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【正文】 S ? Elimination of line downtime caused by loader breakdown will reduce observed stoppages by XX% (up to XX% OEE) Improvement potential ? Utilize detailed data gathering to track causes of failure case by case, and start rootcause problemsolving Key analysis/ levers Observed problems ? PCBs stacked in the loader ?Loaders don’t feed the line ? Operator should press a button to restart the loader ? Operator should move manually boards to feed the line 7959291613Loader High speed Screen printer Multi functions Dispenser Line downtime* Minutes ? Increase preventive maintenance on specific machines EXAMPLE 。 assuming leveldemand High volume: more than 1 line fullshift (half day) workload。 line operator reviews ? For the team – Nightly meetings to set the next days schedule ? For line operators – Morning meetings to municate performance, issues and next steps Objective: Track progress to target, reveal/discuss issues and municate next action items to drive improvement DET020815HKDEQ0021pr 10 2B. LINESIDE COMMUNICATION BOARDS WERE CREATED FOR EACH SECTION TO INVOLVE ALL PERSONNEL IN THE PROCESS Key features Performance tracking Date Productivity level C4S1 Improvement actions Current issues ? Station 6 is over cycle time ? Bags on cases are causing extra nonvalueadded time ? Cumbersome to handle large box for case parts Today: ? Realign screwdriver ? ? of actions this week: 25 Current day’s production Date 7:308:30 8:309:30 Time Plan Actual of defects Hour / cumulative Hour / cumulative S 3 w o r k b a l a n c e c h a r t 0 7 A u g0246810121416181 2 3 4 5 6 7 8s ta ti o n ssecondsVA N V AWA TTKPI BOARD: MODEL LINE SECTION 1 DET020815HKDEQ0021pr 11 3A. STATION DESIGN: DRIVE FURTHER IMPROVEMENT BY FOCUSING ON THREE KEY LEVERS Motion economics Material presentation Buildinquality Improvement examples DET020815HKDEQ0021pr 12 3B. MOTION ECONOMICS: OPTIMIZE MOTION THROUGH THE FOUR “GOLDEN RULES” Basic Principle 1. Reduce the number of motions. 2. Perform motions simultaneously. 3. Shorten motion distances. 4. Make motions easier Hints Is searching, selecting, switching hands involved? Is waiting, or holding steady involved? Are large unnecessary motions involved? Can the number of work factors be reduced? Principle of motion method Principle of equipping/ maintaining the workplace Principle of jigs and tools Principle of jig, tool and machinery design 5B MATERIALS REPLENISHMENT: START BY APPLYING THE LINEBACK PRINCIPLE AT EACH STATION Lineback principle ? Removing all nonvalue added activities from the line operator and transfer them to the upstream supporting processes Reasoning ? Operator can focus on valueadded activities ? Nonvalueadded activities can be collected and rationalized outside of the line ? Ultimately to be eliminated at source (supplier) Workstation Line stock Marketplace Suppliers Ideal condition ? Low (one) line stock enables any adjustment/ improvement of work contents ? Parts supplied at point of use oriented correctly for the operator can perform without looking ? Supplying part ontime and in right amount ? Direct delivery to the line by supplier DET020815HKDEQ0021pr 14 AGENDA ? Model line implementation ? SMD Diagnostic DET020815HKDEQ0021pr 15 HIGH LEVEL DATA INDICATE THAT CHANGEOVERS ARE A KEY SOURCE OF LOST TIME * Includes product changeover and material preparation ** Includes material replacement, material shortage, and material audit *** Overall Equipment Effectiveness 2 100% Total time Product changeover related* Machine setup adjustment Machine breakdown Machine cleaning amp。 techniques Continous improvement NVA time Necessary NVA time VA time DET020815HKDEQ0021pr 9 2A. PERFORM
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