何謂精簡生產(chǎn)

1、Lean Manufacturing精簡生產(chǎn) : The Lean Journey精簡之旅 What is Lean Manufacturing ?何謂精簡生產(chǎn)?What is Lean Manufacturing ? 何謂精簡生產(chǎn)?What is Lean Manufacturing ? 何謂精簡生產(chǎn)?Lean Manufacturing精簡生產(chǎn)What is Lean Manufacturing ?何謂精簡生產(chǎn) ?Do we need it ?我們需要她嗎 ?Why?為什么?What do I get out from Lean ?我可以從中獲到什么?Pricing: The New Re

2、ality價(jià)格的新模式The old model舊模式:Cost 成本+ Profit效益 = Price價(jià)格Fixed固定 Fixed固定 Derived獲得The new model新模式:Price價(jià)格 Profit效益 = Cost成本Fixed固定 Fixed固定 Derived獲得New Model新模式:Price is fixed by the competitivemarket. Profit is fixed by shareholder expectations.This means that you must achieve a maximum target cost,

3、 and that cost reduction becomes central to your business strategy.價(jià)格由市場而定,利潤由股東而定,這意味必須達(dá)至最高成本,而節(jié)省成本便成為公司的重要策略.Old model舊模式:The company sets the priceto achieve a target profit.公司目標(biāo)利潤是通過價(jià)格設(shè)定而得.4Shareholders股東-Financial Return財(cái)務(wù)回報(bào)-Reliability可靠-Income Growth收入增加-Survival生存1Customers顧客-Quality品質(zhì)-Respo

4、nsiveness反應(yīng)能力-Cost Advantage成本優(yōu)勢Corporate Challenge企業(yè) 挑戰(zhàn)Partners伙伴Involvement參與Income Growth收入增加Stability穩(wěn)定3Employees顧客 -Job Security工作保障-Self Esteem受尊重/尊敬-Recognition贊賞-Rewards獎勵2New Corporate Response企業(yè)新責(zé)任Improves continuously to sustain a competitive advantage, and持續(xù)改善,維持競爭力優(yōu)勢Treats people as the

5、 only appreciating corporate asset.確認(rèn)“人”為企業(yè)最重要資產(chǎn).Physical and cultural transformation to a customer-centric enterprise that:將現(xiàn)有企業(yè)及文化轉(zhuǎn)變?yōu)橐灶櫩蜑橹行钠髽I(yè)Is in tune with & responsive to changing customer needs,以顧客期望為依歸,所作之調(diào)整及反應(yīng)The Circle of Doom in Manufacturing !生產(chǎn)的厄運(yùn)圖the circle of doomFakeNumbers假數(shù)據(jù)Productio

6、nShortfalls生產(chǎn)不足Hire morePeople聘請大量員工MoreEquipment大量設(shè)備OT加班Out ofControl失控UnrealisticMPS排期不現(xiàn)實(shí)PoorPerformance差的表現(xiàn)4 Steps to break the circle of doom打破厄運(yùn)圖的4個(gè)步驟: Integrity正直 Enthusiasm and Commitment積極/有責(zé)任感Action行動Understanding the customer fully and clearly充分明了客戶的需求Breaking the Circle of Doom打破厄運(yùn)圖Lean s

7、tarted in Toyota 45 years ago精簡生產(chǎn)開始于45年前的豐田公司Two Japanese set out to beat the mass production mode 兩個(gè)日本人建立了突破傳統(tǒng)的大批量生產(chǎn)模式Taiichi OhnoShigeo ShingoLean Manufacturing精簡生產(chǎn)Lean is 精簡是:Mindset of continuous improvement.持續(xù)性改善的觀念Eliminating Waste消除浪費(fèi)Habits習(xí)慣Changing the way we do things改變做事方法Culture文化Believe

8、信任An eye for details親自了解詳情Always shifting the paradigm of satisfaction經(jīng)常轉(zhuǎn)變滿意模式Lean Manufacturing精簡生產(chǎn)What is Lean Manufacturing?何謂精簡生產(chǎn)?Lean is精簡是 :企業(yè)資源計(jì)劃(ERP), 生產(chǎn)資源計(jì)劃(MRPII)KAIZEN改善TQM全面質(zhì)量管理, TQC全面質(zhì)量控制, 6-Sigma6個(gè)標(biāo)準(zhǔn)偏差Just In Time及時(shí)生產(chǎn)Kanban廣告牌Mind set of continuous improvement續(xù)改善的觀念Why do we need Lean

9、Manufacturing ?為什么要精簡生產(chǎn)?Competitive globalization全球性的競爭Survival生存Change - Continuous Improvement 改變 持續(xù)性改善LEAN MANUFACTURING, AN EXAMPLE精簡生產(chǎn)實(shí)例PRATT & WHITNEY AS AN EXAMPLE以PRATT & WHITNEY公司 為實(shí)例:SMALL PRODUCT TEAM (30) MOVING FIRST DESIGN FROM CONCEPT TO LAUNCH IN NINE MONTHS小形的生產(chǎn)小組(30),在9個(gè)月時(shí)間內(nèi)完成從概念設(shè)計(jì)

10、到生產(chǎn)的過程.ENGINEERS LOCATED IN SAME SPACE AS PRODUCTION工程師要與生產(chǎn)中在同一地方工作EQUIPMENT ORGANIZED BY COMPONENT IN PROCESS SEQUENCE設(shè)備是按零件的生產(chǎn)制程來布置.3 Vital Elements 3個(gè)重要因素KaizenBreakthroughMethodology改善突破方法Time Based Strategies時(shí)間策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive a

11、dvantage迅速獲得及維持成果以取得競爭優(yōu)勢Strategic Issues For Manufacturing生產(chǎn)策略Quality: how to improve it品質(zhì):如何改進(jìn)Cost: How to control it成本: 如何控制On-time Delivery: How to ensure it準(zhǔn)時(shí)交貨: 如何保證Failure to improve in all three areas means a loss of competitiveness in todays global markets. 如果我們不能做到所要求的:品質(zhì)、成本和準(zhǔn)時(shí)交貨, 那我們在市場上將失

12、去競爭能力。Operational Lead Time運(yùn)作時(shí)間OrderEntryPre-PlanMfgDistA/RA Time based Strategy時(shí)間為基礎(chǔ)的策略ProductDevelopment開發(fā)Pre-Plan計(jì)劃Manufacturing生產(chǎn)Distribution銷售AccountsReceivable結(jié)算Time時(shí)間To reduce the length of time an organization requires to finance itself減短財(cái)務(wù)結(jié)算時(shí)間Time Based Strategy以時(shí)間為基礎(chǔ)之策略When the time based

13、strategy, the Global Production System, and the Kaizen methodology work in harmony當(dāng)以時(shí)間為基礎(chǔ)策略/全球生產(chǎn)系統(tǒng)/改善突破工作融為一體時(shí):Quality, cost and delivery simultaneously improve QCD同時(shí)得到改善Quality improves by reducing the time between error detection and correction通過減短發(fā)生到發(fā)現(xiàn)次品的時(shí)間來改善質(zhì)量Cost improves by reducing waste and

14、 defects通過減少浪費(fèi)及次品來改善成本.Delivery improves by shortening the time from order to delivery通過減短訂貨到交貨時(shí)間來改善交貨時(shí)間sales grow銷售增長Profits increase利潤提升Time Based Strategy時(shí)間為基礎(chǔ)策略A reduction in manufacturing lead time would:生產(chǎn)周期/前置“時(shí)間縮短可達(dá)成:Get new products to market faster新產(chǎn)品推出更快Get existing products to the custom

15、er faster and shorten order time現(xiàn)有產(chǎn)品訂貨時(shí)間縮短,客人更快獲得貨品.Why focus on manufacturing ?為何以生產(chǎn)為焦點(diǎn)It has the longest lead time of any production segment各生產(chǎn)環(huán)節(jié)前置時(shí)最長It ties up the greatest concentration of assets (people, inventory, equipment, floor space, etc.)使用最多資源(人,庫存,設(shè),備用地等)Reducing manufacturing lead time

16、 creates a pull on the other operational segments for improvement縮短生產(chǎn)周期/前置時(shí)間,同時(shí)帶動其他運(yùn)作部門改進(jìn).Quality and Time質(zhì)量與時(shí)間Focus on reducing the elapsed time:關(guān)注減少下述時(shí)間Between error occurrence and error detection從發(fā)生到發(fā)現(xiàn)時(shí)間Between error detection and corrective action從發(fā)現(xiàn)到糾正時(shí)間Achieve world class quality:達(dá)致世界級質(zhì)量50% an

17、nual reduction in production defects每年減少次品50%Eliminate the root causes - dont do rework消除問題根源 不造翻工Cost and Time成本與時(shí)間TraditionalManufacturing(Batch & Queue)傳統(tǒng)生產(chǎn)(大批量及排隊(duì)等待)Time-BasedManufacturing時(shí)間為基礎(chǔ)生產(chǎn)Time時(shí)間TotalCostTime時(shí)間Total costs decrease with lead time reduction!總時(shí)間減少及成本降低TotalCost總成本Delivery and

18、 Time交貨與時(shí)間The market demands:市場需求Greater variety of products多品種選擇Faster response times快速反應(yīng)時(shí)間A time-based strategy results in:時(shí)間為基礎(chǔ)策略結(jié)果Reduced lead time減短前置時(shí)間Increased manufacturing responsiveness增加生產(chǎn)反應(yīng)能力Improved delivery performance改進(jìn)交貨表現(xiàn)Minimal inventory obsolescence減少庫存及死貨3 Vital Elements 3個(gè)重要因素Ka

19、izenBreakthroughMethodology改善突破方法Time Based Strategies時(shí)間策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive advantage迅速獲得及維持成果以取得競爭優(yōu)勢“Pull“ System 后拉系統(tǒng)Stop producing by pushing parts through the assembly line 停止在生產(chǎn)線將物料前推Use a demand signal at the last operation 在最后工位上

20、設(shè)置“需求“訊號Implications: 含意:The process is based on takt time 制程跟上產(chǎn)距時(shí)間Production is authorized based on customer requests. 生產(chǎn)按顧客所需而定The result: A consistent, minimized lead time 結(jié)果:一個(gè)持續(xù)而短生產(chǎn)周期時(shí)間/前置時(shí)間Removing excess WIP removes the buffer, forcing wasteinto the open - in order to keep production moving,

21、youllneed to eliminate the waste. 移走過多半成品,移走安全庫存,將浪費(fèi)透明話及顯現(xiàn),令生產(chǎn)暢順連貫,我們需要消除浪費(fèi) understand what is “1-Piece Flow”了解何為1件流 learn how to create it in a manufacturing area學(xué)習(xí)如何在生產(chǎn)區(qū)域建立1件流Objectives目的:What is.1-Piece Flow何為1件流Batch vs Flow批vs流Batch Flow批量流Cell Flow單元流Dept 1Dept 2Dept 3Dept 4OUTDONEOUTOUTOUTINI

22、NININDONEINDONEINNatural Groups in each cell每個(gè)單元均為自然組成Work sequence may be different from part flow sequence工作流與零件流可不同43124312What Is “1-Piece Flow”?何為1件流materials flow through a manufacturing process and as this happens, value is added to the materials物料是通過生產(chǎn)制程來流動,對物料來說是增值的.what is the flow time of

23、 an item (start to finish)?何為物料流時(shí)間(開始到結(jié)束)?IN A BATCH ENVIRONMENT, THIS IS A LONG TIME批生產(chǎn)的環(huán)境下,這是個(gè)長的時(shí)間ITEMS SPEND MOST OF THEIR FLOW TIME WAITING物料流時(shí)間大部分花在等待上.creating flow requires a new layout建立流要有新的布局value-adding steps are arranged one after the other增值步驟被安排在一個(gè)接一個(gè)的流動中.in 1-Piece Flow, there are no

24、piles between steps在1件流情形下,步驟間無次品流動.ITEMS ARE HANDLED 1-BY-1.物料1件跟1件的搬運(yùn).ITEMS FLOW “NON-STOP” (NO PILES BETWEEN STEPS)物料流”不停止”(工序間無次品)Cells - The Building Block單元 積木cells are the foundation of performance單元是生產(chǎn)的基礎(chǔ)establish cells first, then improve them先建立單元,再去改進(jìn)LOWESTCOST最低成本ONE BY ONE一個(gè)接一個(gè)DEFECT-FR

25、EE次品-ONDEMAND按需求1-Piece Flow1件流StandardWork標(biāo)準(zhǔn)工作6-SPullSystems后拉式生產(chǎn)Value Stream Analysis First首先進(jìn)行價(jià)值鏈分析use Value Stream Analysis to plan your cells運(yùn)用價(jià)值鏈分析去計(jì)劃單元Value Stream Analysis creates a vision and a plan價(jià)值流分析建立愿景及計(jì)劃three key Value Stream Maps guide action3個(gè)關(guān)鍵的價(jià)值流圖指導(dǎo)行動:CURRENT CONDITIONS (SEE THE

26、 WASTE)當(dāng)前條件(了解浪費(fèi))IDEAL STATE (SEE THE VISION)觀念狀況(了解愿景)FUTURE STATE (SEE THE NEXT 6-12 MONTHS)未來狀態(tài)(了解下6-12個(gè)月)by doing this first, you choose better cells首先通過做這些,你可選擇更好的單元.What Are the Cells Boundaries? 單元的分界線是什么?Value Stream Analysis defines cell boundaries:價(jià)值鏈WHO ARE THE CUSTOMERS? 誰是客戶 WHAT ARE TH

27、E OUTPUTS?輸出什么?WHO ARE THE SUPPLIERS? 誰是供貨商WHAT ARE THE INPUTS?輸入什么WHAT ARE THE TRIGGERS?什么是板機(jī)Cell單元Inputs入Outputs出customers客戶Suppliers供貨商Principles of Cell Design單元設(shè)計(jì)的原則safety first安全第一DONT ALLOW UNSAFE CONDITIONS不允許不安全的環(huán)境MAKE JOBS EASY TO DO (ERGONOMIC)使工作易做PREVENT UNSAFE ACTS (MAKE THEM IMPOSSIBL

28、E)防止非安全行動(使他們不可能發(fā)生)Quality品質(zhì)EVERY PART IS A GOOD PART每個(gè)零件都是好的BUILD PREVENTION INTO PRODUCT AND PROCESS對產(chǎn)品及制程建立預(yù)防措施right-sized equipment 適當(dāng)?shù)脑O(shè)備NO FASTER THAN THE CELLS TARGET TAKT TIME禁止快過單元的目標(biāo)產(chǎn)距時(shí)間1/10TH THE “TYPICAL” CAPITAL COST 1/10為典型的投資成本RUNS AUTONOMOUSLY (LOAD-LOAD) 自主式運(yùn)作(放放式生產(chǎn))Principles of Cel

29、l Design單元設(shè)計(jì)的原則operator work on the inside 操作工在單元內(nèi)NO ISOLATED PEOPLE IN “BIRDCAGES“不要將人孤立在”鳥籠”.VALUE-ADDING WORK DONE ON THE “INSIDE“.增值工作在單元內(nèi)完成.U-SHAPED COUNTER-CLOCKWISE LAYOUTS BEST.”U”型逆時(shí)針方向排位最佳.“charger” work 支持工作SUPPORT WORK DONE ON THE “OUTSIDE“.支持工作在單元外完成.“CHARGER” ROLE (SO PEOPLE “INSIDE” D

30、ONT LEAVE).支持者的角色.(在單元內(nèi)的員工不需要離開崗位)managed with standard work用標(biāo)準(zhǔn)化工作來管理TAKT TIME, WORK SEQUENCE AND STANDARD WIP產(chǎn)距時(shí)間,工作順序及標(biāo)準(zhǔn)半成品.STANDARD DOCUMENTATION POSTED 張貼標(biāo)準(zhǔn)工作文件PRODUCTION CONTROL BOARDS生產(chǎn)監(jiān)控板.Principles of Cell Design單元設(shè)計(jì)的原則no place for WIP 無半成品存貨區(qū)NO ROOM FOR EXTRA PIECES BETWEEN STEPS不準(zhǔn)有多余的半成品存貨

31、房.NO ROOM FOR QUEUES, PALLETS, EXTRA PARTS不允許有排隊(duì),貨盤,多余零件存貨房.no place for junk 不存放垃圾REMOVE OR DISABLE EXTRA HORIZONTAL SURFACES消除或禁止超出水平面的部分.NO CLOSED-DOOR OR CLOSED-DRAWER STORAGE不要私設(shè)小貨倉.tools and parts where needed工具及零件到位TOOLS ON SHADOW-BOARDS OR HUNG WHERE USED工具放在有影子的工具箱內(nèi)或掛在要使用的地方PARTS PRESENTED

32、WHERE THEYRE NEEDED零件按需供應(yīng)AVOID WALKING, REACHING AND TURNING MOTIONS避免走動,伸展,轉(zhuǎn)動的動作.1-Piece Flow 一件流Value Stream Analysis comes first (vision + plans)首先進(jìn)行價(jià)值鏈分析(愿景+計(jì)劃)then, 1-Piece Flow should be created in 2 or 3 steps:然后,1件流應(yīng)當(dāng)按2-3步完成:STEP 1第1步(if needed若需):RIGHT-SIZED EQUIPMENT EVENT(S)合適的設(shè)備項(xiàng)目develop

33、 and build equipment if needed若需要,可開發(fā)及制造設(shè)備STEP 2第2步:EQUIPMENTPREPARATION PROJECT設(shè)備準(zhǔn)備方案buy / build equipment, tools, fixtures買/造設(shè)備工夾具 (dont plan the layout不必計(jì)劃排位)STEP 3第3步:RAPID IMPROVEMENT EVENT快速改善事項(xiàng)implement 1-Piece Flow layout with basic Standard Work以標(biāo)準(zhǔn)工作為基礎(chǔ)推行1件流排位Continue to Establish the Cell不

34、斷的建立單元remember that a cell has一人單元包括1-PIECE FLOW 1件流STANDARD WORK 標(biāo)準(zhǔn)工作6-SPULL SYSTEMS 后拉系統(tǒng)establishing the cell layout is the first step第1步:建立單元排位Standard Work is next (during the same Event)第二步:建立標(biāo)準(zhǔn)工作(同一項(xiàng)目)follow up with good basic 6-S (make it very visual).優(yōu)良的6s是基礎(chǔ).create Pull Systems for cell cus

35、tomers and suppliers建立后拉系統(tǒng)manage the cell (“all or nothing” in first 3 weeks!)單元的管理(前3周”所有或無”)Kaizen Breakthrough Implementation改善突破的推行Phase 1: Waste Elimination, Lead time Reduction第1階段:1.消除浪費(fèi),減少前置時(shí)間1-PIECE FLOW 1件流Cells/Layout 單元/布局Standard Operations/Work標(biāo)準(zhǔn)操作/工作Pace makers調(diào)速器Multi-Process Workers

36、多功能工人Setup Reduction減短裝置時(shí)間Material Handling物料搬運(yùn)Conveyance Systems運(yùn)輸系統(tǒng)Material Presentation物料發(fā)放Water Spider水蜘蛛Super Market 超市Kaizen Breakthrough Implementation改善突破的推行Phase 1: Waste Elimination, Lead time Reduction第1階段:1.消除浪費(fèi),減少前置時(shí)間Quality Assurance質(zhì)量保證Human Line Stops Abnormality Detection/Andons異常推測

37、燈Poke-Yoke 防錯(cuò)裝置Cell Performance Boards.單元生產(chǎn)表現(xiàn)板Workplace Organization 6-S 工場組織 6-sPULL SYSTEMS后拉系統(tǒng)Kaizen Breakthrough Implementation改善突破的推行Phase 2: Equipment Upgrade, Total Quality Management第2階段: 設(shè)備更新,全面質(zhì)量管理Jidoka/Autonomation 自動化Auto. Abnormality Detection 自動異常偵查Separation of Worker from Machine人機(jī)分

38、離Auto unload/Hanedashi, Chaku-Chaku lines 自動裝卸,拿放拉Total Quality Management全面質(zhì)量管理Policy Development政策展開Deployment in Operations動作步署Administrative Kaizen管理改善Product Focused Teams重點(diǎn)產(chǎn)品小組JIT Accounting/Product Costing 及時(shí)結(jié)算/產(chǎn)品成本New Process Development新制程開發(fā)Total Productive Maintenance全員生產(chǎn)維護(hù)Kaizen Breakthro

39、ugh Implementation改善突破推行Phase 3: System Synchronization, Company-wide Improvement第3階段.與系統(tǒng)同步,公司全面的改善Production Smoothing Plan暢順生產(chǎn)計(jì)劃Forecasting預(yù)測Monthly Production Plan月生產(chǎn)計(jì)劃Materials Requirement Plan物料需求計(jì)劃Staffing Plan員工計(jì)劃Kanban Plan廣告牌計(jì)劃Capacity Plan產(chǎn)能計(jì)劃Daily Production Schedule日生產(chǎn)排期Mixed Model Produ

40、ction金類型產(chǎn)品生產(chǎn)Kanban System廣告牌系統(tǒng)Kaizen Breakthrough Implementation改善突破的推行Phase 3: System Synchronization, Company-wide Improvement第3階段:與系統(tǒng)同步,公司全面的改善Total Quality Management全面質(zhì)量管理Policy Deployment - Company-wide政策展開-公司整個(gè)范圍Simultaneous Engineering 同步工程( Production Preparation )生產(chǎn)準(zhǔn)備JIT Accounting 及時(shí)結(jié)算Sha

41、ring分享Supplier Relations 供貨商關(guān)系Why Do 6-S6-SQCDProductivityimprovementSafetyPracticesTrained &MotivatedWork ForceMulti-ProcessHandlersEquipmentReliabilityTPMQualityAssuranceProcessControlsMistake-ProofingFlexibility(Short Lead Time)one piece flowQuick Set upImplementation - 3 Phase Process推行 3個(gè)階段Invo

42、lvement包括Time時(shí)間Waste Elimination 消除浪費(fèi)Phase 1 第1階段Phase 2第2階段Equipment Upgrade設(shè)備更新System Synchronization與系統(tǒng)同步Phase 3第3階段There are essentially two kanban systems: 有兩種廣告牌系統(tǒng)Internal 內(nèi)部廣告牌External or supply 外部或供貨商廣告牌What is Kanban? 何謂廣告牌?Material Management 物料管理A visual pull system to control material co

43、nveyance and inventory levels between customers and suppliers 一套供應(yīng)商與顧客之間有效管理庫存與運(yùn)輸?shù)哪恳暫罄较到y(tǒng).Material Management 物料管理LSSLSSPick-up Kanban 取廣告牌SupplierSupermarket超級市場DropProductionKanban 放置廣告牌RMFGScheduleBoard 生產(chǎn)排板ProductionKanban 生產(chǎn)廣告牌Production Environments Using Kanban Cards 用廣告牌卡管理之生產(chǎn)SubassemblyPart

44、s StoreFinal Assembly 總裝Parts StoreParts SupermarketInternalKanban 內(nèi)部廣告牌Waterspider RoutineSingle ComponentFabrication LineMachining LineMultiple PartsLPS Model Line 將簡生產(chǎn)系統(tǒng)模范生產(chǎn)線Material Management 物料管理機(jī)械生產(chǎn)線(多種零件)配套生產(chǎn)線(單一零件)半成品組合零件存?zhèn)}位物料員供應(yīng)路徑流程超市自動化是.一個(gè)生產(chǎn)系統(tǒng)能夠:把機(jī)器作業(yè)從人工操作中分離出來對生產(chǎn)異常情況作出快速反應(yīng)預(yù)防生產(chǎn)異常的重新出現(xiàn)發(fā)現(xiàn)&

45、更正!POKA YOKE防錯(cuò)裝置Poka Yoke Is防錯(cuò)裝置是: MISTAKE-PROOFING 防錯(cuò) Simple & Inexpensive devices.簡單 & 便宜的裝置 Prevent errors or detect defects.防止錯(cuò)誤或發(fā)現(xiàn)缺陷 100% inspection at source.在源頭100% 檢查 Immediate feedback and action.即刻反饋和行動Standard Operations 操作標(biāo)準(zhǔn)化Standard Operation Elements 操作標(biāo)準(zhǔn)化原素Takt time 產(chǎn)距時(shí)間Cycle times 周期

46、時(shí)間Work sequence 工作順序Standard WIP 標(biāo)準(zhǔn)半成品Identify 確應(yīng)Takt time 產(chǎn)距時(shí)間Existing layout & material flow 現(xiàn)時(shí)擺放圖與物料流Existing work sequence 現(xiàn)時(shí)工作次序Cycle times 周期時(shí)間Quality, safety, waste, ergonomics 品質(zhì),安全,浪費(fèi),人效(人機(jī)效率)Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt,t

47、o offer a solution everybody can understand. 偉大領(lǐng)導(dǎo)永遠(yuǎn)是一個(gè)簡潔者,他能停止?fàn)巿?zhí),爭論,懷疑,同時(shí)給每一個(gè)人清楚明白的答案.Standard Operations標(biāo)準(zhǔn)化操作Standard Operations are.標(biāo)準(zhǔn)操作為.A prescribed sequence of production steps規(guī)定的生產(chǎn)順序Assigned to a single operator指定1個(gè)操作員Which are balanced to the takt time與產(chǎn)距時(shí)間同步Standard Operations Goals標(biāo)準(zhǔn)化操作的目標(biāo)O

48、utput產(chǎn)出Quality品質(zhì)WIP半成品Cost成本Standard Operations Cycle標(biāo)準(zhǔn)化運(yùn)作循環(huán)Identify鑒定Define定義Implement推行Sustain維持Standard Operations 操作標(biāo)準(zhǔn)化Step 1: Observe the current work processes and identify the current state of: 第一步:觀察現(xiàn)時(shí)制程及確認(rèn)現(xiàn)況Quality 品質(zhì)Quantity 數(shù)量Staffing 人員Inventory 庫存Safety 安全Standard Operations 操作標(biāo)準(zhǔn)化Step 2

49、: Define the best possible work process which address the identified issues 第二步:定義最好有效工作制程于特定事項(xiàng)上Step 3: Implement solutions to the identified issues by installing the new work process 第三步:在相關(guān)事項(xiàng)上推行新方法,新制程Step 4: Sustain the new work process by: 第四步:維持新方法新制程Demanding adherence 高要求的堅(jiān)持Continuing to impr

50、ove 持續(xù)改進(jìn)3 Vital Elements 3個(gè)重要因素KaizenBreakthroughMethodology改善突破方法Time Based Strategies時(shí)間策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive advantage迅速獲得及維持成果以取得競爭優(yōu)勢Kaizen Breakthrough Methodology改善突破方法Clear Objectives目標(biāo)明確Team Processes組隊(duì)過程Tight focus on time重點(diǎn)關(guān)注時(shí)間Cr

51、eativity before capital 創(chuàng)造力比投資重要Quick and crude vs slow and elegant快而粗VS慢而精Necessary resources immediately available迅速提供必要的資源Immediate results有直接的效果Implementing the Lean Principles推廣 精簡原則Create a value chain map to identify areas of opportunity.由價(jià)值鏈圖,尋找/確定改進(jìn)機(jī)會Organize the workplace using 5S method.組

52、織良好5S工作場地Implement changes using Kaizen Breakthrough Methodology.用改善突破方法,推行改變Improve productivity using Lean Production System principles and reduce system inventory to reduce cost.用精簡生產(chǎn)原則,改進(jìn)生產(chǎn)力及減少庫存,降低成本.Identify value-adding and non-value-adding activities and set new performance targets.分別增值與非增值活

53、動及設(shè)定新表現(xiàn)目標(biāo).Value-Add vs. Non-Value-Add增值對非增值Value-Adding Activities增值 活動.transform materials and information into products & services which the customer wants.將物料及數(shù)據(jù),轉(zhuǎn)化為顧客所需之產(chǎn)品與服務(wù)Non-Value-Adding Activities. 非增值 活動consume resources, but dont directly contribute to the product or service.耗用資源,但不直接轉(zhuǎn)化為顧

54、問所需之產(chǎn)品與服務(wù)Wastes in Manufacturing生產(chǎn)中浪費(fèi)Defective products次品Overproduction生產(chǎn)過剩Inventories庫存Excess motion過多動作Processing處理動作Transportation運(yùn)輸Waiting等待Lead time reduction is achieved by identifying and eliminating waste.減少周期及前置時(shí)間,確定及消除浪費(fèi)Causes of Waste浪費(fèi)成因Layout (distance)擺放Long setup time長裝置時(shí)間罷放Incapable

55、processes不需要制程/處理Poor maintenance practices差保養(yǎng)/維護(hù)Poor work methods差工作主法Lack of training缺少訓(xùn)練Lack of adherence缺少堅(jiān)持Supervisory roles督導(dǎo)Irrelevant performance measures有關(guān)表現(xiàn)量度Ineffective production planning/scheduling不有效生產(chǎn)計(jì)劃Lack of workplace organization缺少現(xiàn)場組織Supplier quality/reliability供應(yīng)者之質(zhì)量及可靠度More.更多Wh

56、at is a Value Chain Map?什么是價(jià)值鏈圖A tool used to:此工具用來Display the current material and information flow from the customer through the supply base展現(xiàn)物料與信息流動,由供應(yīng)到顧問Identify opportunities and establish project priority確認(rèn)改進(jìn)機(jī)會及優(yōu)先次序Identify and set the vision for the future state Value Chain Map.確認(rèn)及設(shè)立未來目標(biāo)及新價(jià)值

57、鏈Control控制Achieving 6 Sigma Process Capability達(dá)致6 Sigma(6級標(biāo)質(zhì))制程能力Define/ Measure定義/測量Improve改進(jìn)Analyze分析Production Smoothing Benefits生產(chǎn)暢順效果Maintains a consistent, high product quality維持持續(xù)高質(zhì)量Minimizes finished goods inventory 減少成品庫存Reduces the requirements for capital investment減少投資Reduces training co

58、sts減少訓(xùn)練成本Reduces costs due to rework and scrap減少翻工及損耗成本Ensures on-time delivery保證準(zhǔn)時(shí)交貨Quality Cost Delivery !質(zhì)量 成本 交貨A Sea of WIP 平成品海洋Now you see it 你可看到Remove Excess WIP - Forcing Waste into the open移走過多半成品 展現(xiàn)浪費(fèi)Inventory次品過多動作運(yùn)輸生產(chǎn)過剩等待The Partnership Organization伙伴關(guān)系的組織Traditional Relationship Model

59、傳統(tǒng)的伙伴關(guān)系Supplier供貨商RepBuyer買家YourOrganizationCustomer客戶NEW Partnership Model新型的伙伴關(guān)系SupplierYourOrganizationSupport Groups服務(wù)團(tuán)體EngineerEngineer工程師Cultural Transformation 改變文化Cultural change is a long-term process which will require deliberate change in management attitude and some fundamental changes in the environment. 改變文化,是一個(gè)長期工作,在管理態(tài)度上有一個(gè)深思熟慮的改變及在整體環(huán)境下有一個(gè)基本的改變.Requires Senior Management Leadership需要由高層管理領(lǐng)導(dǎo)Sustaining culture change requires alignment of performance measurement to the business objectives. 維持文化改變,表現(xiàn)量度方法要與企業(yè)目標(biāo)相符合Current World Class Performance Benchmarks 典范借鑒 現(xiàn)時(shí)