生產(chǎn)績效分析與改善ppt課件

1、消費(fèi)績效分析與改善 Production Performance Management 內(nèi) 容第一天上午9:0012:00根底篇午餐12:00下午1:004:30體系審核篇第二天上午9:0012:00傳統(tǒng)目的篇午餐12:00 下午1:004:30現(xiàn)代目的篇培 訓(xùn) 內(nèi) 容規(guī)范衡量和業(yè)務(wù)決策 Criteria Measures and Business Decisions 傳統(tǒng)績效規(guī)范 Traditional Performance Criteria 會(huì)計(jì)系統(tǒng)和世界觀 Accounting Systems and Worldviews 現(xiàn)代衡量目的 Enlightened Measures 績效衡

2、量系統(tǒng) Performance Measurement Systems消費(fèi)績效分析與改善 Production Performance Management基 礎(chǔ) 篇批量消費(fèi)Mass Production消費(fèi)的歷史Approaches to Manufacturing1900s技術(shù)工人Skilled Craftsmanship精益消費(fèi)Lean Manufacturing1930s1960sToday手工消費(fèi)技術(shù)工人 高度任務(wù)驕傲感和稱心度 工位固定,每項(xiàng)任務(wù)都在同一工位做手工消費(fèi)手工安裝-單件消費(fèi)產(chǎn)量低質(zhì)量好價(jià)錢高批量消費(fèi)無需高技藝,每人只需做整個(gè)任務(wù)的一部分任務(wù)無驕傲感、不稱心采用消費(fèi)裝配線

3、 物料可通用批量單一產(chǎn)品講究產(chǎn)量,而非質(zhì)量價(jià)廉當(dāng)今消費(fèi)系統(tǒng)的方式 零浪費(fèi)Zero Tolerance for Waste 穩(wěn)定的消費(fèi)環(huán)境 A Stable Production Environment 客戶拉動(dòng)/即時(shí)供貨Customer “Pull / Just-in-Time Starting with Toyota in the late 50s and catching on in the mid 80s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for ma

4、nufacturers 來源于20世紀(jì)50年代豐田汽車公司，而在80中期被歐美企業(yè)紛紛采用。隨著微利時(shí)代的降臨，精益消費(fèi)方式成為企業(yè)競爭的有力武器精益思想和精益企業(yè)從60年代初,在Taiichi Ohno先生的指點(diǎn)下,豐田消費(fèi)系統(tǒng)(TPS)開場實(shí)施兩個(gè)實(shí)際: 1.消滅浪費(fèi) 2.有效時(shí)間管理(JIT)對全體員工的.經(jīng)過對員工所做任務(wù)的內(nèi)容和過程地改良,增 強(qiáng)員工對任務(wù)的控制和擁有感;提高問題處理才干,在短時(shí)間內(nèi)作出決議并提高產(chǎn)質(zhì)量量;公司的勝利-更好的個(gè)人就業(yè)保證;提高在任務(wù)區(qū)域的生活質(zhì)量;.精益思想的要點(diǎn)“精益釋義：精益 - 描畫詞：無肉或少肉，少脂肪或無脂肪，文體或措詞簡練反義詞： 肥胖的，

5、多肉的，過重的，不結(jié)實(shí)的，過分肥胖的，豐滿的，粗短的，肥大的，軟的精益消費(fèi)：經(jīng)過消除企業(yè)一切環(huán)節(jié)上的不增值活動(dòng)，來到達(dá)降低本錢、縮短消費(fèi)周期和改善質(zhì)量的目的精益思想的五個(gè)原那么精益消費(fèi)系統(tǒng)Value 價(jià)值站在客戶的立場上Value Stream 價(jià)值流從接單到發(fā)貨過程的一切活動(dòng)Flow 流動(dòng)象開發(fā)的河流一樣通暢流動(dòng)Demand Pull 需求拉動(dòng)按需求消費(fèi)Perfect 完美沒有任何事物是完美的不斷改良降低本錢， 改善質(zhì)量， 縮短消費(fèi)周期從經(jīng)濟(jì)學(xué)角度來看.Basic Economics 本錢利潤價(jià)錢Cost + Profit = Price市場決議價(jià)錢消費(fèi)商控制本錢利潤Market Deter

6、mined Price - Producer Controlled Cost = Profit增值是指改動(dòng)產(chǎn)品的根本性質(zhì),如:增值Vs.非增值Value Added Vs. Non Value Added Goal 1:非增值 增值七種浪費(fèi)Seven Classes of Waste 過量消費(fèi) Waste of overproduction 庫存 Waste of inventory 運(yùn)輸 Waste of transportation 等待 Waste of waiting 動(dòng)作 Waste of motion 不用要的過程 Waste of overprocessing 次品 Waste

7、of correctionDefinition:Producing More than NeededProducing Faster Than Needed過度消費(fèi)的浪費(fèi)Overproduction定義:消費(fèi)超越了需求消費(fèi)快過了需求Characteristics 特點(diǎn):Inventory Stockpiles 庫存積壓Extra Equipment 額外的設(shè)備 Extra Storage Racks 額外的倉儲(chǔ)架Extra Manpower 額外的人力Additional Floor Space 更多的任務(wù)場地Causes 緣由:Incapable Processes 過程才干低下Lack o

8、f Communication 缺乏交流Long Tool Changes 工具改換周期長Low Uptimes 方案工時(shí)利用率低 Lack of Stable / Consistent Schedules 缺乏穩(wěn)定 / 銜接的方案安排過度消費(fèi)的浪費(fèi)OverproductionDefinition:Rework of a Product or Service to Meet Customer Requirements矯正的浪費(fèi)Correction定義:為滿足客戶的要求，對產(chǎn)品或效力進(jìn)展的返工。Characteristics 特點(diǎn):Extra Time Required by Workforce

9、 to Inspect / Rework / Repair 工人需求額外的時(shí)間來檢查/返工/修繕Missed Shipments / Deliveries 錯(cuò)過了裝運(yùn)/交貨時(shí)間Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使組織變得被動(dòng) (疲于“救火，而不是采取各種預(yù)防措施)Causes 緣由:Incapable Processes 過程才干低下Operator Control Error 操作者控制失誤Insufficient Training 短少足夠的培訓(xùn)矯正的浪費(fèi)

10、CorrectionDefinition:Any movement of material that does not directly support a lean system.資料搬運(yùn)/運(yùn)輸?shù)睦速M(fèi)Transportation定義:任何不直接支持一個(gè)精益系統(tǒng)的資料挪動(dòng)。Characteristics 特點(diǎn):Extra Fork Trucks 額外的叉車Multiple Storage Locations 多處儲(chǔ)存地點(diǎn)Extra Facility Space 額外的設(shè)備空間Incorrect Inventory Counts 不正確的存貨清點(diǎn)Opportunity for Damage /

11、Floor Loss 存在損壞/喪失物品能夠Causes 緣由:Unleveled Schedules 方案安排不平衡Long Change Over Times 改換種類時(shí)間長Lack of Work Place Organization 任務(wù)場地缺乏組織Improper Facility Layout 設(shè)備規(guī)劃不當(dāng) Larger Buffer and Banks 緩沖庫存區(qū)過大資料搬運(yùn)/運(yùn)輸?shù)睦速M(fèi)TransportationDefinition 定義: Any movement of people or machines which does not contribute value to

12、 the product or service.任何對消費(fèi)和效力沒有帶來價(jià)值的人員或機(jī)器的運(yùn)動(dòng)。動(dòng)作的浪費(fèi)Waste of Motion Characteristics 特點(diǎn):Looking for Tools 尋覓工具Excessive Reaching / Bending 過度伸展/彎腰Machines / Material Too Far Apart (Walk Time) 機(jī)器/資料間隔過遠(yuǎn)步行的時(shí)間Shuttle Conveyors Between Equipment to Carry Parts 零件在設(shè)備間傳送帶上的來回傳送Extra 揃usy?Movements While W

13、aiting 等候期間的額外“忙亂 動(dòng)作Causes 緣由:Equipment, Office & Plant Layout 設(shè)備、辦公室和工廠的規(guī)劃不當(dāng)Lack of Work Place Organization 任務(wù)場地缺乏組織Poor Person / Machine Effectiveness 人員/機(jī)器效率不高Poor Ergonomic Design 人機(jī)工程方面的設(shè)計(jì)不好Inconsistent Work Methods 不一致的任務(wù)方法Large Batch Sizes 加工批量過大動(dòng)作的浪費(fèi)Waste of Motion Definition:Idle Time That

14、Is Produced When Two Dependent Variables Are Not Fully Synchronized.等候的浪費(fèi)Waste of Waiting 定義:當(dāng)兩個(gè)相關(guān)的變量 不完全同步時(shí)產(chǎn)生的停頓時(shí)間。Characteristics 特點(diǎn):Person Waiting for Machine 人員等候機(jī)器Machine Waiting for the Person 機(jī)器等候人員One Person Waiting for Another Person 一個(gè)人等候另一個(gè)人Unbalanced Operations (Work) 不平衡的操作任務(wù)Unplanned E

15、quipment Downtime 方案外停機(jī)Causes 緣由:Inconsistent Work Methods 不一致的任務(wù)方法Long Machine Change Over Times 機(jī)器設(shè)置時(shí)間長Poor Man / Machine Effectiveness 人員/機(jī)器效率不高Lack of Proper Machines 缺乏適宜的機(jī)器Lack of Equipment Resources 缺乏設(shè)備資源等候的浪費(fèi)Waste of Waiting Definition:Any supply in excess of process requirements necessary

16、to produce goods.庫存的浪費(fèi)Waste of Inventory 定義:任何超越消費(fèi)產(chǎn)品過程所需求的供應(yīng)。 Characteristics 特點(diǎn):Extra Space on Receiving Dock 在進(jìn)貨倉庫中占據(jù)額外的空間Stagnated Material Flow 物流停滯Massive Rework Campaigns When Problems Surface 當(dāng)出現(xiàn)問題時(shí)，不得不進(jìn)展大規(guī)模的返工Requires Additional Material Handling Resources (People, Equipment, Racks, Storage,

17、 Space / Systems) 要求更多的資料處置資源(人力、設(shè)備、貨架、倉庫、空間/系統(tǒng))Slow Response to Changes in Customer Demands 對客戶要求的改動(dòng)反響緩慢Causes 緣由:Incapable Processes 過程才干低下Long Change Over Times 改換種類時(shí)間長Management Decisions 管理決策不當(dāng)Local Optimization 部分最優(yōu)化Inaccurate Forecasting Systems 不準(zhǔn)確的預(yù)測系統(tǒng)庫存的浪費(fèi)Waste of Inventory DEFINITION:Effo

18、rt which adds no value to a product or service. Enhancements which are transparent to the customers, or work which could be combined with another process.過程的浪費(fèi)Waste of Processing 定義:對產(chǎn)品或效力附加的無效的任務(wù)，或可以結(jié)合在另一過程的任務(wù)。Characteristics 特點(diǎn):Process Bottlenecks 任務(wù)過程出現(xiàn)瓶頸Lack of Boundary Samples or Clear Customer

19、 Specifications 缺乏邊境樣品或明晰的客戶規(guī)格要求Endless Refinement 沒完沒了的修飾Redundant Approvals 過多的同意程序Extra Copies / Excessive Information 額外的復(fù)印件/過多的信息Causes 緣由:Engineering Changes Without Process Changes 工藝過程沒有隨著工程的更改而改動(dòng)New Technology Used in Other Processes 在其他工藝過程中運(yùn)用了新技術(shù)Decision Making at Inappropriate Levels 在不適

20、當(dāng)?shù)膶哟紊现贫ǖ臎Q策Ineffective Policies and Procedures 無效的政策和程序Lack of Customer Input Concerning Requirements 對客戶的有關(guān)要求缺乏了解過程的浪費(fèi)Waste of Processing 當(dāng) 庫 存 滿 時(shí).預(yù)備時(shí)間長庫存的海洋長途運(yùn)輸缺勤交流問題機(jī)器停工交付缺乏清潔任務(wù)質(zhì)量問題方案性差消費(fèi)線不平衡原資料廢品運(yùn)給客戶損失消費(fèi)時(shí)間用于尋覓資料和工具;由于妨礙物及其他潛在的危險(xiǎn)要素呵斥平安隱患;環(huán)境臟亂,呵斥次品及設(shè)備損壞;差的客戶呼應(yīng)性和能夠產(chǎn)生送貨過失;難以區(qū)分“好與差或“需求與不需求.在一個(gè)無序的任務(wù)環(huán)境

21、中.5S和目視管理 5S&Visual Management企業(yè)文化認(rèn)識Culture Awareness規(guī)范化任務(wù)Standardized Work改善Continuous Improvement-Kaizen防錯(cuò)Error Proofing快速切換Quick Changeover全員消費(fèi)維護(hù)Total Productive Maintenance看板物料控制Kanban Materials Control快速問題處理Team Problem Solving制約管理Constraints Management 精益消費(fèi)系統(tǒng)TPS/LPS1S-分別、丟棄Separate & Scrap 2S-

22、整理Straighten 3S-清潔Scrub 4S-規(guī)范化和推行Standardize & Spread5S-系統(tǒng)化Systemize什么是5S?1S-整理SEIRI 2S-整頓SEITON 3S-清掃SEISO 4S-清潔SEIKETSU5S-素養(yǎng)SEITSUKEProvide an environment that:意在提供一個(gè)環(huán)境: Is safe (平安) Eliminates waste(減少浪費(fèi)) Reduces total product cycle time(減少產(chǎn)品消費(fèi)周期)Supports the operator(支持操作工)5S目的平安與安康關(guān)鍵目的員工的鼓勵(lì)與參與質(zhì)

23、量本錢反響時(shí)間以人為天性了解, 遵照并能容易地被利用.緊急情況的指點(diǎn), 行動(dòng)和途徑張貼并回想在地面貼膠帶或油漆來指明事物在哪里, 可以防止運(yùn)輸?shù)幕靵y.人機(jī)工程的改良使物料能平安地傳送到操作工手中.一個(gè)清潔的環(huán)境能引導(dǎo)更好的安康形狀.改善平安與安康支持艱苦的變化引導(dǎo)人們完成他們的任務(wù).建立一個(gè)共同的認(rèn)識和目的.將艱苦的變化引導(dǎo)至任務(wù)區(qū)域以鼓舞士氣.鼓勵(lì)人們參與作為一個(gè)整體.改良員工的鼓勵(lì)和參與先進(jìn)先出的庫存體系被利用.零部件的適當(dāng)擺放有助于預(yù)防過失并提高反復(fù)運(yùn)用性.Boundary samples empower the operators to make an informed decisio

24、n.邊沿樣品可以協(xié)助操作任務(wù)出決議Increased visibility of problems allows them to be addressed quickly.添加問題的可見度能快速地找出根源改良質(zhì)量選用合理的物料傳送設(shè)備, 單元陳列及工位設(shè)計(jì)可以實(shí)現(xiàn)減少巡視時(shí)間和查找時(shí)間. Reduce walk time and search time for parts is realized through proper parts presentation devices, cell arrangement and workstation design.超越或小于最小/最大限制庫存情況的

25、簡單識別及規(guī)范包裝數(shù)量的識別Easy identification of over and under stock situations with Min./Max. limits and standard pack quantities identified. 取消一切不適宜在任務(wù)區(qū)域防止浪費(fèi)的事物Elimination of anything that does not fit the Purpose of the work area prevents waste.對運(yùn)輸, 零部件, 工具及信息的合理的定位能更好地取消浪費(fèi). Elimination of waste is enhanced

26、 through proper location of supplies, parts, tools and information.降低本錢經(jīng)過以人為本的實(shí)際及對節(jié)拍時(shí)間的了解, 我們實(shí)現(xiàn)了對客戶的支持.Customer support is achieved through the use of People Focused Practices and understanding Takt time.經(jīng)過對廠區(qū)信息溝通板, 區(qū)域信息板及安東系統(tǒng)更多的了解,我們改良了交流溝通. Communication is improved through increased awareness wit

27、h Plant Communication Boards, Area Information Boards, and Andon systems.任務(wù)場地組織是一個(gè)支持快速設(shè)置/換型及提高靈敏性的一個(gè)本質(zhì)性的工具. Workplace Organization is an essential tool in supporting quick set-up / change-over and flexibility. 一個(gè)良好的有序的任務(wù)場地能識別非正常形狀及所需的及時(shí)關(guān)注. A well-organized workplace identifies abnormalities that dem

28、and immediate attention.提高反響時(shí)間 (溝通)目 視 管 理目視管理是5S勝利的關(guān)鍵，它經(jīng)過直觀的文字、圖表、標(biāo)識、顏色等方法來控制和簡化任務(wù),如:紅單；視板；區(qū)域劃分線；庫存形狀；.目視管理要素Workplace Organization and StandardizationPrevent Defects and ErrorsVisual Display5 KeysVisual ControlVisual Display5 SShare Information 場地組織是實(shí)現(xiàn)人, 機(jī), 料三者的有機(jī)結(jié)合. Workplace Organization is the

29、interface between people, machine and material where visual control is used along with a location for everything and the elimination of all non-essential items, in order to support the employee. 目視控制協(xié)助快速反響. Visual Controls provide standardized rapid feedback of information relating to process status

30、 which assists employees in making decisions定 義標(biāo) 準(zhǔn) 化 工 作 是 的任務(wù)方法規(guī)范消費(fèi)節(jié)拍過程作業(yè)順序換線換摸過程設(shè)備工裝檢查工藝過程文件質(zhì)量檢查內(nèi)容什么是規(guī)范化任務(wù) ?員工在任何時(shí)間任務(wù)順序是一致的;裝配方法書面化并在工廠予以張貼;每天運(yùn)用一樣的工具和機(jī)器進(jìn)展消費(fèi);任何時(shí)間資料放置在同樣的地方;每班員工裝配的方式是一致的;.規(guī)范化消費(fèi)的根本目的尋求并運(yùn)用最好、最平安、最容易的任務(wù)方法將質(zhì)量、平安、控制WIP及消費(fèi)率融入每個(gè)步驟，使消費(fèi)具有可預(yù)見性，繼續(xù)性并堅(jiān)持穩(wěn)定改動(dòng)卦容易(繼續(xù)改良)發(fā)現(xiàn)浪費(fèi)區(qū)域-時(shí)機(jī)規(guī)范化任務(wù)改善規(guī)范化任務(wù)改善規(guī)范化任務(wù)改

31、 善KaizenKai =改動(dòng)Zen =好、更好根本理念是全體員工在各自的任務(wù)區(qū)域內(nèi)進(jìn)展小規(guī)模地、繼續(xù)地、增值地改動(dòng)以產(chǎn)生積極影響。Continuous Improvement防 錯(cuò) ( Poka-Yoke)是指經(jīng)過設(shè)計(jì),工藝或是防錯(cuò)設(shè)備去除一切潛在錯(cuò)誤緣由.防錯(cuò)可以在設(shè)備,資料和人上加以運(yùn)用.防錯(cuò)的四個(gè)層次:可以 OK好 Good更好 Better最好 Best快 速 切 換快速切換是一個(gè)構(gòu)造化的的過程:縮短消費(fèi)不同產(chǎn)品之間的預(yù)備時(shí)間;提高制造才干,靈敏性和質(zhì)量;Goal 1: 內(nèi)部切換時(shí)間 外部改換時(shí)間Goal 2: 減少更切所需人員全員消費(fèi)性維護(hù)是 :維護(hù)消費(fèi)設(shè)備的構(gòu)造化方法;由維修小組

32、擔(dān)任,全體員工參與;每個(gè)操作人員擔(dān)任做一些簡單的維護(hù)檢查.目的:零缺陷!零停機(jī)!看板(Kanban)和一物流一種消費(fèi)控制方法,用于:只消費(fèi)客戶所需的產(chǎn)品;只在客戶需求的時(shí)候消費(fèi);只消費(fèi)客戶需求的數(shù)量.看 板 是 1工位2工位3工位 用戶裝配過程看板過程大幅度減少,消滅浪費(fèi):過量消費(fèi)庫存運(yùn)輸 供應(yīng)商拉 動(dòng) Vs. 推 動(dòng)拉動(dòng)式Pull:準(zhǔn)確的產(chǎn)量實(shí)踐耗費(fèi)量小批量少量存貨減少浪費(fèi)目視管理溝通暢達(dá)推進(jìn)式Push:產(chǎn)量預(yù)測估計(jì)運(yùn)用量大批量大量存貨浪費(fèi)“救火式管理溝通不暢拉 動(dòng) 信 號卡片貨箱電腦符號電子符號暗燈8-D處理問題的步驟0.認(rèn)識問題1.建立團(tuán)隊(duì)2.確定量度和趨勢圖3.遏制病癥4.根本緣由分析

33、5.選擇糾正措施6.驗(yàn)證行動(dòng)措施7.防止8.封鎖制 約 管 理制約是瓶頸或是缺陷。制約可分為二類:有形的容易看見：在過程中一些固有的有形限制, 如：機(jī)器,空間,操作人員,零部件放置地點(diǎn)等。政策或程序不容易看見：任何不可觸及的但會(huì)影響體系表現(xiàn)的, 如：糟糕的任務(wù)指點(diǎn),培訓(xùn)程序。精益消費(fèi)體系及時(shí)供貨Just in Time“The right part at the right time in the right amount先決條件Preconditions延續(xù)流動(dòng)Continuous Flow拉動(dòng)系統(tǒng)Pull System客戶節(jié)拍Takt Time平衡消費(fèi)Level Production最正確

34、質(zhì)量Best Quality 最低本錢Lowest Cost 最短周期Shortest Lead TimThrough Shortening the Production Flow By Eliminating Waste 質(zhì)量保證Built in Quality消費(fèi)線停頓Andon-Line StopManualAutomate防錯(cuò)Error Proofing目視控制Visual Controls消費(fèi)運(yùn)作穩(wěn)定性O(shè)perational Stability面向操作人員People Focused Practices 穩(wěn)定的產(chǎn)品和過程Robust Products & Processes全員消費(fèi)維

35、護(hù)Total Productive Maintenance供應(yīng)商參與Supplier InvolvementFlexible, Capable,Highly MotivatedPeople消費(fèi)績效分析與改善 Production Performance Management體系審核篇制造系統(tǒng)差距評價(jià)跟蹤目的如何評價(jià)呢?評 價(jià)5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單工廠可視化管理工廠可視化管理工廠可視化管理工廠可視化管理工廠可視化管理工廠總體評審雷達(dá)圖消費(fèi)績效分析與改善 Production Performance Manage

36、ment傳統(tǒng)目的篇以往的方法Yesterdays Way批量消費(fèi)Batch Manufacturing高產(chǎn)Maximum Volume庫存作為緩沖功能Inventory Buffers片面強(qiáng)調(diào)單個(gè)工人, 部門和設(shè)備Focus on Individual Workers, Departments, Machines報(bào)廢和返工Scrap and Rework Expected以產(chǎn)定銷Sales Limited by Manufacturing高價(jià)收回本錢Costs Recovered via Pricing以往的方法Yesterdays Way工程特征設(shè)計(jì)Design for Engineerin

37、g Features消除直接工Elimination of Direct Labor產(chǎn)品區(qū)分戰(zhàn)略Product Differentiation to Increase volume and Market Share專注外部財(cái)務(wù)報(bào)告Accounting Focus on External Financial Reporting注重贏利Emphasis on Profitability產(chǎn)品周期長Long Product Cycle Time當(dāng)今觀念World-Class Views繼續(xù)性工藝流程Continuous Process Flow員工參與Employee Involvement供應(yīng)商參與

38、Supplier Involvement消除浪費(fèi)Elimination of Waste消除偏向Elimination of Variation目視控制Visual Control全球化競爭Global Competition產(chǎn)品和技術(shù)的快速變化Rapid Change in Competitive Products and Technology當(dāng)今觀念World-Class Views制造性設(shè)計(jì)Design for Manufacturability客戶價(jià)值最大化設(shè)計(jì)Design for Customer Value滿足客戶的需求Meeting Customer Needs財(cái)務(wù)為繼續(xù)改良和管

39、理變化Accounting focus on Providing information for improvement and facilitating change繼續(xù)改良Emphasis on Continuous Improvement產(chǎn)品周期短Short Product Cycle Time規(guī)范丈量和業(yè)務(wù)決策Criteria Measures & Business Decision決策和過程評價(jià)Decision-making and assessment process:目的Objectives規(guī)范Criteria評價(jià)可選行動(dòng)道路，選擇行動(dòng)道路Assess Alternative C

40、ourses of Actions, Choose Course of Action采取行動(dòng)，丈量行動(dòng)Take Action, Measure Action評價(jià)行動(dòng)結(jié)果，決議下一個(gè)行動(dòng)道路。Assess Results of Action, Decide on Next Course of Action傳統(tǒng)績效規(guī)范 規(guī)范和偏向 Standards and Variances直接勞動(dòng)消費(fèi)率 Direct Labor Productivity普通管理費(fèi)用分?jǐn)偤椭苯觿趧?dòng)力 Overhead Allocation and Direct Labor機(jī)器運(yùn)用率 Machine Utilization消費(fèi)和

41、運(yùn)作規(guī)范 Production and Operations Criteria質(zhì)量要求 Quality Requirements直接勞動(dòng)消費(fèi)率規(guī)范直接勞動(dòng)力本錢Standard DL Cost規(guī)范直接勞動(dòng)力時(shí)間單位本錢Standard DL Time per unit cost規(guī)范直接勞動(dòng)力報(bào)答Earned Standard DL Dollars效率直接勞動(dòng)力DL Efficiency直接勞動(dòng)力消費(fèi)率DL Productivity直接勞動(dòng)力運(yùn)用率DL Utilization強(qiáng)調(diào)目的：原那么 注重競爭才干 Competitive Focus 注重明晰的和具有常識性的目的 Emphasis on

42、Clear, Commonsense Measures 注重趨勢和長期的繼續(xù)改良 Emphasis on Trends and Long Term Improvement 績效衡量系統(tǒng)戰(zhàn)略聚焦 Strategic Focus財(cái)務(wù)和非財(cái)務(wù)衡量目的 Financial and No financial Measures決策聚焦 Decision-Making Focus指點(diǎn)和鼓勵(lì) Direction and Motivation績效衡量的選擇 Selecting Performance Measures Case Study目的Metrics-SMART GOAL詳細(xì)的Specific可丈量的Me

43、asured互一樣意的Agreed現(xiàn)實(shí)的Realistic基于時(shí)間方案進(jìn)度的Time based質(zhì)量Quality外部客戶退貨Customer RPPM25PPM內(nèi)部質(zhì)量不合格率FTQ95%稼動(dòng)率開機(jī)率Uptime90%報(bào)廢Scrap0.6% of Cost of Goods Manufactured制造本錢Manufacturing Cost/Expense制造單位本錢Manufacturing Cost/Unit加班Overtime20%速度Fast發(fā)運(yùn)方案達(dá)成率Ship Window Compliance% (On Time Shipments)=100%庫存周轉(zhuǎn)次數(shù)Inventory

44、Turns總產(chǎn)品周期TPCT消費(fèi)方案達(dá)成率Schedule Attainment %95%瓶頸切換時(shí)間減少Bottleneck Changeover Time Reduction強(qiáng)大Great損失任務(wù)天數(shù)LWD Rate=0合理化建議Suggestion Program=100%內(nèi)部消費(fèi)率Productivity (Plant)-Pieces per Labor Hour外部消費(fèi)率Sales per EmployeeCase Study制造關(guān)鍵目的消費(fèi)運(yùn)作Operational勞動(dòng)力本錢Labor $ per Commodity本錢降低Cost Reduction Process采購費(fèi)用Pur

45、chasing Burden $ per Commodity庫存周轉(zhuǎn)次數(shù)Inventory Turns入廠物流費(fèi)用Total Inbound Freight as % of Materials質(zhì)量交期Quality/Delivery客戶拒收Customer Rejected Products客戶埋怨Customer Concerns工廠發(fā)運(yùn)Plant Delivery工程更改TECAs Open供應(yīng)商拒收Supplier Rejects供應(yīng)商發(fā)運(yùn)Supplier Delivery工廠內(nèi)部拒收Plant Internal Rejects Product制造關(guān)鍵目的人力資源H.R.平安率Safet

46、y Rate缺勤率Absenteeism離任率Turnover制造關(guān)鍵目的消費(fèi)績效分析與改善 Production Performance Management現(xiàn)代目的篇價(jià)值流圖和總產(chǎn)品周期 Value-Stream Mapping (VSM)& Total Product Cycle Time (TPCT)價(jià)值流圖Value Stream Map - Visual representation of overall activities (Value added / Non-value added ) in an operation.描畫一切活動(dòng): 增值和非增值.消費(fèi)控制總裝分裝供應(yīng)商.客戶

47、IMon. + Wed.IIMon. + Wed.Cycle= 45 secC/Over = 5 min. 2 Shifts2% ScrapCycle= 2 secC/Over = 90 min. 1 Shifts10% Scrap3 Days5 Days4 Min.8 Min.2 Days10.01 Days0.01 Days= 0.1% VA20,000 pc/monthSteel CoilDaily Production Order價(jià)值流圖例子Process Flow工藝流程Material Flow物流Information Flow信息流價(jià)值流圖流當(dāng)今觀念World-Class Vi

48、ews繼續(xù)性工藝流程Continuous Process Flow員工參與Employee Involvement供應(yīng)商參與Supplier Involvement消除浪費(fèi)Elimination of Waste消除偏向Elimination of Variation目視控制Visual Control全球化競爭Global Competition產(chǎn)品和技術(shù)的快速變化Rapid Change in Competitive Products and Technology當(dāng)今觀念World-Class Views制造性設(shè)計(jì)Design for Manufacturability客戶價(jià)值最大化設(shè)計(jì)D

49、esign for Customer Value滿足客戶的需求Meeting Customer Needs財(cái)務(wù)為繼續(xù)改良和管理變化Accounting focus on Providing information for improvement and facilitating change繼續(xù)改良Emphasis on Continuous Improvement產(chǎn)品周期短Short Product Cycle Time現(xiàn)代衡量目的分類消費(fèi)率Productivity資產(chǎn)利用率Assets Utilization庫存Inventory消費(fèi)整備時(shí)間Setup Time提早期Lead Time場地

50、布置Layout設(shè)備Equipment質(zhì)量Quality方案Schedule簡化Simplification供應(yīng)商Suppliers & 其它目的Other Measures 計(jì)算練習(xí)其中銷貨本錢COGS練習(xí): 消費(fèi)率Productivity總?cè)祟^數(shù)消費(fèi)率Total Head Count Productivity (HCP)工資每元產(chǎn)出數(shù)Units per Payroll Dollar (UPD)人均增值數(shù)Value-added per Employee (VAE)工資每元增值數(shù)Value-added per Payroll Dollar (VAP)練習(xí): 資產(chǎn)利用率Assets Utiliz

51、ation總資產(chǎn)報(bào)答Return on Total Assets (ROTA)資產(chǎn)周轉(zhuǎn)次數(shù)Asset Turnover練習(xí): 庫存Inventory庫存天數(shù)Days of Inventory (DOI)在制品周轉(zhuǎn)次數(shù)WIP Turns消費(fèi)整備時(shí)間Setup Time提早期Lead Time制造周期Manufacturing Lead Time (M)客戶呼應(yīng)周期Customer Lead Time (C)周期比率Lead Time Ratio (M/C)供應(yīng)商供貨周期Supplier Lead Time運(yùn)輸間隔Distance Traveled定單更改次數(shù)Order Changes新產(chǎn)品開發(fā)周

52、期Product Development Time場地布置Layout每種產(chǎn)品的裝配面積Assembly Space per Product (SPP)存儲(chǔ)面積利用率Storage Space Usage (SSU)物品受損率Damaged Goods Rate (DGR)產(chǎn)品流程間隔Distance per Unit (DPU)設(shè)備Equipment設(shè)備利用率Equipment Availability人工效率Performance Efficiency質(zhì)量合格率Rate of Quality設(shè)備價(jià)值利用率Dollar Utilization設(shè)備缺點(diǎn)率Failure Rate (FR)設(shè)備前

53、后缺點(diǎn)間的平均時(shí)間Mean Time Between Failures (MTBF)質(zhì)量Quality面向流程Process-Focused流程完成率Percent of Parts starting a process that do not finish不合格品率Percent of Parts that have at least one defect報(bào)廢率Percent of Parts that are scrapped 返工率Percent of Parts that are reworked發(fā)貨過失率Number of errors per order shipped供應(yīng)商不合格

54、品率Percent of Vendor-supplied parts that are defective統(tǒng)計(jì)過程控制工序百分比Percent of processes in statistical control過程才干大于2.0的工序百分比Percent of processes with Cpk at least 2.0質(zhì)量Quality面向客戶Customer-Focused客戶埋怨數(shù)Number of Customer complaints客戶退貨數(shù)Number of Customer Returns準(zhǔn)時(shí)交貨率Percent of deliveries on time交貨準(zhǔn)確率Per

55、cent of deliveries that are correct交貨件數(shù)準(zhǔn)時(shí)率Percent of units delivered on time客戶的期望與觀念Customer opinions about product or service quality level regarding features that they think are important方案Schedule方案遵守率Adherence to Schedule (Linearity Index)發(fā)貨次數(shù)準(zhǔn)時(shí)率Jobs shipped on time (JSOT)發(fā)貨件數(shù)準(zhǔn)時(shí)率Units shipped on

56、 time (USOT)方案有效性Schedule Validity方案變卦次數(shù)Number of Changes to the schedule產(chǎn)出Throughout定期完成百分比Percent of period total produced簡化Simplification不同產(chǎn)品的種類數(shù)Total Number of Different Parts非標(biāo)零件的比例數(shù)Percent of Nonstandard Parts過程中工序數(shù)與文件數(shù)Number of Steps and Procedures in a Process供應(yīng)商Suppliers供應(yīng)商延遲率Percent of lat

57、e units and deliveries交貨偏向Delivery variability缺陷率Percent defects免檢率Percent of items received guaranteed 100% defect free供應(yīng)商數(shù)量Total number of suppliers其它目的Other Measures訪問工廠客戶數(shù)量Number of customer visits to the factory.新團(tuán)隊(duì)員工比例Percentage of people working on new teams.提升員工技藝所破費(fèi)的時(shí)間與本錢Hours or dollars de

58、voted to upgrading peoples skills.經(jīng)理用在客戶與員工的時(shí)間比例Managers Percentage of time spent out of the office and with customers and employees.獲獎(jiǎng)次數(shù)Number of awards given for interesting failures.客戶需求的反響速度Speed of response to customer needs.其它目的Other Measures因創(chuàng)新的獲獎(jiǎng)次數(shù)Number of awards given for innovative ideas.消除組織界限的行為次數(shù)Number of acts of organizational boundary-bashing.銷售額中的研發(fā)費(fèi)用R&D expenditure as a percent of sales.員工培訓(xùn)費(fèi)用Percent of payroll per employee spent on education and training.提出與實(shí)施的合理化建議Number of suggestions generated and implemented.自創(chuàng)數(shù)Number of ideas “swiped fr