[精选]Lean Manufacturing 4精益生产4英文.pptx
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1、lean manufacturing training week 4TPS全程生产管理目视化管理稳定标准化过程标准生产(Heijunka)及时正确的零件,数量,时间生产节拍持续流程拉动体系快速切换完备物流Jidoka现场质量问题可见性自动停止暂停人与机器别离防错现场质量控制解决根本原因5Whys高品质高品质 低成本低成本 短周期短周期 更平安更平安 高士气高士气简化生产流程排除浪费leanmanufacturingfoundations个人&团队*选择*快速决定*共同目标*交叉培训减少浪费*GenchiGenbutsu*聚焦浪费*5为什么*问题解决 持续改进持续改进line balancead
2、justing the spread of work evenly between operators to the rate of customer demandremember:TAKT time available work time/customer demandcycle time actual time to plete the tasksline balancebenefits:improve throughput of assembly lineencourage one-piece flowincrease labour utilisationreduce costline
3、balanceYamazumi Japanese word literally meaning to stack upstacked bar chart that shows the balance of cycle time workloads between a number of operators typically in an assembly line or work cellline balanceeffects of imbalanceexcess inventoryidle equipmentidle peopleteam dissensionindividual frust
4、rationline balanceLine Balance Exerciseproblem solvingwithin all organisations there are an endless supply of problemsthe inverse of a problem is an opportunity problems often classed as failures and thus hidden rather than addressed“every problem is an improvement opportunityproblem solvingtraditio
5、nal method of correcting problemscorrect problems off line in rework areas/baysadded layers of inspectionreluctance to identify problems&solutions not exploredproblems continue,added cost to correct laterapplication of 6 sigma and SPC to solve problemsproblem solvingnew approach stopping line to fix
6、 problems Jidokaprinciple“get quality right the first timestop to fix problems do not allow defects to pass through to next processurgency to fix problems challenges people to thinkAndon,Jidoka,Poke Yoke,Standard Work,Problem Solving,Trainingmotivation to identify and solve problemsproblem solvingPr
7、oblem Solving Process1.Define Problem2.plete root cause analysis3.Consider solutions through consensus4.PDCA5.Reflect and learnproblem solving1.Define the problem go to where the problem is and observe the situation without preconception pare the actual situation to the standarduse Pareto Analysis t
8、o prioritise a number of different problemsset targets for improvement“Carefully aim before firingproblem solvingPareto Chart 80/20 Rule 80 percent of the problems stem from 20 percent of the causes problem solving2.plete root cause analysisAnalysis not clouded no preconceived ideas of source of pro
9、blemAnalysis continued until true“root cause of problem are discoveredMultiple causes for problems plete prehensive analysisVarious problem solving tools availableproblem solving5 whys ask“why?five timesexample:WHY is the press leaking?There is a crack in the oil filterWHY is the filter cracked?Beca
10、use it gets too hot during useWHY does it get hot?Because cooling system not workingWHY doesnt the cooling system work?Too much dust on coilsWHY is there too much dust on coils?The air intake filter is missing!SOLUTION:Replace air intake filterproblem solvingCause and effect aka Fishbone diagramGene
11、rate a prehensive list of possible causesLead to greater understanding of the problem4Ms Man,Machine,Materials,Methods additional Ms include M-environment and Measurement easier identification and analysisproblem solvingproblem solvingHow to draw cause and effect diagramThis is a three step process.
12、Step 1Write down the effect to be investigated and draw the backbone arrow to it.In the example shown below the effect is Incorrect deliveries.problem solvingStep 2Identify all the broad areas of enquiry in which the causes of the effect being investigated may lie.For incorrect deliveries the diagra
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