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1、Lean/DMS OverviewLean Exercise精益练习Exercise:By table/group e up with your definition of 揕ean练习：练习：按课桌/小组给出您对“精益的定义What is Lean?什么是精益？What is Lean?什么是精益？Lean 精益lean adj.精益：形容词1 a:lacking or deficient in flesh.b:containing little or no fat a:无肉或少肉 b:少脂肪或无脂肪2:lacking richness 不富裕 3:deficient in an essen
2、tial or important quality or ingredient 在必要性、重要 性、质量或成分方面稀缺4:charac-terized by economy of style or expression 文体或措辞简练 syn.thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lank 同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、瘦长的ant.fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,soft 反义词：肥胖的、多肉的、过重
3、的、不结实的、过分肥胖的、饱满的、粗短的、肥大的、软的Lean 精益What is Lean?-Womack什么是精益1.Define value precisely from the perspective of the end customer从最终用户的角度准确地定义价值2.Identify the entire value stream for each product or product family and eliminate waste确定每一种产品或产品系列的整个价值流，消除浪费 3.Make the remaining value creating steps flow理顺
4、创造价值的步骤4.Design and provide what the customer wants only when the customer wants it只在客户需要时设计和提供他们所需的东西5.Pursue perfection 追求完美Lean 精益At Delphi,Lean is.A business strategy for maximizing profit by energizing people to respond to customer demand in the shortest possible time by eliminating waste in ev
5、erything we do.在德尔福公司，精益表示一种经营战略，它鼓励人们在所做的任何事情中消除浪费，在尽可能短的时间内对客户需求作出反响，从而使利润最大化。Mass Production vs.Lean Manufacturing Mass Production vs.Lean Manufacturing With Lean Production You Can Get:7 of 3090%Reduction in Production Time90%Reduction in Inventories50%Reduction in Errors Reaching Customers50%Re
6、duction in Scrap50%Reduction in Job Related InjuriesThe amount of human effort,time,space,tools,and inventories needed to design and provide a given service or good can typically be cut in half very quickly,and steady progress can be maintained from this point onward to cut inputs in half again with
7、in a few years.Lean Thinking,Womack&JonesWhat is DMS?What is DMS?什么是德尔福制造系统什么是德尔福制造系统什么是德尔福制造系统什么是德尔福制造系统Change in ManufacturingChange in Manufacturing制造业的演化制造业的演化制造业的演化制造业的演化Henry Ford 亨利亨利福特福特Assembly line mass production 装配线大批量生产 Produce in high volume with low variety 生产数量多、品种少Single skill 单一技术T
8、oyota Production System TPS 丰田公司制造系统丰田公司制造系统Just-In-Time?Production produce only what is needed“准时生产制只生产所需要的Pull System 拉动系统Produce enough volume to meet customers?needs 生产足够的数量以满足客户的需要High variety to meet customers wants 多品种以满足客户的要求 MON Manufacturing System to Delphi DivisionsVision and Operating P
9、rinciplesSix Interdependent ElementsThe six interdependent elements provide the basic framework of the manufacturing system.They are the focus of our activities:Developing profound knowledge,planning and implementation,and continuous improvement.u德尔福各分部共同的制造系统u前景展望和运行原则u六个相互依存的要素六个相互依存的要素构成了该制造系统的基本
10、结构。它 们是我们活动的中心：拓展丰富的知识、规划和实施以 及不断改进。What is DMS?What is DMS?什么是德尔福制造系统什么是德尔福制造系统什么是德尔福制造系统什么是德尔福制造系统Transform&Continuously improve our operations to a Quality Network based,globally dominant manufacturer转变并持续地改进我们的业务从而使其成为基于质量网络的在全球处于主导地位的制造厂商。Reduce Total Manufacturing Costs降低总的制造成本Reduce Customer
11、Response Time 减少对客户的反响时间Reduce Inventory 减少库存Reduce Non-Value Added Activities 减少非增值活动Increase Productivity 提高生产效率Improve Quality 提高质量Reduce Structural Costs 降低结构成本Engage the work force in the process 让员工参与这一过程DMS ObjectivesDMS Objectives 德尔福制造系统目标德尔福制造系统目标德尔福制造系统目标德尔福制造系统目标Operating PrinciplesOpera
12、ting Principles运行原则运行原则运行原则运行原则Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础确定制造系统的主要基础Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务Aggressively improve Customer response time.积极缩短对客户的反响时间Implement Quality at the Source.从源头处保证质量Create
13、a Learning,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 petitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求Relentlessly pursue the Elimination of Waste.不懈努力，消除浪费不懈努力，消除浪费Establish process measurements that contribute to Business Goals.建立有助于实现业务目标
14、的过程衡量指标建立有助于实现业务目标的过程衡量指标Drive the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的 员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化
15、制造系统通过均衡地实施六个相互依存的要素来优化制造系统CorrectionOverproductionMaterial Movement/conveyanceMotionWaitingInventoryProcessing7 Types of Wastes7 Types of Wastes 7 7种类型的浪费种类型的浪费种类型的浪费种类型的浪费改正改正过度生产过度生产物料的移动和运输物料的移动和运输动作动作等候等候库存库存加工过程的浪费加工过程的浪费Definition:uProducing MoreThan NeededuProducing Faster Than NeededWaste o
16、f OverproductionWaste of Overproduction 过度生产的浪费过度生产的浪费过度生产的浪费过度生产的浪费定义定义:生产超过了需求生产超过了需求生产快过了需求生产快过了需求Characteristics 特点特点:Inventory Stockpiles 库存积压库存积压Extra Equipment 额外的设备额外的设备 Extra Storage Racks 额外的仓储架额外的仓储架Extra Manpower 额外的人力额外的人力Additional Floor Space 更多的工作场地更多的工作场地Causes 原因原因:Incapable Proces
17、ses 过程能力低下过程能力低下Lack of munication 缺乏交流缺乏交流Long Tool Changes 工具更换周期长工具更换周期长Low Uptimes 方案工时利用率低方案工时利用率低 Lack of Stable/Consistent Schedules 缺乏稳定缺乏稳定/连贯的方案安排连贯的方案安排Waste of OverproductionWaste of Overproduction 过度生产的浪费过度生产的浪费过度生产的浪费过度生产的浪费Definition:Rework of a Productor Service to Meet Customer Requ
18、irementsWaste of CorrectionWaste of Correction 改正的浪费改正的浪费改正的浪费改正的浪费定义定义:为满足客户的要为满足客户的要求，对产品或效求，对产品或效劳进行的返工。劳进行的返工。Characteristics 特点特点:Extra Time Required by Workforce to Inspect/Rework/Repair 工工人需要额外的时间来检查人需要额外的时间来检查/返工返工/修理修理Missed Shipments/Deliveries 错过了装运错过了装运/交货时间交货时间Organization Be es Reactiv
19、e Fire Fighting,Expediting Vs.Prevention Orientation 使组织变得被动使组织变得被动 疲于疲于“救火，而不是采取各种预防措施救火，而不是采取各种预防措施Causes 原因原因:Incapable Processes 过过程能力低下程能力低下Operator Control Error 操作者控制失误操作者控制失误Insufficient Training 缺少缺少足够的培训足够的培训Waste of CorrectionWaste of Correction 改正的浪费改正的浪费改正的浪费改正的浪费Definition:Any movement
20、 of material that does not directly support a lean system.Waste of Material Movement/ConveyanceWaste of Material Movement/Conveyance材料移动材料移动材料移动材料移动/传送的浪费传送的浪费传送的浪费传送的浪费定义定义:任何不直接支持任何不直接支持一个精益系统一个精益系统的材料移动。的材料移动。Characteristics 特点特点:Extra Fork Trucks 额外的叉车额外的叉车Multiple Storage Locations 多处储存地点多处储存地点
21、Extra Facility Space 额外的设施空间额外的设施空间Incorrect Inventory Counts 不正确的存货清点不正确的存货清点Opportunity for Damage/Floor Loss 存在损存在损坏坏/丧失物品可能丧失物品可能Causes 原因原因:Unleveled Schedules 方案安排不平衡方案安排不平衡Long Change Over Times 更换品种时间长更换品种时间长Lack of Work Place Organization 工作场工作场地缺乏组织地缺乏组织Improper Facility Layout 设备布局不当设备布局不
22、当 Larger Buffer and Banks 缓冲库存区过大缓冲库存区过大Waste of Material Movement/ConveyanceWaste of Material Movement/Conveyance材料移动材料移动材料移动材料移动/传送的浪费传送的浪费传送的浪费传送的浪费Definition 定义定义:Any movement of people or machines which does not contribute value to the product or service.任何对生产和效劳没有带来价值的人员或机器的运动。任何对生产和效劳没有带来价值的人
23、员或机器的运动。Waste of Motion Waste of Motion 动作的浪费动作的浪费动作的浪费动作的浪费Characteristics 特点特点:uLooking for Tools 寻找工具寻找工具uExcessive Reaching/Bending 过度伸展过度伸展/弯腰弯腰uMachines/Material Too Far Apart Walk Time 机器机器/材料距离过远步行的时间材料距离过远步行的时间uShuttle Conveyors Between Equipment to Carry Parts 零件在设备间传送带上的来回传送零件在设备间传送带上的来回传
24、送uExtra 揃揃usy?Movements While Waiting 等候期间的额外等候期间的额外“忙乱忙乱 动作动作Causes 原因原因:Equipment,Office&Plant Layout 设备、办公室和工厂的布局不当设备、办公室和工厂的布局不当Lack of Work Place Organization 工作场地缺乏组织工作场地缺乏组织Poor Person/Machine Effectiveness 人员人员/机器效率不高机器效率不高Poor Ergonomic Design 人机工程方面的设计不好人机工程方面的设计不好Inconsistent Work Methods
25、 不一致的工作方法不一致的工作方法Large Batch Sizes 加工批量过大加工批量过大Waste of Motion Waste of Motion 动作的浪费动作的浪费动作的浪费动作的浪费Definition:Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized.Waste of Waiting Waste of Waiting 等候的浪费等候的浪费等候的浪费等候的浪费定义定义:当两个相关的变量当两个相关的变量 不完全同步时产不完全同步时产生生的停顿时间。的停顿时间。Cha
26、racteristics 特点特点:uPerson Waiting for Machine 人员等候机器人员等候机器uMachine Waiting for the Person 机器等候人员机器等候人员uOne Person Waiting for Another Person 一个人等候另一个人一个人等候另一个人uUnbalanced Operations Work 不平衡的操作工作不平衡的操作工作uUnplanned Equipment Downtime 方案外停机方案外停机Causes 原因原因:Inconsistent Work Methods 不一致的工作方不一致的工作方法法Lon
27、g Machine Change Over Times 机器设置机器设置时间长时间长Poor Man/Machine Effectiveness 人员人员/机器机器效率不高效率不高Lack of Proper Machines 缺乏适宜的机器缺乏适宜的机器Lack of Equipment Resources 缺乏设备资源缺乏设备资源Waste of Waiting Waste of Waiting 等候的浪费等候的浪费等候的浪费等候的浪费Definition:Any supply in excess of process requirements necessary to produce g
28、oods.Waste of Inventory Waste of Inventory 库存的浪费库存的浪费库存的浪费库存的浪费定义定义:任何超过生产产品任何超过生产产品过程所需要的供给。过程所需要的供给。Characteristics 特点特点:uExtra Space on Receiving Dock 在进货仓库中占据额外的空间在进货仓库中占据额外的空间uStagnated Material Flow 物流停滞物流停滞uMassive Rework Campaigns When Problems Surface 当出现问题时，不得当出现问题时，不得不进行大规模的返工不进行大规模的返工uRe
29、quires Additional Material Handling Resources People,Equipment,Racks,Storage,Space/Systems 要求更多的材料处理资源人力、设要求更多的材料处理资源人力、设备、货架、仓库、空间备、货架、仓库、空间/系统系统uSlow Response to Changes in Customer Demands 对客户要求的改变反响对客户要求的改变反响缓慢缓慢Causes 原因原因:Incapable Processes 过程能力低下过程能力低下Long Change Over Times 更换品种时间长更换品种时间长Man
30、agement Decisions 管理决策不当管理决策不当Local Optimization 局部最优化局部最优化Inaccurate Forecasting Systems 不准确的预不准确的预测系统测系统Waste of Inventory Waste of Inventory 库存的浪费库存的浪费库存的浪费库存的浪费DEFINITION:Effort which adds no value to a product or service.Enhancements which are transparent to the customers,or work which could be
31、 bined with another process.Waste of Processing Waste of Processing 加工过程的浪费加工过程的浪费加工过程的浪费加工过程的浪费定义定义:对产品或效劳附加的无效的对产品或效劳附加的无效的工作，或可以结工作，或可以结合在另一过程的工作。合在另一过程的工作。Characteristics 特点特点:Process Bottlenecks 工作过程出现瓶颈工作过程出现瓶颈Lack of Boundary Samples or Clear Customer Specifications 缺乏边界样品或明晰的客户规格要求缺乏边界样品或明晰的
32、客户规格要求Endless Refinement 没完没了的修饰没完没了的修饰Redundant Approvals 过多的批准程序过多的批准程序Extra Copies/Excessive Information 额外的复印件额外的复印件/过多的信息过多的信息Causes 原因原因:uEngineering Changes Without Process Changes 工艺过程没工艺过程没有随着工程的更改而改变有随着工程的更改而改变uNew Technology Used in Other Processes 在其他工艺过程中在其他工艺过程中使用了新技术使用了新技术uDecision Ma
33、king at Inappropriate Levels 在不适当的层次上在不适当的层次上制定的决策制定的决策uIneffective Policies and Procedures 无效的政策和程序无效的政策和程序uLack of Customer Input Concerning Requirements 对客户的对客户的有关要求缺乏了解有关要求缺乏了解Waste of Processing Waste of Processing 加工过程的浪费加工过程的浪费加工过程的浪费加工过程的浪费Game:Find the WasteOperating PrinciplesOperating Pri
34、nciples运行原则运行原则运行原则运行原则Establish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标 Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response time.积极缩短对客户的反响时间 Implement Quality at the Source.从源头处保证质量 Create
35、 a Learning,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 petitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste.不懈努力，消除浪费Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础确定制造系统的主要基础Drive
36、 the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的 员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统uLean Metrics Uptime Maint
37、enance MERV Scrap%Rework%Capacity Utilization Internal Productivity Manufacturing Expense Total Production Cycle Time Inventory Turns uQuality and Safety Metrics RRPPM Recordable Accident Rate Lost Work Day Case Rate Key Metrics Key Metrics 30 of 304/18/2023Operating PrinciplesOperating Principles运行
38、原则运行原则运行原则运行原则Establish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标 Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response time.积极缩短对客户的反响时间 Implement Quality at the Source.从源头处保证质量 Create a Learni
39、ng,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 petitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste.不懈努力，消除浪费Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础确定制造系统的主要基础Drive the Tran
40、sformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的 员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统Interdependent ElementsInterdepende
41、nt Elements 相互依存的要素相互依存的要素相互依存的要素相互依存的要素Employee Environment&Involvement员工环境于参与员工环境于参与Business ObjectivesScrapJan.Apr.Jul.Dec.UptimeGoalOn Time DeliveryGoalGoalEmployee Information CenterJan.Apr.Jul.Dec.Jan.Apr.Jul.Dec.Our improvement team抯 efforts havehelped us meetour goals.Workplace Organization工
42、作场地组织工作场地组织PULLCARDSTRASHTOWELSGLOVESTOOLSFlow Manufacturing 流动制造流动制造CoatingMachiningWeldingPressingOur integrated line isbalanced to meetcustomer demand.Our people are flexible,and WIP is down dueto single piece flow.Now that we do quickchangeovers,we canrun every part every day.Quality 质量质量Error P
43、roofingTwo-point InspectionCONTROLWARNINGJigThe light goeson if themachine fails.jammingpinThe part won抰go on unlessit抯 oriented properlyI checked it,but let me knowif there are anyproblems.I抣l check it outbefore I do thenext operation.Material Movement 物料流动物料流动Make what we need when we need itPull
44、SystemKITADDRESS0017-0010-002ROperational Availability操作可用性操作可用性If I do need help,the white light meansI need more material.This machine runsgreat now that we抮抮edoing preventativemaintenance!MACHINE P.M.SCHEDULECHANGE AIR FILTERCHANGE LIGHT BULBSCHANGE BELTCHANGE COOLANTCHANGE OIL FILTERCLEAN OUT SU
45、MPADJUST TENSIONTIGHTEN GIBBSINSPECT WAYSMOTOR SIGNATURE1 2 3 4 5 6 7 8 LIGHT CODESGREEN-RUNNINGAMBER-SUPPORTRED-MACHINE DOWNWHITE-NEED STOCKBLUE-MAINTENANCE.ACTUAL.657.GOAL.700.ANDON BOARDLOCKOUTRULES Flow ManufacturingWorkplace OrganizationVisual ControlsMaterial MovementQualitySystemsEmployeeEnvironmentand InvolvementOperationalAvailability$Savings Available$The GoalEnables FlowThe Foundationfor FlowInterdependent ElementsInterdependent Elements 相互依存的要素相互依存的要素相互依存的要素相互依存的要素可实现的节约可实现的节约目标目标实施流动实施流动流动的流动的基础基础流动制造流动制造工作场地组织工作场地组织直观控制直观控制 物料流动物料流动质量系统质量系统员工环境和参与员工环境和参与操作可用性操作可用性