三一电气精益生产.pptx

,*,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,*,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,*,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,*,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,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,*,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,*,三一电气精益生产摘要培训材料,LEVEL 1:,精益简要,排除浪费,2,培训注意事项,尊重自己、尊重其他学员，保持手机静默或关机,;,优秀的人才从守时开始,(,迟到一分钟罚款,5,元,),培训前请签到，请假需提前,1,天报告,培训结束后做好您方圆,0.5M,的,5S,对自己的成长负责，积极发问；,空杯心态，获得更多；,Agenda,议程,The History of Lean-Toyota Production System,精益的历史与丰田生产系统,Lean Definition&7 Wastes,精益的定义及,7,种浪费,Lean Physical Transformation,精益的实体变革,Lean Management System,精益管理系统,Exercise:,By table/group come up with your definition of,揕,ean,练习：,按课桌,/,小组给出您对“精益”的定义,What is Lean?,什么是精益？,Lean,精益,lean,adj.,精益：形容词,1 a:lacking or deficient in flesh.b:containing little or no fat,a:,无肉或少肉,b:,少脂肪或无脂肪,2:lacking richness,不富裕,3:deficient in an essential or important quality or ingredient,在必要性、重要 性、质量或成分方面稀缺,4:charac-terized by economy of style or expression,文体或措辞简练,syn.,thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lank,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,ant.,fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,soft,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,What is Lean?-Womack,什么是精益,Define value precisely from the perspective of the end customer,从最终用户的角度准确地定义价值,Identify the entire value stream for each product or product family and eliminate waste,确定每一种产品或产品系列的整个价值流，消除浪费,Make the remaining value creating steps flow,理顺创造价值的步骤,Design and provide what the customer wants only when the customer wants it,只在客户需要时设计和提供他们所需的东西,5.Pursue perfection,追求完美,WHAT ARE THE OBJECTIVES OF LEAN?,精益的目的,Quality,质量,Cost,成本,On-time Delivery,及时交货,建立消除浪费的文化为我们的客户提供价值的最大化,目的,-,客户,&,股东,8,Customer Expectations,客户期望,Performs As Expected,按预期执行,Works when Needed,当需要时,既可用,Cost as Little as Possible,尽可能低的成本,Dont want to Wait,不想等待,“,Establishing a Culture of Relentless Waste Elimination to Deliver Customer Value”,Shareholder Expectations,股东期望,Use Minimum Assets,尽可能少的资产,Maximize Return on Investment,投资回报率最大化,Agenda,议程,The History of Lean-Toyota Production System,精益的历史与丰田生产系统,Lean Definition&7 Wastes,精益的定义及,7,种浪费,Lean Physical Transformation,精益的实体变革,Lean Management System,精益管理系统,Every Part Every Interval为每个零件做好计划,Lean Management System精益管理系统,Definition:,New Technology Used in Other Processes 在其他工艺过程中使用了新技术,22:01:3022:01:3022:01Tuesday,October 25,2022,Characteristics 特点:,Benefits of Visual Management,只在客户需要时设计和提供他们所需的东西,Definition:,Lack of Proper Machines 缺乏合适的机器,Waste Are Symptoms of a Problem,Not Root Causes,DEFINITION:,11、越是没有本领的就越加自命不凡。,Clutter work area 工作区域混乱不堪,Person Waiting for Machine 人员等候机器,History of Lean,历史,新郎重夫,大野,惠特丽,吉尔布雷思,泰勒,.,工业工程之父,Toyota Production System,Production Smoothing,Just,In,Time,Jidoka,通过减少成本消除浪费,How do we Define Value,如何定义价值,12,Value Add Activity,价值增值的活动,Transforming of Raw Materials and Information Into Parts or Products in a Way the Customer Values(Willing to Pay For),任何将信息和原材料转化为零件或产品,且客户愿意支付的活动,Examples:Milling,Boring,Drilling,Punching,Others?,例如,:,洗削,钻孔,冲压,Non-Value Add Activity,非价值增值的活动,Elements of the Process That Add Time,Effort,Cost,but No Value Also Called Waste,任何付出时间,努力,成本,但没有价值的活动,也叫浪费,Waste Are Symptoms of a Problem,Not Root Causes,浪费是问题的表像,非根本原因,Waste Identification,浪费辨识,Operation,加工,Seconds,秒,(Processing/Work),Transportation,运输,Minutes,分,Inspection,检验,Sec/Min,秒,/,分,Searching,寻找,Minutes/Hours,(Tools and Materials),分,/,小时,Storage,储存,Hours/Days/Months,(Waiting/Stops),小时,/,天,/,月,Time,Consumed,时间,What Customer,Pays For,客户支付,P,R,O,D,U,C,T,I,O,N,生,产,YES,NO,NO,NO,NO,Value Add-vs-Non-Value Add,价值增值及非增值,14,Typical Company,典型企业,Traditional Manufacturing,Improvement,传统制造改善,Lean Waste Reduction,精益的浪费减少,Original,Lead Time,最初的提前期,Major Improvement,较大的改善,NVA,非增值,NVA,非增值,NVA,非增值,VA,增值,VA,增值,VA,增值,Minor Improvement,较少的改善,Time,时间,Product Lead Time,提前期,1%to 5%,15,The History of Lean-Toyota Production System,精益的历史与丰田生产系统,Lean Definition&7 Wastes,精益的定义及,7,种浪费,Lean Physical Transformation,精益的实体变革,Lean Management System,精益管理系统,7 Wastes7,种浪费,16,Overproduction,过量生产,Motion,多余动作,Extra Processing,多余的加工,Material Transporation,物料周转,Inventory,库存,Correction,纠正错误,Waiting,等待,17,!,返工,库存堆积,!,机器故障,停工待料,寻找工具,?,生产过多和重复生产,Factory Situation,工厂的情景,Factory Situation,工厂内的情景,.,仓库,临时库房,?,清点部件数量,将库存数据人工输入电脑,观看机器运转,部件远距离运输,Waste of Overproduction,过度生产的浪费,19,Definition:,Producing MoreThan Needed,Producing Faster Than Needed,定义,:,生产超过了需求,生产快过了需求,Waste of Overproduction,过度生产的浪费,20,Characteristics,特点,:,Inventory Stockpiles,库存积压,Extra Equipment,额外的设备,Extra Storage Racks,额外的仓储架,Extra Manpower,额外的人力,Additional Floor Space,更多的工作场地,Causes,原因,:,Incapable Processes,过程能力低下,Lack of Communication,缺乏交流,Long Tool Changes,工具更换周期长,Lack of level Schedules,缺乏均衡生产,Misuse of automation,自动化的滥用,Low uptimes,劳动工时利用率低,21,Definition,:,Any movement of material that is not required for JIT production.,Waste of Material Transportation,材料移动,/,传送的浪费,定义,:,任何不是为了即时需要的物料移动。,22,Characteristics,特点,:,Extra Fork Trucks,额外的叉车,Multiple Storage Locations,多处储存地点,Extra Facility Space,额外的设施空间,Large lots,大批量,Lack of pull system,缺乏拉动系统,Causes,原因,:,Unleveled Schedules,计划安排不平衡,Long Change Over Times,更换品种时间长,Lack of Work Place Organization,工作场地缺乏组织,Improper Facility Layout,设备布局不当,Larger Buffer and Banks,缓冲库存区过大,Lack of address system,缺乏地址系统,Waste of Material Transportation,材料移动,/,传送的浪费,Waste of Motion,动作的浪费,23,Definition,定义,:,Any movement of people or machines which does not contribute value to the product or service.,任何对生产和服务没有带来价值的人员或机器的运动。,Waste of Motion,动作的浪费,24,Characteristics,特点,:,Looking for Tools,寻找工具,Excessive Reaching/Bending,过度伸展,/,弯腰,Machines/Material Too Far Apart(Walk Time),机器,/,材料距离过远（步行的时间,),Clutter work area,工作区域混乱不堪,Causes,原因,:,Equipment,Office&Plant Layout,设备、办公室和工厂的布局不当,Lack of Work Place Organization,工作场地缺乏组织,Poor Person/Machine Effectiveness,人员,/,机器效率不高,Poor Ergonomic Design,人机工程方面的设计不好,Inconsistent Work Methods,不一致的工作方法,Large Batch Sizes,加工批量过大,Waste of Waiting,等待的浪费,25,Definition,:,Being idle between two operation.,定义,:,在两个操作之间无事可做。,Waste of Waiting,等待的浪费,26,Characteristics,特点,:,Person Waiting for Machine,人员等候机器,Machine Waiting for the Person,机器等候人员,One Person Waiting for Another Person,一个人等候另一个人,Unbalanced Operations(Work),不平衡的操作（工作）,Unplanned Equipment Downtime,计划外停机,Causes,原因,:,Inconsistent Work Methods,不一致的工作方法,Long Machine Change Over Times,机器设置时间长,Poor Man/Machine Effectiveness,人员,/,机器总体效率不高,Lack of Proper Machines,缺乏合适的机器,Lack of Equipment Resources,缺乏设备资源,Waste of Inventory,库存的浪费,27,Definition,:,Any supply in excess of process requirements necessary to produce goods.,定义,:,任何超过生产产品,过程所需要的供应。,Waste of Inventory,库存的浪费,28,Characteristics,特点,:,Extra Space on Receiving Dock,在进货仓库中占据额外的空间,Stagnated Material Flow,物流停滞,Massive Rework Campaigns When Problems Surface,当出现问题时，不得不进行大规模的返工,Requires Additional Material Handling Resources(People,Equipment,Racks,Storage,Space/Systems),物料处理资源过多,(,人力、设备、货架、仓库、空间,/,系统,),Causes,原因,:,Incapable Processes,过程能力低下,Long Change Over Times,更换品种时间长,Management Decisions,管理决策不当,Inaccurate Forecasting Systems,不准确的预测系统,Unreliable process,过程不稳定,29,Characteristics,特点,:,Extra Time Required by Workforce to Inspect/Rework/Repair,工人需要额外的时间来检查,/,返工,/,修理,Missed Shipments/Deliveries,错过了装运,/,交货时间,Organization Becomes Reactive(Fire Fighting,Expediting Vs.Prevention Orientation),使组织变得被动,(,疲于“救火”，而不是采取各种预防措施,),Causes,原因,:,Incapable Processes,过程能力低下,Operator Control Error,操作者控制失误,Insufficient Training,缺少足够的培训,Waste of Correction,改正的浪费,Waste of Processing,加工过程的浪费,30,DEFINITION,:,Effort which adds no value to a product or service.Enhancements which are transparent to the customers,or work which could be combined with another process.,定义,:,对产品或服务附加的无效的工作，或可以结合在另一过程的工作。,Waste of Processing,加工过程的浪费,31,Causes,原因,:,Engineering Changes Without Process Changes,工艺过程没有随着工程的更改而改变,New Technology Used in Other Processes,在其他工艺过程中使用了新技术,Decision Making at Inappropriate Levels,在不适当的层次上制定的决策,Ineffective Policies and Procedures,无效的政策和程序,Lack of Customer Input Concerning Requirements,对客户的有关要求缺乏了解,Characteristics,特点,:,Process Bottlenecks,工作过程出现瓶颈,Lack of Boundary Samples or Clear Customer Specifications,缺乏样品或明晰的客户规格要求,Endless Refinement,没完没了的修饰,Redundant Approvals,过多的批准程序,32,质量隐患,高损坏,长的切换,无计划停止,平凡的故障,流动很慢,Characteristics,特点,:,Extra Space on Receiving Dock,在进货仓库中占据额外的空间,Stagnated Material Flow,物流停滞,Massive Rework Campaigns When Problems Surface,当出现问题时，不得不进行大规模的返工,Requires Additional Material Handling Resources(People,Equipment,Racks,Storage,Space/Systems),物料处理资源过多,(,人力、设备、货架、仓库、空间,/,系统,),掩盖了所有问题，好比这些暗礁,“,库存”,Agenda,议程,33,The History of Lean-Toyota Production System,精益的历史与丰田生产系统,Lean Definition&7 Wastes,精益的定义及,7,种浪费,Lean Physical Transformation,精益的实体变革,Lean Management System,精益管理系统,34,Key Lean Tools&Concepts,主要精益工具及概念,Tools Are Targeted To Deliver Specific Performance Improvements,工具是有针对性地提供特定的性能改进,Production Preparation Process(3P),Kanban,看板,Every Part Every Interval,为每个零件做好计划,Heijunka/Load Leveling,均衡生产,Pull Systems,拉动系统,TPM,全面生产维护,Jidoka,(Built In Quality,Poka-Yoke),零缺陷,SMED,快速换型,Standard Work,标准化的作业,ChaKu Chaku,(Loading Loading),装载,Hanedashi,自吐,Problem Solving,解决问题的方法,5S and Visual Factory 5S,和可视化管理,Basic Lean,(7 Wastes,VA/NVA,1 Piece Flow),基础,Lean Management System,精益管理系统,Value Stream Map,价值流程图,Goal Deployment,目标展开,(,定义价值,),Map The Value,识别价值流,Create Flow,持续流动,Establish Pull,建立拉动,Pursue Perfection,尽善尽美,Lean Capability,精益能力,(16,技术,),A Lean Organization,一个精益架构,单件流,标准化作业,建立物流与信息流,流程文件化,&,执行,设备之间平衡,员工,/,流程布局,人,/,工序平衡,计划改善活动,促进,TT/CT,促进制造顺序,产品准备过程（,3P,）,拉动系统,供应商交付,容器设计,原料设计,计划每个零件,均衡生产,货柜,/,运输,原材料流动,制造过程能力,供应商质量管理,过程审核,产品审核,测量系统分析,统计过程控制,防呆防错,质量先期策划,质量管理系统,A3 Process,质量系统,领导标准化作业,持续改善,建议流程,自然工作组精益车间构造,培训系统,员工认证,人,/,团队的认可,文化与价值,交流沟通系统,健康与安全,员工系统,工厂,KPI&,责任系统,工序,KPI,价值流信息板,5S,标准,可视化管理,现场办公,5s,可视化管理,TPM,SMED,计划维修,Andon,OEE,问题解决,(,DMAIC),备件管理,运作的有效性,实施过程,计划过程,What is Standard Work?,什么是标准化的作业,A precise description of each work activity specifying cycle time,Takt time,the work sequence of specific tasks,and the minimum inventory on hand needed to conduct the activity,。,准确的描述每个活动需要标准周期时间，节拍时间，工作顺序，最小库存。,Goals Are to Minimize Variation in Output,Quality,WIP,and Cost,目标是将产出,质量,在制品库存和成本的变异最小化,Benefits,好处,Focuses on eliminating wastes,关注消除浪费,Provides the method by which a cell is managed,提供了管理单元的方法,Facilitates Continuous Flow,有助有持续流动,为在,一定的范围内获得最佳秩序,，对实际的或潜在的问题,制定共同,的,和重复使用的规则的活动,，称为标准化。标准化的重要意义是形成成文的、当前最佳的、安全有效的完成工作的方法，以达到稳定的生产过程和必要的质量水准,术语,-Takt Time,Takt,Time-,节拍时间,Takt Time,节拍时间,=,可用时间,客户需求,Takt Time=,客户需求的速度,38,术语,-Cycle Time,Total Manual Time,总的人手时间,0,10,20,30,40,节拍时间,周期时间,工人,工人,工人,工人,工人,工人,Takt time,30,18,12,13,13,8,节拍时间,?,周期时间,?,所需的操作人数,?,=28,秒,=94,秒,操作人数,=,总的人手时间,节拍时间,=,94,28,=,3.35,4,人,After,0,10,20,30,40,30,18,12,13,13,8,节拍时间,0,10,20,30,40,节拍时间,23,24,23,24,Before,平衡率：（,30+18+12+13+13+8,）,/,（,30*6,）,=50.2%,平衡率：（,23+24+23+24,）,/,（,24*4,）,=97%,不同的平衡率每小时产出多少？,6,人,4,人,Typical Company,Key Lean Tools&Concepts,Tools Are Targeted To Deliver Specific Performance Improvements,The History of Lean-Toyota Production System 精益的历史与丰田生产系统,P/N 4370168,Clutter work area 工作区域混乱不堪,Poor Ergonomic Design 人机工程方面的设计不好,Insufficient Training 缺少足够的培训,Operator作业员,Pursue Perfection尽善尽美,术语-Takt Time,The History of Lean-Toyota Production System 精益的历史与丰田生产系统,Lean Management System 精益管理系统,Define value precisely from the perspective of the end customer,掩盖了所有问题，好比这些暗礁,任何付出时间,努力,成本,但没有价值的活动,也叫浪费,One primary responsibility of leaders in a lean environment is to ensure that the process runs as designed,领导最主要的职责是确保制定的流程按要求执行,The other is to continuously improve the process,然后才是持续的改善,过程,改善,作业员标准化作业,领导标准化作业,Standardized Work is the foundation of Continuous Improvement,持续改善是建立在标准化工装的基础上的,Without Std Work We Do Not Have A Foundation To Build On And Will Not Maintain Improvements,没有标准化作业就没有基础，也不能够持续改善,Visual Game,可视化,A Picture Is Worth a Thousand Words,一个图片胜过千个字,Visual Exercise,可视化练习,43,When,anyone,can walk into a workplace and,visually,understand the current situation,当任何人都走进一个工作场所后可以通过视觉了解当前的局势,.,Lowers new employee learning curve,降低新员工的学习过程,Maintains material control,保持材料的控制,Maintains tool control,保持控制工具,Encourages Standard Work concepts,促进标准化作业观念,Ability to Immediately Distinguish Normal From Abnormal without having to ask!,能够立即区分正常与不正常，而不必问！,Immediately tells you when something is out-of-control,当事物超出控制的时候可以立即告诉你,.,Identifies abnormal conditions for quick response,能够识别异常情况,-,快速反应,Benefits of Visual Management,可视化的好处,44,HURRY,UP!,Hidden Workplace,隐藏的工作场地,Visual Workplace,可视化的工作场地,P/N 4370168,Due 4/27,21,Completed,13,Same Workplaces,Two Ways of Communicating,同样的工作场所，两种沟通方式,发布个人防护装备的可视化要求，使其容易理解在使用设备之前个人防护装备要求！,Same Examples of Visual Tools,可视化例子,Agenda,议程,46,The History of Lean-Toyota Production System,精益的历史与丰田生产系统,Lean Definition&7 Wastes,精益的定义及,7,种浪费,Lean Physical Transformation,精益的实体变革,Lean Management System,精益管理系统,如果精益生产没有和管理系统联系，那将是无意义的,.,与管理系统的直接联系,.,生产系统,后勤系统,高层的支持,总经理,Manager,经理,Supervisor,主管,Operator,作业员,Team Leader,组长,Traditional,传统模式,Lean,精益模式,Team Leader,组长,Manager,经理,Supervisor,主管,Operator,作业员,总经理,Leadership Behaviors Change To Drive Value Add,改变领导者的行为来驱动价值增值的活动,Lean Management System,管理系统,Supporting,支持,Controlling,控制,Continuous improvement!Thank you!,持续改善,9,、静夜四无邻，荒居旧业贫。,10月-26,10月-26,Friday,October 2,2026,10,、雨中黄叶树，灯下白头人。,11:55:48,11:55:48,11:55,10/2/2026 11:55:48 AM,11,、以我独沈久，愧君相见频。,10月-26,11:55:48,11:55,Oct-26,02-Oct-26,12,、故人江海别，几度隔山川。,11:55:48,11:55:48,11:55,Friday,October 2,2026,13,、乍见翻疑梦，相悲各问年。,10月-26,10月-26,11:55:48,11:55:48,October 2,2026,14,、他乡生白发，旧国见青山。,02 十月 2026,11:55:48 上午,11:55:48,10月-26,15,、比不了得就不比，得不到的就不要。,。,十月 26,11:55 上午,10月-26,11:55,October 2,2026,16,、行动出成果，工作出财富。,2026/10/2 11:55:48,11:55:48,02 October 2026,17,、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。,11:55:48 上午,11:55 上午,11:55:48,10月-26,9,、没有失败，只有暂时停止成功！。,10月-26,10月-26,Friday,October 2,2026,10,、很多事情努力了未必有结果，但是不努力却什么改变也没有。,11:55:48,11:55:48,11:55,10/2/2026 11:55:48 AM,11,、成功就是日复一日那一点点小小努力的积累。,10月-26,11:55:48,11:55,Oct-26,02-Oct-26,12,、世间成事，不求其绝对圆满，留一份不足，可得无限完美。,11:55:48,11:55:48,11:55,Friday,October 2,2026,13,、不知香积寺，数里入云峰。,10月-26,10月-26,11:55:48,11:55:48,October 2,2026,14,、意志坚强的人能把世界放在手中像泥块一样任意揉捏。,02 十月 2026,11:55:48 上午,11:55:48,10月-26,15,、楚塞三湘接，荆门九派通。,。,十月 26,11:55 上午,10月-26,11:55,October 2,2026,16,、少年十五二十时，步行夺得胡马骑。,2026/10/2 11:55:48,11:55:48,02 October 2026,17,、空山新雨后，天气晚来秋。,11:55:48 上午,11:55 上午,11:55:48,10月-26,9,、杨柳散和风，青山澹吾虑。,10月-26,10月-26,Friday,October 2,2026,10,、阅读一切好书如同和过去最杰出的人谈话。,11:55:48,11:55:48,11:55,10/2/2026 11:55:48 AM,11,、越是没有本领的就越加自命不凡。,10月-26,11:55:48,11:55,Oct-26,02-Oct-26,12,、越是无能的人，越喜欢挑剔别人的错儿。,11:55:48,11:55:48,11:55,Friday,October 2,2026,13,、知人者智，自知者明。胜人者有力，自胜者强。,10月-26,10月-26,11:55:48,11:55:48,October 2,2026,14,、意志坚强的人能把世界放在手中像泥块一样任意揉捏。,02 十月 2026,11:55:48 上午,11:55:48,10月-26,15,、最具挑战性的挑战莫过于提升自我。,十月 26,11:55 上午,10月-26,11:55,October 2,2026,16,、