Bài giảng Lean production systems - Chapter 7: VSM - Nguyễn Như Phong
8/13/2018
VSM
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
VSM
VSM
Commit to lean
Choose the VS
Learn about Lean
Determine Lean Metrics
Nguyễn Như Phong
11 April 2003
1
8/13/2018
VSM overview
Introduction
History
VMS purpose
Who should understand what ?
Nguyễn Như Phong
11 April 2003
VSM introduction
Difference bw. doing lean & being lean.
What exactly becoming lean ?
TPS Fundamental goal
Continuously minimizing waste 2 maximize flow
Nguyễn Như Phong
11 April 2003
2
8/13/2018
VSM introduction
To becoming lean
Change mind-set
Learn 2 view waste
Awareness & elimination of what constitutes waste
Doing lean wo. necessarily becoming lean
Sporadically implement improvements wo. linking efforts 2 an
overarching strategy
How 2 make the link by using tools
Sustainable improvements
Nguyễn Như Phong
11 April 2003
VSM toolkit
Structure steps
Management commitment Checklist
Total employee Involvement
Part-Routing Analysis
VS Charter
Kaizen Meeting Forms
Demand, Flow, Leveling Focus
Route Collection Checklist
Nguyễn Như Phong
11 April 2003
3
8/13/2018
VSM toolkit
VSM I
Lean Assessment
Lean Guidelines
Storyboard
Kaizen Milestone Worksheet
VS Sunset Report.
Nguyễn Như Phong
11 April 2003
HISTORY
1990 –
James Womack & Daniel Roos,
The machine that changed the world
Lean production / manufacturing.
Nguyễn Như Phong
11 April 2003
4
8/13/2018
VMS purpose
To simplify the fundamental lean concepts
To demonstrate the overall lean process
Nguyễn Như Phong
11 April 2003
Who should understand what ?
Top management
Understand VSM process
Believe before applying
VSM storyboard
Structure 4 commitment
Communication tool
Need 4 effective metrics & reporting.
Nguyễn Như Phong
11 April 2003
5
8/13/2018
Who should understand what ?
Supervisors, managers, team leaders
Understand how to
use VSM for planning & reporting
apply VSM 2 get easily products out of the door.
Nguyễn Như Phong
11 April 2003
What is VSM ?
VSM
a process
for planning and linking lean initiatives
through systematic data capture and analysis
VSM
Not just a management tool
A proven process 4 planning the improvements
allow company 2 become lean.
Nguyễn Như Phong
11 April 2003
6
8/13/2018
VSM storyboard
A VSM powerful tool
Poster-sized framework
Holding all key info 4 planning lean implementation
Data & VSMs entered by VSM team
Nguyễn Như Phong
11 April 2003
VSM storyboard
Shared document of what done & plan 2 do.
Visual management
Everyone know the org’s goal
All info needed easily accessible
Help people
see & understand the big picture &
buy into the overall strategy
Nguyễn Như Phong
11 April 2003
7
8/13/2018
Why VSM
History
1990s – Lean dissemination
2000 – Kaizen workshop
2000s – VSM I
2010s – VSM II
Why VSM
Make a true commitment
Understand customer demand thoroughly
Depict the CS accurately
Communicate !
Nguyễn Như Phong
11 April 2003
Make a true commitment
Achieving lean enterprise
Allocate the resources
for effective planning, implementation, maintenance.
Lean results
Not realized
wo. commitment from people from all levels
Appoint not enough
Generate a desire 2 improve that fuels all activities
Nguyễn Như Phong
11 April 2003
8
8/13/2018
Make a true commitment
The more people believe & do,
the more people will believe & do
The guidance & commitment must
Be sincere & start at the top
Come from a burning desire 2 be lean
Making & sustaining the commitment 2 the lean
transformation
Important through VSM process
Nguyễn Như Phong
11 April 2003
Understand customer demand thoroughly
CD variation
Not a reason 4 avoiding true lean implementation
Only an excute
Can understand CD & incorporate into L. process
Nguyễn Như Phong
11 April 2003
9
8/13/2018
Understand customer demand thoroughly
Analyzing CD
Particularly important concern
When
Choosing the VS
Mapping the CS
Mapping the FS
Nguyễn Như Phong
11 April 2003
Depict the CS accurately
Before begin implementing lean
Must fully understand what currently doing
Cycle time
Proc. Communications
People’s work standard
Machine cap., …
Nguyễn Như Phong
11 April 2003
10
8/13/2018
Depict the CS accurately
Only grasping the present condition
Create the future condition
Plan how 2 implement it
CSM
a snapshot of conditions at a specific time point
Not depict the current condition accurately
Significant problem later in implementation
Accurate & precise when collecting info
Nguyễn Như Phong
11 April 2003
Communicate !
Manu professionals
Driving fear from the workplace
Create no-blame envi
Far from perfect in practice Treat people w.
dignity & respect
Good communication
Essential 2 the effort
to treat everyone with dignity & respect
Nguyễn Như Phong
11 April 2003
11
8/13/2018
Communicate !
To create an envi. befitting a lean enterprise
Telling people what doing & why
Expressing a sincere interest
The more communicate
The more earn trust & gain enthusiastic support
Good face2face communication – equally important.
Establish the rapport
Make people receptive 2 using the visual tools
Nguyễn Như Phong
11 April 2003
VSM attributes
Clear & concise communications
Proven tools used
Team recognition & ownership included
Management review & reporting incorporated
Visual communication
Changes & updates reflected
Nguyễn Như Phong
11 April 2003
12
8/13/2018
VSM is
Is a process
Links together 2 achieve lean enterprise
Lean sustained
Continuously improve
Controlled process flow
Actual lean design & implementation plan
Make the process go smoothly
Nguyễn Như Phong
11 April 2003
VSM is not
Not involve
Just forming Kaizen team
Just mapping the VS
Just forming self-directing work team
Just appointing lean coordinator
Nguyễn Như Phong
11 April 2003
13
8/13/2018
People first
People considered first & foremost
in lean activities
People & their activities 2 eliminate waste
Critical 2 implementing & sustaining a lean system.
Nguyễn Như Phong
11 April 2003
Key Lean Principles
Define value from your customer’s perspective
Identify the VS
Eliminate the wastes
Make the work flow
Pull the work, not push
Pursue 2 perfection
Nguyễn Như Phong
11 April 2003
14
8/13/2018
VSM Steps
1. Commit to lean
2. Choose the VS
3. Learn about Lean
4. Map the CS
5. Determine Lean Metrics
6. Map the FS
7. Create Kaizen Plans
8. Implement Kaizen Plan
Nguyễn Như Phong
11 April 2003
COMMIT TO LEAN
GVC. ThS. Nguyễn Như Phong
ĐẠI HỌC BÁCH KHOA ĐHQG TPHCM
(Tài liệu dạy cho )
04/2011
15
8/13/2018
COMMIT TO LEAN
Management Push or Worker Pull
Catch Ball
Key management activities
Invest in people
Short term pain & long term gain
Implementing Lean transform culture
Commitment checklist
Nguyễn Như Phong
11 April 2003
COMMIT TO LEAN
Management
Lead the commitment to lean
Demonstrate how & why
The commitment of TM
The entire organization’s commitment to lean
Never-ending journey of WC org.
Cost-reduction principle
Highest quality
Quality, cost & delivery
Eliminate all waste from the CVS
Nguyễn Như Phong
11 April 2003
16
8/13/2018
Management Push or Worker Pull
Creating change
Management push sys
Worker pull sys
Nguyễn Như Phong
11 April 2003
Management Push
Traditional change strategy
Management
Supervisor, planner, proc. engineer, lean
implementer
ordering improvement activities on employees.
Nguyễn Như Phong
11 April 2003
17
8/13/2018
Worker Pull
Motivated employees
Pulling the resource & training
Need 2 improve the VS
Preferred method
Improvement & cost-reduction ideas
Come naturally
From people most familiar w. the proc.
Nguyễn Như Phong
11 April 2003
Worker Pull
Management
Direction, guidance, support
Backbone 4 L. implementation
Worker
The organ 4 lean
Perform the vital function
Lean initiatives fail early
Management
Not committed
But assign a team anyway.
Nguyễn Như Phong
11 April 2003
18
8/13/2018
Catchball
Lean companies
Info flows freely in many direction
Commitment grows stronger
Info flows both from TD & BU.
Catchball
Regardless of who initiates a proj
The person
articulates the purpose, objectives, ideas, concerns
Throw them 2 other stakeholders
Nguyễn Như Phong
11 April 2003
Catchball
Promote 2-way communication
Top-down
Bottom-Up
Accomplish
Management committed to the team ‘s ideas
Everyone
Credible & reliable structure 4 workers 2 initiate
improvement
The heart of a worker-pull sys
Nguyễn Như Phong
11 April 2003
19
8/13/2018
Catchball process
Promote 2-way communication
Managers
Assemble a core implementation team
Identify an area 2 improve
Team
Team charter
Throw it back 2 mana.
Until mana approves the charter
Also used to come to agreement on
metrics, FSM, Kaizen plans
Nguyễn Như Phong
11 April 2003
Key management activities
Employees
Behind the lean transformation effort
To reduce & eliminate waste effectively
TM articulate the need 2 become lean
Meeting 2 inform
Sharing margins
Displaying C letter, …
Nguyễn Như Phong
11 April 2003
20
Tải về để xem bản đầy đủ
59 trang
18880
Free
Bạn đang xem 20 trang mẫu của tài liệu "Bài giảng Lean production systems - Chapter 7: VSM - Nguyễn Như Phong", để tải tài liệu gốc về máy hãy click vào nút Download ở trên
File đính kèm:
- bai_giang_lean_production_systems_chapter_7_vsm_nguyen_nhu_p.pdf
