標準化作業(yè)簡介

1、Key to Standardization規(guī)范化作業(yè)簡介Demand vs. Schedule vs. Out putRight parts, right time, right quantityInstalled Capability Vs. OutputResource utilization (Manpower and Equipment) Logical Kaizen ApproachSystem EvaluationOp. System Change1. Pre-conditions- Supermarkets- SMED: Short changeover time2. Simp

2、lification (Process/ Product)- Kit break- Kit process implementation3. Connections- Order-Production. (Order kitting,order cutting)- Pull System. (Components,Kits,cut leads )- Delivery Routes. ( Wires,components )4. Standardized Work- Static SOS (W.C.T)- Moving Line SOS- Quality improvement5. Improv

3、e resources utilization - Motion kaizen - Sigma ET,CT - OA.Oper. system ChangePerf. Improv.Qual.Vol.Cost3. Performance ImprovementShort Lead timeSOS Kaizen ProcedureWait等待Walk走動Work任務Value Added增值Non Value Added不增值TT需求節(jié)拍時間Increase 添加Decrease減少Increase添加Decrease減少Bring Another work參與新任務Value-added (V

4、A) work : Any process that adds value to product , what the customer is willing to pay for Non-value added (NVA) work: Any process that does not add value to the product , what the customers is not willing to pay for 確定目的 Identify the goal察看和丈量 Observe and Measure尋覓改善時機Find Kaizen Opportunity實施改良活動I

5、mprove the activity實施規(guī)范化 Implement standard work改善績效Kaizen Result after improvement SOS改善步驟Kaizen steps of SOSSOS改善步驟Kaizen steps of SOS確定目的Identify the goal確定目的Identify the goal Always late for about 2 minutesX先生總遲到2分鐘 Getting up at 5:00 a.m.5點起床 Needs to leave the house at 5:14 5:14要分開Takt Time (T

6、.T.) = 840“14 min X 60sec目的Goal當前表現(xiàn)Current Status察看和丈量Observe and MeasureSOS改善步驟Kaizen steps of SOSSplit the process into 12 elements:劃分12個要素 1. Get up 起床 2. Clean teeth 刷牙 3. Shave 刮臉 4. Take a shower 洗澡 5. Dry hair 吹干頭發(fā) 6. Get dressed 穿衣服 7. Make coffee 做咖啡 8. Take coffee 拿咖啡 9. Make toast 做面包10.

7、Take toast 拿面包11. Get the car keys 拿鑰匙12. Put on shoes and coat 穿鞋和外套Process name: Get up and dressed過程稱號:起床并穿衣服確定要素Identify the elementWhat is a Job Element?什么是任務要素A job element contains ONLY working time. ( Cyclic Job)一個任務要素僅包含任務時間(循環(huán)的任務) Assembly time裝配時間 Pick up parts拿取物料 Pick up assist tools拿取輔

8、助工具It doesnt contain any walking time and non-value added work elementssuch as:不包含走動時間和非增值任務要素 adjustment jobs調整 rework返工 repair返修 quality checks質檢Use the lowestrepeatable time 用最低可反復時間Determine theStarting point andFinishing point確定起點終點Fill in the workelements andcapture the walking1 step = 0.5 sec

9、填入任務要素并確定走動700860丈量要素和走動Measure work elements and capture the walking840 規(guī)范化作業(yè)表Standardized Operation Sheet要素發(fā)生在什么點上Where is the element?要素與要素間的銜接Connectivity between elements工位規(guī)劃LayoutCycle time is 980 OvercycleWaiting time7070820CT=820+160160TT840任務合并表Standardized Work Combination Table3. Measure

10、all element times丈量一切要素時間5. Create the SOS sheet做規(guī)范操作表6. Create the Work combination table做任務合并作表1. 2. .3. .Sequence to grasp the process information:2. Identify the elements of the process確定任務要素4. Establish all elements sheets做任務要素表ManMachine1. 2. .3. .1. Grasping the facts抓住現(xiàn)實Static SOSSOS改善步驟Kaiz

11、en Step of SOS 尋覓改善時機Find Kaizen Opportunity123456125436OLD SOSNEW SOS- Compact layout- Less walkingT/mmove-mentM/Cmove-mentMat.move-mentOLD WCTNEW WCTIn every process the working sequence is constructed of three major movements 每個工序的任務次序由三個主要的運動構成1. Team member movement 人員的挪動2. Equipment movement設備

12、的挪動- processing 加工- conveyor transfer 保送帶傳動- ejector etc. 打出機等3. Material movement (process sequence)物料的挪動To achieve ideal condition, these three movements must be organized要到達理想的形狀,必需對這三種挪動進展整合What can we see from the SOS and WCT?從SOS和WCT上能看到什么?Analysis: How do we use the Standardised Work charts?分

13、析: 我們如何運用規(guī)范化任務表時間丈量表Time Measurement Sheet時間丈量表通知我們什么What do we know on line balance Wall 目的任務要素表通知我們什么What can we know on Job element sheet察看Observe操作順序Operation step物料擺放位置Material Arrangement挪動Movement SOS表通知我們什么What can we know on SOS察看Observe操作順序Operation Step物料位置 Material Arrangement走動 WalkingC

14、ell規(guī)劃 Cell DesignWork Area Map通知我們什么What can we know on Work Area Map察看Observe操作順序Operation Step走動Walking物料位置Material ArrangementWCT通知我們什么What can we know on SWC檢查CheckWhole the cycle要素時間Element time走動WalkingSOS改善步驟SOS improvement Step實施改善活動Improve the activity840Process time工序時間Cycle time任務循環(huán)時間Mach

15、ining time機器時間TT980Mister X needs to achieve 840X先生要到達840秒Target目的Actual實踐Manual time手動時間ATT = CT123567849121110Idea is想法是1. Relocate the keys重定鑰匙的放置位置2. Change the layout改動家里的規(guī)劃3. Change the sequence調整順序4. Use double electrical outlet裝雙插座的電源5. Combine the machining time with the manual work將人的任務和機器

16、的時間合并What should I do ?12345A.T.T.How can we improve the morning procedure?如何改善過程?Reduce walking, 減少走動Reduce waiting 減少等待CorrectionOverproductionMaterial Movement / conveyanceMotionWaitingInventoryProcessing7 Types of Wastes 7種類型的浪費矯正過度消費物料的挪動和運輸動作等候庫存加工過程的浪費Definition:Producing MoreThan NeededProdu

17、cing Faster Than NeededWaste of Overproduction 過度消費的浪費定義:消費超越了需求消費快過了需求Characteristics 特點:Inventory Stockpiles 庫存積壓Extra Equipment 額外的設備 Extra Storage Racks 額外的倉儲架Extra Manpower 額外的人力Additional Floor Space 更多的任務場地Causes 緣由:Incapable Processes 過程才干低下Lack of Communication 缺乏交流Long Tool Changes 工具改換周期長

18、Low Uptimes 方案工時利用率低 Lack of Stable / Consistent Schedules 缺乏穩(wěn)定 / 銜接的方案安排Waste of Overproduction 過度消費的浪費Definition:Rework of a Productor Service to Meet Customer RequirementsWaste of Correction 矯正的浪費定義:為滿足客戶的要求，對產品或效力進展的返工。Characteristics 特點:Extra Time Required by Workforce to Inspect / Rework / Rep

19、air 工人需求額外的時間來檢查/返工/修繕Missed Shipments / Deliveries 錯過了裝運/交貨時間Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使組織變得被動 (疲于“救火，而不是采取各種預防措施)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Waste of Correction 矯正的浪費Defini

20、tion:Any movement of material that does not directly support a lean system.Waste of Material Movement / Conveyance資料挪動/傳送的浪費定義:任何不直接支持一個精益系統(tǒng)的資料挪動。Characteristics 特點:Extra Fork Trucks 額外的叉車Multiple Storage Locations 多處儲存地點Extra Facility Space 額外的設備空間Incorrect Inventory Counts 不正確的存貨清點Opportunity for

21、Damage / 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 改換種類時間長Lack of Work Place Organization 任務場地缺乏組織Improper Facility Layout 設備規(guī)劃不當 Larger Buffer and Banks 緩沖庫存區(qū)過大Waste of Material Movement / Conveyance資料挪動/傳送的浪費Definition 定義: Any movement of people or machines

22、which does not contribute value to the product or service.任何對消費和效力沒有帶來價值的人員或機器的運動。Waste of Motion 動作的浪費Characteristics 特點:Looking for Tools 尋覓工具Excessive Reaching / Bending 過度伸展/彎腰Machines / Material Too Far Apart (Walk Time) 機器/資料間隔過遠步行的時間Shuttle Conveyors Between Equipment to Carry Parts 零件在設備間傳送帶

23、上的來回傳送Extra 揃usy?Movements While Waiting 等候期間的額外“忙亂 動作Causes 緣由:Equipment, Office & Plant Layout 設備、辦公室和工廠的規(guī)劃不當Lack of Work Place Organization 任務場地缺乏組織Poor Person / Machine Effectiveness 人員/機器效率不高Poor Ergonomic Design 人機工程方面的設計不好Inconsistent Work Methods 不一致的任務方法Large Batch Sizes 加工批量過大Waste of Moti

24、on 動作的浪費Definition:Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized.Waste of Waiting 等候的浪費定義:當兩個相關的變量 不完全同步時產生的停頓時間。Characteristics 特點:Person Waiting for Machine 人員等候機器Machine Waiting for the Person 機器等候人員One Person Waiting for Another Person 一個人等候另一個人Unbalanced Ope

25、rations (Work) 不平衡的操作任務Unplanned Equipment Downtime 方案外停機Causes 緣由:Inconsistent Work Methods 不一致的任務方法Long Machine Change Over Times 機器設置時間長Poor Man / Machine Effectiveness 人員/機器效率不高Lack of Proper Machines 缺乏適宜的機器Lack of Equipment Resources 缺乏設備資源Waste of Waiting 等候的浪費Definition:Any supply in excess

26、of process requirements necessary to produce goods.Waste of Inventory 庫存的浪費定義:任何超越消費產品過程所需求的供應。 Characteristics 特點:Extra Space on Receiving Dock 在進貨倉庫中占據額外的空間Stagnated Material Flow 物流停滯Massive Rework Campaigns When Problems Surface 當出現(xiàn)問題時，不得不進展大規(guī)模的返工Requires Additional Material Handling Resources (

27、People, Equipment, Racks, Storage, Space / Systems) 要求更多的資料處置資源(人力、設備、貨架、倉庫、空間/系統(tǒng))Slow Response to Changes in Customer Demands 對客戶要求的改動反響緩慢Causes 緣由:Incapable Processes 過程才干低下Long Change Over Times 改換種類時間長Management Decisions 管理決策不當Local Optimization 部分最優(yōu)化Inaccurate Forecasting Systems 不準確的預測系統(tǒng)Waste

28、 of Inventory 庫存的浪費DEFINITION:Effort 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.Waste of Processing 加工過程的浪費定義:對產品或效力附加的無效的任務，或可以結合在另一過程的任務。Characteristics 特點:Process Bottlenecks 任務過程出現(xiàn)瓶頸Lack o

29、f Boundary Samples or Clear Customer 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New Technology Used in Other Processes 在其他工藝過程中運用了新技術Decisio

30、n Making at Inappropriate Levels 在不適當?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 對客戶的有關要求缺乏了解Waste of Processing 加工過程的浪費Walking reduced by 10Element time reduced by 10Before:前After:后1. Key Relocation重定鑰匙的放置位置走動減少10秒,要素時間減少10秒Before:前After:后Walk

31、ing reduced by 302. Layout change of bathroom改動浴室的規(guī)劃Investment 1,000Euro走動減少30秒Before:前After:后1235678410 1. Get up起床 2. Clean teeth刷牙 3. Shave刮臉 4. Take a shower洗澡 5. Dry hair吹干頭發(fā) 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Make toast做面包 9. Put on shoes and coat and get the keys穿鞋和外套拿鑰匙10. Take coffee an

32、d toast拿咖啡,面包 1. Get up起床 2. Clean teeth刷牙 3. Shave刮臉 4. Take a shower洗澡 5. Dry hair吹干頭發(fā) 6. Get dressed穿衣服 7. Make coffee做咖啡 8. Take coffee拿咖啡 9. Make toast做面包10. Take toast拿面包11. Get the car keys拿鑰匙12. Put on shoes and coat穿鞋和外套91235678491211102 elements reduced3. Sequence change調整順序Before:前After:后

33、Use both machines at the same time Element time reduced by 104. Use of double electrical outlet裝雙插座的電源同時運用兩個機器 要素時間減少10秒Before:前After:Machining time enforcedwaiting for Mister XA.T.T.A.T.T.Mister X put on his shoes, coatand keys while coffee and toastwere made5. Combine machining time with manual ti

34、me將人的任務和機器的時間合并后機器任務時, X先生在等待機器在做咖啡和做面包時,X先生穿鞋,外套和拿鑰匙TT # of elements reduced - 12 to 10要素數(shù)量減少 Element time reduced - 820 to 680要素數(shù)量減少 Walking time reduced - 160 to 120走動時間減少 Cycle time reduced - 980 to 800任務周期時間減少 Process time=Cycle time= 800840Result結果980 secSOS改善步驟Kaizen Step of SOS實施規(guī)范化Implement Standard Work績效改善Kaizen Result after improvement規(guī)范化SOS for operator調整方法Adjust methods構成規(guī)范化文件Make standard work document作業(yè)員培訓Train the staffElement 5Element 4Element 3El