Material-pull-system(精益物流拉動)

ThisPPTismainlyaboutpullsystem.Firstlyintroducetheleanhistory,thenexplaintheconnectionamonglean5basicprinciple.Becausevaluestreammapping&pursueperfectionareimaginaryandshouldbedescribedforalongarticle,thistimeIdon’tintroducethemindetails.Thistimeonlyfocusonvalue&flow&standardization&pullsystem,especiallymaterialpullsystem.Jul.272017MaterialpullsystemABriefHistoryofLean精益歷史簡介

FatherofManagement科學(xué)管理學(xué)之父FatherofMotion-TimeStudy動作-時間研究之父FatherofAssemblyLineConcept組裝線概念之父IndustryQualityTransformation工業(yè)質(zhì)量轉(zhuǎn)變BirthofTPS*/LeanConceptsTPS*/Lean概念誕生“TheMachineThatChangedTheWorld”改變世界的機器“LeanThinking”精益思想TheOriginsofLeanManufacturing精益生產(chǎn)的起源LeanManufacturinghasits’rootintheToyotaProductionSystem(TPS).SeveralindividualsatToyotawereinstrumentalindevelopingandsystematizingTPS.Amongthemostimportantwere:精益生產(chǎn)來自于豐田制造系統(tǒng)(TPS).幾位豐田人對其進行了發(fā)展和系統(tǒng)化，其中貢獻(xiàn)最大的

：SakichiToyoda豐田佐吉(1867~1930)HisconceptofJidoka(autonomation)isoneofthefoundationalprinciplesofTPS.他的概念jidoka(自動化)是TPS的幾項基礎(chǔ)原則之一FoundedToyotaMotorCo.in1937.1937年創(chuàng)立豐田汽車公司KiichiroToyoda豐田喜一郎(1894~1952)TheTPShasevolvedthroughmayyearsoftrialanderrortoimproveefficiencybasedontheJust–in–Time(JIT)conceptsdevelopedbyKiichiroToyoda,thefounder(andsecondpresident)ofToyotaMotorCorporation.TPS一直在準(zhǔn)時制生產(chǎn)的基礎(chǔ)上不斷試驗去提升效率，而準(zhǔn)時制生產(chǎn)就是由豐田喜一郎發(fā)明的，豐田汽車的創(chuàng)始人。Drawingonhisexperienceofintroducingaflowproductionmethodusingachainconveyorintotheassemblylineofatextileplant(completedin1927)withamonthlyproductioncapacityof300units.他將流水線生產(chǎn)的經(jīng)驗應(yīng)用于紡織廠，鏈條式傳送帶使月產(chǎn)量達(dá)到300HestudiedFord’sproductionsystemandadaptedittothesmaller,morediverseJapanesemarket.他研究了福特生產(chǎn)系統(tǒng)并把它應(yīng)用于更小，更多變的日本汽車市場EijiToyoda

豐田英二(1913~)ByensuringthoroughimplementationofJidokaandtheJust-in-Timemethod,EijiToyodaincreasedworkers‘productivityinaddingvalueandrealizedtheToyotaProductionSystem,whichenabledToyotatocompetehead-onwithcompaniesinEuropeandtheU.S.

通過將Jidoka和JIT徹底應(yīng)用,提高了工人的效率，TPS讓豐田公司能夠與歐美公司競爭。TaiichiOhno大野耐一(1912~1990)Knownasthe“ArchitectofTPS.”以“TPS大師”著稱SystematizedJidoka,JIT,standardizedworkandkaizenintowhatwenowknowasTPS.將Jidoka,JIT,標(biāo)準(zhǔn)作業(yè)和改善融入TPS系統(tǒng)Fatherofthesupermarketsystemofinventorycontrol.超市庫存管理之父Dr.ShigeoShingo新鄉(xiāng)重夫(1909~1990)Duringtheearly1960‘s,asanoutgrowthofworkwithMatsushita,hedevelopedhisconceptsof“Mistake-Proofing“(Poka–Yoke).1960年代，和Matsushita公司合作后，發(fā)明了”防錯法”的概念。In1969,SMEDwasoriginatedwhenhecutthesetuptimeona1000tonpressatToyotafrom4.0hoursto3.0minutes.1969年，他幫助豐田將1000噸沖壓機臺換模時間從4小時減少到3分鐘，快速換模概念產(chǎn)生了。Duringthe1970‘s,hetraveledinEuropeandNorthAmericaonmanylectures,visitsandassignments.HebegantoseeToyota’seffortsasanintegratedsystemandbegantoassistseveralU.S.andEuropeanfirmsinimplementation.1970年代，他到歐美演講，逐漸將豐田的生產(chǎn)方式系統(tǒng)化，并且?guī)椭鷼W美企業(yè)實施。Value價值CorrectlySpecifyValueofProduct/ServicewithCustomerinmind從正確識別產(chǎn)品/服務(wù)的價值,始終考慮客戶的需求ValueStream價值流IdentifythewastesintheValueStreamandremoveallthewastes識別價值流,消除浪費PursuePerfection追求完美WastesEliminationasanOngoingProcesstowardsPerfection浪費消除,流程趨于完善TheUniversalLeanPrinciple精益原理Flow&SW流與標(biāo)準(zhǔn)化MaketheProductandValueFlowSmoothly理順產(chǎn)品關(guān)系和價值流Pull拉動ProduceonlytothePullofCustomerDemand以客戶需求拉動生產(chǎn)

ValueAddedActivity增加價值的活動Somethingcustomersarewillingtopayfor…客戶愿意付錢的部分…-AND-Changestheform,fitorfunctionofmaterialorinformation…變更物料或信息的結(jié)構(gòu),裝配或功能…-AND-Isbeingdonerightthefirsttime從開始就一直做對的DefiningValue定義價值EliminateNon-ValueAddedActivity消除不增加價值的活動TimeAfterBeforeValueaddedwork增加價值的工作AfterBeforeNonvalueaddedwork不增加價值的工作時間改善前改善后Non-ValueAddedActivity不增加價值的活動

Allotheractionsandunwantedfeaturesarebydefinition…WASTEaddingnovaluetothecustomer…simplyraisecostsinourbusiness!其它所有活動，浪費定義里所有不希望有的項目,不能為客戶增加價值….僅僅增加成本!Observethat2ThingsareALWAYSHappening...兩件事一直會相伴發(fā)生...

Thingsthatshouldbe

done必須要做的事情Thingsthatshouldnotbedone不能做的事情WASTE浪費WORK工作Understanding&EliminatingWaste識別及消除浪費“It”…EitherAddsValueorDoesNot“它”…要么增加價值，要么不！TimeAfterBeforeValueaddedwork增加價值的工作AfterBeforeNonvalueaddedwork不增加價值的工作時間改善前改善后Concurrently….CreateStandards…DetectAbnormalities建立標(biāo)準(zhǔn)…發(fā)現(xiàn)異常5cowboystodrive1000cattle5個牛仔趕1000頭牛Shouldtakeonelookandunderstandthesituation

必須一眼看出狀況Clearlydifferentiatebetweenwhatis“Normal”and“Abnormal”

清楚辨別正常和異常Detectwhatis“Abnormal”

偵測到什么是異常Don’t“Manage”aStandard…DetecttheAbnormality不要去管理一個標(biāo)準(zhǔn)…去發(fā)現(xiàn)異常LookHere…看這里NotHere…不是這里CreateStandards…DetectAbnormalities建立標(biāo)準(zhǔn)…發(fā)現(xiàn)異常在制品位置確定貼上標(biāo)簽物料進物料出建立標(biāo)準(zhǔn)FIFONoStandardizationNoImprovement沒有標(biāo)準(zhǔn)，沒有改善CUSTOMERRMRMStandardWork OnePieceFlow標(biāo)準(zhǔn)化作業(yè)一件流WhatisStandardWork?什么是標(biāo)準(zhǔn)工作?

Itsnotaboutworkingharder它不是要使工作更辛勞Itsaboutworkingsmarter它是要使工作更機靈What’sworkingsmarter?什么是工作更機靈?Beingabletoaccomplishthesameamountofworkinlesstime.能夠用較少的時間完成相同份量的工作StandardWork--Atoolinflowproductiontoassuremaximumperformancewithminimumwastethroughthebestcombinationofoperatorandmachine標(biāo)準(zhǔn)工作–用于流動生產(chǎn)的一種工具，經(jīng)由操作員與機器用最佳的結(jié)合及最少的浪費，來確保最大的效能Standardworkisnotthesameasworkstandards標(biāo)準(zhǔn)工作與工作標(biāo)準(zhǔn)不同Orientationtowardimprovementnotrigidstandards以持續(xù)改進為目標(biāo)而非一成不變的規(guī)范Operationmustbe:作業(yè)過程必須是Observable可觀測的Repetitive可重復(fù)執(zhí)行的Basedonhumanmotion一般人做得到的Processmustbestandardized程序要標(biāo)準(zhǔn)化VariableprocessesmustbeKaizened多變的程序要先改善FloorsupervisormustberesponsibleforimplementationofStandardWork現(xiàn)場的督導(dǎo)人員要負(fù)起執(zhí)行標(biāo)準(zhǔn)工作的責(zé)任PrerequisitetoStandardWork標(biāo)準(zhǔn)工作的先決條件Takttime

顧客需求時間（節(jié)拍時間）5RF42361214378562341ElementsofStandardWork標(biāo)準(zhǔn)工作的三要素WorkSequence

工作順序TStandardWorkinProcess(WIP) 在制程標(biāo)準(zhǔn)數(shù)（標(biāo)準(zhǔn)手持）This

pull

system

is

known

as

a

Kanban

system

in

Japan

andin

The

Toyota

Automobile

Corporation

where

it

was

developed

andrefined拉動系統(tǒng)在日本叫看板系統(tǒng)，在豐田汽車公司得到發(fā)展和升華精煉。The

Kanbansystem

is

often

called

the

supermarket

system

because

theconcept

originated

in

observation

of

American

supermarkets

by

Toyotaexecutives看板系統(tǒng)又被叫做超市系統(tǒng)，是因為豐田公司通過觀察美國的超市的運作發(fā)展出看板系統(tǒng)的。The

Toyota

executives

observed

that

when

customers

withdraw

goodsfrom

the

shelves,

the

stocks

are

replenished

by

a

stock

clerk

whochecks

the

shelves

and

replaces

only

the

quantity

which

was

taken豐田總裁發(fā)現(xiàn)只有當(dāng)最終消費者從貨架上拿走貨物以后超市人員才會補充同等數(shù)量的產(chǎn)品。Pull

System拉動系統(tǒng)The

first

pull

signal

came

from

the

customer

who

withdrew

theinventoryandtoldthestockclerkhowmuchtoreplenish第一個信號來自客戶,它們拉走貨物并告訴倉儲管理員需要補充多少.The

Toyota

executives

reasoned

that

this

supermarket

concept

couldbe

adapted

for

management

of

a

factory

on

a

simple

visual

basis豐田總裁詳細(xì)解釋這種超市管理觀念可以通過目視化然后用來管理工廠.Since

it

is

impractical

to

have

roving

“stock

clerks”

in

a

factory,

a

cardis

used

to

communicate

to

the

production

foremen

the

fact

that

a

shelfwas

empty因為在工廠內(nèi)倉儲管理員站著不動不實際,所以用一個卡來同生產(chǎn)部門的人員

溝通--這一架空了需要補充.The

Japanese

word

for

card

is

kanban;

hence

the

name

Kanban

for

apull

system因為日本文字卡叫看板,所以拉動系統(tǒng)就叫看板系統(tǒng).Quite

the

opposite

of

the

traditional

push

principle同傳統(tǒng)的推動系統(tǒng)是完全相反的Rather

than

pushing

raw

material

from

store

and

processing

all

the

wayup

to

finish

goods

store,

Pull

system

waits

for

a

signal

from

finishgoods

store

to

process

parts

at

upstream

station

and

working

back

allthe

way

up

to

raw

material

store

which

replenishes

the

parts

whenrequested同推動系統(tǒng)的將原材料從倉庫推到生產(chǎn)線上不同，拉動式系統(tǒng)是等待一個從

成品倉庫來的開始生產(chǎn)信號，然后從上游工序開始生產(chǎn),而下游所有的工序都是當(dāng)需求發(fā)生時才開始生產(chǎn)的一種新的生產(chǎn)系統(tǒng).The

signals

in

a

pull

system

are

in

fact

inventory

levels

for

processingandrawmaterialsreplenishment拉動系統(tǒng)的信號事實上是工序中的庫存水平和原材料的補充數(shù)量和時間。With

such

a

system

in

place,

shipment

of

finished

goods

triggerswithdrawal

of

components

for

assembly

to

replenish

the

shipped

goodswhich

triggers

withdrawal

of

raw

materials

for

processing

to

replenishthe

withdrawn

components

and

so

on

through

the

triggering

of

avendor

shipment

to

replenish

raw

materials這樣的拉動系統(tǒng)如果實施，出貨觸發(fā)裝配線開始生產(chǎn)來補充出貨的成品，從而又觸發(fā)原材料來補充裝配線,從而又觸發(fā)供應(yīng)商來補充原材料等等一連串的反

應(yīng).Pull

System拉動系統(tǒng)EDInformation/

MaterialFlow

信息/物流APull

System拉動系統(tǒng)InformationFlow信息流B CATypicalManufacturingSystem傳統(tǒng)的生產(chǎn)系統(tǒng)Raw

原材料Raw

原材料FG

成品FG

成品MaterialFlow

物流BinSystem

單箱流系統(tǒng)BinSystem

雙箱流系統(tǒng)MultiBinSystem

多箱流系統(tǒng)Min/Max Systems

最小/最大系統(tǒng)TypesofPullSystemEach

operator

has

only

1

bin

of

parts

that

is

being

currently

worked

on每個工位只有一個箱子里的貨在加工。Uponcompletingthebin,theoperatorwaitsforthesignalfromdownstreamprocessbeforesendingitoff完成一箱產(chǎn)品后，操作者須等待得到下游工序發(fā)出需求信號才可以將他們送走.A

signal

is

given

out

to

the

upstream

process

for

replenishment

下游工序有需求時發(fā)出需求信號給上游工序來補充。Pull

System

–1

Bin看板系統(tǒng)--單箱流KanbanSignalKanbanSignalPullSystem–1BinSystem看板系統(tǒng)—單箱系統(tǒng)The

1

bin

system

is

effective

when單箱系統(tǒng)在以下情景下最有效:Quality

issues

are

very

critical

and

requires

immediate

feedback品質(zhì)問題很關(guān)鍵和需要快速得到反饋。The

product

life

cycle

is

very

short

and

cycle

times

are

critical產(chǎn)品壽命很短，循環(huán)時間很短。The

processes

are

very

well

balanced

and

situated

close

to

eachother

as

in

the

case

of

an

assembly

on

a

conveyor

system工序與工序之間非常平衡并靠的很近,就象一個傳送帶系統(tǒng)一樣.Limitations

of

a

1

Bin

system單箱系統(tǒng)的局限性Processes

are

idle

until

the

bin

is

replenished

from

upstream下游工序總是閑置直至得到上游工序補充時Replenishmenttimeislongifoperationsaresituatedfarfromeachother如果制造場所相距很遠(yuǎn)補充時間較長。Inconsistent

quality

issues

will

disruptsmoothflowofprocesses

不穩(wěn)定的品質(zhì)問題將會中斷流暢的工序。Different

processing

times

for

different

products

will

cause

jerksalong

the

process不同的產(chǎn)品的不同制造時間將造成急停急動。PullSystem–1BinSystem看板系統(tǒng)—單箱系統(tǒng)PullSystem

–

2Bin

SystemEach

operator

has

2

bins

of

parts,

1

that

is

currently

being

worked

onand

another

bin

as

a

buffer每個工位有2箱零件，1箱零件正在制造，另1箱零件是庫存。As

soon

as

the

bin

is

completed

the

operator

waits

for

a

signal

fromdownstreamoperationtosenditout一箱零件加工完成后，上游工序等待下游工序發(fā)出信號后才能把零件發(fā)出去。Meanwhile

a

request

will

be

sent

to

the

upstream

operation

forreplenishment當(dāng)有補充需求時，下游工序發(fā)出信號給上游工序。While

waiting

for

replenishment

the

second

bin

will

be

worked

on在等待信號的過程中，第二箱零件就進行加工。KanbanCardKanbanCard看板系統(tǒng)—雙箱系統(tǒng)Benefits

of

a

2

bin

system雙箱系統(tǒng)的好處Processesneednotbeveryclosetoeachothersince

there

is

always

an

additional

bin

to

work

on工序之間不需靠的太近,因為總會有一個附加的箱子等待加工.Itisimportantnottohaveanyprocessesidle工序不因為缺貨而閑置下來是重要的.Space

is

not

a

constraint

and

cost

permits

carrying

extra

inventoryintheshopfloor空間不是約束,允許額外的庫存在工廠里.PullSystem

–

2Bin

System看板系統(tǒng)—雙箱系統(tǒng)Not

very

effective

when不是特別有效:Costofinventoryishighandspaceis

aconstraint庫存成本很高,空間是約束.Thereareverylongreplenishmenttimesinceinventoryforeachkanbanwillbevery

high補充時間非常長,因為這樣會使庫存很多.Therearemanycomponentsforanassemblyincurringmorespaceatsomeprocesses在裝配工序有很多種元件,這樣在一些工序就會需要很多的地方放箱子.PartParAtPartPartBPartParCtPartParDt161ABCDPullSystem

–

2Bin

System看板系統(tǒng)—雙箱系統(tǒng)PullSystem–MultiBinSystemConcept

is

similar

to

two

bin

systems,

where

each

operation

has

alocation

for

the

maximum

number

of

bins

of

WIP

required觀念同兩箱系統(tǒng)一樣,每一個操作工位都有最大個數(shù)的箱子等待操作.As

an

operator

empties

one

bin,

the

signal

is

sent

to

the

upstreamoperationforreplenishment當(dāng)員工完成一箱貨時,空箱信號就會送到上游工序要求補充.As

the

operator

finishes

any

bin,

a

signal

is

sent

upstream

to

triggerreplenishment但操作員完成任何箱子時,一個信號就會送到上游工序觸發(fā)補充貨物.As

that

bin

is

being

replenished,

the

operator

can

continue

to

workusing

the

WIP

in

the

next

bin當(dāng)這箱貨物補充完的時候,操作員可以不先做這箱貨,而是繼續(xù)做下一箱貨.看板系統(tǒng)—多箱系統(tǒng)Thissystemisusefulwhen這種系統(tǒng)非常有用當(dāng):Long

travel

times

make

a

2-bin

system

ineffective長的運輸路線,使得兩箱效率不高時.Spaceisnotconstrained空間不是約束時.One

operation

is

feeding

a

common

part

to

many

downstreamoperations一個工序供應(yīng)多個下游工序,同時所需的貨都是共用時.Downstream

operations

consumption

rate

is

faster

than

the

stationfeedingthematerial當(dāng)下游工序消耗率比本工序得到的快時.PullSystem–MultiBinSystem看板系統(tǒng)—多箱系統(tǒng)This

system

has

set

backs

when本系統(tǒng)不是非常有效當(dāng):FIFOisnotpracticedwhich

leads

to

poor

traceability先進先出系統(tǒng)運做的很混亂時.There

isn’t

an

effective

prioritization

system

for

supply對供應(yīng)貨物來說,不是很有效.There

are

many

different

parts

in

the

process有許多不同的貨在生產(chǎn)線上時.Spaceis

aconstraint空間是約束時.Suppliersmustdeliverinverylargelotsizes供應(yīng)商必須供應(yīng)很大批量時.Whichpartdo

Iprocessfirst????哪一個應(yīng)當(dāng)先做PullSystem–MultiBinSystem看板系統(tǒng)—多箱系統(tǒng)A

system

with

2

bin

with

different

sizes同兩箱系統(tǒng)一樣,只是一個大,一個小而已.As

the

level

of

parts

fall

on

the

lower

level,

a

signal

is

sent

upstream

forreplenishment當(dāng)貨物存量到低的水平時,一個補充貨物的信號送到上游工序.Meanwhile

the

operator

will

continue

work

on

the

parts

from

the

lowerlevel同時操作員可以繼續(xù)用小的箱子里的貨物工作.PullSystem–MinMaxSystemMax

LevelMin

LevelKanban

signalissuedforreplenishmentKanbanSignal看板系統(tǒng)—最大最小系統(tǒng)This

is

a

good

system

to

use

when:這是一個好系統(tǒng)當(dāng):demand

is

somewhat

unpredictable

and

short

customer

turnaroundtimes

are

required需求不可預(yù)期時和客戶要求周轉(zhuǎn)時間很短時.Inventorycostislowandthereislessneedtomanaginginventoryonadailyorhourlybasis庫存成本很低,不需要以一天或一個小時為基數(shù)時.It

is

difficult

or

costly

to

count

the

inventory

(e.g.

liquids,

nuts

andbolts,otherbulk-typeproducts)很困難算數(shù)量時,或算數(shù)量成本很高時,(例如,液體,鏍母和栓,其它散裝的貨.Supply-side

batch

sizes

are

very

large供應(yīng)一邊的批量非常大.PullSystem–MinMaxSystem看板系統(tǒng)—最大最小系統(tǒng)This

system

should

not

be

used

if

:系統(tǒng)不可用當(dāng):Costofinventoryishigh庫存成本很高If

FIFO

has

to

be

followed有先進先出系統(tǒng)時.PullSystem–MinMaxSystem看板系統(tǒng)—最大最小系統(tǒng)ChangeManagementIssueAmongthegreatestchallengeinanynewinitiativesisgettingthepeople

to

accept

it在實施看板系統(tǒng)的各種挑戰(zhàn)中,最大的就是人們要接受它.Failureorsuccessofanyinitiativedependsonhowwelltheyadapttoit失敗或成功很大程度上依賴于他們是否適用它,配合的很好.Remember

that

if

an

initiative

fails,

its

not

because

the

system

isineffective,

but

the

manner

it

was

implemented記住如果初次實施失敗了,不是因為系統(tǒng)沒有效果,而是,實施的方法錯了.Poor

communication

,improper

training

and

insufficient

preparation

aregenerallytheelementsoffailure差勁的溝通,不合適的培訓(xùn),和不充分的準(zhǔn)備都是失敗的因素.In

all

of

the

above,

the

common

factor

is

human在以上所有的這些,最常見的因素就是人.改變管理觀念Downstreamprocesswithdrawitemsfromupstreamprocess上游工序是由下游工序拉動才開始進行生產(chǎn)的.Upstream

processes

produce

only

what

has

been

withdrawn上游只有在拉的時候才生產(chǎn).Only

100

percent

defect

free

products

are

sent

to

the

next

process只有100%的好貨才會送到下道工序.Kanban

always

accompany

the

parts

themselves看板總是和零件在一起.Thenumberofkanbanisdecreasedgraduallyovertime看板的數(shù)量隨時間逐漸減少.ChangeManagementIssue改變管理觀念The

maximum

amount

of

WIP

in

theKanban

buffer

(TotalKanban) should be at least the

amount

required

to

cover

theworst

case

draw

down看板上的最大庫存量應(yīng)當(dāng)是能夠滿足最壞情況下的最小的需求量.TotalKanban看板總數(shù)量Total

Kanban

看板總數(shù)量Demand xReplenishmentTime需求*補充時間So,

if

demand

is

10

parts/hr

and

that

buffer

can

be

replenished

at

arate

of

1

every

3

minutes

(1/20

hr)

then

the

Total

Kanban

must

be

atleast:因此,如果需求是每小時10只零件,庫存能夠以每3分鐘補充一個的速度進行,那么看板總數(shù)量最少應(yīng)當(dāng)是:DemandxReplenishment

TimeTotal

Kanban

看板總數(shù)量

需求*補充時間10

parts/

hr

x

1/20

hr1/2

partsIn

the

scenario

mentioned,

if

we

get

the

signal

just

as

the

down

stream

operatortakesthat

part,wecan

supplythenextpartbeforetheoperatorneedsit.前面提到的情形是,如果我們能夠在下游工序的員工拿走零件時就立即得到補充零件的信

號,然后我們有能夠在員工需要下一個之前就恰好供應(yīng)給他.Thisscenariogetsslightlymorecomplicatedwhenatravelor

set-uptimeisinvolved.

Consider

if

therewas

1hrtraveltimein

thepreviousscenario但考慮到運輸距離或設(shè)置時間時,這個例子就稍微有點復(fù)雜了.例如在先前的例子中,運輸時間是一個小時.Total

Kanban看板數(shù)量

Demand

x

ReplenishmentTime需求*補充時間

10

parts/

hr

x

(1/20

hr

+

1hr)

?

10

1/2

parts

?Here,

it

would

take

just

over

1

1/2

hours

to

supply

11

parts

but

thedownstreamoperationwouldbestarvedafter1hrand6minutes.Something

is

wrong!在這里,用了超過1.5個小時才供應(yīng)了11個零件,但是下游工序已經(jīng)沒貨了1個小時6分鐘.一定是什么東西不對勁.TotalKanban看板總數(shù)量Theproblemisthat

ittakesmore

than11/20hourtomake10parts!問題是用了超過1

1/20小時才供應(yīng)了10個零件.Tobeaccurate,thereplenishmenttime

mustbethetimetorefillthekanbanbuffer準(zhǔn)確一點講,補充時間是重新滿填充看板庫存的時間.TotalKanban看板總數(shù)量

10parts/hr x(1/20hr

+1hr)

?Weshouldgiveourworkarealitycheck我們應(yīng)當(dāng)對我們的工作進行更實際的檢查.Total

Kanban

10parts/hr x((1/20hrxTotalKB)+1hr)Total

Kanban1/2TotalKanbanTotal

Kanban

1/2parts*TotalKanban+10parts10parts20partsTotalKanban看板總數(shù)量Atourcurrentdemandof10parts

perhour,wewillgothroughthetotalKanbanof20partsin2hours!當(dāng)我們的當(dāng)前需求量是每小時10個時,我們補充20個零件的看板需要2個小時.Ifwegetthesignalatthebeginningofthose20partsitwilltake1/20hrx20parts(or1hour)toreplenishthatamountandanotherhourtoship,foratotalof2hours!如果我們在一開始得到的補充零件信號是20個,那么我們就需要1個小時去補充,另外一個小時去送貨,總共就是2個小時.Thus20partsisthebareminimum這樣,20個零件就是最小的看板數(shù)量Fewerthan20willnotbereplenishedanddeliveredintime如果小于那個數(shù)量就會造成補充和送貨來不及,最終造成停拉.TotalKanban

看板總數(shù)量

20partsTotalKanban看板總數(shù)量

20

parts

?Toclear

theinequality,wetypicallyusea

SafetyFactor(often

arbitrarilychosenas25%)為了去掉不等號,我們特意用一個安全系數(shù)(經(jīng)常武斷的選擇25%)TotalKanban看板總數(shù)量

20

partsTotal

Kanban看板總數(shù)量Total

Kanban看板總數(shù)量

20parts

x

(1+SafetyFactor)

20parts

x

(1+25%)

25

partsThis

safety

factor

is

to

cover

small

variability

in

demand

orreplenishmenttimes這個安全系數(shù)是為了保證需求或補充時間的小的波動不會影響正常生產(chǎn).Now,wecanbesufficientlycomfortablethat25partsissufficienttokeepthedownstreamoperationfromstarving現(xiàn)在,我們對25只庫存能夠足夠保證下游工序免受無料之苦感到放心和滿足.TotalKanban看板總數(shù)量Customer客戶

supplier供應(yīng)商

(prodution生產(chǎn))Informationtime信息時間

tIWaitingtime等待時間

tW生產(chǎn)時間

tPDeliverytime運送時間

tDReplenishmenttime補貨時間

RT=tI+tW+tP+tDReplenishmenttime補貨時間Deliveryinformationtime信息傳送時間tI:TheaveragetimeofremovethekanbanCARDSfromBins,collectandputonkanban,removethekanbanCARDSfromthekanban.把看板卡從周轉(zhuǎn)箱中取出、