ValueStreamMapping - translation價(jià)值鏈.

1、1Introduction ToValue Stream MappingVSM 價(jià)值鏈規(guī)劃介紹價(jià)值鏈規(guī)劃介紹 2Value Stream Mapping! 價(jià)值鏈規(guī)劃！價(jià)值鏈規(guī)劃！ 3A Tool To Meet Our Challenge!一個(gè)我們應(yīng)對挑一個(gè)我們應(yīng)對挑戰(zhàn)的工具！戰(zhàn)的工具！ “Grow. By Providing More Value In Less Time” “成長成長以更少的時(shí)以更少的時(shí)間提供更多價(jià)值間提供更多價(jià)值”From The Eyes Of Our Customers 在我們客戶的在我們客戶的眼里眼里4How Will The VSM Tool Help? VSM

2、工具能發(fā)揮工具能發(fā)揮什么作用呢？什么作用呢？ Apply Value Stream Techniques From a Customer Perspective從客戶角度從客戶角度應(yīng)用價(jià)應(yīng)用價(jià)值鏈技術(shù)值鏈技術(shù) Need To Identify Processes our Business Activities Evolve Around 需要確認(rèn)我們業(yè)務(wù)活動所需要確認(rèn)我們業(yè)務(wù)活動所涉及的過程涉及的過程5What is a Value Stream? 價(jià)值流是什么？價(jià)值流是什么？ A Value Stream Is All of the Beginning-To-End Actions Requ

3、ired to Deliver a Product to the Customer 價(jià)值流是將一個(gè)產(chǎn)品價(jià)值流是將一個(gè)產(chǎn)品交付到客戶手中所要求的從開始到結(jié)交付到客戶手中所要求的從開始到結(jié)束的所有活動的全部束的所有活動的全部 Actions Required To Bring A Product Through the Main Flows Essential to Every Product 一個(gè)產(chǎn)品通過對其來說是必一個(gè)產(chǎn)品通過對其來說是必要的主要流程所要求的活動要的主要流程所要求的活動The Production Flow From Raw Material Into the Arms of

4、the Customer從原材料到客戶手中的生從原材料到客戶手中的生產(chǎn)流程產(chǎn)流程Value Chain價(jià)值鏈價(jià)值鏈6Value Stream價(jià)值流價(jià)值流Process過程過程Across Companies跨公司跨公司Multiple Plants多工廠多工廠 Single Plant單一工廠單一工廠Begin Here從此開始從此開始7What is a Value Stream Map?價(jià)值流規(guī)劃是什么價(jià)值流規(guī)劃是什么 ？ A Visual Representation of the Sequence of Events in the MaterialAnd Information Flo

5、w Processes給材料和信息流動過程編排直觀的活動次序給材料和信息流動過程編排直觀的活動次序Helps You to See and Understand the FlowOf Material and Information As a Product Makes Its Way Through the Value Stream當(dāng)一個(gè)當(dāng)一個(gè)產(chǎn)品通過價(jià)值流時(shí)有助你看到和理解材料和信息的產(chǎn)品通過價(jià)值流時(shí)有助你看到和理解材料和信息的流動情況流動情況 Sequence of Events = “Beginning-to-End” 活動次序活動次序=“開始開始 結(jié)束結(jié)束”8Value Stream

6、 Map價(jià)值流規(guī)劃價(jià)值流規(guī)劃 Production ControlMRPMRP ScheduleForecastOrdersDaily Orders15 MinutesNVA = 382 HoursVA = 110 SecCanada- Bul. 800T AssemblyISupplier1 DayCT =20 secSU=60 secIPackagingVA20 sec16 HoursReceipt intoWarehouseNVA48 HoursI2 HoursIReceivingNVA10 Days1 DayCustomerStart Here24 HoursNVAShippingCT

7、=90 secSU=60 secBul. 800TAssemblyVA90 Sec4 HoursIWhat Does A Map Look Like? 規(guī)劃是什么樣的呢？ Why Use It?為什為什么用它呢？么用它呢？9Why Use It? 為什么用它？為什么用它？ Its A Tool that Helps you Understand And Identify Value-Add And Non Value-Add Sequences! 作為一個(gè)工具，它作為一個(gè)工具，它有助于你理解和識別增值和非增有助于你理解和識別增值和非增值的次序！值的次序！ Order Capture取得取得訂單

8、訂單Process Order處理處理訂單訂單Make orBuy Parts制造或購買零部件制造或購買零部件Assembly & Test組裝組裝&測試測試Shipping& Logistics出運(yùn)出運(yùn)&物流物流Total Process Time總的過程時(shí)間總的過程時(shí)間Non Value-Add Time非增值時(shí)間非增值時(shí)間Value-Add Time增值時(shí)間增值時(shí)間The Big Opportunity Is In Reduction of The “Non Value-Add Time”最大的機(jī)最大的機(jī)會是減少會是減少“非增非增值時(shí)間值時(shí)間” 10Why

9、 Use It?為什么用它？為什么用它？ Its A Tool That Can Be Used As:它可作為它可作為以下工具使用：以下工具使用： A Communication Tool溝通工具溝通工具 Business Planning Tool業(yè)務(wù)策劃工具業(yè)務(wù)策劃工具 Change Management Tool改變管理的工具改變管理的工具Use The Tool to Help You See And Create Lean Value Streams運(yùn)運(yùn)用它有助于你理解和創(chuàng)建精益價(jià)值流用它有助于你理解和創(chuàng)建精益價(jià)值流11Value Stream Mapping Process價(jià)值流

10、規(guī)劃過程價(jià)值流規(guī)劃過程 2. Map Current State of a Process - How We Do Things Today 描述該過描述該過程的目前狀況程的目前狀況 我們今天是如何做事我們今天是如何做事情的情的3. Analyze Current State for Improvement Opportunities分析當(dāng)分析當(dāng)前的狀況，尋求改進(jìn)的機(jī)會前的狀況，尋求改進(jìn)的機(jī)會4. Map Future State of Process Incorporating Improvements策劃融策劃融入改進(jìn)后，將來的過程狀態(tài)入改進(jìn)后，將來的過程狀態(tài)1. Select a Pro

11、cess選擇一個(gè)過程選擇一個(gè)過程5. Create and Implement the Improvement Plan建立和執(zhí)行改進(jìn)建立和執(zhí)行改進(jìn)計(jì)劃計(jì)劃12Value Stream Map Terms價(jià)值流規(guī)劃價(jià)值流規(guī)劃 名詞名詞Cycle Time - For a Given Process Step, the Time It Takes a Person to Go Through All Their Work Tasks Before Repeating Them Again.循環(huán)時(shí)間循環(huán)時(shí)間 對一個(gè)給定的工藝步驟來說，指一個(gè)人完成對一個(gè)給定的工藝步驟來說，指一個(gè)人完成所有工作而又不

12、重復(fù)它所花費(fèi)的時(shí)間所有工作而又不重復(fù)它所花費(fèi)的時(shí)間Lead Time - The Time It Takes One Piece of Work to Move All the Way Through a Process.交付時(shí)間交付時(shí)間 指一個(gè)工件通過一個(gè)完整指一個(gè)工件通過一個(gè)完整過程所花費(fèi)的時(shí)間過程所花費(fèi)的時(shí)間Value Added Time - Time of Those Work Steps That Actually Transform the Product in a Way That the Customer Is Willing to Pay for. 價(jià)值增加的時(shí)間價(jià)值增加的

13、時(shí)間 指那些產(chǎn)品發(fā)生實(shí)際轉(zhuǎn)變，客戶愿意為此指那些產(chǎn)品發(fā)生實(shí)際轉(zhuǎn)變，客戶愿意為此花錢的工作步驟所需要的時(shí)間花錢的工作步驟所需要的時(shí)間Queue Time - Time Spent Waiting for Something to Happen to an Item or Document. 排隊(duì)時(shí)間排隊(duì)時(shí)間 等待某事發(fā)生或某文件的時(shí)間等待某事發(fā)生或某文件的時(shí)間 13Value Stream Map Icons 價(jià)值鏈規(guī)劃價(jià)值鏈規(guī)劃 圖標(biāo)圖標(biāo)A Set of Symbols or “Icons” Are UsedTo Represent Processes and Flows. 代代表過程和流程的

14、一組符號或者表過程和流程的一組符號或者“圖標(biāo)圖標(biāo)”Keep Them Consistent forClear Communication為了溝通清楚明了為了溝通清楚明了，請保持其使用的，請保持其使用的一致性一致性14Value Stream Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Pick a Process選擇一個(gè)過程DrawingCurrent State描述當(dāng)前狀態(tài)ImprovementOpportunities改進(jìn)機(jī)會DrawingFuture State描繪未來狀況Plan & Implement計(jì)劃&執(zhí)行Pick a Process選擇一個(gè)過程選擇

15、一個(gè)過程Select a Process Where the Results Will Have a Positive Impact to Our Customers挑選一個(gè)改進(jìn)結(jié)果挑選一個(gè)改進(jìn)結(jié)果對我們客戶有積極影響的過程對我們客戶有積極影響的過程 Select a Process Business & Manufacturing Activities Evolve Around選擇手邊的一個(gè)業(yè)務(wù)過選擇手邊的一個(gè)業(yè)務(wù)過程程&制造活動制造活動 Select a Process Associated With a Product Line / Family Generating

16、Significant Revenue 選擇一個(gè)和產(chǎn)品線選擇一個(gè)和產(chǎn)品線/族相關(guān)聯(lián)的能產(chǎn)生可觀收益的族相關(guān)聯(lián)的能產(chǎn)生可觀收益的過程過程 Select a Process With Significant Cross-functional, Department Hand-offs, Interactions 選擇一個(gè)跨功能的，需部門間交割選擇一個(gè)跨功能的，需部門間交割互動的過程互動的過程 Select a Process That Frustrates You or Is a “Pet Peeve” 選擇一個(gè)使你困惑或者選擇一個(gè)使你困惑或者“可愛又棘可愛又棘手手”的過程的過程 Select a

17、 Process That Prevents Your Team From Being Successful 選擇一個(gè)妨礙你們團(tuán)隊(duì)選擇一個(gè)妨礙你們團(tuán)隊(duì)成功的過程成功的過程 15Value Stream Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Drawing Current State Map 描述當(dāng)前描述當(dāng)前狀態(tài)狀態(tài)Understanding How We Do Things Today 了解我們了解我們今天是如何做事情的今天是如何做事情的 Map Out the Material and Information Flow As It Is Today 繪出目前的材料流和信息

18、流繪出目前的材料流和信息流 Start From the Customer - “Door to Door” Flow 從客戶開始從客戶開始 “門到門門到門”流程流程 Draw Using Paper & Pencil - Technology Is a Distraction 用紙用紙&鉛筆描繪鉛筆描繪 在這里，在這里，“技術(shù)技術(shù)”會分散注意力會分散注意力 Foundation for Kaizen Opportunities 是是Kaizen機(jī)會的基礎(chǔ)機(jī)會的基礎(chǔ)Pick a Process挑選一個(gè)過程DrawingCurrent State描述當(dāng)前狀態(tài)Improvement

19、Opportunities改進(jìn)機(jī)會DrawingFuture State描繪未來狀況Plan & Implement計(jì)劃&執(zhí)行 16Value Stream Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Remember.Who Is Always First?記住記住誰總是第一位的？誰總是第一位的？ Customer Information客戶信息客戶信息1Process Information過程信息過程信息2Raw & Finished Material 原始原始&成品物料成品物料3Information Flow 信息流信息流動動 4Time

20、line時(shí)間表時(shí)間表517Collect Information While Actually Walking the Paths of Material and Information Yourself 收集信息時(shí)要親自沿材料收集信息時(shí)要親自沿材料和信息的路徑實(shí)際走過和信息的路徑實(shí)際走過Map Both the Material Flow and Information Flow既繪出既繪出材材料流料流又描出又描出信息流信息流Begin at the End. Start Closest to the Customer and You Will Focus on Things Linked

21、Most Closely to the Customer 從結(jié)尾處著手。開始時(shí)盡量靠近客戶，你所關(guān)注的從結(jié)尾處著手。開始時(shí)盡量靠近客戶，你所關(guān)注的事情就和客戶聯(lián)系得最緊密事情就和客戶聯(lián)系得最緊密Bring a Stopwatch, See It and Time It for Yourself, Do Not Trust Information From the “System” 帶上一個(gè)秒表，看著帶上一個(gè)秒表，看著它為你計(jì)時(shí)。別相信來自它為你計(jì)時(shí)。別相信來自“系統(tǒng)系統(tǒng)”的信息的信息Interview the “Practitioners”. 訪談訪談“實(shí)踐者實(shí)踐者” Value Stream

22、 Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Mapping Tips策劃提示策劃提示 18Current State Map Example當(dāng)前狀態(tài)描畫的例子當(dāng)前狀態(tài)描畫的例子 Home Center11,400 Flat3,500 phillips14,900 / mo.Box = 20DailyBettys2X WeeklyPetesWeekly1500 lbcoils500 lbBox3 mo. ForecastDaily OrdersMRPProduction ControlWeekly ScheduleDaily Ship Schedule6 wk FcastWeek

23、ly FAX10 days1.5 sec40 sec71 sec54 sec59 sec24.1 days5.8 days4.3 days7 days7 daysProduction Lead Time58.2 daysValue Added Time225.5 sec.4,400 flat800 phillipsSHIPPINGStagingAssemblyMark1.5 sec CT90 min c/o80% U/T2 shiftsPressMaterialStores AreaCoils10 daysHandles6 days10,000 flat8,000 phillips3,200

24、flat1,100 phillips2,200 flat1,000 phillips1,200 flat4,000 phillips111Sub Assy 2Sub Assy 11IIIIII40 sec CT5 min c/o100% U/T2 shifts71 sec CT5 min c/o100% U/T2 shifts54 sec CT10 min c/o90% U/T2 shifts59 sec CT5 min c/o100% U/T2 shifts19Current State Map Example當(dāng)前狀態(tài)描畫的例子當(dāng)前狀態(tài)描畫的例子Production Control生產(chǎn)控制M

25、RPMRP Schedule MRP計(jì)劃Forecast預(yù)估Orders訂單Daily Orders日訂單15 Minutes15分鐘LT = 382 HoursVA = 110 SecISupplier供應(yīng)商 1 DayCT =20 secSU=60 secIPackaging包裝VA20 sec16 HoursReceipt intoWarehouse收貨入倉NVA48 HoursI2 HoursIReceiving收貨 NVA10 Days1 DayCustomer客戶Start Here從此開始從此開始24 HoursNVAShipping出貨CT=90 secSU=60 secBul

26、. 800TAssemblyVA90 Sec4 HoursI20Current State Map Example當(dāng)前狀態(tài)描畫的例子當(dāng)前狀態(tài)描畫的例子1.0 hr0.5 hrs24 hrs0.5 hrs24 hrs1.0 hrs12 hrs1.0 hr12 hrs1 hr24 hrs4.0 hrs97 hrsLead Time交付期交付期Value - Add Time增值時(shí)間增值時(shí)間Supplier供應(yīng)商供應(yīng)商Customer客戶客戶Buyer采購采購Asst.Buyer助理采購助理采購RequestForm請購單請購單PrintRoom打印室打印室ShippingDept.出運(yùn)部出運(yùn)部Fe

27、dxUS MailUPSCurrent State Map當(dāng)前狀態(tài)的描畫當(dāng)前狀態(tài)的描畫Print Requests From Suppliers 供應(yīng)商要求提供圖紙供應(yīng)商要求提供圖紙21Value Stream Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Improvement Opportunities改進(jìn)機(jī)會改進(jìn)機(jī)會Lightening Bursts 活力迸發(fā)活力迸發(fā) Challenge the Assumptions That Are Currently Used to Operate a Business挑戰(zhàn)當(dāng)挑戰(zhàn)當(dāng)前業(yè)務(wù)運(yùn)作的種種假定前業(yè)務(wù)運(yùn)作的種種假定 Be Open

28、 To New Ideas樂于接受新的想法樂于接受新的想法 Select Improvements Within Your Control 在在你控制之內(nèi)選擇改進(jìn)你控制之內(nèi)選擇改進(jìn) Select 2-3 Improvements 挑選挑選2-3個(gè)改進(jìn)個(gè)改進(jìn) Short-term Implementation - 2 or 3 Months 在短期內(nèi)執(zhí)行在短期內(nèi)執(zhí)行 2或或3個(gè)月個(gè)月 Limited Investment - Equipment, Resources有限的投資有限的投資 設(shè)備，資源設(shè)備，資源 Strive for Perfection - Multiple Phases 努力追努

29、力追求完美求完美- 多階段多階段 Get Started! 開始吧！開始吧！Pick a Process選擇過程DrawingCurrent State描述當(dāng)前狀態(tài)ImprovementOpportunities改進(jìn)機(jī)會DrawingFuture State描繪未來狀況Plan & Implement計(jì)劃執(zhí)行22Identify Value識別價(jià)值識別價(jià)值If the Answer Is “Yes”, the Work Is Value Adding, and It Should Be Continued.如果答案是如果答案是“Yes”，那么你所做的工作就，那么你所做的工作就是增值的，

30、而且應(yīng)當(dāng)繼續(xù)做下去是增值的，而且應(yīng)當(dāng)繼續(xù)做下去If the Answer Is “No”, the Activity Is Probably Non Value Adding From the Customers Perspective and the Elimination of This Activity May Be an Opportunity for Improvement. 但是但是如果答案是如果答案是“No”，那么從客戶的角度看該活動就大概是，那么從客戶的角度看該活動就大概是“非增值非增值的的”；消除這樣的活動興許就是一個(gè)改進(jìn)的機(jī)會；消除這樣的活動興許就是一個(gè)改進(jìn)的機(jī)會It Al

31、l Begins By Asking One Simple Question:所有之一切開始于問所有之一切開始于問一個(gè)簡單的問題：一個(gè)簡單的問題：“If a Customer Knew That We Were Doing This, Would They Pay for It ?”“如果一個(gè)客戶知道我們?nèi)绻粋€(gè)客戶知道我們在做什么，他們愿為此買單嗎？在做什么，他們愿為此買單嗎？”Caution! Some Non Value Adding Work Is Necessary and Must Be Continued. Examples Are Related to Areas Such A

32、s Financial Reporting, Safety, Environmental, Etc.注意！注意！ 一些非增值的工作是必要的而且必須持續(xù)下去。一些非增值的工作是必要的而且必須持續(xù)下去。例如做財(cái)務(wù)報(bào)表，安全工作，環(huán)境工作，等等例如做財(cái)務(wù)報(bào)表，安全工作，環(huán)境工作，等等23Activities Of No Value Should Be Minimized無價(jià)值的活動應(yīng)該被最小化無價(jià)值的活動應(yīng)該被最小化 Minimize Any “Resource Consuming Activity” That Delivers NO Value to the Customer! 使給使給客戶不帶去

33、價(jià)值的任何客戶不帶去價(jià)值的任何“資源消耗活動資源消耗活動”最小化！最小化！ Rework返工返工Scrap報(bào)報(bào)廢廢Drawing Changes圖紙改變圖紙改變Warranty Rework保保證期內(nèi)的返證期內(nèi)的返工工Redundant Processing冗冗余的加工過程余的加工過程 Change in Direction方向的改變方向的改變 24Identify Waste識別浪費(fèi)識別浪費(fèi)Over Production過度生產(chǎn)過度生產(chǎn)The Most Significant Source of Waste最主要的浪費(fèi)來源：最主要的浪費(fèi)來源：Excess Inventory庫存過量庫存過量S

34、torage Space儲存空間儲存空間Shortages 短缺短缺Excess People 人員過多人員過多Excess Machinery 機(jī)器過機(jī)器過量量Increased Lead-Time 增加增加的交付時(shí)間的交付時(shí)間Decreased Flexibility 減小減小的彈性的彈性25Identify Delays識別延誤識別延誤Most Non-value Add Process Times Are Wait Times! 大多數(shù)無大多數(shù)無附加價(jià)值的過程時(shí)間是浪費(fèi)的時(shí)間附加價(jià)值的過程時(shí)間是浪費(fèi)的時(shí)間“Why Is This Job Waiting Here?” “為什么此項(xiàng)工作停

35、為什么此項(xiàng)工作停留在這兒呢？留在這兒呢？” The Answer Will Point Us to the Source of the Problem. We Need to Take Action to Eliminate the Delay for Future Jobs. 答案將引導(dǎo)我們找到問題的根源答案將引導(dǎo)我們找到問題的根源The Improvement Process Is a “Journey of 1000 Steps”. You Keep Asking the Same Question: “Why Is This Job Waiting Here?” And Making

36、Improvements to Eliminate the Delays. 改進(jìn)過程是一個(gè)改進(jìn)過程是一個(gè)“1000步的旅行步的旅行”。你持續(xù)地問。你持續(xù)地問同樣的問題同樣的問題“為什么此工作停在這兒？為什么此工作停在這兒？” 并作出改善以消除并作出改善以消除延誤延誤Over Time, the Total Process Time Can Be Drastically Shortened! 一段時(shí)間過后，整個(gè)過程時(shí)間可被大大縮短！一段時(shí)間過后，整個(gè)過程時(shí)間可被大大縮短！26Typical Delays典型的延遲典型的延遲Delays Are Often Caused By:延遲經(jīng)常由延遲經(jīng)常由

37、以下原因引起：以下原因引起： More Projects Than You Have the Capacity to Handle項(xiàng)目多得讓你無暇顧及項(xiàng)目多得讓你無暇顧及 Handoffs 交割交割 Changes of Ownership 所有權(quán)改變所有權(quán)改變 Poor Quality of Information and Material信息和材料的質(zhì)量差信息和材料的質(zhì)量差 Insufficient Knowledge 知識不足知識不足 Inflexible Capacity產(chǎn)能無彈性產(chǎn)能無彈性 100% Resource Utilization 100%的資源被的資源被利用利用 27Ke

38、y Question - 5-Whys關(guān)鍵問題關(guān)鍵問題- 5whysQ1. Why did the machine stop? 為什么機(jī)器會停機(jī)？為什么機(jī)器會停機(jī)？ A1. The motor burned out. 電機(jī)燒掉了電機(jī)燒掉了Q2. Why did the motor burn out?為什么電機(jī)會燒掉為什么電機(jī)會燒掉？ A2. The shaft seized. 轉(zhuǎn)軸卡住了轉(zhuǎn)軸卡住了 Q3. Why did the shaft seize? 為什么轉(zhuǎn)軸會卡??？為什么轉(zhuǎn)軸會卡?。?A3. There was no lubrication. 沒有潤滑油了沒有潤滑油了 Q4. Why

39、was there no lubrication?為什么沒有潤滑為什么沒有潤滑油了？油了？A4. The filter was clogged. 濾清器堵塞濾清器堵塞Q5. Why was the filter clogged?為什么濾清器會堵塞為什么濾清器會堵塞？A5. It had the wrong sized mesh. 濾網(wǎng)尺寸不對濾網(wǎng)尺寸不對Root Cause根根本原因本原因Example of the 5-Whys 5whys的例子：的例子： 28Streamline The Process Just Mapped!理順剛剛規(guī)劃的過程理順剛剛規(guī)劃的過程 3 Keys To St

40、reamlining A Process理理順一個(gè)過程的順一個(gè)過程的3個(gè)關(guān)鍵個(gè)關(guān)鍵Takt 標(biāo)準(zhǔn)時(shí)間標(biāo)準(zhǔn)時(shí)間Develop Continuous Flow Based On Takt Time根據(jù)標(biāo)準(zhǔn)根據(jù)標(biāo)準(zhǔn)時(shí)間開發(fā)持續(xù)的流程時(shí)間開發(fā)持續(xù)的流程Flow流程流程Introduce Leveling引入分級引入分級管理方法管理方法 Pull拉動拉動Establish A Pull System To Control Production建建立拉動式系統(tǒng)控制生產(chǎn)立拉動式系統(tǒng)控制生產(chǎn)29Begin To Streamline The Process!開始理順過程！開始理順過程！Seek First t

41、o Remove the Sources of WasteNot Driven by These “Dealt to You” Features不管這不管這些些“強(qiáng)加于你強(qiáng)加于你”的特性，首先尋求消除浪費(fèi)源頭的特性，首先尋求消除浪費(fèi)源頭Take Product Designs, Process Technologies,And Existing Facility Locations As Given認(rèn)為產(chǎn)品設(shè)計(jì)，工藝技術(shù)和現(xiàn)行設(shè)施的位置理應(yīng)如此認(rèn)為產(chǎn)品設(shè)計(jì)，工藝技術(shù)和現(xiàn)行設(shè)施的位置理應(yīng)如此The First Shot Should:第一個(gè)目標(biāo)應(yīng)是：第一個(gè)目標(biāo)應(yīng)是：30Questions To

42、Aide Streamline Process針對理順過程的問題針對理順過程的問題?What Is the Takt Time?什么是標(biāo)準(zhǔn)時(shí)間？什么是標(biāo)準(zhǔn)時(shí)間？?Will You Build to a Finished Goods Supermarket, or Directly to Shipping?你們的產(chǎn)品是到一個(gè)成品貨倉呢，還是直接出運(yùn)你們的產(chǎn)品是到一個(gè)成品貨倉呢，還是直接出運(yùn)？?Where Can You Use Continuous Flow Processing?你們在你們在什么地方能用到持續(xù)流加工？什么地方能用到持續(xù)流加工？?Where Will You Need to Us

43、e Supermarket Pull Systems to Control Upstream Processes?你在什么地方需要運(yùn)用貨倉拉你在什么地方需要運(yùn)用貨倉拉動式系統(tǒng)控制上游的過程？動式系統(tǒng)控制上游的過程？Key Questions關(guān)鍵問題關(guān)鍵問題31Questions To Aide Streamline Process針對理順過程的問題針對理順過程的問題Key Questions關(guān)鍵問題關(guān)鍵問題?At What Point in the Production Chain Will You Schedule? (Pacemaker)你在生產(chǎn)流程中規(guī)劃的那些點(diǎn)都是什么？（生產(chǎn)節(jié)拍）你在

44、生產(chǎn)流程中規(guī)劃的那些點(diǎn)都是什么？（生產(chǎn)節(jié)拍）?How Will You Level the Production Mix at the Pacemaker Process?在制定生產(chǎn)節(jié)拍的過程當(dāng)中，你是如何對生產(chǎn)活動進(jìn)行分級在制定生產(chǎn)節(jié)拍的過程當(dāng)中，你是如何對生產(chǎn)活動進(jìn)行分級？?What Increment of Work Will You Consistently Release and Move at the Pacemaker Process?在制定生產(chǎn)節(jié)拍的過程中，在制定生產(chǎn)節(jié)拍的過程中，你持續(xù)放行和你持續(xù)放行和移動的工作有什么樣的內(nèi)容增加？移動的工作有什么樣的內(nèi)容增加？ ?What

45、Process Improvements Will Be Necessary for the Value Stream to Flow As Your Future-state Design Specifies?為了讓價(jià)值為了讓價(jià)值流按照你未來設(shè)計(jì)所確定的那樣流動，什么樣的過程改進(jìn)將是必要的？流按照你未來設(shè)計(jì)所確定的那樣流動，什么樣的過程改進(jìn)將是必要的？ 32Questions To Aide Streamline Process針對理順過程針對理順過程 的問題的問題 What is the Takt Time?什么是標(biāo)準(zhǔn)時(shí)間什么是標(biāo)準(zhǔn)時(shí)間14,900 pcs / mo.20 days / m

46、o.745 / day=435 min / shift X 2 shifts X 60 secs= 52,200 sec / day52,200 sec / day745 / day=70 SecContinuous Flow?持續(xù)的流程？持續(xù)的流程？ 225.5 sec.70 sec.Takt=3.2PressSub Assy 1MarkAssembleSub Assy 21.5 s40 s71 s54 s59 sSupermarket or To Demand?供應(yīng)還是索求？供應(yīng)還是索求？33Kaizen Burst Map Example短期顯著改進(jìn)策劃的例子短期顯著改進(jìn)策劃的例子Com

47、bine Packaginginto Assembly AreaEliminate UpFront Warehouse Receipt TasksProduction Control生產(chǎn)控制MRPMRP Schedule 計(jì)劃Forecast預(yù)估Orders訂單Daily Orders日訂單15 MinutesNVA = 382 HoursVA = 110 SecProduct XYZ 產(chǎn)品產(chǎn)品ISupplier廠商1 DayCT =20 secSU=60 secIPackaging包裝VA20 sec16 HoursReceipt intoWarehouse成品入倉NVA48 HoursI2

48、 HoursIReceiving收貨NVA10 Days1 DayCustomer客戶Start Here開始開始24 HoursNVAShipping出運(yùn)CT=90 secSU=60 secBul. 800TAssembly組件VA90 Sec4 HoursI34Kaizen Burst Map Example短期顯著改進(jìn)策劃的例子短期顯著改進(jìn)策劃的例子1.0 hr0.5 hrs24 hrs0.5 hrs24 hrs1.0 hrs12 hrs1.0 hr12 hrs1 hr24 hrsWorking TowardFuture State MapSupplierCustomerBuyerAss

49、t.BuyerRequestFormPrintRoomShippingDept.FedxUS MailUPSLook at Direct LinkLook at Electronic Route4.0 hrs97 hrsLead TimeValue - Add Time35Value Stream Mapping Process價(jià)值流策劃過程價(jià)值流策劃過程Future State Drawing未來狀態(tài)描述未來狀態(tài)描述Create a New “Blue-print” of Your Implementation Plan創(chuàng)建一個(gè)新的執(zhí)行你計(jì)劃的創(chuàng)建一個(gè)新的執(zhí)行你計(jì)劃的“藍(lán)圖藍(lán)圖” Guide

50、line for Your Implementation Plan作為作為你執(zhí)行計(jì)劃的指南你執(zhí)行計(jì)劃的指南 Material and Information Flow材料和信息流程材料和信息流程 Draw Using Paper & Pencil用紙用紙&鉛筆來畫鉛筆來畫 Pick a Process選擇過程DrawingCurrent State描述當(dāng)前過程ImprovementOpportunities改進(jìn)機(jī)會DrawingFuture State描繪未來狀態(tài)Plan & Implement計(jì)劃&執(zhí)行36Future State Map Example未來狀

51、態(tài)策劃的例子未來狀態(tài)策劃的例子NVA = 312 HoursVA = 90 SecTotals10 Days90 Sec1 Day1 Day16 HoursIIReceiving收貨IShipping出運(yùn)Production Control生產(chǎn)控制MRPSupplier廠商Customer客戶MRP Schedule計(jì)劃Forecast預(yù)估Orders訂單Daily Orders日訂單Bul. 800TAssembly組件CT=90 secSU=60 sec15 MinutesNVANVAVANVA = 312 HoursVA = 90 SecTotals8 HoursProduct XYZ

52、產(chǎn)品產(chǎn)品37Future State Map Example未來狀態(tài)策劃的例子未來狀態(tài)策劃的例子Look at Direct LinkLook at Electronic RouteFuture State MapSupplierCustomerBuyerAsst.BuyerRequestFormPrintRoomShippingDept.FedxUS MailUPS0.1 4.0 hrs0.7 97 hrsLead TimeValue - Add TimeElectronicDatabaseCustomersPrinter0.5 hrs0.1 hrs0.1 hrsA & B Size

53、38Value Stream Mapping Process價(jià)值流規(guī)劃過程價(jià)值流規(guī)劃過程Implementation Plan執(zhí)行計(jì)劃執(zhí)行計(jì)劃ImplementDont Wait! 執(zhí)行執(zhí)行別等著！別等著！ Identify Tasks to Be Accomplished 識別要完成的任識別要完成的任務(wù)務(wù) Designate Owners of the Tasks指派任務(wù)的責(zé)任人指派任務(wù)的責(zé)任人 Set a Time Frame, Schedule for Completion of Tasks 設(shè)定時(shí)間表，完成任務(wù)的計(jì)劃設(shè)定時(shí)間表，完成任務(wù)的計(jì)劃 Schedule Follow-up Team Meetings 計(jì)