1、福特生產系統的使命,我們將教導,吸引,以及激發福特汽車公司的所有組織和每一個人來了解以及應用精實的行為原理和方法 - 以促使連續不斷的改進安全,品質,速度,和總成本- 更而帶給顧客更多的價值,一個不斷學習的組織A teaching organization.,從大量生產到精實生產的轉變 .Transformation from Mass to Lean,附加價值與非附加價值,附加價值是顧客願意出錢購買一些事物而這些事物帶給他外觀舒適功能非附加價值 =,浪費,何謂附加價值?,範例:鑽孔裝設凸緣驅動螺絲,有附加價值2%,浪費60%,無附加價值,但是必要的38%,範例: 走去取零件 等待時間 儲存零
2、件 運輸,範例:拿取鑽孔機放下扳手挾住或鬆綁工具,它是一個能改變產品之型式、裝配、及功能以合乎消費者之規格的程序。Processes that change the product form, fit, or function to meet customer specifications.消費者願意付費的工作Work the customer is willing to pay for.,何謂附加價值?,只增加成本及工時未增加附加價值之部份消費者不願意付費的工作問題之癥兆而非問題之根源瞭解與認知才是找出浪費的根源The recognition and understanding of was
3、te is key in defining the root cause必須認識浪費才能減少浪費To eliminate waste, you have to be able to recognize waste,何謂浪費?,MOVE IT OVER THERE UNTIL WE NEED IT,_,_,_,_,_,_,_,七大浪費,SUPPLEMENT D1,MOVE IT OVER THERE UNTIL WE NEED IT,等待,過度加工,庫存,移動,搬運,矯正,生產過剩,SUPPLEMENT D2,七大浪費,Making more than the next process need
4、s,生產過剩,什麼是生產過剩?,生產的數量比下一工程所需用的還多以比下一站還快的速度生產以比下一工程所需的速度還快的生產,Motion,Inventory,ExtraProcessing,Defects,Time,Waiting,生產過剩,生產過剩,為什麼這一類的浪費會發生?,勞動成本及間接成本的指標可驅使人員和設備的使用率Labor and Overhead Measurable driving utilization of people and equipment庫存而引起的損失Losses from out of stock conditions 堵塞及斷線而引起的損失Losses fr
5、om blocked and starved conditions特殊材料的需求Material produced to speculative demand,Rejects, rework, reruns,改善Correction,改善Correction,為什麼這一類的浪費會發生?,品質回饋太慢Poor, slow quality feedback增加生產線外之撿察工作Incremental inspection done outside process station 認可檢修工作Repair operations are viewed as acceptable 缺乏有效之錯誤防止措施
6、Few effective Error Proofing devices in use未推行標準作業Standardized work not in place產品與製程不相容Product/process incompatibility產品過度複雜Product over-complexity,沒必要的步驟或程序Unnecessary steps or processes,過度加工Over Processing,過度加工Overprocessing,為什麼這一類的浪費會發生?,作業標準不明確Standards unknown / unclear to operators顧客之規格不明確或常變
7、動Customer specifications are vague or fluctuate產品試驗過多Product testing and re-testing occurs部門間目標不一致且溝通不良Functional departments have misaligned goals and poor communication多多益善的想法Concept that more is better,動作Motion,多餘的移動作業員的走動Excess movement; operator walking,動作Motion,為什麼這一類的浪費會發生?,外觀及組織不良之工作站Poor wo
8、rkstation configuration and organization工作量不平衡Work imbalance未實施目視化工廠Visual Factory not implemented未實施標準化Standardized Work not implemented,長距離或重複搬運材料Long distance or double handling of material,“運輸工具” Conveyance,運輸工具Conveyance,為什麼這一類的浪費會發生?,工作間距離過長Long distances from operation to operation 物料輸送未按排訂路線
9、Material Handlers not on scheduled routes 倉庫在工廠內部或外部Warehouse on or off site 收料點與工作站間距離太遠Distance between receiving and point of use庫存過量Handling excess inventory,缺乏部品作業或看顧機台Lack of parts or watching machine,等候 Waiting,等候Waiting,為什麼這一類的浪費會發生?,等候支援訊息及物料Waiting for support, information, and/or material
10、s 總和設備效率過低，機器停擺過高Low Overall Equipment Effectiveness and high machine downtime作業線不平衡Unbalanced operations 長且不一致的等候時間Long and inconsistent lead times生產時程經常變動Continual production schedule fluctuations 看守自動機台Watching automated machines 未事先安排的會議Undisciplined meetings,過剩的原材料半成品或成品庫存Excess raw materials,
11、WIP, or finished goods,庫存Inventory,過度庫存Inventory (Excess),為什麼這一類的浪費會發生?,堅持大量生產的想法Mass Production mindset, batch and queue產能無法預估Unpredictable productivity內外部材料供應不順Infrequent delivery / shipment of materials internally and externally排程與製程間不相連結Schedules not linked between processes 未啟用目視化工廠管理Visual Fac
12、tory not in use to control大料架或大批量Large containers / batch sizes,改善的機會躲藏於超額庫存之間Excess inventory hides opportunities for improvement,如汪洋大海之庫存Sea of Inventory,認知,過度庫存成本之知多少The TRUE COST of Excess Inventory,額外的運送成本Extra Carrying Cost額外的庫存成本Extra Storage額外的料架Extra Containers額外的管理Extra Handling額外時間浪費Extra
13、 Time額外損害Extra Damage不安全Unsafe Conditions過度庫存隱藏品質問題Excess inventory hides quality problems. . .無止盡的改善No continuous improvement!,其它浪費Other Wastes,人員People心態Minds想法Ideas能力Abilities科技Technologies有關安全之浪費All wastes relate to safety,精實製造Lean Manufacturing,以消除浪費來說縮短顧客之等候時間A manufacturing philosophy which s
14、hortens the time line between the customer order and the shipment by eliminating waste,貨品送達 PRODUCTSHIPMENT,顧客訂單 CUSTOMERORDER,時間Time,Business as Usual,Lean Manufacturing,貨品送達PRODUCTSHIPMENT,顧客訂單CUSTOMERORDER,時間縮短Time (Shorter),Waste,福特生產系統Ford Production System,福特生產系統是以減少浪費來穫致持續的改善The Ford Producti
15、on System (FPS) is defined as a system of common processes and tools that support continuous improvement through the elimination of waste.,FTPM,Training,ISPC,ME,Environmental,IM,SHARP,SMF,WorkGroups,福特生產系統之要素FPS Elements,FTPM,Training,ISPC,ME,Environmental,IM,SHARP,SMF,WorkGroups,福特生產系統之要素FPS Elemen
16、ts,精實之家House of Lean,往未來圖五個階段的目的Purpose of Five Phases to Future State,福特原始的生產哲學Fords Original Manufacturing Philosophy (1926),標準化及持續改善Standardization and Continuous Improvement減少浪費Eliminate Waste採用連續生產模式Use Continuous Flow Manufacturing物料在來源處即採品質管理Practice Quality at the Source,摘錄自亨利福特的著作今日與明日From
17、Today and Tomorrow by Henry Ford,人員互動The People Pinion Gear,以小組作業為基礎減少浪費，以求持續改善A Work Group-based organization aligned and driven to continually improve business results by eliminating waste.,信賴度 & 產能維護The Reliability Maintainability Pinion Gear,使用世界級之設備設計、維護與製程，以確保安全、穩定、彈性及品質，以期達成並或超越內部及顧客之須要Proces
18、ses and equipment designed and maintained at a world class level to ensure safety, stability, flexibility, and in-station quality that consistently meet or exceed internal and external customer requirements,ExceedCustomerExpectations,QualityCostTime,WorldClassReliability &Maintainability,運轉不息的轉輪The
19、Continuously Flowing Pinion Gear,運用精實生產與即時供料觀念，以維持持續且有順序的供料，以附合顧客要求Application of lean manufacturing and Just-In-Time principles to provide a continuous flow of materials and products in sequence at the rate of customer demand,ExceedCustomerExpectations,QualityCostTime,ContinuouslyFlowingMaterial &P
20、roducts,福特生產系統模式The Ford Production System Model,絕竅Key: 連結內3小齒輪才能帶動中央齒輪The three pinion gears are linked to drive the central gear. 所有3齒輪必須有效運轉才能達到目標 All three must perform effectively to deliver the goal.,FlexibleCapable, HighlyMotivated &EmpoweredPeople,ExceedCustomerExpectations,QualityCostTime,W
21、orldClassReliability &Maintainability,ContinuouslyFlowingMaterial &Products,Ford生產系統模式,品質成本時效,超越顧客期望,具彈性,有能力,高度被激勵 &授權的員工,世界級的信賴性&維護保全,連貫性的物料&產品流動,如同合作夥伴關係的協力廠,強健的產品及作業制度 (Ford產品發展系統 24個月車輛推出),產能規劃,訂購到交貨 15天,Ford顧客服務2000,價值流圖的循環周期Value Stream Mapping Cycle. . .,願景VISION,PROCESS DATA gathered,Current
22、 State Map drawn,Future State Map drawn,Process and Flow Kaizens identified,Value Loops Identified,Actions taken,Future State Map becomes the Current State Map,減少浪費重點Focused elimination of WASTE,Date: 2/16new slides after this page,福特現況Harbour on Ford.,目前重點Recent Highlights:Atlanta 裝配線AssemblyValenc
23、ia裝配線AssemblyChicago 沖壓線StampingKTP沖壓線StampingLima 引擎裝配線EngineCleveland引擎裝配第2線Engine #2,Bridgend引擎裝配線EngineLivonia 變速箱裝配線TransmissionBordeaux變速箱裝配線Transmission,福特現況 Harbour on Ford.,檢查重點 Plant Tour Checklist標準作業Standardized Work防止錯誤Error Proofing目視管理Visual controls預防性維護Preventive maintenance工作地點的組織W
24、orkplace organization貨櫃化Containerization拉式生產Pull systems,小批量生產Small lot production低庫存Low inventory團隊精神Work teams現場佈置流程Layout/flow快速換模換線Quick tool changeover產出時間Throughput time,Richard ChenVice President Purchasing,Ford Lio Ho Motor Company, Ltd. And Executive Purchasing Director, Ford China Operatio
25、nsChung Li, Taiwan,方針展開是一個可見的, 已架構的計畫程序, 用以做為組織因策略的優先次序所做的調整及目標Policy Deployment is a visible, structured planning process that focuses and aligns the organization on the strategic priorities.,定義 Definition,為什麼要方針展開 ?Why Policy Deployment ?,尋找, 集中以及調整組織以突破目標Identifies, focuses, and aligns the priori
26、ties to enable breakthrough performance.經由合作發展的目標 提供真正員工放權授能的環境Provides framework for true “Employee Empowerment” through collaborative development of objectives.以主要目標為決策及解決問題的準則Uses major objectives as criteria for decision making and problem solving.讓經營計劃及其細則目視化Visualizes the plans and associated
27、details利用系統驅使持續不斷的改善Utilizes the systems approach for continuous improvement.使它和管理考績系統相連接Integrated with the Performance Management System.,POMs,Plant Mgrs.,Policy DeploymentObjective,Plant Mgr.,Area Mgrs,PolicyDeploymentObjective,Plant Mgr.,Area Mgrs,Policy DeploymentObjective,Area Mgr.,Supt.,Polic
28、y DeploymentObjective,Area Mgr.,Policy DeploymentObjective,Area Mgr.,Supt.,Policy DeploymentObjective,Area Mgr.,Policy DeploymentObjective,Area Mgr.,Supt.,Policy DeploymentObjective,Area Mgr.,Supt.,Policy DeploymentObjective,Supt.,Supt.,調整目標的方針展開Alignment of Objectives Policy Deployment,方針展開在A階段的需求如
29、下:,廠內正在進行方針展開的程序目的是 :使全公司不論垂直的及水平的跨部門根據方針展開調整部門目標使方針展開傳遞到現場主任及他的部屬FPS的目的包括於方針展開的程序之內每日的營運數據, 展現出來的營運績效和調整後的目標做比較並且傳遞管理的第一層管理的第一層於一固定時間和他的下屬討論績效和目標的差距,方針展開A階段的需求Policy Deployment Checkpoint A Requirements,企業經營計劃的傳承BUSINESS PLAN CASCADE,營運計劃的傳承主要是要顯示出製造部門(代表相當比例的固定及變動成本) 如何根據營運計劃作調整The Business Plan C
30、ascade is intended to show how manufacturing operations (which represent a substantial percentage of fixed and variable overhead) can be aligned with Business Plan objectives.,根據營運計劃調整生產型態ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,每一直接或間接生產部門, 都必需根據營運計劃設定目標以及衡量基準, 並且持續的朝目標改善To be aligned with th
31、e Business Plan each department which operates or supports production equipment/facilities need to set an appropriate objective and measure performance using key measurables. Continuous improvement toward these objectives will:,根據營運計劃調整生產型態ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,根據營運計劃調整生產型態A
32、LIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN,排除價值鏈上的浪費 Eliminate waste in the entire value chain, including overhead降低生產的基本成本 Reduce the anufacturers cost base增加目前產品的獲利率 Improve its profitability on existing business.以更低的成本來吸引顧客, 以及在銷售的增加情況下獲利率也同時增加 Make the manufacturer more attractive to customers (via a lower cost base) and provide for increased sales with a commensurate increase in profits.,
