价值流图析-0814.pptx
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1、精益价值流精益价值流Value Stream Management目录目录一一 :精益价值流简介:精益价值流简介二二 :产品价值流图:产品价值流图三三 :企业价值流图:企业价值流图四 :价值流管理:价值流管理精益的概念精益的概念只需要:只需要:一半的工人;一半的制造空间;一半的工具投资;一半的设计工时;一半的新产品开发时间;一半的库存;一半的产品前置时间生产出品质更好、数量更多的产品。生产出品质更好、数量更多的产品。精益的发展精益的发展供应商供应商客户的客户客户的客户客户客户VALUE STREAMFLOW VALUEPULLPERFECTION利用精益思想,通过执行价值流的方法利用精益思想,
2、通过执行价值流的方法不断改善、提高我们的经营成绩不断改善、提高我们的经营成绩长期的计划长期的计划精益思想精益思想五大五大原则:原则:从客户的角度来区分增值和非增值活动,不能从独立的企业、职能部门角度进行区分;确定从设计、定单到生产这个价值流中的必要步骤,找出带来浪费的非增值活动;保证那些增值活动不会被中断、偏离正确的方向、回流、等待或废弃;由顾客拉动生产商创造价值;持续地清除所存在的浪费,努力追求完美。中国企业的现状中国企业的现状 ?精益的转变精益的转变精益生产精益生产价值流管理价值流管理着眼企业内部着眼企业内部关注整个价值链关注整个价值链价值流价值流定定 义义A Value Stream所谓
3、价值流是指产品通过其基本生产过程所要求的全部活动,这些活动分为增加价值和不增加价值两部分,包括了从产品基本的原材料阶段一直到产品交付顾客的全部过程,还包括了整个价值链中的信息流. 客户供应商工 厂ValueValueValue价值流的分类企业企业价值流价值流产品产品价值流价值流工作工作价值流价值流价值流图析的结构产品工序独立工厂多个工厂整个企业价值链产品价值流产品价值流企业价值流企业价值流目录目录一一 :精益价值流简介:精益价值流简介二二 :产品价值流图:产品价值流图三三 :企业价值流图:企业价值流图四 :价值流管理:价值流管理价值流图示价值流图示: :产品图产品图StampingTakt =
4、 57.7 secC/0= 10 sec.Uptime = 100% 2 Shifts27,000 sec availTotal worktime = 165 sec.SupplierWeld & Assy ProductionControl20totecoil DailycoilCoils(at the press)LRBatchBatch = 1 shiftC/O 10 min价值流图示价值流图示: :企业图企业图IGlobal Hawk Enterprise Value Stream Map (Tier 1)Customer:USAFValue:- Persistent ISR Capa
5、bility- Affordability- Rapid Fielding- Range Endurance- SupportabilityRequirements& FundingProgram PlanningPhaseABAug. 03GOLDSystemPlanCon OpsThrough Put Time = See Each ElementProcessing Time = N/A Tier IProduct:Global HawkProgramManagementCEEMD Development& TestField The System(Operations & Suppor
6、t)OSDACCAir StaffOLDORD/REQTest PlanBudget PositionProgram PlanACTDLegacySystemTEMPTest EvaluationMaster PlanAlphaContractingBudget Released to Program(Budget Authority)DAB Approves Program Plan(IPR or Milestone Review)ADMProgramBaseline(APB)ORDFormal Reqmt.Other User Reqmts(OSD,Air Staff, JAT, Cong
7、ress)ACQ / SupportStrategySPOInputs to ACC for POMBuild Cost Baseline for DAB BaselinePOM2 Year PlanRanking & Prioritization of ReqmtsPPBSProcessBudget ApprovedCongressACC & OSDNew Reqmts Adjust DABDirectionRevisions ORD Updates ACC / AF Budget ChangesContractSpiral Definitized ExecutionCurrent Stat
8、eAs Of February 2003DeliverablesSystems Reqmts. Analysis from ORD & Contract Reqmts. FlowdownSRRSystem Reqmts. ReviewPreliminary DesignReqmts. Flowed to IPTs/GroupsDetailed DesignCritical Design ReviewEMD Build Fab/AssySubsystem Inspect & TestSystem Integration Inspect & TestTEST(ATP)Flight TestFCAD
9、T / OTSPOIDProduce &Deliver SystemILengthyProcessRequirementsPlanningRefer to Global Hawk Program RoadmapTrainingSpares24 MonthsSPOProcess ArchitectureProductionSupply ChainCycle TimeSubcontract Supplier ManagementSupplier Long Lead Turn-OnDefinitized Funding ProvidedPrime Begins WorkContract Turn-O
10、n for Long Lead Funding1.0 Direct the Enterprise2.0 Provide Financial Services & Control3.0 Provide Internal Services & Facilities4.0 Provide Material Acquisition Services5.0 Manage Program6.0 Acquire Business7.0 Define Product8.0 Produce Product9.0 Support ProductRefer to TIER II Value Stream MapEx
11、ecutionSpiral Specific PlanningSPOTechnicalCapabilityStudiesDevelopProgram Strategy & Cost Plan for(DAB)Alpha Contracting(ACT 1 4)Spiral ReqmtsAF/PEOXO, XIOSDOIPTWIPTAlpha Contracting(ACT 5 - 8)ProposalsProductionDevelopmentSupportAcquisitionStrategy(ASR)Support Original Plan / BudgetJCCBRFP, Contra
12、ct AwardContract AwardACT (9 15)Production(Long Lead) DevelopmentSupportBOA ContractProgram ManagementBaseline (PMB) Manage Requirements Manage To Budgets Manage Performance Manage Data & Change Manage Risk Integrate Plans & SchedulesNGC / SPO CDRLs / SDLRsSPO / OSD DAESDef. Acq. Exec. SummaryChief
13、Eng. Provides Technical AssessmentReportSPO / Congress SAR Selected Acq. ReportSPO / PEO SAF/AQMARMonthly Acq. ReportChange ProcessTechnical ManualsSupport EquipmentProvide/Update/Revise Production Tech. ManualsOperations ContinuationTraining SustainmentProcure SparesContractor Item Management Spare
14、sSORAP ProcessDeliver SparesRepair Management Peculiar ItemsACC & EAFBDeliver Manuals / TCTOs and Kits Tech. Manual Sustainment User Feedback AFTO 22 & DRs Acquire New/Add. GFPDesign New Support EquipmentRevise/Update Support EquipmentACC & EAFBTSSP ProcessFAB & Deliver S.E.S.E. & GFP SustainmentACC
15、 (Beale)ExecutionGlobal Hawk Program RoadmapContract ClosureExecutionDD250ExecutionIField ServicesIIACCRelease #1Ax5220R.J. Goetz03-31-03Deliver GFPProvide/Update/Revise Type 1 Training CoursesDeliver CoursesACC (Beale)SlateRiskIMSHVMSEVMSCMCTSETMDLivelinkAITSPIOS MRPCRMECMSOURSLANSSAPBudgetsRelease
16、dEngineeringSource DataDevelopedNoted:This view is mapped as shown from the enterpriseevent depicting (5) major elements in “swim lane” view.Timelines are estimates and run/overlap each element. Tier II & Tier III VSMs represent greater fidelity for times.Etc.ABBACC18 Months38 MonthsD41 MonthsDE15 M
17、onthsE价值流图示:企业图价值流图示:企业图IISuppliersProvide- Details/Assemblies- Sub Systems- Critical Path HardwareCustomer: USAFProduct: Global HawkSupplier Quality&Tech PerformanceProcurementBTPP.M.SAPPlatinum Source 1 Per MonthAt Full RateDevelop & NegotiateProposalsNTE/UCA = 90 DaysProposals/Contract = 180 Days
18、Fab and AssyTubes & Misc.Details & Blue StreakAdvanced Mfg. CenterActuators Assembly360 Mdays Supplier Long Lead Time XXX Mdays Inside Supply Time20 Mdays05-23-03R.J. GoetzRelease #1Cx5220 Aileron Actuator Spoiler Actuator Ruddervator 1 HeadAvionics AssemblyBTPSLWorkAuthorizationContractCustomer Sch
19、eduleContract / ATPRFQProposalPerformanceMeasuresSchedule CostQualityChangeAuthorization& ControlProgram Management ReportsPerformance Measures(PM)Master SchedulingSales Orders(S.O.)Approved PCDSO & PMIISOSOAdv. Material Request (AMR)Receiving/InspectionNoted:The Global Hawk Integrated Product Team
20、provides additionalproducts to the customer not shown on this value streammap. Some of these products include:- Product Support Deliverables (Support Hardwareand Technical Orders)- Design Validation Reports- Configuration Characterization Deliverables- Other Contract Information ItemsInternalProcess
21、 FlowVariationsNumerousChange InitiatorTypes &Reqmts.Build to Package/Buy to Package,Change & ReleaseXXXX DocumentsReview &Disposition ChangeInitiativesInternal &SupplierChangeRequestsSOAdv. Matl. Request Build/Buy toPackages(B.T.P.)PCB Bucket ISMT/OMTOrders PlacedRequirementsPlanningIIIProduction S
22、upport (11 EP)MRB Liaison, EAFB Test, Supplier Base NCTPs & ECNTs ProcessingRCIs & DVAs ProcessingCorrective Action Time to Disposition 1 to 2 DaysSLReactionTimeCustomer Approval (JCCB)BudgetAuthorizationBudget at Completion (BAC)Total Buy Items = 3500 (Est.)Total Make Items = 700(Est.)Does not incl
23、ude rawmaterial on std. hardwarePCR / CA / PCD68 to 144 daysSLBTPSO & PMSO & PMBTPSLSection 1100Flight OperationsRequestSection 1100Flight Operations1 Station - Ramp619 Hours15 Mdays5 HeadsPaint1 Station - PaintSection 1400Checkout1 Station - Hanger3957 Hours50 Mdays4 Heads(74 Tags Avg.)Systems Inst
24、allations5 Stations PU Jig(74 Tags Avg.)ISO & PMBTPSLSO & PMBTPSO & PMBTPSLSO & PMBTPSLSO & PMBTPSLSO & PMBTPSLReworkSupplierPartsDisconnectLateDeliveriesSL393 Mdays P3 Hardware Throughput TimeFuselage Assembly5 Stations - FAJ2840 Hours118 Mdays4 Heads5 Tags P3ShortagesSection 1600Wing Mate2 Station
25、s WM Jig5015 Hours80 Mdays5 Heads(74 Tags Avg.)ElectricalDesignIStock RoomsValue Stream Map View Global Hawk ProgramSection 1800Section 20004929 Hours100 Mdays5 HeadsSection 1200300 Hours5 Mdays5 HeadsNTE / UCAKey Major Subs:Raytheon ISS 18 Mths.L3 Comms Suite 18 Mths.Rolls Royce Engine 15 Mths.Hero
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