【正文】 26 Observe that 2 Things are ALWAYS Happening. . .觀察到兩個(gè)一直會(huì)發(fā)生的事情 . . . Things that should be done 必須 要做的事情 Things that should not be done 不能做 的事情 WASTE浪費(fèi) WORK工作 Understanding Eliminating Waste識(shí)別及消除浪費(fèi) “ It”…Either Adds Value or Does Not “它” … 要么增加價(jià)值，要么不！ Time After Before Value added work增加價(jià)值的工作 Non value added work不 增加價(jià)值的工作 時(shí)間 改善前 改善后 27 TOTAL Value Stream完整價(jià)值流 Flextronics : Suppliers 偉創(chuàng)力：供應(yīng)商 Flextronics Ops : Plant/Service Repair Shop 偉創(chuàng)力： 工廠 /服務(wù)維修站 Flextronics : Customer 偉創(chuàng)力：客戶 What is the Value Stream?什么是價(jià)值流？ See the Whole Process from Start to Finish 從源頭到末端看整個(gè)價(jià)值流 28 ? Understand current situation Big picture point of view 明白現(xiàn)實(shí)狀況 看全局 ? Shows the ratio of NonValue Added to Value Added Time 顯示非價(jià)值增加與價(jià)值增加活動(dòng)的比例 ? Exposes sources of waste not just waste 暴露出浪費(fèi) 源 —并非只有浪費(fèi) ? Shows linkage between the seven types of flow 顯示 7種流程之間的聯(lián)系 Why do Value Stream Mapping?為什么要做價(jià)值流程圖？ Forms the Blueprint for a Lean Implementation Plan 建立 Lean 執(zhí)行計(jì)劃的藍(lán)圖 29 Product Family 產(chǎn)品系列 Implementation Plan實(shí)施計(jì)劃 Current State Drawing現(xiàn)狀繪制 Future State Drawing未來(lái)狀況描繪 2 3 4 1 ?Identify the Value Stream for every major product family / program定義每個(gè)主要產(chǎn)品系列 /程序的 價(jià)值流 Concept to launch Order to delivery 產(chǎn)品投放概念 – 訂單交貨 ?Map the current state Identify all the actions that don‘t create value (VA/NVA/VE) 繪制現(xiàn)狀流程圖 – 定義所有 不能增加價(jià)值的活動(dòng) (VA/NVA/VE) ?Develop and map concepts for the future state as a Management team municate your vision to your 一個(gè)管理團(tuán)隊(duì)一樣，發(fā)展和描繪未來(lái)藍(lán)圖，并與你的組員溝通你的想法 ? Develop metrics determine goals …How will Success be measured? 展開矩陣及制定目標(biāo) … 目標(biāo)達(dá)成如何測(cè)量？ ? Develop actions and drive toward future state ?制定行動(dòng)計(jì)劃并努力朝未來(lái)邁進(jìn) How do we Start? 我們?nèi)绾伍_始？ 30 The 7 Types of ?FLOW‘ 7種流程 5. People 人 Std Work 標(biāo)準(zhǔn)工作 Takt Time 節(jié)拍時(shí)間 1. Material – Raw 物流 原材料 2. Material – WIP 物流 在制品 3. Material – Finished Goods物流 成品 6. Equipment 設(shè)備 Carts推車 conveyors傳送帶 andons安登 racks貨架 TPM全面生產(chǎn)維護(hù) 4. Information 信息流 To : Act on Material 物料加工處 Load a M/c 上料處 Move it from 1 bucket to another 從一個(gè)地方轉(zhuǎn)移至另外的地方 7. Engineering/Tools工程 /工具 Quality品質(zhì) Tooling工具 cutting tools 切削工具 Programs 程序 The Problems as well as the Answers Lie Within the Flow 問題 和 答案 都展現(xiàn)在流程里 What will be Seen? 我們可以看到什么？ 31 Value Stream Mapping價(jià)值流程圖 價(jià)值鏈 現(xiàn)狀流程圖 未來(lái)流程圖 Value Chain Current State Map Future State Map Tactical Implementation Plan 戰(zhàn)術(shù)執(zhí)行計(jì)劃 32 33 Takt Time Production節(jié)拍時(shí)間生產(chǎn) Work Balancing Next Kaizen Focus 工作平衡 下一改善焦點(diǎn) 34 Takt Time…The Heartbeat of the Business 節(jié)拍 企業(yè)的脈搏 Available time可利用時(shí)間 Customer Forecast 客戶需求預(yù)測(cè) TAKT TIME 節(jié)拍時(shí)間 = TAKT TIME is just Math, but is Fundamental to Lean 節(jié)拍時(shí)間雖只是個(gè)數(shù)字，但它卻是精益生產(chǎn)的基礎(chǔ) AVAILABLE TIME: Total amount of TIME allocated for production 可用時(shí)間：可分配用于生產(chǎn)的總的時(shí)間 DEMAND: qty of scheduled parts for a given time frame 需求：特定時(shí)間范圍內(nèi)預(yù)定的產(chǎn)品需求數(shù)量 ? each shift has ~ hrs available this is a constant! hrs is used to account for lunches, breaks, etc... 每班可利用時(shí)間為 ,這時(shí)候個(gè)恒量 . ,中間休息等 EXAMPLE 例 Available Time = 60 min/hr x hrs/shift x 2 shifts/day x 5 days/wk= 3900 min/wk 可用時(shí)間 = 60 分 /小時(shí) 小時(shí) /班 x 2 班 /天 x 5 天 /周 = 3900 分 /周 Your customer demand is 90 pcs per week 客戶每周需求 90件 3900 min/wk 分 /周 90 pcs/wk 件 /周 = 43 min/pc 分 /件 TAKT Time節(jié)拍時(shí)間 = 35 Manpower Calculation 人工計(jì)算 Product Hourly Requirement Work Content Time TAKT Time System 1 4 units 25 min 5 min System 2 2 units 44 min 10 min System 3 2 units 30 min 10 min Total 8 units Weighted WC Time = 31min min Line Staffing 生產(chǎn)線人數(shù) = Weighted Average Work Content Time總產(chǎn)品時(shí)間的加權(quán)平均值 Takt Time 節(jié)拍 [ (4/8) *25] + [(2/8)*44] + [(2/8)*30] min /pcs = = Kaizen Example: 4 36 Work Balance 工作平衡 Time Person A B D C 時(shí)間 操作員 Takt/Time 64‖ Bottleneck 瓶頸 Wasted Time / Waiting 浪費(fèi)的時(shí)間 /等待 37 What We’re Striving For … 這就是我們所要努力達(dá)成的 Time A B D C 時(shí)間 Person操作員 Takt/Time 64‖ Bottleneck瓶頸 Reduce Wasted Time / Waiting 減少浪費(fèi)時(shí)間 /等待 Balanced Operations… Station by Station…Line by Line 作業(yè)單元之間 工位之間 生產(chǎn)線之間的平衡 38 4. 單件流與標(biāo)準(zhǔn)作業(yè) 39 什么是最優(yōu)的流程 最優(yōu)的流程 One in which every step is:在其中每一步都是 ? Valuable… will customer miss it ? 有價(jià)值的 —客戶會(huì)遺忘它嗎？ ? Capable…. (Six Sigma, Poka Yoke) 有能力的 —6西格碼，防錯(cuò)法 ? Available…(TPM) 有用的（全面預(yù)防維護(hù)） ? Adequate…(Kanban System, TOC, capacity utilization…etc) 合適的 —看板系統(tǒng)，TOC， 生產(chǎn)力利用率 ? Flexible… (Quick Change Over, SMED…) 靈活的 —快速轉(zhuǎn)拉 …and all the steps are linked and coordinated by: 所有的步驟鏈接在一起， ? Flow… occurs in tight sequence, ideally continuous flow. 流程 —邏輯順序井然，理想的連續(xù)流 ? Pull...occurs only at the mand of the next downstream step within available time 拉動(dòng) —只有當(dāng)下游在合適的時(shí)間要求時(shí)才會(huì)發(fā)生 ? Leveling… the demand to remove noises and unnecessary variations… 平穩(wěn) 需要除去干擾因素與不必要的變化 40 Do Not Make Defects 不生產(chǎn)缺陷產(chǎn)品 Do Not Pass Along Defects 不傳送缺陷產(chǎn)品 Do Not Accept Defect 不接受缺陷產(chǎn)品 Defects are the Worst Kind of Waste 缺陷是 7大浪費(fèi)中最壞的 Single Piece Flow is intended to detect defects as they occur 單件流趨向于時(shí)時(shí)偵測(cè)正在出現(xiàn)的缺陷 3 Things to Remember …有３件事情要記住 Single Piece Flow 單件流 7 Types of Waste ? Defective Parts缺陷產(chǎn)品 ? Over Production過量生產(chǎn) ? Inventory庫(kù)存 ? Motion多余動(dòng)作 ? Transportation運(yùn)輸 ? Waiting等待 ? Over Processing過度加工 41 Building Quality into the Process在制程中品質(zhì)控制 The Next Process is the Customer … Never Send Defects !下個(gè)工序就是客戶．．．決不發(fā)送缺陷產(chǎn)品 Catches Defects too Late 發(fā)現(xiàn)缺陷時(shí)已經(jīng)晚了 ? How many more do you have? ? Where are they in the proce