生產(chǎn)管理基礎(chǔ)與精益生產(chǎn)概述

1、偉創(chuàng)力校企協(xié)作工程培訓(xùn)課程稱號：消費管理根底編寫部門：消費部Production Excellence 杰出消費People Morale Control人的志氣控制 Safety Control平安控制Cost Control本錢控制Quality Control質(zhì)量控制Delivery / Output Control交貨/產(chǎn)量控制5S & Discipline5S &紀(jì)律Production Excellence杰出消費5S & Discipline The 5S & Discipline are the foundation for Production Floor. 5S & Dis

2、cipline 是消費的根基In order to visually detect any abnormal condition, we need to enhance 5S & Discipline.為了能一目了然看出異常，我們必需建立5S和 Discipline下面強調(diào)的根本規(guī)那么必需嚴(yán)厲遵守 確保有每一個物品都有固定的位置并確保它們都在規(guī)定的位置上;確保每日5S活動前/后班啟動整理, 整頓, 清掃, 清潔和素養(yǎng));操作員必需正確穿戴防靜電帽，不能將頭發(fā)顯露帽外;操作員必需走規(guī)定的人行道，不能橫穿消費線;在消費線任何時候都不能說話、聊天、睡覺、吃東西;沒有助理員或組長的同意，除特殊情況外，

3、不得擅自分開任務(wù)崗位。遵守作業(yè)指點、規(guī)范作業(yè)操作，任何不遵守作業(yè)指點、規(guī)范作業(yè)操作的行為將被視為違紀(jì)Sweep清理-把任務(wù)場所清掃干凈Straighten整頓-把東西擺放整齊Sustain素養(yǎng)-養(yǎng)成一個良好的任務(wù)習(xí)慣Standardize清潔-建立一套整理、整頓、清掃的規(guī)范Sort整理-把不要的東西清理干凈 Continuous Improvement繼續(xù)改良認(rèn)識5SDelivery / Output Control -交貨/產(chǎn)量控制Follow up PMC build plan to arrange production;遵照方案部的方案安排來安排消費Lead and drive for

4、fast production floor abnormal issue solving;指點和推進快速處理消費中的異常問題。Production abnormal issue escalation flow;消費異常問題的晉級流程 Production Data Reporting by using std format, Report publishing before each 9:00am;運用規(guī)范的格式做消費數(shù)據(jù)報告 ，每天早上9：00之前發(fā)出報告。100% on-time delivery100%的準(zhǔn)時交貨。Lead and Drive!指點和推進No Output Loss Al

5、lowed!不允許有產(chǎn)量降低Production Quality Control-消費質(zhì)量控制 Quality as Business;質(zhì)量就是生意 Dare to stop line if quality is out of your control; 假設(shè)質(zhì)量超出控制時要敢于停線 Strictly follow up quality procedures / rules to run production; 嚴(yán)厲地跟進質(zhì)量程序/規(guī)那么進展消費 Always Drive for fast disposition for production defects/scraps by using b

6、elow std format. 總是用下面的規(guī)范格式來快速處置消費缺陷/報廢需求用附上的規(guī)范格式來總結(jié)二月25日之前在消費線上一切未處理的物料Need to use attached std format to summarize all pending materials at production floor before Feb25!Production Cost Control消費本錢控制 Minimize the DL headcounts. Lean/Kaizen is our daily life! 直接員工人數(shù)最少化。精益/改善是我們的日常生活。 Minimize the O

7、T, Need OT tracker for operator based on Combine Working Hrs Rule. 加班減到最少，要根據(jù)結(jié)合任務(wù)小時規(guī)那么來對員工的加班進展跟蹤。 Minimize the indirect material consumption 減少間接物料的耗費 (Need IDM consumption tracker to monitor actual consumption Vs plan consumption) (需求有間接物料耗費跟蹤來監(jiān)控實踐耗費對方案耗費。) Minimize the defects & scraps 將缺陷和報廢減至最少

8、。 Bone piles control, zero target bone piles 待處置物料，PCBA，廢品的控制，待處置物料，PCBA，廢品的目的數(shù)為零 Material cycle count control , minimize the material lost 物料清點控制，減少物料喪失。Actions for Production Material Management (1)消費物料管理行動Material in/out production floor control:物料進/出消費線控制 - No material out of production without

9、approval from production manager or authorized person; 未經(jīng)消費經(jīng)理事授權(quán)人員同意的物料不得出消費線。 - Accurate production material in/out record 準(zhǔn)確的消費物料進/出記錄 (Request all staffs to return all kinds of materials to production floor!) 要示一切的職員返還各種物料到消費線。Production Material Management/Control:消費物料管理/控制 - Follow up Kanban su

10、permarket rule to pull materials to line. Less material in the line, better material control;根據(jù)看板超市的規(guī)那么拉物料至消費線，少的物料在消費線，好的物料控制 - “A and “B parts must have daily count and lead by line leader/supervisor; 貴重的“A和“B部分物料必需每天點數(shù)并由消費組長/主管指點。 - If common parts to be loaned to other project, need to make prop

11、er in/out record for tracking purpose; 假設(shè)公共物料需借給其它工程上，為作好跟蹤需求做好適當(dāng)?shù)倪M/出記錄。Clear and accurate Bonepile material (pending materials) tracker, drive for fast solution.清楚和準(zhǔn)確的待處置物料跟蹤，以便快速處理。Actions for Production Material Management (2)消費物料管理行動清點改良: - 每個主管要指點并擔(dān)任本人工程的實物清點 - 同定義者一同來評價清點程序, 定義清點紀(jì)律; - 培訓(xùn)參于清點的員

12、工 (培訓(xùn)部提供培訓(xùn)資料，工程主管來進展培訓(xùn)); - 在清點之前, 需求為工程檢驗關(guān)于上次清點期間的大差別的系統(tǒng)數(shù)據(jù) (反響數(shù)據(jù)準(zhǔn)確度) 1) 要求方案部從系統(tǒng)開場大差別的月份中下載系統(tǒng)事務(wù)數(shù)據(jù) 2)消費驗證 - 在清點之前, 需求將所物料按工程移到一個區(qū)域,然后開場清點以防止漏盤。 - 在清點之前, 需求確保在系統(tǒng)封鎖之前一切的事務(wù)都憶處置終了; 員工進展第一次清點，然后由消費線助理員/組出息展復(fù)盤，假設(shè)有任何的不一致， 需求再加強復(fù)盤直至兩次盤 點的結(jié)果一樣，飛虎隊會抽樣檢查清點。 - 基于本次的清點結(jié)果來平衡系統(tǒng) 主管需求對這次清點后的物料喪失擔(dān)任!Production Safety C

13、ontrol & People Morale Control消費平安控制和員工士氣控制 Production Safety Control;消費平安控制 - Safety inspection incorporated as part of supervisor DILO (Day In Life Of); 平安檢查列為主管每日任務(wù)的一部分。 Production People Morale Control員工士氣控制- Proper and timely communication to operators is a key to production under current econo

14、mic situation; (especially for Combined Working Hours Rule) 在當(dāng)前的經(jīng)經(jīng)濟情勢下正確的和及時的信息傳達給員工是消費的關(guān)鍵特別是結(jié)合任務(wù)小時規(guī)那么 - Weekly face to face communication among line leader and operators is a must; 每周必需求有一次消費線領(lǐng)班和員工面對面的溝通。 - Monthly face to face communication among supervisor and operators is a must; 每月必需求有一次消費線主管和員

15、工面對面的溝通 - For special case, communication among production manager and operators will be requested. 特殊事件時，需求有消費經(jīng)理和員工進展溝通。 - Always think how to keep experienced operators for key stations? 總是想如何能留住關(guān)鍵工位的有閱歷的員工？ 溝通萬歲！精益消費培訓(xùn)綱要1 精益消費概述2 價值和價值流4 單件流與規(guī)范作業(yè)3 節(jié)拍時間消費5 拉動與看板6 平衡與序列7 精益工具與精益思想精益消費概述1. 精益消費概述精益消

16、費定義精益消費可以被定義為：從客戶拉貨到產(chǎn)品源頭的整個流程不斷改善，識別并消除浪費無價值活動，使之日臻完善的一種系統(tǒng)方法 精益消費是一門流程管理哲學(xué)，主要來自于豐田制造系統(tǒng)TPS)。其焦點在如何減少“7大浪費以添加客戶價值。用一句話來概括LeanLean是這樣一種哲學(xué)概念：經(jīng)過一種自我提升的文化和消除浪費來添加價值?！癢e can get brilliant results from average people managing a brilliant process“We saw many companies often get average or worse results from

17、brilliant people busy managing broken processes.Toyota Perspective豐田愿景Identify value from the eyes of the customer以客戶的觀念來定義價值；Create value and wealth through waste elimination經(jīng)過消除浪費來發(fā)明價值和財富；Achieve higher value through continuous improvement (kaizen) 經(jīng)過不斷改善來獲得更高的價值。 (kaizen) Map and understand your

18、Value Streams, and make them Valuable, Capable, Available, Adequate, Flexible, Flowing, Pulled and Leveled.畫出及了解價值流：使他們是有價值的，有才干的，有用的，適宜的，靈敏的，順暢的，拉動的以及平穩(wěn)的。經(jīng)過普通的人管理最優(yōu)秀的流程到達最好的結(jié)果，而不是最優(yōu)秀的人忙于管理有問題的流程到達普通的結(jié)果。用一句話來概括LeanTools and methods achieve rapid targeted improvement, but system evolution to new impr

19、ovement levels and long term success are only achieved by people with the right attitude and behavior 依托工具或方法可以快速到達設(shè)定的目的，但是經(jīng)過體系變革來到達新的改善高度和長久的勝利，必需依托人們正確的態(tài)度和行動。 a philosophy of value driven by a Vision是一個公司遠(yuǎn)景驅(qū)動的價值概念 a system dependent on the quality of its people是一種依托人的質(zhì)量體系 a management style focuse

20、d on eliminating waste是一種關(guān)注消除浪費的管理方式 a journey是一種旅程Lean is not all about tools and techniques, but it is about cultural transformation.Lean不僅僅是工具或技術(shù)，而且是文化的轉(zhuǎn)變。The 5S is the foundation for Flextronics Lean Enterprise. 5S是精益消費的根基In order to visually detect any abnormal condition, we need to establish V

21、isual Management & Standards.為了能一目了然看出異常，我們必需建立目視化管理和規(guī)范The Foundation根底建立規(guī)范發(fā)現(xiàn)異常5 cowboys to drive 1000 cattle 5個牛仔趕1000頭牛Should take one look and understand the situation 必需一眼看出情況Clearly differentiate between what is “Normal and “Abnormal 清楚區(qū)分正常和異常Detect what is “Abnormal 偵測到什么是異常Dont “Manage a Stan

22、dard Detect the Abnormality不要去管理一個規(guī)范去發(fā)現(xiàn)異常Look Here 看這里Not Here 不是這里Quality, Cost, Delivery 質(zhì)量,本錢,交期Shorten Production Flow by Eliminating Waste經(jīng)過消除浪費縮短消費流程Just In Time 準(zhǔn)時消費Right Part at the Right Time in the Right Amount只在正確的時間消費正確的產(chǎn)品和數(shù)量Continuous Flow 延續(xù)流Pull Systems拉動系統(tǒng)Level Production平衡化消費Built-I

23、n Quality (Jidoka)過程質(zhì)量控制(自動化)Error Proofing Poka Yoke防錯法Visual Controls目視控制Operational Stability 操作穩(wěn)定性Standardized Work 規(guī)范化作業(yè)Robust Products & Processes 強大的產(chǎn)品&工藝Total Productive Maintenance 全員消費性維護保養(yǎng)Supplier Involvement 供應(yīng)商參與Kaizen改善Highly Motivated and Creative People高自動性和發(fā)明性的人員 豐田制造系統(tǒng)消費周期的概念 Lean的

24、根本概念：以識別浪費為改善消費周期的首選要素。消費周期Non Value Adding (NVA)ValueAdding典型的VA*比例NVA假設(shè)僅關(guān)注在提高VA的operations上。97.5%VA2.5%經(jīng)過減少NVA的部分，可迅速減少消費周期。NVAVA50%50%* 世界級的目的是VA占25%。是什么使得豐田如此勝利？是什么使得豐田如此勝利？浪費的概念 豐田定義的七種浪費 TIM WOOD!Transportation 運輸Inventory庫存Motion動作Waiting等待Over production過量消費Over-processing不用要的過程Defects缺陷改善的概

25、念 TEAM文化建立在人的行為根底之上，經(jīng)過團隊執(zhí)行義務(wù)。Plan Do Check ActImprovement level改善進展standardization規(guī)范化Kaizen改善Time時間Before improvements have an opportunity to degrade, the team is on to the next improvement.在已獲得的改善退步之前，TEAM曾經(jīng)在著手下一步的改善。是什么使得豐田如此勝利？/Value價值Correctly Specify Value of Product/Service with Customer in mi

26、nd從正確識別產(chǎn)品/效力的價值,一直思索客戶的需求/Value Stream價值流Identify the Value Stream and remove all the Wastes識別價值流,消除浪費/Flow流程Make the Product and Value Flow Smoothly理順產(chǎn)品關(guān)系和價值流/Pull拉動Produce only to the Pull of Customer Demand以客戶需求拉動消費/Perfection完善Wastes Elimination as an Ongoing Process towards Perfection浪費消除,流程趨于完

27、善通用的精益消費要求Stop Abnormality異常停線Takt Time Production節(jié)拍時間消費Single Piece Flow單件流Pull Production拉動式消費Automation自動化消費序列 SequencingLevel Load平衡消費JIT準(zhǔn)時消費Jidoka自動化 Heijunka平衡化Lean Enterprise精益企業(yè)The House of Lean Enterprise精益企業(yè)模型Adding Value and Eliminating Waste消除浪費，添加價值VSM, 5S, Supermarkets價值流程圖，超市2. 價值和價值流

28、 Value Added Activity添加價值的活動客戶情愿付錢的部分 - AND -變卦物料或信息的構(gòu)造,裝配或功能 - AND -從開場就不斷做的 Non -Value Added Activity不添加價值的活動其它一切活動，浪費定義里一切不希望有的工程不能為客戶添加價值.僅僅添加本錢!Defining Value 定義價值Eliminate Non-Value Added Activity消除不添加價值的活動TimeAfterBeforeValue added work添加價值的任務(wù)AfterBeforeNon value added work不添加價值的任務(wù)時間改善前改善后Obs

29、erve that 2 Things are ALWAYS Happening. . .察看到兩個不斷會發(fā)生的事情. . . Things that should be done必需求做的事情Things that should not be done不能做 的事情 WASTE浪費 WORK任務(wù)Understanding & Eliminating Waste識別及消除浪費 “ItEither Adds Value or Does Not“它要么添加價值，要么不！TimeAfterBeforeValue added work添加價值的任務(wù)AfterBeforeNon value added w

30、ork不添加價值的任務(wù)時間改善前改善后TOTAL Value Stream完好價值流Flextronics :Suppliers偉創(chuàng)力：供應(yīng)商Flextronics Ops : Plant/Service Repair Shop偉創(chuàng)力：工廠/效力維修站Flextronics : Customer偉創(chuàng)力：客戶What is the Value Stream?什么是價值流？See the Whole Process from Start to Finish從源頭到末端看整個價值流 Understand current situation - Big picture point of view 明白

31、現(xiàn)實情況-看全局 Shows the ratio of Non-Value Added to Value Added Time 顯示非價值添加與價值添加活動的比例 Exposes sources of waste - not just waste 暴顯露浪費源并非只需浪費 Shows linkage between the seven types of flow 顯示7種流程之間的聯(lián)絡(luò)Why do Value Stream Mapping?為什么要做價值流程圖？Forms the Blueprint for a Lean Implementation Plan建立 Lean 執(zhí)行方案的藍圖Pr

32、oduct Family產(chǎn)品系列Implementation Plan實施方案Current StateDrawing現(xiàn)狀繪制Future StateDrawing未來情況描畫2341Identify the Value Stream for every major product family / program定義每個主要產(chǎn)品系列/程序的價值流 Concept to launch - Order to delivery產(chǎn)品投放概念 訂單交貨 Map the current state - Identify all the actions that dont create value (VA

33、/NVA/VE)繪制現(xiàn)狀流程圖 定義一切不能添加價值的活動 (VA/NVA/VE) Develop and map concepts for the future state as a Management team & communicate your vision to your team.像一個管理團隊一樣，開展和描畫未來藍圖，并與他的組員溝通他的想法 Develop metrics & determine goals How will Success be measured? 展開矩陣及制定目的 目的達成如何丈量？ Develop actions and drive toward fu

34、ture state制定行動方案并努力朝未來邁進How do we Start? 我們?nèi)绾伍_場？The 7 Types of FLOW 7種流程5. People 人- Std Work 規(guī)范任務(wù)- Takt Time 節(jié)拍時間 Material Raw 物流-原資料Material WIP 物流-在制品Material Finished Goods物流-廢品Equipment 設(shè)備 - Carts推車 - conveyors傳送帶 - andons安登 - racks貨架 - TPM全面消費維護4. Information 信息流 To :- Act on Material 物料加工處 Lo

35、ad a M/c 上料處 Move it from 1 bucket to another 從一個地方轉(zhuǎn)移至另外的地方7. Engineering/Tools工程/工具- Quality質(zhì)量- Tooling工具- cutting tools 切削工具- Programs 程序The Problems as well as the Answers Lie Within the Flow問題和答案都展如今流程里What will be Seen? 我們可以看到什么？Value Stream Mapping價值流程圖價值鏈 現(xiàn)狀流程圖 未來流程圖 Value Chain Current State

36、 Map Future State Map Tactical Implementation Plan戰(zhàn)術(shù)執(zhí)行方案3.節(jié)拍時間消費 Takt Time Production節(jié)拍時間消費Work BalancingNext Kaizen Focus任務(wù)平衡 下一改善焦點Takt TimeThe Heartbeat of the Business 節(jié)拍-企業(yè)的脈搏 Available time可利用時間 Customer Forecast 客戶需求預(yù)測TAKT TIME節(jié)拍時間=TAKT TIME is just Math, but is Fundamental to Lean節(jié)拍時間雖只是個數(shù)字，

37、但它卻是精益消費的根底AVAILABLE TIME: Total amount of TIME allocated for production可用時間：可分配用于消費的總的時間DEMAND: qty of scheduled parts for a given time frame需求：特定時間范圍內(nèi)預(yù)定的產(chǎn)品需求數(shù)量 each shift has 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc. 每班可利用時間為6.5小時,這時候個恒量. 6.5小時通常不

38、包括午餐,中間休憩等EXAMPLE 例Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk= 3900 min/wk可用時間= 60 分/小時x6.5 小時/班x 2 班/天 x 5 天/周 = 3900 分/周Your customer demand is 90 pcs per week 客戶每周需求90件3900 min/wk 分/周90 pcs/wk 件/周= 43 min/pc 分/件TAKT Time節(jié)拍時間 = Manpower Calculation 人工計算ProductHourly Requ

39、irementWork Content TimeTAKT TimeSystem 14 units25 min5 minSystem 22 units44 min10 minSystem 32 units30 min10 minTotal8 unitsWeighted WC Time = 31min7.5 minLine Staffing 消費線人數(shù)= Weighted Average Work Content Time總產(chǎn)品時間的加權(quán)平均值Takt Time 節(jié)拍 (4/8) *25 + (2/8)*44 + (2/8)*307.5 min /pcs=4.13KaizenExample:4Wo

40、rk Balance 任務(wù)平衡TimePersonABDCTime時間Person 操作員Takt/Time ABD64CBottleneck 瓶頸Wasted Time / Waiting浪費的時間/等待What Were Striving For 這就是我們所要努力達成的TimeABDCTime時間Person操作員Takt/Time ABD64CBottleneck瓶頸Reduce Wasted Time / Waiting減少浪費時間/等待Balanced Operations Station by StationLine by Line 作業(yè)單元之間-工位之間-消費線之間的平衡4.

41、單件流與規(guī)范作業(yè) 什么是最優(yōu)的流程最優(yōu)的流程One in which every step is:在其中每一步都是Valuable will customer miss it ?有價值的客戶會遺忘它嗎？Capable. (Six Sigma, Poka Yoke)有才干的6西格碼，防錯法Available(TPM)有用的全面預(yù)防維護Adequate(Kanban System, TOC, capacity utilizationetc)適宜的看板系統(tǒng)，TOC， 消費力利用率Flexible (Quick Change Over, SMED)靈敏的快速轉(zhuǎn)拉and all the steps ar

42、e linked and coordinated by: 一切的步驟鏈接在一同，F(xiàn)low occurs in tight sequence, ideally continuous flow.流程邏輯順序井然，理想的延續(xù)流Pull.occurs only at the command of the next downstream step within available time 拉動只需當(dāng)下游在適宜的時間要求時才會發(fā)生Leveling the demand to remove noises and unnecessary variations 平穩(wěn)-需求除去干擾要素與不用要的變化Do Not

43、 Make Defects 不消費缺陷產(chǎn)品Do Not Pass Along Defects 不傳送缺陷產(chǎn)品Do Not Accept Defect 不接受缺陷產(chǎn)品Defects are the Worst Kind of Waste缺陷是7大浪費中最壞的Single Piece Flow is intended to detect defects as they occur單件流趨向于時時偵測正在出現(xiàn)的缺陷3 Things to Remember 有件事情要記住 Single Piece Flow單件流7 Types of WasteDefective Parts缺陷產(chǎn)品Over Produ

44、ction過量消費 Inventory庫存Motion多余動作 Transportation運輸Waiting等待Over Processing過度加工 Building Quality into the Process在制程中質(zhì)量控制The Next Process is the Customer Never Send Defects !下個工序就是客戶決不發(fā)送缺陷產(chǎn)品 Catches Defects too Late發(fā)現(xiàn)缺陷時曾經(jīng)晚了 How many more do you have? Where are they in the process? What is the root cau

45、se? Catches Defects Immediately立刻發(fā)現(xiàn)缺陷 You only have one You know where it occurred Resolve the root cause immediatelyBatch批量消費Single Piece Flow單件流From: The Flextronics Lean EnterpriseSingle Piece Flow單件流Good Cell Layout Makes Work Redistribution Easy好的單元設(shè)計可使任務(wù)調(diào)整更容易 Place Workstations Close Together

46、to Minimize Walking Distance把任務(wù)站盡量接近，使步行間隔最小 Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution堅持單元內(nèi)間隔在步內(nèi)可使作業(yè)調(diào)整方面具有柔性 Locate the Leadoff and Final Processes Near one Another把開場和終了工藝彼此接近 Eliminate Spaces and Surface where WIP can Accumulate消除空閑的空間和可以堆積在制品的作業(yè)面 Use Dedica

47、ted Hand Tools and Gravity to Assist Operators運用專業(yè)工具和重力原理去協(xié)助操作人員 Absolutely ensure Safety and Good Ergonomics絕對確保平安和經(jīng)濟原那么 5SMaterials物料供應(yīng)Machines機器配置Cell Layout單元設(shè)計單元設(shè)計Single Piece Flow單件流機器配置原那么Good Machine Design Enables Operator Focus on Manual Content 好的機器配置可使操作員可以全力投入手任務(wù)業(yè)中 Use small equipment d

48、edicated to a single task運用小的設(shè)備去加工簡單義務(wù) Introduce Auto-Eject When Operators Must Use Both Hands當(dāng)操作員要用雙手操作時要引進自動卸料的機器 Install One-Touch Automation Where Possible盡能夠安裝接觸性啟動的機器 Incorporate Sensors to Signal Abnormal Conditions, so Operators Do not Need to Watch Machines During Cycle盡能夠多采用感應(yīng)器來顯示異常情況， 不需求

49、操作員在整個消費周期內(nèi)都要照看機器 Avoid Batching防止批量消費 At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle在節(jié)拍控制點處要全力去設(shè)計那種用低于 個節(jié)拍就可以在不同裝配線間實現(xiàn)快速切換的機器Materials物料供應(yīng)Cell Layout單元設(shè)計Machines機器配置Single Piece Flow單件流物料供應(yīng)原那么Good Material Flow Improves Productivity 好的物流可以

50、提高消費效率 Present Parts as Close as Possible to the Point of Use零件補充盡能夠接近零件運用點 Present Parts so Operators can use Both Hand Simultaneously零件補充要方便操作員可以同時運用雙手取 Do not Have Operators Get or Restock Their Own Parts不要讓操作員本人取或再重新貯藏本人的零件 Keep No More than 2 Hours of Material at the Point of Use在每個運用點堅持不要超越個小時

51、的物料 Do not Put Additional Parts Storage in or Near the Process不要在工位上或旁邊設(shè)置多余的物料儲存庫 Utilize Kanban to Regulate Parts Replenishment運用看板控制零件補充 Size Part Bin for the Convenience of the Operator, Not for the Convenience of the Material Handler or Supplying Process設(shè)計盛零件的盒子要方便于操作員，而不是方便物料供應(yīng)者或提供過程Machines機器配

52、置Cell Layout單元設(shè)計Materials物料供應(yīng)Single Piece Flow單件流1814BracketTubeWiresAssembly IConnectorAssembly IIIAssembly IIAssembly IVPreparationICJumperAssembly II angled to keep cell Inside Width about 5安裝工位被調(diào)了個角度來堅持單元在步內(nèi)Parts & materials presented on Flow racks from outside cell組件和原料從單元外面的傳送架提供進來Single piece

53、 of in-process stock left In machine as operator moves on個在制品被放在機器的左邊使與操作員挪動方向一致No obstruction in walking path在挪動道路上沒有妨礙物No space for WIP accumulation沒有堆積在制品的空間Assembly IV angled to bring cell start And end together裝配被調(diào)了的角度使單元起點和終點接近在一同I30 pcs /ContainerExample例子Result : 5 Pieces in Process效果：只需個在制品

54、What is Standard Work?什么是規(guī)范作業(yè)？TAKT Time節(jié)拍時間Work sequence (order of operations)作業(yè)順序(操作規(guī)范) Standard work-in-process規(guī)范在制品Standard Work Definition規(guī)范作業(yè)定義Three Elements of Standard Work規(guī)范作業(yè)個要素 Standard Work is a combination of actions performed by humans and machines carrying out value-added work in an ef

55、ficient way in the right sequence & right time, enabled by material & information flow, using the right tools as required. It is the foundation for a lean enterprise. 規(guī)范作業(yè)是一個由人和機器執(zhí)行有附加價值的,運用一種有效方法的，采用正確的順序和正確的時間內(nèi)的，并使物流和信息可以流動的，且運用所需的正確工具下的多個任務(wù)的集合它是精益企業(yè)的根底Why Have Standard Work?為什么需求規(guī)范作業(yè)To make manuf

56、acturing rules explicit使加工規(guī)范明晰Establish the methods for manual tasks with respect to safety, quality, quantity and cost.建立一套跟平安，質(zhì)量，數(shù)量和本錢方面有關(guān)的手任務(wù)業(yè)的方法A tool for KAIZEN一種繼續(xù)改善的工具Establish baseline for future improvement是建立未來改善的基準(zhǔn)Standard Work Objective規(guī)范作業(yè)目的There Is No Improvement In The Absence Of Stan

57、dards沒有規(guī)范就沒有改善 TAKT Time節(jié)拍The Heartbeat of the Business企業(yè)的脈搏1st Element of Standard Work規(guī)范作業(yè)要素之第一要素Standard WIP規(guī)范在制品Work Sequence作業(yè)順序TAKT Time節(jié)拍41 Available time Customer ForecastTAKT TIME=TAKT TIME is just Math, but is Fundamental to Lean節(jié)拍雖說是個數(shù)字，但它是精益消費的根底AVAILABLE TIME: Total amount of TIME alloc

58、ated for productionDEMAND: qty of scheduled parts for a given time frame each shift has 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc.EXAMPLEAvailable Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wkYour customer demand is 90 pcs

59、 per week3900 min/wk90 pcs/wk= 43 min/pcTAKT Time = Work Sequence作業(yè)順序 The order of operations in which a worker places parts on a machine or in an assembly.操作規(guī)范就是規(guī)定一個工人把零件是放機器上還是放安裝工位上The Same Thing, The Same Way, Every Time對一樣的任務(wù)，每次采用一樣的任務(wù)方法42Standard WIP規(guī)范在制品Work Sequence作業(yè)順序TAKT Time節(jié)拍machine pro

60、cessing機加工過程 Remove partInspectDeburrPlace in boxMount partStart2nd Element of Standard Work規(guī)范作業(yè)要素之第二要素Standard Work-in-Process (SWIP)規(guī)范在制品Refers to the minimum work-in-process needed to perform repetitive operations,提供執(zhí)行反復(fù)作業(yè)所需最少的WIP parts mounted on machines曾經(jīng)放在機器上了的零件 parts on conveyors周轉(zhuǎn)箱中的零件 par