Lean Manufacturing 4精益生產(chǎn)4英文

1、lean manufacturing training week 4TPS 全程消費(fèi)管理目視化管理穩(wěn)定規(guī)范化過(guò)程規(guī)范消費(fèi) (Heijunka) 及時(shí)正確的零件, 數(shù)量, 時(shí)間消費(fèi)節(jié)拍繼續(xù)流程拉動(dòng)體系快速切換完備物流 Jidoka(現(xiàn)場(chǎng)質(zhì)量)問(wèn)題可見(jiàn)性自動(dòng)停頓暫停人與機(jī)器分別防錯(cuò)現(xiàn)場(chǎng)質(zhì)量控制處理根本緣由 (5 Whys)高質(zhì)量 低本錢 短周期 更平安 高士氣簡(jiǎn)化消費(fèi)流程排除浪費(fèi) lean manufacturing foundations 個(gè)人 & 團(tuán)隊(duì)*選擇*快速?zèng)Q議*共同目的 *交叉培訓(xùn) 減少浪費(fèi)*Genchi Genbutsu*聚焦浪費(fèi)*5 為什么*問(wèn)題處理 繼續(xù)改良line balanc

2、eadjusting the spread of work evenly between operators to the rate of customer demandremember:TAKT time available work time/customer demandcycle time actual time to complete the tasksline balancebenefits:improve throughput of assembly lineencourage one-piece flowincrease labour utilisationreduce cos

3、tline balanceYamazumi Japanese word literally meaning to stack upstacked bar chart that shows the balance of cycle time workloads between a number of operators typically in an assembly line or work cellline balanceeffects of imbalanceexcess inventoryidle equipmentidle peopleteam dissensionindividual

4、 frustrationline balanceLine Balance Exerciseproblem solvingwithin all organisations there are an endless supply of problemsthe inverse of a problem is an opportunity problems often classed as failures and thus hidden rather than addressed“every problem is an improvement opportunityproblem solvingtr

5、aditional method of correcting problemscorrect problems off line in rework areas/baysadded layers of inspectionreluctance to identify problems & solutions not exploredproblems continue, added cost to correct laterapplication of 6 sigma and SPC to solve problemsproblem solvingnew approach stopping li

6、ne to fix problems (Jidoka)principle “get quality right the first timestop to fix problems do not allow defects to pass through to next processurgency to fix problems challenges people to thinkAndon, Jidoka, Poke Yoke, Standard Work, Problem Solving, Trainingmotivation to identify and solve problems

7、problem solvingProblem Solving Process1.Define Problem2plete root cause analysis3.Consider solutions through consensus4. PDCA5. Reflect and learnproblem solving1.Define the problem go to where the problem is and observe the situation without preconceptioncompare the actual situation to the standardu

8、se Pareto Analysis to prioritise a number of different problemsset targets for improvement“Carefully aim before firingproblem solvingPareto Chart (80/20 Rule 80 percent of the problems stem from 20 percent of the causes)problem solving2plete root cause analysisAnalysis not clouded no preconceived id

9、eas of source of problemAnalysis continued until true “root cause of problem are discoveredMultiple causes for problems complete comprehensive analysisVarious problem solving tools availableproblem solving5 whys ask “why? five timesexample:WHY is the press leaking? There is a crack in the oil filter

10、WHY is the filter cracked? Because it gets too hot during useWHY does it get hot? Because cooling system not workingWHY doesnt the cooling system work? Too much dust on coilsWHY is there too much dust on coils? The air intake filter is missing!SOLUTION: Replace air intake filterproblem solvingCause

11、and effect (aka Fishbone diagram)Generate a comprehensive list of possible causesLead to greater understanding of the problem4Ms Man, Machine, Materials, Methods (additional Ms include M-environment and Measurement) easier identification and analysisproblem solvingproblem solvingHow to draw cause an

12、d effect diagramThis is a three step process.Step 1Write down the effect to be investigated and draw the backbone arrow to it. In the example shown below the effect is Incorrect deliveries. problem solvingStep 2Identify all the broad areas of enquiry in which the causes of the effect being investiga

13、ted may lie. For incorrect deliveries the diagram may then become:problem solvingStep 3write in detailed possible causes in each of the broad areas of enquiry. Each cause identified should be fully explored for further more specific causes which, in turn, contribute to blem solvingBrainstorm

14、inga group creativity technique to generate a large number of ideas for the solution of a problembreak out of stale, established patterns of thinking to develop new ways of looking at thingsproblem solving 3. Consider solutions through consensusStep 1.Broadly consider all possibilitiesStep 2. Narrow

15、 list by eliminating impractical solutionsStep 3. Evaluate based on simplicity, cost, quality and ability to implement quicklyStep 4. Develop consensus on the proposed solutionConsensus through cross-functional team supervisor, operator, quality, manufacturing engineering, logistics, design engineer

16、ing etc problem solving4. PDCA - also known as Shewhart CycleAn iterative 4 step quality control strategyGet from “problem faced to “problem solvedproblem solvingP-PlanDevelop action plan to deliver required resultsD-DoImplement solutions rapidlyC-CheckVerify the resultA-ActMake necessary adjustment

17、s to solutions and action plan and determine future stepsproblem solving5. Reflect & learn from processBecome a learning organization through relentless reflection and continuous improvement (kaizen)A3 report Telling the story using an A3 reportcommunication process used as part of problem solving processdocument key information and decisions at each step to share with others for