管理制度-标准化作业简介 精品.ppt

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1、Key to Standardization标准化作业简介标准化作业简介Demand vs. Schedule vs. Out putRight parts, right time, right quantityInstalled Capability Vs. OutputResource utilization (Manpower and Equipment) Logical Kaizen Approach1. System Evaluation2. Op. System Change1. Pre-conditions- Supermarkets- SMED: Short changeove

2、r time2. Simplification (Process/ Product)- Kit break- Kit process implementation3. Connections- Order-Production. (Order kitting,order cutting)- Pull System. (Components,Kits,cut leads )- Delivery Routes. ( Wires,components )4. Standardized Work- Static SOS (W.C.T)- Moving Line SOS- Quality improve

3、ment5. Improve resources utilization - Motion kaizen - Sigma ET,CT - OA.Oper. system ChangePerf. Improv.Qual.Vol.Cost3. Performance ImprovementShort Lead timeSOS Kaizen ProcedureWait等待Walk走动Work工作工作Value Added增值Non Value Added不增值TT需求节拍时间Increase 增加Decrease减少Increase增加Decrease减少Bring Another work加入新工

4、作加入新工作Value-added (VA) work : Any process that adds value to product , what the customer is willing to pay for Non-value added (NVA) work: Any process that does not add value to the product , what the customers is not willing to pay for SOS改善步骤Kaizen steps of SOSSOS改善步骤Kaizen steps of SOS 确定目标确定目标Id

5、entify the goal确定目标Identify the goal Always late for about 2 minutesX先生总迟到2分钟 Getting up at 5:00 a.m.5点起床 Needs to leave the house at 5:14 5:14要离开Takt Time (T.T.) = 840“14 min X 60sec目标Goal当前表现Current Status 观察和测量观察和测量Observe and MeasureSOS改善步骤Kaizen steps of SOSSplit the process into 12 elements:划分

6、12个要素 1. Get up 起床 2. Clean teeth 刷牙 3. Shave 刮脸 4. Take a shower 洗澡 5. Dry hair 吹干头发 6. Get dressed 穿衣服 7. Make coffee 做咖啡 8. Take coffee 拿咖啡 9. Make toast 做面包10. Take toast 拿面包11. Get the car keys 拿钥匙12. Put on shoes and coat 穿鞋和外套Process name: Get up and dressed过程名称过程名称:起床并穿衣服起床并穿衣服确定要素Identify t

7、he elementWhat is a Job Element?什么是工作要素A job element contains ONLY working time. ( Cyclic Job)一个工作要素仅包含工作时间(循环的工作) Assembly time装配时间 Pick up parts拿取物料 Pick up assist tools拿取辅助工具It doesnt contain any walking time and non-value added work elementssuch as:不包含走动时间走动时间和非增值工作要素 adjustment jobs调整 rework返工

8、repair返修 quality checks质检Use the lowestrepeatable time 用最低可重复时间用最低可重复时间Determine theStarting point andFinishing point确定起点终点确定起点终点Fill in the workelements andcapture the walking1 step = 0.5 sec填入工作要素并确定走动700”860”测量要素和走动Measure work elements and capture the walking840” 标准化作业表Standardized Operation She

9、et要素发生在什么点上Where is the element?要素与要素间的连接Connectivity between elements工位布局LayoutCycle time is 980” OvercycleWaiting time7070820CT=820+160160TT840”工作合并表Standardized Work Combination Table3. Measure all element times测量所有要素时间5. Create the SOS sheet做标准操作表6. Create the Work combination table做工作合并作表1. 2.

10、.3. .Sequence to grasp the process information:2. Identify the elements of the process确定工作要素4. Establish all elements sheets做工作要素表ManMachine1. 2. .3. .1. Grasping the facts抓住事实Static SOSSOS改善步骤Kaizen Step of SOS 寻找改善机会寻找改善机会Find Kaizen Opportunity123456125436OLD SOSNEW SOS- Compact layout- Less walk

11、ingT/mmove-mentM/Cmove-mentMat.move-mentOLD WCTNEW WCTIn every process the working sequence is constructed of three major movements 每个工序的工作次序由三个主要的运动构成1. Team member movement 人员的移动人员的移动2. Equipment movement设备的移动设备的移动- processing 加工- conveyor transfer 输送带传动- ejector etc. 打出机等3. Material movement (pro

12、cess sequence)物料的移动物料的移动To achieve ideal condition, these three movements must be organized要达到理想的状态,必须对这三种移动进行整合What can we see from the SOS and WCT?从SOS和WCT上能看到什么?Analysis: How do we use the Standardised Work charts?分析: 我们如何使用标准化工作表时间测量表Time Measurement Sheet时间测量表告诉我们什么What do we know on line balan

13、ce Wall 目标目标工作要素表告诉我们什么What can we know on Job element sheet观察Observe操作顺序Operation step物料摆放位置Material Arrangement移动Movement SOS表告诉我们什么What can we know on SOS观察Observe操作顺序Operation Step物料位置 Material Arrangement走动 WalkingCell布局 Cell DesignWork Area Map告诉我们什么What can we know on Work Area Map观察Observe操作

14、顺序Operation Step走动Walking物料位置Material ArrangementWCT告诉我们什么What can we know on SWC检查CheckWhole the cycle要素时间Element time走动WalkingSOS改善步骤SOS improvement Step 实施改善活动实施改善活动Improve the activity840”Process time工序时间Cycle time工作循环时间工作循环时间Machining time机器时间TT980”Mister X needs to achieve 840”X先生要达到840秒Target

15、目标Actual实际Manual time手动时间ATT = CT12 3 567 849121110Idea is想法是1. Relocate the keys重定钥匙的放置位置2. Change the layout改变家里的布局3. Change the sequence调整顺序4. Use double electrical outlet装双插座的电源5. Combine the machining time with the manual work将人的工作和机器的时间合并What should I do ?12345A.T.T.How can we improve the morn

16、ing procedure?如何改善过程?Reduce walking, 减少走动减少走动Reduce waiting 减少等待减少等待CorrectionOverproductionMaterial Movement / conveyanceMotionWaitingInventoryProcessing改正改正过度生产过度生产物料的移动和运输物料的移动和运输动作动作等候等候库存库存加工过程的浪费加工过程的浪费Definition:Producing MoreThan NeededProducing Faster Than Needed定义定义: 生产超过了需求生产超过了需求 生产快过了需求生产快过了需求Characteristics 特点特点:Inventory Stockpiles 库存积压库存积压Extra Equipment 额外的设备额外的设备 Extra Storage Racks 额外的仓储架额外的仓储架Extra Manpower 额外的人力额外的人力Additional Floor Space 更多的工作场地更多的工作场地Causes 原因原因:Incapable