精益基础训练营

1、WelcomeTo Lean Boot Camp欢迎加入精益训练营第一天Day 11TimeTopic8:30 AMIntroductions介绍8:45 AMLean Manufacturing Overview精益生产概括10:15 AMBreak休息10:30 AMLean House Breakdown 7 Wastes 精益屋和7种浪费12:00 PMLunch午餐1:00 PM5S & Visual Factory 5S及可视化工厂2:30 PMBreak休息2:45 PMSimulation Round 1模拟一4:00 PMWrap-Up Day 1 Questions

2、第一天回顾4:30 PMConclusion of Day 1 activities第一天总结 活动Agenda Day 12TimeTopic8:30 AMTPM10:30 AMBreak休息10:45 AMStandardized Work 标准化工作12:00 PMGame - Standard Pig 游戏- 画猪12:30 PMLunch午餐1:30 PMKanBan看板2:30 PMBreak 休息2:45 PMSimulation Round 2 模拟二4:00 PMGates Gets Lean 盖茨走向精益4:30 PMWrap-Up Day Two 第二天回顾5:00 PM

3、Conclusion of Day Two 第二天总结Agenda Day 23TimeTopic8:30 AMBuilt In Quality 品质内置9:15 AMQuick Change Over快速换型10:30 AMBreak 休息10:45 AMSimulation Round 3 模拟三12:00 PMLunch午餐1:00 PMKaizen Continuous Improvement改善-持续改善1:30 PMValue Stream Mapping价值流图2:00 PMChange Management变化管理3:00 PMBreak 休息3:15 PMLean Cultu

4、re / Lean Leadership Behaviors精益文化/精益领导行为4:00 PMWrap-Up and Path Forward回顾5:00 PMConclusion总结Agenda Day 3OBJECTIVES目标5Workshop Objectives培训目的培训目的 To introduce you to Lean! 让你了解精益 To create a common level of understanding Lean!创建一个对精益的基本理解 An invitation to become Lean! 邀请加入精益 GUPS6A Lean Enterprise w

5、ill精益企业将会精益企业将会 Increase productivity增加产量 Improve quality提高质量 Improve delivery改善交货 Increase flexibility提高灵活性 Improve capacity改善生产能力 Reduce operating costs 降低运营成本 Reduce inventory减少货存 Reduce lead times降低交货期 Reduce cycle times 降低生产周期History of Lean精益的历史8History of Lean精益历史精益历史 1930Henry Ford revolutio

6、nized car production with mass production techniques. 1930年, 福特用大批量生产的技术对汽车生产进行了革命性改善 1936Toyota began motor vehicle production, but was forced to adopt Just In Time (JIT) purchase of materials in 1946 due to lack of money 1936年, 丰田开始机动车辆的生产, 1946年受到资金匮乏的压力被迫采用即时交货的方式采购材料 1950Plant Engineer, Taiichi

7、 Ohno, began to develop Toyota production techniques into the Toyota Production System (TPS) 1950年, 工厂的工程师Taiichi Ohno开始把丰田生产技术发扬为丰田生产系统. 1980sTPS studied by the western world 上世纪80年代, 西方国家学习丰田生产系统 1990sAdoption of lean manufacturing上世纪90年代,采用精益生产9Toyotas Success丰田的成功丰田的成功 Based on a different busin

8、ess logic 基于一个不同的商业逻辑基于一个不同的商业逻辑 Organized to manage the whole value stream for each product family rather than to manage and optimize each asset in isolation管理每个产品组的整个价值流-胜于孤立地管理和优化每个资产 Pulling the right products through the system quickly as required by the customer demand rather than making to fo

9、recast and selling from stock根据客户的需求快速地从系统中拉取正确的产品-胜于按预测生产和卖库存 Based on operational capability and joint process analysis - rather than relying on supplier actions and large centralized information systems 基于运作能力和连接工序分析-胜于依靠供应商行为和大的集中信息系统10Basic Concepts of Lean Manufacturing精益生产的基本概念精益生产的基本概念 Lean

10、Manufacturing was developed by Toyota in the early 1940s精益生产由丰田在上世纪四十年代初期发展起来 Taiichi Ohno, Sakichi Toyoda and his son Kiichiro Mass vs. Lean大批量对精益 Many different products with small runs, efficiently很多不同的产品有效的小批量生产 Creating Value 创造价值 Value is anything that changes Form, Fit or Function of material

11、s价值是任何改变材料的形态,适用性或功能 Waste is everything else浪费是所有其它的 Identify Waste - Eliminate Waste识别浪费-消除浪费 Key elements of Lean manufacturing精益生产的要素 Just in time 即时响应 Zero defects零缺陷 11Basic Concepts of Lean Manufacturing精益生产的基本概念精益生产的基本概念The Gates Production System is based on the Toyota Production Model 盖茨生产

12、系统基于丰田生产模式The Toyota Production Model emphasizes Lean Manufacturing and Lean Thinking丰田生产模式强调精益生产和精益思考Lean Thinking Principles*:精益思考法则 Precisely Specify Value by Specific Product精确详细地说明产品的价值 Identifies the Value Stream for each Product识别每个产品的价值流 Make value Flow without Interruption让价值不间断的流动 Lets the

13、 Customers Pull Value from the Producer让客户从制造者那里拉取价值 Drive the Pursuit to Perfection追求完美追求完美“Lean Thinking provides a way to do more and more with less and less less human effort, less equipment, less time, and less space while coming closer and closer to providing customers with exactly what they w

14、ant”.*精益思考提供一种方法运用尽可能少的资源创造尽可能多的价值-少的人力投入,少的设备,少的时间,少的空间-尽可能快地提供客户真正需要的 *资料来源资料来源:精益思想精益思想,詹姆斯沃马克和丹尼尔琼斯詹姆斯沃马克和丹尼尔琼斯Need For Change Why Lean Manufacturing改变的需要为什么要精益生产13PricePriceProfitCostPricePriceProfitCostCost Plus vs. Price Minus成本加法与价格减法成本加法与价格减法Traditional ThinkingCost + Profit = Price传统思想成本+利

15、润=价格Lean ThinkingPrice Cost = Profit精益思想价格-成本=利润14Background背景背景PRICE销售价格销售价格 1970-19851986-19951996-20002001-Present标准毛利润标准毛利润Gates Production System 盖茨生产系统“GPS is the key element in the Gates Corporations Manufacturing Competitive Strategy.”是盖茨企业生产竞争战略的关键因素R. Bell16Background背景背景 Gates has over 40

16、 plants World Wide盖茨在全球有40多家工厂 12,500+ Associates12500多员工 Hundreds of thousands of SKUs几十万的SKU SKUs come in orders of 1, dozens, hundreds or thousands, in any random sequence SKU来的订单1个,数十,数百或数千,在任何随机序列 Demand fluctuates with seasons, markets and regions需求随季节,市场和区域波动 All products produced throughout

17、a handful of processes所有产品都由多道工序制造 Gates is not a mass producer盖茨不是一个大批量生产商XXX WHY LEAN MANUFACTURING为什么要精益生产 17 Major Sources of Waste in Gates盖茨主要的浪费源 Materials材料 Defects缺陷 3-5% Process Scrap工艺废料 8-45% Labor人力 Inspecting S&D 检查废品和缺陷 15-20% Lack of adequate Standards 没有足够的标准10-15% Equipment Fai

18、lures 设备故障 5-10% VOH Labor in Manufacturing & Maintenance 制造和维修的人工10-20% Materials for Maintenance维修材料 10-20% Production Supplies: Molds, tools, bags, ?生产供应:模具,工具,袋子WASTE浪费浪费18Major Sources of Waste in Gates盖茨主要的浪费源 Inventories库存 Excess of 25-35%超过 Dock to Dock 30 to 70 days门到门交货时间30 到天 Obsolesc

19、ence 5%废弃 Capacity产能 15-50% Floor Space房屋面积 10-15% WASTE浪费浪费19Background Pockets of ExcellenceRegional Best Practices区域的最佳实践 Shared Best Practices最佳实践分享20Global Products, Global Processes全球产品，全球工艺全球产品，全球工艺A WW Team working together connected through GPS WEB全球团队通过GPS的网络连接在一起21Constitution章程章程Vision愿景

20、 We use lean principles to delight our customers with superior products and services while relentlessly eliminating waste我们运用精益原则通过坚持不懈地消除浪费,用优异的产品和服务愉悦客户 Mission使命 Gates will become the most competitive supplier in our industry by learning and improving faster than the competition盖茨通过比竞争对手更快的学习和改善,

21、 将成为全球最具竞争力的供应商 Objective目标 Global products from global processes来自全球化流程的全球性产品 Satisfy or exceed expectations of customers, shareholders and associates at the expense of the competition.通过积极竞争, 满足或超越客户,股东和员工的期望 Become the most competitive company in our industry成为行业中最有竞争力的公司 Growth of sales and prof

22、itability 销售增长和盈利22Gates Business Leadership Process (GBLP)CitizenshipZero incidentsRecognized as good corporate citizenMaintain Environmental Management System.Reduce hazardous waste 10%Zero lost timeGrowthImplement GPS per master schedule Implement MDC commercialization planMarket LeadershipProces

23、s Sigma improvementMaintain continuous ImprovementMeet 1st Pass Yield requirementsUpdate quality system to TS 16949Utilize GPS Metric to drive improvement Value CreationEliminate unbudgeted varianceReduce VMC cost by 5%Black Belt Process UtilizedImplement JITImplement TPMUtilize Value Stream Mapping

24、Implement 5SNew products account for 12% annual growthDisplay cost informationUtilize Blue Sky/Master ScheduleCustomer SatisfactionZero Defect StrategyPoke Yoke ProcessUtilize COPQ to drive improvementImplement Practical Problem SolvingMaintain on time PerformanceUtilize standard material specificat

25、ionsUtilize returnable containers for DCsUtilize supplier rating to drive improvementD1% Process - Target 3%Scrap 9.5Dock to Dock 10 days Process Depth ShallowService Level OEM 100%, After 98.5% O PPM ProcessPeople DevelopmentImplement System and Process certification.Implement Training for New and

26、Re-assigned employeesTrain Plant Leadership in Core Disciplines. Utilize Practical Problem Solving for Safety Incident InvestigationDevelop and Utilize Cross training ProcessProvide cost trainingDevelop GPS communication structureImplement policy deploymentSuccession planningDevelop SME for each cor

27、e element23Gates Business Leadership Process (GBLP)公民责任公民责任零事故零事故被认可是好的企业公民维持环境管理系统.降低危害浪费10%零丧失工作时间成长成长按设计任务书实施盖茨生产系统GPS运作MDC商业化计划市场领导者市场领导者流程SIGMA改善保持持续改进达到一次通过率要求按TS 16949要求更新质量系统利用GPS考核指标来推动改进 创造价值创造价值消除非预算变动降低VM成本百分之五利用的黑带过程实施即时交货实施TPM 利用价值流图实施五S新产品年均增长占12 % 显示成本资料利用蓝图/设计任务书客户满意客户满意零缺陷战略防错工序使用C

28、OPQ来推动改善执行实践问题解决维持按期交货维持按期交货使用标准化材料规范对分销商（DC）采用可回收使用的容器利用供应商评级来驱动改善D1% 工艺工艺 目标目标 3%废品率9.5门到门交货门到门交货10 days流程深 浅服务水平 OEM 100%, After 98.5%零零PPM流程流程人员发展人员发展执行系统和流程的认证对新员工和调任员工进行培训对新员工和调任员工进行培训培训工厂领导层核心纪律利用实践问题解决方法做安全事故调查发展和使用交叉培训流程发展和使用交叉培训流程提供成本培训发展盖茨生产系统GPS的沟通架构部署实施方针接班人计划发展核心元素的专家SMEBreakthrough Ob

29、jectives目标25Breakthrough ObjectivesGeneral Objectives Target After Each Wave of Transformation每一次变革后的总目标 Quality质量 Reach a Reliability index of 9.5 by FY 2004 in all Plants在所有工厂到2004财政年达到可靠性指标9.5 Reach D1 by the end of FY 04 到04财政年底达到D 1 Cost成本 Increase Labor Productivity of no less than 25% in 2 ye

30、ars两年内劳动生产率的提高不低于25 % Consistently reach 5% Variable Manufacturing reduction per year, first 3 years.前三年, 每年持续降低5 %的可变生产成本 Improve Material Utilization Index ( MUI) 15% year over year, for the next 3 years今后三年每年提高材料的利用率指数15 % 26Breakthrough ObjectivesGeneral Objectives Target After Each Wave of Tran

31、sformation (cont.)每一次变革后的总目标 Speed and Delivery速度和交货 Reach a Dock to Dock Time of 10 Days.满足门到门10 天交货。 Reduce total inventories by 33% in 2 Years两年内总库存降低33% Maintain 100% on time performance to OEM and 98%+ for After Market保持主机厂100%准时交货率和售后市场按时交货率98%+ Reduce 50% of the lead time in Made To Order pro

32、ducts in 3 years3年内按订单生产产品的交货期降低50% Technology技术 New products will account for 12% of sales each year新产品将占每年销售量的12% Technology based Value Engineering / Value Added projects to support at least 1% Variable Manufacturing Costs reduction/Year以技术为基础的价值工程/增值项目将支持可变制造成本每年至少降低1% Increase the number of usa

33、ble patent statements of invention and trade secrets every year每年增加可用的发明专利声明和商业秘密的数量 27Breakthrough ObjectivesGeneral Objectives Target After Each Wave of Transformation (cont.)每一次变革后的总目标 Learning and Morale学习与士气 Meet targets for cross training and full process certification完成交叉培训目标和流程证书 Develop and

34、 certify an expert in each lean methodology by plant during Phase Two 到第二阶段要发展和认定每个精益方法的专家 Increase year on year the number of black belt projects completed successfully in each plant每个工厂逐年增加成功完成的黑带项目数量 Increase year on year the Kaizen projects completed successfully after standardization of process

35、es在完成流程标准化后逐年增加成功完成的改善项目 Safety and Environment安全与环境 Reach Zero recordable incidents in all plants 在所有工厂实现零可记录事故 Certify all plants to ISO 14,000 environmental standard所有工厂实现ISO14001认证 Reduce 10% per year the hazardous waste until total elimination有害废料每年减少10% 直到全面消除 28Policy Deployment方针的部署方针的部署紧密契合

36、紧密契合ALIGNEDSQDCME目标目标Goals & Objectives愿景愿景/蓝图蓝图CSM / FSM Vision / Blue Sky工厂Plant Level运营方针部署运营方针部署Policy Deployment Operational Level工厂工厂SQDCMEPlant Level主计划主计划Master Schedule生产线生产线SQDCMEF/Factory Level政策实施政策实施Policy DeploymentMaster Scheduling生产单元生产单元SQDCMECell LevelALIGNEDALIGNEDALIGNEDProce

37、ss Flow方针部署工艺流程策略（各区域）策略（各区域）Strategies (Division Level)盖茨业务运营方针盖茨业务运营方针Gates Business Leadership Policies29Policy Deployment方针部署方针部署Policy Deployment Through Lean MetricsPolicy Deployment Through Lean Metrics通过精益测量指标部通过精益测量指标部署方针署方针 Once Annual Objectives are established, targets are set on the pla

38、nt wide board.每年年度目标建立后每年年度目标建立后, 各项指标就被设置于工厂范围各项指标就被设置于工厂范围的沟通板上。的沟通板上。The “policy” is communicated to the factory boards by adjusting targets to meet plant wide objectives调整目标在生产线的沟通板上调整目标在生产线的沟通板上沟通沟通“方针方针” 以完成工厂范围的目标。以完成工厂范围的目标。 The “policy” is communicated to the cell boards by adjusting target

39、s to meet factory objectives调整目标在生产单元的宣传板上沟调整目标在生产单元的宣传板上沟通通“方针方针” 以完成生产线的目标以完成生产线的目标 The entire plant is then aligned to the Annual Objectives 整个工厂整个工厂与年度目标紧密契合与年度目标紧密契合 30RecordableIncidents可记录事故可记录事故Safety安全安全Defect Percentage缺陷率缺陷率PPMReliabilityIndex可靠性指数可靠性指数Quality质量质量Total Cost Variance总成本差异总

40、成本差异First PassYield一次通过率一次通过率SigmaLevel西格码水平西格码水平Cost成本成本5S Level水平水平Attendance出勤出勤CrossTraining交叉培训交叉培训Morale士气士气MUI材料利用率材料利用率Environment环境环境DockToDock门对门门对门On TimePerformance准时交货准时交货率率Delivery交货交货Plant Wide Board工厂范围沟通板工厂范围沟通板31Recordable IncidentsFirst Aid Incidents可记录事故可记录事故和急救事故和急救事故Top 3 Regis

41、terProblem Tracking问题跟踪问题跟踪SafetyDefect %PPM缺陷率缺陷率, PPMTop 3 RegisterProblem Tracking问题跟踪问题跟踪QualityDock-to-Dock门到门门到门Material Outage Hours出货时间出货时间Top 3 RegisterProblem Tracking问题跟踪问题跟踪DeliveryCost Per Unit单元成本单元成本Top 3 RegisterProblem Tracking问题跟踪问题跟踪CostAttendanceCross Training出勤和交叉培训出勤和交叉培训Top 3

42、RegisterProblem Tracking问题跟踪问题跟踪MoraleScrap $ to Dump废弃金额废弃金额Top 3 RegisterProblem Tracking问题跟踪问题跟踪EnvironmentSupport Pictures支持照片支持照片Support Pictures支持照片支持照片Support Pictures支持照片支持照片Stock PrepFactory工厂库存工厂库存Focused Factory Board生产线的沟通板生产线的沟通板32Process Problem Solving 过程问题解决过程问题解决 Safety安全 Supporting

43、 plant-wide hand incident team 支持的工厂范围的手伤害小组 Quality质量 Too much cement on 284 cord 3988 stock under gauge Cord treater wrap-ups Delivery交货 Sending 406 instead on 460 to Ring Cure Completed Bad edges on 1203 calendar rolls Cost成本 Meeting target达到目标 Morale士气 Collecting data收集数据 Environment环境 Wrinkles

44、causing $126K in scrap Setup scrap reduction on 956 - completed Factory Level Problem Solving Examples生产线问题解决举例33IncidentsTop 3 RegisterProblem TrackingSafetyDefect PercentageTop 3 RegisterProblem TrackingQualityOEETop 3 RegisterProblem TrackingDeliveryCost / UnitTop 3 RegisterProblem TrackingCost5S

45、 LevelTop 3 RegisterProblem TrackingMoraleScrap $ toThe DumpTop 3 RegisterProblem TrackingEnvironmentShiftTeamPicturesShiftTeamPicturesShiftTeamPictures1203Cell Board生产单元沟通板生产单元沟通板34Process Problem Solving过程问题解决过程问题解决 Safety安全 No incidents没有事故 Quality质量 Slab stock variation completed胶套原料变化-完成 Cure r

46、ubber completing硫化-完成 Losing whales tails损失的机头胶 Delivery交货 Bad edges on calendar rolls压延料的边部差 Cost成本 Meeting target达到目标 Morale士气 Meeting targets达到目标 Environment环境 Resources committed to other categories用于其他项目的资源Cell Level Problem Solving Examples生产单元问题解决35Constitution章程章程Purpose StatementPurpose Sta

47、tement目的声明目的声明 Become the Most Competitive Supplier in our Industry在我们的在我们的产业成为最具竞争力的供应商产业成为最具竞争力的供应商 Meet or Surpass Stakeholders Expectations达到或超过股东的期达到或超过股东的期望望 Best In Class in All We Do在所有我们从事的领域中做到最好在所有我们从事的领域中做到最好 Reach Operational Excellence实现卓越的运作实现卓越的运作 Create a High Performance Organizati

48、on创造高绩效的组织创造高绩效的组织 Live and Prosper in a Culture of Continuous Improvement形成并形成并弘扬持续改善的文化弘扬持续改善的文化 Eliminate Waste and Create Value消除浪费消除浪费,创造价值创造价值 Recognized as the technology leaders through constant innovations in products, processes, materials and applications 通过对产品、工艺、材料和应用的持续创新以被认可为技术的领路人通过对产

49、品、工艺、材料和应用的持续创新以被认可为技术的领路人 36Constitution章程章程Guiding Principles指导原则Commitment to continuous improvement through elimination of all forms of waste.承诺通过消除所有形式的浪费来持续改善Commitment to standards. 对标准的承诺Continuous increase of velocity through the process.持续提高工序间的周转率Focus on the value stream.关注价值流Zero defect

50、s through Best In Class design and execution.通过最优的设计和执行实现零缺陷 Just in time of products and services.及时交货的产品和服务People are our strength to reach full potential.人是我们实现全部潜能的保证All actions to impact cost, quality or delivery.所有的行动都对成本、品质或交货有改善Care for safety and environment.关注安全和环境。Support the operator all

51、 the time to add value.始终支持操作工以增加价值What Is The Gates Production System什么是盖茨生产系统38GPSA declaration of principles, beliefs and values that will guide Gates World Wide关于引导全球盖茨运作的原则、信仰和价值观的声明 139GPSA definition of the core global systems and processes on which Gates will operate in the pursuit of manufa

52、cturing excellence.盖茨追求卓越生产时采用的核心全球性系统和方法的定义 240GPSA set of global and regional policies to sustain the operation in alignmentto a common direction.一套全球性和地区政策，用来保持各运作单元朝同一方向前进。 341GPSA framework to integrate our engineering resources and activities to common goals.集合我们的工程力量和活动，努力实现同一目标的框架 442GPSA in

53、vitation to all associatesto develop their capabilities and potential to create a progressive environment for continuous improvement.邀请所有员工一起来开发自己的能力和潜力，创造一个持续改善的向上的环境。 543GPSAn invitation to change, learn and improve.对改变，学习和改善的邀请 6GPS Implementation实施45GPS Implementation Phase Process实施的阶段过程实施的阶段过程

54、Phase 1: Transformation阶段：转化 Build foundations建立基础 Initiate mobilization开始动员Phase 2: Expansion阶段：开展 Integral use of methods and tools完整的运用方法和工具 Radical improvements in core systems and processes在核心系统和过程的根本改善 Continuous Improvements in lean metrics持续改善的测量指标Phase 3: Acceleration阶段：加速度 Culture of conti

55、nuous improvement across the entire division在整个公司创造持续改善的文化 Consistently meeting strategic goals of growth, profitability and leadership始终如一地实现增长、收益率和领导力的战略目标 46GPS Phase ObjectivesGPS阶段目标阶段目标 Phase 1阶段1 Transition.转化 Build the foundations & Initiate mobilization. 建立基础并发起动员 Demonstration of both

56、theoretical understanding and practical applications in all GPS elements. 实证对GPS所有元素的理论理解和实践应用 Ownership & involvement within all levels of the organizational structure. 在组织结构的所有层面中的“拥有者”和参与 Progressive development of individuals at all levels. 在所有层面中的个人的进步发展 Positive achievements, relative to o

57、verall business objectives.肯定的成就相对于总的业务目标 Clear evidence to support progress process confirmation. 支持进程的明显证据方法确认“a total management system is needed that develops human ability to its fullest capacity to best enhance creativity and fruitfulness, to utilize facilities and machines well, and to elimin

58、ate all waste.” Taiichi Ohno.一个全面的管理系统是需要发展人的能力到最大以最大限度的提高创造力及成果，更好的利用机器设施，消除所有浪费47Lean Manufacturing精益生产精益生产Core Processes: Major Sources of Opportunity核心进程：机会的主要来源 Product Development 产品开发 From Customer needs to specifications and prototypes从客户需求到规格和原型 Product platform to manufacturing platform从产品

59、平台到制造平台 Process Commercialization 流程商业化 On time, metrics准时, 测量指标 Reduction of complexity at the shop floor车间现场复杂性的降低 Process Development 工艺发展 High Speed, no waste, highly flexible高的速度, 没有浪费, 高度灵活性 Visual, work place organization目视化的工作场所组织 Standardized Work标准化工作 Shallow Processes浅显的工艺 48Lean Manufact

60、uring精益生产精益生产Core Processes: Major Sources of Opportunity 5M Optimization最优化 ManMachineMethodMaterialsMoney Standardization人机器方法材料资金标准化 Capability improvement. Reduction / Elimination of Inspection产能改善。减少/消除检验 Supply Chain供应链 Advanced Quality Planning 先进的品质计划 Reduction of Waste in the Supply Chain减少供应链中的浪费 World Wide Purchasing