精益生產(chǎn)之超市系統(tǒng)課件

1、精益生產(chǎn)之超市系統(tǒng)第1頁，共42頁。Objectives of this Module這個(gè)模塊的目標(biāo)Participants will be able to: 參與者能夠Identify where supermarkets are needed within a value stream to support a pull system識別出在價(jià)值流的哪里需要設(shè)置超市來支持拉動系統(tǒng)Use the PFEP database to correctly size and maintain supermarkets使用PFEP數(shù)據(jù)庫來正確的估算及維護(hù)超市Link supermarkets to t

2、he overall kanban systems and conveyance routes將超市與整個(gè)看板體系及運(yùn)輸路線鏈接起來第2頁，共42頁。Topics主題What is a Supermarket?什么是超市？Three Steps of Supermarket Design超市設(shè)計(jì)的3大步驟Supermarket Location 超市地址Supermarket Sizing超市大小PFEP (Plan for Every Part) Database PFEP數(shù)據(jù)庫Design Delivery Routes設(shè)計(jì)交付路線Running the Supermarket 運(yùn)行超市G

3、roup Exercises 團(tuán)隊(duì)練習(xí)第3頁，共42頁。Jargon Buster專業(yè)術(shù)語Supermarket超市PFEP (Plan for Every Part) 單個(gè)零件方案Address system地址系統(tǒng)Kanban看板Routes路線VMI供給商管理庫存Jargon Buster PFEP?Supermarket?Address system?第4頁，共42頁。What is a Supermarket?什么是超市Operation工序 20Operation 工序10PULL拉動Supermarkets超市Shipping 出貨Raw materials原材料In-proce

4、ss stock在制品庫存Finished goods成品第5頁，共42頁。What is a Supermarket?什么是超市？A deliberately designed material stores area with controlled quantities of materials 成心設(shè)定的區(qū)域儲存可控?cái)?shù)量的材料The downstream process takes what is needed and the supermarket owner (the upstream process) replenishments下游工序拿取需要的材料，超市的所有人上游工序進(jìn)展補(bǔ)料

5、Unlike traditional stores area, no order forms, paperwork transactions, or stock requisitions are needed other than kanban不同于傳統(tǒng)的儲存區(qū)域，沒有除看板以外的訂單格式， 紙質(zhì)的交割或者物料申請第6頁，共42頁。Heijunka Box321234321234321234234234761321234761321234761321234761321234234234234234234234234234234234234Finished Goods Supermarket成品

6、超市143What is a Supermarket?什么是超市Raw Materials Supermarket原材料超市25761Kanban Post看板架1234CellKanban Post看板架1234Cell453Parts Supermarket零件超市234453第7頁，共42頁。What is a Supermarket?什么是超市？A material stores area which:物料儲存區(qū)：Puts material close to point of use將物料放置在靠近使用點(diǎn)Eliminates shortages消除物料短缺現(xiàn)象Sets minimum

7、and maximum levels for inventory設(shè)定最大庫存及最小庫存量Uses floor space efficiently更有效的利用空間Simplifies ordering and material handling訂購及物料搬運(yùn)簡單化Removes non value added activities: (receiving, putting away, kitting, counting, cycling, requisitions)消除不增值的動作：收貨，擺料，配料，點(diǎn)數(shù)，循環(huán)，申請Improves material flow in the product ce

8、lls改善生產(chǎn)線的物料流程And makes the status of materials visible讓物料狀態(tài)可視化第8頁，共42頁。What is a Supermarket?什么是超市？Simple visual systems show material flow簡單可視化的物料流Location, address and quantity control位置，地址及數(shù)量管理第9頁，共42頁。What is a Supermarket?什么是超市？Supermarkets and material presentation超市及物料準(zhǔn)備Achieve excellent 6S 實(shí)

9、現(xiàn)卓越的6SPresent materials and their information visibly讓物料及信息更加目視化Eliminate defects消除不良Use gravity feeds使用重力送料Reduce motion for loading and unloading減少上料及退料的動作Maintain FIFO 維護(hù)先進(jìn)先出第10頁，共42頁。Three Steps of Supermarket Design超市設(shè)計(jì)的3大步驟Set supermarket location設(shè)置超市的地址Where will supermarkets help us most?超市設(shè)

10、置在哪里更有幫助Determine supermarket sizing定義超市大小PFEP database to determine quantities PFEP數(shù)據(jù)庫來定義數(shù)量Space required 空間的要求Design delivery routes 定義送貨路線Standard work for withdrawal and delivery of parts and containers補(bǔ)料及送貨及周轉(zhuǎn)箱的標(biāo)準(zhǔn)作業(yè)第11頁，共42頁。Step1: Supermarkets Location第一步：超市選址 Typical supermarket locations典型的超

11、市地址At the end of the producer process whenever possible, as a rule在有可能的情況下設(shè)置在在生產(chǎn)工序的尾部At point of use (VMI, C items)在使用點(diǎn)供給商管理庫存， C類零件At receiving (for external suppliers)在收貨區(qū)外部供給商第12頁，共42頁。Close to the point of use as possible越靠近使用點(diǎn)越好Direct delivery to the supermarket直接交貨到超市Minimize repeated handling

12、 將重復(fù)搬運(yùn)減少到最少12Step1: Supermarkets Location第一步：超市選址第13頁，共42頁。Step1: Supermarkets Location第一步：超市選址Standard Approach標(biāo)準(zhǔn)的方法Locate supermarkets at the end of the supplier process or production line將超市設(shè)置在供給流程的最尾端或生產(chǎn)線Make problems immediately visible to the producer process將問題立刻可視化的傳遞到生產(chǎn)工序Do not sacrifice vi

13、sibility for the sake of optimizing the work of material handlers不為優(yōu)化物料搬運(yùn)工作的緣故而犧牲可視化第14頁，共42頁。Step1: Supermarkets Location第一步：超市選址Line生產(chǎn)線 F1Line生產(chǎn)線 F2Line生產(chǎn)線 F3Supermarket超市 1Supermarket超市 2Supermarket超市 3Line生產(chǎn)線 A1Line生產(chǎn)線 A2Line生產(chǎn)線 A3234第15頁，共42頁。Step1: Supermarkets Location第一步：超市選址Centralized Supe

14、rmarket集中化的超市Due to high volume and or mix, the facility layout, the supermarket may not always fit at the end of the line因?yàn)榇笈炕蚨嗥贩N，工廠格局的原因，超市也許不能總是設(shè)置在生產(chǎn)線的尾部。When centralized supermarkets are used they should be located between the upstream and downstream process to minimize material handling集中化的超市用

15、于當(dāng)他們設(shè)置在上游及下游工序來減少物料搬運(yùn)Supermarkets for incoming parts for assembly may be located near the receiving dock來料零件超市可以設(shè)置在靠近收貨區(qū)第16頁，共42頁。Step1: Supermarkets Location第一步：超市選址234Line生產(chǎn)線 F1Line生產(chǎn)線 F2Line生產(chǎn)線 F3Consolidated Supermarket統(tǒng)一的超市Line生產(chǎn)線 A1Line生產(chǎn)線 A2Line生產(chǎn)線 A3第17頁，共42頁。Group Exercise #1 團(tuán)隊(duì)練習(xí) #1Go see

16、activity去現(xiàn)場看Walk through the value stream from end to end Use value stream maps to assist通過現(xiàn)場查看整個(gè)價(jià)值流在價(jià)值流程圖的幫助下Identify locations within site value streams where supermarkets are needed在價(jià)值流程圖中識別出哪里需要超市Document on future state maps where applicable將適用的地方在未來價(jià)值流程圖上表達(dá)Where can we哪里我們可以Support kanban syst

17、em efforts?支持看板系統(tǒng)？Minimize inventory levels?最小化庫存水平？Improve visibility and eliminate shortages?提升可視化及消除物料短缺？第18頁，共42頁。Step 2: Supermarket Sizing第二步：超市大小How much of each part will we keep line side?每個(gè)零件我們需要多少在生產(chǎn)線旁Frequency of conveyance運(yùn)輸?shù)念l率Quantity of conveyance運(yùn)輸?shù)臄?shù)量Minimize line side stock through

18、frequent small deliveries that are part of an overall route通過高頻率小批量的交付來最小化生產(chǎn)線旁的物料第19頁，共42頁。Step 2: Supermarket Sizing第二步：超市大小In order to determine supermarket size, we need to know為了定義超市的大小，我們需要知道Usage volume (quantity)用量的多少數(shù)量What is the scheduling method?什么是方案的方法？Has the usage been leveled?用量被均衡化了嗎

19、？Has the mix been smoothed?生產(chǎn)種類被穩(wěn)定了嗎？Is there a frozen time window? 有一個(gè)凍結(jié)的時(shí)間窗口嗎？Delivery frequency upstream上游工序的交貨頻率Delivery quantity交貨數(shù)量Container size周轉(zhuǎn)箱大小Location of signal信號的位置Weight重量And more等等第20頁，共42頁。The Plan for Every Part (PFEP) answers:單個(gè)零件方案解答了：How is the part purchased?零件如何進(jìn)展采購？Who produ

20、ces this part?誰生產(chǎn)這個(gè)零件？How is it packaged?零件如何包裝？How is the part received?零件如何收貨？Where is it stored?在哪里儲存？Where is its point of use?在哪里使用？How is it delivered to point of use?如何交付到使用點(diǎn)?Step 2: Supermarket Sizing第二步：超市大小第21頁，共42頁。Sample PFEP Data 數(shù)據(jù)的案例Part Number物料編號The number used to identify the mater

21、ials at this site在工廠內(nèi)物料的識別編號Description描述Common name of material物料的通用名稱Daily usage每天用量Average quantity of material used per day物料每天是平均使用量Point of Use使用點(diǎn)Process or area where the material is consumed物料在哪個(gè)工序進(jìn)行消耗Point of Storage儲存點(diǎn)Address or location where material is stored物料存儲的地址Order frequency訂單頻率Ho

22、w often the material is ordered from the supplier下物料訂單的頻率Supplier name供應(yīng)商N(yùn)ame of the supplier of material零件供應(yīng)商的名稱Supplier city供應(yīng)商城市City where the supplier of this material is located零件供應(yīng)商所在城市Supplier region供應(yīng)商地區(qū)Prefecture, state, district, or province where supplier is located零件供應(yīng)商所在區(qū)域Supplier count

23、ry供應(yīng)商國家Country where supplier is located供應(yīng)商所在的國家Container type包裝箱類型Type of the container used for this material物料使用的周轉(zhuǎn)箱類型Container weight包裝箱重量How much an empty container weighs空箱的重量Weight per part零件單重How much one unit of this material weighs單個(gè)零件的重量Total pkg. weight整箱重量Weight of a full container of t

24、his material物料滿箱的總重PFEP (Plan for Every Part) Database PFEP數(shù)據(jù)庫第22頁，共42頁。Container length周轉(zhuǎn)箱長度Length or depth of container周轉(zhuǎn)箱的長度或深度Container width周轉(zhuǎn)箱的寬度Width of container周轉(zhuǎn)箱的寬度Container height周轉(zhuǎn)箱高度Height of container周轉(zhuǎn)箱的高度Use per assembly每個(gè)產(chǎn)品的用量Quantity of material used for one finished product零件在單個(gè)成

25、品中的用量Hourly usage每小時(shí)的使用量Maximum quantity of materials consumed per hour每小時(shí)最大是使用量Standard container quantity標(biāo)準(zhǔn)的周轉(zhuǎn)箱數(shù)量Quantity of material in one full container滿箱中的零件數(shù)量Hourly container usage每小時(shí)的周轉(zhuǎn)箱用量Maximum quantity of containers consumed per hour每小時(shí)周轉(zhuǎn)箱的最大使用量Shipment size送貨的批量大小Standard shipment size (

26、in usage days)標(biāo)準(zhǔn)的出貨大小Carrier貨運(yùn)公司Name of transportation service company運(yùn)輸服務(wù)公司的名稱Time in transit運(yùn)輸時(shí)間Travel time from supplier to site (in days)從供應(yīng)商處到工廠的時(shí)間（天數(shù)）Kanban quantity看板數(shù)量Quantity of kanban cards or pull signals in system拉動信號系統(tǒng)中看板卡的數(shù)量Supplier quality供應(yīng)商質(zhì)量Performance rating for quality (percentag

27、e)質(zhì)量的成績（百分比）Supplier delivery供應(yīng)商交付Performance rating for delivery (percentage)出貨的成績（百分比）Sample PFEP Data數(shù)據(jù)的案例PFEP (Plan for Every Part) PFEP數(shù)據(jù)庫第23頁，共42頁。PFEP Database PFEP數(shù)據(jù)庫PFEP (Plan for Every Part) Database PFEP數(shù)據(jù)庫第24頁，共42頁。For each part number in the supermarket:在超市中的每個(gè)零件編號：What is the average d

28、aily usage?平均每天用量是多少？What is the incoming shipment size (days usage)?來料出貨的大小多少天的用量？How much buffer is required (days usage)?需要的緩沖庫存多少天的用量？PFEP (Plan for Every Part) Database PFEP數(shù)據(jù)庫第25頁，共42頁。Planned Maximum Inventory方案的最大庫存 = Daily usage 每天用量x Shipment size in days usage 出貨的大小多少天的用量x Days usage purc

29、hased parts safety stock采購件平安庫存使用的天數(shù)Safety stock:平安庫存： How many days inventory do we need to guard against我們需要多少天的庫存來保障Supplier issues?供給商問題？Transportation issues?運(yùn)輸問題Internal issues?內(nèi)部問題？Determining Buffer Size定義緩沖庫存的大小第26頁，共42頁。Maximum Container Quantity最大周轉(zhuǎn)箱數(shù)量 =Planned Maximum Inventory Level 方案的

30、最大庫存水平/ Container Quantity包裝箱數(shù)量Calculating Container Quantity計(jì)算周轉(zhuǎn)箱數(shù)量第27頁，共42頁。Updating the PFEP更新PFEP第28頁，共42頁。Group Exercise #2團(tuán)隊(duì)練習(xí) #2Supermarket sizing超市大小Create PFEP Database創(chuàng)立PFEP數(shù)據(jù)庫Use this information to size the supermarket使用這些信息來確定超市大小Design pilot supermarket based on size and ease of storag

31、e and retrieval根據(jù)尺寸及儲存的容易程度設(shè)計(jì)試產(chǎn)的超市的大小第29頁，共42頁。Step 3: Design Delivery Routes第三步：設(shè)計(jì)送貨路線Heijunka Box均衡化生產(chǎn)箱321234321234321234234234761321234761321234761321234761321234234234234234234234234234234234234Finished Goods Supermarket成品超市1234Cell453Kanban Post看板架143Raw Materials Supermarket原材料超市251234Cell761K

32、anban Post看板架Parts Supermarket零件超市234第30頁，共42頁。Step 3: Design Delivery Routes第三步：設(shè)計(jì)送貨路線Set route drive time at no more than 33% of the non-load time of the route 設(shè)置路線運(yùn)輸時(shí)間不超過路線空載時(shí)間的33% Only move material when authorized by the pull signal只有在收到被授權(quán)的拉動信號后才移動物料Ensure kanban system rules are followed and

33、workers remove pull signals when using the first piece in a container確保員工按照規(guī)那么操作：在使用周轉(zhuǎn)箱中第一個(gè)物料時(shí)員工發(fā)出信號Synchronize the lunch and break times of the material handler on the route with those of the workers in the areas being supported將物料搬運(yùn)員與生產(chǎn)線員工的午飯時(shí)間及休息時(shí)間進(jìn)展同步Follow specific route times and frequencies a

34、nd insure that route delivery is not interrupted for any reason按照特定的路線時(shí)間及頻率來保證運(yùn)輸交貨不被任何原因被打斷Standardize work on the delivery route to eliminate all wasted motion and improve continuously標(biāo)準(zhǔn)化在交貨路線上的作業(yè)來消除所有的動作浪費(fèi)及持續(xù)進(jìn)展改進(jìn)第31頁，共42頁。Step 3: Design Delivery Routes第三步：設(shè)計(jì)送貨路線Designate one-way and two-way aisles

35、 along natural flow paths in the facility 指定的單向和雙向沿自然流動路徑的通道設(shè)施Design all routes to flow through the plant and back to the supermarket設(shè)計(jì)所有的通過工廠的路線及返回到超市Design stops and delivery points along the route to minimize the non value-added work for the material handler在路線上設(shè)計(jì)停頓點(diǎn)及交貨點(diǎn)來最小化物料員非增值的工作Design stops

36、and delivery points along the route to minimize non value-added work for the operator who is being supplied在路線上設(shè)計(jì)停頓點(diǎn)及交貨點(diǎn)來最小化生產(chǎn)線員工非增值的工作Start with one-hour delivery routes, aiming for a 95% efficiency (57 minutes)從一小時(shí)的送貨路線開場，目標(biāo)到達(dá)95%的效率Set loading time at the supermarket at 33% or less of the coupled

37、delivery time在超市設(shè)置取料時(shí)間是總交貨時(shí)間的33%或更少第32頁，共42頁。Material Handler Standard Work Example物料員標(biāo)準(zhǔn)作業(yè)的案例Step步驟Standard Work Elements標(biāo)準(zhǔn)作業(yè)步驟Conveyance Cycle Time運(yùn)輸周期時(shí)間1Travel to first delivery point到第一個(gè)送貨點(diǎn)120 seconds秒秒2Pick up withdrawal kanban at first station (delivery point)從第一個(gè)工位拿取補(bǔ)料看板卡10 seconds秒3Pick up em

38、pty containers and load onto trolley拿取空箱放置到物料車上20 seconds秒4Deliver material to first station將物料交付到第一個(gè)工位45 seconds秒5Travel to next delivery point移動到下一個(gè)送貨點(diǎn)10 seconds秒6Travel to second delivery point移動到第二個(gè)送貨點(diǎn)15 seconds秒7Pick up withdrawal kanban at first station (delivery point)從第一個(gè)工位拿取補(bǔ)料看板卡10 seconds秒

39、8Pick up empty containers and load onto trolley拿取空箱放置到物料車上20 seconds秒9Deliver material to second station將物料交付到第二個(gè)工位45 seconds秒10Travel to supermarket移動到超市120 seconds秒11Sort kanban cards for best picking sequence根據(jù)取料的順序挑選看板卡10 seconds秒12Drop off empty containers picked up during route將空箱放置到相應(yīng)的位置45 se

40、conds秒13Collect containers needed for picking and conveyance收集需要的周轉(zhuǎn)箱及運(yùn)輸45 seconds秒14Pick parts and place them on trolley (average of 10 items x 10 seconds秒 per pick)取物料及將物料放置到運(yùn)輸車上（平均10個(gè)零件X每次10秒）100 seconds秒15Place withdrawal kanban cards in respective containers將補(bǔ)料看板卡放置到相應(yīng)的周轉(zhuǎn)箱10 seconds秒Total time f

41、or route總的路線時(shí)間625 sec秒Step 3: Design Delivery Routes第三步：設(shè)計(jì)送貨路線第33頁，共42頁。PUSH-based Material Handling Route推動-基于物料搬運(yùn)路線CCBACCBBAASupermarket超市CBABulk delivery (E.g. 4 hour supply)交貨大小Requires extra space需要額外的空間AAABBBBACCCCC123第34頁，共42頁。PULL-based Material Handling Route拉動-基于物料搬運(yùn)路線CBACBACCBBAASupermark

42、et超市CBA1234567Time-fixed delivery (30 minutes supply)固定時(shí)間的交貨Mixed load conveyance 多品種的運(yùn)輸?shù)?5頁，共42頁。Line #1Line #28:009:0010:0011:0012:0012:3013:30Shift 1345234343345234552552041041761761761119321321311761321234Finished goods supermarket成品超市Customer Pull客戶拉動ABProduction Line生產(chǎn)線761Kanban collected, del

43、ivered看板收集及交付Link Supermarket with Pull System將超市與拉動體系進(jìn)展鏈接To finished goods supermarket送至成品超市Heijunka box 均衡化生產(chǎn)箱第36頁，共42頁。Group Exercise #3 團(tuán)隊(duì)連續(xù)#3Design routes路線設(shè)計(jì)Design material handling routes between supermarkets and points of use在設(shè)計(jì)物料在超市及使用點(diǎn)間的運(yùn)輸路線Practice, time and document the work練習(xí)，時(shí)間及將工作文件化Document provisional standard work, practice and improve文件化暫定的標(biāo)準(zhǔn)作業(yè)，練習(xí)及提高第37頁，共42頁。Running the Supermarket運(yùn)行超市Supermarket Golden Rules超市的金科玉律The producing process takes ownership of the inventory in the supermarket (regardless of physical location)生產(chǎn)工序負(fù)責(zé)超市中的庫存不管實(shí)質(zhì)的地址The downstream process re