leanmanufacturingtrainingweek(英文版)

1、Copyright Futuris Automotive Interiors All Rights Reservedlean manufacturing training week 3Copyright Futuris Automotive Interiors All Rights ReservedTPS Total Production ManagementVisual ManagementStable and Standardized ProcessesLeveled Production (Heijunka) Just-in-TimeRight part, right amount, r

2、ight timeTakt timeContinuous flowPull systemQuick ChangeoverIntegrated logistics Jidoka(In-station quality)Make problems visibleAutomatic stopsAndonPerson-machine separationError proofingIn-station-quality controlSolve root cause of problem (5 Whys)Best Quality Lowest Cost Shortest Lead Time Best Sa

3、fety High MoraleThrough shortening the production flow by eliminating waste lean manufacturing foundations People & Teamwork*Selection *Rigid decision making*Common goals *Cross-trained Waste Reduction*Genchi Genbutsu*Eyes for waste*5 Whys *Problem solving Continuous ImprovementCopyright Futuris Aut

4、omotive Interiors All Rights Reservedone-piece flowalso known as “single piece flow”ideal state where items are processed and moved directly to the next process one piece at a timeeach processing step completes its work just before the next process needs the item and the transfer batch is oneTakt Ti

5、me:the heart beat of one-piece flowCopyright Futuris Automotive Interiors All Rights Reservedone-piece flowbenefits of one-piece flow:builds in qualitycreates real flexibilitycreates higher productivityfrees on floor spaceimproves safetyimproves moralereduces cost of inventoryCopyright Futuris Autom

6、otive Interiors All Rights Reservedone piece flow “If some problem occurs in one-piece-flow manufacturing then the whole production line stops. In this sense it is a very bad system of manufacturing. But when production stops everyone is forced to solve the problem immediately. So team members have

7、to think, and through thinking team members grow and become better team members and people.”Teruyuki Minoura, former President, Toyota Motor Manufacturing, North AmericaCopyright Futuris Automotive Interiors All Rights ReservedjidokaStopping the process to build in quality“A method to detect defects

8、 when they occur and automatically stop production so an employee can fix the problem before the defect continues downstream.”Poke Yoke Error ProofingCopyright Futuris Automotive Interiors All Rights Reservedone piece flowredesign work processes to achieve high value-added, continuous flow. strive t

9、o cut back to zero the amount of time that any work project is sitting idle or waiting for someone to work on it.create flow to move material and information fast as well as to link processes and people together so that problems surface right away.make flow evident throughout your organizational cul

10、ture.Copyright Futuris Automotive Interiors All Rights Reservedone piece flowexample:Operation A supplies parts to Operation B, which supplies to Operation CFlow that is not definedOperation AOperation BOperation CCopyright Futuris Automotive Interiors All Rights Reservedone piece flowprimary causes

11、 of deviation are:imbalanced work cycles typically person with extra time will deviateintermittent work stoppages due to lack of parts or to perform additional tasksintermittent work delays due to struggles with machines or fixtures or overly difficult or complex tasksmiscellaneous issues such as “b

12、uilding ahead” to “buy time” for changeover, an operator leaving the line for some reason, or to stagger breaks etcCopyright Futuris Automotive Interiors All Rights Reservedone-piece flowNot following the rules!Copyright Futuris Automotive Interiors All Rights Reservedone piece flowestablishing one

13、piece flowdefine and dedicate the space for one piece space outlined with tape or paint to show only one piece is permitted and a sign to further clarify thisspace to be physically limited (controlled) by allowing enough room for a single pieceSingle piece flow with visually defined agreementOperati

14、on AOperation BOperation C1 PC1 PCCopyright Futuris Automotive Interiors All Rights ReservedlevelingHeijunka is the leveling of production by both volume and product mix.benefits: flexibility to make what the customer wants when they want it. reduced risk of unsold goods. balanced use of labor and m

15、achines. smoothed demand on upstream processes and the plants suppliers.Copyright Futuris Automotive Interiors All Rights ReservedlevelingIn general, when you try to apply the TPS, the first thing you have to do is to even out or level the production. Once the production level is more or less the sa

16、me or constant for a month, you will be able to apply pull systems and balance the assembly line. But if production levels-the output-varies from day to day, there is no sense in trying to apply other systems, because you simply cannot establish standardized work under such circumstances”Fujio Cho,

17、President, Toyota Motor CorporationCopyright Futuris Automotive Interiors All Rights Reservedleveling leveling by volumecase study:demand varies between 800 and 1200 units manufacture at long term average and carry inventory to ensure stability of the production process in this case production would

18、 be 1000 units with minimum of 200 inventory to meet weekly targetsbenefits: reduce process inventories and simplify processes which reduces costsCopyright Futuris Automotive Interiors All Rights Reservedlevelingleveling by productreduce the time and cost of changeovers so that smaller and smaller b

19、atches are not prohibitive and lost production time and quality costs are not significantSMEDhigh runners predictable demandlow runners high value unpredictable demandCopyright Futuris Automotive Interiors All Rights Reservedlevelingprovide your down line customers in the production process with wha

20、t they want, when they want it, and in the amount they want. Just in time approachminimize your work in process and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the customer actually takes awaybe responsive to the day-by-day shifts in cus

21、tomer demand rather than relying on computer schedules and systems to track wasteful inventory. Copyright Futuris Automotive Interiors All Rights Reservedpull systempull dictates when material is moved and who (customer) determines that it is to be moveduse “pull” systems to avoid overproductionCopy

22、right Futuris Automotive Interiors All Rights Reservedpull systempull versus push systems: defined agreement with specified limits pertaining to volume of product, model mix and the sequence of model mix between the two parties- supplier and customer no defined agreement between the supplier and the

23、 customer regarding the quantity of work to be supplied and when. The supplier works at his own pace and completes work according to his own schedule.Copyright Futuris Automotive Interiors All Rights Reservedpull systempull versus push system:items that are shared between the two parties must be ded

24、icated to them, this includes resources, locations, storage, containers etc and a common reference time (TAKT Time) locations are not defined and dedicated, and material is placed where there is an opening. Copyright Futuris Automotive Interiors All Rights Reservedpull systempull versus push system:

25、simple control methods which are visually apparent and physically constraining, maintain the defined agreement. since there is no definition, or dedication, there is no clear way to understand what to control or how to control it.Copyright Futuris Automotive Interiors All Rights Reservedpull systemp

26、rovide customers what they want, when they want it, and in the amount they want. Material replenishment initiated by consumption is the basic principle of just-in-time.minimize WIP and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the cust

27、omer actually takes away.responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory. Copyright Futuris Automotive Interiors All Rights Reservedpull systemsJIT Just in time inventory materials or supplies to arrive at a fac

28、ility just when they are needed to reduce storage costscustomer must specify what will be needed, when and in what amountsSupplier must ensure supplies arrive at the agreed time and locationCopyright Futuris Automotive Interiors All Rights Reservedkanbankan means “card and ban means “signalA signali

29、ng system which historically used cards to signal the need for an item other devices such as trolleys, boxes, empty spaces serve as Kanbana pull system that determines the supply, or production according to actual customer demand limits amount of inventory in the process by acting as an authorisation to produce more inventoryCopyright Futuris Automotive Interiors All Rights Reservedkanbanrules:cus