价值流程图教程文件

*车间价值 流程 快递问题件怎么处理流程河南自建厂房流程下载关于规范招聘需求审批流程制作流程表下载邮件下载流程设计 图精益改进! 行动 关于 时间 优点*WelcometotheVSMWorkshop!ReviewwhateachofthepicturesonthetitleslidemeanintermsofVSM. 1.LBS2002representsthatVSMasanewtoolrecentlyaddedtotheLBStoolbox. 2.WheredoIstart?RepresentsthatVSManswersthequestion“HowdoIgetstartedwithLBS?” 3.Themapisameanstoanend,notanendinitself,butisanimportantpartofVSM. 4.Thepencilanderasershowthatitisaniterative,hands-on,learningprocess. 5.Theiconsrepresentacommonlanguagefortheorganization. 6.ThePersonholdingthemaprepresentsthemanagerofthevaluestream.Someonemustbeheldresponsiblefor implementingthefuture-stateacrossorganizationalboundaries 7.TheVSMKaizenactionplanisanimportantoutputofVSMandabigvaluetothehostsite. 8.KaizenistheresultofaVSMeventanditrepresentsthatthegoalisimplementation,notthemap.*车间价值流程图介绍 车间价值流程图的目的 通过介绍价值流程图，让参与者能在工作中能运用这个工具 绘制价值流程图，提供有用的信息到主要设备上 提高参与者在价值流中的浪费的辨别力 帮助参与者更好的理解精益商业系统工具是如何来实现商业目标的 指导者及参与者介绍 车间价值流程图的规则 欢迎随时提问！*MuchofthismaterialcamefromwhatwelearnedfromLEIandTSSC.VSMstartedinDHRinMid90’s,butbecameLBSToolin2001.ReviewpurposeofVSM.Introduceyourselfandletassociatesintroducethemselves.Staterulesforconduct?SINGIFLATE?Sessionisalwaysopenforquestions.*Reviewagenda,askifthereareanyconflictswithshiftschedules,lunch,ortravelplans.NotethatCurrent-statetimevariesdependingoncomplexityandlengthofvaluestreams.*车间价值流程图日程–第二天 当前状态图讨论 1小时 精益价值流 1.5小时 绘制未来状态图 2小时 绘图练习–绘制未来状态图 3小时午餐休息*Checkforconflictswithhostsite.TrytoscheduleexecutivesfromthehostsitetoattendtheFuture-statereport-out.Setabest-guesstimetoallowtheirattendance.*车间价值流程图日程–第三天 绘制练习–绘制未来状态图 1小时 实施未来状态图 30分钟. 汇报未来状态图 1小时 总结并结束 10分钟.午餐休息*Checkforconflictswithhostsite.TrytoscheduleexecutivesfromthehostsitetoattendtheFuture-statereport-out.Setabest-guesstimetoallowtheirattendance.第一章–绘制价值流程图的流程价值流程图*Studentscan/shouldfollowalongintheirpre-eventworkbooktoaddnotes,refreshthoughts,etc.*什么是价值流程图? 什么是价值流?价值流是包含了所有用来完成产品或服务流程步骤（包括有价值增值的和非价值增值的） 什么事价值流程图?价值流程图是用图表来表示在完成产品和服务过程中，材料和信息流动的方法。*DefineValueStreamandValueStreamMapping价值流是包含了所有的工序步骤,包括有价值增值的和非价值增值的,并按要求把货物或服务运送到客户手中。冲洗打磨组装工序工序工序 工序工序原材料客户上漆成品出运改进价值流及生产流程*Differentiatebetweenaprocessandavaluestream.Wekaizenprocesses,whichcanbeeffectiveonitsown,butitismoreeffectivewhencombiningmultipleKaizensinastructuredsequencetoimprovetheoverallValueStream.*价值流的范围单个车间(门对门)单个工序多个车间整个公司精益改进项目价值流程图宏观的价值流程图*ThelevelofthetypicalVSMeventisaSinglePlantVSMwhereaproductfamilyismappeddoor-to-door.Whentheplanthasit’svaluestreamimproved,itcanexpandtocustomerandsupplierfacilitiesusingMacroVSM.MacroVSMtakethesummarydatafromothermapsfrommultiplesitesandcombinesontoonemap.Thisthencanrevealopportunitiestoimprovethebroadervaluestream.CooperationbetweensuppliersandcustomersisveryimportantinmakingMacroVSMeffective.*绘制价值流 根据一个产品从尾到头的制造过程，用图型绘制的方式来表现其材料流和信息流（当前状态图）。 然后绘制关于价值应该如何流动的未来状态图。*Readtheslideandasktheclasswhateachunderlinedphraserefersto.FromEndtoBeginningmeanstheteamfollowsthevaluestreambackwardtounderstandtheviewfromthecustomer.VisualrepresentationusingiconsisthecommonVSMlanguageofthecurrent-statemap.Materialandinformationflowsiswhatisbeingmapped,withothertools,theinformationisusuallynotstudied.Howvalueshouldflowistheteamsbestviewofwhatthefuture-stateshouldlooklikeafterkaizen.**Thepurposeofthisslideistobearefresherfortheclass.Hereisanexampleofasimplemapofanupholsteryplant.Notethethreelevelsonthemap.Thetopisinformationflowtravelingfromrighttoleft,thecenterismaterialflowtravelingfromlefttoright,andthebottomisatimelinefromlefttoright.Notethatinventorytotaltothetimelineandthehighestinventoryatanystagemovestothetimeline.Whenprocessesoccurinparallel,theirtimeisaddedbecauseitisworkbeingdonetotheproducttogetittocompletion.Thelead-timeisindaysofdemand,andtheprocesstimeisinsecondstoproduceonepiece.Whythedifference?Becausethemapistryingtorelatebacktowhatgoesintooneunitofproduction.Asktheclass“Whatisaprocessbox?”Itiswhereone-pieceflowexistswithinitandarounditareinterruptionsintheflow,usuallyindicatedbyinventory.Themoreinterruptionsintheflow,themoreinventory.*每一个价值流都需要一位有能力的经理客户跨职能部门管理产品将绘制未来状态图和实施精益价值流的责任分配给那些具备在跨职能和跨部门能力的员工。价值流经理*Mostcompaniesareorganizedaroundfunctionsordepartments.WhenVSMisimplemented,thevaluestreamneedsonepersonresponsibleforimplementationandmeetingbusinessobjectives.ThisorganizationshouldbeimplementedASAP.AssigntheproperresourcestotheManageroftheValueStream,engineering,production,quality,maintenance,productioncontrol,etc.*产品系列当前状态图未来状态图精益改进行动计划实施价值流程图步骤2.5天6-12月*ReviewtheVSMSteps.Thearrowsbythecurrentandfuture-statesshowthatitisoftenaniterativeprocess,thecurrent-stateshowswhatshouldbedoneinthefuture-state,andthefuture-statesometimesrevealsmissinginformationonthecurrent-state.Thisnormallytakes1-1/2to2daystocompleteaVSMeventdependingonthelengthandcomplexityofthevaluestream.Asktheclass“DoesVSMendwiththecompletionofthemaps?”Absolutelynot,itmustleadtoanactionplanandimplementation,thencontinues.Re-mapthesamevaluestreamafterimplementingtheactionplan,ormoveontoanothervaluestream.*价值流程图帮助指出价值流中的浪费,并证明精益改进项目可以消除浪费.价值流程图的用处*ThenextgroupofslidesshowhowVSMfitswithintheLBSImprovementProcess.Reviewandexplaineachslideandtakequestions.AKeyoutputofVSMistheKaizenActionPlan.*“有目标的持续改进”消除浪费改进安全提高质量完善出运降低成本减少库存以显著的可测量的改进做为结果我们在追求什么?*VSMhelpsidentifythepurposebehindKaizenandLBSeventsandneedstoimpactbusinessobjectives.*精益商业系统改进流程的步骤 明确首要的产品、服务系列 发展价值流程图 实施各单元 稳固各单元 综合各单元 实施拉动体系 实施均衡负载 延伸到下一个产品系列客户需求绘制价值建立价值流建立拉动完善*HerearethebasicstepsVOC,MAPValue,CreateFlow,PullProduction,thenkeepatittogetevenbetter.Thesestepswillbereviewedinmoredetail.*第一步.客户需求 明确首要的产品系列 根据策略部署或客户情况 安全,质量,运送,成本或库存精益商业系统工具部件数量过程分析(PQPR)帕累托图表帕累托图表*UseVOCandPDtohelpidentifywhatproductfamilyissignificantandneedstobeimproved.ParetoandPQPRcanhelpthis.*第二步.绘制价值图*ThenMapcurrentandfuture-statesandidentifyandplantheKaizeneventsneededtoachievethefuturestate.*第三步.实施各单元 运用精益改进项目来改变当前状态到未来状态 在单元中发展单件流 精益商业系统工具 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 化作业,快速切换,拉动,5S等。*ImplementKaizentogettoone-pieceflowwhereverpossible.* 精益商业系统工具-5S/可视化管理-标准化作业-减少偏差-全面生产性维护-快速切换第四步.稳固各单元RMFG*SometimeisneededtostabilizetheCellsusingStandardWork.* 从批量发展单元过程 用精益商业系统工具来关联各单元 标准化作业,拉动,生产准备过程,减少偏差改进,可视化管理第五步.综合各单元*Whentheflowlimitationshavebeenconquered,combinecellstofurthercreatelinkedoperationswithone-pieceflow.Thiswillbeamoreefficientandflexibleresult.* 从这个价值流实施拉动 精益商业体系工具 拉动 标准化作业第六步.实施拉动体系*Pullsystemsshouldbeimplementedwhereone-pieceflowcannotbeimplemented.ThiscouldbewiththeullPprocessincludingsupermarkets,kanban,sequencing,etc.Itmayrequiregettingthecustomerinvolvedtopullfinishedgoods.* 在单元中运行混合模式 减少前置时间 降低库存 精益商业系统工具 快速切换 拉动 均衡化不同于运行很多400A,200B,200C运行混合模式A,B,A,C,A,B,A,C第七步.实施均衡负载*Asthevaluestreamimproves,itshouldbecomemoreflexible,havesmallerlots,quickerchangeovers,andeventuallygettolevelloadwithmixedmodelproduction.Thisisafairlyadvancedstate,andnottoomanycompanieshavereachedthislevel.**Thendotheprocessagain,eitheronthesamevaluestreamtodriveformoreimprovementorexpandtoanothervaluestream.第二章–绘制当前状态图价值流程图**生产节拍=60秒.*WheredoesVSMstart?Withthecustomer!Reviewcustomerinformationfromthedataset.Thisshowstakttime60seconds.Havesomeonegothroughthetakttimecalculationfortheclass.Asktheclass“WhyisT/Timportant?”*客户每天一次冲压 机加工焊接初装装配出运18,4000件/月-12,000“左置”-6,400“右置”转运托架=20件2班工作生产节拍=60秒.*Reviewtheprocessboxesinthevaluestreamdrawnacrossthebottomoftheslide.“Whyarethesetheprocessboxes?”Remembertospacethemtoallowforinventoryinbetweenprocessboxes.Isthereone-pieceflowwithineachoftheseboxes?Asktheclass“Whatisthedefinitionofaprocessbox?”*客户18,4000件/月-12,000“左置”-6,400“右置”转运托架=20件2班工作生产节拍=60秒.*Whenthereareparallelprocessesorfeederareastoassembly,etc.theymaybeshowlikethis.TheHighlandexampleisfairlysimpleandhasnoparallelprocesses.*数据表及流程表的定义和符号下面的数据出现在流程表中SharedResource共享资源（共享那些被其他价值流使用的资源）……….SRNumberOfOperators操作员工数量……………………………………………………………………………………………=#NumberOfShiftsThisProcessIsRun工序中所需班组的数量………………………………………………………………..SH=#TaktTime生产节拍(显示在靠近或位于客户数据表中）……………T/T=Time附注：下面的信息出现在位于流程表下面的数据表中OperatorCycleTime操作员周期时间……………………………………………………………………………………………………………OCT=TimeMachineCycleTime机器周期时间……………………………………………………………………………………………………………MCT=TimeDropOffRate生产速度(一件成品在工序中完成的时间)………………….…...……………….…..D/R=TimeProcessLeadTime流程前置时间(工序中完成一批产品所需的时间)……………………………...……………………PLT=TimeBatchSize批量数量(工序中当批量数量大于一件时的数量)……………………..……...………………….BATCH=PiecesProcessTimePerPiece每件工序时间（流程前置时间除以批量数量)………………………………………..…..…………….…PTP=TimeRejectRate废品率(=产品因质量问题被拒的百分比)…………………………………..……..…….…………..REJ=%Uptime正常运行时间(工序运行的正常时间的百分比，除去休息及临时维修)………...…..…………U/T=%ChangeoverTime换件时间(从工件A转换到工件B的时间)….............................C/O=TimeEveryPartEvery_单件间隔____(每一个部件流过工序的时间)………………………..….EPE=TimePitchInterval单位制造时间(一个集装箱数量完成的时间)………………………….……………………...……..……....PITCH=Time流程表附注: 只需在数据表中标注相关的数据即可. 上面所列的数据不需全部出现在数据表中.数据表*Thisslideshowsthevarioustypesofinformationthatcouldbeshowninaprocessboxanddatabox.Revieweachwiththeclasstoassureunderstandingandtotakeanyquestions.AsktheClass“WhatisOCT?WhatisMCT?WhatisD/R?IsD/RthesameasOCT+MCT?ExplainEPEandPitch.*MCT机器周期时间这是一个自动工序.冲压机，自动化模具机,铣床…把这些流程的时间放在过程能力图的机器周期时间一栏中，以计算机器的生产能力工序和时间的定义*OCT/MCTcanbeadditiveorsimultaneous.Whenmapping,theteamneedstounderstandthedifference.Reviewtheslideandlookforquestionsfromtheclass.Ifanoperatorloadedamachinefor6seconds,waitedfor60secondstocycle,thenunloadedfor6seconds,thenOCTis12andMCTis60andprocesstimeis72seconds.The60secondsofwaittimeshouldnotbeconsideredOCT.*操作员周期时间=40sec生产速度=40sec换件时间=0废品率=7%正常运行时间=100%2班工作27,600sec.Avail.1生产节拍=60sec.*Startfillinginthedataboxesfromtheinformation.Askforwheretheinfocamefromonthisassemblydatabox.AskastudenttoprovidedataforthedataboxfromtheHighlanddataset.*MCT=1secondC/O=1hourREJ=3%U/T=85%EPE=2weeks27,600sec.Avail冲压机加工1焊接1初装1装配1OCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.生产节拍=60sec.200t*Donotspendthetimereviewingthedataineachboxunlesstheclassisnotunderstandingwhereitcomesfromandwhatmakesitsignificant.Pointoutwherethenumberofoperatorsisshown.*MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t机加工1焊接1初装1OCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.I5天的钢卷I4600L2400RI1100L600RI1200L640RI1600L850RI2700L1440R生产节拍=60sec.*Begintoshowinventorytriangles.Pointoutthattheteamshouldcountwhatisactuallyateachlocationandrecordactualdata,notaveragesorwhatisnormallythere.VSMtakesasnapshot.Ifyoutookaveragesatonepointandactualatanother,thedatawouldbeflawed.Thesnapshotisfortoday’sdateandsettingabaselineforimprovement.*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2班工作27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2班工作27,600sec.Avail.II1600L850R1200L640R2700L1440R供应商500英尺钢卷星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2班工作27,600sec.Avail.初装1ITT=60sec.*Begintoshowthesuppliers,ithasaplanticon,truckwithfrequencyandarrow.Iftherearemultiplesuppliers,theycaneachbeshownseparate,orinonebigsupplierplanticon.*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.III1600L850R1200L640R2700L1440R供应商星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.初装16周预告每周传真生产控制90/60/30天预告每日订单TT=60sec.*Nowstartshowinginformationflow.Forecastsandorderscomefromcustomerintoproductioncontrol.ProdControlalsoprocessesordersandforecaststosuppliers.Notethedashedlinesforinformationflowandthelightningforelectronictransferofinformation.*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.III1600L850R1200L640R2700L1440R供应商星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.每周计划TT=60sec.*TheMRPsystemdrivestheweeklyschedulesateachprocessinthevaluestream.Notethatthereisalsosomevisual“gosee”schedulingdoneontheshopfloortopushaheaddeliveryissuesduringtheweek.Doestheinformationflowlookefficient?*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.III1600L850R1200L640R2700L1440R供应商星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.初装1MRP每日出运计划每周计划TT=60sec.*Thedailyshipscheduleisaddedtogotoshipping,andthenpusharrowsareaddedtoshowateachprocessthatpushesaheadproductduetotheweeklyschedule.Thezebraarrowshowspush.*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.III1600L850R1200L640R2700L1440R供应商星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.初装1MRP每日出运计划每周计划TT=60sec.*Nowthetimelineisadded.Pointoutthatthetimelineisdrawndirectlybelowtheinventoryandprocesses.Inventoryistoohigh!Anditisonthehighpartofthetimeline.ConvertInventoryfromunitstodaysbydividingbydailydemandandmoveittothetimeline.ConvertOCTandMCTtoprocesstimebyaddingtheappropriatedataandmovingittothetimeline.*I4600L2400ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2班工作27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2班工作27,600sec.Avail.III1600L850R1200L640R2700L1440R供应商星期二和星期四机加工1MCT=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeks冲压200t焊接1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2班工作27,600sec.Avail.初装1MRP每日出运计划每周计划生产节拍=60sec.5天7.6天 1.8天2.7天2天4.51秒.39秒46秒62秒40秒.前置时间=23.6天工序时间=188秒*SumtheL/Tandtheprocesstimesfromthetimelineandshowthetotals.WhatistheratioofL/TtoP/T?*0s39秒46秒62秒40秒生产节拍60秒冲压机加工焊接初装装配(自动送料)操作员负荷表*Aftercompletingthecurrent-statemap,eachVSMteamshouldcompleteanoperatorloadingchart.NotethatforHighland,thestamphad0timeduetoauto-feed,buttheotherswereOCTasshown.Asktheclass“WhatdoesthisLoadchartsay?”(sub-assyoperatorisovertakttime,thereiswaittimeatotherstepsintheprocess).Asktheclass”BasedonthesumofOCT,howmanyoperatorsdoyouthinkshouldbeusedtoproduceahousing?(sumtheOCTanddividebyT/T=3.1,so3.0operatorsshouldbeplannedinthefuture-state)*价值流程图过程能力不同于标准化作业中的过程能力。相比后者，这里的过程能力相对简单。它强调潜在的问题和精益改进区域。但是这里的过程能力表不能替代标准化作业中的过程能力表。价值流程图过程能力解释具体如下。用下面的表格来计算和 记录 混凝土 养护记录下载土方回填监理旁站记录免费下载集备记录下载集备记录下载集备记录下载 价值流程图过程能力。*Fromacapacitystandpoint,explaintheVSMProcessCapacitySheet,itusesdatadirectlyavailablefromthecurrent-statemap.TimeavailabledividedbytotalOCT/MCTtellswhattheoutputisperday.Isthereacapacityproblem?Yes,sub-assy.Iftherewasamachinethatwastheproblem,whatwouldthistellusforthefuture-stateandkaizenactionplans?*现场绘制练习 描述设备，产品，客户，挑战及其他。 绘制产品系列 小组成员 每组有一位指导者 每组有一位组长 产品系列数据表 回顾车间信息包的内容*Itistimeforthereal-lifecurrent-statemappingoftheselectedvaluestream.Reviewthelistontheslideandmakesureproductsandchallengesarecoveredanddescribeproductfamiliesandwhytheyhavebeenselected.Reviewteammemberassignmentsplusintroducefacilitatorsandtourguides.Providetheproductfamilydata(PQPRandDemand)totheteamsandrefertofloorpacketforforms,etc.Remembertosetthetimeforallteamstobereadyforthecurrent-statereport-out.Keeptrackoftheprogressthroughoutthedaytomakemodificationstothescheduleasrequired.*FloorPacket的内容 图标 未来状态的八个重要问题 数据表 当前状态的小组 建议 关于小区增设电动车充电建议给教师的建议PDF智慧城市建议书pdf给教师的36条建议下载税则修订调整建议表下载 未来状态的小组建议 操作员负荷表 工序生产能力表*Reviewcontentsoffloorpacketwhichiscontainedinthepre-eventworkbook.Reviewanyiconsthatthestudentsarestrugglingwith,orthattheinstructorexpectsthemtorunintothatareunusual.*绘制当前状态图 在会议室里，复习RQPR(部件数量过程），定义产品系列，计算生产节拍并回顾每个过程中提到的问题。 每个人在现场绘制。必须要绘制材料流和信息流。 作为一个整体，把价值流从出运到收入走一遍。 把价值流程图小组介绍给操作者并告诉他们价值流程图的目的。 回到会议室后，选择一位记录员并把所有的数据放在当前状态图中。*Reviewtheteamtipstomakesureeachteamisalignedwiththeprocess.*绘制当前状态图 每个过程的数据框中填入数据 单元或机器编号和是否是共享资源(SR) 操作员人数(可能是分数）和轮班数 材料的来源和去处 他们如何知道接下来改做什么 盘点库存，包括在制品，成品和原材料 收集周期时间:生产一件产品的生产速度(D/R),机器周期时间(MCT),和操作员周期时间(OCT) 记录重要信息如换件时间(C/O),废品率%,正常运行时间(U/T%) 计算总前置时间对过程时间。 绘制状态图并回顾车间过程操作员绘制的当前状态图*Reviewtheslideexplainingsomequestionstogatherdataboxinfo.Remembertoreviewthecurrent-statemapwiththehostsiteprocessownerbeforefinalizingforthepresentation.Theprocessownercanidentifythingsthatweremissedormisinterpreted.*车间价值流程图日程–第二天 讨论当前状态图 1小时 精益价值流 1.5小时 绘制未来状态图 2小时 绘图练习-未来状态图 3小时午餐休息*Checkforconflictswithhostsite.TrytoscheduleexecutivesfromthehostsitetoattendtheFuture-statereport-out.Setabest-guesstimetoallowtheirattendance.第三章–精益价值流价值流程图*TrytoreviewtheseLeanvaluestreamconceptsimmediatelyafterthecurrent-statereport-outattheendofthefirstdayofVSM.*精益价值流概念 围绕着价值流重建组织。 根据生产节拍生产。 在有条件的地方发展单件流。 降低换件时间和小批量运行。 运用库存超市拉动系统来控制不存在单件流的生产。 发送生产计划给价值流中的一个唯一流程。 在定拍工序中平衡生产量。 在定拍工序中平衡不同产品的生产。 关键绩效指标(KPI’s)。 持续改进的领导力。*Thesearesomeoftheleanvaluestreamconceptsthatshouldbeconsideredwhendevelopingafuture-statemap.Beforegoinghomeattheendofthefirstdayofcurrent-statemapping.Thiswillgivethestudentssomegoodconceptstoconsiderovernightinpreparationforfuture-statemapping.*1.围绕着价值流重建组织客户 提供领导力关注 设定组织的共同目标 产品系列(从开始到结束)范围 降低次最优化 分配合适的资源*Talkabouttheissuesontheslide.Lettheclassanswerthewhy’sbehindeachpoint.Makesuretopmanagementonsitebuysintothisorganizationstructure.*2.根据生产节拍生产 关注客户需求 降低过度生产 鼓励标准化工作手册发展 员工和根据客户需求制造标准化作业的要素*Eachvaluestreamneedstomatchthecurrentdemand,butmustalsobeflexibleenoughtomatchdifferentlevelsofdemandbyusingdifferentplaybookscenariosthroughstandardwork.Asktheclasswhyavaluesteamshouldbedrivenbytakttime?*生产必须根据生产节拍不要给批量留有空间.不要一周生产7辆在客户只需要一天一辆的情况下1天1天TaktTime=1Day*Preventsoverproduction,matchestheneedsofthecustomer,leastwastesystem*3.有条件的发展单件流 比批量生产更少的浪费 更快的发现质量问题 操作员能更多的接触产品的不同流程 更短的前置时间 *One-piecefloweliminatesthosepoolsofinventorybetweenprocessstepsandhasanumberofotherbenefits.*冲压机加工焊接装配原材料计划工序时间:几分钟前置时间:几周订单现金批量生产大批量,推动式,“孤岛式”工序作业大规模生产目标:更多更快更好*Batchproductionistoolumpy,hidesproblems,andcratesthe“Island”mentality.Itextendsthetimefromordertocash.One-pieceflowreducesthetimefrom