解码丰田生产系统.pdf

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1、DANTOTSU = 绝对领先 1 Page 1 Toyota Production System 解码 丰田 生产系统 DANTOTSU = 绝对领先 2 Page 2 标准作业 5S 3定 作业指导 持续改善 现场主义 PDCA 7 种浪费 自働化 品质内置 机器和人的和谐 停线 5个为什么 防呆法 顾客中心 以人为本 安全 , 质量 , 交货期 , 成本 , 士气 流程导向 及时制 节拍时间 单件流 下游拉动 快速换模 看板 生产准备流程 领导力 区域控制 团队 教导 稳定性 关注 4M 需求 & 产量 (均衡化 ) 长期理念 职责 目视管理 全员参与 价值流导向 危机感 异常管理系统

2、响应速度 永不满足 思维方式 如何思考 12 范式 反思 基于事实 提案 创新 & 工艺 丰田模式 精益屋 DANTOTSU = 绝对领先 3 Jidoka Stop and Fix Problems 自働化 - 停线解决问题 1st Pillar: Jidoka Build in Quality 支柱一： 自働化 品质内建 DANTOTSU = 绝对领先 4 Page 4 Fixed Position Stop 固定位停止 Line moving, no problems 生产顺畅，没有问题 Pitch = 1 chassis Call button 召集按钮 Work element li

3、nes 作业单元线 DANTOTSU = 绝对领先 5 Page 5 Fixed Position Stop 固定位停止 Line moving, called for help 生产线移动，请求帮助 Time available to solve problem 用于解决问题的时间 Fixed Position 固定位置 DANTOTSU = 绝对领先 6 Page 6 Fixed Position Stop 固定位停止 Work element lines 作业单元线 Problem not solved, line stopped 问题没解决，停线 Fixed Position 固定位置

4、 DANTOTSU = 绝对领先 7 Page 7 2nd Pillar: Just In Time TPS支柱之二：准时化 Synchronize work with customer demand 与顾客需求同步 Takt time / 节拍时间 One piece flow / 单件流 Downstream Pull / 下游拉动 DANTOTSU = 绝对领先 8 Page 8 Takt Time Calculation 节拍时间计算 2 shifts/day x 7.5 hours/shift x 60 min./hour x 60 sec./min. 145 pieces/day

5、= N e t A v a i l a b l e T i m e U n i t s S h i f t s / D a y 2 S h i f t s H o u r s S e c o n d s / S h i f t 27000 S e c o n d s H o u r s / s h i f t 8 . 5 H o u r s N e t A v a i l a b l e S e c o n d s / D a y 54000 S e c o n d s A v a i l a b l e m i n u t e s 510 M i n u t e s B r e a k m

6、i n u t e s 30 M i n u t e s C u s t o m e r D e m a n d L u n c h m i n u t e s 30 M i n u t e s D e m a n d / D a y 145 P i e c e s W o r k i n g M i n u t e s / S h i f t 450 M i n u t e s W o r k i g S e c o n d s / S h i f t 27000 S e c o n d s N e t A v a i l a b l e S e c o n d s / D a y 5400

7、0 S e c o n d s / D a y D e m a n d / D a y 145 P i e c e s / D a y Ta k t Ti m e = 372 S e c o n d s / P i e c e T a k t T i m e C a l c u l a t o r = 372 seconds / piece = 6.2 min./piece DANTOTSU = 绝对领先 9 Page 9 One Piece Flow vs Batch & Queue 单件流 vs批量排队 Time to first piece is 21 minutes Time to c

8、omplete batch 30 minutes Batch & Queue Lathe Mill One-Piece Flow Lathe Mill Drill Drill Make 10, Move 10 Make 1, Move 1 1 min. cycle times per process Time to first piece is 3 minutes Time to complete batch 12 minutes Make 1, Move 1 Make 1, Move 1 Make 10, Move 10 Make 10, Move 10 DANTOTSU = 绝对领先 10

9、 Page 10 Flow Line Designed for Flexibility 灵活的单元流动作业设计 DANTOTSU = 绝对领先 11 Page 11 Work continues with or without signal Problems do not become visible More pushing only makes it worse Work stops when there is no signal Problem become visible Pull untangles the bottleneck Push vs. Pull 推动 vs拉动 DANTO

10、TSU = 绝对领先 12 Page 12 “Where there is no standard, there can be no kaizen.”没有标准就没有改善 - Taiichi Ohno 大野耐一 1st Foundation : Standard Work 基石之一：标准化作业 P D C A Standard DANTOTSU = 绝对领先 13 Page 13 Sustaining Kaizen 改善的保持 Kaizen is followed by Standard Work documentation Supervisors train workers in new St

11、andard Work Managers audit new Standard Work Engineers and kaizen specialists work to solve problems Repeat Ideal Condition 理想状 态 P D C A Standard Work Current Condition 现 状 DANTOTSU = 绝对领先 14 Page 14 Standard Work 标准作业 Built on the three elements of: 包含三大要素 1. Takt Time 节拍时间 2. Work Sequence 作业顺序 3

12、. Standard WIP 标准在制品 The most effective combination of manpower, materials, and machines. 人员 /物料 /设备的最佳组合 DANTOTSU = 绝对领先 15 Page 15 Heijunka & Just In Time 均衡化和准时化 One-piece flow at Takt Time without Heijunka 在没有均衡化的条件下，按节拍时间实施单件流 2nd Foundation : Stability 基石之二：稳定性 DANTOTSU = 绝对领先 16 Page 16 Heiju

13、nka Impact on Supply Chain 均衡化对供应链的影响 Supply Chain Factory Schedule Customer demand Heijunka daily production Mini mum FG inven tory Mini mum FG inven tory Customer demand Smoother Signal to Supply Chain After Heijunka Effect of customer demand swings on supply chain DANTOTSU = 绝对领先 17 Page 17 Custo

14、mer demand swings in mix / volume 顾客需求在数量 /品种上的波动 Inside the Factory 工厂 内部 Heijunka daily production 均衡化每日排程 Resources used closer to actual demand 资源 配置按照实际需求 Minimum finished goods inventory Resources required for peak demand 按 波峰需求配置资源 Heijunka Dampens Demand Swings 均衡化降低顾客需求波动 DANTOTSU = 绝对领先 18

15、 Page 18 Traditional Large Lot Production 传统大批量生产 Week 1 Week 2 Week 3 Week 4 Changeover 换线 Volume averaged month to month Mix averaged month to month 品种和数量按月均衡 Monthly Demand: Green = 68 Yellow = 32 Red = 16 DANTOTSU = 绝对领先 19 Page 19 Lot Production Monday Tuesday Wednesday Thursday Friday Changeov

16、er 换线 Volume leveled by day 产量按日均衡 Mix leveled by week 品种 按周均衡 DANTOTSU = 绝对领先 20 Page 20 Weekly Leveled Production周均衡生产 Monday Tuesday Wednesday Thursday Friday Changeover 换线 Volume leveled by day 产量按日均衡 Mix leveled within week 品种 按周均衡 DANTOTSU = 绝对领先 21 Page 21 Daily Heijunka Production， 日均衡生产 Mon

17、day Tuesday Wednesday Thursday Friday Changeover 换线 Volume leveled by day Mix leveled within day 品种 和数量都按日均衡 DANTOTSU = 绝对领先 22 Page 22 Heijunka & Lot Size Reduction 均衡化与批量生产 Customer demand is highly variable 顾客需求高度波动 Many set ups 频繁换线 SMED & one-touch set ups 1分钟换线 Heijunka produce according to wh

18、at sells均衡化 按实际 销售生产 Few set ups 换线少 Carry inventory 保留库存 Produce to forecast 按销售预测生产 Traditional Approach，传统方式 Lean Approach，精益生产 DANTOTSU = 绝对领先 23 Page 23 3rd Foundation : Kaizen 基石之三：改善 Overproduction Transportation Waiting Inventory Over- processing Motion Rework Go See 現地現物現実 Problem solving cycle Plan, Do, Check, Act 改善 DANTOTSU = 绝对领先 24 培育深厚的改善土壤！ 系统部署精益战略推进 ! 打造可持续性精益管理体系！ 建立长期的精益战略转型合作伙伴！ 谢 谢！ 24 毛竹 4年也只不过长 3cm 5年后每天以 30cm的速度生长 这样只用 6周就可以长到 15米 DANTOTSU = 绝对领先 25 Dantotsu 唐道述