改善及标准化作业

1、JCI制造体系培训课程 01/2000 Kaizen_v2.ppt At the end of this session, you will be able to: 学习完本教程，您可以 Recognize the benefits of Kaizen 了解改善的益处 Identify the seven types of waste in the production environment 识别生产环境中的七种浪费 Use method study tools to quantify waste in the production environment 使用各种方法研究工具量化生产环境中

2、的浪费 Meet goals for Kaizen area 达到已确定区域的改善目标 Identify continuous improvement opportunities 明确各种持续改进机遇 01/2000 Kaizen_v2.ppt Module One: Waste in the Workplace Module One: Waste in the Workplace 模块一：工作场所中的浪费 行为：行走中的浪费 Module Two: Measuring WasteModule Two: Measuring Waste 模块二：衡量浪费 Activity: Methods St

3、udy 行为：方法研究 Module Three: Identifying Continuous Improvement OpportunitiesModule Three: Identifying Continuous Improvement Opportunities 模块三：明确持续改进中的各种机遇 Activity: Kazien Activities 行为：各种改善行动 01/2000 Kaizen_v2.ppt Zero Tolerance for WasteZero Tolerance for Waste消灭浪费消灭浪费 Kaizen events concentrate on

4、the identification and elimination of waste 改善活动注重于识别和消除浪费 A stable Production Environment A stable Production Environment稳定的生产环境稳定的生产环境 Kaizen events seek to make positive improvements to the process to create a better, more effective process 改善活动谋求改进过程，优化过程、提高其效率 Customer “Pull” / Just-in-TimeCust

5、omer “Pull” / Just-in-Time客户的客户的“拉动拉动”/ /即时即时 Kaizen helps to improve overall quality and thus ensures on-time delivery 改善有助于提高总体质量，从而保证即时交货的实现 01/2000 Kaizen_v2.ppt 质量每年提高50% 产量每月提高2% 提前期小于增值时间的10倍 持续改进文化： 不满足于现状 发挥创造力尽量避免花销 全员参与： 简单的可视交流 认可，奖励和庆功 01/2000 Kaizen_v2.ppt (Ky-Zen) 持续改进 Kai = 改变 Zen =

6、好（着眼于更好） 01/2000 Kaizen_v2.ppt Basic philosophy developed in the US, but improved by Toyota 基本理论来源于美国，但是在丰田得到了进一步发展 Intent is to involve all employees in small, daily improvements in their work areas 目的在于使所有员工参与到其工作区域内日常的、小型改进中来 Events are typically 3-5 day in length (depending upon the size of the

7、area) where multiple kaizen ideas are identified and executed 改善活动期一般为3-5天（取决于车间的大小），在此期间内确定并实施 多个改善建议 Broad goal for events determined by plant management -goals for specific efforts set by kaizen team 由工厂管理层确定活动的大目标具体工作目标由改善小组确定。 01/2000 Kaizen_v2.ppt Teamwork - Everyone is able to participate & m

8、ake improvements! 团队合作-所有人都能参与和实行改善 Communication - Improved relations between peers also between team members & management! 交流-改善同级间的关系以及团队成员与管理层之间的关系 Education - Improved problem solving skills! 教育-提高问题解决技巧 Awareness - Understanding of broad issues & objectives! 意识-理解各种问题，掌握各目标 Confidence - Strong

9、er feelings of self worth! 置信度-强烈的感受到自我价值 Empowerment - Increased control over job & work environment! 赋与权力-增强对对工作及工作环境的控制 01/2000 Kaizen_v2.ppt 20% 改进 (一次性) 20% (一次性） 1/10 of 1% 每天1%的1/10 1/10 x 250 工作日 每年25%的 改进 01/2000 Kaizen_v2.ppt 1步 定义范围和目标 2步 组建和培训小组 3步 通过时间/方法研究 收集数据 4步 头脑风暴收集建议 5步 排定建议的先后次序

10、 6步 执行尽量试行所有建议 7步 检查结果 8步 查看实物布局 9步 评审与更新操作指导书 10步 评审与行动计划 11步 向管理层汇报 12步 实行改善建议 13步 认可团队 14步 追踪措施 15步 让改善成为一种 “生活方式” 16步 衡量改进程度及业绩 01/2000 Kaizen_v2.ppt Topics covered in this module include: 本模块主题包括： Waste versus value added activities 浪费对比各种增值行为 Seven Types of Waste 七种类型的浪费 01/2000 Kaizen_v2.ppt

11、Value is added to a product when it changes the fundamental nature of the product. 当价值改变了产品的根本性质，它就成为了增加值。 Stamping a bracket out of a coil of steel or assembling two cushions of a seat 从钢卷中冲轧出一个托架或将一个座位装两个座垫 Everything else is non value-added or waste. 其它任何事物都是非增值或浪费行为 01/2000 Kaizen_v2.ppt It seem

12、s that some non-value-added activities mustmust be performed in order to get the product closer to the customer (e.g., shipping) 有些无增值的活动似乎不得不进行以使产品更接近客户。 （比如：海运） The overall goal is to combine, reduce or eliminate combine, reduce or eliminate as many of these non-value-added activities as possible

13、总的目标是尽可能地整合，减少，消除这些无增值的活动 01/2000 Kaizen_v2.ppt 1. Overproduction过量生产 2. Inventory库存 3. Transportation运输 4. Waiting等待 5. Motion动作 6. Over-processing过度加工 7. Correction纠正 01/2000 Kaizen_v2.ppt Overproduction is making more of something than the customer requested 过量生产就是产出量大于客户需求量 Examples:例： Running a

14、 machine for 16 hours when only 10 are required 如只需机器运转10小时，却运转了16小时 Making 2 days worth of product in 1 day required 需求量为1天的产量，却产出了2天的 01/2000 Kaizen_v2.ppt Inventory waste occurs when there is more product on hand than the customer requested. 现有库存大于客户需求时，即发生了库存浪费 Examples: 例： More raw material tha

15、n needed for smooth production 原料量大于保证顺利生产所需 More work-in-process (WIP) than needed for smooth production 在制品量（WIP）大于保证顺利生产所需 01/2000 Kaizen_v2.ppt Transportation waste is moving the product more than is necessary 运输浪费为对产品做不必要的移动 Examples:例： Having three storage locations for the same material 同种物料有

16、三处贮存地 Moving raw materials to an offsite warehouse 将原料移动到远离现场的仓库 01/2000 Kaizen_v2.ppt Anytime value cannot be added because of a delay is defined as the waste of waiting 因时间的延误而造成不能增值的情况，即为等待浪费 Examples:例 Waiting for material等待材料 Waiting for a machine to be fixed等待设备的修理 Unbalanced assembly sequence

17、组装工序不平衡 01/2000 Kaizen_v2.ppt The waste of motion refers to any extra movement of the operator when they are performing the work sequence (excessive or repetitive motion also increases ergonomic issues) 动作浪费指的是操作者在工序中所做的多余动作（过多或重复性动作也会 引起人类工程学问题） Examples:例如： Walking 10 feet to retrieve a part or to

18、ol 走10步去取零件或工具 Twisting around to grab a part in the back of the workstation 转身取工位后面的零件 01/2000 Kaizen_v2.ppt Overprocessing is doing more to the product than the customer requested 过度加工为对产品做客户要求之外的操作。 Examples: 例如 Plating a product for four hours when only two are required 如产品只需两小时电镀，却做了4小时 Testing

19、 a product three times when the specification calls for one test 规范只要求检测一次，却检测了三次 01/2000 Kaizen_v2.ppt Anything that is not “done right the first time” and requires rework inspection or touchup 任何“第一次没有做对”，并需要返工检查或整理的事物 (Also includes scrap and appearance issues ) （也包括废品及各种外观问题） Examples:例： Re-torq

20、uing a bolt 重新拧紧螺钉 Sorting incoming materials 拣选来料 Checking a key dimension 检查关键尺寸 Trimming thread or flash from a component 修整组件的线头或毛边 01/2000 Kaizen_v2.ppt 改善新闻 01/2000 Kaizen_v2.ppt Topics covered in this module include: 本模块中包括： Advantages of standardized work to JCI and team members 标准化作业对JCI及团队

21、成员的益处 Methods and tools for measuring waste 衡量浪费的各种方法及工具 01/2000 Kaizen_v2.ppt 人 方法 机器 材料 01/2000 Kaizen_v2.ppt 人/法Man/Method:Time in a Typical Plant常规工厂的时间 材料Materials:Time in a Typical Plant Time in a Typical Plant常规工厂的时间机器Machines: Waste: waiting for materials, watching machines run, producing de

22、fects, looking for tools, fixing machine breakdowns, producing unnecessary items, etc 浪费：等待材料、观看机器运转、生产出缺陷品、寻找工具或夹 具、设备停工、生产出不需要的产品等 . 常规工厂的时间 Waste:transportation,storage, inspection and rework. 浪费：运输、储存、检查及返工. Waste:unnecessarymovementof machine, setup time, machine breakdown, unproductivemaintena

23、nce,producing defectiveproducts,producingproducts when not needed, etc. 浪费：不必要移动设备的、准备时间、设备停工、非生产性维 护、出产缺陷品、在需要时生产产品 Waste Value- Added Portion of Time时 间中的增 值部分 Waste Value- Added Portion of Time时 间中的增值 部分 Waste Value- Added Portion of Time时 间中的增 值部分 01/2000 Kaizen_v2.ppt Waste浪费 Value-Added Work 增

24、值工 作 Value- Added Work增值工作 Waste浪费 Value- Added Work 增值 工作 Value- Added Work增值工作 Waste浪费 Value- Added Work增值工作 Waste浪费 Value- Added Work增值工作 Waste浪费 Value- Added Work 增值 工作 Waste 浪费 01/2000 Kaizen_v2.ppt Waste Value-Added Work增值工作 Value- Added Work增值工作 Waste Value- Added Work 增值 工作 Value- Added Work

25、增值工作 Waste Value- 增值工作 Added Work Waste Value- Added Work增值工作 Waste Value- Added Work 增值 工作 Waste u消除浪费。降低 强度，以更聪明的 方式工作。 01/2000 Kaizen_v2.ppt Standardized Work 标准化作业 Document “Best” Methods 记录“最佳”方法 Time: Balance/Fairness 时间：平衡/合理 Time: Baseline for Kaizen 时间：改善的基线 01/2000 Kaizen_v2.ppt 01/2000 Ka

26、izen_v2.ppt Way to do your job! 工作方法！ 01/2000 Kaizen_v2.ppt Most efficient way (method) to do your job using the best combination of human effort (man) and equipment (machine) minimal waste 将人为努力（人）以最佳形式结合以最低的设备浪费（设备）来完成工作的 最有效方式（方法） Operators do the same sequence of work each time. 操作者每次都按同样的次序工作 O

27、peration methods are thoroughly documented and located near the work station. 操作方法是完全记录在案而且放置在工作站附近 Operators use the same proper tools and machines. 操作者正确地使用相同的工具和机器 Material is stored in the same place each day. 材料每天都存放在同一地点 01/2000 Kaizen_v2.ppt Allows for quick line balancing Allows for quick li

28、ne balancing 可让生产线迅速达到平衡 Allows true problem solvingAllows true problem solving 可以让真正的问题得以解决 Reduces cost/baseline for KaizenReduces cost/baseline for Kaizen 为Kaizen减少费用/底线 Makes “abnormal” things stick outMakes “abnormal” things stick out 突出“不正常” Makes training new employees easierMakes training ne

29、w employees easier 使新员工培训更简单 QUALITY, QUALITY, QUALITY!QUALITY, QUALITY, QUALITY! 质量，质量，质量！ 01/2000 Kaizen_v2.ppt Standardized work provides the baseline for all Kaizen (continuous improvement) activities. It is required to tell you where you are, where you want to go and how you are going to get th

30、ere! 标准操作业为所有kaizen活动 （持续改进）提供了基准。 它用以指示人们现在所处位置、 目标所在及如何达到目标。 标准化作业 标准化作业 标准化作业 改进 改进 01/2000 Kaizen_v2.ppt Takt time is.Takt time is.节拍时间是节拍时间是 Customer demand divided by the amount of available production time 用可利用的生产时间量所 分割出来的顾客需求 Takt time can be thought of as the heart beat of the plant 节拍时间尤如

31、工厂的心跳 Cycle time isCycle time is周期时间是周期时间是 Length of time needed to complete a given ODS 完成一个指定的ODS 的时间 Possibly different than takt time 可能不同于节拍时间 01/2000 Kaizen_v2.ppt 时间观察表 日期： 操作者： 观察的任务时间 观察过程 组件任务 从至 周期时间 01/2000 Kaizen_v2.ppt 七类浪费观察表 日期 操作者 观察过程 班次 观察NO 。 增值 等待 动作 运输 纠正 其它 备注 周期时间 01/2000 Kai

32、zen_v2.ppt Topics covered in this module include: 本模块主题： 5S and Visual Management in the workplace 工作场所的5S及可视化管理 Theory of Constraints 制约管理的理论 Line balance 线平衡 01/2000 Kaizen_v2.ppt ABCDEF 0 10 20 30 40 Operator工人工人 Sec 节拍时间Takt Time = 30 sec 总过程时间Total Process Time = 155 节拍时间Takt Time = 30 sec150 /

33、 30 = 5 peopl人 Cycle Time (Time for Operator to complete job)工人完 成工作所需时间 01/2000 Kaizen_v2.ppt Takt Time vs. Cycle Time节拍时间节拍时间vs周期时间周期时间 Eliminate Waste消除浪费 ABCDEF 0 10 20 30 40 Operator工人工人 Sec 节拍时间Takt Time = 30 sec 总过程时间Total Process Time = 102 sec Waste removed through Kaizen通过改善消除了浪费 01/2000 K

34、aizen_v2.ppt Takt Time vs. Cycle Time Rebalance Work Load ABCDEF 0 5 10 15 20 25 30 35 Operator Sec Takt Time = 30 sec 总过程时间Total Process Time = 102 sec 节拍vs周期时间 重新均衡工作负荷 节拍时间 操作者 01/2000 Kaizen_v2.ppt Line balancing is an example of a common Kaizen improvement and is an application of CM 线平衡即为一种常见的

35、Kaizen改进实例及对制约管理的一种应用。 CM also helps to identify and prioritize improvements efforts 制约管理还有助于确认及排定改进工作的先后顺序 01/2000 Kaizen_v2.ppt “The chain is only as strong as its weakest link” “只有最薄弱环节加固后，整个链条才得以牢固” CM is a system philosophy to help identify the weakest link (then improve that weakness). 制约管理是一套

36、用以发现“最薄弱环节”的系统理论（随之改进薄弱之处 ） Overall system performance is improved until the next weakest link is discovered 总体系统功能得到了改进，直至发现下一个“最薄弱环节”。 01/2000 Kaizen_v2.ppt 5S events help to organize the workplace and allows for easy identification of waste 5S活动有助于工作场所的有序化，从而易于发现浪费 Defects are easier to identify

37、in a clean, organized workplace 在清洁、有序的工作场所中更易于发现各种缺陷。 01/2000 Kaizen_v2.ppt Visual management is a method in which visual tools - signs, labels, colors, markings - are used to control and simplify work processes. Visual management is key to successful 5S. 可视化管理即为：使用清晰的视觉工具-符号,标签,颜色,记号来控制并简化 工作过程的方法

38、。它是5S成功的关键。 Examples of visual management:可视化管理的实例： Red tags红标签 Signboards视板 White line pathways on floor地面上的白线通道 Red line demarcators 红线标记 01/2000 Kaizen_v2.ppt Identify Waste明确浪费 Collect Data收集数据 Identify Desired Result确定预期效果 Find a Solution制定解决方案 Standardize标准化 Prevent Recurrence防止再发生 Evaluate评估 Implement Solution推行解决方案 Did achieve desired result确实达到预期效果 Action措施 Do执行 Plan计划 Check检查 Did not achieve desired Result 未达到预期 效果 01/2000 Kaizen_v2.ppt Keep It Simple. A Company Can Boost Productivity Without Expensive New Equipment. 力求简单。公司可不必添置昂贵的新设备而提高生产率。 Everyones Ideas Are Equ