价值流程图-VSM-管理流程图

ValueStream

Mapping(VSM)价值流程图1What’s

Lean

什么是精益生产Leanisaphilosophywherewasteisidentifiedcontinuouslyandeliminated

passionately.Wasteisanyactivity(orinactivity)that

consumes

resourcesforwhichthecustomerisnotwillingto

pay. PhilosophyThinkingToolkitPracticeJourneysLifeNOTa

programNot

flavorNota

campaign23Levelof

Lean

精益生产的三个层次Hands-

onReferedHeard3PrinciplesOf

Lean

精益生产5原则Customerdefines

VALUEIdentifytheVALUESTREAM(andeliminate8

wastes)rvalue)Lean

CapabilityPerfection2MapThe

Value1Identify

ValueTimeMakevalue-creatingstepEssFtaLbOlisWh

PullLet

customer

PULL

p3

oductfromyouas

neededPursuePERFECTION(CermeapteoFwloewrpeoplewho

add45 Pursue4Value

Added增值Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.(Thesearethingsthecustomeriswillingtopay

for.)任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）Non-Value

AddedAnyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedor

integrated.)任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）5ValueAddedvs.Non-Value

Added

增值与非增值的定义Valueaddedor

not

价值增加或者没有?设置

/

转拉移动/

寻找组装包装仓库返工今天只有5%的活动增加了价值6接收检查库存物料运输数据登记计算Wasteisanythingthatdoesnotdirectlyaddvaluetothefinalproductorcontributetotheproduct’stransformation.浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。Waste

only

adds

time

and

cost,

no

value.浪费只增加时间和成本，不增加价值。Wasteisthereasonthatproductflowstopsandisthecause

for

non

competitiveness.

生产流动的停止是造成浪

费的原因，浪费是缺乏竞争性的根源。 Whatis

waste7

什么是浪费浪费是….WhatTypes

waste

浪费分类81型浪费：指的是一系列虽然不对外部顾客创造价值，可能对内部客户创造价值，主要是因为目前的工艺及技

术水平或工艺需要，还不能立即彻底消除的耗费资源的活动。1型浪费同样需要去减少和消除。2型浪费：指的是可以通过改善，立即可以消除的浪费形态。浪费广泛存在于现场之中，主要以7种典型的浪费形式存在，是我们需要群策群力，去观察、发现并立即消除的对象。97FunctionalWastesof

Lean

精益思想中的七种功能性浪费DEFECTS7WastesEXTRAPROCESSINGINVENTORYTRANSPORTATIONOVERPRODUCTIONMOTIONWAITINGUNUSED

CREATIVITYNoway!ValueStream

Definition

价值流的定义AValueStreamMap(VSM)isahand-drawnmapthathelpspeopletoseeandunderstandprocess,materialandinformationflowthroughaproductionprocess

orvaluestream,fromstartto

finish.10Whyuseit

?11

为什么使用它ValueStreamMappingisaPencil

andPaper

toolthathelpsyouseeandunderstandtheflowofMaterialandInformationasaproductmakesitswaythroughthevaluestream.andthenuseleantoolstoeliminate

waste价值流程图是用铅笔和白纸作为工具，帮助你去识别和理解在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。为便于交流，提供可视化图，提供共同语言。使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。帮助你看到不仅仅是单一的过程，将物流和信息流联系起来为推进改善提供蓝图。将精益的概念和技术紧密结合起来WhatwemeanbyValueStreamMappingis

simple:我们所说的价值流图是很简单的：Followaproduct’sproductionpathfrombeginningtoend

(suppliertocustomer)

.产品的生产路线从开始到结束（供应商到客户）CarefullyDraw avisualrepresentationofeveryprocessinthematerialandinformation

flow.过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。Thenaskasetofquestionsanddraw(usingIcons)a“FutureState”mapofhowvalueshould

flow.然后问一系列问题，用图标画在指明价值流动的将来价值流图12ValueStream

Mapping

价值流图InformationManufacturing

Loopr

LoopCustoMonthlyOrders30Days880Op

11DayS/U=1hrCT=1.6

minS/U=0.08

hrCT=0.9

minS/U=0.08

hrCT=0.9

minS/U=0.08

hrCT=1.2

minTotal=57

DaysTotal=1Hr.44.9

Min.TaktTime=440

min/44=10

min/unitBi-MonthlyMRPS/U=

0CT=60

minS/U=1.95hrCT=40.3

minSupplierSupplieCustomermer

Loop451112251.60.90.9 60LeadTimeData

Bar1.240.3Op

22DaysOp

32DaysOp

41DayOp

55DaysOp

61Day45DaysBlocksofValueStream

Map

价值流图的5大板块13VSMKaizen

Steps

价值流图改善的步骤Step1:

Mapping

Current

VSM。

绘制当前价值流图1.

2:

Process

flow

and

data

box

工序流数据箱-Quickidentifymainprocess(in

order)迅速的识别主要的过程(按次序)-

Fill

in

data

boxes填写数据箱1.3:

Map

the

material

flow

画出物料流及库存三角-

Draw

inventory

triangles库存三角-

Delivery

to

customer产品投递给客户-

Delivery

from

suppliers供应商投递原材料-

How

do

processes

know

what

to

make?怎么知道要做什么？list.

寻找改善机会，绘制爆炸点善行动计划C1.u1r:rUenndetrsStatnadtecustomer

demand

理解客户的需求Future

State1.4:

Map

the

information

flowA画ct出io信n息P流lan-

Whereis

material

b(eKingapizusehnedE?哪v儿en推t动s物)

料？1.5:CalculateTotalProductCycle

Time计算产品生产周期Step2：Discoverkaizenopportunities,BurstpointStep

3：mapping

Future

VSM，绘制将来价值流图Step

4：Develop

and

follow

action

plan。

制定改14Plan

for

Every

Part

(PFEP)每个零件的计划Budgeted

volumes预算的产量Production

Control

forecasts生产控制预测Analyzevariation(daily,weekly,monthly…)分析变化（每日，每周，每月）Production

history

生产历史Analyzevariation(daily,weekly,

monthly…)分析变化（每日，每周，每月）Sales

information

databases销售信息数据库Productchanges,newbusiness

opportunities产品改变，新的业务机会Step

1.1:

Understand

customer

demand

理解客户需求Sources

forcustomerdata客户数据的来源CUSTOMER1520,000pcs./

mo.Std.Pack=

300Shift：2

ShiftsOutput：400/ShiftWorking

Hrs：8hrsTakt=

72sec.Demand客户需求术语

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16假设我们每天可用时间是27000秒，客户需求每天是965

PCS,客户节拍是多少?术语17

L/TVAT

L/TCycleTimeisthetimeittakesanoperatortogothroughalloftheirworkelementsbeforerepeatingthem.Also,itisthetimebetweenpartscomingofftheendoftheprocess(eg,drop-ratefroma

cell).周期时间（C/T）：一个零件或产品在一个过程中需多久被完成ValueAddedTimeisthetimeofthoseworkelementsthatactuallytransformtheproductinawaythecustomeriswillingtopay

for.产品所经历的实体的变化所耗用的顾客愿意为之买单的时间LeadTimeisthetimeittakesonepiecetomoveallthewaythroughaprocessoravaluestream,fromstarttofinish(dock

todock).前置期-在价值流或全过程从开始到完成一个产品所需的时间。术语

Cycle

TimeCycle

Time—周期时间010203040节拍时间周期时间Takt

time18工人30‘’工人 工人 工人 工人 工人18‘’ 12‘’ 13‘’ 13‘’ 8‘’节拍时间?总周期时间?=28

秒=94

秒Step

1.2-

Process

flow

and

data

box

工序流数据箱Walk

theprocess走过整个过程Don’trelyonwhatyouthinkishappening,findoutwhatisreally

happening不要依赖你想的，找出事情实际是怎样。Recordphysicaldataaboutthe

process记录过程的物理数据Listouttheindividualstepsinthe

process列出过程中的每个步骤Intheprocessusearrowstodesignatetheflow

ofmaterialbetweeneach

step在过程中用箭号指出在每个步骤之间的物流19VSMCurrent

State

价值流图当前状态VSMCurrent

State

价值流图当前状态Map

the

Process

Flow画出流程图(产品生产过程)Collectdatafromtheproduction

floor从生产线收集数据ShippingStampingC/T=4

sec#mach=

1uptime=

85%#shifts=

2C/O=1

hrCustomerPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/day)20InformationforaProcessData

Box

数据箱中的信息211Line生产单元拉数2HC/LineHeadCount，人员配置3UPHUnit

Per

Hour，每小时班产4FPY一次通过率5Scrap

Rate报废率，因无法修理而导致报废的概率6C/TCycle

Time，循环时间7VAT增值时间8C/OChange

Over

Time，换型时间9Batch

Size投入产生产的最小批量数10Up

time(%)有效利用时间率Step

1.3:

Map

the

MaterialFlow

画出物料流图Identifyrawmaterialreceiptareaon

map识别物料接收处Determineamountofrawmaterialinventoryonhandforproductfamilyselected:Days/shiftson

hand确定选择的产品族的存货数量：每天/班在手库存Identifyhowmaterialmovesthroughprocess:Pushor

Pull识别物料如何在过程中移动：推动或拉动22VSMCurrent

State

价值流图当前状态SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=

1pcs/cycle=

60C/T=360

secC/O=

0uptime=

80%PCT=6

secAPCT=

7.5secshifts=

2C/T=65-73

secC/O=1

hruptime=

90%yield=

90%#operator=

1C/T=60

secC/O=

0uptime=

95%yield=

99%#operator=

2C/T=62-66

secC/O=5

minuptime=

95%yield=

85%#operator=

1C/O=1

hr#shifts=

2uptime=

85%#mach=

1C/T=4

secPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/day)k#mach=

2pcs/cycle=

1C/T=120

secC/O=

0uptime=

90%PCT=60

secAPCT=

66.7secyield=

99%10

DaysBar

Stoc1800280090028001600WeeklyDailyWeekly8

DaysCoilsSuppliers800Step

1.3:

Map

the

Material

Flow画出物料流图23VSMCurrent

State

价值流图当前状态VSMCurrent

State

价值流图当前状态Step

1.4:Map

the

Information

Flow

将信息流画出SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=

1pcs/cycle=

60C/T=360

secC/O=

0uptime=

80%PCT=6

secAPCT=

7.5secshifts=

2C/T=65-73

secC/O=1

hruptime=

90%yield=

90%#operator=

1C/T=60

secC/O=

0uptime=

95%yield=

99%#operator=

2C/T=62-66

secC/O=5

minuptime=

95%yield=

85%#operator=

1C/O=1

hr#shifts=

2uptime=

85%#mach=

1C/T=4

secPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/day)k#mach=

2pcs/cycle=

1C/T=120

secC/O=

0uptime=

90%PCT=60

secAPCT=

66.7secyield=

99%10

DaysBar

Stoc1800280090028001600WeeklyDailyWeekly8

DaysCoilsSuppliers800Weekly

ScheduleProductionControlMRPDaily

Orders30/60/90

DayForecastsWeekly

Fax6

Week24ForecastStep

1.5:

Calculate

Total

Production

Lead

time计算产品生产周期Drawa“steppedline”atthebottomofthe

map在底部画出阶梯图Undereachinventorylocation,listthedays/shifts

onhand在存货处，列出多少天的库存在手25VSMCurrent

State价值流图当前状态Step

1.5:

Calculate

Total

Product

cycle

time计算产品生产周期Ontherighthandsideofthe

chart:在价值流图右下侧:CalculatetheValueCreatedTimebyaddingall

the

cycle

times

计算价值增值时间CalculatetheTotalProductionLeadTimebyaddingtheInventoryonhandquantitiesandtheCycle

times计算总的生产提前期Determinethe“Opportunity

Time”确定机会时间26VSMCurrent

State价值流图当前状态Step1.5

:

Calculate

Total

Product

cycle

time计算产品生产周期VSMCurrent

State价值流图当前状态SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=

1pcs/cycle=

60C/T=360

secC/O=

0uptime=

80%PCT=6

secAPCT=

7.5secshifts=

2C/T=65-73

secC/O=1

hruptime=

90%yield=

90%#operator=

1C/T=60

secC/O=

0uptime=

95%yield=

99%#operator=

2C/T=62-66

secC/O=5

minuptime=

95%yield=

85%#operator=

1C/O=1

hr#shifts=

2uptime=

85%#mach=

1C/T=4

secPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/day)k#mach=

2pcs/cycle=

1C/T=120

secC/O=

0uptime=

90%PCT=60

secAPCT=

66.7secyield=

99%10

DaysBar

Stoc1800280090028001600WeeklyDailyWeekly8

DaysCoilsSuppliers800Weekly

ScheduleProductionControlMRPDaily

Orders30/60/90

DayForecastsWeekly

Fax6Week Forecast7

Days10

Days4

Days4.5

Days7

Days2.3

Days120

Secs360

Secs65-73

Secs120

Secs62-68

SecsProcessing

Time=727-741

se2c7sLead

Time=34.8

daysPath

2Path

1Path1

=8+2+7+2.3+7

=26.3Path2

=10+4+4.5+7+2.3+7=34.8Creative

Thinking

创造性思维Creativityisaboutbreakingdownpriorassumptionsandmakingnewconnectionsfornew

ideas.Atthefoundationofthecreativeprocessare

threemajor principles:Separateideagenerationfrom

evaluationChallenge

assumptionsBreakandmake

connectionsAvoid

groupthink28LeanToolsDeploymentBy

Loop29Loop1(createcontinuous

flow)5SContinuousFlow

ManufacturingTotalProductive

MaintenanceSet-up

ReductionError

ProofingStandardized

WorkLoop2(schedulecustomer

demand)PullSystem

(pitch)Loop3(pullfromsharedresourcesand

suppliers)PullSystem(kanbanand

FIFO)Weekly

Schedule#mach=

2pcs/cycle=

1C/T=120

secC/O=

0uptime=

90%PCT=60

secAPCT=

66.7secyield=

99%

CompletedCurrentState

Map #mach=

1pcs/cycle=

60C/T=360

secC/O=

0uptime=

80%PCT=6

secAPCT=

7.5secshifts=

2C/T=65-73

secC/O=1

hruptime=

90%yield=

90%#operator=

1C/T=60

secC/O=

0uptime=

95%yield=

99%#operator=

2C/T=62-66

secC/O=5

minuptime=

95%yield=

85%#operator=

1C/O=1

hr#shifts=

2uptime=

85%#mach=

1C/T=4

sec10Days 4Days 4.5

Days 7Days 2.3

Days 7

DaysLead

Time=34.8

days120

Secs360

Secs65-73

Secs120

Secs62-68

SecsProcessing

Time=727-741

secsSawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/wk)CustomerProductionControlMRPDaily

Orders30/60/90

DayForecastsWeekly

Fax6

WeekForecast10DaysBar

Stock1800280090028001600WeeklyDailyWeekly8

DaysCoilsSuppliers800Loop

130Loop

2Loop

3ValueStreamStates&

Questions价值流的状态&疑问31ArrangeproductionbaseonTack

time按照节拍时间生产对意外问题作出的快速反应消除意外故障的原因降低下游工装配工序的换模时间Connectprocessbyone-pieceflowaspossibleasyou

can尽可能创建连续流Howcanyouflowwithmaximumvelocity(EPED)withineach

process?如何在每个过程以最大速度流动32精益价值流的特征（提问）

LeanVSMCharacters（Check

List）“Wherewillyouneedtousesupermarketpull

systems?”在连续流程无法向上游扩展时，建立超市超市拉动系统Doeseach“customer”pullfromits

supplier?每个客户都从供应商处拉动吗？“Atwhatsinglepointintheproductionchainwillyouscheduleproduction?”下达订单到一个点选择定拍工序33精益价值流的特征（提问）

LeanVSMCharacters（Check

List）“Howwillyouleveltheproduction

mix?”你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；Isfinalcustomerdemand(orderingifbuildtoorderorbuyingifbuildtoinventory)

level?最终客户的需求是稳定的吗?–

Does/canthefinalbuildsequencematchactualdemand?最终生产顺序与实际需求匹配吗？–

Does/canthebuildsequencematchoperations’capability?生产顺序与运作能力匹配吗？Releaseproductionrequirementlowly&consistentlyreleaseandtake

away?”

持续地向定拍工序下达小批量的生产指令；–

Areyouorcanyouusemilkrunlogistics?你能使用无风险供应吗？34FutureState

Questions

未来状态问题在定拍工序的上游，开发每天生产每种零件的能力（希望到每班、每小时、每个托盘）“Whatprocessimprovementswillbe

necessary?”还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？CaneveryprocessinthevaluestreambuildEveryProductEveryDay?价值流的每个过程每天都能生产每一种产品吗？Wherecanyoureduceinventorytocutlead

time?哪里你能降低库存以减少提前期1.

CutWIPfirst,then先减少在制品，然后2.

RawMaterial,

then原材料，然后3.

FinishedGoods成品4.

SMED

快速换型OverwhelmingprocessimprovementneedillustratedbyValueStream

Mapping.

强制性的过程改善应在价值流程图中表示

–

Fix

the

Information

system!搞定信息系统 FutureState

Questions

未来状态问题35SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=

1pcs/cycle=

60C/T=360

secC/O=

0uptime=

80%PCT=6

secAPCT=

7.5secshifts=

2C/T=65-73

secC/O=1

hruptime=

90%yield=

90%#operator=

1C/T=60

secC/O=

0uptime=

95%yield=

99%#operator=

2C/T=62-66

secC/O=5

minuptime=

95%yield=

85%#operator=

1C/O=1

hr#shifts=

2uptime=

85%#mach=

1C/T=4

secPartA=

1000/wkPartB=

500/wkPartC=

500/wk(400

pcs/day)k#mach=

2pcs/cycle=

1C/T=120

secC/O=

0uptime=

90%PCT=60

secAPCT=

66.7secyield=

99%10

DaysBar

Stoc1800280090028001600WeeklyDailyWeekly8

DaysCoilsSuppliers800Weekly

ScheduleProductionControlMRPDaily

Orders30/60/90

DayForecastsWeekly

Fax10Days 4Days 4.5

Days 7Days 2.3

Days 7

DaysTotalLead

Time=34.8

days120

Secs360

Secs65-73

Secs120

Secs62-68

SecsTotalVA

Time=727-741

secs6

WeekForecastU-ShapeFlow

Cell36Path

2Path

1Path1

=8+2+7+2.3+7

=26.3Path2

=10+4+4.5+7+2.3+7=34.8Example–CurrentState

VSM

当前价值流诊断例37©2013ZOGGAll

rights

reserved.Example–CurrentState

VSM

当前价值流诊断例Kaizen

BurstsProcess

BoxesPinkmakesiteasy

toseeinventoryintheprocessDon’t

Wait不要等待To“managetheexceptions”youneedto

plan为了‘达到期望’，你需要计划。Tie

into

businessobjectives和业务目标紧密结合Break

your

future

state

into

“loops”将未来状态分成几个圈Make

a

VS

Plan:

Whatto

do

bywhen什么时候做什么Now

relate

the

FS

Map

to

your

layout将未来状态图与你的布局图联系起来VS

Manager

completes

VS

Review

form

in

advance价值流经理完成价值流评估表Conduct

VS

Reviews

walking

the

flow沿着流程评估价值流PlanandImplementation38APlantoGet

There

到达目标的计划Challenges挑战Distinctionbetweenflowofmaterialandflowof

information物流和信息流的差别Information

moves

with

material信息和物流一起流动。Try

touse

themall

anyway尽量使用所有的概念Takt

time,

Flow,

Pull,

Triggers,

etc.节拍，流，拉动，触发Data

boxes数据盒Whatdatais

important?什么数据是重要的Groupneedstodecide

this小组必须作出决定39Suggest

提示ToCompletetheCycle,ItHelpstoUnderstandthePastandEnvisionthe

Future完成全部状态图会帮助理解过去和想象未来Currentstate(whereyouare

now)当前状态（你在那里）Futurestate(whereyoucanbein3months,oratleastthis

year)未来状态（３个月后或至少今年内会在哪里）Idealstate(=allvalue&nomuda,aNorth

Star!)理想状态

(指南针)40ValueStream

States

价值流的状态ProcessPoint

Kaizen指出改善点Eraser橡皮擦FutureState

Map未来状态图ValueStream

Manager价值流经理Implementationvia

Kaizen

通过改善来提高41ActionPlanand

Priority(Example)

行动计划及优先等级ACTIONITEM

LISTWHOWHENImpact

onBusiness(1-10)Easyto

Do(1-10)Total1Checklistforsite

surveyBill

House5/15/200557352Salestocoordinate&initiate

sitevisittoincludevendorsfor

quoteJohn

Whitehead5/15/200558403Developvendorscopesof

workBob

Braun6/28/0584324Parts&materialsourcing

databaseJohn

Whitehead6/28/200595455Standardizeand

centralizeproposaltemplates&

formsGeorge

Giben6/28/0584326Standardpricingprogram

withstandardlabor

unitsMichael

Wide7/31/2005102207Communicatecustomerneed

formoreresponsivelegal

reviewSuzanne

Weyer6/28/20059198ValidateVSMwithaccurate

dataJohn

McQuillin5/30/200597639Developabusinesscase

forcentralized

quotationsJohn

Whitehead7/31/051011010Handoff

checklistDave

Masek6/28/05631810=high

impact1=low

impact10=easyto

do1=difficultto

do42未来价值流43ValueStreamMapping

Icons价值流图图标Information

Flow信息流ElectronicInfo.

Flow电子信息流Signal

Kanban信号看板Production

Pull生产拉动ReplenishPull(to

user)补充拉动（给使用者）Customer/Supplier客户/供应商Marketplace市场Process

Step流程步骤Tugger

Route拖拉路线Material

Flow(push)物流（推动）Data

Box数据盒MaterialFlow

(pull)物流（拉动）IBulk

Storage大量储存 Inventory存货Value

Stream

Icons价值流图标44ThesearethestandardValueStreammapflow

icons. SeetheIndexofIconsforamore

detailedlist.这些是标准的价值流图的图标InformationFlowIcons 信息流图标XYZCorporationMaterialFlow

Icons物流图标Process工序框Outside

Entities外部实体Data

Box数据箱Icon图标Represents代表Notes注释

AssemblyOneboxequalsanareaof

continuousflow.Labelallprocesses.Alsousedfordepts.Likeproduction

control每个盒子等于连续流中的一个区域，也用作表示部门，如生产控制Usetoshowcustomer,suppliersandexternalmanufacturing

processes用来表示客户供应商和外部制造过程Usedtorecordinformation

concerningamanufacturingprocess,department,etc.用来记录与制造过程，部门相关的信息C/T=45

sec.C/O=30

min3

shifts2%

Scrap80%

UptimeMaterialSource:“LearningtoSee”Appendix

A45InOutI300Pieces,1

day46IconRepresentsNotesInventory

存货Supermarket超市Countandtimeshould

noted数量和时间应当记录Directionoflegsindicateinand

out方向表示进出Bufferorsafety

stock缓冲或安全库存Bufferorsafetystockmustbe

notedonthe

drawings缓冲或安全库存必须表示在图上

Truck

Shipment卡车运输Notefrequencyof

shipments表示运输的频率MaterialFlow

Icons物流图标Icon RepresentsMovementofFinishedGoods 成品的运动“Push”material

movement推动物料运动Physical

pull物理拉动Transferofcontrolledquantitiesofmaterialbetweenprocessesinafirstin

first

out

sequence用先进先出的顺序转移控制数量NotesAlsoshowsmovementofrawmaterialandcomponentsfrom

suppliers同时表示来自供应商的原材料和配件Identifiesmaterialpushedbythe

suppliernotpulledbythe

consumer识别由供应商推动的物料而不是由客户拉动的。Pullofmaterialsfroma

supermarket从超市拉动物料IndicatesadevicetolimitquantityandensureFIFOflowofmaterialbetweenprocesses.Maxquantityshouldbeindicated.Usedownstreampacemakerprocesses

only!表示一个有数量限制的装置和确保先进先出的物流，应当表示最大数量.使用在向FIFOMax.20

pcsMaterialFlow

Icons物流图标的物料下流动的带动过程47MaterialFlow

Icons物流图标Handcartroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanbanline手推车Useonlyforcurrent

stateIcon

Represents Tuggerroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanban

line拖动路线，将该符号放在物理拉动箭号线或虚线拉动看板线上Notes Usedforamotorizedvehicleofsometypetodelivermaterialson

atimedsequenced

route用于机动的定时的顺序物料输送Usedforahandpoweredvehicle

ofsometypetodelivermaterialsontimesequenced

route.用于手动的定时的顺序物料输送Usedonlyinapush

environment仅用于推动的环境仅用于当前状态48InformationFlow

Icons信息流图标Icon Represents

NotesManualinforma