生产现场管理目视化

生产现场管理目视化Howaboutyourenterprise

什么样得企业垃圾到处都就是,没有人捡起来别人扔得垃圾由专人捡每个人自觉维护环境整洁,没人乱扔垃圾三流企业二流企业The5S’sandVisualControls5S与目视化控制The5S’sneedandcreateaclearVisualWorkPlace、

5S需要,也能够建立一个清晰得目视化工作区

Avisualworkplaceiswhenanyonecanwalkinandvisuallyunderstandthecurrentsituation、

所谓目视化就就是,当任何人走进车间,可以直观地了解目前状态:

Thatis,visuallyunderstandthe:

workplaceorganization,车间组织

theworkprocess,工作流程

whenthereisanabnormality,and就是否出现异常

iftheyareahead,behindoronschedule计划提前,延误,或按期

Wecreatethevisualworkplacewithvisualcontrols

我们使用目视化控制方法,建立目视化车间VisualManagementinOurWorld

目视化管理无处不在Visualcontrolsareallaroundus、我们身边得目视化控制方法Allbusinesseshaveproblems!!

问题无处不在!!Thegoodbusinesseskeeppacewiththeirproblemsandsolvetherootcauses、

良好得系统会追踪问题并解决根本原因、Thesesuccessfulbusinessesdistinguishbetweenthenormalvs、abnormalandmakewasteobvioustoallusingvisualmanagementtechniques、

成功得系统能够区分正常与异常,使用目视化管理方法让浪费暴露无遗VisualManagement

目视化管理Makingproblemsvisibleisnotenough!光发现问题就是不够得Ifwedonottakeactionontheseproblems,wewillbewastingourtimeandallinvolvedwillloseinterestandtheimprovementwillnotsustain、如果我们不去处理掉这些问题,那就是在浪费时间,大家会失去兴趣,改进得成果难以维持VisualManagement

目视化管理BenefitsofVisualManagement

目视化管理得益处VisualManagementtiesintothe5Sstrategy(4th“S”seiton,orstandardize)、

目视化管理与5S之清洁策略既矛盾又统一VisualManagementbeginswithmakingthefactory‘sabnormalitiesandwastecleartoeveryone、

目视化管理从暴露工厂得异常与浪费开始,让每个人都清楚Wemustmovefromhavingonly"specialists"understandtoanenvironmentwhereeveryoneunderstands!

我们必须从只有少数人理解上升到所有人都理解SafeSafeSafeLOWDIRTYGLOVESHARDHATAREAFIREEXSTINGUISHERSLEDGEHAMMERPRODUCTIONRESULTSQUALITYRESULTS

SCHEDULESOPsCLEANGLOVES137TODAY’SRUNWARNINGHOTSTEEL600TODAY’SGOAL

STATION3OPERATORmentontheValueoftheVisualManagementUsedBelow…评论如下得目视化管理VisualManagementTools

目视化管理工具ExamplesofVisuals:目视化示例

RedTagStrategy(5SProgram)挂红牌Sign-boarding布告板LineDemarcations生产线得划分 Floors&Aisles地面&过道StackHeightLimits堆叠高度限制AndonLamps安灯/指示灯Kanban瞧板ProductionManagementBoards生产管理板StandardWorkCharts标准化工作图表DefectiveItemDisplays不良品展示ANDONLIGHTS-Lightsinstalledonequipment,linesorcellstoindicatethestatusofproduction、指示灯-安装在设备,生产线,生产细胞显示生产状态PossibleUses:Red-meansmaintenanceisneededimmediately、Yellow-meanstheteamrunningoutofpartssoon、Green-meanstheteamisrunningpartsasnormal、红色-需要立即维修黄色-零件即将耗尽绿色–生产正常Teamswillspecifythemeaningofthelightsbasedonanarea’sneeds、基于不同场合得需要,团队可以指定指示灯得含义VisualManagementTools

目视化管理工具Machineabnormality设备异常Indicatesthemachinehasdetectedanabnormality

显示设备检测出异常Defect,overproduction,etc缺陷,过载等ThisisJidokaimplementation这就是防呆措施Automaticallytriggered自动触发Eitheronoroff即开即关TypesofAndons

安灯得类型Materialre-supply补料Indicatesthatpartsre-supplyisneeded

显示需要补料Maybetriggeredmanuallybyoperatororautomaticallybysensorinpartsbin

通过料箱里传感器手动或自动触发Eitheronoroff

即开即关VisualManagementTools

目视化管理工具TypesofAndons

安灯得类型Operatorstatus操作工得状态Indicatesoperator’sstatuswithrespecttoTAKTtime

显示操作工符合生产节拍时间Manuallytriggered

手动触发Usecolorcodes:

颜色含义Green,ok;

绿色,ok;Yellow,needassistance;

黄色,需要帮助;RedmissedTAKTtime

红色,赶不上生产节拍

VisualManagementTools

目视化管理工具GAGESandINDICATORS量具与指示器Abnormalsituationshouldbeunderstoodataglance、Noneedforinterpretation、Considermountinggagessothatnormalconditionsareinthesameorientation、只要扫一眼就能发现异常,无须解释、安装量表要考虑正常状态得在同一方向FULL010203040Safe010203040SafeNotThis This NotThis ThisVisualManagementTools

目视化管理工具KEYPERFORMANCEINDICATORBOARD

关键绩效显示瞧板TeamboardthathighlightstheprogressofateaminmeetingkeygoalsforS,Q,D,C、Theseboardsareusedtotrackandhighlightcountermeasures、瞧板显示了团队关于安全、质量、交货、成本关键指标得完成情况、瞧板用来追踪与强调纠正预防措施VisualManagementTools

目视化管理工具TEAMINVOLVEMENTBOARD–

团队瞧板

AboardthattheteamusestodisplaytheirACHIEVEMENTSanddescribetheirteamthroughtheirteamname,pictures,awards,etc、

瞧板显示团队曾经取得得成就,描述团队成员得名字,照片,奖励等TEAMINVOLVEMENTVisualManagementTools

目视化管理工具Kaizen改善Kaizen\Ki-zen\acontinuousimprovementmindset、Everythingthatwedotodaycanbeimproved、Thereisnosuchthingasaperfectprocess、Kaizenhasnoend、持续改善,我们今天得任何事情都可以改善,没有完美得流程,改善无止境Leavetitlesatthedoor–oneperson,onevoice,nopositionorrank、Tenperson’s ideasarebetterthanoneperson’s、三个臭皮匠顶个诸葛亮Keepanopenmind虚心Thinkofhowthenewmethodwillwork–notwhyitwon’t、

多考虑新方法如何工作,而不就是拒绝Don’tacceptexcuses、不接受借口Don’tletthepursuitofperfectiongetinthewayofmakingthingsbetter、

不要追求完美以至阻碍改善InvolveassociatesfromKaizenarea、Keeptheminvolvedthroughoutprocess、让员工参与改善得全过程Thinkcreativitybeforecapital、Ifyouhavetospendmoneyonimprovements,simulateitfirst、

投资前要考虑回报,如果花钱做改善,先模拟一下Ask“why”fivetimes、Thenaskanyandallotherquesti