标准化作业培训教材

StandardWork/标准化作业IMICorneliusLearning&InnovationIntroductions/介绍Yourname?/你的名字？Howlonghaveyoubeenwiththecompany?/你来公司多久了？Whatyoudoandwhere?/你都做些什么工作？在哪做？Whatissomethingthatwewouldn’tknowaboutyouunlessyoutoldus?/有没有你不告诉我们，我们就不知道的事情？WhatexperiencehaveyouhadwithKaizen,VisualManagement,ProblemSolvingattheworkplace?有没有Kaizen，可视化管理及解决问题的现场经验？Whatareyourexpectationsofthisworkshop–whatdoyouhopetolearn?对工厂你有什么期望-你希望学习些什么？1WorkshopGroundRules/车间自然工作组规那么Openhonestanddirectcommunication/开诚布公的直接的对话Alwaysaskquestions/总是问问题Wewilltakethetimetoexplainandgainunderstanding我要要花时间去解释和理解Itisveryimportantthattheconceptsarewellunderstoodattheendoftheweek/概念易懂很重要Focusonsession–noblackberries,e-mail,computersoutsideofbreaks/课堂上要集中精力-上课时间不允许接收机，收发邮件及用电脑Weneedtoputintopracticewhatwelearn…Donotconsiderthisclassroomeducation要将所学用于实践…不要仅指着课堂上的学习2StandardWork–Agenda

标准化作业–安排IntroductionAgendaStandardWorkDefinitionandPhilosophyBenefits标准工作收益LeanConcepts精益生产工具3TrainingObjectives/培训目标UnderstandtheBasicsofStandardWork.理解标准化的根本概念UnderstandtheToolsofStandardWork.明白标准化的工具ProvedaStructuredandConsistentapproachtoEliminateWaste.提供一个有体系的持续的消除浪费的方法PrepareforWorkCellImplementationsandTrainingoftheWorkForce.为实施单元化生产模式及培训员工做准备4StandardWorkDefinition:标准化定义：APreciseDescriptionofEachWorkActivity,SpecifyingCycleTime,TAKTTime,theWorkSequenceofSpecificTasks,andtheMinimumInventoryorPartsNeededtoConducttheActivity.每一项工作的精确定义，具体到工作周期〔CT〕，工作节拍〔TT〕，工作顺序，最小库存量或在制品数量〔WIP〕等进行定义和指导.WhatisStandardWork?/什么是标准化工作？5WhatisStandardWork?/标准化作业是什么？TheBESTandAGREEDUPONcombinationofpeople,machines,andmaterialstodoajobwithMINIMALWASTE.是将人、机器、材料最好的整合在一起工作，只产生最小的浪费CLEAR,accessibledocumentationofthatbestcombination.使整合文件清晰、易懂WorkdoneCONSISTENTLY,guidedbythedocumentation.工作要始终如一的遵循标准文件的规定AnongoingsearchforBETTERstandardprocesses.持续的寻找一个更优的标准化程序Improvethe“STATUSQUO〞.改善现状HelpsESTABLISHthebestandmostreliablemethodsandsequencesforeachprocess.帮助建立每一道工序的最优及最可靠的方法和顺序。6StandardWorkisNOT:标准化作业不是：ImpositionofRules强迫接受的规那么StandardWorkisanAgreeduponsetofWorkProceduresinordertobetheBEST!标准化作业是经协商后的一系列工作程序，其目的是到达最好。IncentiveBasedWork基于鼓励的工作；ThemoreWork,isnotAlwaystheBetter.ProducewhatisNecessarytoMeettheCurrentNeeds.干的更多，并不总意味着更好。生产必要的产品来满足当前的需求。DocumentingCurrentProcessthatareOutofControl文件化当前超出控制范围的工艺。工业化两个特征：效率、品质的一致性。ExcessiveVariationandInstabilityoftheProcessmustbeEliminatedFIRSTinOrdertoDevelopStandardWork为了开展标准化作业，必需首先消除工艺上过多的变异及不稳定性。〔系统性误差和偶然性误差〕Philosophy7GoalsofStandardWork:标准化作业的目标CaptureandUsetheBESTMethod.追寻并使用最优的方法〔动作、顺序、制造工艺、行走及物流路线〕BuildQuality,Safety,WorkInProcess(WIP)limitsandProductivityConsiderationsintoProcessSteps.将质量、平安、在制品控制、以及生产力因素考虑到程序当中去ChangeEasily–ContinuousImprovement.更改的简易性-持续改进〔节拍变、方便进一步改进，持续改进〕IdentifyareasofWASTEwhichareOpportunitiesforImprovement.通过标准化作业过程，识别有时机改进的浪费EachstepinaLeanProcessshouldbeDefinedandmustbePerformedRepeatedlyintheSameManner.精益程序的每一步都需要定义，并且必须以同样的方式重复执行。〔标准化，可执行的系统〕MinimizeandControlVariationsinOutputtoImproveQuality通过最小化产出〔JIT〕并控制过程变异来提高质量Philosophy8WhatDoesStandardWorkLookLike?

标准化作业看起来像什么？OperationMethodsareDocumentedandPostedattheWorkStation.操作方法被记录并张贴在工作站旁。OperatorsfollowtheSameStepseachtimetheydoWork.每次工作，操作员都遵守同样的步骤。OperatorsusetheSame,ProperToolsandMachines.操作员使用同一的、适当的工具和设备。MaterialisStoredintheSamePlaceEveryDay.每天原材料都储存在同一个位置。HelpstoSetUpaPointofUseStorageforMaterialsandTools.帮助建立一个原材料和工具的储存点。〔三定〕Philosophy9TraditionalWork传统作业ManageSymptoms管理特征〔侧重于人员管理，而非标准化制度化管理〕Reacttofires救火Searchforthings寻找物品Engineersdesignprocesses程序方法由工程师自行设计StandardWork标准化作业SolveProblems解决问题〔异常情况处理〕PreventProblems预防错误FindThingsEasily更容易找到物品ProcessDesignbyAssociateConsensus程序方法由相关人员协商设定WhatDoesStandardWorkLookLike?

标准化作业看起来像什么？Philosophy10WhoGeneratesStandardWork?

谁来制定标准化作业程序？TheSupervisor/LeaderandManufacturingEngineer/TechnicianMUSTworkwiththeAssociatesofthearea.主管/领导和制造工程师/技师必须与本领域的负责人合作。TheCreationoftheDocumentsneedstobeaJointEffortinordertobeEffectiveotherwisetheyareDoomedforFailure.标准化文件的建立需要大家共同的努力以到达有效果的目的。否那么它们是注定失败的。Philosophy11BenefitsofStandardWork标准化作业的好处DocumentationoftheActualProcessandImprovements.记录〔文件化标准化〕实际工艺及改进ReductioninProcessVariability(iffollowed).减少程序〔工艺〕可变性ImproveProcessStability.改善工艺稳定性〔标准化〕EasiertoTrainNew/ExistingOperators容易培训新/老员工。IncreaseinSafetyandQuality.提高平安性和质量。BaselineforFurtherImprovements.将来改进的根底。ReduceInventoryandReduceLeadTime.减少库存〔WIP〕及提前期。IncreaseProductivity.提高生产力StandardizeManufacturingProcess.标准化制造程序IncreaseCapacityWithoutIncreaseinResources.在不投入资源的前提下提高产能AToolforContinuousImprovement!持续改进的一个工具Philosophy12StandardWork标准化工作：在相关人员的参与下，根据客户需求定义每一工位的生产节拍〔TT〕、工作顺序、最小库存量〔或WIP〕；同时通过Layout设计、消除工艺变异〔不稳定性〕、放错设计、5S管理等手段，到达消除浪费，提升效率，提高作业平安性和产品质量的目的。13StandardWork–LeanConcepts标准化作业-精益的概念SevenWastes七种浪费ValueAdded增值ValueStreams价值流CellandOnePieceFlow单元和单件流BatchLotsversesOnePieceFlow批量vs单件流PushversesPull推动vs拉动CycleTimeReduction周期时间的降低CycleTimeversesTaktTime周期时间vs节拍时间VisualManagement可视管理VariationReduction减少变异5Why’s5个为什么Poka-Yoke防错Kaizen改善14HowDoesStandardWorkRelatetothe7Wastes?标准化作业与七种浪费有怎样的联系ThoseElementsofProductionthatDoNotAddValuetoaProduct,butIncreaseCost.那些要素不会为产品增值，只会增加本钱。The7Wastes–TIMWOOD七种浪费Travel–Excessivetraveltimewithinorbetweenoperations.运输-生产内外的过多的运输时间Inventory–Excessiveinventorythatisn’tneeded.库存-不必要的过多的库存Motion–Excessivemotionwhenmakingproducts.动作-生产产品时额外的动作StandardWork–LeanConcepts标准化作业-精益的概念StandardWorkisaSetofToolsthatHelpsEliminateWaste.标准化作业是帮助减少浪费的一系列工具15StandardWorkisaSetofToolsthatHelpsEliminateWaste.标准化作业是帮助减少浪费的一系列工具HowDoesStandardWorkRelatetothe7Wastes?标准化作业与七种浪费有怎样的联系Waiting–Excessivewaittime.等待-额外的等待时间Overproduction–

Makingtoomuchproduct.超产-生产过多的产品Over-processing–Toomanyoperationstomakeaproduct?过度加工-制造产品的步骤太多Defects–Productdefectscausingreworkandscrap.缺陷-产品缺陷会导致返工或者报废StandardWork–LeanConcepts标准化作业-精益的概念16ValueAdded:TransformsRawMaterialandInformationintoPartsorProducts–ForWhichtheCustomerisWillingtoPayfor.增值：将原材料和信息转化为消费者愿意购置的零件或者产品。Non-ValueAdded:ConsumesResourcesbutDoesNotContributeDirectlytotheProductionofMaterialsorProduct.非增值：消耗资源，但对原料和产品没有直接的奉献。NonessentialStepsorActivitiesThatIncreaseProcessTimeandAddCostsRatherThanValue不必要的步骤或者活动增加了工艺的时间和本钱，而不是价值。WeMustThinkFromtheCustomer’sPerspectiveWhenDeterminingValue!当决定价值的时候我们必须站在消费者的角度思考WhatisValueAddedVersesNon-ValueAdded?

增值vs非增值17IdentifyWasteWhenImprovingProcesseswithStandardWork使用标准化作业方法改善时识别浪费Page18StandardWork–ValueAddedversesNon-ValueAdded

标准化作业-增值VS非增值Necessary必要的Unnecessary不必要的ValueAdded增值Non-ValueAdded非增值ContinuousImprovement持续改进EliminateImmediately立即消除EliminateifPossible可能的话消除？？EliminateifPossible可能的话消除PointsoutWasteANDIdentifiesProjectstoReduceWaste/ImprovetheProcess!指出浪费和确定工程来减少浪费、改善工艺。WhatisVSM?什么是价值流程图？5SVSMWhatisaValueStream?什么是价值流？Avaluestreamincludesalloftheprocesssteps(bothValueAdded(VA)andNon-ValueAdded(NVA))thatarerequiredtocompleteaproductorservice.价值流包括为完成一个产品或效劳所需要的所有程序步骤〔增值和非增值〕WhatisaValueStreamMap(VSM)?什么是价值流程图？VSMisamethodthatvisuallyshowsthematerialandinformationflowsthathelpcompletetheproductorservice价值流程图通过将物流和信息流可视化来帮助完成产品和效劳的一种方法19VSMBenefits价值流程图的好处5SVSMDocumentstheFlowoftheCurrentProcess(BothMaterialandInformation).记录当前程序的流动状态〔材料流和信息流〕GiveUsData/BaselineonInventoryandLead

TimefortheProcess.提供库存和订货周期的基准数据ProvidesaVisionofWhatWeCanAchieveifWeImplementtheLeanTools.告诉我们如果我们执行精益生产后可以得到的结果GivesUstheRoadmapofWhatWeNeedtoDotoAchievetheVision.FutureState.告诉我们应该怎样做才能到达目标。未来的状态ExpectedResults预期的结果ProcessDocumentation工艺文件标准化RoadmapofActivitieswithDatesandTeamLeaders带有日期和小组领导的活动方案PlanforContinuousImprovement!为持续改进做方案20ReceivingAssemblyStoresPaintMachiningShipUseActivityMaps/ProcessFlowchartstoanalyzeexistinglayoutandflow使用活动图/工艺流程图来分析当前的规划和流程。SpaghettiChartstoshowprocessflow面条图表显示工艺流程Measurethedistancebetweenoperations.测量操作岗位之间的距离Doestheflowmakesense?流程有意义么ProblemswithTraditionalLayoutandFlow:传统规划和流程的弊端：PartandOperatorTravel零件和操作员移动BatchManufacturing–WaitingTime批量生产-等待时间SafetyIssues平安问题Quality/ReworkProblems质量/返工问题LongLeadTimes较长的订货周期SignificantWorkInProcess较多的在制品PotentialforOverproduction潜在的生产过剩BadFlowofPartsandinformation不好的零件和信息流SpaghettiChartProcessFlowDiagramStandardWork:TraditionalLayoutandFlow标准化作业：传统规划和流程21CellularWorkModulesandOnePieceFlow单元的工作模块和单件流PromotesflowwithminimalWIP(WorkinProcess)在最小化在制品根底上提升流程Facilitatesworkersstaffingmultiplemachines工人可以操作多种机器U-shapedcellsU形单元Maximumvisibility最大可见度Minimalwalking最小移动Flexiblenumberofworkers工人数量灵活Facilitatesmonitoringworkenteringandexitingthecell方便监测在制品进出单元Workerscanconvenientlycooperatetosmoothflowandaddressproblems工人能方便的合作使流程平稳并确定问题。ImprovesCommunications改善交流Eliminate7Wastes消除七种浪费StandardWork:CellsandOnePieceFlow标准化作业：单元和单件流22Haveoperatorsandassemblersinspecttheirownwork让操作员和装配工检查自己的工作PracticeJidoka-qualityatthesourceJidoka实践-在源头控制质量Maintainandmonitorthecalibrationandsensitivityofmeasurementandtestequipment保持并监测测量和实验仪器的刻度和灵敏度Providetrainingonmeasuringandtestequipment提供关于测量和实验仪器的培训。BuildQualityChecksIntotheStandardWorkoftheCell将质量检查建立到单元的标准化作业过程中去StandardWork:CellsandOnePieceFlow标准化作业：单元和单件流236perMin.PushversesPullProduction

推动VS拉动生产PullProduction–ProducetoCustomerDemand拉动生产-按照客户需求生产Don’tProduce10unitsperminute

whenthecustomerwants6perminute当客户每分钟只需要6件产品时时，不要生产十件产品10Seconds10SecondsPushProductionAllowsOverproduction–UnnecessaryInventory推动生产允许生产过剩-不必要的库存StandardWork:LeanConcepts标准化作业-精益的概念Customer24SignatureExercise签名练习StandardWork:LeanConcept–Example标准化作业:精益的概念-例子Breakintoteamsof5–7people.按每组5到7个人分组Youwillbegiven10products(scrapsofPaper)toproduce.你会被分配去制造十个产品〔碎纸机〕Writeyourfirstandlastnamelegibleontheproductwhenitispassedtoyou.当传到你的时候，清晰的写下你的名字。Afinishedproductwillhavethesignaturesofallthemembersofyourteam.一个完成的产品会有你小组中所有人的签名OneteamwillproduceusingOne-PieceFlow.一个小组将会使用单件流进行生产AlltheotherteamswillproduceusingBatchFlow.其他小组将会使用批量流生产DONOTSTARTPRODUCTIONUNTILTOLDBYINSTRUCTOR讲师说开始之前，不要开始生产。25Overproduction过量生产Computertriggers电脑触发Plantschedulingorganization工厂方案组织AnticipatesUsages预期使用LargeLots大批量HighInventories高库存Waste浪费ManagementbyFirefighting管理混乱PoorCommunication缺乏交流Customerdrivendemand客户需求驱动Visualtriggers可视化触发Associatesscheduletheplant方案生产ProductionPrecision生产预测SmallLots小批量LowInventories低库存WasteReduction减少浪费ManagementbySight可视化管理BetterCommunication更好的交流StandardWork:LeanConcepts标准化作业:精益的概念26WorkSequenceistheorderofoperationsthatanoperatormustusetoproduceapartwithinTAKTTime(rateofcustomerdemand):grasp,move,hold,remove,delay,etc.工作顺序就是生产顺序，操作员必须在节拍时间内按照工作顺序生产零件〔顾客需求率〕：拿零件，移动，等待，再移动等ThesameorderofworkMUSTbedoneeverytime.每次的工作顺序必须相同StandardtimesareprovidedforEACHworkelement.每一道工序都有一个标准工作时间StandardWork:LeanConcepts–WorkSequence标准化作业：精益概念-工作顺序27Toolsusedare:工具：ProcessCapacityChart–MachineCapacityData.加工能力图-设备能力数据StandardWorkCombinationSheet–ProvidesElementStandardTimes.标准工作汇总表-提供各工序标准时间StandardWorkSheet–WorkplaceLayout.标准工作表-工厂布局WorkSequenceisimportantbecauseitdefinestheflow–workcontentandsequence–thatcomponentsgothrough,enablingmanufacturingtomakeproductsthatconformtospecificationstimeaftertime,aftertime…WithMINIMUMWaste!工作顺序很重要应为它定义了流动-工作内容和顺序-使得我们可以按照规定的时间生产产品而没有任何浪费StandardWork:LeanConcepts–WorkSequence标准化作业：精益概念-工作顺序28TheOrderinWhichanOperatorPerformsManualOperationsIncludingWalkingandWaiting.工作顺序是操作员的人工操作时间包括走路和等待Incoming1243312132OperatorAOperatorCOperatorBWorkSequence12345678910ProcessSequenceOutgoing14StandardWork:WorkSequence标准化工作：工作顺序29StandardWork–CycleTimeReduction工作顺序-工作周期时间减少FieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerFieldInstallationShippingTestManufacturingPurchasingEngineeringOrderAdministrationSalesVoiceofCustomerCycleTimeManufacturingFocusedImprovements生产关注改进TotalValueStreamFocusedImprovements价值流程图关注改进30WhatisVisualManagement?什么是可视化管理？VisualManagementprovidesaclearandcommonunderstandingofgoalsandmeasures.Itallowspeopletoaligntheiractionsanddecisionswiththeoverallstrategicdirectionofthecompany.Itisalsoanopenwindowtofactoryperformance,anditprovidesthesameunbiasedinformationtoeveryone,whetherowner,manager,operator,orvisitor.可视化管理提供一个清晰易懂的目标和衡量尺度。它使得人们将自己的行为和决定与公司总体战略方向保持一致。它也是一个公司绩效的窗口，它为大家提供一个公平的信息，不管你是负责人，经理，操作员或者来访者31WhatisVariationReduction?什么是减少变异？5SVariation

ReductionVariationisan“inconsistency〞inanygroupofitemsorprocesses.Afluctuationinprocessoutput,thatissometimescalled“noise〞.Itisthekeycauseofdefects–whetherrelatedtoproducts,transactions,orservices.变异就是不连贯性。产出中的波动，有时被叫做“噪音〞它是引起缺陷的主要因素-不管是否和产品，运输或者效劳相关Remember:VariationExistsinALLProcesses记住：所有工艺中都存在变异32WhatisVariationReduction?什么是减少变异？5SVariation

ReductionExamplesarethebestwaytodescribeit.Coffeethatiseither“toohot〞or“toocold〞.Apurchaseof3identicalshirtsthatarethesamesize.Yet,oneofthemis“toolarge〞,anotheroneis“toosmall〞,andthelastoneis“justright〞.实例最容易描述它咖啡不是太热就是太凉购置3件同样号码的衬衫。结果，一个“太大〞，一个“太小〞，另一个“刚刚好〞Remember:VariationExistsinALLProcesses记住：所有工艺中都存在变异33WhatisVariationReduction?什么是减少变异？5SVariation

ReductionVariationReductionisachievedby:Identifyingthetypeofvariation.Usingasetofestablishedtoolstoreducethevariation.RootCauseAnalysisTools减少变异可以通过以下途径：识别变异的种类使用一套已建立的工具去减少变异根本原因分析Remember:VariationExistsinALLProcesses记住：所有工艺中都存在变异34DefinitionAtoolusedbyasking“5Why’s〞toimplementcorrectiveactionofaproblemandtobesureyouractionswilladdresstheROOTCause.Helpsgetpastthesymptomsofaproblem.定义它是一个工具，通过问5个为什么去执行问题的整改行动并确保你的行动是解决的根本问题帮助你获取过去问题的征兆Whatare5Why’s?什么是5个为什么？ThegoalistogettotheROOT

Causeoftheproblem!目标是得到问题的根本原因！35Procedure:过程：Whatare5Why’s?什么是5个为什么？Question“WHY〞aproblemorsituationexists.WHYhasitOccurred?为什么这个问题或现状存在。为什么会发生？WritetheResponsedown.记下答复Ask“WHY〞thisResponseHappeninaquestionformat.Howdidthishappen?用提问的方式接着询问为什么这个“答案〞会发生？4.WritethisResponsedown.记下答案Repeataskingthe“WHY〞inaquestionformatforatleastatotalof5Times.接着以询问的方式问问题至少问5次ThegoalistogettotheROOT

Causeoftheproblem!目标是得到问题的根本原因！36Whydidyourcarstop?为什么你的车子停下来？Becauseitranoutofgas.因为没油了Whydiditrunoutofgas?为什么会没油？BecauseIdidn'tbuyanygasonmywaytowork.因为我上班的路上没加油Whydidn‘tyoubuyanygasthismorning?为什么今天早晨没加油？BecauseIdidn‘thaveanymoney.因为我没钱Whydidn‘tyouhaveanymoney?为什么没钱？BecauseIlostitalllastnightinapokergame.因为我昨晚玩扑克全输了Whydidyouloseyourmoneyinlastnight‘spokergame?为什么昨晚玩扑克全输了？BecauseI‘mnotverygoodat“bluffing〞whenIdon’thaveagoodhand.因为当我手气不好的时候不善于玩“说假话〞StandardWork–5Why’sExample标准化作业-5个为什么举例37EliminateDefectsfromtheSource!从根源消除缺陷！WhatisPoka-Yoke?什么是自动防错？5SSimple,inexpensive,failsafedevicesorsystemswhichpreventmistakesfrombeingmadeorfrombecomingdefects.简单，廉价，带故障保护的设备或系统，可以预防错误及产品缺陷的产生Methodsthathelpoperatorsavoidmistakesintheirworkcausedbychoosingthewrongpart,leavingoutapart,installingapartbackwards,etc.是一种可以帮助操作员防止因选错零件，遗漏零件，反装零件等而造成错误的方法。38WhatisPoka-Yoke?什么是自动防错？5SMachine设备Spindle轴Work(spindlemountedincorrectly)工作〔轴错误的安装〕Chuck卡住了Work(correct)工作〔正确的〕MistakeProofingThisimprovementpreventsoperatorsfromaccidentallymountingaspindlebackwards次改进防止了操作员因反装轴而造成的损失Beforeimprovement没改前EliminateDefectsfromtheSource!从根源消除缺陷！39WhatisaKaizen?什么是改善？5SAKaizenisaneventthattypicallylasts3-5days,cantakeplaceoveranumberofweeks,andischaracterizedas:改善是一项3-5天的活动，也可以持续几周，可以表述为：Ashortburstofintenseactivityandeffort短期的富有激情的活动和努力Multi-functionalteams跨部门成员组成的小组Specificgoals具体的目标Workintargetedareas在区域内工作Dailyreviewsofprogress每天回忆进展Significantimprovementsinashorttimeperiod短期内重大的改进TypicalKaizenWeekMondayTuesdayWednesdayThursdayFridayLearnLeanToolsUnderstandProcessCollectDataMakeChangesMakeChangesFinalizeLeaderMeetingLeaderMeetingLeaderMeetingLeaderMeetingTeamReportOut