精益生产推行之价值流程图（江森自控）.ppt

VSValue Stream MappingThe Roadmap to Lean价值流程图价值流程图精益制造的路径图精益制造的路径图1VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGCourse Objectives课程目标课程目标uUpon completion of this course,you will be able to本课程完成以后,你将能够:Explain how Value Stream Mapping is a first step in the Lean Implementation process 解释价值流向图在精益制造过程中是怎样的第一步Explain the Value Stream Mapping process解释价值流向图的过程Create a current and future Value Stream Map for your facility为你的工厂建立当前及未来的价值流向图Apply the knowledge gained from the mapping process to improve your operation 运用所学的流向图的工艺来改善你处的运营情况2VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGDefining Value Stream Mapping定义价值流向图定义价值流向图uValue Stream Mapping is a pencil-and-paper tool that helps you see the flow of information and materials as a product makes its way through the value stream在产品一路完成其价值流向时，价值流向图是一种用笔在纸上帮你看信息以及原料流向的工具3VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGBenefits of Value Stream Mapping价值流向图的益处价值流向图的益处uPromotes visualization beyond the single-process level the entire production flow can be seen 把单一的过程图提高到视觉上-可以看见整个生产流程uProvides a common language for talking about manufacturing processes提供了制造工艺的通用语言平台uForms the basis of an implementation plan形成了执行计划的基础uDemonstrates the linkage between information and material flow阐明了信息与物流之间的联接uDescribes in detail how your facility should operate in order to create a smooth flow详细的描述了为建立一个顺畅的流程你的工厂应该如何运作uProvides qualitative metrics for baseline and improvements提供基线和改进的量化矩阵表4VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGValue Stream Maps:Current价值流向图价值流向图:现在现在5VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGValue Stream Map Icons价值流向图的图标价值流向图的图标uCustomer or suppliers of raw materials 客户或原料供应商uDelivery of either raw material or shipments of finished goods 原料的交付或者成品的交付uProcess Box 过程盒uInventory 库存Describe type and mount under the icon在图标下描述类型和装配uData box数据盒Categories here represent the minimum needed 此处的分类代表了最少的需求量6VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGInformation Flow信息流信息流80 linkages/mo -40 silver-20 gold-20 blackTray 10 Pieces2 shiftsPRODUCTION CONTROL生产控制生产控制MRP90/60/30 day天Forecasts预测CUSTOMER客户6-weekForecast6周预测PacificSteel Co.PacificSteel Co.PacificSteel Co.Weekly Fax每周传真Daily ShipSchedule日发运表DailyOrder每日订单Weekly Schedule周计划7VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGProcess Flow工艺流工艺流8VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGProduction Lead Time/Value Added Time生产提前期生产提前期/增值时间增值时间9VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGCustomer Loop客户链客户链Pacemaker LoopBatch LoopBatch LoopSupplierLoop 供应商链供应商链Process Loops过程链过程链10VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGState Street Case StudyuRead the State Street Case Studyu阅读State Street 案例研究uWork in a small group to create a Current State Map for State Streetu分成小组制定State Street的当前状态图11VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGKey Points on Value Stream Mapping价值流向图的绘制价值流向图的绘制uMakes waste and non-value added activities readily apparentu让浪费及非增值行为显而易见uRequires one person or team to own a product familys VALUE STREAM u需要由一人或团队来负责一类产品的价值流uCoordinates change对变更进行协调Emphasis is on value stream,not“spot”improvements强调整个价值流，而不是“局部”上的提高uShows the value stream and lead time in a simple,visual wayu以简单、可见的方式来显示价值流及提前期12VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGMapping the Future State绘制将来的状态绘制将来的状态uOnce we know the current state,we can look for:一旦我们知道目前的状态一旦我们知道目前的状态,我们就能寻找我们就能寻找:Waste to eliminate 要排除的浪费Constraints,instabilities,and non-standard items 制约的,不稳定的以及不标准的项目Opportunities to improve the flow of materials and information改善物料和信息流的机会Establishing lean thinking as the way we run our plants 运行我们工厂时树立起精益制造的思维.13VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGSeven Types of Waste:七种浪费七种浪费:uOverproduction过量生产uTransportation运输uInventory库存uMotion动作uCorrection纠正uOverprocessing过量加工uWaiting浪费14VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGIdentifying Opportunities for Change识别变化的机会识别变化的机会15VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGPlanning the Future State为将来的状态做计划为将来的状态做计划uWhat is the takt time?什么是节拍时间?uDo we build to a“supermarket”or to shipping?我们的制造是针对“超级市场”还是发运?uCan we have one place for ordering?我们能否有一个地方下订单?uWhere do we use supermarket pull systems to control upstream processes?我们在哪需要使用超级市场的拉动系统来控制上游过程?uWhere is the pacemaker process?领头人过程在哪里?uWhat increment of work do we release at the pacemaker process?在领头人的过程中哪种增加的工作量我们要释放出来?uHow do we level the production mix?我们如何平衡混合生产?uWhere can we improve the process?我们可以在哪里改进工艺?16VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGFuture State将来状态将来状态17VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGValue Stream Map Application价值流向图的应用价值流向图的应用uKey Components of the plan to achieve the future state include:用以完成将来状态的关键计划部分：Your future-state map将来状态的路径图Any necessary process-level maps(loops)所有必要的、过程级别的路径图(链)A yearly value stream plan年度价值流计划18VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGPutting it into Practice运用于实践运用于实践uValue Stream Mapping Exercise价值流向图实践Gather information from the plant Value Stream从工厂的价值流中收集信息Create your current state map建立你的当前状态图uPresent your Value Stream Map演示你的价值流路径图19VSM_SHW_E_Sep 2003VSVALUE STREAM MAPPINGRaw materialsSuppliers80 linkages/mo -40 silver-20 gold-20 black1 piece capable2 shiftsCUSTOMERPRODUCTION CONTROLLevelProduction6-weekForecastPacificSteel Co.PacificSteel Co.PacificSteel Co.7 sec6.75 daysProduction Lead Time=11.25 days (675 sec)Value Added Time=64 sec.(1 day)2 days(2.5 days)2.5 days12 sec45 secNut Mfg.BatchPaintBolt Hrd./Assy.OXOXHeijunka2.5 days(Conveyance)Daily shipMilk run daily90/60/30 dayForecastsWeeklyFirm Order1.25 daysBuffer SafetyPainted Nuts Raw NutsRaw BallsSupermarketPlates2 days5 days2.5 days1.75 daysC/T=3.5 secondC/O=5 secYield=99%1 PersonEPE=DayC/T=6 secondC/O=0Yield=95%1 PersonEPE=DayC/T=15 secondC/O=0Yield=98%2 PeopleEPE=DayT/T=45 secondBolts1.25 daysSafetyLongest lead time20VSM_SHW_E_Sep 2003