1、2. 线图（String Diagram）或称为行程频率图（Trip Frequency Diagram） 、行程表（ Travel Chart） 。（八）工厂布置规划（Plant Layout Planning）简介1. 工厂布置之规划程序Key Inputs-P,Q,R,S,T & Activity-areas2.活动关连(Activity Relationship)1.物流(Flow of Material)6.空间关连图 (Space Relationship Diagram)3.关连图(Relationship Diagram)4.空间需求 (Space Requirement)5.
2、可用空间(Space Available)9.计画方案评估确 立 之 工 厂布 置 计画8.限制因素7.修正Plan X Plan Y Plan Z工厂布置计画方案RelationshipsAdjustmentSpace2. 工厂布置规划之基础信息代号 说 明P Product or Material 物品之特性和差异性Q Quantity or Volume 各单项物品之数量或体积R Routing or Process 物品之制造程序或流程S Supporting Services or Activities支持生产所必需之活动T Time or Timing Consideration包
3、括：作业时间/期间、频率、期限、季节性，等等3. 工厂布置之型态4. 关连图 (Relationship Diagram)包装出货现场厕所半成品存放区成品存放区生产区品管部门23145671以制程为中心之工厂布置以产品为中心之工厂布置定位布置(Fixed Position Layout)流线型布置(Line Layout)制程布置(Process Layout) 或称批量作业布置(Job-lot Layout)工厂布置之型态2AOIO OU3A2UI3I3AEUAAI3311134567AEIIO4441 3AEIOUXAbsolutely NecessaryEspecially Import
4、antImportantOrdinary ClosenessUnimportantUndesirable1234567Movement of MaterialsShare of Same PersonnelPersonnelControl of Work5. 关连分析 (Relationship Analysis)6. 工厂布置之着眼点154762214563 Us634 72 Es123576 Is2 65434 Os6 As 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(Flow process) 、动线： Ship-To-Store, S
5、hip-To-Line , Make-TO-Shipment, Make-To-Order, etc.流动频率：JIT-Just in timeLoad & 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Improvement Approach 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4 Steps（四个步骤）Preparation（准备）(Re)placement （更换、装置）Adjustment （调整）Completion （完成、善后）Step 1 Pr
6、eparation（准备） Drawing Up Change-over Instructions.- Operations.- Tools needed (jigs, dies, moulds, etc.).- Fasteners needed (bolts, screws, washers, nuts, clamps, clips, etc.). Storage, Maintenance and Inspection of Tools and Fasteners. Gathering and Preparation of New Tools and Fasteners.Transport
7、of Tools and Fasteners to the Process.Step 2 (Re)placement（更换、装置） Unfastening and Removal of Old Tools. Placing the New Tools. Centering the New Tools.Step 3 Adjustment（调整） Fastening New Tools. Securing the New Tools. Adjustment of the New Tools.Step 4 Completion（完成、善后） Transport of Old Tools. Clean
8、ing, Greasing and Oiling The Old Tools. Storage of Old Tools.2 Categories（两种类别）On-line Change-over（线内更换）Change-over activities Interrupting the process.Off-line Change-over（线外更换）Change-over activities alongside the process.1 2 3 4On-line change overProducingproduct AProducingproduct B4 Stages（四个阶段）A
9、dvanced Stage 改进阶段Transferred Stage 移转阶段Separated Stage 分离阶段Intermingled Stage 混合阶段 Intermingled Stage（混合阶段） No separation between. On-line and off-line operations. Process is stopped during total change. New tools are brought in after the process has been stopped. Neither tools nor fasteners are pr
10、operly maintained, checked or prepared. Tools and fasteners are not tidy stored. Separated Stage（分离阶段）2 3On-line Producingproduct AProducingproduct BOff-line1Off-line4 On-line and off-line operations are kept separated. Process is stopped for on-line operations only. All necessary preparations are c
11、ompleted while the process is going on. A checklist is available for carrying out off-line work. Maintenance, inspection and preparation of tools and fasteners are carried out off-line. A check is made whether tools and fasteners work properly. Transferred Stage（移转阶段） On-line operations are transfer
12、red to off-line as much as possible. Height of dies, rams and press blocks are standardized. All fasteners and spanners are standardized. Standardized intermediate attachments are introduced. Adjustment of machines strokes is avoided. Advanced Stage（改进阶段） Both on-line and off-line operations are min
13、imized. Dimensions of all tools are standardized. Handling of moulds, jigs, dies and forms is standardized. Hydraulic, pneumatic or magnetic fastening is introduced. Fastening and adjustment work is simplified or eliminated wherever possible. Cassettes are introduced. From Intermingled to Separated
14、Stage Make a clear description of all change-over operations to be executed today (see worksheet). Prepare a summary list of :- all tools needed (jigs, dies, moulds, etc.).- all fasteners needed (bolts, screws, clips, etc.). Classify all operations into:- off-line activities.- on-line activities. Fr
15、om Separated to Transferred Stage Transfer operations from on-line to off-line as much as possible. The use of functional fasteners. The previous installation of intermediate attachments, bolsters and fasteners. Introduction of functional dial or pointer readings.Worksheet Nr. : Workstation Nr. :Cha
16、nge-over from toTools & Fasteners StepsPreparation (Re)placement Adjustment CompletionOperationto be removedto be placed Location off on off on off on off on From Transferred to Advanced Stage Improvement of handling, transport and storage methods. The use of hydraulic, pneumatic or magnetic methods
17、 for placing and/or fastening tools. The elimination of centering and adjustment activities by standardisation of:- dimension of moulds.- machine strokes.- male and female jigs.- centering and fastening methods. Improve measuring and gauging methods. Elimination of trial runs.（十）I E 改善心法Ways of Impr
18、oving the Work Through Motion Study- EASIER WAY- approachEliminate unnecessary motionsAvoid moves requiring eye directionShorten motion distanceImprove “get“ motions by pre-positioningEmploy simple fixtures, clamps, and guidesReplace hand operations with foot-operated devicesWhy ? Question each oper
19、ationAdapt two-hand methodYes, there is always room for improvement（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。Hey ! You areworking too hard !ECRS Approaches基本发问（Primary Questions）目的是什么
20、 ?(What is the purpose ?)何地完成 ?(Where is it done ?)何时完成 ?(When is it done ?)由何人做 ?(Who does it ?)如何完成 ?(How is it done ?)进一步发问（Secondary Questions）为何必须做 ?(Why is it necessary ?)为何在那里完成 ?(Why is it done there ?)为何在那时完成 ?(Why is it done then ?)为何由此人做 ?(Why does this person do it ?)为何要如此做 ?(Why is it d
21、one this way ?)可否删除 ?(Can it be eliminated ?)可否合并 ?(Can it be combined ?)可否重排 ?(Can it be rearranged ?)可否简化 ?(Can it be simplified ?)合并或重排下列项目： 地点(Places) 次序(Sequences) 人员(Persons)Story of the Bedaux SystemI. Story of the Bedaux SystemIn 1911, Mr. Charles E. Bedaux experimented with the idea of meas
22、uring all human physical work in terms of a common unit.The unit known as the Bedaux Unit of human power measurement or “B” was to consists of a combination of work and rest.The proportions between these two items were dependent upon the physical nature of the work and the subsequent rest required t
23、o compensate for it. As tasks varied, the ratio of the work to rest within the unit was to vary, but the unit itself was to remain constant at a time value of on minute.II. The Bedaux System or “E” System(Unit System)The “Unit E” is the quantity of work an experienced, skilled worker can do per minu
24、te under normal conditions, taking into account the inherent allowance for rest, personal needs.III. The “M” System(Unit System)The Unit (M) is the amount of work that can be carried out in one minute by a trained worker, under normal circumstance, and at normal speed, including allowances for inter
25、ruptions as rest and personal care.The Unit (M) does not represent time in the sense of a clock time, but it is rather a measure of “work quantity” or “labor content”.IV. ExpressionWork Quantity or Labor Content = Work + Rest (Bedaux definition) or= Work + Total Allowance (Philips definition)Example
26、: Labor Content 1MTAF-total allowance factor: 1.14/ 1.18/ 1.2Labor Content Work (Normal Time) TAF1M (60 seconds) = 52.6 seconds + 7.4 seconds (14 %)1M (60 seconds) = 50.8 seconds + 9.2 seconds (18 %)1M (60 seconds) = 50.0 seconds + 10.0 seconds (20 %)VIII. Performance RatingPerformance rating is exp
27、ressing numerically the speed and effectiveness with which an operation is done, in relation to what has been defined as normal performance.Tempo means the intensity of working.In Bedaux time-study system:Speed of the movementsTempo Skill of the movements (i.e. proficiency, useful effect, dexterity,
28、 efficiency).IX. Normal PerformanceNormal performance is the performance of an average skilled worker doing a job under normal conditions without being stimulated by an incentive scheme.It must be possible to keep this performance from day to day without excessive physical or mental strain.As a refe
29、rence for normal performance can be taken, a steady deliberate and unhurried average performance of a person, who walks around 4.8 Km(3 miles) per hour or deals 52 playing-cards in 30 seconds.X. Remarks- Unit (English)- Einheit (German)- Eenheid (Dutch)- 单位 (Chinese)- E system : for Performance or T
30、empo (60 E, 75 E, 80 E)- M system : for Labor Content or Work Quantity (5 Ms, 60.5 Ms)Effects of Working Conditions on determining AllowanceAllowance ValueConstant allowanceC-1 Personal allowance 5 %C-2 Basic fatigue allowance 4 % Variable allowanceV-1 Standing allowance 1 %V-2 Abnormal position all
31、owanceSlightly awkward 0Awkward (Bending) 2 %Very awkward (Lying, Stretching) 7 %V-3 Use of force or muscular energy(Lifting, pulling, or pushing)Weight lifted:5 Pounds (2.3 Kg) 010 Pounds (4.5 Kg) 1 %15 Pounds (6.8 Kg) 2 %20 Pounds (9.1 Kg) 3 %25 Pounds (11.4 Kg) 4 %30 Pounds (13.6 Kg) 5 %35 Pounds
32、 (15.9 Kg) 7 %40 Pounds (18.2 Kg) 9 %45 Pounds (20.4 Kg) 11 %50 Pounds (22.7 Kg) 13 %60 Pounds (27.3 Kg) 17 %70 Pounds (31.8 Kg) 22 %V-4 Bad light Slightly below recommended 0Well below 2 %Quite inadequate 5 %V-5 Atmospheric conditions(Heat and Humidity) 010 %V-6 Close attention Fairly fine work 0Fi
33、ne or exacting 2 %Very fine or very exacting 5 %V-7 Noise level Continuous 0Intermittent loud 2 %Intermittent very loud 5 %High pitched loud 5 %V-8 Mental strain Fairly complex process 1 %Complex or wide span of attention 4 %Very complex 8 %V-9 Monotony Low 0Median 1 %High 4 %V-10 Tediousness Rather
34、 tedious 0Tedious 2 %Very tedious 5 %（ Courtesy of International Labor Office, Geneva Switzerland）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双手程序表：裁切玻璃管5 5 5 510 10 10 1015 15 15 1520 20 20 2025 25 25 2530 30 30 3045 45 45 4535 35 35 3540 40 40 4050 50 50 50TWO-HANDED PROCE
35、SS CHART （改善前方法）Chart No.: SUB-0101 Sheet No.: 1 of 1材料/零件：玻璃管(长 1 公尺，直径 3mm)作业内容：将长 1 公尺之玻璃管，用夹具和锉刀裁成小段玻璃管(长 1.5cm)。操作地点：第三车间作业人员：李大海分析人：M.J. Hung 日期： 2003-02-18工作站布置图：Left Hand D D Right Hand1.持住玻璃管 1.拿起锉刀2.移动玻璃管至夹具 2.持住锉刀3.将玻璃管插入夹具内 3.将锉刀移至玻璃管4.将玻璃管推至夹具底部 4.持住锉刀5.用手固定住玻璃管 5.用锉刀在玻璃管上划刻痕6.稍为拉出玻璃管 6
36、.稍为移开锉刀7.将玻璃管旋转约 120180 7.持住锉刀8.将玻璃管推至夹具底部 8.将锉刀移至玻璃管9.用手固定住玻璃管 9.用锉刀在玻璃管上划刻痕10.将玻璃管从夹具内移出 10.将锉刀放至工作台上11.将玻璃管移向右手 11.右手移向玻璃管12.将玻璃管折断 12.将玻璃管折断13.持住玻璃管 13.将玻璃管置于盒内14.再握住玻璃管 14.右手移向锉刀8 0 2 0 4 5 0 6 0 3方法（Method）： 改善前方法 改善后方法 备 注动作项目 L.H. R.H. L.H. R.H.操作（Operation） 8 5运送（Transport） 2 6延迟（Delay） - -
37、持住（Hold） 4 3检查（Inspection ） - -合计： 14 14From-To Chart AnalysisA G I F D E B C H 总计 箱数A 1/ 10 1/101/ 0 3 20G 1/102/ 0 3 10I 1/301/ 0 1/30 1/401/30 1/101/30 1/ 0 8 170F 1/20 2/602/70 5 150D 1/20 1/ 0 2 20E 1/301/10 2 40B 1/20 1/ 0 1/20 3 40C 1/10 1/10 2 20H 1/40 1 40总计 3 3 8 4 2 2 4 2 1 2929箱数 50 50 1
38、80 20 40 70 80 0 20 510510行程： A-B-C-D-E-F-G-H-I 行程： A-G-I-F-D-E-B-C-H对角线左下半部 对角线右上半部 对角线左下半部 对角线右上半部1 0 0 1 3 3 1 5 5 1 7 72 0 0 2 4 8 2 2 4 2 2 43 2 6 3 6 18 3 3 9 3 4 124 2 8 4 0 0 4 1 4 4 2 85 2 10 5 3 15 5 1 5 5 1 56 1 6 6 2 12 6 1 6 6 0 07 2 14 7 0 0 7 0 0 7 0 08 2 16 8 0 0 8 0 0 8 0 0总计：60 总计：
39、56 总计：33 总计：36A I B H E F G D C 总计 箱数A 1/101/ 0 1/10 3 20I 1/301/ 0 1/101/30 1/401/30 1/30 1/ 0 8 170B 1/20 1/20 1/ 0 3 40H 1/40 1 40E 1/301/10 2 40F 1/20 2/602/70 5 150G 1/102/ 0 3 10D 1/ 0 1/20 2 20C 1/10 1/10 2 20总计 3 8 4 1 2 4 3 2 2 2929箱数 50 180 80 20 70 20 50 40 0 510510行程： A-B-C-D-E-F-G-H-I 行
40、程： A-I-B-H-E-F-G-D-C对角线左下半部 对角线右上半部 对角线左下半部 对角线右上半部1 0 0 1 3 3 1 4 4 1 3 32 0 0 2 4 8 2 4 8 2 0 03 2 6 3 6 18 3 1 3 3 2 64 2 8 4 0 0 4 4 16 4 1 45 2 10 5 3 15 5 4 20 5 2 106 1 6 6 2 12 6 0 0 6 3 187 2 14 7 0 0 7 0 0 7 1 78 2 16 8 0 0 8 0 0 8 0 0总计：60 总计：56 总计：51 总计：48健保局 作业程序分析与改善 摘要作业程序作业名称合计:作业传送检
41、验决策等待储存1.自垫医疗费用核退作业程序(现 况)(改善后)改善成果2420-417%118-322-34+132-143-111-2.代办费作业程序(现 况)(改善后)改善成果96-333%65-110-100-11-10-100-程序符号说明:人工操作 上计算机作业/计算机处理 人工传送 计算机线上传递检验/测试 上计算机检验 决策 上计算机核签 等待/延迟 批次作业等待 储存/归档 计算机存盘 分 析 人 : 洪 明 智作业名称 : 代办费作业程序 流程分析表(现况)以人员 。对象 为主分析日期 : 1998 年 11 月对象名称 :程 序 说 明作业传送检验决策等待储存时间:分数量距
42、离:M重量:Kg备注或改善要点(删除 ) (简化)(合并 ) (重组)1.书面受理(住院组)2.行政审查(住院组)3.Key-in 受理件数及给付金额PD16BE (住院组 ) 4.打印签付单PD64BR (住院组 )可考虑删除打印签付单, 利用计算机系统传送核签5.呈判(住院组承办)利用计算机系统传送核签6.核准(住院组课长) D利用计算机系统核签7.过帐PD16BE (住院组)8.作帐(会计室)、付款(财务组)会计室、财务组作业流程6 1 0 1 1 0分 析 人 : 洪 明 智作业名称 : 代办费作业程序 流程分析表(改善后)以人员 。对象 为主分析日期 : 1998 年 11 月对象名
43、称 :程 序 说 明作业传送检验决策等待储存时间:分数量距离:M重量:Kg备注或改善要点(删除 ) (简化)(合并 ) (重组)1.书面受理(住院组)2.行政审查(住院组)3.Key-in 受理件数及给付金额PD16BE (住院组 ) 可考虑删除打印签付单, 利用计算机系统传送核签4.呈判(住院组承办)利用计算机系统传送核签5.核准(住院组课长) 利用计算机系统核签6.过帐PD16BE (住院组)7.作帐(会计室)、付款( 财务组) 会计室、财务组作业流程5 0 0 1 0 0分 析 人 : 洪 明 智作业名称 : 自垫医疗费用核退作业程序流程分析表( 现况)以人员 。对象 为主 分析日期 :
44、 1998 年 11 月对象名称 :程 序 说 明作业传送检验决策等待储存时间:分数量距离:M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)1.书面受理(外包)2.Key-in 基本资料及申请金额PJ02BE (外包) 须当天 Key-in 完成3.受理设定作业PJ05BB4.主计算机当晚作 Running Check, 打印报表 当晚作业完成5. Key-in 资料检核(住院组),资料错误: 重复程序 2 6.行政检核(住院组),问题案件: 退件或补件 7.传送案件至医审分组(住院组)8.专业审查(医审分组),由外聘医师审查:退件或补件 DD:受限于外聘医师之排定时间9.行政核
45、算(住院组),填写核退清单可考虑用 12a.之核对清单取代填写核退清单, 直接 Key-in金额10.复核,权限:专员$2 万, 住院组长 2 万$5 万, 经理 5 万$ D取消此项程序,与 14.之程序合并11. Key-in 核定金额(外包)可与 9.之作业合并12a.打印核对清单PJ06BR (住院组) 核对清单属个人资料,与 9.核退清单内容相同,可考虑加以整合12b.打印拨付清单PJ08BR (住院组) 拨付清单系多笔个人资料之summary list ,可考虑用 12a.之核对清单加以取代12c.打印核定通知PJ09BR (住院组) 13.呈判(住院组承办) 14.核准(住院组课
46、长、组长) D可与 10.之作业合并15a.传送案件至会计室(住院组) D15b.过帐(住院组)16a.作帐(会计室)、付款(财务组)会计室、财务组之作业流程16b.归档(外包) 11 2 3 3 4 1分 析 人 : 洪 明 智作业名称 : 自垫医疗费用核退作业程序流程分析表(改善后)以人员 。对象 为主 分析日期 : 1998 年 11 月对象名称 :程 序 说 明作业传送检验决策等待储存时间:分数量距离:M重量:Kg备注或改善要点(删除) (简化)(合并) (重组)1.书面受理(外包)2.Key-in 基本资料及申请金额PJ02BE (外包) 须当天 Key-in 完成3.受理设定作业P
47、J05BB4.主计算机当晚作 Running Check, 打印报表 当晚作业完成5. Key-in 资料检核(住院组),资料错误: 重复程序 2 6.行政检核(住院组),问题案件: 退件或补件 7.传送案件至医审分组(住院组)8.专业审查(医审分组),由外聘医师审查:退件或补件 DD:受限于外聘医师之排定时间9. Key-in 核对清单金额(外包 )可考虑用计算机核对清单取代填写核退清单, 直接 Key-in 金额10a.打印核对清单PJ06BR (住院组) 10b.打印核定通知PJ09BR (住院组) 11.呈判(住院组承办)12.复核,权限:专员$2 万, 住院组课长/组长2 万 $5
48、万, 经理 5 万$ D13.传送案件至会计室(住院组) D14.过帐(住院组)15.作帐(会计室)、付款(财务组)会计室、财务组之作业流程16.归档(外包) 8 2 4 2 3 1工作研究（Work Study）工作研究（Work Study）同义名称： 动作与时间研究（Motion & Time Study） 方法工程（Methods Engineering ） 工作简化（Work Simplification） 合理化（Rationalization）工作衡量（Work Measurement）方法研究（Methods Study）程序分析(Process Analysis)：利用程序表(Process Chart)或流动图/
