WCM审核标准.pptx

WORLD CLASS MANUFACTURING PLANT AUDIT clarify evaluation standpoints and levels; and establish a system of (at least) every four months on-site audits by senior managers. This is indispensable for eliminating accidents. Safety (Proactive) 1. Safety step 6 2. Safety RCA + 10. Employee satisfaction 3. System to create motivation 9. Body age 4. Intrinsic safety design for equipment 5. Intrinsic safety design for workshop 14 6. Safety step 7 8. Health advice 7. Health campaign Safety (Proactive) 1. Safety step 6 : Team initiated safety activities 2. Safety RCA + TWTTP + human error identification at one of three phases (perception, judgment and action) and its proper countermeasures 3. System to create motivation to record all kinds of near misses, unsafe condition and acts. 15 4. Intrinsic safety design for equipment and process 5. Intrinsic safety design for workshop and plant 6. Safety step 7 : System to make people not able to make mistakes 7. Health campaign 8. Health advice to include well-being programs 9. Checking body age and actual age 10. Employee satisfaction with health and safety Level 4 Level 5 6. Team initiated safety * Proactive approach to safety 7. Fully implemented 2 safety management Level 6 3 4 5 The seven levels of safety Level 7 16 Level 1 Level 2 Level 3 1. Setting safety organization 2. Model areas selection * Safety matrix * Safety EWO to accidents, medications 5. Autonomous safety 4. Further detail root causes analysis * Safety EWO to near misses, unsafe conditions and acts 3. Step by step extension * Model areas : Step 4 zero accidents, zero medications 1 Expansion and development 17 The seven levels of safety 1. Setting safety organization * Appointed person for safety * Reports of accidents, medications and countermeasures * Safety pyramid * Register and compliance analysis of national safety requirements 2. Model areas selection and creation of know-how to eliminate accidents and medications * Safety matrix * Classification (AA, A, B, C) * Model areas selection, development of Safety step 1 3 : zero accidents * Safety EWO applied to accidents, medications * Visible safety standards * Risk assessment 3. Step by step extension * Management SMAT * Model area : Safety step 4 Zero accidents, Zero medications 18 * AA Safety step 1 3 : zero accidents * Formal recorded risk assessments carried out, reviewed and updated * 100% adhered SMAT audit * Contractor involved * Occupational health program 4. Further detail root causes analysis * Safety EWO applied up to near misses, unsafe conditions and unsafe acts * Safety EWO + TWTTP 5. Autonomous safety, operator SMAT * Dynamic risk assessments * Model area : Safety step 5 * AA : Safety step 4 * A: Safety step 1 3 6. Team initiated safety. Proactive approach to safety * Further detailed root causes analysis (recognition judgment and action) * No lost time accidents for the last 3 years * No unsafe conditions * Health advice available for the last 3 years * * * * Model area : Safety step 6 AA : Safety step 5 A : Safety step 4 B : Safety step 1 3 7. Fully implemented safety management * No lost time accidents for the last 5 years * Almost no medications * Almost no unsafe acts * Employee satisfaction with health and safety * Model area : Safety step 7 * AA : Safety step 6 * A : Safety step 5 * B : Safety step4 * C : Safety step 1 3 19 Criteria to Evaluate Achievement Level Safety / Hygiene unsafe tools, equipment; unsafe procedures, system; poor attitude, behavior; lack of care, attention; personal conditions) and countermeasures to avoid repeats for the similar injury in the similar areas are implemented. Professional safety tools are in place and used (Responsibility matrix, risk assessment, incident trend analysis, managerial SMATs, standards gap analysis), Safety improvement action plan in place, displayed from the model areas. Housekeeping 5S in model areas and a good standard elsewhere. Responsibility matrix with named persons with H+S responsibilities. Management site safety inspections scheduled and up to date. Risk assessment process in place and job safety information available. Management SMAT schedule displayed and up to date. Site safety steering group established and functional. Evidence is displayed about the safety communication system within the plant. Register of safety warning receipt and local action plan. Basic occupational health system in place (eye sight and hearing regular checks, etc.). Criteria to Evaluate Achievement Level Safety / Hygiene takes emergency action against them Perform general Process problems (focus : process) Machine capability (focus : machine) Understands properties of materials being handled; performs correct adjustment and setting process inspection Equipment inspection for quality Establish cleaning andBasic conditions to prevent deterioration (focus : machine) Understands process performance and functions; operates process correctly checking standards Address contamination sources and inaccessible places Perform initial cleaning 1 2 3 4 5 6 1 2 3 ReactivePreventiveProactive AA Very big losses due to lack of basic conditions based on cost deployment Very big possible losses due to lack of basic conditions based on P, Q, C, D, S and M analysis Very big potential losses based on financial risk deployment A Big losses based on cost deployment Big possible lossesBig potential losses based on financial risk deployment B Some amount of losses based on cost deployment Some amount of possible losses Some potential losses based on financial risk deployment C Small losses based on cost deployment Small possible lossesSmall potential losses based on financial risk deployment Classification of AM machines 59 AM (Reactive) 1. 5G 60 6. Breakdown maps 7. AM step 1 2. 5W + 1H, 5Why 10. Correct evaluation 3. 7WCM tools 9. AM step 3 4. Maintenance theory 8. AM step 2 5. Machine classification 61 AM (Reactive) 1. 5G 2. 5W + 1H, 5Why 3. 7 WCM tools 4. Maintenance theory 5. Machine classification based on cost deployment (Breakdown losses due to lack of basic condition) 6. Breakdown maps 7. AM step 1 : Inspection by initial cleaning 8. AM step 2 : Countermeasures against contamination sources Specific issues for each specific shop eg. 1. Paint shop : foreign body 2. Machining : cutting chips, coolant 3. Welding : spatters 9. AM step 3 : CILR AM calendar 10. Correct evaluation of benefit and cost of each step AM (Preventive) 1. Machine classification 2. 4 categories of operators10. Correct 62 6. AM step 6 analysis evaluation 3. AM step 4 9. Job cover matrix 4. Quick kaizen 8. Process data analysis 5. AM step 5 7. Machine data AM (Preventive) 1. Machine classification based on cost deployment P, Q, C, D, S and M analysis 2. Four categories of operators * 3. AM step 4 : equipment inspection for quality 3.1 Management of operating standards for zero defects 3.2 Extensive use of visual controls and minimization of CILR time including inspection of quality 63 4. Quick kaizen 5. AM step 5 : general process inspection 5.1 Changeover time reduction (changeover SOP) 5.2 Adjustment and setting time reduction 5.3 In-coming material checking 5.4 SOP for startup and shutdown 5.5 Countermeasures against human errors 6. AM step 6 : Self workplace management 6.1 Workpiece flow, WIP management 6.2 Arrangement of spares, tools, etc. 6.3 Handling transport equipment, etc. 7. Machine data analysis 8. Process data analysis 9. Job cover matrix 3 x 3 x 36 x 6 x 3 depending on the absenteeism rate 10. Correct evaluation of benefit and cost of each step 64 Job/contents13-510 - 15Other areas Can do without delay Some errors still take place No issues of safety III Detection of abnormal quality situation Detection of equipment abnormality and taking countermeasures II Root cause analysis of quality problems Root cause analysis of equipment abnormality III Can help production preparation at the time of model change Can take proper countermeasures beyond his job territory IV 65 Four levels of operators skill Level I : new regular employees (one two years), seasonal workers, temporary workers Level II: regular employees, can cope with absenteeism Level III : core employees Level IV : team leaders level In general more than regular employees Robotized line everybody III, IV Maintenance Shop everybody IV Assembly more than 60% III, IV AM (Proactive)1. AM step 7 2. Elimination of waste and losses 10. Careful evaluation 3. Production data analysis 9. Design in 4. Man-machine chart 8. Reliability and maintainability design 5. Layout modification 7. Design in 6. Creation of MP information 66 AM (Proactive) 1. AM step 7 : fully autonomous management 2. Elimination of workplace waste and losses 3. Production data analysis 4. Man-machine chart 5. Layout modification 67 6. Creation of MP information 7. Safety design, visual control 8. Involvement in QA design, reliability and maintainability design, flexibility design, operationability design (ergonomics) 9. Design in (operator involvement at the design stages of EPM, EEM) 10. Careful evaluation of benefit and cost of each step Level 4 Level 5 Level 6 5. AM step 5 : general process inspection 6. AM step 6 : Development of fully autonomous operators responsible for daily production 7. AM step 7 2 3 5 The seven levels of autonomous maintenance 4 Level 7 68 Level 3 3. Classification of operators into 4 levels (I, II, III, IV) Level 2 2. Implementation of AM step 1 - 3 Level 1 1. Machine classification 4. AM step 4 : Equipment inspection for quality 1 Expansion and development 1. Machine classification based on cost deployment * Model machines selection 2. Implementation of AM step 1 3 * Model machines * AM Step 1 3 : achieving zero breakdown due to lack of basic condition after 3 months * CILR : 90% reduction The seven levels of autonomous Maintenance 69 * Careful evaluation of B/C of each step * Evaluation of the growth of the operators 3. Classification of operators into 4 levels (I, II, III and IV) * IV : Team leader level. Further learning opportunities for competence development * III : Core operator * II : Multi task operator 4 x 4 x 3 * I : Normal operator 70 4. AM step 4 : Equipment inspection for quality * Model machines : step 4 (quality checking, quick kaizen, etc.) * All top 50% of AA machines : step 1 - 3 * Training room available. * Careful evaluation of B/C 5. AM step 5 : General process inspection * Model machines: step 5 * All top 50% of AA machines : step 4 * The rest of 50% of AA machines : step 1 - 3 6. AM step 6 : Development of fully autonomous operators responsible for daily production * Model machines: step 6 * All top 50% of AA machines : step 5 * The rest of 50% of AA machines : step 4 * A: step 1- 3 7. AM step 7 : Development of engineering operators from IV class operators Involvement of operators for EPM and EEM * Model machines: step 7 * All top 50% of AA machines : step 6 * A: step 1- 3 (4,5) 71 Training room available. Cost and benefit analysis proves benefit of AM step 4. (4-1) Autonomous Maintenance Evaluation Levels 0. No action There are no activities to involve operators in daily maintenance and improvement. Reactive to Preventive for the model machines Model machines for AM from the AA machines of which breakdown losses are the major ones due to the lack of basic conditions, have been chosen and Step 1 Step 3 have been implemented to correct standards. Visual management is introduced (e.g. safety, tools, manuals, oil levels, gauges, ). Visual CILR (Cleaning, Criteria to Evaluate Achievement Level Autonomous Activities 72 Inspection, Lubrication, Refastening) schedule displayed at the machine and followed. AM calendar on one page established. Regular step audits conducted, visualized and followed up. 2. Preventive for the model machines where AM can be justified Step 4 for model machines. If step 4 cannot be economically justified, modify Step 4 to delete part of Step 4 and include new elements such as FI or QC by operators to take care equipment related issues so that Step 4 can be justified and operators still grow and enjoy learning. Step 1 Step 3 for all top 50% of AA class machines have been completed. KPI being regularly measured by operators. Criteria to Evaluate Achievement Level Autonomous Activities 3. Preventive for the major machines If economically justified. Step 5 for the model machines. If step 5 cannot be economically justified, modify Step 5 to delete part of Step 5 and include other losses such as change over losses, startup and shutdown losses, etc. or FI by operators to take care more of process so that Step 5 can be justified and operators still grow and enjoy learning. Step 1 Step 3 (4) to all AA class machines. Step 1 Step 3 to A class machines. 73 Cleaning time (greater than 90% reduction against base line). Inspection time (greater than 90% reduction against base line). Lubrication (moved from PM work to AM work for those points manageable by operators). KPIs being regularly measured by operators. 74 Criteria to Evaluate Achievement Level Autonomous Activities 4. Proactive for the model processes If economically justified, Step 6 for model processes. If step 6 cannot be economically justified, modify Step 6 to delete part of Step 6 and include other losses such as WIP or FI by operators to become responsible for his (her) process and guarantee quality and output with the right pace at his process so that Step 6 can be justified and operators still grow and enjoy learning. Step 5 for AA class machines. Step 1 - 3 (4) to A class machines. Autonomy starts to take place from model machines, gradually AA class machines and then up to major machines with economical justification. 5. Proactive for the major areas If economically justified, Step 7 for model machines. If step 7 cannot be economically justified, modify Step 7 to delete part of Step 7 and include new elements such as involvement of operators in EPM and EEM to take care of production problems coming from poor design of the product and/or equipment so that Step 7 can be justified and operators still grow and enjoy learning. Step 6 for AA class machines. Step 1 - 3 (4, 5) for A class machines. Autonomy starts to take place from model machines, gradually A class machines and then up to B class machines with economical justification. Step 4 Step 5 Step 6 JIT parts supply Standardi- zation Cycle time stabilization 4-2 Work Place Organization Step 7 Step 1 Step 2 Step 3 Initial cleaning Tidying up process Tentative standard Product characteristics education Reactive Preventive Proactive 75 WPO (Reactive) 1. 5G 2. 5W + 1H, 5Why 10. Line balancing 3. 7WCM tools 9. Video monitoring method 4. Minimal material handling 8. WPO step 3 5. Pace monitor 7. WPO step 2 6. WPO step 1 76 WPO (Reactive) 1. 5G 2. 5W + 1H, 5Why 3. 7 WCM tools 4. Concept of minimal material handling 5. Pace monitor 6. WPO step 1 : tidying up 77 7. WPO step 2 : 3M analysis (Muri, Mura, Muda) 8. WPO step 3 : SOP 9. Video monitoring method 10. Line balancing WPO (Preventive) 1. Motion economy 2. 7 IE tools 10. Picking methods 3. One piece flow 9. Two video camera method 4. Three obstacles 8. WPO step 6 5. No forklift 7. WPO step 5 6. WPO step 4 78 79 WPO (Preventive) 1. Principles of motion economy (golden zone, strike zone) 2. The 7 IE tools * Process analysis * Operation effective analysis * Motion study * Time study * Line balancing and sequencing * Material handling * Layout improvement 3. One piece flow production 4. The three obstacles of WPO * Roller conveyors * Hanger conveyors * Ceiling cranes 5. No forklifts in work places 6. WPO step 4 : quality checking 7. WPO step 5 : synchronization between operation and material feeding 8. WPO step 6 : LCA 9. Two video camera method for comparison between the one of excellent skills and a new comer 10. various picking methods 80 WPO (Proactive) 1. WPO step 7 81 WIP 2. Layout 10. IPS 3. Visibility 9. DFA 4. Wiring and piping 8. Ergonomics design 5. Tools and jigs 7. IE with IT 6. Avoidance of WPO (Proactive) 1. WPO step 7 : Standard work sequence 2. Layout 3. Visibility 4. Wiring and piping for flexibility 82 5. Tools for easy to use and jigs along with ease to work 6. Avoidance of WIP 7. IE with IT 8. Ergonomics design 9. DFA (manual), minimal tooling, stability 10. IPS ReactivePreventiveProactive AA Very high amount of labor losses due to Muri, Mura, Muda. Very high amount of labor losses due to poor quality, poor layout, lack of LCA and absenteeism. Very high amount of losses due to poor design A Big losses due to Muri, Mura, Muda. Big amount of labour losses due to poor quality, poor layout, lack of LCA and absenteeism. Big amount of losses due to poor design B Some amount of losses due to Muri, Mura, Muda. Some amount of labour losses due to poor quality, poor layout, lack of LCA and absenteeism. Some amount of losses due to poor design C Small losses due to Muri, Mura, Muda. Small amount of labour losses due to poor quality, poor layout, lack of LCA and absenteeism. Small amount of losses due to poor design Step 1 3Step 4 6 Step 7 83 Classification of AA, A, B and C workplaces Level 4 Level 5 Level 6 5. Implementation of WPO step 6 6. Implementation of WPO Step 7. NVA : less than 30% Level 7 7. Involvement of operators for EPM and EEM 2 3 4 5 The seven levels of workplace organization 84 Level 3 3. Implementation of WPO step 4 Level 2 2. Implementation of WPO step 1 - 3 Level 1 1. WPO classification 4. Implementation of WPO step 5 1 Expansion and development 1. WPO classification * Model areas selection * WPO step 1 - 3 2. Implementation of WPO step 1 3 * Model areas * Development of WPO step 1 3 : achieving 30 50% productivity improvement by 3M approach and re- line balancing * CILR : 90% reduction * Careful evaluation of B/C The seven levels of workplace Organ