看板系統(tǒng)的教案

看板系統(tǒng)的教案第1頁/共121頁ObjectivesofthisModule這個(gè)模塊的目的Participantswillbeableto:參與者能夠：

NamethetypesofKanbanandtheiruses說出看板種類的名稱及用法Describethestepsincirculatingkanban描述看板循環(huán)中的步驟CalculateKanbanquantities,計(jì)算看板數(shù)量Namethe6prerequisitesofKanban說出6中看板必要條件DescribetherelationshipofKanbanandproductionsmoothing(heijunka)描述看板與平穩(wěn)生產(chǎn)的關(guān)系EvaluatethereadinesstoimplementKanbansystem評(píng)估實(shí)施看板系統(tǒng)是否準(zhǔn)備就緒Followthestepstodesignandsetupacompletepullsystemwithinavaluestream在價(jià)值流中根據(jù)步驟設(shè)計(jì)以個(gè)完整的拉動(dòng)系統(tǒng)第2頁/共121頁Topics主題Section1:WhatisKanban?什么是看板？Section2:Two-cardKanbanSystems2張看板卡系統(tǒng)Section3:KanbanCalculation看板的計(jì)算Section4:ManagingtheKanbanSystem管理看板系統(tǒng)Section5:KanbanSystemImplementation看板系統(tǒng)的實(shí)施第3頁/共121頁JargonBuster專業(yè)術(shù)語Kanban看板Supermarket超市ProductionInstructionKanban生產(chǎn)指示看板WithdrawalKanban取料看板Supplier供應(yīng)商SignalKanban信號(hào)看板Safetystock安全庫存Bufferstock緩沖庫存JargonBusterKanban?2-bin?Supermarket?第4頁/共121頁Section1Topics第1章主題WhatisKanban?什么是看板？Definitionsiskanban看板的定義Functionsofkanban看板的功能Formsofkanban看板的形式第5頁/共121頁WhatisKanban?什么是看板Atoolofthepullsystem拉動(dòng)系統(tǒng)的工具Asignalthatauthorizesproductionormovement(withdrawal)ofitems授權(quán)生產(chǎn)或移動(dòng)物料的信號(hào)Theactualcard,containerorphysicalsignalitself實(shí)物卡，周轉(zhuǎn)箱或者實(shí)際的信號(hào)Avisualmethodofcontrollingworkflow,inventedinthedaysbeforeIT一個(gè)目視化的控制生產(chǎn)流的方法，在IT之前發(fā)明Thesystemthatuseskanban這個(gè)系統(tǒng)使用看板第6頁/共121頁WhatisaKanbanSystem什么是看板系統(tǒng)Kanbanisasimpleandeffectivemethodforvisuallycontrollingmaterialflow看板是一個(gè)針對(duì)目視化管理物料流的簡(jiǎn)單高效的方法Thekanbansystemitselfisfullofwastesuchashandling,inventoryandprocessing看板體系本身也是充滿了浪費(fèi),例如物料搬運(yùn)，庫存及操作Kanbanistheacknowledgementofthefailuretoimplementonepieceflow看板承認(rèn)不能實(shí)現(xiàn)單件流的表現(xiàn)第7頁/共121頁WhatisKanban?什么是看板“See”“board”“Signboard”suchasyouseeinfrontofastore“信號(hào)板”例如在庫存前看到的第8頁/共121頁WhatdoesKanbanDo?看板能做什么？Setslimits設(shè)定限制Kanbanislikecurrency–youcannotbuypartswithoutpayingforthem!看板就像貨幣—你不能在沒有付錢的情況下買東西Nothingismadeormovedwithoutakanban在沒有看板的情況不生產(chǎn)或者移動(dòng)物料Makesproblemsvisible讓問題可視化Kanban=inventory=waste看板=庫存=浪費(fèi)第9頁/共121頁TheTwoFunctionsofKanban看板的2種功能Instructprocessestoproduce指示工序進(jìn)行生產(chǎn)Limitsoverproduction限制過量生產(chǎn)Instructmaterialhandlerstomoveproduct指示物料員運(yùn)送產(chǎn)品Withdrawalfromupstreambydownstreamprocess下工序從上工序取料第10頁/共121頁Inapushsystemtherearemanyandcomplexproductionandtransportinstructions在一個(gè)推動(dòng)系統(tǒng)中有很多復(fù)雜的生產(chǎn)及運(yùn)輸指示。Triggeredbypreviousprocess(producer)=push通過上一個(gè)工序來觸發(fā)（生產(chǎn)者）=推動(dòng)TheTwoFunctionsofKanban看板的2種功能第11頁/共121頁P(yáng)roductionKanbanWithdrawalKanbanHeijunkaBoxInapullsystemthereareafewsimpleproductionandtransportinstructions在一個(gè)拉動(dòng)體系中只有1個(gè)簡(jiǎn)單的生產(chǎn)及運(yùn)輸指示Triggeredbynextprocess(customer)=pull通過下工序（客戶）來觸發(fā)=拉動(dòng)TheTwoFunctionsofKanban看板的2種功能第12頁/共121頁FormsofKanban看板的形式Akanbancanbe:看板能夠表現(xiàn)為Classic“twocard”system(usesproductionandwithdrawalcards)經(jīng)典的“2種卡”系統(tǒng)（使用生產(chǎn)及取料看板）“Onecard”systemusesoneofthefollowing“看板”系統(tǒng)使用以下的方式Card卡片Triangularplates三角板Containers周轉(zhuǎn)箱Carts推車Coloredballs不用顏色的球Electronicsignal電子信號(hào)Oranythingthatconveysonlythenecessaryinformation.或者其他人能能夠轉(zhuǎn)換必要信息的工具第13頁/共121頁FormsofKanban看板的形式Containerorsimpledevices周轉(zhuǎn)箱或簡(jiǎn)單的裝置Cardorinformation-bearingtoken卡片或象征性的信息Electronic電子的Easetoimplement容易實(shí)施High高M(jìn)edium中Low低Visibility目視化Medium中High高Low/Medium*低/中Easeofupkeep容易維護(hù)Low低Medium中High高Bestused…但是用于…forsteadydemanditemsincloseproximity穩(wěn)定需求的零件及容易接近的地方…whenprerequisitesconditionsaremet當(dāng)必要條件都滿足…aftermasteringcardkanban在熟練紙質(zhì)看板后*Pureelectronicsignalsareinvisible,e-kanbancombinedwithprintedcardsorvideomonitorsaremediumorhighvisibility單純的電子信號(hào)時(shí)無形的，電子看板與紙質(zhì)的看板合并或者視頻監(jiān)控是中等或高能見度第14頁/共121頁“OneCard”KanbanSignalExamples“卡片”看板信號(hào)的例子第15頁/共121頁Full1of3Full2of3Full3of3Full1of3Full2of3Full3of3DonotproduceEmpty2of3Empty1of3Full3of3Full1of3Full2of3Full3of3DonotproduceEmpty1of3Empty2of3Empty3of3Full1of3Full2of3Full3of3Fill4binsEmpty1of3Empty2of3Empty3of3Empty1of3Full2of3Full3of3Fill4binsEmpty1of3Empty2of3Empty3of3Empty1of3Empty2of3Full3of3Fill4binsEmpty1of3Empty2of3Empty3of3Empty1of3Empty2of3Empty3of3Empty1of3Full2of3DonotproduceFull3of3Full1of3Full2of3Full3of3“EmptySpace”Kanban“空的空間”看板第16頁/共121頁ContainersorSimpleDevices周轉(zhuǎn)箱或簡(jiǎn)單的裝置The2-binsystem（2箱系統(tǒng)）Twobinswithanequalamountofgoodsandinformationaboutthecontainedgoods(name,location,quantity)areprepared準(zhǔn)備好的兩箱與同等數(shù)量的商品和信息所包含的貨物（名稱，位置，數(shù)量）的制備Partsaretakenfromthefirstbin零件從第一箱中拿取Whenthefirstbinisemptyitisthesignaltoreplenishtwomorebins當(dāng)?shù)谝煌笆强盏?，這是補(bǔ)充兩箱的信號(hào)Thesecondbinslidesforwardintopositionofuse第二箱向前滑動(dòng)到使用位置Materialhandlerreplenishestwobinswithinagreedlead-time(beforeallpartsareconsumed)物料員在約定的交貨時(shí)間內(nèi)補(bǔ)充第2箱（在所有零件都被消耗前）“Pleasereplenish”12345第17頁/共121頁ContainersorSimpleDevices周轉(zhuǎn)箱或簡(jiǎn)單的裝置Limitationsofcontainer/devicekanban周轉(zhuǎn)箱或簡(jiǎn)單裝置的局限性Visibility:lineofsightonly,asdevicestypicallydonottravel(exceptcarts,etc.)目視化：唯一的視線，作為設(shè)備通常不移動(dòng)（除推車，等）Quantity:alargenumberofdeviceswillbeneededtosupporthighmix,lowvolumeproduction數(shù)量：大量的設(shè)備需求來支持多品種，小批量生產(chǎn)Flexibility:thecosttomakeormodifydevicesishighcomparedtoprintedcards靈活性：相對(duì)于印刷卡制作或修改設(shè)備成本高第18頁/共121頁KanbanCards看板卡Akanbancard:看板卡：Isthemostcommonandbestknownsignalingmethod是最常見的和最知名的信號(hào)方法Travelswiththepartsbetweensupplierandcustomerprocesses(fromdownstreamtoupstream)與零件一起在供應(yīng)商和客戶的過程之間移動(dòng)。（從下游向上游）Containsinformation(humanandmachinereadable)suchas包含的信息(人和機(jī)器能識(shí)別)例如：Partnameandnumber零件名及編號(hào)Supplierprocessname供應(yīng)工序名Packoutquantity包裝數(shù)量Deliveryaddress運(yùn)送地址Storageaddress儲(chǔ)存地址Withdrawalfrequency補(bǔ)料頻率第19頁/共121頁KanbanCards看板卡Akanbancard:看板卡Differsmostsignificantlywith2-bininthatthecardispulledassoonasthefirstpartistaken與2箱系統(tǒng)最顯著不同是當(dāng)?shù)谝粋€(gè)零件被拿取后立即拉動(dòng)Canbeeithera“move”ora“make”signalfordedicated,first-infirstoutlines以指“移動(dòng)”或“制造”的專用信號(hào)，先進(jìn)先出Mosttypicallyusestwotypesofcards:thewithdrawalkanbanandproductioninstructionkanban通常使用兩種類型的卡：領(lǐng)取看板和生產(chǎn)指令看板第20頁/共121頁Two-cardKanbanCycles2張看板卡循環(huán)ProducerProcess生產(chǎn)工序ConsumerProcess使用工序Materialhandler“move”loop物料員移動(dòng)物料循環(huán)Responsibleforwithdrawalcardsandmaterialmovement用于取料卡及物料移動(dòng)Operator“make”loop員工生產(chǎn)循環(huán)Responsibleforproductioncardsandmakingthings用于生產(chǎn)看板卡及生產(chǎn)產(chǎn)品第21頁/共121頁Section2Topics第2部分主題Two-cardKanbanSystems2種卡看板系統(tǒng)Typesofkanban看板的類型Productioninstructionkanban生產(chǎn)指示看板Signalkanban信號(hào)看板Lotmakingboard批量生產(chǎn)板Withdrawalkanban取料看板Supplierkanban供應(yīng)商看板Kanbancycles看板循環(huán)第22頁/共121頁TypesofKanban看板的類型Kanban看板Productioninstructionkanban生產(chǎn)指示看板Withdrawalkanban取料看板In-processkanban在制看板Signalkanban信號(hào)看板Supplierkanban供應(yīng)商看板Inter-processkanban內(nèi)部工序看板第23頁/共121頁P(yáng)artNumber產(chǎn)品的名稱PartDescription產(chǎn)品的描述SupplierProcessName&Location供應(yīng)的工序名稱及地址ConsumerProcessName&Location使用的工序名稱及地址QuantityPerContainer每箱數(shù)量NumberofCardsinSystem片的數(shù)量(E.g.1of3)BasicCardDesign基本的卡片設(shè)計(jì)第24頁/共121頁InformationonaKanbanCard看板卡上的信息Theaction(make,move,etc.)行動(dòng)（制造，移動(dòng)）Partnumber物料名稱Partdescription物料描述Thesupplier(orprocess)name供應(yīng)商（工序）名稱Quantity數(shù)量Containerquantity周轉(zhuǎn)箱數(shù)量Thesourcelocation物料存儲(chǔ)的地址Thedeliverylocation物料運(yùn)送地址Thetimingoftheaction(kanbancycle)行動(dòng)的時(shí)間（看板循環(huán)時(shí)間）Etc.等等。第25頁/共121頁P(yáng)roductionInstructionCardExample

生產(chǎn)指示卡案例Machining機(jī)器finishedgoodsSupermarket成品超市Supplier：供應(yīng)商Machiningcell#11機(jī)器#11Location：地址B2V7Part#：Partdescription：GyromotorhousingQuantity數(shù)量

：12ProductionLine：生產(chǎn)線：Sub-assemblyCell#8半制品組裝#8Location：地址AssemblyDept.裝配部25210Pointofuseinformation使用點(diǎn)信息Productinformation產(chǎn)品信息Supplierprocessinformation供應(yīng)工序信息第26頁/共121頁P(yáng)roductionInstructionKanban生產(chǎn)指示看板LotforlotChangeovertimesarenotanissue換型時(shí)間不存在問題Canbeproduced“l(fā)otforlot”asneeded根據(jù)需要進(jìn)行批量生產(chǎn)Quantityincontainerissetbypaceofcustomerwithdrawal周轉(zhuǎn)箱內(nèi)的數(shù)量根據(jù)客戶取料的節(jié)拍設(shè)定Productionkanbanalwaysstayswiththeproducer(circulatesinternally)生產(chǎn)看板往往在生產(chǎn)處（內(nèi)部循環(huán)）Removecard(trigger)whenfirstpartisremovedfromcontainer當(dāng)?shù)谝粋€(gè)零件沖周轉(zhuǎn)箱中拿取時(shí)拆下看板卡（觸發(fā)）。第27頁/共121頁P(yáng)roductionInstructionCard:In-process生產(chǎn)指示卡：工序內(nèi)ProducerProcessDownstreamprocessuseswithdrawalkanbantopullmaterial下游工序使用補(bǔ)料看板卡來拉動(dòng)物料Productioninstructioncardisremoved生產(chǎn)指示看板卡被觸發(fā)Teamleadercollectscardsfrompostandplacesthemonkanbanboardasinstructiontoproduce組長(zhǎng)收集看板卡并公布在看板板上用于指示生產(chǎn)Operatorattachesproductioninstructioncardmaterialcontainer,removeswithdrawalcardandplacesitinpost,beginsproductionasinstructedbykanban操作員將生產(chǎn)指示卡附在物料周轉(zhuǎn)箱上，拆下補(bǔ)料看板，并開始按照看板指示進(jìn)行生產(chǎn)。3214第28頁/共121頁KanbaninaBatchProcess批量生產(chǎn)工序的看板Therearethreeprimarymethodsforlinkingkanbantoabatchprocess有3個(gè)初級(jí)的方法將看板與批量生產(chǎn)工序鏈接起來Signalkanbanatreorderpoint信號(hào)看板Patternproduction模式生產(chǎn)Lotmakingboard批量生產(chǎn)板第29頁/共121頁P(yáng)roductionInstruction:SignalKanban生產(chǎn)指示：信號(hào)看板Signalcard(triangle)placestheorder信號(hào)卡（3角）下訂單Materialcard(rectangle)instructsrawmaterialpreparation物料卡（矩形）指示原材料準(zhǔn)備Fixedquantity,variabletimeonly數(shù)量固定，時(shí)間可變Normallyusedwhentheset-uptimeistoolongtomaintainsinglepieceorsmalllots通常情況下用于設(shè)立時(shí)間太長(zhǎng)以至于不能保證單件或者小批量Signalposition=reorderpoint信號(hào)位置=下訂單點(diǎn)Reorderquantity=productionlotsize

訂購數(shù)量=生產(chǎn)批量大小Lotsizeisgreaterthanusagequantity批量大小大于用量數(shù)量第30頁/共121頁SignalKanbanExample信號(hào)看板案例PartNumber零件號(hào)23-8765ContainerQty.包裝數(shù)量50OrderPoint訂單點(diǎn)7StoreLocation儲(chǔ)存位置13-B-8LotSize批量大小25LineNo.生產(chǎn)線11第31頁/共121頁Withdrawalkanban取料看板Productionkanban(materialpreparation)生產(chǎn)看板Signalkanban信號(hào)看板SignalKanban信號(hào)看板Withdrawalkanban取料看板LotproductionprocessSignalKanban信號(hào)看板1432第32頁/共121頁P(yáng)atternProduction模式生產(chǎn)Followingafixedsequence(pattern)ofproductionthatisrepeated按照一個(gè)重復(fù)的固定的生產(chǎn)順序ABCDEFGABCDEFGABCDEFGetc.Optimizedaroundchangeoverdifficulty(e.g.colorchangefromlightertodarker)優(yōu)化換型的難度（例如：顏色從淡到深）Patternreplenishmentcycledeterminessupermarketinventorylevel(e.g.1daypattern=1daysupplyofstock)模式的補(bǔ)料循環(huán)時(shí)間定義了超市庫存的水平（例如：1天模式=1天的庫存）第33頁/共121頁ABCDEFFGGAVisualWheelforPatternProduction

模式生產(chǎn)的目視化轉(zhuǎn)盤第34頁/共121頁P(yáng)atternProduction模式生產(chǎn)Advantagesofpatternproduction模式生產(chǎn)的優(yōu)勢(shì)Simplemethod–maynotrequirekanban簡(jiǎn)單的方法-也許不需要看板Predictablechangeoversequence可預(yù)見的換模順序Batchsizeallowsbufferforvariability批量大小考慮緩沖及變化性Disadvantagesofpatternproduction模式生產(chǎn)的劣勢(shì)Fixedsequencecannotbechanged固定不能更改的順序Hidesproblems–lessneedtoreducechangeovertimes隱藏了問題—減少了換模時(shí)間減少的必要性。Requiresperiodicreanalysisofthedemandpattern要求預(yù)先對(duì)生產(chǎn)需求的模式進(jìn)行分析第35頁/共121頁P(yáng)art#ReorderPointLine訂購點(diǎn)Minimizeschangeoversbyrunningthesamepartnumbersasabatch批量生產(chǎn)相同的品號(hào)來減少換模時(shí)間Whenthearrivingkanbancrossesthereorderpoint,thosepartsmustbeproducednext當(dāng)收到的看板卡超過訂貨點(diǎn)，這些零件必須馬上進(jìn)行生產(chǎn)LotMakingBoard批量生產(chǎn)板A01A02B01B02B03B04C01C02C03Triggered!觸發(fā)Producequantityspecifiedonthe5cards生產(chǎn)數(shù)量設(shè)定為5張卡=productioninstructionkanbancards生產(chǎn)指示看板卡第36頁/共121頁LotMaking批量生產(chǎn)Advantagesoflotmakingboards批量生產(chǎn)板的優(yōu)勢(shì)Morefrequentinformationflowbacktotheproducerprocess(comparedtosignalkanban)VisuallydisplaysinventoryconsumptionratesProblemscanbeseenearlierDisadvantagesoflotmakingboards批量生產(chǎn)板的劣勢(shì)Accuracyofboarddependsonhowquicklykanbancardsarereturnedotheboard批量板的準(zhǔn)確性基于看板卡能夠多快的返回批量板Createsatemptationtobuildahead(beforetriggerpointisreached)創(chuàng)建一個(gè)誘惑點(diǎn)在生產(chǎn)前（在觸發(fā)點(diǎn)到達(dá)前）第37頁/共121頁WithdrawalKanban補(bǔ)料看板Internal–circulatesbetweenprocesseswithinasite內(nèi)部—在工廠內(nèi)部的不同工序間循環(huán)External–circulatesbetweencustomerandsuppliersites外部—在客戶及供應(yīng)商之間循環(huán)第38頁/共121頁P(yáng)ointofuseinformation使用點(diǎn)信息Productinformation生產(chǎn)信息SourceDept.MoldingMachine#:IM-P9Q2Location:地址R1K09BPartdescription:零件描述LowerbasinQuantity數(shù)量:10Kanbancard:3of9看板卡：3of9Operation工序30Deliverylocation:運(yùn)送地址Subassemblycell#2半制品生產(chǎn)線#2Part#零件號(hào)：M-8532Upstreamprocess上游工序Inter-processWithdrawalKanban

內(nèi)部工序補(bǔ)料看板卡第39頁/共121頁Supplier(Withdrawal)Kanban供應(yīng)商（取料）看板Travelsbetweentwodifferentcompanies–customerandsupplier在2加不同的公司間移動(dòng)—客戶與供應(yīng)商Cardcontainspart-specificinformationforbothcompanies(partnumber,location,etc.)卡片包含零件在兩家公司特定的信息（零件編號(hào)，地址等）Eachkanbancardservesasacommerciallybindingorderbasedonblanketpurchaseorderspecifyingvariousterms每個(gè)看板卡服務(wù)于一個(gè)基于特定不同時(shí)期的空白訂單第40頁/共121頁SupplierKanbanCirculation供應(yīng)商看板循環(huán)32145Finishedgoodssupermarket成品超市Supplier供應(yīng)商Supplierkanbanareremovedfromcontainerwhenthefirstpartisusedandplacedinpost當(dāng)?shù)谝粋€(gè)零件被使用時(shí)將供應(yīng)商看板從周轉(zhuǎn)箱上取出Kanbancardsarecollectedfromthepostatasettimeanddeliveredtosortingmachine看板卡被收集并公布定期被公布及送至相應(yīng)的機(jī)器Sortedkanbancardsareplacedinsupplier’sslot分類過的看板卡放置在對(duì)應(yīng)的供應(yīng)商的槽內(nèi)。Supplierpicksupkanbanatthewhentheyarrivetomakeadelivery當(dāng)供應(yīng)商抵達(dá)及送貨時(shí)取回看板卡Supplierkanbanaresortedanddistributedtoshippingareas分類后的供應(yīng)商看板分發(fā)到出貨區(qū)域Kanbanarematchedwithpartsandpreparedaccordingtospecifieddeliverycycle看板卡與相應(yīng)的物料對(duì)應(yīng)起來根據(jù)特定的交貨循環(huán)準(zhǔn)備好Partsaredeliveredfromthesuppliertothereceivingareortheline供應(yīng)商將零件交付到收貨區(qū)域或生產(chǎn)線。67第41頁/共121頁SupplierKanbanCirculation供應(yīng)商看板循環(huán)KanbansflowingbetweencustomersandsuppliersarepartofexistingtheframeworkofblanketPOsanddonotneedtopassthroughsalesorpurchasingorganizations客戶與供應(yīng)商之間的看板流程是現(xiàn)有的空白訂單的架構(gòu)，不需要通過銷售及采購組織。Thekanbancardsdopassthroughsortingcentermanagedbyproductioncontrol生產(chǎn)控制部門通過挑選中心來管理看板卡第42頁/共121頁SupplierKanbanSystemExample供應(yīng)商看板案例Toyotafinalassemblyplant豐田成品組裝工廠15,000vehiclespermonth15000輛車/月1,200employees1200名員工Allsupplierpartsarecontrolledbykanban所有的供應(yīng)商零件通過看板進(jìn)行管理Sortinganddistributioncenterforwithdrawalkanbancards(suppliertransport)用于挑選及分發(fā)補(bǔ)料看板卡的中心（供應(yīng)商運(yùn)輸）Twofulltimeproductioncontrolpeople2個(gè)全日制的生產(chǎn)管理人員第43頁/共121頁SupplierKanbanCardExample供應(yīng)商看板卡案例Pointofuseinformation使用點(diǎn)信息Productinformation產(chǎn)品信息Suppliercode:03-952Supplier:SuperiorMachineSupplierlocation:321IndustryRdIndustry,USAPartdescription:CrankshaftQuantity:8Kanbancycle:1-4-2Receivingdock:4Supermarketlocation:B3-K-12Part#：D-7632Supplierinformation供應(yīng)商信息Deliverytiming第44頁/共121頁SupplierKanbanCycles供應(yīng)商看板循環(huán)Themeaningof“1-4-2”onexamplecard:案例上“1-4-2”的意思1=partsonthecardwillbedeliveredwithinonedayofthecardbeingpulled1=在卡上將在一天內(nèi)被交付的零件4=asupplier’struckwilldeliverthesepartstothesupplierfourtimesperday供應(yīng)商的卡車將會(huì)將這些零件每天4次交付到供應(yīng)商2=thiskanbancardwillreturnnotonthenexttruckbutonthe2ndtruckarriving2=這張看板卡將不會(huì)在下一輛卡車上返回，但是會(huì)在第二輛卡車返回第45頁/共121頁KanbanDeliveryCycles1:4:2“Period”周期Inoneday在一天內(nèi)“Frequency”頻率Makefourdeliveries4次交付“Lag”遲延Andthesepartsmustcomebacktwodeliveriesaftersupplierkanbanissent這些零件在看板卡發(fā)出后的2次交貨后返回SupplierKanbanCycles供應(yīng)商看板循環(huán)第46頁/共121頁Customer客戶Supplier供應(yīng)商SupplierKanbanCycles供應(yīng)商看板循環(huán)Day11stshift2ndshiftPickupPickupPickupPickupDeliveryDeliveryDeliveryDeliveryPickupPickupDeliveryDelivery1:4:21day1天4deliveries4次交付2truckslater2次交付后后BroadcastKanban廣播看板第47頁/共121頁CommunicatingSupplierKanban溝通供應(yīng)商看板ForecastKanban預(yù)測(cè)看板Electronicsignalsentoutseveralhoursinadvanceofphysicalcardsbasedonsetschedulefromdailyorweeklybuildplan根據(jù)每天及每周的計(jì)劃在實(shí)物卡發(fā)出前的幾個(gè)小時(shí)發(fā)出電子信號(hào)Usedforshortlead-timematerials,suchaswhensuppliersareonsamecampus用于生產(chǎn)時(shí)間短的物料，例如當(dāng)供應(yīng)在相同的區(qū)域Adjustmentscanbemadequicklybasedonactualusage可以根據(jù)實(shí)際的用量快速的進(jìn)行調(diào)整第48頁/共121頁CommunicatingSupplierKanban溝通供應(yīng)商看板BroadcastKanban廣播看板Electronicsignalsentoutseveralhoursinadvanceofphysicalcardsbasedonactualusage根據(jù)實(shí)際的使用量在實(shí)物卡發(fā)出前的幾個(gè)小時(shí)發(fā)出電子信號(hào)Usedforlongerlead-timematerials用于生產(chǎn)時(shí)間長(zhǎng)的物料Safetystockmayormaynotbeconsumed–“plannedpull”canbecomepush安全庫存可能不會(huì)被使用，“計(jì)劃的拉動(dòng)”成為推動(dòng)第49頁/共121頁Section3Topics第3章主題KanbanCalculation看板計(jì)算Thevariables變量Kanbanquantitycalculation看板數(shù)量計(jì)算Signalpointcalculation信號(hào)點(diǎn)計(jì)算Threetypesofstock3種庫存類型Calculationexercises計(jì)算練習(xí)Tips提示第50頁/共121頁KanbanSystemParameters看板系統(tǒng)的參數(shù)Kanbancalculationdetermines看板計(jì)算決定于Howmanypartsareneededinthesystem系統(tǒng)中需要多少零件Formandcirculationofkanban形式及看板的循環(huán)Howmanysignalsareneededinthesystem系統(tǒng)中需要多少信號(hào)Totalcardsornon-cardsignals所有的卡及非卡的信號(hào)Totalcontainers所有的周轉(zhuǎn)箱Whenreplenishmentwillhappen補(bǔ)料發(fā)生于Specifiedonthekanbancardorsignal看板卡或信號(hào)中特定的時(shí)間第51頁/共121頁KanbanCalculationVariables看板計(jì)算的變量Allkanbancards所有的看板卡AD=AveragedailydemandAD=每天平均需求RT=ReplenishmentleadtimeRT=補(bǔ)料的時(shí)間SF=SafetyfactorSF=安全因素CQ=ContainerquantityCQ=包裝數(shù)量Signalkanbanonly信號(hào)看板僅僅MD=MonthlydemandMD=每月需求CO/M=ChangeoverspermonthCO/M=每月?lián)Q模次數(shù)第52頁/共121頁AverageDailyDemand(AD)每天平均需求Assumesproductionsmoothing(heijunka)hasbeendonewithaveragedmixandvolumes假設(shè)生產(chǎn)已經(jīng)平穩(wěn)化（平均的種類及生產(chǎn)量）Mayallowforupto10%bufferstockinADbasedonstandarddeviation基于標(biāo)準(zhǔn)偏差允許每天需求量有最高10%的緩沖量Calculatedemandstandarddeviationbasedontimewindowforaveraging(heijunka)基于平均的時(shí)間窗口計(jì)算需求的標(biāo)準(zhǔn)偏差FrequencyofrecalcultionofADisbasedontimewindowforaveraging基于平均的時(shí)間窗口來決定重新計(jì)算每天平均需求的頻率。第53頁/共121頁ReplenishmentTime(RT)補(bǔ)料時(shí)間Theamountoftimefromordersignaltocompletionofthereplenishmentofmaterialfromsupplyprocesstopointofuse完成訂單信號(hào)到完成物料從供應(yīng)流程到使用點(diǎn)的補(bǔ)料時(shí)間。Maybelessthanlead-timewhenpullinggoodsfromfinishedgoodssupermarket(insteadofmanufacturing)當(dāng)從成品超市拉動(dòng)物料時(shí)的時(shí)間將短于生產(chǎn)時(shí)間Includes…包括。。。Timetodeliversignal發(fā)出信號(hào)的時(shí)間Timetoreceivesignal收到信號(hào)的時(shí)間Waitingtime等待的時(shí)間Timetobuild(orpullfromsupermarket)生產(chǎn)的時(shí)間（或從超市拉動(dòng)的時(shí)間）Transporttimedownstream下游運(yùn)輸?shù)臅r(shí)間Timetodeliverpointofuse運(yùn)送到使用點(diǎn)的時(shí)間第54頁/共121頁SafetyFactor(SF)安全因素Failurefactorstakenintoaccount:應(yīng)考慮的失敗因素Downtime停工時(shí)間Qualitylosses質(zhì)量損失Delaysintransportation運(yùn)輸造成的延遲Weatherdelays氣候造成的延遲Laborstoppages停工Etc.等第55頁/共121頁SafetyFactor(SF)安全因數(shù)CalculationTips計(jì)算提示Expressthesumofsafetyfactorsasa%oftotaldemand使用所有需求的百分比的合計(jì)來表達(dá)Downtime=5%停機(jī)=5%Defects=3%壞品=3%Deliverydelays=2%交付延遲=2%Total=5%+3%+2%=10%匯總=5%+3%+2%=10%Thenconvertintodecimal(E.g.10%=0.10)然后轉(zhuǎn)換成小數(shù)點(diǎn)（例如：10%=0.10）SF=(1+0.10)=1.1SF=（1+0.10）第56頁/共121頁SafetyFactor(SF)安全因素Tips:提示Beginwithmorethanenoughtocoverformaterialoutages開始時(shí)準(zhǔn)備較多的物料損耗Thesafetyfactormaybearbitraryatfirst,butaccuracymustcontinuouslyimprove安全因素開始時(shí)可能隨意，但是準(zhǔn)確性需要持續(xù)進(jìn)行改進(jìn)Continuouslyimprovethefailurefactorstoreducethesafetyfactoryandstocklevels不斷的改善實(shí)效因素來減少安全庫存。第57頁/共121頁P(yáng)ullsystemassumption:everythinginproductionandlogisticswillworkasplanned拉動(dòng)系統(tǒng)假設(shè)：所有的生產(chǎn)及物流將按照計(jì)劃完成Averagingofdemandandmix(heijunka)需求被均衡化Predictabledeliverytiming(kruns)可預(yù)測(cè)的交貨時(shí)間Inrealityproblemshappen現(xiàn)實(shí)的問題發(fā)生Thebufferstockandsafetyfactorarecountermeasurestovariation緩沖庫存及安全因素是針對(duì)變差的對(duì)策ThreeTypesofStock3種庫存類型第58頁/共121頁Cyclestock循環(huán)庫存Bufferstock緩沖庫存Safetystock安全庫存Averagedailydemand平均每天需求

×Replenishmenttime補(bǔ)料時(shí)間Cycle循環(huán)+Demandvariationas%ofCyclestock需求的變差作為%的循環(huán)庫存Buffer緩沖+SafetyFactoras%of｛Cyclestock+Bufferstock｝安全因素作為%（循環(huán)庫存+緩沖庫存）Safety安全=Inventory庫存Averagedailydemand(AD)每天的平均需求Replenishmenttime(RT)補(bǔ)料時(shí)間ThreeTypesofStock3種庫存類型Time→第59頁/共121頁Name名稱Definition定義Formula公式Factors因素CycleStock循環(huán)庫存Inventoryneededtocovernormaldemand庫存來滿足正常需求Averagedailydemandxlead-timetoreplenish(days)平均每天需求X補(bǔ)料時(shí)間（天）Averagedemand平均需求Replenishmentlead-time補(bǔ)料時(shí)間BufferStock緩沖庫存Inventoryneededtocovercustomervariation庫存需要滿足客戶變差Demandvariation*/CycleStock需求變差/循環(huán)庫存Forecasterrors預(yù)測(cè)錯(cuò)誤MRPwhipMRP鞭子效用Demandswings需求振幅Servicepolicy服務(wù)政策SafetyStock**安全庫存Inventoryneededtocoverinternallosses庫存來滿足內(nèi)部的損耗PartsLost/(CycleStock+BufferStock)零件損失/(循環(huán)庫存+緩沖庫存)Poorquality差質(zhì)量Downtime停工時(shí)間*Basedonstandarddeviation–nomorethan10%基于標(biāo)準(zhǔn)偏差—不超過10%**Worstcasepieceslossduetoscrap,rework,downtime,latedelivery,etc.基于報(bào)廢，返工，停機(jī)，晚交付等最差的情況ThreeTypesofStock3種庫存類型第60頁/共121頁KanbanQuantityCalculation看板數(shù)量計(jì)算Forin-processorinter-processkanban:工序看板或者工序內(nèi)看板:ADx(RT)x(1+SF)#ofKanbanCards看板卡數(shù)量=CQ第61頁/共121頁KanbanCalculationExercise看板計(jì)算練習(xí)Model型號(hào)AverageDailyDemand平均每天需求ReplenishmentTime補(bǔ)料時(shí)間SafetyFactor安全因素ContainerQuantity包裝數(shù)量A10018%20B2025%20C4537%40HowmanykanbancardsdoweneedforA?ForB?ForC?ABC物料各需要多少看板卡？第62頁/共121頁KanbanQuantityCalculation看板數(shù)量計(jì)算Forsignalkanban:信號(hào)看板MD#ofKanbanCards看板卡數(shù)量=CO/MCQ+[ADx(1+SF)]第63頁/共121頁KanbanCalculationExercise看板計(jì)算練習(xí)Model型號(hào)AverageDailyDemand平均每天需求ReplenishmentTime補(bǔ)料時(shí)間SafetyFactor安全因素ContainerQuantity包裝數(shù)量Model型號(hào)D501,20035%50E3570013%30F451,00036%40HowmanysignalkanbancardsdoweneedforD?ForE?ForF?DEF物料各需要多少看板卡？第64頁/共121頁KanbanQuantityCalculation看板數(shù)量計(jì)算Positionofpullsignal,forsignalkanban:拉動(dòng)信號(hào)的位置，針對(duì)信號(hào)看板ADx(RT)x(1+SF)PositionofSignal信號(hào)的位置=CQSignalkanbanisusedwhentheupstreamprocessproducesinbatchduetolongchangeovertimesandthereforecannotrespondtoeachkanbancardasapullsignal.信號(hào)看板用于當(dāng)上游工序因?yàn)檩^長(zhǎng)的換模時(shí)間進(jìn)行批量生產(chǎn)因此不能夠回應(yīng)每一張單獨(dú)的看板卡及拉動(dòng)信號(hào)第65頁/共121頁KanbanCalculationExercise看板計(jì)算練習(xí)Model型號(hào)AverageDailyDemand平均每天需求ReplenishmentTime補(bǔ)料時(shí)間SafetyFactor安全因素ContainerQuantity包裝數(shù)量D5015%50E3523%30F4516%40WhatisthepositionofthepullsignalforD?ForE?ForF?DEF零件拉動(dòng)信號(hào)的位置在哪里？第66頁/共121頁KanbanQuantityCalculation看板數(shù)量計(jì)算Forsupplierkanban:供應(yīng)商看板ADCQa(c+1)#ofKanbanCards看板卡數(shù)量=[b+(SFx)]xa,b,carekanbancyclevariablesA,b,c是看板循環(huán)的變差1b第67頁/共121頁KanbanCalculationExercise看板計(jì)算練習(xí)Model型號(hào)AverageDailyDemand平均每天需求ReplenishmentTime補(bǔ)料時(shí)間SafetyFactor安全因素ContainerQuantity包裝數(shù)量A1001:4:210%20B201:3:28%20C451:3:315%40HowmanysupplierkanbancardsdoweneedforA?ForB?ForC?ABC零件需求的看板卡數(shù)量第68頁/共121頁KanbanQuantityCalculation看板數(shù)量計(jì)算Calculationtips計(jì)算提示RoundUPwhencalculatingthekanbancardquantity(e.g.23.4=24cards)當(dāng)計(jì)算看板卡數(shù)量時(shí)向上圓整RoundUPwhencalculatingthesignalposition(e.g.16.3=17thcontainer)當(dāng)計(jì)算信號(hào)位置識(shí)向上圓整第69頁/共121頁KanbanSystemTip看板系統(tǒng)提示Improveallvariables(todifferingdegrees)tooptimizethekanbansystem,e.g.:改善所有的變差來優(yōu)化看板系統(tǒng)AD=minimizevariationthroughsalesandoperationsplanning,andreviewingservicepolicies通過銷售，生產(chǎn)計(jì)劃，重新檢查服務(wù)政策來最小化變差RT=improveinternalprocessesorsupplierprocessestoshortentime通過改進(jìn)內(nèi)部流程或供應(yīng)商流程來縮短時(shí)間SF=improvequality,processreliability,deliveryreliability提高質(zhì)量，過程可靠性，運(yùn)輸可靠性CQ=usesmallercontainerstoincreasefrequencyofinformation(order)flowanddeliveries使用小的周轉(zhuǎn)箱來增加信息流及交付的頻率第70頁/共121頁Section4Topics第4章主題ManagingtheKanbanSystem管理看板系統(tǒng)The6prerequisites6個(gè)必要條件The6goldenrules6條金科玉律Kanbancirculationsteps看板循環(huán)步驟Integrationwiththeplanningsystem與計(jì)劃系統(tǒng)進(jìn)行整合第71頁/共121頁WhatDoesitMeantoManagetheKanbanSystem?這對(duì)管理看板系統(tǒng)的意義？Implementthe6Prerequisitesfirst首先實(shí)施6個(gè)必要條件Buildafoundationofstabilitydemand創(chuàng)造一個(gè)需求平穩(wěn)的基礎(chǔ)Buildprocesscapabilityandresponsiveness創(chuàng)造制程能力及應(yīng)答Followthe6GoldenRules按照6條金科玉律Trainandpracticeuntilitbecomessecondnature培訓(xùn)及練習(xí)直到成為第2個(gè)本性Materialconveyancesystemsupportsthepullsystem物料勻速系統(tǒng)支持拉動(dòng)系統(tǒng)Integratewiththeplanningsystem與計(jì)劃系統(tǒng)進(jìn)行整合Responsibilityforadd/removalofcardsbasedondemandandcapabilitychanges負(fù)責(zé)根據(jù)需求及產(chǎn)能的變更來增加或減少看板卡Thekanbancardsreplaceotherpaperinstructions–thesystemmustfailifkanbancardsgomissing看板卡替代其他的紙質(zhì)指示—當(dāng)看板卡丟失時(shí)系統(tǒng)一定會(huì)失效。第72頁/共121頁The6PrerequisitesofKanbanSystems看板系統(tǒng)的6個(gè)必要條件Stableandpredictabledemand平穩(wěn)及可預(yù)測(cè)的需求HeijunkaSmalllotsizesthroughquickchangeover通過快速換模時(shí)間小的生產(chǎn)批量Informationlinkedtomaterial信息與物料鏈接Defect-freedelivery無缺陷的交付Attachkanbancontainer看板附在周轉(zhuǎn)箱上Continuousimprovementdiscipline持續(xù)改進(jìn)記律6Sdiscipline6s紀(jì)律Usekanbantoexposeandproblems使用看板來暴露問題第73頁/共121頁Heijunka=Averagingofbothproductionvolumeandmix生產(chǎn)種類及生產(chǎn)量平均化WITHOUTheijunka,thekanbansystemwillhave:沒有均衡化,看板系統(tǒng)將會(huì)：Excessresourcestorespondtodemandswings,需要多余的資源來應(yīng)對(duì)需求的振幅Excessinventorylevels(settingkanbancardquantityatmaximumdemand),or需要多余的庫存（根據(jù)最大的需求來設(shè)置看板卡數(shù)量）Theneedtoconstantlyadjustkanbanquantitiesandmaterialsinprocessupanddowntomatchdemand不斷的需要調(diào)整看板數(shù)量及WIP數(shù)量來滿足需求KanbanPrerequisite#1:Heijunka看板必要條件#1RefertoActivity4.1tolearnmoreaboutheijunka第74頁/共121頁HeijunkaBoxProductionKanbanWithdrawalKanbanFinishedGoodsSupermarketKanbanPrerequisite#1:Heijunka看板必要條件#2:均衡化生產(chǎn)第75頁/共121頁g=Kanbancard看板卡KanbanBoardDate11-3-2003Time/ProductABCD8AM–9AMg9AM–10AMg10AM–11AMg11AM–12PMgg1PM–2PMg2PM–3PMg3PM–4PMg4PM–5PMggKanbanBoardDate11-3-2003Time/ProductABCD8AM–9AMg9AM–10AMg10AM–11AMg11AM–12PMg1PM–2PMg2PM–3PMg3PM–4PMgg4PM–5PMggHeijunka:1cycle/day1個(gè)循環(huán)/天Heijunka:2cycles/day2個(gè)循環(huán)/天KanbanPrerequisite#1:Heijunka看板必要條件#1：均衡化生產(chǎn)第76頁/共121頁Minimizeset-uptimesandotherfactorsthatincreaselotsize最小化開機(jī)時(shí)間及其他因素來提高批量大小Prerequisite#2:SmallLotProduction必要條件#2：小批量生產(chǎn)WITHOUTsmalllotsizes,thekanbansystemwillhave:沒有小批量生產(chǎn)，看板系統(tǒng)將：Morekanbancardsduetolongreplenishmentleadtimescausedbylargebatchsizes,因?yàn)榇蟮呐吭斐傻难a(bǔ)料時(shí)間長(zhǎng)則需要多的看板

Off-linestorageareasforpartsnotneededinthekanbansystem(overproduction),and線外的存儲(chǔ)區(qū)域不在看板系統(tǒng)內(nèi)（過量生產(chǎn)）Lessresponsivenesstodownstreamchangesincustomerpull,resultinginmoreinventoryan