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1、DMS Overview(Delphi的制的制造体系造体系)Delphi ConfidentialDMSFebruary 20032Delphi 制造系统（DMS）DMS是流动的基础制造系统用以转换和持续改进操作以支持顾客的要求 Delphi ConfidentialDMSFebruary 20033F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。F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）Delphi ConfidentialDMSFebruary 20034流程制造流
2、程制造 (MSD)材料运送材料运送质量质量操作可用性操作可用性车间组织车间组织&目视控制目视控制员工环境员工环境相互依赖的元素FDelphi 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。Delphi ConfidentialDMSFebruary 20035F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
3、决一种元素的程序问题。Delphi ConfidentialDMSFebruary 20036FDMS 观念建立在观察和标准化的基础上。F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Delphi ConfidentialDMSFebruary 20037Delphi ConfidentialDMSFebruary 200385 Kaizen Steps to a Lean, Agile Enterprise5改善步骤创建精益敏捷型企业 Kaizen Fundamentals1. 观测2. 标准化3.
4、改善 流程 &过程4.改善 设备5.改善 布置图这里开始这里开始Delphi ConfidentialDMSFebruary 20039Delphi ConfidentialDMSFebruary 200310Cowboy Theory牧童理论 Delphi ConfidentialDMSFebruary 200311THE LEADER SETS BOUNDARIES and, IF A COW STRAYS FROM THE HERD, A COWBOY IS SENT TO STEER THE COW BACK WITHIN THE BOUNDARY领导领导者者设设置界限，如果母牛偏离牧
5、群，牧童在界限内将母牛引置界限，如果母牛偏离牧群，牧童在界限内将母牛引导导回来。回来。30? Possibly可能地 . 3000? - NO! u Technique utilized in quality arena (process control charts).质质量利用技量利用技术术（ （过过程控程控制表）制表）u Metaphor for the concept of delegation of responsibility within a boundary. 界限界限内内职责职责委托的委托的观观念念u A management tool.管理工具管理工具u Managers
6、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：管理者聚焦例外：这这是我是我们们的的目目标发标发展系展系统统；管理者；管理者仅对仅对例外要求。例外要求。Delphi ConfidentialDMSFebruary 200312How is DMS Structured?DMS怎样构造的？http:/ is structured in six “interdependent elements
7、”AND an Implementation GuideDMS由六个相互依赖的元素和一个执行机构组成。Delphi ConfidentialDMSFebruary 200313 DMS的怎样构成的？DMS 相互依赖的元素Make what we need, when we need it.Pull SystemMaterial Movement (MM)PlanImplementImplementation Guide (IG)Start HereEmployee Environment and Involvement (EE)OPOPOPOPTLAEmpowered TeamsFlow Ma
8、nufacturingSystem Design (MSD) Kaizen-Layout Kaizen-Equipment Kaizen-Flow & Process StandardizationObservationQuality (Q)DefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlOrganizational AccountabilityOrganizational AccountabilityWhy? Why? Why? Why? Why?I&CIMOperational Availability
9、 (OA)Visual Controlsfor Quick ResponseCleaningInspectionand ProperLubricationimproves AvailabilityWorkplace Organization (WO)A place for everything and everything in its place.Delphi ConfidentialDMSFebruary 200314关键观念FWe measure plant performance, DMS implementation and flow improvement in a number
10、of different ways:我们以不同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FWe 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
11、记分卡Scrap Dollars废品价Overtime加班Per Unit Cost每件成本First Time Quality一次下线不合格率Delphi ConfidentialDMSFebruary 200315价值流图关键观念Delphi ConfidentialDMSFebruary 200316Kaizen改善On-goingobservationsto identifywaste andcontinuousimprovementopportunities.Problem solvingand standardizationObserve观测 Poor work distribut
12、ion Employees not engaged Unorganized and/or dirtywork areas Poor First Time Quality Long changeovers Poor machine reliability High inventoriesStandardize标准Interdependent Elements Flow ManufacturingSystem Design Employee Environment &Involvement Workplace Organization Quality Operational Availabilit
13、y Material Movement观测关键观念FOur 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。Delphi ConfidentialDMSFebruary 200317Underlying Concept:Underlying Concept:潜在观念：潜在观念：Implement the best possible combination o
14、f the 3Ms:执行最好的可能的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Waste 浪费 - - Fluctuation起伏 - - Unreasonable Practices不合理的实践 改善改善-布置图布置图 改善改善-设备设备 改善改善-流程流程 & 过程过程 标准化标准化观测观测改善基础关键观念Delphi ConfidentialDMSFebruary 200318精益车间Natural Work
15、groupsAArea ManagerAdvisorPMDMSPlant Manager(Value Stream Manager)Industrial Engineer (DMS Manager)SupportFunctionsTeam LeadersValue Stream ManagerAMTeam MemberVSMPC&LQualityMaintenanceEngineeringThe Natural 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
16、F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。Delphi ConfidentialDMSFebruary 200319解决问题Develop “eyes for waste”发展“寻找浪费Hiding problems will undermine the system隐瞒问题将破坏系统“没有问题”就是问题 关键观念FProblem 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 part o
17、f 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Delphi ConfidentialDMSFebruary 200320目视控制TOOLS关键观念FVisual 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：
18、 The ability 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!Delphi Confidentia
19、lDMSFebruary 200321计划维护关键观念F Planned Maintenance 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
20、防止未计划的失误。 Equipment capable of producing a consistent, 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。Delphi Confident
21、ialDMSFebruary 200322关键观念F Production Maintenance Partnership (PMP) is the practice 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FObjectives of PMP 目标 Improve the overall availability of the equipment by eliminating the
22、 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X Breakdown loss明细分类损失X Setup and adjustment losses设置和调整损失X Minor stoppage losses较小的中断损失X Speed losses加速损失X Defects and rework过失与修复X Startup/yield losses启动/收益损失生产维护伙伴关系Cleaning, inspection and proper lubrication improves availability.Delph
23、i ConfidentialDMSFebruary 200323关键观念FQuick Response is a production response system that facilitates the immediate resolution to lost 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FAndon Systems production management visual and audio control t
24、ool 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ASSEMBLY EQUIPMENT - DEPT. 45BUILT SHIPPED GOAL19518051970ASSMSTA.1ASSMSTA.2ASSMSTA.3ASSMSTA.4ASSMSTA.5DIALTABLEDRILLMACH.TESTSTANDDOWNSHORTFULLOVERTAKTCOORDGAGEMAINTTOOLCHANGESTOCK快速响应Delphi ConfidentialDMSFebruary 200
25、324转变Pit Stop Mentality关键观念FQuick Setup or 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
26、能够对工厂执行许多小策略的改进。Delphi ConfidentialDMSFebruary 200325生产级别成品缓冲成品缓冲供应商供应商 FAB 次极装配次极装配 装配装配 成品成品 顾客顾客 Without LevelingWith Leveling顾客要求顾客要求顾客要求顾客要求关键观念FProduction 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。De
27、lphi ConfidentialDMSFebruary 200326Pull SystemsKey ConceptsFPull Systems provide a method to control the flow of material and information by replacing only what has been consumed.Drive the level schedule back through the operation.Develop a repetitive daily cadencethat is reviewed weekly.Process 1Fi
28、nalProcess Process 3Process 2Level Load BackwardsFinished Goods Pull LoopPull LoopPull LoopPC & LCustomer PlanLevel ScheduleDelphi ConfidentialDMSFebruary 2003271) 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
29、 the customer顾客对价值流的推动 4) Involve & Empower Employees包括 &授权雇员 5) Continuously improve in pursuit of perfection持续改进追求完美精益企业s 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？s 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
30、Leaders精益领导的问题关键观念Delphi ConfidentialDMSFebruary 200328精益企业执行Change Culture First(Conventional Way)Change System First(TPS Way)首先改变首先改变系统系统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Delphi ConfidentialDMSFebruary 200329Back-Up SlidesDelp
31、hi ConfidentialDMSFebruary 200330New Business Sustainable Profits新商新商务可从中获利务可从中获利DecreasedCost减少成减少成本本The linkage between variation, flow and cost:变差变差，流程流程和和成本成本间的联接间的联接Waste Elimination消消除浪费除浪费Improved Product and Information Flow改进产品和信息流改进产品和信息流成本鉴定链Improved Product and Information Flow改进产品和信息流改进
32、产品和信息流Process Variation Reduction过程变差过程变差降低降低Waste Elimination消消除浪费除浪费DecreasedCost减少成减少成本本关键观念Delphi ConfidentialDMSFebruary 200331Six 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。F DMSDMS is based on th
33、e 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 Pull Systems推系统 Machine Reliability机器可靠性F Six SigmaSix 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
34、解决方法论来理解和降低过程变差WASTEThe focus of Six Sigma聚焦聚焦6Define定义定义Measure测量测量Analyze分析分析Improve改进改进Control控制控制精益生产 & DMS与6的关系KnowledgeLeadershipFlowWasteWastePerformanceKnowledgeLeadershipFlowWasteWastePerformanceWorkplaceOrganizationWorkplaceOrganizationQualityFlowManufacturingSystemDesignFlowManufacturingS
35、ystemDesignEmployeeEnvironment& InvolvementEmployeeEnvironment& InvolvementMaterialMovementMaterialMovementOperationalAvailabilityOperationalAvailabilityDelphi ConfidentialDMSFebruary 200332执行导向DMS的结构Value Stream Map - Future StateSite PlanMetricsScheduleCurrent StateFuture StateDMS Gap Assessment12
36、34Site Planning Value StreamMapping IG-1IG-2Implementation Guide执行导向执行导向12345678Production ReportKnowledgeLeadershipFlowWasteWastePerformanceWorkplaceOrganizationQualityFlowManufacturingSystemDesignEmployeeEnvironment& InvolvementMaterialMovementOperationalAvailability.对总系统应用相互依赖的元素的方法论下一个812个月的标准计划
37、价值流和信息流的图象表示方法对每一个生产单元或设备的日常操作记录.标准清单用来评估DMS执行的当前状态和确定改进机会Delphi ConfidentialDMSFebruary 200333Site PlanDivision:Plant:Inclusive Dates:Revision Date:Current State LayoutFuture State LayoutMetricsTiming PlanMeasurementFunction CurrentFutureInitativesJ F M A M J J A S O N DRecordables1Lost Work Days2P
38、arts per Million3Spills4Customer Complaints5First Time Quality6Schedule Attainment %7% On Time Shipments8Manufacturing Expense9Mfg. Exp. as a % of Sales10Overtime %11Scrap Expense %12Premium Freight %13Inventory Turns14Operational Effectiveness %15TPc/t Improvement %16DMS Gap Assessment17Labor Hours
39、 per Piece18Number of People per VS19Per Unit Cost20This section maybe included asan attachment.This section maybe included asan attachment.布局规划过程关键观念FThe Site Planning Process is used to identify, organize and prioritize activities into an implementation plan that supports the value streams and bus
40、iness 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。Delphi ConfidentialDMSFebruary 200334布局规划过程关键观念F 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布局规划布局规划Gap Assessment间隙评估间隙评估Value Stream Mapping:价值流图价值流图Value Stream 1价值流图价值流图1Va
41、lue Stream Mapping:Value Stream 2 Production 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Production Reporting:Segment 生产报告：生产报告：片段片段1AProduction Reporti
42、ng:Segment 1BProduction Reporting:Segment 1CProduction Reporting:Segment 2AProduction Reporting:Segment 2BProduction Reporting:Segment 2CDelphi ConfidentialDMSFebruary 200335间隙评估（摘要）关键观念 Gap Assessment Overall SummaryLocation: Bloomfield Date: Mar-02Level of AttainmentImplementation Guide2.5Site Pla
43、nning2Continuous Improvement3I. Employee Environment and Involvement2.0Beliefs & Values2Health and Safety3Education & Training/Operator Certification2People and Team Recognition2Suggestion Program2Natural Work Groups1Standards of Manufacturing Leadership2II. Workplace Organization2.7Workplace Organi
44、zation Standards - The Production Area2Visual Controls3Address System3Area Information Center4Plant Communication Center2Workplace Organization Standards - The Office2III. Quality2.3Quality Leadership2Protect the Customer3Inspection and Test; Error Proofing2Measurement and Feedback 2IV. Operational
45、Availability1.8Planned Maintenance System2Quick Response System2Production Maintenance Partnership1Quick Set-up2V. Material Movement2.1Shipping to Schedule3Building to Plan (Production Leveling)2Plan for Every Part (PFEP)1Designated Storage2Container Right Sizing and Supporting the Operator2Pull Sys
46、tems2Internal Delivery Routes3External Material Delivery2VI. Flow Manufacturing System Design2.0Flow Improvement and MSD Workshop Activity2Natural Process Cycle Time 1Incremental Investment2Operator Balance and Labor Linearity2Parts Presentation and Material Handling3Plant Summary2.2III. QualityVI.
47、Flow ManufacturingI. Employee Environmentand InvolvementII. Workplace OrganizationV. Material MovementIV. Operational AvailabilityImplementation GuideI. Employee Environment & Involvement Beliefs & ValuesHealth & SafetyEducation & TrainingPeople & Team RecognitionSuggestion ProgramNatural Work Group
48、sStandards of Manufacturing LeadershipStandards of Manufacturing LeadershipDelphi ConfidentialDMSFebruary 200336Manufacturing leadership does not follow standard practices. Supervisor responsibilities vary within the plant. Focus is on fire fighting rather than continuous improvement.间隙评估（详细）关键观念Int
49、erdependent Element:Location: _Date: _Employee Environment and InvolvementProduct: _Assessors: _Support ToolsLevelAssessment Criteria (sub-category)DMS Ref.1234LevelCriteriaEE-8 EE-9Manufacturing leadership does not follow standard practices. Supervisor responsibilities vary within the plant. Focus
50、is on fire fighting rather than continuous improvement.The leadership team has appointed a Site Champion to implement Standards of Manufacturing Leadership. A current state list of supervisor tasks has been completed. The Site Champion and development team has completed the Advisor Task Assessment a