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capacity.ppt-1APACIT
©1994GeneralMotorsCorporation.Allrightsreserved.YCAPACITY1©1994GeneralMotorsCorporation.Allrightsreserved.
SUPPLIERDEVELOPMENTTOOLSCAPACITYWORKSHOPEXECUTIVESUMMARYPURPOSE:SCOPE:METHOD:AssistSupplierintheIdentificationAndTheEliminationofPotentialProductionShortfallsBetweenCapacityandRequirements.MayIncludeAllFunctionalAreasAndProductionOperations.Datacollection,workshop,targettedactionsLOGISTICS:ConductedUtilizingJointGM/SupplierTeam.©1994GeneralMotorsCorporat2QCHECKCOPERATIONIdentifypilotarea
Makeallpeople affectedaware ofwhatisgoingtohappen
Select teammembersIdentifyopportunities toimprove Analyze &select
Developactionplan(applyzero/lowcostideasfirst)
ImplementnewmethodA.S.A.P.
Verify&adjust
Lookfornew opportunitiesRecognize effortsof people
Define currentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:___________________________TO:_____________________________ELEMENTTIMEHANDWORKMACHINEALK
QUANTITYPERSHIFT:______________ SHIFT:________STANDARDIN-QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:__________________OPERATORCYCLETIME:__________________ CRITICAL SAFETYSupplierDevelopment WorkshopProcessDiscussplanQCHECKCOPERATIONIdentify Make3capacity.ppt-4CAPACITYWORKSHOPAGENDA••••••••IntroductionTheoryofConstraintOverview5StepImprovementProcessDataCollection/DataAnalysisConstraintIdentificationStrategyImplementationMeasureImprovementWrap-Up
©1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-4CAPACITYWORK4©1994GeneralMotorsCorporation.Allrightsreserved.TheoryofConstraint Overview
FLOW©1994GeneralMotorsCorporat5©1994GeneralMotorsCorporation.Allrightsreserved.
BOTTLENECK
AnOperationWhichLimitstheOverallOutputofa SeriesofOperations1,000 900800700600500400300200100 012345678BottleneckDemandCAPAC ITY
OPERATIONCAPACITY>DEMAND©1994GeneralMotorsCorporat6©1994GeneralMotorsCorporation.Allrightsreserved.
CONSTRAINTABottleneckbecomesaConstraintwhenitcannolongersatisfythedemandplaceduponitThus,anyresourcewhosecapacityislessthanthedemandplaceduponitisaConstraint
1,000 900800700600500400300200100 012345678ConstraintDemandCAPAC ITY
OPERATIONCAPACITY<DEMAND©1994GeneralMotorsCorporat7©1994GeneralMotorsCorporation.Allrightsreserved.
DEFINITION
Aconstraintisthatactivitywhichmostlimitstheorganization’sabilitytoachievehigherperformancerelativetoitspurposeorgoal.
TypesofConstraints
Capacity:
•Capacity<Demand Market:
•Capacity>Demand Policy:
•ManagementDecision©1994GeneralMotorsCorporat8©1994GeneralMotorsCorporation.Allrightsreserved.
ConstraintTypesCapacity
•Customerswantmoreproductthancanbesupplied
•Symptoms:equipmentoverworked,noPreventativeMaintenance,high premiumcosts,overtime
•Example:StampingPresscanonlymake5,000partsperday,butthe customerrequires6,100.Market
•Customersdonotwantasmuchproductascanbeproduced
•Symptoms:wastedequipment,highercostsincurred,lowefficiency
•Example:Castingforsixhourswiththemachineidlefortheremainderof thedayPolicy
•Managementdecisionsdictatehowthebusinessshalloperate
•Symptoms:unabletochange,highcostsolutionsinsteadoflowcost
•Example:tagreliefnotusedduringaconstraint,maximumovertimeallowed perweek,resultsinmoremachinerybeingused©1994GeneralMotorsCorporat9capacity.ppt-10CONSTRAINTSYMPTOMS••••••••BuildupofInventoryPriortoanOperationDownStreamOperationsStarvedforPartsExpeditingExcessiveMaterialHandlingatanOperationPremiumFreightOvertimeNoTimeforPreventativeMaintenanceConstantScheduleChanges
©1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-10CONSTRAINTS10©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat11
RepairLoop(s)StationBuffers ParallelPower&Free ConveyorISTHEREACONSTRAINT?
Back-Up StationBuffersFinishedProduct ExitPointRawMaterial EntryPoint
capacity.ppt-12ParallelStations
HERE?HERE?
Stations
HERE?
Accumulating ConveyorBack-UpHERE?
©1994GeneralMotorsCorporation.Allrightsreserved.HERE? RepairStationBuffersPower&F12©1994GeneralMotorsCorporation.Allrightsreserved.ISONEPARAMETERSUFFICIENT?102030405010008919028030010203040506510203040504.7102030405010203040501.0102030405065.2MeanTimeBetweenFailuresJobsPerHourOccurrencesofFailure
MeanTimeToRepair6.5ScrapLookingattheseindividualreports,whatwouldyousayisthemainbottleneck?678075714.55.312.80.444.42.01.00.10.437.64.6TotalDowntime
87.50.3©1994GeneralMotorsCorporat13©1994GeneralMotorsCorporation.Allrightsreserved.THETYPICALPLANTENVIRONMENT••••••PlantOperatesataProductivityPlateau,WithHighThroughputVariability.PlantThroughputIsOften10%to50%BelowDesignedRate.LostProductionIsMadeupWithOvertime.ProductionBlamesMaintenance,MaintenanceBlamesProduction,GeneralAssemblyBlamesPaint,PaintBlamesBody,Etc.InManyofOurPlants,We'reCollectingVastQuantitiesofDataandWe'reNotUsingIt!InSomeofOurPlants,NOProductionMonitoringIsPerformed.“High-Tech”andLow-TechSystemsComplicateAnalysisoftheProductionProcess.©1994GeneralMotorsCorporat14©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat15Step0:EstablishBaseline
• • • •capacity.ppt-16Goalofthisstepistodetermine: “Wherearewetoday?”DefinethescopeofthesystemDeterminethemeasurementsystemtouse-*ifyouknowitatthispointCompletetheCapacityAnalysisWorksheet
–LogicalProcesstoIdentifyanyConstraint
–EstimatestheCapacityatEachOperation
–NoteAdditionalConstraints
•Market
•Policy
©1994GeneralMotorsCorporation.Allrightsreserved.Step0:EstablishBaseline •Go16©1994GeneralMotorsCorporation.Allrightsreserved.CapacityAnalysisTool••Requiresafewsimpleinputs
–CapacityRequirements
–ScrapandRework
–Downtime-ScheduledandUnscheduled
–OperationCycleTimesOutputincludes:
–EstimationofTotalCapacityofOperation
–TotalNumberofShiftsRequiredperWeektoProduce Requirements
–OverallEquipmentEffectivenessMeasurement
–FlagforConstraintOperations©1994GeneralMotorsCorporat17©1994GeneralMotorsCorporation.Allrightsreserved.Step0:Re:CompletionoftheCapacity AnalysisWorksheet•NotetoSDEs:
–ShowanexampleoftheCapacityAnalysisWorksheet
–Workthroughthesheetwiththesupplierwithasmuch actualdataaspossible
–Accuracyofinformationisimportant,asthiswillform thebasisfortheremainderofthediscussion
–Brainstormingforimprovementscanbestructuredto followeachoneoftheinputstothecapacityanalysis©1994GeneralMotorsCorporat18©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat19NetCapability perdayShiftsReq’d perweek#41417.27#46714.76©1994GeneralMotorsCorporation.Allrightsreserved.Step1:IdentifytheConstraint/Bottleneck••If#shifts/weekrequired>#shiftsavailable,thenaconstraintexists
•Note:Thiswillbeshownbya“#”ontheCapacitySpreadsheetIfnoconstraintexists:
–examinetheoperationsforthegreatestnumberofshifts required,andthelowestnetcapabilityperday.
–Theoperationwiththegreatestnumberofshiftsclosesttothe requirementisthebottleneck.
–Notethatconstraintsmaynotbeimmediatelyvisibleonthe capacityspreadsheetduetointeractionsbetweenoperations (buffers)Shiftsavailable=15Requirement/day=450NetCapabilityShiftsReq’d#41420©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat21©1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint•••RunconstraintatitsbasiccapacityinisolationScheduleOperationEffectivelyDon’tWasteOutput
–Eliminatedefectivepartsbeforetheyarrive
–Makesurepartsarenotscrappedlaterintheprocess
–Eliminatereworkthatmustgobackthroughconstraint
–Improvethetoolsorgaugesused
–Improveyieldbyassuringthequalityoftheprocess
–“Rushto”before...”Handlewithcare”after©1994GeneralMotorsCorporat22©1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint-continued••OperatorRulesofEngagement
–Runmachineswhenyouhavematerial
–Dosomethingproductivewhenyoudon’thavematerial (setup,PM)
–Cross-trainworkerstopreventidletimedueto absenteeismEliminateBlockandStarvethrougheffectivebuffering
–i.e.partsbeforeandspaceafterwards©1994GeneralMotorsCorporat23©1994GeneralMotorsCorporation.Allrightsreserved.Starving/Blocking••NeverStarveaConstraint
–UtilizeBufferManagement
–Placebufferinventoryaheadtoassureitalwayshas partstorun
–LoadpartsaheadtoensureconstraintrunsNeverBlocktheConstraint
–De-coupletheOperations
–Assurepartsarepulledawaysooperationdoesn’tstop (enoughracks,containers,space)
–Unloadaftertheconstraintifthesystemdownstreamis down©1994GeneralMotorsCorporat24STARVEDSystem(NoJobstoWorkOn)BLOCKEDSystem(Choked)(NoPlacetoputJob)DESIREDSystemL
uuZZZZZZ
LBlocked Station
FullBuffer
uuZZZZZZ
Failed Station
FailedStation
Empt yBufferStarved StationJ
Workin gStation
JConstraint Working
Station©1994GeneralMotorsCorporation.Allrightsreserved.
STARVE/BLOCKNote:Thisisapplicablefortheconstraintoperationonly,andnotalloperations
Max MinBufferMax MinEmptyBufferSTARVEDSystemBLOCKEDSystemDE25©1994GeneralMotorsCorporation.Allrightsreserved.
DE-COUPLINGTakingonecontinuousprocessandbreakingitinto2ormoresmallerprocesseswithasmallinventorybetweeneachprocessinordertoreducethelevelofdependency.
CoupledDe-coupledBuffer
AutoTransferMachineMachineMachineConstraintMachineMachineMachine
AutoTransfer Auto Transfer©1994GeneralMotorsCorporat26BLOCK
©1994GeneralMotorsCorporation.Allrightsreserved.CONSTRAINTS/BOTTLENECKS FLOWBLOCKCONSTRAINTS/BOTTLENECKS27©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat28©1994GeneralMotorsCorporation.Allrightsreserved.Step3:SubordinateOtherOperationtoRun theConstraint••••Subordinate(Optimize)Resourcesinfavorofrunningtheconstrainingoperation
–Movepeoplefromnon-constraintstoconstraining operationeveniftheyaren’tfinishedatthenon- constraintPerformmaintenanceontheconstraintoperationbeforeothersRunallothermachinestoeliminatestarve/block“Improvingthroughputonanyoperationotherthantheconstraintdoesnotimprovethesystem’soverallthroughput”©1994GeneralMotorsCorporat29©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime
b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat30©1994GeneralMotorsCorporation.Allrightsreserved.Step4a:Elevate-RunAlloftheTime•KeepItRunning
–Runthroughlunch,breaks(tagrelief),etc.
–Afterchangeover,runproductionsimultaneouslywith firstpieceapproval
–Reducenumberofsetupsbyprocessingfamiliesofjobs thatrequiresimilarsetups
–Reducesetuptime
–Improvepreventativemaintenancetoreducebottleneck downtime©1994GeneralMotorsCorporat31©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime
b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat32©1994GeneralMotorsCorporation.Allrightsreserved.Step4b:Elevate-AddCapacity••Addcapacitytotheconstraintoperation
–ImproveCycleTime(canitgofaster?)
–AddaMachine/Person
–ProduceMorePartsperCycleReduceWorkloadatBottleneck
–Moveworktoalternateworkcentersormanufacturing methods
–Redesignsomeproductstoreduceworkloadofthe bottleneck
–Subcontractbottleneckwork©1994GeneralMotorsCorporat33©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy
⇒Thesystemhaschanged,andtheprocess startsoveragainatStep1©1994GeneralMotorsCorporat34No.ActionItemResponsibilityTarget Date
ProgressCommentsWORKSHOPACTIONITEMS
Supplier: GMBuyer:ActivityType:
Location:CreativityTeam: SDE:ActivityDate:FollowupDates:-No.ActionItemResponsibilityTa35PARAMETERS
BEFOREWORKSHOPIMPROVEDSTATE(CURRENTWEEK)SHORTTERMLONGTERMMEASURE%IMPROVEMENTMEASURE%IMPROVEMENTMEASURE%IMPROVEMENTCustomerReq't
(LCR)
Capacityper________
(Enterunittime)FORECASTACTUALGMRequirements Achieved (Yes/No)
Savings(Tooling,etc.)GMSPONSORINGDIVISION
CAPACITYWORKSHOP
SUMMARYOFRESULTSSUPPLIER:__________________________________________________________________________________:___________________________________________________________________PROCESS:_______________________________________________________________________________________________________________________________________________________CREATIVITPARAMETERS BEFOREIMPROVED36C
capacity.ppt-1APACIT
©1994GeneralMotorsCorporation.Allrightsreserved.YCAPACITY37©1994GeneralMotorsCorporation.Allrightsreserved.
SUPPLIERDEVELOPMENTTOOLSCAPACITYWORKSHOPEXECUTIVESUMMARYPURPOSE:SCOPE:METHOD:AssistSupplierintheIdentificationAndTheEliminationofPotentialProductionShortfallsBetweenCapacityandRequirements.MayIncludeAllFunctionalAreasAndProductionOperations.Datacollection,workshop,targettedactionsLOGISTICS:ConductedUtilizingJointGM/SupplierTeam.©1994GeneralMotorsCorporat38QCHECKCOPERATIONIdentifypilotarea
Makeallpeople affectedaware ofwhatisgoingtohappen
Select teammembersIdentifyopportunities toimprove Analyze &select
Developactionplan(applyzero/lowcostideasfirst)
ImplementnewmethodA.S.A.P.
Verify&adjust
Lookfornew opportunitiesRecognize effortsof people
Define currentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:___________________________TO:_____________________________ELEMENTTIMEHANDWORKMACHINEALK
QUANTITYPERSHIFT:______________ SHIFT:________STANDARDIN-QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:__________________OPERATORCYCLETIME:__________________ CRITICAL SAFETYSupplierDevelopment WorkshopProcessDiscussplanQCHECKCOPERATIONIdentify Make39capacity.ppt-4CAPACITYWORKSHOPAGENDA••••••••IntroductionTheoryofConstraintOverview5StepImprovementProcessDataCollection/DataAnalysisConstraintIdentificationStrategyImplementationMeasureImprovementWrap-Up
©1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-4CAPACITYWORK40©1994GeneralMotorsCorporation.Allrightsreserved.TheoryofConstraint Overview
FLOW©1994GeneralMotorsCorporat41©1994GeneralMotorsCorporation.Allrightsreserved.
BOTTLENECK
AnOperationWhichLimitstheOverallOutputofa SeriesofOperations1,000 900800700600500400300200100 012345678BottleneckDemandCAPAC ITY
OPERATIONCAPACITY>DEMAND©1994GeneralMotorsCorporat42©1994GeneralMotorsCorporation.Allrightsreserved.
CONSTRAINTABottleneckbecomesaConstraintwhenitcannolongersatisfythedemandplaceduponitThus,anyresourcewhosecapacityislessthanthedemandplaceduponitisaConstraint
1,000 900800700600500400300200100 012345678ConstraintDemandCAPAC ITY
OPERATIONCAPACITY<DEMAND©1994GeneralMotorsCorporat43©1994GeneralMotorsCorporation.Allrightsreserved.
DEFINITION
Aconstraintisthatactivitywhichmostlimitstheorganization’sabilitytoachievehigherperformancerelativetoitspurposeorgoal.
TypesofConstraints
Capacity:
•Capacity<Demand Market:
•Capacity>Demand Policy:
•ManagementDecision©1994GeneralMotorsCorporat44©1994GeneralMotorsCorporation.Allrightsreserved.
ConstraintTypesCapacity
•Customerswantmoreproductthancanbesupplied
•Symptoms:equipmentoverworked,noPreventativeMaintenance,high premiumcosts,overtime
•Example:StampingPresscanonlymake5,000partsperday,butthe customerrequires6,100.Market
•Customersdonotwantasmuchproductascanbeproduced
•Symptoms:wastedequipment,highercostsincurred,lowefficiency
•Example:Castingforsixhourswiththemachineidlefortheremainderof thedayPolicy
•Managementdecisionsdictatehowthebusinessshalloperate
•Symptoms:unabletochange,highcostsolutionsinsteadoflowcost
•Example:tagreliefnotusedduringaconstraint,maximumovertimeallowed perweek,resultsinmoremachinerybeingused©1994GeneralMotorsCorporat45capacity.ppt-10CONSTRAINTSYMPTOMS••••••••BuildupofInventoryPriortoanOperationDownStreamOperationsStarvedforPartsExpeditingExcessiveMaterialHandlingatanOperationPremiumFreightOvertimeNoTimeforPreventativeMaintenanceConstantScheduleChanges
©1994GeneralMotorsCorporation.Allrightsreserved.capacity.ppt-10CONSTRAINTS46©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat47
RepairLoop(s)StationBuffers ParallelPower&Free ConveyorISTHEREACONSTRAINT?
Back-Up StationBuffersFinishedProduct ExitPointRawMaterial EntryPoint
capacity.ppt-12ParallelStations
HERE?HERE?
Stations
HERE?
Accumulating ConveyorBack-UpHERE?
©1994GeneralMotorsCorporation.Allrightsreserved.HERE? RepairStationBuffersPower&F48©1994GeneralMotorsCorporation.Allrightsreserved.ISONEPARAMETERSUFFICIENT?102030405010008919028030010203040506510203040504.7102030405010203040501.0102030405065.2MeanTimeBetweenFailuresJobsPerHourOccurrencesofFailure
MeanTimeToRepair6.5ScrapLookingattheseindividualreports,whatwouldyousayisthemainbottleneck?678075714.55.312.80.444.42.01.00.10.437.64.6TotalDowntime
87.50.3©1994GeneralMotorsCorporat49©1994GeneralMotorsCorporation.Allrightsreserved.THETYPICALPLANTENVIRONMENT••••••PlantOperatesataProductivityPlateau,WithHighThroughputVariability.PlantThroughputIsOften10%to50%BelowDesignedRate.LostProductionIsMadeupWithOvertime.ProductionBlamesMaintenance,MaintenanceBlamesProduction,GeneralAssemblyBlamesPaint,PaintBlamesBody,Etc.InManyofOurPlants,We'reCollectingVastQuantitiesofDataandWe'reNotUsingIt!InSomeofOurPlants,NOProductionMonitoringIsPerformed.“High-Tech”andLow-TechSystemsComplicateAnalysisoftheProductionProcess.©1994GeneralMotorsCorporat50©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat51Step0:EstablishBaseline
• • • •capacity.ppt-16Goalofthisstepistodetermine: “Wherearewetoday?”DefinethescopeofthesystemDeterminethemeasurementsystemtouse-*ifyouknowitatthispointCompletetheCapacityAnalysisWorksheet
–LogicalProcesstoIdentifyanyConstraint
–EstimatestheCapacityatEachOperation
–NoteAdditionalConstraints
•Market
•Policy
©1994GeneralMotorsCorporation.Allrightsreserved.Step0:EstablishBaseline •Go52©1994GeneralMotorsCorporation.Allrightsreserved.CapacityAnalysisTool••Requiresafewsimpleinputs
–CapacityRequirements
–ScrapandRework
–Downtime-ScheduledandUnscheduled
–OperationCycleTimesOutputincludes:
–EstimationofTotalCapacityofOperation
–TotalNumberofShiftsRequiredperWeektoProduce Requirements
–OverallEquipmentEffectivenessMeasurement
–FlagforConstraintOperations©1994GeneralMotorsCorporat53©1994GeneralMotorsCorporation.Allrightsreserved.Step0:Re:CompletionoftheCapacity AnalysisWorksheet•NotetoSDEs:
–ShowanexampleoftheCapacityAnalysisWorksheet
–Workthroughthesheetwiththesupplierwithasmuch actualdataaspossible
–Accuracyofinformationisimportant,asthiswillform thebasisfortheremainderofthediscussion
–Brainstormingforimprovementscanbestructuredto followeachoneoftheinputstothecapacityanalysis©1994GeneralMotorsCorporat54©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat55NetCapability perdayShiftsReq’d perweek#41417.27#46714.76©1994GeneralMotorsCorporation.Allrightsreserved.Step1:IdentifytheConstraint/Bottleneck••If#shifts/weekrequired>#shiftsavailable,thenaconstraintexists
•Note:Thiswillbeshownbya“#”ontheCapacitySpreadsheetIfnoconstraintexists:
–examinetheoperationsforthegreatestnumberofshifts required,andthelowestnetcapabilityperday.
–Theoperationwiththegreatestnumberofshiftsclosesttothe requirementisthebottleneck.
–Notethatconstraintsmaynotbeimmediatelyvisibleonthe capacityspreadsheetduetointeractionsbetweenoperations (buffers)Shiftsavailable=15Requirement/day=450NetCapabilityShiftsReq’d#41456©1994GeneralMotorsCorporation.Allrightsreserved.
5StepImprovementProcessStep0:EstablishBaselineStep1:IdentifyConstraint/BottleneckStep2:ExploitConstraintStep3:Subordinatenon-constraintsStep4:Elevate a:RunAlloftheTime b:AddCapacityStep5:Restudy©1994GeneralMotorsCorporat57©1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint•••RunconstraintatitsbasiccapacityinisolationScheduleOperationEffectivelyDon’tWasteOutput
–Eliminatedefectivepartsbeforetheyarrive
–Makesurepartsarenotscrappedlaterintheprocess
–Eliminatereworkthatmustgobackthroughconstraint
–Improvethetoolsorgaugesused
–Improveyieldbyassuringthequalityoftheprocess
–“Rushto”before...”Handlewithcare”after©1994GeneralMotorsCorporat58©1994GeneralMotorsCorporation.Allrightsreserved.Step2:ExploitConstraint-continued••OperatorRulesofEngagement
–Runmachineswhenyouhavematerial
–Dosomethingproductivewhenyoudon’thavematerial (setup,PM)
–Cross-trainworkerstopreventidletimedueto absenteeismEliminateBlockandStarvethrougheffectivebuffering
–i.e.partsbeforeandspaceafterwards©1994GeneralMotorsCorporat59©1994GeneralMotorsCorporation.Allrightsreserved.Starving/Blocking••NeverStarveaConstraint
–UtilizeBufferManagement
–Placebufferinventoryaheadtoassureitalwayshas partstorun
–LoadpartsaheadtoensureconstraintrunsNeverBlocktheConstraint
–De-coupletheOperations
–Assurepartsarepulledawaysooperationdoesn’tstop (enoughracks,containers,space)
–Unloadaftertheconstraintifthesystemdownstreamis down©1994GeneralMotorsCorporat60STARVEDSystem(NoJobstoWorkOn)BLOCKEDSystem(Choked)(NoPlacetoputJob)DESIREDSystemL
uuZZZZZZ
LBlocked Station
FullBuffer
uuZZZZZZ
Failed Station
Faile
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