《生产管理精髓：缩短生产周期的重要理念和原则(GM).ppt》由会员分享，可在线阅读，更多相关《生产管理精髓：缩短生产周期的重要理念和原则(GM).ppt（39页珍藏版）》请在三一办公上搜索。
1、Short Lead Time缩短制造周期,员工参与,标准化,制造质量,缩短制造周期,持续改进,32,Short Lead Time 缩短制造周期,Presentation Focus展示的重点,This presentation focuses on lean material flow and its impact on reducing lead time.侧重于精益的物料流程，以及其对缩短过渡周期的作用,Short Lead Time缩短制造周期,Upon Completion of This Module Participants Will 学完SLT内容，将会：Understand
2、 the Importance of Short Lead Time for Customer Responsiveness and Cost.明白SLT对客户响应及减少成本的重要性。Be Familiar With the Concepts Which Contribute to Short Lead Time.了解SLT的相关概念。Be Introduced to the Lean Materials Management Systems Which Control the Material Flow Into and Within the Plant.了解控制物料进入及在工厂内流动的精益
3、物料管理系统。,The Purest Form of Lean Material Flow is from the suppliers Last Value Added Operation to the customers Point of Use with No Waiting,Storage,Double Handling,or Excess Inventory.纯粹的精益物流系统是从供应商最后的增殖产品到客户的开始使用期间，没有等待、储存量、双重处理、多余库存。,Short Lead Time StrategySLT策略,Supplier(供应商),Plant(工厂),Point of
4、Use 开始使用,Receive Customer Order 接收定单Produce Vehicle 生产车辆Deliver Vehicle 交付产品Receive Payment 收到付款,The movement of material in the right quantity,at the right time,to the right location,with the right equipment,using the shortest lead time and lowest possible cost for both supplier and customer.在最短的时间
5、内，供应商与客户双方最少的成本损耗条件下，物料在适当的时间里把合适的数量用恰当的工具运送到一定的地点的流动。,Lean Material Flow Definition精益物流定义,Lean Materials Management 精益物料管理,Operator(操作工),Part Presentation(零件摆设),Conveyance(运输),Staging(分段运输),Receive/Unload(接收/卸货),Transportation(运输),Suppliers(供应商),LOWEST TOTAL COST 最低成本,REDUCE LEAD TIME(),PLAN FOR EV
6、ERY PART(),Lean Material Flow:Guiding Principles精益物流：指导原则,SAFE(安全)High valueadded(高增殖生产),CompressionPartPresentation Small Lot#1Bulk Sequenced/Repack Ergonomic,Space(空间)Organization(组织)FIFO(先进先出),Method（方式）Frequency(频率)Commun-ication(交流),Window Receiving(窗口接收)Equipment(装置),Frequency(频率)Milk Runs Dir
7、ect Ship(直接运输）100%Tracked(100%跟踪),Responsive(响应)On Time(及时)Right Quantity(数量)To Specifications(合适规格),(),Guiding Principles 指导原则,Make/receive frequent deliveries.接收频率Use small lot containers.使用小件包装Use the First In First Out(FIFO)process.先进先出程序Eliminate waste.减少浪费,Lean Material Flow Model精益物流典型,Focus
8、Areas 重点:1.Vehicle Scheduling 制造计划2.Part Ordering 订购零件3.Supply Base 供应基地4.Transportation&Receiving 运输与接收5.Internal Pull Systems 内部拉动系统6.Mobile Equipment 移动设备7.Part Presentation 零件摆放,Tools 工具：Plan for Every Part 每个零件计划Standardized Work 标准化工作,Small Lot Packaging 小件包装,Level Schedules进展阶段,Visual Managem
9、ent目视化管理,Minimum number of supply points,Supply Base,Pull systems(拉动系统),Level Build Pattern(均衡生产模式),Frequent Delivery()Multiple Part Numbers/Delivery(/)Minimal Inventory(),GM Plant,1.Vehicle Scheduling Process Overview制造安排观测,Customer 客户,Produce Vehicles生产阶段,Dealers卖方/Marketing销售,Deliver Finished Veh
10、icles 交付成品,*Customer Orders 客户订购:Sold Vehicles 销售车辆*Non-Sold Orders 非卖计划:Dealer/Region Orders(No specified customer)卖方/区域订购（无明确客户）,1-1.Vehicle Schedules 制造计划,The Plant Production Plan levels vehicle requirements across the production period 生产计划应均衡各个阶段的生产需求。100%Customer delivery date compliance 百分百地
11、在交付日期交货。Vehicle build status is known throughout the manufacturing process.整个生产部门都应该了解制造状态。Support reduced vehicle delivery lead time&manufacturing restrictions.支持减少车辆交付时间和各种生产限制。,Vehicle Build Pattern 样板车:,Customer Order 客户定单：When can I get my vehicle()?(什么时候可以交付车子?),2Non-sunroof,1 Sunroof,2.Parts
12、Ordering:Individual Parts订购：个件,Part order based upon a projected vehicle build schedule 零件订购要以设定的生产计划为基础Order=(Parts Needed)-(Parts Have)订单=(需要零件)-(现有零件),Pick Up Document 订购文件Delivery quantity and timing instructions per shipment每次运输的数量及时限,GM Plant,Delivery,Supplier,Line side Operation,2-1.Parts Ord
13、ering:Sub-Assembly Parts(零件订购：分装件),As the vehicle passes a set point in the production process,a signal is generated and sent to the supply base requesting parts required for that vehicle.生产过程中，当生产车辆超出一定点时，生成一个信号通知供应商对该车的零件需求。,Broadcast Signal(广播信号),7:00,8:00,9:00,SEQ#1(8:00a.m.),SEQ#2(8:01a.m.),Sup
14、plier,In Sequence(Seat),3.Supply Base(供应基地),Close proximity to the GM Plant for specific parts per delivery lead-time needs(typically these are sequenced sub-assemblies).在GA车间附近为对制造周期有特殊要求的零件设立的基地（通常是些定序的分装件）Sequencing requirements are the responsibility of the awarded supplier(按先后需求排序是合格供应商的职责):Sup
15、plier owns the inventory until the latest point possible in the manufacturing process.(在送到生产线之前供应商拥有库存)Minimize supply points(供应数量最低化):Single supply point per part or sub-assembly.(零件或分装件的单一供应点）Minimize the total supplier base(amount of suppliers).（总供应基地的最小化（供应商数量）Sourcing decisions are based on the
16、 Total Material Pipeline Costs(基于总材料传送成本决定货源）,Milk Run,4.Transportation(运输),Direct(直运),LOC,4-1.Transportation and Receiving 运输与接收,Pre-Scheduled pickup and delivery window times.(事先计划好接收与交付的间隔时间)Multiple supplier/part pickups per truck.(增加每次装载的供应商/零件接收)Daily shipping frequency.(每天运送频率)Early Warning:T
17、ruck drivers check freight at supplier location.(预警：货车司机在供应商处检查货物)Exception-based communications.(货物不符时协商)80%High cube utilization(liquid).(80%的立方利用率（液体）)Lead Logistics Provider as single point of contact for the plant.(精益物流供应者作为工厂单一联系人),4-1.Transportation and Receiving 运输与接收,Lead Logistics Provider
18、(LLP):On-site single point of contact for plant.(现场单一联系)Route planning and scheduling.(路线计划与安排)Visual route/dock board.(目视化路线/接收板)Plant Receiving:工厂接收Visual board(目视化栏板)-Can look at board and see what is happening(看栏板就可以知道情况)Scheduled，daily/weekly日/周计划-When material will arrive at plant(什么时候零件能到达工厂)
19、Level unload plan(平衡卸货计划),LLP,Definition:A centralized temporary storage area for parts not being delivered directly from supplier to lineside.定义：不直接把材料从供应商处运送到线旁，而是暂时将其集中存放的区域。Purpose:To Organize&Control Inventory Levels,Throughput&Flow for Materials not delivered directly from supplier to point of
20、 use.目的：组织控制不直接由供应商送到生产线的材料库存量、产量和 物流,4-2.Central Material Area(集中材料区域),4-2.Central Material Area(集中材料区域),Key Concepts(主要概念):Organize by bulk/carton to separate equipment&minimize space requirements(用大箱或纸箱装零件来隔离设备，减少空间需求)1 location per part number(一个零件一个存放点)Minimize CMA space(CMA空间最小化)Minimize deliv
21、ery lead-time(运送时间最小化),4-2.Central Material Area(集中材料区域),Key Benefits(主要益处):Optimize space,manpower&equipment(优化空间、人员及设备)Min.impact of production pull fluctuations(减少生产拉动波动的影响)Supports Pull System Routes(支持拉动系统路线)Support F.I.F.O.(支持先进先出),Definition(定义):,A method of material replenishment based on co
22、nsumption,authorized by the user,who sends a signal to manufacture,ship,or delivery a product at a specific time,place,and quantity.(使用者认可的，通过向生产、运输部门发出信号，要求在一定时间内在具体地方运送定量产品的一种补充消耗物料的方法。)A flexible tool that enables Just-in-Time.(一个能确保JIT 的灵活工具)Connects operations to material supply.(连接生产与材料供给.),5.
23、Internal Pull/Delivery(内部拉动/运送),5-1.Types of Internal Pull Systems(内部物流的拉动系统的种类),EmptyContainerPullProcess(空箱拉动系统),PullCardProcess(卡片拉动系统),ElectronicPull System(EPS)(电子拉动系统),“Nothing moves without a pull signal(无信号无拉动).”,ProductionPullProcess(生产拉动系统),Pull Card Process(卡片拉动系统):Description(定义):A mater
24、ial pull system that uses cards to communicate replenishment requirements(使用卡片来传递供货信息的物流拉动系统),(投递卡片),(扫描卡片),(CMA收集卡片）,(运送材料）,EPS Process(EPS 系统):,(材料需求),(电子识别),(材料提取，分运）,(材料运送),(交货结束),Empty Container Pull Process(空箱拉动系统),Using,Location,Replenish,Production,Team Member生产人员,Push Out,Push In,FULL,Produ
25、ction Pull Process(生产拉动系统),Broadcast Point(RFID 广播）,Vehicle Location&MGO Part Data(车辆存放点及MGO零件数据),Automated pull system orders material based on actual vehicle part consumption(自动拉动系统零件订购以实际消耗为根据),Simple design(简单设计)Design to enable multiple part numbers per delivery(能够每次多零件运送的设计)Standardize equipme
26、nt and components throughout the plant(number of types,hitches,chassis)(整个工厂设备及零件标准化（种类、栓、底盘的数目）)Design for manual manipulation(push and pull).(人工操作（推或拉）的设计),6.Mobile Equipment(运输设备):,YES,Example(实例):Line side Delivery(线旁运送),Dolly Examples(手推车实例),Bulk container dolly base(Standard)(大箱手推车基座)(标准),Swiv
27、el Turntable Base(旋转转盘基座),7.Part Presentation(零件展示）,Returnable containers(回收空箱)One or two hours usage per container(每个箱一到两小时的用量)Hand-carried or hand-manageable(dolly)(手提或手推)Ergonomically approved(size,grip points)(通过人机工程认证)（大小、把手）Minimal dunnage(part is all operator needs!)(最小限制的隔板（这是所有操作者需要的部分）)Eas
28、y part pick(容易提取)Proper parts labeling(合适的标签)Stackable(层叠)Simple design(设计简单),Part Presentation(零件摆设):Within Workstation(在工位内)Within arms reach at point of installation(安装点在手臂可及处)Less than 5 feet in height(line of sight)(高度低于5英尺),Hand Manageable(人工操作),Small Lot Container(小装箱),Bring the parts to the
29、operator(零件运送到操作工身旁),Part Presentation Example(零件展示实例),Line Tracking Device(流水线跟踪仪器)Apron(围兜),Can move with carrier or manually(能够人力或自动移动),Apron for Fasteners and Tools(装螺丝螺栓的围兜),Eliminates waste of motion(减少运动浪费),Small Lot Parts and Containers(小件包装),Lean Material Flow(精益物流),Weak Material Flow(欠缺物流)
30、,Ideal Material Flow(理想物流),Lack of Visual Management Techniques(缺乏目视化管理)Single Part/Container Delivery Per Trip(每次单一零件/单箱配送)Material Pushed to Subsequent Location(零件推动到其他地点)Material Dictates Length of Production Operators Foot Print(材料指示生产)Empty Material Locations(空箱回收地点)Idle Material Operators(闲置的材
31、料员)Heavy Pull Card Loss(拉动卡的巨大损失)Many Small CMAs(7-11 Concept)(太多CMA(7-11 概念),Visual Management(目视化管理)Multiple Deliveries per Part Number(每次同一零件的多箱配送)Established Inventory Levels(确定的库存量)Parts Scheduled via Pull Signal(Kanban,Broadcast)(拉动信号对应相应零件看板、广播）)Reduced Leadtime(Supplier Co-location)(减少制造周期（供
32、应商共同地点)Driver Checks at Supplier Dock(司机在供应商处验货)Point-of-Use/Direct-to-Line Delivery(使用节点/直接到线运送)Low Cost,Flexible Equipment(低成本，灵活的设备),How does Short Lead Time Apply to Other GMS Principles?(SLT与其他GMS原则关系),Built-In-Quality(制造质量):Right part at the right station at the right time(合适的时间、一定的工位、适当的零件)Re
33、turnable containers protect part(空箱回收保护零件),People Involvement(员工参与):Shop floor involvement in planning and executing lean material flow(员工参与计划及实施精益物流),Standardization(标准化):Scheduled pick-ups and deliveries(计划好的接收与运送)Lean part presentation to the operator(操作工精益的零件摆放)Standardized routes(标准路线),Continuous Improvement(持续改进):Visual management in all areas of lean material flow allow for continuous improvement(各个领域精益物流的目视化管理促进不断改进),(员工参与),(标准化),(制造质量),(缩短制造周期),(持续改进),
