leanproductiontraining精益生产培训

leanproductiontraining精益生产培训leanproductiontraining精益生产培训第1页1Whatdoyouexpectfromthistraining?你期望从这个培训中学到什么?LeanEnterpriseOverviewleanproductiontraining精益生产培训第2页2UnderstandthefiveLeanEnterpriseprinciples.

明白精益五标准Knowtheconceptvalueaddedandnon-valueaddedactivities.

了解增值和非增值

Knowthesevenwastesineveryourprocess.

明白七大浪费

Learntoseethesourcesofwaste.

学会寻找浪费源Learnhowtoviewaprocessfromtheperspectiveofthe‘product’.

怎样从”产品”角度看制程

Understandkeyconceptstoremovewastefromanyprocess.

在制程中消除浪费

Understandleantransformationmodel

了解精益生产转换模型

Learningobjectivesleanproductiontraining精益生产培训第3页3

Leanproductionhistory精益生产发展历程

Lean,whatdoesitmean什么是”精益生产”?Fiveleanprinciples”精益”五标准

Valueaddedandsevenwastes增值和七大”浪费”

Whatisleanenterprise什么是”精益”企业

Leantransformationresult精益改进结果Howtotransform怎样进行精益生产模式转换Leadtimereductionguidelines缩短生产周期方法

Factoryleantransformationexample企业”精益”生产案例Contentleanproductiontraining精益生产培训第4页WhatisLean?什么是”精益生产”?WhatisLeanEnterprise?什么是”精益”企业?leanproductiontraining精益生产培训第5页

It’safactorything.工厂才用着

Itwon’tworkhere.这里不适用

Wetriedthat.咱们试过

It’sallaboutone-pieceflow.单件流

5-Siscleaningupyourdesk.“5S”就是清扫你办公桌

We’redifferent.咱们不一样

Zeroinventory零库存

Onlyaboutreducingworkers不过是削减工人MisconceptionsAboutLean对精益生产误解leanproductiontraining精益生产培训第6页61600 1900 1925 1950 1975 ArrivingAtALeanEnterprise

精益企业发展历程Craft手工生产作坊式生产Mass大量生产Lean精益生产

Madetocustomerspec按客户要求生产

Singlepiecemfg....eachproductunique每件产品各不相同

Variablequality品质有起伏

Littleinventory库存小

Highcost....madefortherich成本高…富人才买得起

Interchangeableparts–Whitney可交换部件

Divisionoflabor–Taylor劳动分工

Assemblylines–Ford组装线

Lowvariety–Ford变异小

Laborstrife劳资冲突

Beyondthefactory超越生产

Highvariety多样,灵活

Smallbatchsizes小批量生产

Higherquality品质好

Engagedworkforce全员参加leanproductiontraining精益生产培训第7页7Theproductpricewillbecomelower

withdozensofproduction,

i.e.wewanttoproducemoreandmoreofthesameproduct.(大批量生产,成本大幅度降低)MassProductionCraftAgeHandproduction(artisans)Lowfixedcost,highmarginalcostHighpriceIndustrialAgeMassproduction(assemblyline)Highfixedcost,lowmarginalcostLowerpriceleanproductiontraining精益生产培训第8页8FromOver-DemandtoOver-Capacity

Sincetheearly1970s,there'sbeenanexplosionofchoiceinthemarketplace.Fordnowoffersmorethan50colorsincludingtoreadorred,jalapeñogreen,Atlanticblue,mochafrost,autumnorange,tealandmore.Onemodelcanbeboughtinmorethan2millionpossiblecombinations.一款产品能够有两百万钟颜色组合.Riseinvariationleanproductiontraining精益生产培训第9页9InterchangeableParts可交换部件EliWhitneyTime&Motion时间,移动DivisionofLabor劳动分工F.TaylorMassProduction大规模生产HenryFordAssemblyLine组装线WasteElimination消除浪费SystemSynchronizationMass/Batch批量AlfredSloanStandardCosting标准成本ModelVariety型号多样化Jidoka自动化S.ToyodaJust-In–Time及时化生产K.ToyodaSupermarketSystems超市化系统Quality品质E.Deming,J.M.JuranToyotaProductionSystem丰田生产系统T.OhnoEmployeePartnership雇员合作P.DruckerTrendsOfThoughtleanproductiontraining精益生产培训第10页10WhatisleanProducingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspace.在需要时候,用最少物料,设备,劳动力和空间生产出恰好数量产品Theobjectiveistoprovideaneffectivedevelopment,product,andservicedeliverysystemthatmaximizestheabilityoftheemployeetoaddvalue,whileworkingtounderstandandminimizethesourcesandeffectsofvariationthroughoutengineering,administrative,andmanufacturingprocesses.TheLeanEnterpriseMission精益企业使命

BestQuality

最好品质

ShortestLeadtime最短制造周期

LowestCost最低成本Byeliminatingwaste,allkindsofwaste消除浪费leanproductiontraining精益生产培训第11页11Growth

成长Lead-Time周期时间Inventory库存

Cost成本Cash现金CompetitiveAdvantage

竞争优势It’sAllAboutSpeed速度,效率Speedisthesinglebestindicatorofcompetitiveness.速度是竞争能力最好表达Speedcannotoccurwhereinaccuracyreigns.处处是变异和混乱时,速度无从谈起.Planningsystemlead-timemustequalactuallead-time.Asactuallead-timeisreduced,somustplanningsystemlead-time.leanproductiontraining精益生产培训第12页12TheLeanprocessTheoutputofanidealperson,groupofpeople,ormachineisthoughtofas:defectfree.

无缺点canbesuppliedondemand.

按需按量提供canbedeliveredwithoutanywasteoftime.

不延迟交货canbeproducedwithoutwastinganymaterials,labour,

energy,orotherresources(suchasmoneyassociatedwith

inventory).

生产无浪费(材料,劳动力,能源或其它资源)canbeproducedinaworkenvironmentthatissafephysically,emotionally,andprofessionallyforeveryemployee.工作环境安全leanproductiontraining精益生产培训第13页13ValuetotheCustomerNon-value-AddedWork非增值工作Value-EnablingWorkStepsthatarenot

essentialtotheCustomer,butthatallowthevalue-addingtaskstobedonebetter/fasterEx.KittingandSet-upStepsthatareessentialbecausetheyphysicallychangetheproduct/service,

theCustomeriswillingtopayforthemandaredonerightthefirsttime必要步骤,改变产品或服务,客户愿意付钱.且第一次做好.Stepsthatareconsiderednon-essentialtoproduceanddelivertheproductorservicetomeettheCustomer’sneedsandrequirements.CustomerIsnotwillingtopayforthesesteps.非必要步骤,并未改变产品或服务,客户不愿意付钱.Example:DefectreworkValue-AddedWork增值工作leanproductiontraining精益生产培训第14页14DefiningValueIf… thecustomercaresaboutit客户关注(且愿为此买单)

(andwouldbewillingtopayforit)ANDIf… the“thing”goingthroughthe

activitychangesphysicallyAND

行为改变了物件If… itisdonerightthefirsttime

一次作对leanproductiontraining精益生产培训第15页15TheValuestream

WasteeliminationWhatisvalueSTREAM?Thevaluestreamisallthestepsandprocessesrequiredtobringaspecificproductfromrawmaterialstofinishedproductinthehandsofthecustomer.Analyzingtheentireflowofaproductwillalmostalwaysrevealenormousamountsofwasteandnonvalue-addedsequences.Itisasequenceofactionsthataddvaluetocreatethecustomers“product”Itincludesvalueandnonvalueaddedsteps(informofvalueenablingsteps)WhatisWASTE?leanproductiontraining精益生产培训第16页16FocusOnTheAdditionOfValueAsanexampleofdeterminingthevalueaddedcontentofaprocess,examineafootballgame:ElapsedTime=180MinutesRegulationTime=60MinutesValue-AddedTime=140Playsx10Sec/PlayTotalVAcontent=23MinutesValue-Addedpercentageoftheprocess=12%Non-valueaddedstepsreducespeedandprocesseffectiveness.Nowthinkaboutyourproductionfromtheperspectiveofthe‘thing’goingthroughtheprocess.Doesitflowthroughtheprocessstepswithoutinterruption?Howeffectiveistheprocessataddingvaluecomparedtooveralllead-time?leanproductiontraining精益生产培训第17页17leanproductiontraining精益生产培训第18页18Producingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspaceleanproductiontraining精益生产培训第19页19CRSreducedFY08vsFY09(1.05%to0.71%)ShorterLT(from28to21),canstilldecreasestock,andachievebetterdeliverysecurity.Forveryoldproducts,wecanstillachievebigimprovement.LikeBERYLL(-9%PD)NOTefficiencyincreasedmorethan30%(-15%PD)Tosurviveinmoretoughersituation,wehavetoachievebetterquality,shorterLT,higherefficiency,lowercost.Betterquality=morecompetitivecost.FY09,PDresult-9.55%Follow-upPlan&DoProjectDiagnisticsPreparationTONSUNLightingTeamleanproductiontraining精益生产培训第20页20Waitingformaterialtoworkon等候材料Temporarystorage暂时库存Carryingheavystuff搬运重物Alotofreporting做很多汇报Transportingpartslongdistances远距离搬运产品Componentsmissing元器件丢失Defects缺点WatchingtheMachinerun看机器运行Lokkingfortools找工具Machinebreakdown机器坏Movementininventory库存搬运Countingparts数产品Rework返工Wastesaroundusleanproductiontraining精益生产培训第21页

Transportation搬运浪费

ExcessiveInventories库存浪费

OverMotion动作浪费

Waiting等候浪费

Overproduction过多制造浪费

Overprocessing过分加工

Defectiveproducts不良品浪费TheSevenWaysWeWaste七大浪费TIMWOODleanproductiontraining精益生产培训第22页22ExamplesOfWasteExamineAllWastes,Constraints,AndCustomerIssuesToOptimizeAttack.leanproductiontraining精益生产培训第23页

Layout(distance)布局(距离远)Longset-uptimes设机时间长

Poormaintenance差保养

Poorworkmethods较差作业方法

Lackoftraining缺乏培训

Poorsupervisoryskills管理弱

Ineffectivescheduling计划效果差

Inconsistentperformancemeasures

测量不一致

Functionalorganization功效架构Excessivecontrols管控太紧

Noback-up/cross-training

无贮备,多功效培训

Unbalancedworkload工作量不均衡

Nodecisionrules无决议

Novisualcontrol无可视化管理

Lackofworkplaceorganization

工场混乱

Supplierquality供给商品质

Inconsistentsupplyofdetailparts

来料品质不稳定SourcesOfWaste浪费源头WasteIsSoOftenSoCloseInFrontOfUsThatWeDon’tSeeIt.WeMustLearnToSeeAndThinkSystematically.AndFromANewPerspective.浪费就在咱们眼前,但咱们却视而不见.咱们必须学会系统地…从新角度,去发觉浪费leanproductiontraining精益生产培训第24页24Defects:incorrectdataentry不良:输入错误数据Overproduction:preparingextrareports,reportsnotactedupon,batchpractices过分生产:准备很多报表

Transportation:extrastepsintheprocess,distancetraveled,noco-location运输:流程太多,长距离行走Waiting:batchmethods,choppyworkflow(i.e.closings,billings,collections)等候:排队,盖章流程Inventory:transactionsnotprocessed,in-andout-baskets,signaturecyclerooms库存:业务停滞,签署Motion:extrasteps,extradataentry,informationnotatpoint-of-use动作浪费:步骤太多,太多数据输入,资料不是都有用Processing:sign-offsandapprovals,toomanylayersinmanagement加工:署名批复,太多管理层Multiskilling:Lessandless,more‘Specialists’hiredtodo‘normal’jobs多技能:越来越少,很多”教授”在做简单事.WasteInBusiness/AdminProcesses

业务/行政管理过程中浪费leanproductiontraining精益生产培训第25页25UnderstandingAProcess–Lean

精益生产思索:流程中不一样活动THEACTIVITYOFTHEPRODUCT

产品活动:

Whatishappeningtothe‘thing’goingthroughtheprocess,fromtheperspectiveofthatitem?Whattasksareactuallyvalueadded?HowlongIs

thecycletime?Whatpercentageofthatcycletimeiscomprisedofvalue-addedactivity?

从”物质”角度看,流程中物质发生了什么改变?哪些是增值?周期有多长?

百分之几包含增值活动?THEACTIVITYOFTHEPERSON

人员活动:

Fromtheperspectiveoftheperson,whatpercentageofeffort(ofthetotalavailableworktime)isactualvalue-added?Wheredoesthepersonimpartvariation(quality,lead-time,etc)intotheprocessandproduct?从人员角度看,(整个工作时间中)有多少是增值?何时造成了流程和产品变异(质量,周期)?THEFLEXIBILITYOFTHEPROCESS

流程柔性:

Whatisthetimerequiredto“changeover”fromdoingonetypeofworkorprojecttoanother?Howoftenshouldchangeoveroccur?Howcapableisthepersonandtheprocessofworkingamixtureofprojects,products,andvolume?从一个产品”切换”到另一个产品需要多长时间?切换频率?在混合产品生产中,员工和流程能力怎样?leanproductiontraining精益生产培训第26页Thereare4activitiesthe‘product’ofyourprocesscanbeengagedin.

transportation搬运

<2%storage储存

<18%inspection检验

0processing加工

>80%world-class

Items1,2,and3arewaste;item4iswherevalueisadded.Whenthe‘product’sits,wearegeneratingwaste.ThinkFLOW.Whycan’tyourprocessflow?Nowyouareidentifyingsourcesofwaste!产品停下来就在产生浪费.让它流动起来!ourtendency10%70-80%5-10%1-5%Note:percentagesareofprocesslead-time.‘Product’Activity“产品”活动Begintoconsideraprocessfromtheperspectiveofthe“thing”goingthroughtheprocess.leanproductiontraining精益生产培训第27页99%NVA1%VATypicalnon-valuetovalue-addedratio:经典非增值,增值百分比:

TheideashouldNOTbe‘buyafastermachine’.

不应总是想着”买更加快机器”.Peoplearealreadybusy.咱们够忙了

Wemustfocusontherealopportunity:the99%NVA.

咱们更应关注99%非增值个别.Focusonsystemicchangetoeliminatewaste.

系统改变,消除浪费.Mostcompaniesgoafterthis:多数制造商这么做:

andmaybegetthis.改进了这么多。ContinuousImprovementActivity连续改进leanproductiontraining精益生产培训第28页28TypesofMapsValueStreamMappingandProcessMappingaretechniquesthathelptovisualizeworkprocesses.Bydoingso,theyenableimprovementteamsandmanagerstoidentifyareasforstreamliningthework,reducingdefectsandimprovingoperationsinmanyways.BothtechniquesarevaluabletoolsforLeanManufacturing.NosinglemaportechniquesuitseverypurposeandsituationweneedtolearnwheretouseValueStreamMappingandwheretouseProcessMapping.ValueStreamMapProcessFlowMapleanproductiontraining精益生产培训第29页29

TypesofMapsProcessMapping—iseffectiveacrossawiderangeofsituationsandlevelsofdetail.Processmappingisfundamental.Itassumesnopre-conceivedsetofarrangements,toolsortechnique.ValueStreamMapping—isamorerecenttechniquedesignedspecificallyaroundtheToyotaversionofLeanManufacturing.Thesetwoapproachesviewthesameworkfromdifferentperspectivesandondifferentlevels.

Eachhasaplaceintheimprovementofworkprocessesandtheattainmentofbusinessgoals.Afactoryisenormouslycomplex.Onlyvisualsconveyenoughinformationtounderstandtheprocesses,relationships,hiddenwasteandtime-domainbehavior.Visualizationbringsadeepunderstandingandleadstomajorbreakthroughsinproductivityandotherperformance,Itleadstoconsensusonsystemicproblemsandremedies.Whileafinishedprocessorvaluestreammapcommunicatesvaluableinformation,themostimportantbenefitcomesfromitscreation.

Duringthemappingprocess,whenproperlydone,insightsgrow,patternsshiftandconsensusbuilds.Notonlydoesmappingleadtobetterprocesses,itleadstoaconsensusthatenablesandenhancesimplementation.leanproductiontraining精益生产培训第30页30LeadTime23.5daysVATime3minutesValueStreamPresentStateMap(VSM)leanproductiontraining精益生产培训第31页31LeadTime4.5daysVATime3minutesValueStreamfutureMapleanproductiontraining精益生产培训第32页32Productioninacontinuousone-pieceflowBatchproductioninanisolatedprocess-PUSH离散型,批量—推进式生产

Continuousflow:”produceone–moveone”–PULL“单件流”–拉动式生产Lead-time30+++++ProcessA:10minutesProcessB:10minutesProcessC:10minutesLead-time12leanproductiontraining精益生产培训第33页33TraditionalCuttingCuttingBendingShippingWarehouseWeldingReceivingwarehouseRawmaterialStorageStorageStorageStorageStorageBendingPressingPackagingTotalcumulativeprocessingtime:MinutesActualLeadtime:Weeksleanproductiontraining精益生产培训第34页34LeanCuttingCuttingBendingShippingWarehouseWeldingRawmaterialBendingPressingPackagingTotalcumulativeprocessingtime:MinutesActualLeadtime:Hoursor(acoupleof)daysThink“Flow”leanproductiontraining精益生产培训第35页35Takttime=——–––––TaktisaGermanwordandmeansamusicaltempoorbeat.

来自德语,音乐节拍.Itgivestherhythmtopullproduction.拉动生产节奏.Vitalforbalancinginputs,outputsandlabouruse.

平衡输入,输出和劳动力

DailyNetWorktimeDailyRequiredQuantity(SalesDemand)Takttime节拍时间leanproductiontraining精益生产培训第36页36Ifcapacityappearstobeinsufficient(bottleneck),oftenasingleoperationexceedsthetakttime.产能不够通常是某一个制程时间超出节拍时间造成瓶颈Linebalancing,akeyindustrialengineeringskill,canhelpsolvetheproblem;adjustingthetasksassignedtoeachoperator,reconfiguringthelayoutofthelineorincreasingtheefficiencywithwhichthelimitingtaskcanbeperformedUnderstandingcycletimesisanimportantpartoflinebalancing.Ifcycletimeforeveryoperationinthecompleteprocesscanbereducedtoequaltakttime,productscanbemadeinone-pieceflow.

如每工序作业时间缩减到节拍时间,就能够”单件流”生产了.TakttimeandLinebalancing节拍时间,线平衡leanproductiontraining精益生产培训第37页37leanproductiontraining精益生产培训第38页

Involvedandempoweredemployees.全员参加,激励机制

Workstationsinorderofprocesses.按流程布局

Manual,visualperformanceboard.可视化

One-pieceflowprocessing.单件流

Cross-trainedworkers.多技能培训

Compactlayout.布局紧凑

Processingpacedtotakttime.以节拍时间流动

Standardoperationsdefined.标准作业LeanProcessCharacteristicsDoesthisapplyonlytofactoryprocesses?Businessprocesses?Engineeringprocesses?leanproductiontraining精益生产培训第39页39Materialflow-JIT

VSM,Kanban,Takt-time,Cont.flow,Leveling…People-Teams(TQC)Kaizen,VMS,SPS,PDCA(Ishikawa,5-why..)Machines-TPM

5S,Jidoka,Andon,OEE,SMED,Poka-Yoke…LeanMethods&Tools精益生产方法,工具leanproductiontraining精益生产培训第40页Customer客户

VOC需求

Takt节拍时间

Q