【正文】 47LEAN TO EXCELLENCE信號 看板舉例Signal Kanban is Used when Changeover Time is Long當(dāng)換模時(shí)間長的時(shí)候信號看板就要被用到InProcess Kanban在制品看板Signal Kanban信號看板Reorder Point補(bǔ)充點(diǎn)Stocking Height should not exceed the visual line for safety reason出于安全考慮高度不應(yīng)該超出視覺線StockingHeight48LEAN TO EXCELLENCEOverproduction is the Mother of all Waste過量生產(chǎn)是所有浪費(fèi)之源Qty/Pallet 54PalletReorderQTY 6 Part Number87EFGT3457AH Component Name Front Bracket L/HLine Number L16Lot Size 540ReorderQTY 270The card is placed when parts are withdrawn at the reorder point當(dāng)零件回到補(bǔ)充點(diǎn)卡片需要被放置Signal Kanban 信號看板信號 看板舉例49LEAN TO EXCELLENCEq Defective Parts Must not be Passed on 不傳遞缺陷產(chǎn)品q The Consuming Process Comes to Withdraw Partsq 后工序領(lǐng)取物料或零件q Produce to Replenish Only What is Withdrawnq領(lǐng)取什么就補(bǔ)充生產(chǎn)什么q Parts Must not be Produced or Conveyed Without Kanbanq沒有看板就停止生產(chǎn)或換線q Kanban Must be Attached to the Parts or Containerq 看板需和零件或容器附在一起q The Quantity of Parts in the Container Must Match Exactly the Number on the Kanban 容器中零件的數(shù)量必須和看板上的數(shù)量對應(yīng)Withdrawal Kanban拉動看板Production Kanban生產(chǎn)看板Kanban System看板系統(tǒng)看 板系統(tǒng)運(yùn)行規(guī)則Kanban is a Forcing Function to Reduce Overproduction看板對減少過量生產(chǎn)起到強(qiáng)制性作用50LEAN TO EXCELLENCEq Quantity of Parts Produced Must Equal the Quantity of Parts Withdrawnq生產(chǎn)產(chǎn)品的數(shù)量必須等于生產(chǎn) KANBAN 數(shù)量q Quantity Listed on Kanban Must Equal the Quantity Per ContainerqKANBAN數(shù)量必須等于裝載容器的數(shù)量q Kanban Must be Attached and Visible on the Part ContainerqKANBAN必須附在 裝載容器上而且目視化。Single piece of inprocess stock left in machine as operator moves on 只有一個(gè)在制品庫存在機(jī)器的左邊當(dāng)操作者一起移動。29LEAN TO EXCELLENCEGuidelines for Materials原材料的指引原材料的指引Good Material Flow Improves Productivity 好的物流能提高生產(chǎn)力！ q Present parts as close as possible to the Point of Use 當(dāng)前的零件盡可能能直接拿來就使用。q Use delicated hand tools and gravity to assist operators 運(yùn)用專門的手動工具和重力協(xié)助操作。A B A C生產(chǎn) 順序按類型16LEAN TO EXCELLENCESystem產(chǎn)品Line Takt線節(jié)拍Takt/Cycle Graph節(jié)拍 /周期圖Part – Quantity部分 數(shù)量Part Router132 See Std Work Combo Sheet for example. One sheet is created for each operator以標(biāo)準(zhǔn)工作組合板為例 ,一個(gè)單元是為每一個(gè)操作SCT=25766 676138129SCT=40SCT=30順序17LEAN TO EXCELLENCE順序Takt Build Time= of Operations * Takt實(shí)際構(gòu)建時(shí)間 = of Operations * TaktActual Build Time =SCT實(shí)際構(gòu)建時(shí)間 =SCT302303301402303251System TBTSystem ABT ?+1020351SystemObjectives:目標(biāo) :Produce to Takt Time (understanding no 2 products will have the exact same ABT)生產(chǎn)節(jié)拍時(shí)間 (要明白沒有兩樣產(chǎn)品有同樣的 ABT)? The sum of the DTot is zero DTot的總和為零? Every product is produced at least once每個(gè)產(chǎn)品生產(chǎn)至少一次? No product is produced twice in a row沒有產(chǎn)品在同一排中連續(xù)生產(chǎn)兩次Create a product sequence where:創(chuàng)建一個(gè)產(chǎn)品序列Dtot = S( of Units in sequence* D)Dtot = 5( of 1’s)+10( of 2’s)+0( of 3’s)0 = 5(2)+10(1)+0(1)According to the rules the sequence must run根據(jù)規(guī)定 ,順序必須為 :System 1 – System 2 – System 1 – System 318LEAN TO EXCELLENCE節(jié)拍 生產(chǎn)19LEAN TO EXCELLENCE1st Element of Standard Work (Takt Time)標(biāo)準(zhǔn)工作的第一項(xiàng)元素 (節(jié)拍時(shí)間 )Takt Time節(jié)拍時(shí)間? The heartbeat of the ? Is not just Mathematics, but it is the Foundation to Lean. 雖只是個(gè)數(shù)字，但它卻是精益生產(chǎn)的基礎(chǔ) Available Time: Total amount of TIME allocated for production 可用時(shí)間：可分配用于生產(chǎn)的總的時(shí)間 Customer Demand: Qty of scheduled parts for a given time frame 客戶需求：特定時(shí)間范圍內(nèi)預(yù)定的產(chǎn)品需求數(shù)量? Example例子 :Available Time = hrs/shift x 2 shifts/day x 5 days/wk x 60 min/hr x 60 sec/min= 234000 sec/wk可用時(shí)間 = 小時(shí) /班 x 2 班 /天 x 5 天 /周 x 60 分 /小時(shí) x 60秒 /分 = 234000秒 /星期Your Customer Demand is 90 pcs per week你的客戶需求為每個(gè)星期 90件 234000 sec秒 /wk星期 90 pcs件 /wk星期Takt Time = =2600sec秒 /pcs件20LEAN TO EXCELLENCE節(jié)拍 時(shí)間計(jì)算的例子Net Operating Time Per Shift 每班凈操作時(shí)間。 This is data for 3 products, System 1, System 2, and System 3. 這里有 3種產(chǎn)品。 in order to improve overall customer q 精益制造是普遍的流程管理哲學(xué) , 起源于豐田生產(chǎn)系統(tǒng)。 Guide to Level Load均衡投入指引 167。 Objective目的 167。 Pull Production 拉動生產(chǎn) 167。All accounts’ schedule shall be categorized into above group所有的項(xiàng)目計(jì)劃都分成上述 3類。 How can these units be built in a level production mode using this example? 如何建立均衡生產(chǎn)模式？ System 1System 2System 3B AAssumption假設(shè) :1. Available working hours is 15LEAN TO EXCELLENCESince these three products are on the same line