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1、,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Kanban_SHW_E_Apr 2002,*,MATERIAL CONTROL/KAN BAN,MC,Material Control/Kanban,Overview,物料控制,/,看板概述,MC,Kanban_SHW_E_Apr 2002,2,Objectives,目標(biāo),Upon completion of this course,you will be able to:,通過(guò)這個(gè)課程的完成,你將會(huì),:,Ex
2、plain the Material Control/Kanban process poster,解釋物料控制程序看板過(guò)程海報(bào),Understand the role of Visual Management in establishing Kanban systems,理解可視化管理在建立看板系統(tǒng)中的作用,Explain the impact of material control principles on safety and ergonomics,解釋物料控制原理對(duì)安全和人機(jī)工程的影響,Assess the readiness of your work area to implemen
3、t One Piece/Small Lot Flow,評(píng)價(jià)工作區(qū)域?qū)嵤﹩渭?/,小批量流程的可行性,.,Kanban_SHW_E_Apr 2002,3,What is Kanban?,什么是看板,?,Process steps are controlled by downstream customer pull,操作步驟為下游顧客日的拉動(dòng)所控制,Kanban provides authorization to perform work to replenish material,看板進(jìn)行物料補(bǔ)充的授權(quán),Kanban signals(cards,electronic signal or simi
4、lar mechanisms)are highly visible to all employees,所有員工都可清晰地看到看板信號(hào)（卡片、電子信號(hào)或類似的機(jī)制,),Kanban,看板,=,Signal,信號(hào),Kanban_SHW_E_Apr 2002,4,Kanban Goals,看板目標(biāo),Communication between processes,過(guò)程之間的相互交流,Produce based on actual conditions,not forecast,根據(jù)實(shí)際,而不是預(yù)測(cè)來(lái)進(jìn)行生產(chǎn),Sets the priority of replenishment,設(shè)定補(bǔ)充物料的優(yōu)先級(jí),K
5、eeps people engaged in standardized procedures,讓人人都能參與標(biāo)準(zhǔn)化進(jìn)程,Inventory Control,庫(kù)存控制,Prevents overproduction,防止過(guò)量生產(chǎn),Makes the control of material flow visible,使物料控制流程可視化,Visual Management,可視化管理,Shows storage and delivery locations,standard qty.and container type,transport method or frequency,productio
6、n status,etc.,標(biāo)出存放和交付地點(diǎn),標(biāo)準(zhǔn)量,容器型號(hào),運(yùn)輸方法或頻次,生產(chǎn)狀況等,Identifies constraints(bottlenecks),找出瓶頸,(,制約因素,),Kanban_SHW_E_Apr 2002,5,Kanban Board shows consumption,看板顯示消耗,Kanban shows Location,看板顯示位置,Kanban_SHW_E_Apr 2002,6,JCMS Philosophy JCMS,理念,Zero Tolerance for Waste,消滅浪費(fèi),Stable Production Environment,穩(wěn)定的生
7、產(chǎn)環(huán)境,Customer“Pull”Drives Production,客戶的,”,拉動(dòng),”,推動(dòng)生產(chǎn),Kanban_SHW_E_Apr 2002,7,Supermarket Example,超市模型,Usually a standard amount of each item on the shelves.,通常架子上每樣物品存放一定的標(biāo)準(zhǔn)量,People buy what they need and stock is replenished by stock people.,人們各買所需,由理貨人員補(bǔ)充庫(kù)存,Distributors bring new goods according to
8、 what has been sold.,供應(yīng)商根據(jù)銷售情況帶來(lái)新的貨物,There is no place to overstock goods.,無(wú)處存放過(guò)量庫(kù)存,Many items are perishable.(e.g.,milk).,很多物品易變質(zhì),(,如,:,牛奶,),Kanban_SHW_E_Apr 2002,8,“,When the cup is,empty,fill it up”,In Our Plants.,在我們工廠里,Think of goods as perishable,.,把產(chǎn)品想象成易變質(zhì)品,Lot sizes should be small to facil
9、itate quick reaction to changes in demand.,批量小可對(duì)需求變化作出快速反應(yīng),Processes should get only what is needed from the preceding process.,各操作過(guò)程只需從其前序提走所需物品,Preceding processes should,have a given amount of stock,storage.When it is full,they,should become idle.,前序應(yīng)有指定的庫(kù)存量,一旦庫(kù)存已滿,就不,再生產(chǎn),Kanban_SHW_E_Apr 2002,9,
10、Scheduling,計(jì)劃安排,Only one point in the production chain(the“pacemaker process”)should get the firm production schedule.,生產(chǎn)線上只有一個(gè)工作點(diǎn)應(yīng)知道固定的生產(chǎn)計(jì)劃,.,Every supporting process and supplier gets long term information,but they only produce to replenish what is pulled.,各輔助過(guò)程和供應(yīng)商獲知長(zhǎng)期信息,但他們只補(bǔ)充生產(chǎn)被拉動(dòng)的產(chǎn)品,PRODUCTION
11、,CONTROL,Level,Production,Bolt Hrd./Assy.,OXOX,Heijunka,Kanban_SHW_E_Apr 2002,10,Scheduling(cont.),時(shí)序安排,(,續(xù)),Kanban can be used to schedule,:,看板可用以規(guī)劃,:,Finished goods production,成品生產(chǎn),Sub-assembly operations,分總成操作,Batch operations,批量操作,Material moves within the facility,物料在廠區(qū)內(nèi)移動(dòng),Delivery authorizatio
12、n for suppliers,批準(zhǔn)供應(yīng)商的產(chǎn)品交付,.,Nut Mfg.,Batch,Paint,Bolt Hrd./Assy.,OXOX,Heijunka,2.5 days,(Conveyance),1.25 days,Buffer,Safety,Painted Nuts,Raw Nuts,Raw Balls,Supermarket,Plates,2 days,5 days,2.5 days,1.75 days,Bolts,1.25 days,Safety,Kanban_SHW_E_Apr 2002,11,Managing Variation,管理偏差,Buffer Stock,緩沖庫(kù)存,
13、Material inventories maintained to protect level production from fluctuations in customer demand(Customer issues),物料庫(kù)存，用以保證生產(chǎn)平衡、使其免于受顧客需求波動(dòng)的影響,Safety Stock,安全庫(kù)存,Material inventories maintained to protect level production against unscheduled downtime(Our own issues),物料庫(kù)存，用以保證平衡生產(chǎn)、防止無(wú)計(jì)劃停工（我們自己的問(wèn)題）,.,A
14、 large buffer or safety stock is a,sign of a process in“poor health.”,大量的緩沖庫(kù)存或安全庫(kù)存是過(guò)程“健康不良”的信號(hào)。,Kanban_SHW_E_Apr 2002,12,Who Owns The Inventory?,誰(shuí)掌握庫(kù)存,If extra inventory is needed,it should be at the location that is causing the problem.,如果需要額外庫(kù)存,應(yīng)該處于出現(xiàn)問(wèn)題的地方,If undesirable conditions exist in the su
15、pplier plant(long setups,bad quality,absenteeism,etc.)then the extra inventory belongs in the suppliers plant,如果供應(yīng)商工廠出現(xiàn)意外情況,(,調(diào)節(jié)時(shí)間過(guò)長(zhǎng),質(zhì)量低劣,出現(xiàn)曠工,),，則額外庫(kù)存就屬于供應(yīng)商工廠,.,Suppliers may be reluctant to install kanban if it means a reduction in the original purchase commitments.,如果看板就意味著減少原采購(gòu)承諾量,供應(yīng)商或許就不愿實(shí)行看板,.
16、,Kanban_SHW_E_Apr 2002,13,Prerequisites for Successful Kanban,成功看板的必備條件,Some smoothing of production schedule,生產(chǎn)計(jì)劃達(dá)到一定程度的穩(wěn)定,.,Short equipment changeover times,縮短設(shè)備切換時(shí)間,(,快速切換）,Capable equipment(to reduce downtime and eliminate defects),性能良好的設(shè)備（減少停工期、消滅各種缺陷）,Good plant organization/correct layout,良好的工廠組織,/,正確的布局,Quality and predictable delivery from suppliers,可預(yù)見(jiàn)質(zhì)量情況和供應(yīng)商的交付,.,(Master Schedule),(Quick Changeover),Total Productive Maintenance,全員生產(chǎn)維護(hù),(5S),Standardized Work,標(biāo)準(zhǔn)化作業(yè),Kanban_SHW_E_Apr 200
物料控制看板概述
