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此手冊信息为经新技术公司许可而总结的其私有3P概念。此手册所有
权为德昌电机,信息仅为公司内部使用。
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Production Preparation Process ( 3P) - version 2.1
JE’s Vision: We are the growth company in motors and related businesses.
Come Grow with Us.
LEGEND: Delta CVA
[PO] = Perspective Owner Generate US$144m Delta CVA in 3
(TO) = Theme Owner Years CVA > 65% of OP (PT)
Improve Customer
Customer Increase Market Share Improve JE Image Improve Value Proposition
Relationship Mgmt.
Perspective Market share from Equal technology Whole product differentiation and
Increase customer share,
7.3% to 10.8% perception of major margin improvement for extended
[JD] growth rate and retention
(JD) (JD) (RW) product offerings (JD)
competitors
Employee Development
Leadership Organizational Learning Knowledge Management & Retention
Learning &
Growth Behavioral competency -Learning organization Retain high calibre talents
development and strategy Centralized knowledge source
Perspective - LMS by creating growth and
awareness across JE to manage. leverage and
- Mini- Crotonville learning opportunities, and
[PW] transfer competencies.
(HH) - ARCI (HH) (HH) recognition (HH)
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Production Preparation Process ( 3P) - version 2.1
JE的遠見: 在马达和相关商务方面擴展的公司
LEGEND:
[PO] = Perspective Owner Delta CVA
(TO) = Theme Owner
Generate US$144m Delta CVA in 3
Years CVA > 65% of OP (PT)
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Production Preparation Process ( 3P) - version 2.1
Breakthrough Strategy
創造性策略
Standard Approach
標準方法
Improvement
-Trained & Dedicated Individuals
訓練有素及敬業的員工 •Current Tools 靈活性的工具
- Analytical Expertise >70%
• Kaizen 改善
Improvement per Project •Lean Manufacturing 精益生產
-通過專業性分析來使每個項目的改 •Re-engineering 重整工程
善達到70%以上 •Typical TQM 典型全面質量管理
-
Time in Years
1 2 3 4 5
BUT the speed is the difference !!!
Organization sees improvement
但速度不同!!!
組織改善
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Production Preparation Process ( 3P) - version 2.1
Comparison of number of Engineering changes in 3P design concepts versus present design methods
对照与3P理念相对的目前的设计方法来看工程改变的数量
Time
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Production Preparation Process ( 3P) - version 2.1
Introduction 简介
3P is one of the JCIP breakthrough strategies to improve productivity and reduce costs.
3P是JCIP提高生产力,减少成本的突破性战略之一。
Production preparation is a process whose purpose is to develop an appropriate “production system” in the
shortest time possible to satisfy:
Production preparation是一项工程,其目的是要求在最短的时间内开发出适合的
“生产系统”,并可满足:
Design Quality Requirements 设计品质要求
Production Requirements 生产要求
Cost requirements 成本要求
“Production System” refers to not only machines / fixtures / hardware but also software
such as people, inspection, maintenance and materials planning and handling.
“Production System”不仅包括硬件:机器/夹具,而且包括软件:人,检查,维护及材料计划和处理
The key concepts of 3P are:
3P的关键概念包括:
Concurrent product design engineering, machine and fixtures design process.
同步进行的生产设计工程,机器和夹具设计过程。
Simple and low cost machines and fixtures to meet required production takt time.
可达成生产TAKT TIME要求的简单的,低成本的机器和夹具。
Small flow line with longer takt time to enable use of low cost machines and fixtures.
用较长的TAKT TIME,使用低成本的机器和夹具便可运转起来的小型生产线。
Use mock up models to improve machine and fixtures designs.
通过制作模拟模型来改善机器和夹具的设计。
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Production Preparation Process ( 3P) - version 2.1
Target date
Timing 时间 目标日期
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Production Preparation Process ( 3P) - version 2.1
Why do 3P ? 为什幺作3P?
Production preparation process supports the Breakthrough Improvement and JIT principles of lean manufacturing:
Production preparation process支持突破性改善和简约制造JIT原则:
Quality 品质:
Building appropriate quality into the process 在每一道工序里面构筑适合的品质
* Develop component design with ease of manufacturing and assembly.
改善组件设计来达成制造和装配简便。
* Develop machines and fixtures capable of meeting the process requirements.
改善机器和夹具能力来符合工序要求。
Quantity 数量 :
Establish machines and fixtures that must permit swift response to increases and decreases in production demand.
使机器和夹具能力可随生产量增减的要求来适当转换。
* Develop machines and fixtures to match the production takt time.
开发可满足生产TAKT TIME要求的机器和夹具。
Timing 时间:
Shorten production preparation lead time 缩短生产准备LEAD TIME
* Lead time compression is accompanied by simultaneous product development and
machine / fixtures planning and development.
LEAD TIME压缩与产品开发,机器/夹具计划和开发同步进行。
Cost 成本:
Profit = Selling price - Cost 利润 = 销售价格 - 成本
* In a competitive market, price is set by the customer. We must lower cost to maintain profit.
市场竞争激烈,价格由客户确定。我们必须缩减成本来获取利益。
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Production Preparation Process ( 3P) - version 2.1
Changes Product
in Production Design
demand Preparation Changes
产量要求 Process 产品设计
变更时 变更时
List and Review the Layout the Parts Begin Processes at a Develop the 7 Ways
Construct the
Process Steps Fishbone Chart Glance Sheet For each process, everyone
Design If parts are available, lay sketches seven different
Breakdown the process them out as they would On the first row of this ways of doing that process
Process steps required to process
Show pictorially how the appear at the various sheet, sketch the part on the 7 Ways Chart.
part is transformed at each process steps. If new part,
the material. Think basic appearance at each step of These must be detailed
3P processes NOT existing
process step. Again think
post process drawings or process. These should be enough to understand at a
basic process steps prototyped parts
processes similar to the Fishbone Chart glance
Construct Design Select the Top 3 or 4 Present and Evaluate Complete 7 Process
Proposals the Processes at a Glance Sheets Post, Group and
Construct prototypes of the
top 3 designs. These For these 7 proposals
Narrow Selection
functioning models should From the evaluation, select Present the PAAG sheets devise & sketch methods to After all the 7 Ways sheets
be complete with poke the top 3 or 4 design and have everyone evaluate assure quality via poke- are completed, post and
yoke and hanedashi proposals. Do not overlook the 7 proposals based upon yoke or No-Go gage. group similar ideas. Then
vote to narrow selection to
devices. Do not think attributes of non-selected the evaluation sheet Sketch tool, Jig/fixture and the seven best ones.
machines yet designs that scored well criteria. hanedashi
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Production Preparation Process ( 3P) - version 2.1
开始Processes at a 开发7种方法
列出并回览工序步骤 构造鱼骨图 零件布局
Glance Sheet 针对每一道工序,每人
设计工序 依据装配件分解工序
通过图画了解每一道
如已有零件,将其放于
在7 Ways Chart上草图画
工序后零件的变化。再一次 在此表第一行,草图画出 出此工序的7种不同做法。
3P 步骤。考虑基本的工序,
而不是已有工序。
考虑基本的工序步骤。
工序步骤上。如为新零件,
张贴工序图纸或模拟零件。 每一工位的零件 必须足够详尽,可以
形状。应与鱼骨图类似。 一览便知。
完成7 Process
构造设计 选择3或4个最好的建议 at a Glance Sheets 张贴,分组,缩小
介绍并评价工序 选择范围
构造3个最好设计的模板。 评价后,选出3或4个 介绍PAAG sheets, 针对7个建议,设计,草图
这些结构模型应使用poke 最好的设计建议。但不要 全员依据评标准来评价 画出方法使产品经由猪仔模 完成7 Ways sheets后,
yoke和hanedashi 或No-Go gage来 张贴并分组类似的创意。
忽略未选择的 7个建议。 然后,投票缩小选择范围,
devices。先不要考虑机器。 但评分好的建议。 保证品质。草图画出工具, 选出7个最好的。
夹具和HANEDASHI。
展示并评价 选择最好的设计
模拟工序 开始确定设备
精炼PAAG Sheets
实施Moonshine,通过工序 编号并展示PAAG sheets
再一次,用评价标准单, 在桌子上布局夹具,零件
模拟来测试设计。 的设计给其他人。
更新MOONSHINE练习过程中 选出最好的设计,同时 等,
收集数据并录制工序。 评价尺度单。独立
引发的变更。 也要参考评分高单未被选择 开始确定机器要求。
依照PAAG的步骤进行。 评价每一个方案,
的设计。
不反对彼此的方案。
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Production Preparation Process ( 3P) - version 2.1
Post Designs Combine Ideas- Sketch Sketch and Post Find Examples
Group by Create Designs Background These in Natural
Similarity (6) (5) Examples World
(7) (4) (3)
Manufacturing
Process Prep.
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Production Preparation Process ( 3P) - version 2.1
生产过程
准备
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Production Preparation Process ( 3P) - version 2.1
FUNCTION
Notes
1. Point 3P
3P点
2. Line/Cell 3P
3P线/单元
3. Plant-Wide 3P
厂范围的3P(西)
Post on Wall/Board
Resist the urge to examine the existing process
墙上/板上张贴
This will only create a bias and stifle creativity.
抵制紧急检查目前的流程,这只会引起一种偏见, 并会抑制创造力
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Production Preparation Process ( 3P) - version 2.1
Key words 关键
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Shear
Attach Cling
Spin旋转 Move移动 钳
使附属 粘紧
Hinge
Attach
附上 铰链
6. Combine ideas from nature--create design sketches develop at least seven design
sketches by each team member
从自然中结合想法,创建设计草图, 由每个组成员至少画出7张设计草图
FLY
Seven proposals七种提议
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Production Preparation Process ( 3P) - version 2.1
7. Combine similar designs. Pick 7 methods to build. prepare “process at a glance” sheet
before building proposals
结合相似的设计,选择7种方法去建造模型. 在做提议之前准备“构思评分表”程序.
7Designs
七种设计
Moonshine
默默耕耘
Use readily available materials to build your prototypes.Do not make this step overly complex.
快速地使用可利用的材料去建造你的原型.不要使这步过于复杂化.
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7. Conduct experiments and trials to collect real data. How does each design perform against our
criteria?
实施试验并试用收集的真实的资料,與我們的標準相對的是怎樣執行每一個設計.
The data 资料
Even though your model is not perfect, It will give you valuable data on how to improve
your design.
虽然你的模型不完美,但它会给你提供怎样改善你的设计的有价值的资料
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Established 1 2
criteria 确定标准
3
Design
Demo/Explain
design Design
演示/解释 设计 evaluation
设计评估
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Production Preparation Process ( 3P) - version 2.1
10. Gather and evaluate data on top 3. keep MOONSHINING and improve design.
在三种最好的设计上收集并评估资料
If Problems arise… Fix them right on the spot, don’t talk about them.
Keep Try-storming…Not Brainstorming.
如果问题出现… 立即解决问题,不要 多谈空论(身体力行)
坚持TRY- storming,而非Brainstorming
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Production Preparation Process ( 3P) - version 2.1
Quality 品质 Others其它
Manf. engineering 制造工程 Machine design
Product design产品设计 机器设计
Purchasing采购 Tooling design
Production生产 工具设计
Sales 销售
RCI
Have models and data prepared for viewing by evaluation committee. finalize design and
start pre-production Kaizen process.
准备好模型和资料,提交评估委员会进行评估.最后确定设计方案并开始预生产改善过程
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Don’t Build Big Ships with Big Guns… Think Small and Responsible
不要造大而笨重的大船,而選擇小而適用的快艇
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Conception………………..Production
观念 生产
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2. Equipment construction and line layout (U-cell) should permit easy material flow. Layout of
process sequence should be counter-clockwise (right to left direction flow).
设备的构造和生产线的设置(U形)应该让原材料灵活流动. 生产工序应该是逆时
针方向移动(从右到左)
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5 4 5 4
A 3 F 3
2 1 2
5 4 5 4
3 E 3
B
11 2 1 2
5 4 5 4
C 3 D 3
1 2 1 2
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Big Dedicated
Machines
拆除大而專用的設備
Not Live Slaves
不要成为大设备的奴隶
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Principle of
Townhouse
Verticality
城市建築
垂直狀態原理
Style 風格
Reduced Footprint
Layout佈局
減少足蹟 Narrow but Deep窄而深
Reduced Walking減少步行
1step-station to station(操作员位置间距为1步)
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8. Both the equipment and layout should allow the operator to move easily.
Open room concept allows operators to see the big picture.
設備和设置(生产排拉)應該允許操作員容易地移動.開放的空間觀念使操作員視野更開闊
Fixed
Layout
固定的设置
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cutting MUDA 浪
費
10. Build equipment to fit into small swift vertical flow lines.
建立小而靈活的生產流水線設備,而不要大而笨重的單向的設備.
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Horizontal
PRES PRES PRES PRES
S 衝壓 S S S Handling
NO FLOW
A B C D
Products產品
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12. Production should be pulled along at Takt time.Do not allow room or capability for batching.
生產應該前拉式,而不允許成批生產(不應該後推式) One
Per
Day
當顧客每天想要1個的時候,每周不要一次生產7個
1 1
day day
Ease of
positioning
靈活地移動位置
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14. Link machines to make work flow smoothly and avoid excessive WIP
連結機器使工作平滑流動并避免半成品過多
One
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Model B B2 F2 P2 A2
Model C B3 F3 P3 A3
Model D B4 F4 P4 A4
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Jidoka
7 Quality Check (Poka-Yoke)品質檢查(猪仔模)
4 Automation of Stops自動停止
2 Automation of Holding自動支持
1 Autonomation of processing自 化流程
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