Lean Manufacturing 4精益生产4英文

leanmanufacturingtrainingweek4[]Copyright©FuturisAutomotiveInteriorsAllRightsReserved[2]TPS–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(5Why’s)高品质–低成本–短周期–更安全–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Copyright©FuturisAutomotiveInteriorsAllRightsReserved[3]linebalance•adjustingthespreadofworkevenlybetweenoperatorstotherateofcustomerdemandremember:TAKTtime–availableworktime/customerdemandcycletime–actualtimetocompletethetasksCopyright©FuturisAutomotiveInteriorsAllRightsReserved[4]linebalancebenefits:•improvethroughputofassemblyline•encourageone-pieceflow•increaselabourutilisation•reducecostCopyright©FuturisAutomotiveInteriorsAllRightsReserved[5]linebalanceYamazumi–Japanesewordliterallymeaningtostackup•stackedbarchartthatshowsthebalanceofcycletimeworkloadsbetweenanumberofoperatorstypicallyinanassemblylineorworkcellS21RSB40%020406080100120140160Stn1Stn2Stn3Stn4Stn5Stn6Time(sec)CycleTimeTAKTTimeCopyright©FuturisAutomotiveInteriorsAllRightsReserved[6]linebalanceeffectsofimbalance•excessinventory•idleequipment•idlepeople•teamdissension•individualfrustrationCopyright©FuturisAutomotiveInteriorsAllRightsReserved[7]linebalanceLineBalanceExerciseCopyright©FuturisAutomotiveInteriorsAllRightsReserved[8]problemsolving•withinallorganisationsthereareanendlesssupplyofproblems•theinverseofaproblemisanopportunity•problemsoftenclassedasfailuresandthushiddenratherthanaddressed“everyproblemisanimprovementopportunity”Copyright©FuturisAutomotiveInteriorsAllRightsReserved[9]problemsolvingtraditionalmethodofcorrectingproblems•correctproblemsoff–lineinreworkareas/bays•addedlayersofinspection•reluctancetoidentifyproblems&solutionsnotexplored•problemscontinue,addedcosttocorrectlater•applicationof6sigmaandSPCtosolveproblemsCopyright©FuturisAutomotiveInteriorsAllRightsReserved[10]problemsolvingnewapproach–stoppinglinetofixproblems(Jidoka)•principle“getqualityrightthefirsttime”•stoptofixproblems•donotallowdefectstopassthroughtonextprocess•urgencytofixproblems–challengespeopletothink•Andon,Jidoka,PokeYoke,StandardWork,ProblemSolving,Training•motivationtoidentifyandsolveproblemsCopyright©FuturisAutomotiveInteriorsAllRightsReserved[11]problemsolvingProblemSolvingProcess1.DefineProblem2.Completerootcauseanalysis3.Considersolutionsthroughconsensus4.PDCA5.ReflectandlearnCopyright©FuturisAutomotiveInteriorsAllRightsReserved[12]problemsolving1.Definetheproblem•gotowheretheproblemisandobservethesituationwithoutpreconception•comparetheactualsituationtothestandard•useParetoAnalysistoprioritiseanumberofdifferentproblems•settargetsforimprovement“Carefullyaimbeforefiring”Copyright©FuturisAutomotiveInteriorsAllRightsReserved[13]problemsolvingParetoChart(80/20Rule–80percentoftheproblemsstemfrom20percentofthecauses)Copyright©FuturisAutomotiveInteriorsAllRightsReserved[14]problemsolving2.Completerootcauseanalysis•Analysisnotclouded–nopreconceivedideasofsourceofproblem•Analysiscontinueduntiltrue“root”causeofproblemarediscovered•Multiplecausesforproblems–completecomprehensiveanalysis•VariousproblemsolvingtoolsavailableCopyright©FuturisAutomotiveInteriorsAllRightsReserved[15]problemsolving5why’s–ask“why?”fivetimesexample:WHYisthepressleaking?ThereisacrackintheoilfilterWHYisthefiltercracked?BecauseitgetstoohotduringuseWHYdoesitgethot?BecausecoolingsystemnotworkingWHYdoesn’tthecoolingsystemwork?ToomuchdustoncoilsWHYistheretoomuchdustoncoils?Theairintakefilterismissing!SOLUTION:ReplaceairintakefilterCopyright©FuturisAutomotiveInteriorsAllRightsReserved[16]problemsolvingCauseandeffect(akaFishbonediagram)•Generateacomprehensivelistofpossiblecauses•Leadtogreaterunderstandingoftheproblem•4M’s–Man,Machine,Materials,Methods(additionalM’sincludeM-environmentandMeasurement)–easieridentificationandanalysisCopyright©FuturisAutomotiveInteriorsAllRightsReserved[17]problemsolvingCopyright©FuturisAutomotiveInteriorsAllRightsReserved[18]problemsolvingHowtodrawcauseandeffectdiagramThisisathreestepprocess.Step1Writedowntheeffecttobeinvestigatedanddrawthe'backbone'arrowtoit.Intheexampleshownbelowtheeffectis'Incorrectdeliveries'.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[19]problemsolvingStep2Identifyallthebroadareasofenquiryinwhichthecausesoftheeffectbeinginvestigatedmaylie.Forincorrectdeliveriesthediagrammaythenbecome:Copyright©FuturisAutomotiveInteriorsAllRightsReserved[20]problemsolvingStep3writeindetailedpossiblecausesineachofthebroadareasofenquiry.Eachcauseidentifiedshouldbefullyexploredforfurthermorespecificcauseswhich,inturn,contributetothem.Copyright©FuturisAutomotiveInteriorsAllRightsReserved[21]problemsolvingBrainstorming•agroupcreativitytechniquetogeneratealargenumberofideasforthesolutionofaproblem•breakoutofstale,establishedpatternsofthinkingtodevelopnewwaysoflookingatthingsCopyright©FuturisAutomotiveInteriorsAllRightsReserved[22]problemsolving3.ConsidersolutionsthroughconsensusStep1.BroadlyconsiderallpossibilitiesStep2.Narr