1、C capacity.ppt - 1,A P A C I T 1994 General Motors Corporation. All rights reserved.,Y,2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,SUPPLIER DEVELOPMENT TOOLS CAPACITY WORKSHOP EXECUTIVE SUMMARY,PURPOSE: SCOPE: METHOD:,Assist Supplier in the Identificati

2、on And The Elimination of Potential Production Shortfalls Between Capacity and Requirements. May Include All Functional Areas And Production Operations. Data collection, workshop, targetted actions,LOGISTICS: Conducted Utilizing Joint GM/Supplier Team.,capacity.ppt - 2 2/07/01 PDF 文件使用 pdfFactory 試用

3、版本創(chuàng)建 ,Q,CHECK,C,OPERATION,Identify pilot area,Make all people affected aware of what is going to happen,Select team members,Identify,opportunities to improve Analyze & select,Develop action plan,(apply zero/low,cost ideas first),Implement new method,A.S.A.P.,Verify & adjust,Look for new opportunitie

4、s Recognize efforts of people,Define current situation,OPERATION: NO.,DESCRIPTIONOF OPERATION,W,FROM:_ TO:_ ELEMENTTIME HANDWORKMACHINEALK,QUANTITYPERSHIFT:_ SHIFT:_ STANDARDIN- QUALITY PROCESSSTOCK,CUSTOMERCYCLETIME:_ OPERATORCYCLETIME:_ CRITICAL SAFETY,Supplier Development Workshop Process,Discuss

5、 plan,with stakeholders WORKSTATIONAREADRAWNTOSCALE 03/23/94 1994 General Motors Corporation. All rights reserved. PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,capacity.ppt - 4,CAPACITY WORKSHOP AGENDA, ,Introduction Theory of Constraint Overview 5 Step Improvement Process Data Collection / Data Analysis Constraint

6、Identification Strategy Implementation Measure Improvement Wrap-Up 1994 General Motors Corporation. All rights reserved.,2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Theory of Constraint Overview FLOW,capacity.ppt - 5 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,

7、 1994 General Motors Corporation. All rights reserved.,BOTTLENECK An Operation Which Limits the Overall Output of a Series of Operations 1,000 900,800 700 600 500,400 300 200 100 0,1,2,3,4,5,6,7,8,Bottleneck,Demand,C A P A,C I T Y,OPERATION CAPACITY DEMAND,capacity.ppt - 6 2/07/01 PDF 文件使用 pdfFactor

8、y 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,CONSTRAINT A Bottleneck becomes a Constraint when it can no longer satisfy the demand placed upon it Thus, any resource whose capacity is less than the demand placed upon it is a Constraint 1,000 900,800 700,600 500 400 300 200 100 0,1

9、,2,3,4,5,6,7,8,Constraint,Demand,C A,P A C I T Y,OPERATION CAPACITY DEMAND,capacity.ppt - 7 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,DEFINITION A constraint is that activity which most limits the organizations ability to achieve higher performance re

10、lative to its purpose or goal. Types of Constraints Capacity: Capacity Demand Policy: Management Decision,capacity.ppt - 8 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Constraint Types Capacity Customers want more product than can be supplied Symptoms: e

11、quipment overworked, no Preventative Maintenance, high premium costs, overtime Example: Stamping Press can only make 5,000 parts per day, but the customer requires 6,100. Market Customers do not want as much product as can be produced Symptoms: wasted equipment, higher costs incurred, low efficiency

12、 Example: Casting for six hours with the machine idle for the remainder of the day Policy Management decisions dictate how the business shall operate Symptoms: unable to change, high cost solutions instead of low cost Example: tag relief not used during a constraint, maximum overtime allowed per wee

13、k, results in more machinery being used,capacity.ppt - 9 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,capacity.ppt - 10,CONSTRAINT SYMPTOMS, ,Build up of Inventory Prior to an Operation Down Stream Operations Starved for Parts Expediting Excessive Material Handling at an Operation Premium Freight Overtime No

14、 Time for Preventative Maintenance Constant Schedule Changes 1994 General Motors Corporation. All rights reserved.,2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement Process Step 0: Establish Baseline Step 1: Identify Constraint/Bottleneck S

15、tep 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b: Add Capacity Step 5: Restudy,capacity.ppt - 11 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,Repair Loop(s),Station,Buffers Parallel,Power & Free Conveyor,IS THERE A CONSTRAINT? Back-Up Station,Buffers,Fini

16、shed Product Exit Point,Raw Material Entry Point capacity.ppt - 12,Parallel Stations HERE ?,HERE ?,Stations HERE ? Accumulating Conveyor Back-Up,HERE ? 1994 General Motors Corporation. All rights reserved.,HERE ?,2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserv

17、ed.,IS ONE PARAMETER SUFFICIENT?,10,20,30,40,50,1000,89,190,280,300,10,20,30,40,50,65,10,20,30,40,50,4.7,10,20,30,40,50,10,20,30,40,50,1.0,10,20,30,40,50,65.2,Mean Time Between Failures,Jobs Per Hour,Occurrences of Failure,Mean Time To Repair 6.5,Scrap,Looking at these individual reports, what would

18、 you say is the main bottleneck?,67,80,75,71,4.5,5.3,12.8,0.44,4.4,2.0,1.5,4.2,2.0,1.0,0.1,0.4,37.6,4.6,Total Downtime 87.5,0.3,capacity.ppt - 13 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,THE TYPICAL PLANT ENVIRONMENT, ,Plant Operates at a Productivit

19、y Plateau, With High Throughput Variability . Plant Throughput Is Often 10% to 50% Below Designed Rate . Lost Production Is Made up With Overtime. Production Blames Maintenance, Maintenance Blames Production, General Assembly Blames Paint, Paint Blames Body, Etc. In Many of Our Plants, Were Collecti

20、ng Vast Quantities of Data and Were Not Using It ! In Some of Our Plants, NO Production Monitoring Is Performed. “High-Tech” and Low-Tech Systems Complicate Analysis of the Production Process.,capacity.ppt - 14 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved

21、.,5 Step Improvement Process Step 0: Establish Baseline Step 1: Identify Constraint/Bottleneck Step 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b: Add Capacity Step 5: Restudy,capacity.ppt - 15 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,Step 0: Establish

22、 Baseline, capacity.ppt - 16,Goal of this step is to determine: “Where are we today?” Define the scope of the system Determine the measurement system to use - *if you know it at this point Complete the Capacity Analysis Worksheet Logical Process to Identify any Constraint Estimates the Capacity at E

23、ach Operation Note Additional Constraints Market Policy 1994 General Motors Corporation. All rights reserved.,2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Capacity Analysis Tool, ,Requires a few simple inputs Capacity Requirements Scrap and Rework Downti

24、me - Scheduled and Unscheduled Operation Cycle Times Output includes: Estimation of Total Capacity of Operation Total Number of Shifts Required per Week to Produce Requirements Overall Equipment Effectiveness Measurement Flag for Constraint Operations,capacity.ppt - 17 2/07/01 PDF 文件使用 pdfFactory 試用

25、版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Step 0: Re: Completion of the Capacity Analysis Worksheet,Note to SDEs: Show an example of the Capacity Analysis Worksheet Work through the sheet with the supplier with as much actual data as possible Accuracy of information is important,

26、as this will form the basis for the remainder of the discussion Brainstorming for improvements can be structured to follow each one of the inputs to the capacity analysis,capacity.ppt - 18 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement P

27、rocess Step 0: Establish Baseline Step 1: Identify Constraint/Bottleneck Step 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b: Add Capacity Step 5: Restudy,capacity.ppt - 19 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All r

28、ights reserved.,Step 1: Identify the Constraint/Bottleneck, ,If # shifts/ week required # shifts available, then a constraint exists Note: This will be shown by a “#” on the Capacity Spreadsheet If no constraint exists:, examine the operations for the greatest number of shifts required, and the lowe

29、st net capability per day. The operation with the greatest number of shifts closest to the requirement is the bottleneck. Note that constraints may not be immediately visible on the capacity spreadsheet due to interactions between operations (buffers) Shifts available = 15 Requirement/day=450,capaci

30、ty.ppt - 20 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement Process Step 0: Establish Baseline Step 1: Identify Constraint/Bottleneck Step 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b:

31、 Add Capacity Step 5: Restudy,capacity.ppt - 21 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Step 2: Exploit Constraint, ,Run constraint at its basic capacity in isolation Schedule Operation Effectively Dont Waste Output Eliminate defective parts before

32、they arrive Make sure parts are not scrapped later in the process Eliminate rework that must go back through constraint Improve the tools or gauges used Improve yield by assuring the quality of the process “Rush to” before.”Handle with care” after,capacity.ppt - 22 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建

33、 , 1994 General Motors Corporation. All rights reserved.,Step 2: Exploit Constraint - continued, ,Operator Rules of Engagement Run machines when you have material Do something productive when you dont have material (setup,PM) Cross-train workers to prevent idle time due to absenteeism Eliminate Bloc

34、k and Starve through effective buffering i.e. parts before and space afterwards,capacity.ppt - 23 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Starving/Blocking, ,Never Starve a Constraint Utilize Buffer Management Place buffer inventory ahead to assure

35、it always has parts to run Load parts ahead to ensure constraint runs Never Block the Constraint De-couple the Operations Assure parts are pulled away so operation doesnt stop (enough racks,containers, space) Unload after the constraint if the system downstream is down,capacity.ppt - 24 2/07/01 PDF

36、文件使用 pdfFactory 試用版本創(chuàng)建 ,STARVED System (No Jobs to Work On),BLOCKED System (Choked) (No Place to put Job),DESIRED System,L,uu ZZZZZZ,L Blocked Station,Full Buffe,r,uu ZZZZZZ Failed Station,Failed Station,Empt y Buffer,Starved Station,J Workin g,Station,J Constraint Working,Station 1994 General Motor

37、s Corporation. All rights reserved.,STARVE / BLOCK Note: This is applicable for the constraint operation only, and not all operations,Max Min Buffer,Max Min Empty Buffer,capacity.ppt - 25 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,DE-COUPLING Taking on

38、e continuous process and breaking it into 2 or more smaller processes with a small inventory between each process in order to reduce the level of dependency.,Coupled De-coupled,Buffer,Auto Transfer,Machine,Machine,Machine,Constraint,Machine,Machine,Machine,Auto Transfer Auto Transfer,capacity.ppt -

39、26 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 ,BLOCK 1994 General Motors Corporation. All rights reserved.,CONSTRAINTS / BOTTLENECKS FLOW,STARVE capacity.ppt - 27 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement Process Step 0: Establish Baseline

40、Step 1: Identify Constraint/Bottleneck Step 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b: Add Capacity Step 5: Restudy,capacity.ppt - 28 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,Step 3: Subordinat

41、e Other Operation to Run the Constraint, ,Subordinate (Optimize) Resources in favor of running the constraining operation Move people from non-constraints to constraining operation even if they arent finished at the non- constraint Perform maintenance on the constraint operation before others Run al

42、l other machines to eliminate starve/block “Improving throughput on any operation other than the constraint does not improve the systems overall throughput”,capacity.ppt - 29 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement Process Step 0:

43、 Establish Baseline Step 1: Identify Constraint/Bottleneck Step 2: Exploit Constraint Step 3: Subordinate non-constraints Step 4: Elevate a: Run All of the Time b: Add Capacity Step 5: Restudy,capacity.ppt - 30 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved

44、.,Step 4a: Elevate - Run All of the Time,Keep It Running Run through lunch, breaks (tag relief),etc. After changeover, run production simultaneously with first piece approval Reduce number of setups by processing families of jobs that require similar setups Reduce setup time Improve preventative maintenance to reduce bottleneck downtime,capacity.ppt - 31 2/07/01 PDF 文件使用 pdfFactory 試用版本創(chuàng)建 , 1994 General Motors Corporation. All rights reserved.,5 Step Improvement Proc