质量信得过班组(工具与方法).ppt

* 工作次序并不一定代表生产流程的零件流向。 A work sequence does not necessarily represent part routing through the manufacturing process. 工作次序需要多技能的工人。 A work sequence may require multi–functional operators * * 每人一份标准化作业 One Standard Operation per person (operator) 2. 将文件展示出来，作为培训和审核之用 – 由主管进行标准化作业审核 (在日常改进管理即MDI里有培训课程) Display for training and audit purposes – Standard operations audits conducted by the supervisor (taught in Managing Daily Improvement – MDI – training). 有些公司会将标准化作业文件与现有的详细工艺流程表放在一起。 Some companies will link Standard Operations documents to existing detailed process sheets. 3. 培训，特别是初期改善工作后对各个班次进行的培训，非常重要 - 最好由同一个人进行培训。再次强调，主管要在进行/监督培训以及强化培训过程中起领导作用。改善推广办公室的作用是在制定标准化作业文件和明白如何使用这些文件上与主管们进行基本的合作，但是强化培训效果则要依靠部门主管或管理层。 Training, particularly after initial kaizen work is critical – across all shifts – by the same person is ideal. Again, supervision has to take the lead in conducting/overseeing the training and reinforcing it. The KPO role is to work initially with supervision in developing and understanding how to use the standard ops., but reinforcement should come from the local supervision/management. * 制程能力表是生产主管们使用的计划工具，而不是改善团队队员们使用的。 The PCT is a planning tool for use by supervisors, not something any member of a kaizen team would use. 制程能力表通常用于机加工流程，而不是装配流程。 The PCT is normally used for machining processes, not assembly processes. * 当前面的数据都输入并进行计算以后，得到的制程能力表就是这样的。总产能一栏只适用于自动机器作业的情况。 This is how a filled in process capacity table will look when the previous data is entered and all the calculations are made. The total capacity column should only be filled in for automatic machine operations. * 本页是为了提醒大家如何计算各栏数据。 This is a reminder page to show how to calculate each of the different columns. * 每个工人一张标准化作业表，贴在各个工位的前面。 Use one Standard Operation Sheet per operator, posted in the cell at the operator’s workstation. ·?? 要解释这个图表，包括 Explain the chart, including: ·?? 节拍时间线 Takt time line ·?? 标准半成品 Standard WIP ·?? 点画线和实线 (“走动”线) Dashed