推式和拉式系统jit.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,及時化生產系統,*,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,及時化生產系統,*,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,及時化生產系統,*,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,及時化生產系統,*,及時化,(just in time,，,JIT),概述,提出者：豐田汽車副社長，大野耐一,(Taiichi Ohno),。,意義,將需要,物品,在必須,時間,供應必須,品質,與,數量,到需要,地點,。,目标,消除混亂,使系統彈性化,降低籌置與前置時間,存量最小化,消除浪費,1,及時化生產系統,第1页,JIT,目標和建築架構歸納,產品設計,流程設計,人員原因,製造規劃,防止中斷,使系統有彈性,排除浪費,平衡,快速流程,最終目標,支援目標,建築架構,2,及時化生產系統,第2页,常見資源浪費,1,超額生產,(overproduction),等候時間,(waiting time),无须要運送,(unnecessary transporting),存貨,(inventory),加工浪費,(processing waste),无须要生產步驟,產出瑕疵品,3,及時化生產系統,第3页,常見資源浪費,2,無效工作方法,(inefficient work method),不佳佈置和物料搬運模式，增加在製品存貨,產品不良,再製成本,消費者不滿意造成銷售損失,4,及時化生產系統,第4页,Waste in Operations,5,及時化生產系統,第5页,Waste in Operations,6,及時化生產系統,第6页,Waste in Operations,7,及時化生產系統,第7页,The Principles of the TOYOTA Production System(TPS)1,All work must be completely specified as to content,sequence,timing,and outcome.,Every customer-supplier connection must be direct,unambiguously specifying the people involved,the form and quantity of the services or goods to be provided,the way the requests are made by each customer,and the expected time in which the requests will be met.,8,及時化生產系統,第8页,The Principles of the TOYOTA Production System(TPS)2,The pathway for every service and product must be simple and direct.,Any improvement to the system must be made in accordance with the scientific method,under the guidance of a teacher,at the lowest possible organizational level.,9,及時化生產系統,第9页,Basic Elements of JIT,1,標準零件,(,產品設計,),模組化設計,(,產品設計,),高產能系統,(,產品設計,),可同時生產,(,產品設計,),將員工視為資產,(,人員,/,組織要素,),訓練員工，使其變成多能工,(,人員,/,組織要素,),持續改进,(,人員,/,組織要素,),成本會計,(,人員,/,組織要素,),領導與專案管理,(,人員,/,組織要素,)10,及時化生產系統,第10页,Basic Elements of JIT,2,Cellular layouts(,製程設計,Pull production system(,製造規劃與控制,),Flexible resources(,製程設計,),Kanban production control(,製造規劃與控制,),Small-lot production(,製程設計,),Quick setups(,製程設計,),Uniform production levels(,製造規劃與控制,),Quality at the source(,製程設計,),Total productive maintenance(,製造規劃與控制,),Supplier networks(,製造規劃與控制,),11,及時化生產系統,第11页,Flexible Resources,Multifunctional workers(,多能工,),Perform more than one job,General purpose machines(,通用設備,),Perform several basic functions,Study operators&improve operations,12,及時化生產系統,第12页,Cellular Layouts,Group dissimilar machines in manufacturing cell to produce family of parts,Work flows in one direction through cell,Cycle time adjusted by changing worker paths,13,及時化生產系統,第13页,Manufacturing Cell with Worker Routes,Worker 1,Worker 2,Worker,3,Cell 1,14,及時化生產系統,第14页,Worker Routes Lengthened as Volume Decreases,Cell 5,Worker 2,Cell 2,Worker 1,Cell 1,Worker 3,Cell 3,Cell 4,15,及時化生產系統,第15页,推式與拉式系統,推式系統,(push system)(,比如，,MPR),當工作在某工作站完成時，產出就被推往下一站。,拉式系統,(pull system)(,比如，,JIT),工作移動控制落於下一站,;,每一工作站從前一站拉拔所需產出。,16,及時化生產系統,第16页,Kanban Production Control System(,看板生產管制系統,),Kanban card indicates standard quantity of production,Derived from two-bin inventory system(,雙倉制,),Kanban maintains discipline of pull production,Production kanban(,生產看板,)authorizes production,Withdrawal kanban(,提領看板,)authorizes movement of goods,17,及時化生產系統,第17页,A Sample Kanban,18,及時化生產系統,第18页,The Origin of Kanban,a)Two-bin inventory systemb)Kanban inventory system,Reorder,card,Bin 1,Bin 2,Q,-,R,Kanban,R,R,Q,=order quantity,R,=reorder point-demand during lead time,19,及時化生產系統,第19页,Types of Kanbans,Dual kanbans,20,及時化生產系統,第20页,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Storage area,Empty containers,Full containers,Assembly line 1,Assembly line 2,21,及時化生產系統,第21页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,22,及時化生產系統,第22页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,23,及時化生產系統,第23页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,24,及時化生產系統,第24页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,25,及時化生產系統,第25页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,26,及時化生產系統,第26页,Storage area,Empty containers,Full containers,Single-Card Kanban System,Receiving post,Kanban card for product 1,Kanban card for product 2,Fabrication cell,O,1,O,2,O,3,O,2,Assembly line 1,Assembly line 2,27,及時化生產系統,第27页,看板系統,single kanban,28,及時化生產系統,第28页,Dual kanban vs.single kanban,Dual kanban,Is used when material is not necessarily moving between two consecutive processes,or when there is more than one input to a process and the inputs are dispersed throughout the facility.,Single kanban,Is used when the processes are tightly linked.,29,及時化生產系統,第29页,Types of Kanbans,Kanban Square,Marked area designed to hold items,Signal Kanban,Triangular kanban used to signal production at the previous workstation,Material Kanban,Used to order material in advance of a process,Supplier Kanbans,Rotate between the factory and suppliers,30,及時化生產系統,第30页,Types of Kanbans,kanban square and kanban racks,31,及時化生產系統,第31页,Types of Kanbans,signal kanbans,32,及時化生產系統,第32页,看板管理系統之規則,不要把不良品交給後製程。,由後製程到前製程來領取零件。,前製程僅生產將被後製程領用去數量。,生產必須平衡。,看板只做為微調整伎俩，其張數必須減到最少。,製程必須安定化、合理化。,33,及時化生產系統,第33页,Single-Card Kanban System,KANBAN,Part Number:1234567Z,Location:Aisle 5,Bin 47,Lot Quantity:6,Supplier:WS 83,Customer:WS 116,Each container must have a card,Assembly always withdraws from fabrication(pull system),Containers cannot be moved without a kanban,Containers should contain the same number of parts,Only good parts are passed along,Production should not exceed authorization,34,及時化生產系統,第34页,看板,(,容器,),數量之決定,1,K=,容器數量。,d=,工作中心之計劃使用率,(,預期每日需求,),。,p=,每箱容器零件之平均加工時間。,W=,在生產過程中之平均等候時間，加上每箱物料搬運時間。,C=,標準容器之零件容量。,X=,政策變數。反應生產系統效率,(10%,以內,),35,及時化生產系統,第35页,看板,(,容器,),數量之決定,2,k=,在前置時間期間平均需求,+,安全庫存,每箱內單位數量,=,d(w+p)(1+x),c,36,及時化生產系統,第36页,看板,(,容器,),數量之決定,3,where,N,=number of kanbans or containers,d,=average demand over some time period,L,=lead time to replenish an order,S,=safety stock,C,=container size,No.of Kanbans=,average demand during lead time+safety stock,container size,N,=,dL,+,S,C,37,及時化生產系統,第37页,容器數量決定,範例,某汽車零件企业生產,4,輪傳動車方向盤及暫停系統中搖桿手臂組合。普通,1,箱零件在製造週期中需要,0.02,天加工及,0.08,天物料處理和等候時間。零件每日需求為,個單位。管理部門認為搖桿手臂組合需求不確定，所以其安全庫存為需求量,10%,。,若每箱內各有,22,個零件，則應授權箱子數量為多少。,38,及時化生產系統,第38页,小批量,(Small-lot production),效益,降低在製品存貨,減少因品質發生問題時所產生檢驗和重加工成本,減少儲存空間,問題更轻易顯現,增加生產彈性,易於進行作業平衡,39,及時化生產系統,第39页,Inventory Hides Problems,40,及時化生產系統,第40页,Lower Levels of Inventory Expose Problems,41,及時化生產系統,第41页,Components of Lead Time(,前置時間元素,),Processing time,Reduce number of items or improve efficiency,Move time,Reduce distances,simplify movements,standardize,routings,Waiting time,Better scheduling,sufficient capacity,Setup time,Generally the biggest bottleneck,42,及時化生產系統,第42页,快速籌置,(Quick setups),Single-digit setup,The goal of having a setup time of less than 10 minutes.,快速換模又稱一分鐘換模術,(single-minute exchange of dies,SMED),43,及時化生產系統,第43页,快速籌置實施步驟,1.將換模作業流程劃分外部整備作業與內部整備作業。,2.儘可能把內部整備作業改變成外部整備作業。,3.消除內部整備所需調整作業。,4.外部整備作業標準化。,5.推動平行作業。,6.利用機械提升換模效率。,7.其它管理部門充分配合。,44,及時化生產系統,第44页,Common Techniques for Reducing Setup Time,1,45,及時化生產系統,第45页,Common Techniques for Reducing Setup Time,2,46,及時化生產系統,第46页,Common Techniques for Reducing Setup Time,3,47,及時化生產系統,第47页,平準化生產,(Uniform Production),Results from smoothing production requirements,Kanban systems can handle+/-10%demand changes,The way to reduce variability in production,Smooths demand across planning horizon,Mixed-model assembly steadies component production,48,及時化生產系統,第48页,平準化,範例,1,The APP of TOYOTA:4500 vehicles per week.,Two full shifts,five days per week,450 per shift(480 minutes),Three models are produced:Camry(C),Avalon(A),and Sienna(S).,200 Camry,150 Avalons,and 100 Siennas per shift,Cycle time:480/450=1.067(min),49,及時化生產系統,第49页,平準化,範例,2,First,200 Cs,150 As,100Ss,High average cycle inventory level,Lumpy requirements,Second,4 Cs,3 As,2Ss,The cycle=9(1.067)=9.60(50 times per shift),50,及時化生產系統,第50页,平準化,範例,3,Third,C,S,C,A,C,A,C,S,A,The setup times must be very short.,Component requirements is steady,Capacity requirements are smoothed,51,及時化生產系統,第51页,Quality at the Source,1,Jidoka(,自働化,),在生產過程中自動偵測缺點,Andon(,安童,),在每個工作站裝置燈號系統，以指示問題及落後狀態。,Undercapacity scheduling allows for planning,problem solving&maintenance,52,及時化生產系統,第52页,Quality at the Source,2,防呆裝置日文發音為,POKAYOKE,，是指在模具，工具，機器設備上設計预防錯誤(不良)發生裝置，一旦作業員做錯或需要作業上警示時，防呆裝置能够預防或使機器停下來，確保不產生不良品。,目視管理系統,(visual control),：係透過顯示板之顯示得以快速且明顯地發現異常、浪費、故障、斷料等現場不順暢之情形，而達到能速謀對策一種管理系統。,53,及時化生產系統,第53页,Visual Control,54,及時化生產系統,第54页,Visual Control,55,及時化生產系統,第55页,Visual Control,56,及時化生產系統,第56页,Kaizen(,改进,),Continuous improvement,Requires total employment involvement,Essence of JIT is willingness of workers to,Spot quality problems,Halt production when necessary,Generate ideas for improvement,Analyze problems,Perform different functions,57,及時化生產系統,第57页,Total Productive Maintenance(TPM),Breakdown maintenance,Repairs to make failed machine operational,Preventive maintenance,System of periodic inspection&maintenance to keep machines operating,TPM combines preventive maintenance&total quality concepts,58,及時化生產系統,第58页,TPM Requires Management to:,Design products that can be easily produced on existing machines,Design machines for easier operation,changeover,maintenance,Train&retrain workers to operate machines,Purchase machines that maximize productive potential,Design preventive maintenance plan spanning life of machine,59,及時化生產系統,第59页,導入,JIT,基礎,5S,運動,定義,功效,整理,(seiri,organization),把東西分成必要與无须要，將无须要東西撤走。,排除資源空間浪費。,整頓,(seitontidiness),需要東西排放整齊方便取用。,排除尋找，縮短作業或產品線切換、準備時間。,清掃,(seiso,cleanliness),把工作場所掃除清潔，去除雜物及灰塵。,提升效率，排除隱藏工業災害與品質不良。,清潔,(seiketsu,maintenance),保持整理、整頓、清掃所建立之结果。,確保作業安全，延長設備壽命，提升產品品質。,修養,(shitsuke,discipline),對於規定事項確實恪守並養成習慣。,加強小團體之自主性活動。,60,及時化生產系統,第60页,Supplier Policies,1,Locate near to the customer,Use small,side loaded trucks and ship mixed loads,Consider establishing small warehouses near to the customer or consolidating warehouses with other suppliers,61,及時化生產系統,第61页,Supplier Policies,2,Use standardized containers and make deliveries according to a precise delivery schedule,Become a certified supplier and accept payment at regular intervals rather than upon delivery,62,及時化生產系統,第62页,及時生產系統,(JIT II),供應商進入工廠，成為客戶採購部門積極成員，駐廠代表取代採購人員、銷售人員，甚至物料規劃人員。,63,及時化生產系統,第63页,推行,JIT,之先決條件,1,正確之銷售預測可有效縮短製造前置時間。,生產部門依訂單及長、短期預測，規劃生產水準。,訂購零件與供應商亲密合作。,供應商依企业之需求預測作長期生產規劃。,依需求變動及生產變動更新需求。,64,及時化生產系統,第64页,推行,JIT,之先決條件,2,採購部門將設計變更及未來新零件需求通知供應商。,供應商調整其生產、運送計劃以滿足企业之更新排程。,供應商將零件以少许多批方式送至企业。,進貨零件皆應有高品質而不需檢驗。,65,及時化生產系統,第65页,JIT,系統效益,1,降低存貨水準,降低需求空間,改進生產品質,減少前置時間,增加生產彈性,66,及時化生產系統,第66页,JIT,系統效益,2,使生產流程更為順暢,增加生產水準,工人參與解決問題,促進與協力廠商良好關係,降低間接勞力需求,67,及時化生產系統,第67页,JIT,實行議題,1,組織考慮,JIT,系統員工成本,Problem-solving,Lost some autonomy(little or no safety stocks),合作與信任,Scheduling,expediting and improving productivity lower-level personnel,薪資系統與員工分類,JIT vs.Production volume,Managements flexibility vs.Union,68,及時化生產系統,第68页,實行議題,2,程序考慮,Cellular design costly,存貨和排程,主生產排程穩定性,生產整備,Small lot sizes vs.large number of setups,採購與物流,Small shipments of purchased items vs.geographic dispersion of suppliers,69,及時化生產系統,第69页,