VSM Chinese -价值流程图绘制方法

WORKTIME工作时间 • 20 days in a month. 一个月工作20天. • Two shift operation in all departments. 所有部门都按两班制工作 • Eight (8) hour shifts. 每班工作8小时. • Two 10-minute breaks during each shift. 每一班休息两个10分钟． • 10 minute clean-up allowed each shift. 每一班允许抽10分钟进行清洁. • Unpaid lunch. 自费午餐.
• • • • • • • Begin “Within Plant” 从工厂内部开始 Use actual, observed data. 使用真实的、观察得到的数据 Begin at end point & proceed in reverse flow. 从终点开始并以与生 产流程方向相反的顺序进行 Walk the entire process first before recording data. 在记录数据之 前，先走一遍整个工艺流程 Everyone on the team should create their own map. 小组中的每一 个人应绘制出自己的流程图 Use time units of “seconds” 时间以秒为单位 Use pencil and paper. 用笔和纸
The 7 Wastes
What is a Value Stream? 价值流程是什么?
•All of the actions (both value added and non-value added) required to bring a product (product family) through from raw materials to the customer •价值流程是指一件产品(一类产品)从原材料到成品所需要的所有活动(包括增 值和非增值) •Looks at the Product Flow and Information Flow •观察产品流和信息流 •Current State and Future States are developed •观察目前现状并制定未来的改善目标 •Used to identify key areas for kaizen opportunities •用于识别改善的重点 Die casting 压铸 Plating 装配 Assembly 装配
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Why Do Value Stream Mapping? 为什么要绘制价值流程图?
• It helps us to visualize the product flow and understand the
information flow •有助于我们看到产品流和了解信息流 • It helps us to see waste •有助于我们发现浪费
Rusty’s Wrench Factory Rusty扳手工厂
Case Study案例分析
“Rusty’s Wrench Factory” – Data Set “Rusty扳手工厂”--数据设定 BACKGROUND背景
Rusty’s Wrench Factory produces several types of wrenches and is the sole supplier to Giant Tool Supply, the nation’s largest supplier of tools to the industrial community. Rusty produces metric and SAE sizes of open-end wrenches. Rusty扳手工厂生产几种类型的扳手, 是国家工业界最大的工具供应者巨人工具供应公司唯一 的供应商, Rusty生产公制和SAE尺寸的开口扳手. CUSTOMER REQUIREMENTS客户需求: • 3,200 Sets per month: 2,200 SAE/1,000 metric. 3,200 套每月, 其中2,200套SAE尺寸和1,000套公制. • Customer operates on one shift. 客户的工作是一班制. • Wrenches are packed in sets of 25. 扳手的包装一件是25套. • The customer orders by sets. 客户按套下单. • Rusty’s Wrench provides a daily shipment by truckload to Giant.扳手厂每天用卡车交货
Step 1: Select a Product Family 第一步:选择一类产品
Part Quantity/Process Route Analysis (PQPR) 部件数量/工艺路线分析(PQPR)
PROCESS NAME 工艺名称
Part # 零件号 1 OBR-026 Demand Quantity 需求量 420 % of Total CNC Mill 总量百分比 CNC铣床 35 Center Lathe 车床 Grind 磨床 Roll 滚压 Clean 清洗 Gear Teeth Assembly 装配 Cutting 齿轮齿切割
Customer Order Time line Reduction Non Value Added Activities. (Waste Reduction) Muda Receipt of ቤተ መጻሕፍቲ ባይዱash from customer
45%
50%
5%
• T = Transport • I = Inventory • M = Motion • W = Waiting • O = Overproduction • O = Over processing • D = Defects
Introduction to Lean
“A manufacturing philosophy that shortens the time line between the customer order and the shipment by elimination of waste (non-value-adding activities).”
代表性数据收集及计算
• • • • • • • • • Drop Off Rate (DOR) 有效作业时间 Changeover Time (C/O) 转换时间 Availability (Uptime) 可用性(运行时间) Production Batch Size 一批生产的数量 Number of Operators 操作者数量 Pack Size 一个包装里的数量 Available Working Time - # shifts & time 可用的工作时间-多少班以 及时间 Scrap Rate 废品率 Product Variations (i.e. L, R) 产品的变化种类 (就是: 左, 右)
“Rusty’s Wrench Factory” – Data Set “Rusty扳手工厂”--数据设定
PRODUCTION PROCESSES生产工艺 • Rusty’s process begins with hot forging (drop forge) a wrench, followed by machining, polishing, plating, and packing into sets. The sets are then staged and shipped to Giant Tool Supply on a daily basis. Rusty的工艺是先热锻出扳手, 接着机加工, 抛光, 电镀, 最后包装成套. 成套的扳手以天为单位发货给巨人工具供应公 司. • Changing over between SAE and Metric requires 1 hour changeover in Forging, and 20 minutes in Machining. SAE和公制的转换在热锻处需要1小时, 机加工处需要20分钟. • Steel bar stock is supplied by Lean Steel Company, delivering twice a week on Monday and Thursday. 钢 棒料由精益钢材公司提供, 周一和周四每周两次交货. RUSTY’S PRODUCTION CONTROL DEPARTMENT: RUSTY生产控制部门 • Receives Giant’s 90/60/30 day forecast and enters into MRP. 收到巨人90/60/30天的订单预测并输入MRP. • Issues an 8 week forecast to Lean Steel via MRP. 通MRP发出一个8周的预测订单给精益钢材公司. • Releases for cut bar stock via weekly faxed orders to Lean Steel. 每周传真棒料切断的订单给精益钢材公司. • Receives daily firm order from Giant Tool Supply. 每天收到巨人公司确定的订单. • Generates weekly MRP-based build schedules to all manufacturing departments. 每周建立以MRP为基础的 生产计划发放给所有生产部门. • Issues daily shipping schedule to Shipping Department. 发放每日出货计划给出货部门
Introduction 介绍
“Whenever there is a product for a customer, there is a value stream. 只要有客户产品的地方，就会有价值流程.
The challenge lies in seeing it 挑战就在于发现它.
What is Lean?
• It forms the basis of the formation of a Lean production system
•价值流程图是精益生产体系培训的基础 • It allows everyone to gain a common understanding of the current state and the future vision •有助于每个人了解现状和未来愿景
Steps for Value Stream Mapping 价值流程图的绘制步骤
1. Select a product family
选择一种产品类型 2. Create a current state map
绘制现状图
3. Create a future state map 绘制未来愿景图 4. Develop an action plan for implementation 制定出实施的行动计划
Step 1: Select a Product Family 第一步:选择一种产品类型
Definition of “Product Family”: 一类产品的定义 • Group of products that pass through similar processing steps/ common equipment in downstream processes 采用相同或相近工艺设 备进行加工的产品 Tools: 工具 • Part Quantity/Process Route Analysis (PQPR) 部件数量/工艺路线分析 • Information to record: 记录信息 • Product Family Name & Description 种产品类型的名称和描述 • Number of Products within Family 一类产品里产品的数量 • Demand for each Product ： Quantity & Frequency 每个产品的需求： 数量 & 频率


6 7 8 9 10
330003 330030 320148 320087 OBR-004
24 24 12 12 12
2 2 1 1 1
TOTAL
1,200
100
Step 2: Create the Current State Map 第二步: 绘制出现状图
Recommendations: 建议
Packaging 包装
2
3 4 5
OBR-030
OBR-008 320147 330033
288
276 84 48
24
23 7 4