![Material-pull-system(精益物流拉动)_第1页](http://file4.renrendoc.com/view12/M02/39/09/wKhkGWaP7PyAcgyaAAEkLDW1JUQ088.jpg)
![Material-pull-system(精益物流拉动)_第2页](http://file4.renrendoc.com/view12/M02/39/09/wKhkGWaP7PyAcgyaAAEkLDW1JUQ0882.jpg)
![Material-pull-system(精益物流拉动)_第3页](http://file4.renrendoc.com/view12/M02/39/09/wKhkGWaP7PyAcgyaAAEkLDW1JUQ0883.jpg)
![Material-pull-system(精益物流拉动)_第4页](http://file4.renrendoc.com/view12/M02/39/09/wKhkGWaP7PyAcgyaAAEkLDW1JUQ0884.jpg)
![Material-pull-system(精益物流拉动)_第5页](http://file4.renrendoc.com/view12/M02/39/09/wKhkGWaP7PyAcgyaAAEkLDW1JUQ0885.jpg)
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
ThisPPTismainlyaboutpullsystem.Firstlyintroducetheleanhistory,thenexplaintheconnectionamonglean5basicprinciple.Becausevaluestreammapping&pursueperfectionareimaginaryandshouldbedescribedforalongarticle,thistimeIdon’tintroducethemindetails.Thistimeonlyfocusonvalue&flow&standardization&pullsystem,especiallymaterialpullsystem.Jul.272017MaterialpullsystemABriefHistoryofLean精益历史简介
FatherofManagement科学管理学之父FatherofMotion-TimeStudy动作-时间研究之父FatherofAssemblyLineConcept组装线概念之父IndustryQualityTransformation工业质量转变BirthofTPS*/LeanConceptsTPS*/Lean概念诞生“TheMachineThatChangedTheWorld”改变世界的机器“LeanThinking”精益思想TheOriginsofLeanManufacturing精益生产的起源LeanManufacturinghasits’rootintheToyotaProductionSystem(TPS).SeveralindividualsatToyotawereinstrumentalindevelopingandsystematizingTPS.Amongthemostimportantwere:精益生产来自于丰田制造系统(TPS).几位丰田人对其进行了发展和系统化,其中贡献最大的
:SakichiToyoda丰田佐吉(1867~1930)HisconceptofJidoka(autonomation)isoneofthefoundationalprinciplesofTPS.他的概念jidoka(自动化)是TPS的几项基础原则之一FoundedToyotaMotorCo.in1937.1937年创立丰田汽车公司KiichiroToyoda丰田喜一郎(1894~1952)TheTPShasevolvedthroughmayyearsoftrialanderrortoimproveefficiencybasedontheJust–in–Time(JIT)conceptsdevelopedbyKiichiroToyoda,thefounder(andsecondpresident)ofToyotaMotorCorporation.TPS一直在准时制生产的基础上不断试验去提升效率,而准时制生产就是由丰田喜一郎发明的,丰田汽车的创始人。Drawingonhisexperienceofintroducingaflowproductionmethodusingachainconveyorintotheassemblylineofatextileplant(completedin1927)withamonthlyproductioncapacityof300units.他将流水线生产的经验应用于纺织厂,链条式传送带使月产量达到300HestudiedFord’sproductionsystemandadaptedittothesmaller,morediverseJapanesemarket.他研究了福特生产系统并把它应用于更小,更多变的日本汽车市场EijiToyoda
丰田英二(1913~)ByensuringthoroughimplementationofJidokaandtheJust-in-Timemethod,EijiToyodaincreasedworkers‘productivityinaddingvalueandrealizedtheToyotaProductionSystem,whichenabledToyotatocompetehead-onwithcompaniesinEuropeandtheU.S.
通过将Jidoka和JIT彻底应用,提高了工人的效率,TPS让丰田公司能够与欧美公司竞争。TaiichiOhno大野耐一(1912~1990)Knownasthe“ArchitectofTPS.”以“TPS大师”著称SystematizedJidoka,JIT,standardizedworkandkaizenintowhatwenowknowasTPS.将Jidoka,JIT,标准作业和改善融入TPS系统Fatherofthesupermarketsystemofinventorycontrol.超市库存管理之父Dr.ShigeoShingo新乡重夫(1909~1990)Duringtheearly1960‘s,asanoutgrowthofworkwithMatsushita,hedevelopedhisconceptsof“Mistake-Proofing“(Poka–Yoke).1960年代,和Matsushita公司合作后,发明了”防错法”的概念。In1969,SMEDwasoriginatedwhenhecutthesetuptimeona1000tonpressatToyotafrom4.0hoursto3.0minutes.1969年,他帮助丰田将1000吨冲压机台换模时间从4小时减少到3分钟,快速换模概念产生了。Duringthe1970‘s,hetraveledinEuropeandNorthAmericaonmanylectures,visitsandassignments.HebegantoseeToyota’seffortsasanintegratedsystemandbegantoassistseveralU.S.andEuropeanfirmsinimplementation.1970年代,他到欧美演讲,逐渐将丰田的生产方式系统化,并且帮助欧美企业实施。Value价值CorrectlySpecifyValueofProduct/ServicewithCustomerinmind从正确识别产品/服务的价值,始终考虑客户的需求ValueStream价值流IdentifythewastesintheValueStreamandremoveallthewastes识别价值流,消除浪费PursuePerfection追求完美WastesEliminationasanOngoingProcesstowardsPerfection浪费消除,流程趋于完善TheUniversalLeanPrinciple精益原理Flow&SW流与标准化MaketheProductandValueFlowSmoothly理顺产品关系和价值流Pull拉动ProduceonlytothePullofCustomerDemand以客户需求拉动生产
ValueAddedActivity增加价值的活动Somethingcustomersarewillingtopayfor…客户愿意付钱的部分…-AND-Changestheform,fitorfunctionofmaterialorinformation…变更物料或信息的结构,装配或功能…-AND-Isbeingdonerightthefirsttime从开始就一直做对的DefiningValue定义价值EliminateNon-ValueAddedActivity消除不增加价值的活动TimeAfterBeforeValueaddedwork增加价值的工作AfterBeforeNonvalueaddedwork不增加价值的工作时间改善前改善后Non-ValueAddedActivity不增加价值的活动
Allotheractionsandunwantedfeaturesarebydefinition…WASTEaddingnovaluetothecustomer…simplyraisecostsinourbusiness!其它所有活动,浪费定义里所有不希望有的项目,不能为客户增加价值….仅仅增加成本!Observethat2ThingsareALWAYSHappening...两件事一直会相伴发生...
Thingsthatshouldbe
done必须要做的事情Thingsthatshouldnotbedone不能做的事情WASTE浪费WORK工作Understanding&EliminatingWaste识别及消除浪费“It”…EitherAddsValueorDoesNot“它”…要么增加价值,要么不!TimeAfterBeforeValueaddedwork增加价值的工作AfterBeforeNonvalueaddedwork不增加价值的工作时间改善前改善后Concurrently….CreateStandards…DetectAbnormalities建立标准…发现异常5cowboystodrive1000cattle5个牛仔赶1000头牛Shouldtakeonelookandunderstandthesituation
必须一眼看出状况Clearlydifferentiatebetweenwhatis“Normal”and“Abnormal”
清楚辨别正常和异常Detectwhatis“Abnormal”
侦测到什么是异常Don’t“Manage”aStandard…DetecttheAbnormality不要去管理一个标准…去发现异常LookHere…看这里NotHere…不是这里CreateStandards…DetectAbnormalities建立标准…发现异常在制品位置确定贴上标签物料进物料出建立标准FIFONoStandardizationNoImprovement没有标准,没有改善CUSTOMERRMRMStandardWork OnePieceFlow标准化作业一件流WhatisStandardWork?什么是标准工作?
Itsnotaboutworkingharder它不是要使工作更辛劳Itsaboutworkingsmarter它是要使工作更机灵What’sworkingsmarter?什么是工作更机灵?Beingabletoaccomplishthesameamountofworkinlesstime.能够用较少的时间完成相同份量的工作StandardWork--Atoolinflowproductiontoassuremaximumperformancewithminimumwastethroughthebestcombinationofoperatorandmachine标准工作–用于流动生产的一种工具,经由操作员与机器用最佳的结合及最少的浪费,来确保最大的效能Standardworkisnotthesameasworkstandards标准工作与工作标准不同Orientationtowardimprovementnotrigidstandards以持续改进为目标而非一成不变的规范Operationmustbe:作业过程必须是Observable可观测的Repetitive可重复执行的Basedonhumanmotion一般人做得到的Processmustbestandardized程序要标准化VariableprocessesmustbeKaizened多变的程序要先改善FloorsupervisormustberesponsibleforimplementationofStandardWork现场的督导人员要负起执行标准工作的责任PrerequisitetoStandardWork标准工作的先决条件Takttime
顾客需求时间(节拍时间)5RF42361214378562341ElementsofStandardWork标准工作的三要素WorkSequence
工作顺序TStandardWorkinProcess(WIP) 在制程标准数(标准手持)This
pull
system
is
known
as
a
Kanban
system
in
Japan
andin
The
Toyota
Automobile
Corporation
where
it
was
developed
andrefined拉动系统在日本叫看板系统,在丰田汽车公司得到发展和升华精炼。The
Kanbansystem
is
often
called
the
supermarket
system
because
theconcept
originated
in
observation
of
American
supermarkets
by
Toyotaexecutives看板系统又被叫做超市系统,是因为丰田公司通过观察美国的超市的运作发展出看板系统的。The
Toyota
executives
observed
that
when
customers
withdraw
goodsfrom
the
shelves,
the
stocks
are
replenished
by
a
stock
clerk
whochecks
the
shelves
and
replaces
only
the
quantity
which
was
taken丰田总裁发现只有当最终消费者从货架上拿走货物以后超市人员才会补充同等数量的产品。Pull
System拉动系统The
first
pull
signal
came
from
the
customer
who
withdrew
theinventoryandtoldthestockclerkhowmuchtoreplenish第一个信号来自客户,它们拉走货物并告诉仓储管理员需要补充多少.The
Toyota
executives
reasoned
that
this
supermarket
concept
couldbe
adapted
for
management
of
a
factory
on
a
simple
visual
basis丰田总裁详细解释这种超市管理观念可以通过目视化然后用来管理工厂.Since
it
is
impractical
to
have
roving
“stock
clerks”
in
a
factory,
a
cardis
used
to
communicate
to
the
production
foremen
the
fact
that
a
shelfwas
empty因为在工厂内仓储管理员站着不动不实际,所以用一个卡来同生产部门的人员
沟通--这一架空了需要补充.The
Japanese
word
for
card
is
kanban;
hence
the
name
Kanban
for
apull
system因为日本文字卡叫看板,所以拉动系统就叫看板系统.Quite
the
opposite
of
the
traditional
push
principle同传统的推动系统是完全相反的Rather
than
pushing
raw
material
from
store
and
processing
all
the
wayup
to
finish
goods
store,
Pull
system
waits
for
a
signal
from
finishgoods
store
to
process
parts
at
upstream
station
and
working
back
allthe
way
up
to
raw
material
store
which
replenishes
the
parts
whenrequested同推动系统的将原材料从仓库推到生产线上不同,拉动式系统是等待一个从
成品仓库来的开始生产信号,然后从上游工序开始生产,而下游所有的工序都是当需求发生时才开始生产的一种新的生产系统.The
signals
in
a
pull
system
are
in
fact
inventory
levels
for
processingandrawmaterialsreplenishment拉动系统的信号事实上是工序中的库存水平和原材料的补充数量和时间。With
such
a
system
in
place,
shipment
of
finished
goods
triggerswithdrawal
of
components
for
assembly
to
replenish
the
shipped
goodswhich
triggers
withdrawal
of
raw
materials
for
processing
to
replenishthe
withdrawn
components
and
so
on
through
the
triggering
of
avendor
shipment
to
replenish
raw
materials这样的拉动系统如果实施,出货触发装配线开始生产来补充出货的成品,从而又触发原材料来补充装配线,从而又触发供应商来补充原材料等等一连串的反
应.Pull
System拉动系统EDInformation/
MaterialFlow
信息/物流APull
System拉动系统InformationFlow信息流B CATypicalManufacturingSystem传统的生产系统Raw
原材料Raw
原材料FG
成品FG
成品MaterialFlow
物流BinSystem
单箱流系统BinSystem
双箱流系统MultiBinSystem
多箱流系统Min/Max Systems
最小/最大系统TypesofPullSystemEach
operator
has
only
1
bin
of
parts
that
is
being
currently
worked
on每个工位只有一个箱子里的货在加工。Uponcompletingthebin,theoperatorwaitsforthesignalfromdownstreamprocessbeforesendingitoff完成一箱产品后,操作者须等待得到下游工序发出需求信号才可以将他们送走.A
signal
is
given
out
to
the
upstream
process
for
replenishment
下游工序有需求时发出需求信号给上游工序来补充。Pull
System
–1
Bin看板系统--单箱流KanbanSignalKanbanSignalPullSystem–1BinSystem看板系统—单箱系统The
1
bin
system
is
effective
when单箱系统在以下情景下最有效:Quality
issues
are
very
critical
and
requires
immediate
feedback品质问题很关键和需要快速得到反馈。The
product
life
cycle
is
very
short
and
cycle
times
are
critical产品寿命很短,循环时间很短。The
processes
are
very
well
balanced
and
situated
close
to
eachother
as
in
the
case
of
an
assembly
on
a
conveyor
system工序与工序之间非常平衡并靠的很近,就象一个传送带系统一样.Limitations
of
a
1
Bin
system单箱系统的局限性Processes
are
idle
until
the
bin
is
replenished
from
upstream下游工序总是闲置直至得到上游工序补充时Replenishmenttimeislongifoperationsaresituatedfarfromeachother如果制造场所相距很远补充时间较长。Inconsistent
quality
issues
will
disruptsmoothflowofprocesses
不稳定的品质问题将会中断流畅的工序。Different
processing
times
for
different
products
will
cause
jerksalong
the
process不同的产品的不同制造时间将造成急停急动。PullSystem–1BinSystem看板系统—单箱系统PullSystem
–
2Bin
SystemEach
operator
has
2
bins
of
parts,
1
that
is
currently
being
worked
onand
another
bin
as
a
buffer每个工位有2箱零件,1箱零件正在制造,另1箱零件是库存。As
soon
as
the
bin
is
completed
the
operator
waits
for
a
signal
fromdownstreamoperationtosenditout一箱零件加工完成后,上游工序等待下游工序发出信号后才能把零件发出去。Meanwhile
a
request
will
be
sent
to
the
upstream
operation
forreplenishment当有补充需求时,下游工序发出信号给上游工序。While
waiting
for
replenishment
the
second
bin
will
be
worked
on在等待信号的过程中,第二箱零件就进行加工。KanbanCardKanbanCard看板系统—双箱系统Benefits
of
a
2
bin
system双箱系统的好处Processesneednotbeveryclosetoeachothersince
there
is
always
an
additional
bin
to
work
on工序之间不需靠的太近,因为总会有一个附加的箱子等待加工.Itisimportantnottohaveanyprocessesidle工序不因为缺货而闲置下来是重要的.Space
is
not
a
constraint
and
cost
permits
carrying
extra
inventoryintheshopfloor空间不是约束,允许额外的库存在工厂里.PullSystem
–
2Bin
System看板系统—双箱系统Not
very
effective
when不是特别有效:Costofinventoryishighandspaceis
aconstraint库存成本很高,空间是约束.Thereareverylongreplenishmenttimesinceinventoryforeachkanbanwillbevery
high补充时间非常长,因为这样会使库存很多.Therearemanycomponentsforanassemblyincurringmorespaceatsomeprocesses在装配工序有很多种元件,这样在一些工序就会需要很多的地方放箱子.PartParAtPartPartBPartParCtPartParDt161ABCDPullSystem
–
2Bin
System看板系统—双箱系统PullSystem–MultiBinSystemConcept
is
similar
to
two
bin
systems,
where
each
operation
has
alocation
for
the
maximum
number
of
bins
of
WIP
required观念同两箱系统一样,每一个操作工位都有最大个数的箱子等待操作.As
an
operator
empties
one
bin,
the
signal
is
sent
to
the
upstreamoperationforreplenishment当员工完成一箱货时,空箱信号就会送到上游工序要求补充.As
the
operator
finishes
any
bin,
a
signal
is
sent
upstream
to
triggerreplenishment但操作员完成任何箱子时,一个信号就会送到上游工序触发补充货物.As
that
bin
is
being
replenished,
the
operator
can
continue
to
workusing
the
WIP
in
the
next
bin当这箱货物补充完的时候,操作员可以不先做这箱货,而是继续做下一箱货.看板系统—多箱系统Thissystemisusefulwhen这种系统非常有用当:Long
travel
times
make
a
2-bin
system
ineffective长的运输路线,使得两箱效率不高时.Spaceisnotconstrained空间不是约束时.One
operation
is
feeding
a
common
part
to
many
downstreamoperations一个工序供应多个下游工序,同时所需的货都是共用时.Downstream
operations
consumption
rate
is
faster
than
the
stationfeedingthematerial当下游工序消耗率比本工序得到的快时.PullSystem–MultiBinSystem看板系统—多箱系统This
system
has
set
backs
when本系统不是非常有效当:FIFOisnotpracticedwhich
leads
to
poor
traceability先进先出系统运做的很混乱时.There
isn’t
an
effective
prioritization
system
for
supply对供应货物来说,不是很有效.There
are
many
different
parts
in
the
process有许多不同的货在生产线上时.Spaceis
aconstraint空间是约束时.Suppliersmustdeliverinverylargelotsizes供应商必须供应很大批量时.Whichpartdo
Iprocessfirst????哪一个应当先做PullSystem–MultiBinSystem看板系统—多箱系统A
system
with
2
bin
with
different
sizes同两箱系统一样,只是一个大,一个小而已.As
the
level
of
parts
fall
on
the
lower
level,
a
signal
is
sent
upstream
forreplenishment当货物存量到低的水平时,一个补充货物的信号送到上游工序.Meanwhile
the
operator
will
continue
work
on
the
parts
from
the
lowerlevel同时操作员可以继续用小的箱子里的货物工作.PullSystem–MinMaxSystemMax
LevelMin
LevelKanban
signalissuedforreplenishmentKanbanSignal看板系统—最大最小系统This
is
a
good
system
to
use
when:这是一个好系统当:demand
is
somewhat
unpredictable
and
short
customer
turnaroundtimes
are
required需求不可预期时和客户要求周转时间很短时.Inventorycostislowandthereislessneedtomanaginginventoryonadailyorhourlybasis库存成本很低,不需要以一天或一个小时为基数时.It
is
difficult
or
costly
to
count
the
inventory
(e.g.
liquids,
nuts
andbolts,otherbulk-typeproducts)很困难算数量时,或算数量成本很高时,(例如,液体,镙母和栓,其它散装的货.Supply-side
batch
sizes
are
very
large供应一边的批量非常大.PullSystem–MinMaxSystem看板系统—最大最小系统This
system
should
not
be
used
if
:系统不可用当:Costofinventoryishigh库存成本很高If
FIFO
has
to
be
followed有先进先出系统时.PullSystem–MinMaxSystem看板系统—最大最小系统ChangeManagementIssueAmongthegreatestchallengeinanynewinitiativesisgettingthepeople
to
accept
it在实施看板系统的各种挑战中,最大的就是人们要接受它.Failureorsuccessofanyinitiativedependsonhowwelltheyadapttoit失败或成功很大程度上依赖于他们是否适用它,配合的很好.Remember
that
if
an
initiative
fails,
its
not
because
the
system
isineffective,
but
the
manner
it
was
implemented记住如果初次实施失败了,不是因为系统没有效果,而是,实施的方法错了.Poor
communication
,improper
training
and
insufficient
preparation
aregenerallytheelementsoffailure差劲的沟通,不合适的培训,和不充分的准备都是失败的因素.In
all
of
the
above,
the
common
factor
is
human在以上所有的这些,最常见的因素就是人.改变管理观念Downstreamprocesswithdrawitemsfromupstreamprocess上游工序是由下游工序拉动才开始进行生产的.Upstream
processes
produce
only
what
has
been
withdrawn上游只有在拉的时候才生产.Only
100
percent
defect
free
products
are
sent
to
the
next
process只有100%的好货才会送到下道工序.Kanban
always
accompany
the
parts
themselves看板总是和零件在一起.Thenumberofkanbanisdecreasedgraduallyovertime看板的数量随时间逐渐减少.ChangeManagementIssue改变管理观念The
maximum
amount
of
WIP
in
theKanban
buffer
(TotalKanban) should be at least the
amount
required
to
cover
theworst
case
draw
down看板上的最大库存量应当是能够满足最坏情况下的最小的需求量.TotalKanban看板总数量Total
Kanban
看板总数量Demand xReplenishmentTime需求*补充时间So,
if
demand
is
10
parts/hr
and
that
buffer
can
be
replenished
at
arate
of
1
every
3
minutes
(1/20
hr)
then
the
Total
Kanban
must
be
atleast:因此,如果需求是每小时10只零件,库存能够以每3分钟补充一个的速度进行,那么看板总数量最少应当是:DemandxReplenishment
TimeTotal
Kanban
看板总数量
需求*补充时间10
parts/
hr
x
1/20
hr1/2
partsIn
the
scenario
mentioned,
if
we
get
the
signal
just
as
the
down
stream
operatortakesthat
part,wecan
supplythenextpartbeforetheoperatorneedsit.前面提到的情形是,如果我们能够在下游工序的员工拿走零件时就立即得到补充零件的信
号,然后我们有能够在员工需要下一个之前就恰好供应给他.Thisscenariogetsslightlymorecomplicatedwhenatravelor
set-uptimeisinvolved.
Consider
if
therewas
1hrtraveltimein
thepreviousscenario但考虑到运输距离或设置时间时,这个例子就稍微有点复杂了.例如在先前的例子中,运输时间是一个小时.Total
Kanban看板数量
Demand
x
ReplenishmentTime需求*补充时间
10
parts/
hr
x
(1/20
hr
+
1hr)
?
10
1/2
parts
?Here,
it
would
take
just
over
1
1/2
hours
to
supply
11
parts
but
thedownstreamoperationwouldbestarvedafter1hrand6minutes.Something
is
wrong!在这里,用了超过1.5个小时才供应了11个零件,但是下游工序已经没货了1个小时6分钟.一定是什么东西不对劲.TotalKanban看板总数量Theproblemisthat
ittakesmore
than11/20hourtomake10parts!问题是用了超过1
1/20小时才供应了10个零件.Tobeaccurate,thereplenishmenttime
mustbethetimetorefillthekanbanbuffer准确一点讲,补充时间是重新满填充看板库存的时间.TotalKanban看板总数量
10parts/hr x(1/20hr
+1hr)
?Weshouldgiveourworkarealitycheck我们应当对我们的工作进行更实际的检查.Total
Kanban
10parts/hr x((1/20hrxTotalKB)+1hr)Total
Kanban1/2TotalKanbanTotal
Kanban
1/2parts*TotalKanban+10parts10parts20partsTotalKanban看板总数量Atourcurrentdemandof10parts
perhour,wewillgothroughthetotalKanbanof20partsin2hours!当我们的当前需求量是每小时10个时,我们补充20个零件的看板需要2个小时.Ifwegetthesignalatthebeginningofthose20partsitwilltake1/20hrx20parts(or1hour)toreplenishthatamountandanotherhourtoship,foratotalof2hours!如果我们在一开始得到的补充零件信号是20个,那么我们就需要1个小时去补充,另外一个小时去送货,总共就是2个小时.Thus20partsisthebareminimum这样,20个零件就是最小的看板数量Fewerthan20willnotbereplenishedanddeliveredintime如果小于那个数量就会造成补充和送货来不及,最终造成停拉.TotalKanban
看板总数量
20partsTotalKanban看板总数量
20
parts
?Toclear
theinequality,wetypicallyusea
SafetyFactor(often
arbitrarilychosenas25%)为了去掉不等号,我们特意用一个安全系数(经常武断的选择25%)TotalKanban看板总数量
20
partsTotal
Kanban看板总数量Total
Kanban看板总数量
20parts
x
(1+SafetyFactor)
20parts
x
(1+25%)
25
partsThis
safety
factor
is
to
cover
small
variability
in
demand
orreplenishmenttimes这个安全系数是为了保证需求或补充时间的小的波动不会影响正常生产.Now,wecanbesufficientlycomfortablethat25partsissufficienttokeepthedownstreamoperationfromstarving现在,我们对25只库存能够足够保证下游工序免受无料之苦感到放心和满足.TotalKanban看板总数量Customer客户
supplier供应商
(prodution生产)Informationtime信息时间
tIWaitingtime等待时间
tW生产时间
tPDeliverytime运送时间
tDReplenishmenttime补货时间
RT=tI+tW+tP+tDReplenishmenttime补货时间Deliveryinformationtime信息传送时间tI:TheaveragetimeofremovethekanbanCARDSfromBins,collectandputonkanban,removethekanbanCARDSfromthekanban.把看板卡从周转箱中取出、
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
评论
0/150
提交评论