生產(chǎn)績(jī)效改進(jìn)方法

1、 Manufacturing Performance Improvement如何改進(jìn)生產(chǎn)績(jī)效6-1-2004CT Yang1Contents內(nèi)容3 key manufacturing focus and its objectives 生產(chǎn)制造中最重要的三個(gè)項(xiàng)目Flash Electronic Quality policy 飛旭電子公司品質(zhì)策略The most common production problems 生產(chǎn)線最?？吹降膯栴}Standard operation instruction ( SIC ) and visual aid 作業(yè)指導(dǎo)書Methodology of quality

2、improvement 改進(jìn)質(zhì)量的方法(案例)Continuous flow Manufacturing 連續(xù)生產(chǎn)Daily kit release control 每日工單計(jì)劃及管控Continuous flow of post SMT operation 后工程連續(xù)生產(chǎn)案例How to pursue manufacturing Excellence 如何追求卓越績(jī)效3 key processes of SMT excellence達(dá)成SMT最高績(jī)效的三個(gè)重要項(xiàng)目Three phases of improvement達(dá)到最高績(jī)效的三個(gè)階段2生產(chǎn)制造部最需要重視的三個(gè)項(xiàng)目( 3 Key Man

3、ufacturing Focus Items )質(zhì)量 Quality 以零缺點(diǎn)為目標(biāo) ( aimed at zero defect ) Zero defect at OQA質(zhì)保檢查零缺點(diǎn)連續(xù)生產(chǎn) Continuous Flow Manufacturing 以連續(xù)不停留的流程為目標(biāo) ( aimed at stream line process ) From SMT through ICT less than 24 hours從SMT投生到通過ICT少于24小時(shí)效率 Efficiency 以消除所有浪費(fèi)為目標(biāo)( aimed at eliminate waste )SMT 50% plus of h

4、ours over 15K parts/Cp有50%以上的工時(shí)，SMT Cp能貼片15K以上Insert over 720 parts per employee- hour (total # of parts inserted in a shift / 8X # of operators)平均每人每小時(shí)能手插720顆零件3(1) 品質(zhì) Quality( To development a method aimed at Zero Defects )以零缺點(diǎn)為目標(biāo)的生產(chǎn)模式4 Flash Electronics Quality Policy 飛旭電子公司品質(zhì)策略 (1)缺點(diǎn)預(yù)防 Defect Pr

5、evention- Poke Yoke Process防呆- Stop defect at working process not inspection station 阻止缺點(diǎn)(2)持續(xù)改進(jìn) Continuous Improvement- Real time quality feed back 立刻反饋- QPI activities逐項(xiàng)改進(jìn)5The Most Common Problems On Our Production Floor are:生產(chǎn)線最?？吹降膯栴}People use the different way to do the same work同樣的工作，不同的方法去做Re

6、petitive human defects人為錯(cuò)誤一再發(fā)生No confidence for the result of the work對(duì)工作結(jié)果無信心No reject from customer because today is lucky!客戶不退貨，僅是僥幸6Standard Operation Instruction ( SIC ) and Visual Aid標(biāo)準(zhǔn)作業(yè)指導(dǎo)及作業(yè)指導(dǎo)書7Why Need A Standard Operation?為何需要一個(gè)標(biāo)準(zhǔn)作業(yè)書Do not trust memory 記憶不可靠Minimize the method variation 減少

7、作業(yè)差異Control quality 易于控制質(zhì)量Easier for training new comer 易于訓(xùn)練新員工Easy for line change over 易于換線作業(yè)Increase work efficiency 增加工作效率8What Is A Standard Operation?怎么是標(biāo)準(zhǔn)作業(yè)？A pre-defined work method是一種預(yù)先定好的工作方法Designed by engineer是由工程師設(shè)計(jì)定的A simple production language是由一種生產(chǎn)線人員可懂的語(yǔ)言書寫的Provide a consistency and

8、 a quality work是能提供一個(gè)持續(xù)生產(chǎn)良品的方法9What Should Include In The Assembly Visual Aid?一個(gè)作業(yè)指導(dǎo)書應(yīng)包括哪些東西The most important thing in the visual aid are: 作業(yè)指導(dǎo)書應(yīng)包括:Quality points應(yīng)包括質(zhì)量重點(diǎn)Any potential human error or mistake that may occur in that station應(yīng)包括應(yīng)生產(chǎn)工位一切可能產(chǎn)生的人為失誤地方3 Basic work steps應(yīng)包括工作的三大步驟Check來料及來板質(zhì)量查對(duì)

9、重點(diǎn)Do 工作內(nèi)容Verify 確認(rèn)重點(diǎn)10Some Hints on Visual Aids作業(yè)指導(dǎo)書的制作重點(diǎn)Do not over 5 steps不宜超過五種以上不同的工藝Use production language員工能看懂Use 3-5 colors ( Red/ Green/ Yellow/ Blue.)利用不同色彩Prefer to use drawing file利用裝配圖Consider balancing平衡Cycle time between 0.5 to 2.0 minutes每一工位作業(yè)約在半分鐘到兩分鐘之內(nèi)11Methodology of Quality Impr

10、ovement( Top 5 defects control and elimination )改進(jìn)質(zhì)量的方法12Methodology of Quality Improvement 改進(jìn)質(zhì)量( Top 5 defects control and elimination ) Why we do this ?為何如此做？Prevent the repetitive defects found by customer.為了預(yù)防相同的問題再流到客戶去Though we may not know the root cause of defects or ways to kill a defect, C

11、atch It , dont let the defects passing our process and leak to our customer. 盡管我們對(duì)問題原因不清，尚無解決之道,但我們至少可以不讓同一問題不再次流到客戶處In the mean time, lets work together to find the solution to Eliminate that defects later. 在此同時(shí)一面全作找出原因，並消減它1380/20 Rule Top 5 Defects ( Criminals )20%OthersFocus on Catching Top 5 De

12、fects集中全力于前五名最大不良點(diǎn)80%Methodology of Quality Improvement 改進(jìn)質(zhì)量( Top 5 defects control and elimination )前五最大不良點(diǎn)1480% on Top 5 Defects最大五項(xiàng)20%OthersContinuously focus on the top 5 defects 繼續(xù)集中全力于最大五項(xiàng)80% on Top 5 Defects最大五項(xiàng)20%Others80% on Top 5 Defects最大五項(xiàng)20%Others80% on Top 5 Defects0% DefectImprovement

13、改進(jìn)Improvement改進(jìn)Improvement改進(jìn)Improvement最大五項(xiàng)15Total Quality Management全面品質(zhì)Goal目標(biāo)Habit of improvement perfection養(yǎng)成不斷追求完美的習(xí)慣Organization 組織Production responsibility生產(chǎn)部門的責(zé)任Basic principles基本法責(zé)100% check全數(shù)檢查Execution and escalation強(qiáng)調(diào)執(zhí)行及上報(bào)Line stop停線（問題應(yīng)立刻解決）Correcting ones own errors自負(fù)改正錯(cuò)誤的責(zé)任Project-by-p

14、roject improvement逐項(xiàng)改進(jìn)16Total Quality Management全面品質(zhì)Concepts觀念QC as facilitator品質(zhì)部門是活動(dòng)的推動(dòng)者House keeping保持工作環(huán)境整齊清潔Less-than-full capacity scheduling保持彈性Small lot sizes小批量生產(chǎn)Pre-check before production事先查核后，再生產(chǎn)Techniques and AIDS輔助工藝Exposure of problem曝露問題Poke Yoke devices防呆措施QC tools熟用品質(zhì)技巧QPI activiti

15、es品質(zhì)及效率改進(jìn)小組活動(dòng)17(2) 連續(xù)生產(chǎn)Continuous Flow Manufacturing( To develop a method aimed at stream line process )以連續(xù)不停留的流程為目標(biāo)的生產(chǎn)模式18 Inventory Covers Problems問題通常被存貨所遮蓋PoorQualityRaw parts原料Poor ScheduleMachinestopImbalanceLack ofownershipPoor partsOn time deliveryLong Change-overPoorCommunicationLack of Tra

16、iningHighTurnoverFinish goods成品WIP19 What problems was covered by High WIP Inventory?哪些問題通常被高存貨所遮蓋？Raw parts 原料Imbalance 不平衡Finish goods 成品Poor Quality品質(zhì)不良Poor Schedule排程不良HighTurnover高流動(dòng)率Lack of Ownership 缺少責(zé)任心Poor part onTime delivery 缺料Machine &EquipmentStop機(jī)器故障ExtraHandling不必要的搬動(dòng)Poor Communicati

17、on 溝通不良Lack of Training缺乏培訓(xùn)Long changeOver time 換機(jī)困難20連續(xù)生產(chǎn) Continuous Flow Manufacturing ( Stream Line Process/ One Piece Flow ) 以連續(xù)不停留的流程一次做一個(gè)Current 目前After未來21Daily Kit Release Control ( Examples ) 每日工單的計(jì)劃與管控Flash Wujiang Factory22Daily Kit Release Processes每日工單的排程W/HKitting one by one based onPC

18、 schedule sequence andFeeder set up KanBan needfirst . Than kitting the special approved pre-kitting lotsKitting one product a timeAudit qty and qualitySet up feederAudit teamFeeder Set-Up teamWaiting for Production( Next kit waiting area )Run SMT productionSMT Prod.Release the (1) Completed kit and

19、 (2) Special approval pre-kitting lots *MPPCPut on the schedule andrelease kitting ( 2 lists )By 10:00amBy 12:00pmWhen Pre-kitcompletedSchedule toCut inRemarks: * All the pre-kitting must under condition that part will arrive by next day 6:00pm232 kind of kit release schedule兩套式每日SMT生產(chǎn)排程Release the

20、completed kitand special approval pre-Kitting lotsMPPCPut on the schedule And release kitting ( 2 lists )By 10:00amBy 12:00amWhen Pre-kit last partArrived ( Kit completed ), MP need to notice PC forSchedule cut-in(1) Completed kit schedule(2) Pre-kit schedule1.1 AXXXX- 0011.2 BXXXX- 0011.3 CXXXX- 00

21、11.4 DXXXX- 0012.1 Xxxxx- 0022.2 Yxxxx- 0022.3 Zxxxx- 002Warehouse( Kitting )Do (1) first per schedule sequence and kanban requirements. ( Always keep 3 kits in waiting at feeder set up areaOnce the feeder set up area already have 3 kit in waiting. W/H kitting people move to work the pre-kit schedul

22、e list (2)PC need to moveIt from list (2) to (1)And schedule cut in(1) 無缺料(2) 尚缺料24 Urgent Parts One Hour Path Form急料一小時(shí)通關(guān)流程追蹤表單（從收料到發(fā)料在一小時(shí)之內(nèi)）25 Only 1-1-3-7 is needed1-1-3-7 備料流程N(yùn)ext jobFeeder cartWaiting每線下一個(gè)工單Feeder車暫停位子FeederSet upWait forFeeder setUp kitNext feederSet upWare houseKit stagingSMT

23、 line ASMT line GSMT line DSMT line CSMT line BSMT line HSMT line HAudit team26Continuous Flow Example連續(xù)生產(chǎn)案例( Link Touch UP and Final Mechanical Line Together )如何將Touch up 與組裝線相聯(lián)接Flash Fremont Building 227ABTU Kanban scheduleTouch up 線生產(chǎn)線看板CDFM Kanban scheduleKanban cardBox看板卡箱123456780KanbanCard看板卡

24、Kanban Card看板卡Touch/Final Mech.Kanban scheduling systemTouch up 線與組裝線生產(chǎn)看板系統(tǒng)28(3) 效率 Efficiency( To develop a method aimed at waste eliminate )以消除所有浪費(fèi)為目標(biāo)的生產(chǎn)模式29How to Pursue Manufacturing Excellence 追求卓越的生產(chǎn)績(jī)效To Build a tower or a bridgeAble to stand for hundreds Of years如同建造一座能使用百年以上的大橋30Gap鴻溝How to

25、overcome the gap ?如何橫渡鴻溝“ As is ”目前水平“ To be ”目標(biāo)水平World class EMS 世界水平31Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones 基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP management32Lay down a strong

26、foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Pillars 橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect33Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones基石Kit release processFlag systemAll

27、-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars 橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect34Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones基石Kit release processFlag systemA

28、ll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect35Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones基石Kit release processFlag system

29、All-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect36Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones基石Kit release processFlag syste

30、mAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect37Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ As is “ To be “Cornerstones基石Kit release processFlag syst

31、emAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect38Lay down a strong foundation Building a path toward excellence打好地基，步步前進(jìn)“ To be “Cornerstones基石Kit release processFlag systemAll-i

32、n-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars橋柱CFM ( Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect39Manufacturing Excellence Principle原理Simple: 簡(jiǎn)單，越簡(jiǎn)單越好Standardized: 標(biāo)準(zhǔn)化Sustain: 持之以恒Visual: 視覺管理Velocity: 立刻反應(yīng)3 現(xiàn): 現(xiàn)場(chǎng),現(xiàn)事,現(xiàn)物 40Toyota Mfg S

33、ystem Vs Manufacturing Excellence 豐田汽車公司的生產(chǎn)模式豐田式系統(tǒng)ToyotaManufacturingSystem及時(shí)生產(chǎn) Demand PullOnly produce the productquantity when customerhas need自動(dòng)化 Jidaka Automatic processes monitoring and processmanagement ( Autonomation )Quality質(zhì)量CFM連續(xù)Efficiency效率簡(jiǎn)單標(biāo)準(zhǔn)化持之以恒視覺管理立刻反應(yīng)3 現(xiàn)411st Step to Pursue Manufact

34、uring Excellence追求卓越的第一步追求第一 ( Want to be # 1 )了解差距 ( Understand the gaps )協(xié)求幫助 ( Ask for help, if you dont know how to close gap )學(xué)習(xí)榜樣 ( It doesnt have to be your own idea )注意小事 ( When you care, your people will care, too )上下溝通 ( Clear communication and follow up thoroughly )42Role and Responsibili

35、tyOperators員工Following schedule and keeping the SMT machine running with perfect quality. 依生產(chǎn)計(jì)劃，保持機(jī)器不停生產(chǎn)優(yōu)質(zhì)產(chǎn)品Off line feeder set up teamFeeder備料組Prepared good feeders to all the SMT on time. 提供足夠的好的Feeder給SMT生產(chǎn)線Leader and supervisor領(lǐng)導(dǎo)及主管Resolve line problem and escalate problem which they can not or

36、do not have time to solve. 解決生產(chǎn)問題，失控前報(bào)告上級(jí)主管433 Stages of Deployment執(zhí)行的三個(gè)階段1st stage ( Set up stage ) - Improvement team設(shè)立2nd stage ( Implement stage ) - Supervisor執(zhí)行3rd stage ( Sustain stage ) - QA確保44Manufacturing Excellence Guiding Principles卓越制造的真諦Centralize InformationCommon approachesDecentrali

37、zation Implementation( Way of working )資訊統(tǒng)一，執(zhí)行各自負(fù)責(zé) 統(tǒng)一規(guī)劃Capacity planningCommon work standardsCommon expectations for common processes產(chǎn)能集中規(guī)劃，效率標(biāo)準(zhǔn)統(tǒng)一 統(tǒng)一標(biāo)準(zhǔn)工時(shí)Continuous Flow ManufacturingFlexibilityStandardization of line layout &Work methods一條龍式標(biāo)準(zhǔn)生產(chǎn)模式 保持最大彈性453 Key Processes Of SMT ExcellenceAll-in-oneS

38、chedule生產(chǎn)看板系統(tǒng)Flag System物料旗號(hào)系統(tǒng)Hourly Tracking每小時(shí)追逐系統(tǒng) 11K/15K tracking Escalation process ICT top 5 SMT defects Skip nozzle control Paste printing control Hot shot quality control SMT zero wrong parts OPR tracking QPI Off line feeder set up Feeder maintenance process Days color traveler control Dedic

39、ate SMT top side carts Cascade change over team Bottleneck machine indicators Kit release control One schedule for entire building Weekly capacity review Product grouping Primary line comply control Floor WIP kanban control46Flag System ( to identify next kit status )物料旗號(hào)系統(tǒng)Green Next kit ready下一工單材料

40、備好了Yellow Setting up next kit下一工單正在備料Red Next kit has problem 下一工單備料有問題Blue No schedule下面沒工單47Who and When To Change FlagFrom Green to Yellow: SMT line operator.綠旗到黃旗SMT操作員負(fù)責(zé)From Yellow to Green. Feeder set up team operator. 黃旗到綠旗備料組有問題From Yellow to Red. Feeder set up team operator. 黃旗到紅旗備料組負(fù)責(zé)From

41、Red to Yellow. Supervisor紅旗到黃旗主管負(fù)責(zé)From Green (Yellow & Red ) to Blue: Leader or supervisor從綠旗（黃旗、紅旗）到藍(lán)旗主管負(fù)責(zé)48Three Phases Of Improvement改進(jìn)的三個(gè)階段49Three Phases Of Manufacturing ExcellencePhases I: It is the right thing to do將對(duì)的事情做好House keeping and information visible to all employeesSimplify and disc

42、ipline of the existing processesReveal all the hidden problems and resolve one by onePhases II: Doing every thing right做對(duì)的事情（把事情做對(duì)）Systemically restructure the processes to a simplest wayTake all the waste out from all areas continuouslyStop immediately if we see things wrong or a working discipline

43、 is violated. Phases III: Excellence becomes a habit做對(duì)已是一種習(xí)慣Zero defect is the only working standard for everything we doRobust processes and very little supervision is neededExcellence becomes everyones working habit50The 3 Phrase of MoraleOKMode得過且過ExcellentMode追求第一SurvivalMode力求改進(jìn)Accept current s

44、tatus接受現(xiàn)狀A(yù)ccept not meet goal接受未達(dá)目標(biāo)Accept others better than us接受別人比我做得更好Try to resolve current problems力求改變現(xiàn)狀Try to meet hard goal力求達(dá)成目標(biāo)Try to compete with others努力做得比別人更好Continuous improving尋求做得更好Set up challenge goal不斷受更高目標(biāo)挑戰(zhàn)Compete ourselves自我挑戰(zhàn)51Shipping Escalation Process ( Example )Objective:

45、 100% on time delivery目標(biāo)做到100%準(zhǔn)時(shí)交貨If shipment boards already in FG area for the day. Do not post on the shipping schedule “ White board “每日8時(shí)清點(diǎn)缺貨數(shù)，并列于shipping status 板上If shipment boards are not in FG by 8am of the dayCheck the QA if they have gotten the board 檢查缺貨板子是否已在QANotice PC if there is still

46、 not have enough board at QA 如果未到QA，通知生管 ( PC )If shipment boards are not in FG by 12 noon of the dayCheck the QA if they have gotten the board 每日12點(diǎn)再做一次檢查Notice Supervisor if there is still not have enough board at QA如果缺貨尚未到達(dá)QA，通知生產(chǎn)主管If shipment boards are not in FG by 3 pm of the dayCheck the QA i

47、f they have gotten the board 每日下午3點(diǎn)時(shí)，再對(duì)缺貨做一次檢查Notice OPS Manager if there is still not have enough board at QA 如果尚未到達(dá)QA，通知生產(chǎn)經(jīng)理52We are what we repeatedly do.Then,如果我們能以追求卓越的精神持續(xù)做下去，如此Excellence is not an act but a habit追求卓越將不再是一種特定的行為，而是一種習(xí)慣53The Biggest Challenge力行最佳績(jī)效最大得挑戰(zhàn)是The Biggest Challenge as we deploy our Manufacturing Excellence will not be the technically difficult.當(dāng)我們力行最佳績(jī)效生產(chǎn)模式時(shí)，所面臨的最大挑戰(zhàn)，通常非技術(shù)上的困難It will be how to drive the moral of an organization from “ OK mode “ to the “ Man