企业产能分析表Capacity_Analysis_Report_v5.0(中文版哦)
生产产能统计表格模板
生产产能统计表格模板引言生产产能是指企业在一定时间内所能达到的产品或服务的数量。
为了准确评估和控制生产产能，很多企业都会使用统计表格来记录和分析相关数据。
本文档为您提供了一个生产产能统计表格模板，旨在帮助您更好地管理和掌握生产产能。
表头日期产品A产能产品B产能产品C产能总产能2021-01-01 20 30 25 752021-01-02 25 35 20 802021-01-03 30 40 30 1002021-01-04 28 38 29 952021-01-05 23 33 27 83……………表格解读日期日期列记录了每一天的具体日期，以方便对产能数据进行时间段的分析和比较。
产品A产能、产品B产能、产品C产能这三列记录了每天对应产品的生产产能。
您可以根据实际的产品种类进行修改或添加，以适应您企业的具体情况。
总产能总产能列显示了每一天的全体产品的总产能，即产品A产能、产品B产能和产品C产能的总和。
数据分析通过这个统计表格模板，您可以进行多方面的数据分析，下面是几个常见的分析方法：1. 每日产能趋势分析根据日期列和总产能列，您可以绘制折线图或柱状图，以反映每天的总产能变化趋势。
通过分析趋势图，您可以判断生产产能的波动情况，以便调整生产计划和资源配置。
2. 产品产能对比分析通过产品A产能、产品B产能和产品C产能列的数据，您可以计算每种产品的产能比例，并绘制饼图或堆积柱状图，以比较不同产品的产能占比。
这有助于您评估产品的生产情况，优化产能分配，以满足市场需求。
3. 产能峰值分析通过总产能列的数据，您可以找出产能的峰值，即产能最高的一天。
这有助于您了解最高产能水平，为制定生产计划提供参考。
4. 产能变动原因分析如果多个因素可能影响产能，您可以在表格中添加其他列，例如人力投入、设备故障等。
通过对不同因素与产能的关系进行对比，您可以分析产能变动的原因，从而采取相应的措施进行调整和管理。
结论生产产能统计表格是企业管理和决策的重要工具，通过记录和分析产能数据，您可以更好地了解和掌握生产情况，为提高生产效率和产品质量提供参考依据。
产能分析表说明.ppt
• 7、Although the world is full of suffering, it is full also of the overcoming of it.----Hellen Keller, American writer虽然世界多苦难，但是苦难总是能战胜的。20.8.520.8.520.8.5。2020年8月5日星期三二 〇二〇年八月五日
所以，产能分析表是指针对生产能力进行分 析的图表，它包含了投入人员，产出成品数 量，工时及节拍时间等参数
作用
1、根据产能分析表中所提供的工时对供应 商进行报价
2、根据所设定的目标产能预估产品的完成 日期及安排生产排程
3、根据工时确定每个工位的工作内容及投 入的人数及设备数量
4、评估每个工位的负荷，以便保证产线平 衡
• 3、Patience is bitter, but its fruit is sweet. (Jean Jacques Rousseau , French thinker)忍耐是痛苦的，但它的果实是甜蜜的。11:038.5.202011:038.5.202011:0311:03:108.5.202011:038.5.2020
• 10、Life is measured by thought and action, not by time. ——Lubbock 衡量生命的尺度是思想和行为，而不是时间。8.5.20208.5.202011:0311:0311:03:1011:03:10
• 11、To make a lasting marriage we have to overcome self-centeredness.要使婚姻长久，就需克服自我中心意识。Wednesday, August 5, 2020August 20Wednesday, August 5, 20208/5/2020
产能分析报告(含附属全套EXCEL表)
共享设备举例： ·冲压设备 ·喷射模铸机 ·热处理设备
操作模式应仅显示出存在问题零件的真实生产时间。 除了确定产能分析报告中的工艺是否“共享”以外，还应对“共享”设施进行共享产能分析，确定所有福特零件、非福特零件需求量以及杂制造线上生产的其他生产小时数，决定可用产能或时间是否过多。 （共享生产线也可参见附加的excel表）
产能分析报告——修改记录 在该字段中记录下该文件发生的任何变更以便追踪。如果要求进行增产以达到完全生产能力，此时生产线通过一系列步骤可以达到完全生产能力，则应在该区域记录下这些变化。输入论证产能时也应同时输 入日期。机器产能的任何修改都应使用该方框进行追踪。
产能规划
产能规划部分将评估供应商是否具备了“真实生产环境”以及是否为其生产开始及增产作好了组织及供应商方面的准备。
数据输入 产能分析报告工作表已经被分成了一系列易于识别的信息框。每个方框有一个主标题以便于识别。在每个方框中，要求用户输入一系列的数据窗体。该手册将会解释在运作中如何完成每个部分。 输入及计算单元：数据只能被输入到工作簿中要求输入数据的单元中。这就确保了标题，或者其他信息不会因故被删除或者修改了。这些单元（输入单元）用白色清楚地标识出来了，并且在方框周围有实心 的轮廓线。灰色单元是计算单元。用户是不能向这些单元中输入数据的。它们是根据特殊公式、使用输入到输入单元中的数据来计算数值
工艺 2 清理
7 1.00 12.00 80.00 5.00 7.00 74.67
工艺 3 抛丸
7
1.00 12.00 80.00 30.00 7.00
74.67
工艺4 立加
7
3.00 8.00 60.00 15.00 7.00
147.00
工艺5 数车
产能分析表格
Capacity Analysis Report Ford Motor CompanyFile Champion: V DomdeiS Walsh Page 1 of 1Revision level# 17 Revision date : 01.July.2005General Information - Capacity Analysis ReportCapacity VerificationThe Capacity Analysis Report consists of two elements, Capacity Planning (verification of production readiness) and Performance of Capacity Verification.The Capacity Anaysis Report is though divided into 7 areas for ease of use. Each area has a heading at the top of the box. The headings are:· Key Information - Product / Customer Production / Capacity Revision Record· Capacity Planning· Production Run· Capacity Calculation· Original Equipment Effectiveness (OEE)· Manufacturing Bottleneck· Supplier Operation Management ApprovalData inputThe Capacity Analysis Report worksheet has been divided into a number of easy to identify information boxes. Each box has a main heading to allow easy recognition. Within each box the user is required to input a variety of data forms. This manual will explain how to complete each section in turn.Input & Calculation Cells: Data can only be input into the workbook in the cells on each sheet that require data. This ensures that the headings, or other information cannot be accidentally erased or modified. These cells (input cells) are clearly identified as white in colour and with a solid outline around the box.Cells that are grey in colour are calculation cells. The user cannot enter data into these cells. They calculate values according to specific formula using data entered into the input cells.KEY INFORMATION - Product & Production Information / Capacity Revision RecordProduct InformationThe first Step in completing the Capacity Analysis Report is to enter details of the part being analysed. These Cells hold the basic information on the supplier and the part analysed within the worksheet. Production InformationBefore the Capacity verification can take place, the Program Volume must be verified. This information will be available through the Request for Quote and the Purchase Order or other official information from the Launch teams. Please note that the RFQ may include 10% uplift for Service parts.Input Cell: Customer Demand per Week. Note: Weekly volumes in RFQ include a 10% uplift for service parts.Input Cell: Number of days customer / supplier works per week, this is per default 5, but could be changed to address complex supplier shift patterns e.g. 4 day full work, 5th day 5 hours. Please note that the supplier should work always in or above Tact with the PTO / VO plant.Input Cell: Service Parts: Please enter the number of service parts required for this component. This is for information only. The daily volume should be calculated without 10% uplift factor.Capacity Analysis Report - Revision RecordRecord any changes of this document in this fields for follow up. If a ramp up period to full production capacity is required, where the line will achieve full capacity over a number of stages,then this area will be where these changes are recorded. The proven capacity is entered together with the date. Any revisions to the capacity of the machine must be tracked using this box.CAPACITY PLANNINGThe Capacity Planning element will assess if suppliers have a "true production environment" in place and have a adequately prepared their organization and their suppliers for the start of production and ramp-up.A cut of the Operating pattern is shown above with an example of a data input for a process with five operations. The Operating pattern gives the opportunity to give each operation a different operation pattern. The operating pattern input should mirror the true dedicated manufacturing time for each operation, e.g. by shared machines.Input Cells: Process Description: Enter a brief Description of a process (e.g. final assembly, or inspection)Input Cells: Dedicated or Shared Process: Identify from a drop-down box, the process type – dedicated / shared.Dedicated MachinesA “dedicated” machine is one, which is solely used for the part being analysed in this worksheet. For example, a test station may be a dedicated machine. A machine, which is used by this part, and one or two others, with a short changeover time can also be categorized as a "dedicated" machine. An example is a manually operated projection nut welder.A “shared” facility is one which has many different parts manufactured on the facility, and a more significant tool changeover time. It would be usual for such a machine to manufacture parts in a batch production mode.Examples of a shared facility are:· stamping press· injection moulding machine· heat treatment facilityThe operating pattern should only show the real production time to the part in question.In addition to identifying the process as "shared" in the Capacity Analysis Report, a Shared Capacity Analysis of the "shared" facility should be calculated, identifying all Ford parts,Non-Ford parts volume and other production hours produced on the manufacturing line, determining if the capacity or time available is oversold. (See also attached excel sheet for Shared production lines)· Input Cells: Shifts per day: - indicate the number of shifts in which each process operates per day.· Input Cells: Gross hours per shift– total number of hours for each shift.· Input Cells:Personal Breaks – If the machine stops during personal breaks enter the length of time over one shift that the machine will notbe operating. If the machine operates during personal breaks then enter "0".· Input Cells:Planned Maintenance – this is the length of time that is planned for the machine to be down during a shift for a maintenance.· Input Cells:Days per Week – indicate the number of days in which each process operates per week. Example: Supplier's working 4 days 3shifts each and on Friday only 1 shift should just enter: 4 working days plus 0,333 working day = 4,333 days / week· Input Cells: Tool / Modul changover– Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part.· Input Cells:Changeovers per shift– Enter the frequency of tool / module change per shift.· Input Cells: Inpections per shift - Enter the time required for inpections or adjustments during a shift· Input Cells:Downtime – Enter all other projected / planned downtime during a shift.· Calculation Cell: The Equipment Availability is calculated automatically by using previous data.Equipment Availability= (Total Planned Production Time – Breakdown) / Total Planned Production Time· Input Cells: Projected Scrap Rate – Enter the values for this machines losses. Note: This sheet does not address scrap rate loss of linked processes. To evalute output of linked processes the scrap· Input Cell: Planned Cycle time – Please provide the best estimate of the cycle time of the part on each process. The worksheet will use this data to calculate the Planned Production Capacity. This could be also a time taken with the stop watch at the bottleneck process. The process taken should always be considered including the time for loading / unloading and inspection. Note: For multiple cavities in one tool the actual cycle time of the tool must be devided by the number of cavities in the tool.· Calculation Cell: Required Cycle time needed to cover exact customer demand - For information only the worksheet displays the Cycle time needed to cover exact customer demand, calculated from planned opperating pattern, projected downtime and quality rate. This is to be compared to the Planned cycle time· Calculation Cells:Planned production capacity per week and Planned production capacity per day. This is to be compared with the Customer Demand per Week or Day.PRODUCTION RUNPrior to performing Run-at-Rate (Phase 0) or Capacity Verification (Phase 3), the supplier and customer should be in agreement on the following key parameters: quantity of parts to produce, selection of characteristics to measure, process set-ups, review of personnel involved, data analysis and reporting.The intent of the Production Run is to determine if the supplier can produce quality parts at production feeds and speeds. No direct data from the Capacity Planning chapter is used in the Production Run calculation.· Input Cells: Duration of production run – Please enter the amount of time that is used for the production run. If the production run covers one shift of 8 hours, the total minutes run would therefore by 480 minutes (8*60min).· Input Cells:Total planned downtime (lunch,breaks,maint.) – Please list all real downtimes during production run which have previously been planned according to the capacity planning - opperating pattern, i.e. lunch, breaks, maintanence.· Input Cells:The Planned downtime – (changeovers, inspections) - Please list all real downtimes during production run which have previously been planned according to the capacity planning -projected downtime, i.e. changovers, inpsections and adjustments.These downtimes will be subtracted from the Duration of production run in the Actual Cycle Time calculation.· Input Cells: Total unplanned downtime - List all unplanned downtime, i.e. breakdowns or other unsceduled adjustments or setups. The time of the breakdowns will not be subtracted from the duration of production run.· Input Cells:Total parts run, the Total rejected parts and Total parts reworked from production run need to be listed.· Calculation Cell: Total good parts - Only the total good parts will be used for the Actual Cycle time calculation.Please list in detail the Reasons for breakdown and Reasons for rejected parts.· Calculation Cell: Process a ctual cycle time – The Worksheet will automatically calculate the cycle time based on minutes run of production run and total parts produced. This will give the Procuction Run actual cycle time.For validation, compare the Actual process cycle time with the Planned ideal cycle time from the Capacity Planning.This cycle time used for the Capacity Analysis includes though only the good parts produced and excludes the unplanned breakdown time. This higher cycle time gives the realistic available capacity.CAPACITY CALCULATIONThis part of the Production Run is the analysis of the results. The Cycle time of each process from the Capacity Verification Run is compared with the Customer Demand of the part.If a process does not cover the customer demand on the daily production volume, the process is highlighted RED and marked as the bottleneck process.OVERALL EQUIPMENT EFFECTIVENESSThe Overall Equipment Effectiveness (OEE) is calculated from previous data from Production Verification Run. For the calculation of a Performance Efficiency is through the planned cycle time required. This information is taken from the Cell Planned ideal cycle time from Capacity Planning.If a calculation cell shows 100% or more, the cell is highlighted RED and data input should be validated.B81Capacity Analysis ReportFord Motor CompanyFile Champion: V. Domdei S. WalshPage 1 of 1Revision: #17Revision date: 01.July.2005Shared Production Line Information SheetSupplier / Process InformationCapacity Revison Record DateDesciptionLoadingSupplier Name:ABC SystemsOriginal Capacity submissionSite Location Vendor CodeProcess DescriptionBlank Assy. Line (Focus)Capacity Analysis Sheet Ford Motor CompanyFile Champion: V DomdeiS Walsh Page 1 of 1Revision level# 17Revision date : 1.July.2005 Capacity Verification (Check One)OperationProcessProcess DescriptionCapacity Verification Data Collection。
生产能力分析表
立辉金属制品有限公司生产能力评诂表一．产品范围：各类铁线网，吊篮，厨，浴类用架，家庭式室内工作台，各类烧烤架等。
二．机器设备种类：冲床，油压冲床，脚踏点焊机，T型接法碰焊机，碰焊机，空压点焊机，C02焊机，抽直机，桌上车床，油压冲床，毛边机，攻丝机，空压机，立式磨轮三．生产能力说明：11,200,000 PCS.以两班作业16H/天计, 日产量64,000 PCS,月产量1，920,000 PCS,年产量22,400,000 PCS.粉体表面处理1条NPS流水线，以单班作业8H/天计,日产量12,000 PCS,月产量360,000 PCS,年产量4,200,000 PCS.以两班作业16H/天计, 日产量24,000 PCS,月产量720,000 PCS,年产量8,400,000 PCS.电镀镍铬表面处理2条NPS流水线，以单班作业8H/天计,日产量24,000 PCS,月产量720,000 PCS,年产量8,400,000 PCS.以两班作业16H/天计, 日产量48,000 PCS,月产量1,440,000 PCS,年产量16,800,000 PCS.包装12条NPS流水线，以单班作业8H/天计,日产量38,400 PCS,月产量1,152,000 PCS,年产量13,440,000 PCS.以两班作业16H/天计, 日产量76,800 PCS,月产量2,304,000 PCS,年产量26,880,000 PCS.总经理: 审核: 拟定：注:以下修改处均划线5.6.1 核算生产能量：（增加5.6.1.3）5.6.1.3生管在接到订单后,针对老产品在3天内依据技术文件将订单产品之机台设备，作业人员,生产流程，工序产能等基础资料录入月份生产工时统计表，新产品在技术文件下发后3天内录入月份生产工时统计表。
5.9 (剩)余(劳动)力管理：(删除5.9.1 , 5.9.3原内容,改为5.9.1/2/3/4 ,5.9.2改为5.9.5 原内容:5.9.1 因产能的增加或工序的改善造成人员多余或须补充人员时，生产单位应及时申报至生管处，生管依实际生产能量及订单交期进行人员调整。
公司产能分析报告模板
产能跟踪分析报告一、现有设备产能核算1、预订工作时间标准注：1）单班时间：每班总时间-每班的总计可用小时数。
2）班次：表示的是每天每个工艺操作的班次数。
3）作业率：（总工时-无效工时）/总工时。
人员休息-如果在人员休息的时候，机器也停止运转，则输入每班中机器不运转的时间长度。
计划的维修时间-这是计划的每班中机器停机用于维护的时间长度。
4）年出勤时间：年出勤天数-表示的是每年的工艺运作的天数（扣除法定节假日、双休日）。
5）计算举例：每班8小时、每天2班次、作业率80%、年出勤302天，净可用时间=8*2*80%*302=3865.6时。
2、代表产品制程/线能力计算注：1）代表产品：所谓代表产品指产品制程包含其他所有产品制造过程包含的所有工艺过程；如存在两种以上产品包含不同工艺过程、需分别取各类型产品代表产品制程并进行线能力分析。
2）评价瓶颈工序应排除可用外协、其他生产线可用设备借代等因素影响。
3）每条生产线选取一种或2种产品作为代表说明制程及瓶颈工序即可，其他产品可直接计算毛产能。
3、毛产能核算注：1）毛产能核算过程没有排除产品合格率、设备故障率、人员负荷等因素对产能的影响，不能作为需求平衡分析的依据，需进一步平衡。
2）其他产品可根据代表产品计算方法计算出出毛产能。
4、有效产能（净产能）注：1）设备生产包括机器检修、保养、待料等时间，实际的工作时间达不到计划工时，且生产的产品有不良品，因此有效产能必须是以毛产能为基础，减去因停机和良率以及人员缺口等综合因素所造成的产能损失。
2）总体设备利用率计算公式：OEE=设备可用性*性能效率*产品合格率。
根据来自生产验证运转的历史数据来计算总体设备利用率的（OEE）。
性能效率的计算是通过计划的所需周期时间来的。
如果计算单元显示的是100%或者更高，则该单元用红色进行强调。
3）人员负荷率=（现有生产人员/人员配置）*100%反映了以设备为依据的人员配备情况，这一指标在短期内直接对净产能产生影响。
车间产能分析日报表Excel模板
车间 产能 分析 日报
Workshop capacity analysis
计划产量 实际产量
产品线1
产品线2
机台
BG-001 BG-002 BG-003 BG-004 BG-005
产品线
产品线1 产品线2 产品线3 产品线4 产品线5
作业内容
详细内容 详细内容 详细内容 详细内容 详细内容
产品线3
产品线4
92%
管理人员
管理A 管理A 管理A 管理A 管理A
异常状况 临时停电 机器故障
平均 完成
率未Leabharlann 成率日期：92%
8%
1. 本表格用于车间产能管理； 2. 使用时填写各产品线信息，表格将自动给出完成率及相关可视化图表； 3. 表格将自动对每条生产线的最终投产日进行监控，最紧急的前三组订单以橙色提醒，3-5组订单以 蓝色提醒； 4. 表格已预设为A4版面，可直接打印；
计划产量
1000 1200 1300 1400 1500
生产人数 25 15 20 12 18
实际产能 有效工时
150 105 100 102 117
产品线5
实际产量 1000 800 1350 1400 1360
完成率
100% 67% 104% 100% 91%
车间：
制表：
平均完成率 未完成率
产能分析表
序 号
零件名称
1
BODY ARM-TENS
FACE ARM-TENS
3
GUIDE PRIM
tensioner arm
4
asy-timing chain
5
6
7
8
9
零件编号
5003052
5003053
5003055
5003051
出配 模套 数数
现在设备/工装
名称
数 量
2
HT200T 1
2
HT200T 1
65 33 1108 28800 2326 60480
组装机
1 15 15 2400 62400 5040 131040
批量生产
单班产能
三班产能
套/天 套/月 套/天 套/月
1029 26743 2160 56160
1440 37440 3024 78624
1108 28800 2326 60480
2
HT200T 1
xxxx有限公司
NSL7311
生产能力分析表
客户名称： xxxx
需添置/工装 单模
成型
名称
数量 周期
(S)
单 件 总 成 时
70 35
试生产
单班产能
三班产能
套/天 套/月 套/天 套/月
1029 26743 2160 56160
50 25 1440 37440 3024 78624
10
8000 7000 6000 5000 4000 3000 2000 1000
0
拟制：
产能瓶颈分析图（三班批量生产日产能） 单位：套
审批：
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Date Revised: 09-May-2014 Date Printed:2018/7/17
© 2014 Ford Motor Company （签名） 日期 电话号码 Signature/Date Signature/Date
Capacity Analysis Report version 5.0
CAR FORM CONFIDENTIAL WHEN COMPLETED
Page 1 of 1
Capacity Planning
A. New Model Required OEE (Overall Equipment Effectiveness) A1) 供应商与零件信息
供应商名称 地址 / GSDB代码 零件名称 零件号
A2) 产能需求信息
项目代码 车型年份 日期
<PA> 节点需求量 更新的需求量
B1) 历史数据 (参考后面的Historical Mfg Performance表格)
工序描述 V W X Y Z 供应商名称 供应商地址 供应商代码 （如果使用兄弟公司数据作参考） 如果使用兄弟公司数据，请提供项目代码 (~Ford P221) 以及工序名称 (~Stamping Press #12) 历史平均OEE 其他需要注明的地方 (如零件号, 年需求量, 班次安排, etc.)
5 1 8 60 30.0% 10.50 15 5.00
APW 规划
6 1 8 60 30.0% 12.60 -
50.0% 52.50
A5)每周所需合格品数量
H J 该段工序的预计报废率 (Scrap Rate) 为满足下一段工序的需求，该段工序需要生产多少良品 (考虑每段工序的预计报废率)
每周平均 注塑 需要的来料数量 每周最大
APW 规划
MPW 规划
MPW 规划
APW 规划
MPW 规划
APW 规划
MPW 规划
APW 规划
MPW 规划
APW 规划
MAPW 规划
MPW 规划
3.0%
2.5%
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APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划 APW 规划 MPW 规划
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所需 OEE
[J / P]
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返工率 (需要回到该工序进行返工) 根据换型换模，报废率与返工率的规划，该工序能满足产能 需求吗？ [J/(100%-H) + (JxR) + (G1x60xG2/N) <= P?] 剩余的设备时间开动率以及性能开动率百分比 {P - [(J/(100%H)) + (JxR) + (G1x60xG2/N)]} / P 针对上面的规划，其他需要注明的地方：
MPW 结果
APW 结果
MPW 结果
APW 结果
MPW 结果
APW 结果
MPW 结果
APW 结果
MPW 结果
实际 OEE > 所需 OEE? (Is Z > Q?) 预计每周良品数量 所需产能 (APW/MPW) 规划产能 Average 平均 Maximum 最大
Req'd OEE at APW Req'd OEE at MPW Historical Demonstrated OEE
0
0
100%
90% 80%
备注
70%
产能调查编号 :
OEE %
60% 50% 40% 30%
20%
10% 0%
0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Capacity Run-atReje Appro
0.0%
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0.0%
0.0%
0.0%
0.0%
注塑 装配
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B2) 该段工序预计每周可生产良品数量 [P * Z]
生产工序描述
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C. 产能差距分析 - 所需 OEE vs. 实际历史 OEE; 预计每周良品数量
注塑 装配
APW 结果
MPW 结果
APW 结果
MPW 结果
APW 结果
MPW 结果
APW 结果
Shared Load Required Shared Load Required
parts per week operating no more than 5 days per week parts per week operating no more than 6 days per week
工序 3
5 3 8 60
工序 1
APW 规划 MPW 规划
注塑
工序 2
APW 规划 MPW 规划
装配
工序 4
APW 规划 MPW 规划
工序 5
APW 规划 MPW 规划
工序 6
APW 规划 MPW 规划
工序 7
APW 规划 MPW 规划
工序 8
APW 规划 MPW 规划
6 3 8 60 50.0% 63.00 30 2.00
0.0% 注塑
0.0% 装配
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0.0%
供应商签字
Version 5.0
FOR STA USE
Approved
Authorized Representative 姓名 / 职务 邮箱 Site Engineer STA LL6 Supervisor
Rejected
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A7) 共线工序 - 整体负荷百分比
U
参照 "Shared Loading Plan" 表格输入该工序整体负荷百分比
注塑
装配
B. 供应商实际设备综合效率 OEE (Overall Equipment Effectiveness) - 历史数据
APW 规划 MPW 规划
A4)生产规划 & 净可用时间
A B C D E F G G1 G2 工序描述 (按照价值流的顺序) 每周生产天数 每天的班次数 每班总计多少个小时 计划停机时间 - 就餐, 休息等. (分钟数 / 班) 计划分配到该项目的产能比例 (专线为100%) 净可用时间 (NAT ，每周小时数) [B*C*(D-(E/60))*F] 每次换型换模计划所需分钟 (into this part #) 每周计划换型换模次数 (into this part #)
APW
500
MPW
550
<请选择 >
A3) 联系人信息
姓名
福特STA工程师 供应商产能分析工程师 福特采购工程师
电话
邮箱
APW/MPW 来源
Capacity Requirements
Supplier to demonstrate APW of Supplier to demonstrate MPW of
A6) 所需OEE (设备综合效率)
K L M N P Q R S T 设备完成一次操作或者出一模所需时间 (秒) 每个节拍同时使用的模具或设备数量 模具的行腔数量或者设备每个节拍可以同时生产的数量 净理想节拍时间 (NICT) [K / (L*M)] 理想100% OEE条件下每周生产产品数量 [G x 3600 / N]