精益生产之补充拉系统ReplenishmentPullSystems(中英
Material pull system(精益物流拉动)
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
精益生产名词解析：先进先出、填补系统与生产均衡柜
精益生产名词解析：先进先出、填补系统与生产均衡
柜
FirstIn,FirstOut(FIFO)(先进先出)
一种维持生产和运输顺序的实践方法。
先进入加工工序或是存放地点的零件，也是先加工完毕或是被取出的产品。
这保证了库存的零件不会放置太久，从而减少质量问题。
FIFO是实施拉动系统的一个必要条件。
Fill-UpSystem(填补系统)
在一个拉动生产系统中，前面的工序只生产“够用”的产品，来取代或是填补后续工序提取的产品。
参见：Kanban（看板），PullProduction（拉动系统），Supermarket（库存超市）
HeijunkaBox(生产均衡柜)
在固定的时间间隔里，利用看板来平衡产品的型号和数量的工具，称为生产均衡柜。
一个典型的生产均衡柜，其中的横行代表产品型号。
竖列表示有节奏的提取看板的时间间隔。
每天从早上7:00开始上班，每20分钟材料搬运员从柜中取出看板，并把它们送到工厂里各个生产工序。
由于看板槽代表了对材料和信息流的定时，因此看板槽内的每块看板，就代表了生产一种型号产品的一个批量时间（批量时间Pitch＝节拍时间×每批次的产品数量）。
由上文阐述的方法可以看出，生产均衡柜是一个工具，能够在一定时间内，用看板平衡多种产品的混合生产与数量，例如，确保在半小时内，以一个稳定的产品比例，来制造小批量的D和E。
精益生产之2箱补充拉系统2-Bin Replenishment Pull(中英文对照)
Eliminating part/supply shortages at the point-of-use Reduce time wasted by personnel/supervision retrieving supplies/inventory from the stockroom and/or vendors Eliminate lost or misplaced material
Implement Process Changes and Controls Write Control Plan Calculate Final Financial/ Process Metrics Transition Project to Future Owners Identify Project Translation Opportunities
Define
Measure
Analyze
Improve
Control
Project ID Tools Project Definition Form Net Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management Process RACI Quad Charts
Learning Objectives
Know the benefits of a bin system Understand when to use a bin System
Improve
Understand the various types of bin replenishment systems
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。
精益生产之补充拉系统Replenishment_Pull_Systems(中英文对照)
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
拉动系统PullSystem
How Many Pull Signals? What should be considered in establishing maximum inventory levels?如何设定最大库存•Long changeover times工装更换时间•Long lead times制造周期•Machine downtime停机时间•Schedule increases/ decreases计划变动•Large process or transfer batch sizes最小运输量•Poor quality质量•Long cycle times生产节拍•Bottleneck operations瓶颈工序How Will Pull System Change Your Job?拉动系统能带来什么？Pull system provides more time for constructive activitiesthat will make your job and working conditions bettertomorrow because with pull you run only the parts thatare needed. Shut down time can be spent on:拉动系统将使你以后的生产运作更顺畅，停线的时间可以花在：•Preventative maintenance 预防性维护•Quality improvements 质量改进•Team meetings 团队交流•Housekeeping 内部整顿•Training 培训•Continuous improvement 不断改进Benefits of Pull Systems拉动系统优点•Increases employee involvement促使员工参与•Allows decision-making at appropriate levels 使决策保持高水平•Allows manufacture of only what is needed by the customer只生产顾客需要的产品•Improves communications of customer needs through visual controls通过目视管理改善对客户需求的认知•Provides a common system for moving material through a plant在厂内提供一种通用的物流方式Benefits of Pull SystemsContinued•Eliminates scheduling complexities简化计划•Reduces lead time and work in process inventory 减少各种库存•Highlights quality issues quickly有利于质量问题快速解决•Organizes the workplace有利工作场所组织•Leads to lower unit cost降低成本•Supports continuous improvements有利于不断改进•Counts inventory by counting number of pull signals有利于盘库Pull Signal Calculations Standard Pack:1 standard pack = 1 container = 1 pull signal1 days production = ( )1 standard pack = 1 days production / 10( ) = ( ) / 10Maximum Inventory Level (Max):Weekly average = 8 weeks inventory / 8( ) = ( ) / 8Days of inventory = weekly average / planned daily production( ) = ( ) / ( )Safety stock *s.s.) = additional inventory that must be added dueto current non-synchronized operations.MAX = (days of inventory) X (daily planned production) + (s.s.)( ) = ( ) X ( ) + () Minimum inventory level (MIN):(MIN) = batch size = red zone = replenishment(MIN) = ( )Number of Pull Signals in a Loop (nps)*:(nps) = (MAX) / number of pieces in a standard pack( )* = ( ) / ( )Number of Pull Signals in a Red Zone (RZ)*:(RZ) = (MIN) / pieces in a standard pack( )* = ( ) / ( )Number of Pull Signals in a Yellow Zone (YZ)*:(YZ) = ((nps) -(RZ)) / 2( )* = (( ) -( )) / 2Number of Pull Signals in a Green Zone (GZ)*:(GZ) = (nps) -(RZ) -(YZ)( ) = ( ) -( ) -( )Designated Storage (dss):(dss) = (nps) X (length) X (width) / number of containers high( ) = ( ) X ( ) X ( ) / ( ) * Round up to the next highest number/ Means divided byX Means multiplied by。
精益生产之普通拉系统GenericPullSystem
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
精益生产线体以及LeanProductionSystems系统
悬挂式电动输送带 Powered & free conveyor
物料储存
Material Storage
物料储存 Material Storage
物料储存 Material Storage
精益生产线体以及LeanProductionSystems系
精益生产系统装配线模式特点 统
Lean Production System Assembly Line Model Characteristics
▪ 这样的生产系统 A manufacturing system which produces: ▪ 按客户所需进行生产 What the customer wants ▪ 按客户要求数量生产 In the quantity the customer wants ▪ 按客户要求时间生产 When the customer wants it
必须定期更新以适应需求的变化Must be updated periodically as demand changes
净操作时间 Net operating time
客户需求 Customer requirements
单件流 One-piece flow 精益生产线体以及LeanProductionSystems系 统
工人灵活
Flexible operators
走动方便
Freedom of movement
标准化作业
Standard operations
目视工场
Visual workplace
最少线上存货
Minimal line stock
柔性生产
Flexible pro质量
消除生产过程浪费
Eliminates waste in production
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• Brainstorming • Pull Systems • Setup Reduction • TPM • Process Flow • Benchmarking • Affinity • DOE • Hypothesis Testing • Force Field • Tree Diagrams • Gantt Charts
Improve
Control
• Implement Process Changes and Controls
• Write Control Plan • Calculate Final Financial/ • Process Metrics • Transition Project to
Future Owners • Identify Project • Translation Opportunities
Revised 1-12-02
Replenishment Pull Systems
• Cp & Cpk • SupplyChainAccelerator
Analysis • Multi-Vari • Box Plots • InC&E Matrices • FMEA
Define
• Identify Problem • Develop List of Customers • Develop List of CTQ’s
from Voice of the Customer • Finalize Project Focus and Key Metrics • Complete PDF
Measure Analyze Improve Control
Lean Six Sigma
RD010402
补充拉系统
制造拉系统 采购拉系统 缓冲场所 拉系统平台 手动 vs. 电子 拉系统：操作的季节性 绩效量测 附录
Lean Six Sigma Improvement Process Road Map
Analysis on Critical X’s
Improve
• Critical X’s Confirmed • Develop Potential
Solutions • Select Solution • Optimize Solution • Pilot Solution
Define
Measure
Measure
• Map Business Process • Map Value Stream • Develop Data
Collection Plan • Conduct Measurement
System Analysis • Collect Data • Conduct Process
Capability Analysis
Improve
Introduction to Replenishment Pull Systems Learn the benefits and applications Know the difference between a Manufacturing Pull System
vs. a Purchase Pull System Understand key Pull parameters and calculations Introduction to the Pull Platforms Know the key buffer locations within a process
Control
• Check Sheets • Run Charts • Histograms • Scatter Diagrams • Control Charts • Pareto Charts • Interactive Reviews • Poka-Yoke
Learning Objectives
Measure Analyze Improve Control
Lean Six Sigma
RD010402
Replenishment Pull Systems
Manufacturing Pull Systems Purchase Pull Systems Buffer Locations Pull System Platforms Manual vs. Electronic Pull Systems: Handling Seasonality Performance Measures Appendix
Replenishment Pull Systems
4
学习目的
介绍补充拉系统 学习补充拉系统的好处和应用 了解制造拉系统和采购拉系统的区别 理解拉系统的关键参数及计算方法 介绍拉系统的平台 了解流程中关键缓冲点的位置
Analyze
Improve
• Project ID Tools • Project Definition Form • Net Present Value
Analysis • Internal Rate of Return
Analysis • Discounted Cash Flow
Analysis • PIP Management Process • RACI • Quad Charts
• Process Mapping • Value Analysis • Brainstorming • Multi-Voting Techniques • Pareto Charts • C&E/Fishbone Diagrams • FMEA • Check Sheets • Run Charts • Control Charts • Gage R&R
Analyze
• Propose Critical X’s • Prioritize Critical X’s • Verify Critical X’s • Estimate the Impact of
Each X on Y • Quantify the Opportunity • Prioritize Root Causes • Conduct Root Cause