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 工序 cu

2、stomer 顾客 finished product 成品rawmaterial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 flows.跟踪产品制造的全过程，从开始

3、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 stream mapping tool使用价值流图工具

4、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左置转向支架rh steering bracket右置转向支架instrument

5、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manualassm.手工装配fixturesassm.胎具装配electronictest电子测试flashremove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1process 2工序2process 3工序3custmor顾客value stream managers 价值流经理each value

6、 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 to make change happen across functional and departmental boundaries.将绘制理想状态图和精益价值流

7、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1process 2工序2process 3工序3custmor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value stream managers should make their progress reports to the top manager on site.价值流经理应该向

8、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 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

9、 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 future 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

10、 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 bracket subassembly in two types: one each for left-hand and right-hand drive versions of the same automobile model. these com

11、ponents 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）。 customer 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 “r

12、h” 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 customer 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

13、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pro

14、duction 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 then 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”

15、 (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

16、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 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mrpissues acme 6-week forecast to michigan steel co. via mrp 通过mrp系统向密歇根钢铁公司

17、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 antic

18、ipated 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 processes 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

19、 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）“ac

20、me 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 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 piece

21、s 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(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 (fixtur

22、e 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 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 secon

23、ds 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

24、 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%- observed 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 p

25、rocess 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: 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

26、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 tips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

27、 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always 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

28、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 te

29、am 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，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

30、和工序时间what are the problems you see? where did you find push and overproduction? 你发现了什么问题？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% &

31、; 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 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 conveyo

32、rs, 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t

33、his is not good!这并不好！这并不好！things to remember about waste关于浪费waste 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

34、生产浪费的根源waste浪 费l the elements of production that add no value 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

35、 than is required by the next process. 做得比下一个工序需求的快individual 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 460sec

36、27,600每日顾客需求量每日工作时间节拍时间 shift per trequiremen customer shift per time workingeffective time taktcycling 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 & pus

37、h processing批量生产或推动过程continuous 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weld

38、ing焊接assembly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 supp

39、lying 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supplyingprocess上级工序customerprocess下游工序newproduct新产品supermarket超市withdrawnproduct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1process 1工序1process 2工序2process 3工序3

40、process 4工序4process 3工序3process 2工序2process 4工序4supermarket超市supermarket超市customer顾客customer顾客流动流动assembly schedule组装进度表stampingdept.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(assembly) （组装）no goodimportant:重点near-zero changeover tim

41、e 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 part is included with good parts? 如果在好的产品里有一个次品？paced withdrawal at

42、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?) （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 ques

43、tions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 pro

44、duction? 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 pacemaker 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wh

45、at 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productionkanban生产看板withdrawalkanban取货看板signalkanban信号看板kanbanpath看板路径kanbanarriving inbatches成批到达的看板withdrawal取货levelingmix and/orvolume均衡装载kanbanpost看板架fi

46、rst-infirst-outflow先入先出kaizenlightningburst“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

47、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, including 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

48、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

49、 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 la