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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,1,工业工程案例实践及分析,-IE Training team,2,工业工程培训的主要内容,IE,简介及生产力,SIPOC and process map,工序及操作分析,线平衡,库存管理,质量控制,MES,3,生产力,SIPOC,工序分析,动作分析,线平衡,库存管理,质量控制,衡量方法？,提升？,4,应用以上工具分析下面案例,5,案例主题：,分析你从宿舍或家到距离较近的地方购置水果的过程，以及改善这一过程的方法？,6,目标：,适宜时间，适宜价格，购置到适宜数量的所需水果。,过程可能包括但不限定如下：,走到超市,寻找水果摊位,选择水果,称重并打印价签,排队等待结账,结账,返回,将水果保存。,7,分析过程如下,8,衡量方法,生产力,(,Productivity),=,购买水果数量,时间,X,价钱,目标：,适宜时间，适宜价格，购置到适宜数量的所需水果。,9,9,SIPOC,模型,S,Supplier,I,Inputs,P,Process,O,Outputs,C,Customer,测量,测量,需求,需求,需求,10,流程分析：,搬运,加工,/,处理,检查,暂存,储存,11,走到超市,寻找水果摊位,选择水果,称重并打印价签,排队等结账,交钱找零,返回,保存,1,1,2,1,3,1,2,1,12,参加时间测量及相关信息,从家到超市（,S1,）,寻找水果摊位（,S2),选择水果,(S3),称重并打印价签,(S4),排队等结账,(S5),交钱找零,(S6),返回,(S6),保存,(S8),1,1,2,1,3,1,2,1,15,1,3,2,8,1,15,1,付,50,元，找回,15,元,3.5KG,2KM,2KM,Productivity,=3.5/(35*46)=0.02 KG/(,元,*,分钟,),13,改善,-,线平衡,-,改善瓶颈入手,14,从家到超市,(S1),寻找水果摊位,(S2),选择水果,(S3),称重并打印价签,(S4),排队等结账,(S5),交钱找零,(S6),返回,(S7),保存,(S8),1,1,2,1,3,1,2,1,5,1,3,2,8,1,5,1,付,50,元，找回,15,元,3.5KG,2KM,2KM,改善,-,线平衡,-,改善瓶颈入手,采用骑车,15,第一次改善后：,16,改善,-,再用线平衡,-,改善瓶颈入手,选择水果店,从家到水果店,寻找水果摊位,选择水果,称重并打印价签,排队等结账,交钱找零,返回,存入冰箱或储存位置,1,1,2,1,3,1,2,1,4,1,3,2,1,1,4,1,付,50,元，找回,15,元,3.5KG,2KM,2KM,17,第二次改善后：,18,改善-用流程分析 ECRS)选择水果摊,从家到水果摊（,S1),选择水果,(S2),称重结账,(S3),返回,(S4),存入冰箱或储存位置,(S5),1,2,1,2,1,4,3,2,4,1,3.5KG,，付,50,元，找回,15,元,2KM,2KM,19,20,改善-再用流程分析 ECRS)选择网购水果,网购下订单（,S1),货到付款,(S2),保存,(S3),2,1,3,2,1,3.5KG,，付,50,元，找回,15,元,1,21,22,Productivity,=3.5/(35*6)=0.017 KG/(,元,*,分钟,),Productivity,=3.5/(35*46)=0.002 KG/(,元,*,分钟,),833%,改善前,改善后,23,是否还有改善空间？,生产力,(,Productivity),=,购买水果数量,时间,X,价钱,24,库存管理,质量控制,25,为保证每天的消耗量,(0.5kg),，增加采购量：,26,由增加采购量带来的问题：,增加储存本钱,增加采购本钱,增加质量风险,确定平安库存,确定采购方案,确定质量控制方法及本钱,27,周次,数量,(KG),总价,折扣,采购,运输,储存,质量损失（,KG),质量损失费用,可用数量（,KG),每次费用,时间,/,次,Productivity,1,3.5,35,0%,35.00,1.00,1.00,0.0,-,3.50KG,37.00,6,0.0158,2,7,70,5%,66.50,1.00,2.00,0.1,1.00,6.90KG,69.50,6,0.0165,3,10.5,105,5%,99.75,2.00,3.00,0.5,5.00,10.00KG,104.75,6,0.0159,4,14,140,10%,126.00,2.00,4.00,4.0,40.00,10.00KG,132.00,6,0.0126,*,保质时间,20,天,分析方法例如,28,IE培训及案例总结：,确立衡量或评价方法 生产力率，Unit Cost)，,需求分析，了解整个过程 SIPOC),工序程序分析及量化当前状况,线平衡，流程分析法，操作分析法确改善方程及着力点。,本钱控制，库存管理，质量要求 确定最经济改善方法,
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