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大家好 我是一家加拿大公司的运营经理，目前开始在公司使用 Lean Tools 来提高公司的OEE。 公司从未使用过任何精益生产的方法。我会在这里跟大家分享我的成果以及遇到的问题。 希望对 Lean 感兴趣的朋友一同研究，大家有什么好的方法也希望能一同分享。) c; M. G! K6 |# |( C1 q6 V, V
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6 L4 K/ [# n7 N$ G2 k. d, O! t我们的公司位于加拿大，主要成产涡轮加热机，我负责的工厂主要是安装。但是规划的很不合理，无论是人员还是布局。" j I5 k8 r6 y$ v
先看下目前的样子, R- ~0 z, X& l! `% P5 T
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以下是我的写的一个大致的规划，内容会根据实际情况调整，有不足之处希望大家指出来。（抱歉很多文件都是英文写的，有问题的朋友可以给我留言）
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' w/ O& S( t6 t$ o; p! a. u- Form team (mix of lean manufacturing and relevant business experience)
- Develop communication and feedback channel for everyone
- Meet with everyone and explain the initiative
- Begin to train all employees (lean overview, eight wastes, standard operations, kaizen, RCPS, PDCA)
- Facility analysis – Determine the gap between current state and a state of “lean”
- 5-S - It is the foundation of lean. Workplace organization is critical for any lean initiative
- TPM – Begin Total Productive Maintenance early (used throughout lean)
- Value Stream Mapping – Determine the waste across the entire system
- 7 (or 8) waste identification – Use with value stream mapping to identify system waste
- Process mapping – A more detailed map of each process
- Takt time – Determine need to produce on all processes, equipment
- Overall equipment effectiveness and six losses – Determine the losses on all processes and equipment
- Line balance – Use, if necessary, with takt time and OEE
- SMED – Push setup times down to reduce cycle time, batch quantity and lower costs
- Pull/one-piece flow/Continuous Flow Analysis – Utilize kanban and supermarkets
- Analyze quality at the source application – Poor quality stopped at the source
- Implement error-proofing ideas
- Cellular manufacturing/layout and flow improvement – Analyze facility and each process
- Develop standardized operations – Concurrently with SMED, line balance, flow, layouts
- Kaizen – Continue improving operations, giving priority to bottlenecks within the system- w% u+ G! x0 G1 ]' W- H( V
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不断更新0 O' T& S7 |" }* R) {
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发表于 2018-5-23 22:43:31
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