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1、伟创力校企合作项目培训,课程名称：生产管理基础,编写部门：生产部,Production Excellence 卓越生产,People Morale Control人的志气控制,Safety Control安全控制,Cost Control成本控制,Quality Control品质控制,Delivery / Output Control交货/产量控制,5S & Discipline5S &纪律,Production Excellence卓越生产,5S & Discipline,The 5S & Discipline are the foundation for Production Floor
2、. 5S & Discipline 是生产的根基In order to visually detect any abnormal condition, we need to enhance 5S & Discipline.为了能一目了然看出异常，我们必须建立5S和 Discipline,下面强调的基本规则必须严格遵守 确保有每一个物品都有固定的位置并确保它们都在规定的位置上;确保每日5S活动前/后班启动（整理, 整顿, 清扫, 清洁和素养);操作员必须正确穿戴防静电帽，不能将头发露出帽外;操作员必须走规定的人行道，不能横穿生产线;在生产线任何时候都不能谈话、聊天、睡觉、吃东西;没有助理员或组长
3、的批准，除特殊情况外，不得擅自离开工作岗位。遵守作业指导、标准作业操作，任何不遵守作业指导、标准作业操作的行为将被视为违纪,Sweep清理-把工作场所清扫干净,Sustain素养-养成一个良好的工作习惯,Standardize清洁-建立一套整理、整顿、清扫的标准,Sort整理-把不要的东西清理干净,Continuous Improvement持续改进,认识5S,Delivery / Output Control -交货/产量控制,Follow up PMC build plan to arrange production;遵循计划部的计划安排来安排生产Lead and drive for fa
4、st production floor abnormal issue solving;领导和推动快速解决生产中的异常问题。Production abnormal issue escalation flow;生产异常问题的升级流程 Production Data Reporting by using std format, Report publishing before each 9:00am;使用标准的格式做生产数据报告 ，每天早上9：00之前发出报告。100% on-time delivery100%的准时交货。,Lead and Drive!领导和推动No Output Loss All
5、owed!不允许有产量降低,Production Quality Control-生产质量控制,Quality as Business;品质就是生意 Dare to stop line if quality is out of your control; 如果品质超出控制时要敢于停线 Strictly follow up quality procedures / rules to run production; 严格地跟进质量程序/规则进行生产 Always Drive for fast disposition for production defects/scraps by using be
6、low std format. 总是用下面的标准格式来快速处置生产缺陷/报废,需要用附上的标准格式来总结二月25日之前在生产线上所有未解决的物料,Need to use attached std format to summarize all pending materials at production floor before Feb25!,Production Cost Control生产成本控制,Minimize the DL headcounts. Lean/Kaizen is our daily life! 直接员工人数最少化。精益/改善是我们的日常生活。 Minimize the
7、 OT, Need OT tracker for operator based on Combine Working Hrs Rule. 加班减到最少，要根据联合工作小时规则来对员工的加班进行跟踪。 Minimize the indirect material consumption 减少间接物料的消耗 (Need IDM consumption tracker to monitor actual consumption Vs plan consumption) (需要有间接物料消耗跟踪来监控实际消耗对计划消耗。) Minimize the defects & scraps 将缺陷和报废减至最
8、少。 Bone piles control, zero target bone piles 待处理物料，PCBA，成品的控制，待处理物料，PCBA，成品的目标数为零 Material cycle count control , minimize the material lost 物料盘点控制，减少物料丢失。,Actions for Production Material Management (1)生产物料管理行动,Material in/out production floor control:物料进/出生产线控制 - No material out of production witho
9、ut approval from production manager or authorized person; 未经生产经理事授权人员批准的物料不得出生产线。 - Accurate production material in/out record 精确的生产物料进/出记录 (Request all staffs to return all kinds of materials to production floor!) 要示所有的职员返还各种物料到生产线。Production Material Management/Control:生产物料管理/控制 - Follow up Kanban
10、 supermarket rule to pull materials to line. Less material in the line, better material control;根据看板超市的规则拉物料至生产线，少的物料在生产线，好的物料控制 - “A” and “B” parts must have daily count and lead by line leader/supervisor; 贵重的“A”和“B”部分物料必须每天点数并由生产组长/主管领导。 - If common parts to be loaned to other project, need to mak
11、e proper in/out record for tracking purpose; 如果公共物料需借给其它项目上，为作好跟踪需要做好适当的进/出记录。Clear and accurate Bonepile material (pending materials) tracker, drive for fast solution.清楚和精确的待处理物料跟踪，以便快速解决。,Actions for Production Material Management (2)生产物料管理行动,盘点改进: - 每个主管要领导并负责自己项目的实物清点 - 同定义者一起来评估盘点程序, 定义盘点纪律; -
12、培训参于盘点的员工 (培训部提供培训材料，项目主管来进行培训); - 在盘点之前, 需要为项目检验关于上次盘点期间的大差异的系统数据 (反应数据精确度) 1) 要求计划部从系统开始大差异的月份中下载系统事务数据 2)生产验证 - 在盘点之前, 需要将所物料按项目移到一个区域,然后开始盘点以避免漏盘。 - 在盘点之前, 需要确保在系统关闭之前所有的事务都忆处理完毕; 员工进行第一次盘点，然后由生产线助理员/组长进行复盘，如果有任何的不一致， 需要再加强复盘直至两次盘 点的结果一样，飞虎队会抽样检查盘点。 - 基于本次的盘点结果来平衡系统 主管需要对这次盘点后的物料丢失负责!,Production
13、 Safety Control & People Morale Control生产安全控制和员工士气控制,Production Safety Control;生产安全控制 - Safety inspection incorporated as part of supervisor DILO (Day In Life Of); 安全检查列为主管每日工作的一部分。 Production People Morale Control员工士气控制- Proper and timely communication to operators is a key to production under curr
14、ent economic situation; (especially for Combined Working Hours Rule) 在当前的经经济形势下正确的和及时的信息传达给员工是生产的关键（特别是联合工作小时规则） - Weekly face to face communication among line leader and operators is a must; 每周必须要有一次生产线领班和员工面对面的沟通。 - Monthly face to face communication among supervisor and operators is a must; 每月必须要
15、有一次生产线主管和员工面对面的沟通 - For special case, communication among production manager and operators will be requested. 特殊事件时，需要有生产经理和员工进行沟通。 - Always think how to keep experienced operators for key stations? 总是想如何能留住关键工位的有经验的员工？,沟通万岁！,精益生产培训纲要,1 精益生产概述,2 价值和价值流,4 单件流与标准作业,3 节拍时间生产,5 拉动与看板,6 均衡与序列,7 精益工具与精益思想
16、,精益生产概述,1. 精益生产概述,精益生产定义,精益生产可以被定义为：从客户拉货到产品源头的整个流程不断改善，识别并消除浪费（无价值活动），使之日臻完善的一种系统方法” 精益生产是一门流程管理哲学，主要来自于丰田制造系统（TPS)。其焦点在如何减少“7大浪费”以增加客户价值。,用一句话来概括Lean,Lean是这样一种哲学概念：通过一种自我提升的文化和消除浪费来增加价值。,“We can get brilliant results from average people managing a brilliant process”“We saw many companies often get
17、 average or worse results from brilliant people busy managing broken processes.”,Toyota Perspective丰田愿景,Identify value from the eyes of the customer以客户的观点来定义价值；Create value and wealth through waste elimination通过消除浪费来创造价值和财富；Achieve higher value through continuous improvement (kaizen) 通过不断改善来获得更高的价值。
18、 (kaizen),Map and understand your Value Streams, and make them Valuable, Capable, Available, Adequate, Flexible, Flowing, Pulled and Leveled.画出及理解价值流：使他们是有价值的，有能力的，有用的，合适的，灵活的，顺畅的，拉动的以及平稳的。,通过一般的人管理最优秀的流程达到最好的结果，而不是最优秀的人忙于管理有问题的流程达到一般的结果。,用一句话来概括Lean,Tools and methods achieve rapid targeted improvem
19、ent, but system evolution to new improvement levels and long term success are only achieved by people with the right attitude and behavior 依靠工具或方法能够快速达到设定的目标，但是通过体系变革来达到新的改善高度和长久的成功，必须依靠人们正确的态度和行动。, a philosophy of value driven by a Vision是一个公司远景驱动的价值概念 a system dependent on the quality of its peopl
20、e是一种依靠人的品质体系 a management style focused on eliminating waste是一种关注消除浪费的管理模式 a journey是一种旅程,Lean is not all about tools and techniques, but it is about cultural transformation.Lean不仅仅是工具或技术，而且是文化的转变。,The 5S is the foundation for Flextronics Lean Enterprise. 5S是精益生产的根基In order to visually detect any ab
21、normal condition, we need to establish Visual Management & Standards.为了能一目了然看出异常，我们必须建立目视化管理和标准,The Foundation基础,建立标准发现异常,5 cowboys to drive 1000 cattle 5个牛仔赶1000头牛Should take one look and understand the situation 必须一眼看出状况Clearly differentiate between what is “Normal” and “Abnormal” 清楚辨别正常和异常Detect
22、what is “Abnormal” 侦测到什么是异常,Dont “Manage” a Standard Detect the Abnormality不要去管理一个标准去发现异常,Look Here 看这里,Not Here 不是这里,Quality, Cost, Delivery 品质,成本,交期Shorten Production Flow by Eliminating Waste通过消除浪费缩短生产流程Just In Time 准时生产Right Part at the Right Time in the Right Amount只在正确的时间生产正确的产品和数量Continuous F
23、low 连续流Pull Systems拉动系统Level Production均衡化生产Built-In Quality (Jidoka)过程品质控制(自动化)Error Proofing Poka Yoke防错法Visual Controls目视控制Operational Stability 操作稳定性Standardized Work 标准化作业Robust Products & Processes 强大的产品&工艺Total Productive Maintenance 全员生产性维护保养Supplier Involvement 供应商参与Kaizen改善Highly Motivated
24、 and Creative People高主动性和创造性的人员,丰田制造系统,生产周期的概念 Lean的基本概念：以识别浪费为改善生产周期的首选要素。,是什么使得丰田如此成功？,是什么使得丰田如此成功？,浪费的概念 丰田定义的七种浪费,TIM WOOD!,Transportation 运输Inventory库存Motion动作Waiting等待Over production过量生产Over-processing不必要的过程Defects缺陷,改善的概念 TEAM文化建立在人的行为基础之上，通过团队执行任务。,Improvement level改善进展,standardization标准化,Ka
25、izen改善,Time时间,Before improvements have an opportunity to degrade, the team is on to the next improvement.在已取得的改善退步之前，TEAM已经在着手下一步的改善。,是什么使得丰田如此成功？,/,Value价值Correctly Specify Value of Product/Service with Customer in mind从正确识别产品/服务的价值,始终考虑客户的需求,/,Value Stream价值流Identify the Value Stream and remove al
26、l the Wastes识别价值流,消除浪费,/,Flow流程Make the Product and Value Flow Smoothly理顺产品关系和价值流,/,Pull拉动Produce only to the Pull of Customer Demand以客户需求拉动生产,/,Perfection完善Wastes Elimination as an Ongoing Process towards Perfection浪费消除,流程趋于完善,通用的精益生产要求,Stop Abnormality异常停线,Takt Time Production节拍时间生产,Single Piece F
27、low单件流,Pull Production拉动式生产,Automation自动化,生产序列 Sequencing,Level Load均衡生产,JIT准时生产,Jidoka自动化,Heijunka均衡化,Lean Enterprise精益企业,The House of Lean Enterprise精益企业模型,Adding Value and Eliminating Waste消除浪费，增加价值,VSM, 5S, Supermarkets价值流程图，超市,2. 价值和价值流,Value Added Activity增加价值的活动客户愿意付钱的部分 - AND -变更物料或信息的结构,装配或
28、功能 - AND -从开始就一直做的 Non -Value Added Activity不增加价值的活动其它所有活动，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!,Defining Value 定义价值,Eliminate Non-Value Added Activity消除不增加价值的活动,Observe that 2 Things are ALWAYS Happening. . .观察到两个一直会发生的事情. . .,Things that should be done必须要做的事情Things that should not be done不能做 的事情,WASTE浪费
29、,WORK工作,Understanding & Eliminating Waste识别及消除浪费,“It”Either Adds Value or Does Not“它”要么增加价值，要么不！,TOTAL Value Stream完整价值流,Flextronics :Suppliers伟创力：供应商,Flextronics Ops : Plant/Service Repair Shop伟创力：工厂/服务维修站,Flextronics : Customer伟创力：客户,What is the Value Stream?什么是价值流？,See the Whole Process from Star
30、t to Finish从源头到末端看整个价值流,Understand current situation - Big picture point of view 明白现实状况-看全局 Shows the ratio of Non-Value Added to Value Added Time 显示非价值增加与价值增加活动的比例 Exposes sources of waste - not just waste 暴露出浪费源并非只有浪费 Shows linkage between the seven types of flow 显示7种流程之间的联系,Why do Value Stream Ma
31、pping?为什么要做价值流程图？,Forms the Blueprint for a Lean Implementation Plan建立 Lean 执行计划的蓝图,Identify the Value Stream for every major product family / program定义每个主要产品系列/程序的价值流 Concept to launch - Order to delivery产品投放概念 订单交货 Map the current state - Identify all the actions that dont create value (VA/NVA/VE)
32、绘制现状流程图 定义所有不能增加价值的活动 (VA/NVA/VE) Develop and map concepts for the future state as a Management team & communicate your vision to your team.像一个管理团队一样，发展和描绘未来蓝图，并与你的组员沟通你的想法 Develop metrics & determine goals How will Success be measured? 展开矩阵及制定目标 目标达成如何测量？ Develop actions and drive toward future sta
33、te制定行动计划并努力朝未来迈进,How do we Start? 我们如何开始？,The 7 Types of FLOW 7种流程,5. People 人- Std Work 标准工作- Takt Time 节拍时间,Material Raw 物流-原材料Material WIP 物流-在制品Material Finished Goods物流-成品,Equipment 设备 - Carts推车 - conveyors传送带 - andons安登 - racks货架 - TPM全面生产维护,4. Information 信息流 To :- Act on Material 物料加工处 Load
34、a M/c 上料处 Move it from 1 bucket to another 从一个地方转移至另外的地方,7. Engineering/Tools工程/工具- Quality品质- Tooling工具- cutting tools 切削工具- Programs 程序,The Problems as well as the Answers Lie Within the Flow问题和答案都展现在流程里,What will be Seen? 我们可以看到什么？,Value Stream Mapping价值流程图,价值链 现状流程图 未来流程图,Value Chain Current Sta
35、te Map Future State Map Tactical Implementation Plan,战术执行计划,3.节拍时间生产,Takt Time Production节拍时间生产,Work BalancingNext Kaizen Focus工作平衡 下一改善焦点,Takt TimeThe Heartbeat of the Business 节拍-企业的脉搏,TAKT TIME is just Math, but is Fundamental to Lean节拍时间虽只是个数字，但它却是精益生产的基础AVAILABLE TIME: Total amount of TIME allo
36、cated for production可用时间：可分配用于生产的总的时间DEMAND: qty of scheduled parts for a given time frame需求：特定时间范围内预定的产品需求数量 each shift has 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc. 每班可利用时间为6.5小时,这时候个恒量. 6.5小时通常不包括午餐,中间休息等EXAMPLE 例Available Time = 60 min/hr x 6.5
37、hrs/shift x 2 shifts/day x 5 days/wk= 3900 min/wk可用时间= 60 分/小时x6.5 小时/班x 2 班/天 x 5 天/周 = 3900 分/周Your customer demand is 90 pcs per week 客户每周需求90件,Manpower Calculation 人工计算,Line Staffing 生产线人数=,Weighted Average Work Content Time总产品时间的加权平均值,Takt Time 节拍, (4/8) *25 + (2/8)*44 + (2/8)*30,7.5 min /pcs,=
38、,=,4.13,Kaizen,Example:,4,Work Balance 工作平衡,Time,Person,A,B,D,C,Time时间,Person 操作员,Takt/Time,A,B,D,64”,C,Bottleneck 瓶颈,Wasted Time / Waiting浪费的时间/等待,What Were Striving For 这就是我们所要努力达成的,Time,A,B,D,C,Time时间,Person操作员,Takt/Time,A,B,D,64”,C,Bottleneck瓶颈,Reduce Wasted Time / Waiting减少浪费时间/等待,Balanced Oper
39、ations Station by StationLine by Line 作业单元之间-工位之间-生产线之间的平衡,4. 单件流与标准作业,什么是最优的流程,最优的流程One in which every step is:在其中每一步都是Valuable will customer miss it ?有价值的客户会遗忘它吗？Capable. (Six Sigma, Poka Yoke)有能力的6西格码，防错法Available(TPM)有用的（全面预防维护）Adequate(Kanban System, TOC, capacity utilizationetc)合适的看板系统，TOC， 生产
40、力利用率Flexible (Quick Change Over, SMED)灵活的快速转拉and all the steps are linked and coordinated by: 所有的步骤链接在一起，Flow occurs in tight sequence, ideally continuous flow.流程逻辑顺序井然，理想的连续流Pull.occurs only at the command of the next downstream step within available time 拉动只有当下游在合适的时间要求时才会发生Leveling the demand to
41、remove noises and unnecessary variations 平稳-需要除去干扰因素与不必要的变化,Do Not Make Defects 不生产缺陷产品Do Not Pass Along Defects 不传送缺陷产品Do Not Accept Defect 不接受缺陷产品,Defects are the Worst Kind of Waste缺陷是7大浪费中最坏的,Single Piece Flow is intended to detect defects as they occur单件流趋向于时时侦测正在出现的缺陷,3 Things to Remember 有件事情
42、要记住,Single Piece Flow单件流,7 Types of Waste,Defective Parts缺陷产品,Over Production过量生产,Inventory库存,Motion多余动作,Transportation运输,Waiting等待,Over Processing过度加工,Building Quality into the Process在制程中品质控制,The Next Process is the Customer Never Send Defects !下个工序就是客户决不发送缺陷产品,Catches Defects too Late发现缺陷时已经晚了 Ho
43、w many more do you have? Where are they in the process? What is the root cause?,Catches Defects Immediately立即发现缺陷 You only have one You know where it occurred Resolve the root cause immediately,Batch批量生产,Single Piece Flow单件流,From: The Flextronics Lean Enterprise,Single Piece Flow单件流,Good Cell Layout
44、 Makes Work Redistribution Easy好的单元设计可使工作调整更容易,Place Workstations Close Together to Minimize Walking Distance把工作站尽量靠近，使步行距离最小 Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution保持单元内距离在步内可使作业调整方面具有柔性 Locate the Leadoff and Final Processes Near one Another把开始和结束工艺彼此靠近 El
45、iminate Spaces and Surface where WIP can Accumulate消除空闲的空间和可以堆积在制品的作业面 Use Dedicated Hand Tools and Gravity to Assist Operators使用专业工具和重力原理去协助操作人员 Absolutely ensure Safety and Good Ergonomics绝对确保安全和经济原则 5S,Materials物料供应,Machines机器配置,Cell Layout单元设计,单元设计,Single Piece Flow单件流,机器配置原则,Good Machine Design
46、 Enables Operator Focus on Manual Content 好的机器配置可使操作员能够全力投入手工作业中,Use small equipment dedicated to a single task使用小的设备去加工简单任务 Introduce Auto-Eject When Operators Must Use Both Hands当操作员要用双手操作时要引进自动卸料的机器 Install One-Touch Automation Where Possible尽可能安装接触性启动的机器 Incorporate Sensors to Signal Abnormal Co
47、nditions, so Operators Do not Need to Watch Machines During Cycle尽可能多采用感应器来显示异常情况， 不需要操作员在整个生产周期内都要照看机器 Avoid Batching避免批量生产 At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle在节拍控制点处要全力去设计那种用低于 个节拍就可以在不同装配线间实现快速切换的机器,Materials物料供应,Cell Layout单元
48、设计,Machines机器配置,Single Piece Flow单件流,物料供应原则,Good Material Flow Improves Productivity 好的物流可以提高生产效率,Present Parts as Close as Possible to the Point of Use零件补充尽可能靠近零件使用点 Present Parts so Operators can use Both Hand Simultaneously零件补充要方便操作员可以同时使用双手取 Do not Have Operators Get or Restock Their Own Parts不要
49、让操作员自己取或再重新储备自己的零件 Keep No More than 2 Hours of Material at the Point of Use在每个使用点保持不要超过个小时的物料 Do not Put Additional Parts Storage in or Near the Process不要在工位上或旁边设置多余的物料储存库 Utilize Kanban to Regulate Parts Replenishment使用看板控制零件补充 Size Part Bin for the Convenience of the Operator, Not for the Conveni
50、ence of the Material Handler or Supplying Process设计盛零件的盒子要方便于操作员，而不是方便物料供应者或提供过程,Machines机器配置,Cell Layout单元设计,Materials物料供应,Single Piece Flow单件流,18,14,Bracket,Tube,Wires,Assembly I,Connector,Assembly III,Assembly II,Assembly IV,Preparation,IC,Jumper,Assembly II angled to keep cell Inside Width about
