Lean Manufacturing WK3精益生产3英文

leanmanufacturingtrainingweek3[]Copyright©FuturisAutomotiveInteriorsAllRightsReserved[2]TPS–TotalProductionManagementVisualManagementStableandStandardizedProcessesLeveledProduction(Heijunka)Just-in-TimeRightpart,rightamount,righttime•Takttime•Continuousflow•Pullsystem•QuickChangeover•IntegratedlogisticsJidoka(In-stationquality)MakeproblemsvisibleAutomaticstops•Andon•Person-machineseparation•Errorproofing•In-station-qualitycontrol•Solverootcauseofproblem(5Why’s)BestQuality–LowestCost–ShortestLeadTime–BestSafety–HighMoraleThroughshorteningtheproductionflowbyeliminatingwasteleanmanufacturingfoundationsPeople&Teamwork*Selection*Rigiddecisionmaking*Commongoals*Cross-trainedWasteReduction*GenchiGenbutsu*Eyesforwaste*5Why’s*ProblemsolvingContinuousImprovementCopyright©FuturisAutomotiveInteriorsAllRightsReserved[3]one-pieceflowalsoknownas“singlepieceflow”idealstatewhereitemsareprocessedandmoveddirectlytothenextprocessonepieceatatimeeachprocessingstepcompletesitsworkjustbeforethenextprocessneedstheitemandthetransferbatchisoneTaktTime:theheartbeatofone-pieceflowCopyright©FuturisAutomotiveInteriorsAllRightsReserved[4]one-pieceflowbenefitsofone-pieceflow:•buildsinquality•createsrealflexibility•createshigherproductivity•freesonfloorspace•improvessafety•improvesmorale•reducescostofinventoryCopyright©FuturisAutomotiveInteriorsAllRightsReserved[5]one–pieceflow“Ifsomeproblemoccursinone-piece-flowmanufacturingthenthewholeproductionlinestops.Inthissenseitisaverybadsystemofmanufacturing.Butwhenproductionstopseveryoneisforcedtosolvetheproblemimmediately.Soteammembershavetothink,andthroughthinkingteammembersgrowandbecomebetterteammembersandpeople.”TeruyukiMinoura,formerPresident,ToyotaMotorManufacturing,NorthAmericaCopyright©FuturisAutomotiveInteriorsAllRightsReserved[6]jidokaStoppingtheprocesstobuildinquality“Amethodtodetectdefectswhentheyoccurandautomaticallystopproductionsoanemployeecanfixtheproblembeforethedefectcontinuesdownstream.”PokeYoke–ErrorProofingCopyright©FuturisAutomotiveInteriorsAllRightsReserved[7]one–pieceflow•redesignworkprocessestoachievehighvalue-added,continuousflow.•strivetocutbacktozerotheamountoftimethatanyworkprojectissittingidleorwaitingforsomeonetoworkonit.•createflowtomovematerialandinformationfastaswellastolinkprocessesandpeopletogethersothatproblemssurfacerightaway.•makeflowevidentthroughoutyourorganizationalculture.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[8]one–pieceflowexample:OperationAsuppliespartstoOperationB,whichsuppliestoOperationCFlowthatisnotdefinedOperationAOperationBOperationCCopyright©FuturisAutomotiveInteriorsAllRightsReserved[9]one–pieceflowprimarycausesofdeviationare:•imbalancedworkcycles–typicallypersonwithextratimewilldeviate•intermittentworkstoppagesduetolackofpartsortoperformadditionaltasks•intermittentworkdelaysduetostruggleswithmachinesorfixturesoroverlydifficultorcomplextasks•miscellaneousissuessuchas“buildingahead”to“buytime”forchangeover,anoperatorleavingthelineforsomereason,ortostaggerbreaksetcCopyright©FuturisAutomotiveInteriorsAllRightsReserved[10]one-pieceflowNotfollowingtherules!!!Copyright©FuturisAutomotiveInteriorsAllRightsReserved[11]one–pieceflowestablishingone–pieceflow•defineanddedicatethespaceforonepiece–spaceoutlinedwithtapeorpainttoshowonlyonepieceispermittedandasigntofurtherclarifythis•spacetobephysicallylimited(controlled)byallowingenoughroomforasinglepieceSinglepieceflowwithvisuallydefinedagreementOperationAOperationBOperationC1PC1PCCopyright©FuturisAutomotiveInteriorsAllRightsReserved[12]levelingHeijunkaisthelevelingofproductionbybothvolumeandproductmix.benefits:•flexibilitytomakewhatthecustomerwantswhentheywantit.•reducedriskofunsoldgoods.•balanceduseoflaborandmachines.•smootheddemandonupstreamprocessesandtheplant’ssuppliers.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[13]levelingIngeneral,whenyoutrytoapplytheTPS,thefirstthingyouhavetodoistoevenoutorleveltheproduction.Oncetheproductionlevelismoreorlessthesameorconstantforamonth,youwillbeabletoapplypullsystemsandbalancetheassemblyline.Butifproductionlevels-theoutput-variesfromdaytoday,thereisnosenseintryingtoapplyothersystems,becauseyousimplycannotestablishstandardizedworkundersuchcircumstances”FujioCho,President,ToyotaMotorCorporationCopyright©FuturisAutomotiveInteriorsAllRightsReserved[14]levelinglevelingbyvolumecasestudy:demandvariesbetween800and1200unitsmanufactureatlongtermaverageandcarryinventorytoensurestabilityoftheproductionprocessinthiscaseproductionwouldbe1000unitswithminimumof200inventorytomeetweeklytargetsbenefits:reduceprocessinventoriesandsimplifyprocesseswhichreducescostsCopyright©FuturisAutomotiveInteriorsAllRightsReserved[15]levelinglevelingbyproductreducethetimeandcostofchangeoverssothatsmallerandsmallerbatchesarenotprohibitiveandlostproductiontimeandqualitycostsarenotsignificantSMEDhighrunners–predictabledemandlowrunners–highvalueunpredictabledemandCopyright©FuturisAutomotiveInteriorsAllRightsReserved[16]leveling•provideyourdownlinecustomersintheproductionprocesswit