价值流程图分析.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,.,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,价值流程图分析,V,alue,S,tream,M,apping,1,.,定义,价值流 在生产服务过程中的一切活动，包括设计、生产和配送活动。,价值流程图分析(VSM)使用文案工作使得人们能够清楚的看到和理解物质和信息的流动过程。这里的物质和信息流是在价值流过程当中按照产品制造和服务产生的固有方式流动。,2,.,进行价值流程图分析的原因,创造一个从更高层次上审视整体效率的角度。不局限于单独的工作单元或部门。,通过可视化三个流动过程寻找改进的机会:,物质流,产品流,信息流,识别精益生产改进工具和配置计划（持续改善）,开发监督标准,3,.,进行价值流程图分析的原因,价值流程图分析能够:,了解自己的位置(现状定位),改善的目标(未来定位),达到目标的方法(执行计划),4,.,Information,Lead Time Data Bar,Manufacturing Loop,Supplier Loop,Customer Loop,Monthly Orders,30 Days,880,Op 1,1 Day,CT=1.6 min,CT=0.9 min,CT=0.9 min,CT=1.2 min,Total=57 DaysTotal=1 Hr.44.9 Min.,Takt Time=440 min/44 =10 min/unit,Bi-Monthly,MRP,CT=60 min,CT=40.3 min,Supplier,Customer,45,1,1,1,2,2,5,1.6,0.9,0.9,60,1.2,40.3,Op 2,2 Days,Op 3,2 Days,Op 4,1 Day,Op 5,5 Days,Op 6,1 Day,45 Days,价值流程图分析构成,5,.,Most companies start at thetool level,with no tie backto a business strategy.,一些企业导入精益生产失败的原因,Mark DeLuzio,Danaher,6,.,价值流程图分析现状,7,.,识别零件家族,First,生产环境类型:,订货批量和频率,定制化程度和订货结构,典型的顾客订货周期,其他,8,.,产品家族,一般地，制造一零部件的工作量的在一个家族中占到2530。,公式:(最高价值最低的价值)/最高的价值,例如,(20 10)20=50%(范围外),(14 10)14=29%(范围内),9,.,产品线的影响因素,产品线的大小和共享,对净利润的贡献,重要程度,市场 优势,弱势,竞争,技术 产品和流程,发展潜力,其他战略因素,10,.,价值流程图分析提示,采用通用的图标,画图的目的是要将经过生产系统核心的流程之间的关系表示出来，不能陷入于画次要流程当中。,合并几个价值流，有选择性的画出两个到三个关键的价值流。找出最长的流程计算总的生产时间。,从靠近顾客的一端开始，回溯生产流程。,11,.,图标,COMPUTER WIP,12,.,数据,流程名,标准时间,(C/T),换模时间(C/O),设备综合效率(OEE),Crew Size,C/T=47 sec.,C/O=25 min.,OEE=60%,其他可能用到的数据信息,包装容量,废品率,缓冲量,工作时间,(休息除外),产品型号数量,13,.,Information,Lead Time Data Bar,Manufacturing Loop,Supplier Loop,Customer Loop,Monthly Orders,30 Days,880,Op 1,1 Day,CT=1.6 min,CT=0.9 min,CT=0.9 min,CT=1.2 min,Total=57 DaysTotal=1 Hr.44.9 Min.,Takt Time=440 min/44 =10 min/unit,Bi-Monthly,MRP,CT=60 min,CT=40.3 min,Supplier,Customer,45,1,1,1,2,2,5,1.6,0.9,0.9,60,1.2,40.3,Op 2,2 Days,Op 3,2 Days,Op 4,1 Day,Op 5,5 Days,Op 6,1 Day,45 Days,价值流程图分析构成,14,.,谁是你的顾客,?他们在哪里？,Takt 时间,顾客循环,G.M.,AT&T,.,Takt Time,Total daily operating time,Takt Time=,Total daily customer requirement,Operating time=1 shift x 8 hours (2)20-min.breaks=440 mins/day,Customer880 units/month,=44 units/day,Requirement20 days/month,440 mins/day,Takt time=10 mins/unit,44 units/day,16,.,在生产线的那个位置触发生产,?,同时我们做多少的工作?,从顾客指令到生产指令需要多长时间?,怎样计划生产?,怎样处理顾客紧急订货?,生产控制,.,供应商循环,首要问题，如何告知供应商应该生产什么，,装什么产品?,订货频率?,怎样改变订货时间和订货内容?,运输的时间和地点以及方式（公路，铁路）,标准包装,供应商注意到我们的库存量了吗?,我们清楚供应商的库存吗？,我们有供应商培训计划吗?,18,.,制造循环,换模时间?,每个流程机器数量?,WIP,质量,流程浪费,两个流程之间的距离,生产柔性,19,.,信息流,生产和采购指令的下达?,给谁,频率,产生流程,购买指令的产生和修正，MRP管理那部分生产循环?,20,.,VSM现状前导期时间数据柱状图,前导期时间数据,获得生产前导时间,获得生产加工时间,(,标准时间,),将关键路径上的生产前导时间相加,增值比率为总生产加工时间除以总前导时间,21,.,VSM现状前导期时间数据柱状图,标准时间,(CT),8 Days,4 Hrs,4 Days,Lead,Time,Total,12 Days,4 Hrs,CT Total,(1 Hr.),增值时间(yes/no),22,.,Lead Time Data Bar,Monthly Orders,30 Days,880,Op 1C,1 Day,CT=1.6 min,CT=0.9 min,CT=0.9 min,CT=1.2 min,Total=57 DaysTotal=1 Hr.44.9 Min.,Takt Time=440 min/44 =10 min/unit,Bi-Monthly,MRP,CT=60 min,CT=40.3 min,Supplier,Customer,45,1,1,1,2,2,5,1.6,0.9,0.9,60,1.2,40.3,Op 2C,2 Days,Op 3C,2 Days,Op 4,1 Day,Op 5,5 Days,Op 6,1 Day,45 Days,VSM现状前导期时间数据柱状图,Op 1B,6 Day,CT=2.6 min,CT=2.4 min,Op 2B,3 Days,Op 3B,30 Days,Op 1A,10 Day,CT=3.1 min,CT=1.0 min,Op 2A,2 Days,Op 3A,20 Days,4 Days,5 Days,CT=0.6 min,CT=0.5 min,Lead Time 37 Days,Lead Time 43 Days,Lead Time 50 Days,Critical Path,前导时间数据柱状图,如果有平行的流程,每一个流程构成有一个时间数据柱状图,识别流程顺序，找出关键路径,用关键路径画流程图,23,.,Production Plan Information,Monthly Orders,30 Days,880,Op 1,1 Day,CT=1.6 min,CT=0.9 min,CT=0.9 min,CT=1.2 min,Total=57 DaysTotal=1 Hr.44.9 Min.,Takt Time=440 min/44 =10 min/unit,Bi-Monthly,MRP,CT=60 min,CT=40.3 min,Supplier,Customer,45,1,1,1,2,2,5,1.6,0.9,0.9,60,1.2,40.3,Op 2,2 Days,Op 3,2 Days,Op 4,1 Day,Op 5,5 Days,Op 6,1 Day,45 Days,VSM现状 识别机会,24,.,VSM第一步 走完全部流程,25,.,收集数据,26,.,贴到墙上,27,.,完成现状图,28,.,价值流程图分析:,现状,Contro,l,Wire,Canning,Resistor Wire/Power Wire,C.T.85,Trane,Production Control/Scheduling,Engineering,Vista,Purchasing,Daily,Steel Shop,Mod Center,5 Days,Final Assy&Test,C.T.85,C.T.180,.3 Days,Ship,7 Days,90 Min,2 Days,85 Min,15 Days,85 Min,180 Min,Chiller Man,AS 400,7 Days,Supplier,Daily,C.T.90,15 Days,2 Days,Takt Time:,2.1 Hr,Total Cycle Time:,7.33 Hr,Lead Time:,24.3 Days,E-Connect,.3 Days,29,.,计算 OEE,This is World Class OEE,Availability.90%,OEE=0.90 0.95 0.999=85%,OEE,=,Availability,Performance,Quality,Performance Efficiency.95%,Quality.99.9%,30,.,价值流程图分析未来,31,.,未来的状况,当前的顾客反应时间，是什么让顾客眼睛一亮,接受订单后进行生产，收益是什么？,供应商的柔性和工厂的柔性,消除浪费的有限顺序,32,.,Streamline a Process“Tips”,Divide the Future State Map into the three process loops(customer,supplier,manufacturing).To improve,what ELS Tool applies?Kaizen“burst”these tools in the Future State Map.,Start at the end of the processes and move upstream to analyze which steps may be combined or eliminated to reduce cycle time and lead time.,“Flow where you can,pull where you cant”,Think parallel,not linear.,Add a Pacemaker process that sets the pace for all upstream processes.,Use Six Sigma to reduce sources of variation.,33,.,2.Combine Process Steps,Theory of One:,The VSM team needs to question why processes cannot be done in one activity by one person in one place,or even better,at one time with no human intervention.The team should be“reluctant”in adding activities and resources to the process.,When you design a process so one person can move through it and efficiently perform all the work elements,you automatically design a process that:,Avoids isolated islands of activity,Minimizes material and information(documents)between processes,Eliminates excessive walking,Reduces cycle and total lead time,34,.,3.Continuous Flow Builds Speed,Batch Processing,Continuous Flow Processing,35,.,4.Think Parallel,Not Linear,1.First,compress a sequence of process steps into continuous flow.,From this:,2.Then,put continuous flow process steps in parallel.,From this:,To this:,To this:,36,.,5.Add a Pacemaker Loop,Monthly Orders,Daily Pull,880,Op 1,CT=1.6 min,CT=0.9 min,CT=0.9 min,CT=1.2 min,Takt Time=440 min/44 =10 min/unit,Daily,MRP,CT=17.3 min,Supplier,Customer,Op 2,Op 3,Op 5,Op 6,Raw Matl.6 Days,2 Days,Kanban Reorder,100%Delivery,Shipment Schedule,Pacemaker,FIFO,FIFO,3 Days,5 Days,Total=16 DaysTotal=21.9 Min.,6,5,2,3,1.6,0.9,19.4,37,.,5.Pacemaker Loop,(contd),Lean rule-of-thumb is to schedule only one point in the value stream.This point is called the pacemaker.This is the most downstream,continuous flow process in the future state map.,Material continuously flows downstream from this point to finished goods with no supermarkets or pulls.FIFO lanes(First-in,first-out)are commonly used(they do not hold inventory).Before the pacemaker we pull from shared resources.,To create a pacemaker,we dedicate equipment to form a cell or line balanced to TAKT time.,38,.,Process efficiency can be improved by eliminating waste associated with adding spare capacity and contingency into processes that serve to cushion uncertaintyvariation.,6.Reduce Sources Of Variation,39,.,6.Reduce Sources of Variation,(contd),D,M,A,I,C,DefineMeasureAnalyzeImproveControl,Variation,CT 2-15 Days,Lead Time=84.5 Days,VA Cycle Time=32 Days,Customer,Daily,Information,Customer,Service,Marketing,Field,Sales,Internet,Dealers,Engineering,Purchasing,Request,Drafting,Suppliers,Pricing,Prototype,Legal,Contracts,Engineering,CT=1 Day,VA=2 Hrs,Data Entry=1 Hr,Shifts=2,People=3,CT 2 Days,7 Days,7 Days,7 Days,30 Days,10 Days,CT 1 Day,CT 7 Days,Mail,CT 7 Days,CT 1 Day,CT 15 Days,CT 10 Days,7.5 Days,5 Days,2 Days,7 Days,1 Day,Mail,Rapid Prototype,1 Day,Quote,Return&Rework,Six Sigma,40,.,Re-design a Process(Clean Sheet),Re-designing a process for a Future State Map requires participants who can step back and look at the process with a fresh set of eyes.And,ask themselves,how they would design this process if it had no restrictions.They need to be visionary,system-level thinkers that can see the total flow as it cuts across functional boundaries.Most often,these are management type,with no direct connection with the current process.,41,.,Checklist For Evaluating a Process Re-design,Alternative Scenarios Have Been Generated that:,Challenged the status quo,Broke rules,Disrupted organizational boundaries,Challenged all assumptions,Challenged all constraints,Note:When you generate ideas,separate generation from evaluation.If you try to do both activities at once,you wont do either one well,.,Process Re-design Has Been Developed that:,Equal or exceed competitorscapabilities,Combined several jobs into one,Located and sequenced work for continuous flow/pull,Reduced redundant approvals,Reduced the number of hand-offs,Used IT to improve speed,42,.,Future Customer Loop Questions,What is the average Takt Time?,Can we level the customer orders,so that we have a leveled demand?Can we level by quantity of volume or product type?,How much inventory is the customer asking us to hold in finished goods and how much inventory is the customer going to hold?,Should we build to stock or build to order?,If we build to stock,is it located in finished goods or work in process?,43,.,Future State-Production Control,At what single point in the production chain do we trigger production?,How much work do we release at one time?,How do we physically trigger production at the trigger point?,How do we level the customers orders so that production volume can be planned to run smoothly?,44,.,Future State Information Flow,Take a fresh look at,The information type,amount,routes,mode of transfer,timeliness,etc.,Simplification opportunities,Reduce the number of information processing points(especially manual),Identify chronic delays and remove them,Use electronic means everywhere possible,Evaluate the hardware software tools being used and options,Take one bite at a time this is an elephant,45,.,Future Supplier Loop Questions,How can we get 100%of requested orders?,Can we get small frequent shipments?,How will we remove all delay in suppliers receiving our orders as soon as the demand is recognized?,Can we schedule truck shipments frequently,leveled and make them predictable?,Do we have a supplier lean training program?,How can we get money back from our suppliers instead of paying more for our supplies?,46,.,Future Manufacturing Loop Questions,What is our total lead time from beginning to the end of our process if we start a new product?,Where can we continuously flow material and where do we have to use a super market or controlled material store?Where is the Pacemaker process?,Where are the bottlenecks and flow constraints?,Must we right size or redesign equipment for flow and quick changeovers?,Do we have quality problems for a Six Sigma project?,Have we used most of the lean tools?,Standardized work,continuous flow,TPM,error proofing,5S,setup reduction,pull system,47,.,MRP,Buyer,LT10days,Sub-Assy,C/T=15dys,2 shifts,VA=1day,Module,Build/Test,C/T=3dys,2 shifts,VA=2day,Integrate,C/T=3dys,2 shifts,VA=0day,C/T=1dy,1 shift,Receiving,VA=0day,Pack,C/T=2dys,2 shifts,VA=1day,Test,C/T=15dys,2 shifts,VA=0day,Customer Fab,Install,C/T=3dys,2 shifts,Test,C/T=15dys,2 shifts,VA=2day,VA=5day,WH1,Prod-102 Days,AFT-180 Days,Supplier,LT90days,300 Work Orders,300 Pick Lists,Customer,Procurement,OLC,Mktg,FS,SMART,AFT,Forecast,Manual POs,(,AXCELIS,),LT=57 days,VA=11 days,SIOP,Monthly,Promises,SOs,SOs,LT Info,Promises,Equipment Requirements,6000 LIs/mo,48,.,MRP,Web,Interface,Pack,C/T=2dys,2 shifts,Sub-Assy,C/T=2dys,2 shifts,VA=1day,Module,Build/Test,C/T=3dys,2 shifts,VA=2day,Integrate,C/T=3dys,2 shifts,VA=0day,VA=1day,Test,C/T=15dys,2 shifts,VA=0day,Customer Fab,Install,C/T=3dys,2 shifts,Test,C/T=15dys,2 shifts,VA=2day,VA=5day,Supplier,Customer,Procurement,OLC,Web Interface,Mktg,Forecast,Forecast,Forecast,Forecast,C/T=1day,1 shift,Receiving,VA=0day,FS,Forecast,SMART,SIOP,Daily,Daily,Finished,Goods,(,AXCELIS,),LT=26 days,VA=11 Days,10days,1a,1b,2b,2a,3,49,.,Value Stream Mapping(Current State with Kaizen Burst),From the Kaizen opportunities identified in the Current State,Future State will reduce Cycle Time by,27%,and Total Lead time by,45%,50,.,By mocking up the physical layout of the cell,you solve issues that may come up prior to presenting the actual layout to the shop floor,.,51,.,Body,LD,Plungr,Assy,1800 pc/hr,6 mc,Ship,OEM,Daily,Hmat,900 pc/hr,1.2 mc,OEE 80%,Wash,40,000,pcs/hr,1 mc,H.T.,14,625,pcs/hr,3 mc,Oee,65%,Blast,35000,pcs/hr,0.5,mc,OD Grd,5000 pc/hr,1.5 mc,T1,9 bundles,bar stk,T2,90,000,pcs,T3,90,000,pcs,T4,45,000,pcs,T5,45,000,pcs,Gage,pc/hr,Size,pc/hr,T6,200,000,pcs,C/F,D&B,D&B,D&B,D&B,C/F,4800,pcs/hr,2.5 mc,OEE 57%,T1,12.8 coils,T2,38,000 pcs,Wash,30,000,pcs/hr,1 mc,T3,24,000 pcs,Hmat,1150,pcs/hr,8 mc,OEE 82%,C/o-2hrs,.5 op-3 shifts,T4,100,000 pcs,Wash,5400,pcs/hr,3 mc,T5,100,000 pcs,HT,5219,pcs/hr,1.5 mc,T6,72,000 pcs,OD Grd,5000,pcs/hr,2 mc,T7,8500 pcs,Body Ga,4800,pcs/hr,2 mc,OEE 64%,T8,7800 pcs,ID Grd,327,pcs/hr,10c/o 15 min,T9,2,.000 pcs,HP Wash,pcs/hr,5 Mc,C/o-15 min,.5,T10,200 pcs,Pre Gage,C/o-20mom.5 op,.5X,T11,75K pcs,.05 op,T1,4,coils,C/F,9,600,pcs/hr,1 mc,DT 1 Hr/S,T2,200K pcs,Wash,128,500,pcs/hr,1 mc,DT.2Hr/S,T3,45K pcs,OAL Gage,6000,pcs/hr,2 mc,DT.2Hr/S,T4,150,000 pcs,HT,28,958,pcs/hr,2.5 mc,OEE-65%,T5,93,750 pcs,3,Blast,50,000,pcs/hr,0.5,mc,DT 1 Hr/S,T6,262,500 pcs,PreHone,5K,pcs/hr,1 mc,DT 1 Hr/S,OEE-90%,.35op,T7,30,000 pcs,OD Grd,5,000,pcs/hr,2 mc,Micro Stone?,5,000,pcs/hr,2 mc,Wash,5,000,pcs/hr,2 mc,T8,2,500 pcs,Assy,1900,pcs/hr,6 mc,Assem&Size,6000,pcs/hr,5 mc,.25=op,T9,230,000 pcs,G,Prod,Ctrl,Supplier,Monthly,Components,Mini Steel,2x/wk,Body Steel,BP,830 wkly forecast,862 daily,Ford/Chry screens,every 2 hrs,Monthly Forecast,Daily Schedule,Daily Goal,Each Dept,Pre-Production Future State VSM(,EAMO,),Daily,Manual,Ultra Sonic Wash,DT To Determine,B for OD Grind D to Pre-Gage,52,.,Value Stream Map Product Line,WIP,Pieces,Finish Line,Plate,&Ship,10 X Month,Production Control,Heat Treat,Form,X Month,10,OEM,Demand,11,000 pc/day,22.5 hr/days,500 pc/hr takt,30 day forecast,5 day firm adjustments,Daily Ship,Orders,Daily,Priorities,Daily,Priorities,Steel,Suppliers,WIP,Pieces,44,000,11,000,WIP,Pieces,44,000,WIP,Pieces,22,200,2 days,4 days,1 days,4 days,CT =1800,ACT =1494,PLT =2 sec,CT =1000,ACT =760,PLT =36000,CT =575,ACT =500,PLT =3600,CT =1200,ACT =1080,PLT =3600,TLT=11 days,TPLT=43,200,VAR=4.8%,16 week,forecasts,Material,Release,Orders,53,.,Value Stream Map Product Line,WIP,Pieces,Finish Line,Plate,&Ship,10 X Month,Production Control,Heat Treat,Form,X Month,10,OEM,Demand,11,000 pc/day,22.5 hr/days,500 pc/hr takt,30 day forecast,5 day firm adjustments,Daily Ship,Orders,Daily,Priorities,Daily,Priorities,Steel,Suppliers,WIP,Pieces,44,000,11,000,WIP,Pieces,44,000,WIP,Pieces,22,200,2 days,4 days,1 days,4 days,CT =1800,ACT =1494,PLT =2 sec,CT =1000,ACT =760,PLT =36000,CT =575,ACT =500,PLT =3600,CT =1200,ACT =1080,PLT =3600,TLT=11 days,TPLT=43,200,VAR=4.8%,16 week,forecasts,Material,Release,Orders,Pull System,SRM,Setup,Reduction,Setup,Reduction,6 Sigma,TPM,Pull System,CFM,NOT THE LOWEST OEE,BUT THE BIGGEST PROBLEM,54,.,Value Stream Map Detail,(EAMO),WIP,Pieces,Finish Line,Plate,&Ship,10 X Month,Production Control,Heat T