delta_leantoolsused(ppt27)-经营管理(编辑修改稿)

delta_leantoolsused(ppt27)-经营管理(编辑修改稿)内容摘要：

ON THROUGH THE FOUR “GOLDEN RULES” Basic Principle 1. Reduce the number of motions. 2. Perform motions simultaneously. 3. Shorten motion distances. 4. Make motions easier Hints Is searching, selecting, switching hands involved? Is waiting, or holding steady involved? Are large unnecessary motions involved? Can the number of work factors be reduced? Principle of motion method Principle of equipping/ maintaining the workplace Principle of jigs and tools Principle of jig, tool and machinery design 5B MATERIALS REPLENISHMENT: START BY APPLYING THE LINEBACK PRINCIPLE AT EACH STATION Lineback principle • Removing all nonvalue added activities from the line operator and transfer them to the upstream supporting processes Reasoning • Operator can focus on valueadded activities • Nonvalueadded activities can be collected and rationalized outside of the line • Ultimately to be eliminated at source (supplier) Workstation Line stock Marketplace Suppliers Ideal condition • Low (one) line stock enables any adjustment/ improvement of work contents • Parts supplied at point of use oriented correctly for the operator can perform without looking • Supplying part ontime and in right amount • Direct delivery to the line by supplier DET020815HKDEQ0021pr 14 AGENDA • Model line implementation • SMD Diagnostic DET020815HKDEQ0021pr 15 HIGH LEVEL DATA INDICATE THAT CHANGEOVERS ARE A KEY SOURCE OF LOST TIME * Includes product changeover and material preparation ** Includes material replacement, material shortage, and material audit *** Overall Equipment Effectiveness 2 100% Total time Product changeover related* Machine setup adjustment Machine breakdown Machine cleaning amp。 others Available time Material replacement** related Running time Reworked quality losses OEE*** Product changeover is the largest source of time losses Material replacement is another significant time loss DET020815HKDEQ0021pr 16 1. OVERALL: MODIFY THE CURRENT DATA COLLECTION TEMPLATE TO COLLECT MORE ACCURATE OEE DATA TO UNCOVER IMPROVEMENT OPPORTUNITIES Issues with old templates • Quality factor not included in current measurement of machine • Operators have discretion on how to set “cycle time” Record the lowest cycle time as standard Record number of PCB that requires rework and/or is scrapped New Template Already under implementation DET020815HKDEQ0021pr 17 2A. PRODUCT CHANGEOVER: APPLY SMED TECHNIQUES TO ANALYZE AND REDUCE PRODUCT CHANGEOVER LOSSES Improvement potential • Standardization of changeover procedure to reduce variability • Apply SMED principle to externalize activities • Conduct activities in parallel rather than in sequence Key levers CHANGEOVER TIME 1 2 3 4 5 Improvement Stages E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L E X T E R N A L I N T E R N A L 3 Measure the total changeover time Determine internal and external steps Convert internal steps into external and move external steps outside the changeover Improve the external step Shorten the internal step 1 2 4 5 SMED STEPS DET020815HKDEQ0021pr 18 2A PRODUCT CHANGEOVER: REDUCE LOST TIME FURTHER BY WORKING ON MULTIPLE MACHINES IN PARALLEL Current status – Sequential activities Ideal status – Parallel activities Changeover time Material changeover Dispenser . placement Multifunction pickandplace Changeover time Material changeover Dispenser . placement Multifunction pickandplace Loader Dispenser High speed placement Multifunction pickandplace Oven Unloader Operator Engineer A Engineer B。