減少和消除生產(chǎn)中的浪費與價值流-資料下載頁
2025-01-20 22:45本頁面
【正文】 某生產(chǎn)車間使用一臺數(shù)控沖床，其頭部裝有 12組模具，每加工一批零件后，作業(yè)人員就要根據(jù)下一披零件的加工要求，裝換調整模具，變換數(shù)控程序，整個換程約為 35分鐘。 首先，我們在現(xiàn)場進行了兩天的觀察和分析，然后，我們把作業(yè)人員的整備作業(yè)歸納 為以下 9種基本操作： (零件圖紙等 )。 。 。 。 。 (鋼板 ) 。 。 。 批量大小與換型成本 費 用 總費用 庫存費用 設備調整費用 數(shù)量 *Q— 經(jīng)濟批量 ? R:年總生產(chǎn)量 ? L:一次加工批量 ? Ti:準備作業(yè)時間 (調換時間 ) ? Cr:調換加工費率 (單位平均加工費 ) ? Cm:材料單價 (單位平均 ) ? I:利息 (期待利益率 ) ? E:儲藏經(jīng)費率 (單位 :年 ) 年批量次數(shù) =R/L 平均庫存量 =L/2 年總調換時間 =Ti* R/L A 年總調換費 =Cr*Ti*R/L B年總利息 =I*Cm*L/2 年總儲存費 =E*L/2 A=B即 : Cr*Ti*R/L= I*Cm*L/2+E*L/2 ? Q= 批量大小與換型成本 ECmIRTiCr?****2 產(chǎn)能分析 注塑生產(chǎn)能力分析 4 月 5 月 6 月 7 月 8 月 9 月 10 月 11 月 12 月Working Hour(vt165) Working Hour(mh250) Working Hour(MH250/N50) Working Hour(MH500) 10121416182022244月 5月 6月 7月 8月 9月 10月 11月 12月WorkingHour(vt165)WorkingHour(mh250)WorkingHour(MH250/N50)WorkingHour(MH500) Shipping/receiving schedules Cycle time of each process or product cell Pack size at each process Number of product variations at each step Demand rates by customers (TAKE TIME) First time quality,scrap,downtime, rework date Production rates Batch size Working hours and breaks Changover times with number per day Where flow stops and inventory accumulates What parts/ponents enter the process How operation are scheduled Dedicated equipment Wip inventory Location/size of betweenprocess buffers Overtime per week Supplier lead times Current State Value Stream Attributes Future state value stream items to address What is the TAKT TIME At what preferred single point(pacemaker loop) in the production chain do we trigger production? Do we buildto stock(staging or finished goods) or buildto order? How much work do we release a one time? Where is there a break in the material flow? What is the “pitch” at the pacemaker loop? Where does part number proliferation enter the system How do we signal production in Upstream processes? Where can we use FIFO to approciximate continuous flow How and where do we level production? Where do we have to use marketplacebased pull systems (supermarket)? What process improments are necessary? Which processes are constrained and how will we improve them? Does our future state have easy to manage,smooth flow to the customer? Where can we continually flow material without limiting system potential? How do we physically trigger production at the trigger point in the pacemaker loop Do we have adequate information flow in place to limit change over time by having the capability of staging items?
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