精益生产改善简介三

Introductionto

LeanManufacturing

(Kaizen)

精益生产（改善）简介

TheToyotaProductionSystem丰田生产体系AsolutiontotheparticularproblemsToyotafaced,developedthroughtrialanderrorontheshopfloor,toaddress:为二战后面临之特殊窘况觅寻出路,丰田在生产现场通过不断尝试发展而来的一套体系，以解决:Asmallmarket市场甚小foralargevarietyofvehicles车型繁多withlittlespace,money,andcapital场地和资本馈乏withagoalofproductivityatthelevelsofFord’sMassProductionofblackModelTs.且要达到福特黑色T型车的大规模生产水平的高效率AverageLeanResults

精益生产平均收效Setuptime 换摸时间 -60%Leadtime 交付周期 -50%Cycletime 循环时间 -20%Downtime 停工时间 -50%Operatorrequired 人员需求 -30%WIPDOH 在制品库存 -60%F.G.DOH 成品库存 -40%Distancetraveled/part零部件流转距离 -50%Floorspace 场地面积 -30%Rework 返工 -70%10RulesforKaizenSuccess

精益生产成功的十大准则Keepapositiveattitudeandanopenmindtochange. 以积极的态度和开放的思想来进行改变Changeisgood,morechangeisbetter/变更是好事，多变更佳Createateamenvironment(thereisno“I”inteam). 创建团队环境（在团队中不以我自居）Oneperson,onevote,-noposition,norank. 每人都有表决权，不分职位、等级Thereisnosuchthingasadumbquestion./多多提问（不耻下问）Creativitybeforecapital/创造先于资本Respecteachothers/相互尊重Plansareonlygoodiftheycanbeimplemented.Planssucceedonlyifthegainsaresustained/只有可以实施的计划才是好计划，只有坚持执行计划才能成功Thereisnosubstituteforhardwork/努力工作，艰苦拼搏10Justdoit!/及时行动

isamanufacturingphilosophywhichshortensthetimebetweenthecustomerorderandtheproductbuild/shipmentbyeliminatingsourcesofwaste.是一个通过祛废来缩短从客户定货到发货周期的哲学LeanManufacturing精益制造BusinessasUsual循规道距式经营PRODUCTBUILT&SHIPPED生产并发货CUSTOMERORDER客户定货Time时间Waste浪费PRODUCTBUILT&SHIPPED生产并发货CUSTOMERORDER客户定货Time

(Shorter)缩短的时间Waste浪费LeanManufacturing精益制造ATime-BasedStrategy

时间策略研究、开发预先计划生产分销收款实际完成的时间（从设计至收款的过程）IndividualEfficiencyvs.TotalEfficiency

单个与整体效益Pricing:TheNewReality

定价：新的现实问题TheOldModel旧公式: Costtomake+Profit=SellingPrice

制造成本＋利润＝销售价格TheNewModel新公式: CustomersetsPrice-Profit=ManufacturingCost

客户设定的价格－利润＝制造成本Leadtime交付周期ValueAddedActivity

增值活动Anactivitythattransformsorshapesrawmaterialsorinformationtomeetcustomerrequirements.

一个把原材料和信息转换成符合客户要求的活动过程Non-ValueAddedActivity(Waste)非增值活动（浪费）Thoseactivitiesthattaketime,resourcesorspace,butdonotaddtothevalueoftheproductitself.消耗资源（时间，人员和场地），但不直接对产品的形成起贡献作用ByEliminatingWaste通过祛废来短缩交付周期:ShortenLeadtimesProductLeadtime产品交付周期ValueAddedTimeisonlyaverysmallpercentageoftheLeadtime.

增值时间仅是交付周期的很少一部份TraditionalCostSavingsfocusedononlyValueAddedItems.

传统降低成本仅着眼于增值项目LEANTHINKINGFOCUSESONNON-VALUEADDINGITEMS.

而精益思想则着重于非增值项目TraditionalvsLeanResults传统与精益之之比较TraditionalvsLeanResults传统与精益之之比较LeanResults精益结果MaximizeValue-Add增值最佳化JobAnalysisResults岗位分析结果果Examples例子:Walkingtogetparts走动取零件Transportingtowarehouse输送至库房Extraprocesses多余工序Overprocessing加工过度Toomuchweld焊接过度Bankingtoavoidc/o为避免换摸而而过量生产Rework返修Scrap废品Examples例子:Reachforparts取零件Q.C.check质量检验Changeover换摸Storage储存Examples例子:Bending弯管Stamping冲压Welding焊接Makingmufflers制消Waste浪费60%Notneededatallindoingthework.徒劳9TIME时间6312InthisexampleValueAdded此例增值=10%ValueAdd增值10%Valueaddedworkchangestheformorfunctionofapartorassembly增值工作--改变工件的形状或性能Non-ValueAdd-Necessary非增值但却必要30%Noaddedvaluebutmustbedoneunderthepresentworkconditions.非增值但目前还必须做IDENTIFYINGWASTES识别浪费Avalueaddedstep.一种增值的步步骤。Anon-valueaddedstepthatisrequired.一种种需需要要的的不不增增值值步步骤骤。。3.Anon-valueaddedstepthatisnotrequired.一种种不不需需要要的的不不增增值值步步骤骤。。BEFORE之前前AFTER之后后SevenWastes七大大浪浪费费Overproduction过度度生生产产Waiting等待待Transport/Transfer运输输周周转转Overprocessing过份份加加工工Inventory库存存Movement运动动行行为为Defects缺陷陷TypicalCausesofWaste浪费费的的典典型型原原因因OrganizebyTypeofProcess按工工艺艺类类型型安安排排部部局局Bottleneckoperation平颈颈口口NoBack-up/CrossTraining无备备份份或或交交叉叉培培训训Machinesinvaluestreamatdifferentcycletimes机器器循循环环时时间间不不一一Lackoftraining缺少少培培训训Lackofadherence纪律律松松懈懈UnbalancedWorkload工作作负负荷荷不不平平衡衡Qualityproblems质量量问问题题Unreliableequipment设备备不不可可靠靠NoStandardizedwork工作作无无规规范范Poorvisualcontrols视觉觉控控制制贫贫乏乏DisorganizedWorkplace工作作场场地地零零乱乱Fundamentalproblemofa““Push””or““Mass””ProductionSystem““推动动式式””或或““大大规规模模””生生产产系系统统的的致致命命缺缺陷陷Overproduction过度度生生产产Process2工序序INV在制制品品INV在制制品品Whatisthewastecausedbyoverproduction?过度生生产会会造成成何种种浪费费？Handling周转Storagespace储存场场地Shortages短缺Criticalcapacity关键能能力Designchange设计更更改Logistics/Expediting物流/催促InventoryCarryingCost库存财财务成成本SlowerFeedback反馈迟迟缓Lengthensleadtimes臃长交交付周周期Mixesproducts发错产产品Process1工序Process3工序WhatiswrongwithInventory?库存有有何错错？Needresources(peopleandcomputer)totrack,moveandmonitorinventory需资源源（人人和计计算机机）来来追踪踪，搬搬运和和监视视库存存。Partsgetlost零件丢丢失Astackofcontainersfalloverandpartsgetdamaged一叠周周转箱箱翻到到并砸砸坏零零件Mustusefacilityfloorspacetokeepinventory占用场场地Engineeringorproductchangehappenssoinventorymustbescrapped,reworkedorsoldatadiscount工程或或产品品更改改致使使库存存报废废，返返工或或减价价买出出Salesdropsoinventorymustbesoldatadiscounttoclearitoutofthesystem销售大大跌，，只好好降价价清仓仓处理理库存存Poorforecastresultsinwrongproductsittinginlong-termstorage.预测不不准生生产出出不对对号产产品长长期压压库INVENTORYHIDESWASTE库存掩掩盖浪浪费RAWMATERIAL原材料料FINISHEDPRODUCTTOCONSUMER成品至至客户户SEAOFINVENTORY库存的的“汪汪洋大大海””POORSCHEDULING不妥当当的生生产计计划MACHINEBREAKDOWN设备故故障QUALITYPROBLEMS质量问问题LINEIMBALANCE生产线线不平平衡ABSENTEEISM缺勤LACKOFHOUSEKEEPING现场脏脏乱LONGSET-UPTIME长换摸摸时间供应商商交付付VENDORDELIVERYCOMMUNICATIONPROBLEMS信息不不畅LONGTRANSPORTATION长距离离搬运运11RAWMATERIALExposedWaste浪费外露12FINISHEDPRODUCTTOCONSUMER成品至客户户SEAOFINVENTORY库存的“汪汪洋大海””POORSCHEDULING不妥当的生生产计划MACHINEBREAKDOWN设备故障QUALITYPROBLEMS质量问题LONGTRANSPORTATION长距离搬运运LONGSET-UPTIME长换摸时间供应商交付付VENDORDELIVERYLINEIMBALANCE生产线不平平衡ABSENTEEISM缺勤LACKOFHOUSEKEEPING现场脏乱COMMUNICATIONPROBLEMS信息不畅WasteEliminationChart消除浪费图图表Flexible,Capable,HighlyMotivatedPeople灵活，能干，自觉的员工TheToyotaProductionSystem丰田生产系系统OperationalStability运作稳定定性StandardizedWork规范化工工作RobustProducts&Processes可靠的产产品与工工艺TotalProductiveMaintenance全面生产产维护SupplierIntegration供应商整整规

Kaizen改善

Jidoka自动化“MakeProblemsVisible”使问题可可见Manual/AutomaticLineStop手/自动停线线Labor-MachineSeparation人员机器器分离ErrorProofing错误防范范VisualControl视觉管理理JustinTime及时生产产“Therightpartattherighttimeintherightamount”正确的零零件，交交付时间间和数数量ContinuousFlow一件流PullSystems拉动系统统LevelProduction均衡生产产Quality,Cost,Deliverythroughshorteningtheproductionflowbyeliminatingwaste质量，成本，交付通过祛废来缩短生产流程LeanEnterprise精益企业FoundationofOperationalStability运行稳定的基础LeanEnterpriseTools精益企业业工具SeparateManualfromMachineTime-Jidoka人机分离离-自动化EliminationofVariation排除非一一致性UnderstandingValue-Added理解增值值观VisualControls可视化控控制TotalProductiveMaintenance全面设备备维护StoptheLine!停线DesignforManufacturing为制造着着想的设设计ErrorProofing防错措施施BuiltinQuality内在质量量JustinTime及时生产产QuickChangeOver&LotSizeReduction快速换摸摸及批量量减少LevelProduction均衡生产产ContinuousFlow一件流Produceonly只生产:Whatisneeded,客户所需需之物WhenitisNeeded之时atRateofCustomerConsumption之量PullSystem拉动系统统SigmaLogicSigma逻辑ProblemSolving解决问题题StandardWork标准化工工作Communications交流ProcessStability工艺稳定定MeasurementSystem测量系统统5S&Organization5S与组织Flexible,capable,highlymotivatedpeople灵活，能干，自觉的员工Culture文化ValueSteamMapping价值流程程图LeanVisioning精益文化People人员TheBasicPhilosophyofLeanProduction精益生产的基基本哲理WhatisNeeded(Sold)客户需要什么么WhenitisNeeded何时需要IntheAmountNeeded需要多少(withtheMinimumMaterials,Equipment,LaborandSpace使用最低限度度的材料，设设备，人力和和面积)HOWTOMANUFACTUREMOSTECONOMALLY怎样生产才最最经济:Just-In-Time适时生产适时生产的建建筑板快含最少库存的的柔性生产适时生产(JIT)流水线生产pipeliningproduction-onepieceflow客户同步时间TAKTTIME均衡计划的生生产BalanceProduction看板拉动系统(Kanban)但要假设各工工序有:相同的循环时时间生产步骤的自自然衔接高稳定性的生生产过程短/甚至无换模模时间理想状态=单件一条流“适时”生产产不是一种零库存的体系系适时生产次优状态=受控的适量库库存+拉动系统OffsettingtheAssumptionsPullSystem拉动体系Withdrawonlywhatyouneed只拿取你需要要的Replenishwhatistaken补充被拿走的的OverallBenefits整体利益Flexibilityinproduction生产弹性化Preventsoverproduction防止过量生产产Reducesinventory减少库存正确的产品，，恰当的数量量，合适的时时间送到正确确的位置（客客户或下道工工序）。所谓的“及时时”供货客户方满:推出空无论客户需不不需要，满车车的成品被运运送出去(按时)。供货方满:推出空上道工序将库库存推到下道道工序。供货方满:推出空仓库工位器具循环环中心简化拉动系统统客户方ABCDEFGH需要的零件空

车+要货看板拉动新零件空容器+生产看板供货方下道工序按需需从上道工序序取零件。上道工序在零件被取走后再生产新批次将超市添满。Kanban看板的两种基基本类型Kanban看板生产

生产许可取货

取用通知“内部”KANBAN我能取一些零件吗?PressSupermarket冲压件超市生产线A成品库存后续工序上道工序多谢!压拉动系统Kanban看板的说明零件#11066零件名称:颜色:数量:ASSOC/DATE/SHIFTJE12/20/951stCYHOUSINGRH30Description

零件名称GOLDNUTSLotSize批量大小10pcs.2TotesTrigger再生产时间0

TotesRunTime单件工时40sec.秒PART零件

NUMBER号DESCRIPTION名称RHF-SERIESPRIVSVSQUANTITY数量15MACHINE机床13ZONE区域3TIMENEEDED需要时间REORDER再定货POSITION工位:REORDERPOINT定货点:53420Part#11023Qty.=50(Card)3.123456789101112(Dolly)小车123(货盘t)装配顺序部分物流供给呼叫按钮PartNumberSMARTNoMarketAddressLineSideAddressF7C6-5422401-AG000122DTL-A-02E26-N-010F8C6-5426075-AA005126DTL-A-03E27-S-020F7C6-5467934-AB003412DTL-A-01E26-N-030需求看板灯需求超市需求零件MarketAddressSMARTNumberLineSideAddressPartNumberPartDescriptionRouteNumberDockNumberSerialNumberQuantityDTL-A-01001423F7C6-5467934-ABBlackClip500A1C27-N-10LCL00007智能卡线旁的“邮箱”AAAAAAAAAAAABBCCBBBBBBBBDDDDDDCCCCCCDD标牌市场标牌零件每个零件都应应仔细规划—每个零件都应应有正确的包包装和运货方方式什么是均衡生生产?传统生产过程程(未经均均衡)换模周一产量周二产量周三产量周四产量周五产量换模混合生产(均均衡)周一产量周二产量周三产量周四产量周五产量Heijunka均衡生产:价值流程的领领跑者在领跑过程中中释放的工作作增量是什么么？1周1天1班次1小时1动均衡生产=每次小批量量的投入，同同时取走相当当量的成品为什么要均衡衡生产？使上道工序的的需求变得平平滑拉动系统的基基础库存最小最优化资源利利用创建最大的弹弹性来应对变变化的需求One-PieceFlow一件流EfficientSpaceUtilization充分利用场地地ExcellentVisualManagement优良的视觉管管理LeanManufacturingCell精益生产单元元BenefitsofU-ShapedCellU-形单元之优点点EqualProductivityatanyVolume所有产量的效效率均等EfficientMaterialHandling高效的材料搬搬运ExcellentCommunication优良的沟通RawMaterialFinishedPartsA.Quality质量:WorkispasseddirectlytonextProcesswithnodefects合格工件直接转入下道工序

B.Productivity效率:Minimizewastedmovement,warehouses,anddoublehandling将仓库，重复搬运和无用动作减至最低C.Space场地：Freeupfloorspacefornewproducts为新产品腾出生产场地F.Cost成本:ReducedInventoryLevels缩减的库存量BenefitsofCreatingFlow一条流的好处处D.LeadTime交付周期:Shortestsupplychain,highestfliexibilitytosatisfycustomerdemand以最短的供应渠道，最高的灵活性来满足客户的要求E.TeamMemberMorale团队成员的士气:

Valueofworkismorevisible&recognized;teamwork工作的价值更加显而易见并获广泛认可；团队精神

Source来源:Toyota丰田BatchProcessingExample批量生产例子子Productrequiresthreeprocessesthattakeoneminuteeach生产一台计算算机需用三道道工序，每道道工序用时1分钟BatchProcessingExample批量生产例子子Productrequiresthreeprocessesthattakeoneminuteeach生产一台计算算机需用三道道工序，每道道工序用时1分钟Completeprocessingoffirstbatchof10takes30minutes完成10件一批需时时30分钟Firstgoodpartouttakes21minutes(plustransporttime)首件合格品品需时21分钟（不算周转转时间）Thereareatleast21partsin-process系统内至少少有21件在制品BatchProcessingExample批量生产例例子Productrequiresthreeprocessesthattakeoneminuteeach生产一台计计算机需用用三道工序序，每道工工序用时1分钟ContinuousFlowProcessingExample一件流生产产工艺Firstpartoutin3minutes三分钟首件件做出10completedin12minutes做10件仅需12分Only2sub-assembliesinprocessatatime.任何时间段段整个系统统内只有两两件在制品品。Productrequiresthreeprocessesthattakeoneminuteeach生产一台计计算机需用用三道工序序，每道工工序用时1分钟TaktTime客户同步时时间TheBeatofProduction生产的节拍拍Takttimeisthetimeinwhichaunitmustbeproducedinordertomatchtherateofcustomerdemand.客户同步时时间是按客客户要求的的速度来生生产一件产产品所需的的时间TaktTime客户同步时时间=AvailableTime可利用时间间UnitDemand要货量PercentLoadingChart负荷百分比比图表0102030405060ABCDCycleTime循环时间T/T客户同步时间OPERATORS操作工TIME时间ValueSystem:Exploitationvs.BetterWaytoWork价值流程：：苦干与巧巧干Exploitation苦干BetterWaytoWork巧干WeChooseOption2我们选择巧巧干ValueAddedWork增值工作StaffingRequirements员工需求TotalOpCycleTime总循环时间间TaktTime客户同步时时间=#ofOperators员工数量Thisassumes100%efficiency以上公式假假设100%效率Needtoaccountfor需考虑:WorkSequenceinefficiency工序间协调调SickTime病假VacationTime休假DownTime停机Use85%forplanningpurposes用85%做计划ConstructABarChart做柱状图*DrawinaRedlinefortheTaktTime用客户同步步时间画一一条红线SetPartinContainerWalkUnload/LoadDrillUnload/LoadPressPick-upRawMaterialWalktoRawMaterialOperator1Operator220401008060120Unload/LoadMillDeburrPartUnload/LoadLatheWalkWalk*ConstructaBarChartusingtheelementsofeachoperator用每一操作作工的操作作内容画出出柱状图*Wastedtimebecomesobvious浪费的时间间便显而易易见Waste浪费Waste浪费BalanceWorkloadtoTaktTime以客户同步步时间平衡衡工作负荷荷Balancetheoperator’’sworkloadtotheTaktTime以客户同步步时间平衡衡员工的工工作负荷SetPartinContainerWalkUnload/LoadDrillUnload/LoadPressPick-upRawMaterialWalktoRawMaterialOperator员工1Operator员工220401008060120Unload/LoadMillDeburrPartUnload/LoadLatheWalkWalkEliminatetheremainingtimethroughimprovements通过改进来来去掉多余余时间17secondsofimprovementwillyielda50%costreductioninlaborand50%productivityimprovement改进进17秒将将节节省省一一半半劳劳力力并并提提高高工工效效一一倍倍。。SetPartinContainerWalkUnload/LoadDrillUnload/LoadPressPick-upRawMaterialWalktoRawMaterial17SecondImprovement改进17秒kanbanTreatValue-AddedWorkerasaSurgeon象对对待待外外科科大大夫夫那样样对对待待做做增增值值工工作作的的工工人人12334123:.|:.:::|PresentMaterialandToolsOptimally(andInSequence)totheValue-Add’’ers将材材料料和和工工具具按按顺顺序序递递到到做做增增值值工工作作员员工工的的手手边边WasteWorkStationDesign工作作台台设设计计Sizetheworkstationfortheparts确定定零零件件工工作作台台尺尺寸寸大大小小Arrangethepartsinpropersequenceandorientation正确确排排放放零零件件顺顺序序和和方方向向Standardizehardwareandtools工具具标标准准化化Placefixturesandhandtoolsorderofuse按使使用用顺顺序序放放置置工工装装夹夹具具和和工工具具Establishvisualcontroloftools建立立工工具具视视觉觉管管理理体体制制Makemachinesfittheprocess根据工艺艺调整设设备Optimizeoperatormotions优化操作作员动作作1234567Operatorassembles7parts工人组装装7个零件BEFORE之前:Operatorassembles7parts工人组装装7个零件AFTER之后:12347GravityFlowRacks重力滑道道RollingSequenceRack滚轮滑道道56ReduceWalking(Motion)Waste!减少步行行（行行为）浪浪费CalculatetheTaktTime同步生产产时间计计算方式式TaktTime同步生产产时间=*Timeperiodsmustbeconsistent(shift,day,week…)时间周期期必须一一致（如如每班、、每天、、每周））NetOperatingTime/Period净工作时时间/周周期CustomerRequirements/Period*客户要要求/周周期客户同步时间计算表

/TaktTimeCalculationTable每工作周期净操作时间NetOperationTimeperPeriod:生产班次可用时间（分钟）/ShiftAvailableTime(minute)480班前会议/Shiftstartmeeting-10就餐时间/Lunch-0每班结束车间清理时间/Shiftendshopcleaning-15每班结束个人清理时间/Shiftendpersonalcleaning-15早班净生产时间（分钟）/Nettimefor1stshift(minutes)=440早班净生产时间（秒）/Nettimefor1stshift(seconds)24900中班净生产时间（秒）/Nettimefor2ndshift(seconds)24000每工作周期客户需求

/CustomerRequirementsperPeriod:月需求量（套）/Monthlyrequirements(units):2500工作天数

/Numberofworkingdays:20日需求量（套/天）/Dailyrequirements(units/day):125客户同步时间

/TaktTime:净操作时间/客户要求

/NetOperationTime/CustomerRequirement:一班（秒）/1shift(seconds)199两班（秒）/2shifts(seconds)391考滤设备效率后，实际生产节拍时间/RealTaktTimewithOEEat:85%一班生产节拍时间（秒）/TaktTimefor1shift(seconds)169两班生产节拍时间（秒）/TaktTimefor2shifts(seconds)333CycleTimes循环时时间OperatorCycleTime-Themanualworkcontenttimerequiredforanoperatortocompleteonecycleofaworkprocess,exclusiveofwaitingtime.操作员员循环环时间间－操操作作员完完成一一个工工序循循环所所需的的手工工操作作时间间，不不包括括等待待时间间。MachineCycleTime-Thetimeittakesamachinetocompleteitsautomaticcycle.机器循循环时时间－－机器器完成成自动动循环环所需需时间间OperationCycleTime-ThesumoftheOperatorCycleTimeplustheMachineCycleTime.生产操操作循循环时时间－－操作作员循循环时时间与与机器器循环环时间间之和和JidokaIs…自动识识错防防错报报警的的含义义“Stoptheline”authorityforworkers./赋予工工人停停止生生产线线运转转的权权利Promotesfindingandcorrectingrootcauses./促进发发现和和纠正正产生生问题题的根根本原原因UseofAndondevices(PokaYoke)onmachines./在机器器上使使用预预防报报错装装置Todetectabnormalities&immediatelyrespond./发觉异异常情情况，，立即即作出出反应应Preventstherecurrenceofproductiondefects./防止生生产缺缺陷再再次发发生Humansare80%vs.Andondevicesare100%effective./人工预预防的的效率率在80%而预防防报错错装置置的效效率是是100%Whentiedintoonepieceflowthereisonly1defect./与一条条流合合用便便只会会产生生一个个缺陷陷Manisseparatedfrommachine/操作人人员与与机器器隔离离Detection&Correct!观察和和更正正Poka-Yoke预防措措施Poka-Yoke预防措措施5SProgram5S项目The5Sprogram5S项目管管理1.Sort/整理-getridofwhat’snotneeded/去除不不需要要的东东西2.Straighten/整顿-puttheworkplaceinorder/现场定定置存存放3.Shine/清洁-cleanandmakeitshine/现场清清洁4.Standardize/标准化化-standardizecleaningprocedures/清洁程程序标标准化化5.Sustain/坚持-developcountermeasurestomaintaingoodhousekeepinghabits/制定措措施，，养成成良好好的内内部清清洁习习惯1.Sort整理Level1Identifiedwhat’sneeded-redtagwhat’’snot.确定哪哪些东东西是是需要要的，，在不不需要要的东东西挂挂上红红标签签。Level2Removeallunneededitemsandlogwhatissurpluswithaccounting移去所所有不不需要要的东东西并并且统统计记记录多多余物物品。。Level3Onlydocumentsandtoolsnecessaryareleftinprocess./现场仅留放放必需的文文件和工具具Level4What’’sneededdailyandweeklyinworkcellandworkareaisreviewedfornecessity.根据需要核核查单元和和工作区内内日常以及及每周需要要使用的东东西。Level5Neededitemscanberetrievedin30secondsorless.Obsoletematerialsareroutinelyremovedfromworkarea.Preventativemeasuresareinplacetokeepunnecessaryitems,documentsfromenteringtheworkplace.需要的东西西可在30秒或更短短的时间内内就能找到到，经常性性地把不用用的材料移移出工作区区。采用预预防措施，，防止无用用的东西和和文件进入入工作区域域。2.Straighten整顿Level1Allneeditemsarepresentintheworkareaatpointofuse.Aislesandwalkwaysareclearlymarked./所有需要的的东西在工工作区定置置摆放。通通道和走道道需清晰标标注。Level2Neededitemsareorganizedbyusageincludingproductiontools,handtoolsandworkprocedures.Closestisdaily,farthestisweekly.Incomingandoutgoingareasareclearlymarked.“Aplaceforeverythingandeverythinghasaplace”/根据使用情况况来放置需要要的生产工具具、手工工具具和工艺文件件。每日用品品近在手头、、每周用品尽尽量远放。清清晰地在出入入区域标明：：“一个拥有有所有需要物物品的区域；；每个需要的的物品都有特特定的位置。。”Level3Prioritizetheorderinwhichjobswillbeperformed.Designatedlocationsforalltooling,gauges,&handtools./根据工作性质质确定优先顺顺序，规定工工装、量具和和手工工具的的摆放位置Level4Createavisualworkplaceforeverything-easytodeterminemostusedtoleastused-shadowboardsfortools,binlocationsmarkedonfloor,etc./创建目视管理理，便于判断断区域内经常常使用和不常常使用的东西西，如准备工工具阴影板、、在地面上标标出周转箱的的位置等。Level5Preventativemeasuresareinplacetoaddressabnormalconditionskeepingunnecessaryitems,documentsfromenteringtheworkplace/采取预防措施施来防备不测测事件以防止止不必要的东东西、文件进进入工作区.3.Shine清洁Level1Areacleaningisrandom./经常清洁工作作区域Level2Initialcleaningperformed,machinesandequipmentareneatlypaintedtoplantstandard.Workbenches,tabletopsetc.freeofunnecessaryitems./进行现场最初初的清洁工作作，机器设备备根据工厂标标准油漆，也也包括工作板板凳、桌面的的清洁。Level3Cleanlinessproblemshavebeenidentifiedandpreventativemeasureshavebeendocumentedandareinplace./确定清洁项目目，制定适当当的预防措施施，并记录文文档。Level4Housekeepingresponsibilitiesareestablishedandarebeingfollowedasperschedule.Cleaningutensils,tools&materialarestoredreadyforuse./环境卫生生责任明确，，并按计划执执行。备足清清洁用的器具具、工具、材材料以便随时时使用。Level5Preventativemeasuresareinplacetoaddressmaintainingproscribedcleanlinessofprescribedworkarea./采取预预防措措施，，保持持规定定工作作区域域的清清洁。。.4.Standardize标准化化Level1Workmethodsareinsomecasesdocumented./记录某某些工工作方方法。。Level2Teamhasagreedonneededitems,methodsandworkflowcontrols-notdocumentedorpostedinworkarea./整个团团队已已认同同必要要物件件、方方法和和工作作流控控制—即便是是还没没有形形成文文件或或张贴贴在工工作区区Level3Teamhasagreedonworkmethodsandworkareacontrolanddocumentsareavailableinworkarea./整个团团队已已同意意工作作方法法和工工作区区域控控制并并且工工作区区内都都有文文件。。Level4Teamisutilizingstandardworkmethodsandproceduresconsistentlyonadailybasis.Newoperatorsorvisitorsareabletofollowprocedureseasily./团队每每日使使用的的标准准工作作方法法和程程序要要保持持一致致，便便于新新操作作员和和来访访者跟跟踪执执行。。Level5Teamisadheringtostandardworkmethods,andworkareacontrols.Asystemofimprovingworkmethodsandcontrolsisinplaceandisclearlyutilized./整个团团队坚坚持标标准工工作方方式和和对工工作区区的管管理。。制定定改进进工作作方法法和现现场控控制的的体系系，坚坚决地地执行行。.5.Sustain坚持持Level1Some5Sawarenessexistsamongstsometeammembersofarea./有些些团团队队成成员员具具有有5S的管管理理意意识识Level2Thereissomeawarenessof5Sandteammembersareemployingsomeaspectsof5S./保持持5S管理理意意识识，，利利用用5S某些些管管理理方方面面的的内内容容Level3AllCellemployeeshavebeentrainedonthenew5Sprocedureimplementedbytheteamwithageneralunderstandingofwhyandhow5Swillbeutilized./工作作区区域域所所有有人人员员都都要要接接受受专专门门小小组组执执行行的的5S项目目的的培培训训，，大大致致理理解解为为什什么么采采用用5S管理理和和如如何何执执行行5S。。Level4Teamroutinelycheckstomaintain5S’’s.Informationonboardsisuptodateandrelevanttotheworkarea.Problemsthatoccuraredocumentedandcorrectiveactionisinitiated./团队队日日常常检检查查5S项目保持持情况，，信息栏栏上的信信息需及及时更新新，并靠靠近工作作区域。。发生问问题记录录在案，，并采取取纠正措措施。Level5Rootcausesareeliminatedwithfocusonprevention./消除根本本原因，，着重预预防。5SEvaluationForm5S评估表StandardworkSheetTi