[精选]5S管理和可视化管理概述(ppt 50页)dbk.pptx

A STRATEGY FORPERFORMANCEEXCELLENCE 性能卓越的策略Workshop at Aconic GuangDong-ChinaFacilitator:Vy Ly 在中国广东乌头工厂主持人：Vy Ly15S and Visual Management System 5S和可视化管理系统和可视化管理系统Where Is The Red Cable Go?红色电缆哪里去了3Is this your office?这是你的办公室这是你的办公室?4Is this your working environment?这是你工作的环境吗？这是你工作的环境吗？Levels of the Visual Workplace(1)Share information 分享信息分享信息Workplace organization and standardization工作场所组织和标准化工作场所组织和标准化(2)Share standards 分享标准分享标准(4)Alarms 安全安全(5)Stop defects 阻止缺陷阻止缺陷(6)Eliminatedefects清除瑕疵清除瑕疵(3)Build standards into the workplace在工作场所建立标准在工作场所建立标准视觉工作场所的等级制5S is a way of looking at our working environment that willbenefit the employees and the employer.5S是一种是一种寻寻找我找我们们的工作的工作环环境，受益雇境，受益雇员员和雇主。和雇主。An essential step required for Waste Elimination 一个必不可少的步骤，需要消除废物It increases productivity 能提高工作效率A required element to achieve Lean-site Manufacturing 实现精益生产的必需元素A easy tool to increase Safety 一个方便的工具，以提高安全性什么是5S？5SSeiri 整理1Sort分类分类5Sustain维持维持Shitsuke 素质2Set集合集合Seiton 整顿3Shine闪闪Seiso 清理4Standardise 标准化标准化Seiketsu 清洁Good or bad-how does it seem to you?好和坏，对你来说是怎样Essentials?概要Need to keep them on the floor?需要让他们一直在地上吗?Are they all needed?它们都需要吗?Need both wrenches?需要两个扳手？Lets see another example.让我们来看看另外一个实例Fire risk?火险？Fire risk?火险？Good or bad-how does it seem to you?Correct location?正确位置Productiveenvironment?能生产的环境Red-TagHoldingAreas红头红头标志标志区域区域 Held a holding area for longtime or non daily usage.举行一个长期的时间或非日常使用的保持区Are used for temporary storage 用于临时储存Find appropriate locations for all items 为所有项目找到合适的位置Should be in a located nearby 应该坐落在附近Establish the rules 建立规则Needs someone to be responsible for it 需要有人负责Needs to be cleared out often(Weekly?)经常需要清除（每周）Establish authority to remove 建立即将消失的权威Measure red-tag volume(make highly visible)测量红色标记量（非常明显）Should be clearly identified 应明确标识Set up a clear disposal procedure 设置明确的处理程序Explore recycling options 探讨回收选项 Red Tag Areas 红色标记的区域红色标记的区域13Before以前以前After之后之后15Example-SORT实例，排序实例，排序 Before 之前之前After 之后之后123456Order of use使用的顺序使用的顺序123465Toolbox?工具箱工具箱PeterFredrikMariaPatrikLovisaAndersIdentify who is using a common tool.确定确定谁谁是使用一个共同的工具。是使用一个共同的工具。-Display who will return the tool when it is used.显显示示谁谁将返回将返回时时使用的工具。使用的工具。-Display missing tools,broken tools or tools to be supplied 显显示缺少工具示缺少工具,破碎的工具或工具来提供破碎的工具或工具来提供Common Tool Control 常见的工具控制常见的工具控制Before and after之前和之后A place for everything andEverything in its place物应各有其所，亦应各在其所物应各有其所，亦应各在其所5 S in the home 在家的5S 22 Organize whats left to minimize wasted motion 组织剩下的减少浪费的运动Set in Order 整顿整顿EXAMPLES 实例实例232324example 实例实例BeforeAfterIdentify faults and problems.识别故障和问题识别故障和问题As the cleaning is underway we mustconsider the fact that:由于清洁工作正在进行中，我们必须考虑这一事实：Inspection is about checking and confirming that an aspect orfeature is as required when compared against a standard.检查是关于检查和确定的，当与标准相比时一个方面和特征作为必要的Cleaning is Inspection 清理检查 Before之前之前After之后之后30Shine examples 发光的实例发光的实例Coloured Bunding Pallet有色岸堤托盘Colour label all lubricationpoints that use the same oil.颜色标签所有润滑点,使用相同的石油。Daily Cleaning andMaintenance inspection日常清洁和维护检查35NAMEMTWTFS SuKenSonyaPaulRossMellCathyJesseRogerKen D.Douglasexamples 实例实例DailyClean-Up區域/設備 具體項目Khuv?c/H?ngm?cthi?tb?c?th?標准要求Yuc?utiuchu?n標准圖片展示Hi?nth?hnh?nhtiuchu?n主要使用工具Cngc?s?d?ngch?y?u執行周期Th?igianch?phnh負責人Ng?iph?trch辦公桌面Bnlmvi?c干淨無灰塵整齊定位線清楚無脫落資料需按資料屬性分類標示清楚資料夾有用統一的標簽標示資料夾名稱和內容有按正確位置擺放離開5分鐘以上時所有用后物品需歸位無任何多余的無用物品S?chs?,khngb?ib?m,ngnn?p,bngkeo?nhv?rrngkhngb?trc,tli?u?ngkhuv?cqui?nh.Temhi?nth?filetli?uc?nth?ngnh?ttheom?tquicch.N?ur?ikh?iv?trtrn5phtc?ns?px?pv?td?ng?ngv?tr.Trnbnlmvi?ckhng?v?td?ngth?aho?cv?td?ngkhngc?nthi?t.抹布Khnlau1次/每天 個人自己負隨時保持 責Ngy/1l?n M?icnhnLunduytr t?ph?trch抽屜內H?ct?干淨無灰塵物品擺放整齊分類清楚公私物品有分開H?ct?ph?is?chs?khngb?ib?m,v?td?ngph?is?px?pg?ngng.V?td?ngcngtyv cnhnc?nphnchiarrng.抹布Khnlau1次/每天 個人自己負隨時保持 責1Ngy/1l?n M?icnhnvlunduytr t?ph?trch辦公桌區域的地面N?nnhkhuv?clmi?c干淨無垃圾無污積S?chs?,khngrc,khngv?t?掃把Ch?i個人自己負隨時保持 責Lunduytr M?icnhnt?ph?trch幕僚單位6S清掃點檢標准表B?NGTR?CV?SINHC?AT?_個人工作區域Khuv?clmvi?ccnhnWhat to do 做什么做什么How todo it怎么做怎么做HABIT 习惯Want todo It 想做想做5S Audit审计审计Confirmation by supervisor that all is as expected.由主管确认,一切都如预期。Can be scored and displayed at the worksite as a team metric可以得分，在现场为团队的指标显示 5S Audit SheetTools 工具Lubricants润滑油Equipment设备Layout 陈列11112222333344445555Sustain 维持维持 Keep it everyday&every day.保持每天和每一天Monday星期一星期一Tuesday星期二星期二Wednesday星期三星期三Thursday星期四星期四Friday星期五星期五38Implementation 实施Some thoughts before you start 许多想法在你开始之前 Who will take the overall responsibility谁将承担整个责任(5S Manager)（5S管理员）Who will be in the main team?谁将在主团队？（建议这个团队）(Suggest this team)How to start?A)Pilot place or b)Whole factory?如何开始？试点的地方或整个工厂 Form teams in each department/workshop with one topresponsible to follow through.各部门、各车间的团队，由一个最高负责人跟进 People need to be trained 人需要被训练WorkplaceScanDiagnosticChecklistNumberofNumberofProblemsProblemsRatingLevelRatingLevel5orMoreLevel-03or4Level-12Level-21Level-3NoneLevel-4DateRatedCategory种类种类ItemTotalScore 项目总分项目总分000000Sort(Organization)DistinguishbetweenwhatisneededandnotneededUnneededequipment,tools,furniture,etc.arepresentUnneededitemsareonwalls,bulletinboards,etc.Itemsarepresentinaisles,stairways,corners,etc.Unneededinventory,supplies,parts,ormaterialsarepresentSafetyhazards(water,oil,chemical,machinesexistSetinOrder(Organization)APlaceforeverythingandeverythinginitsplaceCorrectplacesforitemsarenotobviousItemsarenotintheircorrectplacesAisles,workstations,equipmentlocationsarenotindicated.ItemsarenotputawayimmediatelyafteruseHeightandquantitiylimitsarenotobviousShine(cleanliness)CleaningandlookingforwaystokeepitcleanorganizedFloors,walls,stairs,andsurfacesarenotfreeofdirst,oil,grease.Equipmentisnotkeptcleanandfreeofdirt,oilandgrease.CleaningmaterialsarenoteasilyaccessibleLines,labels,signs,etc.arenotcleananunbrokenOthercleaningproblems(ofanykind)arepresent.Standardize(adherence)MaintainandMonitorthefirst3categoriesNecessaryinformationisnotvisibleAllstandardsarenotknownandvisible.Checklistsdonoexistforallcleaningandmaintenancejobs.AllquantitiesandlimitsarenoteasilyrecognizableHowmanyitemscannotbelocatedin30seconds?Sustain(selfdiscipline)SticktotherulesHowmanyworkershavenothad6Straining?Howmanytimes,lastweek,wasdaily6Snotperformed?NumberoftimesthatpersonalbelongingsarenotneatlystoredNumberoftimesjobaidsarenotavailableoruptodateNumberoftimes,lastweek,daily6SinspectionswerenotperformedWorkplace Scan Diagnostic Checklist 工作场所扫描检查表48Visual Management System 可视化管理系统可视化管理系统Visual Display 可视化显示Visual Metrics 可视化指标Visual Control 可视化管理Identify the categories to focus onbased on factory objectives 确定类别集中在基于工厂的目标-WhatIdentify the problems associated withthose categories 识别与分类相关的问题-WhyIdentify who needs to see the display-确定谁需要看到的显示WhoDetermine the best location 确定最佳位置-WhereDevelop and test the display 开发和测试显示-HowFinalize and implement the display 完成并实现显示How toImplement VisualDisplay50如何如何实现实现可可视视化化显显示示Visual display examples-Location Indicator 视觉显视觉显示示实实例例-位置指示器位置指示器5151Visual Display Examples-work standard 可视化显示实例可视化显示实例工作标准工作标准52Visual Display Examples 可视化显示实例可视化显示实例53How to develop a visual metrics 如何开发一个可视化指标如何开发一个可视化指标Need to Decide:What needs to be measured 需要测量什么Who the user will be用户将会是谁How to keep track of the details如何跟踪的细节How often to take the data多久去收集数据Who will do the tracking谁将去做跟踪How to display the data如何显示这些数据Where to locate the display定位显示在哪里Where is the data needed/useful数据需要在哪里/有用54需要决定Dont collect data if you are notgoing to use it!如果你不会使用它如果你不会使用它请别请别收集数据收集数据!55Examples of Visual Metrics 可视化指标的实例可视化指标的实例5758Examples of Visual Metrics可视化指标的实例可视化指标的实例Levels of Visual Controloff Automobile Lights汽汽车车灯的灯的视觉视觉控制水平控制水平Clearly labeledlight switch明确的标示,灯的开关Share Information信息分享Instructions are inmanual手册中的说明Share Standards分项标准Instructions postedon dash board控制板上发布指令Build into the workplace/SOPs构建到工作场所Bell sounds if dooris opened如果门被打开，钟响了Alarms警报Device preventskey removal 设备可以防止按键去除Stop defects阻止缺陷Eliminate defectsMistake Proofing消除缺陷的措施Lights switch offwhen engine isturned off灯关掉当发动机关闭5960Examples of Visual Control可视化管理的实例可视化管理的实例61Examples of Visual Control可视化管理的实例可视化管理的实例Visual Controls:Andon 可视化管理可视化管理 ：安灯：安灯62Visual Controls:Color Code可视化管理：色码可视化管理：色码Developed by:Vy Ly9、静夜四无邻，荒居旧业贫。3月-233月-23Sunday,March 19,202310、雨中黄叶树，灯下白头人。23:44:4723:44:4723:443/19/2023 11:44:47 PM11、以我独沈久，愧君相见频。3月-2323:44:4723:44Mar-2319-Mar-2312、故人江海别，几度隔山川。23:44:4723:44:4723:44Sunday,March 19,202313、乍见翻疑梦，相悲各问年。3月-233月-2323:44:4723:44:47March 19,202314、他乡生白发，旧国见青山。19 三月 202311:44:47 下午23:44:473月-2315、比不了得就不比，得不到的就不要。三月 2311:44 下午3月-2323:44March 19,202316、行动出成果，工作出财富。2023/3/19 23:44:4723:44:4719 March 202317、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。11:44:47 下午11:44 下午23:44:473月-239、没有失败，只有暂时停止成功！。3月-233月-23Sunday,March 19,202310、很多事情努力了未必有结果，但是不努力却什么改变也没有。23:44:4723:44:4723:443/19/2023 11:44:47 PM11、成功就是日复一日那一点点小小努力的积累。3月-2323:44:4823:44Mar-2319-Mar-2312、世间成事，不求其绝对圆满，留一份不足，可得无限完美。23:44:4823:44:4823:44Sunday,March 19,202313、不知香积寺，数里入云峰。3月-233月-2323:44:4823:44:48March 19,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。19 三月 202311:44:48 下午23:44:483月-2315、楚塞三湘接，荆门九派通。三月 2311:44 下午3月-2323:44March 19,202316、少年十五二十时，步行夺得胡马骑。2023/3/19 23:44:4823:44:4819 March 202317、空山新雨后，天气晚来秋。11:44:48 下午11:44 下午23:44:483月-239、杨柳散和风，青山澹吾虑。3月-233月-23Sunday,March 19,202310、阅读一切好书如同和过去最杰出的人谈话。23:44:4823:44:4823:443/19/2023 11:44:48 PM11、越是没有本领的就越加自命不凡。3月-2323:44:4823:44Mar-2319-Mar-2312、越是无能的人，越喜欢挑剔别人的错儿。23:44:4823:44:4823:44Sunday,March 19,202313、知人者智，自知者明。胜人者有力，自胜者强。3月-233月-2323:44:4823:44:48March 19,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。19 三月 202311:44:48 下午23:44:483月-2315、最具挑战性的挑战莫过于提升自我。三月 2311:44 下午3月-2323:44March 19,202316、业余生活要有意义，不要越轨。2023/3/19 23:44:4823:44:4819 March 202317、一个人即使已登上顶峰，也仍要自强不息。11:44:48 下午11:44 下午23:44:483月-23MOMODA POWERPOINTLorem ipsum dolor sit amet,consectetur adipiscing elit.Fusce id urna blandit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis ut cursus.感感 谢谢 您您 的的 下下 载载 观观 看看专家告诉