Training material AB Presentation

1、OBJECTIVE OF “LEAN MANUFACTURING”“精益生產(chǎn)”的目標(biāo)Accelerate the rate of performance improvement by making continuous improvement part of day-to-day activity通過日常的持續(xù)改善活動(dòng)來加速改善效率通過日常的持續(xù)改善活動(dòng)來加速改善效率CONTENTS 內(nèi)容內(nèi)容 Organization Set Up 組織設(shè)定組織設(shè)定Success of “LEAN MANUFACTURING” “精益生產(chǎn)”的成功 Support to the plant 支持工廠 Next

2、steps 下一步Role of the LEAN TEAM MEMBERS 精益團(tuán)隊(duì)成員的角色精益團(tuán)隊(duì)成員的角色LEAN team members from Asia drive, help, initiate and support the plants. 亞洲區(qū)精益團(tuán)隊(duì)成員是驅(qū)動(dòng)、幫助、發(fā)動(dòng)和支持工廠Main activities include:主要的活動(dòng)包括 Helping the plant by collecting and analyzing data 通過收集和分析數(shù)據(jù)幫助工廠 Assisting with the implementation of diagnostic f

3、indings 協(xié)助工廠執(zhí)行診斷的發(fā)現(xiàn) Preparing the data and information for Best Practice sharing (transfer of ideas). 準(zhǔn)備最佳實(shí)踐分享的數(shù)據(jù)和信息（傳輸好的想法實(shí)踐） Offering a broader perspective. 提供一個(gè)廣闊的視野 Training and motivating employees. 培訓(xùn)并激發(fā)員工Be the initial catalyst for change. 成為改變最初的催化劑成為改變最初的催化劑LEAN Team members coach the plant

4、 teams in all Lean concepts so the plants become lean in the culture and in everyday life.精益團(tuán)隊(duì)的成員把所有精益的概念灌輸給工廠團(tuán)隊(duì)，讓工廠在文化及日常工作中變得精益。CONTENTS 內(nèi)容內(nèi)容 Organization Set Up 組織建立Success of “LEAN MANUFACTURING” “精益生產(chǎn)”的成功 Support to the plant 支持工廠 Next steps 下一步“Next level” is topping the already successful pro

5、jects “下一級(jí)別下一級(jí)別”是置頂已經(jīng)成功的項(xiàng)目是置頂已經(jīng)成功的項(xiàng)目REXAMS PERFORMANCE ASPIRATIONS 雷盛的志向雷盛的志向Restructuring and Lean deployment 結(jié)構(gòu)重整和精益展開結(jié)構(gòu)重整和精益展開“Next Level” 下一級(jí)別下一級(jí)別Detailed Diagnostics of each Site. 每個(gè)工廠的詳細(xì)診斷Establish opportunities. 確定機(jī)會(huì)點(diǎn)Set targets of improvements with Employees. 和員工設(shè)定改善目標(biāo)Implement actions throu

6、gh teams. 通過團(tuán)隊(duì)展開行動(dòng)20082009201020112012Accelerate the rate of performance by making Continuous Improvement a way of life通過日常的持續(xù)改善活動(dòng)來加速改善效通過日常的持續(xù)改善活動(dòng)來加速改善效率率QUOTES ABOUT FEASIBILITY OF TARGETS 引用目標(biāo)的可引用目標(biāo)的可能性能性The Leanteam has gone crazy“ 精益團(tuán)精益團(tuán)隊(duì)已經(jīng)瘋了隊(duì)已經(jīng)瘋了These are tough, tough targets“ 這這些是很難，很難的目些是很難，

7、很難的目標(biāo)標(biāo)Just impossible“ 簡(jiǎn)直簡(jiǎn)直不可能不可能Of course we could reach those goals, but only with $“ 當(dāng)然我們能當(dāng)然我們能夠達(dá)到那些目標(biāo)，但是需夠達(dá)到那些目標(biāo)，但是需要錢要錢We already set ambitious targets; no way to get these additional improvements“ 我們已經(jīng)設(shè)置了非常挑戰(zhàn)性的目標(biāo)，沒有我們已經(jīng)設(shè)置了非常挑戰(zhàn)性的目標(biāo)，沒有方法可以得到更多的改善方法可以得到更多的改善At the start, people may think the targ

8、ets are tough or can not see what the benefits will look like.在開始階段，人們可能考慮目標(biāo)很艱難或者看不到好處在開始階段，人們可能考慮目標(biāo)很艱難或者看不到好處是什么是什么 VALUE FOR PLANTS工廠價(jià)值工廠價(jià)值Lean thinking aims at reaching operational excellence, improving plant capabilities, and developing new workforce attitudes 精益思想的目標(biāo)是達(dá)到卓越營(yíng)運(yùn)，改善工廠能力，發(fā)展新的全體員工的態(tài)度精益

9、思想的目標(biāo)是達(dá)到卓越營(yíng)運(yùn)，改善工廠能力，發(fā)展新的全體員工的態(tài)度 Safety 安全 Quality 質(zhì)量 Efficiency 效率 Cost 成本RIGHT FIRST TIME 第一次做對(duì)Workforce attitudes 全體員工態(tài)全體員工態(tài)度度 Commitment 承諾 Empowerment 授權(quán) Search for perfection 尋求盡善盡美 Satisfaction & Motivation 滿意和高士氣RIGHT FIRST TIME 第一次做對(duì)Plant capabilities 工廠能力工廠能力 Project management 項(xiàng)目管理 Problem

10、 solving 問題解決 Zero-Waste“ techniques 零浪費(fèi)”方法RIGHT FIRST TIME 第一次做對(duì)Operational excellence 卓越營(yíng)卓越營(yíng)運(yùn)運(yùn)Capacity losses are analyzed by breaking down the plant OEE 通過工廠通過工廠OEE故障分析產(chǎn)能損失故障分析產(chǎn)能損失OVERALL EQUIPMENT EFFICIENCY EXAMPLE 全部設(shè)備效率案例全部設(shè)備效率案例Parts Produced生產(chǎn)的零件Holidays假期Projects/Trials項(xiàng)目/試樣Post-MaintIssue

11、s維修后的問題No Sales沒有訂單Maint維修Over-Haul大保養(yǎng)DesignChange設(shè)計(jì)改變.BreakDowns停機(jī)Speed loss & small stops速度損失和小停機(jī)Potential預(yù)期的Spoilage廢品Production生產(chǎn) 出的OEE 76.5%Available for Running可生產(chǎn)的856.3*843.9645.9 CONTENTS 內(nèi)容內(nèi)容 Organization Set Up 組織建立 Success of “LEAN MANUFACTURING” “精益生產(chǎn)”的成功 Support to the plant 支持工廠支持工廠 Ne

12、xt steps 下一步STARTING THE “ZERO-WASTE” PRODUCTION JOURNEY 啟動(dòng)啟動(dòng)“零浪費(fèi)零浪費(fèi)”生產(chǎn)旅程生產(chǎn)旅程“LEAN THINKING” will set up “Zero-Waste” thinking and continuous improvement“精益思想精益思想”將設(shè)定將設(shè)定“零浪費(fèi)零浪費(fèi)”想法和持續(xù)改進(jìn)想法和持續(xù)改進(jìn)Next Level Reaction Management 反應(yīng)式的管理 “Getting the numbers“ 得到數(shù)字 No real “grip” on improvements在改善上沒有實(shí)際的控制 Wa

13、iting for big investments as mean to increase output and to lower costs 等待大的投資來增加輸出和降低成本的方式“Normal workday routine”正常的工作日正常的工作日程序程序 Identifying root causes and eliminating all kinds of waste 確定根本原因并消除各種浪費(fèi) Answering questions with logic and data rather than with feelings and assumptions 根據(jù)邏輯和數(shù)據(jù)而不是根據(jù)感

14、覺和設(shè)想回答問題Permanent elimination of reappearing problems 永久的消除重復(fù)發(fā)生問題 Making work easier through small improvements and setting standards 通過小的改善和設(shè)定標(biāo)準(zhǔn)讓工作簡(jiǎn)單 Freeing up time to think about (small) improvements, without necessarily relying on expensive investments 騰出時(shí)間考慮一些很多小的改善，沒有必要依靠昂貴的投資 Using our people

15、 and resources to their full potential 使用人和資源的全部潛力“Zero-Waste” production workday routine 零浪費(fèi)生產(chǎn)工作日程序零浪費(fèi)生產(chǎn)工作日程序 Intensive diagnostic devoted to substantial performance improvement 徹底的診斷致力于真實(shí)的成績(jī)改善 Full support by the Lean team 精益團(tuán)隊(duì)的全力支持 Building capabilities to escape “Reaction Management and freeing

16、up resources for continuous improvement 建立避免”反應(yīng)式的管理“的能力和騰出資源來持續(xù)改善Break through barrier 突破障礙突破障礙MAIN LEVERS TO BUILD MOMENTUM FOR CONTINUOUS IMPROVEMENT建立持續(xù)改善動(dòng)力的主要等級(jí)建立持續(xù)改善動(dòng)力的主要等級(jí)Acceptance and commitment to improve認(rèn)同和承諾改善認(rèn)同和承諾改善Skill building技能建立技能建立Empowerment of shop floor people 授權(quán)車間人員自我管理授權(quán)車間人員自我

17、管理 Identify potential for improvement 確定改善的機(jī)會(huì)確定改善的機(jī)會(huì) Demonstrate quick results 顯現(xiàn)很快的達(dá)成結(jié)果顯現(xiàn)很快的達(dá)成結(jié)果 Work with shop floor people in their area on their problem 和車間的人一起合作解決他們自己區(qū)域的問題和車間的人一起合作解決他們自己區(qū)域的問題 Train on project management 項(xiàng)目管理培訓(xùn)項(xiàng)目管理培訓(xùn) Teach “Zero-Waste” manufacturing methods 傳授傳授“零浪費(fèi)零浪費(fèi)”制造方法制造方法

18、 Improve problem solving capabilities 提高解決問題能力提高解決問題能力 Allow teams to be more autonomous in decision making and problem solving 允許團(tuán)隊(duì)在決策和問題解決上更多的自我管理允許團(tuán)隊(duì)在決策和問題解決上更多的自我管理 Involve people across all levels and functions 包含所有級(jí)別和功能的人員包含所有級(jí)別和功能的人員 Make individuals accountable for results in their own area

19、每個(gè)人對(duì)自己區(qū)域的結(jié)果負(fù)責(zé)每個(gè)人對(duì)自己區(qū)域的結(jié)果負(fù)責(zé)Examples of actions 行動(dòng)的案例行動(dòng)的案例BUILDING ACCEPTANCE AND COMMITMENT 建立認(rèn)同和承諾建立認(rèn)同和承諾 Create transparency through frequent and open communication 透過經(jīng)常、公開的溝通創(chuàng)建透明度透過經(jīng)常、公開的溝通創(chuàng)建透明度 Prove feasibility with quick results in small focused areas 在小的關(guān)注區(qū)域用快速的結(jié)果證明可行性在小的關(guān)注區(qū)域用快速的結(jié)果證明可行性 Involv

20、e people in activities to solve their problem in their area 讓員工參與自己區(qū)域問題的解決活動(dòng)讓員工參與自己區(qū)域問題的解決活動(dòng)“It s still tough, but it makes sense We believe we can do it!”雖然很難，但是合雖然很難，但是合理，我們相信我們能做理，我們相信我們能做“Customer complaints are 50 % down !” 客訴減客訴減少了少了50% Compressed air usage has been halved ”壓縮空氣壓縮空氣的使用已經(jīng)減少了的使用

21、已經(jīng)減少了一半一半“With the new visual check method, the undetected spoilage rate went down by 2 %”用新的目視檢查方用新的目視檢查方法，沒被偵測(cè)到的廢法，沒被偵測(cè)到的廢品率減少了品率減少了2%“With the new method, weve been able to reduce change over time from 26 to 15 minutes !”用新方法用新方法，我們已經(jīng)把轉(zhuǎn)換時(shí)，我們已經(jīng)把轉(zhuǎn)換時(shí)間從間從26分鐘減少到分鐘減少到15分鐘分鐘SKILL BUILDING 技能建立技能建立Team

22、leader, target owner, plant management team 團(tuán)隊(duì)團(tuán)隊(duì)領(lǐng)導(dǎo)，目標(biāo)責(zé)任人，工廠管領(lǐng)導(dǎo)，目標(biāo)責(zé)任人，工廠管理團(tuán)隊(duì)理團(tuán)隊(duì)Target audience 培訓(xùn)對(duì)培訓(xùn)對(duì)象象Team leaders, team members 團(tuán)隊(duì)領(lǐng)團(tuán)隊(duì)領(lǐng)導(dǎo)，團(tuán)隊(duì)成員導(dǎo)，團(tuán)隊(duì)成員Team leaders, team members 團(tuán)隊(duì)領(lǐng)團(tuán)隊(duì)領(lǐng)導(dǎo)，團(tuán)隊(duì)成員導(dǎo)，團(tuán)隊(duì)成員 Kick-off trainings with examples 用案例啟動(dòng)培訓(xùn)用案例啟動(dòng)培訓(xùn) Manuals and form sheets 手冊(cè)和表手冊(cè)和表格格 Individual coaching/supp

23、ort 單獨(dú)的單獨(dú)的指導(dǎo)指導(dǎo)/支持支持Project manage-ment 項(xiàng)目管理項(xiàng)目管理 Visual check workshop 目視檢查目視檢查 Team kick-off meetings (issue identification and brainstorming) 團(tuán)隊(duì)團(tuán)隊(duì)啟動(dòng)會(huì)議（問題確定和頭腦風(fēng)暴）啟動(dòng)會(huì)議（問題確定和頭腦風(fēng)暴） Specific topics: root cause analysis, 3 Cs and 5 Whys 專題：根本原因分析，專題：根本原因分析，3C和和5WProblem solving 問題解決問題解決 SMED workshop on

24、changeovers 使用快速轉(zhuǎn)使用快速轉(zhuǎn)換換 PDCA rigor in all areas 所有區(qū)域嚴(yán)格使用所有區(qū)域嚴(yán)格使用PDCA TPM workshop on EBM machines 吹瓶機(jī)的吹瓶機(jī)的TPMZero-waste manufac-turing methods 零浪費(fèi)生產(chǎn)方法零浪費(fèi)生產(chǎn)方法EXAMPLEThrough training, the plant workforce will be able to achieve these ambitious targets 通過培訓(xùn)，工廠的員工將能達(dá)到這些宏偉的目標(biāo)通過培訓(xùn)，工廠的員工將能達(dá)到這些宏偉的目標(biāo)lKAIZEN

25、 is a positive mental attitude towards change which, combined with a system of beliefs, supports continuous improvement actionsKAIZEN是一個(gè)積極正面的態(tài)度結(jié)合一個(gè)系統(tǒng)的理念來支持持續(xù)改善活動(dòng)是一個(gè)積極正面的態(tài)度結(jié)合一個(gè)系統(tǒng)的理念來支持持續(xù)改善活動(dòng)KAIZEN KAI ZEN KAIZEN Change改變改變To improve 改進(jìn)改進(jìn)Continuous Improvement持續(xù)改進(jìn)持續(xù)改進(jìn)= CONTENTS 內(nèi)容內(nèi)容 Organization Set U

26、p 組織建立 Success of “LEAN MANUFACTURING” 精益生產(chǎn)的成功Support to the plant 支持工廠 Next steps- Follow up tracking-Everyday thinking 下一步下一步-跟蹤跟蹤-每天的想法每天的想法CONTINUOUS IMPROVEMENT THROUGH PLAN DO CHECK ACT 持續(xù)改進(jìn)通過持續(xù)改進(jìn)通過 計(jì)劃計(jì)劃-實(shí)施實(shí)施-檢查檢查-行動(dòng)行動(dòng)Good KAIZEN is achieved through teamwork and PDCA 通過團(tuán)隊(duì)和通過團(tuán)隊(duì)和PDCA達(dá)達(dá)到好的到好的KAIZ

27、ENIt is very hard to achieve objectives by making one big single improvement 通過一個(gè)大通過一個(gè)大的單獨(dú)的改善很難達(dá)到目標(biāo)的單獨(dú)的改善很難達(dá)到目標(biāo)Easy with a team!“一個(gè)團(tuán)一個(gè)團(tuán)隊(duì)合作很容易隊(duì)合作很容易Big, extraordinaryImprovement 大的，不平凡的改善Impossible!“不可能不可能PlanDoKaizen Improvement 持續(xù)改進(jìn)PlanDoActCheckVARIABILITY 高波動(dòng)高波動(dòng)Time 時(shí)間時(shí)間Performance 成績(jī)成績(jī)Performanc

28、eAPCD1. Plan 計(jì)劃計(jì)劃 Define scope確定范圍 Get Data獲得數(shù)據(jù) Build hypothesis 建立假設(shè) Build workplan 建立工作計(jì)劃1. Plan 計(jì)劃計(jì)劃2. Do 實(shí)施實(shí)施2. Do 實(shí)施實(shí)施 Train 培訓(xùn) Inform 通知 Implement 執(zhí)行3. Check 檢查檢查3. Check 檢查檢查 Check results 檢查結(jié)果 Emergency fix 緊急狀況處理 Root cause analysis 根本原因分析4. Act 行動(dòng)行動(dòng) Prevent recurrence 防止重復(fù)發(fā)生 Define standar

29、ds 確定標(biāo)準(zhǔn) Communicate 溝通 Plan extension 計(jì)劃擴(kuò)展4. Act 行動(dòng)行動(dòng)with a strong emphasis on variability (abnormal events)對(duì)高波動(dòng)強(qiáng)烈的關(guān)注（異常事件）對(duì)高波動(dòng)強(qiáng)烈的關(guān)注（異常事件）TimeEIGHT KINDS OF WASTE 八種浪費(fèi)八種浪費(fèi)Excess production of a label 標(biāo)簽的過量生產(chǎn)標(biāo)簽的過量生產(chǎn)Anything that does not add value to the product, is considered Waste,任何對(duì)于產(chǎn)品沒有增加價(jià)值的，都認(rèn)為

30、是浪費(fèi)任何對(duì)于產(chǎn)品沒有增加價(jià)值的，都認(rèn)為是浪費(fèi) MUDAOverproduction 過量生產(chǎn)過量生產(chǎn)Unused intellect沒被使用的智慧沒被使用的智慧 Skilled workforce are not used to the potential.沒有使用熟練團(tuán)隊(duì)的潛力沒有使用熟練團(tuán)隊(duì)的潛力 Little number of engineers participating in problem group set-up 少數(shù)工程師參與問題解決少數(shù)工程師參與問題解決Unnecessary transport 不必要的運(yùn)輸不必要的運(yùn)輸 Returns from customers 客戶

31、退貨客戶退貨 Having to recall product from warehouses due to a quality problem 由于質(zhì)量問題從倉(cāng)庫(kù)召回的產(chǎn)品由于質(zhì)量問題從倉(cāng)庫(kù)召回的產(chǎn)品 Parts moving between process steps 過程間的零件過程間的零件/半成品移動(dòng)半成品移動(dòng)Stocks 庫(kù)存庫(kù)存 Spare parts in stock not compatible anymore 庫(kù)存的零件不庫(kù)存的零件不適合使用適合使用 Excess WIP and Finished goods 過多的在制品和成品過多的在制品和成品 Obsolete stock

32、s 呆滯庫(kù)存呆滯庫(kù)存Waiting 等待等待 When a machine is waiting it is muda for the machine & the people. 當(dāng)一個(gè)機(jī)當(dāng)一個(gè)機(jī)器等待時(shí)，對(duì)于人和機(jī)器都是浪費(fèi)器等待時(shí)，對(duì)于人和機(jī)器都是浪費(fèi)Processing 過程過程 Over processing, excess ink 過度加工，過多的油墨過度加工，過多的油墨 Resin, Laquer.etc. 樹脂，面漆樹脂，面漆Packing/unpacking/packing 包包裝裝/拆開拆開/包裝包裝Rework 重工重工When product is held in HFI

33、, it has to be sorted (good / bad quality) (2.5% of sales COQ) 當(dāng)半成品被扣了，必須挑揀（品質(zhì)好當(dāng)半成品被扣了，必須挑揀（品質(zhì)好/ 壞）壞）Unnecessary movements 不必要的動(dòng)不必要的動(dòng)作作 FLT doing excess moving 車車 間的推車過多的移動(dòng)間的推車過多的移動(dòng) Engineers/operators when doing a design change, not having all the tools close to them 工程師工程師/作業(yè)員做設(shè)作業(yè)員做設(shè)計(jì)改變時(shí)，不是所有的工具都放

34、得很近計(jì)改變時(shí)，不是所有的工具都放得很近THE TWO ENEMIES OF PRODUCTION 生產(chǎn)的兩個(gè)天敵生產(chǎn)的兩個(gè)天敵Level of water = waste 水平面水平面=浪費(fèi)浪費(fèi) Everything that does not add value for the customer 對(duì)于客戶沒有增加價(jià)值的Rocks = variability 巖石巖石=變異變異 Everything, that is random, unsmoothed or abnormal. Variability prevents from properly understanding cause effect relationships. 任何偶發(fā)的不順暢或異常的事情。波動(dòng)完全妨礙對(duì)相關(guān)原因的了解。Variability generates waste. Kaizen focuses on eliminating both高波動(dòng)產(chǎn)生浪費(fèi)，高波動(dòng)產(chǎn)生浪費(fèi)，Kaizen關(guān)注于消除他們關(guān)注于消除他們Example : Stocks (level of water) are hidding variability (rocks)problems such as spoilage, rework, machine unreliabilit