八大浪费介绍世界500强伟创力课件

八大浪费介绍

——与浪费开战PreparedbyFisherChan

Oct.31,2007

FlextronicsManufacturingSystem(FMS)八大浪费介绍

——与浪费开OverProcessing不必要的过程Transportation运输Motion/Movement运作Defects缺陷TakeallFOURIneedONE!OverProduction过量生产Inventory库存Waiting等待7TypesofWaste七大浪费OverProcessing不必要的过程Transpor运输:

人员,物料和消息的低效流动工厂布局差流程效率低库存多产品在运输过程中遭受潜在损害资源成本增加举例:

任何连续作业中断的地方

材料储存不符用点的地方

丰富的材料处理装置:运输带扣,铲车,码垛车等

背离直接的材料流程解决方法:

减少不必要的生产步骤-通过适当的直接设计去除复杂流程

使用看板拉动系统

去除/减少WIP库存区

采用蜂窝状生产模式Transportation运输TransportationInefficientmovementofpeople,materialsandinformationintheorganizationPoorlayoutInefficient“flow”CarryinglargeinventoriesExposesproducttopotentialdamage/lossduringtransportationIncreasescosttohireresourcestoferryExamples:AnywheresequentialoperationsareuncoupledWherematerialstorageisnotadjacenttopoint-of-usageAbundanceofmaterialhandlingequipments:conveyors,forklifts,pallettrucks,etc.Deviationfromstraight-throughmaterialflowprocessSolutions:“Shrinkthefootprint”-eliminatespaghettiflowsviaproperlinedesignUseKanbanpullsystemsEliminateorreduceWIPInventorystoragelocationsIntroduceCellularManufacturing运输:人员,物料和消息的低效流动TransportatiInventory库存库存:所有超出流程的供应常常是”过量生产”的结果以防万一逻辑工作量不平衡行程安排不平衡供应商不可靠习惯举例:

成品库存

半成品库存

物料盘存

备料库存解决方法:

根据客户订单生产

看板拉动系统

去除库存区

终止不必要的库存计划InventoryAnysupplyinexcessofone-pieceflowOftentheresultof“Overproduction”JustincaselogicUnbalancedworkloadUnleveledschedulingUnreliablesuppliersHabitExamples:FinishedGoodInventoryWorkInProcessInventorySuppliesInventoryStagedor“kitted”InventorySolutions:MaketoCustomerOrder KanbanPullSystemEliminateInventoryStorageAreasStopPlanningforUnnecessaryInventoryInventory库存库存:所有超Motion动作动作:生产过程中不必要的荣誉,工作或机器的移动工厂布局差工作场所缺乏组织性缺乏标准化,工作方法不一致增加作业员疲劳导致其他浪费,如:缺陷工效问题对健康的影响,如:重复性动作伤害,等举例:

浪费时间寻找物品,等

额外动作

材料与工作站设计不合理解决方法:5SWorkplaceOrganization

Point-of-UsageStorage工作站设计Examples:Timespentawayfromworkplacelookingforitems,etc.ExtraordinarymovementsMaterialsandworkstationsnotdesignedtoappropriatelevelofreachSolutions:5SWorkplaceOrganizationPoint-of-UsageStorage(POUS)WorkstationDesignMotionUnnecessarymovementofpeople,partsormachineswithintheprocessPoorlayoutInefficientWorkplaceOrganizationLackofStandardization,inconsistentworkmethodsIncreaseoperatorfatigueleadingtootherwastese.g.defectsErgonomicissuescausinghealthe.g.repetitivemotioninjuries,etc.Motion动作动作:生产过程中不必要的荣誉,工作或机WaitingWaitingfor…man,machine,materials,information,etc.UnbalancedworkloadUnleveledschedulingUnplanneddowntimeIncreasescycletimeUncouplesmanufacturingflowProductabsorbsmorecostswhilewaitingbutreceivenovalueWaiting

等待等待:等待……人员,设备,物料,信息等工作量不平衡安排不合理停机时间无计划增加循环时间生产流程不连贯等待时生产成本增加,但价值并无增加举例:

寻找工具维护设备

等待系统完成信息处理(生产报告)

第一件等待整批完成

因为缺料造成的人员空闲

生产前等待指示

无材料流程率解决方法:5S,安装拉动系统,最大化减少批量

减少不必要的生产步骤

加速生产型号转换Examples:

LookingfortoolstorepairmachinesWaitforInformationSystemstocompletetransactions(reportingproduction)FirstpiecewaitingforentireproductionbatchtofinishPeopleidleatworkstationsbecauseofnomaterialstoworkonProcesswaitingforinstructionsbeforeproceedingNomaterialflowvelocitySolutions:5SWorkplaceOrganization,InstallPullSystem,Reducebatchsizeto1ShrinktheFootprintEmployQuickChangeoverWaitingWaiting等待等待:等待……人员,设过量生产:在下一工序及客户要求之前进行生产以防万一逻辑工作量不平衡安排不合理为保持原有路线浪费信息系统及人力资源举例:

生产计划-设定设备以达到最大量生产

长期生产运行-避免频繁转换以提高设备效率

批量生产/提高设备利用率-批量生产

建立WIP目录-看先前的工作站解决方法:

按客户要求生产

速度=TAKT,做一个拿一个

减少安装时间

不同型号序列生产

安装一个拉动系统Overproduction过量生产*在TPS中,过量生产是最大的浪费<它导致了其他的浪费>Overproduction*Makingmore-earlier-fasterthanthenextprocessorcustomerneedsit.JustincaselogicUnbalancedworkloadUnleveledschedulingWasteinformationsystemsandpeopleresourcestokeeptrack*OverproductionisconsideredtheworstwasteinTPS<<Itleadstoallotherkindsofwastes>>Examples:ProdPlanning–schedulingmachinestorunmaximumcapacityLongProdruns–avoidingfrequentchangeoverstomaximizemachineefficienciesBatchproduction/MaximizingMachineUtilization–ProducinginbatchesWIPInventorybuildinguplookatprecedingworkstationSolutions:MaketoCustomerOrder Rate=TAKT,Make1Move1 ReduceSetupTime 过量生产:在下一工序及客户要求之前进行生产OverproOver

processing不必要的过程不必要的过程过程超出客户(内部或外部)要求对产品规格,客户要求不了解工作方法不一致(非标准化)沟通无效批准过多信息及复印件过多举例:

用手清除产品的灰尘

线末100%目使检查

重做或修复或调试区域

材料等待决定及部署解决方法:在源头做好自检

错误检查Over-processingProcessingbeyondthecustomer’s(internalorexternal)requirementsPoorknowledgeofspecsorcustomerrequirementsInconsistentworkmethods(non-standardization)IneffectivecommunicationRedundantapprovalsExcessiveinformation,extracopiesExamples:Manuallycleaningproductbecauseofthedirtintroducedintheprecedingoperations100%visualinspectionatend-of-linetocatchandprevent“escapingdefects”ReworkorrepairordebugareasMaterialsawaitingdecisionanddispositionSolutions:Properlyengineeredself-inspectionatsourceMistakeProofing(Jidoka,PokaYoke)Overprocessing不必要的过程不必要的过程OvDefects缺陷缺陷没有做到第一时间做队没采取JIDOKA*1或POKA-YOKE*2缺乏标准化,工作方式-不统一导致其他浪费:过量生产额外成本:材料,处理,DL,IDL,外派,杂费,保修,等

举例:

特殊操作中出现的缺陷

检测出并去除有缺陷的次品

无法使用的包装必须去除

遗漏的缺陷

解决方法:

在源头做好自检(Jidoka,PokaYoke)错误检查*1-也称作”自动操作”*2-也称作”错误检查”DefectsNotdoingworkRighttheFirstTimeNotusingJidoka*1orPoka-yoke*2Lackofstandardization,inconsistentworkmethodsLeadtootherWastes:OverproductionExtracosts:materials,handling,DL,IDL,expediting,burden,warranty,etc.*1-alsocalledautonomation*2-alsocallederrorormistakeproofingExamples:DefectstolookoutforinspecificoperationsPoorqualitypartsthathaveacertain%defectiveandmustbeinspectedandremovedPackagingsuppliesthatcan’tbeusedandmustbediscardedEscapingdefects

Solutions:Properlyengineeredself-inspectionatsourceMistakeProofing(Jidoka,PokaYoke)Defects缺陷缺陷*1-也称作”自动操作”Safety

Environment环境安全安全工作环境中缺乏安全意识缺乏安全意识与知识工作布局差5S差操作工疲劳工作时不注意举例卡板太高危险操作叉车使用工具不当材料堵塞走道解决方法适当的看板尺寸参加叉车培训-在工作表中提供适当的工具和文件正确的5S与地面标识SafetyLackofsafetyplanningandapplicationintheworkingplaceLackofsafetyawareness&knowledgePoorlayout(e.g.ergonomics,narrowisles,…)Poor5S(e.g.stackingtoohigh,cables,...)Fatiguefactors(e.g.toomuchburden,...)Distractions(e.g.noise,lights,...)WrongtoolforthejobConsequences:Injuries,lostworkdaysLowmorale,carelessbehaviorDefects,sabotageSolutions:KanbansizingSafetyHazardeducation,planningPropertoolsandcelllayoutSafetytipsinOperatingProceduresFrequentauditingandassessmentofdiscipline/attitudeManagementleadershiptodemonstratesafetyconsciousnessSafetyEnvironment环境安全安全SafeSecretforNOTCreatingWaste

不造成浪费的秘密操作标准化工作标准化,POKAYOKE等承认异常采用视觉控制,看板等StandardOperationsStandardWork,PokaYokeetc.RecognizeAbnormalitiesUsevisualcontrols,KanbanetcSecretforNOTCreatingWaste

TIMWOODSExercise

TIMWOODS练习TIMWOODSExercise

TIMWOODS练习TIMWOODSExercise

TIMWOODS练习TIMWOODSExercise

TIMWOODS练习Example

例子Example

例子Example

例子Example

例子八大浪费介绍

——与浪费开战PreparedbyFisherChan

Oct.31,2007

FlextronicsManufacturingSystem(FMS)八大浪费介绍

——与浪费开OverProcessing不必要的过程Transportation运输Motion/Movement运作Defects缺陷TakeallFOURIneedONE!OverProduction过量生产Inventory库存Waiting等待7TypesofWaste七大浪费OverProcessing不必要的过程Transpor运输:

人员,物料和消息的低效流动工厂布局差流程效率低库存多产品在运输过程中遭受潜在损害资源成本增加举例:

任何连续作业中断的地方

材料储存不符用点的地方

丰富的材料处理装置:运输带扣,铲车,码垛车等

背离直接的材料流程解决方法:

减少不必要的生产步骤-通过适当的直接设计去除复杂流程

使用看板拉动系统

去除/减少WIP库存区

采用蜂窝状生产模式Transportation运输TransportationInefficientmovementofpeople,materialsandinformationintheorganizationPoorlayoutInefficient“flow”CarryinglargeinventoriesExposesproducttopotentialdamage/lossduringtransportationIncreasescosttohireresourcestoferryExamples:AnywheresequentialoperationsareuncoupledWherematerialstorageisnotadjacenttopoint-of-usageAbundanceofmaterialhandlingequipments:conveyors,forklifts,pallettrucks,etc.Deviationfromstraight-throughmaterialflowprocessSolutions:“Shrinkthefootprint”-eliminatespaghettiflowsviaproperlinedesignUseKanbanpullsystemsEliminateorreduceWIPInventorystoragelocationsIntroduceCellularManufacturing运输:人员,物料和消息的低效流动TransportatiInventory库存库存:所有超出流程的供应常常是”过量生产”的结果以防万一逻辑工作量不平衡行程安排不平衡供应商不可靠习惯举例:

成品库存

半成品库存

物料盘存

备料库存解决方法:

根据客户订单生产

看板拉动系统

去除库存区

终止不必要的库存计划InventoryAnysupplyinexcessofone-pieceflowOftentheresultof“Overproduction”JustincaselogicUnbalancedworkloadUnleveledschedulingUnreliablesuppliersHabitExamples:FinishedGoodInventoryWorkInProcessInventorySuppliesInventoryStagedor“kitted”InventorySolutions:MaketoCustomerOrder KanbanPullSystemEliminateInventoryStorageAreasStopPlanningforUnnecessaryInventoryInventory库存库存:所有超Motion动作动作:生产过程中不必要的荣誉,工作或机器的移动工厂布局差工作场所缺乏组织性缺乏标准化,工作方法不一致增加作业员疲劳导致其他浪费,如:缺陷工效问题对健康的影响,如:重复性动作伤害,等举例:

浪费时间寻找物品,等

额外动作

材料与工作站设计不合理解决方法:5SWorkplaceOrganization

Point-of-UsageStorage工作站设计Examples:Timespentawayfromworkplacelookingforitems,etc.ExtraordinarymovementsMaterialsandworkstationsnotdesignedtoappropriatelevelofreachSolutions:5SWorkplaceOrganizationPoint-of-UsageStorage(POUS)WorkstationDesignMotionUnnecessarymovementofpeople,partsormachineswithintheprocessPoorlayoutInefficientWorkplaceOrganizationLackofStandardization,inconsistentworkmethodsIncreaseoperatorfatigueleadingtootherwastese.g.defectsErgonomicissuescausinghealthe.g.repetitivemotioninjuries,etc.Motion动作动作:生产过程中不必要的荣誉,工作或机WaitingWaitingfor…man,machine,materials,information,etc.UnbalancedworkloadUnleveledschedulingUnplanneddowntimeIncreasescycletimeUncouplesmanufacturingflowProductabsorbsmorecostswhilewaitingbutreceivenovalueWaiting

等待等待:等待……人员,设备,物料,信息等工作量不平衡安排不合理停机时间无计划增加循环时间生产流程不连贯等待时生产成本增加,但价值并无增加举例:

寻找工具维护设备

等待系统完成信息处理(生产报告)

第一件等待整批完成

因为缺料造成的人员空闲

生产前等待指示

无材料流程率解决方法:5S,安装拉动系统,最大化减少批量

减少不必要的生产步骤

加速生产型号转换Examples:

LookingfortoolstorepairmachinesWaitforInformationSystemstocompletetransactions(reportingproduction)FirstpiecewaitingforentireproductionbatchtofinishPeopleidleatworkstationsbecauseofnomaterialstoworkonProcesswaitingforinstructionsbeforeproceedingNomaterialflowvelocitySolutions:5SWorkplaceOrganization,InstallPullSystem,Reducebatchsizeto1ShrinktheFootprintEmployQuickChangeoverWaitingWaiting等待等待:等待……人员,设过量生产:在下一工序及客户要求之前进行生产以防万一逻辑工作量不平衡安排不合理为保持原有路线浪费信息系统及人力资源举例:

生产计划-设定设备以达到最大量生产

长期生产运行-避免频繁转换以提高设备效率

批量生产/提高设备利用率-批量生产

建立WIP目录-看先前的工作站解决方法:

按客户要求生产

速度=TAKT,做一个拿一个

减少安装时间

不同型号序列生产

安装一个拉动系统Overproduction过量生产*在TPS中,过量生产是最大的浪费<它导致了其他的浪费>Overproduction*Makingmore-earlier-fasterthanthenextprocessorcustomerneedsit.JustincaselogicUnbalancedworkloadUnleveledschedulingWasteinformationsystemsandpeopleresourcestokeeptrack*OverproductionisconsideredtheworstwasteinTPS<<Itleadstoallotherkindsofwastes>>Examples:ProdPlanning–schedulingmachinestorunmaximumcapacityLongProdruns–avoidingfrequentchangeoverstomaximizemachineefficienciesBatchproduction/MaximizingMachineUtilization–ProducinginbatchesWIPInventorybuildinguplookatprecedingworkstationSolutions:MaketoCustomerOrder Rate=TAKT,Make1Move1 ReduceSetupTime 过量生产:在下一工序及客户要求之前进行生产OverproOver

processing不必要的过程不必要的过程过程超出客户(内部或外部)要求对产品规格,客户要求不了解工作方法不一致(非标准化)沟通无效批准过多信息及复印件过多举例:

用手清除产品的灰尘

线末100%目使检查

重做或修复或调试区域

材料等待决定及部署解决方法:在源头做好自检

错误检查Over-processingProcessingbeyondthecustomer’s(internalorexternal)requirementsPoorknowledgeofspecsorcustomerrequirementsInconsistentworkmethods(non-standardization)IneffectivecommunicationRedundantapprovalsExcessiveinformation,extracopiesExamples:Manuallycleaningproductbecauseofthedirtintroducedintheprecedingoperations100%visualinspectionatend-of-linetocatchandprevent“escapingdefects”ReworkorrepairordebugareasMaterialsawaitingdecisionanddispositionSolutions:Properlyengineeredself-inspectionatsourceMistakeProofing(Jidoka,PokaYoke)Overprocessing不必要的过程不必要的过程OvDefects缺陷缺陷没有做到第一时间做队没采取JIDOKA*1或POKA-YOKE*2缺乏标准化,工作方式-不统一导致其他浪费:过量生产额外成本:材料,处理,DL,IDL,外派,杂费,保修,等

举例:

特殊操作中出现的缺陷

检测出并去除有缺陷的次品

无法使用的包装必须去除

遗漏的缺陷

解决方法:

在源头做好自检(Jidoka,PokaYoke)错误检查*1-也称作”自动操作”*2-也称作”错误检查”DefectsNotdoingworkRighttheFirstTimeNotusingJidoka*1orPoka-yoke*2Lackofstandardization,inconsistentworkmethodsLeadtootherWastes:OverproductionExtracosts:materials,handling,DL,IDL,expediting,burden,warranty,etc.*1-alsocalledautonomation*2-alsocallederrorormistakeproofingExamples:Defectst