Lean Production training 精益生产培训

0LeanEnterpriseOverview2UnderstandthefiveLeanEnterpriseprinciples.明白精益五原则Knowtheconceptvalueaddedandnon-valueaddedactivities.了解增值和非增值Knowthesevenwastesineveryourprocess.明白七大浪费Learntoseethesourcesofwaste.学会寻找浪费源Learnhowtoviewaprocessfromtheperspectiveofthe‘product’.如何从”产品”的角度看制程Understandkeyconceptstoremovewastefromanyprocess.在制程中消除浪费Understandleantransformationmodel了解精益生产转换模型Learningobjectives3Leanproductionhistory精益生产发展历程Lean,whatdoesitmean什么是”精益生产”?Fiveleanprinciples”精益”五原则Valueaddedandsevenwastes增值和七大”浪费”Whatisleanenterprise什么是”精益”企业Leantransformationresult精益改善结果Howtotransform如何进行精益生产模式转换Leadtimereductionguidelines缩短生产周期的方法Factoryleantransformationexample企业”精益”生产案例ContentWhatisLean?什么是”精益生产”?WhatisLeanEnterprise?什么是”精益”企业?It’safactorything.工厂才用的着Itwon’tworkhere.这里不适用Wetriedthat.我们试过It’sallaboutone-pieceflow.单件流5-Siscleaningupyourdesk.“5S”就是打扫你的办公桌We’redifferent.我们不一样Zeroinventory零库存Onlyaboutreducingworkers不过是削减工人MisconceptionsAboutLean对精益生产的误解6160019001925195019752000ArrivingAtALeanEnterprise精益企业发展历程Craft手工生产作坊式生产Mass大量生产Lean精益生产•Madetocustomerspec按客户要求生产•Singlepiecemfg....eachproductunique每件产品各不相同•Variablequality品质有起伏•Littleinventory库存小•Highcost....madefortherich成本高…富人才买得起•Interchangeableparts–Whitney可互换部件•Divisionoflabor–Taylor劳动分工•Assemblylines–Ford组装线•Lowvariety–Ford变异小•Laborstrife劳资冲突•Beyondthefactory超越生产•Highvariety多样,灵活•Smallbatchsizes小批量生产•Higherquality品质好•Engagedworkforce全员参与7Theproductpricewillbecomelowerwithdozensofproduction,i.e.wewanttoproducemoreandmoreofthesameproduct.(大批量生产,成本大幅度降低)MassProductionCraftAgeHandproduction(artisans)Lowfixedcost,highmarginalcostHighpriceIndustrialAgeMassproduction(assemblyline)Highfixedcost,lowmarginalcostLowerprice8FromOver-DemandtoOver-CapacitySincetheearly1970s,there'sbeenanexplosionofchoiceinthemarketplace.Fordnowoffersmorethan50colorsincludingtoreadorred,jalapeñogreen,Atlanticblue,mochafrost,autumnorange,tealandmore.Onemodelcanbeboughtinmorethan2millionpossiblecombinations.一款产品可以有两百万钟颜色组合.Riseinvariation9InterchangeableParts可互换部件EliWhitneyTime&Motion时间,移动DivisionofLabor劳动分工F.TaylorMassProduction大规模生产HenryFordAssemblyLine组装线WasteElimination消除浪费SystemSynchronizationMass/Batch批量AlfredSloanStandardCosting标准成本ModelVariety型号多样化Jidoka自动化S.ToyodaJust-In–Time及时化生产K.ToyodaSupermarketSystems超市化系统Quality品质E.Deming,J.M.JuranToyotaProductionSystem丰田生产系统T.OhnoEmployeePartnership雇员合作P.DruckerTrendsOfThought10WhatisleanProducingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspace.在需要的时候,用最少的物料,设备,劳动力和空间生产出恰好数量的产品Theobjectiveistoprovideaneffectivedevelopment,product,andservicedeliverysystemthatmaximizestheabilityoftheemployeetoaddvalue,whileworkingtounderstandandminimizethesourcesandeffectsofvariationthroughoutengineering,administrative,andmanufacturingprocesses.TheLeanEnterpriseMission精益企业的使命-BestQuality最好的品质-ShortestLeadtime最短的制造周期-LowestCost最低的成本Byeliminatingwaste,allkindsofwaste消除浪费12TheLeanprocessTheoutputofanidealperson,groupofpeople,ormachineisthoughtofas:•defectfree.无缺陷•canbesuppliedondemand.按需按量提供•canbedeliveredwithoutanywasteoftime.不延迟交货•canbeproducedwithoutwastinganymaterials,labour,energy,orotherresources(suchasmoneyassociatedwithinventory).生产无浪费(材料,劳动力,能源或其他资源)•canbeproducedinaworkenvironmentthatissafephysically,emotionally,andprofessionallyforeveryemployee.工作环境安全13ValuetotheCustomerNon-value-AddedWork非增值工作Value-EnablingWorkStepsthatarenotessentialtotheCustomer,butthatallowthevalue-addingtaskstobedonebetter/fasterEx.KittingandSet-upStepsthatareessentialbecausetheyphysicallychangetheproduct/service,theCustomeriswillingtopayforthemandaredonerightthefirsttime必要步骤,改变产品或服务,客户愿意付钱.且第一次做好.Stepsthatareconsiderednon-essentialtoproduceanddelivertheproductorservicetomeettheCustomer’sneedsandrequirements.CustomerIsnotwillingtopayforthesesteps.非必要步骤,并未改变产品或服务,客户不愿意付钱.Example:DefectreworkValue-AddedWork增值工作15TheValuestreamWasteeliminationWhatisvalueSTREAM?Thevaluestreamisallthestepsandprocessesrequiredtobringaspecificproductfromrawmaterialstofinishedproductinthehandsofthecustomer.Analyzingtheentireflowofaproductwillalmostalwaysrevealenormousamountsofwasteandnonvalue-addedsequences.Itisasequenceofactionsthataddvaluetocreatethecustomers“product”Itincludesvalueandnonvalueaddedsteps(informofvalueenablingsteps)WhatisWASTE?16FocusOnTheAdditionOfValue•Asanexampleofdeterminingthevalueaddedcontentofaprocess,examineafootballgame:•ElapsedTime=180Minutes•RegulationTime=60Minutes•Value-AddedTime=140Playsx10Sec/Play•TotalVAcontent=23Minutes•Value-Addedpercentageoftheprocess=12%Non-valueaddedstepsreducespeedandprocesseffectiveness.•Nowthinkaboutyourproductionfromtheperspectiveofthe‘thing’goingthroughtheprocess.•Doesitflowthroughtheprocessstepswithoutinterruption?•Howeffectiveistheprocessataddingvaluecomparedtooveralllead-time?1718Producingwhatisneeded,whenitisneeded,withtheminimumamountofmaterials,equipment,labor,andspace19•CRSreducedFY08vsFY09(1.05%to0.71%)•ShorterLT(from28to21),canstilldecreasestock,andachievebetterdeliverysecurit