标准作业(37)

nullnullStandard Work 作业标准作业What is Standard Work 何谓标准作业What is Standard Work 何谓标准作业Definition 定义 A Standard Work is a combination of men,materials and machine to carry out production in a maximally efficient way 标准作业是指如何安排人员、材料及机器使能发挥最佳的生产效率之组合 Standard Work is different Standard Operation Procedure 标准作业不同于作业标准标准作业Functions of Standard Work(1/3) 标准作业的作用Functions of Standard Work(1/3) 标准作业的作用1.Training materials for newcomer 1.做为教导新人之教材标准作业Functions of Standard Work(2/3) 标准作业的作用Functions of Standard Work(2/3) 标准作业的作用 2.Tool for management 做为改善之工具 Design of Production Line生产线 Manpower Requirement plan人员需求 Equipment Requirement plan设备需求计划 On-hand WIP plan　手持量计划 Target of production speed　目标生产速度 Visual Management　现场目视管理 标准作业Functions of Standard Work(3/3) 标准作业的作用Functions of Standard Work(3/3) 标准作业的作用 3.Tool for Kaizen 做为改善之工具 No improvement can take place without Standard Work being defined first 没有标准作业就没有改善标准作业Elements of Standard Work 标准作业之要件Elements of Standard Work 标准作业之要件TAKT Time 产距时间 On-hand work-in-process 手持量 Operator Work Sequence 作业者动线顺序标准作业TAKT Time产距时间TAKT Time产距时间Definition 定义 Takt time产距时间 =Target Time目标时间=T.T T.T=Example 例： T.T=8Hours小时*3600sec秒1000Units 个/day天=28.8sec秒/Unit个标准作业On-hand work-in-process手持量On-hand work-in-process手持量Meaning 意义 Refers to the minimum WIP needed to perform repetitive operations,e.g,parts mounted to machines,parts on conveyors,parts needing time to cool. 为使生产线能重复进行生产活动，而必须拥有的最少必要的在制品数量，称为手持量，包含在机器上、输送带上、等待冷却之在制品等。标准作业Operator Work Sequence 作业者动线顺序Operator Work Sequence 作业者动线顺序Meaning 意义 The order of operations in which an operator carries objects,mounts them on machines and removes them etc. 指作业者操作各个不同工序的顺序 This should be distinguished from the product process sequence according to which a product is made,which will influence the number or on-hand WIP. 作业者的动线顺序方向可与产品的加工顺序流向不同。方向不同会影响手持量之多寡。标准作业Forms of Standard Work 标准作业常用格Forms of Standard Work 标准作业常用表格1.Value stream/process flow chart 价值流/流程图 2.Time Measurement sheet 时间观测表 3.Process Capability sheet 加工能力表 4.Standard work combination sheet 标准作业组合票 5.Process/cycle time chart 作业配分表 6.Standard work sheet 标准作业票标准作业Exercise ：习题1 Value stream/process flow chart 价值流程图Exercise ：习题1 Value stream/process flow chart 价值流程图Simulation Case：模拟案例 Use a A4 size paper to produce a box 使用一张A4尺寸之纸张，做成一个盒子 Draw the Value Stream/process flow chat 做出此产品的“价值流程图”标准作业Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（1/4）Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（1/4）Customer 顾客Supplier 供应商Material push flow 前推式物流 Material pull flow by 领取看板 withdraw kanban 后拉式物流Material pull flow by 生产看板 production kanban 后拉式物流Material pull flow by 信号看板 signal kanban 后拉式物流标准作业Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（2/4）Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（2/4）Information 资讯流动 Buffer Inventory 缓冲库存 Safety Inventory 安全库存 Production Cell 生产线 Leveling(Heijunka) 平准化 Supermarket 超级市场BS标准作业Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（3/4）Symbols for Value Stream/Process Flow Chart 价值流/流程图之符（3/4）Kanban Post 看板收集箱 Production Planning Control 生产计划管制 Material,before process 材料，加工前 Finished Goods,after process 成品，加工后 Process and sequence number 加工及序号 1标准作业Symbols for Value Stream/Process Flow Chart 价值流/流程图之符号（4/4）Symbols for Value Stream/Process Flow Chart 价值流/流程图之符号（4/4）Self 100% Inspection 自月全数检查 Walking operation 走动作业 QA Sampling Inspection 品管抽样检查 Waiting/Storage 等待/储存 Combine Operation with inspection 加工与检查同时作业标准作业Time Measurement and Calculation 时间观测及计算(1/2)Time Measurement and Calculation 时间观测及计算(1/2)HT=Human Work Time 人工时间 MT=Machine Work Time 机器时间 PBS=process batch size 加工批量 m=Number of station of specific process 某一特定工序之工作站数 OT=Overlapping Time Between HT and MT 重叠时间标准作业Time Measurement and Calculation 时间观测及计算(2/2)Time Measurement and Calculation 时间观测及计算(2/2)PT=Process Time 加工时间 PT=HT+MT-OT CT=Cycle Time 周期时间 CT=PT/PBS/M When PBS=1piece m =1station Then CT=PT标准作业Exercise 2: 习题2 Time Measurement 时间观测Exercise 2: 习题2 Time Measurement 时间观测Measure the HT,MT,OT of each process. 测量每一个工程的HT,MT 及OT标准作业Exercise 3: 习题3 Line Balance 生产线平衡Exercise 3: 习题3 Line Balance 生产线平衡Study the best line balance by your own idea. 以你自己的想法，安排生产线的最佳平衡配置 Determine the process batch size 决定加工批量 Calculate PT 计算PT Determine the line balance speed 决定生产线的平衡速率 Calculate the number of station/machine for each process 计算每一个工序所需之工作站数目或机台数目 Calculate the CT for each process 计算每一个工序的CT标准作业Exercise 4: 习题4 Standard Work 标准作业票Exercise 4: 习题4 Standard Work 标准作业票Based on the line balance result,establish your Standard Work Sheet 依据生产线平衡的结果，绘出你的标准作业票标准作业Exercise 5: 习题5 Production Lead Time 生产交期时间Exercise 5: 习题5 Production Lead Time 生产交期时间Based no the information on the Value Stream/Process Flow Chart,calculate the current ideal production lead time 依据价值流程图上之资料，算出现状的理想之生产交期时间标准作业Exercise 6: 习题6 Value Added Ratio (VAR) 附加价值率（加值率）Exercise 6: 习题6 Value Added Ratio (VAR) 附加价值率（加值率）Based on the information on the Value Stream/Process Flow Chart,calculate the Value Added Ratio 依据价值流程图上之资料，算出加值率标准作业Exercise 7: 习题7 Takt Time 产距时间Exercise 7: 习题7 Takt Time 产距时间Calculate the Takt Time ,based on the following information. 依据下列资料，算出产距时间 08:00~08:05 Morning Meeting 朝会 08:05 ~10:00 Working 工作 10:00~10:10 Break Time 休息 10:10 ~12:00 Working 工作 12:00 ~13:00 Lunch 午餐 13:00 ~14:50 Working 工作 14:50 ~15:00 Break Time 休息 15:00~16:55 Working 工作 16:55~17:00 Cleaning 收拾清洁 Demand Quantity =1000piece 需求量=1000个标准作业Exercise 8: 习题8 Process Time/Cycle Time Chart 作业配分表Exercise 8: 习题8 Process Time/Cycle Time Chart 作业配分表Establish the Process Time/Cycle Time Chart 做出作业配分表标准作业Procedure of StandardWork(1/2) 标准作业制定之程序Procedure of StandardWork(1/2) 标准作业制定之程序(1).Value Stream/Process Flow Chart by product 依产品别做出流程图 (2).Time Measurement by process 依工序别测定时间 (3).Process Capability Sheet 做出加工能力表 (4).Standard Work Combination Sheet 做出标准作业组合票 (5).Decide On-hand WIP Quantity 决定手持量数量标准作业Procedure of Standard Work(2/2) 标准作业制定之程序Procedure of Standard Work(2/2) 标准作业制定之程序(6).Trial Operation by supervisor 班长试行作业 (7).Correction if necessary 必要时修正 (8).Standard Work Sheet 标准作业票 (9).Maintain Standard Work 遵守标准作业 (10).Kaizen Standard Work 改善标准作业标准作业Standard Work and Kaizen(1/10) 标准作业与改善Standard Work and Kaizen(1/10) 标准作业与改善The Need of Kaizen 改善之需求 No Standard Work=No Kaizen 没有标准作业 没有改善 Standard Work:Decided by supervisor to express his/her expectation of operation in the production line 标准作业:由班长制作，表示班长对生产线的操作之期望标准作业Standard Work and Kaizen(2/10) 标准作业与改善(2/10)Standard Work and Kaizen(2/10) 标准作业与改善(2/10)Pre-Standard Work: Write down current operation situation 表准作业：指改善前之现状操作状态 　　　　　Standard(Expectation) 　　　　　　　　　　　　　标准（期望） Difference(Problem)差异（问题） Need of Kaizen 需要改善 Actual (Current) 实际（现状）标准作业Standard Work and Kaizen(3/10) 标准作业与改善Standard Work and Kaizen(3/10) 标准作业与改善标准作业Standard Work and Kaizen(4/10) 标准作业与改善Standard Work and Kaizen(4/10) 标准作业与改善Step of Kaizen 改善步骤 Start from Operation Kaizen 先做作业改善  Later do Equipment Kaizen 再做设备改善 Operation Kaizen 作业改善 Spend little money,by 花小钱，先消除无驮 eliminating Muda first  Use the wisdom of own company 利用自己公司的智慧标准作业Standard Work and Kaizen(5/10) 标准作业与改善Standard Work and Kaizen(5/10) 标准作业与改善Equipment Kaizen 设备改善 Spend lot of money, 花大钱， Hide Muda 隐藏无驮  The wisdom from 设备制造商 Equipment supplier 的智慧标准作业Standard Work and Kaizen(6/10) 标准作业与改善Standard Work and Kaizen(6/10) 标准作业与改善Sequence of Operation Kaizen 作业改善的顺序标准作业Exercise 9: 习题9 Work to Takt Time 依产距时间生产Exercise 9: 习题9 Work to Takt Time 依产距时间生产Based on the former T.T,assign operators to work to T.T 依据前述之产距时间，安排作业人员依据产距时间生产标准作业Exercise 10: 习题10 Flexible Production Line 弹性生产线Exercise 10: 习题10 Flexible Production Line 弹性生产线Reduce the demand quantity to 500 pieces a day ,then assign operators to work to new T.T and establish new Standard Work Sheet. 需求量降为每日需要500个，依据新的产距时间，重新安排作业人员的工作负荷，并做出新的标准作业票标准作业Exercise 11: 习题11 One Operator Cell 1人生产线Exercise 11: 习题11 One Operator Cell 1人生产线What is Cycle Time if assign one operator to handle all processes and establish its Standard Work Combination Sheet and Standard Work Sheet. 若由1人操作全部工序，其CT为多少，并做出其“标准作业组合票”及“标准作业票”标准作业Standard Work and Kaizen(8/10) 标准作业与改善Standard Work and Kaizen(8/10) 标准作业与改善The Cycle of Kaizen 改善的循环标准作业Standard Work and Kaizen(10/10) 标准作业与改善Standard Work and Kaizen(10/10) 标准作业与改善Kaizen Categories by Standard Work 标准作业之改善范畴 Reduce Man hours 减少人工时数 Reduce WIP Quantity 降低在制品数量 Reduce Defects 减少不良品 Increase Productivity 提高劳动生产率 Reduce Space 节省空间标准作业