GELEAN現場管理資料-瓶頸管理(PDF36頁)英文版ppt課件

1、Ccapacity.ppt - 1A P A C I T 1994 General Motors Corporation. All rights reserved.Y2/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.SUPPLIER DEVELOPMENT TOOLSCAPACITY WORKSHOP EXECUTIVE SUMMARYPURPOSE:SCOPE:METHOD:Assist Supplier in the Identification

2、 AndThe Elimination of Potential ProductionShortfalls Between Capacity andRequirements.May Include All Functional Areas AndProduction Operations.Data collection, workshop, targetted actionsLOGISTICS: Conducted Utilizing Joint GM/Supplier Team.capacity.ppt - 22/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 finepri

3、nt.QCHECKCOPERATIONIdentifypilotareaMake all peopleaffected awareof what isgoing to happenSelectteammembersIdentifyopportunitiesto improveAnalyze& selectDevelopaction plan(apply zero/lowcost ideas first)Implementnew methodA.S.A.P.Verify& adjustLook for newopportunitiesRecognizeefforts ofpeopleDefine

4、currentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:_TO:_ELEMENTTIMEHANDWORKMACHINEALKQUANTITYPERSHIFT:_SHIFT:_STANDARDIN- QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:_OPERATORCYCLETIME:_CRITICALSAFETYSupplier DevelopmentWorkshop ProcessDiscuss planwithstakeholdersWORKSTATIONAREADRAWNTOSCALE03/23/94 1

5、994 General Motors Corporation. All rights reserved.PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.capacity.ppt - 4CAPACITY WORKSHOP AGENDAIntroductionTheory of Constraint Overview5 Step Improvement ProcessData Collection / Data AnalysisConstraint IdentificationStrategy ImplementationMeasure ImprovementWrap-U

6、p 1994 General Motors Corporation. All rights reserved.2/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Theory of ConstraintOverviewFLOWcapacity.ppt - 52/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.B

7、OTTLENECKAn Operation Which Limits the Overall Output of aSeries of Operations1,000900800700600500400300200100012345678BottleneckDemandCAPACITYOPERATIONCAPACITY DEMANDcapacity.ppt - 62/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.CONSTRAINTA Bottlen

8、eck becomes a Constraint when it can no longer satisfy thedemand placed upon itThus, any resource whose capacity is less than the demandplaced upon it is a Constraint1,000900800700600500400300200100012345678ConstraintDemandCAPACITYOPERATIONCAPACITY DEMANDcapacity.ppt - 72/07/01PDF 文件運用 pdfFactory 試用

9、版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.DEFINITIONA constraint is that activity which most limits theorganizations ability to achieve higher performancerelative to its purpose or goal.Types of ConstraintsCapacity: Capacity DemandPolicy: Management Decisioncapacity.ppt -

10、82/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Constraint TypesCapacity Customers want more product than can be supplied Symptoms: equipment overworked, no Preventative Maintenance, highpremium costs, overtime Example: Stamping Press can only make

11、5,000 parts per day, but thecustomer requires 6,100.Market Customers do not want as much product as can be produced Symptoms: wasted equipment, higher costs incurred, low efficiency Example: Casting for six hours with the machine idle for the remainder ofthe dayPolicy Management decisions dictate ho

12、w the business shall operate Symptoms: unable to change, high cost solutions instead of low cost Example: tag relief not used during a constraint, maximum overtime allowedper week, results in more machinery being usedcapacity.ppt - 92/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.capacity.ppt - 10CONSTR

13、AINT SYMPTOMSBuild up of Inventory Prior to an OperationDown Stream Operations Starved for PartsExpeditingExcessive Material Handling at an OperationPremium FreightOvertimeNo Time for Preventative MaintenanceConstant Schedule Changes 1994 General Motors Corporation. All rights reserved.2/07/01PDF 文件

14、運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Rest

15、udycapacity.ppt - 112/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.RepairLoop(s)StationBuffersParallelPower & FreeConveyorIS THERE A CONSTRAINT?Back-UpStationBuffersFinished ProductExit PointRaw MaterialEntry Pointcapacity.ppt - 12Parallel StationsHERE ?HERE ?StationsHERE ?AccumulatingConveyorBack-UpHE

16、RE ? 1994 General Motors Corporation. All rights reserved.HERE ?2/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.IS ONE PARAMETER SUFFICIENT?102030405010008919028030010203040506510203040504.7102030405010203040501.0102030405065.2Mean Time Between Failu

17、resJobs Per HourOccurrences of FailureMean Time To Repair6.5ScrapLooking at these individual reports, what would you say is the main bottleneck?678075714.55.312.80.444.42.01.00.10.437.64.6Total Downtime87.50.3capacity.ppt - 132/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors

18、Corporation. All rights reserved.THE TYPICAL PLANT ENVIRONMENTPlant Operates at a Productivity Plateau, With HighThroughput Variability .Plant Throughput Is Often 10% to 50% Below Designed Rate .Lost Production Is Made up With Overtime.Production Blames Maintenance, Maintenance BlamesProduction, Gen

19、eral Assembly Blames Paint, Paint BlamesBody, Etc.In Many of Our Plants, Were Collecting Vast Quantities ofData and Were Not Using It ! In Some of Our Plants, NOProduction Monitoring Is Performed.“High-Tech and Low-Tech Systems Complicate Analysis ofthe Production Process.capacity.ppt - 142/07/01PDF

20、 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: R

21、estudycapacity.ppt - 152/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.Step 0: Establish Baselinecapacity.ppt - 16Goal of this step is to determine:“Where are we today?Define the scope of the systemDetermine the measurement system to use - *if youknow it at this pointComplete the Capacity Analysis Works

22、heet Logical Process to Identify any Constraint Estimates the Capacity at Each Operation Note Additional Constraints Market Policy 1994 General Motors Corporation. All rights reserved.2/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Capacity Analysis

23、ToolRequires a few simple inputs Capacity Requirements Scrap and Rework Downtime - Scheduled and Unscheduled Operation Cycle TimesOutput includes: Estimation of Total Capacity of Operation Total Number of Shifts Required per Week to ProduceRequirements Overall Equipment Effectiveness Measurement Fla

24、g for Constraint Operationscapacity.ppt - 172/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Step 0: Re: Completion of the CapacityAnalysis WorksheetNote to SDEs: Show an example of the Capacity Analysis Worksheet Work through the sheet with the suppl

25、ier with as muchactual data as possible Accuracy of information is important, as this will formthe basis for the remainder of the discussion Brainstorming for improvements can be structured tofollow each one of the inputs to the capacity analysiscapacity.ppt - 182/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fin

26、eprint. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudycapacity.ppt - 192/07

27、/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.Net Capabilityper dayShifts Reqdper week#41417.27#46714.76 1994 General Motors Corporation. All rights reserved.Step 1: Identify the Constraint/BottleneckIf # shifts/ week required # shifts available, then aconstraint exists Note: This will be shown by a “# on

28、 the Capacity SpreadsheetIf no constraint exists: examine the operations for the greatest number of shiftsrequired, and the lowest net capability per day. The operation with the greatest number of shifts closest to therequirement is the bottleneck. Note that constraints may not be immediately visibl

29、e on thecapacity spreadsheet due to interactions between operations(buffers)Shifts available = 15Requirement/day=450capacity.ppt - 202/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify

30、Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudycapacity.ppt - 212/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Step 2: Exploit ConstraintRun constr

31、aint at its basic capacity in isolationSchedule Operation EffectivelyDont Waste Output Eliminate defective parts before they arrive Make sure parts are not scrapped later in the process Eliminate rework that must go back through constraint Improve the tools or gauges used Improve yield by assuring t

32、he quality of the process “Rush to before.Handle with care aftercapacity.ppt - 222/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Step 2: Exploit Constraint - continuedOperator Rules of Engagement Run machines when you have material Do something produ

33、ctive when you dont have material(setup,PM) Cross-train workers to prevent idle time due toabsenteeismEliminate Block and Starve through effective buffering i.e. parts before and space afterwardscapacity.ppt - 232/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights

34、 reserved.Starving/BlockingNever Starve a Constraint Utilize Buffer Management Place buffer inventory ahead to assure it always hasparts to run Load parts ahead to ensure constraint runsNever Block the Constraint De-couple the Operations Assure parts are pulled away so operation doesnt stop(enough r

35、acks,containers, space) Unload after the constraint if the system downstream isdowncapacity.ppt - 242/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.STARVED System(No Jobs to Work On)BLOCKED System(Choked)(No Place to put Job)DESIRED SystemLuuZZZZZZLBlockedStationFullBufferuuZZZZZZFailedStationFailedStat

36、ionEmptyBufferStarvedStationJWorkingStationJConstraintWorkingStation 1994 General Motors Corporation. All rights reserved.STARVE / BLOCKNote: This is applicable for the constraint operation only, and not all operationsMaxMinBufferMaxMinEmptyBuffercapacity.ppt - 252/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fi

37、neprint. 1994 General Motors Corporation. All rights reserved.DE-COUPLINGTaking one continuous process and breaking it into 2 or more smallerprocesses with a small inventory between each process in order toreduce the level of dependency.CoupledDe-coupledBufferAutoTransferMachineMachineMachineConstra

38、intMachineMachineMachineAutoTransferAutoTransfercapacity.ppt - 262/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint.BLOCK 1994 General Motors Corporation. All rights reserved.CONSTRAINTS / BOTTLENECKSFLOWSTARVEcapacity.ppt - 272/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. Al

39、l rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudycapacity.ppt - 282/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 19

40、94 General Motors Corporation. All rights reserved.Step 3: Subordinate Other Operation to Runthe ConstraintSubordinate (Optimize) Resources in favor of running theconstraining operation Move people from non-constraints to constrainingoperation even if they arent finished at the non-constraintPerform

41、 maintenance on the constraint operation beforeothersRun all other machines to eliminate starve/block“Improving throughput on any operation other than theconstraint does not improve the systems overallthroughputcapacity.ppt - 292/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corpora

42、tion. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudycapacity.ppt - 302/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 finep

43、rint. 1994 General Motors Corporation. All rights reserved.Step 4a: Elevate - Run All of the TimeKeep It Running Run through lunch, breaks (tag relief),etc. After changeover, run production simultaneously withfirst piece approval Reduce number of setups by processing families of jobsthat require sim

44、ilar setups Reduce setup time Improve preventative maintenance to reduce bottleneckdowntimecapacity.ppt - 312/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudycapacity.ppt - 322/07/01PDF 文件運用 pdfFactory 試用版本創(chuàng)建 fineprint. 1994 General Motors Corporation. All rights reserved.Step 4b: Elevate - Add Capaci