Participant Guide 学员手册

Participant Guide 学员手册
Lean Manufacturing System 精益生产系统 LEAN MANUFACTURING TRAINING 精益生产培训 xxxxxxxxxx有限公司 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统我们每天坐班的工厂？… 轰隆隆！轰隆隆！！顾客是上帝销售 YES 超时加班额外费用 NO 订单下达到工厂未预计的订单变化快！119 停工待料积压库存设备故障质量问题人员调配 Bestway Lean Manufacturing Training,June 7-9th,2002

What Shall We Talk…? 内容安排
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 What Shall We Talk…? 内容安排精益生产系统简介现场管理及班组建设质量、成本和交货周期运行效率价值流分析柔性生产单元看板拉动和精益供应链精益指标和推行策略模拟演练讨论 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System Briefing 精益生产系统简介
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 1 Lean Manufacturing System Briefing 精益生产系统简介制造系统的要点市场竞争及全球化精益生产五项原则最好的工厂？ Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Lean Thinking and Lean Manufacturing System 精益思维和精益生产系统 Starting with Toyota in the late 50’s and catching on in the mid – 80’s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers 起源于20世纪50年代丰田汽车公司，而在80年代中期被欧美企业纷纷采用。随着微利时代的来临，精益生产模式成为企业竞争的有力武器 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Manufacturing Evolution 制造系统演化史 Henry Ford Assembly line mass production Produce in high volume with low variety Single skill 福特首创的装配线是大规模低品种生产方式的代表，工人被当成工作的机器 Toyota Production System (TPS) Just-In-Time Production (produce only what is needed) Pull System High variety to meet customers wants 丰田系统是建立在准时化观念上的拉动式生产模式，以应付小订单多品种的挑战 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Key Points for Manufacturing System 制造系统要点 Craft 手工生产 Mass 大规模生产 Synchronous 同步生产 Lean 精益生产组织 Agile 敏捷生产组织 Low volume Customized 低产量个性化 Large batches of similar products Inflexible machinery Manufacture of goods by process 大批量少品种工序式生产设备大难组合 Focused on total elimination of waste Ongoing efforts to improve Quality, Productivity, and Responsiveness Recognition of employee abilities 消除浪费不断改进员工参与 Builds on synchronous manufacturing Emphasize on lead time reduction Improve asset utilization Built to customer demand 在同步生产的基础上，强调缩短生产周期提高资源利用率需求驱动 Remove constraints to respond to customer demand through the entire supply pipeline (supplier-customer) Capable plants linked to lean concepts 改善整个价值链节点上连着精益工厂 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Marketing Competition and Globalization 市场竞争及全球化 Shorter lead time and on time delivery 快速并准时交货 Grow the mix，special configurations 需求品种增加，特殊定制 Maintain / improve quality and reduce price 不断改进质量及降低销售价格 Total life cycle of product becoming shorter and shorter 产品的生命周期越来越短 No boundary，business globalize village 无国界，业务“地球村” Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Marketing Competition and Globalization 市场竞争及全球化 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Life Cycle Cost In Different System 不同系统中的成本大规模生产模式下的产品生命周期成本精益生产系统之产品生命周期成本 $/piece V 产量销售价格 $/ piece 销售价格产量 V Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 The Cost / Lean Relationship 精益生产与成本的关系 LEAN 产品生命周期成本投资直接员工本成质量间接员工间接员工质量精益的通俗定义自动化程度灵巧的双手全自动 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 What Is Lean? lean adj. 1a: lacking or deficient in flesh b: containing little or no fat 2: lacking richness 3: deficient in an essential or important quality or ingredient 4: characterized by economy of style or expression syn. thin, skinny, lanky, scrawny, gaunt, bony, emaciated, svelte, lank ant. fat, fleshy, overweight, flabby, obese, plump, chunky, corpulent, soft Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Lean -“精益”释义精益：形容词 1： a：无肉或少肉， b：少脂肪或无脂肪 2：不富裕 3：在必要性，重要性，质量或成分方面稀缺 4：文体或措词简练同义词：薄，极瘦，过分瘦长，骨瘦如柴，瘦削的，似骨的，消瘦的，细长的，瘦长的反义词：肥胖的，多肉的，过重的，不结实的，过分肥胖的，丰满的，粗短的，肥大的，软的 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 What is Lean Manufacturing 什么是精益生产-五个原则 Value 价值站在客户的立场上 Perfect 完美 Value Stream 价值流没有任何事物是完美的不断改进 Lean Manufacturing 精益生产从接单到发货过程的一切活动降低成本，改善质量，缩短生产周期象开发的河流一样通畅流动 Demand Pull 需求拉动 Flow 流动 BTR-按需求生产 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 With Lean Manufacturing You Can Get 通过精益生产可以实现生产时间减少 90% 库存减少 90% 到达客户手中的缺陷减少 50% 废品率降低 50% 与工作有关的伤害降低 50% The amount of human effort, time, space, tools, and inventories can typically be cut in half very quickly, and steady progress can be maintained from this point onward to cut inputs in half again within a few years. -精益思维, Womack & Jones Bestway Lean Manufacturing Training,June 7-9th,2002

Whatever You Call It 不管你称呼它什么
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Whatever You Call It 不管你称呼它什么 Lean Manufacturing Flow Manufacturing Continuous Flow Demand Pull Demand Flow Technology Toyota Production System _____ Production System etc?.. 精益生产流动制造连续流需求拉动需求流动技术丰田制造系统 ______ 制造系统等等…... Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing - Key Characteristics 精益制造 - 关键特性
Participant Guide 学员手册 Lean Manufacturing - Key Characteristics 精益制造 - 关键特性 Lean Manufacturing System 精益生产系统 Focus on SPEED and SIMPLIFICATION Pull materials through the process Balanced operations based on customer demand Minimal build unless tied to customer order Extend to Supplier Base 着眼于速度和过程简化在生产过程中“拉动”材料根据客户的需求平衡操作除非受订单的限制，否则最小批量生产延伸至供应商 Bestway Lean Manufacturing Training,June 7-9th,2002

Benchmark：The Average Of Top 10% 标杆：前10%最好工厂平均
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Benchmark：The Average Of Top 10% 标杆：前10%最好工厂平均按时交货 - 98% 交付周期时间 - 10 天缩短交付周期时间 (5年) - 56% 缩短生产周期时间 (5年) - 60% 生产周期时间 - 3 天执行比率 - 3/10 = .30 库存周转库存减少 (5年) - 35% 在制品周转 - 80 使用精益生产的工厂 - 96% 1997 IWeek Survey of 2,900 manufacturers 1998 IWeek Survey of 2,100 additional manufacturers Bestway Lean Manufacturing Training,June 7-9th,2002

Benchmark Results 定标结果
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Benchmark Results 定标结果 5年内生产周期时间的改进交付周期时间 (天) 55%的改进 40%的提高按时交货库存周转 40%的提高 44%的提高稍有应用/不应用广泛应用缩短周期时间与流动制造 Bestway Lean Manufacturing Training,June 7-9th,2002

Benchmark Results 定标结果
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Benchmark Results 定标结果 5年生产效率的提高 5年一次性合格生产的提高 40% 的提高 52% 的提高 5年生产成本的改进 650% 的较优广泛应用缩短周期时间与流动制造稍有应用/不应用 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 WPO and Team Building 现场管理及班组建设 2 5S / 6S / 7S Color Coding 色标系统 Andon 直观信号系统 Operation Sheet 操作图表卡班组建设和员工参与 Bestway Lean Manufacturing Training,June 7-9th,2002

Workplace Organization 现场组织管理
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Workplace Organization 现场组织管理 WHAT IS 5S /6S / 7S Seiri Seiton Seiso Shitsuke Seiketsu Sort Straighten Shine Standardize Sustain + Safety + Save 整理整顿清洁展开保持 + 安全 + 节约 Bestway Lean Manufacturing Training,June 7-9th,2002

Workplace Organization - 5S 现场组织管理- 5S
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理- 5S 第一步：Sort 整理确认什么是需要的使用的频率有多高给不需要的贴上标签处理贴上标签的物品 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理- 5S 整理标签 1、物料名称： 2、物料ID： 3、物料数量： 4、物料价值： 5、放置原因： 6、使用频率： 7、处理行动：去掉返回移到整顿物品仓库分开存放其他责任人：完成日期：计划：实际： 5S 小组清查：把生产不必需或不常用的东西贴上标签 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理- 5S 第二步：Straighten 整顿我们可以知道物品放得太多或太少物品很容易找到并很容易拿到 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理 - 5S Step 3: Shine 清洁 ASSIGNMENTS 分配职责 METHODS 确定方法 TOOLS 准备工具 IMPLEMENT 付渚行动 TARGETS 建立目标 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理 - 5S Step 4: Standardize 展开锤子扳手螺丝刀 12 10 8 Habitually Preventing 习惯预防 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - 5S 现场组织管理 - 5S Step 5: Sustain or Discipline 保持 / 教养 Always follow the specified and Standardized procedures. 按规定和标准操作将 5S 进行到底!！ Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - Visual Aids 现场组织管理- 可视管理 Everything has its place and everything in its place 每件物品有指定的位置，每件物品在它的位置上! 每个零件都有指定的存放位置，什么东西不在位置上，一目了然 TOOLS 因为有很好的标记，需要时很快就能找到所要东西 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - Color Coding 现场组织管理-色标管理合格品或安全区待审查区固定位置的物品废品、返工区有害物品或防撞标识 Red Blue White Yellow Grey 一般区域 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - Address System 现场组织管理-地址系统 P54-A O54 P55 O55 P54 A 2 3 4 5 7 8 9 100 6 90 80 70 20 30 40 50 60 10 FA-OP54/55-L02 DBA02020 DBA02010 DBA02040 DBA02060 DBA02050 DBA02030 DBA02070 DBA02080 DBA02100 DBA02090 DBA01010 DBA01020 DBA01030 DBA01040 DBA01050 DBA01060 DBA01070 DBA01080 DBA01100 DBA01090 FA-OP54/55-L01 S W E N Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workplace Organization - Operational Sheet 现场组织管理 - 操作图表卡全面质量管理操作校验校核基线安装光学器件压紧螺钉 Bestway Lean Manufacturing Training,June 7-9th,2002

Team Building and People Involvement 团队建设 / 员工参与
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 People doing the work know the operation best Decisions need to be made at all levels where the work is being done Those people affected by a change (line design) need to participate in making that change WHY ？？？从事工作的人员最了解其本职工作在工作地点的所有层次上都需要作出决策受某一改革影响的人需要参与实施这个改革 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 Change is exciting when it is done by us, threatening when it is done to us. Who Moved My Cheese? “当变化由我们完成时，它是令人激动的，而当它发生到我们身上时，就是危险的。” Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 T Together E Everybody A Achieve M More 自然工作小组-NWG 激发主人翁精神通过消除浪费和关注客户达到不断完善的目的培养多技能员工提高效率 “我们是老虎队！” Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 define training plan, based on training needs set up on - the - job training and certification program formalize training effectiveness evaluation process 基于需求的分析做出培训计划建立在岗培训与操作证制度实行培训效果评估程序 Training Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 All near misses are examined. Safety instructions are incorporated in all jobs. Tracking injury / illness incident rates and lost workday case rates 杜绝隐患于未然,所有工作卡应包含安全指导跟踪并改进“伤病事故率”和“损失工作日率” 绿十字日历 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 Three ways’ communication Horizontal 平行 Top to bottom 自上到下 Bottom to top 从下到上 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Team Building and People Involvement 团队建设 / 员工参与 Idea！作为自然小组的日常工作，参与建议率90% 建议应在30天内答复，60天内实施承认和表彰有正式及非正式形式，应与工厂的目标结合在一起 GOOD JOB! Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Quality,Cost and Delivery 质量、成本和交货期 3 对待质量的心态和改进工具成本的构成及控制手法流动的物流和信息流是缩短交货期的保障 Bestway Lean Manufacturing Training,June 7-9th,2002

Quality Is Not Only The Result 质量：不仅仅是“结果面”的质量
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Quality Is Not Only The Result 质量：不仅仅是“结果面”的质量 “结果面”的质量：客户对产品和服务的满意度 “过程面”的质量：从订单到发货一切过程的工作心态和质量下个工序是客户!!! Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 The Attitude to Quality 对待质量问题的心态 People CAN and WILL make inadvertent mistakes! If one person makes a mistake – ANYONE can! ONE mistake out the door is too many!! Mistakes CAN be eliminated and MUST be eliminated for us to become COMPETITIVE!!! 人们可能而且也会在无意中做出错误如果一个人会犯错误，那么任何人都会犯错误一个错误出门，带来麻烦多多为使我们更有竞争力，错误必须消除而且也能消除 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 The Attitude to Quality 对待质量问题的心态 99.9%的正确率意味着什么？每天北京机场有一次飞机着陆是不安全的每年发生两万起药物处方错误每天发生50起新生婴儿掉在地上的事件每小时发生两万起支票帐户的错误一个人出现三万二千次心跳异常 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Error Proofing 差错预防 Preventing or detecting errors at the source FMEAs provide basis for error proofing 在源头预防或探测差错失效模式分析是差错预防的基础 zz Bestway Lean Manufacturing Training,June 7-9th,2002

To The Defects, I Will Say No!No!!No!!! 对待缺陷，三不政策
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 To The Defects, I Will Say No!No!!No!!! 对待缺陷，三不政策 DON’T ACCEPT 不接受！ DON’T MAKE 不制造!! DON’T DELIVER 不传递!!! Bestway Lean Manufacturing Training,June 7-9th,2002

Standards Is The Foundation 标准是改进的基础
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Standards Is The Foundation 标准是改进的基础为什么要标准化？ - 代表最好的、最容易的和最安全的方法 - 提供了一种衡量绩效的手段 - 表现出因果之间的联系 Bestway Lean Manufacturing Training,June 7-9th,2002

The Continuous Improvement Tool 改善的工具: SDCA – PDCA
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 The Continuous Improvement Tool 改善的工具: SDCA – PDCA 时间改进 P D C A S Standardize Do Check Action Plan Bestway Lean Manufacturing Training,June 7-9th,2002

The Way To Low Down Cost 降低成本的手段
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 The Way To Low Down Cost 降低成本的手段重新思考成本的构成改善生产力消除浪费 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 New Thinking To The Cost 对成本的重新思考在价格，成本和利润的关系中，有两种不同的思考方法：一定要现金！传统的方法销售价格 = 成本 + 利润新的方法利润 =销售价格 – 成本 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统产品成本的构成直接人工 5 –15% 分摊费用 20 –30 % 材料成本 50 – 70% Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统降低成本的优势：范例通过管理使制造成本下降20%，而增加114% ！当前状况增加销售50% 削减支出50% 降低成本20% 销售 $ 100,000 $ 150,000 成本 - 80,000 - 120,000 - 64,000 毛利 20,000 30,000 36,000 财务费用 - 6,000 - 3,000 利润 14,000 24,000 17,000 利润增加 --- 71.4% 21.4% 114.2% Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统提高生产率：降低成本有两种方法可以提高生产率： - 保持产出不变，减少投入 - 保持投入不变，增加产出投入过程产出劳动资本管理信息生产率每年提高2.5%对其提高的贡献为：资本：0.4% 劳动：0.5% 管理：1.6% 商品服务反馈循环 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统消除浪费：降低成本站在客户的立场上，有四种增值的工作 - 使物料变形 - 组装 - 改变性能 - 部分包装物料从进厂到出厂，只有不到 10% 的时间是增值的！ Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统消除浪费：降低成本 Correction 返工 Overproduction 过量生产 Conveyance 搬运 Motion 多余动作 Waiting 等待 Inventory 库存 Processing 过程不当 Bestway Lean Manufacturing Training,June 7-9th,2002

Waste of Overproduction 过量生产
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Waste of Overproduction 过量生产 Producing More Than Needed Producing Faster Than Needed 生产多于所需快于所需 Bestway Lean Manufacturing Training,June 7-9th,2002

Waste of Inspection/Correction/Rework 检验/校正 / 返工
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Waste of Inspection/Correction/Rework 检验/校正 / 返工 Rework of a Product or Service to Meet Customer Requirements 为了满足顾客的要求而对产品或服务进行返工 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Waste of Material Movement / Conveyance 物料搬运 Any movement of material that does not support a lean system 不符合精益生产的一切物料搬运活动 Bestway Lean Manufacturing Training,June 7-9th,2002

Waste of Processing 过程不当
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Waste of Processing 过程不当 Effort which adds no value to a product or service 对最终产品或服务不增加价值的过程 Bestway Lean Manufacturing Training,June 7-9th,2002

Waste of Inventory 库存浪费
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Waste of Inventory 库存浪费 Any supply in excess of process requirements necessary to produce goods 任何超过加工必须的物料供应 Bestway Lean Manufacturing Training,June 7-9th,2002

Inventory Covers All Problem 库存掩盖所有问题
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Inventory Covers All Problem 库存掩盖所有问题库存水平维修问题效率问题质量问题交货问题 Bestway Lean Manufacturing Training,June 7-9th,2002

Low Down Inventory To Expose Problem 通过降库存暴露问题
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Low Down Inventory To Expose Problem 通过降库存暴露问题库存水平维修问题效率问题质量问题交货问题 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Waste of Waiting 等待 Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized 当两个关联要素间未能完全同步时所产生的空闲时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Waste of Motion 多余动作 Any movement which does not contribute value to the product or service 任何不增加产品或服务价值的人员和设备的动作 Bestway Lean Manufacturing Training,June 7-9th,2002

Shorten The Lead Time 缩短交付周期
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Shorten The Lead Time 缩短交付周期交付周期和制造周期制造中的时间成批和流动缩短周期 Bestway Lean Manufacturing Training,June 7-9th,2002

Lead Time and Manufacturing Cycle Time 交付周期和制造周期
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Lead Time and Manufacturing Cycle Time 交付周期和制造周期交付周期：制造周期：订单-订单处理-采购-物料进厂- 加工-发货- 货款交付 LT-全过程物料进厂 – 加工 – 成品出厂 MCT Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Time and Impact 时间与影响原材料在制品成品供应商 L/T 运送顾客根据需求生产传统做法根据预测生产/采购流动制造/精益生产原材料/在制品/成品 Bestway Lean Manufacturing Training,June 7-9th,2002

Time in Manufacturing 生产中的时间
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Time in Manufacturing 生产中的时间日产量 = 200 (2 班) 仓库中的零件数 1000 等待的零件数移动的零件数正在检验的零件数返工的零件数生产时间是1.5小时生产周期时间 = 2200/ = 11 天增值比 = 1.5/(11*16) = 0.85% Bestway Lean Manufacturing Training,June 7-9th,2002

Shorten The Lead Time – Flow Chart 从流程图入手，缩短交付周期
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Shorten The Lead Time – Flow Chart 从流程图入手，缩短交付周期 Store in Warehouse Inspect Parts Move to line Perform Operation #1 Store in Buffer Bin Perform Operation #2 360 Ft. 350 Ft. 7 Ft. 1 Ft. 2 Ft. 4 Ft 12 min. 4 min. 1.5 min. 2 sec. 8 sec. Handle Inspect Process Store Description Value Added Non Distance Time Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Lead Time Shorten Graphic 交付周期缩短图示 ORIGINAL Non-Value Added Value Process 2 Process 1 Process 3 Wash Process 4 PLANNED IMPROVEMENTS Process 1/2 Process 3/Wash POTENTIAL WITH COMBINATION Process 1/2/3/Wash/4 增值/非增值动作要素分析目标行动措施 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Shorten The Lead Time – Batch Or Flow 缩短交付周期：成批或流动练习：下列B / F中的???各为多少？操作 #1 操作 #2 操作 #3 C/T=1min Raw WIP F/G ??? B 操作 #1 C/T=1min 操作 #3 操作 #2 Raw F/G ??? F Bestway Lean Manufacturing Training,June 7-9th,2002

What Is Flow Manufacturing? 什么是流动生产？
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 What Is Flow Manufacturing? 什么是流动生产？未开发的河流开发的河流 A Developed Flow is Less Disruptive A time based system that pulls material through a production system with no interruptions 建立在时间基础上，无障碍地拉动物料流经生产系统 Bestway Lean Manufacturing Training,June 7-9th,2002

Value Stream Mapping 价值流分析
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 4 Value Stream Mapping 价值流分析供应商顾客信息控制工序C 工序A 工序B 理解流程…看到价值…憧憬未来状态 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Some Lesson Learned 实施精益生产中的一些教训 Cherry-picking the toolsis not enough 赶时髦或随机选择一些工具是不行的 Focus on the flow of value to create a system 应当建立一个增值的连续流程 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 What Is Value Stream 什么是价值流 All the actions (both value added and non-value added) currently required to bring a product through the main flows essential to every product: - the production flow from raw material to the customer - the design flow from concept to launch - order processing flow：from customer to manufacturing 一个产品的主要流程所需要经过的所有行动（包括增加价值的行动和不增加价值的行动）: 1) 从原材料到成品 2) 从概念到正式发布的产品设计流程 3) 从订单到付款流程 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Why Mapping the Value Stream 为什么要图析价值流 Develops ability to see the total flow...beyond the single process level 建立超越单个工艺过程层次而看到宏观生产流程的能力 Helps identify the sources of waste 帮助发现浪费源 Shows the linkage between information flow and the material flow 展示了信息流与物流之间的联系 Provides a communication tool for all levels 广泛沟通的工具 Helps establish priorities based on barriers to flow 确定优先次序 Ties together lean concepts and techniques helps avoid cherry-picking 结合精益的概念与技术…避免“只挑容易的” 来改进 Forms the basis of an implementation plan 形成实施计划的基础 Describes what you are actually going to do to affect the quantitative data 描绘为了影响这些定量的数据，应该做些什么 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Value Stream Mapping Steps 价值流图析步骤 Product family 产品族将注意力集中在单个的产品族上了解工艺工程当前是如何运作的 Current status 当前状态图 Future status 未来状态图设计一个精益价值流工作计划及实施制订“未来状态”的实施计划 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Value Stream Mapping - Icons 价值流图析：图标1 物流图标 Weekly 卡车运货库存或队列时间 I 300 pieces 1 Day 推式箭头物流流向/来自外部资源 max 20 pieces FIFO 先进现出顺序流超市回收通用图标缓冲区或安全库存 Uptime 1-pc flow 改进方案外部资源 XYZ Corporation 操作工内部工艺工程 ASSEMBLY 数据筐 C/T = 45 sec C/O = 30 mins 3 Shifts 2% Scrap Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Value Stream Mapping - Icons 价值流图析：图标2 信息流图标提取看板生产看板手工信息流电子信息流分批地看板到达 Weekly Schedule 信息信号看板 OXOX 生产顺序 “现场了解” 进度安排看板架 Bestway Lean Manufacturing Training,June 7-9th,2002

VSM - Understand Current Process 理解当前过程 Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Understand how the process currently operate 理解当前过程是怎么运行的从顾客要求着手包括订单数量与包装大小绘制基本的生产过程沿着“门对门”流程倒走 (从发货点开始) 草绘简单的流程图，初步了解流程与工艺顺序使用标准图标（用铅笔）开始绘制当前状态图 Bestway Lean Manufacturing Training,June 7-9th,2002

VSM - Understand Current Process 理解当前过程 Lean Manufacturing System 精益生产系统 Understand how the process currently operate 理解当前过程是怎么运行的（续）给每一工艺过程加上数据框没有标准时间 (使用秒表) 包括每一工艺过程如下的一些适当数据: - 生产周期时间 - 产品批量大小 - 包装尺寸 - 作业准备时间 - 工人数目 - 工作时间 - 机器正常使用时间 - 产品变更 - 一次性合格率记录库存/在制品数量定义关键零件 - key/control part，统计其库存数量 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 VSM - Understand The Work 理解当前工序操作 Data collecting 需要数据采集 Understand Sequence 理解工作顺序 Understand Cycle Time了解生产周期 Capture Waiting Time 收集等待时间 Without Data，It’s Just An Opinion! 没有数据，它只是你的观点！ Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 VSM - Understand Current Process 理解当前过程 Understand how the process currently operate 理解当前过程是怎么运行的（续）展示来自供应商并且流向顾客的物流包括发货频率展示工艺过程之间的物流展示信息流画出时间线包括交付周期时间和加工时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Value Stream Mapping - Current Status 当前状况图示 Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Prod. Control MRP I 注： C/T －周期时间 C/O －换型调整时间 Uptime －工时利用率 Qty －数量 Lot Size －批量 LT -- 交货周期 MCT －制造周期 VA －增加价值的时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Current Status Mapping Steps 当前状况图示步骤 Lean Manufacturing System 精益生产系统 1) Start with the customer 从顾客开始 2) Draw the basic production processes 绘制基本的生产工艺流程 3) Add data boxes for each process 给每个工艺过程加上数据框 4) Add inventory points 添加库存数据 5) Show material flow from suppliers & to the customer 展示源自供应商并且流向顾客的物流 6) Show material flow between processes 展示工艺过程之间的物流 7) Show information flow 展示信息流 8) Draw timeline (incl. lead time and value added time) 绘制时间线（包括供货周期时间与增值时间） Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Current Status Mapping - How To Use？如何使用当前状况图 Improve the whole instead of optimizing parts 整体改进而不是局部优化 See & understand the flow of material and information 观察并了解物流与信息流 Envision the future State 憧憬“未来状态” let the customer pull 让顾客拉动 remove wasted steps, 消除浪费的步骤, get remaining steps to flow, 使剩下的步骤流动 Bestway Lean Manufacturing Training,June 7-9th,2002

Future Status Mapping - How To ？如何图析将来状况图 Lean Manufacturing System 精益生产系统 Begin by drawing on the current-state map 由绘制当前状态价值流图开始 First iteration assume existing product designs, process technologies and plant locations are given 第一次绘制假定现有产品的设计、工艺技术与工厂位置不变 Future-state should continuously evolve into the ideal state 未来状态必须持续的逐步发展成理想状态 Forms foundation for the implementation plan--like a blueprint 成为实施计划的基础－－象一幅“蓝图” Always need a future state and a plan to get there 永远需要一个未来状态构想与一个实现此未来状态的计划 Bestway Lean Manufacturing Training,June 7-9th,2002

Operational Availability 运行效率
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 5 Operational Availability 运行效率 OEE - Overall Equipment Effectiveness TPM - Total Preventive Maintenance QCO - Quick Change Over 总的设备有效性全员设备维护快速换型设备预防维修计划更换空气过滤器更换灯泡更换皮带更换制冷元件更换油路过滤器清洁油路调节弹簧张力调紧螺钉检查线路检查马达 LOCKOUT RULES Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Operation Effectiveness - The Objective 运行有效性之目标 Accurate data and analysis drives continuous improvement 准确的数据收集和分析是持续改进的基础 Quick setup enables flexible manufacturing, reduces inventory and lead time 快速换型加强了生产的灵活性，减少了库存和生产准备时间 70 % of all maintenance is proactive 70% 的维护工作都是先期进行的 Emergencies are repaired quickly and efficiently, predictive/ preventative program prevents failures. 紧急故障得到快速而有效的检修，预测性 / 预防性程序防止故障发生，非紧急工作排进了计划 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Production Reporting & Charting 生产报告及图示 - Monitors the status of production at any given moment in time. 监控生产在任何时间的状态 - Provides the historical data necessary to continuously improve operational availability 记录历史数据以不断改善运行能力 - Production (hour by hour) 每小时生产状态如型号、产量等 - Down time 故障维修时间 - Change over 换型次数和时间 - Planned down time 计划停机时间 - Quality loss 质量损失 - Speed loss 速度损失 - Other lost time，people，material，etc 其他损失时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Capability Loss In Production 生产中的能力损失 YES NO 设备计划运行吗？设备有能力运转吗？设备在运行吗？ IN GOOD PRODUCTION 计划停机时间换型时间故障维修时间其他损失（待料，早退）设备设置好了吗？设备在生产合格产品吗？质量损失设备在全速运行吗？速度损失 Bestway Lean Manufacturing Training,June 7-9th,2002

Improve Productivity Through Increase OEE 通过提高总的设备有效性改善生产率
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Improve Productivity Through Increase OEE 通过提高总的设备有效性改善生产率操作时间停工损失纯操作时间速度损失增值的废品损失 51% 总的可用时间 228 243 248 310 340 400 450 设备故障 - 25 min 作业换型 - 30 min 减速 – 满负荷的80% 较小的停工 – 30 min 废品 – 2% 作业起动损失-15 min Bestway Lean Manufacturing Training,June 7-9th,2002

Improve Overall Equipment Effectiveness 改进总的设备有效性 Lean Manufacturing System 精益生产系统 PARETO 主次分析 TOP 5 根源分析 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Total Preventive Maintenance 全员设备（预防）维护 Total Preventive Maintenance is the total activities of all employees work to increase uptime, improve quality of output, improve safety, and reduce costs through the continuous improvement of equipment operation 全员设备维护是所有的员工努力通过持续改善设备的运行来增加有效时间、提高产品质量、加强安全性及减少设备成本的全系统的活动 Bestway Lean Manufacturing Training,June 7-9th,2002

Some Key Maintenance Data 一些关键的维修数据
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Some Key Maintenance Data 一些关键的维修数据 MTBF - 平均故障间隔时间 MTTR - 平均修复时间 PM% - 预防维护时间占总维护及维修时间的百分比，目标》70% Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 TPM: Owner / Operator Concept 责任人 / 操作员观念 The operator will be empowered to: monitor the equipment, notify maintenance prior to any machine downtime occurrence, assure that housekeeping is maintained, perform minor repairs and aid maintenance personnel with the suggestion 操作员有责任：监测设备，在机器出现故障前通知维修人员进行维护，进行日常的清洁整理及小的维护调整工作，并把平常观察情况反映给维修人员 LOCKOUT RULES Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 TPM Is A Paradigm Shift TPM 是一种模式转变 “我操作，你维修” “我维修，你设计” “我设计，你操作” “I operate， you fix” “I fix，you design” “I design，you operate” “We are all responsible for our equipment，our plant， and our future” “我们对我们的设备，我们的工厂，和我们的未来都负有责任” Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 TPM Goals 目标 Zero accidents Zero unplanned down time Zero speed losses Zero defects Minimum life cycle cost 零事故，零非计划停机时间零速度损失，零废品产品生命周期成本最小化我们为什么达不到？？？ Bestway Lean Manufacturing Training,June 7-9th,2002

Continue Improvement - 5 Why？持续改进 5 Why？
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Continue Improvement - 5 Why？持续改进 5 Why？例子：设备停机第一个为什么：为什么停机了？（机器过载，保险烧了）第二个为什么：为什么会过载？（轴承润滑不够）第三个为什么：为什么润滑不够？（机油泵没抽上足够的油）第四个为什么：为什么油泵抽油不够？（泵体轴磨损）第五个为什么：为什么泵体轴磨损？（金属屑被吸入泵中）第六个为什么：为什么金属屑被吸入泵中？（吸油泵没有过滤器）。。。 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 QCO - Quick Change Over 快速换型好处：减少停机时间，增加生产计划的灵活性，减少浪费，减少库存成本，提高运行能力 Benefits: Reduced machine downtime 2. Flexibility in scheduling 3. Reduced cost of scrap 4. Reduced inventory holding costs 5. Increased capacity Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 The Definition of Change Over Time 换型时间定义 The time between the last good piece off one production run and the first piece off the next run 从完成上一个型号最后一件合格产品到生产出下一个型号第一件合格产品所花的时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Quick Change Over - 8 Steps 快速换型八步法 STEP 1 现场观察并写下换型步骤记录时间和各种浪费 STEP 2 区分内部及外部活动 STEP 3 分析所有换型动作 STEP 4 把可能的内部动作转为外部 STEP 5 优化内外部操作 STEP 6 试验并改进新设想 STEP 7 建立和实施新的操作标准 STEP 8 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 QCO - Opportunities for Improvement 快速换型改进机会 80% Workplace organization 10% Equipment 5% Tooling 5% Product design 80% 之改进机会来源于现场管理 10% 来源于设备本身 5% 来源于工夹具 5% 来源于产品设计 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Quick Response Signal - Andon Board 快速反应信号 - Andon 板好处: 提供下列视觉和听觉帮助: - 目前生产状态 - 库存情况 - 设备状态 - 质量状态 - 需求援助状态 - 按节拍生产状态支持小组的快速反应提高运行能力 Andon 板 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Workstation Readiness 工位准备状态 Visual display of the operation concentrating on the workstation It is a formalized process of evaluating the system design, ergonomics quality/error proofing, methods analysis, containerization tools, machines, equipment, and layout. - The goal is to increase the overall operational availability, safety, quality, and productivity 直观显示以工位为中心的操作。它是一种评估系统设计、人机工程、差错预防、方法分析、容器、工具、机器、设备和布局的过程 READY Bestway Lean Manufacturing Training,June 7-9th,2002

Workstation Regularly Review 对工位定期评审
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Workstation Regularly Review 对工位定期评审组织3-6人的多功能团队每周定期轮查工位确定改善措施并进行跟踪工位评审卡工位日期人员内容评分责任人计划日期实际日期采光照明 3 王明元 4/27/2002 转身动作 2 郭春海 4/28/2002 弯腰动作 1 陈麦良 5/9/2002 料架摆放张兰英 5/14/2002 工作空间 5 ---- 紧张程度 4 走动距离钱满仓 6/30/2002 …… 如果你是工人的话不舒服动手做 Bestway Lean Manufacturing Training,June 7-9th,2002

Flow Cell and “U” Shape Layout 柔性生产单元及U型布局
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 6 Flow Cell and “U” Shape Layout 柔性生产单元及U型布局 TAKT及生产速度 “U”型布局和连续流负荷平衡消除瓶颈和变差 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 TAKT Time and Line Rate （需求）节拍与生产线速度 TAKT Time determines the rate at which work must be accomplished at each operation (Operational Cycle Time) based on the line rate. 节拍时间确定了每一工位必须完成工作的速率（操作周期时间） TAKT is the rhythm or beat of the flow line. 节拍时间是流动线的节奏或拍子 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 TAKT Time and Line Rate （需求）节拍与生产线速度可用工作时间 Takt 节拍时间 = 客户需求数量 (60 X 工作小时/天) - 休息 & 午餐& 其它停顿时间 Takt节拍时间 = 每天客户需求数量例子: (60 x 17.0) - (( )x2) 860 分钟节拍时间 = = 258 件 258 件 ABC 装配线节拍时间 860 分钟 x 60 秒/分 = = 200 秒/件 258 件争取使每一工位每3分20秒生产一件合格品 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 U - Shape Cell Layout and Continuous Flow “U”型布局和连续流 Why??? Flexible Line Capacity One - Piece Flow Communication Save Space 具有柔性生产能力有利于单件流便于员工沟通节约场地 6 5 1 2 10 9 3 4 8 5 6 7 7 4 8 3 2 9 10 1 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 U - Shape Cell - High Rate Status “U”型单元 - 高速生产状态 TAKT 6 5 1 2 10 9 3 4 8 5 6 7 7 4 8 3 2 9 10 1 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 U - Shape Cell - Middle Rate Status “U”型单元 - 中速生产状态 TAKT 6 5 5 6 7 7 4 3 4 8 8 3 2 9 1 2 10 9 10 1 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 U - Shape Cell - Middle Rate Status “U”型单元 - 低速生产状态 1 2 3 4 5 6 10 9 8 7 TAKT 1 2 3 4 5 6 10 9 8 7 6 5 4 3 2 1 Bestway Lean Manufacturing Training,June 7-9th,2002

Line Balance – Data Collecting 生产线平衡：数据收集
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Line Balance – Data Collecting 生产线平衡：数据收集 Takt Time Line 节拍时间线 Scrap 生产废品时间 Changeover 换型时间 Downtime 停机时间 Cycle Time 加工合格品时间 Load/Unload 装 / 卸料时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Job Sequence & Balance 工作顺序及负荷平衡 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Job Sequence & Balance 工作顺序及负荷平衡数据输入区 Takt 节拍时间线负荷时间图 Bestway Lean Manufacturing Training,June 7-9th,2002

How Many Operators Needed？需要多少操作工？
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 How Many Operators Needed？需要多少操作工？ The number of operator is calculated by dividing the sum of the operator work （ value added + non value added ）by the Module Takt Time 操作工的数量等于总的单件产品的人工工作量除以单条生产线之节拍时间人工工作总量（VA + NVA ）操作工数量 = 生产线节拍时间 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Eliminate The System Bottleneck and Variation 消除系统瓶颈和变差 T/T 消除简化合并工具箱消灭七种浪费消除六大损失员工培训全员参与标准化操作 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System and Supply Chain 拉动系统及供应链
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 7 Pull System and Supply Chain 拉动系统及供应链地址 R 拉动系统配料我们只在需要的时候发运需要的物料 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 The Goal For JIT Material Movement JIT物料运动的目标 What are the goals 目标? 在正确的时间以正确的方式按正确的路线把正确的物料送到正确的地点，每次都刚好及时每次都刚好及时！ Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Material Movement and Pull System 物料运动和拉动系统 Authorized Movement Based on Consumption DELIVERY PULL 发送拉动 PRODUCTION PULL 生产拉动物料从存放区向生产点的授权移动以补充消耗的用量物料从上工位向下工位的授权移动以补充下工位的消耗的用量 EXTERNAL PULL 外部拉动物料从外部供应商向工厂的授权移动基于消耗，而非预测 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Pull System - Material Flow and Info Flow 拉动系统：物流和信息流 Key 要点: Plant supermarket Components Assembly Material 物料物流 Pull Card 拉动卡信息流 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - Kanban Types 拉动系统：看板之种类
Participant Guide 学员手册 Pull System - Kanban Types 拉动系统：看板之种类 Lean Manufacturing System 精益生产系统 In-Process (IPK) - Paces the Production 工序看板 (IPK) - “生产的节拍器” Squares / Containers 方块/ 容器式 Replenishment Signals - Parts flow based on Consumption补充看板 - “基于消耗量的零件流动” 2-bin (multiple-container) Card / container Electronic 两箱式 (多容器) 卡片 /容器式电子式 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - How Kanban Works 拉动系统：看板如何工作
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Pull System - How Kanban Works 拉动系统：看板如何工作当操作根据节拍时间平衡后，在工艺流程中使用“方型” 看板来作为工作与拉动零件的信号工序看板系统工作信号操作 #1 操作 #2 操作 #3 K K 拉动不工作开始工作 K = 满看板 = 空看板物流方向 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - Support Flow 拉动系统：支持流动
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Pull System - Support Flow 拉动系统：支持流动 What about operational imbalance? 负荷不平衡怎么办? Line Rate = 100 units/shift 生产线速率 = 100 件/班 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Pull System - Support Flow 拉动系统：支持流动 Lean Manufacturing System 精益生产系统 First：Eliminate NVA steps (set-up and move) 首先消除非增值的步骤 (作业准备与移动) If cannot - 如果做不到 Add capacity- People / Machine 增加人手和设备 In-process KANBAN 采用工序看板 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Pull System - Support Flow 拉动系统：支持流动 Lean Manufacturing System 精益生产系统 IPK 工序看板操作#2在第一班生产100件操作#3在一班结束时还有10件待加工品操作#3在第二班或通过加班生产10件操作#4在一班开始时有10件待加工品 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - In Process Kanban 拉动系统：工序看板
Participant Guide 学员手册 Pull System - In Process Kanban 拉动系统：工序看板 Lean Manufacturing System 精益生产系统 Variable "Pace” 变化的“节拍” K K K K K K K K K 平均用缓冲库存处理生产步伐的减慢或加速(+ 20%) 单件流延续同样的工作/不工作信号 1 minute "buffer"/ 6 sec TAKT = 9 or 10 1分钟 “缓冲 ”/ 6 秒的节拍 = 9 或 10件 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - Replenishment Kanban 拉动系统：补充看板
Participant Guide 学员手册 Pull System - Replenishment Kanban 拉动系统：补充看板 Lean Manufacturing System 精益生产系统 ( 订货周期交付周期保险时间 ) 单位时间用量 + + 看板数 = X 容器容量订货周期以供货天数表示的批量大小（例如，五天）；考虑作业准备，工具/模具的可用率，距离，处理交付周期包括作业准备、运转、等待与移动（包括其它诸如热处理之类的操作）在内的补充时间安全时间弥补需求与反应的变化（例如，输送故障或临时的供应商质量问题）容器容量一般常识取决于尺寸、价值与补充的频率 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - Replenishment KB Calculation 拉动系统：补充看板计算
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Pull System - Replenishment KB Calculation 拉动系统：补充看板计算 ( 订货周期交付周期保险时间 ) 单位时间用量 + + 看板数 = X 容器容量例子：假定：500件/天的生产线速率，订单周期为2天，交付周期为2天并且允许为应付顾客需求变化有1天的安全时间，标准容器容量是250件。 2500 250 看板数 = 500 X ( ) 10 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System Briefing –Single Point Control 拉动系统介绍: 单点节拍控制
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Pull System Briefing –Single Point Control 拉动系统介绍: 单点节拍控制物流方向零部件加工补充信号看板工作指令总装客户 Bestway Lean Manufacturing Training,June 7-9th,2002

Pull System - Replenishment KB System 拉动系统：补充看板工作系统
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Pull System - Replenishment KB System 拉动系统：补充看板工作系统看板挂板 A B C D E F G OD Run line生产点 B-E- D-A 基点看板来自下一级生产 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Leveling Production – Style,Sequence and Batch 均衡生产：品种、顺序、批量 Bestway Lean Manufacturing Training,June 7-9th,2002

The Benefits Of Mixed Production 混流生产的好处
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 The Benefits Of Mixed Production 混流生产的好处 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Supply Chain Mapping 供应链图析供应商的供应商缓冲 5 天周MRP 供应商缓冲 7 天缓冲客户 3 天制造商缓冲 7 天 13 周交付周期客户的客户现在要货！ 4 周 “执行”时间 9 周缓冲预测变动 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Lean Supply Chain Mapping 精益供应链图析客户的客户现在要货！缓冲客户 1 天制造商 3 天供应商 1 周供应商的供应商 1周半 3 周拉动信号 13 天交付周期品种增加 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Waste in the Supply Chain：Cost 供应链中的成本浪费传统的采购流程：发单催货运输检验付款谈判总采购成本精益采购流程：运输付款谈判总采购成本 Bestway Lean Manufacturing Training,June 7-9th,2002

Different Stages On Supply Chain Development 供应链开发的不同阶段 Participant Guide 学员手册 Lean Manufacturing System 精益生产系统第一阶段：Conventional Approach 传统做法 Adversarial relations 敌对关系 Price is the priority 价格是决定因素 Formal certification 正规认证 Culture：Suppliers are Expendable 企业文化：供应商是可以牺牲掉的第二阶段：SCM 供应链管理 Longer - term relationship 长久关系 Quality is the priority 质量是决定因素 Reduce in number of suppliers 减少供应商数量 Culture：Work with supplier to improve quality， cost and lead time 企业文化：与供应商一起改进质量、成本和交货期 Bestway Lean Manufacturing Training,June 7-9th,2002

Different Stages On Supply Chain Development 供应链开发的不同阶段 Participant Guide 学员手册 Lean Manufacturing System 精益生产系统第三阶段：Operational Alignment 生产联盟 Time is the priority 时间是决定因素 Focus on core process Capability 关注关键工艺能力 Joined R&D pilot program 尝试一同开发项目 Culture：Production begins in supplier’s department 企业文化：部分生产开始在供应商处进行第四阶段：Strategic Alignment 战略联盟 Joined business and process control 业务及流程一体化 Agreements on strategies，polices 一致的战略，政策 E- Commerce，eLean info flow 电子商务，电子信息流 Culture：Strategic business partnership with suppliers 企业文化：业务战略伙伴 Bestway Lean Manufacturing Training,June 7-9th,2002

Different Stages On Supply Chain Development 供应链开发的不同阶段 Lean Manufacturing System 精益生产系统第五阶段：World Class Attainment 世界级水平 End - to - End Lean enterprise，eLean practice become standard operating procedure 起点到终点链接精益企业，电子化精益实践成为标准操作 World class enterprise pursue dynamic supply chain management in new ways that stretch the existing rules of competition 世界级水平的企业追求动态供应链的创新以赢得竞争力 Culture：Striving for continuous improvement throughout the entire value stream together 企业文化：在整个价值链上不断完善 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Implementation Strategy 精益推行策略
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 8 Lean Implementation Strategy 精益推行策略 Why Our Company have to Be In Lean？ Gap Assessment Roles and Education Time Frame for Lean Journey 为什么我们公司要精益生产？差距评估角色和培训精益进程时间表 Business Objectives Scrap Jan. Apr. Jul. Dec. Uptime Goal On Time Delivery 员工信息中心 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing System 精益生产系统 Key Performance Indicators 关键的表现指标 CUSTOMER Manufacturer Delivered Quality 交货质量 Product Reliability 产品的可靠性 On-Time Delivery 准时交货 Lead Time 交付周期 Flexibility 灵活性 Price 价格 Material Cost Containment 遏制材料成本 Labor Cost Containment 遏制劳动力成本 Productivity 生产效率 Inventory 库存 Cost of Quality 质量成本 Capacity 生产量必须评估有多少个表现“差距” Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Gap Assessment 精益系统差距评估
Participant Guide 学员手册 Lean Gap Assessment 精益系统差距评估 Lean Manufacturing System 精益生产系统 Bestway Lean Manufacturing Training,June 7-9th,2002

Supporting the change wall-to-wall 支持全方位的变化
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Supporting the change wall-to-wall 支持全方位的变化生产部门把支持功能从中央分散，建立产品团队用团队解决问题并施行改进整顿工作场地消灭浪费，实施流动计划调度部门依靠“拉式”系统监控更少的工作中心通过目视控制系统来管理维修管理部门设备可用性与可靠性成为焦点单元/流动线施行预防性维护并监控停工时间快速换型生产与灵活性成为焦点单元/流动线工具与换型管理 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Supporting the change wall-to-wall 支持全方位的变化质量部门用失效模式分析设置监控/检验点在可能的地方进行差错预防支持单元/流动线团队处理改进事宜采购部门供应与需求“拉动”速率相连接采购的准则：交货期 – 质量 – 价格供应商需要培训与技术支援市场营销部门准确及时的需求信息反馈小批量观念，而不是累积大订单对生产的冲击避免紧急订单促销策略与营运部门一同制订 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Supporting the change wall-to-wall 支持全方位的变化产品开发部门以可制造性设计/可装配性设计为重点标准化产品一次性合格生产设计减少设计与成形产品的周期时间工艺部门标准化工艺习惯生产线节拍时间的考虑，远离传统的“工位效率” 差错预防工艺将焦点从提高单个工序效率变更到消除约束（瓶颈，生产能力，可靠性与柔性）上 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Supporting the change wall-to-wall 支持全方位的变化会计部门事先成本法：倒冲劳动力与材料消耗/成本从跟踪工厂宏观绩效过渡到跟踪产品族绩效从被动汇报到主动监控支持小批量生产人力资源部门实行培训计划支持问题解决团队/建议制度企业文化和绩效考评系统 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Manufacturing Training 精益生产体系的培训
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Lean Manufacturing Training 精益生产体系的培训 Approximately 10% of an organization need sound education base Key Flow leaders and implementers need advanced training Everyone eventually needs awareness 全组织大约10% 的人员需要扎实的培训关键流程的主管和精益推行者需要更进一步的培训当然每个人都应该了解精益生产基本知识 Bestway Lean Manufacturing Training,June 7-9th,2002

Implementation Measures - Lean Metrics 实施衡量系统 - 精益指标
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Implementation Measures - Lean Metrics 实施衡量系统 - 精益指标 1、Responsiveness 响应度 - Time 时间 Quoted Lead Time 答期 Customer LT ratio 对客户要求LT之比率 Manufacturing Cycle Time 制造周期 - Reliability 可靠性 OTD request 对要求的准时交货率 OTD promise 对许诺的准时交货率 Fulfill rate 订单完成比率 - Flexibility 灵活性 # orders per day 每天完成订单数 Effective capacity range（ +/- %） without +/- resource 有效能力范围，（不加减资源） Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Implementation Measures - Lean Metrics 实施衡量系统 - 精益指标 Delivered PPM 发送的百万分之不合格率 Warranty $ 担保金额 Infant Failure 天生缺陷率 - Quality 质量 2、Resource Productivity 资源生产率 - Fixed 固定资产 V- A per fixed ￥固定资产增值比 Unit / square meter 件/平方米 - Working 流通资产 ITO - total for product family 产品族总周转 Raw ITO 原材料库存周转 WIP ITO 在制品库存周转 F/G ITO 成品库存周转 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Implementation Measures - Lean Metrics 实施衡量系统 - 精益指标 - Human 人力资源 Total - value added / total headcount 增值/总人数 Direct - value added/ direct 增值 / 直接员工数 Ratio - （salary + indirect ）/ total 间接人员与总人员之比 Safety - accident rate，loss working days 安全 - 事故率，损失工作天率 - Internal Quality 内部质量 FTQ - first time quality 首次质量合格率 Scrap and rework ￥ % 废品和返工% COQ -cost of quality 质量成本 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Implementation Measures - Lean Metrics 实施衡量系统 - 精益指标 - Supplier 供应商响应度 - LT，OTD 质量 - PPM 价格 - % 价格折扣 / 年 ================================================= Key Point： - Few better than many（max。12）少而精，最多12个 - From measure division level and plant level，change to focus on product family 从衡量分部或工厂水平，过渡到衡量产品家族 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Journey - The Preparation 精益征程：准备工作
Participant Guide 学员手册 Lean Journey - The Preparation 精益征程：准备工作 Lean Manufacturing System 精益生产系统 Without INCENTIVE -- Gradual Change 没有原动力 -- 逐步改变 Without VISION -- Confusion 没有远景 -- 不清不楚 Without ACTION PLAN -- False starts 没有行动计划 -- 难免失败 Without SKILLS -- Anxiety 没有知识 -- 焦虑不安 Without RESOURCES -- Frustration 没有资源 -- 沮丧消沉 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Journey - Hong Long？精益征程：路有多长？
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Lean Journey - Hong Long？精益征程：路有多长？ Will differ in each environment 在各种环境下都会有不同 Suggest aggressive schedules; perhaps faster than normal projects 建议订立进取性的进度安排；也许要比正常的项目要快 Depends on pace of culture change 依赖于“企业文化”的改变步调 Typical “典型的” Pilot area - 12 weeks First wall-to-Wall line – half to one year Plant – 3-5 years 生产试验区 – 3个月第一个“全方位”的生产车间 – 半年到一年工厂：4 - 5 年 Bestway Lean Manufacturing Training,June 7-9th,2002

Lean Implementation-The Path 精益实施之进程
Participant Guide 学员手册 Lean Manufacturing System 精益生产系统 Lean Implementation-The Path 精益实施之进程规划与准备危机意识和实施动力项目管理与执行当前状态管理层培训数据采集当前业务指标产品/工艺 - 批量 / 混线生产 - 流程图工作内容差距评估平衡生产线;生产线设计;培训持续改进拉动式进度安排;看板内部组织培训行动计划精益商业流程设计未来状态其它工具和培训(按需要) 品质改善减少作业准备差错预防 TTPM sigma 设计目标流程和目标测定全员参与的文化 S - 整理工作场地系统化的解决问题方案 Bestway Lean Manufacturing Training,June 7-9th,2002

Participant Guide 学员手册

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Participant Guide 学员手册

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