1、1,价值流程图介绍,Value Stream Mapping Introduction,2,Content Outline内容大纲,1、 Definition of Value Stream价值流程图定义 2、Recognize value stream mapping初步认识价值流程图 3、The significance of value stream mapping 绘制价值流程图的意义 4、 Draw Current State VSM绘制价值流程图 5、 Draw Future Status VSM绘制未来价值流程图,3,Definition of Value Stream价值流定义
2、,All activities both Value Added and Non-Value Added required to bring product from raw material to the customer产品从原材料到客户的所有活动,要求增值和无增值的。,1.,4,价值流的定义Definition of Value Stream,A Value Stream includes all elements (both value added and non-value added) that occur to a given product from its inception
3、 through delivery to the customer.一个既定产品从起初（原材料）到目标顾客这个过程中经过的生产流程所需的所有要素(包括增值和不增值的行动).,5,价值流程图 VALUE STREAM MAPPING,直观表示Visual representation of:物料流Material flow (Products from raw materials to the customer hands the hands of the production flow) 从原材料到产品交到顾客手中的生产流信息流Information flow (From concept to
4、 production flow of information)从概念到投产的信息流,Where are the products for their clients, where the value stream!哪里有为顾客提供的产品,哪里就有价值流！,A value stream is all the actions required to bring a product through the main flows essential to every product价值流是指一个产品通过其主要必经流程的过程中所需产生的所有活动!,6,LEADTIME = 51.2dProcessin
5、g time = 0.5d,I,TAKT Time= 92 min,Reduce Setup,当前情况价值流Current State VSM,Reduce Setup,Reduce Setup,2.,Recognize value stream mapping初步认识价值流程图,7,价值流当前图,价值流程图是对整个生产过程的一个可视化的展示Value Stream mapping of the whole production process of a Visualized display:,8,未来价值流图,9, Enables you to See能使你看到:Waste清楚的看出制造过程
6、中出现的浪费System view使我们更直观的认识整个生产流程Operating philosophy清楚的描述了生产流程之间的关系Customers perspective可以了解客户的一个需求信息Roadmap for change给我们提供了改善的方向,价值流程图的意义The significance of value stream mapping,3.,10,The Goals can be defined as followed: Analyze and optimize the Value Steam 分析并优化价值流 Display the complete Value Str
7、eam 展示完整的价值流 Link material and information flow 将物料流和信息流联系起来 Display an allover optimum, not only partial 展示整体的优化，而不是局部Following Benefits can be achieved: Reduce flow time 减少制造周期 Cut Current Assets削减流动资产 Reduce downtime 减少停机时间 Increase transparence of production 增加生产的透明度 Raise customer satisfaction
8、提升客户满意度 Optimize linkage between manufacturing and service 优化制造过程和服务之间的连接 Raise motivation and identification of employees提高员工的积极性 Common language for production analysis 是对制造过程分析的通用的语言,11,八大浪费8 Types of Waste (Muda),Over ProductionWaitingMotionInventoryTransportationReworkProcessingPeople Utilizati
9、on,WASTE IS THE SYMPTOMWASTE IS NOT THE ROOT CAUSE,12,应用价值流程图USING VALUE STREAM MAPPING,Current State Map,Future State Map,ImplementationPlan,Product FamilyDefinition,13,车间价值流的目标VSM Workshop Objectives,Learn how to draw a Current/Future State VSM学习怎样去画当前和将来的价值流Recognize how VSM helps formulate and d
10、rive the Continuous Improvement Roadmap认识到VSM能帮助寻找不断改善方向Understand how VSM integrates DPS and Lean techniques懂得运用价值流为DPSLearn how to employ VSM techniques to identify opportunities (Kaizen Bursts) Kaizen - take apart and study, then put back together better学习用价值流技巧识别改善机会Recognize “Waste” prevalent i
11、n an organization认识浪费的存在,14,价值流程图的价值 True “Value” of VSM,1. Map the Current State绘制当前图,3. Map the Future State绘制未来状况,1ST,2ND,3RD,4TH,1ST,2ND,3RD,4TH,Establish TAKT & Flow in Tank Assy,Stamping Changeover Reduction,Reduce Stamping Buffer,Move Assy to Plant 10,Establish TAKT & Flow in Sender Assy,Pull
12、 To Sender Assy,Training,2008,2009,Activity,2. Analyze Current State分析当前状况,4. Plan Implementation制定计划,5. Implement the plan贯彻计划实施,6. Celebrate your success庆祝成功,Drawing VSMs are a WASTE Unless you prepare an implementation plan and execute it !绘制价值流程图是浪费的,除非你执行计划并实施它,15,产品系列,当前状态价值流,将来状态价值流,价值流程图计划,价
13、值流程图的价值 True “Value” of VSM,16,工厂价值流小组Value Stream Mapping Team,车间价值流小组Workshop Value Stream Mapping Team,VSM Organization chart framework 价值流组织结构图构架,17,过程数据盒 Process Box,A process box indicates a process where material is flowing 显示材料流动的进程There is no uncontrolled accumulation of inventory没有任何失控的库存T
14、humb rule It stops wherever processes are disconnected and material flow stops拇指规则-无论那个流程不通畅,物料流停止时,它将停止,4. Draw Current State VSM绘制当前状态的价值流程图,18,价值流的数据收集Data Collection,Cycle Time (C/T)周转时间Changeover Time (C/O)转换时间Number of Operators操作者数量Changeover frequencies转换频次Equipment Uptime %设备利用率Operator wal
15、king distance 操作者行走距离Number of product variants产品种类Production batch sizes生产批次Takt Time (T/T) 节拍时间Uptime 机器正常运行时间 Process Lead time (PL/T)制程时间 Operator work content (TWC)工人工作内容 Quality metrics (FPY, PPM)合格率 Scrap rate/ $ cost废料利用率,Data Box,Tailor the data box for your plants needs.,19,OT per week每周加班
16、时间How operations are scheduled 操作者的排产WIP Inventory在线库存Number/ Size of inventory points安全库存数量Work hours and breaks工作时间Pack sizes at process工序包装尺寸Shipping/ Receiving schedules发运时间Part travel distance零件运输距离,Data Box,The data box should be open ended to allow for additional attributes.,价值流的数据收集Data Coll
17、ection,20,Time Terms时间术语,Cycle Time (C/T): 周期时间 Elapsed time between one part coming off the end of the process to the next coming off (expressed in seconds). How often a part or production is actual completed. Time it takes an operator to complete all elements.一个产品结束到下一个产品结束所经过的循环时间（表示在几秒钟内） 。一个零件或
18、产品实际完成的时间。这个时间是的操作者完成的所有内容Cycle time (for operator): the total amount of time required for a worker to complete one cycle of his/her entire job process, including manual working time, walking and waiting time.对于工人来说是他工作需要完成的全部过程,包括工作时间,行走时间,和等待时间.Cycle time (for part): physical time to process a par
19、t through a given workstation对产品给定的一个工作站制程的物理时间Changeover Time (C/O): 换型时间 Time required to switch from producing one product to another (expressed in seconds).一个产品转换到另一个产品必需的时间Available Working Time (W/T): 有效工作时间 Per shift work time at that process less break time (expressed in seconds). 每个班次除去休息时间
20、的工作时间,21,Value Added Time (VA): 增值时间 Motion time used to put together or create an end product that adds worth to the to the end customer (willing to pay for feature). Sometimes called Base Engineered Content (BEC). Should be improved and reduced continuously (i.e. attaching parts). 动做时间用来整理或创建一个终端产
21、品，增加价值的，为了最终客户（愿意支付功能） 。有时被称为相应的工程内容（守则） 。应当改进和不断减少（即附加部分） Non-Value Added Time (NVA): 非增值时间 Time wasted walking, waiting, etc. Does not change or enhance the end product and is not something that customer needs or cares about. Must always be reduced or eliminated. 浪费的时间,行走，等待等不改变或提高最终产品，不是客户的需求或关心的
22、(或者愿意支付的)。必须始终是减少或消除. Incidental Work Time:必须的非增值时间 Motion time necessary to perform the work, but does not add value to the end product (i.e. getting parts or tools).完成一个工作中必须的动作时间,但对最终产品是不增加价值的(比如拿取工具零件等),Time Terms时间术语,22,Uptime: 机器正常运行时间 Reliability running time of a machine or process (percenta
23、ge).一个设备或制程可靠的运行时间(百分比) Takt Time (T/T) ( “pace” or “beat”): 节拍时间How often one part/unit should be produced based on rate of sales (demand). Synchronizes the pace of production to the pace of sales. (means in which rhythm you should finish a product to meet customers demand)生产根据销售需求同步,（指按节奏完成的产品，应该满
24、足客户的需求) Takt Time (T/T) = Lead Time (L/T): 交货时间The time it takes one piece to move through the entire value stream from start to finish (total elapsed time from release of raw material to completion of finished good).一个产品从订货到交货所有价值流的时间(总经过时间从开始原料到成品完成),Time Terms时间术语,total daily available time total
25、 daily customer demand,23,Value Stream Icons.价值流图标,Material IconsRepresentsNotes,Manufacturing Process制造过程,One Process box equals an area of flow. All processes should be labeled. Also used for departments such as production control一个盒子代表一个连续流动的区域，所有过程都要有标签，盒子也代表部门，例如生产计划部门,Outside Sources外部资源,Used
26、to show customers, suppliers and outside manufacturing processes.用于表示顾客，供应商等外部生产过程,Data Box数据框,Used to record information concerning a manufacturing process, department, customer etc用于记录有关生产过程的，部门.客户的相关信息,Inventory库存,Count and time should be noted.用于表示库存的位置，数量，时间,Withdrawal拉动,Pull of materials usual
27、ly from a supermarket表示一个物理拉动，从超市拉动材料,24,Truck Shipment运输,Note frequency of shipments用于表示货车运输的频率,Movement of production material by PUSH推动使生产材料移动,Material that is produced and moved forward before the next process needs it, usually based on a schedule.用于表示材料的移动是由生产者推动的而不是由顾客（后面的过程）拉动的,Supermarket超市,
28、Movement of finished goods to the customer成品向客户移动,A controlled inventory of parts that is used to schedule production at an upstream process用于表示材料的移动是由客户拉动的而不是由生产者推动的，表示物料是由供应商运来,Material IconsRepresentsNotes,Value Stream Icons.价值流图标,Used to record logistics information, the opening point to the dir
29、ection of vendor用于记录物流信息，开口方向指向供应商,Transfer of controlled quantities of material between processes in a First-in-First-Out sequence先进先出,Indicates a device to limit quantity and ensure FIFO flow of material between processes. Maximum quantity should be noted用于表示一个控制质量的方法并保证过程之间材料的流动按“先进先出”的原则,25,Info
30、rmation Icons RepresentsNotes,Manual Information flow手工信息流,Electronic Information flow电子信息流,Information信息框,For example Production schedule or shipping schedule用于表示一个生产计划或运输计划的信息,For example: Electronic Data Interchange or email.用于表示用电话或邮件表达的信息,Describes an information flow表示一个信息流,Production Kanban (
31、Dotted line indicates Kanban path)生产看板.,The One-per-container Kanban. Card or device that tells a process how many of what can be produced and gives permission to do so.用于表示一个过程能生产的产品是多少并允许生产，虚线表示看板流,Withdrawn Kanban提取看板,Card or device that instructs the material handler to get and transfer parts (
32、I.e. from a supermarket to the consuming process.用于表示一个过程取走的产品是多少并允许取走,Signal Kanban信号看板,The one-per-batch Kanban. Signals when a reorder point is reached and another batch needs to be produced. Used where supplying processes must produce in batches because of set-ups required.用于一个批量过程按订单产生的生产指导信息,V
33、alue Stream Icons.价值流图标,26,General Icons Represents Notes,Kanban Post看板架,Place where kanban are collected and held for conveyance用于表示收集信息为运输而存放，信号看板的地方,Kanban arriving in batches批次看板,Load Leveling均衡生产,Tool to intercept batches of kanban and level the volume and mix of them over a period of time.用于一段
34、指定的时间后，均衡数量和看板混合的工具,Go See production scheduling去看看,Adjusting schedules based on checking inventory levels. Expediting.表示根据库存水平调整计划，用于目前的状态流中,Kaizen Lightening burst重点关注,Highlights improvement needs at specific processes that are critical to achieving the value stream vision. Can be used to plan Kai
35、zen.用于一个关键的过程，需要重点关注改进的地方,Buffer or safety stock缓冲或安全库存,Buffer or safety stock must be noted,the close表示物料库存的一个状态，必须表明是“缓冲”或“安全库存”，是闭口的,Operator操作者,Represents a person viewed from above.用于表示一个操作者的俯视图,Value Stream Icons.价值流图标,Permit the production of a specific type and quantity of the Product允许生产特定型
36、号和数量的产品,The order of pulling the ball顺序拉动球,27,What is a Product Family什么是产品族,Products that pass through similar processing steps and common equipment make up a product family产品通过相似的制程和共同设备进行的产品系列,Selecting a Product Family选择一个产品族,Why Identifying Product Families is Important 识别产品族的重要性,A good facilit
37、y is organized around its product families有好的工装设备来辅助Your customers care about their specific products, not all of your products客户担心的是他们特别的产品,不是你所有的产品Drawing all product flows on one map is too complicated在一个图上可以画出来产品流,不用太复杂,28,Identifying Product Families识别产品族,Few part numbers几个零件编号 Part families ma
38、y be obvious零件成员是明显的Many part numbers 许多零件编号Begin with highest volume part numbers (80/20 rule)最大量零件编号80/20原则Use a Product Family Identification Matrix使用矩阵识别产品家族Use the Evolver Product Family Identification Template用发展的产品作为模版Consider machine substitutions考虑机器替换,29,Product Family Identification Matri
39、x识别产品族矩阵,30,Current Status Mapping Steps当前状况图示步骤,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
40、 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）,31,价值流的10个步骤,32,Draw the customer location and data table on top right of the map.在右上角画出客户的位置在数据盒中填写数据Insert customer demand data.插入客户需求的额数据,步骤1：Start with the cus
41、tomer开始于客户的位置,33,Make a box representing each process and name the process.描述出各个工序之间的名称 Under the process make a data box填入各个工序的数据 Insert data such as cycle time, Setup, uptime and number of people for each process填入每个工序的循环时间，运行时间，操作人数,步骤2： Draw the processes and data tables 画出制程添加数据,34,Make a trian
42、gle & insert an I where inventory is in the process.画一个三角表示出有库存的工序 Under the triangle insert the number of units counted.标出库存的数量单位,步骤3： Draw the inventory in the Process 画出每个工序的库存,35,Place the supplier on top left part of map供应商在左上角. Insert the delivery frequency to the start of the process插入交货频次,步骤
43、4： Draw the Supply chain画出供应商链,36,. Mark in how the customer sends forecast and actual demand标明客户下达订单的预测需求 Mark how you forecast and place demand on your supplier.标明下达订单到供应商的预测需求,步骤5： Draw the Production process画出整个制造过程,37,Indicate frequency of the schedule.指出排产信息 Indicate which processes you schedu
44、le (using a schedule or expetiting)指出每个制程的排产计划,步骤6： Indicate how you schedule the processes画出整个制造排产信息,38,Indicate if it is a Push or FIFO or pull process指出每个制程拉动或者推动或者先进先出的信息 Indicate how shipping is organised指出发运方式及组织者,步骤7： Draw how the processes are linked.画出整个制程的连接信息,39,Calculate the inventory in
45、 terms days of customer demand考虑库存和客户需求之间的天数,步骤8. Draw a lead time ladder .画出整个交期信息,40,Add the days inventory in the total process整个过程的总和,步骤9. Calculate the total lead time计算整个全部交货的时间,41,Add total cycle time for the process整个过程的循环时间总和,步骤10. Calculate the total processing time考虑整个过程的时间,42,Current Sta
46、tus 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,43,Analyze an
47、d Improve Current Status 分析和改善当前状况,44,信息控制（销售、物料、采购、生产控制）,90/60/30 天预测,每天订单,6 周预测,MCT =4.5 Days,VA = 166 Sec,Future Status Mapping将来状况图析,5. Draw Future Status VSM绘制未来价值流程图,45,Future Status Mapping 将来状况图析(详细),46,Future Status Mapping - How To ？如何图析将来状况图,Begin by drawing on the current-state map 由绘制当前
48、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,47,Key Points for Future Status Mapping规划将来状况应考虑的要点,
