《拉动系统的原理与设计.ppt

拉动系统的原理与设计 主要内容 JIT的几个“什么” JIT构造体系 准时化生产的基本手段 历史回顾 拉动系统示意图 拉动系统的几个层次 拉动系统的概念 拉动系统的必要条件 为什么要拉动生产 降低成本的需要 改变成本的观念 浪费 流水制造 如何实现连续流 看板的定义 看板在日语里的意思是信号、符号的意思 看板的目的 在工作区或工序之间传递生产信息 使用看板的好处 使用看板的好处（续） 使用看板的前提条件 成功实施看板的四个先决条件 零件准时送到指定地点 平准化生产 平准化有序 传统生产 (非平准生产) 波动 平准化步骤 如何实现平准化工作：第1和第2步 如何实现平准化工作：第3步A 如何实现平准化工作：第3步B 如何实现平准化工作：第3步C 如何实现平准化工作：第3步D 稳定生产过程 快速准备 总结 看板的功能 看板的规则 看板的规则 规则主要看板的框架图 领取看板 领取看板 看板生产指示 生产指示看板 外协订货看板 信号看板 使用看板的八个步骤 使用两种看板的各个阶段 汽车厂内看板和实物的流动 处理紧急事态的其他看板 怎样使用特急看板 临时看板 充满作业方式 Just-In-Time/Kanban Systems AlliedSignal Just-In-Time/Kanban Systems AlliedSignal A Kanban is used to communicate information between manufacturing processes and between a manufacturer and its suppliers. Information such as lot size, part number, destination, etc. can also be included on sign cards. From start to finish, everyone involved in the manufacturing process can use this sign card system to ensure that the proper material gets to the right location, in the right quantity, and at the right time. Just-In-Time/Kanban Systems AlliedSignal Although Kanban is a Japanese word, the concept originated in America. In 1956, Taiichi Ohno, the founder of the Toyota Production System, was touring U.S. production plants. He was most impressed not by American factories but by American supermarkets. Years earlier in Japan, Toyota has imitated and implemented the Ford production system; the American supermarket, however, was a new phenomenon. Mr.. Ohno made the following observations: Every product was allotted a specific amount of space on a specific shelf. The storage location for each product had a label which listed the product name as well as other important information (e.g., price, weight, and serving size). Every product was stored systematically by commodity (e.g. canned vegetables had their own row and were further divided into beans, peas, carrots, etc.). When the shelf space for each product was replenished, new products were always stored behind the old, which ensured first-in