VSM-Chinese--價值流程圖繪制方法.ppt

1、Introduction 介紹,Value Stream Mapping 價值流程圖,“Whenever there is a product for a customer, there is a value stream.只要有客戶產(chǎn)品的地方，就會有價值流程.The challenge lies in seeing it挑戰(zhàn)就在于發(fā)現(xiàn)它.,Introduction to Lean,What is Lean?,Customer Order,Receipt of cash from customer,Non Value Added Activities.,(Waste Reduction),Ti

2、me line Reduction,Muda,“A manufacturing philosophy that shortens the time line between the customer order and the shipment by elimination of waste (non-value-adding activities).”,50%,45%,5%,The 7 Wastes,T = Transport,I = Inventory,M = Motion,W = Waiting,O = Overproduction,O = Over processing,D = Def

3、ects,What is a Value Stream? 價值流程是什么?,Die casting 壓鑄,Plating 裝配,Assembly 裝配,All of the actions (both value added and non-value added) required to bring a product (product family) through from raw materials to the customer 價值流程是指一件產(chǎn)品(一類產(chǎn)品)從原材料到成品所需要的所有活動(包括增值和非增值) Looks at the Product Flow and Inform

4、ation Flow 觀察產(chǎn)品流和信息流 Current State and Future States are developed 觀察目前現(xiàn)狀并制定未來的改善目標 Used to identify key areas for kaizen opportunities 用于識別改善的重點,Why Do Value Stream Mapping?為什么要繪制價值流程圖?,It helps us to visualize the product flow and understand the information flow 有助于我們看到產(chǎn)品流和了解信息流 It helps us to see

5、 waste 有助于我們發(fā)現(xiàn)浪費 It forms the basis of the formation of a Lean production system 價值流程圖是精益生產(chǎn)體系培訓的基礎 It allows everyone to gain a common understanding of the current state and the future vision 有助于每個人了解現(xiàn)狀和未來愿景,Steps for Value Stream Mapping價值流程圖的繪制步驟,1. Select a product family 選擇一種產(chǎn)品類型 2. Create a cur

6、rent state map 繪制現(xiàn)狀圖 3. Create a future state map 繪制未來愿景圖 4. Develop an action plan for implementation 制定出實施的行動計劃,Definition of “Product Family”: 一類產(chǎn)品的定義 Group of products that pass through similar processing steps/ common equipment in downstream processes 采用相同或相近工藝設備進行加工的產(chǎn)品 Tools: 工具 Part Quantity/

7、Process Route Analysis (PQPR) 部件數(shù)量/工藝路線分析 Information to record: 記錄信息 Product Family Name & Description 種產(chǎn)品類型的名稱和描述 Number of Products within Family 一類產(chǎn)品里產(chǎn)品的數(shù)量 Demand for each Product ： Quantity & Frequency 每個產(chǎn)品的需求： 數(shù)量 & 頻率,Step 1: Select a Product Family 第一步:選擇一種產(chǎn)品類型,Step 1: Select a Product Family

8、第一步:選擇一類產(chǎn)品,Part Quantity/Process Route Analysis (PQPR) 部件數(shù)量/工藝路線分析(PQPR),Step 2: Create the Current State Map第二步: 繪制出現(xiàn)狀圖,Recommendations: 建議 Begin “Within Plant” 從工廠內(nèi)部開始 Use actual, observed data. 使用真實的、觀察得到的數(shù)據(jù) Begin at end point & proceed in reverse flow. 從終點開始并以與生產(chǎn)流程方向相反的順序進行 Walk the entire proce

9、ss first before recording data. 在記錄數(shù)據(jù)之前，先走一遍整個工藝流程 Everyone on the team should create their own map. 小組中的每一個人應繪制出自己的流程圖 Use time units of “seconds” 時間以秒為單位 Use pencil and paper. 用筆和紙,代表性數(shù)據(jù)收集及計算,Drop Off Rate (DOR) 有效作業(yè)時間 Changeover Time (C/O) 轉(zhuǎn)換時間 Availability (Uptime) 可用性(運行時間) Production Batch Siz

10、e 一批生產(chǎn)的數(shù)量 Number of Operators 操作者數(shù)量 Pack Size 一個包裝里的數(shù)量 Available Working Time - # shifts & time 可用的工作時間-多少班以及時間 Scrap Rate 廢品率 Product Variations (i.e. L, R) 產(chǎn)品的變化種類 (就是: 左, 右),.or other meaningful data .或其它有意義的數(shù)據(jù),Rustys Wrench FactoryRusty扳手工廠Case Study案例分析,“Rustys Wrench Factory” Data Set “Rusty扳手

11、工廠”-數(shù)據(jù)設定,BACKGROUND背景 Rustys Wrench Factory produces several types of wrenches and is the sole supplier to Giant Tool Supply, the nations largest supplier of tools to the industrial community. Rusty produces metric and SAE sizes of open-end wrenches. Rusty扳手工廠生產(chǎn)幾種類型的扳手, 是國家工業(yè)界最大的工具供應者巨人工具供應公司唯一的供應商,

12、 Rusty生產(chǎn)公制和SAE尺寸的開口扳手.,CUSTOMER REQUIREMENTS客戶需求: 3,200 Sets per month: 2,200 SAE/1,000 metric. 3,200套每月, 其中2,200套SAE尺寸和1,000套公制. Customer operates on one shift. 客戶的工作是一班制. Wrenches are packed in sets of 25. 扳手的包裝一件是25套. The customer orders by sets. 客戶按套下單. Rustys Wrench provides a daily shipment by

13、 truckload to Giant.扳手廠每天用卡車交貨 WORKTIME工作時間 20 days in a month. 一個月工作20天. Two shift operation in all departments. 所有部門都按兩班制工作 Eight (8) hour shifts. 每班工作8小時. Two 10-minute breaks during each shift. 每一班休息兩個10分鐘 10 minute clean-up allowed each shift. 每一班允許抽10分鐘進行清潔. Unpaid lunch. 自費午餐.,“Rustys Wrench

14、Factory” Data Set “Rusty扳手工廠”-數(shù)據(jù)設定,PRODUCTION PROCESSES生產(chǎn)工藝 Rustys process begins with hot forging (drop forge) a wrench, followed by machining, polishing, plating, and packing into sets. The sets are then staged and shipped to Giant Tool Supply on a daily basis. Rusty的工藝是先熱鍛出扳手, 接著機加工, 拋光, 電鍍, 最后包裝

15、成套. 成套的扳手以天為單位發(fā)貨給巨人工具供應公司. Changing over between SAE and Metric requires 1 hour changeover in Forging, and 20 minutes in Machining. SAE和公制的轉(zhuǎn)換在熱鍛處需要1小時, 機加工處需要20分鐘. Steel bar stock is supplied by Lean Steel Company, delivering twice a week on Monday and Thursday. 鋼棒料由精益鋼材公司提供, 周一和周四每周兩次交貨. RUSTYS PRO

16、DUCTION CONTROL DEPARTMENT: RUSTY生產(chǎn)控制部門 Receives Giants 90/60/30 day forecast and enters into MRP. 收到巨人90/60/30天的訂單預測并輸入MRP. Issues an 8 week forecast to Lean Steel via MRP. 通MRP發(fā)出一個8周的預測訂單給精益鋼材公司. Releases for cut bar stock via weekly faxed orders to Lean Steel. 每周傳真棒料切斷的訂單給精益鋼材公司. Receives daily f

17、irm order from Giant Tool Supply. 每天收到巨人公司確定的訂單. Generates weekly MRP-based build schedules to all manufacturing departments. 每周建立以MRP為基礎的生產(chǎn)計劃發(fā)放給所有生產(chǎn)部門. Issues daily shipping schedule to Shipping Department. 發(fā)放每日出貨計劃給出貨部門,“Rustys Wrench Factory” Data Set “Rusty扳手工廠”-數(shù)據(jù)設定,鍛造,機加工,拋光,電鍍,包裝,出貨,Operation

18、 Description 操作描述,Drop Off Rate Observed 觀察到的有效操作時間,Changeover 轉(zhuǎn)換時間,Machine Reliability 設備可靠性,Quality 質(zhì)量,Inventory庫存,1.5 Days,4.5 Days,6.25 Days,13.75Days,1.5 Days,18.75Days,12 Secs,12 Secs,10 Secs,16 Secs,8 Secs,27000,2000,=,13.5,Multiple Part Flows 多零件的流程,Rustys wrench factory is simplified to bet

19、ter understand the VSM principles. Rusty扳手工廠是簡單化有利于更好理解VSM原理. Many operations have multiple part flows that merge at some point (ie-assembly). 許多運作其實有多個零件流在某一點(裝配)上匯合. Draw these flows over one another on your map. 將這些流程一個個依次畫在你的圖上.,VSM Symbols 價值流程圖圖標Note: Can be cut and pasted for electronic VSMs

20、可剪切和粘貼,Data Box 數(shù)據(jù)框,Suppliers / Customers供應商/客戶,Push 推,Supermarket物料超市,Mixed Model混合模式,Electronic Information Flow電子信息流,Visual Scheduling 可視的計劃安排,Withdrawal Kanban 取件看板,Signal Kanban信號看板,Kaizen Burst急需改善,First In, First Out Lane先進先出通道,Inventory存貨,Step 3: 第三步Developing the Future State制定未來愿景圖,Purpose

21、 of a Future State Map繪制未來情形圖的目的,It forms the basis of an implementation plan towards a Lean Production System 它是制定精益生產(chǎn)體系實施計劃的基礎 It forms a stream of value-adding flow linked to the customer by pull or continuous flow 未來愿景圖中所繪制的是一條與客戶銜接的拉式或連續(xù)流動的增值流 It allows for full participation and buy-in of the

22、team in developing the future vision of the business 它讓團隊充分參與對未來業(yè)務愿景的設計,What is the Takt Time ? 節(jié)拍時間是什么? Will you build to FG Supermarket or Build to Shipping?你是為成品超市還是直接出貨而生產(chǎn)的? Where can you use continuous flow processing? 在哪里你可以運用連續(xù)流加工工藝? 4. Where do you need pull systems ?在哪里需要應用拉式系統(tǒng)? 5. At which

23、 single point (pacemaker) will you schedule production ?你將在哪一個單點(啟博器)上安排生產(chǎn)? 6. How will you level the production mix? 你將怎樣平衡多種產(chǎn)品混合的生產(chǎn)? 7. What process improvements are required as Future State dictates? 要實現(xiàn)未來愿景, 什么樣的工藝改進是必須的?,Key Future State Questions 關(guān)于未來情形的主要問題,What is the TAKT Time? 什么是TAKT時間,TA

24、KT Time TAKT時間 = Available Working Time可用的工作時間 Customer Demand客戶需求產(chǎn)品數(shù) Example: 例如 Available Working Time = 28,800s 1200s = 27, 600s 可利用工時 = 28,800秒-1200秒=27,600秒 Customer Demand = 920 units 客戶產(chǎn)品需求量 = 920件 TAKT Time = 27,600s / 920 units = 60 sec TAKT時間 = 27,600秒/920件 = 60秒,Will you build to FG Super

25、market or Build to Shipping? 將是為成品超市還是出貨主導模式生產(chǎn)?,Goal is to have only one scheduling point 目標是只能有一個制定進度的點 Answer to the above question will determine where that point needs to be 回答了上面的問題后才能決定這個點應該在哪里,STOP If full 滿則停,Can You Use Continuous Flow Processing?你能用連續(xù)流加工工藝嗎?,One piece flow 單件流 Create work

26、cells 單元化生產(chǎn) Balance work to meet TAKT time 平衡生產(chǎn)以達到TAKT時間,Machining 機加工,Assembly 裝配,Where Do You Need Pull Systems?在哪里需要運用拉式系統(tǒng)?,Note: Only consider after flow possibilities are exhausted 僅在流水作業(yè)不可能的情況下考慮 Suppliers with multiple customers具有多客戶的供應商或者是一個單元需生產(chǎn)多個同類型的零件。 Operation Cycle Time Limitations 操作周

27、期時間的限制. Process Location 加工場所. Unreliable Processes 不可靠工序. Long Lead Time Processes 交貨期長的工序。 Upstream Processes operating in Batch Mode 上游工序以批次模式操作.,PITCH節(jié)距,Pitch is the Takt time multiplied by an amount, usually a container quantity, that allows for a reasonable amount of time to deliver and take a

28、way work from a pacemaker process. 節(jié)距是所有節(jié)拍時間的累加, 通常以一個容器的數(shù)量為單位, 這樣允許一個合情合理的從開始到交付的時間.,In our Example在我們的例子中:,Takt 節(jié)拍時間= 13.5 秒 Container Size容器大小 = 25 Pitch節(jié)距= 337.5 秒 (5.6分鐘),1.5 Days,4.5 Days,6.25 Days,13-75 Days,1.5 Days,18.75 Days,12 Secs,12 Secs,10 Secs,16 Secs,8 Secs,TAKT Time,= 13.5 sec,1.5 Days,2 Days,12 Secs,16 Secs,2 Days,1 Day,2 Days Unpacked Finished Goods,12 Secs,1 Day,2 Days,1.5 Days,2 Days,12 Secs,16 Secs,2 Days,1 Day,2 Days Unpacked Finished Goods,12 Secs,1 Day,2 Days,Pacemaker Loop,Mfg. Loop,Forge Loop,Supplier Loop,Step 4: Develop an Action Plan 第四步: 制定行動計劃