Toyota-Kata-Process-Analysis丰田招式-流程分析课件

TheLeanJourneyManual精益旅程ThefoundationforimplementingFlowandPullSystems.流动和拉动系统推行的基石ToyotaKata-ProcessAnalysis丰田招式-流程分析TheLeanJourneyManual精益旅程ThToyotaKata–ProcessAnalysis.丰田招式-流程分析Scope:ProcedureforanalysingthecurrentconditionofaProductionprocess.范围:分析流程当前情形的一套流程.Rationale:toobtainfactsanddataneededinordertodefineanappropriateprocesstargetcondition.逻辑:为定义适当的目标情形而获得的实际和数据.Theprocessanalysiscanbeusedonawidevarietyofproductionprocesses;someautomated,somesemi-automated.流程分析能应用到更广泛的工艺流程中,自动和半自动化.Insomecasesadjustmentsmaybenecessarytofitthecharacteristicsofaparticulartypeofprocess.在某些情况下,可能会根据流程的特点做适当的调整.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析PurposeofthePAisnottouncoverproblemsorpotentialimprovementsbuttograspthecurrentprocessconditionandobtainfactsanddataneededtoestablishanappropriatenextprocesstargetcondition.流程分析的目的不是暴露问题或找到潜在解决方案,而是理解流程的当前情形同时为建立适当的目标情形而获得的实际和数据

TheImprovementKata.改善套路`Understandthedirection,vision,targetorneed理解方向,愿景,目标或需求Graspthe(initial)CurrentCondition理解当前情形Observeandanalysethecurrentprocesscondition观察和分析流程当前情形EstablishthenextTargetCondition建立下一个目标情形Currentcondition当前情形Targetcondition目标情形PDCATowardtheTargetCondition朝着目标情形前进Plan计划Do实施Check检查Act标准化The5Questions5个问题Summaryreflection总结Whathavewelearned?我们学到了什么?Planning计划ProblemSolvingandAdapting问题解决和适应ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析

StartwiththevalueStream.

从价值流开始ToyotaKata–ProcessAnalysisWhatisaValueStream?价值流程是什么?IIDiecasting压铸Plating装配Assembly装配Alloftheactions(bothvalueaddedandnon-valueadded)requiredtobringaproduct(productfamily)throughfromrawmaterialstothecustomer价值流程是指一件产品(一类产品)从原材料到成品所需要的所有活动(包括增值和非增值)LooksattheProductFlowandInformationFlow观察产品流和信息流CurrentStateandFutureStatesaredeveloped观察目前现状并制定未来的改善目标Usedtoidentifykeyareasforkaizenopportunities用于识别改善的重点WhatisaValueStream?IIDiecWhyDoValueStreamMapping?

为什么要绘制价值流程图?

Ithelpsustovisualizetheproductflowandunderstandtheinformationflow有助于我们看到产品流和了解信息流Ithelpsustoseewaste有助于我们发现浪费ItformsthebasisoftheformationofaLeanproductionsystem价值流程图是精益生产体系培训的基础Itallowseveryonetogainacommonunderstandingofthecurrentstateandthefuturevision有助于每个人了解现状和未来愿景WhyDoValueStreamMapping?

为StepsforValueStreamMapping

价值流程图的绘制步骤

1.Selectaproductfamily

选择一种产品类型2.Createacurrentstatemap

绘制现状图3.Createafuturestatemap

绘制未来愿景图4.Developanactionplanforimplementation

制定出实施的行动计划StepsforValueStreamMappingDefinitionof“ProductFamily”:一类产品的定义Groupofproductsthatpassthroughsimilarprocessingsteps/commonequipmentindownstreamprocesses采用相同或相近工艺设备进行加工的产品Tools:工具PartQuantity/ProcessRouteAnalysis(PQPR)部件数量/工艺路线分析Informationtorecord:记录信息ProductFamilyName&Description种产品类型的名称和描述NumberofProductswithinFamily一类产品里产品的数量DemandforeachProduct：Quantity&Frequency每个产品的需求：

数量&频率Step1:SelectaProductFamily第一步:选择一种产品类型Definitionof“ProductFamily”Step1:SelectaProductFamily

第一步:选择一类产品PROCESSNAME工艺名称Part#零件号DemandQuantity需求量%ofTotal总量百分比CNCMillCNC铣床CenterLathe车床Grind磨床Roll滚压Clean清洗GearTeethCutting齿轮齿切割Assembly装配Packaging包装1OBR-02642035‚ƒ„…†2OBR-03028824‚ƒ„…†3OBR-00827623‚ƒ„…†4320147847‚ƒ„…†5330033484‚ƒ…„†‡6330003242‚ƒ„…†7330030242‚ƒ„…†8320148121‚ƒ„…†9320087121‚ƒ„…†10OBR-004121‚ƒ„…†TOTAL1,200100

PartQuantity/ProcessRouteAnalysis(PQPR)部件数量/工艺路线分析(PQPR)Step1:SelectaProductFamilStep2:CreatetheCurrentStateMap

第二步:绘制出现状图Recommendations:建议Begin“WithinPlant”从工厂内部开始Useactual,observeddata.使用真实的、观察得到的数据Beginatendpoint&proceedinreverseflow.从终点开始并以与生产流程方向相反的顺序进行Walktheentireprocessfirstbeforerecordingdata.在记录数据之前，先走一遍整个工艺流程Everyoneontheteamshouldcreatetheirownmap.小组中的每一个人应绘制出自己的流程图Usetimeunitsof“seconds”

时间以秒为单位Usepencilandpaper.用笔和纸Step2:CreatetheCurrentSta

DataCollection代表性数据收集及计算

DropOffRate(DOR)有效作业时间ChangeoverTime(C/O)转换时间Availability(Uptime)可用性(运行时间)ProductionBatchSize一批生产的数量NumberofOperators操作者数量PackSize一个包装里的数量AvailableWorkingTime-#shifts&time可用的工作时间-多少班以及时间ScrapRate废品率ProductVariations(i.e.L,R)产品的变化种类(就是:左,右)...orothermeaningfuldata...或其它有意义的数据DataCollection代表性数据收集及计算DrRusty’sWrenchFactory

Rusty扳手工厂

CaseStudy案例分析Rusty’sWrenchFactory

Rusty扳手“Rusty’sWrenchFactory”–DataSet“Rusty扳手工厂”--数据设定BACKGROUND背景Rusty’sWrenchFactoryproducesseveraltypesofwrenchesandisthesolesuppliertoGiantToolSupply,thenation’slargestsupplieroftoolstotheindustrialcommunity.RustyproducesmetricandSAEsizesofopen-endwrenches.Rusty扳手工厂生产几种类型的扳手,是国家工业界最大的工具供应者巨人工具供应公司唯一的供应商,Rusty生产公制和SAE尺寸的开口扳手.CUSTOMERREQUIREMENTS客户需求:3,200Setspermonth:2,200SAE/1,000metric.3,200套每月,其中2,200套SAE尺寸和1,000套公制.Customeroperatesononeshift.客户的工作是一班制.Wrenchesarepackedinsetsof25.扳手的包装一件是25套.Thecustomerordersbysets.客户按套下单.Rusty’sWrenchprovidesadailyshipmentbytruckloadtoGiant.扳手厂每天用卡车交货WORKTIME工作时间

20daysinamonth.一个月工作20天.Twoshiftoperationinalldepartments.所有部门都按两班制工作Eight(8)hourshifts.每班工作8小时.Two10-minutebreaksduringeachshift.每一班休息两个10分钟．10minuteclean-upallowedeachshift.每一班允许抽10分钟进行清洁.Unpaidlunch.自费午餐.“Rusty’sWrenchFactory”–Dat“Rusty’sWrenchFactory”–DataSet“Rusty扳手工厂”--数据设定PRODUCTIONPROCESSES生产工艺Rusty’sprocessbeginswithhotforging(dropforge)awrench,followedbymachining,polishing,plating,andpackingintosets.ThesetsarethenstagedandshippedtoGiantToolSupplyonadailybasis.Rusty的工艺是先热锻出扳手,接着机加工,抛光,电镀,最后包装成套.成套的扳手以天为单位发货给巨人工具供应公司.ChangingoverbetweenSAEandMetricrequires1hourchangeoverinForging,and20minutesinMachining.SAE和公制的转换在热锻处需要1小时,机加工处需要20分钟.SteelbarstockissuppliedbyLeanSteelCompany,deliveringtwiceaweekonMondayandThursday.钢棒料由精益钢材公司提供,周一和周四每周两次交货.RUSTY’SPRODUCTIONCONTROLDEPARTMENT:RUSTY生产控制部门ReceivesGiant’s90/60/30dayforecastandentersintoMRP.收到巨人90/60/30天的订单预测并输入MRP.Issuesan8weekforecasttoLeanSteelviaMRP.通MRP发出一个8周的预测订单给精益钢材公司.ReleasesforcutbarstockviaweeklyfaxedorderstoLeanSteel.每周传真棒料切断的订单给精益钢材公司.ReceivesdailyfirmorderfromGiantToolSupply.每天收到巨人公司确定的订单.GeneratesweeklyMRP-basedbuildschedulestoallmanufacturingdepartments.每周建立以MRP为基础的生产计划发放给所有生产部门.IssuesdailyshippingscheduletoShippingDepartment.发放每日出货计划给出货部门“Rusty’sWrenchFactory”–Dat“Rusty’sWrenchFactory”

–DataSet

“Rusty扳手工厂”--数据设定手操作锻造机切边.工艺包括锻造后的切边工序.(6名操作工)手工操作连续运转的机器.共需要经过六台机器.(15名操作工)手工操作抛光.操作者靠目视来检验(11名操作工)手工将堆件上挂并经过所有的电镀工序(5名操作工)操作者手工将扳手打包成套(12名操作工)RemovessetsfromPackandstagesfordailytruckshipmenttothecustomer.12秒12秒10秒16秒200秒每套不适用I小时从SAE转为公制20分钟(整个单元)无无无不适用100%98%99%99%不适用不适用95%,所有不合格品报废.98%一次通过,多数不合格品可以返工.94%一次通过,多数不合格品可以返工.98%一次通过,多数不合格品可以返工.99.5%一次通过.不适用6000件已切好没锻造的棒料.锻造好的18000(12kSAE,6k公制)25000件:18kSAE,7k公制55000件:35kSAE,20k公制6000件全剖是SAE75000件50kSAE25k公制无–

每天出货的数量.锻造机加工抛光电镀包装出货OperationDescription操作描述DropOffRateObserved观察到的有效操作时间Changeover转换时间MachineReliability设备可靠性Quality质量Inventory库存“Rusty’sWrenchFactory”–DatGiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyForgeMachinePolishPlatePackShip=6=15=11=5=12I6000CutBarsI1800012kSAE6kMetricI2500018kSAE7kMetricI5500035kSAE20kMetricI60006kSAE0kMetricI7500050kSAE25kMetricMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality98%DOR=10”C/O=n/aUptime99%Quality94%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxWeeklyBuildSchedulesDailyShipSchedule1.5Days4.5Days6.25Days13.75Days1.5Days18.75Days12Secs12Secs10Secs16Secs8SecsProductionLeadTime=46.25daysProcessingTime=58secs270002000=13.5GiantTool3200Sets/Mo1ShiftSGiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyForgeMachinePolishPlatePackShip=6=15=11=5=12I6000CutBarsI1800012kSAE6kMetricI2500018kSAE7kMetricI5500035kSAE20kMetricI60006kSAE0kMetricI7500050kSAE25kMetricMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality98%DOR=10”C/O=n/aUptime99%Quality94%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxWeeklyBuildSchedulesDailyShipSchedule1.5Days4.5Days6.25Days13-75Days1.5Days18.75Days12Secs12Secs10Secs16Secs8SecsProductionLeadTime=46.25daysProcessingTime=58secsTAKTTime27,000sec2,000pcs=13.5secGiantTool3200Sets/Mo1ShiftS2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2Days2501Hour1.5Days2Days12Secs2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2Days2501Hour1.5Days2Days12Secs2501Hour1.5Days2Days12Secs16SecsProductionLeadTime=6.5daysProcessingTime=48secsSignal1Hour.2502Days2501Hour1Hour.2501Day2DaysUnpackedFinishedGoods1Hour.500GiantTool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyI6000CutBarsMon&ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality92%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%LeanSteelCutBarStockProductionControlMRP90/60/30ForecastDailyOrder8WeekForecastWeeklyFaxDailyShipScheduleTAKTTime27,000sec2,000pcs=13.5secMachine&Polish=26Forge=6Plate=5Pack&Ship=121Shift12Secs1Day2DaysPacemakerLoopMfg.LoopForgeLoopSupplierLoop2501Hour1.5Days2Days12SecsToyotaKata–ProcessAnalysis.丰田招式-流程分析WhileImprovementshappensattheprocesslevel,conductingavalueStreamScanisapre-requisitebeforeconductingaprocessanalysisandestablishingafirsttargetcondition.当做流程的改善时,在做流程分析和建立第一阶段的目标情形前,应该主导价值流图的分析(先决条件)ThescanhelpstounderstandtheoverallflowfromDocktoDockandalsohelpstoidentifythesegmentsor“loops”ofavaluestream.价值流图析能帮助我们理”门对门”(原料到成品仓库)的全局流同时也帮助我们识别价值流的”框架”和”环”Typicallyascancantakeadayortwo.通常我们选择1到2个产品来做分析.Getthebareminimumdetailsbyaskingthebelowsetofquestions.通过以下一系列问题来得到流程的概貌.Detailscanbeaddedlaterasadeeperunderstandingisgainedthroughtheabovequestions.可以通过流程分析来增加更细节的部分来帮助我们深入理解流程.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析

QuestionsforaValueStreamScan.

价值流析的问题

ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析WhichValueStream(ProductFamily)haveyouselected?你选择的是哪一个产品族?Whataretheprocessingsteps?这个产品族的流程是(从第一步到最后一步)?Machining机加工Assembly装配Packing包装Shipping出货ProcessingSteps流程步骤ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析TheprocessAnalysisandestablishingatargetconditiontakesometime.花一定的时间来做流程分析和建立目标情形Onceatargetconditionhasbeenestablishedthecoachingcyclecanbefrequentandshort.一旦建立目标情形,就进行频繁而简短的培训Oncethethinkingandpatternbehindtheprocessanalysisisunderstood,itcanbemodifiedtosuityourparticularenvironment.一旦真正理解当前流程后,我们就能将其修正为适合我们自己情况.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析3.Istheprocessdedicated(D)orShared(S)?流程是共享还是专线?MachiningAssemblyPackingShippingProcessesusedonlyforthisproductfamily流程只用于该产品族Processisalsousedinotherproductfamilies流程同样用于其它产品族SDDSToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析4.AtwhatpointsalongtheValueStreamisinventorykept?在流程的那些点上有库存?是多少?MachiningAssemblyPackingShippingSDDSInventoryRawMaterialFinishedGoodsToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析5.Howdoeseachprocessknowwhattoproduce(InformationFlow)?每个流程如何知道生产什么产品?多少?(信息流如何传递?)MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlMaterialispushedfromthesupplierprocesstothecustomerprocessindependentfromactualrequirements.物料是通过推动方式从供应商到客户,独立于实际的需求IIIIToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析6.Atwhatprocessesarechangeoversneeded?WhatistheC/Otime,Currentlotsize,CurrentnumberofchangeoversperdayandtheestimatedEPEIatthoseprocesses?(EveryproductEveryInterval:thisistheintervaloftimeoverwhichaprocessproduceseveryhigh-volumeproductitmakes.)在那个流程的需要换型?当前每天换型次数,以及估计的库存周转天数?MachiningAssemblyPackingShippingSDDSRawMaterial原料FinishedGoods成品ProductionControlIIIIAssembly组装ChangeoverTime10minsshort,30minslong.Lotsize3days.C/Operday:6EPEI(est):3daysToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.7.Whatarethe“Loops”inthisvalueStream?WhichLoopisthePacemakerLoop?.整个价值流中分为哪些”环”?“节拍制造者”又在那个环?MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlIIIIFabricationLoop机加工环PacemakerLoop节拍制造环ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析8.Withaone-totwo-yeartimehorizoninmind,where:用未来1-2年的改善眼光来看,在哪里Doyouthink1X1flowshouldbepossible?我们可以实现单件流?DoyouthinkinventoryshouldbereplacedwithPullorFIFOsystem?哪里我们又可以用拉动或先进先出系统来代替?ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析FocusOnOneProcessintheValueStream聚焦价值流的一个流程(深入分析)ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析WearenowdroppingdownfromtheVSleveltotheprocessleveltoconducttheProcessAnalysis.我们从价值流的高度,深挖1道工序进行分析(从森林到一木).StartatthePacemakerloopandstayfocusedonit.(Oftenthismeansyouwillanalysinganassemblyorsimilarprocess.从节拍制造环开始着手(通常是从组装或相似的流程开始)Thereisalogicbehindtheorderofthesesteps.这个分析的顺序其中蕴藏着逻辑:Effortswillbecomeiterative.通常需要反复的试验和努力.Movingthroughtheanalysisoftenthismeansgoingbackandrevieworrecalculateanearlierstepbasedonwhatisgleanedasyoumoveforward.这个过程通常需要不断的反复和重新计算和检讨来一步步向前.Thisisnormalasyouaretryingtograspthecurrentcondition.如果你想真正理解当前的情形,这是很正常的.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析7.Whatarethe“Loops”inthisvalueStream?WhichLoopisthePacemakerLoop?.整个价值流中分为哪些”环”?“节拍制造者”又在那个环?MachiningAssemblyPackingShippingSDDSRawMaterialFinishedGoodsProductionControlIIIIFabricationLoopPacemakerLoop节拍制造”环”ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析STEPSOFPROCESSANALYSIS.流程分析步骤AssessCustomerDemandandDeterminelinepace评估客户需求,决定节拍Customertakt.客户节拍Plannedcycletime计划加工周期Firstimpressionsoftheprocess.流程概览Gettotheknowtheprocessbysketchingablockdiagramofit.通过流程图俩描绘全过程Istherea1X1flow?是单件流么?Areeachoperator’sworkstepsthesamefromcycletocycle?每个操作员的循环是一致的么?Islineoutputconsistent?产出恒定么?IsMachineCapacitysufficient?设备产能能满足么?Cantheequipmentsupporttheplannedcycletime?设备能满足计划加工周期么?Whatisthecurrentcapacity?当前的产能是?Howmanyshifts?多少班?IstheProcessStable?流程稳定么Time20to40fullcyclesofeachoperator’swork.做20-40的时间研究WhatisthenecessarynumberofoperatorsiftheprocesswereStable?流程问题时,需要的人工数?Calculatethenumberofoperators计划需要的人工数ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析EquipmentrequiredtoconductaProcessAnalysis:做流程分析的工具Astopwatchthatmeasuresseconds.秒表GraphPaper纸张Pencil.铅笔Eraser.橡皮擦Calculator.计算器ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.丰田招式-流程分析ShopfloorCourtesy:现场”礼节”Approachtheprocessviatheteamleaderorsupervisor.通过主管或带班来Introduceyourself介绍自己Explainwhatyouaredoing.解释我们当前要做的事Donotinterrupttheoperatorswhiletheyareworking.当操作员在工作时,不要打断Explainthatobservationistheworkandnottheoperator.解释我们观察工作而不是人Shownotesthatyouhavetaken.把我们做的记录给大家看Say“Thankyou”beforeyouleave.结束的时候不要忘记说”谢谢”Handsoutofthepocketatalltimes.Sendsacasualmessageinsteadof“weareallworkinghardforthecustomer”不要将手插在口袋,不要说”我们都是为客户而努力工作”ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.AssessCustomerDemandandDetermineLinePace评估客户需求及设定节拍ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.Twonumbersthatyoumustknow.以下2个一定要清楚的数字”1TaktTime(TT)AkaCustomerTaktThecustomerdemandrate客户节拍时间2PlannedCycleTime(Pc/t):计划加工周期Thetargetproductionrate,whichisdifferentfromthecustomerdemandrate.目标的生产节拍和客户节拍不同(Usuallyfaster,asitaccommodateschangeovertimeandperhapssomedowntime)通常更快,因为包含了换型,和停机时间ToyotaKata–ProcessAnalysisCalculatetheTaktTime计算节拍时间

TheHeartbeatofProduction生产的心率Thepulsereflectsthecustomer’srequirement.脉搏反映客户的需求Itistherateatwhichyoumustproducetosatisfydemand.这就是你必须生产而满足需求的速度.Itisacalculatednumber,notareflectionofyourcapability.这是计算出来的数字,不是你产能的反映.ItisthecoreconceptformanagingaJITproductionsystem.这是管理及时生产系统的核心理念.CalculatetheTaktTime计算节拍时间ToyotaKata–ProcessAnalysis.PlannedCycleTime(Pc/t)计划加工周期PlannedCycletimeisderivedasfollows:计划加工周期的由来:TakttimeminusChangeovertime,otherlosses–ieunplanneddowntime,scrap,rework.节拍时间-换型时间-其它损失时间(非计划停机,报废,返工)Notethisistheactualspeedthelineshouldberunning.注意这是我们实际应该跑的速度:Changeovertime:

InthefirstPc/tcalculationusethecurrentnumberofC/Odoneperdayandthetotaltimeittakes.换型时间:第一次计算PC/T用当前换型次数/天和消耗的总时间Downtime:Twotypeofshortages.Shortstoppagesthataddupduringthedayandrarerlongstoppagesduetobreakdowns.Useonlytheshortstoppagesinthecalculation.停机时间:两种停机:一种是累加的微小停机,一种是长时间的停机,仅使用微小停机来计算.Note:trytostriveforthePc/ttobeapproximately15%or20%fasterthanthetakttime.Losstimeandchangeovertimesneedtobeaddressedtobringthisintoline经验值:一般的PC/T比T/T快15%-20%,当导入后,需要进一步来解决停机和换型的损失.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.ThefollowingsimpleCapacityAnalysisusingtheL-ShapedstackchartisanexceptionallyusefultoolforcalculatingPc/t.接下来L形图是一个非常有用的产能分析工具.Thisshouldbemasteredbyeveryone.每个人都需要熟练掌握这个工具InthestackshoweachcategoryoflossesindividuallyratherthancombiningthemintooneOEEfigure.Easiertounderstandtheissues.在这个堆栈图中需要把各种损失分别显示出来,而不是简单的做一个笼统的OEE数字,这样更容易理解问题.Startwithaone-dayintervaltomakePc/tcalculation?可以用1天时间来计算计划加工周期.IfyouareseekingPc/t,calculatedown.IfthePc/tisfixed,saybecauseofanunchangeablemachinecycle,thencalculateup.共有两种方法计算,第一种,从上到下计算.第二种,确定一个数字(由于设备的固定加工周期),然后向上计算Usetheoptimalchangeoversequencetominimisetotalchangeoverlosses.用最优换型的顺序来减少换型时间.Alwaysputchangeovertimeatthetopofthestack.把换型时间放在首位.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.CapacityAnalysis.产能分析Assembly1840pieces/daytotal1840/每天2shifts,8hourseach.2班,8小时2x10minbreak/day.20分钟停顿/天10changeovers/day.10次换型/天C/Otime=15mins换型时间:15minsReliability=90%稳定性TAKT=30Sec30秒Planned计划加工周期C/T=?Minutes分钟920Availableproductiontime/day每天可以利用的时间150minChangeover换型时间77010%downtime10%停机时间693123693minx60sec=41,580secondsleft41,580sec1,840pieces=22.6sec=22secPc/tIfyouareseekingPc/tthencalculatedown从上往下计算92085367minutesleftforC/O换型时间10%downtime停机时间76725SecPc/t25secx1830pieces=46,000seconds46,000sec60sec=767secIfPc/tisfixed(e.g.adesired25sectargetPc/tthencalculateup.确定,从下往上计算321Availableproductiontime/day每天可以利用的时间ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.

FirstImpressionsoftheProcess

流程概览ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.Whatdoyousee?你看到了什么?Gettoknowtheprocessbysketchingablockdiagram.通过流程图(方形)来描述你的流程Drawastraightlinesketchoftheworkstationintheprocess.将流程间的工作站用直线描述出来Donotdrawtoscaleorworryabouttheshape–layout–oftheline.不要担心形状和比例(包括布局和线)Makeeachboxaboutthesamesize.保证每个方形盒子大小一致Eachboxequaloneworkstationormachine.每个盒子代表一个工作站和机器.Thenobservetheprocessandanswerthefollowingthreequestions.(writedownyourobservations.Youcanaskquestionsbutdonotinterviewlinepersonnel)(Learntoseeandunderstandforyourself.然后观察流程和回答三个问题(写下你的观察,你能问问题但是不要直接从当事人处得到答案,学习自己观察和理解你自己)ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.Thethreequestions.三个问题Istherea1X1flow?是单件流么?Dopartsmovedirectlyfromonevalueaddingsteptothenext?产品是直接从一个增值步骤到下一个增值步骤?2.Areeachoperator’sworkstepsthesamefromcycletocycle?在每个工位的操作员的工作步骤(每个循环之间)都是一样?3.Isoutputconsistentattheendoftheprocess?这个流程的产出稳定?Useastopwatchtotime20successivecyclesattheoutputendoftheprocess.Selectapointandtimehowoftenapartcomesbythispoint.CharttheindividualtimesasshowninFig1.Donotcalculateoruseaverages.使用秒表,选择一个点和时间,在线尾做20次测量,用图表,不要计算和使用平均.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.Outputcyclesattheendofline.产出的周期时间(timefromonepiecetonextpiece时间从一道工序到下一道工序)102030405022Takt节拍时间Pc/t计划加工周期Fluctuation:波动NoImprovement.Causeofproblemsalwayschanging.没有改进,问题的原因总是变化.Inabilitytomeetcustomerrequirementwithoutovertime.没有加班将不能满足客户需求.Norhythm.Sometimesrush,sometimeswait.Standardizedworknotpossible.没有节奏,有时匆忙,有时等待,没有标准工作.Difficulttodevelopskills.Alwayschanging.很难提高技术,总是变化.Inconsistentquality.不稳定的质量Figure1.MeasuringProcessStability.测量工艺的稳定ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.CheckMachineCapacity.

检查设备产能ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.DefinitionofMachineinthiscontextis“automaticequipmentthatrunswithoutanoperatoroperatingthemachine.设备的定义:没有人工参与的自动化的设备.Thequestionsthatneedtobeansweredinthisstepofprocessanalysisare:在这一步,流程分析应该这样回答问题:Cantheautomaticequipmentinthisprocessmeettheplannedcycletime?自动化设备的这个工艺能满足计划加工周期么?Whatisthefastestplannedcycletimethattheautomaticequipmentcancurrentlysupport?(ThisisthecurrentCapacity).当前设备能达到的最快的计划加工周期是(当前产能)?TheoreticallythemachinecyclehastobeequaltoorbetterthanthePc/t.Inpractisenotpossibleduetovariationinthecycle.i.eLoadingandunloadingsometimesvaries.理论上,设备的周期应该小于等于计划加工周期.实际过程中,每个周期一定是有波动的(上料和下料的时间有时会有变化)ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.Forthisreasonthecycletimeofanymachineshouldbeminimum90%ofthePc/tin1X1flowapplication.正是由于这样的原因,在单件流的应用中,所有设备的加工周期都应小于计划加工周期的90%.RegardingoperatorsworktimeitshouldbefilledupwiththePc/t.同时关于操作员的操作时间也应该在计划加工周期之类.Thefastestplannedcycletimealinecanrunconsistentlyina1X1flowisdepictedasfollows.通常单件流的线能够持续的以最快的加工周期时间为:LongesttotalMachineCycletime最长的总的机器周期时间0.90Insufficientmachinecapacityisashowstopperissue.有问题的设备会被筛出来.Ifinsufficientthismustbeaddressesfirst.如果有问题,必须要首先解决掉Improvementsinotherareaswillbesuperficial.否则改善其他都只是表面的Tocheckmachinecapacitydrawamachinecapacitychartasinthefollowingslide.通过画机器产能分析图来确认设备产能.ToyotaKata–ProcessAnalysisToyotaKata–ProcessAnalysis.TaktPc/t90%ofPc/t252015105Changeovers(+machinedowntime,scrapreworkandotherlossesifthereisnoshiftgap)换型(设备停机时间,ForFluctuationinequipmentcycle设备的波动Step1-Firstdrawinlinesforthetakttime,plannedcycletime,and90%ofplannedcycletime