Lean量测系统

Lean Measurement System Footwear

鞋业Lean 量测系统

Based on CI objective Footwear 2009 Tier 1

基于2009年制鞋业T1厂商的CI 项目

CI–GeneralObjectiveFootwear2009

CI-2009年鞋业总目标

Re-instate Top Lean KPI’s for benchmarking

为基准重新任命Lean KPI 的最高级

Measurable: Quick-easy lean performance comparison of suppliers

量测：供应商Lean 表现的快捷对比

Implemented by Dec. 09:

09年12月执行

*Continuous Productivity Improvement

持续提升生产力

Footwear Tier 1

鞋业T1供应商

*Lean Terminology and Measurement System

Lean 的术语学和测量系统

Contents

内容

1. Definition KPI

KPI 的定义

2. Purpose of measurement

目的

3. Calculation method

计算方法

4. Collection method

收集方法

5. Templates

模板

Deliverable

可使用指标

A.WIP

B.MLT

C.RFT

D.PPH/SMV/Efficiency

E.VAR Approach 方法Define KPI’s KPI 的定义Sign off on KPI’s 在KPI 上停止活动Set up SOP’s/template 建立SOP/模版Introduce template 介绍模版Roll out 实施Timelines 时限June, 2009June, 2009Sept, 2009Sept, 2009CM/OM/CI ~ Dec., 2009Updated on Nov. 24, 2009 (version 1.2)

更新于2009年11月24日（版本1.2)

Deliverable/ KPIs’ agreed

可使用的/KPI中认同的指标

A. WIP

B. MLT

C. RFT

D. PPH/SMV/Efficiency

E. VAR

Scope

范围

All products within a production unit/facility.

在生产单位/设备中所有的产品

WIP, MLT, PPH/SMV/Efficiency and VAR for all products and all brands.

WIP, MLT, PPH/SMV/Efficiency和VAR适用于所有产品和品牌

RFT measured only for adidas group products Tier 1

RFT的测量仅限于adidas产品的T1供应商

*Lean Terminology and Measurement System

Lean 术语学和量测系统

KPI - A: WIP

1.Definition:

定义：

WIP = Counted actual Work In Progress Inventory level in the value stream Cut 2 Box WIP = 在C2B的价值流中计算实际的WIP等级

SWIP = Defined Standard Work In Progress Inventory level in each process/cell/departm value stream (correlation to Lean implementation level – the higher Lean implementatio SWIP) Cut 2 Box.

SWIP = 在C2B价值流中各个流程/专线/部门定义标准的WIP等级（与Lean执行等级的相关性 — Lea 越少）

2. Purpose of measurement

目的

Measuring WIP-to SWIP will monitor the successful implementation of a Pull Production S from Cut 2 Box is always equal to the SWIP for the Cut 2 Box, it indicates that pull princ correctly. If WIP goes higher or lower than SWIP pull system is failing.

测量WIP—到SWIP将有助于监控后拉系统的成功实施.如果实际的C2B WIP一直与C2B的SWIP相等，用是正确的.如果WIP高于或低于SWIP，那么拉式系统就是失败的.

3. Calculation Method

计算方法

3.1. WIP

WIP = Opening Balance + Input - Output

WIP = 开始平衡 + 输入 — 输出

3.2 . WIP-to-SWIP Ratio ( WSR )

WIP-到-SWIP 比率（WSR）

WSR = Total WIP Inventory Cut 2 Box

SWIP Inventory Cut 2 Box

WSR= 总的C2B WIP

C2B SWIP

The ideal result is a ratio of 1 (WIP is equal to the SWIP).

理想状态下比率是1（WIP与SWIP相等）

> 1 shows that it is too much inventory

> 1 说明库存太多

< 1 shows too little inventory

< 1 说明库存太少

Lean Measurement System Footwear

鞋业Lean量测系统

KPI - A: WIP

4. Collection Method

收集方法

WIP/SWIP is collected by counting the number of kanbans Cut 2 Box. A kanban contains that are to be manufactured at any one time. Kanbans may be in the form of containers, either on benches or on the floor or physical cards denoting the items.

WIP/SWIP 的收集来自C2B看板上的数据.看板包含任一时间的单位数量.看板可能是集装箱的表格、手白板，或者是能在长椅、地面、卡片上指示项目的东西.

A kanban always has a fixed quantity associated with it. It may have 10 pairs in a stand in a kanban square, or a certain amount contained on a shelf, trolley or cart. It is not ne individual parts, just the kanbans as they represent the part and the standard quantity o 看板上总是有一个固定的数量.在一个标准的集装箱内可能有10双，固定位置上，或者在超市架和手推车必要去计算所有的个别部分，仅仅是看板上所描述的那一部分和那一部分标准量.

If kanbans are not in use then the number of units (Pairs) must be counte

large number of items, for the assembly of a complex product,it may be impossible to co this case, the major/control part (the part with longest travel distance) should be selecte quantity of products flowing through the Cell/Dept.

如果没有使用看板，单位数量（双数）就要被计算在内.如果专线/部门内的项目非常多，像加工这样复杂不可能的.在这种情况下，选择描述那些主要/控制的部分（运输距离最长的部分）的数量.

Example: Tier 1~ Cutting/Printing/Embroidery…

例如：T1~裁剪/油印/电绣…

5. Template (Please see WIP-MLT-PPH-VAR Template 24.11.09 (v1.2). xls

模板（请在 WIP-MLT-PPH-VAR 24.11.09 (v1.2). xls 的表格中查找）

*Lean Terminology and Measurement System

Lean 术语学和量测系统

KPI – B: MLT

1.Definition:

定义：

MLT is the actual Manufacturing Lead Time that it takes for a product to pass through all processes from when the raw material is issued to Cutting issued 2 Scan & Pack/Inspect MLT是实际生产的前置时间，它贯穿于产品生产的整个流程，从原材料到裁剪，到扫描&包装/检验&包2. Purpose of measurement

目的

The MLT is measured because it directly relates to the Value Added Ratio of the producti Box. The higher the value added ratio, the more efficient the process.

MLT的量测直接关系到C2B流程的VAR.VAR越高，流程效率就越高.

More efficient = less ―waste‖ in the process

更高的效率 = 流程中更少的―浪费‖

The speed of the flow of work throughout the production processes will have a direct infl quickly identify and correct quality issues, resulting in less Non Value Added time being re-cuts to get higher productivity and reduce COPQ – Cost of Poor Quality.

工作流程的速度将直接影响快速识别和纠正质量问题的能力，结果就是更少的NVA时间、更高的生产力的费用）的降低.

*Lean Terminology and Measurement System

Lean 术语学和量测系统

KPI – B: MLT

3. Calculation method

计算方法

3.1 MLT

The MLT is calculated by dividing the total daily WIP by the daily factory End of Line Rat MLT的计算是通过每天各部门总的WIP和每天工厂总的线末产出率得来的.

The factory EOLR is the daily quantity of production pairs scanned & packed/Inspected & transferred to the Finished Goods Warehouse.

工厂的EOLR是经过扫描&包装/检验&包装和运到成品仓的数量

MLT= WIP

EOLR

4. Collection Method

收集方法

The WIP and EOLR( End Of Line Rate )/output data can be taken from the excel template WIP和EOLR（线末产出率）/生产数据可以从衡量KPI的表单中获得

A:WIP. The Standard Minute Values and process cycle times have to be determined via I A:WIP. 标准分钟价值和流程的周期时间肯定是由IE决定的

5. Template (Please see WIP-MLT-PPH-VAR Template 24.11.09 (v1.2). xls form)

模板（请在 WIP-MLT-PPH-VAR 24.11.09 (v1.2). xls 的表格中查找）

KPI –C: RFT

1. Definition:

定义：

RFT is the Right First Time percentage of pairs that complete a process and meet quality time.

RFT是品质第一次通过率，是完成全流程双数的比率，是第一时间指导质量的方针

Right the First Time is a core lean measurement that evaluates the percentage of an ope operations) ability to produce shoes that require no more additional work than is defined Operating Procedure (SOP). It excludes all secondary activities such as re-work, manual pairs, re-cuts.

RFT是一个Lean量测的核心指标,评估一项工作（或一系列工作）制鞋能力的比率，在确定的SOP下没有所有次级活动，像返工、手工的重新调试、重新配对和改刀.

2. Purpose of measurement

目的

The RFT is measured to see how good a process is under control. The higher the RFT val the process. Shows also a consistent way of following SOP(Standard Operation Procedure processes throughout the value stream, Cut 2 Box.

RFT用来量测流程控制的程度.RFT值越高，流程中变异的状况就越少.同时也说明操作与SOP是一致的.要流程.

3. Calculation method

计算方法

RFT is calculated by dividing the total pairs processed minus the pairs that are reworked repair, or returned, by the total pairs processed.

RFT的计算是各自区域中总的加工双数减去返工的双数，为了让总加工双数中的送修或者退货向线外作RFT(%) = Total pairs processed – Total Rework/repairs/Returned X100%

Total pairs processed

RFT(%) = 总加工双数-总返工/送修/退货X100%

总加工双数

RFT total processes = RFT@ Cutting X RFT@ Embroidery X RFT@ Printing X RFT@ Stockf X RFT@ Assembly.

总的加工RFT = RFT@裁剪 X RFT@电绣 X RFT@油印 X RFT@贴底 X RFT@针车 X RFT@ 加工Example :

例子：

RFT@ Cutting X RFT@ Embroidery X RFT@ Printing X RFT@ Stockfitting X RFT@ Stitchin = 99% X 95% X 93% X 96% X 95% X 98% = 78.2%

RFT@裁剪 X RFT@电绣 X RFT@油印 X RFT@贴底 X RFT@针车 X RFT@ 加工= 99% X 95% X 98% = 78.2%

KPI –C: RFT

4. Collection method

计算方法

For Cut 2 Box the RFT has to be collected and calculated at the Quality Control (QC) tollg each sub process/department.

C2B的RFT由各专线/部门末的TQC收集和计算

The collection point of each sub process/department is called evaluation point.

各专线/部门收集的重点称为评估的重点.

As more evaluation points as more accurate the total RFT value.

评估的重点越多总RFT的值越精确.

Evaluation points

评估重点

T1 = Cutting, Embroidery, Printing, Stockfitting, Stitching, Assembly

T1 = 裁剪，电绣，油印，贴底，针车，加工

5. Template (Please see RFT Template 24.11.09 (v1.2). xls form)

模板（请在 RFT 24.11.09 (v1.2). xls 的表格中查找）

KPI - D: PPH/SMV/Efficiency

1. Definition:

定义：

Efficiency is calculated monthly by comparing the actual PPH (after adding fill rate adjus complexity adjustment factors) against Target PPH.

每月计算效率对比实际和目标的PPH（之后用满单率 & 定单复杂率进行调节)

2. Purpose of measurement:

目的

PPH is measured to see how good the factory is on their efficiency level. The higher PPH gain and factory is more efficient

PPH用来量测工厂自身效率的执行程度.PPH越高，劳动生产力越高，工厂的效率越好.

3. Calculation method and Collection Method

收集和计算方法

a. Target PPH is calculated by dividing target output per hour (120prs/hr for Cold Cemen Sandal) by total number of direct labor from the Costing Grid at factory weighted averag Target PPH is calculated per season and each factory will have individual target based th product Tier level for that season. This target PPH is provided by adidas costing team.

目标PPH是各自区域的小时产出目标（胶水贴合的鞋型120prs/hr，拖鞋160prs/hr），由工厂报价加动力的总数.每季计算目标的PPH，各工厂的目标PPH基于季度加权平均值的等级.adidas报价部门提供 Jan09-Feb09 SCP PPH targets: using factory SS09 Avg. Tier to calculate target PPH per 09年1月-2月 SCP PPH 的目标：用工厂SS09的平均等级计算目标PPH

Mar09-Aug09 SCP PPH targets: using factory FW09 Avg. Tier to calculate target PPH pe 09年3月-8月 SCP PPH 的目标：用工厂FW09的平均等级计算目标PPH

Sep09-Dec09 SCP PPH target: using factory SS10 Avg. Tier to calculate target PPH per 09年9月-12月SCP PPH 的目标：用工厂SS10的平均等级计算目标PPH

Target PPH = Target output per hour *

Total number direct workers at Fty Avg Tier level excludes treatment workers

目标PPH = 目标小时产出

由工厂平均等级得出总的直接人工数（不包含相关配合人员）

* Target output per hr: 120pr for Cold Cement and 160prs for Sandal.

目标小时产出：胶水贴合的鞋型120prs/hr，拖鞋160prs/hr

** Number of direct labor is worker count for the corresponding avg. Tier on the Costing treatment workers)

直接人工数的计算与报价相对应（不包含相关配合人员）

b. Monthly Actual PPH is calculated by dividing total number of actual orde

SIM/OVA- last production date) by total factory direct labor workforce and average mont Data of total direct labor workforce & working hours reported Factory coordinator to FW S team.

月实际PPH按照当月（基于SIM/OVA-最终生产日期）实际定单的总数，工厂实际总的直接劳动生产力工厂总的直接劳动生产力和工作时数由工厂的协调人向FW资源工作组汇报.

Monthly Actual PPH = Actual order quantity for that month *

Avg Working hr per motth x Total number direct labor workforce exclude 月实际PPH = 当月实际定单数

月平均工作时数X总的直接劳动力人数（不包含相关配合人员）

* Actual order q’ty based on SIM or OVA (last production date).

实际定单数量基于SIM 或 OVA （最终生产日期）

** Direct labor count includes number of workers from all operations such as: preparation, stockfitting (including buffing, UV lines, midsole washing, etc.),assembly, Water spider + on the lines + packing at assembly lines. It excludes packing worker at warehouses and pro 直接劳动力的计算包含所有工序的人员，象：备料、裁剪、针车、贴底（包括打磨、UV照射、中底水洗清洗/修鞋人员+加工包装人员.不包括仓库的包装人员和相关配合人员（如网印人员）.

b. Monthly Actual PPH is calculated by dividing total number of actual order

SIM/OVA- last production date) by total factory direct labor workforce and average monthly total direct labor workforce & working hours reported Factory coordinator to FW Sourcing O 月实际PPH按照当月（基于SIM/OVA-最终生产日期）实际定单的总数，工厂实际总的直接劳动生产力和月总的直接劳动力及工作时数由工厂的协调人向FW资源工作组汇报.

Monthly Actual PPH = Actual order quantity for that month *

Avg Working hr per motth x Total number direct labor workforce exclude 月实际PPH = 当月实际定单数

月平均工作时数X总的直接劳动力人数（不包含相关配合人员）

* Actual order q’ty based on SIM or OVA (last production date).

实际定单数量基于SIM 或 OVA （最终生产日期）

c. Fill Rate Adjustment Factor: Fill Rate Adjustment Factor is equal with Gl

season (different number for Cold cement and Sandal).As production quantity is one of the and efficiency (e.g. if order quantity is high, PPH number will be high and vice versa), f used to fairly assess each factory’s ability to achieve PPH and efficiency based on the s 满单率调节系数：满单率调节系数和每季全球满单率的平均值相同（胶水贴合鞋型和拖鞋的比率不同）动力（例如：定单数量多，PPH就有可能高，反之亦然），满单率调节系数用来在相同定单的情况下评估成率.

Monthly PPH with Fill rate Adjustment Factor = Monthly Actual PPH x Global average Fill r Actual fill rate %

有满单调节系数的月PPH = 实际的月PPH x 每季全球平均满单率 %

实际满单率 %

d. Complexity Adjustment Factor: Beside order quantity, complexity is anothe

with a more complex production mix (tooling, upper,model, article count and volume range) to gain efficiency in compare with factory who has low complexity level. Complexity Adjust Seasonal Volume Efficiency Complexity Report (which defines complexity point for each fact Complexity report is run based on actual order and it’s separated for Cold Cement and San complexity report is separated for adidas brand and Reebok brand (as complexity level is d rank factory separately by brand). Each factory will have % Complexity Adjustment based on point versus average complexity point (by brand)

复杂度调节系数：和定单量比较，复杂度系数是另一个影响效率的主要因素.工厂产品的复杂度系数越复令数和定单数量）越难达成效率.复杂度系数基于每季的定单复杂系数报告（用来定义每季每个工厂的复告基于实际的定单数，并分胶水贴合鞋型和拖鞋.对于胶水贴合鞋型又分adidas和reebok（不同品牌之间厂的复杂度系数%基于相应品牌的实际复杂度重点（相对于平均复杂度重点而言）.

Jan09-Feb09 SCP: using SS09 Complexity report

09年1月-2月 SCP：使用 SS09的复杂度系数报告

Mar09-Aug09 SCP: using FW09 Complexity report

09年3月-8月 SCP：使用 FW09的复杂度系数报告

Sep09-Dec09 SCP: using SS10 Complexity report

09年9月-12月SCP：使用 SS10的复杂度系数报告

% Complexity Adjustment = Actual Complexity Point ? Average complexity point * %

100

% 复杂度调节系数 = 实际的复杂度重点 ? 平均复杂度重点 * %

100

PPH with Fill Rate & Complexity Adjustment Factors =

PPH with Fill Rate Adjustment Factor + (PPH with Fill Rate Adjustment Factor x % Complexit 满单率 & 复杂度调节系数下的PPH =

满单率调节系数下的PPH + (满单率调节系数下的PPH x 复杂度调节系数 %)

4. Template:(Please see Efficiency KPI Template 24.11.09 (v1.2). xls form)

模板：（请在效率 KPI模板24.11.09 (v1.2). xls 的表格中查找）

KPI - E: VAR

1. Definition:

定义：

VAR is the Ratio of total value-added time to total manufacturing cycle time.

VAR是总增值时间和总生产周期时间的比率

2. Purpose of measurement

目的

The VAR: Value Added Ratio of the production process from Cut 2 Box is directly related to the efficiency. The higher the value added ratio, the more efficient the process. VAR：C2B的VAR直接关系流程的效率.VAR越高，效率越高.

More efficient = less “waste” in the process

更高的效率 = 流程中更少的 “浪费”

3. Calculation method

计算方法

The VAR ratio is calculated by dividing the Total Cycle Time (TCT) (All the Standard minutes in the production process Cut 2 Box inspect plus machine process times e.g. : Cutting, Printing, Embroidery, Stitching, Stockfitting, Assembly by the Manufacturing Lead Time.)

VAR由总的周期时间（TCT）计算（C2B中全流程的标准时间加上机动时间.例如：裁剪、油印、电绣、针车、贴底、加工的生产前置时间）

VAR= Total Cycle Time Cut 2 Box

Manufacturing Lead Time Cut 2 Box

VAR= C2B总的周期时间

C2B的生产前置时间

4. Collection Method

收集方法

VAR data can be taken from the excel template used for KPI A: WIP

VAR的数据可以通过WIP的模板获得

5. Template (Please see WIP-MLT-PPH-VAR Template 24.11.09 (v1.2) .xls form)

模板：（请在效率 WIP-MLT-PPH-VAR 模板24.11.09 (v1.2). xls 的表格中查找）

iers

时限

une, 2009

ept, 2009

M/OM/CI ~ Dec., 2009

brands.

value stream Cut 2 Box

each process/cell/department throughout the igher Lean implementation level the lower the ean执行等级的相关性 — Lean执行的等级越高SWIP就

ation of a Pull Production System. If actual WIP

it indicates that pull principles are applied

failing.

WIP一直与C2B的SWIP相等，那就显示拉式生产法则的应

2 Box. A kanban contains the number of units

in the form of containers, carts, squares painted e items.

.看板可能是集装箱的表格、手推车、

y have 10 pairs in a standard container, one pair trolley or cart. It is not necessary to count all

nd the standard quantity of that part.

位置上，或者在超市架和手推车上有一个确定的数量.没有标准量.

. xls form)

）

roduct to pass through all the production

ed 2 Scan & Pack/Inspect & Pack.

裁剪，到扫描&包装/检验&包装.

dded Ratio of the production process from Cut 2 rocess.

sses will have a direct influence on the ability to Value Added time being spent on re-work and oor Quality.

少的NVA时间、更高的生产力和COPQ（因质量问题产生

unted. If the Cell/Dept contains a very

t may be impossible to count all the parts. In istance) should be selected to represent the

的项目非常多，像加工这样复杂的流程计算所有的部分是的部分）的数量.

en from the excel template used for KPI

ve to be determined via IE studies.

(v1.2). xls form)

）

process and meet quality guidelines the first

量的方针

s the percentage of an operation (or a series of ional work than is defined in the Standard

such as re-work, manual re-adjustments, re-

力的比率，在确定的SOP下没有更多的附加工作.其中除去

ly factory End of Line Rate.

ned & packed/Inspected & packed and

ol. The higher the RFT value, the less variation in ndard Operation Procedures).It includes all sub

时也说明操作与SOP是一致的.包含C2B价值流中所有的次

e pairs that are reworked,diverted for off-line

数中的送修或者退货向线外作业转移

ed X100%

@ Printing X RFT@ Stockfitting X RFT@ Stitching X RFT@针车 X RFT@ 加工

ockfitting X RFT@ Stitching X RFT@ Assembly RFT@ 加工= 99% X 95% X 93% X 96% X 95% X

after adding fill rate adjustment and volume

调节)

ncy level. The higher PPH,the higher productivity 厂的效率越好.

Quality Control (QC) tollgates at the end of valuation point.

embly

120prs/hr for Cold Cement and 160prs/hr for

t factory weighted average product Tier level. individual target based their weighted average by adidas costing team.

160prs/hr），由工厂报价加权平均值的等级确定直接劳值的等级.adidas报价部门提供目标的PPH.

o calculate target PPH per factory

to calculate target PPH per factory

o calculate target PPH per factory

udes treatment workers

）

Sandal.

g avg. Tier on the Costing Grid (excludes

order quantity for that month (based on rkforce and average monthly working hours. actory coordinator to FW Sourcing Operations

工厂实际总的直接劳动生产力和月平均工作实数来计算.报.

ity for that month *

ct labor workforce excludes treatment worker **员）

ions such as: preparation,cutting, stitching,

),assembly, Water spider + clean/ repair of shoes rker at warehouses and process treatment workers.包括打磨、UV照射、中底水洗等）、加工、线上水蜘蛛+ th Global average fill rate % for each

on quantity is one of the major drivers for PPH

be high and vice versa), fill rate adjustment is efficiency based on the same order condition.

贴合鞋型和拖鞋的比率不同）.生产数量是PPH和效率的原数用来在相同定单的情况下评估各个工厂的PPH和效率的达PH x Global average Fill rate %/season

Actual fill rate %

ity for that month *

ct labor workforce excludes treatment worker **

）

ions such as: preparation,cutting, stitching,

),assembly, Water spider + clean/ repair of shoes rker at warehouses and process treatment workers.包括打磨、UV照射、中底水洗等）、加工、线上水蜘蛛+如网印人员）.

order quantity for that month (based on kforce and average monthly working hours. Data of ordinator to FW Sourcing Operations team.

厂实际总的直接劳动生产力和月平均工作时数来计算.工厂