表格模板-价值流程图0317 精品.ppt

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1、Value Stream Mapping价值流图价值流图精益生产绿带培训精益生产绿带培训 Improve 改进Control 控制Analyze 分析Measure 测量Define 定义精益价值流精益价值流Value Stream ManagementModule Objectives 课程目标Through completion of this module, the participant will 通过完成这个课程，学员将 learn to define a value stream 学习定义一个价值流 develop a line of sight to identify waste

2、 形成识别浪费的眼光 learn how to determine the scope of VSM tool application 学习如何决定价值流图的具应用范围 know how to utilise the VSM tool 了解如何使用价值流图 A sequence of steps that must be performed in the proper sequence to create value for a customer. 可以根据适当顺序执行的，为客户创造价值的步骤。 The complete value stream includes steps required

3、 to recognize demand and plan (information) and to process (execute).完整的价值流包括识别需求和计划（信息）以及处理（执行）所需要的步骤 The value stream includes all steps that are value-added and non value-added 价值流包括所有增值和非增值步骤。 If there is a product or a process for a customer, there is a value stream. 有为客户生产的产品或流程，就有价值流。Many of

4、our value streams have lead-times which are comprised of more than 90% non-value added time.我们许多价值流的时间都包括了超过我们许多价值流的时间都包括了超过90的非增值时间。的非增值时间。Defining A Value Stream 确定一个价值流Customer Value客户价值INFORMATION FLOW 信息流信息流MATERIAL FLOW 物流物流OrderEntry订单输订单输入入SupplyMgmt供应管理供应管理ProductionPlanning生产计划生产计划Sub Assy

5、Mfg.分装生产分装生产Assembly总装总装Finance财务财务Market& Sales市场和销售市场和销售Information 信息 The objective is to identify sources of waste at key business leverage points. 目的是找出关键业务利用点的浪费根源。 In turn, this identifies key project targets. 通常，这也可以找出关键项目的目标。Value Stream Thinking 价值流思路Extended Value Stream 延伸的价值流延伸的价值流Multi

6、ple Facilities: Includes Suppliers & Customers)（多个工厂：包括供应商和客户）Process Level 流程层流程层Facility Level 工厂层工厂层(door to door)（门到门）VSMs can be used on any process 价值流可以用于任何流程价值流可以用于任何流程Value Stream Levels 价值流层次Why Value Stream Map?为什么要价值流图？ It helps you visualize more than just the process level. 它将帮助你们更直观地了

7、解超越流程层面的内涵。 Allows you to see the sources of waste. 使你们发现浪费的根源。 Helps target improvement projects on the right opportunities that will make a real difference to performance and flow. 帮助找出真正影响执行和流动的改进项目的适当机会。 ie. Projects that are not linked to a common strategy 即：与一般战略不相关的项目 Shows linkage - or lack

8、thereof - between the flow of information and the flow of material.显示信息流和材料流之间的联系性或缺乏联系性VSM helps create a common understanding of reality and the improvement possibilities.价值流描绘将体现共识并形成改进的可能性。价值流描绘将体现共识并形成改进的可能性。 1. Perform “Current State” extended VSM 执行“现有状态”延伸价值流图 2. Develop site-specific VSM 开发

9、针对场所的价值流图 3. Perform a “Future State” extended VSM 执行“未来状态”的延伸价值流图 4. Develop the “Ideal State” extended VSM 形成“理想状态”延伸价值流图Typical VSM Strategy 典型的价值流战略The Current State, ExtendedValue Stream Map现有状态及延伸价值流图 Create the Team 创建团队创建团队 Team leader from the most downstream site 来自最下游场所的团队领导 Cross-functio

10、nal: must share ownership 跨职能部门：必须共同拥有 Keep the team manageable (one per firm) 保持团队的可管理性（每公司派一名）The Extended State Value Stream Team延伸状态价值流团队The Mapping Team Leader Role团队领导的作用 The Team Leader should 团队领导应团队领导应 Form a team of all functions in the business touching the process组织包括所有相关人员的团队 Organize a

11、 walk together to “learn to see”. 组织“学习观察”。 Identify and characterize all the steps. 识别和特征化所有步骤。 Envision a “future state” that is void of as much waste as can be accomplished within the applicable and appropriate time horizon. 预见一个在适用和适当时间内尽量没有浪费的“未来状态”。 Implement and help sustain the Future State.

12、 执行和帮助维持未来状态。 Start the cycle again in search of the next Future State. 再次开始这个循环，寻找下一个未来状态。Define the area/s of analysis 确定分析区域Consider the Product/ process alignments 考虑产品/流程的匹配 Group of products / processes that flow through similar steps. 将类似步骤的产品/流程分组 Products / processes that utilize similar eq

13、uipment in the downstream process. 在下游流程中使用类似设备的产品/流程This enable efficient analysis of the activity of the product 这使我们能有效地分析产品活动Determine the VSM Scope决定价值流图范围 Define product/process family lead time: 确定产品/流程系列的周期： For products, obtain Bill of Material (BOM) for lead times 针对产品，获得原料单的周期时间。 For proc

14、esses, determine planned/expected lead times 针对流程，决定计划/期望的时间期 and dependencies 以及依赖性 Analyze for “cold start” lead times and cost 分析“冷启动”的周期和成本 If there are multiple critical paths, start with the longest 如果有多个关键路径，从最长的关键路径开始The VSM Scope 价值流图范围Final ProcessMachinedHousingCoreAssembly1Screws6Cover A

15、ssy1Label1CableAssembly1PCB Assembly1CastingStator AssyMagnet wireMachinedCoreSteelBarstockMachinedRotorSteelBarstockMachinedCoverAlum SheetStockWire, blue(22awg)Connector35 days170 days5 days12 days20 days20 days10 days20 days20 days25 days10 days12 days20 days10 days10 days20 days40 days60 daysBil

16、l Of MaterialElectric Motor Assembly(76-4338/A)10 daysElectric Motor Lead Time050100150200250Motor AssemblyHousingCore AssemblyScrews Cover AssemblyLabelCable AssemblyPCB AssemblyDaysCreating The Value Stream最终流程 经加工 机架核心组装1螺杆6外壳组装1标签1电缆组装1 PCB 组装1 铸造定子组装 电磁线 经加工核心不锈钢 棒材 经加工转子不锈钢 棒材 经加工外壳铝卷存货蓝线(22awg)连接器35 天170 天5 天12 天20 天20 天10 天20 天20 天25 天10 天12 天20 天10 天10 天 20 天40 天60 days 天电机组件材料清单电机组件材料清单(76-4338/A)10 天创建价值流原料单 电机周期电机周期050100150200250 电机组装 机架 核心组装螺杆 外壳组装标签 线缆组装 PCB 组装天数天数Identify every s