價值流程圖說明

1、價值流程圖介紹Value Stream Mapping Introduction1Content Outline內容大綱 1、 Definition of Value Stream價值流程圖定義 2、Recognize value stream mapping初步認識價值流程圖 3、The significance of value stream mapping 繪制價值流程圖的意義 4、 Draw Current State VSM繪制價值流程圖 5、 Draw Future Status VSM繪制未來價值流程圖2Definition of Value Stream價值流定義All act

2、ivities both Value Added and Non-Value Added required to bring product from raw material to the customer產品從原材料到客戶的所有活動,要求增值和無增值的。1.3價值流的定義Definition of Value StreamDesign / ConfigurationSuppliersContract Logistic CentresLogisticsCustomerSub-system IntegratorsCustomerRequirementsnextA Value Stream in

3、cludes all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer.一個既定產品從起初（原材料）到目標顧客這個過程中經過的生產流程所需的所有要素(包括增值和不增值的行動).4價值流程圖 VALUE STREAM MAPPING直觀表示Visual representation of:物料流Material flow (Products from raw materials to th

4、e customer hands the hands of the production flow) 從原材料到產品交到顧客手中的生產流信息流Information flow (From concept to production flow of information)從概念到投產的信息流YOUR PLANT OR COMPANYSUPPLIERSCUSTOMER TO END USERT O T A L V A L U E S T R E A MWhere are the products for their clients, where the value stream!哪里有為顧客提供

5、的產品,哪里就有價值流！A value stream is all the actions required to bring a product through the main flows essential to every product價值流是指一個產品通過其主要必經流程的過程中所需產生的所有活動!5LEADTIME = 51.2dProcessing time = 0.5dITAKT Time= 92 min Once per weekWeekly orderWeekly orderForecastWeekly scheduleDaily scheduleQuarterly For

6、ecastDaily shipment scheduleProduction controlMRPSelling company / Field5 units/ dayI truck per dayEuro steel200kmsQuoted Lead time =14 daysII12 daysI10 unitsI 10 unitI 20 unitI15 unitI40 unitsI20 unitsShearPunchBendPaintAssemblyStation 1AssemblyStation 2ConsolidateAnd ShipC/T=1 minC/O=10 minUPTIME

7、= 100%C/T=5 minC/O=20 minUPTIME = 90%C/T=1 minC/O= 30 minUPTIME = 100%C/T= 3 minC/O=45 minWalking distance/operator = 80ftC/T= 30 minC/O=10 minWalking distance/operator = 27MC/T=50 minC/O=10 minWalking distance/operator = 25MC/T=70 minC/O=10 minM/C Uptime = 60%80 units12d1m2d2d4d3d8d4d16d5m3m30m100m

8、70m0.2d1mReduce Setup當前情況價值流Current State VSMReduce SetupReduce Setup2.Recognize value stream mapping初步認識價值流程圖6價值流當前圖價值流程圖是對整個生產過程的一個可視化的展示Value Stream mapping of the whole production process of a Visualized display:7未來價值流圖8 Enables you to See能使你看到:Waste清楚的看出制造過程中出現的浪費System view使我們更直觀的認識整個生產流程Opera

9、ting philosophy清楚的描述了生產流程之間的關系Customers perspective可以了解客戶的一個需求信息Roadmap for change給我們提供了改善的方向價值流程圖的意義The significance of value stream mapping3.9The Goals can be defined as followed: Analyze and optimize the Value Steam 分析并優(yōu)化價值流 Display the complete Value Stream 展示完整的價值流 Link material and information

10、 flow 將物料流和信息流聯(lián)系起來 Display an allover optimum, not only partial 展示整體的優(yōu)化，而不是局部Following Benefits can be achieved: Reduce flow time 減少制造周期 Cut Current Assets削減流動資產 Reduce downtime 減少停機時間 Increase transparence of production 增加生產的透明度 Raise customer satisfaction 提升客戶滿意度 Optimize linkage between manufactu

11、ring and service 優(yōu)化制造過程和服務之間的連接 Raise motivation and identification of employees提高員工的積極性 Common language for production analysis 是對制造過程分析的通用的語言10八大浪費8 Types of Waste (Muda)Over ProductionWaitingMotionInventoryTransportationReworkProcessingPeople UtilizationCustomersAvailability?Yield?Waiting?Invento

12、ries?Re-work?WASTE IS THE SYMPTOMWASTE IS NOT THE ROOT CAUSE11應用價值流程圖USING VALUE STREAM MAPPINGCurrent State MapFuture State MapImplementationPlanProduct FamilyDefinition12車間價值流的目標VSM Workshop ObjectivesLearn how to draw a Current/Future State VSM學習怎樣去畫當前和將來的價值流Recognize how VSM helps formulate and

13、drive the Continuous Improvement Roadmap認識到VSM能幫助尋找不斷改善方向Understand how VSM integrates DPS and Lean techniques懂得運用價值流為DPSLearn how to employ VSM techniques to identify opportunities (Kaizen Bursts) Kaizen - take apart and study, then put back together better學習用價值流技巧識別改善機會Recognize “Waste” prevalent

14、in an organization認識浪費的存在13價值流程圖的價值 True “Value” of VSM1. Map the Current State繪制當前圖3. Map the Future State繪制未來狀況Tues. & Fri.PC & LWeekly OrderMRPMSSWeekly Order# times/daySteelSupplierSteelPin# pcs# daysor shiftsIIIIStampingDowntimeChangeover Time=4 hr2 ShiftsTAKT = 2 Presses Cycle Time =ChangeOver

15、WeldingLayoutScrap/ReworkDowntime = 20%Uptime# OperatorsCycle Time =Weekly Build ScheduleDaily ShipSchedule6 Week Rolling Forecast6 Week Rolling ForecastFinished GoodsOvertime =# Shifts =AssemblyDT, ScrapReworkWIP = Cycle Time =TAKT = Changeover Time =Layout = 10% Scrap? days? days? days? days? days

16、? days? daysInventory TimeProcessing TimeTPc/t = ?TAKT = WIP = WIP = WIP =X pcs/monthStd. Pack Qty.# shiftsCustomerCurrent Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Ove

17、rtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv.TimeProc.TimeTPc/t = ? days? days? days? days? days? days? daysFu

18、ture1ST2ND3RD4TH1ST2ND3RD4THEstablish TAKT & Flow in Tank AssyStamping Changeover ReductionReduce Stamping BufferMove Assy to Plant 10Establish TAKT & Flow in Sender AssyPull To Sender AssyTraining20082009Activity2. Analyze Current State分析當前狀況4. Plan Implementation制定計劃5. Implement the plan貫徹計劃實施6. C

19、elebrate your success慶祝成功Drawing VSMs are a WASTE Unless you prepare an implementation plan and execute it !繪制價值流程圖是浪費的,除非你執(zhí)行計劃并實施它14產品系列當前狀態(tài)價值流將來狀態(tài)價值流價值流程圖計劃改進過程價值流程圖的價值 True “Value” of VSM15工廠價值流小組Value Stream Mapping Team車間價值流小組Workshop Value Stream Mapping TeamVSM Organization chart framework 價值

20、流組織結構圖構架16過程數據盒 Process BoxA process box indicates a process where material is flowing 顯示材料流動的進程There is no uncontrolled accumulation of inventory沒有任何失控的庫存Thumb rule It stops wherever processes are disconnected and material flow stops拇指規(guī)則-無論那個流程不通暢,物料流停止時,它將停止AssemblyData 1Data 2Data 3II4. Draw Curr

21、ent State VSM繪制當前狀態(tài)的價值流程圖17價值流的數據收集Data CollectionCycle Time (C/T)周轉時間Changeover Time (C/O)轉換時間Number of Operators操作者數量Changeover frequencies轉換頻次Equipment Uptime %設備利用率Operator walking distance 操作者行走距離Number of product variants產品種類Production batch sizes生產批次Takt Time (T/T) 節(jié)拍時間Uptime 機器正常運行時間 Process

22、 Lead time (PL/T)制程時間 Operator work content (TWC)工人工作內容 Quality metrics (FPY, PPM)合格率 Scrap rate/ $ cost廢料利用率Data BoxTailor the data box for your plants needs.18OT per week每周加班時間How operations are scheduled 操作者的排產WIP Inventory在線庫存Number/ Size of inventory points安全庫存數量Work hours and breaks工作時間Pack si

23、zes at process工序包裝尺寸Shipping/ Receiving schedules發(fā)運時間Part travel distance零件運輸距離Data BoxThe data box should be open ended to allow for additional attributes.價值流的數據收集Data Collection19Time Terms時間術語 Cycle Time (C/T): 周期時間 Elapsed time between one part coming off the end of the process to the next comin

24、g off (expressed in seconds). How often a part or production is actual completed. Time it takes an operator to complete all elements.一個產品結束到下一個產品結束所經過的循環(huán)時間（表示在幾秒鐘內） 。一個零件或產品實際完成的時間。這個時間是的操作者完成的所有內容Cycle time (for operator): the total amount of time required for a worker to complete one cycle of his/

25、her entire job process, including manual working time, walking and waiting time.對于工人來說是他工作需要完成的全部過程,包括工作時間,行走時間,和等待時間.Cycle time (for part): physical time to process a part through a given workstation對產品給定的一個工作站制程的物理時間Changeover Time (C/O): 換型時間 Time required to switch from producing one product to

26、another (expressed in seconds).一個產品轉換到另一個產品必需的時間Available Working Time (W/T): 有效工作時間 Per shift work time at that process less break time (expressed in seconds). 每個班次除去休息時間的工作時間 LearnSee20 Value Added Time (VA): 增值時間 Motion time used to put together or create an end product that adds worth to the to

27、the end customer (willing to pay for feature). Sometimes called Base Engineered Content (BEC). Should be improved and reduced continuously (i.e. attaching parts). 動做時間用來整理或創(chuàng)建一個終端產品，增加價值的，為了最終客戶（愿意支付功能） 。有時被稱為相應的工程內容（守則） 。應當改進和不斷減少（即附加部分） Non-Value Added Time (NVA): 非增值時間 Time wasted walking, waiting

28、, etc. Does not change or enhance the end product and is not something that customer needs or cares about. Must always be reduced or eliminated. 浪費的時間,行走，等待等不改變或提高最終產品，不是客戶的需求或關心的(或者愿意支付的)。必須始終是減少或消除. Incidental Work Time:必須的非增值時間 Motion time necessary to perform the work, but does not add value to

29、the end product (i.e. getting parts or tools).完成一個工作中必須的動作時間,但對最終產品是不增加價值的(比如拿取工具零件等)Time Terms時間術語LearnSee21 Uptime: 機器正常運行時間 Reliability running time of a machine or process (percentage).一個設備或制程可靠的運行時間(百分比) Takt Time (T/T) ( “pace” or “beat”): 節(jié)拍時間How often one part/unit should be produced based o

30、n rate of sales (demand). Synchronizes the pace of production to the pace of sales. (means in which rhythm you should finish a product to meet customers demand)生產根據銷售需求同步,（指按節(jié)奏完成的產品，應該滿足客戶的需求) Takt Time (T/T) = Lead Time (L/T): 交貨時間The time it takes one piece to move through the entire value stream

31、from start to finish (total elapsed time from release of raw material to completion of finished good).一個產品從訂貨到交貨所有價值流的時間(總經過時間從開始原料到成品完成) Time Terms時間術語LearnSeetotal daily available time total daily customer demand22Value Stream Icons.價值流圖標Material IconsRepresentsNotes20 unitsAssemblyC/T = 30 secsC/

32、O = 50 mins.2 shifts85% uptimeManufacturing Process制造過程One Process box equals an area of flow. All processes should be labeled. Also used for departments such as production control一個盒子代表一個連續(xù)流動的區(qū)域，所有過程都要有標簽，盒子也代表部門，例如生產計劃部門Outside Sources外部資源Used to show customers, suppliers and outside manufacturing

33、 processes.用于表示顧客，供應商等外部生產過程Data Box數據框Used to record information concerning a manufacturing process, department, customer etc用于記錄有關生產過程的，部門.客戶的相關信息Inventory庫存Count and time should be noted.用于表示庫存的位置，數量，時間ABC organizationWithdrawal拉動Pull of materials usually from a supermarket表示一個物理拉動，從超市拉動材料23Every

34、 MonTruck Shipment運輸Note frequency of shipments用于表示貨車運輸的頻率Movement of production material by PUSH推動使生產材料移動Material that is produced and moved forward before the next process needs it, usually based on a schedule.用于表示材料的移動是由生產者推動的而不是由顧客（后面的過程）拉動的Supermarket超市Movement of finished goods to the customer

35、成品向客戶移動A controlled inventory of parts that is used to schedule production at an upstream process用于表示材料的移動是由客戶拉動的而不是由生產者推動的，表示物料是由供應商運來Material IconsRepresentsNotesValue Stream Icons.價值流圖標Used to record logistics information, the opening point to the direction of vendor用于記錄物流信息，開口方向指向供應商FIFOMax 10 p

36、iecesTransfer of controlled quantities of material between processes in a First-in-First-Out sequence先進先出Indicates a device to limit quantity and ensure FIFO flow of material between processes. Maximum quantity should be noted用于表示一個控制質量的方法并保證過程之間材料的流動按“先進先出”的原則24Information Icons RepresentsNotesWeek

37、ly Schedule20Manual Information flow手工信息流Electronic Information flow電子信息流Information信息框For example Production schedule or shipping schedule用于表示一個生產計劃或運輸計劃的信息For example: Electronic Data Interchange or email.用于表示用電話或郵件表達的信息Describes an information flow表示一個信息流Production Kanban (Dotted line indicates K

38、anban path)生產看板.The One-per-container Kanban. Card or device that tells a process how many of what can be produced and gives permission to do so.用于表示一個過程能生產的產品是多少并允許生產，虛線表示看板流Withdrawn Kanban提取看板Card or device that instructs the material handler to get and transfer parts ( I.e. from a supermarket to

39、 the consuming process.用于表示一個過程取走的產品是多少并允許取走Signal Kanban信號看板The one-per-batch Kanban. Signals when a reorder point is reached and another batch needs to be produced. Used where supplying processes must produce in batches because of set-ups required.用于一個批量過程按訂單產生的生產指導信息Value Stream Icons.價值流圖標25Gene

40、ral Icons Represents NotesReduce SetupKanban Post看板架Place where kanban are collected and held for conveyance用于表示收集信息為運輸而存放，信號看板的地方Kanban arriving in batches批次看板Load Leveling均衡生產Tool to intercept batches of kanban and level the volume and mix of them over a period of time.用于一段指定的時間后，均衡數量和看板混合的工具Go Se

41、e production scheduling去看看Adjusting schedules based on checking inventory levels. Expediting.表示根據庫存水平調整計劃，用于目前的狀態(tài)流中Kaizen Lightening burst重點關注Highlights improvement needs at specific processes that are critical to achieving the value stream vision. Can be used to plan Kaizen.用于一個關鍵的過程，需要重點關注改進的地方Buf

42、fer or safety stock緩沖或安全庫存Buffer or safety stock must be noted,the close表示物料庫存的一個狀態(tài)，必須表明是“緩沖”或“安全庫存”，是閉口的Operator操作者Represents a person viewed from above.用于表示一個操作者的俯視圖Value Stream Icons.價值流圖標Permit the production of a specific type and quantity of the Product允許生產特定型號和數量的產品The order of pulling the ba

43、ll順序拉動球26What is a Product Family什么是產品族Products that pass through similar processing steps and common equipment make up a product family產品通過相似的制程和共同設備進行的產品系列Selecting a Product Family選擇一個產品族Why Identifying Product Families is Important 識別產品族的重要性A good facility is organized around its product familie

44、s有好的工裝設備來輔助Your customers care about their specific products, not all of your products客戶擔心的是他們特別的產品,不是你所有的產品Drawing all product flows on one map is too complicated在一個圖上可以畫出來產品流,不用太復雜27Identifying Product Families識別產品族Few part numbers幾個零件編號 Part families may be obvious零件成員是明顯的Many part numbers 許多零件編號

45、Begin with highest volume part numbers (80/20 rule)最大量零件編號80/20原則Use a Product Family Identification Matrix使用矩陣識別產品家族Use the Evolver Product Family Identification Template用發(fā)展的產品作為模版Consider machine substitutions考慮機器替換28Product Family Identification Matrix識別產品族矩陣29Current Status Mapping Steps當前狀況圖示步驟

46、 1) Start with the customer 從顧客開始2) Draw the basic production processes 繪制基本的生產工藝流程3) Add data boxes for each process 給每個工藝過程加上數據框4) Add inventory points 添加庫存數據5) Show material flow from suppliers & to the customer 展示源自供應商并且流向顧客的物流6) Show material flow between processes 展示工藝過程之間的物流7) Show informatio

47、n flow 展示信息流8) Draw timeline (incl. lead time and value added time) 繪制時間線（包括供貨周期時間與增值時間）30價值流的10個步驟31Draw the customer location and data table on top right of the map.在右上角畫出客戶的位置在數據盒中填寫數據Insert customer demand data.插入客戶需求的額數據步驟1：Start with the customer開始于客戶的位置32Make a box representing each process a

48、nd name the process.描述出各個工序之間的名稱 Under the process make a data box填入各個工序的數據 Insert data such as cycle time, Setup, uptime and number of people for each process填入每個工序的循環(huán)時間，運行時間，操作人數步驟2： Draw the processes and data tables 畫出制程添加數據33Make a triangle & insert an I where inventory is in the process.畫一個三角表

49、示出有庫存的工序 Under the triangle insert the number of units counted.標出庫存的數量單位步驟3： Draw the inventory in the Process 畫出每個工序的庫存34Place the supplier on top left part of map供應商在左上角. Insert the delivery frequency to the start of the process插入交貨頻次步驟4： Draw the Supply chain畫出供應商鏈35. Mark in how the customer sen

50、ds forecast and actual demand標明客戶下達訂單的預測需求 Mark how you forecast and place demand on your supplier.標明下達訂單到供應商的預測需求步驟5： Draw the Production process畫出整個制造過程36Indicate frequency of the schedule.指出排產信息 Indicate which processes you schedule (using a schedule or expetiting)指出每個制程的排產計劃步驟6： Indicate how you

51、 schedule the processes畫出整個制造排產信息37Indicate if it is a Push or FIFO or pull process指出每個制程拉動或者推動或者先進先出的信息 Indicate how shipping is organised指出發(fā)運方式及組織者步驟7： Draw how the processes are linked.畫出整個制程的連接信息38Calculate the inventory in terms days of customer demand考慮庫存和客戶需求之間的天數步驟8. Draw a lead time ladder

52、.畫出整個交期信息39 Add the days inventory in the total process整個過程的總和步驟9. Calculate the total lead time計算整個全部交貨的時間40 Add total cycle time for the process整個過程的循環(huán)時間總和步驟10. Calculate the total processing time考慮整個過程的時間41Current Status Mapping - How To Use？如何使用當前狀況圖 Improve the whole instead of optimizing parts

53、 整體改進而不是局部優(yōu)化See & understand the flow of material and information 觀察并了解物流與信息流Envision the future State 憧憬“未來狀態(tài)” let the customer pull 讓顧客拉動remove wasted steps, 消除浪費的步驟, get remaining steps to flow, 使剩下的步驟流動42Takt Time = 58.6?!?Analyze and Improve Current Status 分析和改善當前狀況 43焊接和裝配 XX鋼鐵廠卷材看板送貨XX裝配廠月需求1

54、8400-12,00 左向-6,400 右向包裝單位20兩班生產信息控制（銷售、物料、采購、生產控制）沖壓 ,90/60/30 天預測每天訂單6 周預測MCT =4.5 DaysVA = 166 SecFuture Status Mapping將來狀況圖析5. Draw Future Status VSM繪制未來價值流程圖44Future Status Mapping 將來狀況圖析(詳細)45Future Status Mapping - How To ？如何圖析將來狀況圖 Begin by drawing on the current-state map 由繪制當前狀態(tài)價值流圖開始First

55、 iteration assume existing product designs, process technologies and plant locations are given 第一次繪制假定現有產品的設計、工藝技術與工廠位置不變 Future-state should continuously evolve into the ideal state 未來狀態(tài)必須持續(xù)的逐步發(fā)展成理想狀態(tài)Forms foundation for the implementation plan-like a blueprint 成為實施計劃的基礎象一幅“藍圖” Always need a future

56、 state and a plan to get there 永遠需要一個未來狀態(tài)構想與一個實現此未來狀態(tài)的計劃46Key Points for Future Status Mapping規(guī)劃將來狀況應考慮的要點1. Calculate the takt time:計算節(jié)拍時間：Takt time means in which rhythm you should finish a product to meet customers demand 。節(jié)拍時間是指你將以什么樣的節(jié)奏滿足客戶的需求。472. Should we build our product to a supermarket o

57、r directly to shipping我們應該建立超市還是將產品直接交付運輸？ orAssembly裝配Assembly裝配成品超市Key Points for Future Status Mapping規(guī)劃將來狀況應考慮的要點20How reliable are our processes and what is our lead time?我們生產過程的可靠性怎么樣，我們的生產前置期是多少？48FINISH GOODS STRATEGY成品策略CustomershippingassemblyTo Shipping運輸supermarketCustomershippingassembl

58、yTo Supermarket超市49ABCABCABCCBATCH批量AXBCXAXFLOW連續(xù)流ABCABCABCXYCXYXYAABCABCABCBEHBEBEBKey Points for Future Status Mapping規(guī)劃將來狀況應考慮的要點3. Where can we develop continuous flow? 我們可以在哪開發(fā)連續(xù)流 Each item is immediately passed from one process step to the next without stagnation or any other waste in between

59、(transportation, waiting ).Inventories and lead time will be reduced.每件產品都立即從一個加工過程傳遞到另一個加工過程中間沒有任何的停滯和浪費。（運輸，等待）。庫存數量和生產前置期將減少 .如果工序是為特定產品（零件）而設置，并且工作負荷能平衡在生產節(jié)拍內，那么連續(xù)流是可能的50Cycle time = 1 minute per pieceABCCustomer wants 10 pieces, how long will it take?客戶需要10片，多長時間得到？Anything and everythingcan ha

60、ppen30 + minutes30 + minutesCustomer wants 1 piece, how long will it take?客戶需要1片，多長時間得到？BATCH PROCESSING成批生產51CONTINUOUS FLOW PROCESSING連續(xù)流Cycle time = 1 minute per piece12 minutes3 minutesABCMake One Move OneCustomer wants 10 pieces, how long will it take?客戶需要10片，多長時間得到？Customer wants 1 piece, how