GMDAEWOO-標(biāo)準(zhǔn)化培訓(xùn)教材課件

1、Standardization標(biāo)準(zhǔn)化GMS員工參與標(biāo)準(zhǔn)化制造質(zhì)量縮短制造周期持續(xù)改進(jìn)第1頁，共79頁。ManufacturingProcess ValidationIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceS

2、cheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesGMSStandardization標(biāo)準(zhǔn)化Vision/Missio

3、nManagementby TAKT TimeShop FloorManagementQualified PeopleProductQualityStandardsQualitySystemManagementLean Design of Facilities, Equipment,Tooling and LayoutEarly Mfg. and DesignIntegration (DFM / DFA)Small LotPackagingControlledExternal Transportation第2頁，共79頁。Standardization標(biāo)準(zhǔn)化What is it? 是什么？ G

4、roup Discussion小組討論第3頁，共79頁。Standardization is a dynamic process by which we set standards of terminology, principles, methods, and processes within our organization.標(biāo)準(zhǔn)化是指在我們的組織內(nèi)部對(duì)各種術(shù)語、原則、方法及工藝建立標(biāo)準(zhǔn)的動(dòng)態(tài)過程。Definition of Standardization標(biāo)準(zhǔn)化的定義Standardization 標(biāo)準(zhǔn)化第4頁，共79頁。The purpose of standardization is

5、to reduce variation and stabilize, so as to achieve a base from which to grow and improve.標(biāo)準(zhǔn)化的目的是減少變化與維持穩(wěn)定，在此基礎(chǔ)上進(jìn)步與提高。Purpose of Standardization標(biāo)準(zhǔn)化的目的Standardization標(biāo)準(zhǔn)化第5頁，共79頁。Standardization 標(biāo)準(zhǔn)化Why Is Standardization Important? 為什么標(biāo)準(zhǔn)化很重要？SAFETY 安全QUALITY質(zhì)量COMMON DIRECTION共同方向JD Powers#1PRODUCTIVIT

6、Y產(chǎn)量第6頁，共79頁。What Happens When We Do Not Have Good, Clear Standards?若沒有良好、明晰的標(biāo)準(zhǔn)會(huì)怎樣？Example: 2000 U.S. Presidential Elections: Variation in Voting Machines & Methods Caused Major Election Controversy事例：2000年美國總統(tǒng)大選： 投票機(jī)器與方式的不一致導(dǎo)致重大選舉紛爭第7頁，共79頁。Standardization 標(biāo)準(zhǔn)化“THE WEDGE” TO STABILIZE BEST PRACTICE“楔

7、子”楔牢最優(yōu)方法 Continuous Improvement不斷改進(jìn)Change改變WorldClass世界領(lǐng)先水平第8頁，共79頁。Standardization 標(biāo)準(zhǔn)化A Standard Is The Best Current Practice Based On Many Peoples Experience & Lessons Learned, so標(biāo)準(zhǔn)是基于多數(shù)人的經(jīng)驗(yàn)教訓(xùn)得來最優(yōu)現(xiàn)行方法，所以DONT SHORTCUT THE STANDARD!切勿縮短標(biāo)準(zhǔn)！BAD THINGS COULD HAPPEN, ESPECIALLY SAFETY & QUALITY PROBLEMS

8、不良的事故會(huì)發(fā)生，尤其是安全及質(zhì)量問題。IF YOU DONT LIKE THE STANDARD, TRY TO CHANGE IT, BUT NEVER SHORTCUT IT.若你不滿意這個(gè)標(biāo)準(zhǔn)，試著改變它，切勿走捷徑。StandardShortcut第9頁，共79頁。What Happens When We Do Not Follow Standards?如果不遵照標(biāo)準(zhǔn)會(huì)怎樣？EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDUREU.S SUBMARINE HITS JAPANESE FISHING BOAT - SURF

9、ACING PROCEDURE NOT FOLLOWEDEXXON VALDEZ OIL SPILL CAPTAIN DID NOT FOLLOW STANDARDSGERMAN PLANE CRASHES IN SWITZERLAND AIR TRAFFIC CONTROL PROCEDURES IGNORED每年都有人死于不遵循關(guān)閥規(guī)定美國潛艇擊沉不遵守海面規(guī)定的日本漁船德國忽視空中飛行條例在瑞士墜毀船長不遵循標(biāo)準(zhǔn)導(dǎo)致EXXON 瓦爾迪茲石油泄露第10頁，共79頁。STANDARDIZATION EXERCISE標(biāo)準(zhǔn)化練習(xí) Think of any example inside or ou

10、tside work where standards not being followed led to a bad situation 想想工作中或其它不遵守標(biāo)準(zhǔn)導(dǎo)致不良事件發(fā)生的例子。 Discuss as a team and report Take 5 minutes 小組討論、匯報(bào)-5分鐘第11頁，共79頁。Always Remember The Priorities牢記的重點(diǎn)Safety 安全People 員工Quality 質(zhì)量Responsiveness 響應(yīng)Cost 成本Importance重要For Example, Sometimes We Have To Sacrifi

11、ce Efficiency To Achieve Safety例如：有時(shí)我們必須為了安全而犧牲效率第12頁，共79頁。MAKE RULE 制訂條例TEACH RULE 講授條例KEEP RULE 遵守條例DO THE RIGHT THING!做合理的事情LEAD BY EXAMPLE!榜樣領(lǐng)導(dǎo)第13頁，共79頁。Standardization On A Broader Scale Leads to Communization 更大范圍的標(biāo)準(zhǔn)化以達(dá)到共有化 One “Language” 同一語言 Common Principles 通用原則 Common Methods 通用方法 Common

12、Processes 通用程序第14頁，共79頁。Standardization vs. Commonization標(biāo)準(zhǔn)化與共有化 If one family made a recipe for their Kimchi, then it would be Standardized. 如果一個(gè)家庭為其泡菜定個(gè)菜譜，就是標(biāo)準(zhǔn)化。 But all families are still different so we are not Commonized (sometimes common is not appropriate).但是每個(gè)家庭做法不一樣則沒有達(dá)到共有化。（有時(shí)共同的并非是正確的）第15

13、頁，共79頁。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTota

14、l ProductiveMaintenanceControlledExternal TransportationLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementO

15、penCommunicationProcessValuesVision/MissionShop FloorManagementStandardization 標(biāo)準(zhǔn)化Early Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutScheduledShipping /ReceivingWorkplaceOrganization工作場(chǎng)地布置第16頁，共79頁。Workplace Organization工作場(chǎng)地布置What is it? 指什么？Group Disc

16、ussion 小組討論第17頁，共79頁。WPO Motto: 工作場(chǎng)地布置口號(hào)“A place for everything and everything in its place”所有工作的場(chǎng)地，所有工作井井有序。第18頁，共79頁。Workplace Organization, 5S工作場(chǎng)地布置, 5SPut order to the workplace by making Standards that allow “out-of-standard” conditions to be visible!制定標(biāo)準(zhǔn)使工作場(chǎng)地井井有序，并使非標(biāo)準(zhǔn)的東西暴露出來。第19頁，共79頁。Where i

17、s Workplace Organization Important? 哪些工作場(chǎng)地布置重要？On the shop floor. . . 車間地面. . . in the office!辦公地點(diǎn)第20頁，共79頁。How is workplace organization done?怎樣布置工作場(chǎng)地？Workplace Organization工作場(chǎng)地布置5S5 Self Discipline/ Cont. Improvement不斷改進(jìn)4 Sustain/Maintain 維護(hù)2 Sort/Standardize 整頓1 Sift/Clear 整理3 Sweep/Clean 清掃/清潔第2

18、1頁，共79頁。Sift/Clear 整理Divide the needed and not needed items at the job site, and quickly remove the unneeded items. 區(qū)分開工作場(chǎng)所中必要和不必要的東西，迅速將不必要的東西清除。Areas of Focus 重點(diǎn)區(qū)域Tools 工具2) Inventory/Storage 庫存/儲(chǔ)存 3) Equipment 設(shè)備Keep neededItems保留必要東西Remove unneededItems (waste)清除不必要東西（廢料）The Most Difficult thing

19、 for us to do 這是最難做到的1 Sift/Clear ()第22頁，共79頁。Red Label CampaignHammerObsoletePliersRustedSift/Clear 整理1 Sift/Clear ()If In Doubt Throw It Out! 毫不猶豫扔掉第23頁，共79頁。Sort/Standardize 整頓 A Place for everything . . . and everything in its place 所有工作的場(chǎng)地，所有工作井井有序。The location of equipment, tooling and materia

20、l should be clearly defined, displayed and maintained.各種設(shè)備、工具、材料明確區(qū)分，放置，維護(hù)。L850Hose30 pcs.SmallBolts小螺栓700 pcsMed.Bolts中等螺栓500 pc.LargeBolts大螺栓300 pcs.L850RubberHose 橡膠管2 Sort/Standardize ()1 Sift/Clear ()第24頁，共79頁。Sort/Standardize 整頓 Make A Standard! 制定標(biāo)準(zhǔn)3. Mark the Location 標(biāo)明位置2. Determine a Loca

21、tion 確定放置地點(diǎn)Where is the best place?哪里是最恰當(dāng)?shù)模?. Categorize 分類How often do I use this? 經(jīng)常使用嗎？2 Sort/Standardize ()1 Sift/Clear ()第25頁，共79頁。Sweep / Clean 清掃/清潔3 Sweep ()2 Sort ()1 Sift ()“Sweeping” is checking!清掃既是檢查！Check第26頁，共79頁。Responsibility ChartKimLeeParkSeoChoTarget: Major 5S 1/qtr.WhoTask12345S

22、ustain/Maintain 維護(hù)Identify Tasks 確定任務(wù)Assign Responsibility 劃分責(zé)任Set Targets 設(shè)定目標(biāo)3 Sweep()2 Sort()1 Sift()4Sustain()Safety/5S Checks Must Be Performed Everywhere and At Every Level Of The Organization!安全/5S檢查應(yīng)該人人處處開展！Standards areworthless if there is no systemto check!如果沒有系統(tǒng)檢查，標(biāo)準(zhǔn)即毫無用處。第27頁，共79頁。Self-

23、Discipline/Continuous Improvement 自律/不斷改進(jìn)5 Self Discipline/ Cont. Improvement自律/不斷改進(jìn)4 Sustain/Maintain 維護(hù)2 Sort/Standardize 整頓/標(biāo)準(zhǔn)1 Sift/Clear 整理3 Sweep/Clean 清掃/清潔It is everyones responsibility!這是每個(gè)人的職責(zé)！第28頁，共79頁。5S EXERCISE5S練習(xí) How would you use the 5S process to improve the situation below?你怎樣用5S程

24、序來改善下圖的情形？ Utilize ALL 5Ss 利用所有5S程序 Discuss as a team and report Take 10 minutes 小組討論、匯報(bào)10分鐘第29頁，共79頁。5S EXERCISE INSERT WORKSHEET 插入工作表第30頁，共79頁。Anything outside the standard is WASTE!所有標(biāo)準(zhǔn)外的東西都是浪費(fèi)！WPO is a key means of visualizing and eliminating waste WPO是暴露及消除浪費(fèi)的主要途徑Why workplace organization?為什么

25、要場(chǎng)地布置？第31頁，共79頁。Why workplace organization?為什么要場(chǎng)地布置？Good 5S Leads to Good Safety! No trip, slip hazards, etc. 做好5S等于安全！就沒有跌倒滑倒等的危險(xiǎn)。SAFETYQUALITYItems always in same place means less likely to make mistakes 事物特定放置意味著少犯錯(cuò)誤。EFFICIENCYItems always in same place means less wasteful and more repeatable mot

26、ions 事物特定放置就是減少多余重復(fù)的動(dòng)作。第32頁，共79頁。Example of Cabinet 5S 櫥柜5S范例Cabinet “Before 5S”5S之前的櫥柜Cabinet “After 5S”5S后的櫥柜第33頁，共79頁。Example of 5S 第34頁，共79頁。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVis

27、ualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimple

28、ProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementStandardizedWork 標(biāo)準(zhǔn)化工作Standardization 標(biāo)準(zhǔn)化Lean Design of Facilities, Equ

29、ipment,Tooling and LayoutEarly Mfg. and DesignIntegration (DFM / DFA)第35頁，共79頁。Standardized Work 標(biāo)準(zhǔn)化工作The documented, current best method to Safely and Efficiently perform work that meets the necessary level of Quality.為了達(dá)到一定的質(zhì)量標(biāo)準(zhǔn)，以文件化及最可行的方法來安全有效地開展工作第36頁，共79頁。Without Standardization 沒有標(biāo)準(zhǔn)化With Stan

30、dardization 有了標(biāo)準(zhǔn)化Standardized Work 標(biāo)準(zhǔn)化工作第37頁，共79頁。Materials物料Standardized Work 標(biāo)準(zhǔn)化工作Standardized work is used when there is a definable, repeatable process.當(dāng)工序明確可重復(fù)時(shí)，采用標(biāo)準(zhǔn)化工作Production生產(chǎn)Office辦公室Standardized Work Can Be Performed Everywhere!隨處都可以開展標(biāo)準(zhǔn)化工作!第38頁，共79頁。Team Leaders班長Team Members班組成員Group L

31、eaders工段長Everyone can perform standardized work!每個(gè)人都可以進(jìn)行標(biāo)準(zhǔn)化工作！Managers主任Engineers工程師Employees Should Be Involved In Developing Standardized Work They Know The Job The Best! 員工應(yīng)該加入標(biāo)準(zhǔn)化工作開展因?yàn)樗麄冏盍私夤に?！?9頁，共79頁。Standardization標(biāo)準(zhǔn)化Improvement改進(jìn)Standardized Work (標(biāo)準(zhǔn)化工作)Standardized Work Is A Baseline for Co

32、ntinuous Improvement!標(biāo)準(zhǔn)化工作是不斷改進(jìn)的基線！Standardization標(biāo)準(zhǔn)化Standardization標(biāo)準(zhǔn)化Standardization標(biāo)準(zhǔn)化Improvement改進(jìn)Improvement改進(jìn)第40頁，共79頁。Each Individual Has Good Ideas If We Do Not Document The Best Methods Then We Are Not Fully Utilizing The Teams Brainpower and We Will Never Improve Or We May Actually Get Wor

33、se!每個(gè)人都有好主意如果我們不把最好方法文件化，則不可能充分利用團(tuán)隊(duì)的智能，不但不能取得進(jìn)步，甚至?xí)絹碓皆愀?！SAFETY, QUALITY, EFFICIENCY安全、質(zhì)量、效率第41頁，共79頁。Would You Want To Get Into A Plane Where The Crew Did Not Exactly Follow A Standardized Check Process? Even Though They Have Performed It Hundreds Of Times! 你會(huì)不會(huì)乘坐乘務(wù)員不履行標(biāo)準(zhǔn)檢查程序的檢查的飛機(jī)？-即使他們重復(fù)操作過無數(shù)遍。Ch

34、eck Fuel (檢查汽油)Check Tires (檢查輪胎)Check Instruments (檢查儀表盤)第42頁，共79頁。Continuous ImprovementStandardizationThere Is a Real Balance Between Standardization and Continuous Improvement. 標(biāo)準(zhǔn)化與不斷改進(jìn)之間有個(gè)天平。We Must Control The Balance to Be Sure That We Are Neither to Strict With Standardization, Nor Too Flexi

35、ble. 我們必須控制這個(gè)天平以確保既不要死守也不要脫離標(biāo)準(zhǔn)化BUT第43頁，共79頁。Lego Exercise第44頁，共79頁。Standardized Work BasicsWHY What will happen if standard is not followed 若不遵守標(biāo)準(zhǔn)會(huì)怎樣？Why is it important?為什么重要WHATWhat to do?做什么 Work Elements With Times vs. Takt 工作要素時(shí)間與生產(chǎn)節(jié)拍HOWHow to do it?怎樣做 Work Sequence/Diagram 工作次序/圖表 Key Points

36、For Safety & Efficiency 安全&效率要點(diǎn) Quality Points & Checks 質(zhì)量要點(diǎn)與檢查點(diǎn)第45頁，共79頁。Cycle Time001LActual Takt Time5”4”3”2”1”TimeStandardized Work Basics Make Waste Visible!暴露浪費(fèi)！ Work Flow Diagram 工作流程表 Time Chart 時(shí)間表Waste of Motion!動(dòng)作浪費(fèi)Non-Value Added!非增殖時(shí)間Value Added增殖時(shí)間Wait Time!等待時(shí)間第46頁，共79頁。 Provides an o

37、verview of the elements and their times in the correct sequence for one job Identifies important key points using symbolsEnsures standard across shifts via sign-offDocuments changes to the Standardized Work Documents work locationVisualizes worker movement via sketch.Symbol MOVING LINE STANDARD OPER

38、ATION SHEETGroup / teamJOB NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal handwork / walking by model sec. Cycle time sec. Volume % Weighted average Return Walk(R3) (R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Proce

39、ssfor CRTL4IRL3IFL2L1CFESUBMATLocation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chartweightedaveragecycle timeOption or ModelTimeVolume %sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv. Shift Mgr.Shift AShift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of

40、 AdherenceDateSignature Visualizes A.T.T. Vs. Cycle Times of the job via the Cycle Time ChartElements Of Good Standardized Work ( )第47頁，共79頁。 . (Shift ) Symbol MOVING LINE STANDARD OPERATION SHEETGroup / teamJOB NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal han

41、dwork / walking by model sec. Cycle time sec. Volume % Weighted average TotalReturn Walk(R3) (R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Processfor CRTL4IRL3IFL2L1CFESUBMATLocation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chart

42、weightedaveragecycle timeOption or ModelTimeVolume %sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv. Shift Mgr.Shift AShift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of AdherenceDateSignature ( )Elements Of Good Standardized Work 標(biāo)準(zhǔn)化工作要素第48頁，共79頁。Use as basis for training & Pro

43、blem Solving作為培訓(xùn)問題解決的基點(diǎn)Must support the user & be posted visually有利于操作者或張貼到明顯處User involved in development操作者參加改進(jìn)Always respect Std. Work of others尊重他人的標(biāo)準(zhǔn)化工作Perform regular checks of Std. Work定時(shí)檢查標(biāo)準(zhǔn)化工作Final Notes on Standardized Work標(biāo)準(zhǔn)化工作后注第49頁，共79頁。Final Notes on Standardized Work 標(biāo)準(zhǔn)化工作后注The True T

44、est of Good Standardized Work is When Someone Does Not Come to Work and theJob Still Gets Done Safely, Efficiently and with Quality 真正經(jīng)得檢驗(yàn)的標(biāo)準(zhǔn)化工作是當(dāng)有人缺席時(shí)仍能安全、有效、高質(zhì)地完成工作 What Do I Do?第50頁，共79頁。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQu

45、alityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingBusiness PlanDeploymentTotal ProductiveMaintenanceScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall

46、 LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementManagementby TAKT Time 生產(chǎn)節(jié)拍管理Standardization 標(biāo)準(zhǔn)化Early Mfg. and DesignIntegration (DFM /

47、 DFA)Lean Design of Facilities,Equipment,Tooling and LayoutControlledExternal TransportationContinuousImprovementProcess第51頁，共79頁。Takt Time =Number of vehicles required per time period此階段需要生產(chǎn)臺(tái)數(shù)Weekly 周Monthly 月Yearly 年Takt Time is Constant!TAKT TIME是不變的！Takt Time:Determines the speed of the line 決定流

48、水線速度The time available to produce a component or single unit. 生產(chǎn)一個(gè)部件或一輛車的時(shí)間Determined by the number of vehicles required by the end of each day to meet the production target. 由需要達(dá)到的每日生產(chǎn)目標(biāo)的車輛數(shù)決定Operational Time Per Period某階段生產(chǎn)時(shí)間Management By Takt TimeTakt Time管理第52頁，共79頁。I Love Lucy Video Part II I L

49、ove Lucy (Start video at Chocolate Assembly Line)錄象從巧克力的生產(chǎn)線開始第53頁，共79頁。I Love Lucy Video Part II Group Discussion 小組討論What GMS Standardization Principle concepts did we (not) see in the video? 在錄象看到或沒看到哪些GMS的標(biāo)準(zhǔn)化原則Discuss as an open forum not by teams 論壇討論非小組討論第54頁，共79頁。I Love Lucy Video DiscussionWh

50、at did we see in the video: 從錄象可我們看到：Lack of Standardized Work: 缺乏標(biāo)準(zhǔn)化工作 No documented standardized work on job 車上沒有標(biāo)準(zhǔn)文件化 No standardized work to use as basis for training 沒有標(biāo)準(zhǔn)化工作作為培訓(xùn)基礎(chǔ) No quality standard for completed chocolate 巧克力做完后沒有質(zhì)量標(biāo)準(zhǔn)Lack Of Management By Takt Time: 缺乏生產(chǎn)節(jié)拍管理 Takt Time arbitra

51、rily changed 主觀改變生產(chǎn)節(jié)拍 No communication or planning of Takt Time change 生產(chǎn)節(jié)拍改變沒有協(xié)商或計(jì)劃 No visual indication of workstation beginning and end 從頭到尾都沒有工位的目視化標(biāo)識(shí)Others: No way to call for help No way to stop line or prevent defects from leaving stationI Love Lucy第55頁，共79頁。Example of Unlean Chocolate Factor

52、y不精益的巧克力工廠例子Takt time slowed down TAKT TIME 減慢Cycle time not adjusted to the takt time 周期時(shí)間與TAKT TIME 不符 Wait Time!等待時(shí)間Cycle TimeLucyEthelActual Takt TimeTeam MemberCycle Time5”4”3”2”1”TimeManagement By Takt TimeTakt Time Wait Time!等待時(shí)間第56頁，共79頁。Example of Unlean Chocolate Factory不精益的巧克力工廠Takt Time

53、Arbitrarily Speed Up TAKT TIME 隨意加快Cycle Time Not Adjusted to Takt Time 周期時(shí)間與TAKT TIME 不符Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”TimeOverburden!負(fù)載過重Management By Takt TimeTakt Time管理第57頁，共79頁。Management By Takt TimeTakt Time管理When Takt Time Changes Arbitrarily - Safety, Quality &

54、Efficiency Suffer!TAKT TIME隨意改變安全、質(zhì)量、效率就會(huì)出問題Standardization Is Impossible Without Constant Takt Time若沒有恒定的生產(chǎn)節(jié)拍，標(biāo)準(zhǔn)化則無法實(shí)現(xiàn)Takt Time Changes Must Be Communicated & Planned! Takt Time 的改變必須經(jīng)過協(xié)商或計(jì)劃!Just think of poor Lucy!第58頁，共79頁。Example of Lean Chocolate Factory精益的巧克力工廠Takt Time Is Constant, Based on D

55、emand TAKT TIME 基于需求恒定Cycle Time Is Adjusted to Takt Time 周期時(shí)間與TAKT TIME一致Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”Takt Time based on demandTAKT TIME 根據(jù)需求TimeManagement By Takt TimeTakt Time管理第59頁，共79頁。8 hours x 60 minutes 8 小時(shí) x 60分100 Units Scheduled100 輛計(jì)劃480 mins - 47 mins. Bre

56、aks480分 47分 (休息)=4.33 mins.4.33 分100 Units100輛“OPTIMUM” TAKT TIMEx1.07 Downtime Loss1.07 停線損失=107 Units Needed Capacity107輛產(chǎn)量107 Units107臺(tái)433 minutes433分鐘=4.04 mins.4.04分鐘ACTUAL TAKT TIME (實(shí)際費(fèi)時(shí))OF WASTE107 CAPACITY107 產(chǎn)量-100 Units REQUIRED需求100輛=7 UNITS7輛浪費(fèi)=PLANT LOSS (工廠損失)The Effects of Waste (Dow

57、ntime)第60頁，共79頁。“OPTIMAL” TAKT TIME最佳節(jié)拍7% OVERSPEED(Downtime Loss)ACTUAL TAKT TIME實(shí)際節(jié)拍Cycle Time433100= 4.33433-30 100= 4.04Andon Stops: Operator Overburden Quality Issues Other Process Issues (5%)Machine & EquipmentDowntime(2%)+ The Effects of Waste (Downtime)浪費(fèi)后果（停線）第61頁，共79頁。Point A(FPS)Point B(F

58、PS)Point C(FPS)Start Std. Workat matched reference points 與控制點(diǎn)一致Finish Std. Workat when reference pointsmatched at next station 與下一工位控點(diǎn)一致Use the FPS As a Reference Point to Measure the Takt Time用定點(diǎn)停作為測(cè)量節(jié)拍的控制點(diǎn)Think of the FPS as “the beginning of Standardized Work” in terms of TIME - the “start of th

59、e stopwatch” 在時(shí)間上定點(diǎn)停為“標(biāo)準(zhǔn)化工作的起點(diǎn)”秒表的開始Purpose of Fixed Position Stop (FPS)定點(diǎn)停目的第62頁，共79頁。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationA

60、ndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixe