价值流图VSM.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,*,Value Stream Mapping(VSM),价值流图,Prepared by Zogg Xia,若智,2014,年,2,月于迁途精益工作室,ggxia_1973,Whats Lean,什么是精益生产,Lean,is a philosophy where,waste,is identified continuously and eliminated passionately.,Waste,is any activity(or inactivity)that consumes resources for which the customer is not willing to pay.,Philosophy,Thinking,Toolkit,Practice,Journeys,Life,NOT a program,Not flavor,Not a campaign,3 Level of Lean,精益生产的三个层次,Hands-on,Refered,Heard,Principles Of Lean,精益生产,5,原则,Customer defines,VALUE,Identify the,VALUE STREAM,(and eliminate 8 wastes),Make value-creating steps,FLOW,Let customer,PULL,product from you as needed,Pursue,PERFECTION,(empower people who add value),Lean Capability,Time,Identify Value,Map The Value,Create Flow,Establish Pull,Pursue,Perfection,2,1,3,4,5,Value Added,增值,Any activity that increases the market form or function of the product or service.(These are things the customer is willing to pay for.),任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）,Non-Value Added,Any activity that does not add market form or function or is not necessary.(These activities should be eliminated,simplified,reduced or integrated.),任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）,Value Added vs.,Non-Value Added,增值,与非增值,的定义,Value added or not,价值增加或者没有,?,设置,/,转拉,移动,/,寻找,组装,包装,仓库,返工,今天只有,5%,的活动增加了价值,接收,检查,库存,物料运输,数据登记,计算,Waste,is anything that does not directly add value to the final product or contribute to the products transformation.,浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。,Waste,only adds time and cost,no value.,浪费只增加时间和成本，不增加价值。,Waste,is the reason that product flow stops and is the cause for non competitiveness.,生产流动的停止是造成浪费的原因，浪费是缺乏竞争性的根源。,浪费是,.,What is waste,什么是浪费,What Types waste,浪费分类,1,型浪费：,指的是一系列虽然不对外部顾客创造价值，可能对内部客,户创造价值，主要是因为目前的工艺及技,术水平或工艺需,要，还不能立即彻底消除的耗费资源的活动。,1,型浪费同样需要去减少和消除。,2,型浪费：,指的是可以通过改善，立即可以消除的浪费形态。浪费广,泛存在于现场之中，主要以,7,种典型的浪费形式存在，是我,们需要群策群力，去观察、发现并立即消除的对象。,7,Functional,Wastes of Lean,精益思想中的七种,功能性,浪费,DEFECTS,7,Wastes,EXTRA PROCESSING,INVENTORY,TRANSPORTATION,OVERPRODUCTION,MOTION,WAITING,UNUSED CREATIVITY,No,way!,Value Stream Definition,价值流的定义,A Value Stream Map(VSM)is a hand-drawn map that helps people to see and understand process,material and information flow through a production process or value stream,from start to finish.,Why use it?,为什么使用它,Value Stream Mapping is a,Pencil,and,Paper,tool that helps you see and understand the flow of Material and Information as a product makes its way through the value stream.and then use lean tools to eliminate waste,价值流程图是用,铅笔,和,白纸,作为工具，帮助你去,识别,和,理解,在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。,让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。,为便于交流，提供可视化图，提供共同语言。,使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。,帮助你看到不仅仅是单一的过程，将物流和信息流联系起来,为推进改善提供蓝图将精益的概念和技术紧密结合起来,What we mean by Value Stream Mapping is simple:,我们所说的价值流图是很简单的：,Follow a products production path from,beginning to end,(supplier to customer).,产品的生产路线从开始到结束（供应商到客户）,Carefully Draw a,visual representation,of every process in the,material,and,information,flow.,过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。,Then ask a set of questions and draw(using Icons)a“Future State”map of how value should flow.,然后问一系列问题，用图标画在指明价值流动的将来价值流图,Value Stream Mapping,价值流图,Information,Lead Time Data Bar,Manufacturing Loop,Supplier Loop,Customer Loop,Monthly Orders,30,Days,880,Op 1,1,Day,S/U=1 hrCT=1.6 min,S/U=0.08 hrCT=0.9 min,S/U=0.08 hrCT=0.9 min,S/U=0.08 hrCT=1.2 min,Total=57 DaysTotal=1 Hr.44.9 Min.,Takt Time=440 min/44 =10 min/unit,Bi-Monthly,MRP,S/U=0,CT=60 min,S/U=1.95 hr,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,Blocks,of Value Stream Map,价值流图的,5,大板块,VSM Kaizen Steps,价值流图改善的步骤,Step1:Mapping Current VSM,。绘制当前价值流图,1.1:Understand customer demand,理解客户的需求,1.2:Process flow and data box,工序流数据箱,-Quick identify main process(in order),迅速的识别主要的过程,(,按次序,),-Fill in data boxes,填写数据箱,1.3:Map the material flow,画出物料流及库存三角,-Draw inventory triangles,库存三角,-Delivery to customer,产品投递给客户,-Delivery from suppliers,供应商投递原材料,1.4:Map the information flow,画出信息流,-How do processes know what to make?,怎么知道要做什么？,-Where is material being pushed?,哪儿推动物料？,1.5:Calculate Total Product Cycle Time,计算产品生产周期,Step 2,：,Discover kaizen opportunities,Burst point list.,寻找改善机会，绘制爆炸点,Step 3,：,mapping Future VSM,，绘制将来价值流图,Step 4,：,Develop and follow action plan,。制定改善行动计划,Current State,Future State,Action Plan,(Kaizen Events),Sources for customer data,客户数据的来源,Plan for Every Part(PFEP),每个零件的计划,Budgeted volumes,预算的产量,Production Control forecasts,生产控制预测,Analyze variation(daily,weekly,monthly),分析变化（每日，每周，每月）,Production history,生产历史,Analyze variation(daily,weekly,monthly),分析变化（每日，每周，每月）,Sales information databases,销售信息数据库,Product changes,new business opportunities,产品改变，新的业务机会,Step 1.1:Understand customer demand,理解客户需求,CUSTOMER,20,000,pcs./mo.,Std.Pack=300,Shift,：2,Shifts,Output,：,400/Shift,Working Hrs,：,8hrs,Takt=72sec.,Demand,客户需求,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,假设我们每天可用时间是,27000,秒，客户需求每天是,965 PCS,客户节拍是多少,?,术语,L/T VAT L/T,Cycle Time,is the time it takes an operator to go through all of their work elements before repeating them.Also,it is the time between parts coming off the end of the process(eg,drop-rate from a cell).,周期时间（,C/T）：,一个零件或产品在一个过程中需多久被完,成,Value Added Time,is the time of those work elements that actually transform the product in a way the customer is willing to pay for.,产品所经历的实体的变化所耗用的顾客愿意为之买单的时间,Lead Time,is the time it takes one piece to move all the way through a process or a value stream,from start to finish(dock to dock).,前置期-在价值流或全过程从开始到完成一个产品所需的时间。,术语,Cycle Time,Cycle,Time,周期时间,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,?,总周期时间,?28,秒,=94,秒,Walk the process,走过整个过程,Dont rely on what you,think,is happening,find out what is,really,happening,不要依赖你想的，找出事情实际是怎样。,Record physical data about the process,记录过程的物理数据,List out the individual steps in the process,列出过程中的每个步骤,In the process use arrows to designate the flow of material between each step,在过程中用箭号指出在每个步骤之间的物流,Step 1.2-,Process flow and data box,工序流数据箱,VSM Current State,价值流图当前状态,VSM Current State,价值流图当前状态,Map the Process Flow,画出流程图,(,产品生产过程,),Collect data from the production floor,从生产线收集数据,Shipping,Stamping,C/O=1 hr,#shifts=2,uptime=85%,#mach=1,C/T=4 sec,Customer,(400 pcs/day),Part C=500/wk,Part B=500/wk,Part A=1000/wk,Information for a Process Data Box,数据箱中的信息,1,Line,生产单元拉数,2,HC/Line,HeadCount,，人员配置,3,UPH,Unit Per Hour,，每小时班产,4,FPY,一次通过率,5,Scrap Rate,报废率，因无法修理而导致报废的概率,6,C/T,Cycle Time,，循环时间,7,VAT,增值时间,8,C/O,Change Over Time,，换型时间,9,Batch Size,投入产生产的最小批量数,10,Up time),有效利用时间率,Identify raw material receipt area on map,识别物料接收处,Determine amount of raw material inventory on hand for product family selected:Days/shifts on hand,确定选择的产品族的存货数量：每天/班在手库存,Identify how material moves through process:Push or Pull,识别物料如何在过程中移动：推动或拉动,Step 1.3:Map the Material Flow,画出物料流图,VSM Current State,价值流图当前状态,Saw Cutting,Washing,Welding,Sub-assembly,Final Assembly,Shipping,Stamping,Customer,#mach=2,pcs/cycle=1,C/T=120 sec,C/O=0,uptime=90%,PCT=60 sec,APCT=66.7sec,yield=99%,#mach=1,pcs/cycle=60,C/T=360 sec,C/O=0,uptime=80%,PCT=6 sec,APCT=7.5sec,shifts=2,C/T=65-73 sec,C/O=1 hr,uptime=90%,yield=90%,#operator=1,C/T=60 sec,C/O=0,uptime=95%,yield=99%,#operator=2,C/T=62-66 sec,C/O=5 min,uptime=95%,yield=85%,#operator=1,C/O=1 hr,#shifts=2,uptime=85%,#mach=1,C/T=4 sec,Part A=1000/wk,Part B=500/wk,Part C=500/wk,(400 pcs/day),10 Days Bar Stock,1800,2800,900,2800,1600,Weekly,Daily,Weekly,8 Days Coils,Suppliers,800,Step 1.3:Map the Material Flow,画出物料流图,VSM Current State,价值流图当前状态,VSM Current State,价值流图当前状态,Step 1.4:Map the Information Flow,将信息流画出,Saw Cutting,Washing,Welding,Sub-assembly,Final Assembly,Shipping,Stamping,Customer,#mach=2,pcs/cycle=1,C/T=120 sec,C/O=0,uptime=90%,PCT=60 sec,APCT=66.7sec,yield=99%,#mach=1,pcs/cycle=60,C/T=360 sec,C/O=0,uptime=80%,PCT=6 sec,APCT=7.5sec,shifts=2,C/T=65-73 sec,C/O=1 hr,uptime=90%,yield=90%,#operator=1,C/T=60 sec,C/O=0,uptime=95%,yield=99%,#operator=2,C/T=62-66 sec,C/O=5 min,uptime=95%,yield=85%,#operator=1,C/O=1 hr,#shifts=2,uptime=85mach=1,C/T=4 sec,Part A=1000/wk,Part B=500/wk,Part C=500/wk,(400 pcs/day),10 Days Bar Stock,1800,2800,900,2800,1600,Weekly,Daily,Weekly,8 Days Coils,Suppliers,800,Weekly Schedule,Production Control,MRP,Daily Orders,30/60/90 Day Forecasts,Weekly Fax,6 Week Forecast,Draw a“stepped line”at the bottom of the map,在底部画出阶梯图,Under each inventory location,list the days/shifts on hand,在存货处，列出多少天的库存在手,Step 1.5:Calculate Total Production Lead time,计算产品生产周期,VSM Current State,价值流图当前状态,On the right hand side of the chart:,在价值流图右下侧,:,Calculate the Value Created Time by adding all the cycle times,计算价值增值时间,Calculate the Total Production Lead Time by adding the Inventory on hand quantities and the Cycle times,计算总的生产提前期,Determine the“Opportunity Time”,确定机会时间,Step 1.5:Calculate Total Product cycle time,计算产品生产周期,VSM Current State,价值流图当前状态,Step1.5:Calculate Total Product cycle time,计算产品生产周期,VSM Current State,价值流图当前状态,Saw Cutting,Washing,Welding,Sub-assembly,Final Assembly,Shipping,Stamping,Customer,#mach=2,pcs/cycle=1,C/T=120 sec,C/O=0,uptime=90%,PCT=60 sec,APCT=66.7sec,yield=99%,#mach=1,pcs/cycle=60,C/T=360 sec,C/O=0,uptime=80%,PCT=6 sec,APCT=7.5sec,shifts=2,C/T=65-73 sec,C/O=1 hr,uptime=90%,yield=90operator=1,C/T=60 sec,C/O=0,uptime=95%,yield=99%,#operator=2,C/T=62-66 sec,C/O=5 min,uptime=95%,yield=85%,#operator=1,C/O=1 hr,#shifts=2,uptime=85%,#mach=1,C/T=4 sec,Part A=1000/wk,Part B=500/wk,Part C=500/wk,(400 pcs/day),10 Days Bar Stock,1800,2800,900,2800,1600,Weekly,Daily,Weekly,8 Days CoilsSuppliers,800,Weekly Schedule,Production Control,MRP,Daily Orders,30/60/90 Day Forecasts,Weekly Fax,6 Week Forecast,7 Days,10 Days,4 Days,4.5 Days,7 Days,2.3 Days,120 Secs,360 Secs,65-73 Secs,120 Secs,62-68 Secs,Processing Time=727-741 secs,Lead Time =34.8 days,Path 2,Path 1,Path 1=8+2+7+2.3+7=26.3Path 2=10+4+4.5+7+2.3+7=34.8,Creative,Thinking,创造性思维,Creativity is about breaking down prior assumptions and making new connections for new ideas.,At the foundation of the creative process are three major principles:,Separate idea generation from evaluation,Challenge assumptions,Break and make connections,Avoid groupthink,Lean Tools Deployment By Loop,Loop 1(create continuous flow),5S,Continuous Flow Manufacturing,Total Productive Maintenance,Set-up Reduction,Error Proofing,Standardized Work,Loop 2,(schedule customer demand),Pull System(pitch),Loop 3,(pull from shared resources and suppliers)Pull System(kanban and FIFO),Weekly Schedule,Completed Current State Map,#mach=2,pcs/cycle=1,C/T=120 sec,C/O=0,uptime=90%,PCT=60 sec,APCT=66.7sec,yield=99%,#mach=1,pcs/cycle=60,C/T=360 sec,C/O=0,uptime=80%,PCT=6 sec,APCT=7.5sec,shifts=2,C/T=65-73 sec,C/O=1 hr,uptime=90%,yield=90%,#operator=1,C/T=60 sec,C/O=0,uptime=95%,yield=99%,#operator=2,C/T=62-66 sec,C/O=5 min,uptime=95%,yield=85%,#operator=1,C/O=1 hr,#shifts=2,uptime=85%,#mach=1,C/T=4 sec,7 Days,10 Days,4 Days,4.5 Days,7 Days,2.3 Days,120 Secs,360 Secs,65-73 Secs,120 Secs,62-68 Secs,Lead Time=34.8 days,Processing Time=727-741 secs,Saw Cutting,Washing,Welding,Sub-assembly,Final Assembly,Shipping,Stamping,Part A=1000/wk,Part B=500/wk,Part C=500/wk,(400 pcs/wk),Customer,Production Control,MRP,Daily Orders,30/60/90 Day Forecasts,Weekly Fax,6 Week Forecast,10 Days Bar Stock,1800,2800,900,2800,1600,Weekly,Daily,Weekly,8 Days Coils,Suppliers,800,Loop 1,Loop 2,Loop 3,Value Stream States&Questions,价值流的状态,&,疑问,1.,Arrange production base on Tack time,按照节拍时间生产,对意外问题作出的快速反应,消除意外故障的原因,降低下游工装配工序的换模时间,2.,Connect process by one-piece flow as possible as you can,尽可能创建连续流,How can you flow with maximum velocity(EPED)within each process?,如何在每个过程以最大速度流动,精益价值流的特征（提问）,Lean VSM Characters,（,Check List,）,3.,“Where will you need to use supermarket pull systems?”,在连续流程无法向上游扩展时，建立超市超市拉动系统,Does each“customer”pull from its supplier?,每个客户都从供应商处拉动吗？,4.,“At what single point in the production chain will you schedule production?”,下达订单到一个点,选择定拍工序,精益价值流的特征提问）,Lean VSM Characters,（,Check List,）,5.“How will you level the production mix?”,你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；,Is final customer demand(ordering if build to order or buying if build to inventory)level?,最终客户的需求是稳定的吗,?,Does/can the final build sequence match actual demand?,最终生产顺序与实际需求匹配吗？,Does/can the build sequence match operations capability?,生产顺序与运作能力匹配吗？,6.Release production requirement lowly&consistently release and take away?”,持续地向定拍工序下达小批量的生产指令；,Are you or can you use milk run logistics?,你能使用无风险供应吗？,Future State Questions,未来状态问题,7.,在定拍工序的上游，开发每天生产每种零件的能力,（希望到每班、每小时、每个托盘）,8.“What process improvements will be necessary?”,还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？,Can every process in the value stream build Every Product Every Day?,价值流的每个过程每天都能生产每一种产品吗？,Where can you reduce inventory to cut lead time?,哪里你能降低库存以减少提前期,1.Cut WIP first,then,先减少在制品，然后,2.Raw Material,then,原材料，然后,3.Finished Goods,成品4.SMED,快速换型,Overwhelming process improvement need illustrated by Value Stream Mapping.,强制性的过程改善应在价值流程图中表示,Fix the Information system!,搞定信息系统,Future State Questions,未来状态问题,Saw Cutting,Washing,Welding,Sub-assembly,Final Assembly,Shipping,Stamping,Customer,#mach=2,pcs/cycle=1,C/T=120 sec,C/O=0,uptime=90%,PCT=60 sec,APCT=66.7sec,yield=99%,#mach=1,pcs/cycle=60,C/T=360 sec,C/O=0,uptime=80%,PCT=6 sec,APCT=7.5sec,shifts=2,C/T=65-73 sec,C/O=1 hr,uptime=90%,yield=90%,#operator=1,C/T=60 sec,C/O=0,uptime=95%,yield=99%,#operator=2,C/T=62-66 sec,C/O=5 min,uptime=95%,yield=85%,#operator=1,C/O=1 hr,#shifts=2uptime=85%,#mach=1,C/T=4 sec,Part A=1000/wk,Part B=500/wk,Part C=500/wk,(400 pcs/day),10 Days Bar Stock,1800,2800,900,2800,1600,Weekly,Daily,Weekly,8 Days Coils,Suppliers,800,Weekly Schedule,Production Control,MRP,Daily Orders,30/60/90 Day Forecasts,Weekly Fax,6 Week Forecast,7 Days,10 Days,4 Days,4.5 Days,7 Days,2.3 Days,120 Secs,360 Secs,65-73 Secs,120 Secs,62-68 Secs,Total VA Time=727-741 secs,Total Lead Time=34.8 days,U-Shape Flow Cell,Path 2,Path 1,Path 1=8+2+7+2.3+7=26.3,Path 2=10+4+4.5+7+2.3+7=34.8,ExampleCurrent State VSM,当前价值流诊断例,ExampleCurrent State VSM,当前价值流诊断例,Kaizen Bursts,Process Boxes,Pink makes it easy to see inventory in the process,Dont Wait,不要等待,To“manage the exceptions”you need to plan,为了达到期望，你需要计划。,Tie into business objectives,和业务目标紧密结合,Break your future state into“loops”,将未来状态分成几个圈,Make a VS Plan:What to do by when,什么时候做什么,Now relate the FS Map to your layout,将未来状态图与你的布局图联系起来,VS Manager completes VS Review form in advance,价值流经理完成价值流评估表,Conduct VS Reviews walking the flow,沿着流程评估价值流,Plan and,Implementation,A Plan to Get There,到达目标的计划,Challenges,挑战,Distinction between flow of material and flow of information,物流和信息流的差别,Information moves with material,信息和物流一起流动。,Try to use them all anyway,尽量使用所有的概念,Takt time,Flow,Pull,Triggers,etc.,节拍，流，拉动，触发,Data boxes,数据盒,What data is important?,什么数据是重要的,Group needs to decide this,小组必须作出决定,S,uggest,提,示,To Complete the Cycle,It Helps to Understand the Past and Envision the Future,完成全部状态图会帮助理解过去和想象未来,Current state(where you