标准化工作定义(ppt文档可编辑修改).ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Standard Work Workshop,标准化工作训练营,Standardized Work,标准化作业,Terms to know:,你需知道的术语,Takt time,客户需求节拍,Target cycle time,目标加工周期,Actual cycle time,实际加工周期,Manual time,手工时间,Walk time,行走时间,Wait time,等待时间,Unassigned time,未分配时间,Machine cycle time,机器加工周期,Standardized Work,标准化作业,Takt Time Calculation:,客户需求节拍的计算,Available Daily Operating Time(Seconds),每天可用工作时间(秒),_,Total Average Daily Production Requirements(Pieces),总的平均日生产需求(件),Standardized Work,标准化作业,Takt Time Calculation Example:,客户需求节拍的计算举例,Cell 3000 (Two shift operation),单元3000(两班),Customer demand=1504/per day,客户需求-1504/天,Available work time=16 hours,可用工作时间16h,=960 min/day,Less 4 breaks per day 10 min.each,减,4,次休息,=40,min,Total Available Time,总可用时间,=920,min,920 minutes X 60 seconds=55,200 seconds,Takt Time=55,200sec/1504 units=36.7 seconds,We need to net 1 unit every 36.7 seconds,我们每36.7秒需要加工一件零件,Target Cycle Time,目标加工周期,Target Cycle Time=Takt Time-Special Allowances,目标加工周期,=,客户需求节拍,-,允许的特殊耗时,Target Cycle Time may include planned,repetitive operations,目标加工周期包括计划的、,重复的操作,-,Examples of Special Allowances,允许的特殊耗时例子,Team Meetings,小组会议,PM,预防性保养,Changeover,换装,Target Cycle Time,目标加工周期,Planned,repetitive allowances will be determined by each Business Unit,计划的，重复的所允许的耗时由每个业务单元决定。,Target Cycle Time Example,目标加工周期,举例,Production Requirement:1504 parts per day,生产需求 每天1504件部件,P.M.,保养,15,minutes X 2 shifts=30 min.,EI Meeting,EI,会议,12,minutes X 2 shifts=24 min.,54 min.,54 minutes X 60 seconds=3240 seconds,3240/1504=2.15 seconds lost for Special Allowances,Target Cycle Time=36.7(Takt)2.15(SPA)=34.55 sec.,目标加工周期,Standardized Work,标准化作业,Actual Cycle Time,实际加工周期,=,Manual time+Walk Time+Wait Time,手工时间,+,行走时间,+,等待时间,Standardized Work,标准化作业,Actual Cycle Time=Manual time+Walk time+Wait time,实际加工周期,=,手工时间,+,行走时间,+,等待时间,Longest operators actual cycle time tells us how many parts the cell is capable of running,最长的加工周期告诉我们单元有能力加工多少件零件,Actual Cycle Time is the time it takes an operator to,complete one cycle of his/her standard work,实际加工周期是指一位操作员完成其标准作业的周期,Standardized Work,标准化作业,Manual Time:,手工时间,The time required for an operator to perform the physical tasks for one cycle of operation(Inspecting,loading/unloading,and gauging),操作工在一个周期的操作中为完成手工任务所需的时间(如检验，装载，卸载，测量),Standardized Work,标准化作业,Walk Time:,行走时间,The time required for the physical movement from one point to another,with or without a part,从一点移动到另一点所需的时间，持有或无零件,Standardized Work,标准化作业,Wait Time:,等待时间,The time the operator waits while the machine completes its function,操作工等待机器完成其操作的时间,Unassigned Time,未分配时间,The difference between your actual,cycle time and your target cycle time,实际加工周期和目标加工周期之间的差,Standardized Work,标准化作业,Standardized Work,标准化作业,Machine Cycle Time:,机器周期,The time required by a machine to complete one cycle of operation,机器完成一个操作循环所需的时间,*,Machine cycle time may also be referred to as Auto Time,机器周期也被称为,自动时间,Target Cell Manning,目标单元人员配备,#Of Members=,Total Manual Time+Total Walk Time,Target Cycle Time,目标周期,员工数,总的手工时间,总行走时间,Available Daily Operating Time(Seconds),Total Average Daily Production Requirements(Pieces),GOAL:actual cycle time target cycle time takt time,Target Cycle Time,目标周期,=Takt time-special allowances,特殊耗时,Actual Cycle Time=The time it takes,an operator to complete one cycle of,standard work.The longest operators,actual cycle time tells us how many parts,the cell is capable of running,实际周期,=,一位操作员完成标准作业的整个周期的时间。操作员实际最长耗时告诉我们这个单元可以生产的部件数。,Takt Time Calculation:,计算,每日可得操作时间,(,秒,),总平均每日生产要求,(,件数,),目标：实际周期 目标周期,TAKT,时间,Labor Efficiency,劳动效率,Labor Efficiency=,Standard Direct Labor Hours,Actual Spent Hours,Standard Labor x Standard Cycle Time(In Hours)x Output,Actual Labor x Actual Hours,=,Productivity Benchmark,生产力参照值,Cell F1,单元F1,Average Manual Time(MT)-36.0 seconds,平均手工时间-36.0秒,Manual time is the time required for an operator to perform the physical tasks for one cycle of operation.(Inspecting,loading/unloading,and gauging),手工时间是一操作工完成一个操作周期所花在手工操作上的时间(检验，装卸，检测等),Takt-48.7 seconds,理论周期-48.7秒,Manual(MT)%of Takt-73.9%,手工时间占理论周期的比例-73.9%,MT,TAKT,=,36,48.7,=,73.9%,PRODUCT MIX,混流生产,Product Mix Example,产品混合例子,Product A+B+C =876,产品,A=219=25%,B=307=35%,C=350=40%,876=100%,Total Available Time,总共可用时,:,8,hours X 60=480-20(2-10 breaks)=460X60”=27,600”,27600”/876 daily units required=31.5”Takt Time,Total Daily Available Time,总每日可用时,Avg.Daily Units Required(A,B,C),平均每天所需求的件数,TAKT=,Target Cycle Time Calculation,目标周期的计算,Target Cycle Time=Takt Time-Special Allowances,目标周期,=TAKE,时间,-,特殊耗时,Takt Time=31.5”,Special Allowances,特殊耗时,=10,ATPM,+12 Team Meeting,小组会议,Special Allowances,特殊耗时,=22,X 60”=1320”,Special Allowance per cycle=1320”/876 units=1.5”,每个循环的特殊耗时,31.5”(,Takt Time)-1.5”(Special Allowance)=30.0”TCT,Product Mix Example,产品混合例子,Product,产品,A,B,C,Manual,人力,306”,260”,200”,Walk,走动,50”,40”,40”,Total,总计,356”,300”,240”,%Mix,混合比重,25%,35%,40%,Part A 356”x.25=89”,Part B 300”x.35=105”,Part C 240”x.40=96”,290”Weighted Average,加权平均的全部工作内容,Calculation of Avg.Target Manning,平均目标人力的计算,Target Manning Example,目标人力配备举例,290”,30.0”,Target Cycle Time,目标周期,Total Manual Time+Total Walk Time,总手动时间,+,总走动时间,Target,Manning,目标人力,=,=,=,9.6,We round to the next full person and use 10 people,我们取整数，用,10,人。,Fixed Manning/Flex TCT,固定人力,/,可变的目标周期,Product,产品,A,B,C,Manual,人力,306”,260”,200”,Walk,走动,50”,40”,40”,Total,总共,356”,300”,240”,%Mix,混合,25%,35%,40%,Part A356”/9.6=37.08”Target Cycle Time,Part B300”/9.6=31.26”Target Cycle Time,Part C240”/9.6=25.00”Target Cycle Time,Fixed TCT/Flex Manning,固定的目标周期,/,可变的人力,Product,产品,A,B,C,Manual,人力,306”,260”,200”,Walk,走动,50”,40”,40”,Total,总计,356”,300”,240”,%Mix,混合,25%,35%,40%,356”/30.0”=11.8 Target Manning,目标人力,300”/30.0”=10.0 Target Manning,目标人力,240”/30.0”=8.0 Target Manning,目标人力,Product Mix Example,产品混合例子,Fixed Manning,固定人力,Fixed TCT,固定目标周期,Target,Manning,目标人力,Target,Cycle,目标周期,Target,Manning,目标人力,Target,Cycle,目标周期,A 30.0”11.8 37.0”9.6,B 30.0”10.0 31.2”9.6,C 30.0”8.0 25.0”9.6,Gross 30.0”9.6 30.0”9.6,9 Continuous Improvement Process Steps,持续改进的9个步骤,1.,Observe current method,观察目前的方法,2.,Document current method,记录目前的方法,3.,Identify improvements(steps to eliminate),识别改进(需消除的步骤),4.,Implement improvements,实施改进,5.,Validate quality and productivity of new method,验证新方法的质量及生产力,6.,Standardize new method,将新方法标准化,7.,Document“Before”and“After”conditions,记录改进前后的情况,8.,Recognize achievements,认可取得的成绩,9.,Look for next improvement,寻求下一次改进,Implementing Standard Work,实施标准作业,Train the cell members in Standard Work&Takt Time Production.,给每个单元的成员就标准作业和理论时间生产进行培训,Calculate Takt and Target Cycle Time,计算需求节拍和目标周期,Develop standard work charts with flex manning,plus and minus one operator,做出的标准作业图表要体现灵活的人力配置，加,1,减,1,模式,Create Standard Work Combination Tables,建立标准作业组合表(SWCT),Create a Balance Board as a tool for improvement,建立平衡板作为改进的工具,Implementing Standard Work,实施标准作业,Create a Manning Graph to identify the opportunities for improvement to target cycle time,做人力图表来识别需要提高目标周期的改进机会,Identify the Target Cell Manning,识别单元的目标人力,Calculate Labor Efficiency,计算日劳动效率,Create a plan to maintain an active Standard Work&Takt Time Production program.,做一个计划来维持积极的标准作业和按客户需求节拍生产的计划,ITEM,要点,BEFORE,AFTER,WIP,在制品,%UPTIME,机器正常运行时间,THRU-PUT TIME,生产时间,MACHINE CYCLE TIME,机器周期,PROCESS STEPS,工艺步骤,PIECES PER MAN-HOUR,每人生产件数,%REWORK,返工,%SCRAP,废品,CUSTOMER PPM,客户,PPM,%FTT,MT/TAKT%,PART FLOW DISTANCE,部件流动距离,WAIT/TAKT%,等待,/,节拍,LABOR EFFICIENCY,劳动效率,Before and After Continuous Improvement Record,持续改进前后记录,