LEANMANUFACTURINGTRAINING精益生产培训ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*销售未预计的订单变化订单下达到工厂YESNO超时加班额外费用我们每天坐班的工厂？…快！119轰隆隆！轰隆隆！！ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhatShallWeTalk…?内容安排 精益生产系统简介 现场管理及班组建设 质量、成本和交货周期 运行效率 价值流分析 柔性生产单元 看板拉动和精益供应链 精益指标和推行策略模拟演练讨论 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanManufacturingSystemBriefing精益生产系统简介1 制造系统的要点 市场竞争及全球化 精益生产五项原则 最好的工厂？ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*StartingwithToyotainthelate50’sandcatchingoninthemid–80’sinthereminderoftheindustrialworld,LeanManufacturinghasbecomeakeystrategyformanufacturers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LeanThinkingandLeanManufacturingSystem精益思维和精益生产系统ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ManufacturingEvolution制造系统演化史HenryFord Assemblylinemassproduction Produceinhighvolumewithlowvariety Singleskill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ToyotaProductionSystem(TPS) Just-In-TimeProduction(produceonlywhatisneeded) PullSystem Highvarietytomeetcustomerswants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ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*KeyPointsforManufacturingSystem制造系统要点Craft手工生产Mass大规模生产Synchronous同步生产Agile敏捷生产组织Lean精益生产组织LowvolumeCustomized低产量个性化LargebatchesofsimilarproductsInflexiblemachineryManufactureofgoodsbyprocess大批量少品种工序式生产设备大难组合FocusedontotaleliminationofwasteOngoingeffortstoimproveQuality,Productivity,andResponsivenessRecognitionofemployeeabilities消除浪费不断改进员工参与BuildsonsynchronousmanufacturingEmphasizeonleadtimereductionImproveassetutilizationBuilttocustomerdemand在同步生产的基础上，强调缩短生产周期提高资源利用率需求驱动Removeconstraintstorespondtocustomerdemandthroughtheentiresupplypipeline(supplier-customer)Capableplantslinkedtoleanconcepts改善整个价值链节点上连着精益工厂ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*MarketingCompetitionandGlobalization市场竞争及全球化 Shorterleadtimeandontimedelivery快速并准时交货 Growthemix，specialconfigurations需求品种增加，特殊定制 Maintain/improvequalityandreduceprice不断改进质量及降低销售价格 Totallifecycleofproductbecomingshorterandshorter产品的生命周期越来越短 Noboundary，businessglobalizevillage无国界，业务“地球村” ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*MarketingCompetitionandGlobalization市场竞争及全球化图表1 11 2 14 2 18 3 20 5 24 850年前现在LifeCycleinyearLifeCycleChange/产品生命周期Sheet1 化装品 11 2 玩具 14 2 机床 18 3 食品 20 5 药品 24 8Sheet1 0 0 0 0 0 0 0 0 0 050年前现在IndustrialLifeCycleinyearLifeCycleChangeSheet2 Sheet3 图表1 1970 1500 1980 3000 1990 13000 2000 50000ProductStylesInSupermarket超级市场之商品种类Sheet1 1970 1980 1990 2000 1500 3000 13000 50000Sheet1 0 0 0 0 0 0 0 0ProductStylesInSupermarketSheet2 Sheet3 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LifeCycleCostInDifferentSystem不同系统中的成本精益生产系统之产品生命周期成本大规模生产模式下的产品生命周期成本产量$/pieceV销售价格ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TheCost/LeanRelationship精益生产与成本的关系投资直接员工产品生命周期成本ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhatIsLean?leanadj.1a:lackingordeficientinfleshb:containinglittleornofat2:lackingrichness3:deficientinanessentialorimportantqualityoringredient4:characterizedbyeconomyofstyleorexpressionsyn.thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lankant.fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,softParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Lean-“精益”释义精益：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ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhatisLeanManufacturing什么是精益生产-五个原则Value价值站在客户的立场上ValueStream价值流从接单到发货过程的一切活动Flow流动象开发的河流一样通畅流动DemandPull需求拉动BTR-按需求生产Perfect完美没有任何事物是完美的不断改进ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WithLeanManufacturingYouCanGet通过精益生产可以实现 生产时间减少90% 库存减少90% 到达客户手中的缺陷减少50% 废品率降低50% 与工作有关的伤害降低50%Theamountofhumaneffort,time,space,tools,andinventoriescantypicallybecutinhalfveryquickly,andsteadyprogresscanbemaintainedfromthispointonwardtocutinputsinhalfagainwithinafewyears. -精益思维,Womack&JonesParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhateverYouCallIt不管你称呼它什么 LeanManufacturing FlowManufacturing ContinuousFlow DemandPull DemandFlowTechnology ToyotaProductionSystem _____ProductionSystem 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…...ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* FocusonSPEEDandSIMPLIFICATION Pullmaterialsthroughtheprocess Balancedoperationsbasedoncustomerdemand Minimalbuildunlesstiedtocustomerorder ExtendtoSupplierBase着眼于速度和过程简化在生产过程中“拉动”
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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LeanManufacturing-KeyCharacteristics精益制造-关键特性ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Benchmark：TheAverageOfTop10%标杆：前10%最好工厂平均1997IWeekSurveyof2,900manufacturers1998IWeekSurveyof2,100additionalmanufacturers 按时交货-98% 交付周期时间-10天 缩短交付周期时间(5年)-56% 缩短生产周期时间(5年)-60% 生产周期时间-3天 执行比率-3/10=.30 库存周转-12.0 库存减少(5年)-35% 在制品周转-80 使用精益生产的工厂-96%ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*5年内生产周期时间的改进按时交货交付周期时间(天)库存周转广泛应用缩短周期时间与流动制造55%的改进44%的提高40%的提高40%的提高BenchmarkResults定标结果ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*5年生产效率的提高5年生产成本的改进5年一次性合格生产的提高650%的较优40%的提高52%的提高广泛应用缩短周期时间与流动制造BenchmarkResults定标结果ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WPOandTeamBuilding现场管理及班组建设 5S/6S/7S ColorCoding色标系统 Andon直观信号系统 OperationSheet操作图表卡 班组建设和员工参与2ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*SortStraightenShineStandardizeSustainWHATIS5S/6S/7SSeiriSeitonSeisoShitsukeSeiketsu+Safety+Save整理整顿清洁展开保持+安全+节约WorkplaceOrganization现场组织管理ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WorkplaceOrganization-5S现场组织管理-5SParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*5S小组清查：把生产不必需或不常用的东西贴上标签WorkplaceOrganization-5S现场组织管理-5S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： ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* 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第二步：Straighten整顿WorkplaceOrganization-5S现场组织管理-5SParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WorkplaceOrganization-5S现场组织管理-5SStep3:Shine清洁ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WorkplaceOrganization-5S现场组织管理-5SStep4:Standardize展开HabituallyPreventing 习惯预防ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WorkplaceOrganization-5S现场组织管理-5SAlwaysfollowthespecifiedandStandardizedprocedures.按规定和
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Trackinginjury/illnessincidentratesandlostworkdaycaserates杜绝隐患于未然,所有工作卡应包含安全指导跟踪并改进“伤病事故率”和“损失工作日率”绿十字日历ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TeamBuildingandPeopleInvolvement团队建设/员工参与Threeways’communication Horizontal平行 Toptobottom自上到下 Bottomtotop从下到上 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TeamBuildingandPeopleInvolvement团队建设/员工参与作为自然小组的日常工作，参与建议率90%建议应在30天内答复，60天内实施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ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Quality,CostandDelivery质量、成本和交货期 对待质量的心态和改进工具 成本的构成及控制手法 流动的物流和信息流是缩短交货期的保障3ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*QualityIsNotOnlyTheResult质量：不仅仅是“结果面”的质量下个工序是客户!!! “结果面”的质量：客户对产品和服务的满意度 “过程面”的质量：从订单到发货一切过程的工作心态和质量ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TheAttitudetoQuality对待质量问题的心态 PeopleCANandWILLmakeinadvertentmistakes! Ifonepersonmakesamistake–ANYONEcan! ONEmistakeoutthedooristoomany!! MistakesCANbeeliminatedandMUSTbeeliminatedforustobecomeCOMPETITIVE!!! 人们可能而且也会在无意中做出错误 如果一个人会犯错误，那么任何人都会犯错误 一个错误出门，带来麻烦多多 为使我们更有竞争力，错误必须消除而且也能消除ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*99.9%的正确率意味着什么？ 每天北京机场有一次飞机着陆是不安全的 每年发生两万起药物处方错误 每天发生50起新生婴儿掉在地上的事件 每小时发生两万起支票帐户的错误 一个人出现三万二千次心跳异常TheAttitudetoQuality对待质量问题的心态ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ErrorProofing差错预防 Preventingordetectingerrorsatthesource FMEAsprovidebasisforerrorproofing 在源头预防或探测差错 失效模式分析是差错预防的基础ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ToTheDefects,IWillSayNo!No!!No!!!对待缺陷，三不政策 DON’TACCEPT不接受！ DON’TMAKE不制造!! DON’TDELIVER不传递!!!ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*StandardsIsTheFoundation标准是改进的基础 为什么要标准化？-代表最好的、最容易的和最安全的方法-提供了一种衡量绩效的手段-表现出因果之间的联系ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TheContinuousImprovementTool改善的工具:SDCA–PDCAParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TheWayToLowDownCost降低成本的手段 重新思考 成本的构成 改善生产力 消除浪费ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*在价格，成本和利润的关系中，有两种不同的思考方法： 传统的方法销售价格=成本+利润NewThinkingToTheCost对成本的重新思考一定要现金！ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*产品成本的构成材料成本50–70%直接人工5–15%分摊费用20–30%ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*降低成本的优势：范例通过管理使制造成本下降20%，而增加114%！ 当前状况 增加销售50% 削减支出50% 降低成本20% 销售 $100,000 $150,000 $100,000 $100,000 成本 -80,000 -120,000 -80,000 -64,000 毛利 20,000 30,000 20,000 36,000 财务费用 -6,000 -6,000 -3,000 -6,000 利润 14,000 24,000 17,000 30,000 利润增加 --- 71.4% 21.4% 114.2%ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* 有两种方法可以提高生产率：-保持产出不变，减少投入-保持投入不变，增加产出提高生产率：降低成本劳动资本管理信息生产率每年提高2.5%对其提高的贡献为：资本：0.4%劳动：0.5%管理：1.6%商品服务投入过程产出ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* 站在客户的立场上，有四种增值的工作-使物料变形-组装-改变性能-部分包装消除浪费：降低成本物料从进厂到出厂，只有不到10%的时间是增值的！ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* Correction返工 Overproduction过量生产 Conveyance搬运 Motion多余动作 Waiting等待 Inventory库存 Processing过程不当消除浪费：降低成本ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ProducingMoreThanNeededProducingFasterThanNeeded生产多于所需快于所需WasteofOverproduction过量生产ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ReworkofaProductorServicetoMeetCustomerRequirements为了满足顾客的要求而对产品或服务进行返工WasteofInspection/Correction/Rework检验/校正/返工ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Anymovementofmaterialthatdoesnotsupportaleansystem不符合精益生产的一切物料搬运活动WasteofMaterialMovement/Conveyance物料搬运ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Effortwhichaddsnovaluetoaproductorservice对最终产品或服务不增加价值的过程WasteofProcessing过程不当ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Anysupplyinexcessofprocessrequirementsnecessarytoproducegoods任何超过加工必须的物料供应WasteofInventory库存浪费ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*InventoryCoversAllProblem库存掩盖所有问题交货问题质量问题效率问题维修问题库存水平ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LowDownInventoryToExposeProblem通过降库存暴露问题交货问题质量问题效率问题维修问题库存水平ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*IdleTimeThatIsProducedWhenTwoDependentVariablesAreNotFullySynchronized当两个关联要素间未能完全同步时所产生的空闲时间WasteofWaiting等待ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Anymovementwhichdoesnotcontributevaluetotheproductorservice任何不增加产品或服务价值的人员和设备的动作WasteofMotion多余动作ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ShortenTheLeadTime缩短交付周期 交付周期和制造周期 制造中的时间 成批和流动 缩短周期ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* 交付周期： 制造周期：LeadTimeandManufacturingCycleTime交付周期和制造周期订单-订单处理-采购-物料进厂-加工-发货-货款交付LT-全过程ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TimeandImpact时间与影响ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*日产量=200(2班)仓库中的零件数1000等待的零件数400移动的零件数400正在检验的零件数200返工的零件数200生产时间是1.5小时生产周期时间=2200/200 =11天增值比=1.5/(11*16)=0.85%TimeinManufacturing生产中的时间ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ShortenTheLeadTime–FlowChart从流程图入手，缩短交付周期ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*增值/非增值动作要素分析目标行动措施LeadTimeShortenGraphic交付周期缩短图示ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ShortenTheLeadTime–BatchOrFlow缩短交付周期：成批或流动练习：下列B/F中的???各为多少？BFParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhatIsFlowManufacturing?什么是流动生产？ Atimebasedsystemthatpullsmaterialthroughaproductionsystemwithnointerruptions建立在时间基础上，无障碍地拉动物料流经生产系统ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ValueStreamMapping价值流分析4理解流程…看到价值…憧憬未来状态ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*SomeLessonLearned实施精益生产中的一些教训Cherry-pickingthetoolsisnotenough赶时髦或随机选择一些工具是不行的Focusontheflowofvaluetocreateasystem应当建立一个增值的连续流程ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhatIsValueStream什么是价值流 Alltheactions(bothvalueaddedandnon-valueadded)currentlyrequiredtobringaproductthroughthemainflowsessentialtoeveryproduct: -theproductionflowfromrawmaterialtothecustomer-thedesignflowfromconcepttolaunch-orderprocessingflow：fromcustomertomanufacturing一个产品的主要流程所需要经过的所有行动（包括增加价值的行动和不增加价值的行动）: 1)从原材料到成品 2)从概念到正式发布的产品设计流程 3)从订单到付款流程 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WhyMappingtheValueStream为什么要图析价值流 Developsabilitytoseethetotalflow...beyondthesingleprocesslevel建立超越单个工艺过程层次而看到宏观生产流程的能力 Helpsidentifythesourcesofwaste帮助发现浪费源 Showsthelinkagebetweeninformationflowandthematerialflow展示了信息流与物流之间的联系 Providesacommunicationtoolforalllevels广泛沟通的工具 Helpsestablishprioritiesbasedonbarrierstoflow确定优先次序 Tiestogetherleanconceptsandtechniqueshelpsavoidcherry-picking结合精益的概念与技术…避免“只挑容易的”来改进 Formsthebasisofanimplementationplan形成实施计划的基础 Describeswhatyouareactuallygoingtodotoaffectthequantitativedata描绘为了影响这些定量的数据，应该做些什么ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ValueStreamMappingSteps价值流图析步骤Currentstatus当前状态图Futurestatus未来状态图 将注意力集中在单个的产品族上了解工艺
工程
路基工程安全技术交底工程项目施工成本控制工程量增项单年度零星工程技术标正投影法基本原理
当前是如何运作的设计一个精益价值流制订“未来状态”的实施计划ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ValueStreamMapping-Icons价值流图析：图标1ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ValueStreamMapping-Icons价值流图析：图标2信息流图标ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*VSM-UnderstandCurrentProcess理解当前过程Understandhowtheprocesscurrentlyoperate理解当前过程是怎么运行的从顾客要求着手包括订单数量与包装大小绘制基本的生产过程沿着“门对门”流程倒走(从发货点开始)草绘简单的流程图，初步了解流程与工艺顺序使用标准图标（用铅笔）开始绘制当前状态图ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Understandhowtheprocesscurrentlyoperate理解当前过程是怎么运行的（续）给每一工艺过程加上数据框没有标准时间(使用秒表)包括每一工艺过程如下的一些适当数据:-生产周期时间 -产品批量大小 -包装尺寸 -作业准备时间 -工人数目 -工作时间-机器正常使用时间 -产品变更 -一次性合格率记录库存/在制品数量定义关键零件-key/controlpart，统计其库存数量VSM-UnderstandCurrentProcess理解当前过程ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* Datacollecting需要数据采集 UnderstandSequence理解工作顺序 UnderstandCycleTime了解生产周期 CaptureWaitingTime收集等待时间VSM-UnderstandTheWork理解当前工序操作WithoutData，It’sJustAnOpinion!没有数据，它只是你的观点！ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Understandhowtheprocesscurrentlyoperate理解当前过程是怎么运行的（续）展示来自供应商并且流向顾客的物流包括发货频率展示工艺过程之间的物流展示信息流画出时间线包括交付周期时间和加工时间VSM-UnderstandCurrentProcess理解当前过程ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ValueStreamMapping-CurrentStatus当前状况图示ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*CurrentStatusMappingSteps当前状况图示步骤1)Startwiththecustomer从顾客开始2)Drawthebasicproductionprocesses绘制基本的生产工艺流程3)Adddataboxesforeachprocess给每个工艺过程加上数据框4)Addinventorypoints添加库存数据5)Showmaterialflowfromsuppliers&tothecustomer展示源自供应商并且流向顾客的物流6)Showmaterialflowbetweenprocesses展示工艺过程之间的物流7)Showinformationflow展示信息流8)Drawtimeline(incl.leadtimeandvalueaddedtime)绘制时间线（包括供货周期时间与增值时间）ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*CurrentStatusMapping-HowToUse？如何使用当前状况图 Improvethewholeinsteadofoptimizingparts整体改进而不是局部优化 See&understandtheflowofmaterialandinformation观察并了解物流与信息流 EnvisionthefutureState憧憬“未来状态” letthecustomerpull让顾客拉动 removewastedsteps,消除浪费的步骤, getremainingstepstoflow,使剩下的步骤流动 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*FutureStatusMapping-HowTo？如何图析将来状况图 Beginbydrawingonthecurrent-statemap 由绘制当前状态价值流图开始 Firstiterationassumeexistingproductdesigns,processtechnologiesandplantlocationsaregiven 第一次绘制假定现有产品的设计、工艺技术与工厂位置不变 Future-stateshouldcontinuouslyevolveintotheidealstate未来状态必须持续的逐步发展成理想状态 Formsfoundationfortheimplementationplan--likeablueprint成为实施计划的基础－－象一幅“蓝图” Alwaysneedafuturestateandaplantogetthere 永远需要一个未来状态构想与一个实现此未来状态的计划ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*OperationalAvailability运行效率5OEE-OverallEquipmentEffectivenessTPM-TotalPreventiveMaintenanceQCO-QuickChangeOver总的设备有效性全员设备维护快速换型ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* Accuratedataandanalysisdrivescontinuousimprovement准确的数据收集和分析是持续改进的基础Quicksetupenablesflexiblemanufacturing,reducesinventoryandleadtime快速换型加强了生产的灵活性，减少了库存和生产准备时间70%ofallmaintenanceisproactive70%的维护工作都是先期进行的Emergenciesarerepairedquicklyandefficiently,predictive/preventativeprogrampreventsfailures.紧急故障得到快速而有效的检修，预测性/预防性程序防止故障发生，非紧急工作排进了计划OperationEffectiveness-TheObjective运行有效性之目标ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*-Monitorsthestatusofproductionatanygivenmomentintime.监控生产在任何时间的状态-Providesthehistoricaldatanecessarytocontinuouslyimproveoperationalavailability记录历史数据以不断改善运行能力 -Production(hourbyhour)每小时生产状态如型号、产量等 -Downtime故障维修时间 -Changeover换型次数和时间 -Planneddowntime计划停机时间-Qualityloss质量损失-Speedloss速度损失-Otherlosttime，people，material，etc其他损失时间ProductionReporting&Charting生产报告及图示ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*CapabilityLossInProduction生产中的能力损失ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ImproveProductivityThroughIncreaseOEE通过提高总的设备有效性改善生产率ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TOP5根源分析ImproveOverallEquipmentEffectiveness改进总的设备有效性PARETO主次分析ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TotalPreventiveMaintenanceisthetotalactivitiesofallemployeesworktoincreaseuptime,improvequalityofoutput,improvesafety,andreducecoststhroughthecontinuousimprovementofequipmentoperation全员设备维护是所有的员工努力通过持续改善设备的运行来增加有效时间、提高产品质量、加强安全性及减少设备成本的全系统的活动TotalPreventiveMaintenance全员设备（预防）维护ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*SomeKeyMaintenanceData一些关键的维修数据MTBF-平均故障间隔时间MTTR-平均修复时间PM%-预防维护时间占总维护及维修时间的百分比，目标》70%ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TPM:Owner/OperatorConcept责任人/操作员观念Theoperatorwillbeempoweredto:monitortheequipment,notifymaintenancepriortoanymachinedowntimeoccurrence,assurethathousekeepingismaintained,performminorrepairsandaidmaintenancepersonnelwiththesuggestion操作员有责任：监测设备，在机器出现故障前通知维修人员进行维护，进行日常的清洁整理及小的维护调整工作，并把平常观察情况反映给维修人员ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TPMIsAParadigmShiftTPM是一种模式转变“我操作，你维修”“我维修，你设计”“我设计，你操作” “Ioperate，youfix” “Ifix，youdesign” “Idesign，youoperate”“Weareallresponsibleforourequipment，ourplant，andourfuture”“我们对我们的设备，我们的工厂，和我们的未来都负有责任”ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* Zeroaccidents Zerounplanneddowntime Zerospeedlosses Zerodefects Minimumlifecyclecost零事故，零非计划停机时间零速度损失，零废品产品生命周期成本最小化TPMGoals目标我们为什么达不到？？？ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ContinueImprovement-5Why？持续改进5Why？例子：设备停机 第一个为什么：为什么停机了？（机器过载，保险烧了） 第二个为什么：为什么会过载？（轴承润滑不够） 第三个为什么：为什么润滑不够？（机油泵没抽上足够的油） 第四个为什么：为什么油泵抽油不够？（泵体轴磨损） 第五个为什么：为什么泵体轴磨损？（金属屑被吸入泵中） 第六个为什么：为什么金属屑被吸入泵中？（吸油泵没有过滤器） 。。。ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Benefits:1.Reducedmachinedowntime 2.Flexibilityinscheduling 3.Reducedcostofscrap 4.Reducedinventoryholdingcosts 5.IncreasedcapacityQCO-QuickChangeOver快速换型好处：减少停机时间，增加生产计划的灵活性，减少浪费，减少库存成本，提高运行能力ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Thetimebetweenthelastgoodpieceoffoneproductionrunandthefirstpieceoffthenextrun从完成上一个型号最后一件合格产品到生产出下一个型号第一件合格产品所花的时间TheDefinitionofChangeOverTime换型时间定义ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*现场观察并写下换型步骤记录时间和各种浪费区分内部及外部活动分析所有换型动作把可能的内部动作转为外部优化内外部操作试验并改进新设想STEP1STEP2STEP3STEP4STEP5STEP6STEP7QuickChangeOver-8Steps快速换型八步法建立和实施新的操作标准STEP8ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* 80%Workplaceorganization 10%Equipment 5%Tooling 5%Productdesign80%之改进机会来源于现场管理10%来源于设备本身5%来源于工夹具5%来源于产品设计QCO-OpportunitiesforImprovement快速换型改进机会ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*QuickResponseSignal-AndonBoard快速反应信号-Andon板ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*VisualdisplayoftheoperationconcentratingontheworkstationItisaformalizedprocessofevaluatingthesystemdesign,ergonomicsquality/errorproofing,methodsanalysis,containerizationtools,machines,equipment,andlayout.-Thegoalistoincreasetheoveralloperationalavailability,safety,quality,andproductivity直观显示以工位为中心的操作。它是一种评估系统设计、人机工程、差错预防、方法分析、容器、工具、机器、设备和布局的过程READYWorkstationReadiness工位准备状态ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WorkstationRegularlyReview对工位定期评审 组织3-6人的多功能团队 每周定期轮查工位 确定改善措施并进行跟踪工位评审卡工位日期人员 内容 评分 责任人 计划日期 实际日期 采光照明 3 王明元 4/27/2002 4/27/2002 转身动作 2 郭春海 4/28/2002 弯腰动作 1 陈麦良 5/9/2002 料架摆放 3 张兰英 5/14/2002 工作空间 5 ---- ---- 紧张程度 4 ---- ---- 走动距离 3 钱满仓 6/30/2002 …… 如果你是工人的话 不舒服 动手做ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*FlowCelland“U”ShapeLayout柔性生产单元及U型布局6 TAKT及生产速度 “U”型布局和连续流 负荷平衡 消除瓶颈和变差ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TAKTTimeandLineRate（需求）节拍与生产线速度TAKTTimedeterminestherateatwhichworkmustbeaccomplishedateachoperation(OperationalCycleTime)basedonthelinerate. 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） TAKTistherhythmorbeatoftheflowline. 节拍时间是流动线的节奏或拍子ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Takt节拍时间=可用工作时间客户需求数量争取使每一工位每3分20秒生产一件合格品Takt节拍时间=(60X工作小时/天)-休息&午餐&其它停顿时间=258件例子:节拍时间=(60x17.0)-((15+15+30+20)x2)=860分钟258件=860分钟x60秒/分200秒/件ABC装配线节拍时间每天客户需求数量258件TAKTTimeandLineRate（需求）节拍与生产线速度ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*12345610987U-ShapeCellLayoutandContinuousFlow“U”型布局和连续流 FlexibleLineCapacity One-PieceFlow Communication SaveSpace具有柔性生产能力有利于单件流便于员工沟通节约场地Why???ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*U-ShapeCell-HighRateStatus“U”型单元-高速生产状态12345610987ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*U-ShapeCell-MiddleRateStatus“U”型单元-中速生产状态12345610987ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*U-ShapeCell-MiddleRateStatus“U”型单元-低速生产状态123456ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LineBalance–DataCollecting生产线平衡：数据收集 TaktTimeLine节拍时间线 Scrap生产废品时间 Changeover换型时间 Downtime停机时间 CycleTime加工合格品时间 Load/Unload装/卸料时间ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*JobSequence&Balance工作顺序及负荷平衡ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*数据输入区Takt节拍时间线负荷时间图JobSequence&Balance工作顺序及负荷平衡Participants ManufacturingSystemDesign ParticipantsList Project: L-6PCMHeaderAssembly ReviewDate(s): 9/29-9/30/98 0 TeamMembers: Name Function 0 ArchieThomas IndustrialEngineer,DivisionalIndustrialEngineering BobArquilla ProcessEngineer,DivisionalProcessEngineering JeffStran ProcessEngineer,RBEXII AlbertoMoreno QualityEngineer,MexicoWest AnthonyRaschilla ProjectEngineer,PackardHughesInterconnect LisaHuscroft ApplicationEngineer,PackardHughesInterconnect JorgePaniagua IndustrialEngineer,RBEIII JulieHickman ProductEngineer,PackardHughesInterconnect MarkScheel MaterialsEngineering AracelyTarango APQP,RBEIII JenniferRowell IndustrialEngineer,RBEIII DaveRegula IndustrialEngineer,DivisionalIndustrialEngineering MarneCario IndustrialEngineer,DivisionalIndustrialEngineering DanMyers Supervisor,DivisionalIndustrialEngineering ChuckFrantz Supervisor,DivisionalIndustrialEngineering JimSladovic LeanCoreTeam ValerieKral PackagingEngineer,DivisionalIndustrialEngineering MickeyKalman DivisionalIndustrialEngineering DaveYannacey IndustrialEngineer,DivisionalIndustrialEngineering GregShemitz Supervisor,DivisionalProcessEngineering BobSaviers ManufacturingSupport,RBEXII BrianDonato Supervisor,AutomatedAssembly DescriptionofMSDObjectives: InitialMSDWorkshop Communicateproductandprograminformation. DeterminetheTAKTTimeofthemanufacturingsystembaseduponcustomerrequirements. Reviewtheinitialmanufacturingsystemconceptandgenerateideasforimprovement: Equipment Methods Layout Quality&ErrorProofing DFM Other&L&DProjectOverview PROJECTOVERVIEW Project L-6PCMHeaderAssembly Customer DelphiDelcoElectronics ModelYear(s) 1999-2002 CustomerProductionLocation DelphiMfg.Location RBEIII,Juarez,MX ProductHighlights: ReferencePartNos. NewProduct/ProcessTechnologies: Needtoinsert192pins. SealantprocessisnewtoDelphiPackard. KEYPRODUCTIONDATES AlphaSamples Complete PartsCertification(PPAP) Jun-99 BetaSamples Complete Pilots May-00 MatchCheck Complete Run@Rate Apr-00 Prototypes Proto2,10/98 StartofProduction Sep-00 VOLUMEROLLOUTPLAN PartNumber Description VolumeM.Y.1 VolumeM.Y.2 VolumeM.Y.3 VolumeM.Y.4 L-6PCMHeaderAssembly(1P/N) 120000 389000 741000 1,128,000 Components: Castings,Pins,FerriteBlocks,Sealant,InPlaceGasket,FoamPad,TerminalBlade, MetalCylinder,Filters QualityandSpecialTestingRequirements: Leaktesting Electricaltesting-HiPot? ProcessingRequirements: Health,Safety,andEnvironmentalFactors: PDPINFORMATION CIDate: Complete CADate: Complete PADate: Jun-00 CDDate: Complete FADate: Dec-98 PerformanceReviewDate:TBD&L&D&R&"Arial,Bold"&8DelphiConfidentialLessonsLearned LESSONSLEARNEDANDWORLD-CLASSPRACTICES LESSONSLEARNED PRODUCT PartNumber(s) Description RRPPM Notes Process/System Pcs,/Min. Scrap(%) Setup(min.) Uptime(%) Size(ft^2) PROCESS Notes: WORLD-CLASSPRACTICES PRODUCT Product Manufacturer RRPPM Notes Process/System Pcs,/Min. Scrap(%) Setup(min.) Uptime(%) Size(ft^2) PROCESS Notes: PERFORMANCEGOALS Metric Delphi-PTarget SystemActualGoal&L&D&R&"Arial,Bold"&8DelphiConfidentialAssySeq PRODUCTASSEMBLYSEQUENCE Project L-6PCMHeaderAssembly PartNumber(s) Step OperationDescription 1 Insertpinretainersintocasting. 2 Insertterminalbladeintocasting. 3 Seatpinretainersandterminalblade. 4 Placefilterinsertsintocasting. 5 Saetfilterinserts. 6 Placefoampadintocasting. 7 Insertpinsintopinretainers. 8 Placeferriteclocksontopins. 9 Dispensesealantintocastingcavities. 10 Dispensegasketontocasting. 11 Curesealantandgasket. 12 Testpartforleaks. 13 Testpartforelectricalfunction. 14 Labelpart. 15 Packpart. 16 17 18 19 20 21 22 23 24 25 26 27&L&D&R&"Arial,Bold"&8DelphiConfidentialTAKT TAKTTimeAnalysis Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 TotalAvailableMinutes/Day 1,100 (ShiftA6:00-15:20,ShiftB15:30-12:30) LessContractual 100 (ShiftA-30min.lunch,15min.breakfast,5min.break,ShiftB-30min.lunch,two10min.breaks) TotalAvailableMinutes(1) 1,000 Year AnnualCustomerVolume* ScheduledDays/yr DailyVolume(2) NumberofModules(3) TAKTTimePerModuleMinutes/pc TAKTTimePerModuleSeconds/pc 1999 120,000 235 511 1 1.96min/pc 118secs/pc 2000 389,000 235 1,655 1 0.60min/pc 36secs/pc 2001 741,000 235 3,153 2 0.63min/pc 38secs/pc 2002 1,128,000 235 4,800 3 0.63min/pc 38secs/pc *Volumebasedon: TotalAvailableMinutes(1)x60(sec/min) DailyVolume(2)&L&D&R&"Arial,Bold"&8DelphiConfidentialTAKTTimePerModule=xNo.ofModules(3)BlockDiagram BlockDiagramForm Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 InsertPinRetainers(6) PlaceFilterInserts(6) RemoveBandolierfromPins GetFerriteBlocks(6) InsertBlade SeatFilterInserts(6) InsertPins(192) PlaceFerriteBlocks(6) SeatPinRetainers&Blade PlaceFoamPad (6STATIONS) SeatFerriteBlocks MachineCycleTime: N/A MachineCycleTime: N/A MachineCycleTime: 5s. MachineCycleTime: N/A ManualTime: 25.8s. ManualTime: 24s. ManualTime: 60s. ManualTime: 35.6s. Downtime: 0.5% Downtime: 0.5% Downtime: 5% Downtime: 0% Scrap: 1% Scrap: 1-2% Scrap: 2-3% Scrap: Cost:E-$60K,T-$40K Cost:E-$125K,T-$50K Cost:E-$100K,T-$80K Cost: E-$3K,T-$5K DispenseSealant DispenseInPlaceGasket CureSealant& TestPartforLeaks InPlaceGasket MachineCycleTime: 18s. MachineCycleTime: 28s. MachineCycleTime: 20min. MachineCycleTime: 33s. ManualTime: 6s. ManualTime: 6s. ManualTime: 6s. ManualTime: 6s. Downtime: 7% Downtime: 7% Downtime: 2% Downtime: 7-8% Scrap: 2-3% Scrap: 2-3% Scrap: 0% Scrap: 2% Cost:E-$80K,T-$20K Cost:E-$80K,T-$20K Cost:E-$100K Cost:E-$100K,$25K ElectricallyTestPart PackOutPart LabelPart MachineCycleTime: 30s. MachineCycleTime: ManualTime: 6s. ManualTime: 9s. Downtime: 7-8% Downtime: Scrap: 2% Scrap: Cost:E-$125K Cost:&L&D&R&"Arial,Bold"&8DelphiConfidentialMachBal MachineBalanceChart Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 OPERATIONNAME INVESTMENT MACHINETIME LOAD/UNLOAD DOWNTIME CHANGEOVER SCRAP TAKT MINUTESPERCHANGEOVER #OFCHANGEOVERSPERDAY MINUTESOFCHANGEOVERPERDAY Machine+Load/Unload EffectiveMachineCycle SealantDispense $100,000 18.0 6.0 7.0% 1.9 0.0% 0.0 2.5% 0.6 36.2 0.0 24.0 26.5 GasketDispense $100,000 28.0 6.0 7.0% 2.6 0.0% 0.0 2.5% 0.9 36.2 0.0 34.0 37.5 LeakTest $125,000 33.0 6.0 7.5% 3.2 0.0% 0.0 2.0% 0.8 36.2 0.0 39.0 43.0 ElectricalTest $125,000 30.0 6.0 7.5% 3.0 0.0% 0.0 2.0% 0.7 36.2 0.0 36.0 39.7 0.0 0.0% 0.0 0.0 36.2 0.0 0.0 0.0 0.0 0.0% 0.0 0.0 36.2 0.0 0.0 0.0 $ sec/pc sec/pc % sec/pc % sec/pc % sec/pc minutes occurences/day minutes/day&L&D&R&"Arial,Bold"&8DelphiConfidentialMachBal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0&APage&PINVESTMENTOPERATIONLOAD/UNLOADMACHINETIMEDOWNTIMECHANGEOVERSCRAPTAKTSEC/PCMACHINEBALANCECHARTLayout Operator/ProcessLayout Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98&L&D&R&"Arial,Bold"&8DelphiConfidentialOperBal OperatorBalanceChart Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 OPERATIONNAME VALUEADDED TYPE1NONVALUE TYPE2NONVALUE WAITFORCYCLE OPERATORTOTAL TAKT 1 Retainers&Electrical 26.0 10.0 5.0 41.0 36.2 2 Filters&LeakTest 24.0 10.0 5.0 39.0 36.2 3 PinInsertion 34.0 34.0 36.2 4 Ferrite,Sealant,DIPG 10.0 15.0 10.0 35.0 36.2 3 0.0 36.2 SECONDS/PIECE&L&D&R&"Arial,Bold"&8DelphiConfidentialOperBal &APage&PVALUEADDEDTYPE1NONVALUETYPE2NONVALUEWAITFORCYCLETAKTSEC/PCOPERATORBALANCECHARTSupportOperator SupportfortheOperator Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 Whatspecificdeviceswillbedesigned/developedtoaddressidentified ergonomicriskfactorsintheprocess? No. ErgonomicRiskFactor Design/DevelopmentDevice 1 0 2 3 4 Whateffortshavebeenmadetobalanceoperatorworkloads,supporttheoperator witherrorproofingdevices(eglabelerrorproofing)andmaximizevalueaddedcontent? No. Issue ProposedSolution 1 2 3 4 5 6&L&D&R&"Arial,Bold"&8DelphiConfidentialLiftingContainersFullOfRailMoldings.MatlsPlan_Comp ContainerizationPlan-Components Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 Part ContainerType Notes Hours/PiecesSupplyperContainer Responsible Castings Layeredtraysonskids Purchased;4trays/layer,22layers/skid;Investigaterotatinglifttable. 0.0 / Kral,Thomas PinRetainers PlasticBagsinCell In-House 0.0 / Kral,Thomas Blades Box(plasticbag?) Purchased 0.0 / Kral,Thomas Filters Trays(vertical?) Purchased 0.0 / Kral,Thomas,Regula FoamPads 9"x9"sheet Purchased 0.0 Kral,Thomas Pins 213/4"reel Purchased 0.0 / Kral,Thomas FerriteBlocks Trays(vertical?) Purchased 0.0 / Regula,Thomas,Zagger Sealant 15gallonbucket? Purchased 0.0 / Arquilla,Thomas GasketMaterial 5gallonbuckets? Purchased 0.0 / Arquilla,Thomas MetalCyclinder Box Purchased 0.0 / Arquilla,Thomas FinishedProduct Trays-colorcoded? Whoisgoingtoclean? 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / MaterialsPlan-Components Project: Date: PartDescription ContainerType PartPresentationDevice Hours/PiecesSupplyperContainer HoursOff-LineRawMaterialSupply 0.0 / 0.0 / 0.0 / 0.0 / 0.0 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 /&L&D&R&"Arial,Bold"&8DelphiConfidentialMatlsPlan_FG ContainerizationPlan-FinishedGoods Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 PartDescription ContainerType Pieces/HoursSupplyperContainer FinishedGoodsStorageLocation HoursFinishedGoodsSupply CustomerLocation&L&D&R&"Arial,Bold"&8DelphiConfidentialActionItems ActionItemsList Project: Date: 9/29-9/30/98 TYPEOFWASTEMINIMIZEDORELIMINATED ACTIONITEMS RESPONSIBLE CORRECTION OVER-PRODUCTION MOVEMENTOFMAT'L MOTION WAITING INVENTORY PROCESSING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35&L&D&R&"Arial,Bold"&8DelphiConfidentialLifeCycleCost Process/SystemLifeCycleCostIndicatorForm Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 CONCEPTOPTIONNUMBER 1 SYSTEMDESCRIPTION YEAR 1 2 3 4 5 6 TOTAL VOLUME(PCS/YEAR) OEM 0 5YRSERVICE 0 INVESTMENT$ F INITIALEQUIPMENT F INITIALPLANT F INITIALINSTALLATION T INITIALTOOLS O INITIALREARRANGE O INITIALTRAINING F FUTUREEQUIPMENT T FUTURETOOLING T TOOLINGOBSOLESCENCE O FUTUREREARRANGE O FUTURETRAINING TOTAL$/YEAR TOTAL($/PC) $ ANNUAL DIRECTLABOR RATE(S) (HEADS) PEOPLE TOTAL($/PC) $ INDIRECTLABOR (HEADS) SUPERVISORS $ MATLHANDLING $ INSPECTION $ TRADES $ ENGINEERING $ TOTAL($/PC) $ INDIRECTMATERIAL($/YR) PERISHABLETOOLS PMMATL WATER WASTE AIR OTHER ELECTRICITY TOTAL($/PC) $ CARRYINGCOSTS($/YR) INPROCESSINVENTORY TOOLINGINVENTORY PKG/CONTAINERIZATION TOTAL($/PC) $ TOTAL$/PC $&L&D&R&"Arial,Bold"&8DelphiConfidentialAgileIndicatorsForm AgileIndicatorsForm Project: L-6PCMHeaderAssembly Date: 9/29-9/30/98 PROCESSMETRICS PRODUCT METRIC UNITS/DESCRIPTION DELPHITODAY BESTMANUALMETHOD PROPOSEDLEANPROCESS Transportable Timerequiredtorelocate ProductionCapacity NetPcs/Shift(NoRelief) DirectLabor Heads Pcs/DirectLabor Pcs/Hour IndirectLabor Heads(includeMtlHdlg/Trades/EngrSupport) Investment US$’s Investment/Pc/Day US$’s CyclePaceControl Operator,time,ormachinedependent FootPrint SquareFeet DeliveryTime(ofsystem) Weeks(orderplacementtodeliveryinplant) Uptime (SchedTime)-(UnplannedDowntime)x100% SchedTime OperatorUtilization Valueaddedtimex100% TotalCycleTime MachiningUtilization StraightTimeHrsx100% AvailableHours CustomerFocus/ModelMix SingleCustomerorvariousCustomers FlexibilitytoVolume Easy,ModerateorDifficult DegreeofErrorProofing Minimal,Moderate,Extensive FactoryCost(OneMod) USA MEXICO Revenue/DayinUS$ USA MEXICO LeadTime TotalProductCycleTime DesignFlexibility EquipmentReuseFlexibility&L&D&R&"Arial,Bold"&8DelphiConfidentialMBD004F0674.docMBD029057F6.docMBD029076C8.docMBD0293D99E.docMBD029A4015.docMBD0295BE1E.docMBD02912971.docMBD02912C6B.docMBD029125C5.docMBD029069CC.docMBD02906F35.docMBD02905B26.docMBD028FBEAA.docMBD02904F09.docMBD004F0A8A.docMBD004F0662.docMBD004F0673.docParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* Thenumberofoperatoriscalculatedbydividingthesumoftheoperatorwork（valueadded+nonvalueadded）bytheModuleTaktTime 操作工的数量等于总的单件产品的人工工作量除以单条生产线之节拍时间 人工工作总量（VA+NVA） 操作工数量= 生产线节拍时间HowManyOperatorsNeeded？需要多少操作工？ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*EliminateTheSystemBottleneckandVariation消除系统瓶颈和变差 消灭七种浪费 消除六大损失 员工培训 全员参与 标准化操作ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystemandSupplyChain拉动系统及供应链7我们只在需要的时候发运需要的物料拉动系统地址0017-0010-002RParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Whatarethegoals目标?在正确的时间以正确的方式按正确的路线把正确的物料送到正确的地点，每次都刚好及时TheGoalForJITMaterialMovementJIT物料运动的目标ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*MaterialMovementandPullSystem物料运动和拉动系统EXTERNALPULL外部拉动DELIVERYPULL发送拉动PRODUCTIONPULL生产拉动物料从存放区向生产点的授权移动以补充消耗的用量物料从上工位向下工位的授权移动以补充下工位的消耗的用量物料从外部供应商向工厂的授权移动基于消耗，而非预测AuthorizedMovementBasedonConsumptionParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Material物料PullCard拉动卡Key要点:PlantsupermarketComponentsAssembly物流信息流PullSystem-MaterialFlowandInfoFlow拉动系统：物流和信息流ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-KanbanTypes拉动系统：看板之种类 In-Process(IPK)-PacestheProduction工序看板(IPK)-“生产的节拍器”Squares/Containers方块/容器式 ReplenishmentSignals-PartsflowbasedonConsumption补充看板-“基于消耗量的零件流动”2-bin(multiple-container)Card/containerElectronic两箱式(多容器)卡片/容器式电子式ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-HowKanbanWorks拉动系统：看板如何工作当操作根据节拍时间平衡后，在工艺流程中使用“方型”看板来作为工作与拉动零件的信号物流方向K=满看板=空看板拉动工作信号不工作开始工作工序看板系统ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-SupportFlow拉动系统：支持流动 Whataboutoperationalimbalance?负荷不平衡怎么办? LineRate=100units/shift生产线速率=100件/班ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-SupportFlow拉动系统：支持流动 First：EliminateNVAsteps(set-upandmove)首先消除非增值的步骤(作业准备与移动) Ifcannot-如果做不到 Addcapacity-People/Machine增加人手和设备 In-processKANBAN采用工序看板ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-SupportFlow拉动系统：支持流动 IPK工序看板 操作#2在第一班生产100件 操作#3在一班结束时还有10件待加工品 操作#3在第二班或通过加班生产10件 操作#4在一班开始时有10件待加工品ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-InProcessKanban拉动系统：工序看板平均KKKKKKKKK1分钟“缓冲”/6秒的节拍=9或10件1minute"buffer"/6secTAKT=9or10Variable"Pace”变化的“节拍”ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-ReplenishmentKanban拉动系统：补充看板看板数=单位时间用量X订货周期+交付周期保险时间+()容器容量订货周期以供货天数表示的批量大小（例如，五天）；考虑作业准备，工具/模具的可用率，距离，处理交付周期包括作业准备、运转、等待与移动（包括其它诸如热处理之类的操作）在内的补充时间安全时间弥补需求与反应的变化（例如，输送故障或临时的供应商质量问题）容器容量一般常识取决于尺寸、价值与补充的频率ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-ReplenishmentKBCalculation拉动系统：补充看板计算例子：假定：500件/天的生产线速率，订单周期为2天，交付周期为2天并且允许为应付顾客需求变化有1天的安全时间，标准容器容量是250件。看板数=单位时间用量X订货周期+交付周期保险时间+()容器容量ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystemBriefing–SinglePointControl拉动系统介绍:单点节拍控制总装物流方向补充信号客户看板工作指令零部件加工ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*PullSystem-ReplenishmentKBSystem拉动系统：补充看板工作系统看板来自下一级生产看板挂板Runline生产点ADEFGBCOD基点B-E-D-AParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LevelingProduction–Style,SequenceandBatch均衡生产：品种、顺序、批量ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*TheBenefitsOfMixedProduction混流生产的好处ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*SupplyChainMapping供应链图析4周“执行”时间9周缓冲预测变动ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanSupplyChainMapping精益供应链图析ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*WasteintheSupplyChain：Cost供应链中的成本浪费传统的采购流程：总采购成本精益采购流程：ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*DifferentStagesOnSupplyChainDevelopment供应链开发的不同阶段ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*DifferentStagesOnSupplyChainDevelopment供应链开发的不同阶段ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*DifferentStagesOnSupplyChainDevelopment供应链开发的不同阶段ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanImplementationStrategy精益推行策略8WhyOurCompanyhavetoBeInLean？GapAssessmentRolesandEducationTimeFrameforLeanJourney为什么我们公司要精益生产？差距评估角色和培训精益进程时间表ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*KeyPerformanceIndicators关键的表现指标 DeliveredQuality交货质量 ProductReliability产品的可靠性 On-TimeDelivery准时交货 LeadTime交付周期 Flexibility灵活性 Price价格 MaterialCostContainment遏制材料成本 LaborCostContainment遏制劳动力成本 Productivity生产效率 Inventory库存 CostofQuality质量成本 Capacity生产量CUSTOMERManufacturer必须评估有多少个表现“差距”ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanGapAssessment精益系统差距评估Chart1 1.8 1 1.7 1 2.6 2 2.3 2 1.7 1.5 2 2 3 2 2.6 2 3 2.5 3 2 3 2.5 2.5 2 3.3 2.5 2.6 2 3 2 2.8 2 2 2 3 2.5 3 2 2.5 2 2.8 2 2.9 2.5 2.3 1现场组织管理质量系统可运行能力物料运动流畅生产员工环境及参与98年2月97年8月目标:1999年达到第四级精益制造系统差距评估Sheet1 Sheet1 1.8 1 1.7 1 2.6 2 2.3 2 1.7 1.5 2 2 3 2 2.6 2 3 2.5 3 2 3 2.5 2.5 2 3.3 2.5 2.6 2 3 2 2.8 2 2 2 3 2.5 3 2 2.5 2 2.8 2 2.9 2.5 2.3 1现场组织管理质量系统可运行能力物料运动流畅生产员工环境及参与98年2月97年8月目标:1998年达到第四级德尔福制造系统差距评估Sheet2 &APage&PSheet3 &APage&PSheet4 &APage&PSheet5 &APage&PSheet6 &APage&PSheet7 &APage&PSheet8 &APage&PSheet9 &APage&PSheet10 &APage&PSheet11 &APage&PSheet12 &APage&PSheet13 &APage&PSheet14 &APage&PSheet15 &APage&PSheet16 &APage&PParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Supportingthechangewall-to-wall支持全方位的变化 生产部门 把支持功能从中央分散，建立产品团队 用团队解决问题并施行改进 整顿工作场地 消灭浪费，实施流动 计划调度部门 依靠“拉式”系统 监控更少的工作中心 通过目视控制系统来管理 维修管理部门 设备可用性与可靠性成为焦点 单元/流动线施行预防性维护并监控停工时间 快速换型生产与灵活性成为焦点 单元/流动线工具与换型管理ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Supportingthechangewall-to-wall支持全方位的变化 质量部门 用失效模式分析设置监控/检验点 在可能的地方进行差错预防 支持单元/流动线团队处理改进事宜 采购部门 供应与需求“拉动”速率相连接 采购的准则：交货期–质量–价格 供应商需要培训与技术支援 市场营销部门 准确及时的需求信息反馈 小批量观念，而不是累积大订单对生产的冲击 避免紧急订单 促销策略与营运部门一同制订 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Supportingthechangewall-to-wall支持全方位的变化 产品开发部门 以可制造性设计/可装配性设计为重点 标准化产品 一次性合格生产设计 减少设计与成形产品的周期时间 工艺部门 标准化工艺 习惯生产线节拍时间的考虑，远离传统的“工位效率” 差错预防工艺 将焦点从提高单个工序效率变更到消除约束（瓶颈，生产能力，可靠性与柔性）上ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*Supportingthechangewall-to-wall支持全方位的变化 会计部门 事先成本法：倒冲劳动力与材料消耗/成本 从跟踪工厂宏观绩效过渡到跟踪产品族绩效 从被动汇报到主动监控 支持小批量生产 人力资源部门 实行培训计划 支持问题解决团队/建议制度 企业文化和绩效考评系统ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanManufacturingTraining精益生产体系的培训 Approximately10%ofanorganizationneedsoundeducationbase KeyFlowleadersandimplementersneedadvancedtraining Everyoneeventuallyneedsawareness 全组织大约10%的人员需要扎实的培训 关键流程的主管和精益推行者需要更进一步的培训 当然每个人都应该了解精益生产基本知识ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* -Time时间 QuotedLeadTime答期 CustomerLTratio对客户要求LT之比率 ManufacturingCycleTime制造周期1、Responsiveness响应度 -Reliability 可靠性 OTDrequest对要求的准时交货率 OTDpromise对许诺的准时交货率 Fulfillrate订单完成比率 -Flexibility 灵活性 #ordersperday每天完成订单数 Effectivecapacityrange（+/-%）without+/-resource有效能力范围，（不加减资源）ImplementationMeasures-LeanMetrics实施衡量系统-精益指标ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* DeliveredPPM发送的百万分之不合格率 Warranty$担保金额 InfantFailure天生缺陷率-Quality质量 -Fixed 固定资产 V-Aperfixed￥固定资产增值比 Unit/squaremeter件/平方米2、ResourceProductivity资源生产率 -Working 流通资产 ITO-totalforproductfamily产品族总周转 RawITO原材料库存周转 WIPITO在制品库存周转 F/GITO成品库存周转ImplementationMeasures-LeanMetrics实施衡量系统-精益指标ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ImplementationMeasures-LeanMetrics实施衡量系统-精益指标 -Human 人力资源 Total-valueadded/totalheadcount增值/总人数 Direct-valueadded/direct增值/直接员工数 Ratio-（salary+indirect）/total间接人员与总人员之比 Safety-accidentrate，lossworkingdays安全-事故率，损失工作天率 FTQ-firsttimequality首次质量合格率 Scrapandrework￥%废品和返工% COQ-costofquality质量成本-InternalQuality内部质量ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ImplementationMeasures-LeanMetrics实施衡量系统-精益指标 -Supplier 供应商 响应度-LT，OTD 质量-PPM 价格-%价格折扣/年=================================================KeyPoint：-Fewbetterthanmany（max。12）少而精，最多12个-Frommeasuredivisionlevelandplantlevel，changetofocusonproductfamily从衡量分部或工厂水平，过渡到衡量产品家族ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page* WithoutINCENTIVE--GradualChange没有原动力--逐步改变 WithoutVISION--Confusion没有远景--不清不楚 WithoutACTIONPLAN--Falsestarts没有行动计划--难免失败 WithoutSKILLS--Anxiety没有知识--焦虑不安 WithoutRESOURCES--Frustration没有资源--沮丧消沉LeanJourney-ThePreparation精益征程：准备工作ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanJourney-HongLong？精益征程：路有多长？ Willdifferineachenvironment在各种环境下都会有不同 Suggestaggressiveschedules;perhapsfasterthannormalprojects建议订立进取性的进度安排；也许要比正常的项目要快 Dependsonpaceofculturechange依赖于“企业文化”的改变步调 Typical“典型的” Pilotarea-12weeks Firstwall-to-Wallline–halftooneyear Plant–3-5years生产试验区–3个月第一个“全方位”的生产车间–半年到一年工厂：4-5年 ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*LeanImplementation-ThePath精益实施之进程设计目标流程和目标测定行动计划 全员参与的文化5S-整理工作场地系统化的解决问题
方案
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拉动式进度安排;看板持续改进 品质改善减少作业准备差错预防 TTPM6sigma其它工具和培训(按需要)精益商业流程设计危机意识和实施动力管理层培训内部组织培训数据采集 当前业务指标 产品/工艺-批量/混线生产-流程图 工作内容 差距评估当前状态未来状态平衡生产线;生产线设计;培训规划与准备项目管理与执行ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*ParticipantGuide学员手册LeanManufacturingSystem精益生产系统BestwayLeanManufacturingTraining,June7-9th,2002Page*
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