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大家好 我是一家加拿大公司的運營經理，目前開始在公司使用 Lean Tools 來提高公司的OEE。 公司從未使用過任何精益生產的方法。我會在這里跟大家分享我的成果以及遇到的問題。 希望對 Lean 感興趣的朋友一同研究，大家有什么好的方法也希望能一同分享。
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我們的公司位于加拿大，主要成產渦輪加熱機，我負責的工廠主要是安裝。但是規劃的很不合理，無論是人員還是布局。1 o9 i1 X8 n0 X: \2 ]6 p7 d
先看下目前的樣子1 @* m# t( {% n. h$ `7 b
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以下是我的寫的一個大致的規劃，內容會根據實際情況調整，有不足之處希望大家指出來。（抱歉很多文件都是英文寫的，有問題的朋友可以給我留言）" e8 G, h( O5 C. P1 x& j
% ]* R* a, C3 G6 Q6 c* |- 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
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7 G; W6 [6 Z) ]& a# S, d不斷更新
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發表于 2018-5-23 22:43:31
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