价值流程图学习

价值流程图学习第1页/共56页What’sLean什么是精益生产Leanisaphilosophywherewasteisidentifiedcontinuouslyandeliminatedpassionately.Wasteisanyactivity(orinactivity)thatconsumesresourcesforwhichthecustomerisnotwillingtopay.PhilosophyThinkingToolkitPracticeJourneysLifeNOTaprogramNotflavorNotacampaign第2页/共56页3LevelofLean精益生产的三个层次Hands-onReferedHeard第3页/共56页PrinciplesOfLean精益生产5原则CustomerdefinesVALUEIdentifytheVALUESTREAM(andeliminate8wastes)Makevalue-creatingstepsFLOWLetcustomerPULLproductfromyouasneededPursuePERFECTION(empowerpeoplewhoaddvalue)LeanCapabilityTimeIdentifyValueMapTheValueCreateFlowEstablishPullPursuePerfection21345第4页/共56页

ValueAdded增值

Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.(Thesearethingsthecustomeriswillingtopayfor.)任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）Non-ValueAdded

Anyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated.)任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）

ValueAddedvs.Non-ValueAdded

增值与非增值的定义第5页/共56页Valueaddedornot

价值增加或者没有?设置/转拉移动/寻找组装包装仓库返工今天只有5%的活动增加了价值接收检查库存物料运输数据登记计算第6页/共56页Wasteisanythingthatdoesnotdirectlyaddvaluetothefinalproductorcontributetotheproduct’stransformation.浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。Wasteonlyaddstimeandcost,novalue.浪费只增加时间和成本，不增加价值。Wasteisthereasonthatproductflowstopsandisthecausefornoncompetitiveness.生产流动的停止是造成浪费的原因，浪费是缺乏竞争性的根源。浪费是….Whatiswaste

什么是浪费第7页/共56页WhatTypeswaste

浪费分类1型浪费：

指的是一系列虽然不对外部顾客创造价值，可能对内部客

户创造价值，主要是因为目前的工艺及技

术水平或工艺需

要，还不能立即彻底消除的耗费资源的活动。1型浪费同样需要去减少和消除。2型浪费：

指的是可以通过改善，立即可以消除的浪费形态。浪费广

泛存在于现场之中，主要以7种典型的浪费形式存在，是我

们需要群策群力，去观察、发现并立即消除的对象。第8页/共56页7FunctionalWastesofLean精益思想中的七种功能性浪费DEFECTS7WastesEXTRAPROCESSINGINVENTORYTRANSPORTATIONOVERPRODUCTIONMOTIONWAITINGUNUSEDCREATIVITYNoway!第9页/共56页ValueStreamDefinition价值流的定义AValueStreamMap(VSM)isahand-drawnmapthathelpspeopletoseeandunderstandprocess,materialandinformationflowthroughaproductionprocessorvaluestream,fromstarttofinish.第10页/共56页Whyuseit?

为什么使用它ValueStreamMappingisaPencilandPapertoolthathelpsyouseeandunderstandtheflowofMaterialandInformationasaproductmakesitswaythroughthevaluestream.andthenuseleantoolstoeliminatewaste

价值流程图是用铅笔和白纸作为工具，帮助你去识别和理解在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。为便于交流，提供可视化图，提供共同语言。使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。帮助你看到不仅仅是单一的过程，将物流和信息流联系起来为推进改善提供蓝图。将精益的概念和技术紧密结合起来第11页/共56页WhatwemeanbyValueStreamMappingissimple:我们所说的价值流图是很简单的：Followaproduct’sproductionpathfrombeginningtoend(suppliertocustomer).产品的生产路线从开始到结束（供应商到客户）CarefullyDrawavisualrepresentationofeveryprocessinthematerialandinformationflow.

过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。Thenaskasetofquestionsanddraw(usingIcons)a“FutureState”mapofhowvalueshouldflow.然后问一系列问题，用图标画在指明价值流动的将来价值流图ValueStreamMapping价值流图第12页/共56页InformationLeadTimeDataBarManufacturingLoopSupplierLoopCustomerLoopMonthlyOrders30Days880Op11DayS/U=1hr

CT=1.6minS/U=0.08hr

CT=0.9minS/U=0.08hr

CT=0.9minS/U=0.08hr

CT=1.2minTotal=57Days

Total=1Hr.44.9Min.TaktTime=440min/44

=10min/unitBi-MonthlyMRPS/U=0CT=60minS/U=1.95hrCT=40.3minSupplierCustomer451112251.60.90.9601.240.3Op22DaysOp32DaysOp41DayOp55DaysOp61Day45DaysBlocksofValueStreamMap

价值流图的5大板块第13页/共56页VSMKaizenSteps

价值流图改善的步骤Step1:MappingCurrentVSM。绘制当前价值流图1.1:Understandcustomerdemand理解客户的需求

1.2:Processflowanddatabox工序流数据箱-Quickidentifymainprocess(inorder)

迅速的识别主要的过程(按次序) -Fillindataboxes填写数据箱1.3:Mapthematerialflow画出物料流及库存三角-Drawinventorytriangles库存三角 -Deliverytocustomer产品投递给客户 -Deliveryfromsuppliers供应商投递原材料1.4:Maptheinformationflow画出信息流 -Howdoprocessesknowwhattomake?怎么知道要做什么？ -Whereismaterialbeingpushed?哪儿推动物料？1.5:CalculateTotalProductCycleTime

计算产品生产周期Step2：Discoverkaizenopportunities,Burstpointlist.寻找改善机会，绘制爆炸点Step3：mappingFutureVSM，绘制将来价值流图

Step4：Developandfollowactionplan。制定改善行动计划CurrentStateFutureStateActionPlan(KaizenEvents)第14页/共56页Sourcesforcustomerdata客户数据的来源PlanforEveryPart(PFEP)每个零件的计划Budgetedvolumes

预算的产量ProductionControlforecasts生产控制预测

Analyzevariation(daily,weekly,monthly…)

分析变化（每日，每周，每月）Productionhistory生产历史Analyzevariation(daily,weekly,monthly…)

分析变化（每日，每周，每月）Salesinformationdatabases销售信息数据库Productchanges,newbusinessopportunities

产品改变，新的业务机会

Step1.1:Understandcustomerdemand理解客户需求CUSTOMER20,000pcs./mo.Std.Pack=300Shift：2ShiftsOutput：400/ShiftWorkingHrs：8hrsTakt=72sec.Demand

客户需求第15页/共56页术语

TaktTimeTaktTime--节拍时间TaktTime节拍时间=可用时间客户需求TaktTime=客户需求的速度假设我们每天可用时间是27000秒，客户需求每天是965PCS,客户节拍是多少?第16页/共56页术语L/TVATL/TCycleTime

isthetimeittakesanoperatortogothroughalloftheirworkelementsbeforerepeatingthem.Also,itisthetimebetweenpartscomingofftheendoftheprocess(eg,drop-ratefromacell).周期时间（C/T）：一个零件或产品在一个过程中需多久被完

成ValueAddedTime

isthetimeofthoseworkelementsthatactuallytransformtheproductinawaythecustomeriswillingtopayfor.

产品所经历的实体的变化所耗用的顾客愿意为之买单的时间LeadTime

isthetimeittakesonepiecetomoveallthewaythroughaprocessoravaluestream,fromstarttofinish(docktodock).前置期-在价值流或全过程从开始到完成一个产品所需的时间。第17页/共56页术语

CycleTimeCycle

Time—周期时间010203040节拍时间周期时间工人工人工人工人工人工人Takttime30‘’18‘’12‘’13‘’13‘’8‘’节拍时间?总周期时间?=28秒=94秒第18页/共56页Walktheprocess走过整个过程Don’trelyonwhatyouthinkishappening,findoutwhatisreallyhappening不要依赖你想的，找出事情实际是怎样。Recordphysicaldataabouttheprocess记录过程的物理数据Listouttheindividualstepsintheprocess

列出过程中的每个步骤Intheprocessusearrowstodesignatetheflowofmaterialbetweeneachstep

在过程中用箭号指出在每个步骤之间的物流Step1.2-Processflowanddatabox工序流数据箱VSMCurrentState

价值流图当前状态第19页/共56页VSMCurrentState

价值流图当前状态MaptheProcessFlow画出流程图(产品生产过程)Collectdatafromtheproductionfloor

从生产线收集数据ShippingSawCuttingyield=99%APCT=66.7secPCT=60secuptime=90%C/O=0C/T=120secpcs/cycle=1#mach=2Washingshifts=2APCT=7.5secPCT=6secuptime=80%C/O=0C/T=360secpcs/cycle=60#mach=1Welding

#operator=1yield=90%uptime=90%C/O=1hrC/T=65-73secSub-assembly#operator=2yield=99%uptime=95%C/O=0C/T=60secFinalAssembly#operator=1yield=85%uptime=95%C/O=5minC/T=62-66secStampingC/O=1hr#shifts=2uptime=85%#mach=1C/T=4secCustomer(400pcs/day)PartC=500/wkPartB=500/wkPartA=1000/wk第20页/共56页InformationforaProcessDataBox数据箱中的信息1Line生产单元拉数2HC/LineHeadCount，人员配置3UPHUnitPerHour，每小时班产4FPY一次通过率5ScrapRate报废率，因无法修理而导致报废的概率6C/TCycleTime，循环时间7VAT增值时间8C/OChangeOverTime，换型时间9BatchSize投入产生产的最小批量数10Uptime(%)有效利用时间率第21页/共56页Identifyrawmaterialreceiptareaonmap

识别物料接收处Determineamountofrawmaterialinventoryonhandforproductfamilyselected:Days/shiftsonhand

确定选择的产品族的存货数量：每天/班在手库存Identifyhowmaterialmovesthroughprocess:PushorPull

识别物料如何在过程中移动：推动或拉动Step1.3:MaptheMaterialFlow画出物料流图VSMCurrentState

价值流图当前状态第22页/共56页SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=2pcs/cycle=1C/T=120secC/O=0uptime=90%PCT=60secAPCT=66.7secyield=99%#mach=1pcs/cycle=60C/T=360secC/O=0uptime=80%PCT=6secAPCT=7.5secshifts=2C/T=65-73secC/O=1hruptime=90%yield=90%#operator=1

C/T=60secC/O=0uptime=95%yield=99%#operator=2C/T=62-66secC/O=5minuptime=95%yield=85%#operator=1C/O=1hr#shifts=2uptime=85%#mach=1C/T=4secPartA=1000/wkPartB=500/wkPartC=500/wk(400pcs/day)10DaysBarStock1800280090028001600WeeklyDailyWeekly8DaysCoilsSuppliers800Step1.3:MaptheMaterialFlow画出物料流图VSMCurrentState

价值流图当前状态第23页/共56页VSMCurrentState

价值流图当前状态Step1.4:MaptheInformationFlow将信息流画出SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=2pcs/cycle=1C/T=120secC/O=0uptime=90%PCT=60secAPCT=66.7secyield=99%#mach=1pcs/cycle=60C/T=360secC/O=0uptime=80%PCT=6secAPCT=7.5secshifts=2C/T=65-73secC/O=1hruptime=90%yield=90%#operator=1

C/T=60secC/O=0uptime=95%yield=99%#operator=2C/T=62-66secC/O=5minuptime=95%yield=85%#operator=1C/O=1hr#shifts=2uptime=85%#mach=1C/T=4secPartA=1000/wkPartB=500/wkPartC=500/wk(400pcs/day)10DaysBarStock1800280090028001600WeeklyDailyWeekly8DaysCoilsSuppliers800WeeklyScheduleProductionControlMRPDailyOrders30/60/90DayForecastsWeeklyFax6WeekForecast第24页/共56页Drawa“steppedline”atthebottomofthemap

在底部画出阶梯图Undereachinventorylocation,listthedays/shiftsonhand

在存货处，列出多少天的库存在手Step1.5:CalculateTotalProductionLeadtime计算产品生产周期VSMCurrentState

价值流图当前状态第25页/共56页Ontherighthandsideofthechart:

在价值流图右下侧:CalculatetheValueCreatedTimebyaddingallthecycletimes计算价值增值时间CalculatetheTotalProductionLeadTimebyaddingtheInventoryonhandquantitiesandtheCycletimes计算总的生产提前期Determinethe“OpportunityTime”

确定机会时间Step1.5:CalculateTotalProductcycletime计算产品生产周期VSMCurrentState

价值流图当前状态第26页/共56页Step1.5:CalculateTotalProductcycletime计算产品生产周期VSMCurrentState

价值流图当前状态SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=2pcs/cycle=1C/T=120secC/O=0uptime=90%PCT=60secAPCT=66.7secyield=99%#mach=1pcs/cycle=60C/T=360secC/O=0uptime=80%PCT=6secAPCT=7.5secshifts=2C/T=65-73secC/O=1hruptime=90%yield=90%#operator=1

C/T=60secC/O=0uptime=95%yield=99%#operator=2C/T=62-66secC/O=5minuptime=95%yield=85%#operator=1C/O=1hr#shifts=2uptime=85%#mach=1C/T=4secPartA=1000/wkPartB=500/wkPartC=500/wk(400pcs/day)10DaysBarStock1800280090028001600WeeklyDailyWeekly8DaysCoilsSuppliers800WeeklyScheduleProductionControlMRPDailyOrders30/60/90DayForecastsWeeklyFax6WeekForecast7Days10Days4Days4.5Days7Days2.3Days120Secs360Secs65-73Secs120Secs62-68SecsProcessingTime

=727-741secsLeadTime

=34.8daysPath2Path1Path1=

8+2+7+2.3+7=26.3Path2=

10+4+4.5+7+2.3+7=34.8第27页/共56页CreativeThinking

创造性思维Creativityisaboutbreakingdownpriorassumptionsandmakingnewconnectionsfornewideas.Atthefoundationofthecreativeprocessarethreemajorprinciples:SeparateideagenerationfromevaluationChallengeassumptionsBreakandmakeconnectionsAvoidgroupthink第28页/共56页LeanToolsDeploymentByLoopLoop1(createcontinuousflow)5SContinuousFlowManufacturingTotalProductiveMaintenanceSet-upReductionErrorProofingStandardizedWorkLoop2

(schedulecustomerdemand)PullSystem(pitch)Loop3

(pullfromsharedresourcesandsuppliers)PullSystem(kanbanandFIFO)第29页/共56页WeeklyScheduleCompletedCurrentStateMap#mach=2pcs/cycle=1C/T=120secC/O=0uptime=90%PCT=60secAPCT=66.7secyield=99%#mach=1pcs/cycle=60C/T=360secC/O=0uptime=80%PCT=6secAPCT=7.5secshifts=2C/T=65-73secC/O=1hruptime=90%yield=90%#operator=1

C/T=60secC/O=0uptime=95%yield=99%#operator=2C/T=62-66secC/O=5minuptime=95%yield=85%#operator=1C/O=1hr#shifts=2uptime=85%#mach=1C/T=4sec7Days10Days4Days4.5Days7Days2.3Days120Secs360Secs65-73Secs120Secs62-68SecsLeadTime

=34.8daysProcessingTime=727-741secsSawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingPartA=1000/wkPartB=500/wkPartC=500/wk(400pcs/wk)CustomerProductionControlMRPDailyOrders30/60/90DayForecastsWeeklyFax6WeekForecast10DaysBarStock1800280090028001600WeeklyDailyWeekly8DaysCoilsSuppliers800Loop1Loop2Loop3第30页/共56页ValueStreamStates&Questions

价值流的状态&疑问第31页/共56页1.ArrangeproductionbaseonTacktime按照节拍时间生产对意外问题作出的快速反应消除意外故障的原因降低下游工装配工序的换模时间

2.Connectprocessbyone-pieceflowaspossibleasyoucan

尽可能创建连续流Howcanyouflowwithmaximumvelocity(EPED)withineachprocess?如何在每个过程以最大速度流动精益价值流的特征（提问）LeanVSMCharacters（CheckList）第32页/共56页3.“Wherewillyouneedtousesupermarketpullsystems?”在连续流程无法向上游扩展时，建立超市超市拉动系统Doeseach“customer”pullfromitssupplier?每个客户都从供应商处拉动吗？

4.“Atwhatsinglepointintheproductionchainwillyouscheduleproduction?”下达订单到一个点

选择定拍工序精益价值流的特征（提问）LeanVSMCharacters（CheckList）第33页/共56页5.“Howwillyouleveltheproductionmix?”

你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；Isfinalcustomerdemand(orderingifbuildtoorderorbuyingifbuildtoinventory)level?

最终客户的需求是稳定的吗?Does/canthefinalbuildsequencematchactualdemand?最终生产顺序与实际需求匹配吗？Does/canthebuildsequencematchoperations’capability?

生产顺序与运作能力匹配吗？

6.Releaseproductionrequirementlowly&consistentlyreleaseandtakeaway?”持续地向定拍工序下达小批量的生产指令；Areyouorcanyouusemilkrunlogistics?

你能使用无风险供应吗？FutureStateQuestions

未来状态问题第34页/共56页7.在定拍工序的上游，开发每天生产每种零件的能力（希望到每班、每小时、每个托盘）8.“Whatprocessimprovementswillbenecessary?”还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？

CaneveryprocessinthevaluestreambuildEveryProductEveryDay?价值流的每个过程每天都能生产每一种产品吗？

Wherecanyoureduceinventorytocutleadtime?哪里你能降低库存以减少提前期1.CutWIPfirst,then先减少在制品，然后2.RawMaterial,then原材料，然后3.FinishedGoods成品4.SMED快速换型

OverwhelmingprocessimprovementneedillustratedbyValueStreamMapping.强制性的过程改善应在价值流程图中表示 FixtheInformationsystem!搞定信息系统FutureStateQuestions

未来状态问题第35页/共56页SawCuttingWashingWeldingSub-assemblyFinalAssemblyShippingStampingCustomer#mach=2pcs/cycle=1C/T=120secC/O=0uptime=90%PCT=60secAPCT=66.7secyield=99%#mach=1pcs/cycle=60C/T=360secC/O=0uptime=80%PCT=6secAPCT=7.5secshifts=2C/T=65-73secC/O=1hruptime=90%yield=90%#operator=1

C/T=60secC/O=0uptime=95%yield=99%#operator=2C/T=62-66secC/O=5minuptime=95%yield=85%#operator=1C/O=1hr#shifts=2uptime=85%#mach=1C/T=4secPartA=1000/wkPartB=500/wkPartC=500/wk(400pcs/day)10DaysBarStock1800280090028001600WeeklyDailyWeekly8DaysCoilsSuppliers800WeeklyScheduleProductionControlMRPDailyOrders30/60/90DayForecastsWeeklyFax6WeekForecast7Days10Days4Days4.5Days7Days2.3Days120Secs360Secs65-73Secs120Secs62-68SecsTotalVATime

=727-741secsTotalLeadTime=34.8daysU-ShapeFlowCellPath2Path1Path1=

8+2+7+2.3+7=26.3Path2=

10+4+4.5+7+2.3+7=34.8Example–CurrentStateVSM当前价值流诊断例第36页/共56页Example–CurrentStateVSM当前价值流诊断例KaizenBurstsProcessBoxesPinkmakesiteasytoseeinventoryintheprocess第37页/共56页Don’tWait不要等待To“managetheexceptions”youneedtoplan为了‘达到期望’，你需要计划。Tieintobusinessobjectives和业务目标紧密结合Breakyourfuturestateinto“loops”将未来状态分成几个圈MakeaVSPlan:Whattodobywhen什么时候做什么NowrelatetheFSMaptoyourlayout将未来状态图与你的布局图联系起来VSManagercompletesVSReviewforminadvance价值流经理完成价值流评估表ConductVSReviewswalkingtheflow沿着流程评估价值流PlanandImplementationAPlantoGetThere

到达目标的计划第38页/共56页Challenges挑战

Distinctionbetweenflowofmaterialandflowofinformation

物流和信息流的差别Informationmoveswithmaterial信息和物流一起流动。

Trytousethemallanyway尽量使用所有的概念Takttime,Flow,Pull,Triggers,etc.节拍，流，拉动，触发Databoxes数据盒Whatdataisimportant?什么数据是重要的Groupneedstodecidethis小组必须作出决定Suggest提示第39页/共56页ToCompletetheCycle,ItHelpstoUnderstandthePastandEnvisiontheFuture完成全部状态图会帮助理解过去和想象未来Currentstate(whereyouarenow)

当前状态（你在那里）

Futurestate(whereyoucanbein3months,oratleastthisyear)

未来状态（３个月后或至少今年内会在哪里）

Idealstate(=allvalue&nomuda,aNorthStar!)

理想状态(指南针)ValueStreamStates

价值流的状态第40页/共56页ProcessPointKaizen指出改善点Eraser橡皮擦FutureStateMap未来状态图ValueStreamManager价值流经理ImplementationviaKaizen

通过改善来提高第41页/共56页ActionPlanandPriority(Example)行动计划及优先等级ACTIONITEMLISTWHOWHENImpactonBusiness(1-10)EasytoDo(1-10)Total1ChecklistforsitesurveyBillHouse5/15/20055735Salestocoordinate&initiatesitevisittoincludevendorsforquote3DevelopvendorscopesofworkBobBraun6/28/0584324Parts&materialsourcingdatabaseJohnWhitehead6/28/20059545Standardizeandcentralizeproposaltemplates&formsStandardpricingprogramwithstandardlaborunitsCommunicatecustomerneedformoreresponsivelegalreview9DevelopabusinesscaseforcentralizedquotationsJohnWhitehead7/31/051011010HandoffchecklistDaveMasek6/28/05631810=highimpact10=easytodo1=lowimpact1=difficulttodo7652JohnWhiteheadMichaelWideGeorgeGibenSuzanneWeyer6/28/2005919482403255/15/2005763986/28/05107/31/200520ValidateVSMwithaccuratedata8JohnMcQuillin5/30/2005第42页/共56页未来价值流第43页/共56页ValueStreamMappingIcons

价值流图图标InformationFlow信息流ElectronicInfo.Flow电子信息流BulkStorage大量储存SignalKanban信号看板ProductionPull生产拉动ReplenishPull(touser)补充拉动（给使用者）InformationFlowIcons信息流图标DataBox数据盒Customer/Supplier客户/供应商TuggerRoute拖拉路线Marketplace市场ProcessStep流程步骤MaterialFlow(push)物流（推动）IInventory存货MaterialFlow(pull)物流（拉动）ValueStreamIcons价值流图标ThesearethestandardValueStreammapflowicons.SeetheIndexofIconsforamoredetailedlist.这些是标准的价值流图的图标第44页/共56页XYZCorporationMaterialFlowIcons

物流图标Process工序框OutsideEntities外部实体DataBox数据箱Icon图标 Represents代表 Notes注释AssemblyOneboxequalsanareaofcontinuousflow.Labelallprocesses.Alsousedfordepts.Likeproductioncontrol每个盒子等于连续流中的一个区域，也用作表示部门，如生产控制Usetoshowcustomer,suppliersandexternalmanufacturingprocesses用来表示客户供应商和外部制造过程Usedtorecordinformationconcerningamanufacturingprocess,department,etc.用来记录与制造过程，部门相关的信息C/T=45sec.C/O=30min3shifts2%Scrap80%UptimeMaterialSource:“LearningtoSee”AppendixA第45页/共56页InOutI300Pieces,1dayIcon

Represents

Notes

Inventory 存货 Countandtimeshouldnoted数量和时间应当记录SupermarketDirectionoflegsindicateinandout超市方向表示进出Bufferorsafetystock Bufferorsafetystockmustbenoted onthedrawings缓冲或安全库存缓冲或安全库存必须表示在图上TruckShipment Notefrequencyofshipments卡车运输表示运输的频率MaterialFlowIcons

物流图标第46页/共56页Icon

Represents

Notes

MovementofFinishedGoods 成品的运动“Push”materialmovement推动物料运动Physicalpull物理拉动Transferofcontrolledquantitiesofmaterialbetweenprocessesinafirstinfirstoutsequence用先进先出的顺序转移控制数量的物料 Alsoshowsmovementofrawmaterialandcomponentsfromsuppliers

同时表示来自供应商的原材料和配件Identifiesmaterialpushedbythesuppliernotpulledbytheconsumer识别由供应商推动的物料而不是由客户拉动的。Pullofmaterialsfromasupermarket从超市拉动物料IndicatesadevicetolimitquantityandensureFIFOflowofmaterialbetweenprocesses.Maxquantityshouldbeindicated.Usedownstreampacemakerprocessesonly!

表示一个有数量限制的装置和确保先进先出的物流，应当表示最大数量.使用在向下流动的带动过程FIFOMax.20pcsMaterialFlowIcons

物流图标第47页/共56页MaterialFlowIcons

物流图标Tuggerroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanbanline拖动路线，将该符号放在物理拉动箭号线或虚线拉动看板线上Handcartroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanbanline

手推车

Useonlyforcurrentstate

仅用于当前状态Icon

Represents

Notes Usedforamotorizedvehicleofsometypetodelivermaterialsonatimedsequencedroute用于机动的定时的顺序物料输送Usedforahandpoweredvehicleofsometypetodelivermaterialsontimesequencedroute.

用于手动的定时的顺序物料输送Usedonlyinapushenvironment

仅用于推动的环境第48页/共56页InformationFlowIcons

信息流图标Icon

Represents

Notes