精益生产系统培训2014、7、2

1、公司生产公司生产系系统统-精益生产精益生产 Lean Training 2014Lean Training 2014 精益生产培训精益生产培训2请公司支持者讲话Z L P TZ L P T31.Why Lean?为什么做精益？为什么做精益？2.What is Lean? 什么是精益生产？什么是精益生产？3.Value Stream Map 价值流程图价值流程图4.Flow 流流5.8 Wastes 八种浪费种浪费6.Cell Design 生产单元设计生产单元设计7. Takt Time &Total Cycle Time 节拍时间和周期时间节拍时间和周期时间8.Operator Balanc

2、e Chart 平衡工序平衡工序9.Standardized Work 标准工作标准工作10.PDCA七步骤七步骤3Training Outline 培训大纲培训大纲 4Introductions 介绍介绍lTell us about yourself: 向我们做自我介绍4lName 姓名lCurrent Work Area 当前工作区域lKaizen / Lean Experience 改善/精益经验l Speciality /Interesting /特 长,专长/爱好5 Lets Begin With DPS DPS开始开始6一 Why Lean? 为什么做精益为什么做精益7Whats

3、Driving Us to Lean?Lean?什么驱使我们精益什么驱使我们精益lCustomers 客户角度faster, better, cheaper更快,更便宜,更好 lCompetitors 竞争者gap is narrowing, difficult to differentiate差距在缩小, 难以区分lCapital Market (shareholders) 资本市场(股东)return on investment, growth投资的回报,增长78Every morning in Africa, a Gazelle wakes up. It knows it must ru

4、n faster than the fastest lion or it will be killed. 在非洲，每一个清晨羚羊醒来它知道它必须比最快的狮子跑的更快，不然它就会被吃掉It doesnt matter whether you are a lion or a gazelle - when the sun comes up, you had better be running! 不管你是狮子或是羚羊都没关系-当太阳升起时你最好要开始奔跑The Lion and the GazelleEvery morning a lion wakes up. It knows it must out

5、run the slowest gazelle or it will starve to death.每个清晨狮子醒来，它知道它必须超每个清晨狮子醒来，它知道它必须超 过最慢的羚羊，不然它将会饿死过最慢的羚羊，不然它将会饿死COMPETITION SURVIVAL 竞争-生存9 REALITIES OF OUR BUSINESSECONOMY经济MARKET市场绿宝石集团绿宝石二分厂二分厂精益模范线JOB工作“CHANGE IS THE ONLYCONSTANT”Drucker改变是唯一不变的“WE ARE IN A CONSTANT STATE OF FLUX”Democritus我们处于变

6、迁中的不变状态-德谟克利特 OUR SURVIVAL, COMPETITIVENESS, AND SUCCESS DEPENDS ON HOW WELL WE MANAGE CHANGE我们的生存,竞争,和成功来自于我们对改变的应用有多好10What is Lean? 什么是精益什么是精益? ?lContinuous ImprovementContinuous Improvement based on Standardized Work Standardized Work 基于标准化作业标准化作业的持续改善持续改善.lIn a FlowFlow manufacturing environmen

7、t 在一件流一件流生产环境下生产lWhere production is PulledPulled by customer demand and 以拉动拉动生产系统来满足客户需求lReduction ofReduction of WasteWaste is an ongoing focus 以减少浪费减少浪费的制造作为根本 * 运用各种工具如（看板系统(KanBan)、一次性直通率(FPY)、价值流程图(VSM)、员工工序平衡表（OBC）、制定每个零部件的计划（PFEP）、产品生产前遇见性问题总结（PFMEA）、目视化看板、等）对生产进行管理和改善1011Why do Lean Trainin

8、g? 为什么要做精益培训为什么要做精益培训? ?lCreate a lean culture 建立精益文化lTeach lean principles教导精益原则lIncrease the speed of learning by doing通过实践提高学习的速度lImplement real improvements in every plant在每个工厂实施真正的提高改善1112Expectations 期望期望lThis effort will require your full attention成就需要你的全身心的投入Participating in lean training an

9、d kaizen is your job/assignment for this period of time参与精益生产培训和改善是你在这个期间的任务lExpect full effort and participation期待全身心的投入参与Ask questions 提问Do the activities 行动Make suggestions 提出建议1213 最高质量最高质量 最低成本最低成本 最短时间最短时间 剛好及时剛好及时自动化自动化连续流节拍时间 拉动系统 海星阁海星阁标准工作标准工作改善改善尊重人性 、以人为本客户为先全员参与，持续改善现场为先穩穩 定定过程结合质量制止以通知

10、问题分隔 人工和机工Greg Raddy 200814 Highest Quality Highest Quality Lowest Cost / Shortest Lead Time Lowest Cost / Shortest Lead Time Just-In-TimeJust-In-TimeJidokaContinuous FlowTakt TimePull SystemStop and notifyof problemsSeparate humans work & machineswork HeijunkaStandardizd WorkKaizenRespect for Human

11、ity Customer FirstContinuous ImprovementGemba FirstS t a b i l i t yBuild quality intothe processGreg Raddy 200815 Is notto criticizethe past改善并不是为了。 批评过去， 而是为了保障将来 16二 Value Stream Map 价值流程图17aWhat is Value Stream Map?What is Value Stream Map?ValueStreamMap 价值价值流程流程图图Value Stream MapValue Stream Ma

12、p = All actions (both value added and non-value added ) currently / future required to bring a product through the production flow from raw material to finished goods什么是价值流程图？所有当前或未来将产品从原材料到制成品通过生产流程的必需的行动(包括增值的和非增值的)18VALUE STREAM = All actions (both value added and non-value added) currently requi

13、red to bring a product through: 价值流所有当前将产品通过以下过程必需的行动(包括增值的和非增值的)- production flow from raw material to finished product 从原材料到制成品的生产流程- customer order to delivery 顾客订货到装运- product design concept to launch 产品有设计概念到推广aaaVALUE STREAMRawMaterialFinishedProductPROCESSStampingPROCESSWeldingPROCESSAssembly

14、Cell价值流改善和流程改善19Paper and pencil tool used to drive continuous improvement activities可用铅笔和纸来做驱动驱动持续改善行动Tool use to identify not only waste, but the source of waste价值流工具的用途不仅仅不仅仅是辨认浪费，还有浪费的根源根源Use to help “see” and “think” flow instead of individual / discrete production processes 用来帮助“观察观察” 和“思考思考”

15、流程而不是单独的和生产工序分离To implement lean systems instead of isolated process improvements用于实施系统系统的精益而不是单独单独的工序改善价值流程图的用途在哪？20MATERIAL FLOW ICONS 物料流的图标物料流的图标Process Box 工序箱OutsideSources外部资源Data Box 数据箱I300 piecesInventory 库存TruckShipment卡车出货PUSHArrowFinished Goodsto Customer / Raw Goods from Supplier 成品至客户

16、/原材料来自供应商FIFOFirst-In-First-OutSequence Flow先进先出顺序流GENERAL ICONS 一般的图标UptimeChangeoverKaizenLightening Burst改善爆炸图Buffer orSafety Stock缓冲或安全库存Supermarket超级市场Physical Pull自然拉动INFORMATION FLOW ICONS 信息流的图标ManualInformation Flow手动信息流ElectronicInformation Flow电子信息流WeeklyScheduleInformation信息X XLoad Level

17、ing分配均衡化Signal Kanban信号看板KanbanPost看板箱WithdrawalKanban抽取式看板ProductionKanban生产看板Sequenced-Pull Ball顺序拉动球Takt Time = 61 secC/T = 58 secUp time = 95%C/O = 01 Shift Stiffener Shearing OperationShearing Station 11 X MechanismDailyShipShipment船出货21Future State 未来状 Current State 现状 22237 VSM Exercises 价值流程

18、练习一1 客户要求:二钩挂架需求696000张/年，PP收单15天后出货，订货约14天回物料生产时间1天.2 包装生产工序:3 工作时间:每年300天,每一日一班工作,每班10小时,可用时间580分/天4 工序信息: A人员1个,T/T?秒 C/T ?秒,TCT?秒,C/O0秒,U/T100%, B人员1个,T/T15S C/T 13S,TCT120S,C/O0S,U/T100%, C人员1个,T/T15S C/T 14S,TCT120S,C/O0S,U/T100%, D人员1个,T/T15S C/T 13S,TCT120S,C/O0S,U/T100%, E人员1个,T/T15S C/T 15

19、S,TCT120S,C/O0S,U/T100%, F人员1个,T/T15S C/T 15S,TCT120S,C/O0S,U/T100%, G人员1个,T/T15S C/T 10S,TCT120S,C/O0S,U/T100%, 23盖周数章、贴标签放说明书、啤卡放五金、套入中盒包五金、放五金盖中盒贴彩图、盖周数包外箱、盖周数章数ABCDEFG2424三 Flow 流流25流程中有三种主要方式:工艺流的方式物料流的方式信息流的方式26Bad Flow vs. Continuous Flow 差的流对比连续流27ORDER定单Functional Layout 功能布局 Value-Added Ti

20、me: MinutesTime in Plant:WeeksReceivingWarehouse收料仓Fabrication拼装Spot Welder点焊Upholstery扪布Finished Goods成品Assembly组装Inspection检查ShippingWarehouse出货仓Ship 出货Material 材料CASH资金28Slow flow of product through the operationsUnbalanced functional operationsCan make more parts than needed (1st waste)Parts tak

21、e longer to complete (long lead-time)Unnecessary movement of parts (4th waste)Excessive inventory (5th waste)Extra conveyance (3rd waste)Overproduction (worst waste)“Brick wall” mentality产品的流动速度慢功能运作造成失衡的生产过多超过需要的零部件 ( 浪费1)需要更长的时间来完成(长供应周期)不必要的零件移动 (浪费4)库存过多(浪费5)过量运送(浪费3)生产过剩 (最坏的浪费) 砖墙的心态29Push orS

22、cheduled推动或者计划SupermarketPull (Kanban)超市拉动(看板)Upstreamprocessreplenisheswhat cess tookAway由上游工序补充下游工序取走的部分ContinuousFlow(1 pc Flow)连续流程(一次流)Physicallylinked, tightlyconnected processsteps & c/ts can be Balanced实际连接,紧密联系的工序步骤并且连续性可以被平衡ProcessFIFOSequencedFlow先进先出次序流动式Queue or lane between unl

23、inked processes.Keep productin FIFO seq.Less space reqdthan supermarket.在不连续的两个工序间的队列 或者通道, 保持产品的先进先出 次序,比超市需求更加少的空间FIFOTraditionalBatch & Queue 传统批量生产Ideal Stateof Lean 精益的理想状态SequencedPull (Golfball)有次序的拉动(高尔夫球)Main linesignals a feeder process what toProduce主线发出信号给补充工序什么需要生产了Each processhas own s

24、chedule, sequence,& batch size每个工序都有自己的计划,次序和批量30怎样做一个好流程？311. Produce at your takt time按节拍时间生产2. Develop continuous flow wherever possible任何可能的地方建立连续流3. Use supermarket to control production where continuous flow is not possible 在不能用连续流的地方用超市来控制生产4. Try to send the customer schedule to only one pro

25、duction process Pacemaker for the value stream设法将顾客的计划表发放到一个生产工序- 价值流的启动点32325. Distribute the production of different products evenly over time根据时间均匀地分配不同产品的生产6. Create a “initial pull” by releasing and withdrawing small, consistent increments of work at pacemaker process通过在启动工序上发出和收回量少而连贯的工作来建立一个初

26、步的拉动7. Ability to make every part as often as possible with minimum change over.具有在最小的换模时间下尽可能生产每种部件的能力33Flow ProductionlBatch & QueueMachines grouped by type设备按类型分组Produce by large batch大批量生产lContinuous Flow连续流Machines in order of product flow设备按生产流程排1-piece flow一件流3334346/25/202234Batch & Queue Ba

27、tch & Queue 大大批量生产批量生产Flow Flow 流动流动Linked operations Linked operations 连连接各操作环节接各操作环节Make 1, Make 1, Move 1 Move 1 做一做一个个 搬一个搬一个21+ min1st unit30+ minLast unitLead Time 周期周期Oper.2Oper.3Oper.1Flow 流动流动Oper.1Oper.2Oper.3 3 min for 1st unit第一件第一件3分钟分钟12 min for Last unit最后一件最后一件12分钟分钟Lead TimeProcesse

28、s linked, 1 for 1 (if possible)Parts flow through factory fasterInventories substantially reducedOver-production and other wastes are minimized Cells improve control and communicationImproved quality & response to quality problemPromotes better teamwork and togetherness连接的工序,1件接1件(尽可能) 部件流经工厂更快库存大幅降

29、低生产过剩和其他浪费最小化 单元能加强控制和改善沟通提高质量及反应质量问题更好地促进团队向心力 36You cant always flow 你不可能总是流动lFLOW when you can 在可以的时候使用流的方式lPULL when you cant在不能使用流的方式的时候就使用拉动lNever push绝不用推动的方式363737四 The 8 Wastes 八种浪费八种浪费381.过量生产2.等待 / 空闲时间 3.长距离搬运4. 过量加工 5.库存6.动作浪费7.返工 / 修改8.人员错配1.1.OverproductionOverproduction2.2.Waiting /

30、Idle TimeWaiting / Idle Time3.3.OverconveyanceOverconveyance4.4.OverprocessingOverprocessing5.5.InventoryInventory6.6.Waste of MotionWaste of Motion7.7.Rework / RepairRework / Repair8.8.Under Utilizing Under Utilizing PeoplePeoples Talentss Talents39lOverproductionOverproduction - more or earlier th

31、an needed by customer process过量生产生产比客户的需求进程更多或更早lWaitingWaiting - idle operator等待让操作者有空闲懒散的时间lMovementMovement / Transport/ Transport - lift, set, moverepeat搬移运输抬，或放，反复移动的动作.lOver-processingOver-processing - extra functions that customer dont care enough about to pay for工序多余客户不愿付钱的多余功能lInventoryInve

32、ntory - more than needed库存超出需求的(材料,半成品或成品)lMotionMotion -excessive walking, bending, reaching动作额外的走动，弯腰，伸展的动作lDefectsDefects - inspection, scrap, rework, NCR缺陷检查，报废，重工，39REDUCTION of WASTE减少浪费减少浪费40 Making/Transporting more/earlier than customer demand比下游工序所需要的制造/输送得更多/更早41 Idle time such as watchin

33、g a machine run,waiting for parts, or waiting for others to get done with their work. 空闲时间空闲时间,如看一台机器运行如看一台机器运行,等待零件等待零件, 或等待别人做他们的工作或等待别人做他们的工作. 42 Moving or restocking WIP from one location to another or moving parts further than necessary移动或存放在工作过程的产品移动或存放在工作过程的产品, 从一个地点到另一个从一个地点到另一个，搬动生产部件超过实际的需

34、要距离，搬动生产部件超过实际的需要距离43 Doing more work than is necessary to meet customer requirements 做多余做多余 / 无须无须 的工作来满足顾客的要求的工作来满足顾客的要求 Over-engineering 过量设计过量设计 44 Amount of on-hand finished goods, work-in-process, parts or material greater than what is required by the system在手上的货存在手上的货存,在工序中的货存在工序中的货存,材料多于所要求的

35、系统材料多于所要求的系统 45 Walking, reaching, bending, overextending lifting, twisting, re-positioning of parts/tools步行步行, 过多弯曲过多弯曲, 起重起重,扭曲扭曲,重新定位零件或工具重新定位零件或工具 46 Producing, making, causing defects or errors生产生产,制作制作,造成缺陷或错误造成缺陷或错误 47 OVERPRODUCTION.WHY?过量生产过量生产 为什么为什么 ?l It causes the other 6 wastes It caus

36、es the other 6 wastes l It hides problems (kaizen opportunities) It hides problems (kaizen opportunities)l因此造成了其他六种的浪费l它掩藏问题(改善的机会) 48 Poor production planningHave excess capacity“Keep the machines running!”“We need to keep everybody busy!Poor Layout DesignNo / Bad Flow Job Shop / Functional LayoutU

37、nbalanced work content没有良好的生产规划没有良好的生产规划, ,能力过剩 但我们必须保持机器运行 ! 需要让大家忙”! 没有良好的布局设计没有良好的布局设计, , 没有/坏的流程流功能布局工作内容 不平衡49 Waiting.Why?等待等待/空闲时间空闲时间 为什么为什么 ?Visual to show work imbalances, opportunities for improvement视觉上显示工作不平衡视觉上显示工作不平衡,改进的机会改进的机会 5050五 Cell Design 生产单元设计生产单元设计 51 Visual workplace (SWC,

38、QAS, Labeling of Parts) 目视化的工作空间目视化的工作空间(标准作业，质标准作业，质量接受标准，零部件的标识量接受标准，零部件的标识) Ensure good parts produced (Poke-Yoke, in process QA Checks) 确保生产的部确保生产的部件质量良好（错误预防件质量良好（错误预防,工序中包含自检）工序中包含自检） Minimize operator cycle time 操作者的周期时间最小化操作者的周期时间最小化Close and link processes 密切联系的工序密切联系的工序 Standard Work标准化作业标

39、准化作业Correct & efficient tools & fixtures 正确和有效的工具及装备正确和有效的工具及装备 Eliminate unnecessary motion 消除不必要的动作消除不必要的动作Ergonomics and safety 人体工学和安全人体工学和安全 Minimize waste 浪费最小化浪费最小化 Enable multipurpose handling / Mix Model 能处理多个目标能处理多个目标 / 混合生产模式混合生产模式 Optimize workstation & material presentation for the oper

40、ator 优化工作岗位及操优化工作岗位及操作者材料的摆放作者材料的摆放 Minimize motion 动作最小化动作最小化52U shape cell U形 Design as one operator cell 以一个人为基础设计People centered 以人为本 Counterclockwise product flow产品逆时针流动 Right to left 由右到左 EABCDFGHIF.G.R.M1234512345653Operator at Both Side of The Line, Material delivered both sides Operator at

41、Both Side of The Line, Material delivered both sides of Lineof Line 操作者在产线两边操作者在产线两边, ,原材料也送在产线两边原材料也送在产线两边5455Material delivered fromoutside of cell物料送到生产单元的外侧Work is performed inside the cell1500mm56Use Gravity fed “flow-through” racks when possible. 利用重力流利用重力流流过流过的架子的架子 Use foam or sponge to help

42、 pick up small parts 用泡沫或海绵帮助拿起用泡沫或海绵帮助拿起小零件小零件 使用使用 lazy-susan 定位零件操定位零件操作自如作自如. Use balancers to position and lift tools to reduce operator strain. 使用平衡器摆放和升降使用平衡器摆放和升降工具工具,以减少操作者的劳以减少操作者的劳力力. Use headsets to keep hands free. 使用耳机保持双手自由使用耳机保持双手自由 Keep large file cabinets and toolboxes outside of w

43、ork areas.把大文件柜和工具箱放把大文件柜和工具箱放到工作区外的地方到工作区外的地方 Footprint and identify everything. 足迹足迹,并查明一切并查明一切. Easy out, easy in methods of stock replenishment .Material should be handled (stocked) from outside of the cell.易进易进,易出的办法存放补充易出的办法存放补充,材材料应从单元外处理料应从单元外处理(存储存储). Use color coding and other visual aids.

44、用彩色代码以及其目视化工具用彩色代码以及其目视化工具 Reduce walk distances 减少步行距离减少步行距离 Identify and remove all safety hazards 查明并查明并消除一切危害安消除一切危害安全全 Keep it simple! 保持简洁! EmptiesSupply57六 Takt Time Total Cycle Time 节拍时间和周期时间节拍时间和周期时间58Value-Add as % of Total Cycle Time 增值时间在总周期时间内占的比率增值时间在总周期时间内占的比率Definitions 定义Value Addin

45、g Activity : Value Adding Activity : 价值增加的活动价值增加的活动 - Transforms or shapes raw material or information to meet customer requirements 改变原料或信息的外形或者形态以满足顾客要求Non-Value Adding Activity: Non-Value Adding Activity: 没有增加价值的活动没有增加价值的活动 - Take time, resources, or space, but do not add to the value of the prod

46、uct itself. 节拍，资源，或空间，没有增加产品价值。58FinishedGood成品成品Production Lead Time 生产周期= Value Added time 增值时间 = Non-Value Added Time / Lead-time / Waste 非增值的时间/周期/浪费Coil59How to Eliminate Overproduction如何消除生产过剩59Pace of Production生产节奏生产节奏Pace of Sales销售节奏销售节奏Establish Rhythm, Beat, Pulse of production to custom

47、er demand建立符合顾客要求的生产节奏，节拍和脉搏建立符合顾客要求的生产节奏，节拍和脉搏Using Takt Time 使用节拍使用节拍节拍时间60Takt Time . . . Again 节拍 再一次What is the takt time: 节拍是什么1 shift day has 580minutes available for work aftertaking out breaks 除掉休息时间，每班次有515分钟的可用时间Demand is 2400 units per day 每天要求2400个单元。What is the difference between takt

48、time and cycle time? 6061Calculation Example:61570-Available minutes 可用时间可用时间,分钟分钟(shift/9.5小时每班次小时每班次)515 Minutes for: 55分钟用于：分钟用于： Start-up 启动启动5分分 Breaks 休息休息10分分 Clean up 打扫打扫15分分530 minutes Available Production Time 有有515分钟的可用时间进行生产分钟的可用时间进行生产每日生产数量每日生产数量=25000套套/28天天=893套套节拍时间节拍时间= = =34.6 34.

49、6Second TAKT TIME 节拍时间节拍时间每日有效时间每日有效时间每日需要生产的数量每日需要生产的数量515*6089362Pacing: How to make takt time visiblePacing: How to make takt time visible步调：如何使节拍可视步调：如何使节拍可视Machine paced 机器的节拍Marks on line 标记在生产线上Queues 排队Material Releases to/from cell 把原料拿出/放入生产单元Delivery frequency 运送频率Counters 计算者Drag Lights

50、迟缓灯Hour by Hour Production Tracking Board每小时生产跟踪板Set Expectations 设置期望Post Standardized Work 布置标准工作62Design Decisions 确定设置确定设置Equipment Decisions 确定设备确定设备 Operating Practice 练习操作练习操作63七 Operator Balance Chart 平衡工序平衡工序6364 Operator Balance Chart (OBC) - another 5 station line 操作员平衡表 另外的5个岗位的生产线64 65”

51、 35” 30” 40” 30”Work ElementTimes for each station每个岗位的工作成分时间每个岗位的工作成分时间Total StationCycle Time 所有岗位的周期时间所有岗位的周期时间TT = 60” Who is overloaded? 谁负荷过重 How balanced is this? 如何平衡Work Stations 工作岗位工作岗位65 Balance to Planned Cycle Time 根据计划的周期时间来平衡65Takt Time (TT): 节拍节拍The customer demand rate.顾客要求的速度ABCDP

52、lanned Cycle Time (PCT):计划的周期时间计划的周期时间 A production rate that is slightly faster than takt time thatprovides a very small capacity cushion. 一种比节拍稍快,可以提供小小的产能弹性的生产速度Operator Cycle time (CT):操作周期时间操作周期时间Time an operator requires to gothrough all of his or her work elements one time. 操作员需要做完所有的工作要素一次所用

53、的时间Planned Cycle Time should be 95% of TAKT. 计划周期时间应为节拍时间的计划周期时间应为节拍时间的95%。- Lower for new cells or unreliable operations. 对于新的单元或是不稳定的工厂，比对于新的单元或是不稳定的工厂，比率要低些。率要低些。66 Number of Operators Calculation 操作员人数的计算操作员人数的计算Example: 例子Takes 90 seconds of labor to assemble part A需要花90秒工时组装 A部件Demand calls fo

54、r a part A every 30 seconds需求要每30秒出1件A部件。How many people will we need to keep up? 我们我们需要多少人保证满足需求？Calculation计算66Total CT PCT= sec sec=Number ofOperators操作员人数=_ Operators67 Balanced line still has waste 平衡过的生产线仍然有浪费平衡过的生产线仍然有浪费67Waste浪费浪费PCT = 60”ABCD55” 52”55” 38”Balanced to TaktTake out waste & re

55、balance again toEliminate 2nd position取出浪费并再平衡一次，消除第2个岗位PCT = 60”ABC60”60”60”Improved改善改善68八 Standardized Work 标准工作标准工作69 Standardized Work.69The Heart of the Superl Production System!生产系统的核心生产系统的核心70What does Standardized WorkStandardized Work mean?标准工作意标准工作意味什么？味什么？Standard sequence of operations

56、操作的顺序标准化Performed within takt time 节拍时间内完成任务Specific, standard quantity of WIP 具体的,标准的半制成品数量before, in, and after station 岗位前,中,后。7071Sample Standardized Work7172 Standardized Work 标准工作标准工作Objective: Minimize Variation! 目的： 变化最小化Process, Pace, Quality, Safety 工序，节拍，质量，安全Cost, Staffing, Inventory 成本，

57、人员配置，存货Definition 定义Best combination of method and machine to achieve output with least labor, space, inventory and equipment 争取用最少的劳动力，空间，存货和设备以争取最大的输出量的方法和设备的最好结合Basis for improvement 进步的基础With no standard, how can you sustain improvement?没有标准，如何持续进步？7273 Standard Work at every level 每个层次的标准工作Oper

58、ator:操作员 Zone Leader班组长Perform std work at takt time and expected quality按照节拍和预期质量进行标准工作Perform equipment wellness, quality checks, cleanup适当地使用设备，进行质量检测，以及设备的清洗Respond to flow interruptions对于流程的中断作出反应Follow up with each operator on above, daily每天跟进上述操作员Hr by hr tracking, reasons for miss, manpower

59、moves每小时跟踪，查找丢失原因，以及人力的转移737474Root cause problem solving 从本质上解决问题Follow up with each ZL on above, daily 每天与每个班组长跟进上述内容Plan manpower, improvements 对人力和改善制订计划Drive root cause problem solving 驱使问题从根本上得到解决Follow up with each supervisor on above, weekly每周与每个主管跟进上述内容，Initiate improvements 发起改进Follow up w

60、ith each suptt on above, biweekly 每2周与每个管理者跟进对上述内容。Supervisor主管Superintendent管理者Plt Mgr & VP 工厂经理& 副总裁 Standard Work at every Standard Work at every level level 每个层次的标准工作每个层次的标准工作 How do we create Standardized Work如何制订标准化工作Go out and observe and take times 走出办公室，观察，反复多次Involve operators who do the w