单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,劳斯莱斯精益案例,管道由于地形高差相差大，或支线接人埋设较深的主干线时出现较大的跌落水头，需要设置跌水井，以克服水流跌落时产生的巨大冲击力。采用竖槽式混凝土跌水井（盖板式）D=200-400mm（直线外跌）。本设计中，由于地形较平坦，无较大跌落水头，无需设置跌水井。,劳斯莱斯精益案例劳斯莱斯精益案例管道由于地形高差相差大，或支线接人埋设较深的主干线时出现较大的跌落水头，需要设置跌水井，以克服水流跌落时产生的巨大冲击力。采用竖槽式混凝土跌水井（盖板式）D=200-400mm（直线外跌）。本设计中，由于地形较平坦，无较大跌落水头，无需设置跌水井。Value Steam Mapping,The Value Stream-a definition,“All of the steps required to bring a product or,service from raw state through to the customer”,Total Value Stream,Supplier,Process,C,Process,B,Process,A,Customer,Internal Plant,2,劳斯莱斯精益案例管道由于地形高差相差大，或支线接人埋设较深的,1,劳斯莱斯精益案例课件,2,Value Steam Mapping,What is Value Stream Mapping?,Value Stream Mapping is a powerful technique that allows,us to create a“BIG PICTURE”visual representation of:,All the steps in the process,working back from,customer demand to raw material,The flow of both material and information and the,effect they have on each other,The distinction between value-added and non-value-,added activity(WASTE),The effect all of the above have on meeting the,customers requirements,3,Value Steam MappingWhat is Val,3,Value Steam Mapping,The 8 Wastes,Scrap/Rework,Over-production,Inventory,Motion,Processing,Transportation,Under-utilized People,Waiting,(manpower,material,machine),4,Value Steam MappingThe 8 Waste,4,Value Steam Mapping,#1 Scrap/Rework,Definition:,Any product that does not,meet specifications and,therefore either needs to be,reworked or scrapped,Goal:,100%First Time Through,Quality,5,Value Steam Mapping#1 Scrap/Re,5,Value Steam Mapping,#2 Over-production(Under),Definition:,Producing more than is,necessary,often causing,WIP(Work In Process);,working on parts ahead of,schedule while delinquent,parts wait,Goal:,Produce to Target Cycle,Time then eventually,produce all operations to,Takt Time in the Future,State,6,Value Steam Mapping#2 Over-pro,6,Value Steam Mapping,#3 Inventory,Definition:,material or parts that are stored for future use or,shipment,Before,After,If you had only 30 seconds to find the unit,.which storage system would you choose?,7,Value Steam Mapping#3 Invento,7,Value Steam Mapping,#4 Motion,Definition:,Excessive motion beyond what is needed to get the job done,Goal:,Same as Definition,?,sitting,searching,turning,around,walking,climbing,choosing,bending lying down,over,8,Value Steam Mapping#4 MotionDe,8,Value Steam Mapping,#5 Processing(Over&Under),Definition:,Extra and/or unnecessary,operations,Standardization of,operations not thorough,enough,Processing a part above,specifications,Goal:,Process parts that,consistently meet the,minimum customer,requirements 100%of the,time,9,Value Steam Mapping#5 Processi,9,Value Steam Mapping,#6 Transportation,Definition:,Moving parts to unnecessary,distances from one operation,to another,Goal:,Put operations in order;,minimize or eliminate the,travel distance between,them,10,Value Steam Mapping#6 Transpor,10,Value Steam Mapping,#7 Waiting,Definition:,a person or part(s)sitting,idle while waiting for,material,a supervisor,the,next operation,etc.,Goal:,Eliminate the unplanned,interruptions that occur due,to inefficiencies,Develop continuous flow,wherever possible,Convert waiting to value-,added work,11,Value Steam Mapping#7 WaitingD,11,Value Steam Mapping,#8 Under-utilized People,Definition:,Skills untapped,Ideas not,implemented and,improvements not realized,Goal:,Tap into the energies and,unused improvement ideas,from the workforce,12,Value Steam Mapping#8 Under-ut,12,Value Steam Mapping,Exercise Worksheet,MANUFACTURING WASTES IDENTIFICATION SHEET,Dept:_,Transportation,Under-utilizedPeople,Scrap/Rework,Over(Under)Production,Processing,5S-Sort,Straighten,Sweep,Standardize&Self Discipline,Inventory,NO.,WASTE IDENTIFIED,John McLauchlin,Revision Date:4/25/2000,Waiting,Motion,13,Value Steam MappingExercise Wo,13,Value Steam Mapping,Value Stream Analysis Process,Value Stream Mapping,1.0,Select Champion,and Initial,Product Family,2.0,Gather,Map,and,Analyze Selected,Value Stream Data,3.0,Design Future,State,4.0,Implementation,Planning and,Execution,1.Understand business goals and customer,objectives,2.Select champion and value stream leaders,based on proven criteria for success,3.Define product families based on common,processes and equipment,14,Value Steam MappingValue Strea,14,Value Steam Mapping,Leadership and Champions,Observations,Lean,Aerospace,Initiative,A common factor in all observed successful lean implementations,is one or more empowered Champions.,Champions are usually high-level leaders who take on a pro-active,role shaping and supporting the lean initiatives,and ensuring that,system barriers are identified and addressed.,To start your lean journey,you need a leader or set of leaders to:,Develop a strategic direction,Agree to and communicate the strategic direction,Make available the needed resources,Provide continued,visible support,Without the support of a champion,you should not attempt to,i