01-KaizenTraining精益改善培训

CorporateManufacturing&Engineering1KAIZENTRAININGMANUALFebruary,2000CorporateManufacturing&Engineering2KAIZENIntroductionCorporateManufacturing&Engineering3ThoughtQuestion:Threefrogssatonalogandonedecidedtojumpoff.Howmanyfrogswereleftonthelog?Answer:Three.Justbecauseafrogdecidedtojump,doesnotmeanthatitactuallydid“Visionwithoutactionisjustadream.”IntroductionCorporateManufacturing&Engineering4WelcomeParticipantIntroductions–Name–Workhistory–Personalstrengths–ExpectationsofthisTrainingIntroductionCorporateManufacturing&Engineering5KaizenTraining-ConceptsToday–IntroductiontoKaizen–TimeBasedManufacturing–RecognizingWaste–TheBasicsoftheToyotaProductionSystem–StandardOperations–5SWorkplaceOrganization–SetupReduction–FinalInstructionsThisWeek–DataGathering–DataAnalysis–Solutioning–Testing–Implementing–FineTuning–Documenting–Training–PresentationCorporateManufacturing&Engineering6BasicunderstandingofKaizenprinciplesLearnhowtolookattheKaizenareafromanewperspectiveLearntoapplyKaizenprinciplesLearnhowtoaccomplishthetargetobjectivesLearnhowtomakeapositivedifferenceinourareaofinfluenceCourseObjectivesCorporateManufacturing&Engineering7ITISNOTTHECRITICWHOCOUNTS,notthemanwhopointsouthowthestrongmanstumblesorwherethedoerofdeedscouldhavedonethembetter.Thecreditbelongstothemanwhoisactuallyinthearena,whosefaceismarredbysweatandblood,whostrivesvaliantly,whoerrsandcomesupshortagainandagainbecausethereisnoeffortwithouterrorandshortcomings,whoknowsthegreatdevotion,whospendshimselfinaworthycause,whoatbestknowsintheendthehighachievementoftriumphandwhoatworst,ifhefailswhiledaringgreatly,knowshisplaceshallneverbewiththosetimidandcoldsoulswhoknowneithervictorynordefeat.TheodoreRoosevelt(1858-1919)-26thPresidentADeepThoughtCorporateManufacturing&Engineering8Aprogramthatprovides:–ahighsenseofurgency–creativeproblemsolving–involvementofallorganizationallevels–acompleteculturechange–acontinuousimprovementeffortKaizenWhatdoweneedinourorganization?CorporateManufacturing&Engineering9KAIZENWhatisKaizen?CorporateManufacturing&Engineering10KaizenisaJapanesewordthatmeansto“changeforthegood.”ItcomesfromtwoJapanesewords:Kai=changeZen=goodWhatIsKaizen?CorporateManufacturing&Engineering11Doing“littlethings”bettereverydaySlow,gradual,butcontinuousincrementalimprovementContinuousimprovementinanyareathatwilleliminatewaste(MUDA)andimprovecustomersatisfactionWhatIsKaizen?CorporateManufacturing&Engineering12CostreductioninalllevelsinthemanufacturingandadministrativeprocessesofanorganizationEliminatewasteinallpartsoftheoperationwithoutanymajorcapitalinvestmentWhatAretheBenefitsofKaizen?CorporateManufacturing&Engineering13KAIZENSuccessfulKaizenCorporateManufacturing&Engineering14100%CustomerService40-60%ReductioninDefects20-30%ProductivityGainsperYear40-50%IncreaseinInventoryTurns50-70%ReductioninCycleTime20-50%ReductioninFloorSpace5-15%ReductioninMaterialCostWhatAretheTargetsofKaizen?CorporateManufacturing&Engineering15TopmanagementcommitmentandinvolvementEmployeeempowermentTraininginKaizenconceptsStandardizationofanactionorientedmethodologyTrackingprogressDesireTheSuccessOfKaizenDependsOn:CorporateManufacturing&Engineering16CreatingCulturalChangeY-AxisX-AxisEarlyAdoptersNaySayersUn-committedThreegroupsofpeopleintheprocessofchange%ofOrganizationAbilitytoChangeCorporateManufacturing&Engineering17TypicalApproachtoProblemSolvingCorporateManufacturing&Engineering18KaizenLowerstheWaterCorporateManufacturing&Engineering19TheMainThing“Themainthingistokeepthemainthingthemainthing.”CorporateManufacturing&Engineering20“TheMainThing”inManufacturingQualityCostDeliverySafetyCorporateManufacturing&Engineering21HowProductsusedtobepriced:Cost+Profit=Price[Fixed][Fixed][Derived]HowPriceisdeterminedtoday:Price-Profit=Cost[Fixed][Fixed][Derived]BasedonCompetitivePressuresCompetitivePressures-PricingCorporateManufacturing&Engineering22KAIZENAStrategyBasedonTimeCorporateManufacturing&Engineering23StrategyBasedonTimeR&DPlanMFGDistA/RTotalOperationalCycleCorporateManufacturing&Engineering24AFocusonCyclesR&DPlanMFGDistA/RTotalOperationalCycleR&DPlanMFGDistA/RCorporateManufacturing&Engineering25Reducethequalitycycletime:BetweenerroroccurrenceanddetectionBetweendetectionandcorrectiveactionQuality&TimeCorporateManufacturing&Engineering26A99%levelofqualityresultsin:14minutesperdayofnopowerOver35,000babiesperyearaccidentallydroppedbydoctorsornursesMorethan250,000incorrectsurgicalproceduresperyearApproximately700longorshortairportlandingsperyearatmostairportsANewWayofThinkinginTermsofQualityCorporateManufacturing&Engineering27Reducethecostcycletime:TotalcostsdecreasewithleadtimereductionLeadtimeisreducedbyeliminatingwasteintheprocessCost&TimeCorporateManufacturing&Engineering28Thedemandsofthemarket:FasterdesigntomarketcyclesGreatervarietyofproducts,fasterQuickresponsetimesforserviceDelivery&TimeCorporateManufacturing&Engineering29Afundamentalpriority:SafetymustneverbesacrificedWorkplaceorganizationdrivessaferenvironmentsFindwaystoreducehaza