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【正文】 workload to takt time to achieve highest productivity/ highest value added percentage ? Determine if there are any major existing process issues that require countermeasures prior to implementation ? Group 8 to 10 operators to act as a team to focus on production targets as well as uncover issues and develop improvement ideas ? Ensure each workstation pulls from previous station only one piece at a time ? Create an environment that drives for constant improvement Customer demand i provement B. Process issue analysis amp。 rampup of all 3 sections to occur in parallel reducing implementation time 1C. RESPONSIBLE SECTIONS: DIVIDE UP THE LINE TO CREATE TEAMS AND IMPROVE IMPLEMENTATION EFFICIENCY Section 3 8 operators Burnin 8 operators 6 operators Section 2 Section 1 buffer DET020815HKDEQ0021pr 6 1D. ONEPIECEFLOW: MAXIMIZE VALUE ADDED AND INCREASE VISIBILITY OF ISSUES Typical production – PUSH parts to the next station Lean production – PULL one piece at a time Advantages: ? Reduces operator movement (. operator has only to pick up product – not place back) ? Easy to see issues that cause productivity losses (., causes of variability bee apparent) ? Only one piece per station – WIP is reduced ? No overproduction ? Immediate feedback is possible between stations DET020815HKDEQ0021pr 7 Day 1 Day 30 1E. CONTINUOUS IMPROVEMENT: IMPROVE THE PROCESS THROUGH MULTIPLE ITERATIONS OF REBALANCING AND STABILIZING Examples of improvement ? Reduced number of stations/ operators ? Rearranged work based on work balance analysis ? Redesigned station based on motion analysis ? Reduced table size ? Attached wheels to all tables Target Evolution of productivity [parts per person hour] 1 2 3 4 Rebalance/removal of one operator Stabilizing and learning curve 4 Rapid continous improvement cycles within 4 weeks Old C4 DET020815HKDEQ0021pr 8 1E. CONTINUOUS IMPROVEMENT: ACHIEVE STEADY INCREASE IN LABOR PRODUCTIVITY THROUGH STRUCTURED REBALANCING* 024681012141 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200246810121416181 2 3 4 5 6 7 8 9 10 11 12 13 14 1502468101214161 2 3 4 5 6 7 8 9 10 11 12 13 % % % Week 4 Week 6 Week 2 20 Stations/Operators Seconds per cycle 15 Stations/Operators 13 Stations/Operators Value added time Training and analysis Lean tools amp。 action ? Lean warroom established to foster interactions Daily team amp。 others Available time Material replacement** related Running time Reworked quality losses OEE*** Product changeover is the largest source of time losses Material replacement is another significant time loss DET020815HKDEQ0021pr 16 1. OVERALL: MODIFY THE CURRENT DATA COLLECTION TEMPLATE TO COLLECT MORE ACCURATE OEE DATA TO UNCOVER IMPROVEMENT OPPORTUNITIES Issues with old templates ? Quality factor not included in current measurement of machine ? Operators have discretion on how to set “cycle time” Record the lowest cycle time as standard Record number of PCB that requires rework and/or is scrapped New Template Already under implementation DET020815HKDEQ0021pr 17 2A. PRODUCT CHANGEOVER: APPLY SMED TECHNIQUES TO ANALYZE AND REDUCE PRODUCT CHANGEOVER LOSSES Improvement potential ? Standardization of changeover procedure to reduce variability ? Apply SMED principle to externalize activities ? Conduct activities in parallel rather than in sequence Key levers CHANGEOVER TIME 1 2 3 4 5 Improvement Stages E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L 3 Measure the total ch
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