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1、Line Lean Six Sigma Improvement Process Road Map,Definition Line Balance Model Design Principles Value Definitions Approaches to Line Balance Exercise,RD011202,Line Lean Six Sigma 改善过程路径,定义 线平衡模型 设计原则 价值定义 线平衡方法 练习,RD011202,Line Balance Model,3,Lean Six Sigma Improvement Process Road Map,Analyze,Con
2、trol,Improve,Define Identify Problem Develop List of Customers Develop List of CTQs from Voice of the Customer Finalize Project Focus and Key Metrics Complete PDF,Measure Map Business Process Map Value Stream Develop DataCollection Plan Conduct MeasurementSystem Analysis Collect Data Conduct Process
3、 Capability Analysis,Analyze Propose Critical Xs Prioritize Critical Xs Verify Critical Xs Estimate the Impact of Each X on Y Quantify the Opportunity Prioritize Root Causes Conduct Root Cause Analysis on Critical Xs,Improve Critical Xs Confirmed Develop Potential Solutions Select Solution Optimize
4、Solution Pilot Solution,Control Implement Process Changes and Controls Write Control Plan Calculate Final Financial/ Process Metrics Transition Project to Future Owners Identify Project Translation Opportunities,Measure,Define,Project ID Tools Project Definition Form Net Present Value Analysis Inter
5、nal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management Process RACI Quad Charts,Process Mapping Value Analysis Brainstorming Multi-Voting Techniques Pareto Charts C&E/Fishbone Diagrams FMEA Check Sheets Run Charts Control Charts Gage R&R,Cp & Cpk SupplyChainAccelerator Analysis Mul
6、ti-Vari Box Plots Interaction Plots Regression ANOVA C&E Matrices FMEA,Brainstorming Pull Systems Setup Reduction TPM Process Flow Benchmarking Affinity DOE Hypothesis Testing Force Field Tree Diagrams Gantt Charts,Check Sheets Run Charts Histograms Scatter Diagrams Control Charts Pareto Charts Inte
7、ractive Reviews Poka-Yoke,Revised 1-12-02,Line Balance Model,4,精益6 过程改善流程,分析,控制,改进,定义 选定题目 列出客户 从顾客之声中列出关建需求 定出项目焦点和重要指标 完成 PDF,测量 绘制业务流程图 绘制价值流程图 制定数据收集计划 测量系统分析 收集数据 过程能力分析,分析 提出关键因子 区分关键因子 验证关键因子 评枯每个关键因子对结果的影响 量化机会 根本原因排序 寻找根本原因针对关键因子,改进 关键因子确认 发掘潜在的解决方法 选择方案 优化方案 实行方案,控制 过程变革和控制 制定控制计划 计算最终财务 过
8、程指标 项目过渡给未来项目管理者 项目鉴 别 转化机会,测量,定义,项目编号工具 项目定义表 净现值分析 内部回报率分析 折算现金流分析 ？（按现值计算的现金流量分析） PIP管理过程 RACI Quad 表,过程图 价值分析 脑力风暴 投票归类法 柏拉图 因果图/鱼骨图 FMEA 查检表 运行图 控制图 量具 R&R,Cp & Cpk 供应链加速器分析 多变动图i 盒状图 交互作用图 回归分析 ANOVA C&E 矩阵图 FMEA,脑力风暴 拉系统 减少设置 TPM 流程图 标杆管理 亲和图 DOE 假设检验 力场分析图 树状图 甘特图,查检表 运行图 柱状图 散布图 控制图 柏拉图 互动回
9、顾 愚巧法,Revised 1-12-02,Line Balance Model,5,Learning Objectives,How to design and implement a process supported by a line balancing model that ensures optimal use of: People Floor space Capital Assets Material Know how to maximize productivity,Line Balance Model,6,学习目标,如何设计和实施由“线平衡模型”支持的一个流程以确保优化配置：
10、人 地方 固定资产 材料 知道如何使生产率最大化,Line Balance Model,7,Whats in It for Me?,Able to design and implement a balanced process line Understand the issues in a typical process environment and how to impact those issues,Line Balance Model,8,益处,能够设计和实施一个线平衡的生产线 了解典型流程环境中的问题及如何影响那些问题,Line Balance Model,9,Line Balanc
11、e Model,A Line Balancing Model allows the user to view task times across a process to identify bottlenecks and thus calculate output rates (throughput) and Takt Times. In addition, the user will be able to visually see unbalanced areas and where tasks can be shifted to balance the process. The Line
12、Balance techniques are applicable in transactional as well as manufacturing, e.g., order entry operations.,Line Balance Model,10,线平衡模型,线平衡模型允许用户在一个流程中确定瓶颈问题，并计算产出比率（产能）和Takt Times 。 除此，用户将能直观地看到不平衡的区域和使流程平衡所做的任务。 线平衡 方法与生产互动一样是可行的，如订单进入生产。,Line Balance Model,11,Primary Issues in Typical Process Envi
13、ronments,Large or erratic batches Excessive WIP Poor floor space utilization Low employee efficiency Long/erratic cycle times Poor balance of operations and labor across process steps Conveyance, standby and motion waste Disorganized workspace and component/supply storage High variability of demand
14、on multiple processing centers, e.g., call centers/flow lines,Line Balance Model,12,典型的流程环境中的主要问题,大批量或 反复无常的批量 过多的 WIP 地方利用的差 较低的员工效率 长的/反复无常的周期时间 流程步骤中差的生产平衡和劳动力 传送、备用和启动浪费 无规则的工作地点和元件/供应存储 对于多重的流程中心，需求变化差异大2，如电话中心/流出线,Line Balance Model,13,Line Balance Design Principles,Minimize Batch Size/Transfe
15、r Quantity/Work In Process Minimize/Stabilize Cycle Time Maximize Labor Efficiency Optimize number of workstations/process steps Balance tasks/labor across workstations Maximize space utilization Minimize takt variance Minimize NVA (conveyance, standby, and motion wastes) Minimize the need to re-bal
16、ance as demand requirements change Minimize volume variability (combine product category demand) Maximize flexibility to allow for product introductions and discontinuations,Line Balance Model,14,线平衡 设计原则,使批量规模/转移质量/在制品最小化 将周期时间最小化/稳定化 使劳动效率最大化 优化配置工作站/流程步骤 平衡任务/工作站里的劳动 最大限度利用空间 使 takt 的变化最小化 最小化 NVA (运送、备用和启动浪费) 根据需求的变化使再平衡的需求最小化 使批量差异最小化 (综合产品种类需求) 使柔性最大化以允许产品引入和非持续性,Line Balance Model,15,Value Definitions,Value Add: Adding form, fit, or function to the product. A task or activity for which
