5S及目视化--车间基础管理培训ppt课件

BasicWorkplaceOrganization车间基础管理5SMethodology5S方法,1,Howaboutyourenterprise什么样的企业,垃圾到处都是，没有人捡起来,别人扔的垃圾由专人捡,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,2,3,GoalandRationale目的和原理,Intuitivegoodness.良好的直觉感受Helpsestablish,reinforceanddisciplineStandardWork有助于导入，强化和规范标准化工作ReducesWaste,ImprovesSafety,andImprovesQuality.减少浪费，提高质量和保障安全EasierMaintenanceandincreasesvalueofequipment.设备更易于维护，提高设备的使用价值ExemplifiesRespectofCustomersandAssociates体现了客户与员工之间的相互尊重SupportsaPositiveMentalAttitude保持积极的精神状态ConveysPrideintheWorkplace让车间洋溢着自豪的情绪,4,LearningObjectives学习目标,ConveythepurposeforusingtheLeantoolof5StocreateaVisualworkplace.使用精益生产工具：5S实现目视化管理的车间ProvideadetaileddescriptionoftheSeparate,Straighten,Shine,Standardize,Sustainstagesofthe5Sprocess.解释5S（整理、整顿、清扫、清洁、素养）的真正含义ExplaintherelationshipbetweentheLeantoolsof5SandStandardWork.说明精益生产工具：5S和标准化工作之间的关系Describetheprocessforinitiatinga5Sevent.开展5S活动的实施步骤DescribetheimportanceandusesofVisualManagementtoolsintheworkplace.车间目视化管理工具的使用及其重要性,5,Whatis5S?何为5S？,5SIs:Aprocesstoensureaclean,orderly,safeandproductiveworkplaceaccomplishedthroughthecreationofaself-explaining,self-regulating,andself-controllingenvironmentthateliminatesconfusionandambiguity.5S就是通过创造自明自觉、自我控制的环境来消除混乱不清的情况，从而实现一个干净、整洁、安全、高效的车间.,6,Benefitsof5S5S的益处,Thebenefitsof5Scanbemeasuredby:5S的益处可以从以下几方面来衡量：Safety:Reducethenumberoflosttimeaccidents,workmanscompensationclaimsandOSHArecordables.安全：减少损失工时事件指数、员工赔偿、职业安全和健康管理局的不良记录Quality:Eliminatethepossibilityofusingpreviouslyrejectedpartsorthewrongtools.Eliminatecontaminationandassurecompliancetostandardprocedures.质量：消除使用以前报废的零件或使用不当工具的可能性，提高清洁度，确保执行标准流程Productivity:Eliminatewastedtimelookingfortools.Reducecycletime,reduceequipmentdowntimethroughregularcleaningandinspection.生产效率：消除寻找工具浪费的时间，减少生产周期，通过对设备经常的清洁、检查而减少设备的故障时间,7,Benefitsforpersonalityof5S5S对个人的益处,Comfortableworkenvironmentforyou;使您的工作环境更舒适；Workmoreconveniently；工作更方便；Worksafer工作更安全；Communicatehappilywithcolleagues与同事合作更愉快,8,Whatarethe5Ss?何为5S？,Separate(Seiri)整理Sort/straighten(Seiton)整顿Sweep/Shine(Seiso)清扫Standardize(Seiketsu)清洁Sustain(Shitsuke)素养,Clearlydistinguishingbetweenwhatisnecessaryandwhatisunnecessary.Disposingoftheunnecessary.清楚地区分必需品和非必需品，将非必需品处理掉,Organizingandlocatingthenecessaryitemssothattheycanbeusedandreturnedeasilynearthepointofuse.将必需品有条理地定位在较近的位置以便使用和归还,Cleaningandinspectionoffloors,equipment,furniture,etcinallareasoftheworkplace.清洁和检查车间所有区域的地面、设备、器具等等,Maintaining,improving,documentingandverifyingthestandardsofthefirstthreeSs.持续改进，将前3个S标准文件化并加以验证,Achievingthedisciplineorhabitofproperlymaintainingthecorrect5Sprocedures.形成纪律或养成习惯来完整地维护5S的正确流程,9,SEPARATE整理,IdentifyTrulyNeededItems判定必需品Whatisitfor?这个作什么用？WhydoIhaveit?一定要用吗？HowoftendoIuseit?多久用一次？Doessomeoneelsehavethesamething?其他人是否也有？,Clearlydistinguishingbetweenwhatisnecessaryandwhatisunnecessary.Disposingoftheunnecessary.清楚地区分需品和非必需品，将非必需品处理掉,10,11,Askingwhyenablesthesortingprocess.整理时要问为什么Forexample,whenintheworkarea,foreach“thing”ask:例如，在工作区，对每一样物品都要问：Whydoweneedit?为什么需要这个？Whyisitusedthewayitis?为什么要这样使用它？Ifweneedit,Whydoesitnothaveahome?如确实需要，为什么没有它自己固定的位置？Whyaretherenovisualcontrolstomanageit?为什么不能做到目视化管理？Whyaretherenopostedstandardsorstandardworktotellhowtouseitandassignresponsibilityforit?为什么没有标准或标准化工作来告之如何使用它而且有人对它负责？A“thing”canbematerialorinformation.所指物品包括物料或信息,SEPARATEthroughthe5Whys用5个为什么来整理,SEPARATE整理,ThingsWhichShouldbeReviewed需要确认的物品,Cabinets抽屉Components部件Documentation文件Gages量具Machines机器PackagingMaterial包装材料Parts零件Prints印刷品Shelves架子Supplies耗品Tables工作台Tooling工具Towels毛巾Trash垃圾,Books书籍BusinessForms表格Cabinets抽屉Catalogs目录Correspondence信件Equipment设备Magazines杂志Paper纸张Parts零件Records记录Samples样品Shelves架子Supplies耗品,OFFICEAREAS办公区,12,CATEGORIZEITEMS:物品分类RARELYUSED很少使用OCCASIONALLYUSED偶尔使用FREQUENTLYUSED经常使用,1SSEPARATE整理,REDTAGSTRATEGY红牌策略,ATTACHTOALLUNNECESSARYITEMS悬挂于所有非必需品,DISCARDUNNECESSARYITEMS扔掉不需要的物品,DIVIDEITEMSINTOTWOCATEGORIES将物品分成必需品和非必需品,NECESSARY必需品,UNNECESSARY非必需品,13,SEPARATE整理,Factory厂区,BeforeApplying1stS整理前,AfterApplying1stS整理后,14,SEPARATE整理,Office办公区,BeforeApplying1stS整理前,AfterApplying1stS整理后,15,SEPARATE-REDTAGGING整理-挂红牌,RedTagging挂红牌RedTaggingisatrackingprocesstoprovidevisualidentificationofunneededitems.对非必需品挂红牌为了目视化的辨别和跟踪处理RedTaggingisasafeguardtotheaccidentalremovalofcostlyandcriticalitems.挂红牌也是为了防止意外地把昂贵、重要的物品丢掉Afterallobviousitemshavebeenthrownaway,remainingitemsare“red-tagged”toassureproperdisposition.在明显的非必需品处理掉以后，剩下的物品挂上红牌以便正确处置,16,SampleRedTags红牌示例,SEPARATE-REDTAGGING整理-挂红牌,Recommendations建议Shouldbefullsize尽可能大些Brightredtobeveryvisible亮红色异常醒目Shouldhavepre-printedsequentialtagnumbers有预先印刷的序列号,17,18,STRAIGHTEN整顿,Organizingandlocatingthenecessaryitemssothattheycanbeusedandreturnedeasilynearthepointofuse.将必需品重新组织、定位在较近的位置以便使用和归还,PlaceAllNecessaryItemsintheBestLocationandVisuallyOrganizetheArea将必需品放在最佳位置,且该区域目视化定置管理Firstdecidewhereallitemsshouldbesothattheorganizationiseasytouseandunderstand.首先确定物品的位置以便易于使用和理解其条理性Chooseproperstoragemethodsthatminimizeinventoryandpromotevisualmanagement.用合适的存储方法来减少存货量和提升目视化管理Visuallyindicatelocationssoitemsisusecanbereturnedandmissingitemsareeasilyidentified.所谓目视化指出了物品应该返还的位置,缺少的物品容易被发现Makesignboardsthatclearlyexplaininventory,equipment,andotheritemssoanyonecanunderstandtheworkplace.制作标识板来说明存货量、设备、其它物品,让任何人都明了,19,IDENTIFICATIONLINES明确生产线,DETERMINELOCATIONFORNEEDEDITEMS:必需品定位,VISUALLOCATIONS目视化区域,POINTOFUSESTORAGE标明用量,2SSTRAIGHTEN整顿,LATHEFIXTURES车夹具,20,AfterApplying2ndS整顿后,BeforeApplying2ndS整顿前,STRAIGHTEN整顿,21,STRAIGHTEN整顿,ProperLocations合适的位置StorageMethods存储有办法LocationMarking位置标识ShadowBoards影像板SignBoards标识板,22,STRAIGHTEN整顿,23,STANDARDCOLORCODE颜色代码标准化,Purpose目的,Identifycriticalitems,parts,andareaswithinfactorieswithcommoncolorswhichprovidesforacommonunderstandingforanyassociateorvisitor.使用普通的颜色来标识工厂内的重要物品、零件、区域，让所有员工或参观者均能理解,24,Aisle过道,ReferenceTable参考色标,TrashCan垃圾桶,Scrap/Rework报废/返工,Rawmaterial(s)原材料,FinishMaterial(s)成品,EmptyContainers空容器,WorkinProcess在制品,Hazmat危险品,MovableFixtures可移动夹具,25,26,27,28,KaizenInstances2SExample整顿实例,After后,Before前,Picture/ScannedSketch,29,30,31,32,33,SHINE清扫,CleaningFloors,Equipment,andFunitureinallAreasoftheWorkplace清洁车间所有区域的地面、设备、器具等等EstablishaCleanWorkplace.让车间变的干净CleanuptheArea.将所有区域打扫干净SweepSetaGoodExample人们总会模仿（无论好的还是坏的）；树立好的榜样,AchievingtheDisciplineorHabitofProperlyMaintainingtheCorrect5SProcedures形成纪律或养成习惯来维持5S的全部正确流程,43,To“do”the5thSweneedtopracticeuntilweinternalizewhatwearesupposedtodoandfullyunderstandwhy.做第5个S，我们要不断地实践，直到将我们要做的事情深入人心，而且我们都清楚为什么要这么做Practicereinforcescorrecthabits.Wemustbestrictabouthowthingsaredone-eventhelittlethings.实践巩固正确的习惯，我们做事必须严格哪怕是件小事Followpostedchecklistsandothervisualcontrolsestablishedunderthe4thS.执行由4S建立的检查表和其他目视化控制,44,MANAGERSCOMMITTEDTO“5S”管理者尽职尽责,PROPERTRAINING合适的培训,“BUY-IN”FROMALLWORKERS全员参与,CORRECTPROCEDURESBECOMEAHABIT纠正程序，养成习惯,5SSUSTAIN素养,45,实施5S的阻力,整理、整顿为什么很重要？为什么要清扫，它马上就又会脏的？整理整顿又不能生产出更多的产品？我们已经实施整理、整顿了，还要这么麻烦？我们在很多年前就已经实施5S了，不就如此吗？我们太忙了，哪有时间实施5S？,46,5SIMPLEMENTATION实施5S,Separate整理Sort/Straighten整顿Sweep/Shine清扫Standardize清洁Sustain素养,VisualManagementistheUltimateGoal目视化管理是最终的目标,Sortbetweenwhatisnecessaryandwhatisunnecessaryanddisposeoftheunnecessary.区分必需品和非必需品，将非必需品处理掉,Organizingthenecessaryitemssothattheycanbeused,returned,andidentifiedeasily.将必需品整理地有条理，以便使用、归还及易于辨认,Cleanandinspectfloors,equipment,andfurnitureinallareasoftheworkplace.Correcttherootcausesofthemesses.清洁和检查车间所有区域的地面、设备、器具，纠正脏乱的根本原因,Establishprocessestomaintain,improve,andmeasurethelevelofthefirstthreeSs.建立流程以持续改进和衡量前3个S的水平,Achievethedisciplineorhabitofproperlymaintainingandexpandingthe5Sprocess.形成纪律或养成习惯来完整地维护和扩展5S工作,47,The5SsandVisualControls5S与目视化控制,The5SsneedandcreateaclearVisualWorkPlace.5S需要,也能够建立一个清晰的目视化工作区Avisualworkplaceiswhenanyonecanwalkinandvisuallyunderstandthecurrentsituation.所谓目视化就是，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,48,VisualManagementinOurWorld目视化管理无处不在,Visualcontrolsareallaroundus.我们身边的目视化控制方法,49,Allbusinesseshaveproblems!问题无处不在!Thegoodbusinesseskeeppacewiththeirproblemsandsolvetherootcauses.良好的系统会追踪问题并解决根本原因.Thesesuccessfulbusinessesdistinguishbetweenthenormalvs.abnormalandmakewasteobvioustoallusingvisualmanagementtechniques.成功的系统能够区分正常和异常，使用目视化管理方法让浪费暴露无遗,VisualManagement目视化管理,50,Makingproblemsvisibleisnotenough!光发现问题是不够的Ifwedonottakeactionontheseproblems,wewillbewastingourtimeandallinvolvedwillloseinterestandtheimprovementwillnotsustain.如果我们不去处理掉这些问题，那是在浪费时间，大家会失去兴趣，改进的成果难以维持,VisualManagement目视化管理,51,BenefitsofVisualManagement目视化管理的益处,VisualManagementtiesintothe5Sstrategy(4th“S”seiton,orstandardize).目视化管理与5S之清洁策略既矛盾又统一VisualManagementbeginswithmakingthefactorysabnormalitiesandwastecleartoeveryone.目视化管理从暴露工厂的异常和浪费开始，让每个人都清楚Wemustmovefromhavingonlyspecialistsunderstandtoanenvironmentwhereeveryoneunderstands!我们必须从只有少数人理解上升到所有人都理解,52,CommentontheValueoftheVisualManagementUsedBelow评论如下的目视化管理,53,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生产线的划分Floors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,57,GAGESandINDICATORS量具和指示器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的在同一方向,VisualManagementTools目视化管理工具,58,KEYPERFORMANCEINDICATORBOARD关键绩效显示看板TeamboardthathighlightstheprogressofateaminmeetingkeygoalsforS,Q,D,C.Theseboardsareusedtotrackandhighlightcountermeasures.看板显示了团队关于安全、质量、交货、成本关键指标的完成情况.看板用来追踪和强调纠正预防措施,VisualManagementTools目视化管理工具,59,TEAMINVOLVEMENTBOARD团队看板AboardthattheteamusestodisplaytheirACHIEVEMENTSanddescribetheirteamthroughtheirteamname,pictures,awards,etc.看板显示团队曾经取得的成就，描述团队成员的名字，照片，奖励等,TEAMINVOLVEMENT,VisualManagementTools目视化管理工具,60,Kaizen改善,KaizenKi-zenacontinuousimprovementmindset.Everythingthatwedotodaycanbeimproved.Thereisnosuchthingasaperfectprocess.Kaizen