1、盧思華：管理之父彼得德魯克管理實際資深研討專家曾任國內上市公司副總裁華商縱橫國際咨詢集團集團副總裁成都華商縱橫企業管理咨詢高級顧問中國指點力訓練巨匠中國執行力培訓巨匠成都蜀之源酒業年年顧問成都愛凡家具年年顧問成都宏立機械年年顧問擅長培訓：擅長咨詢：企業戰略咨詢咨詢企業營銷咨詢專賣店連鎖加盟咨詢集團管控咨詢績效管理考核體系設計薪酬管理體系設計企業執行力咨詢曾培訓輔導企業： 河南黃河集團、重慶隆鑫摩托、北京合眾思壯、國美電器、河南森源電器、河南奔馬農用車、迅捷通訊、四川三旺集團、重慶三華工業、新聯山鋼鐵集團、成都冶金實驗廠、成都宏立機械、成都鑫澤機械、成都華明集團、成量工具、成都雙虎家私、成都飛機

2、集團、成都蜀之源酒業、愛凡家具、萬良菌業等上百家企業手機：82259258 ：228508696看板系統 Kanban 定義看板卡系統是以手工傳送的，傳達補貨物料需求信息的物流管理方法看板系統 Kanban目的為運用體積小的、分量輕的、手工處置的料箱補貨所需物料提供前提8. 工具八：看板系統 (Kanban)大野耐一構建了2個概念POU運用點Point of Use (客戶或下工序處)2 Bin System雙箱制(供應商或上工序處)實現2個“實時控制賬實一致消費方案看板的類型取料看板WK-Withdrawal Kanban用于出庫消費看板PK-Production Kanban用于入庫看板=

3、信號精益消費系統運用“一張卡片式的看板運料車或料架或包裝區可以替代看板卡，料車/料箱本身就是看板條形碼可以替代看板卡，近期“電子看板開場時興無論運用什么類型的看板，運用規那么是一樣的8. 工具八：看板(Kanban)Kanban看板到達 最優庫存控制看板系統流程 Kanban System Flow步驟 Steps:裝配線將WC-2廢品拉向裝配線超市Assy pulls WC-2 FG to Assy Supermarket消費看板取代廢品零件Production kanban to replace FG parts運用WC-2的原料消費零件RM for WC-2 used to produc

4、e partsWC-1廢品移向WC-2原料的位置WC-1 FG moved to WC-2 RM position消費看板取代廢品零件 Production kanban to replace FG parts運用WC-1的原料消費零件 RM for WC-1 used to produce parts從供應商FromVendor至裝配線ToAssembly6 5 4 3 2 1消費看板ProductionKanban取料看板WithdrawalKanban取料看板 Withdrawal Kanban步驟 Steps:當零件分開后道工序時(從原料至WC#2)，將其看板卡拿開Remove the

5、 card from parts as they leave the following process (RM to WC#2)從前面流程(WC#1)拿取新零件Pick up new parts from the preceding process (WC#1)交換看板 Exchange the kanban將新零件交給后道工序WC#2Deliver the new parts to the following process WC#2從供應商FromVendor至裝配線ToAssembly消費看板 Production Kanban步驟 Steps:從即將交給后道工序的一批零件里拿開消費看

6、板Production kanban is removed from a batch of parts that will be delivered to the following process將消費看板放在派工單上，作為任務中心進展消費的信號和方案Production kanban is placed on dispatch post in order to signal and schedule production in the work center將消費看板放在新消費出來的零件上，作為任務中心的廢品儲存Production kanban is placed on newly pr

7、oduced parts and stored as finished goods in work center從供應商FromVendor至裝配線ToAssembly看板卡 Kanban Cards三種根本的看板類型 3 Fundamental Kanban Types:1. 消費看板 Production kanban流程內看板 In-process kanban信號看板 Signal kanban取料看板 Withdrawal kanban流程間看板 Inter-process kanban供應商看板 Supplier kanban特殊看板 “萬用卡 Special kanban “wi

8、ld cards一次性運用，由物料經理簽發Used one time only and issued by Materials Mgr. “看板可以因各個工廠的需求作些改動“Kanban variations are based on individual plant needs取料看板 Withdrawal Kanban流程間看板 Inter-Process Kanban:發出從前面流程拿取零件的指令Delivers order for parts from a preceding process規定定從工位A發到工位B之零件的數量和型號Specifies quantity and type

9、 of parts to deliver from Location A to Location B供應商看板 Supplier Kanban:與流程間看板一樣，只是它發出的是要外部供應商運送物料的指示Same as inter-process kanban, except it signals conveyance of a part from an outside supplier流程間取料看板卡Withdrawal Kanban Card Inter-Process供應商取料看板卡Withdrawal Kanban Card Supplier流程內看板 In Process Kanban

10、給任務中心發出消費指示Provides production instructions for the work center通知工人待消費零件的準確數量和型號Tells the workers exactly the quantity and the type of part to produce用于只消費一個零件代號或換模時間最短的任務中心Used for work centers that produce only one part number or have minimal setups消費看板 Production Kanban流程內看板 In Process Kanban消費看板

11、 Production Kanban信號看板 Signal Kanban給要換模的多產品任務中心發出消費指示Provides production instructions for a multi-item work center where die changes are necessary而且通知工人待消費零件的數量和型號Also tells the worker the quantity and type of parts to produce特殊看板卡 “萬用卡 Special Kanban Cards- “Wild Cards一次性而且不可反復運用的看板卡Cards used for

12、 one-time usage & are non-repetitive為一次性運用而填寫，完成零件后將其作廢Cards are created for one-time usage and are destroyed after part is completed看板卡隨零件流向各個工位(類似于MRP里的任務單)Card travels with the part throughout all operations (similar to MRP work order)只需一個指定人士比如總排期員才有權發出Only one “designated person such as Master

13、Scheduler shall be authorized to issue.要與其他看板卡區別開來(例如顏色)，方便識別，提示人們這是一次性運用的看板卡Differentiate this card (E.g. color) for visibility and constant reminder as to its one time use流程內看板數量Number of Kanban In-Process換模時間最短 Minimal Set-Ups運作周期時間 = 加工時間 + 等待時間 + 運輸時間 + 搜集看板時間Lead time = Processing Time + Wait

14、Time + Conveyance Time + Kanban Collecting Time總的看板數量平均每日需求 x 運作周期時間 x (1 + 平安系數)每箱數量信號看板數量Number of Kanban Signal外部換模時間較長 Long External Set-Ups備注：進到整數Note: Always round up to the next highest integer每箱數量必需小于一天的用量，而且要思索客戶物料的擺放、分量、消費線間距等要素Container quantity should be less than 1 days usage & take int

15、o consideration customer material presentation, weight, line space, etc.每箱數量信號位置平均每日需求 x 運作周期時間 x (1 + 平安系數)總的看板數量每箱數量每月需求每月換模次數每日需求 x 平安系數)舉例 流程內看板Example In-Process Kanban平均每日需求 = 100件/天Average Daily Leadtime = 100 pcs/day運作周期時間 = 2天 Lead time = 2 days平安系數 = 0.1 Safety Coefficient = 0.1每箱數量 = 15件

16、Container Quantity = 15 pcs看板數量15件/箱(100件/天) x (2天) x (1 + 0.1)15張看板卡舉例 信號看板Example Signal Kanban每月需求 = 2,000件/月Monthly Demand = 2000 pcs/month每月換模次數 = 4次/月 Monthly # Set-ups = 4/month每天需求 = 100件/天 Daily Demand = 100 pcs/day平安系數 = 0.1 Safety Coefficient = 0.1每箱數量 = 15件/箱Container Quantity = 15 pcs/c

17、ontainer看板數量34張看板卡信號位置15張看板卡看板系統 Kanban System勝利的關鍵 Keys to Success:盡量減少看板數量，配合目前消費方案Minimize the number of kanban used to match the current production plan盡量減少每箱零件數量 信息至少必需每天流動Minimize the number of parts per container the information must flow at least daily!必需不斷拿開看板卡Kanban should be picked up fre

18、quently每個零件至少要有兩個看板卡 假設這樣的話，每箱的數量要相應減少There should never be less than 2 kanban per part If so, the container quantity should be reduced看板規那么總結 Summary Kanban Rules在適當的時間點從前面工序取出必要數量的產品Withdraw necessary products from preceding process in necessary quantities at the necessary point in time按后道工序取走的產品數

19、量進展消費Produce in quantities withdrawn by the next process 沒有看板就不進展消費或運輸No production or conveyance is done without kanban看板必需附在實踐的零件上Kanban must be attached to the actual parts決不可移交不良品給后道工序Defective products should never be passed to the next process假設消費方案發生變化(產品組合或產量)，發出的看板卡也要作相應的改動(最好每季進展審查)As the

20、production plan changes (mix or volume) the number of kanban cards issued must be changed. (typ. Qtrly review)重新設定看板數量就是改善的一個極好例子：發現和消除浪費Resetting kanban sizes is a good example of kaizen:The discovery and elimination of waste.看板總結 主要效果Summary Kanban Key Deliverables看板 Kanban防止過量消費 Prevents overprod

21、uction在任務中心之間傳送消費指示Conveys production instructions between work centers提供目視控制方法 Provides visual controls改善消費流程更加容易Makes it easier to make improvements in the production process協助定義和規范化各任務流程Helps to define and standardize each work process隨著“執行可靠性的添加，看板庫存數量也會更加易于降低，由于價值流里的“浪費消除了和/或“需求添加了As “execution

22、 reliability increases, kanban inventory can be easily decreased as “waste is removed from the Value Stream and/or “Demand increases看板總結 更多思索要素Summary Kanban Additional Points to Consider看板可使Kanban fosters:整個看板流程的完全可信度100% credibility throughout Kanban process因缺料而“趕不上節拍的情況大大減少Drastic reduction in “m

23、issed Takt time due to lack of material availability早期有效地發出能夠缺料的警告，以采取必要的整改行動Early & sufficient warning on potential material outages to permit corrective action更容易目視控制庫存和物流E-Z Visual control of Inventory & material Flow流程驅動、自我加強、用戶友好、容易培訓，滿足審核Process Driven, self reinforced and user-friendly, Easy

24、to train and audit compliance易于未來擴展到其他地域Easy to use for future expansion into other areas教育人人有責遵照流程Everyone should be taught and held responsible to follow process看板卡要便于識別、耐用。(難于造假！)盡量運用規范的看板卡尺寸Kanban card should be highly visible, distinctive & durable. (difficult to counterfeit!). Try to use stand

25、ard card stock size.看板卡物料續供的優先次序是先進先出(偶有例外)Kanban card satisfaction priority for replenishment is first in first out (with a few exceptions) 看板管理工具：展現板、挪動次數、郵箱、行走道路Kanban Management Tools: Boards, Movement Times, Mail Boxes and “foot prints.超市拉動系統每個貨架上的物品有規范定量客戶只購買其需求的物品，超市管理員將貨架填滿.供應商根據銷售情況補貨沒有空間來放

26、置過量的貨品很多物品是易腐爛的(如水果、牛奶等)工廠拉動系統把物料看作是易腐爛的(如零部件、在制品等)控制批量的數量，以有助于對需求進展快速反響下一道工序只從上一道工序拿他所需求的產品每道工序有定量的WIP，當WIP到達給定限制時，操作員應“無事可干拉動系統5S+目視管理5S program in place including visual mgt. tools后道工序拉動Pick up by the following process遵守消費指示+規范化任務Adhere to production instructions & standardized work裝配線有節拍時間，看板卡按“固定 時間挪動Assembly line should have pacemaker set to takt time and Kanban ticket movement operates on a “fixed schedule快速換模(SMED)，換模時間開場“計入補貨周期內，最終必需小于10分鐘Setup times must be “considered in the initial replenishme