1、价值流程图价值流程图VSMWhats Lean什么是精益生产什么是精益生产Lean is a philosophy where waste is identified continuously and eliminated passionately.Waste is any activity (or inactivity) that consumes resources for which the customer is not willing to pay.q Philosophyq Thinkingq Toolkitq Practiceq Journeysq LifeNOT a progr
2、amNot flavor Not a campaign3 Level of Lean精益生产的三个层次精益生产的三个层次Principles Of Lean精益生产精益生产5原则原则 Customer defines VALUE Identify the VALUE STREAM(and eliminate 8 wastes) Make value-creating steps FLOW Let customer PULL product from you as needed Pursue PERFECTION (empower people who add value)Lean Capabi
3、lityTimeIdentify ValueMap The ValueCreate FlowEstablish PullPursue Perfection21345q Value Added增值Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) 任何增加市场或产品和服务的功能或市场形式的活动（客户愿任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）意为
4、此付费的活动）qNon-Value Added Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced or integrated.) 任何不增加市场或产品和服务的功能（这些活动应当消除，简任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）化，减少或合并） Value Added vs. Non-Value Added 增值与非增值的定义Value added
5、or not价值增加或者没有? 设置设置 / 转拉转拉 移动移动/ 寻找寻找 组装组装 包装包装 仓库仓库 返工返工今天只有今天只有5%的活动增加了价值的活动增加了价值 接收接收 检查检查 库存库存 物料运输物料运输 数据登记数据登记 计算计算uWaste is anything that does not directly add value to the final product or contribute to the products transformation. 浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。uWaste only adds time and cos
6、t, no value. 浪费只增加时间和成本，不增加价值。uWaste is the reason that product flow stops and is the cause for non competitiveness. 生产流动的停止是造成浪费的原因，浪费是缺乏竞争性的根源。浪费是.What is waste什么是浪费What Types waste浪费分类 1型浪费：型浪费： 指的是一系列虽然不对外部顾客创造价值，可能对内部客 户创造价值，主要是因为目前的工艺及技 术水平或工艺需 要，还不能立即彻底消除的耗费资源的活动。 1型浪费同样需要去减少和消除。 2型浪费：型浪费： 指的
7、是可以通过改善，立即可以消除的浪费形态。浪费广 泛存在于现场之中，主要以7种典型的浪费形式存在，是我 们需要群策群力，去观察、发现并立即消除的对象。7 Functional Wastes of Lean精益思想中的七种功能性浪费DEFECTS7WastesWastesEXTRA PROCESSINGINVENTORYTRANSPORTATIONOVERPRODUCTIONMOTIONWAITINGUNUSED CREATIVITYNoway!Value Stream Definition价值流的定义A Value Stream Map (VSM) is a hand-drawn map tha
8、t helps people to see and understand process, material and information flow through a production process or value stream, from start to finish.Cycl e timeRTY or FTTScrap rateUp/Down timeStarve/Block timeEPE / Setup timeAvai lable timeTAKT timeMCycl e timeRTY or FTTScrap rateUp/Down timeStarve/Block
9、timeEPE / Setup timeAvai lable timeTAKT timeHCycl e timeRTY or FTTScrap rateUp/Down timeStarve/Block timeEPE / Setup timeAvai lable timeTAKT timeF_M_G - FIFO_K_H_F_A_C_#Cycl e timeRTY or FTTScrap rateUp/Down timeStarve/Block timeEPE / Setup timeAvai lable timeTAKT timeBCycl e timeRTY or FTTScrap rat
10、eUp/Down timeStarve/Block timeEPE / Setup timeAvai lable timeTAKT timeCD_B_Cycl e timeRTY or FTTScrap rateUp/Down timeStarve/Block timeEPE / Setup timeAvai lable timeTAKT timeAEDVA TimeNVA TimeTotal Lead Ti meABCEI- L= 0 -# # x # # x #JFGFGHJRMFGKLMCycl e timeRTY or FTTScrap rateUp/Down timeStarve/B
11、lock timeEPE / Setup timeAvai lable timeTAKT timeKRMWhy use it ? 为什么使用它 Value Stream Mapping is a Pencil and Paper tool that helps you see and understand the flow of Material and Information as a product makes its way through the value stream. and then use lean tools to eliminate waste 价值流程图是用价值流程图是
12、用铅笔铅笔和和白纸白纸作为工具，帮助你去作为工具，帮助你去和和理解理解在整个产品在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。价值流中的物流和信息流然后利用精益工具，消除浪费。让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。为便于交流，提供可视化图，提供共同语言。为便于交流，提供可视化图，提供共同语言。使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。生产上来。帮助你看到不仅仅是单一的过程，将物流和信息流联系起来帮助你看到不仅仅是单一
13、的过程，将物流和信息流联系起来为推进改善提供蓝图。为推进改善提供蓝图。将精益的概念和技术紧密结合起来将精益的概念和技术紧密结合起来What we mean by Value Stream Mapping is simple:我们所说的价值流图是很简单的：我们所说的价值流图是很简单的：Follow a products production path from beginning to end (supplier to customer) . 产品的生产路线从开始到结束（供应商到客户）产品的生产路线从开始到结束（供应商到客户）Carefully Draw a visual representat
14、ion of every process in the material and information flow. 过程导向，把物流和信息流和用一种直观可视的方法仔细的表过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。现出来。Then ask a set of questions and draw (using Icons) a “Future State” map of how value should flow. 然后问一系列问题，用图标画在指明价值流动的将来价值流图然后问一系列问题，用图标画在指明价值流动的将来价值流图Value Stream Mapping价值流图Inf
15、ormationLead Time Data BarManufacturing LoopSupplier LoopCustomer LoopMonthly Orders30 Days880Op 11 DayS/U = 1 hrCT = 1.6 minS/U = 0.08 hrCT = 0.9 minS/U = 0.08 hrCT = 0.9 minS/U = 0.08 hrCT = 1.2 minTotal = 57 DaysTotal = 1 Hr. 44.9 Min.Takt Time = 440 min/44 = 10 min/unitBi-MonthlyMRPS/U = 0CT = 6
16、0 minS/U = 1.95 hrCT = 40.3 minSupplierCustomer451112251.60.90.9601.240.3Op 22 DaysOp 32 DaysOp 41 DayOp 55 DaysOp 61 Day45 DaysBlocks of Value Stream Map价值流图的5大板块VSM Kaizen Steps价值流图改善的步骤Step1: Mapping Current VSM。 绘制当前价值流图 1. 1: Understand customer demand 理解客户的需求 1. 2: Process flow and data box 工序
17、流数据箱 - Quick identify main process (in order) 迅速的识别主要的过程(按次序) - Fill in data boxes填写数据箱 1.3: Map the material flow 画出物料流及库存三角 - Draw inventory triangles库存三角- Delivery to customer 产品投递给客户- Delivery from suppliers供应商投递原材料 1.4: Map the information flow 画出信息流- How do processes know what to make?怎么知道要做什么
18、？- Where is material being pushed?哪儿推动物料？ 1. 5: Calculate Total Product Cycle Time 计算产品生产周期Step 2：Discover kaizen opportunities, Burst point list. 寻找改善机会，绘制爆炸点Step 3：mapping Future VSM，绘制将来价值流图 Step 4：Develop and follow action plan。 制定改善行动计划Current StateFuture State Action Plan(Kaizen Events) Source
19、s for customer data客户数据的来源客户数据的来源 Plan for Every Part (PFEP)每个零件的计划每个零件的计划 Budgeted volumes预算的产量预算的产量 Production Control forecasts生产控制预测生产控制预测Analyze variation (daily, weekly, monthly)分析变化（每日，每周，每月）分析变化（每日，每周，每月） Production history 生产历史生产历史 Analyze variation (daily, weekly, monthly)分析变化（每日，每周，每月）分析变
20、化（每日，每周，每月） Sales information databases销售信息数据库销售信息数据库 Product changes, new business opportunities产品改变，新的业务机会产品改变，新的业务机会 Step 1.1: Understand customer demand 理解客户需求 CUSTOMER20,000 pcs. / mo.Std. Pack = 300Shift：2 ShiftsOutput：400/ShiftWorking Hrs：8hrsTakt = 72sec.Demand客户需求术语Takt TimeTakt Time-节拍时间节拍
21、时间Takt Time节拍时间节拍时间=可用时间可用时间客户需求客户需求Takt Time=客户需求的速度客户需求的速度假设我们每天可用时间是假设我们每天可用时间是27000秒，客户需求每天是秒，客户需求每天是965 PCS,客户节拍是多少客户节拍是多少?术语L/T VAT L/T Cycle Time is the time it takes an operator to go through all of their work elements before repeating them. Also, it is the time between parts coming off the
22、end of the process (eg, drop-rate from a cell). 周期时间（C/T）：一个零件或产品在一个过程中需多久被完 成 Value Added Time is the time of those work elements that actually transform the product in a way the customer is willing to pay for. 产品所经历的实体的变化所耗用的顾客愿意为之买单的时间 Lead Time is the time it takes one piece to move all the way
23、through a process or a value stream, from start to finish (dock to dock). 前置期-在价值流或全过程从开始到完成一个产品所需的时间。术语Cycle TimeCycle Time周期时间周期时间010203040节拍时间周期时间工人工人工人工人工人工人Takt time30181213138节拍时间节拍时间?总周期时间总周期时间?=28 秒秒=94 秒秒 Walk the process走过整个过程走过整个过程 Dont rely on what you think is happening, find out what i
24、s really happening 不要依赖你想的，找出事情实际是怎样。 Record physical data about the process 记录过程的物理数据 List out the individual steps in the process列出过程中的每个步骤列出过程中的每个步骤 In the process use arrows to designate the flow of material between each step在过程中用箭号指出在每个步骤之间的物流在过程中用箭号指出在每个步骤之间的物流Step 1.2- Process flow and data b
25、ox 工序流数据箱VSM Current State 价值流图当前状态VSM Current State价值流图当前状态Map the Process Flow画出流程图(产品生产过程) Collect data from the production floor从生产线收集数据从生产线收集数据ShippingStamping C/O = 1 hr #shifts = 2 uptime = 85% #mach = 1 C/T = 4 secCustomer (400 pcs/day) Part C = 500/wk Part B = 500/wk Part A = 1000/wkInforma
26、tion for a Process Data Box数据箱中的信息1Line生产单元拉数2HC/LineHeadCount，人员配置3UPHUnit Per Hour，每小时班产4FPY一次通过率5Scrap Rate 报废率，因无法修理而导致报废的概率6C/TCycle Time，循环时间7VAT增值时间8C/OChange Over Time，换型时间9Batch Size投入产生产的最小批量数10Up time(%) 有效利用时间率 Identify raw material receipt area on map识别物料接收处识别物料接收处 Determine amount of r
27、aw material inventory on hand for product family selected: Days/shifts on hand确定选择的产品族的存货数量：每天确定选择的产品族的存货数量：每天/班在手库存班在手库存 Identify how material moves through process: Push or Pull识别物料如何在过程中移动：推动或拉动识别物料如何在过程中移动：推动或拉动Step 1.3: Map the Material Flow 画出物料流图VSM Current State价值流图当前状态Saw CuttingWashingWeld
28、ingSub-assemblyFinal AssemblyShippingStampingCustomer #mach = 2 pcs/ cycle = 1 C/T = 120 sec C/O = 0 uptime = 90% PCT = 60 sec APCT = 66.7sec yield = 99% #mach = 1 pcs/ cycle = 60 C/T = 360 sec C/O = 0 uptime = 80% PCT = 6 sec APCT = 7.5sec shifts = 2 C/T = 65-73 sec C/O = 1 hr uptime = 90% yield =
29、90% #operator = 1 C/T = 60 sec C/O = 0 uptime = 95% yield = 99% #operator = 2 C/T = 62-66 sec C/O = 5 min uptime = 95% yield = 85% #operator = 1 C/O = 1 hr #shifts = 2 uptime = 85% #mach = 1 C/T = 4 sec Part A = 1000/wk Part B = 500/wk Part C = 500/wk (400 pcs/day)10 Days Bar Stock18002800 900 2800
30、1600 WeeklyDailyWeekly8 Days CoilsSuppliers800Step 1.3: Map the Material Flow画出物料流图VSM Current State价值流图当前状态VSM Current State价值流图当前状态Step 1.4: Map the Information Flow 将信息流画出Saw CuttingWashingWeldingSub-assemblyFinal AssemblyShippingStampingCustomer #mach = 2 pcs/ cycle = 1 C/T = 120 sec C/O = 0 upt
31、ime = 90% PCT = 60 sec APCT = 66.7sec yield = 99% #mach = 1 pcs/ cycle = 60 C/T = 360 sec C/O = 0 uptime = 80% PCT = 6 sec APCT = 7.5sec shifts = 2 C/T = 65-73 sec C/O = 1 hr uptime = 90% yield = 90% #operator = 1 C/T = 60 sec C/O = 0 uptime = 95% yield = 99% #operator = 2 C/T = 62-66 sec C/O = 5 mi
32、n uptime = 95% yield = 85% #operator = 1 C/O = 1 hr #shifts = 2 uptime = 85% #mach = 1 C/T = 4 sec Part A = 1000/wk Part B = 500/wk Part C = 500/wk (400 pcs/day)10 Days Bar Stock18002800 900 2800 1600 WeeklyDailyWeekly8 Days CoilsSuppliers800Weekly ScheduleProduction ControlMRPDaily Orders30/60/90 D
33、ay ForecastsWeekly Fax6 Week Forecast Draw a “stepped line” at the bottom of the map在底部画出阶梯图在底部画出阶梯图 Under each inventory location, list the days/shifts on hand在存货处，列出多少天的库存在手在存货处，列出多少天的库存在手Step 1.5: Calculate Total Production Lead time计算产品生产周期VSM Current State价值流图当前状态 On the right hand side of the
34、chart:在价值流图右下侧在价值流图右下侧: Calculate the Value Created Time by adding all the cycle times 计算价值增值时间 Calculate the Total Production Lead Time by adding the Inventory on hand quantities and the Cycle times 计算总的生产提前期 Determine the “Opportunity Time”确定机会时间确定机会时间Step 1.5: Calculate Total Product cycle time计算
35、产品生产周期VSM Current State价值流图当前状态Step1.5 : Calculate Total Product cycle time计算产品生产周期VSM Current State价值流图当前状态Saw CuttingWashingWeldingSub-assemblyFinal AssemblyShippingStampingCustomer #mach = 2 pcs/ cycle = 1 C/T = 120 sec C/O = 0 uptime = 90% PCT = 60 sec APCT = 66.7sec yield = 99% #mach = 1 pcs/ c
36、ycle = 60 C/T = 360 sec C/O = 0 uptime = 80% PCT = 6 sec APCT = 7.5sec shifts = 2 C/T = 65-73 sec C/O = 1 hr uptime = 90% yield = 90% #operator = 1 C/T = 60 sec C/O = 0 uptime = 95% yield = 99% #operator = 2 C/T = 62-66 sec C/O = 5 min uptime = 95% yield = 85% #operator = 1 C/O = 1 hr #shifts = 2 up
37、time = 85% #mach = 1 C/T = 4 sec Part A = 1000/wk Part B = 500/wk Part C = 500/wk (400 pcs/day)10 Days Bar Stock18002800 900 2800 1600 WeeklyDailyWeekly8 Days CoilsSuppliers800Weekly ScheduleProduction ControlMRPDaily Orders30/60/90 Day ForecastsWeekly Fax6 Week Forecast7 Days 10 Days 4 Days4.5 Days
38、 7 Days 2.3 Days 120 Secs 360 Secs 65-73 Secs 120 Secs 62-68 Secs Processing Time = 727-741 secs Lead Time = 34.8 daysPath 2Path 1Path 1 =8+2+7+2.3+7 =26.3Path 2 =10+4+4.5+7+2.3+7=34.8Creative Thinking创造性思维 Creativity is about breaking down prior assumptions and making new connections for new ideas.
39、 At the foundation of the creative process are three major principles: Separate idea generation from evaluation Challenge assumptions Break and make connections Avoid groupthinkLean Tools Deployment By Loop Loop 1 (create continuous flow) 5S Continuous Flow Manufacturing Total Productive Maintenance
40、 Set-up Reduction Error Proofing Standardized Work Loop 2 (schedule customer demand) Pull System (pitch) Loop 3 (pull from shared resources and suppliers) Pull System (kanban and FIFO)Weekly ScheduleCompleted Current State Map #mach = 2 pcs/ cycle = 1 C/T = 120 sec C/O = 0 uptime = 90% PCT = 60 sec
41、APCT = 66.7sec yield = 99% #mach = 1 pcs/ cycle = 60 C/T = 360 sec C/O = 0 uptime = 80% PCT = 6 sec APCT = 7.5sec shifts = 2 C/T = 65-73 sec C/O = 1 hr uptime = 90% yield = 90% #operator = 1 C/T = 60 sec C/O = 0 uptime = 95% yield = 99% #operator = 2 C/T = 62-66 sec C/O = 5 min uptime = 95% yield =
42、85% #operator = 1 C/O = 1 hr #shifts = 2 uptime = 85% #mach = 1 C/T = 4 sec7 Days 10 Days 4 Days4.5 Days 7 Days 2.3 Days 120 Secs 360 Secs 65-73 Secs 120 Secs 62-68 Secs Lead Time = 34.8 days Processing Time = 727-741 secsSaw CuttingWashingWeldingSub-assemblyFinal AssemblyShippingStamping Part A = 1
43、000/wk Part B = 500/wk Part C = 500/wk (400 pcs/wk)CustomerProduction ControlMRPDaily Orders30/60/90 Day ForecastsWeekly Fax6 Week Forecast10 Days Bar Stock1800 2800 900 2800 1600WeeklyDailyWeekly8 Days CoilsSuppliers800 Loop 1Loop 2Loop 3Value Stream States & Questions 价值流的状态&疑问1. Arrange productio
44、n base on Tack time 按照节拍时间生产按照节拍时间生产对意外问题作出的快速反应对意外问题作出的快速反应消除意外故障的原因消除意外故障的原因降低下游工装配工序的换模时间降低下游工装配工序的换模时间2. Connect process by one-piece flow as possible as you can 尽可能创建连续流尽可能创建连续流How can you flow with maximum velocity (EPED) within each process?如何在每个过程以最大速度流动如何在每个过程以最大速度流动精益价值流的特征（提问）Lean VSM Cha
45、racters（Check List）3. “Where will you need to use supermarket pull systems?” 在连续流程无法向上游扩展时，建立超市超市拉动系统在连续流程无法向上游扩展时，建立超市超市拉动系统Does each “customer” pull from its supplier?每个客户都从供应商处拉动吗？每个客户都从供应商处拉动吗？4. “At what single point in the production chain will you schedule production?”下达订单到一个点下达订单到一个点 选择定拍工序选
46、择定拍工序精益价值流的特征（提问）Lean VSM Characters（Check List）5. “How will you level the production mix?” 你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；Is final customer demand (ordering if build to order or buying if build to inventory) level? 最终客户的需求是稳定的吗最终客户的需求是稳定的吗?Does/can the final build
47、 sequence match actual demand? 最终生产顺序与实际需求匹配吗？最终生产顺序与实际需求匹配吗？Does/can the build sequence match operations capability? 生产顺序与运作能力匹配吗？生产顺序与运作能力匹配吗？6. Release production requirement lowly & consistently release and take away?” 持续地向定拍工序下达小批量的生产指令；持续地向定拍工序下达小批量的生产指令；Are you or can you use milk run logisti
48、cs? 你能使用无风险供应吗？你能使用无风险供应吗？Future State Questions未来状态问题7. 在定拍工序的上游，开发每天生产每种零件的能力在定拍工序的上游，开发每天生产每种零件的能力（希望到每班、每小时、每个托盘）（希望到每班、每小时、每个托盘）8. “What process improvements will be necessary?” 还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？ Can every process in the value stream build Every Product
49、Every Day? 价值流的每个过程每天都能生产每一种产品吗？价值流的每个过程每天都能生产每一种产品吗？ Where can you reduce inventory to cut lead time? 哪里你能降低库存以减少提前期哪里你能降低库存以减少提前期1. Cut WIP first, then先减少在制品，然后2. Raw Material, then原材料，然后3. Finished Goods成品4. SMED 快速换型 Overwhelming process improvement need illustrated by Value Stream Mapping. 强制性的
50、过程改善应在价值流程图中表示强制性的过程改善应在价值流程图中表示 Fix the Information system!搞定信息系统搞定信息系统Future State Questions未来状态问题Saw CuttingWashingWeldingSub-assemblyFinal AssemblyShippingStampingCustomer #mach = 2 pcs/ cycle = 1 C/T = 120 sec C/O = 0 uptime = 90% PCT = 60 sec APCT = 66.7sec yield = 99% #mach = 1 pcs/ cycle = 6
