如何缩短产品制造周期

ShortLeadTime

缩短制造周期

GMS员工参与标准化制造质量缩短制造周期持续改进32

GMSContinuousImprovementBuilt-In

QualityShortLead

TimePeople

InvolvementStandardizationShortLeadTime缩短制造周期Healthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessControlled

ExternalTransportationManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementValuesVision/MissionShopFloor

ManagementInternalPull/DeliveryAndon

ConceptProblem

SolvingSimple

Process

FlowIn-Process

Control&VerificationStandardized

WorkSmallLot

PackagingTemporary

Material

StorageQuality

Feedback/

Feed-forwardVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance

FixedPeriod

Ordering

System/OrderPartsPresentationFocus

展示的重点Thispresentationfocusesonleanmaterialflowanditsimpactonreducingleadtime.

侧重于精益的物料流程，以及其对缩短过渡周期的作用FullFullFullFullEmptyEmptyShortLeadTime

缩短制造周期UponCompletionofThisModuleParticipantsWill学完SLT内容，将会：UnderstandtheImportanceofShortLeadTimeforCustomerResponsivenessandCost.

明白SLT对客户响应及减少成本的重要性。BeFamiliarWiththeConceptsWhichContributetoShortLeadTime.

了解SLT的相关概念。BeIntroducedtotheLeanMaterialsManagementSystemsWhichControltheMaterialFlowIntoandWithinthePlant.

了解控制物料进入及在工厂内流动的精益物料管理系统。ThePurestFormofLeanMaterialFlowisfromthesupplier’sLastValueAddedOperationtothecustomer’sPointofUsewithNoWaiting,Storage,DoubleHandling,orExcessInventory.纯粹的精益物流系统是从供应商最后的增殖产品到客户的开始使用期间，没有等待、储存量、双重处理、多余库存。ShortLeadTimeStrategySLT策略Supplier(供应商)Plant(工厂)

PointofUse开始使用ReceiveCustomerOrder

接收定单ProduceVehicle生产车辆DeliverVehicle交付产品ReceivePayment收到付款Themovementofmaterialintherightquantity,attherighttime,totherightlocation,withtherightequipment,usingtheshortestleadtimeandlowestpossiblecostforbothsupplierandcustomer.在最短的时间内，供应商与客户双方最少的成本损耗条件下，物料在适当的时间里把合适的数量用恰当的工具运送到一定的地点的流动。LeanMaterialFlowDefinition

精益物流定义1)PartsOrdering

定购零件2)Suppliers

供应商3)Packaging

包装4)Transport

运输5)Receiving

接收6)Temp.Stores临时仓库7)MaterialPullSystem物料拉动系统8)AssemblyLine生产线LeanMaterialsManagement

精益物料管理FullFullFullFullEmptyEmptyOperator(操作工)PartPresentation(零件摆设)Conveyance(运输)Staging(分段运输)Receive/Unload(接收/卸货)Transportation(运输)Suppliers(供应商)LOWESTTOTALCOST最低成本REDUCELEADTIME(리드타임단축)PLANFOREVERYPART(모든부품에대한계획)LeanMaterialFlow:GuidingPrinciples

精益物流：指导原则SAFE(安全)Highvalue

added(高增殖生产)CompressionPart

Presentation

SmallLot#1BulkSequenced/Repack

Ergonomic

Space(空间)Organization(组织)FIFO(先进先出)Method（方式）Frequency(频率)Commun-ication(交流)WindowReceiving(窗口接收)Equipment

(装置)Frequency(频率)MilkRuns

DirectShip(直接运输）100%Tracked(100%跟踪)Responsive(响应)OnTime(及时)Right

Quantity(数量)To

Specifications(合适规格)(압축)GuidingPrinciples

指导原则Make/receivefrequentdeliveries.

接收频率Usesmalllotcontainers.使用小件包装UsetheFirstInFirstOut(FIFO)process.先进先出程序Eliminatewaste.减少浪费LeanMaterialFlowModel精益物流典型FocusAreas重点:

1.VehicleScheduling制造计划2.PartOrdering订购零件3.SupplyBase供应基地4.Transportation&Receiving运输与接收5.InternalPullSystems内部拉动系统6.MobileEquipment移动设备7.PartPresentation零件摆放

Tools工具：PlanforEveryPart每个零件计划StandardizedWork标准化工作SmallLotPackaging

小件包装LevelSchedules进展阶段VisualManagement目视化管理

MinimumnumberofsupplypointsSupplyBasePullsystems(拉动系统)LevelBuildPattern(均衡生产模式)FrequentDelivery(다회보급)MultiplePartNumbers/Delivery

(복합다수부품/보급)MinimalInventory(최소재고)GMPlantPartPartPartABCPlantProductionQtyTime1.VehicleSchedulingProcessOverview制造安排观观测*CustomerOrders客户订购+*Non-SoldOrders非卖计划PlantProductionPlan工厂生产计划Customer客户ProduceVehicles生产阶段Dealers卖方/Marketing销售DeliverFinishedVehicles交付成成品*CustomerOrders客户订订购:SoldVehicles销售车车辆*Non-SoldOrders非卖计计划:Dealer/RegionOrders(Nospecifiedcustomer)卖方/区域域订购购（无无明确确客户户）1-1.VehicleSchedules制造计计划ThePlantProductionPlanlevelsvehiclerequirementsacrosstheproductionperiod生产计计划应应均衡衡各个个阶段段的生生产需需求。。100%Customerdeliverydatecompliance百分百百地在在交付付日期期交货货。Vehiclebuildstatusisknownthroughoutthemanufacturingprocess.整个生生产部部门都都应该该了解解制造造状态态。Supportreducedvehicledeliveryleadtime&manufacturingrestrictions.支持减减少车车辆交交付时时间和和各种种生产产限制制。VehicleBuildPattern样板车车:CustomerOrder客户定单：WhencanIgetmyvehicle()?(什么时候可以交付车子?)143256PlantProductionPlan2Non-sunroof1Sunroof2.PartsOrdering:IndividualParts订购：：个件件Partorderbaseduponaprojectedvehiclebuildschedule零件订订购要要以设设定的的生产产计划划为基基础Order=(PartsNeeded)-(PartsHave)订单=(需要零零件)-(现有零零件)PickUpDocument订购文文件Deliveryquantityandtiminginstructionspershipment每次运运输的的数量量及时时限GMPlantDeliverySupplierPickUpDocumentPickUpDocumentPlantLinesideOperation2-1.PartsOrdering:Sub-AssemblyParts(零件订订购：：分装装件)Asthevehiclepassesasetpointintheproductionprocess,asignalisgeneratedandsenttothesupplybaserequestingpartsrequiredforthatvehicle.生产过过程中中，当当生产产车辆辆超出出一定定点时时，生生成一一个信信号通通知供供应商商对该该车的的零件件需求求。BroadcastSignal(广播信信号)7:008:009:00SEQ#1(8:00a.m.)SEQ#2(8:01a.m.)SupplierInSequence(Seat)3.SupplyBase(供应基基地)CloseproximitytotheGMPlantforspecificpartsperdeliverylead-timeneeds(typicallythesearesequencedsub-assemblies).在GA车间附附近为为对制制造周周期有有特殊殊要求求的零零件设设立的的基地地（通通常是是些定定序的的分装装件））Sequencingrequirementsaretheresponsibilityoftheawardedsupplier(按先后后需求求排序序是合合格供供应商商的职职责):Supplierownstheinventoryuntilthelatestpointpossibleinthemanufacturingprocess.(在送到到生产产线之之前供供应商商拥有有库存存)Minimizesupplypoints(供应数数量最最低化化):Singlesupplypointperpartorsub-assembly.(零件或或分装装件的的单一一供应应点））Minimizethetotalsupplierbase(amountofsuppliers).（总供应基基地的的最小化化（供供应商商数量量）））SourcingdecisionsarebasedontheTotalMaterialPipelineCosts(基于总材料料传送成本本决定货源源）MilkRun10-11p.m.SUPPLIERA8-9a.m.SUPPLIERB10-11a.m.SUPPLIERC2-3p.m.SUPPLIERD5-6p.m.OurPlant4.Transportation(运输)Direct(直运)SUPPLIERASUPPLIERBSUPPLIERCOurPlantLOCSUPPLIERASUPPLIERBSUPPLIERCOurPlantLogisticsOptimizationCenter(物流优化中心)4-1.TransportationandReceiving运输与接收收Pre-Scheduledpickupanddeliverywindowtimes.(事先计划好好接收与交交付的间隔隔时间)Multiplesupplier/partpickupspertruck.(增加每次装装载的供应应商/零件件接收)Dailyshippingfrequency.(每天运送频频率)EarlyWarning:Truckdriverscheckfreightatsupplierlocation.(预警：货车车司机在供供应商处检检查货物)Exception-basedcommunications.(货物不符时时协商)80%Highcubeutilization(liquid).(80%的立方利用用率（液体体）)LeadLogisticsProviderassinglepointofcontactfortheplant.(精益物流供供应者作为为工厂单一一联系人)Suppliers(供应商)MON.-8:00amTUE.-8:00amWED.-8:00amTHU.-8:00amFRI.-8:00amCBA4-1.TransportationandReceiving运输与接收收LeadLogisticsProvider(LLP):On-sitesinglepointofcontactforplant.(现场单一联联系)Routeplanningandscheduling.(路线计划与与安排)Visualroute/dockboard.(目视化路线线/接收板板)PlantReceiving:工厂接收Visualboard(目视化栏板板)-Canlookatboardandseewhatishappening(看栏板就可可以知道情情况)Scheduled，daily/weekly日/周计划划-Whenmaterialwillarriveatplant(什么时候零零件能到达达工厂)Levelunloadplan(平衡卸货计计划)PlantLLPTransportationRouteBoardxx#1#2#3#4RouteTimeDefinition:Acentralizedtemporarystorageareaforpartsnotbeingdelivereddirectlyfromsuppliertolineside.定义：不直直接把材料料从供应商商处运送到到线旁，而而是暂时将将其集中存存放的区域域。Purpose:ToOrganize&ControlInventoryLevels,Throughput&FlowforMaterialsnotdelivereddirectlyfromsuppliertopointofuse.目的：组织织控制不直直接由供应应商送到生生产线的材材料库存量量、产量和和物物流4-2.CentralMaterialArea(集中材料区区域)4-2.CentralMaterialArea(集中材料区区域)KeyConcepts(主要概念):Organizebybulk/cartontoseparateequipment&minimizespacerequirements(用大箱或纸纸箱装零件件来隔离设设备，减少少空间需求求)1locationperpartnumber(一个零件一一个存放点点)MinimizeCMAspace(CMA空间最小化化)Minimizedeliverylead-time(运送时间最最小化)4-2.CentralMaterialArea(集中材料区区域)KeyBenefits(主要益处):Optimizespace,manpower&equipment(优化空间、、人员及设设备)Min.impactofproductionpullfluctuations(减少生产拉拉动波动的的影响)SupportsPullSystemRoutes(支持拉动系系统路线)SupportF.I.F.O.(支持先进先先出)Definition(定义):Amethodofmaterialreplenishmentbasedonconsumption,authorizedbytheuser,whosendsasignaltomanufacture,ship,ordeliveryaproductataspecifictime,place,andquantity.(使用者认可可的，通过过向生产、、运输部门门发出信号号，要求在在一定时间间内在具体体地方运送送定量产品品的一种补补充消耗物物料的方法法。)AflexibletoolthatenablesJust-in-Time.(一个能确保保JIT的灵活工具具)Connectsoperationstomaterialsupply.(连接生产与与材料供给给.)5.InternalPull/Delivery(内部拉动/运送)5-1.TypesofInternalPullSystems(内部物流的的拉动系统统的种类)EmptyContainerPullProcess(空箱拉动系系统)PullCardProcess(卡片拉动系系统)ElectronicPullSystem(EPS)(电子拉动系系统)“Nothingmoveswithoutapullsignal(无信号无拉拉动).”ProductionPullProcess(生产拉动系系统)PullCardProcess(卡片拉动系系统):Description(定义):Amaterialpullsystemthatusescardstocommunicatereplenishmentrequirements(使用卡片来来传递供货货信息的物物流拉动系系统)(投递卡片)(扫描卡片)(CMA收集卡片））(运送材料））EPSProcess(EPS系统):(材料需求)(电子识别)(材料提取，，分运）(材料运送)(交货结束)EmptyContainerPullProcess(空箱拉动系系统)UsingLocationReplenishProductionTeamMember生产人员PushOutPushInEMPTYFULLProductionPullProcess(生产拉动系系统)BroadcastPoint(RFID广播）VehicleLocation&MGOPartData(车辆存放放点及MGO零件数据据)Automatedpullsystemordersmaterialbasedonactualvehiclepartconsumption(自动拉动动系统零零件订购购以实际际消耗为为根据)Simpledesign(简单设计计)Designtoenablemultiplepartnumbersperdelivery(能够每次次多零件件运送的的设计)Standardizeequipmentandcomponentsthroughouttheplant(numberoftypes,hitches,chassis)(整个工厂厂设备及及零件标标准化（（种类、、栓、底底盘的数数目）)Designformanualmanipulation(pushandpull).(人工操作作（推或或拉）的的设计)6.MobileEquipment(运输设备备):NOYESExample(实例):LinesideDelivery(线旁运送送)DollyExamples(手推车实实例)Bulkcontainerdollybase(Standard)(大箱手推推车基座座)(标准)SwivelTurntableBase(旋转转盘盘基座)7.PartPresentation(零件展示示）Returnablecontainers(回收空箱箱)Oneortwohoursusagepercontainer(每个箱一一到两小小时的用用量)Hand-carriedorhand-manageable(dolly)(手提或手手推)Ergonomicallyapproved(size,grippoints)(通过人机机工程认认证)（大小、、把手））Minimaldunnage(partisalloperatorneeds!)(最小限制制的隔板板（这是是所有操操作者需需要的部部分）)Easypartpick(容易提取取)Properpartslabeling(合适的标标签)Stackable(层叠)Simpledesign(设计简单单)PartPresentation(零件摆设设):WithinWorkstation(在工位内内)Withinarm’sreachatpointofinstallation(安装点在在手臂可可及处)Lessthan5feetinheight(lineofsight)(高度低于于5英尺尺)HandManageable(人工操作作)5feetPartASmallLotContainer(小装箱)Bringthepartstotheoperator(零件运送送到操作作工身旁旁)PartPresentationExample(零件展示示实例)LineTrackingDevice(流水线跟跟踪仪器器)Apron(围兜)Canmovewithcarrierormanually(能够人力力或自动动移动)ApronforFastenersandTools(装螺丝螺螺栓的围围兜)Eliminateswasteofmotion(减少运动动浪费)SmallLotPartsandContainers(小件包装装)LeanMaterialFlow(精益物流流)WeakMaterialFlow(欠缺物流流)IdealMaterialFlow(理想物流流)LackofVisualManagementTechniques(缺乏目视视化管理理)SinglePart/ContainerDeliveryPerTrip(每次单一一零件/单箱配配送)MaterialPushedtoSubsequentLocation(零件推动动到其他他地点)MaterialDictatesLengthofProductionOperator’sFootPrint(材料指示示生产)EmptyMaterialLocations(空箱回收收地点)IdleMaterialOperators(闲置的材材料员)HeavyPullCardLoss(拉动卡的的巨大损损失)ManySmallCMAs(7-11Concept)(太多CMA(7-11概念))VisualManagement(目视化管管理)MultipleDeliveriesperPartNumber(每次同一一零件的的多箱配配送)EstablishedInventoryLevels(确定的库库存量)PartsScheduledviaPullSignal(Kanban,Broadcast)(拉动信号号对应相相应零件件看板、、广播））)ReducedLeadtime(SupplierCo-location)(减少制造造周期（（供应商商共同地地点)DriverChecksatSupplierDock(司机在供应商商处验货)Point-of-Use/Direct-to-LineDelivery(使用节点/直直接到线运送送)LowCost,FlexibleEquipment(低成本，灵活活的设备)HowdoesShortLeadTimeApplytoOtherGMSPrinciples?(SLT与其他GMS原则关系)Built-In-Quality(制造质量):Rightpartattherightstationattherighttime(合适的时间、、一定的工位位、适当的零零件)Returnablecontainersprotectpart(空箱回收保护护零件)PeopleInvolvement(员工参与):Shopfloorinvolvementinplanningandexecutingleanmaterialflow(员工参与计划划及实施精益益物流)Standardization(标准化):Scheduledpick-upsanddeliveries(计划好的接收收与运送)Leanpartpresentationtotheoperator(操作工精益的的零件摆放)Standardizedroutes(标准路线)ContinuousImprovement(持续改进):Visualmanagementinallareasofleanmaterialflowallowforcontinuousimprovement(各个领域精益益物流的目视视化管理促进进不断改进)GM-GMS(员工参与)(标准化)(制造质量)(缩短制造周期期)(持续改进)9、静夜四四无邻，，荒居旧旧业贫。。。12月-2212月-22Friday,December23,202210、雨中黄叶树树，灯下白头头人。。23:17:0023:17:0023:1712/23/202211:17:00PM11、以我我独沈沈久，，愧君君相见见频。。。12月月-2223:17:0023:17Dec-2223-Dec-2212、故人人江海海别，，几度度隔山山川。。。23:17:0023:17:0023:17Friday,December23,202213、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。12月月-2212月月-2223:17:0023:17:00December23,202214、他乡生生白发，，旧国见见青山。。。23十十二月202211:17:00下下午23:17:0012月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月2211:17下下午12月-2223:17December23,202216、行动出成成果，工作作出财富。。。2022/12/2323:17:0023:17:0023December202217、做前，能能够环视四四周；做时时，你只能能或者最好好沿着以脚脚为起点的的射线向前前。。11:17:00下下午11:17下午23:17:0012月-229、没有失败败，只有暂暂时停止成成功！。12月-2212月-22Friday,December23,202210、很多事情情努力了未未必有结果果，但是不不努力却什什么改变也也没有。。。23:17:0023:17:0023:1712/23/202211:17:00PM11、成功就是日日复一日那一一点点小小努努力的积累。。。12月-2223:17:0023:17Dec-222