1、Hangzhou,20.7.3,CaoMin,Nr.1,11.1JIT準(zhǔn)時(shí)生產(chǎn)的實(shí)質(zhì),Motive:exposesandeliminateswaste,andcontinuingimprovementNeedtoreducecost,Hangzhou,CaoMin,TypesofWaste,OverproductionWaitingTransportationInventoryInefficientprocessingUnnecessarymotion/movementProductdefects,凡是超出增加產(chǎn)品價(jià)值所絕對(duì)必要的最少量的設(shè)備、材料、零件和工作時(shí)間的部分，都是浪費(fèi)Wasteis

2、anythingotherthantheminimumamountofequipment,materials,parts,space,andworkerstime,whichareabsolutelyessentialtoaddvaluetotheproduct.ShoichiroToyodaPresident,Toyota,Hangzhou,20.7.3,CaoMin,Nr.3,InventoryHidesProblemsinProductionandOperationsManagement,waterlevelmustbereduced,Hangzhou,20.7.3,CaoMin,Nr.

3、4,JITphilosophy,JustinTime:producingwhatthenextdownstreamworkstationsneedJITisamanagementphilosophyofcontinuousandforcedproblemsolving.Suppliesandcomponentsarepulledthroughsystemtoarrivewheretheyareneededwhentheyareneeded.delivertherightproduct,inrightqualityandrightstatus,intherightquantity,attheri

4、ghtprice,intherightplace,attherighttime,torightpeople,withoutanywaitinganddisjointfromthesupplierstointernalprocess.Goals:zeroinventory,zerodefects,zerosetups,zerowasteshortentheresponsetimetocustomerneedcontinuingwasteelimination,Hangzhou,20.7.3,CaoMin,Nr.5,JIT:stocklessproduction,aidealstandard,al

5、imitwithzeroactualproductioncanneartoitillimitably,butnevertouchit.improvementbecomescontinuingbecauseofthelimitamethodcontinuingimprovementreduceinventory-exposeproblemsandbottlenecks-solvetheproblems-reduceinventory-.aprocessofinfiniteloop,Hangzhou,20.7.3,CaoMin,Nr.6,11.2KanbanSystem,Whatiskanban?

6、developedatToyota1950stomanagelinematerialflows.Kanban(Kan=card,Ban=signal)simplemovementsystem“cards”tosignal&communicatereorderinformationboxes/containerstotake“l(fā)ots”ofpartsfromoneworkstationtoanother.Serveronlydeliverscomponentstoclientworkstationas&whenneeded(called/pulled).minimisestorageinthep

7、roductionarea.Workstationsonlyproduce/delivercomponentswhencalled(theyreceivecard+emptycontainer).Thework-stationproducesenoughtofillthecontainerKanban=anauthorizationtoproducemoreinventoryWethuslimittheamountofinventoryinprocess.,Hangzhou,CaoMin,JITandDemand-Pull,Customer,Supplier,Supplier,Supplier

8、,Supplier,FinalAssembly,Subass,Subass,Call(Kanban)&Pull,Pushsystem:materialispushedintodownstreamworkstationsregardlessofwhetherresourcesareavailablePullsystem:materialispulledtoaworkstationjustasitisneeded,PushversusPull,Hangzhou,20.7.3,CaoMin,Nr.8,Toyotadual-cardKanbansystem,ProductionKanban:thene

9、edtopurchasemorepartsConveyanceKanban:theneedtowithdrawpartsfromoneworkcenteranddeliverthemtothenextworkcenterNotallcompaniesusethekanbancardsfortheirpullsystems.Manycompaniessimplyuselabelstoidentifythatacontainerisemptyoruseareasintheirwarehousesorproductiondepartmentstoidentifyacontainerisemptyan

10、dneeds.,Hangzhou,20.7.3,CaoMin,Nr.9,FunctionofKanban,Providesproductionand/ortransportationinformation.Preventsoverproductionandexcessivetransportation.ServesasaworkorderindicatingwhathasbeenproducedandidentifiesthephysicalproductRevealsexistingproductionproblemsandmaintainsinventorycontrol,Hangzhou

11、,20.7.3,CaoMin,Nr.10,ProcuctionKanban,WS:A-14PartNr.:NK-200406Partname:BraceParttyp:KEI-7066,WS:A-14PartNr.:NK-200406Partname:BraceParttyp:KEI-7066,ConveyanceKanban,Hangzhou,20.7.3,CaoMin,Nr.11,DiagramofKanbancontrol,upstreamWS#1,downstreamWS#2,WIPinventory,partsflow,Productionkanbanandemptycontaine

12、r,Productionkanbanandfullcontainer,Conveyancekanbanandemptycontainer,Conveyancekanbanandfullcontainer,Hangzhou,20.7.3,CaoMin,Nr.12,RulesofKanban,KanbanmustbeattachedtotheactualcontainersofpartsPartsarenevertobeproducedorconveyedwithoutaKanbanThedownstreamprocessdrawsonlywhatisrequiredbytheKanbanfrom

13、upstreamprocesses.TheupstreamprocessproducesitemsinthequantityandthesequenceindicatedbytheKanban.Neversenddefectiveproductstodownstreamprocesses,Hangzhou,CaoMin,k=No.ofkanbansincardsetd=AverageNo.ofunitsdemandedovertheperiodL=leadtimetoreplenishorder(sameunitsoftimeasdemand)S=Safetystockas%ofdemandd

14、uringleadtimeC=Containersize,HowmanyKanbans?,Eachcontainer=minimumreplenishmentlotsize.Calculateleadtimerequiredtoproduceacontainer,Hangzhou,CaoMin,Example,Aswitchisassembledinbatchesof4unitsatan“upstream”workarea.deliveredinabintoa“downstream”control-panelassemblyareathatrequires5switchassemblies/h

15、our.Theswitchassemblyareacanproduceabinofswitchassembliesin2hours.Safetystock=10%ofneededinventory.,2.75-3,4,5(2)(1.1),=,=,=,C,dL(1+S),Hangzhou,20.7.3,CaoMin,Nr.15,ProductionKanbanControltheWIPQuantity,C-Kanban,P-Kanban,C-Kanbanroutingprocess,P-Kanbanroutingprocess,P-Kanban,P-Kanban,C-Kanban,C-Kanba

16、n,C-Kanban,WS1,WS2,WS3,entrance,entrance,entrance,Hangzhou,CaoMin,MinimizingWaste:KanbanControlSystem,BinPartA,BinPartA,MachineCenter,AssemblyLine,MaterialFlowCard(signal)Flow,withdrawalkanban,productionkanban,Hangzhou,20.7.3,CaoMin,Nr.17,11.3Pre-ConditionsofJIT組織準(zhǔn)時(shí)生產(chǎn)的條件,LevelSchedulestoreducethefin

17、ished-goodsinventoryreducetheset-uptimeSetuptheJITmanufacturecelland“5S”activitiesJITPurchasingQualityguarantee,Hangzhou,20.7.3,CaoMin,Nr.18,A,A,A,B,B,B,C,JITSmallLots,Large-LotApproach,Time,Time,A,A,B,B,B,C,A,A,A,B,B,B,B,B,B,C,C,JITproducessameamountinsametimeifsetuptimesarelowered.,SmallversusLarg

18、eLots,Smalllotsalsoincreaseflexibilitytomeetcustomerdemands,Hangzhou,20.7.3,CaoMin,Nr.19,Levelschedulestoreducethefinished-goodsinventory,Example:A400,B300,C200,D100everymonthA400-B300-C200-D100,productionfrequencyeverymonth:1A100-B75-C50-D25,productionfrequencyeverymonth:4AAAA-BBB-CC-D,productionfr

19、equencyeverymonth:100ABCABCABAD,frequencyA:400,B:300,C:200,D:100achievetheLevelschedulesSupplythevaryproductsatanymoment,reducethefinished-goodsinventorySetuptimeat1/4,1/100,1/1000torecoup,Hangzhou,20.7.3,CaoMin,Nr.20,Reducetheset-uptime,盡可能在機(jī)器運(yùn)行時(shí)進(jìn)行調(diào)整準(zhǔn)備setupduringthemachinerunning50%盡可能消除停機(jī)時(shí)的調(diào)整時(shí)間red

20、ucethesetuptimeatthemachinestoptime進(jìn)行人員培訓(xùn)personneltraining對(duì)設(shè)備和工藝裝備進(jìn)行技術(shù)上的改造Equipmentdevelopment,Hangzhou,20.7.3,CaoMin,Nr.21,SetuptheJITmanufacturecelland“5S”activities建立多功能制造單元,實(shí)行準(zhǔn)時(shí)生產(chǎn)的第一步是“把庫房搬到廠房里”，使問題明顯化第二步是不斷減少工序間的在制品庫存，“使庫房逐漸消失在廠房中”將設(shè)備重新排列，使每個(gè)零件從投料、加工到完工都有一條明確的流動(dòng)路線多功能制造單元是按產(chǎn)品對(duì)象布置的，一個(gè)制造單元配備有各種不同的

21、機(jī)床，可以完成一組相似零件的加工。機(jī)器數(shù)按最高負(fù)荷配置多功能制造單元的特征：零件是一個(gè)一個(gè)地而不是一批一批地經(jīng)過各種機(jī)床加工的工人隨著零件走，從零件進(jìn)入單元到加工完離開單元，始終是一個(gè)工人操作。工人不是固定在某臺(tái)設(shè)備上，而是逐次操作多臺(tái)不同的機(jī)器多功能制造單元具有很大的柔性與直線型比較，工人行走路線短,Hangzhou,20.7.3,CaoMin,Nr.22,U-型生產(chǎn)單元,直線型,入口,出口,Hangzhou,20.7.3,CaoMin,Nr.23,“5S”activities,Sort/Settle：整理是區(qū)分要與不要，將不需要的東西及時(shí)清理出現(xiàn)場；Straighten/Simplify：

22、整頓是對(duì)整理后需要的物品進(jìn)行合理擺放；Sweep/Scavenge：清掃是清除垃圾、油水、雜物、鐵屑等；Standardize/Sanitary：清潔是維持整理、整頓、清掃的狀態(tài)，使設(shè)備、工藝裝備、工位器具、零件無污物，環(huán)境清潔美化；Schooling/Self-discipline：素養(yǎng)是通過前“4S”，使人們的道德觀念和紀(jì)律得到加強(qiáng)，養(yǎng)成良好的習(xí)慣。Safety：安全Support/Maintenance：維護(hù),Hangzhou,20.7.3,CaoMin,Nr.24,JITPurchasing,eliminationofrawmaterialandoutsourcingpartsinve

23、ntoryismoredifficultthanWIPinventory.Itsdependentnotonlyoninternealbutalsoexternalsuppliers.mostactivitiesdontaddvalue.GoalsofJITpurchasingistoeliminatethesewastes.Selectionofthesuppliers:quality,cooperation,technicalcompetition,geographicallocationandprice選擇盡量少的、合格的供應(yīng)商，建立新型的關(guān)系建立長期的、互利的合作伙伴關(guān)系供應(yīng)商具有較好的設(shè)備、技術(shù)條件和較好的管理水平，可以保證準(zhǔn)時(shí)供貨，保證質(zhì)量選擇盡量少的供應(yīng)廠家距離比較近，小批量多次運(yùn)輸將供應(yīng)商分層次，便于管理,Hangzhou,20.7.3,CaoMin,Nr.25,Qualityguarantee從根源上保證質(zhì)量,質(zhì)量是實(shí)行準(zhǔn)時(shí)生產(chǎn)的保證，要實(shí)行準(zhǔn)時(shí)生產(chǎn)，必須消除不合格品一開始就把必要的工作做正確，強(qiáng)調(diào)從