全面生产维护(TPM).ppt

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精益生产系列课程 全面生产维护(TPM) 通过团队合作提高企业效率 课堂规则 这是一次学习TPM的好机会，我们要求大家： 真实承诺实施TPM的榜样领导 准时开始 不要随意中断课程 -- 手机请关闭或静音 利用这机会向别人学习TPM与改善 向别人学习如何有效管理团队 享受过程体验学习乐趣！！！ 设备的维护保养对生产的影响 设备瘫痪 速度下降 产量下降 机器设备 产品组合时间安排不畅 错误的规划设计方案 缺少标准化模式 管理方式 数量短缺 有质量缺陷 零件未到 原材料 缺勤 技术水平参差不齐 人际矛盾 人力 导致生产能力下降的原因 四大因素 设备维护 观测生产: 收集数据找出生产中问题 通过帕雷托分析找出4M中占最大比例的因素 传统的工作态度 我维修, 你设计 我使用，你维修 我设计, 你使用 两种设备维护方式 故障停机 计划维护 ! 停机的维修费用十倍于预先的计划维护支出 为什么要TPM ! 在未使用TPM之前, 设备只发挥了17%~40%的生产效力 为什么要TPM 可喜的是这两大因素都是在我们能力范围内可以预见和防止的 ! ! 75%的设备瘫痪是由以下两大因素造成的 污染物 缺少润滑油 从“救火”到预防 ! 不超过20% 的“救火”被认为是一流的设备维护 救火式 可预防的 可预见的 TPM的测量指标是什么 需维修的部分不太复杂，耗时更短 机器运转更快、质量更高、性能更稳定 有更多时间改进 停机频率少于以往 效果 减少维修时间 降低维修零件费用支出 越短越好 维修时间 提升生产力 提高产品质量 增加产出 超过80% 为世界级水平 OEE（整体设备效率） 提升生产力 提升产品质量 低于20% 为世界级水平 % 救火式维修 减少维修时间 增加产出 越长越好 MTBF 维修间隔时间 财务收益 目标 TPM 指标 TPM的改进路线 定期将设备重整到最初状态 对其使用寿命做出评估 定期检查 定期更新零部件 提高可维护性 学会甄别设备内部损毁 鉴别警告标志 将设备恢复到最初的工作环境 第三步 应用预瞻性 分析以往设备瘫痪的原因 找到导致设备损毁带来根源 学会提前预测导致设备停工、损毁的根本原因 更正设计缺陷 提高精密度 简化操作流程 提高可维护性能 排除零星的设备瘫痪 修复损坏部件 更正可见的缺陷 阻止正在加速的恶化 控制好设备运转的基本环境 主动自发地保养 预测设备生命周期 延长机器使用寿命 改善 MTBF 第四步 第二步 第一步 TPM实施的12步骤 TPM推进方式 集中于整体设备效率, 不仅仅是速度 实施现场改善防止各种形式的损耗 每位最高管理层人员要定期检查 所有部门都要参与到TPM 在团队中推行零停机 TPM：第1大支柱 自主维护 TPM模块二 自主维护 快速简单的自发性维护工作比如定期检测和添加润滑油可以: 防止可移动零件老化 防止设备过热 防止污垢积淀 ! 操作者可以检测到并且防止 75%以上的设备瘫痪的发生 自主维护 初始清洁 阻断导致污垢的来源 建立定期清洁、添加润滑油和检测的工作记录表 进行大规模的设备检查 自发性的监测 建立车间维护团队 自发性的维修保养和改进 清洁 把清洁工作当作是一种检查 寻找可见或不可见的设备缺陷 感觉不正常的震动,松动,和机器过热 寻找老化, 堵塞, 或有污垢部位 记录下不易清洁或者触及的部位 确保所有仪表都明确标示并可操控 查找是否有漏气、漏油、漏水等原材料泄漏之处 查找隐蔽问题，比如：输送管堵塞、设备内部生锈 初次清洁 深入清洁，去除所有层面的污垢 打开盖子暴露隐藏的污垢 清洁外围设备、连接和管子等. 识别污染的源头和形成的期间 每日清洁设备作为日常工作一部分 当发现有严重污垢时, 彻底清洁机器使其恢复原来状态. 这需要良好的管理制度,维修部门的监督指导. 清洁、检查和更新 目视化管理: 便于维护 Off MIN MAX Off On On Off 压力计 封闭阀门 切断旋塞 液压油箱 润滑油箱 水 油,油脂 冷冻剂 废水 压缩空气 线,管道 流动方向 On TPM工具 设备检查工作表 维护的意识 TPM: 第二大支柱 TPM模块三 操作者技能 每日检查及润滑 有能力检测异常性 有能力进行小型改善 定义良好的操作环境 运行维护设备 维护者技能 设备修补 监控设备 改善&修正设计缺点 加强技术能力 对操作者培训指导 终极目标 外部维护 – 操作者职责范围 内部维护 – 维护者职责范围 发现 维护的意识 预防性维护 在失败前找出问题所在 蓝色标签 每日,每周,每月检查 设备调查 TPM Autonomous Maintenance Equip. model: __________________ Machine number: _______________ Date found: ___________________ Found by: _____________________ Description: Place this tag on relevant equipment. Step: ABNORMALITY SITE 蓝色标签流程 确定污染和故障根源 书写以张蓝色标签 (填入”操作者”部分) 将蓝色标签贴在机器上的问题所在处 将蓝色标签的号码和位置记录在TPM 板上 和维护技师回顾标签 维修者在”修理”栏中记录 修理完毕后,撕下标签并留下标签定部 在数据库中跟踪维护信息 蓝色标签日志 TPM工具 一 点 课 程 做什么的? 怎么做? 要关注什么? 需要检查哪里? 频次多少? 每次多久? 我们可有不同的做法吗? TPM工具 蓝色标签 设备检查清单 一点课程 预防性维护标签 OEE 记录表 TPM 设备调查 D7 Check Mark Hydraulic Oil Level TPM培训 进行 TPM 培训的介绍 决定维护目标 (样本) 驱动系统 润滑系统 水利系统 电力系统 机械零件 根据目标制定培训材料 实施维护培训 普通检查 问题分析 技师课程 为作业员工推行“一点课程” 按照区域审核TPM绩效 5S 绩效板 总体设备效率 TPM培训 计划维护系统 TPM: 第三大支柱 TPM模块四 计划维护系统 设备定期维护程序 每日, 每周, 每月检查 确定损坏症状 纠正 最优运转的五个步骤 明确主要的机器运转原理 决定理想的运转条件 比较理想和目前的条件 识别异常性 实施对策 TPM工具 预防性维护标签 D = 每日 W = 每周 M = 每月 1 = 检查程序的第一步 M1 改变水压油 & 过滤器 D1 检查水压冷却过滤器 M1 改变水压冷却过滤 根原因分析 通过调查并对现象分类阐明问题 通过对部件和功能的观察和研究理解设备机械原理 使用存在于现象背后的自然法则实行物理性研究 罗列出会产生每种现象的条件明确所有的因素 根原因分析 明确构成人员,物料,机器,方法的因素进行相关研究 决定衡量标的和衡量方法后计划调查 通过罗列缺陷和可疑条件对有疑问的项目进行调查 对每个异常性进行排列顺序并制定计划实施改善 停工原因和影响表 零件无法 装入 机器 进料途径 方法:计时 环境: 污染尘埃 物料 零件尺寸 宽度差异 震动 黏附物 不当调整 齿轮磨损 摩擦力 整体设备效用 (OEE) TPM: 第四大支柱 TPM模块五 总体设备效用(OEE) 生产损失分类 可用性 性能 质量 整体设备效力 = 可用性 x 性能 x 质量 建立最佳机器操作环境 建立根本原因分析基线 可用性 = 实际生产时间 可用工作时间 表现 = 零件加工时间（总生产零件数* MCT） 实际生产时间 质量 = 总生产优良零件 总生产零件 完美 慢性损耗与零星损耗 零星损耗是人们可以直接看到或感觉到的损耗. 慢性损耗占了设备效力性损耗的大部分. 慢性损耗会逐渐不被意识到,但慢性损耗会成为:正常生产流程中可以被接受的部分.. 慢性损耗 零星损耗 生产量 时间 设备六大损失 停机与失效 切换与调试 停顿与少量停机 速度减慢 缺陷 启动与生产 运用OEE来跟踪并减少停工期 损失一: 停机与失效 原因有: 机器负荷运转 螺丝螺钉疏松 过度磨损 油料缺少 污染 一项设备操作功能的损失 损失二: 切换与调试 原因有: 拆卸当前工具 寻找新工具 安装新工具 调整设置 在当前产品向过度产品换产或在运行中改变设置,时间将会损失 损失三: 停顿与短暂停机 原因有: 零件在斜道中堵塞 滑动的碎片 传感器故障 程序错误 不起眼的问题也会造成短暂的设备中断 损失四: 速度降低 原因有: 机器磨损 人为的干预 工具磨损 机器超负荷运转 当机器的实际操作速度低于设计速度时会造成损失 损失五: 缺陷 原因有: 人为失误 原材料不合格 工具破损 程序错误 废料的产生,重复劳动以及处理不合格零件也会造成时间损失. 损失六: 启动期间的生产 原因有: 机器加速缓慢 需要热炉来设定温度 额外物料用完 与过程相关的物料缺少 经过一段时间的停工期后,机器也需要时间为满负生产做预热 OEE的计算 可用时间: 去除允许休息的时间 停工时间: 换产时间, 机器停工时间,未在计划内的停工时间 MCT: 作业加工时间 (每个零件的加工时间) 运转时间: 机器运转的时间 (不包括停工时间) 样本: 可用性 = (450 分钟 – 50 分钟) / 450 = 表现性 = (1 分钟/件 x 350 件) / 400 = 品质= (350 件 – 35不合格品 ) / 350 = OEE = x x x 100% = 70% OEE的练习 生产输出 468 件优良产品 整修 1件产品 放弃 4件产品 生产时间 440 分钟 (480 分钟 - 40 分钟停工) 未在计划内的停工71分钟 需要 分钟 OEE = 可用性 x 表现性 x 品质 生产时间 – 停工时间 生产时间 x x = x 100 % = % 440 - 71 440 = 生产零件件数x 循环时间 净生产时间 473 x 440 - 71 = 生产输出数量-重复劳动数量-放弃数量 生产输出数量 = 473 - 5 473 X X OEE小结 总体设备效力 (%) = 可用性 x 表现性 x 品质 1. 设备失败 2. 安装和调试 3. 停顿和少量停机 4. 速度减少 5. 流程缺陷 6. 产量减少 可用性=可用时间 – 停工时间 可用时间 表现性= MCTx 生产零件数量 运转时间 品质 = 生产零件数量 – 不合格品数量 生产零件数量 OEE的目视化管理 在机器上以及在部门内显示OEE 早期设备管理系统 TPM: 第五大支柱 TPM模块六 早期设备管理系统 维护设计标准 生命周期成本法 维护数据库 设备计划和采购的相关维护和操作人员 早期报警诊断 保护 什么是生命周期成本 生命周期成本是指某件产品在其整个生命中所产生的所有费用. 生命周期成本包括在系统的有效期内的直接的,间接的,循环的,非循环的及其他相关成本 这包括设计,研发,生产,操作,维护和支持流程 生命周期成本 (LCC) 生命周期成本法是一个包括了生命周期中成本信息的系统方法. 这些信息有助于在设计时期做出决定以确保为使用者设计一个经济的系统. 步骤1: 明确系统或装置的任务 步骤2: 建立几项可以完成该任务的可变提案 步骤3: 确定评估系统的标准及可以量化标准的技术 步骤4: 评估提案 步骤5: 分析结果文件化 TPM的影响 实际故障 目标故障率 设备可用寿命 启动故障阶段 偶然故障阶段 磨损故障阶段 TPM 影响 失败原因与对策 Actual Failures Target Failure Rate Useful Life of Equipment Startup Failure Period Chance Failure Period Wear Failure Period TPM Impact TPM 是为了找到造成在设备生命周期中失败的根本原因. 预测性维护 预测潜在的零件不稳定性 针对设备退化实施检测 评估由于电力中断造成的影响 调查 & 模拟事故 TPM全员设备维护基石 5S现场管理 5S的历史演进 5S起源于日本，代表五个日语单词首字母。 1955年，日本劳动安全协会提出“安全始于整理整顿，而终于整理整顿”的宣传口号。 1986年，首本5S著作问世，对整个日本现场管理模式起到重大影响，并由此得以广泛传播。 日本企业将5S作为企业管理的基础，推进各种质量管理方法，使二战后其产品质量得以迅速提高，从而奠定了经济大国的地位。 后来逐步流传到欧美国家。 很多公司将5S发展为了6S，7S，甚至8S等，但万变不离其宗。 5S的含义 SEIRI 整理 SEITON 整顿 SHITSUKE 素养 SEIKETSU 清洁 SEISO 清扫 5 S 整理 整顿 清扫 清洁 素养 5S由五个以“S”为首的日语单词字母组成。 整理、整顿、清扫是进行日常5S活动的具体内容；清洁是对前3S工作的规范化和制度化管理，以便能使整理、整顿、清扫工作得以持续开展；素养要求员工建立自律精神，养成良好的工作习惯。 要与不要，一留一弃 定置管理，取用便捷 清除垃圾，发现问题 制定标准，持续改进 养成习惯，构建文化 ５Ｓ数字游戏 10 43 47 18 33 27 20 4 37 7 23 3 9 46 41 35 5 22 15 28 42 21 13 38 8 50 2 48 49 12 32 30 29 40 26 25 16 24 14 11 44 34 45 39 19 36 6 1 a b c d e * & % j k ^ 少了哪两个数字？ 将少的数字补上去 ５Ｓ数字游戏 40 39 38 37 36 35 34 33 32 50 49 48 47 46 45 44 43 42 41 30 29 28 27 26 25 24 23 22 21 20 19 18 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 没有秩序、没有稳定就没有标准！ 有了秩序、有了稳定就有了效率 少了哪两个数字？ 将少的数字补上去 少了哪两个数字？ 将少的数字补上去 整理 挑选出需要和不需要的.如果 有犹豫时，即可选择扔掉！ 整顿 以有序的方式保持所需要的东西，以便很容易取得。 清扫 清洁地面和墙壁, 寻找不洁的来 源并予以清除. 清洁 标准化使得任何异常都 变得显而易见. 素养 持续改进，防止倒退. 五个以‘S’开头的字 5S逐步开展 第1个S-整理 定义： 在工作现场，区分要与不要的东西，留下有用的东西，把不要的东西清理掉 对于现场内各个区域、设备或工位、通道左右、厂房和工具箱内外，以及工作现场内的各个死角，都要彻底搜寻和清理，达到现场无不用之物。 整理步骤和区域 区分要与不要物品 清理和处理不要物品 定期循环整理 现场检查 办公室 休息室 车间现场 地面 通道 工具箱和橱柜 第2个S-整顿 定义：把要用的物品，按规定位置摆放整齐，并做好标识进行管理。 “物有其所，物归其所” 整顿的核心：三定原则 定位、定量、定容 满足作业及流程需要 合理的数量。 选择合适的容器。 在整顿过程中根据物品在生产过程中的使用频度来决定物品的合理的放置位置。 第3个S-清扫 定义：将不需要的物品清除掉，保持工作场所干净、整洁和亮丽。 清洁打扫 清扫也是检查 查找污染源 第4个S-清洁 定义：将整理、整顿、清扫制度化和标准化。 优秀的5S应该是怎样的? 目的： a) 养成持久有效的清洁习惯 b) 维持和巩固整理、整顿、清扫的成果。 第5个S-素养 定义：通过进行上述4S的活动，让每个员工都自觉遵守各项规章制度，养成良好的工作习惯，做到“以厂为家、以厂为荣”的地步 。 目的： 养成良好习惯； 塑造守纪律的工作场所； 营造团队精神。 保持5S的成功 全员参与 管理层参与 将5S活动和消除浪费紧密联系 将5S改进和财务利益联系起来 各部门共同参与(车间, 办公室, 经理) 保持5S是保持改善成果的关键 使用5S评估表检查所有的工作台根据工作表数据对所有的生产经理加强5S 标准 每月 所有生产线或工厂的责任 工厂经理或总经理 使用5S评估表检查所有的工作台 若有需要，更新5S 标准 如有需要，再培训主管有关5S标准 根据工作表数据设定5S 改进目标 每月 所有主管的区域责任 生产经理或工厂经理 使用5S评估表检查所有的工作台 确保每班保持5S 每周 区域责任 组长或主管 干什么 时间 哪里 谁 日期 5S 保持计划 成语：曲突徙薪 “曲突徙薪无恩泽，焦头烂额为上客”！ 出处《汉书·霍光传》 5S与安全生产 重视生产现场的微小的隐患，将事故消灭在萌芽状态 1 (1,666) 重伤 或死亡 29 (48,334) 轻伤 300 (Approx. 500,000) 隐患 海因里奇法则 当一个企业有300个隐患或违章，必然要发生29起轻伤或故障，在这29起轻伤事故或故障当中，必然包含有一起重伤、死亡或重大事故 整理 整顿 清扫 清洁 素养 安全 创建安全的工作环境 5S + 安全 = 6S 整理阶段的黄牌作战：识别安全隐患 在整理阶段采用红牌去除不必要的物品同时，采用黄牌识别安全隐患点。 5S与目视化的现场管理 识别异常情况 增进协作和沟通 清理, 整顿和清扫 标准化最佳实践 目视化工具仅需很少的日常纪律和保持 83% 11% 1% % % 什么是目视化的车间现场 任何一个走进车间的人都能从视觉上理解车间目前的状况。 现场的组织架构（生产经理、现场各职能小组负责人等）； 生产任务和完成情况； 订单进行状态和工作优先权； 生产现场的情况（正常/异常）； 人员状况、行为规范和规章制度（佩带安全帽、穿工作服和工作鞋等防护用具，其颜色应有所区别便于识别； 现场各种物品的堆放和运送标准化，易于“过目知数 目视化现场工具管理 工具定位板 交叉培训矩阵 员工技能的目视化管理 每月最多三十一天 每个无事故日以绿色表示 每个事故日以红色表示 总计无事故日的总天数 目视化绩效管理：安全生产 快速切换 提升TPM设备效用和生产柔性 基于时间的战略 “如何使用时间是评价竞争力的最好指示器” - 无名 模块一: 提升响应速度 切换的定义： 前一种品种加工结束到下一品种加工出良品所用的切换设备时间 90 分钟 服务1位顾客 净运行时间 零件A 120 分钟 120 分钟 120 分钟 快速切换对速度的影响 零件B 零件C 零件 A 30 分钟 30 分钟 30 分钟 服务3位顾客 360 分钟 1. 缓存! 运行大批量来减少停机时间的影响 多余库存的成本 2. 咬紧牙关! 3. 寻求改进团队支持! 如何应对切换问题 1. 缓存! 运行大批量来减少停机时间的影响 多余库存的成本 2. 咬紧牙关! 3. 寻求改进团队支持! 如何应对切换问题 1 批: 2 批 : 无快速切换的多品种生产 90 分钟 零件 A 零件 B 零件 A 90 分钟 180 分钟 90 分钟 90 分钟 360 分钟 加工时间 = 3 分钟/每件 零件 A = 120 总数 = 120 库存 = +60 零件 A = 60 零件 B = 30 总数 = 90 库存 = -30 每日需求：零件A = 60 零件B = 60 380 分钟 60 分钟 1 批: 净运行时间 5 批 (切换时间减少后): 12 分钟 76 分钟 76 分钟 76 分钟 76 分钟 76 分钟 5 批 (当前切换时间): 60 分钟 76 分钟 60 分钟 60 分钟 76 分钟 60 分钟 76 分钟 60 分钟 76 分钟 76 分钟 快速切换对库存的影响 = 60 分钟 12 分钟 12 分钟 12 分钟 12 分钟 缓存! 2. 咬紧牙关! 3. 寻求改进团队支持 ! 减少切换时间和无额外停机的小批量运行 员工学习使用快速切换的方法 如何应对切换问题 认识到切换时间减少的好处在于提高生产能力 减少切换时间 = 更多有效运行时间 改善后: 改善前: 快速切换提高生产能力 切换时间 有效运行时间 切换时间 有效运行时间 典型切换活动组合 放置 固定 寻找 定位 定位 放置 快速切换前 快速切换后 寻找 放置 定位 固定 什么是一分钟换模法 一分钟换模法是由一名叫新乡的日本工程师提出的， 在汽车工业中实施的能在几分钟内（小于10分钟）而 不是几小时更换冲压模具技术。 将八百吨的冲床切换时间从8小时下降到10分钟以内！ 快速切换的步骤 观察和录像记切换过程 记录时间和距离 回顾录像来定义内部和外部时间要素 尽可能将内部任务变成外部任务 实践并改进内部任务 实践并改进外部任务 记录新的标准流程 模块二：快速切换团队行动 阶段 1: 计划 – 回顾价值流图来寻找改进机会 阶段 2: 行动 – 观察设备切换和搜集数据 阶段 3: 检查 – 尝试新的切换方法和搜集数据 阶段 4: 纠正 – 记录新的方法行动,创建行动计划 A C D P 计划 检查 纠正 行动 快速切换团队行动阶段 1. 计划 -回顾价值流图来寻找改进机会 识别潜力大的切换时间节省 创建包含部件、它们的切换时间和切换发生的频率的矩阵表 找到目标部件（切换时间长、频率高）下一次切换时间 分配切换团队角色 取得切换观察工具，并且准备观测 快速切换团队行动: 阶段 1 1. 切换时间 2. 画出传送距离和动作 3. 写下任务描述 4. 观测工具、固定装置和量具的使用 5. 找到浪费并迅速消除 切换团队行动: 阶段1的任务 2. 行动 –观察设备切换和搜集数据观察 录下切换视频和测量停机时间 使用步行轮测量切换人员的走动距离 使用行动Spaghetti图记录行走距离 观看录像，寻找改进区域 图示现在切换时间和改进目标 切换团队行动: 阶段 2 阶段2: 录像分析要点 在观测初期集中关注在机器上 当操作者离开屏幕时，记录下时间 找出离开机器的原因 使用头脑风暴找出对策 Why? 内部切换观察期间，要关注于运动动作 关注手在做什么 记录动作数量和所花时间 找出减少移动、旋转或接触数量的方法 阶段2:录像分析要点 切换目标柱型图 Goal 3. 检查 – 尝试新的切换方法和搜集数据 执行新的切换方法并再次录像 记录改进后的方法 创建包含切换所需的工具、量具、材料和信息的检查清单 评估通过减少切换时间所带来的时间节省 切换团队行动: 阶段3 切换检查清单 4. 纠正 – 记录新的方法行动,创建行动计划行动 a. 创建标准工作表、标准工作合并表和新方法的录像 b. 再次回顾行动项目清单，识别进一步改进机会 c. 为需要外部资源或需超过30天完成的项目创建一个行动计划表 e. 设定将来目标和长期改进目标 切换团队行动: 阶段4 快速切换的标准工作表 1. 快速切换至始至终和5S结合 2. 将内部时间转变为外部时间 3. 牢记切换就象病人在手术台上 4. 使用快速连接器 (螺钉是快速切换的敌人) 5. 位置确定和标准工作（无需调节） 6. 定位和放置简单(无需微调） 7. 切换作业标准化 快速切换的七条规则 快速切换 模块三: 内部时间与外部时间 内部和外部切换的定义 内部切换 必须在停机时执行 该活动包含在停机时间内 外部切换 可以在机器运行时执行 该活动属于停机时间外 切换操作 运行 外 运行 外部操作 内部操作 运行 停机切换 区分内部和外部活动 外 外 外 外 外部操作 内 内 内 内 内 外部准备 切换后清洁 切换时间 运行 2人切换: 切换时间 运行 单人切换: 并行内部操作团队 切换时间 精简外部操作: 模具切换车 转盘 文件 工具 滚筒 B A 快速切换 模快四: 举手可得的存放 消除三样不良点 1) 选择 按使用次序放置零件、工具和指令 2) 搜寻 将物品放置在自然视线内 3) 来回走动 将所有物品放在操作者正常活动范围内 避免工作开始后再作决定 如何设计? - 什么是操作者工作所需? - 如何结合防错措施? - 如何使其精简，移动和安全? - 如何消除多余动作? 切换车设计 快速切换 模块五: 快速切换绩效计算 如何测量快速切换的绩效 人力成本节省 提高生产能力: 生产能力的节省 增加生产量: 库存占用成本节省 减少库存占用现金 标准作业 TPM现场管理核心 FG 2 min min 10 RM 保持以前改善的成果 为未来流程改进提供基线 识别和消除流程的浪费、过载和不均衡 为训练员工提供便利 支持ＴＰＭ工具、系统和理念 哪里没有标准作业，哪里就没有改善。 - 大野耐一 为什么要标准作业 改善与标准 标准是动态的 每次改善都应有新标准 最佳方法即是找到更好的方法 标准 = 现时最好、最容易、最安全和最可靠的执行该活动的方法。 P D C A 标准 改善 理想状态 标准作业指导书 小时信息板 改善新闻报 技能矩阵 标准作业表 (SWS) 标准作业合并表 (SWCS) 意大利面图 时间观察表 工序能力表 支持标准作业 记录标准作业 创建标准作业 建立标准作业系统 稳定 改进 持续 创建标准作业的工具 收集建立工序能力表所需的数据 批量流程可能首先需要进行流程分析和重新设计： 意大利面图 时间观察表 应用节拍、流动和拉动原理 意大利面图 Racks Shipping Laser Shear Press De-burring Chem. Clean Inspection Weld Nozzles Fabrication 5,713 feet 跟踪人员的运动: 显示员工的走动距离 显示物料移动距离 识别改进的区域: 布局 作业流动 物流 时间观察表 观察流程和识别作业要素 测量一系列步骤的整体时间 测量单个工序的作业时间 识别流程改进机会 工序能力表(TPCBP) 工序能力表用于 确定和记录每一工序的每件产品加工的周期时间 确定机器或流程的能力 识别最大流程能力 识别通过减少作业周期时间或切换时间来增加生产能力 工序能力表实例 净操作时间 ( I ) = 27,000” 页 1 of 1 主管: 备件名称: 最大输出 / 天: 步骤 # 作业描述 设备 # 走动 时间 基准时间 工具改变时间 总计 时间 G=C+F 总 能力 H= I /G 备注 人工时间 A 自动时间 B 设备 CT C=A+B 每次改变的件数 D 改变时间 E 时间 / 件数 F=E/D 1 1 2 2 2 8 28 200 40 3 2 4 30 50 5 4 2 7 21 100 50 5 2 7 6 3 2 总共 = + 日期: 12/4/99 备件号: 提取材料 OD转向 表面碾磨 碾槽 测量 包装 LC200 SG440 MC110 14 30 44 客户需求 = 800 1-23540 Smith 轴 工序能力表实例 净操作时间 ( I ) = 27,000” 800 页 1 of 1 主管: Smith 备件名称: 轴 最大输出 / 天: 步骤 # 作业描述 设备 # 走动时间 基准时间 工具改变时间 总计 时间 G=C+F 总l 能力 H= I /G 备注 A B Mach CT C=A+B D E 时间 / 件数 F=E/D 1 1 2 2 2 8 28 200 40 3 2 4 30 50 5 4 2 7 21 100 50 5 2 7 6 3 2 总共 14 30 = 走动+ 人工l = 总操作时间 + 日期: 12/4/99 备件号: 1-23540 提取材料 OD转向 表面碾磨 碾槽 测量 包装 LC200 SG440 MC110 36 34 28 44 客户需求 = Speed up program Need SMED! 人工时间 自动时间 每次改变的件数 改变时间 标准工作合并表 标准工作合并表用于: 确定人工和机器操作的最佳结合 记录分配给每一操作者的工作序列 识别例如走动，等待，操作和机器自动时间等要素 依照节拍时间来图示并行操作的进程 识别人工与机器结合作业中的问题 标准工作合并表符号 检验 包装 卸下 / 装入 / 循环/ 开始 等待 作业整体周期时间 自动周期时间 操作者的周期时间 (人工) 节拍时间 发货 走动 标准工作合并表 (SWCS) 1 2 3 4 标准作业表 标准工作表用于 记录人工，材料和机器的最佳结合 为所有操作者显示单元或工作区域的作业序列 识别在布局中的安全，质量和在制品点 启动流程的目视化管理 标准作业表 2 min min FG RM 3 4 6 5 1 1 2 3 5 6 2 4 标准作业表 FG 2 min min 10 RM 标准作业表 (SWS) 按照每一生产线/工作单元制作 显示设备布局 显示人员 显示标准在制品 标准作业技巧提示 和区域主管一起制订和更新标准作业 将作业分成小的操作要素(秒级或十秒级) 在工作区域或作业单元张贴标准工作文件 使用标准作业作为员工的培训工具 一旦标准设定，就需要不断改进标准! 每次在改进后，重新记录标准工作并张贴新的表格 标准作业: 改善的基础 创建作业区域标准作业的文档 张贴标准到工作区域 培训所有操作者学习标准作业 使用标准作业作为目视化管理工具 及时发布有碍标准作业的问题 区域现场主管记录标准作业 教授标准作业 按照标准作业训练员工 创建目视管理 快速识别异常 了解上下游流程 标准作业和现场主管 ＴＰＭ问题解决利器 实践性问题解决 内容安排 普通的解决问题手法 解决问题的系统和流程成熟度 文化模式转变 解决问题的漏斗 PDCA(计划-实施-检查-纠正及标准化） 解决问题四步骤 解决问题练习 A3报告 问题在哪里？ 现状 目标 实际 因为习以为常而忽略 ：“我们一直都是这样做的” 太忙没有时间来改善现状：“我们没有时间磨斧头” - 没有正确地描述和定义问题： “我们解决了一个问题，但我们原本是要去解决另一个问题的” 问题暂时被解决了（救火），但问题的根源还在： “同样的问题又卷土重来” 普通解决问题的方式 改善、问题解决与CMMI 能力成熟度模型集成 (CMMI) 由卡耐基-梅隆大学软件工程学院开发 用于评估软件开发中的流程成熟度 可广泛地应用于任何类型的商业流程 也能用于问题解决过程 五个层次的CMMI 没有流程 (起点) 流程存在，没有文件化 流程文件化 文件化，标准化和受控 (数量管理) 持续改进 (优化) 问题解决的五个层次 问题: 没有检测到或问题没有暴露 检测到并暴露 检测，暴露并分析 检测，暴露，分析并以标准的方式解决 检测，暴露，分析，以标准方式解决并能持续改进 层次五的达成需要所有人理解，并需要使用标准问题解决方式解决实际的问题 问题解决行为的五个层次 “没有问题” “我们有问题” “我们有问题，并有解决方法的建议” “我们有问题，这里是解决方案” “我们有问题，这里是解决方案和如何防止其再次发生” 让问题解决方式实用简单，让每个都会使用。 0. 文化模式 (检查被动改变再检查) 查明情况，定义问题。 2. 找到问题根源 3. 测试多种方案，并建立共识。 4. 核查结果，调整并标准化。 实际解决问题方法的变革 PDCA 循环 转化 文化模式的转变         转变 人是资产 人是负担 到现场去调查 去看数据报表 领导人是老师 领导人就是老板 停机停线解决问题 我们无法承受生产停顿 全员解决问题 依靠专家和技术员解决问题 做计划慢但实施很快 计划快，行动慢 为什么? 谁？ 暴露问题 隐藏问题 改善解决问题方式 传统的解决问题方式 如何应对问题？ 暴露问题 通过使用5个为什么（而非问5次谁干的）来帮助解决问题 以团队协作的方式来解决问题 制定标准化的问题解决流程 文化模式 解决问题漏斗 掌握情况，描述问题 –通过直接观察弄清情况 找出所有原因 根本原因分析 – 问5次为什么 标准化流程 (如果达到期望结果；若否，则回到漏斗顶部） 计划 实施 标准化或调整 - 检查 – 观察到的问题 “真实”原因 为什么 为什么 为什么 为什么 为什么 原因 原因 原因 ? ? ? 规划应对措施 (何事) 分配任务和时间 – 动手去做 分析结果 成果分享及推广 PDCA循环 标准化的解决问题流程 四步解决问题 1. 掌握形势定义问题 2. 寻找根原因 4. 检查结果并相应调整 3. 测试多种解决方案并建立共识 目标 实际 A3 报告 一页纸解决问题 叙述一个故事 识别问题的因素 遵循PDCA 格式不重要（灵活但标准化） A3 纸 * _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ Few people would think of driving their cars until they run out of oil or break down on the highway, only then taking them in to the shop. Most people change their oil regularly and take their cars in for scheduled maintenance and check ups. This is because we rely on cars to take us to work, shopping, or transport our families or friends. Yet many companies treat their production and office equipment in a very different way. The maintenance department in many companies is often doing more reactive “breakdown maintenance” than scheduled “preventive maintenance”. These unplanned breakdowns can be a major cause of lost time, productivity, quality, and missed deliveries. TPM aims to minimize reactive maintenance by involving everyone in the organization on cleaning, checking, protecting, improving, and perfecting equipment. In the past, organizations have tended to build ‘silos’ or functional departments that acted as through there were invisible walls between them preventing good communication and smooth cooperation. Much of what a Lean Enterprise Transformation does is to remove these walls by focusing on the customer, organizing around Value Streams, and working as cross functional teams. This is also very true for TPM. In a traditional company, the production, engineering, and maintenance teams all work closely with equipment, but do not always work closely with each other. Rather, there is a mentality that the engineers design the equipment and hand it off to production, which learns to operate the equipment, and calls maintenance when repairs are needed. In the TPM approach the entire team works together to achieve the best equipment start up, set up time, the optimal running speeds, standard procedures for adjustments, yield, and planned maintenance routine. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ The four key measurements used to maximize the effectiveness of equipment are MTBF, % Reactive Maintenance, OEE, and Time to Repair. These measurements can be easily linked to financial impact in terms of increased capacity and labor cost. Maximize MTBF (Mean Time Between Failures) Minimize % Reactive Maintenance Maximize OEE (Overall Equipment Effectiveness) Minimize Time to Repair The four key measurements used to maximize the effectiveness of equipment are MTBF, % Reactive Maintenance, OEE, and Time to Repair. These measurements can be easily linked to financial impact in terms of increased capacity and labor cost. Maximize MTBF (Mean Time Between Failures) Minimize % Reactive Maintenance Maximize OEE (Overall Equipment Effectiveness) Minimize Time to Repair TPM can be implemented as an integral part of an organizations Lean Enterprise strategy, or as a stand-alone management system. Because TPM requires changing to a culture of team-based culture where daily improvement is part of everyone’s job, TPM implementation is accelerated when a successful Lean initiative is already in place. The implementation steps of TPM are very similar to that of a Lean Enterprise Transformation initiative. In this example, there are 12 steps stages. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ One of the keys to success for TPM is forming a partnership between management, engineering, maintenance, and manufacturing on the ownership of equipment. In a Lean organization the “My Machine” concept often can be seen, where a machine operator takes ownership of certain aspects of the care, maintenance, and smooth running of the machine they operate. This makes sense because the process owner (machine operator) is the person with the most day-to-day knowledge of how the machine runs. The machine operator is most familiar with how the machine actually runs in real life conditions every day. The person running the machine is the first line of defense against breakdowns. Autonomous Maintenance is not about “getting the operators to do more work” by taking o some maintenance tasks. In fact, by taking on some of the daily checks and maintenance tasks of the machine, the operators can begin to improve the safety, ergonomics, quality, and cleanliness of their work environment. Autonomous Maintenance improves productivity not by making people work faster or harder, but by finding ways to eliminate equipment conditions which result in waste. These include poor yield, machines running at slower speeds, minor stoppages, adjustments required at changeovers, etc. The equipment breakdowns or machines that run poorly can be more frustrating and tiring than working a long day. Autonomous Maintenance focuses on In Autonomous Maintenance the focus is on empowering the machine operators to detect early warning signs on machines, and contact maintenance to request repairs or work on the machine. The majority of Autonomous Maintenance tasks are cleaning, inspection, and lubrication activities that can be done quickly on a daily basis. As a rule, the operator’s domain is the exterior of the machine, or what can be accessed from the outside. The maintenance person’s domain is the interior of the machine, or the working components that are inside the machine. By performing some maintenance tasks, the operators free up the maintenance technicians to work more on training, preventive and planned maintenance, and equipment improvement. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ Remove panels and covers to clean the parts underneath. Remove the oil pans and fix sources of leaks. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ Label pipes and lines with flow direction and color for different fluids. Mark gauges and shut off valves. DWM checks: Label and number areas of the machine Use different colors for daily, weekly, monthly Walk around the machine with the checklist Identify any hard to see, hard to check areas Modify gages, etc. to make it easier to check Revise checklist Train operators in use of checklist, blue tags, maintenance work orders, etc. Once Autonomous Maintenance is in place and the operators have been given the responsibility for daily, weekly, and monthly checks, the maintenance team will have more time to focus on training, preventive and planned maintenance, equipment improvement. The second pillar of TPM, Maintenance Mindset, focuses on increasing the knowledge base needed for world class maintenance. The training in the Maintenance Mindset phase is not only for the maintenance technicians. The goals is to increase the level of knowledge of everyone involved in designing, purchasing, operating, and maintaining machines so that better decisions can be made. When operators are more knowledgeable about the function and operation of the components of their machines, this allows them to check for and recognize more areas that need attention. As a result, there is a higher level of Autonomous Maintenance capability by operators, and maintenance technicians are able to focus more on preventive maintenance and equipment improvements. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ Typical reasons for adjusting: Accumulation of small errors Standards are lacking or inadequate Equipment is not rigid enough Equipment malfunctions Lack of proper training Wear on the machine How do you protect the gains you have made through TPM? What would happen if new process equipment or machines were purchased and installed with no consideration to how TPM is done? After working on the first four pillars of TPM you should will have a good idea of how machines should be designed for ease of inspection, maintenance access, lubrication, and even high OEE. The fifth pillar, Early Equipment Management System, allows you to plan, design, and build equipment that will perform at a high level and have a lower overall Life Cycle Cost. _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ 20世纪四五十年代以前，日本制造的工业品因品质低劣，在欧美市场只能摆在地摊上卖。为此，日本认识到只有提高质量，抢占国际市场，才能走出困境。 当时只推行了前2S,其目的仅为了确保作业空间和安全，后因生产控制和品质控制的需要，而逐步提出后续3S，从而其适用范围进一步拓展。 由讲师引导学员讲出来并作一定的补充！ Safety, Save, Service – 8s 17,/31 通过该游戏真正了解做好5S的惊人的能量 Why do we call it “5S” instead of “Workplace Organization”. Well, it’s catchier and easier to say. Actually, the 5S comes from 5 Japanese words that started with “S”. They are SEIRI (Sort), SEITON (Straighten), SEISOU (Sweep), SEIKETSU (Standardize), and SHITSUKE (Self-Discipline). In the beginning there were just 2S (Sort & Straighten) but as companies did more Kaizen they added on more concepts starting with “S” until they settled on five. Some companies add a sixth S, often “Safety” and others (including Toyota) have stopped at 4S, leaving out the fifth S, “Self-Discipline”. Why do you think that is? It is important that you follow the correct sequence when applying the 5S. We always start with Sort and move through Straighten, Sweep, Standardize and Self-Discipline. After some time we will need to continue the cycle with another Sort and so on. 下面让我们具体来看看5S吧！ 下面让我们具体来看看5S吧！ 3分钟 讲解 讲师用以下方式进行讲解： 物品定置位置一旦确定就必须予以明确，用合适的方式标识 稳定中提到了标识定置管理，下面我们就来具体看一下有哪些标识方法： 标识板，标识线，颜色，形迹来区分，还有就是定置图，又分大定置小定置。 下面让我们具体来看看5S吧！ 下面让我们具体来看看5S吧！ 下面让我们具体来看看5S吧！ As you probably see by now, 5S is much more than just cleaning and organizing. Ultimately 5S is about developing a work environment that is safe, well-organized, productive, flowing, and empowering the employees. More than that, it is the first step in creating a culture that thinks about waste and how to eliminate it every day. If 5S does not help the person who is doing the job every day, it is not going to help the company. If the 5S activity that you do does not get rid of waste, it doesn’t make you Lean. Everyone needs to have the same understanding of what 5S is and what it is for. Then, each manager and supervisor needs to take ownership of 5S in their area and use it as a tool to improve morale, productivity, safety and quality. 曲突徙薪 人谓主人曰：“……今论功而请宾，曲突徙薪亡恩泽，焦头烂额 为上客那?” 释义 “突”。烟囱。“徙”迁移。“薪”柴草。把烟囱改砌成弯曲的，把柴薪搬到远处去。比喻对可能发生的事故应防患于未然，消除产 生事故的因素。 故事 有个人到朋友家去作客，见主人家的烟囱是直的，灶边又堆了不少柴薪，觉得这样很危险，向主人建议说： “你这烟囱要改成弯曲的，柴薪要搬到远处去，不然容易发生火 灾啊。”主人不以为然，没有作声。不久，主人家果然失火，亏得邻居及 时赶来把火扑灭，才没有造成更大的损失。 事后，主人杀牛摆酒，酬谢前来救火的邻居。他特地请那些被火 烧得焦头烂额的人座在上首，其他的则按照出力大小安排座次，偏 偏没有请不久前建议他改砌烟囱、搬走柴薪的那位客人。 席问，有人对主人说：“如果当时你听从那客人的话，把烟囱改 砌成弯曲的，并把柴薪搬到远处，那么就不会失火，也就不必杀牛摆 酒了。今天你论功请客，却把你那客人忘了，这岂不是曲突徙薪亡 (没有)恩泽，焦头烂额为上客了吗?” ’ 主人听了这番话，顿时省悟过来，马上把那客人请来，并奉他为 上宾。 出处《汉书·霍光传》 海因里希法则又称“海因里希安全法则”或“海因里希事故法则”，是美国著名安全工程师海因里希提出的300∶29∶1法则。这个法则意思是说，当一个企业有300个隐患或违章，必然要发生29起轻伤或故障，在这29起轻伤事故或故障当中，必然包含有一起重伤、死亡或重大事故。“海因里希法则”是美国人海因里希通过分析工伤事故的发生概率，为保险公司的经营提出的法则。这一法则完全可以用于企业的安全管理上，即在一件重大的事故背后必有２９件“轻度”的事故，还有３００件潜在的隐患。可怕的是对潜在性事故毫无觉察，或是麻木不仁，结果导致无法挽回的损失。了解“海因里希法则”的目的，是通过对事故成因的分析，让人们少走弯路，把事故消灭在萌芽状态。 One of the goals of 5S is to make waste and abnormality very visual. In a visual workplace anyone can see and understand the current situation. Can you think about any jobs where the workplace is very visual? What about a pilot? The cockpit of an airplane must be very visual, with clear labels and locations, standardized and uncluttered. Think of what would happen if a pilot had to look search for the right controls in a cockpit, or go to the back of a plane to look up some information. A visual workplace is designed so that it is safe and so that people can work productively. How many of these questions can you answer “Yes” to? These are just a few indicators of a visual workplace: Work areas and aisles are clearly marked. Y/N No materials or parts are stored directly on the floor. Y/N Aisles and work areas are free of oil, trash, and chips. Y/N Material flow in the production line is clear to see. Y/N The entrance and the exit points of production lines are clear. Y/N It is clear which products are being produced right now. Y/N The right amount of the right materials are placed at the cell. Y/N The right amount of finished goods are placed at the cell. Y/N The correct crew size of the production line is identified. Y/N The work area of each worker is clearly identified. Y/N It is clear whether workers are working within their work areas. Y/N It is clear that tools are being used correctly. Y/N Items missing can be clearly identified. Y/N Broken or stopped equipment can be clearly identified. Y/N The work procedures are clearly defined and posted. Y/N Safety precautions required at each process are clearly posted. Y/N Quality checkpoints required at each processes are clearly posted. Y/N Quality control baselines are clearly posted. Y/N ? This is a well-organized workstation. Everything is there to do the job. Note that the operator will have no searching to do and that all tools are right within grasp A big issue for a lot of organizations is to get people trained in a multiple of processes so that they can be used in many aspects of the business. A good way of managing the skills in-house is the Skills Matrix. As processes are connected in a flow to “Keep it moving” it becomes necessary to cross train people to become multi-process handlers rather than single-skilled. As workers become cross trained and multi-skilled one person can do a series of processes, or even complete a sales package. Using a visual skill matrix will help show which products and processes have enough cross trained people and which areas are critically lacking. One of the challenges faced by businesses today is the combined pressure to reduce price and to provide an increased a variety of options at lower volumes. Customers expect more choices and rarely will pay more for variety. The dilemma faced by many manufacturers is decreasing order quantities and reduced lead-times. Most companies cope by either building finished goods 库存 in order to ship on on-time, or reduce lot sizes and do more changeovers. Companies pay for this either in 库存 carrying costs or by losing capacity to changeovers. When faced with the need for rapid changeovers and small batch sizes, the reaction is often “I don’t see how we can do it any faster” or “We’re already working as fast as we can.” The good news is that there is an approach to cut changeover times BY more than half! The Single 分钟ute Exchange of Dies (SMED) approach has been used by companies for over 50 years. We have demonstrated over 100 occasions that Quick Changeover can be achieved by following the SMED approach. The modules in this Quick Changeover Tool Kit will give you the practical knowledge you need to begin making rapid changeover a reality. What is the only resource that we can not get more of? You can always get more people, machines, space, or materials if you have money. How do we get more money? We spend time creating value for customers in the work we do, and we are paid for this work. How do we get more time..? We can’t. Time is a valuable resource and how we use time will determine how competitive we are. As the name Quick Changeover indicates, the goal of QCO is to spend less time changing over from one job to another job. The activity of changeover is what is called “non value-added”. It is a necessary evil. Customers do not want to pay for the changeover time, but unless you are doing the same job over and over, you will need to change sometime and this is time that will cost you money. QCO reduced the time it takes by eliminating the wasteful activities and steps in changeover. When you use Quick Changeover to increase velocity, you will increase inventory turns and improve cash flow. In addition, you will be able to actually create value faster in your organization by giving customers what they want sooner. You will also be able to serve more customers on any given day as a result of an increase in flexibility and speed. Instead of losing orders due to a lack of capacity or long queues of batched production, a high velocity will allow you to gain market share by delivering sooner. Use velocity to your advantage. QCO is more than just a cost reduction tool. You can use it as a strategic weapon for allowing you to increase customer satisfaction and grow your business. Changeovers cost money because it is time when products are not produced and value is not being created. This is time where your resources (people and equipment) are tied up and cannot be used to make something you can sell. So how do companies end up “paying” for changeovers? There are three basic ways. First, companies ‘buffer’ the changeover time loss by running large lot sizes. While you save time, you pay for the carrying cost of tying up money in all of the extra inventory, storage space, and handling costs. Second, companies can just bite the bullet and do as many changeovers as required to meet small lot production. The advantage is low inventory and high on-time delivery with a cost incurred in extra labor and lost capacity. Third, companies can call in the pit crew! Rather than having it either-or, Lean companies work smarter by bringing a Quick Changeover team together to reduce the time it takes to perform a changeover. Changeovers cost money because it is time when products are not produced and value is not being created. This is time where your resources (people and equipment) are tied up and cannot be used to make something you can sell. So how do companies end up “paying” for changeovers? There are three basic ways. First, companies ‘buffer’ the changeover time loss by running large lot sizes. While you save time, you pay for the carrying cost of tying up money in all of the extra inventory, storage space, and handling costs. Second, companies can just bite the bullet and do as many changeovers as required to meet small lot production. The advantage is low inventory and high on-time delivery with a cost incurred in extra labor and lost capacity. Third, companies can call in the pit crew! Rather than having it either-or, Lean companies work smarter by bringing a Quick Changeover team together to reduce the time it takes to perform a changeover. Let’s take an example to illustrate lot size reduction without Quick Changeover. The daily demand for part A is 60 pieces. The daily demand for part B is also 60 pieces. The traditional thinking is that set up times are fixed and can not be reduced without spending a lot of money. In order to minimize down time fewer changeovers and large run sizes are preferred. See what happens on the chart above when you try to run just what the customer needs (Just in Time)? You have more changeovers and less run time. This results in less production (Just Ran Out of Time!). Traditionally Economic Order Quantity (EOQ) has been used as a tool to set batch sizes in order to ‘buffer’ against long changeover times. EOQ is ‘economic’ because the least amount of time is spent in downtime on changeovers, while the inventory carrying cost is kept as low as possible. In the QCO approach, we look at EOQ differently. EOQ becomes a dynamic equation, because QCO continuously attacks the changeover time, reducing the ‘buffer’ needed and further reducing inventories. EOQ is a bad thing only if it is used to justify long set up times and large batch sizes. The EOQ calculation can be useful as long as it is used together with continuous improvement via QCO. What is the best of both worlds? Once you have achieved Quick Changeover you can run what the customer needs and respond to the customer “pull” while at the same time not losing capacity due to the additional changeovers. If it is a bottleneck, that means you don’t have enough capacity. Take a look and compare the shape of a bottle and the shape of a open-mouth jar. Why is it easier to increase the volume and speed of flow through a jar than through a bottle? Notice that the neck of the bottle is narrower than the body. So no matter how much you push, you won’t get more flow than the size of the bottleneck will allow. You will see that when a machine changeover is causing a bottleneck at a machine or process. Quick Changeover can remove this bottleneck. Non-bottleneck – inventory. Reduced batch-queue will shorten lead time. Reduced changeover time will allow shorter runs. One of the keys to Quick Changeover is to start seeing changeover activity by their typical groupings. An easy way to remember these is to use the acronym FAST. Fast stands for Finding, Attachment, Setting, and Tweaking. What are some examples of each type of activity? Finding:___________________________________________________ Attachment: _______________________________________________ Setting:___________________________________________________ Tweaking: ________________________________________________ The goal of Quick Changeover is to eliminate as much of the Finding and Tweaking as possible. As you can see, these two activity groups are typically the largest part of the time involved in the changeover and subsequently where the largest opportunity is. SMED was developed 50 years ago when a man named Shigeo Shingo was working for Toyota Motor Company. He needed to reduce inventory of automobile stampings and began looking for ways to perform changeovers quicker. The process of SMED was refined over many years, and a fine example of the power of SMED is that Shingo was able to teach Toyota engineers how to reduce an 8 hour changeover on an 800 ton press to less than 12 minutes. SMED is a well-developed seven step process to reduce changeover times from hours to less than 10 minutes (single minutes). It starts with going to where the changeover is conducted and observing, recording, and timing the process. This is followed by an analysis and brainstorming session. Then the tasks are reorganized and the improved method is tested out. Once the new method has been set, the process is documented and improvement start all over again. We will cover each of these steps in details in the following modules, as well as the key concepts and ideas needed to perform SMED successfully. Like most process improvement activities associated with Lean Manufacturing and Kaizen, Quick Changeover is best done as a Team Activity. By involving a multi-disciplinary group of people to look at a problem, you often ask questions and find solutions that you would not think of if the only expertise you had on the team were engineering, machining, or tool making. What is a good mix of people for a QCO team? Here are some general guidelines for process improvement teams: the team size for one topic to between 5 and 8 people. It is better to have smaller teams that are more focused. For larger teams, break them into smaller groups. 2. Follow the 1/3 rule for team member selection. Select 1/3 of the team members directly from the area that is the target of the workshop, select 1/3 from related or support areas, and 1/3 from unrelated or far-removed areas. 3. Assign a team leader to facilitate the Team Activities. The team leader’s job it is to keep the team members busy and focused. The team leader should also make sure resources are available to keep the team moving forward. The PDCA was invented by a statistician named Dr. Shewhart. It was adopted by Dr. Deming as part of his qualify improvement activities. PDCA has been in use for over 50 years. Today it is commonly used for many process improvement and project management activities. The PDCA cycle stands for plan, do, check, and Act. The PDCA cycle represents the four phases of never-ending improvement. You start with a plan of action, try out improvements; in the do phase; study the effects of your improvement in the check phase; and, during the Act phase you make corrections and standardize the improvements tha work. Then, we go back to phase with a new plan for improvement. We will see how this PDCA cycle applies to the QCO process int he following section. The purpose of phase 1 of the QCO Team Activity is planning. The aim is to answer the following questions: Which changeovers shall we attack? Why? How will we measure the savings? When will we be able to observe the changeovers? How many times can we observe and try the changeover this week? Who will be on the team? What data do we need before we start? What tools do we need before we start (worksheets, video camera, etc.)? As you will learn during the QCO process, much of success is doing good preparation and planning. doing phase 1 and planning properly will help your team be much more successful. As you prepare to go from phase 1 (planning) to phase 2 (doing), you should have your Team Members selected and trained in the goals of Quick Changeover. Before you are ready to dive into phase 2, make sure each team member has a clear role that is understood. There are at least five things that need to be done during the changeover observation. The team leader can assign these tasks to the team members . Phase 2 will be spent watching either the actual changeover, a video of the changeover, or both. We recommend watching a live changeover and taping it at the same time to review later. In the case that a changeover is very long (more than 60 minutes) you may wish to record it ahead of time and review it later. In cases where changeovers are only rarely performed, it may also be a good idea to videotape them ahead of time so that they are available for the team to review during the QCO Team Activities workshop. While you are observing the changeover, measure the distance walked by the person doing the changeover. Draw the Spaghetti Chart showing the movement from place to place during the changeover. Note which tools and materials were necessary for the changeover. Write down any ideas or questions you have as you watch the changeover. Once the changeover is complete, replay the video and document the current process on Changeover Analysis worksheet. When you measure the total time for the changeover, graph it and draw a line for your improvement target. Remember, aim for at least 50% reduction as your first reduction target. 4. Focus on the changeover process. As you are taping, the camera needs to stay with the action. In most cases, the changeover will be done at the machine. If there are many areas of the machines that need to be changed, follow the operator with the camera. If two areas are worked on at the same time by two people, consider having one of them wait so that you can videotape one and then the other. Stay focused on the changes that are happening and taking time. When you are analyzing the changeover, look for times then the machine is down with no one working on it. Think of the machine as the patient, and the changeover person as the surgeon. If the changeover process is like surgery, it is important not to leave the patient on the operating table! The sooner the patient off of the table, the sooner they will recover. Any time you see the person walk away from the machine, say ‘a-ha!’ and find out why. 5. Reduce motion to reduce internal time. Cutting down the internal changeover time (removing tools, setting tools, fastening tooling, etc.) can be one of the most challenging parts of the Quick Changeover process. There are several keys to reducing internal changeover: Use quick connects Minimize fine tuning Use positions and standards What these keys have in common is reducing the motion involved in it changeover. As you videotape the changeover, focus in on the hands and how they are moving as the actual tool change (internal tasks) are being performed. During the video analysis, use the Motion Analysis worksheet to study the motions in detail and look for ways to make the motions simpler and smoother. For more information on internal and external changeover, see Module 3. As you finish your initial observation and review of the changeover, document the time it takes for a changeover on a bar chart like the one shown above. Use a red marker to identify the improvement goal and work towards it by following the PDCA cycle. Each time you do another changeover trial with new methods during the QCO Team Activity, record the time on the bar chart. Even after the team has achieved the changeover time reduction goal, the Changeover Bar Chart is useful as a Visual Management tool. You can post the bar chart in the work area near the machine and have the machinist mark down the time it took to do the changeover. As they have time to practice the changeover and make improvements, the time will often go down further. In some cases, the times may go up. Problems you didn’t see during the Team Activity will become visible through daily observation. When a changeover time exceeds the new standard time, this is an abnormality – an opportunity for more improvement. During phase 3 you will test out the improvement ideas that you brainstormed in phase 2. As you perform the changeover the new way, follow the same process in observing, videotaping, and reviewing. Whenever an idea works to reduce changeover time, document it as the new standard using the Standard Work Combination Sheet. Make checklists for tools, materials, or work responsibilities if you are splitting the changeover duties between two or more people. Phase 3 is also the time to estimate the time saved by the QCO process, and how to best translate these time savings so that they will be visible on the bottom line. See Module 5 for more details. One example of a changeover checklist is the External Changeover checklist. Use this checklist to identify all of the tasks that can be done ahead of time, while the machine is still running, or as clean up after the machine is back up and running again. It is a very useful tool. Another checklists is the Changeover Tag Team checklist. Use this checklist to show what each member of a “tag team” is doing during the changeover so that each person can work effectively with minimum waiting time. You can create other basic checklists by making a table with three or more columns. One column for “number” or “step” for the item, the second column for a description of the item or task, and a third column for a “check off” box or some other information such as time. A couple of good checklists to make are changeover tool checklists and material inspection checklists. The goal of phase 4 is to make sure that the lessons learned in phases 1 through 3 are acted upon. Part of this is standardizing the new changeover process by creating a Standard Work Combination Sheet, writing up new procedures and visual work instructions. Another part of the Act phase is to summarize the actions still required to make Quick Changeover successful. Make these into an Action plan that you can follow for the next 30 days. As you conclude the 4 phases of the QCO process, return to your Value Stream Maps and update your information so that the new changeover times are reflected in the “Current State” maps. Based on the further opportunities you see to improve, create a Future State plan for the changeover, and then proceed to phase 1 of the next QCO activity. This is an example of a Standard Work Combination Sheet. It is called a Combination Sheet because normally it is used to show the combination of machine work and manual work and how they are performed according to the principles of Standard Work. For the changeover process, it details the manual time, auto time, walking time, waiting time, etc. The Standard Work Combination Sheet is an excellent training tool also because it shows each step in detail. Let’s review. We can summarize QCO in the seven rules above. Even before you start to analyze the changeover, if you notice clutter and disorganization, it is time to go back to basics and do a good 5S. Good 5S will get you a long way towards Quick Changeover. Once proper workplace organization is in place, focus on moving as much internal time as possible to external time. This means staying at the machine (the patient and the operating table). Using quick connectors, eliminating adjustments and fine tuning will reduce internal time. And finally by standardizing changeover tasks across different processes or machines will help make QCO a reality for your business. In this module we will learn about the two ways we divide all changeover tasks, “internal” and “external”. This is the heart of Quick Changeover, so it is very important to know internal from external. We will learn how to separate the two, and then to make as many of the tasks external as possible. Finally, we will learn ways to streamline and speed up the internal tasks that remain. As a Quick Changeover team member, start off by thinking of “internal” as “bad” and “external” as “good”. The more internal time you have, the more downtime you have. Therefore, one of the goals of Quick Changeover is to first reduce internal time as much as possible. The formal definition of internal changeover is the task must be performed with the machine down. How many tasks can you think of that must be performed while the machine is not running? These would be things that can not be done safely with the machine on, or require actual changing of moving parts of the machine. In most cases, there are very fewer things that fall into this category. The formal definition of external changeover is the task can be performed while the machine is running. How many tasks can you think of that can be performed while the machine is still running? These would be things that can be done to get ready or to clean up after a changeover is complete. In many cases, you may be doing a task during internal time even though it could be done during external time. The goal of the changeover observation and analysis is to find as many of these tasks as possible and move internal tasks to the external time. That way, you reduce the downtime. Here are some examples of how activities done during external time are moved to external time and changeover time is reduced: Set tool lengths externally to eliminate inputting offsets Sharpen all dies or cutting tools prior to next set-up Create a checklist that describes all tools, holders, and gauges required Store tools, gauges, cutting tools, instructions and fixtures in a kit Transport all fixture/tool kits to the machine during external time Store frequently used items at the machine Preheat molds and dies Set tool lengths externally to eliminate inputting offsets Sharpen all dies or cutting tools prior to next set-up Develop a checklist that describes all tools, holders, and gages required Store tools, gauges, cutting tools, instructions and fixtures in a kit Transport all fixture/tool kits to the machine during external time Store frequently used items at the machine (Point of Use) Once you have implemented some quick changeover ideas and you are looking for ways to make another large cut in the internal time, consider Double Teaming the changeover. If you can take the internal tasks and have two or more people do them at the same time, you can cut the time in half or more. Watch the pit crew of a NASCAR race and see how they work to get the race car back on the course as quickly as possible. You will notice that they surround the car and get as many people working on the car at one time as possible. That is because in a car race every second counts. Think of Quick Changeover in the same way. When looking for Double Teaming opportunities, remember how a NASCAR pit crew operates. You will need to study the internal tasks to look for things that can be done at the same time safely by two people. If you have internal changeover activities on two different sections of the machine, you can assign one person to each section and work in parallel. Use the Double Team Changeover worksheet (see module 5) to study the process. This is an example of a changeover cart that is “all in one”. It contains all of the tools, gauges, fixtures, documentation, and supplies needed to change from one group of parts to another group of parts. Notice that the height of the cart is the same with the height of the loading position of the machine. This eliminates the need for a crane (no waiting). Also, this cart has a turntable that can be used to swap die A and die B by swiveling the turntable. Finally, the rollers on the table and the machine allow the die to be rolled by hand into the proper position without lifting equipment (no forklift). You can brainstorm and build this and many other types of changeover carts that are suited to the equipment and tooling that you are working with the Motion Analysis worksheet (see Module 6) and looking for ways to make the external preparation and internal changeover simpler, safer, and quicker. Often the investment of only hundreds of dollars in hand tools can result in savings of thousands or even tens of thousands in reduced changeover time. Some companies choose to provide all the necessary tools to do the job while others require the workers to buy some or all of the tools required to do the job. Point of Use Storage depends on being able to keep as many of the tools needed for the job as possible at the process (machine, workstation, etc.). Some companies have found that it takes a culture change to provide and keep tools at the machine rather than under lock and key in personal tool boxes. Just like having good 5S, it takes a shift in the way people think to make Point of Use Storage possible. It is a very simple idea, but can take a lot of understanding to implement it. The key is to demonstrate the benefit to everyone in order to gain acceptance. Now let’s think like a gunfighter. Do you think a good gunfighter can have poor 5S? How important is Point of Use storage of equipment to a gunfighter? After everything that is not needed is gone from the area, we are left with what we do need. Everything should be placed in order of use. Everything should be easy to use. Put everything you need where you can have easy access to it. Make the placement of items part of the flow of the process. Items should be where you need them, when you need them so the motion of reaching for them is natural. Also, the more visual you make it, the more easily you’ll know when you are missing a key item. Point of Use Storage eliminates the waste of motion because it eliminates the waste of searching, reaching, choosing, etc. It shouldn’t take time to locate or reach for anything. By having a place for everything and everything in its place you shouldn’t have to remember to put anything back. If a tool is stored at the Point of use and as soon as you’re done with the tool it’s back where it belongs. Straightening becomes second nature – what you would naturally do. What do you do when it’s impractical or unsafe to have all of the tools attached to the machine right at point of use, or when heavy dies or molds need to be changed over? There may not be enough space to store tooling for all possible changeovers. In these cases it might be necessary to bring the “Point of Use” tools to the machine when they are needed, using a changeover cart. What is a changeover cart? It is a cart that contains items needed for the changeover: Tools Fixtures Gauges Make sure that the design of the cart is: Compact Mobile Easy to handle Safe In this module we will learn the ways that Quick Changeover can improve a company’s financial performance. There are basically two types of Quick Changeover savings. The first is related to savings achieved by spending less time on changeovers. This time savings is realized as labor savings, increased throughput, or a combination of both. The second type of Quick Changeover savings is related to doing more changeovers and reducing batch sizes. This batch size reduction is realized as inventory savings. It is important to understand how these two types of savings work together since you can not always take the full savings in both the labor savings and the inventory savings. Let’s take an example. You reduce a changeover time on a press form 2 hours to 1 hour. The batch size that is determined to be economical to meet production demands is 100 pieces. You can now perform changeovers twice as often, at batch sizes of 50. You will be spending the same amount of time in changeover, but saving on inventory. You could instead leave the batch size at 100, do the same number of changeovers and save 1 hour per changeover. In many cases you will choose a combination of savings depending on what makes the most sense (what makes you money). The goal of this module is to give you the tools to measure the benefits to financial performance and choose the best way for you to realize the savings. As with most projects, there needs to be a tangible payback to the effort and money spent. It is a lot easier to get everyone excited about your Quick Changeover efforts when there is a tangible return on investment rather than telling people “it’s the right thing to do”. Luckily achieving Quick Changeovers does pay significant results which should enable you to get a lot of support from all parts of the company. Learn the following 4 ways one can see results and how it applies to your company, then you will be able to talk to anyone about Quick Changeovers and the importance of it to your company. The outcome of every successful kaizen should be to define Standard Work for the process that has been observed. The beginning of each new kaizen should be by studying the Standard Work or “best known method today” and looking for ways to reduce waste and make it better. If there is no defined standard method to begin with, then this is the first step of kaizen. Many processes are done differently by each individual. When we analyze the process, however, we will find that there is one best method of doing that job. Once we make a standard, they need to be understood as more dynamic than static. That is although we want to follow the applicable standards, people are asked to work toward improving these standards and calling them into question. After a breakthrough has been achieved through kaizen, one of three things will happen: The process will revert to the old method The improvements will be sustained Going forward with continuous improvements/changes The success of your Smart Manufacturing implementation is proportional to the management attention given to it. Taiichi Ohno, the father of the Toyota Production System and a great Kaizen master said, "Where there is no standard, there can be no kaizen.” What he meant was that to improve something, you must know what the best current method is and try to make it better than that. Once you have made an improvement, the only way to have continuous improvement is to document the new standard and set a challenge to do better. The two key documents that are the basis for visual management and kaizen through Standard Work are the Standard Work Sheet (SWS) and the Standard Work Combination Sheet (SWCS). The other documents (Spaghetti Diagram, Time Observation Sheet, Table of Production Capacity by Process) are used to either help create these two documents, to train operators in the Standard Work, to communicate the results of the performance in the cell (Hour by Hour Charts) or to track improvements identified (Kaizen Newspaper). Collecting data on the Table of Production Capacity by Process is the first step to creating Standard Work according to Takt Time, Work Sequence and Standard WIP principles. Other similar formats may be used to collect time, movement, and line balance data instead of the Spaghetti Chart, Time Observation Sheet and Percent Loading Chart. However it is essential that the Table of Production Capacity by Process be used to capture the process capacity issues related to quality, changeover time, machine cycle time, loading time, etc. Learning Point: Batch to Flow to Standard Work If you are converting from a batch & queue process directly to Standard Work, we recommend that you review the Takt, Flow, Pull Work Design materials first so that you can address any process readiness issues (prerequisites) before attempting to create Standard Work. If you layout looks like this, you should first create smooth flow and then document Standard Work. The benefits of creating Standard Work in job shops or batch operations where work does not flow from process to process are limited. Before you begin collecting times, you first need to observe the process and determine the work elements in sequence. You will do this by watching the process and writing down the steps of the operation. Questions to ask at this point include: Is the work method repeatable? Are there interruptions? Does the method vary from cycle to cycle? Are there quality problems? Are there equipment problems? If you determine that the preconditions for stable method, quality and equipment have not been met, the first step is to kaizen these issues. Once that is done you will be able to conduct time observation and proceed with creating Standard Work. The Time Observation Sheet will help you determine not only The Table of Production Capacity by Process (TPCBP) is a very useful tool for determining the true capacity of a process based on objective facts rather than beliefs or opinions. It also provides a road map for things that need to be improved in order to increase capacity. Whenever you feel that there is a bottleneck somewhere in the process it is very eye-opening to use the TPCBP to determine what the actual times, lot sizes, and capacity numbers are and where action needs to be taken to increase capacity. Once you have observed the machine times, automatic times, and manual cycle times using the Standard Work Combination Sheet, enter the values in the appropriate cells of the TPCBP. This should look something like the example above. At this point you will be able to calculate the Total Operator Cycle Time by adding the Walking Time and Manual Time. Next you will refer to the TPCBP Formulas shown on this form to determined the values for the following: Machine CT Pieces per Change Time to Change Time per Piece Total Time Total Capacity The Total Capacity number (H) is useful for determining how many pieces you can produce during the available time. Compare this number with the Customer Demand number and if it is greater you will be able to meet demand. It will help you identify areas where the number is smaller, meaning you will not have capacity and need to reduce the cycle times or set up times to increase capacity. Remember, increasing the ‘Pieces per Change’ is the last resort, as it is increasing batch size and adds inventory, moving away from the direction of Lean and JIT. Note that the “Max Output / Day” is no greater than the process with the smallest capacity. The Standard Work Combination Sheet (SWCS) contains a lot of information in a graphic format. It is somewhat less intuitive than the Standard Work Sheet since it is a timeline graph rather than a sketch of people, machines, and materials. However, once you become familiar with the format you will find that the Standard Work Combination Sheet is a very versatile tool for observing processes and analyzing work flow. The many solid wavy, dashed, and arrowed lines on the Standard Work Combination Sheet may seem confusing at first. These are standard symbols used to create the SWCS so it is important to learn what they mean. There are five types of lines used on the SWCS: Solid = manual work Dashed = automatic cycle Wavy = walking Arrowed = waiting (person) Red vertical = Takt Time The ‘waiting’ line is for people only, and not for machines. The idle time of a machine will be shown by the gap between the dashed line and the red Takt Time line. The Machine Cycle (time to complete one piece) is the sum of the manual and automatic cycle. The automatic cycle is the machine’s cycle only. The Operator Cycle Time is the total of manual, walking, and waiting time (regardless of automatic time). Think of manual time as the same as a person who is walking or riding a bicycle. It is manual work. If a person is running a machine that is automatic it is like riding a motorcycle. It is machine work. If you start a machine and it runs without a person it is automatic. This would be like taking a ride in a taxi. 1 - The left third section of the Standard Work Combination Sheet is very similar in format and function to the Time Observation form. It is used to document the times of each type of work element by Manual, Auto, or Walk. 2 - The right hand section (the grid) is used to plot the times using several types of lines to indicate walking, manual time, auto time, and waiting. 3 - The legend at the top of the grid shows the time elapsed, from left to right. It is best to show this in seconds so that your analysis of the process is very detailed. Adjust the scale as required to represent the length of time you have observed. For very long operations, you will need to cut and paste extra sheets of paper and make a long Standard Work Combination Sheet. 4- The red line drawn vertically is the Takt Time for this operation. The Standard Work Sheet may appear simple at fist glance but it contains quite a bit of information. On one piece of paper it documents the following information: Takt Time Cycle Time Crew size (number of operators) Safety check points in the process Quality check points in the process Work sequence of the operators Lines of motion of the operators Standard Work In Process points & quantities In total, this information can be used as a Visual Management tool to see whether everything is going smoothly and as planned. If any of the above points in the actual cell or work area (number of people, cycle time per piece, WIP in the line) do not match the Standard Work Sheet, you know immediately that there is an abnormality that must be addressed. You must prepare one Standard Work Sheet per cell or production line, regardless of the number of people that are in the line. The Standard Work Sheet should be drawn as a top-down view of the work area. Make a sketch of the layout showing where people work, their work sequence, and safety and quality check points. Enter the values for Takt Time, Operator Cycle Time, and Crew Size (Operator Cycle Time divided by Takt Time) in the boxes in the lower right hand area of the page. First draw the layout of machines and equipment. Then, add the safety and quality check points in the process. Next, identify where the workers will stand and add numbers to show their work sequence. Draw a smooth motion line to show their motion to and from each work sequence. Once the Standard Work Sheet has been completed, observe the actual process again to see if you have captured all of the details correctly. Review the document with the supervisor and workers in the area to make sure no important details were missed. Once you have determined the Takt Time, the Work Sequence, and the Standard WIP, you are ready to document the Standard Work Sheet. The Standard Work Sheet is a top-down picture showing the flow. The Standard Work Sheet shows the material flow path, Work Sequence, Takt Time, and SWIP pieces required for one cell or work area. Unlike documenting the Standard Work Combination Sheet, which is one per worker, the Standard Work Sheet is documented one per cell or work area and shows the flow material and Work Sequence of all workers in the cell. Standard Work is the foundation for continuous improvement. The goal of all kaizen activity should be to establish Standard Work and identify future improvements based on Standard Work. When the process is variable, unstable, or too complex to be documented as Standard Work, the kaizen activity should focus on reducing variability, creating stability, and simplifying the process so that Standard Work can be established. It is essential for Supervisors and Managers to understand Standard Work and to audit it on a regular basis. They should communicate how important Standard Work is to maintaining and improving a Lean organization. Just as no company that has poor 5S can progress in Lean, no organization can sustain the improvement they have achieved without a foundation of Standard Work. Once the workers learn how to create and update Standard Work you will be able to make a big step towards empowering workers to understand and improve their work every day. 1) Takt Time = Available Time ÷ Demand 2) P = Manpower = Sum of Manual Cycle Time ÷ Takt Time 3) SWIP = On-hand + Auto Cycle/Takt Time + Out of Flow On-hand Each operator must have one piece of SWIP. b) Auto Cycle/Takt Time Each machine will have one, if the machine Cycle Time is less than or equal to Takt Time. If Cycle Time is greater than Takt Time, it is either a batch or a bottleneck. c) Out of Flow Process = Lead Time/Takt Time x 2 Processes are considered ‘Out-of-Flow’ if they are -vendor operations -batch operations -auto cycles that are not interruptible (. vacuum oven) 4) Lead Time = Takt Time x SWIP Before supervisors can teach Standard Work to the workers in the area they must be able to do the work themselves and demonstrate it. Because the supervisor can perform the Standard Work they will understand the importance for quality, safety and productivity and will be better able to perform root cause analysis when the Standard Work is not being followed. The Supervisor of the area must be able to document the Standard Work for each of their workers using the Standard Work Combination Sheet. The Supervisor must first perform Standard Work according to the documentation, and verify that the work can be completed within takt time. Once the Supervisors have verified this, they will instruct the workers in the new Standard Work using the Standard Work Instruction Sheet. The responsibility of the supervisor is not to make sure that the workers are working hard or making their numbers. This may seem to go against what most supervisors are told. The responsibility of the supervisor is to make sure that Standard Work is being followed, and that improvements are made to Standard Work at least on a monthly basis. If the Standard Work is properly designed based on takt time balanced to cycle time, the workers should be able to make their numbers without working hard. If they cannot, there is need for kaizen.