八大浪费介绍世界500强伟创力课件.pptx

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1、2Over Processing 不必要的过程不必要的过程Transportation 运输运输Motion/Movement运作运作Take all FOURI need ONE!Over Production 过量生产过量生产Inventory库存库存Waiting等待等待3 工厂布局差 流程效率低 库存多 产品在运输过程中遭受潜在损害 资源成本增加举例举例:任何连续作业中断的地方 材料储存不符用点的地方 丰富的材料处理装置:运输带扣,铲车,码垛车等 背离直接的材料流程解决方法解决方法:减少不必要的生产步骤-通过适当的直接设计去除复杂流程 使用看板拉动系统 去除/减少WIP库存区 采用蜂窝

2、状生产模式TransportationInefficient movement of people,materials and information in the organizationPoor layoutInefficient“flow”Carrying large inventoriesExposes product to potential damage/loss during transportationIncreases cost to hire resources to ferryExamples:Anywhere sequential operations are unco

3、upled Where material storage is not adjacent to point-of-usage Abundance of material handling equipments:conveyors,forklifts,pallet trucks,etc.Deviation from straight-through material flow processSolutions:“Shrink the footprint”-eliminate spaghetti flows via proper line design Use Kanban pull system

4、s Eliminate or reduce WIP Inventory storage locations Introduce Cellular Manufacturing4常常是”过量生产”的结果以防万一逻辑工作量不平衡行程安排不平衡供应商不可靠习惯举例举例:成品库存 半成品库存 物料盘存 备料库存解决方法解决方法:根据客户订单生产 看板拉动系统 去除库存区 终止不必要的库存计划InventoryAny supply in excess of one-piece flowOften the result of“Overproduction”Just in case logicUnbalanc

5、ed workloadUnleveled schedulingUnreliable suppliers Habit-Examples:Finished Good Inventory Work In Process Inventory Supplies Inventory Staged or“kitted”InventorySolutions:Make to Customer Order Kanban Pull System Eliminate Inventory Storage Areas Stop Planning for Unnecessary Inventory5工厂布局差工作场所缺乏组

6、织性缺乏标准化,工作方法不一致增加作业员疲劳导致其他浪费,如:缺陷工效问题对健康的影响,如:重复性动作伤害,等举例举例:浪费时间寻找物品,等 额外动作 材料与工作站设计不合理解决方法解决方法:5S Workplace Organization Point-of-Usage Storage工作站设计Examples:Time spent away from workplace looking for items,etc.Extraordinary movements Materials and workstations not designed to appropriate level of r

7、eachSolutions:5S Workplace Organization Point-of-Usage Storage(POUS)Workstation Design MotionUnnecessary movement of people,parts or machines within the processPoor layoutInefficient Workplace OrganizationLack of Standardization,inconsistent work methodsIncrease operator fatigue leading to other was

8、tes e.g.defects Ergonomic issues causing health e.g.repetitive motion injuries,etc.6WaitingWaiting for man,machine,materials,information,etc.Unbalanced workloadUnleveled scheduling Unplanned downtimeIncreases cycle timeUncouples manufacturing flowProduct absorbs more costs while waiting but receive

9、no value 工作量不平衡安排不合理停机时间无计划增加循环时间生产流程不连贯等待时生产成本增加,但价值并无增加举例举例:寻找工具维护设备 等待系统完成信息处理(生产报告)第一件等待整批完成 因为缺料造成的人员空闲 生产前等待指示 无材料流程率解决方法解决方法:5S,安装拉动系统,最大化减少批量 减少不必要的生产步骤 加速生产型号转换Examples:Looking for tools to repair machines Wait for Information Systems to complete transactions(reporting production)First piec

10、e waiting for entire production batch to finish People idle at workstations because of no materials to work on Process waiting for instructions before proceeding No material flow velocitySolutions:5S Workplace Organization,Install Pull System,Reduce batch size to 1 Shrink the Footprint Employ Quick

11、Changeover7以防万一逻辑工作量不平衡安排不合理为保持原有路线浪费信息系统及人力资源举例:生产计划-设定设备以达到最大量生产 长期生产运行-避免频繁转换以提高设备效率 批量生产/提高设备利用率-批量生产 建立WIP目录-看先前的工作站解决方法解决方法:按客户要求生产 速度=TAKT,做一个拿一个 减少安装时间 不同型号序列生产 安装一个拉动系统*在TPS中,过量生产是最大的浪费Overproduction*Making more-earlier-faster than the next process or customer needs it.Just in case logicUnb

12、alanced workloadUnleveled schedulingWaste information systems and people resources to keep track*Overproduction is considered the worst waste in TPS Examples:Prod Planning scheduling machines to run maximum capacity Long Prod runs avoiding frequent changeovers to maximize machine efficiencies Batch

13、production/Maximizing Machine Utilization Producing in batches WIP Inventory building up look at preceding workstationSolutions:Make to Customer Order Rate=TAKT,Make 1 Move 1 Reduce Setup Time8不必要的过程不必要的过程过程超出客户过程超出客户(内部或外部内部或外部)要求要求对产品规格,客户要求不了解工作方法不一致(非标准化)沟通无效批准过多信息及复印件过多举例举例:用手清除产品的灰尘 线末100%目使检查

14、 重做或修复或调试区域 材料等待决定及部署 解决方法解决方法:在源头做好自检 错误检查Over-processingProcessing beyond the customers(internal or external)requirementsPoor knowledge of specs or customer requirementsInconsistent work methods(non-standardization)Ineffective communicationRedundant approvalsExcessive information,extra copiesExamp

15、les:Manually cleaning product because of the dirt introduced in the preceding operations 100%visual inspection at end-of-line to catch and prevent“escaping defects”Rework or repair or debug areas Materials awaiting decision and dispositionSolutions:Properly engineered self-inspection at source Mista

16、ke Proofing(Jidoka,Poka Yoke)9缺陷缺陷没有做到第一时间做队没有做到第一时间做队没采取JIDOKA*1或POKA-YOKE*2缺乏标准化,工作方式-不统一导致其他浪费:过量生产额外成本:材料,处理,DL,IDL,外派,杂费,保修,等 举例举例:特殊操作中出现的缺陷 检测出并去除有缺陷的次品 无法使用的包装必须去除 遗漏的缺陷 解决方法解决方法:在源头做好自检 (Jidoka,Poka Yoke)错误检查*1-也称作”自动操作”*2-也称作”错误检查”DefectsNot doing work Right the First TimeNot using Jidoka*

17、1 or Poka-yoke*2Lack of standardization,inconsistent work methodsLead to other Wastes:OverproductionExtra costs:materials,handling,DL,IDL,expediting,burden,warranty,etc.*1-also called autonomation*2-also called error or mistake proofing Examples:Defects to look out for in specific operations Poor qu

18、ality parts that have a certain%defective and must be inspected and removed Packaging supplies that cant be used and must be discarded Escaping defects Solutions:Properly engineered self-inspection at source Mistake Proofing(Jidoka,Poka Yoke)10安全安全工作环境中缺乏安全意识工作环境中缺乏安全意识-缺乏安全意识与知识-工作布局差-5S差-操作工疲劳-工作时

19、不注意举例举例-卡板太高-危险操作叉车-使用工具不当-材料堵塞走道解决方法解决方法-适当的看板尺寸-参加叉车培训-在工作表中提供适当的工具和文件-正确的5S与地面标识SafetyLack of safety planning and application in the working place Lack of safety awareness&knowledge Poor layout(e.g.ergonomics,narrow isles,)Poor 5S(e.g.stacking too high,cables,.)Fatigue factors(e.g.too much burden

20、,.)Distractions(e.g.noise,lights,.)Wrong tool for the jobConsequences:Injuries,lost work daysLow morale,careless behaviorDefects,sabotageSolutions:Kanban sizingSafety Hazard education,planningProper tools and cell lay outSafety tips in Operating Procedures Frequent auditing and assessment of discipline/attitudeManagement leadership to demonstrate safety consciousness1112131415

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