精益生产概论(宗申)资料.ppt

* * * * * 时代新材的例子（从集团的KPI开始改进） * * 教具清单： 1. 骰子： 每组3个 2. 白板笔：每组1支 3. 小奖品：10件左右 * * * * * * * When the sales volume is up (if the operating hours are kept the same) the Takt Time will decrease and the rate of work will speed up. You have more customer demand in the same time. When the sales volume is down (and the operating hours are kept the same) the Takt Time will increase and the rate of work will slow down. You have less customer demand in the same time. When the Net Available Time to operate are increased (and demand stays constant) the Takt Time will increase and rate of work will slow down. You have more time to do the same work. When the Net Available Time to operate are increased (and demand stays constant) the Takt Time will decrease and rate of work will speed up. You less more time to do the same work. * When calculating Takt Time, it is tempting to start subtracting all sorts of things from available time in order to get Net Available Time. However, the only things that can be taken out are scheduled breaks and lunches. The following should never be taken out of Net Available Time: Unplanned downtime Absenteeism Set up times Defects or rework If these things result in more than 10% to 15% variation in a given day (more than can reasonably be handled by overtime) then you should not be attempting to flow one piece at Takt Time. It is more important to create the stability needed first, using a combination of Lean tools and proven management practices. * * You wouldnt push a rope if you wanted to make it move, but this is exactly what most systems force us to do. Why is it so counterintuitive to pull and comfortable to push? Push requires so much less information, for one thing. You can push right now. Just do some work, whether it is needed or not. Thats push. Pull, on the other hand, requires you to know who your customer is and to listen to them. Push： Work continues with or without signal Problems do not become visible More pushing only ma