精益生产之补充拉系统ReplenishmentPullSystems(中英

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精益生产之补充拉系统Replenishment_Pull_Systems(中英文对照)

Measure
Analyze Improve
Replenishment Pull Systems
Manufacturing Pull Systems
Purchase Pull Systems Buffer Locations
Control

Pull System Platforms
Manual vs. Electronic Pull Systems: Handling Seasonality

绩效量测
附录
RD010402
Lean Six Sigma Improvement Process Road Map
Define
• • •
Improve
Measure
• • • •
Analyze
• • • • •
Improve
• • • • •
Control
• • • • • • •
• •
Identify Problem Develop List of Customers Develop List of CTQ’s from Voice of the Customer Finalize Project Focus and Key Metrics Complete PDF
采购零件
成品
通过缓冲库存将供应过程和消耗过程联系起来. 零件的补充是基于消耗的实际需求而被触发的.
未来需求帮助确定缓冲量的大小，而不是决定于实际
材料的发放.
Replenishment Pull Systems
9
Replenishment Pull System Benefits

精益生产之2箱补充拉系统2-Bin_Replenishment_Pull(中英文对照)

总结

Improve
知道箱补充系统的不同类型
能够描述一个箱系统的利益能够去计算一个箱系统的所有参数
2-Bin Replenishment Pull
18
Measure
Analyze
2-Bin Replenishment Pull
APPENDIX
Improve
Control
Lean Six Sigma
9
2-Bin Replenishment Pull
2-箱补充 (“使用点” 库存)
添满的箱/卡使用点位置 (POU) 或工作库存 (WIP)
Improve
库房或供应商
LT OF
空的箱/卡
拉动从1开始直到用完为止, 发送触发信号，然后拉动从2开始直到用完为止，发送触发信号, 等等.
1
使用部件
Improve
重复的产品供应/流程
重复稳定的需求 (底变异) 零件/供应短缺是常事，且是一个代价很大的问题零件/供应库存成本是失控的，由于：

零件/供应品丢失或放错地方

缺乏投料/分发的一致性或控制
2-Bin Replenishment Pull
6
一箱是什么?

Improve
这并不是说一定要看上去像个“箱子”
2-箱补充系统数据参数/要求
需求/使用
Improve
(DMD) 一般来说用平均每天用量（ADU）来表达 (LT) 从补充需求触发到补充品到达的时间。在这里，也可以被认为是“再进货时间”。 (OF) 如果订单/触发信号的发放是按预定时间（如：并不是每天，而是每周一次） 2-箱系统是不需要用订单频率的。补充可以发生在每天、每班（或更多）

精益生产之普通拉系统GenericPullSystem

7
Generic Pull Systems
Generic Pull Systems limit the amount of Work-In-Process inventory in order to control cycle time.
8
普通拉系统
普通拉系统为了控制周转时间限制了制程库存的数量（ Work-In-Process ）.
Revised 1-12-02
• Cp & Cpk • SupplyChainAccelerator
Analysis • Multi-Vari • Box Plots • Interaction Plots • Regression • ANOVA • C&E Matrices • FMEA
• Brainstorming • Pull Systems • Setup Reduction • TPM • Process Flow • Benchmarking • Affinity • DOE • Hypothesis Testing • Force Field • Tree Diagrams • Gantt Charts
Understand the best practice definition How to apply this best practice in various environments Able to determine the levels of inventory using the five
from Voice of the Customer • Finalize Project Focus and Key Metrics • Complete PDF
Measure
• Map Business Process • Map Value Stream • Develop Data

精益生产中英文互译

An outline of:Lean Thinking Banish Waste and Create Wealth in YourCorporationBy James P. Womack and Daniel T. JonesNew York, NY: Free Press, Simon & Schuster, Inc., 1996, Second Edition, 2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkersstrive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization.Part I: Lean PrinciplesTaiichi Ohno (1912 – 1990), a Toyota executive, identified seven types of waste found in any process:• Transportation. Unnecessary transport of parts under production.• Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped.• Motion. Unnecessary movement of people working on products.• Waiting. Unnecessary waiting by people to begin the next step.• Over-Processing the product with extra steps.• Over-Production of products not needed.• Defects in the product.We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of peopleLean Thinking is the antidote to waste. There are (5) Lean Principles:• Specify Value. Value can be defined only by the ultimate customer. Value is distorted by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer.• Identify the Value Stream. The Value Stream is all the actions needed to bring a product to the customer. If the melter, forger, machiner, and assembler never talk,duplicate steps will exist.• Flow. Make the value-creating steps flow. Eliminate departments that execute a single-task process on large batches.• Pull. Let the customer pull the product from you. Sell, one. Make one.• Pursue Perfection. There is no end to the process of reducing time, space, cost and mistakes.Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow, with pull, will:Double labor productivity• Cut throughput time by 90%• Reduce inventory by 90%• Cut errors by 50%• Cut injuries1: ValueA House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were thenre-aligned to meet this goal.Define Value in Terms of the Whole Product. As the product flows, each firm defines value differently. Think of air travel. Each firm – agent, airline, taxi, currency exchange, customs, immigration – defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied.2: The Value StreamThe View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1) those that add value, (2) those that add no value but are currently necessary, and (3) those that add no value and can be eliminated. After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques.The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours of value-added activity take 319 days to perform.3: FlowThe World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required.The Techniques of Flow. The 1st step is to maintain focus on the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously.• Takt time synchronizes the rate of production to the rate of sales. (48) bikes per day sold divided by (8) hours of production = (6) bikes and hour, or (1) bike every tenminutes.• Flow requires all workers and machines to be capable at all times. This requires cross-training.• Flow requires workers to know the status of production at all times. This requires visual controls.• All activities can flow. Concentrate on the value stream for a specific product, eliminateorganizational barriers, and relocate and right-size tools.4: PullPull means that no one upstream should produce anything until the customer downstream asks for it. “Don’t make anything until it is needed, then make it very quickly.” “Sell one, buy one.” “Ship one, make one.”The Bad Old Days of Production. The Toyota bumper replacement system suffered long lead times. The ability to get parts quickly from the next upstream producer enabled re-orders in small amounts. This is the secret to reducing inventory. Cut lead times and inventories. Demand should instantly generate new supply.5: PerfectionThe Incremental Path. Freudenberg-NOK, a gasket manufacturer, improved a single process six times in three years. “Why didn’t they get is right the first time?” Because perfection is continuous.Continuous Radical and Incremental Improvement. If you are spending capital, you are doing it wrong. Once leaders understand the first four lean principles – value specification, value stream identification, flow, andpull – their perfection step starts with policy: a vision of the ideal process, and the step-wise goals and projects to get there. Transparency is everything. Everyone must know what you are attempting to achieve and what area is the first priority. The force behind this is the leader known as the change agent.Part II: From Thinking to Action: The Lean Leap6: The Simple CaseLantech manufacturers stretch wrap machines. “Process Villages” – Sawing department, Machining department, Welding department, Painting department, and Sub-assembly department – all generated long lead times. Batches of ten were manufactured to ship one. Inventory overwhelmed the factory. Order changes created havoc in the plant. “The more inventory yo u have, the less likely you will have the part you need.”• The Lean Revolution. Ron Hicks leaned Lantech. He created four cells, one for each product. He defined standard work: on time, on spec, every time. Takt time wasintroduced: number of products needed per day divided by number of hours (8/8 = 1hour). He right-sized machines to fit inside work cells. He implemented quickchangeover to make multiple different parts with little machine downtime.• Result. Lantech cut 30% excess space, doubled product output, cut defects from 8 per product to 0.8 per product, and cut lead time from sixteen weeks to fourteen hours.On-time shipping rose from 20 to 90%.7: A Harder CaseThe Change Agent. Art Byrne was hired as CEO of Wiremold in 1991. “CEOs are timid to change the shop floor.” Byrne led lean training using a manual he wrote himself. He led toursof the plant to observe waste that his managers were now able to see.• Improvements Must be Fast. Three days was Byrne’s standard.• Post a Scorecard for Each Product Team. Wiremold tracked: Productivity – sales per employee, Service – percent delivered on-time, Inventory – turns, and Quality –mistakes.• Teach People How to See. Create a lean training function. Teach all employees the five principles of lean: Value, Value Stream, Flow, Pull, and Perfection. Teach allemployees lean techniques: standard work, takt time, visual control, pull scheduling,and single-piece flow.• Results. Wiremold freed 50% factory floor space, eliminated a warehouse, and converted $11M of inventory into $24M in sales. Lead time fell from four weeks totwo days.8: The Acid TestPratt & Whitney (P&W). In 1991, CEO Karl Krapek and cost-cutter Mark Coran leanedP&W.• Jet Engines. Founded in 1860, P&W led the aircraft engine business by 1929. When they abandoned piston engines to gamble on jets in 1946, business soared. Production inefficiencies were overlooked.• Overcapacity. Faced with competition in the 1980s, P&W rationalized plant layout and addressed development costs. They needed lower production costs and flexibility toreact to customer needs. Why did P&W need so much space, tools, inventory andpeople to get so little done? Daily output of engines and spare parts could fit insideCEO’s office. Failure to manage ass ets. P&W cut people, cut managers, andoverhauled their entire production culture and processes.• The Monument of all Monuments. A “monument” is a machine or process too big to be moved and whose scale requires operating in batch mode. Monuments are evil, generating huge amounts of waste. P&W had an $80M grinding system, representing obsolete thinking. Although speeding up grinding from 75 minutes to 3 minutes and eliminating multiple manual grinding jobs, in actuality grinding jobs took longer (due to eight-hour changeovers and batch scheduling), and required more people (22 computer technicians). P&W retired the $80M monument, returned to 75-minute production.9: Lean Thinking versus German TechnikPorche. Chairman Wendelin Wiedeking introduced lean thinking to Porche. In 1994, the first-ever Porsche rolled off the line with nothing wrong with it.• Engineers. Porche is led by engineers, intrigued with unique solutions that are difficult to manufacture. Workers are craftsmen. Unfortunately, much craftsmanship is waste.Tinkering with the product – repairing and polishing raw materials, troubleshooting,re-assembling elements, repainting and re-fitting – were thought to be necessaryactivities to produce a high-quality product.• Crisis. 1986 was the boom year. 1992 was the crash. Porche products were tooexpensive. Costs and throughput time had to be slashed. New quality focus: “Stopfixing mistakes that should never have been made.” Reduction in inventory: “Whereis the factory? This is the warehouse!”• Just-in-Time (JIT) Game. Porche asked all their suppliers to play a simulation to learn lean concepts. Lean concepts were critical across all firms contributing to the Porche value stream.• The Remarkable Lean Transition at Porche. In five years, through 1997, Porch doubled its productivity, cut manufacturing space in half, cut lead time for a finished vehicle from six weeks to three days, cut supplier defects 90%, cut inventories 90%,and cut first-time-through errors by 55%.• The German Tradition. The Germans need to stop prioritizing the engineer’s definition of value, “voice of the engineer,” over the customer’s definition of value,“voice of the customer.” A German weakness is a fondness for monster machines that produce large batches: paint booths are an example.• Variety and Refinement Cost. Volkswagen makes four exterior mirrors, nineteen parts each, in seventeen colors. Nissan has four-part mirrors in four colors. Excess varietyoften exceeds the ability of the customer to notice, and his willingness to pay.10: Mighty Toyota; Tiny ShowaShowa has been transformed by its relationship with Toyota. Showa, a radiator manufacturer, had “Process villages” for casting, cleaning, stamping, welding, painting and assembly. Each was run in batch mode with long intervals between tool changes. Mountains of parts were transported and stored between steps.• The Initial Struggle. Taiichi Ohno, lean advisor, promised to reduce three months ofinventory to three days, double labor productivity, and halve plant space for zerocapital investment. This he did.• The Final Element: Rethinking Order-Taking and Scheduling. Showa then leanedorder-taking by scheduling backwards, working to takt time, to synchronize orderswith production slots, exactly four days before shipment time. Orders with incorrectinformation were never passed along.• Toyota Today. Lesson: high-tech automation only works if the plant can run at 100percent output and if the cost of indirect technical support and high-tech tools is lessthan the cost of direct labor saved.Part III: Lean Enterprise11: A Channel for the Stream; a Valley for the ChannelThe Lean Enterprise. No one watches the performance of the whole value stream. Identify all actions to bring a product to the customer, across all firms. There is no privacy. Eachfirm’s costs become transparent.12: Dreaming About PerfectionLong-Distance Travel. Each organization ignores the role of the other parties. The time, cost, and comfort of the total trip are key performance measures. What would travel times be without queues?Construction. 80% of home building is hurry-up and wait, then re-working the construction errors.The Prize We Can Grasp Right Now. Lean thinking can boost productivity while reducing errors, inventories, accidents, space requirements, production lead times, and costs in general. Lean thinking requires little capital.Part IV: Epilogue13: A Steady Advance of Lean ThinkingThis chapter an updated review of Wiremold, Toyota, Porsche, Lantech, and Pratt & Whitney.14: Institutionalizing the RevolutionAn Enhanced Action Plan is the 2003 update to the 1996 plan from Chapter 11.Getting Started [Months 1 – 6]• Find a Change Agent with ability and authority.• Get the Knowledge through an advisor. Start at the big picture before addressing small steps.• Seize a Crisis or create one. Focus on fixing an obvious problem. Small wins. Don’t spend money.• Map your current value streams. Managers need to see. Map also the flow of information going upstream to create a closed circuit. See Rother and Shook, Leaning to See, 1998.• Analyze each step of the Current State. Does this step create value? Is this step capable, available, flexible? Is capacity sufficient? Excessive? Does theinformation flow from the customer smoothly? Every process has a box score:total lead time, value creating time, changeover time, uptime, rework, inventory,every part made every x minutes. If this step went away, what would happen?• Envision the Future State. Draw it.• Begin as soon as possible with an important, visible activity. Convert managers with hand-on activity.• Demand Immediate Results. Everyone should see results which create psychological momentum. One week: less planning, more doing. Identify the waste and remove it.Communicate with your people by showing results at the scene of action.Creating an Organization to Channel Your Streams [Months 6 – 24]• Reorganize Your Firm by product and value streams. Put a Change Agent in charge of each product.• Create a Lean Promotion Team.• Deal with Excess People Early.• Devise a Growth Strategy.• Remove the Anchor Draggers.• When You’ve Fixed Something, Fix It Again.• New: Convince Your Suppliers and Customers to Take the Steps Just Described.Install Business Systems to Encourage Lean Thinking [Months 24 – 48]Create new ways to keep score.• Create new ways to reward people.• Make everything transparent so everyone can see progress.• Teach lean. Learn lean.• Right-size Your Tools to insert directly into the value stream. Large and fast is more efficient but less effective. This wrong assumption is the cornerstone ofbatch-and-queue thinking.• Pay a bonus. Tie bonus amount to the profitability of the firm.Completing the Transformation [Months 48 – 60] Convert to bottom-up initiatives. Lean ideas are democratic and not top-down. Layers of management can be stripped away.New: Convert From Top-Down Leadership to Bottom-Up Initiatives. Toyota gets brilliant results from average managers using brilliant procedures. Competitors get mediocre results from b rilliant managers using mediocre procedures. Don’t search for brilliant managers. Perfect your processes.Reviewer’s CommentsIn 1988 James Womack first described Toyota as a “lean” corporation. Womack and co-writer Daniel Jones described the Toyota Production System (TPS) in The Machine That Changed the World. In 1990, the two toured companies in Europe, North American, and Japan presenting ideas on how to convert mass production practices to lean practices. Lean Thinking, first published in 1996, is a survey of the lean movement. It clearly describes the waste found in mass production, explains the five principles of lean thinking, and then draws lessons from real companies who have successfully implemented lean ideas. Lean Thinking is not a technical how-to text on production, but an enlightened overview of top-level lean ideas and applications. This updated edition includes lessons that the authors have collected between 1996 and 2003, especially the concept of a lean enterprise – a collection of companies working lean together to produce a single product with the least wasted effort and capital. The book is well-written, researched, and organized, and the authors make a strong case that lean is universal and will benefit any organization in any endeavor. Lean thinking and practices are the single most powerful tool for eliminating waste in any organization.中文翻译概述精益思想去除浪费，并在贵公司创造财富由詹姆斯P.沃麦克和丹尼尔T.琼斯纽约编写，纽约：自由出版社，西蒙与舒斯特公司，1996年。

精益生产体系LMS拉动系统概述

精益生产体系LMS拉动系统概述精益生产体系是一种管理方法论，旨在通过优化生产流程、减少浪费和提高效率来提高企业的竞争力。

在精益生产体系中，拉动系统是一个重要的概念，它指的是根据市场需求和客户订单来驱动生产，实现按需生产。

LMS（Lean Manufacturing System）是精益生产体系中的拉动系统的一种实现方式。

它强调的是通过精确的产品需求预测和灵活的生产计划来满足客户的需求，避免过量生产和库存积压的问题。

LMS拉动系统的核心原则是以“拉动”为基础，也就是说在没有真实需求的情况下不进行生产。

相反，生产是根据客户订单和销售预测来进行的。

这种方式可以最大程度地减少废品和浪费，提高生产效率和客户满意度。

LMS拉动系统有以下几个重要的组成部分：1. 一致的需求信号：为了确保生产的准确性和及时性，需要建立一种可靠的需求信号传递机制。

这可以通过与客户和供应商建立紧密的合作关系，建立快速、实时的沟通渠道来实现。

2. 灵活的生产计划：LMS拉动系统要求企业能够快速调整生产计划以适应市场需求的变化。

这需要企业具备灵活的生产资源和先进的生产调度系统，能够快速响应客户需求的变化。

3. 透明的供应链：LMS拉动系统要求供应链的各个环节都能够实时共享信息，以便更好地协调生产和物流。

这可以通过建立供应链管理系统、使用先进的信息技术和共享平台来实现。

4. 连续改进：LMS拉动系统要求企业持续改进生产过程，以提高效率和质量。

这可以通过应用精益工具和方法，如流程映射、价值流分析、5S、Kaizen等来实现。

总之，LMS拉动系统是精益生产体系中的一个关键环节，它通过按需生产和精确的需求预测来最大程度地减少浪费和提高效率。

通过建立一致的需求信号、灵活的生产计划、透明的供应链和持续改进的文化，企业可以实现更高的生产效率、更好的客户满意度和更大的竞争力。

LMS (Lean Manufacturing System) 拉动系统是精益生产体系中的一种实施方式，旨在使生产按需进行，以减少不必要的浪费和降低库存积压。

精益管理专业术语-S系列1

精益管理专业术语-S系列11.SequentialPullSystem（顺序拉动系统）一个顺序拉动系统——也就是通常所说的b型拉动系统。

产品仅“按照订单制造”，将系统的库存减少到了最小。

这种方式最适用在零件类型过多，以至于一个库存超市无法容纳各种不同零件的库存的时候。

在一个顺序拉动系统中，生产计划部门必须详细的规划所要生产的数量和混合生产方式，这可以通过一个生产均衡柜来实现。

生产指令被送到价值流最上游的工序。

以“顺序表”的方式生产。

然后按照顺序加工制造前一个工序送来的半成品。

在整个生产过程中，必须保持产品的先进先出（FIFO）。

顺序系统可以造成一种压力，以保持较短的交货期。

为了让系统更有效的运作，必须了解不同种类的顾客订单。

如果订单很难预测的话，那就要保证产品交付期短于订单要求的时间，否则必须保存足够的库存才能满足顾客的需求。

顺序系统需要强有力的管理，在车间里对它进行改善往往是一个有趣的挑战。

2.Supermarket（库存超市）预定存放标准库存的地方，以供应下游工序。

库存超市通常都被安置在工位附近，以帮助生产操作员能够看到库存量。

库存超市中的每个产品，都有一个固定的位置，供材料搬运员提取下游所需的产品。

在拿走一个产品之后，上游的材料搬运员就会把一个生产指令（例如看板卡或是一个空的箱子）带回上游工序。

3.SupermarketPullSystem（库存超市拉动系统）这是最基本、使用最广泛的类型，有时也称为“填补”，或“a型”拉动系统。

在库存超市拉动系统中，每个工序都有一个库存超市——来存放它制造的产品。

每个工序只需要补足从它的库存超市中取走的产品。

一个典型的例子是，当材料被下游工序从库存超市中取走之后，一块看板将会被送到上游，授权给上游工序，生产已提取数量的产品。

4.StandardizedWorkChart（标准化操作表）或称标准作业票，通常做成表格样式。

上面表示了操作者走动、材料放置位置及机器相对关系。

精益生产术语中英文版

精益生产术语中英文版1. 精益生产的概述精益生产（Lean Production）是一种以消除浪费为核心的生产管理方法。

它源于日本的丰田生产方式（Toyota Production System），通过优化生产过程，最大限度地提高生产效率和质量。

精益生产强调对价值流程的分析和改进，以减少无价值的活动和浪费，并提高产品或服务的价值。

2. 精益生产术语中英文对照以下是精益生产常用术语的中英文对照表：中文术语英文术语浪费Waste价值流Value Stream价值流映射Value Stream Mapping五大改善原则Five Improvement Principles连续流Continuous Flow一均衡One Piece FlowTakt时间Takt Time拉动生产Pull Production和谐人机关系Harmonious Man–Machine Relationship标准化工作Standardized WorkJidoka Jidoka看板系统Kanban SystemKaizen Kaizen二次流程Secondary ProcessPDCA循环PDCA Cycle七大浪费Seven Wastes急寻原则Just-in-Time Principle质量控制圈Quality Control CircleKaikaku Kaikaku持续改进Continuous Improvement标准工作Standard Work3. 精益生产术语解释3.1 浪费（Waste）在精益生产中，浪费指的是任何不增加价值但增加成本和时间的活动。

这些活动是没有必要的，可以被消除或减少。

根据精益生产的理念，浪费被分为七类，即运输、库存、运动、等待、超生产、缺陷和过度加工。

3.2 价值流（Value Stream）价值流是指从原材料到最终产品或服务交付前的所有步骤和活动。

通过分析价值流，可以发现哪些步骤是无价值的或无必要的，并进行优化，以提高整体效率和质量。

Material pull system(精益物流拉动)

Material pull system
This PPT is mainly about pull system .Firstly introduce the lean history , then explain the connection among lean 5 basic principle . Because value stream mapping & pursue perfection are imaginary and should be described for a long article , this time I don‘t introduce them in details . This time only focus on value & flow & standardization & pull system , especially material pull system .
改善前改善后
Before After
WASTE浪费
Time 时间
Value added work增加价值的工作
Non value added work不增加价值的工作 “It”…Either Adds Value or Does Not “它”…要么增加价值，要么不！
Create Standards … Detect Abnormalities建立标准…发现异常
Jul.27 2017
A Brief History of Lean 精益历史简介
Father of Management科学管理学之父 Father of Motion-Time Study 动作-时间研究之父 Father of Assembly Line Concept 组装线概念之父 Industry Quality Transformation 工业质量转变 Birth of TPS* / Lean Concepts TPS* / Lean 概念诞生