现代生产管理-需求式流程技术.ppt

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1、Demand Flow Technology需 求 式 流 程 技 术General Training material for Staff职员培训资料Flex FactoryDemand Flow TechnologyFlextronics has adopted Demand Flow Technology as the Manufacturing Strategy伟创力采用DFT作为制造策略 Flextronics was introduced to DFT by Lifescan Johnson&Johnson in 1994.强生公司于1994年将DFT引入伟创力公司。Demand

2、Flow Technology How it started in FlextronicsDFT is a product of the John Costanza Institute of TechnologyDFT是JCIT公司的产品。What Drives Product CostsMaterial 物料物料75-90%Labour 劳动力劳动力5%Overhead 管理费用管理费用15%Profit 利润利润5%Product Cost Percentage*产品成本百分率产品成本百分率 Total Cost of Material is the highest(Handling,St

3、oring,Shelf Life,Scrap,Capital Tie Up,Purchase Cost,etc)物料的总成本是最高的(包括处理、储存、限期保存、废料、资源占用、采购成本等等)In Traditional Manufacturing,focus is mainly on reduction of labor cost(mistakenly)在传统的制造业里，将重点放在了减少劳动力成本(是错误的)Material and finished goods inventory costs are often overlooked 物料和制成品库存成本往往被忽视*The Quantum L

4、eap,JCiTDFT focuses on reduction of overall material and overhead costDFT注重所有物料成本和管理费用的减少4Seven Types of Wastes*1Over-production 过量生产Waiting time 等待时间Transportation 运输Processing waste 处理废料Inventory 存货Motion 移动Product defects 次品Common Solutions 共同的解决方法:Back-to-Basic Disciplines回到基本的纪律:The 5-S and Wor

5、k Place Organization 5-S和工作场所的规范 Simplify,Combine and Eliminate 简单化，组合和清除*1 Toyota Manufacturing System 丰田制造体系丰田制造体系*2 The Machine That Changed The World 机器改变世界机器改变世界 by James P.Womack,Daniel T.Jones&Daniel Roos-IMVP,Massachusetts Institute of Technology Products/Services that are not required by co

6、nsumers The 8th Waste*2 产品/服务并不是客户所要求的-第8种浪费What is DFT?It is a DemandDemand Pull Process 是一个需求式拉动过程 Produces the highest possible level of QualityQuality 使生产达到尽可能高的质量水平 Providing the Customer with maximum FlexibilityFlexibility 为客户提供最大的灵活性 At pre-determined Response TimeResponse Time 预先设定响应时间 Achie

7、ve highest possible Inventory TurnsInventory Turns 达到尽可能高的存货循环 Eliminating Non Value AddedNon Value Added activities(Waste)消除无附加值活动(浪费)8Manufacturing the Traditional WayStoreStore货仓货仓PlanPlan计划计划QueueQueue排期排期WorkWork工作工作 Buffer Buffer缓冲区缓冲区StockStock库存库存BufferBuffer缓冲区缓冲区BufferBuffer缓冲区缓冲区BufferBuf

8、fer缓冲区缓冲区BufferBuffer缓冲区缓冲区BufferBuffer缓冲区缓冲区BufferBuffer缓冲区缓冲区BufferBuffer缓冲区缓冲区PlanPlan计划计划QueueQueue排期排期WorkWork工作工作PlanPlan计划计划QueueQueue排期排期WorkWork工作工作PlanPlan计划计划QueueQueue排期排期WorkWork工作工作Manufacturing The DFT Way DFT links Manufacturing Processes together DFT将所有制造过程联结在一起 Materials are kept c

9、lose to point of use(RIP)物料的储存靠近使用点(RIP)Reduces Work In Process Inventory or Buffers 减少在线存货量和缓冲区MANUFACTURING FLOW PROCESS补充程序补充程序机器#2机器#3机器#1机器单元机器单元 供应商供应商生生 产产 流流 程程存货区存货区成成 品品在线暂存料在线暂存料What DFT will achieve?With DFT we will：用DFT我们将达到:Minimize non-value added work 最小化无附加价值工作 Reduce product cycle

10、time 减少生产周期 Reduce the inventory levels 降低存货水平 Reduce floor space requirements 减少空间需求 Reduce scrap and rework 降低废料和返工 Reduce product cost 降低产品成本 DFT Development CycleFlex Factory 记分卡记分卡 生产线设计生产线设计 需求预测 流动速率/TAKT 校正 SOE 线上平衡 生产线布局 DFT工作指引工作指引 方法表格(MPI/PTI)设计评审设计评审 DFM/DFT NVA 消除 物料垃动系统物料垃动系统 WIP/RIP

11、Kanban 大小 Kanban卡系统 信号灯系统 质量改进过程质量改进过程 提高产量 客户满 意 培训培训 一般性/灵活性 产品/过程 客户响应客户响应 线性计划线性计划 需求障碍需求障碍 供应商合作性供应商合作性 质量,交货,Kanban Demand Flow Technology DFTDFT监控监控 审核系统 跟踪绩效 Poka-YokeSMEDSMEDTPMCell/Group Cell/Group TechnologyTechnologyTQC/工作内容/检查1优质产品2准时交货3存货循环4制造周期5有附加值活动/雇员绩效绩效产品同步化产品同步化 测试丝印表面贴装技术(面板)回流

12、表面贴装技术(面板)表面贴装技术(底板)生产流程排序生产流程排序有附加值活动/无附加值活动质量标准 总操作周期过程效率Steps of Implementing DFT A method to show relationships between individual manufacturing processes用于显示单个制造过程之间联系的一种方法用于显示单个制造过程之间联系的一种方法Step 1-Create the Product SynchronizationExternal assembly外部装配Manual assembly人工装配Soldering 执锡Function te

13、sting功能测试Circuit boardsCircuit boards线路板线路板Pressing挤压Cutting剪切Finishing修整ChassisChassis底板底板Cutting剪切Splitting分线Insulating绝缘CableCable电线电线Plastic componentsPlastic componentspartial assemblypartial assembly塑胶零件部分装配塑胶零件部分装配System testingSystem testing系统测试系统测试PackingPacking包装包装 SoftwareSoftware软件软件Pack

14、aging materialPackaging material包装材料包装材料Series of work content steps and quality criteria that need to be completed in order to manufacture the quality product 工作内容步骤的连续性和质量标准需要必须完善以制造出优质产品SOE is classified in four categories:SOE被分成4类：Step 2 Come up with the Sequence Of Events(SOE)Required labor wor

15、kRequired labor work必须人工工作时间必须人工工作时间Required machine workRequired machine work机器必须工作时间机器必须工作时间Setup timeSetup time设置时间设置时间Move timeMove time移动时间移动时间DefinitionDefinition定义定义:ValueValue Add(VA)Add(VA)-Activities that the customer is willing to pay for 有附加价值(VA)-客户愿意为此付钱的活动 Non Value Add(NVA)Non Value

16、Add(NVA)-Activities the customer is not willing to pay for but 无附加价值(NVA)may be necessary to build the product(set-up,queue,move,etc.)客户不愿为此付钱但在产品制造过程中又是必需的 (建造，等待，移动，等等)Value Added Efficiency=x 100 附加价值效率 “Reduction of non-value added work increases efficiency”Reduction of non-value added work incr

17、eases efficiency”“减少无附加价值工作提高效率减少无附加价值工作提高效率”Value and Non-Value Added ActivitiesValue added work 有附加价值的工作Total labor+machine time所有人工+机器时间Value Added Activities an exampleValue Added ActivitiesValue Added Activities有附加价值活动有附加价值活动Non-Value Added ActivitiesNon-Value Added Activities无附加价值活动无附加价值活动 Val

18、ue Added Efficiency Value Added Efficiency 附加价值效率附加价值效率=Total Value Added timeTotal Value Added time总附加价值时间总附加价值时间 X 100X 100 Total Machine time+Total Labor time Total Machine time+Total Labor time 总的机器时间总的机器时间+总的人工时间总的人工时间=15.38 15.38 X 100X 100 22.83 22.83=67.37%=67.37%Non-Value Added Efficiency N

19、on-Value Added Efficiency 无附加价值效率无附加价值效率=Total Non-Value Added time Total Non-Value Added time 总无附加价值时间总无附加价值时间 X 100X 100 Total Machine time+Total Labor time Total Machine time+Total Labor time 总的机器时间总的机器时间+总的人工时间总的人工时间=7.45 7.45 X 100X 100 22.83 22.83=32.63%=32.63%Designed capacity is the maximum

20、output we can produce in a flow during planned work hours 设计生产量是在计划工作时间内一条生产线的最大产量。Designed daily capacity is set for a longer period of time by program management together with the customer 设计日产量是由项目管理者和客户针对一段长时间共同设定的。Without re-designing the line or changing production method,a range of volume fro

21、m 50%to 100%designed capacity then can be achieved 只要未重新设计过生产线或改变生产方法，50%到100%的设计生产量是可以完成 的。Daily Capacity:日产量 Dc,Dr =Designed Daily Rate(Capacity)设计每日速率(产量)PV =Targeted Monthly Volume 每月目标产量WD=Work days per month 每月工作天数Example:Target month volume =50000,Work days per months=20 days Therefore,Dr,Dc=

22、50000/20=2500Step 3-Determine Line Design CapacityDC=PVWDManufacturing the DFT-TAKT ExampleThe TAKT defines how much time we can spend on every workstation and how often a finished product must leave the flow.TAKT TAKT 定义每一个工位所花时间和一个制成品离开生产线的频率。定义每一个工位所花时间和一个制成品离开生产线的频率。Example:If we need 6 computer

23、s per hour to meet the Designed Daily Capacity,we will need one every 10 minutes.The work content will be distributed over as many workstations as needed to meet the target 10 minutes per station.如果我们每小时需要6台电脑才可以达到设计每日产量的话，那么平均10分钟需要1台。我们就要将所有工作内容分解到每个工位10分钟。Flex FactoryTAKT-Hours Effective To calcu

24、late TAKT,we divide the Designed Daily Capacity with number of effective working hours.为了计算TAKT 时间,我们将设计的每日产量分解为有效工作时间。Effective work hours is defined as the actual time used to produce the part or product.For example,paid hours minus break time,meeting time,preventive maintenance,etc.有效工作时间被定义为用于生产

25、产品那一部分的实际时间。例如：支付 时间减去等待时间，会议时间，维护保养时间等等。Flex FactoryLine Balancing vs.Work ContentFlow Takt Time=60 sec60 sec60 sec60 sec120 secTESTImbalance/BottleneckTEST 1TEST 260 sec60 sec60 sec120 sec120 secABCABCFlex FactoryStep 4 Formulate the DFT Work Instructions TQC Worksheet is a key element incorporate

26、d in DFT Manufacturing TQC表格是组成DFT制造技术的关键因素 The only document an operator requires at the workstation to perform the tasks 要求工人在工位上完成任务的唯一的文件 Format:TQC Work Content Verify 格式：TQC 工作内容检查Red红Yellow黄Blue蓝Steps 步骤Symbol符号Color Code色码TQCCheck the previous operation or incoming material检查前一道工序或来料Work Con

27、tent 工作内容Content of the work you are supposed to perform on the unit要求完成的工作内容Verify 检查After completing the work content,check to ensure its good完成工作后，检查以确保无误Rule of Thumb for Work InstructionsShould be user friendly 正确使用Minimum text 最少的文字Lots of graphics 大量的图形Denote the appropriate symbols used 用适当的

28、符号指示For more info,please refer to FBP-ENG204 DFT Creating Work InstructionThe Work Instruction TemplateSample of a Method SheetCUSTOMERLOGO HEREW.I.P/N:Customer:RiverstoneW.I.:OP#xxx REV xxProduct:RC15000 CM w/256MBDate:01/01/01Page:1 of 1 TQCCONTROLLED DOCUMENT DO NOT DUPLICATEWORK INSTRUCTIONVerif

29、yBY:DATE:_Work Content9 in lbs.2133 in lbs.1231Check for correct Assy P/N 300-179-02 Rev0D.2Check Heatsink is secured.Item#Part#Description Qty1Insert the Board into the Module carrier with16 screwsP/N 121-037-01RevOAModule Carrier1P/N 300-179-02Rev0DBoard1P/N 14-067-01 Screw162Install Jackscrew wit

30、h Washer into both sides of the ConnectorP/N 14-008-01Jackscrew2P/N 14-010-01Washer23Insert the DIMM into XP7P/N 45-007-01DIMM11Verify for missing screws.2Verify torque is set to 9 lb.For work content 13Verify torque is set to 3 lb.For work content 2RC150-CM4-256Step 5 Material Pull SystemRaw In Pro

31、cess Inventory(RIP)Raw material on the shop floor is called Raw In Process.存放在车间的原材料称为在线暂存料。Inside the RIP area we do not perform any transaction.在RIP区内不能进行任何处理。Total product cycle time is typically less than one day.总的生产周期低于1天。Supplier供应商RIPRIPRIP-AREARIP-AREACustomer客户Main Warehouse仓库Stock of Fini

32、shed Goods成品库存Japanese word which means communication signal or card.日文，意思是沟通的信号或卡片。Signal to upstream operations or raw material supply to replenish material to the flow line.发信号给上工位或原材料供应者要求为生产线补充物料。Kanban specifies maximum inventory levels to be kept at any time.Kanban详细说明了在任何时候都要保持最大库存量水平。A tool

33、 to achieve J Just I In T Time production.达到及时(JITJIT)生产。The Kanban System Standard IPK=1 标准IPK=1 IPK is signaled with a square X or waiting locations on a conveyor.IPK用一个方形的 X 表示或在传送带上的等待区域。IPK signals when to work on a workstation as well as when and where to flex.IPK表示一个工位何时开始工作，也表示何时何处可伸缩。In-pro

34、cess Kanban does not have part number identity.IPK没有零件号码识别。Operation 1Operation 2Operation 3XXXOperation 4XIncreased IPK leads to increased quality riskIncreased IPK leads to increased quality riskIPKIPK的增加会导致质量风险的增加的增加会导致质量风险的增加In Process Kanban(IPK)An empty KanBan Square is a signal to work一个空的Kan

35、Ban 区是要求工作的信号The In Process KanbanIs marked with a square在线 Kanban 是一个作有标记的方形区域Operation 1 Operation 2 Operation 3XXXOperation 4XIn this example,operation 1 and 3 should work.Operation 2 and 4 should wait for their product to be consumed在这个例中，工作位1和3应该工作，而工作位2和4应该等待KanBan 中的产品被用完Flex FactoryIn Proces

36、s Kanban(IPK)Single Card Kanban/2 Bin System Single Card Kanban or 2 bin system is used to replenish the manufacturingflow with material from a store,supplier or upstream process.单张卡或两个物料盘系统被用于从货仓、供应商或上道工序补充物料给生产线。Kanban cards always have one point of usage,one point of supply and a predefined quant

37、ity of a specific part.Kanban卡一般包括一个使用点，一个供应点和一个事先设定好的具体零件的数量。Kanban quantity is recalculated when designed capacity is changed.当设定好的生产量改变时，Kanban数量要重新进行计算。Kanban quantity is not affected by daily volume variation within 50%-100%of Designed Capacity.当生产能力在设定好的生产量的50%-100%之间变化时，Kanban数量并不受影响。Optional

38、 Lighting System To Trigger a Signal for ReplenishmentTypes of Design设计类型:Two/Three color tower light(Red,Yellow and Green)两/三色灯(红红，黄黄和绿绿)Three different types of color switches(RED,YELLOW and WHITE).三种不同颜色开关的类型(红红，黄黄和白白)No Tower Light Up or Green ONProduction is running smoothly.没有灯亮或绿绿灯亮表示生产线运作正常。

39、Yellow Tower Light UpMaterial shortage and need replenishment.黄黄灯亮表示物料短缺，需要补充。.Lighting System an example Flexing The flow is designed for maximum capacity,but we can run between 50%and 100%of this capacity.虽然生产流程按最大生产能力设计，但我们可以在50%至100%之间运转。Every day depending on demand,we calculate how much we nee

40、d to produce.每天可以根据需求，计算出当日的产量.The daily TAKT is controlled by number of operators in the flow.每日TAKT根据生产线上的工人数量进行控制。Flex FactoryFlexing-ExampleThe Flow has 10 workstations and designed daily capacity of 100 units.Tomorrow we are going to build 80 units,how many operators will we then need?Assume th

41、e TAKT is 10 minutes,which means every 10th minute a product is leaving the flow.生产线有10个工位，设计的日产量为100个单位。明天我们准备生产80个单位，我们需要多少个工人？假设TAKT时间为10分钟，即每10分钟就有1个产品下线。Op 6Op 9Op 8Op 7Op 2Op 1XXXXXOp 3Op 4Op 5XXXOp 10XFlow line staffed for Designed Daily capacity生产线上人员安排根据设计好的日产量Flex FactoryWhen running 80%of

42、 designed capacity,the daily pace is changed from one product every 10:th minute to one product every 12.5 minute.The time we work stay the same,but amount of work every operator performs increases.当我们按照80%的设计生产量来运转时，每天的速度就由10分钟生产1个产品变成每12.5分钟生产1个。因此在同样的工作时间内，每个工人完成的数量将会增加.Flexing-ExampleOp 6Op 9Op

43、8Op 7Op 2Op 1XXXXXOp 3Op 4Op 5XXXOp 10XOperators must flex between operations,always moving the product towards the customer.工人必须在两个工位之间灵活操作，总是把下一工位当作自已的客户。Flex FactoryFlexing Every operator must be trained on at least 3 workstations in a row.每个工人在一条拉上必须学会操作至少3个工位。4One where work is performed 1个是本工位

44、 4One down stream 1个是下工位4One upstream 1个是上工位 This is to be able to do TQC,verify and Flex between operations.这样就使得他们会做TQC，检查和具有工位之间操作的灵活性。When Flexing,the workstations are still the same,so operators move between the stations,and the material stays.由于具有灵活性，虽然工位相同，但工人可以在工位之间移动，物料仍保留 在原工位。Op 6Op 9Op 8

45、Op 7Op 2Op 1XXXXXOp 3Op 4Op 5XXXOp 10XFlex Factory Quality Improvement ProcessQuality is everyones responsibility Quality is everyones responsibility especially yoursespecially yoursespecially yoursespecially yours质量是每个人的责任质量是每个人的责任 尤其是你的尤其是你的 Yield Improvement 提高产量 Customer Satisfaction 客户满意 An ess

46、ential part of Demand Flow Technology is the work with continuous improvements.DFT的一个本质的部分是持续改进.The Flextronics mentality is a constant seek after improvements and ways to reduce cost from our manufacturing systems.伟创力精神就是在进步中坚持不懈的探索，在制造过程中降低成本。Flex Factory TrainingA well trained employee can do any

47、thingA well trained employee can do anything一个受训良好的雇员可以做好任何工作一个受训良好的雇员可以做好任何工作 Generic Training 一般培训 Flexing 灵活性Demand Flow Technology is about achieving the daily delivery All the time.Every operator is part of a team,and takes responsibility forThe entire flow.I dont have a workplace,I am a member

48、 of the team.DFT是始终可以完成每日的产量。每个工人是团队的一部分，对整个流程负有责任。我有的不是一个工作场所，我是团队里的一分子。Flex FactoryLine Balancing vs.Work ContentFlow Takt Time=60 sec60 sec60 sec60 sec120 secTESTImbalance/BottleneckTEST 1TEST 260 sec60 sec60 sec120 sec120 secABCABCFlex FactoryExample of Flextronics DFT Flow LineBox build flow line.Good Example of Demand Flow TechnologyFlex FactoryDemand Flow TechnologyThe goal is to have a DFT flow line all the way from start to finished product ready to go to the customerFlex FactoryThe EndThank You