SQDC07Q2.ppt

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,3-,*,2005TBM Consulting Group,Inc.All Rights Reserved.,MDI,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,3-,*,2004 TBM Consulting Group,Inc.All Rights Reserved.,mdi,SQDC,管理,SQDC,Management,议程,Agenda,SQDC,管理概略,SQDC Management Overview,制定量度指标,Developing Metrics,SQDC,管理的维持,Sustaining SQDC Management,现场活动,Shop Floor Activities,何谓,SQDC,管理？,What is SQDC Management?,S=,安全,Safety,Q=,质量,Quality,D=,交期,Delivery,C=,成本,Cost,为何需要,SQDC,管理？,Why Do SQDC Management?,SQDC,安全生产,SafetyPractices,生产力改善,ProductivityImprovement,灵活性,(,生产周期短,),Flexibility,(Short Lead Time),单件流,One-Piece Flow,快速换模,Quick Set-up,质量保证,Quality,Assurance,流程控制,Process,Controls,防错,Mistake-Proofing,设备可靠性,(,全员生产保养,),Equipment,Reliability,(TPM),训练有素,、,积极主动,、,多,工序工作的员工,Trained,&Motivated,Multi-Process Handlers,贵司使用什么生产量度指标？,What production measures do you use?,有效的表现量度指标之特点,Characteristics of Useful Performance Metrics,目视管理型的,Visual,大家都明白的,Understood by all,包含改善目标的,Includes an improvement target,可以由相关部门跟踪及维持的,Can be tracked and maintained by the affected department,每天进行评审并作出相应改善行动的,Reviewed daily and acted upon,可能的成本指标,Possible Cost Measures,减少报废总额,Scrap reduction($),生产力,Productivity,增值动作与总动作数的比例,Value added motion to total motion,增值时间与总生产周期的比例,Value added to total lead time,标准人数与实际人数的比例,Standard to actual manning ratio,实际小时与每天标准小时的比例,Actual hours to daily standard hours,实际加班时间与允许加班时间的比例,Actual overtime vs.allowed overtime,每个零件加班时间,Overtime per unit manufactured,每小时增值额,Value added per hour,每工作小时,信贷换算,Conversion credit/hours worked,物料搬运成本,Material handling cost,存货成本,Stockkeeping cost,分段报价的供应商数量,Number of suppliers with price breaks,生产周期投资,Leadtime investment,(,生产周期天数,)x(,每天需求,),(Leadtime days)x(daily requirement),增值额与总占地面积的比例,Value added to total space,增值额与资产总额的比例,Value added to total assets,追货活动成本,Activity cost of expediting,生产控制与增值额的比例,Ratio of production control to value added,可能的交期指标,Possible Delivery Measures,准时交货率,On-time delivery rate,停机时间,Machine down time,换模与运作时间比例,Ratio of setup to run time,换模的外部时间与内部时间比例,Ratio of setup external time to internal time,总走动距离,Total travel distance,对运作的重查次数,Repeat visits to operations,控制中心数量,Number of control centers,工作单元表现,Work cell performance,按时完成的零件数量,Items completed on schedule,每批货平均天数,Average days of usage per lot size,存货地点的数量与面积,Number and area of different storage locations,半成品减少数量,WIP reduction,每个直接工人的工作单数量,Number of work orders per direct employee,外部生产周期与内部生产周期的比例,External to internal leadtime ratio,供应商生产周期与客户生产周期的比例,Supplier to customer leadtime ratio,技能数量,(,工人灵活性,),Number of skills(worker flexibility),排期更改次数,Number of schedules changed,上周未报告的过期次数,Past dues not on last weeks report,本周新的追货次数,This weeks new expedites,上周追货转为不用追货的次数,De-expedites of last weeks expedites,89,30,15,30,15,910,30,16,60,31,1011,25,18,85,47,1112,30,23,115,70,12:301:30,30,27,145,97,1:302:30,30,27,175,124,2:303:30,25,25,200,149,3:304:30,30,29,230,178,新工作次序培训,T,raining new work sequences,2,号工人超过节拍时间,Operator#2 over takt time,新型号产品更改生产线,(10,分钟,),Line change for new model(10 minutes),送错零件给新型号产品生产线,(8,分钟,),Wrong parts delivered for new model(8 minutes),工人午餐回厂迟到,(4,分钟,),Workers late returning from lunch(4,m,inutes),冲压零件品质问题,(,停产,5,分钟,),Quality problem at press line stop(5 minutes),没有明显问题,No significant problems,班尾清洁,(2,分钟,),End-of-shift cleanup(2 minutes),每小时,Hourly,累积,Cumulative,时间,Hour,备注,/,停机,Comments/Downtime,每小时记录表,Hour-By-Hour Chart,目标,实际,目标,实际,技能矩阵,Skills Matrix,培训中,达到节拍时间,可转换产品,可培训他人,姓名,工序,可能的安全指标,Possible Safety Measures,工伤事故天数,(,安全十字图,),Injury incident days(safety cross),造成停工的事故次数,Lost work case incidence rate,总事故次数,Total case incidence rate,消除潜在危险次数,Potential hazards eliminated,5S,评审结果,5S,audit results,安全十字图,Safety Cross,月份,Month:,主管,Supervisor:,绿色,=,安全日,Green=Safe Day,红色,=,工伤日,Red=Recordable Injury,SQDC,管理的维持,Sustaining SQDC Management,SQDC,总结,SQDC Summary,对照目标与目的，对工作进程进行目视管理,Provide visual trend of progress against goals and objectives,识别改善与纠正问题的机会,Identifies opportunities for improvement and correction,现场活动,Shop Floor Activities,根据业务目标，确定具体作业单元和对象的量度指标，包括质量、成本、交期、安全,Identify measures for the specific cell and objects to be measured regarding quality,cost,delivery,&safety as related to business objectives,为该作业单元制作表现板,Create performance board for the cell,制订信息反馈制度，保证采取行动，解决问题，改善流程，并对量度结果进行评审,Create feedback system to ensure action is taken to solve problems,improvement to the process,and evaluate the measurements,