KANBAN看板.ppt

1、KANBAN 看 板,Pull System 拉动系统,Definition: Replenishment based on consumption. Replace only same quantity that has been taken by the customer. (Supermarket concept) 定义：根据需求进行补充。只补充客户消耗的数量。 （超市概念）,The pull signal answers these questions: How much to produce and simplify scheduling of work When to produc

2、e The supplier location and customer location Employ back flushing techniques to simplify material and labor transactions 拉动信号可以回答下列问题： 做多少以及简化生产计划 什么时候做 供应商和客户的位置 运用反冲技术来简化物流和人的流动,Pull Signal 拉动信号,KANBAN Definition 看板定义,Definition: A tool used for signaling production plan and pull system. 定义：传递生产任

3、务，拉动生产的一种信号,A Kanban system ties all processes together and minimizes inventory by only replacing what has been consumed. 看板将各工序紧密联系起来，通过只补充消耗的数量来使库存最小化,KANBAN Device 看板介质,Kanban Device: The signaling device is a card. 看板介质：传递信号的介质是卡片,Purpose of KANBAN 运行看板的目的,Purpose: Kanban is a tool used to: Cont

4、rol and balance production Control the movement of material Eliminate waste Identify material Use visual controls Control production of material 目的：看板可以用于： 控制及平衡生产 控制物流 消除浪费 物料识别 目视化管理 控制生产物料,Scope of KANBAN 看板的使用范围,Scope: Raw Materials Between Processes Finished Goods Suppliers (Internal consider s

5、et-up, availability of tooling, distance, handling.,定义: 以供货天数表示的批量大小。（例如5天）；考虑作业准备， 工具/模具的可利用率，距离，处理。,This work center processes 16 different parts. 这个加工单元生产16种不同的零件,What is the average Order Cycle ? 平均的订单周期是多少？,30 Min.分钟,1 2 3 4 5 6 7 8,Therefore, 4 hours per day available divided by 1/2 hour per s

6、et-up allows for 8 set-ups per day. 因此，4小时的准备时间允许每天有8次作业准备。,Answer: 2 days 答案：2 天,How to determine order cycle ? 怎样确定订单周期？,30 Min.分钟,30 Min.分钟,30 Min.分钟,30 Min.分钟,30 Min.分钟,30 Min.分钟,30 Min.分钟,Definition of lead time 交付周期的定义,Definition: Lead time is the sum of signal delay, wait time ， production ti

7、me when received a production signal.,定义: 由产生一个生产“信号”的时间起，直至这个产品/零件生产完 毕的总时间。,How to determine lead time? 怎样确定交付周期？,Factors: - Signal Delay - Lag Time: Waiting for work that is in front of yours? - Set-Up - Processing Time: Number of parts x cycle time,因素: - 信号延误 - 等待时间：等待排在前面的工作完成？ - 作业准备 - 生产处理时间：

8、 零件数 X 生产周期,Be careful: Lead time should be less than order cycle. Why? 注意：交付周期要不能大于订单周期。为什么？,Definition of transit time 运输时间的定义,Definition: This is the time from when supplier completes the order until when user receives it.,定义: 由一个产品/零件生产完毕的时间起，直至货物到达“客户”手 上并可使用的总时间。,How to determine transit time?

9、 怎样确定运输时间？,Factors: - Subsequent operations - Shipping time delays - Shipping / Movement time - Customer receipt procedure,因素: - 生产之后的工序 - 预备运输的相关工作 - 运输/搬运时间 - 客户的收货程序,Definition of safety time 安全时间的定义,Definition: To cover the variation in the process, and keep safety stock.,定义: 由于生产过程的变异而需保留的安全库存。

10、,How to determine Safety time? 怎样确定保险时间？,Factors: - Down time Mean time between failure (MTBF) Mean time to repair (MTTR) - Scrap / Quality problems - Drop-ins - Absenteeism - Shortages - Demand variation,因素: - 停工时间 平均故障间隔时间 平均修复时间 - 报废/品质问题 - “急单” - 消极怠工 - 物料短缺 - 需求变化,Kanban Board 看板挂板,Good example of Replenishment Kanban 补充看板范例,In Process KANBAN 工序间看板,In Process kanban: When the operations are balanced to the TAKT time, IPK are used as signals to do work and pull parts through the process 工序间