优化生产中的物流活动TPS

优化生产中的物流活动TPSJIT生产(准时,准量生产):Whatismeantbytheterm,“Just-In-Time”?JIT生产意味着什么?DoesitmeanJITSupply?准时,准量供应?DoesitmeanJITProduction?准时,准量生产?So,whatisJust-In-Time?那么,什么是准时准量生产?Theconceptofproducingthenecessaryunitsinthenecessaryquantitiesatthenecessarytimeisdescribedbytheshort-phrase“Just-In-Time”.JIT生产是:在必需时间内生产必需数量的必需部品的概念.Forexample….Inbuildingshoes:Thenecessarysubassembliesoftheproceedingprocess(uppersandbottoms)shouldarriveattheassemblylineatthetimeneededintheamountsneeded.举例 说明 关于失联党员情况说明岗位说明总经理岗位说明书会计岗位说明书行政主管岗位说明书 :在生产成品鞋的时候:制鞋所必需的部件(鞋帮和鞋底)要准时,准量,准型号地到达制造车间.IfweachieveJIT:如果我们做到准时,准量生产:Unnecessaryinventorieswillbeeliminated.不必要的库存就会消除Storesandwarehouseswillnotbeneeded.储存区和仓库也可以取消Materialcarryingcostswillbediminished.资材搬运成本降低However….TorelysolelyonacentralplanningapproachthatinstructstheproductionschedulestoallprocessessimultaneouslyisnotlikelytoresultinaJITprocessforalloperations.但是：单纯地依赖 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 生产的方法,使所有工序同步生产，并不能完全实现所有环节的准时，准量生产.TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划Typically,onecontroloperationreceivesthecustomers’ordersanddisseminatesschedules.通常，生产控制部门接受客户定单，然后制订并传达计划.ProductionControl生产控制TransferWasherAssemblyMachining加工Welding焊接Assembly组装Shipping装船WeeklySchedule每周生产计划ProductionControl生产控制IIIIIITheproblemcomeswhenachangeismadeeitherbecausetheorderchangesorequipmentbreaksdown.但是当定单有变化或设备出现问题的时候，就会发生一些问题：库存库存库存库存Theresultisexcessinventory…结果是导致过多的库存……withintheplantasWork-In-Process…在本车间工序内积压过多的库存…supplierssendinginpartsthatarenotneeded…上一道工序发来的并不需要的部件Additionally另外,Weneedextrafloorspacetostorethematerial.我们需要额外的空间来堆放材料Needexpeditorstosatisfythechangesinschedule.需要人力和时间投入来改变生产计划Runovertimetomakeuppartsthatwenowneed.用加班时间来生产现在所需部件Toyotarethoughthowtocommunicateschedules.丰田公司对调整生产计划做了改进:Toyotadiscoveredadifferentwaytomanagetheirschedule,丰田使用不同的方法来制订调整生产计划Theystoppedtryingtoguesswhatthecustomerwillwant.他们并不去猜想客户的需求Instead相反..Eachdepartmenthadinstalledasmallinventoryofeachproduct.每个车间都保持少量的库存Downstreamprocessescometothesupplyingdepartmentsandtakewhatitneeds.下一道工序到上一道工序去取他们所需部件Thisallowstheprocessesupstreamtosimplyreplacewhatwastaken.这样,上一工序只要补充被取走的部件即可.TheToyotaProductionSystemTPS丰田体系….Islikelytobethemoststudiedanddiscussedoperationsprogramintheworld.是极可能被全世界研究和讨论的体系NumerousbooksandpapershavebeenwrittenaboutTPS.出版了很多关于TPS的书籍和其它资料ManyhavecometocharacterizeTPSas“leanproduction”orNOS.许多人认为丰田体系(TPS)实际上就代表优化生产或NOSLeanManufacturing(NOS)NOS优化生产Regardlessofanyauthor’sopinionorrational,allagreethatthefoundationofleanmanufacturing(NOS)isthecontinualpursuittoeliminatewaste.尽管大家的观点有些不一样,但所有人都认为NOS的基础是持续不断地减少浪费Wasteisdefinedasanythingthatconsumesresourcesortime,butdoesnotaddvaluetotheproduct.浪费是任何耗费资源或时间,但不增加产品价值的活动ExcessInventoryisWaste多余的库存是一种浪费Excessinventoryhidesproblems多余的库存会隐藏一些问题SeaofInventory大量库存RawMaterial原资材FinishedGoods成品LongTransportation过长运输时间VendorDelivery供应商运送Absenteeism缺勤Commun-icationProblemPoorScheduling计划不力MachineBreakdown设备停机QualityProblems质量问题LineImbalance线内不平衡LongSet-UpTime过长调整时间LackofHouse-Keeping仓储管理问题沟通问题OurgoalformaterialsmanagementinNOSNOS资材管理的目标Theidealstateisasmoothflowofmaterialsthroughoutourownfactory理想的状态是物料在整个工厂内顺畅的流动.Wewanttotietogetherprocessesthatareseparatedbylargephysicaldistances.使那些有一定距离而相对分离的生产流程紧密结合起来Weneedtoimprovecommunicationinregardstomaterialmovement.在物流方面要加强各工序间的沟通ThePushSystem”推动“生产体系Intraditionalmanufacturing,variousproductionschedulesarereleasedtoallprocesses;componentmakingandassembly.在传统的生产中,各种生产计划被传达到各个工序,部件生产和组装部门.ThePushSystem(cont.)”推动“Thesepart-makingprocessesproducethepartsinaccordancetotheirschedulesandtransportthepartstothenextprocess.部件生产部门按照收到的计划生产并把成品部件运送到下一道工序.ThePushSystem(cont.)”推动“Thismethodmakesitdifficulttopromptlyadapttochanges.这种方法使生产很难迅速对变化作出反应Eachproductionschedulemustbechangedateachprocesssimultaneously.每个工序的生产计划都必需同时变化以适应同步生产ThePushSystem(cont.)”推动”TheResult导致:Thecompanymustholdextrainventoryamongallprocesses.公司不得不在各个工序保持额外的库存Thiscreatesanimbalanceofstockbetweenprocesses.各工序间的库存达不到平衡ThePullSystem“拉动”生产体系Incontrast,inaPULLSYSTEM,eachprocesswillwithdrawthepartsitneedsfromtheproceedingprocess.相反,“拉动”生产体系要求各个工序仅需从上一道工序提取自己所需要的部件.BA“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市SupplyingProcess供应工序CustomerProcess客户工序“生产”指示板“拒收”指示板ThePullSystem(cont.)”拉动”体系Sinceonlythefinal-assemblyprocesscanaccuratelyknowthenecessarytimingandquantityofpartsrequired,theyaretheonlyonestoreceiveaschedule.因为只有制造准确地了解所需时间和部件数量,以只要制造收到生产计划即可.AssemblyStock-fit准备Stitching缝纫Assembly制造Shipping装船WeeklySchedule每周生产计划FinalAssemblyreceivesascheduleandpullsfromtheMarketPlace.StitchingandStock-fitreplenishestheMarketPlace.制造接受生产计划,并借助“供应超市”拉动生产.缝纫和准备向“供应超市”补充部件.ProductionControl生产控制ThePullSystem(cont.)”拉动”体系Withtheschedule,thefinal-assemblygoestothesupplyingdepartmentsandwithdrawswhatpartsareneeded.根据生产计划,制造到供应车间去提取所需部件.ThePullSystem(cont.)”拉动“生产Theprecedingoperationthenproducesthereplacementsofthepartswithdrawnbythesubsequentprocess.这样,前一道工序开始生产被下一道工序提走的部件以补充所需.BAssembly制造Stitching缝纫A“production”kanban“withdrawal”kanbanProduct部件Product部件Market供应超市“生产”指示板“拒收”指示板Markets“供应超市”Marketsarethestoragelocationsforallthepartspriortogoingtothenextoperation.“供应超市”是为下一道工序储存所需各种部件的区域.Marketssimplyareorganizedcollectionsofpurchasedpartsandwork-in-process.组建“供应超市”只是为了搜集购买的部件和线上的库存.Ifpartsarealreadystoredinyourplant,thenyoucanconstructmarkets.如果工厂内有储存部件,那就可以设置此体系.CautionsaboutMarkets关于“超市体系”的警告:Don’tgetcaughtupinotherpeople’sphilosophy.不要受别的观点的影响:Marketsdonothavetobelocatednexttothereceivingdocks.超市不一定要靠近部件接受区Marketsdonothavetobelargeinsize.规模不一定很大Youcanhaveseveralmini-marketsifspaceisdifficulttoget.若空间不够,可设多个分散的小超市.Useyourowncommonsense运用自己的常识来解决问题!RulesfordevelopingMarkets设立“超市”的 规则 编码规则下载淘宝规则下载天猫规则下载麻将竞赛规则pdf麻将竞赛规则pdf :Haveastoragelocationforeverypart.为每一部件设立储存区Determinethemaximumofanyonepartthatwillbestored.为任一需储存部件设立最大库存标准Provideadequatestoragespace.提供合适的储存区域Safetyisapriority.要优先考虑安全因素.LessonsLearnedaboutMarkets设立超市需注意的几点:Haveanoverflowspotandameanstomonitor.设立库存限制和监控方法Trytoreservespacesforfutureparts.提前考虑，为以后的部件留出储存空间Preferably,donotstorethesamepartinmorethanonelocation.同一部件最好储存在一个区域Makesureaislewayscanaccommodateforklifts.保证过道可容纳或通行搬运工具.Determinecustomerdemand确定客户需求Takttimeisareferencenumberthatgivesyouasenseforthepaceatwhicheachprocessneedstobeproducing.TAKT节拍时间为了解并调整各个工序的生产速度提供参考依据Tocalculatetakttime,dividetheavailabletimebythecustomerdemand.用可利用的生产时间除以客户需求量，即为节拍时间.Forourplant对我们公司来说:Oneshiftisninehoursthereisone60-minutelunch9小时一个班次,其中有1个小时的就餐休息时间Work-time工作时间8Hrs.X60min/hr=480minutes8小时X60=480分钟480minutespershiftThereis28,800secondspershift480分钟每个班次,即28,800秒每个班次Customerdemand客户需求Thecustomerneeds2,000pairseachday.客户每天需要2,000足鞋WeworkoneshifteachdayinAssembly,6daysperweek.制造车间每天一个班次,每周工作6天Customerdemandis客户的需求是:2,000Pairs/28,800sec2,000足/28,800秒or1PAIRevery14.4seconds或每14.4秒需要产一足鞋Marketsetupsandlocations供应超市准备和位置选定Locatespacewithintheplantthatcanbeusedasamarket(s).选定公司可作为超市的位置Minimizethenumberofmarkets.Ifmaybenecessarytostartwithseveralsmallones,latertocombineintoone.尽量减少超市的数量,若有必要可先设立几个小的超市,以后再合并成大的超市.Manpowerandequipmentneeded人员和设备要求PartsaredeliveredtothelinebyMaterialHandlersusinghand-carts.搬运人员用手推车将部件运到生产线TheMaterialHandlerhasadesignatedroutethatcoversallthestationshe(orshe)isresponsiblefor.搬运人员按照指定的运输路线负责自己的工作区域Hedeliversallpartsneededonthatdeliverycycle,retrievesallemptycontainers搬运人员必须循环搬运所需部件,并取回空的部件箱Training培训Thepeoplewhoareaffectedbythenewsystemneedtounderstandwhythecompanyhasimplementedtheprogram.新体系所涉及到的人员需要懂得为什么公司实施此体系Thosewhoaretosupportitmustunderstandhowitworks.支持新体系的人员需懂得体系是怎样运作的Allpeoplemustreceiveadequatetraininginorderforthesystemtobebothrobustandsuccessful.所有相关人员需接受培训以保证新体系的运作效率和成功。超市Training(continued)培训Rememberwhotheaudienceis:Productionworkershavelittleregardforhowmanyturnstheinventorymakes…Materialhandlerswillnotseeinventoryreductionasabenefit….记住谁是培训对象：那些对库存的影响不太关心的生产者…看不到减少库存会带来收益的资材管理者…Training(continued)培训Designyourtrainingprogram(s)usingtheknowledgeyouwillgaininthesystem’sdevelopment.运用你在实施NOS的过程中得到的经验来 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 培训 内容 财务内部控制制度的内容财务内部控制制度的内容人员招聘与配置的内容项目成本控制的内容消防安全演练内容 ，Keepitsimple.使培训内容简洁易懂，Giveyourselfenoughtimetohandlethetoughquestions.Respectthepeople’sconcerns.用足够的时间来解决比较棘手的问题，尊重别人的意见。ResultsofaPullSystem生产拉动体系的结果Inoperationswheretheimplementationhasbeensuccessful,boththemanagementandworkforcebelievetheworkenvironmenttobe“enhanced”在拉动体系取得成功的那些环节,无论是管理层还是工人都会认为他们的工作环境正在改善。