leanmanufacturingtrainingweek4(英文版).pptx

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1、Copyright Futuris Automotive Interiors All Rights Reserved1lean manufacturing training week 4Copyright Futuris Automotive Interiors All Rights Reserved2TPS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分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 更安全更安全 高士

2、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Copyright Futuris Automotive Interiors All Rights Reserved3line balanceadjusting the spread of work evenly between operators to the rate of customer demandremember:TAKT time available work tim

3、e/customer demandcycle time actual time to complete the tasksCopyright Futuris Automotive Interiors All Rights Reserved4line balancebenefits:improve throughput of assembly lineencourage one-piece flowincrease labour utilisationreduce costCopyright Futuris Automotive Interiors All Rights Reserved5lin

4、e 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 cellCopyright Futuris Automotive Interiors All Rights Reserved6line balanceeffects of imbalanceexcess inve

5、ntoryidle equipmentidle peopleteam dissensionindividual frustrationCopyright Futuris Automotive Interiors All Rights Reserved7line balanceLine Balance ExerciseCopyright Futuris Automotive Interiors All Rights Reserved8problem solvingwithin all organisations there are an endless supply of problemsthe

6、 inverse of a problem is an opportunity problems often classed as failures and thus hidden rather than addressed“every problem is an improvement opportunity”Copyright Futuris Automotive Interiors All Rights Reserved9problem solvingtraditional method of correcting problemscorrect problems off line in

7、 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 problemsCopyright Futuris Automotive Interiors All Rights Reserved10problem solvingnew approach stopping line to fix

8、problems(Jidoka)principle“get quality right the first time”stop 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 problemsCopyright Futuri

9、s Automotive Interiors All Rights Reserved11problem solvingProblem Solving Process1.Define Problem2.Complete root cause analysis3.Consider solutions through consensus4.PDCA5.Reflect and learnCopyright Futuris Automotive Interiors All Rights Reserved12problem solving1.Define the problem go to where t

10、he problem is and observe the situation without preconceptioncompare the actual situation to the standarduse Pareto Analysis to prioritise a number of different problemsset targets for improvement“Carefully aim before firing”Copyright Futuris Automotive Interiors All Rights Reserved13problem solving

11、Pareto Chart(80/20 Rule 80 percent of the problems stem from 20 percent of the causes)Copyright Futuris Automotive Interiors All Rights Reserved14problem solving2.Complete root cause analysisAnalysis not clouded no preconceived ideas of source of problemAnalysis continued until true“root”cause of pr

12、oblem are discoveredMultiple causes for problems complete comprehensive analysisVarious problem solving tools availableCopyright Futuris Automotive Interiors All Rights Reserved15problem solving5 whys ask“why?”five timesexample:WHY is the press leaking?There is a crack in the oil filterWHY is the fi

13、lter cracked?Because 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 filterCopyright Futuris Automotive Interiors

14、All Rights Reserved16problem solvingCause and effect(aka Fishbone diagram)Generate a comprehensive list of possible causesLead to greater understanding of the problem4Ms Man,Machine,Materials,Methods(additional Ms include M-environment and Measurement)easier identification and analysisCopyright Futu

15、ris Automotive Interiors All Rights Reserved17problem solvingCopyright Futuris Automotive Interiors All Rights Reserved18problem solvingHow to draw cause and effect diagramThis is a three step process.Step 1Write down the effect to be investigated and draw the backbone arrow to it.In the example sho

16、wn below the effect is Incorrect deliveries.Copyright Futuris Automotive Interiors All Rights Reserved19problem solvingStep 2Identify all the broad areas of enquiry in which the causes of the effect being investigated may lie.For incorrect deliveries the diagram may then become:Copyright Futuris Aut

17、omotive Interiors All Rights Reserved20problem solvingStep 3write in detailed possible causes in each of the broad areas of enquiry.Each cause identified should be fully explored for further more specific causes which,in turn,contribute to them.Copyright Futuris Automotive Interiors All Rights Reser

18、ved21problem solvingBrainstorminga group creativity technique to generate a large number of ideas for the solution of a problembreak out of stale,established patterns of thinking to develop new ways of looking at thingsCopyright Futuris Automotive Interiors All Rights Reserved22problem solving 3.Con

19、sider solutions through consensusStep 1.Broadly consider all possibilitiesStep 2.Narrow list by eliminating impractical solutionsStep 3.Evaluate based on simplicity,cost,quality and ability to implement quicklyStep 4.Develop consensus on the proposed solutionConsensus through cross-functional team s

20、upervisor,operator,quality,manufacturing engineering,logistics,design engineering etc Copyright Futuris Automotive Interiors All Rights Reserved23problem solving4.PDCA-also known as Shewhart CycleAn iterative 4 step quality control strategyGet from“problem faced”to“problem solved”Copyright Futuris A

21、utomotive Interiors All Rights Reserved24problem solvingP-PlanDevelop action plan to deliver required resultsD-DoImplement solutions rapidlyC-CheckVerify the resultA-ActMake necessary adjustments to solutions and action plan and determine future stepsCopyright Futuris Automotive Interiors All Rights

22、 Reserved25problem solving5.Reflect&learn from processBecome a learning organization through relentless reflection and continuous improvement(kaizen)Copyright Futuris Automotive Interiors All Rights Reserved26A3 report Telling the story using an A3 reportcommunication process used as part of problem

23、 solving processdocument key information and decisions at each step to share with others for evaluationassist with arriving at consensusWhy A3?Size large enough to display information clearly and concisely and little time needed to share messageWaste elimination extends to all activities of the organisationCopyright Futuris Automotive Interiors All Rights Reserved27A3 reportA3 problem solving story formatCopyright Futuris Automotive Interiors All Rights Reserved28A3 reportexample