精益管理—价值流图

# Material Handlers Max Size 2 Shifts 0 Overtime
2. 设计未来状态图
Inv.Time Proc.Time ? days
C/O Time = DT = Scrap = WIP =
? days ? days ? days
? days ? days
? days
TAKT = Cycle Time = WIP = DT, Scrap= 10% Rework Changeover Time = WIP =
# Shifts = Overtime =
Customer X pcs / month Std Pack Qty # Shifts Level Box
Uptime
（每月/每周预测）
作业历史数据
客户
每月需求 产品A = 产品B = 产品C = 作业班组数 =
（每天/每月计划与实际数据的差异）
销售
（产品变更，订单变更）
13
当前状态图
步骤4：绘制作业流
Customer
Demand/month: Part A = Part B = Part C = # of shifts =
价值流图
1
价值流图介绍
实施精益管理所总结的教训
许多企业按照《精益思想》书中第11章所建议的逐步改变的流程，但只是首先很好的完成 了步骤1到步骤3来实施精益管理的改革： 步骤1 – 寻找一个改进经纪人（你自己怎么样？） 步骤2 – 寻找一个专家（一个你可以从他那里借鉴学习曲线的老师） 步骤3 – 通过抓住危机或创造危机在你的公司中激励新的行为 然后就直接跳到了步骤5 ： 步骤5 – 选择一些重要的内容，然后迅速的消除浪费，你自己都会为你自己在这么短的时间 里取得的成绩而感到惊讶 而被忽略的步骤4实际上却是最重要的：
–
列出所有产品的名称
11
当前状态图
步骤2：成立项目团队
成立跨部门的项目团队
领导团队
咨询师
挑选对产品和流程熟悉的
员工
确保团队成员都经过了全
订单
计划控制
跨部门团队
面有效的价值流图培训了
财务 仓储
任命一个负责人
（一般是作业经理）
人力资源
12
当前状态图
步骤3：理解客户需求
作业计划/控制
Daily Ship Schedule
PC & L
Weekly Build Schedule
1. 绘制当前状态图
Tues. & Fri. # times/day
Steel Pin # pcs # days or shifts
I
Stamping
I
Welding
Layout
I
Assembly Layout
Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP =
Inventory Part A = Part B = Part C = # of shifts =
Changeover
Downtime
FTQ
当前状态图
步骤5：绘制物料流
步骤4 – 为所有的产品族绘制整个价值流图
2
价值流图介绍
实施精益管理所总结的教训
行动只是集中在
每个产品价值流 的一小段上。 没有进行系统的 价值流改善，遇 到问题往往只有 绕过去
我们应当重新分组并进行改善活动
3
价值流图介绍
价值流的定义
价值流 = 实现客户所需产品或服务的所有的公司业务活动（包括有附加值活动 和无附加值活动）： - 从采购所需的原料或商品到产品对客户的交付 - 产品概念到设计的完成 - 订单到现金的确认和入账
Customer Supplier
Demand/month: Part A = Part B = Part C = # of shifts =
2 x/ week
2 x/ day
Stamping
Welding
Assembly
Shipping
I
1,200 pcs Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP =
I
1,500 pcs Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP =
I
800 pcs Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP =
I
500 pcs Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts =
Changeover .4 days .5 days
Downtime .27 days
FTQ .17 days TPc/t = 2.5 days
.008 days
.02 days
I
500 pcs Inventory Part A = Part B = Part C = # of shifts =
Changeover
Downtime
FTQ
当前状态图
步骤6：绘制信息流
PC & L
6 week rolling forecast
6 week rolling forecast Weekly Order Weekly Order Daily Ship Schedule Demand/month: Part A = 705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts =
6 week rolling forecast Weekly Order Weekly Order Daily Ship Schedule Demand/month: Part A = 705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts =
价值流
流程
接收订单
流程
货物准备
流程
运输交付
原材料
最终产品
4
价值流图介绍
流程改造和过程改造
高层管理
价值流改进
（流程改进）
消除浪费
（过程改进）
基层作业 工作重点
5
价值流图介绍
价值流图的定义
价值流图（Value Stream Mapping） 是一个使用铅笔和纸 的工具，使用符号语言绘制作业流程的图形来描述作业流、 信息流和物料流来体现企业的价值流向
Assembly Layout
Finished Goods
3 Shifts TAKT Time CT =
3 Shifts TAKT Time CT = C/O Time = DT = Scrap / Rework= Small Lot WIP =
3 Shifts TAKT Time CT = C/O Time = DT = Scrap / Rework = # Operators WIP =
选择一个产品族 成立项目团队
理解客户需求 步骤 4: 绘制作业流
步骤 5:
步骤 6: 步骤 7: 步骤 8:
绘制物料流
绘制信息流
计算全部作业时间 详细补充活动
10
当前状态图
步骤1：挑选一个产品族
定义价值流（产品族）
– –
从客户段开始识别价值流 产品族内所有产品需要经过相同或类似的作业流 程 绘制公司内部门到部门的流程
Scrap
Steel Supplier
PC & L
Inventory Time ? days Processing Time
? days ? days ? days
? days ? days
? days TPc /t = ?
Daily
DA1 DA2 DA3
6 x / Day
Stamping
Welding
价值流图介绍
工具
Scrap
Manufacturing Process
Kaizen Lightning Burst
Outside Source/ Customer
Buffer or Safety Stock
Manual Information Flow Data Box Electronic Information Flow
I
500 pcs Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts =
Changeover
Downtime
FTQ
当前状态图
步骤7：计算全部作业时间
PC & L
6 week rolling forecast
Customer
Supplier
Weekly Build Schedule
2 x/ week
2 x/ day
Stamping
Welding
Assembly
Shipping
I
1,200 pcs Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs.
I
1,500 pcs Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs.
I
800 pcs Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs.
TPc/t = ?
Activity
Establish TAKT & Flow in Tank Ass'y Stamping Changeover Reduction
1999
2000
1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH
3. 创建实施计划 马上就开始干吧！
8
Reduce Stamping Buffer Move Ass'y to Plant 10 Establish TAKT & Flow in Sender Ass'y Pull To Sender Ass'y Training
I
Finished Goods
TAKT = 2 Shifts Changeover Time=4 hr Downtime 2 Presses Cycle Time = WIP = Change Over
TAKT = # Operators Cycle Time = Scrap/Rework Downtime = 20% WIP =
I
1,500 pcs Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs.
I
800 pcs Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs.
Customer
Supplier
Weekly Build Schedule
2 x/ week
2 x/ day
Stamping
Welding
Assembly
Shipping
I
1,200 pcs Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs.
I
Inventory
Production Kanban
oTruck oo
Shipment Withdrawal Kanban Finished Goods to Customer
Push Arrow
Signal Kanban
Supermarket
wk.baidu.com
Kanban Post
9
当前状态图
步骤
步骤 1: 步骤 2: 步骤 3:
6
价值流图介绍
价值流图的目标
提供集成物料流、信息流和作业流的可视化工具
支持从基础作业到高层管理的多层次持续改进
为企业的绩效改进计划提供基础支持
首先要明确的： 消除浪费！
7
价值流图介绍
流程
确定一个产品族
MRP
Steel Supplier
MSS
Customer X pcs /month Std. Pack Qty. # shifts
Stamping
Welding
Assembly
Shipping
Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP =
Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP =