1、精益价值流精益价值流Value Stream Management目录目录一一：精益价值流简介：精益价值流简介二二：产品价值流图：产品价值流图三三：企业价值流图：企业价值流图四：价值流管理：价值流管理精益的概念精益的概念只需要：只需要：一半的工人；一半的制造空间；一半的工具投资；一半的设计工时；一半的新产品开发时间；一半的库存；一半的产品前置时间生产出品质更好、数量更多的产品。生产出品质更好、数量更多的产品。精益的发展精益的发展供应商供应商客户的客户客户的客户客户客户VALUE STREAMFLOW VALUEPULLPERFECTION利用精益思想，通过执行价值流的方法利用精益思想，通过执行
2、价值流的方法不断改善、提高我们的经营成绩不断改善、提高我们的经营成绩长期的计划长期的计划精益思想精益思想五大原则：五大原则：从客户的角度来区分增值和非增值活动，不能从独立的企业、职能部门角度进行区分；确定从设计、定单到生产这个价值流中的必要步骤，找出带来浪费的非增值活动；保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃；由顾客拉动生产商创造价值；持续地清除所存在的浪费，努力追求完美。中国企业的现状中国企业的现状？精益的转变精益的转变精益生产精益生产价值流管理价值流管理着眼企业内部着眼企业内部关注整个价值链关注整个价值链价值流价值流定定 义义A Value StreamA Value
3、 Stream所谓价值流是指产品通过其基本生产过程所要求的全部活动,这些活动分为增加价值和不增加价值两部分,包括了从产品基本的原材料阶段一直到产品交付顾客的全部过程,还包括了整个价值链中的信息流.客户供应商工 厂ValueValueValue价值流的分类企业企业价值流价值流产品产品价值流价值流工作工作价值流价值流价值流图析的结构产品工序独立工厂多个工厂整个企业价值链产品价值流产品价值流企业价值流企业价值流目录目录一一：精益价值流简介：精益价值流简介二二：产品价值流图：产品价值流图三三：企业价值流图：企业价值流图四：价值流管理：价值流管理价值流图示价值流图示:产品图产品图StampingTakt
4、=57.7 secC/0=10 sec.Uptime=100%2 Shifts27,000 sec availTotal worktime=165 sec.SupplierWeld&Assy ProductionControl20totecoil DailycoilCoils(at the press)LRBatchBatch=1 shiftC/O 10 min价值流图示价值流图示:企业图企业图IGlobal Hawk Enterprise Value Stream Map(Tier 1)Customer:USAFValue:-Persistent ISR Capability-Afforda
5、bility-Rapid Fielding-Range Endurance-SupportabilityRequirements&FundingProgram PlanningPhaseABAug.03GOLDSystemPlanCon OpsThrough Put Time=See Each ElementProcessing Time=N/A Tier IProduct:Global HawkProgramManagementCEEMD Development&TestField The System(Operations&Support)OSDACCAir StaffOLDORD/REQ
6、Test PlanBudget PositionProgram PlanACTDLegacySystemTEMPTest EvaluationMaster PlanAlphaContractingBudget Released to Program(Budget Authority)DAB Approves Program Plan(IPR or Milestone Review)ADMProgramBaseline(APB)ORDFormal Reqmt.Other User Reqmts(OSD,Air Staff,JAT,Congress)ACQ/SupportStrategySPOIn
7、puts to ACC for POMBuild Cost Baseline for DAB BaselinePOM2 Year PlanRanking&Prioritization of ReqmtsPPBSProcessBudget ApprovedCongressACC&OSDNew Reqmts Adjust DABDirectionRevisions ORD Updates ACC/AF Budget ChangesContractSpiral Definitized ExecutionCurrent StateAs Of February 2003DeliverablesSyste
8、ms Reqmts.Analysis from ORD&Contract Reqmts.FlowdownSRRSystem Reqmts.ReviewPreliminary DesignReqmts.Flowed to IPTs/GroupsDetailed DesignCritical Design ReviewEMD Build Fab/AssySubsystem Inspect&TestSystem Integration Inspect&TestTEST(ATP)Flight TestFCADT/OTSPOIDProduce&Deliver SystemILengthyProcessR
9、equirementsPlanningRefer to Global Hawk Program RoadmapTrainingSpares24 MonthsSPOProcess ArchitectureProductionSupply ChainCycle TimeSubcontract Supplier ManagementSupplier Long Lead Turn-OnDefinitized Funding ProvidedPrime Begins WorkContract Turn-On for Long Lead Funding1.0 Direct the Enterprise2.
10、0 Provide Financial Services&Control3.0 Provide Internal Services&Facilities4.0 Provide Material Acquisition Services5.0 Manage Program6.0 Acquire Business7.0 Define Product8.0 Produce Product9.0 Support ProductRefer to TIER II Value Stream MapExecutionSpiral Specific PlanningSPOTechnicalCapabilityS
11、tudiesDevelopProgram Strategy&Cost Plan for(DAB)Alpha Contracting(ACT 1 4)Spiral ReqmtsAF/PEOXO,XIOSDOIPTWIPTAlpha Contracting(ACT 5-8)ProposalsProductionDevelopmentSupportAcquisitionStrategy(ASR)Support Original Plan/BudgetJCCBRFP,Contract AwardContract AwardACT(9 15)Production(Long Lead)Developmen
12、tSupportBOA ContractProgram ManagementBaseline(PMB)Manage Requirements Manage To Budgets Manage Performance Manage Data&Change Manage Risk Integrate Plans&SchedulesNGC/SPO CDRLs/SDLRsSPO/OSD DAESDef.Acq.Exec.SummaryChief Eng.Provides Technical AssessmentReportSPO/Congress SAR Selected Acq.ReportSPO/
13、PEO SAF/AQMARMonthly Acq.ReportChange ProcessTechnical ManualsSupport EquipmentProvide/Update/Revise Production Tech.ManualsOperations ContinuationTraining SustainmentProcure SparesContractor Item Management SparesSORAP ProcessDeliver SparesRepair Management Peculiar ItemsACC&EAFBDeliver Manuals/TCT
14、Os and Kits Tech.Manual Sustainment User Feedback AFTO 22&DRs Acquire New/Add.GFPDesign New Support EquipmentRevise/Update Support EquipmentACC&EAFBTSSP ProcessFAB&Deliver S.E.S.E.&GFP SustainmentACC(Beale)ExecutionGlobal Hawk Program RoadmapContract ClosureExecutionDD250ExecutionIField ServicesIIAC
15、CRelease#1Ax5220R.J.Goetz03-31-03Deliver GFPProvide/Update/Revise Type 1 Training CoursesDeliver CoursesACC(Beale)SlateRiskIMSHVMSEVMSCMCTSETMDLivelinkAITSPIOS MRPCRMECMSOURSLANSSAPBudgetsReleasedEngineeringSource DataDevelopedNoted:This view is mapped as shown from the enterpriseevent depicting(5)m
16、ajor elements in“swim lane”view.Timelines are estimates and run/overlap each element.Tier II&Tier III VSMs represent greater fidelity for times.Etc.ABBACC18 Months38 MonthsD41 MonthsDE15 MonthsE价值流图示：企业图价值流图示：企业图IISuppliersProvide-Details/Assemblies-Sub Systems-Critical Path HardwareCustomer:USAFPro
17、duct:Global HawkSupplier Quality&Tech PerformanceProcurementBTPP.M.SAPPlatinum Source 1 Per MonthAt Full RateDevelop&NegotiateProposalsNTE/UCA=90 DaysProposals/Contract=180 DaysFab and AssyTubes&Misc.Details&Blue StreakAdvanced Mfg.CenterActuators Assembly360 Mdays Supplier Long Lead Time XXX Mdays
18、Inside Supply Time20 Mdays05-23-03R.J.GoetzRelease#1Cx5220 Aileron Actuator Spoiler Actuator Ruddervator 1 HeadAvionics AssemblyBTPSLWorkAuthorizationContractCustomer ScheduleContract/ATPRFQProposalPerformanceMeasuresSchedule CostQualityChangeAuthorization&ControlProgram Management ReportsPerformanc
19、e Measures(PM)Master SchedulingSales Orders(S.O.)Approved PCDSO&PMIISOSOAdv.Material Request (AMR)Receiving/InspectionNoted:The Global Hawk Integrated Product Team provides additionalproducts to the customer not shown on this value streammap.Some of these products include:-Product Support Deliverabl
20、es(Support Hardwareand Technical Orders)-Design Validation Reports-Configuration Characterization Deliverables-Other Contract Information ItemsInternalProcess FlowVariationsNumerousChange InitiatorTypes&Reqmts.Build to Package/Buy to Package,Change&ReleaseXXXX DocumentsReview&Disposition ChangeIniti
21、ativesInternal&SupplierChangeRequestsSOAdv.Matl.Request Build/Buy toPackages(B.T.P.)PCB Bucket ISMT/OMTOrders PlacedRequirementsPlanningIIIProduction Support(11 EP)MRB Liaison,EAFB Test,Supplier Base NCTPs&ECNTs ProcessingRCIs&DVAs ProcessingCorrective Action Time to Disposition 1 to 2 DaysSLReactio
22、nTimeCustomer Approval(JCCB)BudgetAuthorizationBudget at Completion(BAC)Total Buy Items=3500(Est.)Total Make Items=700(Est.)Does not include rawmaterial on std.hardwarePCR/CA/PCD68 to 144 daysSLBTPSO&PMSO&PMBTPSLSection 1100Flight OperationsRequestSection 1100Flight Operations1 Station-Ramp619 Hours
23、15 Mdays5 HeadsPaint1 Station-PaintSection 1400Checkout1 Station-Hanger3957 Hours50 Mdays4 Heads(74 Tags Avg.)Systems Installations5 Stations PU Jig(74 Tags Avg.)ISO&PMBTPSLSO&PMBTPSO&PMBTPSLSO&PMBTPSLSO&PMBTPSLSO&PMBTPSLReworkSupplierPartsDisconnectLateDeliveriesSL393 Mdays P3 Hardware Throughput T
24、imeFuselage Assembly5 Stations-FAJ2840 Hours118 Mdays4 Heads5 Tags P3ShortagesSection 1600Wing Mate2 Stations WM Jig5015 Hours80 Mdays5 Heads(74 Tags Avg.)ElectricalDesignIStock RoomsValue Stream Map View Global Hawk ProgramSection 1800Section 20004929 Hours100 Mdays5 HeadsSection 1200300 Hours5 Mda
25、ys5 HeadsNTE/UCAKey Major Subs:Raytheon ISS 18 Mths.L3 Comms Suite 18 Mths.Rolls Royce Engine 15 Mths.Heroux Landing Gear 15 Mths.Raytheon LRE/MCE 15 Mths.Vought Wing Assy.-14 Mths.Kearfott GPS/INS 12 Mths.Aurora V-Tail 12 Mths.AuthorityDD250 ProcessQualityCustomerAlpha ContractingFunding Constraint
26、s&PIOS+ScheduleFWD&AFT PDCGround Control PanelEthernet HubAnalog SplitterWiring&Boxes6 HeadsProduct DefinitionProduct DeliveryPartWingDeliveryCompositePart Fit-upSequencingFacilitiesEdwards AFB857 Hours35 Mdays1 Station-Ramp5 HeadsTestEquipmentTestEquipmentATPsPartQualityStaffingManpower1stFlight30
27、MilesICMCTSETMDMetaph.El SegundoPalmdaleRancho BernardoRancho BernardoStock RoomEl SegundoStock RoomRancho BernardoStock RoomRancho BernardoValue:AffordabilityCurrent StateAs Of May 2003Development Schedules(EDMS)Designs/Drawings ReleaseSpecifications&Technical DataProgram Master SchedulesProduction
28、 Build Schedules Air Vehicle BuildMfg./Shop Floor ManagementGeneral ProcurementMajor Subcontracts(TIER II)Sub-Assy2 Heads5 MdaysConcurrentGoods MovementPRO-ETIPQAIMPCAPIOS+ETMDMetaph.IMPCALong LeadFundingKitting&DistributionHourly Milk Run DeliverySection 2000 Thru 1400P3Time LineLate EngSub-AssyPla
29、n FAR ComplianceQuality EngineersInspection/MRBProduct Acc.CriteriaRecords/AuditsQuality(4 EP)RCIsReceiving/WarehousingToolingMRManualKit Pull为什么要实行价值流管理为什么要实行价值流管理售价售价售价售价利润利润成本成本传统的制造思想成本成本+利润利润=售价售价售价售价利润利润成本成本现代精益制造思想售价售价-成本成本=利润利润售价售价哪种情况能获得较大的市场份额.?你的企业是采用的哪种指导思想.?结论.运用价值流图析方法可以一目了然地发现企业中各环节的运
30、行情况并及时改善以降低成本来实现利润的提升价值流图的好处价值流图的好处它可以帮助你看到不仅仅是生产的单个工艺过程，如装配、焊接，而是整个流动；它可以帮助你发现更多的浪费。图析帮助你发现价值流中浪费的根源；它将精益概念和技术结合起来，帮助你避免“拣樱桃”；它可以显示信息流和材料流的联系，没有其他工具能作到这点它比做出非增值步骤、生产周期、移动距离、库存数量等清单的定量工具和生产布局图更为有效；更重要的是价值流图将供应商企业客户之间的活动联系在一起，形成简单、清晰的价值链，可以一目了然地发现企业经营活动中存在的问题。价值流图示步骤价值流图示步骤由此进入由此进入形成规范化并持续改善形成规范化并持续改
31、善实现未来价值流并予以奖励实现未来价值流并予以奖励制定正确的执行计划制定正确的执行计划选择价值流图析产品选择价值流图析产品理解并应用精益工具理解并应用精益工具绘制现状价值流图绘制现状价值流图确定改善关键点确定改善关键点绘制未来价值流图绘制未来价值流图价值流图析循环价值流图析循环现状价值流图现状价值流图价值流图循环价值流图循环未来价值流图未来价值流图实施计划实施计划消除浪费消除浪费价值流图示步骤价值流图示步骤现状价值流图现状价值流图价值流图循环价值流图循环未来价值流图未来价值流图实施计划实施计划消除浪费消除浪费关注关键产品而不是图示所有产品跟踪产品的整个流程（原材料加工出货）亲自在现场收集各个环
32、节的信息并进行手绘草图绘图时要充分理解整个价值流过程PQ Analysis sheet第一步：选择价值流图析产品PQ Analysis Paret Chart-20:80Rule0累累計計%(品种品种)數數量量价值流图标价值流图标材料流图标材料流图标AssemblyC/T=30secC/O=40min3 shiftsScrap:2%500 pcs1 DayI生产工序生产工序外部单位外部单位数据包数据包库存库存出货卡车出货卡车推动箭头推动箭头提供顾客合格品提供顾客合格品FIFO先进先出顺序流动先进先出顺序流动第二步：理解并应用精益工具价值流图标价值流图标材料流图标材料流图标通用图标缓冲或备用储存
33、超市物理拉动ChangeoverUptime强调改善标志检查点信息流图标信息流图标WeeklySchedule手动信息流电子信息流计划负荷平衡盒去掉看板生产看板看板符号看板位置第三步：绘制现状价值流图绘制现状价值流图绘制现状价值流图指派绘图员 绘制当前价值流确定客户需求 确定主要工序 （按顺序）物料流.(是拉动还是推动?)在每个主要工序的 数据箱内填充数据确定每工序的库存情况信息流示例：现场布局图Stamping Dept.Steel Coils Stamped PartsStoragePress 1Press 4Press 3Press 2Drill 1Drill 3Drill 4Drill
34、 2Grind 1Grind 2Assy 2Assy 3WIPStorageInspectShippingAssy1Machining Dept.WIPFinished Goods40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsCustomerSupplier250 ft coils绘制图标 ProductionControlMondaysMRP System 2 xdaily40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsGrindAssembleDrill
35、Stamping300 T press3 shiftsEPE=2 daysCustomerSupplier250 ft coils2 machinesC/T=36sec19”20”19”10 8 8102030OPC/TC/0绘制工序流程MondaysShipStaging 2 xdaily ProductionControlMRP System40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsGrindAssembleDrillStamping300 T press3 shiftsEPE=2 daysCustomerSuppl
36、ierTakt=4.1 secC/T=3 sec.O.A.=70%FTQ=98%C/O=4 hrs,1X/wk Scrap=2%Rework=none#operators=1/shiftV.A.=3 secShared:part#123,ABC250 ft coilsTakt=25.9 secC/T=18 sec.O.A.=85%FTQ=99.5%C/O=40 min,1X/wk Tool C/O=30/day Scrap=0.5%Rework=none#operators=1/shiftV.A.=36 secDedicated:L,RTakt=25.9 secC/T=20 sec.O.A.=
37、75%FTQ=98%C/O=60 min,1X/wk ToolC/O=2hrs,1X/wkScrap=2%Rework=none#operators=1/shiftV.A.=20 secDedicated:L,RTakt=25.9 secC/T=20 sec.O.A.=90%FTQ=95%C/O=16min,1X/day Scrap=noneRework=5%#operators=2/shiftV.A.=58 secDedicated:L,RGeneral Information-20 days/month-7.2 hours avail./shift-2 shifts/day2 machin
38、esC/T=36sec19”20”19”10 8 8102030OPC/TC/0绘制数据箱MondaysShipStaging 2 xdaily ProductionControlMRP System40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsShipStagingGrindAssembleDrillStamping300 T press3 shiftsEPE=2 daysCustomerSupplierTakt=4.1 secC/T=3 sec.O.A.=70%FTQ=98%C/O=4 hrs,1X/wk Scrap=2
39、%Rework=none#operators=1/shiftV.A.=3 secShared:part#123,ABC250 ft coilsTakt=25.9 secC/T=18 sec.O.A.=85%FTQ=99.5%C/O=40 min,1X/wk Tool C/O=30/day Scrap=0.5%Rework=none#operators=1/shiftV.A.=36 secDedicated:L,RTakt=25.9 secC/T=20 sec.O.A.=75%FTQ=98%C/O=60 min,1X/wk ToolC/O=2hrs,1X/wkScrap=2%Rework=non
40、e#operators=1/shiftV.A.=20 secDedicated:L,RTakt=25.9 secC/T=21 sec.O.A.=90%FTQ=95%C/O=16min,1X/day Scrap=noneRework=5%#operators=2/shiftV.A.=58 secDedicated:L,RGeneral Information-20 days/month-7.2 hours avail./shift-2 shifts/day2 machinesC/T=36sec19”20”19”10 8 8102030OPC/TC/012000 L 4000 RI4500 L15
41、00 RI3000 L1000 RI4500 L1500 RI500/Gon250/Cart100/Cart50/Cont.I4 coilsMondays500 ft coils 2 xdaily ProductionControlMRP System显示物流40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsGrindAssembleDrillStamping300 T press3 shiftsEPE=2 daysCustomerSupplierTakt=4.1 secC/T=3 sec.O.A.=70%FTQ=98%C/O=
42、4 hrs,1X/wk Scrap=2%Rework=none#operators=1/shiftV.A.=3 secShared:part#123,ABC250 ft coilsTakt=25.9 secC/T=18 sec.O.A.=85%FTQ=99.5%C/O=40 min,1X/wk Tool C/O=30/day Scrap=0.5%Rework=none#operators=1/shiftV.A.=36 secDedicated:L,RTakt=25.9 secC/T=20 sec.O.A.=75%FTQ=98%C/O=60 min,1X/wk ToolC/O=2hrs,1X/w
43、kScrap=2%Rework=none#operators=1/shiftV.A.=20 secDedicated:L,RTakt=25.9 secC/T=21 sec.O.A.=90%FTQ=95%C/O=16min,1X/day Scrap=noneRework=5%#operators=2/shiftV.A.=58 secDedicated:L,RGeneral Information-20 days/month-7.2 hours avail./shift-2 shifts/day2 machinesC/T=36sec19”20”19”10 8 8102030OPC/TC/01200
44、0 L 4000 RI4500 L1500 RI3000 L1000 RI500/Gon250/Cart100/Cart ProductionControl8 weekForecastWeeklyFax30/60/90 dayForecastDailyOrderDaily RequirementsMRP SystemDaily ShipScheduleI4 coilsMondaysShipStaging4500 L1500 RI50/Cont.2 xdaily显示信息流40,000 pcs/mo.-30,000“L”-10,000“R”Container=50 pcs2 shiftsGrind
45、AssembleDrillStamping300 T press3 shiftsEPE=2 daysCustomerSupplierTakt=4.1 secC/T=3 sec.O.A.=70%FTQ=98%C/O=4 hrs,1X/wk Scrap=2%Rework=none#operators=1/shiftV.A.=3 secShared:part#123,ABC250 ft coilsTakt=25 secC/T=18 sec.O.A.=85%FTQ=99.5%C/O=40 min,1X/wk Tool C/O=30/day Scrap=0.5%Rework=none#operators
46、=1/shiftV.A.=36 secDedicated:L,RTakt=25 secC/T=20 sec.O.A.=75%FTQ=98%C/O=60 min,1X/wk ToolC/O=2hrs,1X/wkScrap=2%Rework=none#operators=1/shiftV.A.=20 secDedicated:L,RTakt=25 secC/T=20 sec.O.A.=90%FTQ=95%C/O=16min,1X/day Scrap=0%Rework=5%#operators=2/shiftV.A.=58secDedicated:L,RGeneral Information-20
47、days/month-7.2 hours avail./shift-2 shifts/day2 machinesC/T=36sec19”20”19”10 8 8102030OPC/TC/012000 L 4000 RI4500 L1500 RI3000 L1000 RI500/Gon250/Cart100/Cart ProductionControl8 weekForecastWeeklyFax30/60/90 dayForecastDailyOrderDaily RequirementsMRP SystemDaily ShipScheduleDate:I4 coilsMondaysShipS
48、taging4500 L1500 RI50/Cont.2 xdailyV.A.=117 s3 sec,36 sec.20 sec.58 sec.整体框架图对现状价值流图的评价检查是否已经包含了所有的信息在图中检查图中所有信息的精确性计算总的产品前置时间及增加价值时间计算出每个工序库存需等待的时间：KT计算方法:工序库存(WIP)每日出货量(DGR)无价值时间无价值时间 例如,Grill与Grind两工序之间的WIP为6000pcs,则计算无价值时间为:6000 2000 3天天 3天 24小时/天 3600秒/小时 259,200 秒秒 40,000 pcs/mo.-30,000“L”-10,
49、000“R”Container=50 pcs2 shiftsGrindAssembleDrillStamping300 T press3 shiftsEPE=2 daysCustomerSupplierTakt=4.1 secC/T=3 sec.O.A.=70%FTQ=98%C/O=4 hrs,1X/wk Scrap=2%Rework=none#operators=1/shiftV.A.=3 secShared:part#123,ABC250 ft coilsTakt=25 secC/T=18 sec.O.A.=85%FTQ=99.5%C/O=40 min,1X/wk Tool C/O=30/
50、day Scrap=0.5%Rework=none#operators=1/shiftV.A.=36 secDedicated:L,RTakt=25 secC/T=20 sec.O.A.=75%FTQ=98%C/O=60 min,1X/wk ToolC/O=2hrs,1X/wkScrap=2%Rework=none#operators=1/shiftV.A.=20 secDedicated:L,RTakt=25 secC/T=20 sec.O.A.=90%FTQ=95%C/O=16min,1X/day Scrap=0%Rework=5%#operators=2/shiftV.A.=58secD
