【正文】 Good Cell Layout Makes Work Redistribution Easy 好的單元設計可使工作調整更容易 ? Place Workstations Close Together to Minimize Walking Distance 把工作站盡量靠近，使步行距離最小 ? Keep Inside Width of a Cell at 5 feet to Allow Flexibility in Work Redistribution保持單元內距離在５步內可使作業(yè)調整方面具有柔性 ? Locate the Leadoff and Final Processes Near one Another 把開始和結束工藝彼此靠近 ? Eliminate Spaces and Surface where WIP can Accumulate消除空閑的空間和可以堆積在制品的作業(yè)面 ? Use Dedicated Hand Tools and Gravity to Assist Operators 使用專業(yè)工具和重力原理去協(xié)助操作人員 ? Absolutely ensure Safety and Good Ergonomics絕對確保安全和經濟原則 ? 5S Materials 物料供應 Machines 機器配置 Cell Layout 單元設計 單元設計 43 Single Piece Flow 單件流 機器配置原則 Good Machine Design Enables Operator Focus on Manual Content 好的機器配置可使操作員能夠全力投入手工作業(yè)中 ? Use small equipment dedicated to a single task使用小的設備去加工簡單任務 ? Introduce AutoEject When Operators Must Use Both Hands 當操作員要用雙手操作時要引進自動卸料的機器 ? Install OneTouch Automation Where Possible盡可能安裝接觸性啟動的機器 ? Incorporate Sensors to Signal Abnormal Conditions, so Operators Do not Need to Watch Machines During Cycle盡可能多采用感應器來顯示異常情況， 不需要操作員在整個生產周期內都要照看機器 ? Avoid Batching避免批量生產 ? At Pacemaker, Strive to Devise Machine Changeover Between Different Assemblies Take Less than 1 TAKT Cycle 在節(jié)拍控制點處要全力去設計那種用低于 １個節(jié)拍就可以在不同裝配線間實現(xiàn)快速切換的機器 Materials 物料供應 Cell Layout 單元設計 Machines 機器配置 44 Single Piece Flow 單件流 物料供應原則 Good Material Flow Improves Productivity 好的物流可以提高生產效率 ? Present Parts as Close as Possible to the Point of Use 零件補充盡可能靠近零件使用點 ? Present Parts so Operators can use Both Hand Simultaneously 零件補充要方便操作員可以同時使用雙手取 ? Do not Have Operators Get or Restock Their Own Parts 不要讓操作員自己取或再重新儲備自己的零件 ? Keep No More than 2 Hours of Material at the Point of Use 在每個使用點保持不要超過２個小時的物料 ? Do not Put Additional Parts Storage in or Near the Process 不要在工位上或旁邊設置多余的物料儲存庫 ? Utilize Kanban to Regulate Parts Replenishment使用看板控制零件補充 ? Size Part Bin for the Convenience of the Operator, Not for the Convenience of the Material Handler or Supplying Process 設計盛零件的盒子要方便于操作員，而不是方便物料供應者或提供過程 Machines 機器配置 Cell Layout 單元設計 Materials 物料供應 45 Single Piece Flow 單件流 18’ 14’ Assembly I Connector Preparation Assembly II angled to keep cell Inside Width about 5’ 安裝工位被調了個角度來保持單元在５步內 Parts materials presented on Flow racks from outside cell組件和原料從單元外面的傳送架提供進來 Single piece of inprocess stock left In machine as operator moves on１個在制品被放在機器的左邊 使與操作員移動方向一致 No obstruction in walking path在移動路線上沒有阻礙物 No space for WIP accumulation沒有堆積在制品的空間 Assembly IV angled to bring cell start And end together裝配４被調了的角度使單元起點和終點靠近在一起 I 30 pcs /Container Example例子 Result : 5 Pieces in Process 效果：只有５個在制品 46 What is Standard Work? 什么是標準作業(yè)？ (1) TAKT Time節(jié)拍時間 (2) Work sequence (order of operations)作業(yè)順序 (操作規(guī)范 ) (3) Standard workinprocess標準在制品 Standard Work Definition標準作業(yè)定義 Three Elements of Standard Work標準作業(yè)３個要素 Standard Work is a bination of actions performed by humans and machines carrying out valueadded work in an efficient way in the right sequence right time, enabled by material information flow, using the right tools as required. It is the foundation for a lean enterprise. 標準作業(yè)是一個由人和機器執(zhí)行有附加價值的 ,使用一種有效方法的，采用正確的順序和正確的時間內的，并使物流和信息能夠流動的，且使用所需的正確工具下的多個工作的集合．它是精益企業(yè)的基礎． 47 Why Have Standard Work?為什么需要標準作業(yè) (1) To make manufacturing rules explicit使加工標準清晰 (2) Establish the methods for manual tasks with respect to safety, quality, quantity and ，品質，數量和成本方面有關的手工作業(yè)的方法 (2) A tool for KAIZEN一種持續(xù)改善的工具 (3) Establish baseline for future improvement (4) 是建立未來改善的基準 Standard Work – Objective標準作業(yè)－目標 There Is No Improvement In The Absence Of Standards 沒有標準就沒有改善 48 TAKT Time節(jié)拍 The Heartbeat of the Business 企業(yè)的脈搏 1st Element of Standard Work標準作業(yè)要素之第一要素 Standard WIP標準在制品 Work Sequence 作業(yè)順序 TAKT Time 節(jié)拍 4 1 Available time Customer Forecast TAKT TIME = TAKT TIME is just Math, but is Fundamental to Lean 節(jié)拍雖說是個數字，但它是精益生產的基礎 AVAILABLE TIME: Total amount of TIME allocated for production DEMAND: qty of scheduled parts for a given time frame ? each shift has ~ hrs available this is a constant! hrs is used to account for lunches, breaks, etc... EXAMPLE Available Time = 60 min/hr x hrs/shift x 2 shifts/day x 5 days/wk = 3900 min/wk Your customer demand is 90 pcs per week 3900 min/wk 90 pcs/wk = 43 min/pc TAKT Time = 49 Work Sequence作業(yè)順序 The order of operations in which a worker places parts on a machine or in an assembly. 操作規(guī)范就是規(guī)定一個工人把零件是放機器上還是放安裝工位上 The Same Thing, The Same Way, Every Time 對相同的工作，每次采用相同的工作方法 4 2Standard WIP 標準在制品 Work Sequence 作業(yè)順序 TAKT Time 節(jié)拍 machine processing 機加工過程 ? ? ? ? ? ? 2nd Element of Standard Work標準作業(yè)要素之第二要素 50 Standard WorkinProcess (SWIP)標準在制品 Refers to the minimum workinprocess needed to perform repetitive operations,提供執(zhí)行重復作業(yè)所需最少的 WIP ? parts mounted on machines已經放在機器上了的零件 ? parts on conveyors周轉箱中的零件 ? parts needing time to cool, One Piece Is The Standard Goal 一個 WIP是最理想的 4 3End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex 3rd Element of Standard Work標準作業(yè)要素之第三要素 TAKT Time 節(jié)拍 Work Sequence 作業(yè)順序 Standard WIP 標準在制品 51 Gaining Capacity提升產能 a) Understand the current situation了解現(xiàn)狀 b) (Document Work Sequence…Order of Operations) c) (文件化作業(yè)順序 … 操作規(guī)范 ) b) Measure times for workers A, B, C and D 對 A,B,C,D工人測工時 c) Redistribute all waiting times (to D)重新分配所有的等待時間 (給 D) Time