5S与可视化管理

LeanGreenBeltTrainingDefineControlImproveAnalyzeMeasureLGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietary5-SAndVisualControls5S与可视化控制Measure测量Define定义Analyze分析Improve改进Control控制精益生产绿带培训1LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryModuleObjectives课程目的5-Sstandardsforimprovementofsafety,quality,andreductionsinwasteandfrustration.改进安全、质量和减少浪费和挫折的5S标准。Attheconclusionofthismodule,theclassparticipantwill:本课程结束后，学员将：•Knowthebenefitsavailablethroughimplementationof5-Sandvisualcontrols.了解通过实施5S和可视化控制获得的收益。•Understandtheessentialimplementationstepsforanyworkenvironment.了解在任何工作环境下的基本实施步骤。•Understandtheapplicabilityof5-Swithinanyprocess.了解5S在任何流程中的适用性。2LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryStabilityToolsCustomer•VOC•Takt•QFDJustInTimeBuiltInQualityQualitySystems•Autonomation•Mistake-proofing•product•processPeople•PolicyDeployment•HighPerformanceOrg•values•design•SteeringComm•DesignTeams•Kaizen•Multi-process•Safety•processimprovement•ergonomicsMaterialsSystems•ProductionSmoothing•Flow/Pull•LineDesign•Kanban•SMED•P-O-UStability•VariationReduction•Class‘A’MRP•VisualControls•5-S•StandardWork•DFM/DFSS•TPMBuildingastablefoundation.3LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryStabilityTools稳定工具客户•VOC客户之音•节拍•QFD质量功能展开及时供货建造质量质量体系•自治•防错•产品•流程人员•政策部署•包含员工•价值•设计•领导小组•设计团队•不断改进•多流程•安全•流程改进•人机工程学原料体系•平稳生产•流/推进•生产线设计•Kanban(看板）•SMED•使用点稳定性•减少变异•A级MRP•真实地控制•5S•标准的工作•DFM/DFSS•TPM建立一个稳定的基础。4LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryBeforeyougettoofarwithLean,developa5-Splan.ComponentsOfVisualControl5-S:WorkplaceOrganization•VisualDisplays(Levels1and2):•Signboards•Demarcations•StdWorkInstructions•BoundarySamples•VisualControls(Levels3,4,5,6):•Metric/StatusBoards•ErrorPreventionBoards•Andons5LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietary5S....现场组织•直观显示（第1、2层）布告牌划分标准工作指导书边界举例•可视化管理（第3、4、5层）测量指标/状态标牌防错标牌照明度在深入精益生产活动前，形成一个5S计划分类、储存、清洁、标准化和维持5S工作区的组织在现场共享标准在工作区域建立标准警告异常情况（设置预警）阻止异常情况（防止缺陷继续）防止异常情况（防差错）23456共享信息1可视化控制的组成6LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietary5SVideo:5S录像：7LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryTheBenefitsOf5S5S的好处Acleanerandmoreorganizedworkarea一个更清洁、更有序的工作区域Saferworkingconditions更安全的工作条件Reductioninnon-valueaddedtime降低非增值时间Effectiveworkpractices有效的工作实践Efficientworkprocesses高效率的工作流程•5-Svisuallydemonstratesthatchangeishappening.5S能直观地展示正在发生的变化•It’squick,makesanimmediatepositiveimpact,andcanbefun.能非常迅速地产生积极影响，也可能非常有趣。•5-Sfacilitateschangetowardsacultureofcontinuousimprovement.5S促进了持续改进文化。5-Sprovidesabasisforbeingaworld-classcompetitorandthefoundationforadisciplinedapproachtotheworkplace.5S为那些希望成为世界一流的竞争者提供了一个基础，为对现场进行严谨的分析奠定了基础8LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietaryThe5S’sAre...5S是…Seiri-(Sort)整理Seiton-(SimplifiedStorage)简化储存Seiso-(Shine)清洁Seketsu-(Standardize)标准化Shitsuke-(Sustain)持续ASetOfAgreementsMadeByTheNaturalWorkTeam一套由工作团队达成的共识Theagreementswillgovernworkgroupoperations工作小组的运作将遵守这些共识9LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietary5SLevelsOfAchievementLEVEL5ContinuousImprovementLEVEL4FocusOnReliabilityLEVEL3MakeItVisualLEVEL2FocusOnBasicsLEVEL1JustBeginningSortStoreShineStandardizeSustainCleanlinessproblemareasareidentifiedandmesspreventionactionsareinplace.Cleaningschedulesandresponsibilitiesaredocumentedandfollowed.Initialcleaningisdoneandmesssourcesareknownandcorrected.Necessaryandun-necessaryitemsareidentified;thosenotneededaregone.Neededandnotneededitemsaremixedthroughoutthearea.Itemsarerandomlyplacedthroughouttheworkplace.Neededitemsaresafelystoredandorganizedaccordingtousagefrequency.Neededitemsareoutlined,dedicatedlocationsarelabeledinplannedquantities.Minimalneededitemsarrangedinmannerbasedonretrievalfrequency.Neededitemscanberetrievedin30secondswithminimumsteps.Potentialproblemsareidentifiedandcountermeasuresdocumented.Workareacleaning,inspection,andsupplyrestockingdonedaily.Visualcontrolsandindicatorsaresetandmarkedforworkarea.Keyareaitemsaremarkedtocheckandrequiredlevelofperformancenoted.Keyareaitemscheckedarenotidentifiedandareunmarked.Provenmethodsforareaarrangementandpracticesaresharedandused.Provenmethodsforareaarrangementandpracticesareusedinthearea.Agreementsonlabeling,quantities,andcontrolsaredocumented.Workgrouphasdocumentedareaarrangementandcontrols.Workareamethodsarenotalwaysfollowedandarenotdocumented.Rootcausesareeliminatedandimprovementactionsincludeprevention.Sources,frequencyofproblemsarenotedw/rootcause&correctiveaction.Workgroupisroutinelycheckingareatomaintain5-Sagreements.Initial5-Slevelisestablishedandandispostedinthearea.Workareachecksarerandomlydoneandthereisno5-Smeasurement.10LGB2-01-04055S©2004HoneywellInternational,Inc.ConfidentialandProprietary5S层次的成果第5层次保续第4层次关注可靠性第3层次让它变得可视化第2层次关注基础因素第1层次刚刚开始整理整顿整洁标准保续找出存在清洁问题的区域并采取相应的预防措施记录并遵守清洁计划和职责。进行最初的清洁，了解混乱的原因，并采取改正措施。找出必要和不必要的物品；没有不需要的物品。需要和不需要