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1、1,Delphi 制造系统（DMS）,2,Delphi 制造系统（DMS）,3,提供一套指导方针使Delphi能够计划:从传统的“大量生产”转向紧系顾客要求的流动基础系统从制造和商务活动中消除浪费。建立标准的过程和方法。是一个整体的应用于车间或部门的商务系统。,Delphi 制造系统（DMS）,4,相互依赖的元素,Delphi 有6个相互依赖的元素：车间组织、目视控制和员工环境提供在基础之上的过程制造构造。质量、材料运送和操作可用性能使流程运作。,5,为了促进整个系统,你的制造系统的所有元素必须是相互依赖的；必须基于并能够彼此在构造之上。,相互依赖的元素,整个系统策略通过领导层、知识和有效的计
2、划过程来促进。,通常不建议只理解一个或两个相互联系的元素并试图孤立执行策略。该方法能在牺牲其余元素系统和总成本的情况下解决一种元素的程序问题。,6,DMS 观念建立在观察和标准化的基础上。有效的改善依靠能力观测和理解我们的过程。要求标准化、能力和可重复性的出台。,O S K K K,关键观念,观测和标准化必须先于任何改进活动,标准化,7,Memorize this next slide!,8,5 Kaizen Steps to a Lean,Agile Enterprise5改善步骤创建精益敏捷型企业,Kaizen Fundamentals,1.观测,2.标准化,3.改善 流程&过程,4.改善
3、 设备,5.改善 布置图,这里开始,9,THINK!,10,Cowboy Theory牧童理论,穿越乡村的300头牛需要多少牧童放牧？,11,THE LEADER SETS BOUNDARIES and,IF A COW STRAYS FROM THE HERD,A COWBOY IS SENT TO STEER THE COW BACK WITHIN THE BOUNDARY领导者设置界限，如果母牛偏离牧群，牧童在界限内将母牛引导回来。,30?Possibly可能地.3000?-NO!,Technique utilized in quality arena(process control c
4、harts).质量利用技术（过程控制表）Metaphor for the concept of delegation of responsibility within a boundary.界限内职责委托的观念A management tool.管理工具Managers focus on exceptions,not every“cow”:this is our goal as we develop systems;managers are required for exceptions only.管理者聚焦例外：这是我们的目标发展系统；管理者仅对例外要求。,12,How is DMS Str
5、uctured?DMS怎样构造的？,http:/,DMS is structured in six“interdependent elements”AND an Implementation GuideDMS由六个相互依赖的元素和一个执行机构组成。,13,DMS的怎样构成的？,DMS 相互依赖的元素,Flow ManufacturingSystem Design(MSD),14,关键观念,We measure plant performance,DMS implementation and flow improvement in a number of different ways:我们以不同
6、的方式测量工厂能力，DMS执行和流程改进：Schedule Attainment进度表达到Inventory Turns存货转向Operational Effectiveness操作效力Customer Returns(R/RPPM)顾客回馈We must balance the application of these metrics.Overemphasis of a single metric will compromise system improvement.我们必须平衡这些矩阵的应用，单个矩阵的过分强调危及系统的改进。,平衡记分卡,Scrap Dollars废品价Overtime加
7、班Per Unit Cost每件成本First Time Quality一次下线不合格率,15,价值流图,关键观念,16,观测,关键观念,Our observations will help to pinpoint which DMS Interdependent can provide guidance for the standardization step.观测将帮助我们精确哪个DMS相互依赖的可以提供对标准化步骤的导向。,17,Underlying Concept:潜在观念：Implement the best possible combination of the 3Ms:执行最好的
8、可能的3Ms联合,through the identification and elimination of:始终贯穿辨认和消除,focusing on the 3Ss:集中在3Ss,通过无休止的5改善步骤 创建精益敏捷型企业,Muda-Mura-Muri,Man-Machine-Material,Standardization,Simplification,Specialization,Waste 浪费-Fluctuation起伏-Unreasonable Practices不合理的实践,改善-布置图 改善-设备 改善-流程&过程 标准化观测,改善基础,关键观念,18,精益车间,The Na
9、tural Work Group is integral toestablishing a Lean Shop Floor Structure.自然工作组是确立精益车间结构的完整所需要的。,关键观念,精益车间结构描述的是由操作价值流管理者拟订，通过工厂领导者和职能人员的支持获得的平面的组织结构。,19,解决问题,Develop“eyes for waste”发展“寻找浪费,关键观念,Problem Solving is a key ingredient of a successful companys culture and must:解决问题是成功的公司文化的关键元素并且必须：Become
10、part of every employees daily routine.成为每个雇员的日常事务Focus on root causes.聚焦根源问题Be supported by continuous follow-up.追踪调查支持,Why?,Why?,Why?,Why?,Why?,20,目视控制,关键观念,Visual Controls communicate instructions in the workplace.Characteristics of effective visual controls include:目视控制在车间沟通说明，有效的目视控制特性包括：The abi
11、lity to quickly distinguish between normal and abnormal conditions.快速区分普通和反常情况的能力The ability to communicate simple instructions at-a-glance.对简单说明沟通的能力A method for viewing production status and performance.评审产品状态和性能的方法,The idea is to make improvement opportunities visible!,21,计划维护,关键观念,Planned Mainte
12、nance is the total system of activities to ensure the proper operation of equipment.A good planned maintenance system is characterized by:计划维护是活动的总系统以保证合适的设备操作。好的计划维护系统可以通过以下表现：Appropriate data analysis to predict and prevent unplanned failure.合适的数据分析以预言和防止未计划的失误。Equipment capable of producing a con
13、sistent,quality product at desired rate.在目标率下，设备能够产生一致质量的产品Operators involved in the monitoring and care of equipment and the workplace.操作工监控并注意相关的设备和工件。Quick response systems that supportimmediate repair of equipment.快速响应系统以支持对设备的即刻修复。,22,关键观念,Production Maintenance Partnership(PMP)is the practice
14、of involving the production operator in the maintenance and improvement of their own equipment.生产维护伙伴关系是指在本身的设备维护和改进里包括生产操作的实践Objectives of PMP 目标Improve the overall availability of the equipment by eliminating the six major forms of production loss通过消除六个主要生产损失的样式来改进全部设备的可用性Breakdown loss明细分类损失Setup
15、 and adjustment losses设置和调整损失Minor stoppage losses较小的中断损失Speed losses加速损失Defects and rework过失与修复Startup/yield losses启动/收益损失,生产维护伙伴关系,Cleaning,inspection and proper lubrication improves availability.,23,关键观念,Quick Response is a production response system that facilitates the immediate resolution to l
16、ost time and downtime issues by alerting the appropriate support group快速响应是通过合适的支持小组对损失时间和停工事宜做出即刻解决的生产响应系统Andon Systems production management visual and audio control tool that monitors and displays production status Andon系统生产维护目视的和声频的控制对工具监控和显示生产状态,快速响应,24,转变,Pit Stop Mentality,关键观念,Quick Setup or
17、 Changeover is the ability to minimize production losses when changing from one part type to the next.快速设置或转变是在转变一种产品为下一种时将生产损失最小化的能力。The improvement process follows a standardized approach and enables the plant to implement a small lot strategy.改进过程随着标准的方法并能够对工厂执行许多小策略的改进。,25,生产级别,成品缓冲,关键观念,Product
18、ion Leveling is used to buffer customer demand variation and allow manufacturing to build to a stable quantity.生产级别被用于缓冲客户的要求变差和允许制造建立稳定生产数量。,26,Pull Systems,Key Concepts,Pull Systems provide a method to control the flow of material and information by replacing only what has been consumed.Drive the
19、level schedule back through the operation.Develop a repetitive daily cadencethat is reviewed weekly.,27,1)Specify value in the eyes of the customer在顾客的心中确定价值 2)Identify value stream and eliminate waste确定价值流和消除浪费 3)Make value flow at pull of the customer顾客对价值流的推动 4)Involve&Empower Employees包括&授权雇员 5)
20、Continuously improve in pursuit of perfection持续改进追求完美,精益企业,What are you doing to ensure that your function supports the Value Streams?你将做什么以保证功能支持价值流？What are you doing to make your own function Lean?你将做什么使得功能变的精益？,Questions for Lean Leaders精益领导的问题,关键观念,28,精益企业执行,Change Culture First(Conventional Wa
21、y),Change System First(TPS Way)首先改变系统,Where Do You Start从哪开始-From the Top or the Bottom?顶部还是底部？,关键观念,Culture文化,Values价值,&,Attitudes态度,WhatWe Do我们做什么,29,Back-Up Slides,30,DecreasedCost减少成本,The linkage between variation,flow and cost:变差，流程和成本间的联接,Waste Elimination消除浪费,Improved Product and Information
22、Flow改进产品和信息流,成本鉴定链,关键观念,31,Six Sigma attacks variation,creating predictable products and processes that enable DMS concepts to be effective.6影响变差，创建可预知的产品和过程使DMS观念能有效的接受。,DMS is based on the elimination of waste using concepts of:基于对浪费的消除Product/Process Flow产品/过程流Standard Work标准工作Quick Set-up快速设置Pul
23、l Systems推系统Machine Reliability机器可靠性,Six Sigma is based on understanding and reducing process variation through a detailed,structured problem solving methodology基于通过详细的结构问题解决方法论来理解和降低过程变差,WASTE,精益生产&DMS,与6的关系,32,执行导向,DMS的结构,33,布局规划过程,关键观念,The Site Planning Process is used to identify,organize and pr
24、ioritize activities into an implementation plan that supports the value streams and business goals.布局规划过程用于定义、组织和使活动优先为执行计划以支持价值流和商务目标。,34,布局规划过程,关键观念,The Site Plan is created from many data layers down to individual value stream segments.从许多数据层下至单个的价值流片段创建布局规划,SITE PLAN布局规划,Gap Assessment间隙评估,Produ
25、ction Reporting collects segment data.生产报告收集片段数据。,Value Stream Maps identify opportunities for improvement.价值流图定义改进的机会,The Gap Assessment measures implementation attainment for the site.对场所的间隙评估测量执行,35,间隙评估（摘要）,关键观念,I.Employee Environment&Involvement Beliefs&ValuesHealth&SafetyEducation&TrainingPeop
26、le&Team RecognitionSuggestion ProgramNatural Work GroupsStandards of Manufacturing Leadership,Standards of Manufacturing Leadership,36,Manufacturing leadership does not follow standard practices.Supervisor responsibilities vary within the plant.Focus is on fire fighting rather than continuous improv
27、ement.,间隙评估（详细）,关键观念,All levels of manufacturing leadership understand and perform their assigned roles and responsibilities.First line supervisors are truly Advisors to their teams,audit work standards and coach continuous improvement activities.,Personal Business Plan evaluation shows performance improvement to documented tasks.个人商务计划评估显示出对文件任务的改进表现。,
