【正文】 ad of spot improvements to single processes 有沒(méi)有把所有產(chǎn)線流程存在改善空間的地方明顯地標(biāo)識(shí)出來(lái)，而不是僅標(biāo)示某個(gè)地方。 41 Material 物料 1) Are parts provided 1 kit at a time (or less than 10 min.39。 24) Do you train your operator to act as sensor to machine problem? 有沒(méi)有把操作員培訓(xùn)成對(duì)機(jī)器的異常非常敏感？ 39 Machine ( continue )設(shè)備 (續(xù)頁(yè) ) 25) Is your feeder color coded based on size? FEEDER有沒(méi)有根據(jù)其大小做顏色標(biāo)示？ 26) Do you build the fixture based on :有沒(méi)有根據(jù)以下要求來(lái)制作治具 : a) Reference points 治具的相關(guān)參數(shù) b) X and Y axis XY軸坐標(biāo) c) jig hands free 不需要手來(lái)輔助作業(yè) 40 Total Productivity Maintenance ( Skill Matrix ) 全面生產(chǎn)維護(hù)（技能表） A HU M aint enan ce S kil l M atrix Radz i Nadri G op i K ha i r i1 Chec k r un ni ng am p2 Ins pe c t g en eral c on di ti on 3 Chec k w ate r l ev el4 Chec k f l oa t s w i tc h5 Cl ea n i n f i l l 6 Cl ea n l ou v r e/s tr ai ne r /ba s i n 7 Chec k m oto r am p / greas i ng8 Chec k s prin k l e h ea d / f an c on di ti on / b el ti ng9 Chec k c he m i c al pu m p/c he m i c al l ev el10 Chec k m oto r / b el ti ng /p ul l ey11 Dy na m i c ba l an c i ngZero Knowledge 無(wú)相關(guān)知識(shí) Apprenticeship under training 培訓(xùn)中 Full Knowledge 熟練 Full knowledge, able to lead 熟練 ， 能領(lǐng)導(dǎo)他人一起作業(yè) Full knowledge, able to lead, able to train 熟練，能引導(dǎo)他人，并且有能力培訓(xùn)人員 Skill Matrix – Good visual management tool to evaluate current anization strength and plan TPM development strategy. 技能 矩陣 —良好的可視化管理工具，用于評(píng)估當(dāng)前機(jī)制是否具有優(yōu)勢(shì)，計(jì)劃 TPM發(fā)展戰(zhàn)略。 7) The layout of ― Y‖ is better than the layout ― I I I ‖ series ―Y‖型布局比 ―I I I ‖型布局好。s not meet ―傳送帶 ‖的 4個(gè)功能， 如果不符合以下條件則不能使用 ―傳送帶 ‖ ? Function as a Pace Setter ( Takt Manufacturing ) 節(jié)拍調(diào)節(jié)器（節(jié)拍生產(chǎn)） b) Function as a Value adding work station ( Value being added as it moves) 增 值工位 （ 傳送帶移動(dòng)時(shí)產(chǎn)品可以增值，如在傳送帶上作業(yè) ） c) Function as a Jidoka ( Stop every abnormal ) 自働化 （ 異常時(shí)停止作業(yè)） d) Function as a transportation mode ( 5% of the function ) 傳送作用 （只占 5%的功能） 22 Layout 布局 1) Insure the short walking distance. 確保產(chǎn)線行走距離短 . 2) Do you have 3 TEI implemented on your line? 產(chǎn)線有沒(méi)有對(duì)物品實(shí)施三定原則 ? a) Fix place 定點(diǎn) b) Fix things 定位 /定物 c) Fix qty 定量 3) Is the safety aisle easily accessed by the operator? 安全通道是否易于員工通過(guò) ? 4) Are there trash bins inside the cell? 單元生產(chǎn)線內(nèi)有沒(méi)有垃圾箱 ? 5) Do you have cell concept implemented on your line? 有沒(méi)有在生產(chǎn)線上應(yīng)用單元生產(chǎn)的概念 . 23 Layout ( continue ) 布局 (續(xù)頁(yè) ) 6) The operator movement in a cell : is it counter clock wise(1) or clockwise(0). Counter clock wise is remended 操作員在 單元 內(nèi)的移動(dòng)是逆時(shí)針還是順時(shí)針 (逆時(shí)針為佳 ) 7) The gap in a cell : is it wider(0) or narrower(1) (narrower remended). 單元 內(nèi)工站間的間距合適的嗎 ?寬 (0) 還是窄 (1) (推薦用窄 ). 8) Is the station made of crefoam material and is it on the wheel for flexible movement? 工作臺(tái)是由復(fù)合管做成的嗎 ?是否有滑輪易于移動(dòng)呢 ? 9) The flow of a layout must be like a single stroke, no zigzag. 產(chǎn)線布局的流向必須是單行程的，而不是彎曲交錯(cuò)的 。改善后插件拉制程WIP=3pcs。 As such the Process Takt Time Calculation as following: 制程節(jié)拍時(shí)間計(jì)算如下： = Takt Time X Product Up x Process Up X Number of Line = 2 sec X 6 products per panel X 4 Panel per pallet X 2 Lines = 96 sec 8 What is Standard WIP 什么是標(biāo)準(zhǔn) WIP Various types of WIP in our manufacturing process 生產(chǎn)過(guò)程中存在各種類型的 WIP 1. Standard WIP 標(biāo)準(zhǔn) WIP 2. Process WIP 制程 WIP 3. Process To Process WIP 制程與制程間 WIP 4. Station To Station WIP 工位與工位間 WIP 9 What is Standard WIP 什么是標(biāo)準(zhǔn) WIP ? WIP means INVENTORY. INVENTORY is Basically ‘bad’. WIP就是庫(kù)存。 No Std Work means no Kaizen … Std Work is the Mother of all Kaizen 沒(méi)有標(biāo)準(zhǔn)作業(yè)就沒(méi)有改善 …… 標(biāo)準(zhǔn)作業(yè)是改善之母 5 How to start the Takt Time Calculation Based On Customer Demand 怎樣根據(jù)客戶需求計(jì)算節(jié)拍時(shí)間 ? Step 1: Calculate Takt time Based on Customer Demand 第一步：根據(jù)客戶需求計(jì)算節(jié)拍時(shí)間 ? Example 例如 : ? Customer Demand per Month 792K. Working hour per day is 22 hours, 20 days a month. 客戶每月需求量是 792K。 庫(kù)存減半 ? Productivity : X 2 生產(chǎn)效率翻倍 ? Lead Time : X 189。 sec 2792 ,0001,58 4,00 0pcs 792 ,000s 360 0 x days 20 x Hou rs 22 Deman d Custome r Time AvailableTime Takt????客戶需求有效時(shí)間6 How to start the Takt Time Calculation Based On Product and Process Design怎樣根據(jù)產(chǎn)品和制程設(shè)計(jì)計(jì)算節(jié)拍時(shí)間 Step 2: Calculate Process Takt time Based on Product and Process Design 第二步：根據(jù)產(chǎn)品和制程設(shè)計(jì)計(jì)算節(jié)拍時(shí)間 Based on Step 1, Takt Time is 2 second to produce 1 pcs. 根據(jù)步驟 1，節(jié)拍時(shí)間是每 2 秒生產(chǎn) 1 件產(chǎn)品。 ? However, before you fully achieved Standard WIP Quantity, you might need to go through various stages to understand your process Muda and bottle neck 然而，在完全達(dá)到標(biāo)準(zhǔn) WIP數(shù)量前，你需要經(jīng)過(guò)不同的階段了解制程中的浪費(fèi)和瓶頸。為了保證產(chǎn)線正常運(yùn)作，需要在制程 A和制程 B之間設(shè)定制程間 WIP。 29 Zero Defect ( continue )零缺陷 (續(xù)頁(yè) ) 14) Do you have Auto Jidoka implemented in your line? 產(chǎn)線有沒(méi)有運(yùn)用自働化系統(tǒng)？ 15) Talk to the defect to understand the root cause 深入研究不良或缺陷，找出根本原因 16) Duplicate the defect to understand the root cause 多次重復(fù)不良現(xiàn)象的發(fā)生，找到根本原因。 b) have you created a plete material and information flow 有沒(méi)有規(guī)劃出完整的物料流和信息流 c) current state how the process works today 現(xiàn)狀 產(chǎn)線現(xiàn)在是如何運(yùn)作的 d) future state map shows improvements towards a long term 39。s worth)? (2bin,etc.)? 所需物料有沒(méi)有同時(shí)備齊？ (或者定義出一定時(shí)間的用量：比如 2箱 ) 2) Are parts provided in front of the operator? 所有的物料是否都擺放在操作員前面觸手可及的地方？ 3) Is the supermarket sized to hold 1 hr39。 12) Is the Layout for machine and tools by process? 機(jī)臺(tái)和工具的擺放布局是根據(jù)流程來(lái)安排的嗎 ? 37 Machine ( continue ) 設(shè)備 (續(xù)頁(yè) ) 13) Are all the stations on wheels? 所有的工站是可移動(dòng)的嗎？ 14) Is the station load based on Takt time? 各工站的負(fù)荷是按節(jié)拍時(shí)間設(shè)計(jì)的嗎？ 15) Are the power cables suspended above the station for easy plug and play? 電源插頭是否是位于工站易于插拔的地方？ 16) Do you have work standard done for tester? 測(cè)試工位有沒(méi)有做 作業(yè)標(biāo)準(zhǔn) 指導(dǎo)書？ 17) Are there systems in place to stop work when abnormal conditions arise? Does the supervisor respond i