从优化生产中的物流活动提高生产体系bar.pptx

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1、Material Movement in a Lean Manufacturing Operation 优化生产中的物流活动Total Systems Development Total Systems Development 全体系生产提高 全体系生产提高JIT 生产(准时,准量生产):What is meant by the term,“Just-In-Time”?JIT 生产意味着什么?Does it mean JIT Supply?Does it mean JIT Supply?准时准时,准量供应准量供应?Does it mean JIT Production?Does it mean

2、 JIT Production?准时准时,准量生产准量生产?So,what is Just-In-Time?那么,什么是准时准量生产?The concept of producing the necessary units in the necessary quantities at the necessary time is described by the short-phrase“Just-In-Time”.JIT 生产是:在必需时间内生产必需数量的必需部品的概念.For example.In building shoes:The necessary subassemblies In b

3、uilding shoes:The necessary subassemblies of the proceeding process(uppers and bottoms)of the proceeding process(uppers and bottoms)should arrive at the assembly line at the time should arrive at the assembly line at the time needed in the amounts needed.needed in the amounts needed.举例说明举例说明:在生产成品鞋的

4、时候在生产成品鞋的时候:制鞋所必需的部件制鞋所必需的部件(鞋帮和鞋底鞋帮和鞋底)要准时要准时,准量准量,准型号地到达制造车间准型号地到达制造车间.If we achieve JIT:如果我们做到准时,准量生产:Unnecessary inventories will be eliminated.Unnecessary inventories will be eliminated.不必要的库存就会消除不必要的库存就会消除Stores and warehouses will not be needed.Stores and warehouses will not be needed.储存区和仓库也

5、可以取消储存区和仓库也可以取消Material carrying costs will be diminished.Material carrying costs will be diminished.资材搬运成本降低资材搬运成本降低However.To rely solely on a central planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operatio

6、ns.但是：单纯地依赖计划生产的方法,使所有工序同步生产，并不能完全实现所有环节的准时，准量生产.Transfer Washer Assembly Machining 加工 Welding 焊接 Assembly 组装 Shipping 装船Weekly Schedule 每周生产计划Typically,one control operation receives the customers Typically,one control operation receives the customers orders and disseminates schedules.orders and di

7、sseminates schedules.通常，生产控制部门接受客户定单，然后制订并传达计划通常，生产控制部门接受客户定单，然后制订并传达计划.Production Control生产控制Transfer Washer Assembly Machining 加工 Welding 焊接 Assembly 组装 Shipping 装船Weekly Schedule 每周生产计划Production Control生产控制I IIII IThe problem comes when a change is made either The problem comes when a change is

8、made either because the order changes or equipment breaks down.because the order changes or equipment breaks down.但是当定单有变化或设备出现问题的时候，就会发生一但是当定单有变化或设备出现问题的时候，就会发生一些问题：些问题：库存 库存库存库存The result is excess inventory结果是导致过多的库存within the plant as Work-In-Process 在本车间工序内积压过多的库存suppliers sending in parts that

9、 are not needed 上一道工序发来的并不需要的部件Additionally 另外,We need extra floor space to store the material.We need extra floor space to store the material.我们需要额外的空间来堆放材料我们需要额外的空间来堆放材料Need expeditors to satisfy the changes in schedule.Need expeditors to satisfy the changes in schedule.需要人力和时间投入来改变生产计划需要人力和时间投入来改

10、变生产计划Run overtime to make up parts that we now need.Run overtime to make up parts that we now need.用加班时间来生产现在所需部件用加班时间来生产现在所需部件Toyota rethought how to communicate schedules.丰田公司对调整生产计划做了改进:Toyota discovered a different way to manage Toyota discovered a different way to manage their schedule,their sc

11、hedule,丰田使用不同的方法来制订调整生产计划丰田使用不同的方法来制订调整生产计划They stopped trying to guess what the customer They stopped trying to guess what the customer will want.will want.他们并不去猜想客户的需求他们并不去猜想客户的需求Instead 相反.Each department had installed a small inventory of Each department had installed a small inventory of each p

12、roduct.each product.每个车间都保持少量的库存 每个车间都保持少量的库存 Downstream processes come to the supplying Downstream processes come to the supplying departments and take what it needs.departments and take what it needs.下一道工序到上一道工序去取他们所需部件 下一道工序到上一道工序去取他们所需部件 This allows the processes upstream to simply This allows t

13、he processes upstream to simply replace what was taken.replace what was taken.这样 这样,上一工序只要补充被取走的部件即可 上一工序只要补充被取走的部件即可.The Toyota Production System TPS 丰田体系.Is likely to be the most studied and discussed operations Is likely to be the most studied and discussed operations program in the world.program

14、 in the world.是极可能被全世界研究和讨论的体系 是极可能被全世界研究和讨论的体系 Numerous books and papers have been written about TPS.Numerous books and papers have been written about TPS.出版了很多关于 出版了很多关于TPS TPS 的书籍和其它资料 的书籍和其它资料 Many have come to characterize TPS as“lean production”Many have come to characterize TPS as“lean produc

15、tion”or NOS.or NOS.许多人认为丰田体系 许多人认为丰田体系(TPS)TPS)实际上就代表优化生产或 实际上就代表优化生产或NOS NOSLean Manufacturing(NOS)NOS 优化生产 Regardless of any authors opinion or rational,all agree Regardless of any authors opinion or rational,all agree that the foundation of lean manufacturing(NOS)is the that the foundation of lea

16、n manufacturing(NOS)is the continual pursuit to eliminate waste.continual pursuit to eliminate waste.尽管大家的观点有些不一样 尽管大家的观点有些不一样,但所有人都认为 但所有人都认为NOS NOS 的基础是持 的基础是持续不断地减少浪费 续不断地减少浪费 Waste is defined as anything that consumes resources or Waste is defined as anything that consumes resources or time,but

17、does not add value to the product.time,but does not add value to the product.浪费是任何耗费资源或时间 浪费是任何耗费资源或时间,但不增加产品价值的活动 但不增加产品价值的活动Excess Inventory is Waste 多余的库存是一种浪费Excess inventory hides problemsExcess inventory hides problems多余的库存会隐藏一些问题多余的库存会隐藏一些问题Sea of Inventory 大量库存Raw Material 原资材Finished Goods

18、成品LongTransportation过长运输时间VendorDelivery 供应商运送Absenteeism缺勤Commun-icationProblemPoor Scheduling计划不力MachineBreakdown设备停机QualityProblems质量问题LineImbalance线内不平衡Long Set-Up Time过长调整时间Lack of House-Keeping仓储管理问题沟通问题Our goal for materials management in NOS NOS 资材管理的目标 The ideal state is a smooth flow of ma

19、terials throughout The ideal state is a smooth flow of materials throughout our own factory our own factory 理想的状态是物料在整个工厂内顺畅的流动 理想的状态是物料在整个工厂内顺畅的流动.We want to tie together processes that are separated by We want to tie together processes that are separated by large physical distances.large physical

20、distances.使那些有一定距离而相对分离的生产流程紧密结合起来 使那些有一定距离而相对分离的生产流程紧密结合起来 We need to improve communication in regards to material We need to improve communication in regards to material movement.movement.在物流方面要加强各工序间的沟通 在物流方面要加强各工序间的沟通The Push System”推动“生产体系 In traditional manufacturing,various production schedul

21、es are released to all processes;component making and assembly.在传统的生产中,各种生产计划被传达到各个工序,部件生产和组装部门.The Push System(cont.)”推动“These part-making processes produce the parts in accordance to their schedules and transport the parts to the next process.部件生产部门按照收到的计划生产并把成品部件运送到下一道工序.The Push System(cont.)”推动

22、“This method makes it difficult to promptly adapt to changes.这种方法使生产很难迅速对变化作出反应 Each production schedule must be changed at each process simultaneously.每个工序的生产计划都必需同时变化以适应同步生产The Push System(cont.)”推动”The Result 导致:The company must hold extra inventory among all The company must hold extra inventory

23、 among all processes.processes.公司不得不在各个工序保持额外的库存公司不得不在各个工序保持额外的库存This creates an imbalance of stock between This creates an imbalance of stock between processes.processes.各工序间的库存达不到平衡各工序间的库存达不到平衡The Pull System“拉动”生产体系 In contrast,in a PULL SYSTEM,each process will In contrast,in a PULL SYSTEM,each

24、process will withdraw the parts it needs from the proceeding withdraw the parts it needs from the proceeding process.process.相反相反,“,“拉动拉动”生产体系要求各个工序仅生产体系要求各个工序仅需从上一道工序提取自己所需要的部件需从上一道工序提取自己所需要的部件.BA“production”kanban“withdrawal”kanbanProduct 部件 Product 部件Market供应超市Supplying Process 供应工序Customer Proce

25、ss客户工序“生产”指示板“拒收”指示板The Pull System(cont.)”拉动”体系Since only the final-assembly process can accurately know the necessary timing and quantity of parts required,they are the only ones to receive a schedule.因为只有制造准确地了解所需时间和部件数量,以只要制造收到生产计划即可.AssemblyStock-fit 准备Stitching 缝纫Assembly 制造 Shipping 装船Weekly

26、Schedule 每周生产计划Final Assembly receives a schedule and pulls from the Final Assembly receives a schedule and pulls from the Market Place.Stitching and Stock-fit replenishes the Market Market Place.Stitching and Stock-fit replenishes the Market Place.Place.制造接受生产计划制造接受生产计划,并借助并借助“供应超市供应超市”拉动生产拉动生产.缝缝纫

27、和准备向纫和准备向“供应超市供应超市”补充部件补充部件.Production Control生产控制The Pull System(cont.)”拉动”体系With the schedule,the final-assembly goes to the supplying departments and withdraws what parts are needed.根据生产计划,制造到供应车间去提取所需部件.The Pull System(cont.)”拉动“生产The preceding operation then produces the replacements of The pre

28、ceding operation then produces the replacements of the parts withdrawn by the subsequent process.the parts withdrawn by the subsequent process.这样 这样,前一 前一道工序开始生产被下一道工序提走的部件以补充所需 道工序开始生产被下一道工序提走的部件以补充所需.BAssembly制造Stitching缝纫A“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市“生产”指示板“拒收”

29、指示板Markets“供应超市”Markets are the storage locations for all the parts prior to Markets are the storage locations for all the parts prior to going to the next operation.going to the next operation.“供应超市 供应超市”是为下一道工序储存所需各种部件的区域 是为下一道工序储存所需各种部件的区域.Markets simply are organized collections of purchased Mar

30、kets simply are organized collections of purchased parts and work-in-process.parts and work-in-process.组建 组建“供应超市 供应超市”只是为了搜集购买的部件和线上的库存 只是为了搜集购买的部件和线上的库存.If parts are already stored in your plant,then you can If parts are already stored in your plant,then you can construct markets.construct markets

31、.如果工厂内有储存部件 如果工厂内有储存部件,那就可以设置此体系 那就可以设置此体系.Cautions about Markets关于“超市体系”的警告:Dont get caught up in other peoples philosophy.Dont get caught up in other peoples philosophy.不要受别的观点的影响 不要受别的观点的影响:Markets do not have to be located next to the receiving Markets do not have to be located next to the recei

32、ving docks.docks.超市不一定要靠近部件接受区 超市不一定要靠近部件接受区 Markets do not have to be large in size.Markets do not have to be large in size.规模不一定很大 规模不一定很大 You can have several mini-markets if space is difficult You can have several mini-markets if space is difficult to get.to get.若空间不够 若空间不够,可设多个分散的小超市 可设多个分散的小超市

33、.Use your own common sense Use your own common sense运用自己的常识来解决问题 运用自己的常识来解决问题!Rules for developing Markets设立“超市”的规则:Have a storage location for every part.Have a storage location for every part.为每一部件设立储存区为每一部件设立储存区Determine the maximum of any one part that will Determine the maximum of any one part

34、that will be stored.be stored.为任一需储存部件设立最大库存标准为任一需储存部件设立最大库存标准Provide adequate storage space.Provide adequate storage space.提供合适的储存区域提供合适的储存区域Safety is a priority.Safety is a priority.要优先考虑安全因素要优先考虑安全因素.Lessons Learned about Markets设立超市需注意的几点:Have an overflow spot and a means to monitor.Have an over

35、flow spot and a means to monitor.设立库存限制和监控方法 设立库存限制和监控方法 Try to reserve spaces for future parts.Try to reserve spaces for future parts.提前考虑，为以后的部件留出储存空间 提前考虑，为以后的部件留出储存空间 Preferably,do not store the same part in more than one Preferably,do not store the same part in more than one location.location.同

36、一部件最好储存在一个区域 同一部件最好储存在一个区域 Make sure aisle ways can accommodate forklifts.Make sure aisle ways can accommodate forklifts.保证过道可容纳或通行搬运工具 保证过道可容纳或通行搬运工具.Determine customer demand确定客户需求Takt time is a reference number that gives you a Takt time is a reference number that gives you a sense for the pace a

37、t which each process needs sense for the pace at which each process needs to be producing.to be producing.TAKT TAKT 节拍时间为了解并调整各个工序的生产速度节拍时间为了解并调整各个工序的生产速度提供参考依据提供参考依据To calculate takt time,divide the available time To calculate takt time,divide the available time by the customer demand.by the custom

38、er demand.用可利用的生产时间除以客户需求量，用可利用的生产时间除以客户需求量，即为节拍时间即为节拍时间.For our plant 对我们公司来说:One shift is nine hours One shift is nine hours there is one 60-minute lunch there is one 60-minute lunch9 9 小时一个班次 小时一个班次,其中有 其中有1 1 个小时的就餐休息时间 个小时的就餐休息时间 Work-time Work-time 工作时间 工作时间 8Hrs.X 60min/hr=480 minutes 8Hrs.X

39、60min/hr=480 minutes 8 8 小时 小时 X 60=480 X 60=480 分钟 分钟 480 minutes per shift 480 minutes per shift There is 28,800 seconds per shift There is 28,800 seconds per shift480 480 分钟每个班次 分钟每个班次,即 即28,800 28,800 秒每个班次 秒每个班次Customer demand 客户需求The customer needs 2,000 pairs each day.The customer needs 2,000

40、 pairs each day.客户每天需要 客户每天需要2,000 2,000 足鞋 足鞋We work one shift each day in Assembly,6 days per week.We work one shift each day in Assembly,6 days per week.制造车间每天一个班次 制造车间每天一个班次,每周工作 每周工作6 6 天 天Customer demand is Customer demand is 客户的需求是 客户的需求是:2,000 Pairs/28,800 sec 2,000 Pairs/28,800 sec 2,000 2,

41、000 足 足/28,800/28,800 秒 秒 or 1 PAIR every 14.4 seconds or 1 PAIR every 14.4 seconds 或每 或每14.4 14.4 秒需要产一足鞋 秒需要产一足鞋Market setups and locations供应超市准备和位置选定 Locate space within the plant that can be used as a Locate space within the plant that can be used as a market(s).market(s).选定公司可作为超市的位置 选定公司可作为超市的

42、位置 Minimize the number of markets.Minimize the number of markets.If may be necessary to start with several small ones,If may be necessary to start with several small ones,later to combine into one.later to combine into one.尽量减少超市的数量 尽量减少超市的数量,若有必要可先设立几个小的超市 若有必要可先设立几个小的超市,以后再合并成大的超市 以后再合并成大的超市.Manpo

43、wer and equipment needed人员和设备要求Parts are delivered to the line by Material Handlers using Parts are delivered to the line by Material Handlers using hand-carts.hand-carts.搬运人员用手推车将部件运到生产线 搬运人员用手推车将部件运到生产线The Material Handler has a designated route that covers all The Material Handler has a designate

44、d route that covers all the stations he(or she)is responsible for.the stations he(or she)is responsible for.搬运人员按照指定的运输路线负责自己的工作区域 搬运人员按照指定的运输路线负责自己的工作区域He delivers all parts needed on that delivery cycle,retrieves He delivers all parts needed on that delivery cycle,retrieves all empty containers al

45、l empty containers搬运人员必须循环搬运所需部件 搬运人员必须循环搬运所需部件,并取回空的部件箱 并取回空的部件箱Training 培训The people who are affected by the new system need to The people who are affected by the new system need to understand why the company has implemented the understand why the company has implemented the program.program.新体系所涉及

46、到的人员需要懂得为什么公司实施此体系 新体系所涉及到的人员需要懂得为什么公司实施此体系Those who are to support it must understand how it works.Those who are to support it must understand how it works.支持新体系的人员需懂得体系是怎样运作的 支持新体系的人员需懂得体系是怎样运作的All people must receive adequate training in order for the All people must receive adequate training in

47、order for the system to be both robust and successful.system to be both robust and successful.所有相关人员需接受培训以保证新体系的运作效率和成功。所有相关人员需接受培训以保证新体系的运作效率和成功。Training(continued)培训Remember who the audience is:Remember who the audience is:Production workers have little regard for how Production workers have littl

48、e regard for how many turns the inventory makesmany turns the inventory makesMaterial handlers will not see inventory reduction Material handlers will not see inventory reduction as a benefit.as a benefit.记住谁是培训对象：记住谁是培训对象：那些对库存的影响不太关心的生产者那些对库存的影响不太关心的生产者 看不到减少库存会带来收益的资材管理者看不到减少库存会带来收益的资材管理者Training

49、(continued)培训Design your training program(s)using the knowledge you Design your training program(s)using the knowledge youwill gain in the systems development.will gain in the systems development.运用你在实施 运用你在实施NOS NOS 的过程中得到的经验来设计培训内容，的过程中得到的经验来设计培训内容，Keep it simple.Keep it simple.使培训内容简洁易懂，使培训内容简洁易懂

50、，Give yourself enough time to handle the tough questions.Give yourself enough time to handle the tough questions.Respect the peoples concerns.Respect the peoples concerns.用足够的时间来解决比较棘手的问题，尊重别人的意见。用足够的时间来解决比较棘手的问题，尊重别人的意见。Results of a Pull System生产拉动体系的结果In operations where the implementation has bee