精益生产与现场管理讲义培训课件.ppt

* * * * Overburden: What is overburden? Occurs When Operators or Machines are Pushed Beyond Their Natural Limits or Capacity. Some examples: Excessive overtime, Running equipment beyond design limits, Running equipment beyond maintenance limits, People not provided necessary training. Characteristics: High Levels of Stress, Low Morale, Sloppy Workmanship, Low Quality, Frequent Major Breakdowns, Consistent Overtime to Make Schedule, Increased Accidents, Decreased Safety, Increased Costs, Reactionary Management, Poor Attendance, Disloyalty and Distrust Evident in the Work Place. Causes: Utilizing Inflexible Processes, Inconsistent Schedules, Lack of Total Productive Maintenance, Poor Equipment Utilization, Improper Employee Education Training At All Levels“, Poor Planning, Lack of Capable Process. Unevenness: Characteristics: Large Variations of In-Process Quality, Temporary Inventory Stockpiles, Temporary Material Shortages, Frequent Premium Shipments, Exaggeration of Bottleneck Impact, Workers Do Not Keep Steady Pace, Must Maintain Enough Equipment, Material, and Manpower to Meet Highest Demand Level, Heavy Reliance on Overtime. Causes: Unrealistic Forecasts, Lead Time too Long to Have Good Forecasts, Poor Customer / Supplier Relationships, Lack of Planning or Poor Execution of the Plan, Incapable Processes, Lack of Standardization, Unplanned Downtime. Current Process Methods: Characteristics: Machines or Procedures Left Unchanged for Extended Periods, Same Old Problems Recurring, Extra Effort or Machines Needed to Make It Fit“, Low Percentage of Adopted Suggestions, Status Quo Never Challenged. Causes: Poor Management Practices, Poor Suggestion Program, Continuous Improvement Environment Not Established, Lack of Employee Involvement, Poor Problem Solving / Root Cause Analysis. * Let’s look at the 4 step problem solving process: Plan = What, when, how, and who also desired results Do = Execute the plan Check = Did we achieve the desired results in the desired tim