工业工程技术培训资料.docx

【范例：改善后】铁 丝 网 围 篱物 料 架暂存区料架磅秤磅秤收货及抽样台点数台暂存区料架厂商交货卡车收货区办公室工作台2. 线图（String Diagram）或称为行程频率图（Trip Frequency Diagram）、行程表（Travel Chart）。（八）工厂布置规划（Plant Layout Planning）简介1. 工厂布置之规划程序Key Inputs-P,Q,R,S,T & Activity-areas2.活动关连(Activity Relationship)1.物流(Flow of Material)6.空间关连图(Space Relationship Diagram)3.关连图(Relationship Diagram)4.空间需求 (Space Requirement)5.可用空间(Space Available)9.计画方案评估确立之工厂布置计画8.限制因素7.修正Plan XPlan YPlan Z工厂布置计画方案RelationshipsAdjustmentSpace2. 工厂布置规划之基础信息代号说 明PProduct or Material物品之特性和差异性QQuantity or Volume各单项物品之数量或体积RRouting or Process物品之制造程序或流程SSupporting Services or Activities支持生产所必需之活动TTime or Timing Consideration包括：作业时间/期间、频率、 期限、季节性，等等3. 工厂布置之型态以制程为中心之工厂布置以产品为中心之工厂布置定位布置(Fixed Position Layout)流线型布置(Line Layout)制程布置(Process Layout) 或称批量作业布置(Job-lot Layout)工厂布置之型态4. 关连图 (Relationship Diagram)2314567包装出货现场厕所半成品存放区成品存放区生产区品管部门1A2I2I3UU3A1AA3OOO1I134E33IOAI51E3U4I64A47AEIOUXAbsolutely NecessaryEspecially ImportantImportantOrdinary ClosenessUnimportantUndesirable1234567Movement of MaterialsShare of Same PersonnelPersonnelControl of Work5. 关连分析 (Relationship Analysis)63472 E's1547626 As123576 I's265434 O's214563 U's6. 工厂布置之着眼点 人性化观点：人、机、物之和谐关系 安全性之设计考量 生产性观点：人、机、物之最适组合 流动程序(Flow process) 、动线： Ship-To-Store, Ship-To-Line , Make-TO-Shipment, Make-To-Order, etc.流动频率：JIT-Just in timeLoad & Unload之次数/频率搬运设备之效能（九）缩短换线换模时间之要领简介Improvement Approach 改善的手法 Four ( 4 ) Steps 四个步骤 Two ( 2 ) Categories 两种类别 Four ( 4 ) Stages 四个阶段4 Steps（四个步骤） Preparation（准备） (Re)placement （更换、装置） Adjustment （调整） Completion （完成、善后）Step 1 Preparation（准备） Drawing Up Change-over Instructions.- Operations.- Tools needed (jigs, dies, moulds, etc.).- Fasteners needed (bolts, screws, washers, nuts, clamps, clips, etc.). Storage, Maintenance and Inspection of Tools and Fasteners. Gathering and Preparation of New Tools and Fasteners.Transport of Tools and Fasteners to the Process.Step 2 (Re)placement（更换、装置） Unfastening and Removal of Old Tools. Placing the New Tools. Centering the New Tools.Step 3 Adjustment（调整） Fastening New Tools. Securing the New Tools. Adjustment of the New Tools.Step 4 Completion（完成、善后） Transport of Old Tools. Cleaning, Greasing and Oiling The Old Tools. Storage of Old Tools.2 Categories（两种类别） On-line Change-over（线内更换）Change-over activities Interrupting the process. Off-line Change-over（线外更换）Change-over activities alongside the process.1234On-line change overProducing product AProducing product B23On-line Producing product AProducing product BOff-line1Off-line44 Stages（四个阶段）Advanced Stage改进阶段Transferred Stage移转阶段Separated Stage分离阶段Intermingled Stage混合阶段 Intermingled Stage（混合阶段） No separation between. On-line and off-line operations. Process is stopped during total change. New tools are brought in after the process has been stopped. Neither tools nor fasteners are properly maintained, checked or prepared. Tools and fasteners are not tidy stored. Separated Stage（分离阶段） On-line and off-line operations are kept separated. Process is stopped for on-line operations only. All necessary preparations are completed while the process is going on. A checklist is available for carrying out off-line work. Maintenance, inspection and preparation of tools and fasteners are carried out off-line. A check is made whether tools and fasteners work properly. Transferred Stage（移转阶段） On-line operations are transferred to off-line as much as possible. Height of dies, rams and press blocks are standardized. All fasteners and spanners are standardized. Standardized intermediate attachments are introduced. Adjustment of machines strokes is avoided. Advanced Stage（改进阶段） Both on-line and off-line operations are minimized. Dimensions of all tools are standardized. Handling of moulds, jigs, dies and forms is standardized. Hydraulic, pneumatic or magnetic fastening is introduced. Fastening and adjustment work is simplified or eliminated wherever possible. Cassettes are introduced. From Intermingled to Separated Stage Make a clear description of all change-over operations to be executed today (see worksheet). Prepare a summary list of :- all tools needed (jigs, dies, moulds, etc.).- all fasteners needed (bolts, screws, clips, etc.). Classify all operations into:- off-line activities.- on-line activities. From Separated to Transferred Stage Transfer operations from on-line to off-line as much as possible. The use of functional fasteners. The previous installation of intermediate attachments, bolsters and fasteners. Introduction of functional dial or pointer readings.Worksheet Nr. :Workstation Nr. :Change-over from toOperationTools & FastenersLocationStepsto be removedto be placedPreparation(Re)placementAdjustmentCompletionoffonoffonoffonoffon From Transferred to Advanced Stage Improvement of handling, transport and storage methods. The use of hydraulic, pneumatic or magnetic methods for placing and/or fastening tools. The elimination of centering and adjustment activities by standardisation of:- dimension of moulds.- machine strokes.- male and female jigs.- centering and fastening methods. Improve measuring and gauging methods. Elimination of trial runs.（十）I E 改善心法Ways of Improving the Work Through Motion Study- EASIER WAY- approachEliminate unnecessary motionsAvoid moves requiring eye directionShorten motion distanceImprove "get" motions by pre-positioningEmploy simple fixtures, clamps, and guidesReplace hand operations with foot-operated devicesWhy ? Question each operationAdapt two-hand methodYes, there is always room for improvementHey ! You areworking too hard !（三）改善之要诀：ECRS、6W删除（Elimination）：删除不必要的作业或动作合并（Combination）：将数个作业或动作合并，省略转交或取放。重排（Re-arrangement）：将数个作业或动作重新安排，使作业或动作能平衡顺畅。简化（Simplification）：将数个作业或动作加以改善，使其简化。ECRS Approaches基本发问（Primary Questions）目的是什么 ?(What is the purpose ?)何地完成 ?(Where is it done ?)何时完成 ?(When is it done ?)由何人做 ?(Who does it ?)如何完成 ?(How is it done ?)进一步发问（Secondary Questions）为何必须做 ?(Why is it necessary ?)为何在那里完成 ?(Why is it done there ?)为何在那时完成 ?(Why is it done then ?)为何由此人做 ?(Why does this person do it ?)为何要如此做 ?(Why is it done this way ?)可否删除 ?(Can it be eliminated ?)可否合并 ?(Can it be combined ?)可否重排 ?(Can it be rearranged ?)可否简化 ?(Can it be simplified ?)合并或重排下列项目：w 地点(Places)w 次序(Sequences)w 人员(Persons) 工业工程技术培训参考资料Story of the Bedaux SystemI. Story of the Bedaux SystemIn 1911, Mr. Charles E. Bedaux experimented with the idea of measuring all human physical work in terms of a common unit.The unit known as the Bedaux Unit of human power measurement or “B” was to consists of a combination of work and rest.The proportions between these two items were dependent upon the physical nature of the work and the subsequent rest required to compensate for it. As tasks varied, the ratio of the work to rest within the unit was to vary, but the unit itself was to remain constant at a time value of on minute.II. The Bedaux System or “E” System(Unit System)The “Unit E” is the quantity of work an experienced, skilled worker can do per minute under normal conditions, taking into account the inherent allowance for rest, personal needs.III. The “M” System(Unit System)The Unit (M) is the amount of work that can be carried out in one minute by a trained worker, under normal circumstance, and at normal speed, including allowances for interruptions as rest and personal care.The Unit (M) does not represent time in the sense of a clock time, but it is rather a measure of “work quantity” or “labor content”.IV. ExpressionWork Quantity or Labor Content = Work + Rest (Bedaux definition) or = Work + Total Allowance (Philips definition)Example: Labor Content 1M TAF-total allowance factor: 1.14/ 1.18/ 1.2Labor Content Work (Normal Time) TAF1M (60 seconds) = 52.6 seconds + 7.4 seconds (14 %)1M (60 seconds) = 50.8 seconds + 9.2 seconds (18 %)1M (60 seconds) = 50.0 seconds + 10.0 seconds (20 %)VIII. Performance RatingPerformance rating is expressing numerically the speed and effectiveness with which an operation is done, in relation to what has been defined as normal performance.Tempo means the intensity of working.In Bedaux time-study system: Speed of the movementsTempo Skill of the movements (i.e. proficiency, useful effect, dexterity, efficiency).IX. Normal PerformanceNormal performance is the performance of an average skilled worker doing a job under normal conditions without being stimulated by an incentive scheme.It must be possible to keep this performance from day to day without excessive physical or mental strain.As a reference for normal performance can be taken, a steady deliberate and unhurried average performance of a person, who walks around 4.8 Km(3 miles) per hour or deals 52 playing-cards in 30 seconds.X. Remarks- Unit (English)- Einheit (German)- Eenheid (Dutch)- 单位 (Chinese)- E system : for Performance or Tempo (60 E, 75 E, 80 E)- M system : for Labor Content or Work Quantity (5 Ms, 60.5 Ms)Effects of Working Conditions on determining AllowanceAllowanceValueConstant allowanceC-1Personal allowance5 %C-2Basic fatigue allowance4 % Variable allowanceV-1Standing allowance1 %V-2Abnormal position allowanceSlightly awkward0Awkward (Bending)2 %Very awkward (Lying, Stretching)7 %V-3Use of force or muscular energy(Lifting, pulling, or pushing)Weight lifted:5 Pounds (2.3 Kg)010 Pounds (4.5 Kg)1 %15 Pounds (6.8 Kg)2 %20 Pounds (9.1 Kg)3 %25 Pounds (11.4 Kg)4 %30 Pounds (13.6 Kg)5 %35 Pounds (15.9 Kg)7 %40 Pounds (18.2 Kg)9 %45 Pounds (20.4 Kg)11 %50 Pounds (22.7 Kg)13 %60 Pounds (27.3 Kg)17 %70 Pounds (31.8 Kg)22 %V-4Bad light Slightly below recommended0Well below2 %Quite inadequate5 %V-5Atmospheric conditions(Heat and Humidity)010 %V-6Close attention Fairly fine work0Fine or exacting2 %Very fine or very exacting5 %V-7Noise level Continuous0Intermittent loud2 %Intermittent very loud5 %High pitched loud5 %V-8Mental strain Fairly complex process1 %Complex or wide span of attention4 %Very complex8 %V-9Monotony Low0Median1 %High4 %V-10Tediousness Rather tedious0Tedious2 %Very tedious5 %（Courtesy of International Labor Office, Geneva Switzerland）PHILIPS动作分析表 页次： /作业名称：产品型号：作业区域：分析人：分析日期：LHRHLHRHLHRHLHRH5050505010101010151515152020202025252525303030303535353540404040454545455555 双手程序表：裁切玻璃管TWO-HANDED PROCESS CHART （改善前方法）Chart No.: SUB-0101 Sheet No.: 1 of 1材料/零件：玻璃管(长1公尺，直径3mm)作业内容：将长1公尺之玻璃管，用夹具和锉刀裁成小段玻璃管(长1.5cm)。操作地点：第三车间作业人员：李大海分析人：M.J. Hung 日期：2003-02-18工作站布置图：Left Hand£_Ds£_DsRight Hand1.持住玻璃管1.拿起锉刀2.移动玻璃管至夹具 2.持住锉刀3.将玻璃管插入夹具内3.将锉刀移至玻璃管4.将玻璃管推至夹具底部4.持住锉刀5.用手固定住玻璃管5.用锉刀在玻璃管上划刻痕6.稍为拉出玻璃管6.稍为移开锉刀7.将玻璃管旋转约120180 7.持住锉刀8.将玻璃管推至夹具底部 8.将锉刀移至玻璃管9.用手固定住玻璃管9.用锉刀在玻璃管上划刻痕10.将玻璃管从夹具内移出10.将锉刀放至工作台上11.将玻璃管移向右手11.右手移向玻璃管12.将玻璃管折断12.将玻璃管折断13.持住玻璃管13.将玻璃管置于盒内14.再握住玻璃管14.右手移向锉刀8020450603方法（Method）：改善前方法改善后方法备 注动作项目L.H.R.H.L.H.R.H.操作（Operation）85运送（Transport）26延迟（Delay）-持住（Hold）43检查（Inspection）-合计：1414From-To Chart AnalysisAGIFDEBCH总计箱数A1/ 101/101/ 0320G1/102/ 0310I1/301/ 01/301/401/301/101/301/ 08170F1/202/602/705150D1/201/ 0220E1/301/10240B1/201/ 01/20340C1/101/10220H1/40140总计3384224212929箱数505018020407080020510510行程： A-B-C-D-E-F-G-H-I行程： A-G-I-F-D-E-B-C-H对角线左下半部对角线右上半部对角线左下半部对角线右上半部1 ×0 01 ×3 31 ×5 51 ×7 72 ×0 02 ×4 82 ×2 42 ×2 43 ×2 63 ×6 183 ×3 93 ×4 124 ×2 84 ×0 04 ×1 44 ×2 85 ×2 105 ×3 155 ×1 55 ×1 56 ×1 66 ×2 126 ×1 66 ×0 07 ×2 147 ×0 07 ×0 07 ×0 08 ×2 168 ×0 08 ×0 08 ×0 0总计：60总计：56总计：33总计：36AIBHEFGDC总计箱数A1/101/ 01/10320I1/301/ 01/101/301/401/301/301/ 08170B1/201/201/ 0