1、MAY 16, 2005Transactional ProcessImprovement事务过程改善金华市利安得企业咨询有限公司2What do these DPS Tools have incommon? 这些DPS工具的共同点是什么？VALUESTREAMMAPPING价值流绘图VARIATIONREDUCTIONKAIZEN变化减少改善STANDARDWORK标准工作5S/VISUALMGMT5S/视觉管理What do these DPS Tools have in common?这些DPS工具的共同点是什么？VALUESTREAMMAPPING价值流绘图VARIATIONREDUCT
2、IONKAIZEN变化减少改善STANDARDWORK标准工作5S/VISUALMGMT5S/视觉管理When combined in a kaizen eventyou can successfully eliminate waste from transactional processes当参与改善活动时， 你就能成功地消除事务过程中浪费。34Objectives of Event活动目标Identify how to apply lean concepts in a transactional area确定如何在事务领域中运用精实的概念Complete a Value Stream Ma
3、p of your current transactional state完成你目前事务状态的价值流图Complete a Process Flow Map of your “AS-IS” transactional process完成你的AS-IS事务过程的流程图Identify and eliminate sources of variation in your transactionalprocess确定并消除你事务过程中变化的来源Implement Standard Work and 5S/Visual Management in yourtransactional area在你的事务
4、领域里实行标准工作和5S/视觉管理Create metrics/KPIs to measure success创立衡量标准/KPI以衡量成功5Benefits of TPITPI的益处Reduce redundancy in work减少工作中不必要的重复Reduce errors in quality of information减少信息质量中的错误Improve efficiency提高效率Reduce time spent waiting for others减少等待时间Reduce time/distance spent walking减少行走的时间/距离Create standard
5、 work for all to follow创立让所有人遵循的标准工作Reduce amount of communications needed while improving quality of thecommunication itself提高交流质量本身的同时减少需要交流的次数Consolidate amount of places for storing information统一信息储存场所的数目6Why Focus on Transactional?为什么集中在事务上？All processes in value stream must be robust.价值流中的一切过程
6、都必须是强健的。All processes can be improved!一切过程都能改善！Focus has traditionally been in manufacturing传统上以制造为重点Transactional processes often drive waste into other areas of thebusiness事务过程经常把浪费带到业务的其他领域Poor forecasting/ scheduling糟糕的预测/日程安排Inaccurate sales order input错误的销售订单输入Engineering change orders taking
7、too long工程改造订单耗时过多What are Transactional areas?哪些属于事务性工作？Quote generation processContact/Lead generation processAccounts Payable processAccounts Receivable processService and Warranty support processSales processOrder Entry processPurchasing processCredit processHuman Resource processShipping/Receiv
8、ing processProduct Development processEngineering Change processDPS Improvement Processes询价联系、领导修改过程付款收款服务和保证支持销售订单输入采购信贷人力资源收/发货产品研发工程更改DPS改善78Transactional Processes事务性过程Everything we do is part of a process我们做得每一件事情都是过程的一部分all processes can be improved所有的过程都是可以改善的Inputs/输入Process/过程Output/输出MAY 1
9、6, 2005Lean OverviewChapter 110Chapter Objectives本章目标1. Identify Lean Concepts确定精实概念2. Distinguish Value Added vs. Non ValueAdded Activities区别增值活动和非增值活动3. Define Transactional Waste and IdentifySources定义事务浪费并确定其来源Key Lean Concepts主要精实概念Quality built into each process 每个过程都注重质量Lead time reduction thr
10、ough elimination of waste 消除浪费以减少前置时间One-piece flow cellular design standard work 单件流单元设计的标准工作Operator loading 操作员负荷Continuous improvement and standardization 持续改善和标准化Visual management视觉管理Multi-process handling 多流程处理Value Added vs. Non-Value Added 增值与非增值Eight Wastes 8种浪费1112Rework/返工Ship/交货Tradition
11、al Method/传统方法ABCInspection/检验A B CABCShip/交货Scrap/报废DPS Method/DPS方法过程决定品质Key Lean Concept/精益的关键概念Quality Built Into Each Process/过程决定品质Build in Qualityat Each Process Do Not Pass Along Defects!/不放过缺陷！13Mkt.R&DProduct ProductionDesign Preparation Purch. Manuf.ServiceDist.6 months/6个月12 months/12个月M
12、arketing市场营销R&D研发ProductDesign产品设计ProductionPreparation生产准备Purchasing采购Manufacturing制造交货Distribution Service服务Concept/概念 通过消除浪费减少准备时间Cash/现金Total Value Stream/全部价值流过程Total Value Stream after Kaizen改善后的全部价值流程Key Lean Concept/精益的关键概念Lead-Time Reduction By The Elimination of WasteMfg Kaizens制造改善Transac
13、tional Kaizens事务改善Marketing市场营销R&D研发ProductDesign产品设计ProductionPreparation生产准备Purch.采购制造Manu. Distribution交货Service服务Total Value Stream/全部价值流过程Traditional “Over the Wall” Batch Processing传统的隔墙批量过程Incoming Loan Sorting借贷斟选Loan Calculations借贷计算Final Approval/Customer Contact最终核准/联系客户1415交接、等待、品质缺陷、库存、
14、移动！Customer SeesImproved QDC!以客户的观点来看待改善后的品质交货成本One Piece FlowCellular DesignStandard Work单件流形式的标准工作Significantly Reduces Waste/减少的突出浪费:Transportation, Waiting, Quality Defects, Inventory, Motion!Sorting借贷斟选Lean Processing/精益过程Loan Calculations借贷计算Final Approval/Customer Contact最终核准/联系客户Incoming Loa
15、nLoading (minutes)16141210864201816Processor 1Processor 3Loan Application借贷申请Processed Loan处理过的借贷Incoming LoanSorting借贷斟选10 Minutes/10分钟Loan Calculations借贷计算8 Minutes/8分钟Final Approval /Customer Contact最终核准/联系客户15 Minutes/15分钟Customer Demand客户需求每13分钟客户需求1个Processor 2Operator Loading and Waste操作员负载和浪
16、费Is there waste in this loan process?/借贷过程中有浪费吗？Can we meet the customer demand?/我们可以满足客户的需求吗？Operator Loading - Loan Processing操作工负载-借贷过程Customer Needs 1 Every 13 MinutesIMPROVEMENT改善KKKKKKKSSSSKey Lean Concept/精益的关键概念Continuous Improvement And Standardization持续的改善和标准化KKTIME/时间Without standardizati
17、on, improvements can not be sustained!没有标准化，改善不能维持！17K = Kaizen Activity/改善活动S = Standardization Activity/标准化活动18Is this Good Visual Management?这是好的视觉管理吗？You approach a crosswalk at a stoplight and see these signs:你走近停止行进灯旁的人行横道，看到以下标志：Interface with CustomerInterface with Customer与客户面谈与客户面谈1 OPERAT
18、OR, MULTIPLE PROCESSES1个操作员，多技能191 OPERATOR, 1 PROCESS1个操作员，单一技能Enter Order and ResolveKey Lean Concept/精益的关键概念Multi-Process Handling/多技能作业One Operator Multiple Processes/一个操作员-多技能Enter Order and ResolveCredit Issues输入序号，处理信用卡Credit Issues输入序号，处理信用卡Credit Dept.信用卡部C/S Dept.客户服务部20Value Added Activit
19、ies vs. Non-ValuedAdded Activities 增值和非增值VALUE ADDED ACTIVITIES:增值活动NON-VALUEADDED ACTIVITIES:非增值活动Value Added Activities vs. Non-Valued Added ActivitiesVALUE ADDED ACTIVITIES:增值活动Any process or operationthat shapes or transforms aproduct or serviceinto a final form that thecustomer will pay for.任何改
20、變或塑造的步驟，使產品或服務，達到有助於客戶的購買之過程的步驟NON-VALUEADDED ACTIVITIES:非增值活动Those process steps that taketime, resources, or space, butdo not transform orshape the productor service towards that whichis sold to the customer那些花費時間、資源或空間，但無法增加產品本身價值或服務的過程步驟(這些是能讓客戶意付出代價的事情)(應該被排除、簡化、減少或合併的活動)WHAT WOULD BE CONSIDERE
21、D VA vs NVA IN TRANSACTIONAL?WHO IS THE CUSTOMER?在信息流中如何定义增值和非增值？客户是谁？21Non-Value Adding _%Percentages?Value Adding_%22Value Added Activities vs. Non-Valued Added ActivitiesWhat Are The23Non-Value Adding非增值活动 _%955What Are ThePercentages?比率是多少？Value Adding增值活动_%The Value Add Is Usually Much Less The
22、n 5%!增值活动一般远远低于5%！Key Lean Concept/精益的关键概念Value Added Activities vs. Non-Valued Added Activities增值活动和非增值活动ValueAdded&Necessary增值又必需Non-VA&Necessary非增值但必需ValueAdded&Non-Necessary增值但非必需Non-VA&Non-Necessary非增值又非必需24Non Value Added vs. Necessary, Where are we going to focus?/非增值与必需要的我们关注哪一个？Reduce减少Elim
23、inate消灭Identify/确定Key Lean Concept/精益的关键概念Value-Added and Non-Value Added Activities增值活动和非增值活动Challenge& Eliminate挑战和消灭What are The Eight Wastes?/八大浪费？Waiting/等待zzzzzOver-Processing过多工序Sign-offs/签核12 191086 4132311 5 7Transportation/运送UnusedCreativity没用的创新25Noway!不行！Motion/移动Inventory/库存Wrong info/错
24、误的信息Info missing/信息丢失Keypunch error/键入错误Quality Defects品质缺陷Over-Production过量生产26 Motion/移动 Inventory/库存 Waiting/等待 Quality Defects/品质缺陷 Over Processing/过多工序 Transportation/运送 Over Production/过量生产 Unused Creativity/没用的创新 Walking, routing information/走动，路线信息 A task waiting to be started (WIP)/等待开始一项工作
25、(WIP) Delays and queues/延迟和排队 Incomplete or bad information/没完成或错误信息 Unnecessary or extra process steps /Variation ofprocess methods/ 没必要和额外的工序步骤/工序方法不一致 Handoffs of information/信息中断 Creating info that others dont use/创新他人不用的信息 No process for improvement/没有过程可以改善Examples of Transactional Waste/事务浪费的
26、例子Eight Wastes/八大浪费Key Lean Concept/精益的关键概念The Eight Wastes Transactional Examples八大浪费与事务浪费的例子27 Functional organization/功能型组织 IS technology gaps/ IS技术差异 Excessive controls/ 过度控制 Outdated process design/ 过时的过程设计 No back-up/cross training没有候补/交叉培训 Unbalanced workload/不平衡的工作负载 System batching/系统批量 Out
27、dated policies/过时的方针 Changing priorities/修改优先顺序 Responsibilities not defined/没有确定职责 Poor visual control/目视管理差 Disorganized workplace/无组织的工作场所 Lack of training /缺乏训练 Obsolete forms/ 作废的表格 No SOPs/ 没有SOPs Authorization levels/ 授权等级Key Lean Concept/精益的关键概念The Eight Wastes Causes of Transactional Waste八
28、大浪费 - 事务浪费的原因2820File Hard Copy书面文件Pickup NextOrder Fax从传真上取下一订单Enter Order AndPrint Hard Copy输入订单并打印Distance Exercise/距离练习Daily Requirement每日需求:40 OrdersAssociate performs3 tasks to complete1 order一个人完成一个订单需要执行3个动作30Feet per (8 hour) day/每天英尺(8小时)_Feet per (5 day) week/每周英尺(5天)_Feet per (240 days)
29、year/每年英尺(240天)_Miles (5280 ft.) per year/每年公里(4280英尺)_Hours (Miles/2)/小时(公里/2)_4,00020,000960,00018190.5MAY 16, 2005Capturing The Current-StateTransactional Value Stream记录当前状态事务价值流Chapter 2第二章30Chapter Objectives本章目标1. Identify process steps to create a Value Stream Map确定过程步骤以创建价值流图2. Walk The Valu
30、e Stream Starting From The CustomersPerspective Walk From End to Start从客户的角度浏览一遍价值流从尾到头浏览一遍3. Map The Current State Transactional Value Stream绘制当前状态事务价值流图4. Define Elements of a Lean Value Stream定义精实价值流的要素5. Develop Kaizen Bursts And Apply To The Current StateMap开展改善爆发并应用于当前状态图31What are we striving
31、 for with DPS?我们用DPS做什么？Eliminate Waste/消灭浪费Improve Quality/提升品质Improve Delivery/改善交货Reduce Cost/降低成本Results in Significant/汇报重大改善成果Measurable Improvement/评估改善Kaizen with a Purpose!有目的的改善！“Kamikaze Kaizen”“Hit & Run Kaizen” VS.“Horizontal Kaizen”水平改善“Kaizen with a Purpose”有目的的改善“Vertical Kaizen”垂直改善
32、Dont create islands of success in a sea of Waste!不要妄想在浪费的海洋中建立成功的孤岛！How? Follow the DPS Improvement Process那怎么改善？依照DPS改善程序32VALUE STREAM = All steps, both VA and NVA, required to bringthe product from raw material to customerVALUE STREAM=所有步骤，包括增值活动和非增值活动，要求从原材料做成产品，交付给客户。33Value Stream Improvement
33、& ProcessImprovement 流程改善和过程改善Value Stream价值流程PROCESSTakeOrder取订单PROCESSBuildProduct生产产品PROCESSGetPaid拿到付款Concept/概念Cash/现金Customer客户34Mapping a Transactional Value Stream绘制事务流程图Follow a transactional process pathfrom end to beginning, and draw a visualrepresentation using icons (current-state map)o
34、f the material or service and information flows .跟踪事务流程从结束到开始的过程，并用直观的图示画出目前使用的材料和服务符号及信息流。(目前状态图)Then identify areas to improve and focus our TPIefforts。确认要改善的区域和我们TPI努力的方向。35“Highland Manufacturing” ECO Process Data Sheet高地公司工程更改指令过程数据表An ECR is an Engineering Change Request/ECR是工程更改申请An ECR is ge
35、nerated by a Manufacturing Engineer. The ECR informsEngineering of a requested change to a product or drawings.ECR是由制造工程师发出，向工程部申请更改产品或图纸。An ECO is an Engineering Change Order/ECO是工程更改指令ECRs are turned into ECOs if the change is going to be acted on.ECO是对通过的ECR的执行。The Data Set sheet for this case st
36、udy is located in Appendix C of thisworkbook.本案例研究的数据表见附录C。Have the Highland Data Set out for reference during the case studyreview.在案例研究检讨之前，高地公司数据表单已经分发给学员作为参考了吗？Highland Manufacturing ECO Process Data Sheet/高地制造公司ECO过程数据表1.ECO request (ECR) generation/工程更改申请发生 ECRs takes 10 minutes to complete/EC
37、R10分钟完成 ECRs are batched 1X per week by 1 of 4 Mfg.Engineers/ECR由4个制造工程师中的一个每周处理一次。 Batch Size = 5/处理批量=5 There were 10 ECRs that need completing on the Mfg.Engineers desk/制造工程师桌子上有10份ECR需要处理。2.ECR Analysis/ECR分析 Each ECR takes 60 minutes to analyze/每个ECR需要60分钟进行分析。 The Product Engineer batches 2 we
38、eks worth of ECRsdue to workload of other responsibilities/由于其他工作，生产工程师每2周处理一次ECR。待处理。3.Drafting Changes/绘图更改 Each ECR takes 3 hours to process into an ECO/每个ECR需花费3小时处理成ECO There are 44 ECRs in front of the draftsman/绘图员面前有44份ECR。4.ECO Checking/ECO检查 Each ECO takes 30 minutes to check/检查每个ECO需用30分钟
39、 The Product Engineer processes ECOs 1X per week/产品工程师每周处理一次ECO There were 6 ECOs in front of the Product Engineer/产品工程师面前有6个ECO 5% of the ECOs get rejected by the Product Engineer after draftingchanges/当制图更改后，5%的ECO会被产品工程师拒收。Circulation for Approval/审核循环 It takes 20 minutes for each person to check
40、 for approval, there are 5people that review each ECO/每个人审核需要20分钟，共有5个人审核ECO。 This process takes 2 weeks due to delays in peoples inboxes/这么花费2周时间，由于人员的耽搁。 5% of all ECOs are rejected at this stage/这阶段5%的ECO被拒收。 There were 55 ECOs in circulation/共有55份ECO在审核中。 There are 5 ECRs waiting to be processed
41、/有5个ECR等 5.Implement ECO Process BOMs, Routings/完成ECO，更改BOM，其他例行程序. It takes 90 minutes to change the BOM and Routing/更改BOM和例行程序需要90分钟。 The planner only does this function 1X per week. 计划员每周做一次这个工作。 There were 20 ECOs waiting for processing。有20份ECO等待处理。 1% of the ECOs are rejected at this point/有1%的
42、ECO在这个阶段被拒收。36Highland processes 20 ECOs perweek 高地公司每周处理20个ECOThere are 5 days per week, and 7.5 hours of available time inthe value stream studied 研究的价值流程里每天工作7.5小时，每周工作5天Process Steps Observed During The Value Stream Walk/价值流追踪中观察到的观察步骤General Information/基本信息:= -37Total Available Time/所有时间Total
43、Daily Requirements/每天总需求Takt Time:Takt Time - How often we need to complete a transactionTakt时间 我们多频繁需要完成一次交货。Cycle Time - Total time to complete a transaction周期完成一次交货的总工作时间。Produce To TAKT Time依照TAKT时间生产Takt time is a key element of Standard WorkTAKT时间是标准工作的关键参数。How frequently a transaction must be
44、completed to meet customer expectations.多高频率的转换才能满足客户的期望。_ Hours = _ Minutes (Based on standard work shift/基于标准工作班次)_ Minutes Available x 60 = _ Seconds per shift_ Seconds Divided by _ pcs/shift = _ SecondsTAKT Time = _ Seconds per Piece388 4803000Total = _ Available Minutes per Shift/每班实际工作时间450Cal
45、culating TAKT Time计算TAKT时间Note: This example uses the Highland data.注意：本例使用高地公司数据。450 27,00027,000 4 6,7506,75039DrawingsImplemented图纸完成TT = 6,750 Sec.20 ECOs PerWeek 1 Shift20 ECOs 每班每周40Analyze ECR1Make Chgs1Check ECO1Circulate5ECR1Process ECO1DrawingsImplemented图纸完成TT = 6,750 Sec.20 ECOs PerWeek
46、1 Shift20 ECOs 每班每周41Analyze ECR1Make Chgs1Check ECO1Circulate5ECR1Process ECO1DrawingsImplemented图纸完成TT = 6,750 Sec.20 ECOs PerWeek 1 Shift20 ECOs 每班每周42Operator Cycle Time/操作者循环时间Machine Cycle Time/机器循环时间Drop Off Rate (How Often A Finished Part Is Completed Off The End Of The Process)/产出率Process L
47、ead Time (Time required to complete a batch through a process)/过程前置时间Batch Size (Size of batch through a process when greater then one piece)/批量Process Time Per Piece (Process lead time divide by batch size)/单件过程时间Reject Rate (Percent of product that is rejected for quality defects)/不良率Uptime (Perce
48、nt of planned time the process runs, takes out breakdowns and unplanned maintenance)/驾动率Changeover Time (Time to change from the last good piece of part A to the first good piece of part B)/换模时间Ever Part Every (How often a part number is run through the process)/间隔时间Shared Resource (Shared if the re
49、source is used by other value streams)/共享资源SRNumber Of Operators/操作工数量=#Number Of Shifts This Process Is Run/执行此过程的班次SH=#Takt Time ( Shown one time in/near the customer Data Box)/TAKT时间T/T=TimeNote: The Following Information Goes In the Data Box below the Process Box备注：以下数据记录于过程框下方的数据框内NOTE:Only pla
50、ce appropriate data in the data box. The list above may not be totally inclusive.备注：资料框只记录实际需要的数据，不一定要记录上面所有的数据。Data Box/数据框VSM Data Box & Process Box Definitions And Symbols数据框和过程框定义和符号The Below Data Gets Added To Or Above the Process Box下列数据记录于过程框或上方Process Box/过程框OCT=TimeMCT=TimeD/R=TimePLT=TimeB
