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2022年11月15日星期二精益生产之普通拉系统GenericPullSystem(中英文对照)MeasureAnalyzeControlImproveLeanSixSigma普通拉系统定义普通拉系统的最佳实践案例举

例如何去决定普通拉水准练习天线模拟RD010402LeanSixSigmaImprovementProcessRoadMapAnalyzeControlImproveDefine•IdentifyProblem•DevelopListofCustomers•Deve

lopListofCTQ’sfromVoiceoftheCustomer•FinalizeProjectFocusandKeyMetrics•CompletePDFMeasure•MapBusinessProcess•MapValueStream•DevelopDataCol

lectionPlan•ConductMeasurementSystemAnalysis•CollectData•ConductProcessCapabilityAnalysisAnalyze•ProposeCriticalX’s•PrioritizeCr

iticalX’s•VerifyCriticalX’s•EstimatetheImpactofEachXonY•QuantifytheOpportunity•PrioritizeRootCauses•ConductRootCauseAnalysisonCriticalX’sImprov

e•CriticalX’sConfirmed•DevelopPotentialSolutions•SelectSolution•OptimizeSolution•PilotSolutionControl•ImplementProcessChangesandControls•Wr

iteControlPlan•CalculateFinalFinancial/•ProcessMetrics•TransitionProjecttoFutureOwners•IdentifyProject•TranslationOpportunitiesMeasureDefine•Proj

ectIDTools•ProjectDefinitionForm•NetPresentValueAnalysis•InternalRateofReturnAnalysis•DiscountedCashFlowAnalysis•PIPManagementProces

s•RACI•QuadCharts•ProcessMapping•ValueAnalysis•Brainstorming•Multi-VotingTechniques•ParetoCharts•C&E/FishboneDiagrams•FMEA•Check

Sheets•RunCharts•ControlCharts•GageR&R•Cp&Cpk•SupplyChainAcceleratorAnalysis•Multi-Vari•BoxPlots•InteractionPlots•Regression•ANOVA•C&EMatrices•FM

EA•Brainstorming•PullSystems•SetupReduction•TPM•ProcessFlow•Benchmarking•Affinity•DOE•HypothesisTesting•For

ceField•TreeDiagrams•GanttCharts•CheckSheets•RunCharts•Histograms•ScatterDiagrams•ControlCharts•ParetoCharts•InteractiveRe

views•Poka-YokeRevised1-12-02GenericPullSystemLearningObjectivesUnderstandthebestpracticedefinitionHowtoapply

thisbestpracticeinvariousenvironmentsAbletodeterminethelevelsofinventoryusingthefivestepsDemonstratethisbestpracticeth

roughexercisesandsimulationGenericPullSystem课程目的理解最佳实践的定义如何在多变的环境中应用这个最佳实践能够去决定库存的水平用5个步骤通过练习和模拟来示范这一最佳实践Gen

ericPullSystemWhat’sinItforMe?UnderstandthereasonforthistoolindifferentenvironmentsHowtousethistoolforpotentialblackbeltp

rojectsGenericPullSystem我学到了什么?理解在不同环境中使用这个工具的原因对于黑带潜在项目如何去使用这个工具GenericPullSystemGenericPullSystemsGen

ericPullSystemslimittheamountofWork-In-Processinventoryinordertocontrolcycletime.GenericPullSystem普通拉系统普通拉系统为了控制周转时

间限制了制程库存的数量（Work-In-Process）.GenericPullSystemWIPCapExitsStartsTriggerGenericPullSystemDefinedDefinition:AGenericPullSystemestabli

shesaWIPcapontheamountofinventorywithinapredefinedphysicalworkarea(setofworkstations)orprocess.Tomaintainthe

WIPcap,exitsfromtheprocesstriggerstartsintotheprocess.EstablishingWIPcapisthekeytocycletimereduction!!GenericPul

lSystemWIPCapExitsStartsTrigger普通拉系统的定义定义:一个普通拉系统是在一个预先确定的物理工作区域（工作站）或流程中，在存货金额上建立了一个WIPcap.来维护WIPcap,从流程中的“出口”（exits）来触发进入流程的“出发”（Star

ts).建立WIPcap是降低周转时间的关键GenericPullSystemWhentoUseGenericPullAlwaysGenericPullsystemscanbeusedinanyofthefollowingmanufact

uring/transactionalenvironments:Repetitiveprocess/repetitiveproductSimilarproducts/partsrunwithinsameprocessflowEx

ample:Automotiveassemblyline,customerorderprocessingRepetitiveprocess/non-repetitiveproductDissimilarproducts/partsrunwithinsameprocessfl

owExample:Buildtoorderprintedcircuitboardmanufacturer,customercomplaintprocessingNon-repetitivepro

cess/non-repetitiveproductDissimilarproducts/partsrunwithinadissimilarprocessflowExample:Machinemodel

/prototypeshop,NPIprocessesGenericPullsystemsshouldalwaysbeusedwhenareplenishmentpullsystemisimplementedGenericPullSystem何时使用普通拉系统永远普通拉系统可以被使用在下列

任何制造/事务处理的环境中:重复的流程/重复的产品类似的产品/零件在同一个流程中运行例如:汽车的组装线,客户定单流程重复的流程/不重复的产品不同的产品/零件在同一个流程中运行例如:根据定单定制的电路板制造商,客户投诉流程不重复的流

程/不重复的产品不重复的产品/零件在不同的流程里运行例如:机器模型/原型制作车间,NPI流程当补充拉系统被实施时，普通拉系统将永远被使用GenericPullSystemWhenflyingfromDFWto

O’Hare,weoftenwindupwaitingonthegrounddueto“flowcontrol.”SinceO’Hareisoverloaded,airtrafficcontrolkeepsusinDallasuntilthecong

estionoverO’Hareclears,versusgettingthereandcirclingChicago.Eitherway,weenduplate.However,usingthe“flowcontrol”(fixedWIP)method,weuselessfue

landreducetheriskofanaccident.Inaddition,wekeepouroptionsopen(suchasre-routingiftheweatherbecomestoobad).Inapull

system,maintaininga“fixedWIP”keepsworkordersinpaperformaslongaspossible.Thisprovidesthegreatestflexibilitytoschedule/

engineeringchanges.Inaddition,lowWIPmeansafastercycletime,whichincreasestheprobabilityreleasesarebasedonactualcustomerordersversusforecast.“Fix

edWIP”ImprovesFlexibilityGenericPullSystem当航班从DFW到O’Hare,我们通常由于“流控制”而在地面上紧张的等待。因为O’Hare机场超负荷了,空中交通控制要求我们在达拉斯等待，直到O’Hare的堵塞清除掉；与在芝加哥上空盘旋相比，任何一条

路都注定会让我们晚点。可是，使用“流控制”(固定WIP)方式,我们用的燃油更少且降低了事故的风险.此外,我们仍然享有我们的选择权(例如重新选择路线如果天气变的更糟的话).在一个拉系统中，维护一个“固定WIP”可以使工作指令尽可能的在计划阶段。这样为制定计划/工艺变更提供了最大的弹性。此

外，底WIP意味着更快的周转时间，这样可以增加基于客户的订单而不是根据预测“固定的WIP”改善弹性GenericPullSystemThePowerofaWIPCapWIPCap–Cycletimei

sreducedandstableNoWIPCap–CycletimefluctuateswithamountofWIPGenericPullSystemWIPCap的能力WIPCap–周转时间被降低了且稳定没有WIPC

ap–周转时间随WIP的金额而波动GenericPullSystemUnitedTechnologies:HoseandFittingsDivision(PTG)BeforeMetalwareflarerunninglargebatcheswithlargeamountsofWIPGen

ericPullSystem联合技术:HoseandFittings分部(PTG)之前金属器械运行大批次并伴随大的WIPGenericPullSystemUnitedTechnologies:HoseandFittingsDivision(PTG)AfterMetalwareflarearea

withcontrolsplacedonmaterialreleasestothedepartmentGenericPullSystem联合技术:HoseandFittings分部(PTG)之后金属器械区域对发料到部门的材料放置进行控制GenericP

ullSystemTeledyneContinentalMotorsBeforeNointernallimitsexistedforthenumberofcylindersasuppliercouldpushtoitscustomer,r

esultinginlargeamountsofWIPintheline.GenericPullSystemTeledyneContinentalMotors之前对于缸体数量没有内部限制，供应商向客户推动供应，导

致生产线有大量WIP.GenericPullSystemTeledyneContinentalMotorsAfterLimitswereestablishedworkstationsandthelinewas

drainedofexcessWIPGenericPullSystemTeledyneContinentalMotors之后建立限制数量，过多的WIP从工位和生产线清除GenericPullSystemHowtoSizeaGenericPullSystem1.Determinec

urrentManufacturingCycleTime(MCT)2.DeterminecurrentManufacturingCycleEfficiency(MCE)3.IdentifyappropriatetargetMCE4.CalculatetheoreticalbestMCT5.Cal

culateWIPcapGenericPullSystem如何确定普通拉系统的规模1.确定目前的制造周期时间(MCT)2.确定目前的制造周转效率(MCE)3.识别适合的MCE目标4.计算理论上的最佳MCT5.计算WIPcapGenericPullSystemManufacturing

CycleTimeMCT–Thetimefromworkorderreleaseintomanufacturinguntilcompletion/movementintoshipping/finishedgoods.Itismeasuredas:WIPistheinventorylevela

tagivenpointintimeEXITSistheamountofworkcompletedoveragivenperiodoftime(Weekly,Daily)EXITSWIPMCTGenericPullSyste

m制造周期时间MCT–从工作单的下发到制造，直到完成/移动到成品的时间.他被量测如:WIP是在给定时间点的存货水平EXITS是在一个给定的时间内(每周，每天)工作完成的金额EXITSWIPMCTGenericPullSystemMCTExits=20units/dayWI

P=SumofallInventorywithinPhysicalworkarea=100unitsMCT=100units/20unitsperdayMCT=5daysExample:CalculatingMCTEXITSWIPMCTGene

ricPullSystemMCTExits=20单位/天WIP=在物理工作区域里所有存货的总和=100单位MCT=100单位/20单位每天MCT=5天举例:计算MCTEXITSWIPMCTGenericPullSystemManufacturingCycleE

fficiencyMCEisameasureoftherelativeefficiencyinaproductionsystem.Itrepresentsthepercentageofvalueaddtime(changingform,fit,function)ofaprodu

ctdownthecriticalpath.Itismeasuredas:MCEistheperformanceindicatorforGenericPullSystems.x100PCTTimeAddValueMCEPathCriticalGenericP

ullSystem制造周转效率MCE是在生产系统中相关联的效率量测.它代表关键路径中的增值时间（改变形状，尺寸，功能）的比率.MCE是对于普通拉系统的绩效指示器.x100PCTTimeAddValueMCEPathCritical

GenericPullSystemExample:CalculatingMCE.2hrs.3hrs.2hrs.2hrs.6hrs1hrsBake7.0hrs.5hrsReworkInspect*CriticalPath=ValueAddTotal=10.

0hoursValueAddCriticalPath=8.5hours*MCT=5.0daysMCE=(8.5-7)/((5x8)-7)**=1.5/33=FinishedGoodsRawMaterial*TimeattheInspectworkstationdoesnotcontr

ibutetotheCriticalPathcalculationsbecauseinspectionisnotvalueadd.**Bake/Machinetimesarenotincludedin

MCEcalculationsGenericPullSystem举例:计算MCE.2hrs.3hrs.2hrs.2hrs.6hrs1hrsBake7.0hrs.5hrsReworkInspect*CriticalPath=ValueAddTotal=10.0ho

ursValueAddCriticalPath=8.5hours*MCT=5.0daysMCE=(8.5-7)/((5x8)-7)**=1.5/33=FinishedGoodsRawMaterial*在检验工作站中的时间没有算到关键路径的计算中，因为检验不是增值的.**

烘烤/机器时间没有包含在MCE的计算中GenericPullSystemTargetMCETableofManufacturingCycleEfficiencyBenchmarksbasedonprocessapplicationApplicationLowEndMCEHig

hEndMCEMachining1%25%Fabrication10%30%Assembly(withBatchTransfer)15%40%Assembly(withoutBatchTransfer)20

%50%GenericPullSystem目标MCE制造周转效率表是基于流程应用的基准应用低端MCE高端MCE加工1%25%装配10%30%组装(用批传输)15%40%组装20%50%(不用批传输)GenericPullSystemTheoreticalBes

tMCTTheoreticalBestMCTis:The“best”orlowestmanufacturingcycletimeachievablebasedontheprocesscharacteristics.Itismeasuredas:VA(CriticalPath

)isthevalueaddtimealongthecriticalpath.Itdoesnotincludethevalueaddtimeofparallelprocesses.MCETargetVAMCTpath)(criticalTBGenericPullSystem理论的最

佳MCT理论的最佳MCT是:基于过程特性可以达到的“最佳”或最低的制造周期时间.它可以由下列公式计算:VA(CriticalPath)是沿关键路径的增值时间，它并不包括并行工序的增值时间MCETarge

tVAMCTpath)(criticalTBGenericPullSystemMCTTB=1.5hrs/.2=7.5hrs=1dayExample:TheoreticalBestMCTMCETargetVA

MCTpath)(criticalTBGenericPullSystemMCTTB=1.5hrs/.2=7.5hrs=1day举例:理论的最佳MCTMCETargetVAMCTpath)(criticalTBGenericPullSystemWIPCapTheWIPcapdetermine

sthemaximumWIPallowedwithintheprocessatanytime.Itismeasuredas:RateExitMCTCapWIPTBGenericPullSystemWIPCapWIPca

p决定在任意时间内过程允许的最大WIP.它可以由下列公式计算:RateExitMCTCapWIPTBGenericPullSystemWIPCap=1dayx20units/day=20unitsExample:WIPCapRateExitMCTCapWIPTBGeneric

PullSystemWIPCap=1dayx20units/day=20units举例:WIPCapRateExitMCTCapWIPTBGenericPullSystemExample:Summ

aryCurrentState:DesiredState:MCT=5daysWIP=100unitsExits=20units/dayValueAddtime=1.5hrsMCE=4.5%MCT=1dayWIP=20unitsExits=20units/dayValueAddti

me=1.5hrsMCE=20%GenericPullSystem举例:摘要目前的状况:期望的状况:MCT=5daysWIP=100unitsExits=20units/day增值时间=1.5hrsMCE=

4.5%MCT=1dayWIP=20unitsExits=20units/day增值时间=1.5hrsMCE=20%GenericPullSystemTimeValueAddExitsWIPPCTPCECurrentMonth01.5hrs20/day10054.5%Step1Month11.

5hrs20/day8046.0%Step2Month21.5hrs20/day6038.8%Step3Month31.5hrs20/day40216.7%Step4Month41.5hrs20/da

y20120.0%WIPReductionPlanExampleAchievingWIPCapTypicallythecurrentWIPlevelwillbesignificantlygreaterthan

theWIPCaplevel.Therefore,aplanmustbedevelopedtoreducetheWIP.GenericPullSystem时间增值ExitsWIPPCTPCECurrentMonth01.5h

rs20/day10054.5%步骤1Month11.5hrs20/day8046.0%步骤2Month21.5hrs20/day6038.8%步骤3Month31.5hrs20/day40216.7%步骤4Month41.5hrs2

0/day20120.0%WIP降低计划达到WIPCap目前的WIP水平明显高于WIPCap的水平.因此，必须制定计划减少WIP.GenericPullSystemHowtoReleaseWIPintoaGenericPullSystemReleaselogicforGe

nericPullSystemsActualWIP>=WIPCapDonotreleaseanymoreworkintothisprocessflow.ActualWIP<WIPCapMoreworkshouldbereleasedintotheprocess(giventhatdemand>

0).TheamountofworkreleasedshouldmakeActualWIPapproximatelyequaltoWIPcap.ActionRequiredWIPStatusGenericPullSystem如何将WIP发放到普通拉系统中普通拉系统的发放逻辑实际WI

P>=WIPCap不发放任何的工单到流程中.实际WIP<WIPCap应该发放更多的工单到流程中去(给定的需求>0).发放的工单将让实际的WIP和WIPcap大致相等。需要采取的行动WIP状况GenericPullSystemGene

ricPullExercise:PartAGiventhefollowingInformation:AverageDemandis10units/dayCurrentMCTis20daysValueAddTime=8hoursF

abricationShop1shiftoperationthatworks5daysperweekAnswerthefollowingquestions:WhatshouldmyWIPcap(inunits)be?Howmuchinvent

oryshouldIdrainfromtheoperation?GenericPullSystem普通拉系统的练习:零件A已知下列信息:平均的需求是10单位/天目前的MCT是20天增值时间=8小时装配车间每周工作5天，一班运作回答下列问题:我的WIPcap(单位)将会是

什么?应该从工序中减少多少库存？GenericPullSystemGenericPullExercise:PartBUsingthecalculatedWIPcapfromPartAanswerthefollowingquestions:CurrentWIPlevelis105unitsa

ndmyMRPsystemwantsmetoreleaseaquantityof5unitsintothelinewhatshouldIdo?Why?CurrentWIPlevelis95unitsandmyMRPsystemwantsmetoreleaseaquant

ityof5unitsintothelinewhatshouldIdo?Why?CurrentWIPlevelis98unitsandmyMRPsystemwantsmetoreleaseaquantityof5units

intothelinewhatshouldIdo?Why?GenericPullSystem普通拉系统的练习:零件B用零件A部分的WIPCap计算结果回答下列问题:目前的WIP水平是105单位，我的MRP系统要求我发放一

个数量为50单位的工单到生产线上，我应该做什么？为什么？目前的WIP水平是95单位，我的MRP系统要求我发放一个数量为5单位的工单到生产线上，我应该做什么？为什么？目前的WIP水平是98单位，我的MRP系统要求我发放一个数量为5单位的工单到生产线

上，我应该做什么？为什么？GenericPullSystemHowtoDetermineUnitofMeasureforWIPControlConceptuallyallGenericPullSystemsareidentical,the

primarydifferencebeingtheWIPcontrolparameter.TheWIPcontrolparameteristheunitofmeasureforWIPusedtocontrolthepipel

ine.Threetypesofparametersareused:QuantityEquivalentUnitsTimeThemosteffectivemethodfordeterminingtheproperparameterisusingthe“CoefficientofV

ariation(CV)”fortheproductvalueaddtimes.GenericPullSystem如何决定WIP控制的量测单位概念性的普通拉系统都是同样的，主要的不同点在于WIP的控制参数.WIP的控制参数是指用来控制整个路径的WIP的度量参数.三种类型的指标被使

用:数量等价单位时间确定适合参数的最有效的方法是将“变量系数”用于产品增值时间。GenericPullSystemCoefficientofVariation(CV)TheCVoftheValueAddTimesisusedtodeterminehow

theworkloadinaprocessisaffectedbychangesinproductmix.Itismeasuredas:“CVisareasonablerelativemeasureofthevariabilityinaprocess.”–FactoryP

hysics,Hopp&SpearmanMeanStdDevCVGenericPullSystem变量系数(CV)增值时间的CV用来确定过程中的工作量是如何受混型产品变化影响的，按下式计算：“CV是过

程变异性相对合理的量测方法.”–FactoryPhysics,Hopp&SpearmanMeanStdDevCVGenericPullSystemExample2:CalculatingCVStd.Dev.(s)=Coeff.Var.(CV)=Mean(x)=Formulas:PartNu

mberTotalProcessValueAddTimea1b1.5c1.5d3e2f1g1h1.5I2.5TOTAL15n=9Mean=1.67StdDev=0.71CV=0.42nVAia)()1()(22nnxxnxsGenericPullSystem举例2:

计算CVStd.Dev.(s)=Coeff.Var.(CV)=Mean(x)=公式:零件全过程的增值时间a1b1.5c1.5d3e2f1g1h1.5I2.5TOTAL15n=9Mean=1.67StdDev=0.71CV=0.42nVAia)()1()(

22nnxxnxsGenericPullSystemSelectingWIPControlParameterTotalProcessValueAddTimeWIPControlParameterLowVariab

ility:CV<=0.75Quantity(Pieces)MediumVariability:0.75<CV<=1.33EquivalentUnitsorTimeHighVariability:CV>1.33TimeGeneri

cPullSystem选择WIP控制参数全过程增值时间WIP控制参数低变异:CV<=0.75数量(件数)中变异:0.75<CV<=1.33等价单位或时间高变异:CV>1.33时间GenericPullSystemExample3:

IdentifyingWIPControlParameterReferenceHandoutsforanalyticaldetailLowVariabilityMediumVariabilityHighVariabilityMean(x):1.673.704.56StdDev(s):0.71

3.916.59CV(s/x):0.421.061.44Parameter:QuantityEquiv.Units/TimeTimeResizingFrequency:QuarterlyMonthlyWeeklyGenericPullSystem

举例3:确定WIP控制参数详细分析参考分发的资料低变异中等变异高变异Mean(x):1.673.704.56StdDev(s):0.713.916.59CV(s/x):0.421.061.44参数:数量等价单位/时间时间调整规模大小的频次:每季度每月每周Ge

nericPullSystemExample4:CalculatingEquivalentUnitsHighestvolumeproductrepresentsequivalentunitProductVATime(Hrs/Piece)Demand(Pie

ces/Week)EquivalentUnitsa565/10=0.5b1010=Equivalent10/10=1.0c20220/10=2.0d40440/10=4.0n=4x=18.75s=15.48CV=0.83GenericPullSystem举例4:计算等价单位最高产

量的产品代表等价单位产品增值时间(小时/件)需求(件/周)等价单位a565/10=0.5b1010=等价数10/10=1.0c20220/10=2.0d40440/10=4.0n=4x=18.75s=15.48CV=0.83GenericPullSystemPerformanc

eMeasurementsofaGenericPullSystemPullSystemeffectivenessmeasurementsMCTandMCTVarianceMCEActualvs.TargetWIPAdditionalmeasureme

ntsWIPTurnsBacklogbyOrder,PartandAgeOn-TimeDeliveryQuantityofDailyCompletionsRefertoDashboardbestpract

iceforspecificsGenericPullSystem普通拉系统的绩效评估拉系统的效力量测MCT和MCT的变化量MCE实际的WIPvs.目标的WIP其他的量测WIP周转次数按订单、零件及期限分类订货准

时交货日完成数量详细信息查阅最佳实践的宣传板GenericPullSystemTakeawaysUnderstandtheimportanceofGenericPullAbletosize(calculate)aGenericPullSystemHowtoapplythisb

estpracticeGenericPullSystem总结理解普通拉系统的重要性能够去计算一个普通拉系统的规模如何去应用这一最佳实践GenericPullSystemMeasureAnalyzeControlImproveLeanSixSigmaAntennaExerciseRunE

xercises1-4RecordResultsandObservationsDiscussExercises1-4MeasureAnalyzeControlImproveLeanSixSigma天线练习练习1-4记录结果和观察信息讨论练习1-4LearningObjectivesD

emonstratethefundamentalrelationshipbetweenWIP,CycleTime,andThroughputDemonstratetheWIPimpactonaprocessDemonstratethebottlenec

kimpactonaprocessRecordeachsimulationresult/observationanddiscussindetailGenericPullSystem课程目的示范WIP、周转时间和生产能力的基本关系原理示

范在流程中WIP的影响示范在流程中的瓶颈影响记录每个模拟的结果/观察和讨论细节GenericPullSystemWhat’sinItforMe?Visuallyseetheimpactofbarriers(WIP

andBottleneck)onaprocessHowtocalculatecycletimeinthisexerciseandotherapplicationsGenericPullSystem我学到了什么?真实的看到在流程中瓶颈的影响（WIP和瓶颈）如何去计算在这个练习和其他应用中的

周转时间GenericPullSystemTeamExercise:AntennaFactoryExercise#1Startwithemptyline(WIP=0)BuildoneantennaRecordresultsExercise#2Sta

rtwithWIP=4BuildfourantennasRecordresultsExercise#3StartwithWIP=8BuildeightantennasRecordresultsExercise#4StartwithWIP

=0Operation#2-BottleneckRunsimulationfortwominutesRecordresultsGenericPullSystem团队练习:天线工厂练习#1从零开始(WIP=0)建一个天线记录结果练习#2从WIP=4开始建4个天线记录结果练习#3

从WIP=8开始建8个天线记录结果练习#4从WIP=0开始操作员#2–瓶颈运行模拟2分钟记录结果GenericPullSystemExerciseCycleTime#1#2#3#4Team1Team2T

eam3Team4Team5Team6WIPExitsExerciseResultsGenericPullSystem练习的周转时间#1#2#3#4队1队2队3队4队5队6WIPExits练习结果GenericPul

lSystemOperators1through4ProductionSupervisorrecordsthecycletimeandthroughputofeachrunExerciseRolesInsertScrewAttachAntennaBaseOperatorperformsthet

askoftheoperationassignedAttachSideLeg1AttachSideLeg2GenericPullSystem操作员从1到4生产主管记录每次的周转时间和生产能力练习的角色

嵌入螺丝装上基础天线操作员按照给定的任务去完成装上脚1装上脚2GenericPullSystemExerciseObservationsAslongasthereisnoqueuetime(WIP=1-4),thecycletimeisroughlyequaltot

hesumoftheprocesstimesorvalueaddtime(VA).TherateatwhichAntennasarecompleted(throughput)ismaximizedwhenthereisnoidletime(WI

P=4-8),anditisgovernedbytheslowestoperation.WhenWIP=4antennas,thereisnoqueuetime(minimumcycletime)andnoidletime(maximumthroughput)

,thisisthecriticalWIPlevel.ForanyWIP>CriticalWIP,cycletimewillincreasewithnoincreaseinthroughput(assumingnovariability).Thereexis

tsafundamentalrelationshipbetweenWIP,CycleTimeandThroughput.Whatisit?WIPCTExits160sec1/min460sec4/min8120sec4/minGenericPullSystem练

习的观测报告在这里是没有排队等待时间(WIP=1-4),周转时间大约等于工序时间的总和或者增值时间(VA).当没有空闲时间时(WIP=4-8)，天线的完成比率（生产能力）是最大的,并且比率被最慢的那个工位所控制.当WIP=4个天线时,流程中没有等待时间(最小的周转时间)并且没有空闲时间(最

大的产能),这就是关键WIP水平.对于任何WIP>关键WIP,周转时间将被延长而生产能力并没有被提升(假设没有可变性).在WIP、周转时间和生产能力间存在这一个基本的关系。它是什么？WIPCTExits160sec1/min460sec4/min8120se

c4/minGenericPullSystemTakeawaysUnderstandtherelationshipbetweenCycleTime,WIP,andThroughputBetterunderstandinghowtoimp

actcycletimeGenericPullSystem总结理解周转时间、WIP和生产能力间的相互关系更好的理解如何去影响周转时间GenericPullSystem