精益生产手册- Lean Hand Book

Document Title : Lean Hand Book

Document No : GBE-KPO-2-033-00

Doc. Revision : 02

Document Date : March 26, 2008

Lean Hand Book 精益生产指南

Design. Build. Ship. Service.

Business Excellence

持续改善的总体目标

Goal : Add Value & Eliminate Waste …Relentlessly for Our Customers

目标: 减少浪费&创造价值全心全意为客户服务

?Defect/Scrap : 0

?零缺陷?Inventory : X 1/2

?库存减半

?Productivity : X 2 ?生产效率翻倍?Lead Time : X 1/2 ?生产周期减半

ETE Zero Defect (Quality, TPM, OEE &

)零缺陷(质量，全面生产维护，全局设备利用率)Inventory Reductions 降低库存ETE (End to End) Productivity

(从头到尾)产能提高Lead Time Reductions 缩短生产前置期

Standard Work & Standard Combination Sheet标准化工作

节拍时间的定义

工序的定义

标准在线库存定义(WIP= work in process)

周期时间定义

操作员数量的定义

2) Standard work combination sheet defined每个工站标准作业详细步骤定义

3) Is the Quality check legend defined on each process on std work sheet?

品质管控的关键点是定义在标准作业的基础上吗？

time visible (with counter and triggering point)?

节拍时间有没有借助直观的工具去量测,且可以直观地看出来,便于随时监控生产状况?

board defined (on the board)?

把节拍时间写在白板上)

4) Do you know how to separate manual (person's) from auto (the machine's) work?

你知道如何区分手动作业和自动作业吗?

5) Is the Work load leveling defined for man，machine and C/O?

?

time?

人力的多少是根据节拍时间计算出来的吗?

7) Is the Std work (front page) SWCS (back page) posted in front of each operator?

每个工站都有标准作业书和作业详细步骤的SWCS吗?

操作(续页)

8) Is the std work being followed by the operator?

9) Is the std work defined for water strider?

11) Does the operator search for components or tools? -Locate all tools and parts within easy

操作员有没有寻找物料或工具的动作?应该将工具或物料放置在易于获取的位置,定点

,nurse护士,指辅助作业人员,如物料员)

12) Do you have std work for inspection station?

13) Do you have shortest cycle time for inspection?

?

14) At the manual insertion station, do you apply doctor and nurse concept?

在手插工站,有没有安排辅助作业的人员?

操作(续页)

15) Do you meet the target of 3 sec per component during insertion at manual insertion?

秒一颗零件的插件速度?

16) WI less at manual insertion station (with template).

用模板来显示需要插件的位置)?

time nurse not required. Is there system in place to stop work when abnormal conditions arise?

现场可以不需要”护士”(护士nurse:辅助作业人员)

有没有系统来控制停止作业?

18) Does the supervisor respond in a quick/crude manner?

管理人员的反映是快速还是迟钝?

19) Do you have 6S implemented on your line?

20) Is the production qty for the day defined?

操作(续页)

21) Is the Multi skill charts visible and available?

22) Do you allow banana peeling on the line?

23) Are you able to detect bottleneck station at a glance?

24) The operator must not re-orient the part

防止零件极性弄错.(这里操作员指辅助作业人员,即nurse)

操作(续页)

端到端运行标准

time 生产线必须按照客户需求节拍合理安排生产The H/C should be loaded based on Takt time 生产线应按客户需求节拍时间合理安排人员Material should be loaded based on Takt time 按客户需求节拍时间备置原材料

The line should be configured to zero defects 配置生产线时需满足零缺陷

Supermarket should meet all the ten criteria 超市必须符合十大设置准则

端到端运行的必备条件:

a) Productivity improvement (MLT,H/C, WIP, Space)

科学的人员配置,适当的在线库存,有效的空间利用)

b) Material replenishment (Water strider, Min-Max, Supermarket)

水蜘蛛试补货原则, 设置超市最低最高库存)

d) C/O (if the time more than 10 minutes) 换型时间

2) Do you have 3 TEI implemented on your line?

?

3) Is the safety aisle easily accessed by the operator?

单元生产线内有没有不必要的箱子或柜子存在?

5) Do you have cell concept implemented on your line?

续页)

6) The operator’s movement in a cell : is it counter clock wise(1) or clockwise(0).

操作员在单元内的移动是逆时针还是顺时针(逆时针为佳)

7) The gap in a cell : is it wider(0) or narrower(1) (narrower recommended).

还是窄(1) (推荐用窄).

material and is it on the wheel for flexible movement?

是否有滑轮易于移动呢?

9) The flow of a layout must be like a single stroke, no zigzag.

而不是弯弯曲曲的.

10) Do you use 7 ways when designing tools, jigs, fixtures, layout or process?

工厂布局和流程时有没有利用7种方法的思想?

11) Do you use Pugh matrix to evaluate 7ways?

续页)

12) Manual insertion station should meet the below requirements :手插工站应该满足以下要求:

物料品质零缺陷

插件的顺序根据人机工程学来安排

d) Both hands of operator have to be used during insertion 双手作业

13) Are the cables, wires and network using the overhead drop point for flexibility?

,易于灵活使用?

14) Do you use the Spaghetti Chart to do the layout, process, movement?

行走路线时有没有利用到Spaghetti Chart(意大利面条图)工具,清晰的画出人流物

15) Is the line visibility clear for the supervisor?(boarder post defined for clear visibility)

定义看板的位置使其可视化)

有没有模拟layout实施后的情况吗?

connecting sub assembly & main assembly

主装备线和辅装配线的合理衔接

18) Short Takt time < 1minute, multiply takt time by (x) factor and duplicate the backend cell

客户需求节拍时间小于一分钟,不科学的单元配置导致节拍时间的再大化

Can normal and abnormal be visually differentiated?

2) Are the escalation paths well defined if abnormality occurs?

有没有制定出逐级上报的流程?

3) Are the defects allowed to escape to down stream? –

不制造不良品

不接收不良品

4) Do you have a common area to view the defect (fish market)?

?(fish market)

零缺陷(续页)

6) Do you use 5 W ( who, what , where, when, why)+1H (how)

的方法?

7) Do you have hand free inspection station?

8) Do you have template with navigation or pointer to guide inspection operators?

零缺陷(续页)

9) Do you apply SDCA,PDCA? and for defects do you apply PDCA?

方法？针对不良现象，有没有运用PDCA的方法？

10) Do you have Kaizen Newspaper displayed?

11) Do you have 1hr, 2hr, 4hr, 8hr tracking system on the floor?

小时，每2小时，每4小时，每8小时的状况？(向零缺陷靠

12) Identify POO & POD to solve the problem

和问题的发现点(POD)来解决问题.

POO=point of origin (where is the first point are the cause problem)

POD=point of detection (where the point the problem been captured)

13) Learn how to make the defect to understand root cause

从而了解根本原因。

零缺陷(续页)

14) Do you have Auto Jidoka implemented in your line?

15) Talk to the defect to understand the root cause

16) Duplicate the defect to understand the root cause

多次重复不良现象的发生，找到根本原因。

challenge the current state (Potential Problem Analysis)

对现状进行寻根究底(分析潜在的问题)

18) Do you use 5 Why analysis to understand the root cause?

from all angles (the mountain) ,Search for the truth (the forest),

and fix it (the branch)

2) Is the line visibility clear for the supervisor? Std.WIP? Takt counter? Line flow?

产线的状况是不是可视化？标准WIP?即时产能？产线流程？

Do you have value stream done on your product?

a) have you visualized improvements to the overall production flow,

instead of spot improvements to single processes

有没有把所有产线流程存在改善空间的地方明显地标识出来，而不是仅标示某个地方。

b) have you created a complete material and information flow

how the process works today

map shows improvements towards a long term 'ideal state‘

价值流图表示出改善之后的理想状况

e) 3D VSM for better visualization (for office kaizen)

价值流图使流程更加直观（针对办公室改善）

续页)

原材料

在线库存

成品

what info is required to move materials, what is the timing

搬运物料时需要什么信息，什么时间点

carts, conveyor, racks, andons, TPM

andons异常停线系统,全面生产维护(TPM=Total Productive quality, tooling, programs

工具自制室

1) Do you have moonshine capability in your plant?

工厂有没有自己动手制作治具或工具以及时满足产能需求的能力.?

Are the operators having to bent down?

获取物料或工具)来完成作业吗？

5) Are operators needing 3 arms?(hand being used as fixtures)

?（第三只指的是治具）6) Is the C/T set at 90% or less of the Takt time?

还是低于节拍时间？