如何绘制VSM_价值流分析图.ppt

* Ask the question and have the class answer, then explain how it is shown on the future-state map. CLICK TO ANIMATE THE CHANGES TO THE MAP IN RED. Since Highland is now on pull, MRP is not needed to run production. Create the timeline and total L/T and P/T . Lead time dropped from 23.5 days to 5 And process time dropped from 188 seconds to 175 seconds. Does the customer benefit? What Business objectives will improve? 提出问题并让学员回答，然后解释在未来状况图上是如何表示问题的。点击激活对红色绘图的改变。由于高地公司现处于拉引阶段，不需要MRP来管理生产。建立时间线和总的前置时间与制程时间。前置时间由23.5降到5天。制程时间由188秒降到175秒。顾客受益了吗？什么经营目标会得到提高？ * DMP kaizens need to be added to implement the supermarket pull systems. The SMED at Stamp should be added a long with the VRK and standard work events that were already shown on the map. 为实施赸市拉引系统需要加上DMP改善。冲压阶段的SMED应该加在已经显示在图上的VRK和标准化工作活动。 * Look at the new map in terms of flow cycles. There is three. Pacemaker, stamp and supplier. It may make sense to implement each cycle as a logical set of events. 看一下以流程周期为标准的新图。有三个要素。引导制程，冲压和供应商。按活动的逻辑顺序实施每个周期会很有意义。 * Prioritize the sequence of Kaizen events identified on the future-state map. Develop an action plan. 优化在未来状况图上确认的改善活动的顺序。制定一个行动计划。 * * * * * * * * * * * Provides focused leadership 提供有针对性的领导力 Creates common goals for the organization 建立组织的共同目标 Product Family (start-to-finish) scope 在产品族范围内 Reduces potential for sub-optimization 减少发生事倍功半的情况 Assigns appropriate resources 正确地分配资源 * Each value stream needs to match the current demand, but must also be flexible enough to match different levels of demand by using different playbook scenarios through standard work. Ask the class why a value steam should be driven by takt time? 每一价值流需要契合顾客的需要，但也必须具有足够的灵活性以通过使用标准生产制程中的不同规范情况来满足不同层次的需求。问学员为什么价值应该用客户需求时间来驱动？ Prevents overproduction, matches the needs of the customer, least waste system 防止过度生产，满足顾客需要，将系统浪费降至最低。 * One-piece flow eliminates those pools of inventory between process steps and has a number of other benefits. 一件流消除了制程步骤之间的大量库存，并能带来其它利益。 Batch producti