1、S Starting with Toyota in the late 50s and catching on in the mid 80s in the reminder of the industrial world,Lean Manufacturing has become a key strategy for manufacturers起源于20世纪50年代丰田汽车公司,而在80年代中期被欧美企业纷纷采用。随着微利时代的来临,精益生产模式成为企业竞争的有力武器Lean Thinking and Lean Manufacturing System 精益思维和精益生产系统2022-10-41
2、Marketing Competition and Globalization市场竞争及全球化市场竞争及全球化uShorter lead time and on time delivery 快速并准时交货uGrow the mix,special configurations 需求品种增加,特殊定制uMaintain/improve quality and reduce price 不断改进质量及降低销售价格uTotal life cycle of product becoming shorter and shorter 产品的生命周期越来越短uNo boundary,business glo
3、balize village 无国界,业务“地球村”2022-10-42Marketing Competition and Globalization市场竞争及全球化市场竞争及全球化2022-10-43The are two ways to think about the relationship of The are two ways to think about the relationship of Price,Cost and Profit Price,Cost and Profit 在价格,成本和利润的关系中,有两种不同的思考方法:1。传统的方法 销售价格销售价格 =成本成本 +利润
4、利润 2。新的方法 利润利润 =销售价格销售价格 成本成本Lean Thinking and Lean Manufacturing System 精益思维和精益生产系统2022-10-44质量质量间接员工间接员工精益的通俗定义精益的通俗定义The Cost/Lean Relationship精益生产与成本的关系Cost 灵巧的双手灵巧的双手投资投资直接员工直接员工间接员工间接员工质量质量产品生命周期成本LEAN全自动全自动2022-10-45Life Cycle Cost In Different System不同系统中的成本精益生产系统之产品精益生产系统之产品生命周期成本生命周期成本大规模生
5、产模式下的大规模生产模式下的产品生命周期成本产品生命周期成本产量$/pieceV销售价格$/pieceV产量销售价格2022-10-46Manufacturing Evolution 制造系统演化史Henry FordHenry Ford Assembly line massmass production Produce in high volume high volume with low low varietyvariety Single skill福特首创的装配线是大规模低品种生产方式的代表,工人被当成工作的机器Toyota Production System(TPS)Toyota Pr
6、oduction System(TPS)Just-In-Time Production(produce only what is needed)Pull System Produce enough volumevolume to meet customers needscustomers needs High variety High variety to meet customers wantscustomers wants丰田系统是建立在准时化观念上的拉动式生产模式,以应付小订单多品种的挑战2022-10-47Craft手工生产Mass大规模生产Synchronous同步生产Agile敏捷
7、生产Lean精益生产 精益/同步型 组织敏捷型 组织Key Points for Manufacturing System 制造系统要点u Low volumeu Customized u 低产量u 个性化u Large batches of similar productsu Inflexible machineryu Manufacture of goods by processu 大批量少品种u 工序式生产u 设备大难组合u Focused on total elimination of wasteu Ongoing efforts to improve Quality,Producti
8、vity,and Responsivenessu Attention to detailu Recognition of employee abilitiesu 消除浪费u 不断改进u 员工参与u Builds on synchronous manufacturingu Emphasize on lead time reductionu Improve asset utilizationu Built to customer demandu 在同步生产的基础上,强调缩短生产周期u 提高资源利用率u 需求驱动u Remove constraints to respond to customer
9、demand through the entire supply pipeline(supplier-customer)u Capable plants linked to lean conceptsu 改善整个价值链u 节点上连着精益工厂2022-10-48Lean-“精益”释义精益精益:形容词1:a:无肉或少肉,b:少脂肪或无脂肪2:不富裕3:在必要性,重要性,质量或成分方面稀缺4:文体或措词简练同义词:薄,极瘦,过分瘦长,骨瘦如柴,瘦削的,似 骨的,消瘦的,细长的,瘦长的反义词:肥胖的,多肉的,过重的,不结实的,过分肥胖的,丰满的,粗短的,肥大的,软的2022-10-49What is
10、Lean Manufacturing 什么是精益生产-五个原则Lean Manufacturing精益生产精益生产Value 价值价值站在客户的立场上Value Stream 价值流价值流从接单到发货过程的一切活动Flow 流动流动象开发的河流一样通畅流动Demand Pull 需求拉动需求拉动BTR-按需求生产Perfect 完美完美没有任何事物是完美的不断改进降低成本,降低成本,改善质量,改善质量,缩短生产周期缩短生产周期2022-10-410Whatever You Call It 不管你称呼它什么uLean ManufacturingLean ManufacturinguFlow Ma
11、nufacturingFlow ManufacturinguContinuous FlowContinuous FlowuDemand PullDemand PulluDemand Flow TechnologyDemand Flow TechnologyuToyota Production SystemToyota Production Systemu_ Production System_ Production Systemuetc?.etc?.精益生产 流动制造 连续流需求拉动需求流动技术丰田制造系统_ 制造系统等等.2022-10-411uFocus on SPEED and SIMP
12、LIFICATIONuPull materials through the processuBalanced operations based on customer demanduMinimal build unless tied to customer orderuExtend to Supplier Base 着眼于速度和过程简化 在生产过程中“拉动”材料 根据客户的需求平衡操作 除非受订单的限制,否则最小批量生产 延伸至供应商Lean Manufacturing-Key Characteristics精益制造-关键特性2022-10-412What is Flow Manufactur
13、ing?什么是流动生产?未开发的河流未开发的河流开发的河流开发的河流A Developed Flow is Less DisruptiveuA time based system that pulls material through a production system with no interruptions 建立在时间基础上,无障碍地拉动物料流经生产系统2022-10-413Time and Impact 时间与影响原材料原材料 在制品在制品 成品成品供应商供应商 L/TL/T运送运送顾客顾客根据需求根据需求生产生产传统做法传统做法根据预测根据预测生产生产/采购采购顾客顾客流动制造流
14、动制造/精益生产精益生产原材料原材料/在制品在制品/成品成品2022-10-414 日产量日产量=200(2 班班)仓库中的零件数仓库中的零件数 1000等待的零件数等待的零件数 400移动的零件数移动的零件数 400正在检验的零件数正在检验的零件数 200返工的零件数返工的零件数 200生产时间是生产时间是1.5小时小时生产周期时间生产周期时间=2200/200 =11 天天增加价值增加价值=1.5/(11*16)=0.85%Time in Manufacturing 生产中的时间 2022-10-415With Lean Manufacturing You Can Get通过精益生产可以实
15、现生产时间减少 90%90%库库减少 90%90%到达客户手中的缺陷减少 50%50%废品率降低 50%50%与工作有关的伤害降低 50%50%The amount of human effort,time,space,tools,and effort,time,space,tools,and inventoriesinventories can typically be cut in half very quicklycut in half very quickly,and steady progress can be maintained from this point onward to
16、 cut inputs in half again within a few yearscut inputs in half again within a few years.-精益思维,Womack&Jones2022-10-416Best Plant?最好工厂?1997 IWeek Survey of 2,900 manufacturers1998 IWeek Survey of 2,100 additional manufacturersu按时交货-98%u交付周期时间-10 天u缩短交付周期时间(5年)-56%u缩短生产周期时间(5年)-60%u生产周期时间-3 天u执行比率 -3/1
17、0=.30u库存周转-12.0u库存减少(5年)-35%u在制品周转-80u使用精益生产的工厂-96%2022-10-4170%0%10%10%20%20%30%30%40%40%50%50%60%60%Electronic&ElectricalIndustrialEquipmentHandtools andHardwareControls&Measuring80%80%82%82%84%84%86%86%88%88%90%90%92%92%94%94%96%96%98%98%Electronic&ElectricalIndustrial EquipmentHandtools andHardw
18、areControls&Measuring5年内生产周期时间的改进年内生产周期时间的改进按时交货按时交货05101520253035Electronic&ElectricalIndustrialEquipmentHandtools andHardwareControls&Measuring交付周期时间交付周期时间(天天)024681012Electronic&ElectricalIndustrialEquipmentHandtools andHardwareControls&Measuring库存周转库存周转广泛应用缩短周期时间与流动制造广泛应用缩短周期时间与流动制造稍有应用稍有应用/不应用不
19、应用55%的改进的改进44%的提高的提高40%的提高的提高40%的提高的提高Benchmark Results 定标结果2022-10-4180.00%0.00%0.50%0.50%1.00%1.00%1.50%1.50%2.00%2.00%2.50%2.50%3.00%3.00%3.50%3.50%4.00%4.00%4.50%4.50%5.00%5.00%Electronic&ElectricalIndustrialEquipmentHandtools andHardwareControls&Measuring-1.00%-1.00%-0.50%-0.50%0.00%0.00%0.50%0
20、.50%1.00%1.00%1.50%1.50%2.00%2.00%2.50%2.50%3.00%3.00%Electronic&ElectricalIndustrialEquipmentHandtools andHardwareControls&Measuring5 5年生产效率的提高年生产效率的提高 5 5年生产成本的改进年生产成本的改进 0%0%5%5%10%10%15%15%20%20%25%25%30%30%35%35%40%40%45%45%50%50%Electronic&ElectricalIndustrialEquipmentHandtools andHardwareCont
21、rols&Measuring5 5年一次性合格生产的提高年一次性合格生产的提高稍有应用稍有应用/不应用不应用650%650%的较优的较优40%40%的提高的提高52%52%的提高的提高广泛应用缩短周期时间与流动制造广泛应用缩短周期时间与流动制造Benchmark Results 定标结果2022-10-419Lean Manufacturing Foundations实施精益的基础uEliminate Wastesu5S and Visual WorkplaceuError ProofinguPeople Involvementu消除浪费u工作场地组织及直观管理u差错预防u员工参与2022-1
22、0-420uCorrection Correction 返工返工uOverproduction Overproduction 过量生产过量生产uConveyance Conveyance 搬运搬运uMotion Motion 多余动作多余动作uWaiting Waiting 等待等待uInventory Inventory 库存库存uProcessing Processing 过程不当过程不当Eliminate Wastes Eliminate Wastes 消除七种浪费消除七种浪费 2022-10-421Definition of Wastes 什么是浪费?Anything other th
23、an absolute minimum resource of material,machine and manpower required to add value to the product 除了使产品增值所需的材料,设备和人力资源之绝对最小量以外的一切东西 Anything Other Than Necessary 任何非必需的东西!2022-10-422u Producing More Than Neededu Producing Faster Than Needed 生产多于所需 快于所需Waste of Overproduction 过量生产过量生产2022-10-423Defi
24、nition:Rework of a Productor Service to Meet Customer Requirements为了满足顾客的要求而对产品或服务进行返工Waste of Correction 校正/返工2022-10-424DefinitionDefinition:Any movement of material that does not directly support a lean system不符合精益生产的一切物料搬运活动Waste of Material Movement/Conveyance物料搬运2022-10-425DEFINITIONDEFINITION
25、:Effort which adds no valueto a product or service对最终产品或服务不增加价值的过程 Waste of Processing 过程不当2022-10-426DefinitionDefinition:Any supply in excess of process requirements necessary toproduce goods任何超过加工必须的物料供应Waste of Inventory 库存浪费2022-10-427DefinitionDefinition:Idle Time That Is Produced When Two Dep
26、endent Variables Are Not Fully Synchronized当两个关联要素间未能完全同步时所产生的空闲时间Waste of Waiting 等待2022-10-428Definition:Definition:Any movement which does not contribute value to the product or service 任何不增加产品或服务价值的人员和设备的动作Waste of Motion 多余动作2022-10-429Workplace Organization 现场组织管理PULLCARDSTRASHTOWELSGL OVESTOO
27、LS2022-10-430Workplace Organization Requirements现场组织管理规范u5S or 6S Activity 5S 或 6S 活动uAddress System 地址系统uOperational Sheet 操作图表卡 uBoundary Samples 合格/不合格边际样品uNon-conforming parts containers 不合格零件箱uTool change/Ready stations 换型/工作准备台uIssues/Concerns Boards 意见交换板uInformation Center 信息中心2022-10-431 So
28、rtSort Straighten Straighten Shine Shine Standardize Standardize Sustain SustainWHAT IS 5S/6S SeiriSeiri Seiton Seiton Seiso Seiso Shitsuke Shitsuke Seiketsu Seiketsu +Safety Safety 整理 整顿 清洁 展开 保持+安全Workplace Organization-5S现场组织管理-5S2022-10-432?五个关键步骤第一步:第一步:Sort 整理整理 确认什么是需要的 使用的频率有多高 给不需要的贴上标签 处理贴
29、上标签的物品Workplace Organization-5S现场组织管理-5S2022-10-4335S 5S 小组清查小组清查:把生产不必需或不常用的东西贴上标签Workplace Organization-5S现场组织管理-5S 整理标签整理标签1、物料名称:2、物料ID:3、物料数量:4、物料价值:5、放置原因:6、使用频率:7、处理行动:去掉 返回 移到整顿物品仓库 分开存放 其他责任人:完成日期:计划:实际:2022-10-434 物品很容易找到并很容易拿到 我们可以知道物品 放得太多或太少102516924MaximumMinimum SUPPLIESPN 516PN 102 1
30、10110101 PN 924第二步:第二步:Straighten Straighten 整顿整顿Workplace Organization-5S现场组织管理-5S2022-10-435Workplace Organization-5S现场组织管理-5SStep 3:Shine 清洁清洁 ASSIGNMENTS 分配职责 METHODS 确定方法 TOOLS 准备工具IMPLEMENT 付渚行动 TARGETS 建立目标2022-10-436Workplace Organization-5S现场组织管理-5S121081210812108Step 4:Standardize Step 4:S
31、tandardize 展展开开 HabituallyHabituallyPreventingPreventing习惯预防2022-10-437Workplace Organization-5S现场组织管理-5SAlways followthe specified and Standardized procedures.按规定和标准操作按规定和标准操作Step 5:Sustain or Discipline Step 5:Sustain or Discipline 保持保持 /教养教养 将将 5S 5S 进行到底!进行到底!2022-10-438Workplace Organization-Co
32、lor Coding现场组织管理-色标管理合格品或安全状态待审查区固定位置的物品废品区或容器有害物品或防撞标识RedRedBlueBlueWhiteWhiteYellow Yellow GreyGrey一般区域2022-10-439Workplace Organization-Visual Aids现场组织管理-可视管理TOOLSEverything has its place and everything in its place每件物品有指定的位置,每件物品在它的位置上!2022-10-440P54-AP54-AO54P55O55P54A A234578910010069090808070
33、70202030304040505060601010FA-OP54/55-L02DBA02020DBA02010DBA02040DBA02060DBA0205023457891001006909080807070202030304040505060601010DBA02030DBA02070DBA02080DBA02100DBA02090DBA01010DBA01020DBA01030DBA01040DBA01050DBA01060DBA01070DBA01080DBA01100DBA01090FA-OP54/55-L01SWENWorkplace Organization-Address S
34、ystem现场组织管理-地址系统2022-10-441Workplace Organization-Operational Sheet现场组织管理-操作图表卡全面质量管理操作校验校核基线安装光学器件压紧螺钉2022-10-442Error Proofing 差错预防 uPeople CAN and WILL make inadvertent mistakes!uIf one person makes a mistake ANYONE can!uONE mistake out the door is too many!uMistakes CAN be eliminated and MUST be
35、 eliminated for us to become COMPETITIVE!u人们可能而且也会在无意中做出错误u如果一个人会犯错误,那么任何人都会犯错误u一个错误出门,带来麻烦多多u为使我们更有竞争力,错误必须消除而且也能消除2022-10-443Error Proofing 差错预防 What Means 99.9%Right?99.9%的正确率意味着什么?uOne unsafe landing at Beijing airport each day 每天北京机场有一次飞机着陆是不安全的u20,000 incorrect drug prescriptions per year 每年发生
36、两万起药物处方错误u50 newborn babies dropped each day 每天发生50起新生婴儿掉在地上的事件u22,000 checks per hour deducted from wrong accounts 每小时发生两万起支票帐户的错误u32,000 missed heartbeats per person each year 一个人出现三万二千次心跳异常2022-10-444Error Proofing 差错预防 uPreventing or detecting errors at the sourceuFMEAs provide basis for error p
37、roofingu在源头预防或探测差错u失效模式分析是差错预防的基础zz2022-10-445Team Building and People Involvement团队建设/员工参与uPeople doing the work know the operation bestuDecisions need to be made at all levels where the work is being doneuThose people affected by a change(line design)need to participate in making that changeu从事工作的
38、人员最了解其本职工作u在工作地点的所有层次上都需要作出决策u受某一改革影响的人需要参与实施这个改革WHY WHY?2022-10-446WHY WHY?Team Building and People Involvement团队建设/员工参与Change is exciting when it is Change is exciting when it is done done by usby us,threatening when,threatening when it is done it is done to usto us.“当变化当变化由我们由我们完成时,它是令人激动的,完成时,它是
39、令人激动的,而当它而当它发生到我们身上发生到我们身上时,就是危险的。时,就是危险的。”2022-10-447Team Building and People Involvement团队建设/员工参与Three ways of communication Horizontal Top to bottom Bottom to top沟通的三条途径平行自上到下从下到上2022-10-448Team Building and People Involvement团队建设/员工参与 Participation rate 90%,adopted 90 days As the NWG regular act
40、ivities作为自然小组的日常工作,参与建议率 90%建议一般在 90 天内实施 GOODJOB!Informal/formal recognition Recognition program is related to plant objectives 承认和表彰有正式及非正式形式,应与工厂的目标结合在一起Idea!2022-10-449Value Stream Mapping 价值流图析From“Learning to See”From“Learning to See”by Mike Rother&John Shookby Mike Rother&John ShookWWW.LEAN.O
41、RGWWW.LEAN.ORGUnderstand the process.see the Understand the process.see the valueenvision the future statevalueenvision the future state理解流程理解流程看到价值看到价值憧憬未来状态憧憬未来状态2022-10-4501.什么是传统机械按键设计?传统的机械按键设计是需要手动按压按键触动PCBA上的开关按键来实现功能的一种设计方式。传统机械按键设计要点:1.合理的选择按键的类型,尽量选择平头类的按键,以防按键下陷。2.开关按键和塑胶按键设计间隙建议留0.050.1m
42、m,以防按键死键。3.要考虑成型工艺,合理计算累积公差,以防按键手感不良。传统机械按键结构层图:按键开关键PCBALean Implementation-Some Lesson Learned 实施精益生产中的一些教训 Cherry-picking the tools is not enough赶时髦或随机选择一些工具是不行的 Focus on the flow of value to create a system应当建立一个增值的连续流程2022-10-452HKSupplierMUSKCustomerMUSKHKHKBaoanPC&LPO copySOPOPOSOSOPOFollow u
43、p1 weekLead Time 2 wksIQCI1grindI2washI3dryI20T&RI21QCI22packII260,000CT=6.17sop=2c/o=25mUp=95%9,000CT=0.2sop=?c/o=Up=100%9,000CT=0.5sop=?c/o=Up=100%9,000CT=5.2sop=1c/o=40mUp=95%CT=0.45sop=0.5c/o=Up=95%CT=0.1sop=0.5c/o=Up=100%2,0005,00012,00013,0000.2s2 d 10.5d6.17s0.37d0.37d0.37d5.2s0.08d0.20d0.49d
44、0.45s0.1s0.54dNVA=16.8dVA=170.3sIn Process 2.8 dWeekly Master Shipping Schedule1 day1-2 dayValue Stream Mapping价值流分析2022-10-453uData collecting 需要数据采集uUnderstand Sequence 理解工作顺序uUnderstand Cycle Time了解生产周期uCapture Waiting Time 收集等待时间VSM-Understand The Work理解当前工序操作理解当前工序操作Without Data,Its Just An Opi
45、nion!没有数据,它只是你的观点!2022-10-454Value Stream Mapping-TAKT Time(需求)节拍时间 TAKT TimeTAKT Time determines the rate at which work must be accomplished at eacheach operation(Operational Cycle Time)based on the line rate.节拍时间确定了每一工位必须完成工作的速率(操作周期时间)TAKT is the rhythmrhythm or beatbeat of the flow line.节拍时间是流动线
46、的节奏或拍子2022-10-455Value Stream Mapping-TAKT Time生产线速率Takt Takt 节拍时间节拍时间=可用工作时间客户需求数量争取使争取使每一工位每一工位每每3 3分分2020秒生产一件秒生产一件合格合格品品TaktTakt节拍时间节拍时间=(60 X 工作小时/天)-休息&午餐&其它停顿时间=258 件例子例子:节拍时间节拍时间=(60 x 17.0)-(15+15+30+20)x2)=860 分钟258 件=860 分钟 x 60 秒/分200 200 秒秒/件件ABC ABC 装配线装配线节拍时间节拍时间每天客户需求数量258 件2022-10-4
47、56uOEE-Overall Equipment EffectivenessuTPM-Total Preventive MaintenanceuQCO-Quick Change Over 总的设备有效性 全员设备维护 快速换型Operation Effectiveness 运行有效性LOCKOUTRULES.实际实际.657.目标目标.700.ANDON 板板 设备预防维修计划设备预防维修计划更换空气过滤器更换灯泡更换皮带更换制冷元件更换油路过滤器清洁油路调节弹簧张力调紧螺钉检查线路检查马达1 2 3 4 5 6 7 82022-10-457-Monitors the status of pr
48、oduction at any given moment in time.监控生产在任何时间的状态-Provides the historical data necessary to continuously improve operational availability 记录历史数据以不断改善运行能力-Production(hour by hour)每小时生产状态如型号、产量等-Down time 故障维修时间 -Change over 换型次数和时间-Planned down time 计划停机时间 -Quality loss 质量损失 -Speed loss 速度损失 -Other l
49、ost time,people,material,etc 其他损失时间Production Reporting&Charting生产报告及图示2022-10-458Capability Loss In Production生产中的能力损失YESNO设备计划运行吗?设备计划运行吗?NONO设备有能力运转吗?设备有能力运转吗?NO设备在运行吗?设备在运行吗?IN GOOD PRODUCTION计划停机时间计划停机时间换性时间换性时间故障维修时间故障维修时间其他损失(待料,早退)其他损失(待料,早退)YES YES设备设置好了吗?设备设置好了吗?YESNO设备在生产合格产品吗?设备在生产合格产品吗?
50、质量损失质量损失 YESNO设备在全速运行吗?设备在全速运行吗?速度损失速度损失 YES2022-10-459操作时间停工损失停工损失纯操作时间速度损失速度损失增值的操作时间废品损失废品损失51%51%94%98%80%91%85%89%100%总的可用时间总的可用时间228243248310340400450设备故障-2 25 min作业换型-2 30 min减速 满负荷的80%较小的停工 30 min废品 2%作业起动损失-15 minOEE Calculation Example-Cutting Operation总的设备有效性计算示例-切削设备2022-10-460LOST TIME(