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BLUE BELT -NIBM.pp

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BLUE BELT -NIBM.pp

  1. 1. VISUAL FACTORY
  2. 2. Elements of the Visual Factory
  3. 3. Levels of the Visual Factory WORKPLACE ORGANIZATION Share Information Share Standards at the Site Build Standards into the Workplace Warn about Abnormalities (Build in alarms) Stop Abnormalities (Prevent defects from moving on) Prevent Abnormalities (Error-Proof) 1 2 3 4 5 6 Sort, Set, Shine, Standardize, and Sustain Workplace Organization
  4. 4. Strategies of Control Just-In-Time Information Source Inspection The Three Actuals: – Place – People – Process Visual Language
  5. 5. Strategies of Control: The 3 “Actuals” To be effective, process control, inspections, and information sharing must be understood in terms of The 3-Actuals: – The actual place an operation occurs; – The actual people in that place; and – The actual process occurring in that place.
  6. 6. ERROR PROOFING
  7. 7. Prevention • Product/Process Design • One-Way Assembly Detection • Operator Motion • Process Attributes (voltage, current) • Physical Characteristics (use of contact/non-contact switches, use of pins, jigs) Human Judgment  Andon Cord  Color Coding  Visual Controls  Status Indicators Source Inspection Self Inspection Successive Inspection Hierarchy Of Error Proofing Techniques
  8. 8. Error Proofing Devices Purpose – Completely eliminate defects. Respect for people – Relieves workers of constant attention to detail, highlights problems immediately. 100% source inspection through mechanical or physical control
  9. 9. STANDARDIZED WORK & TAKT TIME
  10. 10. STW Definition Standardized Work – Document of the current agreed upon best method to safely make a quality product, efficiently.
  11. 11. STW is a Baseline STW serves as a foundation for Continuous Improvements. Supervisors promote Continuous Improvement whenever a problem is discovered. All workers use STW once it is implemented. Post at line-side, naming the best method for Visual Factory.
  12. 12. TAKT Time TAKT Time The production time available. divided by The number of production units required by the customer
  13. 13. Cycle Time Cycle Time The time it takes to process 1 unit. This includes human & machine work and walking & waiting time. Measured by taking the average time measured over a representative sample size.
  14. 14. TOTAL PRODUCTIVE MAINTENANCE
  15. 15. Four Stages of TPM 1. Corrective (Reactive) maintenance 2. Preventive maintenance 3. Predictive maintenance 4. Total Productive Maintenance Corrective Maintenance + Preventive Maintenance + Predictive Maintenance = Continuous Improvement In Maintenance
  16. 16. Total Productive Maintenance • Unplanned downtime vs planned downtime • Overall Equipment Effectiveness (OEE) Setup-reduction • Average setup time less than 10 minutes Mistake proofing • PPM defects 0 defects We Should be Benchmarking World-Class Manufacturing Companies
  17. 17. TPM : Key Measurables 1. Overall Equipment Effectiveness (OEE) = A x E x Q. • Availability (A), 1.00 - Planned Downtime & Setup Losses • Efficiency (E), 1.00 - Unplanned Downtime & Speed Losses(Stoppages) • Quality (Q), Pieces produced minus scrap and rework, as a fraction • Example OEE = A x E x Q = 0.80 x 0.89 x 0.98 = 0.70 Many of the companies who are benchmarked have OEE’s of over 0.85
  18. 18. SUSTAINING LEAN LEAN STARTS WITH RULES NOT TOOLS THE FOUR RULES – 1. Structure every activity – 2. Clearly connect each customer and supplier – 3. Specify and simplify every flow – 4. Improve through experimentation at the lowest level possible - towards the ideal state
  19. 19. LEAN SYSTEMS The 5 Principles SYSTEMATIC WASTE ELIMINATION ESTABLISH AGREEMENT ON WHAT AND HOW Directly Observe Work as ACTIVITIES, INTER-CONNECTIONS AND FLOW ACTION REFLECTION Create A Learning Organization SYSTEMATIC PROBLEM SOLVING THE 4 RULES OF LEAN

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