VSMChinese-价值流程图绘制方法.

Introduction介绍“Wheneverthereisaproductforacustomer,thereisavaluestream.只要有客户产品的地方，就会有价值流程.Thechallengeliesinseeingit挑战就在于发现它.IntroductiontoLeanWhatisLean?CustomerOrderReceiptofcashfromcustomerNonValueAddedActivities.(WasteReduction)TimelineReductionMuda“Amanufacturingphilosophythatshortensthetimelinebetweenthecustomerorderandtheshipmentbyeliminationofwaste(non-value-addingactivities).”50%45%5%The7Wastes•T=Transport•I=Inventory•M=Motion•W=Waiting•O=Overproduction•O=Overprocessing•D=DefectsWhatisaValueStream?价值流程是什么?IIDiecasting压铸Plating装配Assembly装配•Alloftheactions(bothvalueaddedandnon-valueadded)requiredtobringaproduct(productfamily)throughfromrawmaterialstothecustomer•价值流程是指一件产品(一类产品)从原材料到成品所需要的所有活动(包括增值和非增值)•LooksattheProductFlowandInformationFlow•观察产品流和信息流•CurrentStateandFutureStatesaredeveloped•观察目前现状并制定未来的改善目标•Usedtoidentifykeyareasforkaizenopportunities•用于识别改善的重点WhyDoValueStreamMapping?为什么要绘制价值流程图?•Ithelpsustovisualizetheproductflowandunderstandtheinformationflow•有助于我们看到产品流和了解信息流•Ithelpsustoseewaste•有助于我们发现浪费•ItformsthebasisoftheformationofaLeanproductionsystem•价值流程图是精益生产体系培训的基础•Itallowseveryonetogainacommonunderstandingofthecurrentstateandthefuturevision•有助于每个人了解现状和未来愿景StepsforValueStreamMapping价值流程图的绘制步骤1.Selectaproductfamily选择一种产品类型2.Createacurrentstatemap绘制现状图3.Createafuturestatemap绘制未来愿景图4.Developanactionplanforimplementation制定出实施的行动计划Definitionof“ProductFamily”:一类产品的定义•Groupofproductsthatpassthroughsimilarprocessingsteps/commonequipmentindownstreamprocesses采用相同或相近工艺设备进行加工的产品Tools:工具•PartQuantity/ProcessRouteAnalysis(PQPR)部件数量/工艺路线分析•Informationtorecord:记录信息•ProductFamilyName&Description种产品类型的名称和描述•NumberofProductswithinFamily一类产品里产品的数量•DemandforeachProduct：Quantity&Frequency每个产品的需求：数量&频率Step1:SelectaProductFamily第一步:选择一种产品类型Step1:SelectaProductFamily第一步:选择一类产品PROCESSNAME工艺名称Part#零件号DemandQuantity需求量%ofTotal总量百分比CNCMillCNC铣床CenterLathe车床Grind磨床Roll滚压Clean清洗GearTeethCutting齿轮齿切割Assembly装配Packaging包装1OBR-026420352OBR-030288243OBR-0082762343201478475330033484633000324273300302428320148121932008712110OBR-004121TOTAL1,200100PartQuantity/ProcessRouteAnalysis(PQPR)部件数量/工艺路线分析(PQPR)Step2:CreatetheCurrentStateMap第二步:绘制出现状图Recommendations:建议•Begin“WithinPlant”从工厂内部开始•Useactual,observeddata.使用真实的、观察得到的数据•Beginatendpoint&proceedinreverseflow.从终点开始并以与生产流程方向相反的顺序进行•Walktheentireprocessfirstbeforerecordingdata.在记录数据之前，先走一遍整个工艺流程•Everyoneontheteamshouldcreatetheirownmap.小组中的每一个人应绘制出自己的流程图•Usetimeunitsof“seconds”时间以秒为单位•Usepencilandpaper.用笔和纸代表性数据收集及计算•DropOffRate(DOR)有效作业时间•ChangeoverTime(C/O)转换时间•Availability(Uptime)可用性(运行时间)•ProductionBatchSize一批生产的数量•NumberofOperators操作者数量•PackSize一个包装里的数量•AvailableWorkingTime-#shifts&time可用的工作时间-多少班以及时间•ScrapRate废品率•ProductVariations(i.e.L,R)产品的变化种类(就是:左,右)Rusty’sWrenchFactoryRusty扳手工厂CaseStudy案例分析“Rusty’sWrenchFactory”–DataSet“Rusty扳手工厂”--数据设定BACKGROUND背景Rusty’sWrenchFactoryproducesseveraltypesofwrenchesandisthesolesuppliertoGiantToolSupply,thenation’slargestsupplieroftoolstotheindustrialcommunity.RustyproducesmetricandSAEsizesofopen-endwrenches.Rusty扳手工厂生产几种类型的扳手,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,Rusty生产公制和SAE尺寸的开口扳手.CUSTOMERREQUIREMENTS客户需求:•3,200Setspermonth:2,200SAE/1,000metric.3,200套每月,其中2,200套SAE尺寸和1,000套公制.•Customeroperatesononeshift.客户的工作是一班制.•Wrenchesarepackedinsetsof25.扳手的包装一件是25套.•Thecustomerordersbysets.客户按套下单.•Rusty’sWrenchprovidesadailyshipmentbytruckloadtoGiant.扳手厂每天用卡车交货WORKTIME工作时间•20daysinamonth.一个月工作20天.•Twoshiftoperationinalldepartments.所有部门都按两班制工作•Eight(8)hourshifts.每班工作8小时.•Two10-minutebreaksduringeachshift.每一班休息两个10分钟．•10minuteclean-upallowedeachshift.每一班允许抽10分钟进行清洁.•Unpaidlunch.自费午餐.“Rusty’sWrenchFactory”–DataSet“Rusty扳手工厂”--数据设定PRODUCTIONPROCESSES生产工艺•Rusty’sprocessbeginswithhotforging(dropforge)awrench,followedbymachining,polishing,plating,andpackingintosets.ThesetsarethenstagedandshippedtoGiantToolSupplyonadailybasis.Rusty的工艺是先热锻出扳手,接着机加工,抛光,电镀,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司.•ChangingoverbetweenSAEandMetricrequires1hourchangeoverinForging,and20minutesinMachining.SAE和公制的转换在热锻处需要1小时,机加工处需要20分钟.•SteelbarstockissuppliedbyLeanSteelCompany,deliveringtwiceaweekonMondayandThursday.钢棒料由精益钢材公司提供,周一和周四每周两次交货.RUSTY’SPRODUCTIONCONTROLDEPARTMENT:RUSTY生产控制部门•ReceivesGiant’s90/60/30dayforecastandentersintoMRP.收到巨人90/60/30天的订单预测并输入MRP.•Issuesan8weekforecasttoLeanSteelviaMRP.通MRP发出一个8周的预测订单给精益钢材公司.•ReleasesforcutbarstockviaweeklyfaxedorderstoLeanSteel.每周传真棒料切断的订单给精益钢材公司.•ReceivesdailyfirmorderfromGiantToolSupply.每天收到巨人公司确定的订单.•GeneratesweeklyMRP-basedbuildschedulestoallmanufacturingdepartments.每周建立以MRP为基础的生产计划发放给所有生产部门.•IssuesdailyshippingscheduletoShippingDepartment.发放每日出货计划给出货部门“Rusty’sWrenchFactory”–DataSet“Rusty扳手工厂”--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)RemovessetsfromPackandstagesfordailytruckshipmenttothecustomer.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%