精益生产价值流图(英文版)

LeanManufacturingValueStreamMapping1WhatisLean?Leanisathatfocuseson:CreatingvaluefortheCustomerEliminatingWasteContinuousincrementalimprovementThinkingProcess2WhatisaValueStream?“Alloftheactions,valueornonvalueaddedthatarerequiredtobringaproductfromconcepttolaunchorfromrawmaterialordertodelivery...”From“LeanLexicon”3OrderFulfillmentValueStreamIdeally,we’dwantthematerials,informationandcashtoflowsmoothly(withoutinterruption)andasquicklyaspossiblethroughthisstream.SalesOrderReceiptRMOrder&ReceiptManufacturingPackagingDistributionDelivery/Service4LeanElementsValueStream=ValueProvidingProcessesPullPerfectionFlowValue5Value“WhatisthewillingtoPayfor?”3TypesofCustomers:Theexternalend-userorpayingcustomerThedownstreamcustomerofanyinternalupstreamprocess.Yourcompanyasthecustomerofexternalsuppliers.Customer6FlowIdealflow=1pieceatatimeRatedeterminedbycustomerdemand-TakttimeWorkbalancedforeachpersonormachineTraveldistanceformaterials&peopleminimizedStandardWorkutilizedFlowwhatyoucan…Pullwhatyoucan’t…Requiresthatallstepsintheprocessbe:Capable=RighteverytimeAvailable=AlwaysabletorunAdequate=Capacitytoavoidbottlenecks7PhasesofLeanJourneyPhase1-Identify/MapValueStreamsPhase2-PrioritizeopportunitiesPhase3-UtilizeLeantoolstoeliminatewastePhase4-ControltheflowPhase5-LeanmetricsPhase6-Re-evaluateValueStreamsandbeginagain8ItAllstartswithWasteIdentificationIdentifyallformsofWastethroughoutourentireValueStreambefore:ReducingthewasteorEliminatingthewasteThiswillenableustoprioritizeoureffortsandfocusonthehighpotentialeventsfirst.98WastesOverproductionInventoryWaitingTransportingUnnecessaryprocessingUnnecessarymotionDefectsUnderutilizationofpeople10Over-ProductionProducingmorethanwhatthecustomerreallywants.WaystoOvercome:ReducesetuptimesSynchronizetimeandamountofprocessesCreatecompactlayoutsandvisibility11InventoryExcessinventoryrequireshandling,space,$$,people,andpaperwork.WaystoOvercome:SynchronizeworkflowtoreduceaccumulationShortensetuptimeReduceleadtimeCellularlayoutsZeroQualityDefectsReducingallotherwastesreducesthewasteofinventory12WaitingWaitingforupstreamprocessesduetopoorlayout,unbalancedworkloadorequipmentdowntime.WaystoOvercome:SynchronizeworkflowBalanceunevenloadsbyflexibleworkersandequipmentImplementpreventivemaintenancetoeliminatemachinedown-time13TransportationTransportationaddsNovaluetotheproduct.Ratherthanimprovethetransportation:ReduceitEliminateit.WaystoOvercome:Establishlayoutandlocationswhichreducesoreliminatestransportation14UnnecessaryProcessingSamedataenteredinto3differentinformationsystems.(SAP,Access,Excel)Allunnecessary,orNon-ValueAdded,processingstepsshouldbeeliminatedWaystoOvercome:QuestionifprocessisnecessaryatallSimplifyUseStandardWorkReduceHandoffs/approvals15UnnecessaryMotionMotionofpeople,machines,andproductsiswaste.WaystoOvercome:Studymotionandeliminateorreducemotionthroughimprovedlayouts.CellularManufacturingRethinkmaterialstorageJob/TaskCombinations16Defects(Correction)Makingdefectiveproductispure(muda)waste.FocusonpreventingdefectsNotfindingandrepairingdefectsWaystoOvercome:Mistake-prooftopreventdefectsNeverPassdefectsStandardWork17WasteofUnderutilizingPeopleTheeighthwasteisnotfullyutilizingthetimeandtalentsofpeople.Whoarethe“real”experts?andwhatdotheyknow?18PurposeofValueStreamMappingThepurposeofthevaluestreammapistolookatthebigpictureandtodevelopa“future-state”mapbyeliminatingallnon-valueaddedactivitiesandminimizingallnon-value-addedbutrequiredactivities.19BasicCurrentStateMAPPINGTIPS1Cross-functionalTeamcompletesthemapStartatthecustomerendWalktheactualpathwaysofbothmaterialandinformationflow.Drawbyhandinpencil.20ValueStreamMappingIconsProcessIcons21ValueStreamMappingIconsInformationFlowIcons2223ProductionLeadTime=23.5daysValueAddedTime=184SecondsFrom"LearningtoSee"byMikeRotherandJohnShookCurrentStateMap24FutureStateQuestionsHowdowefocusontheLeadtime?UnderstandthetakttimeWhatareaintheprocesstriggersproduction?Willwebuildtoshippingortoasupermarket?Wherecanweusecontinuousflow?WhatitemsorEventsrequireProcessMapsHowdowesimplifyWheredowereducetravel&redundancy?Whatprocessimprovementscanwedo?25•UsethelistoffuturestatequestionsHaveyourcross-functionalgroupbrainstormUtilize“outside”folksandyourselftoquestioneverythingYoucansketchfuturestateideasatthetabletodiscussIfyouwishuseanoverheadasimpletransparenciesbyhandtoshowyourideasAfteryouhaveidentifiedalloftheimprovementsandopportunitieswhatwouldyourmaplooklikeYoumayreviseyourmapseveraltimesasyousimplifyMakesureyoucantraceallkeyproductandinformationflow–LookfordisconnectsoroversightsinyournewmapbyfollowingitthroughasagroupexerciseWhatarethenewLeadandCycletimes(Leadtimeisthekey)TeamTipsFutureStateMapping26FromLearningtoSeebyMikeRotherandJohnShookFutureStateValueStreamMapProductionLeadtime=4.5DaysValueAddedTime=166seconds27BenefitsofValueStreamMappingHelpsyouvisualizemorethanthesingle-processlevelClearlydefinesLeadandCycletimesHascross-functionalaccuracyLinksthematerial&informationflowsProvidesacommonlanguageandbasetoworkfromProvidesablueprintforimplementationMoreusefulthanquantitativetoolsTiestogetherLeanconcepts&techniques28Verysimply,aleanvaluestreamshouldproducewhatthecustomerneedswhenitisneededandwiththehighestqualityandthelowestcost.Todothatallprocessesmustbelinkedfromthefinalcustomerbacktotherawmaterialandallnon-valueaddedactivitymustbeeliminated.29LeadTimeReductionShorterLeadTime=SmallerdownstreamInventorySmallerOrderQuantity=SmallerdownstreamInventoryInventory=OrderQuantity/2+SafetyStockSafetyStock=DailyDemandxDemandStdDevxINVNORMAL(servicelevel)x√LeadTimeENRServiceLevel=98%30VSMReferences31