物料看板5Material_Control_Overview-Presentation-CE.ppt

MaterialControl KanbanOverview物料控制 看板概述 MC Kanban SHW E Apr2002 2 Objectives目標(biāo) Uponcompletionofthiscourse youwillbeableto 通過這個課程的完成 你將會 ExplaintheMaterialControl Kanbanprocessposter解釋物料控制程序海報(bào)UnderstandtheroleofVisualManagementinestablishingKanbansystems理解可視化管理在建立物料控制系統(tǒng)中的作用Explaintheimpactofmaterialcontrolprinciplesonsafetyandergonomics解釋物料控制原理對安全和人機(jī)工程的影響AssessthereadinessofyourworkareatoimplementOnePiece SmallLotFlow評價工作區(qū)域?qū)嵤﹩渭?小批量流程的可行性 Kanban SHW E Apr2002 3 WhatisKanban 什么是看板 Processstepsarecontrolledbydownstreamcustomerpull操作步驟被顧客需求控制Kanbanprovidesauthorizationtoperformworktoreplenishmaterial看板提供認(rèn)可補(bǔ)充物料的重要性Kanbansignals cards electronicsignalorsimilarmechanisms arehighlyvisibletoallemployees所有員工都可明確地看到看板標(biāo)志 Kanban SHW E Apr2002 4 KanbanGoals看板目標(biāo) Communicationbetweenprocesses過程之間交相互交流Producebasedonactualconditions notforecast根據(jù)實(shí)際 而不是預(yù)測來進(jìn)行生產(chǎn)Setsthepriorityofreplenishment設(shè)定補(bǔ)充物料的優(yōu)先級Keepspeopleengagedinstandardizedprocedures人人都能參與標(biāo)準(zhǔn)化進(jìn)程InventoryControl存貨控制Preventsoverproduction防止過量生產(chǎn)Makesthecontrolofmaterialflowvisible使物料流程可視化VisualManagement可視化管理Showsstorageanddeliverylocations standardqty andcontainertype transportmethodorfrequency productionstatus etc 標(biāo)出存放和交付位置 標(biāo)準(zhǔn)量 集裝箱型號運(yùn)輸方法或次數(shù) 生產(chǎn)狀況Identifiesconstraints bottlenecks 找出瓶頸 Kanban SHW E Apr2002 5 JCMSPhilosophyJCMS理念 ZeroToleranceforWaste決不浪費(fèi) StableProductionEnvironment穩(wěn)定生產(chǎn)環(huán)境 Customer Pull DrivesProduction客戶需求拉動生產(chǎn) Kanban SHW E Apr2002 6 SupermarketExample超市模型 Usuallyastandardamountofeachitemontheshelves 架子上存放標(biāo)準(zhǔn)數(shù)量的物品Peoplebuywhattheyneedandstockisreplenishedbystockpeople 人們各買所需 存貨人員及時補(bǔ)充 Distributorsbringnewgoodsaccordingtowhathasbeensold 分發(fā)人員根據(jù)銷售情況帶來新的貨物 Thereisnoplacetooverstockgoods 不允許過剩貨物Manyitemsareperishable e g milk 很多物品易變質(zhì) 如 牛奶 Kanban SHW E Apr2002 7 Whenthecupisempty fillitup InOurPlants 在我們工廠里 Thinkofgoodsasperishable 把產(chǎn)品想象成易變質(zhì)品Lotsizesshouldbesmalltofacilitatequickreactiontochangesindemand 貨物應(yīng)小批量堆放 需求變化可快速作出反應(yīng) Processesshouldgetonlywhatisneededfromtheprecedingprocess 操作過程只需滿足先前的要求 Precedingprocessesshouldhaveagivenamountofstockstorage Whenitisfull theyshouldbecomeidle 先前程序應(yīng)有確定的存儲量 一旦過剩 就失去了價值 Kanban SHW E Apr2002 8 Scheduling計(jì)劃安排 Onlyonepointintheproductionchain the pacemakerprocess shouldgetthefirmproductionschedule 生產(chǎn)線上只有一個工位知道嚴(yán)格的生產(chǎn)計(jì)劃 Everysupportingprocessandsuppliergetslongterminformation buttheyonlyproducetoreplenishwhatispulled 各輔助程序和供應(yīng)商獲知長期信息 但他們生產(chǎn)用以補(bǔ)充 Kanban SHW E Apr2002 9 Scheduling cont 時序安排 內(nèi)容 Kanbancanbeusedtoschedule 看板可用以規(guī)劃Finishedgoodsproduction成品生產(chǎn)Sub assemblyoperations部件集裝操作Batchoperations分批生產(chǎn)Materialmoveswithinthefacility物料在設(shè)備區(qū)移動 Deliveryauthorizationforsuppliers對供應(yīng)商的交付批準(zhǔn) Kanban SHW E Apr2002 10 ManagingVariation管理變更 BufferStock緩沖庫存準(zhǔn)備Materialinventoriesmaintainedtoprotectlevelproductionfromfluctuationsincustomerdemand Customerissues 物料庫存應(yīng)保證生產(chǎn)平衡 防止顧客需求波動 SafetyStock安全庫存Materialinventoriesmaintainedtoprotectlevelproductionagainstunscheduleddowntime Ourownissues 物料庫存應(yīng)保證平衡生產(chǎn) 防止無計(jì)劃停工 Alargebufferorsafetystockisasignofaprocessin poorhealth Kanban SHW E Apr2002 11 WhoOwnsTheInventory 誰掌握庫存 Ifextrainventoryisneeded itshouldbeatthelocationthatiscausingtheproblem 如果需要額外庫存 應(yīng)該在出現(xiàn)問題的地方 Ifundesirableconditionsexistinthesupplierplant longsetups badquality absenteeism etc thentheextrainventorybelongsinthesupplier splant如果供應(yīng)商工廠有不期望的情況出現(xiàn) 配置時間過長 質(zhì)量低劣 缺乏不足 額外庫存就在他們那里 Suppliersmaybereluctanttoinstallkanbanifitmeansareductionintheoriginalpurchasecommitments 如果原有委托購買量減少 供應(yīng)商或許就不會實(shí)行物料控制 Kanban SHW E Apr2002 12 PrerequisitesforSuccessfulKanban成功的看板的必備條件 Somesmoothingofproductionschedule生產(chǎn)計(jì)劃的改善 Shortequipmentchangeovertimes縮短設(shè)備更換時間Capableequipment toreducedowntimeandeliminatedefects 良好性能的設(shè)備Goodplantorganization correctlayout良好的工廠組織 正確的規(guī)劃Qualityandpredictabledeliveryfromsuppliers質(zhì)量和供應(yīng)商的預(yù)期交付 MasterSchedule QuickChangeover TotalProductiveMaintenance 5S StandardizedWork Kanban SHW E Apr2002 13 CanWeDoItWithoutAllThis 沒有這些我們能做嗎 Kanbansystemsaretoleranttosomedisruptions 物料控制系統(tǒng)可以經(jīng)得起一些破壞Safetystockmustbecalculatedinadvance 提前計(jì)算安全性存貯量Smoothingoftheproductionschedulesisthemostimportantcriteria 生產(chǎn)計(jì)劃的可行性是最重要的標(biāo)準(zhǔn)Othervariablescanbeworkedonafterkanbanisintroduced 物料空引入后 其他變量才可以被計(jì)算 Kanban SHW E Apr2002 14 TheSixRulesofKanban看板六法則 Theconsumingprocesswithdrawsonlywhatisneeded 優(yōu)秀的步驟只收它所需要的 Producetoreplenishonlywhatiswithdrawnbythenextprocess 只補(bǔ)充下一工序需要的Donotsenddefectiveproductstothenextprocess 不傳送不良品到下一工序Partsmustnotbeproducedormovedwhenthereisnokanban 若沒有看板 部件禁止生產(chǎn)或移動Kanbanmustbeattachedtotheactualpartsorcontainer 物料控制必須應(yīng)用于現(xiàn)有的零件和集裝箱Thenumberofpartsinthecontainermustmatchthekanban 集裝箱內(nèi)的零件必須匹配于物料控制 1 2 3 4 5 6 Kanban SHW E Apr2002 15 Kanban看板 Kanban SHW E Apr2002 16 KanbanCard看板卡片 Providesclearinformationabout 提供詳細(xì)的信息關(guān)于What 是什么 Where 在那里 HowMany 有多少 Kanban SHW E Apr2002 17 TotesorRacksasKanban支架或手提物 TotesorrackscanuseremovablelabelswhichcanbeexchangedwheneverKanbansarere calculatedtoreflectabigmixchange 為了反映大的綜合性變化 無論何時對物料控制再計(jì)算 支架或手提物都可以用可移動可交換的標(biāo)簽Containersshouldbedesignedtoholdaspecificnumberofpieces 集裝箱應(yīng)被設(shè)計(jì)成可容納固定數(shù)量部件Theprocesswhichfillsthesetotesorrackscannotholdbackcontainerstorunlargerbatches thecontainersmustberefilledintheexactsequencethattheywereemptied 用以填充之架或手提物的操作程序不能阻止集裝箱大批量運(yùn)作 集裝箱必須必須按確定的順序裝滿Thereisnocardtoputonascheduleboard Youcanjustcounttotes Sometimes thiscanmakeitdifficulttoseeiftheprocessisreactingonschedule 沒有卡片放在計(jì)劃欄 可以數(shù)手提標(biāo)志 有時 這樣可給看程序是否反映在時間表上造成困難 Kanban SHW E Apr2002 18 VisualManagement可視化管理 Kanban SHW E Apr2002 19 OnePiece SmallLotFlow單件 小批量流程 OnePieceFlowisaspecialcaseofKanban單塊是物料控制的一種特殊情況Lotsize quantity isone 批量的數(shù)量為一Inbatchoperationswhereonepieceflowisnotfeasible JCMSlooksfor smalllots 在批操作中 單件流程是不行的 JCMS尋求小批量Numberofcomponentspersmalllot kanban aredeterminedbytheamountofmaterialthatfitsinonecontainer 每批的數(shù)量是由集裝箱的物料數(shù)量決定 Kanban SHW E Apr2002 20 WhyDoOnePieceFlow 為什么可以單件流程 OnePieceFlow 單個流程 Hastheabsoluteminimumlevelsofinventory onlyonepieceperprocessstep 是清單級別絕對最小的Hasthehighestpossiblequality defectsareimmediatelyobviousandonlyaffectonecomponent有最高可能質(zhì)量 不足最為明顯 只影響一個部件 Istheclosestpossiblematchtocustomerdemand mostofourcustomersorderourproductsoneatatime intheexactordertheywantthem是最可能貼近顧客需求的 我們大部分顧客一次只訂購一個 他們需要最確切的訂購 AllowsNOoverproduction不允許過量生產(chǎn)Hastheabsoluteminimumtransportationandmotionwaste有絕對最少的運(yùn)輸和移動浪費(fèi) Kanban SHW E Apr2002 21 WhyDoOnePieceFlow cont 為什么可以單件流成 內(nèi)容 OnePieceFlow 單個流程Hasverylowwaiting correctionandoverprocessingwast有非常低的等待校正和過操作浪費(fèi)Automaticallysetsthepriorityofreplenishment自動設(shè)置補(bǔ)充的優(yōu)先級Revealsconstraints bottlenecks thatcanbeaddressedbykaizen暴露被改善強(qiáng)調(diào)的瓶頸Makesthecontrolofmaterialvisible是物料的控制可視化Keepspeopleengagedinstandardizedprocedures使人們參與到標(biāo)準(zhǔn)化程序中來Hasthebestpossiblethroughputandefficiency whenoperationsarebalanced 有最可能好的生產(chǎn)力和效率 Kanban SHW E Apr2002 22 CanWeDoOnePieceFlowHere 我們能做單件流程嗎 Itdependsonproduct process locationofcustomerandsuppliers 它依賴于我們的產(chǎn)品 程序 客戶和供應(yīng)商的所在地Lowestassemblycostisnotalwaysthelowesttotalcost 最低集成成本并不總是最低總成本Lotsizeonecanresultinhighermaterialhandling shipping etc批量大小可導(dǎo)致運(yùn)送海運(yùn)材料費(fèi)用較高Ifthelineisnotbalanced somepeopleareidle 如果生產(chǎn)線不平衡 會造成很多人閑置Somebatchprocessesdonotlendthemselvestoonepieceflowduetolowutilizationofcapital 由于成本的低利用率 一些批量流程不會讓位于單件流程的Usecommonsense smartlean tobringlotsizetolowestfeasiblelevel 用常識把批量大小降至最低可能水平Aggressiveuseofquickchangeovercandrasticallyreducelotsize大膽利用快速更換系統(tǒng) 可大量減少批量大小 Kanban SHW E Apr2002 23 BottomLine概要 OnePieceFlowisthebestwaytorunaplant butalotofotherthingshavetohappenbeforeone pieceflow orsmalllotsize isbeneficial 單件流程是運(yùn)作工廠的最好方法 但在受益前會有很多事要做 Kanban SHW E Apr2002 24 WhenIsOnePieceFlowOptimum 何時單件流程最適宜 Arecomponentstobeassembledateachstepofsimilarsize 是零件將在相似尺寸的每一部都裝配時嗎 Aretheproductionspeedsatthedownstreamandupstreamprocessesclose 是當(dāng)生產(chǎn)速度處于低谷或高峰期已過時嗎 Cantheproductbehandledeasily bypeopleormachines betweensteps 生產(chǎn)在各部之間容易控制時嗎 Arechangeoversrare Ischangeovertimeclosetotakttime 變更很少時嗎 變更時間接近于完成時嗎 Iscomponentqualityassured 零件質(zhì)量可以保證時嗎 Isthesupplierclose 供應(yīng)商快到來時嗎 Ismaterialhandlingtimeshortcomparedtoassemblytime 投料時間與總裝時間相比較短時嗎 Kanban SHW E Apr2002 25 Summary總結(jié) Kanban OnePieceFlowcan 物料控制和單件流程能夠 Smooththepartsdeliveryprocesstoassemblyoperations使零件交付和總裝操作變得順暢Smoothsubassemblydeliveriesbetweenoperations使操作之間的部件交付順暢Smoothpartsfromsuppliers易于從供貨商那里揮霍的零件Makeallproductionmorepredictableandefficient使所有生產(chǎn)更加可預(yù)見性