【正文】 每當除去一種浪費，另一種浪費就很容易浮現(xiàn)出來，所有價值流的成員必須持續(xù)地消除浪費，除非這些程序已標準化和被有效地維持，否則幾個月努力消除的浪費又會逐漸回復(fù)并侵蝕我們的成果。 ? 利用負荷平穩(wěn)化 (Load leveling)可以很大限度的解決問題，平準盒 (Heijunka box)可以協(xié)助我們將混雜產(chǎn)品及生產(chǎn)數(shù)量平穩(wěn)化。引導(dǎo)點必須排除值流中其他程序的產(chǎn)能限制，來安排全部上游程序的生產(chǎn)步調(diào)。生產(chǎn)多樣產(chǎn)品所耗費的時間以生產(chǎn)循環(huán)時間 (EPE) 記錄于數(shù)據(jù)盒。當不同的程序以一件流連接時，這些程序應(yīng)該合并為一個程序盒。這個結(jié)果表示值流產(chǎn)出一件成品所應(yīng)該采用的生產(chǎn)步伐，它與銷售的步伐一致，因此不會有生產(chǎn)過剩的現(xiàn)象。 PQPR 產(chǎn)品數(shù)量生產(chǎn)制程表 一個產(chǎn)品族 現(xiàn)況圖 ? 現(xiàn)況圖是跟隨一個產(chǎn)品從結(jié)束回溯至開始的生產(chǎn)制程，并利用物流和信息流的圖標來描繪出可目視的價值流圖。 Product Family 產(chǎn)品族 Currentstate map 現(xiàn)況圖 Futurestate map 未來圖 Implementation 實現(xiàn) Kaizen Action plan 改善行動計劃 價值流繪圖的 過程 步驟 什么是產(chǎn)品族 ? 根據(jù)戰(zhàn)略部署或者顧客的需求，來找出需要改進的產(chǎn)品族。 VSM能做到的和不能做到的 ? VSM能夠指出價值流中的浪費，并確認出消除浪費的改善活動 。Jerry Liu Value Stream Mapping VSM的目的 ? Value Stream Mapping (VSM)是 價值流程圖，它可以指出在進行生產(chǎn)或服務(wù)時， 還需要那些 Lean工具來輔助，以及改善工作的優(yōu)先級。 ? VSM本身，并不能改善價值流。 ? 同一族具有相似的制程、設(shè)備和順序。 The Below Data Gets Added To Or Above the Process Box 下列數(shù)據(jù)記錄于制程盒內(nèi)或上方 Shared Resource (Shared if the resource is used by other value streams) 共享資源 ……………………………. SR Number Of Operators 操作員人數(shù) ……………………………………………………………………………………… = Number Of Shifts This Process Is Run 執(zhí)行此 制程 的班 次 數(shù) ……………………………………………………….. SH = Takt Time ( Shown one time in/near the customer Data Box) 客戶需求時間 ……………………………………… T/T = Time Note: The Following Information Goes In the Data Box below the Process Box 下列信息記錄于制程盒下方的數(shù)據(jù)盒內(nèi) Operator Cycle Time 操作員周期時間 ………………………………………………………………………………… OCT = Time Machine Cycle Time 機器周期時間 ………………………………………………………………………………… MCT = Time Drop Off Rate (How often a finished part is pleted off the end of the process) 產(chǎn)出率 ………….…...… D/R = Time Process Lead Time (Time required to plete a batch through a process) 制程 前置時間 …………………… PLT = Time Batch Size (Size of the batch through a process when greater than one piece) 披量 ………………..… … …… BATCH = Pieces Process Time Per Piece (Process leadtime divided by batch size) 單件 制程 時間 ……………………………… PTP = Time Reject Rate (Percent of product that is rejected for quality defects) 不良率 ……………… … …..……..….…….. REJ = % Uptime (Percent of planned time the process runs, takes out breakdowns unplanned maintenance) 可 操作 時 率 U/T = % Changeover Time (Time to change from the last good piece of part A to the first good piece of part B) 換模時間 C/O = Time Every Part Every_____ (How often every part number is run through the process, Setup Wheel)生產(chǎn)循環(huán)時間 EPE = Time Pitch Interval (How often the container quantity is pleted) 間距時間 ……………………………………..…... PITCH = Time Process Boxt制程盒 NOTE: Only place appropriate data in the data box. The list above may not be totally inclusive. Data Box資料盒 數(shù)據(jù)盒只記錄實際需要的數(shù)據(jù)，不一定要記錄上面的全部信息 數(shù)據(jù)盒和制程方框的定義及符號 精益價值流的觀念 ? 第一個觀念：遵循值流來重新架構(gòu)組織 ? 價值流的改造是一件大工程，它是各個職能的成員組成的一個團隊，并選出一個合適的 Leader?？蛻粜枨髸r間記錄在值流圖的客戶數(shù)據(jù)盒 (data box)內(nèi) 。 Don’t Produce 7 units once per week when the customer wants 1 per day. 當顧客 一天 需要一部時，不要一星期一次給七部 1 Day 1 Day Takt Time = 1 Day 客戶需求時間 = 一天 Production should be pulled along at Takt time. Do not allow room or capability for batching. 要照著客戶需求時間來拉引，不要因為空間和產(chǎn)能足夠而推擠 精益價值流的觀念 ? 第四個觀念：縮短換模時間和小批量運行 ? 縮短換模時間可以移除小批量運行的其中一個主要障礙。 精益價值流的觀念 ? 第五個觀念：在無法執(zhí)行一件流的地方使用看板拉引系統(tǒng) ? 看板拉引系統(tǒng)可以有效地將精益價值流 (lean value stream)中不連貫的程序結(jié)合起來，可以用在一件流中斷的地方，避免超量生產(chǎn)。選定引導(dǎo)程序是非常重要的。 平準盒 (Heijunka box) Kanban are responded to from left to right at pitch increment 看板由左至右，依序置于相對應(yīng)的間距時間格子內(nèi) One row per Product type 一種產(chǎn)品一排 8:00 8:10 8:20 8:30 8:40 8:50 9:00 9:10 Type A Type B Type C A One column per pitch. 一列為一間距時間 Here pitch = 10 min. B C A B C A B 精益價值流的觀念 ? 第八個觀念：主要績效指標 (KPI) ? 測量價值流中重要項目的效能是否已經(jīng)轉(zhuǎn)變?yōu)榫鎯r值流 (lean value stream)。 I Coils 5 days I 4600 L 2400 R I 1100 L 600 R OCT = 62 sec D/R = 62 sec C/O = 0 REJ = 6% U/T =100% 2 Shifts 27, 600 sec. Avail. OCT = 40 sec D/R = 40 sec C/O = 0 REJ = 7% U/T = 100% 2 Shifts 27,600 sec. Avail. Shipping Staging I I I 1600 L 850 R 1200 L 640 R 2700 L 1440 R Ferrous Metals Co. 500 ft coils Tues Thurs Machine 1 OCT= 39 sec D/R = 39 sec C/O = 10 min REJ = 4% U/T= 100% 2 Shifts 27, 600 sec Avail. MCT = 1 second C/O = 1 hour REJ = 3% U/T = 85% 27,600 sec. avail. EPE = 2 weeks Stamp 200 t Weld 1 OCT = 46 sec D/R = 46 sec C/O = 10 min REJ = 5% U/T = 80% 2 Shifts 27,600 sec. Avail. 1x daily SubAssembly 1 Assembly 1 MRP 18,400 pcs/mo 12,000 “L” 6,400 “R” Tray = 20 pcs 2 Shifts Highland Manufacturing Sheet Metal Housings Current State (Date) Daily Ship Schedule Weekly Schedule TT = 60 sec. Manchester Avenue 6week Forecast Weekly fax Production Control 90/60/30 day Forecasts Daily Order 5 days days days days 2 days days 1 sec. 39 sec. 46 sec. 62 sec. 40 sec. Lead Time= days Process Time= 188 sec 1. What is Takt Time? 客戶需求時間是多少？ I Coils 5 days I 4600 L 2400 R I 1100 L 600 R OCT = 62 sec D/R = 62 sec C/O = 0 REJ = 6% U/T =100% 2 Shifts 27, 600 sec. Avail. OCT = 40 sec D/R = 40 sec C/O = 0 REJ = 7% U/T = 100% 2 Shifts 27,600 sec. Avail. Shipping Staging I I I 1600 L 850 R 1200 L 640 R 2700 L 1440 R Ferrous Metals Co. 500 ft coils Tues Thurs Machine 1 OCT= 39 sec D/R = 39 sec C/O = 10 min REJ = 4% U/T= 100% 2 Shifts 27, 600 sec Avail. MCT = 1 second C/O = 1 hour REJ = 3% U/T = 85% 27,600 sec. avail. EPE = 2 weeks Stamp 200 t Weld 1 OCT = 46 sec D/R = 46 sec C/O = 1