精益生產(chǎn)綜述

1、精益消費概述Lean ManufacturingSix SigmaGEC&I APO Lean內(nèi)容簡介: 引見精益消費(JIT)的歷史背景.精益消費和6-sigma的結(jié)合.總覽丈量/分析/改良/控制階段的主要工具(知識點)總結(jié)精益消費和群策群力 術(shù)語表 圖表總匯 公式 附加參考資料精益消費Lean Production，LP，又稱精良消費，其中“精表示精良、準(zhǔn)確、精巧；“益表示利益、效益等等。精益消費就是及時制造，消滅缺點，消除一切浪費，向零缺陷、零庫存進(jìn)軍。它是美國麻省理工學(xué)院在一項名為“國際汽車方案的研討工程中提出來的。它們在做了大量的調(diào)查和對比后，以為日本豐田汽車公司的消費方式是最適用于

2、現(xiàn)代制造企業(yè)的一種消費組織管理方式，稱之為精益消費，以針對美國大量消費方式過干臃腫的弊病。精益消費綜合了大量消費與單件消費方式的優(yōu)點，力求在大量消費中實現(xiàn)多種類和高質(zhì)量產(chǎn)品的低本錢消費。一、精益消費的產(chǎn)生與推行20世紀(jì)初，從美國福特汽車公司創(chuàng)建第一條汽車消費流水線以來，大規(guī)模的消費流水線不斷是現(xiàn)代工業(yè)消費的主要特征。大規(guī)模消費方式是以規(guī)范化、大批量消費來降低消費本錢，提高消費效率的。這種方式順應(yīng)了美國當(dāng)時的國情，汽車消費流水線的產(chǎn)生，一舉把汽車從少數(shù)富翁的奢侈品變成了群眾化的交通工具，美國汽車工業(yè)也由此迅速生長為美國的一大支往產(chǎn)業(yè)，并帶動和促進(jìn)了包括鋼鐵、玻璃、橡膠、機電以致交通效力業(yè)等在內(nèi)的

3、一大批產(chǎn)業(yè)的開展。大規(guī)模流水消費在消費技術(shù)以及消費管理史上具有極為重要的意義。但是第二次世界大依以后，社會進(jìn)入了一個市場需求向多樣化開展的新階段，相應(yīng)地要求工業(yè)消費向多種類、小批量的方向開展，單種類、大批量的流水消費方式的弱點就日漸明顯了。為了順應(yīng)這樣的時代要求，由日本豐田汽車公司首創(chuàng)的精益消費，作為多種類、小批量混合消費條件下的高質(zhì)量、低耗費進(jìn)展消費的方式在實際中探求、發(fā)明出來了。豐田英二引見精益消費的歷史背景1950年，日本的豐田英二調(diào)查了美國底持律的福特公司的轎車廠。當(dāng)時這個廠每天能消費7000輛轎車，比日本豐田公司一年的產(chǎn)量還要多。但豐田在他的調(diào)查報告中卻寫道：“那里的消費體制還有改良

4、的能夠。戰(zhàn)后的日本經(jīng)濟蕭條，短少資金和外匯。怎樣建立日本的汽車工業(yè)？照搬美國的大量消費方式，還是按照日本的國情，另謀出路，豐田選擇了后者。日本的社會文化背景與美國是大不一樣的，日本的家族觀念、服從紀(jì)律和團(tuán)隊精神是美國人所沒有的，日本沒有美國那么多的外籍工人，也沒有美國的生活方式所構(gòu)成的自在散漫和個人主義的泛濫。日本的經(jīng)濟和技術(shù)根底也與美國相距甚遠(yuǎn)。日本當(dāng)時沒有能夠全面引進(jìn)美國成套設(shè)備來消費汽車，而且日本當(dāng)時所期望的消費量僅為美國的幾非常之一。“規(guī)模經(jīng)濟法那么在這里面臨著考驗。豐田英二和他的同伴大野耐一進(jìn)展了一系列的探求和實驗，根據(jù)日本的國情，提出理處理問題的方法。經(jīng)過30多年的努力，終于構(gòu)成了

5、完好的豐田消費方式，使日本的汽車工業(yè)超越了美國，產(chǎn)量到達(dá)了1300萬輛，占世界汽車總量的30以上。制造、電子、計算機、飛機制造等工業(yè)中。豐田消費方式是日本工業(yè)競爭戰(zhàn)略的重要組成部分，它反映了日本在反復(fù)性消費過程中的管理思想。豐田消費方式的指點思想是，經(jīng)過消費過程蹩體優(yōu)化，改良技術(shù)，理順物流，杜絕超量消費，消除無效力動與浪費，有效利用資源，降低本錢，改善質(zhì)量，到達(dá)用最少的投入實現(xiàn)最大產(chǎn)出的目的。日本企業(yè)在國際市場上的勝利，引起西方企業(yè)界的濃重興趣，西方企業(yè)家以為，日本在消費中所采用的方式是其在世界市場上競爭的根底。80年代以來，西方一些國家很注重對豐田消費方式的研討，并將其運用于消費管理。手工消

6、費大規(guī)模消費階段 I階段 II精益消費什么何時勞動力機器任務(wù)安排緩沖對業(yè)績的收益“由專業(yè)工匠消費的單個產(chǎn)品1910年以前多技藝的工匠小規(guī)模、各種產(chǎn)品類型作業(yè)排序訂單積壓原資料庫存消費周期長以不穩(wěn)定性為其特征“專業(yè)化的流水線大量消費規(guī)范化產(chǎn)品1910-1980專業(yè)化、單元化、崗位化的工人，由多職能一線管理人員協(xié)調(diào)專業(yè)化的、順序化的大批量、作業(yè)排序大規(guī)模原資料存貨，在制品、廢品庫存規(guī)模經(jīng)濟規(guī)范化部件、義務(wù)和工具“根據(jù)需求小批量進(jìn)展的消費，以將浪費減至最小1970-95程度方向多技藝，在小組中任務(wù)冗余/多余容量，快速消費預(yù)備小批量少量在制品庫存 (Kanban)人員和外部供應(yīng)商緩沖庫存以作業(yè)典范為導(dǎo)

7、向規(guī)模經(jīng)濟消費周期短廢品/返工量減少“單件流動，迅速重新配置消費，浪費幾乎為零1995以后程度及垂直方向多技藝，在以自我為主導(dǎo)的小組中任務(wù)多功能機器，快速消費預(yù)備單件流動很少有在制品和廢品庫存技藝與機器才干貯藏以繼續(xù)改善為導(dǎo)向規(guī)模經(jīng)濟消費周期長，更短的產(chǎn)出時間并行操作浪費減少即時消費舉例 (JIT-JUST IN TIME)JIT 指這樣一個系統(tǒng): 按照顧客的需求在正確的時間, 消費正確數(shù)量的正確產(chǎn)品. 星期一7:00pm裝載著鐵礦石的船?？吭诖a頭. 冶煉開場 星期二10:55pm冶煉終了,鑄造工藝開場12:55pm 鑄成圓鋼冷卻和清洗5:05pm第一道加工工藝開場, 共58道,耗時55分鐘.

8、 6:00pm發(fā)動機組裝完成. 運輸?shù)狡囌囇b配廠星期三8:00am汽車完成發(fā)動機的整車裝配7:00pm銷售商提貨并付款 從鐵礦石到付款僅需48小時 (包括12小時的運輸時間)如今, 制造系統(tǒng)必需結(jié)合這些重要的戰(zhàn)略.這一切都經(jīng)過杜絕浪費來完成。 一個精益的，柔性化并且具備本錢優(yōu)勢的企業(yè)可以為客戶提供： 高附加價值 - “最低廉的供應(yīng)商高質(zhì)量 - “6 sigma質(zhì)量規(guī)范快速呼應(yīng) - “更短的提早期，消費、設(shè)計、采購、營銷經(jīng)過 無縫銜接構(gòu)成的柔性化消費系統(tǒng).精益消費使我們在競爭產(chǎn)生優(yōu)勢精益消費的理念就是以最經(jīng)濟的方式完成消費： 需求什么 (顧客期望，質(zhì)量要求等) 何時需求 利用最少的資源完成消

9、費- 繼續(xù)不斷的改良任務(wù)- 繼續(xù)不斷 外表文章- 以數(shù)據(jù)為根底- 可見的和可量化的- 熱衷于實干- 行動不帶來本錢大幅度的添加- 絕對不容忍浪費的出現(xiàn)繼續(xù)不斷的改善成為企業(yè)的精華文化, 被員工廣泛地認(rèn)可, 并付諸實施. 群策群力 - “只為更好精益消費和六西格瑪?shù)慕Y(jié)合的益處 (為什么要結(jié)合在一同?)六西格瑪- 嚴(yán)謹(jǐn)?shù)目茖W(xué)(哲學(xué)), 耗時長 以數(shù)據(jù)為根底的 專注于顧客 重點控制 可控變量的百分比 關(guān)注變量 指點力的培育 文化的改動精益消費 快速,充溢活力 消除浪費專注于內(nèi)部的團(tuán)隊數(shù)據(jù)為根底 定量 定性 顯著的短期結(jié)果 可控制的 低本錢兩者相互補充, 相互支持, 對制造業(yè)而言, 兩者的結(jié)合尤其的重

10、要. 精益消費和6-sigma的結(jié)合可運用的工具丈量工具TAKT 時間的計算混合產(chǎn)品圖工件流動圖Observation Sheets (察看表格)Cycle Time / TAKT Time Bar Chart (工件時間和TAKT時間的平衡圖)分析工具Observation Sheets (察看表格)Process Capacity Table (流程才干圖表)Standard Work Sheet (規(guī)范任務(wù)表)Standard Work Combination (規(guī)范任務(wù)的合并)Cross Training Matrix (多工位的培訓(xùn)表格)Cycle Time / TAKT Time

11、Bar Chart (工件時間和TAKT時間的平衡圖)改良 (行動)Visual Controls(可視化控制)Any Tool(s) from Measure & Analyze that apply (以上所述)控制 (Control)行動方案表丈量階段分析階段改良階段控制階段總覽 (知識點)主要的輸出:丈量階段尋覓關(guān)鍵工藝途徑計算TAKT建立混合產(chǎn)品圖Create Mix Model Map建立工件流動圖Create Spaghetti Chart完成對一切操作工位的察看表Complete Observation Sheets for ALL operations消除無添加值的浪費Ide

12、ntify All Non-Value Added Waste累加/確認(rèn)操作時間Accumulate / Verify Operational Time建立消費周期時間和TART時間表柱形圖表Create Cycle Time / TAKT Time Bar Chart丈量階段分析Define ALL Non-Value Added Waste找出一切的無增值的浪費Reduce Setup Time減少機器預(yù)備時間Redo Observation Sheets for ALL operations after changes對一切操作重新完成察看表Create Standard Work 建立

13、規(guī)范化的任務(wù)Complete Process Capacity Tables 完成流程才干表Complete Standard Work Sheets 完成規(guī)范任務(wù)表格Complete Standard Work Combination Sheets 完成規(guī)范任務(wù)合并表Cross Training Matrix 多工位培訓(xùn)組合表Create New Cycle Time / TAKT Time Bar Chart建立新的周期時間和TAKT時間的柱狀圖Finalize Cell Design 決議工段的設(shè)計分析階段主要的輸出:改良Action Work Out Event群策群力的行動Imple

14、ment Cell Design實施工段的設(shè)計Establish Key Metrics建立關(guān)鍵目的Establish a Visual Workplace建立可視的任務(wù)區(qū)域Flow Hardware硬件的流動Implement Standard Work實施規(guī)范化的任務(wù)改良階段主要的輸出:控制Create & Complete Action Item List建立和完成行動列表Follow the Action Work Out Commandments遵守群策群力的商定控制階段主要的輸出:10%20%30%40%50%60%70%80%90%100%Overall Project Comp

15、letion PercentageMeasureAnalyzeImproveControl2341Review Analyze Phase- Champion comments- Update team / stakeholdersTrain Team on 6 sigma toolsLean Mfg Team TrainingReview process mapDevelop new process flowUpdate IM project checklistScreen Potential CausesIdentify Root Causes of variationCreate Sta

16、ndard WorkIdentify Improvement Actions and Implementation PlanDevelop Risk AssessmentRisk Abatement PlanObtain buy-in / support for improvement actionsImplement ImprovementsAction Work Out Event- Implement Cell Layout- Establish Key Metrics- Establish a Visual Workplace- Flow Hardware- New Cell Runn

17、ing RulesCollect & analyze data to validate improvementCommunicate ImprovementsDevelop Presentation- Review Team / MBB / Sponsor- Present results to Champions and Operational LeadersUnderstand Environment- Meet business leader- Establish key contacts- Tour process- Identify process owner- Identify t

18、eam members- Search data base for Pull LeverageTrain Team on 6 sigma toolsLean Manufacturing Team TrainingCreate Product TreeIdentify Customer Requirements- CTQs via QFD- Identify additional data Needs- Determine TAKT timeCreate Process MapDetermine Critical Path/Value StreamCreate Spaghetti ChartAs

19、sess Lean Business ImpactEstablish IM contact- Establish resource requirementsDefine performance standards- Gather / Pareto data - Review Historical dataEvaluate measurement system- Gage R&REstablish Product Capability- Calculate Z st and ZltDevelop Presentation- Review Team / MBB / Sponsor- Present

20、 results to Champions and Operational LeadersReview Measure Phase- Champion comments- Update team / stakeholdersTrain Team on 6 sigma toolsLean Manufacturing Team TrainingDefine Performance Objective for “YProcess Map- Identify Variation SourcesEliminate Non-Value added wasteReduce Setup TimePareto

21、NVA, VA, Queue Times- Standard Work Sheet- Standard Work Combination- Cross Training MatrixIdentify Xs- Cause & Effect Diagram Create Cycle Time/TAKT Time Bar ChartBenchmark similar productsand processesIdentify Push Leverage opportunitiesAnalyze Data- Apply Statistical Tools- Hypothesis Tests Final

22、ize Cell DesignDetermine Input RulesDefine additional data needsCoordinate systems project & resource issues with IM contact- Update IM project checklistDevelop Presentation- Review Team / MBB / Sponsor- Present results to Champions and Operational LeadersReview Improve Phase- Champion comments- Upd

23、ate team / stakeholdersTrain Team on 6 sigma toolsLean Mfg Team TrainingCreate Action Item ListIssue Revised QCWIs / procedures where applicableUpdate IM project checklistRevalidate Cause & Effect of Xs to Achieve YsDetermine Process CapabilityImplement Control SystemIs Control Solution Patentable?I

24、dentify Follow-up Action Plan and Individuals ResponsibleIdentify Opportunities for StandardizationList Best Practices and Identify Lessons LearnedCommunicate Push leverage opportunities to process ownersValidate Key MetricsLeverage follow-on projects to BB/MBB/GBsHand off to Process OwnerDevelop Pr

25、esentation- Review Team / MBB / Sponsor- Present results to Champions and Operational LeadersMonitor process performanceControl Phase對照表定義目的察看目前的情形(spaghetti chart):察看表格Observation sheet規(guī)范任務(wù)合并表Standard work combination sheet規(guī)范任務(wù)表格Standard work sheet指出目前的浪費Identify waste in the current situation消除和預(yù)防

26、浪費的再次發(fā)生Eliminate and prevent recurrence建立新的規(guī)范操作Construct new standard operations繼續(xù)地堅持以上的所為Repeat above steps continuously使得問題暴顯露來總結(jié)群策群力的法那么規(guī)范化的操作是改善之本總結(jié)精益消費我們要重新安排義務(wù)，以提高勝利率1.改善行動開場于在消費實地的調(diào)查2.充溢熱情地去做 采取行動3.證據(jù)- 不停留在口頭上.行動快速, 不拖泥帶水. 沒有行動就沒有一切. 三個要素總結(jié)群策群力的法那么1丟棄關(guān)于消費的習(xí)慣思想.2想如何去做, 而不是為什么做不完. 3不要去尋覓理由. 從挑戰(zhàn)

27、現(xiàn)成做法開場, “他們不做,“我們來!4不用追求盡善盡美, 立刻行動, 即使我們只能完成50%的義務(wù). 5立刻糾正錯誤. 6不要在改善上破費過多的金錢. 7在遭遇困難時, 顯現(xiàn)他的智慧. 8在尋覓根本緣由時, 問五個為什么. 9三個臭皮匠賽過諸葛亮.10改善的想法是無邊境的. 經(jīng)過實際, 他會學(xué)習(xí)和積累改善的閱歷. 十條規(guī)那么總結(jié)群策群力的法那么精益消費大廈工業(yè)系統(tǒng)消費系統(tǒng)以正確的方式任務(wù)即時消費-按照顧客的需求在正確的時間, 消費正確數(shù)量的正確產(chǎn)品人機分別，半自動化在消費中一有問題立刻停頓任務(wù)人員資料機器規(guī)范化任務(wù)規(guī)范化在制品看板自動化操作的有效性滿足Takt 時間的消費一件流拉動系統(tǒng)平衡的

28、消費好的開場是勝利的一半!謝謝您的參與! b 術(shù)語表Glossary of GEIS Lean Production System Terminology Automation The use of machines working independently of manpower.Autonomation The process of separating the work of man and machine characterized by work not movement; quality built into the process; and visual management.

29、Bottleneck Any machine or process that limits flow or capacity.Cell The optimal physical layout f machines and manpower for a product or family of products that identifies and eliminates waste.Continuous flow Carrying out one-piece-at-a-time production in order toprocessing eliminate stagnation of w

30、ork (queue) in and between processing steps.Cycle time The total time required for a worker to complete one cycle of his entire job process (including manual and travel times).DPU Defects per unit shipped. A measurement towards six sigma.Ergonomics Study of the body motions involved in a worker perf

31、orming a task.Express train Following 1 part through a cell using continuous flow without queue time theoretical lead time.Frequent conveyance Increasing the delivery frequency of parts, such as parts form outside vendors, in order to keep inventory to a minimum.Inventory turns Frequency at which st

32、andard WIP is delivered to the cell.= $ Output for the year/avg. $ inventory on hand.JIT(JUST IN TIME) theory of production characterized by continuous flow, producing according to TAKT time, and the pulling of subsequent processes using minimum level of inventory required.Kaizen Change for the bett

33、er; a process quality tool for improvement involving a series of activities whereby instances of MUDA (waste) are eliminated one by one at minimal cost, by workers pooling their wisdom and increasing efficiency n a timely manner. It emphasizes manual work operations rather than equipment.Kanban A me

34、thod/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take pulse of the customer. It serves as: an instruction for when to produce; a tool for visual control against over production and a detection of irregular processing speeds.Kiting Groupin

35、g component parts used in a process or build for ease of assembly.Lead time The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time from when an order is placed until the finished product is shipped.Lean production

36、Meeting customer requirements by manufacturing most economicallySystem (using minimum resources of machines, manpower, and inventory).Level production Overall leveling in the production schedule of the variety and volume of items produced in given time periods as well as leveling the work of each op

37、erator to be as close to TAKT time as possible.Linkage Continuous flow of communication between customer and supplier.Machine capacity Amount of pieces that can be produced through one machine or process. Machine time The time from machine switch on, processing, to machine returning to original posi

38、tion, during which there is no hands-on work by the operator.Manual time The hands-on time it takes for the worker to perform a task.Manufacturing losses MUDA, poor quality, rework, re-inspection, scrap, or repair. Waste addition to processing cost.Mincing Mixing of products for central services (i.

39、e. heat treat), OV, kits for components and assemblies.MUDA Any type of waste elements that add no value to the product: i.e. Waiting, Traveling, Over production, Excess Motion, Rework, Redundant and/or unnecessary processing, etc.Multi-Machine One shop worker operating two or more similar machines

40、that are groupedhandling together.Multi-process An operator being able to perform more than one process( which may or handlingmay not include machines).Multi-skill Broadening a workers skills so that the worker can operate multiple typesdevelopmentof equipment and processes in order to facilitate ce

41、ll development and one piece flow.Non-conforming A product that deviates from drawing or an internal quality system. Amaterialproduct with a defect.One piece flow Production system in which only one part at a time is processed or assembled and sent along the production line to follow processes.Pokay

42、oke Mistake proof: usually refers to the use of fail-safe devices in the machine time of a process in order to prevent defects and insure quality. A key ingredient which when added to automation will yield automation.Process A series of steps to achieve a desired result. It may involve one or more m

43、achines but does not have to.Process Capacity Maximum amount of product that can be produced through a process for a given period of time.Glossary of GEIS Lean Production System TerminologyProcess Capacity Indicates the maximum capacity for parts processing at any one process.Table Recorded on it ar

44、e: the amount of time spent in manual work, machine time, set- up time, etc.Process Mapping A technique used to follow the detailed flow of a product through a manufacturing cycle.Process Route A study of the process and machine sequence for a group of similar parts.Analysis It can be used to standa

45、rdize product flow for ease of cell implementation.Product Quantity A study of the quantities demanded of different products produced at aAnalysiswork location. This picture of the volume and variety of products can be used to identify high impact areas to concentrate efforts or identify the need to

46、 use process razing to make products more similar.Pull System System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in the exact amount needed.Quality Total customer satisfaction-involves having all employees Customer focused.Queue

47、 time The time a part sits waiting to be worked on.Quick Response Ability to respond to market changes and customer requirements while maintaining world class manufacturing standards.Rotables Additional parts purchased to balance output with customer requirementsScrap A product which is non- reworka

48、ble or unrepairable.Sequence of The order in which the part is processed.ProcessingSequence of Work The order in which an operator performs a series of repetitive tasks.Set-up operations Preparation before and after operations.Set-up, External Machine changeover steps that can be performed while the

49、 machine is processing parts or off-line from production time.Set-up, Internal Machine changeover steps that are performed while the machine is stopped during production time.Six Sigma Is a quality culture to produce zero defects and to insure customer satisfaction.SMED (Single Minute Exchange Die)

50、has become the title for the category of improvement devices used in manufacturing to allow for quick change over of machine/fixture set-ups.Glossary of GEIS Lean Production System TerminologySPC Statistical Process Control: analysis of variation in a process.Standard Operations The combination of p

51、eople and machines required to accomplish production in such a way as to minimize waste.Standard WIP Minimum amount of work in process required to perform repetitive operations economically.Standard Work Sequence of tasks that an operator performs.Standard Work Sheet Shows the outline of work for ea

52、ch worker in a cell. Recorded on it are: TAKT time, work sequence, standard WIP, quality checks, safety precautions, etc.Standard work Table that clarifies how much time is spent doing manual work andcombination sheet traveling at each production process. It is used to examine the range of processes

53、 that one worker can take care of within TAKT time and the amount of time during which machines are operated automatically are recorded to help determine what combination of operations are possible.Synchronous Materials and resources available Just in Time to manufacture to meetManufacturing custome

54、r requirements.TAKT Time Available production time / required production(demand).Touch time The time a man or machine is working on a part (Value added time).TPM Total Productive Maintenance is the total involvement of all employees in a cell to improve the process.Travel time The time it takes a wo

55、rker to move to the next station to pick up or put down parts, tools, etc. May occur during operation as well.Visual Refers to the means by which anyone can tell at a glance if productionManagement activities are proceeding normally or not. A communication, discipline and pacing tool.Waiting time Th

56、e time that a worker is idle when no work is available.WIP Work In Process; inventory of materials that has already started processing.Work, Non-value Rework, set-ups, inspection, repair processing, transportation, unnecessaryadded work to complete the manufacture of a product. Anything in addition

57、to what the customer is willing to pay for.Work, Value Added Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for.Glossary of GEIS Lean Production System Terminology圖表總匯* 7 Types of Waste: 1) Correction 2) Over Production 3) Transportation & Conveyanc

58、e 4) Inventory 5) Unnecessary Motion 6) Unnecessary Processing 7) WaitingStep No.Description of ProcessProduct LinePart NumberPart NameDatePageof DescriptionObservation Sheet*Waste/Non Value-Added ActivitiesObserved RecommendationsTIME / DISTANCE (Ft)S/UManAutoTravelBeforeAfterSec ( ) Min ( ) Hr ( )

59、Totalm GEIS Global Sourcing LeanS I X S I G M A EXAMPLE* 7 Types of Waste: 1) Correction 2) Over Production 3) Transportation & Conveyance 4) Inventory 5) Unnecessary Motion 6) Unnecessary Processing 7) WaitingStep No.Description of ProcessProduct LinePart NumberPart NameDatePageof DescriptionObserv

60、ation Sheet*Waste/Non Value-Added ActivitiesObserved RecommendationsTIME / DISTANCE (Ft)S/UManAutoTravelBeforeXAfterSec ( ) Min ( x ) Hr ( )Total1Get Parts/ Tools 3 10 02353 , 5Move tools / parts closer to workstation2Remove fixture 7 15 0235235235235235235235235ManualAutoTravelWaitNew / RevPageofDa