持续改善的工具与方法
Tools and Methodologies for POP 精益求精的工具和方法
What is the POP? 什么是POP?
„Permanent Optimization Program“ and Continuous Improvement Program“ are from „Kaizen theory in Japan. „Kaizen“
… 是一种基于日本“精益“理念的持续改进计划 Kaizen 意为改善
CIP
Continuous Improvement Program
Deming Cycle_ PDCA cycle is one of the most popular tools for conducting a POP/CIP project.
戴明循环是常用的管理持续改善项目的工具之一
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Agenda
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Deming Cycle Warehouse Optimization Framework Tools F T l For POP
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Deming Cycle PDCA/PDSA Cycle
Deming D i cycle i called D i Wh l or l is ll d Deming Wheel Continuous improvement spiral. 戴明循环也被称之为戴明轮或者精益求精螺旋 Deming cycle is one of typical tools for continuous improvement program. It is not only applicable for routine management but benefits project management . 戴明循环是一种用于精益求精的经典的工具. 它不仅 仅可用于日常事务的管理也有助于项目管理。 Deming Cycle Module
Plan 计划 Action 效果
Do 执行 Check/ Study 检查/ 研究
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Steps of Deming Cycle 戴明循环的步骤
1. 1 P (Pl ) 计划 T determine a certain solution through b i (Plan) To d i i l i h h brainstorm or i di id l thinking.通过集 individual hi ki 通过集 体讨论或者个人思考确认某一行动的方案
2. D (Do) 执行 To execute according to the plan 执行人执行计划；按照计划去做，落实计划
3. C/S (Check or Study) 检查或者研究 To check or study the progress by following up the checking points in the plan 检查或者研究执行人的执行情况，比如计划执行过程中的”控制点” 检查或者研究执行人的执行情况，比如计划执行过程中的 控制点 ，“管理点”去收集信息，“计划执行的怎么样？”“有没有达到预期的效果或者要求？”找出问题 4. 4 A (Action) 效果 To take action for the findings by checking or studying To deny or to accept studying, accept. 对检查的结果进行处理,认可或者否定.成功的经验需要加以肯定,或者模式化或标准化以适当的 推广。失败的教训需要加以总结，以免重现
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Methodology of Deming Cycle 运用戴明循环的方法
Phase 阶段 P计划
Step 步骤 1) 分析现状，找出问题 2) 分析各种影响因素或者原因 3) 找出主要影响因素 4) 针对主要原因制定措施计划 )
Methods 方法 排列图；直方图；控制图 因果图 排列图；相关图 回答 回答”5W+1H” •为什么制定该措施 (Why) •达到什么目标 (What) •在何处执行 (Where) •由谁来负责完成 (Who) 由谁来负责完成 ( ) •在什么时间完成 (when) •如何完成(How)
D 执行 C 检查 A 效果
5) 执行、实施计划 6) 检查计划执行结果 7) 总结成果经验，制定相应标准 8) 把未解决或新出现的问题转入下个PDCA 循环
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排列图、直方
图、控制图 制定或者修改工作规程、检查规程及其他相关制度
Agenda
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Deming Cycle Warehouse Optimization Framework Tools F T l For POP
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Warehouse Optimization Framework 仓库优化的框架
仓库可优化的要素
仓库优化的流程，步骤 仓库优化的流程 步骤
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Warehouse Optimization Framework 仓库优化的框架(2)
UNDERSTAND S 理解
ANALYSIS SS 分析
OPTIMIZE O 优化
SPACE 空间
Understand the actual layout of facility, functional – and storage areas, techniques and equipment used=> Identify first improvement potential. Understand the processes within the operation by ithi th ti b identifying process steps & measuring process times => Identify first improvement potential Understand how resources are managed, shift planned, actual productivity of staff in operation and usage of operating time given
Analyze the actual flow in detail to identify and prove optimization potentials and calculate target dimensions.
Optimize to reach best utilization in storage, smooth flows, minimize travel times by keeping customer requirements fulfilled. Optimize to reach lean processes, reduction of nond ti f value adding steps and minimize travel times, high productivity by keeping customer requirements fulfilled. Find an optimized usage of manpower available, higher productivity by keeping customer requirements fulfilled.
PROCESS 流程
Analyze the actual process/ sub-process i regards t ti b in d to time consumption and its value, find root causes for problems
RESOURCE 资源
Analyze daily operation in terms of manpower utilization, manpower allocation
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Warehouse Optimization Framework 仓库优化的框架(3)
FOCUS POINT
Facility space
DESCRIPTION
Overall warehouse facility, rooms, Offices, Toilets etc.
KEY FACTORS
Human Flow
INFO/DATA REQTS
Flow, Relationship, facility size Process flow, volume, Frequency, time
ANALYSIS
Relationship analysis, flow analysis Space volume analysis
SOLUTION
Different scenarios of layout design
INDICATORS
Less travel time, no back tracking, smooth flow, accessibility
SPACE
Operational Space Inbound area, Receiving, Staging areas, storage, VAS, Packing outbound area, Docking area Storage
Material Flow
Different schedule patterns, Zero NVA, Less travel layout orientation, process time, shortest cycle time, sequence, automation highest productivity gain. scenario Different types of storage, storage design, storage location layout and storage automation Different ways in improving productivity (Reduce CT, Increase Efficiency, Automation) 85% bin space utilization 10% bin location air space, Minimum travel time Zero NVA, Less Travel time, Shortest Cycle time, highest productivity gain, balanced flow and output.
Pallet Racking, Shelving Bay, Replenish/ Bulk storage, Floor Storage, picking flow Vertical and automated Storage
Process Flow, Frequency, Time, SKU Master, Part Description, Volume, Storage Capacity
Slotting Analysis, ABC Analysis
P PROCES
S
Productivity
Major process to sub process steps, productivity line Balancing, Value added activities
Productivity, Cycle output, cycle time, UPH, Value work time, Allowance, added activity utilization, and efficiency. and Non-value added activities acti ities Daily operation sequence events, manpower allocation, Machine or station in Operation Each process productivity data, volume, Operation Time Schedule, volume, cost
Bottleneck analysis, Value analysis and Time analysis
Manpower Utilization
RESOURCE
Operation time, Idle time, Break Utilization time, down time, Transport time percentage basis for productivity calculation Daily or per shift headcount requirements Productivity of the process
Utilization Rate
Different Actions to eliminate losses in operation time and increase utilization. Different ways of Headcount allocation, improving Process productivity Different shift patterns and manpower allocation per day
Manpower utilization of 85% to 90%, 10 downtime due to meal and toilet break. Highest Productivity gain, least labor cost
Headcount Planning
Headcount Requirement Calculation Volume Peak analysis
Shift Pattern
Manpower allocation per shift
Manpower allocation per shift
Least labor cost, highest productivity gain, achieve volume peaks.
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Agenda
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Deming Cycle Warehouse Optimization Framework Tools F T l For POP
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Possible ways through a CIP workshop 贯穿CIP的可行方法
Complex 5S issues Relocation Waste analysis Security, Health, Quality, Environment, Q li E i Space utilization Production process time, reorganization
PL LAN DO CHECK ACT
Prepare workshop
Open workshop Identify waste & cause of problem Develop solution & describe benefit
Agree solution with sponsor
Apply solutions
Finish workshop
DB Schenker | Corporate Contract Logistics/SCM & Efficiency Management, 27.04.2013 12
5
S
Movement Map
Office 1. Place A
5. Place E
3. Place C
2. Place B
4. 4 Place D
6. 6 Place F
DB Schenker | Corporate Contract Logistics/SCM & Efficiency Management, 27.04.2013 13
TIMWOOD 是首字母略写,辨别7种浪费
This isn’t Tim Wood: isn t
But this is the TIMWOOD you should know :
T I M W O O D
Transport 运送 多余的运送和运输是浪费. 最小化过程中的运送.例如把相同相近的放 在一起 Inventory 库存 太少的库存将对销售造成损失,太多的库存又容易隐藏问题. Motion 动作 去除不必要的操作动作,改善工作区域,使之更符合人体工能学. Waiting 等待 最小化等待的时间,最大化增加附加值的时间. Overproduction 过多的产出 要确实及时的完成客户的定单要求,不要做无意义的过多产出 Overprocessing 过多的流程 恰当的使用流程,去除不必要的项目 Defects 缺陷 直接减少缺陷,达到0缺陷
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 14
六个改进问题
T I M W O O D
谁 Who has to do it? Who is able to do it, too? Who should get the in
formation/the work results? Who doesn’t need something anymore? 什么时间 When shall it be done? When is the work result needed? When Wh can something b thi be forwarded? When is something finished? s ed?
什么 What has to be done? What has to be done to avoid defects? What can be done easier/faster?
哪里 Where is the destination for the information/the material? Where should it be placed for more efficient work?
为什么 Why does it have to be done (differently)? Why does it have to be repeated? t d? Why does it have to be forwarded?
怎么样 How is it to be done? How can it be simplified?
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 15
5个为什么分析是种方法用来收集和视觉话复习找出简单的改进方法
1st why 2nd why 3rd why 4th why why…
开关 关闭 开关=“关闭” 打开
灯丝融断
材料老化 sort out
电工不了解 qualify mechanist
问题: 灯泡 不亮了
replace bulb
线路断 …
线路连接不正确 …
不可能被正确连接 …
…
灯泡没有拧紧 one-point-lesson
错误的材料 …
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流程图
流程图有多种形式, 流程图有多种形式 例如::
价值链 价值
supplier input
SIPOC*
process start event output customer
Swimlane
start event process steps
end event
xy
xy
A value chain diagram uses “value chain elements” (coll.: fishes) to elements describe a flow
. . . .5-7 steps . . . end xy xy event
simple visualization
easy visualization with concomitant information
complex visualization
* A special notation is not necessary for Logistics/SCM & Efficiencyprocess April 13 these kinds 17 Management diagrams of DB Schenker, Corporate Contract
SIPOC: to comprehend the underlying workflow
S I P O C
找出流程的供应部分
supplier xy y
input xy y
process start event t . . . . . . . . end d event
output
customer
分辨过程的输入部分
定义起始点和5-7个步骤
5-7 steps
识别流程的输出
xy
xy
找出客户
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 18
*possibly several in each case
SIPOC: 例子
S I P O C
Find the supplier(s) of the process
Supplier
Employees
Input
Labour Products / accessories Order files
Process Start
Order receipt
Output
Customer
Identify the process’ input
Vendors
Batch Planning Exceed Inventory Replenishment and allocation Batch set-up Compass set up
Define start/end event; define 5-7 intermediate steps
Box picking and labelling
Identify the process’ output y p p
Pre-Sort and Pallet build
Products ready for shipment
Find the customer(s) of the process
Carrier H d C Hand-over
Carrier C
Stop
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 19
鱼骨图: 一种图片工具去发现和解释过程中的变动性
Causes attached to six categories
Effect, mostly in terms of a question
DB
Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 20
价值分析: 区分有价值和没有价值的步骤
价值分析
定义: 通过价值分析,你可以检查流程,区分有价值和没有价值的流程环节. 这是流程改进的基本. 行为: 1. 列出所有步骤 2. 评价每个步骤是有价值的, 与价值相关的还是没有价值的
YES
Process step necessary for the process?
NO
NO
Adds value in the process?
YES
Supports other steps?
YES NO
Value adding
Value enabling (work preparation)
Non value adding
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13
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价值分析: 每个步骤基本由三个元素组成
客户只愿意为产生价值的行为付费, 其他的行为是多余的,应该被尽量减少和消除 客户只愿意为产生价值的行为付费 其他的行为是多余的 应该被尽量减少和消除
避免没有价值的行为 减少支援产生价值的行为 增加产生价值的行为
value added activity support activity pp y non-value added activity value added activity support activity pp y non-value added activity
rising profit! * keep TIMWOOD in mind! Corporate Contract Logistics/SCM & Efficiency Management April 13 DB Schenker, 22
时间分析
时间分析
定义 : 时间分析帮助你评价每个步骤,逐步导向价值分析. 它是一种很好的方法能够分辨出哪个步骤 的改进更能产生效果..
行为:
1. 做价值分析 2. 2 测算每个步骤的时间 3. 总结创造价值和不产生价值的环节 4. 分析可以用来减少不产生价值的行为.
得益:
通过减少流程的时间, 得到更快的总体运输时间 缩短时间,得到更多产出
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13
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时间分析: 运用”瀑布”图表
Values are minutes
无价值 75
4 10 4 10 8 16 52
69% of the process is not value adding
有价值
5 8
stock removal assembling
10 23
packing
searching
unnecessary movement
reworking
counting
internal transports
waiting
SUM
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13 24
流程功能图 Swimlane diagram
process-function-map process function map
定义: 流程功能图是一种视觉工具, 用来体现每个过程环节做了什么,和由谁来做
行为:
1. 1 分辨过程中的参与者 (客户放首位 分配任务角色和组织单位) (客户放首位, 2. 根据SIPOC设立开始和终止点 3. 增加功能环节 4. 用箭头连接线连接各项功能环节
元素:
start/stop event function 22
red: non-value adding yellow: value-enabling green: value adding
decision hash
binder
amount of time
DB Schenker, Corporate Contract Logistics/SCM & Efficiency Management April 13
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流程功能图
流程功能图可以有效的分析不同角色和不同部门之间的衔接
goods receipt worker packing forklift driver di quality assurance
pallet with goods arrives
book palle
t Into SAP 1 min unpack pallet 3 min
transport pallet to QA-station Q 1 min
transport pallet to rack 15 1 min
goods stocked
control quality of goods 2 min i
每一个新的一行意味着新的衔接面, 越多的衔接,流程越复杂.
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Pareto chart
pareto chart
Definition: A Pareto chart is a special type of bar chart where the values being plotted are arranged in descending order. The graph is accompanied by a line graph which shows the cumulative totals of each category, left to right. h l f i h 1. Find out the percentages of the particular causes based on the total number of measured errors. 2. Draw in the absolute occurrences on the y left y-axis and the cumulated occurrences on the right y-axis (100%). 3. Draw the bars proportional to the absolute values they represent, assorted in decreasing order from left to right. 4. Add an additional graph showing the cumulative occurrences.
Actions:
45 40
120,00 100,00
35 30 25 60,00 20 15 10 20,00 5 0 cause Ccause Dcause Gcause Acause Ecause B cause F cause I cause H cause J Frequency cumulative proportion 0,00 40,00 80,00
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