优化生产中的物流活动（39页）ppt课件

1、Material Movement in a Lean Manufacturing Operation 优化消费中的物流活动Total Systems Development 全体系消费提高JIT消费(准时,准量消费):What is meant by the term, “Just-In-Time?JIT消费意味着什么?Does it mean JIT Supply? 准时,准量供应?Does it mean JIT Production? 准时,准量消费?So, what is Just-In-Time?那么,什么是准时准量消费?The concept of producing the n

2、ecessary units in the necessary quantities at the necessary time is described by the short-phrase “Just-In-Time. JIT消费是:在必需时间内消费必需数量的必需部品的概念.For example.In building shoes: The necessary subassemblies of the proceeding process (uppers and bottoms) should arrive at the assembly line at the time needed

3、 in the amounts needed.举例阐明: 在消费废品鞋的时候:制鞋所必需的部件(鞋帮和鞋底)要准时,准量,准型号地到达制造车间.If we achieve JIT: 假设我们做到准时,准量消费:Unnecessary inventories will be eliminated. 不用要的库存就会消除Stores and warehouses will not be needed. 储存区和仓库也可以取消Material carrying costs will be diminished. 资材搬运本钱降低However.To rely solely on a central

4、planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operations.但是：单纯地依赖方案消费的方法,使一切工序同步消费，并不能完全实现一切环节的准时，准量消费.TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船Weekly Schedule每周消费方案Typically, one contro

5、l operation receives the customers orders and disseminates schedules.通常，消费控制部门接受客户定单，然后制定并传达方案.Production Control消费控制TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船Weekly Schedule每周消费方案Production Control消费控制IIIIIIThe problem comes when a change is made either because the order changes

6、 or equipment breaks down.但是当定单有变化或设备出现问题的时候，就会发生一些问题：库存库存库存库存The result is excess inventory结果是导致过多的库存within the plant as Work-In-Process在本车间工序内积压过多的库存suppliers sending in parts that are not needed上一道工序发来的并不需求的部件Additionally另外,We need extra floor space to store the material. 我们需求额外的空间来堆放资料Need exped

7、itors to satisfy the changes in schedule. 需求人力和时间投入来改动消费方案Run overtime to make up parts that we now need. 用加班时间来消费如今所需部件Toyota rethought how to communicate schedules.丰田公司对调整消费方案做了改良:Toyota discovered a different way to manage their schedule, 丰田运用不同的方法来制定调整消费方案They stopped trying to guess what the cu

8、stomer will want. 他们并不去猜测客户的需求Instead相反.Each department had installed a small inventory of each product. 每个车间都坚持少量的库存Downstream processes come to the supplying departments and take what it needs. 下一道工序到上一道工序去取他们所需部件This allows the processes upstream to simply replace what was taken. 这样,上一工序只需补充被取走的部

9、件即可.The Toyota Production System TPS丰田体系.Is likely to be the most studied and discussed operations program in the world. 是极能够被全世界研讨和讨论的体系Numerous books and papers have been written about TPS. 出版了很多关于TPS的书籍和其它资料Many have come to characterize TPS as “lean production or NOS. 许多人以为丰田体系(TPS)实践上就代表优化消费或NO

10、SLean Manufacturing (NOS) NOS优化消费Regardless of any authors opinion or rational, all agree that the foundation of lean manufacturing (NOS) is the continual pursuit to eliminate waste. 虽然大家的观念有些不一样,但一切人都以为NOS的根底是继续不断地减少浪费Waste is defined as anything that consumes resources or time, but does not add va

11、lue to the product. 浪费是任何耗费资源或时间,但不添加产品价值的活动Excess Inventory is Waste 多余的库存是一种浪费Excess inventory hides problems多余的库存会隐藏一些问题Sea of Inventory 大量库存Raw Material 原资材Finished Goods 废品LongTransportation过长运输时间VendorDelivery 供应商运送Absenteeism缺勤Commun-icationProblemPoor Scheduling方案不力MachineBreakdown设备停机Qualit

12、yProblems质量问题LineImbalance线内不平衡Long Set-Up Time过长调整时间Lack of House-Keeping仓储管理问题沟通问题Our goal for materials management in NOS NOS资材管理的目的The ideal state is a smooth flow of materials throughout our own factory 理想的形状是物料在整个工厂内顺畅的流动.We want to tie together processes that are separated by large physical d

13、istances. 使那些有一定间隔而相对分别的消费流程严密结合起来We need to improve communication in regards to material movement. 在物流方面要加强各工序间的沟通The Push System推进“消费体系In traditional manufacturing, various production schedules are released to all processes; component making and assembly. 在传统的消费中,各种消费方案被传到达各个工序,部件消费和组装部门.The Push

14、System (cont.)推进“These part-making processes produce the parts in accordance to their schedules and transport the parts to the next process. 部件消费部门按照收到的方案消费并把废品部件运送到下一道工序.The Push System (cont.)推进“This method makes it difficult to promptly adapt to changes. 这种方法使消费很难迅速对变化作出反响Each production schedule

15、 must be changed at each process simultaneously. 每个工序的消费方案都必需同时变化以顺应同步消费The Push System (cont.)推进The Result导致:The company must hold extra inventory among all processes.公司不得不在各个工序坚持额外的库存This creates an imbalance of stock between processes.各工序间的库存达不到平衡The Pull System “拉动消费体系 In contrast, in a PULL SYS

16、TEM, each process will withdraw the parts it needs from the proceeding process. 相反, “拉动消费体系要求各个工序仅需从上一道工序提取本人所需求的部件.BA“production kanban“withdrawal kanbanProduct部件Product部件Market供应超市Supplying Process 供应工序Customer Process客户工序“消费指示板“拒收指示板The Pull System (cont.)拉动体系Since only the final-assembly process

17、 can accurately know the necessary timing and quantity of parts required, they are the only ones to receive a schedule. 由于只需制造准确地了解所需时间和部件数量,以只需制造收到消费方案即可. AssemblyStock-fit预备Stitching缝纫Assembly制造Shipping装船Weekly Schedule每周消费方案Final Assembly receives a schedule and pulls from the Market Place. Stitc

18、hing and Stock-fit replenishes the Market Place. 制造接受消费方案,并借助“供应超市拉动消费.缝纫和预备向“供应超市补充部件.Production Control消费控制The Pull System (cont.)拉动体系With the schedule, the final-assembly goes to the supplying departments and withdraws what parts are needed.根据消费方案,制造到供应车间去提取所需部件.The Pull System (cont.)拉动“消费The pr

19、eceding operation then produces the replacements of the parts withdrawn by the subsequent process. 这样,前一道工序开场消费被下一道工序提走的部件以补充所需.BAssembly制造Stitching缝纫A“production kanban“withdrawal kanbanProduct部件Product部件Market供应超市“消费指示板“拒收指示板Markets “供应超市Markets are the storage locations for all the parts prior to

20、 going to the next operation. “供应超市是为下一道工序储存所需各种部件的区域.Markets simply are organized collections of purchased parts and work-in-process. 组建“供应超市只是为了搜集购买的部件和线上的库存.If parts are already stored in your plant, then you can construct markets. 假设工厂内有储存部件,那就可以设置此体系.Cautions about Markets关于“超市体系的警告:Dont get ca

21、ught up in other peoples philosophy.不要受别的观念的影响:Markets do not have to be located next to the receiving docks. 超市不一定要接近部件接受区Markets do not have to be large in size. 规模不一定很大You can have several mini-markets if space is difficult to get. 假设空间不够,可设多个分散的小超市.Use your own common sense运用本人的常识来处理问题!Rules for

22、 developing Markets设立“超市的规那么:Have a storage location for every part. 为每一部件设立储存区Determine the maximum of any one part that will be stored. 为任一需储存部件设立最大库存规范Provide adequate storage space. 提供适宜的储存区域Safety is a priority. 要优先思索平安要素.Lessons Learned about Markets设立超市需留意的几点:Have an overflow spot and a means

23、 to monitor. 设立库存限制和监控方法Try to reserve spaces for future parts. 提早思索，为以后的部件留出储存空间Preferably, do not store the same part in more than one location. 同一部件最好储存在一个区域Make sure aisle ways can accommodate forklifts. 保证过道可包容或通行搬运工具.Determine customer demand确定客户需求Takt time is a reference number that gives you

24、 a sense for the pace at which each process needs to be producing. TAKT 节拍时间为了解并调整各个工序的消费速度提供参考根据To calculate takt time, divide the available time by the customer demand. 用可利用的消费时间除以客户需求量， 即为节拍时间.For our plant对我们公司来说:One shift is nine hoursthere is one 60-minute lunch9小时一个班次,其中有1个小时的就餐休憩时间Work-time

25、任务时间8Hrs. X 60min/hr = 480 minutes 8小时 X 60 = 480分钟480 minutes per shiftThere is 28,800 seconds per shift480分钟每个班次,即28,800秒每个班次Customer demand客户需求The customer needs 2,000 pairs each day.客户每天需求2,000足鞋We work one shift each day in Assembly, 6 days per week.制造车间每天一个班次,每周任务6天Customer demand is 客户的需求是:2,

26、000 Pairs / 28,800 sec 2,000足 / 28,800秒or 1 PAIR every 14.4 seconds 或每14.4秒需求产一足鞋Market setups and locations供应超市预备和位置选定Locate space within the plant that can be used as a market(s). 选定公司可作为超市的位置Minimize the number of markets.If may be necessary to start with several small ones, later to combine into

27、 one. 尽量减少超市的数量,假设有必要可先设立几个小的超市,以后再合并成大的超市.Manpower and equipment needed人员和设备要求Parts are delivered to the line by Material Handlers using hand-carts.搬运人员用手推车将部件运到消费线The Material Handler has a designated route that covers all the stations he (or she) is responsible for.搬运人员按照指定的运输道路担任本人的任务区域He delive

28、rs all parts needed on that delivery cycle, retrieves all empty containers搬运人员必需循环搬运所需部件,并取回空的部件箱Training 培训The people who are affected by the new system need to understand why the company has implemented the program.新体系所涉及到的人员需求懂得为什么公司实施此体系Those who are to support it must understand how it works.支持新体系的人员需懂得体系是怎样运作的All people must receive adequate training in order for the system to be both robust and successful.一切相