4-4Kaizen开山2Days培训教材Datacollection

Agenda,Day1Learning&ObservingKaizendefinitionWhyandWhereKaizenTeamStructureLearningobjectives10RulesofKaizen7Wastes&5SDefiningcustomer-supplierrelationshipTakttimeVsCycletimeOne-PieceFlowKanbanVisualcontrolsFailsafingDatacollectionandanalysistoolsStandardizing/documentingimprovementsProjectevaluation/improvementSummaryDataCollectionandAnalysisTools:AnOverviewThesuccessoftheKaizenteamdependsontheirabilitytomakechangeusinggoodDATA.Datadrivenchangeisanobjectivewaytoinstitutionalizeimprovement.Informationmustbecollectedswiftlyandthoroughly.Datacollectiontoolsareanintricatecomponentforthelastingsuccessofimprovement.Gooddecisionsaremadeusinggooddata.DataCollection,Analysis&ImprovementTools•VideoCapture•WorkCombinationChart•WorkFlowAnalysis•StandardizedWorkCharts•ProcessCapacityCharts•WorkMeasurement•5S•Before/AfterPhotographs•HousekeepingAudit•Set-upandChangeoveranalysis•WorkplaceLayout•ErgonomicEngineering•QualityProblemsPareto•ParetoAnalysis•Brainstorming•CombinedProcessflowChart•Checklists•CauseandeffectAnalysis•Lift/Bend/CarryAnalysis•ProcessAudits•Experimentationandtest•Lineside/cellinventorycalculation•SafetyincidencePareto•MaterialsAnalysis•Walk/DistanceAnalysis•HeadcountrequirementKAIZENTOOLSKAIZENTOOLS1.VideoCapture/AnalysisSeestheentirepicture-veryobjective.Canbeequippedwithrunningclock.Usedinconjunctionwithotheranalysistoolstoformalizeinformation.Allowsteamtowatchworkmanytimeswithoutactuallybeingthere.Filmitthewayitis-don’tact!Videowillserveasabaseline.Don’tstopthefilmifthingsgowrong(unlesstheyarecompletelyatypical).Re-filmingafterimprovementiscompletedcanserveasrecognitionofajobwelldone.2.WorkMeasurement:TimeandMotionStudyMethodsofWorkmeasurementThird-generation“PredeterminedTimestudies”Second-generation“Observing&measuring”First-generation“Estimation”BasedonHistoricaldataStop-WatchStudySoftware“EASE”•MostCommon•Easytolearn•Realistic•Outdated•Notrealistic•Notpreferred•Mostadvanced•Needpractice&skill•IdealtimemeasurementsBasicWorkMeasurement-TimeStudyToolthatmeasurestime.Observethemethodfirsttounderstandthesequenceofevents.Recordtheelementsthewaytheyoccuronthetimestudysheet.Recordreadingsattheendofeachelement.Repeatobservationsformanycycles.Noteexceptionaltasksandtimerequired(redcircletheseelements).Workpacecaneffectfinaloutput.3.WorkFlowAnalysis:Helpsusunderstandallthetasksinvolvedintheprocess.Providesaclearpictureofvalueaddedactivitiesvs.non-valueaddedactivities.Providesabaseforimmediateimprovements.Setsafocusforlongertermstrategicchanges.Component/ProcessBusinessFlowProcessChartChartedbyDateEventOccasionsTimesurwsurwOperationDelayset-upDelayreworkDelayotherInspectionTransportTotalsDistanceStorageLoadcerawashMovecraneCollectcraneLoadcompRefetchcraneLoadairtoolDeburrChangetoolsSandblockLowerblockChangetoolMovecraneDeburrcompUnloadtoolLoadtoolDeburrChangesandpaperChangetoolBeginsandingChangetoolSandblockToolchangeBlowoutcoresToolchangeLoadtoolWirebrushToolchangeChangetoolBlowoutblockToolchangeVacuumblockReplacevacCollectnylonbrushBrushoutholesMovecranetowashUnloadcompMovecranetonextblkAutocycle11ft536632su6su8181su1252124ft7su2986su4su2842su6su5106su1269su11010su3su1128su4su47414su666411420ft10124ft60216219323815363479ft38249479ftFlowProcessChart4.StandardizedWorkChartVisualdisplayofworkandtimesrequiredtocompleteaspecifictaskorworkroutine.Includesaworkstationlayout.Showstheinterrelationshipbetweentheoperator,machineandworkstation.Targetsareasofimprovementandextremelyusefulinidentifyingwaste.Establishesabaselineforallfutureimprovements.Servesasacommunicationtoolforteamsondifferentshifts.Providesimprovementdocumentation.5.WorkCombinationChartTobeusedinconjunctionwithVideoCapture.Timecanbeobtainedfromstopwatchorvideocameratimecounter.Listeachworkelementsequentially.Timeshouldberecordedforeachelementandcumulativetotaltime.Eachelementshouldbegraphedonthegridprovidedontheform.TAKTtimeverticallineshouldbedrawnoncharttohelphighlightopportunities.Obviouswasteopportunitiestobecircledinred.WorkCombinationChart:AnExample6.ParetoAnalysisRanksrelatedmeasuresindecreasingorder.Helpsfocusyourattentiontothemostimportantproblemtosolve.BasedonParetoPrinciple“Onlyafewimportantorvitalelementsaccountfor80%ofanoutcome”.Paretochartsshouldbeusedto“drivedown”theinitialParetocharttoexposeallopportunitiesofthe“vitalfew”.UsefultooltoshowbeforeandafterParetocharts.ParetoChartExampleTotalworkinghrs=300.MachineProductiontime=240hrs.MachineNon-Productiontime=60hrs.Paretohelpsin“Breakingdowntheproblemintomanageable,bite-sizepieces”.Inthiscase,67%ofthedowntimeisdueto“maintenance”.4015501020304050607080MaintenanceDie-ChangeCleanDown-timeAParetographofthenon-productionelements.Maintenance=66.7%ofdowntimeDie-Change=25%ofdowntimeCleaning=8.3%ofdowntimeHours7.CheckListsProvidesdetailedquestionsaboutmajorimprovementopportunitieswhichinclude:Ergonomics-Safety-DocumentationStationLayout-Tools-OrganizationMethods-Packaging-Gages-MaterialProvidesstep-by-stepdirectionsoacompletejo