Implementing a Forklift-Free Program實施叉車-免費計劃
Forklift trucks are expensive to maintain and are a significant source of worker injuries and even deaths each year.叉車都非常昂貴，保持和是一個重要來源工人受傷，甚至死亡，每年。 The high cost of using forklifts in manufacturing, warehousing and logistics environments is pushing an increasing number of businesses to go forklift-free (see our June 11 post).成本高，使用叉車在製造業，倉儲和物流環境，是推動越來越多的企業去叉車-免費（見6月11日我們的後） 。 Going forklift-free can reduce inventory and equipment needs, improve material flow and customer response, increase cycle efficiency and overall productivity, and decrease operating costs.去叉車-自由，可以減少存貨和設備的需求，改善物質流和客戶的反應，增加循環效率和整體生產力，降低營運成本。 At the same time a forklift-free work environment significantly improves plant safety; decreases liability concerns; and markedly decreases worker injuries and associated medical, insurance, disability and lost man-hour costs.在同一時間，叉車-自由的工作環境，大大提高了電廠安全;跌幅責任的關注;顯著跌幅的工人受傷，及相關的醫療，保險，殘疾，喪失了男子小時的費用。
Implementing a forklift-free program can be challenging and will require a coordinated effort by top-level management, all affected departments, and suppliers, say John Neuman and Larry Tyler in American Machinist .實施叉車-免費程序可具有挑戰性的，將需要協調努力，由高層管理，所有受影響的部門，和供應商，例如約翰紐曼和拉里泰勒在美國機械師 。 They emphasize that success will require the ability to maintain “a big picture overview of the project as well as an understanding of how each department and suppliers, both internal and external, will be impacted.”他們強調，成功的將需要的能力，以維持“一個大圖片概述了該項目，以及作為一個了解如何各部門和供應商，無論是內部和外部的，將受到影響” 。
A successful transition to a forklift-free environment begins with a clarification of plan targets and goals and the identification of waste, ergonomic and safety threats. Neuman and Tyler suggest beginning by asking how operations and your supply chain will be impacted by a forklift-free system.一個成功的過渡到一個叉車-自由的環境，開始與澄清的計劃指標和目標，並確定廢物的，符合人體工程學和安全的威脅。紐曼和泰勒建議開始要求如何行動和您的供應鏈將受到影響叉車-免費制度。 Typical project leaders include manufacturing and industrial engineers and material logistics personnel.典型的項目領導人，包括製造業和工業工程師和物質後勤人員。 Input should be gathered from safety teams, production managers, line operators, tug drivers, market supply teams, your purchasing department and suppliers.投入應收集從安全組，生產經理，電話運營商，拖船司機，市場供應隊，您的採購部和供應商。 Good communication, efficient information coordination, and clear assignment of responsibilities are important to success at this stage of the project, warn Neuman and Tyler.良好的溝通，協調，高效的信息，並明確職責的分派是重要的成功，在這一階段的項目，自警，紐曼和泰勒。
Performing a trial run that physically traces each step of operation from the supplier to the receiving dock through assembly and back to the shipping dock allows the implementation team to uncover any potential problems before initiation.表演了試運行的痕跡，即身體的每一步行動，從供應商到接收碼頭，通過大會和返回到貨運碼頭，使執行小組發現任何潛在的問題之前啟動。 Role playing allows each individual who will participate in the new process to experience and try out the actual movements they will need to undertake in a forklift-free production.角色扮演，讓每一個人誰將參加在新的進程的經驗和嘗試的實際變動情況，他們將需要承擔在叉車-免費生產。 The suggestions gained from a physical dry run can provide valuable insight into operational, personnel and supplier issues that must be addressed before full implementation of a forklift-free system.該建議獲得了從物理乾燥的運行可以提供寶貴的洞察業務，人員和供應商的問題必須得到解決之前，全面實施叉車-免費制度。
Obviously, implementing a forklift-free environment in an existing plant presents a significantly greater challenge than in a new or remodeled facility where changes can be incorporated in the planning phase.顯然，實施叉車-自由的環境，在現有的核電廠提出了一種顯著更大的挑戰比在一個新的或改裝的設施，那裡的變化，可以納入在規劃階段。 Neuman and Tyler warn that “existing plant constraints may make the best forklift-free strategy less than optimal.” Aisle widths, conveyor heights, set backs, line space, ceiling height and floor quality are among the challenges that may need to be overcome.紐曼和泰勒警告說， “現有工廠的限制，可能會作出最好的叉車-免費策略少於最優” 。走道寬度，輸送機的高度，設置備份，線空間，樓底高度和地板的質量是其中的挑戰，可能需要加以克服。 Incremental conversion beginning with one or two work cells or a common assembly area may allow for greater success in brownfield operations.增量轉換開始與一個或兩個工作細胞或一個共同的集結區，可允許更大的成功，在棕色的行動。 Despite the added challenges, positive results can be achieved in brownfield operations though initial cost and implementation time may be somewhat greater.儘管補充的挑戰，積極的成果，才能實現在棕色的行動，雖然初期成本和實施時間可能會有點更大。
