6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_13_std_ops(标准化操作).ppt

The Lean EnterpriseThe Lean Enterprise Standardized Operations/Standard WorkLean FoundationsLean FoundationsContinuous Improvement TrainingContinuous Improvement TrainingLearning ObjectivesGenerate Ideas to Improve Existing ProcessUtilize Expertise of all Team MembersPrioritize and Implement the ChangesIdentify Future Process ImprovementsIdentify three advantages of standardizing operations in your Learning ObjectivesImprove your work area utilizing Standardized OperationsKaizen your area with simple,effective changes Share key learnings with By-Products of unorganized WorkplaceSafety risks due to physical obstacles and hidden hazardsProduct defects and equipment breakdowns resulting from a dirty environmentLost productive time searching for material&toolsPoor customer responsiveness and incorrect shipmentsDifficulty in distinguishing between what is good/bad or needed/ Goals of StandardizingCapture and use the safest,best and easiest methodBuild safety,quality,WIP limits&productivity into the processChange easily(Continuous Improvement Mentality)Identify Areas of Waste Opportunities Any opportunities here? Waste The elements of work that add no value.Waste only adds cost and time.Things to remember about Waste Waste is not the problem;it is a symptom Waste points to problems within the system (At both process and value stream levels)We need to find and address the cause of WSimply,Standardization is the.FastestBestSafestmethod to do your job!Standardization incorporates Visual Management techniques Benefits of StandardizationTeamworkEveryone is able to participate and make improvementsCommunicationImproved relations between workers and between workers and managementEducationImproved problem Benefits of StandardizationAwarenessUnderstanding of broad issues and objectivesConfidenceStronger feelings of self worthEmpowermentIncreased control over the job and work Provides Benefits to All EmployeesSuccess of the company safer operations and better personal job securityImproved quality of life in the workplaceImprovement in solving problems,making decisions and improving product quality due to shorter time framesControl/ownership over the improvements in your process/job function 3 Elements of Standardized Operations/Standard Work Machine Utilization Work Sequence Standard Work-In-Process SMachine UtilizationDocument Best MethodsTime:Balance/FairnessTime:Baseline for Continuous ImprovementResponsibility:OMethods StudyDocument Best MethodsTime:Balance/FairnessTime:Baseline for Continuous ImprovementResponsibility:O BMinSplit(1)00002.000000.00LapRecallTime Elapsed From Start to Current Operation Lap Time Lap Time Between Operations Split/Lap Time/Set ResetRecallModeStartStopSelectADC1/100 Methods Study Refer to Lean tools MTime Observation Sheet-Measure Waste With Data Examine and analyze“Time”in 3 areas People:Time in a Typical Plant Materials:Time in a Typical PlantTime in a Typical PlantMachines:Waste:waiting for materials,watching machines run,producing defects,looking for tools,fixing machine breakdowns,producing unnecessary items,etc.Waste:transportation,storage,inspection and rework.Waste:unnecessarymovementof machine,setup time,machine breakdown,unproductivemaintenance,producing defectiveproducts,producingproducts when not needed,etc.WasteValue-Added Portion of TimeWasteValue-Added Portion of TimeWasteValue-Added Portion of T People:Time in a Typical PlantWaste:waiting for materials,watching machines run,producing defects,looking for tools,fixing machine breakdowns,producing unnecessary items,etc.WasteValue-Added Portion of TimeMeasure Waste With“Time”People Best Practices Demand adherence to standard operations Document your standard operations Train to achieve consistent performance Record key measures daily Keep measures continually Materials:Time in a Typical PlantWaste:transportation,storage,inspection and rework.WasteValue-Added Portion of TimeMeasure Waste With“Time”Materials Best Practices Distribute work evenly by volume and variety to allow smaller orders by the customer Understand customer demand of products Implement continuous Time in a Typical PlantMachines:Waste:unnecessarymovementof machine,setup time,machine breakdown,unproductivemaintenance,producing defectiveproducts,producingproducts when not needed,etc.WasteValue-Added Portion of TimeMeasure Waste With“Time”Machines Best PracticesMeasure/Manage Equipment States:Production Time Downtime Set-up Time Non-production Takt TimeTakt TimeDefinition:The“beat”of production -or-Customer demand stated in time Work Time Available Average DSynchronizes Pace of Productionto Match Pace of SalesRate for producing a product,and itscomponents,based on sales rate.Takt TimeYour Operating Time per ShiftCustomer Requirement per ShiftTakt Time=27,000 sec460 pieces=59 sec59 sec.59 sec.59 Calculating Takt Time1 shift=8 hours x 60 min=480 minBreaks=30 min/shift480 min-30 min=450 min/shift availableTakt Time=Time Available in 1 day Number of Units Sold that DayTakt Time=1 shift x 450 min/shift x 60 sec 900 Units SoldTakt Time =27,000 sec=30 sec/unit 900 unitsLine Takt Time=30 sec/unit x 90%=27 sec/Takt Time/Cycle TUse Bar Chart to Eliminate WRe-balance Work Loads/T3 Elements of Standardized Operations Machine Utilization Work Sequence Standard Work-In-Process SWork Sequence-exampleProducts are made using consistent“best”methodsThese best methods are followed by the teams as the baseline for the next ProcessInputsOutputs All work is the result of a process A process is comprised of Activities A process has owners and accountabilitiesWho supplies?To what specsWho specifiesHow often;by whenWhat QC existsWho are the customers?Are their needs met;what changes are wantedHow do they use the outputsWhat measures are usedWho performs the tasks?How often;by whenHow long does it take;level of effortWhat problems existHow are they correctedWhat QC existsInformation management technologyProcess Documentation Set(IPO)Standardized Operations Improvement Questions There are 3 levels of Process Detail What follows is a extensive list of Questions to ask at each level and with each action during the Process Analysis team Process BoundariesuWhat activities or events begin(trigger)the process?uWhat activity or event ends the process?uWho are the departments/groups involved (swim lane titles)uWhat is the operating cycle of the process?How long does it take?Is is done periodically?Or on demand?Level 1 Process DProcess BoundariesuHow(direct,indirect)is the process owned and by whom(sole or shared ownership)Where and how is ownership defined?uHow is functional reporting aligned to the process or activity sub sets?(i.e.if you own it,can you control it?)uWhich process activities are mission critical?Level 1 Process DExample of Level 2 Process Map(swim lane)Weekly Planning-Process MapWeekly Planning-Process MapMaintenance MSuppliers,Performers,and CustomersuWho is involved in this process?uWho supplies the information to the process?uWho uses the information?uWho receives the information?Level 2 Process DetailPerformers of the process(Customers)Information(SuppliersOr Customers)Upstream ProcessDownstream PProcess Measures and Calculation DefinitionuWhat are the process measures?uHow are they used?uWhat are the specific measures for the individual process activities?uWhat considerations does the process owner use to judge the process?Level 2 Process DProcess Measures and Calculation DefinitionuWhat process metrics and stats do you get from other plants?What else would you like to get?uDo you feel the present process measures reflect,accurately,the operation of the plant and its production variances?uWhat process measures are monitored daily;weekly;monthly;annually?Level 2 Process DInformation Management Technical DimensionsuWhat software(commercial,home grown)tools are used for each activity?ucontrol,monitoring,reporting,remediationuWhat hardware platforms are those software pieces resident on(LAN,WAN,PC)?uIf information is transmitted off-site,which network is it done on?Level 2 PInformation Management Technical DimensionsuWhat volume and frequency of use is required of the network?uWho supports the software in the plant?uWho supports the hardware in the plant?uWhat problems have been encountered in the recent past with software or hardware?uHow was the problem rectified and how well?Level 2 PProblems,Issues,and Changes Required to current processuWhat problems exist with the process and where?uWhere do most of the difficulties arise?uWhat are the impacts/consequences of these problems?uWhen problems arise,how are they currently resolved?uWho is responsible for resolving these problems?Level 2 PProblems,Issues,and Changes Required to current processuAre the problems information related or operationally related?uCan these problems be resolved by redefining the process?uWhat improvements do you require for this process?(enhancements)uWhat is the perceived benefits of the changes?Level 2 PDeployment(roles&responsibilities)uFor each activity,what is the role of the individuals involveduHow is each person involved in the process (RACI)uHow much time is spent on each activity by each personuIs the role and responsibility level suited to that persons skill levelLevel 2 PLevel 3:Process Activity Sequence uWhat are the activities(sequence)in each box of the preceding level 1 diagram?uWhat is the elapsed time for the whole process:where are there critical due dates?uWhich are key activities;which are support activities?(internal view)uWhich processes are sequential and which are parallel?Level 3 Process DLevel 3:Process Activity Sequence uAre there any checkpoints in the process-where?uHow is failure mode evident in the process or at critical activities?uWhat are the rework or failure correction activities?uWhich activities are valued added vs non value added?(external view)Level 3 Process DLevel 3:Activity Inputs,Processing and OutputsuFor each of the activities,uWhat are the inputs,procedures,and outputs:who is involved?uDocumentation examples relevant to the process areasuWhat internal quality control mechanisms are employed in these processes?(e.g.error feedback)Level 3 Process DLevel 3:Activity Inputs,Processing and OutputsuFor each of the activities,u How long does one cycle take for each phase-input,processing,output?u Who owns the process?(individual,group)u Is this the correct individual to own the process?(i.e.suited to their skill level)Level 3 Process DLevel 3:Decision Points or Audit ControlsuWhat decisions are made in the process?(logic of the decision is level 3)uWhere are the key decision points made during the process(level 2)?uWho has authority for making those decisions(what,where,whom)?Level 3 Process DLevel 3:Decision Points or Audit ControlsuIs there data integrity provided in the process;if yes how is it provided?uAre there audit control points in this process?uWho performs the audit process(and how frequently)?uWhat is done with the audit information-is there follow-up?Level 3 Process DExample Level 3:Maintenance MThere are 4 activities the product can be engaged inTransportation 2%Product/Process ActivityStorage 80%“World-class”What are the barriers to adding value to the work sequence?Work Sequence Best PracticesBalance the Work Load Among EmployeesReduce the Walking DistancesKeep Only the Necessary Quantities of In-Process Stock at the Work StationAutomate Machine Feed and EjectionChange the Height,Angle or Location of the Part RacksChange the Work SequenceUse“Two-Handed”Work Where PossibleReduce the Manual Adjustments Necessary to Make Different PartsUse Specialized ToolsDevelop Countermeasures to Prevent DWork Sequence:Key Future State QuestionsDemandTakt time?Material flowWhere can we use one-piece flow?Where can we use FIFO(first in-first out)?Where do we have to use supermarket-based pull?Information FlowAt what single point in production,can we do trigger production?How much work do we release and take away?How do we level the production mix?Supporting Improvement InitiativesWhat other process analysis techniques could we utilize?e.g.-TPM(OEE,uptime),Poka-Yoke(mistake proofing),C3 Elements of Standardized Operations Machine Utilization Work Sequence Standard Work-In-Process SStocking Strategy Design ApproachThe key to designing the“right”stocking strategy is to understandDemand VariabilityCustomer lead time expectationInternal process flexibility(part location/value considerations)Outside processingBOM level changesDistribution Centers One to many/many to oneGeneric to unique differentiation points and then design to these requirements/constraints(examples follow)Demand VariabilityBecause customer demand has variability,we must buffer inventory to compensate.This chart shows an“extreme”amount of variability in demand,but for many companies this is not“out of the ordinary”.demand PurchasingSupply Chain vs.Customer WindowWe typically buffer finished goods when the marketplace(customer)expects a shorter lead time than our process(es)can deliver.Stocking Strategy comes into play in understanding where and what mix of“finished”goods to place in strategic buffers.Where is the Customer Window?Order EntryShippingStrategicBuffer?Manufacturing Cycle TimeStrategicBuffer?StrategicBuffer?StrategicBuffer?CustomerCustomerCAssemblyAssemblyuCustomer“sees”entire lead time(procure+process)nLow volume,custom ordersnSlow response timeuLeast risknInventory is purchased for a specific orderuImmediate response(e.g.,spares)nHigh volume,stable demandnMarket requirementuHighest risk for obsolescence,etc.uCustomer“sees”full process timenFab time for spares,fab&assy for completesnQuick response(some lead time acceptable)uLess risknInventory is typically more flexible(e.g.castings)Strategic Buffer LocationsProduct Stocking Strategy DefinedProcurementProcurementFabricationFabricationuCustomer“sees”only the(short)assembly timenGood option for maintaining stock of flexible componentsnPass through for high volume sparesuModerate risk for obsolescenceCustomerCustomerCStrategic Buffer Locations Inflexible to Flexible ProcessesWCT A WCT BValue at B Value at AFlexibility of Inventory of A vs BABStrategic Buffer Locations Flexible to Inflexible ProcessesWCT A WCT BThe larger batch requirements for loop B make an intermediate buffer unattractiveProcess BProcess AIn-House OperationsOutsideProcessingStrategicBufferStrategic Buffer Locations Outside ProcessingBuffers against vendor uncertainties/BOM Level Changes/Differentiation PointsMajor assembly points may be good strategic buffer locationsComponent parts are typically flexible,while assembly may make parts uniqueComponent aComponent bComponent cComponent dFinal AssemblyStrategic BDCMin Ship(min SS)DCMin Ship(min SS)DCMin Ship(min SS)Distribution CentersOne to ManyUnless DC to DC transfers make sense,cycle stock and safety stock should remain at common locationMinimizes distribution inventory by taking advantage of volume smoothingCycleStockSafety StockuOne f