生产管理基础与精益生产概述

1、伟创力校企协作工程培训课程称号：消费管理根底编写部门：消费部Production Excellence 杰出消费People Morale Control人的志气控制 Safety Control平安控制Cost Control本钱控制Quality Control质量控制Delivery / Output Control交货/产量控制5S & Discipline5S &纪律Production Excellence杰出消费5S & Discipline The 5S & Discipline are the foundation for Production Floor. 5S & Dis

2、cipline 是消费的根基In order to visually detect any abnormal condition, we need to enhance 5S & Discipline.为了能一目了然看出异常，我们必需建立5S和 Discipline下面强调的根本规那么必需严厉遵守 确保有每一个物品都有固定的位置并确保它们都在规定的位置上;确保每日5S活动前/后班启动整理, 整顿, 清扫, 清洁和素养);操作员必需正确穿戴防静电帽，不能将头发显露帽外;操作员必需走规定的人行道，不能横穿消费线;在消费线任何时候都不能说话、聊天、睡觉、吃东西;没有助理员或组长的同意，除特殊情况外，

3、不得擅自分开任务岗位。遵守作业指点、规范作业操作，任何不遵守作业指点、规范作业操作的行为将被视为违纪Sweep清理-把任务场所清扫干净Straighten整顿-把东西摆放整齐Sustain素养-养成一个良好的任务习惯Standardize清洁-建立一套整理、整顿、清扫的规范Sort整理-把不要的东西清理干净 Continuous Improvement继续改良认识5SDelivery / Output Control -交货/产量控制Follow up PMC build plan to arrange production;遵照方案部的方案安排来安排消费Lead and drive for

4、fast production floor abnormal issue solving;指点和推进快速处理消费中的异常问题。Production abnormal issue escalation flow;消费异常问题的晋级流程 Production Data Reporting by using std format, Report publishing before each 9:00am;运用规范的格式做消费数据报告 ，每天早上9：00之前发出报告。100% on-time delivery100%的准时交货。Lead and Drive!指点和推进No Output Loss Al

5、lowed!不允许有产量降低Production Quality Control-消费质量控制 Quality as Business;质量就是生意 Dare to stop line if quality is out of your control; 假设质量超出控制时要敢于停线 Strictly follow up quality procedures / rules to run production; 严厉地跟进质量程序/规那么进展消费 Always Drive for fast disposition for production defects/scraps by using b

6、elow std format. 总是用下面的规范格式来快速处置消费缺陷/报废需求用附上的规范格式来总结二月25日之前在消费线上一切未处理的物料Need to use attached std format to summarize all pending materials at production floor before Feb25!Production Cost Control消费本钱控制 Minimize the DL headcounts. Lean/Kaizen is our daily life! 直接员工人数最少化。精益/改善是我们的日常生活。 Minimize the O

7、T, Need OT tracker for operator based on Combine Working Hrs Rule. 加班减到最少，要根据结合任务小时规那么来对员工的加班进展跟踪。 Minimize the indirect material consumption 减少间接物料的耗费 (Need IDM consumption tracker to monitor actual consumption Vs plan consumption) (需求有间接物料耗费跟踪来监控实践耗费对方案耗费。) Minimize the defects & scraps 将缺陷和报废减至最少

8、。 Bone piles control, zero target bone piles 待处置物料，PCBA，废品的控制，待处置物料，PCBA，废品的目的数为零 Material cycle count control , minimize the material lost 物料清点控制，减少物料丧失。Actions for Production Material Management (1)消费物料管理行动Material in/out production floor control:物料进/出消费线控制 - No material out of production without

9、approval from production manager or authorized person; 未经消费经理事授权人员同意的物料不得出消费线。 - Accurate production material in/out record 准确的消费物料进/出记录 (Request all staffs to return all kinds of materials to production floor!) 要示一切的职员返还各种物料到消费线。Production Material Management/Control:消费物料管理/控制 - Follow up Kanban su

10、permarket rule to pull materials to line. Less material in the line, better material control;根据看板超市的规那么拉物料至消费线，少的物料在消费线，好的物料控制 - “A and “B parts must have daily count and lead by line leader/supervisor; 贵重的“A和“B部分物料必需每天点数并由消费组长/主管指点。 - If common parts to be loaned to other project, need to make prop

11、er in/out record for tracking purpose; 假设公共物料需借给其它工程上，为作好跟踪需求做好适当的进/出记录。Clear and accurate Bonepile material (pending materials) tracker, drive for fast solution.清楚和准确的待处置物料跟踪，以便快速处理。Actions for Production Material Management (2)消费物料管理行动清点改良: - 每个主管要指点并担任本人工程的实物清点 - 同定义者一同来评价清点程序, 定义清点纪律; - 培训参于清点的员

12、工 (培训部提供培训资料，工程主管来进展培训); - 在清点之前, 需求为工程检验关于上次清点期间的大差别的系统数据 (反响数据准确度) 1) 要求方案部从系统开场大差别的月份中下载系统事务数据 2)消费验证 - 在清点之前, 需求将所物料按工程移到一个区域,然后开场清点以防止漏盘。 - 在清点之前, 需求确保在系统封锁之前一切的事务都忆处置终了; 员工进展第一次清点，然后由消费线助理员/组出息展复盘，假设有任何的不一致， 需求再加强复盘直至两次盘 点的结果一样，飞虎队会抽样检查清点。 - 基于本次的清点结果来平衡系统 主管需求对这次清点后的物料丧失担任!Production Safety C

13、ontrol & People Morale Control消费平安控制和员工士气控制 Production Safety Control;消费平安控制 - Safety inspection incorporated as part of supervisor DILO (Day In Life Of); 平安检查列为主管每日任务的一部分。 Production People Morale Control员工士气控制- Proper and timely communication to operators is a key to production under current econo

14、mic situation; (especially for Combined Working Hours Rule) 在当前的经经济情势下正确的和及时的信息传达给员工是消费的关键特别是结合任务小时规那么 - Weekly face to face communication among line leader and operators is a must; 每周必需求有一次消费线领班和员工面对面的沟通。 - Monthly face to face communication among supervisor and operators is a must; 每月必需求有一次消费线主管和员

15、工面对面的沟通 - For special case, communication among production manager and operators will be requested. 特殊事件时，需求有消费经理和员工进展沟通。 - Always think how to keep experienced operators for key stations? 总是想如何能留住关键工位的有阅历的员工？ 沟通万岁！精益消费培训纲要1 精益消费概述2 价值和价值流4 单件流与规范作业3 节拍时间消费5 拉动与看板6 平衡与序列7 精益工具与精益思想精益消费概述1. 精益消费概述精益消

16、费定义精益消费可以被定义为：从客户拉货到产品源头的整个流程不断改善，识别并消除浪费无价值活动，使之日臻完善的一种系统方法 精益消费是一门流程管理哲学，主要来自于丰田制造系统TPS)。其焦点在如何减少“7大浪费以添加客户价值。用一句话来概括LeanLean是这样一种哲学概念：经过一种自我提升的文化和消除浪费来添加价值。“We can get brilliant results from average people managing a brilliant process“We saw many companies often get average or worse results from

17、brilliant people busy managing broken processes.Toyota Perspective丰田愿景Identify value from the eyes of the customer以客户的观念来定义价值；Create value and wealth through waste elimination经过消除浪费来发明价值和财富；Achieve higher value through continuous improvement (kaizen) 经过不断改善来获得更高的价值。 (kaizen) Map and understand your

18、Value Streams, and make them Valuable, Capable, Available, Adequate, Flexible, Flowing, Pulled and Leveled.画出及了解价值流：使他们是有价值的，有才干的，有用的，适宜的，灵敏的，顺畅的，拉动的以及平稳的。经过普通的人管理最优秀的流程到达最好的结果，而不是最优秀的人忙于管理有问题的流程到达普通的结果。用一句话来概括LeanTools and methods achieve rapid targeted improvement, but system evolution to new impr

19、ovement levels and long term success are only achieved by people with the right attitude and behavior 依托工具或方法可以快速到达设定的目的，但是经过体系变革来到达新的改善高度和长久的胜利，必需依托人们正确的态度和行动。 a philosophy of value driven by a Vision是一个公司远景驱动的价值概念 a system dependent on the quality of its people是一种依托人的质量体系 a management style focuse

20、d on eliminating waste是一种关注消除浪费的管理方式 a journey是一种旅程Lean is not all about tools and techniques, but it is about cultural transformation.Lean不仅仅是工具或技术，而且是文化的转变。The 5S is the foundation for Flextronics Lean Enterprise. 5S是精益消费的根基In order to visually detect any abnormal condition, we need to establish V

21、isual Management & Standards.为了能一目了然看出异常，我们必需建立目视化管理和规范The Foundation根底建立规范发现异常5 cowboys to drive 1000 cattle 5个牛仔赶1000头牛Should take one look and understand the situation 必需一眼看出情况Clearly differentiate between what is “Normal and “Abnormal 清楚区分正常和异常Detect what is “Abnormal 侦测到什么是异常Dont “Manage a Stan

22、dard Detect the Abnormality不要去管理一个规范去发现异常Look Here 看这里Not Here 不是这里Quality, Cost, Delivery 质量,本钱,交期Shorten Production Flow by Eliminating Waste经过消除浪费缩短消费流程Just In Time 准时消费Right Part at the Right Time in the Right Amount只在正确的时间消费正确的产品和数量Continuous Flow 延续流Pull Systems拉动系统Level Production平衡化消费Built-I

23、n Quality (Jidoka)过程质量控制(自动化)Error Proofing Poka Yoke防错法Visual Controls目视控制Operational Stability 操作稳定性Standardized Work 规范化作业Robust Products & Processes 强大的产品&工艺Total Productive Maintenance 全员消费性维护保养Supplier Involvement 供应商参与Kaizen改善Highly Motivated and Creative People高自动性和发明性的人员 丰田制造系统消费周期的概念 Lean的

24、根本概念：以识别浪费为改善消费周期的首选要素。消费周期Non Value Adding (NVA)ValueAdding典型的VA*比例NVA假设仅关注在提高VA的operations上。97.5%VA2.5%经过减少NVA的部分，可迅速减少消费周期。NVAVA50%50%* 世界级的目的是VA占25%。是什么使得丰田如此胜利？是什么使得丰田如此胜利？浪费的概念 丰田定义的七种浪费 TIM WOOD!Transportation 运输Inventory库存Motion动作Waiting等待Over production过量消费Over-processing不用要的过程Defects缺陷改善的概

25、念 TEAM文化建立在人的行为根底之上，经过团队执行义务。Plan Do Check ActImprovement level改善进展standardization规范化Kaizen改善Time时间Before improvements have an opportunity to degrade, the team is on to the next improvement.在已获得的改善退步之前，TEAM曾经在着手下一步的改善。是什么使得丰田如此胜利？/Value价值Correctly Specify Value of Product/Service with Customer in mi

26、nd从正确识别产品/效力的价值,一直思索客户的需求/Value Stream价值流Identify the Value Stream and remove all the Wastes识别价值流,消除浪费/Flow流程Make the Product and Value Flow Smoothly理顺产品关系和价值流/Pull拉动Produce only to the Pull of Customer Demand以客户需求拉动消费/Perfection完善Wastes Elimination as an Ongoing Process towards Perfection浪费消除,流程趋于完

27、善通用的精益消费要求Stop Abnormality异常停线Takt Time Production节拍时间消费Single Piece Flow单件流Pull Production拉动式消费Automation自动化消费序列 SequencingLevel Load平衡消费JIT准时消费Jidoka自动化 Heijunka平衡化Lean Enterprise精益企业The House of Lean Enterprise精益企业模型Adding Value and Eliminating Waste消除浪费，添加价值VSM, 5S, Supermarkets价值流程图，超市2. 价值和价值流

28、 Value Added Activity添加价值的活动客户情愿付钱的部分 - AND -变卦物料或信息的构造,装配或功能 - AND -从开场就不断做的 Non -Value Added Activity不添加价值的活动其它一切活动，浪费定义里一切不希望有的工程不能为客户添加价值.仅仅添加本钱!Defining Value 定义价值Eliminate Non-Value Added Activity消除不添加价值的活动TimeAfterBeforeValue added work添加价值的任务AfterBeforeNon value added work不添加价值的任务时间改善前改善后Obs

29、erve that 2 Things are ALWAYS Happening. . .察看到两个不断会发生的事情. . . Things that should be done必需求做的事情Things that should not be done不能做 的事情 WASTE浪费 WORK任务Understanding & Eliminating Waste识别及消除浪费 “ItEither Adds Value or Does Not“它要么添加价值，要么不！TimeAfterBeforeValue added work添加价值的任务AfterBeforeNon value added w

30、ork不添加价值的任务时间改善前改善后TOTAL Value Stream完好价值流Flextronics :Suppliers伟创力：供应商Flextronics Ops : Plant/Service Repair Shop伟创力：工厂/效力维修站Flextronics : Customer伟创力：客户What is the Value Stream?什么是价值流？See the Whole Process from Start to Finish从源头到末端看整个价值流 Understand current situation - Big picture point of view 明白

31、现实情况-看全局 Shows the ratio of Non-Value Added to Value Added Time 显示非价值添加与价值添加活动的比例 Exposes sources of waste - not just waste 暴显露浪费源并非只需浪费 Shows linkage between the seven types of flow 显示7种流程之间的联络Why do Value Stream Mapping?为什么要做价值流程图？Forms the Blueprint for a Lean Implementation Plan建立 Lean 执行方案的蓝图Pr

32、oduct Family产品系列Implementation Plan实施方案Current StateDrawing现状绘制Future StateDrawing未来情况描画2341Identify the Value Stream for every major product family / program定义每个主要产品系列/程序的价值流 Concept to launch - Order to delivery产品投放概念 订单交货 Map the current state - Identify all the actions that dont create value (VA

33、/NVA/VE)绘制现状流程图 定义一切不能添加价值的活动 (VA/NVA/VE) Develop and map concepts for the future state as a Management team & communicate your vision to your team.像一个管理团队一样，开展和描画未来蓝图，并与他的组员沟通他的想法 Develop metrics & determine goals How will Success be measured? 展开矩阵及制定目的 目的达成如何丈量？ Develop actions and drive toward fu

34、ture state制定行动方案并努力朝未来迈进How do we Start? 我们如何开场？The 7 Types of FLOW 7种流程5. People 人- Std Work 规范任务- Takt Time 节拍时间 Material Raw 物流-原资料Material WIP 物流-在制品Material Finished Goods物流-废品Equipment 设备 - Carts推车 - conveyors传送带 - andons安登 - racks货架 - TPM全面消费维护4. Information 信息流 To :- Act on Material 物料加工处 Lo

35、ad a M/c 上料处 Move it from 1 bucket to another 从一个地方转移至另外的地方7. Engineering/Tools工程/工具- Quality质量- Tooling工具- cutting tools 切削工具- Programs 程序The Problems as well as the Answers Lie Within the Flow问题和答案都展如今流程里What will be Seen? 我们可以看到什么？Value Stream Mapping价值流程图价值链 现状流程图 未来流程图 Value Chain Current State

36、 Map Future State Map Tactical Implementation Plan战术执行方案3.节拍时间消费 Takt Time Production节拍时间消费Work BalancingNext Kaizen Focus任务平衡 下一改善焦点Takt TimeThe Heartbeat of the Business 节拍-企业的脉搏 Available time可利用时间 Customer Forecast 客户需求预测TAKT TIME节拍时间=TAKT TIME is just Math, but is Fundamental to Lean节拍时间虽只是个数字，

37、但它却是精益消费的根底AVAILABLE TIME: Total amount of TIME allocated for production可用时间：可分配用于消费的总的时间DEMAND: qty of scheduled parts for a given time frame需求：特定时间范围内预定的产品需求数量 each shift has 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc. 每班可利用时间为6.5小时,这时候个恒量. 6.5小时通常不

38、包括午餐,中间休憩等EXAMPLE 例Available Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk= 3900 min/wk可用时间= 60 分/小时x6.5 小时/班x 2 班/天 x 5 天/周 = 3900 分/周Your customer demand is 90 pcs per week 客户每周需求90件3900 min/wk 分/周90 pcs/wk 件/周= 43 min/pc 分/件TAKT Time节拍时间 = Manpower Calculation 人工计算ProductHourly Requ

39、irementWork Content TimeTAKT TimeSystem 14 units25 min5 minSystem 22 units44 min10 minSystem 32 units30 min10 minTotal8 unitsWeighted WC Time = 31min7.5 minLine Staffing 消费线人数= Weighted Average Work Content Time总产品时间的加权平均值Takt Time 节拍 (4/8) *25 + (2/8)*44 + (2/8)*307.5 min /pcs=4.13KaizenExample:4Wo

40、rk Balance 任务平衡TimePersonABDCTime时间Person 操作员Takt/Time ABD64CBottleneck 瓶颈Wasted Time / Waiting浪费的时间/等待What Were Striving For 这就是我们所要努力达成的TimeABDCTime时间Person操作员Takt/Time ABD64CBottleneck瓶颈Reduce Wasted Time / Waiting减少浪费时间/等待Balanced Operations Station by StationLine by Line 作业单元之间-工位之间-消费线之间的平衡4.

41、单件流与规范作业 什么是最优的流程最优的流程One in which every step is:在其中每一步都是Valuable will customer miss it ?有价值的客户会遗忘它吗？Capable. (Six Sigma, Poka Yoke)有才干的6西格码，防错法Available(TPM)有用的全面预防维护Adequate(Kanban System, TOC, capacity utilizationetc)适宜的看板系统，TOC， 消费力利用率Flexible (Quick Change Over, SMED)灵敏的快速转拉and all the steps ar

42、e linked and coordinated by: 一切的步骤链接在一同，Flow occurs in tight sequence, ideally continuous flow.流程逻辑顺序井然，理想的延续流Pull.occurs only at the command of the next downstream step within available time 拉动只需当下游在适宜的时间要求时才会发生Leveling the demand to remove noises and unnecessary variations 平稳-需求除去干扰要素与不用要的变化Do Not

43、 Make Defects 不消费缺陷产品Do Not Pass Along Defects 不传送缺陷产品Do Not Accept Defect 不接受缺陷产品Defects are the Worst Kind of Waste缺陷是7大浪费中最坏的Single Piece Flow is intended to detect defects as they occur单件流趋向于时时侦测正在出现的缺陷3 Things to Remember 有件事情要记住 Single Piece Flow单件流7 Types of WasteDefective Parts缺陷产品Over Produ

44、ction过量消费 Inventory库存Motion多余动作 Transportation运输Waiting等待Over Processing过度加工 Building Quality into the Process在制程中质量控制The Next Process is the Customer Never Send Defects !下个工序就是客户决不发送缺陷产品 Catches Defects too Late发现缺陷时曾经晚了 How many more do you have? Where are they in the process? What is the root cau

45、se? Catches Defects Immediately立刻发现缺陷 You only have one You know where it occurred Resolve the root cause immediatelyBatch批量消费Single Piece Flow单件流From: The Flextronics Lean EnterpriseSingle Piece Flow单件流Good Cell Layout Makes Work Redistribution Easy好的单元设计可使任务调整更容易 Place Workstations Close Together

46、to Minimize Walking Distance把任务站尽量接近，使步行间隔最小 Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution坚持单元内间隔在步内可使作业调整方面具有柔性 Locate the Leadoff and Final Processes Near one Another把开场和终了工艺彼此接近 Eliminate Spaces and Surface where WIP can Accumulate消除空闲的空间和可以堆积在制品的作业面 Use Dedica

47、ted Hand Tools and Gravity to Assist Operators运用专业工具和重力原理去协助操作人员 Absolutely ensure Safety and Good Ergonomics绝对确保平安和经济原那么 5SMaterials物料供应Machines机器配置Cell Layout单元设计单元设计Single Piece Flow单件流机器配置原那么Good Machine Design Enables Operator Focus on Manual Content 好的机器配置可使操作员可以全力投入手任务业中 Use small equipment d

48、edicated to a single task运用小的设备去加工简单义务 Introduce Auto-Eject When Operators Must Use Both Hands当操作员要用双手操作时要引进自动卸料的机器 Install One-Touch Automation Where Possible尽能够安装接触性启动的机器 Incorporate Sensors to Signal Abnormal Conditions, so Operators Do not Need to Watch Machines During Cycle尽能够多采用感应器来显示异常情况， 不需求

49、操作员在整个消费周期内都要照看机器 Avoid Batching防止批量消费 At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle在节拍控制点处要全力去设计那种用低于 个节拍就可以在不同装配线间实现快速切换的机器Materials物料供应Cell Layout单元设计Machines机器配置Single Piece Flow单件流物料供应原那么Good Material Flow Improves Productivity 好的物流可以

50、提高消费效率 Present Parts as Close as Possible to the Point of Use零件补充尽能够接近零件运用点 Present Parts so Operators can use Both Hand Simultaneously零件补充要方便操作员可以同时运用双手取 Do not Have Operators Get or Restock Their Own Parts不要让操作员本人取或再重新贮藏本人的零件 Keep No More than 2 Hours of Material at the Point of Use在每个运用点坚持不要超越个小时

51、的物料 Do not Put Additional Parts Storage in or Near the Process不要在工位上或旁边设置多余的物料储存库 Utilize Kanban to Regulate Parts Replenishment运用看板控制零件补充 Size Part Bin for the Convenience of the Operator, Not for the Convenience of the Material Handler or Supplying Process设计盛零件的盒子要方便于操作员，而不是方便物料供应者或提供过程Machines机器配

52、置Cell Layout单元设计Materials物料供应Single Piece Flow单件流1814BracketTubeWiresAssembly IConnectorAssembly IIIAssembly IIAssembly IVPreparationICJumperAssembly II angled to keep cell Inside Width about 5安装工位被调了个角度来坚持单元在步内Parts & materials presented on Flow racks from outside cell组件和原料从单元外面的传送架提供进来Single piece

53、 of in-process stock left In machine as operator moves on个在制品被放在机器的左边使与操作员挪动方向一致No obstruction in walking path在挪动道路上没有妨碍物No space for WIP accumulation没有堆积在制品的空间Assembly IV angled to bring cell start And end together装配被调了的角度使单元起点和终点接近在一同I30 pcs /ContainerExample例子Result : 5 Pieces in Process效果：只需个在制品

54、What is Standard Work?什么是规范作业？TAKT Time节拍时间Work sequence (order of operations)作业顺序(操作规范) Standard work-in-process规范在制品Standard Work Definition规范作业定义Three Elements of Standard Work规范作业个要素 Standard Work is a combination of actions performed by humans and machines carrying out value-added work in an ef

55、ficient way in the right sequence & right time, enabled by material & information flow, using the right tools as required. It is the foundation for a lean enterprise. 规范作业是一个由人和机器执行有附加价值的,运用一种有效方法的，采用正确的顺序和正确的时间内的，并使物流和信息可以流动的，且运用所需的正确工具下的多个任务的集合它是精益企业的根底Why Have Standard Work?为什么需求规范作业To make manuf

56、acturing rules explicit使加工规范明晰Establish the methods for manual tasks with respect to safety, quality, quantity and cost.建立一套跟平安，质量，数量和本钱方面有关的手任务业的方法A tool for KAIZEN一种继续改善的工具Establish baseline for future improvement是建立未来改善的基准Standard Work Objective规范作业目的There Is No Improvement In The Absence Of Stan

57、dards没有规范就没有改善 TAKT Time节拍The Heartbeat of the Business企业的脉搏1st Element of Standard Work规范作业要素之第一要素Standard WIP规范在制品Work Sequence作业顺序TAKT Time节拍41 Available time Customer ForecastTAKT TIME=TAKT TIME is just Math, but is Fundamental to Lean节拍虽说是个数字，但它是精益消费的根底AVAILABLE TIME: Total amount of TIME alloc

58、ated for productionDEMAND: qty of scheduled parts for a given time frame each shift has 6.5 hrs available - this is a constant! 6.5 hrs is used to account for lunches, breaks, etc.EXAMPLEAvailable Time = 60 min/hr x 6.5 hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wkYour customer demand is 90 pcs

59、 per week3900 min/wk90 pcs/wk= 43 min/pcTAKT Time = Work Sequence作业顺序 The order of operations in which a worker places parts on a machine or in an assembly.操作规范就是规定一个工人把零件是放机器上还是放安装工位上The Same Thing, The Same Way, Every Time对一样的任务，每次采用一样的任务方法42Standard WIP规范在制品Work Sequence作业顺序TAKT Time节拍machine pro

60、cessing机加工过程 Remove partInspectDeburrPlace in boxMount partStart2nd Element of Standard Work规范作业要素之第二要素Standard Work-in-Process (SWIP)规范在制品Refers to the minimum work-in-process needed to perform repetitive operations,提供执行反复作业所需最少的WIP parts mounted on machines曾经放在机器上了的零件 parts on conveyors周转箱中的零件 par