.收到巨人90/60/30天的訂單預測并輸入MRP.Issuesan8weekforecasttoLeanSteelviaMRP.通MRP發(fā)出一個8周的預測訂單給精益鋼材公司.ReleasesforcutbarstockviaweeklyfaxedorderstoLeanSteel.每周傳真棒料切斷的訂單給精益鋼材公司.ReceivesdailyfirmorderfromGiantToolSupply.每天收到巨人公司確定的訂單.GeneratesweeklyMRP-basedbuildschedulestoallmanufacturingdepartments.每周建立以MRP為基礎的生產(chǎn)計劃發(fā)放給所有生產(chǎn)部門.IssuesdailyshippingscheduletoShippingDepartment.發(fā)放每日出貨計劃給出貨部門“Rusty’sWrenchFactory”

–DataSet

“Rusty扳手工廠”--數(shù)據(jù)設定手操作鍛造機切邊.工藝包括鍛造后的切邊工序.(6名操作工)手工操作連續(xù)運轉的機器.共需要經(jīng)過六臺機器.(15名操作工)手工操作拋光.操作者靠目視來檢驗(11名操作工)手工將堆件上掛并經(jīng)過所有的電鍍工序(5名操作工)操作者手工將扳手打包成套(12名操作工)RemovessetsfromPackandstagesfordailytruckshipmenttothecustomer.12秒12秒10秒16秒200秒每套不適用I小時從SAE轉為公制20分鐘(整個單元)無無無不適用100%98%99%99%不適用不適用95%,所有不合格品報廢.98%一次通過,多數(shù)不合格品可以返工.94%一次通過,多數(shù)不合格品可以返工.98%一次通過,多數(shù)不合格品可以返工.99.5%一次通過.不適用6000件已切好沒鍛造的棒料.鍛造好的18000(12kSAE,6k公制)25000件:18kSAE,7k公制55000件:35kSAE,20k公制6000件全剖是SAE75000件50kSAE25k公制無–

每天出貨的數(shù)量.鍛造機加工拋光電鍍包裝出貨OperationDescription操作描述DropOffRateObserved觀察到的有效操作時間Changeover轉換時間MachineReliability設備可靠性Quality質量Inventory庫存GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyForgeMachinePolishPlatePackShip=6=15=11=5=12I6000CutBarsI1800012kSAE6kMetricI2500018kSAE7kMetricI5500035kSAE20kMetricI60006kSAE0kMetricI7500050kSAE25kMetricMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality98%DOR=10”C/O=n/aUptime99%Quality94%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxWeeklyBuildSchedulesDailyShipSchedule1.5Days4.5Days6.25Days13.75Days1.5Days18.75Days12Secs12Secs10Secs16Secs8SecsProductionLeadTime=46.25daysProcessingTime=58secs270002000=13.5GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyForgeMachinePolishPlatePackShip=6=15=11=5=12I6000CutBarsI1800012kSAE6kMetricI2500018kSAE7kMetricI5500035kSAE20kMetricI60006kSAE0kMetricI7500050kSAE25kMetricMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality98%DOR=10”C/O=n/aUptime99%Quality94%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxWeeklyBuildSchedulesDailyShipSchedule1.5Days4.5Days6.25Days13-75Days1.5Days18.75Days12Secs12Secs10Secs16Secs8SecsProductionLeadTime=46.25daysProcessingTime=58secsTAKTTime27,000sec2,000pcs=13.5sec2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2Days2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2Days2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2DaysPacemakerLoopMfg.LoopForgeLoopSupplierLoopToyotaKata–ProcessAnalysis.豐田招式-流程分析WhileImprovementshappensattheprocesslevel,conductingavalueStreamScanisapre-requisitebeforeconductingaprocessanalysisandestablishingafirsttargetcondition.當做流程的改善時,在做流程分析和建立第一階段的目標情形前,應該主導價值流圖的分析(先決條件)ThescanhelpstounderstandtheoverallflowfromDocktoDockandalsohelpstoidentifythesegmentsor“l(fā)oops”ofavaluestream.價值流圖析能幫助我們理”門對門”(原料到成品倉庫)的全局流同時也幫助我們識別價值流的”框架”和”環(huán)”Typicallyascancantakeadayortwo.通常我們選擇1到2個產(chǎn)品來做分析.Getthebareminimumdetailsbyaskingthebelowsetofquestions.通過以下一系列問題來得到流程的概貌.Detailscanbeaddedlaterasadeeperunderstandingisgainedthroughtheabovequestions.可以通過流程分析來增加更細節(jié)的部分來幫助我們深入理解流程.ToyotaKata–ProcessAnalysis.豐田招式-流程分析

QuestionsforaValueStreamScan.

價值流析的問題

ToyotaKata–ProcessAnalysis.豐田招式-流程分析WhichValueStream(ProductFamily)haveyouselected?你選擇的是哪一個產(chǎn)品族?Whataretheprocessingsteps?這個產(chǎn)品族的流程是(從第一步到最后一步)?Machining機加工Assembly裝配Packing包裝Shipping出貨ProcessingSteps流程步驟ToyotaKata–ProcessAnalysis.豐田招式-流程分析TheprocessAnalysisandestablishingatargetconditiontakesometime.花一定的時間來做流程分析和建立目標情形Onceatargetconditionhasbeenestablishedthecoachingcyclecanbefrequentandshort.一旦建立目標情形,就進行頻繁而簡短的培訓Oncethethinkingandpatternbehindtheprocessanalysisisunderstood,itcanbemodifiedtosuityourparticularenvironment.一旦真正理解當前流程后,我們就能將其修正為適合我們自己情況.ToyotaKata–ProcessAnalysis.豐田招式-流程分析3.Istheprocessdedicated(D)orShared(S)?流程是共享還是專線?MachiningAssemblyPackingShippingProcessesusedonlyforthisproductfamily流程只用于該產(chǎn)品族Processisalsousedinotherproductfamilies流程同樣用于其它產(chǎn)品族SDDSToyotaKata–ProcessAnalysis.豐田招式-流程分析4.AtwhatpointsalongtheValueStreamisinventorykept?在流程的那些點上有庫存?是多少?MachiningAssemblyPackingShippingSDDSInventoryRawMaterialFinishedGoodsToyotaKata–ProcessAnalysis.豐田招式-流程分析5.Howdoeseachprocessknowwhattoproduce(InformationFlow)?每個流程如何知道生產(chǎn)什么產(chǎn)品?多少?(信息流如何傳遞?)MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlMaterialispushedfromthesupplierprocesstothecustomerprocessindependentfromactualrequirements.物料是通過推動方式從供應商到客戶,獨立于實際的需求IIIIToyotaKata–ProcessAnalysis.豐田招式-流程分析6.Atwhatprocessesarechangeoversneeded?WhatistheC/Otime,Currentlotsize,CurrentnumberofchangeoversperdayandtheestimatedEPEIatthoseprocesses?(EveryproductEveryInterval:thisistheintervaloftimeoverwhichaprocessproduceseveryhigh-volumeproductitmakes.)在那個流程的需要換型?當前每天換型次數(shù),以及估計的庫存周轉天數(shù)?MachiningAssemblyPackingShippingSDDSRawMaterial原料FinishedGoods成品ProductionControlIIIIAssembly組裝ChangeoverTime10minsshort,30minslong.Lotsize3days.C/Operday:6EPEI(est):3daysToyotaKata–ProcessAnalysis.7.Whatarethe“Loops”inthisvalueStream?WhichLoopisthePacemakerLoop?.整個價值流中分為哪些”環(huán)”?“節(jié)拍制造者”又在那個環(huán)?MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlIIIIFabricationLoop機加工環(huán)PacemakerLoop節(jié)拍制造環(huán)ToyotaKata–ProcessAnalysis.豐田招式-流程分析8.Withaone-totwo-yeartimehorizoninmind,where:用未來1-2年的改善眼光來看,在哪里Doyouthink1X1flowshouldbepossible?我們可以實現(xiàn)單件流?DoyouthinkinventoryshouldbereplacedwithPullorFIFOsystem?哪里我們又可以用拉動或先進先出系統(tǒng)來代替?ToyotaKata–ProcessAnalysis.豐田招式-流程分析FocusOnOneProcessintheValueStream聚焦價值流的一個流程(深入分析)ToyotaKata–ProcessAnalysis.豐田招式-流程分析WearenowdroppingdownfromtheVSleveltotheprocessleveltoconducttheProcessAnalysis.我們從價值流的高度,深挖1道工序進行分析(從森林到一木).StartatthePacemakerloopandstayfocusedonit.(Oftenthismeansyouwillanalysinganassemblyorsimilarprocess.從節(jié)拍制造環(huán)開始著手(通常是從組裝或相似的流程開始)Thereisalogicbehindtheorderofthesesteps.這個分析的順序其中蘊藏著邏輯:Effortswillbecomeiterative.通常需要反復的試驗和努力.Movingthroughtheanalysisoftenthismeansgoingbackandrevieworrecalculateanearlierstepbasedonwhatisgleanedasyoumoveforward.這個過程通常需要不斷的反復和重新計算和檢討來一步步向前.Thisisnormalasyouaretryingtograspthecurrentcondition.如果你想真正理解當前的情形,這是很正常的.ToyotaKata–ProcessAnalysis.豐田招式-流程分析7.Whatarethe“Loops”inthisvalueStream?WhichLoopisthePacemakerLoop?.整個價值流中分為哪些”環(huán)”?“節(jié)拍制造者”又在那個環(huán)?MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlIIIIFabricationLoopPacemakerLoop節(jié)拍制造”環(huán)”ToyotaKata–ProcessAnalysis.豐田招式-流程分析STEPSOFPROCESSANALYSIS.流程分析步驟AssessCustomerDemandandDeterminelinepace評估客戶需求,決定節(jié)拍Customertakt.客戶節(jié)拍Plannedcycletime計劃加工周期Firstimpressionsoftheprocess.流程概覽Gettotheknowtheprocessbysketchingablockdiagramofit.通過流程圖倆描繪全過程Istherea1X1flow?是單件流么?Areeachoperator’sworkstepsthesamefromcycletocycle?每個操作員的循環(huán)是一致的么?Islineoutputconsistent?產(chǎn)出恒定么?IsMachineCapacitysufficient?設備產(chǎn)能能滿足么?Cantheequipmentsupporttheplannedcycletime?設備能滿足計劃加工周期么?Whatisthecurrentcapacity?當前的產(chǎn)能是?Howmanyshifts?多少班?IstheProcessStable?流程穩(wěn)定么Time20to40fullcyclesofeachoperator’swork.做20-40的時間研究WhatisthenecessarynumberofoperatorsiftheprocesswereStable?流程問題時,需要的人工數(shù)?Calculatethenumberofoperators計劃需要的人工數(shù)ToyotaKata–ProcessAnalysis.豐田招式-流程分析EquipmentrequiredtoconductaProcessAnalysis:做流程分析的工具Astopwatchthatmeasuresseconds.秒表GraphPaper紙張Pencil.鉛筆Eraser.橡皮擦Calculator.計算器ToyotaKata–ProcessAnalysis.豐田招式-流程分析ShopfloorCourtesy:現(xiàn)場”禮節(jié)”Approachtheprocessviatheteamleaderorsupervisor.通過主管或帶班來Introduceyourself介紹自己Explainwhatyouaredoing.解釋我們當前要做的事Donotinterrupttheoperatorswhiletheyareworking.當操作員在工作時,不要打斷Explainthatobservationistheworkandnottheoperator.解釋我們觀察工作而不是人Shownotesthatyouhavetaken.把我們做的記錄給大家看Say“Thankyou”beforeyouleave.結束的時候不要忘記說”謝謝”Handsoutofthepocketatalltimes.Sendsacasualmessageinsteadof“weareallworkinghardforthecustomer”不要將手插在口袋,不要說”我們都是為客戶而努力工作”ToyotaKata–ProcessAnalysis.AssessCustomerDemandandDetermineLinePace評估客戶需求及設定節(jié)拍ToyotaKata–ProcessAnalysis.Twonumbersthatyoumustknow.以下2個一定要清楚的數(shù)字”1TaktTime(TT)AkaCustomerTaktThecustomerdemandrate客戶節(jié)拍時間2PlannedCycleTime(Pc/t):計劃加工周期Thetargetproductionrate,whichisdifferentfromthecustomerdemandrate.目標的生產(chǎn)節(jié)拍和客戶節(jié)拍不同(Usuallyfaster,asitaccommodateschangeovertimeandperhapssomedowntime)通常更快,因為包含了換型,和停機時間CalculatetheTaktTime計算節(jié)拍時間

TheHeartbeatofProduction生產(chǎn)的心率Thepulsereflectsthecustomer’srequirement.脈搏反映客戶的需求Itistherateatwhichyoumustproducetosatisfydemand.這就是你必須生產(chǎn)而滿足需求的速度.Itisacalculatednumber,notareflectionofyourcapability.這是計算出來的數(shù)字,不是你產(chǎn)能的反映.ItisthecoreconceptformanagingaJITproductionsystem.這是管理及時生產(chǎn)系統(tǒng)的核心理念.ToyotaKata–ProcessAnalysis.PlannedCycleTime(Pc/t)計劃加工周期PlannedCycletimeisderivedasfollows:計劃加工周期的由來:TakttimeminusChangeovertime,otherlosses–ieunplanneddowntime,scrap,rework.節(jié)拍時間-換型時間-其它損失時間(非計劃停機,報廢,返工)Notethisistheactualspeedthelineshouldberunning.注意這是我們實際應該跑的速度:Changeovertime:

InthefirstPc/tcalculationusethecurrentnumberofC/Odoneperdayandthetotaltimeittakes.換型時間:第一次計算PC/T用當前換型次數(shù)/天和消耗的總時間Downtime:Twotypeofshortages.Shortstoppagesthataddupduringthedayandrarerlongstoppagesduetobreakdowns.Useonlytheshortstoppagesinthecalculation.停機時間:兩種停機:一種是累加的微小停機,一種是長時間的停機,僅使用微小停機來計算.Note:trytostriveforthePc/ttobeapproximately15%or20%fasterthanthetakttime.Losstimeandchangeovertimesneedtobeaddressedtobringthisintoline經(jīng)驗值:一般的PC/T比T/T快15%-20%,當導入后,需要進一步來解決停機和換型的損失.ToyotaKata–ProcessAnalysis.ThefollowingsimpleCapacityAnalysisusingtheL-ShapedstackchartisanexceptionallyusefultoolforcalculatingPc/t.接下來L形圖是一個非常有用的產(chǎn)能分析工具.Thisshouldbemasteredbyeveryone.每個人都需要熟練掌握這個工具InthestackshoweachcategoryoflossesindividuallyratherthancombiningthemintooneOEEfigure.Easiertounderstandtheissues.在這個堆棧圖中需要把各種損失分別顯示出來,而不是簡單的做一個籠統(tǒng)的OEE數(shù)字,這樣更容易理解問題.Startwithaone-dayintervaltomakePc/tcalculation?可以用1天時間來計算計劃加工周期.IfyouareseekingPc/t,calculatedown.IfthePc/tisfixed,saybecauseofanunchangeablemachinecycle,thencalculateup.共有兩種方法計算,第一種,從上到下計算.第二種,確定一個數(shù)字(由于設備的固定加工周期),然后向上計算Usetheoptimalchangeoversequencetominimisetotalchangeoverlosses.用最優(yōu)換型的順序來減少換型時間.Alwaysputchangeovertimeatthetopofthestack.把換型時間放在首位.ToyotaKata–ProcessAnalysis.CapacityAnalysis.產(chǎn)能分析Assembly1840pieces/daytotal1840/每天2shifts,8hourseach.2班,8小時2x10minbreak/day.20分鐘停頓/天10changeovers/day.10次換型/天C/Otime=15mins換型時間:15minsReliability=90%穩(wěn)定性TAKT=30Sec30秒Planned計劃加工周期C/T=?Minutes分鐘920Availableproductiontime/day每天可以利用的時間150minChangeover換型時間77010%downtime10%停機時間693123693minx60sec=41,580secondsleft41,580sec1,840pieces=22.6sec=22secPc/tIfyouareseekingPc/tthencalculatedown從上往下計算92085367minutesleftforC/O換型時間10%downtime停機時間76725SecPc/t25secx1830pieces=46,000seconds46,000sec60sec=767secIfPc/tisfixed(e.g.adesired25sectargetPc/tthencalculateup.確定,從下往上計算321Availableproductiontime/day每天可以利用的時間ToyotaKata–ProcessAnalysis.

FirstImpressionsoftheProcess

流程概覽ToyotaKata–ProcessAnalysis.Whatdoyousee?你看到了什么?Gettoknowtheprocessbysketchingablockdiagram.通過流程圖(方形)來描述你的流程Drawastraightlinesketchoftheworkstationintheprocess.將流程間的工作站用直線描述出來Donotdrawtoscaleorworryabouttheshape–layout–oftheline.不要擔心形狀和比例(包括布局和線)Makeeachboxaboutthesamesize.保證每個方形盒子大小一致Eachboxequaloneworkstationormachine.每個盒子代表一個工作站和機器.Thenobservetheprocessandanswerthefollowingthreequestions.(writedownyourobservations.Youcanaskquestionsbutdonotinterviewlinepersonnel)(Learntoseeandunderstandforyourself.然后觀察流程和回答三個問題(寫下你的觀察,你能問問題但是不要直接從當事人處得到答案,學習自己觀察和理解你自己)ToyotaKata–ProcessAnalysis.Thethreequestions.三個問題Istherea1X1flow?是單件流么?Dopartsmovedirectlyfromonevalueaddingsteptothenext?產(chǎn)品是直接從一個增值步驟到下一個增值步驟?2.Areeachoperator’sworkstepsthesamefromcycletocycle?在每個工位的操作員的工作步驟(每個循環(huán)之間)都是一樣?3.Isoutputconsistentattheendoftheprocess?這個流程的產(chǎn)出穩(wěn)定?Useastopwatchtotime20successivecyclesattheoutputendoftheprocess.Selectapointandtimehowoftenapartcomesbythispoint.CharttheindividualtimesasshowninFig1.Donotcalculateoruseaverages.使用秒表,選擇一個點和時間,在線尾做20次測量,用圖表,不要計算和使用平均.ToyotaKata–ProcessAnalysis.Outputcyclesattheendofline.產(chǎn)出的周期時間(timefromonepiecetonextpiece時間從一道工序到下一道工序)102030405022Takt節(jié)拍時間Pc/t計劃加工周期Fluctuation:波動NoImprovement.Causeofproblemsalwayschanging.沒有改進,問題的原因總是變化.Inabilitytomeetcustomerrequirementwithoutovertime.沒有加班將不能滿足客戶需求.Norhythm.Sometimesrush,sometimeswait.Standardizedworknotpossible.沒有節(jié)奏,有時匆忙,有時等待,沒有標準工作.Difficulttodevelopskills.Alwayschanging.很難提高技術,總是變化.Inconsistentquality.不穩(wěn)定的質量Figure1.MeasuringProcessStability.測量工藝的穩(wěn)定ToyotaKata–ProcessAnalysis.CheckMachineCapacity.

檢查設備產(chǎn)能ToyotaKata–ProcessAnalysis.DefinitionofMachineinthiscontextis“automaticequipmentthatrunswithoutanoperatoroperatingthemachine.設備的定義:沒有人工參與的自動化的設備.Thequestionsthatneedtobeansweredinthisstepofprocessanalysisare:在這一步,流程分析應該這樣回答問題:Cantheautomaticequipmentinthisprocessmeettheplannedcycletime?自動化設備的這個工藝能滿足計劃加工周期么?Whatisthefastestplannedcycletimethattheautomaticequipmentcancurrentlysupport?(ThisisthecurrentCapacity).當前設備能達到的最快的計劃加工周期是(當前產(chǎn)能)?TheoreticallythemachinecyclehastobeequaltoorbetterthanthePc/t.Inpractisenotpossibleduetovariationinthecycle.i.eLoadingandunloadingsometimesvaries.理論上,設備的周期應該小于等于計劃加工周期.實際過程中,每個周期一定是有波動的(上料和下料的時間有時會有變化)ToyotaKata–ProcessAnalysis.Forthisreasonthecycletimeofanymachineshouldbeminimum90%ofthePc/tin1X1flowapplication.正是由于這樣的原因,在單件流的應用中,所有設備的加工周期都應小于計劃加工周期的90%.RegardingoperatorsworktimeitshouldbefilledupwiththePc/t.同時關于操作員的操作時間也應該在計劃加工周期之類.Thefastestplannedcycletimealinecanrunconsistentlyina1X1flowisdepictedasfollows.通常單件流的線能夠持續(xù)的以最快的加工周期時間為:LongesttotalMachineCycletime最長的總的機器周期時間0.90Insufficientmachinecapacityisashowstopperissue.有問題的設備會被篩出來.Ifinsufficientthismustbeaddressesfirst.如果有問題,必須要首先解決掉Improvementsinotherareaswillbesuperficial.否則改善其他都只是表面的Tocheckmachinecapacitydrawamachinecapacitychartasinthefollowingslide.通過畫機器產(chǎn)能分析圖來確認設備產(chǎn)能.ToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t252015105Changeovers(+machinedowntime,scrapreworkandotherlossesifthereisnoshiftgap)換型(設備停機時間,ForFluctuationinequipmentcycle設備的波動Step1-Firstdrawinlinesforthetakttime,plannedcycletime,and90%ofplannedcycletime第1步-畫出T/T和計劃加工周期的時間以及90%的計劃加工周期的時間線ToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t25201510510407090110Step2–Listalltheautomatedmachinesintheprocess.(Machinesinthecyclewithoutanoperator)第2步,-列出所有自動設備的名稱(沒有操作員的工序)ToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t25201510510407090110Step3–PureMachinetimeisonlythetimethemachinetakesfromcyclestarttotheendoftheautomaticcycle.Youusuallyonlyneedtomeasureafewcyclestoobtainthisnumber,sincemachinecycletimesareoftenrelativelyconsistent第3步-純加工時間僅是指從一個循環(huán)的開始到結束,通過幾次的測量來得到這個數(shù)據(jù)(當測量時,必須是穩(wěn)定持續(xù)的數(shù)據(jù))NowGraphthepuremachinetimetoprocessonepiece,machinestarttomachinestop.然后根據(jù)純加工時間來畫出每臺設備的加工周期ToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t25201510510407090110Step4–Finally,addunloadandloadtimestothemachinestimes.Thisisthetimeittakestounloadandloadthemachineifthemachinehastowaitduringunloadingandloading.Thesumofpuremachinecycle+unload/loadtimeequalstheTotalmachinecycletimeTMc/t增加上下料的時間,并用不同的顏色標識出來,得到總的設備加工時間.Unloadloadstart

UnloadloadStartUnloadloadstartTOTALMachineCycle總的設備時間Problem問題ToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t25201510510407090110Exampleofamachinecapacitychart設備產(chǎn)能表的例子UnloadloadstartMach.cycleToyotaKata–ProcessAnalysis.Interpretationofthemachinecapac