精益生产基础0602-2

1LEANTOEXCELLENCE目录Overview&Scope概述&范围Objective目的TheFlextronicsLeanEnterprise伟创力精益生产屋Heijunka均衡生产GuidetoLevelLoad均衡投入指引GuidetoSequencing顺序生产指引TaktTimeProduction节拍生产SinglePieceFlow单件流StandardWork标准作业PullProduction拉动生产KanbanSystem看板系统2LEANTOEXCELLENCE概述&范围LeanmanufacturingisagenericprocessmanagementphilosophyderivedmostlyfromtheToyotaProductionsystem(TPS)butalsofromothersources.Itisrenownedforitsfocusonreductionof'sevenwastes'inordertoimproveoverallcustomervalue.1精益制造是普遍的流程管理哲学,起源于丰田生产系统。闻名于其关注消除七大浪费以提高总的客户价值。Toyota'sachievementmadeLeanahottopicinmanagementscienceinthefirstdecadeofthe21stcentury.丰田的成就使“精益”成为21世纪初期管理学界的热门话题LeanManufacturingcanbedefinedas:Asystematicapproachtoidentifyingandeliminatingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepullofthecustomerinpursuitofperfection.精益制造可以定义为：“识别并消除浪费（无价值活动）的系统方法，致力于通过客户拉动的产品生产流程化持续改进，追求完美Source:精益生产屋增加价值，消除浪费Stop@Abnormality异常停线Takttimeproduction节拍时间生产Pullproduction拉动式生产Autonomation自动化LevelLoading负荷均衡化VSM价值流程图,5S,Supermarket超市SinglePieceFlow单件流准时生产自动化均衡生产Sequencing顺序生产精益企业4LEANTOEXCELLENCELevelLoading均衡投入Sequencing顺序生产Heijunka均衡化生产5LEANTOEXCELLENCEHeijunkaisaForcingFunction均衡化生产是强制作用CustomerDemand客户需求LeveledProduction均衡生产•HowCanaShopResourceThis?生产车间怎样规划•HowCantheSupplyChainCope?供应链怎样应付•WhatiftheSupplyChainisGlobal?如果是全球供应链又怎样Heijunka均衡化生产6LEANTOEXCELLENCEProductionControl产量控制PacemakerSetsthePaceforUpstreamProcesses节拍器设置在上游制程•SingleSchedulingPoint单个计划控制点•DownStreamProcessesOccurasaFlow下游流程化Moreleveledproduction更多均衡化生产Pacemaker节拍控制点FinishedGoodsSupermarket成品超市CustomerDemand客户需求Customer客户KanbanPost看板位Withdrawal(Pull)拉动Withdrawal(Pull)拉动Heijunka均衡化生产7LEANTOEXCELLENCE均衡投入指引8LEANTOEXCELLENCEPurpose:目的Toprovideguidelinesfordevelopingthemethodandtoolsforlevel-loading(orlevel-scheduling)theshopfloor.提供均衡投入（均衡计划）生产的方法和工具的指引KeyElementsofLevel-scheduling均衡计划的主要基础Productionunitsarestratifiedaccordingtoplannedsalesvolume产品分类按计划销售量TheproductionsequencecombinesBuildToOrder(BTO)andCustomerForecast生产顺序结合按订单生产和客户预测SequenceisdesignedtoachievethecombinedTAKTtimeforallitems生产顺序结合了各个项目的节拍时间EliminatingproductionratevarianceisrequiredtoachieveTAKTtime消除生产率差异是达到节拍时间的要求BuildonlyhighvolumeproductstoFGsupermarketbasedonbusinessmodel根据生意模式建立大批量产品的成品超市Lowervolumeitemsareonlysequencedwithfirmorders低产量产品排产只根据确定的订单HoldcomponentsinRawMaterialssupermarketonlyforlowvolumeitems.原材料超市只存放低产量的项目FillordersfirstfromFG,secondWIP,&thirdsequencethem(attachtheordertotheproductionplan)订单填充首先从成品，其次在制品&第三就要排序它们（生产计划联系订单）均衡投入指引9LEANTOEXCELLENCESales010203040506070Month,dayVolumeProduction010203040506070Month,dayVolumeItisnaturalthatthecustomer’sdemandisnotalwayssame.Tosatisfythem,youneedtopullandmanufacturetheproductbylevelingbothvolumeandtypes.*客户的需求总是不同的，这是很自然的，为了让客户满意，你需要通过均衡产量和品种来拉动和制造产品*ShingijutsuCorp.均衡的概念10LEANTOEXCELLENCE3TypesofPlan3种计划i.Frozen:100%fix,Nochangeallowed冻结：100%确定，不允许任何更改。ii.Semi-frozen:80%fix,20%Changeallowed半冻结：80%确定，20%允许更改iii.Forecast:Notconfirm预测：不确定。Allaccounts’scheduleshallbecategorizedintoabovegroup所有的项目计划都分成上述3类。Currentsituationiswegroupallaccountas“Forecast”orkeepchangingtheso-called“Frozenschedule”现状是，我们集合所有项目类似“预测”或者总是改变所谓的“固定”计划。冻结计划11LEANTOEXCELLENCERelationshipbetweenSchedulevisibilityandmanufacturingleadtime计划的可见度和制造期限的关系Forecast预测Semi-Frozen半冻结Frozen冻结Week12Week11Week10Week9Week8Week7Week6Week5Week4Week3Week2Week1Leadtime1/ScheduleVisibilityandAccuracy交货时间1/计划的可见度和准确性LeadtimeincreaseSchedulevisibilityandaccuracyreduced交货时间增加计划的可见度和准确性降低Visibilityandaccuracyreduced可见度和准确性降低冻结计划12LEANTOEXCELLENCE顺序生产指引13LEANTOEXCELLENCENeedtoDetermine...需要决定HowMuch2systemsperdayWhatKind15pcsofSystemA5pcsofSystemBWhen5ofG,2ofR,5ofG,2ofR,5ofG,1ofRTAKT节拍时间LevelLoadMix均衡化混合LevelLoadSequence顺序均衡化IfwearemakingSystems...如果我们正在生产产品QuarterlyWeeklyWeeklyFrequency频率TaktTime节拍时间=AvailableTime可用时间Demand/CustomerForecast客户需求Assumptions假设:1)MachineBreakdown=0hour机器故障=0小时2)SetupChange=0hour设置转换=0小时3)DefectRate=0%不良率=0%QuickExample5–2–5–2–5–1ABABBAAAAABBAAAAABAAAAAABBAB顺序：决定生产数量和节拍时间14LEANTOEXCELLENCE顺序：决定生产数量和节拍时间CSettingtheproductionsequenceofmultipleTypes设置多种类型的生产顺序--48units1440unitsTotal8.125min48units--32.5min12units360unitsSystem332.5min12units360unitsSystem216.25min24units720unitsSystem1TAKTTime节拍时间ShiftRequirement日需求MonthlyRequirement月需求Product产品Thisisdatafor3products,System1,System2,andSystem3.这里有3种产品。Thechartdisplaysthemonthlyproductionlevel,thedailyproductionlevel(monthlydividedby30),andtheTakttimeforeachproducttype.图表显示每个种类的每月生产水平/日生产水平和节拍时间THEYAREALLPRODUCEDONTHESAMELINE.它们都在同一条生产线生产。Howcantheseunitsbebuiltinalevelproductionmodeusingthisexample?如何建立均衡生产模式？System1System2System3BAAssumption假设:1.Availableworkinghoursis6.5hrs/shift可用工作时间是6.5小时/天15LEANTOEXCELLENCESincethesethreeproductsareonthesameline,youwillneedtofollowthesequencepatternof1-2-1-3inyourproductionmix.Bydoingitthiswayyouareabletolevel-loadyourproductionbothintermsofquantityandtypes.因为三种产品要在同一