LLD-Process解读

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,L,ean,L,ine,D,esign Process,Standard Work for LLD,-2023-Nov-28,Approach Lean Line Design,Collect the information.,Convert information into meaningful data.,Use IE tools to develop a line design,Information Data Conversion Steps IE TOOLS,BOM,Test plan,TAKT/cycle time,Product metrics,Yields,Quality Plan,Sample/drawings,Demand variation,Product design,Space required,Resources constraints,Materials lot size,Production schedule,etc,Process flow chart,Handling method,Machines requirement,MOST&time study,Materials flow,Demand forecast&analysis,RFQ,Layout,etc,Process flow chart,MOST,Auto Cad,Std Work,Value stream mapping,VA NVA analysis,Simulation,Layout,PFMEA,etc,LLD Progress,Information,analysis,The goal is to develop a,lean line that is flexible with zero non-value add baseline,Product-Quantity Analysis,Location,PFEP(Plan For Every Part),Line Capacity Analysis,Process,analysis,PFMEA,Process Flow,MOST Analysis,Value Steam Analysis,TAKT Time,Rough Layout,Machine Capacity Design,Standard Work&PoUP Design,MOST/HC/Line Balance,Simulate Cell Experiments&Trial Run,Details Layout,Investment Justification,Line Setup and optimize,Schedule,OEE,Line Design,Design Review,Customer Demand&Product Info,Customer Demand&Product Info,What is to be produced?-understand the product mix,How much will be produced?-show a forecast,history,How will the product be made?use the BOM and review the Process Flow if available,How will the raw material arrive?Qty/Size?,At what location will the product be manufactured?,What is the schedule?,etc,Product-Quantity Analysis,P-Q(Product-Quantity)Analysis,Determine if product mix requires independent manufacturing,Line Capacity Analysis,Line Capacity Analysis,Line capacity analysis must rely first on historic information and the best forecast information possible.,Do not consider overtime hours or additional shifts as Available Work Hours.,Available Work Days=450days(2 shifts per day/5 days per week/45 weeks per year),OEE,OEE(Overall Equipment Effectiveness)Analysis,MOST Analysis,MOST Analysis,MOST will enable the operator to combine the operator and material flow charts into one series of assembly steps,To determine TAKT time of each product,When developing a MOST analysis,we should consider,Zero non-value add baseline,Space allocated,Process flow chart,Flexible manufacturing line,Zero waste,Materials handling systems,Standard equipment,etc,PFMEA,PFMEA,can be used as a tool to measure the gap between the proposed process steps and their potential performance,it will enable an analysis of process failures early enough in the design process,Value Stream Mapping,Value Stream Mapping,to assure that the designed operational assembly sequences steps have the least amount of waste,Value Add,(VA),Typical VA Activities:,Cold/Hot Roll,Smelting,Bauxite digestion,Alumina precipitation,Stamping/Fabricating,Printing,Assembling,Non-Value Add,(NVA),Typical NVA Activities:,Counting,Handling,Inspecting,Transporting/Moving,Stocking/Storing,All Rework Loops,Signoffs(approvals),Delays(waiting time),Business Non-Value Add,(BNVA),Typical BNVA Activities:,Order Entry/Processing,Purchasing,Bauxite disposal,Pot lining disposal,Sales/Marketing,Regulatory reporting,Internal Financial Reporting,Point of use material/tool retrieval,Standard Work,Standard Work,A Standard Work is a combination of men,materials and machine to carry out production in a maximally efficient way.,Standard Work is different from Standard,Operation Procedure,PFEP,PFEP(Plan For Every Part)-A database to store all data about each part we are using.,Rough Layout,Develop Rough Layout:(using process flow with Auto time and Manual time),Details Layout,Develop any other functions that are related to the process(rework area,reject material on line,FSA station etc.),Manipulate and adjust for good fit and function,Challenge each individual layout with Lean Principles,Apply Lean Principles,Synchronize Production with Customer Demand(Produce to the Takt time),Identify and Get Rid of Non-Value Added Activities,Develop Continuous Flow(one-piece-flow)Wherever Possible,Use“Supermarket”kanban and WIP Caps to Control Production Where Continuous Flow Is Not Possible,Manage the Time Trap,Level the Production Mix and Volume,Reduce Changeover Times,Downtime,Defects,Reduce Batch Sizes,Thank you,