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Capacity Utlization Audit Program

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13 pages
Capacity Utilization Audit ProgramSUBJECT:10-15-93 40.0Page1 of 840.0 COSTS RELATED TTo establish the method for collecting , maintaining, and analyzing quality cost data to achieve continuousimprovement through the Atlas Steel Company.APPLICATIONPertains to all quality costs connected with preventing and correcting nonconforming materials. The data is to beDaily/Weekly Production Management ReportMonthly Production Management SummaryQuarterly Production Management SummaryDowntime SummaryDaily/Weekly Transportation ReportWeekly/Monthly Transportation SummaryDEFINITIONS¾ Normal ¾Available Hours ¾ Total direct labor hours available for coil or sheet processing; including downtime - but not vacation, absenteeism, holidays, tardiness, or leaving early.Productivity ¾( )= x Available Hours ( )Utilization ¾produce a coil or sheet vs the total hours worked. Percentage indicator measuring the amount of time an operations associate was used to 4.5input100output Hours Earned Percentage indicator that measures the output (earned hours) vs input (available hours). 4.4training, meetings and abnormal rework 4.3handling).Quantity accepted x standard hours (a pre-determined standard of performance for processing or material multiplied by the standard labor hour (Hrs/Ton).Hours earned by producing an acceptable product as measured by operator inspection and Earned Hours 4.2Rework. Direct labor hours or time spent processing coils or sheets, ...
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Capacity Utilization Audit Program
SUBJECT:
10-15-93 40.0
Page
1 of 8
40.0 COSTS RELATED T
To establish the method for collecting , maintaining, and analyzing quality cost data to achieve continuous
improvement through the Atlas Steel Company.
APPLICATION
Pertains to all quality costs connected with preventing and correcting nonconforming materials. The data is to be
Daily/Weekly Production Management Report
Monthly Production Management Summary
Quarterly Production Management Summary
Downtime Summary
Daily/Weekly Transportation Report
Weekly/Monthly Transportation Summary
DEFINITIONS
¾ Normal
¾
Available Hours ¾ Total direct labor hours available for coil or sheet processing; including downtime
- but not vacation, absenteeism, holidays, tardiness, or leaving
early.
Productivity ¾
( )
= x
Available Hours ( )
Utilization ¾
produce a coil or sheet vs the total hours worked.
Percentage indicator measuring the amount of time an operations associate was used to 4.5
input
100
output Hours Earned
Percentage indicator that measures the output (earned hours) vs input (available hours). 4.4
training, meetings and abnormal rework
4.3
handling).
Quantity accepted x standard hours (a pre-determined standard of performance for processing or material
multiplied by the standard labor hour (Hrs/Ton).
Hours earned by producing an acceptable product as measured by operator inspection and Earned Hours 4.2
Rework. Direct labor hours or time spent processing coils or sheets, including Actual Hours 4.1
4.0
3.8
3.7
Coil/Sheet Reject/Delay Frequencly Report 3.6
3.5
Downtime Report 3.4
3.3
3.2
3.1
IALS APPLICABLE MATER 3.0
gathered and analyzed by the Operations and Traffic Department.
2.0
PURPOSE 1.0
O QUALITY
Revision COSTS RELATED TO QUALITY
Number Effective Date
Contributed 6/11/99 by Pat Cordon <pck710@email.msn.com>= x
Available Hours
100
Actual HoursSUBJECT:
10-15-93 40.0
Page
2 of 8
Efficiency ¾ -
= x
Scheduled Attainment ¾ Percentage indicator measuring the successful completion of planned volume at a
= x
Executives.
The quality cost data will assist the Operations and Traffic Departments improve quality in:
Problem Prevention
Evaluation
Corrective Action
Customer Quality Problems
The quality costs relative t prevention
lanning, quality training and indoctrination, associate certification, and candidate supplier/evaluations.
The quality costs relative to the evaluation
The quality costs relative to the corrective actions
ng and material review.
The quality costs relative to the
complaints, repair of returned materials, replacement of returned materials and handling and shipping.
Quality cost d
quality data. Distribution of the reports is
to be controlled by the President.
Quality cost data are to be prepared daily, weekly, monthly and quarterly as determined by the nedd for the 5.8
ata are to be collected from the appropriate production reports, work orders and traffic reports. 5.7
category are those associates with processing customer quality problems 5.6
reinspection, restesti
category are those associates with rework, repair, scrap, 5.5
audits, calibration and repair of test equipment, and process control.
category are those associates with inspection, testing, quality 5.4
category are those associates with quality operations, quality o the 5.3
5.2.4
5.2.3
5.2.2
5.2.1
5.2
nior Operations maintaining and evaluating quality cost data and generating these quality cost reports to Se
The Operations and Transportation Departments have the responsibility for collecting, organizing, 5.1
PROCEDURE 5.0
Total Orders Scheduled
100
Orders Completed
able cost and on schedule. controlled reason
4.7
Actual Hours
100
Earned Hours
has performed.
how well he Percentage indicactor measuring an operators performance on work processed 4.6
(Cont.)
Revision COSTS RELATED TO QUALITY
Number Effective DateN
(B
J
RI
C
D
ON
L : _____________________________
ATE : _____________________________
REA :
o 60" S R o
o 24" S o
o -T -L L o
W S W
W DA
HB
H W
HE
‚ C
H
‚ D
G H
(W M )
U
D) ‚ C
( THROUGH PUT )
O K
L
H
H
O H
CP
Q

S
M ‚
M ‚ N

R HV
W H
H
F CX
D OWNTIME H
AA
HIPMENTS S IME -T N % O
ZONS T ACKLOG B
OURS Y
HIPMENT S ER P OSTS REIGHT
OURS
OURS IME T OST L AFETY S
OURS EJECTION
O
TILIZATION % U U
TFFICIENCY % E
O
RODUCTIVITY % P
Q P
TTAINMENT % A R
CHEDULED S RDERS O OTAL T
OMPLETED RDERS O
OURS VAILABLE A
NOURS CTUAL A
MOURS ARNED E
CRAP % S
TOCK S T ACK B OIL % C
TILIZED U OIL % C
IIELD % Y
EST B X F EST
HTILIZATION APACITY % C
EST B INUS ORST
OURS ARIABLE V
FON T ER P OURS
OUR ER P ONS T
DROCESSED P ONS T
ORKED OURS OTAL T C
OURS BSENT / A ACATION V
AYS ORK OTAL T
OTALS T KLY AT F HUR T ED UES T M
ACKAGING P INE ENGTH O UT C
ECEIVING R LITTER
HIPPING S LITTE
A ROCESSING P
D
OCATION
Daily / Weekly Cost of Quality SummaryD
C
J
N
(B
L : _____________________________
ATE : _____________________________
REA :
o 60" S R o
o 24" S o
o -T -L L o
W 1 W 2 W 3 W 4
W DA
B H
H W
E H
‚ C
H
‚ D
HG
(W M )
U
D) ‚ C
( THROUGH PUT )
O K
L
H
H
HO
CP
Q

S
M ‚
M ‚ N

V R H
HW
H
X F C
D OWNTIME H
AA
HIPMENTS S IME -T N % O
ZONS T ACKLOG B
YOURS
HIPMENT S ER P OSTS REIGHT
OURS
OURS IME T OST L AFETY S
OURS EJECTION
O
UTILIZATION % U
TFFICIENCY % E
O
RODUCTIVITY % P
Q P
RTTAINMENT % A
CHEDULED S RDERS O OTAL T
OMPLETED RDERS O
OURS VAILABLE A
NOURS CTUAL A
MOURS ARNED E
CRAP % S
TOCK S T ACK B OIL % C
TILIZED U OIL % C
IIELD % Y
EST B X F EST
TILIZATION APACITY % C H
EST B INUS ORST
OURS ARIABLE V
FON T ER P OURS
OUR ER P ONS T
DROCESSED P ONS T
CORKED OURS OTAL T
OURS BSENT / A ACATION V
AYS ORK OTAL T
OTALS T EEK EEK EEK EEK
ACKAGING P INE ENGTH O UT C
ECEIVING R LITTER
HIPPING S LITTE
A ROCESSING P
D
OCATION
Monthly / Quarterly Cost of Quality SummaryROBLEMS
EASON
OWNTIME
SSOCIATE
HIFT ATE
C ODE OWNTIME R T OTALS- - - - - - -
ORK RDERS
TEEL
C C RANE
ALES PPROVAL
ACK ND
M AINTENANCE
G M ACHINE OWN
NCOATED R EPLACEMENT
T ENSION R EPLACEMENT
G R EPLACEMENT
K C OATING R EPLACEMENT
ECONDARY R EPLACEMENT
M CRAP
ACKING INE ACK -
C OILS OT ULLED
AND TAGED
PERATOR M ACHINE
DJUSTMENT
M ATERIAL
R IFFICULT OB
T RAINING
T AFETY M EETING
M ISCELLANEOUS
Y
Z
T OTAL OURS
H
X
W
V
U
S
S
J D
AMAGED D Q
A
O P
S
P N O
P U B L P N
P S
S L
AGE J
I
U H
D
F
E B E
A S D
S B
O W A
3:00 2:00 2:00 1:00 12:00 11:00 11:00 10:00 10:00 9:00 9:00 8:00 8:00 7:00 D
_________________________________ D __________________________________________________ S
__________________________________________________ A
EPORT R DFEB OCT TOTAL
A. Number of Work Days
¾
Eight People
C. Vacation ,
D. Actual Hours Worked
F. Tons. Per Hour
F = E ’ G
G = D ’ E
I. % Utilization
=
% 26 .38 HOURS
.882 .789 .839 .957 .910 .999 .812 .917 .895
1.82 – 1.44
1.82 1.44 H. Variance Low to High
1.63 1.82 1.71 1.50 1.58 1.44 1.77 1.56 1.61 G. Hours Per Tons
0.61 0.54 0.58 0.66 0.63 0.69 0.56 0.63 0.62
2152 2304.50 1946 2428 2808 2297 2608 2457 2424 E. Tons. Processed
3511.50 4202.25 3336.25 3651.25 4439.25 3310.25 4619.75 3855.50 3895.75
Absent Hours
B. Gross Hours
DEC NOV SEP AUG JULY JUNE MAY APR MAR JAN Month
CAPACITY UTILIZATION ANALYSISFEB OCT TOTAL
A. Number of Work Days
¾
Eight People
C. Vacation ,
D. Actual Hours Worked
F. Tons. Per Hour
F = E ’ G
G = D ’ E
Worst Month #
I. % Utilization
=
HOURS
Best Month
H. Variance Low to High
G. Hours Per Tons
E. Tons. Processed
Absent Hours
B. Gross Hours
DEC NOV SEP AUG JULY JUNE MAY APR MAR JAN Month
CAPACITY UTILIZATION ANALYSISproc-
no.
tity
Dept.
, UTILIZATION
(2) (4) (5) (6) (7) Indirect hours
Quan- Avail-
(1) (3) effi- utiliza-
tion tivity (8)
[(1)+(8)] [(3)/(1)] [(3)/(4)] [(3)/(4)] Total Training Meetings Time parts Medical Other
Monthly totals
Monthly totals
Monthly totals
Monthly totals
4
3
2
1
Weekly Plant Composite
4
3
2
1
4
3
2
1
4
3
2
1
Hours essed hours
Waiting Down ciency hours Earned Actual Week
produc- able
Percent Percent Percent
and PRODUCTIVITY REPORT EFFICIENCYtivity
PRODUCTION EVALUATION REPORT
Non-
Atten- Standard standard Standard Produc-
dance Hours % on Reported Hours Hours Down Exception Efficiency zation
Hours Reported Standard Hours Reported Earned Hours % % %
ASSOCIATE
SUB-TOTAL
SUB-TOTAL
TOTAL
2ND SHIFT
1ST SHIFT
Time
Utili-

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