【正文】 備 Carts推車 conveyors傳送帶 andons安登 racks貨架 TPM全面生產(chǎn)維護(hù)4. Information 信息流 To : Act on Material 物料加工處 Load a M/c 上料處 Move it from 1 bucket to another 從一個(gè)地方轉(zhuǎn)移至另外的地方7. Engineering/Tools工程 /工具 Quality品質(zhì) Tooling工具 cutting tools 切削工具 Programs 程序The Problems as well as the Answers Lie Within the Flow問題 和 答案 都展現(xiàn)在流程里What will be Seen? 我們可以看到什么？31Value Stream Mapping價(jià)值流程圖價(jià)值鏈 現(xiàn)狀流程圖 未來流程圖 Value Chain Current State Map Future State Map Tactical Implementation Plan戰(zhàn)術(shù)執(zhí)行計(jì)劃32 33Takt Time Production節(jié)拍時(shí)間生產(chǎn)Work Balancing Next Kaizen Focus工作平衡 下一改善焦點(diǎn)34Takt Time…The Heartbeat of the Business 節(jié)拍 企業(yè)的脈搏 Available time可利用時(shí)間 Customer Forecast 客戶需求預(yù)測(cè)TAKT TIME節(jié)拍時(shí)間=TAKT TIME is just Math, but is Fundamental to Lean節(jié)拍時(shí)間雖只是個(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DEMAND: qty of scheduled parts for a given time frame需求：特定時(shí)間范圍內(nèi)預(yù)定的產(chǎn)品需求數(shù)量? each shift has ~ hrs available this is a constant! hrs is used to account for lunches, breaks, etc... 每班可利用時(shí)間為 ,這時(shí)候個(gè)恒量 . ,中間休息等EXAMPLE 例Available Time = 60 min/hr x hrs/shift x 2 shifts/day x 5 days/wk= 3900 min/wk可用時(shí)間 = 60 分 /小時(shí) 小時(shí) /班 x 2 班 /天 x 5 天 /周 = 3900 分 /周Your customer demand is 90 pcs per week 客戶每周需求 90件3900 min/wk 分 /周90 pcs/wk 件 /周 = 43 min/pc 分 /件TAKT Time節(jié)拍時(shí)間 = 35Manpower Calculation 人工計(jì)算Product Hourly RequirementWork Content TimeTAKT TimeSystem 1 4 units 25 min 5 minSystem 2 2 units 44 min 10 minSystem 3 2 units 30 min 10 minTotal 8 units Weighted WC Time = 31min minLine Staffing 生產(chǎn)線人數(shù) = Weighted Average Work Content Time總產(chǎn)品時(shí)間的加權(quán)平均值Takt Time 節(jié)拍[ (4/8) *25] + [(2/8)*44] + [(2/8)*30] min /pcs== KaizenExample:436Work Balance 工作平衡TimePersonA B DC時(shí)間Person 操作員Takt/Time 64”Bottleneck 瓶頸Wasted Time / Waiting浪費(fèi)的時(shí)間 /等待37What We’re Striving For … 這就是我們所要努力達(dá)成的TimeA B DC時(shí)間Person操作員Takt/Time 64”Bottleneck瓶頸Reduce Wasted Time / Waiting減少浪費(fèi)時(shí)間 /等待Balanced Operations… Station by Station…Line by Line 作業(yè)單元之間 工位之間 生產(chǎn)線之間的平衡384. 單件流與標(biāo)準(zhǔn)作業(yè) 39什么是最優(yōu)的流程最優(yōu)的流程One in which every step is:在其中每一步都是? Valuable… will customer miss it ? 有價(jià)值的 — 客戶會(huì)遺忘它嗎？? Capable…. (Six Sigma, Poka Yoke) 有能力的 —6 西格碼，防錯(cuò)法? Available…(TPM) 有用的（全面預(yù)防維護(hù)）? Adequate…(Kanban System, TOC, capacity utilization…etc) 合適的 — 看板系統(tǒng)，TOC， 生產(chǎn)力利用率? Flexible… (Quick Change Over, SMED…) 靈活的 — 快速轉(zhuǎn)拉…and all the steps are linked and coordinated by: 所有的步驟鏈接在一起，? Flow… occurs in tight sequence, ideally continuous flow. 流程 — 邏輯順序井然，理想的連續(xù)流? Pull...occurs only at the mand of the next downstream step within available time 拉動(dòng) — 只有當(dāng)下游在合適的時(shí)間要求時(shí)才會(huì)發(fā)生? Leveling… the demand to remove noises and unnecessary variations… 平穩(wěn) 需要除去干擾因素與不必要的變化40Do Not Make Defects　 不生產(chǎn)缺陷產(chǎn)品Do Not Pass Along Defects　 不傳送缺陷產(chǎn)品Do Not Accept Defect　 不接受缺陷產(chǎn)品Defects are the Worst Kind of Waste　缺陷是 7大浪費(fèi)中最壞的Single Piece Flow is intended to detect defects as they occur　單件流趨向于時(shí)時(shí)偵測(cè)正在出現(xiàn)的缺陷3 Things to Remember …有３件事情要記住 Single Piece Flow　單件流7 Types of Waste?Defective Parts缺陷產(chǎn)品?Over Production過量生產(chǎn) ? Inventory庫存?Motion多余動(dòng)作? Transportation運(yùn)輸?Waiting等待?Over Processing過度加工 41Building Quality into the Process在制程中品質(zhì)控制The Next Process is the Customer … Never Send Defects !下個(gè)工序就是客戶．．．決不發(fā)送缺陷產(chǎn)品 Catches Defects too Late發(fā)現(xiàn)缺陷時(shí)已經(jīng)晚了? How many more do you have?? Where are they in the process?? What is the root cause? Catches Defects Immediately立即發(fā)現(xiàn)缺陷? You only have one? You know where it occurred? Resolve the root cause immediatelyBatch批量生產(chǎn) Single Piece Flow單件流From: The Flextronics Lean Enterprise42Single Piece Flow　單件流Good Cell Layout Makes Work Redistribution Easy　　　　　好的單元設(shè)計(jì)可使工作調(diào)整更容易q Place Workstations Close Together to Minimize Walking Distance　把工作站盡量靠近，使步行距離最小q Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution保持單元內(nèi)距離在５步內(nèi)可使作業(yè)調(diào)整方面具有柔性q Locate the Leadoff and Final Processes Near one Another把開始和結(jié)束工藝彼此靠近q Eliminate Spaces and Surface where WIP can Accumulate消除空閑的空間和可以堆積在制品的作業(yè)面q Use Dedicated Hand Tools and Gravity to Assist Operators　　　　　　　使用專業(yè)工具和重力原理去協(xié)助操作人員q Absolutely ensure Safety and Good Ergonomics絕對(duì)確保安全和經(jīng)濟(jì)原則q 5SMaterials　　物料供應(yīng)Machines　機(jī)器配置Cell Layout單元設(shè)計(jì)單元設(shè)計(jì)單元設(shè)計(jì)43Single Piece Flow　單件流 機(jī)器配置原則機(jī)器配置原則Good Machine Design Enables Operator Focus on Manual Content 好的機(jī)器配置可使操作員能夠全力投入手工作業(yè)中　　q Use small equipment dedicated to a single task使用小的設(shè)備去加工簡(jiǎn)單任務(wù)q Introduce AutoEject When Operators Must Use Both Hands　　　　　　　當(dāng)操作員要用雙手操作時(shí)要引進(jìn)自動(dòng)卸料的機(jī)器q Install OneTouch Automation Where Possible盡可能安裝接觸性啟動(dòng)的機(jī)器q Incorporate Sensors to Signal Abnormal Conditions, so Operators Do not Need to Watch Machines During Cycle盡可能多采用感應(yīng)器來顯示異常情況， 不需要操作員在整個(gè)生產(chǎn)周期內(nèi)都要照看機(jī)器q Avoid Batching避免批量生產(chǎn)q At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle　在節(jié)拍控制點(diǎn)處要全力去設(shè)計(jì)那種用低于 １個(gè)節(jié)拍就可以在不同裝配線間實(shí)現(xiàn)快速切換的機(jī)器Materials　　物料供應(yīng)Cell Layout單元設(shè)計(jì)Machines　機(jī)器配置44Single Piece Flow　單件流 物料供應(yīng)原則物料供應(yīng)原則Good Material Flow Improves Productivity 　　　　　　　　好的物流可以提高生產(chǎn)效率q Present Parts as Close as Possible to the Point of Use　　　　　　　　零件補(bǔ)充盡可能靠近零件使用點(diǎn) q Present Parts so Operators can use Both Hand Simultaneously　　　　零件補(bǔ)充要方便操作員可以同時(shí)使用雙手取q Do not Have Operators Get or Restock Their Own Parts　　　　　　　　不要讓操作員自己取或再重新儲(chǔ)備自己的零件q Keep No More than 2 Hours of Material at the Point of Use　　　　　　在每個(gè)使用點(diǎn)保持不要超過２個(gè)小時(shí)的物料q Do not Put Additional Parts Storage in or Near the Process　　　　　　不要在工位上或旁邊設(shè)置多余的物料儲(chǔ)存庫q Utilize Kanban to Regulate Parts Replenishment使用看板控制零件補(bǔ)充q Size Part Bin for the Convenience of the Operator, Not for the Convenience of the Materia