生产现场管理-目视化

BasicWorkplaceOrganization车间基础管理VisualManagementMethodology目视化 方法 快递客服问题件处理详细方法山木方法pdf计算方法pdf华与华方法下载八字理论方法下载 RevA-4/19/2005.RevB–8/30/2005RevC–9/29/2005NoelPaqueRevD–1/05/06JeffHelbling-AddedstandardkaizenslidesHowaboutyourenterprise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The5S’sandVisualControls5S与目视化控制 The5S’sneedandcreateaclearVisualWorkPlace.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Wherewouldwebewithouttrafficsigns?Manydriverswouldbelostandtherewouldcertainlybemoreaccidents.VisualManagement目视化管理Allbusinesseshaveproblems!!问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 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Thekeyistobeabletorecognizewastequicklyandmovetocorrectproblems.Howquickwerespondgivesusacompetitiveedge.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Nothingismorefrustratingthanspendingthetimetoidentifyproblemsonlytohavethemburiedona“todo”list.Empowerteamstotakequickaction.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 VisualManagementbeginswithmakingthefactory‘sabnormalitiesandwastecleartoeveryone.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 Wemustmovefromhavingonly"specialists"understandtoanenvironmentwhereeveryoneunderstands!我们必须从只有少数人理解上升到所有人都理解Visualmanagementpromotesaculturewherepeoplecanmakedecisionswithouthavingtoconsultwithaleader.CommentontheValueoftheVisualManagementUsedBelow…评论如下的目视化管理34VisualManagementTools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&Aisles地面&过道 StackHeightLimits堆叠高度限制 AndonLamps安灯/指示灯 Kanban看板 ProductionManagementBoards生产管理板 StandardWorkCharts 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 化工作图 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf DefectiveItemDisplays不良品展示VisualManagementTools目视化管理工具ANDONLIGHTS-Lightsinstalledonequipment,linesorcellstoindicatethestatusofproduction.指示灯-安装在设备,生产线,生产细胞显示生产状态PossibleUses:Red-meansmaintenanceisneededimmediately.Yellow-meanstheteamrunningoutofpartssoon.Green-meanstheteamisrunningpartsasnormal.红色-需要立即维修黄色-零件即将耗尽绿色–生产正常Teamswillspecifythemeaningofthelightsbasedonanarea’sneeds.基于不同场合的需要,团队可以指定指示灯的含义TheuseofAndonlightsshouldbestandardizedthroughoutafacilityasfaraswhatconditionseachcolorrepresents.VisualManagementTools目视化管理工具 Machineabnormality设备异常 Indicatesthemachinehasdetectedanabnormality显示设备检测出异常 Defect,overproduction,etc缺陷,过载等 ThisisJidokaimplementation这是防呆措施 Automaticallytriggered自动触发 Eitheronoroff即开即关TypesofAndons安灯的类型 Materialre-supply补料 Indicatesthatpartsre-supplyisneeded显示需要补料 Maybetriggeredmanuallybyoperatororautomaticallybysensorinpartsbin通过料箱里传感器手动或自动触发 Eitheronoroff即开即关VisualManagementTools目视化管理工具TypesofAndons安灯的类型 Operatorstatus操作工的状态 Indicatesoperator’sstatuswithrespecttoTAKTtime显示操作工符合生产节拍时间 Manuallytriggered手动触发 Usecolorcodes:颜色含义 Green,ok;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Ifitisnotpossibletochangetheorientationofanindicator,makesurethatnormalconditionisobvious.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TEAMINVOLVEMENTKaizen改善Kaizen\Ki-zen\acontinuousimprovementmindset.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 Leavetitlesatthedoor–oneperson,onevoice,nopositionorrank.Tenperson’s ideasarebetterthanoneperson’s.三个臭皮匠顶个诸葛亮 Keepanopenmind虚心 Thinkofhowthenewmethodwillwork–notwhyitwon’t.多考虑新方法如何工作，而不是拒绝 Don’tacceptexcuses.不接受借口 Don’tletthepursuitofperfectiongetinthewayofmakingthingsbetter.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.Thenaskanyandallotherquestions–therearenodumbquestions.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KKKKKKKKKSSSSStandardizationandKaizen标准化和改善SUMMARY总结 5SisaFoundationforImprovement5S是改善的基础 VisualManagementistheUltimateGoal目视化管理是最终的目标 ItisuptoEachandEveryOneofustoMake5SaPersonalGoal我们每个人都能达到5S的个人目标RevA-4/19/2005.RevB–8/30/2005RevC–9/29/2005NoelPaqueRevD–1/05/06JeffHelbling-AddedstandardkaizenslidesWherewouldwebewithouttrafficsigns?Manydriverswouldbelostandtherewouldcertainlybemoreaccidents.Thekeyistobeabletorecognizewastequicklyandmovetocorrectproblems.Howquickwerespondgivesusacompetitiveedge.Nothingismorefrustratingthanspendingthetimetoidentifyproblemsonlytohavethemburiedona“todo”list.Empowerteamstotakequickaction.Visualmanagementpromotesaculturewherepeoplecanmakedecisionswithouthavingtoconsultwithaleader.34TheuseofAndonlightsshouldbestandardizedthroughoutafacilityasfaraswhatconditionseachcolorrepresents.Ifitisnotpossibletochangetheorientationofanindicator,makesurethatnormalconditionisobvious.