精益生产改善简介

1、Introduction to Lean Manufacturing (Kaizen) 精益生产 （改善）简介,The Toyota Production System丰田生产体系,A solution to the particular problems Toyota faced, developed through trial and error on the shopfloor, to address: 为二战后面临之特殊窘况觅寻出路,丰田在生产现场通过不断尝试发展而来的一套体系，以解决: A small market 市场甚小 for a large variety of vehicles 车型繁多 with little space, money, and capital 场地和资本馈乏 with a goal of productivity at the levels of Fords Mass Production of black Model Ts. 且要达到福特黑色T型车的大规模生产水平的高效率,Average Lean Results 精益生产平均收效,Set up

2、 time 换摸时间 -60% Lead time 交付周期 -50% Cycle time 循环时间 -20% Down time 停工时间 -50% Operator required 人员需求 -30% WIP DOH 在制品库存 -60% F.G. DOH 成品库存 -40% Distance traveled/part 零部件流转距离 -50% Floor space 场地面积 -30% Rework 返工 -70%,10 Rules for Kaizen Success 精益生产成功的十大准则,Keep a positive attitude and an open mind to change. 以积极的态度和开放的思想来进行改变 Change is good, more change is better / 变更是好事，多变更佳 Create a team environment (there is no “I” in team). 创建团队环境（在团队中不以我自居） One person, one vote, - no position, no rank. 每人都有表

3、决权，不分职位、等级 There is no such thing as a dumb question. / 多多提问（不耻下问） Creativity before capital / 创造先于资本 Respect each others / 相互尊重 Plans are only good if they can be implemented. Plans succeed only if the gains are sustained / 只有可以实施的计划才是好计划，只有坚持执行计划才能成功 There is no substitute for hard work / 努力工作，艰苦拼搏 10 Just do it! / 及时行动,is a manufacturing philosophy which shortens the time between the customer order and the product build / shipment by eliminating sources of waste. 是一个通过祛废来缩短从客户定货到发货周期的哲学,Lean

4、Manufacturing 精益制造,Business as Usual 循规道距式经营,Lean Manufacturing 精益制造,A Time-Based Strategy 时间策略,研究、开发 预先计划 生产 分销 收款,实际完成的时间（从设计至收款的过程）,Individual Efficiency vs. Total Efficiency 单个与整体效益,Pricing: The New Reality 定价：新的现实问题,The Old Model 旧公式 : Cost to make + Profit = Selling Price 制造成本利润销售价格 The New Model 新公式: Customer sets Price - Profit = Manufacturing Cost 客户设定的价格利润制造成本,Leadtime 交付周期,Value Added Activity 增值活动 An activity that transforms or shapes raw materials or information to meet customer req

5、uirements. 一个把原材料和信息转换成符合客户要求的活动过程 Non-Value Added Activity (Waste)非增值活动 （浪费） Those activities that take time, resources or space, but do not add to the value of the product itself.消耗资源 （时间， 人员和场地），但不直接对产品的形成起贡献作用,By Eliminating Waste 通过祛废来短缩交付周期:,Shorten Leadtimes,Product Leadtime 产品交付周期,Value Added Time is only a very small percentage of the Leadtime. 增值时间仅是交付周期的很少一部份 Traditional Cost Savings focused on only Value Added Items. 传统降低成本仅着眼于增值项目 LEAN THINKING FOCUSES ON NON-VALUE ADDING ITEMS. 而精益

6、思想则着重于非增值项目,Traditional vs Lean Results 传统与精益之比较,Traditional vs Lean Results 传统与精益之比较,Lean Results 精益结果,Maximize Value-Add 增值最佳化,Job Analysis Results 岗位分析结果,Examples 例子: Walking to get parts 走动取零件 Transporting to warehouse 输送至库房 Extra processes 多余工序 Over processing 加工过度 Too much weld 焊接过度 Banking to avoid c/o 为避免换摸而过量生产 Rework 返修 Scrap 废品,Examples 例子: Reach for parts 取零件 Q.C. check 质量检验 Change over 换摸 Storage 储存,Examples 例子: Bending 弯管 Stamping 冲压 Welding 焊接 Making mufflers 制消,IDENTIFYING WASTES

7、 识别浪费,A value added step.一种增值的步骤。 A non-value added step that is required. 一种需要的不增值步骤。 3. A non-value added step that is not required. 一种不需要的不增值步骤。,BEFORE 之前,AFTER 之后,Seven Wastes 七大浪费,Overproduction 过度生产,Waiting 等待,Transport/Transfer 运输周转,Overprocessing 过份加工,Inventory 库存,Movement 运动行为,Defects 缺陷,Typical Causes of Waste 浪费的典型原因,Organize by Type of Process 按工艺类型安排部局 Bottleneck operation 平颈口 No Back-up/Cross Training 无备份或交叉培训 Machines in value stream at different cycle times 机器循环时间不一 Lack of train

8、ing 缺少培训 Lack of adherence 纪律松懈,Unbalanced Workload 工作负荷不平衡 Quality problems 质量问题 Unreliable equipment 设备不可靠 No Standardized work 工作无规范 Poor visual controls 视觉控制贫乏 Disorganized Workplace 工作场地零乱,Fundamental problem of a “Push” or “Mass” Production System “推动式” 或 “大规模” 生产系统的致命缺陷,Overproduction 过度生产,Process 2 工序,INV 在制品,INV 在制品,What is the waste caused by overproduction? 过度生产会造成何种浪费？,Handling 周转 Storage space 储存场地 Shortages 短缺 Critical capacity 关键能力 Design change 设计更改,Logistics/Expediting 物流/催促 Inv

9、entory Carrying Cost 库存财务成本 Slower Feedback 反馈迟缓 Lengthens lead times 臃长交付周期 Mixes products 发错产品,Process 1 工序,Process 3 工序,What is wrong with Inventory? 库存有何错？,Need resources (people and computer) to track, move and monitor inventory 需资源（人和计算机）来追踪，搬运和监视库存。 Parts get lost 零件丢失 A stack of containers fall over and parts get damaged 一叠周转箱翻到并砸坏零件 Must use facility floor space to keep inventory 占用场地 Engineering or product change happens so inventory must be scrapped, reworked or sold at a discount 工程或产品更改致使库存报废，返工或减价买出 Sales drop so inventory must be sold at a discount to clear it out of the system 销售大跌，只好降价清仓处理库存 Poor forecast results in wrong product sitting in long-term storage. 预测不准生产出不对号产品长期压库,INVENTORY HIDES WASTE库存掩盖浪费,RAW MATERIAL 原材料,FINISHED PRODUCT TO CONSUMER 成品至客户,SEA OF INVENTORY 库存的“汪洋大海”,POOR SCHEDULING 不妥当的生产计划,MACHINE BREAKDOW

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