【正文】 = 100 units MCT = 100 units/20 units per day MCT = 5 days Example: Calculating MCT EXIT SWIPMC T ?30 Generic Pull System Improve MCT Exits = 20 單位 /天 WIP = 在物理工作區(qū)域里所有存貨的總和 = 100 單位 MCT = 100 單位 /20 單位每天 MCT = 5 天 舉例 : 計(jì)算 MCT EXIT SWIPMC T ?31 Generic Pull System Improve Manufacturing Cycle Efficiency ? MCE is a measure of the relative efficiency in a production system. It represents the percentage of value add time (changing form, fit, function) of a product down the critical path. ? It is measured as: ? MCE is the performance indicator for Generic Pull Systems. ? ?x10 0PC TTi me AddVa lueMC E Pa th Criti cal?32 Generic Pull System Improve 制造周轉(zhuǎn)效率 ? MCE 是在生產(chǎn)系統(tǒng)中相關(guān)聯(lián)的效率量測(cè) . 它代表關(guān)鍵路徑中的增值時(shí)間（改變形狀，尺寸，功能）的比率 . ? MCE 是對(duì)于普通拉系統(tǒng)的績效指示器 . ? ?x10 0PC TTi me AddVa lueMC E Pa th Criti cal?33 Generic Pull System Improve Example: Calculating MCE .2 hrs .3 hrs .2 hrs .2 hrs .6 hrs 1hrs Bake hrs .5 hrs Rework Inspect* Critical Path = Value AddTotal = hours Value AddCritical Path = hours* MCT = days MCE = ( 7) / ((5 x 8) 7)** = = % Finished Goods Raw Material * Time at the Inspect workstation does not contribute to the Critical Path calculations because inspection is not value add. ** Bake/Machine times are not included in MCE calculations 34 Generic Pull System Improve 舉例 : 計(jì)算 MCE .2 hrs .3 hrs .2 hrs .2 hrs .6 hrs 1hrs Bake hrs .5 hrs Rework Inspect* Critical Path = Value AddTotal = hours Value AddCritical Path = hours* MCT = days MCE = ( 7) / ((5 x 8) 7)** = = % Finished Goods Raw Material * 在檢驗(yàn)工作站中的時(shí)間沒有算到關(guān)鍵路徑的計(jì)算中，因?yàn)闄z驗(yàn)不是增值的 . ** 烘烤 / 機(jī)器時(shí)間沒有包含在 MCE的計(jì)算中 35 Generic Pull System Improve Target MCE ? Table of Manufacturing Cycle Efficiency Benchmarks based on process application Application Low E nd M CE High End M CE Ma c hi ni ng 1% 25% Fabric ati on 10% 30% As s em bl y (w ith Batch Tran sfer ) 15% 40% As s em bl y (w ith o u t Ba tch Tran sfer ) 20% 50% 36 Generic Pull System Improve 目標(biāo) MCE ? 制造周轉(zhuǎn)效率表是基于流程應(yīng)用的基準(zhǔn) 應(yīng)用 低端 MCE 高端 MCE 加工 1% 25% 裝配 10% 30% 組裝 ( 用批傳輸 ) 15% 40% 組裝 20% 50% ( 不用批傳輸 ) 37 Generic Pull System Improve Theoretical Best MCT Theoretical Best MCT is: ? The “best” or lowest manufacturing cycle time achievable based on the process characteristics. ? It is measured as: ? VA(Critical Path) is the value add time along the critical path. It does not include the value add time of parallel processes. MCETarg et VAMCT pa th) (crit icalTB ?38 Generic Pull System Improve 理論的最佳 MCT 理論的最佳 MCT 是 : ? 基于過程特性可以達(dá)到的“最佳 ” 或最低的制造周期時(shí)間 . ? 它可以由下列公式計(jì)算 : ? VA(Critical Path) 是沿關(guān)鍵路徑的增值時(shí)間，它并不包括并行工序的增值時(shí)間 MCETarg et VAMCT pa th) (crit icalTB ?39 Generic Pull System Improve MCTTB = hrs/.2 = hrs = 1 day Example: Theoretical Best MCT MCETarg et VAMCT pa th) (crit icalTB ?40 Generic Pull System Improve MCTTB = hrs/.2 = hrs = 1 day 舉例 : 理論的最佳 MCT MCETarg et VAMCT pa th) (crit icalTB ?41 Generic Pull System Improve WIP Cap ? The WIP cap determines the maximum WIP allowed within the process at any time. ? It is measured as: Ra teExit MC TCap WI P TB ??42 Generic Pull System Improve WIP Cap ? WIP cap 決定在任意時(shí)間內(nèi)過程允許的最大 WIP. ? 它可以由下列公式計(jì)算 : Ra teExit MC TCap WI P TB ??43 Generic Pull System Improve WIP Cap = 1 day x 20 units/day = 20 units Example: WIP Cap Ra teExit MC TCap WI P TB ??44 Generic Pull System Improve WIP Cap = 1 day x 20 units/day = 20 units 舉例 : WIP Cap Ra teExit MC TCap WI P TB ??45 Generic Pull System Improve Example: Summary Current State: Desired State: MCT =5 days WIP =100 units Exits =20 units/day Value Add time = hrs MCE =% MCT =1 day WIP =20 units Exits =20 units/day Value Add time = hrs MCE =20% 46 Generic Pull System Improve 舉例 : 摘要 目前的狀況 : 期望的狀況 : MCT =5 days WIP =100 units Exits =20 units/day 增值時(shí)間 = hrs MCE =% MCT =1 day WIP =20 units Exits =20 units/day 增值時(shí)間 = hrs MCE =20% 47 Generic Pull System Improve T i m eVa l u e A d dEx i ts WIP PC T PC EC u rre n t M o n t h 0 1 . 5 h rs 2 0 / d a y 100 5 4 . 5 %St e p 1 M o n t h 1 1 . 5 h rs 2 0 / d a y 80 4 6 . 0 %St e p 2 M o n t h 2 1 . 5 h rs 2 0 / d a y 60 3 8 . 8 %St e p 3 M o n t h 3 1 . 5 h rs 2 0 / d a y 40 2 1 6 . 7 %St e p 4 M o n t h 4 1 . 5 h rs 2 0 / d a y 20 1 2 0 . 0 %W I P R e d u c ti o n Pl a n Ex a m p l eAchieving WIP Cap ? T