KANBAN看板

KANBAN看板PullSystem拉动系统•Definition:Replenishmentbasedonconsumption.Replaceonlysamequantitythathasbeentakenbythecustomer.(Supermarketconcept)•定义：根据需求进行补充。只补充客户消耗的数量。（超市概念）•Thepullsignalanswersthesequestions:HowmuchtoproduceandsimplifyschedulingofworkWhentoproduceThesupplierlocationandcustomerlocationEmploybackflushingtechniquestosimplifymaterialandlabortransactions•拉动信号可以回答下列问题：做多少以及简化生产计划什么时候做供应商和客户的位置运用反冲技术来简化物流和人的流动PullSignal拉动信号KANBANDefinition看板定义•Definition:Atoolusedforsignalingproductionplanandpullsystem.•定义：传递生产任务，拉动生产的一种信号AKanbansystemtiesallprocessestogetherandminimizesinventorybyonlyreplacingwhathasbeenconsumed.看板将各工序紧密联系起来，通过只补充消耗的数量来使库存最小化KANBANDevice看板介质•KanbanDevice:Thesignalingdeviceisacard.•看板介质：传递信号的介质是卡片PurposeofKANBAN运行看板的目的•Purpose:Kanbanisatoolusedto:ControlandbalanceproductionControlthemovementofmaterialEliminatewasteIdentifymaterialUsevisualcontrolsControlproductionofmaterial•目的：看板可以用于：控制及平衡生产控制物流消除浪费物料识别目视化管理控制生产物料ScopeofKANBAN看板的使用范围•Scope:RawMaterialsBetweenProcessesFinishedGoodsSuppliers(Internal&External)Customers(Internal&External)Showareasforimprovement•范围：原材料工序之间成品供应商（内部和外部）客户（内部和外部）指出需改善的地方BenefitsofKANBAN看板的作用•Benefits:ReduceInventoryPreventoverproductionProvidesvisualandsimplereplenishmentinformationSmoothproductionlineIncreaseagilityofproduction•看板的作用：减少库存预防过量生产目视化管理以及提供简单的补充信息使生产线更流动更顺畅提高生产灵活性Thesystemwillnotfailaslongasweuseitcorrectly.只要正确使用，系统就不会失效。ChallengesofKANBAN看板面临的挑战•Challenges:LongchangeovertimeandfrequencyLowoverallequipmenteffectiveness(OEE)PoorqualityFewmulti-skillemployeesPoorprocessstabilityPoorworkplaceorganizationPoorproblemsolving•面临的挑战：换线时间长，频率高设备综合利用率低品质水平低缺乏多技能员工过程不稳定有序的工作场所缺乏有效解决问题的能力Kanbanwillnotfixanypresentproblems,butwillforceustorecognizethem看板并不能解决现有的所有问题，但可以让我们认识到TypesofKanban看板的种类•TypesofKanbancards:ProductionKanbanInProcesskanban（Pacestheproduction)Replenishmentkanban（Partsflowbasedonconsumption)E-kanban•看板卡的种类：生产看板补充看板(物料流动基于消耗的数量）工序间看板(同步生产）电子看板ProductionKANBAN生产看板•Productionkanban:Signalstheproductionofmaterialatacell，pullfinishedgoodsfromFGwarehousetoproductionline.•生产看板：生产单元内物流信号,从成品仓到生产线来拉动成品。RawMaterialWarehouseProductionLineSupermarketKANBANBoardTodayTomorrowTodayTomorrowFGWarehouse（Customer)ProductionplannerPlannerpoststheKANBANcardsontheboardWarehousekeeperpullstheFGthencollectproductionKANBANtoplanner.MaterialhandlerusesreplenishmentKanbantoreplenishrawmaterialUsesameboardlike5thKANBANBoardProductionKanban生产看板ReplenishmentKANBAN补充看板•ReplenishmentKanban:Replenishmentkanbanisusedtopullrawmaterial,purchasedandmanufacturedcomponentstothepointofuseofmanufacturingandassemblyprocesses.•补充看板：补充看板用来拉动原材料，采购件以及制造和装配所需的零件。PART#NAMEQUANPROCESS5OF7C-0087PISTONRING200MACHMG-3ASSEMBLY-L-4LOCWhatarewereplenishment能补充什么？–RawMaterial–ComponentsManufacturedProcured–FinishedGoods–原材料–零件制造件采购件–成品Wherecanyoupullfrom?从哪里补充？–Operationupstream–Kanban–Cell–Supermarkets–SupplierExternalInternal–作业上游–看板–生产线–超市–供应商外部内部WaterBeetles水蜘蛛•Benefits:-Eliminatetheworkofoperatorschoosingparts-LinedelayandprogressbecomevisibleTools:-Pushcarts-Pickinglist作用:-消除操作员取料的工作-生产线延误以及流程可视工具：-手推车-取料单No.ofKanbans=DailyDemandXOrderCycle+LeadTime(SafetyTime+)ContainerCapacityTransitTime+看板数量=日需求量X订单周期+交付周期(安全时间+)容器容量运输时间+Kanbanformula看板计算公式Definitionofordercycle订单周期的定义Definition:LotsizeindaysofSupply(e.g.,5days);considerset-up,availabilityoftooling,distance,handling.定义:以供货天数表示的批量大小。（例如5天）；考虑作业准备，工具/模具的可利用率，距离，处理。Thisworkcenterprocesses16differentparts.这个加工单元生产16种不同的零件WhatistheaverageOrderCycle?平均的订单周期是多少？4Hrs.（4小时）Set-upsare30minutesperset-up.（30分钟换模）30Min.分钟12345678Therefore,4hoursperdayavailabledividedby1/2hourperset-upallowsfor8set-upsperday.因此，4小时的准备时间允许每天有8次作业准备。Answer:2days答案：2天Howtodetermineordercycle?怎样确定订单周期？30Min.分钟30Min.分钟30Min.分钟30Min.分钟30Min.分钟30Min.分钟30Min.分钟Definitionofleadtime交付周期的定义Definition:Leadtimeisthesumofsignaldelay,waittime，productiontimewhenreceivedaproductionsignal.定义:由产生一个生产“信号”的时间起，直至这个产品/零件生产完毕的总时间。Howtodetermineleadtime?怎样确定交付周期？•Factors:-SignalDelay-LagTime:Waitingforworkthatisinfrontofyours?-Set-Up-ProcessingTime:Numberofpartsxcycletime•因素:-信号延误-等待时间：等待排在前面的工作完成？-作业准备-生产处理时间：零件数X生产周期Becareful:Leadtimeshouldbelessthanordercycle.Why?注意：交付周期要不能大于订单周期。为什么？Definitionoftransittime运输时间的定义Definition:Thisisthetimefromwhensuppliercompletestheorderuntilwhenuserreceivesit.定义:由一个产品/零件生产完毕的时间起，直至货物到达“客户”手上并可使用的总时间。Howtodeterminetransittime?怎样确定运输时间？•Factors:-Subsequentoperations-Shippingtimedelays-Shipping/Movementtime-Customerreceiptprocedure•因素:-生产之后的工序-预备运输的相关工作-运输/搬运时间-客户的收货程序Definitionofsafetytime安全时间的定义Definition:Tocoverthevariationintheprocess,andkeepsafetystock.定义:由于生产过程的变异而需保留的安全库存。HowtodetermineSafetytime?怎样确定保险时间？•Factors:-DowntimeMeantimebetweenfailure(MTBF)Meantimetorepair(MTTR)-Scrap/Qualityproblems-Drop-ins-Absenteeism-Shortages-Demandvariation•因素:-停工时间平均故障间隔时间平均修复时间-报废/品质问题-“急单”-消极怠工-物料短缺-需求变化ADEFGBCRUNODUSEONCECOMMENTS-BEGINNINGBASEDONORDERCYCLE开始点基于订单周期-KANBANCARDFROMDOWNSTREAMOPE