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1、Terms&Definitions,Schneider Production SystemVersion 2010 r1,How to Use,1.View the presentation in“Slide Show”mode2.Go to the index on the next two pages3.Select a topic,click on the button4.To return to the index,in thelower right corner,click on the,INDEX 1,INDEX 2,Acronyms A-M,Acronyms M-P,Acrony
2、ms R-Z,5 S,5 Ss:From the Japanese:“Seiri”Sort,eliminate or get rid of unnecessary items.“Seiton”Straighten,organize tools,materials and information in logical order or manner for predictable use.“Seiso”Scrub,clean away all dirt and remove trash.“Shitsuke”Standardise,do all work in accordance with do
3、cumented and visual standards.“Seiketsu”Systemise,make these steps a habit:theyre done daily throughout the organization.,5 Whys,5 Whys:This is an incredibly simple yet effective tool:do not be satisfied with an answer to a problem until you have asked why at least 5 times to drill down to the root
4、cause.,If you dont ask the right questions,you dont get the right answers.A question asked in the right way often points to its own answer.Asking questions is the ABC of diagnosis.Only the inquiring mind solves problems.-Edward Hodnett,Example:Problem Statement:You are on your way home from work and
5、 your car stops in the middle of the road.Why did your car stop?A:Because it ran out of gas.Why did it run out of gas?A:Because I didnt buy any gas on my way to work.Why didnt you buy any gas this morning?A:Because I didnt have any money.Why didnt you have any money?A:Because I lost it all last nigh
6、t in a poker game.Why did you lose your money in last nights poker game?A:Because Im not very good at bluffing when I dont have a good hand.,8D“8 Disciplines”,8D:“8 Disciplines”is a problem-solving methodology for product and process improvement.It is structured into eight disciplines,emphasizing te
7、am synergy.One purpose for 8D is to explore the control system,which allowed the problem to escape.The Escape point is studied for the purpose of improving the ability of the Control System to detect the failure or cause when and if it should occur again.Another key advantage to 8D is the prevention
8、 loop,which explores the systems that permitted the condition that allowed the Failure and Cause Mechanism to exist in the first place.8D is very much related to the FMEA process in that it deals with the Failure Modes and Causes after they occur where FMEA attempts to anticipate them before they oc
9、cur.,7 Wastes of Lean,7 Wastes:lean manufacturing focuses on eliminating seven causes of waste.The elimination of these wastes leads to higher quality,improved delivery,higher productivity and increased worker safety.,Waste is ANY activity thatconsumes resources butcreates no value for the customer.
10、,Andons:are devices used by operators to alert other team members to production barriers or other abnormalities within production.Usually they are flashing lights,sometimes sirens,or any combination of visual and audio signals.They can signal a machine breakdown,material shortage,etcAutonomous Maint
11、enance:where the shop floor employees take on some and an increasing amount of routine or preventive maintenance within their work area.,Use simple techniques to make operator maintenance simple and visual.Taping off a pressure gauge so an operator can easily see if the reading is within the accepta
12、ble range is an example.,Andon,Autonomation:(See Jidoka)Autonomation is the automatic control of defects.Backflushing:Automatic accounting for material consumed for production-at the time production is completed-for example when the work order is completed.BAT“Best Available Techniques”:applied espe
13、cially when speaking of environmental techniques.Best Available Techniques(BAT)involves the use of proven technologies and methods of operation in order to prevent or minimize emissions to the environment as a whole.Adopting best available techniques(BAT)can help to improve the management of materia
14、l flows,increase energy-efficiency and cut emissions.,Current Practice:Tampo Print,Best Available Technique:Laser Etch,Autonomation,Batch and Queue:Producing more than one piece of an item and then moving those items forward to the next operation before they are actually needed there.Thus,items need
15、 to wait in a queue.Also called“Batch-and-Push.Contrast this with continuous flow.,Converting a workplace from Batch&Queue to Continuous flow or One Piece Flow normally results in an average decrease in Work In Process Inventory of 60%or more.,Batch&Queue,Bullwhip Effect:Demand Amplification,Demand
16、Amplification MapDemand Variation MapSupply Chain Response MatrixQuality Filter Map,Bullwhip Effect:The introduction of artificial signals into the supply chain resulting in increased variation versus actual customer requirements.Observed in supply chains when orders to upstream suppliers have great
17、er variance than downstream sales to customers Main causes of the“Bullwhip Effect”as orders move upstream are:The number of decision points where orders can be adjusted.Delays while orders wait to be processed and passed on.Typical symptoms include:excessive inventory levels;poor customer service du
18、e to unavailable products or large backlogs;high costs for overtime and expedited shipping.,Capacity Sizing:Determination of the capacity required to meet service rates and delivery schedules,taking into account demand variability and how easily capacity can be adjusted.Schneider Capacity Rule:Capac
19、ity must be in place to deliver 20%over peak forecast monthly demandDuring normal operating hours,recommended to be:Manual assembly process:targeted organization=2 shifts x 5 days Automated assembly process:targeted organization=3 shifts x 5 days,August is the peak forecast month 240,000 units in 23
20、 days.240K X 1.20=288KPlan Capacity here,Capacity,Cell:Operating a true continuous flow on machines and work stations placed close together in the order of processing,sometimes in a“U”shape.Cell operators may have multiple processes,and the number of operators is changed when the customer demand cha
21、nges.The“U”shaped layout is used to allow more alternatives for distributing the work elements among operators,and to permit the leadoff and final operations to be performed by the same operator.,FinishedProducts,Cell,Continuous Flow Production:Means that items are produced and moved from one proces
22、sing step to the next one piece at a time.Each process makes only the one piece that the next process needs,and the transfer batch size is one.Also see:“single piece flow”or“one piece flow”.Contrast to batch and queue.CDO-Constant Daily Output:A method of smoothing the daily production workload acco
23、rding to the customer service level desired and the manufacturing cost expected.Level loading is part of our lean production strategy and CDOLevels production of highest-volume productsObjective is to run CDO on the top 80%of volume(80/20 rule),Heijunka:The act of leveling the variety and/or the vol
24、ume of items produced at a process over a period of time.Used to avoid excessive batching of product types and/or volume fluctuations,especially at a pacemaker process.,Short LTs(eliminate queue),Continuous Flow,COGS(CCV),COGS:Cost of Goods Sold(previously:CCV)DVC:Direct Variable CostEBIT:Earnings B
25、efore Interest&TaxGM:Gross MarginMBC:Manufacturing Base CostsSG&A:Sales and General AdministrationVCC:Variable Conversion Cost,DVC,VCC,MBC,For a detailed explanation of what is in DVC and MBC see,COGS,Cycle Time:How frequently an item or product actually is completed by a process,as timed by direct
26、observation.Also,the time it takes an operator to go through all of his or her work elements before repeating them.Customer Service Rate:A measurement of delivery performance.For Schneider,our KPIs for customer delivery are OTDM(manufacturing)and OTDL(distribution centers)Delivery Lead Time:the cont
27、ractual time between when a customer and his supplier for receiving a delivery.Differentiation Tree:The architecture of a family of products-it shows how products are differentiated in the assembly process.Aka:Late customization tree,Product customization tree.,Cycle Time,DMAIC,DMAIC:Define,Measure,
28、Analyze,Improve,Control-the five phases of six sigma improvement.,CharacterizationMonitoring Systems,OptimizationControlling Systems,DMAIC,Effective Motion:An Operators motions that add value to the product.Elasticity:The ability of a production system to quickly vary its capacity according to the c
29、ustomer demand.Example:By re-balancing the operations within the work cell and then adding more operators,the capacity of the cell can be increased rapidly at a minimal cost.Employee Involvement:fundamental to change and sustainability,employees from all levels of the company must participate togeth
30、er in change activities and Short Interval Management.EPEI-Every Product Every Interval:which is a measure of production batch size.For example,if a machine is able to change over and produce the required quantity of all the high-running part types dedicated to it within 3 days,then the production b
31、atch size for each individual part type is about 3 days worth of inventory.Thus this machine is making every part every three days.,Effective Motion,Ergonomics,Ergonomics:Study of designing equipment to be better adapted to the characteristics of the human body by improving safety,comfort and effici
32、ency.Ergonomic Zone:The upper and lower limb working area as defined by the Schneider Electric Ergonomic Handbook.Example:50cm for pre-engineered products and 80cm for engineered to order products.,Flexibility:the ability of a process to produce without any cost constraint the quantity of parts to w
33、hich it is dedicated.Translated ideally by economic lot size equivalent to one sales unit.The ability to change from one product to another,quickly.FMEA:(FMECA)Failure Mode and Effects Analysis is a pro-active engineering quality method that helps you to identify and counter weak points in the early
34、 conception phase of products and processes.The structured approach makes it easy to use.,Flexibility,Forecast Planning:Periodic management process for the allocation of resources in order to satisfy the forecasted and real needs of the customers throughout the whole supply chain,in agreement with t
35、he industrial and logistic strategy of the company.Hoshin(Hoshin Kanri):There are two Chinese characters:Ho meaning method or form and Shin meaning shiny needle or compass.Hoshin means way of setting direction.Kanri means control or management.It was first used in 1965 by Komatsu.Instead of Hoshin s
36、ome companies use the term policy deployment.IR-Inventory Rate:measures the manufacturing unit ability to manage raw material stocks and WIP taking into account the volumes of finished goods to produce.IR is expressed in“days”of inventory.,IR=(NST x 30)/CCVTO(Last day spot stock of the month after d
37、educting depreciation.Raw Material Inventory and WIP are valued at CGS cost(non including the provisions).)X 30/Average monthly Cost of Goods Sold of the manufacturing unit on the last three months.,Forecast Planning,Jidoka:also known as autonomation,this is the automatic control of defects.This is
38、strongly related to quality control as autonomation makes it impossible for defective parts to pass unnoticed through a line.When a defect occurs the line stops forcing immediate attention to the problem,investigation into its causes,and the initiation of corrective action to prevent similar defects
39、 from occurring again.Jidoka is also used to automatically control processes.Just In Time(JIT):Just In Time is a production system,not a materials system.JIT production is a method of adapting to changes due to problems and/or demand changes by having processes produce the necessary goods at the nec
40、essary time in the necessary quantities.The first requirement for JIT production is to enable all processes to know accurate timing and required quantity.,This illustration shows how a limit switch stops Operation#10 when the transfer conveyor has five pieces.,Jidoka,Kanban,Kanban is a tool to achie
41、ve JIT.Kanban prevents overproduction because it is a pull system,parts will not be built until needed.Kanban works like a signalling device-it gives instruction for the production or movement of items within the pull system.,Kaizen,Kaizen:continuously improving in incremental stepsProcess Kaizen:Im
42、provements made at an individual process or in a specific area(such as workstations,material presentation,etc)System Kaizen:(aka“flow kaizen”)Improvements aimed at improving flow through the entire value stream.Kaizen Blitz:an improvement event that rapidly improves any process by identifying and el
43、iminating waste.The typical objective of the kaizen blitz is to eliminate waste as quickly and inexpensively as possible,usually over a 2-5 day period,depending on the scope of the blitz.The blitz team is made up of operators,process owners,subject matter experts,as well as outside guests and facili
44、tators.Typical results are very impressive due to the fact that the blitz team has little or no outside interference during the change process.A pre-requisite to the blitz is to narrowly define the scope of the event.,Typical examples of Kaizen blitz scope:Batch to one piece flow Total cycle time re
45、duction Elimination of“x”defect Standard operation improvement.,KPIs used by Schneider Electric,ISSR:Internal Supplier Service Rate:The Internal Supplier Service Rate measures the capability of internal suppliers to meet their commitments in terms of deliveries to their customers.The Internal Suppli
46、er Service Rate is the ratio of the number of deliveries/receipts received on time and complete to the total number of expected deliveries during the month.It is expressed as a%.INCR-Internal Non-Conformance Rate:The Internal Non-Conformance Rate measures the quality of internal supplies/suppliers.I
47、nternal Non-Conformance Rate is the ratio of the number of batches found to be non-conforming to the total number of batches received.,ENCR-External Non-Conformance Rate:External Non-Conformance concerns deliveries from external suppliers.External Non-Conformance Rate is the ratio of the number of b
48、atches found to be non-conforming to the total number of batches received.ESSR External Supplier Service Rate:The External Supplier Service Rate measures the capability of external suppliers to meet their commitments in terms of deliveries to their customers.The External Supplier Service Rate is the
49、 ratio of the number of deliveries/receipts received on time and complete to the total number of expected deliveries during the month.It is expressed as a%.,KPIs used by Schneider Electric,MDR:Manufacturing Defect Rate:Calculated monthly by manufacturing sector by each plant.No consolidated value is
50、 calculated.Expressed in ppm.FFR:Field Failure Rate:Calculated monthly in currency(euros).Ratio of the value of products returned/reported defective in one month to the value of the average amount of products produced over the last 12 months.PRR:Plant Return Rate:Calculated monthly by manufacturing
