何谓精简生产

1、Lean Manufacturing精简生产 : The Lean Journey精简之旅 What is Lean Manufacturing ?何谓精简生产?What is Lean Manufacturing ? 何谓精简生产?What is Lean Manufacturing ? 何谓精简生产?Lean Manufacturing精简生产What is Lean Manufacturing ?何谓精简生产 ?Do we need it ?我们需要她吗 ?Why?为什么?What do I get out from Lean ?我可以从中获到什么?Pricing: The New Re

2、ality价格的新模式The old model旧模式:Cost 成本+ Profit效益 = Price价格Fixed固定 Fixed固定 Derived获得The new model新模式:Price价格 Profit效益 = Cost成本Fixed固定 Fixed固定 Derived获得New Model新模式:Price is fixed by the competitivemarket. Profit is fixed by shareholder expectations.This means that you must achieve a maximum target cost,

3、 and that cost reduction becomes central to your business strategy.价格由市场而定,利润由股东而定,这意味必须达至最高成本,而节省成本便成为公司的重要策略.Old model旧模式:The company sets the priceto achieve a target profit.公司目标利润是通过价格设定而得.4Shareholders股东-Financial Return财务回报-Reliability可靠-Income Growth收入增加-Survival生存1Customers顾客-Quality品质-Respo

4、nsiveness反应能力-Cost Advantage成本优势Corporate Challenge企业 挑战Partners伙伴Involvement参与Income Growth收入增加Stability稳定3Employees顾客 -Job Security工作保障-Self Esteem受尊重/尊敬-Recognition赞赏-Rewards奖励2New Corporate Response企业新责任Improves continuously to sustain a competitive advantage, and持续改善,维持竞争力优势Treats people as the

5、 only appreciating corporate asset.确认“人”为企业最重要资产.Physical and cultural transformation to a customer-centric enterprise that:将现有企业及文化转变为以顾客为中心企业Is in tune with & responsive to changing customer needs,以顾客期望为依归,所作之调整及反应The Circle of Doom in Manufacturing !生产的厄运图the circle of doomFakeNumbers假数据Productio

6、nShortfalls生产不足Hire morePeople聘请大量员工MoreEquipment大量设备OT加班Out ofControl失控UnrealisticMPS排期不现实PoorPerformance差的表现4 Steps to break the circle of doom打破厄运图的4个步骤: Integrity正直 Enthusiasm and Commitment积极/有责任感Action行动Understanding the customer fully and clearly充分明了客户的需求Breaking the Circle of Doom打破厄运图Lean s

7、tarted in Toyota 45 years ago精简生产开始于45年前的丰田公司Two Japanese set out to beat the mass production mode 两个日本人建立了突破传统的大批量生产模式Taiichi OhnoShigeo ShingoLean Manufacturing精简生产Lean is 精简是:Mindset of continuous improvement.持续性改善的观念Eliminating Waste消除浪费Habits习惯Changing the way we do things改变做事方法Culture文化Believe

8、信任An eye for details亲自了解详情Always shifting the paradigm of satisfaction经常转变满意模式Lean Manufacturing精简生产What is Lean Manufacturing?何谓精简生产?Lean is精简是 :企业资源计划(ERP), 生产资源计划(MRPII)KAIZEN改善TQM全面质量管理, TQC全面质量控制, 6-Sigma6个标准偏差Just In Time及时生产Kanban广告牌Mind set of continuous improvement续改善的观念Why do we need Lean

9、Manufacturing ?为什么要精简生产?Competitive globalization全球性的竞争Survival生存Change - Continuous Improvement 改变 持续性改善LEAN MANUFACTURING, AN EXAMPLE精简生产实例PRATT & WHITNEY AS AN EXAMPLE以PRATT & WHITNEY公司 为实例:SMALL PRODUCT TEAM (30) MOVING FIRST DESIGN FROM CONCEPT TO LAUNCH IN NINE MONTHS小形的生产小组(30),在9个月时间内完成从概念设计

10、到生产的过程.ENGINEERS LOCATED IN SAME SPACE AS PRODUCTION工程师要与生产中在同一地方工作EQUIPMENT ORGANIZED BY COMPONENT IN PROCESS SEQUENCE设备是按零件的生产制程来布置.3 Vital Elements 3个重要因素KaizenBreakthroughMethodology改善突破方法Time Based Strategies时间策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive a

11、dvantage迅速获得及维持成果以取得竞争优势Strategic Issues For Manufacturing生产策略Quality: how to improve it品质:如何改进Cost: How to control it成本: 如何控制On-time Delivery: How to ensure it准时交货: 如何保证Failure to improve in all three areas means a loss of competitiveness in todays global markets. 如果我们不能做到所要求的:品质、成本和准时交货, 那我们在市场上将失

12、去竞争能力。Operational Lead Time运作时间OrderEntryPre-PlanMfgDistA/RA Time based Strategy时间为基础的策略ProductDevelopment开发Pre-Plan计划Manufacturing生产Distribution销售AccountsReceivable结算Time时间To reduce the length of time an organization requires to finance itself减短财务结算时间Time Based Strategy以时间为基础之策略When the time based

13、strategy, the Global Production System, and the Kaizen methodology work in harmony当以时间为基础策略/全球生产系统/改善突破工作融为一体时:Quality, cost and delivery simultaneously improve QCD同时得到改善Quality improves by reducing the time between error detection and correction通过减短发生到发现次品的时间来改善质量Cost improves by reducing waste and

14、 defects通过减少浪费及次品来改善成本.Delivery improves by shortening the time from order to delivery通过减短订货到交货时间来改善交货时间sales grow销售增长Profits increase利润提升Time Based Strategy时间为基础策略A reduction in manufacturing lead time would:生产周期/前置“时间缩短可达成:Get new products to market faster新产品推出更快Get existing products to the custom

15、er faster and shorten order time现有产品订货时间缩短,客人更快获得货品.Why focus on manufacturing ?为何以生产为焦点It has the longest lead time of any production segment各生产环节前置时最长It ties up the greatest concentration of assets (people, inventory, equipment, floor space, etc.)使用最多资源(人,库存,设,备用地等)Reducing manufacturing lead time

16、 creates a pull on the other operational segments for improvement缩短生产周期/前置时间,同时带动其他运作部门改进.Quality and Time质量与时间Focus on reducing the elapsed time:关注减少下述时间Between error occurrence and error detection从发生到发现时间Between error detection and corrective action从发现到纠正时间Achieve world class quality:达致世界级质量50% an

17、nual reduction in production defects每年减少次品50%Eliminate the root causes - dont do rework消除问题根源 不造翻工Cost and Time成本与时间TraditionalManufacturing(Batch & Queue)传统生产(大批量及排队等待)Time-BasedManufacturing时间为基础生产Time时间TotalCostTime时间Total costs decrease with lead time reduction!总时间减少及成本降低TotalCost总成本Delivery and

18、 Time交货与时间The market demands:市场需求Greater variety of products多品种选择Faster response times快速反应时间A time-based strategy results in:时间为基础策略结果Reduced lead time减短前置时间Increased manufacturing responsiveness增加生产反应能力Improved delivery performance改进交货表现Minimal inventory obsolescence减少库存及死货3 Vital Elements 3个重要因素Ka

19、izenBreakthroughMethodology改善突破方法Time Based Strategies时间策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive advantage迅速获得及维持成果以取得竞争优势“Pull“ System 后拉系统Stop producing by pushing parts through the assembly line 停止在生产线将物料前推Use a demand signal at the last operation 在最后工位上

20、设置“需求“讯号Implications: 含意:The process is based on takt time 制程跟上产距时间Production is authorized based on customer requests. 生产按顾客所需而定The result: A consistent, minimized lead time 结果:一个持续而短生产周期时间/前置时间Removing excess WIP removes the buffer, forcing wasteinto the open - in order to keep production moving,

21、youllneed to eliminate the waste. 移走过多半成品,移走安全库存,将浪费透明话及显现,令生产畅顺连贯,我们需要消除浪费 understand what is “1-Piece Flow”了解何为1件流 learn how to create it in a manufacturing area学习如何在生产区域建立1件流Objectives目的:What is.1-Piece Flow何为1件流Batch vs Flow批vs流Batch Flow批量流Cell Flow单元流Dept 1Dept 2Dept 3Dept 4OUTDONEOUTOUTOUTINI

22、NININDONEINDONEINNatural Groups in each cell每个单元均为自然组成Work sequence may be different from part flow sequence工作流与零件流可不同43124312What Is “1-Piece Flow”?何为1件流materials flow through a manufacturing process and as this happens, value is added to the materials物料是通过生产制程来流动,对物料来说是增值的.what is the flow time of

23、 an item (start to finish)?何为物料流时间(开始到结束)?IN A BATCH ENVIRONMENT, THIS IS A LONG TIME批生产的环境下,这是个长的时间ITEMS SPEND MOST OF THEIR FLOW TIME WAITING物料流时间大部分花在等待上.creating flow requires a new layout建立流要有新的布局value-adding steps are arranged one after the other增值步骤被安排在一个接一个的流动中.in 1-Piece Flow, there are no

24、piles between steps在1件流情形下,步骤间无次品流动.ITEMS ARE HANDLED 1-BY-1.物料1件跟1件的搬运.ITEMS FLOW “NON-STOP” (NO PILES BETWEEN STEPS)物料流”不停止”(工序间无次品)Cells - The Building Block单元 积木cells are the foundation of performance单元是生产的基础establish cells first, then improve them先建立单元,再去改进LOWESTCOST最低成本ONE BY ONE一个接一个DEFECT-FR

25、EE次品-ONDEMAND按需求1-Piece Flow1件流StandardWork标准工作6-SPullSystems后拉式生产Value Stream Analysis First首先进行价值链分析use Value Stream Analysis to plan your cells运用价值链分析去计划单元Value Stream Analysis creates a vision and a plan价值流分析建立愿景及计划three key Value Stream Maps guide action3个关键的价值流图指导行动:CURRENT CONDITIONS (SEE THE

26、 WASTE)当前条件(了解浪费)IDEAL STATE (SEE THE VISION)观念状况(了解愿景)FUTURE STATE (SEE THE NEXT 6-12 MONTHS)未来状态(了解下6-12个月)by doing this first, you choose better cells首先通过做这些,你可选择更好的单元.What Are the Cells Boundaries? 单元的分界线是什么?Value Stream Analysis defines cell boundaries:价值链WHO ARE THE CUSTOMERS? 谁是客户 WHAT ARE TH

27、E OUTPUTS?输出什么?WHO ARE THE SUPPLIERS? 谁是供货商WHAT ARE THE INPUTS?输入什么WHAT ARE THE TRIGGERS?什么是板机Cell单元Inputs入Outputs出customers客户Suppliers供货商Principles of Cell Design单元设计的原则safety first安全第一DONT ALLOW UNSAFE CONDITIONS不允许不安全的环境MAKE JOBS EASY TO DO (ERGONOMIC)使工作易做PREVENT UNSAFE ACTS (MAKE THEM IMPOSSIBL

28、E)防止非安全行动(使他们不可能发生)Quality品质EVERY PART IS A GOOD PART每个零件都是好的BUILD PREVENTION INTO PRODUCT AND PROCESS对产品及制程建立预防措施right-sized equipment 适当的设备NO FASTER THAN THE CELLS TARGET TAKT TIME禁止快过单元的目标产距时间1/10TH THE “TYPICAL” CAPITAL COST 1/10为典型的投资成本RUNS AUTONOMOUSLY (LOAD-LOAD) 自主式运作(放放式生产)Principles of Cel

29、l Design单元设计的原则operator work on the inside 操作工在单元内NO ISOLATED PEOPLE IN “BIRDCAGES“不要将人孤立在”鸟笼”.VALUE-ADDING WORK DONE ON THE “INSIDE“.增值工作在单元内完成.U-SHAPED COUNTER-CLOCKWISE LAYOUTS BEST.”U”型逆时针方向排位最佳.“charger” work 支持工作SUPPORT WORK DONE ON THE “OUTSIDE“.支持工作在单元外完成.“CHARGER” ROLE (SO PEOPLE “INSIDE” D

30、ONT LEAVE).支持者的角色.(在单元内的员工不需要离开岗位)managed with standard work用标准化工作来管理TAKT TIME, WORK SEQUENCE AND STANDARD WIP产距时间,工作顺序及标准半成品.STANDARD DOCUMENTATION POSTED 张贴标准工作文件PRODUCTION CONTROL BOARDS生产监控板.Principles of Cell Design单元设计的原则no place for WIP 无半成品存货区NO ROOM FOR EXTRA PIECES BETWEEN STEPS不准有多余的半成品存货

31、房.NO ROOM FOR QUEUES, PALLETS, EXTRA PARTS不允许有排队,货盘,多余零件存货房.no place for junk 不存放垃圾REMOVE OR DISABLE EXTRA HORIZONTAL SURFACES消除或禁止超出水平面的部分.NO CLOSED-DOOR OR CLOSED-DRAWER STORAGE不要私设小货仓.tools and parts where needed工具及零件到位TOOLS ON SHADOW-BOARDS OR HUNG WHERE USED工具放在有影子的工具箱内或挂在要使用的地方PARTS PRESENTED

32、WHERE THEYRE NEEDED零件按需供应AVOID WALKING, REACHING AND TURNING MOTIONS避免走动,伸展,转动的动作.1-Piece Flow 一件流Value Stream Analysis comes first (vision + plans)首先进行价值链分析(愿景+计划)then, 1-Piece Flow should be created in 2 or 3 steps:然后,1件流应当按2-3步完成:STEP 1第1步(if needed若需):RIGHT-SIZED EQUIPMENT EVENT(S)合适的设备项目develop

33、 and build equipment if needed若需要,可开发及制造设备STEP 2第2步:EQUIPMENTPREPARATION PROJECT设备准备方案buy / build equipment, tools, fixtures买/造设备工夹具 (dont plan the layout不必计划排位)STEP 3第3步:RAPID IMPROVEMENT EVENT快速改善事项implement 1-Piece Flow layout with basic Standard Work以标准工作为基础推行1件流排位Continue to Establish the Cell不

34、断的建立单元remember that a cell has一人单元包括1-PIECE FLOW 1件流STANDARD WORK 标准工作6-SPULL SYSTEMS 后拉系统establishing the cell layout is the first step第1步:建立单元排位Standard Work is next (during the same Event)第二步:建立标准工作(同一项目)follow up with good basic 6-S (make it very visual).优良的6s是基础.create Pull Systems for cell cus

35、tomers and suppliers建立后拉系统manage the cell (“all or nothing” in first 3 weeks!)单元的管理(前3周”所有或无”)Kaizen Breakthrough Implementation改善突破的推行Phase 1: Waste Elimination, Lead time Reduction第1阶段:1.消除浪费,减少前置时间1-PIECE FLOW 1件流Cells/Layout 单元/布局Standard Operations/Work标准操作/工作Pace makers调速器Multi-Process Workers

36、多功能工人Setup Reduction减短装置时间Material Handling物料搬运Conveyance Systems运输系统Material Presentation物料发放Water Spider水蜘蛛Super Market 超市Kaizen Breakthrough Implementation改善突破的推行Phase 1: Waste Elimination, Lead time Reduction第1阶段:1.消除浪费,减少前置时间Quality Assurance质量保证Human Line Stops Abnormality Detection/Andons异常推测

37、灯Poke-Yoke 防错装置Cell Performance Boards.单元生产表现板Workplace Organization 6-S 工场组织 6-sPULL SYSTEMS后拉系统Kaizen Breakthrough Implementation改善突破的推行Phase 2: Equipment Upgrade, Total Quality Management第2阶段: 设备更新,全面质量管理Jidoka/Autonomation 自动化Auto. Abnormality Detection 自动异常侦查Separation of Worker from Machine人机分

38、离Auto unload/Hanedashi, Chaku-Chaku lines 自动装卸,拿放拉Total Quality Management全面质量管理Policy Development政策展开Deployment in Operations动作步署Administrative Kaizen管理改善Product Focused Teams重点产品小组JIT Accounting/Product Costing 及时结算/产品成本New Process Development新制程开发Total Productive Maintenance全员生产维护Kaizen Breakthro

39、ugh Implementation改善突破推行Phase 3: System Synchronization, Company-wide Improvement第3阶段.与系统同步,公司全面的改善Production Smoothing Plan畅顺生产计划Forecasting预测Monthly Production Plan月生产计划Materials Requirement Plan物料需求计划Staffing Plan员工计划Kanban Plan广告牌计划Capacity Plan产能计划Daily Production Schedule日生产排期Mixed Model Produ

40、ction金类型产品生产Kanban System广告牌系统Kaizen Breakthrough Implementation改善突破的推行Phase 3: System Synchronization, Company-wide Improvement第3阶段:与系统同步,公司全面的改善Total Quality Management全面质量管理Policy Deployment - Company-wide政策展开-公司整个范围Simultaneous Engineering 同步工程( Production Preparation )生产准备JIT Accounting 及时结算Sha

41、ring分享Supplier Relations 供货商关系Why Do 6-S6-SQCDProductivityimprovementSafetyPracticesTrained &MotivatedWork ForceMulti-ProcessHandlersEquipmentReliabilityTPMQualityAssuranceProcessControlsMistake-ProofingFlexibility(Short Lead Time)one piece flowQuick Set upImplementation - 3 Phase Process推行 3个阶段Invo

42、lvement包括Time时间Waste Elimination 消除浪费Phase 1 第1阶段Phase 2第2阶段Equipment Upgrade设备更新System Synchronization与系统同步Phase 3第3阶段There are essentially two kanban systems: 有两种广告牌系统Internal 内部广告牌External or supply 外部或供货商广告牌What is Kanban? 何谓广告牌?Material Management 物料管理A visual pull system to control material co

43、nveyance and inventory levels between customers and suppliers 一套供应商与顾客之间有效管理库存与运输的目视后拉式系统.Material Management 物料管理LSSLSSPick-up Kanban 取广告牌SupplierSupermarket超级市场DropProductionKanban 放置广告牌RMFGScheduleBoard 生产排板ProductionKanban 生产广告牌Production Environments Using Kanban Cards 用广告牌卡管理之生产SubassemblyPart

44、s StoreFinal Assembly 总装Parts StoreParts SupermarketInternalKanban 内部广告牌Waterspider RoutineSingle ComponentFabrication LineMachining LineMultiple PartsLPS Model Line 将简生产系统模范生产线Material Management 物料管理机械生产线(多种零件)配套生产线(单一零件)半成品组合零件存仓位物料员供应路径流程超市自动化是.一个生产系统能够:把机器作业从人工操作中分离出来对生产异常情况作出快速反应预防生产异常的重新出现发现&

45、更正!POKA YOKE防错装置Poka Yoke Is防错装置是: MISTAKE-PROOFING 防错 Simple & Inexpensive devices.简单 & 便宜的装置 Prevent errors or detect defects.防止错误或发现缺陷 100% inspection at source.在源头100% 检查 Immediate feedback and action.即刻反馈和行动Standard Operations 操作标准化Standard Operation Elements 操作标准化原素Takt time 产距时间Cycle times 周期

46、时间Work sequence 工作顺序Standard WIP 标准半成品Identify 确应Takt time 产距时间Existing layout & material flow 现时摆放图与物料流Existing work sequence 现时工作次序Cycle times 周期时间Quality, safety, waste, ergonomics 品质,安全,浪费,人效(人机效率)Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt,t

47、o offer a solution everybody can understand. 伟大领导永远是一个简洁者,他能停止争执,争论,怀疑,同时给每一个人清楚明白的答案.Standard Operations标准化操作Standard Operations are.标准操作为.A prescribed sequence of production steps规定的生产顺序Assigned to a single operator指定1个操作员Which are balanced to the takt time与产距时间同步Standard Operations Goals标准化操作的目标O

48、utput产出Quality品质WIP半成品Cost成本Standard Operations Cycle标准化运作循环Identify鉴定Define定义Implement推行Sustain维持Standard Operations 操作标准化Step 1: Observe the current work processes and identify the current state of: 第一步:观察现时制程及确认现况Quality 品质Quantity 数量Staffing 人员Inventory 库存Safety 安全Standard Operations 操作标准化Step 2

49、: Define the best possible work process which address the identified issues 第二步:定义最好有效工作制程于特定事项上Step 3: Implement solutions to the identified issues by installing the new work process 第三步:在相关事项上推行新方法,新制程Step 4: Sustain the new work process by: 第四步:维持新方法新制程Demanding adherence 高要求的坚持Continuing to impr

50、ove 持续改进3 Vital Elements 3个重要因素KaizenBreakthroughMethodology改善突破方法Time Based Strategies时间策略GlobalProductionSystem - GPSAchieve rapid and sustainable results for competitive advantage迅速获得及维持成果以取得竞争优势Kaizen Breakthrough Methodology改善突破方法Clear Objectives目标明确Team Processes组队过程Tight focus on time重点关注时间Cr

51、eativity before capital 创造力比投资重要Quick and crude vs slow and elegant快而粗VS慢而精Necessary resources immediately available迅速提供必要的资源Immediate results有直接的效果Implementing the Lean Principles推广 精简原则Create a value chain map to identify areas of opportunity.由价值链图,寻找/确定改进机会Organize the workplace using 5S method.组

52、织良好5S工作场地Implement changes using Kaizen Breakthrough Methodology.用改善突破方法,推行改变Improve productivity using Lean Production System principles and reduce system inventory to reduce cost.用精简生产原则,改进生产力及减少库存,降低成本.Identify value-adding and non-value-adding activities and set new performance targets.分别增值与非增值活

53、动及设定新表现目标.Value-Add vs. Non-Value-Add增值对非增值Value-Adding Activities增值 活动.transform materials and information into products & services which the customer wants.将物料及数据,转化为顾客所需之产品与服务Non-Value-Adding Activities. 非增值 活动consume resources, but dont directly contribute to the product or service.耗用资源,但不直接转化为顾

54、问所需之产品与服务Wastes in Manufacturing生产中浪费Defective products次品Overproduction生产过剩Inventories库存Excess motion过多动作Processing处理动作Transportation运输Waiting等待Lead time reduction is achieved by identifying and eliminating waste.减少周期及前置时间,确定及消除浪费Causes of Waste浪费成因Layout (distance)摆放Long setup time长装置时间罢放Incapable

55、processes不需要制程/处理Poor maintenance practices差保养/维护Poor work methods差工作主法Lack of training缺少训练Lack of adherence缺少坚持Supervisory roles督导Irrelevant performance measures有关表现量度Ineffective production planning/scheduling不有效生产计划Lack of workplace organization缺少现场组织Supplier quality/reliability供应者之质量及可靠度More.更多Wh

56、at is a Value Chain Map?什么是价值链图A tool used to:此工具用来Display the current material and information flow from the customer through the supply base展现物料与信息流动,由供应到顾问Identify opportunities and establish project priority确认改进机会及优先次序Identify and set the vision for the future state Value Chain Map.确认及设立未来目标及新价值

57、链Control控制Achieving 6 Sigma Process Capability达致6 Sigma(6级标质)制程能力Define/ Measure定义/测量Improve改进Analyze分析Production Smoothing Benefits生产畅顺效果Maintains a consistent, high product quality维持持续高质量Minimizes finished goods inventory 减少成品库存Reduces the requirements for capital investment减少投资Reduces training co

58、sts减少训练成本Reduces costs due to rework and scrap减少翻工及损耗成本Ensures on-time delivery保证准时交货Quality Cost Delivery !质量 成本 交货A Sea of WIP 平成品海洋Now you see it 你可看到Remove Excess WIP - Forcing Waste into the open移走过多半成品 展现浪费Inventory次品过多动作运输生产过剩等待The Partnership Organization伙伴关系的组织Traditional Relationship Model

59、传统的伙伴关系Supplier供货商RepBuyer买家YourOrganizationCustomer客户NEW Partnership Model新型的伙伴关系SupplierYourOrganizationSupport Groups服务团体EngineerEngineer工程师Cultural Transformation 改变文化Cultural change is a long-term process which will require deliberate change in management attitude and some fundamental changes in the environment. 改变文化,是一个长期工作,在管理态度上有一个深思熟虑的改变及在整体环境下有一个基本的改变.Requires Senior Management Leadership需要由高层管理领导Sustaining culture change requires alignment of performance measurement to the business objectives. 维持文化改变,表现量度方法要与企业目标相符合Current World Class Performance Benchmarks 典范借鉴 现时