浪费的识别与消除.ppt

原因一：超负荷 定义: Occurs When Operators or Machines are Pushed Beyond Their Natural Limits or Capacity 在操作人员或机器的应用超出其自身的限度或能力的状况下发生。 原因一：超负荷 特点: – 压力很大，士气低靡High Levels of Stress, Low Morale – 工艺差，质量低Sloppy Workmanship, Low Quality – 大故障频频出现Frequent Major Breakdowns – 一直加班加点赶进度Consistent Overtime to Make Schedule – 事故增加，安全性低Increased Accidents, Decreased Safety – 成本增加Increased Costs – 被动管理Reactionary Management – 出勤率低Poor Attendance – 作业现场缺乏忠诚及信任 Disloyalty and Distrust Evident in the Work Place 原因一：超负荷 原因: – 采用的工艺不灵活Utilizing Inflexible Processes – 计划不一致Inconsistent Schedules – 缺乏全面生产维护Lack of Total Productive Maintenance – 设备利用低Poor Equipment Utilization – 员工的教育及各级培训不适当Improper Employee Education Training At All Levels” – 计划性差Poor Planning – 过程程能力不足Lack of Capable Process 原因二：不均衡性 定义: . Fluctuations in Work Schedule 作业计划进度的波动。 原因二：不均衡性 特点: – 过程中质量变差大Large Variations of In-Process Quality – 临时货物的储存Temporary Inventory Stockpiles – 临时材料短缺Temporary Material Shortages – 经常性的额外装运Frequent Premium Shipments – 夸大了瓶颈的影响Exaggeration of Bottleneck Impact – 操作工未保持稳定的步调Workers Do Not Keep Steady Pace – 须维持足够的设备材料，人力，达到最高需求量的水Must Maintain Enough Equipment, Material, and Manpower to Meet Highest Demand Level – 过分依赖加班作业Heavy Reliance on Overtime 原因二：不均衡性 原因: – 不实际的预测Unrealistic Forecasts – 提前期太长造成预测不准Lead Time too Long to Have Good Forecasts – 客/供关系差Poor Customer/Supplier Relationships – 缺乏计划或计划执行率低Lack of Planning or Poor Execution of the Plan – 工序能力差Incapable Processes – 缺乏标准化Lack of Standardization – 非计划的停机Unplanned Downtime 原因三：目前的过程方法 定义: The Use of Processes or Methods (Without Improvement) Because They Currently Exist 采用的工序或方法（未经改进），因为目前存在。 原因三：目前的过程方法 特点: – 机器或程序过期未作改动Machines or Procedures Left Unchanged for Extended Periods – 老问题重复出现Same Old Problems Recurring – 需要额外的人力或机器改进Extra Eff