1、Lean Manufacturing精簡生產 : The Lean Journey精簡之旅,What is Lean Manufacturing ?何謂精簡生產?,What is Lean Manufacturing ? 何謂精簡生產?,What is Lean Manufacturing ? 何謂精簡生產?,Lean Manufacturing精簡生產,What is Lean Manufacturing ? 何謂精簡生產 ? Do we need it ? 我們需要她嗎 ? Why? 為什么? What do I get out from Lean ? 我可以從中獲到什么?,Pricing
2、: The New Reality價格的新模式,The old model舊模式: Cost 成本+ Profit效益 = Price價格 Fixed固定 Fixed固定 Derived獲得The new model新模式: Price價格 Profit效益 = Cost成本 Fixed固定 Fixed固定 Derived獲得,New Model新模式: Price is fixed by the competitive market. Profit is fixed by shareholder expectations. This means that you must achieve a
3、 maximum target cost, and that cost reduction becomes central to your business strategy.價格由市場而定,利潤由股東而定,這意味必須達至最高成本,而節省成本便成為公司的重要策略.,Old model舊模式: The company sets the price to achieve a target profit.公司目 標利潤是通過價格設定而得.,Shareholders股東 -Financial Return財務回報 -Reliability可靠 -Income Growth 收入增加 -Survival
4、生存,Corporate Challenge企業 挑戰,New Corporate Response企業新責任,Improves continuously to sustain a competitive advantage, and持續改善,維持競爭力優勢 Treats people as the only appreciating corporate asset.確認“人”為企業最重要資產.,Physical and cultural transformation to a customer-centric enterprise that:將現有企業及文化轉變為以顧客為中心企業,Is in
5、 tune with & responsive to changing customer needs,以顧客期望為依歸,所作之調整及反應,The Circle of Doom in Manufacturing !生產的厄運圖,the circle of doom,Fake Numbers假數據,Production Shortfalls生產不足,Hire more People聘請大量員工,More Equipment大量設備,OT加班,Out of Control失控,Unrealistic MPS排期不現實,Poor Performance差的表現,4 Steps to break the
6、 circle of doom打破厄運圖的4個步驟:,Integrity正直Enthusiasm and Commitment積極/有責任感 Action行動 Understanding the customer fully and clearly充分明了客戶的需求,Breaking the Circle of Doom打破厄運圖,Lean started in Toyota 45 years ago精簡生產開始于45年前的豐田公司,Two Japanese set out to beat the mass production mode 兩個日本人建立了突破傳統的大批量生產模式,Lean M
7、anufacturing精簡生產,Lean is 精簡是: Mindset of continuous improvement.持續性改善的觀念 Eliminating Waste消除浪費 Habits習慣 Changing the way we do things改變做事方法 Culture文化 Believe信任 An eye for details親自了解詳情 Always shifting the paradigm of satisfaction經常轉變滿意模式,Lean Manufacturing精簡生產,What is Lean Manufacturing?何謂精簡生產? Lean
8、 is精簡是 : 企業資源計劃(ERP), 生產資源計劃(MRPII) KAIZEN改善 TQM全面品質管理, TQC全面品質控制, 6-Sigma6個標準差 Just In Time及時生產 Kanban看板 Mind set of continuous improvement續改善的觀念 Why do we need Lean Manufacturing ?為什么要精簡生產? Competitive globalization全球性的競爭 Survival生存 Change - Continuous Improvement 改變 持續性改善,LEAN MANUFACTURING, AN E
9、XAMPLE精簡生產實例,PRATT & WHITNEY AS AN EXAMPLE 以PRATT & WHITNEY公司 為實例:SMALL PRODUCT TEAM (30) MOVING FIRST DESIGN FROM CONCEPT TO LAUNCH IN NINE MONTHS小形的生產小組(30),在9個月時間內完成從概念設計到生產的過程.ENGINEERS LOCATED IN SAME SPACE AS PRODUCTION工程師要與生產中在同一地方工作EQUIPMENT ORGANIZED BY COMPONENT IN PROCESS SEQUENCE設備是按零件的生
10、產制程來布置.,3 Vital Elements 3個重要因素,Kaizen Breakthrough Methodology改善突破方法,Time Based Strategies時間策略,Global Production System - GPS,Achieve rapid and sustainable results for competitive advantage 迅速獲得及維持成果以取得競爭優勢,Strategic Issues For Manufacturing 生產策略,Quality: how to improve it 品質:如何改進,Cost: How to cont
11、rol it 成本: 如何控制,On-time Delivery: How to ensure it 準時交貨: 如何保証,Failure to improve in all three areas means a loss of competitiveness in todays global markets. 如果我們不能做到所要求的:品質、成本和準時交貨, 那我們在市場上將失去競爭能力。,A Time based Strategy時間為基礎的策略,Product Development開發,Pre-Plan計劃,Manufacturing生產,Distribution銷售,Account
12、s Receivable結算,Time時間,To reduce the length of time an organization requires to finance itself 減短財務結算時間,Time Based Strategy以時間為基礎之策略,When the time based strategy, the Global Production System, and the Kaizen methodology work in harmony當以時間為基礎策略/全球生產系統/改善突破工作融為一體時: Quality, cost and delivery simultane
13、ously improve QCD同時得到改善 Quality improves by reducing the time between error detection and correction通過減短發生到發現次品的時間來改善品質 Cost improves by reducing waste and defects通過減少浪費及次品來改善成本. Delivery improves by shortening the time from order to delivery通過減短訂貨到交貨時間來改善交貨時間 sales grow銷售增長 Profits increase利潤提升,Tim
14、e Based Strategy時間為基礎策略,A reduction in manufacturing lead time would: :生產周期/前置“時間縮短可達成: Get new products to market faster新產品推出更快 Get existing products to the customer faster and shorten order time現有產品訂貨時間縮短,客人更快獲得貨品. Why focus on manufacturing ?為何以生產為焦點 It has the longest lead time of any production
15、 segment 各生產環節前置時最長 It ties up the greatest concentration of assets (people, inventory, equipment, floor space, etc.)使用最多資源(人,庫存,設,備用地等) Reducing manufacturing lead time creates a pull on the other operational segments for improvement縮短生產周期/前置時間,同時帶動其他運作部門改進.,Quality and Time品質與時間,Focus on reducing
16、the elapsed time: 關注減少下述時間 Between error occurrence and error detection 從發生到發現時間 Between error detection and corrective action 從發現到糾正時間 Achieve world class quality:達致世界級品質 50% annual reduction in production defects 每年減少次品50% Eliminate the root causes - dont do rework 消除問題根源 不造翻工,Cost and Time成本與時間,T
17、raditional Manufacturing (Batch & Queue) 傳統生產(大批量及排隊等待),Time-Based Manufacturing時間為基礎生產,Time時間,Total Cost,Time時間,Total costs decrease with lead time reduction! 總時間減少及成本降低,Total Cost,總成本,Delivery and Time交貨與時間,The market demands:市場需求 Greater variety of products多品种選擇 Faster response times快速反應時間 A time
18、-based strategy results in:時間為基礎策略結果 Reduced lead time減短前置時間 Increased manufacturing responsiveness增加生產反應能力 Improved delivery performance改進交貨表現 Minimal inventory obsolescence減少庫存及死貨,3 Vital Elements 3個重要因素,Kaizen Breakthrough Methodology改善突破方法,Time Based Strategies時間策略,Global Production System - GPS
19、,Achieve rapid and sustainable results for competitive advantage 迅速獲得及維持成果以取得競爭優勢,“Pull“ System 後拉系統,Stop producing by pushing parts through the assembly line 停止在生產線將物料前推 Use a demand signal at the last operation 在最後工位上設置“需求“訊號 Implications: 含意: The process is based on takt time 制程跟上產距時間 Production
20、is authorized based on customer requests. 生產按顧客所需而定 The result: A consistent, minimized lead time 結果:一個持續而短生產週期時間/前置時間,Removing excess WIP removes the buffer, forcing waste into the open - in order to keep production moving, youll need to eliminate the waste. 移走過多半成品,移走安全庫存,將浪費透明話及顯現,令生產暢順連貫,我們需要消除浪
21、費,understand what is “1-Piece Flow”了解何為1件流learn how to create it in a manufacturing area學習如何在生產區域建立1件流,Objectives目的:,What is 1-Piece Flow何為1件流,Batch vs Flow批vs流,Batch Flow批量流,Cell Flow單元流,Dept 1,Dept 2,Dept 3,Dept 4,OUT,Natural Groups in each cell每個單元均為自然組成,Work sequence may be different from part f
22、low sequence工作流與零件流可不同,4,3,1,2,4,3,1,2,What Is “1-Piece Flow”?何為1件流,materials flow through a manufacturing process and as this happens, value is added to the materials物料是通過生產制程來流動,對物料來說是增值的. what is the flow time of an item (start to finish)?何為物料流時間(開始到結束)? IN A BATCH ENVIRONMENT, THIS IS A LONG TIM
23、E批生產的環境下,這是個長的時間 ITEMS SPEND MOST OF THEIR FLOW TIME WAITING物料流時間大部分花在等待上. creating flow requires a new layout建立流要有新的布局 value-adding steps are arranged one after the other增值步驟被安排在一個接一個的流動中. in 1-Piece Flow, there are no piles between steps在1件流情形下,步驟間無次品流動. ITEMS ARE HANDLED 1-BY-1.物料1件跟1件的搬運. ITEMS
24、FLOW “NON-STOP” (NO PILES BETWEEN STEPS)物料流”不停止”(工序間無次品),Cells - The Building Block單元 積木,cells are the foundation of performance單元是生產的基礎 establish cells first, then improve them先建立單元,再去改進,Value Stream Analysis First首先進行價值鏈分析,use Value Stream Analysis to plan your cells運用價值鏈分析去計劃單元 Value Stream Analy
25、sis creates a vision and a plan價值流分析建立願景及計劃 three key Value Stream Maps guide action3個關鍵的價值流圖指導行動: CURRENT CONDITIONS (SEE THE WASTE)當前條件(了解浪費) IDEAL STATE (SEE THE VISION)觀念狀況(了解願景) FUTURE STATE (SEE THE NEXT 6-12 MONTHS)未來狀態(了解下6-12個月) by doing this first, you choose better cells首先通過做這些,你可選擇更好的單元.
26、,What Are the Cells Boundaries? 單元的分界線是什么?,Value Stream Analysis defines cell boundaries:價值鏈WHO ARE THE CUSTOMERS? 誰是客戶 WHAT ARE THE OUTPUTS?輸出什么? WHO ARE THE SUPPLIERS? 誰是供應商 WHAT ARE THE INPUTS?輸入什么 WHAT ARE THE TRIGGERS?什么是板機,Cell單元,Inputs入,Outputs出,customers 客戶,Suppliers 供應商,Principles of Cell D
27、esign單元設計的原則,safety first安全第一 DONT ALLOW UNSAFE CONDITIONS不允許不安全的環境 MAKE JOBS EASY TO DO (ERGONOMIC)使工作易做 PREVENT UNSAFE ACTS (MAKE THEM IMPOSSIBLE)防止非安全行動(使他們不可能發生) Quality品質 EVERY PART IS A GOOD PART每個零件都是好的 BUILD PREVENTION INTO PRODUCT AND PROCESS對產品及制程建立預防措施 right-sized equipment 適當的設備 NO FASTE
28、R THAN THE CELLS TARGET TAKT TIME禁止快過單元的目標產距時間 1/10TH THE “TYPICAL” CAPITAL COST 1/10為典型的投資成本 RUNS AUTONOMOUSLY (LOAD-LOAD) 自主式運作(放放式生產),Principles of Cell Design單元設計的原則,operator work on the inside 操作工在單元內 NO ISOLATED PEOPLE IN “BIRDCAGES“不要將人孤立在”鳥籠”. VALUE-ADDING WORK DONE ON THE “INSIDE“.增值工作在單元內完
29、成. U-SHAPED COUNTER-CLOCKWISE LAYOUTS BEST.”U”型逆時針方向排位最佳. “charger” work 支援工作 SUPPORT WORK DONE ON THE “OUTSIDE“.支援工作在單元外完成. “CHARGER” ROLE (SO PEOPLE “INSIDE” DONT LEAVE).支援者的角色.(在單元內的員工不需要離開崗位) managed with standard work用標準化工作來管理 TAKT TIME, WORK SEQUENCE AND STANDARD WIP產距時間,工作順序及標準半成品. STANDARD D
30、OCUMENTATION POSTED 張貼標準工作文件 PRODUCTION CONTROL BOARDS生產監控板.,Principles of Cell Design單元設計的原則,no place for WIP 無半成品存貨區 NO ROOM FOR EXTRA PIECES BETWEEN STEPS不準有多余的半成品存貨房. NO ROOM FOR QUEUES, PALLETS, EXTRA PARTS不允許有排隊,貨盤,多余零件存貨房. no place for junk 不存放垃圾 REMOVE OR DISABLE EXTRA HORIZONTAL SURFACES消除或
31、禁止超出水平面的部分. NO CLOSED-DOOR OR CLOSED-DRAWER STORAGE不要私設小貨倉. tools and parts where needed工具及零件到位 TOOLS ON SHADOW-BOARDS OR HUNG WHERE USED工具放在有影子的工具箱內或挂在要使用的地方 PARTS PRESENTED WHERE THEYRE NEEDED零件按需供應 AVOID WALKING, REACHING AND TURNING MOTIONS避免走動,伸展,轉動的動作.,1-Piece Flow 一件流,Value Stream Analysis co
32、mes first (vision + plans)首先進行價值鏈分析(願景+計劃) then, 1-Piece Flow should be created in 2 or 3 steps:然后,1件流應當按2-3步完成:,STEP 1第1步 (if needed若需):RIGHT-SIZED EQUIPMENT EVENT(S)合適的設備項目 develop and build equipment if needed若需要,可開發及制造設備,STEP 2第2步:EQUIPMENT PREPARATION PROJECT設備準備方案 buy / build equipment, tools,
33、 fixtures買/造設備工夾具 (dont plan the layout不必計劃排位),STEP 3第3步:RAPID IMPROVEMENT EVENT快速改善事項implement 1-Piece Flow layout with basic Standard Work以標準工作為基礎推行1件流排位,Continue to Establish the Cell不斷的建立單元,remember that a cell has一人單元包括 1-PIECE FLOW 1件流 STANDARD WORK 標準工作 6-S PULL SYSTEMS 后拉系統 establishing the
34、cell layout is the first step 第1步:建立單元排位 Standard Work is next (during the same Event) 第二步:建立標準工作(同一項目) follow up with good basic 6-S (make it very visual).優良的6s是基礎. create Pull Systems for cell customers and suppliers建立后拉系統 manage the cell (“all or nothing” in first 3 weeks!)單元的管理(前3周”所有或無”),Kaizen
35、 Breakthrough Implementation 改善突破的推行,Phase 1: Waste Elimination, Lead time Reduction 第1階段:1.消除浪費,減少前置時間 1-PIECE FLOW 1件流 Cells/Layout 單元/布局 Standard Operations/Work標準操作/工作 Pace makers調速器 Multi-Process Workers多功能工人 Setup Reduction減短裝置時間 Material Handling物料搬運 Conveyance Systems運輸系統 Material Presentati
36、on物料發放 Water Spider水蜘蛛 Super Market 超市,Kaizen Breakthrough Implementation 改善突破的推行,Phase 1: Waste Elimination, Lead time Reduction 第1階段:1.消除浪費,減少前置時間 Quality Assurance品質保證 Human Line Stops Abnormality Detection/Andons異常推測燈 Poke-Yoke 防錯裝置 Cell Performance Boards.單元生產表現板 Workplace Organization 6-S 工場組織
37、 6-s PULL SYSTEMS后拉系統,Kaizen Breakthrough Implementation 改善突破的推行,Phase 2: Equipment Upgrade, Total Quality Management第2階段: 設備更新,全面品質管理 Jidoka/Autonomation 自動化 Auto. Abnormality Detection 自動異常偵查 Separation of Worker from Machine人機分離 Auto unload/Hanedashi, Chaku-Chaku lines 自動裝卸,拿放拉 Total Quality Mana
38、gement全面品質管理 Policy Development政策展開 Deployment in Operations動作步署 Administrative Kaizen管理改善 Product Focused Teams重點產品小組 JIT Accounting/Product Costing 及時結算/產品成本 New Process Development新制程開發 Total Productive Maintenance全員生產維護,Kaizen Breakthrough Implementation 改善突破推行,Phase 3: System Synchronization, C
39、ompany-wide Improvement第3階段.與系統同步,公司全面的改善 Production Smoothing Plan暢順生產計劃 Forecasting預測 Monthly Production Plan月生產計劃 Materials Requirement Plan物料需求計劃 Staffing Plan員工計劃 Kanban Plan看板計劃 Capacity Plan產能計劃 Daily Production Schedule日生產排期 Mixed Model Production金類型產品生產 Kanban System看板系統,Kaizen Breakthrough
40、 Implementation 改善突破的推行,Phase 3: System Synchronization, Company-wide Improvement第3階段:與系統同步,公司全面的改善 Total Quality Management 全面品質管理 Policy Deployment - Company-wide 政策展開-公司整個範圍 Simultaneous Engineering 同步工程( Production Preparation )生產準備 JIT Accounting 及時結算 Sharing分享 Supplier Relations 供應商關系,Why Do 6
41、-S,6-S,QCD,Productivity improvement,Safety Practices,Trained & Motivated Work Force Multi-Process Handlers,Equipment Reliability TPM,Quality Assurance Process Controls Mistake- Proofing,Flexibility (Short Lead Time) one piece flow Quick Set up,Implementation - 3 Phase Process 推行 3個階段,Involvement包括,T
42、ime時間,Waste Elimination 消除浪費,Phase 1 第1階段,Phase 2第2階段,Equipment Upgrade設備更新,System Synchronization與系統同步,Phase 3第3階段,There are essentially two kanban systems: 有兩種看板系統 Internal 內部看板 External or supply 外部或供應商看板,What is Kanban? 何謂看板?,Material Management 物料管理,A visual pull system to control material conv
43、eyance and inventory levels between customers and suppliers 一套供應商與顧客之間有效管理庫存與運輸的目視後拉式系統.,Material Management 物料管理,LSS,LSS,Pick-up Kanban 取看板,Supplier,Supermarket 超級市場,Drop Production Kanban 放置看板,RM,FG,Schedule Board 生產排板,Production Kanban 生產看板,Production Environments Using Kanban Cards 用看板卡管理之生產,Fin
44、al,Assembly 總裝,Parts Store,Parts Supermarket,Internal,Kanban 內部看板,Waterspider Routine,LPS Model Line 將簡生產系統模範生產線,Material Management 物料管理,機械生產線(多種零件),配套生產線(單一零件),半成品組合,零件存倉位,物料員供應路徑流程,超市,自動化是.,一個生產系統能夠: 把機器作業從人工作業中分離出來 對生產異常情況作出快速反應 預防生產異常的重新出現發現&更正!,POKA YOKE 防錯裝置,Poka Yoke Is 防錯裝置是:, MISTAKE-PROOF
45、ING 防錯 Simple & Inexpensive devices.簡單 & 便宜的裝置 Prevent errors or detect defects.防止錯誤或發現缺陷 100% inspection at source.在源頭100% 檢查 Immediate feedback and action.即刻反饋和行動,Standard Operations 操作標準化,Standard Operation Elements 操作標準化原素 Takt time 產距時間 Cycle times 週期時間 Work sequence 工作順序 Standard WIP 標準半成品 Ide
46、ntify 確應 Takt time 產距時間 Existing layout & material flow 現時擺放圖與物料流 Existing work sequence 現時工作次序 Cycle times 週期時間 Quality, safety, waste, ergonomics 品質,安全,浪費,人效(人機效率)Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt,to offer a solution everybody can und
47、erstand. 偉大領導永遠是一個簡潔者,他能停止爭執,爭論,懷疑,同時給每一個人清楚明白的答案.,Standard Operations標準化操作,Standard Operations are標準操作為 A prescribed sequence of production steps規定的生產順序 Assigned to a single operator指定1個操作員 Which are balanced to the takt time與產距時間同步 Standard Operations Goals標準化操作的目標 Output產出 Quality品質 WIP半成品 Cost成本
48、,Standard Operations Cycle 標準化運作循環,Identify鑒定,Define定義,Implement推行,Sustain維持,Standard Operations 操作標準化,Step 1: Observe the current work processes and identify the current state of: 第一步:觀察現時制程及確認現況 Quality 品質 Quantity 數量 Staffing 人員 Inventory 庫存 Safety 安全,Standard Operations 操作標準化,Step 2: Define the
49、best possible work process which address the identified issues 第二步:定義最好有效工作制程於特定事項上 Step 3: Implement solutions to the identified issues by installing the new work process 第三步:在相關事項上推行新方法,新制程 Step 4: Sustain the new work process by: 第四步:維持新方法新制程 Demanding adherence 高要求的堅持 Continuing to improve 持續改進,3 Vital Elements 3個重要因素,
