德尔福精益制造

Lean/DMSOverview1Lean(Exercise)精益（练习）Exercise:Bytable/groupcomeupwithyourdefinitionof揕ean练习：按课桌/小组给出您对“精益”的定义WhatisLean?什么是精益？2WhatisLean?什么是精益？3Lean精益lean

adj.

精益：形容词1a:lackingordeficientinflesh.b:containinglittleornofat a:无肉或少肉 b:少脂肪或无脂肪2:lackingrichness不富裕3:deficientinanessentialorimportantqualityoringredient 在必要性、重要性、质量或成分方面稀缺4:charac-terizedbyeconomyofstyleorexpression文体或措辞简练syn. thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lank同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、 瘦长的ant. fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,soft反义词：肥胖的、多肉的、过重的、不结实的、过分肥胖的、丰满的、粗 短的、肥大的、软的4Lean精益WhatisLean?-Womack什么是精益1.Definevaluepreciselyfromtheperspectiveoftheendcustomer 从最终用户的角度准确地定义价值2.Identifytheentirevaluestreamforeachproductorproductfamilyand eliminatewaste 确定每一种产品或产品系列的整个价值流，消除浪费3.Maketheremainingvaluecreatingstepsflow 理顺创造价值的步骤4.Designandprovidewhatthecustomerwantsonlywhenthecustomerwantsit 只在客户需要时设计和提供他们所需的东西5.Pursueperfection 追求完美5Lean精益AtDelphi,Leanis...Abusinessstrategy

formaximizing

profitbyenergizingpeople

torespondtocustomerdemandintheshortestpossibletime

byeliminatingwaste

ineverythingwedo.在德尔福公司，精益表示…一种经营战略，它激励人们在所做的任何事情中消除浪费，在尽可能短的时间内对客户需求作出反应，从而使利润最大化。6MassProductionvs.LeanManufacturingWithLeanProductionYouCanGet:

7of3090%ReductioninProductionTime

90%ReductioninInventories

50%ReductioninErrorsReachingCustomers 50%ReductioninScrap 50%ReductioninJobRelatedInjuriesTheamountofhumaneffort,time,space,tools,andinventoriesneededtodesignandprovideagivenserviceorgoodcantypicallybecutinhalfveryquickly,andsteadyprogresscanbemaintainedfromthispointonwardtocutinputsinhalfagainwithinafewyears.

LeanThinking,Womack&Jones7WhatisDMS?什么是德尔福制造系统8ChangeinManufacturing制造业的演化HenryFord亨利·福特Assemblylinemassproduction装配线大批量生产Produceinhighvolumewithlowvariety生产数量多、品种少Singleskill单一技术ToyotaProductionSystem(TPS)丰田公司制造系统Just-In-Time?Production(produceonlywhatisneeded)

“准时生产制”（只生产所需要的）PullSystem拉动系统Produceenoughvolumetomeetcustomers?needs生产足够的数量以满足客户的需要Highvarietytomeetcustomerswants多品种以满足客户的要求9COMMONManufacturingSystemtoDelphiDivisionsVisionandOperatingPrinciplesSixInterdependentElementsThesixinterdependentelementsprovidethebasicframeworkofthemanufacturingsystem.Theyarethefocusofouractivities:Developingprofoundknowledge,planningandimplementation,andcontinuousimprovement.德尔尔福福各各分分部部共共同同的的制制造造系系统统前景景展展望望和和运运行行原原则则六个个相相互互依依存存的的要要素素六个个相相互互依依存存的的要要素素构构成成了了该该制制造造系系统统的的基基本本结结构构。。它它们是是我我们们活活动动的的中中心心：：拓拓展展丰丰富富的的知知识识、、规规划划和和实实施施以以及不不断断改改进进。。WhatisDMS?什么是是德尔尔福制制造系系统10Transform&ContinuouslyimproveouroperationstoaQualityNetworkbased,globallydominantmanufacturer转变并并持续续地改改进我我们的的业务务从而而使其其成为为基于于质量量网络络的在在全球球处于于主导导地位位的制制造厂厂商。。ReduceTotalManufacturingCosts降低总总的制制造成成本ReduceCustomerResponseTime减少对对客户的的反应应时间间ReduceInventory减少库存ReduceNon-ValueAddedActivities减少非非增值值活动动IncreaseProductivity提高生生产效效率ImproveQuality提高质质量ReduceStructuralCosts降低结结构成成本Engagetheworkforceintheprocess让员工工参与与这一一过程程DMSObjectives德德尔福福制造造系统统目标标11OperatingPrinciples运行原原则DefinetheFundamentalBasisoftheManufacturingSystem确定制制造系系统的的主要要基础础EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保所所有员员工的的健康康和安安全是AggressivelyimproveCustomerresponsetime.

积极缩短对客户的反应时间ImplementQualityattheSource.

从源头处保证质量CreateaLearning,Supportive,andCooperativeCulture.

创造一个相互学习、相互支持和相互协作的企业文化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.

在任何制造批量下都具有竞争力并能灵活地满足客户需求RelentlesslypursuetheEliminationofWaste.不懈努力，消除浪费EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立有有助于于实现现业务务目标标的过过程衡衡量指指标DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过知知识渊渊博和和全身身心投投入的的领导导人员员推动动变革革进程程DefineandUnderstandRolesandResponsibilities.确定并并理解解岗位位和责责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过均衡地地实施六个个相互依存存的要素来来优化制造造系统12CorrectionOverproductionMaterialMovement/conveyanceMotionWaitingInventoryProcessing7TypesofWastes7种类型的的浪费改正过度生产物料的移动动和运输动作等候库存加工过程的的浪费13Definition:ProducingMore

ThanNeededProducingFasterThanNeededWasteofOverproduction过过度生产产的浪费定义:生产超过了了需求生产快过了了需求14Characteristics特特点:InventoryStockpiles库库存积压压ExtraEquipment额额外的设备备ExtraStorageRacks额额外的仓储储架ExtraManpower额外外的人力AdditionalFloorSpace更多多的工作场场地Causes原因因:IncapableProcesses过过程能力低低下LackofCommunication缺乏交交流LongToolChanges工具更更换周期长长LowUptimes计计划工时利利用率低LackofStable/ConsistentSchedules缺乏稳稳定/连连贯的计计划安排WasteofOverproduction过过度生产产的浪费15Definition:ReworkofaProductorServicetoMeetCustomerRequirementsWasteofCorrection改改正的浪浪费定义:为满足客户户的要求，，对产品或或服务进行行的返工。。16Characteristics特特点:ExtraTimeRequiredbyWorkforcetoInspect/Rework/Repair工人需需要额外的的时间来检检查/返工工/修理MissedShipments/Deliveries错过了了装运/交交货时间OrganizationBecomesReactive

(FireFighting,ExpeditingVs.PreventionOrientation)使组织变得得被动(疲于“救救火”，而而不是采取取各种预防防措施)Causes原因因:IncapableProcesses过过程能力低低下OperatorControlError操作作者控制失失误InsufficientTraining缺少足足够的培训训WasteofCorrection改改正的浪浪费17Definition:Anymovementofmaterialthatdoesnotdirectlysupportaleansystem.WasteofMaterialMovement/Conveyance材料移动/传送的浪浪费定义:任何不直接接支持一个精益系系统的材料移动动。18Characteristics特特点:ExtraForkTrucks额外的的叉车MultipleStorageLocations多处处储存地点点ExtraFacilitySpace额额外的设设施空间IncorrectInventoryCounts不正正确的存货货清点OpportunityforDamage/FloorLoss存存在损坏/丢失物品品可能Causes原因因:UnleveledSchedules计计划安排不不平衡LongChangeOverTimes更换换品种时间间长LackofWorkPlaceOrganization工工作场地缺缺乏组织ImproperFacilityLayout设设备布局局不当LargerBufferandBanks缓缓冲库存区区过大WasteofMaterialMovement/Conveyance材料移动/传送的浪浪费19Definition定义:Anymovementofpeopleormachineswhichdoesnotcontributevaluetotheproductorservice.任何对生产产和服务没没有带来价价值的人员员或机器的的运动。WasteofMotion动动作的浪费费20Characteristics特特点:LookingforTools寻找工工具ExcessiveReaching/Bending过过度伸展展/弯腰Machines/MaterialTooFarApart (WalkTime)机器器/材料距距离过远（（步行的时时间）ShuttleConveyorsBetweenEquipmenttoCarryParts零件件在设备间间传送带上上的来回传传送Extra揃usy?MovementsWhileWaiting等候期间的的额外“忙忙乱”动动作Causes原因因:Equipment,Office&PlantLayout设设备、办办公室和工工厂的布局局不当LackofWorkPlaceOrganization工工作场地缺缺乏组织PoorPerson/MachineEffectiveness人人员/机机器效率率不高PoorErgonomicDesign人人机工工程方面面的设计计不好InconsistentWorkMethods不一一致的工工作方法法LargeBatchSizes加加工批量量过大WasteofMotion动动作的的浪费21Definition:IdleTimeThatIsProducedWhenTwoDependentVariablesAreNotFullySynchronized.WasteofWaiting等候候的浪费费定义:当两个相相关的变变量不不完全同同步时产产生的停顿时时间。22Characteristics特特点:PersonWaitingforMachine人人员等候候机器MachineWaitingforthePerson机机器等等候人员员OnePersonWaitingforAnotherPerson一个个人等候候另一个个人UnbalancedOperations(Work)不平平衡的操操作（工工作）UnplannedEquipmentDowntime计划划外停机机Causes原原因:InconsistentWorkMethods不一一致的工工作方法法LongMachineChangeOverTimes机机器设设置时间间长PoorMan/MachineEffectiveness人人员/机机器效率率不高LackofProperMachines缺缺乏合适适的机器器LackofEquipmentResources缺缺乏设设备资源源WasteofWaiting等候候的浪费费23Definition:Anysupplyinexcessofprocessrequirementsnecessarytoproducegoods.WasteofInventory库库存的的浪费定义:任何超过过生产产产品过程所需需要的供供应。24Characteristics特点:ExtraSpaceonReceivingDock在进货仓仓库中占占据额外外的空间间StagnatedMaterialFlow物流停滞滞MassiveReworkCampaignsWhenProblemsSurface当出现问问题时，，不得不不进行大大规模的的返工RequiresAdditionalMaterialHandlingResources(People,Equipment,Racks,Storage,Space/Systems)要求更多多的材料料处理资资源(人人力、设设备、货货架、仓仓库、空空间/系系统)SlowResponsetoChangesinCustomerDemands对客户要要求的改改变反应应迟缓Causes原因:IncapableProcesses过程能力力低下LongChangeOverTimes更换品种种时间长长ManagementDecisions管管理决策策不当LocalOptimization局部最优优化InaccurateForecastingSystems不准确的的预测系系统WasteofInventory库库存的的浪费25DEFINITION:Effortwhichaddsnovaluetoaproductorservice.Enhancementswhicharetransparenttothecustomers,orworkwhichcouldbecombinedwithanotherprocess.WasteofProcessing加加工过程程的浪费费定义:对产品或或服务附附加的无无效的工工作，，或可以以结合在另一一过程的的工作。。26Characteristics特特点:ProcessBottlenecks工作作过程出出现瓶颈颈LackofBoundarySamplesorClearCustomerSpecifications缺缺乏边边界样品品或明晰晰的客户户规格要要求EndlessRefinement没完完没了的修饰饰RedundantApprovals过过多的批准程程序ExtraCopies/ExcessiveInformation额外的复复印件/过多多的信息Causes原因:EngineeringChangesWithoutProcessChanges工艺艺过程没有随随着工程的更更改而改变NewTechnologyUsedinOtherProcesses在其其他工艺过程程中使用了新新技术DecisionMakingatInappropriateLevels在在不适当的层层次上制定的的决策IneffectivePoliciesandProcedures无无效的政策策和程序LackofCustomerInputConcerningRequirements对客户的的有关要求缺缺乏了解WasteofProcessing加加工过程的的浪费27Game:FindtheWaste28OperatingPrinciples运行原则EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立有助于实实现业务目标标的过程衡量量指标EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保所有员工工的健康和安安全是我们的的首要任务AggressivelyimproveCustomerresponsetime.积极缩短对客客户的反应时时间ImplementQualityattheSource.从源头处保证证质量CreateaLearning,Supportive,andCooperativeCulture.创造一个相互互学习、相互互支持和相互互协作的企业业文化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.在任何制造批批量下都具有有竞争力并能能灵活地满足足客户需求RelentlesslypursuetheEliminationofWaste.不懈努力，消消除浪费DefinetheFundamentalBasisoftheManufacturingSystem确定制造系统统的主要基础础DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过知识渊博博和全身心投投入的领导人人员推动变革革进程DefineandUnderstandRolesandResponsibilities.确定并理解岗岗位和责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过均衡地实实施六个相互互依存的要素素来优化制造造系统29LeanMetricsUptimeMaintenance(MERV)Scrap%Rework%CapacityUtilizationInternalProductivityManufacturingExpenseTotalProductionCycleTimeInventoryTurnsQualityandSafetyMetricsRRPPMRecordableAccidentRateLostWorkDayCaseRateKeyMetrics30of3012/29/2022OperatingPrinciples运行原则EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立有助于实实现业务目标标的过程衡量量指标EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保所有员员工的健康康和安全是是我们的首首要任务AggressivelyimproveCustomerresponsetime.积极缩短对对客户的反反应时间ImplementQualityattheSource.从源头处保保证质量CreateaLearning,Supportive,andCooperativeCulture.创造一个相相互学习、、相互支持持和相互协协作的企业业文化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.在任何制造造批量下都都具有竞争争力并能灵灵活地满足足客户需求求RelentlesslypursuetheEliminationofWaste.不懈努力，，消除浪费费DefinetheFundamentalBasisoftheManufacturingSystem确定制造系系统的主要要基础DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过知识渊渊博和全身身心投入的的领导人员员推动变革革进程DefineandUnderstandRolesandResponsibilities.确定并理解解岗位和责责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过均衡地地实施六个个相互依存存的要素来来优化制造造系统31InterdependentElements相相互依存存的要素EmployeeEnvironment&Involvement员工环境于参与BusinessObjectivesScrapJan.Apr.Jul.Dec.UptimeGoalOnTimeDeliveryGoalGoalEmployeeInformationCenterJan.Apr.Jul.Dec.Jan.Apr.Jul.Dec.Ourimprovementteam抯effortshavehelpedusmeetourgoals.WorkplaceOrganization工作场地组织PULLCARDSTRASHTOWELSGLOVESTOOLSFlowManufacturing流动制造CoatingMachiningWeldingPressingOurintegratedlineisbalancedtomeetcustomerdemand.Ourpeopleare