《精益生产手册》-非常有价值的资料

1、Lean Hand Book精益消费手册1Defect : X 1/10缺陷降低90%Inventory : X 库存减半Productivity : X 2消费效率翻倍 Lead Time : X 消费周期减半 Scrap : X 1/10报废降低90%Space : X 面积减半Goal : Add Value & Eliminate Waste Relentlessly for Our Customers目的: 减少浪费&发明价值 全心全意为客户效力ETE (End to End) Productivity Improvement 端到端(从头到尾)产能提高ETE Zero Defect

2、 (Quality, TPM, OEE & etc.) 端到端(从头到尾)零缺陷质量，全面消费维护，全局设备利用率等Inventory Reductions 降低库存Lead Time Reductions 缩短消费前置期Crew Size Optimization 优化人员数量Space Reduction 减少运用面积Doublethe Good好的加倍Halvethe Bad坏的减半Double theSpeed改善速度加倍Kaizen Workshop Goal改善目的No Money不投入更多金钱No Space不占用更多面积No Manpower不运用更多人力2Standard W

3、ork & Standard Combination Sheet规范化作业 & 规范作业合并表1) Standard work defined 规范作业定义 a) Takt time defined 节拍时间的定义 b) Work sequence defined 工序的定义 c) Standard WIP defined 规范在线库存定义d) Cycle time defined 周期时间定义 e) No of operators defined 操作员数量的定义 f) Safety 平安性 g) Multi skill多技艺 2) Standard work combination she

4、et defined 规范作业合并表定义a) Manual time手动时间b) Auto time机器(自动)时间c) Walking time走动时间d) Waiting time等待时间3) Is the Quality check legend defined on each process on std work sheet?规范作业合并表上，有定义每个流程中的质量管控的关键点吗？3 Key Elements3项关键要素33 Types of Standard Works3种规范作业43 Types of Standard Works3种规范作业Type 1 : Standard W

5、ork to support machine (90%) & man (10%) combination task.类型1：规范作业适用于90%的机器作业和10%的手动作业的组协作业方式。Type 2 : Standard Work to support man (90%) & machine (10%) combination task. 类型2：规范作业适用于90%手动作业和10%机器作业的组协作业方式。Type 3 : Standard Work (also called as Work Standard) to support task carried out once signal

6、is triggered.类型3：规范作业也叫做作业规范适用于当信号产生时才去执行相应义务的作业方式。No Std Work means no Kaizen Std Work is the Mother of all Kaizen没有规范作业就没有改善规范作业是改善之母5How to start the Takt Time CalculationBased On Customer Demand 怎样根据客户需求计算节拍时间Step 1: Calculate Takt time Based on Customer Demand 第一步：根据客户需求计算节拍时间Example 例如:Custome

7、r Demand per Month 792K. Working hour per day is 22 hours, 20 days a month. 客户每月需求量是792K。每天任务小时是22小时，一个月20天。Takt Time calculation shall display all the variable and units to make clarity to all. 计算节拍时间时要显示一切变量及单位，便于大家了解。6How to start the Takt Time CalculationBased On Product and Process Design怎样根据产品

8、和制程设计计算节拍时间Step 2: Calculate Process Takt time Based on Product and Process Design 第二步：根据产品和制程设计计算节拍时间Based on Step 1, Takt Time is 2 second to produce 1 pcs.根据步骤1，节拍时间是每 2 秒消费 1 件产品。7How to start the Takt Time CalculationBased On Product and Process Design怎样根据产品和制程设计计算节拍时间Scenario 1: Product design

9、 is 6 pcs per one PCB panel. The Process Takt Time will be every 12 second a panel. Besides, your process design is using a pallet to place 4 panels, then your Process Takt Time is 48 second a pallet. If 2 line running, process Takt time will be 96 sec.情节1：产品设计为每块PCB板由 6 块小板组成，节拍时间是每块PCB板 12 秒; 制程设计

10、治具同时放置 4 块PCB板，那么制程的节拍时间是 48 秒/治具。假好像时有 2 条消费线消费，制程的节拍时间那么为 96 秒。Scenario 2: If Top and Bottom product running on same line at the same time, Takt time shall be half = 48sec情节2：假设正反面产品同时在一条消费线消费，节拍时间那么为一半，48秒。As such the Process Takt Time Calculation as following: 制程节拍时间计算如下：= Takt Time X Product Up

11、 x Process Up X Number of Line = 2 sec X 6 products per panel X 4 Panel per pallet X 2 Lines= 96 sec 8What is Standard WIP什么是规范WIPVarious types of WIP in our manufacturing process 消费过程中存在各种类型的WIPStandard WIP 规范WIPProcess WIP制程WIPProcess To Process WIP制程与制程间WIPStation To Station WIP工位与工位间WIP9What is

12、Standard WIP什么是规范WIPWIP means INVENTORY. INVENTORY is Basically bad. WIP就是库存。库存从根本上说是“不好的。Standard WIP is the Ideal or Should be conditions for WIP规范WIP是理想WIP或者是WIP的应有形状。However, before you fully achieved Standard WIP Quantity, you might need to go through various stages to understand your process M

13、uda and bottle neck然而，在完全到达规范WIP数量前，他需求经过不同的阶段了解制程中的浪费和瓶颈。Key Note from Sensei: 教师的重要提示：To understand the above WIP definitions, go to The Genba and perform your own work towards Establishing the right WIP quantities. This is the Only way you can understand the definition. 要了解WIP定义，他需求去到现场在任务中实际正确的W

14、IP数量。这是让他了解这个定义的独一方法。10What is Standard WIP什么是规范WIPThe purpose of Standard WIP is:规范WIP的目的：Separation between machine job and man job 区分机器作业和手动作业Ensures quality requirements确保质量要求Ensures smooth flow based on Takt time确保基于节拍时间的延续流Example 1: 例子1WIP in the reflow oven for curing with process time 6 min

15、 and Takt time 30 sec.在回流焊炉中固化的WIP，制程时间 6 min，节拍时间 30 sec.Standard WIP in the curing oven = Process Time / Takt Time 回流焊炉的规范WIP = 6 min / 30 sec = 12 Pcs11What is Standard WIP什么是规范WIPExample 2: 例子2WIP in the tester at backend assembly with process time 60 sec and Takt Time 30 sec.后段组装线测试机的WIP，制程时间 6

16、0 sec，节拍时间 30 sec.Standard WIP in the Test station = 60 sec/ 30 sec测试工位的规范WIP = 2 pcsIn other words, Standard WIP in order to fulfill the above 1), 2), 3) functions, It is the compulsory WIP in the machine / process before establish standard work for the process. 换句话说，规范WIP可以确保上述1),2),3)达成，在建立规范作业前，

17、规范WIP是机器和制程强迫的WIP。12What is Standard WIP什么是规范WIPProcess WIP 制程WIPWIP within same process with low variation of cycle time同一个制程中的WIP，周期时间CT变化很小It is all that WIP in the same process, not categorized as Standard WIP or PTP WIP. 一切在同一个制程中的WIP，不是规范WIP或制程间WIP.Example:- 例如Before Kaizen, Manual Insert (MI)

18、 Line Process WIP =9 pcs. After Kaizen MI Process WIP is 3. Standard WIP for each station is 1pc. 改善前，插件拉的制程WIP=9 pcs。改善后插件拉制程WIP=3pcs。每个工位的规范WIP为1pcs.T.T60 sec51455843PersonTimeABCDT.T60 sec60606012PersonTimeABCDvarianceAfterBeforeProcess WIP = 3, Standard WIP = 1 Process WIP = 9, No standard WIP 1

19、3What is Standard WIP什么是规范WIPProcess To Process WIP (PTP WIP) 制程间WIPWIP between 2 different processes with big gap cycle time两个周期时间相差很大的不同制程间的WIP.PTP WIP Is needed due to changeover in upstream line. 上游制程需求转拉，那么需设定制程间WIP. Not All line need PTP WIP.不是一切产线都需求制程间WIP.If Cycle time of Upstream Process is

20、 Less then Down stream process 假设上游制程的周期时间小于下游制程的周期时间Example 1:- SMT Cycle time (30 sec) Less then Manual Insertion (60 sec)例1：SMT周期时间(30 sec)小于MI插件周期时间 (60 sec)CT (Upstream process) Need PTP WIP 需求制程间WIP If Cycle time Upstream process is Equal or greater then Down stream process, No PTP WIP require

21、d. 假设上游制程的周期时间大于或等于下游制程的周期时间，不需求制程间WIP.14What is Standard WIP什么是规范WIPProcess To Process WIP制程间WIPExample 2:- Process A cycle time 15 sec. It is faster then Process B cycle time 25sec. Process A is running 2 product models as capacity requirement. In order to Keep Process line running, process to pro

22、cess WIP is required between Process A and B. The calculation as below:-例2：制程A周期时间是15sec，比制程周期时间25sec快。制程A根据消费才干需求，需求消费2种产品。为了保证产线正常运作，需求在制程A和制程B之间设定制程间WIP。计算如下：Takt Time = 30secChangeover Time = 5 min30secProcess AProcess B15Takt Time 节拍时间Cycle time Takt time ( 1 Station Process )C/T than takt for

23、single process (2 same stations needed)C/TTakt (需求2个一样工位)TAKT Time = 20s10203040Machine/Process A : St. #1Machine/Process A : St. #2Note注: CT TT : Additional Machine/Man needed 需求额外的机器/人员It can be used to calculate 节拍时间可以计算 Total Operators needed员工需求数量 Total machines needed机器需求数量 Standard WIP needed

24、 & Etc规范WIP需求数量，等16Is the Takt time visible (with counter and triggering point)? 节拍时间可以直观地看出来吗？有没有借助工具(计数器和触发机制) 。2) Is the Takt board defined (on the board)? 节拍时间确定了吗？(把节拍时间写在白板上) 3) Are the Standard WIP defined? 规范WIP有定义吗? 4) Do you know how to separate manual (persons) from auto (the machines) wo

25、rk? 他知道如何区分手动作业和自动作业吗? 5) Is the Work load leveling defined for man，machine and C/O? 人工,机器以及换线运用任务负荷平衡表分析了吗？ 6) Is the H/C calculated based on Takt time? 人力的多少是根据节拍时间计算出来的吗? 7) Is the Std work (front page) SWCS (back page) posted in front of each operator? 每个工站前都有规范作业(前页)和规范作业合并表SWCS(背页)吗? Operation

26、s操作 17Operations ( continue )操作(续页)8) Is the std work being followed by the operator? 操作员有没有按照规范作业流程作业? 9) Is the std work defined for water strider? 有没有定义物料员的规范作业? 10) Is the operator idle at the station? 在作业过程中,操作员能否有等待? 11) Does the operator search for components or tools? - Locate all tools and

27、parts within easy access or reach (Doctor & Nurse). 在作业中,操作员有没有寻觅物料或工具的动作? 工具或物料应该放置在易于获取的位置,定点定位.(遵照医生和护士概念：Doctor医生,指直接作业的人员,nurse护士,指辅助作业人员,如物料员) 12) Do you have std work for inspection station? 检查工站有没有规范作业书? 13) Do you have shortest cycle time for inspection? 对于检查工站,有没有定义最短周期时间? 18Operations ( c

28、ontinue )操作(续页)14) At the hand load station, do you apply doctor and nurse concept? 在手任务业工站,有没有运用医生和护士理念? 15) Do you meet the target of 3 sec per component during insertion at hand load? 在手插工站,有没有到达每3 秒一颗零件的插件速度? 16) SIC less at hand load station (with template). 手插工站不需求SIC(用模板来显示需求插件的位置)? Hand load

29、 manual CT Takt time nurse not required. Are there system in place to stop work when abnormal conditions arise? 当手动作业的周期时间小于节拍时间时，不需求护士(护士nurse:辅助作业人员) 当异常情况出现时，有没有系统来控制停顿作业? 18 ) Does the supervisor respond in a quick/crude manner? 当异常发生时，管理人员的反映是快速还是愚钝? 19) Do you have 6S implemented on your line?

30、 线上有实行6S吗 ?(6S=5S+Safety) 19Operations ( continue )操作(续页)20) Is the production qty for the day defined? 日产量有没有定义? 21) Is the Multi skill charts visible and available? 有没有显示和运用多技艺培训表？22) Do you allow banana peeling on the line? 允许在线装配物料包装吗? 23) Are you able to detect bottleneck station at a glance? 瓶

31、颈工站能一眼看出来吗? 24) The operator must not re-orient the part 操作员不允许重新调整零件方向,防止零件极性弄错.(这里操作员指辅助作业人员,即nurse) 25) Change over : 快速换型a) Internal time 内部时间d) Adjustment time调整校准时间b) External time 外部时间e) Clean清洁c) Trial run试运转20Operations ( continue )操作(续页)26) ETE Operation criteria: 端到端运转规范The line should ru

32、n based on Takt time 消费线必需按照客户需求节拍合理安排消费The H/C should be loaded based on Takt time 消费线应按客户需求节拍时间合理安排人员Material should be loaded based on Takt time 按客户需求节拍时间备置原资料The line should be configured to zero defects 配置消费线时需满足零缺陷Supermarket should meet all the 15 criteria 超市必需符合15个设置准那么27) ETE consists of :

33、端到端包括: a) Productivity improvement (MLT,H/C, WIP, Space) 提高消费效率(消费前置期,科学的人员配置,适当的在线库存,有效的空间利用)b) Material replenishment (Water strider, Min- Max, Supermarket) 灵敏精益的原资料供应方式(水蜘蛛补货原那么，设置最低最高库存，超市)c) Quality improvement (Zero defects) 提高质量(零缺陷)d) C/O (if the time more than 10 minutes) 换型时间(假设时间超越10分钟)21

34、Operations ( continue ) 操作(续页)28) 4 functions of Conveyor, Say NO to Conveyor if below criterias not meet“传送带的4个功能， 假设不符合以下条件那么不能运用“传送带Function as a Pace Setter ( Takt Manufacturing ) 节拍调理器节拍消费Function as a Value adding work station ( Value being added as it moves)增值工位传送带挪动时产品可以增值，如在传送带上作业 Function

35、as a Jidoka ( Stop every abnormal ) 自働化异常时停顿作业Function as a transportation mode ( 5% of the function ) 传送作用只占5%的功能22Layout 规划1) Insure the short walking distance. 确保产线行走间隔短. 2) Do you have 3 TEI implemented on your line? 产线有没有对物品实施三定原那么? a) Fix place 定点b) Fix things 定位/定物 c) Fix qty 定量3) Is the safe

36、ty aisle easily accessed by the operator? 平安通道能否易于员工经过? 4) Are there trash bins inside the cell? 单元消费线内有没有渣滓箱? 5) Do you have cell concept implemented on your line? 有没有在消费线上运用单元消费的概念.23Layout ( continue ) 规划(续页)6) The operator movement in a cell : is it counter clock wise(1) or clockwise(0). Counter

37、 clock wise is recommended 操作员在单元内的挪动是逆时针还是顺时针(逆时针为佳) 7) The gap in a cell : is it wider(0) or narrower(1) (narrower recommended). 单元内工站间的间距适宜的吗?宽(0) 还是窄(1) (引荐用窄).8) Is the station made of crefoam material and is it on the wheel for flexible movement? 任务台是由复合管做成的吗 ?能否有滑轮易于挪动呢? 9) The flow of a layo

38、ut must be like a single stroke, no zigzag. 产线规划的流向必需是单行程的，而不是弯曲交错的。10) Do you use 7 ways when designing tools, jigs, fixtures, layout or process? 在设计工具,夹具,治具,工厂规划和流程时有没有采用7种方法(7 ways)? 11) Do you use Pugh matrix to evaluate 7ways? 有没有运用Pugh matrix来评价7种方法? .24Layout ( continue ) 规划(续页)12) Hand load

39、station should meet the below requirements :手动作业工站应该满足以下要求: a) Part presentation 物料摆放方式 b) Zero defect 物料质量零缺陷 c) Layout /Ergonomic, 插件的顺序/根据人机工程学来安排d) Both hands of operator have to be used during insertion 插件时要双手作业 13) Are the cables, wires and network using the overhead drop point for flexibility

40、?电线,网线,信号线能否架设在线体上端并衔接到产线，易于灵敏运用? 14) Do you use the Spaghetti Chart to do the layout, process, movement? 在设计layout，流程,行走道路时有没有运用到Spaghetti Chart(意大利面条图)工具,明晰的画出人流、物流及产品流道路? 15) Is the line visibility clear for the supervisor? (boarder post defined for clear visibility) 对于管理者来说，产线可视化吗?(定义看板使其明晰可视化)

41、16) Do you use mock-up layout? 有没有模拟layout实施后的情况吗? 17) Tree and Branch connecting sub assembly & main assembly 主干和枝条 主装配线和辅助装配线的合理衔接25Layout ( continue ) 规划(续页)18) Short Takt time 1minute, multiply takt time by (x) factor and duplicate the backend cell accordingly客户节拍时间太短小于 1 分钟时，增大节拍时间 X 倍并建立相应数量的一

42、样的单元产线。19) Do your work stations are in same height ?任务台都是同一个高度吗？20) Do you carry out “rope test to validate the continuous value flow ?有实施“绳子测试验证延续价值流吗？26Zero Defect 零缺陷Can normal and abnormal be visually differentiated? 正常和异常景象易于区分吗 ? 2) Are the escalation paths well defined if abnormality occurs?

43、 针对异常的发生,有没有制定出逐级上报的流程? 3) Are the defects allowed to escape to down stream? 有没有不良流入下一工站? a) Do not pass defect ( Downstream Internal or To End Customer ) 不流出不良品 (内部下游客户或终端客户) b) Do not make defect( In Own Process ) 不制造不良品本人的工位c) Do not accept defect ( From Upstream) 不接纳不良品从上游工序 d) Do not rework ( N

44、ot Build Product Via Rework ) 不允许返工不经过返工消费产品4) Do you have a common area to view the defect (fish market)? 有没有特定的地点来检讨不良?(fish market 鱼市场) 27Zero Defect ( continue ) 零缺陷(续页)5) Do you apply 3 Gens? 有没有做到三 现? a) Genba - Actual place 现场 b) Genbutsu - Actual product 现物 c) Genjitsu - Actual fact 现实6) Do

45、you use 5 W ( who, what , where, when, why)+1H (how) where rule and regulation applied? 规章制度的制定有没有运用5W+1H的方法? 7) Do you have hand free inspection station? 视检工站,有没有不需求用手的? 8) Do you have template with navigation or pointer to guide inspection operators? 有没有模板来辅助视检作业？ 28Zero Defect ( continue ) 零缺陷(续页

46、)9) Do you apply SDCA,PDCA? and for defects do you apply PDCA? (Problem,Display,Clear & acknowledge) SDCA ( Standardize, Do, Check & Action ) 任务中有没有运用 SDCA、PDCA方法？针对不良景象，有没有运用PDCA的方法？ 10) Do you have Kaizen Newspaper displayed? 改善活动的海报有没有展现出来? 11) Do you have 1hr, 2hr, 4hr, 8hr tracking system on th

47、e floor? (lead to zero defect) 产线有没有跟踪系统，随时了解每1小时，每2小时，每4小时，每8小时的情况？(向零缺陷接近) 12) Identify POO & POD to solve the problem 当问题发生时,鉴别出问题的来源(POO)和问题的发现点(POD)来处理问题. POO=point of origin (where is the first point are the cause problem) POD=point of detection (where the point the problem been captured) 13)

48、Learn how to make the defect to understand root cause 研讨如何会产生不良, 从而了解根本缘由。 29Zero Defect ( continue )零缺陷(续页)14) Do you have Auto Jidoka implemented in your line? 产线有没有运用自働化系统？ 15) Talk to the defect to understand the root cause 深化研讨不良或缺陷，找出根本缘由 16) Duplicate the defect to understand the root cause 多

49、次反复不良景象的发生，找到根本缘由。 17) Do you have mean test ? - challenge the current state (Potential Problem Analysis) 有运用均值检验吗? 对现状进展寻根究底(分析潜在的问题)18) Do you use 5 Why analysis to understand the root cause? 有没有运用5个为什么来分析根本缘由？ 19) Landscape concept View from all angles (the mountain) ,Search for the truth (the fo

50、rest), Look/Focus (the tree), See and fix it (the branch) 全局概念全方位-远看(山)，寻觅真相-近观(森林)，细看(树)，深究并处理问题(枝干)30One Piece Flow 单件流 1) One piece flow 单件流2) Are the line visibility clear for the supervisor? Std.WIP? Takt counter? Line flow? 对于管理者来说，产线情况可视化吗？有规范WIP?节拍计数器？产线是流动的吗？3) One piece flow which like as

51、the eggs inside the chicken should be one by one flow ,but not in parallel. 单件流就像母鸡肚里的鸡蛋一样是一个一个下蛋的，而不是一同下出来的。4) To shorten the information of defect feedback, one piece flow can reduce our lead time. 为缩短不良景象的信息反响，单件流可以协助减少前置时间。5) When we set up new layout ,we must consider use the one piece flow. 当建

52、立新的消费线规划时，必需思索运用单件流。6) The Ideally layout is one piece flow according our Takt time. 理想产线规划是按照节拍时间的单件流。7) The layout of “ Y is better than the layout “ I I I series “Y型规划比“I I I 型规划好。8) As the quality feedback is fast and quick action taken. 质量反响速度快，可以快速呼应采取行动。31VSM 价值流图Do you have value stream done

53、 on your product?1. 产线有没有做价值流分析？a) have you visualized improvements to the overall production flow, instead of spot improvements to single processes 有没有把一切产线流程存在改善空间的地方明显地标识出来，而不是仅标示某个地方。 b) have you created a complete material and information flow 有没有规划出完好的物料流和信息流 c) current state - how the process

54、 works today 现状-产线如今是如何运作的 d) future state - map shows improvements towards a long term ideal state 未来的情况-价值流图表示出改善之后的理想情况 e) 3D VSM for better visualization (for office kaizen) 3D价值流图使流程更加直观针对办公室改善 32VSM ( continue )价值流图(续页)2) 7 types of flow must be clearly defined : 7大流程必需定义清楚 a) Material Raw物料-原

55、资料 b) Material WIP 物料-在线库存 c) Material - Finish Goods 物料-废品 d) Information - what info is required to move materials, what is the timing 信息-挪动/搬运物料时需求什么信息，什么时间点e) People - std.work, Takt time 人流-规范作业，节拍时间 f) Equipment - carts, conveyor, racks, andons, TPM 设备流-手推车，传送带，物料架，andons 异常停线系统，全面消费维护(TPM=Tot

56、al Productive Maintenance) g) Engineering - quality, tooling, programs 工程-质量，工具，程序 33Moonshine Shop 月光任务室1) Do you have moonshine capability in your plant? 工厂有没有月光任务室可以本人动手制造治具或工具以及时满足产能需求的才干.? 34Golf Score 动作评价表Are the operators having to bent down? 操作员在作业过程中需求弯腰吗? 2) Are operators having to reach

57、high? 操作员的手需求伸到很高的位置(获取物料或工具)来完成作业吗？ 3) Are operators having to twist/turn? 操作员在作业过程中需求转身吗? 4) Are operators leaving work area? 操作员在作业过程中分开任务区吗? 5) Are operators needing 3 arms?(hand being used as fixtures) 操作员必需依托三只手才干完成作业吗?第三只指的是治具 6) Is the C/T set at 90% or less of the Takt time? 周期时间是设定在节拍时间的90

58、%还是低于节拍时间？ C/T= cycle time， T/T=Takt time 7) Is there rework being done? 返工有没有在做？35Machine 设备Are tools suspended above point-of-use? 工具有没有悬挂在运用点(触手可及之处)？ 2) Are proper gauges/fixtures used? 所用到的治具能否适宜？ 3) Are distances between stations held at minimum? 工站间间隔能否是最短的？ 4) Are there 2 or more stations fo

59、r each operators work? 操作员能否有操作2个或更多工站？ 5) Is there an aisle way and cart for the water strider? 物料员能否有公用通道和公用推车？ 6) Is there information being sent to the water strider in real time? 发送给物料员的信息能否实时？ 7) Is there an andon lamp installed? 有没有安装异常警示灯？( Andon lamp,异常警示灯) 36Machine ( continue ) 设备(续页)8) I

60、s a production control board in place? 产线有没有看板，易于及时且清楚地了解产线的情况? 9) Can you separate internal setup from external setup and externalize internal setup? 他能区分内部信息和外部信息，并使内部信息详细化吗？ 比如：换线时的内部时间与外部时间 比如：某些机器的参数我们本人可以设定，有些需求求助于供应商 10) Be sure that material flows in one direction. 确保物流同方向，不迂回. 11) Is your m