Changeover time too long and lack of machine
WH
Make the final packing and Store the finished goods
CT: 0.5 day WIP: 5 FPY: 99% OTD: 100%
OQC
Check the finished goods
Planning
Run the ERP and Releases WO to Workshop
Measurements
· Working hours planned/released per Week · OTD of Documentation between ME / QA · Documentation/Information Released FPY. · OTD of Material Kit to Production. · Material Kit assembled FPY. · OTD of Tooling Kit to Production. · Tooling Kit assembled FPY. · NPI Project Book OTD Documentation.
7
Interview
5
Fit
2
1
Candidates
Candidates
Candidates
Candidates
15பைடு நூலகம்days
7 days
5 days
3 days
2 days
3 days
1/2 days
1 day
1/2 days
1/2 days
Lead Time =75.5 days Value Add Time =7.5 days
如何识别流程中的浪费？
价值流图（VSM）
价值流图消除浪费
价值流图的目的在揭露浪费的来源。
我们应着眼于回答下述问题： “我们如何能够仅生产下个流程所需，并仅在该流程需要时生产的方式
建立信息流？”
价值流图案例
Web/Agencies
Job Description
Human Resources Skills Requirements
4. 等待时间 / 空闲周期 等待发布和/或上级的决定，文件的返回，工作指令的传递，及办公设备的设定时间。
5. 无用的活动 没有人愿意阅览的报告，统计和协议。重复的数据手工输入，不必要的复制。
6. 不必要的库存 已终结项目的文件，无用的工作材料和数据记录，多重归档。
7. 缺陷 数据格式中的媒体中断，字迹模糊的传真和记录，不完整的说明。
Release the PO to Material supplier
OTDC : 98% CT : 0.25 days
Supplier
OTDC : 98% CT : 30 days
Jus track the OTDC, don’t track the OTDR
RM WH Receiving
FPY: 95% CT: 0.25 day
Approved Job Rec
Sales VP
I
Screen
I
1st
I
75
Applicants
25
interview
10
Candidates
Candidates
Candidates
20 days
10 days
8 days
Mgmt
I
2nd
I
2nd
I
Caucus for
Offer
I
Accept
Caucus
步骤1 :绘制SIPOC图
Supplier Input Process Output Customer (SIPOC)
– Customers: 客户 Companies X, Y, & Z – Outputs: 成本，品质，及时交货
Cost, Quality, On-Time Delivery – Process: 产品Produce Products 1, 2, 3, 4 & 5 – Inputs: 原材料 Raw Material – Suppliers: 供应商 Companies A, B & C
精益生产之--VSM
价值流绘制的介绍
价值流绘制的定义
价值流程图 (VSM) 是一个手工方法通过用特定的图标绘画
来表现整个价值流的过程，包括物流，信息流和过程流。
Business Case
Productivity of the area has been stuck at 35% for several weeks with no improvement. Deliveries to customer are partial or incomplete every week.
0.25
Total L/T is too long, we need setup NAI L/T
standard for each kinds of material based on Location
2
0.25
2
30
Release PO to supplier take too
much time
IQC
定义增值(3C)
– 客户愿意付钱 ，满足客户需求的活动(Customer) – 从根本上改变产品或信息内容(Change) – 第一时间做对(Correct)
更辛苦地工作与更聪明地工作
价值 浪费
工作内容
更多的 工作
价值 浪费
工作内容
浪费 价值 + 更多的工作 = 更多的浪费
价值 浪费
工作内容
工作 - 浪费 = 更多的价值
Tooling
Prepare tooling and testing fixture
Days: 2 CT: 0.25 day WIP: 5 FPY: 99% OTD: 90%
Doc Prepare the VA,WLB,Templetel
Days: 2 CT: 0.25 day WIP: 5 FPY: 99% OTD: 90% 0.25
3
Days: 1 1
Send the kit to production diectly
Production
Make the product
CT: 0.5 day WIP: 20 FPY: 95% OTD: 97% CO: 2H
IPQC
Check the finished goods
CT: 0.05 day WIP: 2 FPY: 99%
整个过程进行过于细节的描述并非我们的目的，我们仅关注于相关 的流程步骤！ – 带上秒表，去现场测量，以了解更准确的信息； – 建议每个人都绘制整个价值流图，不是分开绘制，这样可以更了解 整个价值流；
价值流图绘制详细步骤
Value stream map
Stage 1
绘制SIPOC图
Stage 2 使用由上至下图表文件记录当前状态
Value Statement
Kits Assembled must be complete and on time to prevent missing/incorrect information, RM parts or tooling
Key Requirements
1. Plan released to be confirmed as OK to process 2. FG Parts to be routed for specific Work Centers. 3. VA/SOP with no deviation on Kits assembled. 4. Material Complete with no missing parts prior to assemble 5. Tooling complete and certified on Kits assembled. 6. Wire harness tester or E-Boards approved for production on Kits assembled.
WIP : 5 Kit OTD ：100%
Kit FPY : 99.9%
Cutting
Cutting the cable and tube and prepare the kanban material labeling
CT: 0.05 day
WIP: 5
FPY: 99%
OTD: 90%
Days: 2
Raw Material inspection
CT : 1 day FPY: 98%
RM WH Transfer to Normal
storage location
CT: 0.15 day
0.25
1
1
0.25
WH
Creates Kits based on Weekly Plan
Days: 3
CT : 0.25 day
CT: 0.05 day WIP: 2 FPY: 99% OTD: 99%
WH
Ship the finished goods
CT: 20 day FPY: 99% OTD: 99%
0.5
1
1
0.05
0.05
0.25
0.25
1
5
5
20
Too much wait
Too much wait
2
什么是价值?
Stage 3
选择进行分析的产品族
START
Stage 4 Stage 5 Stage 6 Stage 7 Stage 8