工业工程技术培训01 Word 文档

1、.25万份精华管理资料，2万多集管理视频讲座：.；2. 线图String Diagram或称为行程频率图Trip Frequency Diagram、行程表Travel Chart。八工厂布置规划Plant Layout Planning简介1. 工厂布置之规划程序Key Inputs-P,Q,R,S,T & Activity-areas2.活动关连(Activity Relationship)1.物流(Flow of Material)6.空间关连图(Space Relationship Diagram)3.关连图(Relationship Diagram)4.空间需求 (Space Req

2、uirement)5.可用空间(Space Available)9.计画方案评价确立之工厂布置计画8.限制要素7.修正Plan XPlan YPlan Z工厂布置计画方案RelationshipsAdjustmentSpace2. 工厂布置规划之根底信息代号说 明PProduct or Material物品之特性和差别性QQuantity or Volume各单项物品之数量或体积RRouting or Process物品之制造程序或流程SSupporting Services or Activities支持消费所必需之活动TTime or Timing Consideration包括：作业时间

3、/期间、频率、 期限、季节性，等等3. 工厂布置之型态以制程为中心之工厂布置以产品为中心之工厂布置定位布置(Fixed Position Layout)流线型布置(Line Layout)制程布置(Process Layout) 或称批量作业布置(Job-lot Layout)工厂布置之型态4. 关连图 (Relationship Diagram)2314567包装出货现场厕所半废品存放区废品存放区消费区品管部门1A2I2I3UU3A1AA3OOO1I134E33IOAI51E3U4I64A47AEIOUXAbsolutely NecessaryEspecially ImportantImpo

4、rtantOrdinary ClosenessUnimportantUndesirable1234567Movement of MaterialsShare of Same PersonnelPersonnelControl of Work5. 关连分析 (Relationship Analysis)63472 Es1547626 As123576 Is265434 Os214563 Us6. 工厂布置之着眼点 人性化观念：人、机、物之调和关系 平安性之设计考量 消费性观念：人、机、物之最适组合 流动程序(Flow process) 、动线： Ship-To-Store, Ship-To-Li

5、ne , Make-TO-Shipment, Make-To-Order, etc.流动频率：JIT-Just in timeLoad & Unload之次数/频率搬运设备之效能九缩短换线换模时间之要领简介Improvement Approach 改善的手法 Four ( 4 ) Steps 四个步骤 Two ( 2 ) Categories 两种类别 Four ( 4 ) Stages 四个阶段4 Steps四个步骤 Preparation预备 (Re)placement 改换、安装 Adjustment 调整 Completion 完成、善后Step 1 Preparation预备 Dra

6、wing Up Change-over Instructions.- Operations.- Tools needed (jigs, dies, moulds, etc.).- Fasteners needed (bolts, screws, washers, nuts, clamps, clips, etc.). Storage, Maintenance and Inspection of Tools and Fasteners. Gathering and Preparation of New Tools and Fasteners.Transport of Tools and Fast

7、eners to the Process.Step 2 (Re)placement改换、安装 Unfastening and Removal of Old Tools. Placing the New Tools. Centering the New Tools.Step 3 Adjustment调整 Fastening New Tools. Securing the New Tools. Adjustment of the New Tools.Step 4 Completion完成、善后 Transport of Old Tools. Cleaning, Greasing and Oilin

8、g The Old Tools.Storage of Old Tools.2 Categories两种类别 On-line Change-over线内改换Change-over activities Interrupting the process. Off-line Change-over线外改换Change-over activities alongside the process.1234On-line change overProducing product AProducing product B23On-line Producing product AProducing produ

9、ct BOff-line1Off-line44 Stages四个阶段Advanced Stage改良阶段Transferred Stage移转阶段Separated Stage分别阶段Intermingled Stage混合阶段 Intermingled Stage混合阶段 No separation between. On-line and off-line operations. Process is stopped during total change. New tools are brought in after the process has been stopped. Neith

10、er tools nor fasteners are properly maintained, checked or prepared. Tools and fasteners are not tidy stored. Separated Stage分别阶段 On-line and off-line operations are kept separated. Process is stopped for on-line operations only. All necessary preparations are completed while the process is going on

11、. A checklist is available for carrying out off-line work. Maintenance, inspection and preparation of tools and fasteners are carried out off-line. A check is made whether tools and fasteners work properly. Transferred Stage移转阶段 On-line operations are transferred to off-line as much as possible. Hei

12、ght of dies, rams and press blocks are standardized. All fasteners and spanners are standardized. Standardized intermediate attachments are introduced. Adjustment of machines strokes is avoided. Advanced Stage改良阶段 Both on-line and off-line operations are minimized. Dimensions of all tools are standa

13、rdized. Handling of moulds, jigs, dies and forms is standardized. Hydraulic, pneumatic or magnetic fastening is introduced. Fastening and adjustment work is simplified or eliminated wherever possible. Cassettes are introduced. From Intermingled to Separated Stage Make a clear description of all chan

14、ge-over operations to be executed today (see worksheet). Prepare a summary list of :- all tools needed (jigs, dies, moulds, etc.).- all fasteners needed (bolts, screws, clips, etc.). Classify all operations into:- off-line activities.- on-line activities. From Separated to Transferred Stage Transfer

15、 operations from on-line to off-line as much as possible. The use of functional fasteners. The previous installation of intermediate attachments, bolsters and fasteners. Introduction of functional dial or pointer readings.Worksheet Nr. :Workstation Nr. :Change-over from toOperationTools & FastenersL

16、ocationStepsto be removedto be placedPreparation(Re)placementAdjustmentCompletionoffonoffonoffonoffon From Transferred to Advanced Stage Improvement of handling, transport and storage methods. The use of hydraulic, pneumatic or magnetic methods for placing and/or fastening tools. The elimination of

17、centering and adjustment activities by standardisation of:- dimension of moulds.- machine strokes.- male and female jigs.- centering and fastening methods. Improve measuring and gauging methods. Elimination of trial runs.十I E 改善心法Ways of Improving the Work Through Motion Study- EASIER WAY- approachE

18、liminate unnecessary motionsAvoid moves requiring eye directionShorten motion distanceImprove get motions by pre-positioningEmploy simple fixtures, clamps, and guidesReplace hand operations with foot-operated devicesWhy ? Question each operationAdapt two-hand methodYes, there is always room for impr

19、ovementHey ! You areworking too hard !三改善之要诀：ECRS、6W删除Elimination：删除不用要的作业或动作合并Combination：将数个作业或动作合并，省略转交或取放。重排Re-arrangement：将数个作业或动作重新安排，使作业或动作能平衡顺畅。简化Simplification：将数个作业或动作加以改善，使其简化。ECRS Approaches根本发问Primary Questions目的是什么 ?(What is the purpose ?)何地完成 ?(Where is it done ?)何时完成 ?(When is it don

20、e ?)由何人做 ?(Who does it ?)如何完成 ?(How is it done ?)进一步发问Secondary Questions为何必需做 ?(Why is it necessary ?)为何在那里完成 ?(Why is it done there ?)为何在那时完成 ?(Why is it done then ?)为何由此人做 ?(Why does this person do it ?)为何要如此做 ?(Why is it done this way ?)可否删除 ?(Can it be eliminated ?)可否合并 ?(Can it be combined ?)可

21、否重排 ?(Can it be rearranged ?)可否简化 ?(Can it be simplified ?)合并或重排以下工程： 地点(Places) 次序(Sequences) 人员(Persons) Story of the Bedaux SystemI. Story of the Bedaux SystemIn 1911, Mr. Charles E. Bedaux experimented with the idea of measuring all human physical work in terms of a common unit.The unit known as

22、 the Bedaux Unit of human power measurement or “B was to consists of a combination of work and rest.The proportions between these two items were dependent upon the physical nature of the work and the subsequent rest required to compensate for it. As tasks varied, the ratio of the work to rest within

23、 the unit was to vary, but the unit itself was to remain constant at a time value of on minute.II. The Bedaux System or “E System(Unit System)The “Unit E is the quantity of work an experienced, skilled worker can do per minute under normal conditions, taking into account the inherent allowance for r

24、est, personal needs.III. The “M System(Unit System)The Unit (M) is the amount of work that can be carried out in one minute by a trained worker, under normal circumstance, and at normal speed, including allowances for interruptions as rest and personal care.The Unit (M) does not represent time in th

25、e sense of a clock time, but it is rather a measure of “work quantity or “labor content.IV. ExpressionWork Quantity or Labor Content = Work + Rest (Bedaux definition) or = Work + Total Allowance (Philips definition)Example: Labor Content 1M TAF-total allowance factor: 1.14/ 1.18/ 1.2Labor Content Wo

26、rk (Normal Time) TAF1M (60 seconds) = 52.6 seconds + 7.4 seconds (14 %)1M (60 seconds) = 50.8 seconds + 9.2 seconds (18 %)1M (60 seconds) = 50.0 seconds + 10.0 seconds (20 %)VIII. Performance RatingPerformance rating is expressing numerically the speed and effectiveness with which an operation is do

27、ne, in relation to what has been defined as normal performance.Tempo means the intensity of working.In Bedaux time-study system: Speed of the movementsTempo Skill of the movements (i.e. proficiency, useful effect, dexterity, efficiency).IX. Normal PerformanceNormal performance is the performance of

28、an average skilled worker doing a job under normal conditions without being stimulated by an incentive scheme.It must be possible to keep this performance from day to day without excessive physical or mental strain.As a reference for normal performance can be taken, a steady deliberate and unhurried

29、 average performance of a person, who walks around 4.8 Km(3 miles) per hour or deals 52 playing-cards in 30 seconds.X. Remarks- Unit (English)- Einheit (German)- Eenheid (Dutch)- 单位 (Chinese)- E system : for Performance or Tempo (60 E, 75 E, 80 E)- M system : for Labor Content or Work Quantity (5 Ms

30、, 60.5 Ms)Effects of Working Conditions on determining AllowanceAllowanceValueConstant allowanceC-1Personal allowance5 %C-2Basic fatigue allowance4 % Variable allowanceV-1Standing allowance1 %V-2Abnormal position allowanceSlightly awkward0Awkward (Bending)2 %Very awkward (Lying, Stretching)7 %V-3Use

31、 of force or muscular energy(Lifting, pulling, or pushing)Weight lifted:5 Pounds (2.3 Kg)010 Pounds (4.5 Kg)1 %15 Pounds (6.8 Kg)2 %20 Pounds (9.1 Kg)3 %25 Pounds (11.4 Kg)4 %30 Pounds (13.6 Kg)5 %35 Pounds (15.9 Kg)7 %40 Pounds (18.2 Kg)9 %45 Pounds (20.4 Kg)11 %50 Pounds (22.7 Kg)13 %60 Pounds (27

32、.3 Kg)17 %70 Pounds (31.8 Kg)22 %V-4Bad light Slightly below recommended0Well below2 %Quite inadequate5 %V-5Atmospheric conditions(Heat and Humidity)010 %V-6Close attention Fairly fine work0Fine or exacting2 %Very fine or very exacting5 %V-7Noise level Continuous0Intermittent loud2 %Intermittent ver

33、y loud5 %High pitched loud5 %V-8Mental strain Fairly complex process1 %Complex or wide span of attention4 %Very complex8 %V-9Monotony Low0Median1 %High4 %V-10Tediousness Rather tedious0Tedious2 %Very tedious5 %Courtesy of International Labor Office, Geneva SwitzerlandPHILIPS动作分析表 页次： /作业称号：产品型号：作业区域

34、：分析人：分析日期：LHRHLHRHLHRHLHRH5050505010101010151515152020202025252525303030303535353540404040454545455555 双手程序表：裁切玻璃管TWO-HANDED PROCESS CHART 改善前方法Chart No.: SUB-0101 Sheet No.: 1 of 1资料/零件：玻璃管(长1公尺，直径3mm)作业内容：将长1公尺之玻璃管，用夹具和锉刀裁成小段玻璃管(长1.5cm)。操作地点：第三车间作业人员：李大海分析人：M.J. Hung 日期：2003-02-18任务站布置图：Left HandD

35、DRight Hand1.持住玻璃管1.拿起锉刀2.挪动玻璃管至夹具 2.持住锉刀3.将玻璃管插入夹具内3.将锉刀移至玻璃管4.将玻璃管推至夹具底部4.持住锉刀5.用手固定住玻璃管5.用锉刀在玻璃管上划刻痕6.稍为拉出玻璃管6.稍为移开锉刀7.将玻璃管旋转约120180 7.持住锉刀8.将玻璃管推至夹具底部 8.将锉刀移至玻璃管9.用手固定住玻璃管9.用锉刀在玻璃管上划刻痕10.将玻璃管从夹具内移出10.将锉刀放至任务台上11.将玻璃管移向右手11.右手移向玻璃管12.将玻璃管折断12.将玻璃管折断13.持住玻璃管13.将玻璃管置于盒内14.再握住玻璃管14.右手移向锉刀8020450603方

36、法Method：改善前方法改善后方法备 注动作工程L.H.R.H.L.H.R.H.操作Operation85运送Transport26延迟Delay-持住Hold43检查Inspection-合计：1414From-To Chart AnalysisAGIFDEBCH总计箱数A1/ 101/101/ 0320G1/102/ 0310I1/301/ 01/301/401/301/101/301/ 08170F1/202/602/705150D1/201/ 0220E1/301/10240B1/201/ 01/20340C1/101/10220H1/40140总计3384224212929箱数50

37、5018020407080020510510行程： A-B-C-D-E-F-G-H-I行程： A-G-I-F-D-E-B-C-H对角线左下半部对角线右上半部对角线左下半部对角线右上半部1 0 01 3 31 5 51 7 72 0 02 4 82 2 42 2 43 2 63 6 183 3 93 4 124 2 84 0 04 1 44 2 85 2 105 3 155 1 55 1 56 1 66 2 126 1 66 0 07 2 147 0 07 0 07 0 08 2 168 0 08 0 08 0 0总计：60总计：56总计：33总计：36AIBHEFGDC总计箱数A1/101/

38、01/10320I1/301/ 01/101/301/401/301/301/ 08170B1/201/201/ 0340H1/40140E1/301/10240F1/202/602/705150G1/102/ 0310D1/ 01/20220C1/101/10220总计3841243222929箱数501808020702050400510510行程： A-B-C-D-E-F-G-H-I行程： A-I-B-H-E-F-G-D-C对角线左下半部对角线右上半部对角线左下半部对角线右上半部1 0 01 3 31 4 41 3 32 0 02 4 82 4 82 0 03 2 63 6 183 1

39、33 2 64 2 84 0 04 4 164 1 45 2 105 3 155 4 205 2 106 1 66 2 126 0 06 3 187 2 147 0 07 0 07 1 78 2 168 0 08 0 08 0 0总计：60总计：56总计：51总计：48健保局 作业程序分析与改善 摘要 作业程序 作业称号合计:作业传送检验决策等待储存 1.自垫医疗费用核退作业程序 (现 况) (改善后) 改善成果2420-417%118-322-34+132-143-111- 2.代办费作业程序 (现 况) (改善后) 改善成果96-333%65-110-100-11-10-100- 程序符号

40、阐明: 人工操作 上计算机作业/计算机处置 人工传送 计算机线上传送 检验/测试 上计算机检验 决策 上计算机核签 等待/延迟批次作业等待 储存/归档 计算机存盘 作业称号 : 代办费作业程序流程分析表(现况)以人员 。对象 为主分 析 人 : 洪 明 智分析日期 : 1998年11月对象称号 :作业传送检验决策等待储存时间:分数量间隔 :M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)程 序 说 明1.书面受理(住院组)2.行政审查(住院组)3.Key-in 受理件数及给付金额PD16BE (住院组)4.打印签付单PD64BR (住院组)可思索删除打印签付单, 利用计算机系统传

41、送核签5.呈判(住院组承办)利用计算机系统传送核签6.核准(住院组课长)D利用计算机系统核签7.过帐PD16BE (住院组)8.作帐(会计室)、 付款(财务组)会计室、财务组作业流程610110作业称号 : 代办费作业程序流程分析表(改善后)以人员 。对象 为主分 析 人 : 洪 明 智分析日期 : 1998年11月对象称号 :作业传送检验决策等待储存时间:分数量间隔 :M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)程 序 说 明1.书面受理(住院组)2.行政审查(住院组)3.Key-in 受理件数及给付金额PD16BE (住院组)可思索删除打印签付单, 利用计算机系统传送核签

42、4.呈判(住院组承办)利用计算机系统传送核签5.核准(住院组课长) 利用计算机系统核签6.过帐PD16BE (住院组)7.作帐(会计室)、付款(财务组)会计室、财务组作业流程500100作业称号 : 自垫医疗费用核退作业程序流程分析表(现况)以人员 。对象 为主分 析 人 : 洪 明 智分析日期 : 1998年11月对象称号 :作业传送检验决策等待储存时间:分数量间隔 :M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)程 序 说 明1.书面受理(外包)2.Key-in根本资料及恳求金额PJ02BE (外包)须当天Key-in完成3.受理设定作业PJ05BB4.主计算机当晚作Run

43、ning Check, 打印报表当晚作业完成5. Key-in资料检核(住院组),资料错误: 反复程序26.行政检核(住院组),问题案件: 退件或补件7.传送案件至医审分组 (住院组)8.专业审查(医审分组),由外聘医师审查:退件或补件DD:受限于外聘医师之排定时间9.行政核算(住院组),填写核退清单可思索用12a.之核对清单取代填写核退清单, 直接Key-in金额10.复核,权限:专员$2万, 住院组长2万$5万, 经理5万$D取消此项程序,与14.之程序合并11. Key-in核定金额(外包)可与9.之作业合并12a.打印核对清单PJ06BR (住院组)核对清单属个人资料,与9.核退清单内

44、容一样,可思索加以整合12b.打印拨付清单PJ08BR (住院组)拨付清单系多笔个人资料之summary list ,可思索用12a.之核对清单加以取代12c.打印核定通知PJ09BR (住院组)13.呈判(住院组承办)14.核准(住院组课长、组长)D可与10.之作业合并15a.传送案件至会计室 (住院组)D15b.过帐(住院组)16a.作帐(会计室)、 付款(财务组)会计室、财务组之作业流程16b.归档(外包)1123341作业称号 : 自垫医疗费用核退作业程序流程分析表(改善后)以人员 。对象 为主分 析 人 : 洪 明 智分析日期 : 1998年11月对象称号 :作业传送检验决策等待储存

45、时间:分数量间隔 :M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)程 序 说 明1.书面受理(外包)2.Key-in根本资料及恳求金额PJ02BE (外包)须当天Key-in完成3.受理设定作业PJ05BB4.主计算机当晚作Running Check, 打印报表当晚作业完成5. Key-in资料检核(住院组),资料错误: 反复程序26.行政检核(住院组),问题案件: 退件或补件7.传送案件至医审分组 (住院组)8.专业审查(医审分组),由外聘医师审查:退件或补件DD:受限于外聘医师之排定时间9. Key-in核对清单金额(外包)可思索用计算机核对清单取代填写核退清单, 直接Ke

46、y-in金额10a.打印核对清单PJ06BR (住院组)10b.打印核定通知PJ09BR (住院组)11.呈判(住院组承办)12.复核,权限:专员$2万, 住院组课长/组长 2万 $5万, 经理5万$D13.传送案件至会计室 (住院组)D14.过帐(住院组)15.作帐(会计室)、 付款(财务组)会计室、财务组之作业流程16.归档(外包)824231任务研讨Work Study任务研讨Work Study同义称号： 动作与时间研讨Motion & Time Study 方法工程Methods Engineering 任务简化Work Simplification 合理化Rationalization任务衡量Work Measurement方法研讨Methods Study程序分析(Process Analysis)：利用程序表(Process Chart)或流动图/表(Flow Chart/Diagram)动作分析(Motion Analysis)：利用动素(Therblig)或规范单元(Standard