精益生产培训资料(好)

幻灯片1Lean Thinking and Lean Manufacturing System 精益思维和精益生产系统Starting with Toyota in the late 50’s and catching on in the mid – 80’s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers起源于20世纪50年代丰田汽车公司，而在80年代中期被欧美企业纷纷采用。

随着微利时代的来临，精益生产模式成为企业竞争的有力武器幻灯片2Marketing Competition and Globalization市场竞争及全球化●Shorter lead time and on time delivery●快速并准时交货●Grow the mix，special configurations●需求品种增加，特殊定制●Maintain / improve quality and reduce price●不断改进质量及降低销售价格●Total life cycle of product becoming shorter and shorter ●产品的生命周期越来越短●No boundary，business globalize village●无国界，业务“地球村”●幻灯片3Marketing Competition and Globalization市场竞争及全球化幻灯片4Lean Thinking and Lean Manufacturing System 精益思维和精益生产系统The are two ways to think about the relationship of Price, Cost and Profit在价格，成本和利润的关系中，有两种不同的思考方法：1。

传统的方法销售价格 = 成本 + 利润2。

新的方法利润 =销售价格–成本幻灯片5The Cost / Lean Relationship精益生产与成本的关系投资直接员工幻灯片6Life Cycle Cost In Different System不同系统中的成本精益生产系统之产品生命周期成本大规模生产模式下的产品生命周期成本幻灯片7Manufacturing Evolution 制造系统演化史●Henry Ford● Assembly line mass production● Produce in high volume with low variety● Single skill●福特首创的装配线是大规模低品种生产方式的代表，工人被当成工作的机器●Toyota Production System (TPS)● Just-In-Time Production (produce only what is needed) ● Pull System● Produce enough volume to meet customers needs● High variety to meet customers wants●丰田系统是建立在准时化观念上的拉动●式生产模式，以应付小订单多品种的挑战幻灯片8Key Points for Manufacturing System制造系统要点敏捷型Craft手工生产Mass大规模生产Synchronous同步生产Agile敏捷生产组织●Low volume●Customized●低产量●个性化●Large batches of similar products●Inflexible machinery●Manufacture of goods by process●大批量少品种●工序式生产●设备大难组合●Focused on total elimination of waste●Ongoing efforts to improve Quality, Productivity, andResponsiveness●Attention to detail●Recognition of employee abilities●消除浪费●不断改进●员工参与●Builds on synchronous manufacturing●Emphasize on lead time reduction●Improve asset utilization●Built to customer demand●在同步生产的基础上，强调缩短生产周期●提高资源利用率●需求驱动●Remove constraints to respond to customer demand throughthe entire supply pipeline (supplier-customer)●Capable plants linked to lean concepts●改善整个价值链●节点上连着精益工厂幻灯片9Lean -“精益”释义精益：形容词1： a：无肉或少肉， b：少脂肪或无脂肪2：不富裕3：在必要性，重要性，质量或成分方面稀缺4：文体或措词简练同义词：薄，极瘦，过分瘦长，骨瘦如柴，瘦削的，似骨的，消瘦的，细长的，瘦长的反义词：肥胖的，多肉的，过重的，不结实的，过分肥胖的，丰满的，粗短的，肥大的，软的幻灯片10What is Lean Manufacturing什么是精益生产-五个原则幻灯片11Whatever You Call It 不管你称呼它什么●Lean Manufacturing●Flow Manufacturing●Continuous Flow●Demand Pull●Demand Flow Technology●Toyota Production System●_____ Production System●etc?..精益生产流动制造连续流需求拉动需求流动技术丰田制造系统______ 制造系统等等…...幻灯片12Lean Manufacturing - Key Characteristics精益制造 - 关键特性●Focus on SPEED and SIMPLIFICATION●Pull materials through the process●Balanced operations based on customer demand●Minimal build unless tied to customer order●Extend to Supplier Base●着眼于速度和过程简化●在生产过程中“拉动”材料●根据客户的需求平衡操作●除非受订单的限制，否则最小批量生产●延伸至供应商幻灯片13What is Flow Manufacturing?什么是流动生产？● A time based system that pulls material through a productionsystem with no interruptions●建立在时间基础上，无障碍地拉动物料流经生产系统幻灯片14Time and Impact 时间与影响传统做法顾客供应商 L/T运送原材料在制品成品根据需求生产根据预测生产/采购顾客流动制造/精益生产原材料/在制品/成品幻灯片15Time in Manufacturing 生产中的时间幻灯片16With Lean Manufacturing You Can Get通过精益生产可以实现生产时间减少 90%库库减少 90%到达客户手中的缺陷减少 50%废品率降低 50%与工作有关的伤害降低 50%The amount of human effort, time, space, tools, and inventoriescan typically be cut in half very quickly, and steady progress can be maintained from this point onward to cut inputs in half again within a few years.-精益思维, Womack & Jones 幻灯片17Best Plant？最好工厂？●按时交货 - 98%●交付周期时间 - 10 天●缩短交付周期时间 (5年) - 56%●缩短生产周期时间 (5年) - 60%●生产周期时间 - 3 天●执行比率 - 3/10 = .30●库存周转 - 12.0●库存减少 (5年) - 35%●在制品周转 - 80●使用精益生产的工厂 - 96%1997 IWeek Survey of 2,900 manufacturers1998 IWeek Survey of 2,100 additional manufacturers幻灯片18Benchmark Results 定标结果幻灯片19Benchmark Results 定标结果5年生产效率的提高5年一次性合格生产的提高40% 的提高52% 的提高5年生产成本的改进650% 的较优广泛应用缩短周期时间与流动制造幻灯片20Lean Manufacturing Foundations实施精益的基础●Eliminate Wastes●5S and Visual Workplace●Error Proofing●People Involvement●消除浪费●工作场地组织及直观管理●差错预防●员工参与幻灯片21Eliminate Wastes 消除七种浪费●Correction 返工●Overproduction 过量生产●Conveyance 搬运●Motion 多余动作●Waiting 等待●Inventory 库存●Processing 过程不当幻灯片22Definition of Wastes 什么是浪费？● Anything other than absolute minimum resource ofmaterial， machine and manpower required to add value to the product●除了使产品增值所需的材料，设备和人力资源之绝对最小量以外的一切东西● Anything Other Than Necessary●任何非必需的东西！幻灯片23Waste of Overproduction 过量生产● Producing More● Than Needed● Producing Faster● Than Needed●生产多于所需●快于所需幻灯片24Waste of Correction 校正 / 返工Definition:Rework of a Productor Service to MeetCustomer Requirements为了满足顾客的要求而对产品或服务进行返工幻灯片25Waste of Material Movement / Conveyance物料搬运Definition:Any movementof material that does not directly support a lean system 不符合精益生产的一切物料搬运活动幻灯片26Waste of Processing 过程不当DEFINITION:Effort which adds no valueto a product or service对最终产品或服务不增加价值的过程幻灯片27Waste of Inventory 库存浪费Definition:Any supplyin excessof process requirements necessary toproduce goods任何超过加工必须的物料供应幻灯片28Waste of Waiting 等待Definition:Idle Time That Is Produced When Two Dependent Variables Are Not FullySynchronized当两个关联要素间未能完全同步时所产生的空闲时间幻灯片29Waste of Motion 多余动作Definition:Any movement which does not contribute value to the product or service 任何不增加产品或服务价值的人员和设备的动作幻灯片30Workplace Organization 现场组织管理幻灯片31Workplace Organization Requirements现场组织管理规范●5S or 6S Activity 5S 或 6S 活动●Address System 地址系统●Operational Sheet 操作图表卡●Boundary Samples 合格/不合格边际样品●Non-conforming parts containers 不合格零件箱●Tool change / Ready stations 换型/工作准备台●Issues / Concerns Boards 意见交换板●Information Center 信息中心幻灯片32Workplace Organization - 5S现场组织管理- 5SWHAT IS 5S /6SSeiriSeitonSeisoShitsukeSeiketsuSortStraightenShineStandardizeSustain+ Safety整理整顿清洁展开保持+ 安全幻灯片33Workplace Organization - 5S现场组织管理- 5S?五个关键步骤幻灯片34Workplace Organization - 5S现场组织管理- 5S5S 小组清查：把生产不必需或不常用的东西贴上标签整理标签1、物料名称：2、物料ID：3、物料数量：4、物料价值：5、放置原因：6、使用频率：7、处理行动：去掉返回移到整顿物品仓库分开存放其他责任人：完成日期：计划：实际：幻灯片35Workplace Organization - 5S现场组织管理- 5S第二步：Straighten 整顿●物品很容易找到并很容易拿到●我们可以知道物品●放得太多或太少幻灯片36Workplace Organization - 5S现场组织管理 - 5S幻灯片37Workplace Organization - 5S现场组织管理 - 5SStep 4: Standardize 展开HabituallyPreventing●习惯●预防幻灯片38Workplace Organization - 5S现场组织管理 - 5SStep 5: Sustain or Discipline保持 / 教养Always followthe specified and Standardized procedures. 按规定和标准操作将 5S 进行到底！幻灯片39Workplace Organization - Color Coding现场组织管理-色标管理待审查区Yellow一般区域WhiteBlue合格品或安全状态固定位置的物品Grey有害物品或防撞标识废品区或容器Red幻灯片40Workplace Organization - Visual Aids现场组织管理- 可视管理Everything has its placeand everything in its place每件物品有指定的位置，每件物品在它的位置上!幻灯片41Workplace Organization - Address System现场组织管理-地址系统234520103040506609078970100AP54-A 23452010304050660907898070幻灯片42Workplace Organization - Operational Sheet现场组织管理- 操作图表卡幻灯片43Error Proofing 差错预防●People CAN and WILL make inadvertent mistakes!●If one person makes a mistake –ANYONE can!●ONE mistake out the door is too many!!●Mistakes CAN be eliminated and MUST be eliminated for us tobecome COMPETITIVE!!!●人们可能而且也会在无意中做出错误●如果一个人会犯错误，那么任何人都会犯错误●一个错误出门，带来麻烦多多●为使我们更有竞争力，错误必须消除而且也能消除幻灯片44Error Proofing 差错预防●What Means 99.9% Right? 99.9%的正确率意味着什么？●One unsafe landing at Beijing airport each day 每天北京机场有一次飞机着陆是不安全的●20,000 incorrect drug prescriptions per year 每年发生两万起药物处方错误●50 newborn babies dropped each day 每天发生50起新生婴儿掉在地上的事件●22,000 checks per hour deducted from wrong accounts 每小时发生两万起支票帐户的错误●32,000 missed heartbeats per person each year 一个人出现三万二千次心跳异常幻灯片45Error Proofing 差错预防●Preventing or detecting errors at the source●FMEAs provide basis for error proofing●在源头预防或探测差错●失效模式分析是差错预防的基础幻灯片46Team Building and People Involvement团队建设/ 员工参与●People doing the work know the operation best●Decisions need to be made at all levels where the work is beingdone●Those people affected by a change (line design) need toparticipate in making that changeWHY ？？？●从事工作的人员最了解其本职工作●在工作地点的所有层次上都需要作出决策●受某一改革影响的人需要参与实施这个改革幻灯片47Team Building and People Involvement团队建设/ 员工参与Change is exciting when it is done by us, threatening when it is done to us.WHY ？？？“当变化由我们完成时，它是令人激动的，而当它发生到我们身上时，就是危险的。