三一电气精益生产

1、三一电气精益消费摘要培训资料LEVEL 1 : 精益简要,排除浪费*2培训本卷须知尊重本人、尊重其他学员，坚持手机静默或关机;优秀的人才从守时开场 (迟到一分钟罚款5元)培训前请签到，请假需提早1天报告培训终了后做好您方圆0.5M的5S对本人的生长担任，积极发问；空杯心态，获得更多；Agenda 议程The History of Lean - Toyota Production System 精益的历史与丰田消费系统Lean Definition & 7 Wastes 精益的定义及7种浪费Lean Physical Transformation 精益的实体变革Lean Management S

2、ystem 精益管理系统Exercise: By table / group come up with your definition of 揕ean练习：按课桌/小组给出您对“精益的定义What is Lean?什么是精益？Lean 精益lean adj. 精益：描画词1 a: lacking or deficient in flesh. b: containing little or no fat a:无肉或少肉 b: 少脂肪或无脂肪2: lacking richness 不富有 3: deficient in an essential or important quality or in

3、gredient 在必要性、重要 性、质量或成分方面稀缺4: charac-terized by economy of style or expression 文体或措辞简练 syn. thin, skinny, lanky, scrawny, gaunt, bony, emaciated, svelte, lank 同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、瘦长的ant. fat, fleshy, overweight, flabby, obese, plump, chunky, corpulent, soft 反义词：肥胖的、多肉的、过重的、不结实的、过分肥胖的

4、、丰满的、粗短的、肥大的、软的What is Lean? - Womack什么是精益Define value precisely from the perspective of the end customer 从最终用户的角度准确地定义价值Identify the entire value stream for each product or product family and eliminate waste 确定每一种产品或产品系列的整个价值流，消除浪费 Make the remaining value creating steps flow 理顺发明价值的步骤Design and pr

5、ovide what the customer wants only when the customer wants it 只在客户需求时设计和提供他们所需的东西5. Pursue perfection 追求完美WHAT ARE THE OBJECTIVES OF LEAN?精益的目的 Quality质量Cost本钱On-time Delivery 及时交货建立消除浪费的文化为我们的客户提供价值的最大化目的-客户&股东*8Customer Expectations 客户期望Performs As Expected 按预期执行Works when Needed 当需求时, 既可用Cost as

6、Little as Possible 尽能够低的本钱Dont want to Wait 不想等待“Establishing a Culture of Relentless Waste Elimination to Deliver Customer Value Shareholder Expectations 股东期望 Use Minimum Assets 尽能够少的资产 Maximize Return on Investment 投资报答率最大化Agenda 议程The History of Lean - Toyota Production System 精益的历史与丰田消费系统Lean De

7、finition & 7 Wastes 精益的定义及7种浪费Lean Physical Transformation 精益的实体变革Lean Management System 精益管理系统History of Lean 历史新郎重夫大野惠特丽吉尔布雷思泰勒.工业工程之父Toyota Production SystemProduction SmoothingJustInTimeJidoka经过减少本钱消除浪费How do we Define Value如何定义价值*12Value Add Activity价值增值的活动 Transforming of Raw Materials and Inf

8、ormation Into Parts or Products in a Way the Customer Values (Willing to Pay For) 任何将信息和原资料转化为零件或产品,且客户情愿支付的活动Examples: Milling, Boring, Drilling, Punching, Others? 例如:洗削,钻孔,冲压Non-Value Add Activity非价值增值的活动Elements of the Process That Add Time, Effort, Cost, but No Value Also Called Waste 任何付出时间,努力,

9、本钱,但没有价值的活动,也叫浪费Waste Are Symptoms of a Problem, Not Root Causes 浪费是问题的表像,非根本缘由Waste Identification浪费辨识Operation加工 Seconds秒(Processing/Work) Transportation运输 Minutes分Inspection检验 Sec/Min秒/分Searching寻觅 Minutes /Hours (Tools and Materials) 分/小时Storage储存 Hours/Days/Months(Waiting/Stops) 小时/天/月TimeConsu

10、med时间What CustomerPays For客户支付PRODUCTION生产YESNONONONOValue Add -vs- Non-Value Add 价值增值及非增值*14Typical Company典型企业Traditional ManufacturingImprovement传统制造改善Lean Waste Reduction精益的浪费减少Original Lead Time最初的提早期Major Improvement较大的改善 NVA非增值 NVA非增值 NVA非增值VA增值VA增值VA增值Minor Improvement较少的改善Time时间Product Lead

11、 Time提早期1% to 5%*15The History of Lean - Toyota Production System 精益的历史与丰田消费系统Lean Definition & 7 Wastes 精益的定义及7种浪费Lean Physical Transformation 精益的实体变革Lean Management System 精益管理系统7 Wastes7种浪费*16Overproduction过量消费Motion多余动作Extra Processing多余的加工Material Transporation物料周转Inventory库存Correction纠正错误Waiti

12、ng 等待*17!返工库存堆积!机器缺点停工待料寻觅工具?消费过多和反复消费Factory Situation工厂的情景Factory Situation工厂内的情景.仓库 暂时库房?清点部件数量将库存数据人工输入电脑观看机器运转部件远间隔运输Waste of Overproduction 过度消费的浪费*19Definition:Producing MoreThan NeededProducing Faster Than Needed定义:消费超越了需求消费快过了需求Waste of Overproduction 过度消费的浪费*20Characteristics 特点:Inventory

13、Stockpiles 库存积压Extra Equipment 额外的设备 Extra Storage Racks 额外的仓储架Extra Manpower 额外的人力Additional Floor Space 更多的任务场地Causes 缘由:Incapable Processes 过程才干低下Lack of Communication 缺乏交流Long Tool Changes 工具改换周期长 Lack of level Schedules 缺乏平衡消费Misuse of automation 自动化的滥用Low uptimes 劳开工时利用率低 *21Definition:Any mov

14、ement of material that is not required for JIT production.Waste of Material Transportation资料挪动/传送的浪费定义:任何不是为了即时需求的物料挪动。*22Characteristics 特点:Extra Fork Trucks 额外的叉车Multiple Storage Locations 多处储存地点Extra Facility Space 额外的设备空间Large lots 大批量Lack of pull system 缺乏拉动系统Causes 缘由:Unleveled Schedules 方案安排不

15、平衡Long Change Over Times 改换种类时间长Lack of Work Place Organization 任务场地缺乏组织Improper Facility Layout 设备规划不当 Larger Buffer and Banks 缓冲库存区过大Lack of address system 缺乏地址系统Waste of Material Transportation资料挪动/传送的浪费Waste of Motion 动作的浪费*23Definition 定义: Any movement of people or machines which does not contr

16、ibute value to the product or service.任何对消费和效力没有带来价值的人员或机器的运动。Waste of Motion 动作的浪费*24Characteristics 特点:Looking for Tools 寻觅工具Excessive Reaching / Bending 过度伸展/弯腰Machines / Material Too Far Apart (Walk Time) 机器/资料间隔过远步行的时间)Clutter work area 任务区域混乱不堪Causes 缘由:Equipment, Office & Plant Layout 设备、办公室和

17、工厂的规划不当Lack of Work Place Organization 任务场地缺乏组织Poor Person / Machine Effectiveness 人员/机器效率不高Poor Ergonomic Design 人机工程方面的设计不好Inconsistent Work Methods 不一致的任务方法Large Batch Sizes 加工批量过大Waste of Waiting 等待的浪费*25Definition:Being idle between two operation.定义:在两个操作之间无事可做。Waste of Waiting 等待的浪费*26Characte

18、ristics 特点:Person Waiting for Machine 人员等候机器Machine Waiting for the Person 机器等候人员One Person Waiting for Another Person 一个人等候另一个人Unbalanced Operations (Work) 不平衡的操作任务Unplanned Equipment Downtime 方案外停机Causes 缘由:Inconsistent Work Methods 不一致的任务方法Long Machine Change Over Times 机器设置时间长Poor Man / Machine

19、Effectiveness 人员/机器总体效率不高Lack of Proper Machines 缺乏适宜的机器Lack of Equipment Resources 缺乏设备资源Waste of Inventory 库存的浪费*27Definition:Any supply in excess of process requirements necessary to produce goods.定义:任何超越消费产品过程所需求的供应。 Waste of Inventory 库存的浪费*28Characteristics 特点:Extra Space on Receiving Dock 在进货

20、仓库中占据额外的空间Stagnated Material Flow 物流停滞Massive Rework Campaigns When Problems Surface 当出现问题时，不得不进展大规模的返工Requires Additional Material Handling Resources (People, Equipment, Racks, Storage, Space / Systems) 物料处置资源过多(人力、设备、货架、仓库、空间/系统)Causes 缘由:Incapable Processes 过程才干低下Long Change Over Times 改换种类时间长Man

21、agement Decisions 管理决策不当Inaccurate Forecasting Systems 不准确的预测系统Unreliable process 过程不稳定*29Characteristics 特点:Extra Time Required by Workforce to Inspect / Rework / Repair 工人需求额外的时间来检查/返工/修缮Missed Shipments / Deliveries 错过了装运/交货时间Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention

22、 Orientation) 使组织变得被动 (疲于“救火，而不是采取各种预防措施)Causes 缘由:Incapable Processes 过程才干低下Operator Control Error 操作者控制失误Insufficient Training 短少足够的培训Waste of Correction 矫正的浪费Waste of Processing 加工过程的浪费*30DEFINITION:Effort which adds no value to a product or service. Enhancements which are transparent to the cust

23、omers, or work which could be combined with another process.定义:对产品或效力附加的无效的任务，或可以结合在另一过程的任务。Waste of Processing 加工过程的浪费*31Causes 缘由:Engineering Changes Without Process Changes 工艺过程没有随着工程的更改而改动New Technology Used in Other Processes 在其他工艺过程中运用了新技术Decision Making at Inappropriate Levels 在不适当的层次上制定的决策In

24、effective Policies and Procedures 无效的政策和程序Lack of Customer Input Concerning Requirements 对客户的有关要求缺乏了解Characteristics 特点:Process Bottlenecks 任务过程出现瓶颈Lack of Boundary Samples or Clear Customer Specifications 缺乏样品或明晰的客户规格要求Endless Refinement 没完没了的修饰Redundant Approvals 过多的同意程序32质量隐患高损坏长的切换无方案停顿平凡的缺点流动很慢

25、Characteristics 特点:Extra Space on Receiving Dock 在进货仓库中占据额外的空间Stagnated Material Flow 物流停滞Massive Rework Campaigns When Problems Surface 当出现问题时，不得不进展大规模的返工Requires Additional Material Handling Resources (People, Equipment, Racks, Storage, Space / Systems) 物料处置资源过多(人力、设备、货架、仓库、空间/系统)掩盖了一切问题，好比这些暗礁“库存

26、Agenda 议程*33The History of Lean - Toyota Production System 精益的历史与丰田消费系统Lean Definition & 7 Wastes 精益的定义及7种浪费Lean Physical Transformation 精益的实体变革Lean Management System 精益管理系统*34 Key Lean Tools & Concepts 主要精益工具及概念Tools Are Targeted To Deliver Specific Performance Improvements工具是有针对性地提供特定的性能改良Producti

27、on Preparation Process (3P) Kanban看板Every Part Every Interval为每个零件做好方案Heijunka / Load Leveling平衡消费Pull Systems拉动系统TPM全面消费维护Jidoka (Built In Quality, Poka-Yoke)零缺陷SMED快速换型Standard Work规范化的作业ChaKu Chaku(Loading Loading)装载Hanedashi 自吐Problem Solving处理问题的方法5S and Visual Factory 5S和可视化管理Basic Lean (7 Was

28、tes, VA/NVA, 1 Piece Flow)根底Lean Management System精益管理系统Value Stream Map价值流程图Goal Deployment 目的展开(定义价值)Map The Value识别价值流Create Flow继续流动Establish Pull建立拉动Pursue Perfection尽善尽美Lean Capability精益才干(16技术)A Lean Organization一个精益架构单件流标准化作业建立物流与信息流流程文件化&执行设备之间平衡员工/流程布局人/工序平衡计划改善活动促进TT/CT促进制造顺序产品准备过程（3P）拉动系

29、统供应商交付容器设计原料设计计划每个零件均衡生产货柜/运输原材料流动制造过程能力供应商质量管理过程审核产品审核测量系统分析统计过程控制防呆防错质量先期策划质量管理系统A3 Process质量系统领导标准化作业持续改善建议流程自然工作组精益车间构造培训系统员工认证人/团队的认可文化与价值交流沟通系统健康与安全员工系统工厂KPI & 责任系统工序KPI价值流信息板5S 标准可视化管理现场办公5s可视化管理TPMSMED计划维修AndonOEE问题解决(DMAIC)备件管理运作的有效性实施过程方案过程What is Standard Work?什么是规范化的作业A precise descripti

30、on of each work activity specifying cycle time, Takt time, the work sequence of specific tasks, and the minimum inventory on hand needed to conduct the activity。 准确的描画每个活动需求规范周期时间，节拍时间，任务顺序，最小库存。Goals Are to Minimize Variation in Output, Quality, WIP, and Cost 目的是将产出,质量,在制品库存和本钱的变异最小化Benefits益处Focus

31、es on eliminating wastes关注消除浪费Provides the method by which a cell is managed提供了管理单元的方法Facilitates Continuous Flow有助有继续流动为在一定的范围内获得最正确次序，对实践的或潜在的问题制定共同的和反复运用的规那么的活动，称为规范化。规范化的重要意义是构成成文的、当前最正确的、平安有效的完成任务的方法，以到达稳定的消费过程和必要的质量水准术语-Takt TimeTakt Time-节拍时间Takt Time节拍时间=可用时间客户需求Takt Time=客户需求的速度38术语-Cycle T

32、imeTotal Manual Time总的人手时间010203040节拍时间周期时间工人工人工人工人工人工人Takt time30181213138节拍时间?周期时间?所需的操作人数?=28 秒=94 秒操作人数=总的人手时间节拍时间=9428=3.35 4 人After01020304030181213138节拍时间010203040节拍时间23242324Before平衡率：30+18+12+13+13+8/30*6=50.2%平衡率：23+24+23+24/24*4=97%不同的平衡率每小时产出多少？6人4人One primary responsibility of leaders i

33、n a lean environment is to ensure that the process runs as designed 指点最主要的职责是确保制定的流程按要求执行The other is to continuously improve the process然后才是继续的改善过程改善作业员规范化作业指点规范化作业Standardized Work is the foundation of Continuous Improvement继续改善是建立在规范化工装的根底上的Without Std Work We Do Not Have A Foundation To Build On And Will Not Maintain Improvements没有规范化作业就没有根底，也不可以继续改善Visual Game可视化A Picture Is Worth a Thousand Words 一个图片胜过千个字Visual Exercise可视化练习*43When anyone can walk into a workplace and visually understand the current situation当任何人都走进一个任务场所后可以经过视觉了解当前的局势.Lo