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1、MeasureAnalyzeControlImproveLean Six SigmaLine Lean Six Sigma Improvement Process Road MapuDefinition Line Balance ModeluDesign PrinciplesuValue DefinitionsuApproaches to Line BalanceuExerciseRD011202MeasureAnalyzeControlImproveLean Six SigmaLine Lean Six Sigma 改善过程路径u定义 线平衡模型u设计原则u价值定义u线平衡方法u练习RD01
2、1202ControlLean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDFMeasureMap Business ProcessMap Value StreamDevelop Data Collection PlanConduct Me
3、asurement System AnalysisCollect DataConduct Process Capability AnalysisAnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical XsImproveCritical Xs ConfirmedDevelop Pote
4、ntial SolutionsSelect SolutionOptimize SolutionPilot SolutionControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation OpportunitiesMeasureDefineProject ID ToolsProject Definition FormNet P
5、resent Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad ChartsProcess MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp & CpkSupplyChainAccelerator
6、AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive Revie
7、wsPoka-YokeRevised 1-12-023Line Balance ModelControl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
8、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RACIQuad 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&RCp & 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ANOVAC&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顾愚巧法Revised 1-12-024Line Balance ModelControlLearning ObjectivesuHow to design and implement
9、a process supported by a line balancing model that ensures optimal use of: nPeople nFloor spacenCapital AssetsnMaterialuKnow how to maximize productivity5Line Balance ModelControl学习目标u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：n人 n地方n固定资产n材料u知道如何使生产率最大化6Line Balance ModelControlWhats in It for Me?uAble to desig
10、n and implement a balanced process lineuUnderstand the issues in a typical process environment and how to impact those issues7Line Balance ModelControl益处u能够设计和实施一个线平衡的生产线u了解典型流程环境中的问题及如何影响那些问题8Line Balance ModelControlLine Balance ModeluA Line Balancing Model allows the user to view task times acros
11、s a process to identify bottlenecks and thus calculate output rates (throughput) and Takt Times.uIn addition, the user will be able to visually see unbalanced areas and where tasks can be shifted to balance the process.uThe Line Balance techniques are applicable in transactional as well as manufactu
12、ring, e.g., order entry operations.9Line Balance ModelControl线平衡模型u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 。u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。 u线平衡 方法与生产互动一样是可行的，如订单进入生产。10Line Balance ModelControlPrimary Issues in Typical Process EnvironmentsuLarge or erratic batches uExcessive WIPuPoor floor s
13、pace utilizationuLow employee efficiencyuLong/erratic cycle times uPoor balance of operations and labor across process stepsuConveyance, standby and motion wasteuDisorganized workspace and component/supply storageuHigh variability of demand on multiple processing centers, e.g., call centers/flow lin
14、es11Line Balance ModelControl典型的流程环境 中的主要问题u大批量或 反复无常的批量 u过多的 WIPu地方利用的差u较低的员工效率u长的/反复无常的周期时间 u流程步骤中差的生产平衡和劳动力u传送、备用和启动浪费u无规则的工作地点和元件/供应存储u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12Line Balance ModelControlLine Balance Design PrinciplesuMinimize Batch Size/Transfer Quantity/Work In ProcessuMinimize/Stabilize Cy
15、cle TimeuMaximize Labor EfficiencyuOptimize number of workstations/process stepsuBalance tasks/labor across workstationsuMaximize space utilizationuMinimize takt varianceuMinimize NVA (conveyance, standby, and motion wastes)uMinimize the need to re-balance as demand requirements change uMinimize volume variability (combine product category demand)uMaximize flexibility to allow for product introductions and discontinuations13Line Balance ModelControl线平衡 设计原则u使批量规模/转移质量/在制品最小化u将周期时间最小化/稳定化u使劳动效率最大化u优化配置工作站/流程步骤u平衡任务/工作站里的劳动u最大限度利用空间u使 takt 的变化最小化u最小化 NVA (运送、备用和启动浪费)u根据需求的变化使再平衡的需求最小化u使批量差异最小化
