標準化作業(yè)培訓教材

StandardWork/標準化作業(yè)IMICorneliusLearning&InnovationIntroductions/介紹Yourname?/你的名字？Howlonghaveyoubeenwiththecompany?/你來公司多久了？Whatyoudoandwhere?/你都做些什么工作？在哪做？Whatissomethingthatwewouldn’tknowaboutyouunlessyoutoldus?/有沒有你不告訴我們，我們就不知道的事情？WhatexperiencehaveyouhadwithKaizen,VisualManagement,ProblemSolvingattheworkplace?有沒有Kaizen，可視化管理及解決問題的現(xiàn)場經(jīng)驗？Whatareyourexpectationsofthisworkshop–whatdoyouhopetolearn?對工廠你有什么期望-你希望學習些什么？1WorkshopGroundRules/車間自然工作組規(guī)那么Openhonestanddirectcommunication/開誠布公的直接的對話Alwaysaskquestions/總是問問題Wewilltakethetimetoexplainandgainunderstanding我要要花時間去解釋和理解Itisveryimportantthattheconceptsarewellunderstoodattheendoftheweek/概念易懂很重要Focusonsession–noblackberries,e-mail,computersoutsideofbreaks/課堂上要集中精力-上課時間不允許接收機，收發(fā)郵件及用電腦Weneedtoputintopracticewhatwelearn…Donotconsiderthisclassroomeducation要將所學用于實踐…不要僅指著課堂上的學習2StandardWork–Agenda

標準化作業(yè)–安排IntroductionAgendaStandardWorkDefinitionandPhilosophyBenefits標準工作收益LeanConcepts精益生產(chǎn)工具3TrainingObjectives/培訓目標UnderstandtheBasicsofStandardWork.理解標準化的根本概念UnderstandtheToolsofStandardWork.明白標準化的工具ProvedaStructuredandConsistentapproachtoEliminateWaste.提供一個有體系的持續(xù)的消除浪費的方法PrepareforWorkCellImplementationsandTrainingoftheWorkForce.為實施單元化生產(chǎn)模式及培訓員工做準備4StandardWorkDefinition:標準化定義：APreciseDescriptionofEachWorkActivity,SpecifyingCycleTime,TAKTTime,theWorkSequenceofSpecificTasks,andtheMinimumInventoryorPartsNeededtoConducttheActivity.每一項工作的精確定義，具體到工作周期〔CT〕，工作節(jié)拍〔TT〕，工作順序，最小庫存量或在制品數(shù)量〔WIP〕等進行定義和指導.WhatisStandardWork?/什么是標準化工作？5WhatisStandardWork?/標準化作業(yè)是什么？TheBESTandAGREEDUPONcombinationofpeople,machines,andmaterialstodoajobwithMINIMALWASTE.是將人、機器、材料最好的整合在一起工作，只產(chǎn)生最小的浪費CLEAR,accessibledocumentationofthatbestcombination.使整合文件清晰、易懂WorkdoneCONSISTENTLY,guidedbythedocumentation.工作要始終如一的遵循標準文件的規(guī)定AnongoingsearchforBETTERstandardprocesses.持續(xù)的尋找一個更優(yōu)的標準化程序Improvethe“STATUSQUO〞.改善現(xiàn)狀HelpsESTABLISHthebestandmostreliablemethodsandsequencesforeachprocess.幫助建立每一道工序的最優(yōu)及最可靠的方法和順序。6StandardWorkisNOT:標準化作業(yè)不是：ImpositionofRules強迫接受的規(guī)那么StandardWorkisanAgreeduponsetofWorkProceduresinordertobetheBEST!標準化作業(yè)是經(jīng)協(xié)商后的一系列工作程序，其目的是到達最好。IncentiveBasedWork基于鼓勵的工作；ThemoreWork,isnotAlwaystheBetter.ProducewhatisNecessarytoMeettheCurrentNeeds.干的更多，并不總意味著更好。生產(chǎn)必要的產(chǎn)品來滿足當前的需求。DocumentingCurrentProcessthatareOutofControl文件化當前超出控制范圍的工藝。工業(yè)化兩個特征：效率、品質(zhì)的一致性。ExcessiveVariationandInstabilityoftheProcessmustbeEliminatedFIRSTinOrdertoDevelopStandardWork為了開展標準化作業(yè)，必需首先消除工藝上過多的變異及不穩(wěn)定性。〔系統(tǒng)性誤差和偶然性誤差〕Philosophy7GoalsofStandardWork:標準化作業(yè)的目標CaptureandUsetheBESTMethod.追尋并使用最優(yōu)的方法〔動作、順序、制造工藝、行走及物流路線〕BuildQuality,Safety,WorkInProcess(WIP)limitsandProductivityConsiderationsintoProcessSteps.將質(zhì)量、平安、在制品控制、以及生產(chǎn)力因素考慮到程序當中去ChangeEasily–ContinuousImprovement.更改的簡易性-持續(xù)改進〔節(jié)拍變、方便進一步改進，持續(xù)改進〕IdentifyareasofWASTEwhichareOpportunitiesforImprovement.通過標準化作業(yè)過程，識別有時機改進的浪費EachstepinaLeanProcessshouldbeDefinedandmustbePerformedRepeatedlyintheSameManner.精益程序的每一步都需要定義，并且必須以同樣的方式重復執(zhí)行。〔標準化，可執(zhí)行的系統(tǒng)〕MinimizeandControlVariationsinOutputtoImproveQuality通過最小化產(chǎn)出〔JIT〕并控制過程變異來提高質(zhì)量Philosophy8WhatDoesStandardWorkLookLike?

標準化作業(yè)看起來像什么？OperationMethodsareDocumentedandPostedattheWorkStation.操作方法被記錄并張貼在工作站旁。OperatorsfollowtheSameStepseachtimetheydoWork.每次工作，操作員都遵守同樣的步驟。OperatorsusetheSame,ProperToolsandMachines.操作員使用同一的、適當?shù)墓ぞ吆驮O(shè)備。MaterialisStoredintheSamePlaceEveryDay.每天原材料都儲存在同一個位置。HelpstoSetUpaPointofUseStorageforMaterialsandTools.幫助建立一個原材料和工具的儲存點?！踩ā砅hilosophy9TraditionalWork傳統(tǒng)作業(yè)ManageSymptoms管理特征〔側(cè)重于人員管理，而非標準化制度化管理〕Reacttofires救火Searchforthings尋找物品Engineersdesignprocesses程序方法由工程師自行設(shè)計StandardWork標準化作業(yè)SolveProblems解決問題〔異常情況處理〕PreventProblems預防錯誤FindThingsEasily更容易找到物品ProcessDesignbyAssociateConsensus程序方法由相關(guān)人員協(xié)商設(shè)定WhatDoesStandardWorkLookLike?

標準化作業(yè)看起來像什么？Philosophy10WhoGeneratesStandardWork?

誰來制定標準化作業(yè)程序？TheSupervisor/LeaderandManufacturingEngineer/TechnicianMUSTworkwiththeAssociatesofthearea.主管/領(lǐng)導和制造工程師/技師必須與本領(lǐng)域的負責人合作。TheCreationoftheDocumentsneedstobeaJointEffortinordertobeEffectiveotherwisetheyareDoomedforFailure.標準化文件的建立需要大家共同的努力以到達有效果的目的。否那么它們是注定失敗的。Philosophy11BenefitsofStandardWork標準化作業(yè)的好處DocumentationoftheActualProcessandImprovements.記錄〔文件化標準化〕實際工藝及改進ReductioninProcessVariability(iffollowed).減少程序〔工藝〕可變性ImproveProcessStability.改善工藝穩(wěn)定性〔標準化〕EasiertoTrainNew/ExistingOperators容易培訓新/老員工。IncreaseinSafetyandQuality.提高平安性和質(zhì)量。BaselineforFurtherImprovements.將來改進的根底。ReduceInventoryandReduceLeadTime.減少庫存〔WIP〕及提前期。IncreaseProductivity.提高生產(chǎn)力StandardizeManufacturingProcess.標準化制造程序IncreaseCapacityWithoutIncreaseinResources.在不投入資源的前提下提高產(chǎn)能AToolforContinuousImprovement!持續(xù)改進的一個工具Philosophy12StandardWork標準化工作：在相關(guān)人員的參與下，根據(jù)客戶需求定義每一工位的生產(chǎn)節(jié)拍〔TT〕、工作順序、最小庫存量〔或WIP〕；同時通過Layout設(shè)計、消除工藝變異〔不穩(wěn)定性〕、放錯設(shè)計、5S管理等手段，到達消除浪費，提升效率，提高作業(yè)平安性和產(chǎn)品質(zhì)量的目的。13StandardWork–LeanConcepts標準化作業(yè)-精益的概念SevenWastes七種浪費ValueAdded增值ValueStreams價值流CellandOnePieceFlow單元和單件流BatchLotsversesOnePieceFlow批量vs單件流PushversesPull推動vs拉動CycleTimeReduction周期時間的降低CycleTimeversesTaktTime周期時間vs節(jié)拍時間VisualManagement可視管理VariationReduction減少變異5Why’s5個為什么Poka-Yoke防錯Kaizen改善14HowDoesStandardWorkRelatetothe7Wastes?標準化作業(yè)與七種浪費有怎樣的聯(lián)系ThoseElementsofProductionthatDoNotAddValuetoaProduct,butIncreaseCost.那些要素不會為產(chǎn)品增值，只會增加本錢。The7Wastes–TIMWOOD七種浪費Travel–Excessivetraveltimewithinorbetweenoperations.運輸-生產(chǎn)內(nèi)外的過多的運輸時間Inventory–Excessiveinventorythatisn’tneeded.庫存-不必要的過多的庫存Motion–Excessivemotionwhenmakingproducts.動作-生產(chǎn)產(chǎn)品時額外的動作StandardWork–LeanConcepts標準化作業(yè)-精益的概念StandardWorkisaSetofToolsthatHelpsEliminateWaste.標準化作業(yè)是幫助減少浪費的一系列工具15StandardWorkisaSetofToolsthatHelpsEliminateWaste.標準化作業(yè)是幫助減少浪費的一系列工具HowDoesStandardWorkRelatetothe7Wastes?標準化作業(yè)與七種浪費有怎樣的聯(lián)系Waiting–Excessivewaittime.等待-額外的等待時間Overproduction–

Makingtoomuchproduct.超產(chǎn)-生產(chǎn)過多的產(chǎn)品Over-processing–Toomanyoperationstomakeaproduct?過度加工-制造產(chǎn)品的步驟太多Defects–Productdefectscausingreworkandscrap.缺陷-產(chǎn)品缺陷會導致返工或者報廢StandardWork–LeanConcepts標準化作業(yè)-精益的概念16ValueAdded:TransformsRawMaterialandInformationintoPartsorProducts–ForWhichtheCustomerisWillingtoPayfor.增值：將原材料和信息轉(zhuǎn)化為消費者愿意購置的零件或者產(chǎn)品。Non-ValueAdded:ConsumesResourcesbutDoesNotContributeDirectlytotheProductionofMaterialsorProduct.非增值：消耗資源，但對原料和產(chǎn)品沒有直接的奉獻。NonessentialStepsorActivitiesThatIncreaseProcessTimeandAddCostsRatherThanValue不必要的步驟或者活動增加了工藝的時間和本錢，而不是價值。WeMustThinkFromtheCustomer’sPerspectiveWhenDeterminingValue!當決定價值的時候我們必須站在消費者的角度思考WhatisValueAddedVersesNon-ValueAdded?

增值vs非增值17IdentifyWasteWhenImprovingProcesseswithStandardWork使用標準化作業(yè)方法改善時識別浪費Page18StandardWork–ValueAddedversesNon-ValueAdded

標準化作業(yè)-增值VS非增值Necessary必要的Unnecessary不必要的ValueAdded增值Non-ValueAdded非增值ContinuousImprovement持續(xù)改進EliminateImmediately立即消除EliminateifPossible可能的話消除？？EliminateifPossible可能的話消除PointsoutWasteANDIdentifiesProjectstoReduceWaste/ImprovetheProcess!指出浪費和確定工程來減少浪費、改善工藝。WhatisVSM?什么是價值流程圖？5SVSMWhatisaValueStream?什么是價值流？Avaluestreamincludesalloftheprocesssteps(bothValueAdded(VA)andNon-ValueAdded(NVA))thatarerequiredtocompleteaproductorservice.價值流包括為完成一個產(chǎn)品或效勞所需要的所有程序步驟〔增值和非增值〕WhatisaValueStreamMap(VSM)?什么是價值流程圖？VSMisamethodthatvisuallyshowsthematerialandinformationflowsthathelpcompletetheproductorservice價值流程圖通過將物流和信息流可視化來幫助完成產(chǎn)品和效勞的一種方法19VSMBenefits價值流程圖的好處5SVSMDocumentstheFlowoftheCurrentProcess(BothMaterialandInformation).記錄當前程序的流動狀態(tài)〔材料流和信息流〕GiveUsData/BaselineonInventoryandLead

TimefortheProcess.提供庫存和訂貨周期的基準數(shù)據(jù)ProvidesaVisionofWhatWeCanAchieveifWeImplementtheLeanTools.告訴我們?nèi)绻覀儓?zhí)行精益生產(chǎn)后可以得到的結(jié)果GivesUstheRoadmapofWhatWeNeedtoDotoAchievetheVision.FutureState.告訴我們應(yīng)該怎樣做才能到達目標。未來的狀態(tài)ExpectedResults預期的結(jié)果ProcessDocumentation工藝文件標準化RoadmapofActivitieswithDatesandTeamLeaders帶有日期和小組領(lǐng)導的活動方案PlanforContinuousImprovement!為持續(xù)改進做方案20ReceivingAssemblyStoresPaintMachiningShipUseActivityMaps/ProcessFlowchartstoanalyzeexistinglayoutandflow使用活動圖/工藝流程圖來分析當前的規(guī)劃和流程。SpaghettiChartstoshowprocessflow面條圖表顯示工藝流程Measurethedistancebetweenoperations.測量操作崗位之間的距離Doestheflowmakesense?流程有意義么ProblemswithTraditionalLayoutandFlow:傳統(tǒng)規(guī)劃和流程的弊端：PartandOperatorTravel零件和操作員移動BatchManufacturing–WaitingTime批量生產(chǎn)-等待時間SafetyIssues平安問題Quality/ReworkProblems質(zhì)量/返工問題LongLeadTimes較長的訂貨周期SignificantWorkInProcess較多的在制品PotentialforOverproduction潛在的生產(chǎn)過剩BadFlowofPartsandinformation不好的零件和信息流SpaghettiChartProcessFlowDiagramStandardWork:TraditionalLayoutandFlow標準化作業(yè)：傳統(tǒng)規(guī)劃和流程21CellularWorkModulesandOnePieceFlow單元的工作模塊和單件流PromotesflowwithminimalWIP(WorkinProcess)在最小化在制品根底上提升流程Facilitatesworkersstaffingmultiplemachines工人可以操作多種機器U-shapedcellsU形單元Maximumvisibility最大可見度Minimalwalking最小移動Flexiblenumberofworkers工人數(shù)量靈活Facilitatesmonitoringworkenteringandexitingthecell方便監(jiān)測在制品進出單元Workerscanconvenientlycooperatetosmoothflowandaddressproblems工人能方便的合作使流程平穩(wěn)并確定問題。ImprovesCommunications改善交流Eliminate7Wastes消除七種浪費StandardWork:CellsandOnePieceFlow標準化作業(yè)：單元和單件流22Haveoperatorsandassemblersinspecttheirownwork讓操作員和裝配工檢查自己的工作PracticeJidoka-qualityatthesourceJidoka實踐-在源頭控制質(zhì)量Maintainandmonitorthecalibrationandsensitivityofmeasurementandtestequipment保持并監(jiān)測測量和實驗儀器的刻度和靈敏度Providetrainingonmeasuringandtestequipment提供關(guān)于測量和實驗儀器的培訓。BuildQualityChecksIntotheStandardWorkoftheCell將質(zhì)量檢查建立到單元的標準化作業(yè)過程中去StandardWork:CellsandOnePieceFlow標準化作業(yè)：單元和單件流236perMin.PushversesPullProduction

推動VS拉動生產(chǎn)PullProduction–ProducetoCustomerDemand拉動生產(chǎn)-按照客戶需求生產(chǎn)Don’tProduce10unitsperminute

whenthecustomerwants6perminute當客戶每分鐘只需要6件產(chǎn)品時時，不要生產(chǎn)十件產(chǎn)品10Seconds10SecondsPushProductionAllowsOverproduction–UnnecessaryInventory推動生產(chǎn)允許生產(chǎn)過剩-不必要的庫存StandardWork:LeanConcepts標準化作業(yè)-精益的概念Customer24SignatureExercise簽名練習StandardWork:LeanConcept–Example標準化作業(yè):精益的概念-例子Breakintoteamsof5–7people.按每組5到7個人分組Youwillbegiven10products(scrapsofPaper)toproduce.你會被分配去制造十個產(chǎn)品〔碎紙機〕Writeyourfirstandlastnamelegibleontheproductwhenitispassedtoyou.當傳到你的時候，清晰的寫下你的名字。Afinishedproductwillhavethesignaturesofallthemembersofyourteam.一個完成的產(chǎn)品會有你小組中所有人的簽名OneteamwillproduceusingOne-PieceFlow.一個小組將會使用單件流進行生產(chǎn)AlltheotherteamswillproduceusingBatchFlow.其他小組將會使用批量流生產(chǎn)DONOTSTARTPRODUCTIONUNTILTOLDBYINSTRUCTOR講師說開始之前，不要開始生產(chǎn)。25Overproduction過量生產(chǎn)Computertriggers電腦觸發(fā)Plantschedulingorganization工廠方案組織AnticipatesUsages預期使用LargeLots大批量HighInventories高庫存Waste浪費ManagementbyFirefighting管理混亂PoorCommunication缺乏交流Customerdrivendemand客戶需求驅(qū)動Visualtriggers可視化觸發(fā)Associatesscheduletheplant方案生產(chǎn)ProductionPrecision生產(chǎn)預測SmallLots小批量LowInventories低庫存WasteReduction減少浪費ManagementbySight可視化管理BetterCommunication更好的交流StandardWork:LeanConcepts標準化作業(yè):精益的概念26WorkSequenceistheorderofoperationsthatanoperatormustusetoproduceapartwithinTAKTTime(rateofcustomerdemand):grasp,move,hold,remove,delay,etc.工作順序就是生產(chǎn)順序，操作員必須在節(jié)拍時間內(nèi)按照工作順序生產(chǎn)零件〔顧客需求率〕：拿零件，移動，等待，再移動等ThesameorderofworkMUSTbedoneeverytime.每次的工作順序必須相同StandardtimesareprovidedforEACHworkelement.每一道工序都有一個標準工作時間StandardWork:LeanConcepts–WorkSequence標準化作業(yè)：精益概念-工作順序27Toolsusedare:工具：ProcessCapacityChart–MachineCapacityData.加工能力圖-設(shè)備能力數(shù)據(jù)StandardWorkCombinationSheet–ProvidesElementStandardTimes.標準工作匯總表-提供各工序標準時間StandardWorkSheet–WorkplaceLayout.標準工作表-工廠布局WorkSequenceisimportantbecauseitdefinestheflow–workcontentandsequence–thatcomponentsgothrough,enablingmanufacturingtomakeproductsthatconformtospecificationstimeaftertime,aftertime…WithMINIMUMWaste!工作順序很重要應(yīng)為它定義了流動-工作內(nèi)容和順序-使得我們可以按照規(guī)定的時間生產(chǎn)產(chǎn)品而沒有任何浪費StandardWork:LeanConcepts–WorkSequence標準化作業(yè)：精益概念-工作順序28TheOrderinWhichanOperatorPerformsManualOperationsIncludingWalkingandWaiting.工作順序是操作員的人工操作時間包括走路和等待Incoming1243312132OperatorAOperatorCOperatorBWorkSequence12345678910ProcessSequenceOutgoing14StandardWork:WorkSequence標準化工作：工作順序29StandardWork–CycleTimeReduction工作順序-工作周期時間減少FieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerCycleTimeManufacturingFocusedImprovements生產(chǎn)關(guān)注改進TotalValueStreamFocusedImprovements價值流程圖關(guān)注改進30WhatisVisualManagement?什么是可視化管理？VisualManagementprovidesaclearandcommonunderstandingofgoalsandmeasures.Itallowspeopletoaligntheiractionsanddecisionswiththeoverallstrategicdirectionofthecompany.Itisalsoanopenwindowtofactoryperformance,anditprovidesthesameunbiasedinformationtoeveryone,whetherowner,manager,operator,orvisitor.可視化管理提供一個清晰易懂的目標和衡量尺度。它使得人們將自己的行為和決定與公司總體戰(zhàn)略方向保持一致。它也是一個公司績效的窗口，它為大家提供一個公平的信息，不管你是負責人，經(jīng)理，操作員或者來訪者31WhatisVariationReduction?什么是減少變異？5SVariation

ReductionVariationisan“inconsistency〞inanygroupofitemsorprocesses.Afluctuationinprocessoutput,thatissometimescalled“noise〞.Itisthekeycauseofdefects–whetherrelatedtoproducts,transactions,orservices.變異就是不連貫性。產(chǎn)出中的波動，有時被叫做“噪音〞它是引起缺陷的主要因素-不管是否和產(chǎn)品，運輸或者效勞相關(guān)Remember:VariationExistsinALLProcesses記住：所有工藝中都存在變異32WhatisVariationReduction?什么是減少變異？5SVariation

ReductionExamplesarethebestwaytodescribeit.Coffeethatiseither“toohot〞or“toocold〞.Apurchaseof3identicalshirtsthatarethesamesize.Yet,oneofthemis“toolarge〞,anotheroneis“toosmall〞,andthelastoneis“justright〞.實例最容易描述它咖啡不是太熱就是太涼購置3件同樣號碼的襯衫。結(jié)果，一個“太大〞，一個“太小〞，另一個“剛剛好〞Remember:VariationExistsinALLProcesses記住：所有工藝中都存在變異33WhatisVariationReduction?什么是減少變異？5SVariation

ReductionVariationReductionisachievedby:Identifyingthetypeofvariation.Usingasetofestablishedtoolstoreducethevariation.RootCauseAnalysisTools減少變異可以通過以下途徑：識別變異的種類使用一套已建立的工具去減少變異根本原因分析Remember:VariationExistsinALLProcesses記住：所有工藝中都存在變異34DefinitionAtoolusedbyasking“5Why’s〞toimplementcorrectiveactionofaproblemandtobesureyouractionswilladdresstheROOTCause.Helpsgetpastthesymptomsofaproblem.定義它是一個工具，通過問5個為什么去執(zhí)行問題的整改行動并確保你的行動是解決的根本問題幫助你獲取過去問題的征兆Whatare5Why’s?什么是5個為什么？ThegoalistogettotheROOT

Causeoftheproblem!目標是得到問題的根本原因！35Procedure:過程：Whatare5Why’s?什么是5個為什么？Question“WHY〞aproblemorsituationexists.WHYhasitOccurred?為什么這個問題或現(xiàn)狀存在。為什么會發(fā)生？WritetheResponsedown.記下答復Ask“WHY〞thisResponseHappeninaquestionformat.Howdidthishappen?用提問的方式接著詢問為什么這個“答案〞會發(fā)生？4.WritethisResponsedown.記下答案Repeataskingthe“WHY〞inaquestionformatforatleastatotalof5Times.接著以詢問的方式問問題至少問5次ThegoalistogettotheROOT

Causeoftheproblem!目標是得到問題的根本原因！36Whydidyourcarstop?為什么你的車子停下來？Becauseitranoutofgas.因為沒油了Whydiditrunoutofgas?為什么會沒油？BecauseIdidn'tbuyanygasonmywaytowork.因為我上班的路上沒加油Whydidn‘tyoubuyanygasthismorning?為什么今天早晨沒加油？BecauseIdidn‘thaveanymoney.因為我沒錢Whydidn‘tyouhaveanymoney?為什么沒錢？BecauseIlostitalllastnightinapokergame.因為我昨晚玩撲克全輸了Whydidyouloseyourmoneyinlastnight‘spokergame?為什么昨晚玩撲克全輸了？BecauseI‘mnotverygoodat“bluffing〞whenIdon’thaveagoodhand.因為當我手氣不好的時候不善于玩“說假話〞StandardWork–5Why’sExample標準化作業(yè)-5個為什么舉例37EliminateDefectsfromtheSource!從根源消除缺陷！WhatisPoka-Yoke?什么是自動防錯？5SSimple,inexpensive,failsafedevicesorsystemswhichpreventmistakesfrombeingmadeorfrombecomingdefects.簡單，廉價，帶故障保護的設(shè)備或系統(tǒng)，可以預防錯誤及產(chǎn)品缺陷的產(chǎn)生Methodsthathelpoperatorsavoidmistakesintheirworkcausedbychoosingthewrongpart,leavingoutapart,installingapartbackwards,etc.是一種可以幫助操作員防止因選錯零件，遺漏零件，反裝零件等而造成錯誤的方法。38WhatisPoka-Yoke?什么是自動防錯？5SMachine設(shè)備Spindle軸Work(spindlemountedincorrectly)工作〔軸錯誤的安裝〕Chuck卡住了Work(correct)工作〔正確的〕MistakeProofingThisimprovementpreventsoperatorsfromaccidentallymountingaspindlebackwards次改進防止了操作員因反裝軸而造成的損失Beforeimprovement沒改前EliminateDefectsfromtheSource!從根源消除缺陷！39WhatisaKaizen?什么是改善？5SAKaizenisaneventthattypicallylasts3-5days,cantakeplaceoveranumberofweeks,andischaracterizedas:改善是一項3-5天的活動，也可以持續(xù)幾周，可以表述為：Ashortburstofintenseactivityandeffort短期的富有激情的活動和努力Multi-functionalteams跨部門成員組成的小組Specificgoals具體的目標Workintargetedareas在區(qū)域內(nèi)工作Dailyreviewsofprogress每天回憶進展Significantimprovementsinashorttimeperiod短期內(nèi)重大的改進TypicalKaizenWeekMondayTuesdayWednesdayThursdayFridayLearnLeanToolsUnderstandProcessCollectDataMakeChangesMakeChangesFinalizeLeaderMeetingLeaderMeetingLeaderMeetingLeaderMeetingTeamReportOut