《VSM-Chinese--价值流程图绘制方法.ppt》由会员分享，可在线阅读，更多相关《VSM-Chinese--价值流程图绘制方法.ppt（36页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、“Whenever there is a product for a customer, there is a value stream.只要有客户产品的地方，就会有价值流程只要有客户产品的地方，就会有价值流程.The challenge lies in seeing it挑战就在于发现它挑战就在于发现它.Introduction to LeanWhat is Lean?Customer OrderReceipt of cash from customerNon Value Added Activities.(Waste Reduction)Time line ReductionMuda“A
2、manufacturing philosophy that shortens the time line between the customer order and the shipment by elimination of waste (non-value-adding activities).”50%45%5%T = TransportI = InventoryM = Motion W = WaitingO = OverproductionO = Over processingD = DefectsWhat is a Value Stream?价值流程是什么价值流程是什么?IIDie
3、casting 压铸Plating装配Assembly装配All of the actions (both value added and non-value added) required to bring a product (product family) through from raw materials to the customer价值流程是指一件产品价值流程是指一件产品(一类产品一类产品)从原材料到成品所需要的所有活动从原材料到成品所需要的所有活动(包括增包括增值和非增值值和非增值)Looks at the Product Flow and Information Flow观察
4、产品流和信息流观察产品流和信息流Current State and Future States are developed观察目前现状并制定未来的改善目标观察目前现状并制定未来的改善目标Used to identify key areas for kaizen opportunities用于识别改善的重点用于识别改善的重点Why Do Value Stream Mapping?为什么要绘制价值流程图? It helps us to visualize the product flow and understand the information flow有助于我们看到产品流和了解信息流有助于我
5、们看到产品流和了解信息流 It helps us to see waste有助于我们发现浪费有助于我们发现浪费 It forms the basis of the formation of a Lean production system价值流程图是精益生产体系培训的基础价值流程图是精益生产体系培训的基础 It allows everyone to gain a common understanding of the current state and the future vision 有助于每个人了解现状和未来愿景有助于每个人了解现状和未来愿景Steps for Value Stream
6、Mapping价值流程图的绘制步骤价值流程图的绘制步骤 1. Select a product family 选择一种产品类型选择一种产品类型 2. Create a current state map 绘制现状图绘制现状图 3. Create a future state map 绘制未来愿景图绘制未来愿景图 4. Develop an action plan for implementation 制定出实施的行动计划制定出实施的行动计划Definition of “Product Family”: 一类产品的定义一类产品的定义 Group of products that pass thr
7、ough similar processing steps/ common equipment in downstream processes 采用相同或相近工艺设采用相同或相近工艺设备进行加工的产品备进行加工的产品Tools: 工具工具 Part Quantity/Process Route Analysis (PQPR) 部件数量部件数量/工艺路线分析工艺路线分析Information to record: 记录信息记录信息 Product Family Name & Description 种产品类型的名称和描述种产品类型的名称和描述 Number of Products within
8、Family 一类产品里产品的数量一类产品里产品的数量 Demand for each Product ： Quantity & Frequency 每个产品的需求：每个产品的需求： 数量数量 & 频率频率Step 1: Select a Product Family第一步第一步:选择一种产品类型选择一种产品类型Step 1: Select a Product Family第一步第一步:选择一类产品选择一类产品PROCESS NAME 工艺名称Part #零件号DemandQuantity需求量% of Total总量百分比CNC MillCNC铣床CenterLathe车床Grind磨床Ro
9、ll滚压Clean清洗GearTeethCutting齿轮齿切割Assembly装配Packaging包装1OBR-026420352OBR-030288243OBR-0082762343201478475330033484633000324273300302428320148121932008712110OBR-004121TOTAL1,200100 Part Quantity/Process Route Analysis (PQPR) 部件数量部件数量/工艺路线分析工艺路线分析(PQPR)Step 2: Create the Current State Map第二步第二步: 绘制出现状图绘
10、制出现状图Recommendations: 建议建议Begin “Within Plant” 从工厂内部开始从工厂内部开始Use actual, observed data. 使用真实的、观察得到的数据使用真实的、观察得到的数据Begin at end point & proceed in reverse flow. 从终点开始并以与生从终点开始并以与生产流程方向相反的顺序进行产流程方向相反的顺序进行Walk the entire process first before recording data. 在记录数据之在记录数据之前，先走一遍整个工艺流程前，先走一遍整个工艺流程Everyone
11、on the team should create their own map. 小组中的每一小组中的每一个人应绘制出自己的流程图个人应绘制出自己的流程图Use time units of “seconds” 时间以秒为单位时间以秒为单位Use pencil and paper. 用笔和纸用笔和纸代表性数据收集及计算代表性数据收集及计算 Drop Off Rate (DOR) 有效作业时间有效作业时间 Changeover Time (C/O) 转换时间转换时间 Availability (Uptime) 可用性可用性(运行时间运行时间) Production Batch Size 一批生产的
12、数量一批生产的数量 Number of Operators 操作者数量操作者数量 Pack Size 一个包装里的数量一个包装里的数量 Available Working Time - # shifts & time 可用的工作时间可用的工作时间-多少班以多少班以及时间及时间 Scrap Rate 废品率废品率 Product Variations (i.e. L, R) 产品的变化种类产品的变化种类 (就是就是: 左左, 右右)Rustys Wrench FactoryRusty扳手工厂扳手工厂Case Study案例分析案例分析“Rustys Wrench Factory” Data Se
13、t “Rusty扳手工厂扳手工厂”-数据设定数据设定BACKGROUND背景背景Rustys Wrench Factory produces several types of wrenches and is the sole supplier to Giant Tool Supply, the nations largest supplier of tools to the industrial community. Rusty produces metric and SAE sizes of open-end wrenches. Rusty扳手工厂生产几种类型的扳手扳手工厂生产几种类型的扳手
14、, 是国家工业界最大的工具供应者巨人工具供应公司唯一是国家工业界最大的工具供应者巨人工具供应公司唯一的供应商的供应商, Rusty生产公制和生产公制和SAE尺寸的开口扳手尺寸的开口扳手.CUSTOMER REQUIREMENTS客户需求客户需求: 3,200 Sets per month: 2,200 SAE/1,000 metric. 3,200套每月套每月, 其中其中2,200套套SAE尺寸和尺寸和1,000套公制套公制. Customer operates on one shift. 客户的工作是一班制客户的工作是一班制. Wrenches are packed in sets of 2
15、5. 扳手的包装一件是扳手的包装一件是25套套. The customer orders by sets. 客户按套下单客户按套下单. Rustys Wrench provides a daily shipment by truckload to Giant.扳手厂每天用卡车交货扳手厂每天用卡车交货WORKTIME工作时间工作时间 20 days in a month. 一个月工作一个月工作20天天. Two shift operation in all departments. 所有部门都按两班制工作所有部门都按两班制工作 Eight (8) hour shifts. 每班工作每班工作8小时
16、小时. Two 10-minute breaks during each shift. 每一班休息两个每一班休息两个10分钟分钟 10 minute clean-up allowed each shift. 每一班允许抽每一班允许抽10分钟进行清洁分钟进行清洁. Unpaid lunch. 自费午餐自费午餐.“Rustys Wrench Factory” Data Set“Rusty扳手工厂扳手工厂”-数据设定数据设定PRODUCTION PROCESSES生产工艺生产工艺 Rustys process begins with hot forging (drop forge) a wrench
17、, followed by machining, polishing, plating, and packing into sets. The sets are then staged and shipped to Giant Tool Supply on a daily basis. Rusty的工艺是先热锻出扳手的工艺是先热锻出扳手, 接着机加工接着机加工, 抛光抛光, 电镀电镀, 最后包装成套最后包装成套. 成套的扳手以天为单位发货给巨人工具供应公成套的扳手以天为单位发货给巨人工具供应公司司. Changing over between SAE and Metric requires 1
18、 hour changeover in Forging, and 20 minutes in Machining. SAE和公制的转换在热锻处需要和公制的转换在热锻处需要1小时小时, 机加工处需要机加工处需要20分钟分钟. Steel bar stock is supplied by Lean Steel Company, delivering twice a week on Monday and Thursday. 钢钢棒料由精益钢材公司提供棒料由精益钢材公司提供, 周一和周四每周两次交货周一和周四每周两次交货.RUSTYS PRODUCTION CONTROL DEPARTMENT: RU
19、STY生产控制部门生产控制部门 Receives Giants 90/60/30 day forecast and enters into MRP. 收到巨人收到巨人90/60/30天的订单预测并输入天的订单预测并输入MRP. Issues an 8 week forecast to Lean Steel via MRP. 通通MRP发出一个发出一个8周的预测订单给精益钢材公司周的预测订单给精益钢材公司. Releases for cut bar stock via weekly faxed orders to Lean Steel. 每周传真棒料切断的订单给精益钢材公司每周传真棒料切断的订单
20、给精益钢材公司. Receives daily firm order from Giant Tool Supply. 每天收到巨人公司确定的订单每天收到巨人公司确定的订单. Generates weekly MRP-based build schedules to all manufacturing departments. 每周建立以每周建立以MRP为基础的为基础的生产计划发放给所有生产部门生产计划发放给所有生产部门. Issues daily shipping schedule to Shipping Department. 发放每日出货计划给出货部门发放每日出货计划给出货部门 “Rust
21、ys Wrench Factory” Data Set “Rusty扳手工厂扳手工厂”-数据设定数据设定手操作锻造机切边. 工艺包括锻造后的切边工序.(6 名操作工)手工操作连续运转的机器. 共需要经过六台机器.(15名操作工)手工操作抛光. 操作者靠目视来检验(11名操作工)手工将堆件上挂并经过所有的电镀工序(5名操作工)操作者手工将扳手打包成套 (12名操作工)Removes sets from Pack and stages for daily truck shipment to the customer.12秒12秒10秒16秒200 秒每套不适用I小时从SAE转为公制20 分钟 (整
22、个单元)无无无不适用100 %98%99%99%不适用不适用95%, 所有不合格品报废.98%一次通过, 多数不合格品可以返工.94%一次通过, 多数不合格品可以返工.98 %一次通过, 多数不合格品可以返工.99.5%一次通过.不适用6000 件已切好没锻造的棒料. 锻造好的18000 (12k SAE, 6k 公制)25000 件:18k SAE, 7k 公制55000 件:35k SAE,20k 公制6000 件全剖是SAE75000 件50k SAE25k 公制无 每天出货的数量.锻造锻造机加工机加工抛光抛光电镀电镀包装包装出货出货OperationDescription 操作描操作描
23、述述Drop Off RateObserved 观察到的观察到的有效操作时间有效操作时间Changeover 转换时间转换时间MachineReliability 设备设备可靠性可靠性Quality 质量质量Inventory库存库存Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyForgeMachinePolishPlatePackShip= 6= 15= 11= 5= 12I6000 Cut BarsI1800012k SAE6k MetricI2500018k SAE7k MetricI5500035k
24、 SAE20k MetricI60006k SAE0k MetricI7500050k SAE25k MetricMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 98%DOR = 10”C/O = n/aUptime 99%Quality 94%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduct
25、ion ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxWeekly Build SchedulesDaily ShipSchedule1.5 Days4.5 Days6.25 Days13.75Days1.5 Days18.75Days12 Secs12 Secs10 Secs16 Secs8 SecsProduction Lead Time=46.25 daysProcessingTime= 58 secs270002000=13.5Multiple Part Flows 多零件的流程Rustys wrench f
26、actory is simplified to better understand the VSM principles. Rusty扳手工厂是简单化有利于更好理解VSM原理.Many operations have multiple part flows that merge at some point (ie-assembly). 许多运作其实有多个零件流在某一点(装配)上汇合.Draw these flows over one another on your map. 将这些流程一个个依次画在你的图上.PaintMachineDegreaseAssembly= 6= 8= 1= 12I6
27、000 Cut BarsI18000I25000I55000PaintMachineGrind= 6= 5= 3I1000I15000I30000I55000VSM Symbols 价值流程图图标Note: Can be cut and pasted for electronic VSMs 可剪切和粘贴C/T=C/O=Op=Shifts=Uptime=Suppliers/CustomersDeliveries运输IFIFOOXOXOperation操作Data Box 数据框Suppliers / Customers供应商/客户Push 推Supermarket物料超市Mixed Model混
28、合模式Electronic Information Flow电子信息流Visual Scheduling 可视的计划安排Withdrawal Kanban 取件看板Signal Kanban信号看板Kaizen Burst急需改善First In, First Out Lane先进先出通道Inventory存货Step 3: 第三步第三步Developing the Future State制定未来愿景图制定未来愿景图Purpose of a Future State Map绘制未来情形图的目的绘制未来情形图的目的It forms the basis of an implementation
29、plan towards a Lean Production System它是制定精益生产体系实施计划的基础它是制定精益生产体系实施计划的基础It forms a stream of value-adding flow linked to the customer by pull or continuous flow未来愿景图中所绘制的是一条与客户衔接的拉式或连续流未来愿景图中所绘制的是一条与客户衔接的拉式或连续流动的增值流动的增值流It allows for full participation and buy-in of the team in developing the future
30、vision of the business它让团队充分参与对未来业务愿景的设计它让团队充分参与对未来业务愿景的设计What is the Takt Time ? 节拍时间是什么节拍时间是什么?Will you build to FG Supermarket or Build to Shipping?你是为成品你是为成品超市还是直接出货而生产的超市还是直接出货而生产的?Where can you use continuous flow processing? 在哪里你可以运用连续流加工工艺在哪里你可以运用连续流加工工艺?4. Where do you need pull systems ?在哪
31、里需要应用拉式系统在哪里需要应用拉式系统?5. At which single point (pacemaker) will you schedule production ?你将在哪一个单点你将在哪一个单点(启博器启博器)上安排生产上安排生产?6. How will you level the production mix? 你将怎样平衡多种产品混合的生产你将怎样平衡多种产品混合的生产?7. What process improvements are required as Future State dictates? 要实现未来愿景要实现未来愿景, 什么样的工艺改进是必须的什么样的工艺改进
32、是必须的?Key Future State Questions关于未来情形的主要问题关于未来情形的主要问题What is the TAKT Time? 什么是什么是TAKT时间时间TAKT Time TAKT时间时间 = Available Working Time可用的工作时间可用的工作时间 Customer Demand客户需求产品数客户需求产品数Example: 例如例如Available Working Time = 28,800s 1200s = 27, 600s 可利用工时可利用工时 = 28,800秒秒-1200秒秒=27,600秒秒Customer Demand = 920 u
33、nits 客户产品需求量客户产品需求量 = 920件件 TAKT Time = 27,600s / 920 units = 60 secTAKT时间时间 = 27,600秒秒/920件件 = 60秒秒Will you build to FG Supermarket or Build to Shipping?将是为成品超市还是出货主导模式生产?Goal is to have only one scheduling point 目标是只能有一个制定进度的点目标是只能有一个制定进度的点Answer to the above question will determine where that poi
34、nt needs to be 回答了上面的问题后才能决定这个点应该在哪里回答了上面的问题后才能决定这个点应该在哪里Process 1工序工序1Process 2工序工序2Process 3工序工序3Schedule制定生产进度表制定生产进度表Customer客户Build to Supermarket: 物料超市模式物料超市模式Process 1工序工序1Process 2工序工序2Process 3工序工序3Customer客户Schedule制定生产进度表制定生产进度表FIFOProcess 4工序工序4FIFOBuild to Order: 按订单生产模式按订单生产模式STOP If f
35、ull满则停满则停Can You Use Continuous Flow Processing?你能用连续流加工工艺吗?One piece flow 单件流Create work cells 单元化生产Balance work to meet TAKT time 平衡生产以达到TAKT时间Machining机加工Assembly装配Where Do You Need Pull Systems?在哪里需要运用拉式系统在哪里需要运用拉式系统?Note: Only consider after flow possibilities are exhausted仅在流水作业不可能的情况下考虑仅在流水作业
36、不可能的情况下考虑Suppliers with multiple customers具有多客户的供应商或者是具有多客户的供应商或者是一个单元需生产多个同类型的零件。一个单元需生产多个同类型的零件。 Operation Cycle Time Limitations 操作周期时间的限制操作周期时间的限制. Process Location 加工场所加工场所. Unreliable Processes 不可靠工序不可靠工序. Long Lead Time Processes 交货期长的工序交货期长的工序。 Upstream Processes operating in Batch Mode 上游工序
37、以批上游工序以批次模式操作次模式操作.PITCH节距节距Pitch is the Takt time multiplied by an amount, usually a container quantity, that allows for a reasonable amount of time to deliver and take away work from a pacemaker process. 节距是所有节拍时间的累加, 通常以一个容器的数量为单位, 这样允许一个合情合理的从开始到交付的时间.In our Example在我们的例子中在我们的例子中:Takt 节拍时间= 13.5
38、 秒Container Size容器大小 = 25Pitch节距= 337.5 秒 (5.6分钟)Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyForgeMachinePolishPlatePackShip= 6= 15= 11= 5= 12I6000 Cut BarsI1800012k SAE6k MetricI2500018k SAE7k MetricI5500035k SAE20k MetricI60006k SAE0k MetricI7500050k SAE25k MetricMon &ThursD
39、OR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 98%DOR = 10”C/O = n/aUptime 99%Quality 94%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxWe
40、ekly Build SchedulesDaily ShipSchedule1.5 Days4.5 Days6.25 Days13-75 Days1.5 Days18.75 Days12 Secs12 Secs10 Secs16 Secs8 SecsProduction Lead Time= 46.25 daysProcessingTime= 58 secsTAKT Time27,000 sec2,000 pcs= 13.5 sec2501 Hour1.5 Days2 Days12 Secs16 SecsProduction Lead Time= 6.5 daysProcessingTime=
41、 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000 Cut BarsMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 92%DOR = 16”C/O = n/aUptime 99%Qualit
42、y 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000 pcs= 13.5 secMachine & Polish= 26Forge= 6Plate= 5Pack & Ship= 121 Shift12 Secs1 Day2 Days2501 Hour1.5 Days2 Days12
43、 Secs16 SecsProduction Lead Time= 6.5 daysProcessingTime= 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000 Cut BarsMon &ThursDOR = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 m
44、inUptime 98%Quality 92%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000 pcs= 13.5 secMachine & Polish= 26Forge= 6Plate= 5Pack & S
45、hip= 121 Shift12 Secs1 Day2 Days2501 Hour1.5 Days2 Days12 Secs16 SecsProduction Lead Time= 6.5 daysProcessingTime= 48 secsSignal1 Hour.2502 Days2501 Hour1 Hour.2501 Day2 DaysUnpackedFinished Goods1 Hour.500Giant Tool3200 Sets/Mo2200 SAE1000 Metric1 ShiftSet = 25 Pcs1XDailyI6000 Cut BarsMon &ThursDOR
46、 = 12”C/O = 1 HrUptime 100%Quality 95%DOR = 12”C/O = 20 minUptime 98%Quality 92%DOR = 16”C/O = n/aUptime 99%Quality 98%DOR = 200”C/O = n/aUptime n/aQuality 99.5%Lean SteelCut Bar StockProduction ControlMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxDaily ShipScheduleTAKT Time27,000 sec2,000
47、pcs= 13.5 secMachine & Polish= 26Forge= 6Plate= 5Pack & Ship= 121 Shift12 Secs1 Day2 DaysPacemaker LoopMfg. LoopForge LoopSupplier LoopStep 4: Develop an Action Plan 第四步: 制定行动计划Shaping the Vision: 形成愿景形成愿景 What kind of facility do we want it to be? 我们想要的是什么样的灵活性我们想要的是什么样的灵活性? What will ensure custom
48、er satisfaction? 如何保证满足客户的需要如何保证满足客户的需要? What do we want our customers to say about us? 我们希望客户是怎样评价我们的我们希望客户是怎样评价我们的? Does our vision align to the Company business goals? 我们的愿景是否与公司整体目标相一致我们的愿景是否与公司整体目标相一致?Project Leader: _Directions: 1) Fill rows with Kaizen Implemented items that your team complet
49、ed during the week. 2) At the end of Kaizen week, add items that must be completed in the next 30 days. 3) Fill in the audit dates for the next 30 working days after the Kaizen event is over 4) Perform cell audit every Friday for 30 days, Indicate if items are done and working (Y/N) 5) Project leade
50、r must give a status report every Monday at Kaizen kickoff/team lead mtng. Item #ProblemKaizen Action Date: - Who?Used to Track Future Kaizen Progress andValue Stream Implementation Steps 用来跟踪后续的改善进程和价值流程的执行步骤Kaizen Newspaper 改善报纸The Value Stream Manager价值流程经理 Value Streams typically go across organ