单元生产设计.pptVIP

运用目视化来管理物料和工具 工具 检知板 工作安排要目视化 实时跟进生产进度 by小时/日 工具和物料在使用点要按使用频率和人因工程来摆放 物料 指标和KPI要持续跟踪，清晰可见 Date 10/13 Shift A Takt Time 742 sec Time +/- Issues 7:00 - 8:00 5 5 5 5 8:00 - 9:00 5 10 4 9 -1 Paintline Down 10min 9:00 - 10:15 5 15 5 14 -1 10:15 - 11:15 5 20 4 18 -2 No chasis 15 min 11:15 - 12:45 5 25 5 23 -2 12:45 - 1:45 5 30 5 28 -2 1:45 - 3:00 5 35 3 31 -4 Test equipment down 25 min 3:00 - 4:15 1 36 1 32 -4 4:15 - 5:15 5:15 - 5:30 Total 36 36 32 32 Pareto of Issues Countermeasures PRODUCTION BOARD Plan Actual Balancer Down Time Issues Monthly KPIs for cell and business measurements Select top 1 or 2 items We can see a reduction in our daily issues Review daily issues in a weekly pareto Delivery Month Actual Production Quality Month PPM Cost Month Labor Productivity Process results in measurable monthly improvements Create an action plan with names and dates 问题根本原因纠正措施跟进 传统方式 精益的方式 A B C 检查 出货 返工 报废 出货 A B C 信息直接反馈给前工序 每个工序都内建防错 防错与品质控制内建 一步接一步式生产线（Chaku-Chaku) 人工装入零件 人工启动作业周期 自动抓握零件 自动加工零件 自动卸下零件 在下一设备重复 经由大量使用： 1.自动送出（弹出）装置 2. 免调整来定位产品的夹具设计 3.产品插入设备简单化 4.可走动启动设备 * * * * * * * * Matrix should show that all cell members can have varying degrees of skills within a cell, not necessarily looking at depth of each skill but more breadth of different skills. A fully cross-trained team member could run by him/herself; but not everyone needs to know everything in great detail to run; complementary skilled team members could be combined to run entire cell; * Celestica World Class Manufacturing Training - Standard Work * Celestica International - Copyright (c) 1999 * Points to cover: Each walk path is standard Each walk path might have a different amount of steps but the total time to do all steps stays the same (in this case 60 seconds) The width of the stations is as small as possible (eliminates walking waste) The depth of the cell is of secondary importance to the width Raw material is fed from the outside of the cell Any improvement that an associate comes u