優(yōu)化生產(chǎn)中的物流活動--全體系生產(chǎn)提高(ppt)
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?
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 producing 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 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 solely 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).
Typically, one control operation receives the customers’ orders 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.
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備出現(xiàn)問題的時候，就會發(fā)生一些問題：
The result is excess inventory… 結(jié)果是導致過多的庫存…
…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 that 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 inventory 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 discussed 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.
出版了很多關于TPS的書籍和其它資料
Many have come to characterize TPS as “lean 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 author’s opinion or rational, 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 多余的庫存是一種浪費
Excess inventory hides problems
多余的庫存會隱藏一些問題
Our goal for materials management in NOS NOS資材管理的目標
The ideal state is a smooth flow of materials throughout 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 production 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 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
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同步生產(chǎn)
The Push System (cont.)”推動”
The Result導致:
The company must hold extra inventory among all processes.
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.
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.
Final Assembly receives a schedule and 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“供應超市”拉動生產(chǎn).縫紉和準備向“供應超市”補充部件.
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.
Markets “供應超市”
Markets are the storage locations for all the parts prior to going to the next operation.
“供應超市”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,那就可以設置此體系.
Cautions about Markets 關于“超市體系”的警告:
Don’t get caught up in other people’s philosophy.
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 設立“超市”的規(guī)則:
Have a storage location for every part.
為每一部件設立儲存區(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 設立超市需注意的幾點:
Have an overflow spot and a means to monitor.
設立庫存限制和監(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 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 combine into one.
盡量減少超市的數(shù)量,若有必要可先設立幾個小的超市,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.
所有相關人員需接受培訓以保證新體系的運作效率和成功。
Training (continued) 培訓
Remember who the audience is:
Production workers have little regard for how many turns the inventory makes…
Material handlers will not see inventory reduction as a benefit….
記住誰是培訓對象：
那些對庫存的影響不太關心的生產(chǎn)者…
看不到減少庫存會帶來收益的資材管理者…
Training (continued) 培訓
Design your training program(s) using the knowledge you
will gain in the system’s development.
運用你在實施NOS的過程中得到的經(jīng)驗來設計培訓內(nèi)容，
Keep it simple.
使培訓內(nèi)容簡潔易懂，
Give yourself enough time to handle the tough questions.
Respect the people’s concerns.
用足夠的時間來解決比較棘手的問題，尊重別人的意見。
Results of a Pull System 生產(chǎn)拉動體系的結(jié)果
In operations where the implementation has been successful, both the management and workforce believe the work environment to be “enhanced”
在拉動體系取得成功的那些環(huán)節(jié),無論是管理層還是工人都會認為他們的工作環(huán)境正在改善。

Results of a Pull System 生產(chǎn)拉動體系的結(jié)果
Where there has been little effort to make the system work, the plant typically has shortages and misses delivery windows.
若工廠沒有努力去實現(xiàn)拉動生產(chǎn)，就會出現(xiàn)部件投入不足和不能按照生產(chǎn)需要來搬運部件。

優(yōu)化生產(chǎn)中的物流活動--全體系生產(chǎn)提高(ppt)