[精选]精益生产之线平衡模式__Line_Balance_Models-Gabriel18110.pptx

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1、Measure MeasureAnalyze AnalyzeControl ControlImprove ImproveLean Six Sigma Lean Six SigmaLine Lean Six Sigma Improvement Process Road Map Definition Line Balance Model Design Principles Value Definitions Approaches to Line Balance ExerciseRD011202Measure MeasureAnalyze AnalyzeControl ControlImprove

2、ImproveLean Six Sigma Lean Six SigmaLine Lean Six Sigma 改善过程路径 定义 线平衡模型 设计原则 价值定义 线平衡方法 练习RD011202Control ControlLine Balance Model 3Lean Six Sigma Improvement Process Road MapAnalyze Analyze Control Control Improve ImproveDefine Identify Problem Develop List of Customers Develop List of CTQs from V

3、oice of the Customer Finalize Project Focus and Key Metrics Complete PDFMeasure Map Business Process Map Value Stream Develop DataCollection Plan Conduct MeasurementSystem Analysis Collect Data Conduct Process Capability AnalysisAnalyze Propose Critical Xs Prioritize Critical Xs Verify Critical Xs E

4、stimate the Impact of Each X on Y Quantify the Opportunity Prioritize Root Causes Conduct Root Cause Analysis on Critical XsImprove Critical Xs Confirmed Develop Potential Solutions Select Solution Optimize Solution Pilot SolutionControl Implement Process Changes and Controls Write Control Plan Calc

5、ulate Final Financial/Process Metrics Transition Project to Future Owners Identify Project Translation OpportunitiesMeasure Measure Define Define Project ID Tools Project Definition Form Net Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management Process

6、RACI Quad Charts Process Mapping Value Analysis Brainstorming Multi-Voting Techniques Pareto Charts C&E/Fishbone Diagrams FMEA Check Sheets Run Charts Control Charts Gage R&R Cp&Cpk SupplyChainAccelerator Analysis Multi-Vari Box Plots Interaction Plots Regression ANOVA C&E Matrices FMEA Brainstormin

7、g Pull Systems Setup Reduction TPM Process Flow Benchmarking Affinity DOE Hypothesis Testing Force Field Tree Diagrams Gantt Charts Check Sheets Run Charts Histograms Scatter Diagrams Control Charts Pareto Charts Interactive Reviews Poka-YokeRevised 1-12-02Control ControlLine Balance Model 4精益6 过程改善

8、流程分析 分析 控制 控制 改进 改进定义 选定题目 列出客户 从顾客之声中列出关建需求 定出项目焦点和重要指标 完成 PDF测量 绘制业务流程图 绘制价值流程图 制定数据收集计划 测量系统分析 收集数据 过程能力分析分析 提出关键因子 区分关键因子 验证关键因子 评枯每个关键因子对结果的影响 量化机会 根本原因排序 寻找根本原因针对关键因子改进 关键因子确认 发掘潜在的解决方法 选择方案 优化方案 实行方案控制 过程变革和控制 制定控制计划 计算最终财务 过程指标 项目过渡给未来项目管理者 项目鉴 别 转化机会测量 测量定义 定义 项目编号工具 项目定义表 净现值分析 内部回报率分析 折算现

9、金流分析？（按现值计算的现金流量分析）PIP管理过程 RACI Quad 表 过程图 价值分析 脑力风暴 投票归类法 柏拉图 因果图/鱼骨图 FMEA 查检表 运行图 控制图 量具 R&R Cp&Cpk 供应链加速器分析 多变动图i 盒状图 交互作用图 回归分析 ANOVA C&E 矩阵图 FMEA 脑力风暴 拉系统 减少设置 TPM 流程图 标杆管理 亲和图 DOE 假设检验 力场分析图 树状图 甘特图 查检表 运行图 柱状图 散布图 控制图 柏拉图 互动回顾 愚巧法Revised 1-12-02Control ControlLine Balance Model 5Learning Obje

10、ctivesu How to design and implement a process supported by a line balancing model that ensures optimal use of:n People n Floor spacen Capital Assetsn Materialu Know how to maximize productivityControl ControlLine Balance Model 6学习目标u 如何设计和实施由“线平衡模型”支持的一个流程以确保优化配置：n 人 n 地方n 固定资产n 材料u 知道如何使生产率最大化Contr

11、ol ControlLine Balance Model 7Whats in It for Me?u Able to design and implement a balanced process lineu Understand the issues in a typical process environment and how to impact those issuesControl ControlLine Balance Model 8益处u 能够设计和实施一个线平衡的生产线u 了解典型流程环境中的问题及如何影响那些问题Control ControlLine Balance Mode

12、l 9Line Balance Modelu A Line Balancing Model allows the user to view task times across a process to identify bottlenecks and thus calculate output rates(throughput)and Takt Times.u In addition,the user will be able to visually see unbalanced areas and where tasks can be shifted to balance the proce

13、ss.u The Line Balance techniques are applicable in transactional as well as manufacturing,e.g.,order entry operations.Control ControlLine Balance Model 10线平衡模型u 线平衡模型允许用户在一个流程中确定瓶颈问题，并计算产出比率（产能）和Takt Times。u 除此，用户将能直观地看到不平衡的区域和使流程平衡所做的任务。u 线平衡 方法与生产互动一样是可行的，如订单进入生产。Control ControlLine Balance Model

14、11Primary Issues in Typical Process Environmentsu Large or erratic batches u Excessive WIPu Poor floor space utilizationu Low employee efficiencyu Long/erratic cycle times u Poor balance of operations and labor across process stepsu Conveyance,standby and motion wasteu Disorganized workspace and com

15、ponent/supply storageu High variability of demand on multiple processing centers,e.g.,call centers/flow linesControl ControlLine Balance Model 12典型的流程环境中的主要问题u 大批量或 反复无常的批量 u 过多的 WIPu 地方利用的差u 较低的员工效率u 长的/反复无常的周期时间 u 流程步骤中差的生产平衡和劳动力u 传送、备用和启动浪费u 无规则的工作地点和元件/供应存储u 对于多重的流程中心，需求变化差异大2，如电话中心/流出线Control C

16、ontrolLine Balance Model 13Line Balance Design Principlesu Minimize Batch Size/Transfer Quantity/Work In Processu Minimize/Stabilize Cycle Timeu Maximize Labor Efficiencyu Optimize number of workstations/process stepsu Balance tasks/labor across workstationsu Maximize space utilizationu Minimize tak

17、t varianceu Minimize NVA(conveyance,standby,and motion wastes)u Minimize the need to re-balance as demand requirements change u Minimize volume variability(combine product category demand)u Maximize flexibility to allow for product introductions and discontinuationsControl ControlLine Balance Model

18、14线平衡 设计原则u 使批量规模/转移质量/在制品最小化u 将周期时间最小化/稳定化u 使劳动效率最大化u 优化配置工作站/流程步骤u 平衡任务/工作站里的劳动u 最大限度利用空间u 使 takt 的变化最小化u 最小化 NVA(运送、备用和启动浪费)u 根据需求的变化使再平衡的需求最小化u 使批量差异最小化(综合产品种类需求)u 使柔性最大化以允许产品引入和非持续性Control ControlLine Balance Model 15Value Definitionsu Value Add:Adding form,fit,or function to the product.A task

19、 or activity for which the customer would be willing to pay.n Example Assembler screwing a bolt into a piece of aluminum required to hold the window togethern Example Financial Services employee adding credit history to a credit applicationu Business Value Add:A task that is required to build a wind

20、ow but for which the customer is not willing to payn Example The time it takes for an assembler to grab a part that is at point-of-use and ready it for assembly n Example The time it takes for a Financial Services employee to secure a credit application and ready it for processing u Non-Value Add:A

21、task that is not required and should be eliminated because it is wastefuln Example Assembler having to search around their area to retrieve a part for assemblyn Example Financial Services employee having to look for missing information needed to add credit history informationControl ControlLine Bala

22、nce Model 16价值定义u 增值:增加产品的形式、或功能。客户愿意付费的任务或活动。n 如 在铝合金中装配螺钉以把窗子固定在一起n 如 给员工在应用信用方面 提供信用历史的财务服务u 业务增值:所需的一项任务是一扇窗子，但是客户不愿付费n 如 装配商花时间抓住一个零件在使用点上进行装配n 如 为员工提供财务服务是花时间确保信用的应用Control ControlLine Balance Model 17Line Balance Approachesu Two Different Approaches:n Approach#1 Long Term Planner:l Given the

23、inputs of average productivity,assembly/processing time,and forecasted output(demand),and hours per shift,calculate the number of assemblers/processors and average takt time it will take to satisfy the demand.n Approach#2 Day-to-Day Scheduler:l Given the inputs of average productivity,assembly/proce

24、ssing time,number of assemblers/processors,and desired output(demand),calculate the hours per shift and takt rate it will take to satisfy the demand.u Whats the difference?n Long Term Planner allows management to understand staffing increments based upon some forecasted demand on a line by line basi

25、s.n Day-to-Day scheduler allows line supervision to calculate process parameters(takt rate,hours to work)based on the number of units to process and the number of people who show up to work that day.Control ControlLine Balance Model 18线平衡步骤u 两种不同的方法:n 方法#1 长期计划员:l 作出平均投入生产率、装配/加工时间、及预计的产量（需求），每班的时间，

26、计算装配工/操作工的数量，及满足需求所花的平均时间。n 方法#2 日常安排员:l 作出平均投入生产率,装配/加工时间，装配工/操作工的数量，理想的产量（需求），计算每班所用的时间和满足需求的takt 比率。u 区别是什么?n 长期计划员允许管理来了解在以生产线为基础上的需求预测而增加员工。n 日常安排员允许生产的监督来计算流程参数（takt 比率，工时），这个参数是基于 加工单元数量和人员数量。Measure MeasureAnalyze AnalyzeControl ControlImprove ImproveLean Six Sigma Lean Six SigmaApproach#1Lo

27、ng Term PlannerMeasure MeasureAnalyze AnalyzeControl ControlImprove ImproveLean Six Sigma Lean Six Sigma途径#1长期计划员Control ControlLine Balance Model 21Input1.Demand requirements2.Labor efficiency3.Assemble/process tasks and times4.Hours per shift or number of assembler/stationsOutput 1.Takt rate2.Number of Assemblers/Processors OR Number of hours per shift3.Staffing levels at varying demandProcess ProcessBalance BalanceModel Model(spreadsheet)(spreadsheet)Process Balance Model:Design processOr