如何改进生产绩效(-57张)课件.ppt

1、 Manufacturing Performance Improvement如何改进生产绩效如何改进生产绩效6-1-2004CT YangContents内容3 key manufacturing focus and its objectives 生产制造中最重要的三个项目生产制造中最重要的三个项目Flash Electronic Quality policy 飞旭电子公司品质策略飞旭电子公司品质策略The most common production problems 生产线最常看到的问题生产线最常看到的问题Standard operation instruction(SIC)and vis

2、ual aid 作业指导书作业指导书Methodology of quality improvement 改进质量的方法改进质量的方法(案例案例)Continuous flow Manufacturing 连续生产连续生产Daily kit release control 每日工单计划及管控每日工单计划及管控Continuous flow of post SMT operation 后工程连续生产案例后工程连续生产案例How to pursue manufacturing Excellence 如何追求卓越绩效如何追求卓越绩效3 key processes of SMT excellence达

3、成达成SMT最高绩效的三个重要项目最高绩效的三个重要项目Three phases of improvement达到最高绩效的三个阶段达到最高绩效的三个阶段生产制造部最需要重视的三个项目生产制造部最需要重视的三个项目(3 Key Manufacturing Focus Items)质量质量 Quality 以零缺点为目标以零缺点为目标(aimed at zero defect)Zero defect at OQA质保检查零缺点质保检查零缺点连续生产连续生产 Continuous Flow Manufacturing 以连续不停留的流程为目标以连续不停留的流程为目标(aimed at stream

4、 line process)From SMT through ICT less than 24 hours从从SMT投生到通过投生到通过ICT少于少于24小时小时效率效率 Efficiency 以消除所有浪费为目标以消除所有浪费为目标(aimed at eliminate waste)SMT 50%plus of hours over 15K parts/Cp有有50%以上的工时，以上的工时，SMT Cp能贴片能贴片15K以上以上 Insert over 720 parts per employee-hour(total#of parts inserted in a shift/8X#of o

5、perators)平均每人每小时能手插平均每人每小时能手插720颗零件颗零件(1)品质品质 Quality(To development a method aimed at Zero Defects)以零缺点为目标的生产模式以零缺点为目标的生产模式 Flash Electronics Quality Policy 飞旭电子公司品质策略飞旭电子公司品质策略 (1)缺点预防缺点预防 Defect Prevention-Poke Yoke Process防呆防呆-Stop defect at working process not inspection station 阻止缺点阻止缺点(2)持续改进

6、持续改进 Continuous Improvement-Real time quality feed back 立刻反馈立刻反馈-QPI activities逐项改进逐项改进 The Most Common Problems On Our Production Floor are:生产线最常看到的问题生产线最常看到的问题 People use the different way to do the same work同样的工作，不同的方法去做同样的工作，不同的方法去做 Repetitive human defects人为错误一再发生人为错误一再发生 No confidence for the

7、result of the work对工作结果无信心对工作结果无信心 No reject from customer because today is lucky!客户不退货，仅是侥幸客户不退货，仅是侥幸Standard Operation Instruction(SIC)and Visual Aid标准作业指导及作业指导书标准作业指导及作业指导书Why Need A Standard Operation?为何需要一个标准作业书为何需要一个标准作业书 Do not trust memory 记忆不可靠记忆不可靠 Minimize the method variation 减少作业差异减少作业差

8、异 Control quality 易于控制质量易于控制质量 Easier for training new comer 易于训练新员工易于训练新员工 Easy for line change over 易于换线作业易于换线作业 Increase work efficiency 增加工作效率增加工作效率What Is A Standard Operation?怎么是标准作业？怎么是标准作业？A pre-defined work method是一种预先定好的工作方法是一种预先定好的工作方法 Designed by engineer是由工程师设计定的是由工程师设计定的 A simple produ

9、ction language是由一种生产线人员可懂的语言书写的是由一种生产线人员可懂的语言书写的 Provide a consistency and a quality work是能提供一个持续生产良品的方法是能提供一个持续生产良品的方法What Should Include In The Assembly Visual Aid?一个作业指导书应包括哪些东西一个作业指导书应包括哪些东西 The most important thing in the visual aid are:作业指导书应包括作业指导书应包括:Quality points应包括质量重点应包括质量重点 Any potentia

10、l human error or mistake that may occur in that station应包括应生产工位一切可能产生的人为失误地方应包括应生产工位一切可能产生的人为失误地方 3 Basic work steps应包括工作的三大步骤应包括工作的三大步骤 Check来料及来板质量查对重点来料及来板质量查对重点 Do 工作内容工作内容 Verify 确认重点确认重点Some Hints on Visual Aids作业指导书的制作重点作业指导书的制作重点 Do not over 5 steps不宜超过五种以上不同的工艺 Use production language员工能看懂员

11、工能看懂 Use 3-5 colors(Red/Green/Yellow/Blue.)利用不同色彩利用不同色彩 Prefer to use drawing file利用装配图利用装配图 Consider balancing平衡平衡 Cycle time between 0.5 to 2.0 minutes每一工位作业约在半分钟到两分钟之内每一工位作业约在半分钟到两分钟之内Methodology of Quality Improvement(Top 5 defects control and elimination)改进质量的方法改进质量的方法Methodology of Quality Imp

12、rovement 改进质量改进质量(Top 5 defects control and elimination)Why we do this?为何如此做？为何如此做？Prevent the repetitive defects found by customer.为了预防相同的问题再流到客户去为了预防相同的问题再流到客户去Though we may not know the root cause of defects or ways to kill a defect,Catch It,dont let the defects passing our process and leak to ou

13、r customer.尽管我们对问题原因不清，尚无解决之道尽管我们对问题原因不清，尚无解决之道,但我们至少可以不让同一问题不再次流到客户处但我们至少可以不让同一问题不再次流到客户处In the mean time,lets work together to find the solution to Eliminate that defects later.在此同时一面全作找出原因，並消减它在此同时一面全作找出原因，並消减它80/20 Rule Top 5 Defects(Criminals)20%OthersFocus on Catching Top 5 Defects集中全力于前五名最大不良

14、点集中全力于前五名最大不良点80%Methodology of Quality Improvement 改进质量改进质量(Top 5 defects control and elimination)前五最大不良点前五最大不良点80%on Top 5 Defects最大五项最大五项20%OthersContinuously focus on the top 5 defects 继续集中全力于最大五项继续集中全力于最大五项80%on Top 5 Defects最大五项最大五项20%Others80%on Top 5 Defects最大五项最大五项20%Others80%on Top 5 Defec

15、ts0%DefectImprovement改进改进Improvement改进改进Improvement改进改进Improvement最大五项最大五项Total Quality Management全面品质 Goal目标目标 Habit of improvement perfection养成不断追求完美的习惯养成不断追求完美的习惯 Organization 组织组织 Production responsibility生产部门的责任生产部门的责任 Basic principles基本法责基本法责 100%check全数检查全数检查 Execution and escalation強调执行及上报強调

16、执行及上报 Line stop停线（问题应立刻解决）停线（问题应立刻解决）Correcting ones own errors自负改正错误的责任自负改正错误的责任 Project-by-project improvement逐项改进逐项改进Total Quality Management全面品质 Concepts观念观念 QC as facilitator品质部门是活动的推动者品质部门是活动的推动者 House keeping保持工作环境整齐清洁保持工作环境整齐清洁 Less-than-full capacity scheduling保持弹性保持弹性 Small lot sizes小批量生产小

17、批量生产 Pre-check before production事先查核后，再生产事先查核后，再生产 Techniques and AIDS辅助工艺辅助工艺 Exposure of problem曝露问题曝露问题 Poke Yoke devices防呆措施防呆措施 QC tools熟用品质技巧熟用品质技巧 QPI activities品质及效率改进小组活动品质及效率改进小组活动(2)连续生产连续生产Continuous Flow Manufacturing(To develop a method aimed at stream line process)以连续不停留的流程为目标的生产模式以连续

18、不停留的流程为目标的生产模式 Inventory Covers Problems问题通常被存货所遮盖问题通常被存货所遮盖PoorQualityRaw parts原料原料Poor ScheduleMachinestopImbalanceLack ofownershipPoor partsOn time deliveryLong Change-overPoorCommunicationLack of TrainingHighTurnoverFinish goods成品成品WIP What problems was covered by High WIP Inventory?哪些问题通常被高存货所遮

19、盖？哪些问题通常被高存货所遮盖？Raw parts 原料原料Imbalance 不平衡不平衡Finish goods 成品成品Poor Quality品质不良品质不良Poor Schedule排程不良排程不良HighTurnover高流动率高流动率Lack of Ownership 缺少责任心缺少责任心Poor part onTime delivery 缺料缺料Machine&EquipmentStop机器故障机器故障ExtraHandling不必要的搬动不必要的搬动Poor Communication 沟通不良沟通不良Lack of Training缺乏培训缺乏培训Long changeOv

20、er time 换机困难换机困难连续生产连续生产 Continuous Flow Manufacturing (Stream Line Process/One Piece Flow)以连续不停留的流程一次做一个以连续不停留的流程一次做一个Current 目前目前After未来未来Daily Kit Release Control(Examples)每日工单的计划与管控Flash Wujiang FactoryDaily Kit Release Processes每日工单的排程W/HKitting one by one based onPC schedule sequence andFeeder

21、 set up KanBan needfirst.Than kitting the special approved pre-kitting lotsKitting one product a timeAudit qty and qualitySet up feederAudit teamFeeder Set-Up teamWaiting for Production(Next kit waiting area)Run SMT productionSMT Prod.Release the(1)Completed kit and(2)Special approval pre-kitting lo

22、ts*MPPCPut on the schedule andrelease kitting(2 lists)By 10:00amBy 12:00pmWhen Pre-kitcompletedSchedule toCut inRemarks:*All the pre-kitting must under condition that part will arrive by next day 6:00pm2 kind of kit release schedule两套式每日SMT生产排程Release the completed kitand special approval pre-Kittin

23、g lotsMPPCPut on the schedule And release kitting(2 lists)By 10:00amBy 12:00amWhen Pre-kit last partArrived(Kit completed),MP need to notice PC forSchedule cut-in(1)Completed kit schedule(2)Pre-kit schedule1.1 AXXXX-0011.2 BXXXX-0011.3 CXXXX-0011.4 DXXXX-0012.1 Xxxxx-0022.2 Yxxxx-0022.3 Zxxxx-002War

24、ehouse(Kitting)Do(1)first per schedule sequence and kanban requirements.(Always keep 3 kits in waiting at feeder set up areaOnce the feeder set up area already have 3 kit in waiting.W/H kitting people move to work the pre-kit schedule list(2)PC need to moveIt from list(2)to(1)And schedule cut in(1)无

25、缺料无缺料(2)尚缺料尚缺料 Urgent Parts One Hour Path Form急料一小时通关流程追踪表单（从收料到发料在一小时之内）Urgent Part Tracking Label(For shortage)Cust.Name:_P/N:_ Arrived Time:_Track No:_Vendor:_Material contact:_StationReceivingIQAStockroomProduct lineTimeConfirm Only 1-1-3-7 is needed1-1-3-7 备料流程Next jobFeeder cartWaiting每线下一个工单F

26、eeder车暂停位子FeederSet upWait forFeeder setUp kitNext feederSet upWare houseKit stagingSMT line ASMT line GSMT line DSMT line CSMT line BSMT line HSMT line HAudit teamContinuous Flow Example连续生产案例连续生产案例(Link Touch UP and Final Mechanical Line Together)如何将如何将Touch up 与组装线相联接与组装线相联接Flash Fremont Building

27、 2ABTU Kanban scheduleTouch up 线生产线看板CDFM Kanban scheduleKanban cardBox看板卡箱看板卡箱123456780KanbanCard看板卡Kanban Card看板卡Touch/Final Mech.Kanban scheduling systemTouch up 线与组装线生产看板系统线与组装线生产看板系统(3)效率效率 Efficiency(To develop a method aimed at waste eliminate)以消除所有浪费为目标的生产模式How to Pursue Manufacturing Excell

28、ence 追求卓越的生产绩效追求卓越的生产绩效To Build a tower or a bridgeAble to stand for hundreds Of years如同建造一座能使用百年以上的大桥Gap鸿沟鸿沟How to overcome the gap?如何横渡鸿沟如何横渡鸿沟“As is”目前水平目前水平“To be”目标水平目标水平World class EMS 世界水平世界水平Lay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerst

29、ones 基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Pillars 桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero defect

30、Lay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars 桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQA zero

31、 defectLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5 defects Control OQ

32、A zero defectLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5 defects Cont

33、rol OQA zero defectLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5 defect

34、s Control OQA zero defectLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“As is“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5

35、defects Control OQA zero defectLay down a strong foundation Building a path toward excellence打好地基，步步前进打好地基，步步前进“To be“Cornerstones基石基石Kit release processFlag systemAll-in-one schedule boardHourly trackingFloor KanBan squares WIP managementPillars桥柱桥柱CFM(Less than 24 hrs from SMT To ICT outICT top 5

36、defects Control OQA zero defectManufacturing Excellence Principle原理原理 Simple:简单，越简单越好简单，越简单越好 Standardized:标准化标准化 Sustain:持之以恒持之以恒 Visual:视觉管理视觉管理 Velocity:立刻反应立刻反应 3 现现:现场现场,现事现事,现现物物 Toyota Mfg System Vs Manufacturing Excellence 丰田汽车公司的生产模式丰田汽车公司的生产模式丰田式系统丰田式系统ToyotaManufacturingSystem及时生产及时生产 Dem

37、and PullOnly produce the productquantity when customerhas need自动化自动化 Jidaka Automatic processes monitoring and processmanagement(Autonomation)Quality质量质量CFM连续连续Efficiency效率效率简单简单标准化标准化持之以恒持之以恒视觉管理视觉管理立刻反应立刻反应3 现现1st Step to Pursue Manufacturing Excellence追求卓越的第一步追求卓越的第一步 追求第一追求第一 (Want to be#1)了解差距了

38、解差距(Understand the gaps)协求帮助协求帮助(Ask for help,if you dont know how to close gap)学习榜样学习榜样(It doesnt have to be your own idea)注意小事注意小事(When you care,your people will care,too)上下沟通上下沟通(Clear communication and follow up thoroughly)Role and Responsibility Operators员工员工 Following schedule and keeping the

39、SMT machine running with perfect quality.依生产计划，保持机器不停生产优质产品依生产计划，保持机器不停生产优质产品 Off line feeder set up teamFeeder备料组备料组 Prepared good feeders to all the SMT on time.提供足够的好的提供足够的好的Feeder给给SMT生产线生产线 Leader and supervisor领导及主管领导及主管 Resolve line problem and escalate problem which they can not or do not ha

40、ve time to solve.解决生产问题，失控前报告上级主管解决生产问题，失控前报告上级主管3 Stages of Deployment执行的三个阶段执行的三个阶段 1st stage(Set up stage)-Improvement team设立设立 2nd stage(Implement stage)-Supervisor执行执行 3rd stage(Sustain stage)-QA确保确保Manufacturing Excellence Guiding Principles卓越制造的真谛卓越制造的真谛Centralize InformationCommon approaches

41、Decentralization Implementation(Way of working)资讯统一，执行各自负责资讯统一，执行各自负责 统一规划统一规划Capacity planningCommon work standardsCommon expectations for common processes产能集中规划，效率标准统一产能集中规划，效率标准统一 统一标准工时统一标准工时Continuous Flow ManufacturingFlexibilityStandardization of line layout&Work methods一条龙式标准生产模式一条龙式标准生产模式 保

42、持最大弹性保持最大弹性3 Key Processes Of SMT ExcellenceAll-in-oneSchedule生产看板生产看板系统系统Flag System物料旗物料旗号系统号系统Hourly Tracking每小时追每小时追逐系统逐系统 11K/15K tracking Escalation process ICT top 5 SMT defects Skip nozzle control Paste printing control Hot shot quality control SMT zero wrong parts OPR tracking QPI Off line

43、feeder set up Feeder maintenance process Days color traveler control Dedicate SMT top side carts Cascade change over team Bottleneck machine indicators Kit release control One schedule for entire building Weekly capacity review Product grouping Primary line comply control Floor WIP kanban controlFla

44、g System(to identify next kit status)物料旗号系统物料旗号系统 Green Next kit ready下一工单材料备好了下一工单材料备好了 Yellow Setting up next kit下一工单正在备料下一工单正在备料 Red Next kit has problem 下一工单备料有问题下一工单备料有问题 Blue No schedule下面没工单下面没工单Who and When To Change Flag From Green to Yellow:SMT line operator.绿旗到黄旗绿旗到黄旗SMT操作员负责操作员负责 From Ye

45、llow to Green.Feeder set up team operator.黄旗到绿旗黄旗到绿旗备料组有问题备料组有问题 From Yellow to Red.Feeder set up team operator.黄旗到红旗黄旗到红旗备料组负责备料组负责 From Red to Yellow.Supervisor红旗到黄旗红旗到黄旗主管负责主管负责 From Green(Yellow&Red)to Blue:Leader or supervisor从绿旗（黄旗、红旗）到蓝旗从绿旗（黄旗、红旗）到蓝旗主管负责主管负责Three Phases Of Improvement改进的三个阶段改

46、进的三个阶段Three Phases Of Manufacturing ExcellencePhases I:It is the right thing to do将对的事情做好将对的事情做好 House keeping and information visible to all employees Simplify and discipline of the existing processes Reveal all the hidden problems and resolve one by onePhases II:Doing every thing right做对的事情（把事情做对）

47、做对的事情（把事情做对）Systemically restructure the processes to a simplest way Take all the waste out from all areas continuously Stop immediately if we see things wrong or a working discipline is violated.Phases III:Excellence becomes a habit做对已是一种习惯做对已是一种习惯 Zero defect is the only working standard for every

48、thing we do Robust processes and very little supervision is needed Excellence becomes everyones working habitThe 3 Phrase of MoraleOKMode得过且过得过且过ExcellentMode追求第一追求第一SurvivalMode力求改进力求改进Accept current status接受现状Accept not meet goal接受未达目标Accept others better than us接受别人比我做得更好Try to resolve current pr

49、oblems力求改变现状Try to meet hard goal力求达成目标Try to compete with others努力做得比别人更好Continuous improving寻求做得更好Set up challenge goal不断受更高目标挑战Compete ourselves自我挑战Shipping Escalation Process(Example)Objective:100%on time delivery目标做到目标做到100%准时交货准时交货If shipment boards already in FG area for the day.Do not post o

50、n the shipping schedule“White board“每日每日8时清点缺货数，并列于时清点缺货数，并列于shipping status 板上板上If shipment boards are not in FG by 8am of the dayCheck the QA if they have gotten the board 检查缺货板子是否已在检查缺货板子是否已在QANotice PC if there is still not have enough board at QA 如果未到如果未到QA，通知生管，通知生管(PC)If shipment boards are n