GELEAN现场管理资料瓶颈管理PDF.pptx

Ccapacity.ppt - 1A P A C I T 1994 General Motors Corporation. All rights reserved.Y 1994 General Motors Corporation. All rights reserved.SUPPLIER DEVELOPMENT TOOLSCAPACITY WORKSHOP EXECUTIVE SUMMARYPURPOSE:SCOPE:METHOD:Assist Supplier in the Identification AndThe Elimination of Potential ProductionShortfalls Between Capacity andRequirements.May Include All Functional Areas AndProduction Operations.Data collection, workshop, targetted actionsLOGISTICS: Conducted Utilizing Joint GM/Supplier Team.QCHECKCOPERATIONIdentifypilotareaMake all peopleaffected awareof what isgoing to happenSelectteammembersIdentifyopportunitiesto improveAnalyze& selectDevelopaction plan(apply zero/lowcost ideas first)Implementnew methodA.S.A.P.Verify& adjustLook for newopportunitiesRecognizeefforts ofpeopleDefinecurrentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:_TO:_ELEMENTTIMEHANDWORKMACHINEALKQUANTITYPERSHIFT:_SHIFT:_STANDARDIN- QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:_OPERATORCYCLETIME:_CRITICALSAFETYSupplier DevelopmentWorkshop ProcessDiscuss plancapacity.ppt - 4CAPACITY WORKSHOP AGENDAIntroductionTheory of Constraint Overview5 Step Improvement ProcessData Collection / Data AnalysisConstraint IdentificationStrategy ImplementationMeasure ImprovementWrap-Up 1994 General Motors Corporation. All rights reserved. 1994 General Motors Corporation. All rights reserved.Theory of ConstraintOverviewFLOW 1994 General Motors Corporation. All rights reserved.BOTTLENECKAn Operation Which Limits the Overall Output of aSeries of Operations1,000900800700600500400300200100012345678BottleneckDemandCAPACITYOPERATIONCAPACITY DEMAND 1994 General Motors Corporation. All rights reserved.CONSTRAINTA Bottleneck becomes a Constraint when it can no longer satisfy thedemand placed upon itThus, any resource whose capacity is less than the demandplaced upon it is a Constraint1,000900800700600500400300200100012345678ConstraintDemandCAPACITYOPERATIONCAPACITY DEMAND 1994 General Motors Corporation. All rights reserved.DEFINITIONA constraint is that activity which most limits theorganizations ability to achieve higher performancerelative to its purpose or goal.Types of ConstraintsCapacity: Capacity DemandPolicy: Management Decision 1994 General Motors Corporation. All rights reserved.Constraint TypesCapacity Customers want more product than can be supplied Symptoms: equipment overworked, no Preventative Maintenance, highpremium costs, overtime Example: Stamping Press can only make 5,000 parts per day, but thecustomer requires 6,100.Market Customers do not want as much product as can be produced Symptoms: wasted equipment, higher costs incurred, low efficiency Example: Casting for six hours with the machine idle for the remainder ofthe dayPolicy Management decisions dictate how the business shall operate Symptoms: unable to change, high cost solutions instead of low cost Example: tag relief not used during a constraint, maximum overtime allowedper week, results in more machinery being usedcapacity.ppt - 10CONSTRAINT SYMPTOMSBuild up of Inventory Prior to an OperationDown Stream Operations Starved for PartsExpeditingExcessive Material Handling at an OperationPremium FreightOvertimeNo Time for Preventative MaintenanceConstant Schedule Changes 1994 General Motors Corporation. All rights reserved. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: RestudyRepairLoop(s)StationBuffersParallelPower & FreeConveyorIS THERE A CONSTRAINT?Back-UpStationBuffersFinished ProductExit PointRaw MaterialEntry Pointcapacity.ppt - 12Parallel StationsHERE ?HERE ?StationsHERE ?AccumulatingConveyorBack-UpHERE ? 1994 General Motors Corporation. All rights reserved.HERE ? 1994 General Motors Corporation. All rights reserved.IS ONE PARAMETER SUFFICIENT?102030405010008919028030010203040506510203040504.7102030405010203040501.0102030405065.2Mean Time Between FailuresJobs Per HourOccurrences of FailureMean Time To Repair6.5ScrapLooking at these individual reports, what would you say is the main bottleneck?678075714.55.312.80.444.42.01.54.22.01.00.10.437.64.6Total Downtime87.50.3 1994 General Motors Corporation. All rights reserved.THE TYPICAL PLANT ENVIRONMENTPlant Operates at a Productivity Plateau, With HighThroughput Variability .Plant Throughput Is Often 10% to 50% Below Designed Rate .Lost Production Is Made up With Overtime.Production Blames Maintenance, Maintenance BlamesProduction, General Assembly Blames Paint, Paint BlamesBody, Etc.In Many of Our Plants, Were Collecting Vast Quantities ofData and Were Not Using It ! In Some of Our Plants, NOProduction Monitoring Is Performed.“High-Tech” and Low-Tech Systems Complicate Analysis ofthe Production Process. 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: RestudyStep 0: Establish Baselinecapacity.ppt - 16Goal of this step is to determine:“Where are we today?”Define the scope of the systemDetermine the measurement system to use - *if youknow it at this pointComplete the Capacity Analysis Worksheet Logical Process to Identify any Constraint Estimates the Capacity at Each Operation Note Additional Constraints Market Policy 1994 General Motors Corporation. All rights reserved. 1994 General Motors Corporation. All rights reserved.Capacity Analysis ToolRequires a few simple inputs Capacity Requirements Scrap and Rework Downtime - Scheduled and Unscheduled Operation Cycle TimesOutput includes: Estimation of Total Capacity of Operation Total Number of Shifts Required per Week to ProduceRequirements Overall Equipment Effectiveness Measurement Flag for Constraint Operations 1994 General Motors Corporation. All rights reserved.Step 0: Re: Completion of the CapacityAnalysis WorksheetNote to SDEs: Show an example of the Capacity Analysis Worksheet Work through the sheet with the supplier with as muchactual data as possible Accuracy of information is important, as this will formthe basis for the remainder of the discussion Brainstorming for improvements can be structured tofollow each one of the inputs to the capacity analysis 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: RestudyNet Capabilityper dayShifts Reqdper week#41417.27#46714.76 1994 General Motors Corporation. All rights reserved.Step 1: Identify the Constraint/BottleneckIf # shifts/ week required # shifts available, then aconstraint exists Note: This will be shown by a “#” on the Capacity SpreadsheetIf no constraint exists: examine the operations for the greatest number of shiftsrequired, and the lowest net capability per day. The operation with the greatest number of shifts closest to therequirement is the bottleneck. Note that constraints may not be immediately visible on thecapacity spreadsheet due to interactions between operations(buffers)Shifts available = 15Requirement/day=450 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudy 1994 General Motors Corporation. All rights reserved.Step 2: Exploit ConstraintRun constraint at its basic capacity in isolationSchedule Operation EffectivelyDont Waste Output Eliminate defective parts before they arrive Make sure parts are not scrapped later in the process Eliminate rework that must go back through constraint Improve the tools or gauges used Improve yield by assuring the quality of the process “Rush to” before.”Handle with care” after 1994 General Motors Corporation. All rights reserved.Step 2: Exploit Constraint - continuedOperator Rules of Engagement Run machines when you have material Do something productive when you dont have material(setup,PM) Cross-train workers to prevent idle time due toabsenteeismEliminate Block and Starve through effective buffering i.e. parts before and space afterwards 1994 General Motors Corporation. All rights reserved.Starving/BlockingNever Starve a Constraint Utilize Buffer Management Place buffer inventory ahead to assure it always hasparts to run Load parts ahead to ensure constraint runsNever Block the Constraint De-couple the Operations Assure parts are pulled away so operation doesnt stop(enough racks,containers, space) Unload after the constraint if the system downstream isdownSTARVED System(No Jobs to Work On)BLOCKED System(Choked)(No Place to put Job)DESIRED SystemLuuZZZZZZLBlockedStationFullBufferuuZZZZZZFailedStationFailedStationEmptyBufferStarvedStationJWorkingStationJConstraintWorkingStation 1994 General Motors Corporation. All rights reserved.STARVE / BLOCKNote: This is applicable for the constraint operation only, and not all operationsMaxMinBufferMaxMinEmptyBuffer 1994 General Motors Corporation. All rights reserved.DE-COUPLINGTaking one continuous process and breaking it into 2 or more smallerprocesses with a small inventory between each process in order toreduce the level of dependency.CoupledDe-coupledBufferAutoTransferMachineMachineMachineConstraintMachineMachineMachineAutoTransferAutoTransferBLOCK 1994 General Motors Corporation. All rights reserved.CONSTRAINTS / BOTTLENECKSFLOW 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudy 1994 General Motors Corporation. All rights reserved.Step 3: Subordinate Other Operation to Runthe ConstraintSubordinate (Optimize) Resources in favor of running theconstraining operation Move people from non-constraints to constrainingoperation even if they arent finished at the non-constraintPerform maintenance on the constraint operation beforeothersRun all other machines to eliminate starve/block“Improving throughput on any operation other than theconstraint does not improve the systems overallthroughput” 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudy 1994 General Motors Corporation. All rights reserved.Step 4a: Elevate - Run All of the TimeKeep It Running Run through lunch, breaks (tag relief),etc. After changeover, run production simultaneously withfirst piece approval Reduce number of setups by processing families of jobsthat require similar setups Reduce setup time Improve preventative maintenance to reduce bottleneckdowntime 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudy 1994 General Motors Corporation. All rights reserved.Step 4b: Elevate - Add CapacityAdd capacity to the constraint operation Improve Cycle Time (can it go faster?) Add a Machine/Person Produce More Parts per CycleReduce Workload at Bottleneck Move work to alternate work centers or manufacturingmethods Redesign some products to reduce workload of thebottleneck Subcontract bottleneck work 1994 General Motors Corporation. All rights reserved.5 Step Improvement ProcessStep 0: Establish BaselineStep 1: Identify Constraint/BottleneckStep 2: Exploit ConstraintStep 3: Subordinate non-constraintsStep 4: Elevatea: Run All of the Timeb: Add CapacityStep 5: Restudy The system has changed, and the processstarts over again at Step 1No. Action ItemResponsibilityTargetDateProgressCommentsWORKSHOP ACTION ITEMSSupplier:GM Buyer:Activity Type:Location:Creativity Team:SDE:Activity Date:Follow up Dates:-PARAME TE RSBEFOREWORKSHOPIM PR OVED ST AT E (CU R R EN T W EEK)SH OR T T ER MLON G T ER MM EASU R E% IM P R OVEM EN TM E ASU R E% IM P R OVEM EN TM E ASU R E% IM PR OVEMEN TCustomer R eqt(LCR )Capacityper _ _ _ _(Enter unit time)FORE CA STA CT UA LGM RequirementsAchieved(Yes/No)S avings(Tooling, e tc.)GM SPONSORING DIVISIONCAPACIT Y WORKSHOPS U MMARY OF R E S U LTSSU PPLIER :_:_PR OCESS:_CREAT IVIT