何谓精简生产

LeanManufacturing精简生产:

TheLeanJourney精简之旅

WhatisLeanManufacturing?何谓精简生产?WhatisLeanManufacturing?何谓精简生产?WhatisLeanManufacturing?何谓精简生产?LeanManufacturing精简生产WhatisLeanManufacturing?何谓精简生产

?Doweneedit?我们需要她吗

?Why?为什么?WhatdoIgetoutfromLean?我可以从中获到什么?Pricing:TheNewReality价格的新模式Theoldmodel旧模式:Cost成本+Profit效益

=Price价格[Fixed固定][Fixed固定][Derived获得]Thenewmodel新模式:Price价格

–Profit效益

=Cost成本[Fixed固定][Fixed固定][Derived获得]

NewModel新模式:Priceisfixedbythecompetitivemarket.Profitisfixedbyshareholderexpectations.Thismeansthatyoumustachieveamaximumtargetcost,andthatcostreductionbecomescentraltoyourbusinessstrategy.价格由市场而定,利润由股东而定,这意味必须达至最高成本,而节省成本便成为公司的重要策略.Oldmodel旧模式:Thecompanysetsthepricetoachieveatargetprofit.公司目标利润是通过价格设定而得.4

Shareholders股东

-FinancialReturn财务回报 -Reliability可靠

-IncomeGrowth 收入增加 -Survival生存1Customers顾客-Quality品质-Responsiveness反应能力

-CostAdvantage成本优势CorporateChallenge企业挑战Partners伙伴Involvement参与IncomeGrowth收入增加Stability稳定3Employees

顾客-JobSecurity工作保障

-SelfEsteem受尊重/尊敬

-Recognition赞赏-Rewards奖励2NewCorporateResponse企业新责任Improvescontinuouslytosustainacompetitiveadvantage,and持续改善,维持竞争力优势Treatspeopleastheonlyappreciatingcorporateasset.确认“人”为企业最重要资产.Physicalandculturaltransformationtoacustomer-centricenterprisethat:将现有企业及文化转变为以顾客为中心企业Isintunewith&responsivetochangingcustomerneeds,以顾客期望为依归,所作之调整及反应TheCircleofDoominManufacturing!生产的厄运图thecircleofdoomFakeNumbers假数据ProductionShortfalls生产不足HiremorePeople聘请大量员工MoreEquipment大量设备OT加班OutofControl失控UnrealisticMPS排期不现实PoorPerformance差的表现4Stepstobreakthecircleofdoom打破厄运图的4个步骤:

Integrity正直EnthusiasmandCommitment积极/有责任感Action行动Understandingthecustomerfullyandclearly充分明了客户的需求Breakingthe

CircleofDoom打破厄运图LeanstartedinToyota45yearsago精简生产开始于45年前的丰田公司TwoJapanesesetouttobeatthemassproductionmode两个日本人建立了突破传统的大批量生产模式TaiichiOhnoShigeoShingoLeanManufacturing精简生产Leanis精简是:Mindsetofcontinuousimprovement.持续性改善的观念EliminatingWaste消除浪费Habits习惯Changingthewaywedothings改变做事方法Culture文化Believe信任Aneyefordetails亲自了解详情Alwaysshiftingtheparadigmofsatisfaction经常转变满意模式LeanManufacturing精简生产WhatisLeanManufacturing?何谓精简生产?Leanis精简是:企业资源计划(ERP),生产资源计划(MRPII)KAIZEN改善TQM全面质量管理,TQC全面质量控制,6-Sigma6个标准偏差JustInTime及时生产Kanban广告牌Mindsetofcontinuousimprovement续改善的观念WhydoweneedLeanManufacturing?为什么要精简生产?Competitive–globalization全球性的竞争Survival生存Change-ContinuousImprovement

改变–持续性改善LEANMANUFACTURING,ANEXAMPLE精简简生生产产实实例例PRATT&WHITNEYASANEXAMPLE以PRATT&WHITNEY公司司为为实实例例:SMALLPRODUCTTEAM(<30)MOVINGFIRSTDESIGNFROMCONCEPTTOLAUNCHINNINEMONTHS小形形的的生生产产小小组组(<30),在9个月月时时间间内内完完成成从从概概念念设设计计到到生生产产的的过过程程.ENGINEERSLOCATEDINSAMESPACEASPRODUCTION工程程师师要要与与生生产产中中在在同同一一地地方方工工作作EQUIPMENTORGANIZEDBYCOMPONENTINPROCESSSEQUENCE设备备是是按按零零件件的的生生产产制制程程来来布布置置.3VitalElements3个重重要要因因素素KaizenBreakthroughMethodology改善善突突破破方方法法TimeBasedStrategies时间间策策略略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速速获获得得及及维维持持成成果果以以取取得得竞竞争争优优势势StrategicIssuesForManufacturing生产产策策略略Quality:howtoimproveit品质质:如如何何改改进进Cost:Howtocontrolit成本本:如如何何控控制制On-timeDelivery:Howtoensureit准时时交交货货:如如何何保保证证Failuretoimproveinallthreeareasmeansalossofcompetitivenessintoday‘‘sglobalmarkets.如果果我我们们不能能做到到所所要要求求的的:品品质质、成本本和和准准时时交交货货,那那我我们在市市场场上上将将失失去去竞竞争争能能力力。OperationalLeadTime运作时间OrderEntryPre-PlanMfgDistA/RATimebasedStrategy时时间间为为基基础础的的策策略略ProductDevelopment开发发Pre-Plan计划划Manufacturing生产产Distribution销售售AccountsReceivable结算算Time时间间Toreducethelengthoftimeanorganizationrequirestofinanceitself减短短财财务务结结算算时时间间TimeBasedStrategy以以时时间间为为基基础础之之策策略略Whenthetimebasedstrategy,theGlobalProductionSystem,andtheKaizenmethodologyworkinharmony当以时间间为基础础策略/全球生产产系统/改善突破破工作融融为一体体时:Quality,costanddeliverysimultaneouslyimproveQCD同时得到到改善Qualityimprovesbyreducingthetimebetweenerrordetectionandcorrection通过减短短发生到到发现次次品的时时间来改改善质量量Costimprovesbyreducingwasteanddefects通过减少少浪费及及次品来来改善成成本.Deliveryimprovesbyshorteningthetimefromordertodelivery通过减短短订货到到交货时时间来改改善交货货时间salesgrow销售增长长Profitsincrease利润提升升TimeBasedStrategy时间为基基础策略略Areductioninmanufacturingleadtimewould::生产周期期/前置置“时间间缩短可可达成:Getnewproductstomarketfaster新产品推推出更快快Getexistingproductstothecustomerfasterandshortenordertime现有产品品订货时时间缩短短,客人人更快获获得货品品.Whyfocusonmanufacturing?为何以生生产为焦焦点Ithasthelongestleadtimeofanyproductionsegment各生产环环节前置置时最长长Ittiesupthegreatestconcentrationofassets(people,inventory,equipment,floorspace,etc.)使用最多多资源(人,库库存,设设,备用用地等)Reducingmanufacturingleadtimecreatesapullontheotheroperationalsegmentsforimprovement缩短生产产周期/前置时时间,同同时带动动其他运运作部门门改进.QualityandTime质量与时时间Focusonreducingtheelapsedtime:关注减少少下述时时间Betweenerroroccurrenceanderrordetection从发生到到发现时时间Betweenerrordetectionandcorrectiveaction从发现到到纠正时时间Achieveworldclassquality:达致世界界级质量量50%annualreductioninproductiondefects每年减少少次品50%Eliminatetherootcauses-don‘tdorework消除问题题根源––不不造翻工工CostandTime成本与时时间TraditionalManufacturing(Batch&Queue)传统生产产(大批批量及排排队等待待)Time-BasedManufacturing时间为基基础生产产Time时间TotalCostTime时间Totalcostsdecreasewithleadtimereduction!总时间减减少及成成本降低低TotalCost总成本DeliveryandTime交货与时时间Themarketdemands:市场需求求Greatervarietyofproducts多品种选选择Fasterresponsetimes快速反应应时间Atime-basedstrategyresultsin:时间为基基础策略略结果Reducedleadtime减短前置置时间Increasedmanufacturingresponsiveness增加生产产反应能能力Improveddeliveryperformance改进交货货表现Minimalinventoryobsolescence减少库存存及死货货3VitalElements3个重要因因素KaizenBreakthroughMethodology改善突破破方法TimeBasedStrategies时间策略略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速获得得及维持持成果以以取得竞竞争优势势“Pull“System后后拉系系统Stopproducingbypushingpartsthroughtheassemblyline停止在生生产线将将物料前前推Useademandsignalatthelastoperation在最后工工位上设设置“需求“讯讯号Implications:含意:Theprocessisbasedontakttime制程跟上上产距时时间Productionisauthorizedbasedoncustomerrequests.生产按顾顾客所需需而定Theresult:Aconsistent,minimizedleadtime结果:一个持续续而短生生产周期期时间/前置时间间RemovingexcessWIPremovesthebuffer,forcingwasteintotheopen-inordertokeepproductionmoving,you‘llneedtoeliminatethewaste.移走过多多半成品品,移走安全全库存,将浪费透透明话及及显现,令生产畅畅顺连贯贯,我们需要要消除浪浪费understandwhatis““1-PieceFlow”了解何为为1件流learnhowtocreateitinamanufacturingarea学习如何何在生产产区域建建立1件流Objectives目的:Whatis…..

1-PieceFlow何为1件流BatchvsFlow批vs流BatchFlow批量流CellFlow单元流Dept1Dept2Dept3Dept4OUTDONEOUTOUTOUTININININDONEINDONEINNaturalGroupsineachcell每个单元元均为自自然组成成Worksequencemaybedifferentfrompartflowsequence工作流与与零件流流可不同同43124312WhatIs“1-PieceFlow””?何为为1件流流materialsflowthroughamanufacturingprocessandasthishappens,valueisaddedtothematerials物料是通通过生产产制程来来流动,对物料来来说是增增值的.whatistheflowtimeofanitem(starttofinish)?何为物料料流时间间(开始到结结束)?INABATCHENVIRONMENT,THISISALONGTIME批生产的的环境下下,这是个长长的时间间ITEMSSPENDMOSTOFTHEIRFLOWTIMEWAITING物料流时时间大部部分花在在等待上上.creatingflowrequiresanewlayout建立流要要有新的的布局value-addingstepsarearrangedoneaftertheother增值步骤骤被安排排在一个个接一个个的流动动中.in1-PieceFlow,therearenopilesbetweensteps在1件流情形形下,步骤间无无次品流流动.ITEMSAREHANDLED1-BY-1.物料1件跟1件的搬运运.ITEMSFLOW“NON-STOP”(NOPILESBETWEENSTEPS)物料流”不停止”(工序间无无次品)Cells-TheBuildingBlock单元元–积积木cellsarethefoundationofperformance单单元是生生产的基基础establishcellsfirst,thenimprovethem先建立立单元,再去改改进LOWESTCOST最低成本ONEBYONE一个接一个DEFECT-FREE次品-ONDEMAND按需求1-PieceFlow1件流StandardWork标准工作6-SPullSystems后拉式生产ValueStreamAnalysisFirst首先进行行价值链链分析useValueStreamAnalysistoplanyourcells运用价值值链分析析去计划划单元ValueStreamAnalysiscreatesavisionandaplan价值流分分析建立立愿景及及计划threekeyValueStreamMapsguideaction3个关键的的价值流流图指导导行动:CURRENTCONDITIONS(SEETHEWASTE)当前条件件(了解浪费费)IDEALSTATE(SEETHEVISION)观念状况(了解愿景)FUTURESTATE(SEETHENEXT6-12MONTHS)未来状态(了解下6-12个月)bydoingthisfirst,youchoosebettercells首先通过做做这些,你可选择更更好的单元元.WhatAretheCell‘sBoundaries?单元的分界界线是什么么?ValueStreamAnalysisdefinescellboundaries:价值链WHOARETHECUSTOMERS?谁是客户WHATARETHEOUTPUTS?输出什么?WHOARETHESUPPLIERS?谁是供货商商WHATARETHEINPUTS?输入什么WHATARETHETRIGGERS?什么是板机机Cell单元Inputs入Outputs出customers客户Suppliers供货商PrinciplesofCellDesign单元设计计的原则safetyfirst安全第一DON‘TALLOWUNSAFECONDITIONS不允许不安安全的环境境MAKEJOBSEASYTODO(ERGONOMIC)使工作易做做PREVENTUNSAFEACTS(MAKETHEMIMPOSSIBLE)防止非安全全行动(使他们不可可能发生)Quality品质EVERYPARTISAGOODPART每个零件都都是好的BUILDPREVENTIONINTOPRODUCTANDPROCESS对产品及制制程建立预预防措施right-sizedequipment适当的设备备NOFASTERTHANTHECELL‘STARGETTAKTTIME禁止快过单单元的目标标产距时间间1/10THTHE“TYPICAL”CAPITALCOST1/10为典型的投投资成本RUNSAUTONOMOUSLY(LOAD-LOAD)自主式运作作(放放式生产产)PrinciplesofCellDesign单元设计计的原则operatorworkontheinside操作工在单单元内NOISOLATEDPEOPLEIN“BIRDCAGES““不要将人孤孤立在”鸟笼”.VALUE-ADDINGWORKDONEONTHE“INSIDE“.增值工作在在单元内完完成.U-SHAPEDCOUNTER-CLOCKWISELAYOUTSBEST.”U”型逆时针方方向排位最最佳.“charger””work支持工作SUPPORTWORKDONEONTHE““OUTSIDE“.支持工作在在单元外完完成.“CHARGER””ROLE(SOPEOPLE“INSIDE”DON‘TLEAVE).支持者的角角色.(在单元内的的员工不需需要离开岗岗位)managedwithstandardwork用标准化工工作来管理理TAKTTIME,WORKSEQUENCEANDSTANDARDWIP产距时间,工作顺序及及标准半成成品.STANDARDDOCUMENTATIONPOSTED张贴标准工工作文件PRODUCTIONCONTROLBOARDS生产监控板板.PrinciplesofCellDesign单元设计计的原则noplaceforWIP无半成品存存货区NOROOMFOREXTRAPIECESBETWEENSTEPS不准有多余余的半成品品存货房.NOROOMFORQUEUES,PALLETS,EXTRAPARTS不允许有排排队,货盘,多余零件存存货房.noplaceforjunk不存放垃圾圾REMOVEORDISABLEEXTRAHORIZONTALSURFACES消除或禁止止超出水平平面的部分分.NOCLOSED-DOORORCLOSED-DRAWERSTORAGE不要私设小小货仓.toolsandpartswhereneeded工具及零件件到位TOOLSONSHADOW-BOARDSORHUNGWHEREUSED工具放在有有影子的工工具箱内或或挂在要使使用的地方方PARTSPRESENTEDWHERETHEY‘RENEEDED零件按需供供应AVOIDWALKING,REACHINGANDTURNINGMOTIONS避免走动,伸展,转动的动作作.1-PieceFlow一一件流ValueStreamAnalysiscomesfirst(vision+plans)首先进行价价值链分析析(愿景+计划)then,1-PieceFlowshouldbecreatedin2or3steps:然后,1件流应当按按2-3步完成:STEP1第1步(ifneeded若需):RIGHT-SIZEDEQUIPMENTEVENT(S)合适的设备备项目developandbuildequipmentifneeded若需要,可开发及制制造设备STEP2第2步:EQUIPMENTPREPARATIONPROJECT设备准备方方案buy/buildequipment,tools,fixtures买/造设备工夹夹具(don’tplanthelayout不必计划排排位)STEP3第3步:RAPIDIMPROVEMENTEVENT快速改善事事项implement1-PieceFlowlayoutwithbasicStandardWork以标准工作作为基础推推行1件流排位ContinuetoEstablishtheCell不断的建立立单元rememberthatacellhas一人单元包包括…1-PIECEFLOW1件流STANDARDWORK标准工作6-SPULLSYSTEMS后拉系统establishingthecelllayoutisthefirststep第1步:建立单元排排位StandardWorkisnext(duringthesameEvent)第二步:建立标准工工作(同一项目)followupwithgoodbasic6-S(makeitveryvisual).优良的6s是基础.createPullSystemsforcellcustomersandsuppliers建立后拉系系统managethecell(“allornothing””infirst3weeks!!!)单元的管理理(前3周”所有有或或无无”)KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase1:WasteElimination,LeadtimeReduction第1阶段段:1.消除除浪浪费费,减少少前前置置时时间间1-PIECEFLOW1件流流Cells/Layout单元元/布局局StandardOperations/Work标准准操操作作/工作作Pacemakers调速速器器Multi-ProcessWorkers多功功能能工工人人SetupReduction减短短装装置置时时间间MaterialHandling物料料搬搬运运ConveyanceSystems运输输系系统统MaterialPresentation物料料发发放放WaterSpider水蜘蜘蛛蛛SuperMarket超市市KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase1:WasteElimination,LeadtimeReduction第1阶段段:1.消除除浪浪费费,减少少前前置置时时间间QualityAssurance质量量保保证证HumanLineStopsAbnormalityDetection/Andons异常常推推测测灯灯Poke-Yoke防错错装装置置CellPerformanceBoards.单元元生生产产表表现现板板WorkplaceOrganization6-S工场场组组织织6-sPULLSYSTEMS后拉拉系系统统KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase2:EquipmentUpgrade,TotalQualityManagement第2阶段段:设备备更更新新,全面面质质量量管管理理Jidoka/Autonomation自动动化化Auto.AbnormalityDetection自动动异异常常侦侦查查SeparationofWorkerfromMachine人机机分分离离Autounload/Hanedashi,Chaku-Chakulines自动动装装卸卸,拿放放拉拉TotalQualityManagement全面面质质量量管管理理PolicyDevelopment政策策展展开开DeploymentinOperations动作作步步署署AdministrativeKaizen管理理改改善善ProductFocusedTeams重点点产产品品小小组组JITAccounting/ProductCosting及时时结结算算/产品品成成本本NewProcessDevelopment新制制程程开开发发TotalProductiveMaintenance全员员生生产产维维护护KaizenBreakthroughImplementation改善善突突破破推推行行Phase3:SystemSynchronization,Company-wideImprovement第3阶段段.与系系统统同同步步,公司司全全面面的的改改善善ProductionSmoothingPlan畅顺顺生生产产计计划划Forecasting预测测MonthlyProductionPlan月生生产产计计划划MaterialsRequirementPlan物料料需需求求计计划划StaffingPlan员工工计计划划KanbanPlan广告告牌牌计计划划CapacityPlan产能能计计划划DailyProductionSchedule日生生产产排排期期MixedModelProduction金类类型型产产品品生生产产KanbanSystem广告告牌牌系系统统KaizenBreakthroughImplementation改善善突突破破的的推推行行Phase3:SystemSynchronization,Company-wideImprovement第3阶段段:与系系统统同同步步,公司司全全面面的的改改善善TotalQualityManagement全面面质质量量管管理理PolicyDeployment-Company-wide政策策展展开开-公司司整整个个范范围围SimultaneousEngineering同步步工工程程(ProductionPreparation)生产产准准备备JITAccounting及时时结结算算Sharing分享享SupplierRelations供货货商商关关系系WhyDo6-S6-SQCDProductivityimprovementSafetyPracticesTrained&MotivatedWorkForceMulti-ProcessHandlersEquipmentReliabilityTPMQualityAssuranceProcessControlsMistake-ProofingFlexibility(ShortLeadTime)onepieceflowQuickSetupImplementation-3PhaseProcess推行行–3个阶阶段段Involvement包括括Time时间间WasteElimination消除除浪浪费费Phase1第1阶段段Phase2第2阶段段EquipmentUpgrade设备备更更新新SystemSynchronization与系系统统同同步步Phase3第3阶段段Thereareessentiallytwokanbansystems:有两两种种广广告告牌牌系系统统Internal内部部广广告告牌牌Externalorsupply外部部或或供供货货商商广广告告牌牌WhatisKanban?何谓谓广广告告牌牌?MaterialManagement物物料料管管理理Avisualpullsystemtocontrolmaterialconveyanceandinventorylevelsbetweencustomersandsuppliers一套套供供应应商与顾顾客客之之间间有有效效管管理理库库存存与与运运输输的目视后拉式式系统统.MaterialManagement物物料料管管理理LSSLSSPick-upKanban取广广告告牌牌SupplierSupermarket超级市市场DropProductionKanban放置广广告牌牌RMFGScheduleBoard生产排排板ProductionKanban生产广广告牌牌ProductionEnvironmentsUsingKanbanCards用广告告牌卡卡管理理之生生产SubassemblyPartsStoreFinalAssembly总装PartsStorePartsSupermarketInternalKanban内部广广告牌牌WaterspiderRoutineSingleComponentFabricationLineMachiningLineMultiplePartsLPSModelLine将简生生产系系统模模范生生产线线MaterialManagement物料管管理机械生生产线线(多种零零件)配套生生产线线(单一零零件)半成品品组合合零件存存仓位位物料员员供应应路径径流程程超市自动化化是...一个生生产系系统能能够:把机器器作业业从人人工操操作中中分离离出来来对生产产异常常情况况作出出快速速反应应预防生生产异异常的的重新新出现现发现&更正正!POKAYOKE防错装装置PokaYokeIs防错装装置是是:MISTAKE-PROOFING防错Simple&Inexpensivedevices.简单&便便宜宜的装装置Preventerrorsordetectdefects.防止错错误或或发现缺陷100%inspectionatsource.在源头头100%检检查查Immediatefeedbackandaction.即刻反反馈和和行动动StandardOperations操作标标准化化StandardOperationElements操作标标准化化原素素Takttime产距时时间Cycletimes周期时时间Worksequence工作顺顺序StandardWIP标准半半成品品Identify确应Takttime产距时时间Existinglayout&materialflow现时摆摆放图图与物物料流流Existingworksequence现时工工作次次序Cycletimes周期时时间Quality,safety,waste,ergonomics品质,安全,浪费,人效(人机效效率)Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand.伟大领领导永永远是是一个个简洁洁者,他能停停止争争执,争论,怀疑,同时给给每一一个人人清楚楚明白白的答答案.StandardOperations标准准化操操作StandardOperationsare…..标准操操作为为....Aprescribedsequenceofproductionsteps规定的的生产产顺序序Assignedtoasingleoperator指定1个操作作员Whicharebalancedtothetakttime与产距距时间间同步步StandardOperationsGoals…标准化化操作作的目目标Output产出Quality品质WIP半成品品Cost成本StandardOperationsCycle标准化化运作作循环环Identify鉴定Define定义Implement推行Sustain维持StandardOperations操操作标标准化化Step1:Observethecurrentworkprocessesandidentifythecurrentstateof:第一步步:观察现现时制制程及及确认认现况况Quality品质Quantity数量Staffing人员Inventory库存Safety安全StandardOperations操操作标标准化化Step2:Definethebestpossibleworkprocesswhichaddresstheidentifiedissues第二步步:定义最最好有有效工工作制制程于于特定定事项项上Step3:Implementsolutionstotheidentifiedissuesbyinstallingthenewworkprocess第三步步:在相关关事项项上推推行新新方法法,新制程程Step4:Sustainthenewworkprocessby:第四步步:维持新新方法法新制制程Demandingadherence高要求求的坚坚持Continuingtoimprove持续改改进3VitalElements3个重要要因素素KaizenBreakthroughMethodology改善突突破方方法TimeBasedStrategies时间策策略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速获获得及及维持持成果果以取取得竞竞争优优势KaizenBreakthroughMethodology改善突突破方方法ClearObjectives目目标明明确TeamProcesses组组队过过程Tightfocusontime重点点关注注时间间Creativitybeforecapital创创造力力比投投资重重要Quickandcrudevsslowandelegant快而而粗VS慢慢而精精Necessaryresourcesimmediatelyavailable迅速速提供供必要要的资资源Immediateresults有直直接的的效果果ImplementingtheLeanPrinciples推广精精简简原则则Createavaluechainmaptoidentifyareasofopportunity.由价值值链图图,寻寻找/确定定改进进机会会Organizetheworkplaceusing5Smethod.组织良良好5S工作场场地ImplementchangesusingKaizenBreakthroughMethodology.用改善善突破破方法法,推推行改改变ImproveproductivityusingLeanProductionSystemprinciplesandreducesysteminventorytoreducecost.用精简简生产产原则则,改改进生生产力力及减减少库库存,降低低成本本.Identifyvalue-addingandnon-value-addingactivitiesandsetnewperformancetargets.分别增增值与与非增增值活活动及及设定定新表表现目目标.Value-Addvs.Non-Value-Add增值对非非增值值Value-AddingActivities…增值活活动...transformmaterialsandinformationintoproducts&serviceswhichthecustomerwants.将物料料及数数据,转化化为顾顾客所所需之之产品品与服服务Non-Value-AddingActivities...非增值值活活动…consumeresources,butdon‘tdirectlycontributetotheproductorservice.耗用资资源,但不不直接接转化化为顾顾问所所需之之产品品与服服务WastesinManufacturing生产中浪浪费Defectiveproducts次品Overproduction生产过过剩Inventories库存Excessmotion过多动动作Processing处理动动作Transportation运输Waiting等待Leadtimereductionisachievedbyidentifyingandeliminatingwaste.减少少周周期期及及前前置置时时间间,确确定定及及消消除除浪浪费费CausesofWaste浪费费成成因因Layout(distance)摆放放Longsetuptime长装装置置时时间间罢罢放放Incapableprocesses不需需要要制制程程/处处理理Poormaintenancepractices差保保养养/维维护护Poorworkmethods差工工作作主主法法Lackoftraining缺少少训训练练Lackofadherence缺少少坚坚持持Supervisoryroles督导导Irrelevantperformancemeasures有关关表表现现量量度度Ineffectiveproductionplanning/scheduling不有有效效生生产产计计划划Lackofworkplaceorganization缺少少现现场场组组织织Supplierquality/reliability供应应者者之之质质量量及及可可靠靠度度More……..更多多WhatisaValueChainMap?什么么是是价价值值链链图图Atoolusedto:此工工具具用用来来Displaythecurrentmaterialandinformationflowfromthecustomerthroughthesupplybase展现现物物料料与与信信息息流流动动,由由供供应应到到顾顾问问Identifyopportunitiesandestablishprojectpriority确认认改改进进机机会会及及优优先先次次序序IdentifyandsetthevisionforthefuturestateValueChainMap.确认认及及设设立立未未来来目目标标及及新新价价值值链链Control控制制Achieving6SigmaProcessCapability达致致6Sigma(6级标标质质)制制程程能能力力Define/Measure定义义/测测量量Improve改进进Analyze分析析ProductionSmoothingBenefits生产畅顺顺效果Maintainsaconsistent,highproductquality维持持续续高质量量Minimizesfinishedgoodsinventory减少成品品库存Reducestherequirementsforcapitalinvestment减少投资资Reducestrainingcosts减少训练练成本Reducescostsduetoreworkandscrap减少翻工工及损耗耗成本Ensureson-timedelivery保证准时时交货Quality…Cost……Delivery!质量成成本交交货货ASeaofWIP平成品海海洋Nowyouseeit你可看到到RemoveExcessWIP-ForcingWasteintotheopen移走过多多半成品品–展展现浪浪费Inventory次品过多动作作运输生产过剩剩等待ThePartnershipOrganization伙伴关系系的组织织TraditionalRelationshipModel传统的伙伙伴关系系Supplier供货商RepBuyer买家YourOrganizationCustomer客户NEWPartnershipModel新型的伙伴关系SupplierYourOrganizationSupportGroups服务团体EngineerEngineer工程师CulturalTransformation改改变变文化Culturalchangeisalong-termprocesswhichwillrequiredeliberatechangeinmanagementattitudeandsomefundamentalchangesintheenvironment.改变文化化,是一个长长期工作作,在管理态态度上有有一个深深思熟虑虑的改变变及在整整体环境境下有一一个基本本的改变变.RequiresSeniorManagementLeadership需要由高高层管理理领导Sustainingculturechangerequiresalignmentofperformancemeasurementtothebusinessobjectives.维持文化化改变,表现量度度方法要要与企业业目标相相符合CurrentWorldClassPerformanceBenchmarks典典范借鉴鉴现现时世世界级公公司表现现Quality:Improve@50%peryear质量每每年改进进50%Productivity:Increase@20%peryear生产力每每年增加加20%Leadtime:Doubleinventoryturns周期/前置时间间annuallyforthefirst3-5years头3～5年,库存周转转率每年年增加一一倍CorporateLeadership公司司领导力力TalktheTalk说该说的的WalktheTalk做所说的的TalktheWalk说所做的的Talktopeoplewhatyouthinkandwhatyoucando.Dowhatyousaidandsetanexampleforotherstofollow.Talkabouttheexperienceofwhatyouhavedoneandtellothersothateveryonecanlearnfromyourexperience,includingmistakesmade.告诉他人人你所想想的及你你能做的的,做所说的的及树立立榜样让让别人照照着做.告诉别人人你的经经验,以让别人人从中学学到你的的经验,包括错误误的经验验,CorporateLeadership团团队领领导ClearObjectives-Measurable,achievable清楚目标标-可量度,可达成Homefeeling––responsibility家庭成员员-责任RulesandDiscipline-sharing,encouragement,supporteachother纪律与原原则–分享,鼓励,互相支持持GoodCommunication-footballteam好沟通–球队AllinOne大家是一一体Sensitivetoothers互相影响响Observe,Listenandthen,ACTION观察,聆听及行行动FocusandConcentrateontheissue关于及专专注在同同一事项项上WorkcellPronciples单单元原原理ProactiveJustInTime准准时时制造Foolproofing––Pokio防防错错装置Muda-EliminateWaste消消除浪浪费Kaizen-BetterEveryday改改善-明天天更好EmployeeParticipation全全员参参与TeamAtmosphere团团队大气气候ProductFocus专专注于于产品WorkcellPronciples单单元原原理LowestTotalCostperpiece每件成本本最低Goals/Measuring目标/量度Zerodefects-DoitrighttheFIRSTtime零次品–第一次便便造对Followtheplan依从计划划PreventiveMaintenance预防性保保养TotalCommitment全员承诺诺Training训练VisualManagement目示管理理KIS-KeepItSimple令事情简简单WorkcellPronciples单单元原原理Brainin,Brawnout想想,做Clean/Neat/Tidy-6S清清扫/清清洁/整理理–6SRecognition确确应应Implement推推行行CanDo可可达成Responsibility/Authority/Accountability责责任/权力力/问责Customer#1顾顾客Ihaveachieved95%-Good?我的成绩达达到95%-好吗?Come,Flywithme!SUMMERSPECIAL!WILLYOUDelivery95%5%ofthetimeImaynotdeliverCost:Willtellyouwhenweknow$$Quality:Plan:2000PPMActual:?Workers:UntrainedMin.salaryOEE85%:Only15%ofthetimetheenginemaystop5S:95%Imadeupof180,000parts,soonly360partsmayfalloffSafety:95%5%ofthetimeImaynotarriveSomeofthe