优化生产中的物流活动S

MaterialMovementinaLeanManufacturingOperation

优化生产中的物流活动TotalSystemsDevelopment

全体系生产提高JIT生产(准时,准量生产):Whatismeantbytheterm,“Just-In-Time”?JIT生产意味着什么?DoesitmeanJITSupply?准时,准量供应?DoesitmeanJITProduction?准时,准量生产?So,whatisJust-In-Time?

那么,什么是准时准量生产?Theconceptofproducingthenecessaryunitsinthenecessaryquantitiesatthenecessarytimeisdescribedbytheshort-phrase“Just-In-Time”.JIT生产是:在必需时间内生产必需数量的必需部品的概念.Forexample….Inbuildingshoes:Thenecessarysubassembliesoftheproceedingprocess(uppersandbottoms)shouldarriveattheassemblylineatthetimeneededintheamountsneeded.举例说明:在生产成品鞋的时候:制鞋所必需的部件(鞋帮和鞋底)要准时,准量,准型号地到达制造车间.IfweachieveJIT:

如果我们做到准时,准量生产:Unnecessaryinventorieswillbeeliminated.不必要的库存就会消除Storesandwarehouseswillnotbeneeded.储存区和仓库也可以取消Materialcarryingcostswillbediminished.资材搬运成本降低However….TorelysolelyonacentralplanningapproachthatinstructstheproductionschedulestoallprocessessimultaneouslyisnotlikelytoresultinaJITprocessforalloperations.但是：单纯地依赖计划生产的方法,使所有工序同步生产，并不能完全实现所有环节的准时，准量生产.TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划Typically,onecontroloperationreceivesthecustomers’ordersanddisseminatesschedules.

通常，生产控制部门接受客户定单，然后制订并传达计划.

ProductionControl生产控制TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划ProductionControl生产控制IIIIIITheproblemcomeswhenachangeismadeeitherbecausetheorderchangesorequipmentbreaksdown.

但是当定单有变化或设备出现问题的时候，就会发生一些问题：库存库存库存库存Theresultisexcessinventory…

结果是导致过多的库存……withintheplantasWork-In-Process…在本车间工序内积压过多的库存…supplierssendinginpartsthatarenotneeded…上一道工序发来的并不需要的部件Additionally另外,Weneedextrafloorspacetostorethematerial.我们需要额外的空间来堆放材料Needexpeditorstosatisfythechangesinschedule.需要人力和时间投入来改变生产计划Runovertimetomakeuppartsthatwenowneed.用加班时间来生产现在所需部件Toyotarethoughthowtocommunicateschedules.丰田公司对对调整生产产计划做了了改进:Toyotadiscoveredadifferentwaytomanagetheirschedule,丰田使用不不同的方法法来制订调调整生产计计划Theystoppedtryingtoguesswhatthecustomerwillwant.他们并不去去猜想客户户的需求Instead相反..Eachdepartmenthadinstalledasmallinventoryofeachproduct.每个车间都都保持少量量的库存Downstreamprocessescometothesupplyingdepartmentsandtakewhatitneeds.下一道工序序到上一道道工序去取取他们所需需部件Thisallowstheprocessesupstreamtosimplyreplacewhatwastaken.这样,上一一工序只要要补充被取取走的部件件即可.TheToyotaProductionSystemTPS丰田体系…….Islikelytobethemoststudiedanddiscussedoperationsprogramintheworld.是极可能被被全世界研研究和讨论论的体系NumerousbooksandpapershavebeenwrittenaboutTPS.出版了很多多关于TPS的书籍和其其它资料ManyhavecometocharacterizeTPSas“leanproduction”orNOS.许多人认为为丰田体系系(TPS)实际上就代代表优化生生产或NOSLeanManufacturing(NOS)NOS优化生产Regardlessofanyauthor’’sopinionorrational,allagreethatthefoundationofleanmanufacturing(NOS)isthecontinualpursuittoeliminatewaste.尽管大家的的观点有些些不一样,但所有人人都认为NOS的基础是持持续不断地地减少浪费费Wasteisdefinedasanythingthatconsumesresourcesortime,butdoesnotaddvaluetotheproduct.浪费是任何何耗费资源源或时间,但不增加加产品价值值的活动ExcessInventoryisWaste多余的库存存是一种浪浪费Excessinventoryhidesproblems多余的库存存会隐藏一一些问题SeaofInventory大量库存RawMaterial

原资材FinishedGoods

成品LongTransportation过长运输时间VendorDelivery

供应商运送Absenteeism缺勤Commun-icationProblemPoorScheduling计划不力MachineBreakdown设备停机QualityProblems质量问题LineImbalance线内不平衡衡LongSet-UpTime过长调整时时间LackofHouse-Keeping仓储管理问问题沟通问题OurgoalformaterialsmanagementinNOSNOS资材管理的的目标Theidealstateisasmoothflowofmaterialsthroughoutourownfactory理想的状态态是物料在在整个工厂厂内顺畅的的流动.Wewanttotietogetherprocessesthatareseparatedbylargephysicaldistances.使那些有一一定距离而而相对分离离的生产流流程紧密结结合起来Weneedtoimprovecommunicationinregardstomaterialmovement.在物流方面面要加强各各工序间的的沟通ThePushSystem”推动“生产产体系Intraditionalmanufacturing,variousproductionschedulesarereleasedtoallprocesses;componentmakingandassembly.在传统的生生产中,各各种生产计计划被传达达到各个工工序,部件件生产和组组装部门.ThePushSystem(cont.)”推动“Thesepart-makingprocessesproducethepartsinaccordancetotheirschedulesandtransportthepartstothenextprocess.部件生产产部门按按照收到到的计划划生产并并把成品品部件运运送到下下一道工工序.ThePushSystem(cont.)”推动“Thismethodmakesitdifficulttopromptlyadapttochanges.这种方法法使生产产很难迅迅速对变变化作出出反应Eachproductionschedulemustbechangedateachprocesssimultaneously.每个工序序的生产产计划都都必需同同时变化化以适应应同步生生产ThePushSystem(cont.)”推动”TheResult导致:Thecompanymustholdextrainventoryamongallprocesses.公司不得得不在各各个工序序保持额额外的库库存Thiscreatesanimbalanceofstockbetweenprocesses.各工序间间的库存存达不到到平衡ThePullSystem“拉动”生生产体系系Incontrast,inaPULLSYSTEM,eachprocesswillwithdrawthepartsitneedsfromtheproceedingprocess.相反,““拉动动”生产产体系要要求各个个工序仅仅需从上上一道工工序提取取自己所所需要的的部件.BA“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市SupplyingProcess供应工序序CustomerProcess客户工序序“生产””指示板板“拒收””指示板板ThePullSystem(cont.)”拉动”体体系Sinceonlythefinal-assemblyprocesscanaccuratelyknowthenecessarytimingandquantityofpartsrequired,theyaretheonlyonestoreceiveaschedule.因为只有有制造准准确地了了解所需需时间和和部件数数量,以以只要制制造收到到生产计计划即可可.AssemblyStock-fit准备Stitching缝纫Assembly制造Shipping装船WeeklySchedule每周生产产计划FinalAssemblyreceivesascheduleandpullsfromtheMarketPlace.StitchingandStock-fitreplenishestheMarketPlace.制造接受受生产计计划,并并借助““供应超超市”拉拉动生产产.缝纫纫和准备备向“供供应超市市”补充充部件.ProductionControl生产控制制ThePullSystem(cont.)”拉动”体体系Withtheschedule,thefinal-assemblygoestothesupplyingdepartmentsandwithdrawswhatpartsareneeded.根据生产计划划,制造到供供应车间去提提取所需部件件.ThePullSystem(cont.)”拉动“生产Theprecedingoperationthenproducesthereplacementsofthepartswithdrawnbythesubsequentprocess.这样,前一道道工序开始生生产被下一道道工序提走的的部件以补充充所需.BAssembly制造Stitching缝纫A“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市“生产”指示示板“拒收”指示示板Markets“供应超市”Marketsarethestoragelocationsforallthepartspriortogoingtothenextoperation.“供应超市”是是为下一道工工序储存所需需各种部件的的区域.Marketssimplyareorganizedcollectionsofpurchasedpartsandwork-in-process.组建“供应超超市”只是为为了搜集购买买的部件和线线上的库存.Ifpartsarealreadystoredinyourplant,thenyoucanconstructmarkets.如果工厂内有有储存部件,那就可以设设置此体系.CautionsaboutMarkets关于“超市体体系”的警告告:Don’tgetcaughtupinotherpeople’’sphilosophy.不要受别的观观点的影响:Marketsdonothavetobelocatednexttothereceivingdocks.超市不一定要要靠近部件接接受区Marketsdonothavetobelargeinsize.规模不一定很很大Youcanhaveseveralmini-marketsifspaceisdifficulttoget.若空间不够,可设多个分分散的小超市市.Useyourowncommonsense运用自己的常常识来解决问问题!RulesfordevelopingMarkets设立“超市””的规则:Haveastoragelocationforeverypart.为每一部件设设立储存区Determinethemaximumofanyonepartthatwillbestored.为任一需储存存部件设立最最大库存标准准Provideadequatestoragespace.提供合适的储储存区域Safetyisapriority.要优先考虑安安全因素.LessonsLearnedaboutMarkets设立超市需注注意的几点:Haveanoverflowspotandameanstomonitor.设立库存限制制和监控方法法Trytoreservespacesforfutureparts.提前考虑，为为以后的部件件留出储存空空间Preferably,donotstorethesamepartinmorethanonelocation.同一部件最好好储存在一个个区域Makesureaislewayscanaccommodateforklifts.保证过道可容容纳或通行搬搬运工具.Determinecustomerdemand确定客户需求求Takttimeisareferencenumberthatgivesyouasenseforthepaceatwhicheachprocessneedstobeproducing.TAKT节拍时间为了了解并调整各各个工序的生生产速度提供供参考依据Tocalculatetakttime,dividetheavailabletimebythecustomerdemand.用可利用的生生产时间除以以客户需求量量，即为节拍时间间.Forourplant对我们公司来来说:Oneshiftisninehoursthereisone60-minutelunch9小时一个班次次,其中有1个小时的就就餐休息时间间Work-time工作时间8Hrs.X60min/hr=480minutes8小时X60=480分钟480minutespershiftThereis28,800secondspershift480分钟每个班次次,即28,800秒每每个班次Customerdemand客户需求Thecustomerneeds2,000pairseachday.客户每天需要要2,000足鞋WeworkoneshifteachdayinAssembly,6daysperweek.制造车间每天天一个班次,每周工作6天Customerdemandis客户的需求是是:2,000Pairs/28,800sec2,000足/28,800秒秒or1PAIRevery14.4seconds或每14.4秒需要产一一足鞋Marketsetupsandlocations供应超市准备备和位置选定定Locatespacewithintheplantthatcanbeusedasamarket(s).选定公司可作作为超市的位位置Minimizethenumberofmarkets.Ifmaybenecessarytostartwithseveralsmallones,latertocombineintoone.尽量减少超市市的数量,若若有必要可先先设立几个小小的超市,以以后再合并成成大的超市.Manpowerandequipmentneeded人员和设备要要求PartsaredeliveredtothelinebyMaterialHandlersusinghand-carts.搬运人员用手手推车将部件件运到生产线线TheMaterialHandlerhasadesignatedroutethatcoversallthestationshe(orshe)isresponsiblefor.搬运人员按照照指定的运输输路线负责自自己的工作区区域Hedeliversallpartsneededonthatdeliverycycle,retrievesallemptycontainers搬运人员必须须循环搬运所所需部件,并并取回空的部部件箱Training培训Thepeoplewhoareaffectedbythenewsystemneedtounderstandwhythecompanyhasimplementedtheprogram.新体系所涉及及到的人员需需要懂得为什什么公司实施施此体系Thosewhoaretosupportitmustunderstandhowitworks.支持新体系的的人员需懂得得体系是怎样样运作的Allpeoplemustreceiveadequatetraininginorderforthesystemtobebothrobustandsuccessful.所有相关人员员需接受培训训以保证新体体系的运作效效率和成功。。超市Training(continued)培训Rememberwhotheaudienceis:Productionworkershavelittleregardforhowmanyturnstheinventorymakes……Materialhandlerswillnotseeinventoryreductionasabenefit….记住谁谁是培培训对对象：：那些对对库存存的影影响不不太关关心的的生产产者……看不到到减少少库存存会带带来收收益的的资材材管理理者……Training(continued)培训Designyourtrainingprogram(s)usingtheknowledgeyouwillgaininthesystem’sdevelopment.运用你你在实实施NOS的过程程中得得到的的经验验来设设计培培训内内容，，Keepitsimple.使培训训内容容简洁洁易懂懂，Giveyourselfenoughtimetohandlethetoughquestions.Respectthepeople’’sconcerns.用足够够的时时间来来解决决比较较棘手手的问问题，，尊重重别人人的意意见。。ResultsofaPullSystem生产拉拉动体体系的的结果果Inoperationswheretheimplementationhasbeensuccessful,boththemanagementandworkforcebelievetheworkenvironmenttobe““enhanced””在拉动动体系系取得得成功功的那那些环环节,无论论是管管理层层还是是工人人都会会认为为他们们的工工作环环境正正在改改善。。ResultsofaPullSystem生产拉拉动体体系的的结果果Wheretherehasbeenlittleefforttomakethesystemwork,theplanttypicallyhasshortagesandmissesdeliverywindows.若工厂厂没有有努力力去实实现拉拉动生生产，，就会会出现现部件件投入入不足足和不不能按按照生生产需需要来来搬运运部件件。9、静夜四无邻邻，荒居旧业业贫。。1月-231月-23Saturday,January7,202310、雨中黄叶叶树，灯下下白头人。。。17:58:4717:58:4717:581/7/20235:58:47PM11、以我独独沈久，，愧君相相见频。。。1月-2317:58:4717:58Jan-2307-Jan-2312、故人江海海别，几度度隔山川。。。17:58:4717:58:4717:58Saturday,January7,202313、乍见翻翻疑梦，，相悲各各问年。。。1月-231月-2317:58:4817:58:48January7,202314、他乡乡生白白发，，旧国国见青青山。。。07一一月月20235:58:48下下午17:58:481月-2315、比不了得得就不比，，得不到的的就不要。。。。一月235:58下下午1月-2317:58January7,202316、行动出成果果，工作出财财富。。2023/1/717:58:4817:58:4807January202317、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。。5:58:48下下午5:58下下午17:58:481月-239、没没有有失失败败，，只只有有暂暂时时停停止止成成功功！！。。1月月-231月月-23Saturday,January7,202310、很多多事情情努力力了未未必有有结果果，但但是不不努力力却什什么改改变也也没有有。。。17:58:4817:58:4817:581/7/20235:58:48PM11、成功功就是是日复复一日日那一一点点点小小小努力力的积积累。。。1月-2317:58:4817:58Jan-2307-Jan-2312、世间成事，，不求其绝对对圆满，留一一份不足，可可得无限完美美。。17:58:4817:58:4817:58Saturday,January7,202313、不知知香积积寺，，数里里入云云峰。。。1月-231月-2317:58:4817:58:48January7,2