ie工業(yè)工程的內(nèi)涵-全文預(yù)覽
【正文】 動(dòng)完成品至紙箱等待、閑置1819放開(kāi)完成品等待、閑置19※ 完成一個(gè)螺絲釘?shù)难b配，需要19個(gè)動(dòng)作的時(shí)間。儲(chǔ)存（Storage）儲(chǔ)存就是因原料、材料、零件、半成品或成品在一段時(shí)間內(nèi)不需使用，而加以存放。（二）流動(dòng)程序分析（Flow Process Chart Analysis）1. 生產(chǎn)作業(yè)流程之分類生產(chǎn)作業(yè)流程作業(yè)單元?jiǎng)幼鲉卧獎(jiǎng)幼饕刈鳂I(yè)內(nèi)容搬運(yùn)待灌模之線材灌模作業(yè)檢查完成品等待搬運(yùn)搬運(yùn)完成品至下一工序更換模具填充塑料料灌模準(zhǔn)備線材將線材放進(jìn)模具內(nèi)灌模取出灌模完成品伸手至線材車架抓取線材移動(dòng)線材至模具將線材裝入模具固定線材于模具內(nèi)壓下按鈕灌模手法制程分析、流程分析作業(yè)者分析、人機(jī)配合分析動(dòng)作分析MTM/WF分析作業(yè)分析（Operation Analysis）2. 制程分析與流程分析之項(xiàng)目與符號(hào)項(xiàng) 目符號(hào)說(shuō) 明操作、作業(yè)（Operation）操作、作業(yè)就是將原料、材料、零件或半成品施予物理或化學(xué)之變化。因此固定寬放時(shí)間通常為正常時(shí)間10 %。不過(guò)短時(shí)間而多次的休息，比長(zhǎng)時(shí)間而次數(shù)少的休息較為適當(dāng)。＊ 是否在眼睛之正常視覺(jué)范圍內(nèi)。11. 軀體動(dòng)作（Body Motions）＊ 動(dòng)作之部位及形式。＊ 轉(zhuǎn)動(dòng)之形式。＊ 動(dòng)作時(shí)是否需要小心謹(jǐn)慎。＊ 對(duì)準(zhǔn)時(shí)之允差。＊ 抓取之種類。 4. 加壓（Apply Pressure）＊ 加壓動(dòng)作之種類。＊ 移動(dòng)之距離。＊ 動(dòng)作之形式。 (目標(biāo)產(chǎn)量)◎機(jī)器為主之作業(yè)標(biāo)準(zhǔn)時(shí)間ST =(機(jī)器工時(shí)MT) 單位工時(shí)HPU =(瓶頸機(jī)器工時(shí)NMT) 180。 (操作寬放OA)TT =(每日可用工時(shí)475分) 247。（二）標(biāo)準(zhǔn)時(shí)間之結(jié)構(gòu)（Structure of Standard Time）標(biāo)準(zhǔn)時(shí)間ST碼表測(cè)時(shí)評(píng) 比評(píng) 比影片分析動(dòng)時(shí)分析MTM/WF正常時(shí)間NT操作寬放OA歷史資料觀察時(shí)間OT(Observed Time)特別寬放政策寬放程序?qū)挿艂€(gè)人寬放疲勞寬放評(píng)比正常時(shí)間NT標(biāo)準(zhǔn)時(shí)間ST 單位工時(shí)=(瓶頸站工時(shí)) 180。休息疲勞寬放比率假設(shè)為10%（ minutes247。 design?Integral analysis amp。Contents of Systems designed by Industrial and system engineer＊ Human Activity System1) The manufacturing process itself (or processing procedures of a service organization).2) Materials.3) Machine and equipment.4) Methods by which workers perform tasks.5) Layout of facilities and specification of material flow.6) Material handling equipment and procedures.7) Workplace design.8) Storage space size and location.9) Data recording procedures for management reporting.10) Procedures for maintenance and housekeeping.11) Safety procedures. ＊ Management Control System1) Management planning system.2) Forecasting procedures.3) Budgeting and economic analyses.4) Wage and salary plans.5) Incentive plans and other employee relations systems.6) Recruiting, training, and other placement of employees.7) MRPMaterials requirement planning.8) Inventory control procedures.9) Production scheduling.10) Dispatching.11) Progress and status reporting.12) Corrective action procedures.13) Overall information system.14) Quality control system.15) Cost control and reduction.16) Resources allocation.17) Organization design.（二）IE 機(jī)制建立 (a) 基本業(yè)務(wù) (Primary Activities)(b) 工程業(yè)務(wù) (Engineering Activities)(c) 咨詢業(yè)務(wù) (Consultation Activities)An Overview of IEIndustrial Engineering(a) PrimaryActivities:System Maintenance(b) EngineeringActivities:System Improvement(c) Consultation Activities:System InnovationFunction?Operating efficiency control?Cost control?Operating efficiency improvement?Cost reduction amp。 Basic Training二、標(biāo)準(zhǔn)工時(shí)結(jié)構(gòu)分析（一）Esystem（二）標(biāo)準(zhǔn)時(shí)間之結(jié)構(gòu)（Structure of Standard Time）三、時(shí)間衡量系統(tǒng)介紹（一）預(yù)定時(shí)間標(biāo)準(zhǔn)（Predetermined Time Standard）（二）方法時(shí)間衡量M T M（MethodsTime Measurement）（三）W F（Work Factor）四、疲勞或休息寬放（Fatigue or Rest Allowance）之訂定（一）休息寬放時(shí)間定義（二）決定休息寬放時(shí)間應(yīng)考慮之因素五、工業(yè)工程之常用工具（一）操作程序分析（Operation Process Chart Analysis）（二）流動(dòng)程序分析（Flow Process Chart Analysis）（三）雙手程序分析（TwoHanded Process Chart Analysis）（四）人機(jī)配合分析（ManMachine Analysis）（五）動(dòng)作改善要領(lǐng)（Key Points of Motion Improvement）（六）動(dòng)作經(jīng)濟(jì)原則（Principles of Motion Economy）（七）流動(dòng)圖分析（Flow Diagram）（八）工廠布置規(guī)劃（Plant Layout Planning）簡(jiǎn)介（九）縮短換線換模時(shí)間之要領(lǐng)簡(jiǎn)介（十）I E 改善心法※ 工業(yè)工程技術(shù)培訓(xùn) 參考資料3356999111111
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