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1、,The Hidden Factory 隐藏的工厂,JCMS Training江森制造系统培训 April, 2004,The Hidden Factory,2,Introduction引言,The Hidden Factory is based upon the concept that behind business as usual in our plant lays information we can use to lead ourselves into the lean future. It is all about “Learning to See” and knowing wh
2、at to do with what you discover.隐蔽工厂是这样的理念，即在我们工厂常规业务表面下，隐含着我们能用以引导我们自己达到精益的信息。这就是“学习观察” 以及了解怎么处理你所观察到的问题。This lesson is designed to increase your awareness of the “Hidden Factory” and to provide you with skills you can use to tap its resources.这个课程的目的在于增加你的“隐蔽工厂”的意识，为你提供你能开发它的资源的技能。,The Hidden Fact
3、ory,3,Lesson Objectives 课程目标,At the end of this lesson, you will be able to: 本课程结束以后, 你将能够: Describe the financial benefits of JCMS 描述江森制造系统带来的财务效益 Apply JCMS concepts to identify opportunities to lower costs 运用江森制造系统的理念去识别降低成本的机会 Explain how labor efficiency, TAKT time and line balancing influence
4、costs 解释人工效率、 节拍和生产线平衡怎样影响成本 Know where to obtain more information about JCMS知道从何处可以获得更多的江森制造系统的信息,The Hidden Factory,4,The Changing Business Reality 变化中的业务模式,OLD MODEL 旧模式COST成本 + DESIRED PROFIT利润目标 = SELLING PRICE销售价,*Selling price declining each year 销售价每年都在降低,NEW REALITY 新模式SELLING PRICE销售价 - CO
5、ST成本 = PROFIT利润,The Hidden Factory,5,JCMS Core Concepts 江森制造系统的核心理念,Zero Tolerance for Waste消除浪费 Stable Production Environment稳定的生产环境 Customer Pull / Just-in-Time System客户拉动 / 即时生产系统,The Hidden Factory,6,Productivity Views 生产力概况,Standard Time Per Part每件的标准时间 An established base of minutes per piece
6、to which we compare our actual performance 根据实际表现建立的基本分钟每件（基准） Efficiency 效率 Measures actual performance vs. standard for a period of time of production 在一定期间内产品的实际产量与标准产量的比值 TAKT Time 节拍时间 The pace that we need to produce parts in an allotted time to meet customer requirements 为完成客户需求量我们在某一规定的时间内的生
7、产速度 Workstation Value Added Time 工位增值时间 The time needed for a particular workstation to perform only the value added functions 每一工位只做产品增值的时间,The Hidden Factory,7,Efficiency效率 (# of Parts produced)*(Std. Time per part)*(# of Operators) (Actual Time Spent for Operators) 生产的零件数X每个零件的标准工时X操作工数量 操作工实际花费的
8、时间 TAKT节拍 Time Available for the Line # of Parts Required by Customer 生产线可用工时 客户需要的零件数量,Productivity Calculations生产能力计算,The Hidden Factory,8,Exercise #1: Your manufacturing line produces widgets for a customer with very high quality standards. You have 5 employees and workstations on your line produ
9、cing the widgets on one shift. Other facts: 练习一: 你的生产线上要为客户生产一种品质要求很高的小件新产品.一班工作制, 该生产线上配有5名员工和工位.另外:,Customer needs are typically 500 widgets per day客户每天一般需要500件产品 We typically produce 10% scrap我们通常为有10%的报废率 Our standard labor is 1.25 line minutes per piece or 6.25 man minutes per piece我们的标准生产线工时为1
10、.25分钟每件, 或者说直接人工工时为6.25分钟每件 Today we produced 520 good parts excluding 52 bad parts and we shipped 500 to our customer现在我们日产量为520件,不包括52件废品, 运给客户500件 We worked 11 hours today including 3 hours overtime我们每天工作11小时,包括3小时加班时间,The Hidden Factory,9,Question #1 问题一What was the lines efficiency today based
11、upon all parts produced?基于现在的生产情况, 我们的生产线效率是多少? What would the efficiency be if we didnt make 52 bad parts?如果没有52件废品, 我们的效率又是多少? What is standard labor? Where did it come from?什么是标准工时? 如何构成?,The Hidden Factory,10,Question #2 问题二What is the takt time for the part, (assuming that we want to run only 1
12、 shift)? How does that compare to the standard time per part?这个零件的节拍时间是什么(假定我们只实施一班工作制)? 与每个零件的标准时间相比情况如何?,The Hidden Factory,11,Question #3 问题三What would the takt time be if the customer requirements change to 350 parts / day?如果客户的需求变为每天350件,那么这个节拍又是多少?,The Hidden Factory,12,Other Facts: 其他情况: Thro
13、ugh a time study you determine that the time required to produce a part for each station on the line is as follows:通过时间研究,你决定生产线的每个工作台上每件产品的生产时间如下:,The Hidden Factory,13,Question #4 问题四How fast could the line produce parts if the line could continue producing at these rates, (in seconds per part)? 如
14、果生产线以此速率持续生产,多快可以完成这些产品(每件以秒计)?,The Hidden Factory,14,Question #5 问题五What is the Value Added Time for the line for the combined workstations every 70 seconds? What % of total time spent is the non value added time? 每70秒生产线上的整合工位的增值时间是多少? 非增值时间占总时间的百分比是多少?,The Hidden Factory,15,Question #6 问题六If you
15、want to improve the productivity of the line where would you focus? How would you calculate how much you could spend to improve just based on labor savings?如果你想提高生产力,你的着重点是什么?如果从节省劳力来看,你愿意花多少来提高生产?,The Hidden Factory,16,Question #7 问题七If the workload were balanced between the workstations evenly cou
16、ld we produce the 500 parts needed in an 8 hour shift? 如果工位之间的工作量均衡和谐, 我们能否在一班次8小时内完成500件零件?,The Hidden Factory,17,Question #8 问题八What types of costs could be avoided if the line were balanced?如果生产线平衡流畅,哪些成本费用可以避免?,The Hidden Factory,18,Question #9 问题九Would we ever consider slowing the line down and
17、 / or producing with fewer people if we could produce the customers needs in less than our 8 hour shifts?如果我们不用8小时就能完成客户的需求量, 我们能否考虑减缓生产线速度或减少人员?,The Hidden Factory,19,Question #10 问题十If the production schedule varies significantly (ie day 1 = 510, day 2 = 400, day 3 = 580, etc.), what impact would that have on your line, its efficiency and its costs, in the higher production days? In the lower production days? How might we avoid some of these cost penalties? 如果生产计划表每天差异很大(例如第一天510件,第二天400件,第三天580件等等), 量多量少的时候对生产线产生的影响:量大的时候，它的效率及成本如何? 量小的时候，情况又如何呢？我们如何可能避免这些成本损失?,
