Performance Metrics

1、Belton ConfidentialManufacturing System Engineering1TM-MSE-016(4)BTowards Operational Excellence 績效指標績效指標 Belton ConfidentialManufacturing System Engineering2TM-MSE-016(4)BVisual Management 目視目視管理管理LeanValue Stream Mapping 價值流程圖價值流程圖Material Control 物料控制物料控制TPM 全面生產(chǎn)性維護全面生產(chǎn)性維護Layout Optimization/Cell

2、 布局優(yōu)化布局優(yōu)化CellCellSMED / Quick Changeover 快速切換快速切換Error Proofing 防錯法防錯法Performance Metrics 績效指標績效指標Theory Of Constraints 瓶頸理論瓶頸理論Lean Diagnostic 精益診斷精益診斷Change M & Waste E 改變觀念改變觀念& &消除浪費消除浪費Lean Overview 精益概述精益概述Lean Tools 精益工具精益工具There are many tools and techniques in the Lean tool box, all There a

3、re many tools and techniques in the Lean tool box, all suited to different applications and circumstances.suited to different applications and circumstances.在在LEANLEAN工具箱中工具箱中有許多工具和技巧有許多工具和技巧, ,它們可以用于各種不同的情況它們可以用于各種不同的情況. .Belton ConfidentialManufacturing System Engineering3TM-MSE-016(4)BObjectives目

4、的目的 After the completion of this session you should be able to 完成這個課程后你必須能夠完成這個課程后你必須能夠 UNDERSTAND THE IMPORTANCE OF MEASURES 理解指標測量的重要性理解指標測量的重要性 WHAT ARE THE LEAN METRICS 什么是精益指標什么是精益指標 METHODS OF CALCULATING AND MONITORING LEAN PERFORMANCE METRICS 精益績效指標的計算方法及監(jiān)控精益績效指標的計算方法及監(jiān)控 Belton ConfidentialM

5、anufacturing System Engineering4TM-MSE-016(4)BKey Questions Why does your organization exist? 你的組織為什么要存在你的組織為什么要存在? What is you organizations goal? 你的組織的目標是什么你的組織的目標是什么?Belton ConfidentialManufacturing System Engineering5TM-MSE-016(4)BCurrent Belton Metrics 目前福群的指標目前福群的指標 Output 產(chǎn)量產(chǎn)量Conformance to W

6、eekly Plan 周計劃達成率周計劃達成率Cost of Completion 成品成本成品成本Yield 合格率合格率New Product Qualification 新產(chǎn)品認証新產(chǎn)品認証Labor Cost 人力成本人力成本Quality Returns 品質(zhì)退貨率品質(zhì)退貨率Lost Time for Injuries 故障損失時間故障損失時間Efficiency 效率效率What behavior do these drive?Belton ConfidentialManufacturing System Engineering6TM-MSE-016(4)BSelf Evaluat

7、ion 自我評價自我評價 Consider your current Metrics in small groups and rate them as follows: 給你所工作的小組目前的績效指標按下列標準打分給你所工作的小組目前的績效指標按下列標準打分1=No value on this goal 對目標沒有意義對目標沒有意義2=Some help on this goal 有一些幫助有一些幫助3=Quite helpful on this goal 十分有用十分有用4=Extremely valuable on this goal 特別有用特別有用1.Translates your b

8、usiness strategy into concrete actions? 你們的商業(yè)策略有否轉(zhuǎn)化為具體的行為你們的商業(yè)策略有否轉(zhuǎn)化為具體的行為? ?2.Aligns departments with common goals? 各部門有否聯(lián)合起來為了一個共同的目標各部門有否聯(lián)合起來為了一個共同的目標? ?3.Fully reflects what your stakeholders care about? (customers,suppliers,management,employees etc) 有否完全反映你的上司有否完全反映你的上司( (客戶客戶, ,供應商供應商, ,管理層管理層

9、, ,雇員等雇員等) )所關(guān)心的績效所關(guān)心的績效? ?4.Provide the leverage to create change? 為改變提供一個杠桿為改變提供一個杠桿? ?5.Enhance your ability to compete in the future? 提高你的競爭能力提高你的競爭能力? ?6.Drives improvement in how work is performed? 促進改善促進改善? ?7.Provides strategic & operational indicators 提供策略和運營指引提供策略和運營指引? ?Belton Confidentia

10、lManufacturing System Engineering7TM-MSE-016(4)BThe Balanced Scorecard 平衡計分卡平衡計分卡 The new performance metrics are multidimensional-looking at several different aspects of the business rather than focused only on financials新的績效指標從全方位的角度來評估企業(yè)的幾個不同方面,而不是只關(guān)注財務. The Balanced scorecard as developed by Dr.

11、Robert Kaplan & David Norton looks into a multidimensional model由Dr.Robert Kaplan & David Norton開發(fā)的平衡計分卡從多維角度來考察企業(yè)業(yè)績. 企業(yè)策略企業(yè)策略 Customers客戶客戶 How do we look to Customers?Financial財務財務How do we look to shareholders?Int. Process內(nèi)部制程內(nèi)部制程Are we improving how Work is done?Growth成長成長Are we renewing for Con

12、tinued growth?Belton ConfidentialManufacturing System Engineering8TM-MSE-016(4)BValue Discipline Model 價值規(guī)律模型價值規(guī)律模型Customer Satisfaction 客戶滿意客戶滿意(Best Total Solution)Product Leadership 產(chǎn)品領(lǐng)先產(chǎn)品領(lǐng)先(Best Product/Service)Operational Excellence 運營卓越運營卓越 (Best Cost, Service Performance)What is it most that

13、your target customers value?Belton ConfidentialManufacturing System Engineering9TM-MSE-016(4)BMetrics & Leadership 績效與管理層績效與管理層作 決 定績 效 報 告執(zhí) 行 策 略績 效 改 善管理層工作績效指標DOS of CNC0.200.400.600.801.001/12/13/14/15/16/17/1DateDOSTarget移動平均週期: 7 (DOS)U U P PM M H H w w e ee ek kl ly y t tr re en nd d c ch ha

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15、100,000120,00004ww4104ww4204ww4304ww4404ww4504ww4604ww4704ww4804ww4904ww5004ww5104ww5205ww0105ww0205ww0305ww0405ww0505ww0605ww0705ww0805ww0905ww1005ww1105ww1205ww13DPPMCoil CNCStamping Bonding ACAMolding ACABelton ConfidentialManufacturing System Engineering10TM-MSE-016(4)BMetrics & Leadership 績效與管理

16、層績效與管理層 Reporting Performance 績效報告績效報告Receive and summarize information about your area of responsibility 收集整理你責任范圍的信息收集整理你責任范圍的信息Reports include resources consumed&value created(output) 報告包含所消耗資源和創(chuàng)造的價值報告包含所消耗資源和創(chuàng)造的價值( (產(chǎn)出產(chǎn)出) ) Output Performance 產(chǎn)出產(chǎn)出 Dock to Dock time DTDDTD時間時間 Manufacturing Cycle

17、 time 製造周期時間製造周期時間 Customer Satisfaction 客戶的滿意性客戶的滿意性Performance reports show condition of the system against targets and ensure people get credit for achievements 績效報告反映了系統(tǒng)在達成目標的現(xiàn)狀并讓人們認同這種成績績效報告反映了系統(tǒng)在達成目標的現(xiàn)狀并讓人們認同這種成績 Belton ConfidentialManufacturing System Engineering11TM-MSE-016(4)BMetrics & Lead

18、ership 績效與管理層績效與管理層Making Decisions 作決定作決定Information tells where action should be taken 報告的信息告訴我們哪些地方必須采取行動報告的信息告訴我們哪些地方必須采取行動Enables fact-based management 以事實為基礎(chǔ)來進行管理以事實為基礎(chǔ)來進行管理Inventory庫存庫存Process Cycle Time加工周期加工周期Downtime停機時間停機時間Implementing Strategy 執(zhí)行策略執(zhí)行策略Metrics help to align actions to bro

19、ad organizational goals (eg.Corporate goals) 指標能幫助我們?yōu)檫_成組織目標而安排工作指標能幫助我們?yōu)檫_成組織目標而安排工作This will apply for both a small department or an entire line of business 可用于一個小部門可用于一個小部門, ,也可用于整個的商業(yè)鏈也可用于整個的商業(yè)鏈Belton ConfidentialManufacturing System Engineering12TM-MSE-016(4)BMetrics & Leadership 績效與管理層績效與管理層 Imp

20、roving Performance 績效改善績效改善Improving performance is a basic leadership function 績效改善是管理層一個基本的職能績效改善是管理層一個基本的職能In order to improve you need to要改善你必須要改善你必須 : Align resources on the right task 合理地安排資源合理地安排資源Manage accountabilities 責任到位責任到位 Improve processes 制程改善制程改善Ensure improvement brings true gains

21、to the whole system確保改善能給整個系統(tǒng)帶來真正的收獲確保改善能給整個系統(tǒng)帶來真正的收獲The right performance metrics give the information needed to get the job done where it matters most正確的績效指標提供組織需要的信息正確的績效指標提供組織需要的信息, ,并且能在最緊要的地方并且能在最緊要的地方進行改善進行改善Belton ConfidentialManufacturing System Engineering13TM-MSE-016(4)BPerformance manage

22、ment should be balanced to create long term shareholder value 績效管理應該能穩(wěn)步提升長期的股東價值績效管理應該能穩(wěn)步提升長期的股東價值Performance management is a top down process and must be directly linked to the vision and strategy. 績效管理是一個與公司的遠景和戰(zhàn)略緊密相關(guān)的績效管理是一個與公司的遠景和戰(zhàn)略緊密相關(guān)的 高瞻性運作程序高瞻性運作程序Performance measurement should monitor value

23、 drivers. 績效管理應該監(jiān)控整個公司的價值驅(qū)動績效管理應該監(jiān)控整個公司的價值驅(qū)動Performance Management Principles 績效管理績效管理 原則原則The Requirements Of Future State Metrics 未來指標的必要條件未來指標的必要條件 Belton ConfidentialManufacturing System Engineering14TM-MSE-016(4)BCriteria of New Metrics 新指標的標準新指標的標準The New Metrics must be forward looking and dr

24、iving improvementrather than looking back into the past. It must be relevant to the business requirement新指標需具有前瞻性並能促進改善新指標需具有前瞻性並能促進改善, , 而不是看回過去而不是看回過去. .必須與企業(yè)的要求保持一致必須與企業(yè)的要求保持一致. .Belton ConfidentialManufacturing System Engineering15TM-MSE-016(4)BThe Lean Metrics 精益指標精益指標THROUGHPUT THROUGHPUT 有效產(chǎn)出

25、有效產(chǎn)出INTENTORY INTENTORY 庫存庫存OPERATING EXPENSES OPERATING EXPENSES 營運費用營運費用Belton ConfidentialManufacturing System Engineering16TM-MSE-016(4)BThroughput 有效產(chǎn)出有效產(chǎn)出 Dr. Eliyahu Goldratt defines Throughput(T) as the rate at which the system generates money through sales Dr.Eliyahu Goldratt 將有效產(chǎn)出定義為企業(yè)通過銷售

26、所增加的價值.In other words throughput is all the money coming into the system from the outside 換句話說,有效產(chǎn)出就是從外部流進系統(tǒng)的錢.Throughput (T) therefore is total sales revenue(SR) minus variable cost(VC)有效產(chǎn)出(T)就是總的銷售收入(SR)減去變動成本(VC).T=SR-VC Variable cost includes 變動成本包括:Material used to make the product 用于產(chǎn)品的物料 Sale

27、s commissions 銷售傭金Consumables & supplies etc 跟隨產(chǎn)品成正比變化的消耗品和供應品等.Belton ConfidentialManufacturing System Engineering17TM-MSE-016(4)BGoldratt defines Inventory(I)as all the money a system invests in things it intends to sell. Goldratt 將庫存(I)定義為整個系統(tǒng)注入了成本且打算賣出去的東西.This on the large part will consist of

28、Raw Material. 從大的范圍來講庫存包括原材料. Inventory however dose not include the added value of labour and overhead. 庫存不包括創(chuàng)造價值的人工和管理費用.Inventory will include 庫存包括:Raw material 原材料In process inventory(work-process) 在制品Finished Goods not yet delivered 沒有交付的成品Products built to stock (that is,no firm order against

29、the item)may be considered output but it is not throughput.Therefore they are considered as Inventory. 生產(chǎn)的產(chǎn)品用于庫存(即:沒有公司訂單)只能當作產(chǎn)量,而非產(chǎn)值, 所有這些產(chǎn)品當作庫存.Inventory 庫存庫存Belton ConfidentialManufacturing System Engineering18TM-MSE-016(4)BGoldratt considers Operating Expense(OE)as all the money the system spend

30、s turning inventory into throughput. Goldratt 將營運費用定義為系統(tǒng)為了把庫存轉(zhuǎn)化為有效產(chǎn)出而花的錢.Operating Expense will include營運費用包括:All fixed expenses 所有固定費用Direct labour 直接人工Overheads 管理費用Any other expense that would incur even if the system never produced a single product 即使企業(yè)不再生產(chǎn)某個產(chǎn)品也會發(fā)生的一切費用.Operating Expense 營運費用營運費

31、用Belton ConfidentialManufacturing System Engineering19TM-MSE-016(4)BT,I& OE vs. Traditional MeasuresT, I & OE have a direct relations to traditional measures of:T, I & OE與傳統(tǒng)指標的直接關(guān)系:Net Profit(NP)淨利潤Return on Investment(ROI)投資回報率Cash Flow(CF)現(xiàn)金流量Net Profit is Throughput minus operating expense for a

32、given period在一定時期內(nèi)淨利潤等于有效產(chǎn)出減去營運費用NP=T-OE 淨利潤=有效產(chǎn)出-營運費用Return on investment is net profit divided by inventory(or investment)投資回報率等于淨利潤除庫存資金(或投資資金) ROI投資回報率=T(有效產(chǎn)出)-OE(運營費用)I(投資資金)Belton ConfidentialManufacturing System Engineering20TM-MSE-016(4)BCash flow is net profit(throughput minus operating exp

33、ense) plus or minus the change in inventory for the same period現(xiàn)金流量等于淨利潤加上或減去庫存資金的變化Traditional measures however do not create a clear picture on daily operating decisions.They only give a measure from a financial accounting standpoint傳統(tǒng)的指標沒有給出一個日常工作決定的清晰的圖像.僅從財務計算的立場來評估.CF=T-OE+II _T,I&OE vs. Tradi

34、tional MeasuresBelton ConfidentialManufacturing System Engineering21TM-MSE-016(4)BT,I & OET,I&OE help set clear direction by easily affecting daily operational decisions. ,&可幫我們設(shè)定清晰的方向而作出工作決定.例如:Will this decision help improve bottleneck? 這個決定能幫助改善瓶頸嗎?Will it increase total sales? 這個決定能增加總的銷售收入嗎?Wil

35、l this speed delivery to customer? 這個決定能加快交貨嗎?Will it reduce scrap or rework? 這個決定能降低報廢或返工嗎?如果回答是如果回答是, , 那么它將改善有效產(chǎn)出那么它將改善有效產(chǎn)出Will we need less Raw Material? 我們將需求少一些原材料?Will we be able to keep less WIP? 我們將保持少一些?Will we need less machines (capital investment)? 我們將需求少一些的機器(資金總額) ?如果回答是如果回答是, 那么它將降低庫

36、存那么它將降低庫存Belton ConfidentialManufacturing System Engineering22TM-MSE-016(4)BT,I & OEWill overhead go down?你的管理成本下降了嗎?Will payment to vendor decrease?給供應商的錢減少了嗎?Will we be able to divert some people to do other throughput generating activities?我們能夠把一部分人轉(zhuǎn)移去做其它的產(chǎn)出?如果回答是如果回答是, 那么它將改善營運費用那么它將改善營運費用All th

37、ese are decisions which middle management and line supervisors can make but will have an effect on Net Profit,ROI & Cash Flow 所有這些決定可由中層管理者和線上主管能夠作出的,且能夠影響到淨利潤,投資回報率,現(xiàn)金流量Belton ConfidentialManufacturing System Engineering23TM-MSE-016(4)BLean Manufacturing Metrics 精益指標精益指標THROUGHPUT有效產(chǎn)出有效產(chǎn)出Increases

38、Revenue增加收入Minimize time product spends in the factory減少產(chǎn)品在工廠的時間INVENTORY庫存庫存Minimize Raw Material in stores最少的原材料庫存Minimize Work in Process最少的在制品Minimize Finished Goods in stores最少的成品OPERATING EXPENSE營運費用營運費用Reduce capital investment降低資金總額Reduce overtime降低加班Reduce scrap降低報廢Reduce premium payment降低額

39、外費用的支付Belton ConfidentialManufacturing System Engineering24TM-MSE-016(4)BPractical Exercise 練習練習List down the performance measures which fall under the new category listed below寫下下列指標中的子指標:INCREASE THROUGHPUT 提高產(chǎn)值REDUCE INVENTORY降低庫存REDUCE OPERATING EXPENSES 降低營運費用Do you have measures which do not f

40、all into the above category?你有沒有不屬于以上分類的指標?List those down 請寫下來Belton ConfidentialManufacturing System Engineering25TM-MSE-016(4)BLean Manufacturing Metrics 精益指標精益指標Throughput 有效產(chǎn)出有效產(chǎn)出Manufacturing Cycle Time(制造周期時間制造周期時間), Dock To Dock Time(DTD時間時間),Lead Time(前置時間前置時間)Inventory 庫存庫存Inventory Level(

41、庫存水平庫存水平), Days Of Inventory(庫存天數(shù)庫存天數(shù)),Dollar Value Of Inventory庫存資金庫存資金Operating Expense 營運費用營運費用Overall Equipment Effectiveness(總設(shè)備效能總設(shè)備效能), First Time Through(第一次合格率第一次合格率), Distance Traveled(運輸距離運輸距離), Scrap Costs Per Unit Shipped(單位產(chǎn)出的報廢成本單位產(chǎn)出的報廢成本), Units Per Payroll Dollar(單位人工成本產(chǎn)出單位人工成本產(chǎn)出),

42、Warranty Costs(擔保金擔保金)There are numerous metrics for monitoring business performance,these are the Lean Metrics許多的精益指標可用來監(jiān)控企業(yè)績效許多的精益指標可用來監(jiān)控企業(yè)績效Belton ConfidentialManufacturing System Engineering26TM-MSE-016(4)BManufacturing Cycle Time (MCT)制造周期時間制造周期時間MCT is expressed in units of time 是用時間單位來表示是用時間單

43、位來表示Definition:MCT is the time required to manufacture a product, from the first value added operation to the last value added operation. MCT是從加工零件從第一道有價值工序到最后一道有價值工序所需的時間MCT = End Of Line RateWork In ProcessORMCT = ProcessingTime( (加工時間加工時間) )InventoryWait Times ( (存貨存貨等待時間等待時間) )Daily ChangeoverTi

44、me( (日常的切換時間日常的切換時間) )+Belton ConfidentialManufacturing System Engineering27TM-MSE-016(4)BQueuing 排隊排隊Movement 移動移動Inspection 檢查檢查Value Added 增值增值Breakdown Analysis of MCT Manufacturing Cycle Time (MCT)With traditional manufacturing techniques, the majority of the time is spent on Non Value Added ac

45、tivities使用傳統(tǒng)的生產(chǎn)方法使用傳統(tǒng)的生產(chǎn)方法, ,大多數(shù)時間都消耗在不增加價值的活動上大多數(shù)時間都消耗在不增加價值的活動上Belton ConfidentialManufacturing System Engineering28TM-MSE-016(4)BBelton的制造周期時間的制造周期時間( (MCT)MCT)計算計算MCT = 最后工序的出貨率最后工序的出貨率在制品數(shù)量在制品數(shù)量WIPMCT = 加工時間加工時間+庫存等待時間庫存等待時間+日換模時間日換模時間例如例如: : 一種產(chǎn)品需五道工序一種產(chǎn)品需五道工序A,B,C,D,E完成完成,某日某日,它的生產(chǎn)線存貨它的生產(chǎn)線存貨為

46、為:工序工序WIP當日當日E工序的出貨數(shù)為工序的出貨數(shù)為10KPcs, 則它的則它的制造周期制造周期MCT為為?5KpcsCBDEA3Kpcs4Kpcs3Kpcs5KpcsBelton ConfidentialManufacturing System Engineering29TM-MSE-016(4)B工序工序WIP當日當日E工序的出貨數(shù)為工序的出貨數(shù)為10KPcs, 則它的則它的制造周期制造周期MCT為為:MCT= = = = 2 (天天)5KpcsCBDEA3Kpcs4Kpcs3Kpcs5Kpcs在制品數(shù)量（在制品數(shù)量（WIP)最后工序的出貨率最后工序的出貨率(5+3+4+3+5)K P

47、cs10K Pcs/天天20K Pcs10K Pcs/天天MCT = 最后工序的出貨率最后工序的出貨率在制品數(shù)量在制品數(shù)量WIPBelton的制造周期時間的制造周期時間( (MCT)MCT)計算計算Belton ConfidentialManufacturing System Engineering30TM-MSE-016(4)BDock to DOCK TimeDefinition:Dock-to-Dock Time is the total elapsed time between unloading raw materials and releasing finished goods f

48、or shipment. DTDDTD是從原材料進倉到成品出貨所花時間是從原材料進倉到成品出貨所花時間.DTD =Raw Material Inventory + WIP Inventory + Finished Goods InventoryEnd Of Line RateWhere:Manufacturing Cycle Time (MCT) = the elapsed time between the first and last operation of a process. MCT是從第一個工序到最后一個工序所需時間.Raw material and finished goods i

49、nventories=the number of production days on hand=(number of pieces in inventory/average daily production volume) 原材料和成品的庫存=手頭的生產(chǎn)天數(shù)=(存貨數(shù)/平均日產(chǎn)量)Belton ConfidentialManufacturing System Engineering31TM-MSE-016(4)BMCT & DTD Dock To Dock Time The sum of the DTD for all sites will describe the supply chain

50、s ability to executeStoresWIPFGICalculated in Days of StockCalculated in Days of StockBelton ConfidentialManufacturing System Engineering32TM-MSE-016(4)BLead Time 前置時間前置時間Definition:Lead Time is the time elapsed from the first purchase order placed for a product through to the delivery of that order

51、 to the customer前置時間是產(chǎn)品從下定單開始到完成出貨給客戶所需的時間前置時間是產(chǎn)品從下定單開始到完成出貨給客戶所需的時間LT = (Elapsed Time from order placement to delivery to the order )Belton ConfidentialManufacturing System Engineering33TM-MSE-016(4)BInventory 庫存庫存Inventory for an organization consists of the following elements:庫存由如下幾個參數(shù)組成庫存由如下幾個參數(shù)

52、組成Raw Materials(原材料原材料) - Materials to which the manufacturer has not yet added valueWIP(在在制制品品) - Materials to which the manufacturer has added some value but still has to add more valueFinished Goods(成品成品) - Goods ready for shipment to the customers準備出給客戶的貨物準備出給客戶的貨物Inventory = Raw Material原材料原材料+

53、 WIP在製品在製品+ Finished Goods成品成品Belton ConfidentialManufacturing System Engineering34TM-MSE-016(4)BDays Of Inventory 庫存天數(shù)庫存天數(shù) Definition:This measure represents how many days of production or sales can be maintained solely from inventory.Days Of Inventory =Raw Material + WIP + Finished GoodsAverage Da

54、ily Demand Or Output 庫存天數(shù)庫存天數(shù)Inventory = Raw Material原材料原材料+ WIP在製品在製品+ Finished Goods成品成品Belton ConfidentialManufacturing System Engineering35TM-MSE-016(4)BDOSDOS 是 Day of Stock的縮寫,是指一個產(chǎn)品族總的存貨數(shù)與總的出貨率之比,也叫存貨天數(shù)存貨天數(shù), , 用來衡量產(chǎn)品族的制造快慢. DOS = 最后工序的出貨率最后工序的出貨率在制品數(shù)量在制品數(shù)量WIP通常通常, ,用下面公式來計算用下面公式來計算DOS:DOS:目前我

55、們公司計算每周出貨計劃大于等于目前我們公司計算每周出貨計劃大于等于100100K K的產(chǎn)品族的的產(chǎn)品族的DOS.DOS.Belton ConfidentialManufacturing System Engineering36TM-MSE-016(4)B例如例如: 一種產(chǎn)品族有五個產(chǎn)品一種產(chǎn)品族有五個產(chǎn)品A,B,C,D,E,某日某日,它們的生產(chǎn)線存貨它們的生產(chǎn)線存貨及及當日出貨數(shù)當日出貨數(shù)分別分別為為則則 此產(chǎn)品族的存貨天數(shù)此產(chǎn)品族的存貨天數(shù)DOS為為:DOS = = = 2 (天天)在制品數(shù)量在制品數(shù)量WIP最后工序的出貨率最后工序的出貨率2000K Pcs1000K Pcs/天天備注備注:

56、 產(chǎn)品族是指具有相似工序的同一類型的產(chǎn)品產(chǎn)品族是指具有相似工序的同一類型的產(chǎn)品.產(chǎn)品ABCDE總計WIP(Kpcs)3004002005006002000出貨數(shù)(Kpcs)150150902104001000Belton ConfidentialManufacturing System Engineering37TM-MSE-016(4)BDollar Value Of InventoryDefinition:A measure of working capital associated with inventory (raw material, finished stock), and wo

57、rk in progress. 所有積壓在庫所有積壓在庫存存( (原材料原材料, ,成品及在制品成品及在制品) )中的資金總額中的資金總額. .Dollar ValueOf Inventory $ ValueOf RawMaterial=$ ValueOfWIP$ ValueOf FinishedGoods+Belton ConfidentialManufacturing System Engineering38TM-MSE-016(4)BLean Metrics - Operating Expense營運費用營運費用 The Lean Metrics which measure operat

58、ing expense include:-Overall Equipment Effectiveness 總體機器效能總體機器效能First Time Through Quality第一次合格率第一次合格率Scrap Cost Per Unit單位報廢成本單位報廢成本Units Shipped per payroll dollar單位人工成本的產(chǎn)出單位人工成本的產(chǎn)出Warranty Costs 擔保金擔保金Travel Distance 運輸距離運輸距離Belton ConfidentialManufacturing System Engineering39TM-MSE-016(4)BOver

59、all Equipment Effectiveness 總機器效能OEE is a combined measure of the availability, performance efficiency, and quality rate for a given product on a given piece(s) of equipment or lineOEE=Availability(開機率開機率) X Performance Rate(產(chǎn)出率產(chǎn)出率) X Quality Rate(合格率合格率)Total Hours總時間總時間-(Downtime停機時間停機時間+Unschedul

60、ed Hrs無計劃時間無計劃時間)Total Hours 總時間總時間Performance=Actual Parts Produced實際產(chǎn)出實際產(chǎn)出X Ideal Cycle Time標準工時標準工時Available Hours 實際產(chǎn)出時間實際產(chǎn)出時間Quality Rate=Total Parts Produced實際產(chǎn)出實際產(chǎn)出-(scrap報廢報廢+rework返工返工)Total Parts Produced實際產(chǎn)出實際產(chǎn)出Availability =Belton ConfidentialManufacturing System Engineering40TM-MSE-016(