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1、ConfidentialGK130 Help Chain in Manzoni19/04/10 to 23/04/10 精益生产推行案例-帮助链Confidential2Team团队名称手拉手Hand in Hand团队成员Team numberConfidentialHelp Chain Definition帮助链定义帮助链是一种对于生产、质量、物流、维修出现 的问题力争将损失降到最低的快速反应体系Help Chain is a routine of interaction and involvement of several levels of the organization, aimi
2、ng to solve or contain a problem quickly, to restore the normal flow.Confidential4Objectives and Goal 目的与目标Objectives 目的To organize the daily routine, the identification, register and to solve problems with “quick reaction plan”.组织每天例会，查看记录的问题并制定解决方案Increase the productivity from 74% to 82% untill S
3、ep.2010 提高生产率从74%到82%（2010-9月）74%82%Confidential帮助链流程 Help chain sequence1.问题发生 Detection Problem3. 进行帮助链 Support of preparer to start the help chain when needed4.问题记录 Problems registering2. 按安灯 Turn on the Andon (Visual management)5. 分析解决问题 Staff works to solving problems (acting in the route cause
4、s)Confidential6Help Chain帮助链Quality 质量Maintenance 维修Production & Logistics 生产&物流分析帮助链的主要方面Analysis sides of Help ChainSafety安全Confidential7数据收集了解生产&物流、质量、维修现状 Stat. data about the production& logistic、quality、manintenanceConfidential8快速反应计划 Quick Reaction Plan对经常发生的问题分生产&物 流、质量、维修三方面制定 快速反应计划Accordi
5、ng the main problem to make quick reaction plan about production& logistic、 quality、maintenance 负责人ConfidentialBefore Kaizen改善前有时会出现设备停机需要帮助时信心传递延迟Sometime delay in communication To ask help when the press is stopped给维修，操作工，检验员，生产领班配置对讲机Radio for communication between production and MaintenanceWaiti
6、ng or SearchingAfter Kaizen改善后改进 ImprovementConfidential10Andon改进 Improvement设备停机时先将黄灯打开 ，超过规定时间问题依旧 没有解决的话将红灯打开Open the yellow light first when the machine stopped and if its over than regulating time open the red lightConfidential11帮助链展板Help Chain Board改进 Improvement展板信息 Information on the board快速
7、反应计划Quick reaction plan每天停机信息Stop time of daily on notes相关人员照片Photos of related people每班异常分析表Shift occurance report1000T每月生产率Productivity in Manzoni per monthConfidential12改进 Improvement所有的停机（除了换料不超时的停机）都要记录在展板上，超过规定时间的问题需填写每班异常分析表All the stopped time should record on the board except change coil wi
8、then the regulated time, if the time of solving problem over the regulated, need to fill in shift occurance reportConfidential13Training record 培训记录对三个班的生产领班，维修，操作工 进行了帮助链的培训包括展板上的问 题如何记录，异常分析表如何填写等Training productive supervisor, maintenance people and operator about how to record on the help chain
9、board and how to fill in the shift occurance reportConfidential14Action Plan 行动计划共制定28项行动计划，1项未完成 Made 28 action plan and 1not finishedConfidential15Productivity control 生产率控制82%Confidential16Next Step 下一步计划建立安全快速反应计划Make quick reaction plan about safetyConfidential17Implement 实施帮助链的实施从4月27日开始，每天8：4
10、0冲压主任同生产领班 ，质量领班，维修领班，工艺工程师到帮助链展板前开例会， 对上一天的停机情况进行查看分析The implement of help chain was started from this Tuesday.Daily meeting time: 8：40Attending people: Stamping Chief、Productive supervisor、 Quanlity supervisor、Maintenance Supervisor、 EngineerContent: Review the stop time and analysisConfidential18
11、Gemba Kaizen Results 改善结果Gemba Kaizen Results (GK) 现场改善收益统计表Indicator项目Before GK改 善前Goal GK目标Results of GK改善收益Value%Value%生产能力 Production Capacity (百万 台/年 Mi unidades / year) 7482 换型时间 Change over Time (m) OEE (%)生产速度 Production Rate (p/h)11161231 加班费节省Overtime Saving (IOP) (h)防错Poka yoke人因工程 Ergono
12、mic 安全 Safety可视化 Visual22 环境EnvironmentConfidential19 Presentations TitleMonitoring 改善结果跟踪 Espao (opcional) para concluso 1 mn 13 pts.) Espao (opcional) para concluso 2 (fnt mn 13 pts.)实施改善后的一个月内，LPO和精益传播者每周一次对改善项目进行跟踪Confidential20 Presentations TitleThoughts 感言团结就是力量手拉手，心连心，效率更上一层楼工作再忙也要查因改善Confidential21 Presentations TitleQ&A问题和解答GK130ConfidentialANDONAndonWHAT IS THE PROBLEM?WHEN I TURN ON THEANDON?ANDONIll start the help chainHELP CHAIN: Maitenance Quality Planning Materials Engeneer etc.Timer20 MinutesProblem
