59价值流程图

LeanGreenBeltTrainingDefineControlImproveAnalyzeMeasureLGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryValueStreamMapping价值流图精益生产绿带培训Improve改进Control控制Analyze分析Measure测量Define定义1LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryModuleObjectives课程目标Throughcompletionofthismodule,theparticipantwill通过完成这个课程，学员将•learntodefineavaluestream学习定义一个价值流•developalineofsighttoidentifywaste形成识别浪费的眼光•learnhowtodeterminethescopeofVSMtoolapplication学习如何决定价值流图的具应用范围•knowhowtoutilisetheVSMtool了解如何使用价值流图2LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietary•Asequenceofstepsthatmustbeperformedinthepropersequencetocreatevalueforacustomer.可以根据适当顺序执行的，为客户创造价值的步骤。•Thecompletevaluestreamincludesstepsrequiredtorecognizedemandandplan(information)andtoprocess(execute).完整的价值流包括识别需求和计划（信息）以及处理（执行）所需要的步骤•Thevaluestreamincludesallstepsthatarevalue-addedandnonvalue-added价值流包括所有增值和非增值步骤。•Ifthereisaproductoraprocessforacustomer,thereisavaluestream.有为客户生产的产品或流程，就有价值流。Manyofourvaluestreamshavelead-timeswhicharecomprisedofmorethan90%non-valueaddedtime.我们许多价值流的时间都包括了超过90％的非增值时间。DefiningAValueStream确定一个价值流3LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryCustomerValue客户价值INFORMATIONFLOW信息流MATERIALFLOW物流OrderEntry订单输入SupplyMgmt供应管理ProductionPlanning生产计划SubAssyMfg..分装生产Assembly总装Finance财务Market&Sales市场和销售Information信息Theobjectiveistoidentifysourcesofwasteatkeybusinessleveragepoints.目的是找出关键业务利用点的浪费根源。Inturn,thisidentifieskeyprojecttargets.通常，这也可以找出关键项目的目标。ValueStreamThinking价值流思路4LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryExtendedValueStream延伸的价值流MultipleFacilities:IncludesSuppliers&Customers)（多个工厂：包括供应商和客户）ProcessLevel流程层FacilityLevel工厂层(doortodoor)（门到门）VSM’scanbeusedonanyprocess价值流可以用于任何流程ValueStreamLevels价值流层次5LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryWhyValueStreamMap?为什么要价值流图？•Ithelpsyouvisualizemorethanjusttheprocesslevel.它将帮助你们更直观地了解超越流程层面的内涵。•Allowsyoutoseethesourcesofwaste.使你们发现浪费的根源。•Helpstargetimprovementprojectsontherightopportunitiesthatwillmakearealdifferencetoperformanceandflow.帮助找出真正影响执行和流动的改进项目的适当机会。•ie.Projectsthatarenotlinkedtoacommonstrategy即：与一般战略不相关的项目•Showslinkage-orlackthereof-betweentheflowofinformationandtheflowofmaterial.显示信息流和材料流之间的联系性－或缺乏联系性VSMhelpscreateacommonunderstandingofrealityandtheimprovementpossibilities.价值流描绘将体现共识并形成改进的可能性。6LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietary1.Perform“CurrentState”extendedVSM执行“现有状态”延伸价值流图2.Developsite-specificVSM开发针对场所的价值流图3.Performa“FutureState”extendedVSM执行“未来状态”的延伸价值流图4.Developthe“IdealState”extendedVSM形成“理想状态”延伸价值流图TypicalVSMStrategy典型的价值流战略7LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryTheCurrentState,ExtendedValueStreamMap现有状态及延伸价值流图8LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietary•CreatetheTeam创建团队•Teamleaderfromthemostdownstreamsite来自最下游场所的团队领导•Cross-functional:mustshareownership跨职能部门：必须共同拥有•Keeptheteammanageable(oneperfirm)保持团队的可管理性（每公司派一名）TheExtendedStateValueStreamTeam延伸状态价值流团队9LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryTheMappingTeamLeaderRole团队领导的作用•TheTeamLeadershould…团队领导应…•Formateamofallfunctionsinthebusinesstouchingtheprocess组织包括所有相关人员的团队•Organizeawalktogetherto“learntosee”.组织“学习观察”。•Identifyandcharacterizeallthesteps.识别和特征化所有步骤。•Envisiona“futurestate”thatisvoidofasmuchwasteascanbeaccomplishedwithintheapplicableandappropriatetimehorizon.预见一个在适用和适当时间内尽量没有浪费的“未来状态”。•ImplementandhelpsustaintheFutureState.执行和帮助维持未来状态。•StartthecycleagaininsearchofthenextFutureState.再次开始这个循环，寻找下一个未来状态。10LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietary•Definethearea/sofanalysis确定分析区域•ConsidertheProduct/processalignments考虑产品/流程的匹配•Groupofproducts/processesthatflowthroughsimilarsteps.将类似步骤的产品/流程分组•Products/processesthatutilizesimilarequipmentinthedownstreamprocess.在下游流程中使用类似设备的产品/流程•Thisenableefficientanalysisoftheactivityoftheproduct这使我们能有效地分析产品活动DeterminetheVSMScope决定价值流图范围11LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietary•Defineproduct/processfamilyleadtime:确定产品/流程系列的周期：•Forproducts,obtainBillofMaterial(BOM)forleadtimes针对产品，获得原料单的周期时间。•Forprocesses,determineplanned/expectedleadtimes针对流程，决定计划/期望的时间期•anddependencies以及依赖性•Analyzefor“coldstart”leadtimesandcost分析“冷启动”的周期和成本•Iftherearemultiplecriticalpaths,startwiththelongest如果有多个关键路径，从最长的关键路径开始TheVSMScope价值流图范围12LGB1-03-0405VSM.ppt©2004HoneywellInternational,Inc.ConfidentialandProprietaryFinalProcessMachinedHousingCoreAssembly1Screws6CoverAssy1Label1CableAssembly1PCBAssembly1CastingStatorAssyMagnetwireMachinedCoreSteelBarstockMachinedRotorSteelBarstockMachinedCoverAlumSheetStockWire,blue(22awg)Connector35days170days5days12days20days20days10days20days20days25days10days12days20days10days10days20days40days60daysBillOfMaterialElectricMotorAssembly(76-4338/A)10daysElectricMotorLeadTime0501001502