价值流程图分1.ppt

价值流程图分析;定义;进行价值流程图分析的原因;进行价值流程图分析的原因;Information;Most companies start at thetool level, with no tie backto a business strategy.;价值流程图分析——现状;识别零件家族, First…;产品家族 ;产品线的影响因素;价值流程图分析提示;图标;数据;Information;; Takt Time;;供应商循环;制造循环;信息流;VSM现状－前导期时间数据柱状图;VSM现状－前导期时间数据柱状图;Lead Time Data Bar;Production Plan Information;VSM第一步 – 走完全部流程;收集数据;贴到墙上;完成现状图;价值流程图分析: 现状;计算 OEE ;价值流程图分析——未来;未来的状况; Streamline a Process “Tips”;2. Combine Process Steps ;3. Continuous Flow Builds Speed; 4. Think Parallel, Not Linear;5. Add a Pacemaker Loop;5. Pacemaker Loop (cont’d);Process efficiency can be improved by eliminating waste associated with adding spare capacity and contingency into processes that serve to cushion uncertainty—variation.; 6. Reduce Sources of Variation (cont’d);Re-design a Process (Clean Sheet);Checklist For Evaluating a Process Re-design;Future Customer Loop Questions;Future State-Production Control;Future State – Information Flow;Future Supplier Loop Questions;Future Manufacturing Loop Questions;MRP;MRP;Value Stream Mapping (Current State with Kaizen Burst);By mocking up the physical layout of the cell, you solve issues that may come up prior to presenting the actual layout to the shop floor.;Body ;Value Stream Map Product Line;Value Stream Map Product Line;Value Stream Map Detail (EAMO);Value Stream Map Finish Line;4 X Shift;Value Stream MappingImplementation Plan;So, We Have A Map! Now What?;Value Stream Mapping;Prioritize the Kaizen “Bursts”on the Future State Map;Prioritize the Lean Tools Opportunity for Improvement;Identify Top Three Goals by Loop;Develop Plans for Each Kaizen Opportunity;Each Opportunity Plan Is a PROJECT;Develop a Combined Kaizen Plan;Implementation Plan;Implementation Plan–Sample;Typical Financial Measures;Common Plant Performance Measures;Example of Metrics – Current Future;Incentives to Implement a Plan; Implementation Plan;Culture-Change Message (Example);Remember!;Product Line XYZ