工厂管理的五要素

Stech:ABOUTPIT●WhyInductingPIT?●WhatisPIT?●HowtodoPIT?Stech:WhyInductingPIT?工廠管理的五要素ProductivityQualityDeliveryCostMorale生產力改善能促進品質、成本、士氣及交期各項的改善;且,它是一個指示器,能及時反映品質、士氣的狀況Stech:生產力的計算方法Productivity=--------------------------------OutputQ’ty*STDTimeInputHours=-------------------------EarnedHoursInputHoursStech:生產力改善的意義＊直接人力的節省＊用更少的人力做更多的事＊用同樣的人力做更多的事＊用更少的人力做同樣的事Stech:表征〝生產力改善〞的指標例：某生產線生產機種A,其一月及二月的生產狀況如下(假定該組僅存在重工Loss):Month\ItemOutputQ'tySTDTime重工比率重工工時Jan10K100Hrs/Kpcs10%200Hrs/KpcsFeb20K80Hrs/Kpcs8%150Hrs/Kpcs用什麼指標能夠最適切地表現該組Feb較Jan的生產力改善程度?它是多少?Stech:表征〝生產力改善〞的指標(一)結論：人均每小時產出量(Unit-Per-Hour)較能適切地表現該組Feb較Jan的生產力改善程度。Month\ItemOutputQ'tySTDTime重工率重工工時生產力%Unit/HourJan10K100H/K10%200H/KFeb20K80H/K8%150H/K10k*100H/K10k*100H/K+10*10%*200H/K----------------------10k*100H/K10k*100H/K+10*10%*200H/K------------------------1000H1200H=----------=83.33%1600H1840H=----------=86.96%10000PCS1200Hs------------=8.33Pcs/H20000PCS1840H-----------=10.87Pcs/HStech:OutputQ'tySTDTime重工比率重工工時A10K100Hs/K10%200H/KB20K60Hs/K8%120Hs/KA20K80Hs/K8%150Hs/KB30K50Hs/K5%100Hs/KMonth\ItemJanFeb用什麼指標能夠最適切地表現該組Feb較Jan的“生產力改善”程度?它是多少?表征多機種組別〝生產力改善〞的指標例：某生產線生產機種A、B,其一月及二月的生產狀況如下(假定該組僅存在重工Loss):Stech:表征多機種組別〝生產力改善〞的指標(二)10*100+20*6010*10+20*60+10*10%*200+20*6%*120-------------------------------20*80+30*5020*80+30*50+20*8%*150+30*5%*100----------------------1000+12001000+1200+200+144=---------=86.5%10000+20000OutputSTD重工率重工工時生產力(當月)Unit/Hour以Jan之STD為的基准生產力BaseProductivityA10K100H/K10%200H/KB20K60H/K8%120H/KA20K80H/K8%150H/KB30K50H/K5%100H/KMonth\ItemJanFeb2544=----------=11.79Pcs/Hr1600+15001600+1500+240+150=---------=88.8%3490=----------=14.32Pcs/Hr20000+3000086.5%=108.9%=----------20*100+30*603490=----------38003490結論：多機種組別(甚而全廠)之“生產力改善”用BaseProd.(以某不變工時為基准的生產力)為指標較為合適。Stech:77%73%71%70%66.45%71.32%105%117%119%122%112%123%83%86%83%68%120%106%87%77%65%75%85%95%105%115%125%FebMarAprMayJunJulAugSepOctNovDecProductivityProductivityatcurrentProductivityatbaseProductivityatCurrentandBase＊能真正反映工廠生產力改善績效的指標是BaseProductivity,而不是CurrentProductivityStech:9.9411.2412.8213.5114.4615.7612.9913.059.6511.38891011121314151617FebMarAprMayJunJulAugSepOctNovDecUnitperHourUnitPerHourUnitPerHour僅能當作一個參考＊Nov之U/H雖較Oct還低但BaseProductivity卻有11%之增長Stech:Unit-Per-Hour&生產力Prod.=-----------------------------------------OutputQ’ty*STDTimeInputHoursInputHours=-----------------------=Unit/HourOutputQ’tyProd.STDTime--------------Stech:BaseProductivity衡量單一機種的生產力改善程度可用Unit/Hour。若要衡量多機種組別(乃至全廠)生產力改善程度,則可用BaseProductivity。BaseProd.=------------------------------------Q’tycurrent*STDbaseInputHourcurrent做同樣的事,用多少人?Stech:Unit-Per-Hour&生產力改善InputHours=-----------------------=Unit/HourOutputQ’tyProd.STDTime--------------〝Unit-Per-Hour〞的改善將有賴兩個因素：Productivity與STDTimeStech:生產力的意義：1.Prod.=--------------------------------------OutputQ’ty*STDTimeInputHours當前生產中各種原因導致的延誤比率(已/未知原因的延誤)的反映以當前STD為基准,產出工時的達成比率2.Prod.=-------------------------------------------------------------------------InputHrs-IdentifiedLoss-UnaccountableLossInputHours=1-Loss-UnaccountableStech:生產力改善的兩條途徑-ProductivityImprovementInputHoursOutputQ’tyProd.STD--------------Unit/Hour=----------------=Prod.=1-Loss-Unaccountable＊制程不良重工＊機器設備故障＊報廢＊材料品質問題＊……Stech:ProductivityImprovement*HighlightLossTimeCorrecttheproblem&PreventitPreventiveActionSystemComplianceCheckingPD*ManagementChecklist*DailyVarianceReportChecklist*ManpowerArrangement*C/TSetting&BottleNeckQC*QualityChecklistPMC*PC/MCDRMTE/ME*MaintenanceScheduleRD*NewP/NPilotRunTeam*WeeklyReviewMeetingCorrectiveActionProblemFollowing-upProjectFollowing-upStech:Weeklyfollow-upandmanagementDailyfollow-upandmanagementHourlyfollow-upandmanagementDataFromLineDailyVarianceReportEfficiencyandProductivityReportLossTimeMeetingMaterialLossTimeReductionLossTimeMeetingLossTimeReductionLossTimeReductionCorrectiveandPreventiveActionCorrectiveandPreventiveActionCorrectiveandPreventiveActionFlowChartStech:生產力改善的兩條途徑-STDTimeImprovementSTD=---------------------=C/T(BottleNeck)*OprtsWorkingTimeL/BEfficiency＊刪除＊簡化＊合併＊分解動作、治具、Layout,etcStech:STDImprovementIEImprovementScheduleIEWeeklyReviewMeetingProjectSet-up-------------(SpecialImprovementItem)Stech:STD改善的作用Prod.STD--------------Unit/Hour=＊直接影響Unit/Hour＊協助組長管理生產線,降低Loss**目標清楚**合適的參照物,便於發現問題,協助相關部門了解掌握改善方向Stech:0.39%20.62%39.84%117%119%122%112%123%43.00%42.41%41.94%37.22%1.37%16.97%40.38%105%120%106%87%77%0%20%40%60%80%100%120%FebMarAprMayJunJulAugSepOctNovDecWeightedatbaseProductivityatbaseProductivityatBaseandSTDReductionWeightedApr&Jun,STD改善較大,相應的BaseProductivity亦有較大改善.這一事實有力地證明了“STD改善對BaseProductivity提升有很大幫助.”Stech:DATE:FROM2000/11/1TO2000/11/30Line-No.Q'TYEARNHOURSINPUTHOURSLOSS(exptPD)LOSS(PD)EFFI(%)PROD(%)LOSS(%)146A1008154902.244895.9690.5143.86102.01100.132.741641522733989.883864.9594.13.9105.81103.232.5417229293784.247957.74.599.6198.651.531764011906574.086555.971.17.6101.38100.281.2STD&LossTimeSTDTime未及時修正,生產力偏高,組長不願或不敢抓LossStech:PE工作時間矩陣圖I臨時通知新產品上線突發品質異常客戶報怨客戶增加急單,人力調整…20-25%IITOP15STDImprovement了解生管Schedule,預做人力規劃制程研究與改善………65%-80%III列席會議不重要