DBS改善工具-T-I事務(wù)性流程改善-課件

MAY

16,

2005Transactional

ProcessImprovement事務(wù)過程改善金華市利安得企業(yè)咨詢有限公司2

What

do

these

DPS

Tools

have

incommon?

這些DPS工具的共同點(diǎn)是什么？

VALUE

STREAM

MAPPING價(jià)值流繪圖

VARIATIONREDUCTION

KAIZEN變化減少改善STANDARD

WORK

標(biāo)準(zhǔn)工作

5S/

VISUAL

MGMT5S/視覺管理What

do

these

DPS

Tools

have

in

common?

這些DPS工具的共同點(diǎn)是什么？

VALUE

STREAM

MAPPING價(jià)值流繪圖

VARIATIONREDUCTION

KAIZEN變化減少改善STANDARD

WORK

標(biāo)準(zhǔn)工作

5S/

VISUAL

MGMT5S/視覺管理

When

combined

in

a

kaizen

eventyou

can

successfully

eliminate

waste

from

transactional

processes

當(dāng)參與改善活動(dòng)時(shí)，

你就能成功地消除事務(wù)過程中浪費(fèi)。

34Objectives

of

Event活動(dòng)目標(biāo)Identify

how

to

apply

lean

concepts

in

a

transactional

area確定如何在事務(wù)領(lǐng)域中運(yùn)用精實(shí)的概念Complete

a

Value

Stream

Map

of

your

current

transactional

state完成你目前事務(wù)狀態(tài)的價(jià)值流圖Complete

a

Process

Flow

Map

of

your

“AS-IS”

transactional

process完成你的AS-IS事務(wù)過程的流程圖Identify

and

eliminate

sources

of

variation

in

your

transactionalprocess確定并消除你事務(wù)過程中變化的來源Implement

Standard

Work

and

5S/Visual

Management

in

yourtransactional

area在你的事務(wù)領(lǐng)域里實(shí)行標(biāo)準(zhǔn)工作和5S/視覺管理Create

metrics/KPIs

to

measure

success創(chuàng)立衡量標(biāo)準(zhǔn)/KPI以衡量成功5Benefits

of

TPITPI的益處Reduce

redundancy

in

work減少工作中不必要的重復(fù)Reduce

errors

in

quality

of

information減少信息質(zhì)量中的錯(cuò)誤Improve

efficiency提高效率Reduce

time

spent

waiting

for

others減少等待時(shí)間Reduce

time/distance

spent

walking減少行走的時(shí)間/距離Create

standard

work

for

all

to

follow創(chuàng)立讓所有人遵循的標(biāo)準(zhǔn)工作Reduce

amount

of

communications

needed

while

improving

quality

of

thecommunication

itself提高交流質(zhì)量本身的同時(shí)減少需要交流的次數(shù)Consolidate

amount

of

places

for

storing

information統(tǒng)一信息儲(chǔ)存場(chǎng)所的數(shù)目6Why

Focus

on

Transactional?為什么集中在事務(wù)上？All

processes

in

value

stream

must

be

robust.價(jià)值流中的一切過程都必須是強(qiáng)健的。All

processes

can

be

improved!一切過程都能改善！Focus

has

traditionally

been

in

manufacturing傳統(tǒng)上以制造為重點(diǎn)Transactional

processes

often

drive

waste

into

other

areas

of

thebusiness事務(wù)過程經(jīng)常把浪費(fèi)帶到業(yè)務(wù)的其他領(lǐng)域Poor

forecasting/

scheduling糟糕的預(yù)測(cè)/日程安排Inaccurate

sales

order

input錯(cuò)誤的銷售訂單輸入Engineering

change

orders

taking

too

long工程改造訂單耗時(shí)過多What

are

Transactional

areas?

哪些屬于事務(wù)性工作？Quote

generation

processContact/Lead

generation

processAccounts

Payable

processAccounts

Receivable

processService

and

Warranty

support

processSales

processOrder

Entry

processPurchasing

processCredit

processHuman

Resource

processShipping/Receiving

processProduct

Development

processEngineering

Change

processDPS

Improvement

Processes詢價(jià)聯(lián)系、領(lǐng)導(dǎo)修改過程付款收款服務(wù)和保證支持銷售訂單輸入采購信貸人力資源收/發(fā)貨產(chǎn)品研發(fā)工程更改DPS改善

78Transactional

Processes事務(wù)性過程Everything

we

do

is

part

of

a

process…我們做得每一件事情都是過程的一部分……all

processes

can

be

improved…所有的過程都是可以改善的Inputs/輸入Process/過程Output/輸出MAY

16,

2005Lean

OverviewChapter

110Chapter

Objectives本章目標(biāo)1.

Identify

Lean

Concepts確定精實(shí)概念2.

Distinguish

Value

Added

vs.

Non

ValueAdded

Activities區(qū)別增值活動(dòng)和非增值活動(dòng)3.

Define

Transactional

Waste

and

IdentifySources定義事務(wù)浪費(fèi)并確定其來源

Key

Lean

Concepts

主要精實(shí)概念Quality

built

into

each

process

每個(gè)過程都注重質(zhì)量Lead

time

reduction

through

elimination

of

waste

消除浪費(fèi)以減少前置時(shí)間One-piece

flow

cellular

design

standard

work

單件流單元設(shè)計(jì)的標(biāo)準(zhǔn)工作Operator

loading

操作員負(fù)荷Continuous

improvement

and

standardization

持續(xù)改善和標(biāo)準(zhǔn)化Visual

management視覺管理Multi-process

handling

多流程處理Value

Added

vs.

Non-Value

Added

增值與非增值Eight

Wastes

8種浪費(fèi)

1112Rework/返工Ship/交貨Traditional

Method/傳統(tǒng)方法ABCInspection/檢驗(yàn)

A

B

CABCShip/交貨

Scrap/報(bào)廢DPS

Method/DPS方法過程決定品質(zhì)Key

Lean

Concept/精益的關(guān)鍵概念

Quality

Built

Into

Each

Process/過程決定品質(zhì)

Build

in

Qualityat

Each

Process

Do

Not

Pass

Along

Defects!/不放過缺陷！13Mkt.R&DProduct

ProductionDesign

Preparation

Purch.

Manuf.ServiceDist.6

months/6個(gè)月12

months/12個(gè)月Marketing市場(chǎng)營(yíng)銷R&D研發(fā)Product

Design產(chǎn)品設(shè)計(jì)ProductionPreparation生產(chǎn)準(zhǔn)備Purchasing采購Manufacturing制造交貨Distribution

Service服務(wù)Concept/概念

通過消除浪費(fèi)減少準(zhǔn)備時(shí)間Cash/現(xiàn)金Total

Value

Stream/全部?jī)r(jià)值流過程Total

Value

Stream

after

Kaizen

改善后的全部?jī)r(jià)值流程

Key

Lean

Concept/精益的關(guān)鍵概念Lead-Time

Reduction

By

The

Elimination

of

WasteMfg

Kaizens制造改善Transactional

Kaizens事務(wù)改善Marketing市場(chǎng)營(yíng)銷R&D研發(fā)Product

Design產(chǎn)品設(shè)計(jì)ProductionPreparation生產(chǎn)準(zhǔn)備Purch.采購制造Manu.

Distribution交貨Service服務(wù)Total

Value

Stream/全部?jī)r(jià)值流過程Traditional

“Over

the

Wall”

Batch

Processing

傳統(tǒng)的隔墻批量過程Incoming

Loan

Sorting

借貸斟選Loan

Calculations

借貸計(jì)算Final

Approval/Customer

Contact

最終核準(zhǔn)/聯(lián)系客戶

1415交接、等待、品質(zhì)缺陷、庫存、移動(dòng)！Customer

SeesImproved

QDC!以客戶的觀點(diǎn)來看待改善后的品質(zhì)交貨成本One

Piece

FlowCellular

DesignStandard

Work

單件流形式的標(biāo)準(zhǔn)工作

Significantly

Reduces

Waste/減少的突出浪費(fèi):Transportation,

Waiting,

Quality

Defects,

Inventory,

Motion!Sorting借貸斟選

Lean

Processing/精益過程

Loan

Calculations

借貸計(jì)算Final

Approval/Customer

Contact最終核準(zhǔn)/聯(lián)系客戶

Incoming

LoanLoading

(minutes)16141210

8

6

4

2

01816Processor

1Processor

3Loan

Application

借貸申請(qǐng)Processed

Loan

處理過的借貸

Incoming

Loan

Sorting

借貸斟選10

Minutes/10分鐘Loan

Calculations

借貸計(jì)算

8

Minutes/8分鐘

Final

Approval

/Customer

Contact最終核準(zhǔn)/聯(lián)系客戶15

Minutes/15分鐘Customer

Demand

客戶需求每13分鐘客戶需求1個(gè)

Processor

2

Operator

Loading

and

Waste

操作員負(fù)載和浪費(fèi)?Is

there

waste

in

this

loan

process?/借貸過程中有浪費(fèi)嗎？?Can

we

meet

the

customer

demand?/我們可以滿足客戶的需求嗎？

Operator

Loading

-

Loan

Processing

操作工負(fù)載-借貸過程Customer

Needs

1

Every

13

MinutesIMPROVEMENT改善KKKKKKKSSSS

Key

Lean

Concept/精益的關(guān)鍵概念Continuous

Improvement

And

Standardization

持續(xù)的改善和標(biāo)準(zhǔn)化

K

K

TIME/時(shí)間Without

standardization,

improvements

can

not

be

sustained!

沒有標(biāo)準(zhǔn)化，改善不能維持！

17K

=

Kaizen

Activity/改善活動(dòng)S

=

Standardization

Activity/標(biāo)準(zhǔn)化活動(dòng)18Is

this

Good

Visual

Management?這是好的視覺管理嗎？You

approach

a

crosswalk

at

a

stoplight

and

see

these

signs:你走近停止行進(jìn)燈旁的人行橫道，看到以下標(biāo)志：Interface

with

CustomerInterface

with

Customer與客戶面談與客戶面談1

OPERATOR,

MULTIPLE

PROCESSES

1個(gè)操作員，多技能

191

OPERATOR,

1

PROCESS

1個(gè)操作員，單一技能Enter

Order

and

Resolve

Key

Lean

Concept/精益的關(guān)鍵概念

Multi-Process

Handling/多技能作業(yè)

One

Operator

–

Multiple

Processes/一個(gè)操作員-多技能Enter

Order

and

Resolve

Credit

Issues輸入序號(hào)，處理信用卡

Credit

Issues

輸入序號(hào)，處理信用卡Credit

Dept.

信用卡部

C/S

Dept.

客戶服務(wù)部20Value

Added

Activities

vs.

Non-Valued

Added

Activities

增值和非增值VALUE

ADDED

ACTIVITIES:

增值活動(dòng)

NON-VALUEADDED

ACTIVITIES:

非增值活動(dòng)Value

Added

Activities

vs.

Non-

Valued

Added

ActivitiesVALUE

ADDED

ACTIVITIES:

增值活動(dòng)

Any

process

or

operation

that

shapes

or

transforms

a

product

or

service

into

a

final

form

that

the

customer

will

pay

for.

任何改變或塑造的步驟，使產(chǎn)品或服務(wù)，

達(dá)到有助於客戶的購買之過程的步驟

NON-VALUE

ADDED

ACTIVITIES:

非增值活動(dòng)

Those

process

steps

that

taketime,

resources,

or

space,

but

do

not

transform

or

shape

the

product

or

service

towards

that

which

is

sold

to

the

customer

那些花費(fèi)時(shí)間、資源或空間，

但無法增加產(chǎn)品本身價(jià)值或服務(wù)的過程步驟

(這些是能讓客戶樂意付出代價(jià)的事情)

(應(yīng)該被排除、簡(jiǎn)化、減少或合併的活動(dòng))WHAT

WOULD

BE

CONSIDERED

VA

vs

NVA

IN

TRANSACTIONAL?WHO

IS

THE

CUSTOMER?在信息流中如何定義增值和非增值？客戶是誰？

21Non-Value

Adding

____%

Percentages?Value

Adding____%

22Value

Added

Activities

vs.

Non-

Valued

Added

Activities

What

Are

The23Non-Value

Adding非增值活動(dòng)

____%955

What

Are

The

Percentages?

比率是多少？

Value

Adding

增值活動(dòng)____%The

Value

Add

Is

Usually

Much

Less

Then

5%!

增值活動(dòng)一般遠(yuǎn)遠(yuǎn)低于5%！

Key

Lean

Concept/精益的關(guān)鍵概念Value

Added

Activities

vs.

Non-Valued

Added

Activities

增值活動(dòng)和非增值活動(dòng)ValueAdded&Necessary增值又必需Non-VA&Necessary非增值但必需ValueAdded&Non-Necessary增值但非必需Non-VA&Non-Necessary非增值又非必需24Non

Value

Added

vs.

Necessary,

Where

are

we

going

to

focus?/非增值與必需要的我們關(guān)注哪一個(gè)？Reduce

減少Eliminate

消滅Identify/確定Key

Lean

Concept/精益的關(guān)鍵概念

Value-Added

and

Non-Value

Added

Activities

增值活動(dòng)和非增值活動(dòng)Challenge&

Eliminate挑戰(zhàn)和消滅What

are

The

Eight

Wastes?/八大浪費(fèi)？Waiting/等待zzzzz

Over-Processing

過多工序Sign-offs/簽核12

1

910

86

4

13

2

3

11

5

7Transportation/運(yùn)送UnusedCreativity沒用的創(chuàng)新25Noway!不行！Motion/移動(dòng)Inventory/庫存

Wrong

info/錯(cuò)誤的信息

Info

missing/信息丟失Keypunch

error/鍵入錯(cuò)誤

QualityDefects

品質(zhì)缺陷

Over-Production

過量生產(chǎn)26?

Motion/移動(dòng)?

Inventory/庫存?

Waiting/等待?

Quality

Defects/品質(zhì)缺陷?

Over

Processing/過多工序?

Transportation/運(yùn)送?

Over

Production/過量生產(chǎn)?

Unused

Creativity/沒用的創(chuàng)新?

Walking,

routing

information/走動(dòng)，路線信息?

A

task

waiting

to

be

started

(WIP)/等待開始一項(xiàng)工作(WIP)?

Delays

and

queues/延遲和排隊(duì)?

Incomplete

or

bad

information/沒完成或錯(cuò)誤信息?

Unnecessary

or

extra

process

steps

/Variation

ofprocess

methods/

沒必要和額外的工序步驟/工序方法不一致?

Handoffs

of

information/信息中斷?

Creating

info

that

others

don’t

use/創(chuàng)新他人不用的信息?

No

process

for

improvement/沒有過程可以改善ExamplesofTransactionalWaste/事務(wù)浪費(fèi)的例子EightWastes/八大浪費(fèi)Key

Lean

Concept/精益的關(guān)鍵概念

The

Eight

Wastes

–

Transactional

Examples

八大浪費(fèi)與事務(wù)浪費(fèi)的例子27?

Functional

organization/功能型組織?

IS

technology

gaps/

IS技術(shù)差異?

Excessive

controls/

過度控制?

Outdated

process

design/

過時(shí)的過程設(shè)計(jì)?

No

back-up/cross

training沒有候補(bǔ)/交叉培訓(xùn)?

Unbalanced

workload/不平衡的工作負(fù)載?

System

batching/系統(tǒng)批量?

Outdated

policies/過時(shí)的方針?

Changing

priorities/修改優(yōu)先順序?

Responsibilities

not

defined/沒有確定職責(zé)?

Poor

visual

control/目視管理差?

Disorganized

workplace/無組織的工作場(chǎng)所?

Lack

of

training

/缺乏訓(xùn)練?

Obsolete

forms/

作廢的表格?

No

SOP’s/

沒有SOP’s?

Authorization

levels/

授權(quán)等級(jí)

Key

Lean

Concept/精益的關(guān)鍵概念The

Eight

Wastes

–

Causes

of

Transactional

Waste

八大浪費(fèi)

-

事務(wù)浪費(fèi)的原因2820’File

Hard

Copy

書面文件

Pickup

Next

Order

@

Fax從傳真上取下一訂單Enter

Order

AndPrint

Hard

Copy

輸入訂單并打印Distance

Exercise/距離練習(xí)

Daily

Requirement

每日需求:

40

OrdersAssociate

performs3

tasks

to

complete1

order一個(gè)人完成一個(gè)訂單需要執(zhí)行3個(gè)動(dòng)作

30’Feet

per

(8

hour)

day/每天英尺(8小時(shí))___________Feet

per

(5

day)

week/每周英尺(5天)____________Feet

per

(240

days)

year/每年英尺(240天)________Miles

(5280

ft.)

per

year/每年公里(4280英尺)______Hours

(Miles/2)/小時(shí)(公里/2)______________4,00020,000960,00018190.5MAY

16,

2005Capturing

The

Current-State

Transactional

Value

Stream記錄當(dāng)前狀態(tài)事務(wù)價(jià)值流Chapter

2第二章30Chapter

Objectives本章目標(biāo)1.

Identify

process

steps

to

create

a

Value

Stream

Map確定過程步驟以創(chuàng)建價(jià)值流圖2.

Walk

The

Value

Stream

Starting

From

The

Customer’sPerspective

–

Walk

From

End

to

Start從客戶的角度瀏覽一遍價(jià)值流－從尾到頭瀏覽一遍3.

Map

The

Current

State

Transactional

Value

Stream繪制當(dāng)前狀態(tài)事務(wù)價(jià)值流圖4.

Define

Elements

of

a

Lean

Value

Stream定義精實(shí)價(jià)值流的要素5.

Develop

Kaizen

Bursts

And

Apply

To

The

Current

StateMap開展改善爆發(fā)并應(yīng)用于當(dāng)前狀態(tài)圖31What

are

we

striving

for

with

DPS?我們用DPS做什么？Eliminate

Waste/消滅浪費(fèi)Improve

Quality/提升品質(zhì)Improve

Delivery/改善交貨Reduce

Cost/降低成本Results

in

Significant/匯報(bào)重大改善成果Measurable

Improvement/評(píng)估改善Kaizen

with

a

Purpose!

有目的的改善！

“Kamikaze

Kaizen”

“Hit

&

Run

Kaizen”

VS.“Horizontal

Kaizen”

水平改善“Kaizen

with

a

Purpose”

有目的的改善

“Vertical

Kaizen”

垂直改善Don’t

create

islands

of

success

in

a

sea

of

Waste!不要妄想在浪費(fèi)的海洋中建立成功的孤島！How?

Follow

the

DPS

Improvement

Process…那怎么改善？依照DPS改善程序…

32VALUE

STREAM

=

All

steps,

both

VA

and

NVA,

required

to

bringthe

product

from

raw

material

to

customerVALUE

STREAM=所有步驟，包括增值活動(dòng)和非增值活動(dòng)，要求從原材料做成產(chǎn)品，交付給客戶。

33Value

Stream

Improvement

&

Process

Improvement

流程改善和過程改善

Value

Stream

價(jià)值流程PROCESS

Take

Order

取訂單PROCESS

Build

Product生產(chǎn)產(chǎn)品

PROCESS

Get

Paid拿到付款Concept/概念Cash/現(xiàn)金Customer

客戶34

Mapping

a

Transactional

Value

Stream

繪制事務(wù)流程圖Follow

a

transactional

process

pathfrom

end

to

beginning,

and

draw

a

visualrepresentationusingicons

(current-state

map)of

the

materialorserviceandinformationflows

.跟蹤事務(wù)流程從結(jié)束到開始的過程，并用直觀的圖示畫出目前使用的材料和服務(wù)符號(hào)及信息流。(目前狀態(tài)圖)Then

identifyareastoimprove

and

focus

our

TPIefforts。確認(rèn)要改善的區(qū)域和我們TPI努力的方向。35“Highland

Manufacturing”

ECO

Process

Data

Sheet高地公司工程更改指令過程數(shù)據(jù)表An

ECR

is

an

Engineering

Change

Request/ECR是工程更改申請(qǐng)An

ECR

is

generated

by

a

Manufacturing

Engineer.

The

ECR

informsEngineering

of

a

requested

change

to

a

product

or

drawings.ECR是由制造工程師發(fā)出，向工程部申請(qǐng)更改產(chǎn)品或圖紙。An

ECO

is

an

Engineering

Change

Order/ECO是工程更改指令ECR’s

are

turned

into

ECO’s

if

the

change

is

going

to

be

acted

on.ECO是對(duì)通過的ECR的執(zhí)行。The

Data

Set

sheet

for

this

case

study

is

located

in

Appendix

C

of

thisworkbook.本案例研究的數(shù)據(jù)表見附錄C。Have

the

Highland

Data

Set

out

for

reference

during

the

case

studyreview.在案例研究檢討之前，高地公司數(shù)據(jù)表單已經(jīng)分發(fā)給學(xué)員作為參考了嗎？Highland

Manufacturing

ECO

Process

Data

Sheet/高地制造公司ECO過程數(shù)據(jù)表1.ECO

request

(ECR)

generation/工程更改申請(qǐng)發(fā)生?

ECR’s

takes

10

minutes

to

complete/ECR10分鐘完成?

ECR’s

are

batched

1X

per

week

by

1

of

4

Mfg.

Engineers/ECR由4個(gè)制造工程師中的一個(gè)每周處理一次。?

Batch

Size

=

5/處理批量=5?

There

were

10

ECR’s

that

need

completing

on

the

Mfg.

Engineers

desk/制造工程師桌子上有10份ECR需要處理。2.ECR

Analysis/ECR分析?

Each

ECR

takes

60

minutes

to

analyze/每個(gè)ECR需要60

分鐘進(jìn)行分析。?

The

Product

Engineer

batches

2

weeks

worth

of

ECR’s

due

to

workload

of

other

responsibilities/由于其他工作，

生產(chǎn)工程師每2周處理一次ECR。待處理。3.Drafting

Changes/繪圖更改?

Each

ECR

takes

3

hours

to

process

into

an

ECO/每個(gè)

ECR需花費(fèi)3小時(shí)處理成ECO?

There

are

44

ECR’s

in

front

of

the

draftsman/繪圖員面前

有44份ECR。4.ECO

Checking/ECO檢查?

Each

ECO

takes

30

minutes

to

check/檢查每個(gè)ECO需用30分鐘?

The

Product

Engineer

processes

ECO’s

1X

per

week/產(chǎn)品工程師每周處理

一次ECO?

There

were

6

ECO’s

in

front

of

the

Product

Engineer/產(chǎn)品工程師面前有6個(gè)

ECO?

5%

of

the

ECO’s

get

rejected

by

the

Product

Engineer

after

drafting

changes/當(dāng)制圖更改后，5%的ECO會(huì)被產(chǎn)品工程師拒收。Circulation

for

Approval/審核循環(huán)?

It

takes

20

minutes

for

each

person

to

check

for

approval,

there

are

5

people

that

review

each

ECO/每個(gè)人審核需要20分鐘，共有5個(gè)人審核ECO

。?

This

process

takes

2

weeks

due

to

delays

in

peoples

inboxes/這么花費(fèi)2周

時(shí)間，由于人員的耽擱。?

5%

of

all

ECO’s

are

rejected

at

this

stage/這階段5%的ECO被拒收。?

There

were

55

ECO’s

in

circulation/共有55份ECO在審核中。?

There

are

5

ECR’s

waiting

to

be

processed/有5個(gè)ECR等

5.Implement

ECO

Process

BOM’s,

Routings…/完成ECO，更改BOM，其他例行程序…...?

It

takes

90

minutes

to

change

the

BOM

and

Routing/更改BOM和例行程序

需要90分鐘。?

The

planner

only

does

this

function

1X

per

week.

計(jì)劃員每周做一次這個(gè)工

作。?

There

were

20

ECO’s

waiting

for

processing。有20份ECO等待處理。?

1%

of

the

ECO’s

are

rejected

at

this

point/有1%的ECO在這個(gè)階段被拒收

。

36?Highland

processes

20

ECO’s

perweek

高地公司每周處理20個(gè)ECO?There

are

5

days

per

week,

and

7.5

hours

of

available

time

inthe

value

stream

studied

研究的價(jià)值流程里每天工作7.5小時(shí)，每周工作5天Process

Steps

Observed

During

The

Value

Stream

Walk/價(jià)值流追蹤中觀察到的觀察步驟General

Information/基本信息:=

37

Total

Available

Time/所有時(shí)間Total

Daily

Requirements/每天總需求TaktTime:Takt

Time

-

How

often

we

need

to

complete

a

transactionTakt時(shí)間

我們多頻繁需要完成一次交貨。Cycle

Time

-

Total

time

to

complete

a

transaction周期完成一次交貨的總工作時(shí)間。

Produce

To

TAKT

Time

依照TAKT時(shí)間生產(chǎn)

Takt

time

is

a

key

element

of

Standard

Work

TAKT時(shí)間是標(biāo)準(zhǔn)工作的關(guān)鍵參數(shù)。

How

frequently

a

transaction

must

becompleted

to

meet

customer

expectations.

多高頻率的轉(zhuǎn)換才能滿足客戶的期望。_____

Hours

=

_______

Minutes

(Based

on

standard

work

shift/基于標(biāo)準(zhǔn)工作班次)________

Minutes

Available

x

60

=

________

Seconds

per

shift________

Seconds

Divided

by

_____

pcs/shift

=

_______

SecondsTAKT

Time

=

__________

Seconds

per

Piece

388

480

30

0

0Total

=

_______

Available

Minutes

per

Shift/每班實(shí)際工作時(shí)間450Calculating

TAKT

Time

計(jì)算TAKT時(shí)間

Note:

This

example

uses

the

Highland

data.

注意：本例使用高地公司數(shù)據(jù)。450

27,00027,000

4

6,7506,75039DrawingsImplemented圖紙完成TT

=

6,750

Sec.20

ECO’s

PerWeek

1

Shift20

ECO‘s

每班每周40AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周41AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周42Operator

Cycle

Time/操作者循環(huán)時(shí)間Machine

Cycle

Time/機(jī)器循環(huán)時(shí)間Drop

Off

Rate

(How

Often

A

Finished

Part

Is

Completed

Off

The

End

Of

The

Process)/產(chǎn)出率Process

Lead

Time

(Time

required

to

complete

a

batch

through

a

process)/過程前置時(shí)間Batch

Size

(Size

of

batch

through

a

process

when

greater

then

one

piece)/批量Process

Time

Per

Piece

(Process

lead

time

divide

by

batch

size)/單件過程時(shí)間Reject

Rate

(Percent

of

product

that

is

rejected

for

quality

defects)/不良率Uptime

(Percent

of

planned

time

the

process

runs,

takes

out

breakdowns

and

unplanned

maintenance)/駕動(dòng)率Changeover

Time

(Time

to

change

from

the

last

good

piece

of

part

A

to

the

first

good

piece

of

part

B)/換模時(shí)間Ever

Part

Every

(How

often

a

part

number

is

run

through

the

process)/間隔時(shí)間Shared

Resource

(Shared

if

the

resource

is

used

by

other

value

streams)/共享資源SRNumber

Of

Operators/操作工數(shù)量=#Number

Of

Shifts

This

Process

Is

Run/執(zhí)行此過程的班次SH=#Takt

Time

(

Shown

one

time

in/near

the

customer

Data

Box)/TAKT時(shí)間T/T=TimeNote:

The

Following

Information

Goes

In

the

DataBox

below

the

Process

Box備注：以下數(shù)據(jù)記錄于過程框下方的數(shù)據(jù)框內(nèi)NOTE:Only

place

appropriate

data

in

the

data

box.

The

list

above

may

not

be

totally

inclusive.備注：資料框只記錄實(shí)際需要的數(shù)據(jù)，不一定要記錄上面所有的數(shù)據(jù)。Data

Box/數(shù)據(jù)框

VSM

Data

Box

&

Process

Box

Definitions

And

Symbols

數(shù)據(jù)框和過程框定義和符號(hào)The

Below

Data

Gets

Added

To

Or

Above

the

ProcessBox下列數(shù)據(jù)記錄于過程框或上方

Process

Box/過程框OCT=TimeMCT=TimeD/R=TimePLT=TimeBATCH=PiecesPTP=TimeREJ=%U/T=%C/O=TimeEPE=Time

Definition

Of

Processes

And

Times

過程和時(shí)間的定義

OCT

Time/時(shí)間This

is

a

manualprocess.

Entering

an

order,

checking

a

drawing…

Put

this

time

into

theProcess

Capacity

Chart

under

OCT

to

calculate

the

capacity

of

this

operation./這是一個(gè)手工過程的時(shí)間。輸入訂單，確認(rèn)圖紙…將這些時(shí)間計(jì)入OCT下的過程產(chǎn)量圖，并計(jì)算這個(gè)操作的產(chǎn)量。

MCT

Time/時(shí)間This

is

an

automaticprocess.

Order

being

processed

by

the

ERP

system,

customer

creditinformation

being

looked

up

by

the

ERP

system…

Put

this

time

into

the

process

capacity

chart

underMCT

to

calculate

the

capacity

of

this

machine這是一個(gè)自動(dòng)過程時(shí)間。訂單應(yīng)用電腦ERP系統(tǒng)處理，ERP系統(tǒng)可以搜索到客戶信用信息…

…將時(shí)間計(jì)入MCT下的過程產(chǎn)量圖，并計(jì)算這個(gè)操作的產(chǎn)量。OCTMCT

Time/時(shí)間This

is

a

manualprocesstriggeringanautomaticprocess.

Manual

time

+

Automatic

time,

typingin

customer

information,

then

the

ERP

system

looks

up

the

most

recent

order,

triggering

a

manualback

flush…

If

the

operator

can

be

separated

from

the

machine,

record

the

OCT

and

MCT

onseparate

lines.

If

the

operator

is

tied

to

the

machine,

put

the

total

time

(OCT+MCT)

in

the

processcapacity

chart.這是一個(gè)手工+自動(dòng)的混合工序時(shí)間。手工時(shí)間+自動(dòng)時(shí)間，輸入客戶信息，ERP系統(tǒng)會(huì)自動(dòng)搜索最近的訂單，+手工的回溯…

…如果操作者和機(jī)器可以分開，分別在兩條線上記錄OCT和MCT。如果操作

43AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.

44

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周45AnalyzeECR

1OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.

Make

Chg’s

1OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.

Check

ECO

1OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.

Circulate

5OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.

ECR

1OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周46OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’sECR

110

ECR’sIIIIII

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周47Other

Examples

of

TPI

Inventory信息作為庫存的例子E-mails

電子郵件Fax’s

傳真Reports

報(bào)告Receipts

收據(jù)Data

數(shù)據(jù)Invoices

發(fā)票Phone/Calls/Messages電話/留言O(shè)ther??

還有其它的嗎？gineerNotified

Of

Problem

制造工程Requirin師發(fā)現(xiàn)問g

E

CO題申請(qǐng)

ECOMfg.

En48OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

Problem

Noticed注意到的問題

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周gineerNotified

Of

Problem

制造工程Requirin師發(fā)現(xiàn)問g

E

CO題申請(qǐng)

ECOMfg.

En49OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

Drawings

Implemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周Engineering

Services

工程服務(wù)

Problem

Noticed注意到的問題r

Notified

Of

Problem

制造工程Requiri師發(fā)現(xiàn)問ng

ECO題申請(qǐng)ECOECO

Checks

Outg

Services

ThatTell

EngineerinO已經(jīng)送交檢查告訴工程服務(wù)部ECvalpprore

AnatuSignForio核ingatneer部簽nt工程Engi過egh經(jīng)通emhrouplnt

TECO已Im

成O

SeECng完ti作ou工R常&日MBOM和or

新BOFr更ne部an劃Pl計(jì)To

CO送tEenSOECAssigned

T

ECOo

P

指派Anarodu

到生lysisct

E

產(chǎn)工ComAssngin

程師pleigntedeermen–t/分Send

f

解完o成-r

Dra

送起ftin

草部EC

O

Igs

As

s門i

nedgTo

aEC

O

指Draft派起草sman人Te

llEngine

rinegServices

告訴工程

務(wù)Cha服

部nges

Are

更改已Compl草擬完eted成Logged/

匯總ECRMfg.

EngineeECRECO50OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400Batch

=

20Reject

=

1%27,000

Sec.

Avail.5

ECR’s44

ECO’s6

ECO’s55

ECO’s20

ECO’s10

ECR’sIIIIII

DrawingsImplemented

圖紙完成TT

=

6,750

Sec.

20

ECO’s

Per

Week

1

Shift

20

ECO‘s

每班每周Engineering

Services

工程服務(wù)

Problem

Noticed注意到的問題gineerNotified

Of

Problem

制造工程Requirin師發(fā)現(xiàn)問g

E

CO題申請(qǐng)

ECOMfg.

En51OCT

=

600PLT

=

3000Batch

=

527,000

Sec.

Avail.OCT

=

3,600PLT

=Batch

=

127,000

Sec.

Avail.OCT

=

10,800Batch

=

1Reject

=

027,000

Sec.

Avail.OCT

=

1,800Batch

=

6Reject

=

5%27,000

Sec.

Avail.OCT

=

6,000Batch

=

1Reject

=

5%27,000

Sec.

Avail.AnalyzeECR

1Make

Chg’s

1Check

ECO

1Circulate

5ECR

1ProcessECO

1OCT

=

5,400