Lean Basics 1 精益基础1.ppt

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Design. Build. Ship. Service. GBE-KPO-4-003-00 Small Group Activities (SGA) Document Revision : 00 . Date : November 12, 2007. GBE Lean Training GBE-KPO-2-001-00 Revision 01 Lean Basics 1 精益基础1 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Overview & Scope 概述&范围 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Objective目的 Introduce Flextronics Lean Enterprise (FLE) and its elements 介绍伟创力精益生产及基本原理 Waste Elimination消除浪费 Value Stream Mapping价值流程图 5S & Visual Management 5S 及可视化管理 Super Market超市 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 The Flextronics Lean Enterprise (FLE) 伟创力精益生产屋 增加价值，消除浪费 Stop @ Abnormality 异常停线 Takt time production 节拍时间生产 Pull production 拉动式生产 Autonomation 自动化 Level Loading 负荷均衡化 VSM价值流程图, 5S, Supermarket超市 Single Piece Flow单件流 准时 生产 自动化 均衡生产 Sequencing 顺序生产 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waste Elimination 消除浪费 Seven Waste (TIMWOOD) 七大浪费 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Value Added Activity增加价值的活动 Something customers are willing to pay for…客户愿意付钱的部分… - AND - Changes the form, fit or function of material or information… 变更物料或信息的结构,装配或功能… - AND - Is being done right the first time从开始就一直做对的 Defining Value 定义价值 Eliminate Non-Value Added Activity消除不增加价值的活动 Non-Value Added Activity不增加价值的活动 All other actions and unwanted features are by definition…WASTE adding no value to the customer…simply raise costs in our business!其它所有活动，浪费定义里所有不希望有的项目,不能为客户增加价值….仅仅增加成本! Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Over Processing 不必要的过程 Transportation 运输 Motion/Movement 动作 Defects 缺陷 Over Production 过量生产 Inventory 库存 7 Types of Waste 七大浪费 Waiting 等待 TIM WOODS Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Transportation 运输 运输 : 人员,物料和信息的低效流动 工厂布局差 流程效率低 库存量大 产品在运输过程中遭受潜在损害 资源成本增加 举例: 任何连续作业中断的地方 材料储存不符用点的地方 丰富的材料处理装置:运输带扣,铲车,码垛车等 背离直接的材料流程 解决方法: 减少不必要的生产步骤-通过适当的直接设计去除复杂流程 使用看板拉动系统 去除/减少WIP库存区 采用单元制造模式 Transportation Inefficient movement of people, materials and information in the organization Poor layout Inefficient “flow” Carrying large inventories Exposes product to potential damage/loss during transportation Increases cost to hire resources to ferry Examples: Anywhere sequential operations are uncoupled Where material storage is not adjacent to point-of-usage Abundance of material handling equipments: conveyors, forklifts, pallet trucks, etc. Deviation from straight-through material flow process Solutions: “Shrink the footprint” - eliminate spaghetti flows via proper line design Use Kanban pull systems Eliminate or reduce WIP Inventory storage locations Introduce Cellular Manufacturing Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Transportation-Sample 运输 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Transportation-Sample 运输 Sheet1 Kaizen Process Improvement Process:GC 手焊 Area: FMS Tracking No: Implemented by:GC 手焊 Approved by: Date: Item # Problem Measures / Action Needed Results 用皮带拉不方便运板,每条线需要２个转送板的Operator,而且ＵＰＨ比较多，Operator１分钟就要跑两趟，增加了她的疲劳度． 用滑轮自动传送，不用担心夹具什么时候用完，也可以省下两个Operator． 提高Operator和设备工作效率．降低成本． Before Kaizen After Kaizen Sheet2 Kaizen Process Improvement Process:GC 手焊 Area: FMS Tracking No: Implemented by:GC 手焊 Approved by: Date: Item # Problem Measures / Action Needed Results 改善前OperatorA需要负责整块坂上的焊点，总有43个，工作时间为＂，消耗了产品的运作时间，降低成本． 改善后将43个焊点分为四个站位来焊，平均时间为，提高人员和设备的利用 减少工序的工作时间，实现一个流． Before Kaizen After Kaizen Sheet3 Kaizen Process Improvement Process:GC 手焊 Area: FMS Tracking No: Implemented by:GC 手焊 Approved by: Date: Item # Problem Measures / Action Needed Results 改善前线上KanBan量大，操作时间长，夹具的用量也很大，浪费资源 改善后我们将夹具重新设计，方便滑轮传送，根据ＫanBan量每条生产线上只需20个夹具，节省352　个 提高设备利用，节约成本，减少产品的在制时间 Before Kaizen After Kaizen Sheet4 Kaizen Process Improvement Process:GC 手焊 Area: FMS Tracking No: Implemented by:GC 手焊 Approved by: Date: Item # Problem Measures / Action Needed Results 改善前Operator双面操作，物料员加料的时候会影响到他们操作，而且皮带拉的占地面积很大，系统的抽风设备限制了车间的布局． Before Kaizen After Kaizen Sheet5 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Inventory 库存 库存 : 所有超出流程的供应 常常是”过量生产”的结果 以防万一逻辑 工作量不平衡 行程安排不平衡 供应商不可靠 习惯 举例: 成品库存 半成品库存 物料盘存 备料库存 解决方法: 根据客户订单生产 看板拉动系统 去除库存区 终止不必要的库存计划 Inventory Any supply in excess of one-piece flow Often the result of “Overproduction” Just in case logic Unbalanced workload Unleveled scheduling Unreliable suppliers Habit Examples: Finished Good Inventory Work In Process Inventory Supplies Inventory Staged or “kitted” Inventory Solutions: Make to Customer Order Kanban Pull System Eliminate Inventory Storage Areas Stop Planning for Unnecessary Inventory Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Inventory 库存 Waste Asks For More Waste库存浪费会产生更多浪费 High spoilage高损坏率 Poor product quality品质问题 Slow running 生产缓慢 Frequent breakdowns 频繁的中断 Long changeovers长换线时间 库存高度 Unplanned stoppages 无计划停线 Ties Up Working Capital 使营运资金紧张 Takes Valuable Space占用可用空间 Risk of Obsolescence呆料风险 Inventory levels Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Inventory-sample 库存 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Motion 动作 动作 : 生产过程中人员,材料或机器的不必要的移动 工厂布局差 工作场所缺乏组织性 缺乏标准化,工作方法不一致 加剧作业员疲劳导致其他浪费,如:缺陷 工效问题对健康的影响,如:重复性动作伤害,等 举例: 浪费时间寻找物品,等 额外动作 材料与工作站设计不合理 解决方法: 构建5S工作场所 Point-of-Usage Storage 工作站设计 Examples: Time spent away from workplace looking for items, etc. Extraordinary movements Materials and workstations not designed to appropriate level of reach Solutions: 5S Workplace Organization Point-of-Usage Storage (POUS) Workstation Design Motion Unnecessary movement of people, parts or machines within the process Poor layout Inefficient Workplace Organization Lack of Standardization, inconsistent work methods Increase operator fatigue leading to other wastes . defects Ergonomic issues causing health . repetitive motion injuries, etc. Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Before改善前 After改善后 Treat Operators as Surgeons…Everything Within Reach 视训练作业员如同外科医生…每件东西都放在手所及范围内 Waste #3 Motion 浪费#3 动作 Ergonomic Concerns人体工程学考量 Labor Efficiency劳动效率 Wasted Cycle Time 浪费周期时间 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Motion-sample 动作 Sheet1 Kaizen Process Improvement Process:GC BB Area: FMS Tracking No: Implemented by:GC BB Approved by: Date: Item # Problem Measures / Action Needed Results 1 OP010-OP030工序的工作分配是：１人目检底盖装DPAD，１人目检安装后盖再打两颗螺钉，１人组装六颗按键． 经对三个工位的cycle time进行计算，将工作从原来的改变为：１人目检底盖装DPAD打两颗螺钉，１人目检安装后盖组装六颗按键．将三人合并成两人作业. 节约一个作业员，提高员工技能． Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet2 Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 第三工位的作业员组装光圈和两个垫圈,UPH为280PCS 经对工位的分折，发现存在不平衡，还有等待时间，所以对此工位的动作进行标准化后，将重排的第四工位组装前肩安排给这个工位 平衡生产线，降低波动 Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 (2) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 大.小马达的组装由两人作业,工作时间为",还有５＂处于等待时间 大．小马达的保护模由专门的作业员来负责，组装到板上的折分开来，合并到上下工位． 节省一个作业员，减少产品的在制时间． Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 Kaizen Process Improvement Process:GC packing Area:packing FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 标准动作，方便作业员操作，最小化浪费， Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) 每拿一次左下方的电池盖，作业员都得伸长手臂去拿．必需消除伸臂的动作，因为手的移动毫无附加值的产生，而且会提高作业员的疲劳度 物料放在作业员的视线范围之内，身体的幅度小了，作业时间短了就会有多的时间来操作其它有价值的作业了 Sheet3 (3) Kaizen Process Improvement Process:GC Area:packing FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet5 Sheet3 (4) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 (5) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results １．来料托盘大，占用面积　　２．电池盖平放着容易脏，需要作业员操作时再用手套擦一遍（不必要的动作）　　　　　　　　　　　　３．一层只有36个，每９分钟就要丢一次空托盘，异常动作多（负担）　　　　　　　　　　　　４．作业员作业幅度大，易疲劳 １．来料托盘小，可以架起来，不会占用太多空间　　　　　　　　　２．将电池盖竖起来放，暴落在外的面积少，方便作业员操作　　　　　３．容量较大，一盘70个，每15分钟之后才回收一次托盘　　　　　　　４．将物料放在作业员的手臂．视线范围之内，减少动作，降低疲劳 改善来料包装，减小占用空间，方便作业员操作　 Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet4 改善前 改善后 物料 看板量 在线时间 物料员加料时间 物料 看板量 在线时间 物料员加料时间 印刷卡 800pcs Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Motion-sample 动作 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Motion-sample 动作 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waiting 等待 Waiting Waiting for… man, machine, materials, information, etc. Unbalanced workload Unleveled scheduling Unplanned downtime Increases cycle time Uncouples manufacturing flow Product absorbs more costs while waiting but receive no value 等待 : 等待……人员,设备,物料,信息等 工作量不平衡 安排不合理 停机时间无计划 增加循环时间 生产流程不连贯 等待时生产成本增加,但价值并无增加 举例: 寻找工具维护设备 等待系统完成信息处理(生产报告) 第一件等待整批完成 因为缺料造成的人员空闲 生产前等待指示 无材料流程率 解决方法: 5S,启动拉动系统,最大化减少批量 减少不必要的生产步骤 加速生产型号转换 Examples: Looking for tools to repair machines Wait for Information Systems to complete transactions (reporting production) First piece waiting for entire production batch to finish People idle at workstations because of no materials to work on Process waiting for instructions before proceeding No material flow velocity Solutions: 5S Workplace Organization, Install Pull System, Reduce batch size to 1 Shrink the Footprint Employ Quick Changeover Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waste #4 Waiting 浪费#4 等待 When Inventory Waits Your Customer Waits当库存在等待时，客户也在等待 Increases Lead Time增加制造周期 Increases Work in Process增加流程中在制品 Slows Response to Customer对客户反应慢 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waiting-sample 等待 Sheet1 Kaizen Process Improvement Process:GC BB Area: FMS Tracking No: Implemented by:GC BB Approved by: Date: Item # Problem Measures / Action Needed Results 1 OP010-OP030工序的工作分配是：１人目检底盖装DPAD，１人目检安装后盖再打两颗螺钉，１人组装六颗按键． 经对三个工位的cycle time进行计算，将工作从原来的改变为：１人目检底盖装DPAD打两颗螺钉，１人目检安装后盖组装六颗按键．将三人合并成两人作业. 节约一个作业员，提高员工技能． Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet2 Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 第三工位的作业员组装光圈和两个垫圈,UPH为280PCS 经对工位的分折，发现存在不平衡，还有等待时间，所以对此工位的动作进行标准化后，将重排的第四工位组装前肩安排给这个工位 平衡生产线，降低波动 Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 (2) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 大.小马达的组装由两人作业,工作时间为",还有５＂处于等待时间 大．小马达的保护模由专门的作业员来负责，组装到板上的折分开来，合并到上下工位． 节省一个作业员，减少产品的在制时间． Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 Kaizen Process Improvement Process:GC packing Area:packing FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 标准动作，方便作业员操作，最小化浪费， Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) 每拿一次左下方的电池盖，作业员都得伸长手臂去拿．必需消除伸臂的动作，因为手的移动毫无附加值的产生，而且会提高作业员的疲劳度 物料放在作业员的视线范围之内，身体的幅度小了，作业时间短了就会有多的时间来操作其它有价值的作业了 Sheet3 (3) Kaizen Process Improvement Process:GC Area:test FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results 最检测试由于还要贴标签,所以一人一机,造成机器等待 将贴标签移到芯片测试,由一人操作两台机器 减少一个作业员,提高机器利用率 Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet5 Sheet3 (4) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet3 (5) Kaizen Process Improvement Process:GC Area: FMS Tracking No: Implemented by:GC Approved by: Date: Item # Problem Measures / Action Needed Results １．来料托盘大，占用面积　　２．电池盖平放着容易脏，需要作业员操作时再用手套擦一遍（不必要的动作）　　　　　　　　　　　　３．一层只有36个，每９分钟就要丢一次空托盘，异常动作多（负担）　　　　　　　　　　　　４．作业员作业幅度大，易疲劳 １．来料托盘小，可以架起来，不会占用太多空间　　　　　　　　　２．将电池盖竖起来放，暴落在外的面积少，方便作业员操作　　　　　３．容量较大，一盘70个，每15分钟之后才回收一次托盘　　　　　　　４．将物料放在作业员的手臂．视线范围之内，减少动作，降低疲劳 改善来料包装，减小占用空间，方便作业员操作　 Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Sheet4 改善前 改善后 物料 看板量 在线时间 物料员加料时间 物料 看板量 在线时间 物料员加料时间 印刷卡 800pcs Before Kaizen After Kaizen FMS - Rev E (10th May, 2005) Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Overproduction 过量生产 过量生产 : 比下一工序或客户的要求生产得更多,更早或更快 以防万一逻辑 工作量不平衡 安排不合理 为保持原有路线浪费信息系统及人力资源 举例: 生产计划-设定设备以达到最大量生产 长期生产运行-避免频繁转换以提高设备效率 批量生产/提高设备利用率-批量生产 建立WIP目录-看先前的工作站 解决方法: 按客户要求生产 速度=TAKT,做一个拿一个 减少安装时间 不同型号序列生产 建立拉动系统 *在TPS中,过量生产是最大的浪费 <它导致了其他的浪费> Overproduction* Making more-earlier-faster than the next process or customer needs it. Just in case logic Unbalanced workload Unleveled scheduling Waste information systems and people resources to keep track *Overproduction is considered the worst waste in TPS << It leads to all other kinds of wastes >> Examples: Prod Planning – scheduling machines to run maximum capacity Long Prod runs – avoiding frequent changeovers to maximize machine efficiencies Batch production/Maximizing Machine Utilization– Producing in batches WIP Inventory building up  look at preceding workstation Solutions: Make to Customer Order Rate = TAKT, Make 1 Move 1 Reduce Setup Time Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waste #5 Over-Production 浪费#5 过量生产 Do Not Produce What the Customer Does Not Need 不要生产客户还不需要的东西 Ties Up Working Capital使营运资金紧张 Takes Up Floor Space占用空间 Hides Process Problems隐藏流程中的问题 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Overproduction-sample 过量生产 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Over processing 不必要的过程 不必要的过程 超出客户(内部或外部)要求 对产品规格或客户要求不了解 工作方法不一致(非标准化) 沟通无效 批准过多 信息及复印件过多 举例: 用手清除产品的灰尘 线末100%目视检查 返工, 修复或调试区域 材料等待决定及部署 解决方法: 在源头做好自检 错误检查 Over-processing Processing beyond the customer’s (internal or external) requirements Poor knowledge of specs or customer requirements Inconsistent work methods (non-standardization) Ineffective communication Redundant approvals Excessive information, extra copies Examples: Manually cleaning product because of the dirt introduced in the preceding operations 100% visual inspection at end-of-line to catch and prevent “escaping defects” Rework or repair or debug areas Materials awaiting decision and disposition Solutions: Properly engineered self-inspection at source Mistake Proofing (Jidoka, Poka Yoke) Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Creates Delay产生延迟 Increased Opportunity for More Defects增加错误机会 Doesn’t Add Value By Definition不能增加价值 Waste # 6 Over Processing 浪费#6不必要的过程 Match Physical Movement With Systemic Transaction…Strive for 1:1 Ratio 尽量将实物流动与系统处理匹配，目标比例是1:1 Manual Entry of Information人工输入信息 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Over processing-sample 不必要的过程 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Defects 缺陷 缺陷 没有在第一次就做好 没采取JIDOKA*1或POKA-YOKE *2 缺乏标准化,工作方式-不统一 导致其他浪费:过量生产 额外成本:材料,处理,DL,IDL,外派, 杂费,保修,等 举例: 特殊操作中出现的缺陷 检测出并去除有缺陷的次品 无法使用的包装必须去除 遗漏的缺陷 解决方法: 在源头做好自检 (Jidoka, Poka Yoke)错误检查 *1-也称作”自动操作” *2-也称作”错误检查” Defects Not doing work Right the First Time Not using Jidoka*1 or Poka-yoke*2 Lack of standardization, inconsistent work methods Lead to other Wastes: Overproduction Extra costs: materials, handling, DL, IDL, expediting, burden, warranty, etc. *1 - also called autonomation *2 - also called error or mistake proofing Examples: Defects to look out for in specific operations Poor quality parts that have a certain % defective and must be inspected and removed Packaging supplies that can’t be used and must be discarded Escaping defects Solutions: Properly engineered self-inspection at source Mistake Proofing (Jidoka, Poka Yoke) Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Defects-sample 缺陷 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Upsets Customers让客户不满意 Consumes Resources消耗资源 Chokes Flow堵塞流程 Waste#7Defect 浪费 #7缺陷 Reworking Defects Is Wasteful…Sending Them to Customers is Outrageous 返工不良就是浪费…把这些货送给客户是不允许的 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Skills not Utilized未被用到的技能 (7 Wastes) + 1 Waste – Skills (Unutilized Skills) 7+1浪费-未被用到的技能 Unutilized resources of skill/knowledge from the shop floor worker 现场工人未被利用的技能/知识 Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 分组,寻找浪费 以组为单位, 4-5人一组.每组推举一位组长,负责汇总并记录大家的发现. 一共7种浪费, 针对每种浪费,每组至少找出2个例子. 地点: 生产线 时间:11:30到11:50一共20分钟的时间,在生产线上发现浪费. 11:50准时到会议室集合,分享各组发现. Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Waste identification format 7+1 wastes Waste Identification Area: Date: Location: Conducted by: Example Solution / Suggestion Transportation 你的建议方案 Inventory Motion Waiting Over Production Over Processing Defects Safety FMS - Rev E (10th May, 2005) Design. Build. Ship. Service. GBE-KPO-2-001-00 Lean Basics 1 Thank you!!