《创建连续流》PPT课件.ppt

1,创建连续流,2,Making Continuous flow,3,诺加莱斯Lambda 公司单元录像,观看录像: 记录下你喜欢的东西. 记录下你不喜欢的东西,4,Nogales Lambda cell video,Look at the video: Make a note of the things you like. Make a note of the things you dislike,5,连续流原则,单件流 根据 “客户”需求进行生产 在源头抓质量&停止流程(自主管理) 专用设备，无需安装 柔性生产能力以满足不断变化的需求 “标准”在制品 使人员和产品的移动最小化 低库存水平(原物料，在制品和成品) 通过与供应商相联接的看板系统进行应用现场的库存控制 对所有过程实施可视化控制 卓越的全面生产力保养（TPM）和新五常法（New5S）现场管理,6,Continuous flow principles.,One-piece Flow Manufacturing based upon “customer” demand Quality at source & stop the process (Jidoka). Dedicated equipment with no setup Flexible capacity for changing demand. “Standard” work-in-process Minimize movement of the person and product. Low inventory levels ( Raw material, WIP and finished goods) Point of use inventory control with Kanban linking suppliers Visual controls for all processes Excellent TPM and 5S,动作分析,浪费,增值,操作,动作,偶然操作,举例 等待 走动去取零件 运输时间,举例 检查 移动工具 使用夹具和旋转设备,举例 打孔 用螺栓将零件拧到一起,8,Analysis of motion,Waste,Value Adding,Work,Motion,Incidental Work,Examples Waiting Walking to get parts Transportation time,Examples Inspection Moving tools Using fixtures and gigs,Examples Punching Bolting parts together,9,动作元素分析,只有3个动作元素是增值动作,是哪3个?,装配，拆卸，使用,10,Analysis of motion elements,Only 3 elements add value, which Ones?,Assemble, Disassemble and Use,11,实现动作经济性的贴士,移动身体的幅度尽量要小,对于轻量的工作,移动手和手臂,而不是上臂和肩膀,避免方向的改变, 确保动作顺畅无阻,避免使得人身体重心位置改变的不自然的姿势,形成有节奏的操作顺序.,尽量避免需要高度集中注意力的情况,尽可能避免持续拿着物料或工具,12,Tips for economy of movement.,Move the body as little as possible.,For light work move hands and wrists rather than upper arms and shoulders.,Avoid changes in direction and make movement unrestricted.,Avoid un-natural positions where the persons centre of gravity is shifted,Establish a sequence of operations which produces a rhythm.,Minimise need to maintain concentration at high levels.,Avoid holding materials and tools where practical.,13,单元生产布局贴士,将机器放在靠近工位的地方,从而减少行走距离,操作人员操作区域和行走通道应确保动作的顺畅无阻,生产单元的宽度应该保持在大约1.5米,杜绝存货可能堆积的场地和工作面,将第一道流程和最后一道流程紧靠一起,确保工作面和库存点维持固定高度,所有的物料都要水平传送,利用重力来协助搬运物料,14,Tips for cell layout,Place machines and work stations close together to reduce walking distance.,The operator working area and walking path should be free from barriers to movement,The width of the cell should be kept to around 1.5m width.,Eliminate spaces and surfaces where inventory can accumulate,Put the start and finish processes close together.,Keep a constant height for work surfaces and inventory points,Keep all material transfers horizontal.,Use gravity to assist movement of materials,15,单元生产布局贴士(续).,将所有的工具都摆放在靠近操作点的位置,并使用有伸缩性的低垂软管,使用无需安装的专用工具. 如果可能,将两个以上的工具组合在一起,布局要有弹性,以便将来调整在工位上使用滚动装置,设计良好的工效学及新五常法现场管理，包括足够的照明,将品质内化到每个步骤的流程中,采取防错法,消除起重设备的使用,16,Tips for cell layout (continued).,Keep all tools close to the operation and use flexible hose drops.,Use dedicated tools to avoid setup. Where possible combine two or more tools together,Make the layout flexible so changes can be made in future Use rollers on work stations.,Design good ergonomics and good New 5S including lighting.,Build quality into the process at each step. Mistake Proofing.,Eliminate use of cranes.,17,机器贴士,单项任务使用专用的小型设备，不要使用多功能设备,在操作人员需要使用双手操作的地方引进自动弹出机构（弯曲机）,机器加工应按单件流方式（一个合约流动）,使用探测器来检查异常情况,以可维护性为宗旨进行设计,定拍机器流程加上安装的时间要少于一个节拍时间周期,消除安装时间,18,Tips for machines,Use dedicated and small equipment for single task rather than multi task equipment.,Introduce auto-eject mechanisms where operators need to use both hands (Bending machines),Machines should process one piece flow (One Contract flow),Incorporate sensors to check for abnormal conditions,Design in maintainability,Pace maker machine processes with setup less than one Takt time cycle,Eliminate setup time,19,物料管理贴士,不要关注安排车间生产进度的物料需求规划(MRP),将零件摆放在最靠近应用现场的地方,但是不要阻塞操作人员的行走通道,将需更换的各种配件放在操作人员的附近以减少转换时间,切勿在中断操作人员的工作周期的情况下补充零件,在应用现场摆放的存货不得超过2小时用量,通过 “水蜘蛛”/物料输送系统来实现 “单合约流”,使用看板系统来联接供应链,容器的尺寸要便于操作人员操作或单位生产时间的生产量,20,Tips for materials management,Switch off MRP for scheduling the shop floor.,Place parts close as possible to point of use but not in the walking path of the operator.,Keep all variation of parts close to the operator to eliminate changeover time.,Never interrupt the operator work cycle to replenish parts.,Keep no more than 2 hours inventory at point of use,Make One Contract Flow with use of Waterspider / material handler,Use Kanban to link supply chain,Size containers for the convenience of operators or pitch quantity.,21,当前状态,20m,16m,冲孔机,弯曲机,2天,装货,出,10天 原材料,通道,3天,装配站1,点焊机,装配站2,3 天,1 天,2 天,3 天,无连续流订货至交货的时间按天/周计算 无人员流 未按照节拍时间生产 过多的操作人员,小时,22,Current State,20m,16m,Punching Machine,a,Bending Machine,2 Days,Load,Out,10 days Raw Material,Aisle way,3 Days,Assembly station 1,Spot- Weld machine,Assembly Station 2,3 Days,1 Day,2 Days,3 Days,No continuous flow Lead time is days / weeks No people flow Not working to Takt time Too many operators,Hours,23,未来状态,冲孔机,装货,出,弯曲机,装配站 1,点焊机,装配站2,通过减少准备时间来实现单件流 订货至交货现在按分或小时来计算 没有场地可以累积存货 减少操作人员的动作 产出等于节拍时间 操作人员将各流程组合 减少了2个操作人员（生产效率提高了40%） 周期时间缩短了5% 包装融入装配2（准备发货）中,1 件,1 件,1 件,2 天,1 件,10m,6m,24,Future State,Punching Machine,Load,Out,Bending Machine,Assembly station 1,Spot- Weld machine,Assembly Station 2,Hours,One piece Flow by setup reduction. Lead time now minutes / hours. No space for inventory to accumulate Limited movement of operator. Output equals takt time operators combine processes 2 less operators (40% productivity increase) 5% reduction of cycle time Packing integrated into Assembly 2 (ready for shipping),1 piece,1 piece,1 piece,2 days,1 piece,10m,6m,25,单合约流.操作台有轮子! 将所有动作减到最少。所有的工具和零件都放在手边 控制节拍时间从而对照目标检查进度情况,单件流,26,One Contract flow. The workstation has wheels! Minimise all movement. All tools and parts are at point of use. Takt time control to check progress against target.,One Piece Flow,27,看板系统和水蜘蛛的概念,28,1,2,3,4,5,6,Process,Cart,Supermarket,1,2,3,4,5,6,Concept of Kanban and Waterspider,29,流动式料架往返,操作人员，水蜘蛛和重力送给的物料之间的相互作用,零件,零件,零件,零件,零件,空箱,空箱,零件,零件,物料 进入,内部 单元,操作台,重力送料,空箱运出,水蜘蛛区域,操作人员工作区,产品的流动,30,Flow rack with return,The interaction of the operator, the water-spider and gravity fed materials.,Parts,Parts,Parts,Parts,Parts,empty,empty,Parts,Parts,Materials In,Inside Cell,Work station,Gravity Feed,Empty boxes out,Water Spider area,Operator working area,Flow of product,31,“水蜘蛛”或物料输送系统,水蜘蛛专用通道 从后面供料,32,The Water spider or Material handler,Ensured aisle for Water spiders Part Supply from the back,33,看板系统,对于标准零件，使用 “双仓法”进行补料。,34,Kanban,With Standard parts the two bin method is used for replenishment.,35,零件的单合约包,36,One Contract Kit of parts.,37,可视化控制,在工作区对面放置可视化指示，提供安全和品质信息。,38,Visual Controls,Visual instruction opposite working area for safety and quality information.,39,看板系统,将我们的供应基地与连续流流程相联系 诺加莱斯案例分析,40,Kanban,Linking our supply base with our continuous flow processes Nogales Case study,41,愿景,无库房存放零件或成品 取消接收入库检验功能,在供应商处完成该项工作 物料由供应商存放在距工厂3英里的当地仓库 供应商将物料 “适时的”送到生产单元的应用现场(操作台) 当物料送到生产单元后,物料的所有权交给生产单元 收到物料后开出收料凭证 物料按生产计划依次送达生产单元. 在需要的时间、场所得到我们需要的物料,42,The Vision,No storerooms for Parts or Finished Goods. Eliminate Receiving Inspection Functions, do it at the supplier Material stocked by Supplier in local warehouse within 3 miles of the plant. Supplier delivers the material to the production cells in “Just in Time” to Point Of Use ( Workstation). Ownership of the material will change hands as material is delivered to the cell. Material vouchered upon received Material is delivered sequenced to Production Schedule. What we need, When we need it, To where we need it,43,供应商网络,往美国,CONCISE,AVNET (IPS),CIMSA,GABINETES (G&L),SUBMEX,TUC.CONT. SAMSON STENCIL OTIS HRS,GRAND ALLPHASE INSILCO SIGNAL,DRAKA AFI HI-TECH DESERT DECAL DMC,OTIS NOGALES I,44,Supplier Network,TO U.S.A,CONCISE,AVNET (IPS),CIMSA,GABINETES (G&L),SUBMEX,TUC.CONT. SAMSON STENCIL OTIS HRS,GRAND ALLPHASE INSILCO SIGNAL,DRAKA AFI HI-TECH DESERT DECAL DMC,OTIS NOGALES I,45,Cimsa 仓库布局,向生产线送料的专用货车 ( 液压，牵引 & Mod ),按照供应商和生产单元 分类摆放的物料,46,Cimsa Warehouse Arrangement,Dedicated Trucks to Product Lines ( Hydro, Traction & Mod ),Material located by Supplier & Cells,47,工位识别,产品操作台 编号地址,物料清单,操作台,48,Workstation Identification,Product-Workstation Number-Address,Material List,Workstation,Workstation,49,储料盒识别,前面,后面,50,Bin Box identification,Front,Rear,51,步骤2 由第三方人员 收集空盒,双仓法补料工序,步骤6 由第三方人员 将满盒放回操作台,步骤5 在收到后扫描进入的满盒,步骤4 扫描仓库的满盒,步骤1 补料信号 ( 空盒倒放 ),步骤3 扫描出去的空盒,52,Step No. 2 Empty Bins Collected by Third Party Personnel,Two Bin Replenishment Process,Step No. 6-Return Full Bin to Workstation by Third Party Personnel,Step No. 5 Scan Inbound Full Bin After Received,Step No. 4 Scan Warehouse Full Bins,Step No. 1 Replenishment Signal ( Bin Empty Up-Side Down ),Step No. 3 Scan Outbound Empty Bin,53,专用容器,54,Dedicated Containers,55,可视化工厂绩效,将每年从供应商进货的66%融入可视化工厂流程中 20 个供应商 80% 的零件编号 每个月8000次物料运送交易 补料周期时间-95%少于24小时,56,Visual Factory Performance,66% of annual buy from suppliers integrated in Visual factory process. 20 Suppliers 80% of the part numbers 8,000 material move transactions per month. Replenishment cycle time- 95% less than 24 hours.,57,分配工作,在保持柔性生产能力的同时使生产效率最优化的方法,58,Distributing the work,An approach to optimise productivity while keeping a flexible capacity.,59,分配工作,要达到节拍时间需要多少操作人员?,总周期时间,节拍时间,=,操作人员人数,如果答案是以下各项，你该怎么做? 2.2 或 2.5 或 2.9,60,Distributing the work.,How many operators are needed to meet the Takt time ?,Total cycle time,T