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課程大綱:

ime: 12Hours (2days)
Part one: (1H)
What Shall We Talk… 內(nèi)容安排
Lean Manufacturing System Briefing 精益生產(chǎn)系統(tǒng)簡(jiǎn)介
Lean Thinking and Lean Manufacturing System 精益思維和精益生產(chǎn)系統(tǒng)
Starting with Toyota in the late 50’s and catching on in the mid – 80’s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers
起源于20世紀(jì)50年代豐田汽車公司，而在80年中期被歐美企業(yè)紛紛采用。隨著微利時(shí)代的來(lái)臨，精益生產(chǎn)模式成為企業(yè)競(jìng)爭(zhēng)的有力武器
1．Lean Manufacturing System Briefing精益生產(chǎn)概述
2．What is Lean Manufacturing精益生產(chǎn)-五個(gè)原則
1）Value 價(jià)值（站在客戶的立場(chǎng)上）
2）Value Stream（價(jià)值流從接單到發(fā)貨過(guò)程的一切活動(dòng)）
3）Flow 流動(dòng)（像開(kāi)發(fā)的河流一樣通暢流動(dòng)）
4）Demand Pull（需求拉動(dòng)BTR-按需求生產(chǎn)）
5）Perfect 完美（沒(méi)有任何事物是完美的不斷改進(jìn)）
Part two: (1H)
3. Lean 6Sigma Tools 精益六西格瑪工具
1）Standard Work 標(biāo)準(zhǔn)化作業(yè)
2）Total Productive Maintenance 全面設(shè)備維護(hù)
3）5Five standard 五S
4）Set Up Reduction 減少換型時(shí)間
5）Mistake Proofing 防錯(cuò)
6）Value Stream Mapping 價(jià)值流圖
7）Cellular Manufacturing 單元化制造
8）Pull Systems 拉系統(tǒng)
9）Variation Reduction 減少變異
4. Lean Manufacturing Foundation精益生產(chǎn)之基礎(chǔ)
1）Cost成本的概念
2）Identify and eliminate the eight kinds of waste識(shí)別和消除八種浪費(fèi)
2.1 Overproduction 過(guò)量生產(chǎn)
2.2 Inventory 庫(kù)存
Inventory Covers All Problem 庫(kù)存掩蓋所有問(wèn)題
Low Down Inventory To Expose Problem 通過(guò)降庫(kù)存暴露問(wèn)題
3.3 Transportation 搬運(yùn)
4.4 Inspection & Rework檢驗(yàn)和返工
4.5 Processing 過(guò)程不當(dāng)
4.6 Waiting 等待
4.7 Motion多余動(dòng)作
4.8 Aptitude 智能
Part three: (1H)
5. 3S 三化原則
1） Simplification 簡(jiǎn)單化
2）Standardization標(biāo)準(zhǔn)化
3）Specialization專門化
6. ECRS消滅浪費(fèi)
Eliminate該作業(yè)可以取消嗎
Combine該作業(yè)可以合并嗎
Rearrangement該作業(yè)可以重排嗎
simplification該作業(yè)可以簡(jiǎn)化嗎
7. Workplace Organization 現(xiàn)場(chǎng)組織管理
1） WHAT IS ‘5S /6S / 7S’ 什么是5S
Sort + Straighten + Shine + Standardize + Sustain + Safety + Save
整理 整頓 清潔 展開(kāi) 保持 + 安全 + 節(jié)約
2） Workplace Organization - Visual Aids 現(xiàn)場(chǎng)組織管理- 可視管理
Everything has its place and everything in its place.
每件物品有指定的位置， 每件物品在它的位置上!
2） Workplace Organization - Color Coding 現(xiàn)場(chǎng)組織管理-色標(biāo)管理
8. Attitude To The Defects 對(duì)待缺陷，三不政策
DON’T ACCEPT 不接受！
DON’T MAKE 不制造!!
DON’T DELIVER 不傳遞!!!
9. Error Proofing 差錯(cuò)預(yù)防
Part four: (1H)
10. 精益生產(chǎn)實(shí)施績(jī)效指標(biāo)
1) Team Building and People Involvement 團(tuán)隊(duì)建設(shè) / 員工參與
2) People doing the work know the operation best
從事工作的人員最了解其本職工作
3) Decisions need to be made at all levels where the work is being done
在工作地點(diǎn)的所有層次上都需要作出決策
4) Those people affected by a change (line design) need to participate in making that change受某一改革影響的人需要參與實(shí)施這個(gè)改革
5) Change is exciting when it is done by us, threatening when it is done to us.
“當(dāng)變化由我們完成時(shí)，它是令人激動(dòng)的，而當(dāng)它發(fā)生到我們身上時(shí)，就是危險(xiǎn)的�！�
6) NATURAL WORK GROUP自治小組
T= Together
E =Everybody
A =Achieve
M= More
11. Team Performance Review 班組考核體系
Focus on team, not individual考核班組，而不是個(gè)人
Set-up key metrics system建立指標(biāo)體系
Key metric points relate to team bonus指標(biāo)得分決定班組獎(jiǎng)金
Recognize and post the best team定期獎(jiǎng)勵(lì)最佳班組
Part five: (2H)
12. Value Stream Mapping價(jià)值流分析
1) Value Stream 價(jià)值流
“Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.”
“只要存在某個(gè)提供顧客的產(chǎn)品或者服務(wù)，就一定存在一個(gè)價(jià)值流。挑戰(zhàn)在于如何去看到它�！�
2) Why Mapping the Value Stream 為什么要圖析價(jià)值流
Develops ability to see the total flow...beyond the single process level 建立超越單個(gè)工藝過(guò)程層次而看到宏觀生產(chǎn)流程的能力
3) Helps identify the sources of waste 幫助發(fā)現(xiàn)浪費(fèi)源
Shows the linkage between information flow and the material flow 展示了信息流與物流之間的聯(lián)系
4) Provides a communication tool for all levels 廣泛溝通的工具
Helps establish priorities based on barriers to flow 確定優(yōu)先次序
5) Ties together lean concepts and techniques helps avoid cherry-picking 結(jié)合精益的概念與技術(shù)…避免“只挑容易的” 來(lái)改進(jìn)
6) Forms the basis of an implementation plan 形成實(shí)施計(jì)劃的基礎(chǔ)
Describes what you are actually going to do to affect the quantitative data 描繪為了影響這些定量的數(shù)據(jù)，應(yīng)該做些什么
13. VSM Tools 繪制價(jià)值流分析圖所需工具
14. Value Stream Mapping Steps 價(jià)值流圖析步驟
15. Product family 產(chǎn)品族
16. Work plan and action 工作計(jì)劃及 實(shí)施
Current status 當(dāng)前狀態(tài)圖
Future status 未來(lái)狀態(tài)圖
17. Value Stream Mapping – Icons繪價(jià)值流分析圖 之 圖標(biāo)
18. Value Stream Mapping - Current Status 當(dāng)前狀況圖示
Part six: (3H)
19. Three important points of lean manufacturing精益三要素
1) Time
2) Flow流動(dòng)
3) Pull拉動(dòng)
20. The Path for Success 卓越之旅
1) Operational Availability運(yùn)行效率
2) OEE - Overall Equipment Effectiveness總的設(shè)備有效性
3) TPM - Total Preventive Maintenance全員設(shè)備維護(hù)
4) QCO - Quick Change Over快速換型
21. Equipment and maintenance設(shè)備可靠性與保養(yǎng)性指標(biāo)
1) MTBF (Mean Time Between Failure) 平均故障間隔
2) MTTR (Mean Time To Repair) 平均保養(yǎng)時(shí)間
22. Total Productive Maintenance (TPM 的五大支柱)
1) Training and Skill Development訓(xùn)練和技能的發(fā)展
2) Early Equipment Management/ Maintenance Prevention Design早期設(shè)備管理 /維護(hù)預(yù)防設(shè)計(jì)
3) Autonomous Maintenance自主性的維護(hù)
4) Maintenance Process Improvement改善維護(hù)程序
5) Systematic Equipment Improvement系統(tǒng)的設(shè)備改善
23. Continue Improvement - 5 Why 持續(xù)改進(jìn) 5 Why
24. QCO - Quick Change Over快速換型
Benefits好處: 1). Reduced machine downtime減少停機(jī)時(shí)間
2). Flexibility in scheduling增加生產(chǎn)計(jì)劃的靈活性
3). Reduced cost of scrap減少浪費(fèi)
4). Reduced inventory holding costs減少庫(kù)存成本
5). Increased capacity提高運(yùn)行能力
25. The Definition of Change Over Time換型時(shí)間定義
1) The time between the last good piece off one production run and the first piece off the next run從完成上一個(gè)型號(hào)最后一件合格產(chǎn)品到生產(chǎn)出下一個(gè)型號(hào)第一件合格產(chǎn)品所花的時(shí)間
2) Quick Change Over - 8 Steps快速換型八步法
3) Flow Cell and “U” Shape Layout柔性生產(chǎn)單元及U型布局
26. How Many Operators Needed 需要多少操作工
The number of operator is calculated by dividing the sum of the operator work （ value added + non value added ）by the Module take Time
操作工的數(shù)量等于總的單件產(chǎn)品的人工工作量除以單條生產(chǎn)線之節(jié)拍時(shí)間
27. The Goal For JIT Material Movement JIT物料運(yùn)動(dòng)的目標(biāo)
Part seven: (2H)
28. Supply Chain Mapping供應(yīng)鏈圖析
Lean Supply Chain Mapping精益供應(yīng)鏈圖析
1) Conventional Approach 傳統(tǒng)做法
Adversarial relations 敵對(duì)關(guān)系
Price is the priority 價(jià)格是決定因素
Formal certification 正規(guī)認(rèn)證
Culture：Suppliers are Expendable 企業(yè)文化：供應(yīng)商是可以犧牲掉的
2) Supply Chain management SCM 供應(yīng)鏈管理
Longer - term relationship 長(zhǎng)久關(guān)系
Quality is the priority 質(zhì)量是決定因素
Reduce in number of suppliers 減少供應(yīng)商數(shù)量
Culture：Work with supplier to improve quality， cost and lead time 企業(yè)文化：與供應(yīng)商一起改進(jìn)質(zhì)量、成本和交貨期
Different Stages On Supply Chain Development 供應(yīng)鏈開(kāi)發(fā)的不同階段
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