成本改善大连教案.ppt

Admin waste: (over production) reports that are not acted upon, multiple copies, excessive data storage; (queue) processing in monthly cycles and batches; (transportation) distance caused by layout, materials, information, and supplies (paper here, copier there) not in order of flow, process resources not co-located; (inventory) batching of inputs, transactions not processed; (motion/processing) many steps to do simple tasks; (defects) process not robust to person, data entry. 管理浪费：（过度生产）没有对报告做出响应，复印件太多，多余的数据存储；（排队）批量处理，周期达一个月；（运输）布置造成距离较远、材料、信息和供应（纸张在这里，复印机在那里）没有按顺序布置，流程资源未配合布置；（库存）批量输入、交易未经处理；（移动/处理）简单任务有太多步骤；（缺陷）流程中员工、数据输入不稳定。 As part of this evaluation process it is important that all evaluation be based on Change-over times that are calculated consistently. In order to drive the activity towards a goal that supports team manufacturing, Change-over time must be defined as the elapsed time from the last good part to the first good part. Quick Change-over applies to more than dies or molds which is normally the focus of quick Change-over activity. We must consider any and all Change-over that affects production or our ability to adjust to customer demand. It can apply to: Product Change-over Different models of the same product Service parts Dies, Molds, or Patterns Test Equipment Different settings or configurations needed Tooling Grinding wheels, sandpaper, polish stones, etc.. Color Change Paint, plastic, fabrics, vinyl, etc.. Equipment Programming Robots, etc.. NOTE: This is not an all inclusive list, it serves as a “thought starter” only. Increases Time Available for Production: By decreasing Change-over times more time is available to run production. Increases Ability to Forecast Production Schedules: By increasing the reliability of Change-over times we can better predict needed production runs and Change-over schedules. This allows us to better adjust to our customer’s demand. Support Smaller Batch Sizes: By reducing batch sizes we can react quicker