價值流程圖-VSM

1、Value Stream Mapping (VSM)價值流程圖,Whats Lean 什么是精益生產(chǎn),Lean is a philosophy where waste is identified continuously and eliminated passionately. Waste is any activity (or inactivity) that consumes resources for which the customer is not willing to pay.,Philosophy Thinking Toolkit Practice Journeys Life,N

2、OT a program Not flavor Not a campaign,3 Level of Lean 精益生產(chǎn)的三個層次,Principles Of Lean 精益生產(chǎn)5原則,Customer defines VALUE Identify the VALUE STREAM(and eliminate 8 wastes) Make value-creating steps FLOW Let customer PULL product from you as needed Pursue PERFECTION (empower people who add value),Value Adde

3、d增值 Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) 任何增加市場或產(chǎn)品和服務(wù)的功能或市場形式的活動（客戶愿意為此付費的活動） Non-Value Added Any activity that does not add market form or function or is not necessary. (These activities should be e

4、liminated, simplified, reduced or integrated.) 任何不增加市場或產(chǎn)品和服務(wù)的功能（這些活動應(yīng)當(dāng)消除，簡化，減少或合并）,Value Added vs. Non-Value Added 增值與非增值的定義,Value added or not價值增加或者沒有?,設(shè)置 / 轉(zhuǎn)拉 移動/ 尋找 組裝 包裝 倉庫 返工,今天只有5%的活動增加了價值,接收 檢查 庫存 物料運輸 數(shù)據(jù)登記 計算,Waste is anything that does not directly add value to the final product or contribu

5、te to the products transformation. 浪費是指對最終成品不直接增值或產(chǎn)品的轉(zhuǎn)變不作貢獻的任何東西。 Waste only adds time and cost, no value. 浪費只增加時間和成本，不增加價值。 Waste is the reason that product flow stops and is the cause for non competitiveness. 生產(chǎn)流動的停止是造成浪費的原因，浪費是缺乏競爭性的根源。,浪費是.,What is waste什么是浪費,What Types waste浪費分類,1型浪費： 指的是一系列雖然不

6、對外部顧客創(chuàng)造價值，可能對內(nèi)部客 戶創(chuàng)造價值，主要是因為目前的工藝及技 術(shù)水平或工藝需 要，還不能立即徹底消除的耗費資源的活動。 1型浪費同樣需要去減少和消除。,2型浪費： 指的是可以通過改善，立即可以消除的浪費形態(tài)。浪費廣 泛存在于現(xiàn)場之中，主要以7種典型的浪費形式存在，是我 們需要群策群力，去觀察、發(fā)現(xiàn)并立即消除的對象。,7 Functional Wastes of Lean 精益思想中的七種功能性浪費,DEFECTS,EXTRA PROCESSING,INVENTORY,TRANSPORTATION,OVERPRODUCTION,MOTION,WAITING,Value Stream D

7、efinition 價值流的定義,A Value Stream Map (VSM) is a hand-drawn map that helps people to see and understand process, material and information flow through a production process or value stream, from start to finish.,Why use it ? 為什么使用它,Value Stream Mapping is a Pencil and Paper tool that helps you see and

8、understand the flow of Material and Information as a product makes its way through the value stream. and then use lean tools to eliminate waste 價值流程圖是用鉛筆和白紙作為工具，幫助你去識別和理解在整個產(chǎn)品價值流中的物流和信息流然后利用精益工具，消除浪費。 讓所有與目標價值流有關(guān)的人對當(dāng)前以及未來的狀態(tài)形成共同看法。 為便于交流，提供可視化圖，提供共同語言。 使每個人都能看到浪費的現(xiàn)象，從而將大家的注意力都集中到改進生產(chǎn)上來。 幫助你看到不僅僅是單一的

9、過程，將物流和信息流聯(lián)系起來 為推進改善提供藍圖。 將精益的概念和技術(shù)緊密結(jié)合起來,What we mean by Value Stream Mapping is simple: 我們所說的價值流圖是很簡單的： Follow a products production path from beginning to end (supplier to customer) . 產(chǎn)品的生產(chǎn)路線從開始到結(jié)束（供應(yīng)商到客戶） Carefully Draw a visual representation of every process in the material and information flo

10、w. 過程導(dǎo)向，把物流和信息流和用一種直觀可視的方法仔細的表現(xiàn)出來。 Then ask a set of questions and draw (using Icons) a “Future State” map of how value should flow. 然后問一系列問題，用圖標畫在指明價值流動的將來價值流圖,Value Stream Mapping 價值流圖,Information,Lead Time Data Bar,Manufacturing Loop,Supplier Loop,Customer Loop,Blocks of Value Stream Map價值流圖的5大板塊

11、,VSM Kaizen Steps價值流圖改善的步驟,Step1: Mapping Current VSM。 繪制當(dāng)前價值流圖 1. 1: Understand customer demand 理解客戶的需求 1. 2: Process flow and data box 工序流數(shù)據(jù)箱 - Quick identify main process (in order) 迅速的識別主要的過程(按次序) - Fill in data boxes填寫數(shù)據(jù)箱 1.3: Map the material flow 畫出物料流及庫存三角 - Draw inventory triangles庫存三角 - De

12、livery to customer 產(chǎn)品投遞給客戶 - Delivery from suppliers供應(yīng)商投遞原材料 1.4: Map the information flow 畫出信息流 - How do processes know what to make?怎么知道要做什么？ - Where is material being pushed?哪兒推動物料？ 1. 5: Calculate Total Product Cycle Time 計算產(chǎn)品生產(chǎn)周期 Step 2：Discover kaizen opportunities, Burst point list. 尋找改善機會，繪制

13、爆炸點 Step 3：mapping Future VSM，繪制將來價值流圖 Step 4：Develop and follow action plan。 制定改善行動計劃,Sources for customer data客戶數(shù)據(jù)的來源 Plan for Every Part (PFEP)每個零件的計劃 Budgeted volumes預(yù)算的產(chǎn)量 Production Control forecasts生產(chǎn)控制預(yù)測Analyze variation (daily, weekly, monthly)分析變化（每日，每周，每月） Production history 生產(chǎn)歷史 Analyze v

14、ariation (daily, weekly, monthly)分析變化（每日，每周，每月） Sales information databases銷售信息數(shù)據(jù)庫 Product changes, new business opportunities產(chǎn)品改變，新的業(yè)務(wù)機會,Step 1.1: Understand customer demand 理解客戶需求,CUSTOMER,Demand客戶需求,術(shù)語Takt Time,Takt Time-節(jié)拍時間,Takt Time=客戶需求的速度,假設(shè)我們每天可用時間是27000秒，客戶需求每天是965 PCS,客戶節(jié)拍是多少?,術(shù)語 L/T VAT

15、L/T,Cycle Time is the time it takes an operator to go through all of their work elements before repeating them. Also, it is the time between parts coming off the end of the process (eg, drop-rate from a cell). 周期時間（C/T）：一個零件或產(chǎn)品在一個過程中需多久被完 成 Value Added Time is the time of those work elements that ac

16、tually transform the product in a way the customer is willing to pay for. 產(chǎn)品所經(jīng)歷的實體的變化所耗用的顧客愿意為之買單的時間 Lead Time is the time it takes one piece to move all the way through a process or a value stream, from start to finish (dock to dock). 前置期-在價值流或全過程從開始到完成一個產(chǎn)品所需的時間。,術(shù)語Cycle Time,Cycle Time周期時間,節(jié)拍時間?,總

17、周期時間?,=28 秒,=94 秒,Walk the process走過整個過程 Dont rely on what you think is happening, find out what is really happening 不要依賴你想的，找出事情實際是怎樣。 Record physical data about the process 記錄過程的物理數(shù)據(jù) List out the individual steps in the process列出過程中的每個步驟 In the process use arrows to designate the flow of material

18、between each step在過程中用箭號指出在每個步驟之間的物流,Step 1.2- Process flow and data box 工序流數(shù)據(jù)箱,VSM Current State 價值流圖當(dāng)前狀態(tài),VSM Current State價值流圖當(dāng)前狀態(tài),Map the Process Flow畫出流程圖(產(chǎn)品生產(chǎn)過程),Collect data from the production floor從生產(chǎn)線收集數(shù)據(jù),Shipping,Information for a Process Data Box 數(shù)據(jù)箱中的信息,Identify raw material receipt area

19、 on map識別物料接收處 Determine amount of raw material inventory on hand for product family selected: Days/shifts on hand確定選擇的產(chǎn)品族的存貨數(shù)量：每天/班在手庫存 Identify how material moves through process: Push or Pull識別物料如何在過程中移動：推動或拉動,Step 1.3: Map the Material Flow 畫出物料流圖,VSM Current State價值流圖當(dāng)前狀態(tài),Step 1.3: Map the Mate

20、rial Flow畫出物料流圖,VSM Current State價值流圖當(dāng)前狀態(tài),VSM Current State價值流圖當(dāng)前狀態(tài),Step 1.4: Map the Information Flow 將信息流畫出,Draw a “stepped line” at the bottom of the map在底部畫出階梯圖 Under each inventory location, list the days/shifts on hand在存貨處，列出多少天的庫存在手,Step 1.5: Calculate Total Production Lead time計算產(chǎn)品生產(chǎn)周期,VSM C

21、urrent State價值流圖當(dāng)前狀態(tài),On the right hand side of the chart:在價值流圖右下側(cè): Calculate the Value Created Time by adding all the cycle times 計算價值增值時間 Calculate the Total Production Lead Time by adding the Inventory on hand quantities and the Cycle times 計算總的生產(chǎn)提前期 Determine the “Opportunity Time”確定機會時間,Step 1.5

22、: Calculate Total Product cycle time計算產(chǎn)品生產(chǎn)周期,VSM Current State價值流圖當(dāng)前狀態(tài),Step1.5 : Calculate Total Product cycle time計算產(chǎn)品生產(chǎn)周期,VSM Current State價值流圖當(dāng)前狀態(tài),Creative Thinking創(chuàng)造性思維,Creativity is about breaking down prior assumptions and making new connections for new ideas. At the foundation of the creative

23、 process are three major principles: Separate idea generation from evaluation Challenge assumptions Break and make connections Avoid groupthink,Lean Tools Deployment By Loop,Loop 1 (create continuous flow) 5S Continuous Flow Manufacturing Total Productive Maintenance Set-up Reduction Error Proofing

24、Standardized Work Loop 2 (schedule customer demand) Pull System (pitch) Loop 3 (pull from shared resources and suppliers) Pull System (kanban and FIFO),Completed Current State Map,C/O = 1 hr,#shifts = 2,uptime = 85%,#mach = 1,C/T = 4 sec,10 Days Bar Stock,1800,Loop 1,Loop 2,Loop 3,Value Stream State

25、s & Questions 價值流的狀態(tài)&疑問,1. Arrange production base on Tack time 按照節(jié)拍時間生產(chǎn) 對意外問題作出的快速反應(yīng) 消除意外故障的原因 降低下游工裝配工序的換模時間 2. Connect process by one-piece flow as possible as you can 盡可能創(chuàng)建連續(xù)流 How can you flow with maximum velocity (EPED) within each process? 如何在每個過程以最大速度流動,精益價值流的特征（提問） Lean VSM Characters（Check

26、 List）,3. “Where will you need to use supermarket pull systems?” 在連續(xù)流程無法向上游擴展時，建立超市超市拉動系統(tǒng) Does each “customer” pull from its supplier? 每個客戶都從供應(yīng)商處拉動嗎？ 4. “At what single point in the production chain will you schedule production?”下達訂單到一個點 選擇定拍工序,精益價值流的特征（提問） Lean VSM Characters（Check List）,5. “How wi

27、ll you level the production mix?” 你如何平衡混合式生產(chǎn)（是否在定拍工序，均衡地安排多種產(chǎn)品的生產(chǎn)）；Is final customer demand (ordering if build to order or buying if build to inventory) level? 最終客戶的需求是穩(wěn)定的嗎? Does/can the final build sequence match actual demand? 最終生產(chǎn)順序與實際需求匹配嗎？ Does/can the build sequence match operations capability

28、? 生產(chǎn)順序與運作能力匹配嗎？ 6. Release production requirement lowly & consistently release and take away?” 持續(xù)地向定拍工序下達小批量的生產(chǎn)指令； Are you or can you use milk run logistics? 你能使用無風(fēng)險供應(yīng)嗎？,Future State Questions未來狀態(tài)問題,7. 在定拍工序的上游，開發(fā)每天生產(chǎn)每種零件的能力 （希望到每班、每小時、每個托盤） 8. “What process improvements will be necessary?” 還有什么過程改進

29、是需要來提高快速響應(yīng)的速度及生產(chǎn)的穩(wěn)定性？ Can every process in the value stream build Every Product Every Day? 價值流的每個過程每天都能生產(chǎn)每一種產(chǎn)品嗎？ Where can you reduce inventory to cut lead time? 哪里你能降低庫存以減少提前期 1. Cut WIP first, then先減少在制品，然后 2. Raw Material, then原材料，然后 3. Finished Goods成品 4. SMED 快速換型 Overwhelming process improveme

30、nt need illustrated by Value Stream Mapping. 強制性的過程改善應(yīng)在價值流程圖中表示 Fix the Information system!搞定信息系統(tǒng),Future State Questions未來狀態(tài)問題,Path 2,Path 1,Path 1 =8+2+7+2.3+7 =26.3,Path 2 =10+4+4.5+7+2.3+7=34.8,ExampleCurrent State VSM 當(dāng)前價值流診斷例,ExampleCurrent State VSM 當(dāng)前價值流診斷例,Process Boxes,Dont Wait 不要等待 To “ma

31、nage the exceptions” you need to plan 為了達到期望，你需要計劃。 Tie into business objectives和業(yè)務(wù)目標緊密結(jié)合 Break your future state into “l(fā)oops”將未來狀態(tài)分成幾個圈 Make a VS Plan: What to do by when什么時候做什么 Now relate the FS Map to your layout將未來狀態(tài)圖與你的布局圖聯(lián)系起來 VS Manager completes VS Review form in advance價值流經(jīng)理完成價值流評估表 Conduct

32、VS Reviews walking the flow沿著流程評估價值流,Plan and Implementation,A Plan to Get There到達目標的計劃,Challenges挑戰(zhàn) Distinction between flow of material and flow of information物流和信息流的差別 Information moves with material信息和物流一起流動。 Try to use them all anyway盡量使用所有的概念 Takt time, Flow, Pull, Triggers, etc.節(jié)拍，流，拉動，觸發(fā) Dat

33、a boxes數(shù)據(jù)盒 What data is important? 什么數(shù)據(jù)是重要的 Group needs to decide this 小組必須作出決定,Suggest 提示,To Complete the Cycle, It Helps to Understand the Past and Envision the Future 完成全部狀態(tài)圖會幫助理解過去和想象未來 Current state (where you are now)當(dāng)前狀態(tài)（你在那里） Future state (where you can be in 3 months, or at least this year)

34、未來狀態(tài)（個月后或至少今年內(nèi)會在哪里） Ideal state ( = all value & no muda, a North Star!)理想狀態(tài) (指南針),Value Stream States價值流的狀態(tài),Implementation via Kaizen通過改善來提高,Action Plan and Priority(Example) 行動計劃及優(yōu)先等級,未來價值流,Value Stream Mapping Icons價值流圖圖標,Information Flow 信息流,Signal Kanban 信號看板,Production Pull 生產(chǎn)拉動,Replenish Pull

35、(to user) 補充拉動（給使用者）,Information Flow Icons 信息流圖標,Value Stream Icons價值流圖標,These are the standard Value Stream map flow icons. See the Index of Icons for a more detailed list. 這些是標準的價值流圖的圖標,Material Flow Icons物流圖標,Process工序框 Outside Entities外部實體 Data Box數(shù)據(jù)箱,Icon圖標 Represents代表 Notes注釋,One box equals

36、an area of continuous flow. Label all processes. Also used for depts. Like production control 每個盒子等于連續(xù)流中的一個區(qū)域，也用作表示部門，如生產(chǎn)控制 Use to show customer, suppliers and external manufacturing processes 用來表示客戶供應(yīng)商和外部制造過程 Used to record information concerning a manufacturing process, department, etc. 用來記錄與制造過程，

37、部門相關(guān)的信息,Material Source: “Learning to See” Appendix A,I,300 Pieces, 1 day,Icon Represents Notes,Inventory存貨 Count and time should noted 數(shù)量和時間應(yīng)當(dāng)記錄 Supermarket Direction of legs indicate in and out 超市 方向表示進出 Buffer or safety stock Buffer or safety stock must be noted on the drawings 緩沖或安全庫存 緩沖或安全庫存必須表

38、示在圖上 Truck Shipment Note frequency of shipments 卡車運輸 表示運輸?shù)念l率,Material Flow Icons物流圖標,Icon Represents Notes,Movement of Finished Goods 成品的運動 “Push” material movement推動物料運動 Physical pull物理拉動 Transfer of controlled quantities of material between processes in a first in first out sequence用先進先出的順序轉(zhuǎn)移控制數(shù)量的

39、物料,Also shows movement of raw material and components from suppliers 同時表示來自供應(yīng)商的原材料和配件 Identifies material pushed by the supplier not pulled by the consumer 識別由供應(yīng)商推動的物料而不是由客戶拉動的。 Pull of materials from a supermarket 從超市拉動物料 Indicates a device to limit quantity and ensure FIFO flow of material between

40、 processes. Max quantity should be indicated. Use downstream pacemaker processes only!表示一個有數(shù)量限制的裝置和確保先進先出的物流，應(yīng)當(dāng)表示最大數(shù)量.使用在向下流動的帶動過程,Material Flow Icons物流圖標,Material Flow Icons物流圖標,Tugger route. Place symbol over the physical pull arrow line or the dotted withdrawal kanban line拖動路線，將該符號放在物理拉動箭號線或虛線拉動看

41、板線上 Hand cart route. Place symbol over the physical pull arrow line or the dotted withdrawal kanban line手推車 Use only for current state僅用于當(dāng)前狀態(tài),Icon Represents Notes,Used for a motorized vehicle of some type to deliver materials on a timed sequenced route 用于機動的定時的順序物料輸送 Used for a hand powered vehicle

42、 of some type to deliver materials on time sequenced route.用于手動的定時的順序物料輸送 Used only in a push environment僅用于推動的環(huán)境,Information Flow Icons信息流圖標,Icon Represents Notes,Manual information flow手工信息流 Electronic information flow電子信息流 Captures information獲取的信息 “Go See” production scheduling 去看生產(chǎn)排程,Example: p

43、roduction schedule to shipping 例如:出貨生產(chǎn)排程 Example: EDI to suppliers例如:與供應(yīng)商的電子數(shù)據(jù)交換 Used to describe an information flow用來表示信息流 Adjusting scheduling based on checking inventory level. Not a true pull. Used in current state diagrams only依據(jù)存貨水平調(diào)整排程，不是真正的拉動，僅用在當(dāng)前狀態(tài)圖,Information Flow Icons信息流圖標,Icon Represents Notes,20,Production Kanban (dotted