Basic-Lean-Concept

BasicLeanconceptTIMWOOD/七+一（八）大浪费–7+1（8）typesofwasteTransportationUnnecessarymovementofpartsorpeoplebetweenprocessesInventoryMaterialsthataresittingidledonotaddvalueMotionUnnecessarymovementofpartsorpeoplewithinaprocessWaitingDoingnothingwhilewaitingformaterialsormachineOverproductionProduceonlywhatthecustomerswantOverprocessingProcessingbeyondwhatthecustomerrequiresDefectCanbecausedbymaterials/machine/manHumanresource5S/Sort,Set,Shine,Standardize,Sustain1S:Seiri–SortandSegregate分离及丢弃(移除不必要的物品)2S:Seiton–SetinOrderandArrange排序及识别(为“所有物品安排放置的场所”)3S:Seiso–ShineandInspectiondaily清扫-清扫及日检(用完之后主动“放回原处”)4S:Seiketsu–StandardizationandRevisit经常重访(消除非增值的工作)5S:Shitsuke–Sustain主动保持(提升主人翁感，鼓励取得的成果)标准化作业/StandardWork什么是标准化作业？Whatisstandardwork?人机最佳结合,用最少的人力，库存，厂房和设备Thebestcombinationofpeopleandmachines为什么要做标准化作业？Whyweneedstandardwork?识别工人工作变数Identifyvariationsinoperatorwork维持以往改善成果Sustainpastkaizengains提供未来改善基线Providebaselineforfuturekaizen标准化作业的要素是什么？What’stheKeyElementsofStandardwork?节拍时间Takttime周期时间(工人/机器)Cycletime(operator&machine)工作顺序Worksequencing标准半成品数StandardWIP可视化管理/VisualManagement可视化管理是将操作流程、信息以及日常活动连贯的、及时的、规范的通过视觉信息传达的管理方法。VisualManagementaremethodsformakinginformationaboutprocessesandfundamentaldailyactivitiesvisuallyavailableinacoherent,timely,andregularmanner.可视化管理的目的/ThePurposeofVisualManagement及时反应异常问题/SeeAbnormalitiesandRespondinatimelyfashion便于日常管理/ManagementataGlance帮助改善结果的维持/Ensuresustainabilityoftheimprovements可视化管理的关键/KeyofVisualManagement信号，信息，状态都能够看见/Signals/Information/Statuswhereallcansee容易理解/Mustbesimpleandeasytounderstand预防措施及行动/Previouscountermeasuresandpreventativeactions需要的措施和方法/Countermeasuresthatarerequired评估与控制/Estimatedtrend.ProcessControl快速换线/SingleMinuteExchangeDies/QuickChangeOver日本丰田汽车公司摸索的一套应对多批少量、降低库存、提高生产系统快速反映能力的有用技术。SMEDisagoodmethodtoreducechangeovertimewhichcreatedbyToyota,SMEDaimathighmixlowvolumeproducts,Onlineinventoryreductionandquicklyresponse,arehelpfulforOEEimprovement.定义：在上一批生产之最后一个零件完成以后,将设备换成下一批生产所需之设备Definedbythetimebetweenthestartofachangeover(normallyshutdown),orlastgoodpiece,andthebeginningoffullspeedproductionof“good”product内部操作与外部操作/InternalandExternalStepsInternalstepsarethoseactivitiesthatmustbeperformedwhentheequipmentisturnedoff/idleExternalstepsarethoseactivitiesthatcanbeperformedinanticipationofachangeoverorwhilethecurrentjobisrunning快速换线的目标是将内部操作转为外部操作，然后共同降低。GoalistomoveInternalstepstoExternalandreduceboth快速换线的好处/BenefitsofSMED增加灵活性/ImproveFlexibility降低前置时间/ReduceLeadTime改善质量/ImproveQuality增加产能/IncreaseCapacity降低库存/ReduceInventory月光工作室/MoonshineShop“月光工作室”起源于日本精益制造的管理哲学，原意是员工下班后来“月光工作室”进行夹具、桌子的改善和试验；其目的在于鼓励员工开发动手能力，将一些改善想法付诸实践。现今，在许多世界级的企业都有推广，如波音，福特等。‘Moonshineshop’,comefromleanmanufacturingphilosophyofJapan,Originalintentionisaplacewhereemployeescandoingsomefixture,Jigandworkstationmodificationoffduty.Theobjectivesistoencourageemployee’sinnovationideaandrealizedtheseideas.Nowadays,itimplementedinmoreandmoreworldclassenterprise,suchas,Boeing,Fordandetc.“精益管”这一新型材料会帮助到材料回收，灵活性，成本节约，质量的管控以及多样化的市场需求。‘Creform’,standsfor‘Creepform’,newtypematerialscanhelpforrecycling,flexible,costsaving,qualitycontrolanddealthedifferentmarketandcustomerrequirement.它能够制作：工作桌/椅，周转车，测试台，物料货架，文件柜等等。Creformcanapplyfor:Worktable、Trolley、Testbench、Rack、ShelfandCabinet.etc---------------Yes!Wedoitbyourselves!----------------改善研习会/KaizenWorkshop•研习会/Workshop：有几个人进行密集讨论的集会，通常需要当场作练习，例如：国际礼仪、站姿等等。改善/Kaizen/ContinuousImprovement1,Kaizen在日语中的意思是“连续不断的改进、完善”，“Gamba”,在日语中是“现场—事情真正发生的地方”的意思Theword“Kaizen”inJapanesemeans“ContinuousImprovement”and“Gamba”meansrealplacewherethingsrealhappedinthere.2,改善的要求是在现场，期望员工能够到现场去发现问题，而不是在会议室讨论.TheRequirementofKaizenisworkonshopfloor,makeyourhandsdirtytoinsteadofdiscussionstayatmeetingroom.3,三现主义(3GConcept)现场(Genba)TheRealPlace现物(Genbustu)TheRealProduct现实(Genjistu)TheRealTruth4,改善思想是:“改变不只是针对某个独立的系统或者流程,而是让我们接近问题的本质；改善也不仅是改变事物，形态，更多的是改变人的思想。”“Changesnotonlythesystemsandprocessesbuttheapproachonhowwelookattheworkarea;ThegoalofKaizenisnottochangethings,buttochangepeoples’mindsets.”5,持续改善的步骤/StepofContinuousImprovementKISS/KeepItSimple，Stupid！“KISS”，计算机编程中的著名原则，Keepitsimple,stupid,意为保持简单。在现场管理中我们将如何应用这个原则呢？Originally,Thewordsof“KISS”isaruleinprogrammedesign,Keepitsimpleandstupid.But,HowtoimplementitinShopfloormanagement?“Simple”,说起改进，是不是首先想到投资一部先进的设备呢？其实有时候不必如此，有很多东西可以帮助到我们，比如重力，再比如简单的标识。看看下面的案例是不是很简单呢？Talkabout“Kaizen”,Doyouconsiderofinvestmentinanadvancedmachineinfirstimage?Actually,Youcanfindasimplewayifyoulearningtoseethethingsbesidesyourhand.LikesGravitation,LikesMarkerandLight…Seebelowattached,Cheapbutsignificantchangeintheirarea。“Stupid”在这里是指一种简洁化的概念，可以理解为防错。当混料的情况出现的时候，能否有防错系统呢？当螺丝遗漏的时候，能不能有检查的夹具呢？对于现场管理者来说，如何能够最快最便捷的找到问题发生的地方呢？“Stupid”issimplify,WealsocanunderstandinginMistakeProofing.CanweimplementVerifysystemtoavoidwrongpartinSMTarea?Canweusecheckedjigtoavoidscrewingmissing?Andcanwefindthefasterwaytoknowtheproblemhappedarea?GravitationappliedinmanualinsertareaColourManagementinMRBstorageareaLightandm