标准化作业简介

1、Key to Standardization规范化作业简介Demand vs. Schedule vs. Out putRight parts, right time, right quantityInstalled Capability Vs. OutputResource utilization (Manpower and Equipment) Logical Kaizen ApproachSystem EvaluationOp. System Change1. Pre-conditions- Supermarkets- SMED: Short changeover time2. Simp

2、lification (Process/ Product)- Kit break- Kit process implementation3. Connections- Order-Production. (Order kitting,order cutting)- Pull System. (Components,Kits,cut leads )- Delivery Routes. ( Wires,components )4. Standardized Work- Static SOS (W.C.T)- Moving Line SOS- Quality improvement5. Improv

3、e resources utilization - Motion kaizen - Sigma ET,CT - OA.Oper. system ChangePerf. Improv.Qual.Vol.Cost3. Performance ImprovementShort Lead timeSOS Kaizen ProcedureWait等待Walk走动Work任务Value Added增值Non Value Added不增值TT需求节拍时间Increase 添加Decrease减少Increase添加Decrease减少Bring Another work参与新任务Value-added (V

4、A) work : Any process that adds value to product , what the customer is willing to pay for Non-value added (NVA) work: Any process that does not add value to the product , what the customers is not willing to pay for 确定目的 Identify the goal察看和丈量 Observe and Measure寻觅改善时机Find Kaizen Opportunity实施改良活动I

5、mprove the activity实施规范化 Implement standard work改善绩效Kaizen Result after improvement SOS改善步骤Kaizen steps of SOSSOS改善步骤Kaizen steps of SOS确定目的Identify the goal确定目的Identify the goal Always late for about 2 minutesX先生总迟到2分钟 Getting up at 5:00 a.m.5点起床 Needs to leave the house at 5:14 5:14要分开Takt Time (T

6、.T.) = 840“14 min X 60sec目的Goal当前表现Current Status察看和丈量Observe and MeasureSOS改善步骤Kaizen steps of SOSSplit the process into 12 elements:划分12个要素 1. Get up 起床 2. Clean teeth 刷牙 3. Shave 刮脸 4. Take a shower 洗澡 5. Dry hair 吹干头发 6. Get dressed 穿衣服 7. Make coffee 做咖啡 8. Take coffee 拿咖啡 9. Make toast 做面包10.

7、Take toast 拿面包11. Get the car keys 拿钥匙12. Put on shoes and coat 穿鞋和外套Process name: Get up and dressed过程称号:起床并穿衣服确定要素Identify the elementWhat is a Job Element?什么是任务要素A job element contains ONLY working time. ( Cyclic Job)一个任务要素仅包含任务时间(循环的任务) Assembly time装配时间 Pick up parts拿取物料 Pick up assist tools拿取辅

8、助工具It doesnt contain any walking time and non-value added work elementssuch as:不包含走动时间和非增值任务要素 adjustment jobs调整 rework返工 repair返修 quality checks质检Use the lowestrepeatable time 用最低可反复时间Determine theStarting point andFinishing point确定起点终点Fill in the workelements andcapture the walking1 step = 0.5 sec

9、填入任务要素并确定走动700860丈量要素和走动Measure work elements and capture the walking840 规范化作业表Standardized Operation Sheet要素发生在什么点上Where is the element?要素与要素间的衔接Connectivity between elements工位规划LayoutCycle time is 980 OvercycleWaiting time7070820CT=820+160160TT840任务合并表Standardized Work Combination Table3. Measure

10、all element times丈量一切要素时间5. Create the SOS sheet做规范操作表6. Create the Work combination table做任务合并作表1. 2. .3. .Sequence to grasp the process information:2. Identify the elements of the process确定任务要素4. Establish all elements sheets做任务要素表ManMachine1. 2. .3. .1. Grasping the facts抓住现实Static SOSSOS改善步骤Kaiz

11、en Step of SOS 寻觅改善时机Find Kaizen Opportunity123456125436OLD SOSNEW SOS- Compact layout- Less walkingT/mmove-mentM/Cmove-mentMat.move-mentOLD WCTNEW WCTIn every process the working sequence is constructed of three major movements 每个工序的任务次序由三个主要的运动构成1. Team member movement 人员的挪动2. Equipment movement设备

12、的挪动- processing 加工- conveyor transfer 保送带传动- ejector etc. 打出机等3. Material movement (process sequence)物料的挪动To achieve ideal condition, these three movements must be organized要到达理想的形状,必需对这三种挪动进展整合What can we see from the SOS and WCT?从SOS和WCT上能看到什么?Analysis: How do we use the Standardised Work charts?分

13、析: 我们如何运用规范化任务表时间丈量表Time Measurement Sheet时间丈量表通知我们什么What do we know on line balance Wall 目的任务要素表通知我们什么What can we know on Job element sheet察看Observe操作顺序Operation step物料摆放位置Material Arrangement挪动Movement SOS表通知我们什么What can we know on SOS察看Observe操作顺序Operation Step物料位置 Material Arrangement走动 WalkingC

14、ell规划 Cell DesignWork Area Map通知我们什么What can we know on Work Area Map察看Observe操作顺序Operation Step走动Walking物料位置Material ArrangementWCT通知我们什么What can we know on SWC检查CheckWhole the cycle要素时间Element time走动WalkingSOS改善步骤SOS improvement Step实施改善活动Improve the activity840Process time工序时间Cycle time任务循环时间Mach

15、ining time机器时间TT980Mister X needs to achieve 840X先生要到达840秒Target目的Actual实践Manual time手动时间ATT = CT123567849121110Idea is想法是1. Relocate the keys重定钥匙的放置位置2. Change the layout改动家里的规划3. Change the sequence调整顺序4. Use double electrical outlet装双插座的电源5. Combine the machining time with the manual work将人的任务和机器

16、的时间合并What should I do ?12345A.T.T.How can we improve the morning procedure?如何改善过程?Reduce walking, 减少走动Reduce waiting 减少等待CorrectionOverproductionMaterial Movement / conveyanceMotionWaitingInventoryProcessing7 Types of Wastes 7种类型的浪费矫正过度消费物料的挪动和运输动作等候库存加工过程的浪费Definition:Producing MoreThan NeededProdu

17、cing Faster Than NeededWaste of Overproduction 过度消费的浪费定义:消费超越了需求消费快过了需求Characteristics 特点:Inventory Stockpiles 库存积压Extra Equipment 额外的设备 Extra Storage Racks 额外的仓储架Extra Manpower 额外的人力Additional Floor Space 更多的任务场地Causes 缘由:Incapable Processes 过程才干低下Lack of Communication 缺乏交流Long Tool Changes 工具改换周期长

18、Low Uptimes 方案工时利用率低 Lack of Stable / Consistent Schedules 缺乏稳定 / 衔接的方案安排Waste of Overproduction 过度消费的浪费Definition:Rework of a Productor Service to Meet Customer RequirementsWaste of Correction 矫正的浪费定义:为满足客户的要求，对产品或效力进展的返工。Characteristics 特点:Extra Time Required by Workforce to Inspect / Rework / Rep

19、air 工人需求额外的时间来检查/返工/修缮Missed Shipments / Deliveries 错过了装运/交货时间Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使组织变得被动 (疲于“救火，而不是采取各种预防措施)Causes 缘由:Incapable Processes 过程才干低下Operator Control Error 操作者控制失误Insufficient Training 短少足够的培训Waste of Correction 矫正的浪费Defini

20、tion:Any movement of material that does not directly support a lean system.Waste of Material Movement / Conveyance资料挪动/传送的浪费定义:任何不直接支持一个精益系统的资料挪动。Characteristics 特点:Extra Fork Trucks 额外的叉车Multiple Storage Locations 多处储存地点Extra Facility Space 额外的设备空间Incorrect Inventory Counts 不正确的存货清点Opportunity for

21、Damage / Floor Loss 存在损坏/丧失物品能够Causes 缘由:Unleveled Schedules 方案安排不平衡Long Change Over Times 改换种类时间长Lack of Work Place Organization 任务场地缺乏组织Improper Facility Layout 设备规划不当 Larger Buffer and Banks 缓冲库存区过大Waste of Material Movement / Conveyance资料挪动/传送的浪费Definition 定义: Any movement of people or machines

22、which does not contribute value to the product or service.任何对消费和效力没有带来价值的人员或机器的运动。Waste of Motion 动作的浪费Characteristics 特点:Looking for Tools 寻觅工具Excessive Reaching / Bending 过度伸展/弯腰Machines / Material Too Far Apart (Walk Time) 机器/资料间隔过远步行的时间Shuttle Conveyors Between Equipment to Carry Parts 零件在设备间传送带

23、上的来回传送Extra 揃usy?Movements While Waiting 等候期间的额外“忙乱 动作Causes 缘由:Equipment, Office & Plant Layout 设备、办公室和工厂的规划不当Lack of Work Place Organization 任务场地缺乏组织Poor Person / Machine Effectiveness 人员/机器效率不高Poor Ergonomic Design 人机工程方面的设计不好Inconsistent Work Methods 不一致的任务方法Large Batch Sizes 加工批量过大Waste of Moti

24、on 动作的浪费Definition:Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized.Waste of Waiting 等候的浪费定义:当两个相关的变量 不完全同步时产生的停顿时间。Characteristics 特点:Person Waiting for Machine 人员等候机器Machine Waiting for the Person 机器等候人员One Person Waiting for Another Person 一个人等候另一个人Unbalanced Ope

25、rations (Work) 不平衡的操作任务Unplanned Equipment Downtime 方案外停机Causes 缘由:Inconsistent Work Methods 不一致的任务方法Long Machine Change Over Times 机器设置时间长Poor Man / Machine Effectiveness 人员/机器效率不高Lack of Proper Machines 缺乏适宜的机器Lack of Equipment Resources 缺乏设备资源Waste of Waiting 等候的浪费Definition:Any supply in excess

26、of process requirements necessary to produce goods.Waste of Inventory 库存的浪费定义:任何超越消费产品过程所需求的供应。 Characteristics 特点:Extra Space on Receiving Dock 在进货仓库中占据额外的空间Stagnated Material Flow 物流停滞Massive Rework Campaigns When Problems Surface 当出现问题时，不得不进展大规模的返工Requires Additional Material Handling Resources (

27、People, Equipment, Racks, Storage, Space / Systems) 要求更多的资料处置资源(人力、设备、货架、仓库、空间/系统)Slow Response to Changes in Customer Demands 对客户要求的改动反响缓慢Causes 缘由:Incapable Processes 过程才干低下Long Change Over Times 改换种类时间长Management Decisions 管理决策不当Local Optimization 部分最优化Inaccurate Forecasting Systems 不准确的预测系统Waste

28、 of Inventory 库存的浪费DEFINITION:Effort which adds no value to a product or service. Enhancements which are transparent to the customers, or work which could be combined with another process.Waste of Processing 加工过程的浪费定义:对产品或效力附加的无效的任务，或可以结合在另一过程的任务。Characteristics 特点:Process Bottlenecks 任务过程出现瓶颈Lack o

29、f Boundary Samples or Clear Customer Specifications 缺乏边境样品或明晰的客户规格要求Endless Refinement 没完没了的修饰Redundant Approvals 过多的同意程序Extra Copies / Excessive Information 额外的复印件/过多的信息Causes 缘由:Engineering Changes Without Process Changes 工艺过程没有随着工程的更改而改动New Technology Used in Other Processes 在其他工艺过程中运用了新技术Decisio

30、n Making at Inappropriate Levels 在不适当的层次上制定的决策Ineffective Policies and Procedures 无效的政策和程序Lack of Customer Input Concerning Requirements 对客户的有关要求缺乏了解Waste of Processing 加工过程的浪费Walking reduced by 10Element time reduced by 10Before:前After:后1. Key Relocation重定钥匙的放置位置走动减少10秒,要素时间减少10秒Before:前After:后Walk

31、ing reduced by 302. Layout change of bathroom改动浴室的规划Investment 1,000Euro走动减少30秒Before:前After:后1235678410 1. Get up起床 2. Clean teeth刷牙 3. Shave刮脸 4. Take a shower洗澡 5. Dry hair吹干头发 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Make toast做面包 9. Put on shoes and coat and get the keys穿鞋和外套拿钥匙10. Take coffee an

32、d toast拿咖啡,面包 1. Get up起床 2. Clean teeth刷牙 3. Shave刮脸 4. Take a shower洗澡 5. Dry hair吹干头发 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Take coffee拿咖啡 9. Make toast做面包10. Take toast拿面包11. Get the car keys拿钥匙12. Put on shoes and coat穿鞋和外套91235678491211102 elements reduced3. Sequence change调整顺序Before:前After:后

33、Use both machines at the same time Element time reduced by 104. Use of double electrical outlet装双插座的电源同时运用两个机器 要素时间减少10秒Before:前After:Machining time enforcedwaiting for Mister XA.T.T.A.T.T.Mister X put on his shoes, coatand keys while coffee and toastwere made5. Combine machining time with manual ti

34、me将人的任务和机器的时间合并后机器任务时, X先生在等待机器在做咖啡和做面包时,X先生穿鞋,外套和拿钥匙TT # of elements reduced - 12 to 10要素数量减少 Element time reduced - 820 to 680要素数量减少 Walking time reduced - 160 to 120走动时间减少 Cycle time reduced - 980 to 800任务周期时间减少 Process time=Cycle time= 800840Result结果980 secSOS改善步骤Kaizen Step of SOS实施规范化Implement Standard Work绩效改善Kaizen Result after improvement规范化SOS for operator调整方法Adjust methods构成规范化文件Make standard work document作业员培训Train the staffElement 5Element 4Element 3El