adidas培训教材6S与目视管理

1CreatingStabilityCreatingStabilitySectionOne2创造稳定创造稳定第一部分3CreatingStability4M’sVisualManagement6S•Man/Woman•Machine•Materials•Methods•VisualDisplays•VisualMetrics•VisualControls•Sort•SetinOrder•Shine•Standardize•Sustain•Safety4创造稳定性4个M目视管理6S•人•机器•物料•方法•目视显示•目视量测指标•目视控制•整理•整顿•清洁•标准化•素养•安全54M’s-Man/Woman,Machine,Materials,Method6S-Sort,SetinOrder,Shine,Standardize,Sustain,SafetyVMS-VisualDisplay,VisualMeasurement,VisualControlsQ.I.P./RFT/PokaYokeVSM–StandardWorkTPM–QuickChangeOverLineBalancing,CellDesign,JITProductFamilies,Co-locationContinuousImprovementSelfDirectedWorkTeamsSixSigma,LeanToolsFoundationofStability64M–人员,机器,物料,方法6S–整理,整顿,清洁,标准化,维持,安全VMS–可视化,目视测量,目视控制Q.I.P./RFT/PokaYokeVSM–标准作业TPM–快速转换生产线平衡,单元设计,JIT产品族,重新定位持续改善自我管理的工作团队六西格玛，精益工具稳定的基础7MaintainingStability•StabilitystartswithVisualManagementand6S’s•Stabilitycomesfrominvolvementofthe4M’s•A6Sfoundationsupportsandsustains–Standardizedwork–TotalProductiveMaintenance–JIT(JustinTime)productionorDevelopment8维持稳定性•稳定性起始于目视管理和6S•稳定性来自于4M•一个6S的基础能够支持和维持–标准化的工作–TPM全员生产保全–及时生产与开发9StandardsintheLeanSystem•ThefoundationofproductionorprojectexecutionisStandards(SOP)–Whatissupposedtohappen•Thefoundationofexcellenceisadherencetostandards.10精益系统中的标准•生产或项目执行中的基础是标准化作业(SOP)–预料中要发生的是什么•卓越的基础是：坚持标准11WhatisaStandard?•Standardsmakeabnormalitiesobvioussothatcorrectiveactioncanbetaken.–Agoodstandardissimple,clearandvisual.–StandardsarelinkedtoactionandpostedatthepointofuseAstandardisaclearimageofadesiredcondition.Astandardisaclearimageofadesiredcondition.12什么是标准?•标准使得异常显而易见，所以我们可以采取纠正措施。–一个好的标准是简单，清楚和可视化的–标准同行动相联系并且张贴在使用地点标准是对一种对所要的条件标准是对一种对所要的条件清楚而形象的描绘清楚而形象的描绘136SandtheVisualWorkplace146S与可视化的工作场所15VisualManagementVisualManagementSectionTwo16目视管理目视管理第二部分17CreatingaVisualWorkplace•Avisualworkplaceshouldbe:–Self-explaining–Self-ordering–Self-improving•Outofstandardsituationsshouldbeimmediatelyobviousandemployeesshouldbeempoweredtocorrectthemeasily.18创造一个可视化的工作区域•一个可视化的工作区域应当:–意思明确–安排有序–自我提高•非标准情形应该显而立见而且员工们也能够容易地进行纠正。19TheVisualWorkplaceVisionInavisualworkplace,anyoneanyonewillknowtheseaspectsofanarea,withinfiveminutes–Who?–What?–When?¾Where?¾Why?¾How?5W5W’’sand1Hsand1H20可视化工作场所的愿景在一个可视化的工作场所，任何人都能在五分钟内知道区域里–谁要做?–做什么?–何时做?¾在哪里做?¾为什么做?¾怎么去做?5W5W’’ss与与1H1H21Exercise:YourVisualWorkplaceVisionHowwouldyoudescribethewayyourfactoryorofficeshouldlookintermsof:–Thephysicalenvironment:•Cleanliness•Inventoryordecisionprocessorganization•S.O.E.compliance–ProductorProcessfocused–Understandingthestatusofindividualcustomerorders:•Levelofcompletioninthefactory•Locationinthefactory22练习:你的可视化工作场所的愿景你怎样描述你的工厂或办公室在以下几个方面的状况：–自然环境:•整洁度•财产或决策的过程机构•S.O.E.的符合程度–专注产品或制程–对每个客户订单状况的理解•工厂内完成的状况•存放的位置23VisualWorkplaceSupportsthe“EightZeros”•Zerowaste•Zerocustomercomplaints•Zerodowntime•Zerodefects•Zeroinjuries•Zerodelays•Zeroloss•ZerochangeoversWhydowewanttosupportthese?24可视化工作场所是以下“8个零”的支柱•零浪费•零客户抱怨•零停机时间•零不良•零伤害•零延误•零损失•零转换时间我们为什么要支持这些？25VisualManagementTriangle•DeliveryCommitments•GoalsandSchedules•ManagementRulesSEEINGasaGroup•Production/ProjectStatus•AdheretoTimeline•InventoryLevels•MachineAvailabilityKNOWINGasaGroup•SOERequirementsKNOWINGasaGroup•SOERequirementsACTINGasaGroup•Consensusonrulesandobjectives•Involvementinimprovementactivities•AdheretoDeliverablesWallchartssupportthevisualmanagementtriangle.Theyinvolvetheteamandcompelaction.26目视管理三角以一个小组去了解•按承诺交付•目标和进度表•管理的规则•SOE的需求以一个小组去看•生产/项目状态•符合时间表•库存水平•机器可用性以一个小组去行动•一致同意的规则和目标•参与改善的活动•坚持可交付原则壁挂式图表示目视管理三角的支柱，它们包含了整个团队和他们必须去采取的行动27TheVisualManagementSystem(1)ShareinformationWorkplaceorganizationandstandardization(2)Sharestandards(4)Alarms(5)Stopdefects(6)Eliminatedefects(3)BuildstandardsintotheworkplaceVisualDisplays6SsVisualControlsCanyougiveexamplesofthese?28目视管理系统(1)信息共享工作区域组织化和标准化(2)标准共享(4)报警(5)停止生产次品(6)消除次品(3)把标准建立到工作区域中去可视化6Ss目视控制你能举出与这些有关的例子吗？29VisualSystems•Agroupofvisualdevicesdesignedtoshareinformationataglance.•FourVisualSystemsinincreasingpower.–Visualindicator-tells(streetsigns)–Visualsignal–grabsattention(trafficlight)–Visualcontrol–limitsbehavior(parkinglotlines)–Guarantee–allowscorrectresponseonly(gasstationautomaticpumpshutoff)“developvisualsystemsthattalktoeveryone”30目视系统•一组可视化图案的设计能够在一眼之间就获取信息•四种有效的目视系统.–视觉指示器-告知(街道的指示牌)–视觉信号–抓住注意力(交通灯)–目视控制–限制行为(停车边界线)–保证–仅允许纠错响应(加油站油泵自动切断系统）“要研发每个人都理解的目视化系统”31VisualDisplaysVisualDisplaysSectionThree32可视化可视化第三部分33Overview:VisualDisplay•Definitionofvisualdisplay•Displaycategories•Theneedforinformation•Locationindicators•Typesandexamplesofvisualdisplays•Howtoimplementvisualdisplay34概况:可视化•可视化的定义•可视化的范畴•信息的需要•显示的定位•可视化的种类和例子35DefinitionofVisualDisplayAmethodtovisuallycommunicateastatementofessentialinformation.Examples:–SOP–SOE–Storagelocations–Qualitypoints–Equipmentneeds5VisualControl4VisualMetrics33VisualDisplayVisualDisplay2WorkplaceOrganization1ProjectIdentification36可视化的定义一种通过视觉传达基本信息的方法举例:–SOP–SOE–储存位置–质量要点–设备需求5目视控制4目视指标33可视化可视化2场所组织1项目定义37ExamplesofVisualDisplay•Locationindicatorsandlabels•Checklists•Worksheets•Flowdiagrams•Signboards•Statusboards•Productdisplays•Areamaps•Processmaps•