精益生产之超市系统.ppt

Supermarket System超市系统,Activity SW No.:4.5.7 Supermarket SystemRevision#:004Last improved:06-Aug-2013Improved by:A.Meester,Objectives of this Module这个模块的目标,Participants will be able to:参与者能够Identify where supermarkets are needed within a value stream to support a pull system识别出在价值流的哪里需要设置超市来支持拉动系统Use the PFEP database to correctly size and maintain supermarkets使用PFEP数据库来正确的估算及维护超市Link supermarkets to the overall kanban systems and conveyance routes将超市与整个看板体系及运输路线链接起来,Topics主题,What is a Supermarket?什么是超市？Three Steps of Supermarket Design超市设计的3大步骤Supermarket Location 超市地址Supermarket Sizing超市大小PFEP(Plan for Every Part)Database PFEP数据库Design Delivery Routes设计交付路线Running the Supermarket 运行超市Group Exercises 团队练习,Jargon Buster专业术语,Supermarket超市PFEP(Plan for Every Part)单个零件计划Address system地址系统Kanban看板Routes路线VMI供应商管理库存,Jargon Buster PFEP?Supermarket?Address system?,What is a Supermarket?什么是超市,PULL拉动,Supermarkets超市,Raw materials原材料,In-process stock在制品库存,Finished goods成品,What is a Supermarket?什么是超市？,A deliberately designed material stores area with controlled quantities of materials 故意设定的区域储存可控数量的材料The downstream process takes what is needed and the supermarket owner(the upstream process)replenishments下游工序拿取需要的材料，超市的所有人（上游工序）进行补料Unlike traditional stores area,no order forms,paperwork transactions,or stock requisitions are needed other than kanban不同于传统的储存区域，没有除看板以外的订单格式，纸质的交割或者物料申请,Heijunka Box,Finished Goods Supermarket成品超市,1,4,3,What is a Supermarket?什么是超市,Raw Materials Supermarket原材料超市,2,5,Parts Supermarket零件超市,What is a Supermarket?什么是超市？,A material stores area which:物料储存区：Puts material close to point of use将物料放置在靠近使用点Eliminates shortages消除物料短缺现象Sets minimum and maximum levels for inventory设定最大库存及最小库存量Uses floor space efficiently更有效的利用空间Simplifies ordering and material handling订购及物料搬运简单化Removes non value added activities:(receiving,putting away,kitting,counting,cycling,requisitions)消除不增值的动作：（收货，摆料，配料，点数，循环，申请）Improves material flow in the product cells改善生产线的物料流程And makes the status of materials visible让物料状态可视化,What is a Supermarket?什么是超市？,Simple visual systems show material flow简单可视化的物料流Location,address and quantity control位置，地址及数量管理,What is a Supermarket?什么是超市？,Supermarkets and material presentation超市及物料准备Achieve excellent 6S 实现卓越的6SPresent materials and their information visibly让物料及信息更加目视化Eliminate defects消除不良Use gravity feeds使用重力送料Reduce motion for loading and unloading减少上料及退料的动作Maintain FIFO 维护先进先出,Three Steps of Supermarket Design超市设计的3大步骤,Set supermarket location设置超市的地址Where will supermarkets help us most?超市设置在哪里更有帮助Determine supermarket sizing定义超市大小PFEP database to determine quantities PFEP数据库来定义数量Space required 空间的要求Design delivery routes 定义送货路线Standard work for withdrawal and delivery of parts and containers补料及送货及周转箱的标准作业,Step1:Supermarkets Location第一步：超市选址,Typical supermarket locations典型的超市地址At the end of the producer process whenever possible,as a rule在有可能的情况下设置在在生产工序的尾部At point of use(VMI,C items)在使用点（供应商管理库存，C类零件）At receiving(for external suppliers)在收货区（外部供应商）,Close to the point of use as possible越靠近使用点越好Direct delivery to the supermarket直接交货到超市Minimize repeated handling 将重复搬运减少到最少,1,2,Step1:Supermarkets Location第一步：超市选址,Step1:Supermarkets Location第一步：超市选址,Standard Approach标准的方法Locate supermarkets at the end of the supplier process or production line将超市设置在供应流程的最尾端或生产线Make problems immediately visible to the producer process将问题立刻可视化的传递到生产工序Do not sacrifice visibility for the sake of optimizing the work of material handlers不为优化物料搬运工作的缘故而牺牲可视化,Step1:Supermarkets Location第一步：超市选址,Line生产线 F1,Line生产线 F2,Line生产线 F3,Supermarket超市 1,Supermarket超市 2,Supermarket超市 3,Line生产线 A1,Line生产线 A2,Line生产线 A3,Step1:Supermarkets Location第一步：超市选址,Centralized Supermarket集中化的超市Due to high volume and or mix,the facility layout,the supermarket may not always fit at the end of the line因为大批量或多品种，工厂格局的原因，超市也许不能总是设置在生产线的尾部。When centralized supermarkets are used they should be located between the upstream and downstream process to minimize material handling集中化的超市用于当他们设置在上游及下游工序来减少物料搬运Supermarkets for incoming parts for assembly may be located near the receiving dock来料零件超市可以设置在靠近收货区,Step1:Supermarkets Location第一步：超市选址,Line生产线 F1,Line生产线 F2,Line生产线 F3,Consolidated Supermarket统一的超市,Line生产线 A1,Line生产线 A2,Line生产线 A3,Group Exercise#1 团队练习#1,Go see activity去现场看Walk through the value stream from end to end Use value stream maps to assist通过现场查看整个价值流在价值流程图的帮助下Identify locations within site value streams where supermarkets are needed在价值流程图中识别出哪里需要超市Document on future state maps where applicable将适用的地方在未来价值流程图上体现Where can we哪里我们可以Support kanban system efforts?支持看板系统？Minimize inventory levels?最小化库存水平？Improve visibility and eliminate shortages?提升可视化及消除物料短缺？,Step 2:Supermarket Sizing第二步：超市大小,How much of each part will we keep line side?每个零件我们需要多少在生产线旁Frequency of conveyance运输的频率Quantity of conveyance运输的数量Minimize line side stock through frequent small deliveries that are part of an overall route通过高频率小批量的交付来最小化生产线旁的物料,Step 2:Supermarket Sizing第二步：超市大小,In order to determine supermarket size,we need to know为了定义超市的大小，我们需要知道Usage volume(quantity)用量的多少（数量）What is the scheduling method?什么是计划的方法？Has the usage been leveled?用量被均衡化了吗？Has the mix been smoothed?生产种类被稳定了吗？Is there a frozen time window?有一个冻结的时间窗口吗？Delivery frequency upstream上游工序的交货频率Delivery quantity交货数量Container size周转箱大小Location of signal信号的位置Weight重量And more等等,The Plan for Every Part(PFEP)answers:单个零件计划解答了：How is the part purchased?零件如何进行采购？Who produces this part?谁生产这个零件？How is it packaged?零件如何包装？How is the part received?零件如何收货？Where is it stored?在哪里储存？Where is its point of use?在哪里使用？How is it delivered to point of use?如何交付到使用点?And much more.等等,Step 2:Supermarket Sizing第二步：超市大小,Sample PFEP Data 数据的案例,PFEP(Plan for Every Part)Database PFEP数据库,Sample PFEP Data数据的案例,PFEP(Plan for Every Part)PFEP数据库,PFEP Database PFEP数据库,PFEP(Plan for Every Part)Database PFEP数据库,For each part number in the supermarket:在超市中的每个零件编号：What is the average daily usage?平均每天用量是多少？What is the incoming shipment size(days usage)?来料出货的大小（多少天的用量）？How much buffer is required(days usage)?需要的缓冲库存（多少天的用量）？,PFEP(Plan for Every Part)Database PFEP数据库,Planned Maximum Inventory计划的最大库存=Daily usage 每天用量x Shipment size in days usage 出货的大小（多少天的用量）x Days usage purchased parts safety stock（采购件安全库存使用的天数）,Safety stock:安全库存：How many days inventory do we need to guard against我们需要多少天的库存来保障Supplier issues?供应商问题？Transportation issues?运输问题Internal issues?内部问题？,Determining Buffer Size定义缓冲库存的大小,Maximum Container Quantity最大周转箱数量=Planned Maximum Inventory Level 计划的最大库存水平/Container Quantity包装箱数量,Calculating Container Quantity计算周转箱数量,Updating the PFEP更新PFEP,Group Exercise#2团队练习#2,Supermarket sizing超市大小Create PFEP Database创建PFEP数据库Use this information to size the supermarket使用这些信息来确定超市大小Design pilot supermarket based on size and ease of storage and retrieval根据尺寸及储存的容易程度设计试产的超市的大小,Step 3:Design Delivery Routes第三步：设计送货路线,Heijunka Box均衡化生产箱,Finished Goods Supermarket成品超市,1,4,3,Raw Materials Supermarket原材料超市,2,5,Parts Supermarket零件超市,Step 3:Design Delivery Routes第三步：设计送货路线,Set route drive time at no more than 33%of the non-load time of the route 设置路线运输时间不超过路线空载时间的33%Only move material when authorized by the pull signal只有在收到被授权的拉动信号后才移动物料Ensure kanban system rules are followed and workers remove pull signals when using the first piece in a container确保员工按照规则操作：在使用周转箱中第一个物料时员工发出信号Synchronize the lunch and break times of the material handler on the route with those of the workers in the areas being supported将物料搬运员与生产线员工的午饭时间及休息时间进行同步Follow specific route times and frequencies and insure that route delivery is not interrupted for any reason按照特定的路线时间及频率来保证运输交货不被任何原因被打断Standardize work on the delivery route to eliminate all wasted motion and improve continuously标准化在交货路线上的作业来消除所有的动作浪费及持续进行改进,Step 3:Design Delivery Routes第三步：设计送货路线,Designate one-way and two-way aisles along natural flow paths in the facility 指定的单向和双向沿自然流动路径的通道设施Design all routes to flow through the plant and back to the supermarket设计所有的通过工厂的路线及返回到超市Design stops and delivery points along the route to minimize the non value-added work for the material handler在路线上设计停止点及交货点来最小化物料员非增值的工作Design stops and delivery points along the route to minimize non value-added work for the operator who is being supplied在路线上设计停止点及交货点来最小化生产线员工非增值的工作Start with one-hour delivery routes,aiming for a 95%efficiency(57 minutes)从一小时的送货路线开始，目标达到95%的效率Set loading time at the supermarket at 33%or less of the coupled delivery time在超市设置取料时间是总交货时间的33%或更少,Material Handler Standard Work Example物料员标准作业的案例,Step 3:Design Delivery Routes第三步：设计送货路线,PUSH-based Material Handling Route推动-基于物料搬运路线,C,C,B,A,C,C,B,B,A,A,Supermarket超市,C,B,A,Bulk delivery(E.g.4 hour supply)交货大小Requires extra space需要额外的空间,A,A,A,B,B,B,B,A,C,C,C,C,C,1,2,3,PULL-based Material Handling Route拉动-基于物料搬运路线,C,B,A,C,C,B,B,A,A,Supermarket超市,C,B,A,1,2,3,4,5,6,7,Time-fixed delivery(30 minutes supply)固定时间的交货Mixed load conveyance 多品种的运输,Finished goods supermarket成品超市,Production Line生产线,Link Supermarket with Pull System将超市与拉动体系进行链接,To finished goods supermarket送至成品超市,Heijunka box 均衡化生产箱,Group Exercise#3 团队连续#3,Design routes路线设计Design material handling routes between supermarkets and points of use在设计物料在超市及使用点间的运输路线Practice,time and document the work练习，时间及将工作文件化Document provisional standard work,practice and improve文件化暂定的标准作业，练习及提高,Running the Supermarket运行超市,Supermarket Golden Rules超市的金科玉律The producing process takes ownership of the inventory in the supermarket(regardless of physical location)生产工序负责超市中的库存（不管实质的地址）The downstream process regularly withdraws(pulls)what they need in the amount they need下游工序定期的取他们所需要的物料Clear signals are exchanged between upstream and downstream processes when material is withdrawn from the supermarket当从超市取物料时上下游工序间的信号交换,Set minimum and maximum inventory levels for all parts in the supermarket在超市中设置最大及最小的库存水平Locate the purchased parts supermarket close to the receiving dock将采购件超市设置到靠近收货区Identify the point of use address on the storage location for the items in the supermarket在存储地点识别出超市内的物料的使用点Simplify handling of containers(use flow racks,etc.)简单化的搬运周转箱Create an overflow area in a highly visible place在目视化的区域设计过量库存区,Running the Supermarket运行超市,Measurements for continuous improvement of supermarket operation:持续改进超市操作的测量Safety:recordable incidents安全：可记录的事故Quality:zero defects质量：零缺陷Delivery:zero line stops交货：零停线Cash:inventory reduction现金：库存减少Productivity:number of material handlers生产力：物料员的数量,Running the Supermarket运行超市,Sustaining supermarkets可持续的超市Establish strong visual controls建立强大的目视化管理Include supermarket audits in leader standard work在组长的标准工作中包括对超市的审核：Check the condition of supermarkets检查超市的状态Check inventory levels检查库存的水平Check that the process is followed检查流程是否遵守Verify kanban quantity in the loop在循环中验证看板的数量,Running the Supermarket运行超市,