A3報(bào)告-A3+report+tool.ppt

1、A3 系統(tǒng)化改進(jìn)的工具 A tool for systematic improvement,成本 Cost,健康, 安全及環(huán)境 EHS,前置期 LeadTime,質(zhì)量 Quality,EBS 變革模式 Change model穩(wěn)定 Stabilize 正確地運(yùn)用它能促進(jìn)企業(yè)的改進(jìn)并提高對(duì)事物的了解 The A3 can be a powerful tool; Used well it produces both Business improvements and increased insight,A3格式報(bào)告法在EBS中占有重要地位 所有改進(jìn)的起點(diǎn) The A3 method has a c

2、entral position in EBS - Entry to all improvements.,需要改善員工的安全問題 健康, 安全及環(huán)境 Need to improve safety issues for employees - EHS 需要提高內(nèi)部的效率 成本 Need for internal efficiency - Cost 需要達(dá)到客戶的要求 時(shí)間/質(zhì)量 Need to meet customer demands - Time/Quality,開始任何A3工作前你必須定義你的需求, 挑戰(zhàn)或需要解決的問題. Before starting work on any A3 you

3、 have to define your needs, challenges or problems that need to be solved.,你越明確地定義你的需求, 挑戰(zhàn)或問題 你將越能清楚地看見這個(gè)工具的強(qiáng)大效能! The clearer you define your need, challenge or problem, - the clearer youll see how powerful and helpful this tool is!,問題 Problem,A3 以解決問題的科學(xué)方法為基礎(chǔ) A3 - Is built upon the scientific metho

4、d of problem solving,A3 連接: The A3 connects the:,原因 Cause,可能的 解決方案 Possible solution,實(shí)驗(yàn) Experiment,測量 Measure,審核 Verify!,1,2,5,4,3,A3 - 是一種系統(tǒng)的思考方式 它的形式簡化了解決過程 A3 - Is a way of thinking systematically, - The Format simplifies the solution process.,業(yè)務(wù)案例 (問題/挑戰(zhàn)) Business Case (Problem/challenge),1,目前情形

5、 (原因分析) Current condition (cause analysis),2,目標(biāo)情形 (假設(shè)) Target situation (Hypothesis),3,行動(dòng)計(jì)劃(實(shí)驗(yàn)) Action plan (Experiment),4,測量 (審核) Measurements (Verify),5,業(yè)務(wù)案例 Business Case,闡釋必須實(shí)現(xiàn)改進(jìn)的地方和原因 (策劃這個(gè)業(yè)務(wù)案例的原因) Describe where and why improvements must be implemented (The reasons for working on this BC) 正確的案

6、例定義(問題) Accurate definition of the BC (problem) 目前和目標(biāo)的成效 Current and target results 指定時(shí)限 Specify the timeline,2006,目標(biāo)成效 Target result,這是為審核A3是否解決業(yè)務(wù)案例的必要 This is necessary in order to verify wether the A3 solved the BC,2007,目前成效 Current result,目前情形 是一項(xiàng)原因分析 Current Condition is a cause analysis,全面徹底地分

7、析有關(guān)業(yè)務(wù)案例的目前流程與問題 Thorough analysis of the current process and problems linked to the BC 關(guān)鍵問題 Key question: “我們目前為何沒能達(dá)到業(yè)務(wù)案例的要求?” ”Why do we not meet the BC requirement currently?” 描述目前的情形. 涉及的人員. 繪制流程的實(shí)際運(yùn)作 (親臨現(xiàn)場查看 - “實(shí)地,實(shí)物”) Describe the situation. Involve people. Map the process the way it really wor

8、ks (go out and see for your self, on site,- “ the actual part, the actual place”) 生產(chǎn), 物料和信息流程 Process, material and information flow 對(duì)工作的組織 How work is organised 相關(guān)資料 Relevant data,重要的是得查明根本原因 它們存在何處, 以及為解決業(yè)務(wù)案例而必須改變的事項(xiàng) Important to find the root causes. Where they are, and what must be changed in or

9、der to meet the BC,繪制流程 達(dá)成共識(shí) Draw the process -Secure a common understanding,客戶 Customer,客戶 Customer,生產(chǎn)計(jì)劃 Production Planning,指導(dǎo)員 Supervisor,若你無法繪出目前的流程 那么你對(duì)它并不了解 If you are not capable of drawing your current process, -you do not understand it,描述在解決了目前識(shí)別的原因之后我們所期望的流程運(yùn)作情形 Describes the way we expect

10、 the process to work after eliminating the causes identified from the current condition 它最好是一張描述改進(jìn)后的新流程要素的繪圖 It should preferably be a drawing describing the important elements in the new improved process 它是一個(gè)假設(shè), -”我們相信通過解決目前情形中的識(shí)別原因從而解決這個(gè)業(yè)務(wù)案例” It is a hypothesis, -”we believe that the BC can be met

11、 by eliminating the causes for the problems identified in the “current condition” 它闡釋了行動(dòng)措施將能否確認(rèn)這個(gè)假設(shè) It describes the countermeasures that will confirm or fail to confirm the hypothesis,目標(biāo) (未來) 情形 是解決方案的建議 Target (future) situation -is the solution proposal,Produksjons-,生產(chǎn)計(jì)劃 Production planning,客戶 Cu

12、stomer,7天的凍結(jié)計(jì)劃 7 days frozen schedule,幫助鏈 Help Chain,氯化塔 Chloride Column No 1,到備用塔 To back up column,到酸罐1 To Acid tank No 1,到酸罐2 To Acid tank No 2,由酸泵4 From Acid pump 4,酸泵2 Acid pump 2,FI,氯化塔 Chloride column No 1,到主反應(yīng)堆 To main reactor,酸泵2 Acid pump 2,FI,目前 Current,目標(biāo) Target,來自挪威埃肯Bremanger微硅工廠的氯化車間

13、(3線) From the Chloride factory, Silgrain Facility at Elkem Bremanger in Norway (3 lines) 一共減少了16個(gè)閥門并改進(jìn)了維修過程 (第一線及預(yù)防) Total reduction of 16 valves and improved maintenance process(1st line and preventative) 每年通常需要更換閥門兩次 The valves normally would have to be replaced twice a year. 預(yù)計(jì)降低維修成本 150 000 - 20

14、0 000 NOK/年 Expected maintenance cost reduction 150 000 - 200 000 NOK/year,流程圖的式樣選擇必須以問題的類型為基礎(chǔ) -你可能要用若干種的式樣以便確切地描述流程 The type of flow diagram must be chosen based on the type of problem, -you might need several types to describe the process properly,到主反應(yīng)堆 To main reactor,到酸罐1 To Acid tank No 1,行動(dòng)計(jì)劃告

15、訴我們什么是必須執(zhí)行的事項(xiàng), 負(fù)責(zé)事項(xiàng)的人員及完成事項(xiàng)的時(shí)間! Action plan tells us what needs to be done, who is responsible for doing it and when it will be done!,系統(tǒng) System,工作培訓(xùn) Work Training,若無一個(gè)系統(tǒng)一致的行動(dòng)計(jì)劃的后續(xù)追蹤, 通過A3分析完成的工作將無法帶來期望的成效 Without a systematic and consistent follow up of the Action plan the Work done with the A3 anal

16、ysis will not give the expected results. 跟進(jìn)必須保證發(fā)展, 區(qū)分優(yōu)先事項(xiàng), 資源調(diào)配, 必要的調(diào)整以及在貫徹計(jì)劃過程中的不斷學(xué)習(xí) The Follow up must secure Progress, priorities, allocation of resources, necessary adjustments and continued learning during the plan deployment,明確地定義必須執(zhí)行的事項(xiàng), - 期限及負(fù)責(zé)人員, 執(zhí)行“目標(biāo)情形”下描述的每個(gè)行動(dòng)對(duì)策 Clearly define What must

17、be done, -when and by whom, to implement each of the countermeasures described under ”Target Situation”,業(yè)務(wù)案例不明確或不完整? Unclear or incomplete business case? 我們未正確地定義問題? We did not define the problem correctly? 我們未找到問題的根本原因? We did not find the root cause of the problem? 錯(cuò)誤理解目前的情況? (misunderstood curren

18、t condition?)未涉及到相關(guān)的人員? (did not involve the right people?) 我們的目標(biāo)未能解決我們的問題? Our target did not solve our problem? 錯(cuò)誤的假設(shè)? (Hypothesis was wrong?) 我們的行動(dòng)計(jì)劃不切實(shí)際? Our action plan was unrealistic? 我們?cè)谥止ぷ髑暗牡却^長? (we waited too long before starting the work?)忽視了培訓(xùn)的需要? (neglected the need for training?) 我們未

19、對(duì)測量追蹤到底? We did not follow up on our measurements?,有時(shí)我們沒能達(dá)到期望的成效, - 為什么? Sometimes we dont get what we expected, - Why?,上一級(jí)A3中的某個(gè)行動(dòng)點(diǎn), 可作為下一級(jí)A3內(nèi)的一個(gè)業(yè)務(wù)案例 One of the action points from a superior A3, Could be a business case for a second level A3.,管理層的挑戰(zhàn): 闡明問題, 設(shè)定期望, 親身參與及追蹤改進(jìn)行動(dòng) Managements Challenge: C

20、larify, Set expectations, Self involvement and Follow-up improvement activities.,分公司 Business Unit,部門 Department,公司 Division,部門管轄范圍 Area,必須發(fā)起并管理變革 Change must be sponsored and managed;,需要一個(gè)變革管理的控制環(huán) There is a need for a change management control loop,變革管理系統(tǒng)的目的 The Purpose of the Change Management sy

21、stem,系統(tǒng)應(yīng)該 The System should 是一個(gè)實(shí)際有效的管理系統(tǒng) Be a practical management system 確保改進(jìn)的實(shí)現(xiàn) Secure the realization of improvements 監(jiān)控所有改進(jìn)行動(dòng)的進(jìn)展 Monitor the progress of all improvement activities 在初期揭露問題并使它們能被目視 Uncover and visualise problems early stage 針對(duì)要點(diǎn)采取糾正行動(dòng) Handle corrective actions towards the IP 協(xié)調(diào)行動(dòng)

22、Coordinate activities 區(qū)分行動(dòng)的優(yōu)先次序 Prioritize activities,系統(tǒng)不應(yīng)該 System should not 作為一個(gè)項(xiàng)目計(jì)劃 Work as a “Project plan” 限制改進(jìn)行動(dòng) Control the Improvement activities 監(jiān)控關(guān)鍵的流程 Monitor Critical Processes 監(jiān)控生產(chǎn)操作 Monitor operation activities 是錯(cuò)綜復(fù)雜且資源密集的 Be complicated and resource intensive,視覺化的系統(tǒng); 設(shè)計(jì)給工廠的領(lǐng)導(dǎo)隊(duì)伍; 提供給組織的其余人員 The System should be visual; Designed for the Plant lead team; availa