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1、Delphi ConfidentialDMSFebruary 2003Delphi 制造系统（DMS）LEAN精益精益DMSDelphi 制造系统提供所有lean活动的基础provides the foundation for all Leanactivities in Delphi.1Delphi ConfidentialDMSFebruary 2003Delphi 制造系统（DMS）DMS是流动的基础制造系统用以转换和持续改进操作以支持顾客的要求 2Delphi ConfidentialDMSFebruary 2003F提供一套指导方针使Delphi能够计划:从传统的“大量生产”转向紧系顾
2、客要求的流动基础系统从制造和商务活动中消除浪费。建立标准的过程和方法。F是一个整体的应用于车间或部门的商务系统。Delphi 制造系统（DMS）3Delphi ConfidentialDMSFebruary 2003流程制造流程制造 (MSD)材料运送材料运送质量质量操作可用性操作可用性车间组织车间组织&目视控制目视控制员工环境员工环境相互依赖的元素FDelphi 有6个相互依赖的元素：车间组织、目视控制和员工环境提供在基础之上的过程制造构造。质量、材料运送和操作可用性能使流程运作。4Delphi ConfidentialDMSFebruary 2003F为了促进整个系统,你的制造系统的所有元
3、素必须是相互依赖的 ；必须基于并能够彼此在构造之上。相互依赖的元素整个系统策略通过领导层、知识和有效的计划过程来促进。通常不建议只理解一个或两个相互联系的元素并试图孤立执行策略。该方法能在牺牲其余元素系统和总成本的情况下解决一种元素的程序问题。5Delphi ConfidentialDMSFebruary 2003FDMS 观念建立在观察和标准化的基础上。F有效的改善依靠能力观测和理解我们的过程。要求标准化、能力和可重复性的出台。OSKKK关键观念观测和标准化必须先于任何改进活动标准化6Delphi ConfidentialDMSFebruary 20037Delphi Confidentia
4、lDMSFebruary 20035 Kaizen Steps to a Lean, Agile Enterprise5改善步骤创建精益敏捷型企业 Kaizen Fundamentals1. 观测2. 标准化3. 改善 流程 &过程4.改善 设备5.改善 布置图这里开始这里开始8Delphi ConfidentialDMSFebruary 20039Delphi ConfidentialDMSFebruary 2003Cowboy Theory牧童理论 穿越穿越乡村的村的300头牛需要多少牧牛需要多少牧童放牧？童放牧？10Delphi ConfidentialDMSFebruary 2003T
5、HE LEADER SETS BOUNDARIES and, IF A COW STRAYS FROM THE HERD, A COWBOY IS SENT TO STEER THE COW BACK WITHIN THE BOUNDARY领导者者设置界限，如果母牛偏离牧群，牧童在界限内将母牛引置界限，如果母牛偏离牧群，牧童在界限内将母牛引导回来。回来。30? Possibly可能地 . 3000? - NO! uTechnique utilized in quality arena (process control charts).质量利用技量利用技术（ （过程控程控制表）制表）uMetap
6、hor for the concept of delegation of responsibility within a boundary. 界限界限内内职责委托的委托的观念念uA management tool.管理工具管理工具uManagers focus on exceptions, not every “cow”: this is our goal as we develop systems; managers are required for exceptions only.管理者聚焦例外：管理者聚焦例外：这是我是我们的的目目标发展系展系统；管理者；管理者仅对例外要求。例外要求。11
7、Delphi ConfidentialDMSFebruary 2003How is DMS Structured?DMS怎样构造的？http:/ is structured in six “interdependent elements”AND an Implementation GuideDMS由六个相互依赖的元素和一个执行机构组成。12Delphi ConfidentialDMSFebruary 2003 DMS的怎样构成的？DMS 相互依赖的元素Make what we need, when we need it.Pull SystemMaterial Movement (MM)Plan
8、ImplementImplementation Guide (IG)Start HereEmployee Environment and Involvement (EE)OPOPOPOPTLAEmpowered TeamsFlow ManufacturingSystem Design (MSD)Quality (Q)Why? Why? Why? Why? Why?I&CIMOperational Availability (OA)Visual Controlsfor Quick ResponseCleaningInspectionand ProperLubricationimproves Av
9、ailabilityWorkplace Organization (WO)A place for everything and everything in its place.13Delphi ConfidentialDMSFebruary 2003关键观念FWe measure plant performance, DMS implementation and flow improvement in a number of different ways:我们以不同的方式测量工厂能力，DMS执行和流程改进：Schedule Attainment进度表达到Inventory Turns存货转向O
10、perational Effectiveness操作效力Customer Returns (R/RPPM)顾客回馈FWe must balance the application of these metrics. Overemphasis of a single metric will compromise system improvement.我们必须平衡这些矩阵的应用，单个矩阵的过分强调危及系统的改进。平衡记分卡Scrap Dollars废品价Overtime加班Per Unit Cost每件成本First Time Quality一次下线不合格率14Delphi Confidentia
11、lDMSFebruary 2003价值流图关键观念15Delphi ConfidentialDMSFebruary 2003Kaizen改善On-goingobservationsto identifywaste andcontinuousimprovementopportunities.Problem solvingand standardizationObserve观测 Poor work distribution Employees not engaged Unorganized and/or dirtywork areas Poor First Time Quality Long ch
12、angeovers Poor machine reliability High inventoriesStandardize标准Interdependent Elements Flow ManufacturingSystem Design Employee Environment &Involvement Workplace Organization Quality Operational Availability Material Movement观测关键观念FOur observations will help to pinpoint which DMS Interdependent ca
13、n provide guidance for the standardization step. 观测将帮助我们精确哪个DMS相互依赖的可以提供对标准化步骤的导向。16Delphi ConfidentialDMSFebruary 2003Underlying Concept:潜在观念：潜在观念：Implement the best possible combination of the 3Ms:执行最好的可能的3Ms联合 through the identification and elimination of: 始终贯穿辨认和消除 focusing on the 3Ss: 集中在3Ss 通过
14、无休止的5改善步骤 创建精益敏捷型企业Waste 浪费 - - Fluctuation起伏 - - Unreasonable Practices不合理的实践 改善改善-布置图布置图 改善改善-设备设备 改善改善-流程流程 & 过程过程 标准化标准化观测观测改善基础关键观念17Delphi ConfidentialDMSFebruary 2003精益车间The Natural Work Group is integral toestablishing a Lean Shop Floor Structure.自然工作组是确立精益车间结构的完整所需要的。关键观念F精益车间结构描述的是由操作价值流管理
15、者拟订，通过工厂领导者和职能人员的支持获得的平面的组织结构。18Delphi ConfidentialDMSFebruary 2003解决问题Develop “eyes for waste”发展“寻找浪费Hiding problems will undermine the system隐瞒问题将破坏系统“没有问题”就是问题 关键观念FProblem Solving is a key ingredient of a successful companys culture and must:解决问题是成功的公司文化的关键元素并且必须：Become part of every employees d
16、aily routine.成为每个雇员的日常事务Focus on root causes.聚焦根源问题Be supported by continuous follow-up.追踪调查支持19Delphi ConfidentialDMSFebruary 2003目视控制TOOLS关键观念FVisual Controls communicate instructions in the workplace. Characteristics of effective visual controls include:目视控制在车间沟通说明，有效的目视控制特性包括：The ability to quic
17、kly distinguish between normal and abnormal conditions.快速区分普通和反常情况的能力The ability to communicate simple instructions at-a-glance. 对简单说明沟通的能力A method for viewing production status and performance.评审产品状态和性能的方法The idea is to make improvement opportunities visible!20Delphi ConfidentialDMSFebruary 2003计划维
18、护关键观念FPlanned Maintenance is the total system of activities to ensure the proper operation of equipment. A good planned maintenance system is characterized by:计划维护是活动的总系统以保证合适的设备操作。好的计划维护系统可以通过以下表现：Appropriate data analysis to predict and prevent unplanned failure.合适的数据分析以预言和防止未计划的失误。Equipment capab
19、le of producing a consistent, quality product at desired rate.在目标率下，设备能够产生一致质量的产品Operators involved in the monitoring and care of equipment and the workplace.操作工监控并注意相关的设备和工件。Quick response systems that supportimmediate repair of equipment.快速响应系统以支持对设备的即刻修复。21Delphi ConfidentialDMSFebruary 2003关键观念F
20、Production Maintenance Partnership (PMP) is the practice of involving the production operator in the maintenance and improvement of their own equipment.生产维护伙伴关系是指在本身的设备维护和改进里包括生产操作的实践FObjectives of PMP 目标Improve the overall availability of the equipment by eliminating the six major forms of producti
21、on loss通过消除六个主要生产损失的样式来改进全部设备的可用性XBreakdown loss明细分类损失XSetup and adjustment losses设置和调整损失XMinor stoppage losses较小的中断损失XSpeed losses加速损失XDefects and rework过失与修复XStartup/yield losses启动/收益损失生产维护伙伴关系Cleaning, inspection and proper lubrication improves availability.22Delphi ConfidentialDMSFebruary 2003关键
22、观念FQuick Response is a production response system that facilitates the immediate resolution to lost time and downtime issues by alerting the appropriate support group快速响应是通过合适的支持小组对损失时间和停工事宜做出即刻解决的生产响应系统FAndon Systems production management visual and audio control tool that monitors and displays pro
23、duction status Andon系统生产维护目视的和声频的控制对工具监控和显示生产状态快速响应23Delphi ConfidentialDMSFebruary 2003转变新模具新模具新模具新模具旧模具旧模具旧模具旧模具Pit Stop Mentality关键观念FQuick Setup or Changeover is the ability to minimize production losses when changing from one part type to the next.快速设置或转变是在转变一种产品为下一种时将生产损失最小化的能力。The improvement
24、 process follows a standardized approach and enables the plant to implement a small lot strategy.改进过程随着标准的方法并能够对工厂执行许多小策略的改进。24Delphi ConfidentialDMSFebruary 2003生产级别成品缓冲成品缓冲供应商供应商 FAB 次极装配次极装配 装配装配 成品成品 顾客顾客 Without LevelingWith Leveling顾客要求顾客要求顾客要求顾客要求关键观念FProduction Leveling is used to buffer cus
25、tomer demand variation and allow manufacturing to build to a stable quantity.生产级别被用于缓冲客户的要求变差和允许制造建立稳定生产数量。25Delphi ConfidentialDMSFebruary 2003Pull SystemsKey ConceptsFPull Systems provide a method to control the flow of material and information by replacing only what has been consumed.Drive the le
26、vel schedule back through the operation.Develop a repetitive daily cadencethat is reviewed weekly.Process 1FinalProcess Process 3Process 2Level Load BackwardsFinished Goods Pull LoopPull LoopPull LoopPC & LCustomer PlanLevel Schedule26Delphi ConfidentialDMSFebruary 20031) Specify value in the eyes o
27、f the customer在顾客的心中确定价值 2) Identify value stream and eliminate waste确定价值流和消除浪费 3) Make value flow at pull of the customer顾客对价值流的推动 4) Involve & Empower Employees包括 &授权雇员 5) Continuously improve in pursuit of perfection持续改进追求完美精益企业1. What are you doing to ensure that your function supports the Value
28、 Streams?你将做什么以保证功能支持价值流？2. What are you doing to make your own function Lean?你将做什么使得功能变的精益？Questions for Lean Leaders精益领导的问题关键观念27Delphi ConfidentialDMSFebruary 2003精益企业执行Change Culture First(Conventional Way)Change System First(TPS Way)首先改变首先改变系统系统Where Do You Start从哪开始 - From the Top or the Botto
29、m?顶部还是底部？关键观念Culture文化Values价值&Attitudes态度WhatWe Do我们做什么28Delphi ConfidentialDMSFebruary 2003Back-Up Slides29Delphi ConfidentialDMSFebruary 2003New Business Sustainable Profits新商新商务可从中获利务可从中获利DecreasedCost减少成减少成本本The linkage between variation, flow and cost:变差变差，流程流程和和成本成本间的联接间的联接Waste Elimination消消
30、除浪费除浪费Improved Product and Information Flow改进产品和信息流改进产品和信息流成本鉴定链Improved Product and Information Flow改进产品和信息流改进产品和信息流Process Variation Reduction过程变差过程变差降低降低Waste Elimination消消除浪费除浪费DecreasedCost减少成减少成本本关键观念30Delphi ConfidentialDMSFebruary 2003Six Sigma attacks variation, creating predictable product
31、s and processes that enable DMS concepts to be effective. 6影响变差，创建可预知的产品和过程使DMS观念能有效的接受。FDMS is based on the elimination of waste using concepts of :基于对浪费的消除Product/Process Flow产品/过程流Standard Work标准工作Quick Set-up快速设置Pull Systems推系统Machine Reliability机器可靠性FSix Sigma is based on understanding and redu
32、cing process variation through a detailed, structured problem solving methodology基于通过详细的结构问题解决方法论来理解和降低过程变差WASTEf (X)f (X)Y=Y=The focus of Six Sigma聚焦聚焦6Define定义定义Measure测量测量Analyze分析分析Improve改进改进Control控制控制Organizational AccountabilityOrganizational Accountability精益生产 & DMS与6的关系31Delphi Confidentia
33、lDMSFebruary 2003执行导向DMS的结构Value Stream Map - Future StateSite PlanMetricsScheduleCurrent StateFuture StateDMS Gap Assessment1234Site Planning Value StreamMapping IG-1IG-2Implementation Guide执行导向执行导向12345678Production Report.对总系统应用相互依赖的元素的方法论下一个812个月的标准计划价值流和信息流的图象表示方法对每一个生产单元或设备的日常操作记录.标准清单用来评估DMS执
34、行的当前状态和确定改进机会32Delphi ConfidentialDMSFebruary 2003布局规划过程关键观念FThe Site Planning Process is used to identify, organize and prioritize activities into an implementation plan that supports the value streams and business goals.布局规划过程用于定义、组织和使活动优先为执行计划以支持价值流和商务目标。33Delphi ConfidentialDMSFebruary 2003布局规划过
35、程关键观念FThe Site Plan is created from many data layers down to individual value stream segments.从许多数据层下至单个的价值流片段创建布局规划SITE PLAN布局规划布局规划Gap Assessment间隙评估间隙评估Value Stream Mapping:价值流图价值流图Value Stream 1价值流图价值流图1Value Stream Mapping:Value Stream 2Production Reporting collects segment data.生产报告收集片段数据。Valu
36、e Stream Maps identify opportunities for improvement.价值流图定义改进的机会The Gap Assessment measures implementation attainment for the site.对场所的间隙评估测量执行Production Reporting:Segment 生产报告：生产报告：片段片段1AProduction Reporting:Segment 1BProduction Reporting:Segment 1CProduction Reporting:Segment 2AProduction Reportin
37、g:Segment 2BProduction Reporting:Segment 2C34Delphi ConfidentialDMSFebruary 2003间隙评估（摘要）关键观念III. QualityVI. Flow ManufacturingI. Employee Environmentand InvolvementII. Workplace OrganizationV. Material MovementIV. Operational AvailabilityImplementation GuideI. Employee Environment & Involvement Beli
38、efs & ValuesHealth & SafetyEducation & TrainingPeople & Team RecognitionSuggestion ProgramNatural Work GroupsStandards of Manufacturing LeadershipStandards of Manufacturing Leadership35Delphi ConfidentialDMSFebruary 2003Manufacturing leadership does not follow standard practices. Supervisor responsi
39、bilities vary within the plant. Focus is on fire fighting rather than continuous improvement.间隙评估（详细）关键观念All levels of manufacturing leadership understand and perform their assigned roles and responsibilities. First line supervisors are truly Advisors to their teams, audit work standards and coach continuous improvement activities.Personal Business Plan evaluation shows performance improvement to documented tasks.个人商务计划评估显示出对文件任务的改进表现。36
