价值流培训(sim文ple chinese).pptVIP

股份公司SMF推进小组 股份物流部物流规划科 2004-5-8;培训说明;培训说明;价值流提升VS流程改善;价值流图析;价值流图;使用价值流工具;以产品族为关注焦点;价值流经理;价值流级别;现状图的绘制;ACME 冲压厂数据设定;;ACME 冲压厂数据设定（续）;ACME 冲压厂平面布置图;ACME 冲压厂数据设定（续）;ACME Stamping Data Set (Continued);;;;;;;;;;;小组提示现状图的绘制;未来图的绘制;批量生产（Mass Production） 大批量、推动式、“孤岛”现象;浪 费;过量生产;生产线的不平衡局部 VS 全局 的最优化;TAKT 时间（TT）;超节拍（Takt Time）生产成本高昂;直接发运还是运用Marketplace？;通过暂存区来控制波动幅度;持续流的过程;Problem Points in the Flow哪里是单件流的终点;暂存区拉动式生产;生产排程只下达到领跑工序;在领跑工序的混线生产;What Happens to a Lean Flow…;Paced Withdrawal at the Pacemaker;关于???来状况的问题;未来图图标;TAKT = 460 min/460 pcs = 60 Sec Pitch = 60 sec x 20 pcs = 20 min;持续流的运用;TAKT = 460 min/460 pcs = 60 Sec Pitch = 60 sec x 20 pcs = 20 min;持续流的运用;TAKT = 460 min/460 pcs = 60 Sec Pitch = 60 sec x 20 pcs = 20 min;持续流的运用;TAKT = 460 min/460 pcs = 60 Sec Pitch = 60 sec x 20 pcs = 20 min;需要多少操作工？;工作平衡;;Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd.;Material handler takes away 60 pcs at a time;Press makes lots of 60 pcs.;Due to long 1 hr change over the press can’t make a batch of 60. Production will still be in batches.;Shipping pulls 46 trays/day;Don’t Batch Information Release 1 card every 20 minutes.;Use a supermarket to control coil supply. Receive daily, maintain ? day safety stock.;Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd.;Team TipsFuture State Mapping;A Plan to get there!;Supplier Loop;Value Stream Plan;Value Stream Review;Implemenation Via Point Kaizen;Value Stream Mapping ;物流图标;信息流图标