精益生产推行案例

1、精益生产推行案例,-,帮助链,GK130,Help Chain in,Manzoni,19/04/10 to 23/04/10,Confidential,Team,团队名称,手拉手,Hand in Hand,团队成员,Team number,Chief,主任,-,龚小范,Chief,主任,-,张建强,Disseminator,传播者,王伟,Manintance Planner,维修计划刘景鹏,Electrical Engineer,电子维修刘伟东,Operator,操作工（冲压）,张传友,Die-Manintance man,模修,王树林,Inspector,检验张莉雅,Electrical

2、Manintance man,电修刘坤,Quality supervisor,质量领班高金恒,Tools supervisor,模修领班王佑春,Maintenance supervisor,维修领班李宝华,860,项目,-,高洋,860,项目,-,胡智平,巴西专家-Evandro Speckhahn,巴西专家-Silviu,巴西模修 Renado,Lean,精益,张春杰,Lean,精益,王凯,Confidential,2,Help Chain Definition,帮助链定义,帮助链是一种对于生产、质量、物流、维修出现,的问题力争将损失降到最低的快速反应体系,Help Chain is a r

3、outine of interaction and,involvement of several levels of the organization,aiming to solve or contain a problem quickly, to,restore the normal flow.,Confidential,Objectives and Goal,目的与目标,?,Objectives,目的,To organize the daily routine, the identification, register and to solve,problems with “quick r

4、eaction plan”.,组织每天例会，查看记录的问题并制定解决方案,Increase the productivity from 74% to 82% untill Sep.2010,提高生产率从,74%,到,82%,（,2010-9,月）,74%,82%,Confidential,4,帮助链流程,Help chain sequence,1.,问题发生,Detection Problem,2.,按安灯,Turn on the Andon,(Visual management),5.,分析解决问题,Staff works to solving,problems (acting in the

5、 route,causes),4.,问题记录,Problems,registering,3.,进行帮助链,Support of preparer to start,the help chain when needed,Confidential,分析帮助链的主要方面,Analysis sides of Help Chain,Help Chain,帮助链,Quality,质量,Maintenance,维修,Production & Logistics,生产,&,物流,Safety,安全,6,Confidential,数据收集,了解生产,&,物流、质量、维修现状,Stat. data about t

6、he production& logistic,、,quality,、,manintenance,7,Confidential,快速反应计划,Quick Reaction Plan,对经常发生的问题分生产,&,物,流、质量、维修三方面制定,快速反应计划,According the main problem,to make quick reaction plan,about production& logistic,、,quality,、,maintenance,维修,生产,质量,负责人,8,Confidential,改进,Improvement,Before Kaizen,改善前,Waitin

7、g or,Searching,有时会出现设备停机需要帮助时信心传递延迟,Sometime delay in communication,To ask help when the press is stopped,After Kaizen,改善后,给维修，操作工，检验员，生产领班配置对讲机,Radio for communication between,production and Maintenance,Confidential,改进,Improvement,Andon,设备停机时先将黄灯打开，,超过规定时间问题依旧没,有解决的话将红灯打开,Open the yellow light firs

8、t,when the machine stopped,and if its over than,regulating time open the,red light,Confidential,10,改进,Improvement,帮助链展板,Help Chain Board,展板信息,Information on the board,快速反应计划,Quick reaction plan,每天停机信息,Stop time of daily on notes,相关人员照片,Photos of related people,每班异常分析表,Shift occurance report,1000T,每月

9、生产率,Productivity in Manzoni per,month,11,Confidential,改进,Improvement,所有的停机（除了换料不超时的停机）都要记录在展板上，超过规定时间的问题需填写每班异常分析表,All the stopped time should record on the board except change coil withen the regulated time, if the time,of solving problem over the regulated, need to fill in shift occurance report,C

10、onfidential,12,Training record,培训记录,对三个班的生产领班，维修，操作工,进行了帮助链的培训包括展板上的问,题如何记录，异常分析表如何填写等,Training productive supervisor,maintenance people and operator,about how to record on the help,chain board and how to fill in the,shift occurance report,13,Confidential,Action Plan,行动计划,共制定,28,项行动计划，,1,项未完成,Made 2

11、8 action plan and 1not finished,14,Confidential,Productivity control,生产率控制,1000T,每月生产率,Productivity Manzoni 1000T - Monthly,100.0%,90.0%,80.0%,70.0%,60.0%,50.0%,40.0%,71%,74%,64%,66%,65%,82%,59%,30.0%,20.0%,10.0%,0.0%,2009,sep-,dec,一月,二月,三月,四月,五月,六月,七月,八月,九月,十月,十一月,十二月,累计,2009,年,History,目标,Goal,实际,R

12、eal,15,Confidential,Next Step,下一步计划,建立安全快速反应计划,Make quick reaction plan about safety,Confidential,16,Implement,实施,帮助链的实施从,4,月,27,日开始，每天,8,：,40,冲压主任同生产领,班，质量领班，维修领班，工艺工程师到帮助链展板前开例,会，对上一天的停机情况进行查看分析,The implement of help chain was started from this Tuesday.,Daily meeting time: 8,：,40,Attending people:

13、 Stamping Chief,、,Productive supervisor,、,Quanlity supervisor,、,Maintenance Supervisor,、,Engineer,Content: Review the stop time and analysis,Confidential,17,Gemba Kaizen Results,改善结果,Gemba Kaizen Results (GK),现场改善收益统计表,Indicator,项目,生产能力,Production Capacity,(,百万,台,/,年,Mi unidades / year),Before GK,改,

14、善前,Goal GK,目标,Value,%,Results of GK,改善收益,Value,%,74,82,换型时间,Change over Time (m),OEE (%),生产速度,Production Rate (p/h),加班费节省,Overtime Saving (IOP),(h),1116,1231,防错,Poka yoke,人因工程,Ergonomic,安全,Safety,可视化,Visual,环境,Environment,2,2,18,Confidential,Monitoring,改善结果跟踪,实施改善后的一个月内，,LPO,和精益传播者每周一次对改善项目进行跟踪,?,Espa?,o (opcional) para conclus?,?,Espa?,o (opcional) para conclus?,o 1 m,n 13 pts.),o 2 (fnt m,n 13 pts.),Presentations Title,Confidential,19,Thoughts,感言,团结就是力量,手拉手，心连心，效率更上一层楼,工作再忙也要查因改善,Presentations Title,Confidential,20,Q&A,Presentations Title