標(biāo)準(zhǔn)化作業(yè)培訓(xùn)教材

StandardWork/標(biāo)準(zhǔn)化作業(yè)IMICorneliusLearning&InnovationIntroductions/介紹Yourname?/你的名字？Howlonghaveyoubeenwiththecompany?/你來(lái)公司多久了？Whatyoudoandwhere?/你都做些什么工作？在哪做？Whatissomethingthatwewouldn’tknowaboutyouunlessyoutoldus?/有沒(méi)有你不告訴我們，我們就不知道的事情？WhatexperiencehaveyouhadwithKaizen,VisualManagement,ProblemSolvingattheworkplace?有沒(méi)有Kaizen，可視化管理及解決問(wèn)題的現(xiàn)場(chǎng)經(jīng)驗(yàn)？Whatareyourexpectationsofthisworkshop–whatdoyouhopetolearn?對(duì)工廠你有什么期望-你希望學(xué)習(xí)些什么？1WorkshopGroundRules/車間自然工作組規(guī)那么Openhonestanddirectcommunication/開(kāi)誠(chéng)布公的直接的對(duì)話Alwaysaskquestions/總是問(wèn)問(wèn)題Wewilltakethetimetoexplainandgainunderstanding我要要花時(shí)間去解釋和理解Itisveryimportantthattheconceptsarewellunderstoodattheendoftheweek/概念易懂很重要Focusonsession–noblackberries,e-mail,computersoutsideofbreaks/課堂上要集中精力-上課時(shí)間不允許接收機(jī)，收發(fā)郵件及用電腦Weneedtoputintopracticewhatwelearn…Donotconsiderthisclassroomeducation要將所學(xué)用于實(shí)踐…不要僅指著課堂上的學(xué)習(xí)2StandardWork–Agenda

標(biāo)準(zhǔn)化作業(yè)–安排IntroductionAgendaStandardWorkDefinitionandPhilosophyBenefits標(biāo)準(zhǔn)工作收益LeanConcepts精益生產(chǎn)工具3TrainingObjectives/培訓(xùn)目標(biāo)UnderstandtheBasicsofStandardWork.理解標(biāo)準(zhǔn)化的根本概念UnderstandtheToolsofStandardWork.明白標(biāo)準(zhǔn)化的工具ProvedaStructuredandConsistentapproachtoEliminateWaste.提供一個(gè)有體系的持續(xù)的消除浪費(fèi)的方法PrepareforWorkCellImplementationsandTrainingoftheWorkForce.為實(shí)施單元化生產(chǎn)模式及培訓(xùn)員工做準(zhǔn)備4StandardWorkDefinition:標(biāo)準(zhǔn)化定義：APreciseDescriptionofEachWorkActivity,SpecifyingCycleTime,TAKTTime,theWorkSequenceofSpecificTasks,andtheMinimumInventoryorPartsNeededtoConducttheActivity.每一項(xiàng)工作的精確定義，具體到工作周期〔CT〕，工作節(jié)拍〔TT〕，工作順序，最小庫(kù)存量或在制品數(shù)量〔WIP〕等進(jìn)行定義和指導(dǎo).WhatisStandardWork?/什么是標(biāo)準(zhǔn)化工作？5WhatisStandardWork?/標(biāo)準(zhǔn)化作業(yè)是什么？TheBESTandAGREEDUPONcombinationofpeople,machines,andmaterialstodoajobwithMINIMALWASTE.是將人、機(jī)器、材料最好的整合在一起工作，只產(chǎn)生最小的浪費(fèi)CLEAR,accessibledocumentationofthatbestcombination.使整合文件清晰、易懂WorkdoneCONSISTENTLY,guidedbythedocumentation.工作要始終如一的遵循標(biāo)準(zhǔn)文件的規(guī)定AnongoingsearchforBETTERstandardprocesses.持續(xù)的尋找一個(gè)更優(yōu)的標(biāo)準(zhǔn)化程序Improvethe“STATUSQUO〞.改善現(xiàn)狀HelpsESTABLISHthebestandmostreliablemethodsandsequencesforeachprocess.幫助建立每一道工序的最優(yōu)及最可靠的方法和順序。6StandardWorkisNOT:標(biāo)準(zhǔn)化作業(yè)不是：ImpositionofRules強(qiáng)迫接受的規(guī)那么StandardWorkisanAgreeduponsetofWorkProceduresinordertobetheBEST!標(biāo)準(zhǔn)化作業(yè)是經(jīng)協(xié)商后的一系列工作程序，其目的是到達(dá)最好。IncentiveBasedWork基于鼓勵(lì)的工作；ThemoreWork,isnotAlwaystheBetter.ProducewhatisNecessarytoMeettheCurrentNeeds.干的更多，并不總意味著更好。生產(chǎn)必要的產(chǎn)品來(lái)滿足當(dāng)前的需求。DocumentingCurrentProcessthatareOutofControl文件化當(dāng)前超出控制范圍的工藝。工業(yè)化兩個(gè)特征：效率、品質(zhì)的一致性。ExcessiveVariationandInstabilityoftheProcessmustbeEliminatedFIRSTinOrdertoDevelopStandardWork為了開(kāi)展標(biāo)準(zhǔn)化作業(yè)，必需首先消除工藝上過(guò)多的變異及不穩(wěn)定性?！蚕到y(tǒng)性誤差和偶然性誤差〕Philosophy7GoalsofStandardWork:標(biāo)準(zhǔn)化作業(yè)的目標(biāo)CaptureandUsetheBESTMethod.追尋并使用最優(yōu)的方法〔動(dòng)作、順序、制造工藝、行走及物流路線〕BuildQuality,Safety,WorkInProcess(WIP)limitsandProductivityConsiderationsintoProcessSteps.將質(zhì)量、平安、在制品控制、以及生產(chǎn)力因素考慮到程序當(dāng)中去ChangeEasily–ContinuousImprovement.更改的簡(jiǎn)易性-持續(xù)改進(jìn)〔節(jié)拍變、方便進(jìn)一步改進(jìn)，持續(xù)改進(jìn)〕IdentifyareasofWASTEwhichareOpportunitiesforImprovement.通過(guò)標(biāo)準(zhǔn)化作業(yè)過(guò)程，識(shí)別有時(shí)機(jī)改進(jìn)的浪費(fèi)EachstepinaLeanProcessshouldbeDefinedandmustbePerformedRepeatedlyintheSameManner.精益程序的每一步都需要定義，并且必須以同樣的方式重復(fù)執(zhí)行?！矘?biāo)準(zhǔn)化，可執(zhí)行的系統(tǒng)〕MinimizeandControlVariationsinOutputtoImproveQuality通過(guò)最小化產(chǎn)出〔JIT〕并控制過(guò)程變異來(lái)提高質(zhì)量Philosophy8WhatDoesStandardWorkLookLike?

標(biāo)準(zhǔn)化作業(yè)看起來(lái)像什么？OperationMethodsareDocumentedandPostedattheWorkStation.操作方法被記錄并張貼在工作站旁。OperatorsfollowtheSameStepseachtimetheydoWork.每次工作，操作員都遵守同樣的步驟。OperatorsusetheSame,ProperToolsandMachines.操作員使用同一的、適當(dāng)?shù)墓ぞ吆驮O(shè)備。MaterialisStoredintheSamePlaceEveryDay.每天原材料都儲(chǔ)存在同一個(gè)位置。HelpstoSetUpaPointofUseStorageforMaterialsandTools.幫助建立一個(gè)原材料和工具的儲(chǔ)存點(diǎn)?！踩ā砅hilosophy9TraditionalWork傳統(tǒng)作業(yè)ManageSymptoms管理特征〔側(cè)重于人員管理，而非標(biāo)準(zhǔn)化制度化管理〕Reacttofires救火Searchforthings尋找物品Engineersdesignprocesses程序方法由工程師自行設(shè)計(jì)StandardWork標(biāo)準(zhǔn)化作業(yè)SolveProblems解決問(wèn)題〔異常情況處理〕PreventProblems預(yù)防錯(cuò)誤FindThingsEasily更容易找到物品ProcessDesignbyAssociateConsensus程序方法由相關(guān)人員協(xié)商設(shè)定WhatDoesStandardWorkLookLike?

標(biāo)準(zhǔn)化作業(yè)看起來(lái)像什么？Philosophy10WhoGeneratesStandardWork?

誰(shuí)來(lái)制定標(biāo)準(zhǔn)化作業(yè)程序？TheSupervisor/LeaderandManufacturingEngineer/TechnicianMUSTworkwiththeAssociatesofthearea.主管/領(lǐng)導(dǎo)和制造工程師/技師必須與本領(lǐng)域的負(fù)責(zé)人合作。TheCreationoftheDocumentsneedstobeaJointEffortinordertobeEffectiveotherwisetheyareDoomedforFailure.標(biāo)準(zhǔn)化文件的建立需要大家共同的努力以到達(dá)有效果的目的。否那么它們是注定失敗的。Philosophy11BenefitsofStandardWork標(biāo)準(zhǔn)化作業(yè)的好處DocumentationoftheActualProcessandImprovements.記錄〔文件化標(biāo)準(zhǔn)化〕實(shí)際工藝及改進(jìn)ReductioninProcessVariability(iffollowed).減少程序〔工藝〕可變性ImproveProcessStability.改善工藝穩(wěn)定性〔標(biāo)準(zhǔn)化〕EasiertoTrainNew/ExistingOperators容易培訓(xùn)新/老員工。IncreaseinSafetyandQuality.提高平安性和質(zhì)量。BaselineforFurtherImprovements.將來(lái)改進(jìn)的根底。ReduceInventoryandReduceLeadTime.減少庫(kù)存〔WIP〕及提前期。IncreaseProductivity.提高生產(chǎn)力StandardizeManufacturingProcess.標(biāo)準(zhǔn)化制造程序IncreaseCapacityWithoutIncreaseinResources.在不投入資源的前提下提高產(chǎn)能AToolforContinuousImprovement!持續(xù)改進(jìn)的一個(gè)工具Philosophy12StandardWork標(biāo)準(zhǔn)化工作：在相關(guān)人員的參與下，根據(jù)客戶需求定義每一工位的生產(chǎn)節(jié)拍〔TT〕、工作順序、最小庫(kù)存量〔或WIP〕；同時(shí)通過(guò)Layout設(shè)計(jì)、消除工藝變異〔不穩(wěn)定性〕、放錯(cuò)設(shè)計(jì)、5S管理等手段，到達(dá)消除浪費(fèi)，提升效率，提高作業(yè)平安性和產(chǎn)品質(zhì)量的目的。13StandardWork–LeanConcepts標(biāo)準(zhǔn)化作業(yè)-精益的概念SevenWastes七種浪費(fèi)ValueAdded增值ValueStreams價(jià)值流CellandOnePieceFlow單元和單件流BatchLotsversesOnePieceFlow批量vs單件流PushversesPull推動(dòng)vs拉動(dòng)CycleTimeReduction周期時(shí)間的降低CycleTimeversesTaktTime周期時(shí)間vs節(jié)拍時(shí)間VisualManagement可視管理VariationReduction減少變異5Why’s5個(gè)為什么Poka-Yoke防錯(cuò)Kaizen改善14HowDoesStandardWorkRelatetothe7Wastes?標(biāo)準(zhǔn)化作業(yè)與七種浪費(fèi)有怎樣的聯(lián)系ThoseElementsofProductionthatDoNotAddValuetoaProduct,butIncreaseCost.那些要素不會(huì)為產(chǎn)品增值，只會(huì)增加本錢。The7Wastes–TIMWOOD七種浪費(fèi)Travel–Excessivetraveltimewithinorbetweenoperations.運(yùn)輸-生產(chǎn)內(nèi)外的過(guò)多的運(yùn)輸時(shí)間Inventory–Excessiveinventorythatisn’tneeded.庫(kù)存-不必要的過(guò)多的庫(kù)存Motion–Excessivemotionwhenmakingproducts.動(dòng)作-生產(chǎn)產(chǎn)品時(shí)額外的動(dòng)作StandardWork–LeanConcepts標(biāo)準(zhǔn)化作業(yè)-精益的概念StandardWorkisaSetofToolsthatHelpsEliminateWaste.標(biāo)準(zhǔn)化作業(yè)是幫助減少浪費(fèi)的一系列工具15StandardWorkisaSetofToolsthatHelpsEliminateWaste.標(biāo)準(zhǔn)化作業(yè)是幫助減少浪費(fèi)的一系列工具HowDoesStandardWorkRelatetothe7Wastes?標(biāo)準(zhǔn)化作業(yè)與七種浪費(fèi)有怎樣的聯(lián)系Waiting–Excessivewaittime.等待-額外的等待時(shí)間Overproduction–

Makingtoomuchproduct.超產(chǎn)-生產(chǎn)過(guò)多的產(chǎn)品Over-processing–Toomanyoperationstomakeaproduct?過(guò)度加工-制造產(chǎn)品的步驟太多Defects–Productdefectscausingreworkandscrap.缺陷-產(chǎn)品缺陷會(huì)導(dǎo)致返工或者報(bào)廢StandardWork–LeanConcepts標(biāo)準(zhǔn)化作業(yè)-精益的概念16ValueAdded:TransformsRawMaterialandInformationintoPartsorProducts–ForWhichtheCustomerisWillingtoPayfor.增值：將原材料和信息轉(zhuǎn)化為消費(fèi)者愿意購(gòu)置的零件或者產(chǎn)品。Non-ValueAdded:ConsumesResourcesbutDoesNotContributeDirectlytotheProductionofMaterialsorProduct.非增值：消耗資源，但對(duì)原料和產(chǎn)品沒(méi)有直接的奉獻(xiàn)。NonessentialStepsorActivitiesThatIncreaseProcessTimeandAddCostsRatherThanValue不必要的步驟或者活動(dòng)增加了工藝的時(shí)間和本錢，而不是價(jià)值。WeMustThinkFromtheCustomer’sPerspectiveWhenDeterminingValue!當(dāng)決定價(jià)值的時(shí)候我們必須站在消費(fèi)者的角度思考WhatisValueAddedVersesNon-ValueAdded?

增值vs非增值17IdentifyWasteWhenImprovingProcesseswithStandardWork使用標(biāo)準(zhǔn)化作業(yè)方法改善時(shí)識(shí)別浪費(fèi)Page18StandardWork–ValueAddedversesNon-ValueAdded

標(biāo)準(zhǔn)化作業(yè)-增值VS非增值Necessary必要的Unnecessary不必要的ValueAdded增值Non-ValueAdded非增值ContinuousImprovement持續(xù)改進(jìn)EliminateImmediately立即消除EliminateifPossible可能的話消除？？EliminateifPossible可能的話消除PointsoutWasteANDIdentifiesProjectstoReduceWaste/ImprovetheProcess!指出浪費(fèi)和確定工程來(lái)減少浪費(fèi)、改善工藝。WhatisVSM?什么是價(jià)值流程圖？5SVSMWhatisaValueStream?什么是價(jià)值流？Avaluestreamincludesalloftheprocesssteps(bothValueAdded(VA)andNon-ValueAdded(NVA))thatarerequiredtocompleteaproductorservice.價(jià)值流包括為完成一個(gè)產(chǎn)品或效勞所需要的所有程序步驟〔增值和非增值〕WhatisaValueStreamMap(VSM)?什么是價(jià)值流程圖？VSMisamethodthatvisuallyshowsthematerialandinformationflowsthathelpcompletetheproductorservice價(jià)值流程圖通過(guò)將物流和信息流可視化來(lái)幫助完成產(chǎn)品和效勞的一種方法19VSMBenefits價(jià)值流程圖的好處5SVSMDocumentstheFlowoftheCurrentProcess(BothMaterialandInformation).記錄當(dāng)前程序的流動(dòng)狀態(tài)〔材料流和信息流〕GiveUsData/BaselineonInventoryandLead

TimefortheProcess.提供庫(kù)存和訂貨周期的基準(zhǔn)數(shù)據(jù)ProvidesaVisionofWhatWeCanAchieveifWeImplementtheLeanTools.告訴我們?nèi)绻覀儓?zhí)行精益生產(chǎn)后可以得到的結(jié)果GivesUstheRoadmapofWhatWeNeedtoDotoAchievetheVision.FutureState.告訴我們應(yīng)該怎樣做才能到達(dá)目標(biāo)。未來(lái)的狀態(tài)ExpectedResults預(yù)期的結(jié)果ProcessDocumentation工藝文件標(biāo)準(zhǔn)化RoadmapofActivitieswithDatesandTeamLeaders帶有日期和小組領(lǐng)導(dǎo)的活動(dòng)方案PlanforContinuousImprovement!為持續(xù)改進(jìn)做方案20ReceivingAssemblyStoresPaintMachiningShipUseActivityMaps/ProcessFlowchartstoanalyzeexistinglayoutandflow使用活動(dòng)圖/工藝流程圖來(lái)分析當(dāng)前的規(guī)劃和流程。SpaghettiChartstoshowprocessflow面條圖表顯示工藝流程Measurethedistancebetweenoperations.測(cè)量操作崗位之間的距離Doestheflowmakesense?流程有意義么ProblemswithTraditionalLayoutandFlow:傳統(tǒng)規(guī)劃和流程的弊端：PartandOperatorTravel零件和操作員移動(dòng)BatchManufacturing–WaitingTime批量生產(chǎn)-等待時(shí)間SafetyIssues平安問(wèn)題Quality/ReworkProblems質(zhì)量/返工問(wèn)題LongLeadTimes較長(zhǎng)的訂貨周期SignificantWorkInProcess較多的在制品PotentialforOverproduction潛在的生產(chǎn)過(guò)剩BadFlowofPartsandinformation不好的零件和信息流SpaghettiChartProcessFlowDiagramStandardWork:TraditionalLayoutandFlow標(biāo)準(zhǔn)化作業(yè)：傳統(tǒng)規(guī)劃和流程21CellularWorkModulesandOnePieceFlow單元的工作模塊和單件流PromotesflowwithminimalWIP(WorkinProcess)在最小化在制品根底上提升流程Facilitatesworkersstaffingmultiplemachines工人可以操作多種機(jī)器U-shapedcellsU形單元Maximumvisibility最大可見(jiàn)度Minimalwalking最小移動(dòng)Flexiblenumberofworkers工人數(shù)量靈活Facilitatesmonitoringworkenteringandexitingthecell方便監(jiān)測(cè)在制品進(jìn)出單元Workerscanconvenientlycooperatetosmoothflowandaddressproblems工人能方便的合作使流程平穩(wěn)并確定問(wèn)題。ImprovesCommunications改善交流Eliminate7Wastes消除七種浪費(fèi)StandardWork:CellsandOnePieceFlow標(biāo)準(zhǔn)化作業(yè)：?jiǎn)卧蛦渭?2Haveoperatorsandassemblersinspecttheirownwork讓操作員和裝配工檢查自己的工作PracticeJidoka-qualityatthesourceJidoka實(shí)踐-在源頭控制質(zhì)量Maintainandmonitorthecalibrationandsensitivityofmeasurementandtestequipment保持并監(jiān)測(cè)測(cè)量和實(shí)驗(yàn)儀器的刻度和靈敏度Providetrainingonmeasuringandtestequipment提供關(guān)于測(cè)量和實(shí)驗(yàn)儀器的培訓(xùn)。BuildQualityChecksIntotheStandardWorkoftheCell將質(zhì)量檢查建立到單元的標(biāo)準(zhǔn)化作業(yè)過(guò)程中去StandardWork:CellsandOnePieceFlow標(biāo)準(zhǔn)化作業(yè)：?jiǎn)卧蛦渭?36perMin.PushversesPullProduction

推動(dòng)VS拉動(dòng)生產(chǎn)PullProduction–ProducetoCustomerDemand拉動(dòng)生產(chǎn)-按照客戶需求生產(chǎn)Don’tProduce10unitsperminute

whenthecustomerwants6perminute當(dāng)客戶每分鐘只需要6件產(chǎn)品時(shí)時(shí)，不要生產(chǎn)十件產(chǎn)品10Seconds10SecondsPushProductionAllowsOverproduction–UnnecessaryInventory推動(dòng)生產(chǎn)允許生產(chǎn)過(guò)剩-不必要的庫(kù)存StandardWork:LeanConcepts標(biāo)準(zhǔn)化作業(yè)-精益的概念Customer24SignatureExercise簽名練習(xí)StandardWork:LeanConcept–Example標(biāo)準(zhǔn)化作業(yè):精益的概念-例子Breakintoteamsof5–7people.按每組5到7個(gè)人分組Youwillbegiven10products(scrapsofPaper)toproduce.你會(huì)被分配去制造十個(gè)產(chǎn)品〔碎紙機(jī)〕Writeyourfirstandlastnamelegibleontheproductwhenitispassedtoyou.當(dāng)傳到你的時(shí)候，清晰的寫(xiě)下你的名字。Afinishedproductwillhavethesignaturesofallthemembersofyourteam.一個(gè)完成的產(chǎn)品會(huì)有你小組中所有人的簽名OneteamwillproduceusingOne-PieceFlow.一個(gè)小組將會(huì)使用單件流進(jìn)行生產(chǎn)AlltheotherteamswillproduceusingBatchFlow.其他小組將會(huì)使用批量流生產(chǎn)DONOTSTARTPRODUCTIONUNTILTOLDBYINSTRUCTOR講師說(shuō)開(kāi)始之前，不要開(kāi)始生產(chǎn)。25Overproduction過(guò)量生產(chǎn)Computertriggers電腦觸發(fā)Plantschedulingorganization工廠方案組織AnticipatesUsages預(yù)期使用LargeLots大批量HighInventories高庫(kù)存Waste浪費(fèi)ManagementbyFirefighting管理混亂PoorCommunication缺乏交流Customerdrivendemand客戶需求驅(qū)動(dòng)Visualtriggers可視化觸發(fā)Associatesscheduletheplant方案生產(chǎn)ProductionPrecision生產(chǎn)預(yù)測(cè)SmallLots小批量LowInventories低庫(kù)存WasteReduction減少浪費(fèi)ManagementbySight可視化管理BetterCommunication更好的交流StandardWork:LeanConcepts標(biāo)準(zhǔn)化作業(yè):精益的概念26WorkSequenceistheorderofoperationsthatanoperatormustusetoproduceapartwithinTAKTTime(rateofcustomerdemand):grasp,move,hold,remove,delay,etc.工作順序就是生產(chǎn)順序，操作員必須在節(jié)拍時(shí)間內(nèi)按照工作順序生產(chǎn)零件〔顧客需求率〕：拿零件，移動(dòng)，等待，再移動(dòng)等ThesameorderofworkMUSTbedoneeverytime.每次的工作順序必須相同StandardtimesareprovidedforEACHworkelement.每一道工序都有一個(gè)標(biāo)準(zhǔn)工作時(shí)間StandardWork:LeanConcepts–WorkSequence標(biāo)準(zhǔn)化作業(yè)：精益概念-工作順序27Toolsusedare:工具：ProcessCapacityChart–MachineCapacityData.加工能力圖-設(shè)備能力數(shù)據(jù)StandardWorkCombinationSheet–ProvidesElementStandardTimes.標(biāo)準(zhǔn)工作匯總表-提供各工序標(biāo)準(zhǔn)時(shí)間StandardWorkSheet–WorkplaceLayout.標(biāo)準(zhǔn)工作表-工廠布局WorkSequenceisimportantbecauseitdefinestheflow–workcontentandsequence–thatcomponentsgothrough,enablingmanufacturingtomakeproductsthatconformtospecificationstimeaftertime,aftertime…WithMINIMUMWaste!工作順序很重要應(yīng)為它定義了流動(dòng)-工作內(nèi)容和順序-使得我們可以按照規(guī)定的時(shí)間生產(chǎn)產(chǎn)品而沒(méi)有任何浪費(fèi)StandardWork:LeanConcepts–WorkSequence標(biāo)準(zhǔn)化作業(yè)：精益概念-工作順序28TheOrderinWhichanOperatorPerformsManualOperationsIncludingWalkingandWaiting.工作順序是操作員的人工操作時(shí)間包括走路和等待Incoming1243312132OperatorAOperatorCOperatorBWorkSequence12345678910ProcessSequenceOutgoing14StandardWork:WorkSequence標(biāo)準(zhǔn)化工作：工作順序29StandardWork–CycleTimeReduction工作順序-工作周期時(shí)間減少FieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerCycleTimeManufacturingFocusedImprovements生產(chǎn)關(guān)注改進(jìn)TotalValueStreamFocusedImprovements價(jià)值流程圖關(guān)注改進(jìn)30WhatisVisualManagement?什么是可視化管理？VisualManagementprovidesaclearandcommonunderstandingofgoalsandmeasures.Itallowspeopletoaligntheiractionsanddecisionswiththeoverallstrategicdirectionofthecompany.Itisalsoanopenwindowtofactoryperformance,anditprovidesthesameunbiasedinformationtoeveryone,whetherowner,manager,operator,orvisitor.可視化管理提供一個(gè)清晰易懂的目標(biāo)和衡量尺度。它使得人們將自己的行為和決定與公司總體戰(zhàn)略方向保持一致。它也是一個(gè)公司績(jī)效的窗口，它為大家提供一個(gè)公平的信息，不管你是負(fù)責(zé)人，經(jīng)理，操作員或者來(lái)訪者31WhatisVariationReduction?什么是減少變異？5SVariation

ReductionVariationisan“inconsistency〞inanygroupofitemsorprocesses.Afluctuationinprocessoutput,thatissometimescalled“noise〞.Itisthekeycauseofdefects–whetherrelatedtoproducts,transactions,orservices.變異就是不連貫性。產(chǎn)出中的波動(dòng)，有時(shí)被叫做“噪音〞它是引起缺陷的主要因素-不管是否和產(chǎn)品，運(yùn)輸或者效勞相關(guān)Remember:VariationExistsinALLProcesses記住：所有工藝中都存在變異32WhatisVariationReduction?什么是減少變異？5SVariation

ReductionExamplesarethebestwaytodescribeit.Coffeethatiseither“toohot〞or“toocold〞.Apurchaseof3identicalshirtsthatarethesamesize.Yet,oneofthemis“toolarge〞,anotheroneis“toosmall〞,andthelastoneis“justright〞.實(shí)例最容易描述它咖啡不是太熱就是太涼購(gòu)置3件同樣號(hào)碼的襯衫。結(jié)果，一個(gè)“太大〞，一個(gè)“太小〞，另一個(gè)“剛剛好〞Remember:VariationExistsinALLProcesses記?。核泄に囍卸即嬖谧儺?3WhatisVariationReduction?什么是減少變異？5SVariation

ReductionVariationReductionisachievedby:Identifyingthetypeofvariation.Usingasetofestablishedtoolstoreducethevariation.RootCauseAnalysisTools減少變異可以通過(guò)以下途徑：識(shí)別變異的種類使用一套已建立的工具去減少變異根本原因分析Remember:VariationExistsinALLProcesses記住：所有工藝中都存在變異34DefinitionAtoolusedbyasking“5Why’s〞toimplementcorrectiveactionofaproblemandtobesureyouractionswilladdresstheROOTCause.Helpsgetpastthesymptomsofaproblem.定義它是一個(gè)工具，通過(guò)問(wèn)5個(gè)為什么去執(zhí)行問(wèn)題的整改行動(dòng)并確保你的行動(dòng)是解決的根本問(wèn)題幫助你獲取過(guò)去問(wèn)題的征兆Whatare5Why’s?什么是5個(gè)為什么？ThegoalistogettotheROOT

Causeoftheproblem!目標(biāo)是得到問(wèn)題的根本原因！35Procedure:過(guò)程：Whatare5Why’s?什么是5個(gè)為什么？Question“WHY〞aproblemorsituationexists.WHYhasitOccurred?為什么這個(gè)問(wèn)題或現(xiàn)狀存在。為什么會(huì)發(fā)生？WritetheResponsedown.記下答復(fù)Ask“WHY〞thisResponseHappeninaquestionformat.Howdidthishappen?用提問(wèn)的方式接著詢問(wèn)為什么這個(gè)“答案〞會(huì)發(fā)生？4.WritethisResponsedown.記下答案Repeataskingthe“WHY〞inaquestionformatforatleastatotalof5Times.接著以詢問(wèn)的方式問(wèn)問(wèn)題至少問(wèn)5次ThegoalistogettotheROOT

Causeoftheproblem!目標(biāo)是得到問(wèn)題的根本原因！36Whydidyourcarstop?為什么你的車子停下來(lái)？Becauseitranoutofgas.因?yàn)闆](méi)油了Whydiditrunoutofgas?為什么會(huì)沒(méi)油？BecauseIdidn'tbuyanygasonmywaytowork.因?yàn)槲疑习嗟穆飞蠜](méi)加油Whydidn‘tyoubuyanygasthismorning?為什么今天早晨沒(méi)加油？BecauseIdidn‘thaveanymoney.因?yàn)槲覜](méi)錢Whydidn‘tyouhaveanymoney?為什么沒(méi)錢？BecauseIlostitalllastnightinapokergame.因?yàn)槲易蛲硗鎿淇巳斄薟hydidyouloseyourmoneyinlastnight‘spokergame?為什么昨晚玩撲克全輸了？BecauseI‘mnotverygoodat“bluffing〞whenIdon’thaveagoodhand.因?yàn)楫?dāng)我手氣不好的時(shí)候不善于玩“說(shuō)假話〞StandardWork–5Why’sExample標(biāo)準(zhǔn)化作業(yè)-5個(gè)為什么舉例37EliminateDefectsfromtheSource!從根源消除缺陷！WhatisPoka-Yoke?什么是自動(dòng)防錯(cuò)？5SSimple,inexpensive,failsafedevicesorsystemswhichpreventmistakesfrombeingmadeorfrombecomingdefects.簡(jiǎn)單，廉價(jià)，帶故障保護(hù)的設(shè)備或系統(tǒng)，可以預(yù)防錯(cuò)誤及產(chǎn)品缺陷的產(chǎn)生Methodsthathelpoperatorsavoidmistakesintheirworkcausedbychoosingthewrongpart,leavingoutapart,installingapartbackwards,etc.是一種可以幫助操作員防止因選錯(cuò)零件，遺漏零件，反裝零件等而造成錯(cuò)誤的方法。38WhatisPoka-Yoke?什么是自動(dòng)防錯(cuò)？5SMachine設(shè)備Spindle軸Work(spindlemountedincorrectly)工作〔軸錯(cuò)誤的安裝〕Chuck卡住了Work(correct)工作〔正確的〕MistakeProofingThisimprovementpreventsoperatorsfromaccidentallymountingaspindlebackwards次改進(jìn)防止了操作員因反裝軸而造成的損失Beforeimprovement沒(méi)改前EliminateDefectsfromtheSource!從根源消除缺陷！39WhatisaKaizen?什么是改善？5SAKaizenisaneventthattypicallylasts3-5days,cantakeplaceoveranumberofweeks,andischaracterizedas:改善是一項(xiàng)3-5天的活動(dòng)，也可以持續(xù)幾周，可以表述為：Ashortburstofintenseactivityandeffort短期的富有激情的活動(dòng)和努力Multi-functionalteams跨部門成員組成的小組Specificgoals具體的目標(biāo)Workintargetedareas在區(qū)域內(nèi)工作Dailyreviewsofprogress每天回憶進(jìn)展Significantimprovementsinashorttimeperiod短期內(nèi)重大的改進(jìn)TypicalKaizenWeekMondayTuesdayWednesdayThursdayFridayLearnLeanToolsUnderstandProcessCollectDataMakeChangesMakeChangesFinalizeLeaderMeetingLeaderMeetingLeaderMeetingLeaderMeetingTeamReportOut