精益生产日常管理培训资料.ppt

1、1,Daily Management 日常管理,2,Introduction to Daily Management 日常管理介绍,Daily Management is the process Danaher uses to Manage Operations at the Genba 日常管理是用来管理Genba操作的程序。,3,Welcome 欢迎,Introductions介绍 Ground Rules 基本法则 Housekeeping Items内务项目,4,What is Daily Management? 什么是日常管理？,Management process and tool

2、s which drive improvement in Value Stream SQDC KPIs at the Genba 是促进Genba价值流SQDC KPI改进的管理程序与工具。 Exquisite discipline is the norm and output from our Value Streams becomes predictable at the highest SQDC possible 严格的制度是价值流的标准与结果，在SQDC达到最高程度时是可以达到的。 Deliver on what your Customer expects满足客户的预期目标。,5,Ob

3、jectives of Daily Management Roll-Out 日常管理展示目标,Apply key elements of Daily Management Process应用日常管理程序的关键内容 Conduct Daily Management identify what to check, when to check, and how to check 建立程序检查；确认检查什么、什么时候检查以及如何检查。 Train operators and quality technicians 培训操作员与质检技术员 Establish control charts as appr

4、opriate 适时制定控制图表。 Where assembly cells are established: 在建立装配班组的地方： Put test and equipment in the cell 在班组进行测试 Identify all points where checks/inspections are needed (Standard Work Sheet) 确定所有需要检查/检验的部位 Set up scrap bins as necessary 如有必要建立废料仓 Goal is quality at the source 目标就是保证质量。, 2004 Danaher.

5、All Rights Reserved,56,2. Create cells with quality checks built into the Standard Work 创建标准工作中包含质检的班组,Have operators/ assemblers doing the inspection 让操作员/装配工进行检查 Need to build quality into the cell and process 必需将质检纳入班组与程序中。 Watch calibration and sensitivity of equipment in the cells 监督班组设备的校准与灵敏性

6、, 2004 Danaher. All Rights Reserved,57,3. Develop poka-yoke into the processes 将poka-yoke纳入程序,Where appropriate and needed build mistake-proofing into the process适当且需要的时候，将故障检验纳入程序 If you have a toolroom, take advantage of their skill-set and creativity假如有工具间，充分利用。, 2004 Danaher. All Rights Reserved

7、,58,4. Measure Quality Results Every Day 每天测定质量结果,1st pass inspection by cell (# of defect/total production) normally expressed in PPM. Roll up yields can also be used. Make sure process is kept simple 班组初次通过检验，通常以PPM表示。也可使用积累产量。确保程序的精简。 Review control charts and re-establish control limits as neede

8、d. Frequency of inspection a function of CPK 检查控制图表，并按需要重新制定控制限度。检查频率，CPK职能。 In-Warranty Returns from customers measured in PPM 客户的保修件在PPM中测定。 Scrap $ 废料价值 Visual Bins for Scrap 直观的废料仓, 2004 Danaher. All Rights Reserved,59,4. Measure Quality Results Every Day 每日测定质量结果,See Appendix C for Examples of

9、Quality Reports 质量报告范例见附录C,See Appendix D for Examples of Quality Visual Management 质量目视管理范例 见附录D, 2004 Danaher. All Rights Reserved,60,5. Address Issues with Necessary Tools 利用必要工具解决问题,Identify issues through KPI performance (1st Pass, IWR, Walk-arounds, Scrap, Productivity, Fill Rates) 通过KPI业绩（初次通

10、过、IWR、巡查、废料、生产力、填充率） Consider volume, customer expectation, and impact when selecting projects 选择工程时，考虑销售量、客户预期与影响。 Pareto issues and select Problem Solving tool needed 排列问题并挑选所需的问题解决工具。 Push process down. Have cell leaders, supervisors, and manufacturing engineers working with operators to improve

11、推动进程。让班组负责人、督导和生产工程师和操作员一起工作以改进工作。 If on-going action required, develop corrective action plans or countermeasures. Post in cell. 如果需要采取举措，制定纠正行动计划或对策。张贴在班组中。 Document corrective actions with visual aids. Use photos to assist with quality information 用视觉帮助用具将纠正措施归档。利用相片来提供质量信息。, 2004 Danaher. All Ri

12、ghts Reserved,61,6. Keep All Associates Involved 令所有员工参与其中,Keep all associates involved with improvements and expectations令所有员工参与改进和达到预期目标的工作中。, 2004 Danaher. All Rights Reserved,62,Improving Quality. 提高质量,Better to find a problem in-house 最好在厂内发现问题 Use SPC training just-in-time (if SPC is necessary

13、) 及时使用培训（假如有必要） Annual goals should reflect 50% improvement in quality levels 年度目标应为质量水平提高50% When a customer receives poor quality. Great opportunity to develop a stronger relationship! 当客户收到劣质产品时也是巩固与客户关系的巨大机遇！ Standard Work and and One-Piece Flow are excellent tools to improve quality 标准工作和单件流是提高

14、质量的极佳工具。, 2004 Danaher. All Rights Reserved,63,Quality Conversion Process Review 质量转变程序审查,4.,5., 2004 Danaher. All Rights Reserved,64,Quality Exercise 质量练习,Apply learnings to the Quality section of the Daily Management Case Study将所学到的知识运用到日常管理个案研究中的质量部分。 Choose a presenter and scribe for your team 选

15、择一个陈述人并担任小组的书记员。 Present results back to class向班级成员反馈结果。 Time to complete: 20 minutes 完成时间：20分钟。 Time to report out: 20 minutes 汇报时间：20分钟。, 2004 Danaher. All Rights Reserved,65,Rollout Breakout Session Quality 展开中断期 质量,Instructions: As a team complete the Quality Audit for your business. Go to Genba

16、! 说明：当小组完成质量审核时。前往Genba! Tools to Use使用工具: File: DM AUDIT ENG (current revision number) 文件： DM AUDIT ENG （最新版本号） Complete rows for Quality category only 只使用质量品类内容 Time to Complete: 20 minutes 完成时间：20分钟 Deliverables: 10 minute presentation of complete Audit per team 提供：为每组提供10分钟的演示审核时间。, 2004 Danaher

17、. All Rights Reserved,66,End of Day 1 Two-Minute Review Exercise 第1天结束 2分钟的复习练习,Turn to the person next to you and discuss what important learnings you have taken away from the topics discussed today. 与邻座面对面讨论您在今天讨论主题中最大的收获。 Have one person report back one important learning that was shared to entir

18、e group. 让一个人汇报他学到的一个重要内容，与全组共享。 Time to complete: 2 minutes 完成时间：2分钟, 2004 Danaher. All Rights Reserved,67,Day 2: ABC Review 第2天：ABC复习,Instructions: In 3 small groups on a sheet of chart paper list the letters of the alphabet down the left side. Each group will be given one major topic from Day 1 (

19、Three Basics of Genba Management, Safety, and Quality). In 10 minutes, find a word or phrase from that segment of the training for each letter of the alphabet. 说明:3人小组中,在一张记录纸的左侧列出字母表字母。从第1天开始每个组将被分派一个主题（Genba管理的三个基本内容、安全与质量）。10分钟内，从培训那个部分的内容中为字母表中的每个字母找到一个单词或短语。 Time to complete: 10 minutes 完成时间：10

20、分钟 When complete, one person from each group will review answers with class. 完成后，每个组将有1名成员向班级成员陈述答案。, 2004 Danaher. All Rights Reserved,68,Managing the Five KPI Drivers 管理5个KPI驱动因素,Safety安全 Quality质量 Customer Service客户服务 Productivity生产力 Inventory存货, 2004 Danaher. All Rights Reserved,69,Is Your “Real

21、 Place” Currently 您的“实际地点”目前是否,Commitments not made 没有承诺 Lead times too long 交付周期太长 Past due dollars high 过期成本过高 Customer Service Dept. receiving many calls 客服部接听到许多投诉电话 Customers waiting on phone and hanging up 客户候电时间过长，只好挂线 Hedge orders happening 订单受阻 Operations spending lots of time furnishing Cu

22、stomer Service with promise dates (which dont happen) 承诺日期太长(没有兑现) Schedules changing daily and/or hourly 进度表每天且/或每小时都在变动,Workbook Pg 17, 2004 Danaher. All Rights Reserved,70,CUSTOMER SERVICE CONVERSION PROCESS客户服务转变程序,6. Monitor performance 监控业绩,3. Establish credibility by making our commitments 作出

23、承诺建立信用,5. Shift measurements to CUSTOMER REQUEST 改变处理客户需求的做法, 2004 Danaher. All Rights Reserved,71,Implement Cellular 实施班组式生产,Wave Solder波焊,Packing 包装,PC Board Assembly 组装PC信息板,Final Assembly总装配,Testing 测试,Customer客户,Raw Material 原材料, 2004 Danaher. All Rights Reserved,72,2. Reduce Past Due 减少过期成本,Ne

24、ed information indicating Past Due by cell 必需显示班组过期成本的信息 Establish root cause of Past Due (paretos (by customer type) need to get to root cause)找到过期成本发生的根本原因（必需找到paretos（根据客户类型）的根本原因） Need to be able to age past due必需能够稳定过期成本 Establish goals to reduce based on cell output now achieving根据目前达到的班组产量制定减

25、少目标。 Achieve goals for past due实现过期成本的目标。,DEFINITION定义: PAST DUE过期成本: The amount of dollars or sales that are past the commitment date given to the customer (this will eventually transition to customer request date)超过向客户承诺的 交货日期的成本或销售数额 （这个承诺日期实际上为 客户要求）, 2004 Danaher. All Rights Reserved,73,3. Esta

26、blish Credibility by Making Our Commitments 作出承诺建立信用,Measure the fill rates填充率测定 Can be measured against promise dates (when we said we would ship product).可按承诺日期进行测定（如果我们船运产品） Need system for measuring fill rates daily系统必需每日测定填充率 All info and measurements must be down to cell level 所有信息与测定结果都必须下发到班

27、组。 Establish goals for fill rates based on cell output. Outputs may have to be increased if improvements in fill rates not occurring fast enough.根据班组产量制定填充率目标。如果填充率的增长不够快，必须提高产量。 Good daily visual for cell as to how performance going 为各班组提供良好的显示业绩状况的视件 The fill rate measurement must be used in conju

28、nction with past due numbers填充率测定应结合过期成本数字一起使用。,DEFINITION定义: FILL RATE填充率: % of line items shipped on time divided by total line items shipped to the commitment date given to the customer (this will eventually transition to customer request date)是准时交货量除以截止 到承诺客户交货日期的总货量的 百分数（承诺日期实际上是 客户要求）, 2004 Da

29、naher. All Rights Reserved,74,4. Start reducing backlog and lead time 减少存货、缩短交付周期,Move toward reducing lead times and meeting customer request dates 努力缩短交付周期并满足客户要求日期 Establish temporary production schedule needed to get backlog down to new lead time制定临时生产进度表，以减少存货开始新一轮交付周期。 1. Past due 过期成本 2. Tota

30、l backlog 总存货量 3. Incoming order rate 定单输入速度 Establish short-term production plan needed to reduce backlog and establish competitive lead time.制定短期生产计划，减少存货并建立具有竞争力的交付周期。 Work with customer service as to conversion to reduced lead times. 在缩短交付周期的转变过程中与客服部合作,DEFINITIONS定义: LEAD TIME交付周期: from date or

31、der entered to the date order is shipped (or it could be date customer receives) whichever customer needs从定货日至客户要求 的发货日（或客户收到货物 之日） TOTAL BACKLOG总存货量: Every dollar that has been booked that hasnt shipped已经入帐但 还未运出的货物,ORDER 定单,SHIP发货,ORDER,SHIP发货, 2004 Danaher. All Rights Reserved,75,5. Shift measure

32、ments from OUR commitment to CUSTOMER REQUEST 从评估自身承诺能力转变为揣摩客户要求,Identify true customer request date确定确切的客户要求日期 Understand how your organization captures what the customer wants了解您的部门如何捕捉客户所想。 Monitor progress-establish goals for Fill Rate to Customer Req. and Lead Times监控满足客户要求和交付周期的填充率的进度目标 Monito

33、r continued reduction of lead times 监控交付周期的持续缩短 OEM important to make promise/request date (for blanket orders measured against release dates) OEM-对确定承诺/客户要求日期很重要（用于估计自定单发出日起的总订货） Measure actual lead time for all orders估计完成全部订单的确实交付周期。, 2004 Danaher. All Rights Reserved,76,6. Monitor Performance 监控业

34、绩,Continue to improve fill rate against goal 按照目标继续提高填充率 Continue to reduce lead times继续缩短交付周期 Measure at the cell daily每天测量班组业绩 Understand root cause of why you missed each delivery 推测错过交货日期的根本原因。, 2004 Danaher. All Rights Reserved,77,Associate Involvement 员工参与,Each associate (buyer/operator/front

35、line leader) must understand standard work and what their responsibility is 每名员工（采购员/操作员/一线负责人）都必须了解标准工作以及他们各自的职责。 Must be able to see orders as they are entered 定单输入时必须能够看到。 Need to have vehicle so they can work to customer priorities (item schedule report). 必需具备载体进行客户优先项目（项目进度报告）。 Commitment to an

36、d understanding of goals (Good fill rates to promise doesnt mean good performance, but it could mean better performance than lots of past due)承诺实现并了解目标（所承诺的有利填充率并不意味着业绩良好，但意味着与过多的过期成本相比，业绩有所改善） Cell team needs to keep up with and have visibility of customer request date 班组工作小组必需赶上并清楚客户要求日期。 Use this

37、 time when lead times are being reduced as an opportunity to cross train operators. 当交付周期缩短时，可利用此段时间作为交叉训练操作员的良机。, 2004 Danaher. All Rights Reserved,78,Information/Reports Needed By Cell 班组所需信息/报告,See Appendix E for Examples of Customer Service Reports 客服报告范例见附录E, 2004 Danaher. All Rights Reserved,7

38、9,Visual Management 目视管理,End of line output/ scorecards线产量结果/记分卡 Past due performance (actual vs goal by date)过期业绩（实际状况 vs 当日目标） Fill rate performance (actual vs goal by date) 填充率业绩（实际状况 vs 当日目标） Lead times continue to reduce lead times (as velocity increases cost decreases) 交付周期继续缩短交付周期（速度增加，成本减少）,

39、See Appendix F for Examples of Customer Service Visuals 客服视件范例见附录F, 2004 Danaher. All Rights Reserved,80,Continue Process of Improvement 不断改进,More contact/better info as to customer needs (Production Sales Improvement or PSI process drives improvement here.)更加掌握/了解客户需求（生产销售提高或PSI程序促进提高） Level load c

40、ell平装班组 Continue cross training坚持交叉训练 Keep fill rates by customer request and lead times as KPI 将客户要求的填充率以及交付周期作为KPI, 2004 Danaher. All Rights Reserved,81,Customer Service Conversion Process Review 客户服务转变程序审查,3.,5.,6., 2004 Danaher. All Rights Reserved,82,Customer Service Exercise 客户服务练习,Apply learn

41、ings to the Customer Service section of the Daily Management Case Study.将所学到的知识运用到日常管理个案研究中的客户服务内容。 Choose Scribe and Presenter 选择抄写员与陈述员 Present results back to class 向班级陈述结果 Time to complete: 20 minutes 完成时间：20分钟 Time to report out: 20 minutes 汇报时间：20分钟, 2004 Danaher. All Rights Reserved,83,Rollou

42、t Breakout Session Customer Service 展示中断期 客户服务,Instructions: As a team complete the Customer Service Audit for your business. Go to Genba! 说明：当工作组为您做完客户服务审核后，前往Genba!。 Tools to Use使用工具: File: DM AUDIT ENG (current revision number) 文件： DM AUDIT ENG （最新版本号） Complete rows for Customer Service only 只使用客

43、户服务的全部内容 Time to Complete: 25 minutes 完成时间：25分钟 Deliverables: 10 minute presentation of completed Audit per team 提供：为各组提供10分钟的陈述完整审核时间, 2004 Danaher. All Rights Reserved,84,Managing the Five KPI Drivers 管理5个KPI驱动因素,Safety安全 Quality质量 Customer Service客户服务 Productivity生产力 Inventory存货, 2004 Danaher. Al

44、l Rights Reserved,85,Is Your “Real Place” Currently 您目前的“实际地点”是否,Time gathering systems throughout the plant 全工厂范围设立时间集输系统 May still have a dispatching system with time keeper 仍具备装有测时计的调度系统 Earning labor based on what goes into the warehouse 根据生产量决定劳动费用 Labor separated by indirect and direct 工人分为直接劳

45、动与间接劳动 Standards include classic definition of direct labor 标准包括直接劳动的标准定义。 Indirect labor included in variable overhead 间接劳动包括进变动制造费用中 Closed order variance reports issued well after orders completed 定单完成之后立即签发定单变化报告。,Workbook Pg 17, 2004 Danaher. All Rights Reserved,86,PRODUCTIVITY CONVERSION PROCE

46、SS 生产力转变程序,4. Measure productivity and excess labor by cell 测定班组生产力与过剩 劳动,3. Revise standards修改标准,5. Observe areas of concern 观察关注领域, 2004 Danaher. All Rights Reserved,87,Implement Cellular 实施班组式生产,Wave Solder波焊,Packing 包装,PC Board Assembly 组装PC信息板,Final Assembly总装配,Testing 测试,Customer客户,Raw Materia

47、l 原材料, 2004 Danaher. All Rights Reserved,88,2. Change Labor Reporting 改变劳动报告,Convert Labor Reporting System 转变劳动报告制度 Report labor by cell 报告班组劳动 Dont separate by direct and indirect不要分为直接与间接劳动 Dont clock in by operation 不要计时操作 Determine earned labor based on whats shipped (use current standards) 根据交

48、货（使用最新标准）情况确定实际劳动 Start comparing the total labor against the standard/earned labor 将总劳动与标准/实际劳动对比 When appropriate time (finance to assist) adjust the standards by multiplying by the established ratio 适当时机（予以财政支持），通过乘确定的比率来调整标准。 Minimize the use of time clocks in the plant. If used, do so only for

49、attendance 尽量不在工厂使用打卡钟。只在查看出勤率时使用。 Adjust standards at different levels in the Bills of Materials (BOMs) 调整帐单材料不同等级标准。, 2004 Danaher. All Rights Reserved,89,2. Change Labor Reporting contd 改变劳动报告 续,Measure Labor Output 测定劳动产出 End of cell scorecard 班组记分卡结果 Pieces per time period as a plan 每个周期工件数 Kee

50、p making improvements to attain goals 不断提高产量以实现目标 Overall measurements 总量 Productivity 生产力 Excess Labor (difference between actual and standard) 剩余劳动 （实际产出与标准产出的差距） Plant level measurements may/should be different than cell level 工厂测定结果可能/应该与班组测定结果有所不同。,MEASUREMENTS测定: PRODUCTIVITY生产力: Sales $ per h

51、our worked in cell 班组每小时工作的销售额 Pieces produced per hour 每小时生产工件 Sales $ per employee 每名员工销售额 EXCESS LABOR 剩余劳动 Needed especially if sales $/ hour is the productivity measurement in cells where the price per unit can show large fluctuations 以下情况尤其需要，即在零件价格呈现 巨大浮动的班组里以每小时销售额测定 生产力。, 2004 Danaher. All

52、Rights Reserved,90,3. Revise Standards to Match Revised Labor System 修改标准以适应修改过后的劳动制度,Charge all labor against cell (both direct and indirect) 按班组测定所有劳动价格（直接与间接劳动） After a given period of time, compare the total labor to the previous standard labor 一个限定周期结束之后，将劳动总量与从前的标准劳动量进行比较 Create a new ratio (t

53、otal labor:standard labor) 得出新比率 （总劳动量 ：标准劳动量） Multiply old standard by new ratio 旧标准乘以新比率。, 2004 Danaher. All Rights Reserved,91,4. Measure Productivity and Excess Labor By Cell 测定班组生产力与剩余劳动,See Appendix G for Examples of Productivity Reports 生产力报告范例见 附录G,See Appendix H for Examples of Productivity

54、 Visual Management 生产力目视管理范例见 附录H, 2004 Danaher. All Rights Reserved,92,5. Observe Areas of Concern 观察相关领域,From Reports, Walk-throughs, Visual Management, etc. 通过报告、巡查、目视管理等。, 2004 Danaher. All Rights Reserved,93,6. Take Corrective Action at the Lowest Level 在最低级别采取纠正措施,How to Improve Productivity 如

55、何提高生产力 Observe areas with issues (ie: quality, output, material flow, down-time, customer service, batching, etc.) 观察存在问题的领域（即：质量、产量、原料周转、停工时间、客户服务、配料等） These are areas where gains can be made quickly 这些领域能迅速制造利润 Have mfg engineer/business unit mgr/ cell leader address these specific areas. Take cor

56、rective actions quickly at the cell. 要求制造工程师/营业经理/班组负责人处理这些特定领域。迅速在班组采取纠正措施。, 2004 Danaher. All Rights Reserved,94,7. Use Kaizens to Address Major Issues 利用改善解决主要问题,Schedule Kaizens with documented expectations where issues cannot be resolved quickly 对问题无法得以迅速解决的领域，制定改善时间表，预期目标备档。 Keep emphasis on c

57、ontinued improvement in all cells 坚持不断改进所有班组。 For cells meeting plan, work with operators and cell leaders to set new level of expectation 对于实现目标的班组，与操作员和班组负责人一起制定新级别的预期目标。 Use walk-arounds to follow-up and monitor 巡查工厂进行跟踪与监控。,KAIZEN, 2004 Danaher. All Rights Reserved,95,8. Use Productivity Informa

58、tion to Assist in Managing Plant 利用生产力信息协助管理工厂,How to Use Labor Information 如何使用劳动信息 Use $ sales/labor hour to assist with establishing manpower requirements by cell 利用每小时的销售额来制定班组人力要求 Determine where manpower needs to be shifted from one area to another 决定需要转移人力的领域。 Determine where cross-training n

59、eeds to occur 决定需要进行交叉训练的领域。 Use this information to develop forecasting 利用该信息作出预测 Monthly forecast 每月预测 Annual operation plan 年度工作计划 Use to ensure correct head-counts and proper distribution of labor 用来确保工作人数适合，劳动量得以合理分配。 Use to calculate excess labor requirements 用来测定剩余劳动要求, 2004 Danaher. All Rights Reserved,96,Productivity Conversion Process Review 生产力转变程序审查,3.,4.,5., 2004 Danaher. All Rights Reserve