LeanManufacturing4精益生產(chǎn)4英文課件

LeanManufacturing4精益生產(chǎn)4英文2022/12/22LeanManufacturing4精益生產(chǎn)4英文LeanManufacturing4精益生產(chǎn)4英文2022/1TPS–全程生產(chǎn)管理目視化管理穩(wěn)定標準化過程標準生產(chǎn)(Heijunka)

及時正確的零件,數(shù)量,時間生產(chǎn)節(jié)拍持續(xù)流程拉動體系快速切換完備物流

Jidoka(現(xiàn)場質(zhì)量)問題可見性自動停止暫停人與機器分離防錯現(xiàn)場質(zhì)量控制解決根本原因(5Why’s)高品質(zhì)–低成本–短周期–更安全–高士氣簡化生產(chǎn)流程排除浪費

leanmanufacturingfoundations

個人&團隊*選擇 *快速決定*共同目標*交叉培訓(xùn)

減少浪費*GenchiGenbutsu *聚焦浪費*5為什么 *問題解決

持續(xù)改進LeanManufacturing4精益生產(chǎn)4英文TPS–全程生產(chǎn)管理目視化管理穩(wěn)定標準化過程標準生產(chǎn)(2linebalanceadjustingthespreadofworkevenlybetweenoperatorstotherateofcustomerdemandremember:TAKTtime–availableworktime/customerdemandcycletime–actualtimetocompletethetasksLeanManufacturing4精益生產(chǎn)4英文linebalanceadjustingthespre3linebalancebenefits:improvethroughputofassemblylineencourageone-pieceflowincreaselabourutilisationreducecostLeanManufacturing4精益生產(chǎn)4英文linebalancebenefits:LeanManuf4linebalanceYamazumi–JapanesewordliterallymeaningtostackupstackedbarchartthatshowsthebalanceofcycletimeworkloadsbetweenanumberofoperatorstypicallyinanassemblylineorworkcellLeanManufacturing4精益生產(chǎn)4英文linebalanceYamazumi–Japanes5linebalanceeffectsofimbalanceexcessinventoryidleequipmentidlepeopleteamdissensionindividualfrustrationLeanManufacturing4精益生產(chǎn)4英文linebalanceeffectsofimbalan6linebalanceLineBalanceExerciseLeanManufacturing4精益生產(chǎn)4英文linebalanceLeanManufacturing47problemsolvingwithinallorganisationsthereareanendlesssupplyofproblemstheinverseofaproblemisanopportunityproblemsoftenclassedasfailuresandthushiddenratherthanaddressed“everyproblemisanimprovementopportunity”LeanManufacturing4精益生產(chǎn)4英文problemsolvingwithinallorga8problemsolvingtraditionalmethodofcorrectingproblemscorrectproblemsoff–lineinreworkareas/baysaddedlayersofinspectionreluctancetoidentifyproblems&solutionsnotexploredproblemscontinue,addedcosttocorrectlaterapplicationof6sigmaandSPCtosolveproblemsLeanManufacturing4精益生產(chǎn)4英文problemsolvingtraditionalmet9problemsolvingnewapproach–stoppinglinetofixproblems(Jidoka)principle“getqualityrightthefirsttime”stoptofixproblemsdonotallowdefectstopassthroughtonextprocessurgencytofixproblems–challengespeopletothinkAndon,Jidoka,PokeYoke,StandardWork,ProblemSolving,TrainingmotivationtoidentifyandsolveproblemsLeanManufacturing4精益生產(chǎn)4英文problemsolvingnewapproach–10problemsolvingProblemSolvingProcess1.DefineProblem2.Completerootcauseanalysis3.Considersolutionsthroughconsensus4.PDCA5.ReflectandlearnLeanManufacturing4精益生產(chǎn)4英文problemsolvingProblemSolving11problemsolving1.DefinetheproblemgotowheretheproblemisandobservethesituationwithoutpreconceptioncomparetheactualsituationtothestandarduseParetoAnalysistoprioritiseanumberofdifferentproblemssettargetsforimprovement“Carefullyaimbeforefiring”LeanManufacturing4精益生產(chǎn)4英文problemsolving1.Definethepr12problemsolvingParetoChart(80/20Rule–80percentoftheproblemsstemfrom20percentofthecauses)LeanManufacturing4精益生產(chǎn)4英文problemsolvingParetoChart(813problemsolving2.CompleterootcauseanalysisAnalysisnotclouded–nopreconceivedideasofsourceofproblemAnalysiscontinueduntiltrue“root”causeofproblemarediscoveredMultiplecausesforproblems–completecomprehensiveanalysisVariousproblemsolvingtoolsavailableLeanManufacturing4精益生產(chǎn)4英文problemsolving2.Completeroot14problemsolving5why’s–ask“why?”fivetimesexample:WHYisthepressleaking?ThereisacrackintheoilfilterWHYisthefiltercracked?BecauseitgetstoohotduringuseWHYdoesitgethot?BecausecoolingsystemnotworkingWHYdoesn’tthecoolingsystemwork?ToomuchdustoncoilsWHYistheretoomuchdustoncoils?Theairintakefilterismissing!SOLUTION:ReplaceairintakefilterLeanManufacturing4精益生產(chǎn)4英文problemsolving5why’s–ask“15problemsolvingCauseandeffect(akaFishbonediagram)GenerateacomprehensivelistofpossiblecausesLeadtogreaterunderstandingoftheproblem4M’s–Man,Machine,Materials,Methods(additionalM’sincludeM-environmentandMeasurement)–easieridentificationandanalysisLeanManufacturing4精益生產(chǎn)4英文problemsolvingCauseandeffec16problemsolvingLeanManufacturing4精益生產(chǎn)4英文problemsolvingLeanManufacturi17problemsolvingHowtodrawcauseandeffectdiagramThisisathreestepprocess.Step1Writedowntheeffecttobeinvestigatedanddrawthe'backbone'arrowtoit.Intheexampleshownbelowtheeffectis'Incorrectdeliveries'.

LeanManufacturing4精益生產(chǎn)4英文problemsolvingHowtodrawcau18problemsolvingStep2Identifyallthebroadareasofenquiryinwhichthecausesoftheeffectbeinginvestigatedmaylie.Forincorrectdeliveriesthediagrammaythenbecome:LeanManufacturing4精益生產(chǎn)4英文problemsolvingStep2LeanManuf19problemsolvingStep3writeindetailedpossiblecausesineachofthebroadareasofenquiry.Eachcauseidentifiedshouldbefullyexploredforfurthermorespecificcauseswhich,inturn,contributetothem.

LeanManufacturing4精益生產(chǎn)4英文problemsolvingStep3LeanManuf20problemsolvingBrainstormingagroupcreativitytechniquetogeneratealargenumberofideasforthesolutionofaproblembreakoutofstale,establishedpatternsofthinkingtodevelopnewwaysoflookingatthingsLeanManufacturing4精益生產(chǎn)4英文problemsolvingBrainstormingLe21problemsolving3.ConsidersolutionsthroughconsensusStep1.BroadlyconsiderallpossibilitiesStep2.NarrowlistbyeliminatingimpracticalsolutionsStep3.Evaluatebasedonsimplicity,cost,qualityandabilitytoimplementquicklyStep4.DevelopconsensusontheproposedsolutionConsensusthroughcross-functionalteam–supervisor,operator,quality,manufacturingengineering,logistics,designengineeringetc

LeanManufacturing4精益生產(chǎn)4英文problemsolving3.Considerso22problemsolving4.PDCA-alsoknownasShewhartCycleAniterative4–stepqualitycontrolstrategyGetfrom“problem–faced”to“problem–solved”LeanManufacturing4精益生產(chǎn)4英文problemsolving4.PDCA-also23problemsolvingP-PlanDevelopactionplantodeliverrequiredresultsD-DoImplementsolutionsrapidlyC-CheckVerifytheresultA-ActMakenecessaryadjustmentstosolutionsandactionplananddeterminefuturestepsLeanManufacturing4精益生產(chǎn)4英文problemsolvingP-PlanLeanManuf24problemsolving5.Reflect&learnfromprocessBecomealearningorganizationthroughrelentlessreflectionandcontinuousimprovement(kaizen)LeanManufacturing4精益生產(chǎn)4英文problemsolving5.Reflect&le25A3report

TellingthestoryusinganA3reportcommunicationprocessusedaspartofproblemsolvingprocessdocumentkeyinformationanddecisionsateachsteptosharewithothersforevaluationassistwitharrivingatconsensusWhyA3?–SizelargeenoughtodisplayinformationclearlyandconciselyandlittletimeneededtosharemessageWasteeliminationextendstoallactivitiesoftheorganisationLeanManufacturing4精益生產(chǎn)4英文A3report

Tellingthestoryu26A3reportA3problemsolvingstoryformatLeanManufacturing4精益生產(chǎn)4英文A3reportA3problemsolvingst27演講完畢，謝謝聽講!再見，seeyouagain2022/12/22LeanManufacturing4精益生產(chǎn)4英文演講完畢，謝謝聽講!再見，seeyouagain202228LeanManufacturing4精益生產(chǎn)4英文2022/12/22LeanManufacturing4精益生產(chǎn)4英文LeanManufacturing4精益生產(chǎn)4英文2022/29TPS–全程生產(chǎn)管理目視化管理穩(wěn)定標準化過程標準生產(chǎn)(Heijunka)

及時正確的零件,數(shù)量,時間生產(chǎn)節(jié)拍持續(xù)流程拉動體系快速切換完備物流

Jidoka(現(xiàn)場質(zhì)量)問題可見性自動停止暫停人與機器分離防錯現(xiàn)場質(zhì)量控制解決根本原因(5Why’s)高品質(zhì)–低成本–短周期–更安全–高士氣簡化生產(chǎn)流程排除浪費

leanmanufacturingfoundations

個人&團隊*選擇 *快速決定*共同目標*交叉培訓(xùn)

減少浪費*GenchiGenbutsu *聚焦浪費*5為什么 *問題解決

持續(xù)改進LeanManufacturing4精益生產(chǎn)4英文TPS–全程生產(chǎn)管理目視化管理穩(wěn)定標準化過程標準生產(chǎn)(30linebalanceadjustingthespreadofworkevenlybetweenoperatorstotherateofcustomerdemandremember:TAKTtime–availableworktime/customerdemandcycletime–actualtimetocompletethetasksLeanManufacturing4精益生產(chǎn)4英文linebalanceadjustingthespre31linebalancebenefits:improvethroughputofassemblylineencourageone-pieceflowincreaselabourutilisationreducecostLeanManufacturing4精益生產(chǎn)4英文linebalancebenefits:LeanManuf32linebalanceYamazumi–JapanesewordliterallymeaningtostackupstackedbarchartthatshowsthebalanceofcycletimeworkloadsbetweenanumberofoperatorstypicallyinanassemblylineorworkcellLeanManufacturing4精益生產(chǎn)4英文linebalanceYamazumi–Japanes33linebalanceeffectsofimbalanceexcessinventoryidleequipmentidlepeopleteamdissensionindividualfrustrationLeanManufacturing4精益生產(chǎn)4英文linebalanceeffectsofimbalan34linebalanceLineBalanceExerciseLeanManufacturing4精益生產(chǎn)4英文linebalanceLeanManufacturing435problemsolvingwithinallorganisationsthereareanendlesssupplyofproblemstheinverseofaproblemisanopportunityproblemsoftenclassedasfailuresandthushiddenratherthanaddressed“everyproblemisanimprovementopportunity”LeanManufacturing4精益生產(chǎn)4英文problemsolvingwithinallorga36problemsolvingtraditionalmethodofcorrectingproblemscorrectproblemsoff–lineinreworkareas/baysaddedlayersofinspectionreluctancetoidentifyproblems&solutionsnotexploredproblemscontinue,addedcosttocorrectlaterapplicationof6sigmaandSPCtosolveproblemsLeanManufacturing4精益生產(chǎn)4英文problemsolvingtraditionalmet37problemsolvingnewapproach–stoppinglinetofixproblems(Jidoka)principle“getqualityrightthefirsttime”stoptofixproblemsdonotallowdefectstopassthroughtonextprocessurgencytofixproblems–challengespeopletothinkAndon,Jidoka,PokeYoke,StandardWork,ProblemSolving,TrainingmotivationtoidentifyandsolveproblemsLeanManufacturing4精益生產(chǎn)4英文problemsolvingnewapproach–38problemsolvingProblemSolvingProcess1.DefineProblem2.Completerootcauseanalysis3.Considersolutionsthroughconsensus4.PDCA5.ReflectandlearnLeanManufacturing4精益生產(chǎn)4英文problemsolvingProblemSolving39problemsolving1.DefinetheproblemgotowheretheproblemisandobservethesituationwithoutpreconceptioncomparetheactualsituationtothestandarduseParetoAnalysistoprioritiseanumberofdifferentproblemssettargetsforimprovement“Carefullyaimbeforefiring”LeanManufacturing4精益生產(chǎn)4英文problemsolving1.Definethepr40problemsolvingParetoChart(80/20Rule–80percentoftheproblemsstemfrom20percentofthecauses)LeanManufacturing4精益生產(chǎn)4英文problemsolvingParetoChart(841problemsolving2.CompleterootcauseanalysisAnalysisnotclouded–nopreconceivedideasofsourceofproblemAnalysiscontinueduntiltrue“root”causeofproblemarediscoveredMultiplecausesforproblems–completecomprehensiveanalysisVariousproblemsolvingtoolsavailableLeanManufacturing4精益生產(chǎn)4英文problemsolving2.Completeroot42problemsolving5why’s–ask“why?”fivetimesexample:WHYisthepressleaking?ThereisacrackintheoilfilterWHYisthefiltercracked?BecauseitgetstoohotduringuseWHYdoesitgethot?BecausecoolingsystemnotworkingWHYdoesn’tthecoolingsystemwork?ToomuchdustoncoilsWHYistheretoomuchdustoncoils?Theairintakefilterismissing!SOLUTION:ReplaceairintakefilterLeanManufacturing4精益生產(chǎn)4英文problemsolving5why’s–ask“43problemsolvingCauseandeffect(akaFishbonediagram)GenerateacomprehensivelistofpossiblecausesLeadtogreaterunderstandingoftheproblem4M’s–Man,Machine,Materials,Methods(additionalM’sincludeM-environmentandMeasurement)–easieridentificationandanalysisLeanManufacturing4精益生產(chǎn)4英文problemsolvingCauseandeffec44problemsolvingLeanManufacturing4精益生產(chǎn)4英文problemsolvingLeanManufacturi45problemsolvingHowtodrawcauseandeffectdiagramThisisathreestepprocess.Step1Writedowntheeffecttobeinvestigatedanddrawthe'backbone'arrowtoit.Intheexampleshownbelowtheeffectis'Incorrectdeliveries'.

LeanManufacturing4精益生產(chǎn)4英文problemsolvingHowtodrawcau46problemsolvingStep2Identifyallthebroadareasofenquiryinwhichthecausesoftheeffectbeinginvestigatedmaylie.Forincorrectdeliveriesthediagrammaythenbecome:LeanManufacturing4精益生產(chǎn)4英文problemsolvingStep2LeanManuf47problemsolvingStep3writeindetailedpossiblecausesineachofthebroadareasofenquiry.Eachcauseidentifiedshouldbefullyexploredforfurthermorespecificcauseswhich,inturn,contributetothem.

LeanManufacturing4精益生產(chǎn)4英文problemsolvingStep3LeanManuf48problemsolvingBrainstormingagroupcreativitytechniquetogeneratealargenumberofideasforthesolutionofaproblembreakoutofstale,establishedpatternsofthinkingtodevelopnewwaysoflookingatthingsLeanManufacturing4精益生產(chǎn)4英文problemsolvingBrainstormingLe49problemsolving3.ConsidersolutionsthroughconsensusStep1.BroadlyconsiderallpossibilitiesStep2.NarrowlistbyeliminatingimpracticalsolutionsStep3.Evaluatebasedonsimplicity,cost,qualityandabilitytoimplementquicklyStep4.DevelopconsensusontheproposedsolutionConsensus