25个必备精益生产工具.ppt
精益生产十大工具PPT(精品课件).ppt
这是一种相当灵活的工具。既可以采用4M（人，材料，设备，方法）或6M（加上环
境和测量方法）为制造或生产型流程的进行根原因分析，又可用4P（价格，促销，地点，
产品）进行市场和销售的改善。
到目前为止，你已经识别出问题的根本原因，下一步准备实施相应的措施。所以你需
要一个行动计划。
SGM DYSP
关注细节 不断改进
恰当地使用上述九种工具会改进安全、质量、成本和交期等。这帮助公司拥有更多 的能力来生产新产品和提供服务。但哪一种产品和服务会给你带来市场优势呢？
SGM DYSP
关注细节 不断改进
10 卡诺模型
响应 客户之声/ 客户之思
当我们返回不断改进的起点，我们需要再次询问“什么是客户所需 要的?”。狩野纪昭教授的Kano模型帮助我们有效地回答这个问题。
驻足 现场
今天，“站在圈内”的练习是培训员工识别浪费非常有效的方法，为团队主管的日常 改进提供了结构化的方式，也为时间有限的高级主管提供了解现场的机会。
当你花上一段时间站在现场的大野耐一圈内，你会发现实际状态和目标状态之间的差 距。这时可采用帕累托原则确定缩小差距的开始区域。
SGM DYSP
关注细节 不断改进
SGM DYSP
关注细节 不断改进
9 海因里奇原则
关注 细微隐患
海因里奇原则（Heinrich Principle）教导我们如果要找出造成严重安全事故的根本 原因，就必须对最小的安全隐患予以重视。同样的原则也适用5S，消除浪费和增强质量 意识。精益管理需要每个人对最小的问题也要予以警惕。持续的教育和保持高度的敏感性 是必须的。
关注细节 不断改进
6 田口方法
田口方法主要运用 在产品设计开发中的试 验设计。田口玄一教授 采用费雪的试验设计的 思想来设法理解变异参 数的影响，而不仅仅采 用平均值。田口认为， 变异是研究的中心。
精益生产种工具正式版ppt
全员(quán yuán)生产维护 （TPM）
精益制造更进一步要求制造商通过应用全员生产维护（TPM）来提高设备生 产率，TPM 是一整套的技术，由 丰田集团中的电装（Denso）公司首先提倡， 包括了修复性维护和预防性维护，加上不断适应、修改、改进设备来增强灵 活性、减少物料搬运、促进连续流程。TPM 是操作员导向的维护，全体有资 格的员工参与所有维护作业。其目标，是与上述的5S 共同确保资源可用性， 通过消除机械相关的事故、缺陷或故障，因为这些会逐渐侵蚀车间效率和生 产力。包括准备与调整损失(sǔnshī)、闲置与小规模停工、运行速度下降、缺 陷、返工及启动期产量损失(sǔnshī)。
精益生产(shēngchǎn)人们采用下面约12 种精益制造的基本技 术(jìshù)工具和实践来控制或消除某些种类的浪费。请注意这并不是份详 尽的清单，清单中的各项也不是按照重要程度来排序的。
第二页，共20页。
5S
这里要讲到的第一种实践源自产生精益制造的同一个 系统。5S 是组织、清洁、 发展并保持生产工作环境的方法，用于创造一个更有条理更有效率的工作空间。 5S 的基本原理是清洁的工作空间会提供更安全更有利于生产的环境同时促进优良 商业道德与行为。这五个以“S”为开头的词是员工的行为准则，员工必须遵循这 些准则以创造一个适合精益生产的工作环境。第一个词，整理（日语seiri）指区 分需要的及不需要的物品，并将不需要的物品移走。第二个词，简化、整顿或者 分类清理（日语seiton）意为将物品整洁地排列待用。擦亮、清扫或擦洗（日语 seiso）指的是清扫工作区，确立所有权和责任，同时标准化、系统化或日常 (rìcháng)化（日语seiketsu）意为将上述努力像清单那样标准化，将上述整理、简 化、擦洗的三项原则在日常(rìcháng)基础上执行。最后是保持（日语shisuke）， 就是总是遵循前四项S 以形成遵守纪律的文化，不断重复5S 原则直至其成为员工 生活的一部分。
精益生产常用工具PPT课件
3 杜绝浪费
2 顾客至上
1 使命比赚钱更重要
理念
• 使命比赚钱更重要 • 顾客至上 • 杜绝浪费
使命比赚钱更重要
• 据统计，我国私营企业的平均寿命只有2.9 年，每年约100万家私营企业破产倒闭， 60%的企业在5年内破产，85%的企业在10 内消亡，能够生存10年以上的企业只有10%， 大型企业集团的平均寿命也只7.8年，40% 的企业在创业阶段就宣告破产，平均下来 我国每天有2740家企业倒闭，每小时114家 企业破产。（注：出自全国工商联《中国 民营企业发展报告》）
杜绝浪费—为了降低成本，消除 一切浪费情形
• 节约型员工 • 节约型企业 • 节约型社会
流程
• 建立无间断操作流程 • 实施拉式生产 • 强调生产均衡化 • 强调及时生产 • 养成“自动化”习惯 • 标准化作业彻底化 • 推崇目视管理
建立无间断操作流程
• 流程导向型企业建立的诸如“一个流”的 正确流程是以低成本、高安全性与高士气 实现最佳产品品质的关键。
时要求
指定的地点
管理的准 要求在管理过程中，按照管理的需要，遵照管理的规定收集、分析、
3
时要求
处理、应用所需要的信息和数据，并作为指令来进行生产控制
财务的准 要求在需要的时候，及时按照需要的金额调拨并运用所需要的周转资
4
时要求Leabharlann 金，保证企业的财务开支适应生产运行需要
持 续 改 善
团 队 合 作
流 程
使用小
6
好，投资少灵
型设备
活性高
“U” 7 型生产
线布置
有利于减少时间、搬运浪费，提高效率
生产同 为每个岗位、每个工序都提供作业指导书，实行作业标准
精益生产工具介绍(ppt
GEMS Global Production System
g ACTION WORKOUT
New / Rev Organization
Tubing
Area
CFM Cell
Page 1 of 1
Supervisor
Fern Bissonnette
Date 2nd Qtr. ‘01
Standard Work Sheet
Check, Do, Verify
Every Customer in a Process has:
- a right to expect perfect material - an obligation to inspect the material before
use. - an obligation to inform the previous step in
JIT Jidoka
e
GPS for GPC
Heijunka
Level Loading
taken from memory Jogger
•Finding a balance between the volume of work
that your organization needs to do and your
• Transportation • Waiting
• Manual Touches
Zero Defects = 0 Defects Not 3.4ppm
Quality, Quality, Quality…Defects are the Worst Kind of Waste
Batch
Building Quality into the Process Single Piece Flow
Top 25 Lean Tools- 精益生产25个工具
Top 25 Lean ToolsThe Big Idea – Lean has a very extensive collection of tools and concepts. Surveying the most important of these, understanding both what they are and how they can help is an excellent way to get started. Exploring LeanThere are a lot of great ideas to explore in lean. So where should you begin?One way to start is to survey the most important lean tools, with a brief description and short explanation of how each tool can improve your manufacturing operations.If a tool captures your interest or resonates with you in some way – explore it further to decide if it is something to pursue now…or later. Many of these tools can be successfully used in isolation, which makes it much easier to get started. On the other hand, the benefits will compound as more tools are used, as they do support and reinforce each other.Quick Links> 5S > Andon > Bottleneck Analysis > Continuous Flow > Gemba (The Real Place)> Heijunka (Level Scheduling) > Hoshin Kanri (Policy Deployment) > Jidoka (Autonomation)> Just-In-Time (JIT) > Kaizen (Continuous Improvement) > Kanban (Pull System)> KPIs (Key Performance Indicators) > Muda (Waste) > Overall Equipment Effectiveness (OEE)> PDCA (Plan, Do, Check, Act) > Poka-Yoke (Error Proofing) > Root Cause Analysis> Single-Minute Exchange of Dies (SMED) > Six Big Losses > SMART Goals> Standardized Work > Takt Time > Total Productive Maintenance (TPM)> Value Stream Mapping > Visual Factory25 Essential Lean Tools5SWhat is 5S?Organize the work area:❖Sort (eliminate that which is not needed)❖Set In Order (organize remaining items)❖Shine (clean and inspect work area)❖Standardize (write standards for above)❖Sustain (regularly apply the standards)How does 5S help?Eliminates waste that results from a poorly organized work area (e.g. wasting time looking for a tool).AndonWhat is Andon?Visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.How does Andon help?Acts as a real-time communication tool for the plant floor that brings immediate attention to problems as they occur – so they can be instantly addressed.Bottleneck AnalysisWhat is Bottleneck Analysis?Identify which part of the manufacturing process limits the overall throughput and improve the performance of that part of the process.How does Bottleneck Analysis help?Improves throughput by strengthening the weakest link in the manufacturing process. Continuous FlowWhat is Continuous Flow?Manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process.How does Continuous Flow help?Eliminates many forms of waste (e.g. inventory, waiting time, and transport).Gemba (The Real Place)What is Gemba?A philosophy that reminds us to get out of our offices and spend time on the plant floor – the place where real action occurs.How does Gemba help?Promotes a deep and thorough understanding of real-world manufacturing issues – by first-hand observation and by talking with plant floor employees.Heijunka (Level Scheduling)What is Heijunka?A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.How does Heijunka help?Reduces lead times (since each product or variant is manufactured more frequently) and inventory (since batches are smaller).Hoshin Kanri (Policy Deployment)What is Hoshin Kanri?Align the goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action).How does Hoshin Kanri help?Ensures that progress towards strategic goals is consistent and thorough – eliminating the waste that comes from poor communication and inconsistent direction.Jidoka (Autonomation)What is Jidoka?Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.How does Jidoka help?After Jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many quality issues can be detected immediately (improving quality).Just-In-Time (JIT)What is Just-In-Time?Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.How does Just-In-Time help?Highly effective in reducing inventory levels. Improves cash flow and reduces space requirements.Kaizen (Continuous Improvement)What is Kaizen?A strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process.How does Kaizen help?Combines the collective talents of a company to create an engine for continually eliminating waste from manufacturing processes.Kanban (Pull System)What is Kanban?A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.How does Kanban help?Eliminates waste from inventory and overproduction. Can eliminate the need for physical inventories (instead relying on signal cards to indicate when more goods need to be ordered). KPIs (Key Performance Indicators)What are KPIs?Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior.How do KPIs help?The best manufacturing KPIs:❖Are aligned with top-level strategic goals (thus helping to achieve those goals)❖Are effective at exposing and quantifying waste (OEE is a good example)❖Are readily influenced by plant floor employees (so they can drive results)Muda (Waste)What is Muda?Anything in the manufacturing process that does not add value from the customer’s perspective. How does Muda help?It doesn’t. Muda means ‘waste’. The elimination of muda (waste) is the primary focus of lean manufacturing.Overall Equipment Effectiveness (OEE)What is Overall Equipment Effectiveness?Framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked:❖Availability (e.g. down time)❖Performance (e.g. slow cycles)❖Quality (e.g. rejects)How does Overall Equipment Effectiveness help?Provides a benchmark/baseline and a means to track progress in eliminating waste from a manufacturing process. 100% OEE means perfect production (manufacturing only good parts, as fast as possible, with no down time).PDCA (Plan, Do, Check, Act)What is PDCA?An iterative methodology for implementing improvements:❖Plan (establish plan and expected results)❖Do (implement plan)❖Check (verify expected results achieved)❖Act (review and assess; do it again)How does PDCA help?Applies a scientific approach to making improvements:❖Plan (develop a hypothesis)❖Do (run experiment)❖Check (evaluate results)❖Act (refine your experiment; try again)Poka-Yoke (Error Proofing)What is Poka-Yoke?Design error detection and prevention into production processes with the goal of achieving zero defects.How does Poka-Yoke help?It is difficult (and expensive) to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production.Root Cause AnalysisWhat is Root Cause Analysis?A problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times –each time moving a step closer to discovering the true underlying problem.How does Root Cause Analysis help?Helps to ensure that a problem is truly eliminated by applying corrective action to the “root cause” of the problem.Single-Minute Exchange of Dies (SMED)What is Single-Minute Exchange of Dies?Reduce setup (changeover) time to less than 10 minutes. Techniques include:❖Convert setup steps to be external (performed while the process is running)❖Simplify internal setup (e.g. replace bolts with knobs and levers)❖Eliminate non-essential operations❖Create Standardized Work instructionsHow does Single-Minute Exchange of Dies help?Enables manufacturing in smaller lots, reduces inventory, and improves customer responsiveness. Six Big LossesWhat is Six Big Losses?Six categories of productivity loss that are almost universally experienced in manufacturing: ❖Breakdowns❖Setup/Adjustments❖Small Stops❖Reduced Speed❖Startup Rejects❖Production RejectsHow does Six Big Losses help?Provides a framework for attacking the most common causes of waste in manufacturing. SMART GoalsWhat are SMART Goals?Goals that are: Specific, Measurable, Attainable, Relevant, and Time-Specific.How do SMART Goals help?Helps to ensure that goals are effective.Standardized WorkWhat is Standardized Work?Documented procedures for manufacturing that capture best practices (including the time to complete each task). Must be “living” documentation that is easy to change.How does Standardized Work help?Eliminates waste by consistently applying best practices. Forms a baseline for future improvement activities.Takt TimeWhat is Takt Time?The pace of production (e.g. manufacturing one piece every 34 seconds) that aligns production with customer demand. Calculated as Planned Production Time / Customer Demand.How does Takt Time help?Provides a simple, consistent and intuitive method of pacing production. Is easily extended to provide an efficiency goal for the plant floor (Actual Pieces / Target Pieces).Total Productive Maintenance (TPM)What is Total Productive Maintenance?A holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.How does Total Productive Maintenance help?Creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).Value Stream MappingWhat is Value Stream Mapping?A tool used to visually map the flow of production. Shows the current and future state of processes in a way that highlights opportunities for improvement.How does Value Stream Mapping help?Exposes waste in the current processes and provides a roadmap for improvement through the future state.Visual FactoryWhat is Visual Factory?Visual indicators, displays and controls used throughout manufacturing plants to improve communication of information.How does Visual Factory help?Makes the state and condition of manufacturing processes easily accessible and very clear – to everyone.。
《精益生产工具》课件
全面生产维护
总结词
全面生产维护是一种以设备为中心的维护管理方法，旨在提高设备利用率和减少设备故 障。
详细描述
全面生产维护是精益生产中的重要工具之一，它以设备为中心，通过预防性维护和预测 性维护等手段，提高设备利用率和减少设备故障。通过全面生产维护，企业可以降低设 备故障率，减少停机时间，提高生产效率和产品质量，从而降低生产成本和提高竞争力
持续改进
根据评估结果，持续优化改善计划，实现生产过 程的持续改进。
04
精益生产案例分析
案例一：某汽车制造企业的精益生产实践
总结词
通过精益生产工具的应用，实现生产流程优化和成本降低
详细描述
该汽车制造企业引入了精益生产工具，如5S管理、看板系统 等，对生产线进行全面梳理和优化。通过减少浪费、提高生 产效率，实现了成本降低和产品质量提升。
案例二：某电子企业的快速换模应用
总结词
快速换模技术助力企业快速响应市场 需求
详细描述
某电子企业采用快速换模技术，大幅 缩短了产品切换时间，提高了生产灵 活性。通过不断优化换模流程，实现 了快速响应市场需求，增强了企业竞 争力。
案例三：某机械加工企业的全面生产维护推行
总结词
全面生产维护体系助力企业提高设备综合效率
环境可持续性不仅是一种责任，也是一种机遇。企业通过 采用环保技术和绿色生产方式，不仅可以降低生产成本和 环境风险，还可以树立良好的企业形象，吸引更多的消费 者和投资者。同时，可持续发展也是未来市场竞争的重要 优势，能够为企业带来更多的商业机会和竞争优势。
THANKS
感谢观看
、高效的生产。
精益生产的核心思想
01
02
03
04
价值
精益生产之精益工具概述(PPT 45张)
Dept 2
OUT
IN
OUT
IN
DONE
Dept 4
IN OUT
工作单元流程
DONE
4
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单元内自然分组
IN
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DONE
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工作顺序可能与工 件流动顺序不同
IN
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第一单元 识别浪费的九种关键工具
• 按批次排队加工
Process
A
Process
B
10 minutes 十分钟
10 minutes 十分钟
六、标准工作单
• 标准工作单显示你期望达到的以下目标：
– 工作单元的布局 – 工作单元中的人数 – 每人工作顺序 – 标准的生产中库存数量和位置
• 清楚‘应该’情况，与目前状况比较，发现浪费
17
第一单元 识别浪费的九种关键工具
七、标准工作组合票
• 组合票可显示
– 工作顺序 – 可用时间
Mandrel Cell - Op. A - 45 series - 2/3/00
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4 5
换档总装
2 2 7 3 12
5
16
3 4
手制动手柄
• 谁负责做什么？我们需要多少人来做？
5 5 6 10 8
20
4 6
控制箱
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第一单元 识别浪费的九种关键工具
四、“面条”图
• 目的：帮助了解人员行动 • 暴露人员动作及运输中的浪费
• 旁观流程，发现浪费 • 对工作单元中的每一个人画出 一张“面条”图000
real demand per shift
257
with backup data
每班的实际需求
精益生产常用工具课件
清洁
维护和检查清洁状态，确保工 作区域始终保持清洁。
整理
识别并区分必要的物品和非必 要物品，将非必要物品移出工 作区域。
清扫
定期清理工作区域，保持整洁 。
素养
培养员工良好的工作习惯和职 业素养，形成企业文化。
5S的维持与深化
定期检查
持续改进
培训与宣传
跨部门协作
定期对5S实施情况进行 检查，发现问题及时整
分析价值流图
分析价值流图中存在的问题和浪费，确定改进机会 。
制定改进措施
基于分析结果，制定相应的改进措施，如优化工 艺、减少库存等。
监控与持续改进
对改进措施进行监控，确保实施效果，并在必要时进行 调整和优化。
价值流图的应用场景
新产品开发
在产品开发初期，使用价值流 图分析潜在的浪费和改进机会 ，提高产品上市速度和降低成
详细描述
该塑料制品企业引入快速换模技术，通过标准化作业流程和工具改进，实现了快速、准 确的换线操作。这大大提高了企业的生产灵活性和应对市场变化的能力，同时也降低了
换线时间和成本。
案例五：某食品加工企业的持续改进之路
总结词
持续改进理念促进企业不断优化和进步
详细描述
该食品加工企业在日常运营中贯彻持续改进 的理念，不断寻求改进机会并实施改进措施 。通过持续改进，企业提高了产品质量、降 低了成本、优化了工作流程，从而在激烈的
挑战
需要跨部门协作，需要员工培训和技术支持，需要持续改进 和优化。
05
持续改进
定义与目的
定义
持续改进是一种不断优化和改进生产 过程、消除浪费、提高效率和效益的 管理理念。
目的
通过不断改进生产流程、降低成本、 提高质量，实现企业可持续发展和竞 争优势。