丰田内部培训系列教材—价值流VSM..ppt

香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu何为VSM？uVSM （ Value Stream Mapping ）价值流程图是丰田精实制造（Learn Manufacturing）生产系统框架下的一种用来描述物流和信息流的形象化工具 价值流1香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service 价值的定义u 只有顾客才能定义价值u 对整个产品定义价值u 再次挑战和重新思考价值u 确定目标成本（去除目前所有的浪费）u 价值吸引更多的顾客 利润 成本 价格 价格 价格 价格 利润 成本 传统思想 成本 + 利润 = 价格 精益思想 价格 – 成本 = 利润 2香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service价价 值值 流流过过 程程总装单元总装单元过过 程程 焊接焊接过过 程程 冲压冲压成成 品品原原 材材 料料传统思维中，我们总是从工厂内部来考虑，从原材料开始一直追踪到产品的完成来检查价值流。

也可以用价值流的方法来绘制业务过程1价值流绘制的定义3香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service设计原材料总装厂发货客户2零件生产价值流包含的是特定产品从进公司到发货至客户的所有要素 (包括增值的和非增值的)需求价值流绘制的定义4香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service价值流绘制 (VSM) 是一个手工方法通过用特定的图标绘画来表现整个价值流的过程，包括物流，信息流和过程流价值流绘制的定义 Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Overtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv .TimeProc .TimeTPc /t = ?? days? days? days? days? days? days? days用生产周期表现将来状态的物流，信息流和过程流。

用生产周期表现将来状态的物流，信息流和过程流5香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service毫无计划地实施将会给企业带来灾难毫无计划地实施将会给企业带来灾难价值流的绘制是帮助你找到浪费，价值流的绘制是帮助你找到浪费，观察到整个流程状态的简单工具观察到整个流程状态的简单工具注意整个流程，目的在于消除浪费注意整个流程，目的在于消除浪费为什么要绘制价值流? Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Overtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv .TimeProc .TimeTPc /t = ?? days? days? days? days? days? days? days快来绘制流程快来绘制流程 !3关注浪费关注浪费 . . . . . . 关注流程关注流程6香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu为观察到物流，信息流和过程流提供了方法。

u支持价值流层面和工厂层面不断改进行动的优先次序化u为布局规划的发展提供基础价值流绘制的目标消除浪费消除浪费81还有还有...7香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service绘制现在状态绘制现在状态分析现在状态分析现在状态并并设计将来状态设计将来状态84Tues. & Fri.PC & LWeekly OrderMRPMSSWeekly Order# times/daySteelSupplierSteelPin# pcs# daysor shiftsIIIIStampingDowntimeChangeover Time=4 hr2 ShiftsTAKT = 2 Presses Cycle Time =ChangeOverWeldingLayoutScrap/ReworkDowntime = 20%Uptime# OperatorsCycle Time =Weekly Build ScheduleDaily ShipSchedule6 Week Rolling Forecast6 Week Rolling ForecastFinished GoodsOvertime =# Shifts =AssemblyDT, ScrapReworkWIP = Cycle Time =TAKT = Changeover Time =Layout = 10% Scrap? days? days? days? days? days? days? daysInventory TimeProcessing TimeTPc /t = ?TAKT = WIP = WIP = WIP =X pcs /monthStd. Pack Qty.# shiftsCustomer Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Overtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv.TimeProc.TimeTPc/t = ?? days? days? days? days? days? days? days制作一个可实施的计划并认真地制作一个可实施的计划并认真地加以执行！加以执行！1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH确定Tank Ass’y的节拍和流程 减少冲压的设置时间减少冲压的缓冲区将 Ass‘y 移至工厂 10确定 Sender Ass‘y的节拍和流程使 Sender Ass‘y实行拉动培训19992000行动计划行动计划价值流绘制的过程8香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service选择一个价值流（产品族）组成一个小组理解客户的需求绘制过程流绘制物料流绘制信息流计算产品总的生产周期TPCT具体的实施措施步骤 1:步骤 2:步骤 3:步骤 4:步骤 5:步骤 6:步骤 7:步骤 8:9香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu定义价值流 (产品族)–从客户端开始确定价值流–产品必须经过相似的工艺流程并且以相同的要求结束–门到门的范围（在厂内的价值流）u列出零件数步骤1:选择一个价值流（产品族）10香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu选择组织一个综合职能的小组u选择熟悉产品的小组成员u确保小组成员已接受过使 用价值流图的培训u任命负责人(通常是业务线经理)步骤 2: 组成一个小组 生产部综合职能小组物料部维修维护领导支持产品工程工艺工程Sensei先生顾问这是一个标准这是一个标准8411香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu每一个零件的计划u工艺工程预算产能u生产的控制（每月/每周的预测）u生产的历史（分析每天的差异，月度间的差异）u销售（产品更改，新业务等） 步骤 3: 理解客户需求客户名称月度/年度需求:零件 A =零件 B =零件 C =# of 班次 =8112香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service 客户Demand/month:Part A =Part B =Part C =# of shifts =步骤 4: 绘制过程流InventoryPart A =Part B =Part C =# of shifts =发运总装焊接冲压Takt =C.T. =D.T. =FTQ = 90%C/O Time =Lot Size =# of ShiftsWIP =Takt =C.T. =D.T. = 20%FTQ =C/O Time =Lot Size =# of ShiftsWIP =Takt =C.T. =D.T. = FTQ =C/O Time = 4 hrs.Lot Size =# of ShiftsWIP =换型停机时间一次质量13香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service步骤 5: 绘制物料流客户Demand/month:Part A = 705 pcs.Part B = 600 pcs.Part C = 1650 pcs.# of shifts =InventoryPart A = 750 pcsPart B = 600 pcsPart C = 1650 pcs# of shifts =发运总装焊接冲压Takt =C.T. =D.T. =FTQ = 90%C/O Time =Lot Size =# of ShiftsWIP = 550 pcs.Takt =C.T. =D.T. = 20%FTQ =C/O Time =Lot Size =# of ShiftsWIP = 60 pcs.Takt =C.T. =D.T. = FTQ =C/O Time = 4 hrs.Lot Size =# of ShiftsWIP = 25 pcs. 换型 停机时间一次质量IIII2 x/day2 x/week供应商1,200 pcs1,500 pcs800 pcs500 pcs14香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service客户Demand/month:Part A = 705 pcs.Part B = 600 pcs.Part C = 1650 pcs.# of shifts =InventoryPart A = 750 pcsPart B = 600 pcsPart C = 1650 pcs# of shifts =发运总装焊接冲压Takt =C.T. =D.T. =FTQ = 90%C/O Time =Lot Size =# of ShiftsWIP = 550 pcs.Takt =C.T. =D.T. = 20%FTQ =C/O Time =Lot Size =# of ShiftsWIP = 60 pcs.Takt =C.T. =D.T. = FTQ =C/O Time = 4 hrs.Lot Size =# of ShiftsWIP = 25 pcs. 换型 停机时间一次质量IIII2 x/day2 x/week供应商1,200 pcs1,500 pcs800 pcs500 pcsPC & LWeekly Build ScheduleDaily Ship Schedule6 week rolling forecast6 week rolling forecastWeekly OrderWeekly Order步骤 6: 绘制信息流15香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service步骤 7: 计算总生产周期（TPCT〕 客户Demand/month:Part A = 705 pcs.Part B = 600 pcs.Part C = 1650 pcs.# of shifts =InventoryPart A = 750 pcsPart B = 600 pcsPart C = 1650 pcs# of shifts =发运总装焊接冲压Takt =C.T. =D.T. =FTQ = 90%C/O Time =Lot Size =# of ShiftsWIP = 550 pcs.Takt =C.T. =D.T. = 20%FTQ =C/O Time =Lot Size =# of ShiftsWIP = 60 pcs.Takt =C.T. =D.T. = FTQ =C/O Time = 4 hrs.Lot Size =# of ShiftsWIP = 25 pcs. 换型 停机时间一次质量IIII2 x/day2 x/week 供应商1,200 pcs1,500 pcs800 pcs500 pcsPC & LWeekly Build ScheduleDaily Ship Schedule6 week rolling forecast6 week rolling forecastWeekly OrderWeekly Order.27 days.17 days.4 days.5 days1.0 days.18 days.02 days.008 daysTPc/t = 2.5 days16香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service步骤 8: 具体的实施措施u在价值流图上用通用的图标绘制 u在另外的纸上参考价值流和/或流程图详细列出行动计划IDiesDie RoomReceivingDie RoomShipping(Remove fromScheduleBoard)Die BenchIDies2 shifts12 shiftsSchedule Board(Forecast)Fork TruckPress Room17香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness ServiceFIFOSupermarket超市Signal Kanban信号看板WithdrawalKanban取料看板ProductionKanban生产看板Leveling均衡Physical Pull物理拉动Kanbanarrivingin batches批量达到的看板KanbanPath看板路线KanbanPost先进先出流程最多50件过程改进 Kaizen其他的绘制图标18香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Serviceu定义工厂未来将如何运行u视未来状态图为计划实施的蓝图设计未来状态 - 设想没有未来状态图，现在状态图再好，还是没有未来状态图，现在状态图再好，还是如同墙纸一样！如同墙纸一样！8119香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service步骤 1:步骤 2:步骤 3:步骤 4:步骤 5:步骤 6:步骤 7:验证客户的需求绘制将来状态的过程流绘制将来状态的物料流绘制将来状态的信息流计算产品总生产周期TPCT具体的行动计划规划实施概要规划实施概要82绘制将来状态步骤20香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service初始情形Step7: 规划实施概要将来情形Inj:Molding2SenderAss’y2MSSAss’yPlants7Stamping10TankAss’y4Perform to TAKT & Pitch.Produce to OrderLoad Leveling and PullZone Maintenance & Fast ResponseLabelsLevelABABA. . .Stagingby Truckcardbycard(Pitch = 14 Units)1ST 2ND 3RD 4TH 1ST 2ND 3RD 4THEstablish TAKT & Flow in Tank Ass'yStamping Changeover ReductionReduce Stamping BufferMove Ass'y to Plant 10Establish TAKT & Flow in Sender Ass'yPull To Sender Ass'yTraining19992000Activity Inj:Molding2SenderAss’y2MSSTankAss’yStampingFuel PumpAss’yIIIIIIAss’yPlants212104Cycle-Time Driven. Batches.ChangeOverChangeOverNo FlowAttendanceNo FlowUptimeItemCurrentTargetTotal product cycle timeParts / Person HourDelivery PerformanceInventory (days)OvertimeUptimeMETRICS绘制将来状态步骤21香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service绘制将来状态步骤22香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service绘制将来状态的捷径是从改进已绘制的现在状态开始的。

绘制将来状态步骤23香　港　现　代　俊　铭　企　管HK Modern JunMing Enterprise Management专业 用心 服务Professional Canniness Service明智的…观察…必须直接地观察整个价值流，这为确定和消除浪费提供了最好的时机持久的...绘制价值流是一个不断重复的过程今天的将来状态将是明天的现在状态这也就是不断改进的全部总结8224。