Бережливое производство Оптимизация системы кондиционирования серверной с помощью трехмерной термической модели

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2. , ISO 14000OSHAS 18001 3. , : : -: (case-study) - - 4. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 5. . . . . . , .. , . 6. , . . , : , , . . 7. 3- 2010 .2011 . 2012 .1. 2. 3. - 4.1. 2.3. - 4.1. 2.3. - 4. # 1: # 2: # 3 .. 1: 2: , ,, , , ,, , , , 1 4 5 6 2 3.page 7 8. Le Creusot APSYS Wave 6 08-avr-08 APSYS Wave 5 18-juil-07 APSYS Wave 4 16-janv-07Supply Chain (20%) 3,833,352,74 Procurement Planning & CI 3,202,001,80 S&OP4,003,672,67 MPS 4,334,003,00 MRP 4,003,673,67 Procurement Execution 2,832,332,33 Missing Part4,504,003,00 Physical Flow 3,933,763,24 Supply Chain TPSYS Project / Autonomous Team NXX5SProcurement Planning & CI5 DomainsTheme Description N Level 1Level 2 - Study / UnderstandingLevel 3 - Pre-requisites & FirstMenProduction follow-upContinuous ImprovementInitial statusapplications ManagementIndustrial Value Stream MappingM1 No VSM has been performed at site level. VSM has been done by the industrialcommittee, for 1 strategic product family at VSM is deployed for each family of product at site level. Photos andTask sequence follow-up 4 VSM is a methodology to map the flow ofleast (current, future & ideal states) names of the Shift instructions (between shifts)Paper-board value from "customer to suppliers" with the At workshop level, VSM is deployed (current,team members information associated and to define the VA Industrial committee has been trained.future & ideal states). Future states are and NVA times on the global lead time of that consistent with the VSM at site level.Tasks attribution flowActions are identified to go from current state Physical FlowS&OP to future one.For each new project, a VSM has been done to design the flows of new project or VSM has Changing Roles3 been reviewed and updated with new information. Industrial improvement M2 Improvement actions are partially formalized at A detailed action plan at site level is built up to VSM is an input to build the site action plan. Quality Cost Time limits - 1 plansite level. achieve all site objectives (including EHS, 2 productivity, quality, customer satisfaction, Dashboard to follow up performance and CAPEX, etc) progress exists to manage the action plan Multi-skills tableDeliveries per car Site name/ Pilot area Leader/ monthly, at industrial committee level. - : green or red This action plan is available at budget signal regarding validation and updated monthly. A monthly gap analysis between currenttasks achievement) ( Pilot area description (number)/ For most actions, expected savings are forecasted. performance and expected results is done and these gaps are fulfilled with new actions.1 Starting date/ Planned end date/ Absenteism -Missing parts Training and coachingM3 Industrial committee has a basic knowledge Representatives of the industrial committeeSome members of the industrial committee Summary of the task to be done/ about lean manufacturing.are attending the introduction and conclusionhave been participating (full time) to a SWIP follow-up list Some blue collars & support functions haveof each SWIP.within the last 12 months. 0 been trained to Lean principlesThe industrial committee has been trained to 30% of the blue collars & 30% of supportLean principles in the last 2 years. functions have been trained to lean. Post EHS5S training implementation in workshop are done15% of the blue collars & 15% of support EHS cross and Floor Cleaning 5SSelf-evaluation Improvementsfunctions have been trained to lean. Post - accidents follow- marking planning5S follow-up Actual situation/Targeted situation/training-knowledge have been implemented in upFollow up/ CreactionMissing PartMPSthe workshop. - # of workers/ Reactivity M4 Problems are not cascaded, information is not Quality problems and main issues are treated Quality department or production management known, appropriate actions are not undertaken with classical problem solving tools (ie : leads the analysis on the field. PDCA, 5 whys, pareto), in parallel toSupport functions are participating when production life. appropriate. - # of workers per shift/ TMH Prod SYS siteM5 TMH Prod SYS leader (Full time) & Lean TMH Prod SYS leader reports directly to site A dedicated meeting about TMH Prod SYS Committee & plant tourdeployment managers are in place MD.deployment is in place on a weekly basis. - # of working postion/ No formal management meetings about TMHA meeting about Lean The industrial committee is performing a plant Prod. SYS deployment.deployment is in place on a regular basis. tour on a weekly basis for challenging and bringing support to EPU managers. 2) ( Occupied area (sqm)/ Only the industrial committee members have TMH Prod SYS objectives are deployed in individual objectives about TMH Prod SYS individual objectives to all employees Each department has his own action plan for deployment.(Industrial departments).Lean deployment. Stock Level coverage/ Missing part level/ Competencies M6 Organization chart (organigramme) and12 months estimated workload plan ( detailed Multi-Comptetencies matrix is used Management at site levelworkload plan (only for direct people) exist per workload per department) exists, with Critical competencies are identified. department associated hiring plan (for direct + indirectpeople)For each critical competencies perdepartment, headcount is reviewed regularly Quality results/Procurement Execution MRP(using NSS analysis or workload calculationetc) calculation of workload is done.An action plan is built to reduce gaps betweenneeds and available people (training, flexibilitybetween sites, hiring ) Value stream mapping done Yes/ No/ On Going/ Visual management board in place Yes/ No/ On Going/ Standard Indicators in place Yes/ No/ On Going/ Morning meeting in place Yes/ No/ On Going/ 5S standards defined Yes/ No/ On Going/ 5S 5S audits in place (weekly) Yes/ No/ On Going/ ) ( 5S WhereWhenWhat 1 J NUAA RY 2 3 4 FEBRUA5 6 7 8 RY MARC HAPRILMAYJUNE JUNEJ YUL 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 22 23 24 25 26 27 28 29 30DMZMVM 21st J 26th J an. an. Lean & Road Map preparation Lean & Road Map preparation5 6 7 8 9 10 11 12 13 TMH HQ 28th Jan.MVM Road Map part 2 NEVZ 04th Feb.Lean & Road Map preparation TMH HQ 10th Feb.TVZ Road map explanationMVM 11th Feb. Planning meeting TVZ16th Feb.Lean & Road Map preparation TMH HQ 17th Feb.BMZ - Lean & Road Map meeting page 8MVM 18th Feb. TEAM LEAN MEETING # 2 9. - , , , - - , , 10. 21C, 10C (MTTF) 50%! 2.7 , , - 11. 12. 13. 14. . ?100 CPU TYPICAL USAGE RATES MainframeUNIX Win 80 100% 10 520%12% 95%35 HVAC, UPSCPU45% 55%HW30% 70% 5-20% 33 , , ( 6%) , , ... UPS CPU ( ( ( 10%) 3 )( 5 - 20 %) ): , (/ 18, 2007 ) 1 ~30+ HVAC , , 15. 16. 748 340 ( ) 220 PUE = P/P = 2,2 ( ) PUE 1,2 17. 2500000,00P, . 2000000,00 1500000,00 1000000,00 500000,000,00 1 . 2009 . 2 . 2009 . 3 . 2009 . 4 . 2009 . 1 . 2010 . 2 . 2010 . 3 . 2010 . 4 . 2010 . 1 . 2011 . t 18. S=115m ,V=366m , 40% 19. 0,1 20. 1. 21. ( 1) 22. ( 2) 23. ( 3) 24. ASHRAE Uptime Institute, , : - +10 +35 . 10 90% - +18 - +27 . 40 55% : +5.5 DP - +15 DP. 5 C - - 40 +60 . 10 95% : ASHRAE - Thermal Guidelines for DataProcessing Environments URL: http://tc99.ashraetcs.org, Uptime InstituteURL: http://www.uptimeinstitute.com 25. 1. . , . .2. . 39820 /, 16033 /. .3. , , . .4. . , . 26. 27. ( 2) 28. , , . , , . , . , , . , , . , . 800 . . . 29. ! !