标题: 制衣厂产能及效率改善计划 [打印本页] 作者: efwguk 时间: 2012-2-22 12:07 标题: 制衣厂产能及效率改善计划 Productivity and efficiency improvement Thursday, October 14, 2010 Warner
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Productivity and efficiency improvement
Report
制衣厂产能及效率改善计划
傅伟宁
2010.10.13
目录 Contents
Summary概要................................................................................................................................ 2
１． Productivity enforcement 产能强化 ............................................................................... 2
1.1 Cutting 裁 ........................................................................................................................ 2
1.2 Sewing车 ........................................................................................................................ 3
1.3 Packing包 ........................................................................................................................ 4
1.4 Training培训学校 ........................................................................................................... 6
２． Efficiency improvement效率改善 .................................................................................. 8
2.1 IE工业工程部 ................................................................................................................. 8
2.2 PPC生产计划部 .............................................................................................................. 8
2.3 GEM装备部 .................................................................................................................... 9
３． Process reengineering流程再造 .................................................................................. 10
3.1 Rubber printing process reengineering胶浆印刷之流程改善 .................................... 10
3.2 Shrinkage control 缩水控制 .......................................................................................... 10
3.3 Internal supply chain optimization内部供应链改善 ................................................... 11
3.4 Production sample process improvement大货板流程改善 ....................................... 12
Appendix 1: Examples of IE improve items ................................................................................... 13
附录1: IE改善项目举例 ........................................................................................................... 13
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Summary概要
生产部於10’11’季的改善方向集中於产能强化,效率改善及流程再造这三个方面。此三个方面的改善活动系围绕着实现产能提升15%，季度总产量突破1000万大关之目标而展开。其中产能强化体现了生产部於裁、车、包等一线生产部门对人力、设备、场地之综合利用及布局改善。效率改善则集中强调服务於生产部门之IE、PPC、GEM部门之功能强化对总体产能提升的积极贡献。而流程再造则充分体现了生产部与板房、营业部、采购部等相关部门展开积极的跨部门合作而达致的成果。
The production department reform focus on direction of productivity strengthening, efficiency improvement and process reengineering. We are enforcing these 3 subjects in quarter 10’11. The three subjects of improve activities for the realization of productivity increase by 15%, quarterly products output reach 10 million as schemed remarkable target. In which productivity strengthening embodies the production department take series improving action to optimize utility of manpower, machine and site in front manufacture departments included cutting, sewing and packing. Efficiency improvements are concentrated production service departments which involved IE and PPC; GEM whose positive contribution on productivity enhancement by service ononfunctional enforcement. Process reengineering it fully embodies production department and the sample room, merchandiser department, purchasing department to expand the positive cross-departments cooperation and achieve fruit full results.
１． Productivity enforcement 产能强化
1.1 Cutting 裁
为配合01’11’季产能实现突破1000万大关之年度目标，裁床须将产能由上季的875万提升至1000万。是年9月至来年4月的月度产能需由上季度的80万提升至100万以上。 为此，裁床需在人员配备，设备调整及场地规划方面全盘加以考虑方能达致年度目标。
人员配备主要考虑适当增加手裁人员的数量，由上季度的 106人调整至112人，组成一个新的手裁组别，使裁床总体产能提升15%。考虑增加一个手裁组别亦是基于净色组单量比例增速低于印花组别单量之增速此一因素，而对于电脑裁床组别，则机器产能略有富余。
为此，电动裁刀相应地增加7台，龙门裁刀增加1台，以适应产能之增加。
生产场地亦计划在原有的基础上增加约30平方米，此增加面积主要用于扩充松布区域，控制物料预缩，确保均衡生产。
Under the requirement of 01'11' quarter productivity breakthrough 10 million of annual targets, cutting room required to raise its productivity from last year's 8 million to 10 million. A period monthly output from September 2010 to April's 2011 production capacity must increase from 0.80 million to 1 million. Hence, cutting room required staffing, equipment adjustment and work place re-layout should be considered to achieve annual targets. Staffing is mainly taken into
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account appropriately increase the number of hand-cutter, in this season, the total 106 cutter adjust to 112 cutter, formed a new team for make cutting overall productivity increase 15%. Consider the solid order increasing not as fast as printing orders, so that we set up the extra hand- cutting team. In the other hand, computer-cutter has buffer to increase output of solid orders as its machine capacity slightly surplus. As planned, electric knife increase 7 sets, band knife increase 1 set for satisfy increase of production capacity. Production sites are planned for completion in the original basis increased by about 30 square meters, this increased area will be used for expanding fabric relaxing for control shrinkage of fabric, ensure balanced production.
1.2 Sewing车
10’11’季的目标产量为1000万，此产能在上季度的875万基础上约增加15%。由於车缝生产场地受限，使得人员及设备的增加受限，因此，此项产能提升只能是依靠操作人员的技能培训强化，车缝效能的提升及简化流程来实现。车间正在采取相应步骤来达致预订之目标。简括如下：
推行细胞单元生产方式，实行混合流水作业，将物料短缺、人员变动、设备不足等客观因素造成的生产等待对效率之影响降至最低。同时亦将技能车工之产能发挥至良好状态，也带动了新人之成长。(图1为细胞单元生产方式之布置图)
Target quarter capacity of 10’11’ was schemed of 10 million; it says the production capacity will increase 15% from last quarter’s 8.75. Due to sewing production sites restricted, increase sewing operator or add equipment to increase productivity will be unavailable, and therefore this productivity enhancement can only rely on the operator skills training to strengthen the effectiveness, simplify the process to realization. Appropriate steps are being taken in workshop to achieve the goal as follows:
promoting cell unit production system, the implementation of mix flow process minimize impact of material shortages, changes in personnel, equipment bottleneck which cause production down or increased idle time of both operators and machines. Those mean of production also make skill operators' capacity performing in optimize condition, and brought new people grows. (Figure 1-Layout of cell unit production)
图1:细胞单元生产方式(Figure 1: Cell production unit)
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创新设计移线生产模式，实行数条主生产线配备一条移线生产单元的生产模式，灵活处理款式多变，数量多变，工序不均衡，客观原因造成的生产等待等问题,使操作人员处于满负荷工作状态，杜绝产能流失。(图2为创新设计之移线生产方式效果图)
Innovative design the off line production model which implement by several main production lines equipped with an off line. It helps us deal situation of order varied, quantity change and unbalanced operation which cause idle time increasing of man-machine, make sewing operators at full-load operation and eliminating productivity loss. (Figure 2 shows off line production layout)
图2:创新设计之移线生产方式效果图 (Figure 2: Off line作者: efwguk 时间: 2012-2-22 12:07
production)
通过以上改善及後续将要描述的其它有效改善活动，我们得到了一个十分明显的产量提升比较值，诚如丰田改善专家大野耐一先生所言，‘改善的目标祗只有一个,路却有许多条’。(表1为季度比较产量统计表)
Through the improvement of above and following will be described effective activities of improvements, we have a very significant yield increase compared to the last quarter. (Table 1-quarter comparison output tables)
表1:季度产量统计表(Table 1: Seasons output report) July七月 Aug八月 Sep九月
10’11季
476,008
500,412
810,230
09’10季
332,734
384,650
651,941
1.3 Packing包
10’11’季的改善方向定义为在人员数量不增加的情况下，产能提升15%。为此，包装部在流程改善，推行自动化，工种混合使用方面做了相应的改善行动。
孙子云：‘水无常形，因地而制流’。於流程改善方面，包装部主要是因应客人的查货要求，客供物资的供应状态及包装类型设立包装集中作业，在线包装作业两种生产模式。减少客观原因造成的产能损失，发挥生产调配作用， 使包装产能最大化。
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在包装作业中，套胶袋作业及封胶袋作业占用了平均1/3的生产作业时间，而此作业时间通过IE技术之动作研究及自动设备之选用是可以得到缩减的。为此，我们设计了套胶袋支架用于套胶袋作业，使工人双手同时动作，减少调整时间。此支架之使用使套胶袋作业时间平均减少达1/4以上。(图3为套胶袋作业支架使用效果图)
10’11’ quarter improvement direction of packing is defined as increase 15% productivity with same manpower as 09’10’. Hence, carry out improve action in process improvement, automation and operator’s multiple job arrangement. The packaging Department was mainly to guests ' requirements, material delivery status and packing method to decide adoption of online packaging or centralize packing which helps us reduce production capacity losses, make packing capacity optimization.
In packaging operations, the job of set plastic bags and sealed plastic bag takes up 1/3 of the average pacing time, this time can be reduced throughout IE maneuver study and adoption of automatic device. We have designed a set of plastic bags bracket which is used to simplify operation of set plastic bags, the workers two hands movement replace single hand movement. This bracket helps to reduce setup time of wrapping and make cycle time reduced ? in averages. (Figure 3 shows bracket used in plastic bags wrap)
图3:套胶袋作业支架使用对比效果图 (Figure: Hang packing)
人手撕胶带封胶袋口是一项比较繁琐的作业，并且它是一项无附加价值之作业，为此，我们与采购部合作，开发了自动剪切胶带设备，此设备使人手撕胶带这一无价值作业被完全取消。(图4为自动剪切胶带设备，此设备可以将封胶袋所用的胶带自动剪切备用)
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Hands tear tape and sealing plastic bag is a cumbersome job, it’s also a kind of none added ononononvalues’ job. For this reason, we cooperate with purchasing department for developed an automatic adhesive tape cutter, this device helps us completely cancelled worthless job of manual tear tape. (Figure 4 shows the device)
图4:自动剪切胶带设备 (Figure 4:Tape auto-cutter)
1.4 Training培训学校
为使产能得到提升，员工操作技能之培训强化必不可少。为提高培训效率，多出人才，快出人才，我们将培训分为三个层次。
对於全生手，培训课程由最基本的脚踏手推开始，逐渐提高难度，使生手於4-6周的较短时间内掌握基本车缝技术。此培训分部位于印花部二楼。
由SG工厂IE拍摄教学短片，於车缝学校反复放映，培育新员工之行业兴趣，推行最佳动作方案，强化标准作业。(图5为IE车缝教学短片放映现场效果图)
To improve productivity, employee skills strengthen by effective training is essential. We divided training course into three levels for the purpose of raise efficiency of training, train more operators in fast pace.
For beginners, training lesson initiate from the most basic operations such as pedal stamp and hand push. Then increase degree gradually. We hope to make the beginner become qualified operators with relatively short period about 4-6 weeks. This training division is located in second floor of the printing mill.
We use teaching video which produced by SG IE department. The repeatedly show of videos helps cultivate new staff interesting about swimwear industry, implement optimized operations, strengthen standards operations. (Figure 5 shows site of operation video training)
图5: IE车缝教学短片放映现场效果图 (Figure 5: Training with IE video)
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对于半熟手，培训课程由泳衣车缝技术开始，通过实际生产作业，强化泳衣车缝技能。此培训分部位于B3、B4大楼。
对于熟手工人的培训主要是推行标准化作业，简化执手，提升效率。为此，IE部开发了车缝数据库系统，用于培训，强化，推行标准化作业。(图6为标准动作数据库电脑截图)
For half proficient, training courses initiate by swimwear sewing technology. Through actual production exercises, the half proficient strengthened skill of swimwear sewing. These training division are located in B3, B4 building.
For proficient workers, training course mainly concentrated by standardized work implement, simplifying the job of handle carrying, enhance efficiency. To this end, IE Department developed a sewing data bank for training, strengthen, and implement standardized operations. (Figure 6 a glance of PC system of sewing data bank)
图6:标准动作数据库电脑截图(Figure 6: Data bank of SOP)
通过对现有车缝员工的培训强化，我们的目标是使效率90%以上的A级员及效率80-90%的B级员工的总比例达到60%，比上季度的54%增加11%。会三种车缝工序以上的全能工比例由上季度的10%增加至15%。
Through the intensive training for existing sewing operators, our goal is to make A-level operators whose efficiency over 90% plus B-level operations whose efficiency in 80-90% achieve 60% in total number of sewing operators, which increase 11% compare with last quarter of 54%. The Utility operators who conduct more than 3 operations increase in ratio from 10% to 15%.
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２． Efficiency improvement效率改善
2.1 IE工业工程部
IE部的效率提升计划主要集中在标准动作的设定、推广及运用上。而车缝数据库的建立使得这些改善要素得以实现系统化。如此同时，新设备、新装置的开发使用使得生产效能得到直接提升(如自动胶带剪切设备)或使产质量量得到保证(如胶浆模拟缩水机的设计运用)。(图7为IE标准动作视像研究现场)
IE Department efficiency enhancement program mainly focused on the standard operations setting, promotion and application. And sewing operation data bank allows these elements to be systematized and improvement in practices. At the same time new equipment, new device development and adoption make production efficiency be promoted directly (such as automated tape cutter) or help in production quality assurance (e.g. rubber printing shrinkage tester). (Figure 7 shows video analyze of sewing operations)
图7:IE标准动作研究 (Figure 7: Motion study)
IE部之其它改善项目见附录一。
Appendix 1 listed some examples of IE improvement items.
2.2 PPC生产计划部
生产计划部的效率改善活动主要体现於对整个部门的架构重组方面。由於本厂物资依期率长期处于较低水平且长期得不到改善，使得生产计划部门疲于计划更正及物资追踪。为此，PMC小组之设立实乃所需。此PMC小组之工作职责为确保各项生产物资依计划交付生产部门，当物资交期发生改变时，会同PC组及时调整生产计划。实践证明此种做法极大地减少了因物料延迟交付而造成的产能流失。
The efficiency improvement activities of Production Planning Department primarily embodied in department organization re-organize. Because the material on time delivery rate keep in consistently lower levels and to improve the long term, which causing production planning departments struggle to plan revise and material tracking. To this end, establishment of PMC team is necessary. The responsibility of PMC team is to ensure material delivered according to the plan of PPC and, when material delivery changes, take action in conjunction with PC group, give production promptly adjustment.
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2.3 GEM装备部作者: efwguk 时间: 2012-2-22 12:07
装备部对生产效率提升之贡献，我们重点突出车缝辅助工具的设计运用及设备改造方面。为此，我们专门设立了拉筒设计室，并於车间设立拉筒工具箱，推广使用辅助工具，简化操作流程，减少执手，使效率得以显着提升。(图8为拉筒设计室及车间拉筒工具箱、图9为打枣车改装为钉牌钉钮车之实例)
In aspect of the contribution on production efficiency enhancing of Equipment department, we focus on sewing attachments design and promotion and machine ononfunction re-design. To this end, we established a Attachment Design Room and set up kit toolboxes in workshops, promoting the use of accessibility tools, simplifying procedures, reducing hand carrying, make efficiency upgrading in significantly. (Figure 8 shows attachment design room and kit box of workshop, figure 9 shows re-designed bartack machine for button sewing)
图8: 车间拉筒工具箱及拉筒设计室(Figure 8:Attachement design room)
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图9：打枣车改装为钉牌钉钮车之实例（Figure 9: Re-design bartack for button stitch）
３． Process reengineering流程再造
3.1 Rubber printing process reengineering胶浆印刷之流程改善
我们改变了以往提供给供应商印胶浆需提供粘贴纸样两套，一套供供应商印刷，一套留裁床验货的做法，而是由板房直接将图案打印在纸样上，由供应商直接在纸样上读取尺寸。此改善是在我们反复研究了现行的三种不同的图案定位方案後，与板房共同研究达成。(此三种不同的方案包括中心线定位法,三点定位法及实样法).
We have changed the previous process that prepare two sets of printing graphic stuck paper pattern for both rubber printer helps graphic allocation and cutting room for printing inspection. We revised process by sample room plot the printing graphic on paper pattern directly, hence rubber printer gain size and dimension from plotted paper pattern. The revised process was the result after production studied 3 basic graphic allocation methods and ratifies SG unique method with sample room. (The three basic methods include centerline method and 3 points method, practical swatch.)
3.2 Shrinkage control 缩水控制
由胶浆印刷时的高温湿热而导致的裁片缩水是一个比较难处理的技术难题。按照以往通常采用的经验值方法往往难以将真实的缩水情况完全反映出来。为此，我们自行研究并创新
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设计了胶浆印刷模拟缩水机，通过此设备的实际使用，建立布种缩水数据库，不断修正完善经验值，使实际缩水情况趋向于接近预设值。(图9为胶浆印刷模拟缩水机使用图)
It is a big problem that not easy to deal with normal technical method that cutting piece shrank during high temperature and high humidity environment, phase of rubber printing. According to the methods of experience data collection are often difficult to reflect the true situation of cutting shrinkage after printing. To this end, we designed a machine for test cutting piece shrinkage to rubber printing. Set up database of fabric shrinkage with testing result. Constantly improve the ononononvalue of database for make actual situation close to the default ononononvalue. (Figure 9 shows rubber printing tester)
图9:胶浆印刷模拟缩水机 (Figure 9: Rubber Printing tester)
3.3 Internal supply chain optimization内部供应链改善
此流程再造是将原来的4个小仓库减少至2个，使通用物料的收发更加快捷灵便，效率更高。而仓库工作人员也由原来的8人优化为6人，减少了2人，位于B3，B4的小仓库位置经改造成为了培训学校之扩充区域，提高了场地的利用率及场地使用价值。
培训所有员工裁片分发及装篮操作方法，使得裁片装篮工序无需安排固定人手，而由车工闲时承担，从而使人力得到充分运用。
This process reengineering reduced the four mini warehouses into tow, to enable common materials in faster and more flexible distribution, raise efficiency. Warehouse staff total number were optimized from 8 to 6, 2 people reduced. Whereas the B3, B4, the mini warehouse located area had became the expansion area of training school. This action improved the utilization of site and added ononononvalue of site usage. Hence, we training all staff cutting piece feeding process, now, there are zero coordinator for cutting piece feeding but sewing operators takes the job in their balance time. Manpower has being fully utilized.
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3.4 Production sample process improvement大货板流程改善
此改善活动系由PPC与营业部共同完成。此新流程改变了以往大货板根据生产场地是生产部抑或是板房之情形而由PPC和营业部分别跟进完成。由於不同部门分头作业，其间产生了一些重复的工作且难以保证信息之有效及同步转达。而新流程则由PPC全面负责大货板的跟进工作，虽然PPC的工作负担略有增加，但整个大货板的跟进流程得以简化，结果乃是正面的。
This improve action was achieved by cooperation between PPC and merchandiser department. The new process replaced old method that both PPC and merchandisers follow up production samples according to the work place which was in sewing floor or sample.
As the job partial completed by PPC and partial by merchandiser, the process produces some duplication job but it’s difficult to ensure information conveyed effectively and synchronization. While the new process by PPC has overall responsibility for production samples follow-up, still, it will make PPC workload increased slightly, but the entire following up process was simplified, the result is positive.
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Appendix 1: Examples of IE improve items
附录1: IE改善项目举例
- 後带打枣辅助工具之改善
改善前：平车襟後带两条包剪线，襟完後打枣。
改善後:於打枣车之两侧加度尺钢板用於辅助定位,中间加後带固定小勾,直接打枣而省略了平车工序.
改善前後时间对比如：
改善前，?车襟後带两条包剪线? 工序时间分别为57秒/件。
?打枣4个（普通）?工序时间24秒/件（标准时间）。
改善後，取消?P车禁後带两条包剪线?工序，
?打後带枣4个（不襟线）? 工序时间32秒/件（标准时间）。
节省工时：49秒
参与改善之客单如下表
A5组
LED200684+813+704+810+809+705+814+643+642+703+644+683
75231件
A7组
LED200682
3152件
SEA200274+268
1782件
共计80165件
改善後所获之效益金额：
直接人工成本：49秒*80165件 / 3600秒 *15元/小时=16367.02元
後续翻单或者同类款式均按改善後做工做法,保持持续改善.
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- 虾苏软胸辅助工具改善案
现状：车间生产AVE730480款200209订单虾苏上软胸骨4条时，员工车货难度大，双手拿软胸裁片需调整位置，有浮余动作，效率低，返工率高。
改善对策：於虾苏车之车台位安装辅助铁垫板,将软胸放平後才虾苏，员工做货顺畅，返工率显着减少。
改善图示：
改善效益：
客号：AVE 单号：200209 款号：730480 总数：18000件（A7.A8.B2.B3.B6组）
改善前用时，79秒/件，改善後的时间为50秒/件，节约了29秒/件
改善後所获之效益金额：
直接人工成本：29秒 *18000件 / 3600秒 *15元/小时 =2175元
後续翻单或者同类款式均按改善後做工做法,保持持续改善。
- 单针围里布减少挑平车线做工改善案
现状：於车间生产LED客（861792，820217，870015，870483，861924，862045，870217等款）时，由於物料的原因，无法通过超声波熔接，所以选用平车围里布，之後挑裤线
改善方案：以鐖骨车装单口针将里布容入面布一起车，车完後无需挑裤线。
改善示意图：
改善效益：
客号：LED 单号：200351/ 349/350/800，202210/125/104 款号：861792， 870015，870483，861924，862045，870217 ，870895 ，430210
总数：342000件（A1，A2，A3，A4，A5，A6，A7组,A8组,）
平车围里布74秒/件，挑裤线84秒/件，鐖骨车围里布78秒，节省了挑线工序80秒
改善所获之後效益金额：
直接人工成本：80秒 *342000件 / 3600秒 *15元/小时 =114000元
後续翻单或者同类款式均按改善後做工做法,持续改善。
Productivity and efficiency improvement Thursday, October 14, 2010 Warner
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- 设计辅助工具帮组动作改善案
现状：车间生产TRY订单龛袖口工序时，员工习惯拿於出裁片後直接龛袖口，龛好後整紮货物会比较淩乱，需重新加以整理，此整理工序耗时73S/件。
改善对策：将裁片一头以夹固定後再龛袖口，完成後只需提住夹子之一头即可保证整齐摆放，省去了整理动作，改善後之时间是67S/件。
改善前作业图示：
改善後图示：
改善效益：
客号：TRY 单号：200001+200002+200003+200004 总数：48000件
改善前坎袖口的时间是73S/件，改善後时间是67S/件 ，每件节省了6S
改善後所获之效益金额：
直接人工成本：6秒 *48000件* /3600秒 *15元/小时 =1200元
- 超音波点领作业台辅助工具之改善作者: efwguk 时间: 2012-2-22 12:07
现状：车间生产大货时，TRY客几款点领工序作业之调整动作较多，作业时间偏长。主要原因是布料软，传统作业方法需要一手握超声波，一手持续调整领之平整度方能完成熔接动作。
改善对策：根据软布料的特性和点超声波作业台面需求特点，IE设计了一个合适的长方形玻璃板，长边适用于点大码，短边适用於点小码。作业时，操作者只需将两层领布对位套於玻璃板上，点完一面翻转玻璃点另一面即可完成整个作业，其间无需调整动作。
改善前後作业图示对比：
拿取裁片龛袖口
龛完后整理裁片
用夹子夹住一头
完成後一次提夹整理一次
Productivity and efficiency improvement Thursday, October 14, 2010 Warner
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改善前作业图示 改善後作业图示
改善效益：
本改善可用於TRY客相关点领作业（相关款号：420070//420074等）。
节约时间 = 改善前作业时间 — 改善後作业时间 = 55 — 37 = 18 秒/件
据不完全统计，09年8、9月本款式单量为30038件（数据来源於车缝08年进度表）。
改善後所获之效益金额：
改善总金额 = 18 / 3600 * 15 * 30038 = 2253 元
- 点腰头超音波作业台设计与改善
现状：车间生产大货时，LED客850015等几款超声波点腰头工序时间偏长。主要原因是传统的超音波台不适应点腰头作业，使得作业过程中操作者的调整动作高达十余次。
改善对策：根据对操作者的动作流程分析，改善动作流程、降低作业难度及减少调整次数，以此为出发点，从新设计专用点腰头超音波台，如下图所示：
改善前後作业图示对比：
右桌面可点大块里布
点腰头架可在槽内移动为点大块里布让出作业空间。
固定腰头架的螺钉
Productivity and efficiency improvement Thursday, October 14, 2010 Warner
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改善前作业图示 改善後作业图示
改善效益：本改善可用於所有相关点腰头作业
（相关款号：870015/430210/430162/430174/870488等）。
节约时间 = 改善前作业时间 — 改善後作业时间 = 60 — 33 = 27 秒/件
改善後所获之效益金额：= 27 / 3600 * 15 * 301166 = 33730 元/年
- 虾苏腰头辅助工具之改善
现状：培训组生产大货时，DCN201591款的虾须腰头以白手虾须完成难度较大，生产进度缓慢。员工白手虾须时两手与针脚三点难达成一线，导致止口有大小，接口不齐，返工率达90%。
改善对策：经与培训组长讨论研究，受超音波点腰头架的启发，IE将点腰头支架改装於虾须车上成为虾须腰头支架，并於压脚处贴正对位贴纸，使虾须腰头架两端与压脚贴纸形成三点一线，保证对位准确快捷。
改善图示：
改善效益：客号：DCN 单号：201591 款号：530050 总数：9000件
改善後所获之效益金额：
直接人工成本：（65秒+25秒）*9000件/ 3600秒 *15元/小时 =3375元
完 (The end)
白手对位不准
三点一线保证对位准确作者: ll123456 时间: 2012-2-22 12:07
请问一下，文中所提的《图示》，到底在哪呢？