工业工程技术培训01 Word 文档.docx
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工业工程技术培训01Word文档
2.线图（StringDiagram）或称为行程频率图（TripFrequencyDiagram）、行程表（TravelChart）。
（八）工厂布置规划（PlantLayoutPlanning）简介
1.工厂布置之规划程序
Space
2.工厂布置规划之基础信息
代号
说明
P
ProductorMaterial
物品之特性和差异性
Q
QuantityorVolume
各单项物品之数量或体积
R
RoutingorProcess
物品之制造程序或流程
S
SupportingServices
orActivities
支持生产所必需之活动
T
Timeor
TimingConsideration
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
工厂布置之型态
4.关连图（RelationshipDiagram）
7
品管部门
1
A
2
I
2
I
3
U
U
3
A
1
A
A
3
O
O
O
1
I
1
3
4
E
3
3
I
O
A
I
5
1
E
3
U
4
I
6
4
A
4
7
MovementofMaterials
ShareofSamePersonnel
Personnel
ControlofWork
5.关连分析（RelationshipAnalysis）
2E's
2
6A’s
6I's
4O's
3U's
6.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（Flowprocess）、动线：
Ship-To-Store,
Ship-To-Line,Make-TO-Shipment,Make-To-Order,etc.
‧流动频率：
JIT-Justintime
‧Load&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
ImprovementApproach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
4Steps（四个步骤）
☆Preparation（准备）
☆（Re）placement（更换、装置）
☆Adjustment（调整）
☆Completion（完成、善后）
Step1Preparation（准备）
＊DrawingUpChange-overInstructions.
-Operations.
-Toolsneeded（jigs,dies,moulds,etc.）.
-Fastenersneeded（bolts,screws,washers,nuts,clamps,clips,etc.）.
＊Storage,MaintenanceandInspectionofToolsandFasteners.
＊GatheringandPreparationofNewToolsandFasteners.
TransportofToolsandFastenerstotheProcess.
Step2（Re）placement（更换、装置）
＊UnfasteningandRemovalofOldTools.
＊PlacingtheNewTools.
＊CenteringtheNewTools.
Step3Adjustment（调整）
＊FasteningNewTools.
＊SecuringtheNewTools.
＊AdjustmentoftheNewTools.
Step4Completion（完成、善后）
＊TransportofOldTools.
＊Cleaning,GreasingandOilingTheOldTools.
＊StorageofOldTools.
2Categories（两种类别）
☆On-lineChange-over（线内更换）
Change-overactivitiesInterruptingtheprocess.
☆Off-lineChange-over（线外更换）
Change-overactivitiesalongsidetheprocess.
Producing
productB
Off-line
4
4Stages（四个阶段）
AdvancedStage改进阶段
TransferredStage移转阶段
SeparatedStage分离阶段
IntermingledStage混合阶段
◎IntermingledStage（混合阶段）
＊Noseparationbetween.
＊On-lineandoff-lineoperations.
＊Processisstoppedduringtotalchange.
＊Newtoolsarebroughtinaftertheprocesshasbeenstopped.
＊Neithertoolsnorfastenersareproperlymaintained,checkedorprepared.
＊Toolsandfastenersarenottidystored.
◎SeparatedStage（分离阶段）
＊On-lineandoff-lineoperationsarekeptseparated.
＊Processisstoppedforon-lineoperationsonly.
＊Allnecessarypreparationsarecompletedwhiletheprocessisgoingon.
＊Achecklistisavailableforcarryingoutoff-linework.
＊Maintenance,inspectionandpreparationoftoolsandfastenersarecarriedoutoff-line.
＊Acheckismadewhethertoolsandfastenersworkproperly.
◎TransferredStage（移转阶段）
＊On-lineoperationsaretransferredtooff-lineasmuchaspossible.
＊Heightofdies,ramsandpressblocksarestandardized.
＊Allfastenersandspannersarestandardized.
＊Standardizedintermediateattachmentsareintroduced.
＊Adjustmentofmachinesstrokesisavoided.
◎AdvancedStage（改进阶段）
＊Bothon-lineandoff-lineoperationsareminimized.
＊Dimensionsofalltoolsarestandardized.
＊Handlingofmoulds,jigs,diesandformsisstandardized.
＊Hydraulic,pneumaticormagneticfasteningisintroduced.
＊Fasteningandadjustmentworkissimplifiedoreliminatedwhereverpossible.
＊Cassettesareintroduced.
◎FromIntermingledtoSeparatedStage
＊Makeacleardescriptionofallchange-overoperationstobeexecutedtoday（seeworksheet）.
＊Prepareasummarylistof:
-alltoolsneeded（jigs,dies,moulds,etc.）.
-allfastenersneeded（bolts,screws,clips,etc.）.
＊Classifyalloperationsinto:
-off-lineactivities.
-on-lineactivities.
◎FromSeparatedtoTransferredStage
＊Transferoperationsfromon-linetooff-lineasmuchaspossible.
＊Theuseoffunctionalfasteners.
＊Thepreviousinstallationofintermediateattachments,bolstersandfasteners.
＊Introductionoffunctionaldialorpointerreadings.
WorksheetNr.:
WorkstationNr.:
Change-overfromto
Operation
Tools&Fasteners
Location
Steps
toberemoved
tobeplaced
Preparation
（Re）placement
Adjustment
Completion
off
on
off
on
off
on
off
on
◎FromTransferredtoAdvancedStage
＊Improvementofhandling,transportandstoragemethods.
＊Theuseofhydraulic,pneumaticormagneticmethodsforplacingand/orfasteningtools.
＊Theeliminationofcenteringandadjustmentactivitiesbystandardisationof:
-dimensionofmoulds.
-machinestrokes.
-maleandfemalejigs.
-centeringandfasteningmethods.
＊Improvemeasuringandgaugingmethods.
＊Eliminationoftrialruns.
（十）IE改善心法
WaysofImprovingtheWorkThroughMotionStudy
-EASIERWAY-approach
Eliminateunnecessarymotions
Avoidmovesrequiringeyedirection
Shortenmotiondistance
Improve"get"motionsbypre-positioning
Employsimplefixtures,clamps,andguides
Replacehandoperationswithfoot-operateddevices
Why?
Questioneachoperation
Adapttwo-handmethod
Yes,thereisalwaysroomforimprovement
Hey!
Youare
workingtoohard!
（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。
StoryoftheBedauxSystem
I.StoryoftheBedauxSystem
In1911,Mr.CharlesE.Bedauxexperimentedwiththeideaofmeasuringallhumanphysicalworkintermsofacommonunit.
TheunitknownastheBedauxUnitofhumanpowermeasurementor“B”wastoconsistsofacombinationofworkandrest.
Theproportionsbetweenthesetwoitemsweredependentuponthephysicalnatureoftheworkandthesubsequentrestrequiredtocompensateforit.Astasksvaried,theratiooftheworktorestwithintheunitwastovary,buttheunititselfwastoremainconstantatatimevalueofonminute.
II.TheBedauxSystemor“E”System（UnitSystem）
The“UnitE”isthequantityofworkanexperienced,skilledworkercandoperminuteundernormalconditions,takingintoaccounttheinherentallowanceforrest,personalneeds.
III.The“M”System（UnitSystem）
TheUnit（M）istheamountofworkthatcanbecarriedoutinoneminutebyatrainedworker,undernormalcircumstance,andatnormalspeed,includingallowancesforinterruptionsasrestandpersonalcare.
TheUnit（M）doesnotrepresenttimeinthesenseofaclocktime,butitisratherameasureof“workquantity”or“laborcontent”.
IV.Expression
WorkQuantityorLaborContent=Work+Rest（Bedauxdefinition）or
=Work+TotalAllowance（Philipsdefinition）
Example:
LaborContent1M
TAF-totalallowancefactor:
1.14/1.18/1.2
LaborContentWork（NormalTime）TAF
1M（60seconds）=52.6seconds+7.4seconds（14%）
1M（60seconds）=50.8seconds+9.2seconds（18%）
1M（60seconds）=50.0seconds+10.0seconds（20%）
VIII.PerformanceRating
Performanceratingisexpressingnumericallythespeedandeffectivenesswithwhichanoperationisdone,inrelationtowhathasbeendefinedasnormalperformance.
Tempomeanstheintensityofworking.
InBedauxtime-studysystem:
Speedofthemovements
Tempo
Skillofthemovements（i.e.proficiency,usefuleffect,dexterity,efficiency）.
IX.NormalPerformance
Normalperformanceistheperformanceofanaverageskilledworkerdoingajobundernormalconditionswithoutbeingstimulatedbyanincentivescheme.
Itmustbepossibletokeepthisperformancefromdaytodaywithoutexcessivephysicalormentalstrain.
Asareferencefornormalperformancecanbetaken,asteadydeliberateandunhurriedaverageperformanceofaperson,whowalksaround4.8Km（3miles）perhourordeals52playing-cardsin30seconds.
X.Remarks
-Unit（English）
-Einheit（German）
-Eenheid（Dutch）
-单位（Chinese）
-Esystem:
forPerformanceorTempo（60E,75E,80E）
-Msystem:
forLaborContentorWorkQuantity（5M’s,60.5M’s）
EffectsofWorkingConditionsondeterminingAllowance
Allowance
Value
Constantallowance
C-1
Personalallowance
5%
C-2
Basicfatigueallowance
4%
Variableallowance
V-1
Standingallowance
1%
V-2
Abnormalpositionallowance
Slightlyawkward
0
Awkward（Bending）
2%
Veryawkward（Lying,Stretching）
7%
V-3
Useofforceormuscularenergy（Lifting,pulling,orpushing）
Weightlifted:
5Pounds（2.3Kg）
0
10Pounds（4.5Kg）
1%
15Pounds（6.8Kg）
2%
20Pounds（9.1Kg）
3%
25Pounds（11.4Kg）
4%
30Pounds（13.6Kg）
5%
35Pounds（15.9Kg）
7%
40Pounds（18.2Kg）
9%
45Pounds（20.4Kg）
11%
50Pounds（22.7Kg）
13%
60Pounds（27.3Kg）
17%
70Pounds（31.8Kg）
22%
V-4
Badlight
Slightlybelowrecommended
0
Wellbelow
2%
Quiteinadequate
5%
V-5
Atmosphericconditions（HeatandHumidity）
0~10%
V-6
Closeattention
Fairlyfinework
0
Fineorexacting
2%
Veryfineorveryexacting
5%
V-7
Noiselevel
Continuous
0
Intermittent–loud
2%
Intermittent–veryloud
5%
High–pitched–loud
5%
V-8
Mentalstrain
Fairlycomplexprocess
1%
Complexorwidespanofattention
4%
Verycomplex
8%
V-9
Monotony
Low
0
Median
1%
High
4%
V-10
Tediousness
Rathertedious
0
Tedious
2%
Verytedious
5%
（CourtesyofInternationalLaborOffice,GenevaSwitzerland）
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：
LH
RH
LH
RH
LH
RH
LH
RH
50
50
50
50
10
10
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