【正文】 “ Better” “ Even Better” Why? 10 A 20 B 20 C EPE.. Key Points for Future Status Mapping 規(guī)劃將來狀況應(yīng)考慮的要點(diǎn) 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 10 A 20 B 20 C 排產(chǎn)標(biāo)準(zhǔn) Pacemaker Schedule Better: every product every day 每個(gè)產(chǎn)品每天生產(chǎn) Even better:每班生產(chǎn)每個(gè)產(chǎn)品 every product every ship window 1. Every product every week 每周生產(chǎn)每個(gè)產(chǎn)品 59 混合生產(chǎn)的需求 Mixed Model Production at Pacemaker Leveling of the overall production quantity must be supported by the leveling of the product mix. 所有產(chǎn)品混合生產(chǎn)必須有好的質(zhì)量支持 . Fri. Part D Part C Part A B Part D Part D Mon. Tue. Wed. Thu 傳統(tǒng)的排產(chǎn) Traditional Scheduling Daily Production Mon 4370 Part D Tue 4370 Part D Wed 4370 Part D Thu 4370 Part C Fri 3277 B 1092 A 先進(jìn)的排產(chǎn) Level Scheduling Mon. Tue. Wed. Thu . Fri. Part A Part B Part C Part D Part A Part B Part C Part D Part A Part B Part C Part D Part A Part B Part C Part D Part A Part B Part C Part D Daily Production Part A 218 Part B 655 Part C 874 Part D 2622 STRIVE FOR “EVERY PART EVERY SHIP WINDOW” 爭取做到“每一班生產(chǎn)每一個(gè)零件” 60 Key Points for Future Status Mapping 規(guī)劃將來狀況應(yīng)考慮的要點(diǎn) Establishing a consistent production pace creates a predictable production flow, which advises you of occuring problems and enables you to take a quick corrective action. Therefore you regularely release only a small, consistent amount of production instructions, and simultaneously take out an equal amount of finished goods. 創(chuàng)建協(xié)調(diào)一致的生產(chǎn)節(jié)奏和可預(yù)測的生產(chǎn)流程，它會(huì)告訴你將要發(fā)生的問題，能夠使你做出迅速、正確的行動(dòng)。因此，你只需要規(guī)則的發(fā)布一些小規(guī)模的，連續(xù)的生產(chǎn)指令，同時(shí)，生產(chǎn)出相應(yīng)數(shù)量的產(chǎn)品。 the production volume! 平衡產(chǎn)品產(chǎn)量 Concept of Pitch定拍概念 A consistent scheduled increment of work is often called the “pitch” Pitch is often calculated using pack quantity這些一致的工作的增加叫做“步調(diào)” , 定拍往往用于計(jì)算包裝數(shù)量 PITCH = PACK QUANTITY TAKT TIME x Pack quantities often need to be reviewed步調(diào)需要經(jīng)?；仡? 61 For example:tatk time=30s,pack quantity=20piece,PITCH=10min(30sX20) 也就是說 ,每 10min: 1. 給定拍過程發(fā)令生產(chǎn)一個(gè)包裝的量 . 2. 取走一個(gè)成品包裝的量 Key Points for Future Status Mapping 規(guī)劃將來狀況應(yīng)考慮的要點(diǎn) Pick up next kanban Drop kanban at process (repeat cycle every pitch) Move finished parts to supermarket or shipping Pick up one finished packout quantity Customer Requirement Shipping Paced Withdrawal 62 PITCH客戶需要的程度 How much work do we schedule take away at the pacemaker? 生產(chǎn)排產(chǎn)怎么安排，取貨數(shù)量等 63 PITCH客戶需要的程度 64 Load Leveling Box負(fù)荷平衡箱 ?D ?C ?B ?A ?5:00 . ?4:30 . ?4:00 . ?3:30 . ?3:00 . ?2nd Shift ?9:00 . ?8:30 . ?8:00 . ?7:30 ?7:00 ?1st Shift 65 Establishing an interval建立間隔 ?100 ?Titanium Arm ?D ?300 ?Aluminum Arm ?C ?600 ?Steel Arm ?B ?1000 ?Plastic Arm ?A ?Weekly Demand ?Description ?Product 生產(chǎn)能力 Production capability – 400片每天 400 per day 66 Establishing an interval建立生產(chǎn)間隔 ?100 ?Titanium Arm ?D ?400 ?400 ?400 ?400 ?400 ?Total: ?300 ?Aluminum Arm ?C ?400 ?200 ?Steel Arm ?B ?200 ?400 ?400 ?Plastic Arm ?A ?Fri ?Thurs ?Wed ?Tues ?Mon ?Description ?Product Interval = 1 week 67 Establishing an interval建立生產(chǎn)間隔 ?20 ?20 ?20 ?20 ?20 ?Titanium Arm ?D ?400 ?400 ?400 ?400 ?400 ?Total: ?60 ?60 ?60 ?60 ?60 ?Aluminum Arm ?C ?120 ?120 ?120 ?120 ?120 ?Steel Arm ?B ?200 ?200 ?200 ?200 ?200 ?Plastic Arm ?A ?Fri ?Thurs ?Wed ?Tues ?Mon ?Description ?Product 間隔 Interval = 1 day 68 Mark your weak spots in your map with “Kaizen”bursts. Doing this at the end ensures that you do not improve single process steps but the entire flow. 用“快速改進(jìn)”的爆炸符號(hào)在價(jià)值流程圖上標(biāo)注需要改進(jìn)的項(xiàng)。 在最后做這項(xiàng)工作是為了確保你不是改善一個(gè)單獨(dú)的過程而是整個(gè)價(jià)值流。 Key Points for Future Status Mapping 規(guī)劃將來狀況應(yīng)考慮的要點(diǎn) process improvements will be necessary? 在哪個(gè)過程的改進(jìn)是必須的？ 69 0 10 20 30 40 50 60 70 1 S Weld 2 Assy 1 Assy 2 操作者柱狀圖 OPERATOR BALANCE CHART Takt Time = Effective working time / Customer requirement = 460 minutes / 460 pieces = 60 secs 瓶頸 Bottlenecks – 不能達(dá)到節(jié)拍 Operation not meeting takt time Draw Future Status VSM繪制未來價(jià)值流程圖 70 OPERATOR BALANCE CHART操作者平衡圖 Current State目前狀態(tài) Future State將來狀態(tài) 0 10 20 30 40 50 60 70 1 2 Assy 1 Assy 2 當(dāng)前總的工作時(shí)間 Total Work Content = 228 secs 0 10 20 30 40 50 60 70 Op 1 Op2 Op 3 當(dāng)前總的工作時(shí)間 Total Work Content 205 secs 1 – Learning to See. Mike Rother and John Shook. Lean Enterprise Institute 1998, p. 58 59 Op 4 71 How do you think this Operator Balance Chart? 怎樣使操作者工作平衡 0 10 20 30 40 50 60 70 Op 1 Op2 Op 3 Op 4 Takt time = 60 seconds 0 10 20 30 40 50 60 70 Op 1 Op 2 Op 3 Op 4 Takt time = 60 seconds 盡量使周期時(shí)間和節(jié)拍時(shí)間接近滿足客戶 How to protect customers from production interruptions if your cycle time is designed to be very close to Takt time? 0 10 20 30 40 50 60 70 Op 1 Op 2 Op 3 Op 4 Takt time = 60 seconds 72 Consider Suggestion考慮方案 73 Consider Suggestion考慮方案 74 Consider Suggestion考慮方案 75 76 77 Suggestion A方案 A 78 Suggestion B方案 B 79 Future Status VSM未來價(jià)值流 制造時(shí)間 Lead Time + Inv ? days 制程時(shí)間 Processing time 228 ? 169 secs 80 Result 結(jié)果 81 演講完畢，謝謝觀看！