S及目视化车间基础管理培训

1、Basic Workplace Organization车间基础管理车间基础管理5S Methodology5S 方法2021/5/281How about your enterprise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2021/5/2822021/5/283Goal and Rationale 目的和原理Intuitive goodness. 良好的直觉感受 Helps establish, reinforce and discipline Standard Work 有助于导入，强化和规范标准化工作标准化工作Reduces Wa

2、ste, Improves Safety, and Improves Quality. 减少浪费，提高质量和保障安全Easier Maintenance and increases value of equipment. 设备更易于维护，提高设备的使用价值Exemplifies Respect of Customers and Associates 体现了客户与员工之间的相互尊重Supports a Positive Mental Attitude 保持积极的精神状态Conveys Pride in the Workplace 让车间洋溢着自豪的情绪2021/5/284Learning Obj

3、ectives 学习目标lConvey the purpose for using the Lean tool of 5S to create a Visual workplace. 使用精益生产工具：5S实现目视化管理的车间lProvide a detailed description of the Separate, Straighten, Shine, Standardize, Sustain stages of the 5S process. 解释5S（整理、整顿、清扫、清洁、素养）的真正含义lExplain the relationship between the Lean tool

4、s of 5S and Standard Work. 说明精益生产工具：5S和标准化工作之间的关系lDescribe the process for initiating a 5S event. 开展5S活动的实施步骤lDescribe the importance and uses of Visual Management tools in the workplace. 车间目视化管理工具的使用及其重要性2021/5/285What is 5S? 何为5S？-A process to ensure a clean, orderly, safe and productive workplace

5、 accomplished through the creation of a self-explaining, self-regulating, and self-controlling environment that eliminates confusion and ambiguity. 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.2021/5/286Benefits of 5S 5S的益处 Safety: Reduce the number of lost time accidents, workmans compensati

6、on claims and OSHA recordables. 安全：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: Eliminate the possibility of using previously rejected parts or the wrong tools. Eliminate contamination and assure compliance to standard procedures. 质量：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: Eliminate wa

7、sted time looking for tools. Reduce cycle time, reduce equipment downtime through regular cleaning and inspection. 生产效率：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 2021/5/287Benefits for personality of 5S 5S对个人的益处 2021/5/288What are the 5Ss? 何为5S？ (Seiri)(Seiton)(Seiso)(Seiketsu)(Shitsuke) Clear

8、ly distinguishing between what is necessary and what is unnecessary. Disposing of the unnecessary. 清楚地区分必需品和非必需品，将非必需品处理掉Organizing and locating the necessary items so that they can be used and returned easily near the point of use.将必需品有条理地定位在较近的位置以便使用和归还Cleaning and inspection of floors, equipment,

9、 furniture, etc in all areas of the workplace.清洁和检查车间所有区域的地面、设备、器具等等Maintaining, improving , documenting and verifying the standards of the first three Ss.持续改进，将前3个S标准文件化并加以验证Achieving the discipline or habit of properly maintaining the correct procedures.形成纪律或养成习惯来完整地维护5S的正确流程2021/5/289SEPARATE 整理

10、What is it for?这个作什么用？ Why do I have it?一定要用吗？ How often do I use it? 多久用一次？ Does someone else have the same thing? 其他人是否也有？Clearly distinguishing between what is necessary and what is unnecessary. Disposing of the unnecessary.清楚地区分需品和非必需品，将非必需品处理掉清楚地区分需品和非必需品，将非必需品处理掉2021/5/28109、 人的价值，在招收诱惑的一瞬间被决定

11、。21.7.1521.7.15Thursday, July 15, 202110、低头要有勇气，抬头要有低气。22:39:1522:39:1522:397/15/2021 10:39:15 PM11、人总是珍惜为得到。21.7.1522:39:1522:39Jul-2115-Jul-2112、人乱于心，不宽余请。22:39:1522:39:1522:39Thursday, July 15, 202113、生气是拿别人做错的事来惩罚自己。21.7.1521.7.1522:39:1522:39:15July 15, 202114、抱最大的希望，作最大的努力。2021年7月15日星期四下午10时39

12、分15秒22:39:1521.7.1515、一个人炫耀什么，说明他内心缺少什么。2021年7月下午10时39分21.7.1522:39July 15, 202116、业余生活要有意义，不要越轨。2021年7月15日星期四22时39分15秒22:39:1515 July 202117、一个人即使已登上顶峰，也仍要自强不息。下午10时39分15秒下午10时39分22:39:1521.7.15119、 人的价值，在招收诱惑的一瞬间被决定。21.7.1521.7.15Thursday, July 15, 202110、低头要有勇气，抬头要有低气。22:39:1522:39:1522:397/15/20

13、21 10:39:15 PM11、人总是珍惜为得到。21.7.1522:39:1522:39Jul-2115-Jul-2112、人乱于心，不宽余请。22:39:1522:39:1522:39Thursday, July 15, 202113、生气是拿别人做错的事来惩罚自己。21.7.1521.7.1522:39:1522:39:15July 15, 202114、抱最大的希望，作最大的努力。2021年7月15日星期四下午10时39分15秒22:39:1521.7.1515、一个人炫耀什么，说明他内心缺少什么。2021年7月下午10时39分21.7.1522:39July 15, 202116、

14、业余生活要有意义，不要越轨。2021年7月15日星期四22时39分15秒22:39:1515 July 202117、一个人即使已登上顶峰，也仍要自强不息。下午10时39分15秒下午10时39分22:39:1521.7.1512 Asking why enables the sorting process. 整理时要问为什么整理时要问为什么 For example, when in the work area, for each “thing” ask: 例如，在工作区，对每一样物品都要问：例如，在工作区，对每一样物品都要问： Why do we need it? 为什么需要这个？ Why i

15、s it used the way it is? 为什么要这样使用它？ If we need it, Why does it not have a home? 如确实需要，为什么没有它自己固定的位置？ Why are there no visual controls to manage it? 为什么不能做到目视化管理？ Why are there no posted standards or standard work to tell how to use it and assign responsibility for it? 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？

16、A “thing”can be material or information. 所指物品包括物料或信息所指物品包括物料或信息 SEPARATE through the 5 Whys用5个为什么来整理13SEPARATE 整理Cabinets 抽屉抽屉Components 部件部件Documentation 文件文件Gages 量具量具Machines 机器机器Packaging Material 包装材料包装材料Parts 零件零件Prints 印刷品印刷品Shelves 架子架子Supplies 耗品耗品Tables 工作台工作台Tooling 工具工具Towels 毛巾毛巾Trash 垃

17、圾垃圾Books 书籍书籍Business Forms 表格表格Cabinets 抽屉抽屉Catalogs 目录目录Correspondence 信件信件Equipment 设备设备Magazines 杂志杂志Paper 纸张纸张Parts 零件零件Records 记录记录Samples 样品样品Shelves 架子架子Supplies 耗品耗品2021/5/2814 CATEGORIZE ITEMS: 物品分类 RARELY USED 很少使用 OCCASIONALLY USED 偶尔使用 FREQUENTLY USED 经常使用1SSEPARATE整理整理RED TAG STRATEGY红

18、牌策略ATTACH TO ALL UNNECESSARY ITEMS悬挂于所有非必需品DISCARD UNNECESSARY ITEMS扔掉不需要的物品DIVIDE ITEMS INTO TWO CATEGORIES将物品分成必需品和非必需品NECESSARY必需品必需品UNNECESSARY非必需品非必需品2021/5/2815SEPARATE 整理Factory 厂区厂区Before Applying 1st S 整理前整理前 After Applying 1st S整理后整理后2021/5/2816SEPARATE 整理Office 办公区办公区Before Applying 1st S

19、 整理前整理前 After Applying 1st S整理后整理后2021/5/2817SEPARATE - RED TAGGING 整理-挂红牌 挂红牌挂红牌Red Tagging is a tracking process to provide visual identification of unneeded items. 对非必需品挂红牌为了目视化的辨别和跟踪处理Red Tagging is a safe guard to the accidental removal of costly and critical items. 挂红牌也是为了防止意外地把昂贵、重要的物品丢掉After

20、 all obvious items have been thrown away, remaining items are “red-tagged” to assure proper disposition. 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2021/5/2818红牌示例红牌示例SEPARATE - RED TAGGING 整理-挂红牌CELL / AREARED TAGTAG NUMBERCATEGORY1. Raw Material2. WIP3. Finish Materials4. Tools5. Supplies6. Equipment7. Furnitur

21、e8. Office Materials9. Books/Magazines10. Other:TAG DATETAGGED BYITEM NAMEQUANTITYREASON TAGGEDDISPOSITION REQUIRED1. Discard2. In Cells Storage3. Long Term Storage4. Reduce Inventory5. Sell / Transfer6. Other:ACTION TAKENDATECELL / AREARED TAG LOCATORTAG NUMBER Recommendations 建议Should be full size

22、 尽可能大些Bright red to be very visible 亮红色异常醒目Should have pre-printed sequential tag numbers 有预先印刷的序列号 2021/5/28192021/5/2820STRAIGHTEN 整顿整顿Organizing and locating the necessary items so that they can be used and returned easily near the point of use.将必需品重新组织、定位在较近的位置以便使用和归还将必需品重新组织、定位在较近的位置以便使用和归还 Fir

23、st decide where all items should be so that the organization is easy to use and understand. 首先确定物品的位置以便易于使用和理解其条理性 Choose proper storage methods that minimize inventory and promote visual management. 用合适的存储方法来减少存货量和提升目视化管理 Visually indicate locations so items is use can be returned and missing items

24、 are easily identified. 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 Make sign boards that clearly explain inventory, equipment, and other items so anyone can understand the workplace. 制作标识板来说明存货量、设备、其它物品, 让任何人都明了2021/5/2821IDENTIFICATION LINES明确生产线DETERMINE LOCATION FOR NEEDED ITEMS:必需品定位VISUAL LOCATIONS目视化区域POIN

25、T OF USE STORAGE标明用量2SSTRAIGHTEN整顿整顿LATHE FIXTURES车夹具2021/5/2822After Applying 2nd S 整顿后整顿后 Before Applying 2nd S 整顿前整顿前STRAIGHTEN 整顿2021/5/2823STRAIGHTEN 整顿 标识板标识板2021/5/2824STRAIGHTEN 整顿2021/5/2825STANDARD COLOR CODE 颜色代码标准化Identify critical items, parts, and areas within factories with common col

26、ors which provides for a common understanding for any associate or visitor. 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2021/5/2826 Aisle 过道过道Reference Table 参考色标参考色标Trash Can 垃圾桶垃圾桶Scrap/Rework 报废报废/返工返工Raw material (s)原材料原材料Finish Material (s)成品成品Empty Containers空容器空容器Work in Process在制品在制品Hazmat危险品危险品Mo

27、vable Fixtures可移动夹具可移动夹具2021/5/28272021/5/28282021/5/28292021/5/2830Kaizen Instances 2S Example 整顿实例 After 后 Before 前Picture / Scanned Sketch2021/5/28312021/5/28322021/5/28332021/5/28342021/5/2835SHINE 清扫清洁车间所有区域的地面、设备、器具等等清洁车间所有区域的地面、设备、器具等等 Establish a Clean Workplace. 让车间变的干净让车间变的干净 Clean up the

28、Area. 将所有区域打扫干净将所有区域打扫干净 Sweep & Wash Floors 清扫清扫 & 拖净地面拖净地面 Clean in, under, and around Equipment and Furniture 把设备和器具里里外外清洁干净把设备和器具里里外外清洁干净 Eliminate all Trash from Workplace 倒掉车间所有垃圾倒掉车间所有垃圾 Keep in mind: How do things get dirty? - Fix the root cause of the dirt. 记住：为何这样脏？记住：为何这样脏？ 要解决物品变脏的根本原因要解

29、决物品变脏的根本原因Cleaning and inspection of floors, equipment, furniture, etc in all areas of the workplace.清洁和检查车间所有区域的地面、设备、器具等等清洁和检查车间所有区域的地面、设备、器具等等2021/5/2836BUILDS PRIDE INTHE WORKPLACE让车间充满自豪ELIMINATE DIRT去除污垢去除污垢BUILD VALUE IN EQUIPMENT提高设备价值CLEANING AS A FORM OF INSPECTION清洁的过程就是检查的过程3SSHINE清扫清扫CL

30、EAN清洁SWEEP清扫2021/5/2837Before 5S event 清扫前After 5S event 清扫后2021/5/2838Kaizen Instances 清扫改善实例清扫改善实例 After 后 Before 前Drain was poorly positioned, allowing spills排水位置不当，可以溢出Repositioned overflow drain spout to operate and allow proper draining into the tank重新放置溢出排水口，允许适量排水至水槽Picture / Scanned SketchP

31、icture / Scanned Sketch2021/5/2839STANDARDIZE 清洁 Eliminate excess storage areas and flat surfaces 去除过多的存储面积和地面 Make changes to equipment that make it easy and quick to clean and eliminate dirt and leaks at their source 使设备易于更快地清洁，从源头去除污垢和漏油 Use check list to establish daily cleaning and organization

32、 activities 使用检查表确定每天的清洁和组织活动 Institute Patrols to monitor progress 设立5S巡查来监视5S的进展Maintaining, Improving and Documenting the Standards of the First Three Ss持续改进，将前持续改进，将前3 3个个S S标准文件化标准文件化2021/5/28404SSTANDARDIZE清洁清洁PREVENTIVE预防性的预防性的ASSIGN “3S” RESPONSIBILITIES指派指派3S负责人负责人 SORTING 整理 SIMPLIFYING 整顿

33、 SWEEPING 清扫5 WHYS5个为什么个为什么CHECK ON “3S”MAINTENANCE检查检查“3S”保持情况保持情况INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES整合整合“3S”为有序的工作为有序的工作2021/5/2841Standardize Maintaining, improving, and documenting the standards of the first three Ss. 清洁清洁持续改进，将前3个S标准文件化 While the first 3 Ss are activities, the 4th S

34、is a process that facilitates the maintenance and improvement of the first three Ss. 4S就是利于前面3S持续改善的过程 Eliminate causes of dirt, leaks, and spills 消除污垢、泄漏、溢出的原因 Create systems to keep things neat and organized 建立系统来保持物品的整洁及条理性 The 4th S relies on written agreements, visual controls and standard rout

35、ines established by the group. To improve, we move from detection to prevention. 4S需要组织形成书面规定、目视化控制和标准程序，我们要从发现问题提升到去预防问题的发生STANDARDIZE 清洁清洁425S Checklist Example 5S检查表检查表2021/5/28435S Evaluation & Scoring Criteria Sample5S 评估 & 打分标准2021/5/2844SUSTAIN 素养形成纪律或养成习惯来维持5S的全部正确流程2021/5/2845 To “do” the 5

36、th S we need to practice until we internalize what we are supposed to do and fully understand why. 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 Practice reinforces correct habits. We must be strict about how things are done - even the little things. 实践巩固正确的习惯，我们做事必须严格哪怕是件小事 Follow posted checklists

37、and other visual controls established under the 4th S. 执行由4S建立的检查表和其他目视化控制2021/5/2846MANAGERS COMMITTEDTO “5S”管理者尽职尽责PROPER TRAINING合适的培训“BUY-IN” FROMALL WORKERS全员参与CORRECT PROCEDURESBECOME A HABIT纠正程序，养成习惯5SSUSTAIN素养素养2021/5/2847实施5S的阻力n 整理、整顿为什么很重要？n 为什么要清扫，它马上就又会脏的？n 整理整顿又不能生产出更多的产品？n 我们已经实施整理、整顿

38、了，还要这么麻烦？n 我们在很多年前就已经实施5S了，不就如此吗？n 我们太忙了，哪有时间实施5S？2021/5/28485S IMPLEMENTATION 实施5S Sort between what is necessary and what is unnecessary and dispose of the unnecessary. 区分必需品和非必需品，将非必需品处理掉Organizing the necessary items so that they can be used, returned, and identified easily.将必需品整理地有条理，以便使用、归还及易于

39、辨认Clean and inspect floors, equipment, and furniture in all areas of the workplace. Correct the root causes of the messes. 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Establish processes to maintain, improve, and measure the level of the first three Ss.建立流程以持续改进和衡量前3个S的水平Achieve the discipline or habit of properl

40、y maintaining and expanding the process.形成纪律或养成习惯来完整地维护和扩展5S工作2021/5/2849The 5Ss and Visual Controls 5S与目视化控制与目视化控制5S需要需要,也能够建立一个清晰的目视化工作区也能够建立一个清晰的目视化工作区A visual workplace is when anyone can walk in and visually understand the current situation. 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：所谓目视化就是，当任何人走进车间，可以直观地了解

41、目前状态：我们使用目视化控制方法，建立目视化车间我们使用目视化控制方法，建立目视化车间2021/5/2850Visual Management in Our World目视化管理无处不在Visual controls are all around us. 我们身边的目视化控制方法2021/5/2851All businesses have problems!All businesses have problems!问题无处不在问题无处不在! !The good businesses keep pace with their problems and solve the root causes.

42、 良好的系统会追踪问题并解决根本原因.These successful businesses distinguish between the normal vs. abnormal and make waste obvious to all using visual management techniques. 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Visual Management 目视化管理2021/5/2852Making problems visible is not enough!Making problems visible is not enough!光发

43、现问题是不够的光发现问题是不够的If we do not take action on these problems, we will be wasting our time and all involved will lose interest and the improvement will not sustain.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Visual Management 目视化管理2021/5/2853Benefits of Visual Management目视化管理的益处Visual Management ties into t

44、he 5S strategy (4th “S” seiton, or standardize).目视化管理与5S之清洁策略既矛盾又统一Visual Management begins with making the factorys abnormalities and waste clear to everyone. 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We must move from having only specialists understand to an environment where everyone understands! 我们必须从只有少数人理解上升到

45、所有人都理解2021/5/2854LOWDIRTYGLOVESHARD HATAREA FIREEXSTINGUISHERSLEDGEHAMMERPRODUCTION RESULTSQUALITY RESULTS SCHEDULE SOPs CLEANGLOVES13 7TODAYSRUNWARNINGHOT STEEL60 0TODAYSGOAL STATION 3OPERATORComment on the Value of the Visual Management Used Below评论如下的目视化管理评论如下的目视化管理2021/5/2855Visual Management To

46、ols目视化管理工具Examples of Visuals : Examples of Visuals : 目视化示例目视化示例Red Tag Strategy (5S Program) 挂红牌Sign-boarding 布告板Line Demarcations 生产线的划分Floors & Aisles 地面 & 过道Stack Height Limits 堆叠高度限制Andon Lamps 安灯/指示灯 Kanban 看板Production Management Boards 生产管理板Standard Work Charts 标准化工作图表Defective Item Displays

47、 不良品展示2021/5/2856ANDON LIGHTS - Lights installed on equipment, lines or cells to indicate the status of production.指示灯指示灯- 安装在设备,生产线,生产细胞显示生产状态Possible Uses: Red- means maintenance is needed immediately.Yellow- means the team running out of parts soon.Green- means the team is running parts as normal

48、.红色 - 需要立即维修黄色 - 零件即将耗尽绿色 生产正常Teams will specify the meaning of the lights based on an areas needs. 基于不同场合的需要,团队可以指定指示灯的含义Visual Management Tools目视化管理工具2021/5/2857Machine abnormality 设备异常Indicates the machine has detected an abnormality 显示设备检测出异常Defect, overproduction, etc 缺陷,过载等This is Jidoka imple

49、mentation 这是防呆措施Automatically triggered 自动触发Either on or off 即开即关Types of Andons 安灯的类型安灯的类型Material re-supply 补料Indicates that parts re-supply is needed 显示需要补料May be triggered manually by operator or automatically by sensor in parts bin 通过料箱里传感器手动或自动触发Either on or off 即开即关Visual Management Tools目视化管

50、理工具2021/5/2858Types of Andons 安灯的类型安灯的类型Operator status 操作工的状态Indicates operators status with respect to TAKT time 显示操作工符合生产节拍时间Manually triggered 手动触发Use color codes: 颜色含义Green, ok; 绿色, ok; Yellow, need assistance; 黄色, 需要帮助;Red missed TAKT time 红色, 赶不上生产节拍 Visual Management Tools目视化管理工具2021/5/2859G

51、AGES and INDICATORS 量具和指示器量具和指示器Abnormal situation should be understood at a glance.No need for interpretation. Consider mounting gages so that normal conditions are in the same orientation.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FULL010203040010203040Not This ThisNot This ThisVisual Management Tools目视化管理工具2021/5/2860KEY PERFORMANCE INDICATOR BOARD 关键绩效显示看板关键绩效显示看板Team board that highlights the progress of a team in meeting