某知名企业目视管理办法(ppt 53页).ppt

1、1,康明斯目视管理法Cummins Visible Controls,2,目的 Objectives,阐述目视管理: 目标，定义，和标准 Describe Visible Controls: goal, definition, and criteria 了解如何运用 Understand how to use them 讲解4种做法 Define the 4 categories 展示与持续改进的联系 Show connection to Continuous Improvement Process,3,与CPS*的联系 CPS Connection,隐藏问题，不能使问题受到重视并得到解决。我

2、们必须能够很快地标识问题，并立即做出反应。问题点必须可以一目了然。 CPS 员工手册 1991，24页 *CPS-康明斯生产系统 “Hidden problems will not get attention and will not be fixed. We must be able to identify problems quickly and respond to them immediately. Trouble spots must be obvious at a glance.” CPS Employee Manual, 1991, pg. 24,4,.,注意！ATTENTION

3、！,下面两种方法对于信息运用管理可能会有很大的区别： How information is organized is perhaps the most distinguishing feature between 信息共享 目视交流 Information Sharing Visible Communication,5,目视管理目标 Visible Controls Goal,1. CPS 质量目标是： “使过程成效指标和问题均目视化” A CPS quality objective is to “make performance to processes and problems visib

4、le.” 2. 持续改进是我们的生存之道 Continuos Improvement is a way of life 3. 建立发展一个部门区域间交互责任的体系 Developing a system of overlapping responsibilities between functional area,6,目视管理 VISIBLE CONTROL DEFINITION,目视管理就是信息展示，全面直观地、方便地 能看见，以便对其做出反应，进行调整控制。 A visible control is defined as a display of information devised t

5、o be in full view or readily seen in order to allow reaction or regulation to the source or cause of information.,7,基本准则 Essential Criteria,使重要的信息以最快的速度方便地传递到决策和措施制定的地方 They are used to facilitate the transfer of important information as quickly as possible at the point where decision and action can

6、 be made. 1、简洁陈述 Simplicity of presentation 2、可视测评 Visibility of measurements 情况目视通报到每位员工 situation are visible to everyone 目标和责任目视通报到每位员工 goal and rules are visible to everyone,8,基本准则 Essential Criteria,3、每位员工进行参与 Everyones involvement 4、基础信息数据的真实收集 Undistorted collection of primary information 5、重

7、要数据的直接测评（至关重要的几个） The straightforward measurement of whats important (The Vital Few) 6、对紧急情况有全面的了解掌握 Achieve an overall feel of urgency 7、针对变异有完善计划和受训练的反映 Planned and disciplined response to abnormalities,9,行GO,我该如何做？ What should I do?,10,目视信息-不好 Visible Information -Bad Example,11,目视信息-好 Visible In

8、formation-Good Example,.,12,共同负责 Shared Responsibility,工厂质量水平 Plant Level 公司目标 Company Goals: *世界级 World class *CPS *通告Inform visitors,班组板块区 Teams Territory 班组目标Group Goal: *用户/供应商 customer/supplier *成本/质量/发运 cost/quality/delivery *问题 problem,独立工作站 Individual Workstation 工序说明 Operation Specific: *工艺

9、文件 Process doc. *标准工作图示 Std work charts *维护 Maintenance *环境管理 Housekeeping,13,工厂质量水平 Plant Level,团队班组 板块区 Teams Territory,用户Customer 支持 Support 方法 Methods 规范 Specification,用户 Customer 工厂测评 Plant measure,过程测评 Process measures,供应商 Supplier,维护 Maintenance,安全 Safety 独立工作站 Individual Workstation,供应商 Supp

10、lier 计划 Plans,安全Safety,14,目视管理准则The Rule of Visible Controls,班组必须审核和认可目视管理 The team has to review and approve any visible control “提交目视管理文件进行公开评议使员工获得认知，提供员工发表建设性意见的机会” “submitting a visible control document to a process of public scrutiny -result in better ownership of the knowledge and opportuniti

11、es for constructive criticism.”,15,公开式传达信息Openness of Communication,问题状况的明确展示使每位员工知道目前过程的状态“Visible display of problem status lets everyone know the current status of the process.”,度假, 一周后返回On vacation Return in 1week,16,生产计划展示 例1 Handout Solution for Situation 1 -Production Schedule for Plant B, Ex

12、ample #1,17,生产计划展示例2 Handout Solution for Situation 1 -Production Schedule for Plant B, Example #2,18,人力计划举例 Handout Solution for Situation 1 -Workforce Planing,A工厂 Plant A,B工厂 Plant B,19,四种展示 The Four Categories,目视生产控制 Visible Production Control 目视质量控制 Visible quality control 过程指示 Process indicator

13、s 进程显示 Making Progress Visible,改进 Improvement ： 节拍 cycle time 实际 Actual: 3.5 min reduction,20,生产管理 Production Control,(过程状态一目了然 understanding the process at a glance.) 看板或拉料卡显示材料状态 Chanson or Pull Cards showing material status 工作标准化 Standardized work charts 瓶颈工序标识出 Bottleneck operations identified 工

14、序流程图 Process flow charts 预先确定场所 Predetermined locations 整洁、工装和设备定置摆放 clear, designated tool& equipment locations,21,生产管理 Production Control,材料存储标识完善 well marked material storage 材料过量堆积 overflow areas 警示灯显示问题或异常情况 Andon displays to indicate problems or abnormal situations 生产量计数 Production count statu

15、s 发交状况 Delivery status 料箱（架）限制零件装载量 Containers limiting the amount of parts,22,料架满装指示举例Example of Production ControlInstructions for filling a container,错误 No 正确 Yes,满装线 Fill line,23,警示灯板 Andon (a lighting panel),发生故障传送信息的装置 Which is an “information transfer device for trouble occurrence”. 同时可指示停止或故

16、障解除警示 Also reference to as stop alarms, uptime lights,24,生产管理警示板 Production Control Board -Andon Board,目标 345 Target,实际 345 Actual,时间损失 8min Loss time,最新消息：工作站 3材料短缺， 工作站 6有质量问题 Status update:Station 3 has a material shortage, Station 6 has a quality problem,6,7,8,9,10,1,2,3,4,5,25,生产警示灯有如下表示：Exampl

17、e of Production: Andon Lights,-红色 Red : 生产线停止Line Stop -黄色Yellow: 请求支持援助 Worker has called for help -绿色Green: 正常 Normal operation,26,警示灯有如下表示：Example : Andon Lights,-红色Red: 设备故障 Machine trouble -白色White: 生产终止 end of production run -绿色Green: 材料短缺停产 no work shortage of mat. -兰色Blue: 有问题 defective unit

18、 -黄色Yellow: 要求调整 set-up required,27,过程指示 Process Indicators (用于监控工作进程的设施 devices for monitoring work progress),设备机油消耗 Machine oil consumption 班组培训矩阵表(技能水平/培训项目) Team training matrix (skill level/training) 安全成效 Safety results 内部环境管理维护成效 Housekeeping results 库存周转 Inventory turns 色彩编码任务 时间安排卡片 Color co

19、ded job scheduling cards 在制品 Line side storage 节拍 Tat time, cycle time 调整时间 Set-up Time SPC 图 SPC charts,28,过程标示举例: 发动机挂旗Example of process indicators:Engine Flags,红色 - 发动机质量问题要拆检 Red - Engine Quality Teardown 黄色 - 缺“自制”件 Yellow - Shortage of “made in works” part 兰色 - 缺“外协”件 Blue -Shortage of “bough

20、t out finished “ part 绿色 - 发动机准备做试验 Green -Engine ready for test 白色 - 等待检查 White -Awaiting inspection,29,质量管理 Quality Control (质量状况一目了然 understand quality status at a glance),用户质量水平 Customer Quality Levels 工序控制纪录 Process Control Records SPC图 SPC charts CPC情况 CPC status (CPC triangles) 量检具检定状况 Gauge

21、calibration status 接受/不可接受标样 Boundary Samples referencing acceptable/non-acceptable quality 供应商质量成效 Supplier results 规定明确的不合格品区 Clearly defined non-conforming area 工艺文件 Process Documentation 检查计划 Inspection plans,30,工作场地一目了然A VISIBLE WORKPLACE,产品陈列 Product display,用户反馈 Customer Feedback,成效展示 Results

22、 displayed,31,工作场地一目了然A VISIBLE WORKPLACE,32,33,34,35,36,37,38,39,40,41,42,43,工作场地一目了然 A VISIBLE WORKPLACE,谈论视觉图像信息却不用图片，似乎有些似是而非。这就是展示车间目视管理图片的原因。 It would be somewhat paradox to speak of visual communication without relying on an image. This is the reason for presenting a visual workplace. 上张图示不是固

23、定不变的逐条要遵循的实际例子，每个工厂有各自不同的实际操作运行情况。没有理由完全按照图示中每个项目去实施。其他内容或展示可能更适合具体的情况。这里主要是提供目视交流、管理的一种思路。 The workplace depicted is not a practical example to be followed literally. Each firm has its own constraints and operating structure. There is no reason automatically to include everything appearing in this

24、sketch. Conversely, other elements-or other forms of presentation-maybe more suitable for certain situation. In this portrayal, the intent is to present significant visual communication themes.,44,工作场地一目了然 A VISIBLE WORKPLACE,班组板块 The Teams Territory 1.板块标识 Identify territory 2.标识活动、资源和产品 Identify a

25、ctivities, resource,& product. 3.班组园地 Identify the team 4.地面标记 Marking floor 5.标识工装和工位器具 Marking of tools and racks 6.技术区域 Technical area 7.交流和休息区域 Communication & rest area 8.信息和指示 Info. & instruction 9.清扫工具 Neatness (broom) 目视文件 Visual Doc. 10.生产指导和技术程序 Manufacture Instruction & tech. procedure,45

26、,工作场地一目了然 A VISIBLE WORKPLACE,目视生产管理 Visual production control 11.计算机终端 Computer terminal 12.生产计划 Production schedule 13.维修计划 Maintenance schedule 14.零标识 Identification of components 目视质量管理 Visual quality control 15.设备监控信号 Machine monitor signals 16.SPC 17.记录 指标展示 Display Indicators 18.目标、结果和差距Objec

27、tives, results, and differences 进展 Rendering Progress Visible 19.改进活动 Improvement activities 20.公司方针、计划和任务 Company policy, project & mission,46,实施改进 Making Improvements（目视板可使每个员工追踪改进工作的进展）(Display so that anyone can follow improvement work as it progresses),用户满意 Customer satisfaction 用户/供应商合作协议Custo

28、mer/supplier working agreements 项目和状况 Projects and status 改进活动 Improvement activities 之前/之后 Before/After 培训计划 Training matrices 改进板 Improvement boards 问题解决过程 Problem solving process status 库存降低腾空场地 Floor space freed up due to inventory reduction 预防性维护计划 Preventative maintenance schedule,47,合适的搬运摆放作业

29、指导Instructions for Proper Stacking Procedure,不在正确 No 正确Yes,48,预防问题重新设计 Re-design for prevention of problem,目视管理的实施Levels of Visible Controls Implementation,工艺文件 Process documentation 环境维护管理 Housekeeping duties 图表-发交 ,员工培训计划 Charts - parts shipped, - operator training matrices,检查计划 Inspection plans 不

30、合格品报告 Reject reports,色斑材料区 Color striped material zones SPC 图 SPC charts 控制限 Boundary samples 发动机试验 Engine test,活塞环颜色码 piston ring color code 特殊力矩复检 specialized torque overchecks,预防 PREVENTION,发现 DETECTION,停线 灯machine down lights 装配红灯 assembly red lights 2预通道无线系统 2-way radio system,最初展示运行状态 Initial

31、display of operational status,质量信息和规范 Quality information & specification,工作环境探测异常 Work environment for abnormality detection,问题可视或可见警示 Visual or audible alerts to problem,防错 Failsafing,自动 Automation,49,“标准是一个参照点, 提供给班组追随的目标, 同时也提供了出发的起点.”“A standard is a point reference that simultaneously provides the group with a point to adhere to and a point of departure.”,通过信息展示, 建立了工作和改进有据可依的“标记