精益生产之标准化作业简介.ppt

1、Key to Standardization 标准化作业简介,Demand vs. Schedule vs. Out put Right parts, right time, right quantity Installed Capability Vs. Output Resource utilization (Manpower and Equipment),Logical Kaizen Approach,System Evaluation,Op. System Change,1. Pre-conditions - Supermarkets - SMED: Short changeover t

2、ime 2. Simplification (Process/ Product) - Kit break - Kit process implementation 3. Connections - Order-Production. (Order kitting,order cutting) - Pull System. (Components,Kits,cut leads ) - Delivery Routes. ( Wires,components ) 4. Standardized Work - Static SOS (W.C.T) - Moving Line SOS - Quality

3、 improvement 5. Improve resources utilization - Motion kaizen - Sigma ET,CT - OA .,Oper. system Change,Perf. Improv.,Qual.,Vol.,Cost,3. Performance Improvement,Short Lead time,SOS Kaizen Procedure,Value-added (VA) work : Any process that adds value to product , what the customer is willing to pay fo

4、r Non-value added (NVA) work: Any process that does not add value to the product , what the customers is not willing to pay for,确定目标 Identify the goal 观察和测量 Observe and Measure 寻找改善机会Find Kaizen Opportunity 实施改进活动Improve the activity 实施标准化 Implement standard work 改善绩效Kaizen Result after improvement,

5、SOS改善步骤 Kaizen steps of SOS,SOS改善步骤 Kaizen steps of SOS,确定目标Identify the goal,确定目标 Identify the goal,Always late for about 2 minutes X先生总迟到2分钟 Getting up at 5:00 a.m. 5点起床 Needs to leave the house at 5:14 5:14要离开,Takt Time (T.T.) = 840“,14 min X 60sec,目标Goal,当前表现Current Status,观察和测量Observe and Measu

6、re,SOS改善步骤 Kaizen steps of SOS,Split the process into 12 elements: 划分12个要素 1. Get up 起床 2. Clean teeth 刷牙 3. Shave 刮脸 4. Take a shower 洗澡 5. Dry hair 吹干头发 6. Get dressed 穿衣服 7. Make coffee 做咖啡 8. Take coffee 拿咖啡 9. Make toast 做面包 10. Take toast 拿面包 11. Get the car keys 拿钥匙 12. Put on shoes and coat

7、穿鞋和外套,Process name: Get up and dressed 过程名称:起床并穿衣服,确定要素 Identify the element,What is a Job Element? 什么是工作要素,A job element contains ONLY working time. ( Cyclic Job) 一个工作要素仅包含工作时间(循环的工作) Assembly time装配时间 Pick up parts拿取物料 Pick up assist tools拿取辅助工具 It doesnt contain any walking time and non-value add

8、ed work elements such as:不包含走动时间和非增值工作要素 adjustment jobs调整 rework返工 repair返修 quality checks质检,Use the lowest repeatable time 用最低可重复时间,Determine the Starting point and Finishing point 确定起点终点,Fill in the work elements and capture the walking 1 step = 0.5 sec 填入工作要素并确 定走动,测量要素和走动 Measure work elements

9、and capture the walking,840”,标准化作业表 Standardized Operation Sheet,要素发生在什么点上 Where is the element? 要素与要素间的连接 Connectivity between elements 工位布局 Layout,Cycle time is 980” Overcycle,Waiting time,70,70,820,CT=820+160,160,TT,840”,工作合并表 Standardized Work Combination Table,3. Measure all element times 测量所有要

10、素时间,5. Create the SOS sheet 做标准操作表,6. Create the Work combination table 做工作合并作表,1. 2. . 3. . . . .,Sequence to grasp the process information:,2. Identify the elements of the process 确定工作要素,4. Establish all elements sheets 做工作要素表,Man,Machine,1. 2. . 3. . . . .,1. Grasping the facts抓住事实,Static SOS,SOS

11、改善步骤 Kaizen Step of SOS,寻找改善机会 Find Kaizen Opportunity,OLD SOS,NEW SOS,T/m move- ment,M/C move- ment,Mat. move- ment,OLD WCT,NEW WCT,In every process the working sequence is constructed of three major movements 每个工序的工作次序由三个主要的运动构成 1. Team member movement 人员的移动 2. Equipment movement设备的移动 - processing

12、 加工 - conveyor transfer 输送带传动 - ejector etc. 打出机等 3. Material movement (process sequence)物料的移动 To achieve ideal condition, these three movements must be organized 要达到理想的状态,必须对这三种移动进行整合,What can we see from the SOS and WCT? 从SOS和WCT上能看到什么?,Analysis: How do we use the Standardised Work charts? 分析: 我们如

13、何使用标准化工作表,时间测量表 Time Measurement Sheet,时间测量表告诉我们什么 What do we know on line balance Wall,目标,工作要素表告诉我们什么 What can we know on Job element sheet,观察Observe 操作顺序 Operation step 物料摆放位置 Material Arrangement 移动 Movement,SOS表告诉我们什么 What can we know on SOS,观察Observe 操作顺序Operation Step 物料位置 Material Arrangement

14、 走动 Walking Cell布局 Cell Design,Work Area Map告诉我们什么 What can we know on Work Area Map,观察Observe 操作顺序Operation Step 走动Walking 物料位置Material Arrangement,WCT告诉我们什么 What can we know on SWC,检查Check Whole the cycle 要素时间Element time 走动Walking,SOS改善步骤 SOS improvement Step,实施改善活动 Improve the activity,840”,Proc

15、ess time工序时间,Cycle time工作循环时间,Machining time 机器时间,TT,980”,Mister X needs to achieve 840” X先生要达到840秒,Target 目标,Actual实际,Manual time手动时间,ATT = CT,Idea is 想法是 1. Relocate the keys 重定钥匙的放置位置 2. Change the layout 改变家里的布局 3. Change the sequence 调整顺序 4. Use double electrical outlet 装双插座的电源 5. Combine the m

16、achining time with the manual work 将人的工作和机器的时间合并,What should I do ?,A.T.T.,How can we improve the morning procedure? 如何改善过程?,Reduce walking, 减少走动 Reduce waiting 减少等待,Correction Overproduction Material Movement / conveyance Motion Waiting Inventory Processing,7 Types of Wastes 7种类型的浪费,改正 过度生产 物料的移动和运

17、输 动作 等候 库存 加工过程的浪费,Definition: Producing MoreThan Needed Producing Faster Than Needed,Waste of Overproduction 过度生产的浪费,定义: 生产超过了需求 生产快过了需求,Characteristics 特点: Inventory Stockpiles 库存积压 Extra Equipment 额外的设备 Extra Storage Racks 额外的仓储架 Extra Manpower 额外的人力 Additional Floor Space 更多的工作场地,Causes 原因: Inca

18、pable Processes 过程能力低下 Lack of Communication 缺乏交流 Long Tool Changes 工具更换周期长 Low Uptimes 计划工时利用率低 Lack of Stable / Consistent Schedules 缺乏稳定 / 连贯的计划安排,Waste of Overproduction 过度生产的浪费,Definition: Rework of a Productor Service to Meet Customer Requirements,Waste of Correction 改正的浪费,定义: 为满足客户的要求，对产品或服务进

19、行的返工。,Characteristics 特点: Extra Time Required by Workforce to Inspect / Rework / Repair 工人需要额外的时间来检查/返工/修理 Missed Shipments / Deliveries 错过了装运/交货时间 Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使组织变得被动 (疲于“救火”，而不是采取各种预防措施),Causes 原因: Incapable Processes 过程能力低下

20、Operator Control Error 操作者控制失误 Insufficient Training 缺少足够的培训,Waste of Correction 改正的浪费,Definition: Any movement of material that does not directly support a lean system.,Waste of Material Movement / Conveyance 材料移动/传送的浪费,定义: 任何不直接支持 一个精益系统 的材料移动。,Characteristics 特点: Extra Fork Trucks 额外的叉车 Multiple

21、Storage Locations 多处储存地点 Extra Facility Space 额外的设施空间 Incorrect Inventory Counts 不正确的存货清点 Opportunity for Damage / Floor Loss 存在损坏/丢失物品可能,Causes 原因: Unleveled Schedules 计划安排不平衡 Long Change Over Times 更换品种时间长 Lack of Work Place Organization 工作场地缺乏组织 Improper Facility Layout 设备布局不当 Larger Buffer and B

22、anks 缓冲库存区过大,Waste of Material Movement / Conveyance 材料移动/传送的浪费,Definition 定义: Any movement of people or machines which does not contribute value to the product or service. 任何对生产和服务没有带来价值的人员或机器的运动。,Waste of Motion 动作的浪费,Characteristics 特点: Looking for Tools 寻找工具 Excessive Reaching / Bending 过度伸展/弯腰

23、Machines / Material Too Far Apart (Walk Time) 机器/材料距离过远（步行的时间） Shuttle Conveyors Between Equipment to Carry Parts 零件在设备间传送带上的来回传送 Extra 揃usy?Movements While Waiting 等候期间的额外“忙乱” 动作,Causes 原因: Equipment, Office & Plant Layout 设备、办公室和工厂的布局不当 Lack of Work Place Organization 工作场地缺乏组织 Poor Person / Machin

24、e Effectiveness 人员/机器效率不高 Poor Ergonomic Design 人机工程方面的设计不好 Inconsistent Work Methods 不一致的工作方法 Large Batch Sizes 加工批量过大,Waste of Motion 动作的浪费,Definition: Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized.,Waste of Waiting 等候的浪费,定义: 当两个相关的变量 不完全同步时产生 的停顿时间。,Characteri

25、stics 特点: Person Waiting for Machine 人员等候机器 Machine Waiting for the Person 机器等候人员 One Person Waiting for Another Person 一个人等候另一个人 Unbalanced Operations (Work) 不平衡的操作（工作） Unplanned Equipment Downtime 计划外停机,Causes 原因: Inconsistent Work Methods 不一致的工作方法 Long Machine Change Over Times 机器设置时间长 Poor Man /

26、 Machine Effectiveness 人员/机器效率不高 Lack of Proper Machines 缺乏合适的机器 Lack of Equipment Resources 缺乏设备资源,Waste of Waiting 等候的浪费,Definition: Any supply in excess of process requirements necessary to produce goods.,Waste of Inventory 库存的浪费,定义: 任何超过生产产品 过程所需要的供应。,Characteristics 特点: Extra Space on Receiving

27、 Dock 在进货仓库中占据额外的空间 Stagnated Material Flow 物流停滞 Massive Rework Campaigns When Problems Surface 当出现问题时，不得不进行大规模的返工 Requires Additional Material Handling Resources (People, Equipment, Racks, Storage, Space / Systems) 要求更多的材料处理资源(人力、设备、货架、仓库、空间/系统) Slow Response to Changes in Customer Demands 对客户要求的改变

28、反应迟缓,Causes 原因: Incapable Processes 过程能力低下 Long Change Over Times 更换品种时间长 Management Decisions 管理决策不当 Local Optimization 局部最优化 Inaccurate Forecasting Systems 不准确的预测系统,Waste of Inventory 库存的浪费,DEFINITION: Effort which adds no value to a product or service. Enhancements which are transparent to the cu

29、stomers, or work which could be combined with another process.,Waste of Processing 加工过程的浪费,定义: 对产品或服务附加的无效的工作，或可以结 合在另一过程的工作。,Characteristics 特点: Process Bottlenecks 工作过程出现瓶颈 Lack of Boundary Samples or Clear Customer Specifications 缺乏边界样品或明晰的客户规格要求 Endless Refinement 没完没了的修饰 Redundant Approvals 过多的

30、批准程序 Extra Copies / Excessive Information 额外的复印件/过多的信息,Causes 原因: Engineering Changes Without Process Changes 工艺过程没有随着工程的更改而改变 New Technology Used in Other Processes 在其他工艺过程中使用了新技术 Decision Making at Inappropriate Levels 在不适当的层次上制定的决策 Ineffective Policies and Procedures 无效的政策和程序 Lack of Customer Inp

31、ut Concerning Requirements 对客户的有关要求缺乏了解,Waste of Processing 加工过程的浪费,Walking reduced by 10” Element time reduced by 10”,Before: 前,After: 后,1. Key Relocation重定钥匙的放置位置,走动减少10秒,要素时间减少10秒,Before: 前,After: 后,Walking reduced by 30”,2. Layout change of bathroom 改变浴室的布局,Investment 1,000Euro,走动减少30秒,Before: 前

32、,After: 后,1,2,3,5,6,7,8,4,10,1. Get up起床 2. Clean teeth刷牙 3. Shave刮脸 4. Take a shower洗澡 5. Dry hair吹干头发 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Make toast做面包 9. Put on shoes and coat and get the keys 穿鞋和外套拿钥匙 10. Take coffee and toast拿咖啡,面包,1. Get up起床 2. Clean teeth刷牙 3. Shave刮脸 4. Take a shower洗澡 5

33、. Dry hair吹干头发 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Take coffee拿咖啡 9. Make toast做面包 10. Take toast拿面包 11. Get the car keys拿钥匙 12. Put on shoes and coat穿鞋和外套,9,2 elements reduced,3. Sequence change 调整顺序,Before: 前,After: 后,Use both machines at the same time Element time reduced by 10”,4. Use of doub

34、le electrical outlet 装双插座的电源,同时使用两个机器 要素时间减少10秒,Before: 前,After:,Machining time enforced waiting for Mister X,A.T.T.,Mister X put on his shoes, coat and keys while coffee and toast were made,5. Combine machining time with manual time 将人的工作和机器的时间合并,后,机器工作时, X先生在等待,机器在做咖啡和做面包时,X先生穿鞋,外套和拿钥匙,TT,# of ele

35、ments reduced - 12 to 10 要素数量减少 Element time reduced - 820” to 680” 要素数量减少 Walking time reduced - 160” to 120” 走动时间减少 Cycle time reduced - 980” to 800” 工作周期时间减少,Process time = Cycle time = 800”,840”,Result结果,980 sec,SOS改善步骤 Kaizen Step of SOS,实施标准化 Implement Standard Work 绩效改善 Kaizen Result after improvement,标准化 SOS for operator,调整方法 Adjust methods 形成标准化文