DBS改善工具-T-I事务性流程改善-课件

MAY

16,

2005Transactional

ProcessImprovement事务过程改善金华市利安得企业咨询有限公司2

What

do

these

DPS

Tools

have

incommon?

这些DPS工具的共同点是什么？

VALUE

STREAM

MAPPING价值流绘图

VARIATIONREDUCTION

KAIZEN变化减少改善STANDARD

WORK

标准工作

5S/

VISUAL

MGMT5S/视觉管理What

do

these

DPS

Tools

have

in

common?

这些DPS工具的共同点是什么？

VALUE

STREAM

MAPPING价值流绘图

VARIATIONREDUCTION

KAIZEN变化减少改善STANDARD

WORK

标准工作

5S/

VISUAL

MGMT5S/视觉管理

When

combined

in

a

kaizen

eventyou

can

successfully

eliminate

waste

from

transactional

processes

当参与改善活动时，

你就能成功地消除事务过程中浪费。

34Objectives

of

Event活动目标Identify

how

to

apply

lean

concepts

in

a

transactional

area确定如何在事务领域中运用精实的概念Complete

a

Value

Stream

Map

of

your

current

transactional

state完成你目前事务状态的价值流图Complete

a

Process

Flow

Map

of

your

“AS-IS”

transactional

process完成你的AS-IS事务过程的流程图Identify

and

eliminate

sources

of

variation

in

your

transactionalprocess确定并消除你事务过程中变化的来源Implement

Standard

Work

and

5S/Visual

Management

in

yourtransactional

area在你的事务领域里实行标准工作和5S/视觉管理Create

metrics/KPIs

to

measure

success创立衡量标准/KPI以衡量成功5Benefits

of

TPITPI的益处Reduce

redundancy

in

work减少工作中不必要的重复Reduce

errors

in

quality

of

information减少信息质量中的错误Improve

efficiency提高效率Reduce

time

spent

waiting

for

others减少等待时间Reduce

time/distance

spent

walking减少行走的时间/距离Create

standard

work

for

all

to

follow创立让所有人遵循的标准工作Reduce

amount

of

communications

needed

while

improving

quality

of

thecommunication

itself提高交流质量本身的同时减少需要交流的次数Consolidate

amount

of

places

for

storing

information统一信息储存场所的数目6Why

Focus

on

Transactional?为什么集中在事务上？All

processes

in

value

stream

must

be

robust.价值流中的一切过程都必须是强健的。All

processes

can

be

improved!一切过程都能改善！Focus

has

traditionally

been

in

manufacturing传统上以制造为重点Transactional

processes

often

drive

waste

into

other

areas

of

thebusiness事务过程经常把浪费带到业务的其他领域Poor

forecasting/

scheduling糟糕的预测/日程安排Inaccurate

sales

order

input错误的销售订单输入Engineering

change

orders

taking

too

long工程改造订单耗时过多What

are

Transactional

areas?

哪些属于事务性工作？Quote

generation

processContact/Lead

generation

processAccounts

Payable

processAccounts

Receivable

processService

and

Warranty

support

processSales

processOrder

Entry

processPurchasing

processCredit

processHuman

Resource

processShipping/Receiving

processProduct

Development

processEngineering

Change

processDPS

Improvement

Processes询价联系、领导修改过程付款收款服务和保证支持销售订单输入采购信贷人力资源收/发货产品研发工程更改DPS改善

78Transactional

Processes事务性过程Everything

we

do

is

part

of

a

process…我们做得每一件事情都是过程的一部分……all

processes

can

be

improved…所有的过程都是可以改善的Inputs/输入Process/过程Output/输出MAY

16,

2005Lean

OverviewChapter

110Chapter

Objectives本章目标1.

Identify

Lean

Concepts确定精实概念2.

Distinguish

Value

Added

vs.

Non

ValueAdded

Activities区别增值活动和非增值活动3.

Define

Transactional

Waste

and

IdentifySources定义事务浪费并确定其来源

Key

Lean

Concepts

主要精实概念Quality

built

into

each

process

每个过程都注重质量Lead

time

reduction

through

elimination

of

waste

消除浪费以减少前置时间One-piece

flow

cellular

design

standard

work

单件流单元设计的标准工作Operator

loading

操作员负荷Continuous

improvement

and

standardization

持续改善和标准化Visual

management视觉管理Multi-process

handling

多流程处理Value

Added

vs.

Non-Value

Added

增值与非增值Eight

Wastes

8种浪费

1112Rework/返工Ship/交货Traditional

Method/传统方法ABCInspection/检验

A

B

CABCShip/交货

Scrap/报废DPS

Method/DPS方法过程决定品质Key

Lean

Concept/精益的关键概念

Quality

Built

Into

Each

Process/过程决定品质

Build

in

Qualityat

Each

Process

Do

Not

Pass

Along

Defects!/不放过缺陷！13Mkt.R&DProduct

ProductionDesign

Preparation

Purch.

Manuf.ServiceDist.6

months/6个月12

months/12个月Marketing市场营销R&D研发Product

Design产品设计ProductionPreparation生产准备Purchasing采购Manufacturing制造交货Distribution

Service服务Concept/概念

通过消除浪费减少准备时间Cash/现金Total

Value

Stream/全部价值流过程Total

Value

Stream

after

Kaizen

改善后的全部价值流程

Key

Lean

Concept/精益的关键概念Lead-Time

Reduction

By

The

Elimination

of

WasteMfg

Kaizens制造改善Transactional

Kaizens事务改善Marketing市场营销R&D研发Product

Design产品设计ProductionPreparation生产准备Purch.采购制造Manu.

Distribution交货Service服务Total

Value

Stream/全部价值流过程Traditional

“Over

the

Wall”

Batch

Processing

传统的隔墙批量过程Incoming

Loan

Sorting

借贷斟选Loan

Calculations

借贷计算Final

Approval/Customer

Contact

最终核准/联系客户

1415交接、等待、品质缺陷、库存、移动！Customer

SeesImproved

QDC!以客户的观点来看待改善后的品质交货成本One

Piece

FlowCellular

DesignStandard

Work

单件流形式的标准工作

Significantly

Reduces

Waste/减少的突出浪费:Transportation,

Waiting,

Quality

Defects,

Inventory,

Motion!Sorting借贷斟选

Lean

Processing/精益过程

Loan

Calculations

借贷计算Final

Approval/Customer

Contact最终核准/联系客户

Incoming

LoanLoading

(minutes)16141210

8

6

4

2

01816Processor

1Processor

3Loan

Application

借贷申请Processed

Loan

处理过的借贷

Incoming

Loan

Sorting

借贷斟选10

Minutes/10分钟Loan

Calculations

借贷计算

8

Minutes/8分钟

Final

Approval

/Customer

Contact最终核准/联系客户15

Minutes/15分钟Customer

Demand

客户需求每13分钟客户需求1个

Processor

2

Operator

Loading

and

Waste

操作员负载和浪费•Is

there

waste

in

this

loan

process?/借贷过程中有浪费吗？•Can

we

meet

the

customer

demand?/我们可以满足客户的需求吗？

Operator

Loading

-

Loan

Processing

操作工负载-借贷过程Customer

Needs

1

Every

13

MinutesIMPROVEMENT改善KKKKKKKSSSS

Key

Lean

Concept/精益的关键概念Continuous

Improvement

And

Standardization

持续的改善和标准化

K

K

TIME/时间Without

standardization,

improvements

can

not

be

sustained!

没有标准化，改善不能维持！

17K

=

Kaizen

Activity/改善活动S

=

Standardization

Activity/标准化活动18Is

this

Good

Visual

Management?这是好的视觉管理吗？You

approach

a

crosswalk

at

a

stoplight

and

see

these

signs:你走近停止行进灯旁的人行横道，看到以下标志：Interface

with

CustomerInterface

with

Customer与客户面谈与客户面谈1

OPERATOR,

MULTIPLE

PROCESSES

1个操作员，多技能

191

OPERATOR,

1

PROCESS

1个操作员，单一技能Enter

Order

and

Resolve

Key

Lean

Concept/精益的关键概念

Multi-Process

Handling/多技能作业

One

Operator

–

Multiple

Processes/一个操作员-多技能Enter

Order

and

Resolve

Credit

Issues输入序号，处理信用卡

Credit

Issues

输入序号，处理信用卡Credit

Dept.

信用卡部

C/S

Dept.

客户服务部20Value

Added

Activities

vs.

Non-Valued

Added

Activities

增值和非增值VALUE

ADDED

ACTIVITIES:

增值活动

NON-VALUEADDED

ACTIVITIES:

非增值活动Value

Added

Activities

vs.

Non-

Valued

Added

ActivitiesVALUE

ADDED

ACTIVITIES:

增值活动

Any

process

or

operation

that

shapes

or

transforms

a

product

or

service

into

a

final

form

that

the

customer

will

pay

for.

任何改變或塑造的步驟，使產品或服務，

達到有助於客戶的購買之過程的步驟

NON-VALUE

ADDED

ACTIVITIES:

非增值活动

Those

process

steps

that

taketime,

resources,

or

space,

but

do

not

transform

or

shape

the

product

or

service

towards

that

which

is

sold

to

the

customer

那些花費時間、資源或空間，

但無法增加產品本身價值或服務的過程步驟

(這些是能讓客戶樂意付出代價的事情)

(應該被排除、簡化、減少或合併的活動)WHAT

WOULD

BE

CONSIDERED

VA

vs

NVA

IN

TRANSACTIONAL?WHO

IS

THE

CUSTOMER?在信息流中如何定义增值和非增值？客户是谁？

21Non-Value

Adding

____%

Percentages?Value

Adding____%

22Value

Added

Activities

vs.

Non-

Valued

Added

Activities

What

Are

The23Non-Value

Adding非增值活动

____%955

What

Are

The

Percentages?

比率是多少？

Value

Adding

增值活动____%The

Value

Add

Is

Usually

Much

Less

Then

5%!

增值活动一般远远低于5%！

Key

Lean

Concept/精益的关键概念Value

Added

Activities

vs.

Non-Valued

Added

Activities

增值活动和非增值活动ValueAdded&Necessary增值又必需Non-VA&Necessary非增值但必需ValueAdded&Non-Necessary增值但非必需Non-VA&Non-Necessary非增值又非必需24Non

Value

Added

vs.

Necessary,

Where

are

we

going

to

focus?/非增值与必需要的我们关注哪一个？Reduce

减少Eliminate

消灭Identify/确定Key

Lean

Concept/精益的关键概念

Value-Added

and

Non-Value

Added

Activities

增值活动和非增值活动Challenge&

Eliminate挑战和消灭What

are

The

Eight

Wastes?/八大浪费？Waiting/等待zzzzz

Over-Processing

过多工序Sign-offs/签核12

1

910

86

4

13

2

3

11

5

7Transportation/运送UnusedCreativity没用的创新25Noway!不行！Motion/移动Inventory/库存

Wrong

info/错误的信息

Info

missing/信息丢失Keypunch

error/键入错误

QualityDefects

品质缺陷

Over-Production

过量生产26•

Motion/移动•

Inventory/库存•

Waiting/等待•

Quality

Defects/品质缺陷•

Over

Processing/过多工序•

Transportation/运送•

Over

Production/过量生产•

Unused

Creativity/没用的创新•

Walking,

routing

information/走动，路线信息•

A

task

waiting

to

be

started

(WIP)/等待开始一项工作(WIP)•

Delays

and

queues/延迟和排队•

Incomplete

or

bad

information/没完成或错误信息•

Unnecessary

or

extra

process

steps

/Variation

ofprocess

methods/

没必要和额外的工序步骤/工序方法不一致•

Handoffs

of

information/信息中断•

Creating

info

that

others

don’t

use/创新他人不用的信息•

No

process

for

improvement/没有过程可以改善ExamplesofTransactionalWaste/事务浪费的例子EightWastes/八大浪费Key

Lean

Concept/精益的关键概念

The

Eight

Wastes

–

Transactional

Examples

八大浪费与事务浪费的例子27•

Functional

organization/功能型组织•

IS

technology

gaps/

IS技术差异•

Excessive

controls/

过度控制•

Outdated

process

design/

过时的过程设计•

No

back-up/cross

training没有候补/交叉培训•

Unbalanced

workload/不平衡的工作负载•

System

batching/系统批量•

Outdated

policies/过时的方针•

Changing

priorities/修改优先顺序•

Responsibilities

not

defined/没有确定职责•

Poor

visual

control/目视管理差•

Disorganized

workplace/无组织的工作场所•

Lack

of

training

/缺乏训练•

Obsolete

forms/

作废的表格•

No

SOP’s/

没有SOP’s•

Authorization

levels/

授权等级

Key

Lean

Concept/精益的关键概念The

Eight

Wastes

–

Causes

of

Transactional

Waste

八大浪费

-

事务浪费的原因2820’File

Hard

Copy

书面文件

Pickup

Next

Order

@

Fax从传真上取下一订单Enter

Order

AndPrint

Hard

Copy

输入订单并打印Distance

Exercise/距离练习

Daily

Requirement

每日需求:

40

OrdersAssociate

performs3

tasks

to

complete1

order一个人完成一个订单需要执行3个动作

30’Feet

per

(8

hour)

day/每天英尺(8小时)___________Feet

per

(5

day)

week/每周英尺(5天)____________Feet

per

(240

days)

year/每年英尺(240天)________Miles

(5280

ft.)

per

year/每年公里(4280英尺)______Hours

(Miles/2)/小时(公里/2)______________4,00020,000960,00018190.5MAY

16,

2005Capturing

The

Current-State

Transactional

Value

Stream记录当前状态事务价值流Chapter

2第二章30Chapter

Objectives本章目标1.

Identify

process

steps

to

create

a

Value

Stream

Map确定过程步骤以创建价值流图2.

Walk

The

Value

Stream

Starting

From

The

Customer’sPerspective

–

Walk

From

End

to

Start从客户的角度浏览一遍价值流－从尾到头浏览一遍3.

Map

The

Current

State

Transactional

Value

Stream绘制当前状态事务价值流图4.

Define

Elements

of

a

Lean

Value

Stream定义精实价值流的要素5.

Develop

Kaizen

Bursts

And

Apply

To

The

Current

StateMap开展改善爆发并应用于当前状态图31What

are

we

striving

for

with

DPS?我们用DPS做什么？Eliminate

Waste/消灭浪费Improve

Quality/提升品质Improve

Delivery/改善交货Reduce

Cost/降低成本Results

in

Significant/汇报重大改善成果Measurable

Improvement/评估改善Kaizen

with

a

Purpose!

有目的的改善！

“Kamikaze

Kaizen”

“Hit

&

Run

Kaizen”

VS.“Horizontal

Kaizen”

水平改善“Kaizen

with

a

Purpose”

有目的的改善

“Vertical

Kaizen”

垂直改善Don’t

create

islands

of

success

in

a

sea

of

Waste!不要妄想在浪费的海洋中建立成功的孤岛！How?

Follow

the

DPS

Improvement

Process…那怎么改善？依照DPS改善程序…

32VALUE

STREAM

=

All

steps,

both

VA

and

NVA,

required

to

bringthe

product

from

raw

material

to

customerVALUE

STREAM=所有步骤，包括增值活动和非增值活动，要求从原材料做成产品，交付给客户。

33Value

Stream

Improvement

&

Process

Improvement

流程改善和过程改善

Value

Stream

价值流程PROCESS

Take

Order

取订单PROCESS

Build

Product生产产品

PROCESS

Get

Paid拿到付款Concept/概念Cash/现金Customer

客户34

Mapping

a

Transactional

Value

Stream

绘制事务流程图Follow

a

transactional

process

pathfrom

end

to

beginning,

and

draw

a

visualrepresentationusingicons

(current-state

map)of

the

materialorserviceandinformationflows

.跟踪事务流程从结束到开始的过程，并用直观的图示画出目前使用的材料和服务符号及信息流。(目前状态图)Then

identifyareastoimprove

and

focus

our

TPIefforts。确认要改善的区域和我们TPI努力的方向。35“Highland

Manufacturing”

ECO

Process

Data

Sheet高地公司工程更改指令过程数据表An

ECR

is

an

Engineering

Change

Request/ECR是工程更改申请An

ECR

is

generated

by

a

Manufacturing

Engineer.

The

ECR

informsEngineering

of

a

requested

change

to

a

product

or

drawings.ECR是由制造工程师发出，向工程部申请更改产品或图纸。An

ECO

is

an

Engineering

Change

Order/ECO是工程更改指令ECR’s

are

turned

into

ECO’s

if

the

change

is

going

to

be

acted

on.ECO是对通过的ECR的执行。The

Data

Set

sheet

for

this

case

study

is

located

in

Appendix

C

of

thisworkbook.本案例研究的数据表见附录C。Have

the

Highland

Data

Set

out

for

reference

during

the

case

studyreview.在案例研究检讨之前，高地公司数据表单已经分发给学员作为参考了吗？Highland

Manufacturing

ECO

Process

Data

Sheet/高地制造公司ECO过程数据表1.ECO

request

(ECR)

generation/工程更改申请发生•

ECR’s

takes

10

minutes

to

complete/ECR10分钟完成•

ECR’s

are

batched

1X

per

week

by

1

of

4

Mfg.

Engineers/ECR由4个制造工程师中的一个每周处理一次。•

Batch

Size

=

5/处理批量=5•

There

were

10

ECR’s

that

need

completing

on

the

Mfg.

Engineers

desk/制造工程师桌子上有10份ECR需要处理。2.ECR

Analysis/ECR分析•

Each

ECR

takes

60

minutes

to

analyze/每个ECR需要60

分钟进行分析。•

The

Product

Engineer

batches

2

weeks

worth

of

ECR’s

due

to

workload

of

other

responsibilities/由于其他工作，

生产工程师每2周处理一次ECR。待处理。3.Drafting

Changes/绘图更改•

Each

ECR

takes

3

hours

to

process

into

an

ECO/每个

ECR需花费3小时处理成ECO•

There

are

44

ECR’s

in

front

of

the

draftsman/绘图员面前

有44份ECR。4.ECO

Checking/ECO检查•

Each

ECO

takes

30

minutes

to

check/检查每个ECO需用30分钟•

The

Product

Engineer

processes

ECO’s

1X

per

week/产品工程师每周处理

一次ECO•

There

were

6

ECO’s

in

front

of

the

Product

Engineer/产品工程师面前有6个

ECO•

5%

of

the

ECO’s

get

rejected

by

the

Product

Engineer

after

drafting

changes/当制图更改后，5%的ECO会被产品工程师拒收。Circulation

for

Approval/审核循环•

It

takes

20

minutes

for

each

person

to

check

for

approval,

there

are

5

people

that

review

each

ECO/每个人审核需要20分钟，共有5个人审核ECO

。•

This

process

takes

2

weeks

due

to

delays

in

peoples

inboxes/这么花费2周

时间，由于人员的耽搁。•

5%

of

all

ECO’s

are

rejected

at

this

stage/这阶段5%的ECO被拒收。•

There

were

55

ECO’s

in

circulation/共有55份ECO在审核中。•

There

are

5

ECR’s

waiting

to

be

processed/有5个ECR等

5.Implement

ECO

Process

BOM’s,

Routings…/完成ECO，更改BOM，其他例行程序…...•

It

takes

90

minutes

to

change

the

BOM

and

Routing/更改BOM和例行程序

需要90分钟。•

The

planner

only

does

this

function

1X

per

week.

计划员每周做一次这个工

作。•

There

were

20

ECO’s

waiting

for

processing。有20份ECO等待处理。•

1%

of

the

ECO’s

are

rejected

at

this

point/有1%的ECO在这个阶段被拒收

。

36•Highland

processes

20

ECO’s

perweek

高地公司每周处理20个ECO•There

are

5

days

per

week,

and

7.5

hours

of

available

time

inthe

value

stream

studied

研究的价值流程里每天工作7.5小时，每周工作5天Process

Steps

Observed

During

The

Value

Stream

Walk/价值流追踪中观察到的观察步骤General

Information/基本信息:=

37

Total

Available

Time/所有时间Total

Daily

Requirements/每天总需求TaktTime:Takt

Time

-

How

often

we

need

to

complete

a

transactionTakt时间

我们多频繁需要完成一次交货。Cycle

Time

-

Total

time

to

complete

a

transaction周期完成一次交货的总工作时间。

Produce

To

TAKT

Time

依照TAKT时间生产

Takt

time

is

a

key

element

of

Standard

Work

TAKT时间是标准工作的关键参数。

How

frequently

a

transaction

must

becompleted

to

meet

customer

expectations.

多高频率的转换才能满足客户的期望。_____

Hours

=

_______

Minutes

(Based

on

standard

work

shift/基于标准工作班次)________

Minutes

Available

x

60

=

________

Seconds

per

shift________

Seconds

Divided

by

_____

pcs/shift

=

_______

SecondsTAKT

Time

=

__________

Seconds

per

Piece

388

480

30

0

0Total

=

_______

Available

Minutes

per

Shift/每班实际工作时间450Calculating

TAKT

Time

计算TAKT时间

Note:

This

example

uses

the

Highland

data.

注意：本例使用高地公司数据。450

27,00027,000

4

6,7506,75039DrawingsImplemented图纸完成TT

=

6,750

Sec.20

ECO’s

PerWeek

1

Shift20

ECO‘s

每班每周40AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周41AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周42Operator

Cycle

Time/操作者循环时间Machine

Cycle

Time/机器循环时间Drop

Off

Rate

(How

Often

A

Finished

Part

Is

Completed

Off

The

End

Of

The

Process)/产出率Process

Lead

Time

(Time

required

to

complete

a

batch

through

a

process)/过程前置时间Batch

Size

(Size

of

batch

through

a

process

when

greater

then

one

piece)/批量Process

Time

Per

Piece

(Process

lead

time

divide

by

batch

size)/单件过程时间Reject

Rate

(Percent

of

product

that

is

rejected

for

quality

defects)/不良率Uptime

(Percent

of

planned

time

the

process

runs,

takes

out

breakdowns

and

unplanned

maintenance)/驾动率Changeover

Time

(Time

to

change

from

the

last

good

piece

of

part

A

to

the

first

good

piece

of

part

B)/换模时间Ever

Part

Every

(How

often

a

part

number

is

run

through

the

process)/间隔时间Shared

Resource

(Shared

if

the

resource

is

used

by

other

value

streams)/共享资源SRNumber

Of

Operators/操作工数量=#Number

Of

Shifts

This

Process

Is

Run/执行此过程的班次SH=#Takt

Time

(

Shown

one

time

in/near

the

customer

Data

Box)/TAKT时间T/T=TimeNote:

The

Following

Information

Goes

In

the

DataBox

below

the

Process

Box备注：以下数据记录于过程框下方的数据框内NOTE:Only

place

appropriate

data

in

the

data

box.

The

list

above

may

not

be

totally

inclusive.备注：资料框只记录实际需要的数据，不一定要记录上面所有的数据。Data

Box/数据框

VSM

Data

Box

&

Process

Box

Definitions

And

Symbols

数据框和过程框定义和符号The

Below

Data

Gets

Added

To

Or

Above

the

ProcessBox下列数据记录于过程框或上方

Process

Box/过程框OCT=TimeMCT=TimeD/R=TimePLT=TimeBATCH=PiecesPTP=TimeREJ=%U/T=%C/O=TimeEPE=Time

Definition

Of

Processes

And

Times

过程和时间的定义

OCT

Time/时间This

is

a

manualprocess.

Entering

an

order,

checking

a

drawing…

Put

this

time

into

theProcess

Capacity

Chart

under

OCT

to

calculate

the

capacity

of

this

operation./这是一个手工过程的时间。输入订单，确认图纸…将这些时间计入OCT下的过程产量图，并计算这个操作的产量。

MCT

Time/时间This

is

an

automaticprocess.

Order

being

processed

by

the

ERP

system,

customer

creditinformation

being

looked

up

by

the

ERP

system…

Put

this

time

into

the

process

capacity

chart

underMCT

to

calculate

the

capacity

of

this

machine这是一个自动过程时间。订单应用电脑ERP系统处理，ERP系统可以搜索到客户信用信息…

…将时间计入MCT下的过程产量图，并计算这个操作的产量。OCTMCT

Time/时间This

is

a

manualprocesstriggeringanautomaticprocess.

Manual

time

+

Automatic

time,

typingin

customer

information,

then

the

ERP

system

looks

up

the

most

recent

order,

triggering

a

manualback

flush…

If

the

operator

can

be

separated

from

the

machine,

record

the

OCT

and

MCT

onseparate

lines.

If

the

operator

is

tied

to

the

machine,

put

the

total

time

(OCT+MCT)

in

the

processcapacity

chart.这是一个手工+自动的混合工序时间。手工时间+自动时间，输入客户信息，ERP系统会自动搜索最近的订单，+手工的回溯…

…如果操作者和机器可以分开，分别在两条线上记录OCT和MCT。如果操作

43AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.

44

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周45AnalyzeECR

1OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.

Make

Chg’s

1OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.

Check

ECO

1OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.

Circulate

5OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.

ECR

1OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周46OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’sECR

110

ECR’sIIIIII

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周47Other

Examples

of

TPI

Inventory信息作为库存的例子E-mails

电子邮件Fax’s

传真Reports

报告Receipts

收据Data

数据Invoices

发票Phone/Calls/Messages电话/留言Other??

还有其它的吗？gineerNotified

Of

Problem

制造工程Requirin师发现问g

E

CO题申请

ECOMfg.

En48OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

Problem

Noticed注意到的问题

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周gineerNotified

Of

Problem

制造工程Requirin师发现问g

E

CO题申请

ECOMfg.

En49OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

Drawings

Implemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周Engineering

Services

工程服务

Problem

Noticed注意到的问题r

Notified

Of

Problem

制造工程Requiri师发现问ng

ECO题申请ECOECO

Checks

Outg

Services

ThatTell

EngineerinO已经送交检查告诉工程服务部ECvalpprore

AnatuSignForio核ingatneer部签nt工程Engi过egh经通emhrouplnt

TECO已Im

成O

SeECng完ti作ou工R常&日MBOM和or

新BOFr更ne部an划Pl计To

CO送tEenSOECAssigned

T

ECOo

P

指派Anarodu

到生lysisct

E

产工ComAssngin

程师pleigntedeermen–t/分Send

f

解完o成-r

Dra

送起ftin

草部EC

O

Igs

As

s门i

nedgTo

aEC

O

指Draft派起草sman人Te

llEngine

rinegServices

告诉工程

务Cha服

部nges

Are

更改已Compl草拟完eted成Logged/

汇总ECRMfg.

EngineeECRECO50OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

DrawingsImplemented

图纸完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周Engineering

Services

工程服务

Problem

Noticed注意到的问题gineerNotified

Of

Problem

制造工程Requirin师发现问g

E

CO题申请

ECOMfg.

En51OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400