绩效考核_如何改进生产绩效

ManufacturingPerformanceImprovement如何改进生产绩效 6 1 2004CTYang Contents内容 3keymanufacturingfocusanditsobjectives生产制造中最重要的三个项目FlashElectronicQualitypolicy飞旭电子公司品质策略Themostcommonproductionproblems生产线最常看到的问题Standardoperationinstruction SIC andvisualaid作业指导书Methodologyofqualityimprovement改进质量的方法 案例 ContinuousflowManufacturing连续生产Dailykitreleasecontrol每日工单计划及管控ContinuousflowofpostSMToperation后工程连续生产案例HowtopursuemanufacturingExcellence如何追求卓越绩效3keyprocessesofSMTexcellence达成SMT最高绩效的三个重要项目Threephasesofimprovement达到最高绩效的三个阶段 生产制造部最需要重视的三个项目 3KeyManufacturingFocusItems 质量Quality以零缺点为目标 aimedatzerodefect ZerodefectatOQA质保检查零缺点连续生产ContinuousFlowManufacturing以连续不停留的流程为目标 aimedatstreamlineprocess FromSMTthroughICTlessthan24hours从SMT投生到通过ICT少于24小时效率Efficiency以消除所有浪费为目标 aimedateliminatewaste SMT50 plusofhoursover15Kparts Cp有50 以上的工时 SMTCp能贴片15K以上Insertover720partsperemployee hour total ofpartsinsertedinashift 8X ofoperators 平均每人每小时能手插720颗零件 1 品质Quality TodevelopmentamethodaimedatZeroDefects 以零缺点为目标的生产模式 FlashElectronicsQualityPolicy飞旭电子公司品质策略 1 缺点预防DefectPrevention PokeYokeProcess防呆 Stopdefectatworkingprocessnotinspectionstation阻止缺点 2 持续改进ContinuousImprovement Realtimequalityfeedback立刻反馈 QPIactivities逐项改进 TheMostCommonProblemsOnOurProductionFloorare 生产线最常看到的问题 Peopleusethedifferentwaytodothesamework同样的工作 不同的方法去做Repetitivehumandefects人为错误一再发生Noconfidencefortheresultofthework对工作结果无信心Norejectfromcustomerbecausetodayislucky 客户不退货 仅是侥幸 StandardOperationInstruction SIC andVisualAid标准作业指导及作业指导书 WhyNeedAStandardOperation 为何需要一个标准作业书 Donottrustmemory记忆不可靠Minimizethemethodvariation减少作业差异Controlquality易于控制质量Easierfortrainingnewcomer易于训练新员工Easyforlinechangeover易于换线作业Increaseworkefficiency增加工作效率 WhatIsAStandardOperation 怎么是标准作业 Apre definedworkmethod是一种预先定好的工作方法Designedbyengineer是由工程师设计定的Asimpleproductionlanguage是由一种生产线人员可懂的语言书写的Provideaconsistencyandaqualitywork是能提供一个持续生产良品的方法 WhatShouldIncludeInTheAssemblyVisualAid 一个作业指导书应包括哪些东西 Themostimportantthinginthevisualaidare 作业指导书应包括 Qualitypoints应包括质量重点Anypotentialhumanerrorormistakethatmayoccurinthatstation应包括应生产工位一切可能产生的人为失误地方3Basicworksteps应包括工作的三大步骤Check来料及来板质量查对重点Do工作内容Verify确认重点 SomeHintsonVisualAids作业指导书的制作重点 Donotover5steps不宜超过五种以上不同的工艺Useproductionlanguage员工能看懂Use3 5colors Red Green Yellow Blue 利用不同色彩Prefertousedrawingfile利用装配图Considerbalancing平衡Cycletimebetween0 5to2 0minutes每一工位作业约在半分钟到两分钟之内 MethodologyofQualityImprovement Top5defectscontrolandelimination 改进质量的方法 MethodologyofQualityImprovement改进质量 Top5defectscontrolandelimination Whywedothis 为何如此做 Preventtherepetitivedefectsfoundbycustomer 为了预防相同的问题再流到客户去 Thoughwemaynotknowtherootcauseofdefectsorwaystokilladefect CatchIt don tletthedefectspassingourprocessandleaktoourcustomer 尽管我们对问题原因不清 尚无解决之道 但我们至少可以不让同一问题不再次流到客户处Inthemeantime let sworktogethertofindthesolutiontoEliminatethatdefectslater 在此同时一面全作找出原因 並消减它 80 20Rule Top5Defects Criminals 20 Others Focuson CatchingTop5Defects集中全力于前五名最大不良点 80 MethodologyofQualityImprovement改进质量 Top5defectscontrolandelimination 前五最大不良点 80 onTop5Defects最大五项 20 Others Continuouslyfocusonthetop5defects继续集中全力于最大五项 80 onTop5Defects最大五项 20 Others 80 onTop5Defects最大五项 20 Others 80 onTop5Defects 0 Defect Improvement改进 Improvement改进 Improvement改进 Improvement 最大五项 TotalQualityManagement全面品质 Goal目标Habitofimprovementperfection养成不断追求完美的习惯Organization组织Productionresponsibility生产部门的责任Basicprinciples基本法责100 check全数检查Executionandescalation強调执行及上报Linestop停线 问题应立刻解决 Correctingone sownerrors自负改正错误的责任Project by projectimprovement逐项改进 TotalQualityManagement全面品质 Concepts观念QCasfacilitator品质部门是活动的推动者Housekeeping保持工作环境整齐清洁Less than fullcapacityscheduling保持弹性Smalllotsizes小批量生产Pre checkbeforeproduction事先查核后 再生产TechniquesandAIDS辅助工艺Exposureofproblem曝露问题PokeYokedevices防呆措施QCtools熟用品质技巧QPIactivities品质及效率改进小组活动 2 连续生产ContinuousFlowManufacturing Todevelopamethodaimedatstreamlineprocess 以连续不停留的流程为目标的生产模式 InventoryCoversProblems问题通常被存货所遮盖 PoorQuality Rawparts原料 PoorSchedule Machinestop Imbalance Lackofownership PoorpartsOntimedelivery LongChange over PoorCommunication LackofTraining HighTurnover Finishgoods成品 WIP WhatproblemswascoveredbyHighWIPInventory 哪些问题通常被高存货所遮盖 Rawparts原料 Imbalance不平衡 Finishgoods成品 PoorQuality品质不良 PoorSchedule排程不良 HighTurnover高流动率 LackofOwnership缺少责任心 PoorpartonTimedelivery缺料 Machine EquipmentStop机器故障 ExtraHandling不必要的搬动 PoorCommunication沟通不良 LackofTraining缺乏培训 LongchangeOvertime换机困难 连续生产ContinuousFlowManufacturing StreamLineProcess OnePieceFlow 以连续不停留的流程一次做一个 Current目前 After未来 DailyKitReleaseControl Examples 每日工单的计划与管控 FlashWujiangFactory DailyKitReleaseProcesses每日工单的排程 W H KittingonebyonebasedonPCschedulesequenceandFeedersetupKanBanneedfirst Thankittingthespecialapprovedpre kittinglots Kittingoneproductatime Auditqtyandquality Setupfeeder Auditteam FeederSet Upteam WaitingforProduction Nextkitwaitingarea RunSMTproduction SMTProd Releasethe 1 Completedkitand 2 Specialapprovalpre kittinglots MP PC Putonthescheduleandreleasekitting 2lists By10 00am By12 00pm WhenPre kitcompleted ScheduletoCutin Remarks Allthepre kittingmustunderconditionthatpartwillarrivebynextday6 00pm 2kindofkitreleaseschedule两套式每日SMT生产排程 Releasethecompletedkitandspecialapprovalpre Kittinglots MP PC PutonthescheduleAndreleasekitting 2lists By10 00am By12 00am WhenPre kitlastpartArrived Kitcompleted MPneedtonoticePCforSchedulecut in 1 Completedkitschedule 2 Pre kitschedule 1 1AXXXX 0011 2BXXXX 0011 3CXXXX 0011 4DXXXX 001 2 1Xxxxx 0022 2Yxxxx 0022 3Zxxxx 002 Warehouse Kitting Do 1 firstperschedulesequenceandkanbanrequirements Alwayskeep3kitsinwaitingatfeedersetuparea Oncethefeedersetupareaalreadyhave3kitinwaiting W Hkittingpeoplemovetoworkthepre kitschedulelist 2 PCneedtomoveItfromlist 2 to 1 Andschedulecutin 1 无缺料 2 尚缺料 UrgentPartsOneHourPathForm急料一小时通关流程追踪表单 从收料到发料在一小时之内 Only1 1 3 7isneeded1 1 3 7备料流程 NextjobFeedercartWaiting每线下一个工单Feeder车暂停位子 FeederSetup WaitforFeedersetUpkit NextfeederSetup WarehouseKitstaging SMTlineA SMTlineH Auditteam ContinuousFlowExample连续生产案例 LinkTouchUPandFinalMechanicalLineTogether 如何将Touchup与组装线相联接 FlashFremontBuilding2 A B TUKanbanscheduleTouchup线生产线看板 C D FMKanbanschedule KanbancardBox看板卡箱 1 2 3 4 5 6 7 8 0 KanbanCard看板卡 KanbanCard看板卡 Touch FinalMech KanbanschedulingsystemTouchup线与组装线生产看板系统 3 效率Efficiency Todevelopamethodaimedatwasteeliminate 以消除所有浪费为目标的生产模式 HowtoPursueManufacturingExcellence追求卓越的生产绩效 ToBuildatowerorabridgeAbletostandforhundredsOfyears如同建造一座能使用百年以上的大桥 Gap鸿沟 Howtoovercomethegap 如何横渡鸿沟 Asis 目前水平 Tobe 目标水平 WorldclassEMS世界水平 LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Asis Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect LaydownastrongfoundationBuildingapathtowardexcellence打好地基 步步前进 Tobe Cornerstones基石KitreleaseprocessFlagsystemAll in onescheduleboardHourlytrackingFloorKanBansquaresWIPmanagement Pillars桥柱CFM Lessthan24hrsfromSMTToICToutICTtop5defectsControlOQAzerodefect ManufacturingExcellencePrinciple原理 Simple 简单 越简单越好Standardized 标准化Sustain 持之以恒Visual 视觉管理Velocity 立刻反应3现 现场 现事 现物 ToyotaMfgSystemVsManufacturingExcellence丰田汽车公司的生产模式 丰田式系统ToyotaManufacturingSystem 及时生产 DemandPullOnlyproducetheproductquantitywhencustomerhasneed 自动化 JidakaAutomaticprocessesmonitoringandprocessmanagement Autonomation Quality质量CFM连续Efficiency效率 简单标准化持之以恒视觉管理立刻反应3现 1stSteptoPursueManufacturingExcellence追求卓越的第一步 追求第一 Wanttobe 1 了解差距 Understandthegaps 协求帮助 Askforhelp ifyoudon tknowhowtoclosegap 学习榜样 Itdoesn thavetobeyourownidea 注意小事 Whenyoucare yourpeoplewillcare too 上下沟通 Clearcommunicationandfollowupthoroughly RoleandResponsibility Operators员工FollowingscheduleandkeepingtheSMTmachinerunningwithperfectquality 依生产计划 保持机器不停生产优质产品OfflinefeedersetupteamFeeder备料组PreparedgoodfeederstoalltheSMTontime 提供足够的好的Feeder给SMT生产线Leaderandsupervisor领导及主管Resolvelineproblemandescalateproblemwhichtheycannotordonothavetimetosolve 解决生产问题 失控前报告上级主管 3StagesofDeployment执行的三个阶段 1ststage Setupstage Improvementteam设立2ndstage Implementstage Supervisor执行3rdstage Sustainstage QA确保 ManufacturingExcellenceGuidingPrinciples卓越制造的真谛 CentralizeInformationCommonapproachesDecentralizationImplementation Wayofworking 资讯统一 执行各自负责统一规划CapacityplanningCommonworkstandardsCommonexpectationsforcommonprocesses产能集中规划 效率标准统一统一标准工时ContinuousFlowManufacturingFlexibilityStandardizationoflinelayout Workmethods一条龙式标准生产模式保持最大弹性 3KeyProcessesOfSMTExcellence All in oneSchedule生产看板系统 FlagSystem物料旗号系统 HourlyTracking每小时追逐系统 11K 15KtrackingEscalationprocessICTtop5SMTdefectsSkipnozzlecontrolPasteprintingcontrolHotshotqualitycontrolSMTzerowrongpartsOPRtrackingQPI OfflinefeedersetupFeedermaintenanceprocessDay scolortravelercontrolDedicateSMTtopsidecartsCascadechangeoverteamBottleneckmachineindicators KitreleasecontrolOnescheduleforentirebuildingWeeklycapacityreviewProductgroupingPrimarylinecomplycontrolFloorWIPkanbancontrol FlagSystem toidentifynextkitstatus 物料旗号系统 Green Nextkitready下一工单材料备好了Yellow Settingupnextkit下一工单正在备料Red Nextkithasproblem下一工单备料有问题Blue Noschedule下面没工单 WhoandWhenToChangeFlag FromGreentoYellow SMTlineoperator 绿旗到黄旗SMT操作员负责FromYellowtoGreen Feedersetupteamoperator 黄旗到绿旗备料组有问题FromYellowtoRed Feedersetupteamoperator 黄旗到红旗备料组负责FromRedtoYellow Supervisor红旗到黄旗主管负责FromGreen Yellow Red toBlue Leaderorsupervisor从绿旗 黄旗 红旗 到蓝旗主管负责 ThreePhasesOfImprovement改进的三个阶段 ThreePhasesOfManufacturingExcellence PhasesI Itistherightthingtodo将对的事情做好HousekeepingandinformationvisibletoallemployeesSimplifyanddisciplineoftheexistingprocessesRevealallthehiddenproblemsandresolveonebyonePhasesII Doingeverythingright做对的事情 把事情做对 SystemicallyrestructuretheprocessestoasimplestwayTakeallthewasteoutfromallareascontinuouslyStopimmediatelyifweseethingswrongoraworkingdisciplineisviolated PhasesIII Excellencebecomesahabit做对已是一种习惯ZerodefectistheonlyworkingstandardforeverythingwedoRobustprocessesandverylittlesupervisionisneededExcellencebecomeseveryone sworkinghabit The3PhraseofMorale OKMode得过且过 ExcellentMode追求第一 SurvivalMode力求改进 Acceptcurrentstatus接受现状Acceptnotmeetgoal接受未达目标Acceptothersbetterthanus接受别人比我做得更好 Trytoresolvecurrentproblems力求改变现状Trytomeethardgoal力求达成目标Trytocompetewithothers努力做得比别人更好 Continuousimproving寻求做得更好Setupchallengegoal不断受更高目标挑战Competeourselves自我挑战 ShippingEscalationProcess Example Objective 100 ontimedelivery目标做到100 准时交货IfshipmentboardsalreadyinFGareafortheday Donotpostontheshippingschedule Whiteboard 每日8时清点缺货数 并列于shippingstatus板上IfshipmentboardsarenotinFGby8amofthedayChecktheQAiftheyhavegottentheboard检查缺货板子是否已在QANoticePCifthereisstillnothaveenoughboardatQA如果未到QA 通知生管 PC IfshipmentboardsarenotinFGby12noonofthedayChecktheQAiftheyhavegottentheboard每日12点再做一次检查NoticeSupervisorifthereisstillnothaveenoughboardatQA如果缺货尚未到达QA 通知生产主管IfshipmentboardsarenotinFGby3pmofthedayChecktheQAiftheyhavegottentheboard每日下午3点时 再对缺货做一次检查NoticeOPSManagerifthereisstillnothaveenoughboardatQA如果尚未到达QA 通知生产经理 Wearewhatwerepeatedlydo Then 如果我们能以追求卓越的精神持续做下去 如此Excellenceisnotanactbutahabit追求卓越将不再是一种特定的行为 而是一种习惯 TheBiggestChallenge力行最佳绩效最大得挑战是 TheBiggestChallengeaswedeployourManufacturingExcellencewillnotbethetechnicallydifficult 当我们力行最佳绩效生产模式时 所面临的最大挑战 通常非技术上的困难Itwillbehowtodrivethemoralofanorganizationfrom OKmode tothe ManufacturingExcellenceMode 它将是如何改进组织从