標準化教學(xué)講解課件

標準化(PPT79頁)標準化(PPT79頁)Manufacturing

Process

ValidationIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesGMSStandardization標準化Vision/MissionManagement

byTAKTTimeShopFloor

ManagementQualifiedPeopleProduct

Quality

StandardsQuality

System

ManagementLeanDesignofFacilities,Equipment,

ToolingandLayoutEarlyMfg.andDesign

Integration(DFM/DFA)SmallLot

PackagingControlled

ExternalTransportationManufacturing

Process

ValidatStandardization標準化Whatisit?是什么？GroupDiscussion小組討論Standardization標準化Whatisit?Standardizationisadynamicprocessbywhichwesetstandardsofterminology,principles,methods,andprocesseswithinourorganization.標準化是指在我們的組織內(nèi)部對各種術(shù)語、原則、方法及工藝建立標準的動態(tài)過程。DefinitionofStandardization標準化的定義Standardization

標準化StandardizationisadynamicpThepurposeofstandardizationistoreducevariationandstabilize,soastoachieveabasefromwhichtogrowandimprove.標準化的目的是減少變化與維持穩(wěn)定，在此基礎(chǔ)上進步與提高。PurposeofStandardization標準化的目的Standardization標準化ThepurposeofstandardizationStandardization

標準化WhyIsStandardizationImportant?為什么標準化很重要？SAFETY安全QUALITY質(zhì)量COMMONDIRECTION共同方向JDPowers#1PRODUCTIVITY產(chǎn)量Standardization標準化WhyIsStanWhatHappensWhenWeDoNotHaveGood,ClearStandards???…若沒有良好、明晰的標準會怎樣？？？Example:

2000U.S.PresidentialElections:VariationinVotingMachines&MethodsCausedMajorElectionControversy事例：2000年美國總統(tǒng)大選：投票機器與方式的不一致導(dǎo)致重大選舉紛爭WhatHappensWhenWeDoNotHaStandardization

標準化“THEWEDGE”TOSTABILIZEBESTPRACTICE“楔子”楔牢最優(yōu)方法

ContinuousImprovement不斷改進Change改變WorldClass世界領(lǐng)先水平Standardization標準化“THEWEDGE”Standardization

標準化AStandardIsTheBestCurrentPracticeBasedOnManyPeople’sExperience&LessonsLearned,so…標準是基于多數(shù)人的經(jīng)驗教訓(xùn)得來最優(yōu)現(xiàn)行方法，所以…DON’TSHORTCUTTHESTANDARD!!!切勿縮短標準?。?！BADTHINGSCOULDHAPPEN,ESPECIALLYSAFETY&QUALITYPROBLEMS不良的事故會發(fā)生，尤其是安全及質(zhì)量問題。IFYOUDON’TLIKETHESTANDARD,TRYTOCHANGEIT,BUTNEVERSHORTCUTIT….若你不滿意這個標準，試著改變它，切勿走捷徑。StandardShortcutStandardization標準化AStandardWhatHappensWhenWeDoNotFollowStandards???如果不遵照標準會怎樣？？？EVERYYEARPEOPLEDIEFROMNOTFOLLOWINGLOCK-OUTPROCEDUREU.SSUBMARINEHITSJAPANESEFISHINGBOAT-SURFACINGPROCEDURENOTFOLLOWEDEXXONVALDEZOILSPILL–CAPTAINDIDNOTFOLLOWSTANDARDSGERMANPLANECRASHESINSWITZERLAND–AIRTRAFFICCONTROLPROCEDURESIGNORED每年都有人死于不遵循關(guān)閥規(guī)定美國潛艇擊沉不遵守海面規(guī)定的日本漁船德國忽視空中飛行條例在瑞士墜毀船長不遵循標準導(dǎo)致EXXON

瓦爾迪茲石油泄露WhatHappensWhenWeDoNotFoSTANDARDIZATIONEXERCISE

標準化練習(xí)Thinkofanyexampleinsideoroutsideworkwherestandardsnotbeingfollowedledtoabadsituation想想工作中或其它不遵守標準導(dǎo)致不良事件發(fā)生的例子。Discussasateamandreport–Take5minutes小組討論、匯報-----5分鐘STANDARDIZATIONEXERCISE

標準化練習(xí)AlwaysRememberThePriorities…牢記的重點Safety安全People員工Quality質(zhì)量Responsiveness響應(yīng)Cost成本Importance重要ForExample,SometimesWeHaveToSacrificeEfficiencyToAchieveSafety…例如：有時我們必須為了安全而犧牲效率AlwaysRememberThePrioritiesMAKERULE制訂條例TEACHRULE講授條例KEEPRULE遵守條例DOTHERIGHTTHING!!!做合理的事情LEADBYEXAMPLE!!!榜樣領(lǐng)導(dǎo)MAKERULE制訂條例DOTHERIGHTTHIStandardizationOnABroaderScaleLeadstoCommunization

更大范圍的標準化以達到共有化

One“Language”同一語言

CommonPrinciples通用原則

CommonMethods通用方法

CommonProcesses通用程序StandardizationOnABroaderSStandardizationvs.Commonization標準化與共有化IfonefamilymadearecipefortheirKimchi,thenitwouldbeStandardized.如果一個家庭為其泡菜定個菜譜，就是標準化。ButallfamiliesarestilldifferentsowearenotCommonized

(sometimescommonisnotappropriate).但是每個家庭做法不一樣則沒有達到共有化。（有時共同的并非是正確的）Standardizationvs.CommonizatManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardization

標準化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutScheduled

Shipping/ReceivingWorkplace

Organization工作場地布置Manufacturing

Process

ValidatWorkplaceOrganization

工作場地布置Whatisit?指什么？GroupDiscussion小組討論WorkplaceOrganization

工作場地布置WWPOMotto:

工作場地布置口號“Aplaceforeverythingandeverythinginitsplace”所有工作的場地，所有工作井井有序。WPOMotto:WorkplaceOrganization,5S工作場地布置,5SPutordertotheworkplacebymakingStandardsthatallow“out-of-standard”conditionstobevisible!!制定標準使工作場地井井有序，并使非標準的東西暴露出來。WorkplaceOrganization,5SPutWhereisWorkplaceOrganizationImportant?

哪些工作場地布置重要？Ontheshopfloor...車間地面...intheoffice!…辦公地點WhereisWorkplaceOrganizatioHowisworkplaceorganizationdone?

怎樣布置工作場地？WorkplaceOrganization工作場地布置5S5SelfDiscipline/Cont.Improvement不斷改進4Sustain/Maintain維護2Sort/Standardize整頓1Sift/Clear整理3Sweep/Clean

清掃/清潔HowisworkplaceorganizationSift/Clear整理Dividetheneededandnotneededitemsatthejobsite,andquicklyremovetheunneededitems.

區(qū)分開工作場所中必要和不必要的東西，迅速將不必要的東西清除。

AreasofFocus重點區(qū)域Tools

工具2)Inventory/Storage

庫存/儲存

3)Equipment設(shè)備KeepneededItems保留必要東西RemoveunneededItems(waste)清除不必要東西（廢料）TheMostDifficultthingforustodo…這是最難做到的…1Sift/Clear(??)Sift/Clear整理DividetheneededRedLabelCampaignHammerObsoletePliersRustedSift/Clear整理1Sift/Clear(??)IfInDoubt–ThrowItOut!毫不猶豫扔掉RedLabelCampaignHammerPliersSort/Standardize整頓APlaceforeverything...andeverythinginitsplace

所有工作的場地，所有工作井井有序。Thelocationofequipment,toolingandmaterialshouldbeclearlydefined,displayedandmaintained.各種設(shè)備、工具、材料明確區(qū)分，放置，維護。L850Hose30pcs.SmallBolts小螺栓700pcsMed.Bolts中等螺栓500pc.LargeBolts大螺栓300pcs.L850RubberHose橡膠管2Sort/Standardize(??)1Sift/Clear(??)Sort/Standardize整頓APlaceSort/Standardize整頓

MakeAStandard!制定標準3.MarktheLocation標明位置2.DetermineaLocation確定放置地點Whereisthebestplace?哪里是最恰當?shù)模?.Categorize

分類HowoftendoIusethis?經(jīng)常使用嗎？2Sort/Standardize(??)1Sift/Clear(??)Sort/Standardize整頓MakeASSweep/Clean

清掃/清潔3Sweep(??)2Sort(??)1Sift(??)“Sweeping”ischecking!清掃既是檢查！CheckSweep/Clean清掃/清潔3Sweep(??ResponsibilityChartKimLeeParkSeoChoTarget:Major5S1/qtr.WhoTask12345Sustain/Maintain維護IdentifyTasks確定任務(wù)AssignResponsibility劃分責任SetTargets設(shè)定目標3Sweep(??)2Sort(??)1Sift(??)4Sustain(??)Safety/5SChecksMustBePerformedEverywhereandAtEveryLevelOfTheOrganization!!!安全/5S檢查應(yīng)該人人處處開展！Standardsareworthlessifthereisnosystemtocheck!!如果沒有系統(tǒng)檢查，標準即毫無用處。ResponsibilityChartKimTarget:Self-Discipline/

ContinuousImprovement

自律/不斷改進5SelfDiscipline/Cont.Improvement自律/不斷改進4Sustain/Maintain維護2Sort/Standardize整頓/標準1Sift/Clear整理3Sweep/Clean清掃/清潔Itiseveryone’sresponsibility!這是每個人的職責！Self-Discipline/

ContinuousIm5SEXERCISE5S練習(xí)Howwouldyouusethe5Sprocesstoimprovethesituationbelow?你怎樣用5S程序來改善下圖的情形？UtilizeALL5Ss利用所有5S程序Discussasateamandreport–Take10minutes小組討論、匯報—10分鐘5SEXERCISE5S練習(xí)Howwouldyou5SEXERCISEINSERTWORKSHEET插入工作表5SEXERCISEINSERTWORKSHEETAnythingoutsidethestandardisWASTE!!!所有標準外的東西都是浪費！！！WPOisakeymeansofvisualizingandeliminatingwasteWPO是暴露及消除浪費的主要途徑Whyworkplaceorganization?為什么要場地布置？AnythingoutsidethestandardWhyworkplaceorganization?為什么要場地布置？Good5SLeadstoGoodSafety!Notrip,sliphazards,etc.做好5S等于安全！就沒有跌倒滑倒等的危險。SAFETYQUALITYItemsalwaysinsameplacemeanslesslikelytomakemistakes事物特定放置意味著少犯錯誤。EFFICIENCYItemsalwaysinsameplacemeanslesswastefulandmorerepeatablemotions事物特定放置就是減少多余重復(fù)的動作。Whyworkplaceorganization?GooExampleofCabinet5S

櫥柜5S范例Cabinet“Before5S”5S之前的櫥柜Cabinet“After5S”5S后的櫥柜ExampleofCabinet5SCabinet“Exampleof5SExampleof5SManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardized

Work標準化工作Standardization

標準化LeanDesignofFacilities,Equipment,

ToolingandLayoutEarlyMfg.andDesign

Integration(DFM/DFA)Manufacturing

Process

ValidatStandardizedWork標準化工作Thedocumented,currentbestmethodtoSafelyandEfficientlyperformworkthatmeetsthenecessarylevelofQuality.為了達到一定的質(zhì)量標準，以文件化及最可行的方法來安全有效地開展工作StandardizedWork標準化工作ThedocWithoutStandardization沒有標準化WithStandardization有了標準化StandardizedWork標準化工作WithoutStandardization沒有標準化WMaterials物料StandardizedWork標準化工作Standardizedworkisusedwhenthereisadefinable,repeatableprocess.當工序明確可重復(fù)時，采用標準化工作Production生產(chǎn)Office辦公室StandardizedWorkCanBePerformedEverywhere!!!隨處都可以開展標準化工作!!!MaterialsStandardizedWork標準化TeamLeaders班長TeamMembers班組成員GroupLeaders工段長Everyonecanperformstandardizedwork!!!每個人都可以進行標準化工作?。。anagers主任Engineers工程師EmployeesShouldBeInvolvedInDevelopingStandardizedWork–TheyKnowTheJobTheBest!!!員工應(yīng)該加入標準化工作開展—因為他們最了解工藝?。?！TeamLeadersTeamMembersGroupStandardization標準化Improvement改進StandardizedWork(標準化工作)StandardizedWorkIsABaselineforContinuousImprovement!!!標準化工作是不斷改進的基線?。?！Standardization標準化Standardization標準化Standardization標準化Improvement改進Improvement改進StandardizationImprovementStanEachIndividualHasGoodIdeas–IfWeDoNotDocumentTheBestMethodsThenWeAreNotFullyUtilizingTheTeam’sBrainpowerandWeWillNeverImproveOrWeMayActuallyGetWorse!!!每個人都有好主意—如果我們不把最好方法文件化，則不可能充分利用團隊的智能，不但不能取得進步，甚至?xí)絹碓皆愀?！SAFETY,QUALITY,EFFICIENCY安全、質(zhì)量、效率EachIndividualHasGoodIdeasWouldYouWantToGetIntoAPlaneWhereTheCrewDidNotExactlyFollowAStandardizedCheckProcess???–EvenThoughTheyHavePerformedItHundredsOfTimes!!!

你會不會乘坐乘務(wù)員不履行標準檢查程序的檢查的飛機？？----即使他們重復(fù)操作過無數(shù)遍。CheckFuel(檢查汽油)CheckTires(檢查輪胎)CheckInstruments(檢查儀表盤)WouldYouWantToGetIntoAPContinuousImprovementStandardizationThereIsaRealBalanceBetweenStandardizationandContinuousImprovement.標準化與不斷改進之間有個天平。WeMustControlTheBalancetoBeSureThatWeAreNeithertoStrictWithStandardization,NorTooFlexible.我們必須控制這個天平以確保既不要死守也不要脫離標準化BUT…ContinuousImprovementStandardLegoExerciseLegoExerciseStandardizedWorkBasicsWHY

Whatwillhappenifstandardisnotfollowed若不遵守標準會怎樣？Whyisitimportant?為什么重要WHATWhattodo?做什么WorkElementsWithTimesvs.Takt工作要素時間與生產(chǎn)節(jié)拍HOWHowtodoit?怎樣做

WorkSequence/Diagram工作次序/圖表

KeyPointsForSafety&Efficiency安全&效率要點

QualityPoints&Checks質(zhì)量要點與檢查點StandardizedWorkBasicsWHYWhCycleTime001LActualTaktTime5”4”3”2”1”TimeStandardizedWorkBasics

MakeWasteVisible!!!暴露浪費！?。?/p>

WorkFlowDiagram工作流程表

TimeChart

時間表WasteofMotion!動作浪費Non-ValueAdded!非增殖時間ValueAdded增殖時間WaitTime!等待時間CycleTime001LActualTaktTime

Providesanoverviewoftheelementsandtheirtimesinthecorrectsequenceforonejob

IdentifiesimportantkeypointsusingsymbolsEnsuresstandardacrossshiftsviasign-offDocumentschangestotheStandardizedWork

DocumentsworklocationVisualizesworkermovementviasketch.Symbol

MOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:S

ElementNameysWorkmtelementbeRegistered

Handwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignature

VisualizesA.T.T.Vs.CycleTimesofthejobviatheCycleTimeChartElementsOfGoodStandardizedWork(?????????)Providesanoverviewofthe

?????????????????????.????????????????????(Shift??????)??????????

?????????????Symbol

MOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:S

ElementNameysWorkmtelementbeRegistered

Handwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageTotalReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignature

???????(?????????????????)ElementsOfGoodStandardizedWork標準化工作要素?????????????????????.?Useasbasisfortraining&ProblemSolving作為培訓(xùn)問題解決的基點Mustsupporttheuser&bepostedvisually有利于操作者或張貼到明顯處Userinvolvedindevelopment操作者參加改進AlwaysrespectStd.Workofothers尊重他人的標準化工作PerformregularchecksofStd.Work定時檢查標準化工作FinalNotesonStandardizedWork標準化工作后注UseasbasisMustsupportUseriFinalNotesonStandardizedWork

標準化工作后注TheTrueTestofGoodStandardizedWorkisWhenSomeoneDoesNotCometoWorkandtheJobStillGetsDoneSafely,EfficientlyandwithQuality真正經(jīng)得檢驗的標準化工作是當有人缺席時仍能安全、有效、高質(zhì)地完成工作WhatDoIDo?FinalNotesonStandardizedWoManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingBusinessPlanDeploymentTotalProductive

MaintenanceScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementManagement

byTAKTTime生產(chǎn)節(jié)拍管理Standardization

標準化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutControlled

ExternalTransportationContinuous

Improvement

ProcessManufacturing

Process

ValidatTaktTime=Numberofvehiclesrequiredpertimeperiod此階段需要生產(chǎn)臺數(shù)Weekly周Monthly月Yearly年TaktTimeisConstant!TAKTTIME是不變的！TaktTime:Determinesthespeedoftheline

決定流水線速度Thetimeavailabletoproduceacomponentorsingleunit.

生產(chǎn)一個部件或一輛車的時間Determinedbythenumberofvehiclesrequiredbytheendofeachdaytomeettheproductiontarget.

由需要達到的每日生產(chǎn)目標的車輛數(shù)決定OperationalTimePerPeriod某階段生產(chǎn)時間ManagementByTaktTimeTaktTime管理TaktTime=NumberofvehiclesILoveLucyVideoPartII

?????ILoveLucy

(StartvideoatChocolateAssemblyLine)錄象從巧克力的生產(chǎn)線開始ILoveLucyVideoPartII

??ILoveLucyVideoPartII

GroupDiscussion小組討論WhatGMSStandardizationPrincipleconceptsdidwe(not)seeinthevideo?在錄象看到或沒看到哪些GMS的標準化原則Discussasanopenforum–notbyteams論壇討論—非小組討論ILoveLucyVideoPartII

GroILoveLucyVideoDiscussionWhatdidweseeinthevideo:

從錄象可我們看到：LackofStandardizedWork:

缺乏標準化工作Nodocumentedstandardizedworkonjob

車上沒有標準文件化Nostandardizedworktouseasbasisfortraining

沒有標準化工作作為培訓(xùn)基礎(chǔ)Noqualitystandardforcompletedchocolate

巧克力做完后沒有質(zhì)量標準LackOfManagementByTaktTime:

缺乏生產(chǎn)節(jié)拍管理TaktTimearbitrarilychanged

主觀改變生產(chǎn)節(jié)拍

NocommunicationorplanningofTaktTimechange生產(chǎn)節(jié)拍改變沒有協(xié)商或計劃Novisualindicationofworkstationbeginningandend

從頭到尾都沒有工位的目視化標識Others:NowaytocallforhelpNowaytostoplineorpreventdefectsfromleavingstationILoveLucyILoveLucyVideoDiscussionWhExampleofUnleanChocolateFactory不精益的巧克力工廠例子Takttimesloweddown

TAKTTIME減慢Cycletimenotadjustedtothetakttime

周期時間與TAKTTIME不符

WaitTime!等待時間CycleTimeLucyEthelActualTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeManagementByTaktTimeTaktTime?????WaitTime!等待時間ExampleofUnleanChocolateFaExampleofUnleanChocolateFactory不精益的巧克力工廠TaktTimeArbitrarilySpeedUp

TAKTTIME隨意加快CycleTimeNotAdjustedtoTaktTime

周期時間與TAKTTIME不符CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeOverburden!!負載過重ManagementByTaktTimeTaktTime管理ExampleofUnleanChocolateFaManagementByTaktTimeTaktTime管理WhenTaktTimeChangesArbitrarily-Safety,Quality&EfficiencySuffer!TAKTTIME隨意改變—安全、質(zhì)量、效率就會出問題StandardizationIsImpossibleWithoutConstantTaktTime若沒有恒定的生產(chǎn)節(jié)拍，標準化則無法實現(xiàn)TaktTimeChangesMustBeCommunicated&Planned!!!TaktTime的改變必須經(jīng)過協(xié)商或計劃!!!JustthinkofpoorLucy!!ManagementByTaktTimeWhenTaExampleofLean

ChocolateFactory精益的巧克力工廠TaktTimeIsConstant,BasedonDemand

TAKTTIME基于需求恒定CycleTimeIsAdjustedtoTaktTime

周期時間與TAKTTIME一致CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TaktTimebasedondemandTAKTTIME根據(jù)需求TimeManagementByTaktTimeTaktTime管理ExampleofLeanChocolateFact8hoursx60minutes8小時

x60分100UnitsScheduled100輛計劃480mins-47mins.Breaks480分–47分(休息)=4.33mins.4.33分100Units100輛“OPTIMUM”TAKTTIMEx1.07DowntimeLoss1.07停線損失=107UnitsNeededCapacity107輛產(chǎn)量107Units107臺433minutes433分鐘=4.04mins.4.04分鐘ACTUALTAKTTIME(實際費時)OFWASTE107CAPACITY107產(chǎn)量-100UnitsREQUIRED需求100輛=7UNITS7輛浪費=PLANTLOSS(工廠損失)TheEffectsofWaste(Downtime)8hoursx60minutes100Units“OPTIMAL”TAKTTIME最佳節(jié)拍7%OVERSPEED(DowntimeLoss)ACTUALTAKTTIME實際節(jié)拍CycleTime433100=4.33433-30100=4.04AndonStops:OperatorOverburdenQualityIssuesOtherProcessIssues

(5%)Machine&EquipmentDowntime(2%)+TheEffectsofWaste(Downtime)浪費后果（停線）“OPTIMAL”7%OVERSPEEDACTUALTAPointA(FPS)PointB(FPS)PointC(FPS)StartStd.Workatmatchedreferencepoints與控制點一致FinishStd.Workatwhenreferencepointsmatchedatnextstation與下一工位控點一致UsetheFPSAsaReferencePointtoMeasuretheTaktTime用定點停作為測量節(jié)拍的控制點ThinkoftheFPSas“thebeginningofStandardizedWork”intermsofTIME---the“startofthestopwatch”在時間上定點停為“標準化工作的起點”—秒表的開始PurposeofFixedPositionStop(FPS)定點停目的PointAPointBPointCStartStdManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardization

標準化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutVisual

Management目視化管理Manufacturing

Process

ValidatDefinitionofVisualManagement目視化管理的定義Aprocessinwhichstandardsandactualconditionbecomequicklyvisualintheworkplace.標準與實際情況在工作場所視覺化的程序VisualManagement目視化管理DefinitionofVisualManagemenVisualManagementKeyConcepts

目視化管理主要概念MAKESTANDARD&OUTOFSTANDARDCONDITIONSCLEAR&VISIBLE!使標準及非標準明晰及可視化xxVisualManagementKeyConceptsVisualManagementKeyConcepts

目視化管理主要概念STATUSATAGLANCE一目了然的狀態(tài)GUIDELINE–SHOULDNOTTAKEMORETHANONESECONDTOGRASPANYSITUATION!

方針—不超過一秒鐘了解情況VisualManagementKeyConceptsVisualManagementKeyConcepts

目視化管理主要概念CommunicateInformationtoDriveQuickDecisionsforAction!

互通信息迅速下決定采取行動VisualManagementKeyConceptsWearPPE!Problem!I’mOK!WalkHere!OnTarget!I’montime!VisualManagement

目視化管理MaketheShopFloorTalktoYou!

使車間也會說話???????????WearProblem!I’mOK!WalkHere!“APictureIsWorthAThousandWords.”

“百聞不如一見”“APictureIsWorthAThousandVisualization vs. VisualManagement目視化與目視管理NiceCharts!Verypretty!Thisinformationistellingmewehavesomeproblems!BeCarefulOfVisualization

注意目視化圖表真美觀！是的這個信息說明有問題了Pretty…好看Useful…有用Visualization vs. VisualManag123910115463130282923242516171878131920262714152122ClearOutOfStandardConditions突出異常情況12TRIM112345SAFETY安全QUALITY,RESPONSIVENESS質(zhì)量，響應(yīng)XStatusAtAGlance-Examples123910115463130282923242516171CommunicateInformation-ExamplesShowphotosofnormal“Walk–Don’tWalk”lightversusStackLighttoshowhowmuchtimeisleft用圖片指示常見“行走—禁走”燈與一堆燈表示剩下多少時間對比CommunicateInformation-ExamFPSFPSReorder@9pcsISP/MSSLabel25-02-023LEPSPendantLabel懸掛標簽25-02-023LWorkstation

AddressSignLabelLabelLabelLabelLabelLabelLabelLabelDunnage