制造管理诊断手法与实例

筆記型電腦供應鏈管理研究小組1製造管理診斷手法與實例報告人:許棟樑清華大學工業工程與工程管理系筆記型電腦供應鏈管理研究小組2OutlinePartI:APlantdiagnosticmethodologyAsummaryofpastfindings1)Crystallizekeyaspectsofconcern(認清改善標的)2)Diagnostics&ImprovementMethodology(善用分析與改善手法)3)ProcessRe-engineeringApproachPartII:Applications&partialresults1)Indexmodel&usefulnewindices2)Improvementdrivers3)Bestpracticecomparisons4)SMTprocessre-engineering筆記型電腦供應鏈管理研究小組3PartI:PlantdiagnosticmethodologyI.1)CrystallizeKeyaspectsofconcern(認清改善標的)I.2)Diagnostics&ImprovementMethodology(分析與改善手法)I.3)MfgProcessRe-engineeringApproach筆記型電腦供應鏈管理研究小組4I.1KeyAspectsofconcernIdea:Top-downsystematicdeploymentofPI-DTCo.ObjectivesPlantObjectivesKeyPerfIndicesAdm.Obj.…Determinants………PIsDTsPIsDTsPIsDTs筆記型電腦供應鏈管理研究小組5I.1.1Plant–Top-levelconcernsProfitability&CustomersatisfactionProductivity/ProductionLeadTime&Delivery(targethitrate)Quality&ReliabilityCostFlexibilityServiceI.1KeyAspectsofconcern筆記型電腦供應鏈管理研究小組6I.1KEYASPECTSOFCONCERNI.1.2AreasofAttention:(DTs)BottleneckManagement/Scheduling&Dispatching(=Productivity)FlowEfficiency&Layout(=Time)Inventorycontrol(Cost/profit)ResourceUtilizationEffectiveness(=Cost/Profit)Equipment/FacilityMaterials(WIP)HumanResourcesSpaceProcess&ChangeControl(=Quality/variability,Flexibility,etc.)Safety(basicreq.)=propersetofPIsforeachlevel.筆記型電腦供應鏈管理研究小組7I.2.分析與改善手法Basicmethodology:I.2.0MethodologyOverviewI.2.1IndexModel&StandardsI.2.2DataRepresentationForms/ToolsI.2.3AnalysisMethods/ToolsI.2.4Sitetour&InterviewsI.3ProcessRe-engineeringapproach筆記型電腦供應鏈管理研究小組8I.2.0MethodologyOverviewCollectData&BM--CompareStrength&Weakness--SeekImprovementOpport.--RankPerformanceRegressionAnalysis--ModelQuantitiveRelationsAmongPerformanceIndices&Determinants--PerformanceIndex=Fn(Determinants)DataEnvelopAnalysis--IdentifyInefficiencies--ProvideImprovementDirection&ReferenceTargetLevelFeedbackRecomm.--CompareStrength/Weakness--IdentifyImprovementOpportunities&targetlevel--BestPracticeSharingCorrelationAnalysis--FindOutImprovementDriversTrendAnalysisIndexModel-EstablishSystematicPerformanceIndices&DeterminantsAnalysisToolsVisit/Interview--UnderstandFactoryProcedure--VerifyData--ClarifyQuestionsManyothertools...SimulationDatarepforms/questionnaire/tools--Clearly/completely/Concisely筆記型電腦供應鏈管理研究小組9I.2.1PerformanceIndexModelTopdown/goaldriven/ClearlinkagesStandardizationArrangedforvariouslevels&Org.筆記型電腦供應鏈管理研究小組10I.2.2DataRepresentationTools表單:Well-designedformstoconcisely&completelydocumentthedetailsituations.I.2.2.1Process/TransportAttributeTable(流程細目表)ProcessattributetableTransportattributetableI.2.2.2LayoutDiagramI.2.2.3S/Wmodelingtools(doc.Processes)ARIS4views/IDEF/PowerDesigner(etc.)Dataview/Functionview/Controlview/Orgview筆記型電腦供應鏈管理研究小組11I.2.3AnalysisMethods/Tools(1)I.2.3.1DataBenchmarking(Bar/linechart)+Hi/Lo/Mean3.1.1DirectDataBenchmarkingHorizontalBMVerticalBM(Trends)3.1.2IndirectDataBenchmarkingDunkenmethodtodifferentiategroupsforVariousPerfRankingsincl.:EquipmentperformanceAHP(AnalyticalHierarchicalProcess)RankingI.2.3.2ImprovementdriversCorrelationRegressionI.2.3.3Input/OutputEfficiencyAnalysis(DEA)Plant/Section/Machinelevels筆記型電腦供應鏈管理研究小組12DataEnvelopAnalysis(Concept)•Identifyin-efficiency&Impr.Ref.Target•Canidentifyeff4multipleinputs&multipleoutputs3511235746X(Input)Y(Output)6'ImproveVRSDEAOptimizedCurve(EfficientFrontier)投入人力月產量筆記型電腦供應鏈管理研究小組13I.2.3AnalysisMethods/Tools(2)I.2.3.4BottleneckanalysisLineBalanceRateProcesstime+TransporttimehistogrambysectionBottleneckidentification/inclinationindicesI.2.3.5LayoutanalysisLayoutanalysis(Layoutefficiency)PetrinetanalysisI.2.3.6CycletimeanalysisFlowefficiencyI.2.3.7Costdecomposition/Wasteanalysis筆記型電腦供應鏈管理研究小組14I.2.3AnalysisMethods/Tools(3)I.2.3.8Process&MaterialflowanalysisProcessflow(WIPJourney)AnalysisKeycomponenttimejourneybyorg./sectionWIPdistributionI.2.3.9ResourceUtilizationanalysisInventoryutilization/shortage&Stockwaste.EquipmentOEE/WasteanalysisHR(productivity?)Areautilization/productivityI.2.3.10SimulationSimulateexistingsituationtofindoutproblematic/bottleneckareasSimulatere-engineeredsituationto:Predictpossibleresults.Perform“whatif?”analysesDebugnewdesignsbeforemajorcapitalinvestments.筆記型電腦供應鏈管理研究小組15I.3ProcessRe-engineeringApproachDetermineprojscope&targetofstudyPreliminaryprocesstour&discussionEstablishPIs&DTsDatacollection(UseDataRepresentationToolsI.2)AS-ISProcesssimulation/ARISModelUseAnalysisTools(I.2.3)w/externaldata=ImprovementideasEstablishTO-BEmodelTO-BEModelsimulation=改善效益評估Feedbacktoco.&Discussion.筆記型電腦供應鏈管理研究小組16PartII:Applications&ResultExcerptII.1)Indexmodel&UsefulnewindicesII.2)ImprovementdriversII.3)BestpracticecomparisonsII.4)SMTProcessre-engineeringcases筆記型電腦供應鏈管理研究小組17II.1HighlightsofIndexModelOrganized:13KeyperformanceIndices124Detailindices(variouslevels)Created12usefulNewindices&2redefinedindices:ORTratio:O-ratio/R-ratio/T-ratio(3*2)LayoutEfficiency(LE)(4)FlowEfficiency(FE)(2)LineBalanceRate(LBR)(redefine