价值流程图说明

1、价值流程图介绍Value Stream Mapping Introduction1Content Outline内容大纲 1、 Definition of Value Stream价值流程图定义 2、Recognize value stream mapping初步认识价值流程图 3、The significance of value stream mapping 绘制价值流程图的意义 4、 Draw Current State VSM绘制价值流程图 5、 Draw Future Status VSM绘制未来价值流程图2Definition of Value Stream价值流定义All act

2、ivities both Value Added and Non-Value Added required to bring product from raw material to the customer产品从原材料到客户的所有活动,要求增值和无增值的。1.3价值流的定义Definition of Value StreamDesign / ConfigurationSuppliersContract Logistic CentresLogisticsCustomerSub-system IntegratorsCustomerRequirementsnextA Value Stream in

3、cludes all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer.一个既定产品从起初（原材料）到目标顾客这个过程中经过的生产流程所需的所有要素(包括增值和不增值的行动).4价值流程图 VALUE STREAM MAPPING直观表示Visual representation of:物料流Material flow (Products from raw materials to th

4、e customer hands the hands of the production flow) 从原材料到产品交到顾客手中的生产流信息流Information flow (From concept to production flow of information)从概念到投产的信息流YOUR PLANT OR COMPANYSUPPLIERSCUSTOMER TO END USERT O T A L V A L U E S T R E A MWhere are the products for their clients, where the value stream!哪里有为顾客提供

5、的产品,哪里就有价值流！A value stream is all the actions required to bring a product through the main flows essential to every product价值流是指一个产品通过其主要必经流程的过程中所需产生的所有活动!5LEADTIME = 51.2dProcessing time = 0.5dITAKT Time= 92 min Once per weekWeekly orderWeekly orderForecastWeekly scheduleDaily scheduleQuarterly For

6、ecastDaily shipment scheduleProduction controlMRPSelling company / Field5 units/ dayI truck per dayEuro steel200kmsQuoted Lead time =14 daysII12 daysI10 unitsI 10 unitI 20 unitI15 unitI40 unitsI20 unitsShearPunchBendPaintAssemblyStation 1AssemblyStation 2ConsolidateAnd ShipC/T=1 minC/O=10 minUPTIME

7、= 100%C/T=5 minC/O=20 minUPTIME = 90%C/T=1 minC/O= 30 minUPTIME = 100%C/T= 3 minC/O=45 minWalking distance/operator = 80ftC/T= 30 minC/O=10 minWalking distance/operator = 27MC/T=50 minC/O=10 minWalking distance/operator = 25MC/T=70 minC/O=10 minM/C Uptime = 60%80 units12d1m2d2d4d3d8d4d16d5m3m30m100m

8、70m0.2d1mReduce Setup当前情况价值流Current State VSMReduce SetupReduce Setup2.Recognize value stream mapping初步认识价值流程图6价值流当前图价值流程图是对整个生产过程的一个可视化的展示Value Stream mapping of the whole production process of a Visualized display:7未来价值流图8 Enables you to See能使你看到:Waste清楚的看出制造过程中出现的浪费System view使我们更直观的认识整个生产流程Opera

9、ting philosophy清楚的描述了生产流程之间的关系Customers perspective可以了解客户的一个需求信息Roadmap for change给我们提供了改善的方向价值流程图的意义The significance of value stream mapping3.9The Goals can be defined as followed: Analyze and optimize the Value Steam 分析并优化价值流 Display the complete Value Stream 展示完整的价值流 Link material and information

10、 flow 将物料流和信息流联系起来 Display an allover optimum, not only partial 展示整体的优化，而不是局部Following Benefits can be achieved: Reduce flow time 减少制造周期 Cut Current Assets削减流动资产 Reduce downtime 减少停机时间 Increase transparence of production 增加生产的透明度 Raise customer satisfaction 提升客户满意度 Optimize linkage between manufactu

11、ring and service 优化制造过程和服务之间的连接 Raise motivation and identification of employees提高员工的积极性 Common language for production analysis 是对制造过程分析的通用的语言10八大浪费8 Types of Waste (Muda)Over ProductionWaitingMotionInventoryTransportationReworkProcessingPeople UtilizationCustomersAvailability?Yield?Waiting?Invento

12、ries?Re-work?WASTE IS THE SYMPTOMWASTE IS NOT THE ROOT CAUSE11应用价值流程图USING VALUE STREAM MAPPINGCurrent State MapFuture State MapImplementationPlanProduct FamilyDefinition12车间价值流的目标VSM Workshop ObjectivesLearn how to draw a Current/Future State VSM学习怎样去画当前和将来的价值流Recognize how VSM helps formulate and

13、drive the Continuous Improvement Roadmap认识到VSM能帮助寻找不断改善方向Understand how VSM integrates DPS and Lean techniques懂得运用价值流为DPSLearn how to employ VSM techniques to identify opportunities (Kaizen Bursts) Kaizen - take apart and study, then put back together better学习用价值流技巧识别改善机会Recognize “Waste” prevalent

14、in an organization认识浪费的存在13价值流程图的价值 True “Value” of VSM1. Map the Current State绘制当前图3. Map the Future State绘制未来状况Tues. & Fri.PC & LWeekly OrderMRPMSSWeekly Order# times/daySteelSupplierSteelPin# pcs# daysor shiftsIIIIStampingDowntimeChangeover Time=4 hr2 ShiftsTAKT = 2 Presses Cycle Time =ChangeOver

15、WeldingLayoutScrap/ReworkDowntime = 20%Uptime# OperatorsCycle Time =Weekly Build ScheduleDaily ShipSchedule6 Week Rolling Forecast6 Week Rolling ForecastFinished GoodsOvertime =# Shifts =AssemblyDT, ScrapReworkWIP = Cycle Time =TAKT = Changeover Time =Layout = 10% Scrap? days? days? days? days? days

16、? days? daysInventory TimeProcessing TimeTPc/t = ?TAKT = WIP = WIP = WIP =X pcs/monthStd. Pack Qty.# shiftsCustomerCurrent Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Ove

17、rtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv.TimeProc.TimeTPc/t = ? days? days? days? days? days? days? daysFu

18、ture1ST2ND3RD4TH1ST2ND3RD4THEstablish TAKT & Flow in Tank AssyStamping Changeover ReductionReduce Stamping BufferMove Assy to Plant 10Establish TAKT & Flow in Sender AssyPull To Sender AssyTraining20082009Activity2. Analyze Current State分析当前状况4. Plan Implementation制定计划5. Implement the plan贯彻计划实施6. C

19、elebrate your success庆祝成功Drawing VSMs are a WASTE Unless you prepare an implementation plan and execute it !绘制价值流程图是浪费的,除非你执行计划并实施它14产品系列当前状态价值流将来状态价值流价值流程图计划改进过程价值流程图的价值 True “Value” of VSM15工厂价值流小组Value Stream Mapping Team车间价值流小组Workshop Value Stream Mapping TeamVSM Organization chart framework 价值

20、流组织结构图构架16过程数据盒 Process BoxA process box indicates a process where material is flowing 显示材料流动的进程There is no uncontrolled accumulation of inventory没有任何失控的库存Thumb rule It stops wherever processes are disconnected and material flow stops拇指规则-无论那个流程不通畅,物料流停止时,它将停止AssemblyData 1Data 2Data 3II4. Draw Curr

21、ent State VSM绘制当前状态的价值流程图17价值流的数据收集Data CollectionCycle Time (C/T)周转时间Changeover Time (C/O)转换时间Number of Operators操作者数量Changeover frequencies转换频次Equipment Uptime %设备利用率Operator walking distance 操作者行走距离Number of product variants产品种类Production batch sizes生产批次Takt Time (T/T) 节拍时间Uptime 机器正常运行时间 Process

22、 Lead time (PL/T)制程时间 Operator work content (TWC)工人工作内容 Quality metrics (FPY, PPM)合格率 Scrap rate/ $ cost废料利用率Data BoxTailor the data box for your plants needs.18OT per week每周加班时间How operations are scheduled 操作者的排产WIP Inventory在线库存Number/ Size of inventory points安全库存数量Work hours and breaks工作时间Pack si

23、zes at process工序包装尺寸Shipping/ Receiving schedules发运时间Part travel distance零件运输距离Data BoxThe data box should be open ended to allow for additional attributes.价值流的数据收集Data Collection19Time Terms时间术语 Cycle Time (C/T): 周期时间 Elapsed time between one part coming off the end of the process to the next comin

24、g off (expressed in seconds). How often a part or production is actual completed. Time it takes an operator to complete all elements.一个产品结束到下一个产品结束所经过的循环时间（表示在几秒钟内） 。一个零件或产品实际完成的时间。这个时间是的操作者完成的所有内容Cycle time (for operator): the total amount of time required for a worker to complete one cycle of his/

25、her entire job process, including manual working time, walking and waiting time.对于工人来说是他工作需要完成的全部过程,包括工作时间,行走时间,和等待时间.Cycle time (for part): physical time to process a part through a given workstation对产品给定的一个工作站制程的物理时间Changeover Time (C/O): 换型时间 Time required to switch from producing one product to

26、another (expressed in seconds).一个产品转换到另一个产品必需的时间Available Working Time (W/T): 有效工作时间 Per shift work time at that process less break time (expressed in seconds). 每个班次除去休息时间的工作时间 LearnSee20 Value Added Time (VA): 增值时间 Motion time used to put together or create an end product that adds worth to the to

27、the end customer (willing to pay for feature). Sometimes called Base Engineered Content (BEC). Should be improved and reduced continuously (i.e. attaching parts). 动做时间用来整理或创建一个终端产品，增加价值的，为了最终客户（愿意支付功能） 。有时被称为相应的工程内容（守则） 。应当改进和不断减少（即附加部分） Non-Value Added Time (NVA): 非增值时间 Time wasted walking, waiting

28、, etc. Does not change or enhance the end product and is not something that customer needs or cares about. Must always be reduced or eliminated. 浪费的时间,行走，等待等不改变或提高最终产品，不是客户的需求或关心的(或者愿意支付的)。必须始终是减少或消除. Incidental Work Time:必须的非增值时间 Motion time necessary to perform the work, but does not add value to

29、the end product (i.e. getting parts or tools).完成一个工作中必须的动作时间,但对最终产品是不增加价值的(比如拿取工具零件等)Time Terms时间术语LearnSee21 Uptime: 机器正常运行时间 Reliability running time of a machine or process (percentage).一个设备或制程可靠的运行时间(百分比) Takt Time (T/T) ( “pace” or “beat”): 节拍时间How often one part/unit should be produced based o

30、n rate of sales (demand). Synchronizes the pace of production to the pace of sales. (means in which rhythm you should finish a product to meet customers demand)生产根据销售需求同步,（指按节奏完成的产品，应该满足客户的需求) Takt Time (T/T) = Lead Time (L/T): 交货时间The time it takes one piece to move through the entire value stream

31、from start to finish (total elapsed time from release of raw material to completion of finished good).一个产品从订货到交货所有价值流的时间(总经过时间从开始原料到成品完成) Time Terms时间术语LearnSeetotal daily available time total daily customer demand22Value Stream Icons.价值流图标Material IconsRepresentsNotes20 unitsAssemblyC/T = 30 secsC/

32、O = 50 mins.2 shifts85% uptimeManufacturing Process制造过程One Process box equals an area of flow. All processes should be labeled. Also used for departments such as production control一个盒子代表一个连续流动的区域，所有过程都要有标签，盒子也代表部门，例如生产计划部门Outside Sources外部资源Used to show customers, suppliers and outside manufacturing

33、 processes.用于表示顾客，供应商等外部生产过程Data Box数据框Used to record information concerning a manufacturing process, department, customer etc用于记录有关生产过程的，部门.客户的相关信息Inventory库存Count and time should be noted.用于表示库存的位置，数量，时间ABC organizationWithdrawal拉动Pull of materials usually from a supermarket表示一个物理拉动，从超市拉动材料23Every

34、 MonTruck Shipment运输Note frequency of shipments用于表示货车运输的频率Movement of production material by PUSH推动使生产材料移动Material that is produced and moved forward before the next process needs it, usually based on a schedule.用于表示材料的移动是由生产者推动的而不是由顾客（后面的过程）拉动的Supermarket超市Movement of finished goods to the customer

35、成品向客户移动A controlled inventory of parts that is used to schedule production at an upstream process用于表示材料的移动是由客户拉动的而不是由生产者推动的，表示物料是由供应商运来Material IconsRepresentsNotesValue Stream Icons.价值流图标Used to record logistics information, the opening point to the direction of vendor用于记录物流信息，开口方向指向供应商FIFOMax 10 p

36、iecesTransfer of controlled quantities of material between processes in a First-in-First-Out sequence先进先出Indicates a device to limit quantity and ensure FIFO flow of material between processes. Maximum quantity should be noted用于表示一个控制质量的方法并保证过程之间材料的流动按“先进先出”的原则24Information Icons RepresentsNotesWeek

37、ly Schedule20Manual Information flow手工信息流Electronic Information flow电子信息流Information信息框For example Production schedule or shipping schedule用于表示一个生产计划或运输计划的信息For example: Electronic Data Interchange or email.用于表示用电话或邮件表达的信息Describes an information flow表示一个信息流Production Kanban (Dotted line indicates K

38、anban path)生产看板.The One-per-container Kanban. Card or device that tells a process how many of what can be produced and gives permission to do so.用于表示一个过程能生产的产品是多少并允许生产，虚线表示看板流Withdrawn Kanban提取看板Card or device that instructs the material handler to get and transfer parts ( I.e. from a supermarket to

39、 the consuming process.用于表示一个过程取走的产品是多少并允许取走Signal Kanban信号看板The one-per-batch Kanban. Signals when a reorder point is reached and another batch needs to be produced. Used where supplying processes must produce in batches because of set-ups required.用于一个批量过程按订单产生的生产指导信息Value Stream Icons.价值流图标25Gene

40、ral Icons Represents NotesReduce SetupKanban Post看板架Place where kanban are collected and held for conveyance用于表示收集信息为运输而存放，信号看板的地方Kanban arriving in batches批次看板Load Leveling均衡生产Tool to intercept batches of kanban and level the volume and mix of them over a period of time.用于一段指定的时间后，均衡数量和看板混合的工具Go Se

41、e production scheduling去看看Adjusting schedules based on checking inventory levels. Expediting.表示根据库存水平调整计划，用于目前的状态流中Kaizen Lightening burst重点关注Highlights improvement needs at specific processes that are critical to achieving the value stream vision. Can be used to plan Kaizen.用于一个关键的过程，需要重点关注改进的地方Buf

42、fer or safety stock缓冲或安全库存Buffer or safety stock must be noted,the close表示物料库存的一个状态，必须表明是“缓冲”或“安全库存”，是闭口的Operator操作者Represents a person viewed from above.用于表示一个操作者的俯视图Value Stream Icons.价值流图标Permit the production of a specific type and quantity of the Product允许生产特定型号和数量的产品The order of pulling the ba

43、ll顺序拉动球26What is a Product Family什么是产品族Products that pass through similar processing steps and common equipment make up a product family产品通过相似的制程和共同设备进行的产品系列Selecting a Product Family选择一个产品族Why Identifying Product Families is Important 识别产品族的重要性A good facility is organized around its product familie

44、s有好的工装设备来辅助Your customers care about their specific products, not all of your products客户担心的是他们特别的产品,不是你所有的产品Drawing all product flows on one map is too complicated在一个图上可以画出来产品流,不用太复杂27Identifying Product Families识别产品族Few part numbers几个零件编号 Part families may be obvious零件成员是明显的Many part numbers 许多零件编号

45、Begin with highest volume part numbers (80/20 rule)最大量零件编号80/20原则Use a Product Family Identification Matrix使用矩阵识别产品家族Use the Evolver Product Family Identification Template用发展的产品作为模版Consider machine substitutions考虑机器替换28Product Family Identification Matrix识别产品族矩阵29Current Status Mapping Steps当前状况图示步骤

46、 1) Start with the customer 从顾客开始2) Draw the basic production processes 绘制基本的生产工艺流程3) Add data boxes for each process 给每个工艺过程加上数据框4) Add inventory points 添加库存数据5) Show material flow from suppliers & to the customer 展示源自供应商并且流向顾客的物流6) Show material flow between processes 展示工艺过程之间的物流7) Show informatio

47、n flow 展示信息流8) Draw timeline (incl. lead time and value added time) 绘制时间线（包括供货周期时间与增值时间）30价值流的10个步骤31Draw the customer location and data table on top right of the map.在右上角画出客户的位置在数据盒中填写数据Insert customer demand data.插入客户需求的额数据步骤1：Start with the customer开始于客户的位置32Make a box representing each process a

48、nd name the process.描述出各个工序之间的名称 Under the process make a data box填入各个工序的数据 Insert data such as cycle time, Setup, uptime and number of people for each process填入每个工序的循环时间，运行时间，操作人数步骤2： Draw the processes and data tables 画出制程添加数据33Make a triangle & insert an I where inventory is in the process.画一个三角表

49、示出有库存的工序 Under the triangle insert the number of units counted.标出库存的数量单位步骤3： Draw the inventory in the Process 画出每个工序的库存34Place the supplier on top left part of map供应商在左上角. Insert the delivery frequency to the start of the process插入交货频次步骤4： Draw the Supply chain画出供应商链35. Mark in how the customer sen

50、ds forecast and actual demand标明客户下达订单的预测需求 Mark how you forecast and place demand on your supplier.标明下达订单到供应商的预测需求步骤5： Draw the Production process画出整个制造过程36Indicate frequency of the schedule.指出排产信息 Indicate which processes you schedule (using a schedule or expetiting)指出每个制程的排产计划步骤6： Indicate how you

51、 schedule the processes画出整个制造排产信息37Indicate if it is a Push or FIFO or pull process指出每个制程拉动或者推动或者先进先出的信息 Indicate how shipping is organised指出发运方式及组织者步骤7： Draw how the processes are linked.画出整个制程的连接信息38Calculate the inventory in terms days of customer demand考虑库存和客户需求之间的天数步骤8. Draw a lead time ladder

52、.画出整个交期信息39 Add the days inventory in the total process整个过程的总和步骤9. Calculate the total lead time计算整个全部交货的时间40 Add total cycle time for the process整个过程的循环时间总和步骤10. Calculate the total processing time考虑整个过程的时间41Current Status Mapping - How To Use？如何使用当前状况图 Improve the whole instead of optimizing parts

53、 整体改进而不是局部优化See & understand the flow of material and information 观察并了解物流与信息流Envision the future State 憧憬“未来状态” let the customer pull 让顾客拉动remove wasted steps, 消除浪费的步骤, get remaining steps to flow, 使剩下的步骤流动42Takt Time = 58.6?!?Analyze and Improve Current Status 分析和改善当前状况 43焊接和装配 XX钢铁厂卷材看板送货XX装配厂月需求1

54、8400-12,00 左向-6,400 右向包装单位20两班生产信息控制（销售、物料、采购、生产控制）冲压 ,90/60/30 天预测每天订单6 周预测MCT =4.5 DaysVA = 166 SecFuture Status Mapping将来状况图析5. Draw Future Status VSM绘制未来价值流程图44Future Status Mapping 将来状况图析(详细)45Future Status Mapping - How To ？如何图析将来状况图 Begin by drawing on the current-state map 由绘制当前状态价值流图开始First

55、 iteration assume existing product designs, process technologies and plant locations are given 第一次绘制假定现有产品的设计、工艺技术与工厂位置不变 Future-state should continuously evolve into the ideal state 未来状态必须持续的逐步发展成理想状态Forms foundation for the implementation plan-like a blueprint 成为实施计划的基础象一幅“蓝图” Always need a future

56、 state and a plan to get there 永远需要一个未来状态构想与一个实现此未来状态的计划46Key Points for Future Status Mapping规划将来状况应考虑的要点1. Calculate the takt time:计算节拍时间：Takt time means in which rhythm you should finish a product to meet customers demand 。节拍时间是指你将以什么样的节奏满足客户的需求。472. Should we build our product to a supermarket o

57、r directly to shipping我们应该建立超市还是将产品直接交付运输？ orAssembly装配Assembly装配成品超市Key Points for Future Status Mapping规划将来状况应考虑的要点20How reliable are our processes and what is our lead time?我们生产过程的可靠性怎么样，我们的生产前置期是多少？48FINISH GOODS STRATEGY成品策略CustomershippingassemblyTo Shipping运输supermarketCustomershippingassembl

58、yTo Supermarket超市49ABCABCABCCBATCH批量AXBCXAXFLOW连续流ABCABCABCXYCXYXYAABCABCABCBEHBEBEBKey Points for Future Status Mapping规划将来状况应考虑的要点3. Where can we develop continuous flow? 我们可以在哪开发连续流 Each item is immediately passed from one process step to the next without stagnation or any other waste in between

59、(transportation, waiting ).Inventories and lead time will be reduced.每件产品都立即从一个加工过程传递到另一个加工过程中间没有任何的停滞和浪费。（运输，等待）。库存数量和生产前置期将减少 .如果工序是为特定产品（零件）而设置，并且工作负荷能平衡在生产节拍内，那么连续流是可能的50Cycle time = 1 minute per pieceABCCustomer wants 10 pieces, how long will it take?客户需要10片，多长时间得到？Anything and everythingcan ha

60、ppen30 + minutes30 + minutesCustomer wants 1 piece, how long will it take?客户需要1片，多长时间得到？BATCH PROCESSING成批生产51CONTINUOUS FLOW PROCESSING连续流Cycle time = 1 minute per piece12 minutes3 minutesABCMake One Move OneCustomer wants 10 pieces, how long will it take?客户需要10片，多长时间得到？Customer wants 1 piece, how