标准化教学讲解课件

标准化(PPT79页)Manufacturing

Process

ValidationIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesGMSStandardization标准化Vision/MissionManagement

byTAKTTimeShopFloor

ManagementQualifiedPeopleProduct

Quality

StandardsQuality

System

ManagementLeanDesignofFacilities,Equipment,

ToolingandLayoutEarlyMfg.andDesign

Integration(DFM/DFA)SmallLot

PackagingControlled

ExternalTransportationStandardization标准化Whatisit?是什么？GroupDiscussion小组讨论Standardizationisadynamicprocessbywhichwesetstandardsofterminology,principles,methods,andprocesseswithinourorganization.标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。DefinitionofStandardization标准化的定义Standardization

标准化Thepurposeofstandardizationistoreducevariationandstabilize,soastoachieveabasefromwhichtogrowandimprove.标准化的目的是减少变化与维持稳定，在此基础上进步与提高。PurposeofStandardization标准化的目的Standardization标准化Standardization

标准化WhyIsStandardizationImportant?为什么标准化很重要？SAFETY安全QUALITY质量COMMONDIRECTION共同方向JDPowers#1PRODUCTIVITY产量WhatHappensWhenWeDoNotHaveGood,ClearStandards???…若没有良好、明晰的标准会怎样？？？Example:

2000U.S.PresidentialElections:VariationinVotingMachines&MethodsCausedMajorElectionControversy事例：2000年美国总统大选：投票机器与方式的不一致导致重大选举纷争Standardization

标准化“THEWEDGE”TOSTABILIZEBESTPRACTICE“楔子”楔牢最优方法

ContinuousImprovement不断改进Change改变WorldClass世界领先水平Standardization

标准化AStandardIsTheBestCurrentPracticeBasedOnManyPeople’sExperience&LessonsLearned,so…标准是基于多数人的经验教训得来最优现行方法，所以…DON’TSHORTCUTTHESTANDARD!!!切勿缩短标准！！！BADTHINGSCOULDHAPPEN,ESPECIALLYSAFETY&QUALITYPROBLEMS不良的事故会发生，尤其是安全及质量问题。IFYOUDON’TLIKETHESTANDARD,TRYTOCHANGEIT,BUTNEVERSHORTCUTIT….若你不满意这个标准，试着改变它，切勿走捷径。StandardShortcutWhatHappensWhenWeDoNotFollowStandards???如果不遵照标准会怎样？？？EVERYYEARPEOPLEDIEFROMNOTFOLLOWINGLOCK-OUTPROCEDUREU.SSUBMARINEHITSJAPANESEFISHINGBOAT-SURFACINGPROCEDURENOTFOLLOWEDEXXONVALDEZOILSPILL–CAPTAINDIDNOTFOLLOWSTANDARDSGERMANPLANECRASHESINSWITZERLAND–AIRTRAFFICCONTROLPROCEDURESIGNORED每年都有人死于不遵循关阀规定美国潜艇击沉不遵守海面规定的日本渔船德国忽视空中飞行条例在瑞士坠毁船长不遵循标准导致EXXON

瓦尔迪兹石油泄露STANDARDIZATIONEXERCISE

标准化练习Thinkofanyexampleinsideoroutsideworkwherestandardsnotbeingfollowedledtoabadsituation想想工作中或其它不遵守标准导致不良事件发生的例子。Discussasateamandreport–Take5minutes小组讨论、汇报-----5分钟AlwaysRememberThePriorities…牢记的重点Safety安全People员工Quality质量Responsiveness响应Cost成本Importance重要ForExample,SometimesWeHaveToSacrificeEfficiencyToAchieveSafety…例如：有时我们必须为了安全而牺牲效率MAKERULE制订条例TEACHRULE讲授条例KEEPRULE遵守条例DOTHERIGHTTHING!!!做合理的事情LEADBYEXAMPLE!!!榜样领导StandardizationOnABroaderScaleLeadstoCommunization

更大范围的标准化以达到共有化

One“Language”同一语言

CommonPrinciples通用原则

CommonMethods通用方法

CommonProcesses通用程序Standardizationvs.Commonization标准化与共有化IfonefamilymadearecipefortheirKimchi,thenitwouldbeStandardized.如果一个家庭为其泡菜定个菜谱，就是标准化。ButallfamiliesarestilldifferentsowearenotCommonized

(sometimescommonisnotappropriate).但是每个家庭做法不一样则没有达到共有化。（有时共同的并非是正确的）Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardization

标准化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutScheduled

Shipping/ReceivingWorkplace

Organization工作场地布置WorkplaceOrganization

工作场地布置Whatisit?指什么？GroupDiscussion小组讨论WPOMotto:

工作场地布置口号“Aplaceforeverythingandeverythinginitsplace”所有工作的场地，所有工作井井有序。WorkplaceOrganization,5S工作场地布置,5SPutordertotheworkplacebymakingStandardsthatallow“out-of-standard”conditionstobevisible!!制定标准使工作场地井井有序，并使非标准的东西暴露出来。WhereisWorkplaceOrganizationImportant?

哪些工作场地布置重要？Ontheshopfloor...车间地面...intheoffice!…办公地点Howisworkplaceorganizationdone?

怎样布置工作场地？WorkplaceOrganization工作场地布置5S5SelfDiscipline/Cont.Improvement不断改进4Sustain/Maintain维护2Sort/Standardize整顿1Sift/Clear整理3Sweep/Clean

清扫/清洁Sift/Clear整理Dividetheneededandnotneededitemsatthejobsite,andquicklyremovetheunneededitems.

区分开工作场所中必要和不必要的东西，迅速将不必要的东西清除。

AreasofFocus重点区域Tools

工具2)Inventory/Storage

库存/储存

3)Equipment设备KeepneededItems保留必要东西RemoveunneededItems(waste)清除不必要东西（废料）TheMostDifficultthingforustodo…这是最难做到的…1Sift/Clear(정리)RedLabelCampaignHammerObsoletePliersRustedSift/Clear整理1Sift/Clear(정리)IfInDoubt–ThrowItOut!毫不犹豫扔掉Sort/Standardize整顿APlaceforeverything...andeverythinginitsplace

所有工作的场地，所有工作井井有序。Thelocationofequipment,toolingandmaterialshouldbeclearlydefined,displayedandmaintained.各种设备、工具、材料明确区分，放置，维护。L850Hose30pcs.SmallBolts小螺栓700pcsMed.Bolts中等螺栓500pc.LargeBolts大螺栓300pcs.L850RubberHose橡胶管2Sort/Standardize(정돈)1Sift/Clear(정리)Sort/Standardize整顿

MakeAStandard!制定标准3.MarktheLocation标明位置2.DetermineaLocation确定放置地点Whereisthebestplace?哪里是最恰当的？1.Categorize

分类HowoftendoIusethis?经常使用吗？2Sort/Standardize(정돈)1Sift/Clear(정리)Sweep/Clean

清扫/清洁3Sweep(청소)2Sort(정돈)1Sift(정리)“Sweeping”ischecking!清扫既是检查！CheckResponsibilityChartKimLeeParkSeoChoTarget:Major5S1/qtr.WhoTask12345Sustain/Maintain维护IdentifyTasks确定任务AssignResponsibility划分责任SetTargets设定目标3Sweep(청소)2Sort(정돈)1Sift(정리)4Sustain(청결)Safety/5SChecksMustBePerformedEverywhereandAtEveryLevelOfTheOrganization!!!安全/5S检查应该人人处处开展！Standardsareworthlessifthereisnosystemtocheck!!如果没有系统检查，标准即毫无用处。Self-Discipline/

ContinuousImprovement

自律/不断改进5SelfDiscipline/Cont.Improvement自律/不断改进4Sustain/Maintain维护2Sort/Standardize整顿/标准1Sift/Clear整理3Sweep/Clean清扫/清洁Itiseveryone’sresponsibility!这是每个人的职责！5SEXERCISE5S练习Howwouldyouusethe5Sprocesstoimprovethesituationbelow?你怎样用5S程序来改善下图的情形？UtilizeALL5Ss利用所有5S程序Discussasateamandreport–Take10minutes小组讨论、汇报—10分钟5SEXERCISEINSERTWORKSHEET插入工作表AnythingoutsidethestandardisWASTE!!!所有标准外的东西都是浪费！！！WPOisakeymeansofvisualizingandeliminatingwasteWPO是暴露及消除浪费的主要途径Whyworkplaceorganization?为什么要场地布置？Whyworkplaceorganization?为什么要场地布置？Good5SLeadstoGoodSafety!Notrip,sliphazards,etc.做好5S等于安全！就没有跌倒滑倒等的危险。SAFETYQUALITYItemsalwaysinsameplacemeanslesslikelytomakemistakes事物特定放置意味着少犯错误。EFFICIENCYItemsalwaysinsameplacemeanslesswastefulandmorerepeatablemotions事物特定放置就是减少多余重复的动作。ExampleofCabinet5S

橱柜5S范例Cabinet“Before5S”5S之前的橱柜Cabinet“After5S”5S后的橱柜Exampleof5SManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardized

Work标准化工作Standardization

标准化LeanDesignofFacilities,Equipment,

ToolingandLayoutEarlyMfg.andDesign

Integration(DFM/DFA)StandardizedWork标准化工作Thedocumented,currentbestmethodtoSafelyandEfficientlyperformworkthatmeetsthenecessarylevelofQuality.为了达到一定的质量标准，以文件化及最可行的方法来安全有效地开展工作WithoutStandardization没有标准化WithStandardization有了标准化StandardizedWork标准化工作Materials物料StandardizedWork标准化工作Standardizedworkisusedwhenthereisadefinable,repeatableprocess.当工序明确可重复时，采用标准化工作Production生产Office办公室StandardizedWorkCanBePerformedEverywhere!!!随处都可以开展标准化工作!!!TeamLeaders班长TeamMembers班组成员GroupLeaders工段长Everyonecanperformstandardizedwork!!!每个人都可以进行标准化工作！！！Managers主任Engineers工程师EmployeesShouldBeInvolvedInDevelopingStandardizedWork–TheyKnowTheJobTheBest!!!员工应该加入标准化工作开展—因为他们最了解工艺！！！Standardization标准化Improvement改进StandardizedWork(标准化工作)StandardizedWorkIsABaselineforContinuousImprovement!!!标准化工作是不断改进的基线！！！Standardization标准化Standardization标准化Standardization标准化Improvement改进Improvement改进EachIndividualHasGoodIdeas–IfWeDoNotDocumentTheBestMethodsThenWeAreNotFullyUtilizingTheTeam’sBrainpowerandWeWillNeverImproveOrWeMayActuallyGetWorse!!!每个人都有好主意—如果我们不把最好方法文件化，则不可能充分利用团队的智能，不但不能取得进步，甚至会越来越糟糕！SAFETY,QUALITY,EFFICIENCY安全、质量、效率WouldYouWantToGetIntoAPlaneWhereTheCrewDidNotExactlyFollowAStandardizedCheckProcess???–EvenThoughTheyHavePerformedItHundredsOfTimes!!!

你会不会乘坐乘务员不履行标准检查程序的检查的飞机？？----即使他们重复操作过无数遍。CheckFuel(检查汽油)CheckTires(检查轮胎)CheckInstruments(检查仪表盘)ContinuousImprovementStandardizationThereIsaRealBalanceBetweenStandardizationandContinuousImprovement.标准化与不断改进之间有个天平。WeMustControlTheBalancetoBeSureThatWeAreNeithertoStrictWithStandardization,NorTooFlexible.我们必须控制这个天平以确保既不要死守也不要脱离标准化BUT…LegoExerciseStandardizedWorkBasicsWHY

Whatwillhappenifstandardisnotfollowed若不遵守标准会怎样？Whyisitimportant?为什么重要WHATWhattodo?做什么WorkElementsWithTimesvs.Takt

工作要素时间与生产节拍HOWHowtodoit?怎样做

WorkSequence/Diagram工作次序/图表

KeyPointsForSafety&Efficiency安全&效率要点

QualityPoints&Checks质量要点与检查点CycleTime001LActualTaktTime5”4”3”2”1”TimeStandardizedWorkBasics

MakeWasteVisible!!!暴露浪费！！！

WorkFlowDiagram工作流程表

TimeChart

时间表WasteofMotion!动作浪费Non-ValueAdded!非增殖时间ValueAdded增殖时间WaitTime!等待时间

Providesanoverviewoftheelementsandtheirtimesinthecorrectsequenceforonejob

IdentifiesimportantkeypointsusingsymbolsEnsuresstandardacrossshiftsviasign-offDocumentschangestotheStandardizedWork

DocumentsworklocationVisualizesworkermovementviasketch.Symbol

MOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:S

ElementNameysWorkmtelementbeRegistered

Handwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignature

VisualizesA.T.T.Vs.CycleTimesofthejobviatheCycleTimeChartElementsOfGoodStandardizedWork(좋은표준작업의요소)

정확한작업순서및시간을요소작업으로기재한다.기호를사용한주요키포인트식별감독자확인란(Shift별감독자확인)표준작업변경이력기입

작업위치표시작업자동선표기Symbol

MOVINGLINESTANDARDOPERATIONSHEETGroup/teamJOBNAMEOperation:S

ElementNameysWorkmtelementbeRegistered

Handwork/ModelopNumberlTotalhandwork/walkingbymodelsec.Cycletimesec.Volume%WeightedaverageTotalReturnWalk(R3)(R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafetyforOperatorCriticalProcessforCRTL4IRL3IFL2L1CFESUBMATLocationLHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocationRHFrequencyCycleTimeChartweightedaveragecycletimeOptionorModelTimeVolume%sWalkTimewalkingActualTaktTimeSignatureTeamLdrSuperv. ShiftMgr.ShiftAShiftBShiftCRevisionsMo./Yr.Sign.WhatChangeConfirmationofAdherenceDateSignature

싸이클타임차트(실제택타임대비작업자싸이클타임도식)ElementsOfGoodStandardizedWork标准化工作要素Useasbasisfortraining&ProblemSolving作为培训问题解决的基点Mustsupporttheuser&bepostedvisually有利于操作者或张贴到明显处Userinvolvedindevelopment操作者参加改进AlwaysrespectStd.Workofothers尊重他人的标准化工作PerformregularchecksofStd.Work定时检查标准化工作FinalNotesonStandardizedWork标准化工作后注FinalNotesonStandardizedWork

标准化工作后注TheTrueTestofGoodStandardizedWorkisWhenSomeoneDoesNotCometoWorkandtheJobStillGetsDoneSafely,EfficientlyandwithQuality真正经得检验的标准化工作是当有人缺席时仍能安全、有效、高质地完成工作WhatDoIDo?Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingBusinessPlanDeploymentTotalProductive

MaintenanceScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementManagement

byTAKTTime生产节拍管理Standardization

标准化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutControlled

ExternalTransportationContinuous

Improvement

ProcessTaktTime=Numberofvehiclesrequiredpertimeperiod此阶段需要生产台数Weekly周Monthly月Yearly年TaktTimeisConstant!TAKTTIME是不变的！TaktTime:Determinesthespeedoftheline

决定流水线速度Thetimeavailabletoproduceacomponentorsingleunit.

生产一个部件或一辆车的时间Determinedbythenumberofvehiclesrequiredbytheendofeachdaytomeettheproductiontarget.

由需要达到的每日生产目标的车辆数决定OperationalTimePerPeriod某阶段生产时间ManagementByTaktTimeTaktTime管理ILoveLucyVideoPartII

루시비디오ILoveLucy

(StartvideoatChocolateAssemblyLine)录象从巧克力的生产线开始ILoveLucyVideoPartII

GroupDiscussion小组讨论WhatGMSStandardizationPrincipleconceptsdidwe(not)seeinthevideo?在录象看到或没看到哪些GMS的标准化原则Discussasanopenforum–notbyteams论坛讨论—非小组讨论ILoveLucyVideoDiscussionWhatdidweseeinthevideo:

从录象可我们看到：LackofStandardizedWork:

缺乏标准化工作Nodocumentedstandardizedworkonjob

车上没有标准文件化Nostandardizedworktouseasbasisfortraining

没有标准化工作作为培训基础Noqualitystandardforcompletedchocolate

巧克力做完后没有质量标准LackOfManagementByTaktTime:

缺乏生产节拍管理

TaktTimearbitrarilychanged

主观改变生产节拍

NocommunicationorplanningofTaktTimechange生产节拍改变没有协商或计划Novisualindicationofworkstationbeginningandend

从头到尾都没有工位的目视化标识Others:NowaytocallforhelpNowaytostoplineorpreventdefectsfromleavingstationILoveLucyExampleofUnleanChocolateFactory不精益的巧克力工厂例子Takttimesloweddown

TAKTTIME减慢Cycletimenotadjustedtothetakttime

周期时间与TAKTTIME不符

WaitTime!等待时间CycleTimeLucyEthelActualTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeManagementByTaktTimeTaktTime에의한관리WaitTime!等待时间ExampleofUnleanChocolateFactory不精益的巧克力工厂TaktTimeArbitrarilySpeedUp

TAKTTIME随意加快CycleTimeNotAdjustedtoTaktTime

周期时间与TAKTTIME不符CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TimeOverburden!!负载过重ManagementByTaktTimeTaktTime管理ManagementByTaktTimeTaktTime管理WhenTaktTimeChangesArbitrarily-Safety,Quality&EfficiencySuffer!TAKTTIME随意改变—安全、质量、效率就会出问题StandardizationIsImpossibleWithoutConstantTaktTime若没有恒定的生产节拍，标准化则无法实现TaktTimeChangesMustBeCommunicated&Planned!!!TaktTime的改变必须经过协商或计划!!!JustthinkofpoorLucy!!ExampleofLean

ChocolateFactory精益的巧克力工厂TaktTimeIsConstant,BasedonDemand

TAKTTIME基于需求恒定CycleTimeIsAdjustedtoTaktTime

周期时间与TAKTTIME一致CycleTimeLucyEthelTaktTimeTeamMemberCycleTime5”4”3”2”1”TaktTimebasedondemandTAKTTIME根据需求TimeManagementByTaktTimeTaktTime管理8hoursx60minutes8小时

x60分100UnitsScheduled100辆计划480mins-47mins.Breaks480分–47分(休息)=4.33mins.4.33分100Units100辆“OPTIMUM”TAKTTIMEx1.07DowntimeLoss1.07停线损失=107UnitsNeededCapacity107辆产量107Units107台433minutes433分钟=4.04mins.4.04分钟ACTUALTAKTTIME(实际费时)OFWASTE107CAPACITY107产量-100UnitsREQUIRED需求100辆=7UNITS7辆浪费=PLANTLOSS(工厂损失)TheEffectsofWaste(Downtime)“OPTIMAL”TAKTTIME最佳节拍7%OVERSPEED(DowntimeLoss)ACTUALTAKTTIME实际节拍CycleTime433100=4.33433-30100=4.04AndonStops:OperatorOverburdenQualityIssuesOtherProcessIssues

(5%)Machine&EquipmentDowntime(2%)+TheEffectsofWaste(Downtime)浪费后果（停线）PointA(FPS)PointB(FPS)PointC(FPS)StartStd.Workatmatchedreferencepoints与控制点一致FinishStd.Workatwhenreferencepointsmatchedatnextstation与下一工位控点一致UsetheFPSAsaReferencePointtoMeasuretheTaktTime用定点停作为测量节拍的控制点ThinkoftheFPSas“thebeginningofStandardizedWork”intermsofTIME---the“startofthestopwatch”在时间上定点停为“标准化工作的起点”—秒表的开始PurposeofFixedPositionStop(FPS)定点停目的Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardization

标准化EarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutVisual

Management目视化管理DefinitionofVisualManagement目视化管理的定义Aprocessinwhichstandardsandactualconditionbecomequicklyvisualintheworkplace.标准与实际情况在工作场所视觉化的程序VisualManagement目视化管理VisualManagementKeyConcepts

目视化管理主要概念MAKESTANDARD&OUTOFSTANDARDCONDITIONSCLEAR&VISIBLE!使标准及非标准明晰及可视化xxVisualManagementKeyConcepts

目视化管理主要概念STATUSATAGLANCE一目了然的状态GUIDELINE–SHOULDNOTTAKEMORETHANONESECONDTOGRASPANYSITUATION!

方针—不超过一秒钟了解情况VisualManagementKeyConcepts

目视化管理主要概念CommunicateInformationtoDriveQuickDecisionsforAction!

互通信息迅速下决定采取行动WearPPE!Problem!I’mOK!WalkHere!OnTarget!I’montime!VisualManagement

目视化管理MaketheShopFloorTalktoYou!

使车间也会说话보호장비착용문제보행로“APictureIsWorthAThousandWords.”

“百闻不如一见”Visualization vs. VisualManagement目视化与目视管理NiceCharts!Verypretty!Thisinformationistellingmewehavesomeproblems!BeCarefulOfVisualization

注意目视化图表真美观！是的这个信息说明有问题了Pretty…好看Useful…有用123910115463130282923242516171878131920262714152122ClearOutOfStandardConditions突出异常情况12TRIM112345SAFETY安全QUALITY,RESPONSIVENESS质量，响应XStatusAtAGlance-ExamplesCommunicateInformation-ExamplesShowphotosofnormal“Walk–Don’tWalk”lightversusStackLighttoshowhowmuchtimeisleft用图片指示常见“行走—禁走”灯与一堆灯表示剩下多少时间对比FPSFPSReorder@9pcsISP/MSSLabel25-02-023LEPSPendantLabel悬挂标签25-02-023LWorkstation

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