tpm讲义持续改进ci支柱continuousimprovementci(编辑修改稿)

tpm讲义持续改进ci支柱continuousimprovementci(编辑修改稿)内容摘要：

be improved within 3 months QM system 生产活动中的损失结构（ 16种主要损失） Loss structure during production activities ( 16 major losses ) 停止损失 编制损失 负荷工时 8. 停机损失 1. 故障损失 2. 作业准备损失 3. 工具交换损失 4. 开机启动损失 7. 质量缺陷和返工损失 9. 管理损失 10. 操作动作损失 11. 编制损失 12. 物流损失 13. 测量、调整损失 14. 能源损失 16. 工具、模具损失 15. 不合格率 作业总工时 实际作业时间 有效工作时间 有价值的 工作时间 总工时 负荷工时 运行时间 实际运行时间 有价值的运行时间 人的高效化 设备的高效化 能源 原材料 输入能源 有效能源 输入原材料 ( 数量、重量 ) 认证产品的数量或、和重量 工具 /模具成本 额外工时 作业损失工时 不良损失工时 计划停机 性能损失 质量缺陷损失 质量缺陷损失 开机启动损失 切割损失 重量损失 过剩损失 ( 增加的佣金 ) 工具、模具 来自生产和维修工具模具的经济损失 开机启动损失 过载损失 温度损失 阻碍设备效率的8大损失 阻碍 人的效率的5大损失 EQUIPMENT 设备的 8种主要损失和 OEE的关系 Relationship between 8 Major Losses on Equipment and Overall Equipment Efficiency. 8 MAJOR LOSSES CALCULATION OF OVERALL EQUIPMENT EFFICIENCY x 100 Loading time downtime Availability = Loading time x 100 460 mins60 mins Availability = 460 mins (Example) = 87% Operating time (Example) Performance = Standard cycle time x Product units processed Performance rate x 100 mins/units x 400 units 400 mins x 100 = 50% rate = Product units processed defect units = (yld) Quality products rate Product units processed x 100 400 units 8 units 400 units x 100 (Example) = 98% Quality products rate 实际运行时间 性能损失 Perf. Loss 有价值的 运行时间 质量缺 陷损失 Defect Loss 负荷工时 运行时间 停止损失 D/Time Loss 总工时 1)故障损失 Equipment Failure 2)作业准备损失 Setup amp。 Adjustment 3)工具交换损失 Component Change 4)开机启动损失 Startup Losses 5)空转或者空闲损失 Minor Stoppages 6)速度低下损失 Speed Losses 7)质量缺陷和返工损失 Defects / Reworks A) Planned Shutdown 计划停机 B) Breaktime 中断时间 C) Planned PM 计划 PM 计划 停机 Schld. D/Time Overall Equipment Efficiency = Availability x Performance Rate x Quality Products Rate (Example) x x x 100 = % 8）停机损失 = 导致设备失效的 5种因数的组合 Combination of 5 Factors leading to Equipment Failure 不适当的初始条件 /状态 Inadequate original conditions 技能匮乏 Lack of skills 设计缺陷 Design shortings 不遵守运行条件 Nonobservance of operating conditions 遗留的未 修理的变质 Leaving deterioration unrepaired 9步 CI路径 The 9Steps CI Approach 1 2 3 4 5 6 7 8 9 Theme / Reason For Selection选择的理由 /主题 Understanding Current Situation理解当前的状态 Goal Setting amp。 Plan目标的设定和计划 Outline Of Equipment amp。 Process Flow设备和工艺的轮廓 Clarification Of Phenonmenon / Problem问题 /现象的描述 Root Cause Analysis根本原因的分析寻找 Countermeasures采取的对策 /行动 Effectiveness Verification有效性的确认 Prevent Recurrence amp。 Standardization 预防复发和标准化 Step 1 of CI Approach Theme / Reason For Selection选择的理由 /主题 • Identify the Theme辨认 /确认主题 * Reduction降低 [or Elimination消除 ] of [Defect Type] in [Product Line] • State the Reasons For Selection陈述选择的理由 How does the above affects line performance? * [% OF PROBLEM] affecting [OEE] • Provide Visual sample of good product with dimension (for VM defects only) 1 0 2 4 6 8 10FI NA L TES TTR IMamp。 FO RMMO LDA L PHA SEMSA WSMB LINE BALANCE CHART CAPACITY OPERATIONS BOTTLENECK AREA MILLIONS OF UNITS SMB KEY EQUIPMENT 8 LOSSES FEB’99 0 5 10 15 20 25 30 Alphasem Fico Mold Fico T/F T16 Alphasem Fico Mold Fico T/F T16 ALPHASEM Minor Stoppages (FEB’99) Step 2 of CI Approach Understanding Current Situation理解当前的状态 • Explain Current Situation解释当前的状态 Show Performance or Defect Trend Charts by Months or Weeks • Pareto the various types of defects不同缺陷类型的图标描述 eg1 : Lifted Bond 1. No bonding impression on pad 2. With bonding impression on pad 3. With bonding impression on die (which part of die from pad) 4. With damaged post on previous wire 5. With ‗discolored‘ bond pad (yellow, black?) eg2 : Bent Leads 1. Lead bent sideways (left or right?) 2. Leads bent downwards 3. Leads bent upwards 4. Leads bent inwards 1 2 Current Status Analysis P A R E T O O F 6 M A J O R L O S S E S1 6 8 01 2 6 58 4 06 3 85 3 34 2 002 0 04 0 06 0 08 0 01 0 0 01 2 0 01 4 0 01 6 0 0M in o rS to pp a g eE q ui pm e n tF a ilu reS e tU p amp。 A d ju s tm e n tM at e ria l D/ Tamp。 O t he rsD e fe ct s /Re w o rkS p e e d L os s1ST LEVEL OF PARETO I N D E X I N G L O S S E S4 4 21 9 05015 025 035 045 055 065 075 0M E C H A N IC A LP R O BL E MM O T O RC U R R E N TS E T T I N G3RD LEVEL OF PARETO 2ND LEVEL OF PARETO PROBLEM SELECTION M I N O R S T O P P A G E L O S S E S6 3 23 3 12 8 52 3 11 1 2 8 9010 020 030 040 050 060 070 0IN D E X IN G M I S B AL L P R S M O T ORT I M E O U TT D S T E P O T H ER SMINS •BASED ON PARETO ANALYSIS RESULT, THE TEAM DECIDED TO LOOK INTO INDEXING PROBLEM CAUSED BY MECHNICAL PROBLEM •APPROCH : USED ―WHY WHY ANALYSIS‖ TO NARROW DOWN THE PROBLEM MINS MINS DEPT 248 TEAM : SOD123 TEAM EQUIPMENT NAME : MY ACE CARD Step 3 of CI Approach Goal Setting amp。 Plan目标的设定和计划 • Determine Goal statement 确定目标 * [REDUCTION or ZERO] within [3 MONTHS] • Determine Time Frame of project 确定项目的期限 * From [MONTH] to [MONTH] • Various items parametrized in Step 2 shall be used Eg: Activities Goal Time Frame 1. No bonding impression Zero in 1 mth 1999 Sep 1 starts 2. With bonding impression Zero in 1 mth 1999 Oct 1 starts 3. Bond impression on die Zero in 1 mth 1999 Nov 1st starts 4. Damaged post Zero in 1 mth 1999 Dec 1st starts 5. Discolored pad 50% reduction in 2 mth 2020 Jan 1st starts • The plete improvement plan shall be per the normal CI 1pager 1 2 3 Masterplan a。