工业工程培训IEEmaterial课件

1、INDUSTRY ENGINEERING TRAINING PAPERS工业工程培训资料English Version11. Introduction to I.E.1. What is the Industrial Engineering?2. Waste3. Improvement Steps22. Operation Analysis1. Introduction to operation analysis2. Work Sampling3. Tips for improvement4. Practice 33. Process Analysis1. Introduction2. Imp

2、lementation steps of basic analysis3. Specific analysis4. Process improvements5. Case Study4. Work Analysis1.Purpose of “Work Analysis”2. Preparation for “Work Analysis”3. Work Improvement4.Combined-Work Analysis55. Line Operation Analysis 1. Line Operation2. Procedure for line operation set-up3. Li

3、ne operation organization and improvement4. Examples5. Case Study66. Performance Analysis1. The concept of Productivity2. Performance Management3. Performance Improvement System4. PAC System5. PAC SYSTEM administrative work 6. Improvement Points in Performance Loss77. Standard Time1.Standard Time2.R

4、ating3.Definition of Standard Data.88. MODAPTS1. Introduction to MODAPTS2. Basic Concept3. Explanation of LG-MODAPTS Symbols4. Abstract from LG-MODAPTS 5. Compare time values for each method.6. Explanation of LG-MODAPTS7. Exercise 99. CASE STUDY101. Introduction to I.E.1. What is the Industrial Engi

5、neering?2. Waste3. Improvement Steps111. What is Industrial Engineering?1. 1 Definition“Industrial engineering(IE) is concerned with the design, improvement, and installation of integrated systems of people, materials, information, equipment, and energy. It draws upon specialized knowledge and skill

6、 in the mathematical, physical, and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems.”IE used to be something that managers and other upper echelon staff designed and managed, bu

7、t now all levels of factory and office workers are learning to use IE techniques as part of their improvement activities.IE related themes and IE techniques have been successfully used in many types of QC circle activities. For example, workers use IE techniques to discover where waste, inconsistenc

8、y, and irrationality exist in their workplace, to make their work easier, and to produce better goods and services quickly and cheaply. As a result, they can create a better work environment and contribute to the prosperity of the company as a whole.IE may sound difficult, but it really is not. Like

9、 the seven QC tools, IE should be part of the improvement activities in any workplace.IE techniques can be broken down generally into method improvement techniques and work measurement techniques; the following are commonly included: Method improvement techniques 1. Process analysis 2. Motion study

10、3. Conveyance and equipment layout Work measurement techniques 4. Time studyAIIE(American Institute of Industrial Engineers)121. Definition of Industrial EngineeringMethod improvement techniques help you understand and analyze the flow of operations so that you can discover where waste and inconsist

11、ency exist in those operations. Once you discover those, it will be easy to understand where improvements should be made. At this stage, your most valuable tool for studying the overall flow of operations isprocess analysis. Motion study is the IE tool used when you are surveying, for example, how w

12、orkers use their bodies when they operate switches. In addition, work processes often include equipment layout schemes that evaluate their efficiency, but other IE techniques aimed specifically at equipment layout can prove to be even more useful for improving those systems.1.2 Method Improvement Te

13、chniquesWork measurement techniques can be used to measure time values within operations and to find out how much time each operation requires. Various time study methods have been developed- methods, in fact, too numerous to describe within the scope of this course.To use the work measurement techn

14、iques, you must have time values for the various operations to be studied. Operation planning also requires such time measurements. However, operation time values have no meaning unless they lead to improvements that become firmly established as standard work procedures. Consequently, method improve

15、ment techniques and operation measurement techniques are mutually supportive and cannot be completely separated from one another. 1.3 Work Measurement Techniques131. 4 Making Improvements by the RulesYou can not hope for much success if you improvise your approach toward making improvements. There a

16、re two basicrules; a) Follow the improvement steps. b) Use the improvement methods.IE is a hands-on activity. You learn IE by practicing it. This knowledge can be gained only through practice; a merely theoretical grasp of them is of little value in making improvements. The next chapter focuses on t

17、he first rule. Following the improvement steps will enable you to avoid running hastily and ineffectively, like the hare who lost the race to the slow-but-steady tortoise.The second rule is to use IE improvement methods. These include the seven QC tools (cause-effect diagrams, Pareto diagrams, check

18、 sheets, histograms, scattergrams, graphs and measurement charts, and stratification) as well as IE techniques. Another improvement method is function analysis, which sometimes falls under the category of value engineering.The most important thing in making improvements is to start by obtaining an a

19、ccurate understanding of the facts, such as the current conditions in the workplace. You must carefully analyze the current conditions in the workplace to find out just where the problems lie and to gain a full understanding of these current conditions. This is a slow, painstaking process, but it is

20、 a crucial part of making improvements the right way: according to the rules.1. Definition of Industrial Engineering14Like a mountain full of undiscovered gold, every factory is rich in potential improvements, waiting to be found. This is true even if every imaginable improvement has already been ma

21、de, for in todays climate of rapid technological progress, standing still means falling behind. That is just one reason why there is always room for improvement. You must resist the temptation to look at minor improvements as trivial matters. The sum total of all the minor improvements leads to larg

22、e company savings. The company gains not by direct cash back but by not wasting money and draining company resources. You also need to consider not only the improvements that will make your own workplace better but also those that will produce positive effects downstream and open opportunities in th

23、e future. This is “next process is our customer” philosophy. You will find increasing importance in this concept of providing the best possible service to the next stage of production.Successful companies are made up of people who want improvement and are guided by a company policy that emphasizes t

24、he need for improvement. In manufacturing companies, process analysis is perhaps the most fundamental method in carrying out the endless and limitless process of making improvements. 1. Definition of Industrial Engineering1. 5 Every Factory is a Mountain of Gold15Unfortunately, there is too much was

25、te in our work environment. While we talk constantly about the difficulties in making money, we tend to ignore the waste that surrounds us and to overlook opportunities for improvement. We tend to look at time as something that adds value. Job experience, for example, is considered a function of tim

26、e based on accumulated experiences or hours spent in producing goods. So instead, we should view time as something that erodes value when it is misspent. We should take specific actions to accelerate the improvement of operations and thereby run our workplaces more efficiently-so that we can move fo

27、rward.2.1 “Scenes from a Factory”Before talking about what we can or should do to improve our workplaces, Let us first get a few comments from the people in the factory: Shop foreman: “Most of our people are working very hard. We are doing everything possible to improve our practice here. It just ta

28、kes time for us to get to where we want to be.” Plant manager: “We have many things going on in our factory. We are doing SPC (statistical process control) training and quality circle activities. We have implemented a suggestion program. We have MRP (material requirement planning). We have even intr

29、oduced robotics and an automated warehouse. But somehow, I have a feeling that things are not going well. For example, the numbers of suggestions are low, machines are still breaking down, quality level is not as high as I want to see it, sudden schedule changes are still common, and so on. Because

30、of these things, I spend too much time chasing fires and attending daily meetings.” Chief executive officer: “I dont know whats going wrong. I have attended seminars and conferences; I have looked around and hired consultants for help. But what I have accumulated so far are lots of documents, papers

31、, fragments of thoughts, and so on. Somehow I havent been able to integrate them into a plan of action yet.”2. Waste16These are comments I hear quite often. People are concerned about day-to-day problems, chasing fires in the factory, and the like. They are attending seminars and reading about new m

32、anagement techniques. But they are missing something they need to know, and they feel confused. Perhaps there is even feeling of resignation (or satisfaction) that people have done their best and cannot do better. While developing an integrated understanding and setting priorities are important proc

33、esses in our work, a fundamental question is whether we have spent enough time finding out whats really happening on the factory floor. So let us spend some time here to review some typical operations found in the factory. In one area, we see an operator carrying a heavy work-piece by hand. In anoth

34、er area, we see people working frantically to stay on schedule after finding that an entire batch produced a few hours earlier was out of tolerance. We also see people watching a machine run, sorting good parts and bad parts, waiting for the delivery of material, stacking up inventory, and fixing ma

35、chine breakdowns. When we check the way people are producing, we find they may be working just because materials are there to work on, rather than following certain prescribed procedures or disciplines. We need to ask ourselves “How many of these activities are absolutely necessary for our productio

36、n activities ?” and “How many of these activities are adding value to the product - rather than cost?” Or we might ask ourselves, “how many of these activities are related to things the customer sees and cares about?”2. Waste17Waste Itself?Fusio Cho of Toyota defines waste as “ anything other than t

37、he minimum amount of equipment, materials, parts, space, and workers time, which are absolutely essential to add value to the products.” As early as the 1920s Henry Ford was concerned with the problem of waste. He discussed it specifically in the book Today and Tomorrow, which Toyota people diligent

38、ly studied later. To put it in simple terms, “If it doesnt add value, its waste.”When we review the time people spend in the factory, for example, we often find that more than 95 percent of an operators time is not being utilized to add value to the product. Rather, it is adding cost to the product.

39、 When we measure the material being processed in the factory, we may also find that, during more than 95 percent of the time, that material is in storage, waiting to be transferred, processed, or inspected.Similarly, a machine may be producing unnecessary or defective products, or it may be broken d

40、own or require maintenance. In either case, it is obviously not being used to add value to the product. Exhibit 3-2 is a graphic representation of the problem.People may say, “We know all of that.” But the questions we should ask ourselves are, “Then what are we actually doing to reduce this waste?”

41、 “How much of our time is spent on eliminating this waste?” “Do we really know how much of this waste can be eliminated?” “Do we really know how much saving can be achieved through such efforts?” Unfortunately, most of us cannot answer these questions. One thing we should remember is that a lot of o

42、ur work requires immediate action. The urgency of such matters can keep us from analyzing and planning our work. We may feel we have accomplished more when we spend time on urgent work and exhaust ourselves. But is it really a productive way of using our time ? The following portion of this chapter

43、is devoted to answering these questions.2. Waste18Seven WastesWhat we are talking about here is the need to introduce production improvement practices where the action is taking place, that is, on the shop floor. By diligently practicing problem solving with as many people as possible, many of our c

44、urrent problems will disappear.While each persons ideas will be used to facilitate the improvement of factory operations, the most powerful results can be obtained by implementing improvement activities in the most integrative fashion so that each island of improvement can be tied together with the

45、others. Also. we want to develop certain approaches to facilitate these improvements so that the improvement process becomes effective. In order to achieve such goals, we need to understand more about waste in the factory. While products made in each factory may be different, the typical wastes foun

46、d in factories are very similar. After years of improvement activities, Toyota identified the following seven types of waste as the most prominent ones. The Seven Wastes1. Waste from overproduction2. Waste of waiting time3. Transportation waste4. Processing waste5. Inventory waste6. Waste of motion7

47、. Waste from production defects2. Waste19 Waste from overproduction. Toyota concluded that overproduction is one of the worst waste commonly found in factories. This waste is created by producing goods over and above the amount required by the market. When the market is in an upswing, the effects of

48、 this waste may not be prominent. However, when market demand slows, the effects of overproduction are compounded and companies often get into trouble carrying unsold goods as extra inventory. Overproduction waste is typically created by getting ahead of the work. When this happens, more raw materia

49、ls are consumed and wages are paid for unneeded work, thereby creating unnecessary inventory. This in turn requires additional handling of materials, additional space to hold inventories, additional paperwork, extra computer, more forklifts or warehouse space, and so on. Furthermore, excessive inven

50、tory leads to confusion about what needs to be done first. It also distracts people and prevents them from focusing on immediate objectives or tasks. As a result, additional production control people are required. Since operators seem busy and machines are occupied unnecessarily, additional equipmen

51、t may be purchased on the mistaken assumption that it is needed. Since overproduction creates difficulties that often obscure more fundamental problems, it is considered one of the worst wastes and should be eliminated. In order to do so, we first need to understand that machines and operators do no

52、t have to be fully utilized, as long as market demands are met. (This may seem odd to many people, but it makes sense.) Operators at each stage of production should think of the next process as their “customer” simply because the next process involves working on the product produced in the previous

53、process. We should make sure that only the amount required by the customer is produced, at high quality, low cost, and at the time needed. 2. Waste20Waste of waiting time. While waste from overproduction is not always easy to identify because the operators appear to be busy (even though their work d

54、oes not add value to the product), waste of waiting time is usually easy to identify. In fact, waste in the form of waiting should be exposed, so that corrective action can be taken. For example instead of occupying machines to overproduce goods, operators should idle them when the required amount o

55、f work is finished. With this practice in place, supervisors can thus better assess the capacity and control the situationreadily. If we look around the factory, we also find operators simply watching machines run. Some may say that machines must be watched so that corrective action can be taken qui

56、ckly whenever a problem arises. But is that not already too late for an operator to take action ? Shouldnt there be a mechanism that automatically stops the machine and buzzes or lights up to alert an operator when an abnormal condition occurs ? Another way to look at this is that there will be no i

57、nitiative to eliminate because of such problems because these problems are not being exposed clearly to the supervisors eyes; instead they are often resolved by operators without a supervisors knowledge. Even though some supervisors may prefer to ignore such problems as long as production schedules

58、are met, should such practices be allowed?Transportation waste. Transportation waste and double or triple handling are also commonly observed wastes in most factories. For example, incoming materials may be stored in the warehouse before they are brought to the line. With such a practice, a tracking

59、 person has to be informed where to pick up the materials, where to store them in the warehouse, where and when to pick them up again, and where to deliver the materials down the line. He may even have to bring materials left over from the line back to the storage area if there is lack of coordinati

60、on. 2. Waste21Ill-planned layouts may cause undesirable long-distance transportation. They can also result in double or triplehandling of parts that have been put away in a disorderly manner and then kept in temporary storage and switching storage locations. Often we are amazed to discover how many