精益化生产不可多得的教材重点分析.ppt

* * * * * * * * * “Standard Work Sequence” means the sequence of tasks performed by the operators. It may not be the same as the sequence of operations to produce the part. Standard WIP - refer back to the paper airplane exercise - we set up standard WIP in our cell to stabilize the throughput and identify waste. Takt time - Without takt time, there is no way to know if there is a constraint or simply overproduction at the previous process. * * Segue to next slide: There are four tools which work together to give you a picture of what is happening. * Standard Operations are the cornerstone of continuous improvement. They provide powerful tools for identifying problems and waste. * * * * * * * * * * 传统的生产流水线在保持一种生产速度的情况下可达到很高的效率。一般来说，产量是根据所预测的某一最高生产速度而确定的。 材料搬运与组装工作之间并没有区别。 由于场地的限制和操作人员所处的位置，因此在生产速度不同的情况下很难达到很好的平衡。 库存过多会掩盖质量问题。 质量问题会延伸到整个生产线，延伸到检验和返工环节。 转换一般需要很长时间，必须经过很长时间的运行。 难以同时生产不同型号的产品。 投资一般都很大。 * * * * When simplifying we want to get to the root cause. Finding the root cause allows you to prevent the problem from reoccurring not just fixing the problem over and over again. Asking why 5 times should take you closer to the reason the problem exists. Example: A motor fails and is not accessible for maintenance to fix due to being located too close to a wall. A request was made to put an access door in the wall to reach the motor. By asking the 5 whys the following occurred: Why do we need to cut a hole in the wall? Because the motor fails. Why does the motor fail? Because the dust collection unit it runs gets clogged up and jams the motor. Why does the unit clog? Because it only cycles once every day. Why does it only cycle once per day? Because we haven’t programmed the controller to cycle the unit every time the adjoining machine is operated. Solution: Change the controller function; don’t cut a hole in the wall. ELIMINATE the problem by getting to the root cause. * * * * * * * * * * ■实施“拉动式”生产系统 TPS最重要的特点是将所有的生产活动与实际需要紧密联系起来，系统能这样运作是因