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1、GOM5,Manufacturing Operations The Lean Approach,地域发展策略5,生产运营 精益方法,Lean Approach,What is lean production? Contrasting with Crafts and Mass productions: The craft producer uses highly skilled workers and simple but flexible tools to make exactly what the consumer asks forone item at a time The mass pr
2、oduction (developed at the beginning of the 20th century) uses narrowly skilled professionals to design products made by unskilled or semiskilled workers tending expensive, single-purpose machines. These churn out standardized products in very high volume. The lean producer combines the advantages o
3、f craft and mass production, while avoiding the high cost of the former and the rigidity of the latter. Toward this end, lean producers employ teams of multiskilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in en
4、ormous variety,精益方法,什么是精益生产? 与手工艺生产和批量生产相比: 手工艺生产者雇佣技术相当熟练的工人,使用简单但灵活的工具完全按照消费者的需要来生产一次一件。 批量生产(在20世纪初期得到发展)雇佣拥有专门技术 的专业人员来设计产品，由非熟练工或半熟练工操作价格不菲的专用机器来制造产品.这就机械地生产出大量的标准化产品。 精益生产者把手工艺生产和批量生产的优点结合在一起，同时避免前者的高成本和后者的呆板。为了实现这一目的，精益生产者在机构各级雇佣拥有复合技能的工人，使用高度灵活、自动化程度日益提高的机器进行生产，产品数量巨大、品种多样。,Lean Approach,Thr
5、ee eras of motor car production,精益方法 汽车生产的三个时期,Lean Approach,Lean Thinking: Five principles Precisely specify value by specific product Identify the value stream for each product Make value flow without interruptions Let the customer pull value from the producer Pursue perfection Lean Thinking versu
6、s Inherent Problems in Mass production Once markets became saturated the inherent limitations of MP began to surface. Long lead times mean all production decisions are based on forecasts rather than customer orders. Forecasts a long time out are notoriously unreliable, leading to too much stock of t
7、he wrong products and long replenishment cycles for the critical missing products. Sales have to be made from stock, which may need discounting to shift in the marketplace. And it is the eventual disposal of these products that in turn forms the basis for the next round of forecasts and production d
8、ecisions.,精益方法,精益思想:五大原则 通过特定产品定义价值 确认每件产品的价值流 使价值不间断流动 让消费者从生产者处获取价值 追求完美 精益思考与批量生产中的固有问题 一旦市场饱和，批量生产的固有局限性就会暴露出来。交付周期长意味着全部的生产决策都是以预测而不是客户订单为基础的。对很久以后的事进行预测是明显靠不住的，会导致库存大量不适当产品，严重脱销的产品的补偿周期也会变长，因此不得不销售库存货物，而要扭转市场就需要进行贴现。这是对这些商品的最终处理，反过来又成为下一个预测和生产决策周期的基础。,Lean Approach,Sakichi Toyoda and his son K
9、iichiro (30s) started to work on what later became TPS: Automatic machine and line stopping whenever a mistake is made so no bad parts will be passed forward to interrupt downstream flow (Jidoka) A pull system so that only parts actually needed are made (JIT) Leveling the workload in a mixed model p
10、roduction flow (Heijunka) Taiichi Ohno Determined to overcome all the obstacles to producing a range of products in low volumes, using simple equipment laid out in process sequence. TPS focused on dramatically compressing time to squeeze out Muda, improve quality and only make just what they custome
11、r ordered. By 1990 benchmarking studies had identified lean production as the underlying reason for the superior competitiveness of Japanese carmakers, and Toyota in particular,精益方法,当有错误发生的时候,机器和生产线会自动停下来,这样产品不合格的部分不会传到下面而影响下游流水线的工作.(自动化) 一个牵引系统，所以只有真正符合需要的零部件得以生产（ 准时制） 在一个混合生产流程模式中对工作量进行水准测量(平准 化)
12、大野耐一 运用程序序列中安排的简单设备，决心克服小批量生产一系列产品的所有障碍。 TPS着力于通过极大地压缩时间来剔除浪费、提高质量并且仅生产客户所需产品。 到1990年，基准研究已经把精益生产确定为日本汽车制造商特别是丰田汽车之所以具有竞争优势的潜在原因。,The Seven Wastes of the TPS,的七种浪费,Total Cost Analysis: from Cost + Profit = Selling Price to Selling Price Cost = Profit,An example of total operational cost evaluation (
13、price + quality performance + Logistical performance) Merli 1991,生产总成本分析：从 成本+利润=销售价格 到 销售价格-成本=利润,总运作成本评估例示(价格 + 质量性能 +物流性能) 梅利1991,Lean Production,Four Key Elements in Toyota Way Flow Takt: Purchasing rate or Pace Assume a company works 20 days a month and 7 hour and 20 minutes a day (440 minutes)
14、 and assume customer purchase 17,600 pieces a month. How many pieces should be produced? Pull Difference between push and pull: example of purchasing eggs, milk and butter. Supermarket rule: push or pull? Heijunka Muda, Muri (overburdened) and Mura (lost balance) Temporary stop for check up Russ Sca
15、ffede,精益生产,丰田生产方式中的四个关键因素 流程 需求率:购买率或购买速度 假设一个公司每个月工作20天,每天工作7小时20分钟 (440 分钟) ,假设客户一个月购买17,600 件, 应该生产多少件产品? 拉动 对动和拉动的区别:例子:鸡蛋,牛奶和黄油的购买 超市规则:推动还是拉动? 平均化 浪费,超负荷和失衡 及时停止检验 罗斯斯卡菲德,Lean Production,Finished Storage,Raw Material,1,2,3,4,5,6,7,8,9,10,20,19,18,17,16,15,14,13,12,11,Parts Flow Drill Tap Tap D
16、rill Mill,Workers pattern,Schematic of Large Multimachine Manning Crankshaft Line,Mazda: machining, from 11 down to 4 people, with the same output and productivitys improvement of 175%. Yanmar: machining, from 12 down to 4 people, with productivitys improvement of 200%,Grind grind temper quench brooch,精益生产,完工产品储存,原料,1,2,3,4,5,6,7,8,9,10,20,19,18,17,16,15,14,13,12,11,部分流程 钻孔 敲打 敲打 钻孔 碾磨,工人的模式,大型的多机型机轴生产线人员配备示意图,马自达: 加工从1
