ie工业工程_英文版ie知识培训

2002/9/26,SMTTrainingforProductivity,1,IndustrialEngineering:WorkDesign,PreparedbyKenLeung,2002/9/26,SMTTrainingforProductivity,2,WorkDesign,MethodsImprovementErgonomicsAssemblylinebalancingPrinciplesofmotioneconomyVarioustypeofchartsWorkmeasurementTimestudyActivitysampling,2002/9/26,SMTTrainingforProductivity,3,Ergonomics,DefinitionApplyinformationabouthumanbehavior,abilities,limitations,andothercharacteristicstothedesignoftools,machines,system,tasks,jobs,andenvironmentsforproductive,safe,comfortable,andeffectivehumanuse.,2002/9/26,SMTTrainingforProductivity,4,Objectives,Toenhancetheworkeffectivenessandefficiency.IncreasedconvenienceofuseReducederrorsIncreasedproductivityToenhancehumanvalues.ImprovedsafetyReducedfatigueandstressIncreasedcomfortGreateruseracceptanceIncreasedjobsatisfactionImprovedqualityoflife,2002/9/26,SMTTrainingforProductivity,5,TwelvePrinciplesofErgonomics,1.Workinneutralpostureseg.Wristrestsforkeyboardandmouse.2.Reduceexcessiveforceseg.Boxeswithhandholdsforcarrying.,2002/9/26,SMTTrainingforProductivity,6,ErgonomicsPrinciples,3.Keepeverythingineasyreacheg.Keepmaterialswithinthe“reachenvelope”ofthearm.,2002/9/26,SMTTrainingforProductivity,7,ErgonomicsPrinciples,4.Workatproperheightseg.Heavyworkshouldbeperformedlowerthanelbowheight;precisionworkshouldbehigher.,2002/9/26,SMTTrainingforProductivity,8,ErgonomicsPrinciples,5.Reduceexcessivemotionseg.Usepowerscrewdriver.6.Minimizestaticloadeg.Useapencilgrip.,2002/9/26,SMTTrainingforProductivity,9,ErgonomicsPrinciples,7.Minimizepressurepointseg.Providepaddingforhandgrips.8.Provideclearanceeg.Providevisualaccess(cartondelivery).,2002/9/26,SMTTrainingforProductivity,10,ErgonomicsPrinciples,9.Move,exercise,andstretcheg.Changeadjustmentsofthechairforthosesitforalongtime.10.Maintainacomfortableenvironmenteg.Considerthequantityandqualityoflightattheworkstation.,2002/9/26,SMTTrainingforProductivity,11,ErgonomicsPrinciples,11.Makedisplaysandcontrolsunderstandableeg.Clickingiseasierthanmemorizingcommands.12.Reducestresseg.Designtasktofitpeople.,2002/9/26,SMTTrainingforProductivity,12,Anthropometry,DefinitionMeasurementofthehumanbodyanditsbiomechanicalcharacteristics.Biomechanicalreferstothemechanical(machine-like)capabilitiesofthehumanskeleton-muscularsystems.Measuresoursizesandhowwemoveandmoveeasily.NeedofAnthropometryWearenotinthesamesize.Poordesignformechanicalabilitiesofthehumanbodycanleadtodiscomfortorinjury.Eg.Heightofkeyboardforacomputer.,2002/9/26,SMTTrainingforProductivity,13,AnthropometricData,Staticmeasuresareusedtodeterminesizeandspacingrequirementsofworkspace,eg.,height,weight,seattoelbowheight,andwingspan.Dynamicmeasuresareusedtomatchthedynamiccharacteristicsofcontrolstouser,eg.,rangeofmotionforvariousjoints,andstrengthoffingers.,2002/9/26,SMTTrainingforProductivity,14,AnthropometricData,Theanthropometricdataisperformedinnormaldistribution.50thpercentileisthemostofthepopulation.5thand95thpercentilesaretheextremes.,2002/9/26,SMTTrainingforProductivity,15,Howtouseanthropometricdata,DesignforextremesAstandardistodesigntofit5thor95thpercentilesofthepopulation.Designformostofthepopulation50thpercentileofthepopulationshouldbeused.MakethedesignadjustableThedesigncanfit5thto95thpercentilesofthepopulation.,2002/9/26,SMTTrainingforProductivity,16,Examples,2002/9/26,SMTTrainingforProductivity,17,AssemblyLineBalancing,Equalizeworkloadamongtheassemblies.Identifythebottleneckoperation.Establishthespeedoftheassemblyline.Determinethenumberofworkstations.Determinethelaborcostofassembly.Establishthepercentworkloadofeachoperator.Assistinplantlayout.Reduceproductioncost.,2002/9/26,SMTTrainingforProductivity,18,TableforAssemblyLineBalancing,Majoritems:operationdescription,R-value,cycletime,numberofstations,averagecycletime,percentload,hoursper1000pieces,andnumberofpiecesperhour.Anexampleisasfollows.,1,2,3,4,5,6,7,2002/9/26,SMTTrainingforProductivity,19,ItemsforAssemblyLineBalancingTable,R-value(plantrate):Takttimeortimeneededtoproduceaproduct.=effectiveproductiontime/requiredproductionvolume.Cycletime:Standardtimeforoperation.Collectedfromtimestudy.#stations:=Cycletime/R-valueAveragecycletime:=Cycletime/#stations,1,2,3,4,2002/9/26,SMTTrainingforProductivity,20,ItemsforAssemblyLineBalancingTable,%Load:Tellhowbusyeachworkstationiscomparedtothebusiestworkstation.%Load=Avg.cycletime/highestavg.cycletime.Highestavg.cycletime(100%station)isthebottleneck.100%stationisreducedby1%,thenwewillsave1%forallstations.Thelesspercentloaded,themoredesirabletobesub-assembledorcombined.,5,2002/9/26,SMTTrainingforProductivity,21,ItemsforAssemblyLineBalancingTable,Hours/1000:Thehoursper1000unitsproduced.Choosethebottleneckstation.=(Avg.cycletime/60mins)x1000Formorethanoneworkersatthestation,“hrs/1000”=#workersx“hrs/1000”ofbottleneck.Becauseeveryoneonanassemblylinemustworkatthesamerate.Pcs./hr:Numberofunitsproducedhourlybyoneworkeratthestation.=1/“Hrs/1000”X1000,6,7,2002/9/26,SMTTrainingforProductivity,22,ImproveAssemblyLineBalancing,CalculatetheLineBalancerateReducingthebottleneckstation.Combiningthebottleneckstationwithanoperationinfrontorbehind.Combiningotheroperationstoeliminateoneofthem.,2002/9/26,SMTTrainingforProductivity,23,Example:OriginalLineBalance,Producingnewplasticcharger;1200unitsper8-hrsshift(with300minseffective).,2002/9/26,SMTTrainingforProductivity,24,Example:OriginalLineBalance,Originallinebalancerate=totalcycletime/highestcycletimestationxno.ofstations=1.354/(0.25x7)=77.4%Pcs./hr=60/0.25=240Improvethebottleneckstationbycombiningwithanoperationinfrontorbehind.Combineandeliminateworksteps.Re-designthejigmovethemdown,notup.Eg.Useachutetotransporttheproductsbyitsowngravity.,2002/9/26,SMTTrainingforProductivity,35,ApplyingthePrinciplesofMotionEconomy,6.Trytosetyourchairordeskatthemostcomfortablepositionandmakesureyourlightingisbrightenoughandatagoodangle.7.Ifyouutilizeyourlegsandfeet,youcanlightentheloadonyourarmsandhands.,2002/9/26,SMTTrainingforProductivity,36,ApplyingthePrinciplesofMotionEconomy,8.Side-to-sideeyemovementsarelesstiringthanup-and-downones.9.Wheneverpossible,combineprocedures,usingyourtoolsasextensionsofyourhandsandfeet.Trytocombinetwoormoretoolsintoone.,2002/9/26,SMTTrainingforProductivity,37,Varioustypesofcharts,UsedasrecordtechniquesOutlineprocesscharts:Overviewofaprocesswithgraphicalrepresentation.Showprincipaloperations()andinspections().Assistintheplantlayoutdesign,designofproduct,ormachineryprocesses.,2002/9/26,SMTTrainingforProductivity,38,Varioustypesofcharts,Flowprocesschart:Activitiesofmen,materialorequipment.Twoormoresubjectscanbepresentedalongsideeachothertoshowtheirinterdependence.Activitiesaredividedby5functions,operation(),transport(),storage(),delay(D),inspection().Onlytheactivitiesofparticularsubject,eitherman,material,orequipment,arerecordedonasinglechart.,2002/9/26,SMTTrainingforProductivity,39,Example,Flowprocesschart:Inspectingandmarkingincomingparts(originalmethod),2002/9/26,SMTTrainingforProductivity,40,Example,Flowprocesschart:Inspectingandmarkingincomingparts(improvedmethod),2002/9/26,SMTTrainingforProductivity,41,Varioustypesofcharts,Tow-handedprocesschart:Usefulinshowingidletimebyeitherhand.Activitiesofaworkerstwohands.Simultaneousmovementsbybothhandsappearoppositeeachother.Descriptionoftheactivitiesrepresentedbythesymbolsshouldbeinserted.,2002/9/26,SMTTrainingforProductivity,42,Example,Two-handedprocesschart:Cuttingglasstubes(originalmethod),2002/9/26,SMTTrainingforProductivity,43,Example,Two-handedprocesschart:Cuttingglasstubes(improvedmethod),2002/9/26,SMTTrainingforProductivity,44,Varioustypesofcharts,Multipleactivitycharts:Considerontheactivitiesofasubjectinrelationtooneormoreothers.Showupclearlyineffectivetimewithintheprocess.Usefulinfindingthebestsequenceofcarryingoutthevariouspartsofthework.Operation/machinechartshowstheinterrelationshipoftheoperatorandthemachine.,2002/9/26,SMTTrainingforProductivity,45,Example,Multipleactivitychartworkerandmachine:Finishmillcasting(originalmethod),2002/9/26,SMTTrainingforProductivity,46,Example,Multipleactivitychartworkerandmachine:Finishmillcasting(improvedmethod),2002/9/26,SMTTrainingforProductivity,47,TimeStudy,Mostcommontechniqueforsettingtimestandards.Usefulforrepetitivework.Providestandardrateofworking.Ameansofassessingtheamountofrestthatshouldbeassociatedwiththejob.,2002/9/26,SMTTrainingforProductivity,48,TimeStudy:Procedures,1.Selectthejobtostudy.2.Collectinformationaboutthejob.3.Dividethejobintoelements.4.Dotheactualtimestudy.5.Extendthetimestudy.,6.Determinethenumberofcyclestobetimed.7.Rate,level,andnormalizetheoperatorsperformance.8.Applyallowances.9.Checklogic.10.Publishthetimestandard.,2002/9/26,SMTTrainingforProductivity,49,TimeStudy:FocusPoints,ExtendthetimestudyCalculateaverageobservedtime.Determineperformancerating.Calculatenormaltime:-NormalTime=averageobservedtimexperformanceratingFindoutfrequency(howmanytimesataskisperformedwithinatimeperiod).Calculateunitnormaltime.,2002/9/26,SMTTrainingforProductivity,50,TimeStudy:FocusPoints,DeterminethenumberofcyclesN=numberofcyclesR=rangeofthesampleofobservations(inminutes)A=requiredprecision(+/-5%or10%)d2=statisticalconstant(3.078for95%confidencelevel)x=averagetime(inminutes),2002/9/26,SMTTrainingforProductivity,51,TimeStudy:FocusPoints,PerformanceratingRatingistheprocessofadjustingthetimetakenbyanindividualoperatortowhatcouldbeexpectedfromanormaloperator.Fourmajorfactors:skill,consistency,workingconditions,andeffort.Effortisthemostimportant.Effortistheoperatorsspeed,andismeasuredbasedonthenormaloperatorworkingat100%.,2002/9/26,SMTTrainingforProductivity,52,TimeStudy:FocusPoints,RelaxationallowanceItistheallowancefortheperiodicstopsforpersonalneedsorfatigue.Example:goingtowashroom;gettingadrink.ContingencyallowanceItisasmallallowanceoftimewhichmaybeincludedinastandardtimetomeetexpecteditemsofdelays.Occursinfrequentlyorirregularly.Example:interruptionsbysupervisors;changingmaterials.,2002/9/26,SMTTrainingforProductivity,53,Timestudy:Example,Example:HandsolderingforPWBofMPF82C.Identifytheoperations.Timefirst10cyclesforeachoperation.Calculatetherequiredno.ofcyclestobetaken.,2002/9/26,SMTTrainingforProductivity,54,DetermineNo.ofCycles,Takethefollowsasanexample,considerfirst10findings.ByN=4R2/A2(d2)2(x)2R=(140-102)/60=0.633Avg.(x)=123.2/60=2.053For95%confidencelevel,A=0.05,d2=3.078N=4(0.633)2/(0.05)2(3.078)2(2.053)2=166additionalcyclesshouldbetimetaken.,2002/9/26,SMTTrainingforProductivity,55,ExtendtheTimeStudy,Determineperformanceratingforeachoperation.Normaltime=avg.timeXperformanceratingeg.ForM15,normaltime=122.25X0.9=110.03sIdentifyfrequencyandmanpowerforeachoperation.Unitnormaltime=normaltime/(frequencyxmanpower)eg.Unitnormaltime=110.03/(8X1)=13.75s,eg.,2002/9/26,SMTTrainingforProductivity,56,EstablishTimeStandard,Defineallowances:Personalusually5%Fatigueminimum5%Delayusually3%Identifybottleneckstation.Standardtime=cycletimeofthebottleneck/(1-5%-5%-3%)=18.68/0.87=21.47sPcs./Hr=3600/21.47=167,Bottleneck,2002/9/26,SMTTrainingforProductivity,57,ActivitySampling,Atechniqueinwhichanumberofsuccessiveobservationsaremadeoveraperiodoftimeofoneoragroupofmachines,processes,orworkers.Eachobservationsrecordswhatishappeni