精益生产Lean Manufacturing WK1

leanmanufacturingtrainingweek1[]Copyright©FuturisAutomotiveInteriorsAllRightsReserved[2]leanmanufacturingdefinition“eliminationofwasteinallareasofthebusinessincludingcustomerrelations,productdesign,suppliernetworksandfactorymanagement”Copyright©FuturisAutomotiveInteriorsAllRightsReserved[3]leanmanufacturingtimelineCopyright©FuturisAutomotiveInteriorsAllRightsReserved[4]leanmanufacturingtimelineleanManufacturingisnotanewconcept.Infactithasalonghistoryderivedfrommanydifferentsources.Thehighpointsofthislongtimelineinclude:1850’sEliWhitney:FoundedmassproductionofInterchangeableparts1881FrederickW.Taylor:TimeStudyandStandardisedWorkFrankGilbreth:ProcessFlowCharts–identifyingallworkelementsincludingnon–valueadded1913HenryFord:People,machines,productandtoolingarrangedforcontinuousflowofworkpieces1930’sAlfredP.SloanGM:Combinedmanufacturingandbusinessstrategiestobetterhandleproductvariety1930-50’sW.EdwardDeming:Statisticstoachievebetterqualitycontrolinworkplace,JosephJuran–Paretochart,KaoruIshikawa–FishBoneDiagram1952TaichiiOhno:StudiedFordsystemandothertechniquestodeveloptheToyotaProductionSystem-JITShingo:Reducedsetuptime(SMED)tointroduceflexibilityandPOKAYOKEconcept1990JamesWomack–authorofTheMachinethatChangedtheWorld.1980’sWorldClassManufacturingnewphraseLeanManufacturing.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[5]goaltoincorporatelesshumaneffort,lessinventory,lesstimetodevelopproducts,andlessspacetobecomehighlyresponsivetocustomerdemandwhileproducingtopqualityproductsinthemostefficientandeconomicalmannerpossibleCopyright©FuturisAutomotiveInteriorsAllRightsReserved[6]fundamentalprinciples•zerowaitingtime•zeroinventory–rawmaterial,WIP&FGI•scheduling--internalcustomer“pull”insteadof“push”system(JITinventorymanagement)•batchtoSinglePieceFlow--cutbatchsizes•linebalancing•cutactualprocesstimesCopyright©FuturisAutomotiveInteriorsAllRightsReserved[7]TPS–TotalProductionManagementVisualManagementStableandStandardizedProcessesLeveledProduction(Heijunka)Just-in-TimeRightpart,rightamount,righttime•Takttime•Continuousflow•Pullsystem•QuickChangeover•IntegratedlogisticsJidoka(In-stationquality)MakeproblemsvisibleAutomaticstops•Andon•Person-machineseparation•Errorproofing•In-station-qualitycontrol•Solverootcauseofproblem(5Why’s)BestQuality–LowestCost–ShortestLeadTime–BestSafety–HighMoraleThroughshorteningtheproductionflowbyeliminatingwasteleanmanufacturingfoundationsPeople&Teamwork*Selection*Rigiddecisionmaking*Commongoals*Cross-trainedWasteReduction*GenchiGenbutsu*Eyesforwaste*5Why’s*ProblemsolvingContinuousImprovementCopyright©FuturisAutomotiveInteriorsAllRightsReserved[8]LEANMEANSELIMINATINGWASTECopyright©FuturisAutomotiveInteriorsAllRightsReserved[9]Waste‘MUDA’reduction1.Createprocess“flow”tosurfaceproblems2.Usepullsystemtoavoidoverproduction3.Levelouttheworkload(heijunka)4.Stopwhenthereisaqualityproblem(jidoka)5.Standardizetasksforcontinuousimprovement6.Usevisualcontrolsonoproblemsarehidden7.Useonlyreliable,thoroughlytestedtechnologyCopyright©FuturisAutomotiveInteriorsAllRightsReserved[10]8wastes1.over-production2.waiting3.transportationandconveyance4.overprocessingandincorrectprocessing5.excessinventory6.unnecessarymovement7.defects8.unusedemployeecreativityCopyright©FuturisAutomotiveInteriorsAllRightsReserved[11]1.over-productionproducingitemsearlieroringreaterquantitiesthanneededbythecustomer.Thisgeneratesotherwastessuchas:overstaffing,storageandtransportationcostsCopyright©FuturisAutomotiveInteriorsAllRightsReserved[12]2.waitingoperatorsstandingaroundwaitingaroundforthenextprocessingstep,tool,supply,partetc.orhavingnoworkbecauseofnostock,equipmentdowntimeandcapacitybottlenecksCopyright©FuturisAutomotiveInteriorsAllRightsReserved[13]3.transportationandconveyancemovingworkinprocess(WIP)fromplacetoplace,evenifitisashortdistanceorhavingtomovematerials,parts,orfinishedgoodsintooroutstorageorbetweenprocessesCopyright©FuturisAutomotiveInteriorsAllRightsReserved[14]4.overprocessingandincorrectprocessingtakingunneededstepstoprocessparts,inefficientlyprocessingduetopoortoolandproductdesign,causingunnecessarymotionandproducingdefectsorextraworkisdonetofillexcesstimeratherthanspendingitwaiting.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[15]5.excessinventoryexcessrawmaterial,WIP,orfinishedgoods,transportationorstoragecostsanddelay.Thishidesproblemssuchasproductionimbalances,latedeliveriesfromsuppliers,defects,equipmentdowntimeandlongsetuptimesCopyright©FuturisAutomotiveInteriorsAllRightsReserved[16]6.unnecessarymovementmotionoperatorshavetoperformduringtheirworkotherthanaddingvaluetothepartsuchasreaching,stackingparts,walkingtogetparts,lookingforparts,gettingtoolsetcCopyright©FuturisAutomotiveInteriorsAllRightsReserved[17]7.defectsproductionofdefectivepartsorcorrection,repairingofrework,scrap,replacementproduction,andinspectionmeanswastefulhandling,timeandeffortCopyright©FuturisAutomotiveInteriorsAllRightsReserved[18]8.unusedemployeecreativitylosingideas,skills,improvements,andlearningopportunitiesbynotengagi