jit精益思維和精益生產(chǎn)系統(tǒng)(ppt)(編輯修改稿)

　

【文章內(nèi)容簡(jiǎn)介】 doing the work know the operation best ? Decisions need to be made at all levels where the work is being done ? Those people affected by a change (line design) need to participate in making that change ? 從事工作的人員最了解其本職工作 ? 在工作地點(diǎn)的 所有層次上 都需要作出決策 ? 受某一改革影響的人需要參與實(shí)施這個(gè)改革 Team Building and People Involvement 團(tuán)隊(duì)建設(shè) / 員工參與 Change is exciting when it is done by us, threatening when it is done to us. “當(dāng)變化 由我們 完成時(shí)，它是令人激動(dòng)的，而當(dāng)它 發(fā)生到我們身上 時(shí)，就是危險(xiǎn)的?！? Team Building and People Involvement 團(tuán)隊(duì)建設(shè) / 員工參與 Three ways of munication ? Horizontal ? Top to bottom ? Bottom to top 溝通的三條途徑 平行 自上到下 從下到上 Team Building and People Involvement 團(tuán)隊(duì)建設(shè) / 員工參與 ? Participation rate 90%， adopted 90 days ? As the NWG regular activities 作為自然小組的日常工作，參與建議率 90% 建議一般在 90 天內(nèi)實(shí)施 GOOD JOB! ? Informal / formal recognition ? Recognition program is related to plant objectives 承認(rèn)和表彰有正式及非正式形式， 應(yīng)與工廠的目標(biāo)結(jié)合在一起 Idea！ Value Stream Mapping 價(jià)值流圖析 Understand the process...see the value…envision the future state 理解流程 … 看到價(jià)值 … 憧憬未來狀態(tài) Lean Implementation Some Lesson Learned 實(shí)施精益生產(chǎn)中的一些教訓(xùn) Cherrypicking the tools is not enough 趕時(shí)髦或隨機(jī)選擇一些工具 是不行的 Focus on the flow of value to create a system 應(yīng)當(dāng)建立一個(gè)增值的連續(xù)流程 HK Supplier MUSK Customer MUSK HK HK Bao’ an PCL PO copy SO PO PO SO SO PO Follow up 1 week Lead Time 2 wks IQC I 1 grind I 2 wash I 3 dry I 20 TR I 21 QC I 22 pack I I 260,000 CT= op=2 c/o=25m Up=95% 9,000 CT= op=? c/o= Up=100% 9,000 CT= op=? c/o= Up=100% 9,000 CT= op=1 c/o=40m Up=95% CT= op= c/o= Up=95% CT= op= c/o= Up=100% 2,000 5,000 12,000 13,000 2 d NVA= VA= In Process d Weekly Master Shipping Schedule 1 day 1 2 day Value Stream Mapping 價(jià)值流分析 ? Data collecting 需要數(shù)據(jù)采集 ? Understand Sequence 理解工作順序 ? Understand Cycle Time了解生產(chǎn)周期 ? Capture Waiting Time 收集等待時(shí)間 VSM Understand The Work 理解當(dāng)前工序操作 Without Data， It’ s Just An Opinion! 沒有數(shù)據(jù)，它只是你的觀點(diǎn) ！ Value Stream Mapping TAKT Time （需求）節(jié)拍時(shí)間 TAKT Time determines the rate at which work must be acplished at each operation (Operational Cycle Time) based on the line rate. 節(jié)拍時(shí)間確定了每一工位必須完成工作的速率（操作周期時(shí)間） TAKT is the rhythm or beat of the flow line. 節(jié)拍時(shí)間是流動(dòng)線的節(jié)奏或拍子 Value Stream Mapping TAKT Time 生產(chǎn)線速率 Takt 節(jié)拍時(shí)間 = 可用工作時(shí)間 客戶需求數(shù)量 爭(zhēng)取使 每一工位 每 3分 20秒生產(chǎn)一件 合格 品 Takt節(jié)拍時(shí)間 = (60 X 工作小時(shí) /天 ) 休息 午餐 其它停頓時(shí)間 = 258 件 例子 : 節(jié)拍時(shí)間 = (60 x ) ((15+15+30+20)x2) = 860 分鐘 258 件 = 860 分鐘 x 60 秒 /分 200 秒 /件 ABC 裝配線 節(jié)拍時(shí)間 每天客戶需求數(shù)量 258 件 ? OEE Overall Equipment Effectiveness ? TPM Total Preventive Maintenance ? QCO Quick Change Over 總的設(shè)備有效性 全員設(shè)備維護(hù) 快速換型 Operation Effectiveness 運(yùn)行有效性 .… 實(shí)際 ....657.… 目標(biāo) ...700.......... ANDON 板 設(shè)備預(yù)防維修計(jì)劃 更換空氣過濾器 更換燈泡 更換皮帶 更換制冷元件 更換油路過濾器 清潔油路 調(diào)節(jié)彈簧張力 調(diào)緊螺釘 檢查線路 檢查馬達(dá) 1 2 3 4 5 6 7 8 Monitors the status of production at any given moment in time. 監(jiān)控生產(chǎn)在任何時(shí)間的狀態(tài) Provides the historical data necessary to continuously improve operational availability 記錄歷史數(shù)據(jù)以不斷改善運(yùn)行能力 Production (hour by hour) 每小時(shí)生產(chǎn)狀態(tài)如型號(hào)、產(chǎn)量等 Down time 故障維修時(shí)間 Change over 換型次數(shù)和時(shí)間 Planned down time 計(jì)劃停機(jī)時(shí)間 Quality loss 質(zhì)量損失 Speed loss 速度損失 Other lost time， people， material， etc 其他損失時(shí)間 Production Reporting Charting 生產(chǎn)報(bào)告及圖示 Capability Loss In Production 生產(chǎn)中的能力損失 YES NO 設(shè)備計(jì)劃運(yùn)行嗎？ NO NO 設(shè)備有能力運(yùn)轉(zhuǎn)嗎？ NO 設(shè)備在運(yùn)行嗎？ IN GOOD PRODUCTION 計(jì)劃停機(jī)時(shí)間 換性時(shí)間 故障維修時(shí)間 其他損失（待料，早退） YES YES 設(shè)備設(shè)置好了嗎？ YES NO 設(shè)備在生產(chǎn)合格產(chǎn)品嗎？ 質(zhì)量損失 YES NO 設(shè)備在全速運(yùn)行嗎？ 速度損失 YES 操作時(shí)間 停工損失 純操作時(shí)間 速度損失 增值的 操作時(shí)間 廢品損失 51% 94% 98% 80% 91% 85% 89% 100% 總的可用時(shí)間 228 243 248 310 340 400 450 設(shè)備故障 2 25 min 作業(yè)換型 2 30 min 減速 – 滿負(fù)荷的 80% 較小的停工 – 30 min 廢品 – 2% 作業(yè)起動(dòng)損失 15 min OEE Calculation Example Cutting Operation 總的設(shè)備有效性計(jì)算示例 切削設(shè)備 L O S T T I M E ( J U N E )53411246162354140200400600800100012001400H y d .C l e a n u pW a i t f o rC a s t i n g sW e l d T i pC h a n g e sQ u a l i t yC h e c k sC l e a rB o w lF e e d e rD E P T . 2 3 0MINUTESM i n u t e sDOW N TIM E (JUNE)95542778634511340200400600800100012001400Prox. Sw itch Thermocouple Hyd. Leak BrokenGripperRepackBearingsDEPT. 230MINUTESMinutesTOP 5 根源分析 Improve Overall Equipment Effectiveness 改進(jìn) 總的設(shè)備有效性 PARETO 主次分析 Total Preventive Maintenance is the total activities of all employees work to increase uptime, improve quality of output, improve safety, and reduce costs through the continuous improvement of equipment operation 全員設(shè)備維護(hù)是所有的員工努力通過持續(xù)改善設(shè)備的運(yùn)行 來增加有效時(shí)間、提高產(chǎn)品質(zhì)量、加強(qiáng)安全性及減少設(shè)備 成本的全系統(tǒng)的活動(dòng) Total Preventive Maintenance 全員設(shè)備（預(yù)防）維護(hù) Some Key Maintenance Data 一些關(guān)鍵的維修數(shù)據(jù) MTBF 平均故障間隔時(shí)間 MTTR 平均修復(fù)時(shí)間 PM% 預(yù)防維護(hù)時(shí)間占總維護(hù)及維 修時(shí)間的百分比，目標(biāo) 》 70% TPM: Owner / Operator Concept 責(zé)任人 / 操作員 觀念 The operator will be empowered to: monitor the equipment, notify maintenance prior to any machine downtime occurrence, assure that housekeeping is maintained, perform minor repairs and aid maintenance personnel with the suggestion 操作員有責(zé)任：監(jiān)測(cè)設(shè)備，在機(jī)器出現(xiàn)故障前通知維修人員 進(jìn)行維護(hù)，進(jìn)行日常的清潔整理及小的維護(hù)調(diào)整工作，并把 平常觀察情況反映給維修人員 TPM Is A Paradigm Shift TPM 是一種模式轉(zhuǎn)變 ? “ I operate， you fix” ? “ I fix， you design” ? “ I design， you operate” “ We are all responsible for our equipment， our plant， and our future” “我操作，你維修” “我維修，你設(shè)計(jì)” “我設(shè)計(jì)，你操作”