LeanProduction家具制造公司精益生產(chǎn)

1、1會(huì)計(jì)學(xué)LeanProduction家具制造公司精益生產(chǎn)家具制造公司精益生產(chǎn)成功的企業(yè) 用最短的時(shí)間和最低的成本，在最佳的時(shí)間完成客戶所需要的正確數(shù)量和正確品質(zhì)的產(chǎn)品，同時(shí)提升員工滿意度。Successful enterprisesUse the shortest time and the lowest cost to produce the right quantity and the right quality products to satisfy customers demand at the right time, and improve employee satisfaction

2、at the same time.企業(yè)的核心競(jìng)爭(zhēng)力不斷提高質(zhì)量 Continuous improve quality降低成本 Reduce cost快速并準(zhǔn)時(shí)交貨 Shorter lead time and on time delivery商業(yè)Business質(zhì)量Quality成本Cost交期Delivery“精益生產(chǎn)” 是”Lean Production” is大野耐一Ohno“只生產(chǎn)客戶需要的”“only produce what customer need”通過(guò)持續(xù)改進(jìn)，提高效率，實(shí)現(xiàn)標(biāo)準(zhǔn)化improve efficiency and establish standardization

3、by continuous Kaizen 源自日本的經(jīng)營(yíng)管理體系an operation management system from Japan引導(dǎo)工作流程浪費(fèi)最小化的企業(yè)哲學(xué)lead to minimization of waste以客戶為導(dǎo)向，以質(zhì)量和降低成本為導(dǎo)向customer orientation, quality first and reducing cost引入拉動(dòng)式體系，及時(shí)交付introduce pull system and make delivery on time開(kāi)始精益生產(chǎn) Lean production 歐美開(kāi)始精益生產(chǎn) Lean production come

4、 into effect in western countries.精益生產(chǎn)的推行 精益思想首先需要得到高層的支持，然后逐步調(diào)動(dòng)全體員工的積極性參與各種改善活動(dòng)，最終形成文化的變革。 若缺乏有能力的領(lǐng)導(dǎo)者，變革就不可能實(shí)現(xiàn)； 沒(méi)有全體員工的參與，精益思想就沒(méi)辦法深入直至文化變革的產(chǎn)生。Lean production implementationFirstly higher management need hard support to lean production, and then, call staff and mobilize their enthusiasm to join in k

5、inds of kaizen activities, finally cause culture change.Change is impossible without effective leaders;Lean production concept can not go deeper and cause the culture change without all workers involvement.Higher management support高層領(lǐng)導(dǎo)支持All workers involvement全員參與Culture change文化變革Guidance form lean

6、 coach 精益教練的引導(dǎo)Lean is a culture changing process. 精益是一個(gè)文化變革的過(guò)程。Higher management set project target and launch the project(systematic kaizen), workers work out detail action plan and solve problem one by one(workshop kaizen). 高層領(lǐng)導(dǎo)制定項(xiàng)目目標(biāo)并發(fā)起（系統(tǒng)改善），員工依據(jù)目標(biāo)制定詳細(xì)詳細(xì)方案，并逐一解決問(wèn)題（現(xiàn)場(chǎng)改善）。全員參與全員參與Workers involveme

7、ntSystematic kaizen系統(tǒng)改善Workshop kaizen現(xiàn)場(chǎng)改善現(xiàn)場(chǎng)改善文化變革 文化變革是精益生產(chǎn)實(shí)施成功的必要條件。 精益生產(chǎn)在企業(yè)推行時(shí)，勢(shì)必會(huì)和企業(yè)本身的文化發(fā)生碰撞，精益思想需要適應(yīng)企業(yè)文化有所調(diào)整，其結(jié)果是形成一種混合型的文化是融合當(dāng)?shù)匚幕途嫠枷氲男挛幕?，但是精益思想的?nèi)涵并未因此改變。Culture changeCulture reformation is necessary of implementing lean production. Lean production concept will collide with company current

8、culture, when we introduce lean production into some company. Lean concept must be allowed to adapt to the local culture. The result is a hybrid culturea new combination of the local culture and original lean concept. But the content of lean concept is not compromised.撥云見(jiàn)日Clearing the Clouds拉動(dòng)和準(zhǔn)時(shí)化生產(chǎn)

9、Pull and JIT流程穩(wěn)定性Initial Process Stability減少批量和同步生產(chǎn)Batch reduction and synchronization拉動(dòng)系統(tǒng)/看板Pull/Kanban精益的四個(gè)階段 Lean four stages七個(gè)浪費(fèi)6S現(xiàn)場(chǎng)布置優(yōu)化可視化價(jià)值流圖7 wastes6SLayout OptimizationVisual ManagementValue Stream Mapping防呆全面生產(chǎn)維護(hù)標(biāo)準(zhǔn)作業(yè)指導(dǎo)書(shū)質(zhì)量標(biāo)準(zhǔn)質(zhì)量控制色板站系統(tǒng)Mistake ProofingTPMStandardized WorkQuality standardsQualit

10、y at SourceStep Color Panel System快速換型作業(yè)單元/單件流Quick ChangeoverCellular/Flow11Quick Changeover快速換線Standardized Work標(biāo)準(zhǔn)作業(yè)指導(dǎo)書(shū)B(niǎo)atch Reduction減少批量Teams/Employee Involvement團(tuán)隊(duì)協(xié)作/全員參與Quality control質(zhì)量控制5S System5SVisual Systems可視化Error Proofing防呆Plant Layout工廠規(guī)劃Cellular/Flow工作單元/流Pull/Kanban拉動(dòng)/看板TPM全面生產(chǎn)維護(hù)Va

11、lueStreamMapping 價(jià)值流 Continuous Improvement持續(xù)改善精益房屋Lean Building BlocksEnterprises core competitiveness leans on the value added activities of workflow.The price customers would like to pay for is only the value added part.Unnecessary waste and loss will decrease profit.一個(gè)企業(yè)的競(jìng)爭(zhēng)力依靠于其生產(chǎn)工序中的增值活動(dòng)客戶愿意支付的

12、是增值活動(dòng)的那部分 不必要的浪費(fèi)和損失會(huì)使價(jià)值減少原材料material增值活動(dòng) value added activities不增值活動(dòng) non-value added activities裁板cutting砂光sanding機(jī)加工machining組立assembly涂裝finishing包裝packing等待waiting搬運(yùn)transportation不良defects過(guò)度加工Over-processing等待 waiting庫(kù)存Stock庫(kù)存Stock不良defects成品product 1. 過(guò)度生產(chǎn) Over production 2. 庫(kù)存 Inventory 3. 運(yùn)輸 Tra

13、nsportation 4. 不必要的動(dòng)作 Unnecessary motion 5. 等待 Waiting 6. 過(guò)度處理 Over-processing 7. 不良 Defects12345677大浪費(fèi)(7 waste)1S整理Sort2S整頓 set in order3S清掃shine4S清潔standardize5S素養(yǎng)sustainMake material and workplace clear地、物明朗化Remove unneeded items去除不要物Clear and daily audit清潔并日檢6S culture6S文化Set up 6S policy制定6S制度6

14、S安全safety6S system (6S 系統(tǒng))safety安全Fix protection cover, safety增加防護(hù)蓋，安全Sorting and decrease motion waste分類，減少尋找Re-painting walls重新粉刷墻壁So, 6S is NOT about just having a clean factoryIt is a tool to:- improve workplace safety- reduce waste- improve work flow- ensure quality綜上，我們發(fā)現(xiàn)6S不僅僅是保持工廠清潔同時(shí)，它是一種 加強(qiáng)

15、作業(yè)區(qū)域的安全 減少浪費(fèi) 提升工作流程 確保質(zhì)量的工具。What is Value Stream ?什么是價(jià)值流? 當(dāng)前價(jià)值流 當(dāng)前所做的所有的將原材料和信息轉(zhuǎn)變?yōu)槌善泛头?wù)的行為。Value Stream Mapping(VSM)All activities that are currently required to transform raw materials and information into finished product and service.價(jià)值流設(shè)計(jì) 重新繪制設(shè)計(jì)銜接的物料和信息流的工具，目標(biāo)是給精益生產(chǎn)系統(tǒng)提出一個(gè)遠(yuǎn)景目標(biāo)，以及必要的改善方向和方法。Value S

16、tream Design(VSD)Tool to map and redesign linked material and information flow. Objective is to develop a vision for a lean production system and to derive the necessary implementation steps and measures.Current 當(dāng)前(VSM)Vision 未來(lái)(VSD)當(dāng)前價(jià)值流VSM為什么做價(jià)值流圖? Why Value Stream Mapping?使生產(chǎn)流程可視化看到浪費(fèi)的源頭看著明確的價(jià)值流作

17、出決定把精益工具統(tǒng)一起來(lái)運(yùn)用 為改進(jìn)方案建立基礎(chǔ)表達(dá)出產(chǎn)品/材料流跟信息流之間的關(guān)系Visualize the whole processSee the sources of wasteMakes decisions about flow apparentTies together lean techniquesForms the basis of an improvement planShows linkage between information and material flowsQuality control is a process employed to ensure a cer

18、tain level of quality in a product. We establish quality standard, analysis abnormal data and process of production, dig out the root causes and solve. the basic goal of quality control is to ensure the products meet specific requirements and are dependable, satisfactory, and fiscally sound.質(zhì)量控制質(zhì)量控制

19、 是確保產(chǎn)品質(zhì)量維持在特定水平一種流程。它通過(guò)制定質(zhì)量標(biāo)準(zhǔn)，分析生產(chǎn)現(xiàn)場(chǎng)收集到數(shù)據(jù)和現(xiàn)象，找出問(wèn)題的根本原因，并加以解決。最終目的是確保產(chǎn)品能滿足客戶需求。Furniture in process quality standard問(wèn)題分析Reason & result analysisIdentify main issues找出主要問(wèn)題 Monitor overall quality performance監(jiān)督整體質(zhì)量 問(wèn)題解決Problem solving標(biāo)準(zhǔn)標(biāo)準(zhǔn)時(shí)間時(shí)間持續(xù)改善持續(xù)改善PDCA圈 Plan現(xiàn)狀分析，定義問(wèn)題 Do短期對(duì)策實(shí)施 Check效果確認(rèn) Action檢討和標(biāo)

20、準(zhǔn)化提升提升Improvement標(biāo)準(zhǔn)作業(yè)指導(dǎo)書(shū) 是以文件的形式描述作業(yè)員在生產(chǎn)作業(yè)過(guò)程中的操作步驟和應(yīng)遵守的事項(xiàng)；是作業(yè)員的作業(yè)指導(dǎo)書(shū)；是檢驗(yàn)員用于指導(dǎo)工作的依據(jù)。 ISO9001:2000版在7.5.1.b 已明確要求在生產(chǎn)現(xiàn)場(chǎng)“具備作業(yè)指導(dǎo)書(shū)”Standard Operation Procedure(SOP)SOP stands for procedure to be followed in carrying out a given operation or in a given situation, it was the direction of the operator and QA

21、, which is collected by document.ISO9001:2000 has clearly required that SOP must be seen in the workshop.Layout OptimizationMost of furniture companies setup their production lines base on experience, or copying other factories. The owners have forgotten the most importance things - manufacturing pr

22、ocesses of their own. So, motion waste, transportation waste, disordered production, and cost increasing occurred.We analyze the flow of material between machines/processes, get a closeness priorities diagram, work out a reasonable layout plan and executing. It can improve efficiency and save cost.布

23、局優(yōu)化 大部分家具廠在建造生產(chǎn)線時(shí)，多基于以往經(jīng)驗(yàn)，或者說(shuō)模仿別的工廠，沒(méi)有考慮自身產(chǎn)品的工藝流程，這樣的結(jié)果就是動(dòng)作浪費(fèi)，搬運(yùn)浪費(fèi)，生產(chǎn)秩序混亂，成本增加。 我們通過(guò)分析工序或機(jī)臺(tái)之間的物流量，得出工序或機(jī)臺(tái)之間的重要程度，最終繪制比較科學(xué)的生產(chǎn)線布局并加以實(shí)施，達(dá)到提高效率、節(jié)約成本的目的。 很長(zhǎng)的包裝線 配件包裝遠(yuǎn)離包裝線 沒(méi)有明確配件包裝，待放產(chǎn)品，包裝材料存放區(qū)域 Very long packing line Parts packing far from packing line No specified area for parts packing, WIP, material某工

24、廠包裝線 優(yōu)化前A packing line before Shorter packing line, save waste of motion Move parts packing next to the packing line, save wastes of motion Area defined for parts packing, WIP, material Number of products last year: 173,065 Kilometers saved base on last years production: 26,204.9 KM 更短的包裝線, 節(jié)省動(dòng)作浪費(fèi) 配

25、件包裝向包裝線移動(dòng)，節(jié)省動(dòng)作浪費(fèi) 明確配件包裝，待放產(chǎn)品，包裝材料存放區(qū)域 去年總產(chǎn)品數(shù)：173,065 按去年產(chǎn)量計(jì)算節(jié)省搬運(yùn)距離：26,204.9 公里某工廠包裝線 優(yōu)化后A packing line afterVisual Management(VM)Visual management is one of the lean techniques designed so that anyone entering a work place, even those who are unfamiliar with the detail of the processes, can very rap

26、idly and clearly see what is going on, understand it and see what is under control and what isnt. Essentially, the current status of the operation can be assessed, at a glance.可視化管理 可視化管理是一種精益工具，它能讓任意一個(gè)進(jìn)入該工作區(qū)域的人（甚至一點(diǎn)都不熟悉生產(chǎn)流程的人）能非?？焖俸颓逦目吹浆F(xiàn)場(chǎng)的事物，并了解它，同時(shí)看到各種現(xiàn)象是不是都在控制之下。 概而言之，就是該工作區(qū)域要”一目了然“。人是怎樣收集信息的？Ho

27、w does Human Beings Collect Information?l 3.5% The Nose 鼻子l 11% The Ears 耳朵l 1.5% Sense of Touch 觸覺(jué)l 1% Sense of Taste 味覺(jué)l 83% The Eyes 眼睛可視化工廠Visual workshop看板 看板（通常在生產(chǎn)線）設(shè)立一個(gè)小的物料庫(kù)存點(diǎn)，當(dāng)后續(xù)工序用完該點(diǎn)的庫(kù)存時(shí)，看板會(huì)釋放一個(gè)物料補(bǔ)充信號(hào)，供料員就能很簡(jiǎn)單的對(duì)該物料進(jìn)行更換?？窗蹇梢砸愿鞣N方式存在：紙片、電子屏、標(biāo)識(shí)、彩燈和容器等。 目的：安排生產(chǎn)和最小化在制品，同時(shí)促進(jìn)各車間改善的進(jìn)行。KanbanKanban

28、establishes a small stock point (usually at the producing work center) that sends a signal when items are withdraw by a downstream process. The producing work center simply replaces the items removed. Kanban can be a paper card, an electronic board, a sign, a color light or a container and so on. Pu

29、rposes: Schedule production and minimize work-in-process while encouraging improvement in many areas.All kinds of KANBAN各種形式的看板KANBAN & Pull System 看板和拉動(dòng)系統(tǒng)Supermarket物料超市Kanban看板組立AssemblyPull拉動(dòng)油漆Finish包裝PackingLean is endless.精益無(wú)止境。精益無(wú)止境。精益培訓(xùn)課程 Lean Training Courses精益階段Lean Four Stages課程名稱(中文)C

30、ourses課程名稱(英文)Courses課件狀態(tài)Training ppt培訓(xùn)人Trainer撥云見(jiàn)日Clearing the Clouds7個(gè)浪費(fèi)7 WastesReady6S6SReady可視化管理Visual Management價(jià)值流分析Value Stream MappingReady系統(tǒng)布置規(guī)劃Systematic Layout PlanningReady流程穩(wěn)定性Initial Process Stability全面生產(chǎn)維護(hù)(TPM)Total Productivity Maintenance標(biāo)準(zhǔn)作業(yè)指導(dǎo)書(shū)Standard WorkReady防呆Error ProofingReady質(zhì)量標(biāo)準(zhǔn)Quality StandardReady問(wèn)題解決Problem SolvingReady色板站系統(tǒng)Step Color Panel System Ready減少批量和同步生產(chǎn) Batch Reduction and Synchronization快速換型Quick Changeove