精益生产日常管理培训资料

DailyManagement日常管理IntroductiontoDailyManagement日常管理介绍DailyManagementistheprocessDanaherusestoManageOperationsattheGenba日常管理是用来管理Genba操作的程序。ThereareFourPillars(Components)ofDailyManagement日常管理有4个支柱（组成部分）5S/SWarepartofthe“LeanConversion”andaretheminimumfoundationtosupportDM5S/SW是“精实转变”的一部分且是支持日常管理的最低基础。DAILYMANAGEMENT日常管理Managing5KPIDriversAttheGenba在Genba中管理5个KPI驱动因素GenbaVisualManagementGenba目视管理GenbaProblemSolvingGenba解决问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 GenbaLeadershipGenba领导5S/StandardWork5S/ 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 工作Welcome欢迎Introductions介绍GroundRules基本法则HousekeepingItems内务项目WhatisDailyManagement?什么是日常管理？ManagementprocessandtoolswhichdriveimprovementinValueStreamSQDCKPIsattheGenba是促进Genba价值流SQDCKPI改进的管理程序与工具。ExquisitedisciplineisthenormandoutputfromourValueStreamsbecomespredictableatthehighestSQDCpossible严格的制度是价值流的标准与结果，在SQDC达到最高程度时是可以达到的。DeliveronwhatyourCustomerexpects满足客户的预期目标。ObjectivesofDailyManagementRoll-Out日常管理展示目标ApplykeyelementsofDailyManagementProcess应用日常管理程序的关键内容ConductDailyManagement&LeanConversionAudit执行日常管理&精实转变审核BeginInstallationofDailyManagementfortargetCell(s)为目标班组建立日常管理CreateDailyManagementInstallationActionPlan制定日常管理建立行动 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 BenefitstoDanaher丹纳赫的获益ContinuetoimproveDanaherperformancethroughimplementationofproven,sustainableprocessesformanagingoperations.通过坚持实施管理工厂操作行为的行之有效的程序来持续提高丹纳赫业绩。WhyDailyManagement?为什么要进行日常管理？Reducefirefighting减少消防工作Solveproblemsatthesource从根本原因上解决问题Smoothercommunicationamongassociates(suppliersandcustomers)加强与员工（供应商与客户）的沟通。Improvementinvaluestreamperformance提高价值流业绩TurntheexperiencesofsuccessfulOperationsLeadersintoaprocesstomakesustainable将成功操作负责人的经验转化为使公司持续发展的程序。WhyDailyManagement?为什么要进行日常管理？TopMgt高层管理MiddleMgt中层管理Supervisor督导FrontLineAssociate一线员工PolicyDeployment政策部署DailyManagement日常管理Kaizen改善0%50%100%Time时间ManagingwithDBS用ＤＢＳ进行管理TAKTMONTH月WEEK周SHIFTYEAR年3-5YEARS3-5年Operator操作员Cellleader班组负责人TeamleaderORTechnicianORProcessengineer小组负责人或技师或程序工程师PlantManager厂长VP-OPSPresident总经理KPIBoardProblemSolution解决问题ProblemSolution解决问题Counter-measures对策WHAT什么WHEN什么时候WHO谁GENBAWALK-AROUNDSGENBA巡查KaizenplanKaizen计划PRIORITY优先ACTION行动SMEDVRKPSI123456WKBookedPredictableSurpriseKPIQDCVISIONStrategicplanning战略计划Productplanning产品计划DailyManagement–The“HOW”日常管理—“如何做”LeanConversion精实转变ContinuousImprovementinGenbaGenba中持续提高DailyMgmtImplementKPIsinGenbaGenba日常管理实施KPI“LeanConversion”iscriticalfirststeptodriveresultsatGenba“精实转变”是Genba中取得成效的关键第1步。Eachcompanyisatdifferentpointinthe“LeanConversion”不同公司处于“精实转变”的不同点上。Basic5S/SWisthefoundationofLeanConversion基本5S/SW是精实转变的基础。LeanConversion...ThenDailyManagement!精实转变…然后日常管理MustfocusontheLeanConversionprocessfirstanduseDailyManagementprocesstodriveimprovementforindividualValueStreamSQDCKPIdrivers首先将重点放在精实转变程序，利用日常管理程序来提高单个价值流SQDCKPI驱动因素。WithLeanConversion,expectationsare:对精实转变的预期目标为：Qualityimprovementtenfold质量提高10倍Delivery90%+toCustomerRequest达到客户要求的90%以上Productivityimprovementof1%to2%permonth每个月的生产量增长1%到2%。Inventory–40%reduction存货-减少40%。ThroughLeanConversionand“loweringthewater”youwillfindproblems.UseDailyManagementattheGenbatodriveprioritizationandsolutionofproblemsexposed通过精实转变和“降低水位”，您将找到问题。利用Genba中的日常管理来帮助优先解决所暴露的问题。Why“LeanConversion”ProcessReviewedinDailyManagement?为什么要在日常管理中审查“精实转变”过程？NeedallOPSLeadersandOPSSupportLeaderstounderstand,supportanddriveorganizationtoimplementleanconversion.需要所有OPS负责人以及OPS支持负责人理解、支持并带领各部门来实施精实转变。LeanConversionProcessandDailyManagementProcessareintertwined.Tomaximizeimprovement,youcannotdoonewithouttheother.精实转变程序与日常管理程序要交互进行。要实现最大程度的提高，缺一不可。LeanConversioncriticaltosuccessofDanaherOperations(competitiveweapon).丹纳赫的成功操作（竞争武器），精实转变至为关键。Why“LeanConversion”ProcessReviewedinDailyManagement?(cont’d)为什么要在日常管理中审查“精实转变”过程？（续）ManyOperationsLeadersinheritsustainableDailyManagementprocessesbutdonotunderstandwhytheywereimplemented,maynotfollowthemanddisciplineandperformancedegrades.许多操作负责人沿袭了持续的日常管理程序，却并不明白为什么要开展日常管理，有可能不会遵循它，使得制度和业绩倒退。IfyouareaDanaherCompanyPresidentorOperationsLeader,thereisnooptionbuttoimplementLeanConversionatyoursite.假如您是一名丹纳赫公司总经理或操作负责人，您必须开展精实转变，别无它选。AllOperationsLeadersmustunderstandtheprocess.所有的操作负责人都必须了解这个程序。MethodologytoteachnewDanaherOperationLeaderstheLeanConversionprocessandhowtoimplementDailyManagement.向丹纳赫的新操作负责人传授精实转变程序以及如何进行日常管理。OverviewofDailyManagement日常管理概述TheThreeBasicsofShopFloorManagement车间管理的3个基本概念WhatisGenba?什么是Genba?TheThreeReals3个“实际”TheGoldenRulesofGenbaManagementGenba管理金箴ManagingFiveKPIDriversattheGenba管理Genba的5个KPI驱动因素S=SafetyS=安全Q=QualityQ=质量D=CustomerServiceD=客户服务C=ProductivityandInventoryC=生产力与存货ExamplesofKPIMetrics/ReportsusedattheGenbaGenba中使用的KPI标准/报告实例GenbaVisualManagementGenba目视管理KPIBoardinGenbaGenba的KPI信息板Identify,PrioritizeandTrackImprovementsinGenba确定、优先并跟踪Genba中的改善GenbaProblemSolvingGenba解决问题ReviewofGoldenRulesofGenbaManagement牢记Genba管理金箴FiveWhysandEffectiveProblemSolving5个为什么以及有效的解决问题程序GenbaLeadershipGenba领导RigorousKPILeadership工作严谨的KPI领导WalktheFloor巡查车间StandupMeetings站立会议Walk-AroundMeetings巡回会议FourPillarsofDailyManagement日常管理的4个支柱DAILYMANAGEMENT日常管理Managing5KPIDriversAttheGenba在Genba管理5个KPI驱动因素GenbaVisualManagementGenba目视管理GenbaProblemSolvingGenba解决问题GenbaLeadershipGenba领导5S/StandardWork5S/标准工作DailyManagementRoll-OutKaizen(3day)日常管理展开改善（3天）LeanConversionandDailyManagementMentoring(DurationisSituational)精实转变与日常管理指导（持续时间依情而定）KeyDeliverables:主要开展活动DailyManagementProcessTraining日常管理程序培训ConductDailyManagement&LeanConversionAudit进行日常管理&精实转变审核BeginInstallationofDailyManagementfortargetCell(s)开始为目标班组建立日常管理-CreateDailyManagementInstallationActionPlan制定日常管理建立行动计划KeyDeliverables:主要开展活动：-ImplementandSustainDailyManagementProcessforTargetedCell(s)(Toolsare:KPIs,VisualManagement,ProblemSolvingProcess,GenbaProductionMeeting).为目标班组执行并维持日常管理程序（工具：KPI，目视管理、问题解决、程序、Genba生产会议）-Conversionplandevelopedforentireplant制定整个车间的精实转变计划-DriveRealImprovementinKPIsforTargetedCell(s)andcompany.促进目标班组及公司在KPI方面的真正进展。Timeforfullimplementationissituational.全部实施时间依情而定。ActualdependsonCompanycommitment,resources,ScopeofImplementation,etc.实际情况取决于公司投入、资源以及实施范围等。DailyManagementInstallationProcess日常管理建立程序GenbaExerciseGenba练习Instructions:Listenandcompleteinstructionsprovidedbyfacilitator说明：听从并完成辅导员提出的指示。Timetocompleteassignment:10minutes安排时间：10分钟Reportbackresultsfromeachgroup各组反馈结果Debriefexercise听取训练情况汇报GenbaTourGenba参观Instructions:OperationsLeaderofsitewillprovideaGenbaTourfortheteam.说明：现场操作负责人将为小组提供一次Genba参观。TimetoComplete:45minutes参观完成时间：45分钟。ReviewofPrerequisiteReading必读书籍内容回顾TheNewShopFloorManagementbyKiyoshiSuzaki由KiyoshiSuzaki所著的《新车间管理》Reviewandlist2-3key“Take-Aways”fromassignedreadingsinsmallgroups对分派到小组的读物进行评论并从中列出2-3条“记住的内容”Presenttake-awaysonchartpapertoclass将“记住的内容”放在图表纸上给班级看。ThreeBasicsofGenbaManagementGenba管理的3个基本概念GenbaAJapanesewordmeaning,“realplace”一个日本单词，意思是“实际地点”Today,adaptedtomean“workplace”如今，更适合解释成“工作地点”InDanaher,Genbareferstotheplacewherethe“valueisadded”在丹纳赫，Genba是指“增值”地点。Inmanufacturing,Genbausuallyreferstotheshopfloor.生产中，Genba通常指车间。TheThreeRealsofGenba-OrientedThinkingGenba导向思维的3个实际GotoGenba–theRealPlace前往Genba-实际地点2.ObservetheRealThing观察实际事物3.GettheRealFacts掌握实际状况Japanese“HotSprings”Scenario–Handout#1日本“温泉”情景—讲义#1ReadScenario阅读情景AnswerQuestions回答问题Discusstake-aways讨论“记住事物”GoldenRulesofGenbaManagementGenba管理金箴Whenaproblemarises...gototheGenbafirst当出现问题时…首先前往Genba2.Checktherealthing检验实际事物3.Puttemporarycountermeasuresinplace采取临时对策4.FindrootCause找到根本原因5.Standardizetopreventoccurrence使其规范化以阻止发生GoToGenbaExperienceGenba经历DescribeatimethatyoudidNOTgotoGenbatoseewhatwashappening(personalorprofessional),andwhattheresultswere.描述一次您没有前往Genba进行观察的经历（个人或职业经历），以及结果如何。LeanConversion精实转变WhereareyouintheprocessofLeanConversion?你们处于精实转变的哪个阶段？Cellulararrangementwithmaterialmovingcounter-clockwise按原料的逆时针运动布局班组StandardWorkestablished,presentincellandmanagedthroughplaybooks建立标准工作，在班组中贴出并通过操作手册进行管理Inventorymovedtopoint-of-usefromwarehouse存货从仓库中运往使用点Inventoryreplenishmentsystemiskanban存货补充系统为看板。Scorecardatendofcellisindicatinghowwearedoingvsproductionneeds班组末端位置的记分卡显示我们所做的与生产需求的对比状况。MINIMUMREQUIREMENTSOFACELL班组需求最少化©2004Danaher.AllRightsReservedFiveKeyPerformanceIndicator(KPI)Drivers5个关键业绩指标（KPI）驱动因素(S)Safety安全(Q)Quality质量(D)CustomerService客户服务(C)Productivity生产力(C)Inventory存货WorkbookPg17InDailyManagement,wemanagetheseattheGenba日常管理中，我们管理Genba中的这些因素。©2004Danaher.AllRightsReservedRolloutBreakoutSessionLeanConversion首次推出后中断期精实转变Instructions:AsateamcompletetheLeanConversionauditforyourbusiness.GotoGenba!说明：当小组为您完成精实转变审核后。前往Genba!ToolstoUse:使用工具File:DMAUDITENG(currentrevisionnumber)文件：DMAUDITENG（最新版本号）CompleterowsforLeanConversiononly只使用精实转变的内容TimetoComplete:20minutes完成时间：20分钟。Deliverables:10minutepresentationofcompletedaudit提供：10分钟的完整审核陈述时间©2004Danaher.AllRightsReservedDAILYMANAGEMENT日常管理Managing5KPIDriversattheGenbaGenbaVisualManagementGenbaProblemSolvingGenbaLeadership5S/StandardWorkManagingtheFiveKPIDrivers管理5个KPI驱动因素Safety安全Quality质量CustomerService客户服务Productivity生产力Inventory存货©2004Danaher.AllRightsReservedIsyour“RealPlace”currently…您的“实际地点”目前是否…Managersrarelyvisittheshopfloor.经理很少来车间。SafetyMeetingstakeplaceinconferencerooms.安全会议在会议室召开。5Sdisciplinenotapparent.5S制度未张贴在明显位置。QuestionsaboutSafetyperformance,cellmetricscannotbeansweredbyeithermanagersorAssociates.有关安全业绩、班组规格的提问既没得到经理也没有得到员工的回答。Safetyissuespresent.出现安全问题。SafetyImprovementisstagnant(notarget).安全问题没有改善（无目标）。Associatesnotengaged,notparticipative.员工参与程度不高。Minimalcross-trainingistakingplaceinjobswithrepetitivemotion.工作很少有重复的交叉训练。NoRepeatableandRobustprocessformaintainingequipment.Associatesnotengagedinthisprocess.没有持续的健全的程序进行设备保养。员工未执行该程序。KaizensdonotaccountforpotentialSafetyconcerns.Kaizen不对潜在安全隐患作出说明。Employeeshavenovoiceornomechanismofreportingsafetyhazards.员工没有汇报安全危及事物的渠道或 机制 综治信访维稳工作机制反恐怖工作机制企业员工晋升机制公司员工晋升机制员工晋升机制图 。WorkbookPg17©2004Danaher.AllRightsReservedImplementrigorousProcessforSafetyconcerns&accidents.为安全隐患&事故执行严格程序2.Implement&communicateSafetytargets实施&传达安全目标3.Implement5Sanddisciplinetomaintain实施5S和规定以维持操作4.GotoGenbaforproactivesafetyreviews前往Genba进行前瞻性安全检查5.ImplementtargetedTPM执行目标明确的TPM6.Cross-training交叉训练7.Safetyreviewafterkaizen改善之后的安全检查SAFETYCONVERSIONPROCESS安全转变程序©2004Danaher.AllRightsReservedImplementrigorousProcesstofollow-uponSafetyconcernsandaccidents实施严格的程序跟踪安全隐患及事故Identify“owner”foreffectivenessfollow-upforbothwithincellsandincommonareas。明确“负责人”以有效跟踪班组内和公共领域的安全问题。Defineprocess:确定程序ProblemIdentifiedandcommunicated明确并传达问题ApplyPDCAproblemsolving运用PDCA解决问题Rigorousfollow-upuntilcorrectiveactiontaken.进行严格的跟踪直到采取纠正措施Implementandmonitoreffectiveness实施并监控效果。©2004Danaher.AllRightsReserved2.ImplementSafetytargetsandcommunicate实施安全目标并传达DefineSafetyKPIforfacilityandtobemanagedineachCell确定设备的安全KPI并在每个班组进行管理DefineJumpoffPoint(Audit)forfacilityandeachCell确定设备与各个班组的起跳点（审核）DefineTargetforfacilityandeachCell确定设备与各个班组的目标ImplementVisualManagementforSafetyKPI设立安全KPI的目视管理CommunicateandTrain传达与培训©2004Danaher.AllRightsReserved3.Implement5SandDisciplinetoMaintain实施5S和规定以维持Train5Sbroadlyanddeeply广泛并深入开展5S培训Targetcellsfor5Skaizen目标班组进行5S改善。Implement5SChecklistand5SPatrolsineachCell在每个班组进行5S检验与5S巡查。Tie5SDisciplinetocompensationofFront-LineLeaders5S制度协助一线负责人开展工作Monitorthrough5SChecklistandPatrolsandtakeCorrectiveAction通过5S检验表和巡查进行监控并采取纠正措施。DEFINITION定义:5S:Aprocesstoensureaclean,orderly,safeandproductiveworkplace.保证工作地点清洁、有序、安全且高效的程序©2004Danaher.AllRightsReserved4.GotoGenbaforProactiveSafetyReviews前往Genba进行前瞻型安全检查MoveSafetyfromReactive(afteraccident)toProactivethrough:通过以下程序，将处理安全问题的方式从响应型（事故后）转变成前瞻型：TargetedreviewofGenbalocationswithhighestpotentialforunsafeconditions对存在最多安全隐患的Genba地点进行有目的的检查。ChallengeTeam(cross-functionalmembership)tofindPreventativeActions让工作组（由跨职能机构的成员组成）制定预防措施。DocumentandFollow-uponCorrectiveActions纠正措施的归档与跟踪Establishregularlyscheduledauditprogram制定定期审核计划ImplementDailyInspections开展每日检查。©2004Danaher.AllRightsReserved5.AsAppropriate,ImplementtargetedTotalProductiveManufacturing(TPM)适时开展目标明确的全员生产制造（TPM）BasedonSafetyConcerns,targetTPMimplementation以实施安全考虑、目标TPM为基础ImplementTPM(seefollowingprocess)执行TPM（见以下程序）Monitoreffectivenessandtargetotherequipment监控效果并用于其它设备DEFINITION定义:TPM:AprocesstomaximizeResourcesincludingAssociates,machinesandmaterials.是使资源得以最大利用的程序，包括员工、机器与材料AprocesstooptimizeSafety,QualityandLifecyclecostsandEliminatewasteinOperations.是优化安全、质量与寿命周期成本并杜绝浪费的程序。©2004Danaher.AllRightsReserved5.ImplementtargetedTPMcont…实施目标明确的TPM续…©2004Danaher.AllRightsReservedTPMPROGRESSMEASUREMENTTPM程序措施1InitialChecking初步检查InitialCleaning初步清洁2CorrectCauseofDirt/Spillage灰尘/溢出的真正原因3MeasuresforAreaswhereCleaningandCheckingareDifficult很难进行检查与清洁领域的措施4CreationofStandardforChecking,CleaningandLubrication制定检查、清洁与润滑标准5)ImplementStandardOperatingProceduresforChecking,CleaningandLubrication执行检查、清洁与润滑的标准操作程序.6.AsAppropriate,implementcross-trainingandjobrotation适时开展交叉训练与工作轮换IdentifyCellswithopportunityforrepetitivemotionand“hard”work确定有可能需要重复工作和“艰苦”工作的班组ChallengeTeam(cross-functionalmembership)toimplementcross-trainingandjobrotation要求工作组（由跨职能机构的成员组成）开展交叉训练与工作轮换。Jobrotationoptimalevery3hours(notalwayspractical)最佳的工作轮换为3小时轮换一次（不是总适用）Whenrotatingjobs,rotateintoajobusingdifferentmusclegroups轮换工作时，轮换到使用不同肌肉组的工作。DocumentandFollow-uponCorrectiveActions纠正措施的归档与跟踪DEFINITION定义:HardWork艰苦工作:AjobwhichwillleadtovariationsinQDCandhighprobabilityofphysicaldisorderstoAssociates.导致员工QDC变异并极有可能造成生理失调的工作。DefinitiontobemadebyqualifiedAuthority.该定义由认证权威提供。©2004Danaher.AllRightsReserved7.Forkaizenandprocesschanges,reviewforpotentialsafetyconcerns改善和程序变化时，检查潜在安全问题Duringeachkaizen,haveauthorityreviewnewCell/processforSafetyConcerns每次改善期间，让权威检查新班组/程序的安全问题。AsAppropriate,takeCorrectiveActions适时采取纠正措施。BuildCorrectiveActionsintoKaizenNewspapers将纠正措施公布于改善新闻。Follow-uponKaizenNewspapers跟踪改善新闻的后续报告©2004Danaher.AllRightsReserved7.Duringkaizen,reviewforpotentialsafetyconcernscont…改善期间，检查潜在安全问题续…Purpose:目的UsethischecklistbeforeandafterkaizentoensurepotentialSafetyconcernsareunderstoodandaddressed.改善前后使用该检验表以确保潜在安全问题得以查明并解决。©2004Danaher.AllRightsReservedHow?如何做？AssociateInvolvement员工参与InformationNeededbyCell班组所需信息VisualManagement目视管理©2004Danaher.AllRightsReservedAssociateInvolvement员工参与Eachassociate(operator/frontlineleader)mustunderstandSafetyConcernsandwhattheirresponsibilityistopreventandavoid每名员工（操作员/一线负责人）都必须了解安全隐患和各自 责任 安全质量包保责任状安全管理目标责任状8安全事故责任追究制幼儿园安全责任状占有损害赔偿请求权 加以阻止与避免。MusthaveSafetyKPItargetsandactualposted必须设定安全KPI目标并确实张贴出来。Associatesmustbeactivelyengagedwithpreventingaccidentsandunsafeconditions员工必须积极参与阻止事故与不安全情况的发生。©2004Danaher.AllRightsReservedInformationNeededByCell班组所需信息OSHARecordableOSHA记录OtherSafetyKPI,asappropriate适当时，其它安全KPISeeAppendixAforExamplesofSafetyReports安全报告范例见附录ASeeAppendixBforExamplesofSafetyVisuals安全目视管理范例见附录B©2004Danaher.AllRightsReservedVisualManagement目视管理SafetyCross(currentmonthresult)安全十字标（当月结果）SafetyRunChart(historicalresult)安全运行表（历史结果）KPIstobepostedandmaintainedintheGenbabyFront-LineLeader一线负责人将KPI在Genba张贴出来，保持不动。©2004Danaher.AllRightsReservedVisualManagement目视管理SafetyCross(currentmonthresult)安全十字标（当月结果）Purpose目的:UseonvisualmanagementboardincelltocommunicatePlanversusActualforsafetyPerformanceforcurrentmonth用于班组中的目视管理信息板来传达有关当月安全业绩计划与实际情况的信息©2004Danaher.AllRightsReservedVisualManagement目视管理SafetyRunChart(monitorprogress)安全运行表（监控进展情况）Purpose:目的UseonvisualmanagementboardincelltocommunicatePlanversusActualforsafetyPerformanceyeartodate用于班组中目视管理信息板，传达本年度截止目前为止安全业绩的计划与实际情况信息。©2004Danaher.AllRightsReservedSafetyConversionProcessReview安全转变过程审查1.2.3.4.5.6.7.©2004Danaher.AllRightsReservedRolloutBreakoutSessionSafety展开中断期安全Instructions:AsateamcompletetheSafetyauditforyourbusiness.GotoGenba!说明：小组结束安全审核之后，前往Genba!。ToolstoUse:使用工具：File:DMAUDITENG(currentrevisionnumber)文件：DMAUDITENG（最新版本号）CompleterowsforSafetyonly只使用安全内容TimetoComplete:20minutes完成时间：20分钟Deliverables:10minutepresentationofcompletedaudit提供：10分钟演示全部审核时间©2004Danaher.AllRightsReservedDAILYMANAGEMENT日常管理Managing5KPIDriversattheGenba管理Genba的5个KPI驱动因素GenbaVisualManagementGenba目视管理GenbaProblemSolvingGenba解决问题GenbaLeadershipGenba领导5S/StandardWork5S/标准工作ManagingtheFiveKPIDrivers管理5个KPI驱动因素Safety安全Quality质量CustomerService客户服务Productivity生产力Inventory存货©2004Danaher.AllRightsReservedIsYour“RealPlace”Currently…您的“实际地点”目前是否…Largeteamofinspectors(10%)(Receiving,1stpiece,FinalPart,FinishedGoods)检查员队伍宠大（10%）（接收、精加工工件，最终零件、成品）Allinspectiontreatedasindirectlabor所有检查都被视为间接劳动Asmaterialreceived,detailedreceivinginspectionperformed一旦收到材料，就开始执行具体的接收检查。Priortopartsbeingrun,theset-upandfirstpiecehavetobesignedoffbyaninspector零件运转前，检查员必须签名确认设置与粗加工工件。Beforepartsgointostockroom,allmaterialmustundergoproductinspection零件进入仓库前，必须对所有材料进行产品检查。Asfinishedgoodscomplete,inspectorstestandinspecttheproductagain成品制成后，检查员再次测试并检验产品。QualityManualandProceduresavailablebutnotknowntopeopleonshopfloor有质检手册和程序,但车间的人不知道。Milstd105Dsamplingtypesystemsused使用密耳规格的105D样件型号WorkbookPg17©2004Danaher.AllRightsReservedQUALITYCONVERSIONPROCESS质量转变程序6.Associateinvolvementwithimprovementsandexpectations让员工参与改进与达到预期目标的过程Convertinspectionfromproducttoprocess从对产品的检查转为对程序的检查PRODUCT产品PROCESS程序2.Createcellswithqualitychecks创建含质检工作的班组3.Developpokayokeintotheprocess将pokayoke纳入程序4.Measurequalityresultsdaily每天测定质量结果5.Addressissueswithwhatevertoolsareneeded使用一切工具解决问题©2004Danaher.AllRightsReservedStartInspectionSystemConversion启动检查制度转变Establishprocessinspection;identifywhattocheck,whentocheck,andhowtocheck建立程序检查；确认检查什么、什么时候检查以及如何检查。Trainoperatorsandqualitytechnicians培训操作员与质检技术员Establishcontrolchartsasappropriate适时制定控制图表。Whereassemblycellsareestablished:在建立装配班组的地方：Puttestandequipmentinthecell在班组进行测试Identifyallpointswherechecks/inspectionsareneeded(StandardWorkSheet)确定所有需要检查/检验的部位Setupscrapbinsasnecessary如有必要建立废料仓Goalisqualityatthesource目标就是保证质量。PRODUCT产品PROCESS程序©2004Danaher.AllRightsReserved2.CreatecellswithqualitychecksbuiltintotheStandardWork创建标准工作中包含质检的班组Haveoperators/assemblersdoingtheinspection让操作员/装配工进行检查Needtobuildqualityintothecellandprocess必需将质检纳入班组与程序中。Watchcalibrationandsensitivityofequipmentinthecells监督班组设备的校准与灵敏性©2004Danaher.AllRightsReserved3.Developpoka-yokeintotheprocesses将poka-yoke纳入程序Whereappropriateandneededbuildmistake-proofingintotheprocess适当且需要的时候，将故障检验纳入程序．Ifyouhaveatoolroom,takeadvantageoftheirskill-setandcreativity假如有工具间，充分利用。©2004Danaher.AllRightsReserved4.MeasureQualityResultsEveryDay每天测定质量结果1stpassinspectionbycell(#ofdefect/totalproduction)normallyexpressedinPPM.Rollupyieldscanalsobeused.Makesureprocessiskeptsimple班组初次通过检验，通常以PPM表示。也可使用积累产量。确保程序的精简。Reviewcontrolchartsandre-establishcontrollimitsasneeded.FrequencyofinspectionafunctionofCPK检查控制图表，并按需要重新制定控制限度。检查频率，CPK职能。In-WarrantyReturnsfromcustomersmeasuredinPPM客户的保修件在PPM中测定。Scrap$废料价值VisualBinsforScrap直观的废料仓©2004Danaher.AllRightsReserved4.MeasureQualityResultsEveryDay每日测定质量结果SeeAppendixCforExamplesofQualityReports质量报告范例见附录CSeeAppendixDforExamplesofQualityVisualManagement质量目视管理范例见附录DREPORT报告PURPOSE用途1stPassInspectionbycell班组初次通过检验Providesinformationastoacceptancelevelofproductproduced提供有关产品验收等级的信息In-WarrantyReturnbycell(IWR)班组保修件Providesinformationastowhatpercentageofproductisacceptablebycustomer提供有关客户对产品满意度信息Scrapdollarsbycell班组废料价值Indicatestotalvalueoflost/defectiveproductbycell.Providesindicationwheretofocusefforts显示班组损坏产品的总值。指明努力方向。©2004Danaher.AllRightsReserved5.AddressIssueswithNecessaryTools利用必要工具解决问题IdentifyissuesthroughKPIperformance(1stPass,IWR,Walk-arounds,Scrap,Productivity,FillRates)通过KPI业绩（初次通过、IWR、巡查、废料、生产力、填充率）Considervolume,customerexpectation,andimpactwhenselectingprojects选择工程时，考虑销售量、客户预期与影响。ParetoissuesandselectProblemSolvingtoolneeded排列问题并挑选所需的问题解决工具。Pushprocessdown.Havecellleaders,supervisors,andmanufacturingengineersworkingwithoperatorstoimprove推动进程。让班组负责人、督导和生产工程师和操作员一起工作以改进工作。Ifon-goingactionrequired,developcorrectiveactionplansorcountermeasures.Postincell.如果需要采取举措，制定纠正行动计划或对策。张贴在班组中。Documentcorrectiveactionswithvisualaids.Usephotostoassistwithqualityinformation用视觉帮助用具将纠正措施归档。利用相片来提供质量信息。©2004Danaher.AllRightsReserved6.KeepAllAssociatesInvolved令所有员工参与其中Keepallassociatesinvolvedwithimprovementsandexpectations令所有员工参与改进和达到预期目标的工作中。©2004Danaher.AllRightsReservedImprovingQuality...提高质量…Bettertofindaproblemin-house最好在厂内发现问题UseSPCtrainingjust-in-time(ifSPCisnecessary)　及时使用ＳＰＣ培训（假如ＳＰＣ有必要）Annualgoalsshouldreflect50%improvementinqualitylevels年度目标应为质量水平提高50%Whenacustomerreceivespoorquality...Greatopportunitytodevelopastrongerrelationship!当客户收到劣