精益生產(chǎn)系列課程-價值流分析

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Pull價值流分析內(nèi)容安排什么是價值流?什么是價值流圖

(VSM)?為什么采用價值流分析?價值流組織戰(zhàn)略價值流分析逐步展開什么是價值流完成顧客要求所需的步驟或活動其中包括增值和不增值顯示作業(yè)流動

(物料和信息)實例:“定單到現(xiàn)金”“概念到發(fā)布”“定單到發(fā)運”增值與浪費增值顧客愿意付費的能改變形狀或功能的活動浪費任何消耗資源但不增加價值的活動典型浪費包括

“7種浪費”加上能源、空間、安全和環(huán)境的浪費浪費增值顧客要求

流程

要求實現(xiàn)從顧客的角度看待工作.精益思維庫存流程等待動作增值過量產(chǎn)出缺陷運輸工作精益思維現(xiàn)有思維改善的目標是：更智慧的工作，而不是更累!提高效率選項一浪費工作提高效率選項二工作工作浪費工作浪費工作傳統(tǒng)的解決方案工作浪費浪費工作工作浪費改善的解決方案大野耐一環(huán)：現(xiàn)場觀察大野耐一環(huán)源自于豐田生產(chǎn)系統(tǒng)奠基人大野耐一訓練其部下的方法，即用粉筆在車間地板上畫一圈，讓受訓經(jīng)理站立其中數(shù)小時訓練器觀察現(xiàn)場能力。大野耐一會隨時返回檢查其部下現(xiàn)場觀察后所得，對于那些回答說現(xiàn)場沒有問題的現(xiàn)場管理者，他們一定會被要求在環(huán)內(nèi)站更多的時間來學習發(fā)現(xiàn)問題。30/30/30他開發(fā)了物料與信息流圖作為繪制流程的目視化標準方法大野耐一無法一眼識別出浪費(特別是交界區(qū)域)成為豐田流程改進的標準

–

作為一種共同的語言成為豐田業(yè)務(wù)規(guī)劃的工具之一現(xiàn)在價值流圖已被實施精益企業(yè)作為標準改進工具，

并在許多行業(yè)作為戰(zhàn)略規(guī)劃方法什么是價值流圖價值流圖的來源MIF

=

物料和信息流程圖由豐田公司開發(fā)用于分析和改進流程的工具學習觀察

-Learning

to

See哪里為顧客提供產(chǎn)品與服務(wù)，哪里就有價值流，哪里就有浪費，挑戰(zhàn)在于如何實施精益書中稱作“價值流圖”的方法，在豐田公司被稱為“物料及信息流圖”。它不是一種培訓工具，而是一種“學習觀察”的手段。豐田生產(chǎn)體系的實踐者在制定和實施精益時，用它來描述當前狀態(tài)和理想狀態(tài)。在豐田，盡管很少聽到“價值流”這個詞，但是他們把注意力都傾注到建立流動，消除浪費和增加價值上。價值流分析

(VSM)是豐田公司內(nèi)部用于生產(chǎn)流程中繪制材料和信息流動的方法。用于識別問題，計劃和溝通持續(xù)改進活動的工具顯示某一特定價值流的細節(jié)圖，與流程圖不同的是它同時顯示了實物和信息的流動以及兩者之間的聯(lián)系通過識別組織中存在的7種浪費和改進的機會，來系統(tǒng)實施企業(yè)精益化變革價值流分析現(xiàn)在未來價值流分析可用于任何生產(chǎn)或服務(wù)活動。需求=

流程要求交付供應(yīng)集團級公司級部門級繪制層次目視整體流程目視化，而不僅僅是單個流程從顧客角度看待流程（外部顧客）上游對下游工序的影響

(內(nèi)部顧客)便于識別流程中浪費顯示物料和信息流之間的聯(lián)系將不同部門或職能的問題聯(lián)系在一起為什么采用價值流圖改變提供改進活動實施的藍圖易于實際作業(yè)員工參與激發(fā)員工從不同角度看問題提供流程觀察的共同語言將所有信息顯示在一起為什么采用價值流圖聚焦關(guān)注流程

(而非產(chǎn)品)關(guān)注系統(tǒng)

(而非局部優(yōu)化)改進活動與業(yè)務(wù)目標相聯(lián)系改進正確的區(qū)域為什么采用價值流圖高級經(jīng)理一線員工流動改善系統(tǒng)信息流動物料流動工序改善人員設(shè)備方法改善的類型工作的關(guān)注點價值流團隊活動價值流戰(zhàn)略理解流動作業(yè)的戰(zhàn)略意義識別主要價值流繪制現(xiàn)狀圖繪制未來狀態(tài)圖創(chuàng)建實施計劃任命價值流經(jīng)理負責實施在整個組織中分享學習成果8. 繪制企業(yè)中所有的價值流，重復步驟3到7部門邊界問詢現(xiàn)金/市場營銷初單次聯(lián)系銷售訂報價訂單處理工程設(shè)計制圖采購庫存管理來料接收生產(chǎn)排程制造流程發(fā)運收款應(yīng)收帳款職能型的組織作業(yè)按部門獨立工作部門之間的溝通少作業(yè)排隊等待信息批量處理問詢現(xiàn)金ABCD市場營

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/ 回到步驟一價值流與PDCAC檢查

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450’價值流分析－現(xiàn)狀圖SIPCO供應(yīng)商輸入輸出顧客流程1萬米高空價值流分析五千米高空作業(yè)流程圖五百米高空價值流現(xiàn)狀分析真實的現(xiàn)狀...相信現(xiàn)狀就是...希望成為...現(xiàn)狀圖繪制的十大步驟選擇價值流識別主要價值流分析產(chǎn)品族分析顧客需求繪制整體作業(yè)流動識別關(guān)鍵指標完成數(shù)據(jù)表繪制等待天數(shù)填充時間線計算增值比例繪制原材料供應(yīng)繪制信息流識別改善項目步驟

1:

選擇價值流價值流概覽PQ分析 – 帕雷托圖需求分析

– 歷史數(shù)據(jù)產(chǎn)品族 – 加工矩陣價值流實地查看定義價值流范圍價值流概覽Site

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Time 15,000secProduct

travel

1200ftInformationflow

ManualProductflow

Push3

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40,000sec/shiftBefore125pcsAfter150pcsTURN

#21OCT 55secondsAuto

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95%or72.9%VA

Space

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Time 35secVASpace/Machine

space

2/35Product

travel

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ManualProductflow

Push3

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40,000sec/shiftBefore225pcsAfter150pcsMILL1OCT 45

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25ftInformation

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ManualProduct

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Time 45

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travel

500ftInformation

flowManualProduct

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識別關(guān)鍵指標1xDaily發(fā)運:每天1卡車作業(yè)周期時間OCT

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Time

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660ftBefore550pcs2,100P

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Space

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Time

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25ftBefore After125pcs 150pcsInformationflow

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#213shifts

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25ftBefore225pcsAfter150pcsInformation

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Time

5

secProduct

travel

660ftBefore After550pcs2,100P

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Information

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Product

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shifts

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Time

45

secProduct

travel

25ftBefore225pcsAfter150pcsInformation

flow

ManualProduct

flowPushMILL13shifts

40,000

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Time

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travel

500ftBefore125pcsAfter150pcsInformation

flowManualProduct

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27,600

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RM0.4D21D0.2D0.3D0.4D0.3D1.5