首页 评量指标PPT课件讲义教材

评量指标PPT课件讲义教材

举报
开通vip

评量指标PPT课件讲义教材评量指标罚单V.S.交通警察“先告诉我你会如何评量我,然后,我就会告诉你我会如何表现.”*Andmoreimportantly,peoplewillperformtotheconsequencesofhowtheyaremeasured!Fromemployee’s“Whatwillhappenifmyperformancemeasuresarenotsatisfactory?”Fromemployer’s“Therealpurpo...

评量指标PPT课件讲义教材
评量指标罚单V.S.交通警察“先告诉我你会如何评量我,然后,我就会告诉你我会如何 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 现.”*Andmoreimportantly,peoplewillperformtotheconsequencesofhowtheyaremeasured!Fromemployee’s“Whatwillhappenifmyperformancemeasuresarenotsatisfactory?”Fromemployer’s“Therealpurpose”?Mutualtrustandrespect!!!Andbuildingtrusttakestime!!!Startingfromrespect!!!Traditionalmethodscauseresistancetochange-thereiscomfortinmethodsbywhichpeoplehavebeenmeasuredArewemanagingproblemsor“shootingthemessenger”?动动脑 评量的目的是什么?*Inviteideas,writedownonthewhiteboardWemeasuretounderstandandsupportCompanygoals.Thisisknownasinvolvement,alignment.Measuredrivesperformanceimprovement.Measuretocollecttherealdata,toreflecttherealsituation,nottocollectdataforthesakeofreporting.Measuretoshareinformation.MeasuretoserveourCustomerchangingdemandi.e:onQuality,cost,safety,efficiencyMeasuretoknowwhatisthegapbetweenourcurrentsituationandourgoals.Measuretodevelopplansforimprovement.我们评量,因为要… 重视有效地使用数据,以提供信息回馈,并针对问 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 加以控制 对现状和目标作比较 藉由评量驱动绩效改善 让每一个人都了解,大家是否在支持共同的目标. 也就是所谓“同步同调”(Alignment)*Novalueisaddedbyjustcollectingdataorreportingtrends(don’treportforthesakeofreporting–usethedatatodriveimprovement).评量绩效的目的绩效衡量指标同时具备有发现及量化改善机会二种功能“现场”的重要性 去看现场 透过自己的眼睛观察 和相关人讨论 明白真正的情况;不依赖数据或 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 坚持只有基于事实才能对问题下定义 发掘现有评量工具及其数据搜集 方法 快递客服问题件处理详细方法山木方法pdf计算方法pdf华与华方法下载八字理论方法下载 “在制造业中数据当然很重要,但是我把事实放在最重要的位置”大野耐一 “一个仅依靠可见数据经营公司的管理者,大可以搬到夏威夷去…,经由各种管道搜集数据,然后用原有的方式使用它们.”戴明思考 我们有使用适合的评量指标吗? 使用的衡量指针会不会和组织的策略相冲突? 面对衡量结果的态度:我们是在管理问题,还是在逞罚“送信人”? *ProductionbonusProblemsaregood好的绩效评量指标…简单能被直接影响(Directlyimpacted)流程中的改变能透过相关的指针上清楚地显示出来,并加以量化具有管理意涵(Informative)合适的指标不一定能揭露一事件的根源,但是需要能在问题存在时提出警示数量不用多:一个区域约2-3个目视呈现*NOS评量指标 品质–品质直通率(FTT) 交期–准交率(BTS) 弹性–生产周期(LT) 总成本(TotalCost) 员工生产力(LaborProductivity) 停线时间(DT)*WillmentionmoreonFTT,BTSandLeadTime.BrieflymentiononTotalCost,LaborProductivityandDowntime.品质直通率(FTT) 定义:衡量生产系统第一次就制造出零不良产品的能力(没有重作) 重要条件: 建立并执行定义良好的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 稳定/有能力的生产流程(系统) -授权且技能熟练的生产力 -完善的设备维护 -稳定的来料质量 …*Keyrequirements:NeedtohavewelldefinedstandardbeforemeasuringStableprocessesorprocessesthatcanproducegoodqualitypartsmeetingCustomerdemandHavegoodequipmentmaintenancesystemWorkersareempoweredtoidentifyproblems,notifyproblemsandsolvingit.Skillfulworkforcearenecessary.品质直通率(FTT)良率90%良率90%良率90%品质直通率FTT=%?品质直通率(FTT) 不良既不符合标准也不能重作的半成品或成品.例如B品或C品 重作 任何因不符合标准而需要在“线外”(在正常的节拍时间外)重作的半成品或成品, 和/或在正常派工时程外施作的部份(在正常的节拍时间内) 如果能在线内及设定节拍时间内修复? *SpecificitemsbelowareNOTcountingasre-work: a.TouchupPUpaint b.CleaningattheendoflinebeforeboxingBondgapsthatgobackaprocessoroff-lineAREcountedasre-work.Bondgapsrepairedinstation,withintakttime,arenot.Reworkshouldberecordedbytheprocessthatcauseddefect.Ifstitchingsendsapartbacktocutting,forex.,itisadefectincutting.Itshouldberecordedasadefectincutting,andrecorditinthecurrenttimeperiod,evenifitwasproducedinapreviousperiod.ForSimplicity,recorditasifitjusthappened.Needtorecordreworkinstitching(andotherprocesses)thathappensinprocess,usuallybyTeamLeaderwhorespondstoproblemswhentheyhappens.Thisshouldbeaddedtoanyreworkdiscoveredattheendoftheprocess.Collectdaily.Reportdailyaverageonmonthlyreport.品质直通率(FTT) 主价值溪流FTT: 良率(裁管)x良率(准备)x良率(针车)x良率(底加)x良率(成型)裁管总生产件数=每日生产目标数x一双鞋上裁片总件数 裁管,底加及成型的品质良率: 裁管品质良率:品质直通率(FTT) 准备的质量良率: 将电绣,高周波,面部热压等流程纳入准备计算;将发外包或由厂区内其他传统线接收的不良视为报废计算品质直通率(FTT) 底部价值溪流FTT:=良率(Outsole)x良率(PU)x良率(PH)品质直通率(FTT)*Countwithoutsole,PUandPHiftheshoeshavethose3components.Ifnot,countonlycomponentsthatapply.裁管:Total#piecesproduced: 10,000Defect: 10Rework: 0=9990准备:Total#piecesproduced: 8,000Defect: 5Rework: 42=7953针车:Total#pairsproduced: 998Defect: 2Rework: 120=876合贴:Total#pairsproduced: 978Defect 5Rework 140 =833Outsole:Total#pairsproduced: 1,000Defect: 22Rework: 0=978PU:Total#pairsproduced: 1,000Defect: 48Rework: 60=892Phylon:Total#pairsproduced: 1,000Defect: 98Rework: 0=902成型:Total#pairsproduced: 973Defect 10Rework 150 =813DailyCustomerdemand:500prs/day品质直通率(FTT)*主价值溪流FTT:=良率(裁管)x良率(准备)x良率(针车)x良率(合贴)x良率(成型)=0.99x0.99x0.88x0.85x0.84=0.62=62%底部价值溪流FTT:=良率(Outsole)x良率(PU)x良率(PH)=0.98x0.89x0.90=0.78=78%品质直通率(FTT)准交率(BTS) 定义:衡量根据计划(数量及组合)生产的能力 重要条件 不过量生产 流程能力 可靠的材料交货 … *NooverproductionProcessesarecapableofproducinggoodqualitypartsReliablematerialdeliveryOperatorsareempoweredandskillful.准交率(BTS) BTS=(数量准交表现)x(组合准交表现) 数量准交表现=实际生产单位数 计划生产单位数 组合准交表现= 实际依照产品组合生产单位数 实际生产单位数*VolumeandmixwillconstituteofBTS.Wewillnotaddsequenceyet.Sinceasingleproductisproducedatthesametimeinthevaluestream,sizemixandsequencebecomethesame.Collectondailybasis.Calculatetheaveragetogetweeklyandmonthlyfigures.MonthlyreportwillbeanaverageoftheDailyofBTSpercentage.(Sumofdailyfigures/numbersofworkdaysinthemonth)Factoryproductionplan,whichisbasedontheNikeReleaseplan,iswhatwemeasureagainst.NotethatBTSismeasuredonlyattheendofassemblyline数量准交表现=实际生产单位数 计划生产单位数实际生产单位数=95,计划生产单位数=100数量准交表现=95/100 =0.95准交率(BTS) 生产计划 A.CLBW Xcellerator A.Trblnc9 计划 20 30 50 实际生产 Xcellerator A.Trblnc9 A.ClBW 实际 30 60 5准交率(BTS)组合准交表现=实际依照产品组合生产单位数 实际生产单位数实际依照产品组合生产单位数=5+30+50=85实际生产单位数=95组合准交表现=85/95 =0.89 生产计划 A.CLBW Xcellerator A.Trblnc9 计划 20 30 50 实际生产 Xcellerator A.Trblnc9 A.ClBW 实际 30 60 5 BTS=(数量准交表现)x(组合准交表现)数量准交表现=0.95合准交表现=0.89BTS=0.95x0.89=0.85 =85%准交率(BTS)*生产周期(LeadTime) 定义:衡量原料由原物料仓进料开始,一直到成品仓出货为止所需的所需的生产时间总合 重要条件: 连续的物流及信息流 对于瓶颈流程的注意及改善 工作团队将重点放在浪费上 平准及有顺序的生产 减少库存 小批量 更频繁的送货及领料*Lotsofkeyrequirement:ContinuousmaterialandinformationflowFocusonconstraintareasFocusonWasteeliminationLevelingproduction,sequencingproductionReduceinventorySmallbatchproductionMorefrequentmaterialdeliveryandwithdrawal原物料仓原物料仓 生产周期(在制)成品仓成品仓裁管针车包装WIPWIPWIPWIPWIPLeadtime成型*CoreValueSreamLeadTimeincludesrawmaterialwarehouse,plusinprocess,plusfinishedgoodswarehouse.Itshouldbereportedin3numbersthatreflectthedefinition:Forex:9:2:3.Thatmeans9daysofrawmaterial,2daysofinprocessand3daysoffinishedgoods..Usemainuppercomponenttomeasureinventoryandtrackleadtime.Withsimultaneousprocesses,onlyreportthelongest.Bottomprocessingleadtimeshouldbereportedseparatelyandrecordedthesameascorevaluestream.Leadtime 面部价值溪流生产周期:原物料仓+裁管+准备+针车+合贴+成型+成品仓 Outsole生产周期:O/S+合贴+成型+成品仓 PU生产周期:PU+合贴+成型+成品仓 PHYLON生产周期:PHYLON+合贴+成型+成品仓 取其中生产周期最长者为价值溪流的总生产周期*Monthlyreportshowsallfour.Finishedgoodsstoragetimeincludesinspectiontime(NDI-NikeDailyInspection).IncludealloutsideprocessesasitappliesperValueStreamandorproducttype.MonthyReport.Collectdailyifpossible,minimumonceamonth.Averagethedailyfigures,calculateaweightedaverageforthelines/modelsandreportonthemonthlyreport.Leadtimeof裁管: 4hours(0.5day)Leadtimeof准备: 2hours(0.25day)Leadtimeof针车: 6hours(0.75day)Leadtimeof合贴: 2hours(0.25day) LeadtimeofOutsole: 5hours(0.62day)LeadtimeofPU: 4.5hours(0.56day)LeadtimeofPhylon: 4.5hours(0.56day)Leadtimeof成型: 2hours(0.25day)Leadtimeof成品仓:1.5days *顾客需求一天3,000双(一天8小时工时)面部价值溪流LeadTime:0.5+0.25+0.75+0.25+0.25+1.5=3.5daysOutsoleLeadTime:0.62+0.25+0.25+1.5=2.62daysPULeadTime:0.56+0.25+0.25+1.5=1.06daysPhylonLeadTime:0.56+0.25+0.25+1.5=2.56daysTotalDTDis?Leadtime*总生产成本 定义:衡量生产单位产品的实际成本 重要条件:整个生产系统及工具重点在实际生产“活动”丰田聚焦在消除浪费的过程总生产成本的减少是结果,也是目标精实=删减成本*Foryourreferenceonly,nottobeincludedinthemonthlyandquarterlyreportsyet.SomeCompaniesfocusonTotalCostbutnotonwasteelimination.ManLaborProductivity.Pairs/Man/hourTwoworkersversus10pair.MachineLCC:LifeCycleCosts–Concept,design,production,decommissionMaterialTier2penetrationMethodQuantityorQualityfirst?Leanenterprise?Activitybasedfocus:Amethodofmeasuringbasedonactualcost.(Baseonactualmaterialcost,actuallaborcost,actualconsumptionofelectric,actualengineeringonline…)Thisisversuswithbudgetarycost.Notes:Toyotafocusesontheprocessofwasteelimination.Costreductionisanoutcome. 单位总成本:{材料+人工+管销费用+B品+客户退货} 给定时间内所产出之良品数TotalCost(cont.)Notes: 材料费用为实际用料费用(非标准用量费用)*人均时产能 每个员工依个小时所能产出的产品数量.*Pairsperoperatorperhouriswhatweuse.Avoidconfusionottotalpairsproducedfortheline.Morepairsdoesn’tmeanmoreproductivity.Pairsperoperatorperhourbecausewewanttohaveconsistencyinmeasuring(especiallywhenoperatorsworkovertimesometime)ThisdoesnotincludeManagers.Monthlyreport,collectdataatleastonceamonth(likeLeadtime).Ifcollectdaily,thenaverageformonthlyreport.停产时间 任何非计划性的停产时间可能造成非计划性停产时间的因素有:断料,满线,设备故障,质量问题…等等*Linefullmeansprocessstoppagebecauseofnextprocessdelayandmaximuminventoryreached.DowntimeshouldbecountedinminutesbecauseithelpsTeamLeader,GroupLeader,ManagertoeasytomeasureCoreValueStreamdowntimeforaline=thesumofdailydowntimeinCutting+dailydowntimeinPrefit+dailydowntimeinStitching+dailydowntimeinS/F+dailydowntimeinF/A.BottomValueStreamdowntime=thesumofdailydowntimeinO/S,PUandPH.Downtimefortheday=theSumofdailydowntimeLine1+Line2+…LineN.Downtimeforthemonth=theaveragedowntimeperday.Notes:DowntimeshouldbecountedinminutesMEASURABLESCalculationExercise*Andmoreimportantly,peoplewillperformtotheconsequencesofhowtheyaremeasured!Fromemployee’s“Whatwillhappenifmyperformancemeasuresarenotsatisfactory?”Fromemployer’s“Therealpurpose”?Mutualtrustandrespect!!!Andbuildingtrusttakestime!!!Startingfromrespect!!!Traditionalmethodscauseresistancetochange-thereiscomfortinmethodsbywhichpeoplehavebeenmeasuredArewemanagingproblemsor“shootingthemessenger”?*Inviteideas,writedownonthewhiteboardWemeasuretounderstandandsupportCompanygoals.Thisisknownasinvolvement,alignment.Measuredrivesperformanceimprovement.Measuretocollecttherealdata,toreflecttherealsituation,nottocollectdataforthesakeofreporting.Measuretoshareinformation.MeasuretoserveourCustomerchangingdemandi.e:onQuality,cost,safety,efficiencyMeasuretoknowwhatisthegapbetweenourcurrentsituationandourgoals.Measuretodevelopplansforimprovement.*Novalueisaddedbyjustcollectingdataorreportingtrends(don’treportforthesakeofreporting–usethedatatodriveimprovement).*Productionbonus**WillmentionmoreonFTT,BTSandLeadTime.BrieflymentiononTotalCost,LaborProductivityandDowntime.*Keyrequirements:NeedtohavewelldefinedstandardbeforemeasuringStableprocessesorprocessesthatcanproducegoodqualitypartsmeetingCustomerdemandHavegoodequipmentmaintenancesystemWorkersareempoweredtoidentifyproblems,notifyproblemsandsolvingit.Skillfulworkforcearenecessary.*SpecificitemsbelowareNOTcountingasre-work: a.TouchupPUpaint b.CleaningattheendoflinebeforeboxingBondgapsthatgobackaprocessoroff-lineAREcountedasre-work.Bondgapsrepairedinstation,withintakttime,arenot.Reworkshouldberecordedbytheprocessthatcauseddefect.Ifstitchingsendsapartbacktocutting,forex.,itisadefectincutting.Itshouldberecordedasadefectincutting,andrecorditinthecurrenttimeperiod,evenifitwasproducedinapreviousperiod.ForSimplicity,recorditasifitjusthappened.Needtorecordreworkinstitching(andotherprocesses)thathappensinprocess,usuallybyTeamLeaderwhorespondstoproblemswhentheyhappens.Thisshouldbeaddedtoanyreworkdiscoveredattheendoftheprocess.Collectdaily.Reportdailyaverageonmonthlyreport.*Countwithoutsole,PUandPHiftheshoeshavethose3components.Ifnot,countonlycomponentsthatapply.**NooverproductionProcessesarecapableofproducinggoodqualitypartsReliablematerialdeliveryOperatorsareempoweredandskillful.*VolumeandmixwillconstituteofBTS.Wewillnotaddsequenceyet.Sinceasingleproductisproducedatthesametimeinthevaluestream,sizemixandsequencebecomethesame.Collectondailybasis.Calculatetheaveragetogetweeklyandmonthlyfigures.MonthlyreportwillbeanaverageoftheDailyofBTSpercentage.(Sumofdailyfigures/numbersofworkdaysinthemonth)Factoryproductionplan,whichisbasedontheNikeReleaseplan,iswhatwemeasureagainst.NotethatBTSismeasuredonlyattheendofassemblyline**Lotsofkeyrequirement:ContinuousmaterialandinformationflowFocusonconstraintareasFocusonWasteeliminationLevelingproduction,sequencingproductionReduceinventorySmallbatchproductionMorefrequentmaterialdeliveryandwithdrawal*CoreValueSreamLeadTimeincludesrawmaterialwarehouse,plusinprocess,plusfinishedgoodswarehouse.Itshouldbereportedin3numbersthatreflectthedefinition:Forex:9:2:3.Thatmeans9daysofrawmaterial,2daysofinprocessand3daysoffinishedgoods..Usemainuppercomponenttomeasureinventoryandtrackleadtime.Withsimultaneousprocesses,onlyreportthelongest.Bottomprocessingleadtimeshouldbereportedseparatelyandrecordedthesameascorevaluestream.*Monthlyreportshowsallfour.Finishedgoodsstoragetimeincludesinspectiontime(NDI-NikeDailyInspection).IncludealloutsideprocessesasitappliesperValueStreamandorproducttype.MonthyReport.Collectdailyifpossible,minimumonceamonth.Averagethedailyfigures,calculateaweightedaverageforthelines/modelsandreportonthemonthlyreport.**Foryourreferenceonly,nottobeincludedinthemonthlyandquarterlyreportsyet.SomeCompaniesfocusonTotalCostbutnotonwasteelimination.ManLaborProductivity.Pairs/Man/hourTwoworkersversus10pair.MachineLCC:LifeCycleCosts–Concept,design,production,decommissionMaterialTier2penetrationMethodQuantityorQualityfirst?Leanenterprise?Activitybasedfocus:Amethodofmeasuringbasedonactualcost.(Baseonactualmaterialcost,actuallaborcost,actualconsumptionofelectric,actualengineeringonline…)Thisisversuswithbudgetarycost.Notes:Toyotafocusesontheprocessofwasteelimination.Costreductionisanoutcome.**Pairsperoperatorperhouriswhatweuse.Avoidconfusionottotalpairsproducedfortheline.Morepairsdoesn’tmeanmoreproductivity.Pairsperoperatorperhourbecausewewanttohaveconsistencyinmeasuring(especiallywhenoperatorsworkovertimesometime)ThisdoesnotincludeManagers.Monthlyreport,collectdataatleastonceamonth(likeLeadtime).Ifcollectdaily,thenaverageformonthlyreport.*Linefullmeansprocessstoppagebecauseofnextprocessdelayandmaximuminventoryreached.DowntimeshouldbecountedinminutesbecauseithelpsTeamLeader,GroupLeader,ManagertoeasytomeasureCoreValueStreamdowntimeforaline=thesumofdailydowntimeinCutting+dailydowntimeinPrefit+dailydowntimeinStitching+dailydowntimeinS/F+dailydowntimeinF/A.BottomValueStreamdowntime=thesumofdailydowntimeinO/S,PUandPH.Downtimefortheday=theSumofdailydowntimeLine1+Line2+…LineN.Downtimeforthemonth=theaveragedowntimeperday.Notes:Downtimeshouldbecountedinminutes
本文档为【评量指标PPT课件讲义教材】,请使用软件OFFICE或WPS软件打开。作品中的文字与图均可以修改和编辑, 图片更改请在作品中右键图片并更换,文字修改请直接点击文字进行修改,也可以新增和删除文档中的内容。
该文档来自用户分享,如有侵权行为请发邮件ishare@vip.sina.com联系网站客服,我们会及时删除。
[版权声明] 本站所有资料为用户分享产生,若发现您的权利被侵害,请联系客服邮件isharekefu@iask.cn,我们尽快处理。
本作品所展示的图片、画像、字体、音乐的版权可能需版权方额外授权,请谨慎使用。
网站提供的党政主题相关内容(国旗、国徽、党徽..)目的在于配合国家政策宣传,仅限个人学习分享使用,禁止用于任何广告和商用目的。
下载需要: ¥16.9 已有0 人下载
最新资料
资料动态
专题动态
个人认证用户
大众文库
暂无简介~
格式:ppt
大小:598KB
软件:PowerPoint
页数:0
分类:企业经营
上传时间:2020-08-06
浏览量:2