康明斯运营系统cos you and me 0506(ppt)

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1、COS, You and MeJoe MengMay 6, 20092AgendaCOS OverviewQ&ACummins Operating System:What is it?康明斯运营系统（COS）是什么？4 $30B /300亿美元亿美元 200 plants 工厂工厂 70,000 people 人人 More countries 更多国家更多国家 More BUs 更多业务部门更多业务部门 Complex 更庞大更庞大 Even more successful 更加成功更加成功The Future 未来TODAY今天今天 $13B /130亿美元亿美元 100 plants 工

2、厂工厂 35,000 people人人 7 BUs 业务部门业务部门 Very Successful 非常成功非常成功Tomorrow明天明天5What does a BIG company have to be capable of doing? 一个大的公司需要具备哪些能力？Communicating across business boundaries 跨业务间的沟通Interchangeability 互换能力People 人员Equipment 设备Products 产品Processes 流程Systems 系统Measuring progress to common goals

3、按照统一目标进行衡量Acting like one company 像同一个公司一样行动6The Foundation for Cummins Success康明斯成功的基础Vision 远景远景Mission 使命使命Values 价值观价值观Goal Tree 目标树目标树Objectives, Strategies and Initiatives 目标、战略和措施目标、战略和措施Cummins Operating System 康明斯运营系统康明斯运营系统7COS Basics COS基本原则The company is made up of hundreds of processes

4、公司包括成百上千个流程BUs use processes to deliver customer and business results 业务部门使用流程来实现客户和业务目标Processes are owned and continuously improved by functions 各职能使用并持续改进流程Continuous improvement is focused on Goal Tree requirements 持续改进重点放在目标树的要求上8Cummins Business ModelDEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERO

5、RDERSMANAGE SUPPLYCHAINMANUFACTURE AND ASSEMBLEPROVIDESERVICE ANDSUPPORTMARKET AND SELL PRODUCTSVISION, MISSION and VALUESCustomer and Business RequirementsBusiness Results and Customer SatisfactionBUSINESS SUPPORT PROCESSES LEADERSHIP3 Corpoate Objectives 5 Strategic PrinciplesIntegrated Goal Trees

6、 for Each BUBusiness Results and Customer SatisfactionCOS FUNCTIONSServiceMarketing & SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchasing9康明斯业务模型康明斯业务模型产品开发及流程客户订单管理供应链管理制造与装配提供服务和支持市场及产品销售远景、使命和价值观客户和业务要求客户和业务要求业务支持流程业务支持流程 领导层领导层3 个集团目标个集团目标 5 个战略原则个战略原则各业务部综合目标树各业务部综合目标树业务成果和客户满意度业务成果和客户满意

7、度COS 职能职能服务服务市场和销售市场和销售产品技术产品技术制造制造供应链供应链质量质量IT财务财务人力人力采购采购101010个作法个作法/ /实践实践1. 客户至上，真抓实干2. 确保物料、工具操作与信息同步3. 全程质量管理4. 发扬团队协作精神，鼓励员工积极参与5. 确保设备和工具触手可及、功能完善7. 创造最佳工作环境6. 优化职能8. 与首选供应商结成伙伴关系精诚合作9. 遵循通用的问题解决技术10. 以六西格玛工具统领工作流程改进10 Practices Process Assessment Lens1110 Practices Process Assessment LensP

8、ut the customer first, and provide real valueSynchronize flows (material, physical and information)Design quality in every step of the processInvolve people and promote teamworkEnsure equipment and tools are available and capableCreate functional excellenceEstablish the right environmentTreat prefer

9、red suppliers as partnersFollow common problem solving techniquesUse Six Sigma as the primary process improvement method12Cummins Business ModelDEVELOPPRODUCTS &PROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE &SUPPORTMARKET AND SELL PRODUCTSVISION, MISSION and VAL

10、UESCustomer and Business RequirementsBusiness Results and Customer SatisfactionBUSINESS SUPPORT PROCESSESLEADERSHIP3 Corpoate Objectives 5 Strategic PrinciplesIntegrated Goal Trees for Each BUCOS FUNCTIONSServiceMarketing & SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchasing13Achieve Finance

11、TargetsOver the CycleLeverageComplementaryBusinessesBecome Excellent in Customer SupportPerformanceEthicGrowIn RelatedMarketsLow CostProducerStableEarnings andShareholderValueImprove Purchasing CollaborationCentralized Common Sourcing Teams ImplementationIndirect Purchasing Progress & VisibilityBPO/

12、KPIT ImplementationImplement Cummins Operating SystemCSE Practice 1Review Progress/Benefit of Major IT ProgramsImplement Leadership ExcellenceNew Plant Startup Process ImplementationFirst ChoiceofCustomersGreat PlacetoWorkStrategyStatements战略战略CommonCritical Initiatives关键措施关键措施Operating CommitteePro

13、jects 运作项目运作项目Hybrid Vector Project Engines Without Aftertreatment InitiativesUse of Biofuels 2008 Cummins Goal Tree Final 2008年康明斯目标树年康明斯目标树Conduct COS Assessment of Practice #7 Refresh Diversity Business CaseCustomer Contact CenterNext Generation Distribution ProjectBecome a More Diverse Organizat

14、ionCapture Cross Business SynergiesBecome Leader in Climate Change/Energy EfficiencyPromote Innovative Applications of TechnologyEBU/CG Progress (PACCAR, Volvo, FL)Large V/GasChina JV Channel Management 2010 Fuel Economy VPI ProgressFacility Emissions ProgressCommit to Product Efficiency Target Post

15、 2010Implement Employee Communication Objectives目标目标OpComMeasures运作团队衡量运作团队衡量CorporateMeasures公司衡量标准公司衡量标准Profitably Grow at 15%Improve Recruiting/OnboardingProfitably Grow Components Group to $10BImplement Employee Space Planning ProcessAfrica StrategyBuild Growth InfrastructureImplement Lock Out T

16、ag Out WorldwideImprove Contractor Safety Practices Improve Material HandlingImplement Leadership Safety Awareness & AccountabilityImplement Driver Safety ProgramFacility Employee SecurityBecome Best In Class in People SafetyROEKey Projects Scorecard FCFVPICSE Goals Scorecard Key Projects ScorecardV

17、PIKey Projects Scorecard ROANAGlobal Sourcing Scorecard ROEKey Projects Scorecard ROESix Sigma ScorecardROANACOS Performance AssessmentKey Project ScorecardGlobal RepresentationKey Project ScorecardIncident RateSeverity RateLost Work DaysEmployee SAT Index14LEADERSHIP5 Strategic Principles SPP GOAL

18、TREEVISION, MISSION and VALUES Cummins Business ModelDEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE ANDSUPPORTMARKET AND SELL PRODUCTSCustomer and Business RequirementsBusiness Results and Customer SatisfactionBUSINESS SUPPORT PROCESSES DEVELOP

19、PRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE ANDSUPPORTCOS FUNCTIONSServiceMarketing & SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchasingMARKET AND SELL PRODUCTSQUALITY PROCESSES Six SigmaPPAPCARAPQPInternal AuditISO/TS conformanceCOS Proces

20、s AssessmentBaldrige AssessmentWarrantyPQCFIRGPROCESSES Spec Process Research Analysis Contract Process Marketing ProcessAdvertisementCommunication Pricing Forecasting Quoting Credit Management Letter of Credit ProcessCustomer Support Planning ProcessSPP15COS as a framework for continuous improvemen

21、tCOS为持续改进提供了框架基础The purpose of COS is to /COS的目的在于: Eliminate Waste 消除浪费 Reduce Variation 降低差异16RACI Diagram Example / RACI图示例- Manufacturing 制造17COS Continuous Improvement Approach / COS持续改进方法Achieve Finance TargetsOver the CycleLeverageComplementaryBusinessesBecome Excellent in Customer SupportPer

22、formanceEthicGrowIn RelatedMarketsLow CostProducerStableEarnings andShareholderValueImprove Purchasing CollaborationBPO KPITGlobal SourcingDiversity ProcurementImplement Ariba WorldwideBU Sourcing Pilot-Machined ComponentsGrow Faster in Emerging Markets and Smaller EnginesFoton 2.8China Aftermarket

23、ImplementationFoton 3.76CCEC StrategyKamaz JV ImplementationLDDUS-China Political Risk MitigationSmall EnginesImplement Cummins Operating SystemFE ImplementationSix Sigma Certification Partnership FECommon Training and CommunicationFocus Practice 7Implement CORE GloballyDevelop Investment/ Capital T

24、oolsFirst ChoiceofCustomersGreat PlacetoWorkStrategyStatementsCommonCritical InitiativesOperating CommitteeProjectsHybrid Powertrain Systems IntegrationUltra-Low Emissions Combustion TechnologyBiodieselDevelop Key Projects ScorecardEmployee SatisfactionMarket ShareROEFCFGlobal RecruitingTalent Shari

25、ngRepair Event Cycle TimeCustomer CareCustomer/Market ProfitabilityThrough the Lens of the CustomerCustomer Focused Six SigmaIrisImplement Brand StrategyBecome a Diverse OrganizationReduce Enterprise RiskCapture Cross-Business SynergiesROANAPromote Innovative Applications of TechnologyJV RiskCustoms

26、 ComplianceCBS Location Strategy ImplementationMaximize Customer “Cross=Selling” CAT StrategyHit 2010 Carbon ReductionImplement HHP Capacity PlanInventory Starpoint ProjectOrganization of GenSet Supply ChainObjectivesCSE Goals ScorecardERM Project ScorecardGlobal Sourcing ScorecardCOS Goals Scorecar

27、dCOS Performance AssessmentSix Sigma ScorecardGlobal RepresentationLeadership DiversityOpComMeasuresCorporateMeasuresKey Projects ScorecardKey Projects ScorecardKey Projects ScorecardStart with the Goal Tree - What are the processes that are negatively impacting your ability to accomplish your initi

28、atives?从目标树开始 有哪些流程阻碍完成你的目标？ Put the customer first, and provide real valueSynchronize flows (material, physical and information)Design quality in every step of the processInvolve people and promote teamworkEnsure equipment and tools are available and capableEstablish the right environmentCreate fun

29、ctional excellenceTreat preferred suppliers as partnersFollow common problem solving techniquesUse Six Sigma as the primary process improvement methodUse the COS assessment to identify gaps in the processes which are negatively impacting initiative accomplishment 采用COS评估流程来识别影响完成目标的流程中的差距Functions a

30、re responsible for Improving the processes and implementing the control plans, standardizing processes where possible各职能负责改进流程并实施控制计划和流程标准化18Process Examples 流程示例What we have 现有流程: Engineering Standard Work 工程标准工作书 Six Sigma 六西格玛 Value Package Introduction 价值包导入 Global Travel Systems 全球出差系统 Business

31、 Development Process (A Review) 业务开发流程 Strategic Planning Process 战略规划流程 Enterprise Risk Management 企业风险管理What we need 需要的流程: New Plant Startup新工厂建立流程 Recruiting 招聘 Retention/Orientation 员工保留/新员工入职 AOP 预算 What causes you headaches/gets in the way of Goal Tree success? 哪些因素阻碍目标树取得成功？Functional Excell

32、ence 职能卓越20The dual role of Functional Leadership 职能领导的双重角色Operational 运营 Day-to-day 日常的 Reactive 应对的 Meeting needs 满足需求 Keep the doors open 维持生意 The basic jobs 基础工作Sustain and grow 保持和成长 Processes 流程 Define and design 定义和设计 Improvement 改进 Tools 工具 Capable and available 有能力并可获取得 Future needs 未来需求 Ne

33、w technology 新技术 People development 人员开发 Skills 技能 Training 培训 Capability 能力21Functional Excellence Leader Role 职能卓越领导的角色Own the companys critical processes负责公司关键的流程 Define and assess critical process定义和评估关键流程 Develop tools 开发工具 Ensure people are trained 保证人员得到培训 Develop BU effectiveness measurement

34、s开发业务部门有效业绩衡量机制 Continuously improve 持续改进Assess and improve people capability 评估并提高员工能力 Critical function checklists 关键职能检查清单 Roster maintenance for the function部门员工信息维护 Functional skills (Skill View) and IDP职能技能和员工发展规划 Conduct Functional Development Reviews 职能开发评估22Checklists检查清单Purpose 目标 Establis

35、h a baseline of expectations for critical activities 建立主要活动的预期目标 Used to assess for gaps差距内容评估 Gaps are prioritized 对差距内容进行排序 Priority gaps are improved 对优先差距内容进行改进Use a checklist to understand where improvements are required starts with goal tree 使用检查清单明确需要改进的地方 从目标树开始23Quality Function Checklist E

36、xample 质量职能检查清单 示例24Functions Mapped to Cummins Business ProcessesMARKET AND SELL PRODUCTSDEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE ANDSUPPORTBUSINESS SUPPORT PROCESSES FINANCE, IT, HR, CORPORATEVISION & MISSION / 5 Strategic Principles Cu

37、stomer and Business RequirementsBusiness Results and Customer SatisfactionLEADERSHIP3 Corpoate Objectives 5 Strategic PrinciplesIntegrated Goal Trees for Each BUCOS FUNCTIONSServiceMarketing & SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchasing25康明斯业务流程各职能路线图市场及产品销售产品开发及流程客户订单管理供应链管理制造与装配提供服务

38、和支持业务支持流程财务, IT, 人力, 集团远景、使命 / 5个战略原则个战略原则客户和业务要求客户和业务要求业务成果和客户满意度业务成果和客户满意度领导层领导层 3 个集团目标个集团目标 5 个战略原则个战略原则 各业务部综合目标树各业务部综合目标树COS 职能职能服务服务市场和销售市场和销售产品技术产品技术制造制造供应链供应链质量质量IT财务财务人力人力采购采购COS AssessmentsCOS评估ExamplesCOS Pocket Card for Handout27Assessments Process and Function评估 流程和职能Reinforces the pra

39、ctice of COS / 加强COS的实践 Makes it personalwhat does COS mean to me Makes it practicalwhat does COS mean to my processThe process assessments 流程评估 The lens of COS Identifies hidden gaps Drives focused improvementThe function assessments职能评估 Reveals the dual responsibility of the function Reveals how t

40、he FE work supports business goals Drives sustainable resultsprocesses, tools, people28COS Assessment Tracking ExampleCOS评估跟踪 示例A COS Assessment Example at CGT (Ingolstadt, Germany) 康明斯发电机技术德国工厂的COS评估示例Andrew J CliffMBB (PGBU, Kent, UK) 30The Opportunity/ Challenge机遇和挑战机遇和挑战 Demonstrated capacity at

41、 Ingolstadt is not enough to meet future forecast demand. 显示的产能不足以满足未来需求预测 30% increase 2006-2007; 15% increase 2007-2008. 06-07年增长30%；07-08年增长15% ObservationUnits Shipped per Month332925211713951706050403020100_X=52.74UCL=64.22LCL=41.25200620072008I Chart of Volume by Period400 units per year520 un

42、its per year600 units per year31Assessment Focus and Objectives 评估重点和目的评估重点和目的1.Our focus was on the process of: Delivering Alternators to Customers (Order Entry to Despatch) 我们的重点：将发电机交付客户2.Assessment Objectives评估目标: 1.Identify (cross-functional) capacity constraints at Ingolstadt. 识别产能限制因素2.Recomm

43、end improvement initiatives (incl. any Capex requirements). 推荐改进措施3.Provide sequence for execution. 明确实施顺序32Building Blocks for a COS Assessment 为为COS评估建立关系图评估建立关系图33Why?为什么采用这种方式为什么采用这种方式34Mapping the Value Stream 价值流图示价值流图示 3536Waste within the Value Stream 价值流中价值流中的浪费的浪费37MACHINE UTILISATIONSHIFT

44、 UTILISATION (17 MAX)1.00.90.80.70.60.51.21.00.80.60.40.2Switching Plate Stacking Turning - SD125Turning - SD160TestfieldArm Drilling Shaft GrindingTurning - SD180BalancingTurning - SC33Rotor Winder - SMALLRotor WeldingDM - 130DM - 150Rotor Winder - BIGRot. ShaftsImpreg. OvenOven (mech)38New Capex R

45、eqmts. 新的资本需求新的资本需求These worsen over time as demand increases as illustrated below: TestbedsRotor WinderOven (mech)Impreg. Oven210-1-2-3-4-50TestbedsRotor WinderOven (mech)Impreg. Oven210-1-2-3-4-50TestbedsRotor WinderOven (mech)Impreg. Oven210-1-2-3-4-50GA P A T 10.4/WK* (2007)GA P A T 12/WK* (2008

46、)GA P A T 15/WK* (2009?)39Building Blocks for a COS Assessment为为COS评估建立关系图评估建立关系图40Stakeholder Selection Matrix 利益相关者选择矩阵图利益相关者选择矩阵图/ Assessment Schedule 评估评估进度进度 41Voice Collection 业务需求收集业务需求收集Leadership 领导层Sales 销售Order Entry订单输入Engineering工程Scheduling 进度Materials 材料Operations 运营42VOB Consolidatio

47、n 业务需求整合业务需求整合Group red-levels and develop blue level summaries43Alignment to COS与与COS保持一致保持一致Organise blue level summaries under COS 10 Practices 在COS 10个作法下进行总结444546Prioritized Improvement Projects 优先的改进项目优先的改进项目47“Plan-600”: Project Sequencing “计划计划-600”：项目排序：项目排序48Results of Implementations 执行结

48、果执行结果ObservationIndividual Value332925211713951706050403020100_X=52.74UCL=64.22LCL=41.252006 (Actual)2007 (Actual)2008 (Forecast)Alternators Shipped by MonthIntro to Value Stream Mapping价值流程图简介50Understand and explain to others the benefits of value stream mapping. Begin to “see the flow” of a proce

49、ss“Read” a value stream mapBegin to identify improvement opportunitiesAt the end of the session, you should be able to:Learning Objectives51Value Stream 价值流Whenever there is a product for a customer, there is a value stream.The challenge lies in seeing it. A Value Stream is all of the actions (value

50、 added and non-value added) currently required to get a product to the customer. 52Typically, more than 90% of Total Lead Time is Non Value Added Typically, more than 90% of Total Lead Time is Non Value Added activities and Waste activities and Waste 一般来说，一般来说，交付期过程交付期过程中超过的中超过的90%90%的活动是不增值的的活动是不增值

51、的TimeRawMaterialFinishedPartsTransportTransportInspectionWaitingSet-up= Value Added Time= Non-Value Added Time (WASTE)MachineMachineMachineRe-InstallRemove FromShip增值时间增值时间非增值时间非增值时间Value Added vs. Non Value Added53Traditional Process Improvement Results Focuses on improving the Value Added area传统的工

52、艺改进着重于传统的工艺改进着重于改进增值方面改进增值方面TimeSmall Amount ofTime EliminatedTimeTimeLarge Amount of Time EliminatedLean ResultsFocuses on eliminating the non-Value Added area精益着重于改进非增值方面精益着重于改进非增值方面Improvement Focus54Overproduction过量生产过量生产Inventory库存库存Transportation运输运输Overprocessing过多的工步过多的工步Motion(s)多余走动多余走动Wai

53、ting等待等待Rework/Rejects返工返工/ /废品废品Seven Wastes55Definition 定义定义：The creation of items, information or services, which dont meet customer specification and require scrapping，repair or rework未能满足客户要求而造成的报废、修理或返工的物件，信息或服务未能满足客户要求而造成的报废、修理或返工的物件，信息或服务To eliminate this type of waste消除这种浪费的常见措施Establish st

54、andard work procedures and forms建立标准工作程序建立标准工作程序Poka Yoke防错防错Do It Right The First Time一次就做对一次就做对Scrap/Rework 废品/返工Rework/Rejects返工返工/ /废品废品56Overproduction 过量生产Definition 定义定义：The production is too much or too early relative to customer demand跟客户要求相比生产的太多或太早跟客户要求相比生产的太多或太早To eliminate this type of

55、waste消除这种浪费的常见措施Establish a work flow geared towards the downstream customer demand建立为下游客户需求的流动建立为下游客户需求的流动Create signal devices建立需求信息的传递建立需求信息的传递Produce according to Takt time按客户需求的节拍生产按客户需求的节拍生产Overproduction过量生产过量生产57Inventory 库存Definition 定义定义：It is not part of a single piece flow from raw mater

56、ial to finished product directly to the customer不是从原材料到给客户的成品的单件流的必经部分不是从原材料到给客户的成品的单件流的必经部分To eliminate this type of waste消除这种浪费的常见措施Produce only enough to satisfy the work requirement of the customer只生产客户需要的只生产客户需要的Standardize work locations & quantities标准化的储存和数量标准化的储存和数量Eliminate queues消除排队消除排队In

57、ventory库存库存58To eliminate this type of waste消除这种浪费的常见措施Arrange work areas and equipment into central areas细胞化地安排工作区域和设备细胞化地安排工作区域和设备Arrange files and tools for easy reach and use合理地摆放文件和工具合理地摆放文件和工具Motion 多余动作Definition 定义定义：Operations, movements or steps taken by people that dont add direct value t

58、o product or service不给产品或服务增加附加值的人的操作，移动，或步骤不给产品或服务增加附加值的人的操作，移动，或步骤Motion(s)多余走动多余走动59To eliminate this type of waste消除这种浪费的常见措施Process parts that consistently meet the minimum customer requirements 100% of the time在在100%满足客户要求的前提下，达满足客户要求的前提下，达到工艺过程的最小化到工艺过程的最小化Overprocess 过分处理Definition 定义定义：Doin

59、g more work than necessary没必要的复杂没必要的复杂Overprocessing过多的工步过多的工步60To eliminate this type of waste消除这种浪费的常见措施Make the distance traveled as short as possible尽可能地缩短运输距离尽可能地缩短运输距离Eliminate temporary locations消除临时存储地点消除临时存储地点Transportation 运输Definition 定义定义：Movement of materials or information between proc

60、esses or storage within or outside of the company公司内部或外部的不同工序或存储地之间的材料或信息的传递公司内部或外部的不同工序或存储地之间的材料或信息的传递Transportation运输运输61Waiting 等待Definition 定义定义：It happens when delays occur in the process它是在过程中有延迟而造成的它是在过程中有延迟而造成的To eliminate this type of waste消除这种浪费的常见措施Make sure equipment & Tools are availabl

61、e设备到位并具有能力设备到位并具有能力Eliminate unplanned interruptions that occur消除非计划性的中断消除非计划性的中断Bottleneck control瓶颈控制瓶颈控制Waiting等待等待62 列出工作中的浪费列出工作中的浪费 分享结果分享结果7 Waste Exercise 识别7种浪费练习63Value Stream Mapping is a powerful technique that allows us to create a “BIG PICTURE” visual representation of:价值流图是一种有效的分析工具价值

62、流图是一种有效的分析工具, 通过创造一张通过创造一张大图表大图表直观表示直观表示:All the steps in the process, working back from customer demand to raw material从原材料到客户整个过程中的全部工步The flow of both material and information and the effect they have on each other物流和信息流相互之间的影响The distinction between value-added and non-value added activity (WAST

63、E)识别增值和非增值的活动The effect all of the above have on meeting the customers requirements以上是否满足客户的要求Value Stream Mapping 价值流程图64 Methodology A simple hands-on (pencil and paper) tool Helps you see and understand the flow of material and information through a products value stream Concept Interactive team

64、process requiring us to “go see”, observe and really try to follow a products path from beginning to end Capture interdependences of the material and information flows in one dynamic documentValue Stream Mapping 价值流程图65Value Stream Mapping 价值流程图66Customer/Supplier 客户客户/供应商供应商Dedicated Process过程过程Dat

65、a Box数据表数据表 Inventory 储存储存Shipments 发运发运Push Arrow推动式推动式 Material Pull拉动式拉动式 FIFO Lane先进先出先进先出 Safety Stock安全库存安全库存 External Shipment外部发运外部发运 Production Control生产控制生产控制 Manual Info手工信息手工信息 Electronic Info电子信息电子信息 Production Kanban生产看板生产看板 Signal Kanban看板信号看板信号 Kanban Post 看板盒看板盒Operator操作者操作者 Timeli

66、ne时间时间 VSM Symbols 价值流程图常用符号67Cycle Time (C/T): Elapsed time between one part coming off the end of the process to the next coming off. How often a part or product is actually completed. Time it takes an operator to complete all elements.Changeover Time (C/O): Time required to switch from producing one product to another.Available Work Time (W/T): Per shift work time at that process less break time.Time Terms (1/2)68n Uptime: Reliability running time of a machine or process (percentage).n Takt T