通用大宇标准化培训教材(ppt 79)

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1、Standardization标准化标准化员工参与员工参与标准化标准化制造质量制造质量缩短制造周期缩短制造周期持续改进持续改进ManufacturingProcess ValidationIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveM

2、aintenanceScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesStandardization标准化标准化Visio

3、n/MissionManagementby TAKT TimeShop FloorManagementQualified PeopleProductQualityStandardsQualitySystemManagementLean Design of Facilities,Equipment,Tooling and LayoutEarly Mfg.and DesignIntegration(DFM/DFA)Small LotPackagingControlledExternal TransportationWhat is it?是什么？Group Discussion小组讨论Standar

4、dization is a dynamic process by which we set standards of terminology,principles,methods,and processes within our organization.标准化是指在我们的组织内部标准化是指在我们的组织内部对各种术语、原则、方法及工对各种术语、原则、方法及工艺建立标准的动态过程。艺建立标准的动态过程。Definition of Standardization标准化的定义标准化的定义The purpose of standardization is to reduce variation and

5、 stabilize,so as to achieve a base from which to grow and improve.标准化的目的是减少变化与维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持稳定，在此基础上进步与提高。高。Purpose of Standardization标准化的目的标准化的目的Why Is Standardization Important?为什么标准化很重要？为什么标准化很重要？SAFETY 安全QUALITY质量COMMON DIRECTION共同方向JD Powers#1PRODUCTIVITY产量What Happens When We Do

6、Not Have Good,Clear Standards?若没有良好、明晰的标准会怎样？若没有良好、明晰的标准会怎样？Example:2000 U.S.Presidential Elections:Variation in Voting Machines&Methods Caused Major Election Controversy事例：事例：2000年美国总统大选：年美国总统大选：投票机器与方式的不一致导致重大选举投票机器与方式的不一致导致重大选举纷争纷争Standardization 标准化标准化“THE WEDGE”TO STABILIZE BEST PRACTICE“楔子楔子”楔

7、牢最优方法楔牢最优方法 Continuous Improvement不断改进不断改进Change改变改变WorldClass世界领世界领先水平先水平A Standard Is The Best Current Practice Based On Many Peoples Experience&Lessons Learned,so标准是基于多数人的经验教训得来最优现行方法，所以标准是基于多数人的经验教训得来最优现行方法，所以DONT SHORTCUT THE STANDARD!切勿缩短标准！切勿缩短标准！BAD THINGS COULD HAPPEN,ESPECIALLY SAFETY&QUAL

8、ITY PROBLEMS不良的事故会发生，尤其是安全不良的事故会发生，尤其是安全及质量问题。及质量问题。IF YOU DONT LIKE THE STANDARD,TRY TO CHANGE IT,BUT NEVER SHORTCUT IT.若你不满意这个标准，试着改变它，切勿走捷径。StandardShortcutWhat Happens When We Do Not Follow Standards?如果不遵照标准会怎样？如果不遵照标准会怎样？EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDUREU.S SUBMARINE H

9、ITS JAPANESE FISHING BOAT-SURFACING PROCEDURE NOT FOLLOWEDEXXON VALDEZ OIL SPILL CAPTAIN DID NOT FOLLOW STANDARDSGERMAN PLANE CRASHES IN SWITZERLAND AIR TRAFFIC CONTROL PROCEDURES IGNORED每年都有人死于不每年都有人死于不遵循关阀规定遵循关阀规定美国潜艇击沉不遵守美国潜艇击沉不遵守海面规定的日本渔船海面规定的日本渔船德国忽视空中飞行条德国忽视空中飞行条例在瑞士坠毁例在瑞士坠毁船长不遵循标准导致船长不遵循标准导致E

10、XXON 瓦尔迪瓦尔迪兹兹石石油泄露油泄露STANDARDIZATION EXERCISE标准化练习 Think of any example inside or outside work where standards not being followed led to a bad situation 想想工作中或其它不遵守标准导致不良事件想想工作中或其它不遵守标准导致不良事件发生的例子。发生的例子。Discuss as a team and report Take 5 minutes 小组讨论、汇报小组讨论、汇报-5分钟分钟Always Remember The Priorities牢记的

11、重点牢记的重点Safety 安全安全People 员工员工Quality 质量质量Responsiveness 响应响应Cost 成本成本Importance重要For Example,Sometimes We Have To Sacrifice Efficiency To Achieve Safety例如：有时我们必须为了安全而牺牲效率MAKE RULE 制订条例制订条例TEACH RULE 讲授条例讲授条例KEEP RULE 遵守条例遵守条例DO THE RIGHT THING!做合理的事情LEAD BY EXAMPLE!榜样领导Standardization On A Broader S

12、cale Leads to Communization 更大范围的标准化以达到共有化更大范围的标准化以达到共有化w One“Language”同一语言w Common Principles 通用原则w Common Methods 通用方法w Common Processes 通用程序Standardization vs.Commonization标准化与共有化标准化与共有化 If one family made a recipe for their Kimchi,then it would be Standardized.如果一个家庭为其如果一个家庭为其泡菜定个菜谱，就是标准化。泡菜定个菜谱

13、，就是标准化。But all families are still different so we are not Commonized(sometimes common is not appropriate).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）非是正确的）ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-

14、forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimplePro

15、cessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementStandardization 标准化标准化Early Mfg.and DesignIntegration(DFM/DFA)Lean Design o

16、f Facilities,Equipment,Tooling and LayoutScheduledShipping/ReceivingWorkplaceOrganization工作场地布置工作场地布置Workplace Organization工作场地布置工作场地布置What is it?指什么？指什么？Group Discussion 小组讨论小组讨论Workplace Organization,5S工作场地布置工作场地布置,5SPut order to the workplace by making Standards that allow“out-of-standard”conditi

17、ons to be visible!制定标准使工作场地井井有序，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。并使非标准的东西暴露出来。Where is Workplace Organization Important?哪些工作场地布置重要？哪些工作场地布置重要？On the shop floor.车间地面车间地面.in the office!办公地点办公地点How is workplace organization done?怎样布置工作场地？怎样布置工作场地？Workplace Organization工作场地布置工作场地布置5S5 Self Discipline/Cont.Imp

18、rovement不断改进不断改进4 Sustain/Maintain 维护维护2 Sort/Standardize 整顿整顿1 Sift/Clear 整理整理3 Sweep/Clean 清扫清扫/清洁清洁Sift/Clear 整理整理uDivide the needed and not needed items at the job site,and quickly remove the unneeded items.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。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。uAreas of Focus 重点区域重点区域1)Too

19、ls 工具工具2)Inventory/Storage 库存库存/储存储存 3)Equipment 设备设备Keep neededItems保留必要东西保留必要东西Remove unneededItems(waste)清除不必要东西（废清除不必要东西（废料）料）The Most Difficult thing for us to do 这是最难做到的1 Sift/Clear()Red Label CampaignHammerObsoletePliersRustedSift/Clear 整理整理1 Sift/Clear()If In Doubt Throw It Out!毫不毫不犹豫扔掉犹豫扔掉S

20、ort/Standardize 整顿整顿 A Place for everything.and everything in its place 所有工作的场地，所有工作井所有工作的场地，所有工作井井有序。井有序。FThe location of equipment,tooling and material should be clearly defined,displayed and maintained.F各种设备、工具、材料明确区分，放置，维护。L850Hose30 pcs.SmallBolts小螺栓小螺栓700 pcsMed.Bolts中等中等螺栓螺栓500 pc.LargeBolts大

21、螺大螺栓栓300 pcs.L850RubberHose 橡胶管橡胶管2 Sort/Standardize()1 Sift/Clear()Sort/Standardize 整顿整顿 Make A Standard!制定标准制定标准3.Mark the Location 标明位置标明位置2.Determine a Location 确定放置地点确定放置地点Where is the best place?哪里是最恰当的？1.Categorize 分类分类How often do I use this?经常使用吗？2 Sort/Standardize()1 Sift/Clear()Sweep/Clea

22、n 清扫清扫/清洁清洁3 Sweep()2 Sort()1 Sift()“Sweeping”is checking!清扫既是检查！清扫既是检查！CheckResponsibility ChartKimLeeParkSeoChoTarget:Major 5S 1/qtr.WhoTask12345Sustain/Maintain 维护维护uIdentify Tasks 确定任务确定任务uAssign Responsibility 划分责任划分责任uSet Targets 设定目标设定目标3 Sweep()2 Sort()1 Sift()4Sustain()Safety/5S Checks Must

23、 Be Performed Everywhere and At Every Level Of The Organization!安全安全/5/5S S检查应该人人处处开展！检查应该人人处处开展！Standards areworthless if there is no systemto check!如果没有系统检查，标准即毫无用处。Self-Discipline/Continuous Improvement 自律自律/不断改进不断改进5 Self Discipline/Cont.Improvement自律自律/不断改进不断改进4 Sustain/Maintain 维护维护2 Sort/Stan

24、dardize 整顿整顿/标准标准1 Sift/Clear 整理整理3 Sweep/Clean 清扫清扫/清洁清洁It is everyones responsibility!这是每个人的职责！这是每个人的职责！5S EXERCISE5S练习 How would you use the 5S process to improve the situation below?你怎样用你怎样用5S程序来改善下图的情形？程序来改善下图的情形？Utilize ALL 5Ss 利用所有利用所有5S程序程序 Discuss as a team and report Take 10 minutes 小组讨论、汇

25、报小组讨论、汇报10分钟分钟5S EXERCISE INSERT WORKSHEET 插入工作表插入工作表Anything outside the standard is WASTE!所有标准外的东西都是浪费！WPO is a key means of visualizing and eliminating waste WPO WPO是暴露及消除浪费的主要途径是暴露及消除浪费的主要途径Why workplace organization?为什么要场地布置？为什么要场地布置？Why workplace organization?为什么要场地布置？为什么要场地布置？Good 5S Leads to

26、 Good Safety!Good 5S Leads to Good Safety!No trip,slip hazards,etc.No trip,slip hazards,etc.做好做好5 5S S等于安等于安全！就没有跌倒滑倒等的危险。全！就没有跌倒滑倒等的危险。SAFETYQUALITYItems always in same place means less Items always in same place means less likely to make mistakes likely to make mistakes 事物特定放置意事物特定放置意味着少犯错误。味着少犯错误

27、。EFFICIENCYItems always in same place means less Items always in same place means less wasteful and more repeatable motions wasteful and more repeatable motions 事物特定放置就是减少多余重复的动作。事物特定放置就是减少多余重复的动作。Example of Cabinet 5S 橱柜橱柜5S范例范例Cabinet“Before 5S”5S之前的橱柜之前的橱柜Cabinet“After 5S”5S后的橱柜后的橱柜Example of 5S

28、ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal Produc

29、tiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptP

30、eopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementStandardizedWork 标准化工作标准化工作Standardization 标准化标准化Lean Design of Facilities,Equipment,Tooling and LayoutEarly Mfg.and DesignIntegration(DFM/DFA)Standardized Work 标准化工作标准化工作The documented,current best method to Safely and

31、Efficiently perform work that meets the necessary level of Quality.为了达到一定的质量标准，以为了达到一定的质量标准，以文件化文件化及最可行的方法来安全有效地开展工作及最可行的方法来安全有效地开展工作Without Standardization 没有标准化没有标准化With Standardization 有了标准化有了标准化Standardized Work 标准化工作标准化工作Materials物料物料Standardized Work 标准化工作标准化工作Standardized work is used when th

32、ere is a definable,repeatable process.当工序明确可重复时，采用标准化工作当工序明确可重复时，采用标准化工作Production生生产产Office办办公室公室Standardized Work Can Be Performed Everywhere!随处随处都可以都可以开开展展标标准化工作准化工作!Team Leaders班班长长Team Members班班组组成成员员Group Leaders工段工段长长Everyone can perform standardized work!每每个个人都可以人都可以进进行行标标准化工作！准化工作！Managers主

33、任主任Engineers工程工程师师Employees Should Be Involved In Developing Standardized Work They Know The Job The Best!员工应该加入标准化工作开展因为他们最了解工艺！Standardization标标准化准化Improvement改改进进Standardized Work(标标准化工作准化工作)Standardized Work Is A Baseline for Continuous Improvement!标标准化工作是不准化工作是不断断改改进进的基的基线线！Standardization标准化标准

34、化Standardization标准化标准化Standardization标准化标准化Improvement改改进进Improvement改改进进Each Individual Has Good Ideas If We Do Not Document The Best Methods Then We Are Not Fully Utilizing The Teams Brainpower and We Will Never Improve Or We May Actually Get Worse!每每个个人都有好主意人都有好主意如果我如果我们们不把最好方法文件化，不把最好方法文件化，则则不可能

35、充分利用不可能充分利用团队团队的智能，的智能，不但不能取得不但不能取得进进步，甚至步，甚至会会越越来来越糟糕！越糟糕！SAFETY,QUALITY,EFFICIENCY安全、质量、效率Would You Want To Get Into A Plane Where The Crew Did Not Exactly Follow A Standardized Check Process?Even Though They Have Performed It Hundreds Of Times!你会你会不不会会乘坐乘乘坐乘务员务员不不履行履行标标准准检查检查程序的程序的检查的检查的飞飞机机？-即使他

36、即使他们们重复操作过重复操作过无无数数遍。遍。1.Check Fuel(检查汽油)2.Check Tires(检查轮胎)3.Check Instruments(检查仪表盘)Continuous ImprovementStandardizationThere Is a Real Balance Between Standardization and Continuous Improvement.标标准化准化与与不不断断改改进进之之间间有有个个天平。天平。We Must Control The Balance to Be Sure That We Are Neither to Strict Wit

37、h Standardization,Nor Too Flexible.我我们们必必须须控制控制这个这个天平以确保天平以确保既既不要不要死死守守也不也不要要脱脱离离标标准化准化BUTLego ExerciseStandardized Work BasicsWHY What will happen if standard is not followed 若不遵守若不遵守标标准准会怎样会怎样？Why is it important?Why is it important?为为什什么么重要重要WHATWhat to do?What to do?做什做什么么 Work Elements With Tim

38、es vs.Takt 工作要素工作要素时间与时间与生产节拍生产节拍HOWHow to do it?How to do it?怎样怎样做做 Work Sequence/Diagram 工作次序工作次序/图图表表 Key Points For Safety&Efficiency 安全安全&效率要点效率要点 Quality Points&Checks 质质量要点量要点与与检查检查点点Cycle Time001LActual Takt Time5”4”3”2”1”TimeStandardized Work Basics Make Waste Visible!暴露暴露浪浪费费！Work Flow Dia

39、gram 工作流程表工作流程表 Time Chart 时间时间表表Waste of Motion!动动作浪作浪费费Non-Value Added!非增殖非增殖时间时间Value Added增殖增殖时间时间Wait Time!等待等待时间时间 Ensures standard across shifts via sign-offDocuments changes to the Standardized Work Visualizes worker movement via sketch.Symbol MOVING LINE STANDARD OPERATION SHEETGroup/teamJO

40、B NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal handwork/walking by model sec.Cycle time sec.Volume%Weighted average Return Walk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Processfor CRTL4IRL3IFL2L1CFESUBMATLo

41、cation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chartweightedaveragecycle timeOption or ModelTimeVolume%sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv.Shift Mgr.Shift AShift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of AdherenceDateSignature Elements O

42、f Good Standardized Work()(Shift )Symbol MOVING LINE STANDARD OPERATION SHEETGroup/teamJOB NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal handwork/walking by model sec.Cycle time sec.Volume%Weighted average TotalReturn Walk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF

43、)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Processfor CRTL4IRL3IFL2L1CFESUBMATLocation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chartweightedaveragecycle timeOption or ModelTimeVolume%sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv.Shift Mgr.Shift AS

44、hift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of AdherenceDateSignature Elements Of Good Standardized Work 标标准化工作要素准化工作要素Use as basis for training&Problem Solving作作为为培培训训问题问题解解决决的基点的基点Must support the user&be posted visually有利于有利于操作者或操作者或张贴张贴到明到明显处显处User involved in development操作者操作者参参加改

45、加改进进Always respect Std.Work of others尊重尊重他人的他人的标标准化工作准化工作Perform regular checks of Std.Work定时检查定时检查标准化工作标准化工作Final Notes on Standardized Work标标准化工作后注准化工作后注Final Notes on Standardized Work 标标准化工作后注准化工作后注The True Test of Good Standardized Work is When Someone Does Not Come to Work and theJob Still Get

46、s Done Safely,Efficiently and with Quality 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 What Do I Do?ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizati

47、onAndonConceptProblemSolvingBusiness PlanDeploymentTotal ProductiveMaintenanceScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety Priorit

48、yQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementManagementby TAKT Time 生产节拍生产节拍管理管理Standardization 标标准化准化Early Mfg.and DesignIntegration(DFM/DFA)Lean Design of Facilities,Equipment,Tooling and LayoutControlledExternal TransportationContin

49、uousImprovementProcessTakt Time=Number of vehicles required per time period此此阶阶段需要生段需要生产产台台数数Weekly 周Monthly 月Yearly 年Takt Time is Constant!TAKT TIME是不是不变变的！的！Takt Time:Determines the speed of the line 决决定流水定流水线线速度速度The time available to produce a component or single unit.生生产产一一个个部件或一部件或一辆车辆车的的时间时间D

50、etermined by the number of vehicles required by the end of each day to meet the production target.由需要由需要达达到的每日生到的每日生产产目目标标的的车辆数决车辆数决定定Operational Time Per Period某某阶阶段生段生产时间产时间TaktTaktI Love Lucy Video Part II I Love LucyI Love Lucy(Start video at Chocolate Assembly Line)录录象象从从巧克力的生巧克力的生产线开产线开始始I Lov

51、e Lucy Video Part II Group Discussion 小小组讨组讨论论uWhat GMS Standardization Principle concepts did we(not)see in the video?在在录录象看到或象看到或没没看到看到哪哪些些GMS的的标标准化原准化原则则uDiscuss as an open forum not by teams 论坛讨论论坛讨论非小非小组讨论组讨论I Love Lucy Video DiscussionWhat did we see in the video:从录象可我们看到：Lack of Standardized

52、Work:缺乏标准化工作 No documented standardized work on job 车上没有标准文件化 No standardized work to use as basis for training 没有标准化工作作为培训基础 No quality standard for completed chocolate 巧克力做完后没有质量标准Lack Of Management By Takt Time:缺乏生产节拍管理 Takt Time arbitrarily changed 主观改变生产节拍 No communication or planning of Takt T

53、ime change 生产节拍改变没有协商或计划 No visual indication of workstation beginning and end 从头到尾都没有工位的目视化标识Others:No way to call for help No way to stop line or prevent defects from leaving stationI Love LucyI Love LucyExample of Unlean Chocolate Factory不精益的巧克力工不精益的巧克力工厂厂例例子子 Takt time slowed down TAKT TIME 减减慢慢

54、 Cycle time not adjusted to the takt time 周期周期时间与时间与TAKT TIME 不符不符 Wait Time!等待时间Cycle TimeLucyEthelActual Takt TimeTeam MemberCycle Time5”4”3”2”1”TimeTaktTaktWait Time!等待时间Example of Unlean Chocolate Factory不精益的巧克力工不精益的巧克力工厂厂 Takt Time Arbitrarily Speed Up TAKT TIME 随随意加快意加快 Cycle Time Not Adjusted

55、 to Takt Time 周期周期时间与时间与TAKT TIME 不符不符Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”TimeOverburden!负载过负载过重重TaktTaktTaktTaktWhen Takt Time Changes Arbitrarily-Safety,Quality&Efficiency Suffer!TAKT TIME随意改变安全、质量、效率就会出问题Standardization Is Impossible Without Constant Takt Time若若没没有有恒定恒定的生的生

56、产节产节拍，拍，标标准化准化则则无法无法实现实现Takt Time Changes Must Be Communicated&Planned!Takt Time 的改的改变变必必须经过协须经过协商或商或计划计划!Just think of poor Lucy!Example of Lean Chocolate Factory精益的巧克力工精益的巧克力工厂厂 Takt Time Is Constant,Based on Demand TAKT TIME 基于需求恒定基于需求恒定 Cycle Time Is Adjusted to Takt Time 周期周期时间与时间与TAKT TIME一致一致

57、Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”Takt Time based on demandTAKT TIME 根据需求根据需求TimeTaktTakt8 hours x 60 minutes 8 小时 x 60分100 Units Scheduled100 辆计划480 mins-47 mins.Breaks480分 47分(休息)=4.33 mins.4.33 分分100 Units100辆“OPTIMUM”TAKT TIMEx 1.07 Downtime Loss1.07 停线损失=107 Units Neede

58、d Capacity107辆产量107 Units107台433 minutes433分钟=4.04 mins.4.04分钟分钟ACTUAL TAKT TIME(实际费时实际费时)OF WASTE107 CAPACITY107 产量-100 Units REQUIRED需求100辆=7 UNITS7辆浪费=PLANT LOSS(工工厂损厂损失失)“OPTIMAL”TAKT TIME最佳节拍7%OVERSPEED(Downtime Loss)ACTUAL TAKT TIME实际节拍Cycle Time433100=4.33433-30 100=4.04Andon Stops:Operator O

59、verburden Quality Issues Other Process Issues (5%)Machine&EquipmentDowntime(2%)+Point A(FPS)Point B(FPS)Point C(FPS)Start Std.Workat matched reference points 与控制点一致Finish Std.Workat when reference pointsmatched at next station 与下一工位控点一致uUse the FPS As a Reference Point to Measure the Takt Time用定点停作用

60、定点停作为测为测量量节拍节拍的控制点的控制点uThink of the FPS as“the beginning of Standardized Work”in terms of TIME-the“start of the stopwatch”在在时间时间上定点停上定点停为为“标标准化工作的起点准化工作的起点”秒表的秒表的开开始始ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwar

61、dStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping/ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal P

62、ull/DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementStandardization 标标准化准化Early Mfg.and DesignIntegration(

63、DFM/DFA)Lean Design of Facilities,Equipment,Tooling and LayoutVisualManagement目目视视化管理化管理Definition of Visual Management目目视视化管理的化管理的定定义义A process in which standards and actual condition become quickly visual in the workplace.标标准准与实际与实际情情况况在工作在工作场场所所视觉视觉化的程序化的程序Visual Management目目视视化管理化管理Visual Manage

64、ment Key Concepts目目视视化管理主要化管理主要概概念念MAKE STANDARD&OUT OF STANDARD CONDITIONS CLEAR&VISIBLE!使标准及非标准明晰及可视化xxVisual Management Key Concepts目目视视化管理主要化管理主要概概念念STATUS AT A GLANCE一目了然的一目了然的状态状态GUIDELINE SHOULD NOT TAKE MORE THAN ONE SECOND TO GRASP ANY SITUATION!方方针针不超不超过过一秒一秒钟钟了解情了解情况况Visual Management Key

65、 Concepts目目视视化管理主要化管理主要概概念念Communicate Information to Drive Quick Decisions for Action!互通信息迅速下决定采取行动Wear PPE!Problem!Im OK!Walk Here!On Target!Im on time!Visual Management目目视视化管理化管理uMake the Shop Floor Talk to You!使使车间车间也也会说话会说话“A Picture Is Worth A Thousand Words.”“百百闻闻不如一不如一见见”Visualizationvs.Visu

66、al Management目目视视化化与与目目视视管理管理Nice Charts!Very pretty!This information is telling me we have some problems!Be Careful Of Visualization注意目注意目视视化化图表真美观！图表真美观！是的是的这个信息说明有问题了这个信息说明有问题了Pretty好看好看Useful有用有用12391011546313028 2923 242516 1718781319202627141521 22Clear Out Of Standard Conditions突出异常情况12TRIM 11234 5SAFETY安全QUALITY,RESPONSIVENESS质量，响应XStatus At A Glance-ExamplesCommunicate Information-ExamplesShow photos of normal“Walk Dont Walk”light versus Stack Light to show how much time is left 用图片指示常见