【2018年必威体育精装版整理】创建连续流.ppt

诺加莱斯Lambda 公司单元录像 Nogales Lambda cell video 动作元素分析 Analysis of motion elements? 实现动作经济性的贴士 Tips for economy of movement. 单元生产布局贴士 Tips for cell layout 单元生产布局贴士(续). Tips for cell layout (continued). 机器贴士 Tips for machines 物料管理贴士 Tips for materials management 未来状态 Future State 流动式料架往返 Flow rack with return “水蜘蛛”或物料输送系统 The ‘Water spider’ or Material handler 看板系统 Kanban 零件的单合约包 One Contract Kit of parts. 可视化控制 Visual Controls 看板系统 Kanban 愿景 无库房存放零件或成品 取消接收入库检验功能,在供应商处完成该项工作 物料由供应商存放在距工厂3英里的当地仓库 供应商将物料 “适时的”送到生产单元的应用现场(操作台) 当物料送到生产单元后,物料的所有权交给生产单元 收到物料后开出收料凭证 物料按生产计划依次送达生产单元. 在需要的时间、场所得到我们需要的物料 The Vision No storerooms for Parts or Finished Goods. Eliminate Receiving Inspection Functions, do it at the supplier Material stocked by Supplier in local warehouse within 3 miles of the plant. Supplier delivers the material to the production cells in “Just in Time” to Point Of Use ( Workstation). Ownership of the material will change hands as material is delivered to the cell. Material vouchered upon received Material is delivered sequenced to Production Schedule. What we need, When we need it, To where we need it 供应商网络 Supplier Network Cimsa 仓库布局 Cimsa Warehouse Arrangement 工位识别 Workstation Identification 储料盒识别 Bin Box identification 双仓法补料工序 Two Bin Replenishment Process 专用容器 Dedicated Containers 可视化工厂绩效 将每年从供应商进货的66%融入可视化工厂流程中 20 个供应商 80% 的零件编号 每个月8000次物料运送交易 补料周期时间-95%少于24小时 Visual Factory Performance 66% of annual buy from suppliers integrated in Visual factory process. 20 Suppliers 80% of the part numbers 8,000 material move transactions per month. Replenishment cycle time- 95% less than 24 hours. 分配工作 Distributing the work 分配工作 Distributing the work. 分配工作: 传统方法与精益方法 Distribution Traditional V.s. Lean 管理增量 Managing the increment. 根据客户需求管理变化 形成柔性生产能力 (小变动) Managing changes to customer demand Make your capacity flexible (Small changes) 形成柔性生产能力 (大的变动) Make your capacity flexible (large changes) 形成柔性生产能力 (续). 设计不同的生产能力方案 进行柔性布局设计 确定最有效率的方案 Make your capacity flex