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1、,A Lean Simulation江森精益制造系统(上）,Part One第一部分,Lean Sim_part1_SHW_E_Sep 2003.ppt,2,Lean Simulation精益模拟,JCMS江森制造系统The Lean Manufacturing System 精益制造系统,Lean Sim_part1_SHW_E_Sep 2003.ppt,3,Lean Simulation精益模拟,基于丰田生产系统Based on Toyota Production System从多种资源中吸收合并了精益技能ncorporates Lean skills from a variety of
2、sources 和JCMS护照非常匹配Matches perfectly with JCMS Passport,Lean Sim_part1_SHW_E_Sep 2003.ppt,4,Setting The Direction确定方向,高级管理人员、运营副总裁理解并提倡精益制造系统Senior Level;VP of Operations understands and promotes Lean Systems采用我们自身的报告进行培训更为理想Ideally training own reports在公司的组织结构内逐级向下培训Cascade down through-out the org
3、anization 衡量进度Measure the progressSigmaTRACBBP,Lean Sim_part1_SHW_E_Sep 2003.ppt,5,Charged with Making Toyota Successful 承担着让丰田成功这一重任Relentless in pursuit of and elimination of waste坚决杜绝浪费Credited with the creation of TPS以创造丰田生产方式TPS著称 A challenging Man to say the least.一位说得最少,富有进取精神的男人,Taiichi Ohno
4、(大野耐一),Lean Sim_part1_SHW_E_Sep 2003.ppt,6,Toyota Model,Lean Sim_part1_SHW_E_Sep 2003.ppt,7,丰田模式,Lean Sim_part1_SHW_E_Sep 2003.ppt,8,1.Knowledge of Work 工作知识,2.Knowledge of Job Responsibilities清楚工作职责,3.Skill in Kaizen改善技能,4.Leadership Skill领导技能,5.Teaching Ability指导能力,Lean Enterprise Leadership Skill
5、s Required精益企业对领导技能的要求,Lean Sim_part1_SHW_E_Sep 2003.ppt,9,Lean Enterprise精益企业,Business as Usual 一般企业,Lean Thinking 精益思维,Lean Sim_part1_SHW_E_Sep 2003.ppt,10,Waste of Inventory,Lean Sim_part1_SHW_E_Sep 2003.ppt,11,库存浪费,Lean Sim_part1_SHW_E_Sep 2003.ppt,12,Organization to Support Continuous Improveme
6、nt有助于持续改进的企业结构,缺少的重要环节:Critical Missing Link:-标准化工作Standardized Work-看板Control of Kanban Systems-工作指导培训 Job Instruction Training-小组参与 Small team Participation-视觉讯号反应 Andon Response-领导能力/解决问题的能力 Leadership/Problem Solving-每日预防性维护 Daily Preventative Maintenance系统管理 Team Member Assist for Problems,Lean
7、 Sim_part1_SHW_E_Sep 2003.ppt,13,Path to Achieve a Lean Manufacturing System实现精益制造系统的途径,Lean Sim_part1_SHW_E_Sep 2003.ppt,14,Implementation实施,Total Employee Involvement全员参与,Just-In-Time及时生产,Machine Reliability机器的稳定性,Stop the Line生产线停止运转,Level Production平衡生产,Visual Delivery System可视交货系统,Preventative
8、Maintenance预防性维护,Total Productive Maintenance全员生产维护,Traffic Light System红绿灯系统Mistake Proofing防错In-Station-Process-Control状态程序管理,Product Development for Six Sigma:DFA,DFM根据6西格玛质量体系进行产品开发:DFA,DFM,Leadership:Leaders Learning,Leaders Teaching,Leaders Coaching/Performance Measurement领导能力:领导者的认知、领导者的传授、领导
9、者的指导/业绩评估,JCMSJohnson Controls Manufacturing System江森自控制造系统,Continually exceed our customersincreasing expectations不断超越客户日益增长的期望,Standardized Work标准化作业 Visual Management可视管理 5-S,Customer客户,Material物料,Production生产,IncomingMaterial进料,Supplier供应商,信息流程,Material Flow物资流程,QuickChangeover快速切换 Kanban看板,Erro
10、rproofing防错 Andon System视觉讯号系统 TPM全员生产维护 RTY 滚动产出率,Problem Solving解决问题 Kaizen改善 Six Sigma6西格玛体系 Value Stream Mapping价值流程图,Production at Pace of Customer Demand Utilizing Minimum Resources利用最少的资源根据客户的需求进行生产,Just-In-Time ProductionAdaptable to Demand 根据需求即时生产,Quantity Control数量控制,Quality Assurance质量保证
11、,High Morale,Safety,Productivity 士气高、安全性好、生产率高,Enablers动力来源,CoreElements核心要素,Foundation基础,ProcessScope过程范围,OurPhilosophy我们的原则,Zero Defects零缺陷,People Development 员工的发展,Lean Sim_part1_SHW_E_Sep 2003.ppt,16,Value Added Activity增值行为An activity that transforms or shapes raw materials or information to me
12、et customer requirements.能转化或形成原材料或信息使其更满足客户需求的的行为Non-Value Added Activity(Waste/Muda)非增值行为(浪费/Muda)Those activities that take time,resources or space,but do not add to the value of the product itself.那些花费时间、资源或空间但并不能增加产品价值的行为,By Eliminating Waste:通过杜绝浪费缩短前置时间:,Shorten Leadtimes,Lean Sim_part1_SHW_E
13、_Sep 2003.ppt,17,Value-Added Work增值工作Activities the customer is willing to pay for客户乐意为之付款的行为Non-Value Added Work非增值工作Necessary Work必要的工作-Business Value商业价值Unnecessary Work非必要的工作-not working毫无用处,Types of Work工作类型,Tools应用工具,Lean Sim_part1_SHW_E_Sep 2003.ppt,19,Make Your Process Flow制定工作流程,工作应该按照发生的先后
14、顺序来安排Work should be aligned in the order that the action takes place按自然方式来组织Organized in a natural way每次只操作单件产品Move One piece at a time,Lean Sim_part1_SHW_E_Sep 2003.ppt,20,Standard Operations标准化操作,Webster definition of Standard:Something used as a rule or“basis of comparison”to evaluate quality,qua
15、ntity,value,etc.韦氏英语辞典对”标准”一词的定义:在评估质量,数量,价值等内容时用来作为规则或比较基础的事物.Objectives 目标:To establish and clarify the guidelines for the process制定和阐明操作过程的指导原则Decision rules决策规则Documented procedures书面记载程序Designated back-up personnel指定支持人员To provide a tool for Kaizen提供改善工具“Where there is no standard,there can be
16、no Kaizen”“没有标准,也就没有改善的可能”,Lean Sim_part1_SHW_E_Sep 2003.ppt,21,Standard Operations-Goal标准化操作 目标,Organization and Control 组织和管理,车床,铣床,车床,铣床,磨床,钻床,What is the magic of U-shaped cells?U形单元有什么神奇的地方吗？,Lean Sim_part1_SHW_E_Sep 2003.ppt,22,Sample Standardized Work标准化作业的例子,Lean Sim_part1_SHW_E_Sep 2003.ppt
17、,23,Standard Operations(Taylor vs.Toyota),Lean Sim_part1_SHW_E_Sep 2003.ppt,24,标准化操作(Taylor vs.Toyota),Lean Sim_part1_SHW_E_Sep 2003.ppt,25,TAKT Time节拍时间,Is a German word meaning measure or beat of the baton这是一德语词,意思是衡量或指挥的节奏Is the basis of lean planning这是精益制造计划的根据吗Determines the pace which each pro
18、duct must be produced to satisfy customers need确定每件产品的生产速度以便满足客户需求,Lean Sim_part1_SHW_E_Sep 2003.ppt,26,Net Operating time/normal working dayOne shift 8 hours=480 min.Breaks:2 15 minutes=30 min.Available working time=450 min.,Example:New Member Enrollment,Lean Sim_part1_SHW_E_Sep 2003.ppt,27,1.净操作时间
19、/正常工作日每班8小时，即480分钟.中间休息2次每次15分钟，即30分钟.可用工作时间为450分钟.,举例:新员工加入,2.客户要求/（在和上面相同的时间，即每班基础上）每个时段的数字：每月新员工数360人每月工作天数20天平均每天新员工数18人,Lean Sim_part1_SHW_E_Sep 2003.ppt,28,0,10,20,30,40,50,60,A,B,C,D,Cycle Time,T/T,OPERATORS操作者,Cycle time/takt time Bar Chart周期时间/节拍时间条型图表,Lean Sim_part1_SHW_E_Sep 2003.ppt,29,K
20、aizen Skill改善技巧,Data collection and Analysis数据收集和分析Problem solving解决问题Flow charting制作流程图Ability to grasp work situations掌握工作情形的能力Basic lean tools基本的精益制造工具Willingness to challenge愿意接受挑战,Lean Sim_part1_SHW_E_Sep 2003.ppt,30,Targets for Kaizen改善的目标,Lean Sim_part1_SHW_E_Sep 2003.ppt,31,More Tools更多工具,5S
21、:分离与丢弃,整理,清洁,标准化和推广,系统化5S:Separate&Scrap,Straighten,Scrub,Standardize&Spread,Systemize 可视化管理Visual ManagementTPM:全员生产性维护TPM:Total Productive Maintenance 看板:拉动系统的一部分Kanban:Part of Pull Systems价值流图Value Stream MappingQCO:快速切换QCO:Quick Changeover防错Error Proofing制约管理Constraints Management,Lean Sim_part1_SHW_E_Sep 2003.ppt,32,Seven Deadly Wastes七大浪费,Over-Production过量生产Transportation运输浪费 Inventory/Scrap库存/废料Motion动作浪费 Correction次品Over-Processing过度加工Waiting等待浪费,
