基于VSM/A的单件工程式生产精益分析

为在单件工程式生产企业推行精益生产,应用VSM/A绘制HT汽轮机厂某转子生产的现状价值流图,确定生产中存在的非增值环节。应用拉动式看板、均衡生产、准时化物流等精益生产理论,缩短非增值时间并绘制未来价值流图。通过方案实施,增值时间缩短了71 h,非增值时间缩短了28 d,搬运距离缩短了1 756 m,增值比增加了448%,证明了应用价值流图技术对单件工程式生产企业进行精益分析具有良好的实用价值。     

A simulation-enhanced value stream mapping approach for optimisation of complex production environments

Value stream mapping (VSM) is a widely adopted method for transformation of production environments into a lean operational state. The straightforwardness as well as the completeness, with which processes are analysed and optimised, are key to the success of the method originating from the automotive industry. However, these attributes of the ‘paper and pencil’ approach result in limitations when applying VSM in complex production environments. This research paper targets to overcome these limitations, specifically in production environments involving significant demand variability, complex routing and cost factors which potentially increase with lean implementation. For this purpose, an enhanced VSM method is developed, which utilises discrete event simulation (DES). The method features a feasibility and trade-off analysis which is incorporated into the VSM procedure. A case study covering a process of exhaust gas purification catalyst production is then conducted to test the newly developed method. The VSM project yields a shop floor lead time reduction from 11.4 to 1.4?d. The additional DES feasibility and trade-off analysis determines customer demand fulfilment and quantifies the monetary benefit of the future state. In that way, potential iterative implementation which is inherently oppositional to the lean philosophy is avoided.     

Extending value stream mapping: the synchro-MRP case

Nowadays, value stream mapping (VSM) is recognised as the main tool for implementing lean manufacturing. Unfortunately, it always leads to pure pull systems and discourages the adoption of hybrid push/pull ones, although their superiority has been proven in several industrial settings. Due to these issues, this paper presents an enhancement of the standard VSM, which supports the user in designing the future state map of a synchro-MRP system. This new tool includes new mapping icons, simple mathematical formulas and operating guidelines that make it possible to assess the benefits of a synchro-MRP system, with respect to the usual kanban or CONWIP ones. In order to demonstrate the quality and the practical utility of the proposed approach, an industrial application of relevance is finally presented.     

Requirements in performance measurement systems of construction projects from the lean production perspective

Performance measurement (PM) generates useful data for process control, facilitates communication between different sectors, and helps to align efforts on the most important aspects of the business. Thus, PM plays a key role in the management of projects and organizations. PM is also important in the implementation of lean production principles and methods, such as reducing the share of nonvalue-adding activities, increasing process transparency, building continuous improvement into the process, and benchmarking. Moreover, the adoption of the lean production philosophy requires changes in PM. Despite its importance, limited studies have been conducted on the use of PM systems for assessing the impact of lean production programs in construction projects. In addition, studies on how lean companies (or projects) use performance measurement and to what extent the indicators adopted reflect the result of actions that have been undertaken are limited. This study proposes a set of requirements in PM systems of construction projects from the perspective of lean production and a taxonomy of performance metrics for lean production systems. Five empirical studies have been carried out on construction companies from South America involved in the implementation of lean production systems. The scope of this investigation is limited to the construction projects as production systems rather than PM at the level of construction organizations.     

Evaluation of value stream mapping in manufacturing system redesign

The value stream mapping (VSM) technique, developed within the lean production paradigm, was presented as an innovative graphic technique to help practitioners redesign production systems. This paper presents the results of a project whose main purpose is to evaluate the real applicability of VSM to redesign disconnected flow lines based on manufacturing environments with a diversity of logistical problems. The research was developed using multiple case study methodology in six industrial companies. The experiences have served to highlight the following results: (1) the validity of VSM as a redesign tool is confirmed; (2) resources required for the application process are established; and (3) the differences between theoretical concepts proposed by VSM and their real-world practical applications are indicated and analyzed. These results have led to conclusions relating to: (1) communication solutions for practitioners to obtain maximum efficiency when using VSM; and (2) definitions of theoretical development points for VSM to become a reference among redesign techniques.     

From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study

Though lean manufacturing has been widely recognised for its effectiveness in continuously improving productivity, product quality, and on-time delivery to customers, the cost for hiring a full-time lean manufacturing engineer has kept many small businesses from implementing lean in their facilities. This paper presents a case study of lean implementation at a small manufacturer in the United States. Starting with collecting process information, a current value-stream map was created that reflected the current operation status. A future value stream map was then proposed to serve as a guide for future lean activities. Next, hurdles that kept the company from moving towards future state were identified. The ‘5 whys’ method was employed to reveal the root cause for each hurdle, followed by kaizen events proposed as solutions. In this case study, two kaizen events were proposed. For the first kaizen event, Taguchi experiment design was used to find the optimal machining parameters that reduced variation in a plasma cutting process. It consequently eliminated rework time and improved productivity. In the second kaizen event, implementation of rabbit chasing increased the system flexibility and consequently reduced inventory levels between work stations.     

An environment for measuring and improving the quality of object‐oriented software

It is widely accepted that more widespread use of object‐oriented techniques can only come about when there are techniques and tool systems that provide design support beyond visualizing code. Distinct software metrics are considered as being able to support the design by indicating critical components with respect to various quality factors such as maintainability and reliability. Unfortunately, many object‐oriented metrics were defined and applied to classroom projects, but no evidence was given that the metrics are useful and applicable—both from an experience viewpoint and from a tools viewpoint—for industrial object‐oriented development. Distinct complexity metrics have been developed and integrated in a Smalltalk development support system called SmallMetric. Thus we achieved a basis for software analysis (metrics) and development support (critique) of Smalltalk systems. The main concepts of the environment including the underlying metrics are explained, its use and operation are discussed and some results of the implementation and its application to several industrial projects are given with examples. Copyright © 1999 John Wiley & Sons, Ltd.     

A novel approach to lean control for Taiwan-funded enterprises in mainland China

The lean control approach has been successfully applied to reduce waste and improve customer service in numerous Taiwan-funded enterprises. Although numerous models have been developed to overcome its limitations, such as determining unnecessary moving, unnecessary inventory, and redundant transportation, they do not, however, identify focused stages in which to start lean control. To secure Taiwan-Funded Enterprises in Mainland China (TFEMC), in this paper, after using value stream mapping (VSM) to show the current state of manufacturing processes, rough set theory is adopted and used to identify types of focused stages, where lean controls are most required. A generalised label-correcting algorithm is then developed to determine the desired stages of lean manufacturing, which are difficult to show in the VSM. This methodology is suitable for a repetitive manufacturing environment of mixed type, i.e., job shop and flow shop, and achieves the following objectives: 1. Decreasing work in progress (WIP) inventory.

2. Reducing inventory and logistics cost globally.

The approach is novel and the illustrated case could be a role model of TFEMC because different types of problems can be solved with one algorithm; the reduct rules can be inducted to determine focus stages efficiently; and waste is reduced from the viewpoint of system thinking.     

精益生产技术在汽车制造业的应用

针对国内汽车制造业精益生产实施的现状,结合多年来在上海通用汽车供应商中推广精益生产的经验和教训,提出了精益生产的推进应按照精益原则、精益组织、精益现场、精益价值流、精益布局、精益设备和工装、精益物流的方法和原则进行,从而推进企业的不断改善．适应当前汽车业多品种、小批量的生产特点和趋势。     

IT investments and business performance improvement: the mediating role of lean manufacturing implementation

The main purpose of this study is to examine whether the application of current information technology (IT) and different principles of lean manufacturing (LM) are interdependent and complimentary or they are mutually exclusive. This study draws on the so-called IT-enabled organisational capabilities perspective to study the relationships between IT, LM and business performance improvement. Using a questionnaire-based survey, the data come from 231 leading Iranian and Malaysian auto-part manufacturers. The findings suggest that LM and IT are mutually interdependent and value of IT investments can be effectively transformed into business performance improvement for auto-part manufacturers through the higher levels of lean manufacturing system (LMS) implementation. Advanced manufacturing technology (AMT) competency is a valuable intermediate capability which links IT investments into LMS implementation. It was found that IT investment is one of the minimum requirements of LMS implementation for surveyed business, and the value of IT investment is truly transformed to LMS implementation when IT investments offer competent administrative AMTs to effectively manage all production processes. Findings also recommend that managers should avoid isolating the performance metrics only on areas such as net financial measures, while assessing the business value of IT and LM.     

Developments of traditional value stream mapping to enhance personal and organisational system and methods competencies

This paper presents developments of traditional value stream mapping (VSM) related to enhancing system and method competencies of both individuals and organisations. Since systematic immersions in traditional VSM – a highly accepted technique for improving production systems – are necessary, this paper describes from a production research point of view approaches for systematic productivity increases, reduction of lead time and an approach to improve sustainability indicators of value streams. The introduced developments of VSM focus on the entire flow and on details, thus creating synergies for designing and improving value streams, processes and work systems both economically and ecologically. On the one hand, this paper shows how practical approaches respectively rationalisation concepts (Lean principles, VSM, Process Management, short-cyclic improvement routine, Methods-Time Measurement) are used in industry in order to manage and improve processes and value streams. On the other hand, sustainability management can be supported on shop floor with utilisation of VSM. It aims to extend the view on value streams of both researchers and practitioners in sense of system and methods competencies.     

Analysing the effects of Lean manufacturing using a value stream mapping-based simulation generator

Value stream mapping (VSM) has become a popular implementation method for Lean manufacturing in recent years. However, its limitations such as being time-consuming, its inability to detail dynamic behaviour of production processes and to encompass their complexity, have spurred us to turn to simulation. This paper introduces two new elements to the value stream mapping method. First, it describes how the value stream mapping paradigm (VSMP) can be adapted for use in simulation, introducing specially designed VSM objects. Secondly, based on the VSMP and these objects, it presents a formal modelling method and its related database structure, that drives a generator which automatically yields a simulation model of the value stream map. In this way, a model generator, using the set of objects and the model database, can generate simulation models of Current and Future VSM scenarios quickly and automatically. Additionally, algorithms for converting raw ERP data and information from a VSM drawing into tables of the structured database are developed. Finally, the formal modelling method is applied to a real company case. A Current State model of the manufacturing system and three scenarios of Future States are generated to see the effects of Lean when transforming part of the system from push to pull.     

Scrap value stream mapping (S-VSM): a new approach to improve the supply scrap management process

In this work, an innovative methodology to improve the Supply Scrap Management Process (SSMP), based on Value Stream Mapping (VSM), is presented. VSM is one of the best tools to map a process and eliminate its critical issues, that produces good results if applied to production processes, but can be ineffective for management processes as the SSMP. Therefore, the main objective of this work is to overcome this limitation. The proposed approach taking the name Scrap Value Stream Mapping (S-VSM) and integrates concepts from VSM and other Lean Production (LP) and World Class Manufacturing tools. It is structured in five steps. The definition of the process borders and the identification of categories of loss through the first four steps of Cost Deployment is the first step. Then, the SSMP is subdivided in its Accounting and Physical Streams and the current state is drawn. Next, wastes and critical issues are analysed and their root causes are determined using some of LP tools. In step four, improvements are proposed and the future state is drawn. Furthermore, potential savings, in terms of €, are estimated. In the last step, a methodology to monitor the effects of implemented improvements is defined. A case study taken from the application of the S-VSM within automotive company is presented.     

Designing lean value streams in the fourth industrial revolution era: proposition of technology-integrated guidelines

Despite the envisioned interrelations, the way Industry 4.0 (I4.0) technologies can influence the design and implementation of lean value streams is still unknown and little empirical evidence is found in the literature. This article aims at proposing guidelines integrated with I4.0 technologies for designing lean value streams. We gathered experts’ opinions regarding the relationship between guidelines for designing a lean value stream and I4.0 technologies. The identification of the most important relationships provided arguments for the proposition of enhanced guidelines for designing lean value streams within the Fourth Industrial Revolution context. The integration of I4.0 technologies into the guidelines for designing a lean value stream raises a distinct approach that benefits from the simplicity and efficiency of Lean Production with ease and agility of the technologies typical of the Fourth Industrial Revolution. Such technology-integrated guidelines may allow overcoming existing barriers while lead companies to superior performance results.     

A decision framework for maximising lean manufacturing performance

Since the development of the original value stream mapping (VSM) by Taichi Ohno at Toyota, a number of authors have suggested several additional VSM tools to understand and improve the value stream through waste reduction. A single best VSM tool, though effective in dealing with a certain waste type, becomes redundant as other wastes take centre stage and/or organisational priorities change. To overcome this, a decision framework based on a novel formulation of the integrated analytical hierarchy process (AHP) – pre-emptive goal programming (PGP) has been proposed. This framework not only guarantees accurate selection of an ideal VSM tool, based on the current organisation's priorities, but also aids the decision maker to arrive at the optimum implementation sequence of a chosen set of VSM tools to identify and reduce all wastes present in the system, thereby maximising organisational performance in the shortest timeframe.     

A Conceptual Map of the Lean Nomenclature: Comparing Expert Classification to the Lean Literature

Abstract

Although the implementation of lean can yield improvements in organizational performance, the literature suggests that most organizations are unable to effectively sustain the results from lean implementation efforts. The lack of clarity related to lean concepts may be a cause of unsuccessful implementation. In this work, we seek to clarify conceptual ambiguity in the lean nomenclature. Using an extensive literature review, we document lean principles, practices, and performance measures. Results from a survey of lean experts were used to investigate the relationship between lean principles and practices. Findings from the literature and from the expert survey were synthesized to develop a visual representation of the lean nomenclature. This conceptual map is intended to aid practitioners by increasing clarity of important lean concepts and thus, the probability of successful implementation.     

pH值调节剂对MnZn铁氧体纳米晶形成及磁性能影响

用硝酸盐-柠檬酸溶胶凝胶自燃法获得锰锌铁氧体（MZF）纳米晶。采用TG-DTA,XRD、VSM等方法对不同种类pH调节剂和不同pH值处理的凝胶热分解过程及产物的性能进行了表征结果表明：溶胶pH值和溶胶pH值调节剂对锰锌铁氧体纳米晶的形成有很大的关系。氨水调节凝胶的自燃点温度会随着溶胶的pH值从3．4增加到10而从196℃变到207℃。用乙二胺调节pH值,可以控制锰锌铁氧体纳米晶颗粒在19nm和57nm间变化。乙二胺调节pH值的系统热分解反应速度比氨水调节的系统反应速度慢,其反应生成粉体的饱和磁化强度为60emu／g,而氨水调节的系统生成粉体的饱和磁化强度为70emu／g。乙二胺调节系统生成粉体的矫顽力在pH值大于7后会有所增大。     

空调生产中的价值流分析及其改善

美的集团在现有空调生产过程中引入价值流管理.在实施过程中同时结合动作分析.SOE分析以识别现有价值流中的增值和非增值环节,进而基于5W1H、ECRS原则对现有生产线进行平衡、改善.最终形成价值流创新方案.经实测比较:目标生产线改善后生产效率提高50%.周期缩短2377S.能满足现有市场需求.