精益生產(chǎn)基礎(chǔ)課件二

LeanManufacturingBasics1精益生產(chǎn)基礎(chǔ)（一）2

Contents Slide(s)TableofContents目錄Overview&Scope概述與范圍 4Objectives目的

5ABriefHistoryofLean 精益歷史簡(jiǎn)介

7WasteElimination消除浪費(fèi) 14ValueStreamMapping(VSM)價(jià)值流程圖 305S&VisualManagement5S及可視化管理

38SuperMarket超市 56 3Overview&Scope概述&范圍LeanManufacturingisagenericprocessmanagementphilosophyderivedmostlyfromtheToyotaProductionSystem(TPS)butalsofromothersources.Itisrenownedforitsfocusonreductionof‘SevenWastes’inordertoimproveoverallcustomervalue.

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精益生產(chǎn)是一門流程管理哲學(xué)，主要來(lái)自于豐田制造系統(tǒng)（TPS）。其焦點(diǎn)在如何減少“7大浪費(fèi)”以增加客戶價(jià)值。Toyota'sachievementmade"Lean"ahottopicinmanagementscienceinthefirstdecadeofthe21stcentury.豐田的成功使Lean成為21世紀(jì)前10年管理科學(xué)的熱點(diǎn)。LeanManufacturingcanbedefinedas: "Asystematicapproachtoidentifyingandeliminatingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepullofthecustomerinpursuitofperfection."

Lean可以如此定義：“從客戶拉貨到產(chǎn)品源頭的整個(gè)流程不斷改善，識(shí)別并消除浪費(fèi)（無(wú)價(jià)值活動(dòng)），使之日臻完善的一種系統(tǒng)方法”InfoSource:/wiki/Lean_manufacturing*4Objective目的IntroduceLeanManufacturinganditselements介紹精益生產(chǎn)及基本原理WasteElimination消除浪費(fèi)ValueStreamMapping價(jià)值流程圖 5S&VisualManagement5S及可視化管理 SuperMarket超市 5WhatExecutives(Really)needtoKnow執(zhí)行者必須要知道的98%ofOrganisationsthatengagewithLean,Fail!!WHY???LeanisHARD!!!

98%的企業(yè)推行過Lean,但失敗了，為什么？因?yàn)樘щy！Excerptsfromthebook“LeanMachines”LeanThinking精益思想It’sapeopleissue.That’swhyit’ssohard.Gettingpeopletochange–todothingsdifferentlythantheyhavedonethem–isreally,reallyhard.ArtByrne,CEOWiremold正是人的原因使它如此困難，讓人去改變以前做事的方式—-確實(shí)很困難。IfacompanyisreallymaniacalaboutLeanittakestwotothreeyearstogofromkindergartentofirstgrade.That’showtoughitis.MarkDeLuzio,architectoftheDanaherBusinessSystem,Danaher如果一家公司已經(jīng)真正開始推行Lean,那要花上2，3年的時(shí)間才能達(dá)到初級(jí)階段。那是多么的困難！ABriefHistoryofLean精益歷史簡(jiǎn)介L(zhǎng)eanHistoryTimeline精益生產(chǎn)演變歷史TheOriginsofLeanManufacturing精益生產(chǎn)的起源7LeanHistoryTimeline精益演變歷史FatherofManagement科學(xué)管理學(xué)之父FatherofMotion-TimeStudy動(dòng)作-時(shí)間研究之父FatherofAssemblyLineConcept組裝線概念之父IndustryQualityTransformation工業(yè)質(zhì)量轉(zhuǎn)變BirthofTPS*/LeanConceptsTPS*/Lean概念誕生“TheMachineThatChangedTheWorld”改變世界的機(jī)器“LeanThinking”精益思想8LeanManufacturinghasits’rootintheToyotaProductionSystem(TPS).SeveralindividualsatToyotawereinstrumentalindevelopingandsystematizingTPS.Amongthemostimportantwere:精益生產(chǎn)來(lái)自于豐田制造系統(tǒng)(TPS).幾位豐田人對(duì)其進(jìn)行了發(fā)展和系統(tǒng)化，其中貢獻(xiàn)最大的

：SakichiToyoda豐田佐吉(1867~1930)Japan’s“KingofInventors.”日本“發(fā)明家之父”

HisconceptofJidoka(autonomation)isoneofthefoundationalprinciplesofTPS.他的概念jidoka(自動(dòng)化)是TPS的幾項(xiàng)基礎(chǔ)原則之一FirstappliedtoToyodaPowerLoomequippedwithanewweft-breakageautomaticstoppingdevice(developedin1896).最初應(yīng)用在自動(dòng)織布機(jī)上，只要有斷線就自動(dòng)停機(jī)(發(fā)明于1896年)World‘sfirstautomaticloomwithanon-stopshuttle-changemotion,theType-GToyodaAutomaticLoom(developedin1924).發(fā)明了世界上第一臺(tái)不停線換梭自動(dòng)織布機(jī)，G型自動(dòng)織機(jī)(發(fā)明于1924年)FoundedToyotaMotorCo.in1937.1937年創(chuàng)立豐田汽車公司Formoreinfo:/wiki/Sakichi_ToyodaTypeGAutomaticLoomToyotaSedanModelAATheOriginsofLeanManufacturing精益生產(chǎn)的起源9KiichiroToyoda豐田喜一郎(1894~1952)Sakichi’sson.豐田佐吉之子.TheTPShasevolvedthroughmayyearsoftrialanderrortoimproveefficiencybasedontheJust–in–Time(JIT)conceptsdevelopedbyKiichiroToyoda,thefounder(andsecondpresident)ofToyotaMotorCorporation.TPS一直在準(zhǔn)時(shí)制生產(chǎn)的基礎(chǔ)上不斷試驗(yàn)去提升效率，而準(zhǔn)時(shí)制生產(chǎn)就是由豐田喜一郎發(fā)明的，豐田汽車的創(chuàng)始人。InheritedSakichiToyodaphilosophy,setouttorealizehisbeliefthat“theidealconditionsformakingthingsarecreatedwhenmachine,facilitiesandpeopleworktogethertoaddvaluewithoutgeneratinganywaste“.繼承了佐吉的豐田思想，他堅(jiān)信”最理想的狀態(tài)就是人，機(jī)，設(shè)備最佳配合增加價(jià)值，不產(chǎn)生任何浪費(fèi)”Conceivedmethodologiesandtechniquesforeliminatingwastebetweenoperations,betweenlines,betweenprocesses.TheresultwasthesocalledJITmethod.他一直思考在操作，線體和流程之間消除浪費(fèi)最佳的方法，即“準(zhǔn)時(shí)制生產(chǎn)“Drawingonhisexperienceofintroducingaflowproductionmethodusingachainconveyorintotheassemblylineofatextileplant(completedin1927)withamonthlyproductioncapacityof300units.他將流水線生產(chǎn)的經(jīng)驗(yàn)應(yīng)用于紡織廠，鏈條式傳送帶使月產(chǎn)量達(dá)到300IntroducedthismethodintothebodyproductionlineatToyotaMotorCo.,Ltd.‘sKoromoPlant(presentdayHonshaPlant),completedin1938.將這種方法引入到豐田汽車公司車身生產(chǎn)線,1938年完成HestudiedFord’sproductionsystemandadaptedittothesmaller,morediverseJapanesemarket.他研究了福特生產(chǎn)系統(tǒng)并把它應(yīng)用于更小，更多變的日本汽車市場(chǎng)Formoreinfo:/wiki/Kiichiro_ToyodaTheOriginsofLeanManufacturing精益生產(chǎn)的起源10TheOriginsofLeanManufacturing精益生產(chǎn)的起源EijiToyoda

豐田英二(1913~)ByensuringthoroughimplementationofJidokaandtheJust-in-Timemethod,EijiToyodaincreasedworkers‘productivityinaddingvalueandrealizedtheToyotaProductionSystem,whichenabledToyotatocompetehead-onwithcompaniesinEuropeandtheU.S.

通過將Jidoka和JIT徹底應(yīng)用,提高了工人的效率，TPS讓豐田公司能夠與歐美公司競(jìng)爭(zhēng)。Formoreinfo:/wiki/Eiji_Toyoda11TheOriginsofLeanManufacturing精益生產(chǎn)的的起源Dr.ShigeoShingo新鄉(xiāng)重夫(1909~1990)In1930,aftergraduationfromYamanashiTechnicalCollege,hewenttoworkfortheTaipeiRailwayCompany.1930年從山梨技技術(shù)學(xué)校畢畢業(yè)后，到到臺(tái)北鐵道道公司工作作。In1943,hewastransferredtotheAmanoManufacturingPlantinYokohama.1943年轉(zhuǎn)到橫濱濱的Amano制造廠。In1945and1946andalsobeganalongassociationwiththeJapaneseManagementAssociation(JMA).1945年,46年在日本管管理協(xié)會(huì)從從事長(zhǎng)期顧顧問。In1955,hebegananotherlongassociation,thistimewithToyota.Inadditiontohismanyconsultingassignmentsinotherindustries.ItisduringthisperiodthathefirststartedworkonsetupsbydoublingtheoutputofanenginebedplaneratMitsubishi‘sshipyard.除了他在其其他行業(yè)的的許多咨詢?cè)児ぷ鳎?955年開始充當(dāng)當(dāng)豐田公司司顧問。在在此期間工工作，他第第一次一開開始就設(shè)置置了要三菱菱造船廠的的一機(jī)床刨刨機(jī)產(chǎn)量翻翻倍的目標(biāo)標(biāo)。In1959,heleftJMAtostarthisownconsultingcompany.Duringtheearly1960‘s,asanoutgrowthofworkwithMatsushita,hedevelopedhisconceptsof““Mistake-Proofing“(Poka–Yoke).1959年，他離開開日本管理理協(xié)會(huì)，開開設(shè)自己的的顧問公司司，1960年代，和Matsushita公司合作后后，發(fā)明了了”防錯(cuò)法”的的概念。In1969,SMEDwasoriginatedwhenhecutthesetuptimeona1000tonpressatToyotafrom4.0hoursto3.0minutes.1969年，他幫助助豐田將1000噸沖壓機(jī)臺(tái)臺(tái)換模時(shí)間間從4小時(shí)減少到到3分鐘，快速速換模概念念產(chǎn)生了。。Duringthe1970‘s,hetraveledinEuropeandNorthAmericaonmanylectures,visitsandassignments.HebegantoseeToyota’seffortsasanintegratedsystemandbegantoassistseveralU.S.andEuropeanfirmsinimplementation.1970年代，他到到歐美演講講，逐漸將將豐田的生生產(chǎn)方式系系統(tǒng)化，并并且?guī)椭鷼W歐美企業(yè)實(shí)實(shí)施。12Bypracticingthephilosophiesof“dailyimprovements”and“goodthinking,goodproducts””theTPShasevolvedintoaworld-renownedproductionsystem.Furthermore,allToyotaproductiondivisionsaremakingimprovementstotheTPSdayandnighttoensureitscontinuedevolution.通過“日常常改進(jìn)”的的哲學(xué)和““好思想，，好產(chǎn)品””的想法，，TPS已經(jīng)演變成成世界著名名的生產(chǎn)體體系。此外外，豐田的的所有生產(chǎn)產(chǎn)部門仍在在不斷改善善，以確保保其持續(xù)發(fā)發(fā)展。Atleastasimportantasthetoolsthatthesefoundersdiscovered,wastherealizationbytopToyotamanagementthatforthesystemtowork,workersmustbecontinuouslytrained,motivated,andproperlysupportedatalltimes.豐田管理者者知道，和和這些奠基基者發(fā)明這這些工具一一樣重要的的是，要讓讓系統(tǒng)運(yùn)作作，必須讓讓工人不斷斷得到訓(xùn)練練，激勵(lì)，，并持續(xù)給給與合適支支持。TheOriginsofLeanManufacturing精益生產(chǎn)的的起源13SequentialApplicationofTools工具具運(yùn)運(yùn)用用順順序序價(jià)值值流流是是基基礎(chǔ)礎(chǔ)變化化程程度度+影響響時(shí)間間WasteElimination消除除浪浪費(fèi)費(fèi)SevenWaste(TIMWOOD)七大大浪浪費(fèi)費(fèi)“BeginbylearningtheFUNDAMENTALS.Ifyoulearnthewrongideasaboutfundamentalmatters,youarelikelytocontinuetomakemistakeslater,nomatterhowenthusiasticyouareaboutimplementingimprovements.““在學(xué)學(xué)習(xí)習(xí)基基礎(chǔ)礎(chǔ)知知識(shí)識(shí)時(shí)時(shí)，，如如果果弄弄錯(cuò)錯(cuò)基基本本概概念念，，不不管管你你對(duì)對(duì)改改善善有有多多大大的的熱熱情情，，在后后面面的的學(xué)學(xué)習(xí)習(xí)中中還還是是可可能能繼繼續(xù)續(xù)犯犯錯(cuò)錯(cuò)。。Understanding&EliminatingWaste識(shí)別及及消消除除浪浪費(fèi)費(fèi)WasteExistsInEveryProcess……EliminateIt!浪費(fèi)費(fèi)存存在在在在每每個(gè)個(gè)過過程程中中…消滅滅它它!TheSevenTypesofWaste……七種種類類型型浪浪費(fèi)費(fèi)Transportation運(yùn)輸輸Inventory庫(kù)存存Motion動(dòng)作作Waiting等待待Overproduction過量量生生產(chǎn)產(chǎn)Over-processing不必必要要的的過過程程Defects缺陷陷TIMWOOD16/Value價(jià)值CorrectlySpecifyValueofProduct/ServicewithCustomerinmind從正確識(shí)別產(chǎn)產(chǎn)品/服務(wù)的價(jià)值,始終考慮客戶戶的需求/ValueStream價(jià)值流IdentifythewastesintheValueStreamandremoveallthewastes識(shí)別價(jià)值流,消除浪費(fèi)//PursuePerfection追求完美WastesEliminationasanOngoingProcesstowardsPerfection浪費(fèi)消除,流程趨于完善善TheUniversalLeanPrinciple精益原理Flow流程MaketheProductandValueFlowSmoothly理順產(chǎn)品關(guān)系系和價(jià)值流Pull拉動(dòng)ProduceonlytothePullofCustomerDemand以客戶需求拉拉動(dòng)生產(chǎn)ValueAddedActivity增加價(jià)值的活活動(dòng)Somethingcustomersarewillingtopayfor…客戶愿意付錢錢的部分…-AND-Changestheform,fitorfunctionofmaterialorinformation……變更物料或信信息的結(jié)構(gòu),裝配或功能…-AND-Isbeingdonerightthefirsttime從開始就一直直做對(duì)的DefiningValue定義價(jià)值EliminateNon-ValueAddedActivity消除不增加價(jià)價(jià)值的活動(dòng)TimeAfterBeforeValueaddedwork增加價(jià)值的工作AfterBeforeNonvalueaddedwork不增加價(jià)值的工作時(shí)間改善前改善后Non-ValueAddedActivity不增加價(jià)值的的活動(dòng)Allotheractionsandunwantedfeaturesarebydefinition…WASTEaddingnovaluetothecustomer……simplyraisecostsinourbusiness!其它所有活動(dòng)動(dòng)，浪費(fèi)定義義里所有不希希望有的項(xiàng)目目,不能為客戶增增加價(jià)值….僅僅增加成本本!Observethat2ThingsareALWAYSHappening...兩件事一直會(huì)會(huì)相伴發(fā)生...Thingsthatshouldbedone必須要做的事情Thingsthatshouldnotbedone不能做的事情WASTE浪費(fèi)WORK工作Understanding&EliminatingWaste識(shí)別及消除浪浪費(fèi)“It”…EitherAddsValueorDoesNot“它”…要么增加價(jià)值值，要么不??！TimeAfterBeforeValueaddedwork增加價(jià)值的工作AfterBeforeNonvalueaddedwork不增加價(jià)值的工作時(shí)間改善前改善后Concurrently….19Thisiswhatyourstrivingfor……這就是你需要要努力達(dá)到的的…RequiresEquipment需要設(shè)備IncreasesHandlingDamage增加操作損壞壞機(jī)會(huì)Necessary…MustMinimize確實(shí)是不可缺缺少的…必需最少化Waste#1Transportation浪費(fèi)#1運(yùn)輸MachinesNexttoEachOther…TransportTimeMinimized將機(jī)臺(tái)放在一一起，運(yùn)輸時(shí)時(shí)間降到最低低20Waste#2Inventory浪費(fèi)#2庫(kù)存WasteAsksForMoreWaste庫(kù)存浪費(fèi)會(huì)產(chǎn)產(chǎn)生更多浪費(fèi)費(fèi)Highspoilage高損壞率Poorproductquality品質(zhì)問題Slowrunning生產(chǎn)緩慢Frequentbreakdowns頻繁的中斷Longchangeovers長(zhǎng)換線時(shí)間庫(kù)存高度Unplannedstoppages無(wú)計(jì)劃停線TiesUpWorkingCapital使?fàn)I運(yùn)資金緊緊張TakesValuableSpace占用可用空間間RiskofObsolescence呆料風(fēng)險(xiǎn)Inventorylevels21Before改善前After改善后TreatOperatorsasSurgeons…EverythingWithinReach視訓(xùn)練作業(yè)員員如同外科醫(yī)醫(yī)生…每件東西都放放在手所及范范圍內(nèi)Waste#3Motion浪費(fèi)#3動(dòng)作ErgonomicConcerns人體工程學(xué)考考量LaborEfficiency勞動(dòng)效率WastedCycleTime浪費(fèi)周期時(shí)間間22Waste#4Waiting浪費(fèi)#4等待WhenInventoryWaitsYourCustomerWaits當(dāng)庫(kù)存在等待待時(shí)，客戶也也在等待IncreasesLeadTime增加制造周期期IncreasesWorkinProcess增加流程中在在制品SlowsResponsetoCustomer對(duì)客戶反應(yīng)慢慢23Waste#5Over-Production浪費(fèi)#5過量生產(chǎn)DoNotProduceWhattheCustomerDoesNotNeed不要生產(chǎn)客戶戶還不需要的的東西TiesUpWorkingCapital使?fàn)I運(yùn)資金緊緊張TakesUpFloorSpace占用空間HidesProcessProblems隱藏流程中的的問題24CreatesDelay產(chǎn)生延遲IncreasedOpportunityforMoreDefects增加錯(cuò)誤機(jī)會(huì)會(huì)Doesn’’tAddValueByDefinition不能增加價(jià)值值Waste#6OverProcessing浪費(fèi)#6不必要的過程程MatchPhysicalMovementWithSystemicTransaction…Strivefor1:1Ratio盡量將實(shí)物流流動(dòng)與系統(tǒng)處處理匹配，目目標(biāo)比例是1:1ManualEntryofInformation人工輸入信息息25UpsetsCustomers讓客戶不滿意意ConsumesResources消耗資源ChokesFlow堵塞流程Waste#7Defect浪費(fèi)#7缺陷ReworkingDefectsIsWasteful…SendingThemtoCustomersisOutrageous返工不良就是是浪費(fèi)…把這些貨送給給客戶是不允允許的26SkillsnotUtilized未被用到的技技能(7Wastes)+1Waste––Skills(UnutilizedSkills)7+1浪費(fèi)-未被用到的技技能Unutilizedresourcesofskill/knowledgefromtheshopfloorworker現(xiàn)場(chǎng)工人未被被利用的技能能/知識(shí)ValueStreamMapping(VSM)價(jià)值流程圖CurrentStateMap現(xiàn)狀圖FutureStateMap未來(lái)圖28TOTALValueStream完整價(jià)價(jià)值流流Flextronics:Suppliers偉創(chuàng)力力：供供應(yīng)商商FlextronicsOps:Plant/ServiceRepairShop偉創(chuàng)力力：工廠/服務(wù)維維修站站Flextronics:Customer偉創(chuàng)力力：客客戶WhatistheValueStream?什么是是價(jià)值值流？？SeetheWholeProcessfromStarttoFinish從源頭頭到末末端看看整個(gè)個(gè)價(jià)值值流29ProcessLevel流程等等級(jí)SinglePlant(doortodoor)單個(gè)工工廠（（門到到門））MultiplePlants多個(gè)工工廠AcrossCompanies包含整整個(gè)公公司LevelsofMapping流程圖圖等級(jí)級(jí)CanBeUsedatAnyLevelintheBusiness可運(yùn)用用在任任何等等級(jí)30Understandcurrentsituation-Bigpicturepointofview了解現(xiàn)現(xiàn)況-查看全全局ShowstheratioofNon-ValueAddedtoValueAddedTime顯示非非價(jià)值值增加加與價(jià)價(jià)值增增加活活動(dòng)的的比例例Exposessourcesofwaste-notjustwaste暴露出出浪費(fèi)費(fèi)源—并非只只有浪浪費(fèi)Showslinkagebetweentheseventypesofflow顯示7種流程程之間間的聯(lián)聯(lián)系WhydoValueStreamMapping?為什么么要畫畫價(jià)值值流程程圖？？FormstheBlueprintforaLeanImplementationPlan建立Lean執(zhí)行計(jì)計(jì)劃的的藍(lán)圖圖31ProductFamily產(chǎn)品系列ImplementationPlan實(shí)施計(jì)劃CurrentStateDrawing現(xiàn)狀繪制FutureStateDrawing未來(lái)狀況描繪2341IdentifytheValueStreamforeverymajorproductfamily/program定義每個(gè)主主要產(chǎn)品系系列/程序的價(jià)值流Concepttolaunch-Ordertodelivery產(chǎn)品投放概概念–訂單交貨Mapthecurrentstate-Identifyalltheactionsthatdon’tcreatevalue(VA/NVA/VE)繪制現(xiàn)狀流流程圖–定義所有不能增加價(jià)價(jià)值的活動(dòng)動(dòng)(VA/NVA/VE)DevelopandmapconceptsforthefuturestateasaManagementteam&communicateyourvisiontoyourteam.像一個(gè)管理理團(tuán)隊(duì)一樣樣，發(fā)展和和描繪未來(lái)來(lái)藍(lán)圖，并并與你的組組員溝通你你的想法Developmetrics&determinegoals…HowwillSuccessbemeasured?展開矩陣及及制定目標(biāo)標(biāo)…目標(biāo)達(dá)成如如何測(cè)量？？Developactionsanddrivetowardfuturestate制定行動(dòng)計(jì)計(jì)劃并努力力朝未來(lái)邁邁進(jìn)HowdoweStart?我們?nèi)绾伍_開始？32The7Typesof‘FLOW’’7種類型‘流流程’5.People人-StdWork標(biāo)準(zhǔn)工作-TaktTime節(jié)拍時(shí)間Material––Raw物流-原材料Material––WIP物流-在制品Material––FinishedGoods物流-成品Equipment設(shè)備-Carts推車-conveyors傳送帶-Andons信號(hào)燈-racks貨架-TPM全面生產(chǎn)維維護(hù)4.Information信息流-ActonMaterial物料加工處處Loadintomachine設(shè)備上料處處Moveitfrom1buckettoanother從一個(gè)地方方轉(zhuǎn)移至另另外的地方方7.Engineering/Tools工程/工具-Quality品質(zhì)-Tooling工具-cuttingtools切削工具-Programs程序TheProblemsaswellastheAnswersLieWithintheFlow問題和答案都展現(xiàn)在流流程里WhatwillbeSeen?我們可以看看到什么？？33Startatthecustomerandworkbackwards從客戶開始始逆向開始始工作Walktheactualflows跟著實(shí)際流流程走線Don’tMaptheOrganizationbuttheflowthroughit不需要畫出出組織，但但會(huì)體現(xiàn)在在流程中Don’tbetoodetailedthisisanoverview看全局，不不需太細(xì)節(jié)節(jié)Usepencilnotpowerpoint…quickandcrude不使用電腦腦，而是用用鉛筆畫出出來(lái)，快速速而直接GuidelinesforMapping指導(dǎo)方針Pretendyouarethe‘‘Product’’…Andfollowthepath‘product’flows假設(shè)你就是是這個(gè)‘產(chǎn)產(chǎn)品’，…就跟著這個(gè)個(gè)‘產(chǎn)品’的腳步走吧吧。34Current/InitialStateMap現(xiàn)有/最初狀況況流程圖圖KITTINGVendorManagedInventory(VMI)CustomerForecast3-moFirmBi-weeklyForecastFirmOrderKittingRacksSMT/ICTLINEFinishedGoodsStore1h**1-2DayShipAVGTAKTTIME*Mod1:194sec/pcL5:415sec/pcPickList36hrsBAXCONVERSIONBOTTOMYield=99.%

Yield=98.6%TOP

Yield=73.2%MIDDLE**

Yield=78.6%BACK-ENDLEVEL5LEVEL3TrafficIntersectionDailySchedulePackPlanDailyScheduleOnDemandLoadingPlanweeklydailyKitsDailyTravelersWeeklySchedule1h***0.24h0.25h0.54h7.8h8.9h6h4h2h0.5h15.6h28.4h6h0.2h2.7h26.3h13.7h34.6h8.2h19.4h1hCompanyThe5S’s&VisualManagement5S及可視化管理理SortSetinorderShineStandardizeSustain整理整整頓清清掃清清潔潔素素養(yǎng)Introductiontothe5Ss5S簡(jiǎn)介Sort(Seri)整理…SetinOrder(Seiton)整頓…Shine(Seiso)清掃…Standardize(Seiketsu)清潔…Sustain(Shitsuke)素養(yǎng)…ProperArrangement合理安排Cleanup將不必要的清清除Cleanliness清掃Orderliness保持清潔，有有序Discipline變?yōu)榧o(jì)律持續(xù)續(xù)進(jìn)行Establishstandardstodetectanabnormality建立標(biāo)準(zhǔn)以便便偵測(cè)異常Createandmaintainanorganized,cleanandsafeworkarea建立并維護(hù)一一個(gè)有組織的的，清潔且安安全的工作場(chǎng)場(chǎng)所ConditioningdisciplineforActionWorkout訓(xùn)練，將行動(dòng)動(dòng)變成紀(jì)律以以維持Whatisthe5S?什么是5S？Definition定義38Eliminateallunnecessaryitems…清除工作場(chǎng)所所中不必要的的物品itemsnotneedednowforproduction這些東西與現(xiàn)現(xiàn)有生產(chǎn)無(wú)關(guān)關(guān)Whatdoweneed?哪些是需要的的？Whatcanweremove?哪些是可以移移除的？Step1:Sort(Seri)第一步：整理理WhenInDoubt...ThrowItOut當(dāng)判斷出現(xiàn)遲遲疑時(shí)，扔掉掉它！PURPOSE目的ASKYOURSELF問問自己39Step2:SetinOrder(Seiton)第二步：整頓頓Organizeandarrangewhatyouneed組織并安排所所有必要工具具、物料與工工作相關(guān)的東東西Whatdoweneedtouse1st,2nd留下的要分主主次…Whereshoulditbe?應(yīng)該放在什么么位置？EverythingyouREALLYNeedatyourFingertips所有你需要的的東西都應(yīng)該該在你所及范范圍內(nèi)。PURPOSE目的ASKYOURSELF問問自己40Step3:Shine(Seiso)第三步：清掃掃Identifyabnormalitiesbyvisuallysweepingthearea通過清掃工作作場(chǎng)所與設(shè)備備識(shí)別異常Doesthisbelonghere?這個(gè)是屬于這這里的嗎？Isitneededrightnow?現(xiàn)在需要它嗎嗎?Beabletoquicklydetectanabnormality能夠迅速識(shí)別別異常PURPOSE目的ASKYOURSELF問問自己41Arrangeitemssothattheycanbefoundquicklybyanybody把他們有序放放置，以便任任何人能很快快速找到Doeseverythinghasaplace?是不是所有東東西都有相應(yīng)應(yīng)位置Iseverythinginitsplace?是不是都放在在該放的位置置。Step4:Standardize(Seiketsu)第四步：清潔潔Anyoneshouldbeabletoeasilyunderstandproperarrangementandabnormalities任何人都能很很容易明白什什么是正常的的，什么是異異常的。PURPOSE目的ASKYOURSELF問問自己42Step5:Sustain(Shitsuke)第五步：素養(yǎng)養(yǎng)Leadershipresponsibilitytosustainthefirst4S’s保持前4S持續(xù)進(jìn)行Aretheactionsclearlydefined?是否所有行動(dòng)動(dòng)都已明確定定義？Clearownership?責(zé)任清晰？StepsofImplementationAreateamleadersidentifiedandresponsibilitiesdocumented.LevelAnythingnotrequiredforimmediateproductionisremovedfromtheline.Immediateactionstakenagainstabnormalities;Shopkeptorderlyonacontinuousbasis.Non-utilizedcabinets,benches,tables,etc.identifiedandremovedfromarea.Unneededmaterialsremovedfromplant;notstoredaway.Neededandunneededmaterialshavebeenidentifiedandseparated.Neededandunneededmaterialsaremixedthroughouttheworkarea.Dailycleanlinessinspectionofequipment,toolsandsupplies.Visualcontrolsestablishedandwellmarkedforworkarea.Workareasunkept;Novisualcontrolsinplace.Informationis“hidden”inthecomputersystem.Level4Level3Level2Level1Immediateactionstakenagainstassemblyabnormalities.Area’sindividualstakeownership;standardsarefollowed.Dailychecksperformedbyarealeaders;standardsareregularlyreviewedandupdated.Periodicchecksareperformedbyarealeaders.Noareachecksareperformed;standardsarenotestablished.SelfDisciplineSort

Sweep5S’sEstablish&followstandardprocedures.Theyareclear,up-to-date,anddisplayedinworkareas.Materiallayout,assembly,&communicationsaredocumented,standardized&followedrigorously.Labelingofitemswithrequiredquantitiesarestandardized.Proceduresaredocumented,butnotconsistentlyfollowed.Noproceduresinplace.StandardizeAllitemscanbeeasilyretrievedbyanyone;theyareclearlymarked.Standardizeditemquantitiesareestablished;Shadowboardsareutilized.Neededitemshavededicatedlocationswhichareclearlylabeled.Neededitemshavebeensafelystoredandorganized.Itemsareplacedrandomlythroughouttheworkplace.Simplify5LevelOfImprovementEasyToMeasure……StayFocused易衡量…保證焦點(diǎn)PURPOSE目的ASKYOURSELF問問自己43(5S)+1:Safety安全Safetymustbeineveryonemindalltime.每人都有安全全意識(shí)。Safetyisthe1stitemwhenyouaredoinganykindofImprovement.做任何的改善善安全是第一一要?jiǎng)?wù)。Safetycannotbecompromisedwithalltheother5S’’sactivities.安全需與5S其他項(xiàng)協(xié)調(diào)一一致。Zerotolerancetoanyindustry.對(duì)安全來(lái)講，，不能有半點(diǎn)點(diǎn)偏差。44KeysTo5SSuccess成功關(guān)鍵要素素Geteveryoneinvolved.讓所有人參與與Integrate5SPrinciplesintodailyworkrequirements.將5S原則整合到日日常工作要求求中Communicateneedfor5S,rolesofallparticipants,howitisimplemented.與所有參與者者溝通5S的要求，參與與者的角色，，如何實(shí)施Beconsistentinfollowing5SPrinciplesinallareas堅(jiān)持在所有地地方貫徹執(zhí)行行5SBusinessTeamLeaderinvolvementisamust!BusinessTeamLeader必須參與Followthrough-finishwhatisstarted-5Stakeseffortandpersistence.一旦開始，付付出努力，持持之以恒Link5SactivitywithallotherActionWorkoutinitiatives.把5S與其他活動(dòng)聯(lián)聯(lián)系在一起，，取得主動(dòng)45The5SisthefoundationforFlextronicsLeanEnterprise.5S是精益生產(chǎn)的的根基Inordertovisuallydetectanyabnormalcondition,weneedtoestablishVisualManagement&Standards.為了能一目了然看出出異常，我們必須建立立目視化管理和和標(biāo)準(zhǔn)TheFoundation基礎(chǔ)46Managementatalllevelsmustbecommittedtoestablishingandmaintainingthe5Sprocess.所有階階層管管理者者必須須承諾諾建立立及維維護(hù)5S流程。。Beforepeopleleaveworkfortheday,everyonemustensurethatthecellmeets5Sprinciples.員工每每天下下班前前，必必須保保證所所有項(xiàng)項(xiàng)目符符合5S原則。。Theuseofchecklistformonitoringadherence,quantifyingresultsofcellinspectionsandprominentdisplayofeacharea’sresultsaretoolswhichmanagementcanusetohelpsustaintheprocess.學(xué)會(huì)使使用清清單來(lái)來(lái)檢查查保持持狀況況，把把單元元檢查查結(jié)果果量化化，并并且把把每個(gè)個(gè)區(qū)域域的改改善展展示出出來(lái)，，通過過這些些手段段來(lái)保保持改改善流流程。。Managementmustleadbyexample.管理層層必須須通過過范例例來(lái)領(lǐng)領(lǐng)導(dǎo)5S改善。。WalktheTalk到現(xiàn)場(chǎng)場(chǎng)邊做做邊學(xué)學(xué)!5S-LeadershipResponsibility5S-領(lǐng)導(dǎo)職職責(zé)47CreateStandards……DetectAbnormalities建立標(biāo)標(biāo)準(zhǔn)…發(fā)現(xiàn)異異常5cowboystodrive1000cattle5個(gè)牛仔仔趕1000頭牛Shouldtakeonelookandunderstandthesituation必須一一眼看看出狀狀況Clearlydifferentiatebetweenwhatis““Normal”and““Abnormal””清楚辨辨別正正常和和異常常Detectwhatis““Abnormal””偵測(cè)到到什么么是異異常Don’t““Manage”aStandard……DetecttheAbnormality不要去去管理理一個(gè)個(gè)標(biāo)準(zhǔn)準(zhǔn)…去發(fā)現(xiàn)現(xiàn)異常常LookHere……看這里里NotHere……不是這這里48CreateStandards……DetectAbnormalities建立標(biāo)標(biāo)準(zhǔn)…發(fā)現(xiàn)異異常在制品品位置置確定定貼上標(biāo)標(biāo)簽物料進(jìn)進(jìn)物料出出建立標(biāo)標(biāo)準(zhǔn)49VeryEasytoDetectAbnormalities!很容易易發(fā)現(xiàn)現(xiàn)異常常CreateStandards……DetectAbnormalities建立標(biāo)標(biāo)準(zhǔn)…發(fā)現(xiàn)異異常50WhichSituationisEasiertoManage?哪種情情況更更容易易管理理？CreateStandards……DetectAbnormalities建立標(biāo)標(biāo)準(zhǔn)…發(fā)現(xiàn)異異常這是什什么？？誰(shuí)使用用他們們？51HorizontalLimitAllsmallPartshavedefinedPlace所有小小料件件都規(guī)定了了擺放放位置置CreateStandards……DetectAbnormalities建立標(biāo)標(biāo)準(zhǔn)…發(fā)現(xiàn)現(xiàn)異異常常VerticalLimit52CreateStandards……DetectAbnormalities建立立標(biāo)標(biāo)準(zhǔn)準(zhǔn)…發(fā)現(xiàn)現(xiàn)異異常常這里里有有什什么么異異常常？？有東東西西漏漏放放了了?。〗o第第3線供供應(yīng)應(yīng)的的看看板板空空了了，，需需要要從從倉(cāng)倉(cāng)庫(kù)庫(kù)拉拉料料。?？瘴晃?在站站位位3沒人人工工作作VisualManagement FIFOSupermarket超市市可視視化化管管理理先先進(jìn)進(jìn)先先出出54SuperMarketisastockinglocationforrawmaterial/WIP/FGwiththefollowingcharacteristics:超市市是用用來(lái)來(lái)存存放放原原材材料料/在制制品品/成品品的的地地方方，，具具有有以以下下特特征征;EnablesVisualManagement.能夠夠可視視化化管理理。。Rightsizedtosupportlevelloadedplan.通過過計(jì)計(jì)算算需需求求，，確確定定存存放放位位置置大大小小，，從從而而支支持持負(fù)負(fù)荷荷平平均均計(jì)計(jì)劃劃。。FIFOMaterialFlow.物料料遵遵循循先先進(jìn)進(jìn)先先出出ControlledEntry/ExitofParts““l(fā)ocked””(asrequired……initially)通過過鎖鎖定定材材料料進(jìn)進(jìn)出出來(lái)來(lái)控控制制庫(kù)庫(kù)存存（（正正如如最最初初要要求求一一樣樣））5No’’s-Nothinking,NoSearching,Nocounting,Nochecking,Nowaiting.5個(gè)不-不用思考考，不用用尋找，，不用計(jì)計(jì)算，不不用檢查查，不用用等待WhatdoIlookforinaSupermarket?我們?cè)诔欣镎艺沂裁?？？SuperMarket超市55ExampleofSupermarket超市范例例56ExampleofSupermarket超市范例例57ExampleofSupermarket超市范例例58ExampleofSupermarket超市范例例5942InOutExampleofSupermarket超市范例例60SetbreakbulkareaforSupermarket為超市設(shè)設(shè)置卸貨貨區(qū)RightSizeofSupermarket設(shè)置超市市的合適適尺寸Supermarketphysicalset-upshouldmeet““SupermarketEvaluationChecklist”(Refertopage64)andthescoreshouldbe100%必須100%達(dá)到超市市評(píng)估表表要求(如64頁(yè))Startwith“Rightsizeofbin”whichisbasedonconsumptionrateandconditionrequiredbycustomer(productionline)基于消耗耗量和客客戶需求求計(jì)算”料盒合