生产绩效改进方法

ManufacturingPerformanceImprovement如何改进生产绩效6-1-2004CTYangContents内容•3keymanufacturingfocusanditsobjectives生产制造中最重要的三个项目•FlashElectronicQualitypolicy飞旭电子公司品质策略•Themostcommonproductionproblems生产线最常看到的问题•Standardoperationinstruction(SIC)andvisualaid作业指导书•Methodologyofqualityimprovement改进质量的方法(案例)•ContinuousflowManufacturing连续生产•Dailykitreleasecontrol每日工单计划及管控•ContinuousflowofpostSMToperation后工程连续生产案例•HowtopursuemanufacturingExcellence如何追求卓越绩效•3keyprocessesofSMTexcellence达成SMT最高绩效的三个重要项目•Threephasesofimprovement达到最高绩效的三个阶段生产制造部最需要重视的三个项目(3KeyManufacturingFocusItems)•质量Quality以零缺点为目标(aimedatzerodefect)–ZerodefectatOQA质保检查零缺点•连续生产ContinuousFlowManufacturing以连续不停留的流程为目标(aimedatstreamlineprocess)–FromSMTthroughICTlessthan24hours从SMT投生到通过ICT少于24小时•效率Efficiency以消除所有浪费为目标(aimedateliminatewaste)–SMT50%plusofhoursover15Kparts/Cp有50%以上的工时，SMTCp能贴片15K以上–Insertover720partsperemployee-hour(total#ofpartsinsertedinashift/8X#ofoperators)平均每人每小时能手插720颗零件(1)品质Quality(TodevelopmentamethodaimedatZeroDefects)以零缺点为目标的生产模式FlashElectronicsQualityPolicy飞旭电子公司品质策略(1)缺点预防DefectPrevention-PokeYokeProcess防呆-Stopdefectatworkingprocessnotinspectionstation阻止缺点(2)持续改进ContinuousImprovement-Realtimequalityfeedback立刻反馈-QPIactivities逐项改进TheMostCommonProblemsOnOurProductionFloorare:生产线最常看到的问题•Peopleusethedifferentwaytodothesamework同样的工作，不同的方法去做•Repetitivehumandefects人为错误一再发生•Noconfidencefortheresultofthework对工作结果无信心•Norejectfromcustomerbecausetodayislucky!客户不退货，仅是侥幸StandardOperationInstruction(SIC)andVisualAid标准作业指导及作业指导书WhyNeedAStandardOperation?为何需要一个标准作业书•Donottrustmemory记忆不可靠•Minimizethemethodvariation减少作业差异•Controlquality易于控制质量•Easierfortrainingnewcomer易于训练新员工•Easyforlinechangeover易于换线作业•Increaseworkefficiency增加工作效率WhatIsAStandardOperation?怎么是标准作业？•Apre-definedworkmethod是一种预先定好的工作方法•Designedbyengineer是由工程师设计定的•Asimpleproductionlanguage是由一种生产线人员可懂的语言书写的•Provideaconsistencyandaqualitywork是能提供一个持续生产良品的方法WhatShouldIncludeInTheAssemblyVisualAid?一个作业指导书应包括哪些东西•Themostimportantthinginthevisualaidare:作业指导书应包括:–Qualitypoints应包括质量重点•Anypotentialhumanerrorormistakethatmayoccurinthatstation应包括应生产工位一切可能产生的人为失误地方–3Basicworksteps应包括工作的三大步骤•Check来料及来板质量查对重点•Do工作内容•Verify确认重点SomeHintsonVisualAids作业指导书的制作重点•Donotover5steps不宜超过五种以上不同的工艺•Useproductionlanguage员工能看懂•Use3-5colors(Red/Green/Yellow/Blue..)利用不同色彩•Prefertousedrawingfile利用装配图•Considerbalancing平衡•Cycletimebetween0.5to2.0minutes每一工位作业约在半分钟到两分钟之内MethodologyofQualityImprovement(Top5defectscontrolandelimination)改进质量的方法MethodologyofQualityImprovement改进质量(Top5defectscontrolandelimination)Whywedothis?为何如此做？Preventtherepetitivedefectsfoundbycustomer.为了预防相同的问题再流到客户去Thoughwemaynotknowtherootcauseofdefectsorwaystokilladefect,CatchIt,don’tletthedefectspassingourprocessandleaktoourcustomer.尽管我们对问题原因不清，尚无解决之道,但我们至少可以不让同一问题不再次流到客户处Inthemeantime,let’sworktogethertofindthesolutiontoEliminatethatdefectslater.在此同时一面全作找出原因，並消减它80/20RuleTop5Defects(Criminals)20%OthersFocusonCatchingTop5Defects集中全力于前五名最大不良点80%MethodologyofQualityImprovement改进质量(Top5defectscontrolandelimination)前五最大不良点80%onTop5Defects最大五项20%OthersContinuouslyfocusonthetop5defects继续集中全力于最大五项80%onTop5Defects最大五项20%Others80%onTop5Defects最大五项20%Others80%onTop5Defects0%DefectImprovement改进Improvement改进Improvement改进Improvement最大五项TotalQualityManagement全面品质•Goal目标–Habitofimprovementperfection养成不断追求完美的习惯•Organization组织–Productionresponsibility生产部门的责任•Basicprinciples基本法责–100%check全数检查–Executionandescalation強调执行及上报–Linestop停线（问题应立刻解决）–Correctingone’sownerrors自负改正错误的责任–Project-by-projectimprovement逐项改进TotalQualityManagement全面品质•Concepts观念–QCasfacilitator品质部门是活动的推动者–Housekeeping保持工作环境整齐清洁–Less-than-fullcapacityscheduling保持弹性–Smalllotsizes小批量生产–Pre-checkbeforeproduction事先查核后，再生产•TechniquesandAIDS辅助工艺–Exposureofproblem曝露问题–PokeYokedevices防呆措施–QCtools熟用品质技巧–QPIactivities品质及效率改进小组活动–(2)连续生产ContinuousFlowManufacturing(Todevelopamethodaimedatstreamlineprocess)以连续不停留的流程为目标的生产模式InventoryCoversProblems问题通常被存货所遮盖PoorQualityRawparts原料PoorScheduleMachinestopImbalanceLackofownershipPoorpartsOntimedeliveryLongChange-overPoorCommunicationLackofTrainingHighTurnoverFinishgoods成品WIPWhatproblemswascoveredbyHighWIPInventory?哪些问题通常被高存货所遮盖？Rawparts原料Imbalance不平衡Finishgoods成品PoorQuality品质不良PoorSchedule排程不良HighTurnover高流动率LackofOwnership缺少责任心PoorpartonTimedelivery缺料Machine&EquipmentStop机器故障LackofTraining缺乏培训LongchangeOvertime换机困难连续生产ContinuousFlowManufacturing(StreamLineProcess/OnePieceFlow)以连续不停留的流程一次做一个Current目前After未来DailyKitReleaseControl(Examples)每日工单的计划与管控FlashWujiangFactoryDailyKitReleaseProcesses每日工单的排程W/HKittingonebyonebasedonPCschedulesequenceandFeedersetupKanBanneedfirst.Thankittingthespecialapprovedpre-kittinglotsKittingoneproductatimeAuditqtyandqualitySetupfeederAuditteamFeederSet-UpteamWaitingforProduction(Nextkitwaitingarea)RunSMTproductionSMTProd.Releasethe(1)Completedkitand(2)Specialapprovalpre-kittinglots*MPPCPutonthescheduleandreleasekitting(2lists)By10:00amBy12:00pmWhenPre-kitcompletedScheduletoCutinRemarks:*Allthepre-kittingmustunderconditionthatpartwillarrivebynextday6:00pm2