改善及标准化作业

1、JCI制造体系培训课程01/2000 Kaizen_v2.pptAt the end of this session, you will be able to:学习完本教程，您可以Recognize the benefits of Kaizen 了解改善的益处Identify the seven types of waste in the production environment识别生产环境中的七种浪费Use method study tools to quantify waste in the production environment使用各种方法研究工具量化生产环境中的浪费Meet

2、goals for Kaizen area达到已确定区域的改善目标Identify continuous improvement opportunities明确各种持续改进机遇01/2000 Kaizen_v2.ppt Module One: Waste in the Workplace Module One: Waste in the Workplace 模块一：工作场所中的浪费 行为：行走中的浪费 Module Two: Measuring WasteModule Two: Measuring Waste模块二：衡量浪费 Activity: Methods Study 行为：方法研究 Mo

3、dule Three: Identifying Continuous Improvement OpportunitiesModule Three: Identifying Continuous Improvement Opportunities模块三：明确持续改进中的各种机遇 Activity: Kazien Activities 行为：各种改善行动01/2000 Kaizen_v2.ppt Zero Tolerance for WasteZero Tolerance for Waste消灭浪费消灭浪费Kaizen events concentrate on the identificatio

4、n and elimination of waste改善活动注重于识别和消除浪费 A stable Production Environment A stable Production Environment稳定的生产环境稳定的生产环境Kaizen events seek to make positive improvements to the process to create a better, more effective process改善活动谋求改进过程，优化过程、提高其效率 Customer “Pull” / Just-in-TimeCustomer “Pull” / Just-i

5、n-Time客户的客户的“拉动拉动”/ /即时即时Kaizen helps to improve overall quality and thus ensures on-time delivery改善有助于提高总体质量，从而保证即时交货的实现01/2000 Kaizen_v2.ppt 质量每年提高50% 产量每月提高2% 提前期小于增值时间的10倍 持续改进文化： 不满足于现状 发挥创造力尽量避免花销 全员参与： 简单的可视交流 认可，奖励和庆功 01/2000 Kaizen_v2.ppt(Ky-Zen)持续改进Kai = 改变Zen = 好（着眼于更好）01/2000 Kaizen_v2.p

6、ptBasic philosophy developed in the US, but improved by Toyota基本理论来源于美国，但是在丰田得到了进一步发展Intent is to involve all employees in small, daily improvements in their work areas目的在于使所有员工参与到其工作区域内日常的、小型改进中来Events are typically 3-5 day in length (depending upon the size of the area) where multiple kaizen ideas

7、 are identified and executed改善活动期一般为3-5天（取决于车间的大小），在此期间内确定并实施多个改善建议Broad goal for events determined by plant management -goals for specific efforts set by kaizen team由工厂管理层确定活动的大目标具体工作目标由改善小组确定。01/2000 Kaizen_v2.pptTeamwork - Everyone is able to participate & make improvements!团队合作-所有人都能参与和实行改善C

8、ommunication - Improved relations between peers also between team members & management!交流-改善同级间的关系以及团队成员与管理层之间的关系Education - Improved problem solving skills!教育-提高问题解决技巧Awareness - Understanding of broad issues & objectives!意识-理解各种问题，掌握各目标Confidence - Stronger feelings of self worth!置信度-强烈的感受

9、到自我价值Empowerment - Increased control over job & work environment!赋与权力-增强对对工作及工作环境的控制01/2000 Kaizen_v2.ppt 20% 改进(一次性)20%(一次性）1/10 of 1%每天1%的1/101/10 x 250 工作日每年25%的改进 01/2000 Kaizen_v2.ppt1步定义范围和目标2步组建和培训小组3步通过时间/方法研究收集数据 4步头脑风暴收集建议5步排定建议的先后次序6步执行尽量试行所有建议7步检查结果8步查看实物布局9步评审与更新操作指导书10步评审与行动计划11步向管

10、理层汇报12步实行改善建议13步认可团队14步追踪措施15步让改善成为一种“生活方式”16步衡量改进程度及业绩01/2000 Kaizen_v2.pptTopics covered in this module include:本模块主题包括：Waste versus value added activities 浪费对比各种增值行为Seven Types of Waste七种类型的浪费01/2000 Kaizen_v2.pptValue is added to a product when it changes the fundamental nature of the product.当价

11、值改变了产品的根本性质，它就成为了增加值。 Stamping a bracket out of a coil of steel or assembling two cushions of a seat 从钢卷中冲轧出一个托架或将一个座位装两个座垫Everything else is non value-added or waste.其它任何事物都是非增值或浪费行为01/2000 Kaizen_v2.pptIt seems that some non-value-added activities mustmust be performed in order to get the product

12、closer to the customer (e.g., shipping)有些无增值的活动似乎不得不进行以使产品更接近客户。 （比如：海运）The overall goal is to combine, reduce or eliminate combine, reduce or eliminate as many of these non-value-added activities as possible总的目标是尽可能地整合，减少，消除这些无增值的活动01/2000 Kaizen_v2.ppt1. Overproduction过量生产2. Inventory库存3. Transpor

13、tation运输4. Waiting等待5. Motion动作6. Over-processing过度加工7. Correction纠正01/2000 Kaizen_v2.pptOverproduction is making more of something than the customer requested过量生产就是产出量大于客户需求量Examples:例：Running a machine for 16 hours when only 10 are required 如只需机器运转10小时，却运转了16小时Making 2 days worth of product in 1 d

14、ay required需求量为1天的产量，却产出了2天的01/2000 Kaizen_v2.pptInventory waste occurs when there is more product on hand than the customer requested. 现有库存大于客户需求时，即发生了库存浪费Examples: 例：More raw material than needed for smooth production 原料量大于保证顺利生产所需More work-in-process (WIP) than needed for smooth production 在制品量（W

15、IP）大于保证顺利生产所需01/2000 Kaizen_v2.pptTransportation waste is moving the product more than is necessary运输浪费为对产品做不必要的移动Examples:例：Having three storage locations for the same material 同种物料有三处贮存地 Moving raw materials to an offsite warehouse将原料移动到远离现场的仓库01/2000 Kaizen_v2.pptAnytime value cannot be added bec

16、ause of a delay is defined as the waste of waiting因时间的延误而造成不能增值的情况，即为等待浪费Examples:例 Waiting for material等待材料 Waiting for a machine to be fixed等待设备的修理 Unbalanced assembly sequence组装工序不平衡01/2000 Kaizen_v2.pptThe waste of motion refers to any extra movement of the operator when they are performing the

17、work sequence (excessive or repetitive motion also increases ergonomic issues)动作浪费指的是操作者在工序中所做的多余动作（过多或重复性动作也会引起人类工程学问题）Examples:例如：Walking 10 feet to retrieve a part or tool 走10步去取零件或工具Twisting around to grab a part in the back of the workstation 转身取工位后面的零件01/2000 Kaizen_v2.pptOverprocessing is doi

18、ng more to the product than the customer requested过度加工为对产品做客户要求之外的操作。Examples: 例如Plating a product for four hours when only two are required 如产品只需两小时电镀，却做了4小时Testing a product three times when the specification calls for one test 规范只要求检测一次，却检测了三次01/2000 Kaizen_v2.pptAnything that is not “done right

19、the first time” and requires rework inspection or touchup任何“第一次没有做对”，并需要返工检查或整理的事物(Also includes scrap and appearance issues )（也包括废品及各种外观问题）Examples:例：Re-torquing a bolt 重新拧紧螺钉Sorting incoming materials 拣选来料Checking a key dimension 检查关键尺寸Trimming thread or flash from a component 修整组件的线头或毛边01/2000 Ka

20、izen_v2.ppt改善新闻01/2000 Kaizen_v2.pptTopics covered in this module include:本模块中包括：Advantages of standardized work to JCI and team members 标准化作业对JCI及团队成员的益处Methods and tools for measuring waste 衡量浪费的各种方法及工具01/2000 Kaizen_v2.ppt 人 方法 机器 材料01/2000 Kaizen_v2.ppt人/法Man/Method:Time in a Typical Plant常规工厂的时

21、间 材料Materials:Time in a Typical PlantTime in a Typical Plant常规工厂的时间机器Machines:Waste: waiting for materials, watching machines run, producing defects, looking for tools, fixing machine breakdowns, producing unnecessary items, etc浪费：等待材料、观看机器运转、生产出缺陷品、寻找工具或夹具、设备停工、生产出不需要的产品等. 常规工厂的时间Waste:transportati

22、on,storage, inspection and rework.浪费：运输、储存、检查及返工.Waste:unnecessarymovementof machine, setup time, machine breakdown, unproductivemaintenance,producing defectiveproducts,producingproducts when not needed, etc.浪费：不必要移动设备的、准备时间、设备停工、非生产性维护、出产缺陷品、在需要时生产产品WasteValue-Added Portion of Time时间中的增值部分WasteValu

23、e-Added Portion of Time时间中的增值部分WasteValue-Added Portion of Time时间中的增值部分01/2000 Kaizen_v2.pptWaste浪费Value-Added Work增值工作Value- Added Work增值工作Waste浪费Value- Added Work增值工作 Value- Added Work增值工作Waste浪费Value- Added Work增值工作Waste浪费Value- Added Work增值工作Waste浪费Value- Added Work增值工作 Waste浪费01/2000 Kaizen_v2.

24、pptWasteValue-Added Work增值工作Value- Added Work增值工作WasteValue- Added Work增值工作 Value- Added Work增值工作WasteValue- 增值工作Added WorkWasteValue- Added Work增值工作WasteValue- Added Work增值工作Wasteu消除浪费。降低强度，以更聪明的方式工作。01/2000 Kaizen_v2.pptStandardized Work 标准化作业 Document “Best” Methods 记录“最佳”方法Time: Balance/Fairness

25、时间：平衡/合理Time: Baseline for Kaizen时间：改善的基线01/2000 Kaizen_v2.ppt01/2000 Kaizen_v2.pptWay to do your job! 工作方法！01/2000 Kaizen_v2.pptMost efficient way (method) to do your job using the best combination of human effort (man) and equipment (machine) minimal waste将人为努力（人）以最佳形式结合以最低的设备浪费（设备）来完成工作的最有效方式（方法）

26、Operators do the same sequence of work each time. 操作者每次都按同样的次序工作Operation methods are thoroughly documented and located near the work station. 操作方法是完全记录在案而且放置在工作站附近Operators use the same proper tools and machines. 操作者正确地使用相同的工具和机器Material is stored in the same place each day. 材料每天都存放在同一地点01/2000 Kai

27、zen_v2.pptAllows for quick line balancing Allows for quick line balancing 可让生产线迅速达到平衡Allows true problem solvingAllows true problem solving可以让真正的问题得以解决Reduces cost/baseline for KaizenReduces cost/baseline for Kaizen 为Kaizen减少费用/底线Makes “abnormal” things stick outMakes “abnormal” things stick out突出“不

28、正常”Makes training new employees easierMakes training new employees easier使新员工培训更简单QUALITY, QUALITY, QUALITY!QUALITY, QUALITY, QUALITY!质量，质量，质量！01/2000 Kaizen_v2.pptStandardized work provides the baseline for all Kaizen (continuous improvement) activities. It is required to tell you whereyou are, whe

29、re you want to go and howyou are going to get there!标准操作业为所有kaizen活动（持续改进）提供了基准。它用以指示人们现在所处位置、目标所在及如何达到目标。标准化作业标准化作业标准化作业改进改进01/2000 Kaizen_v2.pptTaktTakt time is time is .节拍时间是节拍时间是 Customer demand divided by the amount of available production time 用可利用的生产时间量所分割出来的顾客需求 Takt time can be thought of a

30、s the heart beat of the plant 节拍时间尤如工厂的心跳Cycle time isCycle time is 周期时间是周期时间是Length of time needed to complete a given ODS完成一个指定的ODS 的时间Possibly different than takt time 可能不同于节拍时间 01/2000 Kaizen_v2.ppt时间观察表日期：操作者：观察的任务时间观察过程组件任务从至周期时间01/2000 Kaizen_v2.ppt七类浪费观察表日期操作者观察过程班次观察NO。增值等待动作运输纠正其它备注周期时间01/

31、2000 Kaizen_v2.pptTopics covered in this module include:本模块主题：5S and Visual Management in the workplace工作场所的5S及可视化管理Theory of Constraints制约管理的理论Line balance 线平衡01/2000 Kaizen_v2.pptABCDEF010203040Operator工人工人Sec节拍时间Takt Time = 30 sec总过程时间Total Process Time = 155节拍时间Takt Time = 30 sec150 / 30 = 5 peo

32、pl人Cycle Time(Time for Operator to complete job)工人完成工作所需时间01/2000 Kaizen_v2.pptTakt Time vs. Cycle Time节拍时间节拍时间vs周期时间周期时间Eliminate Waste消除浪费ABCDEF010203040Operator工人工人Sec节拍时间Takt Time = 30 sec总过程时间Total Process Time = 102 secWaste removed through Kaizen通过改善消除了浪费01/2000 Kaizen_v2.pptTakt Time vs. Cyc

33、le TimeRebalance Work LoadABCDEF05101520253035OperatorSecTakt Time = 30 sec总过程时间Total Process Time = 102 sec节拍vs周期时间重新均衡工作负荷节拍时间操作者01/2000 Kaizen_v2.pptLine balancing is an example of a common Kaizen improvement and is an application of CM 线平衡即为一种常见的Kaizen改进实例及对制约管理的一种应用。CM also helps to identify an

34、d prioritize improvements efforts制约管理还有助于确认及排定改进工作的先后顺序01/2000 Kaizen_v2.ppt“The chain is only as strong as its weakest link” “只有最薄弱环节加固后，整个链条才得以牢固”CM is a system philosophy to help identify the weakest link (then improve that weakness).制约管理是一套用以发现“最薄弱环节”的系统理论（随之改进薄弱之处）Overall system performance is

35、improved until the next weakest link is discovered总体系统功能得到了改进，直至发现下一个“最薄弱环节”。01/2000 Kaizen_v2.ppt5S events help to organize the workplace and allows for easy identification of waste5S活动有助于工作场所的有序化，从而易于发现浪费Defects are easier to identify in a clean, organized workplace在清洁、有序的工作场所中更易于发现各种缺陷。01/2000 Ka

36、izen_v2.ppt Visual management is a method in which visual tools - signs, labels, colors, markings - are used to control and simplify work processes. Visual management is key to successful 5S.可视化管理即为：使用清晰的视觉工具-符号,标签,颜色,记号来控制并简化工作过程的方法。它是5S成功的关键。 Examples of visual management:可视化管理的实例： Red tags红标签 Sig

37、nboards视板 White line pathways on floor地面上的白线通道 Red line demarcators 红线标记01/2000 Kaizen_v2.pptIdentify Waste明确浪费Collect Data收集数据Identify Desired Result确定预期效果Find a Solution制定解决方案Standardize标准化Prevent Recurrence防止再发生Evaluate评估Implement Solution推行解决方案Did achieve desired result确实达到预期效果Action措施Do执行Plan计划 Check检查Did not achieve desired Result未达到预期效果01/2000 Kaizen_v2.pptKeep It Simple. A Company Can Boost Productivity Without Expensive New Equipment.力求简单。公司可不必添置昂贵的新设备而提高生产率。Everyones Ideas A