精益生產(chǎn)綜述

精益生產(chǎn)概述LLeanManufacturingSixSigmaGEC&IAPOLean內(nèi)容簡介:介紹精益生產(chǎn)(JIT)的歷史背景.精益生產(chǎn)和6-sigma的結合. 總覽測量/分析/改進/控制階段的主要工具(知識點) 總結精益生產(chǎn)和群策群力

術語表 圖表總匯公式 附加參考材料

精益生產(chǎn)（LeanProduction，LP），又稱精良生產(chǎn)，其中“精”表示精良、精確、精美；“益”表示利益、效益等等。精益生產(chǎn)就是及時制造，消滅故障，消除一切浪費，向零缺陷、零庫存進軍。它是美國麻省理工學院在一項名為“國際汽車計劃”的研究項目中提出來的。它們在做了大量的調(diào)查和對比后，認為日本豐田汽車公司的生產(chǎn)方式是最適用于現(xiàn)代制造企業(yè)的一種生產(chǎn)組織管理方式，稱之為精益生產(chǎn)，以針對美國大量生產(chǎn)方式過干臃腫的弊病。精益生產(chǎn)綜合了大量生產(chǎn)與單件生產(chǎn)方式的優(yōu)點，力求在大量生產(chǎn)中實現(xiàn)多品種和高質(zhì)量產(chǎn)品的低成本生產(chǎn)。 一、精益生產(chǎn)的產(chǎn)生與推廣20世紀初，從美國福特汽車公司創(chuàng)立第一條汽車生產(chǎn)流水線以來，大規(guī)模的生產(chǎn)流水線一直是現(xiàn)代工業(yè)生產(chǎn)的主要特征。大規(guī)模生產(chǎn)方式是以標準化、大批量生產(chǎn)來降低生產(chǎn)成本，提高生產(chǎn)效率的。這種方式適應了美國當時的國情，汽車生產(chǎn)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大眾化的交通工具，美國汽車工業(yè)也由此迅速成長為美國的一大支往產(chǎn)業(yè)，并帶動和促進了包括鋼鐵、玻璃、橡膠、機電以至交通服務業(yè)等在內(nèi)的一大批產(chǎn)業(yè)的發(fā)展。大規(guī)模流水生產(chǎn)在生產(chǎn)技術以及生產(chǎn)管理史上具有極為重要的意義。但是第二次世界大依以后，社會進入了一個市場需求向多樣化發(fā)展的新階段，相應地要求工業(yè)生產(chǎn)向多品種、小批量的方向發(fā)展，單品種、大批量的流水生產(chǎn)方式的弱點就日漸明顯了。為了順應這樣的時代要求，由日本豐田汽車公司首創(chuàng)的精益生產(chǎn)，作為多品種、小批量混合生產(chǎn)條件下的高質(zhì)量、低消耗進行生產(chǎn)的方式在實踐中摸索、創(chuàng)造出來了。

豐田英二介紹精益生產(chǎn)的歷史背景

1950年，日本的豐田英二考察了美國底持律的福特公司的轎車廠。當時這個廠每天能生產(chǎn)7000輛轎車，比日本豐田公司一年的產(chǎn)量還要多。但豐田在他的考察報告中卻寫道：“那里的生產(chǎn)體制還有改進的可能”。 戰(zhàn)后的日本經(jīng)濟蕭條，缺少資金和外匯。怎樣建立日本的汽車工業(yè)？照搬美國的大量生產(chǎn)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相同的，日本的家族觀念、服從紀律和團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形成的自由散漫和個人主義的泛濫。日本的經(jīng)濟和技術基礎也與美國相距甚遠。日本當時沒有可能全面引進美國成套設備來生產(chǎn)汽車，而且日本當時所期望的生產(chǎn)量僅為美國的幾十分之一?！耙?guī)模經(jīng)濟”法則在這里面臨著考驗。

豐田英二和他的伙伴大野耐一進行了一系列的探索和實驗，根據(jù)日本的國情，提出了解決問題的方法。經(jīng)過30多年的努力，終于形成了完整的豐田生產(chǎn)方式，使日本的汽車工業(yè)超過了美國，產(chǎn)量達到了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。豐田生產(chǎn)方式是日本工業(yè)競爭戰(zhàn)略的重要組成部分，它反映了日本在重復性生產(chǎn)過程中的管理思想。豐田生產(chǎn)方式的指導思想是，通過生產(chǎn)過程蹩體優(yōu)化，改進技術，理順物流，杜絕超量生產(chǎn)，消除無效勞動與浪費，有效利用資源，降低成本，改善質(zhì)量，達到用最少的投入實現(xiàn)最大產(chǎn)出的目的。 日本企業(yè)在國際市場上的成功，引起西方企業(yè)界的濃厚興趣，西方企業(yè)家認為，日本在生產(chǎn)中所采用的方式是其在世界市場上競爭的基礎。80年代以來，西方一些國家很重視對豐田生產(chǎn)方式的研究，并將其應用于生產(chǎn)管理。手工生產(chǎn)大規(guī)模生產(chǎn)階段I階段II精益生產(chǎn)什么何時勞動力機器工作安排緩沖對業(yè)績的收益“由專業(yè)工匠生產(chǎn)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)排序訂單積壓原材料庫存生產(chǎn)周期長以不穩(wěn)定性為其特征“專業(yè)化的流水線大量生產(chǎn)標準化產(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)模原材料存貨，在制品、成品庫存規(guī)模經(jīng)濟標準化（部件、任務和工具）“根據(jù)需求小批量進行的生產(chǎn)，以將浪費減至最小”1970-95水平方向多技能，在小組中工作冗余/多余容量，快速生產(chǎn)準備小批量少量在制品庫存(Kanban)人員和外部（供應商）緩沖庫存以作業(yè)典范為導向規(guī)模經(jīng)濟生產(chǎn)周期短廢品/返工量減少“單件流動，迅速重新配置生產(chǎn)，浪費幾乎為零”1995以后水平及垂直方向多技能，在以自我為主導的小組中工作多功能機器，快速生產(chǎn)準備單件流動很少有在制品和成品庫存技能與機器能力儲備以持續(xù)改善為導向規(guī)模經(jīng)濟生產(chǎn)周期長，更短的產(chǎn)出時間（并行操作）浪費減少即時生產(chǎn)舉例(JIT-JUSTINTIME)JIT指這樣一個系統(tǒng):按照顧客的需要在正確的時間,生產(chǎn)正確數(shù)量的正確產(chǎn)品.

星期一 7:00pm 裝載著鐵礦石的船停靠在碼頭.冶煉開始

星期二 10:55pm 冶煉結束,鑄造工藝開始

12:55pm 鑄成圓鋼

冷卻和清洗

5:05pm 第一道加工工藝開始,共58道,耗時55分鐘. 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)必須結合這些重要的策略.這一切都通過杜絕浪費來完成。一個精益的，柔性化并且具備成本優(yōu)勢的企業(yè)能夠為客戶提供：

高附加價值-“最低廉的供應商"高質(zhì)量-“6sigma質(zhì)量標準"快速響應-“更短的提前期，生產(chǎn)、設計、采購、營銷通過無縫連接構成的柔性化生產(chǎn)系統(tǒng)."精益生產(chǎn)使我們在競爭產(chǎn)生優(yōu)勢精益生產(chǎn)的理念就是以最經(jīng)濟的方式完成生產(chǎn)：

需要什么(顧客期望，質(zhì)量要求等)

何時需要

利用最少的資源完成生產(chǎn)-持續(xù)不斷的改進工作-持續(xù)不斷表面文章-以數(shù)據(jù)為基礎-可見的和可量化的-熱衷于實干-行動不帶來成本大幅度的增加-絕對不容忍浪費的出現(xiàn)持續(xù)不斷的改善成為企業(yè)的精髓文化,被員工廣泛地認可,并付諸實施.

群策群力-“只為更好”精益生產(chǎn)和六西格瑪?shù)慕Y合的好處(為什么要結合在一起?)六西格瑪-嚴謹?shù)目茖W(哲學),耗時長

以數(shù)據(jù)為基礎的

專注于顧客

重點控制

可控變量的百分比

關注變量

領導力的培養(yǎng)

文化的改變精益生產(chǎn)

快速,充滿活力

消除浪費專注于內(nèi)部的團隊數(shù)據(jù)為基礎

定量

定性

顯著的短期結果

可控制的

低成本兩者互相補充,互相支持,對制造業(yè)而言,兩者的結合尤其的重要.精益生產(chǎn)和6-sigma的結合可使用的工具測量工具TAKT時間的計算混合產(chǎn)品圖工件流動圖ObservationSheets(觀察表格)CycleTime/TAKTTimeBarChart(工件時間和TAKT時間的平衡圖)分析工具ObservationSheets(觀察表格)ProcessCapacityTable(流程能力圖表)StandardWorkSheet(標準工作表)StandardWorkCombination(標準工作的合并)CrossTrainingMatrix(多工位的培訓表格)CycleTime/TAKTTimeBarChart(工件時間和TAKT時間的平衡圖)改進(行動)VisualControls(可視化控制)AnyTool(s)fromMeasure&Analyzethatapply(以上所述)控制(Control)行動計劃表測量階段段分析階段段改進階段段控制階段段總覽(知識點點)主要的輸輸出:測量階段段尋找關鍵鍵工藝路路徑計算TAKT建立混合合產(chǎn)品圖圖CreateMixModelMap建立工件件流動圖圖CreateSpaghettiChart完成對所所有操作作工位的的觀察表表CompleteObservationSheetsforALLoperations消除無增加加值的浪費費IdentifyAllNon-ValueAddedWaste累加/確認認操作時間間Accumulate/VerifyOperationalTime建立生產(chǎn)周周期時間和和TART時間表柱形形圖表CreateCycleTime/TAKTTimeBarChart測量階段分析DefineALLNon-ValueAddedWaste找出所有的的無增值的的浪費ReduceSetupTime減少機器準準備時間RedoObservationSheetsforALLoperationsafterchanges對所有操作作重新完成成觀察表CreateStandardWork建立標準化化的工作CompleteProcessCapacityTables完成流程能能力表CompleteStandardWorkSheets完成標準工工作表格CompleteStandardWorkCombinationSheets完成標準工工作合并表表CrossTrainingMatrix多工位培訓訓組合表CreateNewCycleTime/TAKTTimeBarChart建立新的周周期時間和和TAKT時間的柱狀狀圖FinalizeCellDesign決定工段的的設計分析階段主要的輸出出:改進ActionWorkOutEvent群策群力的的行動ImplementCellDesign實施工段的的設計EstablishKeyMetrics建立關鍵指指標EstablishaVisualWorkplace建立可視的的工作區(qū)域域FlowHardware硬件的流動動ImplementStandardWork實施標準化化的工作改進階段主要的輸出出:控制Create&CompleteActionItemList建立和完成成行動列表表FollowtheActionWorkOutCommandments遵守群策群群力的約定定控制階段主要的輸出出:10%20%30%40%50%60%70%80%90%100%OverallProjectCompletionPercentageMeasureAnalyzeImproveControl2341ReviewAnalyzePhase-Championcomments-Updateteam/stakeholdersTrainTeamon6sigmatoolsLeanMfgTeamTrainingReviewprocessmapDevelopnewprocessflowUpdateIMprojectchecklistScreenPotentialCausesIdentifyRootCausesofvariationCreateStandardWorkIdentifyImprovementActionsandImplementationPlanDevelopRiskAssessmentRiskAbatementPlanObtainbuy-in/supportforimprovementactionsImplementImprovementsActionWorkOutEvent-ImplementCellLayout-EstablishKeyMetrics-EstablishaVisualWorkplace-FlowHardware-NewCellRunningRulesCollect&analyzedatatovalidateimprovementCommunicateImprovementsDevelopPresentation-ReviewTeam/MBB/Sponsor-PresentresultstoChampionsandOperationalLeadersUnderstandEnvironment-Meetbusinessleader-Establishkeycontacts-Tourprocess-Identifyprocessowner-Identifyteammembers-SearchdatabaseforPullLeverageTrainTeamon6sigmatoolsLeanManufacturingTeamTrainingCreateProductTreeIdentifyCustomerRequirements-CTQ’sviaQFD-IdentifyadditionaldataNeeds-DetermineTAKTtimeCreateProcessMapDetermineCriticalPath/ValueStreamCreateSpaghettiChartAssessLeanBusinessImpactEstablishIMcontact-EstablishresourcerequirementsDefineperformancestandards-Gather/Paretodata-ReviewHistoricaldataEvaluatemeasurementsystem-GageR&REstablishProductCapability-CalculateZstandZltDevelopPresentation-ReviewTeam/MBB/Sponsor-PresentresultstoChampionsandOperationalLeadersReviewMeasurePhase-Championcomments-Updateteam/stakeholdersTrainTeamon6sigmatoolsLeanManufacturingTeamTrainingDefinePerformanceObjectivefor“Y”ProcessMap-IdentifyVariationSourcesEliminateNon-ValueaddedwasteReduceSetupTimeParetoNVA,VA,QueueTimes-StandardWorkSheet-StandardWorkCombination-CrossTrainingMatrixIdentifyX’s-Cause&EffectDiagramCreateCycleTime/TAKTTimeBarChartBenchmarksimilarproductsandprocessesIdentifyPushLeverageopportunitiesAnalyzeData-ApplyStatisticalTools-HypothesisTestsFinalizeCellDesignDetermineInputRulesDefineadditionaldataneedsCoordinatesystemsproject&resourceissueswithIMcontact-UpdateIMprojectchecklistDevelopPresentation-ReviewTeam/MBB/Sponsor-PresentresultstoChampionsandOperationalLeadersReviewImprovePhase-Championcomments-Updateteam/stakeholdersTrainTeamon6sigmatoolsLeanMfgTeamTrainingCreateActionItemListIssueRevisedQCWIs/procedureswhereapplicableUpdateIMprojectchecklistRevalidateCause&EffectofX’stoAchieveY’sDetermineProcessCapabilityImplementControlSystemIsControlSolutionPatentable?IdentifyFollow-upActionPlanandIndividualsResponsibleIdentifyOpportunitiesforStandardizationListBestPracticesandIdentifyLessonsLearnedCommunicatePushleverageopportunitiestoprocessownersValidateKeyMetricsLeveragefollow-onprojectstoBB/MBB/GBsHandofftoProcessOwnerDevelopPresentation-ReviewTeam/MBB/Sponsor-PresentresultstoChampionsandOperationalLeadersMonitorprocessperformanceControlPhase對照表定義目標觀察目前的的情形(spaghettichart):觀察表格Observationsheet標準工作合合并表Standardworkcombinationsheet標準工作表表格Standardworksheet指出目前的的浪費Identifywasteinthecurrentsituation消除和預防防浪費的再再次發(fā)生Eliminateandpreventrecurrence建立新的標標準操作Constructnewstandardoperations持續(xù)地保持持以上的所所為．Repeatabovestepscontinuously使得問題暴暴露出來總結群策群力的法則標準化的操操作是改善善之本總結精益生生產(chǎn)我們要重新安排任務，以提高成功率1. 改善善行動開始始于在生產(chǎn)產(chǎn)實地的考考察2.充滿激情地地去做–采取行動3.證據(jù)-不停留在口頭頭上.行動快速,不不拖泥帶水水.沒有行行動就沒有一一切.三個要素總結群策群力的法則1 拋棄關于于生產(chǎn)的習慣慣思維.2想如何去做,而不是為為什么做不完完.3不要去尋找理理由.從挑挑戰(zhàn)現(xiàn)成做法法開始,““他們不做””,“我們來來”!4不必追求盡善善盡美,立立即行動,即即使我們只只能完成50%的任務.5立刻糾正錯誤誤.6不要在改善上上花費過多的的金錢.7在遭遇困難時時,顯現(xiàn)你你的智慧.8在尋找根本原原因時,問問五個為什么么.9三個臭皮匠賽賽過諸葛亮.10改善的想法是是無邊界的.通過實踐,你你會學習和和積累改善的的經(jīng)驗.十條條規(guī)規(guī)則則總結群策群力的法則精益益生生產(chǎn)產(chǎn)大大廈廈工業(yè)系統(tǒng)生產(chǎn)系統(tǒng)~以正確的方式工作~即時生產(chǎn)-按照顧客的需要在正確的時間,生產(chǎn)正確數(shù)量的正確產(chǎn)品人機分離，半自動化在生產(chǎn)中一有問題立即停止工作人員材料機器標準化工作標準化在制品看板自動化操作的有效性滿足Takt時間的生產(chǎn)一件流拉動系統(tǒng)均衡的生產(chǎn)好的的開開始始是是成成功功的的一一半半!謝謝謝您您的的參參與與!b術語語表表GlossaryofGEISLeanProductionSystemTerminologyAutomation Theuseofmachinesworkingindependentlyofmanpower.Autonomation Theprocessofseparatingtheworkofmanandmachinecharacterizedbyworknotmovement;qualitybuiltintotheprocess;andvisualmanagement.Bottleneck Anymachineorprocessthatlimitsfloworcapacity.Cell Theoptimalphysicallayoutfmachinesandmanpowerforaproductorfamilyofproductsthatidentifiesandeliminateswaste.Continuousflow Carryingoutone-piece-at-a-timeproductioninordertoprocessing eliminatestagnationofwork(queue)inandbetweenprocessingsteps.Cycletime Thetotaltimerequiredforaworkertocompleteonecycleofhisentirejobprocess(includingmanualandtraveltimes).DPU Defectsperunitshipped.Ameasurementtowardssixsigma.Ergonomics Studyofthebodymotionsinvolvedinaworkerperformingatask.Expresstrain Following1partthroughacellusingcontinuousflowwithoutqueuetimetheoreticalleadtime.Frequentconveyance Increasingthedeliveryfrequencyofparts,suchaspartsformoutsidevendors,inordertokeepinventorytoaminimum.Inventoryturns FrequencyatwhichstandardWIPisdeliveredtothecell. =$Outputfortheyear/avg.$inventoryonhand.JIT (JUSTINTIME)theoryofproductioncharacterizedbycontinuousflow,producingaccordingtoTAKTtime,andthepullingofsubsequentprocessesusingminimumlevelofinventoryrequired.Kaizen "Changeforthebetter";aprocessqualitytoolforimprovementinvolvingaseriesofactivitieswherebyinstancesofMUDA(waste)areeliminatedonebyoneatminimalcost,byworkerspoolingtheirwisdomandincreasingefficiencynatimelymanner.Itemphasizesmanualworkoperationsratherthanequipment.Kanban Amethod/deviceofpullingfrompreviousprocessesinordertocontrolmaterialflow,capinventorylevels,andtotake"pulse"ofthecustomer.Itservesas:aninstructionforwhentoproduce;atoolforvisualcontrolagainstoverproductionandadetectionofirregularprocessingspeeds.Kiting Groupingcomponentpartsusedinaprocessorbuildforeaseofassembly.Leadtime Thetotaltimeittakestheproducttogofromrawinventorytothefinishedproduct.Ordertoremittanceleadtimereferstothetotaltimefromwhenanorderisplaceduntilthefinishedproductisshipped.Leanproduction MeetingcustomerrequirementsbymanufacturingmosteconomicallySystem (usingminimumresourcesofmachines,manpower,andinventory).Levelproduction OveralllevelingintheproductionscheduleofthevarietyandvolumeofitemsproducedingiventimeperiodsaswellaslevelingtheworkofeachoperatortobeasclosetoTAKTtimeaspossible.Linkage Continuousflowofcommunicationbetweencustomerandsupplier.Machinecapacity Amountofpiecesthatcanbeproducedthroughonemachineorprocess.Machinetime Thetimefrommachineswitchon,processing,tomachinereturningtooriginalposition,duringwhichthereisnohands-onworkbytheoperator.Manualtime Thehands-ontimeittakesfortheworkertoperformatask.Manufacturinglosses MUDA,poorquality,rework,re-inspection,scrap,orrepair.Wasteadditiontoprocessingcost.Mincing Mixingofproductsforcentralservices(i.e.heattreat),OV,kitsforcomponentsandassemblies.MUDA Anytypeofwasteelementsthataddnovaluetotheproduct:i.e.Waiting,Traveling,Overproduction,ExcessMotion,Rework,Redundantand/orunnecessaryprocessing,etc.Multi-Machine Oneshopworkeroperatingtwoormoresimilarmachinesthataregroupedhandling together.Multi-process Anoperatorbeingabletoperformmorethanoneprocess(whichmayorhandling maynotincludemachines).Multi-skill Broadeningaworker'sskillssothattheworkercanoperatemultipletypesdevelopment ofequipmentandprocessesinordertofacilitatecelldevelopmentandonepieceflow.Non-conforming Aproductthatdeviatesfromdrawingoraninternalqualitysystem.Amaterial productwithadefect.Onepieceflow Productionsysteminwhichonlyonepartatatimeisprocessedorassembledandsentalongtheproductionlinetofollowprocesses."Pokayoke" Mistakeproof:usuallyreferstotheuseoffail-safedevicesinthemachinetimeofaprocessinordertopreventdefectsandinsurequality.Akeyingredientwhichwhenaddedtoautomationwillyieldautomation.Process Aseriesofstepstoachieveadesiredresult.Itmayinvolveoneormoremachinesbutdoesnothaveto.ProcessCapacity Maximumamountofproductthatcanbeproducedthroughaprocessforagivenperiodoftime.GlossaryofGEISLeanProductionSystemTerminologyProcessCapacityIndicatesthemaximumcapacityforpartsprocessingatanyoneprocess.TableRecordedonitare:theamountoftimespentinmanualwork,machinetime,set-uptime,etc.ProcessMappingAtechniqueusedtofollowthedetailedflowofaproductthroughamanufacturingcycle.ProcessRouteAstudyoftheprocessandmachinesequenceforagroupofsimilarparts.AnalysisItcanbeusedtostandardizeproductflowforeaseofcellimplementation.ProductQuantityAstudyofthequantitiesdemandedofdifferentproductsproducedataAnalysisworklocation.Thispictureofthevolumeandvarietyofproductscanbeusedtoidentifyhighimpactareastoconcentrateeffortsoridentifytheneedtouseprocessrazingtomakeproductsmoresimilar.PullSystemSystemofmanufacturinginwhicheachprocesswithdrawsthepartsitneedsfromtheprecedingprocesswhentheyneedthem,intheexactamountneeded.QualityTotalcustomersatisfaction-involveshavingallemployeesCustomerfocused.QueuetimeThetimeapartsitswaitingtobeworkedon.QuickResponseAbilitytorespondtomarketchangesandcustomerrequirementswhilemaintainingworldclassmanufacturingstandards.RotablesAdditionalpartspurchasedtobalanceoutputwithcustomerrequirementsScrapAproductwhichisnon-reworkableorunrepairable.SequenceofTheorderinwhichthepartisprocessed.ProcessingSequenceofWorkTheorderinwhichanoperatorperformsaseriesofrepetitivetasks.Set-upoperationsPreparationbeforeandafteroperations.Set-up,ExternalMachinechangeoverstepsthatcanbeperformedwhilethemachineisprocessingpartsoroff-linefromproductiontime.Set-up,InternalMachinechangeoverstepsthatareperformedwhilethemachineisstoppedduringproductiontime.SixSigmaIsaqualityculturetoproducezerodefectsandtoinsurecustomersatisfaction.SMED(SingleMinuteExchangeDie)hasbecomethetitleforthecategoryofimprovementdevicesusedinmanufacturingtoallowforquickchangeoverofmachine/fixtureset-ups.GlossaryofGEISLeanProductionSystemTerminologySPC StatisticalProcessControl:analysisofvariationinaprocess.StandardOperations Thecombinationofpeopleandmachinesrequiredtoaccomplishproductioninsuchawayastominimizewaste.StandardWIP Minimumamountofworkinprocessrequiredtoperformrepetitiveoperationseconomically.StandardWork Sequenceoftasksthatanoperatorperforms.StandardWorkSheet Showstheoutlineofworkforeachworkerinacell.Recordedonitare:TAKTtime,worksequence,standardWIP,qualitychecks,safetyprecautions,etc.Standardwork Tablethatclarifieshowmuchtimeisspentdoingmanualworkandcombinationsheet travelingateachproductionprocess.ItisusedtoexaminetherangeofprocessesthatoneworkercantakecareofwithinTAKTtimeandtheamountoftimeduringwhichmachinesareoperatedautomaticallyarerecordedtohelpdeterminewhatcombinationofoperationsarepossible.Synchronous MaterialsandresourcesavailableJustinTimetomanufacturetomeetManufacturing customer

requirements.TAKTTime Availableproductiontime/requiredproduction(demand).Touchtime Thetimeamanormachineisworkingonapart(Valueaddedtime).TPM TotalProductiveMaintenanceisthetotalinvolvementofallemployeesinacelltoimprovetheprocess.Traveltime Thetimeittakesaworkertomovetothenextstationtopickuporputdownparts,tools,etc.Mayoccurduringoperationaswell.Visual ReferstothemeansbywhichanyonecantellataglanceifproductionManagement activitiesareproceedingnormallyornot.Acommunication,disciplineandpacingtool.Waitingtime Thetimethataworkerisidlewhennoworkisavailable.WIP WorkInProcess;inventoryofmaterialsthathasalreadystartedprocessing.Work,Non-value Rework,set-ups,inspection,repairprocessing,transportation,unnecessaryadded worktocompletethemanufactureofaproduct.Anythinginadditiontowhatthecustomeriswillingtopayfor.Work,ValueAdded Onlynecessarydirectworktomanufactureaproduct.Anythingthatthecustomeriswillingtopayfor.GlossaryofGEISLeanProductionSystemTerminology圖表總總匯*7TypesofWaste:1)Correction2)OverProduction3)Transportation&Conveyance4)Inventory5)UnnecessaryMotion6)UnnecessaryProcessing7)WaitingStepNo.DescriptionofProcessProductLinePartNumberPartNameDatePageof

DescriptionObservationSheet*Waste/NonValue-AddedActivitiesObservedRecommendationsTIME/DISTANCE(Ft)S/UManAutoTravelBeforeAfterSec()Min()Hr()TotalmGEISGlobalSourcingLeanSIXSIGMAEXAMPLE*7TypesofWaste:1)Correction2)OverProduction3)Transportation&Conveyance4)Inventory5)UnnecessaryMotion6)UnnecessaryProcessing7)WaitingStepNo.DescriptionofProcessProductLinePartNumberPartNameDatePageofDescriptionObservationSheet*Waste/NonValue-AddedActivitiesObservedRecommendationsTIME/DISTANCE(Ft)S/UManAutoTravelBeforeXAfterSec()Min(x)Hr()Total1GetParts/Tools31002353,5Movetools/partsclosertoworkstation2Removefixture7150235235235235235235235235ManualAutoTravelWait~~~~~~~~New/RevPageofDateProductionLinePartNumberPartNameProcessCapacityTableProcessingCapacityRemarksRequiredOutput ____________TAKTTime ____________OperatorsNeeded ____________AvailableTime/Shift ______________________MaximumOutput ______________________OperatorsNeeded ______________________StepNo.ProcessDescriptionTotalsGrandTotalBASETIME(s,m,h)TOOLCHANGESClassi-ficationMachineNumberTravelTimeTimePerPieceTimePerD#ofPiecestoDTimetoCom-pleteAutoRunTimeManTaskTimemGEISGlobalSourcingLeanSIXSIGMAProductionCapacityTableEXAMPLEStepNo.OperationNameTimeManualAutoTravelProductionReq'dTAKT/RateTimeManualAutoTravelWait~~~~~~~~New/RevPageofDateProductionLinePartNumberPartNameOperatorStandardWorkCombinationSheetSec()Min()Hr()TotalsOperationTimemGEISGlobalSourcingLeanSIXSIGMAStandardWorkCombinationSheetEXAMPLENew/RevPageofDateProductLinePartNumberPartNameOperatorStandardWorkSheetTo:TurnsDPU'sScopeofOperationsFrom:QualityCheckSafetyPrecautionStandardWork-in-Process#PiecesofStandardWork-in-ProcessTAKT/RateTimeTotalManual&TravelTimeMan/TravelTimeOperatormGEISGlobalSourcingLeanSIXSIGMAStandardWorkSheetEXAMPLEExistingShopLayoutDrillAreaMillAreaTumbleBenchAreaBroachFPIShot/GlassPeenHeatTreatInspectionCastClean1234567891011121314151617EXAMPLEKAIZENIMPROVEMENT:TEAM:OperationProblemActionTakenResultsBeforeKaizenAfterKaizenKAIZENIMPROVEMENTSAWOImprovement:(AllAreas)MillSplitPact-MazakACTIONWORKOUTTeam:ProblemOperationActionTakenResultsOP50MillSplitSetupExcessTravelofTechniciantogettools,FixturestoSetupMillingOperationListalltoolsneededforsetupOrganizealltoolsinsequenceofuseonatoolkitLocatetoolkitatmachineEliminateAllExcessTechnicianTravelTime/DistanceTimeBefore

TimeAfter30Min.10Min.TOOLSTOOLSTHISJOBISMUCHEASIERNOWResultsAllTravelTime/DistanceEliminated20TripsforTools20MinsTravelTimeTHISSUCKS!MAZAKMAZAKmGEISGlobalSourcingLeanSIXSIGMAACTIONWORKOUTNEWSPAPERACTIONITEMLISTITEMWHENACTIONITEMRESPRESULTSTARGETSHEETABCDT/TC/TBarChartDCADCA123465BBMONDAYMORNINGKICKOFFMEETINGThese6slidesaremandatoryIDTeamname,problemstatement,goalsandlistofteammembersshowinginternalvsexternaltoareabeingworked.Narrowfocusof2-3keygoalsforweek.Mustbefilledoutwithcurrentstatusdata.Showsproductflowandequipmentutilizedinthefacility.Ifworkstaysinoneareashowmajorpiecesofequipment.TaktTime-CycleTimebarchartcompletedforprocessesinareatobeworked.Mustreflectactualdata.Showsworkscopeandwipbyoperator.MakeSWS(spaghettichart)foreach.Showatleast1chart.Otherscanbedoneduringweekwithteam.Show1exampleofastandardworkcombinationsheetdepictingthemajorprocessshownonpage5.Otherscanbedoneduringweekwithteam.TeamNameProblemStatementGoalsTeamMembersJJJturnmilldrillbenchfpifinalProcessMapStd.WorkSheet123456T/TStd.Wk.Comb.T/TDAILYLEADERSHIPREVIEWMEETING10MinutetimelimitationperteamTARGETSHEET1T/TABCDT/TC/TBarChartShowsdaytodayinformationregardinggoals.Useanycombinationofchartstoshowwhatissueshavebeenidentifiedandwhattheteamaccomplishedduringtheday.23KaizenNewspaperItemProblemWhoWhenCmptShowactionitemsidentifiedtodate.Showdailyclosure.KEYPOINTSFORTHISMEETING:-WhataffectKAIZENishavingongoals-Whatwasaccomplishedtoday-Whatareactionsfortomorrow-AnyhelpthatmaybeneededKaizenImprovementBeforeAfterStd.Wk.Comb.T/TmilldrillfinalProcessMapturnfpiFRIDAYMORNINGFINALPRESENTATION(Earlytomid-morning)20Minutetimelimitationperteam(5minuteQ&Aafterpitch)UseStandardWorkComb.Sheettoshowpresentationcontentat20minT/TTARGETSHEET2Mustshowdailyprogressionofgoalsduringtheentireweek.500450400350150151716149T/TABCDT/TC/TBarChartTaktTime-CycleTimebarchartshowingconditionbeforekaizen.5T/TT/TC/TBarChartABCTaktTime-CycleTimebarchartshowingconditionafterkaizen.61Re-usesheetshownatMondaykickoff.TeamNameProblemStatementGoalsTeamMembersJJJ3Showspartflowbeforekaizen.turnmilldrillbenchfpifinalProcessMap4SldrillfinalProcessMapturnfpiFRIDAYMORNINGFINALPRESENTATIONA1087Std.Wk.Comb.CBCABShowstandardworksheetsdepictingnewworkshopsandwipbyoperator.MustcorrelatetoT/TC/Tchart.Showstandardworkcombinationsheetstosupportpage7information.T/TKaizenNewspaperItemProblemWhoWhenCmpt9KaizenImprovementShowactionitems.Keeptominimumnumberandtimeframeforcompletion.BeforeAfterUsedforsharinginformationandbestpractices.LessonsLearned11Showissuesorsuggestionstomakenexteventmoresuccessful.Important:Need2hardcopiesofallfinalpresentationsincludingcostsavingsinformationandactionitemslistforGlobalLeanMfgOfficefiles.Std.WorkSheet12345公式y(tǒng)=f(x)+cFormulasTAKTTime=AvailableProductiontimeperperiodRequiredproductionperperiodLeadtime=TAKTTimeXWIPinventory#ofOperators=SummationofManualTimeTAKTTimeKanbansize=TotalcycletimeforoutsideprocessTAKTTimeInprocessKanban=(operationtime-TAKT)(dailyquantity)TAKTTimeDailyquantity=effectiveworkhoursoperationtimey=f(x)+cFormulasStdWIP(external)=TotalcycletimeforOVorcentralprocessTAKTTimeStdWIP(internal)=(OpTime-TAKTTime)(CyclesofImbalance)TAKTTimeCyclesofImbalance=(Effectivetimepershift)(No.ofShifts)ActualOptime附加參考材料料bAdditionalResourcesbSuggestedReading/FurtherResearch:TheMachineThatChangedtheWorld:JamesP.Womack&DanielT.Jones-explainshowcompaniescandramaticallyimprovetheirperformancethroughthe“l(fā)eanproduction”approachpioneeredbyToyota.AgainstAllOdds:YukiyasuTogo&WilliamWartman-thestoryoftheToyotaMotorCorporationandthefamilythatcreatedit.TheGoal:EliyahuM.Goldratt&JeffCox-subtitled“AProcessofOngoingImprovement””,writteninnovelstyle…h(huán)asgoodinsightintotheemotionandpsychologyofchange.RegainingCompetitiveness:MokshagundamL.Srikanth&HaroldE.Cavallaro,Jr.-subtitled“Putting““TheGoal”towork-astudyguideforusing““TheGoal”asalearningtool.KAIZEN:MasaakiImai-goodstudyoftheKaizenmentalitywithmanygoodapplicationexamplesandcasestudies.JapaneseManufacturingTechniques:RichardJ.Schonberger-comprehensiveandreadabledescriptionofJapanesemanufacturingpractices.Wellresearched,wellwrittenandfullofvaluableinformationandinsight.AdditionalResourcesb大野野耐耐一一與與豐豐田田生生產(chǎn)產(chǎn)方方式式(1)豐田田生生產(chǎn)產(chǎn)方方式式像像擎擎天天柱柱，，牢牢牢牢地地撐撐起起了了ＴＴＯＯＹＹＯＯＴＴＡＡ的的天天。。那那么么，，豐豐田田的的生生產(chǎn)產(chǎn)方方式式是是誰誰發(fā)發(fā)明明的的？？是是豐豐田田汽汽車車公公司司前前副副總總經(jīng)經(jīng)理理、、機機械械工工程程師師大大野野耐耐一一。。大大野野耐耐一一，，１１９９１１２２年年出出生生于于中中國國大大連連，，１１９９３３２２年年畢畢業(yè)業(yè)于于名名古古屋屋高高等等工工業(yè)業(yè)學學校校機機械械科科，，同同年年進進入入豐豐田田紡紡織織公公司司，，１１９９４４３３年年調(diào)調(diào)入入豐豐田田汽汽車