精益生产之仓库模拟游戏课件

精益生产之仓库模拟游戏WarehouseSimulationGame*2DuringtheWarehouseSimulationGametheprinciplesofLeanareshownandweaskyoutoapplythemonthespotThegamemakesyouthinkaboutwhatisvalueaddforthecustomer,whatistheemployee’sroleandvalueaddintheprocess,andtoletgooftraditionalrolesandseeminglyindependenttasksThegoalistomakeLeanmoreconcreteandeasiertoapplyItisaninteractivewaytogetyouacquaintedwiththeLeanprinciples.Tounderstandtheopportunitytoimprovequality,cost,anddeliveryperformanceintraditionalwarehousingTogainanawarenessofhowJITwarehousingdiffersfromtraditionalwarehousingTogainanappreciationofthefollowing'LEAN'terms:EighttypesofwasteContinuousflowprocessingTakttimeObjectives*3AgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*4Run(do)Redesign&Prepare(plan)Analyze(check)LEANtheory&examples(act)Structureofsimulationrounds“Setupnewround”“Designimprovedwarehousesystem”“Simulateoperation”“Measureperformanceandidentifyissues”*5AgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*6Context*7Youare6,12,18,or24employeesinawarehousethatproduceskitsfortheconsumerindustryThepackingfortheseproductsrequiresspecialtreatment,buthasasimilarsetupThecompanyiscurrentlyunabletodeliverthequality,cost,anddeliverypromisesmadetoitscustomersOperationEachorderismadefrom¼sheetofA4,1photofilmtubeand2to12paperclipsEachoperatorhasaworkstationwith1workinstruction*81Receiveandcheckpacking2Cutpackingintoquartersheets3Preparebox,addpicklist4PickpackitemsrequiredfororderQCShip&5Checkquality,sealorder6MaterialhandlerUnitsGoalNumberofgoodordersdeliveredPercentwrongpicked/packeditemsfromtotalnumberofitemsGoodordersdelivered/numberofemployeesNumberof1/4papersheetsinproductionareaAveragethroughputtime(minutes)Indexedagainstround1(=100%)Trackingkeyperformanceindicators

KPIDescriptionCostorRevenue€Comment1.Quantity#ofcorrectordersdeliveredRevenue€1002.Latepenalty#oforderslateCost-€503.Qualitypenalty#ofincorrectordersdeliveredCost-€504.WIPNumberof1/4papersheetsinproductionareaCost-€105.Space#tablesusedCost-€1006.Personnel#employeesCost-€2007.OverheadCost-€300Fixed8.Productivity#ordersdelivered/#employees9.LeadTimeTimeittakestofinishfirstorder*9AgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*10AgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*11Round1:TraditionalmanufacturingEveryprocesshasabatchsizeof4Everybatchmustbepreparedtogetherandthematerialhandlermustberequestedtodeliverthecompletebatchtothenextprocess(materialhandlercanonlytakeonebatchatatime)Everyoperatorshouldworkasfastaspossible1.Receipt5.Inspect/ship4.Pickpacking3.Preparation2.CuttingLayoutisbyprocess2m6.Materialhandler*12Simulationround1Customersdemand:24ordersin10minutes*13Time*14UnitsGoalNumberofgoodordersdeliveredPercentwrongpicked/packeditemsfromtotalnumberofitemsGoodordersdelivered/numberofemployeesNumberof1/4papersheetsinproductionareaAveragethroughputtime(minutes)Indexedagainstround1(=100%)Round1analysis:

TrackingkeyperformanceindicatorsKPIDescriptionCostorRevenue€Comment1.Quantity#ofcorrectordersdeliveredRevenue€1002.Latepenalty#oforderslateCost-€503.Qualitypenalty#ofincorrectordersdeliveredCost-€504.WIPNumberof1/4papersheetsinproductionareaCost-€105.Space#tablesusedCost-€1006.Personnel#employeesCost-€2007.OverheadCost-€300Fixed8.Productivity#ordersdelivered/#employees9.LeadTimeTimeittakestofinishfirstorder*15Round1analysis:

LearningpointsWhatwentwell?Whatwerethemostsignificantproblems?WIPlevelsBottlenecksWaitingtimeWorkerstress/boredomTeaminteractionDefectrateWhatweretherootcausesoftheseproblems?Howcantheseberesolved?QualityFirstpassyieldCostProductivityInventoryDelivery%ontimetocustomerLeadtimePerformanceHowcanperformancebeimproved?*16InflexibilityWasteVariabilityReducingwaste(“muda”)meansloweringcosts,improvingqualityandachievingconsistentthroughput(servicelevel)CustomerdemandOutputCustomerdemandOutputReducinginflexibility(“mura”)meansbecomingabletodelivertotheclientwhatheasksattherighttimeintherightamount(servicelevel)Reducingvariability(“muri”)meansimprovingprocessreliabilityi.e.loweringcostandimprovingqualityThreeleanenemies'waste','inflexibility'and'variability'addressalloperationaltargets*17Typicallearningpoints*18Thelayoutispoor:DoesnotsupportthisproductPreventspeopleunderstandingthesystemHinderscommunicationOperatorsoftenhavenothingtodo:BatchmanufactureWaitingformaterialhandlerSystememptyatstartofshiftHighlevelsofinventorytieupcashandcreateaqualityriskDespitealotofactivity,thecustomerdemandhasnotbeenmetItisafrustratingsystemtoworkinModule:Waste

Module:OnePieceFlow

Module:Kanban

8typesofwasteOverproductionProducetoomuchortoofastOverprocessingMorestepsintheprocessesthanrequiredTalentNotfullyutilizingthetalentofallemployeesMotionEverymotionthatisnotaddingvalueDefects/ReworkRepairingbadqualityormistakesTransportationMovementsbetweenprocessesInventoryEverythingthatisin

excessoftheminimumrequiredtoperformthetasksWaitingWaitingforparts,untilsomeoneelsehascompleteshiscycleLeanIntroductionTraining20*ContinuousFlowProcessingisoftenthefirststeptoremovingwasteThetraditionallayoutandconfigurationofprocessesanddepartmentscreateswasteContinuousflowprocessing*21LinedesignexamplesAINVBCDINVINVINVEINVFBatchProductionIsolatedABCDEFContinuousFlowLinear“U”-ShapedParallelABCDEFCBADEFMaximizedFlexibility&MotionEconomyFeedbackReducedInventoryReducedfloorspaceClearproductionstatus(short/full)ReducedfloorspaceIncreasedoperatorflexibilityacrossstepsReducedfloorspaceGoodforpair-productproduction*221pieceflowandpullsystemFinalcustomerdictatessequenceandpace:pullsystemCustomer-supplierrelationateachprocessstep(cess3iscustomerofprocess2andprocess3issupplierofprocess4)Thesystemisusinga1pieceflowhavingstandard1pieceWIPEachprocessmakestoreplenish"supermarket"downstream(Kanban)KanbanSupermarketisidentifiedastheplacetoput1singlepartbetweeneachprocess*231.Receipt3.Setup2.Cut4.Pickpack5.QualityFinalcustomerAgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*24Round2:Summaryofdesignchanges*25Improvedlayout(tooptimizematerialflow)ContinuousflowprocessingBatchsizeof1(fromoperator3onwards)NoneedforinternalpackagingWorkispasseddirectlybetweenoperatorsMaterialhandlerfreeduptostudyperformancePullsystemimplementedtocontrolinventoryandtoallowcustomertosetpaceEachstationworksonlyifdemandexistsatthenextdownstreamDemandissignaledbyemptyKanbanspace(WIPstorage)Customerpulls1orderfromlastprocessevery25secondsSimulationround2Customersdemand:24ordersin10minutes*26Time*27UnitsGoalNumberofgoodordersdeliveredPercentwrongpicked/packeditemsfromtotalnumberofitemsGoodordersdelivered/numberofemployeesNumberof1/4papersheetsinproductionareaAveragethroughputtime(minutes)Indexedagainstround1(=100%)Round2analysis:

TrackingkeyperformanceindicatorsKPIDescriptionCostorRevenue€Comment1.Quantity#ofcorrectordersdeliveredRevenue€1002.Latepenalty#oforderslateCost-€503.Qualitypenalty#ofincorrectordersdeliveredCost-€504.WIPNumberof1/4papersheetsinproductionareaCost-€105.Space#tablesusedCost-€1006.Personnel#employeesCost-€2007.OverheadCost-€300Fixed8.Productivity#ordersdelivered/#employees9.LeadTimeTimeittakestofinishfirstorder*28Round2analysis:

LearningpointsWhatwentwell?Whatwerethemostsignificantproblems?WIPlevelsBottlenecksWaitingtimeWorkerstress/boredomTeaminteractionDefectrateWhatweretherootcausesoftheseproblems?Howcantheseberesolved?QualityFirstpassyieldCostProductivityInventoryDelivery%ontimetocustomerLeadtimePerformanceHowcanperformancebeimproved?*29Module:TaktTime

Module:WorkforceFlexibility

Module:PokaYoke

11)21)3456OperatorLineisclearlyimbalancedWhatshouldbedone?Howmuchworkshouldeachpersonhave?Assumetheseprocessesmustremainbatchoperation1312331030Analyzingtheproblemofwaiting

Timeperorder,Seconds*31Solvingtheproblemofwaiting

Timeperorder,SecondsThecorrectpaceofproduction

exactlyachievescustomerdemandintheproductiontimeavailableForabalancedlinewithminimalwaste,eachprocessmustcompleteoneoperationatthispace:thetakttimeTakttime=AvailabletimeCustomerdemand =10minutes*60seconds

24orders =25secondsperorderTakttime=25sAssumetheseprocessesmustremainbatchoperation11)21)3456Operator1312331030*32Solvingtheproblemofwaiting

Timeperorder,Seconds-LineBalancingTakttime=25sAssumetheseprocessesmustremainbatchoperation11)21)3456Operator1312252325Auxiliarywasteduetoisolatedbatchprocesses1)WorkelementshavetoberedistributedtoensureeveryprocesswillproduceatcustomerdrivenpaceCrosstrainingwillbenecessaryProductivitywillbeimprovedNonvalueaddedtimefocusedatoneoperation:timemaybeusefullyfilleduntilfurtherproductivityimprovementsarepossible*33AgendaCaseintroductionPracticeroundRound1“Waste”Round2“Flow”Round3“Takt”Summary

*34Round3:SummaryofdesignchangesLinebalancedtotakttimeFlexibleworkforceIn-stationqualitychecks(PokaYoka)*35SimulationRound3Customersdemand:24ordersin10minutes*36Time*37UnitsGoalNumberofgoodordersdeliveredPercentwrongpicked/packeditemsfromtotalnumberofitemsGoodordersdelivered/numberofemployeesNumberof1/4papersheetsinproductionareaAveragethroughputtime(minutes)Indexedagainstround1(=100%)Round3analysis:

TrackingkeyperformanceindicatorsKPIDescriptionCostorRevenue€Comment1.Quantity#ofcorrectordersdeliveredRevenue€1002.Latepenalty#oforderslateCost-€503.Qualitypenalty#ofincorrectordersdeliveredCost-€504.WIPNumberof1/4papersheetsinproductionareaCost-€105.Space#tablesusedCost-€1006.Personnel#employeesCost-€2007.OverheadCost-€300Fixed8.Productivity#ordersdelivered/#employees9.LeadTimeTimeittakestofinishfirstorder*38Round3analysis:

LearningpointsWhatwentwell?Whatwerethemostsignificantproblems?WIPlevelsBottlenecksWaitingtimeWorkerstress/boredomTeaminteractionDefectrateWhatweretherootcausesoftheseproblems?Howcantheseb