[精选]精益生产培训课程17727.pptx

Beni AsllaniBeni AsllaniUniversity of Tennessee at ChattanoogaUniversity of Tennessee at ChattanoogaLean ProductionOperations Management-5th EditionChapter 15Roberta Russell&Bernard W.Taylor,IIIRoberta Russell&Bernard W.Taylor,IIICopyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Lecture OutlinewBasic Elements of Lean ProductionBasic Elements of Lean ProductionwBenefits of Lean ProductionBenefits of Lean ProductionwImplementing Lean ProductionImplementing Lean ProductionwLean ServicesLean Services2 2Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Lean ProductionwDoing more with less inventory,fewer Doing more with less inventory,fewer workers,less spaceworkers,less spacewJust-in-time(JIT)Just-in-time(JIT)n nsmoothing the smoothing the flow flow of material to arrive of material to arrive just as it is neededjust as it is neededn n“JIT”and“Lean Production”are used“JIT”and“Lean Production”are used interchangeablyinterchangeablywMudaMudan nwaste,anything other than that which waste,anything other than that which adds value to the product or serviceadds value to the product or service3 3Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Waste in Operations4 4Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Waste in Operations(cont.)5 5Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Waste in Operations(cont.)6 6Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Basic Elements1.1.Flexible resourcesFlexible resources2.2.Cellular layoutsCellular layouts3.3.Pull production systemPull production system4.4.Kanban production controlKanban production control5.5.Small lot productionSmall lot production6.6.Quick setupsQuick setups7.7.Uniform production levelsUniform production levels8.8.Total productive Total productive maintenancemaintenance9.9.Supplier networksSupplier networks7 7Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Flexible ResourceswMultifunctional workersMultifunctional workersn nperform more than one jobperform more than one jobn ngeneral-purpose machines perform general-purpose machines perform several basic functionsseveral basic functionswCycle timeCycle timen ntime required for the worker to complete time required for the worker to complete one pass through the operations one pass through the operations assignedassignedwTakt timeTakt timen npaces production to customer demandpaces production to customer demand8 8Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Standard Operating Routine for a Worker9 9Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Cellular LayoutswManufacturing cellsManufacturing cellsn ncomprised of dissimilar machines brought comprised of dissimilar machines brought together to manufacture a family of partstogether to manufacture a family of partswCycle time is adjusted to match takt time Cycle time is adjusted to match takt time by changing worker pathsby changing worker paths1010Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Cells with Worker Routes1111Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Worker Routes Lengthen as Volume Decreases1212Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Pull SystemwMaterial is pulled through the system when Material is pulled through the system when neededneededwReversal of traditional push system where Reversal of traditional push system where material is pushed according to a schedulematerial is pushed according to a schedulewForces cooperationForces cooperationwPrevent over and underproductionPrevent over and underproductionwWhile push systems rely on a predetermined While push systems rely on a predetermined schedule,pull systems rely on customer schedule,pull systems rely on customer requestsrequests1313Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.KanbanswCard which indicates standard quantity Card which indicates standard quantity of productionof productionwDerived from two-bin inventory systemDerived from two-bin inventory systemwMaintain discipline of pull productionMaintain discipline of pull productionwAuthorize production and movement of Authorize production and movement of goodsgoods1414Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Sample Kanban1515Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Origin of Kanbana)Two-bin inventory systema)Two-bin inventory systemb)Kanban inventory systemb)Kanban inventory systemReorder Reorder cardcardBin 1Bin 1Bin 2Bin 2Q-RKanbanKanbanRRQQ=order quantity=order quantityR R=reorder point-demand during lead time=reorder point-demand during lead time1616Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Types of KanbanwProduction kanbanProduction kanbann nauthorizes production of authorizes production of goodsgoodswWithdrawal kanbanWithdrawal kanbann nauthorizes movement of authorizes movement of goodsgoodswKanban squareKanban squaren na marked area designated a marked area designated to hold itemsto hold itemswSignal kanbanSignal kanbann na triangular kanban a triangular kanban used to signal used to signal production at the production at the previous workstationprevious workstationwMaterial kanbanMaterial kanbann nused to order material in used to order material in advance of a processadvance of a processwSupplier kanbanSupplier kanbann nrotates between the rotates between the factory and suppliersfactory and suppliers1717Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.1818Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.1919Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.2020Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Determining Number of KanbanswherewhereN N =number of kanbans or containers=number of kanbans or containersd d =average demand over some time period=average demand over some time periodL L =lead time to replenish an order=lead time to replenish an orderS S =safety stock=safety stockC C =container size=container sizeNo.of Kanbans=No.of Kanbans=average demand during lead time+safety stockaverage demand during lead time+safety stockcontainer sizecontainer sizeN N =dLdL+S SC C2121Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Determining Number of Kanbans:Exampled d =150 bottles per hour=150 bottles per hourL L =30 minutes=0.5 hours=30 minutes=0.5 hoursS S =0.10(150 x 0.5)=7.5=0.10(150 x 0.5)=7.5C C =25 bottles=25 bottlesRound up to 4(to allow some slack)or Round up to 4(to allow some slack)or down to 3(to force improvement)down to 3(to force improvement)N N=3.3 kanbans or containers=3.3 kanbans or containersdLdL+S SC C(150 x 0.5)+7.5(150 x 0.5)+7.5252575+7.575+7.525252222Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Small LotswRequire less space and capital investmentwMove processes closer togetherwMake quality problems easier to detectwMake processes more dependent on each other2323Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Inventory Hides Problems2424Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Less Inventory Exposes Problems2525Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Components of Lead TimewProcessing timeProcessing timen nReduce number of items or improve efficiencyReduce number of items or improve efficiencywMove timeMove timen nReduce distances,simplify movements,standardize Reduce distances,simplify movements,standardize routingsroutingswWaiting timeWaiting timen nBetter scheduling,sufficient capacityBetter scheduling,sufficient capacitywSetup timeSetup timen nGenerally the biggest bottleneckGenerally the biggest bottleneck2626Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Quick Setupsw wInternal setupInternal setupn nCan be performed Can be performed only when a only when a process is stoppedprocess is stoppedw wExternal setupExternal setupn nCan be performed Can be performed in advancein advancew wSMED PrinciplesSMED Principlesn nSeparate internal setup from Separate internal setup from external setupexternal setupn nConvert internal setup to external Convert internal setup to external setupsetupn nStreamline all aspects of setupStreamline all aspects of setupn nPerform setup activities in Perform setup activities in parallel or eliminate them entirelyparallel or eliminate them entirely2727Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Common Techniques for Reducing Setup Time2828Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Common Techniques for Reducing Setup Time(cont.)2929Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Common Techniques for Reducing Setup Time(cont.)3030Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Uniform Production LevelswResult from smoothing production Result from smoothing production requirementsrequirementswKanban systems can handle+/-10%Kanban systems can handle+/-10%demand changesdemand changeswSmooth demand across planning Smooth demand across planning horizonhorizonwMixed-model assembly steadies Mixed-model assembly steadies component productioncomponent production3131Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Mixed-Model Sequencing3232Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Quality at the Sourcew wVisual controlVisual controln nmakes problems visiblemakes problems visiblew wPoka-yokesPoka-yokesn nprevent defects from prevent defects from occurringoccurringw wKaizenKaizenn na system of continuous a system of continuous improvement;“change for improvement;“change for the good of all”the good of all”w wJidokaJidokan nauthority to stop the authority to stop the production lineproduction linew wAndonsAndonsn ncall lights that signal call lights that signal quality problemsquality problemsw wUnder-capacity Under-capacity schedulingschedulingn nleaves time for planning,leaves time for planning,problem solving,and problem solving,and maintenancemaintenance3333Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Examples of Visual Control3434Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Examples of Visual Control(cont.)3535Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Examples of Visual Control(cont.)3636Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Total Productive Maintenance(TPM)wBreakdown maintenancen nRepairs to make failed machine operationalRepairs to make failed machine operationalwPreventive maintenancen nSystem of periodic inspection and System of periodic inspection and maintenance to keep machines operatingmaintenance to keep machines operatingwTPM combines preventive maintenance and total quality concepts3737Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.TPM RequirementswDesign products that can be easily produced Design products that can be easily produced on existing machineson existing machineswDesign machines for easier operation,Design machines for easier operation,changeover,maintenancechangeover,maintenancewTrain and retrain workers to operate machinesTrain and retrain workers to operate machineswPurchase machines that maximize productive Purchase machines that maximize productive potentialpotentialwDesign preventive maintenance plan spanning Design preventive maintenance plan spanning life of machinelife of machine3838Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Unneeded equipment,tools,furniture;unneeded items on walls,bulletins;items blocking aisles or stacked in corners;unneeded inventory,supplies,parts;safety hazardsItems not in their correct places;correct places not obvious;aisles,workstations,&equipment locations not indicated;items not put away immediately after useFloors,walls,stairs,equipment,&surfaces not lines,clean;cleaning materials not easily accessible;labels,signs broken or unclean;other cleaning problemsNecessary information not visible;standards not known;checklists missing;quantities and limits not easily recognizable;items cant be located within 30 secondsNumber of workers without 5S training;number of daily 5S inspections not performed;number of personal items not stored;number of times job aids not available or up-to-dateKeep only what you need A place for everything and everything in its place Cleaning,and looking for ways to keep clean and organizedMaintaining and monitoring the first three categoriesSticking to the rulesSeiri(sort)Seiton(set in order)Seisou(shine)Seiketsu(standardize)Shisuke(sustain)5S ScanGoalEliminate or Correct3939Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Supplier NetworkswLong-term supplier contractsLong-term supplier contractswSynchronized productionSynchronized productionwSupplier certificationSupplier certificationwMixed loads and frequent deliveriesMixed loads and frequent deliverieswPrecise delivery schedulesPrecise delivery scheduleswStandardized,sequenced deliveryStandardized,sequenced deliverywLocating in close proximity to the customerLocating in close proximity to the customer4040Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Benefits of Lean ProductionwReduced inventoryReduced inventorywImproved qualityImproved qualitywLower costsLower costswReduced space requirementsReduced space requirementswShorter lead timeShorter lead timewIncreased productivityIncreased productivity4141Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Benefits of Lean Production(cont.)wGreater flexibilityGreater flexibilitywBetter relations with suppliersBetter relations with supplierswSimplified scheduling and control activitiesSimplified scheduling and control activitieswIncreased capacityIncreased capacitywBetter use of human resourcesBetter use of human resourceswMore product varietyMore product variety4242Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Implementing Lean ProductionwUse lean production to finely tune an operating systemwSomewhat different in USA than JapanwLean production is still evolvingwLean production isnt for everyone4343Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Lean ServiceswBasic elements of lean production apply equally to serviceswMost prevalent applicationsn nlean retailinglean retailingn nlean bankinglean bankingn nlean health carelean health care4444Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.Copyright 2006 John Wiley&Sons,Inc.All rights reserved.Reproduction or translation of this work beyond that All rights reserved.Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without