2_ANPS__标准作业_(简体字).ppt

1、Standard Work标 准 作 业,Standard Work 标准作业 What is Standard Work 何谓标准作业,Definition 定义 A Standard Work is a combination of men, materials and machine to carry out production in a maximally efficient way. 标准作业是指如何安排人员、材料及机器使能发 挥最佳的生产效率之组合 Standard Work is different from Standard Operation Procedure 标准作业是

2、不同于作业标准,Standard Work 标准作业 Functions of Standard Work (1/2) 标准作业之作用 (1/2),Training materials for newcomer 做为教导新人之教材 Tools for management 做为管理之工具 a) Design of Production Line 生产线设计 b) Manpower Requirement plan 人员需求计划 c) Equipment Requirement plan 设备需求计划,Standard Work 标准作业 Functions of Standard Work (

3、2/2) 标准作业之作用 (2/2),d) On-Hand WIP plan 手持量计划 e) Target of production speed 目标生产速度 f) Visual Management 现场目视管理 Tool for Kaizen 做为改善之工具 No improvement can take place 没有标准作业 without Standard Work being 就没有改善 defined first.,Standard Work 标准作业 Elements of Standard Work 标准作业之要件,TAKT Time 产距时间 On-Hand Work

4、-In-Process 手持量 (3) Operator Work Sequence 作业者动线顺序,Standard Work 标准作业 TAKT TIME 产距时间,Definition 定义 Takt Time 产距时间= Target Time 目标时间= T.T Example 例 :,Working Time per day 每日工作时数,Units demand per day 每日生产需要数,T.T =,8 Hours 小时 x 3600 sec.秒,T.T =,1000 Units 个/day 天,= 28.8 Sec 秒/Unit 个,Standard Work 标准作业

5、On-Hand Work-In-Process 手持量,Meaning 意义 Refers to the minimum WIP needed to perform repetitive operations, e.g., parts mounted to machines, parts on conveyors, parts needing time to cool. 为使生产线能重复进行生产活动， 而必须拥有 的最少必要的在制品数量。称为手持量。包含在 机器上、输送带上、等待泠却之在制品等,Standard Work 标准作业 Operator Work Sequence 作业者动线顺序,

6、Meaning 意义 The order of operations in which an operator carries objects, mounts them on machines and removes them etc. 指作业者操作各个不同工序的顺序 This should be distinguished from the product process sequence according to which a product is made, which will influence the number of On- Hand WIP. 作业者的动线顺序方向可与产品的

7、加工顺序流向不同。 方向之不同会影响手持量之多寡,Standard Work 标准作业 Forms of Standard Work 标准作业常用表格,Value Stream/Process Flow Chart 价值流/流程图 Time Measurement Sheet 时间观测表 Process Capability Sheet 加工能力表 Standard Work Combination Sheet 标准作业组合票 (5) Process/Cycle Time Chart 作业配分表 (6) Standard Work Sheet 标准作业票,Standard Work 标准作业

8、Symbols for Value Stream/Process Flow Chart 价值流/流程图之符号(1/4),Customer 顾客 Supplier 供货商 Material push flow 前推式物流 Material pull flow by withdraw kanban 领取看板后拉式物流 Material pull flow by production kanban 生产看板后拉式物流 Material pull flow by signal kanban 信号看板后拉式物流,Standard Work 标准作业 Symbols for Value Stream/Pr

9、ocess Flow Chart 价值流/流程图之符号(2/4),Information flow 信息流动 Buffer Inventory 缓冲库存 Safety Inventory 安全库存 Production Cell 生产线 Leveling (Heijunka) 平准化 Supermarket 超级市场,Standard Work 标准作业 Symbols for Value Stream/Process Flow Chart 价值流/流程图之符号(3/4),Kanban Post 看板收集箱 Production Planning Control 生产计划管制 Material

10、, before process 材料，加工前 Finished Goods, after process 成品，加工后 Process and sequence number 加工及序号,1,Standard Work 标准作业 Symbols for Value Stream/Process Flow Chart 价值流/流程图之符号(4/4),Self 100% Inspection 自主全数检查 Walking operation 走动作业 QA Sampling Inspection 品管抽样检查 Waiting/Storage 等待/储蓄 Combine Operation 加工与

11、检查 With inspection 同时作业,3,Standard Work 标准作业 Time Measurement and Calculation 时间观测及计算 (1/2),HT = Human Work Time 人工時間 MT = Machine Work Time 机器时间 PBS = Process Batch Size 加工批量 m = Number of station of 某一特定工序 specific process 之工作站数 OT = Overlapping Time 重迭时间 between HT and MT,Standard Work 标准作业 Time

12、Measurement and Calculation 时间观测及计算 (2/2),PT = Process Time 加工时间 PT = HT+MT-OT CT = Cycle Time 周期时间 CT = PT /PBS / m When PBS = 1 piece m = 1 station Then CT = PT ,Standard Work 标准作业 Procedure of Standard Work (1/2) 标准作业制定之程序 (1/2),Value Stream/Process Flow Chart by product 依产品别做出流程图 Time Measuremen

13、t by process 依工序别测定时间 (3) Process Capability Sheet 做出 加工能力表 (4) Standard Work Combination Sheet 做出标准作业组合票 (5) Decide On-Hand WIP Quantity 决定手持量数量,Standard Work 标准作业 Procedure of Standard Work (2/2) 标准作业制定之程序 (2/2),(6) Trial Operation by supervisor 班长试行作业 (7) Correction if necessary 必要时修正 (8) Standar

14、d Work Sheet 标准作业票 (9) Maintain Standard Work 遵守标准作业 (10) Kaizen Standard Work 改善标准作业,Standard Work 标准作业 Standard Work and Kaizen (1/10) 标准作业与改善 (1/10),The Need of Kaizen 改善之需求 No Standard Work = No Kaizen 没有标准作业 没有改善 Standard Work : Decided by supervisor to express 标准作业 his/her expectation of opera

15、tion in the production line. 由班长制作，表示班长对生产线的 操作之期望,Standard Work 标准作业 Standard Work and Kaizen (2/10) 标准作业与改善 (2/10),Pre-Standard Work : Write down current 表准作业 operation situation. 指改善前之现状操作状态,Standard (Expectation) 标准(期望),Difference (Problem) : 差异(问题) Need of Kaizen 需要改善,Actual (Current) 实际(现状),St

16、andard Work 标准作业 Standard Work and Kaizen (3/10) 标准作业与改善 (3/10),T.T,CT TT,CTTT,Overtime 加班,Over-Production生产过多,Waiting 等待,Need of Kaizen 需要改善,Standard Work 标准作业 Standard Work and Kaizen (4/10) 标准作业与改善 (4/10),Step of Kaizen 改善的步骤 Start from Operation Kaizen 先做作业改善 Later do Equipment Kaizen 再做设备改善 Ope

17、ration Kaizen 作业改善 Spend little money, by eliminating 花小钱，先消除无駄 MUDA first Use the wisdom of own company 利用自己公司的智慧,Standard Work 标准作业 Standard Work and Kaizen (5/10) 标准作业与改善 (5/10),Equipment Kaizen 设备改善 Spend lot of money, 花大钱，隐藏无駄 Hide MUDA The wisdom from 设备制造商的智慧 equipment supplier,Standard Work

18、标准作业 Standard Work and Kaizen (6/10) 标准作业与改善 (6/10),Sequence of Operation Kaizen 作业改善的顺序 Shorten Distance Relayout of By Flow Line Of Transportation Machine Production 缩短搬运距离 机器重新布置 靠流线生产布置 Change operation Eliminating By Standard Sequence/ Waiting Muda, Work Combination Work to T.T消除 改變作業順序/重組 等待無駄，依TT工作靠標準作業,Standard Work 标准作业 Standard Work and Kaizen (7/10) 标准作业与改善 (7/10),Sequence of Operation Kaizen 作业改善的顺序 Kaizen in Reduce Human By Motion Operation Work Time Economy Motion Jidoka 改善作业动作 减少人工时间 靠动作改善法 人字边自働化,Standard Work 标准作业 Standard Work and Kaizen (8/10) 标准作业与改善 (8/10),The Cycle o