Material-pull-system(精益物流拉动)

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、