标准化.ppt

Standardization标准化,员工参与,标准化,制造质量,缩短制造周期,持续改进,QualityFeedback/Feed-forward,StandardizedWork,VisualManagement,Work-placeOrganization,ProblemSolving,ContinuousImprovementProcess,TotalProductiveMaintenance,ScheduledShipping/Receiving,SupplyChainManagement,InternalPull/Delivery,SimpleProcessFlow,TemporaryMaterialStorage,FixedPeriodOrderingSystem/OrderParts,TeamConcept,PeopleInvolvement,OpenCommunicationProcess,Standardization标准化,Vision/Mission,ManagementbyTAKTTime,ShopFloorManagement,QualifiedPeople,ProductQualityStandards,QualitySystemManagement,LeanDesignofFacilities,Equipment,ToolingandLayout,EarlyMfg.andDesignIntegration(DFM/DFA),SmallLotPackaging,ControlledExternalTransportation,Standardization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,PRODUCTIVITY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,Standardization标准化,AStandardIsTheBestCurrentPracticeBasedOnManyPeoplesExperience&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,DONTSHORTCUTTHESTANDARD!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。,IFYOUDONTLIKETHESTANDARD,TRYTOCHANGEIT,BUTNEVERSHORTCUTIT.若你不满意这个标准，试着改变它，切勿走捷径。,Standard,Shortcut,WhatHappensWhenWeDoNotFollowStandards?如果不遵照标准会怎样？,EVERYYEARPEOPLEDIEFROMNOTFOLLOWINGLOCK-OUTPROCEDURE,U.SSUBMARINEHITSJAPANESEFISHINGBOAT-SURFACINGPROCEDURENOTFOLLOWED,EXXONVALDEZOILSPILLCAPTAINDIDNOTFOLLOWSTANDARDS,GERMANPLANECRASHESINSWITZERLANDAIRTRAFFICCONTROLPROCEDURESIGNORED,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。DiscussasateamandreportTake5minutes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）,ManufacturingProcessValidation,In-ProcessControl&Verification,VisualManagement,ManagementbyTAKTTime,ProblemSolving,ContinuousImprovementProcess,TotalProductiveMaintenance,LevelVehicleOrderSchedules,SupplyChainManagement,TemporaryMaterialStorage,HealthandSafetyPriority,PeopleInvolvement,Values,Vision/Mission,ShopFloorManagement,Standardization标准化,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,ScheduledShipping/Receiving,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,5S,PutordertotheworkplacebymakingStandardsthatallow“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,5S,5SelfDiscipline/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(),RedLabelCampaign,Sift/Clear整理,1Sift/Clear(),IfInDoubtThrowItOut!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700pcs,Med.Bolts中等螺栓500pc.,LargeBolts大螺栓300pcs.,L850RubberHose橡胶管,2Sort/Standardize(),1Sift/Clear(),Sort/Standardize整顿,MakeAStandard!制定标准,2Sort/Standardize(),1Sift/Clear(),Sweep/Clean清扫/清洁,3Sweep(),2Sort(),1Sift(),“Sweeping”ischecking!清扫既是检查！,Check,Sustain/Maintain维护,IdentifyTasks确定任务AssignResponsibility划分责任SetTargets设定目标,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,Itiseveryonesresponsibility!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DiscussasateamandreportTake10minutes小组讨论、汇报10分钟,5SEXERCISE,INSERTWORKSHEET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？,ExampleofCabinet5S橱柜5S范例,Cabinet“Before5S”5S之前的橱柜,Cabinet“After5S”5S后的橱柜,Exampleof5S,ManufacturingProcessValidation,QualitySystemManagement,In-ProcessControl&Verification,VisualManagement,AndonConcept,ProblemSolving,ContinuousImprovementProcess,BusinessPlanDeployment,TotalProductiveMaintenance,ControlledExternalTransportation,ScheduledShipping/Receiving,LevelVehicleOrderSchedules,SupplyChainManagement,SimpleProcessFlow,TemporaryMaterialStorage,HealthandSafetyPriority,PeopleInvolvement,Values,Vision/Mission,ShopFloorManagement,Standardization标准化,LeanDesignofFacilities,Equipment,ToolingandLayout,EarlyMfg.andDesignIntegration(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,StandardizedWork标准化工作,Standardizedworkisusedwhenthereisadefinable,repeatableprocess.当工序明确可重复时，采用标准化工作,StandardizedWorkCanBePerformedEverywhere!随处都可以开展标准化工作!,Everyonecanperformstandardizedwork!每个人都可以进行标准化工作！,EmployeesShouldBeInvolvedInDevelopingStandardizedWorkTheyKnowTheJobTheBest!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,EachIndividualHasGoodIdeasIfWeDoNotDocumentTheBestMethodsThenWeAreNotFullyUtilizingTheTeamsBrainpowerandWeWillNeverImproveOrWeMayActuallyGetWorse!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！,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),ContinuousImprovement,Standardization,ThereIsaRealBalanceBetweenStandardizationandContinuousImprovement.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,LegoExercise,StandardizedWorkBasics,CycleTime,001L,ActualTaktTime,5”4”3”2”1”,Time,StandardizedWorkBasics,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,Identifiesimportantkeypointsusingsymbols,Ensuresstandardacrossshiftsviasign-off,DocumentschangestotheStandardizedWork,Documentsworklocation,Visualizesworkermovementviasketch.,Symbol,MOVINGLINESTANDARDOPERATIONSHEET,Group/team,JOBNAME,Operation:,S,ElementName,y,s,Work,m,t,element,b,e,Registered,Handwork/Model,o,p,Number,l,Totalhandwork/walkingbymodelsec.,Cycletimesec.,Volume%,Weightedaverage,Return,Walk,(R3)(R2),(R4),(IR),(L3),(L1),(L4),(R1),(L2),(IF),(E),(CF),(CR),(T),C,Quality,Checks,SafetyforOperator,Critical,Process,for,CR,T,L4,IR,L3,IF,L2,L1,CF,E,SUB,MAT,LocationLH,Frequency,CR,T,R4,IR,R3,IF,R2,R1,CF,E,SUB,MAT,LocationRH,Frequency,CycleTimeChart,weightedaveragecycletime,OptionorModel,Time,Volume%,s,WalkTime,walking,ActualTaktTime,SignatureTeamLdrSuperv.ShiftMgr.,ShiftAShiftBShiftC,Revisions,Mo./Yr.,Sign.,WhatChange,ConfirmationofAdherence,Date,Signature,VisualizesA.T.T.Vs.CycleTimesofthejobviatheCycleTimeChart,ElementsOfGoodStandardizedWork(),Symbol,MOVINGLINESTANDARDOPERATIONSHEET,Group/team,JOBNAME,Operation:,S,ElementName,y,s,Work,m,t,element,b,e,Registered,Handwork/Model,o,p,Number,l,Totalhandwork/walkingbymodelsec.,Cycletimesec.,Volume%,Weightedaverage,Total,Return,Walk,(R3)(R2),(R4),(IR),(L3),(L1),(L4),(R1),(L2),(IF),(E),(CF),(CR),(T),C,Quality,Checks,SafetyforOperator,Critical,Process,for,CR,T,L4,IR,L3,IF,L2,L1,CF,E,SUB,MAT,LocationLH,Frequency,CR,T,R4,IR,R3,IF,R2,R1,CF,E,SUB,MAT,LocationRH,Frequency,CycleTimeChart,weightedaveragecycletime,OptionorModel,Time,Volume%,s,WalkTime,walking,ActualTaktTime,SignatureTeamLdrSuperv.ShiftMgr.,ShiftAShiftBShiftC,Revisions,Mo./Yr.,Sign.,WhatChange,ConfirmationofAdherence,Date,Signature,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?,QualitySystemManagement,In-ProcessControl&Verification,QualityFeedback/Feed-forward,StandardizedWork,VisualManagement,Work-placeOrganization,AndonConcept,ProblemSolving,BusinessPlanDeployment,TotalProductiveMaintenance,ScheduledShipping/Receiving,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,SimpleProcessFlow,TemporaryMaterialStorage,FixedPeriodOrderingSystem/OrderParts,HealthandSafetyPriority,TeamConcept,Values,Vision/Mission,ShopFloorManagement,Standardization标准化,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,ControlledExternalTransportation,ContinuousImprovementProcess,TaktTime=,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,ILoveLucy,(StartvideoatChocolateAssemblyLine)录象从巧克力的生产线开始,ILoveLucyVideoPartIIGroupDiscussion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Discussasanopenforumnotbyteams论坛讨论非小组讨论,ILoveLucyVideoDiscussion,Whatdidweseeinthevideo: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:NowaytocallforhelpNowaytostoplineorpreventdefectsfromleavingstation,ILoveLucy,ExampleofUnleanChocolateFactory不精益的巧克力工厂例子TakttimesloweddownTAKTTIME减慢Cycletimenotadjustedtothetakttime周期时间与TAKTTIME不符,CycleTime,Lucy,Ethel,ActualTaktTime,TeamMember,CycleTime,5”4”3”2”1”,Time,ManagementByTaktTimeTaktTime,ExampleofUnleanChocolateFactory不精益的巧克力工厂TaktTimeArbitrarilySpeedUpTAKTTIME随意加快CycleTimeNotAdjustedtoTaktTime周期时间与TAKTTIME不符,CycleTime,Lucy,Ethel,TaktTime,TeamMember,CycleTime,5”4”3”2”1”,Time,Overburden!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,TaktTimeChangesMustBeCommunicated&Planned!TaktTime的改变必须经过协商或计划!,JustthinkofpoorLucy!,ExampleofLeanChocolateFactory精益的巧克力工厂TaktTimeIsConstant,BasedonDemandTAKTTIME基于需求恒定CycleTimeIsAdjustedtoTaktTime周期时间与TAKTTIME一致,CycleTime,Lucy,Ethel,TaktTime,TeamMember,CycleTime,5”4”3”2”1”,TaktTimebasedondemandTAKTTIME根据需求,Time,ManagementByTaktTimeTaktTime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”TAKTTIME,x,1.07DowntimeLoss1.07停线损失,=,107UnitsNeededCapacity107辆产量,107Units107台,433minutes433分钟,=,4.04mins.4.04分钟,ACTUALTAKTTIME(实际费时),OFWASTE,107CAPACITY107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,CycleTime,433100,=4.33,433-30100,=4.04,AndonStops: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,ManufacturingProcessValidation,QualitySystemManagement,In-ProcessControl&Verification,QualityFeedback/Feed-forward,StandardizedWork,Work-placeOrganization,ProblemSolving,ContinuousImprovementProcess,TotalProductiveMaintenance,ControlledExternalTransportation,ScheduledShipping/Receiving,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,SimpleProcessFlow,TemporaryMaterialStorage,FixedPeriodOrderingSystem/OrderParts,HealthandSafetyPriority,PeopleInvolvement,Values,Vision/Mission,ShopFloorManagement,Standardization标准化,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,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,x,x,VisualManagementKeyConcepts目视化管理主要概念,STATUSATAGLANCE一目了然的状态,GUIDELINESHOULDNOTTAKEMORETHANONESECONDTOGRASPANYSITUATION!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!,ImOK!,WalkHere!,OnTarget!,Imontime!,VisualManagement目视化管理,MaketheShopFloorTalktoYou!使车间也会说话,“APictureIsWorthAThousandWords.”“百闻不如一见”,Visualizationvs.VisualManagement目视化与目视管理,NiceCharts!,Verypretty!,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,1,2,3,9,10,11,5,4,6,31,30,28,29,23,24,25,16,17,18,7,8,13,19,20,26,27,14,15,21,22,ClearOutOfStandardConditions突出异常情况,12,TRIM1,1,2,3,4,5,SAFETY安全,QUALITY,RESPONSIVENESS质量，响应,X,StatusAtAGlance-Examples,CommunicateInformation-Examples,Showphotosofnormal“WalkDontWalk”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,FPS,FPS,Reorder,9pcs,25-02-023L,25-02-023L,WorkstationAddressSign,Label,Label,Label,Label,Label,Label,Label,Label,GreenStartMark,RedFinishMark,BestPeoplePractices,ProductAssemblyDocument,KeyPointChart,Manifest,RequiredPersonalProtectiveEquipmen