LeanProduction精益生产的学习教案

LeanProduction精益生产的学习教案第1页/共46页15-2LectureOutlineBasicElementsofLeanProductionBenefitsofLeanProductionImplementingLeanProductionLeanServices第2页/共46页15-3LeanProductionDoingmorewithlessinventory,fewerworkers,lessspaceJust-in-time(JIT)smoothingtheflowofmaterialtoarrivejustasitisneeded“JIT”and“LeanProduction”areusedinterchangeablyMudawaste,anythingotherthanthatwhichaddsvaluetotheproductorservice第3页/共46页15-4WasteinOperations第4页/共46页15-5WasteinOperations(cont.)第5页/共46页15-6WasteinOperations(cont.)第6页/共46页15-7BasicElementsFlexibleresourcesCellularlayoutsPullproductionsystemKanbanproductioncontrolSmalllotproductionQuicksetupsUniformproductionlevelsTotalproductivemaintenanceSuppliernetworks第7页/共46页15-8FlexibleResourcesMultifunctionalworkersperformmorethanonejobgeneral-purposemachinesperformseveralbasicfunctionsCycletimetimerequiredfortheworkertocompleteonepassthroughtheoperationsassignedTakttimepacesproductiontocustomerdemand第8页/共46页15-9StandardOperatingRoutineforaWorker第9页/共46页15-10CellularLayoutsManufacturingcellscomprisedofdissimilarmachinesbroughttogethertomanufactureafamilyofpartsCycletimeisadjustedtomatchtakttimebychangingworkerpaths第10页/共46页15-11CellswithWorkerRoutes第11页/共46页15-12WorkerRoutesLengthenasVolumeDecreases第12页/共46页15-13PullSystemMaterialispulledthroughthesystemwhenneededReversaloftraditionalpushsystemwherematerialispushedaccordingtoascheduleForcescooperationPreventoverandunderproductionWhilepushsystemsrelyonapredeterminedschedule,pullsystemsrelyoncustomerrequests第13页/共46页15-14KanbansCardwhichindicatesstandardquantityofproductionDerivedfromtwo-bininventorysystemMaintaindisciplineofpullproductionAuthorizeproductionandmovementofgoods第14页/共46页15-15SampleKanban第15页/共46页15-16OriginofKanbana)Two-bininventorysystem b)KanbaninventorysystemReordercardBin1Bin2Q-RKanbanRRQ=orderquantityR=reorderpoint-demandduringleadtime第16页/共46页15-17TypesofKanbanProductionkanbanauthorizesproductionofgoodsWithdrawalkanbanauthorizesmovementofgoodsKanbansquareamarkedareadesignatedtoholditemsSignalkanbanatriangularkanbanusedtosignalproductionatthepreviousworkstationMaterialkanbanusedtoordermaterialinadvanceofaprocessSupplierkanbanrotatesbetweenthefactoryandsuppliers第17页/共46页15-18第18页/共46页15-19第19页/共46页15-20第20页/共46页15-21DeterminingNumberofKanbanswhere N =numberofkanbansorcontainers d =averagedemandoversometimeperiod L =leadtimetoreplenishanorder S =safetystock C =containersizeNo.ofKanbans=averagedemandduringleadtime+safetystockcontainersizeN=dL+SC第21页/共46页15-22DeterminingNumberofKanbans:Example

d =150bottlesperhour

L =30minutes=0.5hours

S =0.10(150x0.5)=7.5

C =25bottlesRoundupto4(toallowsomeslack)ordownto3(toforceimprovement) N == ==3.3kanbansorcontainersdL+SC(150x0.5)+7.52575+7.525第22页/共46页15-23SmallLotsRequirelessspaceandcapitalinvestmentMoveprocessesclosertogetherMakequalityproblemseasiertodetectMakeprocessesmoredependentoneachother第23页/共46页15-24InventoryHidesProblems第24页/共46页15-25LessInventoryExposesProblems第25页/共46页15-26ComponentsofLeadTimeProcessingtimeReducenumberofitemsorimproveefficiencyMovetimeReducedistances,simplifymovements,standardizeroutingsWaitingtimeBetterscheduling,sufficientcapacitySetuptimeGenerallythebiggestbottleneck第26页/共46页15-27QuickSetupsInternalsetupCanbeperformedonlywhenaprocessisstoppedExternalsetupCanbeperformedinadvanceSMEDPrinciplesSeparateinternalsetupfromexternalsetupConvertinternalsetuptoexternalsetupStreamlineallaspectsofsetupPerformsetupactivitiesinparalleloreliminatethementirely第27页/共46页15-28CommonTechniquesforReducingSetupTime第28页/共46页15-29CommonTechniquesforReducingSetupTime(cont.)第29页/共46页15-30CommonTechniquesforReducingSetupTime(cont.)第30页/共46页15-31UniformProductionLevelsResultfromsmoothingproductionrequirementsKanbansystemscanhandle+/-10%demandchangesSmoothdemandacrossplanninghorizonMixed-modelassemblysteadiescomponentproduction第31页/共46页15-32Mixed-ModelSequencing第32页/共46页15-33QualityattheSourceVisualcontrolmakesproblemsvisiblePoka-yokespreventdefectsfromoccurringKaizenasystemofcontinuousimprovement;“changeforthegoodofall”JidokaauthoritytostoptheproductionlineAndonscalllightsthatsignalqualityproblemsUnder-capacityschedulingleavestimeforplanning,problemsolving,andmaintenance第33页/共46页15-34ExamplesofVisualControl第34页/共46页15-35ExamplesofVisualControl(cont.)第35页/共46页15-36ExamplesofVisualControl(cont.)第36页/共46页15-37TotalProductiveMaintenance(TPM)BreakdownmaintenanceRepairstomakefailedmachineoperationalPreventivemaintenanceSystemofperiodicinspectionandmaintenancetokeepmachinesoperatingTPMcombinespreventivemaintenanceandtotalqualityconcepts第37页/共46页15-38TPMRequirementsDesignproductsthatcanbeeasilyproducedonexistingmachinesDesignmachinesforeasieroperation,changeover,maintenanceTrainandretrainworkerstooperatemachinesPurchasemachinesthatmaximizeproductivepotentialDesignpreventivemaintenanceplanspanninglifeofmachine第38页/共46页15-39Unneededequipment,tools,furniture;unneededitemsonwalls,bulletins;itemsblockingaislesorstackedincorners;unneededinventory,supplies,parts;safetyhazardsItemsnotintheircorrectplaces;correctplacesnotobvious;aisles,workstations,&equipmentlocationsnotindicated;itemsnotputawayimmediatelyafteruseFloors,walls,stairs,equipment,&surfacesnotlines,clean;cleaningmaterialsnoteasilyaccessible;labels,signsbrokenorunclean;othercleaningproblemsNecessaryinformationnotvisible;standardsnotknown;checklistsmissing;quantitiesandlimitsnoteasilyrecognizable;itemscan’tbelocatedwithin30secondsNumberofworkerswithout5Straining;numberofdaily5Sinspectionsnotperformed;numberofpersonalitemsnotstored;numberoftimesjobaidsnotavailableorup-to-dateKeeponlywhatyouneedAplaceforeverythingandeverythinginitsplaceCleaning,andlookingforwaystokeepcleanandorganizedMaintainingandmonitoringthefirstthreecategoriesStickingtotherulesSeiri(sort)Seiton(setinorder)Seisou(shine)Seiketsu(standardize)Shisuke(sustain)5SScanGoalEliminateorCorrect第39页/共46页15-40SupplierNetworksLong-termsuppliercontractsSynchronizedproductionSuppliercertificationMixedloadsandfrequentdeliveriesPrecisedeliveryschedulesStandardized,sequenceddeliveryLocatingincloseproximitytothecustomer第40页/共46页15-41BenefitsofLeanProductionReducedinventoryImprovedqualityLowercostsReducedspacerequirementsShorterleadtimeIncreasedproductivity第41页/共46页15-42BenefitsofLeanProduction(cont.)GreaterflexibilityBetterrelationswithsuppliersSimplifiedschedulingandcontrolactivitiesIncreasedcapacityBetteruseofhumanresourcesMoreproductvariety第42页/共46页15-43ImplementingLeanProductionUseleanproductiontofinelytuneanoperatingsystemSomewhatdifferentinUSAthanJapanLeanproductionis