1、CATERPILLARPRODUCTIONSYSTEM (CPS)Caterpillar: Confidential GreenCPS BLACK BELT05 價值流程圖價值流程圖ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green2目的目的本章結束時，你將能夠本章結束時，你將能夠:定義價值流和價值流程圖識別價值流程圖的4個區域認識主要的圖標計算節拍時間列舉建立價值流程圖的10個步驟ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green3什么是什么是 價值流程圖價值流程圖

2、 (VSM)?價值流價值流所有活動使產品從概念到推出、從訂單到交付的必需行動包括處理客戶信息的活動，以及將產品按客戶需求進行改造的活動。價值流圖價值流圖一個簡單圖表，表示物流和信息流中使產品從訂單到交付需要的每個步驟。當前 VSM 遵循產品從訂單到交付的路徑，以確定當前條件。未來 VSM 實施在當前價值流圖中確定的改進機會，以在將來實現更高水平的績效。ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green4價值流程圖價值流程圖 - CPS 指導原指導原則則 “消除浪費消除浪費” 有助于識別浪費和浪費的根源 “價值流管理價值流管理” -

3、 能清楚的顯示可以改進的區域 “從客戶的角度出發從客戶的角度出發” - 提供從前后貫穿的視角（產品，服務或業務過程），始于客戶，終于客戶。 “可視化管理可視化管理”- 提供一個形象的圖形來建立共同的景象。ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green5“繪制你的價值流程圖繪制你的價值流程圖” VideoPlay Video ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green6標準的價值流程圖標準的價值流程圖 VSM 布局布局 將不連續的流重點標記出來 找出物料流和

4、信息流交互的地方將浪費和有改進機會的區域重點標記出來供應商供應商生產控制生產控制客戶客戶物料流物料流信息流信息流浪費浪費浪費浪費過程過程ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green7從頭到尾聚焦一個單一產品，過程或服務。選擇一個產品選擇一個產品族族理解當前正在發生什么。 信息 物料 交互繪制當前的情繪制當前的情景景 設計一個精益的價值流: 建立一個你想要達到的理想狀態 使之成為現實設計將來的狀設計將來的狀態態建立一個實施計劃來達到理想狀態計劃和實施計劃和實施關鍵步驟關鍵步驟ITS OUR TURNCPS BLACK BELT

5、Caterpillar: Confidential Green8VSM 創建創建 10 步步定義客戶需求定義客戶需求1.識別過程步驟，根據庫存來分配過程識別過程步驟，根據庫存來分配過程2.收集過程數據收集過程數據3.收集庫存數據收集庫存數據4.確定外部的物料流確定外部的物料流5.確定信息流和內部物料流確定信息流和內部物料流6.繪制時間線，比較有價值時間和沒有價值時間繪制時間線，比較有價值時間和沒有價值時間10.建立節拍時間建立節拍時間/周期時間柱線圖周期時間柱線圖9.計算交貨期計算交貨期7.計算節拍時間計算節拍時間8.資源：學會去看-價值流程圖來增加價值和消除浪費。CPS價值流程轉換方法（8-

6、10)步驟。ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green9第三步：收集過程數據第三步：收集過程數據 過程數據包括: 可利用的時間周期時間換型時間正常運行時間班次關鍵或瓶頸工序批次數量操作工數ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green10第四步：收集庫存數據第四步：收集庫存數據計算價值流中的庫存數量:From dock to dock (start to end) 門到門過程之間在返工和維修區域包括標準庫（維持流的倉庫）包括未運輸的成品ITS OUR TU

7、RNCPS BLACK BELTCaterpillar: Confidential Green11第六步第六步:確定信息流和內部物料流確定信息流和內部物料流由以下部分組成: 訂單 預測生產計劃信息流根據推動或拉動分類 推動生產：根據計劃生產，不關注客戶是否需求。 拉動生產拉動生產:.拉動生產：只生產客戶實際需求的。物料流ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green12有價值的有價值的960 minutes沒有價值的沒有價值的10 days交期計算示例：交期計算示例： 定義每天的產品: 根據節拍時間，每天生產0.2個產品 根據

8、產品轉化成天數（或其他時間）：2個產品除以0.2個/天=10天的有價值庫存第七步：計算和繪制交貨期第七步：計算和繪制交貨期過程交期用于匯總和計算總隊價值流交期。.時間在圖的底部按梯形繪制-時間線。過程數據中的周期時間顯示了增值時間。累加上面的時間看是否和周期時間相同。累加下面的時間，看是否和物料在過程中流動的時間相同。Total Cycle Time=70.0daysValue Add Time=13.0daysITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green13有價值的有價值的960 minutes沒有價值的沒有價值的10 d

9、ays周期效率周期效率 (CE) 計算計算: 增值時間比例 (VA) 和總的周期時間 (TCT)比較. CE = VA / TCT第七步：計算和繪制交期第七步：計算和繪制交期 (contd)總的增值時間是過程箱里的總周期時間的和（時間線下面的時間之和）增值時間內也有可能包含浪費。它代表了我們實際工作在制造產品的時間。總周期時間代表我們制造這個產品整個價值流的時間包括中間的無價值時間。增值時間是用秒和分鐘來統計的，而總周期時間是用天來統計的。CE = 13.0 days / 70.0 day = 18.5%Total Cycle Time=70.0daysValue Add Time=13.0d

10、aysITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green14第七步：計算和繪制交期第七步：計算和繪制交期(續續)0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer12 Pipelayer0.0 min 0.0 min 0.0 min 0.0 min 27,600.0 min 480.0 min 630.0 min 240.0 min 120.0 min 30.0 minPaintBlack IronPrep & StencilBox & PackLoad TractorPipe

11、layer CustomerPipelayer Model 572Current Demand : 1 per weekFuture Demand : 2 per weekSupplier WWinchMachineAssemblerMaterial HandlerPipelayer Inc.WarehousePLIPipelayer materials are not stored together in the same area and stored throughout the warehouse .5 machines-worth of productWarehousePLI Off

12、site WarehousePipelayerPartsForemanForemanTelephoneTelephoneStall Built Machine1 Operator & 3 Trainees3 of 4 Stalls in useAll times represent the 572collected using interviews and demonstrated production timescollected by PLI in 19994 types of blocks10 X 15396873 X 1K5741Misc Parts5 finished4 re

13、ady for blast4 to be fabricatedNo complete sets of hoses 3 Full winches andpiece parts2 Machine6 Complete frames and piece parts2 Bumpers2 Cylinders1 H framew/ weightsfound outsideLimited to 1 fixture, 1 blast shop, shared resource with inspection , material handlers , and a change over for steps pr

14、ior to the weld1 Ladder9 StepsRejected ladder piece partsTelephoneCat JolietCylindersSupplier XBoom TubePipelayer OrderTrack Type TractorPLI Order SchedulingEPS/MRPTTT OperationsGroupPipelayer / Attachment MSO via FaxFRACS - Factory Rptg & Ctrl Sys.DemandDemandDemandCall for Bill of LadingCenter

15、 Frame Fabricated by PLI triggered via Firm Order / Pipelayer MSO (3.5 Weeks)DemandPLI Production ControlOrder from MSOPLI SuppliersMaterial HandlerForemanForemanAssemblerS&OPIf parts are not available on second shift, the assembler must fetch them from the warehouseWilsons onlyI0TestStall Build

16、# of Oper.0CT60 minC/O10 minAvail460 minUptime100%I0BumperStall Build# of Oper.0CT20 minC/O10 minAvail460 minUptime100%I0LadderStall Build# of Oper.0CT165 minC/O10 minAvail460 minUptime100%I0Draw Bar HitchStall Build# of Oper.0CT150 minC/O20 minAvail460 minUptime100%I0Cover GroupStall Build# of Oper

17、.0CT150 minC/O10 minAvail460 minUptime100%I0Wash & DryFinish & Ship# of Oper.1CT360 minC/O10 minAvail460 minUptime100%I0PaintFinish & Ship# of Oper.1CT480 minC/O10 minAvail460 minUptime100%I0Black IronFinish & Ship# of Oper.1CT630 minC/O30 minAvail460 minUptime100%I0Prep & Stenci

18、lFinish & Ship# of Oper.1CT240 minC/O15 minAvail460 minUptime100%I0Box & PackFinish & Ship# of Oper.1CT120 minC/O0 minAvail460 minUptime100%Customer Demando S&OP process feeds Executive Production Scheduleo EPS maintains a rolling 4 to 6 month of material acquisition demand (4 for ea

19、ch model ).o Scheduled Machine Shipping Orders are used to firm up demando No action taken by PLI until MSO is receivedo Annual Business Plan shows 110 unit demando Current production is 1 unit per week with ramp up to 2 per week in the future state o Current customer demand is 1 unit per week with

20、ramp up to 2 per week for the 572 model in the future stateo Customer response time is 10 business days (2 weeks)o Demand can increase machine over normal demand 25% of the time (historical last 12 months)* Note: Data herein has been modified to illustrate the Value Stream Mapping process .PCI - Tak

21、t/Cycle Bar Chart0.0500.01000.01500.02000.02500.03000.0FrameLadderBlocksBloomFrame GroupWinchHydraulics Counter weightTestBumperLadderDraw Bar HitchCover GroupWash & DryPaintBlack IronPrep & StencilBox & PackLoad TractorCycle Takt = 2,300.0 0.2 Per DayTakt = 1,150.0 0.4 Per DayTakt = 766

22、.7 0.6 Per DayTakt = 575.0 0.8 Per Day 1. Assembler often does not have parts needed , requiring the assembler to go into the warehouses and fetch parts 2. Inventory is disorganized causing confusion and excessive motion 3. Boom and cover designs require major rework 4. Assembler, painter, and blast

23、er often unable to locate a forklift, so they are forced to go and look for one 5. Welders are required to leave stations to reload wire 6. All work coordinated by foreman except for piplayer assembly 7. Assemblers tools and diagrams are on the floor , but his work is primarily on top of the pipelay

24、er , so he spends a lot of time on the ladder .Process Issues and Observations :There is a misalignment of lead times .Cycle times are listed per operation ; the number of operators listed are required to complete the work within the stated CT. I0BoomFab & Assembly# of Oper.2CT567 minC/O150 minA

25、vail460 minUptime100%I0BlocksFab & Assembly# of Oper.1CT930 minC/O805 minAvail460 minUptime100%I0LadderFab & Assembly# of Oper.1CT347 minC/O135 minAvail460 minUptime100%I0FrameFab & Assembly# of Oper.3CT1,067 minC/O960 minAvail460 minUptime100%I12Load TractorFinish & Ship# of Oper.1C

26、T30 minC/O0 minAvail460 minUptime100%12 Pipelayers in FGI were found outside as part of final processI2Frame GroupStall Build# of Oper.1CT960 minC/O10 minAvail460 minUptime100%I0WinchStall Build# of Oper.1CT60 minC/O10 minAvail460 minUptime100%I0Hydraulics Stall Build# of Oper.1CT1,770 minC/O30 minA

27、vail460 minUptime100%I0Counter weightStall Build# of Oper.1CT60 minC/O10 minAvail460 minUptime100%WIP0 Pipelayer0.0 min VA 1,066.7 minFrame2 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer4,600.0 min 0.0 min 0.0 min 0.0 min 0.0 min 960.0 min 60.0 min 1,770.0 min 60.0 min 60.0 minFrame GroupWin

28、chHydraulics Counter weightTest0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer12 Pipelayer0.0 min 0.0 min 0.0 min 0.0 min 0.0 min 0.0 min 27,600.0 min 150.0 min 360.0 min 480.0 min 630.0 min 240.0 min 120.0 min 30.0 minCover GroupWash & DryPaintBlack IronPrep & StencilBox

29、& PackLoad TractorTotal Cycle Time=70.0daysValue Add Time=13.0daysPipelayer - VSM StatisticsTakt Time =2300.00min Exit Rate = 1.00Unitper2300.00minWIP =14.00Units=32200.0minTCT =32200.00min=536.7hrsVA =5986.67min=99.8hrsCE =18.6%# Operators = 17.00Fabrication & AssemblyCenter Frame Fabricate

30、d by PLI triggered via Firm Order / Pipelayer MSO (3.5 Weeks)Supplyo PLI action requires an MSO .o Disconnect between PLI and Cat as to when authorized to procure materials .o Cat provides a revised forecast with a 4-6 months window .o PLI requires 8-months lead time for material procurement on sele

31、ct parts.o Deeper PLI BOM lead time analysis shows PLI has 31 parts that fall outside 40-day acquisition time .o Track-Type Tractors are delivered weekly to PLIo Raw materials are supplied by Suppiler W (Winch), X (boom tubes), Cat Joliet (cylinders) and miscellaneous PLI suppliers. Delivery is on a

32、 weekly basis .40 Days Pipelayer Material Acquisition160908580757065605550Longest Lead Time Item OrderedMSO ScheduledOrder Firmed / PLI notified20 Days Material in Progress14 Days Firm454035302520151050Center Frame Fabrication StartsMachine at PLIRTSOrder Firmed / PLI notifiedPipelayer Fabrication S

33、tartsTTT Assembly StartITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green15第八步：計算節拍時間第八步：計算節拍時間 節拍時間是根據客戶需求，允許生產一個產品/零件的時間。用客戶每班次需求的數量除以每個班次的生產時間。 節拍時間將生產節奏和銷售節奏同步。它是一個指導數字，提供每個工序生產節奏的指導。*Available work time = production time less scheduled breakscustomer demand rate per shiftTakt time =*avai

34、lable production time per shift=510 mins (2 x 10 min breaks) 30 min lunch(0.2 machines/shift)=2,300 minutes460 mins 0.2=ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green16第九步：建立節拍時間第九步：建立節拍時間/周期時間柱線圖周期時間柱線圖問題問題我們的生產能力能否滿足節拍時間?我們的工作平衡怎樣?我們的價值流流動得怎樣?PLI - Takt/Cycle Bar Chart0.0500.01000.01500

35、.02000.02500.03000.0FrameLadderBlocksBoomFrame GroupWinchHydraulics Counter weightTestBumperLadderDraw Bar HitchCover GroupWash & DryPaintBlack IronPrep & StencilBox & PackLoad TractorCycle Takt = 2,300.0 0.2 Per DayTakt = 1,150.0 0.4 Per DayTakt = 766.7 0.6 Per DayTakt = 575.0 0.8 Per D

36、ayITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green17第十步：時間線第十步：時間線0 Pipelayer0 Pipelayer0 Pipelayer0 Pipelayer12 Pipelayer0.0 min 0.0 min 0.0 min 0.0 min 27,600.0 min 480.0 min 630.0 min 240.0 min 120.0 min 30.0 minPaintBlack IronPrep & StencilBox & PackLoad TractorITS OUR TURNCPS B

37、LACK BELTCaterpillar: Confidential Green18Takeaways 以下圖標怎么畫: 客戶 庫存 系統/電子溝通 過程步驟 VSM上，過程需要手機哪些數據呢? 價值流程圖上有哪4個區域? 時間階梯是什么?什么是節拍時間?怎樣計算的呢？建立價值流程圖的10個步驟是什么？ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green19VSM Pipelayer StatisticITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green20繪制未來價值流

38、程圖的思路繪制未來價值流程圖的思路-按節拍時間生產按節拍時間生產-盡可能開發連續流程盡可能開發連續流程-客戶訂單只下達到客戶訂單只下達到1道工序道工序-什么地方建立庫存超市什么地方建立庫存超市-生產鏈中哪一點是定拍工序生產鏈中哪一點是定拍工序-在定拍工序，均衡分配多種產品的生產時間在定拍工序，均衡分配多種產品的生產時間-應用超市拉動系統，只需將生產計劃下達到價值流中的一應用超市拉動系統，只需將生產計劃下達到價值流中的一個點個點ITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green21Value Stream Mapping Icons

39、 - FlowMaterial PushMaterial PullGo SeeFIFO LaneITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green22Value Stream Mapping Icons - ProcessCustomer and SupplierDedicated ProcessShared Process (i.e., Heat Treat)Process InformationCT = XXX minC/O = XXX minAvail = XXUptime = XXX%Name# of Oper. = XI

40、TS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green23Value Stream Mapping Icons - InventoryInventory (can also be a triangle)SupermarketBuffer InventorySafety Stock InventoryIBBSSITS OUR TURNCPS BLACK BELTCaterpillar: Confidential Green24Value Stream Mapping Icons Information FlowElectronicManualDatabaseMRPITS OUR TURNCPS BLACK BELTCaterpillar: Confidentia