1、0Lean Enterprise Overview1What do you expect from this training?你期望从这个培训中学到什么?Lean Enterprise Overview2Understand the five Lean Enterprise principles. 明白精益五原则明白精益五原则Know the concept value added and non-value added activities. 了解增值和非增值了解增值和非增值 Know the seven wastes in every our process. 明白七大浪费明白七大浪费
2、Learn to see the sources of waste. 学会寻找浪费源学会寻找浪费源Learn how to view a process from the perspective of the product. 如何从如何从”产品产品”的角度看制程的角度看制程 Understand key concepts to remove waste from any process. 在制程中消除浪费在制程中消除浪费 Understand lean transformation model 了解精益生产转换模型了解精益生产转换模型 Learning objectives3 Lean pr
3、oduction history 精益生产发展历程精益生产发展历程 Lean, what does it mean 什么是什么是”精益生产精益生产”? Five lean principles ”精益精益”五原则五原则 Value added and seven wastes 增值和七大增值和七大”浪费浪费” What is lean enterprise 什么是什么是”精益精益”企业企业 Lean transformation result 精益改善结果 How to transform 如何进行精益生产模式转换 Lead time reduction guidelines 缩短生产周期的方
4、法缩短生产周期的方法 Factory lean transformation example 企业企业”精益精益”生产生产案例案例ContentWhat is Lean? 什么是什么是”精益生产精益生产”?What is Lean Enterprise? 什么是什么是”精益精益”企业企业? Its a factory thing. 工厂才用的着工厂才用的着 It wont work here. 这里不适用这里不适用 We tried that. 我们试过我们试过 Its all about one-piece flow. 单件流单件流 5-S is cleaning up your desk.
5、 “5S”就是打扫你的就是打扫你的办公桌办公桌 Were different. 我们不一样我们不一样 Zero inventory 零库存零库存 Only about reducing workers 不过是削减工人不过是削减工人Misconceptions About Lean 对精益生对精益生产的误解产的误解61600 1900 1925 1950 1975 2000Arriving At A Lean Enterprise精益企业发展历程精益企业发展历程Craft 手工生产作坊式生产手工生产作坊式生产Mass 大量生产大量生产Lean 精益生产精益生产 Made to customer
6、spec按客户要求生产按客户要求生产 Single piece mfg . each product unique 每件产品各不相同每件产品各不相同 Variable quality 品质有起伏品质有起伏 Little inventory 库存小库存小 High cost . made for the rich 成本高成本高富人才买得起富人才买得起 Interchangeable parts Whitney 可互换部件可互换部件 Division of labor Taylor劳动分工劳动分工 Assembly lines Ford组装线组装线 Low variety Ford变异小变异小 L
7、abor strife劳资冲突劳资冲突 Beyond the factory超越生产超越生产 High variety多样多样,灵活灵活 Small batch sizes小批量生产小批量生产 Higher quality品质好品质好 Engaged workforce全员参与全员参与7The product price will become lower with dozens of production,i.e. we want to produce more and more of the same product. (大批量生大批量生产产, 成本大幅度降低成本大幅度降低)Mass Pr
8、oductionCraft AgeHand production (artisans)Low fixed cost, high marginal costHigh priceIndustrial AgeMass production (assembly line)High fixed cost, low marginal costLower price8From Over-Demand to Over-CapacitySince the early 1970s, theres been an explosion of choice in the marketplace.Ford now off
9、ers more than 50 colors including toreador red, jalapeo green, Atlantic blue, mocha frost, autumn orange, teal and more.One model can be bought in more than 2 million possible combinations.一款产品可以有两百一款产品可以有两百万钟颜色组合万钟颜色组合.Rise in variation9InterchangeableParts 可互换部件可互换部件Eli WhitneyTime & Motion时间时间,移动
10、移动Division of Labor劳动分工劳动分工F. TaylorMassProduction大规模生产大规模生产Henry FordAssemblyLine组装线组装线WasteElimination消除浪费消除浪费SystemSynchronizationMass / Batch批量批量Alfred SloanStandardCosting标准成本标准成本ModelVariety 型号多样化型号多样化Jidoka自动化自动化S. ToyodaJust - In Time及时化生产及时化生产K. ToyodaSupermarketSystems超市化系统超市化系统Quality品质品质
11、E. Deming,J.M. JuranToyotaProductionSystem丰田生产系统丰田生产系统T. OhnoEmployeePartnership雇员合作雇员合作P. DruckerTrends Of Thought10What is leanProducing what is needed, when it is needed,with the minimum amount of materials,equipment, labor, and space.在需要的时候在需要的时候,用最少的物料用最少的物料,设备设备,劳动力和空间生产出恰好数量的产品劳动力和空间生产出恰好数量的产
12、品The objective is to provide an effective development, product, and service delivery system that maximizes the ability of theemployee to add value, while working to understand and minimizethe sources and effects of variation throughout engineering,administrative, and manufacturing processes.The Lean
13、 Enterprise Mission 精益企业的使命精益企业的使命- Best Quality 最好的品质- Shortest Lead time最短的制造周期- Lowest Cost 最低的成本By eliminating waste, all kinds of waste 消除浪消除浪费费11Growth 成长成长Lead-Time周期时间周期时间 Inventory库存库存 Cost成本成本 Cash 现金现金CompetitiveAdvantage 竞争优势竞争优势Its All About Speed 速度速度, 效效率率 Speed is the single best ind
14、icator of competitiveness.速度是竞争能力的最好体现速度是竞争能力的最好体现 Speed cannot occur where inaccuracy reigns.到处是变异和混乱时到处是变异和混乱时,速度无从谈起速度无从谈起. Planning system lead-time must equal actual lead-time. As actual lead-time is reduced, so must planning system lead-time.12The Lean processThe output of an ideal person, gro
15、up of people, or machine is thought of as: defect free. 无缺陷无缺陷 can be supplied on demand. 按需按量提供按需按量提供 can be delivered without any waste of time. 不延迟交货不延迟交货 can be produced without wasting any materials, labour, energy, or other resources (such as money associated with inventory). 生产无浪费生产无浪费 ( 材料材料
16、,劳动力劳动力, 能源或其他资源能源或其他资源) can be produced in a work environment that is safe physically, emotionally, and professionally for every employee.工作环境安全工作环境安全13Value to the CustomerNon-value-Added Work非增非增值工作值工作Value-Enabling WorkSteps that are not essential to the Customer, but that allow the value-adding
17、 tasks to be done better/fasterEx. Kitting and Set-upSteps that are essential because they physically change the product/service, the Customer is willing to pay for them and are done right the first time必要步骤必要步骤,改变产品或服务改变产品或服务,客户客户愿意付钱愿意付钱.且第一次做好且第一次做好.Steps that are considered non-essential to prod
18、uce and deliver the product or service to meet the Customers needs and requirements. Customer Is not willing to pay for these steps.非非必要步骤必要步骤,并未改变产品或服务并未改变产品或服务,客户客户不愿意付钱不愿意付钱.Example: Defect reworkValue-Added Work增值工作增值工作14Defining ValueIf the customer cares about it客客户关注户关注(且愿为此买且愿为此买单单)(and woul
19、d be willing to pay for it) ANDIf the “thing” going through theactivity changes physically AND 行为改变了物件行为改变了物件If it is done right the first time 一一次作对次作对15The Value streamWaste eliminationWhat is value STREAM?The value stream is all the steps and processes required to bring a specific product from ra
20、w materials to finished product in the hands of the customer. Analyzing the entire flow of a product will almost always reveal enormous amounts of waste and non value-added sequences.It is a sequence of actions that add value to create the customers “product”It includes value and non value added ste
21、ps (in form of value enabling steps)What is WASTE?16Focus On The Addition Of Value As an example of determining the value added content of a process, examine a football game: Elapsed Time = 180 Minutes Regulation Time = 60 Minutes Value-Added Time = 140 Plays x 10 Sec/Play Total VA content = 23 Minu
22、tes Value-Added percentage of the process = 12%Non-value added steps reduce speed and process effectiveness. Now think about your production from the perspective of the thing going through the process. Does it flow through the process steps without interruption? How effective is the process at addin
23、g value compared to overall lead-time?1718Producing what is needed, when it is needed,with the minimum amount of materials,equipment, labor, and space19 CRS reduced FY08 vs FY09 (1.05% to 0.71%) Shorter LT (from 28 to 21), can still decrease stock, and achieve better delivery security. For very old
24、products, we can still achieve big improvement. Like BERYLL (-9 % PD) NOT efficiency increased more than 30% (-15%PD)To survive in more tougher situation, we have to achieve better quality, shorter LT, higher efficiency, lower cost.Better quality = more competitive cost. FY09, PD result - 9.55%Follo
25、w-upPlan & DoProjectDiagnisticsPreparationTONSUN Lighting Team20Waiting for material to work on等待材料等待材料Temporary storage临时库存临时库存Carrying heavy stuff搬运重物搬运重物A lot of reporting做很多报告做很多报告Transporting parts long distances远距离搬运产品远距离搬运产品Components missing元器件丢失元器件丢失Defects缺陷缺陷Watching the Machine run看机器运行看
26、机器运行Lokking for tools找工具找工具Machinebreakdown机器坏机器坏Movement in inventory库存搬运库存搬运Counting parts数产品数产品Rework 返返工工Wastes around us Transportation 搬运的浪费搬运的浪费 Excessive Inventories 库存的浪库存的浪费费 Over Motion 动作的浪费动作的浪费 Waiting 等待的浪费等待的浪费 Over production 过多制造的浪过多制造的浪费费 Over processing 过度加工过度加工 Defective product
27、s 不良品的浪不良品的浪费费The Seven Ways We Waste 七大七大浪费浪费22Examples Of WasteExamine All Wastes, Constraints, And Customer Issues To Optimize Attack. Layout (distance)布局布局(距离远距离远) Long set-up times设机时间长设机时间长 Poor maintenance 差的保养差的保养 Poor work methods 较差的作业方法较差的作业方法 Lack of training缺少培训缺少培训 Poor supervisory ski
28、lls管理弱管理弱 Ineffective scheduling计划效果差计划效果差 Inconsistent performance measures 测量不一致测量不一致 Functional organization 功能架构功能架构Excessive controls 管控太紧管控太紧 No back-up/cross-training 无储备无储备,多多 功能培训功能培训 Unbalanced workload 工作量不均工作量不均衡衡 No decision rules 无决策无决策 No visual control 无可视化管理无可视化管理 Lack of workplace
29、organization 工场混乱工场混乱 Supplier quality 供应商品质供应商品质 Inconsistent supply of detail parts 来料品质不稳定来料品质不稳定Sources Of Waste 浪费的浪费的源头源头Waste Is So Often So Close In Front Of Us That We Dont See It. We Must Learn To See And Think Systematically. And From A New Perspective.浪费就在我们眼前浪费就在我们眼前, 但我们却视而不见但我们却视而不见.
30、我们必须学会系统地我们必须学会系统地从新的角度从新的角度, 去发现浪费去发现浪费24Defects: incorrect data entry不良不良: 输入错误的数据输入错误的数据Over production: preparing extra reports, reports not acted upon, batch practices过度生产过度生产: 准备很多报表准备很多报表 Transportation: extra steps in the process, distance traveled, no co-location运输运输: 流程太多流程太多,长距离行走长距离行走Wai
31、ting: batch methods, choppy workflow (i.e. closings, billings, collections)等待等待: 排队排队, 盖章流程盖章流程Inventory: transactions not processed, in- and out-baskets, signature cycle rooms库存库存: 业务停滞业务停滞, 签署签署Motion: extra steps, extra data entry, information not at point-of-use动作浪费动作浪费: 步骤太多步骤太多,太多数据输入太多数据输入, 资
32、料不是都有用资料不是都有用Processing: sign-offs and approvals, too many layers in management加工加工: 签名批复签名批复,太多管理层太多管理层Multiskilling: Less and less, more Specialists hired to do normal jobs 多技能多技能: 越来越少越来越少, 很多很多”专家专家”在做简单的事在做简单的事.Waste In Business/Admin Processes业务业务/行政管理过程中的浪费行政管理过程中的浪费25Understanding A Process
33、Lean精益生产的思考精益生产的思考: 流程中的不同活动流程中的不同活动THE ACTIVITY OF THE PRODUCT 产品的活动产品的活动: What is happening to the thing going through the process, from theperspective of that item? What tasks are actually value added? How long Is the cycle time? What percentage of that cycle time is comprised of value-added acti
34、vity? 从”物质”的角度看,流程中物质发生了什么变化?哪些是增值的? 周期有多长? 百分之几包含增值活动?THE ACTIVITY OF THE PERSON 人员的活动人员的活动: From the perspective of the person, what percentage of effort (of the totalavailable work time) is actual value-added? Where does the person impartvariation (quality, lead-time, etc) into the process and pr
35、oduct?从人员的角度看, (整个工作时间中)有多少是增值的?何时导致了流程和产品的变异(质量,周期)?THE FLEXIBILITY OF THE PROCESS 流程的柔性流程的柔性: What is the time required to “change over” from doing one type of work orproject to another? How often should change over occur? How capable is the person and the process of working a mixture of projects,
36、 products, and volume?从一种产品”切换”到另一种产品需要多长时间? 切换的频率? 在混合产品的生产中,员工和流程的能力如何?There are 4 activities the product of your process can be engaged in. transportation搬运搬运 2% storage储存储存 80%world-class Items 1, 2, and 3 are waste; item 4 is where value is added. When the product sits, we are generating waste.
37、 Think FLOW. Why cant your process flow? Now you are identifying sources of waste!产品停下来就在产生浪费产品停下来就在产生浪费. 让它流动起来让它流动起来!our tendency10%70-80%5-10%1-5%Note: percentages are of process lead-time.Product Activity “产品产品”的活动的活动Begin to consider a process from the perspectiveof the “thing” going through th
38、e process.99% NVA1%VATypical non-value to value-added ratio:典型的非增值典型的非增值,增值比例增值比例: The idea should NOT be buy a faster machine. 不应总是想着不应总是想着”买更快的机器买更快的机器”. People are already busy. 我们够忙的了我们够忙的了 We must focus on the real opportunity: the 99% NVA. 我们更应关注我们更应关注 99%的非增值部分的非增值部分. Focus on systemic change
39、 to eliminate waste. 系统改变系统改变, 消除浪费消除浪费. Most companies go after this:多数制造商这样做多数制造商这样做: and maybe get this.改善了这么改善了这么多。多。Continuous Improvement Activity持续的改善持续的改善28Types of MapsValue Stream Mapping and Process Mapping are techniques that help to visualize work processes. By doing so, they enable imp
40、rovement teams and managers to identify areas for streamlining the work, reducing defects and improving operations in many ways. Both techniques are valuable tools for Lean Manufacturing. No single map or technique suits every purpose and situation we need to learn where to use Value Stream Mapping
41、and where to use Process Mapping.Value Stream MapProcess Flow Map29 Types of Maps Process Mapping is effective across a wide range of situations and levels of detail. Process mapping is fundamental. It assumes no pre-conceived set of arrangements, tools or technique. Value Stream Mapping is a more r
42、ecent technique designed specifically around the Toyota version of Lean Manufacturing. These two approaches view the same work from different perspectives and on different levels. Each has a place in the improvement of work processes and the attainment of business goals. A factory is enormously comp
43、lex. Only visuals convey enough information to understand the processes, relationships, hidden waste and time-domain behavior. Visualization brings a deep understanding and leads to major breakthroughs in productivity and other performance, It leads to consensus on systemic problems and remedies. Wh
44、ile a finished process or value stream map communicates valuable information, the most important benefit comes from its creation. During the mapping process, when properly done, insights grow, patterns shift and consensus builds. Not only does mapping lead to better processes, it leads to a consensu
45、s that enables and enhances implementation. 30Lead Time 23.5 daysVA Time 3 minutesValue Stream Present State Map (VSM)31Lead Time 4.5 daysVA Time 3 minutesValue Stream future Map32Production in a continuous one-piece flowBatch production in an isolated process - PUSH 离散型离散型,批量批量推动式生产推动式生产 Continuous
46、 flow: ”produce one move one” PULL“单件流单件流” 拉动式生产拉动式生产Lead-time 30+Process A: 10 minutesProcess B: 10 minutesProcess C: 10 minutesLead-time 12 33TraditionalCuttingCuttingBendingShipping WarehouseWeldingReceiving warehouseRaw materialStorageStorageStorageStorageStorageBendingPressingPackagingTotal cum
47、ulative processing time: MinutesActual Lead time: Weeks34LeanCuttingCuttingBendingShipping WarehouseWeldingRaw materialBendingPressingPackagingTotal cumulative processing time: MinutesActual Lead time: Hours or (a couple of) daysThink “Flow”35Takt time = Takt is a German word and means a musical tem
48、po or beat. 来自德语来自德语, 音乐的节拍音乐的节拍.It gives the rhythm to pull production. 拉动生产的节奏拉动生产的节奏.Vital for balancing inputs, outputs and labour use.平衡输入平衡输入,输出和劳动力输出和劳动力Takt time 节拍时间节拍时间36If capacity appears to be insufficient (bottleneck), often a single operation exceeds the takt time. 产能不够通常是某一个制程的时间超产能不
49、够通常是某一个制程的时间超过节拍时间造成瓶颈过节拍时间造成瓶颈Line balancing, a key industrial engineering skill, can help solve the problem; adjusting the tasks assigned to each operator, reconfiguring the layout of the line or increasing the efficiency with which the limiting task can be performedUnderstanding cycle times is an
50、 important part of line balancing. If cycle time for every operation in the complete process can be reduced to equal takt time, products can be made in one-piece flow.如每工序的作业时间缩减到节拍时间, 就可以”单件流”生产了.Takt time and Line balancing节节拍时间拍时间,线平衡线平衡37 Involved and empowered employees. 全员参与全员参与, 激励机制激励机制 Work
