施耐德精益生产系统定义学习教案.pptx

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1、会计学1施耐德精益生产施耐德精益生产(shngchn)系统定义系统定义第一页，共80页。How to Use1.1.View the presentation in“Slide Show”modeView the presentation in“Slide Show”mode2.2.Go to the index on the next two pagesGo to the index on the next two pages3.3.Select a topic,click on the buttonSelect a topic,click on the button4.4.To retur

2、n to the index,in theTo return to the index,in thelower right corner,click on the lower right corner,click on the 第1页/共80页第二页，共80页。INDEX 1INDEX 1Acronyms A MBatch&QueueEffective MotionInventory RateAcronyms M PBullwhip EffectJidokaAcronyms R ZCapacityElasticityJust In Time5SCellEmployee InvolvementK

3、anban5 WHYSContinuous FlowEPEIKaizenKaizen Blitz8DConstant Daily OutputErgonomicsKPIs:ISSR,INCRESSR,ENCR7 WastesCOGsMBC/DVCErgonomic ZoneKPIs:MDR,FFRPRR,NQCAndonCycle TimeFlexibilityKPIs:OLT,OTA,OTDLM,OTDMAutonomousMaintenanceCustomer ServiceFMEAKPIs:AutonomationDelivery Lead TimeForecast PlanningKP

4、Is:OE,KE,IEKD,KER,KSRBackflushingDifferentiation TreeHeijunkaKPIs:NEE,OEEBAT Best Available TechniqueDMAICHoshin第2页/共80页第三页，共80页。INDEX 2INDEX 2Lead Time,ProductionProcessLead Time,OrderMulti function workerMulti skilled workerPull/PushTPM Total ProductiveMaintenanceLean Six SigmaLean EnterpriseNorma

5、tive InspectionShojinkaU-Shaped LayoutLevel LoadingOne Piece FlowShort Interval ManagementVisual controlLittle Train WaterSpiderOrder for OrderSix sigmaVisual RefillMaterial HandlerOrder QueueSMEDValue StreamLoops&MappingMixed ModelPitchStandard OperationsWaterspiderMOSPoka YokeSuggestion SystemsWas

6、teMove TimeProcessSupermarketWIPMPSMRPProcess CapacityTakt timeZero DefectMTBFProcess mapTime ReferenceVSM SymbolsMTMTime:UT,DT,OTRVSM SymbolsTime:TSR,OT,TSVSM Time第3页/共80页第四页，共80页。Acronyms A-MAcronyms A-MBATBest Available TechniqueJITJust In TimeCDOConstant Daily OutputKDDesign CoefficientCPQ CPCom

7、ponent and Product Quality Control PlanKEEfficiency CoefficientDTDesign TimeKEREfficiency Coefficient for ReferenceDVCDirect Variable CostKSSupport CoefficientEMSEnvironmental Management SystemKSRSupport Coefficient for ReferenceENCRExternal Non-Conforming RateMBCManufacturing Base CostERPEnterprise

8、 Resource PlanningMDRManufacturing Defect RateESSRExternal Supplier Service RateMESManufacturing Execution SystemFFRField Failure RateMPHMaterial Handling&ProvidingIEIndustrial EfficiencyMPAHMaterial Providing and HandlingINCRInternal Non-Conforming Cost RateMPSMaster Production SchedulingISSRIntern

9、al Supplier Service RateMRPMaterial Requirement PlanningMTBFMean Time Between FailureMTTRMean Time To Repair第4页/共80页第五页，共80页。Acronyms M-PAcronyms M-PMTMMethod Time MeasurementPOTPlant Operating TimeNEENet Equipment EfficiencyPLTProduction Lead TimeOEEOverall Equipment EffectivenessPMPreventive Maint

10、enanceOFOOrder For OrderPMPProduct Management ProcessOTOperation TimePPLTPlacing Process in a Lead Time contractOTDMOn Time Delivery Manufacturing PlantPEPProduct Environmental ProfileOTROperation Time of ReferencePEPProduct Evolution ProcessPPEPPart&Product Evaluation Plan formPRRPlant Return Rate第

11、5页/共80页第六页，共80页。Acronyms R-ZAcronyms R-ZRTRequired TimeTSTime SpentSAMSupplier Approval ModuleTSRTime Spent ReferenceSH&ESafety,Health&EnvironmentTtTechnology TimeSIMShort Interval ManagementTtmTechno-manual timeSQASupplier Quality AssuranceUFSSSCMESchneider Supply Chain Management EngineerUTUseful

12、TimeSSQMSchneider Supplier Quality ManagementVSMValue Stream MapSSQMESchneider Supplier Quality Management EngineeerWIPWork In ProcessSURStaff Utilization RateWOWork OrderTmManual TimeTPMTotal Productive Maintenance第6页/共80页第七页，共80页。5 S5 Sn5 Ss:From the Japanese:From the Japanese:n n“Seiri”Sort,elimi

13、nate or get rid of unnecessary items.“Seiri”Sort,eliminate or get rid of unnecessary items.n n“Seiton”Straighten,organize tools,materials and information in logical order or manner for“Seiton”Straighten,organize tools,materials and information in logical order or manner for predictable use.predictab

14、le use.n n“Seiso”Scrub,clean away all dirt and remove trash.“Seiso”Scrub,clean away all dirt and remove trash.n n“Shitsuke”Standardise,do all work in accordance with documented and visual standards.“Shitsuke”Standardise,do all work in accordance with documented and visual standards.n n“Seiketsu”Syst

15、emise,make these steps a habit:theyre done daily throughout the organization.“Seiketsu”Systemise,make these steps a habit:theyre done daily throughout the organization.第7页/共80页第八页，共80页。5 Whys5 Whysn n5 Whys:This is an incredibly simple yet effective This is an incredibly simple yet effective tool:do

16、 not be satisfied with an answer to a problem until you have tool:do not be satisfied with an answer to a problem until you have asked why at least 5 times to drill down to the root cause.asked why at least 5 times to drill down to the root cause.If you dont ask the right questions,you dont get the

17、right answers.A question asked in the right way often points to its own answer.Asking questions is the ABC of diagnosis.Only the inquiring mind solves problems.-Edward HodnettExample:Problem Statement:You are on your way home from work and your car stops in the middle of the road.1.Why did your car

18、stop?A:Because it ran out of gas.2.Why did it run out of gas?A:Because I didnt buy any gas on my way to work.3.Why didnt you buy any gas this morning?A:Because I didnt have any money.4.Why didnt you have any money?A:Because I lost it all last night in a poker game.5.Why did you lose your money in la

19、st nights poker game?A:Because Im not very good at bluffing when I dont have a good hand.第8页/共80页第九页，共80页。8D “8 Disciplines”8D “8 Disciplines”n8D:“8 Disciplines”is a is a problem-solving methodology for product and process problem-solving methodology for product and process improvement.It is structu

20、red into eight disciplines,improvement.It is structured into eight disciplines,emphasizing team synergy.emphasizing team synergy.n nOne purpose for 8D is to explore the control system,One purpose for 8D is to explore the control system,which allowed the problem to escape.The Escape point is which al

21、lowed the problem to escape.The Escape point is studied for the purpose of improving the ability of the studied for the purpose of improving the ability of the Control System to detect the failure or cause when and if it Control System to detect the failure or cause when and if it should occur again

22、.should occur again.n nAnother key advantage to 8D is the prevention loop,which explores Another key advantage to 8D is the prevention loop,which explores the systems that permitted the condition that allowed the Failure and the systems that permitted the condition that allowed the Failure and Cause

23、 Mechanism to exist in the first place.8D is very much related Cause Mechanism to exist in the first place.8D is very much related to the FMEA process in that it deals with the Failure Modes and to the FMEA process in that it deals with the Failure Modes and Causes after they occur where FMEA attemp

24、ts to anticipate them Causes after they occur where FMEA attempts to anticipate them before they occur.before they occur.Form a Multi Skilled TeamCustomer ComplaintDescribe the ProblemDevelop and ImplementContainment ActionsRoot Cause Analysis:Cause&Effect Diagram,5 WhysDevelop and ImplementPermanen

25、t Corrective ActionVerify Corrective ActionImplementation&EffectivenessDevelop and ImplementPermanent Preventive ActionG8D:ClosureWithin48HoursWithin15DaysWithin2Months第9页/共80页第十页，共80页。7 Wastes of Lean7 Wastes of Leann7 Wastes:lean manufacturing focuses on eliminating lean manufacturing focuses on e

26、liminating seven causes of waste.The elimination of these wastes leads to higher quality,seven causes of waste.The elimination of these wastes leads to higher quality,improved delivery,higher productivity and increased worker safety.improved delivery,higher productivity and increased worker safety.T

27、IMWOODOverproductionOver processingDefects,Rework&InspectionWaitingInventory&StorageMotionTransport&HandlingWaste is ANY activity thatconsumes resources butcreates no value for the customer.第10页/共80页第十一页，共80页。n nAndonsAndons:are devices used by operators to alert other are devices used by operators

28、to alert other team members to production barriers or other abnormalities team members to production barriers or other abnormalities within production.Usually they are flashing lights,within production.Usually they are flashing lights,sometimes sirens,or any combination of visual and audio sometimes

29、 sirens,or any combination of visual and audio signals.They can signal a machine breakdown,material signals.They can signal a machine breakdown,material shortage,etcshortage,etcn nAutonomous MaintenanceAutonomous Maintenance:where the shop floor where the shop floor employees take on some and an inc

30、reasing amount of routine or employees take on some and an increasing amount of routine or preventive maintenance within their work area.preventive maintenance within their work area.Use simple techniques to make operator maintenance simple and visual.Taping off a pressure gauge so an operator can e

31、asily see if the reading is within the acceptable range is an example.AndonAndon第11页/共80页第十二页，共80页。nAutonomation:(See Jidoka)(See Jidoka)Autonomation is the automatic control of defects.Autonomation is the automatic control of defects.nBackflushing:Automatic accounting Automatic accounting for mater

32、ial consumed for production-at the time production is for material consumed for production-at the time production is completed-for example when the work order is pleted-for example when the work order is completed.nBAT “Best Available Techniques”:applied especially applied especially when speaking o

33、f environmental techniques.Best Available when speaking of environmental techniques.Best Available Techniques(BAT)involves the use of proven technologies Techniques(BAT)involves the use of proven technologies and methods of operation in order to prevent or minimize and methods of operation in order

34、to prevent or minimize emissions to the environment as a whole.Adopting best emissions to the environment as a whole.Adopting best available techniques(BAT)can help to improve the available techniques(BAT)can help to improve the management of material flows,increase energy-efficiency management of m

35、aterial flows,increase energy-efficiency and cut emissions.and cut emissions.Current Practice:Tampo PrintBest Available Technique:Laser EtchAutonomationAutonomation第12页/共80页第十三页，共80页。nBatch and Queue:Producing Producing more than one piece of an item and then moving those items more than one piece o

36、f an item and then moving those items forward to the next operation before they are actually needed forward to the next operation before they are actually needed there.Thus,items need to wait in a queue.Also called“Batch-there.Thus,items need to wait in a queue.Also called“Batch-and-Push.Contrast th

37、is with continuous flow.and-Push.Contrast this with continuous flow.RawMaterialInventoryFabPartsInventoryWIPFabricationPurchPartsInventoryRawMaterialSupplierPurchasedPartsSupplierSubAssemblySubAssemblyFinalAssemblyFinishedGoodsInventoryShipShipSubAssemblySubAssemblyInventoryWIPSubAssemblyWIPWIPRawMa

38、terialInventoryFabricationRawMaterialSupplierPurchasedParts SupplierJ.I.T.SubAssemblySubAssemblyFinalAssemblyFinishedGoodsInventoryShipShipSubAssemblySubAssemblynConverting a workplace from Batch&Queue to Continuous flow or One Piece Flow normally results in an average decrease in Work In Process In

39、ventory of 60%or more.Batch&QueueBatch&Queue第13页/共80页第十四页，共80页。3/1/20053/8/20053/15/20053/22/20053/29/20054/5/20054/12/20054/19/20054/26/2005050100150200250SectionsDaysSeneca Demand AmplificationSeneca OrdersSeneca ProductionMonterrey OrdersMonterrey ProductionBullwhip Effect:Bullwhip Effect:Demand

40、AmplificationDemand Amplificationn nDemand Amplification MapDemand Amplification Mapn nDemand Variation MapDemand Variation Mapn nSupply Chain Response MatrixSupply Chain Response Matrixn nQuality Filter MapQuality Filter Mapn nBullwhip EffectBullwhip Effect:The introduction of artificial signals in

41、to the The introduction of artificial signals into the supply chain resulting in increased variation versus actual customer supply chain resulting in increased variation versus actual customer requirements.requirements.n nObserved in supply chains when Observed in supply chains when orders to upstre

42、am suppliers have greater orders to upstream suppliers have greater variance than downstream salesvariance than downstream sales to customers to customers n nMain causes of the“Bullwhip Effect”as orders move upstream are:Main causes of the“Bullwhip Effect”as orders move upstream are:n nThe number of

43、 decision points where orders can be The number of decision points where orders can be adjusted.adjusted.n nDelays while orders wait to be processed and Delays while orders wait to be processed and passed on.passed on.n nTypical symptoms include:Typical symptoms include:n nexcessive inventory levels

44、;excessive inventory levels;n npoor customer service due to unavailable products or poor customer service due to unavailable products or large backlogs;large backlogs;n nhigh costs for overtime and expedited shipping.high costs for overtime and expedited shipping.第14页/共80页第十五页，共80页。nCapacity Sizing:

45、Determination of the capacity required to meet service Determination of the capacity required to meet service rates and delivery schedules,taking into account rates and delivery schedules,taking into account demand variability and how easily capacity can be demand variability and how easily capacity

46、 can be adjusted.adjusted.n nSchneider Capacity RuleSchneider Capacity Rule:n nCapacity must be in place to deliver 20%Capacity must be in place to deliver 20%over peak forecast monthly demandover peak forecast monthly demandn nDuring normal operating hours,During normal operating hours,recommended

47、to be:recommended to be:n n Manual assembly process:Manual assembly process:targeted organization=2 shifts x targeted organization=2 shifts x 5 days5 daysn n Automated assembly process:Automated assembly process:targeted organization=3 targeted organization=3 shifts x 5 daysshifts x 5 daysAugust is

48、the peak forecast month 240,000 units in 23 days.240K X 1.20=288KPlan Capacity hereCapacityCapacity第15页/共80页第十六页，共80页。nCell:Operating a true continuous flow on machines and work stations placed close together Operating a true continuous flow on machines and work stations placed close together in the

49、 order of processing,sometimes in a“U”shape.Cell operators may have multiple processes,and in the order of processing,sometimes in a“U”shape.Cell operators may have multiple processes,and the number of operators is changed when the customer demand changes.The“U”shaped layout is the number of operato

50、rs is changed when the customer demand changes.The“U”shaped layout is used to allow more alternatives for distributing the work elements among operators,and to permit the used to allow more alternatives for distributing the work elements among operators,and to permit the leadoff and final operations