精益价值流程(VSM)培训PPT

|©2007LenovoLenovoConfidential精益价值流程（VSM）简介2007.9|©2007LenovoLenovoConfidentialPage2of44LeanOverviewSHP–August6,2007内容提要•几个主要的概念•价值流程图剖晰（VSM介绍）•本周日程安排|©2007LenovoLenovoConfidentialPage3of44LeanOverviewSHP–August6,2007关键概念价值是由客户定义的,为客户定义的知道,展示并分析你的价值流程图证明在分析你的VSM中你找到了什么是驱动价值识别并消除浪费和没有价值的活动–使用VSM和KAIZEN来消除浪费–同步客户价值和过程–使所有的过程都给客户带来价值追求完美–持续改进并为客户增加价值|©2007LenovoLenovoConfidentialPage4of44LeanOverviewSHP–August6,2007什么是精益生产?通过持续改进措施，识别和消除所有产品和服务中的浪费/非增值型作业的系统方法。最终的目标是实现用最低的成本、最快的速度为客户提供世界级的质量的产品和服务。|©2007LenovoLenovoConfidentialPage5of44LeanOverviewSHP–August6,2007减少浪费=减少LeadTimesCustomerSalesOrderEntryOrderCodingEngineeringOrderCodingMFGDeliverySched-uling|©2007LenovoLenovoConfidentialPage6of44LeanOverviewSHP–August6,2007TaktTime:多长时间我们生产一台电脑?•Takttime是客户需求节拍,或者多长时间我们客户需要一台主机•可提供的工作时间（worktime=WT）•班次=8小时or480分钟–WT=480min=28,800s•客户需求=生产订单=3000台/班•TaktTime=可提供工作时间=28,800s=9.6s/台客户需求3000units•为了达到客户的需求,每9.6S必须有1台主机离开线体|©2007LenovoLenovoConfidentialPage7of44LeanOverviewSHP–August6,2007TAKTTimeMan你达到了客户的期望吗?????|©2007LenovoLenovoConfidentialPage8of44LeanOverviewSHP–August6,2007StandardWork38|©2007LenovoLenovoConfidentialPage9of44LeanOverviewSHP–August6,2007AnatomyofaValueStreamMap:AQuickGuide•ProcessBox–AnyplacealongtheValueStreamwherematerialflows•DataBox–Areatorecorddetailsofanyprocess•WarningTriangle–Triangletorecordthelocationandamountofinventoryintheprocess•PushArrow–Arrowthatindicatesproductionwithoutregardfortheneedsofadownstreamprocess•PullArrow–ArrowthatindicatesproductionofaspecificquantityonlybyadownstreamrequestAC/T=14sC/O=12sUptime=14s2Shifts|©2007LenovoLenovoConfidentialPage10of44LeanOverviewSHP–August6,2007I’MNOTPAYINGFORTHAT!!!Time:VA,NVAandLead•A,B,C,D,E是过程的工位.他们增加了产品的价值VA时间=A+B+C+D+E=55s•所有的警示三角形代表两个工位间的等待时间(waitingtime)他们不增加产品的价值NVA时间=8s•LeadTime指的是产品需要下线的时间LT=VA时间+NVA时间=63s=WorkTime工作时间+Waitingtime等待时间5s10sAB5s15sDEC20sIIII2s2s2s2sVA时间为客户提供他们所需要的产品，增加价值所花费的时间，即客户愿意为此买单的时间|©2007LenovoLenovoConfidentialPage11of44LeanOverviewSHP–August6,2007什么是客户愿意支付的?Non-ValueAdding过程:这些过程花费了时间,资源,空间,但是并没有为产品或服务增加价值ValueAdding过程:该过程提升了最终销售给客户的产品或服务的价值|©2007LenovoLenovoConfidentialPage12of44LeanOverviewSHP–August6,2007LeadTimevs.CycleTimevs.CycleTime•LeadTime–一件产品从开始加工到结束加工所需要的时间.•CycleTime(产品)–通过一个加工过程多长时间制造一件产品.•CycleTime(员工)–员工操作一个动作循环所需要的时间,指每个工位员工操作的节拍10sAB5s15sDEC20sIIII2s2s2s2sLeadTime=63sCycleTime=20sCycleTime=20sCycleTime=20sCycleTime=20sCycleTime=20s1235s|©2007LenovoLenovoConfidentialPage13of44LeanOverviewSHP–August6,2007LeanWorkshop七大浪费等待MaterialsShortagesUn-levelDemandStartupVendorPredictabilitySchedulingConflicts搬运Movementbetweenbuildings/sitesPremiumfreightDistributionNetworkPlantLayout过程ExcessivetestingInstallReconfigurationKerffromDimensionalMaterialsMaterialvariability/overdesign库存BuffersExcessWIP&RIPSupplierinventoriesforlongleadtimeStock动作PoorworkdesignErgonomicDesignTraveltimeTool&Materialaccess缺陷InternalReworkSupplierFinalTestInspection过度加工MaterialShortagesUn-levelDemandBuildtostockEconomicLotSizesBatchingOperations,Overhead,Materials,SuppliersTheEnemyWithin:识别七大浪费|©2007LenovoLenovoConfidentialPage14of44LeanOverviewSHP–August6,2007利润等式市场决定了销售价格！旧公式:成本+利润=销售价格新公式:销售价格–成本=利润|©2007LenovoLenovoConfidentialPage15of44LeanOverviewSHP–August6,2007KaizenKaizen\Ki-zen\是一个持续改善的思想.今天我们做的每一件事都可以改进,Kaizen没有终点.|©2007LenovoLenovoConfidentialPage16of44LeanOverviewSHP–August6,2007Kaizen识别Kaizen机会Kaizen=持续改进•Kaizen触发–在特定的过程暴露改善的需求–问题暴露后需要有KAIZEN的行动改善•KaizenEvent–短期内关注KAIZEN团队为解决问题和减少浪费所带来的努力和可行的措施**看到范例中的改善机会了吗？这里就是我们可以消除浪费的地方.5s10sAB5s15sDEC20sIIII2s12s2s2s|©2007LenovoLenovoConfidentialPage17of44LeanOverviewSHP–August6,2007CycleofImprovementRootCauseStandardize/AdherenceExposeandQuantifyProblemsImplementSolutions|©2007LenovoLenovoConfidentialPage18of44LeanOverviewSHP–August6,2007时间改善KKKKKKKKKSSSS标准化(S)andKaizenKaizen|©2007LenovoLenovoConfidentialPage19of44LeanOverviewSHP–August6,2007Lean游戏LMALIHEATENUANNINUOYFVAAONCPGTLUACRNHITINNGA•2rounds•5-6mineach•2mfglines•6stations•timers•Objectives•VSM•LT•CT•LeaveonwhiteboardforBalancingdiscussion|©2007LenovoLenovoConfidentialPage20of44LeanOverviewSHP–August6,2007标准化作业:走向线体平衡之路BCDEATAKTTime现状BCDEATAKTTimeLeastOperator更好的办法：负载前置BCDEATAKTTime传统解决方案|©2007LenovoLenovoConfidentialPage21of44LeanOverviewSHP–August6,2007减少浪费=减少LeadTimesCustomerSalesOrderEntryOrderCodingEngineeringOrderCodingMFGDeliverySched-uling|©2007LenovoLenovoConfidentialPage22of44LeanOverviewSHP–August6,2007FinalThoughtIfyoualwaysdowhatyou’vealwaysdone,you’llalwaysgetwhatyou’vealwaysgot!-UnknownWiseman|©2007LenovoLenovoConfidentialPage23of44LeanOverviewSHP–August6,2007内容提要•几个主要的概念•价值流程图剖析（VSM介绍）•本周日程安排|©2007LenovoLenovoConfidentialPage24of44LeanOverviewSHP–August6,2007只要有一个品在生产/一个业务在执行它就有一个价值流在流动而且通常每一个大的流都是由很多小的溪流汇流而成的我们要做的是区分和去掉那些不增值的流价值流研究的意义|©2007LenovoLenovoConfidentialPage25of44LeanOverviewSHP–August6,2007价值流图的总时间：TotalLeadTime浪费和没有价值的活动浪费和没有价值的活动增值活动增值活动增值活动浪费和没有价值的活动传统的改善关注现在关注浪费让增值活动变得更快减少50%没有浪费的时间|©2007LenovoLenovoConfidentialPage26of44LeanOverviewSHP–August6,2007•帮助你看到不仅仅是生产的单一制程之过程,而是整个系統的清