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Mission: Enduring statement of purpose that identifies: The scope of operations (product/ markets) Reflects values and priorities. Identifies key goals.

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Presentatie over: "Mission: Enduring statement of purpose that identifies: The scope of operations (product/ markets) Reflects values and priorities. Identifies key goals."— Transcript van de presentatie:

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2 Mission: Enduring statement of purpose that identifies: The scope of operations (product/ markets) Reflects values and priorities. Identifies key goals and values. It is the reason for being !!!

3 Vision: Concise world picture of the organization at some time in future which sets the overall direction. It is what the organization strives to be. It is something to be pursued. (while a mission is something to be accomplished)

4 values Capability to change Key success f. Key competence Strategy: constraints GAP

5 Operationele uitmuntendheid “best total cost” Klant vertrouwen “best total solution” Product leiderschap “beste product” Product differentiatie Reactie snelheid Operationele competentie Leiderschap in Toegevoegde waarde

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7 Definitie van processen:

8 Soorten processen:

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11 Klanten Perspectief: Wat zijn de key success factoren die de klant wenst? Financieel Perspectief: Wat bepaalt het Succes in de ogen Van onze share holders? Intern proces Perspectief: Wat is essentieel Voor onze primaire processen? Leervermogen als Perspectief: Wat zal toekomstige verbeteringen opbrengen? BSC: succes factoren in evenwicht:

12 5 Basics of quality: Definitie Q = doen wat de klant wil. Meten: Q = geld Methode: Q = continu verbeteren Betrokkenheid: Q = iedereen is verantwoordelijk Doel: Q = tevreden stakeholders

13 Pressure For change A clear Shared vision Capacity For change Actionable First steps Pressure For change Pressure For change Pressure For change Pressure For change A clear Shared vision Capacity For change Actionable First steps A clear Shared vision Capacity For change Actionable First steps A clear Shared vision Actionable First steps Capacity For change Actionable First steps Capacity For change A clear Shared vision When one of these is missing: Low priority Little action Fast start, Fizzles out Anxiety frustration Haphazard Efforts, false starts Change

14 QFD: Van visie naar aktie:

15 De 5 wetten van Lean Six sigma 1.Klanten zijn belangrijk 2.Snelheid, kwaliteit en lage kosten staan in relatie met elkaar 3.De methode is: –Elimineren van variatie en defecten –Richten op processtromen 4.Beslissen op basis van gegevens 5.Samenwerken om opvallende verbeteringen voor de klant te behalen

16 Examples from ManufacturingType of WasteExamples from Financial Services -Scrap -Rework -Lost capacity due to mistakes Defects-Errors and rework -Work not meeting requirements -Missing information -Machine cycle time -Equipment downtime -Waiting for materials and tools -Waiting time between batch processing Waiting-Waiting for information, paperwork and approval -Equipment downtime -Waiting time between batch processing -Poorly functioning machinery -Inadequate tools -Equipment with unbalanced flow Processing-Unnecessary steps -Multiple handoffs -Lack of standard procedures -Repetitive and unnecessary movement of parts -Poor ergonomic design causing people to make unnecessary movement Motion-Walking to deliver paperwork -Chasing needed information or data -Lack of ergonomic workspace design -Producing more than is required to meet customer demand -Running machines and/or making parts to keep people and machines busy Overproduction-Doing more than is needed -Too many reports, reviews or approvals -Batching paperwork -High obsolescence and write-offs -Producing what we can versus what the customer demands Inventory-Excessive backlog or work to be processed -Too much paper to be handled, processed, and filed -Long travel distances -Unplanned premium freight -Large batch containers Transportation-Paper-based versus electronic data transfer -Inefficient interoffice mail systems -Routing for unnecessary approvals and processing -Limiting people to functional responsibilities -Designating only certain people to perform certain jobs -Limiting employees to exercise little judgment -Workforce focused on very defined tasks that require a narrow range of skills Under Utilized People -Limiting people to functional responsibilities -Designating only certain people to perform certain jobs -Limiting employees to exercise little judgment -Workforce focused on very defined tasks that require a narrow range of skills

17 P1P2P3P4P5P6T Rolled Throughput Yield (RTY) Y p2 = 0,98Y p3 = 0,97Y p6 = 0,95Y t = 0,95 Rolled Throughput Yield = kans op het foutvrije produceren van een product RTY = 0,98 * 0,97 * 0,95 * 0,95 = 0,86

18 data collectie: standaard metingen die we nodig hebben om een VSM te maken: –Cycle Time (C/T) –Changeover Time (C/O) –Uptime –Defect Rate –Er zijn nog veel meer metingen te bedenken afhankelijk van wat precies je wilt bereiken

19 Calculating Takt Time Operating Time Number of Shifts per Day Daily Operating Time (A) min per shift X shift X 60 sec = sec per day min per shift X shift X 60 sec = sec per day min per shift X shift X 60 sec = sec per day Monthly Requirements per Production Plan Number of Working Days in the Month Daily Requirement (B) = Units / DaysUnits per day Number of Shifts per day TAKT TIME Daily Operating Time (A) Daily Requirement (B) == sec per unit Daily Requirement (B) == sec per unit Daily Operating Time (A) Daily Requirement (B) == sec per unit Daily Operating Time (A) ,600 1, , min per unit

20 5.2 d 9.2 d 1.1 d 4.4 d 2.6 d 10.9 d.35 d.16 d Current State VSM Cont. Dit is het critische pad: 9.2d m + 4.4d m d op dit pad t.o.v. 5.2 d + 6.5m + 1.1d + 5m + 2.6d voor het bovenste pad

21 Proces stap informatie: After walking the floor the team has collected the following information for each process step –Machine End (Parallel to Machine Body) Total Cycle Time (C/T) = 6.5 minutes Defect Rate: 4% Changeover Time (C/O) = 2.5 hours Uptime = 83% Operators = 1 –Machine Body (Parallel to Machine End) Total Cycle Time (C/T) = 22.7 minutes Defect Rate: 2% Changeover Time (C/O) = 3 hours Uptime = 72% Operators = 1 –Wash End (Parallel to Wash Body) Total Cycle Time (C/T) = 5 minutes Defect Rate: 0% Changeover Time (C/O) = 0 minutes Uptime = 95% Operators = 1 Batch Size = 50 –Wash Body (Parallel to Wash End) Total Cycle Time (C/T) = 5 minutes Defect Rate: 0% Changeover Time (C/O) = 0 minutes Uptime = 95% Operators = 1 Batch Size = 10 –Assembly Total Cycle Time (C/T) = 12.5 minutes Defect Rate: 2% Changeover Time (C/O) = 15 minutes Uptime = 100% Operators = 1 –Test Total Cycle Time (C/T) = 16 minutes Defect Rate: 0% Changeover Time (C/O) = 10 minutes Uptime = 78% Operators = 1 –Pack Total Cycle Time (C/T) = 2.1 minutes Defect Rate: 0% Changeover Time (C/O) = 0 minutes Uptime = 100% Operators = 1

22 Proces Cyclus Efficientie De Proces Cyclus Efficientie (Value Added Ratio), voor dit voorbeeld, is als volgt berekend: –PCE: Value Add Time / Total Lead Time Value Add Time = 58.6 min Total Production Lead Time = 25 days –21 hours of available production per day x 60 minutes = 1260 available minutes per day. –1260 available minutes per day x 25 days = 31,520 minutes –PCE: 58.6 min / 31,520 min =.0018 (.186%) PCE ratios varieren afhankelijkvan het proces. –Manufacturing PCE’s zitten vaak tussen 1% and 4% –Front Office PCE’s zitten vaak tussen 10% and 20%

23 Het kritische pad Wanneer je werkt met parallelle stappen kies dan de the stap met de grootste cyclustijd en productie lead time voor de zaagtand op de tijdlijn calculaties In dit voorbeeld is dat :Machine Body & Wash Body Op de tekening wordt dit aangegeven

24 Current State VSM!

25 VSM in 8 stappen: 1.Maak de tekening mbv de symbolen die aangeven: de klant, leverancier en productie controle afdeling 2.Teken een databox onder de klant en geef aan wat deze wenst per dag/ maand en hetaantal containers/ pallets per dag. 3.Voeg toe: shipping & receiving informatie mbv pijlen die de materiaalflow geven 4.Voeg de processtappen toe inclusief de databoxen (zelf data vergaren en niet uit spreadsheets.) Laat de toegevoegde waarde zienop de zaagtand. 5.Laat de flow van informatie zien (forecasts, orders, etc.) tussen klant en leveranciers en tussen productiecontrol en manufacturing. 6.Teken een voorraad teken daar waar tussenopslag wordt gehouden (voor en tussen processen). Geef de hoeveelheid WIP aan. 7.Voeg de zaagtand toe met de tijdlijn/ cyclustijd en leverinformatie (gebruik het kritische pad). 8.Calculeer en noteer de proces efficientie (PCE) door het delen van toegevoegde waarde tijd door Totale Productie Lead Time.


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