【文章內(nèi)容簡(jiǎn)介】 ess ? Help meet customer requirements for product or process Nonvalueadded NVA ? Consume resources but don?t directly contribute to product or process ? Don?t help meet customer requirements for product or process Confidential Criteria to Determine Valueadded 1. Customer must be willing to pay us to do it 2. A change must occur to the product (as a result) 3. It must be done right the first time Confidential Seven “Deadly” Wastes T Transportation I Inventory M Motion in Excess W Waiting O Overprocessing O Overproduction D Defects Confidential Lean Scope: Supply Chain Lean Impacts the Total Supply Chain: From “Customer to Customer” and all along the Value Chain Sales Order Management Engineering Design Supplier Management Planning and Scheduling Manufacturing Distribution Management Invoicing and Collections After Sales Service and Support Confidential Lean Tools Techniques Lean tools and techniques impact process speed, cost, and flexibility. Kaizen Events affect rapid change Value Stream Mapping opportunity identification 5S cleanliness and anization Kanban “pull” from the customer Setup Reduction flexibility Queue Reduction productivity improvement ValueAdd Analysis capacity improvements Work Flow / Layout Improvement reduce nonvalueadd transportation Process Balancing identify time traps, balance workloads, and increase throughput Mistake Proofing eliminate rework through defect prevention Complexity Analysis procurement activities Hiejunka (Work Leveling) manage capacity and resource needs Confidential 1. Define Critical To Quality (CTQ) customer parameters for the process 2. Perform diagnostic to define high level process issues through ValueStream Mapping ? Key Question: Is Variability significantly affecting CTQs or Lead Time? 3. Use financial analysis (including impact to CTQs) to define, identify and prioritize projects Process Improvement Approach Decision 1 Variability in CTQs? No Decision 2 Variability in Process Lead Time? No Decision 3 No Decision 4 WIP inventory too high? No Decision 5 Are time traps impacting Lead Time? No Do Work Cells 1piece flow apply? Confidential Process Improvement Goals? Synchronized, OnePiece Flow。 Pull CrossTraining。 TPM Defectfree。 5 Whys Wastefree。 Std. Work Teamwork。 Cells, Visual The New Philosophy Machines Quality Processes People Batch。 Push Man Per Machine。 Run to Failure Detection。 % Defective NonValue Added。 Complex Individual。 Piecework The Old Confidential Lean Impacts ……. Lean impacts Process speed, cost, flexibility and is applied through a variety of tools and techniques: ? Kaizen events to effect rapid impact/changes ? Value stream mapping for opportunity identification ? 5S for cleanliness and anization ? Kanban for “pull” from the customer ? Setup reduction for flexibility ? Queue Reduction for productivity improvement ? ValueAdd Analysis for capacity improvements ? Work flow/layout improvement to reduce nonvalue add transportation ? Process Balancing to identify time traps, balance workloads, and increase throughput ? MistakeProofing to eliminate rework through mistakeproofing (defect prevent) ? Complexity analysis for procurement activities ? Hiejunka (work leveling) to manage capacity/resource needs Confidential Lean Is Teamwork Confidential Lean is a Visual Workplace I D C /G e o d i sT u r k i s hM a r k e tS E TI z m i rP r o d u c t i o nP l a n n i n gS A PH u n t s m a nR e s i n 5 0 0 k g / d a y6 P r e s s3 M o l d 1 c a v3 M o l d 2 c a vE p o x y G a s f i l l i n g5 / / s t a t i o n sP o l e A s s yQ C o n t r o l Q T e s t C B A s s y S h i p p i n gS t a b i l i s a t i o n L e a k T e s t2 0 , 4C / T a v = 3 , 3 39。P /T = 2 6 39。, 1 6 ?O E E = 7 0 %C / O = 6 H3 S h i f t sB a t c h 2 8 ( K a r t )1C / T = 0 , 5 39。U / T = 1 0 0 %C / O = 01 S h i f tB a t c h 2 80 , 7 D 0 , 5 + 0 D 0 D0 , 4 +0 D0 , 2 +1 , 4 D0 , 2 +2 , 7 5 D7C / T = 2 , 6 39。P / T = 1 3 39。U T = 1 0 0 %C / O = 01 S h i f tB a t c h 31 7 , 6+ 1 , 6 DR e s i n P o l e P o l eP o l e C B1C / T = 1 39。P / T = 9 39。A v a i l . 8 0 %C / O = 01 S h i f tB a t c h 91C / T = 2 39。P / T = 6 39。U T = 1 0 0 %C / O = 01 S h i f tB a t c h 2 02C / T = 2 39。P / T = 2 HU T = 1 0 0 %C / O = 02 S h i f t sB a t c h 6 01 8C / T = 1 0 39。 ( C B )P / T = 7 0 39。 ( C B )U / T = 9 5 %C / O = 02 S h i f t s1 C B ( 3 p o l e )1 9 , 2 D 0 , 7 D 2 , 6 D 0 , 5 D 0 D 0 , 4 D2 4 H2 , 9 5 D2 H1 , 6 DP L T = 1 0 , 5 D2 8 D w i t h R MP T = 2 9 H 4 39。5 8 39。 1 , 5 39。 3 9 39。 9 39。 6 39。 7 0 39。 ( S t d )T e lC a r t2 8 pC a r t 2 8 p9 H1 x D a i l y3 xW e e k l y3 xD a i l yp a l l e t3O X O XR o l l i n g Q u e u eO r d e r 4 D a y sR o l l i n g Q u e u eO r d e r 3 D a y sO X O XP a p e rP a p e r4 M o n t h s F o r e c a s tM o n t h l y F a xQ u a l i t yS e p a r a t e l y2 x M o n t h l yO r d e r B a t c h 1 2 TL y o n F r a n c eS C H E N K E R1 2 TC a r tS i z eQ u a l i t yP a r t sC a p a c i t y1 S h i f t2 4 H S t a bQ u a l i t y P a r t sS h o r t a g eW I PW I PE D I O r d e rD a i l yS a l e s D p tS A PE D I O r d e rD a i l yE D I O r d e rD a i l y4 M o n t h s F o r e c a s tM o n t h l y F a x3 M o n t h s F o r e c a s tM o n t h l y F a xT a k t T i m e 2 0 0 61 S h i f t = 2 , 1