Lean Process Mapping-2
精益六西格玛绿带黑带培训认证简介.
中管理协会成立于一九七九年,是经民政部批准登记注册的全国性法人社团组织, 六、课程大纲:周期主要内容时间周期主要内容时间第一周绿带黑带⏹LSS(精益六西格玛概论⏹LSS项目管理⏹QC Tools(质量工具⏹团队建设⏹水平对比及财务收益分析⏹FMEA(失效模式与效果分析⏹Process Mapping(流程分析&CE矩阵⏹统计基础⏹统计软件介绍⏹项目选项辅导5天第二周绿带黑带⏹假设检验介绍⏹方差分析⏹七大浪费⏹SPC(统计过程控制⏹快速换模⏹VSM(价值流图析⏹不良成本分析⏹5S与目视化⏹报告书写与呈现技巧⏹数据输入与操作处理Minitab ⏹项目辅导5天第三周黑带⏹新QC七大手法⏹工程能力研究⏹MSA(测量系统分析⏹假设检验进阶⏹独立性检验⏹非参数检验⏹标准作业⏹相关及回归分析⏹部分因子试验⏹防错与防呆⏹项目辅导5天第四周黑带⏹QFD(质量功能展开⏹APQP(产品质量先期策划⏹特殊控制图⏹控制计划⏹DOE(实验设计介绍⏹单因子试验⏹二阶全因子试验⏹TPM(全员生产维持⏹响应曲面法⏹看板及拉动式生产⏹项目辅导5天七、报名方式:咨询热线:0755-******** 26751127 蒋老师1. 填写好报名表传真或邮件至深圳市谋事精益信息咨询有限公司招生办(传真:0755-********,邮箱:service@,接到报名表我们会发出正式确认函。
2. 完成培训费用的支付,支付方式:现金、支票、转账。
若转账请将转账回执单传真至招生办,同时请将发票抬头名称提交给招生办,以便准确开具发票。
3. 培训证及教材开课时统一发放。
价值流图VSM
© 2013 ZOGG All rights reserved.
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Value added or not 价值增加或者没有?
接收 检查 库存
设置 / 转拉 移动/ 寻找 组装
物料运输
数据登记 计算
包装
仓库 返工
今天只有5%的活动增加了价值
© 2013 ZOGG All rights reserved.
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© 2013 ZOGG All rights reserved.
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Blocks of Value Stream Map 价值流图的5大板块
30 Days
MRP
Supplier
Supplier Loop
Monthl y Orders
8Байду номын сангаас0
Customer
Customer Loop
Takt Time = 440 min/44 = 10 min/unit
Non-Value Added
Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced or integrated.) 任何不增加市场或产品和服务的功能（这些活动应当消除，简 化，减少或合并）
总结工艺流程设计的主要内容
总结工艺流程设计的主要内容英文回答：The main content of process flow design includes the following aspects:1. Process Analysis: This involves understanding the requirements and objectives of the process, as well as analyzing the inputs, outputs, and intermediate steps involved. It also includes identifying any critical process parameters and constraints.2. Process Mapping: This step involves creating avisual representation of the process flow, which helps in understanding the sequence of activities and their interdependencies. Various tools like flowcharts, process maps, and value stream maps can be used for process mapping.3. Process Optimization: This involves identifying opportunities for improving the process efficiency,reducing waste, and enhancing overall productivity. Techniques like Lean Six Sigma can be used for process optimization.4. Equipment Selection: This step involves selecting the appropriate equipment and machinery required for each step of the process. Factors like capacity, capability, reliability, and cost are considered while selecting the equipment.5. Material Selection: This involves choosing the right materials and components for the process. Factors like material properties, availability, cost, and environmental impact are considered while selecting the materials.6. Process Control: This step involves designing the control systems and procedures to ensure that the process operates within the desired parameters. It includes setting up control points, monitoring and measuring process variables, and implementing corrective actions when necessary.7. Safety and Environmental Considerations: This step involves identifying and addressing any potential safety hazards and environmental impacts associated with the process. Measures like risk assessments, safety protocols, and environmental management systems are implemented to ensure safe and sustainable operations.8. Documentation and Standardization: This involves documenting the process flow, standard operating procedures, and work instructions. Standardization helps in ensuring consistency, quality, and repeatability of the process.中文回答：工艺流程设计的主要内容包括以下几个方面：1. 工艺分析，这涉及了理解工艺的要求和目标，以及分析所涉及的输入、输出和中间步骤。
一篇关于精益生产培训的文章
一篇Marek Piatkowski写的关于如何实施精益培训的文章，觉得很全面，很多观念也对我们从事精益的人很有启发，就尝试着将它翻译后贴出来。
文章挺长的，word文档有22页，就只有翻译一两页后贴一次了。
过程中才发现翻译工作还真不是件容易的事，只有勉为其难了，就当对自己是否理解文章意思的一个检验好了，希望大家发现不对的地方多提意见。
Training Recommendations for Implementing Lean关于精益实施的培训建议Those of us who studied the Toyota Production System (TPS) for the last few decades have seen this graphic on many occasions:凡对过去几十年中丰田生产方式有过研究的人员对下面这个图形应该不陌生：It is a pictorial representation of the principles and strengths of the Toyota Production System (TPS). The foundation of TPS is standardized work. The two major pillars supporting TPS are just-in-time (JIT) and jidoka, (also known as autonomation or quality-at-the-source) or as I call it, stop the line, fix the problem.上图解释了丰田生产方式的一般性原则及优势所在。
丰田生产方式的根本/基础是标准化，两大支柱为准时化(JIT) 和自动化(Autonomation)，自动化我理解为，当问题发生时，停下生产线，解决问题。
The first time I heard about JIT was in 1980 when NBC showed a television documentary called “If Japan Can, Why Can’t We?” Later on, I came across two boo ks written by Richard J. Schonberger called Japanese Manufacturing Techniques and World Class Manufacturing. Finally, Jim Womack, Dan Jones, and Daniel Roos introduced a landmark book called The Machine that Changed the World and the lean revolution was born. We found a formula on how to improve the performance of our companies through the lean production approach based on TPS.我第一次听说JIT是在1980年NBC播出一个电视纪录片叫做“如果日本能，为什么我们不能？”稍后，我偶然看到Richard J. Schonberger写的两本书“Japanese Manufacturing Techniques”和“World Class Manufacturing”。
SGA改善报告模板-REV01
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Leader Co-leader Team member Team member Team member Team member Team member Team member
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Adviser Site Lean Leader
2.1 Analysis of the Current Situation 分析现状
IMI Lean Enterprise
使用的工具有： Flow Chart 流程图；Line Graph线状图标；Pie Chart饼状图；Stratification Technique层别法；Process Mapping流程分析
QC Story #3: Problem Analysis 问题分析
3.3 Root Cause Statement 根ise
使用的工具有：Fish-Bone Diagram 鱼骨图
4. Improve Phase 改善阶段
QC Story #4: Solution Formulation 制定解决方案构想
使用的工具有：Gantt Chart 甘特图，PDCA
4. Improve Phase 改善阶段
QC Story #5: Solution Implementation 执行解决方案
4.5 PDCA
IMI Lean Enterprise
使用的工具有：Gantt Chart 甘特图，PDCA，线状图，柱状图
1.3 Problem Prioritization 罗列问题，优先顺序排列
IMI Lean Enterprise
LEAN教材.ppt
集中在每件產品與它的價值溪流（資訊及目標） 而不是組織、資產、技術及工作路徑
質問何種動作造成浪費，何種創造價值 強化價值、消除浪費，提升整體表現
2020/4/6
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Pou Chen Group NIKE事業部
精實思考原則
從客戶端出發，確認價值value 界定每一類產品的價值溪流value stream 使生產形成暢流flow 形成依客戶需求之后拉式生產pull 管理趨向完善perfection
Pou Chen Group NIKE事業部
Lean Production 精實生產
2020/4/6
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Pou Chen Group NIKE事業部
大綱
前言 Lean 理念簡介 廠務 (設備穩定)
廠務Lean前身推動作業資訊
QM PCN 資訊管理 結語
2020/4/6
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Pou Chen Group NIKE事業部
C/T= 7.2 sec C/O= 5 -25 min % Crew:days= 100%
swing = 0% % Reliability = 98%
Waste = 1/2%
Sec available 27,000
Weekly hr = 5
1,034 sec
I 4,500 pieces
3 hr
Primed lineal cell
Output:1,350 pieces/hr
C/T= 2.8 sec
9,000 pieces C/T= 1.3 sec
C/O= 5 - 45 min
C/O= 1 min - 1 hr
% Crew:days= 100% swing = 0 %
过程质量管理的流程和方法英文缩写
过程质量管理的流程和方法英文缩写Process Quality Management: Methodologies and Practices.Introduction.Process Quality Management (PQM) is a systematic approach to ensuring that processes are performedeffectively and efficiently, thereby delivering high-quality products and services. It involves various methodologies and practices aimed at continually improving process performance and minimizing defects. This article explores the key processes and methodologies used in PQM, providing an overview of their applications and benefits.Process Quality Management Methodologies.Six Sigma (6σ)。
Six Sigma is a data-driven methodology that focuses on reducing defects and improving process efficiency. Itfollows a DMAIC (Define, Measure, Analyze, Improve, Control) approach to identify and eliminate the root causes of defects. Six Sigma aims for a high level of accuracy, witha target of no more than 3.4 defects per million opportunities (DPMO).Lean.Lean is a philosophy that emphasizes the elimination of waste and streamlining processes. It involves identifying and removing non-value-added activities and focusing on continuous improvement. Lean principles are often used in conjunction with Six Sigma to optimize processes.ISO 9001。
精益价值流—价值
价值流改进重点在于物流和信息流。精益生产中，信息流被视为与物流一样重要。考虑怎样流 动信息才能使一个工序仅仅生产出为下一道工序所需要的物料，而且是在需要的时候进行生产。
价值流程图概念
价值流程图（Value Stream Mapping)：通过用特 定的图标将整个价值流的过程绘制出来，使价值 流目视化的工具，包括物流、信息流和过程流。
C、绘制发货与收货信息。在客户图标下画出卡车图标， 填上发货的频率，箭线指向客户。在供应商图标的下 方画一个卡车图标，填上送货的频率，箭线指向价值 流最上游。
C、绘制发货与收货信息。在客户图标下画出卡 车图标，填上发货的频率，箭线指向客户。在 供应商图标的下方画一个卡车图标，填上送货 的频率，箭线指向价值流最上游。
是一种系统改善信息流程、实物流程的方法。
供应商
工序C
信息控制
工序B
客户
工序A
理解流程…看到价值…憧憬未来状态
价值流程图的发展
起源于1980s的TOYOTA， “物与情报流程图”
大野耐一（Taiichi Ohno ）
新乡重夫（Shigeo Shingo)
随着1998年美国Mike Rother & John Shook的著作《学习如何看：价值流程 图创造价值和消除浪费》而风靡全球。
“Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it.”
价值流程图的作用
识别浪费的工具，发现浪费的根源。
改善沟通的工具。用价值流图可反映各项作业怎样与生产控制中 心沟通信息；各项作业之间怎样沟通信息。
(最新整理)精益六西格玛简介
Prepare deployment
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Implementation schedule
Measure the impact
Risk analysis
Restore to key players
Perpetuate changes
LCS Continuous monitoring
juil-04 août-04 sept-04 oct-04 nov-04 déc-04
Couts reprises et matières sur XAPM
cout reprises: Cout matière
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E n vo i o u 関 a c u a t io n
D 閜 la c e m e n t s
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P ro p o s it io n
Determine root causes
requirements
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价值流图VSM
价值流图
Prepared by Zogg Xia
What’s Lean 什么是精益生产
Philosophy Thinking Toolkit Practice Journeys Life
NOT a program Not flavor Not a campaign
F
G
H Cycl e tim e RTY o r F TT Scr ap r ate Up/Do wn t ime Star ve/Blo ck t ime EPE / Set up t ime Avai lable tim e TAKT tim e
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➢ Make value-creating stepEssFtaLbOlisWh Pull
➢ Let customer PULL p3roduct from you as needed
➢ Pursue PERFECTION (CermeapteoFwloewr people who add
value)
价值流程图是用铅笔和白纸作为工具，帮助你去识别和理解在整个产
品价值流中的物流和信息流然后利用精益工具，消除浪费。
1. 让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。 2. 为便于交流，提供可视化图，提供共同语言。 3. 使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进
生产上来。 4. 帮助你看到不仅仅是单一的过程，将物流和信息流联系起来 5. 为推进改善提供蓝图。 6. 将精益的概念和技术紧密结合起来
Blocks of Value Stream Map 价值流图的5大板块
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Lean Thinking (3)
• A lean process strives to fulfill a need with the highest quality, best delivery and lowest cost.
• Anything which that does not contribute to this goal is waste. Anything. • A lean process strives for a “perfect” value stream, in which there is no waste.
Lean Thinking
• Zero Tolerance For Waste
– Continuous Байду номын сангаасaste reduction
• Strive For A Stable Process Environment
– Problems surface (and can be solved) faster, 0 PPM
• Customer “Pull” Drives Throughput
– What the customer wants, Delivered when they want it
Lean Thinking (2)
• The lean or “value stream” approach starts with the customer need and the “pull” that need creates. • • • • The Customer: I need a car… The OEM: I need an engine, I need tires… The Supplier: I need rubber… The Raw Material Supplier: I need rubber trees...
Ground Rules
• Discuss ideas and issues, not people • In brainstorming, no idea is wrong • Respect for participants - do not interrupt speaker • Everyone Participates • Others...
Process Mapping Conventions
• • • • • • • • • Use a box for value-added activities Use a rounded box for non-value added activities Use the left side of the map to show resources Use the bottom of the map to show process timeline One box for one discrete task Only show “repeat loops” once. Use a large “return arrow” to show multiple repeat loops. Use “average times” for each task In each task box, show: – Task description – Cycle time – Elapsed time
Why Assess? Why Re-engineer?
• • • • • Understand where the competition is Process not meeting customer expectations Process misses due dates Low throughput If adding resources does not improve performance… • When kaizen (improvement) rate is not fast enough… • Benchmarking is not enough • The true competitor is perfection
Why Map A Business Process?
• Need a “snapshot in time” • Cannot measure improvement without a baseline • Quantitative and qualitative measureables • If you’re not continuously improving, the competition is catching up! • Benchmarking is not enough • The true competitor is perfection
Logistics
• • • • • • • • • • Starting/Ending Time Safety Requirements Lunch Area/Timing Meeting Location(s) Restroom(s) Telephones, Messages, Pages Call in Number Refreshments Copy Machines Timekeeper
Lean Thinking in Process Mapping Part 2 The Lean Assessment & Re-Engineering
A JCI Manufacturing Series Training Program
Course Objectives
• Refresh of mapping, analyzing and improving business processes • Understand the relationship between lean thinking and all business processes (production and administrative) • Learn how to apply ALL facets of lean thinking to business process mapping and business process reengineering • How to perform a lean assessment on a business process as a guide to re-engineering it • How to predict and verify the performance of the reengineered process