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1、The Hidden Factory 隐藏的工厂隐藏的工厂JCMS Training江森制造系统培训April,2004The Hidden Factory2Introduction引言The Hidden Factory is based upon the concept that behind business as usual in our plant lays information we can use to lead ourselves into the lean future.It is all about“Learning to See”and knowing what to
2、do with what you discover.隐蔽工厂是这样的理念，即在我们工厂常规业务表面下，隐含着我们能用以引导我们自己达到精益的信息。这就是“学习观察”以及了解怎么处理你所观察到的问题。This lesson is designed to increase your awareness of the“Hidden Factory”and to provide you with skills you can use to tap its resources.这个课程的目的在于增加你的“隐蔽工厂”的意识，为你提供你能开发它的资源的技能。The Hidden Factory3Lesson
3、 Objectives课程目标课程目标At the end of this lesson,you will be able to:本课程结束以后,你将能够:uDescribe the financial benefits of JCMS 描述江森制造系统带来的财务效益uApply JCMS concepts to identify opportunities to lower costs 运用江森制造系统的理念去识别降低成本的机会uExplain how labor efficiency,TAKT time and line balancing influence costs 解释人工效率、节
4、拍和生产线平衡怎样影响成本uKnow where to obtain more information about JCMS 知道从何处可以获得更多的江森制造系统的信息The Hidden Factory4The Changing Business Reality变化中的业务模式变化中的业务模式OLD MODEL旧模式旧模式COST成本+DESIRED PROFIT利润目标=SELLING PRICE销售价*Selling price declining each year销售价每年都在降低NEW REALITY新模式新模式SELLING PRICE销售价-COST成本=PROFIT利润The
5、 Hidden Factory5JCMS Core Concepts江森制造系统的核心理念江森制造系统的核心理念I.Zero Tolerance for Waste消除浪费消除浪费II.Stable Production Environment稳定的生产稳定的生产环境环境III.Customer Pull/Just-in-Time System客户拉客户拉动动/即时生产系统即时生产系统The Hidden Factory6Productivity Views生产力概况生产力概况uStandard Time Per Part每件的标准时间An established base of minute
6、s per piece to which we compare our actual performance 根据实际表现建立的基本分钟每件（基准）uEfficiency 效率Measures actual performance vs.standard for a period of time of production 在一定期间内产品的实际产量与标准产量的比值uTAKT Time 节拍时间The pace that we need to produce parts in an allotted time to meet customer requirements 为完成客户需求量我们在某
7、一规定的时间内的生产速度uWorkstation Value Added Time 工位增值时间The time needed for a particular workstation to perform only the value added functions 每一工位只做产品增值的时间The Hidden Factory7Efficiency效率效率(#of Parts produced)*(Std.Time per part)*(#of Operators)(Actual Time Spent for Operators)生产的零件数X每个零件的标准工时X操作工数量操作工实际花费的
8、时间TAKT节拍拍Time Available for the Line#of Parts Required by Customer生产线可用工时客户需要的零件数量Productivity Calculations生生产能力能力计算算The Hidden Factory8Exercise#1:Your manufacturing line produces widgets for a customer with very high quality standards.You have 5 employees and workstations on your line producing the
9、 widgets on one shift.Other facts:练习一:你的生产线上要为客户生产一种品质要求很高的小件新产品.一班工作制,该生产线上配有5名员工和工位.另外:Customer needs are typically 500 widgets per day客户每天一般需要500件产品We typically produce 10%scrap我们通常为有10%的报废率Our standard labor is 1.25 line minutes per piece or 6.25 man minutes per piece我们的标准生产线工时为1.25分钟每件,或者说直接人工工
10、时为6.25分钟每件Today we produced 520 good parts excluding 52 bad parts and we shipped 500 to our customer现在我们日产量为520件,不包括52件废品,运给客户500件We worked 11 hours today including 3 hours overtime我们每天工作11小时,包括3小时加班时间The Hidden Factory9Question#1问题一问题一uWhat was the lines efficiency today based upon all parts produc
11、ed?基于现在的生产情况,我们的生产线效率是多少?uWhat would the efficiency be if we didnt make 52 bad parts?如果没有52件废品,我们的效率又是多少?uWhat is standard labor?Where did it come from?什么是标准工时?如何构成?The Hidden Factory10Question#2问题二问题二uWhat is the takt time for the part,(assuming that we want to run only 1 shift)?How does that compa
12、re to the standard time per part?这个零件的节拍时间是什么(假定我们只实施一班工作制)?与每个零件的标准时间相比情况如何?The Hidden Factory11Question#3问题三问题三uWhat would the takt time be if the customer requirements change to 350 parts/day?如果客户的需求变为每天350件,那么这个节拍又是多少?The Hidden Factory12Other Facts:其他情况其他情况:uThrough a time study you determine t
13、hat the time required to produce a part for each station on the line is as follows:通过时间研究,你决定生产线的每个工作台上每件产品的生产时间如下:The Hidden Factory13Question#4问题四问题四uHow fast could the line produce parts if the line could continue producing at these rates,(in seconds per part)?如果生产线以此速率持续生产,多快可以完成这些产品(每件以秒计)?The
14、Hidden Factory14Question#5问题五问题五uWhat is the Value Added Time for the line for the combined workstations every 70 seconds?What%of total time spent is the non value added time?每70秒生产线上的整合工位的增值时间是多少?非增值时间占总时间的百分比是多少?The Hidden Factory15Question#6问题六问题六uIf you want to improve the productivity of the li
15、ne where would you focus?How would you calculate how much you could spend to improve just based on labor savings?如果你想提高生产力,你的着重点是什么?如果从节省劳力来看,你愿意花多少来提高生产?The Hidden Factory16Question#7问题七问题七uIf the workload were balanced between the workstations evenly could we produce the 500 parts needed in an 8 h
16、our shift?如果工位之间的工作量均衡和谐,我们能否在一班次8小时内完成500件零件?The Hidden Factory17Question#8问题八问题八uWhat types of costs could be avoided if the line were balanced?如果生产线平衡流畅,哪些成本费用可以避免?The Hidden Factory18Question#9问题九问题九uWould we ever consider slowing the line down and/or producing with fewer people if we could prod
17、uce the customers needs in less than our 8 hour shifts?如果我们不用8小时就能完成客户的需求量,我们能否考虑减缓生产线速度或减少人员?The Hidden Factory19Question#10问题十问题十uIf the production schedule varies significantly(ie day 1=510,day 2=400,day 3=580,etc.),what impact would that have on your line,its efficiency and its costs,in the high
18、er production days?In the lower production days?How might we avoid some of these cost penalties?如果生产计划表每天差异很大(例如第一天510件,第二天400件,第三天580件等等),量多量少的时候对生产线产生的影响:量大的时候，它的效率及成本如何?量小的时候，情况又如何呢？我们如何可能避免这些成本损失?The Hidden Factory20Question#11问题十一问题十一uWhat types of costs could be avoided if we could eliminate o
19、ur scrap?How much could you spend to eliminate the scrap?如果我们可以消除废品的生产,何种成本可以避免?你愿意花多少代价去消除废品的产生?The Hidden Factory21The Hidden Factory22Inventory TurnsDefinition:定定义lInventory Turns are a measure of our effectiveness in minimizing this investment required for us to do business.库存周转率衡量我们在用最少的投资做业务方面
20、的有效性lHigher is better.较高的库存周转率是比较好的Calculation:计算算Cost of Sales for One Year 一年的销售成本Cost of the Inventory Held 持有库存成本Inventory TurnsInventory Turns库存周存周转率率The Hidden Factory23Your widget is manufactured with the 5 man assembly line but also equipment that includes an internal injection molding machi
21、ne in another area of the plant.The molding machine is expensive.It is also used to produce parts for other products and customers.It takes an average of 2.5 hours to change over from one product to another,including the time to change tools and to purge materials.In order to maximize efficiency the
22、 molding machine makes the parts in one day that you require for an entire week.Occasionally emergency exceptions occur and special runs are made when the customer demands for a particular color are exceptionally high such as when they are producing police cruisers,or when our scrap runs high for a
23、particular version.With 3 days buffer stock for each color our goal is to have 8 days of the molded part after they produce our parts for the week.你的产品由一条5个人工的装配线以及一个同在一个车间但是不同区域的注塑机生产.注塑机很贵,它同时也为其他客户的别的产品生产零件.因此平均需要2.5小时来转换产品生产,包括换工具和换注塑材料的时间.为使效率最大化,注塑机一天就把整个星期客户需要的零件生产完.偶尔会有一些紧急状况或者客户特殊要求的产品量增大,例
24、如他们需要生产警车时要求特别的颜色,或者当我们生产一个特别的版型而报废率很高时,我们的目标是在一星期的量完成以后,每种颜色再多生产三天的缓冲库存,以保证8天的产量.Exercise#2:练习二练习二:The Hidden Factory24Question#1问题一问题一uWhat would the average number of days of inventory be for the molded part?What would its inventory turns be?注塑件平均应该保持几天库存?库存周转量是多少?uWhat would the average be if th
25、e molding area could produce our parts every day,maintaining 3 days buffer for each color?如果注塑区能够每天生产我们需要的零部件,每种颜色3天的缓冲量,平均库存会是多少?.uWhat would the average be if we produced daily while maintaining a one day buffer?如果保持一天的缓冲库存,平均库存又该是多少?The Hidden Factory25Question#2问题二问题二uIf every days worth of inve
26、ntory costs our company an investment of$100,000 for all of the parts needed for the widget,(material,labor and overhead),how much would our inventory of the parts be under each of the scenarios shown in Question#1 above?如果生产上述的新产品,每天的库存占用成本需要公司投资10万美金,（包括材料,人工和运营费用）,在上述问题一中提到的各个情况下的库存是多少?The Hidden
27、 Factory26Question#3问题三问题三uIf our cost of capital is 10%,how much would that investment cost to keep each year?如果我们的资金成本为10%,每年投资额多少以维持正常运营?The Hidden Factory27Question#4问题四问题四uWhat other costs does the company incur as the result of holding inventory?为保持库存量公司需要发生其他哪些成本?The Hidden Factory28Question#
28、5问题五问题五uWhat are the probable reasons for running the molded parts only once per week?造成每周只生产一次注塑件的可能原因有哪些?The Hidden Factory29Question#6问题六问题六uIf we reduced the changeover time for our molded part to 9 minutes we could produce more often,carry less inventory and react to customer and other needs mo
29、re quickly.How might that be accomplished?如果我们把注塑件的切换时间减少到9分钟,就能增加生产频次,减少库存,更快的应对客户及其他需求.我们怎样能做到这一点?The Hidden Factory30Question#7问题七问题七uSince the molding machine can produce the customers requirements in far less than 8 hours per day,would we consider slowing it down?Why or why not?既然注塑机能在远少于8小时内生产
30、出客户需求的件数,我们能否考虑减缓生产?为什么?如果可以为什么不去做呢？The Hidden Factory31Question#8问题八问题八uIf we could eliminate significant changeover time in the molding area,what would the potential financial advantages be?如果我们能在注塑区消除费时最多的切换时间,带来的潜在财务效益是什么?The Hidden Factory32Question#9问题九问题九uIf we could use the time that is free
31、d up to mold a part presently molded at an outside molder,(without incurring additional internal labor or overhead costs),what costs could we eliminate?如果我们能把现在的外部注塑件时间变为自制(没有额外的内部人工或管理费用的产生),我们能消除哪些成本费用?The Hidden Factory33The assembly area for your widget includes 3000 square feet including variou
32、s rack locations for inventory.When operators run out of their parts it is their responsibility to go to the storage area and bring more to the line.包括堆放存货的各种料架所占用的面积,产品装配区有3000平方英尺.当零件用完,操作工必须自己去存放区取料.Example#3:例例3:The Hidden Factory34Question#1问题一问题一uIf an operator needs to take 1 minute to replen
33、ish an average of 2 parts every 50 parts,but at different times,how much value added time is lost?如每50个待加工零件平均需要2个存货补充,操作工一次取料时间为1分钟,但取料次数不同,则损失了多少增值时间?The Hidden Factory35Question#2问题二问题二uIf we could reduce the square footage requirements of the assembly area what would the potential financial adva
34、ntages be(short term and long term)?如果我们能减少装配区域的占地面积,可能带来什么长期和短期的财务效益?The Hidden Factory36Seven Categories of Waste七种浪费七种浪费OVERPRODUCTION过量生产过量生产Making more of something than is required by the customer生产超过客户需求的产品TRANSPORTION运输运输Moving the product more that is necessary产品的不必要的移动INVENTORY库存库存More pro
35、duct on hand than the customer requested手头的产品超出客户的需求 MOTION动作动作Any extra movement of the operator when performing the work sequence操作工有多于工序的额外动作CORRECTION纠正纠正Anything that is not“done right the first time”and requires rework,inspection,or touchup没有做到“第一次就做好”，因而需要返工,再检验或是修改的产品OVERPROCESSING过量加工过量加工Do
36、ing more to the product than the customer requested有多于客户对产品要求的处理WAITING等待等待Any time value cannot be added because of a delay由于耽搁而不能增值的时间The Hidden Factory37JCMS Eliminates Waste江森制造系统消除浪费江森制造系统消除浪费uCauses of wastes are often accepted as necessary造成浪费的原因往往是被认为是必需的 JCMS exposes hidden costs resulting
37、from waste江森制造系统揭露了因浪费造成的各种无形成本费用uRemoval of waste exposes more waste:在消除某一浪费的过程中能暴露出更多的浪费Opportunities for continuous improvement持续改进的机会The Hidden Factory38Savings节约节约uShort Term savings短期节约Those that save hard costs immediately or in the very near future 指那些立刻或者在近期内能节约的硬性成本uLong Term savings长期节约Th
38、ose that typically save us costs in the future such as opening capacity on equipment or building space for future use.主要指能为我们将来能节省的成本,如产能利用不足的设备或留待备用的建筑面积Our Goal is to constantly improve both我们的目标是就两者不断改进The Hidden Factory39Financial Statements财务报告财务报告uBalance Sheet资产负债表Investments and liabilities
39、that a company incurs to do business因公司开展业务而产生的投资及负债Investments(such as inventory and capital equipment)carry with them financing and other costs 融资性投资(如：库存和固定设备)及其他成本.uIncome Statement 损益表The revenue and expenses of the company公司的收入及支出JCMS focuses on expenses that are manufacturing related material
40、s,plant labor and overhead(not directly product feature related)江森制造系统着力于与制造有关的费用支出 物料,车间人工以及管理费用(与产品生产非直接相关的费用)The Hidden Factory40Expense Categories费用分类费用分类uWaste can be found in these categories在这些分类中都能发现浪费:Scrap废品Overtime超时工作Premium Freight额外运费Obsolete Inventory write-off呆滞物资销帐Other Inventory Lo
41、sses and Gains 其他存货盘盈和盘亏Labor Efficiency Variance 人工效率差异Note There are other expense categories that are affected by the 7 Deadly Wastes as well,however these are typically highlighted for us in our financial statements注释 还有其它受7种主要浪费影响的费用类别,但是在我们的财务报表中只关注上述重点.The Hidden Factory41Dedicated and Non De
42、dicated Equipment专用及非专用设备专用及非专用设备uEquipment dedicated to a specific product should be designed to meet customer required TAKT time while minimizing investment 为特殊产品特配的设备在尽量降低投资的同时，其设计规划应符合客户要求的节拍时间uEquipment used to make multiple parts and products should be optimized for its utilization用于生产多种零件和产品的
43、设备应最大程度地优化其利用率When faced with buying a piece of equipment,what would determine whether you bought a machine of high capacity?当你要购买一台设备时，什么将决定你是否购买一台高性能的设备呢？The Hidden Factory42Floor Space Utilization车间空间的利用车间空间的利用uReductions in the use of floor space can be a reduction in waste that financially bene
44、fits us in the short term or the long term,(both are good)降低对空间的占用可以降低浪费。这可以让我们在短期或长期内均受益：uBenefits can be realized by:通过以下途径实现效益:Eliminating rented space排除租用空间Eliminating the need to build or rent additional space as the need arises当场地需求增大时无需再另建或另租Eliminating costs related to the additional travel
45、time and other costs that arise from the fact that production was spread out当生产扩大,可以排除多余的移动时间以及与此相关的成本。If you were a plant manager,would you always set a goal of square footage reduction?Why or why not?如果你是一个工厂经理，你会经常设置场地面积减少的目标吗？为什么？为什么不？The Hidden Factory43Wrap Up总总 结结uQuestion the reasons for was
46、te提问浪费的原因uFind a way to remove those reasons找出消除浪费原因的方法uKnow that the financial benefits are significant了解经济收益十分巨大uHappy hunting and thanks for being a part of making JCI more competitive感谢大家成为江森一员,为江森添砖加瓦,并乐于为公司发现人才,使公司更具竞争力Questions?提问提问The Hidden Factory45Additional Resources补充材料补充材料uBusiness Simulation offered by the JCI Institute业务模仿由江森自控学院提供uLean Simulation offered by JCMS Team精益制造由江森制造系统团队提供uQuick Changeover Overview offered by the JCMS Team快速切换概述由江森制造系统团队提供uKaizen Overview offered by JCMS TeamKaizen 概述由江森制造系统团队提供