精益生产之仓库模拟游戏(-44张)课件.ppt

1、WarehouseSimulationGameWarehouse Simulation Game During the Warehouse Simulation Game the principles of Lean are shown and we ask you to apply them on the spot The game makes you think about what is value add for the customer,what is the employees role and value add in the process,and to let go of t

2、raditional roles and seemingly independent tasks The goal is to make Lean more concrete and easier to apply It is an interactive way to get you acquainted with the Lean principles.2 To understand the opportunity to improve quality,cost,and delivery performance in traditional warehousing To gain an a

3、wareness of how JIT warehousing differs from traditional warehousing To gain an appreciation of the following LEAN terms:-Eight types of waste-Continuous flow processing-Takt timeObjectives3Agenda Case introduction Practice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 4Run(do)Redesign&Prepa

4、re(plan)Analyze(check)LEANtheory&examples(act)Structure of simulation rounds“Set up new round”“Design improved warehouse system”“Simulate operation”“Measure performance and identify issues”5Agenda Case introduction Practice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 6Context You are 6,12,

5、18,or 24 employees in a warehouse that produces kits for the consumer industry The packing for these products requires special treatment,but has a similar setup The company is currently unable to deliver the quality,cost,and delivery promises made to its customers7Operation Each order is made from s

6、heet of A4,1 photo film tube and 2 to 12 paperclips Each operator has a workstation with 1 work instruction1Receive and check packing2Cut packing into quarter sheets3Prepare box,add pick list4Pick pack items required for orderQCShip&5Check quality,seal order6Material handler8UnitsGoalNumber of good

7、orders deliveredPercent wrong picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time(minutes)Indexed against round 1(=100%)Tracking key performance indicators9Agenda Case introduction Practice round

8、Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 10Agenda Case introduction Practice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 11Round 1:Traditional manufacturingEvery process has a batch size of 4Every batch must be prepared together and the material handler must be requested to deliver

9、the complete batch to the next process(material handler can only take one batch at a time)Every operator should work as fast as possible1.Receipt5.Inspect/ship4.Pick packing3.Preparation2.CuttingLayout is by process2m6.Material handler12Simulation round 1 Customers demand:24 orders in 10 minutes13Ti

10、me14UnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time(minutes)Indexed against round 1(=100%)Round 1 analysis:Tracking key performance indica

11、tors15Round 1 analysis:Learning pointsWhat went well?What were the most significant problems?WIP levelsBottlenecksWaiting timeWorker stress/boredomTeam interactionDefect rateWhat were the root causes of these problems?How can these be resolved?QualityFirst pass yieldCostProductivityInventoryDelivery

12、%on time to customerLead timePerformanceHow can performance be improved?16InflexibilityWasteVariabilityReducing waste(“muda”)means lowering costs,improving quality and achieving consistent throughput(service level)Customer demandOutputCustomer demandOutputReducing inflexibility(“mura”)means becoming

13、 able to deliver to the client what he asks at the right time in the right amount (service level)Reducing variability(“muri”)means improving process reliability i.e.lowering cost and improving qualityThree lean enemies waste,inflexibility and variability address all operational targets17Typical lear

14、ning points The layout is poor:-Does not support this product-Prevents people understanding the system-Hinders communication Operators often have nothing to do:-Batch manufacture-Waiting for material handler-System empty at start of shift High levels of inventory tie up cash and create a quality ris

15、k Despite a lot of activity,the customer demand has not been met It is a frustrating system to work in18Module:WasteModule:One Piece FlowModule:Kanban8 types of wasteOverproductionProduce too much or too fastOver processingMore steps in the processes than requiredTalentNot fully utilizing the talent

16、 of all employeesMotionEvery motion that is not adding valueDefects/ReworkRepairing bad quality or mistakesTransportationMovements between processesInventoryEverything that is inexcess of the minimum required to perform the tasksWaitingWaiting for parts,until someone else has completes his cycle20Co

17、ntinuous Flow Processing is often the first step to removing wasteThe traditional layout and configuration of processes and departments creates wasteContinuous flow processing21Line design examplesAINVBCDINVINVINVEINVFBatch ProductionIsolatedABCDEFContinuous FlowLinear“U”-Shaped ParallelABCDEFCBADEF

18、Maximized Flexibility&Motion EconomyFeedbackReduced InventoryReduced floor spaceClear production status(short/full)Reduced floor spaceIncreased operator flexibility across stepsReduced floor spaceGood for pair-product production221 piece flow and pull system Final customer dictates sequence and pace

19、:pull system Customer-supplier relation at each process step(e.g.process 3 is customer of process 2 and process 3 is supplier of process 4)The system is using a 1 piece flow having standard 1 piece WIP Each process makes to replenish supermarket downstream(Kanban)Kanban Supermarket is identified as

20、the place to put 1 single part between each process1.Receipt3.Set up2.Cut4.Pick pack5.QualityFinalcustomer 23Agenda Case introduction Practice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 24Round 2:Summary of design changes Improved layout(to optimize material flow)Continuous flow processin

21、g-Batch size of 1(from operator 3 onwards)-No need for internal packaging-Work is passed directly between operators Material handler freed up to study performance Pull system implemented to control inventory and to allow customer to set pace-Each station works only if demand exists at the next downs

22、tream-Demand is signaled by empty Kanban space(WIP storage)-Customer pulls 1 order from last process every 25 seconds25Simulation round 2 Customers demand:24 orders in 10 minutes26Time27UnitsGoalNumber of good orders deliveredPercent wrong picked/packed items from total number of itemsGood orders de

23、livered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time(minutes)Indexed against round 1(=100%)Round 2 analysis:Tracking key performance indicators28Round 2 analysis:Learning pointsWhat went well?What were the most significant problems?WIP levelsBottlenecksWait

24、ing timeWorker stress/boredomTeam interactionDefect rateWhat were the root causes of these problems?How can these be resolved?QualityFirst pass yieldCostProductivityInventoryDelivery%on time to customerLead timePerformanceHow can performance be improved?29Module:Takt TimeModule:Workforce Flexibility

25、Module:Poka Yoke11)21)3456Operator Line is clearly imbalanced What should be done?How much work should each person have?Assume these processes must remain batch operation1312331030Analyzing the problem of waitingTime per order,Seconds31Solving the problem of waitingTime per order,SecondsThe correct

26、pace of productionexactly achieves customer demand in the production time availableFor a balanced line with minimal waste,each process must complete one operation at this pace:the takt timeTakt time=Available time Customer demand=10 minutes*60 seconds 24 orders=25 seconds per orderTakt time=25sAssum

27、e these processes must remain batch operation11)21)3456Operator131233103032Solving the problem of waitingTime per order,Seconds-Line BalancingTakt time=25sAssume these processes must remain batch operation11)21)3456Operator1312252325Auxiliary waste due to isolated batch processes1)Work elements have

28、 to be redistributed to ensure every process will produce at customer driven pace Cross training will be necessary Productivity will be improved Non value added time focused at one operation:time may be usefully filled until further productivity improvements are possible33Agenda Case introduction Pr

29、actice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 34Round 3:Summary of design changes Line balanced to takt time Flexible workforce In-station quality checks(Poka Yoka)35Simulation Round 3 Customers demand:24 orders in 10 minutes36Time37UnitsGoalNumber of good orders deliveredPercent wron

30、g picked/packed items from total number of itemsGood orders delivered/number of employeesNumber of 1/4 paper sheets in production areaAverage throughput time(minutes)Indexed against round 1(=100%)Round 3 analysis:Tracking key performance indicators38Round 3 analysis:Learning pointsWhat went well?Wha

31、t were the most significant problems?WIP levelsBottlenecksWaiting timeWorker stress/boredomTeam interactionDefect rateWhat were the root causes of these problems?How can these be resolved?QualityFirst pass yieldCostProductivityInventoryDelivery%on time to customerLead timePerformanceHow can performa

32、nce be improved?39Analyzing opportunity for growth Time per order,SecondsCurrent takt time of 25 seconds Assume these processes must remain batch operation11)21)3456Operator1312252325 Company now has immediate opportunity to meet higher demand with existing trained workforce Benefits of flexible lin

33、e can be captured by reconfiguring with more personnel Line needs to be rebalanced at new takt time,and further cross training will be necessary40Rebalanced line for growth in round 4Time per order,SecondsAssume these processes must remain batch operation11)21)3456Operator1312252325Productivity will

34、 be further improved because of greater utilization of batch processesFrom 25s.To 15s.!41Review of Objectives To understand the opportunity to improve quality,cost,and delivery performance in traditional warehousing To gain an awareness of how JIT warehousing differs from traditional warehousing To

35、gain an appreciation of the following LEAN terms:-Eight types of waste-Continuous flow processing-Takt time42Agenda Case introduction Practice round Round 1“Waste”Round 2“Flow”Round 3“Takt”Summary 438 types of wasteOverproductionProduce too much or too fastOver processingMore steps in the processes

36、than requiredTalentNot fully utilizing the talent of all employeesMotionEvery motion that is not adding valueDefects/ReworkRepairing bad quality or mistakesTransportationMovements between processesInventoryEverything that is inexcess of the minimum required to perform the tasksWaitingWaiting for parts,until someone else has completes his cycle44