精益總覽完整版

精益製造

LeanManufacturing5S標準作業(yè)平準化

SW Heijunka自働化JIDOKA

剛好及時

JIT豐田生產(chǎn)系統(tǒng)ToyotaProductionSystem5S素養(yǎng)1S整理4S維持整頓2S整潔3SUnderstandToyotain1MinuteRank#8inFortune800companyBiggestcompanyinAsia,profitis2Xofthe2ndlargestAsiacompanyLargestmarketvaluecarmanufacturer,worthUS$167BNin2006Mostprofitablecarmanufacturer–12.1BN,morethantotalprofitofGM,ford,&DC2ndworldlargestcarmanufacturerin2006,onlysmallerthatGMBrandingvalueworthUS$27.9BN,higherthanDisney&McDonaldonRank#7TPS可行為什麼〞我們〞不可行TPSWEWhatTPS

candoWhatweneedtodo利用改善加上創(chuàng)新來達到目標

But,canwecopyit?不斷實踐不,不可能複制,因為它是一種文化But,

JustDoit

thatis

KEY不要總是臆想改善

勿以善小而不為

如逆水行舟不進則退ProblemsProblemsProblemsProblems危機意識SenseofCrisis這個文化是什麼?Kaizen–Don’tletperfectgetintothewayofbetterWhatisthisculture?豐田生產(chǎn)系統(tǒng)

ToyotaProductionSystem公司目標

CompanyObjective豐田公司經(jīng)營企業(yè)的起點是傾聽顧客的聲音,最終為社會與經(jīng)濟創(chuàng)造更高價值ToyotaVenturesstartingpointistolistentothevoiceofcustomers;andtocreateahighersocialandeconomicvalueultimately.豐田佐吉的遺訓(xùn)

TeachingsofToyoda豐田綱領(lǐng)ToyotaProgram上下一心,努力工作,實現(xiàn)產(chǎn)業(yè)報國;

Onemind,workhard,achieveindustrialcountry

2. 致力于研究,創(chuàng)造,走在時代潮流的前面;

Dedicatedtotheresearch,creation,followthetrendofthetimesahead

3. 力戒華而不實,追求實質(zhì)剛健;

Opposingflashy,energeticpursuitofreal

4. 發(fā)揚溫情友愛,建設(shè)美好家庭;

Promotingwarmthandfriendliness,buildinghappyfamilies

5. 尊崇神佛思想,日常生活,知恩圖報.

Respectedopenersthinking,everydaylife,Gratitudereported.

對運營所在地國家的經(jīng)濟增長做出貢獻;

Businessislocatedonthecountry'seconomicgrowthtomakecontributions

2.對員工的穩(wěn)定與福祉做出貢獻;

Onthestaffofstabilityandwell-being3.對豐田公司的整體成長做出貢獻.

Toyotatotheoverallgrowthofthecompanytomakecontributions.

豐田公司的三大使命

Top3ToyotaMissions精益製造的創(chuàng)始者

Leanmanufacturingfounders

大野耐一TaiichiOhno

1912年出生于中國大連;1932年畢業(yè)於名古屋高等工業(yè)學(xué)校,進入豐田紡織公司從基層幹起,1943年轉(zhuǎn)入豐田汽車工業(yè)公司,歷經(jīng)廠長,董事,常務(wù)董事,專務(wù)董事直至公司副社長,退修後又擔(dān)任豐田汽車公司顧問及豐田紡織協(xié)會會長;于1990年去世.1912wasborninDalian,China;1932graduatedfromtheHigherTechnicalSchoolinNagoya,Toyotaenteredthetextilecompaniesfromthegrassrootscadres,in1943toToyotaautocompanies,experiencedmanagers,directors,executivedirectors,theexecutivedirectorofthecompanyuntilthevicepresident,retreatlaterasToyotaMotorCorporationandToyotaconsultantsTextileAssociationchairman;diedin1990.

精益製造與現(xiàn)場改善

LeanManufacturing&GembaKaizen解決問題依三個現(xiàn)實Solvetheproblemaccordingtothreereals

現(xiàn)場,現(xiàn)物,現(xiàn)況.Realplace,RealThing&Realfacts從作中學(xué)習(xí)分別三種人Learningdoing–differentiate3typesofpeople技術(shù)者,技述者,假述者.Practitioner,Describer,StoryTeller領(lǐng)導(dǎo)與部屬三種關(guān)係3Typesofrelationshipbetweensupervisor&subordinate君,親,師.Leader,Kin&Teacher二種分工合作Twotypesofdivisionoflabor

游泳接力比賽與田徑接力比賽swimmingrelaycompetitionsvs.athleticsrelaycompetition效率來自二種方法Twokindsofefficiency

管理或教育managementoreducationalmethods

SIGNATUREEXERCISE簽名練習(xí)TheChangeModel改變的模式CYCLETIME周期時間DEPTH深度Whathappenswhenchangeoccurs當改變出現(xiàn)時所發(fā)生的現(xiàn)象PointofChange改變點Denial否定Resistance抗拒Exploration探索Commitment實行TheChangeModel改變的模式Shock震驚Anticipation預(yù)期Fear恐懼Anger/Betraya忿怒/唱反調(diào)Depression沮喪Acceptance接受SearchforSolutions尋找方法DevelopPlans開展方案ExecutePlans執(zhí)行方案EmergeStronger茁壯CycleTime周期時間Denial否認Resistance抗拒Exploration探索Commitment實行DataSource:“ManagingTransitions〞byWilliamBridgesGuilt內(nèi)疚Endings底定Transitions轉(zhuǎn)變NewBeginnings新的開始TheThreeGuarantees

ofChange改變的三原那么Guarantee#1:Changewillnotgoaway--itwillonlyGoFaster.改變不會遠離，只會加速Guarantee#2:Nomatterhowwell-planned,changewillnotbetrouble-free.不管方案得多完美，進行改變不可能沒有問題發(fā)生Guarantee#3:EachofusisaccountabletoMAKECHANGEWORK.我們每一個人都有責(zé)任使改變有成效

LeanProduction精實制造的概念總體看法和JIT生產(chǎn)OverviewandJITproductionValueAddingvsNon-ValueAdding附加價值與非附加價值8WasteInManufacturing制造上的8種浪費FlowProduction流動式生產(chǎn)BatchProduction批量生產(chǎn)PullvsPush拉與推之比較Waste精益製造的現(xiàn)場觀查

GembaObservationinLeanManufacturing5S的工作環(huán)境一件流的生產(chǎn)—流動Flow生產(chǎn)流程依製造工序佈置U型生產(chǎn)線生產(chǎn)流動依反時鐘方向流工序間半製品最多一件符合標準作業(yè)指導(dǎo)書拉系統(tǒng)的補充材料採購材料依照看板可視管理—積效表八種浪費5SWorkEnvironmentOnePieceFlowProd’nFlowbasedonProcessLayoutUCellCounterClockwiseflow1SWIPSOPPullSystemReplenishmentKanbanMaterialPurchaseVisualManagement–Scoreboard8WastesWaiting/等待zzzzzOver-Processing過多工序Sign-offs/簽核Transportation/運送12110986413231157UnusedCreativity沒用的創(chuàng)新Noway!不行！Motion/移動Inventory/庫存QualityDefects品質(zhì)缺陷Wronginfo/錯誤的信息Infomissing/信息喪失Keypuncherror/鍵入錯誤Over-Production過量生產(chǎn)我們用什麼手段-消除八種浪費Tactics–Eliminate8Wastes由傳統(tǒng)生產(chǎn)方式轉(zhuǎn)變?yōu)?/p>

精益製造的12步驟

12TransitionStepsfromTraditionaltoLeanManufacturing培訓(xùn)課程順序：TrainingOutline1、精實轉(zhuǎn)變〔LeanConversion〕2、5S〔整理、整頓、整潔、維持、素養(yǎng)〕3、標準作業(yè)〔STANDARDWORK〕4、快速換?！睸MED-SINGLEMINUTEEXCHANGEOFDIE〕5、減少變化〔VARIATIONREDUCTION〕6、生產(chǎn)準備過程〔3P-PRODUCTIONPREPARATIONPROCESS〕由傳統(tǒng)生產(chǎn)方式轉(zhuǎn)變?yōu)?/p>

精益製造的12步驟7、物料看板系統(tǒng)〔KANBAN–DMPDANAHERMATERIALSPROCESS)8、日常管理(DailyManagement)9、戰(zhàn)略部署〔PD-POLICYDEPLOYMENT〕10、價值流圖〔VSM-VALUESTREAMMAPPING〕11、事務(wù)性過程改善工作〔TPI-TransactionalProcessImprovement〕12、全員生產(chǎn)制造(TotalProductiveManufacturing)1、精實轉(zhuǎn)變

〔LeanConversion〕A、豐田生產(chǎn)模式〔TPS/DBS〕B、剛好及時〔J.I.T.─JUSTINTIME〕C、自働化〔JIDOKA〕D、5S〔整理、整頓、整潔、維持、素養(yǎng)〕(Simplify,Straighten,Scrub,Stabilize,Sustain)E、標準作業(yè)〔STANDARDWORK〕F、平準化〔HEIJUNKA〕5S標準作業(yè)平準化

SW Heijunka自働化JIDOKA

剛好及時

JIT豐田生產(chǎn)系統(tǒng)ToyotaProductionSystem5S素養(yǎng)1S整理4S維持整頓2S整潔3S剛好及時--JIT下游的加工〔最接近于顧客〕向上游的加工〔最接近于供給商〕取拿材料.只供應(yīng)所需要的好質(zhì)量產(chǎn)品，只有當產(chǎn)品有需要時，只給當時所需要的數(shù)量.SupplierCustomerDownstreamprocesses(closesttothecustomer)pullsfromupstreamprocesses

(closesttothesupplier)onlyshipthegoodswithgoodquality

thatareneeded,onlywhentheyareneeded,andonlytherequiredamountsSignalSignalSignalJidoka自働化

Jidoka-autonomation(automationwithahumantouch) 用人工啟動的自動化“Autonomation〞implies“autonomousoperation〞,amachine’scapabilitytooperatewithouthumanintervention“自働化〞意味著“自動加工〞，機器具有不需要人員操作的能力“Jidoka〞meansbuildingintoaproductionprocessthecapabilityto:自働化之含義為將以下能力建立于制程中Immediatelyrespondtoproductionabnormalities立刻反響異常現(xiàn)象Preventtherecurrenceofproductionabnormalities防止生產(chǎn)異常再發(fā)生Separatemachineworkfromhumanwork人工動作與機器動作別離TheultimategoalofJidokaistoenablearawmaterialtofinishedgoodsproductioncell! 最終目標是從原料到成品一氣呵成ChakuChakuFGRM上料-上料Jidoka

Principles自働化原理Stopthelineauthoritytoeveryone每個人都有權(quán)力停機Preventsdefectsfrombeingpassedon防止不良品流至下一制程Avoidsextensiverework,scrap,orcustomerreturnofproduct防止大量反工、報廢和退貨Separatemachineworkfromhumanwork人工動作與機器動作別離Givemachinesthecapabilityofdetecting,shuttingdown,andsignalingwhenabnormalitiesoccur一旦發(fā)生異常，機器能偵知、關(guān)機和發(fā)出訊號Whenabnormalitiesaredetected,respondimmediately,inordertofindtherootcauses發(fā)現(xiàn)異?，F(xiàn)象后，立即處置以找出根本原因Allowonlyonedefecttooccur只允許一件不良品產(chǎn)生KeepaskingWhy?持續(xù)地質(zhì)詢?yōu)槭裁碨olvetheproblemtopreventrecurrence徹底解決問題以防止再發(fā)生Givemachinesthecapabilitytoindependentlyperformsimple,repetitivefunctions,insteadofhavingpeopledothem機器具有獨立執(zhí)行單純、重復(fù)性動作的能力，以減少失誤Approachjidokaasacontinuousimprovementprocess持續(xù)執(zhí)行自働化的改進FGRM5SSUSTAIN1SSimplify4SStabilizeStraighten2SScrub3SLeanTools-5S環(huán)境管理5S

isaprocesstoensureaclean,orderly,safeandproductiveworkplace.環(huán)境管理是一個確保工作場所潔凈、整齊、平安和具生產(chǎn)力的程序素養(yǎng)整理維持整頓整潔值得注意的是，減少運輸、庫存及等待時間，同時可以改善品質(zhì)、交期及本錢。

波動焊接

包裝

電路板組裝

最終裝配

測試

客戶

原料

StandardWork標準作業(yè)WasteOnePieceFlowProductioninaCellularLayout:群組內(nèi)的一件流生產(chǎn)Significantlyreducestransportation,inventory,andwaitingtimewhileimprovingquality,delivery,andcosts...SkipLevelLoadingComponentsofDMP

DMP的組成WhatisaLevelLoadedRate?什么是平穩(wěn)負荷率？240units120units60unitsAAA.….AABBB.….BBCC…CCABC.…..…..….Amethodofreducingthevariationinthequantityandflowofworkbasedoncustomerdemand.以滿足顧客需求為前提，一種減少工作數(shù)量變動和工作流程變動的方法ComponentsofDMP

DMP的組成WhatisaLevelLoadedRate?什么是平穩(wěn)負荷率？ABCAABAABCAABAABCAmethodofreducingthevariationinthequantityandflowofworkbasedoncustomerdemand.以滿足顧客需求為前提，一種減少工作數(shù)量變動和工作流程變動的方法11223344Rate速率Rate速率Level平穩(wěn)Unlevel

不平穩(wěn)Period周期Period周期AscheduleisLEVELwithinaplanningperiodifithasaconstantratethroughouttheperiod.如果在某個方案周期內(nèi)的生產(chǎn)是等速率的，那么這個方案是平穩(wěn)的生產(chǎn)排程方案(Constantmeanswithin10%等速率是指在10%變化以內(nèi))LevelLoading平穩(wěn)負荷Inthecapacityconstrainedexampleinventoryisusedtomeetcustomerdemand假設(shè)產(chǎn)能缺乏，那么需要建立庫存以滿足顧客需求Thisrequiressubstantialwarehousespaceandcanberiskyifdemandforecastiswrong此種情況需要有儲存空間，而且要承擔(dān)預(yù)測錯誤的風(fēng)險Inthedemandconstrainedexamplelinespeedandstaffingareadjustedtoaccommodateseasons假設(shè)產(chǎn)能充足，那么產(chǎn)能與人員數(shù)量可調(diào)整來適應(yīng)淡旺季Thisrequiresflexibleequipmentandlabor(staffing,vacations,overtime)butismoreaccommodatingofdemandvariationsfromexpectation此種情況需有可彈性調(diào)整的設(shè)備與勞動力(人員、假期、加班)，卻較能應(yīng)付預(yù)期中的需求變動JFMAMJJASONDLevelloadinginaFixed

capacityfacility固定產(chǎn)能工廠的平穩(wěn)生產(chǎn)JFMAMJJASONDLevelloadinginaFlexible

capacityfacility彈性產(chǎn)能工廠的平穩(wěn)生產(chǎn)150100500需求DemandProduction生產(chǎn)Inventory庫存150100500Demand需求Production生產(chǎn)Inventory庫存LevelLoadingExample平穩(wěn)負荷的例子MTWTFMTWTFM…MTWTFMTWTFM…2、5S

〔整理、整頓、整潔、維持、素養(yǎng)〕

(Simplify,Straighten,Scrub,Stabilize,Sustain)A、一切改善〔KAIZENFoundation〕的根底B、目視管理〔VISUALMANAGEMENT〕為終極目標〔GOAL&TARGET〕Whatarethe5S’s?5S包含什麼?Simplify整理

(Seiri)(單一化)

Straighten整頓

(Seiton)〔弄直〕

Scrub整潔

(Seiso)

(用力擦洗)Stabilize維持

(Seiketsu)

(使安定)Sustain素養(yǎng)

(Shitsuke)〔承受〕Clearlydistinguishingbetweenwhatisnecessaryandwhatisunnecessaryanddisposingoftheunnecessary.清楚地區(qū)別什麼是必須要的和什麼是不必要的,把不必要的丟棄.Organizingthenecessaryitemssothattheycanbeusedandreturnedeasily.將必要的項目有系統(tǒng)的安置,使它們?nèi)菀椎厝∮眉昂唵螝w位.Cleaningfloors,equipment,andfurnitureinallareasoftheworkplace.將整個工作區(qū)域的地面,設(shè)備,和家具完全地清理乾淨.MaintainingandimprovingthestandardsofthefirstthreeS’s.維護和改善前3S的標準.Achievingthedisciplineorhabitofproperlymaintainingthecorrect5Sprocedures.培養(yǎng)維護保養(yǎng)的紀律或者習(xí)慣之成就感,成為個人的修養(yǎng),即是正確的5S.

TPS工具–視覺管理

TPSTool–VisualManagement0100020003000400050006000700080000120110100908070605040302010OilBatteryGasolineEFTachometerMPH

OdometerTrip-O-Meter

00236BrightsAirConditioningHeatLightsDefrosterTAPECD90.55FM

TPS工具–視覺管理

TPSTool–VisualManagementBALL:球STRIKE:擊球PITCHER:投手:ERA:W-L:K’s:BB’s:OUT:出線#37

RF.2791243#423.5911-75132ONBASE2

VISITOR 0 0 1 0 1 0 2 0

4

7 0

HOME 1 0 0 0 0 3 0 0

4

6 1 ATBAT輪到擊球:

POSITION:位置:AVG:HR:RBI:

INNING 1 2 3 4 5 6 7 8 9 R H E

您會堅持到球賽的最后嗎？Willyoupersistuntiltheendofmatch?SUMMARY總結(jié)DANAHERBUSINESS

SYSTEMDANAHER企業(yè)系統(tǒng)5SisaFoundationforImprovement

5S是改善的基礎(chǔ)VisualManagementistheUltimateGoal視覺的管理是終極目標ItisuptoEachandEveryOneofustoMake5SaPersonalGoal讓我們每一個人都把5S規(guī)劃為個人努力的目標3、標準作業(yè)

〔STANDARDWORK〕A、以人為本，未造企業(yè)先造人B、5S/目視管理/改變的模式〔CHANGEMODEL〕C、精益概念/本錢公式D、增值〔VALUEADDING〕與非增值〔NON-VALUEADDING〕E、時間就是金錢，如何縮短前置時間〔LEAD-TIME〕3、標準作業(yè)

〔STANDARDWORK〕F、流動生產(chǎn)〔FLOWPRODUCTION〕一件流〔ONEPIECEFLOW〕G、八大浪費〔WASTE〕H、群組式制造〔CELLMANUFACTURING〕I、品質(zhì)〔QUALITY〕與群組制造的關(guān)系J、自働化〔JIDOKA〕K、標準作業(yè)的要素1、顧客需求時間〔TAKTTIME〕與生產(chǎn)周期〔CYCLETIME〕比較2、工作順序〔WORKSEQUENCE〕3、在制品數(shù)〔WIP-WORKINPROCESS〕

3、標準作業(yè)

〔STANDARDWORK〕L、標準工作的文件1、時間觀測表〔TIMEOBSERVATIONFORM〕2、制程產(chǎn)能表〔PROCESSCAPACITYTABLE〕3、標準工作表〔STANDARDWORKSHEET〕4、標準工作組合表〔STANDARDWORKCOMBINATIONSHEET〕5、操作員負荷表〔OPERATORLOADINGCHART〕向前滿載負荷,少人化概念M、改善的概念改善新聞〔KAIZENNEWS〕改善總結(jié)N、現(xiàn)場應(yīng)用〔GENBASHOPFLOORAPPLICATION〕WhatisStandardWork?

什么是標準工作?

以人為本，未造企業(yè)先造人

Itsnotaboutworkingharder它不是要使工作更辛勞Itsaboutworkingsmarter它是要使工作更機伶What’sworkingsmarter?什么是工作更機伶?Beingabletoaccomplishthesameamountofworkinlesstime.能夠用較少的時間完成相同份量的工作Givingthecustomerwhattheyneed.提供顧客所需要的

TPS工具-5S5S素養(yǎng)1S

整理4S

維持

整頓2S

整潔3S5S

isaprocesstoensureaclean,orderly,safeandproductiveworkplace.環(huán)境管理是一個確保工作場所潔凈、整齊、平安和具生產(chǎn)力的程序5SVisualManagement5S的目視管理Tool/ShadowBoards工具/陰影板Areasontheequipmentareassignedtoholdsuppliessuchastools,oilscans,etc.neededforproductivemaintenanceandcleaningofequipment.Coloredtemplatescanbeusedtoindicateplacementofthesesupplies.現(xiàn)場為了維修、清潔機器所需要的物料，如：工具、油盤…等等必須自行保管，有顏色的樣??DailyManagementVisuals…CellScorecard

日常管理視覺…單元記分卡“CellScorecardatendofcellindicatinghowTeamisdoingversusCustomerneeds〞isoneofthefiveminimumrequirementsofaCell.“在單元最后的單元記分卡顯示出團隊的現(xiàn)狀和客戶需求〞是單元的5個最低要求之一。CriticaltohourlymanagementofDemandandProductivity.對于需求和生產(chǎn)力的每小時管理很重要。MandatorytousebeforegoingtonextlevelofDailyManagementVisuals(seenextpage).在進入下一個水平的日常管理視覺前強制使用〔見下頁〕Makeaday“hourbyhour〞“一小時一小時〞地記錄每一天TheChangeModel改變的模式Shock震驚Anticipation預(yù)期Fear恐懼Anger/Betraya忿怒/唱反調(diào)Depression沮喪Acceptance接受SearchforSolutions尋找方法DevelopPlans開展方案ExecutePlans執(zhí)行方案EmergeStronger茁壯CycleTime周期時間Denial否認Resistance抗拒Exploration探索Commitment實行DataSource:“ManagingTransitions〞byWilliamBridgesGuilt內(nèi)疚Endings底定Transitions轉(zhuǎn)變NewBeginnings新的開始Old以前本錢利潤售價Cost+Profit=SellingPriceNew現(xiàn)在MarketPrice-Cost=Profit市場價格本錢利潤WhatDoWeControlasaBusiness?ProfitEquations利潤公式Waste就商務(wù)而言，我們掌握了什么？ValueAddingProcess加值程序-Aprocessstepthattransformsorshapesaproductorservicetowardsthatwhichissoldtoacustomer(Thesearethingsthecustomeriswillingtopayfor)客戶愿意付費的過程步驟Non-ValueAddingProcess非加值程序-Thoseprocessstepsthattaketime,resources,orspace,butdonotaddtothevalueoftheproductorserviceitself(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated)這些行為應(yīng)該消除、簡化、減少或整合ValueAddingvs.

Non-ValueAdding加值對應(yīng)非加值Waste3

WasteJoe’s

Garage/喬的修車房AutoRepairBill/汽車修理清單:Fillingoutcustomerinformation/填寫客戶信息: .5hrsMovingtheautointothegarage/移動汽車到修車房: .10hrsPreparingautoforinspection/準備檢驗: .5hrsCoffeeBreak/休息: .25hrsLookingforparts/尋找零部件: 1.0hrsWorkingonautomobile/修理汽車: 2.0hrsLunch/午餐: 1.0hrsWorkingonautomobile/修理汽車: 1.5hrsCoffeeBreak/休息: .25hrsMovingtheautooutofthegarage/將車移出修車房: .10hrsExplanationofbillw/customer/向客戶解釋帳單: .5hrsTotalHoursSpent/總計： 7.7hrsTakethenextfewminutesandtotalthevalueaddedtimeyouseeinthisbill.計算表中的增值時間ValueAddedActivitiesVs.Non-ValueAddedActivities

增值活動和非增值活動CustomerDemand480Units顧客需求480個ApparentEfficiency外表效率TrueEfficiency真實效率UnitsProduced480536480Associates10109Hours888TotalAssociateHours808072Units/AssociateHour66.76.7Before以前DBSAfterDBS的改善TraditionalAfter傳統(tǒng)的改善ApparentEfficiencyvs.

TrueEfficiency外表效率對應(yīng)真實效率Waste生產(chǎn)數(shù)量員工人數(shù)小時人工小時生產(chǎn)力PackingDept.包裝部門PCBoardAssemblyDept電路板組裝部門

WaveSolderDept.波動焊接部門STOCKROOM倉庫FinalAssemblyDept.最終裝配部門TestingDept.測試部門ProductFlowinaTraditionalPlantLayout:在一個傳統(tǒng)工廠的生產(chǎn)線佈置:Non-ValueAddingProcesses非附加價值過程WasteOnePieceFlowProductioninaCellularLayout:一物流式排列下的一件流生產(chǎn):Significantlyreducestransportation,inventory,andwaitingtimewhileimprovingquality,delivery,andcosts.值得注意的是，減少運輸、庫存及等待時間，同時可以改善品質(zhì)、交期及本錢。ProductFlowinaCellularPlantLayout:一物流式排列工廠的生產(chǎn)線佈置:

WaveSolder波動焊接

Packing包裝

PCBoardAssembly電路板組裝FinalAssembly最終裝配

Testing測試Customer客戶RawMaterial原料ValueAddingProcesses附加價值過程WasteMarketingR&DProductDesignProductionPreparationPurch.Manuf.DistributionServiceMkt.R&DProductDesignProductionPreparationPurch.Manuf.ServiceDist.6months12monthsMarketingR&DProductDesignProductionPreparationPurchasingManufacturingDistributionServiceAfterKaizenConceptCashSpeedisessentialforsuccessKaizen&Lead-time

Reduction;EliminationofWasteWasteUsuallycalledJITProduction一般稱之為剛好即時JIT

之生產(chǎn)DevelopedbyOhnoatToyota由豐田的大野先生發(fā)展出來Characteristics特點Oneoperatorrunsseveralmachinesorsteps一個作業(yè)員能操作好幾臺機器或步驟Multi-skilledoperators具備多種技能的操作員Mayincorporatecellulardesign可以合併一物流組成的生產(chǎn)排列設(shè)計Flowproductionbasedoncustomerorder生產(chǎn)線流動建立在客戶訂單上Onepieceflow一物流式的生產(chǎn)Flexibleset-ups有彈性的安裝建立LeanProduction精實生產(chǎn)WasteWaste浪費CUSTOMER客戶RMRMFlowProduction流動式生產(chǎn)WasteLowerleadtimes較短的交貨時間Betterproductdistribution較佳的產(chǎn)品分銷Lowerscrapandrework較少的報廢品及反工Schedulingismadeeasier容易製作排程表Betterutilizationoffloorspace較佳的地面空間利用率Reducedmaterialhandling減低材料的搬運Betterlaborutilization/productivity較佳的勞動力及生產(chǎn)力利用Exposesproblems可使問題顯露出來BenefitsofOnePieceFlow一物流式的生產(chǎn)效益WasteConceptsofCellularManufacturing

一物流式生產(chǎn)的概念ElementsofGoodCellDesign良好的一物流設(shè)計要素FocusontheOperator焦點集中在操作者SunkCost隱藏的本錢CardboardLayout紙板模擬配置Product/ProcessFamilies產(chǎn)品/制程家族MonumentsandCurtains紀念碑與窗簾Nobirdcages不要鳥籠障礙〔不是孤立的〕Oneoperator單人操作FGRM

Theprocesswilldeterminethelayout機械佈置依製程決定Qualitybuiltintoprocess品質(zhì)是建立在製程中Oneoperatorcouldrunthecell一個操作員就可以執(zhí)行一件流Machinesincloseproximity機器擺設(shè)是非常接近的U-shapedesignU型設(shè)計Counter-clockwiseflow反時鐘式的物流方向Nobirdcagesorbarriers沒有鳥籠或障礙物(沒有任一作業(yè)是孤立的)Multi-skilledoperators多種技能之操作者Elementsof

GoodCellDesign良好的一件流設(shè)計要素FGRMFlowProductionExercise流動生產(chǎn)練習(xí)WasteRework反工Scrap報廢Ship裝運TraditionalMethod傳統(tǒng)的方法ABCInspectionABC檢驗ABCABCShip裝運DBSMethodDBS的方法BuildinQualityatEachProcess建立品質(zhì)在每一個製程中FGRMQualityBuiltIntotheProcess品質(zhì)建立在製程中Howoftendoyousitandwatchyourwashingmachine?

你曾經(jīng)坐下來觀看

你的洗衣機自動運轉(zhuǎn)嗎？自働化(Jidoka)原理

AJidoka-autonomation(automationwithahumantouch)“Autonomation〞implies“autonomousoperation〞,amachine’scapabilitytooperatewithouthumaninterventionJidoka–自治(單人控制自動操作)“自治〞意味著“自治操作〞，指機器在無人干預(yù)的情況下運作的能力?！癑idoka〞meansbuildingintoaproductionprocessthecapabilityto:ImmediatelyrespondtoproductionabnormalitiesPreventtherecurrenceofproductionabnormalitiesSeparatemachineworkfromhumanwork“Jidoka〞是指在制程中，它能夠：對生產(chǎn)中出現(xiàn)的異常情況立即響應(yīng)阻止生產(chǎn)中的異常情況再次發(fā)生將機器操作與人工操作別離TheultimategoalofJidokaistoenablearawmaterialtofinishedgoodsproductioncell!Jidoka的最終目的是到達從原材料至完工產(chǎn)品生產(chǎn)的一物流!ChakuChakuFGRMStandardWork46HowcanwecompareStandardWorktothisgraphic?我們怎樣把標準工作與該圖進行比照?TAKTTime-Howfrequentlywemustproduceaqualitypiecetomeetcustomerexpectations

我們必須生產(chǎn)出一個具有質(zhì)量的產(chǎn)品去符合客人的需求頻率之時間。TAKTTime=

AvailableTime________TotalPiecesRequiredTaktTime(客戶需求週期)

TAKTTime=每天全部運轉(zhuǎn)的時間客戶每天的總需求量OperatorLoadingChart操作員負荷表Howoftencanthecellproduceapart?這個一件流多久能生產(chǎn)一件CalculatingCycleTime生產(chǎn)週期Whatisthecycle

timeofthiscell?這個一物流的單件生產(chǎn)週期是多少Whatwecando我們能做什麼Whatweneedtodo什麼是我們必需去做的CycleTime生產(chǎn)週期TAKTTime客戶需求週期CycleTimevs.TaktTime客戶需求週期與生產(chǎn)週期StandardWorkDocumentation

標準工作文件TimeObservationForm時間觀測表…………….

ProcessCapacityTable制程產(chǎn)能表………

StandardWorkSheet標準工作表…..

StandardWorkCombinationSheet標準工作組合表……..

OperatorLoadingChart操作員負荷表….OperatorLoadingChartTTStandardWorkSheetFGRMTimeObservationsProcessCapacityStandardWorkCombinationSheetTTabddjdjvnvmabddjdjvnvmabddjdjvnvmabddjdjvnvmabddjdjvnvmabddjdjvnvmBCDEATAKTTime"LeastOperator“最少的操作員BCDEATAKTTimeNatural自然的BCDEATAKTTimeTraditional傳統(tǒng)的FrontLoaded向前載滿#Operators=SumofIndividualCycleTimesTAKTTimeStandardizedWork使標準化的工作操作員人數(shù)

=

單獨週期時間的總和TAKTTimeContinuousImprovementLeadership.

持續(xù)改善的領(lǐng)導(dǎo)力

DrivenbyPolicyDeployment由政策布署來推動 OrganizebyValueStream藉由價值流來組織 LivesＯwnValues實踐自身的價值

ProblemsProblemsProblemsProblemsKaizen!ActionRespWhenBenefit

KPIBoard

Safety

Quality

Delivery

Cost

SingleMinuteExchangeofDies快速換模4、快速換模〔SMED-SINGLEMINUTEEXCHANGEOFDIE〕1. SMEDbeginsandendswiththe5S’s.SMED從頭到尾都與5S有關(guān)。2. ChangetheInternalset-upintoExternal,thenimprovetheremainingInternalset-uptime.把內(nèi)部換模設(shè)定變更為外部換模設(shè)定，然后去改善剩下來的內(nèi)部換模設(shè)定時間3. BoltsareourEnemies.螺絲是我們的敵人。4. Ifyouhavetouseyourhandsmakesureyourfeetstayput.假設(shè)你必須用你的手,先確認你的腳原地不動。(原始基礎(chǔ)點永遠不動)5. Don’trelyonSpecialFine-tuningskills.不要依賴特殊的微調(diào)技術(shù)。6. Standardsarestandard:theyareNOTflexible.標準就是標準:它們是沒有彈性可伸縮的。7. StandardizeallSMEDOperations把所有的SMED的動作標準化。WhatisSMED?

何謂快速換模(SMED)?SMEDis:快速換模(SMED)是:SingleMinuteExchangeofDies.SingleMinuteExchangeofDies.Ideally,setuptimeshouldbeanythinglessthantakttime.理想的換模設(shè)定時間必須少于客戶需求的時間(TAKTTIME)Decreasedset-uptime;減少換模設(shè)定時間可以reducestheneedforinventory,降低庫存需求,providesmoreflexibilityandcapacity,提供更多的彈性,伸縮及產(chǎn)能,enablesustobetterserveourcustomer!使我們能夠給客戶更好的效勞!Lessadjustmentsmeanslesschanceforerrors.減少調(diào)整；同時減少因調(diào)整而造成的錯誤。Eliminationoftrialprocessingreducesmaterialwaste.排除試車過程，可以減少材料的浪費。Preparationofoperatingconditionsinadvancehelpsstabilizeproductquality.操作條件的事先準備，可以幫助產(chǎn)品品質(zhì)的穩(wěn)定性。Increasesschedulingflexibility/capacity.增加生產(chǎn)順序的彈性及產(chǎn)能。Reducestheneedforon-handinventory.降低現(xiàn)有的庫存需求。Smallerrunsmeanslesslikelihoodoflargescaledefectproblemsininventory.最小批量的生產(chǎn)；可將庫存中不良品的問題，比例降到最小。Improvedservicelevelsforourcustomers.改善我們對客戶的效勞水平。BenefitsofSMED快速換模(SMED)的好處SetupTime

換模設(shè)定時間Dies模具Tools工具Materials材料FirstGoodPiece下批首件良品LastGoodPiece上批尾件良品SetupTime換模設(shè)定時間Therearetwotypesofsetuptime:換模設(shè)定時間有以下二種型式:InternalSet-up:內(nèi)部換模設(shè)定:Thoseactivitiesthatmustbeperformedwhilethemachineisshutdown.須將機器停機后無法作正常生產(chǎn),才能執(zhí)行的換模動作之時段。Example:Removingdiesandtooling.例如:更動模具及刀具。ExternalSet-up:外部換模設(shè)定:Thoseactivitiesthatareperformedwhilethemachineisoperating.機器在正常生產(chǎn)運轉(zhuǎn)時,可同時進行下次換模的準備動作之時段。Example:Preparingtoolingforthenextset-up.例如:為下一次換模設(shè)定作準備:包括刀具,工具,模具,材料…。SetupTime換模設(shè)定時間DevelopImprovementPlan

展開改善方案Thedieheightsofapunchpressormoldingmachinecanbestandardizedbyusingtheliner(spacer)sothatstrokeadjustmentwillbeunnecessary.這部沖床或成型機的模具高度，可以用襯墊隔板將高度固定標準化，以便使得調(diào)整沖程的工作，成為不必要。Source:ToyotaProductionSystem-YasuhiroMonden以上來源摘錄自于豐田生產(chǎn)系統(tǒng)-YasuhiroMondenDevelopImprovementPlan

展開改善方案Rememberthe8Wastes:切記以下八種浪費:OverProduction超量生產(chǎn)Waiting待料或等待Transportation移轉(zhuǎn)運輸Processing過多的制程工序Inventories庫存Motion過多的動作Defects不良品及異常缺失UnusedCreativity不被采用的創(chuàng)造力沖壓機工具車模具間工具間DevelopImprovementPlan

展開改善方案DevelopingtheimprovementPlan:展開改善方案Whatmustbedonewhilethemachineisshutdown?當機器關(guān)機時，有那些動作是必須要做的?Whatcanbedonewhilethemachineisrunning?當機器運轉(zhuǎn)時，有那些動作是可以做的?Challengeeveryelementintheset-up!!向換模設(shè)定中的每一個單元挑戰(zhàn)!!Establishasound5Sfoundation.建立一個健全完整的5S根底。DevelopImprovementPlan

展開改善方案Goal:Eliminatesetup!Specifically:依照換模設(shè)定特性:A. Convertasmuchoftheinternalsetuptotheexternalsetup.盡可能的將內(nèi)部的換模設(shè)定轉(zhuǎn)換成外部的換模設(shè)定B. Eliminateorreducetheinternalandexternalsetup.排除或減少內(nèi)部及外部換模設(shè)定C. Eliminatetheadjustmentprocess.消除調(diào)整過程

目標:排除換模設(shè)定!SMEDRules快速換模(SMED)法那么1. SMEDbeginsandendswiththe5S’s.SMED從頭到尾都與5S有關(guān)。2. ChangetheInternalset-upintoExternal,thenimprovetheremainingInternalset-uptime.把內(nèi)部換模設(shè)定變更為外部換模設(shè)定，然后去改善剩下來的內(nèi)部換模設(shè)定時間3. BoltsareourEnemies.螺絲是我們的敵人。4. Ifyouhavetouseyourhandsmakesureyourfeetstayput.假設(shè)你必須用你的手,先確認你的腳原地不動。(原始基礎(chǔ)點永遠不動)5. Don’trelyonSpecialFine-tuningskills.不要依賴特殊的微調(diào)技術(shù)。6. Standardsarestandard:theyareNOTflexible.標準就是標準:它們是沒有彈性可伸縮的。7. StandardizeallSMEDOperations把所有的SMED的動作標準化。VariationReduction

減少變化Revised4/26/02PF/CE/CNX/SOP5、減少變化〔VARIATIONREDUCTION〕A、六標準差〔6SIGMA〕與豐田模式〔TPS〕的關(guān)系B、輸入過程輸出圖〔IPO-INPUT,PROCESS,OUTPUT〕C、常態(tài)分布〔NORMALDISTRIBUTION〕D、第一次通過率〔FPY-FITSTPASSYIELD〕E、平均值〔MEAN/AVERAGE〕中位數(shù)〔MEDIAN〕，范圍〔RANGE〕,標準偏差〔STANDARDDEVIATION〕F、差品質(zhì)的代價〔COPQ-COSTOFPOORQUALITY〕G、過程流動圖〔PF-PROCESSFLOW〕

H、因果圖〔魚骨圖〕〔CAUSE&EFFECTDIAGRAMS〕I、讓變數(shù)〔NOISE〕改變?yōu)槎〝?shù)〔CONSTANT〕的標準操作方式〔SOP-STANDARDOPEPATIONPROCESS〕J、三級標準操作方式操作書〔ONPAPER〕制程控制〔CHAGETOPROCESS〕防呆作業(yè)〔POKA-YOKA〕K、5個為什么〔5W1H-5WAY&1HOW〕尋找根本原因〔ROOTCAUSE〕L、柏拉圖〔PARETOCHART〕-優(yōu)先次序〔PRIORITY〕M、柱狀圖〔HISTOGRAMS〕-數(shù)據(jù)〔DATA〕與信息〔INFORMATION〕N、曲線趨勢圖〔RUNCHART〕-表現(xiàn)變異的上下趨勢PartsPerMillion100K10K1K100101Sigma西格馬3.4233621066810345670–6+Sigma=BasicTools基本工具StandardWork 標準工作VariationReduction偏差減少5SSMED5–6+Sigma=AdvancedTools高級工具

實驗計劃法(DOE)

自働化Jidoka,Autonomation

上料-上料Chaku–Chaku,Load-Load

以六Sigma設(shè)計(DFSS)你的公司重點在哪里？為什么6Sigma

你的業(yè)務(wù)在哪里？RelationshipbetweenLeanandSixSigma

精簡與六Sigma之間的關(guān)系OVERALLYIELDvsSixSigma(分配轉(zhuǎn)移DistributionShifted±

1.5s)#ofSteps步驟/Part部件s±3s±4s±5s±6s193.32%99.379%99.9767%99.99966%761.6395.73399.83999.99761050.0893.9699.76899.99662025.0888.2999.53699.9932406.2977.9499.07499.9864601.5868.8198.61499.979680.4060.7598.15699.9728100.1053.6497.799.96615039.3896.6199.94920028.7795.4599.93230015.4393.2699.8984008.2891.1199.8645004.4489.0299.8306002.3886.