精益生产衡量指标价值流分析.ppt课件

1、 精实生产衡量指标/价值流分析何謂精實製造(Lean Mfg) 它是什麼?是一種在價值流(value stream)中藉由排除浪費以提昇流動性，使其能獲致更短的前置時間，從而提供高品質、低成本的製造哲學由產品開發、程序工程、營運管理及企業總管理作業等所組成的一整合性系統，其能為顧客提供價值及帶給人們尊嚴 它不是什麼?僅是裁減員額數价值流图分析课程目标 Objectives 在完成此一课程你将能 At the end of this section, you will be able to : *定义期间价值流及价值流图分析 Define the terms Value stream and v

2、alue stream Mapping *應用价值流图分析实施步骤以模拟精实 Apply the steps for Mapping a Value Stream to the Lean Simulation 价值流是什么What is Value Stream定义 Definition 价值流是將生产物料改变到产品运交给客 户之間全面性需求措施 A value stream is all of the actions required to change raw materials into a product delivered to the customer 价值流图是什么What is

3、 Value Stream Map 定义 Definition . 一个目视化以描述整体价值流， 包含原材料产品及咨訊流分析图 A visual depiction of the complete value stream, including material, product, and information flow 价值流图分析之利益Benefits of Value Stream Mapping*提供流動视觉的描述（以）用作零件制程程序的决策 Provides a visual depiction of flow use as part of the decision making

4、process*在价值流中以提供鉴认七大浪费缘由 Allows for identification of the sources of the seven wastes in the value stream*验证咨询流与材料流的關连性 Demonstrates the linkage between information flow and material flow*通过价值流以作为工厂发展改善流程基础与消除浪费 Becomes the basis for developing a plan for improving flow throughout the value stream现状

5、价值流图Current state value stream map一个现状价值流图是为完整价值流目前存在的视觉描述。包含物料，产品，即咨询流 A current sate value stream map is the depiction of the complete value stream as it presently exists. the map inclides material, product, and information flow 虽然关注在生产制造，也可以用在描述非生产活动。 Although the focus is on the manufacturing, t

6、he map could also be used to depict non-manufacturing activities 现状价值流图Current state value stream map评估现状 Assessing the current situation价值流图分析第一步骤是评估现实状况以制作现状图 The first in value stream mapping is assessing the current situation by creating a current state map 现状价值流图Current state value stream map*选

7、择一产品或产品族 Choose a product or product family*描述顾客需求 Depict the customer requirements*反向跟随产品从交货，生产作业，到原料入厂 Follow the flow of the product from shipping, working backwards to the where raw materials arrive in the plant*绘制产品在使用的過程,移动与储存阶段程序Draw the processing steps used to process, move and store the pr

8、oduct 现状价值流图Current state value stream map*记入適當的程序与库存数据 Input the appropriate process and inventory data*绘制咨询流 Draw the information flow*绘制时间线描述前置时间，表示出有附加值 与无附加值时间 Draw a timeline depicting the lead time, showing value add and non-value add timeCurrent state mapping for a value streamCurrent state

9、mapValue stream mappingFutures state map未来价值流图future state value stream map未来价值流图是一目视可描述改善對策目标包含物料，产品，及咨询流A future state value stream map is visual depiction of the goal of improvement actions, the map includes material, product, and information flow 未来价值流图析步骤future state value stream mapping*着手以现状价

10、值流图鉴别消除浪费机会Begin with the current state value streams map, use the map to identify opportunities to eliminate waste.*确认顾客需求/takt time Identify the customer demand rate /takt time *依计划执行（从控制缓行最小于最大水准） follow the plan to “flow where you can, and pull (from a controlled buffer with minimum and maximum

11、levels ) when you cannot flow” 未来价值流图析步骤future state value stream mapping*使用工具如流程分析以协助分析及鉴别浪费降低的机会Use tools, such as process flow analysis,to help analyze and identify waste reduction opportunities.*确认在生产鍊单一点（制程速率点）可排生产计划Identify one single point in the production chain (the pacemaker process “)wher

12、e you will schedule production*张贴价值流图在作业区给全部工作人员清楚目视為持续改进的基础Post the map in area that is clearly visible to all work group members on a continuous basis. future state value stream mapMeasurements :衡量指标*前置时间天数是以库存依據顾客需求在各作业間，计算前置时间必须从制程浪费消除改善Lead time in days is calculated by dividing inventory by cu

13、stomer requirements for one day for each operation, lead time should improve as waste is eliminated from the process *附加值时间秒数是由作业时间计算，如变更外形 安装，或产品修饰，附加价值时间将相同于现在与未来状况除非制程被变更Value-add time in seconds is calculated by timing the operation as it changes form, fit, or finish of the product. value add ti

14、me will be the same in both the current and future sate unless process is changed future state value stream mapMeasurements :衡量指标*指标Dock to dock (DTD)Build to schedule (BTS)First time through (FTT)Overall equipment effectiveness (OEE), total Cost*工作小组未来状况对策绩效必须由改善数据反应The effectiveness of work group

15、future state actions should be reflected by an improvement in these metrics价值流图析*价值流图析是一种完整且有系统性的方法*使用价值流图析之意义是可在巨观的大范圍下作业。亦可拘於局部性.區域性.或個別性的作業.*因此他是可进行全面整体性而不仅是最佳化个别部分。价值流图析*一个价值流图析是指归集一产品在其生产过程中所有的活动：包括哪些有增加附加價值及没有增加价值的活动。*价值流图析将是包含有附加值作业与无附加值作业调查检讨，用以改善制程提升整体生产力的一项系统手法价值流图析*价值流是为产品已当前通过其基本生产过程所进行的

16、全部活动，可分成 .从原材料到产品交到顾客手中 “生产流” .从概念到投产 “设计流”价值流图析*从顾客到供应商跟随产品的生产反向路径将材料流与讯息流以代表图形仔细绘出每個过程以便于了解掌握制程中的 (关键问题)*分析检讨，关键问题，提出改善对策后，再次绘制一期望的，未来状態的价值流图，作为目标蓝图及执行改善活动生產管理生產排程MPS顧客協力廠商採購MRP物料?人力?優先順序?人員是否足夠時間拖延生產部品塗裝部門物料是否足夠時間拖延催料需要物料庫存庫存不準確的顧客訂單不具信賴的製程及供應商交貨單不及時、不正確的庫存回報价值流图析基本功能*价值流图析可以帮助你看到的不仅仅是单一的生产制程而是整体

17、的生产流程*价值流图析可以帮助你发现生产制程中的浪费的根源*价值流图可以为生产过程提供共同语言*价值流图可显示讯息流与材料流的联系*没有其他工具能做到此项功能价值流图析基本功能*价值流图是为实现精实生产的蓝图以作为改善实施计划的基础*如果要设计一个新的生产制程或者要改变一个现有的价值流就将精实生产理论概念与技术实务结合*进行价值流图分析检讨绘出 精益的价值流未来图 价值流图*进料仓库到出货仓时间 *DTD附加價值正味(实质)作业 (value added operation)仅量少分*DTD绝大部分时间是无附加值 缓行（Buffer） 停滞 库存 搬运 （transfer） 检查，返工（ins

18、pection ,rework） 价值流图析应用价值流改善与制程改善在公司管理改进都是必要的: *价值流改善重点在于材料和讯息的流 动改善 *制成改善则重点在人与过程中消除 浪费 价值流图析应用价值流现状与未来图的关系是双向的循环，相互作 用并应努力实现计划目标现状图未来图改善执行改善计划团队努力 价值流图析应用达成未来目标计划 *设计一个精实的流程 *掌握价值流的背后动力 *需要一个未来目标 *需要一个按步就搬的工作计划 应有明确的时间及责任指定 价值流图析应用*生产管理有一种讯息流通知制程现在生产什么，再下一次生产什么之计划讯息*精实生产实务中讯息流被视为与材料流一样重要，在价值流图析进行

19、中必须都要繪入並执行分析检讨 价值流图绘制*使用一套符号（圖标）表示生产过程和流动必要时可以增加符号运用，但是必须在公司内部作程序规定，使每一个人都能绘制与理解将实施的精实生产价值流图。*从一个整体产品价值流可将各独立工程放大作细部分析或拓展到工厂以外的价值流图分析 价值流图绘制1.开始先从进料到出貨作观察了解制程的流動和顺序。2.然后沿实际材料和讯息流亲自收集与记录每个过程当时狀態咨询.3.从最终出货区（此是与顾客最直接关聯点）向前工程走,开始进行价值流分析 价值流图析应用4.使用马表与实际观察，不要依赖文件资料，标准工时等数据，因为文件资料常与实际事实不相符合5.价值流未来图的设想能力决定

20、在于实际状况的了解与记录资料及時間观测6.即使是为多人共同参与价值流图析，仍必须是个人完成全部价值流图析，否则无法完全了解掌握整体价值流状况 价值流图绘制7.使用铅笔先做草图绘制：正试图绘制时还是使用铅笔 .是用铅笔亲手绘制可以不停的画，进行中会想到更多 要什么咨询 .手绘自己进行是理解“材料與讯息流”的关键 .手绘自己进行可以将注意力集中在价值流中 .手绘自己进行可以提高作图析之能力Mapping IconsValue Stream MappingMapping IconsValue Stream MappingMapping IconsValue Stream Mapping 价值流改善*

21、价值流图示意.以目视化表示物流与咨询流.提供一价值流的蓝图供作执行.让每一个人都必须对范围有所了解.始能达成精实化的流 价值流改善*任何改进最重要的是从最终顾客需求做起，价值流图分析要从顾客要求为起点*创造增进价值流，您必须要有一“愿景” 价值流图析能帮助你专注，看”愿景”的理想及改善状態 价值流管理*一产品之“价值流”会跨越几个部门或公司外界，一般的改善活动常常会局限在个别区域，而不是以整体价值流作基础*要消除此管理的死角，需要有一位了解产品系列价值流并能推动改善的领导人*他必须向最高管理者在经营管理会议汇报精实生产状况 价值流管理*精实生产的执行 .管理层必须规划及主导价值流的导入 .辨识

22、每一个产品族的整个价值流 这是精实生产思考的主要步骤现状图析案例Current State Stream Exercise*假如你希望的工作区，你的企业在未来成为“精实”那么你就必须先学会学习有关现在的工作区采取价值流的观点*完成现状图析模拟 Complete the current state map for simulation .跟随制程制作现状图提出数据在您的区域 follow the process to create a current state map provide data for your area 收集数据 Data Collection*行走于生产线收集咨询起点在交货

23、與作业逆向Walk the line-collect information beginning at shipping and working upstream .为价值流收集你拥有的咨询了解全部原物料与咨询流 Collect your own information for the value stream, understanding the entire material and information flow.转换咨询到现状图 transfer information to the current state map 学习点Learning Points - 1*实践提升不稳定制程

24、 及不安全工作条件An unstable process promotes unsafe work conditions and practices*大量生产系统产生大额浪费A mass production system generates large amounts of waste *过量产與高库存隐藏生产问题，扩大品质问题衝擊延迟反馈 overproduction and high levels of inventory hide production problems, magnify the impact of quality problem, and delay feedback

25、 学习点Learning Points - 2*大多生产时间是无附加值 most of the production time is non-value added *不稳定的生产制程造成有效解决问题的困难 an unstable production process makes effective problem solving difficult, if not impossible *不稳定生产制程迫使危机管理取代了策略领导 an unstable production process forces crisis management instead of strategic leade

26、rship 学习点效果 Learning RESULTS:*作业人员谅解及授权 精实愿景 operator understanding and ownership of the lean vision*改善安全 improved safety*改善顾客满意点 品质 成本 时间 （生产交期时间） Improved customer satisfaction in terms of quality, cost, and time (manufacturing delivery time ) 精實推展精实生产 衡量指标Lean manufacturing measurables*进料仓库道出货仓库时

27、间 DTD Dock to Dock*首次合格率 FTT First time through*依排成生产 BTS Build to schedule *总何设备效率 OEE Overall equipment effectiveness进料到出货时间 Dock to Dock Time DTDDock to Dock Time (DTD)*Definition 定义 .从原物料下货到完成成品出货之间的过去时间 the elapsed time between the unloading of raw materials and the release of finished goods fo

28、r shipment .总DTD时间为产品耗费时间如原物料，制程作业，与 在厂完成品出货前在品的时间 the total dock to dock time for a product includes the time that a product spends as raw material, work-in process and as a finished product in plant, prior to being relaesed. 出貨進料進料倉庫成品倉庫進料倉庫到出貨倉庫時間 (DTD)製造週期時間(MCT)生產製造過程衡量指標(DTD)衡量指标-DTDDTD 從进料仓库到

29、出貨仓库間时间 指原料進廠製成完成品準備出貨的時間 包含製造週期時間DTD - 是衡量（时数）物料通过工厂的 速度，不是程序的速度 DTD is measure (in hours) of the speed of material through the plant, not the speed of the process. 衡量指标 DTD*Benefits 利益 .DTD时间改善以减少库存由较少的物料管理与库存结果较少几率 损坏部品改善FTT dock to dock time is improved by decreasing inventories which leads to l

30、ess material handing and storage .this result in fewer opportunities to damage parts. There by improving first time through.改善DTD时间可增进能力支援OTD目标 improved dock to dock time leads to improved ability to support the order to delivery (OTD) target. .减少物料管理，废弃，及库存搬运成本，全部可以改善总成本数 lower material handing. Ob

31、solescence. And inventory carrying costs all lead to improved total cost numbers. 衡量指标 DTD*为什么 Why:.工廠必須消除浪費與改變到顧客拉式系統 PLANTS MUST ELIMINATE WASTE AND MOVE TOWARDS CUSTOMER “PULL”SYSTEMS.設置巨大緩衝區生產過多零件(增快製程速度)但是降低了物料速度 By building large buffers you produce more parts (increase The speed of your proce

32、ss ) but slow down the speed of materials.減少庫存可以減少物料管理及儲存,結果減少損壞零件的機會. decreasing inventories leads to less material handing and storage, which results in fewer opportunities to damage parts.衡量指标 DTD*为什么 Why:.衡量生产库存週转的时间管理 .DTD日程越短则週转越快 .有效管理库存资金,降低生产成本 .快速对应顾客需求衡量指标 DTD*为什么 Why：.DTD附加价值（实质）作业（value

33、 added operation）仅量少分.DTD 绝大部分时间是 无附加价值 .等待 （wait） .停滞（stagnation） .缓行 （buffer） .存储 （ storage） .搬 运 （Transfer） .检查 （Inspection） .返工（Rework）衡量指标 DTD*何处 where :1.原物料 - 购买的零件（管制部品）接收进入工厂开始计数.运委托制件.因为已经产品構成. raw material-purchase part (control part) begin counting when it is received in the plant .Even

34、on consignment. Because it is already in its product from already in its product form.原物料变更成为产品构成 Raw material that is changed its product form衡量指标 DTD*何处 where ：2 .制程工作，包括物料在修理返工区域及全部缓衝区Work-in-process (WIP), including material in repair rework areas, and all buffers.完成产品-所有完成品包含管制部品并入DTD计算直 到被从马头交

35、运Finished goods end item products all finished goods ontaining the control part are included in the DTD calculation until they physically shipped form the dock 衡量指标 DTD*何时 when:数据收集时必须在作业型態表现优良的产品线上進行Data should be collected at the same time which best represents the operating pattern of a product l

36、ine 衡量指标 DTD*如何做.降低原材料库存.降低安全库存量.提高进料频度衡量指标 -DTD*如何做 . 降低成品库存 .降低安全库存 .提高交货频度衡量指标 DTD*如何做.减少在制品/制程高效率化 .目视化以及 防误措施 .一个流 小批量 .作业依排程生产 .推展全员生产性保养 .缩短转换时间衡量指标-DTD *降低总 DTD 时间 . 制程工程分析改善物流效率. 消除停滞减少搬运 . 制程作业分析改善. 降低周期时间 .消除不良. 提高首次合格率 .排除稼动损失. 提高总合设备效率 .善用价值流图析衡量指标-DTD*降低总 DTD 时间.DTD-从价值流图析能作用明确有效展现.应用工

37、业工程分析改善效率 並进行时间缩短改善 （ 时间）- 是各企业公司同样拥有之唯一 等量资源 衡量指标-DTD 单作业 DTD= 复合作业 DTD=总管制数线末速率DTD作业1+DTD作业2+DTD作业3 线末速率Total Dock To Dock Calculation(Single Operation ) DTD = (Multiple Operation) DTD=Total Units of Control PartEnd of Line RateDTD(Operation1)+DTD(Operation2)+DTD(Operation) End of Line RateEND 首次合

38、格率FTT First Time Through衡量指标FTT定义Definition 1.FTT是为在一完整制程生产中，第一次既符合品质要求的产品件数的百分比率不含被報廢，返工，重试验，線外修理，返回件数 First Time Through is the percentage of units that complete a process and quality guidelines the first time without being scrapped, return, retested, repaired, or returned 衡量指标FTT定义Definition 2.FT

39、T是衡量生产制程的品质it is a measure of the quality of the manufacturing process.可应用FPS程序工具改善FTT (防误措施，幕式化工厂，快速转换) we can improve our FTT by applying our FPS process and tools (error proofing, visual factory & quick changeover). 衡量指标FTTFTT首次合格率 投入制程总件数-（报废+返工+重试+线外修理+退回件数） Units entering process (Scrap + retu

40、rns + retests + repaired off-line +returns) 投入制程总件数Units entering process衡量指标-FTT利益 Benefits 1.提升制程/品质不良減少，库存降低,改善DTD时间Increased process/out quality reduces the need for extra production inventory, improvement DTD time.改善及维护顺序通过制程 以改进BTS improves and maintains sequence throughout the process, improv

41、ing Build to schedule (BTS).衡量指标-FTT利益 Benefits 2.确保接收良品提高品质水准与降低浪费产生並全面提升OEEIncreased quality before the constraint ensures that it only receives “good parts” which promotes a higher quality rate and reduces wasted out at the constraint ,which all improve the OEE .以降低索赔（保证），報费，与修理成本改善总成本Total cost

42、is improved through lower warranty, scrap and repair costs 衡量指标-FTT 为什麼 Why:1改善FTT成果将 improvements in First Through will result in: .提升产能 increased capacity .改善产品品质对内部及外部客户 Improved product quality to internal and external customers .降低大量生产库存结果，改善了DTD时间 Reduced need for excess production inventory r

43、esulting in improved Dock to Dock time 衡量指标-FTT为什么 Why:2.改善了能力以维护顺序通过制程 改善了BTS improved ability to maintain sequence throughout the process resulting in improved Build Schedule.提升品质 加入作业要求改善OEE increased quality input to constraint operations resulting in improved Overall Equipment Effectiveness .消除

44、因报废，修理，与过多库存浪费 的结果,以改善总成本 Elimination of wastes due to scrap, repair, and excess inventory resulting in improved Total Cost 衡量指标-FTT何处 Where : .FTT数据收集必须在最终制程實施 FTT Data should be collected at the end of processes .延伸目标：100 percent (100%) FTT 能力 = 零制造不良与交送 Stretch Objective : One hundred percent(100

45、%)FFT capability = Zero defects made or passed on 衡量指标-FTT何时 When :.首次合格率数據必须收集并使用 .最少以班别（出勤） .数据必须应用带动日常实践行动 .First Time Through data should be collected and used .at minimum by shift . FTT data must drive business practices behavior 衡量指标-FTT计算说明FTT Formula .这个百分比计算结果 如果所有单件投入一个制程制造 此每件数都通过过程，计算的结果

46、必定100% . This calculation results in a percentage. if every unit entering a process makes it through the process, the result of the calculation would be 100% 衡量指标-FTT计算说明FTT Formula .驱动使FTT鎖进100% 必须降低报废，返工，重试，退回.或差异在线外修理区，如果这些项目能被降下 FTT将会提升 To move the FTT measurable closer to 100%,the number of uni

47、ts that are scraped, return, retested, returned, or diverted into an off-line repair area must be reduced. If any of these items can be lowered, the FTT will improve FTT (by operation)单作业Units entering process-(scrap+returns+repaired off-line+ returns ) 投入件数 Units Entering 1000报废数 Scrap 10重制数 Reruns

48、 15重试数 Retest 5线外修理 Repair Offline 0FTT%=FTT%=FTT%= 97.0%Units entering process1000-(10+15+5+0)10009701000FTT (by operation)Units entering process-(scrap+returns+repaired off-line+ returns ) Units Entering=1000Scrap =10Reruns =15Retest =5Repair Offline =0FTT%=FTT%=FTT%= 97.0%Units entering process10

49、00-(10+15+5+0)10009701000FTT Multiple Operation Calculation Example FTT (operation 1) = 92.87% FTT (operation 2) = 87.65% FTT (operation 3) = 65.98% Final Inspection (Operation 4) = 82.34% Total FTT% = (.9278 x .8765 x .6598 x .8234) Total FTT% = (44.22%)复合作业FTT计算例FTT Multiple Operation Calculation

50、Example FTT (作业 1) = 0.9287 FTT (作业 2) = 0.8765 FTT (作业 3) = 0.6598 FTT (作业 4) 完成检查 = 0.8234 Total FTT% = (.9278 x .8765 x .6598 x .8234) Total FTT% = 44.22%衡量指标-FTTFTT首次合格率.返工与修理为生产效率隐藏的杀手.隐藏效率将误导管理.计算TACKTIME 必须 确实澄清衡量指标-FTT如果能提升产品通过生产线不用返工修理的百分比 .顾客将快速接受产品 .产品总体品质将提升 .顾客满意度-顾客忠诚度 If we can increa

51、se the percentage of vehicles that go through the line without being reworked: . Then, our customers will receive their cars faster, .And the overall quality of their vehicle will improve. . “Customer Satisfaction Customer Loyalty”衡量指标 - FTT你能分辨什么工具能改善FTT在您的区域？ Can you identify how a tool could impr

52、ove FTT in your area?END - FTT 依排程生产 - BTS BUILD TO SCHEDULE衡量指标 BTS 定义 BTS Definition 依排定的天數.排序.数量. 與實際生產天數（时间） 和實際生產序列 ,数量之間的百分比例. The percentage of units schedule for a given day that are produced on the correct day and in the correct sequence 衡量指标 BTS利益 Benefits.当BTS被改进.低的库存被要求.及DTD被改善 When Buil

53、d to schedule is improved, lower inventory is required, and Dock to Dock Time is improved. .低的物料及库存的管理引导改善成本结果 Lower material handing and inventory carrying costs lead to improved Total Cost result. 衡量指标 BTSBTS Formulas 计算BTS =数量x混合x序列BTS =Volume X Mix X Sequence 衡量指标 BTSBTS 绩效移动BTS向100%，数量绩效.混合绩效.序

54、列绩效价值必须被改善 To move the BTS towards 100%, the Volume Performance, Mix Performance and/or Sequence Performance values must be improved. 衡量指标 - BTS数据绩效=依计划数量的实际生产数量Volume Performance =Actual Number of Units Produced Schedule Number of Units Produced Schedule Number of Units. 实际生产数 计划生产数 = 数量绩效BTS Formu

55、las 数量绩效算衡量指标 - BTS.实际数量合於一个给定的产品别的數量生产产出.在给定的天（时间）及排序数量等於给定的产品别排序的数量.这一计算的结果是一百分比.Where Actual Units equals units of a given product produced (off the end of the line) on a given day and scheduled Units equals units of a given product scheduled .The result of this calculation is a percentage. BTS F

56、ormulas 数量绩效计算衡量指标 - BTS混和绩效=混合生产实际数低于实际生产或排序计划数Mix Performance =Actual Number of Units Built to Mix Lower of Actual Units Produced or Schedule. BTS Formulas 混合绩效计算实际依照排序生产数排序计划数=混合绩效 衡量指标 - BTSBTS 混合绩效.BTM 实际数量合于生产数是在日生产排序（无超量生产）以实际数量生产或實際排序数量任何一低的值计算Where Actual Units BTM equals the number of unit

57、s build that are included in the daily production schedule (no overbuilds). Use actual units produced or actual units scheduled, whichever is lower to perform the calculation. 衡量指标-BTSBTS 混合绩效.如果BTM实际数量能够被提升，则混合绩效价值将增进及BTS将改善If the Actual Number of Units BTM can be , the Mix Performance value will i

58、ncrease and BTM will improve 衡量指标-BTSBTS Formulas 顺序绩效计算顺序绩效Sequence Performance=依排序生产的实际数量/实际混合量Actual Number of Units Build to Sequence Sequence Performance衡量指标-BTSBTS 顺序绩效.实际依顺序数量(BTS)等於给定日排程顺序指示的生产数量（谨首先完成排程序之前多数的数量） Where Actual Number of Units BTS equals the number of units built on a given da

59、y in the schedule order (only units after the first having a sequence number larger than all predecessors).衡量指标-BTSBTS 序列绩效.如果BTS实际数能被提高.序列绩效值将提升.BTS将獲得改善If the Actual Number of Units BTS can be increased, the Sequence Performance Value will increase and the BTS will improve.衡量指标-BTS计算例 产品 A B计划 5 5

60、实际 7 4 (顺序：.9.)数量绩效= 11/(5+5)+1混合绩效= (5+4)/10=0.9顺序绩效= 6/9=0.67序列绩效 BTS = 1x0.9x0.67=0.603衡量指标-BTS.如何做好工厂施行BTS展现计划到生产什么是 顾客想要的在适切序列与混合Build to schedule reveals how well a plant executes plans to produce what customer what, in the proper sequence and mix .在我的区域执行是 Implications for our area are: 1. EN