【正文】 G supermarket based on business model n 根據(jù)生意模式建立大批量產(chǎn)品的成品超市n Lower volume items are only sequenced with firm orders 低產(chǎn)量產(chǎn)品排產(chǎn)只根據(jù)確定的訂單n Hold ponents in Raw Materials supermarket only for low volume 項(xiàng)目n Fill orders first from FG, second WIP, third sequence them (attach the order to the production plan)n 訂單填充首先從成品，其次在制品 第三就要排序它們（生產(chǎn)計(jì)劃聯(lián)系訂單）均衡投入指引9LEAN TO EXCELLENCESales Production HeijunkaIt is natural that the customer’s demand is not always same. To satisfy them, you need to pull and manufacture the product by leveling both volume and types.*客戶的需求總是不同的，這是很自然的，為了讓客戶滿意，你需要通過均衡產(chǎn)量和品種來拉動(dòng)和制造產(chǎn)品* Shingijutsu Corp.均衡的 概念10LEAN TO EXCELLENCE3 Types of Plan 3種計(jì)劃i. Frozen: 100% fix, No change allowed 凍結(jié)： 100%確定，不允許任何更改。 Single Piece Flow單件流 167。1LEAN TO EXCELLENCE目錄167。 Takt Time Production節(jié)拍生產(chǎn) 167。q Toyota39。 The chart displays the monthly production level, the daily production level (monthly divided by 30), and the Takt time for each product /日生產(chǎn)水平和節(jié)拍時(shí)間167。 2048048021LEAN TO EXCELLENCE人力 計(jì)算Product（產(chǎn)品）Shift Requirement（每班需求）Work Content Time（工作需要時(shí)間）TAKT Time（節(jié)拍時(shí)間）System 1（產(chǎn)品 1） 78 units（ 78個(gè)單位） 25 min（ 25分鐘） 5 min（ 5分鐘）System 2（產(chǎn)品 2） 39 units（ 39個(gè)單位） 44 min（ 44分鐘） 10 min（ 10分鐘）System 3（產(chǎn)品 3） 39 units（ 39個(gè)單位） 30 min（ 30分鐘） 10 min（ 10分鐘）Total（總計(jì)） 156 units（ 156個(gè)單位） Weighted WCTime = 31min（加權(quán)平均的工作需要時(shí)間） min（ ）Line staffing流線人數(shù) = Weighted Average Work Content Time加權(quán)平均的工作需要時(shí)間Takt Time節(jié)拍時(shí)間[ (78/156) *25] + [(39/156)*44] + [(39/156)*30] 分鐘 Min分鐘 /pcs個(gè)= = Kaizen改善Example例子 :12TAKT TIME is just Math, but is Fundamental to Lean雖只是個(gè)數(shù)字，但它卻是精益生產(chǎn)的基礎(chǔ)? each shift has ~ hrs available this is a constant!每個(gè)班別有 – 這是一個(gè)恒量 ! hrs is used to account for lunches, breaks, etc...這個(gè)值已經(jīng)考慮了午飯 ,休息等 …22LEAN TO EXCELLENCE工作 平衡Time時(shí)間A B DC Person人員Takt/time節(jié)拍時(shí)間 64”Bottleneck瓶頸Wasted Time浪費(fèi)時(shí)間 / Waiting等待浪費(fèi)23LEAN TO EXCELLENCE我們 奮斗為了什么？TimeA B DC時(shí)間Person人員Takt/time節(jié)拍時(shí)間64”瓶頸BottleneckReduce Wasted Time減少浪費(fèi)時(shí)間 / Waiting等待Balanced Operations…Station by station…Line by Line平衡操作 … 崗位和崗位之間 … 流線和流線之間24LEAN TO EXCELLENCE單 件流Standard Work標(biāo)準(zhǔn)作業(yè) 3P (Production Prep Process生產(chǎn)準(zhǔn)備程序 )25LEAN TO EXCELLENCEDo Not Pass Defects不放過不良品Do Not Make Defects不生產(chǎn)不良品Do Not Accept Defects不接受不良品No Rework/Scrap沒有返工 /報(bào)廢Defects are the Worst Kind of Waste不良是最嚴(yán)重的浪費(fèi)！Single Piece Flow is intended to detect defects asthey occur單件流 能使問題在它產(chǎn)生的時(shí)候就被發(fā)現(xiàn)。q 5SMaterials原材料Machines設(shè)備Cell Layout 單元布局28LEAN TO EXCELLENCEMaterials原材料Machines設(shè)備Cell Layout單元布局單 件流Guidelines for Machine設(shè)備的指引設(shè)備的指引Good Machine Design Enables Operator Focus on Manual Content好的設(shè)備設(shè)計(jì)能使員工集中精力于自己手動(dòng)的工作內(nèi)容。q Do not have operators get or restock their own parts 不要讓操作員自己去取或者退回他們使用的物料。I 30 pcs /ContainerExample例子Result 結(jié)果 : 5 Pieces in Process 只有 5件在制品單 件流31LEAN TO EXCELLENCE標(biāo)準(zhǔn) 作業(yè)32LEAN TO EXCELLENCEWhat is Standard Work? 什么是標(biāo)準(zhǔn)作業(yè)？Standard Work is a bination of actions performed by humans and machines carrying out valueadded work in an efficient way in the right sequence right time, enabled by material information flow, using the right tools as required. It is the foundation for a lean enterprise. 標(biāo)準(zhǔn)作業(yè) 是人與機(jī)器的增值的動(dòng)作組合。q The parts withdrawn must be put in the designated area at the following process 拉動(dòng)物料放置于指定的流程區(qū)域。(1) TAKT Time 節(jié)拍時(shí)間(2) Work sequence (order of operations) 操作順序(3) Standard workinprocess 標(biāo)準(zhǔn)在線庫(kù)存標(biāo)準(zhǔn) 作業(yè)定義Three Elements of Standard Work 標(biāo)準(zhǔn)作業(yè)的三要素33LEAN TO EXCELLENCEWhy Have Standard Work? 為什么需要標(biāo)準(zhǔn)作業(yè) (1) To make manufacturing rules explicit 使制造規(guī)則更加直觀Establish the methods for manual tasks with respect to safety, quality, quantity and cost. 考慮安全 ,質(zhì)量 ,產(chǎn)能和成本各方面的因素來設(shè)立手動(dòng)作業(yè)的方法(2) A tool for KAIZEN 是改善的工具Establish baseline for future improvement 為將來的改善設(shè)立基礎(chǔ)標(biāo)準(zhǔn) 作業(yè) – 目的There Is No Improvement In The Absence Of Standards沒有標(biāo)準(zhǔn)就沒有改善34LEAN TO EXCELLENCE(1)Human motions must be central to the operation 人的動(dòng)作必須是操作中最重要的部分(2) The Operation must be repetitive 必須是重復(fù)性的操作(3) “Blue print” for how the shop should run 是車間運(yùn)作的藍(lán)圖Variation = Risk Of Poor Quality標(biāo)準(zhǔn) 作業(yè)的基礎(chǔ)變異 = 不良品質(zhì)的風(fēng)險(xiǎn)35LEAN TO EXCELLENCE TAKT Time 節(jié)拍時(shí)間The Heartbeat of the Business 生產(chǎn)的心跳標(biāo)準(zhǔn) 作業(yè)的第一要素Standard WIP標(biāo)準(zhǔn)的 WIPWork Sequence作業(yè)順序TAKT Time節(jié)拍時(shí)間41 Available time 可用