标准化工作定义.ppt

内容总结 Standard Work Workshop。计划的，重复的所允许的耗时由每个业务单元决定。手工时间+行走时间+等待时间。实际加工周期=手工时间+行走时间+等待时间。最长的加工周期告诉我们单元有能力加工多少件零件。实际加工周期是指一位操作员完成其标准作业的周期。操作工在一个周期的操作中为完成手工任务所需的时间(如检验，装载，卸载，测量)。实际加工周期和目标加工周期之间的差。固定的目标周期/可变的人力。做一个计划来维持积极的标准作业和按客户需求节拍生产的计划。持续改进前后记录 第三十一页，共三十一页。 * Don’t let this tool confuse you. It is a simple flow tool that illustrates what one operator does with a combination of tasks. 不要被此工具所迷惑。它只是一件简单的流动工具来阐明一个操作员在多个任务的结合下该做什么。 Let’s look at an example, and walk through it. 让我们看一下例子，然后看下去。 * We will define and discuss each of these. 我们会就这里的每一点下个定义并进行讨论 * Available time includes all time available, except for breaks. 可用时间包括所有除了休息时间以外的可用时间。 Use a four week customer planning requirement when figuring production requirements. 用客户的4周的要求计划时间来策划生产需求。 Example follows on next slide. 下一张是举例。 * In this example our customer is requesting 1504 parts per day. We have a total of 6 people manning this cell(3 per shift). On Takt Time calculation we only subtract breaks and possibly lunch. In this example we have 920 minutes of available time. We multiply 920 times 60 and get 55,200 seconds of available time. We then divide the 55,200 seconds by 1504 units that the customer requires and we get a Takt time of 36.7 seconds. We need to net 1 unit every 36.7 seconds. 在这个例子里客户要求1504件每天。在此工作单元我们共有6个人员。用TAKT时间来计算我们仅仅减去了休息和午餐时间。在这里我们有920分钟的可用时间。我们把920乘以60得到55200秒的可用时间。然后将55200除以客户要求的1504个单元，我们会得到36.7秒的TAKT时间。我们需要每隔36.7秒清空一个单元。 * Takt time as we discussed, is an ideal condition, only allowing for breaks. Target cycle time will allow for such items as meetings, PM, changeovers, etc. because these are real and they happen. The cell is not operating to produce parts to Takt schedule during these times. Target cycle time is takt time minus these special allowances. 正如我们所讨论的TAKT时间是一种理想状态，除了休息的时间。目标周期允许如会议，换装等的时间，因为那些时间是真实的，确实发生的。这几次该工作单元的管理不是针对TAKT时间进行的。目标周期是将TAKT时间减去特殊耗时。 * * In this example, our customer requires 1504 parts per day. Remember that our Target Cycle Time calculati