优化生产中的物流活动.pptx
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• Material carrying costs will be diminished. 资材搬运成本降低
However….
To rely solely on a central planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operations.
– Does it mean JIT Supply? 准时,准量供应?
– Does it mean JIT Production? 准时,准量生产?
So, what is Just-In-Time?
那么,什么是准时准量生产?
The concept of producing the necessary units in the necessary quantities at the necessary time is described by the shortphrase “Just-In-Time”.
JIT生产是:在必需时间内生产必需数量的必 需部品的概念.
For example….
In building shoes: The necessary subassemblies of the proceeding process (uppers and bottoms) should arrive at the assembly line at the time needed in the amounts needed.
Material Movement in a Lean Manufacturing Operation
优化生产中的物流活动
Total Systems Development
全体系生产提高
Biblioteka BaiduIT生产(准时,准量生产):
What is meant by the term, “Just-In-Time”? JIT生产意味着什么?
…within the plant as Work-In-Process …在本车间工序内积压过多的库存 …suppliers sending in parts that are not
needed …上一道工序发来的并不需要的部件
Additionally另外,
• We need extra floor space to store the material. 我们需要额外的空间来堆放材料
Production Control 生产控制
Weekly Schedule每周生产计划
MacThrinainnsgfe加r 工
WelWdinagsh焊e接r
AsseAmssbelym组b装ly
Shipping装船
The problem comes when a change is made either because the order changes or equipment breaks down. 但是当定单有变化或设备出现问题的时候，就会发生一 些问题：
举例说明:
在生产成品鞋的时候:制鞋所必需的部件(鞋帮和鞋底) 要准时,准量,准型号地到达制造车间.
If we achieve JIT: 如果我们做到准时,准量生产:
• Unnecessary inventories will be eliminated. 不必要的库存就会消除
• Stores and warehouses will not be needed. 储存区和仓库也可以取消
• Need expeditors to satisfy the changes in schedule. 需要人力和时间投入来改变生产计划
• Run overtime to make up parts that we now need. 用加班时间来生产现在所需部件
Toyota rethought how to communicate schedules. 丰田公司对调整生产计划做了改进:
但是：单纯地依赖计划生产的方法,使所有工
序同步生产，并不能完全实现所有环节的 准时，准量生产.
Typically, one control operation receives the customers’ orders and disseminates schedules. 通常，生产控制部门接受客户定单，然后制订并传达计划.
• This allows the processes upstream to simply replace what was taken. 这样,上一工序只要补充被取走的部件即可.
The Toyota Production System TPS丰田体系….
• Toyota discovered a different way to manage their schedule, 丰田使用不同的方法来制订调整生产计划
• They stopped trying to guess what the customer will want. 他们并不去猜想客户的需求
Instead相反..
• Each department had installed a small inventory of each product. 每个车间都保持少量的库存
• Downstream processes come to the supplying departments and take what it needs. 下一道工序到上一道工序去取他们所需部件
Production Control 生产控制
Weekly Schedule每周生产计划
MacThrianninsfge加r 工
I
库存
WeWldiansgh焊er接
I
库存
AsseAmssbelmy组bly装
I
I
库存
库存
II
Shipping装船
The result is excess inventory… 结果是导致过多的库存…
However….
To rely solely on a central planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operations.
– Does it mean JIT Supply? 准时,准量供应?
– Does it mean JIT Production? 准时,准量生产?
So, what is Just-In-Time?
那么,什么是准时准量生产?
The concept of producing the necessary units in the necessary quantities at the necessary time is described by the shortphrase “Just-In-Time”.
JIT生产是:在必需时间内生产必需数量的必 需部品的概念.
For example….
In building shoes: The necessary subassemblies of the proceeding process (uppers and bottoms) should arrive at the assembly line at the time needed in the amounts needed.
Material Movement in a Lean Manufacturing Operation
优化生产中的物流活动
Total Systems Development
全体系生产提高
Biblioteka BaiduIT生产(准时,准量生产):
What is meant by the term, “Just-In-Time”? JIT生产意味着什么?
…within the plant as Work-In-Process …在本车间工序内积压过多的库存 …suppliers sending in parts that are not
needed …上一道工序发来的并不需要的部件
Additionally另外,
• We need extra floor space to store the material. 我们需要额外的空间来堆放材料
Production Control 生产控制
Weekly Schedule每周生产计划
MacThrinainnsgfe加r 工
WelWdinagsh焊e接r
AsseAmssbelym组b装ly
Shipping装船
The problem comes when a change is made either because the order changes or equipment breaks down. 但是当定单有变化或设备出现问题的时候，就会发生一 些问题：
举例说明:
在生产成品鞋的时候:制鞋所必需的部件(鞋帮和鞋底) 要准时,准量,准型号地到达制造车间.
If we achieve JIT: 如果我们做到准时,准量生产:
• Unnecessary inventories will be eliminated. 不必要的库存就会消除
• Stores and warehouses will not be needed. 储存区和仓库也可以取消
• Need expeditors to satisfy the changes in schedule. 需要人力和时间投入来改变生产计划
• Run overtime to make up parts that we now need. 用加班时间来生产现在所需部件
Toyota rethought how to communicate schedules. 丰田公司对调整生产计划做了改进:
但是：单纯地依赖计划生产的方法,使所有工
序同步生产，并不能完全实现所有环节的 准时，准量生产.
Typically, one control operation receives the customers’ orders and disseminates schedules. 通常，生产控制部门接受客户定单，然后制订并传达计划.
• This allows the processes upstream to simply replace what was taken. 这样,上一工序只要补充被取走的部件即可.
The Toyota Production System TPS丰田体系….
• Toyota discovered a different way to manage their schedule, 丰田使用不同的方法来制订调整生产计划
• They stopped trying to guess what the customer will want. 他们并不去猜想客户的需求
Instead相反..
• Each department had installed a small inventory of each product. 每个车间都保持少量的库存
• Downstream processes come to the supplying departments and take what it needs. 下一道工序到上一道工序去取他们所需部件
Production Control 生产控制
Weekly Schedule每周生产计划
MacThrianninsfge加r 工
I
库存
WeWldiansgh焊er接
I
库存
AsseAmssbelmy组bly装
I
I
库存
库存
II
Shipping装船
The result is excess inventory… 结果是导致过多的库存…