生產(chǎn)績效分析與改善ppt課件

1、消費績效分析與改善 Production Performance Management 內(nèi) 容第一天上午9:0012:00根底篇午餐12:00下午1:004:30體系審核篇第二天上午9:0012:00傳統(tǒng)目的篇午餐12:00 下午1:004:30現(xiàn)代目的篇培 訓 內(nèi) 容規(guī)范衡量和業(yè)務(wù)決策 Criteria Measures and Business Decisions 傳統(tǒng)績效規(guī)范 Traditional Performance Criteria 會計系統(tǒng)和世界觀 Accounting Systems and Worldviews 現(xiàn)代衡量目的 Enlightened Measures 績效衡

2、量系統(tǒng) Performance Measurement Systems消費績效分析與改善 Production Performance Management基 礎(chǔ) 篇批量消費Mass Production消費的歷史Approaches to Manufacturing1900s技術(shù)工人Skilled Craftsmanship精益消費Lean Manufacturing1930s1960sToday手工消費技術(shù)工人 高度任務(wù)驕傲感和稱心度 工位固定,每項任務(wù)都在同一工位做手工消費手工安裝-單件消費產(chǎn)量低質(zhì)量好價錢高批量消費無需高技藝,每人只需做整個任務(wù)的一部分任務(wù)無驕傲感、不稱心采用消費裝配線

3、 物料可通用批量單一產(chǎn)品講究產(chǎn)量,而非質(zhì)量價廉當今消費系統(tǒng)的方式 零浪費Zero Tolerance for Waste 穩(wěn)定的消費環(huán)境 A Stable Production Environment 客戶拉動/即時供貨Customer “Pull / Just-in-Time Starting with Toyota in the late 50s and catching on in the mid 80s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for ma

4、nufacturers 來源于20世紀50年代豐田汽車公司，而在80中期被歐美企業(yè)紛紛采用。隨著微利時代的降臨，精益消費方式成為企業(yè)競爭的有力武器精益思想和精益企業(yè)從60年代初,在Taiichi Ohno先生的指點下,豐田消費系統(tǒng)(TPS)開場實施兩個實際: 1.消滅浪費 2.有效時間管理(JIT)對全體員工的.經(jīng)過對員工所做任務(wù)的內(nèi)容和過程地改良,增 強員工對任務(wù)的控制和擁有感;提高問題處理才干,在短時間內(nèi)作出決議并提高產(chǎn)質(zhì)量量;公司的勝利-更好的個人就業(yè)保證;提高在任務(wù)區(qū)域的生活質(zhì)量;.精益思想的要點“精益釋義：精益 - 描畫詞：無肉或少肉，少脂肪或無脂肪，文體或措詞簡練反義詞： 肥胖的，

5、多肉的，過重的，不結(jié)實的，過分肥胖的，豐滿的，粗短的，肥大的，軟的精益消費：經(jīng)過消除企業(yè)一切環(huán)節(jié)上的不增值活動，來到達降低本錢、縮短消費周期和改善質(zhì)量的目的精益思想的五個原那么精益消費系統(tǒng)Value 價值站在客戶的立場上Value Stream 價值流從接單到發(fā)貨過程的一切活動Flow 流動象開發(fā)的河流一樣通暢流動Demand Pull 需求拉動按需求消費Perfect 完美沒有任何事物是完美的不斷改良降低本錢， 改善質(zhì)量， 縮短消費周期從經(jīng)濟學角度來看.Basic Economics 本錢利潤價錢Cost + Profit = Price市場決議價錢消費商控制本錢利潤Market Deter

6、mined Price - Producer Controlled Cost = Profit增值是指改動產(chǎn)品的根本性質(zhì),如:增值Vs.非增值Value Added Vs. Non Value Added Goal 1:非增值 增值七種浪費Seven Classes of Waste 過量消費 Waste of overproduction 庫存 Waste of inventory 運輸 Waste of transportation 等待 Waste of waiting 動作 Waste of motion 不用要的過程 Waste of overprocessing 次品 Waste

7、of correctionDefinition:Producing More than NeededProducing Faster Than Needed過度消費的浪費Overproduction定義:消費超越了需求消費快過了需求Characteristics 特點:Inventory Stockpiles 庫存積壓Extra Equipment 額外的設(shè)備 Extra Storage Racks 額外的倉儲架Extra Manpower 額外的人力Additional Floor Space 更多的任務(wù)場地Causes 緣由:Incapable Processes 過程才干低下Lack o

8、f Communication 缺乏交流Long Tool Changes 工具改換周期長Low Uptimes 方案工時利用率低 Lack of Stable / Consistent Schedules 缺乏穩(wěn)定 / 銜接的方案安排過度消費的浪費OverproductionDefinition:Rework of a Product or Service to Meet Customer Requirements矯正的浪費Correction定義:為滿足客戶的要求，對產(chǎn)品或效力進展的返工。Characteristics 特點:Extra Time Required by Workforce

9、 to Inspect / Rework / Repair 工人需求額外的時間來檢查/返工/修繕Missed Shipments / Deliveries 錯過了裝運/交貨時間Organization Becomes Reactive (Fire Fighting, Expediting Vs. Prevention Orientation) 使組織變得被動 (疲于“救火，而不是采取各種預(yù)防措施)Causes 緣由:Incapable Processes 過程才干低下Operator Control Error 操作者控制失誤Insufficient Training 短少足夠的培訓矯正的浪費

10、CorrectionDefinition:Any movement of material that does not directly support a lean system.資料搬運/運輸?shù)睦速MTransportation定義:任何不直接支持一個精益系統(tǒng)的資料挪動。Characteristics 特點:Extra Fork Trucks 額外的叉車Multiple Storage Locations 多處儲存地點Extra Facility Space 額外的設(shè)備空間Incorrect Inventory Counts 不正確的存貨清點Opportunity for Damage /

11、Floor Loss 存在損壞/喪失物品能夠Causes 緣由:Unleveled Schedules 方案安排不平衡Long Change Over Times 改換種類時間長Lack of Work Place Organization 任務(wù)場地缺乏組織Improper Facility Layout 設(shè)備規(guī)劃不當 Larger Buffer and Banks 緩沖庫存區(qū)過大資料搬運/運輸?shù)睦速MTransportationDefinition 定義: Any movement of people or machines which does not contribute value to

12、 the product or service.任何對消費和效力沒有帶來價值的人員或機器的運動。動作的浪費Waste of Motion Characteristics 特點:Looking for Tools 尋覓工具Excessive Reaching / Bending 過度伸展/彎腰Machines / Material Too Far Apart (Walk Time) 機器/資料間隔過遠步行的時間Shuttle Conveyors Between Equipment to Carry Parts 零件在設(shè)備間傳送帶上的來回傳送Extra 揃usy?Movements While W

13、aiting 等候期間的額外“忙亂 動作Causes 緣由:Equipment, Office & Plant Layout 設(shè)備、辦公室和工廠的規(guī)劃不當Lack of Work Place Organization 任務(wù)場地缺乏組織Poor Person / Machine Effectiveness 人員/機器效率不高Poor Ergonomic Design 人機工程方面的設(shè)計不好Inconsistent Work Methods 不一致的任務(wù)方法Large Batch Sizes 加工批量過大動作的浪費Waste of Motion Definition:Idle Time That

14、Is Produced When Two Dependent Variables Are Not Fully Synchronized.等候的浪費Waste of Waiting 定義:當兩個相關(guān)的變量 不完全同步時產(chǎn)生的停頓時間。Characteristics 特點:Person Waiting for Machine 人員等候機器Machine Waiting for the Person 機器等候人員One Person Waiting for Another Person 一個人等候另一個人Unbalanced Operations (Work) 不平衡的操作任務(wù)Unplanned E

15、quipment Downtime 方案外停機Causes 緣由:Inconsistent Work Methods 不一致的任務(wù)方法Long Machine Change Over Times 機器設(shè)置時間長Poor Man / Machine Effectiveness 人員/機器效率不高Lack of Proper Machines 缺乏適宜的機器Lack of Equipment Resources 缺乏設(shè)備資源等候的浪費Waste of Waiting Definition:Any supply in excess of process requirements necessary

16、to produce goods.庫存的浪費Waste of Inventory 定義:任何超越消費產(chǎn)品過程所需求的供應(yīng)。 Characteristics 特點:Extra Space on Receiving Dock 在進貨倉庫中占據(jù)額外的空間Stagnated Material Flow 物流停滯Massive Rework Campaigns When Problems Surface 當出現(xiàn)問題時，不得不進展大規(guī)模的返工Requires Additional Material Handling Resources (People, Equipment, Racks, Storage,

17、 Space / Systems) 要求更多的資料處置資源(人力、設(shè)備、貨架、倉庫、空間/系統(tǒng))Slow Response to Changes in Customer Demands 對客戶要求的改動反響緩慢Causes 緣由:Incapable Processes 過程才干低下Long Change Over Times 改換種類時間長Management Decisions 管理決策不當Local Optimization 部分最優(yōu)化Inaccurate Forecasting Systems 不準確的預(yù)測系統(tǒng)庫存的浪費Waste of Inventory DEFINITION:Effo

18、rt which adds no value to a product or service. Enhancements which are transparent to the customers, or work which could be combined with another process.過程的浪費Waste of Processing 定義:對產(chǎn)品或效力附加的無效的任務(wù)，或可以結(jié)合在另一過程的任務(wù)。Characteristics 特點:Process Bottlenecks 任務(wù)過程出現(xiàn)瓶頸Lack of Boundary Samples or Clear Customer

19、 Specifications 缺乏邊境樣品或明晰的客戶規(guī)格要求Endless Refinement 沒完沒了的修飾Redundant Approvals 過多的同意程序Extra Copies / Excessive Information 額外的復(fù)印件/過多的信息Causes 緣由:Engineering Changes Without Process Changes 工藝過程沒有隨著工程的更改而改動New Technology Used in Other Processes 在其他工藝過程中運用了新技術(shù)Decision Making at Inappropriate Levels 在不適

20、當?shù)膶哟紊现贫ǖ臎Q策Ineffective Policies and Procedures 無效的政策和程序Lack of Customer Input Concerning Requirements 對客戶的有關(guān)要求缺乏了解過程的浪費Waste of Processing 當 庫 存 滿 時.預(yù)備時間長庫存的海洋長途運輸缺勤交流問題機器停工交付缺乏清潔任務(wù)質(zhì)量問題方案性差消費線不平衡原資料廢品運給客戶損失消費時間用于尋覓資料和工具;由于妨礙物及其他潛在的危險要素呵斥平安隱患;環(huán)境臟亂,呵斥次品及設(shè)備損壞;差的客戶呼應(yīng)性和能夠產(chǎn)生送貨過失;難以區(qū)分“好與差或“需求與不需求.在一個無序的任務(wù)環(huán)境

21、中.5S和目視管理 5S&Visual Management企業(yè)文化認識Culture Awareness規(guī)范化任務(wù)Standardized Work改善Continuous Improvement-Kaizen防錯Error Proofing快速切換Quick Changeover全員消費維護Total Productive Maintenance看板物料控制Kanban Materials Control快速問題處理Team Problem Solving制約管理Constraints Management 精益消費系統(tǒng)TPS/LPS1S-分別、丟棄Separate & Scrap 2S-

22、整理Straighten 3S-清潔Scrub 4S-規(guī)范化和推行Standardize & Spread5S-系統(tǒng)化Systemize什么是5S?1S-整理SEIRI 2S-整頓SEITON 3S-清掃SEISO 4S-清潔SEIKETSU5S-素養(yǎng)SEITSUKEProvide an environment that:意在提供一個環(huán)境: Is safe (平安) Eliminates waste(減少浪費) Reduces total product cycle time(減少產(chǎn)品消費周期)Supports the operator(支持操作工)5S目的平安與安康關(guān)鍵目的員工的鼓勵與參與質(zhì)

23、量本錢反響時間以人為天性了解, 遵照并能容易地被利用.緊急情況的指點, 行動和途徑張貼并回想在地面貼膠帶或油漆來指明事物在哪里, 可以防止運輸?shù)幕靵y.人機工程的改良使物料能平安地傳送到操作工手中.一個清潔的環(huán)境能引導更好的安康形狀.改善平安與安康支持艱苦的變化引導人們完成他們的任務(wù).建立一個共同的認識和目的.將艱苦的變化引導至任務(wù)區(qū)域以鼓舞士氣.鼓勵人們參與作為一個整體.改良員工的鼓勵和參與先進先出的庫存體系被利用.零部件的適當擺放有助于預(yù)防過失并提高反復(fù)運用性.Boundary samples empower the operators to make an informed decisio

24、n.邊沿樣品可以協(xié)助操作任務(wù)出決議Increased visibility of problems allows them to be addressed quickly.添加問題的可見度能快速地找出根源改良質(zhì)量選用合理的物料傳送設(shè)備, 單元陳列及工位設(shè)計可以實現(xiàn)減少巡視時間和查找時間. Reduce walk time and search time for parts is realized through proper parts presentation devices, cell arrangement and workstation design.超越或小于最小/最大限制庫存情況的

25、簡單識別及規(guī)范包裝數(shù)量的識別Easy identification of over and under stock situations with Min./Max. limits and standard pack quantities identified. 取消一切不適宜在任務(wù)區(qū)域防止浪費的事物Elimination of anything that does not fit the Purpose of the work area prevents waste.對運輸, 零部件, 工具及信息的合理的定位能更好地取消浪費. Elimination of waste is enhanced

26、 through proper location of supplies, parts, tools and information.降低本錢經(jīng)過以人為本的實際及對節(jié)拍時間的了解, 我們實現(xiàn)了對客戶的支持.Customer support is achieved through the use of People Focused Practices and understanding Takt time.經(jīng)過對廠區(qū)信息溝通板, 區(qū)域信息板及安東系統(tǒng)更多的了解,我們改良了交流溝通. Communication is improved through increased awareness wit

27、h Plant Communication Boards, Area Information Boards, and Andon systems.任務(wù)場地組織是一個支持快速設(shè)置/換型及提高靈敏性的一個本質(zhì)性的工具. Workplace Organization is an essential tool in supporting quick set-up / change-over and flexibility. 一個良好的有序的任務(wù)場地能識別非正常形狀及所需的及時關(guān)注. A well-organized workplace identifies abnormalities that dem

28、and immediate attention.提高反響時間 (溝通)目 視 管 理目視管理是5S勝利的關(guān)鍵，它經(jīng)過直觀的文字、圖表、標識、顏色等方法來控制和簡化任務(wù),如:紅單；視板；區(qū)域劃分線；庫存形狀；.目視管理要素Workplace Organization and StandardizationPrevent Defects and ErrorsVisual Display5 KeysVisual ControlVisual Display5 SShare Information 場地組織是實現(xiàn)人, 機, 料三者的有機結(jié)合. Workplace Organization is the

29、interface between people, machine and material where visual control is used along with a location for everything and the elimination of all non-essential items, in order to support the employee. 目視控制協(xié)助快速反響. Visual Controls provide standardized rapid feedback of information relating to process status

30、 which assists employees in making decisions定 義標 準 化 工 作 是 的任務(wù)方法規(guī)范消費節(jié)拍過程作業(yè)順序換線換摸過程設(shè)備工裝檢查工藝過程文件質(zhì)量檢查內(nèi)容什么是規(guī)范化任務(wù) ?員工在任何時間任務(wù)順序是一致的;裝配方法書面化并在工廠予以張貼;每天運用一樣的工具和機器進展消費;任何時間資料放置在同樣的地方;每班員工裝配的方式是一致的;.規(guī)范化消費的根本目的尋求并運用最好、最平安、最容易的任務(wù)方法將質(zhì)量、平安、控制WIP及消費率融入每個步驟，使消費具有可預(yù)見性，繼續(xù)性并堅持穩(wěn)定改動卦容易(繼續(xù)改良)發(fā)現(xiàn)浪費區(qū)域-時機規(guī)范化任務(wù)改善規(guī)范化任務(wù)改善規(guī)范化任務(wù)改

31、 善KaizenKai =改動Zen =好、更好根本理念是全體員工在各自的任務(wù)區(qū)域內(nèi)進展小規(guī)模地、繼續(xù)地、增值地改動以產(chǎn)生積極影響。Continuous Improvement防 錯 ( Poka-Yoke)是指經(jīng)過設(shè)計,工藝或是防錯設(shè)備去除一切潛在錯誤緣由.防錯可以在設(shè)備,資料和人上加以運用.防錯的四個層次:可以 OK好 Good更好 Better最好 Best快 速 切 換快速切換是一個構(gòu)造化的的過程:縮短消費不同產(chǎn)品之間的預(yù)備時間;提高制造才干,靈敏性和質(zhì)量;Goal 1: 內(nèi)部切換時間 外部改換時間Goal 2: 減少更切所需人員全員消費性維護是 :維護消費設(shè)備的構(gòu)造化方法;由維修小組

32、擔任,全體員工參與;每個操作人員擔任做一些簡單的維護檢查.目的:零缺陷!零停機!看板(Kanban)和一物流一種消費控制方法,用于:只消費客戶所需的產(chǎn)品;只在客戶需求的時候消費;只消費客戶需求的數(shù)量.看 板 是 1工位2工位3工位 用戶裝配過程看板過程大幅度減少,消滅浪費:過量消費庫存運輸 供應(yīng)商拉 動 Vs. 推 動拉動式Pull:準確的產(chǎn)量實踐耗費量小批量少量存貨減少浪費目視管理溝通暢達推進式Push:產(chǎn)量預(yù)測估計運用量大批量大量存貨浪費“救火式管理溝通不暢拉 動 信 號卡片貨箱電腦符號電子符號暗燈8-D處理問題的步驟0.認識問題1.建立團隊2.確定量度和趨勢圖3.遏制病癥4.根本緣由分析

33、5.選擇糾正措施6.驗證行動措施7.防止8.封鎖制 約 管 理制約是瓶頸或是缺陷。制約可分為二類:有形的容易看見：在過程中一些固有的有形限制, 如：機器,空間,操作人員,零部件放置地點等。政策或程序不容易看見：任何不可觸及的但會影響體系表現(xiàn)的, 如：糟糕的任務(wù)指點,培訓程序。精益消費體系及時供貨Just in Time“The right part at the right time in the right amount先決條件Preconditions延續(xù)流動Continuous Flow拉動系統(tǒng)Pull System客戶節(jié)拍Takt Time平衡消費Level Production最正確

34、質(zhì)量Best Quality 最低本錢Lowest Cost 最短周期Shortest Lead TimThrough Shortening the Production Flow By Eliminating Waste 質(zhì)量保證Built in Quality消費線停頓Andon-Line StopManualAutomate防錯Error Proofing目視控制Visual Controls消費運作穩(wěn)定性O(shè)perational Stability面向操作人員People Focused Practices 穩(wěn)定的產(chǎn)品和過程Robust Products & Processes全員消費維

35、護Total Productive Maintenance供應(yīng)商參與Supplier InvolvementFlexible, Capable,Highly MotivatedPeople消費績效分析與改善 Production Performance Management體系審核篇制造系統(tǒng)差距評價跟蹤目的如何評價呢?評 價5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單5S工廠現(xiàn)場檢查單工廠可視化管理工廠可視化管理工廠可視化管理工廠可視化管理工廠可視化管理工廠總體評審雷達圖消費績效分析與改善 Production Performance Manage

36、ment傳統(tǒng)目的篇以往的方法Yesterdays Way批量消費Batch Manufacturing高產(chǎn)Maximum Volume庫存作為緩沖功能Inventory Buffers片面強調(diào)單個工人, 部門和設(shè)備Focus on Individual Workers, Departments, Machines報廢和返工Scrap and Rework Expected以產(chǎn)定銷Sales Limited by Manufacturing高價收回本錢Costs Recovered via Pricing以往的方法Yesterdays Way工程特征設(shè)計Design for Engineerin

37、g Features消除直接工Elimination of Direct Labor產(chǎn)品區(qū)分戰(zhàn)略Product Differentiation to Increase volume and Market Share專注外部財務(wù)報告Accounting Focus on External Financial Reporting注重贏利Emphasis on Profitability產(chǎn)品周期長Long Product Cycle Time當今觀念World-Class Views繼續(xù)性工藝流程Continuous Process Flow員工參與Employee Involvement供應(yīng)商參與

38、Supplier Involvement消除浪費Elimination of Waste消除偏向Elimination of Variation目視控制Visual Control全球化競爭Global Competition產(chǎn)品和技術(shù)的快速變化Rapid Change in Competitive Products and Technology當今觀念World-Class Views制造性設(shè)計Design for Manufacturability客戶價值最大化設(shè)計Design for Customer Value滿足客戶的需求Meeting Customer Needs財務(wù)為繼續(xù)改良和管

39、理變化Accounting focus on Providing information for improvement and facilitating change繼續(xù)改良Emphasis on Continuous Improvement產(chǎn)品周期短Short Product Cycle Time規(guī)范丈量和業(yè)務(wù)決策Criteria Measures & Business Decision決策和過程評價Decision-making and assessment process:目的Objectives規(guī)范Criteria評價可選行動道路，選擇行動道路Assess Alternative C

40、ourses of Actions, Choose Course of Action采取行動，丈量行動Take Action, Measure Action評價行動結(jié)果，決議下一個行動道路。Assess Results of Action, Decide on Next Course of Action傳統(tǒng)績效規(guī)范 規(guī)范和偏向 Standards and Variances直接勞動消費率 Direct Labor Productivity普通管理費用分攤和直接勞動力 Overhead Allocation and Direct Labor機器運用率 Machine Utilization消費和

41、運作規(guī)范 Production and Operations Criteria質(zhì)量要求 Quality Requirements直接勞動消費率規(guī)范直接勞動力本錢Standard DL Cost規(guī)范直接勞動力時間單位本錢Standard DL Time per unit cost規(guī)范直接勞動力報答Earned Standard DL Dollars效率直接勞動力DL Efficiency直接勞動力消費率DL Productivity直接勞動力運用率DL Utilization強調(diào)目的：原那么 注重競爭才干 Competitive Focus 注重明晰的和具有常識性的目的 Emphasis on

42、Clear, Commonsense Measures 注重趨勢和長期的繼續(xù)改良 Emphasis on Trends and Long Term Improvement 績效衡量系統(tǒng)戰(zhàn)略聚焦 Strategic Focus財務(wù)和非財務(wù)衡量目的 Financial and No financial Measures決策聚焦 Decision-Making Focus指點和鼓勵 Direction and Motivation績效衡量的選擇 Selecting Performance Measures Case Study目的Metrics-SMART GOAL詳細的Specific可丈量的Me

43、asured互一樣意的Agreed現(xiàn)實的Realistic基于時間方案進度的Time based質(zhì)量Quality外部客戶退貨Customer RPPM25PPM內(nèi)部質(zhì)量不合格率FTQ95%稼動率開機率Uptime90%報廢Scrap0.6% of Cost of Goods Manufactured制造本錢Manufacturing Cost/Expense制造單位本錢Manufacturing Cost/Unit加班Overtime20%速度Fast發(fā)運方案達成率Ship Window Compliance% (On Time Shipments)=100%庫存周轉(zhuǎn)次數(shù)Inventory

44、Turns總產(chǎn)品周期TPCT消費方案達成率Schedule Attainment %95%瓶頸切換時間減少Bottleneck Changeover Time Reduction強大Great損失任務(wù)天數(shù)LWD Rate=0合理化建議Suggestion Program=100%內(nèi)部消費率Productivity (Plant)-Pieces per Labor Hour外部消費率Sales per EmployeeCase Study制造關(guān)鍵目的消費運作Operational勞動力本錢Labor $ per Commodity本錢降低Cost Reduction Process采購費用Pur

45、chasing Burden $ per Commodity庫存周轉(zhuǎn)次數(shù)Inventory Turns入廠物流費用Total Inbound Freight as % of Materials質(zhì)量交期Quality/Delivery客戶拒收Customer Rejected Products客戶埋怨Customer Concerns工廠發(fā)運Plant Delivery工程更改TECAs Open供應(yīng)商拒收Supplier Rejects供應(yīng)商發(fā)運Supplier Delivery工廠內(nèi)部拒收Plant Internal Rejects Product制造關(guān)鍵目的人力資源H.R.平安率Safet

46、y Rate缺勤率Absenteeism離任率Turnover制造關(guān)鍵目的消費績效分析與改善 Production Performance Management現(xiàn)代目的篇價值流圖和總產(chǎn)品周期 Value-Stream Mapping (VSM)& Total Product Cycle Time (TPCT)價值流圖Value Stream Map - Visual representation of overall activities (Value added / Non-value added ) in an operation.描畫一切活動: 增值和非增值.消費控制總裝分裝供應(yīng)商.客戶

47、IMon. + Wed.IIMon. + Wed.Cycle= 45 secC/Over = 5 min. 2 Shifts2% ScrapCycle= 2 secC/Over = 90 min. 1 Shifts10% Scrap3 Days5 Days4 Min.8 Min.2 Days10.01 Days0.01 Days= 0.1% VA20,000 pc/monthSteel CoilDaily Production Order價值流圖例子Process Flow工藝流程Material Flow物流Information Flow信息流價值流圖流當今觀念World-Class Vi

48、ews繼續(xù)性工藝流程Continuous Process Flow員工參與Employee Involvement供應(yīng)商參與Supplier Involvement消除浪費Elimination of Waste消除偏向Elimination of Variation目視控制Visual Control全球化競爭Global Competition產(chǎn)品和技術(shù)的快速變化Rapid Change in Competitive Products and Technology當今觀念World-Class Views制造性設(shè)計Design for Manufacturability客戶價值最大化設(shè)計D

49、esign for Customer Value滿足客戶的需求Meeting Customer Needs財務(wù)為繼續(xù)改良和管理變化Accounting focus on Providing information for improvement and facilitating change繼續(xù)改良Emphasis on Continuous Improvement產(chǎn)品周期短Short Product Cycle Time現(xiàn)代衡量目的分類消費率Productivity資產(chǎn)利用率Assets Utilization庫存Inventory消費整備時間Setup Time提早期Lead Time場地

50、布置Layout設(shè)備Equipment質(zhì)量Quality方案Schedule簡化Simplification供應(yīng)商Suppliers & 其它目的Other Measures 計算練習其中銷貨本錢COGS練習: 消費率Productivity總?cè)祟^數(shù)消費率Total Head Count Productivity (HCP)工資每元產(chǎn)出數(shù)Units per Payroll Dollar (UPD)人均增值數(shù)Value-added per Employee (VAE)工資每元增值數(shù)Value-added per Payroll Dollar (VAP)練習: 資產(chǎn)利用率Assets Utiliz

51、ation總資產(chǎn)報答Return on Total Assets (ROTA)資產(chǎn)周轉(zhuǎn)次數(shù)Asset Turnover練習: 庫存Inventory庫存天數(shù)Days of Inventory (DOI)在制品周轉(zhuǎn)次數(shù)WIP Turns消費整備時間Setup Time提早期Lead Time制造周期Manufacturing Lead Time (M)客戶呼應(yīng)周期Customer Lead Time (C)周期比率Lead Time Ratio (M/C)供應(yīng)商供貨周期Supplier Lead Time運輸間隔Distance Traveled定單更改次數(shù)Order Changes新產(chǎn)品開發(fā)周

52、期Product Development Time場地布置Layout每種產(chǎn)品的裝配面積Assembly Space per Product (SPP)存儲面積利用率Storage Space Usage (SSU)物品受損率Damaged Goods Rate (DGR)產(chǎn)品流程間隔Distance per Unit (DPU)設(shè)備Equipment設(shè)備利用率Equipment Availability人工效率Performance Efficiency質(zhì)量合格率Rate of Quality設(shè)備價值利用率Dollar Utilization設(shè)備缺點率Failure Rate (FR)設(shè)備前

53、后缺點間的平均時間Mean Time Between Failures (MTBF)質(zhì)量Quality面向流程Process-Focused流程完成率Percent of Parts starting a process that do not finish不合格品率Percent of Parts that have at least one defect報廢率Percent of Parts that are scrapped 返工率Percent of Parts that are reworked發(fā)貨過失率Number of errors per order shipped供應(yīng)商不合格

54、品率Percent of Vendor-supplied parts that are defective統(tǒng)計過程控制工序百分比Percent of processes in statistical control過程才干大于2.0的工序百分比Percent of processes with Cpk at least 2.0質(zhì)量Quality面向客戶Customer-Focused客戶埋怨數(shù)Number of Customer complaints客戶退貨數(shù)Number of Customer Returns準時交貨率Percent of deliveries on time交貨準確率Per

55、cent of deliveries that are correct交貨件數(shù)準時率Percent of units delivered on time客戶的期望與觀念Customer opinions about product or service quality level regarding features that they think are important方案Schedule方案遵守率Adherence to Schedule (Linearity Index)發(fā)貨次數(shù)準時率Jobs shipped on time (JSOT)發(fā)貨件數(shù)準時率Units shipped on

56、 time (USOT)方案有效性Schedule Validity方案變卦次數(shù)Number of Changes to the schedule產(chǎn)出Throughout定期完成百分比Percent of period total produced簡化Simplification不同產(chǎn)品的種類數(shù)Total Number of Different Parts非標零件的比例數(shù)Percent of Nonstandard Parts過程中工序數(shù)與文件數(shù)Number of Steps and Procedures in a Process供應(yīng)商Suppliers供應(yīng)商延遲率Percent of lat

57、e units and deliveries交貨偏向Delivery variability缺陷率Percent defects免檢率Percent of items received guaranteed 100% defect free供應(yīng)商數(shù)量Total number of suppliers其它目的Other Measures訪問工廠客戶數(shù)量Number of customer visits to the factory.新團隊員工比例Percentage of people working on new teams.提升員工技藝所破費的時間與本錢Hours or dollars de

58、voted to upgrading peoples skills.經(jīng)理用在客戶與員工的時間比例Managers Percentage of time spent out of the office and with customers and employees.獲獎次數(shù)Number of awards given for interesting failures.客戶需求的反響速度Speed of response to customer needs.其它目的Other Measures因創(chuàng)新的獲獎次數(shù)Number of awards given for innovative ideas.消除組織界限的行為次數(shù)Number of acts of organizational boundary-bashing.銷售額中的研發(fā)費用R&D expenditure as a percent of sales.員工培訓費用Percent of payroll per employee spent on education and training.提出與實施的合理化建議Number of suggestions generated and implemented.自創(chuàng)數(shù)Number of ideas “swiped fr