GELEAN现场管理资料瓶颈管理PDF.pptx
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1、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 ProductionS
2、hortfalls 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 happenSelectteammemb
3、ersIdentifyopportunitiesto improveAnalyze& selectDevelopaction plan(apply zero/lowcost ideas first)Implementnew methodA.S.A.P.Verify& adjustLook for newopportunitiesRecognizeefforts ofpeopleDefinecurrentsituationOPERATION:NO.DESCRIPTIONOFOPERATIONWFROM:_TO:_ELEMENTTIMEHANDWORKMACHINEALKQUANTITYPERSH
4、IFT:_SHIFT:_STANDARDIN- QUALITYPROCESSSTOCKCUSTOMERCYCLETIME:_OPERATORCYCLETIME:_CRITICALSAFETYSupplier DevelopmentWorkshop ProcessDiscuss plancapacity.ppt - 4CAPACITY WORKSHOP AGENDAIntroductionTheory of Constraint Overview5 Step Improvement ProcessData Collection / Data AnalysisConstraint Identifi
5、cationStrategy 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 Out
6、put 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 capaci
7、ty 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
8、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 Maintenan
9、ce, 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
10、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
11、- 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. 19
12、94 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)StationBuffersPara
13、llelPower & 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 Corporatio
14、n. 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 bottle
15、neck?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
16、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.“Hig
17、h-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
18、 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
19、 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
20、 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
21、 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
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