5s标准化管理精编版

Standardization 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 化员工参与标准化制造质量缩短制造周期持续改进QualityFeedback/Feed-forwardStandardizedWorkVisualManagementWork-placeOrganizationProblemSolvingContinuousImprovementProcessTotalProductiveMaintenanceScheduledShipping/ReceivingSupplyChainManagementInternalPull/DeliverySimpleProcessFlowTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsTeamConceptPeopleInvolvementOpenCommunicationProcessStandardization标准化Vision/MissionManagementbyTAKTTimeShopFloorManagementQualifiedPeopleProductQualityStandardsQualitySystemManagementLeanDesignofFacilities,Equipment,ToolingandLayoutEarlyMfg.andDesignIntegration(DFM/DFA)SmallLotPackagingControlledExternalTransportationManufacturingProcessValidationIn-ProcessControl&VerificationAndonConceptBusinessPlanDeploymentLevelVehicleOrderSchedulesHealthandSafetyPriorityValuesStandardization标准化Whatisit?是什么？GroupDiscussion小组讨论Standardizationisadynamicprocessbywhichwesetstandardsofterminology,principles,methods,andprocesseswithinourorganization.标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。DefinitionofStandardization标准化的定义Standardization标准化Thepurposeofstandardizationistoreducevariationandstabilize,soastoachieveabasefromwhichtogrowandimprove.标准化的目的是减少变化与维持稳定，在此基础上进步与提高。Standardization标准化PurposeofStandardization标准化的目的Standardization标准化WhyIsStandardizationImportant?为什么标准化很重要？SAFETY安全QUALITY质量COMMONDIRECTION共同方向PRODUCTIVITY产量JDPowers#1WhatHappensWhenWeDoNotHaveGood,ClearStandards???…若没有良好、明晰的标准会怎样？？？Example:2000U.S.PresidentialElections:VariationinVotingMachines&MethodsCausedMajorElectionControversy事例：2000年美国总统大选：投票机器与方式的不一致导致重大选举纷争Standardization标准化“THEWEDGE”TOSTABILIZEBESTPRACTICE“楔子”楔牢最优方法ContinuousImprovement不断改进Change改变WorldClass世界领先水平Standardization标准化AStandardIsTheBestCurrentPracticeBasedOnManyPeople’sExperience&LessonsLearned,so…标准是基于多数人的经验教训得来最优现行方法，所以…DON’TSHORTCUTTHESTANDARD!!!切勿缩短标准！！！BADTHINGSCOULDHAPPEN,ESPECIALLYSAFETY&QUALITYPROBLEMS不良的事故会发生，尤其是安全及质量问题。IFYOUDON’TLIKETHESTANDARD,TRYTOCHANGEIT,BUTNEVERSHORTCUTIT….若你不满意这个标准，试着改变它，切勿走捷径。StandardShortcutWhatHappensWhenWeDoNotFollowStandards???如果不遵照标准会怎样？？？EVERYYEARPEOPLEDIEFROMNOTFOLLOWINGLOCK-OUTPROCEDUREU.SSUBMARINEHITSJAPANESEFISHINGBOAT-SURFACINGPROCEDURENOTFOLLOWEDEXXONVALDEZOILSPILL–CAPTAINDIDNOTFOLLOWSTANDARDSGERMANPLANECRASHESINSWITZERLAND–AIRTRAFFICCONTROLPROCEDURESIGNORED每年都有人死于不遵循关阀规定美国潜艇击沉不遵守海面规定的日本渔船德国忽视空中飞行条例在瑞士坠毁船长不遵循标准导致EXXON瓦尔迪兹石油泄露STANDARDIZATIONEXERCISE标准化练习Thinkofanyexampleinsideoroutsideworkwherestandardsnotbeingfollowedledtoabadsituation想想工作中或其它不遵守标准导致不良事件发生的例子。Discussasateamandreport–Take5minutes小组讨论、汇报-----5分钟AlwaysRememberThePriorities…牢记的重点Safety安全People员工Quality质量Responsiveness响应Cost成本Importance重要ForExample,SometimesWeHaveToSacrificeEfficiencyToAchieveSafety…例如：有时我们必须为了安全而牺牲效率MAKERULE制订条例TEACHRULE讲授条例KEEPRULE遵守条例DOTHERIGHTTHING!!!做合理的事情LEADBYEXAMPLE!!!榜样领导StandardizationOnABroaderScaleLeadstoCommunization更大范围的标准化以达到共有化One“Language”同一语言CommonPrinciples通用原则CommonMethods通用方法CommonProcesses通用程序Standardizationvs.Commonization标准化与共有化IfonefamilymadearecipefortheirKimchi,thenitwouldbeStandardized.如果一个家庭为其泡菜定个菜谱，就是标准化。ButallfamiliesarestilldifferentsowearenotCommonized(sometimescommonisnotappropriate).但是每个家庭做法不一样则没有达到共有化。（有时共同的并非是正确的）ManufacturingProcessValidationIn-ProcessControl&VerificationVisualManagementManagementbyTAKTTimeProblemSolvingContinuousImprovementProcessTotalProductiveMaintenanceLevelVehicleOrderSchedulesSupplyChainManagementTemporaryMaterialStorageHealthandSafetyPriorityPeopleInvolvementValuesVision/MissionShopFloorManagementStandardization标准化EarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutScheduledShipping/ReceivingProductQualityStandardsQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkWork-placeOrganizationAndonConceptBusinessPlanDeploymentControlledExternalTransportationInternalPull/DeliverySimpleProcessFlowSmallLotPackagingFixedPeriodOrderingSystem/OrderPartsQualifiedPeopleTeamConceptOpenCommunicationProcessWorkplaceOrganization工作场地布置WorkplaceOrganization工作场地布置Whatisit?指什么？GroupDiscussion小组讨论WPOMotto:工作场地布置口号“Aplaceforeverythingandeverythinginitsplace”所有工作的场地，所有工作井井有序。WorkplaceOrganization,5S工作场地布置,5SPutordertotheworkplacebymakingStandardsthatallow“out-of-standard”conditionstobevisible!!制定标准使工作场地井井有序，并使非标准的东西暴露出来。WhereisWorkplaceOrganizationImportant?哪些工作场地布置重要？Ontheshopfloor...车间地面...intheoffice!…办公地点Howisworkplaceorganizationdone?怎样布置工作场地？WorkplaceOrganization工作场地布置5S5SelfDiscipline/Cont.Improvement不断改进4Sustain/Maintain维护2Sort/Standardize整顿1Sift/Clear整理3Sweep/Clean清扫/清洁Sift/Clear整理Dividetheneededandnotneededitemsatthejobsite,andquicklyremovetheunneededitems.区分开工作场所中必要和不必要的东西，迅速将不必要的东西清除。AreasofFocus重点区域Tools工具2)Inventory/Storage库存/储存3)Equipment设备KeepneededItems保留必要东西RemoveunneededItems(waste)清除不必要东西（废料）TheMostDifficultthingforustodo…这是最难做到的…1Sift/Clear(정리)RedLabelCampaignSift/Clear整理1Sift/Clear(정리)IfInDoubt–ThrowItOut!毫不犹豫扔掉HammerObsoleteSort/Standardize整顿APlaceforeverything...andeverythinginitsplace所有工作的场地，所有工作井井有序。Thelocationofequipment,toolingandmaterialshouldbeclearlydefined,displayedandmaintained.各种设备、工具、材料明确区分，放置，维护。L850Hose30pcs.SmallBolts小螺栓700pcsMed.Bolts中等螺栓500pc.LargeBolts大螺栓300pcs.L850RubberHose橡胶管2Sort/Standardize(정돈)1Sift/Clear(정리)Sort/Standardize整顿MakeAStandard!制定标准2Sort/Standardize(정돈)1Sift/Clear(정리)3.MarktheLocation标明位置2.DetermineaLocation确定放置地点Sweep/Clean清扫/清洁3Sweep(청소)2Sort(정돈)1Sift(정리)“Sweeping”ischecking!清扫既是检查！CheckSustain/Maintain维护IdentifyTasks确定任务AssignResponsibility划分责任SetTargets设定目标Safety/5SChecksMustBePerformedEverywhereandAtEveryLevelOfTheOrganization!!!安全/5S检查应该人人处处开展！Standardsareworthlessifthereisnosystemtocheck!!如果没有系统检查，标准即毫无用处。ResponsibilityChartKimLeeParkSeoChoTarget:Major5S1/qtr.WhoTask123453Sweep(청소)2Sort(정돈)1Sift(정리)4Sustain(청결)Self-Discipline/ContinuousImprovement自律/不断改进5SelfDiscipline/Cont.Improvement自律/不断改进4Sustain/Maintain维护2Sort/Standardize整顿/标准1Sift/Clear整理3Sweep/Clean清扫/清洁Itiseveryone’sresponsibility!这是每个人的职责！5SEXERCISE5S练习Howwouldyouusethe5Sprocesstoimprovethesituationbelow?你怎样用5S程序来改善下图的情形？UtilizeALL5Ss利用所有5S程序Discussasateamandreport–Take10minutes小组讨论、汇报—10分钟5SEXERCISEINSERTWORKSHEET插入工作 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf AnythingoutsidethestandardisWASTE!!!所有标准外的东西都是浪费！！！WPOisakeymeansofvisualizingandeliminatingwasteWPO是暴露及消除浪费的主要途径Whyworkplaceorganization?为什么要场地布置？Whyworkplaceorganization?为什么要场地布置？Good5SLeadstoGoodSafety!Notrip,sliphazards,etc.做好5S等于安全！就没有跌倒滑倒等的危险。SAFETYQUALITYItemsalwaysinsameplacemeanslesslikelytomakemistakes事物特定放置意味着少犯错误。EFFICIENCYItemsalwaysinsameplacemeanslesswastefulandmorerepeatablemotions事物特定放置就是减少多余重复的动作。ExampleofCabinet5S橱柜5S范例Cabinet“Before5S”5S之前的橱柜Cabinet“After5S”5S后的橱柜Exampleof5SManufacturingProcessValidationQualitySystemManagementIn-ProcessControl&VerificationVisualManagementAndonConceptProblemSolvingContinuousImprovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementSimpleProcessFlowTemporaryMaterialStorageHealthandSafetyPriorityPeopleInvolvementValuesVision/MissionShopFloorManagementStandardization标准化LeanDesignofFacilities,Equipment,ToolingandLayoutEarlyMfg.andDesignIntegration(DFM/DFA)ProductQualityStandardsQualityFeedback/Feed-forwardStandardizedWorkManagementbyTAKTTimeWork-placeOrganizationInternalPull/DeliverySmallLotPackagingFixedPeriodOrderingSystem/OrderPartsQualifiedPeopleTeamConceptOpenCommunicationProcessStandardizedWork标准化工作StandardizedWork标准化工作Thedocumented,currentbestmethodtoSafelyandEfficientlyperformworkthatmeetsthenecessarylevelofQuality.为了达到一定的质量标准，以文件化及最可行的方法来安全有效地开展工作WithoutStandardization没有标准化WithStandardization有了标准化StandardizedWork标准化工作StandardizedWork标准化工作Standardizedworkisusedwhenthereisadefinable,repeatableprocess.当工序明确可重复时，采用标准化工作StandardizedWorkCanBePerformedEverywhere!!!随处都可以开展标准化工作!!!Materials物料Production生产Office办公室Everyonecanperformstandardizedwork!!!每个人都可以进行标准化工作！！！EmployeesShouldBeInvolvedInDevelopingStandardizedWork–TheyKnowTheJobTheBest!!!员工应该加入标准化工作开展—因为他们最了解工艺！！！TeamLeaders班长TeamMembers班组成员GroupLeaders工段长Managers主任Engineers 工程 路基工程安全技术交底工程项目施工成本控制工程量增项单年度零星工程技术标正投影法基本原理 师Standardization标准化Improvement改进StandardizedWork(标准化工作)StandardizedWorkIsABaselineforContinuousImprovement!!!标准化工作是不断改进的基线！！！Standardization标准化Standardization标准化Standardization标准化Improvement改进Improvement改进EachIndividualHasGoodIdeas–IfWeDoNotDocumentTheBestMethodsThenWeAreNotFullyUtilizingTheTeam’sBrainpowerandWeWillNeverImproveOrWeMayActuallyGetWorse!!!每个人都有好主意—如果我们不把最好方法文件化，则不可能充分利用团队的智能，不但不能取得进步，甚至会越来越糟糕！SAFETY,QUALITY,EFFICIENCY安全、质量、效率WouldYouWantToGetIntoAPlaneWhereTheCrewDidNotExactlyFollowAStandardizedCheckProcess???–EvenThoughTheyHavePerformedItHundredsOfTimes!!!你会不会乘坐乘务员不履行标准检查程序的检查的飞机？？----即使他们重复操作过无数遍。CheckFuel(检查汽油)CheckTires(检查轮胎)CheckInstruments(检查仪表盘)ContinuousImprovementStandardizationThereIsaRealBalanceBetweenStandardizationandContinuousImprovement.标准化与不断改进之间有个天平。WeMustControlTheBalancetoBeSureThatWeAreNeithertoStrictWithStandardization,NorTooFlexible.我们必须控制这个天平以确保既不要死守也不要脱离标准化BUT…LegoExerciseStandardizedWorkBasicsWHYWhatwillhappenifstandardisnotfollowed若不遵守标准会怎样？Whyisitimportant?为什么重要WHATWhattodo?做什么WorkElementsWithTimesvs.Takt工作要素时间与生产节拍HOWHowtodoit?怎样做WorkSequence/Diagram工作次序/图表KeyPointsForSafety&Efficiency安全&效率要点QualityPoints&Checks质量要点与检查点CycleTime001LActualTaktTime5”4”3”2”1”TimeStandardizedWorkBasicsMakeWasteVisible!!!暴露浪费！！！WorkFlowDiagram工作流程表TimeChart时间表WasteofMotion!动作浪费Non-ValueAdded!非增殖时间ValueAdded增殖时间WaitTime!等待时间ProvidesanoverviewoftheelementsandtheirtimesinthecorrectsequenceforonejobIdentifiesimportantkeypointsusingsymbolsEnsuresstandardacrossshiftsviasign-offDocumentschangestotheStandardizedWorkDocumentsworklocationVisualizesworkermovementviasketch.SymbolMOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:SElementNameysWorkmtelementbeRegisteredHandwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignatureVisualizesA.T.T.Vs.CycleTimesofthejobviatheCycleTimeChartElementsOfGoodStandardizedWork(좋은표준작업의요소)SymbolMOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:SElementNameysWorkmtelementbeRegisteredHandwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageTotalReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignatureElementsOfGoodStandardizedWork标准化工作要素정확한작업순서및시간을요소작업으로기재한다.기호를사용한주요키포인트식별감독자확인란(Shift별감독자확인)표준작업변경이력기입작업위치표시작업자동선표기싸이클타임차트(실제택타임대비작업자싸이클타임도식)Useasbasisfortraining&ProblemSolving作为 培训 焊锡培训资料ppt免费下载焊接培训教程 ppt 下载特设培训下载班长管理培训下载培训时间表下载 问题解决的基点Mustsupporttheuser&bepostedvisually有利于操作者或张贴到明显处Userinvolvedindevelopment操作者参加改进AlwaysrespectStd.Workofothers尊重他人的标准化工作PerformregularchecksofStd.Work定时检查标准化工作FinalNotesonStandardizedWork标准化工作后注FinalNotesonStandardizedWork标准化工作后注TheTrueTestofGoodStandardizedWorkisWhenSomeoneDoesNotCometoWorkandtheJobStillGetsDoneSafely,EfficientlyandwithQuality真正经得检验的标准化工作是当有人缺席时仍能安全、有效、高质地完成工作WhatDoIDo?QualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementWork-placeOrganizationAndonConceptProblemSolvingBusinessPlanDeploymentTotalProductiveMaintenanceScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityTeamConceptValuesVision/MissionShopFloorManagementStandardization标准化EarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutControlledExternalTransportationContinuousImprovementProcessManufacturingProcessValidationProductQualityStandardsManagementbyTAKTTimeSmallLotPackagingQualifiedPeoplePeopleInvolvementOpenCommunicationProcessManagementbyTAKTTime生产节拍管理TaktTime=Numberofvehiclesrequiredpertimeperiod此阶段需要生产台数Weekly周Monthly月Yearly年TaktTimeisConstant!TAKTTIME是不变的！TaktTime:Determinesthespeedoftheline决定流水线速度Thetimeavailabletoproduceacomponentorsingleunit.生产一个部件或一辆车的时间Determinedbythenumberofvehiclesrequiredbytheendofeachdaytomeettheproductiontarget.由需要达到的每日生产目标的车辆数决定OperationalTimePerPeriod某阶段生产时间ManagementByTaktTimeTaktTime管理ILoveLucyVideoPartII루시비디오ILoveLucy(StartvideoatChocolateAssemblyLine)录象从巧克力的生产线开始ILoveLucyVideoPartIIGroupDiscussion小组讨论WhatGMSStandardizationPrincipleconceptsdidwe(not)seeinthevideo?在录象看到或没看到哪些GMS的标准化原则Discussasanopenforum–notbyteams论坛讨论—非小组讨论ILoveLucyVideoDiscussionWhatdidweseeinthevideo:从录象可我们看到：LackofStandardizedWork:缺乏标准化工作Nodocumentedstandardizedworkonjob车上没有标准文件化Nostandardizedworktouseasbasisfortraining没有标准化工作作为培训基础Noqualitystandardforcompletedchocolate巧克力做完后没有质量标准LackOfManagementByTaktTime:缺乏生产节拍管理TaktTimearbitrarilychanged主观改变生产节拍NocommunicationorplanningofTaktTimechange生产节拍改变没有协商或计划Novisualindicationofworkstationbeginningandend从头到尾都没有工位的目视化标识Others:NowaytocallforhelpNowaytostoplineorpreventdefectsfromleavingstationILoveLucyExampleofUnleanChocolateFactory不精益的巧克力工厂例子TakttimesloweddownTAKTTIME减慢Cycletimenotadjustedtothetakttime周期时间与TAKTTIME不符CycleTimeLucyEthelActualTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeManagementByTaktTimeTaktTime에의한관리WaitTime!等待时间WaitTime!等待时间ExampleofUnleanChocolateFactory不精益的巧克力工厂TaktTimeArbitrarilySpeedUpTAKTTIME随意加快CycleTimeNotAdjustedtoTaktTime周期时间与TAKTTIME不符CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeOverburden!!负载过重ManagementByTaktTimeTaktTime管理ManagementByTaktTimeTaktTime管理WhenTaktTimeChangesArbitrarily-Safety,Quality&EfficiencySuffer!TAKTTIME随意改变—安全、质量、效率就会出问题JustthinkofpoorLucy!!StandardizationIsImpossibleWithoutConstantTaktTime若没有恒定的生产节拍，标准化则无法实现TaktTimeChangesMustBeCommunicated&Planned!!!TaktTime的改变必须经过协商或计划!!!ExampleofLeanChocolateFactory精益的巧克力工厂TaktTimeIsConstant,BasedonDemandTAKTTIME基于需求恒定CycleTimeIsAdjustedtoTaktTime周期时间与TAKTTIME一致CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TaktTimebasedondemandTAKTTIME根据需求TimeManagementByTaktTimeTaktTime管理8hoursx60minutes8小时x60分100UnitsScheduled100辆计划480mins-47mins.Breaks480分–47分(休息)=4.33mins.4.33分100Units100辆“OPTIMUM”TAKTTIMEx1.07DowntimeLoss1.07停线损失=107UnitsNeededCapacity107辆产量107Units107台433minutes433分钟=4.04mins.4.04分钟ACTUALTAKTTIME(实际费时)OFWASTE107CAPACITY107产量-100UnitsREQUIRED需求100辆=7UNITS7辆浪费=PLANTLOSS(工厂损失)TheEffectsofWaste(Downtime)“OPTIMAL”TAKTTIME最佳节拍7%OVERSPEED(DowntimeLoss)ACTUALTAKTTIME实际节拍CycleTime433100=4.33433-30100=4.04AndonStops:OperatorOverburdenQualityIssuesOtherProcessIssues(5%)Machine&EquipmentDowntime(2%)+TheEffectsofWaste(Downtime)浪费后果（停线）PointA(FPS)PointB(FPS)PointC(FPS)StartStd.Workatmatchedreferencepoints与控制点一致FinishStd.Workatwhenreferencepointsmatchedatnextstation与下一工位控点一致UsetheFPSAsaReferencePointtoMeasuretheTaktTime用定点停作为测量节拍的控制点ThinkoftheFPSas“thebeginningofStandardizedWork”intermsofTIME---the“startofthestopwatch”在时间上定点停为“标准化工作的起点”—秒表的开始PurposeofFixedPositionStop(FPS)定点停目的ManufacturingProcessValidationQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkWork-placeOrganizationProblemSolvingContinuousImprovementProcessTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityPeopleInvolvementValuesVision/MissionShopFloorManagementStandardization标准化EarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutProductQualityStandardsVisualManagementManagementbyTAKTTimeAndonConceptBusinessPlanDeploymentSmallLotPackagingQualifiedPeopleTeamConceptOpenCommunicationProcessVisualManagement目视化管理Aprocessinwhichstandardsandactualconditionbecomequicklyvisualintheworkplace.标准与实际情况在工作场所视觉化的程序VisualManagement目视化管理DefinitionofVisualManagement目视化管理的定义VisualManagementKeyConcepts目视化管理主要概念MAKESTANDARD&OUTOFSTANDARDCONDITIONSCLEAR&VISIBLE!使标准及非标准明晰及可视化xxVisualManagementKeyConcepts目视化管理主要概念STATUSATAGLANCE一目了然的状态GUIDELINE–SHOULDNOTTAKEMORETHANONESECONDTOGRASPANYSITUATION!方针—不超过一秒钟了解情况VisualManagementKeyConcepts目视化管理主要概念CommunicateInformationtoDriveQuickDecisionsforAction!互通信息迅速下决定采取行动WearPPE!Problem!I’mOK!WalkHere!OnTarget!I’montime!VisualManagement目视化管理MaketheShopFloorTalktoYou!使车间也会说话보호장비착용문제보행로“APictureIsWorthAThousandWords.”“百闻不如一见”Visualization vs. VisualManagement目视化与目视管理NiceCharts!Verypretty!BeCarefulOfVisualization注意目视化图表真美观！是的这个信息说明有问题了Pretty…好看Useful…有用Thisinformationistellingmewehavesomeproblems!123910115463130282923242516171878131920262714152122ClearOutOfStandardConditions突出异常情况12TRIM112345SAFETY安全QUALITY,RESPONSIVENESS质量，响应XStatusAtAGlance-ExamplesCommunicateInformation-ExamplesShowphotosofnormal“Walk–Don’tWalk”lightversusStackLighttoshowhowmuchtimeisleft用图片指示常见“行走—禁走”灯与一堆灯表示剩下多少时间对比FPSFPSReorder@9pcs25-02-023L25-02-023LWorkstationAddressSignLabelLabelLabelLabelLabelLabelLabelLabelGreen"Start"MarkRed"Finish"MarkBestPeoplePracticesProductAssemblyDocumentKeyPointChartManifestRequiredPersonalProtectiveEquipmentOperationCertificationSign-OffFixedPositionStopOrangeMark12894598OperationCertificationBoardLabelforeachpartFootprintallItemswithYellowTapeMakeStandardsVisual–Examples让标准目视化-例子ISP/MSSLabelEPSPendantLabel悬挂标签DunnageReturnShelfYellow75%Mark1289459812894598128945981289459812894598128945981289459812894598FPSFPS재지시悬挂标签25-02-023L25-02-023LLabelLabelLabelLabelLabelLabelLabelLabel绿色“起点”红色“终点”BestPeoplePracticesProductAssemblyDocumentKeyPointChartManifestRequiredPersonalProtectiveEquipmentOperationCertificationSign-Off定点停12894598操作看板零件标签黄色固定所有物体MakeStandardsVisual–Examples标准目视化-例子悬挂标签ISP/MSSLabel공정주소DunnageReturnShelf黄色“75%”完成1289459812894598128945981289459812894598128945981289459812894598VISUALMANAGEMENTEXERCISE目视化管理练习Whatiswrongwiththispicture?下图有何不妥？GroupDiscussion小组讨论NoWalkPath无步行道ContainersTooHigh箱子堆砌过高DriverCannotSee司机看不见前方VISUALMANAGEMENTEXERCISE目视化管理练习MakeaStandard制定标准GainConsensusOnStandard对标准取得一致同意MakeStandardandOutOfStandardConditionsClear&Visible使标准及非标准明晰可视化Teach&CommunicateStandard讲授与交流标准MakeaProcesstoRegularlyCheckStandardisBeingMaintained定期检查标准以遵循标准FINALNOTEONSTANDARDIZATIONHOWTOMAKEASTANDARD:怎样制定一个标准1)MAKERULE制定标准2)TEACHRULE讲授标准3)KEEPRULE遵循标准HowdoesStandardizationapplytootherGMSPrinciples?Built-In-Quality:ReducesvariationattheoperationDocumentskeyqualitychecks/operationsSupportsproblemsolvingPeopleInvolvement:Documentssafest&mostergonomicworksequenceSupportsteammembertraining&flexibilityInvolvesteammembersindeveloping,maintainingandimprovingstandardizedworkShortLeadTimeDocumentsbestworksequence&processesDocumentsrequiredin-processstocksDocumentationenablesContinuousImprovementtoreducethetimeofoperationsandeliminatewasteContinuousImprovement:DocumentedcurrentbestpracticesarethestartingpointforimprovementSupportsstabilityMakeswastevisible标准化怎样应用于其他GMS原则上制造质量:减少操作的