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1、VS,Value Stream Mapping The Roadmap to Lean 价值流程图 精益制造的路径图,VSM_SHW_E_Sep 2003,2,Course Objectives 课程目标,Upon completion of this course, you will be able to本课程完成以后, 你将能够:Explain how Value Stream Mapping is a first step in the Lean Implementation process 解释价值流向图在精益制造过程中是怎样的第一步 Explain the Value Stream
2、Mapping process解释价值流向图的过程 Create a current and future Value Stream Map for your facility为你的工厂建立当前及未来的价值流向图 Apply the knowledge gained from the mapping process to improve your operation 运用所学的流向图的工艺来改善你处的运营情况,VSM_SHW_E_Sep 2003,3,Defining Value Stream Mapping 定义价值流向图,Value Stream Mapping is a pencil-a
3、nd-paper tool that helps you see the flow of information and materials as a product makes its way through the value stream在产品一路完成其价值流向时，价值流向图是一种用笔在纸上帮你看信息以及原料流向的工具,VSM_SHW_E_Sep 2003,4,Benefits of Value Stream Mapping 价值流向图的益处,Promotes visualization beyond the single-process level the entire product
4、ion flow can be seen 把单一的过程图提高到视觉上-可以看见整个生产流程 Provides a common language for talking about manufacturing processes提供了制造工艺的通用语言平台 Forms the basis of an implementation plan形成了执行计划的基础 Demonstrates the linkage between information and material flow阐明了信息与物流之间的联接 Describes in detail how your facility shoul
5、d operate in order to create a smooth flow详细的描述了为建立一个顺畅的流程你的工厂应该如何运作 Provides qualitative metrics for baseline and improvements提供基线和改进的量化矩阵表,VSM_SHW_E_Sep 2003,5,Value Stream Maps: Current 价值流向图: 现在,VSM_SHW_E_Sep 2003,6,Value Stream Map Icons 价值流向图的图标,Customer or suppliers of raw materials 客户或原料供应商
6、Delivery of either raw material or shipments of finished goods 原料的交付或者成品的交付 Process Box 过程盒Inventory 库存 Describe type and mount under the icon在图标下描述类型和装配 Data box数据盒 Categories here represent the minimum needed 此处的分类代表了最少的需求量,VSM_SHW_E_Sep 2003,7,Information Flow 信息流,80 linkages/mo,-40 silver,- 20 g
7、old,- 20 black,Tray 10 Pieces,2 shifts,PRODUCTION,CONTROL生产控制,MRP,90/60/30 day天,Forecasts预测,CUSTOMER客户,6 - week,Forecast 6周预测,Weekly Fax每周传真,Daily Ship,Schedule日发运表,Daily,Order 每日订单,Weekly Schedule周计划,VSM_SHW_E_Sep 2003,8,Process Flow 工艺流,VSM_SHW_E_Sep 2003,9,Production Lead Time/Value Added Time 生产
8、提前期/增值时间,VSM_SHW_E_Sep 2003,10,Customer Loop 客户链,Pacemaker Loop,Batch Loop,Batch Loop,Supplier Loop 供应商链,Process Loops 过程链,VSM_SHW_E_Sep 2003,11,State Street Case Study,Read the State Street Case Study 阅读State Street 案例研究Work in a small group to create a Current State Map for State Street 分成小组制定Stat
9、e Street的当前状态图,VSM_SHW_E_Sep 2003,12,Key Points on Value Stream Mapping 价值流向图的绘制,Makes waste and non-value added activities readily apparent 让浪费及非增值行为显而易见 Requires one person or team to own a product familys VALUE STREAM 需要由一人或团队来负责一类产品的价值流 Coordinates change对变更进行协调 Emphasis is on value stream, not
10、“spot” improvements 强调整个价值流，而不是“局部”上的提高 Shows the value stream and lead time in a simple, visual way 以简单、可见的方式来显示价值流及提前期,VSM_SHW_E_Sep 2003,13,Mapping the Future State 绘制将来的状态,Once we know the current state, we can look for:一旦我们知道目前的状态, 我们就能寻找: Waste to eliminate 要排除的浪费 Constraints, instabilities, a
11、nd non-standard items 制约的,不稳定的以及不标准的项目 Opportunities to improve the flow of materials and information改善物料和信息流的机会 Establishing lean thinking as the way we run our plants 运行我们工厂时树立起精益制造的思维.,VSM_SHW_E_Sep 2003,14,Seven Types of Waste: 七种浪费:,Overproduction过量生产 Transportation运输 Inventory库存 Motion动作 Corre
12、ction纠正 Overprocessing过量加工 Waiting浪费,VSM_SHW_E_Sep 2003,15,Identifying Opportunities for Change 识别变化的机会,VSM_SHW_E_Sep 2003,16,Planning the Future State 为将来的状态做计划,What is the takt time?什么是节拍时间? Do we build to a “supermarket” or to shipping?我们的制造是针对“超级市场”还是发运? Can we have one place for ordering?我们能否有一
13、个地方下订单? Where do we use supermarket pull systems to control upstream processes?我们在哪需要使用超级市场的拉动系统来控制上游过程? Where is the pacemaker process?领头人过程在哪里? What increment of work do we release at the pacemaker process?在领头人的过程中哪种增加的工作量我们要释放出来? How do we level the production mix?我们如何平衡混合生产? Where can we improve
14、 the process?我们可以在哪里改进工艺?,VSM_SHW_E_Sep 2003,17,Future State 将来状态,VSM_SHW_E_Sep 2003,18,Value Stream Map Application 价值流向图的应用,Key Components of the plan to achieve the future state include:用以完成将来状态的关键计划部分： Your future-state map将来状态的路径图 Any necessary process-level maps (loops)所有必要的、过程级别的路径图(链) A year
15、ly value stream plan年度价值流计划,VSM_SHW_E_Sep 2003,19,Putting it into Practice 运用于实践,Value Stream Mapping Exercise价值流向图实践 Gather information from the plant Value Stream从工厂的价值流中收集信息 Create your current state map建立你的当前状态图Present your Value Stream Map演示你的价值流路径图,VSM_SHW_E_Sep 2003,20,Raw materials,Suppliers
16、,80 linkages/mo,-40 silver,- 20 gold,- 20 black,1 piece capable,2 shifts,CUSTOMER,6 - week,Forecast,7 sec,6.75 days,Production Lead Time =,11.25 days (675 sec),Value Added Time =,64 sec.(1 day),2 days,(2.5 days),2.5 days,12 sec,45 sec,Nut Mfg.,Batch,Paint,Bolt Hrd. /Assy.,OXOX,2.5 days,90/60/30 day,Forecasts,Weekly,Firm Order,1.25 days,Buffer,Safety,Painted Nuts,Raw Nuts,Raw Balls,Supermarket,Plates,2 days,5 days,
