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1、生产体系 In traditional manufacturing, various production schedules are released to all processes; component making and assembly. 在传统的生产中,各种生产计划被传达到各个工 序,部件生产和组装部门. The Push System (cont.)”推动“ These part-making processes produce the parts in accordance to their schedules and transport the parts to the n
2、ext process. 部件生产部门按照收到的计划生产并把成 品部件运送到下一道工序. The Push System (cont.)”推动“ This method makes it difficult to promptly adapt to changes. 这种方法使生产很难迅速对变化作出反应 Each production schedule must be changed at each process simultaneously. 每个工序的生产计划都必需同时变化以适应同 步生产 The Push System (cont.)”推动” The Result导致: The com
3、pany must hold extra inventory among all processes. 公司不得不在各个工序保持额外的库存 This creates an imbalance of stock between processes. 各工序间的库存达不到平衡 The Pull System “拉动”生产体系 In contrast, in a PULL SYSTEM, each process will withdraw the parts it needs from the proceeding process. 相反, “拉动”生产体系要求各个工序仅需从 上一道工序提取自己所
4、需要的部件. BA “production” kanban“withdrawal” kanban Product部件Product部件 Market 供应超市 Supplying Process 供应工序 Customer Process 客户工序 “生产”指示板“拒收”指示板 The Pull System (cont.)”拉动”体系 Since only the final-assembly process can accurately know the necessary timing and quantity of parts required, they are the only o
5、nes to receive a schedule. 因为只有制造准确地了解所需时间和部件数量,以 只要制造收到生产计划即可. Assembly Stock-fit准备 Stitching缝纫 Assembly制造Shipping装船 Weekly Schedule每周生产计划 Final Assembly receives a schedule and pulls from the Market Place. Stitching and Stock-fit replenishes the Market Place. 制造接受生产计划,并借助“供应超市”拉动生产.缝纫和 准备向“供应超市”补充
6、部件. Production Control 生产控制 The Pull System (cont.)”拉动”体系 With the schedule, the final-assembly goes to the supplying departments and withdraws what parts are needed. 根据生产计划,制造到供应车间去提取所需部件. The Pull System (cont.)”拉动“生产 The preceding operation then produces the replacements of the parts withdrawn by
7、 the subsequent process. 这样,前一 道工序开始生产被下一道工序提走的部件以补充所需. B Assembly 制造 Stitching 缝纫 A “production” kanban“withdrawal” kanban Product 部件 Product 部件 Market 供应超市 “生产”指示板“拒收”指示板 Markets “供应超市” Markets are the storage locations for all the parts prior to going to the next operation. “供应超市”是为下一道工序储存所需各种部件的
8、区域. Markets simply are organized collections of purchased parts and work-in-process. 组建“供应超市”只是为了搜集购买的部件和线上的库存. If parts are already stored in your plant, then you can construct markets. 如果工厂内有储存部件,那就可以设置此体系. Cautions about Markets 关于“超市体系”的警告: Dont get caught up in other peoples philosophy. 不要受别的观点
9、的影响: Markets do not have to be located next to the receiving docks. 超市不一定要靠近部件接受区 Markets do not have to be large in size. 规模不一定很大 You can have several mini-markets if space is difficult to get. 若空间不够,可设多个分散的小超市. Use your own common sense 运用自己的常识来解决问题! Rules for developing Markets 设立“超市”的规则: Have a
10、storage location for every part. 为每一部件设立储存区 Determine the maximum of any one part that will be stored. 为任一需储存部件设立最大库存标准 Provide adequate storage space. 提供合适的储存区域 Safety is a priority. 要优先考虑安全因素. Lessons Learned about Markets 设立超市需注意的几点: Have an overflow spot and a means to monitor. 设立库存限制和监控方法 Try t
11、o reserve spaces for future parts. 提前考虑,为以后的部件留出储存空间 Preferably, do not store the same part in more than one location. 同一部件最好储存在一个区域 Make sure aisle ways can accommodate forklifts. 保证过道可容纳或通行搬运工具. Determine customer demand 确定客户需求 Takt time is a reference number that gives you a sense for the pace at
12、 which each process needs to be producing. TAKT 节拍时间为了解并调整各个工序的生产速度 提供参考依据 To calculate takt time, divide the available time by the customer demand. 用可利用的生产时间除以客户需求量, 即为节拍时间. For our plant对我们公司来说: One shift is nine hours there is one 60-minute lunch 9小时一个班次,其中有1个小时的就餐休息时间 Work-time 工作时间 8Hrs. X 60mi
13、n/hr = 480 minutes 8小时 X 60 = 480分钟 480 minutes per shift There is 28,800 seconds per shift 480分钟每个班次,即28,800秒每个班次 Customer demand客户需求 The customer needs 2,000 pairs each day. 客户每天需要2,000足鞋 We work one shift each day in Assembly, 6 days per week. 制造车间每天一个班次,每周工作6天 Customer demand is 客户的需求是: 2,000 Pa
14、irs / 28,800 sec 2,000足 / 28,800秒 or 1 PAIR every 14.4 seconds 或每14.4秒需要产一足鞋 Market setups and locations 供应超市准备和位置选定 Locate space within the plant that can be used as a market(s). 选定公司可作为超市的位置 Minimize the number of markets. If may be necessary to start with several small ones, later to combine into
15、 one. 尽量减少超市的数量,若有必要可先设立几个小的超市, 以后再合并成大的超市. Manpower and equipment needed 人员和设备要求 Parts are delivered to the line by Material Handlers using hand-carts. 搬运人员用手推车将部件运到生产线 The Material Handler has a designated route that covers all the stations he (or she) is responsible for. 搬运人员按照指定的运输路线负责自己的工作区域 He
16、 delivers all parts needed on that delivery cycle, retrieves all empty containers 搬运人员必须循环搬运所需部件,并取回空的部件箱 Training 培训 The people who are affected by the new system need to understand why the company has implemented the program. 新体系所涉及到的人员需要懂得为什么公司实施此体系 Those who are to support it must understand how
17、 it works. 支持新体系的人员需懂得体系是怎样运作的 All people must receive adequate training in order for the system to be both robust and successful. 所有相关人员需接受培训以保证新体系的运作效率和成功。 Training (continued) 培训 Remember who the audience is: Production workers have little regard for how many turns the inventory makes Material ha
18、ndlers will not see inventory reduction as a benefit. 记住谁是培训对象: 那些对库存的影响不太关心的生产者 看不到减少库存会带来收益的资材管理者 Training (continued) 培训 Design your training program(s) using the knowledge you will gain in the systems development. 运用你在实施NOS的过程中得到的经验来设计培训内容, Keep it simple. 使培训内容简洁易懂, Give yourself enough time to
19、 handle the tough questions. Respect the peoples concerns. 用足够的时间来解决比较棘手的问题,尊重别人的意见。 Results of a Pull System 生产拉动体系的结果 In operations where the implementation has been successful, both the management and workforce believe the work environment to be “enhanced” 在拉动体系取得成功的那些环节,无论是管理层还 是工人都会认为他们的工作环境正在改善。 Results of a Pull System 生产拉动体系的结果 Where there has been little effort to make the system work, the plant typically has shortages and misses delivery windows. 若工厂没有努力去实现拉动生产,就会出现部件 投入不足和不能按照生产需要来搬运部件。