Lean Manufacturing 4精益生产4英文.pptVIP

lean manufacturing training week 4 line balance adjusting the spread of work evenly between operators to the rate of customer demand remember: TAKT time – available work time/customer demand cycle time – actual time to complete the tasks line balance benefits: improve throughput of assembly line encourage one-piece flow increase labour utilisation reduce cost line balance Yamazumi – Japanese word literally meaning to stack up stacked bar chart that shows the balance of cycle time workloads between a number of operators typically in an assembly line or work cell line balance effects of imbalance excess inventory idle equipment idle people team dissension individual frustration line balance Line Balance Exercise problem solving within all organisations there are an endless supply of problems the inverse of a problem is an opportunity problems often classed as failures and thus hidden rather than addressed “every problem is an improvement opportunity” problem solving traditional method of correcting problems correct problems off – line in rework areas/bays added layers of inspection reluctance to identify problems solutions not explored problems continue, added cost to correct later application of 6 sigma and SPC to solve problems problem solving new approach – stopping line to fix problems (Jidoka) principle “get quality right the first time” stop to fix problems do not allow defects to pass through to next process urgency to fix problems – challenges people to think Andon, Jidoka, Poke Yoke, Standard Work, Problem Solving, Training motivation to identify and solve problems problem solving problem solving problem solving Pareto Chart (80/20 Rule – 80 percent of the problems stem from 20 percent of the causes) problem solving 2.Complete root cause analysis Analysis not clouded – no preconceived ideas of source of problem Analysis continued until true “root” cause of problem are discovered Multiple causes for problems – complete comprehensive analysis Va