价值流程图-0317

1、Lean Green Belt TrainingDefineControlImproveAnalyzeMeasureLGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryValue Stream Mapping价值流图价值流图精益生产绿带培训精益生产绿带培训 Improve 改进Control 控制Analyze 分析Measure 测量Define 定义1LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confide

2、ntial and Proprietary精益价值流精益价值流Value Stream Management2LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryModule Objectives 课程目标Through completion of this module, the participant will 通过完成这个课程，学员将 learn to define a value stream 学习定义一个价值流 develop a line of sight to id

3、entify waste 形成识别浪费的眼光 learn how to determine the scope of VSM tool application 学习如何决定价值流图的具应用范围 know how to utilise the VSM tool 了解如何使用价值流图3LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary A sequence of steps that must be performed in the proper sequence to creat

4、e value for a customer. 可以根据适当顺序执行的，为客户创造价值的步骤。 The complete value stream includes steps required to recognize demand and plan (information) and to process (execute).完整的价值流包括识别需求和计划（信息）以及处理（执行）所需要的步骤 The value stream includes all steps that are value-added and non value-added 价值流包括所有增值和非增值步骤。 If the

5、re is a product or a process for a customer, there is a value stream. 有为客户生产的产品或流程，就有价值流。Many of our value streams have lead-times which are comprised of more than 90% non-value added time.我们许多价值流的时间都包括了超过我们许多价值流的时间都包括了超过90的非增值时间。的非增值时间。Defining A Value Stream 确定一个价值流4LGB1-03-0405 VSM.ppt 2004 Honey

6、well International, Inc. Confidential and ProprietaryCustomer Value客户价值INFORMATION FLOW 信息流信息流MATERIAL FLOW 物流物流OrderEntry订单输订单输入入SupplyMgmt供应管理供应管理ProductionPlanning生产计划生产计划Sub AssyMfg.分装生产分装生产Assembly总装总装Finance财务财务Market& Sales市场和销售市场和销售Information 信息 The objective is to identify sources of w

7、aste at key business leverage points. 目的是找出关键业务利用点的浪费根源。 In turn, this identifies key project targets. 通常，这也可以找出关键项目的目标。Value Stream Thinking 价值流思路5LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryExtended Value Stream 延伸的价值流延伸的价值流Multiple Facilities: Includes Supp

8、liers & Customers)（多个工厂：包括供应商和客户）Process Level 流程层流程层Facility Level 工厂层工厂层(door to door)（门到门）VSMs can be used on any process 价值流可以用于任何流程价值流可以用于任何流程Value Stream Levels 价值流层次6LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryWhy Value Stream Map?为什么要价值流图？ It helps

9、 you visualize more than just the process level. 它将帮助你们更直观地了解超越流程层面的内涵。 Allows you to see the sources of waste. 使你们发现浪费的根源。 Helps target improvement projects on the right opportunities that will make a real difference to performance and flow. 帮助找出真正影响执行和流动的改进项目的适当机会。 ie. Projects that are not linked

10、 to a common strategy 即：与一般战略不相关的项目 Shows linkage - or lack thereof - between the flow of information and the flow of material.显示信息流和材料流之间的联系性或缺乏联系性VSM helps create a common understanding of reality and the improvement possibilities.价值流描绘将体现共识并形成改进的可能性。价值流描绘将体现共识并形成改进的可能性。7LGB1-03-0405 VSM.ppt 2004

11、Honeywell International, Inc. Confidential and Proprietary 1. Perform “Current State” extended VSM 执行“现有状态”延伸价值流图 2. Develop site-specific VSM 开发针对场所的价值流图 3. Perform a “Future State” extended VSM 执行“未来状态”的延伸价值流图 4. Develop the “Ideal State” extended VSM 形成“理想状态”延伸价值流图Typical VSM Strategy 典型的价值流战略8LG

12、B1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryThe Current State, ExtendedValue Stream Map现有状态及延伸价值流图9LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary Create the Team 创建团队创建团队 Team leader from the most downstream site 来自最下游场所的团队领

13、导 Cross-functional: must share ownership 跨职能部门：必须共同拥有 Keep the team manageable (one per firm) 保持团队的可管理性（每公司派一名）The Extended State Value Stream Team延伸状态价值流团队10LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryThe Mapping Team Leader Role团队领导的作用 The Team Leader should

14、 团队领导应团队领导应 Form a team of all functions in the business touching the process组织包括所有相关人员的团队 Organize a walk together to “learn to see”. 组织“学习观察”。 Identify and characterize all the steps. 识别和特征化所有步骤。 Envision a “future state” that is void of as much waste as can be accomplished within the applicable a

15、nd appropriate time horizon. 预见一个在适用和适当时间内尽量没有浪费的“未来状态”。 Implement and help sustain the Future State. 执行和帮助维持未来状态。 Start the cycle again in search of the next Future State. 再次开始这个循环，寻找下一个未来状态。11LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryDefine the area/s of a

16、nalysis 确定分析区域Consider the Product/ process alignments 考虑产品/流程的匹配 Group of products / processes that flow through similar steps. 将类似步骤的产品/流程分组 Products / processes that utilize similar equipment in the downstream process. 在下游流程中使用类似设备的产品/流程This enable efficient analysis of the activity of the produc

17、t 这使我们能有效地分析产品活动Determine the VSM Scope决定价值流图范围12LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary Define product/process family lead time: 确定产品/流程系列的周期： For products, obtain Bill of Material (BOM) for lead times 针对产品，获得原料单的周期时间。 For processes, determine planned/ex

18、pected lead times 针对流程，决定计划/期望的时间期 and dependencies 以及依赖性 Analyze for “cold start” lead times and cost 分析“冷启动”的周期和成本 If there are multiple critical paths, start with the longest 如果有多个关键路径，从最长的关键路径开始The VSM Scope 价值流图范围13LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprie

19、taryFinal ProcessMachinedHousingCoreAssembly1Screws6Cover Assy1Label1CableAssembly1PCB Assembly1CastingStator AssyMagnet wireMachinedCoreSteelBarstockMachinedRotorSteelBarstockMachinedCoverAlum SheetStockWire, blue(22awg)Connector35 days170 days5 days12 days20 days20 days10 days20 days20 days25 days

20、10 days12 days20 days10 days10 days20 days40 days60 daysBill Of MaterialElectric Motor Assembly(76-4338/A)10 daysElectric Motor Lead Time050100150200250Motor AssemblyHousingCore AssemblyScrews Cover AssemblyLabelCable AssemblyPCB AssemblyDaysCreating The Value Stream14LGB1-03-0405 VSM.ppt 2004 Honey

21、well International, Inc. Confidential and Proprietary最终流程 经加工 机架核心组装1螺杆6外壳组装1标签1电缆组装1 PCB 组装1 铸造定子组装 电磁线 经加工核心不锈钢 棒材 经加工转子不锈钢 棒材 经加工外壳铝卷存货蓝线(22awg)连接器35 天170 天5 天12 天20 天20 天10 天20 天20 天25 天10 天12 天20 天10 天10 天 20 天40 天60 days 天电机组件材料清单电机组件材料清单(76-4338/A)10 天创建价值流原料单 电机周期电机周期050100150200250 电机组装 机架

22、核心组装螺杆 外壳组装标签 线缆组装 PCB 组装天数天数15LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryIdentify every supplying entity, especially those on the critical path. Start with the customer:FACILITYPROCESSLOCATIONLead TimeDISTANCE (mi) TRAVEL MODECustomerXYZ Tool Co.Portland, Or

23、.600TruckMotor StorageBeta DistributionDenver, Co.5800TruckMotor mfg & testBeta MfgPhoenix, Az45370TruckDie CastingAlpha foundryLA, Ca.451820TruckIngot StorageABC WarehouseSt. Louis, Mo.5300TruckIngot ProcessingABC MetalChicago, Il.1200Truck220Creating The Value StreamLook beyond the immediate,

24、in-house suppliers.16LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary找出每个工厂的“每个供应点”。从客户开始： 工厂工厂 流程流程 地区地区 周期周期距离（哩）距离（哩） 运输方式运输方式客户XYZ工具公司波特兰，俄勒冈600货车马达的储存贝塔配送丹佛，科罗拉多5800货车马达的生产和测试贝塔制造凤凰城，亚里桑那45370货车铸造阿尔法铸造厂洛杉矶，加利福尼亚451820货车铸锭储存ABC仓库圣路易斯5300货车铸锭处理ABC 金属厂芝加哥，伊利诺斯12

25、00货车220创建价值流不要仅限于你内部的供应点。不要仅限于你内部的供应点。17LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryTextTextTextTextOperation TitleOperationInformationCustomerIInventoryTruckshipmentO X O XIdeaFIFOLevel LoadBufferFinishedMovementPush MovementInformation flow(2 way)ElectronicI

26、nformation flowManualinformation flowComputingsystemKanban SignalCreating the Value StreamThe Basic VSM Icons for “painting the picture”. 18LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary文本文本文本文本 操作标题 操作 信息客户I 存货 卡车运输O X O X想法想法 先进先出先进先出稳定负荷缓冲库存成品移动 推动 信息流（双向）电子

27、信息流手工 信息流计算机系统Kanban (看板）信号看板）信号创建价值流“画画画画”的基本价值流图图标。的基本价值流图图标。19LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryCustomer 客户Portland, Or 波波 特兰，俄勒冈特兰，俄勒冈2000/wk 周Draw Customer box 画出客户框画出客户框 Location 位置 Customer demand (& variability) 客户需求（和变异）Std Dev 350Electr

28、ic Motor Assemblies 电机组件电机组件XYZ ToolCreating the Value Stream 创建价值流20LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryABC MetalABC 金属金属ABC WarehouseABC 仓库仓库Alpha Foundry阿尔法铸造阿尔法铸造Beta Mfg.贝塔制造贝塔制造BetaDistribution贝塔配送贝塔配送Chicago, Illinois芝加哥，伊利诺斯芝加哥，伊利诺斯St. Louis, M

29、o圣路易斯，圣路易斯，LA, Ca洛杉矶加利福尼亚洛杉矶加利福尼亚Phx, Az凤凰城，亚里桑那凤凰城，亚里桑那Denver, Co丹佛，科洛纳多丹佛，科洛纳多XYZToolXYZ工具工具Portland, Or波特兰，俄勒冈波特兰，俄勒冈Customer客户客户2000/wk 周 Std Dev 350Draw a box for every facility and note location.为每个工厂画框，标明位置.Creating The Extended Value Stream创造延伸价值流21LGB1-03-0405 VSM.ppt 2004 Honeywell Interna

30、tional, Inc. Confidential and Proprietary80 PeopleABC WarehouseAlpha FoundryBeta MfgBetaDistributionDistributionDie CastingMachine & AssyDistributionSt. Louis, MoLA, CaPhx, AzDenver, Co2000 tons FG12 People2 ShiftsLeadtime 5d350 tons WIPABC MetalAl Ingots500 tons FG3 ShiftsLead time 120dChicago,

31、 IllinoisCustomer ppm2300012000 wip212 People2 ShiftsLeadtime 45d2000 wip109 People2 ShiftsLeadtime 45d8000 FG10 People1 ShiftsLeadtime 5d13000ppm25000ppmOTD 76%OTD 88%XYZ ToolCustomerPortland, Or2000/wkCreate a data boxes for each facility / process step for the best data which describes the proces

32、s, such as: Lead time Delivery performance Quality (customer ppm) Inventory (finished goods, WIP, raw) Capacity (people, shifts) Other as applicableStd Dev 350Creating The Extended Value Stream22LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryCreate a data boxes f

33、or each facility / process step for the best data which describes the process, such as:为每个工厂/过程创建数据框，框内的数据如下：周期交付执行质量（客户PPM）库存（成品、在制品、原料）能力（人员、班次）其他必要的信息创造延伸价值流ABC仓库仓库配送圣路易斯圣路易斯2000 吨成品 12人2班周期5天阿尔法铸造阿尔法铸造铸造12000在制品212 人2班周期45天25000ppm订单需求 76%贝塔制造贝塔制造机器和组装2000在制品109 人2 班周期45天13000ppm订单需求 88%贝塔配送贝塔配送

34、配送丹佛公司8000成品10人1班周期5天XYZ工具工具客户2000/ 周标准差 350波特兰，俄勒冈波特兰，俄勒冈洛杉矶，加利福尼亚洛杉矶，加利福尼亚凤凰城，亚里桑那350吨在制品ABC金属金属铸锭500 吨成品3 班周期120天芝加哥，伊利诺斯芝加哥，伊利诺斯客户 ppm2300023LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryABC MetalAl Ingots500 tons FG350 tons WIP3 Shifts80 PeopleABC Warehouse

35、Alpha FoundryBeta MfgBetaDistributionLead time 120dDistributionDie CastingMachine & AssyDistributionChicago, IllinoisSt. Louis, MoLA, CaPhx, AzDenver, Co2000 tons FG12 People2 ShiftsLeadtime 5dCustomer ppm2300012000 wip212 People2 ShiftsLeadtime 45d2000 wip109 People2 ShiftsLeadtime 45d8000 FG10

36、 People1 ShiftsLeadtime 5d13000ppm25000ppmOTD 76%OTD 88%XYZ ToolCustomerPortland, Or2000/wk Add the transportation links. Capture extra transports (by air or truck) and number of expedites.300 Miles2x/mo1820 Miles1x/mo370 Miles1x/mo800 Miles2x/mo600 Miles1x/mo Add the time line. Note travel, queue,

37、and value added segments.5hrsTravel5hrs5d30hrs45d6hrs45d5d12hLeadtimeValue. 1 hr1.5hrStd Dev 350Creating The Value Stream24LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary添加运输环节 记录额外的运输（空运或陆运）和速度300英里2x/mo1820 英里1x/mo370 英里1x/mo800 英里2x/mo600 英里1x/mo添加时间线注意运输、排队、增

38、值部分5小时运输运输5小时5天30小时45天6小时45天5天12小时周期周期价值价值. 1 小时1.5小时创建价值流ABC金属公司金属公司铸锭芝加哥，伊利诺斯芝加哥，伊利诺斯500 吨成品350吨在制品3班80 人周期120天客户PPM23000ABC仓库仓库配送圣路易斯圣路易斯200吨成品12人2班周期5天XYZ工具工具客户2000/ 周标准差 350贝塔配送贝塔配送配送丹佛公司8000成品 10人 1班周期5天贝塔制造贝塔制造机器和组装2000在制品109 人2 班周期45天13000ppm订单需求 88%阿尔法铸造阿尔法铸造铸造12000在制品212 人2 班周期45天25000ppm订

39、单需求 76%洛杉矶，加利福尼亚洛杉矶，加利福尼亚凤凰城，亚里桑那25LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryIdentify steps for information flows:StepDescription DaysHrsMin XYZ Tool1 Purchasing Dept generates fax sheet 352 Fax is sent to Customer Support 5RTU Warehouse: Distribution3 Order

40、s queue at Customer Support 14 Customer Support manually enters order to MRP 55 MRP Regenerates (Daily) 306 MRP schedules order for production control57Production Control prints order and delivers to pick and pack department 308Pick and pack department sorts thru orders and sets priority 19 Deliver

41、load to Factory 30Alpha Foundry:10 Unload ingots20Total TimeCreating The Value Stream26LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary找出信息流步骤：步骤步骤描述描述 日小时分钟 XYZ工具工具1 采购部生成传真 352 传真发送给客户支持部 5RTU仓库：配送仓库：配送3 客户支持部的订单队列 14 MRP客户支持部手工将订单录入MRP 55 MRP再生成（每日） 306 用于生产控制的

42、MRP计划订单57 生产控制部指定并交付给包装部 308 包装部根据订单分类，确定优先次序 19 交付给工厂 30铸造厂铸造厂10 卸载铸锭20总时间总时间创建价值流27LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryContractDeptProductionControlOrder Mgmt SystemMfg Planning SystemP.O faxed monthlyWorkOrderLA, Ca.WeeklyABC MetalAl Ingots500 tons

43、FG350 tons WIP3 Shifts80 PeopleABC WarehouseAlpha FoundryBeta MfgBetaDistributionLead time 120dDistributionDie CastingMachine & AssyDistributionChicago, IllinoisSt. Louis, MoLA, CaPhx, AzDenver, Co2000 tons FG12 People2 ShiftsLeadtime 5dCustomer ppm2300012000 wip212 People2 ShiftsLeadtime 45d200

44、0 wip109 People2 ShiftsLeadtime 45d8000 FG10 People1 ShiftsLeadtime 5d13000ppm25000ppmOTD 76%OTD 88%Map the flow of information flow, starting with the customer order.300 Miles2x/mo1820 Miles1x/mo370 Miles1x/mo800 Miles2x/mo600 Miles1x/moProductionControlDailyProductionControlPurchasingDeptWeeklyPhx

45、, AzPhx, AzDenver, Co.XYZ ToolCustomerPortland, Or2000/wkFaxed P.O.MRP& emailCustomerSupport5hrs5d30hrs45d6hrs45d5d12h5hrs.1 hr1.5hrStd Dev 350SalesDeptSt. Louis, Mo.ProductionControlProductionControlSt. Louis, Mo.Chicago, IlFactory Order SystemFaxed P.O.MonthlyBi-weeklyCreating The Value Stream

46、28LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary承包部生产控制部订单管理系统管理规划系统每月传真工作指令加利福尼亚洛杉机 每周ABC金属公司金属公司铸锭500 吨FG350吨在制品3班80人ABC仓库仓库阿尔法铸造阿尔法铸造贝塔制造贝塔制造贝塔配送贝塔配送周期120天配送铸造机器和组装配送芝加哥，伊利诺斯芝加哥，伊利诺斯圣路易斯圣路易斯洛杉矶，加利福尼亚洛杉矶，加利福尼亚凤凰城，亚里桑那凤凰城，亚里桑那丹佛公司200吨成品12人2班周期5天客户PPM2300012000在

47、制品212 人2 班周期45天2000在制品109 人2 班周期45天8000 成品10人1班周期5天13000ppm25000ppm订单需求 76%订单需求 88%从客户订单开始，描绘信息流。300 英里2x/mo1820 英里1x/mo370 英里1x/mo800 英里2x/mo600 英里1x/mo生产控制部每日生产控制部采购部每周凤凰城，亚里桑那凤凰城，亚里桑那丹佛公司XYZ工具工具客户波特兰，俄亥俄波特兰，俄亥俄2000/周传真订单MRP电子邮件客户支持部5小时5天30小时45天6小时45天5天1小时5小时.1 小时1.5小时标准差 350销售部圣路易斯产品控制部产品控制部圣路易斯芝

48、加哥工厂订单系统传真订单每月每两周创建价值流29LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryTotal Lead Time 总周期总周期VA % 增值时间比例增值时间比例Inventory Turns 库存周转率库存周转率Delivery Performance (OTTR) 及时交货率及时交货率Quality (Customer PPM) 质量质量(客户客户PPM）Product Travel Distance 产品移动距离产品移动距离Current State Sum

49、mary 现状小结 220 days 天天 .0001% 6 89% 13000 PPM 3980 miles 英哩英哩30LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietarySource: “Seeing The Whole” by James Womack and Daniel Jones, 2002Example 2: Current State Extended VSM例2：现有状态延伸价值流图31LGB1-03-0405 VSM.ppt 2004 Honeywell I

50、nternational, Inc. Confidential and ProprietaryLaunch Site-Specific VSM建立特定场所的价值流图32LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary Identify the firms that are contributing value: 识别创造价值的公司： If unable to launch simultaneously, start with the business closest to t

51、he customer along the value stream 如果无法同时进行，可以从价值流上最接近客户的业务开始 Create a committed team 创建一个有承诺的团队 Team leader: the extended VSM participant 团队领导：延伸价值流图参与人 Team members must be process owners 团队成员必须是流程所有者 Site leadership participation is critical 工厂领导层的参与非常关键 Train the team in lean basics 将精益生产基础知识传授给

52、团队Starting Site-Specific VSM开始特定场所的价值流图33LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary Begin current state map activity by walking the process:Step DescriptionVA Time Distance Potential Failure Modes DaysHrsMinFeetAlpha Foundry:10 Unload ingots202011 Receive in

53、gots, verify paperwork212 Move ingots to storage48013 Store ingots1014 Release work order515 Count and release ingots2016 Move to Die Cast staging area33517 Stage (changeover)4Excessive changeover18 Move to Die Cast press22519 Load into melting pot1820 Cycle press to produce parts 1Downtime (core pi

54、n)21 Inspect 1st part522 Load parts into container1423 Call trucker and move parts to trim area28024 Move container/parts to trim press machine1 4025 Trim parts/load into containerTotal TimeSite-Specific VSM34LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary 通过回顾流程

55、启动现有状态的描绘活动步骤步骤 描述描述增值时间增值时间距离距离潜在失败模式潜在失败模式 天小时分钟英尺阿尔法铸造阿尔法铸造10 卸载的铸锭202011 收到铸锭、审核书面材料212 将铸锭搬如仓库48013 储存铸锭1014 发放工作订单515 计算和发放铸锭2016 移入铸造平台区33517 平台（变化）4多余变化18 移入铸造压床22519 装入融解炉1820 循环压铸生产部件 1停机时间（核心设备）21 检验第一个部件522 部件装入集装箱1423 货车将部件运往剪裁区28024 将集装箱部件/移入剪裁压床1 4025 将剪裁部件/装入集装箱总时间总时间特定场所的价值流图35LGB1-

56、03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and Proprietary Create the “current state” value stream map using the same icons and format 使用相同的图标和格式，创建当前状态的价值流图 Start with the customer order and follow the information channels 从客户订单开始，跟随信息通道 Integrate the hardware flow 整合硬件流Site-Sp

57、ecific VSM特定场所的价值流图36LGB1-03-0405 VSM.ppt 2004 Honeywell International, Inc. Confidential and ProprietaryBeta Mfg8000 pcs/month (avg)Std Dev 3500MRP(Oracle)P.O. Faxed monthlyContractadministratorWeekly calls- prioirity changes- inventory availabilityOrder entryPlannerTool CribP.O. faxedmonthlyTeleph

58、one CallTraveler &setup cardProduction Order GagesWeekly regenABC MetalsStagePlace next tomachineDOCKReceiveIngotsReceipt Transaction1 - 2 shipments bi-weekly20,000 lbs. ($12,800)10 skid increments2000 lb per skidI15 skids2 days10 days4 hrsCastSetup, autorun, place incrateStageWait fortruckerop1

59、0-11Tool roomICleanDie114,855 pcs8 Die Cast MachinesCycle time: 30 secsUptime: Not knownChangeover 2-6 hrs2 shifts: 8 people2 days30 secs2 hrs6 weeks2-6 hrsetupsUnplanneddowntimeBrokenCorePins!4-6 wktoolrepairToolCleaning1-2 wksCurrent State SummaryOn time delivery 76%Lead time 45 daysCustomer ppm 2

60、5000Value added% 1%Inventory turns 6Line failures:porosityTrimLoad, run,unload pressFinishLoad, run,unload wheelop20Move transaction/BackflushProduction order/priorityProduction order/priorityI7650 pcsMachines: 5Cycle time: 10 secUptime: TBDShifts: 1Machines: 3Cycle Time: 1-2 minUptime: TDBShifts 2: (2 people)Changeover: TBDChangeover