SixSigma项目提高装配计划内完成率课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,#,滨特尔,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,滨特尔品牌标志使用说明,#,滨特尔,1,M,A,I,C,D,Define,1MAICDDefine,2,PCP,生产部装配车间,手动阀组在清洗、备料、装配、试压、油漆和报缴等各工序间有较多的异常因素，导致每日计划内,完成率较为,低下。,以,3,月份,为例,，手动阀组当月,日平均,计划内完成率,仅为,50.48%,，对产品交货周期及工厂运营都有不利影响。因此，有必要成立项目，提升手动阀组每日计划内完成率。,M,A,I,C,D,日期,本日计划完成当量,计划内实际完成当量和计划内完成率,日期,本日计划完成当量,计划内实际完成当量和计划内完成率,3-5,128.48,111.41,99.21%,3-20,135.54,42.30,46.44%,3-6,177.28,125.55,71.22%,3-21,112.75,14.13,12.53%,3-7,124.96,73.23,59.08%,3-22,169.27,119.43,70.56%,3-8,106.35,106.35,100.00%,3-23,1822.19,81.05,4.46%,3-12,40.28,12.99,32.25%,3-26,1822.19,97.48,5.36%,3-13,68.62,43.49,63.38%,3-27,1339.30,172.36,15.67%,3-14,437.30,162.95,37.26%,3-28,1522.36,275.03,21.38%,3-15,562.01,371.60,66.12%,3-29,1513.56,359.54,26.46%,3-16,439.94,439.94,100.00%,3-30,1351.91,211.58,27.82%,3-19,245.20,245.21,100.00%,Problem Statement,2PCP生产部装配车间手动阀组在清洗、备料、装配、试压、油漆,Y,：每天计划内完成率,Y Definition,Y =,计划,内实际完成,当量,（,计划完成,当量,-,缺,料当量,）,备注：计划内实际完成当量,=,报缴入库当量,+,待检验当量,+,待报缴当量,+,待油漆当量,Including valve assembly,testing, and nameplate,marking,excluding lapping.,Project Scope,Baseline,50.48,%,Target,70,%,M,A,I,C,D,Big Y,Y：每天计划内完成率Y DefinitionY = 计划内实,Dept.,Members,Responsibility,MBB:,Bao Daniel,Data collection,Leader: Wang XingLiang,Production,Li XiuJun,Bao JianXiong,Wu Jian,Adjust assembly line,Frequency,Every Day,Champion: L,iu Jian,Production,Yuan Jun,C,ommunication,When we need,Yuan Bo,MRP,Every Day,Planning arrangement,M,A,I,C,D,Team Members,Dept.MembersResponsibilityMBB:,Define,Measure,Analyze,Improve,Control,Month,May June July August September,Planned Project Schedule,M,A,I,C,D,DefineMeasureAnalyzeImproveCon,Measure,D,M,A,I,C,MeasureDMAIC,清洗機,棧板組裝台,組裝桌,待上線區,金屬鋼球研磨區,待組裝區,待測,試區,待測,試區,待測,試區,棧板,位置,棧板,位置,棧板,位置,棧板,位置,鎖固機,組裝桌,組裝桌,測單邊,組裝桌,組裝桌,鎖固機,鎖固機,鎖固機,棧板,位置,棧板,位置,待組,裝區,待組,裝區,棧板,2,#,试,压机,1,#,试压机,3,#,试,压机,4,#,试,压机,5,#,试,压机,6,#,试压,机,内,件,标件,摆放区,阀体,左体,摆放区,Washing,Assembly,T,E,S,T,I,N,G,Marking,D,M,A,I,C,清洗機棧板組裝台組裝桌待上線區金屬鋼球研磨區待組裝區待測待測,Supplier,Input,Process,Output,Customer,Washing,Testing,Assembly,Marking,Painting,Operators,Materials,Testing machines,MRP,Delivery,Qualified FG,Completion rate within the plan,FG warehouse,Warehouse,Fixtures,Washing machines,Assembly plans,SIPOC,D,M,A,I,C,SupplierInputProcessOutputCus,From the chart above we can see that the process is stable.,Process stability analysis,D,M,A,I,C,From the chart above we can se,Datas normal,Cpk is only -0.66, process is far less of capability.,Process capability analysis,D,M,A,I,C,Datas normalCpk is only -0.66,Analyze,M,A,D,I,C,AnalyzeMADIC,Convenience of fetching tools,Height of washing machine,Components quality,Ergonomic of assembly desks,*,Components matching rate,Distance of crane need to move,Testing efficiency,Crane usage frequency,Job identity,*,reasonableness of assembly line layout,*,Reasonableness of planning,Operator capability,Low completion rate,Method,Environment,Material,Man,Machine,*Too much WIP,*,rework rate,Potential key factors:,X1:Reasonableness of planning X2:Reasonableness of assembly line layout,X3:Components matching rate X4:Reasonableness of operators arrangement,X5:Rework rate,X6,：,WIP rate,*,Reasonableness of operators arrangement,Fishbone,M,A,D,I,C,Convenience of fetching toolsH,Xs,X3:,P,arts,matching rate,X4:,O,perators,arrangement,X5:,R,ework,rate,X6:,WIP rate,Continuous,Attribute,Continuous,Continuous,Ys,Completion rate,Regression,ANOVA,Regression,Regression,Continuous,For X1 & X2, theres no data for analysis, so we had a brainstorm to apply QUICK WIN and then follow the effect.,Analysis,plans,M,A,D,I,C,XsX3:X4:X5:X6:Continuou,MRP made,monthly and weekly,plans according to SO delivery time.,Production would check with MRP about the completion situation.,Every weekend,for weekly completion and,every month end,for monthly completion.,MRP,made,monthly, weekly as well as daily,plans according to SO delivery,time.,Production will feedback the completion situation to MRP every noon, to forecast the completion, and to review with MRP the completion every day at 16:00.,Same as before, production would check with MRP about the completion situation. Every,weekend for weekly completion and every month end for monthly completion,.,Before,After,Quick win for X1,M,A,D,I,C,MRP made monthly and weekly pl,From the chart above we can see that reasonable plan can effectively improve the daily completion rate.,Effect verification for X1 quick win,M,A,D,I,C,From the chart above we can se,清洗机,内,件,标件,摆放区,阀体,左体,摆放区,2,#,试,压机,1,#,试压机,3,#,试,压机,4,#,试,压机,5,#,试,压机,6,#,试压,机,装配桌,栈,板位置,锁,固台,栈板位置,锁固机,装配桌,装配桌,鎖固機,装配桌,装配桌,栈板位置,栈板位置,栈板位置,測單邊,栈板位置,栈板位置,金屬鋼,球,研磨,區,Quick win for X2- Before,M,A,D,I,C,清洗机内件阀体2 #1#3 #4 #5 #6 #,清洗機,棧板組裝台,組裝桌,待上線區,金屬鋼球研磨區,待組裝區,待測,試區,待測,試區,待測,試區,棧板,位置,棧板,位置,棧板,位置,棧板,位置,鎖固機,組裝桌,組裝桌,測單邊,組裝桌,組裝桌,鎖固機,鎖固機,鎖固機,棧板,位置,棧板,位置,待組,裝區,待組,裝區,棧板,2,#,试,压机,1,#,试压机,3,#,试,压机,4,#,试,压机,5,#,试,压机,6,#,试压,机,内,件,标件,摆放区,阀体,左体,摆放区,Quick win for X2- Improving,M,A,D,I,C,清洗機棧板組裝台組裝桌待上線區金屬鋼球研磨區待組裝區待測待測,清洗机,零件区,铸件区,2,号,机,1,号,机,3,号,机,4,号,机,组装桌,（,2,及以下金属密封、无油、高温）,金属球,研磨,区,栈,板,栈,板,栈,板,栈,板,5,号,机,测单边,6,号,机,锁固机,栈,板,栈,板,栈,板,栈,板,栈,板,组装桌,（,1/2-2,软密封）,组装,台（,8”,以上装配区）,返修,桌,（非无油）,中转小车,停放区,组装桌,（,1/2-2,软密封）,栈,板,栈,板,返修,桌,（无油，待采购）,超音波,清洗,机,R700,锁固机,2m,万向轮,虎钳,组装,台（,2 1/2- 8,金属,密封、无油、高温）,组装,台（,2 1/2- 8,软密封,8,”,以上,装配区 （备用）,Quick win for X2- After,M,A,D,I,C,清洗机2号1号3号4号组装桌金属球栈板栈板栈板栈板5号测单边,TO BE VERIFIED,Effect verification for X2 quick win,M,A,D,I,C,TO BE VERIFIEDEffect verificat,Regression Analysis: completion rate versus,components,matching rate,The,regression equation is,completion rate = 0.436 - 0.129,components,matching rate,Predictor,Coef,SE Coef T,P,Constant,0.43608 0.05496 7.93 0.000,parts matching rate -0.1286 0.4073 -0.32 0.755,S = 0.197605 R-Sq = 0.4% R-Sq(adj) = 0.0%,Analysis of Variance,Source DF,SS MS F P,Regression,1,0.00389 0.00389 0.10 0.755,Residual Error,24,0.93715 0.03905,Total,25 0.94104,From the analysis above we can see that theres no obvious relationship between components matching rate and completion rate.,Potential Xs Analysis: X3,M,A,D,I,C,Regression Analysis: completio,One-way ANOVA: completion rate versus operators arrangement,Source,DF,SS,MS,F,P,operators arrangement,9 0.5780 0.0642 1.66 0.143,Error,31 1.2016 0.0388,Total,40 1.7795,S = 0.1969 R-Sq = 32.48% R-Sq(adj) = 12.88%,Individual 95% CIs For Mean Based on Pooled StDev,Level N Mean StDev +-+-+-+-,6 4 0.2687 0.1684 (-*-),7 1 0.3315 * (-*-),8 3 0.3955 0.1389 (-*-),9 3 0.6701 0.0359 (-*-),10 4 0.4772 0.2142 (-*-),11 4 0.3743 0.0788 (-*-),12 9 0.5421 0.1993 (-*-),13 11 0.4703 0.2452 (-*-),15 1 0.0420 * (-*-),16 1 0.3796 * (-*-),+-+-+-+-,-0.35 0.00 0.35 0.70,Pooled StDev = 0.1969,From the analysis above we can see that theres no obvious relationship between operators arrangement and completion rate.,Potential Xs Analysis: X4,M,A,D,I,C,One-way ANOVA: completion rate,Regression Analysis: completion rate versus rework rate,The regression equation is,completion rate = 0.417 + 0.291 rework rate,Predictor,Coef,SE Coef,T,P,Constant,0.41744 0.04935 8.46 0.000,rework rate 0.2913 0.4955,0.59 0.561,S = 0.215188 R-Sq = 1.1% R-Sq(adj) = 0.0%,Analysis of Variance,Source,DF SS MS F P,Regression 1 0.01600 0.01600 0.35 0.561,Residual Error 32 1.48179 0.04631,Total 33 1.49779,From the analysis above we can see that theres no obvious relationship between rework rate and completion rate.,Potential Xs Analysis: X5,M,A,D,I,C,Regression Analysis: completio,Regression Analysis: completion rate versus WIP rate,The regression equation is,completion rate = 0.832 - 0.873 WIP rate,Predictor,Coef,SE Coef,T,P,Constant 0.83222 0.02585 32.20 0.000,WIP rate -0.87267 0.05434 -16.06 0.000,S = 0.128422 R-Sq = 78.4% R-Sq(adj) = 78.1%,Analysis of,Variance,Source,DF SS MS F,P,Regression 1,4.2541,4.2541 257.94 0.000,Residual Error 71 1.1709 0.0165,Total,72 5.4250,From the analysis above we can see that completion rate has strong relationship with WIP rate.,Potential Xs Analysis: X6,M,A,D,I,C,Regression Analysis: completio,No.,Potential Key Factors,Critical or not,X1,Reasonableness,of planning,Y,X2,Reasonableness,of assembly line layout,TBD,X3,Components,matching rate,N,X4,Reasonableness,of operators arrangement,N,X5,Rework,rate,N,X6,WIP,rate,Y,Next Steps:,Change the layout of assembly line,To balance the capacity of assembly, testing & painting, and to reduce WIP rate,Analyze summary,M,A,D,I,C,No.Potential Key FactorsCritic,A,I,Improve,M,D,C,AIImproveMDC,清洗机,零件区,铸件区,2,号,机,1,号,机,3,号,机,4,号,机,组装桌,（,2,及以下金属密封、无油、高温）,金属球,研磨,区,栈,板,栈,板,栈,板,栈,板,5,号,机,测单边,6,号,机,锁固机,栈,板,栈,板,栈,板,栈,板,栈,板,组装桌,（,1/2-2,软密封）,组装,台（,8”,以上装配区）,返修,桌,（非无油）,中转小车,停放区,组装桌,（,1/2-2,软密封）,栈,板,栈,板,返修,桌,（无油，待采购）,超音波,清洗,机,R700,锁固机,2m,万向轮,虎钳,组装,台（,2 1/2- 8,金属,密封、无油、高温）,组装,台（,2 1/2- 8,软密封,8,”,以上,装配区 （备用）,Change the layout of assembly line,A,I,M,D,C,清洗机2号1号3号4号组装桌金属球栈板栈板栈板栈板5号测单边,从,2012,年,6,月份开始，由车间调度（袁军）于每天,16:00,左右与,MRP,（袁波）沟通，明确第二天工作内容（,明确第二天的装配计划，尽可能,的提高装配计划的,合理性,）并于第二天,13:00,之前向,MRP,做信息反馈，汇报当天装配计划的执行情况、遇到的困难并预估具体完工时间，同时将邮件抄送给有关人员，请有关人员协同解决遇到的困难，确保当天装配计划的完工。,由车间主任督促车间调度执行此项，并长期坚持。,Reasonableness of planning,A,I,M,D,C,从2012年6月份开始，由车间调度（袁军）于每天16:00左,从,2012,年,9,月,3,日开始，试行车间晨会制度。,每天早上上班后，利用不超过,5,分钟的时间，由组长召集班组成员开晨会，并长期坚持执行。,主要目的和内容：,1,、让班组所有成员知道当天的工作量；,2,、让班组所有成员知道当天的工作重点；,3,、对于班组内部存在的问题可以在晨会中提出，在班组内部展开讨论；,4,、与员工共同分享公司的一些公开信息。,Reasonableness of planning,A,I,M,D,C,从2012年9月3日开始，试行车间晨会制度。Reasonab,29,To r,educe WIP rate,A,I,M,D,C,对,2012,年,8,月、,9,月和,10,月连续三个月的数据进行统计，分析,计划内未完工项,的当量和比例，并进行针对性改善。,29To reduce WIP rateAIMDC对2012,从,Pareto,中可以看出：待装配和质量问题是未完工计划中比较突出的原因。因此，我们针对这两项制定了专门的改善行动。,一、,待装配,改善,行动,1,、金属密封球体,MRP,提前下单：与,MRP,沟通，做到金属,密封球体提前磨成成品入库，而不是等下,了装配计划再下单开始研磨；,2,、库房及时送料：与库房沟通，对已下单产品及时安排备料，并分批送到装配现场，而不是全部备料完毕再送到装配现场，避免装配收料时间晚；,3,、适当安排加班：根据实际情况，合理安排车间员工加班，以确保生产计划的顺利执行。,4,、,通过人员的安排、调整，及时处理瓶颈工序，尽可能达到均衡,生产。,二、,质量,问题,改善,行动,1,、与,PE,及时沟通，请,PE,对问题产品及时给出返修方案，由车间负责协调返修；,2,、与金加工车间及时沟通，确保返修零件能及时得到安排。,To r,educe WIP rate,A,I,M,D,C,从Pareto中可以看出：待装配和质量问题是未完工计划中比较,To r,educe WIP rate,A,I,M,D,C,行动计划,重要事项,行动,负责人,进度,完成期限,MRP,提前下单,金属密封球体提前磨成成品入库，而不是等下了计划再研磨,袁波,9,月份已经开始执行,持续进行中,库房及时送料,对已下单产品及时安排备料，并分批送到装配现场，而不是全部备料完毕再送到装配现场,冷奎、谢刚,9,月份已经开始执行,持续进行中,适当安排加班,根据实际情况，合理安排车间员工加班，以确保生产计划的顺利执行,王兴亮、袁军,随时关注生产现场，及时做出安排,持续进行中,与,PE,及时沟通,问题产品及时给出返修方案，由车间负责协调返修,王兴亮、袁军,随时关注生产现场，及时沟通并安排返修,持续进行中,车间内部人员安排、调整,通过人员的安排、调整，及时处理瓶颈工序，尽可能达到均衡生产,王兴亮、袁军、吴剑,随时关注生产现场，及时做出调整安排,持续进行中,To reduce WIP rateAIMDC行动计划重要事,32,编号,PN,描述,状态,清理时间,实际完成时间,备注,11,月,12,日,R700,返修,&,报废物料处理会议纪要如下：,R700,订单目前大概有,70,个,MO,、,550,台左右，基本上是延迟订单（有延迟,1,年的）需要返修的数量大概在,200,件左右，情况严峻，希望大家重视；,成立了,R700,的物料清理小组，成员为：代丽、袁军,、,罗明,、,张雨,、,龚农村，代丽负责统筹；,今日请装配和金加工将要返修的,R700,的物料叉在一起，放在楼梯口对面（分规格存放）。明日代丽、张雨、罗明和袁军一起编号，并提供物料清单，清单格式如下：,张雨提供每个编号的返修意见，并将相应的加工协作单放在每个体里面。金加工尽快返修。,新产生的返修物料，装配及时叉到相应的位置（在体上写上相应的,PN,），并通知代丽编号和张雨给出返修意见。,另外，请金加工在每周四提供,R700,物料的相应返修状态。谢谢！,To r,educe WIP rate,A,I,M,D,C,32编号PN描述状态清理时间实际完成时间备注,33,A,C,M,D,I,Control,33ACMDIControl,34,A,C,M,D,I,D,ata,月份,计划内,完成率,（日平均）,月份,计划内,完成率,（日平均）,3,50.48%,8,79.12%,4,62.45%,9,66.30%,5,71.29%,10,73.84%,6,79.42%,11,71.82%,7,90.89%,12,77.78%,34ACMDIData月份计划内完成率月份计划内完成率350,35,T,ide,（月份）,（日平均完成率）,A,C,M,D,I,35Tide （月份）（日平均完成率）ACMDI,36,Contrast,A,C,M,D,I,36Contrast ACMDI,37,Summary,A,C,M,D,I,总 结,通过对本项目的学习和改善，我们认为：为了让,装配车间,手动阀组日平均计划内完成率达到,70%,以上，以下行动是手动阀组需要长期坚持执行的：,第一，保持计划的合理性；,1,、车间调度每天中午需要向,MRP,反馈当天计划内任务完成情况；,2,、车间调度每天下午需要与,MRP,沟通当天计划完成情况，并合理分配第二天计划任务。,第二，保持手动阀组生产线布局的最佳状态，尽可能提高现场工作效率；,第三，坚持每天早上开早会；,第四，确保与,QA,、,PE,工程师之间的信息沟通要及时，出现质量问题一定要及时处理；,第五，车间主任或调度应尽可能的处在生产第一线，随时关注生产瓶颈工序，便于及时进行人员调配；,第六，确保与,MRP,、库房之间的信息沟通要及时，,下单,送料才能满足生产工作的需要。,37SummaryACMDI总 结,