精益價(jià)值流程(vsm)培訓(xùn)ppt

1、精益價(jià)值流程（VSM）簡介,2007.9,Page 2 of 44,Lean Overview SHP – August 6, 2007,內(nèi)容提要,幾個(gè)主要的概念 價(jià)值流程圖剖晰（VSM介紹）本周日程安排,Page 3 of 44,Lean Overview SHP – August 6, 2007,關(guān)鍵概念,價(jià)值是由客戶定義的,為客戶定義的知道,展示并分析你的價(jià)值流程圖 證明在分析你的VSM中你找到了什么是驅(qū)動(dòng)價(jià)值識(shí)別并

2、消除浪費(fèi)和沒有價(jià)值的活動(dòng)使用VSM和KAIZEN 來消除浪費(fèi)同步客戶價(jià)值和過程使所有的過程都給客戶帶來價(jià)值追求完美持續(xù)改進(jìn)并為客戶增加價(jià)值,Page 4 of 44,Lean Overview SHP – August 6, 2007,什么是精益生產(chǎn)?,通過持續(xù)改進(jìn)措施，識(shí)別和消除所有產(chǎn)品和服務(wù)中的浪費(fèi)/非增值型作業(yè)的系統(tǒng)方法。最終的目標(biāo)是實(shí)現(xiàn)用最低的成本、最快的速度為客戶提供世界級(jí)的質(zhì)量的產(chǎn)品和服務(wù)。,Page 5 of 4

3、4,Lean Overview SHP – August 6, 2007,減少浪費(fèi) =減少Lead Times,Customer,,,,,,,,,,,,,,,,,,Sales,Order Entry,Order Coding,Engineering,Order Coding,MFG,Delivery,Sched-uling,,,Page 6 of 44,Lean Overview SHP – August 6, 2007,Takt

4、Time: 多長時(shí)間我們生產(chǎn)一臺(tái)電腦?,Takt time 是客戶需求節(jié)拍,或者多長時(shí)間我們客戶需要一臺(tái)主機(jī)可提供的工作時(shí)間（work time= WT）班次 = 8小時(shí) or 480 分鐘WT = 480 min = 28,800s客戶需求= 生產(chǎn)訂單= 3000 臺(tái)/班Takt Time = 可提供工作時(shí)間 = 28,800s = 9.6s/臺(tái) 客戶需求 3000 units為了達(dá)

5、到客戶的需求, 每9.6S必須有1臺(tái)主機(jī)離開線體,Page 7 of 44,Lean Overview SHP – August 6, 2007,TAKT Time Man,? ? ? ?,Page 8 of 44,Lean Overview SHP – August 6, 2007,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Standard Work

6、,,,,38,Page 9 of 44,Lean Overview SHP – August 6, 2007,Anatomy of a Value Stream Map: A Quick Guide,Process BoxAny place along the Value Stream where material flowsData BoxArea to record details of any processWarni

7、ng TriangleTriangle to record the location and amountof inventory in the processPush ArrowArrow that indicates production withoutregard for the needs of a downstream processPull ArrowArrow that indicates produ

8、ction of a specificquantity only by a downstream request,,,A,C/T = 14s,C/O = 12s,Uptime = 14s,2 Shifts,,I,,,Page 10 of 44,Lean Overview SHP – August 6, 2007,I’M NOT PAYING FOR THAT!!! Time: VA, NVA and Lead,A, B, C,D,

9、 E 是過程的工位. 他們?cè)黾恿水a(chǎn)品的價(jià)值VA 時(shí)間 = A + B + C + D + E = 55s 所有的警示三角形代表兩個(gè)工位間的等待時(shí)間( waiting time) 他們不增加產(chǎn)品的價(jià)值 NVA 時(shí)間 = 8sLead Time 指的是產(chǎn)品需要下線的時(shí)間 LT = VA 時(shí)間 + NVA 時(shí)間 = 63s = Work Time 工作時(shí)間+ Waiting time等待時(shí)間,,,

10、,,,5s,10s,A,B,,,,,,5s,15s,D,E,,,,C,,20s,,I,,I,,I,,I,2s,2s,2s,2s,VA 時(shí)間 為客戶提供他們所需要的產(chǎn)品，增加價(jià)值所花費(fèi)的時(shí)間，即客戶愿意為此買單的時(shí)間,Page 11 of 44,Lean Overview SHP – August 6, 2007,什么是客戶愿意支付的?,Non-Value Adding 過程:這些過程花費(fèi)了時(shí)間,資源,空間,但是并沒有為產(chǎn)品或服務(wù)增加價(jià)

11、值,Value Adding 過程:該過程提升了最終銷售給客戶的產(chǎn)品或服務(wù)的價(jià)值,Page 12 of 44,Lean Overview SHP – August 6, 2007,Lead Time vs. Cycle Time vs. Cycle Time,Lead Time一件產(chǎn)品從開始加工到結(jié)束加工所需要的時(shí)間. Cycle Time (產(chǎn)品)通過一個(gè)加工過程多長時(shí)間制造一件產(chǎn)品.Cycle Time (員工)員

12、工操作一個(gè)動(dòng)作循環(huán)所需要的時(shí)間,指每個(gè)工位員工操作的節(jié)拍,,,,,,10s,A,B,,,,,,5s,15s,D,E,,,,C,,20s,,I,,I,,I,,I,2s,2s,2s,2s,,,,,,,,,Lead Time = 63s,,,,,,,Cycle Time = 20s,Cycle Time = 20s,Cycle Time = 20s,Cycle Time = 20s,Cycle Time = 20s,,,,1,2,3,,5s,

13、Page 13 of 44,Lean Overview SHP – August 6, 2007,Lean Workshop,The Enemy Within: 識(shí)別七大浪費(fèi),Page 14 of 44,Lean Overview SHP – August 6, 2007,利潤等式,市場(chǎng)決定了銷售價(jià)格！,,舊公式:,成本 + 利潤 = 銷售價(jià)格,,新公式:,銷售價(jià)格– 成本 =利潤,Page 15 of 44,Lean Overview

14、 SHP – August 6, 2007,Kaizen,Kaizen \ Ki-zen \ 是一個(gè)持續(xù)改善的思想. 今天我們做的每一件事都可以改進(jìn),Kaizen沒有終點(diǎn).,Page 16 of 44,Lean Overview SHP – August 6, 2007,Kaizen,識(shí)別 Kaizen 機(jī)會(huì)Kaizen = 持續(xù)改進(jìn)Kaizen 觸發(fā)在特定的過程暴露改善的需求問題暴露后需要有KAIZEN的行動(dòng)

15、改善Kaizen Event短期內(nèi)關(guān)注KAIZEN團(tuán)隊(duì)為解決問題和減少浪費(fèi)所帶來的努力和可行的措施** 看到范例中的改善機(jī)會(huì)了嗎？ 這里就是我們可以消除浪費(fèi)的地方.,,,,,,5s,10s,A,B,,,,,,5s,15s,D,E,,,,C,,20s,,I,,I,,I,,I,2s,12s,2s,2s,,,Page 17 of 44,Lean Overview SHP – August 6, 2007,Cycle of Impro

16、vement,,Root Cause,,,,,,,,Standardize/Adherence,Expose andQuantify Problems,ImplementSolutions,,,Page 18 of 44,Lean Overview SHP – August 6, 2007,時(shí)間,改善,,,,,K,K,K,K,K,K,K,K,K,S,S,S,S,,標(biāo)準(zhǔn)化(S) and Kaizen,Kaizen,Page 19 o

17、f 44,Lean Overview SHP – August 6, 2007,Lean 游戲,LMALIHEATENUANNINUOYFVAAONCPGTLUACRNHITINNGA,2 rounds 5-6min each 2 mfg lines 6

18、 stations timers Objectives VSM LT CT Leave on whiteboard for Balancing discussion,Page 20 of 44,Lean Overview SHP – August 6, 2007,標(biāo)準(zhǔn)化作業(yè): 走向線體平衡之路,,,,,,,,,,,,B,C,D,E,A,TAKT Time,現(xiàn)狀,,B,C,D,E,A,,,,,,,TAKT Time,&quo

19、t;Least Operator",,更好的辦法：負(fù)載前置,,,,,,,B,C,D,E,A,TAKT Time,,傳統(tǒng)解決方案,,,Page 21 of 44,Lean Overview SHP – August 6, 2007,減少浪費(fèi) = 減少 Lead Times,Customer,,,,,,,,,,,,,,,,,,Sales,Order Entry,Order Coding,Engineering,Order Codi

20、ng,MFG,Delivery,Sched-uling,,,Page 22 of 44,Lean Overview SHP – August 6, 2007,Final Thought,,If you always do what you’ve always done, you’ll always getwhat you’ve always got!,- Unknown Wiseman,Page 23 of 44,Lean Ove

21、rview SHP – August 6, 2007,內(nèi)容提要,幾個(gè)主要的概念 價(jià)值流程圖剖析（VSM介紹）本周日程安排,Page 24 of 44,Lean Overview SHP – August 6, 2007,只要有一個(gè)品在生產(chǎn)/一個(gè)業(yè)務(wù)在執(zhí)行它就有一個(gè)價(jià)值流在流動(dòng)而且通常每一個(gè)大的流都是由很多小的溪流匯流而成的我們要做的是區(qū)分和去掉那些不增值的流,價(jià)值流研究的意義,Page 25 of 44,Lean Ove

22、rview SHP – August 6, 2007,,價(jià)值流圖的總時(shí)間：Total Lead Time,Page 26 of 44,Lean Overview SHP – August 6, 2007,幫助你看到不僅僅是生產(chǎn)的單一制程之過程,而是整個(gè)系統(tǒng)的清晰流動(dòng)； 幫助你發(fā)現(xiàn)更多的浪費(fèi)，并找出流程中浪費(fèi)的根源；所有產(chǎn)品都是通過整個(gè)流程來看的；顯示信息流和材料流的聯(lián)系；實(shí)施精益制造的藍(lán)圖與試卷。,Page 27 of 44,L

23、ean Overview SHP – August 6, 2007,價(jià)值流程圖的基本概念,材料流 :從原材料到成品再交付到客戶手上的過程信息流 : 信息，通知每個(gè)過程做什么和下一步做什么。,,Page 28 of 44,Lean Overview SHP – August 6, 2007,材料流動(dòng)圖標(biāo),Page 29 of 44,Lean Overview SHP – August 6, 2007,材料流動(dòng)圖標(biāo),Page 30 of

24、44,Lean Overview SHP – August 6, 2007,C/T 周期時(shí)間C/O 換型時(shí)間VT有價(jià)值時(shí)間（有效時(shí)間（需要機(jī)器工作時(shí)間））NVT無價(jià)值時(shí)間EPE 生產(chǎn)批量大小操作者的數(shù)量在制品數(shù)據(jù)工作時(shí)間（減掉中斷）包裝尺寸缺陷率,典型過程數(shù)據(jù)有：,Page 31 of 44,Lean Overview SHP – August 6, 2007,VSM步驟,,,,,,,產(chǎn)品系列,畫現(xiàn)狀圖,畫未來狀態(tài)圖,

25、實(shí)現(xiàn)未來狀態(tài)圖,1,2,3,4,選擇一個(gè)產(chǎn)品系列開始畫出現(xiàn)狀圖通過現(xiàn)狀圖分析畫出未來狀態(tài)圖制定改善實(shí)施計(jì)劃重復(fù)前面步驟,Page 32 of 44,Lean Overview SHP – August 6, 2007,明確公司目標(biāo)和客戶需求2. 選定一個(gè)領(lǐng)導(dǎo)圖析工作的人3. 定義產(chǎn)品的過程和所需的設(shè)備,VSM步驟,Page 33 of 44,Lean Overview SHP – August 6, 2007,VSM步驟

26、,Page 34 of 44,Lean Overview SHP – August 6, 2007,,VSM步驟,Page 35 of 44,Lean Overview SHP – August 6, 2007,現(xiàn)狀圖繪制步驟,1、現(xiàn)狀圖首先要表示顧客需求,2、畫出所有過程、數(shù)據(jù)柜及庫存三角,Page 36 of 44,Lean Overview SHP – August 6, 2007,3、 畫出材料流,Page 37 of 44,L

27、ean Overview SHP – August 6, 2007,4、畫出信息流和推動(dòng)箭頭,Page 38 of 44,Lean Overview SHP – August 6, 2007,5、畫出生產(chǎn)時(shí)間線條和數(shù)據(jù)完成現(xiàn)狀圖,Page 39 of 44,Lean Overview SHP – August 6, 2007,,VSM步驟,Page 40 of 44,Lean Overview SHP – August 6, 2007,

28、是什么使得價(jià)值流精益？,在繪制未來狀態(tài)圖之前，先了解一些精益的原則。,過量生產(chǎn)精益價(jià)值流的特點(diǎn),Page 41 of 44,Lean Overview SHP – August 6, 2007,過量生產(chǎn),過量生產(chǎn)：指前過程比下一過程所要求的多、早或快。,帶來的問題：,多余的庫存和壓在庫存中的資金；成批的零件必須儲(chǔ)存，需要存儲(chǔ)面積；需要搬運(yùn)，需要人員和設(shè)備；延長制造周期，消弱對(duì)顧客需求反應(yīng)的靈活性。,Page 42 of 44,L

29、ean Overview SHP – August 6, 2007,精益制造中真正要做的是使一個(gè)過程僅在下一個(gè)過程需要時(shí)制造它所需要的產(chǎn)品。,精益價(jià)值流的特點(diǎn),實(shí)施準(zhǔn)則,一、按客戶需求節(jié)拍時(shí)間生產(chǎn),努力做到：對(duì)問題提供最快的反應(yīng)；消除意外故障的原因消除下游裝配類過程的換型時(shí)間。,Page 43 of 44,Lean Overview SHP – August 6, 2007,實(shí)施準(zhǔn)則,二、在可能的地方發(fā)展連續(xù)流,連續(xù)流動(dòng)是指每次生

30、產(chǎn)一件產(chǎn)品，而且每件即從一個(gè)過程傳遞到下一個(gè)過程，中間沒有停頓，連續(xù)流動(dòng)是效率最高的生產(chǎn)方式。,Page 44 of 44,Lean Overview SHP – August 6, 2007,實(shí)施準(zhǔn)則,三、在連續(xù)流動(dòng)無法向上游擴(kuò)展處使用超市控制生產(chǎn),有些過程被高計(jì)成以很快或者很慢的制造節(jié)拍生產(chǎn)而且需要為多種產(chǎn)品系列換型；有些過程，例如在供應(yīng)商處，距離遠(yuǎn)，每次運(yùn)輸一件不現(xiàn)實(shí)；有些過程制造周期太長，以一個(gè)連續(xù)流動(dòng)直流與期過程相連太不可

31、靠。,Page 45 of 44,Lean Overview SHP – August 6, 2007,幾種與超市拉動(dòng)系統(tǒng)有關(guān)的圖標(biāo)：,注：超市圖標(biāo)左邊是沒有封閉的，開口對(duì)著供應(yīng)過程。,幾點(diǎn)提示：有些情總值下可以在兩個(gè)分離的過程之間使用先入先出管道來取代超市，保持過程間的流動(dòng)；有些情況下可以在兩個(gè)過程之間設(shè)置一個(gè)“順序拉動(dòng)”而不是標(biāo)有全部零件的完整的超市；對(duì)一個(gè)不定期訂貨的產(chǎn)品而言，如果補(bǔ)充時(shí)間足夠短，可以只把那種產(chǎn)品的生產(chǎn)看板放

32、在成品超市而不用實(shí)際在那放成品,Page 46 of 44,Lean Overview SHP – August 6, 2007,實(shí)施準(zhǔn)則,四、努力將顧客訂單計(jì)劃只發(fā)到一個(gè)生產(chǎn)過程,通過應(yīng)用超市拉動(dòng)系統(tǒng)，典型的需求將計(jì)劃只發(fā)給門到門價(jià)值流中的一個(gè)點(diǎn)，這一點(diǎn)叫做定拍過程；定拍過程常常是門到門價(jià)值流中最后一個(gè)下游連續(xù)流動(dòng)過程。,Page 47 of 44,Lean Overview SHP – August 6, 2007,實(shí)施準(zhǔn)則,五、

33、在定拍過程按時(shí)間均勻分配多種產(chǎn)品的生產(chǎn),均衡多品種意味著在一段時(shí)期內(nèi)均勻地安排不同產(chǎn)品的生產(chǎn)。通過在定拍過程均衡混線生產(chǎn)，可以在很小成品庫存的情況下，用很短的制造周期對(duì)不同顧客的需求作出反應(yīng)。,六、在定拍過程通過安排和取一小份定量工作產(chǎn)生一個(gè)“初始拉動(dòng)”,Page 48 of 44,Lean Overview SHP – August 6, 2007,,VSM步驟,Page 49 of 44,Lean Overview SHP – Au

34、gust 6, 2007,問題1：對(duì)于選定產(chǎn)品系列什么是阿可米的節(jié)拍時(shí)間？,,以阿可米公司為例,Page 50 of 44,Lean Overview SHP – August 6, 2007,問題2：阿克米應(yīng)當(dāng)按成品超市還是按發(fā)送生產(chǎn)轉(zhuǎn)向支架？,,Page 51 of 44,Lean Overview SHP – August 6, 2007,問題3：阿克米沖壓公司應(yīng)在何處使用超市拉動(dòng)系統(tǒng)呢？,,改善前,改善后,Page 52 of

35、44,Lean Overview SHP – August 6, 2007,問題4：阿克米沖壓公司應(yīng)在何處使用超市拉動(dòng)系統(tǒng)呢？,,,Page 53 of 44,Lean Overview SHP – August 6, 2007,問題5：阿克米應(yīng)在生產(chǎn)鏈中哪一點(diǎn)（定拍過程）下達(dá)計(jì)劃？,焊接/裝配單元,在沖壓和焊接/裝配之間引入拉動(dòng)系統(tǒng)。這個(gè)單一的計(jì)劃點(diǎn)將使阿克米的整個(gè)轉(zhuǎn)向支架價(jià)值流規(guī)律化。,Page 54 of 44,Lean Over

36、view SHP – August 6, 2007,問題6：阿克米如何在定拍過程均衡多品種（混線）生產(chǎn)呢？,1、傳統(tǒng)的排班模式：從單元的角度看可以減少焊接夾具換模具的次數(shù)。,2、均衡多品種排班模式：更頻繁的換模具。,從價(jià)值流的角度看：第2種方式將對(duì)制造周期、質(zhì)量和成本有改善。,但從價(jià)值流的角度看，批量生產(chǎn)是一種錯(cuò)誤方式，批量裝配將增加問題的影響程度，延長制造周期，引起與過量生產(chǎn)有關(guān)的所有浪費(fèi)。,Page 55 of 44,Lean Ov

37、erview SHP – August 6, 2007,均衡點(diǎn)的選擇：,,Page 56 of 44,Lean Overview SHP – August 6, 2007,問題7：在定拍過程中，阿克米公司應(yīng)下達(dá)和取走多大的定增量工作？,Page 57 of 44,Lean Overview SHP – August 6, 2007,減少?zèng)_壓及換模具時(shí)間和改變批量大小，使對(duì)下游用量反應(yīng)更快；減少在焊接中更換左置和右置的夾具所用的較各行其

38、是的時(shí)間（10MIN），使得焊接到裝配能形成連續(xù)流動(dòng)和混型生產(chǎn)。提高第二臺(tái)點(diǎn)焊機(jī)的可靠工作時(shí)間，因?yàn)?，它與連續(xù)流動(dòng)中的其它過程聯(lián)系。消除焊接/裝配單元的浪費(fèi)，將全部工作時(shí)間減少到168s或更少。（得以在目前需求水平上使用3個(gè)操作者。,問題8：為使阿克米的價(jià)值流流動(dòng)如未來狀態(tài)所描述，哪些過程改進(jìn)將是必須的？,Page 58 of 44,Lean Overview SHP – August 6, 2007,最后成型的未來價(jià)值流圖,Pag

39、e 59 of 44,Lean Overview SHP – August 6, 2007,制定行動(dòng)計(jì)劃2. 衡量的目標(biāo)3. 完成時(shí)間和責(zé)任人，并定期檢查,VSM步驟,Page 60 of 44,Lean Overview SHP – August 6, 2007,將實(shí)施過程分解成幾個(gè)步驟,將未來水平價(jià)值流圖分成部分或環(huán)，就像左圖表示的一樣。,確定實(shí)施環(huán)的步驟，目標(biāo)，行動(dòng)計(jì)劃，確定責(zé)任人和完成時(shí)間。,Page 61 of 44,

40、Lean Overview SHP – August 6, 2007,一個(gè)環(huán)的改進(jìn)尤其要遵循下列模式：,開發(fā)一個(gè)以顧客節(jié)拍為基礎(chǔ)操作的連續(xù)流；建議一個(gè)拉動(dòng)系統(tǒng)控制生產(chǎn)；引入均衡生產(chǎn)。,Page 62 of 44,Lean Overview SHP – August 6, 2007,附1：阿克米沖壓數(shù)據(jù)單,Page 63 of 44,Lean Overview SHP – August 6, 2007,Page 64 of 44,Le

41、an Overview SHP – August 6, 2007,附2：阿克米沖壓工廠平面圖,Page 65 of 44,Lean Overview SHP – August 6, 2007,內(nèi)容提要,幾個(gè)主要的概念 價(jià)值流程圖剖晰（VSM介紹）本周日程安排,Page 66 of 44,Lean Overview SHP – August 6, 2007,本周日程安排,SZ NB LEAN Deployment_ Model L

42、ine Progress,2007.07.04,Page 68 of 44,Lean Overview SHP – August 6, 2007,LEAN Deployment Plan,Roadmap,Specification,Execution,Page 69 of 44,Lean Overview SHP – August 6, 2007,High Summary,Model line (ISH2 3F Canada Pilot

43、 Line) continue improvement,Key Measurement,,,,Meet target,=<15% to target,>15% to target,Current Stage,Employee mindset and behavior change,Highlight,Lowlight,Pull system execution,Work time continuous balance,Wai

44、t time still need to be reduction,Page 70 of 44,Lean Overview SHP – August 6, 2007,Value Add Activity Summary - Kitting,NB Kitting work time/wait timeBaseline Jun.11,NB Kitting work time/wait timeBaseline Jun.14,NB Kit

45、ting work time/wait timeBaseline Jul.3,Remark: * & ** resource adjustment based on ASM cycle time,Page 71 of 44,Lean Overview SHP – August 6, 2007,Long Line Value Stream Mapping-- Kitting,,I,VA=20,NVA=0,VA=12,,I,NV

46、A=8,VA=15,,I,NVA=11,VA=11,,I,NVA=9,VA=16,,I,NVA=9,VA=15,,I,NVA=15,VA=19,,I,NVA=16,VA=14,,I,NVA=9,VA=13,,I,NVA=37,VA=47/3*,Jun. 11, 2007Jun. 14, 2007Jul. 03, 2007: Reduce 1 person for cycle time balance between Kitting

47、and ASM,VA=Value addNVA=Non Value addTLT=Total lead timeC/T=Cycle time,VA=9,NVA=2,VA=13,NVA=0,VA=7,NVA=5,VA=9,NVA=13,VA=12,NVA=8,VA=16,NVA=11,VA=13,NVA=15,VA=13,NVA=15,VA=10,NVA=16,VA=48/2*,VA=8,NVA=0,VA=12,NVA=6,VA=1

48、4,NVA=5,VA=14,NVA=7,VA=15,NVA=6,VA=14,NVA=9,VA=13,NVA=9,VA=14,NVA=4,VA=40/2*,Page 72 of 44,Lean Overview SHP – August 6, 2007,Value Add Activity Summary - ASM,NB ASM work time/wait timeBaseline Jun.12,NB ASM work time/w

49、ait timeBaseline Jun.14,NB ASM work time/wait timeBaseline Jul.3,Page 73 of 44,Lean Overview SHP – August 6, 2007,,I,VA=15,NVA=202,VA=18,,I,NVA=8,VA=15,,I,NVA=30,VA=24,,I,NVA=24,VA=24,,I,NVA=14,VA=25,,I,NVA=13,VA=19,,I

50、,NVA=0,VA=21,,I,NVA=6,VA=17,,I,NVA=3,VA=18,,I,NVA=3,VA=23,,I,NVA=6,VA=20,,I,NVA=4,VA=22,,I,NVA=14,VA=23,,I,NVA=34,VA=18,,I,NVA=16,VA=19,,I,NVA=16,VA=21,,I,NVA=14,VA=17,,I,NVA=12,VA=15,,I,NVA=6,VA=17,,I,NVA=6,VA=18,,I,NVA

51、=7,VA=18,,I,NVA=7,VA=15,,I,NVA=10,VA=21,,I,NVA=6,VA=19,,I,NVA=6,VA=21,,I,NVA=18,VA=6,VA=15,NVA=7,VA=20,NVA=5,VA=16,NVA=5,VA=18,NVA=15,VA=21,NVA=4,VA=20,NVA=3,VA=17,NVA=4,VA=18,NVA=4,VA=16,NVA=4,VA=20,NVA=2,VA=18,NVA=13,V

52、A=17,NVA=7,VA=18,NVA=27,VA=15,NVA=29,VA=17,NVA=11,VA=16,NVA=16,VA=20,NVA=6,VA=15,NVA=7,VA=15,NVA=8,VA=27,NVA=11,VA=18,NVA=12,VA=20,NVA=7,VA=19,NVA=12,VA=26,NVA=18,VA=26,NVA=11,VA=24,NVA=23,VA=10,Long Line Value Stream Ma

53、pping-- ASM,Jun. 12, 2007Jun. 14, 2007Jul. 3, 2007,VA=21,NVA=3,VA=18,NVA=16,VA=23,NVA=2,VA=15,NVA=4,VA=22,NVA=0,VA=21,NVA=5,VA=16,NVA=0,VA=18,NVA=3,VA=22,NVA=4,VA=19,NVA=1,VA=18,NVA=1,VA=20,NVA=7,VA=17,NVA=2,VA=18,NVA=

54、4,VA=15,NVA=6,VA=19,NVA=6,VA=18,NVA=9,VA=18,NVA=6,VA=17,NVA=4,VA=20,NVA=5,VA=19,NVA=6,VA=19,NVA=3,VA=18,NVA=2,VA=19,NVA=9,VA=20,NVA=0,VA=14,NVA=26,VA=20,Page 74 of 44,Lean Overview SHP – August 6, 2007,Value Add Activity

55、 Summary - Pack,NB pack work time/wait timeBaseline Jun.12,NB pack work time/wait timeBaseline Jun.14,NB pack work time/wait timeBaseline Jul.3,Remark: * & ** resource adjustment based on ASM cycle time,Page 75 o

56、f 44,Lean Overview SHP – August 6, 2007,,I,VA=9,NVA=3,VA=7,,I,NVA=2,VA=11,,I,NVA=4,VA=12,,I,NVA=4,VA=10,,I,NVA=18,VA=16,,I,NVA=7,VA=7,,I,NVA=4,VA=8,,I,NVA=7,VA=16,,I,NVA=50,VA=20,,I,NVA=8,VA=14,,I,NVA=45,VA=13,,I,NVA=15,

57、VA=7,,Remark: 2 overpack lines for 1 merge line from Pack 10,VA=10,NVA=4,VA=14,NVA=2,VA=20,NVA=4,VA=27,NVA=3,VA=11,NVA=4,VA=13,NVA=4,VA=15,NVA=2,VA=7,NVA=4,VA=14,NVA=4,VA=16,NVA=1,VA=19,NVA=5,VA=11,NVA=0,VA=19,,I,NVA=N/A

58、,VA=N/A,NVA=11,VA=9,Long Line Value Stream Mapping-- Pack,Jun. 12, 2007Jun. 14, 2007Jul. 3, 2007, total headcount for Pack reduced to 12,VA=9,NVA=1,VA=13,NVA=1,VA=10,NVA=9,VA=15,NVA=2,VA=14,NVA=13,VA=31/2,NVA=6,VA=28/2

59、,NVA=11,VA=9,NVA=15,VA=15,NVA=0,VA=14,NVA=14,VA=25,NVA=0,VA=10,NVA=0,VA=N/A,NVA=N/A,VA=N/A,Page 76 of 44,Lean Overview SHP – August 6, 2007,Action Plan for Model Line Improvement,Page 77 of 44,Lean Overview SHP – August

60、6, 2007,ADDITIONAL INFO,Page 78 of 44,Lean Overview SHP – August 6, 2007,Operator Cycle Time (Standard Work and Line Balancing),Defined:The amount of time it takes an operator to complete one fullcycle in his/her assig

61、ned work sequence.,Example: It takes the first operator 60 seconds to perform operation 1-2-10-11 and return back to 1, ready to begin another cycle.,Page 79 of 44,Lean Overview SHP – August 6, 2007,How Many Operators? (

62、Standard Work and Line Balancing),Total Operators Needed =,The Sum of the Total Operator Cycle Time,,TAKT Time,Example:,Total Cycle Time = 270 seconds,,TAKT Time = 77 seconds,= 3.5 operators,Page 80 of 44,Lean Overview S

63、HP – August 6, 2007,Partial Operator – Guidelines (Standard Work and Line Balancing),Shanghai PlantDesktop Line Kaizen,August 7 - August 10, 2007,Page 82 of 44,Lean Overview SHP – August 6, 2007,Recommendation:JDI: Tar

64、get wait times (Completed: 8/8/2007 – Edison)Implement Pull System on Line - 47% TLT Improvement already achievedTarget wait times (Response Target: 8/17/2007, Completion Target: Unknown – Edison / Evan Ji)Continue pu

65、ll with 0-1 unit WIP in between stations (2 b/n Station3 and Station 4)Implement on all 3 DT Pack linesFollow-On Opportunity #1Scan system earlier in Station #3 work content. This will allow earlier signal to build

66、motherboard. (Completed: 8/8/2007 – Edison)Follow-On Opportunity #2 Potential to reduce 30s NVA by combining Station 15 & Station 16. (Potential for Station 14 as well),Desktop: DTD1 Assembly Line VSM (Jia Yue),P

67、age 83 of 44,Lean Overview SHP – August 6, 2007,Desktop: DTD1 Assembly Line VSM (Jia Yue),Page 84 of 44,Lean Overview SHP – August 6, 2007,,I,VA=4,NVA=15,VA=11,,I,NVA=32,VA=6,,I,NVA=139,VA=18,,I,NVA=80,VA=15,,I,NVA=27,VA

68、=18,,I,NVA=14,VA=10,,I,NVA=9,VA=6,,I,NVA=68,VA=58,,I,NVA=32,VA=20,,I,NVA=4,VA=17,,I,NVA=7,VA=11,VA=4,NVA=27,VA=15,NVA=11,VA=7,NVA=44,VA=17,NVA=8,VA=17,NVA=5,VA=19,NVA=8,VA=10,NVA=8,VA=16,NVA=4,VA=12,NVA=7,VA=8,NVA=9,VA=1