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1、How about your enterpriseHow about your enterprise什么样的企业什么样的企业垃圾到处都是，没有人捡起来别人扔的垃圾由专人捡每个人自觉维护环境整洁，没人乱扔垃圾三流企业三流企业二流企业二流企业第1页/共20页第2页/共20页The 5Ss and Visual Controls 5S与目视化控制 The 5Ss need and create a clear Visual Work Place.The 5Ss need and create a clear Visual Work Place.5S需要,也能够建立一个清晰的目视化工作区 A visu
2、al workplace is when anyone can walk in and visually understand the current situation.所谓目视化就是，当任何人走进车间，可以直观地了解目前状态：That is,visually understand theThat is,visually understand the:work place organization,work place organization,车间组织车间组织 the work process,the work process,工作流程工作流程 when there is an abnor
3、mality,and when there is an abnormality,and 是否出现异常是否出现异常 if they are ahead,behind or on schedule if they are ahead,behind or on schedule 计划提前计划提前,延误延误,或按期或按期 We create the visual workplace with visual controlsWe create the visual workplace with visual controls 我们使用目视化控制方法，建立目视化车间第3页/共20页Visual Manag
4、ement in Our World目视化管理无处不在Visual controls are all around us.我们身边的目视化控制方法第4页/共20页All businesses have problems!问题无处不在!The good businesses keep pace with their problems and solve the root causes.良好的系统会追踪问题并解决根本原因.These successful businesses distinguish between the normal vs.abnormal and make waste obv
5、ious to all using visual management techniques.成功的系统能够区分正常和异常，使用目视化管理方法让浪费暴露无遗Visual Management 目视化管理第5页/共20页Making problems visible is not enough!光发现问题是不够的If we do not take action on these problems,we will be wasting our time and all involved will lose interest and the improvement will not sustain.
6、如果我们不去处理掉这些问题，那是在浪费时间，大家会失去兴趣，改进的成果难以维持Visual Management 目视化管理第6页/共20页Benefits of Visual Management目视化管理的益处Visual Management ties into the 5S strategy(4th“S”seiton,or standardize).目视化管理与5S之清洁策略既矛盾又统一Visual Management begins with making the factorys abnormalities and waste clear to everyone.目视化管理从暴露工
7、厂的异常和浪费开始，让每个人都清楚We must move from having only specialists understand to an environment where everyone understands!我们必须从只有少数人理解上升到所有人都理解第7页/共20页LOWDIRTYDIRTYGLOVESGLOVESHARDHARD HAT HATAREAAREA FIREEXSTINGUISHERSLEDGEHAMMERPRODUCTION RESULTSQUALITY RESULTS SCHEDULE SOPs CLEANCLEANGLOVESGLOVES13 7TOD
8、AYSRUNWARNINGHOT STEEL60 0TODAYSGOAL STATION 3OPERATORComment on the Value of the Visual Management Used Below评论如下的目视化管理第8页/共20页Visual Management Tools目视化管理工具Examples of Visuals:目视化示例Red Tag Strategy(5S Program)挂红牌Sign-boarding 布告板Line Demarcations 生产线的划分Floors&Aisles 地面&过道Stack Height Limits 堆叠高度限制
9、Andon Lamps 安灯/指示灯 Kanban 看板Production Management Boards 生产管理板Standard Work Charts 标准化工作图表Defective Item Displays 不良品展示第9页/共20页ANDON LIGHTS-Lights installed on equipment,lines or cells to indicate the status of production.指示灯-安装在设备,生产线,生产细胞显示生产状态Possible Uses:Red-means maintenance is needed immediat
10、ely.Yellow-means the team running out of parts soon.Green-means the team is running parts as normal.红色-需要立即维修黄色-零件即将耗尽绿色 生产正常Teams will specify the meaning of the lights based on an areas needs.基于不同场合的需要,团队可以指定指示灯的含义Visual Management Tools目视化管理工具第10页/共20页Machine abnormality 设备异常Indicates the machine
11、 has detected an abnormality 显示设备检测出异常Defect,overproduction,etc 缺陷,过载等This is Jidoka implementation 这是防呆措施Automatically triggered 自动触发Either on or off 即开即关Types of Andons 安灯的类型Material re-supply 补料Indicates that parts re-supply is needed 显示需要补料May be triggered manually by operator or automatically b
12、y sensor in parts bin 通过料箱里传感器手动或自动触发Either on or off 即开即关Visual Management Tools目视化管理工具第11页/共20页Types of Andons 安灯的类型Operator status 操作工的状态Indicates operators status with respect to TAKT time 显示操作工符合生产节拍时间Manually triggered 手动触发Use color codes:颜色含义Green,ok;绿色,ok;Yellow,need assistance;黄色,需要帮助;Red m
13、issed TAKT time 红色,赶不上生产节拍 Visual Management Tools目视化管理工具第12页/共20页GAGES and INDICATORS 量具和指示器Abnormal situation should be understood at a glance.No need for interpretation.Consider mounting gages so that normal conditions are in the same orientation.只要扫一眼就能发现异常,无须解释.安装量表要考虑正常状态的在同一方向FULL010203040010
14、203040Not This ThisNot This ThisVisual Management Tools目视化管理工具第13页/共20页KEY PERFORMANCE INDICATOR BOARD 关键绩效显示看板Team board that highlights the progress of a team in meeting key goals for S,Q,D,C.These boards are used to track and highlight countermeasures.看板显示了团队关于安全、质量、交货、成本关键指标的完成情况.看板用来追踪和强调纠正预防措施
15、Visual Management Tools目视化管理工具第14页/共20页TEAM INVOLVEMENT BOARD 团队看板 A board that the team uses to display their ACHIEVEMENTS and describe their team through their team name,pictures,awards,etc.看板显示团队曾经取得的成就，描述团队成员的名字，照片，奖励等TEAM INVOLVEMENTVisual Management Tools目视化管理工具第15页/共20页Kaizen 改善Kaizen Ki-zen
16、a continuous improvement mindset.Everything that we do today can be improved.There is no such thing as a perfect process.Kaizen has no end.持续改善，我们今天的任何事情都可以改善，没有完美的流程，改善无止境第16页/共20页Leave titles at the door one person,one voice,no position or rank.Ten persons ideas are better than one persons.三个臭皮匠顶个
17、诸葛亮Keep an open mind 虚心Think of how the new method will work not why it wont.多考虑新方法如何工作，而不是拒绝Dont accept excuses.不接受借口Dont let the pursuit of perfection get in the way of making things better.不要追求完美以至阻碍改善Involve associates from Kaizen area.Keep them involved throughout process.让员工参与改善的全过程Think creat
18、ivity before capital.If you have to spend money on improvements,simulate it first.投资前要考虑回报，如果花钱做改善，先模拟一下Ask“why”five times.Then ask any and all other questions there are no dumb questions.问5次为什么，问任何其它问题 没有愚蠢的问题Be hard on problems,Not on people.对事不对人Build mutual respect.互相尊重Stay positive,never give u
19、p.积极，从不放弃Sustain the gains.维持成果Improvements know no limits.Just do it!改善无极限，去做！Kaizen Event Rules 改善事件的规则第17页/共20页TIME TIME 时间时间 IMPROVEMENT IMPROVEMENT 提高提高KKKKKKKKKSSSSStandardization and Kaizen标准化和改善第18页/共20页SUMMARY SUMMARY 总结总结5S is a Foundation for Improvement5S is a Foundation for Improvement
20、5S 5S是改善的基础是改善的基础是改善的基础是改善的基础Visual Management is the Ultimate GoalVisual Management is the Ultimate Goal 目视化管理是最终的目标目视化管理是最终的目标目视化管理是最终的目标目视化管理是最终的目标It is up to Each and Every One of us to Make 5S It is up to Each and Every One of us to Make 5S a Personal Goala Personal Goal 我们每个人都能达到我们每个人都能达到我们每个人都能达到我们每个人都能达到5S5S的个人目标的个人目标的个人目标的个人目标第19页/共20页感谢您的观看！第20页/共20页