1、Material Movement in a Lean Manufacturing Operation 優(yōu)化生產(chǎn)中的物流活動,Total Systems Development 全體系生產(chǎn)提高,JIT生產(chǎn)(準時,準量生產(chǎn)):,What is meant by the term, “Just-In-Time”? JIT生產(chǎn)意味著什么? Does it mean JIT Supply? 準時,準量供應(yīng)? Does it mean JIT Production? 準時,準量生產(chǎn)?,So, what is Just-In-Time?那么,什么是準時準量生產(chǎn)?,The concept of produc

2、ing the necessary units in the necessary quantities at the necessary time is described by the short-phrase “Just-In-Time”. JIT生產(chǎn)是:在必需時間內(nèi)生產(chǎn)必需數(shù)量的必需部品的概念.,For example.,In building shoes: The necessary subassemblies of the proceeding process (uppers and bottoms) should arrive at the assembly line at the

3、 time needed in the amounts needed. 舉例說明: 在生產(chǎn)成品鞋的時候:制鞋所必需的部件(鞋幫和鞋底)要準時,準量,準型號地到達制造車間.,If we achieve JIT: 如果我們做到準時,準量生產(chǎn):,Unnecessary inventories will be eliminated. 不必要的庫存就會消除 Stores and warehouses will not be needed. 儲存區(qū)和倉庫也可以取消 Material carrying costs will be diminished. 資材搬運成本降低,However.,To rely s

4、olely on a central planning approach that instructs the production schedules to all processes simultaneously is not likely to result in a JIT process for all operations. 但是：單純地依賴計劃生產(chǎn)的方法,使所有工序同步生產(chǎn)，并不能完全實現(xiàn)所有環(huán)節(jié)的準時，準量生產(chǎn).,Weekly Schedule每周生產(chǎn)計劃,Typically, one control operation receives the customers order

5、s and disseminates schedules.通常，生產(chǎn)控制部門接受客戶定單，然后制訂并傳達計劃.,Production Control 生產(chǎn)控制,Weekly Schedule每周生產(chǎn)計劃,Production Control 生產(chǎn)控制,The problem comes when a change is made either because the order changes or equipment breaks down.但是當定單有變化或設(shè)備出現(xiàn)問題的時候，就會發(fā)生一些問題：,庫存,庫存,庫存,庫存,The result is excess inventory結(jié)果是導致

6、過多的庫存,within the plant as Work-In-Process 在本車間工序內(nèi)積壓過多的庫存 suppliers sending in parts that are not needed 上一道工序發(fā)來的并不需要的部件,Additionally另外,We need extra floor space to store the material. 我們需要額外的空間來堆放材料 Need expeditors to satisfy the changes in schedule. 需要人力和時間投入來改變生產(chǎn)計劃 Run overtime to make up parts th

7、at we now need. 用加班時間來生產(chǎn)現(xiàn)在所需部件,Toyota rethought how to communicate schedules.豐田公司對調(diào)整生產(chǎn)計劃做了改進:,Toyota discovered a different way to manage their schedule, 豐田使用不同的方法來制訂調(diào)整生產(chǎn)計劃 They stopped trying to guess what the customer will want. 他們并不去猜想客戶的需求,Instead相反.,Each department had installed a small invento

8、ry of each product. 每個車間都保持少量的庫存 Downstream processes come to the supplying departments and take what it needs. 下一道工序到上一道工序去取他們所需部件 This allows the processes upstream to simply replace what was taken. 這樣,上一工序只要補充被取走的部件即可.,The Toyota Production System TPS豐田體系.,Is likely to be the most studied and dis

9、cussed operations program in the world. 是極可能被全世界研究和討論的體系 Numerous books and papers have been written about TPS. 出版了很多關(guān)于TPS的書籍和其它資料 Many have come to characterize TPS as “l(fā)ean production” or NOS. 許多人認為豐田體系(TPS)實際上就代表優(yōu)化生產(chǎn)或NOS,Lean Manufacturing (NOS) NOS優(yōu)化生產(chǎn),Regardless of any authors opinion or ration

10、al, all agree that the foundation of lean manufacturing (NOS) is the continual pursuit to eliminate waste. 盡管大家的觀點有些不一樣,但所有人都認為NOS的基礎(chǔ)是持續(xù)不斷地減少浪費 Waste is defined as anything that consumes resources or time, but does not add value to the product. 浪費是任何耗費資源或時間,但不增加產(chǎn)品價值的活動,Excess Inventory is Waste 多余的庫

11、存是一種浪費,Excess inventory hides problems 多余的庫存會隱藏一些問題,Poor Scheduling 計劃不力,Machine Breakdown 設(shè)備停機,Quality Problems 質(zhì)量問題,Line Imbalance 線內(nèi)不平衡,Long Set- Up Time 過長調(diào)整時間,Lack of House- Keeping 倉儲管理問題,溝通問題,Our goal for materials management in NOS NOS資材管理的目標,The ideal state is a smooth flow of materials thr

12、oughout our own factory 理想的狀態(tài)是物料在整個工廠內(nèi)順暢的流動. We want to tie together processes that are separated by large physical distances. 使那些有一定距離而相對分離的生產(chǎn)流程緊密結(jié)合起來 We need to improve communication in regards to material movement. 在物流方面要加強各工序間的溝通,The Push System”推動“生產(chǎn)體系,In traditional manufacturing, various prod

13、uction schedules are released to all processes; component making and assembly. 在傳統(tǒng)的生產(chǎn)中,各種生產(chǎn)計劃被傳達到各個工序,部件生產(chǎn)和組裝部門.,The Push System (cont.)”推動“,These part-making processes produce the parts in accordance to their schedules and transport the parts to the next process. 部件生產(chǎn)部門按照收到的計劃生產(chǎn)并把成品部件運送到下一道工序.,The

14、Push System (cont.)”推動“,This method makes it difficult to promptly adapt to changes. 這種方法使生產(chǎn)很難迅速對變化作出反應(yīng) Each production schedule must be changed at each process simultaneously. 每個工序的生產(chǎn)計劃都必需同時變化以適應(yīng)同步生產(chǎn),The Push System (cont.)”推動”,The Result導致: The company must hold extra inventory among all processes

15、. 公司不得不在各個工序保持額外的庫存 This creates an imbalance of stock between processes. 各工序間的庫存達不到平衡,The Pull System “拉動”生產(chǎn)體系,In contrast, in a PULL SYSTEM, each process will withdraw the parts it needs from the proceeding process. 相反, “拉動”生產(chǎn)體系要求各個工序僅需從上一道工序提取自己所需要的部件.,Supplying Process 供應(yīng)工序,Customer Process 客戶工序

16、,“生產(chǎn)”指示板,“拒收”指示板,The Pull System (cont.)”拉動”體系,Since only the final-assembly process can accurately know the necessary timing and quantity of parts required, they are the only ones to receive a schedule. 因為只有制造準確地了解所需時間和部件數(shù)量,以只要制造收到生產(chǎn)計劃即可.,Weekly Schedule每周生產(chǎn)計劃,Final Assembly receives a schedule and

17、 pulls from the Market Place. Stitching and Stock-fit replenishes the Market Place. 制造接受生產(chǎn)計劃,并借助“供應(yīng)超市”拉動生產(chǎn).縫紉和準備向“供應(yīng)超市”補充部件.,Production Control 生產(chǎn)控制,The Pull System (cont.)”拉動”體系,With the schedule, the final-assembly goes to the supplying departments and withdraws what parts are needed. 根據(jù)生產(chǎn)計劃,制造到供應(yīng)

18、車間去提取所需部件.,The Pull System (cont.)”拉動“生產(chǎn),The preceding operation then produces the replacements of the parts withdrawn by the subsequent process. 這樣,前一道工序開始生產(chǎn)被下一道工序提走的部件以補充所需.,“生產(chǎn)”指示板,“拒收”指示板,Markets “供應(yīng)超市”,Markets are the storage locations for all the parts prior to going to the next operation. “供應(yīng)

19、超市”是為下一道工序儲存所需各種部件的區(qū)域. Markets simply are organized collections of purchased parts and work-in-process. 組建“供應(yīng)超市”只是為了搜集購買的部件和線上的庫存. If parts are already stored in your plant, then you can construct markets. 如果工廠內(nèi)有儲存部件,那就可以設(shè)置此體系.,Cautions about Markets關(guān)于“超市體系”的警告:,Dont get caught up in other peoples p

20、hilosophy. 不要受別的觀點的影響: Markets do not have to be located next to the receiving docks. 超市不一定要靠近部件接受區(qū) Markets do not have to be large in size. 規(guī)模不一定很大 You can have several mini-markets if space is difficult to get. 若空間不夠,可設(shè)多個分散的小超市. Use your own common sense 運用自己的常識來解決問題!,Rules for developing Markets設(shè)

21、立“超市”的規(guī)則:,Have a storage location for every part. 為每一部件設(shè)立儲存區(qū) Determine the maximum of any one part that will be stored. 為任一需儲存部件設(shè)立最大庫存標準 Provide adequate storage space. 提供合適的儲存區(qū)域 Safety is a priority. 要優(yōu)先考慮安全因素.,Lessons Learned about Markets設(shè)立超市需注意的幾點:,Have an overflow spot and a means to monitor. 設(shè)

22、立庫存限制和監(jiān)控方法 Try to reserve spaces for future parts. 提前考慮，為以后的部件留出儲存空間 Preferably, do not store the same part in more than one location. 同一部件最好儲存在一個區(qū)域 Make sure aisle ways can accommodate forklifts. 保證過道可容納或通行搬運工具.,Determine customer demand確定客戶需求,Takt time is a reference number that gives you a sense

23、for the pace at which each process needs to be producing. TAKT 節(jié)拍時間為了解并調(diào)整各個工序的生產(chǎn)速度提供參考依據(jù) To calculate takt time, divide the available time by the customer demand. 用可利用的生產(chǎn)時間除以客戶需求量， 即為節(jié)拍時間.,For our plant對我們公司來說:,One shift is nine hours there is one 60-minute lunch 9小時一個班次,其中有1個小時的就餐休息時間 Work-time 工作時

24、間 8Hrs. X 60min/hr = 480 minutes 8小時 X 60 = 480分鐘 480 minutes per shift There is 28,800 seconds per shift 480分鐘每個班次,即28,800秒每個班次,Customer demand客戶需求,The customer needs 2,000 pairs each day. 客戶每天需要2,000足鞋 We work one shift each day in Assembly, 6 days per week. 制造車間每天一個班次,每周工作6天 Customer demand is 客戶

25、的需求是: 2,000 Pairs / 28,800 sec 2,000足 / 28,800秒 or 1 PAIR every 14.4 seconds 或每14.4秒需要產(chǎn)一足鞋,Market setups and locations供應(yīng)超市準備和位置選定,Locate space within the plant that can be used as a market(s). 選定公司可作為超市的位置 Minimize the number of markets. If may be necessary to start with several small ones, later to

26、 combine into one. 盡量減少超市的數(shù)量,若有必要可先設(shè)立幾個小的超市,以后再合并成大的超市.,Manpower and equipment needed人員和設(shè)備要求,Parts are delivered to the line by Material Handlers using hand-carts. 搬運人員用手推車將部件運到生產(chǎn)線 The Material Handler has a designated route that covers all the stations he (or she) is responsible for. 搬運人員按照指定的運輸路線負

27、責自己的工作區(qū)域 He delivers all parts needed on that delivery cycle, retrieves all empty containers 搬運人員必須循環(huán)搬運所需部件,并取回空的部件箱,Training 培訓,The people who are affected by the new system need to understand why the company has implemented the program. 新體系所涉及到的人員需要懂得為什么公司實施此體系 Those who are to support it must understand how it works. 支持新體系的人員需懂得體系是怎樣運作的 All people must receive adequate training in order for the system to be both robust and successful. 所有相關(guān)人員需接受培訓以保證新體系的運作效率和成功。,超市,Training (continued)