【正文】 ? CE/Fishbone Diagrams ? FMEA ? Check Sheets ? Run Charts ? Control Charts ? Gage RR ? Cp Cpk ? SupplyChainAccelerator Analysis ? MultiVari ? Box Plots ? Interaction Plots ? Regression ? ANOVA ? CE Matrices ? FMEA ? Brainstorming ? Pull Systems ? Setup Reduction ? TPM ? Process Flow ? Benchmarking ? Affinity ? DOE ? Hypothesis Testing ? Force Field ? Tree Diagrams ? Gantt Charts ? Check Sheets ? Run Charts ? Histograms ? Scatter Diagrams ? Control Charts ? Pareto Charts ? Interactive Reviews ? PokaYoke Revised 11202 Control Line Balance Model 4 精益 6 ? 過程改善流程 分析 控制 改進(jìn) 定義 ?選定題目 ?列出客戶 ?從顧客之聲中列出關(guān)建需求 ?定出項目焦點和重要指標(biāo) ?完成 PDF 測量 ?繪制業(yè)務(wù)流程圖 ?繪制價值流程圖 ?制定數(shù)據(jù)收集計劃 ?測量系統(tǒng)分析 ?收集數(shù)據(jù) ?過程能力分析 分析 ?提出關(guān)鍵因子 ?區(qū)分關(guān)鍵因子 ?驗證關(guān)鍵因子 ?評枯每個關(guān)鍵因子對結(jié)果的影響 ?量化機會 ?根本原因排序 ?尋找根本原因針對關(guān)鍵因子 改進(jìn) ?關(guān)鍵因子確認(rèn) ?發(fā)掘潛在的解決方法 ?選擇方案 ?優(yōu)化方案 ?實行方案 控制 ?過程變革和控制 ?制定控制計劃 ?計算最終財務(wù) ?過程指標(biāo) ?項目過渡給未來項目管理者 ?項目鑒 別 ?轉(zhuǎn)化機會 測量 定義 ?項目編號工具 ?項目定義表 ?凈現(xiàn)值分析 ?內(nèi)部回報率分析 ?折算現(xiàn)金流分析 ？（按現(xiàn)值計算的現(xiàn)金流量分析） ? PIP管理過程 ? RACI ? Quad 表 ?過程圖 ?價值分析 ?腦力風(fēng)暴 ?投票歸類法 ?柏拉圖 ?因果圖 /魚骨圖 ? FMEA ?查檢表 ?運行圖 ?控制圖 ?量具 RR ? Cp Cpk ?供應(yīng)鏈加速器分析 ?多變動圖 i ?盒狀圖 ?交互作用圖 ?回歸分析 ? ANOVA ? CE 矩陣圖 ? FMEA ?腦力風(fēng)暴 ?拉系統(tǒng) ?減少設(shè)置 ? TPM ?流程圖 ?標(biāo)桿管理 ?親和圖 ? DOE ?假設(shè)檢驗 ?力場分析圖 ?樹狀圖 ?甘特圖 ?查檢表 ?運行圖 ?柱狀圖 ?散布圖 ?控制圖 ?柏拉圖 ?互動回顧 ?愚巧法 Revised 11202 Control Line Balance Model 5 Learning Objectives ? How to design and implement a process supported by a line balancing model that ensures optimal use of: ? People ? Floor space ? Capital Assets ? Material ? Know how to maximize productivity Control Line Balance Model 6 學(xué)習(xí)目標(biāo) ? 如何設(shè)計和實施由“線平衡模型”支持的一個流程以確保優(yōu)化配置： ?人 ?地方 ?固定資產(chǎn) ?材料 ? 知道如何使生產(chǎn)率最大化 Control Line Balance Model 7 What’s in It for Me? ? Able to design and implement a balanced process line ? Understand the issues in a typical process environment and how to impact those issues Control Line Balance Model 8 益處 ? 能夠設(shè)計和實施一個線平衡的生產(chǎn)線 ? 了解典型流程環(huán)境中的問題及如何影響那些問題 Control Line Balance Model 9 Line Balance Model ? A Line Balancing Model allows the user to view task times across a process to identify bottlenecks and thus calculate output rates (throughput) and Takt Times. ? In addition, the user will be able to visually see unbalanced areas and where tasks can be shifted to balance the process. ? The Line Balance techniques are applicable in transactional as well as manufacturing, ., order entry operations. Control Line Balance Model 10 線平衡模型 ? 線平衡模型允許用戶在一個流程中確定瓶頸問題，并計算產(chǎn)出比率（產(chǎn)能）和 Takt Times 。 ? 除此，用戶將能直觀地看到不平衡的區(qū)域和使流程平衡所做的任務(wù)。 Control Line Balance Model 11 Primary Issues in Typical Process Environments ? Large or erratic batches ? Excessive WIP ? Poor floor space utilization ? Low employee efficiency ? Long/erratic cycle times ? Poor balance of operations and labor across process steps ? Conveyance, standby and motion waste ? Disanized workspace and ponent/supply storage ? High variability of demand on multiple processing centers, ., call centers/flow lines Control Line Balance Model 12 典型的流程環(huán)境 中的主要問題 ? 大批量或 反復(fù)無常的批量 ? 過多的 WIP ? 地方利用的差 ? 較低的員工效率 ? 長的 /反復(fù)無常的周期時間 ? 流程步驟中差的生產(chǎn)平衡和勞動力 ? 傳送、備用和啟動浪費 ? 無規(guī)則的工作地點和元件 /供應(yīng)存儲 ? 對于多重的流程中心，需求變化差異大 2，如電話中心 /流出線 Control Line Balance Model 13 Line Balance – Design Principles ? Minimize Batch Size/Transfer Quantity/Work In Process ? Minimize/Stabilize Cycle Time ? Maximize Labor Efficiency ? Optimize number of workstations/process steps ? Balance tasks/labor across workstations ? Maximize space utilization ? Minimize takt variance ? Minimize NVA (conveyance, standby, and motion wastes) ? Minimize the need to rebalance as demand requirements change ? Minimize volume variability (bine product category demand) ? Maximize flexibility to allow for product introductions and discontinuations Control Line Balance Model 14 線平衡 – 設(shè)計原則 ? 使批量規(guī)模 /轉(zhuǎn)移質(zhì)量 /在制品最小化 ? 將周期時間最小化 /穩(wěn)定化 ? 使勞動效率最大化 ? 優(yōu)化配置工作站 /流程步驟 ? 平衡任務(wù) /工作站里的勞動 ? 最大限度利用空間 ? 使 takt 的變化最小化 ? 最小化 NVA (運送、備用和啟動浪費 ) ? 根據(jù)需求的變化使再平衡的需求最小化 ? 使批量差異最小化 (綜合產(chǎn)品種類需求 ) ? 使柔性最大化以允許產(chǎn)品引入和非持續(xù)性 Control Line Balance Model 15 Value Definitions ? Value Add: Adding form, fit, or function to the product. A task or activity for which the customer would be willing to pay. ? Example – Assembler screwing a bolt into a piece of aluminum required to hold the window together ? Example – Financial Services employee adding credit history to a credit application ? Business Value Add: A task that is required to build a window but for which the customer is not willing to pay ? Example – The time it takes for an assembler to grab a part that is at pointofuse and ready it for assembly ? Example – The time it takes for a Financial Services employee to secure a credit application and ready it for processing ? NonValue Add: A task that is not required and should be eliminated because it is wasteful ? Example – Assembler having to search around their area to retrieve a part for assembly ? Example – Financial Services employee having to look for missing information needed to add credit history information Control Line Balance Model 16 價值定義 ?增值 : 增加產(chǎn)品的形式、或功能。 ? 如 – 在鋁合金中裝配螺釘以把窗子固定在一起 ? 如 – 給員工在應(yīng)用信用方面 提供信用歷史的財務(wù)服務(wù) ?業(yè)務(wù)增值 : 所需的一項任務(wù)是 一扇窗子，但是客戶不愿付費 ? 如 –裝配商花時間抓住一個零件在使用點上進(jìn)行裝配 ? 如 – 為員工提供財務(wù)服務(wù)是花時間確保信用的應(yīng)用 Control Line Balance Model 17 Line Balance Approaches ? Two Different Approaches: ? Approach 1 – Long Term Planner: ? Given the inputs of average productivity, assembly/processing time, and forecasted output (demand), and hours per shift, calculate the number of assem