41价值流图培训

1价值流程图介绍ValueStreamMappingIntroduction2ContentOutline内容大纲1、DefinitionofValueStream价值流程图定义2、Recognizevaluestreammapping初步认识价值流程图3、Thesignificanceofvaluestreammapping绘制价值流程图的意义4、DrawCurrentStateVSM绘制价值流程图5、DrawFutureStatusVSM绘制未来价值流程图3DefinitionofValueStream价值流定义AllactivitiesbothValueAddedandNon-ValueAddedrequiredtobringproductfromrawmaterialtothecustomer产品从原材料到客户的所有活动,要求增值和无增值的。1.4价值流的定义DefinitionofValueStreamDesign/ConfigurationSuppliersContractLogisticCentresLogisticsCustomerSub-systemIntegratorsCustomerRequirementsAValueStreamincludesallelements(bothvalueaddedandnon-valueadded)thatoccurtoagivenproductfromitsinceptionthroughdeliverytothecustomer.一个既定产品从起初（原材料）到目标顾客这个过程中经过的生产流程所需的所有要素(包括增值和不增值的行动).5价值流程图VALUESTREAMMAPPING直观表示Visualrepresentationof:1.物料流Materialflow(Productsfromrawmaterialstothecustomerhandsthehandsoftheproductionflow)从原材料到产品交到顾客手中的生产流2.信息流Informationflow(Fromconcepttoproductionflowofinformation)从概念到投产的信息流YOURPLANTORCOMPANYSUPPLIERSCUSTOMERTOENDUSERTOTALVALUESTREAMWherearetheproductsfortheirclients,wherethevaluestream!哪里有为顾客提供的产品,哪里就有价值流！Avaluestreamisalltheactionsrequiredtobringaproductthroughthemainflowsessentialtoeveryproduct价值流是指一个产品通过其主要必经流程的过程中所需产生的所有活动!6LEADTIME=51.2dProcessingtime=0.5dITAKTTime=92minOnceperweekWeeklyorderWeeklyorderForecastWeeklyscheduleDailyscheduleQuarterlyForecastDailyshipmentscheduleProductioncontrolMRPSellingcompany/Field5units/dayItruckperdayEurosteel200kmsQuotedLeadtime=14daysII12daysI10unitsI10unitI20unitI15unitI40unitsI20unitsShearPunchBendPaintAssemblyStation1AssemblyStation2ConsolidateAndShipC/T=1minC/O=10minUPTIME=100%C/T=5minC/O=20minUPTIME=90%C/T=1minC/O=30minUPTIME=100%C/T=3minC/O=45minWalkingdistance/operator=80ftC/T=30minC/O=10minWalkingdistance/operator=27MC/T=50minC/O=10minWalkingdistance/operator=25MC/T=70minC/O=10minM/CUptime=60%80units12d1m2d2d4d3d8d4d16d5m3m30m100m70m0.2d1mReduceSetup当前情况价值流CurrentStateVSMReduceSetupReduceSetup2.Recognizevaluestreammapping初步认识价值流程图7价值流当前图价值流程图是对整个生产过程的一个可视化的展示ValueStreammappingofthewholeproductionprocessofaVisualizeddisplay:9■EnablesyoutoSee能使你看到:1.Waste清楚的看出制造过程中出现的浪费2.Systemview使我们更直观的认识整个生产流程3.Operatingphilosophy清楚的描述了生产流程之间的关系4.Customer’sperspective可以了解客户的一个需求信息5.Roadmapforchange给我们提供了改善的方向价值流程图的意义Thesignificanceofvaluestreammapping3.12应用价值流程图USINGVALUESTREAMMAPPINGCurrentStateMapFutureStateMapProductFamilyDefinition14价值流程图的价值True“Value”ofVSM1.MaptheCurrentState绘制当前图3.MaptheFutureState绘制未来状况Tues.&Fri.PC&LMRPMSS#times/daySteelSupplierSteelPin#pcs#daysorshiftsIIIIStampingDowntimeChangeoverTime=4hr2ShiftsTAKT=2PressesCycleTime=ChangeOverWeldingLayoutScrap/ReworkDowntime=20%Uptime#OperatorsCycleTime=WeeklyBuildScheduleDailyShipScheduleFinishedGoodsOvertime=#Shifts=AssemblyDT,ScrapReworkWIP=CycleTime=TAKT=ChangeoverTime=Layout=10%Scrap?days?days?days?days?days?days?daysInventoryTimeProcessingTimeTPc/t=?TAKT=WIP=WIP=WIP=Xpcs/monthStd.PackQty.#shiftsCustomerFinishedGoodsAssemblyLayoutWelding6x/DayPC&LDailyLevelBoxDA1DA2DA3C/OTime=CT=TAKTTime3ShiftsDT=Scrap=Stamping0Overtime2ShiftsMaxSize#MaterialHandlersC/OTime=CT=TAKTTime3ShiftsDT=Scrap/Rework=C/OTime=CT=TAKTTime3ShiftsDT=Scrap/Rework=SmallLot#OperatorsCustomerXpcs/monthStdPackQty#ShiftsWIP=WIP=WIP=SteelSupplierInv.TimeProc.TimeTPc/t=??days?days?days?days?days?days?days1ST2ND3RD4TH1ST2ND3RD4THEstablishTAKT&FlowinTankAss'yStampingChangeoverReductionReduceStampingBufferMoveAss'ytoPlant10EstablishTAKT&FlowinSenderAss'yPullToSenderAss'yTraining20082009Activity2.AnalyzeCurrentState分析当前状况4.PlanImplementation制定计划5.Implementtheplan贯彻计划实施6.Celebrateyoursuccess庆祝成功DrawingVSMsareaWASTE…Unlessyouprepareanimplementationplanandexecuteit!绘制价值流程图是浪费的,除非你执行计划并实施它15产品系列当前状态价值流将来状态价值流价值流程图计划改进过程价值流程图的价值True“Value”ofVSM16工厂价值流小组ValueStreamMappingTeam车间价值流小组WorkshopValueStreamMappingTeam工艺经理IE/ME采购工程师销售（合同处理）工程师生产计划工程师DPS经理CI经理车间价值流小组组长：车间经理组员：技术员:ME:车间副经理:车间价值流小组组长：车间经理组员：技术员:ME:车间副经理:车间价值流小组组长：车间经理组员：技术员:ME:车间副经理:车间价值流小组组长：车间经理组员：技术员:ME:车间副经理:VSMOrganizationchartframework价值流组织结构图构架20TimeTerms时间术语CycleTime(C/T):周期时间Elapsedtimebetweenonepartcomingofftheendoftheprocesstothenextcomingoff(expressedinseconds).Howoftenapartorproductionisactualcompleted.Timeittakesanoperatortocompleteallelements.一个产品结束到下一个产品结束所经过的循环时间（表示在几秒钟内）。一个零件或产品实际完成的时间。这个时间是的操作者完成的所有内容Cycletime(foroperator):thetotalamountoftimerequiredforaworkertocompleteonecycleofhis/herentirejobprocess,includingmanualworkingtime,walkingandwaitingtime.对于工人来说是他工作需要完成的全部过程,包括工作时间,行走时间,和等待时间.Cycletime(forpart):physicaltimetoprocessapartthroughagivenworkstation对产品给定的一个工作站制程的物理时间ChangeoverTime(C/O):换型时间Timerequiredtoswitchfromproducingoneproducttoanother(expressedinseconds).一个产品转换到另一个产品必需的时间AvailableWorkingTime(W/T):有效工作时间Pershiftworktimeatthatprocesslessbreaktime(expressedinseconds).每个班次除去休息时间的工作时间LearnSee21ValueAddedTime(VA):增值时间Motiontimeusedtoputtogetherorcreateanendproductthataddsworthtothetotheendcustomer(willingtopayforfeature).SometimescalledBaseEngineeredContent(BEC).Shouldbeimprovedandreducedcontinuously(i.e.attac