工業(yè)工程技術(shù)培訓(xùn)01 Word 文檔

1、.25萬(wàn)份精華管理資料，2萬(wàn)多集管理視頻講座：.；2. 線圖String Diagram或稱為行程頻率圖Trip Frequency Diagram、行程表Travel Chart。八工廠布置規(guī)劃Plant Layout Planning簡(jiǎn)介1. 工廠布置之規(guī)劃程序Key Inputs-P,Q,R,S,T & Activity-areas2.活動(dòng)關(guān)連(Activity Relationship)1.物流(Flow of Material)6.空間關(guān)連圖(Space Relationship Diagram)3.關(guān)連圖(Relationship Diagram)4.空間需求 (Space Req

2、uirement)5.可用空間(Space Available)9.計(jì)畫(huà)方案評(píng)價(jià)確立之工廠布置計(jì)畫(huà)8.限制要素7.修正Plan XPlan YPlan Z工廠布置計(jì)畫(huà)方案RelationshipsAdjustmentSpace2. 工廠布置規(guī)劃之根底信息代號(hào)說(shuō) 明PProduct or Material物品之特性和差別性QQuantity or Volume各單項(xiàng)物品之?dāng)?shù)量或體積RRouting or Process物品之制造程序或流程SSupporting Services or Activities支持消費(fèi)所必需之活動(dòng)TTime or Timing Consideration包括：作業(yè)時(shí)間

3、/期間、頻率、 期限、季節(jié)性，等等3. 工廠布置之型態(tài)以制程為中心之工廠布置以產(chǎn)品為中心之工廠布置定位布置(Fixed Position Layout)流線型布置(Line Layout)制程布置(Process Layout) 或稱批量作業(yè)布置(Job-lot Layout)工廠布置之型態(tài)4. 關(guān)連圖 (Relationship Diagram)2314567包裝出貨現(xiàn)場(chǎng)廁所半廢品存放區(qū)廢品存放區(qū)消費(fèi)區(qū)品管部門1A2I2I3UU3A1AA3OOO1I134E33IOAI51E3U4I64A47AEIOUXAbsolutely NecessaryEspecially ImportantImpo

4、rtantOrdinary ClosenessUnimportantUndesirable1234567Movement of MaterialsShare of Same PersonnelPersonnelControl of Work5. 關(guān)連分析 (Relationship Analysis)63472 Es1547626 As123576 Is265434 Os214563 Us6. 工廠布置之著眼點(diǎn) 人性化觀念：人、機(jī)、物之調(diào)和關(guān)系 平安性之設(shè)計(jì)考量 消費(fèi)性觀念：人、機(jī)、物之最適組合 流動(dòng)程序(Flow process) 、動(dòng)線： Ship-To-Store, Ship-To-Li

5、ne , Make-TO-Shipment, Make-To-Order, etc.流動(dòng)頻率：JIT-Just in timeLoad & Unload之次數(shù)/頻率搬運(yùn)設(shè)備之效能九縮短換線換模時(shí)間之要領(lǐng)簡(jiǎn)介Improvement Approach 改善的手法 Four ( 4 ) Steps 四個(gè)步驟 Two ( 2 ) Categories 兩種類別 Four ( 4 ) Stages 四個(gè)階段4 Steps四個(gè)步驟 Preparation預(yù)備 (Re)placement 改換、安裝 Adjustment 調(diào)整 Completion 完成、善后Step 1 Preparation預(yù)備 Dra

6、wing Up Change-over Instructions.- Operations.- Tools needed (jigs, dies, moulds, etc.).- Fasteners needed (bolts, screws, washers, nuts, clamps, clips, etc.). Storage, Maintenance and Inspection of Tools and Fasteners. Gathering and Preparation of New Tools and Fasteners.Transport of Tools and Fast

7、eners to the Process.Step 2 (Re)placement改換、安裝 Unfastening and Removal of Old Tools. Placing the New Tools. Centering the New Tools.Step 3 Adjustment調(diào)整 Fastening New Tools. Securing the New Tools. Adjustment of the New Tools.Step 4 Completion完成、善后 Transport of Old Tools. Cleaning, Greasing and Oilin

8、g The Old Tools.Storage of Old Tools.2 Categories兩種類別 On-line Change-over線內(nèi)改換Change-over activities Interrupting the process. Off-line Change-over線外改換Change-over activities alongside the process.1234On-line change overProducing product AProducing product B23On-line Producing product AProducing produ

9、ct BOff-line1Off-line44 Stages四個(gè)階段Advanced Stage改良階段Transferred Stage移轉(zhuǎn)階段Separated Stage分別階段Intermingled Stage混合階段 Intermingled Stage混合階段 No separation between. On-line and off-line operations. Process is stopped during total change. New tools are brought in after the process has been stopped. Neith

10、er tools nor fasteners are properly maintained, checked or prepared. Tools and fasteners are not tidy stored. Separated Stage分別階段 On-line and off-line operations are kept separated. Process is stopped for on-line operations only. All necessary preparations are completed while the process is going on

11、. A checklist is available for carrying out off-line work. Maintenance, inspection and preparation of tools and fasteners are carried out off-line. A check is made whether tools and fasteners work properly. Transferred Stage移轉(zhuǎn)階段 On-line operations are transferred to off-line as much as possible. Hei

12、ght of dies, rams and press blocks are standardized. All fasteners and spanners are standardized. Standardized intermediate attachments are introduced. Adjustment of machines strokes is avoided. Advanced Stage改良階段 Both on-line and off-line operations are minimized. Dimensions of all tools are standa

13、rdized. Handling of moulds, jigs, dies and forms is standardized. Hydraulic, pneumatic or magnetic fastening is introduced. Fastening and adjustment work is simplified or eliminated wherever possible. Cassettes are introduced. From Intermingled to Separated Stage Make a clear description of all chan

14、ge-over operations to be executed today (see worksheet). Prepare a summary list of :- all tools needed (jigs, dies, moulds, etc.).- all fasteners needed (bolts, screws, clips, etc.). Classify all operations into:- off-line activities.- on-line activities. From Separated to Transferred Stage Transfer

15、 operations from on-line to off-line as much as possible. The use of functional fasteners. The previous installation of intermediate attachments, bolsters and fasteners. Introduction of functional dial or pointer readings.Worksheet Nr. :Workstation Nr. :Change-over from toOperationTools & FastenersL

16、ocationStepsto be removedto be placedPreparation(Re)placementAdjustmentCompletionoffonoffonoffonoffon From Transferred to Advanced Stage Improvement of handling, transport and storage methods. The use of hydraulic, pneumatic or magnetic methods for placing and/or fastening tools. The elimination of

17、centering and adjustment activities by standardisation of:- dimension of moulds.- machine strokes.- male and female jigs.- centering and fastening methods. Improve measuring and gauging methods. Elimination of trial runs.十I E 改善心法Ways of Improving the Work Through Motion Study- EASIER WAY- approachE

18、liminate unnecessary motionsAvoid moves requiring eye directionShorten motion distanceImprove get motions by pre-positioningEmploy simple fixtures, clamps, and guidesReplace hand operations with foot-operated devicesWhy ? Question each operationAdapt two-hand methodYes, there is always room for impr

19、ovementHey ! You areworking too hard !三改善之要訣：ECRS、6W刪除Elimination：刪除不用要的作業(yè)或動(dòng)作合并Combination：將數(shù)個(gè)作業(yè)或動(dòng)作合并，省略轉(zhuǎn)交或取放。重排Re-arrangement：將數(shù)個(gè)作業(yè)或動(dòng)作重新安排，使作業(yè)或動(dòng)作能平衡順暢。簡(jiǎn)化Simplification：將數(shù)個(gè)作業(yè)或動(dòng)作加以改善，使其簡(jiǎn)化。ECRS Approaches根本發(fā)問(wèn)Primary Questions目的是什么 ?(What is the purpose ?)何地完成 ?(Where is it done ?)何時(shí)完成 ?(When is it don

20、e ?)由何人做 ?(Who does it ?)如何完成 ?(How is it done ?)進(jìn)一步發(fā)問(wèn)Secondary Questions為何必需做 ?(Why is it necessary ?)為何在那里完成 ?(Why is it done there ?)為何在那時(shí)完成 ?(Why is it done then ?)為何由此人做 ?(Why does this person do it ?)為何要如此做 ?(Why is it done this way ?)可否刪除 ?(Can it be eliminated ?)可否合并 ?(Can it be combined ?)可

21、否重排 ?(Can it be rearranged ?)可否簡(jiǎn)化 ?(Can it be simplified ?)合并或重排以下工程： 地點(diǎn)(Places) 次序(Sequences) 人員(Persons) Story of the Bedaux SystemI. Story of the Bedaux SystemIn 1911, Mr. Charles E. Bedaux experimented with the idea of measuring all human physical work in terms of a common unit.The unit known as

22、 the Bedaux Unit of human power measurement or “B was to consists of a combination of work and rest.The proportions between these two items were dependent upon the physical nature of the work and the subsequent rest required to compensate for it. As tasks varied, the ratio of the work to rest within

23、 the unit was to vary, but the unit itself was to remain constant at a time value of on minute.II. The Bedaux System or “E System(Unit System)The “Unit E is the quantity of work an experienced, skilled worker can do per minute under normal conditions, taking into account the inherent allowance for r

24、est, personal needs.III. The “M System(Unit System)The Unit (M) is the amount of work that can be carried out in one minute by a trained worker, under normal circumstance, and at normal speed, including allowances for interruptions as rest and personal care.The Unit (M) does not represent time in th

25、e sense of a clock time, but it is rather a measure of “work quantity or “l(fā)abor content.IV. ExpressionWork Quantity or Labor Content = Work + Rest (Bedaux definition) or = Work + Total Allowance (Philips definition)Example: Labor Content 1M TAF-total allowance factor: 1.14/ 1.18/ 1.2Labor Content Wo

26、rk (Normal Time) TAF1M (60 seconds) = 52.6 seconds + 7.4 seconds (14 %)1M (60 seconds) = 50.8 seconds + 9.2 seconds (18 %)1M (60 seconds) = 50.0 seconds + 10.0 seconds (20 %)VIII. Performance RatingPerformance rating is expressing numerically the speed and effectiveness with which an operation is do

27、ne, in relation to what has been defined as normal performance.Tempo means the intensity of working.In Bedaux time-study system: Speed of the movementsTempo Skill of the movements (i.e. proficiency, useful effect, dexterity, efficiency).IX. Normal PerformanceNormal performance is the performance of

28、an average skilled worker doing a job under normal conditions without being stimulated by an incentive scheme.It must be possible to keep this performance from day to day without excessive physical or mental strain.As a reference for normal performance can be taken, a steady deliberate and unhurried

29、 average performance of a person, who walks around 4.8 Km(3 miles) per hour or deals 52 playing-cards in 30 seconds.X. Remarks- Unit (English)- Einheit (German)- Eenheid (Dutch)- 單位 (Chinese)- E system : for Performance or Tempo (60 E, 75 E, 80 E)- M system : for Labor Content or Work Quantity (5 Ms

30、, 60.5 Ms)Effects of Working Conditions on determining AllowanceAllowanceValueConstant allowanceC-1Personal allowance5 %C-2Basic fatigue allowance4 % Variable allowanceV-1Standing allowance1 %V-2Abnormal position allowanceSlightly awkward0Awkward (Bending)2 %Very awkward (Lying, Stretching)7 %V-3Use

31、 of force or muscular energy(Lifting, pulling, or pushing)Weight lifted:5 Pounds (2.3 Kg)010 Pounds (4.5 Kg)1 %15 Pounds (6.8 Kg)2 %20 Pounds (9.1 Kg)3 %25 Pounds (11.4 Kg)4 %30 Pounds (13.6 Kg)5 %35 Pounds (15.9 Kg)7 %40 Pounds (18.2 Kg)9 %45 Pounds (20.4 Kg)11 %50 Pounds (22.7 Kg)13 %60 Pounds (27

32、.3 Kg)17 %70 Pounds (31.8 Kg)22 %V-4Bad light Slightly below recommended0Well below2 %Quite inadequate5 %V-5Atmospheric conditions(Heat and Humidity)010 %V-6Close attention Fairly fine work0Fine or exacting2 %Very fine or very exacting5 %V-7Noise level Continuous0Intermittent loud2 %Intermittent ver

33、y loud5 %High pitched loud5 %V-8Mental strain Fairly complex process1 %Complex or wide span of attention4 %Very complex8 %V-9Monotony Low0Median1 %High4 %V-10Tediousness Rather tedious0Tedious2 %Very tedious5 %Courtesy of International Labor Office, Geneva SwitzerlandPHILIPS動(dòng)作分析表 頁(yè)次： /作業(yè)稱號(hào)：產(chǎn)品型號(hào)：作業(yè)區(qū)域

34、：分析人：分析日期：LHRHLHRHLHRHLHRH5050505010101010151515152020202025252525303030303535353540404040454545455555 雙手程序表：裁切玻璃管TWO-HANDED PROCESS CHART 改善前方法Chart No.: SUB-0101 Sheet No.: 1 of 1資料/零件：玻璃管(長(zhǎng)1公尺，直徑3mm)作業(yè)內(nèi)容：將長(zhǎng)1公尺之玻璃管，用夾具和銼刀裁成小段玻璃管(長(zhǎng)1.5cm)。操作地點(diǎn)：第三車間作業(yè)人員：李大海分析人：M.J. Hung 日期：2003-02-18任務(wù)站布置圖：Left HandD

35、DRight Hand1.持住玻璃管1.拿起銼刀2.挪動(dòng)玻璃管至夾具 2.持住銼刀3.將玻璃管插入夾具內(nèi)3.將銼刀移至玻璃管4.將玻璃管推至夾具底部4.持住銼刀5.用手固定住玻璃管5.用銼刀在玻璃管上劃刻痕6.稍為拉出玻璃管6.稍為移開(kāi)銼刀7.將玻璃管旋轉(zhuǎn)約120180 7.持住銼刀8.將玻璃管推至夾具底部 8.將銼刀移至玻璃管9.用手固定住玻璃管9.用銼刀在玻璃管上劃刻痕10.將玻璃管從夾具內(nèi)移出10.將銼刀放至任務(wù)臺(tái)上11.將玻璃管移向右手11.右手移向玻璃管12.將玻璃管折斷12.將玻璃管折斷13.持住玻璃管13.將玻璃管置于盒內(nèi)14.再握住玻璃管14.右手移向銼刀8020450603方

36、法Method：改善前方法改善后方法備 注動(dòng)作工程L.H.R.H.L.H.R.H.操作Operation85運(yùn)送Transport26延遲Delay-持住Hold43檢查Inspection-合計(jì)：1414From-To Chart AnalysisAGIFDEBCH總計(jì)箱數(shù)A1/ 101/101/ 0320G1/102/ 0310I1/301/ 01/301/401/301/101/301/ 08170F1/202/602/705150D1/201/ 0220E1/301/10240B1/201/ 01/20340C1/101/10220H1/40140總計(jì)3384224212929箱數(shù)50

37、5018020407080020510510行程： A-B-C-D-E-F-G-H-I行程： A-G-I-F-D-E-B-C-H對(duì)角線左下半部對(duì)角線右上半部對(duì)角線左下半部對(duì)角線右上半部1 0 01 3 31 5 51 7 72 0 02 4 82 2 42 2 43 2 63 6 183 3 93 4 124 2 84 0 04 1 44 2 85 2 105 3 155 1 55 1 56 1 66 2 126 1 66 0 07 2 147 0 07 0 07 0 08 2 168 0 08 0 08 0 0總計(jì)：60總計(jì)：56總計(jì)：33總計(jì)：36AIBHEFGDC總計(jì)箱數(shù)A1/101/

38、01/10320I1/301/ 01/101/301/401/301/301/ 08170B1/201/201/ 0340H1/40140E1/301/10240F1/202/602/705150G1/102/ 0310D1/ 01/20220C1/101/10220總計(jì)3841243222929箱數(shù)501808020702050400510510行程： A-B-C-D-E-F-G-H-I行程： A-I-B-H-E-F-G-D-C對(duì)角線左下半部對(duì)角線右上半部對(duì)角線左下半部對(duì)角線右上半部1 0 01 3 31 4 41 3 32 0 02 4 82 4 82 0 03 2 63 6 183 1

39、33 2 64 2 84 0 04 4 164 1 45 2 105 3 155 4 205 2 106 1 66 2 126 0 06 3 187 2 147 0 07 0 07 1 78 2 168 0 08 0 08 0 0總計(jì)：60總計(jì)：56總計(jì)：51總計(jì)：48健保局 作業(yè)程序分析與改善 摘要 作業(yè)程序 作業(yè)稱號(hào)合計(jì):作業(yè)傳送檢驗(yàn)決策等待儲(chǔ)存 1.自墊醫(yī)療費(fèi)用核退作業(yè)程序 (現(xiàn) 況) (改善后) 改善成果2420-417%118-322-34+132-143-111- 2.代辦費(fèi)作業(yè)程序 (現(xiàn) 況) (改善后) 改善成果96-333%65-110-100-11-10-100- 程序符號(hào)

40、闡明: 人工操作 上計(jì)算機(jī)作業(yè)/計(jì)算機(jī)處置 人工傳送 計(jì)算機(jī)線上傳送 檢驗(yàn)/測(cè)試 上計(jì)算機(jī)檢驗(yàn) 決策 上計(jì)算機(jī)核簽 等待/延遲批次作業(yè)等待 儲(chǔ)存/歸檔 計(jì)算機(jī)存盤(pán) 作業(yè)稱號(hào) : 代辦費(fèi)作業(yè)程序流程分析表(現(xiàn)況)以人員 。對(duì)象 為主分 析 人 : 洪 明 智分析日期 : 1998年11月對(duì)象稱號(hào) :作業(yè)傳送檢驗(yàn)決策等待儲(chǔ)存時(shí)間:分?jǐn)?shù)量間隔 :M重量:Kg備注或改善要點(diǎn)(刪除) (簡(jiǎn)化)(合并) (重組)程 序 說(shuō) 明1.書(shū)面受理(住院組)2.行政審查(住院組)3.Key-in 受理件數(shù)及給付金額PD16BE (住院組)4.打印簽付單PD64BR (住院組)可思索刪除打印簽付單, 利用計(jì)算機(jī)系統(tǒng)傳

41、送核簽5.呈判(住院組承辦)利用計(jì)算機(jī)系統(tǒng)傳送核簽6.核準(zhǔn)(住院組課長(zhǎng))D利用計(jì)算機(jī)系統(tǒng)核簽7.過(guò)帳PD16BE (住院組)8.作帳(會(huì)計(jì)室)、 付款(財(cái)務(wù)組)會(huì)計(jì)室、財(cái)務(wù)組作業(yè)流程610110作業(yè)稱號(hào) : 代辦費(fèi)作業(yè)程序流程分析表(改善后)以人員 。對(duì)象 為主分 析 人 : 洪 明 智分析日期 : 1998年11月對(duì)象稱號(hào) :作業(yè)傳送檢驗(yàn)決策等待儲(chǔ)存時(shí)間:分?jǐn)?shù)量間隔 :M重量:Kg備注或改善要點(diǎn)(刪除) (簡(jiǎn)化)(合并) (重組)程 序 說(shuō) 明1.書(shū)面受理(住院組)2.行政審查(住院組)3.Key-in 受理件數(shù)及給付金額PD16BE (住院組)可思索刪除打印簽付單, 利用計(jì)算機(jī)系統(tǒng)傳送核簽

42、4.呈判(住院組承辦)利用計(jì)算機(jī)系統(tǒng)傳送核簽5.核準(zhǔn)(住院組課長(zhǎng)) 利用計(jì)算機(jī)系統(tǒng)核簽6.過(guò)帳PD16BE (住院組)7.作帳(會(huì)計(jì)室)、付款(財(cái)務(wù)組)會(huì)計(jì)室、財(cái)務(wù)組作業(yè)流程500100作業(yè)稱號(hào) : 自墊醫(yī)療費(fèi)用核退作業(yè)程序流程分析表(現(xiàn)況)以人員 。對(duì)象 為主分 析 人 : 洪 明 智分析日期 : 1998年11月對(duì)象稱號(hào) :作業(yè)傳送檢驗(yàn)決策等待儲(chǔ)存時(shí)間:分?jǐn)?shù)量間隔 :M重量:Kg備注或改善要點(diǎn)(刪除) (簡(jiǎn)化)(合并) (重組)程 序 說(shuō) 明1.書(shū)面受理(外包)2.Key-in根本資料及懇求金額PJ02BE (外包)須當(dāng)天Key-in完成3.受理設(shè)定作業(yè)PJ05BB4.主計(jì)算機(jī)當(dāng)晚作Run

43、ning Check, 打印報(bào)表當(dāng)晚作業(yè)完成5. Key-in資料檢核(住院組),資料錯(cuò)誤: 反復(fù)程序26.行政檢核(住院組),問(wèn)題案件: 退件或補(bǔ)件7.傳送案件至醫(yī)審分組 (住院組)8.專業(yè)審查(醫(yī)審分組),由外聘醫(yī)師審查:退件或補(bǔ)件DD:受限于外聘醫(yī)師之排定時(shí)間9.行政核算(住院組),填寫(xiě)核退清單可思索用12a.之核對(duì)清單取代填寫(xiě)核退清單, 直接Key-in金額10.復(fù)核,權(quán)限:專員$2萬(wàn), 住院組長(zhǎng)2萬(wàn)$5萬(wàn), 經(jīng)理5萬(wàn)$D取消此項(xiàng)程序,與14.之程序合并11. Key-in核定金額(外包)可與9.之作業(yè)合并12a.打印核對(duì)清單PJ06BR (住院組)核對(duì)清單屬個(gè)人資料,與9.核退清單內(nèi)

44、容一樣,可思索加以整合12b.打印撥付清單PJ08BR (住院組)撥付清單系多筆個(gè)人資料之summary list ,可思索用12a.之核對(duì)清單加以取代12c.打印核定通知PJ09BR (住院組)13.呈判(住院組承辦)14.核準(zhǔn)(住院組課長(zhǎng)、組長(zhǎng))D可與10.之作業(yè)合并15a.傳送案件至?xí)?jì)室 (住院組)D15b.過(guò)帳(住院組)16a.作帳(會(huì)計(jì)室)、 付款(財(cái)務(wù)組)會(huì)計(jì)室、財(cái)務(wù)組之作業(yè)流程16b.歸檔(外包)1123341作業(yè)稱號(hào) : 自墊醫(yī)療費(fèi)用核退作業(yè)程序流程分析表(改善后)以人員 。對(duì)象 為主分 析 人 : 洪 明 智分析日期 : 1998年11月對(duì)象稱號(hào) :作業(yè)傳送檢驗(yàn)決策等待儲(chǔ)存

45、時(shí)間:分?jǐn)?shù)量間隔 :M重量:Kg備注或改善要點(diǎn)(刪除) (簡(jiǎn)化)(合并) (重組)程 序 說(shuō) 明1.書(shū)面受理(外包)2.Key-in根本資料及懇求金額PJ02BE (外包)須當(dāng)天Key-in完成3.受理設(shè)定作業(yè)PJ05BB4.主計(jì)算機(jī)當(dāng)晚作Running Check, 打印報(bào)表當(dāng)晚作業(yè)完成5. Key-in資料檢核(住院組),資料錯(cuò)誤: 反復(fù)程序26.行政檢核(住院組),問(wèn)題案件: 退件或補(bǔ)件7.傳送案件至醫(yī)審分組 (住院組)8.專業(yè)審查(醫(yī)審分組),由外聘醫(yī)師審查:退件或補(bǔ)件DD:受限于外聘醫(yī)師之排定時(shí)間9. Key-in核對(duì)清單金額(外包)可思索用計(jì)算機(jī)核對(duì)清單取代填寫(xiě)核退清單, 直接Ke

46、y-in金額10a.打印核對(duì)清單PJ06BR (住院組)10b.打印核定通知PJ09BR (住院組)11.呈判(住院組承辦)12.復(fù)核,權(quán)限:專員$2萬(wàn), 住院組課長(zhǎng)/組長(zhǎng) 2萬(wàn) $5萬(wàn), 經(jīng)理5萬(wàn)$D13.傳送案件至?xí)?jì)室 (住院組)D14.過(guò)帳(住院組)15.作帳(會(huì)計(jì)室)、 付款(財(cái)務(wù)組)會(huì)計(jì)室、財(cái)務(wù)組之作業(yè)流程16.歸檔(外包)824231任務(wù)研討Work Study任務(wù)研討Work Study同義稱號(hào)： 動(dòng)作與時(shí)間研討Motion & Time Study 方法工程Methods Engineering 任務(wù)簡(jiǎn)化Work Simplification 合理化Rationalization任務(wù)衡量Work Measurement方法研討Methods Study程序分析(Process Analysis)：利用程序表(Process Chart)或流動(dòng)圖/表(Flow Chart/Diagram)動(dòng)作分析(Motion Analysis)：利用動(dòng)素(Therblig)或規(guī)范單元(Standard