如何改进生产绩效(PPT 57页)

1、Manufacturing Performance Improvement如何改进生产绩效,6-1-2004 CT Yang,Contents内容,3 key manufacturing focus and its objectives 生产制造中最重要的三个项目 Flash Electronic Quality policy 飞旭电子公司品质策略 The most common production problems 生产线最常看到的问题 Standard operation instruction ( SIC ) and visual aid 作业指导书 Methodology of qu

2、ality improvement 改进质量的方法(案例) Continuous flow Manufacturing 连续生产 Daily kit release control 每日工单计划及管控 Continuous flow of post SMT operation 后工程连续生产案例 How to pursue manufacturing Excellence 如何追求卓越绩效 3 key processes of SMT excellence达成SMT最高绩效的三个重要项目 Three phases of improvement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

3、目( 3 Key Manufacturing Focus Items ),质量 Quality 以零缺点为目标 ( aimed at zero defect ) Zero defect at OQA质保检查零缺点 连续生产 Continuous Flow Manufacturing 以连续不停留的流程为目标 ( aimed at stream line process ) From SMT through ICT less than 24 hours 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( aimed at eliminate waste )

4、SMT 50% plus of hours over 15K parts/Cp 有50%以上的工时，SMT Cp能贴片15K以上 Insert over 720 parts per employee- hour (total # of parts inserted in a shift / 8X # of operators) 平均每人每小时能手插720颗零件,(1) 品质 Quality,( To development a method aimed at Zero Defects ) 以零缺点为目标的生产模式,Flash Electronics Quality Policy 飞旭电子公司品

5、质策略 (1)缺点预防 Defect Prevention - Poke Yoke Process防呆 - Stop defect at working process not inspection station 阻止缺点 (2)持续改进 Continuous Improvement - Real time quality feed back 立刻反馈 - QPI activities逐项改进,The Most Common Problems On Our Production Floor are:生产线最常看到的问题,People use the different way to do t

6、he same work 同样的工作，不同的方法去做 Repetitive human defects 人为错误一再发生 No confidence for the result of the work 对工作结果无信心 No reject from customer because today is lucky! 客户不退货，仅是侥幸,Standard Operation Instruction ( SIC ) and Visual Aid标准作业指导及作业指导书,Why Need A Standard Operation?为何需要一个标准作业书,Do not trust memory 记忆

7、不可靠 Minimize the method variation 减少作业差异 Control quality 易于控制质量 Easier for training new comer 易于训练新员工 Easy for line change over 易于换线作业 Increase work efficiency 增加工作效率,What Is A Standard Operation?怎么是标准作业？,A pre-defined work method 是一种预先定好的工作方法 Designed by engineer 是由工程师设计定的 A simple production langu

8、age 是由一种生产线人员可懂的语言书写的 Provide a consistency and a quality work 是能提供一个持续生产良品的方法,What Should Include In The Assembly Visual Aid?一个作业指导书应包括哪些东西,The most important thing in the visual aid are: 作业指导书应包括: Quality points应包括质量重点 Any potential human error or mistake that may occur in that station 应包括应生产工位一切可

9、能产生的人为失误地方 3 Basic work steps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,Some Hints on Visual Aids作业指导书的制作重点,Do not over 5 steps不宜超过五种以上不同的工艺 Use production language员工能看懂 Use 3-5 colors ( Red/ Green/ Yellow/ Blue.)利用不同色彩 Prefer to use drawing file利用装配图 Consider balancing平衡 Cycle time between 0.5

10、 to 2.0 minutes 每一工位作业约在半分钟到两分钟之内,Methodology of Quality Improvement( Top 5 defects control and elimination )改进质量的方法,Methodology of Quality Improvement 改进质量( Top 5 defects control and elimination ),Why we do this ?为何如此做？,Prevent the repetitive defects found by customer. 为了预防相同的问题再流到客户去,Though we may

11、 not know the root cause of defects or ways to kill a defect, Catch It , dont let the defects passing our process and leak to our customer. 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 In the mean time, lets work together to find the solution to Eliminate that defects later. 在此同时一面全作找出原因，並消减它,80/20 Rul

12、e,Top 5 Defects ( Criminals ),20% Others,Focus on Catching Top 5 Defects 集中全力于前五名最大不良点,80%,Methodology of Quality Improvement 改进质量( Top 5 defects control and elimination ),前五最大不良点,80% on Top 5 Defects 最大五项,20% Others,Continuously focus on the top 5 defects 继续集中全力于最大五项,80% on Top 5 Defects 最大五项,20% O

13、thers,80% on Top 5 Defects 最大五项,20% Others,80% on Top 5 Defects,0% Defect,Improvement 改进,Improvement 改进,Improvement 改进,Improvement,最大五项,Total Quality Management全面品质,Goal目标 Habit of improvement perfection 养成不断追求完美的习惯 Organization 组织 Production responsibility生产部门的责任 Basic principles基本法责 100% check全数检查

14、 Execution and escalation強调执行及上报 Line stop停线（问题应立刻解决） Correcting ones own errors自负改正错误的责任 Project-by-project improvement逐项改进,Total Quality Management全面品质,Concepts观念 QC as facilitator品质部门是活动的推动者 House keeping保持工作环境整齐清洁 Less-than-full capacity scheduling保持弹性 Small lot sizes小批量生产 Pre-check before produ

15、ction事先查核后，再生产 Techniques and AIDS辅助工艺 Exposure of problem曝露问题 Poke Yoke devices防呆措施 QC tools熟用品质技巧 QPI activities品质及效率改进小组活动,(2) 连续生产Continuous Flow Manufacturing,( To develop a method aimed at stream line process ) 以连续不停留的流程为目标的生产模式,Inventory Covers Problems问题通常被存货所遮盖,Poor Quality,Raw parts 原料,Poo

16、r Schedule,Machine stop,Imbalance,Lack of ownership,Poor parts On time delivery,Long Change- over,Poor Communication,Lack of Training,High Turnover,Finish goods 成品,WIP,What problems was covered by High WIP Inventory?哪些问题通常被高存货所遮盖？,Raw parts 原料,Imbalance 不平衡,Finish goods 成品,Poor Quality 品质不良,Poor Sch

17、edule 排程不良,High Turnover 高流动率,Lack of Ownership 缺少责任心,Poor part on Time delivery 缺料,Machine & Equipment Stop 机器故障,Extra Handling 不必要的搬动,Poor Communication 沟通不良,Lack of Training 缺乏培训,Long change Over time 换机困难,连续生产 Continuous Flow Manufacturing ( Stream Line Process/ One Piece Flow ) 以连续不停留的流程一次做一个,C

18、urrent 目前,After 未来,Daily Kit Release Control ( Examples ) 每日工单的计划与管控,Flash Wujiang Factory,Daily Kit Release Processes每日工单的排程,W/H,Kitting one by one based on PC schedule sequence and Feeder set up KanBan need first . Than kitting the special approved pre-kitting lots,Kitting one product a time,Audit

19、 qty and quality,Set up feeder,Audit team,Feeder Set- Up team,Waiting for Production ( Next kit waiting area ),Run SMT production,SMT Prod.,Release the (1) Completed kit and (2) Special approval pre-kitting lots *,MP,PC,Put on the schedule and release kitting ( 2 lists ),By 10:00am,By 12:00pm,When P

20、re-kit completed,Schedule to Cut in,Remarks: * All the pre-kitting must under condition that part will arrive by next day 6:00pm,2 kind of kit release schedule两套式每日SMT生产排程,Release the completed kit and special approval pre- Kitting lots,MP,PC,Put on the schedule And release kitting ( 2 lists ),By 10

21、:00am,By 12:00am,When Pre-kit last part Arrived ( Kit completed ), MP need to notice PC for Schedule cut-in,(1) Completed kit schedule,(2) Pre-kit schedule,1.1 AXXXX- 001 1.2 BXXXX- 001 1.3 CXXXX- 001 1.4 DXXXX- 001,2.1 Xxxxx- 002 2.2 Yxxxx- 002 2.3 Zxxxx- 002,Warehouse ( Kitting ),Do (1) first per

22、schedule sequence and kanban requirements. ( Always keep 3 kits in waiting at feeder set up area,Once the feeder set up area already have 3 kit in waiting. W/H kitting people move to work the pre-kit schedule list (2),PC need to move It from list (2) to (1) And schedule cut in,(1) 无缺料,(2) 尚缺料,Urgent

23、 Parts One Hour Path Form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）,Only 1-1-3-7 is needed1-1-3-7 备料流程,Next job Feeder cart Waiting 每线下一个工单Feeder车暂停位子,Feeder Set up,Wait for Feeder set Up kit,Next feeder Set up,Ware house Kit staging,SMT line A,SMT line H,Audit team,Continuous Flow Example连续生产案例( Link Touch UP and

24、 Final Mechanical Line Together )如何将Touch up 与组装线相联接,Flash Fremont Building 2,A,B,TU Kanban schedule Touch up 线生产线看板,C,D,FM Kanban schedule,Kanban card Box 看板卡箱,1,2,3,4,5,6,7,8,0,KanbanCard 看板卡,Kanban Card 看板卡,Touch/Final Mech. Kanban scheduling system Touch up 线与组装线生产看板系统,(3) 效率 Efficiency,( To dev

25、elop a method aimed at waste eliminate ) 以消除所有浪费为目标的生产模式,How to Pursue Manufacturing Excellence 追求卓越的生产绩效,To Build a tower or a bridge Able to stand for hundreds Of years 如同建造一座能使用百年以上的大桥,Gap 鸿沟,How to overcome the gap ? 如何横渡鸿沟,“ As is ” 目前水平,“ To be ” 目标水平,World class EMS 世界水平,Lay down a strong fou

26、ndation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones 基石 Kit release process Flag system All-in-one schedule board Hourly tracking Floor KanBan squares WIP management,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Pillars 桥

27、柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedule board Hourly tracking Floor KanBan squares WIP manage

28、ment,Pillars 桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedule board Hourly tracking Floor KanBan squa

29、res WIP management,Pillars桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedule board Hourly tracking Floo

30、r KanBan squares WIP management,Pillars桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedule board Hourly

31、tracking Floor KanBan squares WIP management,Pillars桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ As is “,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedule

32、board Hourly tracking Floor KanBan squares WIP management,Pillars桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Lay down a strong foundation Building a path toward excellence 打好地基，步步前进,“ To be “,Cornerstones基石 Kit release process Flag system All-in-one schedu

33、le board Hourly tracking Floor KanBan squares WIP management,Pillars桥柱 CFM ( Less than 24 hrs from SMT To ICT out ICT top 5 defects Control OQA zero defect,Manufacturing Excellence Principle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,Toyota Mfg Syste

34、m Vs Manufacturing Excellence 丰田汽车公司的生产模式,丰田式系统 Toyota Manufacturing System,及时生产 Demand Pull Only produce the product quantity when customer has need,自动化 Jidaka Automatic processes monitoring and process management ( 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,1st Step t

35、o Pursue Manufacturing Excellence追求卓越的第一步,追求第一 ( Want to be # 1 ) 了解差距 ( Understand the gaps ) 协求帮助 ( Ask for help, if you dont know how to close gap ) 学习榜样 ( It doesnt have to be your own idea ) 注意小事 ( When you care, your people will care, too ) 上下沟通 ( Clear communication and follow up thoroughly )

36、,Role and Responsibility,Operators员工 Following schedule and keeping the SMT machine running with perfect quality. 依生产计划，保持机器不停生产优质产品 Off line feeder set up teamFeeder备料组 Prepared good feeders to all the SMT on time. 提供足够的好的Feeder给SMT生产线 Leader and supervisor领导及主管 Resolve line problem and escalate pr

37、oblem which they can not or do not have time to solve. 解决生产问题，失控前报告上级主管,3 Stages of Deployment执行的三个阶段,1st stage ( Set up stage ) - Improvement team 设立 2nd stage ( Implement stage ) - Supervisor 执行 3rd stage ( Sustain stage ) - QA 确保,Manufacturing Excellence Guiding Principles卓越制造的真谛,Centralize Infor

38、mationCommon approaches Decentralization Implementation( Way of working ) 资讯统一，执行各自负责 统一规划 Capacity planningCommon work standards Common expectations for common processes 产能集中规划，效率标准统一 统一标准工时 Continuous Flow ManufacturingFlexibility Standardization of line layout & Work methods 一条龙式标准生产模式 保持最大弹性,3 K

39、ey Processes Of SMT Excellence,All-in-one Schedule 生产看板系统,Flag System 物料旗号系统,Hourly Tracking 每小时追逐系统,11K/15K tracking Escalation process ICT top 5 SMT defects Skip nozzle control Paste printing control Hot shot quality control SMT zero wrong parts OPR tracking QPI,Off line feeder set up Feeder maint

40、enance process Days color traveler control Dedicate SMT top side carts Cascade change over team Bottleneck machine indicators,Kit release control One schedule for entire building Weekly capacity review Product grouping Primary line comply control Floor WIP kanban control,Flag System ( to identify ne

41、xt kit status )物料旗号系统,Green Next kit ready 下一工单材料备好了 Yellow Setting up next kit 下一工单正在备料 Red Next kit has problem 下一工单备料有问题 Blue No schedule 下面没工单,Who and When To Change Flag,From Green to Yellow: SMT line operator. 绿旗到黄旗SMT操作员负责 From Yellow to Green. Feeder set up team operator. 黄旗到绿旗备料组有问题 From Ye

42、llow to Red. Feeder set up team operator. 黄旗到红旗备料组负责 From Red to Yellow. Supervisor 红旗到黄旗主管负责 From Green (Yellow & Red ) to Blue: Leader or supervisor 从绿旗（黄旗、红旗）到蓝旗主管负责,Three Phases Of Improvement改进的三个阶段,Three Phases Of Manufacturing Excellence,Phases I: It is the right thing to do将对的事情做好 House keep

43、ing and information visible to all employees Simplify and discipline of the existing processes Reveal all the hidden problems and resolve one by one Phases II: Doing every thing right做对的事情（把事情做对） Systemically restructure the processes to a simplest way Take all the waste out from all areas continuou

44、sly Stop immediately if we see things wrong or a working discipline is violated. Phases III: Excellence becomes a habit做对已是一种习惯 Zero defect is the only working standard for everything we do Robust processes and very little supervision is needed Excellence becomes everyones working habit,The 3 Phrase

45、 of Morale,OKMode 得过且过,Excellent Mode 追求第一,Survival Mode 力求改进,Accept current status 接受现状 Accept not meet goal 接受未达目标 Accept others better than us 接受别人比我做得更好,Try to resolve current problems 力求改变现状 Try to meet hard goal 力求达成目标 Try to compete with others 努力做得比别人更好,Continuous improving 寻求做得更好 Set up cha

46、llenge goal 不断受更高目标挑战 Compete ourselves 自我挑战,Shipping Escalation Process ( Example ),Objective: 100% on time delivery目标做到100%准时交货 If shipment boards already in FG area for the day. Do not post on the shipping schedule “ White board “ 每日8时清点缺货数，并列于shipping status 板上 If shipment boards are not in FG b

47、y 8am of the day Check the QA if they have gotten the board 检查缺货板子是否已在QA Notice PC if there is still not have enough board at QA 如果未到QA，通知生管 ( PC ) If shipment boards are not in FG by 12 noon of the day Check the QA if they have gotten the board 每日12点再做一次检查 Notice Supervisor if there is still not ha

48、ve enough board at QA 如果缺货尚未到达QA，通知生产主管 If shipment boards are not in FG by 3 pm of the day Check the QA if they have gotten the board 每日下午3点时，再对缺货做一次检查 Notice OPS Manager if there is still not have enough board at QA 如果尚未到达QA，通知生产经理,We are what we repeatedly do.Then,如果我们能以追求卓越的精神持续做下去，如此Excellence

49、is not an act but a habit追求卓越将不再是一种特定的行为，而是一种习惯,The Biggest Challenge力行最佳绩效最大得挑战是,The Biggest Challenge as we deploy our Manufacturing Excellence will not be the technically difficult. 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 It will be how to drive the moral of an organization from “ OK mode “ to the “ Manu