DMAIC-C階段(UT)

1、DMAIC改進法改進法 C控制階段控制階段2課程時間安排改進階段介紹改進階段介紹90 分鐘分鐘改進階段課堂練習改進階段課堂練習20 分鐘分鐘課堂休息課堂休息10 分鐘分鐘課堂練習點評課堂練習點評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控制階段課堂練習25 分鐘分鐘點評和總結點評和總結15 分鐘分鐘34.0 改進改進階段階段5.0 控制控制階段階段 執(zhí)行計劃執(zhí)行計劃 發(fā)布學到的經(jīng)發(fā)布學到的經(jīng)驗教訓驗教訓 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機會進機會 流程控制系統(tǒng)流程控制系統(tǒng) 執(zhí)行標準和程序書執(zhí)行標準和程序書 培訓培訓 團隊評估團隊評估 執(zhí)行計劃執(zhí)行計

2、劃 持續(xù)改進的文檔持續(xù)改進的文檔 復制及標準化報告復制及標準化報告開展試運行開展試運行總結經(jīng)驗教訓總結經(jīng)驗教訓推廣計劃推廣計劃確定持續(xù)改進的機會確定持續(xù)改進的機會確定已經(jīng)達到的目確定已經(jīng)達到的目標標.確定下一步的計劃確定下一步的計劃改進后的運作水平評估改進后的運作水平評估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測量測量階段階段目標目標主要行動主要行動可能用到的工具和技術可能用到的工具和技術主要交付產(chǎn)物主要交付產(chǎn)物5.0 控制階段4控制階段的目標n 確保過程在改進方法實施后繼續(xù)保持受保持受控狀態(tài)控狀態(tài)n 及時發(fā)現(xiàn)過程失控狀態(tài)并找出相應的特殊特殊原因，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設計使整個設計/ /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重要的且具有關鍵重要的且具有關鍵作用的工藝輸入作用的工藝輸入很多個輸入變量很多個輸入變量分析分析定義、測量定義、測量改進改進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改進后的運作水平評估（成果評估）改進后的運作水平評估（成果評估）效益評估效益評估成果標準化成果標準化總結經(jīng)驗教訓，團隊合作和個人能力成長總結經(jīng)驗教訓，團隊合作和個人能力成長推廣計劃推廣計劃確定持續(xù)改進的機會確定持續(xù)改進的機會確定已經(jīng)達到的

9、目標確定已經(jīng)達到的目標.確定下一步的計劃確定下一步的計劃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 . 運行圖運行圖 .過程能力測定過程能力測定 .柏拉圖柏拉圖 .FMEA . 甘特圖甘特圖*可參閱問題解決手冊可參閱問題解決手冊7控制階段的常用工具流程圖流程圖Microsoft Visio(簡單介紹簡單介紹)PowerPoint Word 成果標準化成果標準化,標準操作程序書標準操作程序書(SOP)工作指南工作指南(WI-Working Instructor)控制圖控制圖8Mi

15、crosoft Visio(簡單介紹)打開打開 Microsoft Visio9Microsoft Visio(簡單介紹)文字輸入連接線新模版模版顯示大小目標點擊/移動存盤10Microsoft Visio(簡單介紹)流程活動判斷文件數(shù)據(jù)庫/系統(tǒng)開始/結束數(shù)據(jù)子流程11Microsoft Visio(簡單介紹)打開打開 Microsoft Visio 一個新的流程模版一個新的流程模版基本流程跨部門流程因果分析12Microsoft Visio(簡單介紹)繪制流程圖：左鍵點擊圖形，拉至右側空白處繪制流程圖：左鍵點擊圖形，拉至右側空白處13Microsoft Visio(簡單介紹) 存盤，復制到存

16、盤，復制到Word文檔中文檔中 打開打開Word中復制的中復制的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(簡單介紹)例子例子15流程圖 -PowerPoint 關于圖形關于圖形 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 關于文字關于文字 圖標中的文字說明盡量主謂賓齊全圖標中的文字說明盡量主謂賓齊全 必要

17、時使用注釋文本必要時使用注釋文本 關于流程關于流程 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上，左邊的部門應在同一位置部門應在同一位置 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 to an

18、other 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 documentationStartEndAProce

19、ss 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 Des

20、cription19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-Be

21、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 Consens

22、us 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 is re

23、sponsible 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 Planning (S

24、&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; supplies

25、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 - provid

26、e 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 forecast

27、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 statisti

28、cally 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 ManagerComprehensive

29、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 experience

30、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 (RSMs)

31、 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 processTrade

32、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 plus

33、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 statistic

34、al 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 forec

35、asts 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 & L

36、iquorland 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 SKUs

37、 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%80%

38、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 by B

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

40、art 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 separa

41、te pageConnectionContinue the process in the next pageDocumentGenerate documentation25流程圖 - Word26流程圖 Word (案例)B/E領取主板領取主板生產(chǎn)來料檢驗、組裝生產(chǎn)來料檢驗、組裝BDM打螺釘打螺釘Phase 測試測試Pre-AlertAlert 工位工位FQA 抽驗抽驗FQA CIT&CALL Test 抽驗抽驗Flexing賣到賣到DCDQA檢驗員抽驗檢驗員抽驗賣到賣到Packing外觀外觀ESNDMAIC28控制階段的常用工具控制階段的常用工具 成果標準化成果標準化:標準操作程序書標準操作

42、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 25102.00101.00

43、100.00 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)計性方法，根據(jù)Sample Data對Process進行Monitoring，分析Process的變化趨勢，早期預測問題點,并提前做好響應預防準備的方法31控制圖控制圖(案例案例)控制控制圖圖32成果評估成果評估效果

44、檢查效果檢查柱狀圖柱狀圖折線圖折線圖直方圖直方圖 過程能力指數(shù)過程能力指數(shù) 等進行效果對比等進行效果對比與對策實施前的現(xiàn)狀對比與對策實施前的現(xiàn)狀對比335782290 0100100200200300300400400500500600600Before KaizenBefore KaizenAfter KaizenAfter KaizenTest time(S)Test Cycle TimeACMDBeyond The Goal編輯編輯ppt34UTStarcom Confidential成果評估成果評估( (項目目標項目目標) )89.00%89.00%90.00%90.00%91.00%

45、91.00%92.00%92.00%93.00%93.00%94.00%94.00%95.00%95.00%96.00%96.00%改善前改善前目標目標改善后改善后設備平衡率設備平衡率改善前改善前目標目標改善后改善后91.48%SMT設備平衡率設備平衡率35維修周期改進項目匯報維修周期改進項目匯報 效果評估：2.9125萬元萬元362.5萬元萬元/年！年！DMA I C36編輯編輯ppt維修周期改進項目匯報維修周期改進項目匯報 效果評估：DMA I C37效益計算效益計算經(jīng)濟效益經(jīng)濟效益效益計算一般包括效益計算一般包括:生產(chǎn)直接成本和變動成本的降低生產(chǎn)直接成本和變動成本的降低固定成本的降低固定

46、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,如庫存水平的降低如庫存水平的降低勞動力解放勞動力解放質量成本質量成本(COPQ)降低降低, 等等等等效益一般以每年效益一般以每年(12個月個月)為基準為基準 實際效益實際效益=產(chǎn)生的收益產(chǎn)生的收益- 投入的費用投入的費用社會效益社會效益財務審核認可財務審核認可38Cost Benefit AnalysisFactors include: Sources of financial benefitsQuantitativeQualitative Sources of costsDirectIndirectOne TimeOngoing

47、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效益計算效益計算 經(jīng)濟效益經(jīng)濟效益(舉例說明舉例說明) 機器折舊費用節(jié)省機器折舊費用節(jié)省:例如某例如某SMT設備價值設備價值100,000RMB,5年折

48、舊年折舊,其每小時單位成本其每小時單位成本=100,000/5(年年)/(12(月月) *27.5 (工作天工作天/月月) *22 (小時小時/天天) )=2.75RMB/Hr某某Kaizen項目改進每小時節(jié)省項目改進每小時節(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/year 人工費用節(jié)省人工費用節(jié)省:人工費用因部門而異人工費用因部門而異,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(含保險含保險,住房公積金等住房公積金等), 其每小時單位成本其

49、每小時單位成本=3,000/22.5(天天/月月 )/8(小時小時/天天) =16.7RMB/Hr某某Kaizen項目人工節(jié)省平均每小時項目人工節(jié)省平均每小時10分鐘分鐘, 共有共有100人參與該類活人參與該類活動動, 那么那么cost saving =100*(10/60)*16.7*(12*22.5*8)=602,000RMB/year40效益計算效益計算COPQ節(jié)省節(jié)省:COPQ包含四部分包含四部分:直接經(jīng)濟損失直接經(jīng)濟損失;客戶賠償客戶賠償;談判人員和出差費談判人員和出差費用用;內部預防和檢測人員費用內部預防和檢測人員費用.要同公司要同公司KPI和和COPQ計算相結合計算相結合 原材料

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

51、單位時間效益增加帶來收益單位時間效益增加帶來收益, 廢品減少會廢品減少會帶來直接收益帶來直接收益, 機器使用率提高帶來收益機器使用率提高帶來收益, 人員節(jié)省帶來收益人員節(jié)省帶來收益41效益計算效益計算效益計算效益計算:投入費用投入費用 (In) = 人工費用人工費用 + 實驗花費實驗花費產(chǎn)生效益產(chǎn)生效益 (Out) = 1+2+3+4 實際效益實際效益 (Profit) =產(chǎn)生效益產(chǎn)生效益 (Out) -投入費用投入費用 (In) 社會效益社會效益:市場份額擴大市場份額擴大, 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, 費用降低費用降低, 名譽上升名譽上升客戶滿意度大幅提高

52、客戶滿意度大幅提高, 品牌進一步加強品牌進一步加強財務審核財務審核:人事部人事部: 對部門人數(shù)對部門人數(shù), 工資水平工資水平, 平均人工時的確認平均人工時的確認財務部財務部: 對固定資產(chǎn)的確認對固定資產(chǎn)的確認, 對效益計算方法的認可和對效益計算方法的認可和 對結果的確認對結果的確認, 核實核實.42效益計算效益計算 (案例案例)效益評估效益評估 換料停機時間由換料停機時間由 原來的平均原來的平均2 27.7.8 89 9s/s/次減少到平均次減少到平均14.4914.49s/s/次每條線每小時換料停機次數(shù)依舊平均為次每條線每小時換料停機次數(shù)依舊平均為1010次則次則EP-PCA EP-PCA

53、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線運轉成本為線運轉成本為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* *24/360024/3600* *6 6* *11

54、5.26115.26= =6 61717. .7979USDUSD每年節(jié)省成本每年節(jié)省成本: 6: 617.7917.79* *300300= =185337185337USDUSD43IDAMCost Saving:v Production Cost Saving Spare parts and fixture Cost Saving Manpower Cost SavingTotal Saving: RMB:3000K*5.05=15,150,000Approved By Finance編輯編輯ppt44UTStarcom Confidential效益評估效益評估( (項目直接收益項目直接

55、收益) )1.1.項目實際收益項目實際收益=設備折舊節(jié)省費用設備折舊節(jié)省費用+人工節(jié)省費用人工節(jié)省費用-項目投入費用項目投入費用 = =￥301468+301468+￥88752-88752- ￥4436=￥385784￥0 05000050000100000100000150000150000200000200000250000250000300000300000350000350000400000400000改善前改善前目標目標改善后改善后實際收益實際收益改善前改善前目標目標改善后改善后￥0編輯編輯ppt45UTStarcom Confidential2. 提高車間生產(chǎn)產(chǎn)能提高車間生產(chǎn)產(chǎn)能

56、,減少外協(xié)生產(chǎn)比例減少外協(xié)生產(chǎn)比例效益評估效益評估( (項目直接收益項目直接收益) )編輯編輯ppt46UTStarcom Confidential1.減少庫房共用料調料問題減少庫房共用料調料問題,節(jié)約了節(jié)約了物料管理成本物料管理成本效益評估效益評估( (項目間接收益項目間接收益) )2.方便計劃安排工單方便計劃安排工單47成果推廣成果推廣, 下一項目目標下一項目目標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 其他國家分廠其他國家分廠 團隊合作，成員能力增長（雷達圖）團隊合作，成員能力增長（雷達圖）下一個下一個Kaizen項目目標項目目標48IDAMIt can helpful for PHS/WIFI,GSM Q-Box and Dual model49IDAM1）Succeed using in PCS1400 2）Su