精益生产日常管理培训资料ppt课件

.,1,DailyManagement日常管理,.,2,IntroductiontoDailyManagement日常管理介绍,DailyManagementistheprocessDanaherusestoManageOperationsattheGenba日常管理是用来管理Genba操作的程序。,.,3,Welcome欢迎,Introductions介绍GroundRules基本法则HousekeepingItems内务项目,.,4,WhatisDailyManagement?什么是日常管理？,ManagementprocessandtoolswhichdriveimprovementinValueStreamSQDCKPIsattheGenba是促进Genba价值流SQDCKPI改进的管理程序与工具。ExquisitedisciplineisthenormandoutputfromourValueStreamsbecomespredictableatthehighestSQDCpossible严格的制度是价值流的标准与结果，在SQDC达到最高程度时是可以达到的。DeliveronwhatyourCustomerexpects满足客户的预期目标。,.,5,ObjectivesofDailyManagementRoll-Out日常管理展示目标,ApplykeyelementsofDailyManagementProcess应用日常管理程序的关键内容ConductDailyManagementidentifywhattocheck,whentocheck,andhowtocheck建立程序检查；确认检查什么、什么时候检查以及如何检查。Trainoperatorsandqualitytechnicians培训操作员与质检技术员Establishcontrolchartsasappropriate适时制定控制图表。Whereassemblycellsareestablished:在建立装配班组的地方：Puttestandequipmentinthecell在班组进行测试Identifyallpointswherechecks/inspectionsareneeded(StandardWorkSheet)确定所有需要检查/检验的部位Setupscrapbinsasnecessary如有必要建立废料仓Goalisqualityatthesource目标就是保证质量。,2004Danaher.AllRightsReserved,.,56,2.CreatecellswithqualitychecksbuiltintotheStandardWork创建标准工作中包含质检的班组,Haveoperators/assemblersdoingtheinspection让操作员/装配工进行检查Needtobuildqualityintothecellandprocess必需将质检纳入班组与程序中。Watchcalibrationandsensitivityofequipmentinthecells监督班组设备的校准与灵敏性,2004Danaher.AllRightsReserved,.,57,3.Developpoka-yokeintotheprocesses将poka-yoke纳入程序,Whereappropriateandneededbuildmistake-proofingintotheprocess适当且需要的时候，将故障检验纳入程序Ifyouhaveatoolroom,takeadvantageoftheirskill-setandcreativity假如有工具间，充分利用。,2004Danaher.AllRightsReserved,.,58,4.MeasureQualityResultsEveryDay每天测定质量结果,1stpassinspectionbycell(#ofdefect/totalproduction)normallyexpressedinPPM.Rollupyieldscanalsobeused.Makesureprocessiskeptsimple班组初次通过检验，通常以PPM表示。也可使用积累产量。确保程序的精简。Reviewcontrolchartsandre-establishcontrollimitsasneeded.FrequencyofinspectionafunctionofCPK检查控制图表，并按需要重新制定控制限度。检查频率，CPK职能。In-WarrantyReturnsfromcustomersmeasuredinPPM客户的保修件在PPM中测定。Scrap$废料价值VisualBinsforScrap直观的废料仓,2004Danaher.AllRightsReserved,.,59,4.MeasureQualityResultsEveryDay每日测定质量结果,SeeAppendixCforExamplesofQualityReports质量报告范例见附录C,SeeAppendixDforExamplesofQualityVisualManagement质量目视管理范例见附录D,2004Danaher.AllRightsReserved,.,60,5.AddressIssueswithNecessaryTools利用必要工具解决问题,IdentifyissuesthroughKPIperformance(1stPass,IWR,Walk-arounds,Scrap,Productivity,FillRates)通过KPI业绩（初次通过、IWR、巡查、废料、生产力、填充率）Considervolume,customerexpectation,andimpactwhenselectingprojects选择工程时，考虑销售量、客户预期与影响。ParetoissuesandselectProblemSolvingtoolneeded排列问题并挑选所需的问题解决工具。Pushprocessdown.Havecellleaders,supervisors,andmanufacturingengineersworkingwithoperatorstoimprove推动进程。让班组负责人、督导和生产工程师和操作员一起工作以改进工作。Ifon-goingactionrequired,developcorrectiveactionplansorcountermeasures.Postincell.如果需要采取举措，制定纠正行动计划或对策。张贴在班组中。Documentcorrectiveactionswithvisualaids.Usephotostoassistwithqualityinformation用视觉帮助用具将纠正措施归档。利用相片来提供质量信息。,2004Danaher.AllRightsReserved,.,61,6.KeepAllAssociatesInvolved令所有员工参与其中,Keepallassociatesinvolvedwithimprovementsandexpectations令所有员工参与改进和达到预期目标的工作中。,2004Danaher.AllRightsReserved,.,62,ImprovingQuality.提高质量,Bettertofindaproblemin-house最好在厂内发现问题UseSPCtrainingjust-in-time(ifSPCisnecessary)及时使用培训（假如有必要）Annualgoalsshouldreflect50%improvementinqualitylevels年度目标应为质量水平提高50%Whenacustomerreceivespoorquality.Greatopportunitytodevelopastrongerrelationship!当客户收到劣质产品时也是巩固与客户关系的巨大机遇！StandardWorkandandOne-PieceFlowareexcellenttoolstoimprovequality标准工作和单件流是提高质量的极佳工具。,2004Danaher.AllRightsReserved,.,63,QualityConversionProcessReview质量转变程序审查,4.,5.,2004Danaher.AllRightsReserved,.,64,QualityExercise质量练习,ApplylearningstotheQualitysectionoftheDailyManagementCaseStudy将所学到的知识运用到日常管理个案研究中的质量部分。Chooseapresenterandscribeforyourteam选择一个陈述人并担任小组的书记员。Presentresultsbacktoclass向班级成员反馈结果。Timetocomplete:20minutes完成时间：20分钟。Timetoreportout:20minutes汇报时间：20分钟。,2004Danaher.AllRightsReserved,.,65,RolloutBreakoutSessionQuality展开中断期质量,Instructions:AsateamcompletetheQualityAuditforyourbusiness.GotoGenba!说明：当小组完成质量审核时。前往Genba!ToolstoUse使用工具:File:DMAUDITENG(currentrevisionnumber)文件：DMAUDITENG（最新版本号）CompleterowsforQualitycategoryonly只使用质量品类内容TimetoComplete:20minutes完成时间：20分钟Deliverables:10minutepresentationofcompleteAuditperteam提供：为每组提供10分钟的演示审核时间。,2004Danaher.AllRightsReserved,.,66,EndofDay1Two-MinuteReviewExercise第1天结束2分钟的复习练习,Turntothepersonnexttoyouanddiscusswhatimportantlearningsyouhavetakenawayfromthetopicsdiscussedtoday.与邻座面对面讨论您在今天讨论主题中最大的收获。Haveonepersonreportbackoneimportantlearningthatwassharedtoentiregroup.让一个人汇报他学到的一个重要内容，与全组共享。Timetocomplete:2minutes完成时间：2分钟,2004Danaher.AllRightsReserved,.,67,Day2:ABCReview第2天：ABC复习,Instructions:In3smallgroupsonasheetofchartpaperlistthelettersofthealphabetdowntheleftside.EachgroupwillbegivenonemajortopicfromDay1(ThreeBasicsofGenbaManagement,Safety,andQuality).In10minutes,findawordorphrasefromthatsegmentofthetrainingforeachletterofthealphabet.说明:3人小组中,在一张记录纸的左侧列出字母表字母。从第1天开始每个组将被分派一个主题（Genba管理的三个基本内容、安全与质量）。10分钟内，从培训那个部分的内容中为字母表中的每个字母找到一个单词或短语。Timetocomplete:10minutes完成时间：10分钟Whencomplete,onepersonfromeachgroupwillreviewanswerswithclass.完成后，每个组将有1名成员向班级成员陈述答案。,2004Danaher.AllRightsReserved,.,68,ManagingtheFiveKPIDrivers管理5个KPI驱动因素,Safety安全Quality质量CustomerService客户服务Productivity生产力Inventory存货,2004Danaher.AllRightsReserved,.,69,IsYour“RealPlace”Currently您的“实际地点”目前是否,Commitmentsnotmade没有承诺Leadtimestoolong交付周期太长Pastduedollarshigh过期成本过高CustomerServiceDept.receivingmanycalls客服部接听到许多投诉电话Customerswaitingonphoneandhangingup客户候电时间过长，只好挂线Hedgeordershappening订单受阻OperationsspendinglotsoftimefurnishingCustomerServicewithpromisedates(whichdonthappen)承诺日期太长(没有兑现)Scheduleschangingdailyand/orhourly进度表每天且/或每小时都在变动,WorkbookPg17,2004Danaher.AllRightsReserved,.,70,CUSTOMERSERVICECONVERSIONPROCESS客户服务转变程序,6.Monitorperformance监控业绩,3.Establishcredibilitybymakingourcommitments作出承诺建立信用,5.ShiftmeasurementstoCUSTOMERREQUEST改变处理客户需求的做法,2004Danaher.AllRightsReserved,.,71,ImplementCellular实施班组式生产,WaveSolder波焊,Packing包装,PCBoardAssembly组装PC信息板,FinalAssembly总装配,Testing测试,Customer客户,RawMaterial原材料,2004Danaher.AllRightsReserved,.,72,2.ReducePastDue减少过期成本,NeedinformationindicatingPastDuebycell必需显示班组过期成本的信息EstablishrootcauseofPastDue(paretos(bycustomertype)needtogettorootcause)找到过期成本发生的根本原因（必需找到paretos（根据客户类型）的根本原因）Needtobeabletoagepastdue必需能够稳定过期成本Establishgoalstoreducebasedoncelloutputnowachieving根据目前达到的班组产量制定减少目标。Achievegoalsforpastdue实现过期成本的目标。,DEFINITION定义:PASTDUE过期成本:Theamountofdollarsorsalesthatarepastthecommitmentdategiventothecustomer(thiswilleventuallytransitiontocustomerrequestdate)超过向客户承诺的交货日期的成本或销售数额（这个承诺日期实际上为客户要求）,2004Danaher.AllRightsReserved,.,73,3.EstablishCredibilitybyMakingOurCommitments作出承诺建立信用,Measurethefillrates填充率测定Canbemeasuredagainstpromisedates(whenwesaidwewouldshipproduct).可按承诺日期进行测定（如果我们船运产品）Needsystemformeasuringfillratesdaily系统必需每日测定填充率Allinfoandmeasurementsmustbedowntocelllevel所有信息与测定结果都必须下发到班组。Establishgoalsforfillratesbasedoncelloutput.Outputsmayhavetobeincreasedifimprovementsinfillratesnotoccurringfastenough.根据班组产量制定填充率目标。如果填充率的增长不够快，必须提高产量。Gooddailyvisualforcellastohowperformancegoing为各班组提供良好的显示业绩状况的视件Thefillratemeasurementmustbeusedinconjunctionwithpastduenumbers填充率测定应结合过期成本数字一起使用。,DEFINITION定义:FILLRATE填充率:%oflineitemsshippedontimedividedbytotallineitemsshippedtothecommitmentdategiventothecustomer(thiswilleventuallytransitiontocustomerrequestdate)是准时交货量除以截止到承诺客户交货日期的总货量的百分数（承诺日期实际上是客户要求）,2004Danaher.AllRightsReserved,.,74,4.Startreducingbacklogandleadtime减少存货、缩短交付周期,Movetowardreducingleadtimesandmeetingcustomerrequestdates努力缩短交付周期并满足客户要求日期Establishtemporaryproductionscheduleneededtogetbacklogdowntonewleadtime制定临时生产进度表，以减少存货开始新一轮交付周期。1.Pastdue过期成本2.Totalbacklog总存货量3.Incomingorderrate定单输入速度Establishshort-termproductionplanneededtoreducebacklogandestablishcompetitiveleadtime.制定短期生产计划，减少存货并建立具有竞争力的交付周期。Workwithcustomerserviceastoconversiontoreducedleadtimes.在缩短交付周期的转变过程中与客服部合作,DEFINITIONS定义:LEADTIME交付周期:fromdateorderenteredtothedateorderisshipped(oritcouldbedatecustomerreceives)whichevercustomerneeds从定货日至客户要求的发货日（或客户收到货物之日）TOTALBACKLOG总存货量:Everydollarthathasbeenbookedthathasntshipped已经入帐但还未运出的货物,ORDER定单,SHIP发货,ORDER,SHIP发货,2004Danaher.AllRightsReserved,.,75,5.ShiftmeasurementsfromOURcommitmenttoCUSTOMERREQUEST从评估自身承诺能力转变为揣摩客户要求,Identifytruecustomerrequestdate确定确切的客户要求日期Understandhowyourorganizationcaptureswhatthecustomerwants了解您的部门如何捕捉客户所想。Monitorprogress-establishgoalsforFillRatetoCustomerReq.andLeadTimes监控满足客户要求和交付周期的填充率的进度目标Monitorcontinuedreductionofleadtimes监控交付周期的持续缩短OEMimportanttomakepromise/requestdate(forblanketordersmeasuredagainstreleasedates)OEM-对确定承诺/客户要求日期很重要（用于估计自定单发出日起的总订货）Measureactualleadtimeforallorders估计完成全部订单的确实交付周期。,2004Danaher.AllRightsReserved,.,76,6.MonitorPerformance监控业绩,Continuetoimprovefillrateagainstgoal按照目标继续提高填充率Continuetoreduceleadtimes继续缩短交付周期Measureatthecelldaily每天测量班组业绩Understandrootcauseofwhyyoumissedeachdelivery推测错过交货日期的根本原因。,2004Danaher.AllRightsReserved,.,77,AssociateInvolvement员工参与,Eachassociate(buyer/operator/frontlineleader)mustunderstandstandardworkandwhattheirresponsibilityis每名员工（采购员/操作员/一线负责人）都必须了解标准工作以及他们各自的职责。Mustbeabletoseeordersastheyareentered定单输入时必须能够看到。Needtohavevehiclesotheycanworktocustomerpriorities(itemschedulereport).必需具备载体进行客户优先项目（项目进度报告）。Commitmenttoandunderstandingofgoals(Goodfillratestopromisedoesntmeangoodperformance,butitcouldmeanbetterperformancethanlotsofpastdue)承诺实现并了解目标（所承诺的有利填充率并不意味着业绩良好，但意味着与过多的过期成本相比，业绩有所改善）Cellteamneedstokeepupwithandhavevisibilityofcustomerrequestdate班组工作小组必需赶上并清楚客户要求日期。Usethistimewhenleadtimesarebeingreducedasanopportunitytocrosstrainoperators.当交付周期缩短时，可利用此段时间作为交叉训练操作员的良机。,2004Danaher.AllRightsReserved,.,78,Information/ReportsNeededByCell班组所需信息/报告,SeeAppendixEforExamplesofCustomerServiceReports客服报告范例见附录E,2004Danaher.AllRightsReserved,.,79,VisualManagement目视管理,Endoflineoutput/scorecards线产量结果/记分卡Pastdueperformance(actualvsgoalbydate)过期业绩（实际状况vs当日目标）Fillrateperformance(actualvsgoalbydate)填充率业绩（实际状况vs当日目标）Leadtimescontinuetoreduceleadtimes(asvelocityincreasescostdecreases)交付周期继续缩短交付周期（速度增加，成本减少）,SeeAppendixFforExamplesofCustomerServiceVisuals客服视件范例见附录F,2004Danaher.AllRightsReserved,.,80,ContinueProcessofImprovement不断改进,Morecontact/betterinfoastocustomerneeds(ProductionSalesImprovementorPSIprocessdrivesimprovementhere.)更加掌握/了解客户需求（生产销售提高或PSI程序促进提高）Levelloadcell平装班组Continuecrosstraining坚持交叉训练KeepfillratesbycustomerrequestandleadtimesasKPI将客户要求的填充率以及交付周期作为KPI,2004Danaher.AllRightsReserved,.,81,CustomerServiceConversionProcessReview客户服务转变程序审查,3.,5.,6.,2004Danaher.AllRightsReserved,.,82,CustomerServiceExercise客户服务练习,ApplylearningstotheCustomerServicesectionoftheDailyManagementCaseStudy.将所学到的知识运用到日常管理个案研究中的客户服务内容。ChooseScribeandPresenter选择抄写员与陈述员Presentresultsbacktoclass向班级陈述结果Timetocomplete:20minutes完成时间：20分钟Timetoreportout:20minutes汇报时间：20分钟,2004Danaher.AllRightsReserved,.,83,RolloutBreakoutSessionCustomerService展示中断期客户服务,Instructions:AsateamcompletetheCustomerServiceAuditforyourbusiness.GotoGenba!说明：当工作组为您做完客户服务审核后，前往Genba!。ToolstoUse使用工具:File:DMAUDITENG(currentrevisionnumber)文件：DMAUDITENG（最新版本号）CompleterowsforCustomerServiceonly只使用客户服务的全部内容TimetoComplete:25minutes完成时间：25分钟Deliverables:10minutepresentationofcompletedAuditperteam提供：为各组提供10分钟的陈述完整审核时间,2004Danaher.AllRightsReserved,.,84,ManagingtheFiveKPIDrivers管理5个KPI驱动因素,Safety安全Quality质量CustomerService客户服务Productivity生产力Inventory存货,2004Danaher.AllRightsReserved,.,85,IsYour“RealPlace”Currently您目前的“实际地点”是否,Timegatheringsystemsthroughouttheplant全工厂范围设立时间集输系统Maystillhaveadispatchingsystemwithtimekeeper仍具备装有测时计的调度系统Earninglaborbasedonwhatgoesintothewarehouse根据生产量决定劳动费用Laborseparatedbyindirectanddirect工人分为直接劳动与间接劳动Standardsincludeclassicdefinitionofdirectlabor标准包括直接劳动的标准定义。Indirectlaborincludedinvariableoverhead间接劳动包括进变动制造费用中Closedordervariancereportsissuedwellafterorderscompleted定单完成之后立即签发定单变化报告。,WorkbookPg17,2004Danaher.AllRightsReserved,.,86,PRODUCTIVITYCONVERSIONPROCESS生产力转变程序,4.Measureproductivityandexcesslaborbycell测定班组生产力与过剩劳动,3.Revisestandards修改标准,5.Observeareasofconcern观察关注领域,2004Danaher.AllRightsReserved,.,87,ImplementCellular实施班组式生产,WaveSolder波焊,Packing包装,PCBoardAssembly组装PC信息板,FinalAssembly总装配,Testing测试,Customer客户,RawMaterial原材料,2004Danaher.AllRightsReserved,.,88,2.ChangeLaborReporting改变劳动报告,ConvertLaborReportingSystem转变劳动报告制度Reportlaborbycell报告班组劳动Dontseparatebydirectandindirect不要分为直接与间接劳动Dontclockinbyoperation不要计时操作Determineearnedlaborbasedonwhatsshipped(usecurrentstandards)根据交货（使用最新标准）情况确定实际劳动Startcomparingthetotallaboragainstthestandard/earnedlabor将总劳动与标准/实际劳动对比Whenappropriatetime(financetoassist)adjustthestandardsbymultiplyingbytheestablishedratio适当时机（予以财政支持），通过乘确定的比率来调整标准。Minimizetheuseoftimeclocksintheplant.Ifused,dosoonlyforattendance尽量不在工厂使用打卡钟。只在查看出勤率时使用。AdjuststandardsatdifferentlevelsintheBillsofMaterials(BOMs)调整帐单材料不同等级标准。,2004Danaher.AllRightsReserved,.,89,2.ChangeLaborReportingcontd改变劳动报告续,MeasureLaborOutput测定劳动产出Endofcellscorecard班组记分卡结果Piecespertimeperiodasaplan每个周期工件数Keepmakingimprovementstoattaingoals不断提高产量以实现目标Overallmeasurements总量Productivity生产力ExcessLabor(differencebetweenactualandstandard)剩余劳动（实际产出与标准产出的差距）Plantlevelmeasurementsmay/shouldbedifferentthancelllevel工厂测定结果可能/应该与班组测定结果有所不同。,MEASUREMENTS测定:PRODUCTIVITY生产力:Sales$perhourworkedincell班组每小时工作的销售额Piecesproducedperhour每小时生产工件Sales$peremployee每名员工销售额EXCESSLABOR剩余劳动Neededespeciallyifsales$/houristheproductivitymeasurementincellswherethepriceperunitcanshowlargefluctuations以下情况尤其需要，即在零件价格呈现巨大浮动的班组里以每小时销售额测定生产力。,2004Danaher.AllRightsReserved,.,90,3.ReviseStandardstoMatchRevisedLaborSystem修改标准以适应修改过后的劳动制度,Chargealllaboragainstcell(bothdirectandindirect)按班组测定所有劳动价格（直接与间接劳动）Afteragivenperiodoftime,comparethetotallabortothepreviousstandardlabor一个限定周期结束之后，将劳动总量与从前的标准劳动量进行比较Createanewratio(totallabor:standardlabor)得出新比率（总劳动量：标准劳动量）Multiplyoldstandardbynewratio旧标准乘以新比率。,2004Danaher.AllRightsReserved,.,91,4.MeasureProductivityandExcessLaborByCell测定班组生产力与剩余劳动,SeeAppendixGforExamplesofProductivityReports生产力报告范例见附录G,SeeAppendixHforExamplesofProductivityVisualManagement生产力目视管理范例见附录H,2004Danaher.AllRightsReserved,.,92,5.ObserveAreasofConcern观察相关领域,FromReports,Walk-throughs,VisualManagement,etc.通过报告、巡查、目视管理等。,2004Danaher.AllRightsReserved,.,93,6.TakeCorrectiveActionattheLowestLevel在最低级别采取纠正措施,HowtoImproveProductivity如何提高生产力Observeareaswithissues(ie:quality,output,materialflow,down-time,customerservice,batching,etc.)观察存在问题的领域（即：质量、产量、原料周转、停工时间、客户服务、配料等）Theseareareaswheregainscanbemadequickly这些领域能迅速制造利润Havemfgengineer/businessunitmgr/cellleaderaddressthesespecificareas.Takecorrectiveactionsquicklyatthecell.要求制造工程师/营业经理/班组负责人处理这些特定领域。迅速在班组采取纠正措施。,2004Danaher.AllRightsReserved,.,94,7.UseKaizenstoAddressMajorIssues利用改善解决主要问题,ScheduleKaizenswithdocumentedexpectationswhereissuescannotberesolvedquickly对问题无法得以迅速解决的领域，制定改善时间表，预期目标备档。Keepemphasisoncontinuedimprovementinallcells坚持不断改进所有班组。Forcellsmeetingplan,workwithoperatorsandcellleaderstosetnewlevelofexpectation对于实现目标的班组，与操作员和班组负责人一起制定新级别的预期目标。Usewalk-aroundstofollow-upandmonitor巡查工厂进行跟踪与监控。,KAIZEN,2004Danaher.AllRightsReserved,.,95,8.UseProductivityInformationtoAssistinManagingPlant利用生产力信息协助管理工厂,HowtoUseLaborInformation如何使用劳动信息Use$sales/laborhourtoassistwithestablishingmanpowerrequirementsbycell利用每小时的销售额来制定班组人力要求Determinewheremanpowerneedstobeshiftedfromoneareatoanother决定需要转移人力的领域。Determinewherecross-trainingneedstooccur决定需要进行交叉训练的领域。Usethisinformationtodevelopforecasting利用该信息作出预测Monthlyforecast每月预测Annualoperationplan年度工作计划Usetoensurecorrecthead-countsandproperdistributionoflabor用来确保工作人数适合，劳动量得以合理分配。Usetocalculateexcesslaborrequirements用来测定剩余劳动要求,2004Danaher.AllRightsReserved,.,96,ProductivityConversionProcessReview生产力转变程序审查,3.,4.,5.,2004Danaher.AllRightsReserved,.,97,ProductivityExercise生产力练习,ApplylearningstotheProductivitysectionoftheDailyManagementCaseStudy.将所学到的知识运用到日常管理个案研究中的生产力部分。ChooseScribeandPresenter选择抄写员与陈述员Presentresultsbacktoclass向班级陈述结果Timetocomplete:20minutes完成时间：20分钟Timetoreportout:20minutes汇报时间：20分钟,2004Danaher.AllRightsReserved,.,98,RolloutBreakoutSessionProductivity展示中断期生产力,Instructions:AsateamcompletetheProductivityAuditforyourbusiness.GotoGenba!说明：当工作组为您做完客户服务审核后，前往Genba!。ToolstoUse使用工具:File:DMAUDITENG(currentrevisionnumber)文件：DMAUDITENG（最新版本号）CompleterowsforProductivityonly只使用生产力的全部内容TimetoComplete:25minutes完成时间：25分钟Deliverables:10minutepresentationofcompletedAuditperteam提供：为各组提供10分钟的陈述完整审核时间,2004Danaher.AllRightsReserved,.,99,ManagingtheFiveKPIDrivers管理5个KPI驱动因素,Safety安全Quality质量CustomerService客户服务Productivity生产力Inventory存货,2004Danaher.AllRightsReserved,.,100,IsYour“RealPlace”Currently您的“实际地点”目前是否,InventoryreplenishmentbasedonacomputerizedsystemsuchasMRP根据测定机化系统，例如物质需求计划（MRP)来补充存货。Systemcontainsseveralmodulessuchasroutings,processing,BOMs,orderlaunching该系统含有几个模块，如选定路径、处理、BOM、发出定单。Ordersthatareissueddaily/weeklyaregeneratedbydemandfromeitherfirmorders,plannedorders,orforecastedrequirements每日/每周发出的定单是由以下需求生成的，或是确定订货、计划订货、或是预测需求。Laborandoverheadaretrackedbyorderthrougheachprocessingdepartment定单通过每个程序部门来跟踪劳动量与日常开支。Aspartsarecompletedtheyareenteredintothesystemandstoredinawarehouse完工零件会输入系统然后存储在仓库里。Cyclecountersmaintaintheaccuracyoftheinventorybeingstored.Transactionsaremadeeachtimematerialcomesinorgoesoutofwarehouse周期计数员确保存货数量正确。材料进出仓库做好交易记录。Largestaffofmaterialsdepartmentrequiredtoperformthesefunctions(planners,orderlaunchers,warehousepersonnel,materialhandlers,cyclecounters,etc.)需要物料部门大量人力来执行这些职能（计划人、发单人、仓库保管员、物料管理员、周期计数员等）Whenfinishedgoodsarerequired,componentsareissuedfromwarehousetoassembly.Whencomplete,finishedproductisinspectedandeithergoestoshippingorbacktothewarehouse.需要成品时，从仓库发放零件进行装配。装配完成之后，对成品进行检验，然后发货或返回仓库,WorkbookPg17,2004Danaher.AllRightsReserved,.,101,INVENTORYCONVERSIONPROCESS存货转变程序,5.Changelaborreportingandvaluationofmatlsin-process修改劳动报告与加工中材料的估价,9.ImplementInventorymanagementsystem实施存货管理制度,10.Measureresults测定结果,2004Danaher.AllRightsReserved,.,102,Implementcellular实施班组式生产,WaveSolder波焊,Packing包装,PCBoardAssemb