价值流程图_VSM（PPT55页)

1©2013ZOGGAllrightsreserved.ValueStreamMapping(VSM)价值流程图2©2013ZOGGAllrightsreserved.What’sLean什么是精益生产Leanisaphilosophywherewasteisidentifiedcontinuouslyandeliminatedpassionately.Wasteisanyactivity(orinactivity)thatconsumesresourcesforwhichthecustomerisnotwillingtopay.PhilosophyThinkingToolkitPracticeJourneysLifeNOTaprogramNotflavorNotacampaign3©2013ZOGGAllrightsreserved.3LevelofLean精益生产的三个层次4©2013ZOGGAllrightsreserved.PrinciplesOfLean精益生产5原则CustomerdefinesVALUEIdentifytheVALUESTREAM(andeliminate8wastes)Makevalue-creatingstepsFLOWLetcustomerPULLproductfromyouasneededPursuePERFECTION(empowerpeoplewhoaddvalue)LeanCapabilityTimeIdentifyValueMapTheValueCreateFlowEstablishPullPursuePerfection213455©2013ZOGGAllrightsreserved.ValueAdded增值Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.(Thesearethingsthecustomeriswillingtopayfor.)任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）Non-ValueAddedAnyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated.)任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）ValueAddedvs.Non-ValueAdded增值与非增值的定义6©2013ZOGGAllrightsreserved.Valueaddedornot价值增加或者没有?设置/转拉移动/寻找组装包装仓库返工今天只有5%的活动增加了价值接收检查库存物料运输数据登记计算7©2013ZOGGAllrightsreserved.Wasteisanythingthatdoesnotdirectlyaddvaluetothefinalproductorcontributetotheproduct’stransformation.浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。Wasteonlyaddstimeandcost,novalue.浪费只增加时间和成本，不增加价值。Wasteisthereasonthatproductflowstopsandisthecausefornoncompetitiveness.生产流动的停止是造成浪费的原因，浪费是缺乏竞争性的根源。浪费是….Whatiswaste什么是浪费8©2013ZOGGAllrightsreserved.WhatTypeswaste浪费分类•1型浪费：指的是一系列虽然不对外部顾客创造价值，可能对内部客户创造价值，主要是因为目前的工艺及技术水平或工艺需要，还不能立即彻底消除的耗费资源的活动。1型浪费同样需要去减少和消除。•2型浪费：指的是可以通过改善，立即可以消除的浪费形态。浪费广泛存在于现场之中，主要以7种典型的浪费形式存在，是我们需要群策群力，去观察、发现并立即消除的对象。9©2013ZOGGAllrightsreserved.7FunctionalWastesofLean精益思想中的七种功能性浪费DEFECTS7WastesEXTRAPROCESSINGINVENTORYTRANSPORTATIONOVERPRODUCTIONMOTIONWAITINGUNUSEDCREATIVITYNoway!10©2013ZOGGAllrightsreserved.ValueStreamDefinition价值流的定义AValueStreamMap(VSM)isahand-drawnmapthathelpspeopletoseeandunderstandprocess,materialandinformationflowthroughaproductionprocessorvaluestream,fromstarttofinish.CycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeMCycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeHCycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeF_M___G-FIFO___K________H____F____A____C_____##CycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeBCycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeCD___B___CycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeAEDVATimeNVATimeTotalLeadTimeABCEI-L=0-###x#####x#JFGFGHJRMFGKLMCycletimeRTYorFTTScraprateUp/DowntimeStarve/BlocktimeEPE/SetuptimeAvailabletimeTAKTtimeKRM11©2013ZOGGAllrightsreserved.Whyuseit?为什么使用它ValueStreamMappingisaPencilandPapertoolthathelpsyouseeandunderstandtheflowofMaterialandInformationasaproductmakesitswaythroughthevaluestream.andthenuseleantoolstoeliminatewaste价值流程图是用铅笔和白纸作为工具，帮助你去识别和理解在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。1.让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。2.为便于交流，提供可视化图，提供共同语言。3.使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。4.帮助你看到不仅仅是单一的过程，将物流和信息流联系起来5.为推进改善提供蓝图。6.将精益的概念和技术紧密结合起来12©2013ZOGGAllrightsreserved.WhatwemeanbyValueStreamMappingissimple:我们所说的价值流图是很简单的：1.Followaproduct’sproductionpathfrombeginningtoend(suppliertocustomer).产品的生产路线从开始到结束（供应商到客户）2.CarefullyDrawavisualrepresentationofeveryprocessinthematerialandinformationflow.过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。3.Thenaskasetofquestionsanddraw(usingIcons)a“FutureState”mapofhowvalueshouldflow.然后问一系列问题，用图标画在指明价值流动的将来价值流图ValueStreamMapping价值流图13©2013ZOGGAllrightsreserved.InformationLeadTimeDataBarManufacturingLoopSupplierLoopCustomerLoopMonthlyOrders30Days880Op11DayS/U=1hrCT=1.6minS/U=0.08hrCT=0.9minS/U=0.08hrCT=0.9minS/U=0.08hrCT=1.2minTotal=57DaysTotal=1Hr.44.9Min.TaktTime=440min/44=10min/unitBi-MonthlyMRPS/U=0CT=60minS/U=1.95hrCT=40.3minSupplierCustomer451112251.60.90.9601.240.3Op22DaysOp32DaysOp41DayOp55DaysOp61Day45DaysBlocksofValueStreamMap价值流图的5大板块14©2013ZOGGAllrightsreserved.VSMKaizenSteps价值流图改善的步骤Step1:MappingCurrentVSM。绘制当前价值流图1.1:Understandcustomerdemand理解客户的需求1.2:Processflowanddatabox工序流数据箱-Quickidentifymainprocess(inorder)迅速的识别主要的过程(按次序)-Fillindataboxes填写数据箱1.3:Mapthematerialflow画出物料流及库存三角-Drawinventorytriangles库存三角-Deliverytocustomer产品投递给客户-Deliveryfromsuppliers供应商投递原材料1.4:Maptheinformationflow画出信息流-Howdoprocessesknowwhattomake?怎么知道要做什么？-Whereismaterialbeingpushed?哪儿推动物料？1.5:CalculateTotalProductCycleTime计算产品生产周期Step2：Discoverkaizenopportunities,Burstpointlist.寻找改善机会，绘制爆炸点Step3：mappingFutureVSM，绘制将来价值流图Step4：Developandfollowactionplan。制定改善行动计划CurrentStateFutureStateActionPlan(KaizenEvents)15©2013ZOGGAllrightsreserved.Sourcesforcustomerdata客户数据的来源–PlanforEveryPart(PFEP)每个零件的计划–Budgetedvolumes预算的产量–ProductionControlforecasts生产控制预测Analyzevariation(daily,weekly,monthly…)分析