生产现场管理-目视化

.,BasicWorkplaceOrganization车间基础管理,VisualManagementMethodology目视化方法,.,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,.,.,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,.,VisualManagementinOurWorld目视化管理无处不在,Visualcontrolsareallaroundus.我们身边的目视化控制方法,.,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,.,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,.,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,.,CommentontheValueoftheVisualManagementUsedBelow评论如下的目视化管理,.,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,.,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,.,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,.,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,.,Kaizen改善,KaizenKi-zenacontinuousimprovementmindset.Everythingthatwedotodaycanbeimproved.Thereisnosuchthingasaperfectprocess.Kaizenhasnoend.持续改善，我们今天的任何事情都可以改善，没有完美的流程，改善无止境,.,Leavetitlesatthedooroneperson,onevoice,nopositionorrank.Tenpersonsideasarebetterthanonepersons.三个臭皮匠顶个诸葛亮Keepanopenmind虚心Thinkofhowthenewmethodwillworknotwhyitwont.多考虑新方法如何工作，而不是拒绝Dontacceptexcuses.不接受借口Dontletthepursuitofperfectiongetinthewayofmakingthingsbetter.不要追求完美以至阻碍改善InvolveassociatesfromKaizenarea.Keeptheminvolvedthroughoutprocess.让员工参与改善的全过程Thinkcreativitybeforecapital.Ifyouhavetospendmoneyonimprovements,simulateitfirst.投资前要考虑回报，如果花钱做改善，先模拟一下Ask“why”fivetimes.Thenaskanyandallotherquestionstherearenodumbquestions.问5次为什么，问任何其它问题没有愚蠢的问题Behardonproblems,Notonpeople.对事不对人Buildmutualrespect.互相尊重Staypositive,nevergiveup.积极，从不放弃Sustainthegains.维持成果Improvementsknownolimits.Justdoit!改善无极限，去做！,KaizenEventRules改善事件的规则,.,TIME时间,IMPROVEMENT提高,K,K,K,K,K,K,K,K,K,S,S,S,S,Standardiz