《生產(chǎn)與運(yùn)作管理》ppt課件

1、11 Just in Time and Lean Production System準(zhǔn)時(shí)生產(chǎn)和精細(xì)生產(chǎn)11.1 JIT 11.1 JIT 準(zhǔn)時(shí)生產(chǎn)的實(shí)質(zhì)準(zhǔn)時(shí)生產(chǎn)的實(shí)質(zhì)11.2 Kanban System11.2 Kanban System看板控制系統(tǒng)看板控制系統(tǒng)11.3 Pre-Conditions of JIT11.3 Pre-Conditions of JIT組織組織準(zhǔn)時(shí)生產(chǎn)的條件準(zhǔn)時(shí)生產(chǎn)的條件 11.4 Lean Product 11.4 Lean Product 精細(xì)生產(chǎn)精細(xì)生產(chǎn)Hangzhou, 2022-5-2 Cao Min Nr. 1PeopleLean ProductionT

2、hrough Waste EliminationOperational StabilityJITQualityat theSourceTools of Lean ManufacturingPull Systems / KanbanA Tool for Implementing Pull Systems11.1 JIT準(zhǔn)時(shí)生產(chǎn)的實(shí)質(zhì)Hangzhou, 2022-5-2 Cao Min Nr. 2Motive: exposes and eliminates waste, and continuing improvement Need to reduce costTraditional Method

3、(Push)Seller DrivenModern Method(Pull)Customer Driven(SELLER)(MARKET)Types of Waste OverproductionWaiting Transportation InventoryInefficient processingUnnecessary motion/movementProduct defectsHangzhou, 2022-5-2 Cao Min 凡是超出增加產(chǎn)品價(jià)值所絕對(duì)必要的最少量的設(shè)備、材料、零件和工作時(shí)間的部分，都是浪費(fèi)Waste is anything other than the minim

4、um amount of equipment, materials, parts, space, and workers time, which are absolutely essential to add value to the product. Shoichiro Toyoda President, ToyotaInventory Hides Problemsin Production and Operations ManagementHangzhou, 2022-5-2 Cao Min Nr. 4QualityProblemsMaterialShortagesMachineBreak

5、downsWorkloadImbalancesWorkerAbsenteeismOut-of-SpecMaterialsQualityProblemsWIP InventoryProblems in Productionwater level must be reducedJIT philosophyJust in Time:Just in Time: producing what the next downstream workstations needJIT is a management philosophy of continuous and forced problem solvin

6、g.Supplies and components are pulled through system to arrive where they are needed when they are needed.deliver the right product, in right quality and right status, in the right quantity, at the right price, in the right place, at the right time, to right people, without any waiting and disjoint f

7、rom the suppliers to internal process.Goals:Goals: zero inventory, zero defects, zero setups, zero wasteshorten the response time to customer needcontinuing waste eliminationHangzhou, 2022-5-2 Cao Min Nr. 5JIT: stockless productiona ideal standard, a limit with zeroactual production can near to it i

8、llimitably, but never touch it.improvement becomes continuing because of the limita method continuing improvementreduce inventory - expose problems and bottlenecks - solve the problems - reduce inventory -.a process of infinite loopHangzhou, 2022-5-2 Cao Min Nr. 611.2 Kanban SystemWhat is kanban? de

9、veloped at Toyota 1950s to manage line material flows. Kanban ( Kan=card, Ban= signal )simple movement system “cards” to signal & communicate reorder information boxes/containers to take “l(fā)ots” of parts from one work station to another.Server only delivers components to client work station as &a

10、mp; when needed (called/pulled). minimise storage in the production area.Workstations only produce/deliver components when called (they receive card + empty container). The work-station produces enough to fill the containerKanban = an authorization to produce more inventoryWe thus limit the amount o

11、f inventory in process. Hangzhou, 2022-5-2 Cao Min Nr. 7JIT and Demand-PullPushPush system: material is pushedpushed into downstream workstations regardless of whether resources are availablePullPull system: material is pulledpulled to a workstation just as it is neededHangzhou, 2022-5-2 Cao Min Cus

12、tomerSupplierSupplierSupplierSupplierFinal AssemblyFabricFabricFabricFabricSubassSubassCall (Kanban) & PullCall (Kanban) & PullCall (Kanban) & PullPush versus PullToyota dual-card Kanban systemProduction Kanban:Production Kanban: the need to purchase more parts C C Kanban: Kanban: the ne

13、ed to withdraw parts from one work center and deliver them to the next work centerNot all companies use the kanban cards for their pull systems. Many companies simply use labels to identify that a container is empty or use areas in their warehouses or production departments to identify a container i

14、s empty and needs.Hangzhou, 2022-5-2 Cao Min Nr. 9Function of KanbanProvides production and/or transportation information.Prevents overproduction and excessive transportation.Serves as a work order indicating what has been produced and identifies the physical productReveals existing production probl

15、ems and maintains inventory controlHangzhou, 2022-5-2 Cao Min Nr. 10Hangzhou, 2022-5-2 Cao Min Nr. 11Procuction KanbanProcessFinal Assembly(F)WS: A-14Part Nr.: NK-200406Part name: BracePart typ: KEI-7066ContainerCapacityTypeNr.14M-1113412WS: A-14Part Nr.: NK-200406Part name: BracePart typ: KEI-7066P

16、receding ProcessLathe MachiningNext ProcessComponent Assembly(E)Conveyance KanbanContainerCapacityTypeNr.14M-1113412Diagram of Kanban controlHangzhou, 2022-5-2 Cao Min Nr. 12upstream WS #1downstream WS #2WIP inventoryparts flowProduction kanban and empty containerProduction kanban and full container

17、Conveyance kanban and empty containerConveyance kanban and full containerRules of KanbanKanban must be attached to the actual containers of partsParts are never to be produced or conveyed without a KanbanThe downstream process draws only what is required by the Kanban from upstream processes.The ups

18、tream process produces items in the quantity and the sequence indicated by the Kanban.Never send defective products to downstream processesHangzhou, 2022-5-2 Cao Min Nr. 13How many Kanbans?Each container = minimum replenishment lot size.Calculate lead time required to produce a container Hangzhou, 2

19、022-5-2 Cao Min CSdL)(1+=k capacity of container Expected demand during lead time + safety stock=k = No. of kanbans in card set d = Average No. of units demanded over the periodL = lead time to replenish order (same units of time as demand)S = Safety stock as % of demand during lead timeC = Containe

20、r size ExampleA switch is assembled in batches of 4 units at an “upstream” work area. delivered in a bin to a “downstream” control-panel assembly area that requires 5 switch assemblies/hour.The switch assembly area can produce a bin of switch assemblies in 2 hours.Safety stock = 10% of needed invent

21、ory.Hangzhou, 2022-5-2 Cao Min 2.75 - 3 45(2)(1.1)= = = =CdL (1+ +S)k size of container Expected demand during lead time + safety stock=Production Kanban Control the WIP QuantityHangzhou, 2022-5-2 Cao Min Nr. 16C - KanbanP - KanbanC - Kanban routing processP - Kanban routing processP - KanbanP - Kan

22、banC - KanbanC - KanbanC - KanbanWS1WS2WS3entranceentranceentranceMinimizing Waste: Kanban Control SystemHangzhou, 2022-5-2 Cao Min Bin Part ABin Part AMachine CenterAssembly LineMaterial FlowCard (signal) Flowwithdrawal kanbanproduction kanban11.3 Pre-Conditions of JIT組織準(zhǔn)時(shí)生產(chǎn)的條件Level Schedules to re

23、duce the finished-goods inventoryreduce the set-up timeSet up the JIT manufacture celland “5S” activitiesJIT PurchasingQuality guarantee Hangzhou, 2022-5-2 Cao Min Nr. 18Hangzhou, 2022-5-2 Cao Min Nr. 19AAABBBCJIT Small LotsLarge-Lot ApproachTimeTimeAABBBCAAABBBBBBCCJIT produces same amount in same

24、time if setup times are lowered. Small versus Large LotsSmall lots also increase flexibility to meet customer demandsLevel schedules to reduce the finished-goods inventoryExample: A400,B300,C200,D100 every monthA400-B300-C200-D100, production frequency every month: 1A100-B75-C50-D25, production freq

25、uency every month: 4AAAA-BBB-CC-D, production frequency every month: 100ABCABCABAD, frequency A: 400, B: 300, C: 200, D: 100 achieve the Level schedulesSupply the vary products at any moment, reduce the finished-goods inventorySetup time at 1/4,1/100,1/1000 to recoupHangzhou, 2022-5-2 Cao Min Nr. 20

26、Reduce the set-up time盡可能在機(jī)器運(yùn)行時(shí)進(jìn)行調(diào)整準(zhǔn)備set up during the machine running 50%盡可能消除停機(jī)時(shí)的調(diào)整時(shí)間reduce the set up time at the machine stop time進(jìn)行人員培訓(xùn)personnel training對(duì)設(shè)備和工藝裝備進(jìn)行技術(shù)上的改造Equipment developmentHangzhou, 2022-5-2 Cao Min Nr. 21Set up the JIT manufacture celland “5S” activities建立多功能制造單元實(shí)行準(zhǔn)時(shí)生產(chǎn)的第一步是“把

27、庫(kù)房搬到廠房里”，使問(wèn)題明顯化 第二步是不斷減少工序間的在制品庫(kù)存，“使庫(kù)房逐漸消失在廠房中”將設(shè)備重新排列，使每個(gè)零件從投料、加工到完工都有一條明確的流動(dòng)路線多功能制造單元是按產(chǎn)品對(duì)象布置的，一個(gè)制造單元配備有各種不同的機(jī)床，可以完成一組相似零件的加工。機(jī)器數(shù)按最高負(fù)荷配置多功能制造單元的特征：零件是一個(gè)一個(gè)地而不是一批一批地經(jīng)過(guò)各種機(jī)床加工的工人隨著零件走，從零件進(jìn)入單元到加工完離開(kāi)單元，始終是一個(gè)工人操作。工人不是固定在某臺(tái)設(shè)備上，而是逐次操作多臺(tái)不同的機(jī)器多功能制造單元具有很大的柔性與直線型比較，工人行走路線短 Hangzhou, 2022-5-2 Cao Min Nr. 22Hang

28、zhou, 2022-5-2 Cao Min Nr. 23U-型生產(chǎn)單元直線型入口出口“5S” activities“5S” activitiesSort / Settle：整理是區(qū)分要與不要，將不需要的東西及時(shí)清理出現(xiàn)場(chǎng)；Straighten / Simplify：整頓是對(duì)整理后需要的物品進(jìn)行合理擺放；Sweep / Scavenge：清掃是清除垃圾、油水、雜物、鐵屑等；Standardize / Sanitary：清潔是維持整理、整頓、清掃的狀態(tài)，使設(shè)備、工藝裝備、工位器具、零件無(wú)污物，環(huán)境清潔美化；Schooling / Self-discipline：素養(yǎng)是通過(guò)前“4S”，使人們的道德

29、觀念和紀(jì)律得到加強(qiáng)，養(yǎng)成良好的習(xí)慣。Safety：安全Support/Maintenance：維護(hù) Hangzhou, 2022-5-2 Cao Min Nr. 24JIT Purchasing elimination of raw material and outsourcing parts inventory is more difficult than WIP inventory. Its dependent not only on interneal but also external suppliers .most activities dont add value. Goals o

30、f JIT purchasing is to eliminate these wastes.Selection of the suppliers: quality, cooperation, technical competition, geographical location and price 選擇盡量少的、合格的供應(yīng)商，建立新型的關(guān)系建立長(zhǎng)期的、互利的合作伙伴關(guān)系供應(yīng)商具有較好的設(shè)備、技術(shù)條件和較好的管理水平，可以保證準(zhǔn)時(shí)供貨，保證質(zhì)量選擇盡量少的供應(yīng)廠家距離比較近，小批量多次運(yùn)輸將供應(yīng)商分層次，便于管理Hangzhou, 2022-5-2 Cao Min Nr. 25Quality guarantee 從根源上保證質(zhì)量質(zhì)量是實(shí)行準(zhǔn)時(shí)生產(chǎn)的保證，要實(shí)行準(zhǔn)時(shí)生產(chǎn)，必須消除不合格品 一開(kāi)始就把必要的工作做正確，強(qiáng)調(diào)從根源上保證質(zhì)量 不僅要對(duì)外部用戶提供符合要求的產(chǎn)品，而且要對(duì)內(nèi)部用戶提供符合要求的在制品 一是操作工人的參與，二是要解決問(wèn)題反饋控制對(duì)準(zhǔn)時(shí)生產(chǎn)是不夠的，應(yīng)該采取事前控制 ：控制原因，防錯(cuò) Hangzhou, 2022-5-2 Cao Min Nr. 2611.4 Lean Produc