精益生产概论讲述.pptVIP

* Without a standard, a change cannot be a known improvement. One A indicates a drop in performance; without a standard, a change was made that did not make an improvement. * 红色代表标准化工作的3种表格 * 表中灰色波浪线上方为本模块使用的一般例子, 下方为特殊情况下如何处理: 1)使用2台设备, (我也有些迷惑………….????????) 2)一台设备同时加工2件或多件产品时; 3)若干件产品抽检一件时. 产能= 单位时间实际可用时间 / (手工时间+自动时间+单位产品切换时间) 黄色区域代表生产线瓶颈工序/设备 * 标准作业组合表帮助确定某台设备的自动操作时间在生产人员于下一个节拍时间内操作这台设备之前能否结束，便于安排生产人员标准工作内容和顺序！ Indicates the flow of human work within a process. ? Specifies the time requirement for each work element. ? Specifies the work content contained within the takt time increment. ? Helps identify improvement opportunities and determine a good balance of human and machine operations. * Step 1: Specify ValueDefine value from the perspective of the final customer. Express value in terms of a specific product, which meets the customers needs at a specific price and at a specific time. Step 2: MapIdentify the value stream, the set of all specific actions required to bring a specific product through the three critical management tasks of any business: the problem-solving task, the information management task, and the physical transformation task. Create a map of the Current State and the Future State of the value stream. Identify and categorize waste in the Current State, and eliminate it! Step 3: FlowMake the remaining steps in the value stream flow. Eliminate functional barriers and develop a product-focussed organization that dramatically improves lead-time. Step 4: PullLet the customer pull products as needed, eliminating the need for a sales forecast. Step 5: PerfectionThere is no end to the process of reducing effort, time, space, cost, and mistakes. Return to the first step and begin the next lean transformation, offering a product which is ever more nearly what the customer wants. * * 安排讨论 可能就针对客户要求的测试进行讨论。 全部是非增值活动 * 在整个小组内讨论该图（有时将其画在画架上再进行讨论效果会更好）。请注 意，库存就像让公司不会触礁的水平面一样。我们需要降低水平面，但不能让岩 石露出水面而对公司造成破坏。我们需要的是识别问题，加以消除，以便更进一 步地