Kaizen12步法培训材料

Kaizen12步法培训材料 改善故事法KAIZEN Story12steps?JIPM-S何为Kaizen？3改善故事法程序KAIZEN StoryProcedure?1定义损失Identify thelosses?2选择和诠释主题Selection andjustification of the subject?3了解过程和设备Understand the process andequipment?4掌握实际情况Grasp theactual situation?5建立目标Establish objectives?6制定计划Make aplan?7分析原因Cause analysis?8提出对策Propose countermeasures?9实行对策Carry outcountermeasures?10检验结果Verify the results?11标准化Standardization?12未来计划Future plans用此方法可建立一个简单和清晰的顺序来解决问题This methodsets upa simpleand clearsequence to solve the problems.改善故事法12步KAIZEN Story12Steps始于一个新的循环Begin aNew Cycle改善故事法12步KAIZEN Story12Steps1.鉴别、分类损失Identify/Classify losses2.选择与验证（最主要损失为首）Select&Justify(Biggest LossFirst)3.了解过程/设备Understand process/equipment4.掌握实际情况Grasp theActual Situation5.建立目标Establish Objectives6.制定一个计划Make aPlan7.分析原因Cause Analysis8.提出对策Propose Countermeasures9.实行对策Carry outcountermeasures10.检验结果Verify the results11.未来计划Future plans达到目标了吗？Were ObjectivesObtained?12.未来计划维持,收益,产出,准备计划摘要，MP等Future PlansSustain,Benefits,Roll Out,Prepare ProjectSummary,MP,etc.是Yes不是No1.定义损失Identify thelosses OEEor EE瓶颈设备或机器Bottle neckline ormachine分类损失Classify thelosses工厂，产线或设备的首要课题Priority themesin theplant,line orequipment?故障Breakdowns?更换Changes?启动Start ups?短时停机Chokotei?降速Speed reduction?缺陷/返工Defects/rework1.定义损失Identify thelosses?在开始阶段，小组支持人定义小组名称，团队成员，和小组截止日期。 ?并且1.保证战略目标优先（KPI)2.用柏拉图识别主要损失3.量化损失，客观选择?注在此阶段最好关注于客观描述问题，避免直接跳到结论或解决方案。 2.选择和诠释课题Selection andJustification ofthe subject (1)选择课题Select the subject?此课题应以如下形式表达?The subjectshould beexpressed asfollows:“XX ofthe DDin”XX行动你想做什么方向和水准XX Action-what you want to do.Direction andlevel解决你想解决的问题（减少，消除等）(reduce,eliminate,etc.)to which you want to solvethe problem即“在整个过程中对缺陷率的降低”i.e.“Reduction ofthe defectrate inthe fillingprocess”DD:什么我们想要攻克的损失（故障，短时停机，质量缺陷等）DD:What.The lossthat wewant toattack(No.Of breakdowns,minor stoppages,quality defects,etc.):影响范围从产品，工序，设备及劳动力中找到问题:scope orreach.Name ofproduct,process,equipment orlabour inwhichyoufound the problem?针对最大的损失开始工作?Start workingon thebiggest loss.在损失分解中短时停机比重最大层化短时停机2.选择和诠释课题Selection andJustification ofthe subject? (2)选择这个课题的理由Reason why you chosethe subject-1?分析损失并明确你为何选择这个损失?Analyze theloss andmake clearwhyyouchose thisloss分类和量化损失Classify andquantify theloss?联系损失明确自己所要做的正确性?Make clearwhat exactlyyouwantto do with thatloss即改善包装程序作业i.e.Improve thepacking processtask你所做的改善怎么才是正确的？How exactlydo youwanttoimprove?减少棘手任务的数量？Reduce thenumber oftasks involved?提高生产力？Improve theproductivity?修正和改善人类工程学Revise andimprove ergonomics?诠释课题-2Justification ofthe subject-2最高管理方针Top Managements Policy部门方针Department Policy?紧急级别Urgency level?重要级别Importance level?评估结果Estimated results?公共主题Common theme?解决难度等级Grade ofdifficulty tosolve3.了解过程及设备Understanding theprocess andthe equipment程序问题的摘要Summary oftheprocessin question设备问题的摘要Summary ofequipment inquestion结构和机械装置中的重点部分Structure andmechanism ofimportant points(结构图表，产出)(Structure diagram,lay out)了解基本准则和原理Understand thebasic rulesand principles?确认和回顾基本知识以分析原因?Confirm andreview basicknowledge forcause analysis (1)清晰定义控制特征Clearly defihe control characteristics?例如,什么是缺陷?For example,what isdefect?你如何能量化它?How canyou quantifyit?用什么时间单位去控制数据?What timeunit doyou useto controlthis data?每月?每天?Monthly?Daily? (2)建立基准Establish BenchMark(initial referencepoint)?原因如果你不知道在改进之前的最初水平，你将无法衡量的改进后应用对策。 CauseIf you do notknow thelevel whereyou originallywere beforemaking theimprovement,you will not beable tomeasure theimprovement afterapplying the countermeasures.?基准应是几个月的平均值The benchmarkshould bethe averageof severalmonths?如果你正在处理一个故障，你需要数据的至少3个月。 如果这不是经常发生故障，你需要的数据至少一年为基准。 If youare dealingwith abreakdown,you needthe dataof atleast3months.If thisbreakdown doesnot happenoften,you needthe dataof atleast oneyear asBenchmark.4.掌握实际情况Grasp actual situation5.建立目标Establish anobjective?什么?:控制的特点是确定当前步骤对实际情况的理解What?:Control characteristicsthat weredefined inthe stepwhere theactual situationwas understood?在何时?:在解决问题的日期之间For when?:Due datetosolvetheproblem?要做什么?:数字的目标（价值）What todo?:Numeric objective(Value)建立一个有远大雄心但切实可行的目标Establish anambitious butfeasible target基准BM目标Objective6.制定计划Make aplan No.程序Procedure1定义损失Identify thelosses2选择和诠释主题Selection andjustification ofthesubject3了解过程和设备Understand theprocess andequipment4掌握实际情况Grasp theactualsituation5建立目标Establish objectives6制定计划Make aplan7分析原因Cause analysis8提出对策Propose countermeasures9实行对策Carry outcountermeasures10检验结果Verify theresults11标准化Standardization12未来计划Future plans?获取问题发生的根源并有一张清晰的了解发生了什么样错误的图表Get to the rootcause thatmakes theproblem ourand havea clearpicture ofwhat iswrong.?用4M的方法重复问为什么。 Repeat thewhy whyfrom the4M standpoint.?基于基本原理和法则列出一张所有可能原因的清单Make alist ofall thinkablecauses basedon theprinciples andbasic rules?不要用“鱼骨图”，因为它是仅仅基于直觉和经验而不是事实。 ?Do notuse“the fishbonediagram”because itis basedonly onintuition andexperience insteadof facts.7.分析原因Cause Analysis*应用各种措施根据问题Apply eachmeasure aordingto theproblem?5个为什么分析Why whyanalysis?物理模型分析P-M Analysis?功能（时间）的分析Analysis offunctions(times)?运转路线分析Movement routeanalysis?研究和评估的对策是永久性的，不允许再次发生。 Study andevaluate countermeasuresthat arepermanent anddont allowthe recurrence.?选择改进措施考虑以下几点；Select theimprovement measureconsidering thefollowing points;成本the cost,限制条件the restrictingconditions,影响其他的进程和问题impact onother processesand problems8.提出对策Propose countermeasures?即使对策是完美的，如果执行的不恰当，问题同样也解决不了。 Even if the countermeasureis excellent,iftheexecution isnot correct,theproblemwillnotbe solved.?“如何正确而有效的实施对策”，你将需要建立一个系统化的方案“How tocarry outthecountermeasurein acorrect andefficient way”You willneed aplant thatestablishes:?截止日期due date?负责人who isresponsible?将在哪里实施where itwill becarried out?怎么去实施how itwill becarried out9.实行对策Carry outthe countermeasures?*验证控制特征的问题Verify thecontrolcharacteristicsoftheproblem?*检查每个对策的结果确认哪些是真正有效的对策。 通过真正有效的对策在类似的设备实施水平扩展以避免浪费时间，从而达到成果。 Check theresults ofeach countermeasureVerify whichcountermeasure wasreally effective.Carry outhorizontal deploymentfor similarequipments throughthe reallyeffective countermeasureand avoidwasting timeor efforts.?*尽可能多的量化的具体成果和控制特性（故障，短停机，缺陷比率）Quantify thetangible resultsand controlcharacteristics(of breakdowns,chokotei anddefective rate)as muchas possible.10.检验结果Verification ofResults基准BM对策2contermeasures2目标Objective对策1contermeasures1为了防止重复发生，要确认哪些项目确实有必要处理及维护和控制。 In orderto preventrecurrences,clarify whatitems really