精益制造概括.ppt

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1 Overview Lean Manufacturing 精益制造概括 2 It is a integrated system of mutually dependent strategies that when combined together maximize operating performance by elimination of wasteful manufacturing practices. 它是通过消除浪费性制造来达到最大运营业绩的相互依赖的战略 综合集成系统。 Not a program!不是一个项目！ Not a proj ect! 也不 是一 个工 程！ Not an event ! 不是一个事 件！ What is “Lean” Manufacturing? 精益制造是什么？ What is “Lean” Manufacturing? 精益制造是什么？ 3 What are the “objectives” of Lean Manufacturing? 什么是精益制造的目的？ Achievement of business goals in safety, quality, responsiveness, cost and delivery by: 达到安全,质量,响应,成本及运输的业务目标，通过： • making only what is needed 仅需要时制造 • providing only when needed 提供仅仅需要的 • involving employees 员工参予 • focusing on continuous improvement 致力于持续改善 • exposing & solving problems rapidly 快速暴露和解决问题 • making the status obvious 使状态明显 • eliminating constraints and bottlenecks 消除限制和瓶颈 • improving factory flow 改善工厂流程 What are the “objectives”? 目的是什么？ 4 1. Craft 手工艺 - One product made complete by 1 person 每人生产一件产品 - Each product unique 每一件产品都是唯一的 - Parts not interchangeable 零部件不能互换 - High quality, but expensive 高质量,但价格昂贵 2. Batch Manufacturing 批量生产 - One product made by many people 多人生产一件产品 - Standardized parts 标准化的零部件 - Parts could be interchanged 零部件可以互换 - Assemblers move to product 产品由零件组装 3. Assembly Line / Mass 装配线/规模 - Large mass of people involved 由大量的人参与 - Vehicles move to assembler运输工具运送到装配者 - Low skill level 低水平技能 - Acceptable level defects 可接受一定水平的缺陷 - Profit, delivery, quality 利润,交付,质量 4. Lean Manufacturing 精益生产 - Work cells 工作单元 - . components 元件 - Multifunctional skill level 多技能水平 - Zero defects 零缺陷 - Quality, delivery, profit 质量,交付,利润 5. Future Manufacturing未来制造 Brief History of Manufacturing 生产方式发展史 5 精益制造系统转变工厂 6 精益制造的关键性概念 • 零浪费 消除任何体系中存在的不必要的浪费。简言之，其 目的在于力求完善。 • 稳定的生产环境 只有在稳定的生产环境中才能生产出优质的产品。 存在的问题即是种种不稳定性。对于这些不稳定性 必须迫其迅速出现，并永久地解决。稳定的生产环 境的目标为：标准化、连贯性、预见性及重复性。 • 客户的拉动/即时体系 产品生产必须符合客户的需求。仅生产客户想要的 产品，并按时发运优质货物。这种方法可以充分发 挥公司内各种资源的优势，为公司带来更可观的经 济效益，并确保工作的安全。 7 The different roles within the Continuous The different roles within the Continuous Improvement GroupImprovement Group持续改善团队不同的角色持续改善团队不同的角色 Executive Management 执行管理层 Deployment Champion 实施倡导者 Master Black Belt 黑带大师 Black Belt黑带 Lean Facilitator LEAN推广人 8 Major Responsibilities主要责任 • Work with Plant Management team to identify Lean project opportunities和公司管理层一道识别LEAN项目机会 • Co-ordinate the creation, monitor and report progress of lean roadmaps and activity协调生产、监控及报告LEAN路线图及 LEAN活动的进展情况 • Facilitate Lean workshops inline with Corporate goals / Business Metrics和公司目标/业务目标/业绩保持一致地推动 LEAN车间 • Make significant contributions to the plant financial savings by completing workshops and closing out follow up actions 通过车间实施和关闭跟进行动来为公司财务节省作出较大贡 献 Lean Facilitator Job specification LEAN推广人的工作说明 9 Major Responsibilities主要责任 • Work with Plant Management team to identify Lean project opportunities和公司管理层一道识别LEAN项目机会 • Co-ordinate the creation, monitor and report progress of lean roadmaps and activity协调生产、监控及报告LEAN路线图及 LEAN活动的进展情况 • Facilitate Lean workshops inline with Corporate goals / Business Metrics和公司目标/业务目标/业绩保持一致地推动 LEAN车间 • Make significant contributions to the plant financial savings by completing workshops and closing out follow up actions 通过车间实施和关闭跟进行动来为公司财务节省作出较大贡 献 Lean Facilitator Job specification LEAN推广人的工作说明 10 We know lean works, so why are we not having more success? 我们知道LEAN 怎样工作，为什 么我们没有取得 更大的成功？ Exercise-1 Success Factors forExercise-1 Success Factors for 领导改变的成功因素领导改变的成功因素Leading ChangeLeading Change 11 Vision愿望 Skills技巧 Incentives激励Resources资源 Action Plan行动计划 Change改变 Skills Incentives Resources Action Plan Confusion糊涂 Vision Incentives Resources Action Plan Anxiety焦虑 Vision Skills Resources Action Plan No Change 无变化 Vision Skills Incentives Action Plan Frustration受挫 Vision Skills Incentives Resources False Starts 错误的开始 Success Factors forSuccess Factors for Leading ChangeLeading Change 领导变化的成功因素领导变化的成功因素 12 Past 过去 Internal/ self内部 /自己 External/ environment 外部环境 Future 将来 Explore 开拓 Resist 抵抗 Commit 承诺 Deny 否定 Re: Scott & Jaffe, 1989Re: Scott & Jaffe, 1989 “Another flavour of the month” 嚼上另一种味道 “Ready to Do It” 准备做 “Everyone else has a problem but me!”除了我 每 个人都有问题 “Start to see it” 开始看一看 Personal Change Journey 个人的变化历程个人的变化历程 13 EXPECT RESISTANCE: 希望的抵抗 “The devil you know is better than the one you don’t!” 你知道的坏事情比你不知道的坏事情要好 • Open resistance is always easier to deal with than passive resistance. • 公开的抗拒比不公开抗拒容易处理 • In order to manage resistance and reduce it, you • have to know what it is before you can change it. • 为了管理和降低抵抗,在你改变它之前你必须知道它是什么 ？ EXPECT RESISTANCEEXPECT RESISTANCE 所希望的抵抗所希望的抵抗 14 People are the Real Assets 人是真正的财富 PEOPLEPEOPLE 人人 Need to know & understand business objectives & goals 需要知道和理解 业务目标及目的 Need to know how this will relate to their role in the organization 需要知道他们 在组织中的角 色相关程度 “What will happen to them?” 对他们将会发生什么？ Need to know what changes they will be required to Make 需要知道他们需 要作什么变化 Need to know what new skills they will require to do the job 做工作时需要 知道他们需要 什么技能 By RESPECTING people we can create the CLIMATE FOR CHANGE 通过尊重人才我们就能够产生一个变化的环境气候 15 Leanv ille or bus t! NO U TURN Strategic Direction战略方向Training Process培训过程Deployment推广 Lean Overview总结 精益之路精益之路 16 Why are we here? 为何我们在这里 To Learn 去学习 17 15 Lean Tool Contents15 Lean Tool Contents 1515精益工具内容精益工具内容 The Lean Assessment Tool contains fifteen attribute worksheets describing the Lean best practices that constitute the following Attributes of Lean manufacturing: 评审工具包含15个要素工作表，描述组成下列精益生产要素的示例： 1. STANDARD WORK 标准化作业 8. LEAN CONTAINERS AND PACKAGING 精益容器及包装 2. WORKPLACE ORGANISATION (5S’s) 车间组织（5S） 9. ANDON 3. AUDIO & VISUAL CONTROLS声音及目视控制10. IN PROCESS QUALITY AUDIT制程质量审核 4. OPERATION CERTIFICATION操作保嫜 11. CONTINUOUS IMPROVEMENT PROCESS (Kaizen) 持续改善过程 5. INTERNAL PULL & MATERIAL CONVEYANCE 12. PROBLEM SOLVING (PDCA)用 PDCA解决问题 内部拉动及物料运输 6. EXTERNALL PULL & TRANSPORTATION SYSTEM 13. TOTAL PRODUCTIVE MAINTENANCE (TPM) 外部拉动及运输系统 全员性生产维护 7. CENTRAL MATERIAL STORAGE 14. ERROR PROOFING 防错 中央物料储存 15. QUICK CHANGEOVER (SMED)快速换模 18 Higher Value Standards 更高的价值标准 In reality . . .现实中. . . ...it is not:它不是. . . Instead it is :取而代之的是 : JIT / 17 (Cost) + (Profit) = (Selling Price) 成本+利润=卖价 (Selling Price) - (Cost) = (Profit) 卖价-成本=利润 19 增值”的含义 • 增值”的含义 1 在改充产品的根本性质时，即为对产品增加了价值。例如：截取一 段钢质卷材，经过冲压后制成支架；或如：将一把椅子的两只座垫组 装到一起。 2其他的东西即为非增值的产品或浪费。 • 两种类型的浪费： 第一种——或称“必要”浪费——为使产品接近客户的要求而必须进 行的非增值行为。 例：发运并不增加价值，却又是必需的。 第二种——或称“不必要”浪费——是指那种我们现在就可以合并、 减少或消除的非增值行为。 • 零浪费意思是： 将第一类浪费转化为第2类。 合并、减少或者消除第2类浪费。 20 Waste Walk “The 7 Wastes”Waste Walk “The 7 Wastes” 浪费行走浪费行走”7”7种浪费种浪费 77种浪费种浪费 等待 过量生产 返工返工 移动移动 过量加工过量加工 库存库存 运输运输 21 Type of Waste 浪费类型 Description 描述 1. Waste of Over Production: Producing over customer requirements, producing unnecessary materials / products, or producing to soon. 过量生产的浪费 生产多于客户需求，生产不必要的材料/产品或生产多一点 2. Waste in Waiting (Time): Time delays, idle time (non value added time) 等待浪费 时间延迟，呆时间(不增值) 3. Waste in Transportation: Multiple handling, delay in material handling, unnecessary handling or transportation (non value added conveyance). 运输浪费 多次搬运，材料处理延迟，不必要搬运或运输（非增值运输） 4. Waste in Processing: Unnecessary processing, steps or work elements/ procedures (non value added work). 加工的浪费 不必要的加工，步骤或工作单元，程序（不增值） 5. Waste of Inventory: Producing unnecessary inventory, holding or purchasing unnecessary inventory, RS, WIP, FG. 库存的浪费 产生不必要的库存，保留或采购不必要的库存，原材料、WIP、成品 6. Waste of Motion: Waste of motions, excessive handling, unnecessary steps of motion (non value added motions). 移动浪费 移动浪费，过度搬运，不必要的移动步骤（非增值） 7. Waste of Producing Failures: Correction of errors or rework, scrap (quality problems) 产生失败的浪费 错误校正、返工、报废（质量问题） Waste Walk “The 7 Wastes” Definitions Waste Walk “The 7 Wastes” Definitions 浪费行走浪费行走”7”7种浪费种浪费””定义定义 22 三种不同的公司 3 23 第三等级的公司 每个人都随处乱扔垃圾而没有人拣起来 24 第二等级的公司 有专人将别人乱扔的垃圾拣起来 25 第一等级的公司 每个人都自觉维护环境的清洁，没人乱扔垃圾。 26 存在的问题 ●工厂变得愈加拥挤； ●在员工中间一些不必要的储藏箱子、料架、货架等堆 积成山，阻碍了交流； ●时间在寻找零件和工具中浪费掉； ●过多的现场物品隐藏了其他生产问题； ●不需要的零件和设备使得工艺流程更困难； 27 Key Characteristics in a 5S Environment 5S环境的关键特征 • An easily understandable layout 简单易懂的布局图 • An open view 视野开放 • A clean atmosphere • 清洁的环境 • Active management 灵活的管理 • DAILY ACTIVITY 日常性活动 28 5S: Workplace Organisation工场组织 The Foundation of the Visual Workplace 建立车间目视管理基础 1S - SORT-----------------------------Eliminate what is not needed 整理(分类) 除去不需要的东西 2S - STRAIGHTEN--A place for everything and everything in its place 整顿(系统安排) 物有其位物归其位 3S - SHINE-------------Cleaning and looking for ways to keep it clean 清洁 清洁并设法保持清洁 4S – STANDARDISE------------Maintain and monitor the first 3 S’s 标准化 保持并监控前三个S 5S - SUSTAIN------------------------------------Stick to the rules 5S-素养 形式规则 8 5s IMPLEMENTATION 5S实施 29 • Continuously improve our competitive position by deploying key Lean practices that will:通过应用主要的精益实例来持续改善我们的竞争地位： – Organize the workplace 工厂组织(5s) – Enable status at a glance (Visual Management) 建立一目了然的状况（目视管理） – Eliminate waste, redundancies and non-value added practices – 消除浪费、多余的及不增值作法 – Increase Value Added Work activities 增加增值工作活动 – Improve floor space utilization 提高面积利用 – Improve direct and indirect labor efficiency 提高直接和间接劳动力效率 – Reduce operating costs 降低营运成本 – Free floor space for new business 为新业务释放面积 – Establish Just-In-Time/Pull Systems 建立JIT拉动系统 – Reduce inventory, WIP and FGI 减少库存WIP及成品库存 – Improve factory flow (material, people and information) –改善工厂流程（材料、人员及信息） – Improve responsiveness (MTTR and MTBF) 提高响应（平均故障时间及故障间隔时间） – Enable build-in-station 岗位做好品质（一次做好品质） – Solve and prevent problems 解决和预防问题 – Level and reduce variation 均衡及降低变异 – Engage and empower the workforce 劳动力参予及授权 Lean Deployment Goals 精益应用目的 Lean Manufacturing System 30 • Utilize hands-on plant floor results based core training workshops to accelerate implementation and understanding: •基于主要的培训车间利用实习工厂(现状)来加速实施和理解： – Value Stream Mapping 价值流 – Lean Manufacturing Overview 精益制造全貌 – Standardized Work/Methods Improvement 标准化工作及方法改善 – Five ‘S’: Workplace Organization 5S:工厂组织 – Audio & Visual Management 声频及目视管理 – Practical Problem Solving/PDCA 实际问题解决/PDCA – JIT/Pull Systems 准时化生产/拉动系统 – Total Preventive & Predictive Maintenance (TPM) 全面预防性和预测性维护 – Andon & Error Proofing Andon及防错 – Identification & Elimination of Waste 识别及消除浪费 – Master Planning 总体规划 • Lean Training Roll-Out Process: 精益培训的 滚动过程 – Train: Executives, Operations Directors, Plant Staffs, Six Sigma Black Belts, Industrial Engineers, Manufacturing Engineers Shop Floor Leaders, Union Leaders, Hourly Workforce –培训：执行总裁、营运总监、工厂管理人员、6西格玛黑带、工业工程师、制造工程师、 车间主管、工会领导、计时工 – Facilitators cascade training to plant workforce 推广者将培训滚动到员工 Lean Education Approach 精益教育方法 31 D ir e ct 指 导 Executive Steering Committee 行动指导委员会  Provide Strategic Direction 提供战略方向  Provide Resource 提供资源  Make Decisions 做决定  Meet Regularly 经常碰头(开会)  Guide Deployment 指导应用 P la n 计 划 Headquarters Lean Support Team 总部精益支持团队  Provide Tactical Direction 提供战术方向  Coordinate Planning 协调计划  Develop Training Material 开发培训材料  Coordinate Training 协调培训  Develop Operating Standards 开发运作标准  Provide Lean Expertise 提供精益专家  Support Implementation 支持实施  Assess Progress 评估进展 Im p le m e n t 实 施 Plant Lean Facilitators 工厂精益推广者  Develop & Integrate Plans 开发并有机结合计划  Execute Plans 执行计划  Conduct Training 开展培训  Assist Implementation 帮助实施  Lean Resident Resource 精益必有资源  Conduct Assessment Process 进行过程评估 • Establish a structure to drive implementation in a common approach.用同种方法建立结构（组织）来驱动完成 Lean Deployment 精益部署 32 • Owner • Subject • Purpose • Standard • Requirements • Links • Owner • Subject • Purpose • Standard • Requirements • Links • Owner 所有者 • Subject 主题 • Purpose 目的 • Standard 标准 • Requirements 要求 • Links 连接 People Em pow erm ent 人 力 授 权  Lean Vision 精 益 远 景 观 念  W ell Prepared People 准 备 好 人  Self Directed W ork Groups 自 我 指 导 工 作 组  Education & Training Process 教 育 培 训 过 程  Com m unication Process 沟 通 过 程 Standardization 标 准 化  Standardized W ork 标 准 化 工 作 - Scrolling (M oving Line) 滚 动 （ 移 动 线 ） - W ork Flow Diagram m ing 工 作 流 程 图  Level M ix & Build Restrictions 均 衡 产 品 系 列 和 制 造 限 制  Line Balance Process 线 平 衡 过 程  W orkplace O rganization (Five ‘S’) 工 厂 5S组 织  Audio & Visual Controls 声 频 及 目 视 管 理  O peration Certification 操 作 证 书 Q uality System 质 量 系 统  Andon (Build-In-Station) Andon （ 岗 位 做 好 ）  Error Proofing 防 错  Product Q uality Standards 产 品 质 量 标 准  In-Process Control & Verification 制 程 控 制 和 验 证  Q uality System M anagem ent 质 量 系 统 管 理 Continuous Im provem ent 持 续 改 进  Continuous Im provem ent Process 持 续 改 进 过 程  Problem Solving/PDCA 问 题 解 决 /PDCA Just-In-Tim e System 准 时 化 系 统  Level Schedules & Volum e 平 衡 计 划 及 数 量  Scheduled Shipping/Receiving 有 计 划 运 输 及 接 收  Fixed Period O rdering System 定 期 时 订 购 系 统  Lean Containers & Packaging 精 益 容 器 及 包 装  Kitting & Sequencing 成 套 及 成 系 列  Tem porary M aterial Storage 暂 时 材 料 存 储  Internal Pull & M aterial Conveyance 内 部 拉 动 及 材 料 运 输  External Pull & Transportation System 外 部 拉 动 及 材 料 运 输  Supply Chain M anagem ent 供 应 链 管 理 Lean D esigns 精 益 设 计  Lean Tools, Equipm ent & Fixtures 精 益 工 具 ， 设 备 及 夹 具  Lean Facility & Layouts 精 益 工 厂 & 平 面 布 置  Design For Lean (DFL) 为 精 益 而 设 计  Total Preventive M aintenance 全 员 预 防 维 护 Lean Leadership 精 益 领 导  Lean M aster Planning 精 益 总 体 规 划  Lean Planning Team 精 益 计 划 团 队  Lean Steering Com m ittee 精 益 方 向 指 导 委 员 会  Shop Floor M anagem ent 车 间 管 理  M anagem ent By Takt 节 拍 管 理 O perating Standards 操 作 标 准 Lear LM S Strategies 李 尔 精 益 制 造 系 统 战 略 33 Global Market 全球 - Changing Conditions 不断变化的情况 - Fierce Competition 激烈的竞争 • Customers Expect: 顾客期望 - Short Lead Times 短的时间周期 - 100% Quality 质量100％好 - Just-In-Time Delivery 及时化运输 - Annual Cost Reductions 每年的成本降低 - Strategic Collaboration & Partnership -战略合作及伙伴 - Innovative solutions 创造性的方法 - Flawless Performance 无缺点绩效 - Superior Service and Support -更优服务及支持 • Improved Employee Skills Required 提高雇员技能的需要 - Multi- Skilled 多功能 - Flexible 灵活 Why Lean? 为什么用精益？ 34 Grow The Business 增长生意 Achieve Our Vision 完成我们的远景 Why?为什么？ Satisfy Customers, Employees & Stockholders 使客户、雇员及股东满意 Why?为什么？ • Safety • Quality • Responsiveness • Costs Why Lean? Achieve Business Objectives 完成业务目标 Why?为什么？ Eliminate Waste 消除浪费 Why? 为什么？ Lean Strategies 李尔战略 Why? 为什么？ Why Lean? 为什么要做精益？ 35 How do we…我们怎样做  take it to the next level 把它现状带到下一阶段  grow the business增加生意  reduce costs降低成本  achieve business objectives 完成业务目标  satisfy the customer满足客户  make money赚钱  engage the workforce员工积极参与 How do we我们怎样做我们怎样做… 36 Painted in a corner! 从一角涂起 Lean Manufacturing System 精益制造系统  Value Stream Mapping 价值流  Problem Solving问题解决  Self Directed Work Groups 自我管理工作团队  Visual Management 目视管理  Workplace Organization 工厂组织  Andon System Andon系统  Error Proofing 防错  Standardized Work 标准化工作  JIT Pull System JIT拉动系统  Kitting & Sequencing 成套及成系列  Small Lot Production 小批量生产  Quick Set-Up 快速设置 Lead Time 周期时间 High Costs 高成本 Quality Issue s 质量问题 Lean Competition精益竞争 Excess Inventory 过量库存 Inefficiencies 低效率 Cash F low 现金流 Over time 加班 Uptime 运行时间 Floor Space 车间面积 This Way Out 这是出 口 37 • Do what we’ve always done (it got us where we are). •做我们通常总在做的（它使我们到达我们所在的位置） • Do nothing new, just work harder. •不做新东西，只是工作努力一些 • Do what’s best for the employees. •做对雇员最好的事 • Do what’s right for the longevity of the business. •做对生意的长期性正确的事 • Do what our customer’s want. •做我们客户想做的事 Breaking The Business As Usual “Do Loop” 打破经常做循环的常规 • Do what the stockholders need. •做股东需要的事 • Do what somebody else does. •做其他人也做的事 Lean Manufacturing System Breaking The Business 打破常规 38 Flow Information信息流 Flow Material材料流 Full Empty Walk Install Walk Walk Walk Install安装 Install Install Flow Operations操作 Flow Process过程流 FIFO FIFO It’s all about flow!它都是关于流程的它都是关于流程的 现金 39 Lean Link精益连接 Six Sigma Projects 6西格玛项目 Processes 精益过程 Reduce Cost 降低成本 Improve Quality 改善质量 On Time Delivery 及时运输 Eliminate Waste 消除浪费 Involve People 人员参予 Solve Problems 解决问题 Prevent Problems 预防问题 Apply Lean Techniques 应用精益技术 Continuous Improvement 持续改进  Pull System 拉式系统  Andon  Error Proofing 防错  TPM 全面预防维护  FTQ System 一次成材  Self Directed Work Groups 自我指导工作组  Standardized Work 标准化工作  Work Balancing 工作平衡  Level Scheduling 计划均衡  Practical Problem Solving 实际问题解决  Five ‘S”/ WPO (Work Place Org.) 5S（工厂组织）  Audio & Visual Controls 声频及目视管理  Lean Plant Layouts 精益工厂平面布置  Lean Equipment Design 精益设备设计  Lean Part Design 精益零件设计  Problem Solving Projects 解决问题的项目  Statistical Process Control 统计过程控制  Root Cause Analysis 根原因分析  Variation Reduction 减少变异  Design Of Experiments 试验设计  Regression Analysis 回归分析  FMEA 故障模式分析  Gage R & R Measurement 重复性和再现性测量 Common Goals共同目的 LEAN Lean Link 精益连接 40 Structural Backbone  Plant Design  Process Layout  Tool Design  Equipment Design Connective Tissue  People System  Material System  Quality System  Maintenance System  Information System  Management System  Policy Deployment  Work Methods L E A N T H I N K I N G D N A Customer客户 Transportation运输 Receiving接收 Transportation运输 Storage储存 Inspection检查 Assembly总装 Shipping运送 Suppliers供应商 Physical Characteristics实际特征 “How things are designed and built” 实际事情怎样设计及制造 Strategic & Tactical Characteristics 战略及战术特征 “How work is done”怎样做工作 41 The LEAR Lean Manufacturing SystemsThe LEAR Lean Manufacturing Systems 李尔精益制造系统李尔精益制造系统 • People Involvement & Ownership员工参与 • Support The Operator支持员工 • Continuous Improvement Mentality支持改善思想 • Relentless Focus On Waste无情地关注浪费 • Focus On Flow 关注流程 • Flexibility: People & Processes灵活性:人员和制程 • Quality Build-In-Station: control岗位做好品质:质量控制 • Status At A Glance一目了然的状况 • Rapid Response快速反应 • FTQ Gates: Control & Communicate一次材:控制&沟通 • Produce On Demand 需要时生产 • Small Lot Production 小批量生产 • Quick Change Capability 快速改变能力 • Machine Availability 机器利用率 • Frequent Deliveries 频繁传送 • Replenish On Demand 需要时补充 • A Place For Everything… 每件东西有一个地方 • Everything In It’s Place 每件东西放在自己的位置上 • Error Prevention/Avoidance 防/避免错 • Problem Resolution & Prevention解决问题/防止问题 • Supplier Involvement & Relationship供应商参与及关系 • Variation Reduction: Schedule, Volume, Mix减少变化:计划、容量,品种 • Standardization: Jobs, Processes, Facilities标准化:工作,制程及设施 • Lead Time Reduction减少交货时间 • Common System: Nationally & Worldwide共同系统：国内/际通用 Key Features主要特征 • Team Concept/Projects/Meetings团队概念及会议 • Pilot Teams领导团队 • Kaizen Events持续改善 • Design For Lean (Ease of Build)设计考虑精益 (易于生产) • Lean Infrastructure (Lean Layouts) 精益基础(精益平面布置) • Lean Facilities (Factory Design & Shape) 精益设施(工厂设计及成形) • One Touch Equipment Design一次触动的设备设计 • Automation: Intelligent Machines自动化:智能机器 • Synchronous Operator Assist Devices 同步员工帮助设施 • Andon System 系统 • Decoupling & Buffering 缓冲区 • Standardized Work 标准化工作 • Five ‘S’ Process 5S • Single Minute Exchange of Dies (SMED)快速换模 • Kanban (All Types)看板 • Window Delivery & Shipping窗口传送及发货 • Total Preventive Maintenance预防性维护 • Practical Problem Solving实际问题解决 • Value Stream Mapping价值流程图 • Lean Manufacturing Training Process精益制造培训过程 • Supplier Development (Worldwide)供应商开发 • Fast VDP Strategy快速数据处理战略 Key Enablers能动因素 42 Six Sigma, Lean, or Kaizen Project?项目 Lean Six Sigma TILTTILT 倾斜的拍子 43 This is a familiar question that is often addressed by organizations. This is a familiar question that is often addressed by organizations. In fact, it’s the wrong question. These concepts are nothing more In fact, it’s the wrong question. These concepts are nothing more than tools in your management toolbox. You don’t fix a watch with than tools in your management toolbox. You don’t fix a watch with a hammer, and you get the same results when you deploy Six a hammer, and you get the same results when you deploy Six Sigma, Lean, and Kaizen , Lean, and Kaizen incorrectly. 这是组织经常提出的类似提问，事实上这是一个错误的提问，这是组织经常提出的类似提问，事实上这是一个错误的提问，( ( 6西格玛、 精益和快速闪电战)这些概念都只是你的管理工具箱中的工具而已。你没这些概念都只是你的管理工具箱中的工具而已。你没 有用锤子修表，在你没有正确地采用有用锤子修表，在你没有正确地采用66西格玛、精益和持续改善闪电战时，西格玛、精益和持续改善闪电战时， 你就会得出同样的你就会得出同样的((以下以下))结论。结论。 People spend months drilling the Six Sigma process and statistical People spend months drilling the Six Sigma process and statistical tools into their heads until they look at every situation as a Six tools into their heads until they look at every situation as a Six Sigma problem.人们花了几个月时间动脑筋钻研人们花了几个月时间动脑筋钻研66西格玛过程及统计工具西格玛过程及统计工具,, 最后他们把每一件事情都看成最后他们把每一件事情都看成66西格玛问题西格玛问题 On the other extreme, some high anxiety managers tend to look at On the other extreme, some high anxiety managers tend to look at very complex process variation or large scale strategic problem asvery complex process variation or large scale strategic problem as A Kaizen Blitz that can be fixed by tomorrow. A Kaizen Blitz that can be fixed by tomorrow. 另一个极端则是一些非另一个极端则是一些非 常焦急的经理往往把非常复杂的过程变异或大规模的战略问题看成是明天常焦急的经理往往把非常复杂的过程变异或大规模的战略问题看成是明天 就可以一挥而蹴的一次持续改善闪电战就可以一挥而蹴的一次持续改善闪电战 Six Sigma, Lean, or Kaizen Project? 项目？ 44 Inf orm atio n 信 息 Un der sta ndi ng 理 解 Co mm itm ent 承 诺 Act ion 行 动 Develop A Vision创造远景 Establish Structure For Change建立改变组织结构 Provide Lean Expertise提供LEAN专门技术知识 Define Standards定义标准 Develop Champions开发冠军 Train Entire Organization培训组织 Develop Action Plans开发行动计划 Develop A Showcase开发范例包 Seize Opportunities抓住机会 Lean Lessons精益经验 45 Beware!注意 ●● People are comfortable with extra inventory, WIP, manpower andPeople are comfortable with extra inventory, WIP, manpower and excess capacity because it covers-up sins. excess capacity because it covers-up sins. 人们对特别库存、人们对特别库存、WIP WIP 、、人力及过量能力感到人力及过量能力感到舒适舒适因为它掩盖了过失因为它掩盖了过失 ●● People will adamantly defend excesses and what they created People will adamantly defend excesses and what they created。。 ●●人们总是保护超量和他们所生产的东西人们总是保护超量和他们所生产的东西 ●● Resistance to change is inevitable. Resistance to change is inevitable.抵抗变化是必然的抵抗变化是必然的 ●● Lean takes people out of their comfort zone because it exposes things. Lean takes people out of their comfort zone because it exposes things. ●●LEANLEAN把人从其舒适区带出来，因为它暴露事情把人从其舒适区带出来，因为它暴露事情//问题问题 ●● Be prepared (plan) for redeployment of displaced people. Be prepared (plan) for redeployment of displaced people. ●●准备替代员工的再顾用计划准备替代员工的再顾用计划 ●● People issues will arise. People issues will arise.会引起人力问题会引起人力问题 ●● Some folks view the word “Lean” as “Mean”. Some folks view the word “Lean” as “Mean”.一些人看一些人看““LEAN”LEAN” 不舒服不舒服 ●● If we were capable and willing to make productivity gains… we would If we were capable and willing to make productivity gains… we would have done it already (. talent depth? Training? Politics?) have done it already (. talent depth? Training? Politics?) 正如我们有能力并愿意通过提高生产效率的话、我们就已经去做到了正如我们有能力并愿意通过提高生产效率的话、我们就已经去做到了 （（II。。EE资深、培训、问题）资深、培训、问题） ●● Linking headcount reduction directly with Lean Systems implementation Linking headcount reduction directly with Lean Systems implementation could spell problems. could spell problems.把降低人头直接和精益系统联系可能会引发问题把降低人头直接和精益系统联系可能会引发问题 Beware注意注意! 46 D ire ct L ab or P ro du ct iv ity 直 接 人 工 生 产 力 High Low D ire ct L ab or M an po w er 直 接 人 工 In di re ct L ab or M an po w er 间 接 人 工 Sequencing排序 Kitting成套 Repacking在包装 Frequent Deliveries频繁运输 Kaizen Activities 持续改善 Before and after Internal Lean Implementation内部精益实施前后 After Internal Lean ImplementationBefore Internal Lean Implementation 内部精益实施前内部精益实施前 47 Before and after External Lean Implementation 外部部LEANLEAN实现前后实现前后 D ire ct L ab or P ro du ct iv ity 直 接 人 工 生 产 力 High Low D ire ct L ab or M an po w er 直 接 人 力 In di re ct L ab or M an po w er 间 接 人 工 In di re ct L ab or P ro du ct iv ity 间 接 人 工 生 产 力 Standardize Workloads 标准化工作负荷 Standard Delivery Routes 标准化运输路线 Organized Storage 存储有组织 Outsource Storage外部存储 Suppliers Sequence供应商排序 Suppliers Kit供应商配套 Downsized Packaging减少包装 After External Lean ImplementationBefore External Lean Implementation 外部精益实施前外部精益实施前 48 Operator Inside Out Not…Outside In!Inside Out Not…Outside In! 内到外内到外....不是外到内不是外到内 • Support For The Operator支持员工 – Involvement参与 – Responsiveness快速反应 – Provide What’s Needed When 需要时提供 Needed (Not Before)（而不是之前） – Part Presentation传送零件 • Operator Optimization优化人员 – Balanced Operations平衡操作 – Level Mix平衡产品系列 – 65%> Value Added Content增值65% • Operation Effectiveness有效操作 – Job Design工作设计 – Compress Work Area缩小工作区 – Operator Assist Devices员工帮助设备 • Minimize Waste减少浪费 – Motion移动 – Processing加工 – Waiting等待 Start Here 开始点 Material Handling 材料处理 Maintenance 维护 Inspection检敛 Support Personnel 支持人员 Then Here Suppliers 供应商 Logistics Providers 物流供应者 Transportation Companies 运输公司 Then Here 49 Event Project Blitz Blitz Connecting The Dots Project • Pull Systems拉动系统 • Window Receiving收料（定位） • Window Shipping发货（定位） • Point Of Use Delivery靠近使用点 • Milk Runs平凡使用缓冲区 • Kitting & Sequencing成套及排序 • Dolly Exchange推车转换 • Electronic Kanban电子看板 • Kanban Cards看板卡片 • Standard Delivery Routes标准运输线路 • Buffering Strategy缓冲区战略 • Small Lot Production小批量生产 • Small Lot Containers小批量集装箱 • Standardized Work标准化工作 • Leveled Mix均衡产品系列 • Five ‘S’ 5S • Audio & Visual Controls目视化管理 • Andon System Andon系统 • Error Proofing防错 • Fixed Position Stops固定位置的停顿 • Decoupling坼分（工序） • Self Direct Work Groups自我结果工作组 • TPM • Quick Changeover快速换模 Pockets of Success Marginal Progress Short Term Approach Totally Integrated System Approach 全集成系统的方法 The Trap! The Trap!陷阱陷阱 50 Problem Solving Er ro r P ro ofi ng Andon Quick Set-Up JI T Team Concept Quality Circles TPM Visua l Cont rols Th ro ug hp ut T Q M Stan dard ized Work 5’s W as teK ai ze n V S M apping What next? Let’s try... Click C lick Wheel of Fortune Lessons Learned • Cherry picking does not work •摘桃,没有解决问题 • Integrated Production System •集成化生产系统 • Strategies are linked战略联系在一起 • Focus on flow to create a system •关注流程产生系统 • People System is the backbone •人力系统是骨架 • JIT paces the process JIT决定过程的步调 • Andon & Error Proofing control quality •ANDON 及防措控制质量 • Standardized Work is the foundation •标准化工作是基础 • Problem Solving is the culture •解决问题是文化 • Continuous Improvement mentality •应用持续改善思想 Lean Manufacturing System Lessons Learned经验经验 51 Standardization Build-In-Station Just-In-Time People System Continuous Improvement Lean OpportunitiesLean Opportunities机会机会 Leadership 领导 Understanding 理解 Planning 计划 Commitment 承诺 52 What is the Lean Assessment ToolWhat is the Lean Assessment Tool 什么是精益评审工具？什么是精益评审工具？ The Lean Assessment ToolThe Lean Assessment Tool精益评审工具精益评审工具 This is a system that we use in all of our facilities to This is a system that we use in all of our facilities to determine what level we are currently at in terms determine what level we are currently at in terms of lean lean deployment. 是一种在我们工厂中使用的体系，用以是一种在我们工厂中使用的体系，用以从从 LEANLEAN的推广的推广方面方面确认我们当前确认我们当前LEANLEAN系统推广系统推广 所处的水平所处的水平 The system uses a questionnaire type audit along The system uses a questionnaire type audit along with a numerical scoring system When this is with a numerical scoring system When this is conducted, the entire facility is assessed for conducted, the entire facility is assessed for strengths and and weaknesses.该评审体系使用带该评审体系使用带数字的数字的评分问卷评审形式。评分问卷评审形式。 当问卷完成后，工厂的强项和弱项便一目了然了当问卷完成后，工厂的强项和弱项便一目了然了 You will see later in this presentation how this toolYou will see later in this presentation how this tool can be used to focus our efforts into the areas ofcan be used to focus our efforts into the areas of facility that need it most. facility that need it most. 在演示文稿的后面章节中，还可以看到如何使用这一工具集中力量到最需要改善的地方在演示文稿的后面章节中，还可以看到如何使用这一工具集中力量到最需要改善的地方 53 The Purpose of the Lean Assessment ToolThe Purpose of the Lean Assessment Tool 精益评审工具的目的精益评审工具的目的 The Lean Assessment Tool EssentiallyThe Lean Assessment Tool Essentially has two purposes:has two purposes:精益评审工具有精益评审工具有22个主要目的：个主要目的： 1）Inventory of Lean best practices found throughout Plant 发现并推广在公司内发现的优秀的LEAN示例 2）Provide awareness of Lean best practices not found in Plant or are not fully applied, and hence, should be considered for implementation 了解公司内未发现或未完全应用的LEAN示例，并考虑实施 54 Who and when performs the Lean Who and when performs the Lean Assessment Assessment 由谁及何时完成精益评审？由谁及何时完成精益评审？ WHO PERFORMS THE LEAN ASSESSMENT? 由谁完成精益评审？ • THE LEAN FACILITATOR推广人 WHEN IS THE LEAN ASSESSMENT PERFORMED?何时完成精益评审？ • ON A MONTHLY BASIS每月进行 55 Lean Assessment Tool ContentsLean Assessment Tool Contents 1515精益评审工具内容精益评审工具内容 The Lean Assessment Tool contains fifteen attribute worksheets describing the Lean best practices that constitute the following Attributes of Lean manufacturing: 评审工具包含15个要素工作表，描述组成下列精益生产要素的示例： 1. STANDARD WORK 标准化作业 8. LEAN CONTAINERS AND PACKAGING 精益容器及包装 2. WORKPLACE ORGANISATION (5S’s) 车间组织（5S） 9. ANDON 3. AUDIO & VISUAL CONTROLS声音及目视控制10. IN PROCESS QUALITY AUDIT制程质量审核 4. OPERATION CERTIFICATION操作保嫜 11. CONTINUOUS IMPROVEMENT PROCESS (Kaizen) 持续改善过程 5. INTERNAL PULL & MATERIAL CONVEYANCE 12. PROBLEM SOLVING (PDCA)用 PDCA解决问题 内部拉动及物料运输 6. EXTERNALL PULL & TRANSPORTATION SYSTEM 13. TOTAL PRODUCTIVE MAINTENANCE (TPM) 外部拉动及运输系统 全员性生产维护 7. CENTRAL MATERIAL STORAGE 14. ERROR PROOFING 防错 中央物料储存 15. QUICK CHANGEOVER (SMED)快速换模