價(jià)值流程圖介紹

1價(jià)值流程圖介紹ValueStreamMappingIntroduction當(dāng)前第1頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)2ContentOutline內(nèi)容大綱1、DefinitionofValueStream價(jià)值流程圖定義2、Recognize

valuestreammapping初步認(rèn)識(shí)價(jià)值流程圖

3、Thesignificanceofvaluestreammapping

繪制價(jià)值流程圖的意義4、DrawCurrentState

VSM繪制價(jià)值流程圖5、

DrawFutureStatusVSM繪制未來(lái)價(jià)值流程圖當(dāng)前第2頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)3DefinitionofValueStream價(jià)值流定義

AllactivitiesbothValueAddedandNon-ValueAddedrequiredtobringproductfromrawmaterialtothecustomer產(chǎn)品從原材料到客戶的所有活動(dòng),要求增值和無(wú)增值的。1.當(dāng)前第3頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)4價(jià)值流的定義DefinitionofValueStreamDesign/ConfigurationSuppliersContractLogisticCentresLogisticsCustomerSub-systemIntegratorsCustomerRequirementsnextAValueStreamincludesallelements(bothvalueaddedandnon-valueadded)thatoccurtoagivenproductfromitsinceptionthroughdeliverytothecustomer.一個(gè)既定產(chǎn)品從起初（原材料）到目標(biāo)顧客這個(gè)過程中經(jīng)過的生產(chǎn)流程所需的所有要素(包括增值和不增值的行動(dòng)).當(dāng)前第4頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)5價(jià)值流程圖VALUESTREAMMAPPING直觀表示Visualrepresentationof: 物料流Materialflow(Productsfromrawmaterialstothecustomerhandsthehandsoftheproductionflow)從原材料到產(chǎn)品交到顧客手中的生產(chǎn)流信息流Informationflow(Fromconcepttoproductionflowofinformation)從概念到投產(chǎn)的信息流YOURPLANTORCOMPANYSUPPLIERSCUSTOMERTOENDUSERTOTALVALUESTREAMWherearetheproductsfortheirclients,wherethevaluestream!哪里有為顧客提供的產(chǎn)品,哪里就有價(jià)值流！Avaluestreamisalltheactionsrequiredtobringaproductthroughthemainflowsessentialtoeveryproduct價(jià)值流是指一個(gè)產(chǎn)品通過其主要必經(jīng)流程的過程中所需產(chǎn)生的所有活動(dòng)!當(dāng)前第5頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)6LEADTIME=51.2dProcessingtime=0.5dITAKTTime=92minOnceperweekWeeklyorderWeeklyorderForecastWeeklyscheduleDailyscheduleQuarterlyForecastDailyshipmentscheduleProductioncontrolMRPSellingcompany/Field5units/dayItruckperdayEurosteel200kmsQuotedLeadtime=14daysII12daysI10unitsI10unitI20unitI15unitI40unitsI20unitsShearPunchBendPaintAssemblyStation1AssemblyStation2ConsolidateAndShipC/T=1minC/O=10minUPTIME=100%C/T=5minC/O=20minUPTIME=90%C/T=1minC/O=30minUPTIME=100%C/T=3minC/O=45minWalkingdistance/operator=80ftC/T=30minC/O=10minWalkingdistance/operator=27MC/T=50minC/O=10minWalkingdistance/operator=25MC/T=70minC/O=10minM/CUptime=60%80units12d1m2d2d4d3d8d4d16d5m3m30m100m70m0.2d1mReduceSetup當(dāng)前情況價(jià)值流CurrentStateVSMReduceSetupReduceSetup2.Recognize

valuestreammapping初步認(rèn)識(shí)價(jià)值流程圖當(dāng)前第6頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)7價(jià)值流當(dāng)前圖價(jià)值流程圖是對(duì)整個(gè)生產(chǎn)過程的一個(gè)可視化的展示ValueStreammappingofthewholeproductionprocessofaVisualizeddisplay:當(dāng)前第7頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)8未來(lái)價(jià)值流圖當(dāng)前第8頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)9■

EnablesyoutoSee能使你看到:Waste清楚的看出制造過程中出現(xiàn)的浪費(fèi)Systemview使我們更直觀的認(rèn)識(shí)整個(gè)生產(chǎn)流程Operatingphilosophy清楚的描述了生產(chǎn)流程之間的關(guān)系Customer’sperspective可以了解客戶的一個(gè)需求信息Roadmapforchange給我們提供了改善的方向價(jià)值流程圖的意義Thesignificanceofvaluestreammapping3.當(dāng)前第9頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)10TheGoalscanbedefinedasfollowed:?AnalyzeandoptimizetheValueSteam分析并優(yōu)化價(jià)值流?DisplaythecompleteValueStream展示完整的價(jià)值流?Linkmaterialandinformationflow將物料流和信息流聯(lián)系起來(lái)?Displayanalloveroptimum,notonlypartial展示整體的優(yōu)化，而不是局部FollowingBenefitscanbeachieved:?Reduceflowtime減少制造周期?CutCurrentAssets削減流動(dòng)資產(chǎn)?Reducedowntime減少停機(jī)時(shí)間?Increasetransparenceofproduction增加生產(chǎn)的透明度?Raisecustomersatisfaction提升客戶滿意度?Optimizelinkagebetweenmanufacturingandservice優(yōu)化制造過程和服務(wù)之間的連接?Raisemotivationandidentificationofemployees提高員工的積極性?Commonlanguageforproductionanalysis是對(duì)制造過程分析的通用的語(yǔ)言當(dāng)前第10頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)11八大浪費(fèi)8TypesofWaste(Muda)OverProductionWaitingMotionInventoryTransportationReworkProcessingPeopleUtilizationCustomersAvailability?Yield?Waiting?Inventories?Re-work?WASTEISTHESYMPTOMWASTEISNOTTHEROOTCAUSE當(dāng)前第11頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)12應(yīng)用價(jià)值流程圖USINGVALUESTREAMMAPPINGCurrentStateMapFutureStateMapImplementationPlanProductFamilyDefinition當(dāng)前第12頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)13車間價(jià)值流的目標(biāo)VSMWorkshopObjectivesLearnhowtodrawaCurrent/FutureStateVSM學(xué)習(xí)怎樣去畫當(dāng)前和將來(lái)的價(jià)值流RecognizehowVSMhelpsformulateanddrivetheContinuousImprovementRoadmap認(rèn)識(shí)到VSM能幫助尋找不斷改善方向UnderstandhowVSMintegratesDPSandLeantechniques懂得運(yùn)用價(jià)值流為DPSLearnhowtoemployVSMtechniquestoidentifyopportunities(KaizenBursts)Kaizen-takeapartandstudy,thenputbacktogetherbetter學(xué)習(xí)用價(jià)值流技巧識(shí)別改善機(jī)會(huì)Recognize“Waste”prevalentinanorganization認(rèn)識(shí)浪費(fèi)的存在當(dāng)前第13頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)14價(jià)值流程圖的價(jià)值True“Value”ofVSM1.MaptheCurrentState繪制當(dāng)前圖3.MaptheFutureState繪制未來(lái)狀況Tues.&Fri.PC&LWeeklyOrderMRPMSSWeeklyOrder#times/daySteelSupplierSteelPin#

pcs#daysorshiftsIIIIStampingDowntimeChangeoverTime=4hr2ShiftsTAKT=2Presses

CycleTime=ChangeOverWeldingLayoutScrap/ReworkDowntime=20%Uptime#OperatorsCycleTime=WeeklyBuildScheduleDailyShipSchedule6WeekRollingForecast6WeekRollingForecastFinishedGoodsOvertime=#Shifts=AssemblyDT,ScrapReworkWIP=CycleTime=TAKT=

ChangeoverTime=Layout=10%Scrap?days?days?days?days?days?days?daysInventoryTimeProcessingTimeTPc/t=?TAKT=

WIP=

WIP=

WIP=Xpcs/monthStd.PackQty.#shiftsCustomerCurrent

FinishedGoodsAssemblyLayoutWeldingRolling6-wkForecastWeeklyOrder6x/DayPC&L6-wkforecastDailyLevelBox

DA1

DA2

DA3C/OTime=CT=TAKTTime3ShiftsDT=Scrap=Stamping0Overtime2ShiftsMaxSize#MaterialHandlersC/OTime=CT=TAKTTime3ShiftsDT=Scrap/Rework=C/OTime=CT=TAKTTime3ShiftsDT=Scrap/Rework=SmallLot#OperatorsCustomerX

pcs/monthStdPackQty#ShiftsWIP=WIP=WIP=SteelSupplierInv.TimeProc.TimeTPc/t=??days?days?days?days?days?days?daysFuture1ST2ND3RD4TH1ST2ND3RD4THEstablishTAKT&FlowinTankAss'yStampingChangeoverReductionReduceStampingBufferMoveAss'ytoPlant10EstablishTAKT&FlowinSenderAss'yPullToSenderAss'yTraining20082009Activity2.AnalyzeCurrentState分析當(dāng)前狀況4.PlanImplementation制定計(jì)劃5.Implementtheplan貫徹計(jì)劃實(shí)施6.Celebrateyoursuccess慶祝成功DrawingVSMsareaWASTE…

Unlessyouprepareanimplementationplanandexecuteit!繪制價(jià)值流程圖是浪費(fèi)的,除非你執(zhí)行計(jì)劃并實(shí)施它當(dāng)前第14頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)15產(chǎn)品系列當(dāng)前狀態(tài)價(jià)值流將來(lái)狀態(tài)價(jià)值流價(jià)值流程圖計(jì)劃改進(jìn)過程價(jià)值流程圖的價(jià)值True“Value”ofVSM當(dāng)前第15頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)16工廠價(jià)值流小組ValueStreamMappingTeam車間價(jià)值流小組WorkshopValueStreamMappingTeam工藝經(jīng)理IE/ME采購(gòu)工程師銷售（合同處理）工程師生產(chǎn)計(jì)劃工程師DPS經(jīng)理CI經(jīng)理車間價(jià)值流小組組長(zhǎng)：車間經(jīng)理組員

：技術(shù)員:ME:車間副經(jīng)理:車間價(jià)值流小組組長(zhǎng)：車間經(jīng)理組員：技術(shù)員:ME:車間副經(jīng)理:車間價(jià)值流小組組長(zhǎng)：車間經(jīng)理組員：技術(shù)員:ME:車間副經(jīng)理:車間價(jià)值流小組組長(zhǎng)：車間經(jīng)理組員：技術(shù)員:ME:車間副經(jīng)理:VSMOrganizationchartframework價(jià)值流組織結(jié)構(gòu)圖構(gòu)架當(dāng)前第16頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)17過程數(shù)據(jù)盒ProcessBoxAprocessboxindicatesaprocesswherematerialisflowing顯示材料流動(dòng)的進(jìn)程Thereisnouncontrolledaccumulationofinventory沒有任何失控的庫(kù)存

Thumbrule–Itstopswhereverprocessesaredisconnectedandmaterialflowstops拇指規(guī)則-無(wú)論那個(gè)流程不通暢,物料流停止時(shí),它將停止AssemblyData1 Data2Data3II4.DrawCurrentStateVSM繪制當(dāng)前狀態(tài)的價(jià)值流程圖當(dāng)前第17頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)18價(jià)值流的數(shù)據(jù)收集DataCollectionCycleTime(C/T)周轉(zhuǎn)時(shí)間ChangeoverTime(C/O)轉(zhuǎn)換時(shí)間NumberofOperators操作者數(shù)量Changeoverfrequencies轉(zhuǎn)換頻次EquipmentUptime%設(shè)備利用率Operatorwalkingdistance

操作者行走距離Numberofproductvariants產(chǎn)品種類Productionbatchsizes生產(chǎn)批次TaktTime(T/T)節(jié)拍時(shí)間Uptime

機(jī)器正常運(yùn)行時(shí)間

ProcessLeadtime(PL/T)制程時(shí)間

Operatorworkcontent(TWC)工人工作內(nèi)容

Qualitymetrics(FPY,PPM)合格率

Scraprate/$cost廢料利用率DataBoxTailorthedataboxforyourplantsneeds.當(dāng)前第18頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)19OTperweek每周加班時(shí)間Howoperationsarescheduled

操作者的排產(chǎn)WIPInventory在線庫(kù)存Number/Sizeofinventorypoints安全庫(kù)存數(shù)量Workhoursandbreaks工作時(shí)間Packsizesatprocess工序包裝尺寸Shipping/Receivingschedules發(fā)運(yùn)時(shí)間Parttraveldistance零件運(yùn)輸距離DataBoxThedataboxshouldbeopenendedtoallowforadditionalattributes.價(jià)值流的數(shù)據(jù)收集DataCollection當(dāng)前第19頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)20TimeTerms時(shí)間術(shù)語(yǔ)CycleTime(C/T):周期時(shí)間Elapsedtimebetweenonepartcomingofftheendoftheprocesstothenextcomingoff(expressedinseconds).Howoftenapartorproductionisactualcompleted.Timeittakesanoperatortocompleteallelements.一個(gè)產(chǎn)品結(jié)束到下一個(gè)產(chǎn)品結(jié)束所經(jīng)過的循環(huán)時(shí)間（表示在幾秒鐘內(nèi)）。一個(gè)零件或產(chǎn)品實(shí)際完成的時(shí)間。這個(gè)時(shí)間是的操作者完成的所有內(nèi)容Cycletime(foroperator):thetotalamountoftimerequiredforaworkertocompleteonecycleofhis/herentirejobprocess,includingmanualworkingtime,walkingandwaitingtime.對(duì)于工人來(lái)說是他工作需要完成的全部過程,包括工作時(shí)間,行走時(shí)間,和等待時(shí)間.Cycletime(forpart):

physicaltimetoprocessapartthroughagivenworkstation對(duì)產(chǎn)品給定的一個(gè)工作站制程的物理時(shí)間ChangeoverTime(C/O):換型時(shí)間Timerequiredtoswitchfromproducingoneproducttoanother(expressedinseconds).一個(gè)產(chǎn)品轉(zhuǎn)換到另一個(gè)產(chǎn)品必需的時(shí)間AvailableWorkingTime(W/T):有效工作時(shí)間Pershiftworktimeatthatprocesslessbreaktime(expressedinseconds).

每個(gè)班次除去休息時(shí)間的工作時(shí)間LearnSee當(dāng)前第20頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)21

ValueAddedTime(VA):增值時(shí)間Motiontimeusedtoputtogetherorcreateanendproductthataddsworthtothetotheendcustomer(willingtopayforfeature).SometimescalledBaseEngineeredContent(BEC).Shouldbeimprovedandreducedcontinuously(i.e.attachingparts).動(dòng)做時(shí)間用來(lái)整理或創(chuàng)建一個(gè)終端產(chǎn)品，增加價(jià)值的，為了最終客戶（愿意支付功能）。有時(shí)被稱為相應(yīng)的工程內(nèi)容（守則）。應(yīng)當(dāng)改進(jìn)和不斷減少（即附加部分）

Non-ValueAddedTime(NVA):非增值時(shí)間Timewastedwalking,waiting,etc.Doesnotchangeorenhancetheendproductandisnotsomethingthatcustomerneedsorcaresabout.Mustalwaysbereducedoreliminated.浪費(fèi)的時(shí)間,行走，等待等不改變或提高最終產(chǎn)品，不是客戶的需求或關(guān)心的(或者愿意支付的)。必須始終是減少或消除.

IncidentalWorkTime:必須的非增值時(shí)間Motiontimenecessarytoperformthework,butdoesnotaddvaluetotheendproduct(i.e.gettingpartsortools).完成一個(gè)工作中必須的動(dòng)作時(shí)間,但對(duì)最終產(chǎn)品是不增加價(jià)值的(比如拿取工具零件等)TimeTerms時(shí)間術(shù)語(yǔ)LearnSee當(dāng)前第21頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)22Uptime:機(jī)器正常運(yùn)行時(shí)間Reliabilityrunningtimeofamachineorprocess(percentage).一個(gè)設(shè)備或制程可靠的運(yùn)行時(shí)間(百分比)

TaktTime(T/T)(“pace”or“beat”):節(jié)拍時(shí)間Howoftenonepart/unitshouldbeproducedbasedonrateofsales(demand).Synchronizesthepaceofproductiontothepaceofsales.(meansinwhichrhythmyoushouldfinishaproducttomeetcustomer’sdemand)生產(chǎn)根據(jù)銷售需求同步,（指按節(jié)奏完成的產(chǎn)品，應(yīng)該滿足客戶的需求)

TaktTime(T/T)=

LeadTime(L/T):

交貨時(shí)間Thetimeittakesonepiecetomovethroughtheentirevaluestreamfromstarttofinish(totalelapsedtimefromreleaseofrawmaterialtocompletionoffinishedgood).一個(gè)產(chǎn)品從訂貨到交貨所有價(jià)值流的時(shí)間(總經(jīng)過時(shí)間從開始原料到成品完成)TimeTerms時(shí)間術(shù)語(yǔ)LearnSeetotaldailyavailabletime

totaldailycustomerdemand當(dāng)前第22頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)23ValueStreamIcons.價(jià)值流圖標(biāo)MaterialIcons

Represents

Notes20unitsAssemblyC/T=30secsC/O=50mins.2shifts85%uptimeManufacturingProcess制造過程OneProcessboxequalsanareaofflow.Allprocessesshouldbelabeled.Alsousedfordepartmentssuchasproductioncontrol一個(gè)盒子代表一個(gè)連續(xù)流動(dòng)的區(qū)域，所有過程都要有標(biāo)簽，盒子也代表部門，例如生產(chǎn)計(jì)劃部門OutsideSources外部資源Usedtoshowcustomers,suppliersandoutsidemanufacturingprocesses.用于表示顧客，供應(yīng)商等外部生產(chǎn)過程DataBox數(shù)據(jù)框Usedtorecordinformationconcerningamanufacturingprocess,department,customeretc…用于記錄有關(guān)生產(chǎn)過程的，部門.客戶的相關(guān)信息Inventory庫(kù)存Countandtimeshouldbenoted.用于表示庫(kù)存的位置，數(shù)量，時(shí)間ABCorganizationWithdrawal拉動(dòng)Pullofmaterialsusuallyfromasupermarket表示一個(gè)物理拉動(dòng)，從超市拉動(dòng)材料當(dāng)前第23頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)24EveryMonTruckShipment運(yùn)輸Notefrequencyofshipments用于表示貨車運(yùn)輸?shù)念l率MovementofproductionmaterialbyPUSH推動(dòng)使生產(chǎn)材料移動(dòng)Materialthatisproducedandmovedforwardbeforethenextprocessneedsit,usuallybasedonaschedule.用于表示材料的移動(dòng)是由生產(chǎn)者推動(dòng)的而不是由顧客（后面的過程）拉動(dòng)的Supermarket超市Movementoffinishedgoodstothecustomer成品向客戶移動(dòng)Acontrolledinventoryofpartsthatisusedtoscheduleproductionatanupstreamprocess用于表示材料的移動(dòng)是由客戶拉動(dòng)的而不是由生產(chǎn)者推動(dòng)的，表示物料是由供應(yīng)商運(yùn)來(lái)MaterialIcons

Represents

NotesValueStreamIcons.價(jià)值流圖標(biāo)Usedtorecordlogisticsinformation,theopeningpointtothedirectionofvendor用于記錄物流信息，開口方向指向供應(yīng)商FIFOMax10piecesTransferofcontrolledquantitiesofmaterialbetweenprocessesina‘First-in-First-Out’sequence先進(jìn)先出IndicatesadevicetolimitquantityandensureFIFOflowofmaterialbetweenprocesses.Maximumquantityshouldbenoted用于表示一個(gè)控制質(zhì)量的方法并保證過程之間材料的流動(dòng)按“先進(jìn)先出”的原則當(dāng)前第24頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)25InformationIcons

Represents

NotesWeeklySchedule20ManualInformationflow手工信息流ElectronicInformationflow電子信息流Information信息框ForexampleProductionscheduleorshippingschedule用于表示一個(gè)生產(chǎn)計(jì)劃或運(yùn)輸計(jì)劃的信息Forexample:ElectronicDataInterchangeoremail.用于表示用電話或郵件表達(dá)的信息Describesaninformationflow表示一個(gè)信息流ProductionKanban(DottedlineindicatesKanbanpath)生產(chǎn)看板.The‘One-per-container’Kanban.Cardordevicethattellsaprocesshowmanyofwhatcanbeproducedandgivespermissiontodoso.用于表示一個(gè)過程能生產(chǎn)的產(chǎn)品是多少并允許生產(chǎn)，虛線表示看板流WithdrawnKanban提取看板Cardordevicethatinstructsthematerialhandlertogetandtransferparts(I.e.fromasupermarkettotheconsumingprocess.用于表示一個(gè)過程取走的產(chǎn)品是多少并允許取走SignalKanban信號(hào)看板The‘one-per-batch’Kanban.Signalswhenareorderpointisreachedandanotherbatchneedstobeproduced.Usedwheresupplyingprocessesmustproduceinbatchesbecauseofset-upsrequired.用于一個(gè)批量過程按訂單產(chǎn)生的生產(chǎn)指導(dǎo)信息ValueStreamIcons.價(jià)值流圖標(biāo)當(dāng)前第25頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)26GeneralIcons

Represents

NotesReduceSetupKanbanPost看板架Placewherekanbanarecollectedandheldforconveyance用于表示收集信息為運(yùn)輸而存放，信號(hào)看板的地方Kanbanarrivinginbatches批次看板LoadLeveling均衡生產(chǎn)Tooltointerceptbatchesofkanbanandlevelthevolumeandmixofthemoveraperiodoftime.用于一段指定的時(shí)間后，均衡數(shù)量和看板混合的工具‘GoSee’productionscheduling去看看Adjustingschedulesbasedoncheckinginventorylevels.Expediting.表示根據(jù)庫(kù)存水平調(diào)整計(jì)劃，用于目前的狀態(tài)流中‘KaizenLighteningburst’重點(diǎn)關(guān)注Highlightsimprovementneedsatspecificprocessesthatarecriticaltoachievingthevaluestreamvision.CanbeusedtoplanKaizen.用于一個(gè)關(guān)鍵的過程，需要重點(diǎn)關(guān)注改進(jìn)的地方Bufferorsafetystock緩沖或安全庫(kù)存‘Bufferorsafetystock‘mustbenoted,theclose表示物料庫(kù)存的一個(gè)狀態(tài)，必須表明是“緩沖”或“安全庫(kù)存”，是閉口的Operator操作者Representsapersonviewedfromabove.用于表示一個(gè)操作者的俯視圖ValueStreamIcons.價(jià)值流圖標(biāo)PermittheproductionofaspecifictypeandquantityoftheProduct允許生產(chǎn)特定型號(hào)和數(shù)量的產(chǎn)品Theorderofpullingtheball順序拉動(dòng)球當(dāng)前第26頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)27WhatisaProductFamily什么是產(chǎn)品族Productsthatpassthroughsimilarprocessingstepsandcommonequipmentmakeupaproductfamily產(chǎn)品通過相似的制程和共同設(shè)備進(jìn)行的產(chǎn)品系列SelectingaProductFamily選擇一個(gè)產(chǎn)品族WhyIdentifyingProductFamiliesisImportant

識(shí)別產(chǎn)品族的重要性Agoodfacilityisorganizedarounditsproductfamilies有好的工裝設(shè)備來(lái)輔助Yourcustomerscareabouttheirspecificproducts,notallofyourproducts客戶擔(dān)心的是他們特別的產(chǎn)品,不是你所有的產(chǎn)品Drawingallproductflowsononemapistoocomplicated在一個(gè)圖上可以畫出來(lái)產(chǎn)品流,不用太復(fù)雜當(dāng)前第27頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)28IdentifyingProductFamilies識(shí)別產(chǎn)品族Fewpartnumbers幾個(gè)零件編號(hào)Partfamiliesmaybeobvious零件成員是明顯的Manypartnumbers許多零件編號(hào)Beginwithhighestvolumepartnumbers(80/20rule)最大量零件編號(hào)80/20原則UseaProductFamilyIdentificationMatrix使用矩陣識(shí)別產(chǎn)品家族UsetheEvolverProductFamilyIdentificationTemplate用發(fā)展的產(chǎn)品作為模版Considermachinesubstitutions

考慮機(jī)器替換當(dāng)前第28頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)29ProductFamilyIdentificationMatrix識(shí)別產(chǎn)品族矩陣當(dāng)前第29頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)30CurrentStatusMappingSteps當(dāng)前狀況圖示步驟1)Startwiththecustomer從顧客開始2)Drawthebasicproductionprocesses繪制基本的生產(chǎn)工藝流程3)Adddataboxesforeachprocess給每個(gè)工藝過程加上數(shù)據(jù)框4)Addinventorypoints添加庫(kù)存數(shù)據(jù)5)Showmaterialflowfromsuppliers&tothecustomer

展示源自供應(yīng)商并且流向顧客的物流6)Showmaterialflowbetweenprocesses展示工藝過程之間的物流7)Showinformationflow展示信息流8)Drawtimeline(incl.leadtimeandvalueaddedtime)

繪制時(shí)間線（包括供貨周期時(shí)間與增值時(shí)間）當(dāng)前第30頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)31價(jià)值流的10個(gè)步驟當(dāng)前第31頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)32Drawthecustomerlocationand

datatableontoprightofthemap.在右上角畫出客戶的位置在數(shù)據(jù)盒中填寫數(shù)據(jù)Insertcustomerdemanddata.插入客戶需求的額數(shù)據(jù)步驟1：Startwiththecustomer開始于客戶的位置當(dāng)前第32頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)33Makeaboxrepresentingeachprocessandnametheprocess.描述出各個(gè)工序之間的名稱Undertheprocessmakeadatabox填入各個(gè)工序的數(shù)據(jù)Insertdatasuchascycletime,Setup,uptimeandnumberofpeopleforeachprocess填入每個(gè)工序的循環(huán)時(shí)間，運(yùn)行時(shí)間，操作人數(shù)步驟2：

Drawtheprocessesanddatatables

畫出制程添加數(shù)據(jù)當(dāng)前第33頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)34Makeatriangle&insertan’I’whereinventoryisintheprocess.畫一個(gè)三角表示出有庫(kù)存的工序Underthetriangleinsertthenumberof‘units’counted.標(biāo)出庫(kù)存的數(shù)量單位步驟3：

DrawtheinventoryintheProcess

畫出每個(gè)工序的庫(kù)存當(dāng)前第34頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)35Placethesupplierontopleftpartofmap供應(yīng)商在左上角.Insertthedeliveryfrequencytothestartoftheprocess插入交貨頻次步驟4：

DrawtheSupplychain畫出供應(yīng)商鏈當(dāng)前第35頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)36.Markinhowthecustomersendsforecastandactualdemand標(biāo)明客戶下達(dá)訂單的預(yù)測(cè)需求Markhowyouforecastandplacedemandonyoursupplier.標(biāo)明下達(dá)訂單到供應(yīng)商的預(yù)測(cè)需求步驟5：

DrawtheProductionprocess畫出整個(gè)制造過程當(dāng)前第36頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)37Indicatefrequencyoftheschedule.指出排產(chǎn)信息Indicatewhichprocessesyouschedule(usingascheduleorexpetiting)指出每個(gè)制程的排產(chǎn)計(jì)劃步驟6：

Indicatehowyouscheduletheprocesses畫出整個(gè)制造排產(chǎn)信息當(dāng)前第37頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)38IndicateifitisaPushorFIFOorpullprocess指出每個(gè)制程拉動(dòng)或者推動(dòng)或者先進(jìn)先出的信息Indicatehowshippingisorganised指出發(fā)運(yùn)方式及組織者步驟7：

Drawhowtheprocessesarelinked.畫出整個(gè)制程的連接信息當(dāng)前第38頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)39Calculatetheinventoryintermsdaysofcustomerdemand考慮庫(kù)存和客戶需求之間的天數(shù)步驟8.Drawaleadtimeladder.畫出整個(gè)交期信息當(dāng)前第39頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)40

Addthedaysinventoryinthetotalprocess整個(gè)過程的總和步驟9.

Calculatethetotalleadtime計(jì)算整個(gè)全部交貨的時(shí)間當(dāng)前第40頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)41

Addtotalcycletimefortheprocess整個(gè)過程的循環(huán)時(shí)間總和步驟10.

Calculatethetotalprocessingtime考慮整個(gè)過程的時(shí)間當(dāng)前第41頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)42CurrentStatusMapping-HowToUse？如何使用當(dāng)前狀況圖Improvethewholeinsteadofoptimizingparts

整體改進(jìn)而不是局部?jī)?yōu)化See&understandtheflowofmaterialandinformation觀察并了解物流與信息流EnvisionthefutureState憧憬“未來(lái)狀態(tài)”

letthecustomerpull

讓顧客拉動(dòng)removewastedsteps,消除浪費(fèi)的步驟,getremainingstepstoflow,使剩下的步驟流動(dòng)當(dāng)前第42頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)43TaktTime=58.6?!?AnalyzeandImproveCurrentStatus分析和改善當(dāng)前狀況當(dāng)前第43頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)44焊接和裝配

XX鋼鐵廠卷材看板送貨XX裝配廠月需求18400-12,00左向-6,400右向包裝單位20兩班生產(chǎn)信息控制（銷售、物料、采購(gòu)、生產(chǎn)控制）沖壓

,90/60/30天預(yù)測(cè)每天訂單6周預(yù)測(cè)MCT=4.5DaysVA=166SecFutureStatusMapping將來(lái)狀況圖析5.DrawFutureStatusVSM繪制未來(lái)價(jià)值流程圖當(dāng)前第44頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)45FutureStatusMapping將來(lái)狀況圖析(詳細(xì))當(dāng)前第45頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)46FutureStatusMapping-HowTo？如何圖析將來(lái)狀況圖Beginbydrawingonthecurrent-statemap由繪制當(dāng)前狀態(tài)價(jià)值流圖開始Firstiterationassumeexistingproductdesigns,processtechnologiesandplantlocationsaregiven第一次繪制假定現(xiàn)有產(chǎn)品的設(shè)計(jì)、工藝技術(shù)與工廠位置不變Future-stateshouldcontinuouslyevolveintotheidealstate未來(lái)狀態(tài)必須持續(xù)的逐步發(fā)展成理想狀態(tài)Formsfoundationfortheimplementationplan--likeablueprint成為實(shí)施計(jì)劃的基礎(chǔ)－－象一幅“藍(lán)圖”Alwaysneedafuturestateandaplantogetthere永遠(yuǎn)需要一個(gè)未來(lái)狀態(tài)構(gòu)想與一個(gè)實(shí)現(xiàn)此未來(lái)狀態(tài)的計(jì)劃當(dāng)前第46頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)47KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)1.Calculatethetakttime:計(jì)算節(jié)拍時(shí)間：Takttimemeansinwhichrhythmyoushouldfinishaproducttomeetcustomer’sdemand。節(jié)拍時(shí)間是指你將以什么樣的節(jié)奏滿足客戶的需求。當(dāng)前第47頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)482.Shouldwebuildourproducttoasupermarketordirectlytoshipping我們應(yīng)該建立超市還是將產(chǎn)品直接交付運(yùn)輸？orAssembly裝配Assembly裝配成品超市KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)20Howreliableareourprocessesandwhatisourleadtime?我們生產(chǎn)過程的可靠性怎么樣，我們的生產(chǎn)前置期是多少？當(dāng)前第48頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)49FINISHGOODSSTRATEGY成品策略CustomershippingassemblyToShipping運(yùn)輸supermarketCustomershippingassemblyToSupermarket超市當(dāng)前第49頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)50ABCABCABCCBATCH批量AXBCXAXFLOW連續(xù)流ABCABCABCXYCXYXYAABCABCABCBEHBEBEBKeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)3.Wherecanwedevelopcontinuousflow?我們可以在哪開發(fā)連續(xù)流Eachitemisimmediatelypassedfromoneprocesssteptothenextwithoutstagnationoranyotherwasteinbetween(transportation,waiting…).Inventoriesandleadtimewillbereduced.每件產(chǎn)品都立即從一個(gè)加工過程傳遞到另一個(gè)加工過程中間沒有任何的停滯和浪費(fèi)。（運(yùn)輸，等待……）。庫(kù)存數(shù)量和生產(chǎn)前置期將減少.如果工序是為特定產(chǎn)品（零件）而設(shè)置，并且工作負(fù)荷能平衡在生產(chǎn)節(jié)拍內(nèi)，那么連續(xù)流是可能的當(dāng)前第50頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)51Cycletime=1minuteperpieceABCCustomerwants10pieces,howlongwillittake?客戶需要10片，多長(zhǎng)時(shí)間得到？Anythingandeverythingcanhappen30++minutes30++minutesCustomerwants1piece,howlongwillittake?客戶需要1片，多長(zhǎng)時(shí)間得到？BATCHPROCESSING成批生產(chǎn)當(dāng)前第51頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)52CONTINUOUSFLOWPROCESSING連續(xù)流Cycletime=1minuteperpiece12minutes3minutesABCMakeOneMoveOneCustomerwants10pieces,howlongwillittake?客戶需要10片，多長(zhǎng)時(shí)間得到？Customerwants1piece,howlongwillittake?客戶需要1片，多長(zhǎng)時(shí)間得到？當(dāng)前第52頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)53上游工序下游工序生產(chǎn)看板消耗看板超市零件零件KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)4.Usesupermarketpull-systemswherecontinuousflowisnotpossible(yet).在不能實(shí)現(xiàn)連續(xù)流的過程實(shí)施超市拉動(dòng)系統(tǒng)ThroughthisyoucanreducetheusageofPPSandyouareabletoproducethenumberofproductsneededandnotaforecastofit.SometimesaFIFOlaneshouldbepreferredtoasupermarket.這樣你可以減少PPS的使用并且你可以生產(chǎn)出你需要的零件數(shù)量而不需要事先預(yù)測(cè)。有些時(shí)候建立“先進(jìn)先出”通道優(yōu)于建立超市工序?yàn)橄掠味鄠€(gè)流程服務(wù)，并且換型多時(shí)間長(zhǎng)外包工序不穩(wěn)定和/或長(zhǎng)時(shí)間工序當(dāng)前第53頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)54上游工序

B下游工序

A生產(chǎn)看板超市先進(jìn)先出料道Max80pcs.FIFOlanes

先進(jìn)先出生產(chǎn)方式：當(dāng)零件批量較小或特殊定制，不能生產(chǎn)庫(kù)存時(shí)，先進(jìn)先出方式避免過量生產(chǎn),如果FIFO（先進(jìn)先出）料道零件已滿，則停止生產(chǎn).

Supermarketpull-systems超市拉動(dòng)系統(tǒng)當(dāng)前第54頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)55Supermarket超市supplyingprocesscustomerprocessproductionKanban產(chǎn)品看板withdrawKanban退貨看板withdrawproductnewproduct目的Purpose:Controlproductionbetweenflowswithoutscheduling控制生產(chǎn)之間的流動(dòng)及安排Supermarketpull-systems超市拉動(dòng)系統(tǒng)當(dāng)前第55頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)56控制點(diǎn)ProductACustomerCustomerFIFOFIFOProcess1Process2Process3Process4控制點(diǎn)Process1Process2Process3Process4flowflowProductBKeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)5.Trytoscheduleonlyoneproductionprocess!設(shè)法只為一種產(chǎn)品建立加工過程計(jì)劃Byusingsupermarketpull-systemsyouwilltypicallyneedtoscheduleonlyoneprocessperproduct,thepacemaker.Downstreamprocessesneedtooccurasaflowthen(Exception:Finishedgoodssupermarket).通過超市拉動(dòng)系統(tǒng)的使用你應(yīng)該為每種產(chǎn)品指定一個(gè)典型的唯一的工藝過程，拉動(dòng)點(diǎn)。下游的各生產(chǎn)過程應(yīng)該是以“流動(dòng)”的方式出現(xiàn)的。定拍過程當(dāng)前第56頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)57KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)6.Leveltheproductionmix!平衡生產(chǎn)

Distributetheproductionofdifferentproductsevenlyoveratimeperiod.Thisincreasestheabilitytorespondtodifferentcustomerrequirementswithashortleadtime.在一定的時(shí)間區(qū)域內(nèi)平均分配不同產(chǎn)品的產(chǎn)量。這將縮短滿足不同供應(yīng)商需求的生產(chǎn)前置期，也將增加我們的反應(yīng)能力不是上午裝配所有A產(chǎn)品,下午裝配所有B產(chǎn)品,而是重復(fù)的以小批量變換生產(chǎn)A或B產(chǎn)品.當(dāng)前第57頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)58周生產(chǎn)計(jì)劃星期一........400A星期二.......100A,300B星期三….200B,200C星期四......400C星期五...........200C,200,A日計(jì)劃：星期一:140A,100B,160CEveryPartEveryDay品種每天都生產(chǎn)20A20B10C10C20B20C20A20B10C10C20A10C10C20A10C20B20C10AEveryPartEveryHour品種每小時(shí)都生產(chǎn)“nogood"“Better”“EvenBetter”Why?10A20B20CEPE..KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)8:009:0010:0011:0012:0013:0014:0015:0016:0017:0010A20B20C排產(chǎn)標(biāo)準(zhǔn)PacemakerSchedule2.較好Better:everyproducteveryday每個(gè)產(chǎn)品每天生產(chǎn)3.最好的Evenbetter:每班生產(chǎn)每個(gè)產(chǎn)品everyproducteveryshipwindow1.Everyproducteveryweek每周生產(chǎn)每個(gè)產(chǎn)品當(dāng)前第58頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)59混合生產(chǎn)的需求MixedModelProductionatPacemakerLevelingoftheoverallproduction

quantitymustbesupportedby

thelevelingoftheproductmix.所有產(chǎn)品混合生產(chǎn)必須有好的質(zhì)量支持.Fri.Part

DPartCPartA&BPartDPartDMon.Tue.Wed.Thu傳統(tǒng)的排產(chǎn)TraditionalSchedulingDailyProductionMon4370PartDTue4370PartDWed4370PartDThu4370PartCFri3277B1092A先進(jìn)的排產(chǎn)LevelSchedulingMon.Tue.Wed.Thu.Fri.PartAPartBPartCPartDPartAPartBPartCPartDPartAPartBPartCPartDPartAPartBPartCPartDPartAPartBPartCPartDDailyProductionPartA218PartB655PartC874PartD2622STRIVEFOR“EVERYPARTEVERYSHIPWINDOW”爭(zhēng)取做到“每一班生產(chǎn)每一個(gè)零件”當(dāng)前第59頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)60KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)Establishingaconsistentproductionpacecreatesapredictableproductionflow,whichadvisesyouofoccuringproblemsandenablesyoutotakeaquickcorrectiveaction.Thereforeyouregularelyreleaseonlyasmall,consistentamountofproductioninstructions,andsimultaneouslytakeoutanequalamountoffinishedgoods.創(chuàng)建協(xié)調(diào)一致的生產(chǎn)節(jié)奏和可預(yù)測(cè)的生產(chǎn)流程，它會(huì)告訴你將要發(fā)生的問題，能夠使你做出迅速、正確的行動(dòng)。因此，你只需要規(guī)則的發(fā)布一些小規(guī)模的，連續(xù)的生產(chǎn)指令，同時(shí)，生產(chǎn)出相應(yīng)數(shù)量的產(chǎn)品。7.Leveltheproductionvolume!平衡產(chǎn)品產(chǎn)量ConceptofPitch定拍概念A(yù)consistentscheduledincrementofworkisoftencalledthe“pitch”Pitchisoftencalculatedusingpackquantity這些一致的工作的增加叫做“步調(diào)”,定拍往往用于計(jì)算包裝數(shù)量PITCH=PACKQUANTITYTAKTTIMExPackquantitiesoftenneedtobereviewed步調(diào)需要經(jīng)?；仡櫘?dāng)前第60頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)61Forexample:tatktime=30s,packquantity=20piece,PITCH=10min(30sX20)也就是說,每10min:給定拍過程發(fā)令生產(chǎn)一個(gè)包裝的量.取走一個(gè)成品包裝的量KeyPointsforFutureStatusMapping

規(guī)劃將來(lái)狀況應(yīng)考慮的要點(diǎn)PickupnextkanbanDropkanbanatprocess(repeatcycleeverypitch)MovefinishedpartstosupermarketorshippingPickuponefinishedpackoutquantityCustomerRequirementShippingPacedWithdrawal當(dāng)前第61頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)62PITCH客戶需要的程度

Howmuchworkdoweschedule&takeawayatthepacemaker?生產(chǎn)排產(chǎn)怎么安排，取貨數(shù)量等當(dāng)前第62頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)63PITCH客戶需要的程度當(dāng)前第63頁(yè)\共有81頁(yè)\編于星期四\18點(diǎn)64LoadLevelingBox負(fù)荷平衡箱DCBA5:00p.