1、Introduction介绍,Value Stream Mapping价值流程图,“Whenever there is a product for a customer, there is a value stream.只要有客户产品的地方，就会有价值流程.The challenge lies in seeing it挑战就在于发现它.,Introduction to Lean,What is Lean?,Customer Order,Receipt of cash from customer,Non Value Added Activities.,(Waste Reduction),Time
2、 line Reduction,Muda,“A manufacturing philosophy that shortens the time line between the customer order and the shipment by elimination of waste (non-value-adding activities).”,50%,45%,5%,The 7 Wastes,T = Transport,I = Inventory,M = Motion,W = Waiting,O = Overproduction,O = Over processing,D = Defec
3、ts,What is a Value Stream?价值流程是什么?,Die casting 压铸,Plating装配,Assembly装配,All of the actions (both value added and non-value added) required to bring a product (product family) through from raw materials to the customer价值流程是指一件产品(一类产品)从原材料到成品所需要的所有活动(包括增值和非增值)Looks at the Product Flow and Information F
4、low观察产品流和信息流Current State and Future States are developed观察目前现状并制定未来的改善目标Used to identify key areas for kaizen opportunities用于识别改善的重点,Why Do Value Stream Mapping?为什么要绘制价值流程图?,It helps us to visualize the product flow and understand the information flow有助于我们看到产品流和了解信息流 It helps us to see waste有助于我们发现
5、浪费 It forms the basis of the formation of a Lean production system价值流程图是精益生产体系培训的基础 It allows everyone to gain a common understanding of the current state and the future vision 有助于每个人了解现状和未来愿景,Steps for Value Stream Mapping价值流程图的绘制步骤,1. Select a product family 选择一种产品类型 2. Create a current state map
6、绘制现状图 3. Create a future state map 绘制未来愿景图 4. Develop an action plan for implementation 制定出实施的行动计划,Definition of “Product Family”: 一类产品的定义 Group of products that pass through similar processing steps/ common equipment in downstream processes 采用相同或相近工艺设备进行加工的产品Tools: 工具 Part Quantity/Process Route An
7、alysis (PQPR) 部件数量/工艺路线分析Information to record: 记录信息 Product Family Name & Description 种产品类型的名称和描述 Number of Products within Family 一类产品里产品的数量 Demand for each Product ： Quantity & Frequency 每个产品的需求： 数量 & 频率,Step 1: Select a Product Family第一步:选择一种产品类型,Step 1: Select a Product Family第一步:选择一类产品,Part Qu
8、antity/Process Route Analysis (PQPR) 部件数量/工艺路线分析(PQPR),Step 2: Create the Current State Map第二步: 绘制出现状图,Recommendations: 建议Begin “Within Plant” 从工厂内部开始Use actual, observed data. 使用真实的、观察得到的数据Begin at end point & proceed in reverse flow. 从终点开始并以与生产流程方向相反的顺序进行Walk the entire process first before record
9、ing data. 在记录数据之前，先走一遍整个工艺流程Everyone on the team should create their own map. 小组中的每一个人应绘制出自己的流程图Use time units of “seconds” 时间以秒为单位Use pencil and paper. 用笔和纸,代表性数据收集及计算,Drop Off Rate (DOR) 有效作业时间 Changeover Time (C/O) 转换时间 Availability (Uptime) 可用性(运行时间) Production Batch Size 一批生产的数量 Number of Opera
10、tors 操作者数量 Pack Size 一个包装里的数量 Available Working Time - # shifts & time 可用的工作时间-多少班以及时间 Scrap Rate 废品率 Product Variations (i.e. L, R) 产品的变化种类 (就是: 左, 右),.or other meaningful data.或其它有意义的数据,Rustys Wrench FactoryRusty扳手工厂Case Study案例分析,“Rustys Wrench Factory” Data Set “Rusty扳手工厂”-数据设定,BACKGROUND背景Rusty
11、s Wrench Factory produces several types of wrenches and is the sole supplier to Giant Tool Supply, the nations largest supplier of tools to the industrial community. Rusty produces metric and SAE sizes of open-end wrenches. Rusty扳手工厂生产几种类型的扳手, 是国家工业界最大的工具供应者巨人工具供应公司唯一的供应商, Rusty生产公制和SAE尺寸的开口扳手.,CUST
12、OMER REQUIREMENTS客户需求: 3,200 Sets per month: 2,200 SAE/1,000 metric. 3,200套每月, 其中2,200套SAE尺寸和1,000套公制. Customer operates on one shift. 客户的工作是一班制. Wrenches are packed in sets of 25. 扳手的包装一件是25套. The customer orders by sets. 客户按套下单. Rustys Wrench provides a daily shipment by truckload to Giant.扳手厂每天用卡
13、车交货WORKTIME工作时间 20 days in a month. 一个月工作20天. Two shift operation in all departments. 所有部门都按两班制工作 Eight (8) hour shifts. 每班工作8小时. Two 10-minute breaks during each shift. 每一班休息两个10分钟 10 minute clean-up allowed each shift. 每一班允许抽10分钟进行清洁. Unpaid lunch. 自费午餐.,“Rustys Wrench Factory” Data Set“Rusty扳手工厂”
14、-数据设定,PRODUCTION PROCESSES生产工艺 Rustys process begins with hot forging (drop forge) a wrench, followed by machining, polishing, plating, and packing into sets. The sets are then staged and shipped to Giant Tool Supply on a daily basis. Rusty的工艺是先热锻出扳手, 接着机加工, 抛光, 电镀, 最后包装成套. 成套的扳手以天为单位发货给巨人工具供应公司. Ch
15、anging over between SAE and Metric requires 1 hour changeover in Forging, and 20 minutes in Machining. SAE和公制的转换在热锻处需要1小时, 机加工处需要20分钟. Steel bar stock is supplied by Lean Steel Company, delivering twice a week on Monday and Thursday. 钢棒料由精益钢材公司提供, 周一和周四每周两次交货.RUSTYS PRODUCTION CONTROL DEPARTMENT: RU
16、STY生产控制部门 Receives Giants 90/60/30 day forecast and enters into MRP. 收到巨人90/60/30天的订单预测并输入MRP. Issues an 8 week forecast to Lean Steel via MRP. 通MRP发出一个8周的预测订单给精益钢材公司. Releases for cut bar stock via weekly faxed orders to Lean Steel. 每周传真棒料切断的订单给精益钢材公司. Receives daily firm order from Giant Tool Supp
17、ly. 每天收到巨人公司确定的订单. Generates weekly MRP-based build schedules to all manufacturing departments. 每周建立以MRP为基础的生产计划发放给所有生产部门. Issues daily shipping schedule to Shipping Department. 发放每日出货计划给出货部门,“Rustys Wrench Factory” Data Set “Rusty扳手工厂”-数据设定,锻造,机加工,抛光,电镀,包装,出货,OperationDescription 操作描述,Drop Off Rate
18、Observed 观察到的有效操作时间,Changeover 转换时间,MachineReliability 设备可靠性,Quality 质量,Inventory库存,1.5 Days,4.5 Days,6.25 Days,13.75Days,1.5 Days,18.75Days,12 Secs,12 Secs,10 Secs,16 Secs,8 Secs,27000,2000,=,13.5,Multiple Part Flows 多零件的流程,Rustys wrench factory is simplified to better understand the VSM principles
19、. Rusty扳手工厂是简单化有利于更好理解VSM原理.Many operations have multiple part flows that merge at some point (ie-assembly). 许多运作其实有多个零件流在某一点(装配)上汇合.Draw these flows over one another on your map. 将这些流程一个个依次画在你的图上.,VSM Symbols 价值流程图图标Note: Can be cut and pasted for electronic VSMs 可剪切和粘贴,Data Box 数据框,Suppliers / Cus
20、tomers供应商/客户,Push 推,Supermarket物料超市,Mixed Model混合模式,Electronic Information Flow电子信息流,Visual Scheduling 可视的计划安排,Withdrawal Kanban 取件看板,Signal Kanban信号看板,Kaizen Burst急需改善,First In, First Out Lane先进先出通道,Inventory存货,Step 3: 第三步Developing the Future State制定未来愿景图,Purpose of a Future State Map绘制未来情形图的目的,It
21、 forms the basis of an implementation plan towards a Lean Production System它是制定精益生产体系实施计划的基础It forms a stream of value-adding flow linked to the customer by pull or continuous flow未来愿景图中所绘制的是一条与客户衔接的拉式或连续流动的增值流It allows for full participation and buy-in of the team in developing the future vision of
22、 the business它让团队充分参与对未来业务愿景的设计,What is the Takt Time ? 节拍时间是什么?Will you build to FG Supermarket or Build to Shipping?你是为成品超市还是直接出货而生产的?Where can you use continuous flow processing? 在哪里你可以运用连续流加工工艺?4. Where do you need pull systems ?在哪里需要应用拉式系统?5. At which single point (pacemaker) will you schedule
23、production ?你将在哪一个单点(启博器)上安排生产?6. How will you level the production mix? 你将怎样平衡多种产品混合的生产?7. What process improvements are required as Future State dictates? 要实现未来愿景, 什么样的工艺改进是必须的?,Key Future State Questions关于未来情形的主要问题,What is the TAKT Time? 什么是TAKT时间,TAKT Time TAKT时间 = Available Working Time可用的工作时间
24、Customer Demand客户需求产品数Example: 例如Available Working Time = 28,800s 1200s = 27, 600s 可利用工时 = 28,800秒-1200秒=27,600秒Customer Demand = 920 units 客户产品需求量 = 920件 TAKT Time = 27,600s / 920 units = 60 secTAKT时间 = 27,600秒/920件 = 60秒,Will you build to FG Supermarket or Build to Shipping?将是为成品超市还是出货主导模式生产?,Goal
25、 is to have only one scheduling point 目标是只能有一个制定进度的点Answer to the above question will determine where that point needs to be 回答了上面的问题后才能决定这个点应该在哪里,STOP If full满则停,Can You Use Continuous Flow Processing?你能用连续流加工工艺吗?,One piece flow 单件流Create work cells 单元化生产Balance work to meet TAKT time 平衡生产以达到TAKT时间
26、,Machining机加工,Assembly装配,Where Do You Need Pull Systems?在哪里需要运用拉式系统?,Note: Only consider after flow possibilities are exhausted仅在流水作业不可能的情况下考虑Suppliers with multiple customers具有多客户的供应商或者是一个单元需生产多个同类型的零件。 Operation Cycle Time Limitations 操作周期时间的限制. Process Location 加工场所. Unreliable Processes 不可靠工序. L
27、ong Lead Time Processes 交货期长的工序。 Upstream Processes operating in Batch Mode 上游工序以批次模式操作.,PITCH节距,Pitch is the Takt time multiplied by an amount, usually a container quantity, that allows for a reasonable amount of time to deliver and take away work from a pacemaker process. 节距是所有节拍时间的累加, 通常以一个容器的数量为
28、单位, 这样允许一个合情合理的从开始到交付的时间.,In our Example在我们的例子中:,Takt 节拍时间= 13.5 秒Container Size容器大小 = 25Pitch节距= 337.5 秒 (5.6分钟),1.5 Days,4.5 Days,6.25 Days,13-75 Days,1.5 Days,18.75 Days,12 Secs,12 Secs,10 Secs,16 Secs,8 Secs,TAKT Time,= 13.5 sec,1.5 Days,2 Days,12 Secs,16 Secs,2 Days,1 Day,2 DaysUnpackedFinished
29、 Goods,12 Secs,1 Day,2 Days,1.5 Days,2 Days,12 Secs,16 Secs,2 Days,1 Day,2 DaysUnpackedFinished Goods,12 Secs,1 Day,2 Days,Pacemaker Loop,Mfg. Loop,Forge Loop,Supplier Loop,Step 4: Develop an Action Plan 第四步: 制定行动计划,Shaping the Vision: 形成愿景 What kind of facility do we want it to be? 我们想要的是什么样的灵活性? W
30、hat will ensure customer satisfaction? 如何保证满足客户的需要? What do we want our customers to say about us? 我们希望客户是怎样评价我们的? Does our vision align to the Company business goals? 我们的愿景是否与公司整体目标相一致?,Used to Track Future Kaizen Progress andValue Stream Implementation Steps 用来跟踪后续的改善进程和价值流程的执行步骤,Kaizen Newspaper
31、改善报纸,The Value Stream Manager价值流程经理,Value Streams typically go across organizational boundaries. 价值流程典型地打破了组织间的界线.Traditionally, no one manages an entire value stream. 传统上, 没有一个人管理整个价值流Leads to isolated islands of functionality. 领导每个单独的功能单元.Need arises for a value stream manager to achieve future state vision. 需要设立一个价值流经理来达成未来的愿景.,Are We Done? 我们完成了吗?,When the Future State becomes a reality, it becomes our current state. 当我们对未来的期望变成了现实, 那么它又将成为下一个阶段的”现状”We are only at the beginning of our continuous improvement journey. 我们仅仅是在我们连续改进之旅的开始.Strive for perfection! 力争完美!,
