麦x锡培训资料-jitsimulation(编辑修改稿)

麦x锡培训资料-jitsimulation(编辑修改稿)内容摘要：

i o n s 1 amp。 2 3 4 5 amp。 6 7Ba tc h s i z e 4 2 2 2 212 Inputs Product Demand Layout People Batch size Run time Outputs Quality (%) Quantity Prod uctivity WIP Lead time Space 1 Crane 14 By process 7 4 or 2 10m 2 3 4 5 Performance Monitor 13 Performance Monitor: definitions Quality = good products made x100 (%) total products made Quantity = good products delivered () Productivity = good parts delivered (/person/day) total employees WIP = total unfinished assemblies amp。 () undelivered products Lead time = WIP (shifts) customer requirement per shift Space = indexed against stage 1=100 (%) 14 Learning points 1 15 • The layout is poor: – does not support this product – prevents people understanding the system – hinders munication • Operators often have nothing to do: – batch manufacture – waiting for material handler – system empty at start of shift • High levels of WIP tie up cash and create a quality risk. • Despite a lot of activity, the customer demand has not been met. • It is a frustrating system to work in! Typical learning points 1 16 Continuous Flow Processing 2 17 Continuous Flow Processing is the first step in improving material flow. Process 3 Process 1 Process 2 Process 3 Process 1 Process 2 Traditional Manufacturing inhibits material flow and creates WIP. Continuous Flow Processing 2 18 • Layout by process • Batch production • Layout by product • One piece at a time • Operators – only make once the next operator has taken the last piece – are now responsible for quality (pass back any defective material) – start with one partbuilt assembly between each station – are now paid a standard daily rate (rather than piecework)  the material handler can now study the process. • Customer demand is now 7 cranes in 5 minutes (single shift). Continuous Flow Processing 2 19 Continuous Flow Processing 2 Prod u c t。