VSM价值流图析与人力资源管理

1、value stream mapping workshop 价值流图 purpose: 目标 1.introduce value stream mapping in a hands-on manner. 传播价值流图的概念 2.develop your ability to “see the flow” and design future state value streams. 提高观察生产流程及绘制理想价值流图的能力 value stream improvement & process improvement 改进价值流及生产流程 process 工序 process 工序 process

2、 工序 customer 顾客 finished product 成品 raw material 原材料 stamping 冲压 assembly cell 装配 welding 焊接 value stream 价值流 finished product 成品 value stream mapping 价值流图 a. follow a products production path from beginning to end, and draw a visual representation of every process in the material & information flow

3、s. 跟踪产品制造的全过程，从开始到结束，用图形的方法表达每一个工序，体 现其物料流及信息流 b. then draw (using icons) a “future state” map of how value should flow. 然后用图标画出理想状态的价值流图 understanding how the shop floor currently operates. the foundation for the future state. 了解车间内的当前运作，为理想状态打 基础 designing a lean flow. 设计一个精益价值流 using the value st

4、ream mapping tool 使用价值流图工具 product family 产品系列 current state drawing 现状图 future state drawing 理想状态图 plan and implementation 计划与实施 focus on one product family 选择一个产品系列 determine product families via: 确定产品系列 similar downstream “assembly” steps and equipment 相同的下游工序和设备 products 产品 lh steering bracket 左

5、置转向支架 rh steering bracket 右置转向支架 instrument panel brace 仪表板支架 seat rail 座椅滑轨 bumper brackets 缓冲器支架 spot weld 点焊 paint 涂漆 manual assm. 手工装配 fixtures assm. 胎具装配 electronic test 电子测试 flash remove 去飞边 report weld 自动焊 process steps & equipment 组装步骤和设备 the value stream manager 价值流经理 kaizen 改善 process 1 工序

6、1 process 2 工序2 process 3 工序3 custmor 顾客 value stream managers 价值流经理 each value stream needs a value stream manager 每一个价值流都需要一位有能力的经理 for product ownership beyond functions 跨职能部门管理产品 assign responsibility for the future mapping and implementing lean value streams to line managers with the capability

7、 to make change happen across functional and departmental boundaries. 将绘制理想状态图和精益价值流的责任分配给负责的主管 们，他们需要具备跨越部门和功能的界限来改变的能力。 the value stream manager 价值流经理 kaizen 改善 process 1 工序1 process 2 工序2 process 3 工序3 custmor 顾客 value stream managers 价值流经理 each value stream needs a value stream manager 每一个价值流都需要

8、一位有能力的经理 value stream managers should make their progress reports to the top manager on site. 价值流经理应该向最高主管负责 levels of a value stream 价值流的范围 press level 单个工作 single plant（door to door） 单个车间（从大门到大门） multiple plants 多个车间 across company 全公司 begin here 从这里开始 current state drawing 现状图绘制 understanding how

9、 the shop floor currently operates. 现场当前是如何运作的 material and information flows 物料流和信息流 draw using icons 用图标绘制 start with the “door to door” flow 从“大门到大门”的价值流开始 have to walk the flow and get actuals 必须亲自走一遍流程并获得真实情况 no standard times 不依据所谓的标准时间 draw by hand, with pencil 用铅笔手工绘图 foundation for the futu

10、re state 理想状态的基础 product family 产品系列 current state drawing 现状图 future state drawing 理想状态图 plan and implementation 计划与执行 “acme stamping” data set 阿克米冲压公司的数据设定 acme stamping company produces several components for vehicle assembly plants. this case concerns one product family: a steel instrument-panel

11、 bracket subassembly in two types: one each for left-hand and right-hand drive versions of the same automobile model. these components are sent to the state street vehicle assembly plant (the customer). 阿克米冲压公司为汽车装配厂生产多种不同的零部件。本例讨论其中的一 个产品系列：钢制仪表盘支架组件，这个组件有两种不同类型：同一车型的 方向盘左置和右置配置。成品被送往州立汽车装配厂（顾客）。 c

12、ustomer requirements: 顾客需求 18,400 pieces per month 每月18400件，其中 12,000 per month of type “lh” 左置转向支架12000件 6,400 per month of type “rh” 右置转向支架6400件 customer plant operates on two shifts 顾客工厂每天按照两班运转 palletized returnable tray packaging with 20 brackets in a tray and up to 10 trays on a pallet. the cu

13、stomer orders in multiples of trays. 每个货盘中有20个零件，一个货箱最多可以放10个货盘，顾客以货盘为单位 订货 one daily shipment to the assembly plant by truck 每天用卡车向顾客发一次货 work time: 工作时间 20 days in a month 每月20天 two shift operation in all production departments 所有生产部门每天两班 eight (8) hours every shift, with overtime if necessary 每班8

14、小时，需要时还可以加班 two 10-minute breaks during each shift 每班有两个10分钟休息 manual processes stop during breaks 在休息期间，手动机器停止工作 unpaid lunch 午餐不计入工作时间 production processes: 生产工序 acmes process for this product family involves stamping a metal part followed by welding and subsequent assembly. the components are the

15、n staged & shipped to the vehicle assembly plant on a daily basis. 阿克米该产品系列的生产工序包括冲压、焊接和装配。然后成品被送往存储运 输区，每天发货一次 switching between type “lh” (left-hand drive) and type “rh” (right-hand drive) brackets requires 1 hour changeover in stamping and 10-minute fixture change in the welding processes. 冲压左置支架

16、和右置支架的换模时间需要1个小时，焊接更换夹具需要10分钟 steel coils are supplied by michigan steel co. deliveries are made to acme on tuesdays and thursdays. 钢材是由密歇根钢铁公司提供的。密歇根钢铁公司每周二和周四送一趟钢材 “acme stamping” data set (continued) 阿克米冲压公司的数据设定（续） acme production control department: 阿克米生产控制部 receives state streets 90/60/30-day

17、forecasts and enters them to mrp 接收国家大道装配厂90天、60天、30天订货预测的信息，然后输入到mrp issues acme 6-week forecast to michigan steel co. via mrp 通过mrp系统向密歇根钢铁公司发出6个星期订货预测 secures coil steel by weekly faxed order release to michigan steel co. 每周使用传真将订单发往密歇根钢铁公司，以保证钢卷的供应 receives daily firm order from state street 每天收

18、到国家大道装配厂的日订单 generates mrp-based weekly departmental requirements based upon customer order, wip inventory levels, f/g inventory levels, and anticipated scrap and downtime 根据顾客订单，生产以mrp系统为基础确定每个部门的周需求、在制品库存水平、 成品f/g库存水平和预测的废品数和停机时间 issues weekly build schedules to stamping, welding, and assembly pro

19、cesses 向冲压、焊接和装配过程发布一周的生产计划 issues daily shipping schedule to shipping department 向运输部门发布当天的发运计划 process information: 工序信息 all processes occur in the following order and each piece goes through all processes. 工序顺序如下，每件产品都必须通过所有工序。 1) stamping 冲压 (the press makes parts for many acme products) （冲压机是共用

20、设备，还为很多其他产品提供零件） - automated 200 ton press with coil (automatic material feed) 全自动200吨冲压机（钢卷材料自动送料） “acme stamping” data set (continued) 阿克米冲压公司的数据设定（续） “acme stamping” data set (continued) 阿克米冲压公司的数据设定（续） - cycle time: 1 second (60 pieces per minute) 周期时间：1秒（每分钟60件） - changeover time: 1 hour (good

21、piece to good piece) 换模时间：1小时（合格件到合格件） - machine reliability: 85% 开机率：85% - observed inventory: 观察到的库存： 5 days of coils before stamping 冲压过程前有5天的钢卷存量 4,600 pieces of type “lh” finished stampings 4600件冲压完的左置支架 2,400 pieces of type “rh” finished stampings 2400件冲压完的右置支架 2) spot-weld workstation i 焊接工作台

22、 (dedicated to this product family) （此产品系列所专用设备） - manual process with one operator 1个操作员的手动工序 - cycle time: 39 seconds 周期时间：39秒 - changeover time: 10 minutes (fixture change) 换模时间：10分钟（更换夹具） - reliability: 100% 开机率：100% - observed inventory: 观察到的库存： 1,100 pieces of type “lh” 1100件左置支架 600 pieces of

23、 type “rh” 600件右置支架 3) spot-weld workstation ii 焊接工作台 ii (dedicated to this product family) （此产品系列专用设备） - manual process with one operator 1个操作员的手动工序 - cycle time: 46 seconds 周期时间：46秒 - changeover time: 10 minutes (fixture change) 换模时间：10分钟（更换夹具） - reliability: 80% 开机率：80% - observed inventory: 观察到的

24、库存： 1,600 pieces of type “lh” 1600件左置支架 850 pieces of type “rh” 850件右置支架 4) assembly workstation i 装配工作台 i (dedicated to this product family) （此产品系列专用设备） - manual process with one operator 1个操作员的手动工序 - cycle time: 62 seconds 周期时间：62秒 - changeover time: none 换模时间：无 - reliability: 100% 开机率：100% - obse

25、rved inventory: 观察到的库存： 1,200 pieces of type “lh” 1200件左置支架 640 pieces of type “rh” 640件右置支架 5) assembly workstation ii 装配工作台 ii (dedicated to this product family) （此产品系列专用设备） - manual process with one operator 1个操作员的手动工序 - cycle time: 40 seconds 周期时间：40秒 - changeover time: none 换模时间：无 - reliability

26、: 100% 开机率：100% - observed finished-goods inventory in warehouse: 观察到的完成的配件的库存： 2,700 pieces of type “lh” 2700件左置支架 1,440 pieces of type “rh” 1440件右置支架 6) shipping department 发货 removes parts from finished goods warehouse and stages them for truck shipment to customer. 将零件从成品仓库中运走，装上卡车，运往顾客。 team ti

27、ps 绘图技巧 current state mapping 现状图绘制 1.mapping the current state: 绘制现状图 review the basic processing steps and calculate the takt time in your teams breakout room. 回顾基本的工序步骤并计算节拍时间 everyone draw while on the shop floor. be sure to draw both the material & information flows. 每个人在车间现场时都绘图，包括物料流和信息流 alwa

28、ys introduce yourself to operators and tell them what you are doing: “drawing the total factory flow as part of a training session.” show them your drawings. 向操作员介绍自己并告诉他们你的目的是绘制价值流图，这是培训中的 一项要求，并展示你的现状图 select a scribe and combine your drawings into one current state map (in team area). 选择一个制图工具并把大

29、家的制图整合到一个现状图中（在团队的范围内） calculate total lead time versus processing time. 计算总的交付时间和单个工序时间 make an overhead transparency of the map and select presenters. 准备现状图的报告 2 presenting your current state map: 展示现状图 all team members go up front with presenter. state the product family and takt. 小组成员都和演示者一起站到前面

30、，讲述产品系列和节拍 present from your overhead transparency. (less than 5 minutes.) 演示幻灯片（少于5分钟） start with the customer and information flow into the facility. 从顾客和到工厂的信息流开始讲解 state the lead time vs. processing time. 讲述交付时间和工序时间 what are the problems you see? where did you find push and overproduction? 你发现了

31、什么问题？在哪里你发现了推动生产和过量生产 share any future state thoughts you have so far. 分享你们对理想状态的所有想法 designing a lean flow 设计一个精益流 the power behind value stream mapping is you always need a future state! 价值流图最大功能是促使你不断努力去实现理想状态 70% & keep updating. use pencil! 70 就已经很好了！随时用铅笔对改进的情况进行更新 material & information flows

32、 物料流与信息流 basis for your work plan like a “blueprint” 制定改进计划的蓝图 begin by drawing on current state 从画现状图开始 1st iteration assumes existing steps & equipment 第一步，使用现有步骤和设备 can move equipment, combine, take out conveyors, make minor purchases, etc. 逐步地可以开展移动设备、重新组合工序、搬走传送带、减 少订货量等工作 future state drawing

33、绘制理想状态图 product family 产品系列 current state drawing 现状图 future state drawing 理想状态图 plan and implementation 计划与实施 but there is a problem! 但是有一个问题！ mass production 价值流经理 large lots, pushed ahead, “island” mentality 大批量、推动式、“孤岛”式工序作业 this is not good! 这并不好！这并不好！ things to remember about waste 关于浪费 waste

34、is really a symptom rather than a root cause of the problem 浪费常常是问题的现象而不是根本原因 waste points to problems within the system (at both process and value stream levels) 浪费表明系统内存在的问题（在工序和价值流层面） we need to find and address causes of waste 我们要发现和杜绝生产浪费的根源 waste 浪 费 l the elements of production that add no va

35、lue to the product 不为产品增加价值的工序或动作 l waste only adds cost and time 浪费只能增加成本和时间 overproduction 过量生产 = making more than is required by the next process. 做得比下一个工序需要的多 = making earlier than is required by the next process. 做得比下一个工序需要的早 = making faster than is required by the next process. 做得比下一个工序需求的快 in

36、dividual efficiency vs. system efficiency 个体效率与系统效率 how fast should we produce? 我们能生产得多快 takt time 节拍时间 synchronizes pace of assembly to match pace of sales. 生产的步调与顾客的要求挂钩 rate for assembling a product based on sales rate. 装配的步骤与销售需求挂钩 sec 60 pieces 460 sec 27,600 每日顾客需求量 每日工作时间 节拍时间 shift per trequ

37、iremen customer shift per time workingeffective time takt cycling faster than takt time 周期时间要比节拍时间快 operator balance chart 操作员平衡表 build to supermarket or to shipping? 为了超市系统还是发运系统来安排生产进度 to supermarket 超市系统 to shipping 发运系统 continuous flow processing 连续流过程 batch & push processing 批量生产或推动过程 continuou

38、s flow “make one, move one” 连续流“制造一件，移动一件” lead time: 30+ minutes for total order 交付周期：全部动作30分钟左右完成 _ problem points in the flow 流动中的问题点 where one-piece flow ends 单件流的终点就是流动的停止点 how can we control production between flows? 我们在流动中能如何控制生产 mrp-based schedules? 基于mrp的进度表 stamping 冲压 welding 焊接 assembly

39、装配 customer 顾客 supermarket pull system 超市拉动系统 1.customer process goes to supermarket and withdraws what it needs when it needs it. 顾客在需要的时候到超市提取需要的产品 2.supplying process produces to replenish what was withdrawn. 上级工序生产以补充取走的产品 a way to control production between flows. controls production at supplyi

40、ng process without trying to schedule. 提供一种管理进度的方法 用拉动方式取代进度表 productionkanban “生产”看板 withdrawalkanban “取货”看板 supplying process 上级工序 customer process 下游工序 new product 新产品 supermarket 超市 withdrawn product 取走的产品 purpose: 目的 try to schedule only 1 point 尝试只在一点控制生产进度，这就是定拍工序 process 1 工序1 process 1 工序1

41、process 2 工序2 process 3 工序3 process 4 工序4 process 3 工序3 process 2 工序2 process 4 工序4 supermarket 超市 supermarket 超市 customer 顾客 customer 顾客 流动 流动 assembly schedule 组装进度表 stamping dept. 冲压部门 orders 订单 monday 星期一 better: every part every day 较好的方法：每天都生产不同的产品 mixed production at the pacemaker 在定拍工序生产不同产品

42、 (assembly) （组装） no good important: 重点 near-zero changeover time and frequent changeovers at the pacemaker process! 在定拍工序频繁并快速地换模 even better: every part every ship window 最好的方法:每个发运窗口时间都生产不同的产品 monday 星期一 what happens to a lean flow 下面的情况下，精益流会怎样 .if a machine breaks down? 如果一个设备停机了 .if a defective

43、 part is included with good parts? 如果在好的产品里有一个次品？ paced withdrawal at the pacemaker 在定拍工序有节奏地取货 what amount of work do you schedule and take away at the pacemaker? 你计划从定拍工序提取多少批量的工件？ this amount = your management time frame. 这个批量你的管理时间构架 (how often do you know your performance to customer demand?) （

44、你是否知道需要多久履行一次顾客的要求？） are you providing takt image? 你有节拍意识吗 future state questions 理想状态的关键问题 what is the takt time? 什么是节拍时间？ will we build to shipping or to a supermarket? 准备建立一个成品库存超市，还是直接交付运输？ where can we use continuous flow? 在哪些工序可以采用连续流进行加工？ where do we have to use supermarket pull systems? 什么地方

45、需要采用库存超市来控制上游工序的生产？ at what single point in the production chain do we trigger production? 在生产链中的哪一点是定拍工序，可以计划安排生产？ how do we level the production mix at the pacemaker process? 在定拍工序，你准备如何平衡不同产品的生产？ future state questions 理想状态的关键问题 what increment of work will we release and take away at the pacemake

46、r process? (leveling the volume) 在定拍工序，你生产计划和提取成品的单位量是多少？ supporting improvements 支持改进 what process improvements will be necessary? 哪些工序需要进行改善 (e.g. uptime, changeover, training) （比如：开机时间，换模，培训） future state icons 理想状态图标 supermarket 超级市场 production kanban 生产看板 withdrawal kanban 取货看板 signal kanban 信号

47、看板 kanban path 看板路径 kanban arriving in batches 成批到达的 看板 withdrawal 取货 leveling mix and/or volume 均衡装载 kanban post 看板架 first-in first-out flow 先入先出 kaizen lightning burst “改进” 突破点 team tips 绘图技巧 future state mapping 理想状态图 1 mapping the future state: 绘制理想状态图 use the list of future state questions. 列出理

48、想状态图问题表 begin by drawing on copies of your current state map. 先绘制现状图 then draw a future state map. 再绘制理想状态图 make an overhead transparency. 做成幻灯片 team tips 绘图技巧 future state mapping 理想状态图 2 presenting your future state map: 展示理想状态图 present from your transparency. 用幻灯片来展示理想状态图 explain the following, i

49、ncluding your rationale: 说明以下几点，包括 takt? 节拍时间 build to order or supermarket? 建立一个成品库存超市，还是直接交付运输 where will you flow, where do you need to pull? 需要在哪里建立连续流，哪里需要拉动 team tips 绘图技巧 future state mapping 理想状态图 - what is the pacemaker process? 哪里是定拍工序？ - what is the schedule point and pitch? 什么是安排生产进度的计划点

50、及单位制造间？ - will you level the assembly mix? 是否平衡了多品种生产？ - are supporting improvements necessary? 支持改善是必要的吗？ - resulting lead time improvement 产品交付周期的改善结果如何 where is continuous flow possible? 哪里可以创建连续流？ acme current state 阿克米公司的现状 a plan to get there 制订计划 dont wait! 不要等待 to “manage the exceptions” you need a plan! 你需要一个计划来应付“反对意见”！ 1.tie it to business objectives. 和商业目标联结在一起 2.break your future state into “loops”. 将理想状态分解为便于改善的“价值流环” 3.make a vs plan: what to do by when. 作一个价值流执行计划：什么时候做什么事 4.now relate the fs map to your layout. 现在把理想状态图和场地布置图联系起来 5.vs manager completes vs review f