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1DailyManagement日常管理2IntroductiontoDailyManagement日常管理介绍DailyManagementistheprocessDanaherusestoManageOperationsattheGenba日常管理是用来管理Genba操作的程序。ThereareFourPillars(Components)ofDailyManagement日常管理有4个支柱（组成部分）5S/SWarepartofthe“LeanConversion”andaretheminimumfoundationtosupportDM5S/SW是“精实转变”的一部分且是支持日常管理的最低基础。DAILYMANAGEMENT日常管理Managing5KPIDriversAttheGenba在Genba中管理5个KPI驱动因素GenbaVisualManagementGenba目视管理GenbaProblemSolvingGenba解决问题GenbaLeadershipGenba领导5S/StandardWork5S/标准工作3Welcome欢迎Introductions介绍GroundRules基本法则HousekeepingItems内务项目4WhatisDailyManagement?什么是日常管理？ManagementprocessandtoolswhichdriveimprovementinValueStreamSQDCKPIsattheGenba是促进Genba价值流SQDCKPI改进的管理程序与工具。ExquisitedisciplineisthenormandoutputfromourValueStreamsbecomespredictableatthehighestSQDCpossible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。DeliveronwhatyourCustomerexpects满足客户的预期目标。5ObjectivesofDailyManagementRoll-Out日常管理展示目标ApplykeyelementsofDailyManagementProcess应用日常管理程序的关键内容ConductDailyManagement&LeanConversionAudit执行日常管理&精实转变审核BeginInstallationofDailyManagementfortargetCell(s)为目标班组建立日常管理CreateDailyManagementInstallationActionPlan制定日常管理建立行动计划6BenefitstoDanaher丹纳赫的获益ContinuetoimproveDanaherperformancethroughimplementationofproven,sustainableprocessesformanagingoperations.通过坚持实施管理工厂操作行为的行之有效的程序来持续提高丹纳赫业绩。7WhyDailyManagement?为什么要进行日常管理？Reducefirefighting减少消防工作Solveproblemsatthesource从根本原因上解决问题Smoothercommunicationamongassociates(suppliersandcustomers)加强与员工（供应商与客户）的沟通。Improvementinvaluestreamperformance提高价值流业绩TurntheexperiencesofsuccessfulOperationsLeadersintoaprocesstomakesustainable将成功操作负责人的经验转化为使公司持续发展的程序。8WhyDailyManagement?为什么要进行日常管理？TopMgt高层管理MiddleMgt中层管理Supervisor督导FrontLineAssociate一线员工PolicyDeployment政策部署DailyManagement日常管理Kaizen改善0%50%100%Time时间9DailyManagementRelationshiptoPolicyDeployment日常管理与政策部署的关系DailyManagement日常管理(KPI)PolicyDeploymentdrawsinfofromongoingdatacollectionandanalysisofDailyMgmtprocessestoidentifybroadsystemproblemsinwhichBreakthroughisneeded政策部署从数据收集与日常管理程序分析中获取信息，来确定广泛存在的体制问题，这些问题需要技术革新来解决。PolicyDeployment(Breakthrough)政策部署（突破点）Howwecreatesustainablecompetitiveadvantagebystrivingforworldclassperformance我们如何通过努力创造世界级的业绩来建立持续的竞争优势。10DailyManagementRelationshiptoPolicyDeployment日常管理与政策部署的关系Improvement提高DailyMgmt日常管理DailyKAIZEN改善Year00年Year1第1年Year2第2年Year3第3年Year4第4年DailyDailyDailyKAIZEN改善KAIZEN改善PolicyDeployment政策部署PolicyDeployment政策部署OnceBreakthroughisachieved…processisstandardizedtoDailyManagement!一旦实现技术革新…这个程序将被规范成为日常管理StrategicObjectiveisAchieved!实现战略目标Mgmt日常管理Mgmt日常管理Mgmt日常管理Mgmt日常管理FoundationforPD政策部署基础PolicyDeployment政策部署11ManagingwithDBS用ＤＢＳ进行管理StepOperationTimeOperationWorkingTime(inseconds)No.DescriptionMan.AutoWalkOperator#11BuildConnector982AssembleConnector113Prep&InstCapShield614Prep&InstCoil615HookPCBoard1646TrimtoRange(1st)447TrimtoRange(2nd)6538FinalTest229AssembleHardware3910Pack302FreeTime473106805697755104581392998787112191742322903484064645221161110358116580638TTManManuMachWalkModelNo.:Name:HammerheadDCRev.QuotaPerShift25OriginatedBy:N.SmithInitials/Date:RevisedBy:Initials/Date:CellNo.:58Name:HammerheadSwitchTAKTTime1068ProductManager:MikePotterCellLeader:BarbBevingtonCTTAKTMONTH月WEEK周SHIFTYEAR年3-5YEARS3-5年FutureOperatorLoadingChart198198199050100150200OperatorAOperatorBOperatorC3OperatorsTime(sec)FutureTTOperator操作员Cellleader班组负责人TeamleaderORTechnicianORProcessengineer小组负责人或技师或程序工程师PlantManager厂长VP-OPSPresident总经理KPIBoardCELL:TAKT:QDCounter-measuresCProblemSolution解决问题ProblemSolution解决问题Counter-measures对策WHAT什么WHEN什么时候WHO谁JANFEBMARAPRMAYJUNJULAUGSEPOCTNOVTargettoImprove:*ProblemStatement:CountermeasuresWhatWhoWhenHowMuch(Impact)DateofPDReview:July15,2002Owner:*RunChart$0$2000$4000$6000$8000$100002002Plan2002Actual2002Plan6800710083007200730092007000680093007300770083002002Actual61146209937160366197JANFEBMARAPRMAYJUNJULAUGSEPOCTNOVDECPareto(theWhyyoumissed)0%10%20%30%40%50%Percent0,40,30,20,1PastDueBadCreditSalesDemosCustomerABCGENBAWALK-AROUNDSGENBA巡查KaizenplanKaizen计划PRIORITY优先ACTION行动SMEDVRKPSI123456WKBookedPredictableSurpriseKPIQDCDanaherIndustrialControlsGroupSite:GurneeKPIBowlingChartPRIORITYOWNER2000ACT2001ACT2002ACTJOP2003YTDACTJANFEBMARAPRMAYJUNSAFETYPlanActQUALITYPlanActPlanActDELIVERYPlanActPlanActCOSTPlanActPlanActPlanActPlanActAbsenteeismBodnarPlanGROWTHPlanActBodnar,KrokovaBodnarKubovcikova,LabudaLabudaBodnarOvertime,Premium$ExcessLabor,DL$/SalesSales$/(DL+IDL)HoursSales/Associate,$/AssociateKrokovaSupplierLead-TimeFirstPassYield,PPMLeadTimetoCustomer,DaysScrap,$Kubovcikova,GirgasKPIsBowlingChart2ndLevelPolicyDeployment3LaborCrossTrained33332EstablishStandardWork22221ManagementofKanBanQtysthroughDMPandABCanalysis1111DrivePPVwithICGleverageandmoreLCRBack-to-basicsdailymanagement&PSIStdReduceMissedLineItemsduetomaterialfReduceMissedLineItemsduetoLaborfromIncrease%CrossTrainedoperatorswithin%ofOperatorsCrossTrainedacrosscompBUManagerBradSternerOperations-JimTownsendMaterialsManager-JWessellQuality,ProcessEngr-MarkLangilleDBSMgr-ShankarAnantDesignEngineering-DaleTaylorProductMana