施耐德精益生产体系流程评估标准.ppt

1、,G b) quality; and c) barriers Observe in the workshop to check: Is there a meeting with operators at the beginning of shift? What kind of topics reviewed in this meeting?,People Commitment - SIM Production 1b - Short interval production tracking - P3 - Q,People Commitment - SIM Production 1b - Shor

2、t interval production tracking - P3 - Q,People Commitment - SIM Production 1b - Short interval production tracking - P3 - Q,4 SPS Advanced 8. Complex issues are addressed through Six-Sigma or Kaizen Six-Sigma is focus on reducing variability to reach a performance on a process Kaizen is focus on eli

3、minating waste on the whole product flow 9. Pareto analysis of quality issues and waste is routinely done and updated Pareto analysis of quality issues and waste done and updated at least done weekly 10. At least 80% of the difference between red/green is explained down to root causes Use “5 why” to

4、 find the root causes,People Commitment - SIM Production 1b - Short interval production tracking - P3 - Q,People Commitment - SIM Production 1c - SIM Production implementation - P4, P10,1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert,Focus on: SIM Production implemented a

5、nd respected the plant event cycle. Key points: Operators are involved in SIM Production (beginning / end of shift) Objectives Definition Results / Barrier Log they are tracked By MTM software: The standard time is given by certificated people. Check the manufacturing time for several benches, to fo

6、und out if: If the manufacturing time is given by MTM methods, the way of calculation is correct. If the manufacturing time is given by stopwatch, the way of measuring is correct. 5. 80% of Standards (UT,DT) are updated with the operating tasks. 80% UT,DT are updated when changes happen Check the ma

7、nufacturing modification process to found out if the time standard is updated on time;,Product / Process Eng. Process Architecture/Lean design 4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16,4 SPS Advanced 6. For current pre-engineered processes, the Useful Times and Design Ti

8、mes are predetermined using MTM methodology. UT is predetermined by MTM method to evaluate the new process design. 7. Video Analysis / Stop Watch are used to determine the UT The updating process is formalized. Check if the TSR and OTR are updated every year.,Product / Process Eng. Process Architect

9、ure/Lean design 4a - Lean Design / Mfg Time Definition (Manual / Semi Auto Assy) - P16,Focus on: Manufacturing time definitions are understood and implemented Key points: Correct understanding of UT, NEE, OEE, SUR Proper use of UT, NEE, OEE,SUR The measuring time is periodically updated KPIs: NEE /

10、OEE / SUR,Audit in office,1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert,1. Manufacturing times are identified Check the historic record. 6. UT is based on theoretical rate : UT is defined for each product (or tooling) Each product(or tooling) has it own defined UT UT is

11、 measured based on the theoretical rate. 4 SPS Advanced 7. Video Analysis / Stop Watch are used to define time of different standard tasks - Change Over - Maintenance - Set up- The change over, maintenance and set up of the machine is standardized. Video and stop watch are used to define these stand

12、ardized task. 8. Rate deviation is verified periodically (at least once a month) and is under control. Rate deviation is documented. Rate deviation is verified at least once a month. Check the historic rate deviation verification record.,Product / Process Eng. Process Architecture/Lean design 4a - M

13、anufacturing Time definition (Automated Assy) - P16,5 SPS Expert 9. Manufacturing time databases are under control and updated at least once per year. Check if UT are updated at least once per year Check if NEE,OEE, SUR are tracked 10. Rate deviation is verified periodically (at least once a week) a

14、nd there is little or no deviation. Rate deviation is verified at least once a week. Deviation is near to zero,Product / Process Eng. Process Architecture/Lean design 4a - Manufacturing Time definition (Automated Assy) - P16,Focus on: Line / Workstations Architecture Key points: LADM implementation

15、Flexibility line design,Audit in office and workshop,1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert,1. Concept of Line/cell flexibility If the work stations is L or I shape, check if the operators work on the same side. 4 SPS Advanced 7. Line layout is optimized (distanc

16、e between stations, MPH, operator reach , parts layout) Layout is optimised in the following area: Distance between stations is suitable for the operators loading and unloading Qty/container and KB qty is calculated according to the feeding frequency. RM is placed in the ergonomics zone Parts is wel

17、l layout to for the operators to reach a high efficiency 8. Process/Line is designed to allow step by step investment During the design process, the small change to increase the capacity (such as adding a bench) should be considered Check the design documents,Product / Process Eng. Process Architect

18、ure/Lean design 4b - Process Design / Lean Concept - P4, P16, P28,4 SPS Advanced(continuous) 9. Equipment and work cells are mobile and can be easily modified or re-located. Equipment or work cell are mobile Wheels below the bench Quick disconnection of pressed air, cooling water etc. Check in the b

19、ench to see if the work cell are easy to be moved 5 SPS Expert 10. LADM is fully optimized and implemented for all processes The Layout is fully implemented with the LADM methodology. 11. Plant infrastructure supports a flexible manufacturing layout. The production line could be easily moved from on

20、e place to another Mobile production bench pressed air, electric, exhausting system, cooling system are well organized that equipment could easily access them.,Product / Process Eng. Process Architecture/Lean design 4b - Process Design / Lean Concept - P4, P16, P28,Focus on: Process design / Mix Mod

21、el organization Key points: Product and process are designed to reduce lead time minimize stocks of parts or sub-assembly Manufacturing plant is proactive in Product/process design changes (late product/process differentiation and component standardization) Change proposal for current products Proce

22、ss design involving for new products Manufacturing plant is involved in process design Industrial architecture of the product shows the different steps of components and sub-assemblies all along the process flow,Audit in office,1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Exp

23、ert,5. Quick changes in product design for complexity reduction or late differentiation are identified.,6. Changes recommended by the plant on existing designs are started through Product Evolution Process,8. Plant and Product Engineering are fully engaged in the PEP The recommended changes based on

24、 the product evolution process has started. 7. Assembly sequence and/or internal supply chain changes are fully implemented. Check the assembly sequence and/or internal supply chain, to found if they are as defined in point 4 5 SPS Expert 8. Plant and Product Engineering are fully engaged in the PEP

25、 The PEP process is in process for the existing product,Product / Process Eng. Process Architecture/Lean design 4d - Late Differentiation / Adaptation - P25,Focus on: Employee comfort and safety have been considered in the Workstation design / Working zone Key points: =S= Ergonomics standards (handb

26、ook/Intranet) are known and understood Ergonomics Leader is identified in the plant Operator working conditions assembly Handling Carrying loads: how much weight? Exerted forces: is excess force required for the operator to complete their task? Operator satisfaction Interview operator about their wo

27、rking conditions,Audit in the whole plant,1 - SPS Notion 2- SPS Basic 3- SPS Standard 4 - SPS Advanced 5 - SPS Expert,1. Methods Engineers know of SPS ergonomics Directives,2. Layout defined according to the basic ergonomics directives,3. Methods engineers are trained in Schneider ergonomics directi

28、ves and rules applied,5. Ergonomics conditions are diagnosed for workstation design (and modifications) by ergonomics application expert,7. Ergonomics working conditions are part of the learning cycle (historical data is tracked),9. Ergonomics Minimize the excess above picking place; visual manageme

29、nt between waterspider and warehousemen; optimization of waterspiders route. b) Total qty of frequent and medium moving references. 6. Warehouse indicators shows a continuous improvement 6 months.,Product / Process Eng.- Material Providing Floor storage is implemented for the materials of high volum

30、es. b) The percentage of re-turnable containers. 8. Warehouse performance to key indicators exceeds objectives.,Focus on: Line replenishment process. Key points: MPH process Replenish b) Minimum IPR 60 : Detection under control (no visual); c) Cpk 1,50 for Critical Queue dashboard is visible in the

31、workshop; Root causes of daily delays are known and tracked. KPIs: OTDM Inventory level,Audit in workshop,Management of Manufacturing order quantities 5 days avg. Demand,3. WIP Control Plan implemented.,4. FIFO flow; order quantities 2 days average demand. Lines transformed according lean concept ha

32、ve lower lot size and lead times.,5. WIP control measures (FIFO lanes, supermarkets, etc.) widely used.,6. Order quantity 1 days demand and flow is single piece.,7. Visual management in place to manage WIP and WIP is reduced,8. WIP reduction is in continuous reduction,9. From VSM the PCE is 10% (doc

33、k to dock value added processing time over the total process lead time.,1 SPS Notion 1. Knowledge of lean concepts and WIP impact and evidence of efforts to limit overproduction Single piece flow concept is known. WIP is clearly seen as a waste Production supervisor order quantities 5 days avg. Dema

34、nd. The weighted average production lot size is lower than 5 days customer demand 3. WIP Control Plan implemented. The WIP objective is defined The WIP control plan is available (by kanban, visual signals, limited floor space, ).,Management of Mfg. order quantities 2 days average demand. Lines trans

35、formed according lean concept have lower lot size and lead times. FIFO is respected along the flow The weighted average production lot size is lower than 2 days customer demand The production lines transformed after lean projects have lower lot size and lead times (process and products) than the pre

36、vious one. 5. WIP control measures (FIFO lanes, supermarkets, etc.) widely used. The WIP control plan is implemented Widespread use of WIP control measures (such as FIFO lane, kanban, signs, ). The actual WIP level respect the WIP control plan. Check in the shop floor: is the WIP is controlled by th

37、e WIP control measures as the WIP control plan? 4 SPS Advanced 6. Order quantity 1 days demand and flow is single piece. The weighted average production lot size is lower or equal to 1 day customer demand Single piece flow implemented in all potential processes,Management of Mfg. Logistic condition:

38、 Incoterms, packing, lead time, lot size, weight, delivery frequency; Forecast process description; Order execution process description; KPIs description (SSR-OTD-Shortage). Analysis Forecast process description; Order execution process description. Root cause analysis for delay sales orders and cor

39、rective action is followed. KPIs: OTDM/OTDS ULO OTDC2,Audit in logistic dept,Management of Manufacturing The recommended changes based on the product evolution process has started. 7. Assembly sequence and/or internal supply chain changes are fully implemented. Check the assembly sequence and/or internal supply chain, to found if they are as defined in point 4 5 SPS Expert 8. Plant and Product Engineering are fully engaged in the PEP The PE