1、盧思華：管理之父彼得德魯克管理實(shí)際資深研討專家曾任國(guó)內(nèi)上市公司副總裁華商縱橫國(guó)際咨詢集團(tuán)集團(tuán)副總裁成都華商縱橫企業(yè)管理咨詢高級(jí)顧問中國(guó)指點(diǎn)力訓(xùn)練巨匠中國(guó)執(zhí)行力培訓(xùn)巨匠成都蜀之源酒業(yè)年年顧問成都愛凡家具年年顧問成都宏立機(jī)械年年顧問擅長(zhǎng)培訓(xùn)：擅長(zhǎng)咨詢：企業(yè)戰(zhàn)略咨詢咨詢企業(yè)營(yíng)銷咨詢專賣店連鎖加盟咨詢集團(tuán)管控咨詢績(jī)效管理考核體系設(shè)計(jì)薪酬管理體系設(shè)計(jì)企業(yè)執(zhí)行力咨詢?cè)嘤?xùn)輔導(dǎo)企業(yè)： 河南黃河集團(tuán)、重慶隆鑫摩托、北京合眾思?jí)?、?guó)美電器、河南森源電器、河南奔馬農(nóng)用車、迅捷通訊、四川三旺集團(tuán)、重慶三華工業(yè)、新聯(lián)山鋼鐵集團(tuán)、成都冶金實(shí)驗(yàn)廠、成都宏立機(jī)械、成都鑫澤機(jī)械、成都華明集團(tuán)、成量工具、成都雙虎家私、成都飛機(jī)

2、集團(tuán)、成都蜀之源酒業(yè)、愛凡家具、萬良菌業(yè)等上百家企業(yè)手機(jī)：82259258 ：228508696看板系統(tǒng) Kanban 定義看板卡系統(tǒng)是以手工傳送的，傳達(dá)補(bǔ)貨物料需求信息的物流管理方法看板系統(tǒng) Kanban目的為運(yùn)用體積小的、分量輕的、手工處置的料箱補(bǔ)貨所需物料提供前提8. 工具八：看板系統(tǒng) (Kanban)大野耐一構(gòu)建了2個(gè)概念POU運(yùn)用點(diǎn)Point of Use (客戶或下工序處)2 Bin System雙箱制(供應(yīng)商或上工序處)實(shí)現(xiàn)2個(gè)“實(shí)時(shí)控制賬實(shí)一致消費(fèi)方案看板的類型取料看板WK-Withdrawal Kanban用于出庫消費(fèi)看板PK-Production Kanban用于入庫看板=

3、信號(hào)精益消費(fèi)系統(tǒng)運(yùn)用“一張卡片式的看板運(yùn)料車或料架或包裝區(qū)可以替代看板卡，料車/料箱本身就是看板條形碼可以替代看板卡，近期“電子看板開場(chǎng)時(shí)興無論運(yùn)用什么類型的看板，運(yùn)用規(guī)那么是一樣的8. 工具八：看板(Kanban)Kanban看板到達(dá) 最優(yōu)庫存控制看板系統(tǒng)流程 Kanban System Flow步驟 Steps:裝配線將WC-2廢品拉向裝配線超市Assy pulls WC-2 FG to Assy Supermarket消費(fèi)看板取代廢品零件Production kanban to replace FG parts運(yùn)用WC-2的原料消費(fèi)零件RM for WC-2 used to produc

4、e partsWC-1廢品移向WC-2原料的位置WC-1 FG moved to WC-2 RM position消費(fèi)看板取代廢品零件 Production kanban to replace FG parts運(yùn)用WC-1的原料消費(fèi)零件 RM for WC-1 used to produce parts從供應(yīng)商FromVendor至裝配線ToAssembly6 5 4 3 2 1消費(fèi)看板ProductionKanban取料看板WithdrawalKanban取料看板 Withdrawal Kanban步驟 Steps:當(dāng)零件分開后道工序時(shí)(從原料至WC#2)，將其看板卡拿開Remove the

5、 card from parts as they leave the following process (RM to WC#2)從前面流程(WC#1)拿取新零件Pick up new parts from the preceding process (WC#1)交換看板 Exchange the kanban將新零件交給后道工序WC#2Deliver the new parts to the following process WC#2從供應(yīng)商FromVendor至裝配線ToAssembly消費(fèi)看板 Production Kanban步驟 Steps:從即將交給后道工序的一批零件里拿開消費(fèi)看

6、板Production kanban is removed from a batch of parts that will be delivered to the following process將消費(fèi)看板放在派工單上，作為任務(wù)中心進(jìn)展消費(fèi)的信號(hào)和方案Production kanban is placed on dispatch post in order to signal and schedule production in the work center將消費(fèi)看板放在新消費(fèi)出來的零件上，作為任務(wù)中心的廢品儲(chǔ)存Production kanban is placed on newly pr

7、oduced parts and stored as finished goods in work center從供應(yīng)商FromVendor至裝配線ToAssembly看板卡 Kanban Cards三種根本的看板類型 3 Fundamental Kanban Types:1. 消費(fèi)看板 Production kanban流程內(nèi)看板 In-process kanban信號(hào)看板 Signal kanban取料看板 Withdrawal kanban流程間看板 Inter-process kanban供應(yīng)商看板 Supplier kanban特殊看板 “萬用卡 Special kanban “wi

8、ld cards一次性運(yùn)用，由物料經(jīng)理簽發(fā)Used one time only and issued by Materials Mgr. “看板可以因各個(gè)工廠的需求作些改動(dòng)“Kanban variations are based on individual plant needs取料看板 Withdrawal Kanban流程間看板 Inter-Process Kanban:發(fā)出從前面流程拿取零件的指令Delivers order for parts from a preceding process規(guī)定定從工位A發(fā)到工位B之零件的數(shù)量和型號(hào)Specifies quantity and type

9、 of parts to deliver from Location A to Location B供應(yīng)商看板 Supplier Kanban:與流程間看板一樣，只是它發(fā)出的是要外部供應(yīng)商運(yùn)送物料的指示Same as inter-process kanban, except it signals conveyance of a part from an outside supplier流程間取料看板卡Withdrawal Kanban Card Inter-Process供應(yīng)商取料看板卡Withdrawal Kanban Card Supplier流程內(nèi)看板 In Process Kanban

10、給任務(wù)中心發(fā)出消費(fèi)指示Provides production instructions for the work center通知工人待消費(fèi)零件的準(zhǔn)確數(shù)量和型號(hào)Tells the workers exactly the quantity and the type of part to produce用于只消費(fèi)一個(gè)零件代號(hào)或換模時(shí)間最短的任務(wù)中心Used for work centers that produce only one part number or have minimal setups消費(fèi)看板 Production Kanban流程內(nèi)看板 In Process Kanban消費(fèi)看板

11、 Production Kanban信號(hào)看板 Signal Kanban給要換模的多產(chǎn)品任務(wù)中心發(fā)出消費(fèi)指示Provides production instructions for a multi-item work center where die changes are necessary而且通知工人待消費(fèi)零件的數(shù)量和型號(hào)Also tells the worker the quantity and type of parts to produce特殊看板卡 “萬用卡 Special Kanban Cards- “Wild Cards一次性而且不可反復(fù)運(yùn)用的看板卡Cards used for

12、 one-time usage & are non-repetitive為一次性運(yùn)用而填寫，完成零件后將其作廢Cards are created for one-time usage and are destroyed after part is completed看板卡隨零件流向各個(gè)工位(類似于MRP里的任務(wù)單)Card travels with the part throughout all operations (similar to MRP work order)只需一個(gè)指定人士比如總排期員才有權(quán)發(fā)出Only one “designated person such as Master

13、Scheduler shall be authorized to issue.要與其他看板卡區(qū)別開來(例如顏色)，方便識(shí)別，提示人們這是一次性運(yùn)用的看板卡Differentiate this card (E.g. color) for visibility and constant reminder as to its one time use流程內(nèi)看板數(shù)量Number of Kanban In-Process換模時(shí)間最短 Minimal Set-Ups運(yùn)作周期時(shí)間 = 加工時(shí)間 + 等待時(shí)間 + 運(yùn)輸時(shí)間 + 搜集看板時(shí)間Lead time = Processing Time + Wait

14、Time + Conveyance Time + Kanban Collecting Time總的看板數(shù)量平均每日需求 x 運(yùn)作周期時(shí)間 x (1 + 平安系數(shù))每箱數(shù)量信號(hào)看板數(shù)量Number of Kanban Signal外部換模時(shí)間較長(zhǎng) Long External Set-Ups備注：進(jìn)到整數(shù)Note: Always round up to the next highest integer每箱數(shù)量必需小于一天的用量，而且要思索客戶物料的擺放、分量、消費(fèi)線間距等要素Container quantity should be less than 1 days usage & take int

15、o consideration customer material presentation, weight, line space, etc.每箱數(shù)量信號(hào)位置平均每日需求 x 運(yùn)作周期時(shí)間 x (1 + 平安系數(shù))總的看板數(shù)量每箱數(shù)量每月需求每月?lián)Q模次數(shù)每日需求 x 平安系數(shù))舉例 流程內(nèi)看板Example In-Process Kanban平均每日需求 = 100件/天Average Daily Leadtime = 100 pcs/day運(yùn)作周期時(shí)間 = 2天 Lead time = 2 days平安系數(shù) = 0.1 Safety Coefficient = 0.1每箱數(shù)量 = 15件

16、Container Quantity = 15 pcs看板數(shù)量15件/箱(100件/天) x (2天) x (1 + 0.1)15張看板卡舉例 信號(hào)看板Example Signal Kanban每月需求 = 2,000件/月Monthly Demand = 2000 pcs/month每月?lián)Q模次數(shù) = 4次/月 Monthly # Set-ups = 4/month每天需求 = 100件/天 Daily Demand = 100 pcs/day平安系數(shù) = 0.1 Safety Coefficient = 0.1每箱數(shù)量 = 15件/箱Container Quantity = 15 pcs/c

17、ontainer看板數(shù)量34張看板卡信號(hào)位置15張看板卡看板系統(tǒng) Kanban System勝利的關(guān)鍵 Keys to Success:盡量減少看板數(shù)量，配合目前消費(fèi)方案Minimize the number of kanban used to match the current production plan盡量減少每箱零件數(shù)量 信息至少必需每天流動(dòng)Minimize the number of parts per container the information must flow at least daily!必需不斷拿開看板卡Kanban should be picked up fre

18、quently每個(gè)零件至少要有兩個(gè)看板卡 假設(shè)這樣的話，每箱的數(shù)量要相應(yīng)減少There should never be less than 2 kanban per part If so, the container quantity should be reduced看板規(guī)那么總結(jié) Summary Kanban Rules在適當(dāng)?shù)臅r(shí)間點(diǎn)從前面工序取出必要數(shù)量的產(chǎn)品Withdraw necessary products from preceding process in necessary quantities at the necessary point in time按后道工序取走的產(chǎn)品數(shù)

19、量進(jìn)展消費(fèi)Produce in quantities withdrawn by the next process 沒有看板就不進(jìn)展消費(fèi)或運(yùn)輸No production or conveyance is done without kanban看板必需附在實(shí)踐的零件上Kanban must be attached to the actual parts決不可移交不良品給后道工序Defective products should never be passed to the next process假設(shè)消費(fèi)方案發(fā)生變化(產(chǎn)品組合或產(chǎn)量)，發(fā)出的看板卡也要作相應(yīng)的改動(dòng)(最好每季進(jìn)展審查)As the

20、production plan changes (mix or volume) the number of kanban cards issued must be changed. (typ. Qtrly review)重新設(shè)定看板數(shù)量就是改善的一個(gè)極好例子：發(fā)現(xiàn)和消除浪費(fèi)Resetting kanban sizes is a good example of kaizen:The discovery and elimination of waste.看板總結(jié) 主要效果Summary Kanban Key Deliverables看板 Kanban防止過量消費(fèi) Prevents overprod

21、uction在任務(wù)中心之間傳送消費(fèi)指示Conveys production instructions between work centers提供目視控制方法 Provides visual controls改善消費(fèi)流程更加容易Makes it easier to make improvements in the production process協(xié)助定義和規(guī)范化各任務(wù)流程Helps to define and standardize each work process隨著“執(zhí)行可靠性的添加，看板庫存數(shù)量也會(huì)更加易于降低，由于價(jià)值流里的“浪費(fèi)消除了和/或“需求添加了As “execution

22、 reliability increases, kanban inventory can be easily decreased as “waste is removed from the Value Stream and/or “Demand increases看板總結(jié) 更多思索要素Summary Kanban Additional Points to Consider看板可使Kanban fosters:整個(gè)看板流程的完全可信度100% credibility throughout Kanban process因缺料而“趕不上節(jié)拍的情況大大減少Drastic reduction in “m

23、issed Takt time due to lack of material availability早期有效地發(fā)出能夠缺料的警告，以采取必要的整改行動(dòng)Early & sufficient warning on potential material outages to permit corrective action更容易目視控制庫存和物流E-Z Visual control of Inventory & material Flow流程驅(qū)動(dòng)、自我加強(qiáng)、用戶友好、容易培訓(xùn)，滿足審核Process Driven, self reinforced and user-friendly, Easy

24、to train and audit compliance易于未來擴(kuò)展到其他地域Easy to use for future expansion into other areas教育人人有責(zé)遵照流程Everyone should be taught and held responsible to follow process看板卡要便于識(shí)別、耐用。(難于造假！)盡量運(yùn)用規(guī)范的看板卡尺寸Kanban card should be highly visible, distinctive & durable. (difficult to counterfeit!). Try to use stand

25、ard card stock size.看板卡物料續(xù)供的優(yōu)先次序是先進(jìn)先出(偶有例外)Kanban card satisfaction priority for replenishment is first in first out (with a few exceptions) 看板管理工具：展現(xiàn)板、挪動(dòng)次數(shù)、郵箱、行走道路Kanban Management Tools: Boards, Movement Times, Mail Boxes and “foot prints.超市拉動(dòng)系統(tǒng)每個(gè)貨架上的物品有規(guī)范定量客戶只購買其需求的物品，超市管理員將貨架填滿.供應(yīng)商根據(jù)銷售情況補(bǔ)貨沒有空間來放

26、置過量的貨品很多物品是易腐爛的(如水果、牛奶等)工廠拉動(dòng)系統(tǒng)把物料看作是易腐爛的(如零部件、在制品等)控制批量的數(shù)量，以有助于對(duì)需求進(jìn)展快速反響下一道工序只從上一道工序拿他所需求的產(chǎn)品每道工序有定量的WIP，當(dāng)WIP到達(dá)給定限制時(shí)，操作員應(yīng)“無事可干拉動(dòng)系統(tǒng)5S+目視管理5S program in place including visual mgt. tools后道工序拉動(dòng)Pick up by the following process遵守消費(fèi)指示+規(guī)范化任務(wù)Adhere to production instructions & standardized work裝配線有節(jié)拍時(shí)間，看板卡按“固定 時(shí)間挪動(dòng)Assembly line should have pacemaker set to takt time and Kanban ticket movement operates on a “fixed schedule快速換模(SMED)，換模時(shí)間開場(chǎng)“計(jì)入補(bǔ)貨周期內(nèi)，最終必需小于10分鐘Setup times must be “considered in the initial replenishme