生产看板系统Kanban-project课件.ppt

Kanban pull system presentation看板拉动系统Kim JuNov 20082Kanban Team Organization3Kanban pull systemnBenefits 改善的好处nDefinition 定义说明nImplementation 实施 nChecking list 检查表4Inventory Hides ProblemsPoor QualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetups5Lower Levels Of Inventory To Expose ProblemsPoor QualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetups6Assemble line装配线Market or Warehouse超市或仓库Injection machines，注塑机3Kanban cards看板卡Kanban看板可视化超市Kanban Process ChartSchedule boad,计划板7Benefits 看板的好处看板的好处n Reduced inventory 降低库存n Improved quality 提高质量n Lower costs降低成本n Reduced space requirements减小存放空间n Shorter lead time缩短前置期n Increased productivity提高生产力n Greater flexibility更大的弹性n Simplified scheduling and control activities计划简单化和控制灵活n Better use of human resources更好的人力利用n More product variety更多的产品类型8Introduce 简介简介n看板=信号(kanbans are signals)n是补充材料的许可证(authorization and instructions for the production or withdrawal(move)of items in a pull system)看板管理方法是在同一道工序或者前后工序之间进行物流或信息流的传递。JIT是一种拉动式的管理方式，它需要从最后一道工序通过信息流向上一道工序传递信息，这种传递信息的载体就是看板。没有看板，JIT是无法进行的。因此，JIT生产方式有时也被称作看板生产方式。看板就在生产过程中的各工序之间周转着，从而将与取料和生产的时间、数量、品种等有关的信息从生产过程的下游传递到上游，并将相对独立的工序个体联结为一个有机的整体。9Sample Kanban Replenishment System10Kanban functions 看板的机能看板的机能 n生产及运送工作指令(authorization and instructions for the production or withdrawal(move)-前工序则只生产被这些看板所领走的量，“后工序领取”及“适时适量生产”就是通过这些看板来实现的。n防止过量生产和过量运送 avoid over production or move-没有看板不能生产，也不能运送 n进行“目视管理”的工具 Tool of Visual management n改善的工具 tool of improvement-看板的改善功能主要通过减少看板的数量来实现。看板数量的减少意味着工序间在制品库存量的减少。如果在制品存量较高，即使设备出现故障、不良产品数目增加，也不会影响到后工序的生产，所以容易掩盖问题。在JIT生产方式中，通过不断减少数量来减少在制品库存，就使得上述问题不可能被无视。这样通过改善活动不仅解决了问题，还使生产线的“体质”得到了加强。11Kanban 6 rules看板的六个规则看板的六个规则n在消耗工位,只取走他需要的物料 only take the consumed materialsn只补充生产被下一道工位拿走的物料 produce only base on the consumptionn不向下一道工位输送有缺陷的产品 Do not pass bad parts to next stationn没有看板就不生产或移动物料 No kanban,no productionn看板必须贴在相对应的物料或料箱上 Kanban must in right material or containsn料箱中的物料应与看板相符 materials must the same as kanban12Kanban Conditions 成功实施看板的条件成功实施看板的条件n标准化工作(standard work)n平稳的生产环境(produce smooth)n快速换线(QCO)n稳定的设备(TPM)n5Sn保质保量的供货(good quality)13Kanban Limitations 看板的局限性看板的局限性n Repetition of demand is required 需求是重复的n Demand must be(relatively)smooth 需求必须是(相对)平滑稳定的-Especially in terms of overall volume-Some change in mix OK if setups are quick-Direct Kanban links and smooth demand-Collaborating customers(customer development)-Otherwise an assembly schedule is used-the MPS/assembly schedule uses levelled scheduling to minimise variability-may require customer-facing stock to dampfluctuation14Kanban MRPnThese systems use both MRP and Kanban at the same timenEach system is used for areas/cells/products that suit its characteristicsnIn parallel systems some self-contained modules or product lines will be MRP controlled and others by Kanban15Kanban MRPKanban-MRP“Sandwich”n MRP controls MPS and purchasesn Kanban controls all parts/assemblies madeinside the factoryn MPS drives assembly/product manufacture16Implementing a kanban system steps 实施看板的步骤实施看板的步骤nStep#1 is to pick the parts you would like to kanban.-In general,these parts should be used repetitively within the plant with fairly smooth production requirements from month to month.nStep#2 is to calculate the kanban quantity.-This quantity is based on the following formula:Q=D*RT+S=提前期内的期望需求量安全库存量提前期内的期望需求量安全库存量 S=z*SD*SQRT(LT)ROL=D*LT+S-Q=kanban quantity-D=average demand over some time period-RT=replenishment time-S=safety stock-SD=demand standard deviation(formula:STDEVP()in excel)-LT=lead time to produce parts-Z=Z Factor(2.05 for 98%,1.65 for 95%)-ROL=re-order production quantity17Implementing a kanban system steps 实施看板的步骤实施看板的步骤nStep#3 is to pick the type of signal and container to be used which holds a standard quantity.-The container should aid visual identification,ease of storage,and count of material at the point of use.nStep#4 is to calculate the number of containers.-This calculation is performed using the following formula:N=Q/C=看板数量/容器容量-N=number of kanbans-Q=kanban quantity-C=container size N must be Integer,Round up(allow some slack)or down(force improvement)18Kanban Calculation example 看板计算事例看板计算事例看板计算事例请看附件：Kanban format 看板格式：19Leveling box scheduling20Schedule priority rulen同为红色区域时，生产频率越高的优先级就越高 Red area,the higher frequency,the higher priorityn同为黄色区域时，生产频率越高的优先级就越低 Yellow area,the higher frequency,the lower priorityn一次性的卡片，生产优先级大于所有黄色区域的生产 小于红色区域 one times cards,greater than yellow,less than red area21Driving the Improvement cyclenThe elimination of disruption is aided by the improvement cycle:-1.remove a card(or few)-2.wait for a stoppage to occur,note cause-3.if no stoppage,goto 1-4.otherwise fix the cause of the stoppage,then goto 1nNote the direct link between the stock level and why it is needed,thusnKanban is used to focus improvement effort where it is most neednThis process is a critical aspect of the success of the system22Check listnNO.of cardsnProblems&root cause:no cards to produce,red area no production etc.nMonthly forecast&capacity reportnChange over times and total timenMonthly INJ machine downtime&repair timen.?23Capacity reviewMachineTimeRate1WG-80556.7171677.3%2HT-86530.3032973.7%8HT-90529.9860773.6%3HT-150662.2632392.0%4WG-180652.799290.7%5HT-200B503.3614569.9%6HT-200A720.94721100.1%7ES-150B731.77478101.6%9VK3-100298.9378241.5%10VK3-20049.7916676.9%24Number of Kanban cards tracing25Problems tracingDateProblemsReasonsSolutionOwner1-Nov2-Nov3-Nov4-Nov5-Nov6-Nov7-Nov8-Nov9-Nov10-Nov11-Nov26Strategy compare table ContainerReplenish TimeKanban cards Max inventory Kanban cards average inventory boxpalletweek2week1Monthxx258,851191,504xx390,734257,445xx652,723388,440 xx363,011319,321xx484,744380,188xx749,724512,678Now kanban Max.inventory439,618276,450Now stock336,710 27Strategy compare chart28Benefits of Kanban，看板的益处，看板的益处n Reduced inventory 降低库存n Improved quality 提高质量(smaller lot size of defect product)n Lower investment降低成本(smaller supermarkets,Smaller area required)n Shorter lead time 缩短前置期n Reduced capital lockup减少资金的积压n Higher flexibility at injection machines注塑机具有更高的弹性n Expose Problems,improve system暴露问题，改善系统29EOQ and Total Cost,EOQ与与总成本的成本的变化关系化关系nAccording to Total Cost-A change of+100%or-50%of EOQ leads to a total cost change of less than 1%-EOQ减小50%或增大100%对总成本的影响小于1%。100.86%￥7323137 100%￥7260937 100.86%￥7323137￥7,500,000￥7,000,000￥6,500,000￥6,000,00050%EOQEOQ200%EOQMaterial Handling Cost