某汽车生产系统的使命.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,MASS,LEAN,CULTURE,福特生產系統,的使命,我們將教導,吸引,以及激發福特汽車公司的所有組織和每一個人,來了解以及應用精實的行為原理和方法,-以促使連續不斷的改進安全,品質,速度,和總成本,-更而帶給顧客更多的價值,一個不斷學習的組織,A teaching organization,.,從大量生產到精實生產的,轉變,.,Transformation,from Mass to Lean,附加價值,與非,附加價值,附加價值是顧客願意出錢購買一些事物而這些事物帶給他,外觀,舒適,功能,非附加價值,=,浪費,何謂附加價值,?,範例,:,鑽孔,裝設凸緣,驅動螺絲,有,附加價值,2%,浪費,60%,無附加價值,但是必要的,38%,時間,12,6,3,9,範例,:,走去取零件,等待時間,儲存零件,運輸,範例,:,拿取鑽孔機,放下扳手,挾住或鬆綁工具,它是一個能改變產品之型式、裝配、及功能以合乎消費者之規格的程序。,Processes that change the product form,fit,or function to meet customer specifications.,消費者願意付費的工作,Work the customer is willing to pay for.,何謂附加價值,?,只增加成本及工時未增加附加價值之部份,消費者不願意付費的工作,問題之癥兆而非問題之根源,瞭解與認知才是找出浪費的根源,The recognition and understanding of waste is key in defining the root cause,必須認識浪費才能減少浪費,To eliminate waste,you have to be able to recognize waste,何謂浪費,?,MOVE IT OVER THERE UNTIL WE NEED IT,_,_,_,_,_,_,_,七大浪費,SUPPLEMENT,D1,MOVE IT OVER THERE UNTIL WE NEED IT,等待,過度加工,庫存,移動,搬運,矯正,生產過剩,SUPPLEMENT,D2,七大浪費,Making more than the next process needs,生產過剩,什麼是,生產過剩,?,生產的數量比下一工程所需用的還多,以比下一站還快的速度生產,以比下一工程所需的速度還快的生產,Inventory,Inventory,Inventory,Inventory,Motion,Inventory,Extra,Processing,Defects,Time,Waiting,Inventory,生產過剩,Inventory,Inventory,Inventory,生產過剩,為什麼這一類的浪費會發生?,勞動成本及間接成本的指標可驅使人員和設備的使用率,Labor and Overhead Measurable driving utilization of people and equipment,庫存而引起的損失,Losses from out of stock conditions,堵塞及斷線而引起的損失,Losses from blocked and starved conditions,特殊材料的需求,Material produced to speculative demand,Rejects,rework,reruns,改善,Correction,改善,Correction,為什麼這一類的浪費會發生?,品質回饋太慢,Poor,slow quality feedback,增加生產線外之撿察工作,Incremental inspection done outside process station,認可檢修工作,Repair operations are viewed as acceptable,缺乏有效之錯誤防止措施,Few effective Error Proofing devices in use,未推行標準作業,Standardized work not in place,產品與製程不相容,Product/process incompatibility,產品過度複雜,Product over-complexity,沒必要的步驟或程序,Unnecessary steps or processes,過度加工,Over Processing,過度加工,Overprocessing,為什麼這一類的浪費會發生?,作業標準不明確,Standards unknown/unclear to operators,顧客之規格不明確或常變動,Customer specifications are vague or fluctuate,產品試驗過多,Product testing and re-testing occurs,部門間目標不一致且溝通不良,Functional departments have misaligned goals and poor communication,多多益善的想法,Concept that more is better,動作,Motion,多餘的移動作業員的走動,Excess movement;operator walking,動作,Motion,為什麼這一類的浪費會發生?,外觀及組織不良之工作站,Poor workstation configuration and organization,工作量不平衡,Work imbalance,未實施目視化工廠,Visual Factory not implemented,未實施標準化,Standardized Work not implemented,長距離或重複搬運材料,Long distance or double handling of material,“,運輸工具,”,Conveyance,將它移到這裡 等到我們需要 時再動,運輸工具,Conveyance,為什麼這一類的浪費會發生?,工作間距離過長,Long distances from operation to operation,物料輸送未按排訂路線,Material Handlers not on scheduled routes,倉庫在工廠內部或外部,Warehouse on or off site,收料點與工作站間距離太遠,Distance between receiving and point of use,庫存過量,Handling excess inventory,缺乏部品作業或看顧機台,Lack of parts or watching machine,等候,Waiting,等候,Waiting,為什麼這一類的浪費會發生?,等候支援訊息及物料,Waiting for support,information,and/or materials,總和設備效率過低，機器停擺過高,Low Overall Equipment Effectiveness and high machine downtime,作業線不平衡,Unbalanced operations,長且不一致的等候時間,Long and inconsistent lead times,生產時程經常變動,Continual production schedule fluctuations,看守自動機台,Watching automated machines,未事先安排的會議,Undisciplined meetings,過剩的原材料半成品或成品庫存,Excess raw materials,WIP,or finished goods,庫存,Inventory,過度庫存,Inventory(Excess),為什麼這一類的浪費會發生,?,堅持大量生產的想法,Mass Production mindset,batch and queue,產能無法預估,Unpredictable productivity,內外部材料供應不順,Infrequent delivery/shipment of materials internally and externally,排程與製程間不相連結,Schedules not linked between processes,未啟用目視化工廠管理,Visual Factory not in use to control,大料架或大批量,Large containers/batch sizes,改善的機會躲藏於超額庫存之間,Excess inventory hides opportunities for improvement,如汪洋大海之庫存,Sea of Inventory,過多之庫存,EXCESS INVENTORY,認知,過度庫存成本之知多少,The TRUE COST of Excess Inventory,額外的運送成本,Extra Carrying Cost,額外的庫存成本,Extra Storage,額外的料架,Extra Containers,額外的管理,Extra Handling,額外時間浪費,Extra Time,額外損害,Extra Damage,不安全,Unsafe Conditions,過度庫存隱藏品質問題,Excess inventory hides quality problems.,無止盡的改善,No continuous improvement!,其它浪費,Other Wastes,人員,People,心態,Minds,想法,Ideas,能力,Abilities,科技,Technologies,有關安全之浪費,All wastes relate to safety,精實製造,Lean Manufacturing,以消除浪費來說縮短顧客之等候時間,A manufacturing philosophy which shortens the time line between the customer order and the shipment by eliminating waste,貨品送達,PRODUCT,SHIPMENT,顧客訂單,CUSTOMER,ORDER,時間Time,Business as Usual,Lean Manufacturing,貨品送達PRODUCT,SHIPMENT,顧客訂單CUSTOMER,ORDER,時間縮短Time(Shorter),Waste,Waste,福特生產系統,Ford Production System,福特生產系統是以減少浪費來穫致持續的改善,The Ford Production System(FPS)is defined as a system of common processes and tools that support continuous improvement through the elimination of waste.,FTPM,Training,ISPC,ME,Environmental,IM,SHARP,SMF,Work,Groups,福特生產系統之要素,FPS Elements,FTPM,Training,ISPC,ME,Environmental,IM,SHARP,SMF,Work,Groups,福特生產系統之要素,FPS Elements,運用精實生產與即時供料觀念，以維持持續且有順序的供料，以附合顧客要求Application of lean manufacturing and Just-In-Time principles to provide a continuous flow of materials and products in sequence at the rate of customer demand,改善的機會躲藏於超額庫存之間Excess inventory hides opportunities for improvement,-以促使連續不斷的改進安全,品質,速度,和總成本,-以促使連續不斷的改進安全,品質,速度,和總成本,10月-2210月-2222:23:4822:23:48October 25,2022,Ford顧客服務2000,Reliability&,以小組作業為基礎減少浪費，以求持續改善A Work Group-based organization aligned and driven to continually improve business results by eliminating waste.,預防性維護Preventive maintenance,Ford Lio Ho Motor Company,Ltd.,營運計劃的傳承主要是要顯示出製造部門(代表相當比例的固定及變動成本)如何根據營運計劃作調整,10月-2210月-2222:23:4822:23:48October 25,2022,Maintainability,定義 Definition,尋找,集中以及調整組織以突破目標Identifies,focuses,and aligns the priorities to enable breakthrough performance.,精實之家,House of Lean,Highest Quality,Lowest Cost,Shortest Lead Time,作業穩定,STABLE PROCESSES,平準化生產,Leveled,Production,標準化作業,Standardized,Work,改善,Kaizen,JIT,Jidoka,往未來圖五個階段的目的,P,urpose of Five Phases to Future State,Continuous,連續的流動,Flow,後拉式系統,Pull System,平準化生產,Level,Production,同步生產,Synchronous,Production,穩定性,Stability,福特原始的生產哲學,Ford,s Original Manufacturing Philosophy(1926),標準化及持續改善,Standardization and Continuous Improvement,減少浪費,Eliminate Waste,採用連續生產模式,Use Continuous Flow Manufacturing,物料在來源處即採品質管理,Practice Quality at the Source,摘錄自亨利福特的著作,今日與明日,From,Today and Tomorrow,by Henry Ford,人員互動,The People Pinion Gear,以小組作業為基礎減少浪費，以求持續改善,A Work Group-based organization aligned and driven to continually improve business results by eliminating waste.,Flexible,Capable,Highly,Motivated&,Empowered,People,Exceed,Customer,Expectations,Quality,Cost,Time,為什麼這一類的浪費會發生?,改善Correction,問題之癥兆而非問題之根源,Maintainability,檢查重點 Plant Tour Checklist,穩定性 Stability,14、意志坚强的人能把世界放在手中像泥块一样任意揉捏。,小批量生產Small lot production,未推行標準作業Standardized work not in place,9、杨柳散和风，青山澹吾虑。,12、世间成事，不求其绝对圆满，留一份不足，可得无限完美。,為什麼這一類的浪費會發生?,17、一个人即使已登上顶峰，也仍要自强不息。,降低生產的基本成本 Reduce the anufacturers cost base,10月-2208:06:1308:06Oct-2226-Oct-22,作業穩定STABLE PROCESSES,信賴度,&,產能維護,The Reliability Maintainability Pinion Gear,使用世界級之設備設計、維護與製程，以確保安全、穩定、彈性及品質，以期達成並或超越內部及顧客之須要,Processes and equipment designed and maintained at a world class level to ensure safety,stability,flexibility,and in-station quality that consistently meet or exceed internal and external customer requirements,Exceed,Customer,Expectations,Quality,Cost,Time,World,Class,Reliability&,Maintainability,運轉不息的轉輪,The Continuously Flowing Pinion Gear,運用精實生產與即時供料觀念，以維持持續且有順序的供料，以附合顧客要求,Application of lean manufacturing and Just-In-Time principles to provide a continuous flow of materials and products in sequence at the rate of customer demand,Exceed,Customer,Expectations,Quality,Cost,Time,Continuously,Flowing,Material&,Products,福特生產系統模式,The Ford Production System Model,絕竅,Key:,連結內3小齒輪才能帶動中央齒輪,The three pinion gears are linked to drive the central gear.,所有3齒輪必須有效運轉才能達到目標,All three must perform effectively to deliver the goal.,Flexible,Capable,Highly,Motivated&,Empowered,People,Exceed,Customer,Expectations,Quality,Cost,Time,World,Class,Reliability&,Maintainability,Continuously,Flowing,Material&,Products,Ford生產系統模式,品質,成本,時效,超越顧客期望,具彈性,有能力,高度被激勵&授權的員工,世界級的信賴性&,維護保全,連貫性的物料&產品流動,如同合作夥伴關係的協力廠,強健的產品及作業制度,(Ford產品發展系統 24個月車輛推出),產能規劃,訂購到交貨 15天,Ford顧客服務2000,價值流圖的循環周期,Value Stream Mapping Cycle.,願景,VISION,PROC,ESS DATA gathered,Current State Map drawn,Future State Map drawn,Process and Flow Kaizens identified,Value Loops Identified,Actions taken,Future State Map becomes the Current State Map,減少浪費重點,Focused,elimination of WASTE,Date:2/16new slides after this page,福特現況,Harbour on Ford.,目前重點,Recent Highlights:,Atlanta,裝配線,Assembly,Valencia,裝配線,Assembly,Chicago,沖壓線,Stamping,KTP,沖壓線,Stamping,Lima,引擎裝配線,Engine,Cleveland,引擎裝配第2線,Engine#2,Bridgend,引擎裝配線,Engine,Livonia,變速箱裝配線,Transmission,Bordeaux,變速箱裝配線,Transmission,福特現況,Harbour on Ford.,檢查重點,Plant Tour Checklist,標準作業,Standardized Work,防止錯誤,Error Proofing,目視管理,Visual controls,預防性維護,Preventive maintenance,工作地點的組織,Workplace organization,貨櫃化,Containerization,拉式生產,Pull systems,小批量生產,Small lot production,低庫存,Low inventory,團隊精神,Work teams,現場佈置流程,Layout/flow,快速換模換線,Quick tool changeover,產出時間,Throughput time,Richard Chen,Vice President Purchasing,Ford Lio Ho Motor Company,Ltd.,And,Executive Purchasing Director,Ford China Operations,Chung Li,Taiwan,方針展開是一個可見的,已架構的計畫程序,用以做為組織因策略的優先次序所做的調整及目標,Policy Deployment is a visible,structured planning process that focuses and aligns the organization on the strategic priorities.,定義,Definition,為什麼要,方針展開?,Why Policy Deployment?,尋找,集中以及調整組織以突破目標,Identifies,focuses,and aligns the priorities to enable breakthrough performance.,經由合作發展的目標 提供真正員工放權授能的環境,Provides framework for true“Employee Empowerment”through collaborative development of objectives.,以主要目標為決策及解決問題的準則,Uses major objectives as criteria for decision making and problem solving.,讓經營計劃及其細則目視化,Visualizes the plans and associated details,利用系統驅使持續不斷的改善,Utilizes the systems approach for continuous improvement.,使它和管理考績系統相連接,Integrated with the Performance Management System.,POM,s,Plant Mgrs.,Policy,Deployment,Objective,Plant Mgr.,Area Mgrs,Policy,Deployment,Objective,Plant Mgr.,Area Mgrs,Policy,Deployment,Objective,Area Mgr.,Supt.,Policy,Deployment,Objective,Area Mgr.,Policy,Deployment,Objective,Area Mgr.,Supt.,Policy,Deployment,Objective,Area Mgr.,Policy,Deployment,Objective,Area Mgr.,Supt.,Policy,Deployment,Objective,Area Mgr.,Supt.,Policy,Deployment,Objective,Supt.,Supt.,調整目標的方針展開,Alignment of Objectives Policy Deployment,方針展開在,A階段的需求如下,:,廠內正在進行方針展開的程序目的是:,使全公司不論垂直的及水平的跨部門根據方針展開調整部門目標,使方針展開傳遞到現場主任及他的部屬,FPS的目的包括於方針展開的程序之內,每日的營運數據,展現出來的營運績效和調整後的目標做比較並且傳遞管理的第一層,管理的第一層於一固定時間和他的下屬討論績效和目標的差距,方針展開,A階段的需求,Policy Deployment Checkpoint A Requirements,企業經營計劃的傳承,BUSINESS PLAN CASCADE,營運計劃的傳承主要是要顯示出製造部門(代表相當比例的固定及變動成本)如何根據營運計劃作調整,The Business Plan Cascade is intended to show how manufacturing operations(which represent a substantial percentage of fixed and variable overhead)can be aligned with Business Plan objectives.,根據營運計劃調整生產型態,ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,每一直接或間接生產部門,都必需根據營運計劃設定目標以及衡量基準,並且持續的朝目標改善,To be aligned with the Business Plan each department which operates or supports production equipment/facilities need to set an appropriate objective and measure performance using key measurables.Continuous improvement toward these objectives will:,根據營運計劃調整生產型態,ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,根據營運計劃調整生產型態,ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,排除價值鏈上的浪費,Eliminate waste in the entire value chain,including overhead,降低生產的基本成本,Reduce the anufacturers cost base,增加目前產品的獲利率,Improve its profitability on existing business.,以更低的成本來吸引顧客,以及在銷售的增加情況下獲利率也同時增加,Make the manufacturer more attractive to customers(via a lower cost base)and provide for increased sales with a commensurate increase in profits.,9,、静夜四无邻，荒居旧业贫。,10月-26,10月-26,Sunday,October 4,2026,10,、雨中黄叶树，灯下白头人。,16:06:34,16:06:34,16:06,10/4/2026 4:06:34 PM,11,、以我独沈久，愧君相见频。,10月-26,16:06:34,16:06,Oct-26,04-Oct-26,12,、故人江海别，几度隔山川。,16:06:34,16:06:34,16:06,Sunday,October 4,2026,13,、乍见翻疑梦，相悲各问年。,10月-26,10月-26,16:06:34,16:06:34,October 4,2026,14,、他乡生白发，旧国见青山。,04 十月 2026,4:06:34 下午,16:06:34,10月-26,15,、比不了得就不比，得不到的就不要。,。,十月 26,4:06 下午,10月-26,16:06,October 4,2026,16,、行动出成果，工作出财富。,2026/10/4 16:06:34,16:06:34,04 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。,4:06:34 下午,4:06 下午,16:06:34,10月-26,9,、没有失败，只有暂时停止成功！。,10月-26,10月-26,Sunday,October 4,2026,10,、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。,16:06:34,16:06:34,16:06,10/4/2026 4:06:34 PM,11,、成功就是日复一日那一点点小小努力的积累。,10月-26,16:06:34,16:06,Oct-26,04-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。,16:06:34,16:06:34,16:06,Sunday,October 4,2026,13,、不知香积寺，数里入云峰。,10月-26,10月-26,16:06:34,16:06:34,October 4,2026,14,、意志坚强的人能把世界放在手中像泥块一样任意揉捏。,04 十月 2026,4:06:34 下午,16:06:34,10月-26,15,、楚塞三湘接，荆门九派通。,。,十月 26,4:06 下午,10月-26,16:06,October 4,2026,16,、少年十五二十时，步行夺得胡马骑。,2026/10/4 16:06:34,16:06:34,04 October 2026,17,、空山新雨后，天气晚来秋。,4:06:34 下午,4:06 下午,16:06:34,10月-26,9,、杨柳散和风，青山澹吾虑。,10月-26,10月-26,Sunday,October 4,2026,10,、阅读一切好书如同和过去最杰出的人谈话。,16:06:34,16:06:34,16:06,10/4/2026 4:06:34 PM,11,、越是没有本领的就越加自命不凡。,10月-26,16:06:34,16:06,Oct-26,04-Oct-26,12,、越是无能的人，越喜欢挑剔别人的错儿。,16:06:34,16:06:34,16:06,Sunday,October 4,2026,13,、知人者智，自知者明。胜人者有力，自胜者强。,10月-26,10月-26,16:06:34,16:06:34,October 4,2026,14,、意志坚强的人能把世界放在手中像泥块一样任意揉捏。,04 十月 2026,4:06:34 下午,16:06:34,10月-26,15,、最具挑战性的挑战莫过于提升自我。,十月 26,4:06 下午,10月-26,16:06,October 4,2026,16,、业余生活要有意义，不要越轨。,2026/10/4 16:06:34,16:06:34,04 October 2026,17,、一个人即使已登上顶峰，也仍要自强不息。,4:06:34 下午,4:06 下午,16:06:34,10月-26,MOMODA POWERPOINT,Lorem ipsum dolor sit amet,consectetur adipiscing elit.Fusce id urna blandit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis ut cursus.,感谢您的下载观看,专家告诉,