[精选]精益生产培训课程17727.pptx
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1、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.
2、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 P
3、roductionwDoing 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 Pro
4、duction”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 Wile
5、y&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
6、.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 levelsUnifor
7、m 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
8、 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 assigne
9、dassignedwTakt 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 Layou
10、tswManufacturing 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 chan
11、ging 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.Copyri
12、ght 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
13、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 requestsrequests1313Copyr
14、ight 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
15、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
16、 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,
17、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
18、 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 orde
19、r 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 Jo
20、hn 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 so
21、me 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 stockc
22、ontainer 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 bo
23、ttles=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&So
24、ns,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 Pr
25、oblems2424Copyright 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
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