Lean+Operation+Manual+精益運營手冊

Lean

Operation

Manual

精益手冊Content

目錄-Introduction介紹-1.Lean

structure

精益組織結(jié)構(gòu)-2.Lean

structure

matrix

精益結(jié)構(gòu)矩陣-3.Lean

skill

need-matrix

精益技能需求矩陣-4.Lean

definition

精益定義-5.Lean

principles

精益原則-6.Lean

transformation

roadmap

精益轉(zhuǎn)換路線

-7.Lean

process-

tool

matrix

精益方法學(xué)工具矩陣-8.Leantoolsintroduction精益應(yīng)用型工具介紹

-9.Lean

guidance

精益應(yīng)用指導(dǎo)Introduction手冊介紹The

purpose

of

this

manual

is

to

provide

a

basic

and

complete

knowledge

andframe

about

Lean

for

all

ESAB

Sonia

and

Anita

employees

in

order

to

havecommon

sense

on

Lean,

as

well

master

some

key

tools

application

in

their

filedto

improve

business.本手冊目的是提供一個全面基本的精益知識與框架為Sonia與Anita的員工以便于他們可以掌握基本的精益知識與擁有必要的了解.特別是可以同時掌握一些核心工具的具體操作來不斷在自身業(yè)務(wù)部門改進工作This

manual

includes

some

parts

as

below

to

systematically

introduce

Leansystem

and

detailed

implementationPart

1:

introduce

the

lean

program

structure,

key

persons

and

relative

skill

needPart

2

:

introduce

Lean

concept

&

technique

frame,

as

well

implementation

roadPart

3

:

Introduce

Lean

tools

applicable

in

various

stage

of

whole

implementationPart

4:

introduce

Lean

toolsPart

5:

introduce

some

key

Lean

tools

concrete

application

in

field

本手冊包含了以下的一些章節(jié)來結(jié)構(gòu)化描述精益系統(tǒng)的概念以及具體實施與應(yīng)用第一部分：介紹精益項目的組織結(jié)構(gòu)，組成人員以及所需要技能第二部分：介紹精益的概念與技術(shù)結(jié)構(gòu)，還包括相應(yīng)具體導(dǎo)入步驟與階段第三部分：介紹在整個實施過程中的不同階段所涉及到的方法學(xué)工具第四部分：介紹精益的應(yīng)用工具基本內(nèi)容與用途第五部分：介紹一些核心工具的具體實踐應(yīng)用方式1.Lean

structure精益項目組織結(jié)構(gòu)Lean

Pyramid精益項目組織結(jié)構(gòu)&人員構(gòu)成-Lean

Sponsor:

General

Manager-Lean

Champion:

Lean

Manager-

Lean

Facilitator:

Functional

Manager

+

Expert-Lean

Practitioner:Team

Leader/Engineer

Lean

member:

Operators/TechnicianDescription構(gòu)成成員描述Role

角色-Responsibility

責(zé)任-Skill

need-Matrix

技能需求Lean

Project

Committee:

精益推行委員會組成：一般由公司領(lǐng)導(dǎo)層以及技術(shù)專家組成職責(zé)：(1)精益推行初始階段各種職位設(shè)置和架構(gòu)搭建。(2)選擇項目，分配資源。(3)定期評估各項目進程，指出推進過程的優(yōu)點和問題。Lean

Sponsor(精益盟主)Lean

Champion

(精益斗士)Lean

Facilitator

(精益專員)Lean

Practitioner

(精益先鋒)Lean

Members

(精益組員)Leanstructure精益項目組織結(jié)構(gòu)構(gòu)成Name資格Qualification角色Role責(zé)任Responsibility精益盟主Lean

Sponsor精益斗士Lean

Champion精益專員Lean

Facilitator精益先鋒Lean

Practitioner精益組員Lean

Member總經(jīng)理General

Manager精益經(jīng)理Lean

Manager部門經(jīng)理+專家Functional

manager+Expert負責(zé)人+工程師Leader+

Engineer作業(yè)員+技術(shù)員Operators+Technician項目支持與資源提供Project

support規(guī)劃具體實施計劃Lean

plan

setup模塊與項目負責(zé)與執(zhí)行Module

and

projectimplementation基層改善與執(zhí)行Lean

Sponsor具體執(zhí)行者Lean

Sponsor為精益項目提供所需人力/物力/信息等各方面資源、支待項目，清除項目實施時的各種障礙，化解糾紛推進項目進程，幫助項目組解決問題

管理精益主管和專員與倡導(dǎo)者共同協(xié)調(diào)精益理項目的選

擇及項目組人員培訓(xùn)，管理項目小組

對專員與項目組員實施技術(shù)支持組織人員協(xié)調(diào)/監(jiān)控和推進項目實施負責(zé)具體執(zhí)行和推廣精益管理培訓(xùn)實踐者及項目組成員對實踐者工作于以技術(shù)支持按流程運用適當(dāng)工具實施精益項目

負責(zé)項目具體執(zhí)行對精益組員進行培訓(xùn)和指導(dǎo)參加項目會議，與小組其它成員合作，完成會議決議或項目組長安排的工作2.Lean

structure

Matrix精益項目組織結(jié)構(gòu)矩陣Skills技能概念介紹Concept快速換型SMEDP

u

l

l拉動系統(tǒng)合理化occ設(shè)備維護TPM現(xiàn)場審核WPA價值流StW

ao

d

a

r

d現(xiàn)場組織錯誤預(yù)防Error-項目展開P

D

MCoCmel

mlLeanSponsor精益盟主422222323244LeanChampion精益斗士444444444444LeanFacilitator精益專員444444444444LeanPractitioner精益先鋒433333333333LeanMember精益組員3222222232223.

Lean

Skill

need-

Matrix能力需求矩陣MIFAp

r

o

of另krg.4.

Lean

Definition精

益

定

義Definition:The

pursuit

of

perfection

via

a

systematic

approach

to

identifying

and

eliminating

wa

ste(non-value-added

activities)

through

conti

nuousimprovement

of

the

manufacturing

process,

enabling

the

product

to

flow

at

a

rate

determinedby

the

pull

of

the

customer通過持續(xù)改進流程來系統(tǒng)的識別浪費不斷消除非增值

的活動使產(chǎn)品按照客戶的需求拉動流動起來追求卓越

的過程5.LeanPrinciples精益原則UnipartWay

18Principles優(yōu)派模式的18項原則：Customer

客

戶-Principle

1:We

will

expect

all

our

leaders

to

live

Unipart

Wayphilosophy

and

coach

our

employees

in

the

tools

and

techniques我

們期望公司的所有領(lǐng)導(dǎo)人都懷著Unipart

Way理念并運用其工具與技術(shù)指導(dǎo)我們的員工-Principle

2:

We

will

always

make

commitments

that

have

a

realisticplan

for

delivery我們將始終承諾實事求是地制訂交貨計劃Company

公司-

Principle

3:

All

our

decisions

should

be

guided

by

our

philosophy我們以公司的理念做出所有的決策-

Principle

4:We

manage

with

a

long

term

view

我們有遠見Principle

5:

We

shall

encourage

and

expect

personal

use

of

UnipartWay

by

all

our

employees我們鼓勵和期盼公司所有的員工以UnipartWay做個人用途Principle

6:

We

will

strive

to

develop

our

people

and

promote

fromwithin我們致力于員工發(fā)展和提供內(nèi)部晉升機會5.LeanPrinciples精益原則-Principle

7:We

are

all

responsible

for

recruiting

exceptional

peopleinto

our

company各單位均負責(zé)為公司招聘杰出的人才Principle

8:

We

build

constructive

and

challenging

long

termrelationships

through

Ten(d)to

Zero我們利用Ten(d)to

Zero建立具有建

設(shè)性與挑戰(zhàn)性的長期合作關(guān)系-Principle

9:We"go

and

see"to

understand

deeply

what's

happening

我們"實地考察",務(wù)求深入了解實況Quality

質(zhì)量-Principle

10:We

expect

people

to

solve

problems

at

their

own

level我們期望員工量力而行的解決問題-Principle

11:We

build

quality

into

our

process

to

avoid

creating

or

passing

on

defects我們把質(zhì)量建設(shè)應(yīng)用到流程中以避免創(chuàng)造和傳遞缺陷

Principle

12:

All

our

process

are

aligned

against

the

principles

of

pulland

smoothing

derived

from

customer

based

on

takt

time所有的主要流程均以需求和穩(wěn)定化原則作為標(biāo)準(zhǔn)，該原則源于以客戶需求為基礎(chǔ)的需求節(jié)拍5.LeanPrinciples精益原則Process

流

程-

P

rinciple

13:We

create

continuous

process

flow

to

bring

problemto

the

surface(if

you

can't

flow

it

you

don't

know

it)我們創(chuàng)造無間斷

的工作流程，令問題變的明朗化(無法依隨流程則無法了解問題)-Principle14:We

use

standardized

work

as

our

foundation

forcontinuous

improvement

and

employee

empowerment

我們以工作標(biāo)準(zhǔn)化為基礎(chǔ)，從而不斷改善和賦予員工權(quán)利Principle15:We

spread

our

best

practices

and

share

our

ideasinside

our

Group集團內(nèi)傳播企業(yè)最優(yōu)方法并共享意見Principle16:We

are

careful

to

learn

from

the

best,but

we

reflect

onour

experience

and

find

our

own

way

我們從強者中虛心學(xué)習(xí)，但也會從累積的經(jīng)驗做檢討和力求改善Principle

17:

We

use

visual

management

to

expose

problems,

inspire

improvement

and

understand

situation

at

a

glance

我們利用可視化管理以顯示問題，改善問題和過畝了解問題Principle

18:

The

annual

Policy

Deployment

process

will

set

challenging

goals

and

measure

progress

to

improve

business

continually

based

on

our

experience

年度的目標(biāo)設(shè)定與展開程序會按照我們的經(jīng)驗制訂挑戰(zhàn)性的目標(biāo)和衡量進度，讓公司不斷發(fā)展業(yè)務(wù)Standard

work標(biāo)準(zhǔn)化

Heijunka均衡化

Kaizen改善Stability穩(wěn)定化Empowerment

and

Total

involvement授權(quán)與全員參與Jidoka自動化>Andon

system安頓系統(tǒng)>Poka-yoke

錯誤預(yù)防

>5Why問題分析與解決>Robust

engineering穩(wěn)健工程>TQM全面質(zhì)量Operational

excellence精益企業(yè)-卓越運營BestCost,Quality&Delivery最佳成本，質(zhì)量，交期Just

In

Time準(zhǔn)時化>Takt

time

節(jié)拍生產(chǎn)

>Pull

system拉動系統(tǒng)Continuous

flow連續(xù)流動6.

ESAB

Lean

House伊薩精益之屋6.Lean

transformation

roadmap精益轉(zhuǎn)換路線Become

"Lean

enterprise

"is

only

dream

without

deep

understanding

of

Leanandconcrete

systematical

plan

for

a

long-timeLogical

Lean

transformation

journey

is:

4-

Lean

enterprise

in

SCM在供應(yīng)鏈上拓展的精益企業(yè)1-

Lean

Implementation

roadmap

制定轉(zhuǎn)變路線圖&實施路線1-

ESAB

Way

&

Lean

house模式描述與建立技術(shù)框架1-

Lean

Vision

/

Strategy精益愿景與戰(zhàn)略3-

Lean

system

based

on

Pull

system基于拉動建立內(nèi)部精益系統(tǒng)2-

VSM

Kaizen

for

Stability

&

Flow基于現(xiàn)場價值流改善實現(xiàn)穩(wěn)定流動5u步驟Step目的Aims具體執(zhí)行內(nèi)容Contents支持工具Tools123Identify

andUnderstandthe

Need識別與理解需求Define

the

customer

need定義客戶需求Define

value定義價值ldentify

Kaizen

opportunity

識別改進機會PDM政策展開Objectives

setting目標(biāo)設(shè)定與管理Set

Objectives設(shè)定目標(biāo)Translate

customer

need

into

internal

engineering

language將客戶需求轉(zhuǎn)化為內(nèi)部工程語言Setup

target

&

KPI

設(shè)定目標(biāo)與關(guān)鍵指標(biāo)QFD質(zhì)量功能展開Comm.Cell交流區(qū)Assessment

system評估系統(tǒng)Grasp

theSituation把握現(xiàn)狀Map

the

current

situation繪制現(xiàn)狀圖表Setup

measurement

system設(shè)定測量系統(tǒng)Collect

all

data收集數(shù)據(jù)MIFA/

Process

map價值流分析Data

collection

plan數(shù)據(jù)收集計劃7.Approach

Tools

Matrix

通用方法型工具矩陣Lean

implementation

Process-8Steps

精益實施8步流程步驟Step目的Aims具體執(zhí)行內(nèi)容Contents支持工具Tools456Locate

waste

&

ldentify

solution確定改進機會與相應(yīng)解決方案ldentify

wastes

&

find

causes識別浪費找到原因Setup

Kaizen

priority

list設(shè)定改善優(yōu)先順序ldentify

preventive

solution建立預(yù)防改進方案7

Wastes/Insight

star

浪費統(tǒng)計單/洞察之星3'℃/

OCC-CPS合理化建議與問題解決lmplementSolutions實施方案Assign

resources

to

each

task配置資源給相應(yīng)任務(wù)Setup

action

list設(shè)定改善行動計劃Action

plan實施計劃ReviewSituationand

Results評估狀態(tài)與結(jié)果Review

progress

&

Results評價進步與結(jié)果Assess

result

based

on

KPI

基于關(guān)鍵特性指標(biāo)來評估績效Effect-Cause

matrix因果對應(yīng)矩陣Kaizen

checklist改善清單7.Approach

Tools

Matrix

通用方法

型工具矩陣Lean

implementation

Process-8

Steps

精益實施8步流程Step目的具體執(zhí)行內(nèi)容支持工具Tools78Update

Standard

Work更新并標(biāo)準(zhǔn)化Standardize

best

practice

最優(yōu)實踐標(biāo)準(zhǔn)化Skill

Training

&

Certification

技能培訓(xùn)與認(rèn)證Lesson

learned

and

sharing

經(jīng)驗積累與分享Standard

work標(biāo)準(zhǔn)化

Skill

&

Competency

matrix技術(shù)與能力矩陣Knowledge

management知識管理Audit審核Regularly

review

KPI

定期評價關(guān)鍵指標(biāo)Continuous

improvement結(jié)構(gòu)化持續(xù)改進Comm.

Cell交流區(qū)Target

board目標(biāo)板

Workplace

audit現(xiàn)場審核7.Approach

Tools

Matrix

通用方法型工具矩陣Lean

implementation

Process-8

Steps7.Lean

/mplementation

Flow

Chart-8步實施法流程圖Locate

Wasteand

identify

Solutions確定改進機會以及相應(yīng)的解決方案3

C'sOCC

CirclesKnowledge

Sharing/

Management5kills

andTrainingRecognitionCelebrate

andPolicyDeploymentObjectiveQualityCommunicMaterialProcessConfinuous

FlowStandardisedWorkVisualMaragementIdentify

andUnderstand

theNeed識別與理解需求Review

Situationand

Results評估狀態(tài)與結(jié)果Update

StandardWork更新并標(biāo)準(zhǔn)化7

Wastes

Insight

StarsSet

Objectives設(shè)定目標(biāo)Grasp

the

Situation把握現(xiàn)狀I(lǐng)mplementSolutions實施方案Workplace

AuditPromote

successdompetencyFunctionalandInformatiation

CellAudit審核Deployment(QFD)on

FlowMappingSetting(Time)Trials8.Lean

Tools

introduction精益專業(yè)應(yīng)用型工具簡介8-1.5S現(xiàn)場目視化8-2.Andon按燈8-3.TPM

全面設(shè)備保全8-4.MIFA/VSM

價值流分析8-5.Pull

&

Kanban

system

拉動系統(tǒng)與看板8-6.SMED

快速換型8-7.OCC-CPS

合理化建議與問題解決8-8.Standard

work

標(biāo)準(zhǔn)化操作8-9.Poka-Yoke

錯誤預(yù)防8-10.Comm.Cell

交流區(qū)8-11.7

Wastes

7大浪費8-12.

Insight

Star

洞察之星階段1

(初期導(dǎo)入)階段2-穩(wěn)定與流動(基于現(xiàn)場進行價值流改進)階段3-實現(xiàn)拉動

(精益系統(tǒng)建立)階段4-持續(xù)改善

(在供應(yīng)鏈上精益)1:5S2:Andon3:TPM4:

MIFA5:Pull6:SMED7:OCC8:Standardization9:Poka-Yoke10:Comm.

Cell11:7

Wastes12:Insight

StarLean

tools

application

matrix精益專業(yè)應(yīng)用型工具對應(yīng)矩陣5S

/Visual

control目視化管理A

System

for

organising

and

standardising

a

workplace用于組織與標(biāo)準(zhǔn)化工作區(qū)A

Prerequisite

to

the

implementation

of

all

other

improvement

methods實施近一步改善的先決條件By

implementing5S

you

will通過實施我們可以：-

Teach

everyone

the

basic

principles

of

improvement

教導(dǎo)每個人基本的改善原責(zé)-Provide

a

starting

place

for

eliminating

all

waste

提供一個消除浪費的起點-

Give

workers

control

over

their

workplace

讓每個人管理自己的區(qū)域-

Create

a

disciplined

work

place

創(chuàng)建一個規(guī)范的工作區(qū)域When

in

doubt,

red

tag

it!

區(qū)分要與不要Decide

and

organize

where

to

keep

necessary

items.合理布置與擺放Perform

a

thorough

cleaning.保持清潔的環(huán)境Incorporate

cleaning

procedures

into

the

daily

work.對于前面的工作進行維護Management

and

leadership

to

motivate

and

sustain.形成好的習(xí)慣與素養(yǎng)1S-Sort

整

理2S-Straighten整頓3S-

Shine清掃

4S-Standardize清潔5S-Sustain

素

養(yǎng)5S

/Visual

control目視化管理5S

Process/5S流程1.SORT/

整理a.

Put

in

labeledarea/放入標(biāo)識b.

Ensure

itemsare

in

order/確區(qū)域保物品有序·

Items

labeled

during·

Can

be

easily

found/容Sortstep/標(biāo)識物品·Use

intuitive

titles

forfolders/用簡易名稱表易發(fā)現(xiàn)·Can

be

easilyaccessed/容易拿到和放示文件夾回·Communicateexpectations/對

期望進行溝通·M

ake

instructio

n

s

fo

r

phys

icaland

electronic

equipment/針對實物和電子設(shè)備制作指導(dǎo)說明

·Make

sure5S

events

areperformed

regularly/確保5S有

效執(zhí)行·Itemsto

keep/保留的物品·Itemstoreuse(Red

Tag)/重新

利用的物品(紅標(biāo)簽)·Items

to

throw

away

(wastebins

and

recycle

bins)/丟棄的物品(扔到廢物和垃圾箱)·Labelsupplies/標(biāo)識物品a.

Establish

Sortareas

andsupplies/區(qū)分要整理的物品和區(qū)域·Takepictures/拍照

·R

ecord

folde

r

sizes/記錄文件夾大小b.Recordbaseline

data/記錄原始數(shù)據(jù)2.

STRA/GHTEN/整頓c.

Conduct

5S

event/5S管理a.Clean

to

b.

Inspect

toInspect/清潔

Detect/檢查·

I

nspect

equipment

,

·

Make

sure

itemsfurniture,walls,floors,are

functional/確ceilings,/檢查設(shè)備，設(shè)保物品功能施，墻面，地面和天花板·Remove

dust

and

dirt/清除污垢·Cleansurfaces/清潔表面·

Adapt

standard

work

·

Document

whatfrom

similar

G

old

cell

works

and

whatto

you

r

environme

nt

does

not

work學(xué)習(xí)和運用最佳實踐編制規(guī)范和制度·Schedule

cleaningand

maintenance制定清潔和維護計劃5S

/Visual

control目視化管理C.

Update

Standard

Work/

更新標(biāo)準(zhǔn)化·Finalize

standardwork/標(biāo)準(zhǔn)化的確認(rèn)·Get

buy-i

n

from

staffand

management管理層和員工的學(xué)習(xí)接

受d.Correct

toPerfect/糾正·Monitor

TotalProductiveMaintenance(TPM)/監(jiān)控全員設(shè)備維護·Monitor

turnbacks/escapes/監(jiān)控返工和

遺漏c.Detect

toCorrect/檢測·Repairsurfaces/修理表面·Paint

surfaces/噴涂表面·Polish

surfaces/磨

光表面a.Draft

Standard

Work/標(biāo)準(zhǔn)化初稿b.Conduct

5S

Event/5S管理4.

STANDARDIZE/清潔3.SHINE/清掃5S

/Visual

control目視化管理·Schedules

and計劃和執(zhí)行定期評估

·Reviews

standardwork審查標(biāo)準(zhǔn)化工作·Finalize

standard

work定稿標(biāo)準(zhǔn)化工作·Buy-in

from

staffandmanagement管理層和員工的學(xué)習(xí)接

受a.

Implement

Standard

Work

實施標(biāo)準(zhǔn)化作業(yè)c.

Update

Standard

Work更新標(biāo)準(zhǔn)化作業(yè)performs

regularintervals

ofassessmentsb.Identify

Owners識別負責(zé)人·Make

a

processof

5S制定5

S流程5.SUSTA/N/

素養(yǎng)W

hat

is

TPM

(Total

Productive

Maintenance)什么是全面生產(chǎn)保全it

is

one

method

created

by,

Japanese

,

it

aims

to

Maximize

equipment

value,TPM

Key

核心：Eliminate

6

major

losses

消除6大浪費1):

Equipment

failure設(shè)備失效2):

Changeover

更換型號3):

Startup

開機4):Minorstoppagesandidlinglosses微小停頓6):

Quality

Detects

質(zhì)量缺陷

頓故停事零零equipment

life

cycle

and

total

effectiveness

by

everyone

in

shop

floor在日本發(fā)展出的一種方法，核心在于全員合作以求最大化設(shè)備的價值，設(shè)備的生命周期與設(shè)備的總效率境環(huán)與康健量改物事全保善質(zhì)養(yǎng)保業(yè)專練訓(xùn)育教善改期初善改別個養(yǎng)保主自TPM

技術(shù)架構(gòu)8

Pillars

-8大實施支柱TPM

全面生產(chǎn)保全5):

Speed

losses

速度損失Zero

Defects

零缺陷T

PM

Implementation

Process/TPM

實

施流程1

.

IDENTIFY

AND

CATEGORIZE

EQUIPMENT/識別和分類設(shè)備a.

Clean

to

Inspect清理設(shè)備·Equipment,furniture/設(shè)備，家具·Floors,ceilings,

walls地板，天花板和墻面·Removedustanddirt/清

理垃圾·Cleansurfaces/清理表

面d.Correct

to

Perfect

整改至最佳狀態(tài)·Monitor

Total

ProductiveMaintenance(TPM)/監(jiān)控TPM執(zhí)行狀況·

Monitorturnbacks/escapes/監(jiān)控返

工和遺漏現(xiàn)象b.Inspect

to

Detect

檢查設(shè)備·Make

sure

itemsarefunctional/確保功能正?！ag

problemareas/標(biāo)示有問題區(qū)域·Document

issues/記錄問題a.

List

all

machines

列出所有的機器和設(shè)備·Involves

stakeholders相關(guān)人員都參與進來·Linked

to

processes和流程有關(guān)b.Detect

to

Correct

檢測設(shè)備·Repair

surfaces修補表面·Paint

surfaces/噴涂表面·Polish

surfaces/拋光表面TPM

全面生產(chǎn)保全·A=Critical/重要的

·B=LessCritical/次要的

·C=NotCritical/不重要b.

Categorize

machines對設(shè)備分類2.CLEAN

EQUIPMENT/清潔設(shè)備TPM

全面生產(chǎn)保全TPM

Implementation

Process/TPM實施流程3.

ELIMINATE

SOURCES

OF

CONTAMINATION/消除污染源·Preventive/預(yù)防性的·Predictive/周期性的

·

Determinefrequency/決定維護頻率b.Minimizeaccelerants

ofdeterioration

最小化設(shè)備磨損速度e.Calculate

OverallEquipmentEffectiveness/計算OEEa.Create

Planned

Maintenance

Schedule/

建立維

護計劃a.

Fix

and

prevent

sources解決和阻止源頭·Measurement/儀器儀表

·Safety/安全

·Instructional/指示4.

ESTABLISH

STANDARDS/建立標(biāo)準(zhǔn)c.CreateOperatorWalkarounds/建立檢查路線d.Create

Spare

Parts

List/建立備

件清單b.Establish

Visuals/建

立可視化管理·Inspection/檢查

·Maintenance/維護

·Cleaning/清潔·Availability/有效

·Performance/性能

·Quality/質(zhì)量c

.

Make

areas

accessible確保區(qū)域暢通·Just-In-Time/遵照準(zhǔn)時生產(chǎn)

方式原則·Safety/安全

·Function/功能性的TPM

全面生產(chǎn)保全TPM

Implementation

Process/TPM實施流程MONITOR/事實和監(jiān)控b.

Analyze

results分析結(jié)果·

Documentresults/記錄結(jié)果·Showprogress/溝通進展?fàn)顩r5.IMPLEMENT

ANDa.Communicatethe

process對流程進行溝通·Stakeholders/利益相關(guān)者·Reporting/報告A

ndon

is

an

information

tool

which

provides

instant,visible

and

audible

warning

tothe

Operations

team

that

there

is

a

abnormality

within

that

area按燈是一個即時反映情況的信息工具便于運營部門發(fā)現(xiàn)異常狀態(tài)The

2

main

types

ofAndon

are

actived

manually主要包括兩類：Pressingstaticbutton觸壓式Pullingacord拉線式Andon

system

does...作用Andon

allows

timely

corrective

actions

by

alerting

personnel

when

abnormalconditions

occur可以幫助及時地采取改正措施當(dāng)發(fā)現(xiàn)異常Allows

Shop

floor

T/L's

to

spend

less

time

and

effort

monitoring

the

situation,

andmore

time

solving

abnormalities可以使人員花費少量的時間來處理更多的異常Allows

Operations

teams

to

monitor

equipment

and

personnel

more

effectively使生產(chǎn)部門更易更有效地監(jiān)控設(shè)備與人員Abnormality

異常

Indication警示Response

反應(yīng)Andon

按燈系統(tǒng)Andon

按燈系統(tǒng)按燈系統(tǒng)采用三色警示燈綠，琥珀，紅來表示不同的狀態(tài)：1.亮綠燈/Green

light·Thatmeaningeverything

is

ok/表示一切正常，無任何問題2.亮琥珀色燈/Amber

lighta.

Material

in

this

station

is

short

and

line

will

stop

in

10

minutes,

need

to

supply

material

at

once/表示物料所乘不多，10分鐘后可能會停線，需馬上補料b.

Personal

recourse,

such

as

body

unwell/injured

etc./個人求助，例如身體不

適，受傷等c.

Some

tools

or

fixtures

are

not

suitable./一些工具或工裝夾具不適合d.

Minor

quality

problem.

Team

leader

is

informed

who

will

notice

theprevious

and

sequent

stations

to

check

/發(fā)生次要質(zhì)量問題通知線長，線長通知上下工位檢查是否有遺漏情況e.

Other

problems

that

will

not

cause

line

stop./

其它不會引起停線的問題3.

亮紅燈/

Amber

lightAndon

按燈系統(tǒng)Andon按燈系統(tǒng)a.

Production

line

stop

because

of

unconventionality

/因發(fā)生異常而生產(chǎn)停線b.Operatorleavethestation/作業(yè)員離開工位c.A

serious

quality

problem

happened,

such

as

use

wrong

material,missing

part

etc./發(fā)生嚴(yán)重的的質(zhì)量問題，如用錯材料，批量漏裝零件等d.

3

same

minor

quality

problems

in

2

hours/2小時內(nèi)累計有3次同樣的次要質(zhì)量

問題e

.

A

serious

safety

accident

happened/發(fā)生嚴(yán)重的安全事故a.No

production

plan/無生產(chǎn)計劃b.Have

lunch

and

break,

before

off

duty/休息和吃中飯時間以及下班時4.關(guān)閉所有燈/Shut

down

all

lightsAndon按燈系統(tǒng)Attention/注意a.Attention/注意：

Any

relative

people

who

see

the

yellow

and

red

light

much

go

to

the

station

in

2

min

to

know

and

solve

the

problem任何看到亮黃燈和紅燈的相關(guān)人員必須在2分鐘內(nèi)趕到那工位去了解并解

決問題b.

The

relative

people

including:

Line

leader,

production

supervisor,production

engineer

and

production

manager.相關(guān)人員包括：生產(chǎn)領(lǐng)班，生產(chǎn)主管，生產(chǎn)工程師和生產(chǎn)經(jīng)理?！どa(chǎn)主管和工程師如在40分鐘內(nèi)

還不能解決問題，須立即上報到生產(chǎn)經(jīng)理Supervisor

andengineer

should

solve

theproblem

in40min,if

can

notshould

escalate

to

productionmanager·40mins·Shift

Supervisor

&

生產(chǎn)主管和工程師·60mins·Production

Manager生產(chǎn)經(jīng)理Engineer·轉(zhuǎn)入紅燈處理流程(

經(jīng)理級別)·Shit

to

the

red

light·

ProductionManager

生產(chǎn)經(jīng)理·注：對于不影響到生產(chǎn)線正常運轉(zhuǎn)的問題解決，可延長處理問題時間,黃燈可以不轉(zhuǎn)換為紅燈。Supervisor

and

engineer

shouldmanager,and

tum

the

light

tored,stop

line·Remark:lt

the

problem

doesn'atfect

the

line

running,the

solvingtime

can

be

longer

and

it

isallowed

not

to

update

the

amberight

to

red

light·升級為紅燈，生產(chǎn)停線·Escalate

to

redlight,stop

line·40mins·ShiftSupervisor

&Engineer生產(chǎn)主管和工程師·總經(jīng)理·如在60分鐘內(nèi)不能解決問題須立即上報總經(jīng)理。·if

productionmanagercanescalated

to

GM

at

onceAndon

按燈系統(tǒng)·作業(yè)員發(fā)出安頓信號/Operatorsend

outandon

signal+生產(chǎn)領(lǐng)班應(yīng)第一時間處理問題，如在2節(jié)拍時間內(nèi)內(nèi)不能解決問題須立即上報生產(chǎn)主管Production

leadershould

go

to

doal

withl

l

timeshould

escalate

toat

oncekteTae

th2vnoismotenrobanpc·生產(chǎn)領(lǐng)班應(yīng)第一時間處理問題，如在20分鐘內(nèi)不能解決問題須立即上報生產(chǎn)主管Producion

leadershould

go

to

deal

with

the

issuefirstly.if

he

can

not

solve

theproblem

in20min

should

escalateto

supervisor

or

engineer

at

once·20mins·Production

Leader·生產(chǎn)領(lǐng)班·2Takt

Time-·

ProductionLeader·生產(chǎn)領(lǐng)班·亮紅燈，停線·Red

light

andstop

theproduct

line·生產(chǎn)主管和工程師如在40分鐘內(nèi)還不能解決問題，須立即上報到生產(chǎn)經(jīng)理，黃燈變紅燈.按燈反應(yīng)機制：·100min+·2Takt

Time·40min+·2

TaktTime·亮琥珀燈·Amberlight·2

Takt

Timesolve

the

problem

in40min,ifcannot

should

escalate

to

productionnrocess(manageiievel)not

solve

the

problem

in60min,the

problem

shouldbe·120minsupervisor

or

engineer·60min·20min色燈Redlightthe

issue

firstly.it

heMFA/VSM

價值流圖析Definition:定義Complete

descriptive

analysis

of

process

flows

and

a

detailed

breakdown

ofvaluetowardsthefinalproduct產(chǎn)品及其價值形成過程的詳細分解與完整分析"Whenever

there

is

a

product

for

a

customer,

there

is

a

value

stream.

Thechallenge

lies

in

seeing

it.”無論什么時間總有一個價值流存在，我們的挑戰(zhàn)在與如何清晰地看到它Quote

fromWomack

&JonesKeys:V

alue

Stream

A

nalysis

is

a

powerful

,flexible,visual

tool,which

enableseve

r

b

o

d

y

to

in

t

e

r

p

r

e

t

the

st

e

p

s

of

a

pr

o

ce

s

s,an

d

hig

h

l

i

g

h

t

the

le

a

d

timeand

the

waste

it

contains

.價值流是一個強有力，柔性可視的工具，可以使我們關(guān)注時間找到浪費The

map

if

kept

dynamic,will

help

to

prioritize

the

Kaizen

activities

anddevelop

the

action

plans

for

implementing

lean

strategically

into

anorganization.圖表如果保持動態(tài)的，將有利于我們優(yōu)先改善的順序，制定行動方

案以支持我們的精益計劃的實施.MIFA/VSM

價值流圖析具體的實施過程按照以下幾個具體的步驟：-繪制現(xiàn)狀圖-現(xiàn)狀圖是用來展示在目前情況下物料與信息是如何流動在整個工廠內(nèi)C

urrent

State

Map

-a

pictorial

view

showing

how

material

and

information

flowthrough

an

operation,department,section,entire

plant

and/or

multiple

plants

.-繪制將來圖-將來圖是一個理想的產(chǎn)品/流程與信息流動的狀態(tài)Future

state

Map

-

A

visual

representation

of

the"perfected"product,process

andinformation

flow-制定行動計劃：用于詳細邏輯記錄所有的具體措施和負責(zé)人以便確保從現(xiàn)狀到未來的轉(zhuǎn)變可以實現(xiàn)Activity

Plan

definingDevelop

an

improvement

schedule(use

PDCA).Prioritize

improvements

through

evaluation

tools

.Apply

problem

solvingBring

the

larger

improvements

into

the

master

schedule

of

plant

or

company

Prioritise

capital

expenditure

based

on

the

effect

to

the

value

stream.-建立評價指標(biāo)：建立完整的數(shù)據(jù)收集與評價體系來支持結(jié)果的確認(rèn)與問題的分析KPI

Metric

setup:

Complete

data

collection

and

KPI

metric

to

support

analysisandresult

achievement-check-定期不間斷評價與改進：通過小組定期的反饋與評價來持續(xù)改進Review:Team

regularly

review

progress

according

to

action

plan

based

on

KPIMIFA-

Story

Board

價值流圖析板我們使用這樣的格式來表達現(xiàn)狀與期狀態(tài)，以及具體的實現(xiàn)任務(wù)和評價指標(biāo)來不斷

的指導(dǎo)具體的精益化過程DATE

2

VALUESTREAM21/07/2005

TURBOCHARGER1CHAMPION

SG1

TEAMCJ

BJ

ST

MT

CK

AN

SE

PWProblem

Solving

through

Ka

izen

to

achieve

the

future

state

·1

:COMMIT

TO

LEAN2

:

C

HOOSE

THE

VALUE

STREAM3

:

LEARN

ABOUT

LEAN4

:

MAP

THE

CURRENT

STA

TE3LEAN

LEARNING·5S-SMED-AMSTD

WORK-CELL

MANKANBAN-HEIJUNKA4CURRENT

STATEmogUcnREJECTSBASE

PROPOSED25

5%%OEEBASE

PROPOSED2385%%LEAD

TIMEas

PROPOSED144WKS

WKSCYCLE

TIMEBASE

PROPOSEO158

100SEC

SECPROPOSED

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IMPMETRICSSTATEKA

IZEN

PLAN6QuickKaizenWHO

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STATUS6FUTURE

STATE5

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