精益生產(chǎn)看板設(shè)計資料-全英文(doc10)-精益生產(chǎn)(編輯修改稿)
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【文章內(nèi)容簡介】 age 5 MQIP Management Consultants Co. LTD Your Professional Quality Improvement Partner . Tel: 02033689262, 38761191 Page 6 MQIP Management Consultants Co. LTD Your Professional Quality Improvement Partner . Tel: 02033689262, 38761191 Designing The Kanban System Preparing for a Kanban scheduling system can be formal with elaborate analyses and simulations. It can also be very informal with finetuning done on the production floor. We suggest the following steps: 1. Analyze ProductVolume For Upstream Work Center 2. Analyze Downstream Order Patterns 3. Identify Kanban Products 4. Identify Appropriate Lot Sizes 5. Identify Containers 6. Identify Signal Mechanism 7. Specify Stockpoint(s) 8. Specify Initial Kanban Quantities 9. Develop Upstream Scheduling Algorithm 10. Operate Fine tune Designing each connection and product using the above methods could be very elaborate and time consuming if followed rigorously. With experience, however, most designers or design teams learn to perform most steps mentally and informally. In our online seminars, we initially stress the formal approach and insist on plete documentation of each step. Once participants understand the process, they can perform the steps informally and very quickly. Daily Operations In the best systems, operators or teams schedule their own work. They have current and accurate information of downstream production needs. The scheduling bucket is rarely larger than a day. In some systems, it may be only minutes. Operators examine returning kanban cards or signals to determine where stock is low or high. Aids such as boards with red, yellow and green zones can assist. Knowing the most favorable sequence for changeovers, the operator first schedules items in the red zones. Products in the yellow and green zones then follow. Operators might also have a list of ining orders. With this, they identify any unusually large order(s) that will overwhelm the stock. How Many Kanban? The number of cards or containers is a key issue. Excess cards and inventory encourage sloppy scheduling and a laissezfaire attitude. Insufficient cards adversely affects customers. Several methodologies can determine an optimum level: ? Boundary Analysis ? Predetermined Formula ? Factor Analysis ? Computer simulation ? Trial amp。 Error In Boundary Analysis, key people mentally step through system operation using ProductVolume and other data. With simplified methods and risk estimates, they put upper and lower limits on the stock. Predetermined formulae are available. Such formulae usually contain guess factors and unavailable data. They often apply to specific situations and have limited usefulness. Factor Analysis identifies the various factors that affect stocks. Examples are setup costs, order volatility, quality issues, stockouts consequences and gross volume. Computer Simulation uses specialized software to build a model of the
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