工業(yè)工程技術(shù)培訓(xùn)資料

1、【范例：改善后】鐵 絲 網(wǎng) 圍 籬物 料 架暫存區(qū)料架磅秤磅秤收貨及抽樣臺點數(shù)臺暫存區(qū)料架廠商交貨卡車收貨區(qū)辦公室工作臺2. 線圖（String Diagram）或稱為行程頻率圖（Trip Frequency Diagram）、行程表（Travel Chart）。（八）工廠布置規(guī)劃（Plant Layout Planning）簡介1. 工廠布置之規(guī)劃程序Key Inputs-P,Q,R,S,T & Activity-areas2.活動關(guān)連(Activity Relationship)1.物流(Flow of Material)6.空間關(guān)連圖(Space Relationship Dia

2、gram)3.關(guān)連圖(Relationship Diagram)4.空間需求 (Space Requirement)5.可用空間(Space Available)9.計畫方案評估確立之工廠布置計畫8.限制因素7.修正Plan XPlan YPlan Z工廠布置計畫方案RelationshipsAdjustmentSpace2. 工廠布置規(guī)劃之基礎(chǔ)信息代號說 明PProduct or Material物品之特性和差異性QQuantity or Volume各單項物品之數(shù)量或體積RRouting or Process物品之制造程序或流程SSupporting Services or Activit

3、ies支持生產(chǎn)所必需之活動TTime or Timing Consideration包括：作業(yè)時間/期間、頻率、 期限、季節(jié)性，等等3. 工廠布置之型態(tài)以制程為中心之工廠布置以產(chǎn)品為中心之工廠布置定位布置(Fixed Position Layout)流線型布置(Line Layout)制程布置(Process Layout) 或稱批量作業(yè)布置(Job-lot Layout)工廠布置之型態(tài)4. 關(guān)連圖 (Relationship Diagram)2314567包裝出貨現(xiàn)場廁所半成品存放區(qū)成品存放區(qū)生產(chǎn)區(qū)品管部門1A2I2I3UU3A1AA3OOO1I134E33IOAI51E3U4I64A47A

4、EIOUXAbsolutely NecessaryEspecially ImportantImportantOrdinary ClosenessUnimportantUndesirable1234567Movement of MaterialsShare of Same PersonnelPersonnelControl of Work5. 關(guān)連分析 (Relationship Analysis)63472 E's1547626 As123576 I's265434 O's214563 U's6. 工廠布置之著眼點 人性化觀點：人、機、物之和諧關(guān)系 安全性之設(shè)計

5、考量 生產(chǎn)性觀點：人、機、物之最適組合 流動程序(Flow process) 、動線： Ship-To-Store, Ship-To-Line , Make-TO-Shipment, Make-To-Order, etc.流動頻率：JIT-Just in timeLoad & Unload之次數(shù)/頻率搬運設(shè)備之效能（九）縮短換線換模時間之要領(lǐng)簡介Improvement Approach 改善的手法 Four ( 4 ) Steps 四個步驟 Two ( 2 ) Categories 兩種類別 Four ( 4 ) Stages 四個階段4 Steps（四個步驟） Preparation

6、（準備） (Re)placement （更換、裝置） Adjustment （調(diào)整） Completion （完成、善后）Step 1 Preparation（準備） Drawing Up Change-over Instructions.- Operations.- Tools needed (jigs, dies, moulds, etc.).- Fasteners needed (bolts, screws, washers, nuts, clamps, clips, etc.). Storage, Maintenance and Inspection of Tools and Fast

7、eners. Gathering and Preparation of New Tools and Fasteners.Transport of Tools and Fasteners to the Process.Step 2 (Re)placement（更換、裝置） Unfastening and Removal of Old Tools. Placing the New Tools. Centering the New Tools.Step 3 Adjustment（調(diào)整） Fastening New Tools. Securing the New Tools. Adjustment o

8、f the New Tools.Step 4 Completion（完成、善后） Transport of Old Tools. Cleaning, Greasing and Oiling The Old Tools. Storage of Old Tools.2 Categories（兩種類別） On-line Change-over（線內(nèi)更換）Change-over activities Interrupting the process. Off-line Change-over（線外更換）Change-over activities alongside the process.1234O

9、n-line change overProducing product AProducing product B23On-line Producing product AProducing product BOff-line1Off-line44 Stages（四個階段）Advanced Stage改進階段Transferred Stage移轉(zhuǎn)階段Separated Stage分離階段Intermingled Stage混合階段 Intermingled Stage（混合階段） No separation between. On-line and off-line operations. Pr

10、ocess is stopped during total change. New tools are brought in after the process has been stopped. Neither tools nor fasteners are properly maintained, checked or prepared. Tools and fasteners are not tidy stored. Separated Stage（分離階段） On-line and off-line operations are kept separated. Process is s

11、topped for on-line operations only. All necessary preparations are completed while the process is going on. A checklist is available for carrying out off-line work. Maintenance, inspection and preparation of tools and fasteners are carried out off-line. A check is made whether tools and fasteners wo

12、rk properly. Transferred Stage（移轉(zhuǎn)階段） On-line operations are transferred to off-line as much as possible. Height of dies, rams and press blocks are standardized. All fasteners and spanners are standardized. Standardized intermediate attachments are introduced. Adjustment of machines strokes is avoide

13、d. Advanced Stage（改進階段） Both on-line and off-line operations are minimized. Dimensions of all tools are standardized. Handling of moulds, jigs, dies and forms is standardized. Hydraulic, pneumatic or magnetic fastening is introduced. Fastening and adjustment work is simplified or eliminated wherever

14、 possible. Cassettes are introduced. From Intermingled to Separated Stage Make a clear description of all change-over operations to be executed today (see worksheet). Prepare a summary list of :- all tools needed (jigs, dies, moulds, etc.).- all fasteners needed (bolts, screws, clips, etc.). Classif

15、y all operations into:- off-line activities.- on-line activities. From Separated to Transferred Stage Transfer operations from on-line to off-line as much as possible. The use of functional fasteners. The previous installation of intermediate attachments, bolsters and fasteners. Introduction of func

16、tional dial or pointer readings.Worksheet Nr. :Workstation Nr. :Change-over from toOperationTools & FastenersLocationStepsto be removedto be placedPreparation(Re)placementAdjustmentCompletionoffonoffonoffonoffon From Transferred to Advanced Stage Improvement of handling, transport and storage me

17、thods. The use of hydraulic, pneumatic or magnetic methods for placing and/or fastening tools. The elimination of centering and adjustment activities by standardisation of:- dimension of moulds.- machine strokes.- male and female jigs.- centering and fastening methods. Improve measuring and gauging

18、methods. Elimination of trial runs.（十）I E 改善心法Ways of Improving the Work Through Motion Study- EASIER WAY- approachEliminate unnecessary motionsAvoid moves requiring eye directionShorten motion distanceImprove "get" motions by pre-positioningEmploy simple fixtures, clamps, and guidesReplac

19、e hand operations with foot-operated devicesWhy ? Question each operationAdapt two-hand methodYes, there is always room for improvementHey ! You areworking too hard !（三）改善之要訣：ECRS、6W刪除（Elimination）：刪除不必要的作業(yè)或動作合并（Combination）：將數(shù)個作業(yè)或動作合并，省略轉(zhuǎn)交或取放。重排（Re-arrangement）：將數(shù)個作業(yè)或動作重新安排，使作業(yè)或動作能平衡順暢。簡化（Simplific

20、ation）：將數(shù)個作業(yè)或動作加以改善，使其簡化。ECRS Approaches基本發(fā)問（Primary Questions）目的是什么 ?(What is the purpose ?)何地完成 ?(Where is it done ?)何時完成 ?(When is it done ?)由何人做 ?(Who does it ?)如何完成 ?(How is it done ?)進一步發(fā)問（Secondary Questions）為何必須做 ?(Why is it necessary ?)為何在那里完成 ?(Why is it done there ?)為何在那時完成 ?(Why is it do

21、ne then ?)為何由此人做 ?(Why does this person do it ?)為何要如此做 ?(Why is it done this way ?)可否刪除 ?(Can it be eliminated ?)可否合并 ?(Can it be combined ?)可否重排 ?(Can it be rearranged ?)可否簡化 ?(Can it be simplified ?)合并或重排下列項目：w 地點(Places)w 次序(Sequences)w 人員(Persons) 工業(yè)工程技術(shù)培訓(xùn)參考資料Story of the Bedaux SystemI. Story o

22、f the Bedaux SystemIn 1911, Mr. Charles E. Bedaux experimented with the idea of measuring all human physical work in terms of a common unit.The unit known as the Bedaux Unit of human power measurement or “B” was to consists of a combination of work and rest.The proportions between these two items we

23、re dependent upon the physical nature of the work and the subsequent rest required to compensate for it. As tasks varied, the ratio of the work to rest within the unit was to vary, but the unit itself was to remain constant at a time value of on minute.II. The Bedaux System or “E” System(Unit System

24、)The “Unit E” is the quantity of work an experienced, skilled worker can do per minute under normal conditions, taking into account the inherent allowance for rest, personal needs.III. The “M” System(Unit System)The Unit (M) is the amount of work that can be carried out in one minute by a trained wo

25、rker, under normal circumstance, and at normal speed, including allowances for interruptions as rest and personal care.The Unit (M) does not represent time in the sense of a clock time, but it is rather a measure of “work quantity” or “l(fā)abor content”.IV. ExpressionWork Quantity or Labor Content = Wo

26、rk + Rest (Bedaux definition) or = Work + Total Allowance (Philips definition)Example: Labor Content 1M TAF-total allowance factor: 1.14/ 1.18/ 1.2Labor Content Work (Normal Time) TAF1M (60 seconds) = 52.6 seconds + 7.4 seconds (14 %)1M (60 seconds) = 50.8 seconds + 9.2 seconds (18 %)1M (60 seconds)

27、 = 50.0 seconds + 10.0 seconds (20 %)VIII. Performance RatingPerformance rating is expressing numerically the speed and effectiveness with which an operation is done, in relation to what has been defined as normal performance.Tempo means the intensity of working.In Bedaux time-study system: Speed of

28、 the movementsTempo Skill of the movements (i.e. proficiency, useful effect, dexterity, efficiency).IX. Normal PerformanceNormal performance is the performance of an average skilled worker doing a job under normal conditions without being stimulated by an incentive scheme.It must be possible to keep

29、 this performance from day to day without excessive physical or mental strain.As a reference for normal performance can be taken, a steady deliberate and unhurried average performance of a person, who walks around 4.8 Km(3 miles) per hour or deals 52 playing-cards in 30 seconds.X. Remarks- Unit (Eng

30、lish)- Einheit (German)- Eenheid (Dutch)- 單位 (Chinese)- E system : for Performance or Tempo (60 E, 75 E, 80 E)- M system : for Labor Content or Work Quantity (5 Ms, 60.5 Ms)Effects of Working Conditions on determining AllowanceAllowanceValueConstant allowanceC-1Personal allowance5 %C-2Basic fatigue

31、allowance4 % Variable allowanceV-1Standing allowance1 %V-2Abnormal position allowanceSlightly awkward0Awkward (Bending)2 %Very awkward (Lying, Stretching)7 %V-3Use of force or muscular energy(Lifting, pulling, or pushing)Weight lifted:5 Pounds (2.3 Kg)010 Pounds (4.5 Kg)1 %15 Pounds (6.8 Kg)2 %20 Po

32、unds (9.1 Kg)3 %25 Pounds (11.4 Kg)4 %30 Pounds (13.6 Kg)5 %35 Pounds (15.9 Kg)7 %40 Pounds (18.2 Kg)9 %45 Pounds (20.4 Kg)11 %50 Pounds (22.7 Kg)13 %60 Pounds (27.3 Kg)17 %70 Pounds (31.8 Kg)22 %V-4Bad light Slightly below recommended0Well below2 %Quite inadequate5 %V-5Atmospheric conditions(Heat a

33、nd Humidity)010 %V-6Close attention Fairly fine work0Fine or exacting2 %Very fine or very exacting5 %V-7Noise level Continuous0Intermittent loud2 %Intermittent very loud5 %High pitched loud5 %V-8Mental strain Fairly complex process1 %Complex or wide span of attention4 %Very complex8 %V-9Monotony Low

34、0Median1 %High4 %V-10Tediousness Rather tedious0Tedious2 %Very tedious5 %（Courtesy of International Labor Office, Geneva Switzerland）PHILIPS動作分析表 頁次： /作業(yè)名稱：產(chǎn)品型號：作業(yè)區(qū)域：分析人：分析日期：LHRHLHRHLHRHLHRH5050505010101010151515152020202025252525303030303535353540404040454545455555 雙手程序表：裁切玻璃管TWO-HANDED PROCESS CH

35、ART （改善前方法）Chart No.: SUB-0101 Sheet No.: 1 of 1材料/零件：玻璃管(長1公尺，直徑3mm)作業(yè)內(nèi)容：將長1公尺之玻璃管，用夾具和銼刀裁成小段玻璃管(長1.5cm)。操作地點：第三車間作業(yè)人員：李大海分析人：M.J. Hung 日期：2003-02-18工作站布置圖：Left Hand£_Ds£_DsRight Hand1.持住玻璃管1.拿起銼刀2.移動玻璃管至夾具 2.持住銼刀3.將玻璃管插入夾具內(nèi)3.將銼刀移至玻璃管4.將玻璃管推至夾具底部4.持住銼刀5.用手固定住玻璃管5.用銼刀在玻璃管上劃刻痕6.稍為拉出玻璃管6.稍為移

36、開銼刀7.將玻璃管旋轉(zhuǎn)約120180 7.持住銼刀8.將玻璃管推至夾具底部 8.將銼刀移至玻璃管9.用手固定住玻璃管9.用銼刀在玻璃管上劃刻痕10.將玻璃管從夾具內(nèi)移出10.將銼刀放至工作臺上11.將玻璃管移向右手11.右手移向玻璃管12.將玻璃管折斷12.將玻璃管折斷13.持住玻璃管13.將玻璃管置于盒內(nèi)14.再握住玻璃管14.右手移向銼刀8020450603方法（Method）：改善前方法改善后方法備 注動作項目L.H.R.H.L.H.R.H.操作（Operation）85運送（Transport）26延遲（Delay）-持?。℉old）43檢查（Inspection）-合計：1414Fr

37、om-To Chart AnalysisAGIFDEBCH總計箱數(shù)A1/ 101/101/ 0320G1/102/ 0310I1/301/ 01/301/401/301/101/301/ 08170F1/202/602/705150D1/201/ 0220E1/301/10240B1/201/ 01/20340C1/101/10220H1/40140總計3384224212929箱數(shù)505018020407080020510510行程： A-B-C-D-E-F-G-H-I行程： A-G-I-F-D-E-B-C-H對角線左下半部對角線右上半部對角線左下半部對角線右上半部1 ×0 01

38、×3 31 ×5 51 ×7 72 ×0 02 ×4 82 ×2 42 ×2 43 ×2 63 ×6 183 ×3 93 ×4 124 ×2 84 ×0 04 ×1 44 ×2 85 ×2 105 ×3 155 ×1 55 ×1 56 ×1 66 ×2 126 ×1 66 ×0 07 ×2 147 ×0 07 ×0 07 ×0

39、08 ×2 168 ×0 08 ×0 08 ×0 0總計：60總計：56總計：33總計：36AIBHEFGDC總計箱數(shù)A1/101/ 01/10320I1/301/ 01/101/301/401/301/301/ 08170B1/201/201/ 0340H1/40140E1/301/10240F1/202/602/705150G1/102/ 0310D1/ 01/20220C1/101/10220總計3841243222929箱數(shù)501808020702050400510510行程： A-B-C-D-E-F-G-H-I行程： A-I-B-H-E-F-G

40、-D-C對角線左下半部對角線右上半部對角線左下半部對角線右上半部1 ×0 01 ×3 31 ×4 41 ×3 32 ×0 02 ×4 82 ×4 82 ×0 03 ×2 63 ×6 183 ×1 33 ×2 64 ×2 84 ×0 04 ×4 164 ×1 45 ×2 105 ×3 155 ×4 205 ×2 106 ×1 66 ×2 126 ×0 06 ×

41、3 187 ×2 147 ×0 07 ×0 07 ×1 78 ×2 168 ×0 08 ×0 08 ×0 0總計：60總計：56總計：51總計：48健保局 作業(yè)程序分析與改善 摘要 作業(yè)程序 作業(yè)名稱合計:作業(yè)傳送檢驗決策等待儲存 1.自墊醫(yī)療費用核退作業(yè)程序 (現(xiàn) 況) (改善后) 改善成果2420-417%118-322-34+132-143-111- 2.代辦費作業(yè)程序 (現(xiàn) 況) (改善后) 改善成果96-333%65-110-100-11-10-100- 程序符號說明: 人工操作 上計算機作業(yè)/計算機處理 人工傳送 計算機線上傳遞 檢驗/測試 上計算機檢驗 決策 上計算機核簽 等待/延遲批次作業(yè)等待 儲存/歸檔 計算機存盤 作業(yè)名稱 : 代辦費作業(yè)程序流程分析表(現(xiàn)況)以人員 。對象 為主分 析 人 : 洪 明 智分析日期 : 1998年