製造管理診斷手法與實例 報告人: 許棟樑清華大學(xué)工業(yè)工程與工程管理系1OutlinePartI:APlantdiagnosticmethodology<Asummaryofpastfindings>1)Crystallizekeyaspectsofconcern(認清改善標(biāo)的)2)Diagnostics&ImprovementMethodology(善用分析與改善手法)3)ProcessRe-engineeringApproachPartII:Applications&partialresults1)Indexmodel&usefulnewindices2)Improvementdrivers3)Bestpracticecomparisons4)SMTprocessre-engineering2PartI:PlantdiagnosticmethodologyI.1)CrystallizeKeyaspectsofconcern(認清改善標(biāo)的)I.2)Diagnostics&ImprovementMethodology(分析與改善手法)I.3)MfgProcessRe-engineeringApproach3I.1KeyAspectsofconcernIdea:Top-downsystematicdeploymentofPI->DTCo.ObjectivesPlantObjectivesKeyPerfIndicesAdm.Obj.…Determinants………PIsDTsPIsDTsPIsDTs4

I.1.1Plant–Top-levelconcernsProfitability&CustomersatisfactionProductivity/ProductionLeadTime&Delivery(targethitrate)Quality&ReliabilityCostFlexibilityServiceI.1KeyAspectsofconcern5I.1KEYASPECTSOFCONCERNI.1.2AreasofAttention:(DTs)BottleneckManagement/Scheduling&Dispatching(=>Productivity)FlowEfficiency&Layout(=>Time)Inventorycontrol(Cost/profit)ResourceUtilizationEffectiveness(=>Cost/Profit)Equipment/FacilityMaterials(WIP)HumanResourcesSpaceProcess&ChangeControl(=>Quality/variability,Flexibility,etc.)Safety(basicreq.)=>propersetofPIsforeachlevel.6I.2.分析與改善手法Basicmethodology:I.2.0MethodologyOverviewI.2.1IndexModel&StandardsI.2.2DataRepresentationForms/ToolsI.2.3AnalysisMethods/ToolsI.2.4Sitetour&InterviewsI.3ProcessRe-engineeringapproach7I.2.0MethodologyOverviewCollectData&BM--CompareStrength&Weakness--SeekImprovementOpport.--RankPerformanceRegressionAnalysis--ModelQuantitiveRelationsAmongPerformanceIndices&Determinants--PerformanceIndex=Fn(Determinants)DataEnvelopAnalysis--IdentifyInefficiencies--ProvideImprovementDirection&ReferenceTargetLevelFeedbackRecomm.--CompareStrength/Weakness--IdentifyImprovementOpportunities&targetlevel--BestPracticeSharingCorrelationAnalysis--FindOutImprovementDriversTrendAnalysisIndexModel-EstablishSystematicPerformanceIndices&DeterminantsAnalysisToolsVisit/Interview--UnderstandFactoryProcedure--VerifyData--ClarifyQuestionsManyothertools...SimulationDatarepforms/questionnaire/tools--Clearly/completely/Concisely8I.2.1PerformanceIndexModelTopdown/goaldriven/ClearlinkagesStandardizationArrangedforvariouslevels&Org.9I.2.2DataRepresentationTools表單:Well-designedformstoconcisely&completelydocumentthedetailsituations.I.2.2.1Process/TransportAttributeTable(流程細目表)ProcessattributetableTransportattributetableI.2.2.2LayoutDiagramI.2.2.3S/Wmodelingtools(doc.Processes)ARIS4views/IDEF/PowerDesigner(etc.)Dataview/Functionview/Controlview/Orgview10I.2.3AnalysisMethods/Tools(1)I.2.3.1DataBenchmarking(Bar/linechart)+Hi/Lo/MeanHorizontalBMVerticalBM(Trends)DunkenmethodtodifferentiategroupsforVariousPerfRankingsincl.:EquipmentperformanceAHP(AnalyticalHierarchicalProcess)RankingCorrelationRegressionI.2.3.3Input/OutputEfficiencyAnalysis(DEA)Plant/Section/Machinelevels11DataEnvelopAnalysis(Concept)Canidentifyeff4multipleinputs&multipleoutputs35投入入人人力力月產(chǎn)產(chǎn)量量12I.2.3AnalysisMethods/Tools(2)LineBalanceRateProcesstime+TransporttimehistogrambysectionBottleneckidentification/inclinationindicesLayoutanalysis(Layoutefficiency)PetrinetanalysisFlowefficiency13I.2.3AnalysisMethods/Tools(3)I.2.3.8Process&MaterialflowanalysisProcessflow(WIPJourney)AnalysisKeycomponenttimejourneybyorg./sectionWIPdistributionInventoryutilization/shortage&Stockwaste.EquipmentOEE/WasteanalysisHR(productivity?)Areautilization/productivitySimulationSimulateexistingsituationtofindoutproblematic/bottleneckareasSimulatere-engineeredsituationto:Predictpossibleresults.Perform““whatif?””analysesDebugnewdesignsbeforemajorcapitalinvestments.14I.3ProcessRe-engineeringApproachDetermineprojscope&targetofstudyPreliminaryprocesstour&discussionEstablishPIs&DTsDatacollection(UseDataRepresentationToolsI.2)AS-ISProcesssimulation/ARISModelUseAnalysisTools(I.2.3)w/externaldata=>ImprovementideasEstablishTO-BEmodelTO-BEModelsimulation=>改改善善效效益益評評估估Feedbacktoco.&Discussion.15PartII:Applications&ResultExcerptII.1)Indexmodel&UsefulnewindicesII.2)ImprovementdriversII.3)BestpracticecomparisonsII.4)SMTProcessre-engineeringcases16II.1HighlightsofIndexModelOrganized:13KeyperformanceIndices124Detailindices(variouslevels)Created12usefulNewindices&2redefinedindices:ORTratio:O-ratio/R-ratio/T-ratio(3*2)LayoutEfficiency(LE)(4)FlowEfficiency(FE)(2)LineBalanceRate(LBR)(redefined)(1)MTBFU–basedonuptime.(redefined)(1)<JMP>17NewIndex:ORT-ratioORT_Ratio_Station：：Operation_Ratio_Station=#operationstations／／Total#stationsRepair_Ratio_Station=#repairstations／Total#stationsTest_Ratio_Station=#teststations／Total#stationsORT_Ratio_People：：Operation_Ratio_People=operationheadcounts／TotallineheadcountRepair_Ratio_People=repairheadcount／TotallineheadcountTest_Ratio_People=testingheadcount／／TotallineheadcountRepresentsthe“maturitylevel”ofproduct&Processdesign/qualification。O-ratioHigh:fewnon-value-addheadcount/processR-ratioHigh:poorprocesscontrol.Needmanypeople/stationtorepairT-ratioH:overtestingorimmatureproduct-processcapabilityNeedlotsoftesting.Amanager:ORTratio有如照照妖鏡，讓讓管理不佳佳者無所遁遁形。<RET>18KeyPI:LineBalancerateLBR(%):Original：：(ti)/tmNNormalized：(ti)1/N/tmti：Timefortheithprocesstm：Max(ti)i=1,…,NN：TotalnumberofprocessesOriginalmethodpenalizeonlonger/moresophiticatelines.=>Recomm.Normalizedmethod.Indexdesc.<RET>19LayoutEfficiencyLayoutEfficiency_Time=Theoreticaltotalprocesstime/(theoreticaltotaltransporttime+Theoreticaltotalprocesstime)IndexDesc.LayoutEfficiency_length=Theoreticaltotalprocesslength/(theoreticaltotaltransportlength+Theoreticaltotalprocesslength)IndexDesc.<RET>20FlowEfficiencyFlowEff.=theoreticalcycletime/ActualcysletimeIndexDesc.Theoreticalcycletime=totaltheoreticalprocesstime＋totaltheoreticaltransportActualcycletimeActualprocesstime+實實際製程程時間+actualtransporttime+actualidletime<RET>21RevisedIndices:MTBFUMTBFu(MeanTimeBetweenFailure-Up-Timebased)=uptime/#failureduringtheperiodMostuse:alltime/#failureorprod.Time/#failureAvoidover-estimatingMTBFwhendowntimeislong.(down1timefor6monthsinayear.MTBFu=6/1;MTBFT=12/1.)aslongasinup-time,thereisapossibilityforfailure.Ret22II.2ImprovementDrivers23II.3BestpracticecomparisonsProcessBenchingMarking-ExcerptC1CompanyBenchmarkingTableC2CompanyBenchmarkingTableC3CompanyBenchmarkingTableBest-in-classBMOtherDetailIndexTable24II.4)SMTProcessreengineeringcases樣本定義本次選擇了了國內(nèi)前三三大筆記型型電腦廠商商，三家廠廠商1999年產(chǎn)量量占全臺灣灣產(chǎn)量的51%以上上，基於保保密原則，，我們將三三家公司定定為C1、C2、C3，並保留相關(guān)關(guān)機密資料料。在C1-C3中，各各參與公司司提供一條條最具代表表性的PCBA生產(chǎn)產(chǎn)線為樣本本，實地由由研究人員員到廠3-5天天，以收集集所需的資資料。25研究流程建立PCBA生產(chǎn)線流程之ARISMODEL訂定PCBA製造流程指標(biāo)模式問卷訪談、資料收集無效率分析To-BeModel的建立系統(tǒng)模擬分析改善效益分析參與廠商回饋報告26C1PCBAlayout:ISvsTO-BE改善後改善前Advantages:1)KeepI/PO/Pfromsameside.2)Reducemanualcarttransp.3)Fastoverheadmovements.Notrafficcongestions.27RecommendationforC1CaseChangelayouttocontinuousU-shapedtoconnectwholePCBAarea.Removetheboardclippingstations.Addingplacementmachinetoincreaselinebalancingrate&reducepulserate.Reducemanualassemblyandinspectiontoreducecycletime.Automaterepairdatacollectionandanalysis.Automateloading/unloadingofATEstations.28C1AS-ISSimulation29Remove2splitstations30AddPlacementmachine&adoptU-shapelayout31C1ImprovementEffects1/3BenefitEstimateAfterChangingProductionLineLayoutSimulationItemPresentSimulationDiscardingtwoSplitstationsU-lineLayout/IncreasingTwoPlacementMachineImprove%Pulserate×××××××××↓14%Productionperday×××××××××↑16%AreaProductivity8.788.9710.7↑21.87%LaborProductivity12.6313.0215.07↑19.32%AvgWIP×××××××××↓73%

PCBATotalCycleTime×××××××××↓77%32C1ImprovementEffects2/3LayoutEfficiency_Length

45.59%

49.04%

75.40%↑52%LayoutEfficiency_Time

82.74%

82.58%

89.25%↑7.87%FlowEfficiency12.16%11.93%46.49%↑282%Linebalancerate

54.47%

53.11%

60.14%↑10.5%33C1ImprovementEffects3/3BottleneckStationTopSideLineMedium-SpeedTopSideLineMedium-SpeedBottomSideLineScreenPrinting

CycleTimeOfBottleneckStation

×××

×××

×××

↓13.3%NumberofLabor575555↓2peopleNumberofStationsXX-2X

34C1:ISvsTO-BE(1)Maximization35C1:ISvsTO-BE(2)Minimization36C3:PCBAlayoutISvsTo-beWasTo-be37RecommendationforC3Case(1)ContinuousU-shapedlayouttoconnectwholePCBAline.RemovingtheX-RAYtestprocess.Yieldatthestationisalreadyveryhigh&itistooslow.Removethevibrationtest..Otherplantcandowithoutit.Hightestratio.Reviewneedsfortests.IntroduceAOI.38C3AS-ISSimulation39C3RemoveX-ray.Vibration.UseAOI.40U-shapeLayout41C3Improvementeffects(1/3)BenefitEstimateAfterChangingProductionLineLayoutSimulationItemPresentSimulationDiscardingX-Ray/DiscardingVibrationtest/AOIreplacesvisualinspectionU-shapedLayoutImprove%Pulserate×××××××××

sameProductionperday×××××××××

sameAreaProductivity13.4214.0814.65↑9.17%LaborProductivity25.8426.9927.02↑4.58%NumberofProductionSegment

3

2

1↓66.7%42C3Improvementeffects(2/3)AvgWIPXXXXXXXXX↓58%

PCBATotalCycleTimeXXXXXXXXX↓58%LayoutEfficiency_Length

61.87%

62.41%

76.19%

↑23%LayoutEfficiency_Time

83.67%

85.98%

88.73%

↑6%FlowEfficiency38.37%47.55%87.05%↑127%BalanceRatioofProductionLine

82.85%

83.25%

83.34%

43C3Improvementeffects(3/3)BottleneckStationBottomSideLineScreenPrintingTopSideLineHighSpeedTopSideLineMedium-Speed

CycleTimeOfBottleneckStation

×××

×××

×××

NumberofLabor444242↓2peopleORT_Ratio_People0.4/0.09/0.50.43/0.09/0.480.43//0.09/0.48

NumberofStation565454↓2stations

44C3:ISvsTO-BE(1)Maximization45C3:ISvsTO-BE(2)Minimization46ConclusionsIn-depthreviewed3majorplants.Co.51%Taiwanproductionin1999.ForPCBAline:Established58PIs,8keyPIsNewindices:ORTratios,Layoutefficiency,Flowefficiency,NormalizedLineBalancerateLocatedrelativestrengthandweaknessforplantimprovementoppor.Majorrecom:reducemfgsegments,continuousU-shapeline,reducenon-bottlebuffer,ImproveLBR,UseautomationUsedSimulationtoverifyanddebugre-engineeredprocesses.Someplantscouldgain70%inWIP&cycletimereduction.Significantimprovementscanbeexpected.Simulationisusefulforre-engineering.41479、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Saturday,January7,202310、雨中黃黃葉樹，，燈下白白頭人。。。19:42:3519:42:3519:421/7/20237:42:35PM11、以我獨沈沈久，愧君君相見頻。。。1月-2319:42:3519:42Jan-2307-Jan-2312、故人江海海別，幾度度隔山川。。。19:42:3519:42:3519:42Saturday,January7,202313、乍見翻翻疑夢，，相悲各各問年。。。1月-231月-2319:42:3519:42:35January7,202314、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。07一月20237:42:35下午19:42:351月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。一月月237:42下下午午1月月-2319:42January7,202316、行動出成果果，工作出財財富。。2023/1/719:42:3519:42:3507January202317、做前，能夠夠環(huán)視四周；；做時，你只只能或者最好好沿著以腳為為起點的射線線向前。。7:42:35下午7:42下下午19:42:351月-239、沒有有失敗敗，只只有暫暫時停停止成成功??！。1月-231月-23Saturday,January7,202310、很多事情情努力了未未必有結(jié)果果，但是不不努力卻什什么改變也也沒有。。。19:42:3519:42:3519:421/7/20237:42:35PM11、成功就就是日復(fù)復(fù)一日那那一點點點小小努努力的積積累。。。1月-2319:42:3519:42Jan-2307-Jan-2312、世間成成事，不不求其絕絕對圓滿滿，留一一份不足足，可得得無限完完美。。。19:42:3519:42:3519:42