OPF一个流改善流程标准作业-StdWork.ppt

Rev. 10/18/04 OPF 一個流改善流程標準作業 Standard WorkPresented By: Copyright 2004 NEXT LEVEL Partners, LLC All rights reserved. Rev 1/16/2007 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 2 Kaizen Event Rules 1.There is no rank among team members 2.Keep an open mind to change 3.Involve associates from the Kaizen area 4.Allow area associates to review new layouts plans succeed only if gains are sustained 13. Just do it! 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 3 Seven Wastes Quality Defects Overproduction Inventories Transportation Waiting Over Processing Excess Motion 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 4 Lead Time Reduction Voice of Customer Sales Order Administration Engineering Purchasing Manufacturing Test Shipping Field Installation Cycle Time Voice of Customer Sales Order Administration Engineering Purchasing Manufacturing Test Shipping Field Installation Manufacturing Focused Improvements Voice of Customer Sales Order Administration Engineering Purchasing Manufacturing Test Shipping Field Installation Total Value Stream Focused Improvements 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 5 Value Added? Value Added Process Steps Or Activities That Change A Raw Material Or Information Into A Product Or Service For Which The Customer Is Willing To Pay Non-Value Added Nonessential Steps Or Activities That Increase Process Time And Add Costs Rather Than Value We Must Think From The Customers Perspective When Determining Value! 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 6 Traditional Layout And Flow Turning Department Assembly Department Test Dept. Cleaning & Deburring Department Packing Department Machining Department Stock Room 1 2 3 4 5 6 7 8 9 10 11 Customer 12 Problems Part And Operator Travel Batch Manufacturing Significant Waiting Safety Issues Big Quality/Rework Problems Long Lead Times Significant Work In Process Potential For Overproduction Bad Flow Of Parts And Information 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 7 Cells And One Piece Flow Benefits Improved Safety Better Quality Shorter Lead Times Lower Cost Higher Customer Satisfaction Less Floor Space Less Work In Process Eliminates Most Of The 7 Wastes Turn Final Assy Test Clean/ Deburr Machine Machine Pack Sub Assy Raw Material Customer 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 8 One Piece Flow: Lead Time = 8 Minutes Using one piece flow, inventory is reduced and quality is improved! Elapsed Time (Min) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 60% Reduction in Lead Time Flow Production Machine Sub Assembly Machine Turn Packing 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 9 VS HOLD ON! The customer says she only wants one per hour! Push Systems Lead To Overproduction And Other Wastes! 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 10 Kaizen-Continuous Improvement Literal Definition Kaizen Means Change For The Better. Kai Comes From The Word Change And Zen Means For The Better Practical Definition A Team Based Process To Implement The Tools And Philosophies Of Lean To Reduce Waste And Achieve Flow With The Purpose Of Improving Both External And Internal Customer Satisfaction . A Continuous Process 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 11 What is Standard Work? A Process To Create Cells, Understand The Customer Demand, identify The Process Capacity/Bottlenecks, Set The Proper Staffing, And Define The Activities Of Each Associate Working In The Cell Once In Place, Standard Work Becomes The Method By Which We Manage The Cell Going Forward 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 12 What Is A PQPR Analysis? Part Quality/Process Route Analysis A Method For Detailing How Our Products Flow Through Our Factory We Use PQPR To Identify Families Of Products That Could Flow Through A Cell Together Perform PQPR Analysis 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 13 PQPR What Are You Looking For In The PQPR? Products That Follow Similar Patterns Dont Be Overly Concerned By Process Steps That Can Be Easily/Cheaply Replicated Can You Take The Equipment For A Process Step And Dedicate It To The New Cell? Is The Process Step A Shared Resource? Use The 80/20 Rule To Develop A Cell That Covers Most Of The Demand Perform PQPR Analysis 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 14 Takt Time How Frequently A Quality Piece Must Be Produced To Meet The Customers Expectations Total Available Time Total Customer Requirement = Calculate Takt Time For Cell 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 15 Calculating Takt Time Hours X 60 Minutes = Total Minutes/Shift - Breaks - Wash Up - Clean Up - Team Meeting - Other = Total Minutes Available/Shift Minutes Available X 60 Seconds = Total Seconds Per Shift Seconds Divided By Pieces/Shift =Seconds/Piece Takt Time =Seconds/Piece We Will Now Use This Takt Time To Design Our Cell With The Appropriate Associates And Machines So That We Can Properly Support Customer Demand 8480 30 10 15 10 0 415 41524,900 24,90041560 60 Calculate Takt Time For Cell 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 16 Takt Time vs Cycle Time Takt Time Is How Frequently A Quality Piece Must Be Produced To Meet The Customers Expectations Cycle Time Is The Amount Of Time It Takes A Machine Or Operator To Complete One Full Cycle Of The Process Cycle Time Takt Time What We Need To Do What We Can Do Calculate Takt Time For Cell 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 17 Time Observations Sheets Breaks The Steps In A Process Into Individual Tasks Documents The Time It Takes To Complete Each Task In A Process Process Capacity Sheets Documents The Cycle Time For Each Machine In A Process Identifies Bottlenecks Perform Time And Process Capacity Observations (Note Any Waste) 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 18 Perform Time And Process Capacity Observations (Note Any Waste) 0:00 0:07 0:09 0:23 0:36 Hit Cycle Start Hand Touches Door Hit Cycle Start Pick Up Part Hand Touches Door Pick Up Wrench Load And Unload First Machine/Cycle Start 1 Walk To Lath2 Load and Unload Lath/Cycle Start 3 Perform Sub Assembly Operation 5 Walk Back To First Machine 6 Walk To Assembly Bench 4 0:17 0:42 0:47 0:50 0:59 1:09 0:56 1:13 1:19 1:21 1:32 1:43 1:28 1:48 1:56 1:58 2:09 2:19 2:04 2:23 2:29 2:32 2:41 2:53 2:38 2:57 3:02 3:04 3:14 3:11 Break 7 2 8 13 6 6 5 3 6 10 4 3 6 2 7 11 5 4 8 2 6 10 4 5 6 3 6 12 4 3 5 2 7 3 5 4 6 10 4 3 5 2 87 11 5 5 7 3 7 10 4 3 6 2 6 12 6 4 0:00 0:05 0:09 0:18 0:28 0:15 0:32 0:37 0:39 2:11 2:22 2:06 2:27 2:34 2:37 2:47 2:57 2:44 3:01 3:07 3:09 3:19 3:31 3:15 3:37 5 2 6 3 10 4 304231353534323436 +1 5 2 3 6 11 4 31 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 19 Notes On Time Observation Sheets Break The Process Into Individual Tasks Break Out Walk Times Break Out Loading And Unloading Machines Define What Your End Point Of Each Task Will Be So You Know When To Record The Time Work In Teams Of 2 Keep The Stop Watch Running And Record The Ongoing Time Calculate Task Times Later Circle Non Routine Timings When You Are Observing The Operator Perform Time And Process Capacity Observations (Note Any Waste) 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 20 ABCDEF C=B/AF=C+D+E GH JK G=J/F If GK then H=No If G Takt Time Testing Cycle Takt Time Assembly Task (That Can Not Be Broken Into Smaller Steps) Takt Time Where Can We Find Out If We Have A Bottleneck? Do You Have A Bottleneck? 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 26 Good Cell Layout Keys To Good Cell Design 1.Let The Process Determine The Flow 2.U-shaped, Counter Clock Wise Flow 3.No Barriers To Flow 4.Multi-skilled Operators 5.Machines And Assembly Areas Are Narrow 6.Narrow Aisle 7.Machines In Close Proximity, Little Walking Distance 8.Build Quality Into The Process 9.Adjust Individual Machine Or Process Cycle Time To Takt Time 10. Designed For Flexible Manning 11. Remove The Seven Wastes! Determine Cell Design Use Try Storming 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 27 Cardboard Cut Outs Create A “Footprint” Of The Cell Using Cardboard Can Visualize The Cell Try Multiple Layouts Involves Everyone Identify Problems Keep It Simple! We Are Not Looking For Perfection, Just To Learn Of Problems While They Are Easy To Fix Determine Cell Design Use Try Storming 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 28 Part Flow vs Operator Flow Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm Determine Operator Flow Versus Part Flow 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 29 How Many Operators Do We Need? + Manual Time Observations Sheet 1 + Manual Time Observations Sheet 2 + Manual Time Observations Sheet 3 + Manual Time Observations Sheet 4 + Manual Time Observations Sheet 5 = Total Manual Time Total Manual Time Takt Time Operators 45 22 42 109 109 601.8 Determine Operator Flow Versus Part Flow NL-P Rule Of Thumb: If The Fraction Of Operators Is .25 Then Round Up 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 30 How Should We Load The Operators? Historical Method Takt Time Opr 1Opr 2Opr 3Opr 4Opr 5 Least Operator Method Takt Time Opr 1Opr 2Opr 3Opr 4Opr 5 Determine Operator Flow Versus Part Flow Waste 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 31 Standard Work Combination Sheet Roadmap For Operators On Tasks They Need To Perform, In The Order They Need To Be Performed And The Time For Each Task Need One Standard Work Combination Sheet For Each Operator In The Cell Get The Data From The Time Observation Sheets And Process Capacity Sheet Manual Work Machine Work Walking Complete Following: -Standard Work Combo -Operator Loading Chart -Cell Layout Sheet 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 32 TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 Complete Following: -Standard Work Combo -Operator Loading Chart -Cell Layout Sheet 12/17 10 10 1 2 3 4 5 6 7 8 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 33 Perform Sub-Assy Process1004 Unload/Load Drill #2, Hit Cycle Start 746 2 Clean/Deburr Part 903 Perform Final Assy Process703 TT Check Drilled Hole505 Complete Following: -Standard Work Combo -Operator Loading Chart -Cell Layout Sheet 0 2/17 10 10 1 2 3 4 5 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 34 Complete Following: -Standard Work Combo -Operator Loading Chart -Cell Layout Sheet # 1 60 sec 53 sec #2 60 sec Standard Work Operator Loading Chart 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 35 Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm Standard Work In Process (WIP) Standard WIP Is The Number Of Pieces Required To Allow The Cell To Flow Properly = Symbol for Standard WIP 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 36 2” and 3” Ball Valves2/16FWV4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 37 2” and 3” Ball Valves2/16FWV4152 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 38 What is a SW Playbook? A Playbook Is A Set Of Standard Work Forms That Allows Us To Quickly React To Changes In Takt Time By Implanting Different Numbers Of Operators So That We Can Meet The Changes We Create A Playbook Each Time To Do A Standard Work Kaizen So That We Are Prepared When Takt Time Changes Generally We Calculate The Number Of Operators Required To Meet Current Takt Time And Then Do Playbooks For +1 And -1 Operators. Therefore If We Currently Calculate The Number Of Operators Needed In A Cell As 4, Then We Would Set Up A Playbook For 3, 4 And 5 Operators. P 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 39 Standard Work Playbook 38 sec #3 37 sec #2 38 sec #1 TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 2” and 3” Ball Valves2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 2” and 3” Ball Valves2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm 2” and 3” Ball Valves 2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm Three Operators # 1 57 sec 56 sec #2 TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 2” and 3” Ball Valves2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 2” and 3” Ball Valves 2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm Two Operators Operator Loading ChartProcess CapacityCombination SheetCell Layout Sheet P # 1 113 sec TT Pick Up Raw Material20 Unload/Load Drill #1, Hit Cycle Start 5450 Unload/Load Lath, Cycle Start 6430 Unload/Load Tester, Cycle Start 3452 Pack/Box Finished Part2002 Place Part on Finished Goods Pallet 204 2 Check Threads403 Check Drilled Hole302 12/17 10 10 1 2 3 4 5 6 7 8 One Operator 2” and 3” Ball Valves 2/16 FWV 4151 660 Sec120 Sec Turn Final Assm Test Clean/ DeBurr Machine Machine Pack Sub Assm 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 40 The Cycle of Change DenialCommitment Exploration Resistance Where Are You Today? Will You Get To A Stronger Commitment? 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 41 Hours X 60 Minutes = Total Minutes/Shift - Breaks - Wash Up - Clean Up - Team Meeting - Other = Total Minutes Available/Shift Minutes Available X 60 Seconds = Total Seconds Per Shift Seconds Divided By Pieces/Shift =Seconds/Piece Takt Time =Seconds/Piece Takt Time Calculations 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 42 Waste NumberWaste DescriptionWaste Location Quality Defects Overproduction Inventories Transportation Excess Motion Variation Waiting Over Processing 1 2 3 4 5 6 7 8 9 10 11 12 13 14 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 43 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 44 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 45 How Many Operators Do We Need? + Manual Time Observations Sheet 1 + Manual Time Observations Sheet 2 + Manual Time Observations Sheet 3 + Manual Time Observations Sheet 4 + Manual Time Observations Sheet 5 = Total Manual Time Total Manual Time Takt Time Operators NL-P Rule of Thumb: If the fraction of Operators is .25 then Round Up 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 46 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 47 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 48 Rev. 10/18/04 5S Visual Management Presented By: Copyright 2004 NEXT LEVEL Partners, LLC All rights reserved. Altivity 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 50 What Is 5S? Why 5S? 5S is a Process to ensure the following in our manufacturing/office work place Safety Cleanliness Orderliness Productivity 1S Sort 2S Set in order 3S Shine 4S Standardize 5S Sustain 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 51 5S Descriptions 1S Sort Distinguish between what is necessary to have in the area to support the process and what is Unnecessary. Red Tag the Unnecessary. 2S Set in order Organizing the necessary items so that they can be easily used and returned. Label everything. 3S Shine Cleaning Equipment, Floors, Desk, Shelving, and Furniture in all areas of the workplace 4S Standardize Maintaining and improving the standard of the first three Ss. 5S Sustain Achieving the discipline and habit of properly maintaining the correct 5S Program 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 52 Sort Identify the Items Truly Needed Who uses it? What do we use it for? How frequently do we use it? Do other people have the same thing? Distinguish between what is necessary to have in the area to support the process and what is Unnecessary. Red Tag the Unnecessary. 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 53 Sort Items to Review Transactional AreasManufacturing Areas FilesShelves/Cabinets DeskSpare Inventory CabinetsTooling/Fixtures BooksMaterial Packing PaperSupplies Office SuppliesTables Catalogs/BrochuresMachines ShelvesSupplies FormsDrawings/Prints Distinguish between what is necessary to have in the area to support the process and what is Unnecessary. Red Tag the Unnecessary. 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 54 Sort Red Tag Red Tag is a process for visually identifying all items that are potentially unnecessary, but not obviously trash Area/Cell Red Tag Card Tag # Tagged ByDate Tagged Category Tooling Supplies Equipment Office Materials Books/Paper Raw Material WIP Finished Goods Furniture Cabinets OTHER:_ Item NameItem Qty Reason Item Was Tagged Disposition Required Discard Store in Cell Long Term Storage Reduce Inventory Sell/Transfer OTHER _ Action TakeDateAction By 5S/VM 1/2/07 ALT5S/VM Rev 010/18/04 55 Sort/Red Tag Process 1) Examine the work place 2) Take Pictures to document the area before 3) Identify items that are unnecessary 4) Obvious unnecessary items should be discarded 5) Other potentially unnecessary items should be Red Tagged and placed in the Red Tag Area 6) After 30 days anything in the