DMAIC改進(jìn)法-C控制階段（UT）

1、DMAIC改進(jìn)法改進(jìn)法 C控制階段控制階段2課程時(shí)間安排改進(jìn)階段介紹改進(jìn)階段介紹90 分鐘分鐘改進(jìn)階段課堂練習(xí)改進(jìn)階段課堂練習(xí)20 分鐘分鐘課堂休息課堂休息10 分鐘分鐘課堂練習(xí)點(diǎn)評(píng)課堂練習(xí)點(diǎn)評(píng)10 分鐘分鐘控制階段介紹控制階段介紹70 分鐘分鐘控制階段課堂練習(xí)控制階段課堂練習(xí)25 分鐘分鐘點(diǎn)評(píng)和總結(jié)點(diǎn)評(píng)和總結(jié)15 分鐘分鐘34.0 改進(jìn)改進(jìn)階段階段5.0 控制控制階段階段 執(zhí)行計(jì)劃執(zhí)行計(jì)劃 發(fā)布學(xué)到的經(jīng)發(fā)布學(xué)到的經(jīng)驗(yàn)教訓(xùn)驗(yàn)教訓(xùn) 建立新的流程建立新的流程 并確立新的改并確立新的改進(jìn)機(jī)會(huì)進(jìn)機(jī)會(huì) 流程控制系統(tǒng)流程控制系統(tǒng) 執(zhí)行標(biāo)準(zhǔn)和程序書執(zhí)行標(biāo)準(zhǔn)和程序書 培訓(xùn)培訓(xùn) 團(tuán)隊(duì)評(píng)估團(tuán)隊(duì)評(píng)估 執(zhí)行計(jì)劃執(zhí)行計(jì)

2、劃 持續(xù)改進(jìn)的文檔持續(xù)改進(jìn)的文檔 復(fù)制及標(biāo)準(zhǔn)化報(bào)告復(fù)制及標(biāo)準(zhǔn)化報(bào)告開(kāi)展試運(yùn)行開(kāi)展試運(yùn)行總結(jié)經(jīng)驗(yàn)教訓(xùn)總結(jié)經(jīng)驗(yàn)教訓(xùn)推廣計(jì)劃推廣計(jì)劃確定持續(xù)改進(jìn)的機(jī)會(huì)確定持續(xù)改進(jìn)的機(jī)會(huì)確定已經(jīng)達(dá)到的目確定已經(jīng)達(dá)到的目標(biāo)標(biāo).確定下一步的計(jì)劃確定下一步的計(jì)劃改進(jìn)后的運(yùn)作水平評(píng)估改進(jìn)后的運(yùn)作水平評(píng)估Error Modes and Effects AnalysisError Mode Effect Analysis(EMEA)Description:Degree of EffectStep#ProcessStepErrorCauseEffectFrequencySeverityDetectionTotalOccurrenc

3、e Prevention(Countermeasure)4.2.1Assemble alloutboundcontainers instaging area Back injuryduring lift Foot and toeinjury fromdroppedcont. Carry-allnot available Liftingguidelinesnot followed Backinjuries,lost time,insuranceexpense0+22439Purchase two new carry-alls formailroomInclude topic in new saf

4、ety film4.2.2Determinecorrectpallet size Non-standardpallet used Vendorpallets kept Containerstack overend ofpallet andfall whenbeing lifted2+24116 Inspect for non-standard pallets andreturn to vendors4.2.3Positionempty palletin markedarea ofloading dock Full palletsare rotated90 by hand Pallet set

5、90off whenpositioned -lift truckcant access Back andhand injuries,lost time,insuranceexpense andrework2+354110 Update and clarify pallet placementprocedures Include topic in new safety film4.2.4Stackoutboundcontainers onpallet not toexceed twohigh First layernotcompletedbeforestartingsecond layer St

6、ackguidelinesnot used Containersfall whilebeing lifted0+11113 Update and clarify loading guidelines4.2.5Load pallets invehicle withlift truck andsecure Tie downlinesdamage bulkmail whentightened Tie downguidelinesnot clear Injuredfingers,damagedoutboundmail0+11214 Update and clarify loading guidelin

7、esError Modes and Effects AnalysisSigma Goal (CCR)GapCCRGapXProject WorkplanCCR3.0 分析分析階段階段2.0 Measure Performance1.0 定義定義階段階段2.0測(cè)量測(cè)量階段階段目標(biāo)目標(biāo)主要行動(dòng)主要行動(dòng)可能用到的工具和技術(shù)可能用到的工具和技術(shù)主要交付產(chǎn)物主要交付產(chǎn)物5.0 控制階段4控制階段的目標(biāo)n 確保過(guò)程在改進(jìn)方法實(shí)施后繼續(xù)保持受控狀態(tài)保持受控狀態(tài)n 及時(shí)發(fā)現(xiàn)過(guò)程失控狀態(tài)并找出相應(yīng)的特殊特殊原因，從而在缺陷或不良品產(chǎn)生之前采取措施措施防止使整個(gè)設(shè)計(jì)使整個(gè)設(shè)計(jì)/ /生產(chǎn)生產(chǎn) 工藝得到優(yōu)化！工藝得到

8、優(yōu)化！More than 30 suspected variables10 - 154-68 - 10比較重要的輸入變量比較重要的輸入變量重要的輸入變量重要的輸入變量 1-3重要的且具有關(guān)鍵重要的且具有關(guān)鍵作用的工藝輸入作用的工藝輸入很多個(gè)輸入變量很多個(gè)輸入變量分析分析定義、測(cè)量定義、測(cè)量改進(jìn)改進(jìn)控制控制比較重要的輸入變量比較重要的輸入變量5控制階段的主要行動(dòng)改進(jìn)后的運(yùn)作水平評(píng)估（成果評(píng)估）改進(jìn)后的運(yùn)作水平評(píng)估（成果評(píng)估）效益評(píng)估效益評(píng)估成果標(biāo)準(zhǔn)化成果標(biāo)準(zhǔn)化總結(jié)經(jīng)驗(yàn)教訓(xùn)，團(tuán)隊(duì)合作和個(gè)人能力成長(zhǎng)總結(jié)經(jīng)驗(yàn)教訓(xùn)，團(tuán)隊(duì)合作和個(gè)人能力成長(zhǎng)推廣計(jì)劃推廣計(jì)劃確定持續(xù)改進(jìn)的機(jī)會(huì)確定持續(xù)改進(jìn)的機(jī)會(huì)確定已經(jīng)達(dá)到的

9、目標(biāo)確定已經(jīng)達(dá)到的目標(biāo).確定下一步的計(jì)劃確定下一步的計(jì)劃6控制階段的常用工具E rror M odes and E ffects A nalysisE rror M ode E ffect A nalysis(E M E A )D escription:D egree of E ffectStep#ProcessStepE rrorC auseE ffectFrequencySeverityDetectionTotalO ccurrence Prevention(C ounterm easure)4.2.1A ssem ble alloutboundcontainers instaging a

10、rea B ack injuryduring lift Foot and toeinjury fromdroppedcont. C arry-allnot available Liftingguidelinesnot follow ed B ackinjuries,lost tim e,insuranceexpense0+22439Purchase tw o new carry-alls form ailroomInclude topic in new safety film4.2.2D eterm inecorrectpallet size N on-standardpallet used

11、V endorpallets kept C ontainerstack overend ofpallet andfall w henbeing lifted2+24116 Inspect for non-standard pallets andreturn to vendors4.2.3Positionem pty palletin m arkedarea ofloading dock Full palletsare rotated90 by hand Pallet set 90off w henpositioned -lift truckcant access B ack andhand i

12、njuries,lost tim e,insuranceexpense andrew ork2+354110 U pdate and clarify pallet placem entprocedures Include topic in new safety film4.2.4Stackoutboundcontainers onpallet not toexceed tw ohigh First layernotcom pletedbeforestartingsecond layer Stackguidelinesnot used C ontainersfall w hilebeing li

13、fted0+11113 U pdate and clarify loading guidelines4.2.5Load pallets invehicle w ithlift truck andsecure Tie dow nlinesdam age bulkm ail w hentightened Tie dow nguidelinesnot clear Injuredfingers,dam agedoutboundm ail0+11214 U pdate and clarify loading guidelinesError Modes and Effects AnalysisSigma

14、Goal (CCR)GapImplemented SolutionCCRGapXProcess Control SystemProject WorkplanCCR . 流程圖流程圖 . 直方圖直方圖 . 控制圖控制圖 . 運(yùn)行圖運(yùn)行圖 .過(guò)程能力測(cè)定過(guò)程能力測(cè)定 .柏拉圖柏拉圖 .FMEA . 甘特圖甘特圖*可參閱問(wèn)題解決手冊(cè)可參閱問(wèn)題解決手冊(cè)7控制階段的常用工具流程圖流程圖 Microsoft Visio(簡(jiǎn)單介紹簡(jiǎn)單介紹) PowerPoint Word 成果標(biāo)準(zhǔn)化成果標(biāo)準(zhǔn)化, 標(biāo)準(zhǔn)操作程序書標(biāo)準(zhǔn)操作程序書(SOP) 工作指南工作指南(WI-Working Instructor)控制圖控制

15、圖8Microsoft Visio(簡(jiǎn)單介紹)打開(kāi)打開(kāi) Microsoft Visio9Microsoft Visio(簡(jiǎn)單介紹)文字輸入連接線新模版模版顯示大小目標(biāo)點(diǎn)擊/移動(dòng)存盤10Microsoft Visio(簡(jiǎn)單介紹)流程活動(dòng)判斷文件數(shù)據(jù)庫(kù)/系統(tǒng)開(kāi)始/結(jié)束數(shù)據(jù)子流程11Microsoft Visio(簡(jiǎn)單介紹)打開(kāi)打開(kāi) Microsoft Visio 一個(gè)新的流程模版一個(gè)新的流程模版基本流程跨部門流程因果分析12Microsoft Visio(簡(jiǎn)單介紹)繪制流程圖：左鍵點(diǎn)擊圖形，拉至右側(cè)空白處繪制流程圖：左鍵點(diǎn)擊圖形，拉至右側(cè)空白處13Microsoft Visio(簡(jiǎn)單介紹) 存盤，

16、復(fù)制到存盤，復(fù)制到Word文檔中文檔中 打開(kāi)打開(kāi)Word中復(fù)制的中復(fù)制的Visio流程圖（如修改），要求該電腦流程圖（如修改），要求該電腦必須裝有同樣版本的必須裝有同樣版本的Microsoft Visio。 目前公司正常版本為目前公司正常版本為Microsoft Visio 2000。14Microsoft Visio(簡(jiǎn)單介紹)例子例子15流程圖 -PowerPoint 關(guān)于圖形關(guān)于圖形 自左向右，自上向下作圖自左向右，自上向下作圖 線與線之間盡量避免交叉線與線之間盡量避免交叉 部門之間以虛線分割部門之間以虛線分割 關(guān)于文字關(guān)于文字 圖標(biāo)中的文字說(shuō)明盡量主謂賓齊全圖標(biāo)中的文字說(shuō)明盡量主謂賓齊

17、全 必要時(shí)使用注釋文本必要時(shí)使用注釋文本 關(guān)于流程關(guān)于流程 為方便同一流程之拼接和閱讀，在同一流程的不同頁(yè)上，左邊的為方便同一流程之拼接和閱讀，在同一流程的不同頁(yè)上，左邊的部門應(yīng)在同一位置部門應(yīng)在同一位置 流程與流程之間的接口流程與流程之間的接口(通常為某張通常為某張/數(shù)張單據(jù)數(shù)張單據(jù))必須清晰明了必須清晰明了16流程圖 -PowerPointFlow ChartNameDescriptionStartStart the processTransfer Transfer from one process to anotherTransferTransfer from one process t

18、o another process not yet designedActionTake the actions in the processJudgmentMake decision to determine which flow to go nextEndingEnd the processSub-processContain sub-process to be developed in a separate pageConnectionContinue the process in the next pageDocumentGenerate documentationStartEndAP

19、rocess XProcess X17流程圖 -PowerPointProcess RolesWork EffortElapsed TimeXX DaysXXProcess MapEntity AEntity BEntity CEntity FEntity DEntity EXXXXXXXXXXXXXXStartProcess Flow18流程圖 -PowerPointEntity A Entity B Entity C Entity D Process DescriptionProcess OutputsCurrent Systems SupportProcess InputsProcess

20、 Description19流程圖 -PowerPointCurrent Organization StructureSkills & Knowledge RequirementsCurrent Key Performance Metrics and TargetsEntity A responsible for responsible for responsible for responsible for Outstanding IssuesKey StatisticsEntity AEntity AEntity AProcess Description20流程圖 -PowerPointTo

21、-Be Forecasting ProcessProcess RolesWork EffortElapsed TimeMon.Tue.DP 1.7Finalize Weekly ForecastWed-ThuFriProcess MapEntity AEntity BEntity CEntity FEntity DEntity ES&OP Meeting Process Monday in 2nd week per monthDP 1.3Generate Sales ForecastDP 1.1Forecast Collection with clientsDP 1.6Generate Con

22、sensus ForecastDP 1.4Aggregate Forecast & measure MAPEDP 1.2Monthly Review “Turning Point” DP 1.5Consensus Forecast MeetingStart21流程圖 -PowerPointForecast is consolidated by Demand Manager, for months 0 -3, using data provided by Regional Sales Managers using a “bottoms up” build.The Demand Manager i

23、s responsible for taking this data and inputting into i2 RDP to generate a statistical forecast using an appropriate algorithm. Identified gaps are then covered by the Sales and Marketing Activity Plan, in preparation for signoff by the business executive in the monthly Sales and Operational Plannin

24、g (S&OP) meeting. Changes to sales forecasts in the SMAP meeting are then cascaded down to sales regions.Months 4 - 18 volume forecasts by brand, tap and pack, are generated by MarketingDemand Manager -generates base forecasts incorporating statistical trends, seasonality, public holidays etc; suppl

25、ies activities & competitors activities for previous month, previous yearTrade Marketing- provide deals + activities for months 1,2,3, trademark promosGroup Accounts - provide forward activity promotional planning for groups & Banner groups to Regional Sales Managers (RSMs)Region-Sales Managers - pr

26、ovide regional data (activities, events etc) which may change volumes and forecast for months 1-3Marketing - provide NPD Forecast data + months 4 - 18 by brand, pack and tap volumesProcess DescriptionApproved and agreed monthly forecast by region New promotional activities to close gap between forec

27、ast volume and target volume.Download file for use in operations in MFGPro generated MRP planning.Sales & Operational Planning (S&OP) deck inputs.Sales and Marketing Activity Plans (SMAP) deck outputsProcess OutputsRDP I2 - to statistically analyse historical sales data, using one of a range of stat

28、istically based algorithmsOracle Sales Analyser - to interrogate sales history and report data in a range of formats.Spreadsheet - to convert all inputs to monthly forecastsCurrent Systems SupportProcess InputsProcess Description22流程圖 -PowerPointCurrent Organization StructureDemand ManagerComprehens

29、ive knowledge of forecasting process and principles with analytical abilityDetailed understanding of sales regions and key influences, sales split by day, key events / functions, eg Olympics competitor action / reactions Knowledge of customer base / customer behaviour Industry knowledge/ and experie

30、nce Brand awareness and key driversSkills & Knowledge RequirementsForecast Accuracy- A class itemsTop 80% by volume of SKUs+/- 10%B class itemsNext 15% by volume of SKUs+/- 25%C class items Next 5% by volume of SKUs+/- 35%KPI target = 80% hit of SKUs within tolerance bands.Regional Sales Managers (R

31、SMs) accountable for regional forecast build and achievement of volumes to target. Not measured at present given top down influences on volume targets.Current Key Performance Metrics and TargetsMarketing/ Group Accounts/ Trade Mkting40%Demand Manager1 80%RSMs10%Pre-SMAP - SMAP0.5 days each processTr

32、ade Marketing responsible for documenting the activity plans to close gap between forecast and target volume.Group Accounts responsible for negotiating and documenting timing of SKU deals by account groupsMarketing are responsible for forecasting and developing New Product Developments initiatives p

33、lus forecast months 4- 18, attending Pre SMAP & SMAP.Demand Manager is accountable for liasing with above groups to incorporate activities as an overlay to the statistically generated forecast.Regional Sales Managers are tasked with developing a regional forecast “bottom up” for review against stati

34、stical forecast for months 1 - 3.Pre-SMAP & SMAP are working / consensus meetings to agree plans and market activity for months 1 - 3.Outstanding IssuesForecast is currently monthly buckets whereas weekly buckets would be more appropriate to how the business operates, eg MFGPro.Acceptance that NPD f

35、orecasts tend to be highly inaccurate eg, Amber Bitter, HPL, Sydney Bitter. RSMs dont forecast NPD, this is done by MarketingConditional forecast - high and low forecastUpload i2 into MFG-Pro. No firm zone in i2 to stop from changing numbers, with possible uploading more frequently than monthly.Macs

36、 & Liquorland do not communicate final sales forecasts or promos until 2 days before they are advertised. Prior monthly updates are overwritten.No communication of Pre SMAP / SMAP actions filtered down to RSMs and therefore there is a misalignment between accountability and controlMultiplication of

37、SKUs item numbers for a product (eg Tooheys Red Stubbies) on system results in people entering forecasts into the incorrect field in the systemKey StatisticsWeekly Sales forecast accuracy - Not measured as yetMonthly sales forecast accuracy ToleranceTargetActualClass A SKUs10%80%60%Class B SKUs25%80

38、%80%Class C SKUs35%80%70%Process Description23流程圖 PowerPoint (案例)startUpdate web releaseCheck related product name and policyPMBU OCNaming Committee(Marketing, Legal, TQM)DIRSubmit the product naming / Change request Submit the request by workflowProduct naming application by WorkflowUpdate in Ebiz

39、by BODRoleProcessIn OracleRelatedSystemUpdate in Agile by CE Agile TeamUpdate in Oracle Update in SMMIS by SMDUpdate in PR Tools by Intl Sales OperIn E-BizIn AgileIn SMMISENDProduct Naming PolicyProduct Naming and Change Control Process24流程圖 - WordProcess XProcess XEndAStartFlow ChartNameDescription

40、StartStart the processTransferTransfer from one process to anotherTransferTransfer from one process to another process not yet designedActionTake the actions in the processJudgmentMake decision to determine which flow to go nextEndingEnd the processSub-processContain sub-process to be developed in a

41、 separate pageConnectionContinue the process in the next pageDocumentGenerate documentation25流程圖 - Word26流程圖 Word (案例)B/E領(lǐng)取主板領(lǐng)取主板生產(chǎn)來(lái)料檢驗(yàn)、組裝生產(chǎn)來(lái)料檢驗(yàn)、組裝BDM打螺釘打螺釘Phase 測(cè)試測(cè)試Pre-AlertAlert 工位工位FQA 抽驗(yàn)抽驗(yàn)FQA CIT&CALL Test 抽驗(yàn)抽驗(yàn)Flexing賣到賣到DCDQA檢驗(yàn)員抽驗(yàn)檢驗(yàn)員抽驗(yàn)賣到賣到Packing外觀外觀ESNDMAIC28控制階段的常用工具控制階段的常用工具 成果標(biāo)準(zhǔn)化成果標(biāo)準(zhǔn)化: 標(biāo)準(zhǔn)操

42、作程序書標(biāo)準(zhǔn)操作程序書(SOP) 工作指南工作指南(WI-Working Instructor)下載地址下載地址: 文件快速查詢文件快速查詢”: 輸入輸入”SOP” or “QSP101QD_09”, “WI文件模板文件模板” or “QSP101QD_10”, 即可下載即可下載29IDAMRelease Date：2006-08-21Doc Code： T0014330控制圖控制圖(Control Chart)X Bar 管理圖R 管理圖 1 3 5 7 9 11 13 15 17 19 21 23 25X X Avg 1 3 5 7 9 11 13 15 17 19 21 23 25102

43、.00101.00100.00 99.00 98.00 97.00 96.00超出管理狀態(tài)(異常原因)UCLLCLUpper Control LimitLower Control Limit總平均Center Line7.006.005.004.003.002.001.000.00UCLRLCLR范圍平均Center LineX Bar : 平均值R:Range (Max - Min)R控制圖是種統(tǒng)計(jì)性方法，根據(jù)Sample Data對(duì)Process進(jìn)行Monitoring，分析Process的變化趨勢(shì)，早期預(yù)測(cè)問(wèn)題點(diǎn),并提前做好響應(yīng)預(yù)防準(zhǔn)備的方法31控制圖控制圖(案例案例)控制控制圖圖32成

44、果評(píng)估成果評(píng)估效果檢查效果檢查柱狀圖柱狀圖折線圖折線圖直方圖直方圖 過(guò)程能力指數(shù)過(guò)程能力指數(shù) 等進(jìn)行效果對(duì)比等進(jìn)行效果對(duì)比與對(duì)策實(shí)施前的現(xiàn)狀對(duì)比與對(duì)策實(shí)施前的現(xiàn)狀對(duì)比335782290 0100100200200300300400400500500600600Before KaizenBefore KaizenAfter KaizenAfter KaizenTest time(S)Test Cycle TimeACMDBeyond The GoalCompany L成果評(píng)估成果評(píng)估( (項(xiàng)目目標(biāo)項(xiàng)目目標(biāo)) )89.00%89.00%90.00%90.00%91.00%91.00%92.00%9

45、2.00%93.00%93.00%94.00%94.00%95.00%95.00%96.00%96.00%改善前改善前目標(biāo)目標(biāo)改善后改善后設(shè)備平衡率設(shè)備平衡率改善前改善前目標(biāo)目標(biāo)改善后改善后91.48%SMT設(shè)備平衡率設(shè)備平衡率35維修周期改進(jìn)項(xiàng)目匯報(bào)維修周期改進(jìn)項(xiàng)目匯報(bào) 效果評(píng)估：2.9125萬(wàn)元萬(wàn)元362.5萬(wàn)元萬(wàn)元/年！年！DMA I C36UTStarcom Confidential維修周期改進(jìn)項(xiàng)目匯報(bào)維修周期改進(jìn)項(xiàng)目匯報(bào) 效果評(píng)估：DMA I C37效益計(jì)算效益計(jì)算經(jīng)濟(jì)效益經(jīng)濟(jì)效益效益計(jì)算一般包括效益計(jì)算一般包括:生產(chǎn)直接成本和變動(dòng)成本的降低生產(chǎn)直接成本和變動(dòng)成本的降低固定成本的降低

46、固定成本的降低,如減少管理人員如減少管理人員現(xiàn)金流增加現(xiàn)金流增加,如庫(kù)存水平的降低如庫(kù)存水平的降低勞動(dòng)力解放勞動(dòng)力解放質(zhì)量成本質(zhì)量成本(COPQ)降低降低, 等等等等效益一般以每年效益一般以每年(12個(gè)月個(gè)月)為基準(zhǔn)為基準(zhǔn) 實(shí)際效益實(shí)際效益=產(chǎn)生的收益產(chǎn)生的收益- 投入的費(fèi)用投入的費(fèi)用社會(huì)效益社會(huì)效益財(cái)務(wù)審核認(rèn)可財(cái)務(wù)審核認(rèn)可38Cost Benefit AnalysisFactors include: Sources of financial benefitsQuantitativeQualitative Sources of costsDirectIndirectOne TimeOngoin

47、g Financial analysis using company preferred measures such asInternal Rate of Return (IRR)Net Present Value (NPV)Break-Even PointReturn on Equity (ROE)Etc. Timing of cost and benefits Sensitivity analysis of involved factors39效益計(jì)算效益計(jì)算 經(jīng)濟(jì)效益經(jīng)濟(jì)效益(舉例說(shuō)明舉例說(shuō)明)1. 機(jī)器折舊費(fèi)用節(jié)省機(jī)器折舊費(fèi)用節(jié)省:例如某例如某SMT設(shè)備價(jià)值設(shè)備價(jià)值100,000RMB

48、,5年折舊年折舊,其每小時(shí)單位成本其每小時(shí)單位成本=100,000/5(年年)/(12(月月) *27.5 (工作天工作天/月月) *22 (小時(shí)小時(shí)/天天) )=2.75RMB/Hr某某Kaizen項(xiàng)目改進(jìn)每小時(shí)節(jié)省項(xiàng)目改進(jìn)每小時(shí)節(jié)省5分鐘的分鐘的cycle time, 那么那么cost saving=5/60*2.75*(12*27.5*22)=1663RMB/year2. 人工費(fèi)用節(jié)省人工費(fèi)用節(jié)省:人工費(fèi)用因部門而異人工費(fèi)用因部門而異,可咨詢可咨詢Biz HR, 例如例如Supply chain 平均工資平均工資為為3000RMB/月月(含保險(xiǎn)含保險(xiǎn),住房公積金等住房公積金等), 其每小

49、時(shí)單位成本其每小時(shí)單位成本=3,000/22.5(天天/月月 )/8(小時(shí)小時(shí)/天天) =16.7RMB/Hr某某Kaizen項(xiàng)目人工節(jié)省平均每小時(shí)項(xiàng)目人工節(jié)省平均每小時(shí)10分鐘分鐘, 共有共有100人參與該類活人參與該類活動(dòng)動(dòng), 那么那么cost saving =100*(10/60)*16.7*(12*22.5*8)=602,000RMB/year40效益計(jì)算效益計(jì)算3. COPQ節(jié)省節(jié)省:COPQ包含四部分包含四部分:直接經(jīng)濟(jì)損失直接經(jīng)濟(jì)損失;客戶賠償客戶賠償;談判人員和出差費(fèi)談判人員和出差費(fèi)用用;內(nèi)部預(yù)防和檢測(cè)人員費(fèi)用內(nèi)部預(yù)防和檢測(cè)人員費(fèi)用.要同公司要同公司KPI和和COPQ計(jì)算相結(jié)合

50、計(jì)算相結(jié)合4. 原材料原材料,半成品半成品,成品等庫(kù)存的降低成品等庫(kù)存的降低;生產(chǎn)率生產(chǎn)率,良率良率提高提高;庫(kù)存周轉(zhuǎn)率提高庫(kù)存周轉(zhuǎn)率提高 帶來(lái)的費(fèi)用節(jié)省帶來(lái)的費(fèi)用節(jié)省:例如例如, 庫(kù)存周轉(zhuǎn)率由庫(kù)存周轉(zhuǎn)率由4提高到提高到5: 意味著庫(kù)存持有天數(shù)由意味著庫(kù)存持有天數(shù)由90天減少天減少到到73天天, 帶來(lái)的效益是占用資金減少帶來(lái)的效益是占用資金減少, 機(jī)會(huì)成本增加機(jī)會(huì)成本增加; 庫(kù)房成本庫(kù)房成本降低降低, 庫(kù)房管理人員減少庫(kù)房管理人員減少,管理費(fèi)用降低管理費(fèi)用降低; 隱形成本降低隱形成本降低, 呆滯物呆滯物料和過(guò)期物料的處理成本和損失大大降低料和過(guò)期物料的處理成本和損失大大降低 生產(chǎn)率和良率的提高

51、生產(chǎn)率和良率的提高: 單位時(shí)間效益增加帶來(lái)收益單位時(shí)間效益增加帶來(lái)收益, 廢品減少會(huì)廢品減少會(huì)帶來(lái)直接收益帶來(lái)直接收益, 機(jī)器使用率提高帶來(lái)收益機(jī)器使用率提高帶來(lái)收益, 人員節(jié)省帶來(lái)收益人員節(jié)省帶來(lái)收益41效益計(jì)算效益計(jì)算5. 效益計(jì)算效益計(jì)算:投入費(fèi)用投入費(fèi)用 (In) = 人工費(fèi)用人工費(fèi)用 + 實(shí)驗(yàn)花費(fèi)實(shí)驗(yàn)花費(fèi)產(chǎn)生效益產(chǎn)生效益 (Out) = 1+2+3+4 實(shí)際效益實(shí)際效益 (Profit) =產(chǎn)生效益產(chǎn)生效益 (Out) -投入費(fèi)用投入費(fèi)用 (In) 社會(huì)效益社會(huì)效益:市場(chǎng)份額擴(kuò)大市場(chǎng)份額擴(kuò)大, 收益增加收益增加客戶投訴減少客戶投訴減少, 返修減少返修減少, 費(fèi)用降低費(fèi)用降低, 名譽(yù)上

52、升名譽(yù)上升客戶滿意度大幅提高客戶滿意度大幅提高, 品牌進(jìn)一步加強(qiáng)品牌進(jìn)一步加強(qiáng)財(cái)務(wù)審核財(cái)務(wù)審核:人事部人事部: 對(duì)部門人數(shù)對(duì)部門人數(shù), 工資水平工資水平, 平均人工時(shí)的確認(rèn)平均人工時(shí)的確認(rèn)財(cái)務(wù)部財(cái)務(wù)部: 對(duì)固定資產(chǎn)的確認(rèn)對(duì)固定資產(chǎn)的確認(rèn), 對(duì)效益計(jì)算方法的認(rèn)可和對(duì)效益計(jì)算方法的認(rèn)可和 對(duì)結(jié)果的確認(rèn)對(duì)結(jié)果的確認(rèn), 核實(shí)核實(shí).42效益計(jì)算效益計(jì)算 (案例案例)效益評(píng)估效益評(píng)估 換料停機(jī)時(shí)間由換料停機(jī)時(shí)間由 原來(lái)的平均原來(lái)的平均2 27.7.8 89 9s/s/次減少到平均次減少到平均14.4914.49s/s/次每條線每小時(shí)換料停機(jī)次數(shù)依舊平均為次每條線每小時(shí)換料停機(jī)次數(shù)依舊平均為1010次則次則

53、EP-PCA EP-PCA 每日至少每日至少有有6 6條線使用單條線使用單Table,Table,每條每條SMTSMT線運(yùn)轉(zhuǎn)成本為線運(yùn)轉(zhuǎn)成本為115.26115.26USD/HUSD/H取取20032003年下半年下半年每月的平均值年每月的平均值: : (106.48+127.62+115.14+135.58+101.10+105.66)/6=115.26(106.48+127.62+115.14+135.58+101.10+105.66)/6=115.26USD,USD,則則每天節(jié)省成本每天節(jié)省成本(2(27.897.89-14.49)-14.49)* *1010* *24/360024/3

54、600* *6 6* *115.26115.26= =6 61717. .7979USDUSD每年節(jié)省成本每年節(jié)省成本: 6: 617.7917.79* *300300= =185337185337USDUSD43IDAMCost Saving:Production Cost SavingSpare parts and fixture Cost SavingManpower Cost SavingTotal Saving: RMB:3000K*5.05=15,150,000Approved By FinanceCompany L效益評(píng)估效益評(píng)估( (項(xiàng)目直接收益項(xiàng)目直接收益) )1.1.項(xiàng)目實(shí)

55、際收益項(xiàng)目實(shí)際收益=設(shè)備折舊節(jié)省費(fèi)用設(shè)備折舊節(jié)省費(fèi)用+人工節(jié)省費(fèi)用人工節(jié)省費(fèi)用-項(xiàng)目投入費(fèi)用項(xiàng)目投入費(fèi)用 = =￥301468+301468+￥88752-88752- ￥4436=￥385784￥0 05000050000100000100000150000150000200000200000250000250000300000300000350000350000400000400000改善前改善前目標(biāo)目標(biāo)改善后改善后實(shí)際收益實(shí)際收益改善前改善前目標(biāo)目標(biāo)改善后改善后￥0Company L2. 提高車間生產(chǎn)產(chǎn)能提高車間生產(chǎn)產(chǎn)能,減少外協(xié)生產(chǎn)比例減少外協(xié)生產(chǎn)比例效益評(píng)估效益評(píng)估( (項(xiàng)目直接收益

56、項(xiàng)目直接收益) )Company L1.減少庫(kù)房共用料調(diào)料問(wèn)題減少庫(kù)房共用料調(diào)料問(wèn)題,節(jié)約了節(jié)約了物料管理成本物料管理成本效益評(píng)估效益評(píng)估( (項(xiàng)目間接收益項(xiàng)目間接收益) )2.方便計(jì)劃安排工單方便計(jì)劃安排工單47成果推廣成果推廣, 下一項(xiàng)目目標(biāo)下一項(xiàng)目目標(biāo)成果推廣到成果推廣到其他平行單位其他平行單位其他工廠其他工廠 其他國(guó)家分廠其他國(guó)家分廠 團(tuán)隊(duì)合作，成員能力增長(zhǎng)（雷達(dá)圖）團(tuán)隊(duì)合作，成員能力增長(zhǎng)（雷達(dá)圖）下一個(gè)下一個(gè)Kaizen項(xiàng)目目標(biāo)項(xiàng)目目標(biāo)48IDAMIt can helpful for PHS/WIFI,GSM Q-Box and Dual model49IDAM1）Succeed using in PCS1400 2）Succeed using in CDM70753）Succeed using in CDM11224）Prepare using in PCS14055）Extend to T8050IDAM012345Bef