生产准备流程3P

规划品质,预防浪费3P-生产准备流程ProductionPreparationProcess最佳质量的产品符合需要的量 准确的时间 (节拍T/T)适当的成本受上述因素影响因产品而异 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 优质产品及制造过程的流程典范QDT Asyoureadtheaboveslide,understandthateverystepintheabovedefinitionisimportant. Theobjectiveof3Pisnotjusttodesignproductsandequipment.Ourgoalshouldbetodesignaqualityproductthatcanbemanufacturedattherequireddemandvolumeandatthecorrecttiming(JIT)withsimple,lowcostprocesses. Toachieveourgoal,wemustconsiderthemanufacturingoftheproductduringitsdesignstages.Ifwedonot,thewewillreverttothewayinwhichwehavealwaysmanufacturedit.Thisindicatesthat3Pshouldbeginpriortofinalizingtheproductdesign.Whilesomeinitialconceptanddesignmayberequired,wemustremainflexibleonthefinalpartdesign.Forafterall,itmakeslittlesensetodesignaproductthatisdifficulttoproduce. PleasenotethatCOSTisnotoneofouroriginalconsiderations.Asaby-productoftheotherfactors,PROPERCOSTwillbeachievedasweimprovetheotherfactors.Tothatend,itshouldbenotedthateventalkingaboutCOSTduringa3Peventshouldbeavoidedsinceitwillultimatelydirectyoudownthewrongpath.Yourcannotbuildaprocessbymerelyhavingknowledge...Youmustbeabletobepartofthedesign.Theextentofyourinvolvementinthe3Pprocesswillinfluencehowwelltheproductorprocessisdesigned.”-SenseiNakao以品质内置为目标进行联接组织流程检查系统物流 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 作业设备夹具机器物料工具生产准备流程 TounderstandthemeaningofanappropriateProductionSystem...wemustunderstandhowsuchaProductionSystemisconstructed. TheLeanProductionSystemconsistsofphysicalitemsandthedefinedprocessesrequiredtoproduceourproducts.Thisisanalogoustothehardwareandsoftwareofacomputer.Youmayhavepurchasedtheverybesthardware,(equipment,tooling,etc.)intheworldbutifthesoftware,(methods,processes,etc..)arenotacceptable,thenresultswillbelessthandesired. Alloftheitemslistedshouldbeabletobedevelopedandaccomplished...in-house.RelyingonoutsidetoolingandequipmentmanufacturerstodothethinkinganddoingforLeanisNOTacourseweshouldcontinuetofollow. Havingothersdesigntheirprocessesisamistakemanycompaniesmakeastheyattempttobecomeworldclasscompetitors.Youcannotsuccessfullybuyyourwaytowards“worldclass”byjustpurchasingthelatesttechnology.Pleaseread;“TheMachineThatChangedtheWorld”,byWomack,JonesandRoos,foragreatexampleofthetruthinthisstatement. Ofcourse,thetoolingandequipmentinusemustbehighlycapableorstandardworkisnotpossible.Andbyhavingthehardwareandsoftwareworktogetherinunison,muchmoreisachievable.Tothisend,boththeMemberandthe3PProcessarecriticalinlinkingthehardwareandsoftwareofourproductionsystem.ThroughMemberinvolvementinthedesignofboththeproduct,process,toolingandequipmentrequiredtocarryoutthatprocess;Leanisbuildinginquality.我们的产品我们的流程单件流节拍时间U-型线着-着线自働化自动送出简单/灵活防错消除浪费人机工程拉动系统“清晰的”流动适当的外形便于装配生产准备流程 Thedrivingforcebehindour3PeffortsshouldbeincorporationoftheelementsofRapidContinuousImprovement(Kaizen)andtheLeanProductionSystemintothedesignofbothourproductsandprocesses.UnlikeKAIZENwhichisanevolutionaryprocess,3Pmustberevolutionary.TheJapanesetermforthisrevolutionaryeffortis“KAIKAKU.” Byperforming3P,ourprocessesandthemachinesthatassistitwillberight-sizedandveryflexible.Theywillbeproperlydesignedtofitintoachaku-chakulinebecausetheyweredesignedtobe.Currentmachineswhicharelargeanddonotpossessearmarksofa3Pbuiltprocessmakeitmoredifficulttovisualizeandachievechaku-chakuproduction. Itisimportanttonotethatthesemachinedesignswillnotbeavailableintheworldoutsideofourcompany.Why?Becausetheconceptsanddesignsremainknownonlytoourteammembers.Also,theyarespecificallyadaptedtotheproductdesignandtheLeanProductionSystemandnotpurchasedbutdevelopedandbuiltin-house. ThisiswhyyouoftenhearthetermsMOONSHINEorSKUNKWORKSassociatedwithproduct/processdevelopmentalongtheselines.Inbothcasesyouwillwanttokeeptheactivitiesoftheseareashighlysecretive.Notonlyfromourcompetitors...butevenfromsomeofourownmembers...untilthetimeisright.Becausewithoutanunderstandingofthe3Pprocessandhowitdiffersfromthetraditionalapproachestoproduct/machinedesign,manyoftheactivitiesanddevelopmentsmaycometobeharshlyquestioned. Theabovestatementisbecausetobetrulycreative,wemustoftenstepwelloutsidetheBOXandventureintothingsthatmightappeartrulyridiculoustotheuntrainedobserver.Whatmightappeartobewasteful,childishactivitieswillultimatelyleadtobreakthroughsinproductorprocessdesign.开发完美(PERFFECT)的设计及流程本行业的超强竞争(COMPETITIVE)武器实现快速（RAPID）持续改善生产准备流程 Byusing3Ptoimproveproductdesign(foreaseofmanufacturing)andproductionprocesses,wecancontinuetoenhanceflowproductionwithinourplants. ThreePisahighlycompetitiveweapon.Anycurrenttechnologythatis“plugandplay”or“readytouse”canalsobepurchasedbyourcompetition....thusnogainoradvantageincompetitiveness.However,thoseitemsdevelopedin3Pwhichfocusdirectlyontheproduct/processandassurequalitywilldoabetterjobofdeliveringcompellingvalueatasubstantialsavingofcapitalinvestment.Wemuststayabreastofthelatesttechnology,wemustdosoatalevelthatwecanbuildintoourdesignsandnotbuyitaspartofapackagedpurchasedmachine.DOYOUimaginethatourequipmentvendorskeepallthoseinnovativeideasusedonourmachineslockedinafilingcabinet?Thinkagain! ThreePalsopromotescontinuousimprovement.Why?Becausethepeoplewhodesign,evaluate,testandbuildtheproductsandprocessesarethesameoneswhoreallyunderstandtheproductsandprocesses.Theyaretheoperators,supervisors,skilledtradespersons,engineers,etc.fromourcompany...notfromanoutsidevendor.ThesearethepeoplewhoMUSTbepartoftheThreePprocess. The3Pprocessmustbeactivelypracticedandpromoted.Ifwedonotkeepthe3Peffortspushingforwardtheywillrecedeandwithitourcompetitiveadvantages.时间进步改善–进化型转变 突破–功能性转变为达至卓越,我们必须两者都做!3P改善均衡化&物流仅实行改善不能把我们带到想达到的目标愿景突破生产准备流程改善突破 Kaizenalonemaynotgetustowherewewanttogo. AssuringthatwewillachievethelevelofimprovementrequiredtoremaincompetitiverequiresmorethanourcurrentlevelofRapidContinuousImprovement(kaizen).SupplementingLeaneffortsshouldbeelementsofradicalorrevolutionarychangeknownas“kaikaku.”Kaikakuwilltakeustoanewlevelofimprovementpotential. Lookingatthepictureabove,ourimprovementeffortsovertimeshouldproceedtowardsourvisionofaWorldClassManufacturer.Withoutaperiodic“kaikaku”improvementeffort,oureffortsatcontinuousimprovementmaynotbesufficient.Withkaizenalone,wemayevenbegintoregressandbeforcedtorecapturemuchofthesameground. Radicalorrevolutionarychangetakesusbeyondwhatwecanvisualizetoday.Evenexperiencedkaizenersoftenencountercloudsblockingtheirviewofthevision.Wemustfindawaytomovebeyondthiscloudswhereopportunitiesforcontinuousimprovementareagaineasilyunderstoodandactedupon.Thisiswhat3Pwilldoforus. Steppingthroughthesecloudsisoftenseenasrisky.Theviewisfoggyandthepathwaysteep.Infact,lessthan10%ofpeoplewillbewillingtoparticipateanyradicalchange.Butitisonlythroughthisradicalchange(kaikaku)ofwhich3Pisapart,canwemovetonextlevelwherekaizenmaybeginagain...withanewperspective. Theradicalchangeisnecessarybecauseitisoftenverydifficulttovisualizewherecontinuousimprovementeffortsshouldleaduntilwereachthenewplateau,beyondthecloudsofuncertainty.Onlybydoingthiswecanrenewourkaizenenthusiasmwithnewdirectionandvigor.新品研发生产准备流程生产准备流程工艺改善需求变化设计变更 Therearekeyopportunitieswhen3Pshouldbeapplied.Theyareaslisted. Ifincreasesindemanddictatethatweincreasecapacity,wemustavoidthetendencytocloneourcurrentprocess.Why?BecausethatwouldnotbeContinuousImprovement...thatismerelymaintainingthestatusquowithperhapssomeBand-Aidsaddedformistakeswemadethelasttimeweclonedalineormachine.Thismethodisoftenusedbecauseitistheeasiestroutetotake...especiallyiftimeconstraintsburdenus.Italsoisperceivedasthesafestrouteonlybecausewehavegonethatwaybefore. Newproductintroductionsalsogiveustheopportunitytoapplythe3Pprocess.Ourproductdesignsshouldexhibitaneaseofmanufacturability.Toensurethatoccurs,manufacturingmustgetinvolvedinthedesignprocessveryearlyinthegamesothatchangesormodificationstoproductdesigncanbeeasilymade.Thistranslatesintoeasiertodesignandlesscostlytoproduceproducts. Youasacustomerofanythingalwaysliketohavethenewandimprovedversion.Thesameshouldholdtrueforthecustomersofourproducts.The3Pprocessgivesusanopportunitytolookatproductdesignchangesinanewlight.WherebeforewesawECRsorotherdesignchangerequestsascostlyandtimeconsuming;with3P,wecanviewthemasanopportunityforimprovingtheproduct’svaluetothecustomerandasanopportunitytoimproveourmanufacturability. “新设计及生产的准时交付-JIT” “符合客户需求高度灵活及适用的流程” D–需求 “在生产流程中植入合适的品质” Q–品质 T–时间如果我们一直专注于以上因素,“适当的成本”即可实现.生产准备流程 Itistheresponsibilityofthemanufacturertomakewhateverthecustomerwants,withhighquality,inthecorrectquantityandontime.Thismeansbeingabletorespondtoavarietyofproducts,veryquickly. Howdoes3Pfitintoouroverallimprovementstrategy?Bycontributingsignificantlytothe“value”equation. QUALITY-Itisimperativetoinsure“qualityatthesource”;andthebestwaytoaccomplishthatisbybuildingqualityintotheprocess. DEMANDQUANTITY-Havingtheabilitytoproducethecorrectamountofwhatisdemandedbythecustomer.Toaccomplishthisend,weamusthaveprocessesthatcanbeeasilyadaptedtomeetchangingcustomerdemands. TIMING-Noneoftheabovehaveanymeaningunlesstheproductisdeliveredtothecustomer,ontime.Thisappliesequallytonewproductintroductions.Ensuringthatnewproductsmeet“tomarket”datesraisesourlevelofcompetitiveness. Forustoremainprofitable,wemustcontinuallyreducecostsandnotincreaseprices.Thebestwaytodothisisbyfocusinguponthesethreefactors;quality,demandquantityandtimingandNOTspecificallyoncost.Doyourbestattheotherthreeandcostwillbereducedandthepropercostachieved. Atnotimeduringthe3Peventshouldweusecostasadecidingfactorastowhichdirectionweshouldpursue.Todosowillcauseustodothewrongthings. “Theonlythingthatengineersshouldknowaboutcostisthatitshouldbelowered.” -SenseiNakao生产准备流程 Asproductiondemandforourproductsincrease,wearefacedwiththerealityofincreasingitsproductioncapacity.Usuallythisbeginsmonthsaheadofthecapacityconstraintduetotheneedforfinancialandequipmentacquisition.However,whenitisfinallyimplementeditexplodesupontheproductiondepartment. Thetraditionalwayofincreasingcapacitywasthroughtheadditionofanotherproductionlineorevenaplant.Thiscreatedgiantstepwisejumpsintheavailableproductioncapacityalmostlikeitwasshotfromacannon.Eventhoughwemaynotfullystaffthenewlines,theimpactofthecapitalinvested,thephysicalsizeoftheequipmentandthecosttomaintainitheavilytaxesourbottomline. Considertheanalogyofluggage.Ifweusenothingbutsteamertrunksduringourtravels,wemightbeokay(eventhoughitmaynotbefull).Thisisuntilwefindthatnothingmorecanbeplacedintothetrunk.Atthatpointwerushourandpurchaseasecondtrunkorperhapsreplacetheexistingwithabiggerone.Ineithercase,weareleftwithconsiderableunusedcapacity(trunkspace).Andwhatifwewerejustgoingonanovernighter?Doesn’tthelargenessofthesteamertrunkappeartobeawaste? Nowwhatifthatsteamertrunkwasalargeproductionlineorfacility? 05000100001500020000250003000035000JFMAMJJASONDJFMAMJJASOND需求能力过剩产能浪费增加小箱子取代“超大箱”加取消现有产能生产准备流程加加加 Insteadofthinkingbig,expensiveequipmentwhichcontributestoasizablecapacityincrease;wemustthinksmall. Thismeansadjustingcapacityrequirementstowithinproximityofthedemand.Toaccomplishthiswillrequireequipmentthatallowssmallincrementscapacitymodificationsbaseduponchangesinthedemandcurve.Keepingthesefactorsclosetogetherwillminimizethelosscausebyovercapacity. Toheadinthisdirectionrequiresustochallengethe“bigisbetter”philosophyregardingequipmentandlearntomakesmalleradditivetypesmachines. WemuststarttoreplaceTHESEwordswiththefollowing BIGGER right-sized FASTER slower(justwithintheTAKTtime) EXPEN$IVE lowcostequipment(builtin-house) WIDER narrower(frontages) SYSTEM singlefunctionmachines OPERATORCheck assuredqualitythroughpoke-yoke 1OPERATOR/1MACHINE Multi-processoperator“Makeaprocess….donotmakeequipment”实现生产的传统思维路径1.定制设备2.定制工具3.设计布局/流动4.投产生产准备流程 Expandingcapacitybycloningexistinglinesstagnatesourthinkingon“howto”createaproductionline.Usingtheoldwayofthinking,weoftenfirstbeganbymakingalistofalltheequipmentthatwouldberequiredforournewline.Wheredidtheknowledgetodothiscomefrom???Fromthestatusquo,ourcurrentwayofthinking.Afterall,thiswastheeasiestandsafestroutetotakesincewehavebeenthiswaybefore. Oncethemachinerylistwascompletedtoolingbecamethenextfocus.Whatarewegoingtoputintothesemachines?Insomeinstancesthetoolingcamefirstbutineithercaseitwaswaytooearlytobeconsideredwithoutdefiningtheprocess. Thenonceallthemachineryandtoolingwasorderedandmaybeevendelivered;wehadtocomeupwithalayoutandflow.Manytimesduetobuildingconstraintsaswellassize,configurationandspeedofequipmentortoolingdesignthisbecameaformidabletaskandusuallyendedinsomesortofcompromise.Sometimesthecompromisewasquality! Thenhavingdonealloftheabovewegladlyturneditovertoproduction.Often,productionstrugglestomakeeverythingworkcorrectly. Usuallybuiltintoourdecisionprocessistheanticipationoffutureproductionincreasesandtheneedtobuildtheseintothedesignoftoolingandmachinery.Thistranslatedintobigger,costlier,morepowerful,fasterandnoisier“battleship”machinestohandlepossiblefuturedemands.Sometimesthosefuturedemandswereneverrealized...andwewereleftneedingtofeedthedinosaurs. LET’SDESTROYTHISOLDWAYOFLINECREATION!客户(内部及外部)满意必须是3P的努力核心产品开发生产准备流程实现生产/细胞线的新思维路径 With3Pwearealmostreversingthisorderbymakingthecustomer,bothinternalandexternal,thefocalpointofour3Pefforts.Therefore,itisimperativethattheselinesofcommunicationbeestablishedandmaintained.Thiswillnotonly“addvalue”toourproductdesignbutalsomaketheworkplacesafer,moreproductiveandqualitycapable. Wemustfirstexaminetheproductaswellastheprocesstodiscoverthebestmethodofproductionateachprocessstep.Toaccomplishthis,wehavetoredefinewhatwetraditionallythinkofasaprocess.Wemustexaminehowourproductsaretobeproducedatagreaterlevelofdetailandwithoutreferringtoourexistingmethods. Wemustbeginaroundtheproductdesignandtheworkoftheoperator.Thiswillrequireustooftengobackandforthbetweentheprocessdesignandtheproductdesignaswespiraluptheimplementationladder.Thisgameofcatch-ballisacriticalpartofthe3Pprocessandcannotbeoverlooked. Pleasenotethatthisisnolongerathinkingprocess(allactionsarearrows).Thisprocessisactionoriented.Wearegoingtolearnhowbesttomaketheproduct....bymakingtheproduct.Throughsimulationsinrealworlddimensions(3D)wewillbeabletodevelopsimpleprocessesandproductsthatbestachieveourquality,quantity,andtargetdatecriteria. Thismustbecomethenewwayofthinkingaboutproductandproductionlinedevelopment. 人员流动 原料流动 部件流动 产品流动 设备流动 信息流动 工程流动全部需要评估生产准备流程 DuringProductionPreparation,wemustconstantlyevaluatetheSevenFlowsasproposedbySenseiNakao.Toaccomplishthisrequiresthatwebeabletolookatthedetailsofaprocesswhileatthesametimenotoverlookinghowthatprocessfitsintothewholeschemeofthings. Materialsareactualbrokenintotheredifferentflows;RawMaterials,Parts(bothpurchasedandin-houseproduced,andProducts.Eachshouldbeexaminedbecausetheflowofeachcanandwillbedifferent. FlowofmaterialsandpeoplehavebeendealtwithduringmanyGembaeventsandarequiteintuitive,however,FlowofEquipment,InformationandEngineeringarenewtomost. Asweuseequipmenttoprocesstheproductsweproduce,howdoestheequipmentflow?Sinceprocessesmustbelinkedtocreateachainofincrementalvalueadditions,itisimperativethatindividualequipmentdesignsdonotinhibitthisfromoccurring.Forinstance:ifamachinethatflowsclockwise(lefttoright)mustbeplacedadjacenttoonethatflowscounter-clockwise(righttoleft),establishingsmoothflowismuchmoredifficult. Informationflowisoneflowoftenoverlookedanditsabsencecanleadtoexcessanduntimelyproduction.Developingaprocesswhereinformationflowisslightlyaheadofanddrivesproductionisencouragedandmustbeplannedduringtheproductionpreparationprocess. Flowofengineeringwillensurethatthebestcurrenttechnologyisrecognizedandwhenwarranted,builtintoour3Pdesigns.Itdoesnotrefertothebestmachinesavailableatequipmentdealer’sshowrooms.人机物法员工工程师经理工具&夹具基础设备工具及量具作业顺序工艺技术成品半制品原料4M要素生产准备流程 Onetechniquetoinsurethatweexamineallelementsofaprocessistousethe4Mchart.ThefourM’sareMember,Machine,Material,andMethod.Althoughcloselyrelatedtothe7flows,thistechniqueoffersaveryvisualmeansofdeterminingwhatmustbeconsideredduringa3Pevent. Beginbyusingthe4M’saslisted.Onceyouhaveidentifiedkeyissuesinyourprocessdevelopment,youmaybecomemorespecificandnametheminorbonesbasedupontheissueyouareaddressing. Whilesomepeoplecallthisa“fishbone”chart,pleaseunderstandthatitisdifferentthanthefishboneexampleshowninthismanual.Althoughonthesurfacetheyappearsimilar,theyareusedtoaddresstwodifferentissues.Toavoidconfusion,pleaserefertothechartshownaboveasa4Mchart.为X细胞线的设备进行3P设计消除从零件至成品的装配次品为W产品设计一条“着着”线消除装配台上的人机工程问题，降低操作循环时间完成生产准备流程的真正目的是什么?生产准备流程Productionpreparationisapowerfultoolthatmustbeusedtoimproveourmanufacturingprocess.Tothisenditisveryimportantthat3Pteamsproperlypursueimprovementsthatfitintoouroverallproductionsystem.Failuretodothiswillresultinlessthandesirableresults.AsNakaosanhasoftenstated;“ourgoal(in3P)shouldbetobuildaprocessnotmachines.Therefore,wemustcontinuallytargetourselvestoachievethepropertarget.Improvedprocess…notimprovedmachine.Thisrequiresthatourreasonortargetforthe3Pproposalshouldbethoughtoutandneatlymatchourpolicydeploymentgoals.Examinethefirsttwoofthefourtargetsthatarelistedabove.Developa3Pdesignedmachine:DevelopaChaku-Chakuline:Justbuildingmachines,eveniftheyaresmaller,havehanedashis,poke-yokesandotherattributesof3Pdesign,willnotnecessarydriveimprovements.Wemustexaminehowtheseprocessesfitintothewholeandbasedourtargetsuponmeasurable,meaningfulandtimelyachievements.Inthesecondtwotargets,thegoalsarereflectiveofspecificitemswiththepolicydeploymentplanandcanbeeasymeasured.Ratherthanagoalofbuildingamachine,thegoalistoimproveproductivityorimprovequality.Thesetargettrulyreflecttheneedasdeterminedinpolicydeployment.Anditgoeswithoutquestionthatthesetargetsshouldbeachievedwith生产准备流程定义功能自然界的范例定义关键词签订合约定义3P的范围构建鱼骨图3P的需求生产准备流程画出并张贴草图画出相关背景合并自然案例-创造新设计张贴类似的设计Moonshine选择3种最佳设计继续Moonshine列出/研究工序步骤零件布局中尾法1-6步开发7种方法筛选/评估工序一览 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 张贴/评估工序最佳3种 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 完成 设计方案 关于薪酬设计方案通用技术作品设计方案停车场设计方案多媒体教室设计方案农贸市场设计方案 工序模拟演示/评估管理评估完成设计准备完成设备要求设立着-着线评估生产准备流程正确的尺寸不需太快太有力骨架式设备不买装饰品防错工序内置不要万能机一个工序–一台设备使用进/出机构不是一次通过式设备Oba标准正确高度的设备易于定位最多2秒像动物的设备前面进原料后面出废料自动送出自动卸料一键式转换Andon系统可再造性可根据新流程要求改造窄型设备部件尺寸+18”就近覆盖搜集灰尘/碎片便于维护易于进行TPM活动生产准备流程生产准备流程生产准备流程生产准备流程3P项目的11个步骤 定义任务 定义功能要素 寻找关键词在自然界的范例 评估并画出草图 画出背景及条件 组合大自然的创意 Moonshine 尝试并搜集数据 选择前3个设计 根据数据评估前3个设计 会审:管理评审生产准备流程 Focuscloselyontheproductorprocessunderquestionanddeterminethetruefunctionitserves.Whileitmayappeartohavemanyfunctions,butyoumustattempttochoosethepredominantonethatfitsyourapplication.Thinkaboutthecriteria/attributesyouhavepreviouslyestablished;whatfunctionsatisfiesthosecriteria? Asateamdecideuponthefunctionsoftheproduct/processandshoweachfunctionasasketch.Useflipchartpapertoallowimmediateandvisiblepostingonwall/board.Thisistoinsureweareallthinkingofthesamefunction.. Ifyourteamisreallystrugglingondefiningthefunction,thatshowsthattherewasnotalotofthoughtintothefunction.Askyourself;“bytransformingrawmaterialstomeetcustomerneeds,whatpurposedoesitserve?”Thismayhelpyoutodefinethefunction. Youmustimmediatelydropyourownconcernsandbiasaboutthefunctionandthinkwithoutthosethingsinmind.Donotthinkofthefunctionas“good”or“bad”,justthinkoffunctionforwhichyouareaddressing. Resisttheurgetorunouttotheshopfloorandexaminetheexistingprocess.Thiswillstiflethecreativeapproachandseverelylimityourthinking. Ifseveralfunctionsaredetermineditmaybebesttodivideintomini-teamsof3or4andhaveeachmini-teamaddressadifferentfunction. Rereadyoursignedcontract.YouMUSTabidebythestipulationcontainedwithinit. Functionof: stapler:joinpaper cup:holdliquid fan:moveair drawer:storematerials lightbulb:givelight lightbulb:giveheat (Twodifferentfunctionforthesamething.Whatisthefunctionwedesire?) 1.定义任务 你们的活动重点&范围是什么?贴到墙/板上思考你需要满足什么...不是正在使用什么.产品流程生产准备流程 Focuscloselyontheproductorprocessunderquestionanddeterminethetruefunctionitserves.Whileitmayappeartohavemanyfunctions,butyoumustattempttochoosethepredominantonethatfitsyourapplication.Thinkaboutthecriteria/attributesyouhavepreviouslyestabli