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改善故事法KAIZENStory12steps►JIPM-S何为Kaizen？3改善故事法程序KAIZENStoryProcedure►1定义损失Identifythelosses►2选择和诠释主题Selectionandjustificationofthesubject►3了解过程和设备Understandtheprocessandequipment►4掌握实际情况Grasptheactualsituation►5建立目标Establishobjectives►6制定计划Makeaplan►7分析原因Causeanalysis►8提出对策Proposecountermeasures►9实行对策Carryoutcountermeasures►10检验结果Verifytheresults►11标准化Standardization►12未来计划Futureplans用此方法可建立一个简单和清晰的顺序来解决问题Thismethodsetsupasimpleandclearsequencetosolvetheproblems.改善故事法12步KAIZENStory12Steps始于一个新的循环BeginaNewCycle改善故事法12步KAIZENStory12Steps1.鉴别、分类损失Identify/Classifylosses2.选择与验证（最主要损失为首）Select&Justify(BiggestLossFirst)3.了解过程/设备Understandprocess/equipment4.掌握实际情况GrasptheActualSituation5.建立目标EstablishObjectives6.制定一个计划MakeaPlan7.分析原因CauseAnalysis8.提出对策ProposeCountermeasures9.实行对策Carryoutcountermeasures10.检验结果Verifytheresults11.未来计划Futureplans达到目标了吗？WereObjectivesObtained?12.未来计划维持,收益,产出,准备计划摘要，MP等FuturePlansSustain,Benefits,RollOut,PrepareProjectSummary,MP,etc.是Yes不是No1.定义损失IdentifythelossesOEEorEE瓶颈设备或机器Bottlenecklineormachine分类损失Classifythelosses工厂，产线或设备的首要课题Prioritythemesintheplant,lineorequipment•故障Breakdowns•更换Changes•启动Startups•短时停机Chokotei•降速Speedreduction•缺陷/返工Defects/rework1.定义损失Identifythelosses►在开始阶段，小组支持人定义小组名称，团队成员，和小组截止日期。►并且：1.保证战略目标优先（KPI)2.用柏拉图识别主要损失3.量化损失，客观选择►注：在此阶段最好关注于客观描述问题，避免直接跳到结论或解决方案。2.选择和诠释课题SelectionandJustificationofthesubject(1)选择课题Selectthesubject•此课题应以如下形式表达•Thesubjectshouldbeexpressedasfollows:“XXoftheDDin○○”XX行动–你想做什么…方向和水准XXAction-whatyouwanttodo...Directionandlevel解决你想解决的问题（减少，消除等）(reduce,eliminate,etc.)towhichyouwanttosolvetheproblem即“在整个过程中对缺陷率的降低”i.e.“Reductionofthedefectrateinthefillingprocess”DD:什么…我们想要攻克的损失（故障，短时停机，质量缺陷等）DD:What….Thelossthatwewanttoattack(No.Ofbreakdowns,minorstoppages,qualitydefects,etc.)○○:影响范围…从产品，工序，设备及劳动力中找到问题○○:scopeorreach….Nameofproduct,process,equipmentorlabourinwhichyoufoundtheproblem•针对最大的损失开始工作•Startworkingonthebiggestloss.在损失分解中短时停机比重最大层化短时停机2.选择和诠释课题SelectionandJustificationofthesubject►(2)选择这个课题的理由Reasonwhyyouchosethesubject-1•分析损失并明确你为何选择这个损失•Analyzethelossandmakeclearwhyyouchosethisloss分类和量化损失Classifyandquantifytheloss•联系损失明确自己所要做的正确性…•Makeclearwhatexactlyyouwanttodowiththatloss…即：改善包装程序作业i.e.Improvethepackingprocesstask→你所做的改善怎么才是正确的？→Howexactlydoyouwanttoimprove?减少棘手任务的数量？Reducethenumberoftasksinvolved?提高生产力？Improvetheproductivity?修正和改善人类工程学Reviseandimproveergonomics?诠释课题-2Justificationofthesubject-2最高管理方针TopManagement’sPolicy部门方针DepartmentPolicy•紧急级别Urgencylevel•重要级别Importancelevel•评估结果Estimatedresults•公共主题Commontheme•解决难度等级Gradeofdifficultytosolve3.了解过程及设备Understandingtheprocessandtheequipment程序问题的摘要Summaryoftheprocessinquestion设备问题的摘要Summaryofequipmentinquestion结构和机械装置中的重点部分Structureandmechanismofimportantpoints(结构图表，产出)(Structurediagram,layout)了解基本准则和原理Understandthebasicrulesandprinciples•确认和回顾基本知识以分析原因•Confirmandreviewbasicknowledgeforcauseanalysis(1)清晰定义控制特征Clearlydefinethecontrolcharacteristics•例如,什么是缺陷○○?Forexample,whatisdefect○○?•你如何能量化它?Howcanyouquantifyit?•用什么时间单位去控制数据?Whattimeunitdoyouusetocontrolthisdata?→每月?每天?→Monthly?Daily?(2)建立基准EstablishBenchMark(initialreferencepoint)•原因→如果你不知道在改进之前的最初水平，你将无法衡量的改进后应用对策。Cause→Ifyoudonotknowthelevelwhereyouoriginallywerebeforemakingtheimprovement,youwillnotbeabletomeasuretheimprovementafterapplyingthecountermeasures.•基准应是几个月的平均值Thebenchmarkshouldbetheaverageofseveralmonths•如果你正在处理一个故障，你需要数据的至少3个月。如果这不是经常发生故障，你需要的数据至少一年为基准。Ifyouaredealingwithabreakdown,youneedthedataofatleast3months.Ifthisbreakdowndoesnothappenoften,youneedthedataofatleastoneyearasBenchmark.4.掌握实际情况Graspactualsituation5.建立目标Establishanobjective•什么?:控制的特点是确定当前步骤对实际情况的理解What?:Controlcharacteristicsthatweredefinedinthestepwheretheactualsituationwasunderstood•在何时?:在解决问题的日期之间Forwhen?:Duedatetosolvetheproblem•要做什么?:数字的目标（价值）Whattodo?:Numericobjective(Value)建立一个有远大雄心但切实可行的目标Establishanambitiousbutfeasibletarget基准BM目标Objective6.制定计划MakeaplanNo.程序Procedure1定义损失Identifythelosses2选择和诠释主题Selectionandjustificationofthesubject3了解过程和设备Understandtheprocessandequipment4掌握实际情况Grasptheactualsituation5建立目标Establishobjectives6制定计划Makeaplan7分析原因Causeanalysis8提出对策Proposecountermeasures9实行对策Carryoutcountermeasures10检验结果Verifytheresults11标准化Standardization12未来计划Futureplans►获取问题发生的根源并有一张清晰的了解发生了什么样错误的图表Gettotherootcausethatmakestheproblemoccurandhaveaclearpictureofwhatiswrong.►用4M的方法重复问为什么。Repeatthewhywhyfromthe4Mstandpoint.►基于基本原理和法则列出一张所有可能原因的清单Makealistofallthinkablecausesbasedontheprinciplesandbasicrules►不要用“鱼骨图”，因为它是仅仅基于直觉和经验而不是事实。►Donotuse“thefishbonediagram”becauseitisbasedonlyonintuitionandexperienceinsteadoffacts.7.分析原因CauseAnalysis*应用各种措施根据问题Applyeachmeasureaccordingtotheproblem•5个为什么分析Whywhyanalysis•物理模型分析P-MAnalysis•功能（时间）的分析Analysisoffunctions(times)•运转路线分析Movementrouteanalysis►研究和评估的对策是永久性的，不允许再次发生。Studyandevaluatecountermeasuresthatarepermanentanddon’tallowtherecurrence.►选择改进措施考虑以下几点；Selecttheimprovementmeasureconsideringthefollowingpoints;成本thecost,限制条件therestrictingconditions,影响其他的进程和问题impactonotherprocessesandproblems8.提出对策Propose