精益改善培训课件.pptx

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1、01KaizenTraining精益改善培训,KAIZENIntroduction,Thought Question: Three frogs sat on a log and one decided to jump off. How many frogs were left on the log?Answer: Three. Just because a frog decided to jump, does not mean that it actually did“Vision without action is just a dream.”,Introduction,WelcomePar

2、ticipant IntroductionsNameWork historyPersonal strengthsExpectations of this Training,Introduction,Kaizen Training - Concepts,TodayIntroduction to KaizenTime Based ManufacturingRecognizing WasteThe Basics of the Toyota Production SystemStandard Operations5S Workplace OrganizationSetup ReductionFinal

3、 Instructions,This WeekData GatheringData AnalysisSolutioningTestingImplementingFine TuningDocumentingTrainingPresentation,Basic understanding of Kaizen principlesLearn how to look at the Kaizen area from a new perspectiveLearn to apply Kaizen principlesLearn how to accomplish the target objectives

4、Learn how to make a positive difference in our area of influence,Course Objectives,IT IS NOT THE CRITIC WHO COUNTS, not the man who points out how the strong man stumbles or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is

5、 marred by sweat and blood, who strives valiantly, who errs and comes up short again and again because there is no effort without error and shortcomings, who knows the great devotion, who spends himself in a worthy cause, who at best knows in the end the high achievement of triumph and who at worst,

6、 if he fails while daring greatly, knows his place shall never be with those timid and cold souls who know neither victory nor defeat. Theodore Roosevelt (1858 - 1919) - 26th President,A Deep Thought,A program that provides:a high sense of urgencycreative problem solvinginvolvement of all organizati

7、onal levelsa complete culture changea continuous improvement effortKaizen,What do we need in our organization?,KAIZENWhat is Kaizen?,Kaizen is a Japanese word that means to “change for the good.” It comes from two Japanese words: Kai = change Zen = good,What Is Kaizen?,Doing “little things” better e

8、verydaySlow, gradual, but continuous incremental improvementContinuous improvement in any area that will eliminate waste (MUDA) and improve customer satisfaction,What Is Kaizen?,Cost reduction in all levels in the manufacturing and administrative processes of an organizationEliminate waste in all pa

9、rts of the operation without any major capital investment,What Are the Benefits of Kaizen?,KAIZENSuccessfulKaizen,100% Customer Service40-60% Reduction in Defects 20-30% Productivity Gains per Year40-50% Increase in Inventory Turns 50-70% Reduction in Cycle Time20-50% Reduction in Floor Space5-15% R

10、eduction in Material Cost,What Are the Targets of Kaizen?,Top management commitment and involvementEmployee empowermentTraining in Kaizen conceptsStandardization of an action oriented methodologyTracking progressDesire,The Success Of Kaizen Depends On:,Creating Cultural Change,Typical Approach to Pr

11、oblem Solving,Kaizen Lowers the Water,The Main Thing,“The main thing is to keep the main thing the main thing.”,“The Main Thing” in Manufacturing,QualityCostDeliverySafety,How Products used to be priced:Cost + Profit = Price Fixed Fixed DerivedHow Price is determined today: Price - Profit = Cost Fix

12、ed Fixed DerivedBased on Competitive Pressures,Competitive Pressures - Pricing,KAIZENA Strategy Based on Time,Strategy Based on Time,R&D,Plan,MFG,Dist,A/R,Total Operational Cycle,A Focus on Cycles,R&D,Plan,MFG,Dist,A/R,Total Operational Cycle,Reduce the quality cycle time:Between error occurrence an

13、d detectionBetween detection and corrective action,Quality & Time,A 99% level of quality results in:14 minutes per day of no powerOver 35,000 babies per year accidentally dropped by doctors or nursesMore than 250,000 incorrect surgical procedures per yearApproximately 700 long or short airport landi

14、ngs per year at most airports,A New Way of Thinking in Terms of Quality,Reduce the cost cycle time:Total costs decrease with lead time reductionLead time is reduced by eliminating waste in the process,Cost & Time,The demands of the market :Faster design to market cyclesGreater variety of products, f

15、asterQuick response times for service,Delivery & Time,A fundamental priority:Safety must never be sacrificedWorkplace organization drives safer environmentsFind ways to reduce hazards and potential injuriesSafer working environments reduce lost time,Safety & Time,Determine ways to reduce lead time i

16、n all value chain cyclesUtilize Kaizen methods to analyze and improve processesLearn to recognize and eliminate waste in all areas of the business,How can we gain on manufacturing lead time?,KAIZENValue Added vs. Non-Value Added,Mercury Marine Video,_ _ _ _ _ _ _,What did you see at Mercury Marine?,

17、_ _ _ _ _ _ _,Value Added Activities:transform products, components, & ideas into parts or products with greater valueNon-Value Added Activities:devour time and resource potential, but do not contribute to the product,Value Added vs. Non- Value Added,I am sophisticated. Much more than I was just a f

18、ew years ago. My needs are more complex. I have grown accustomed to better things. I have money to spend. I am an egotist. I am sensitive. I am proud. My ego needs the nourishment of a friendly, personal greeting from you. It is important to me that you appreciate me. After all, my money is what fee

19、ds you.I am a perfectionist. I want the best I can get for the money I spend. When I criticize you and I will, to anyone who will listen when I am dissatisfied it will be in your best interest to listen and heed. The source of my discontent lies in something you or yours have failed to do. Find that

20、 source and eliminate it, or you will loose me and my friends as well.,Who am I?,I am fickle. Your enemies continually beckon to me with offers of “more” for my money. To keep me you must offer something better than they. You must prove to me again and again that I have made a wise choice in selecti

21、ng you, your products and service above all others.Does anyone know who I am?,Who am I?,I am your customer for now. Satisfy my wants add personal attention and a friendly touch and I will become a walking advertisement for you, your products and service. Ignore my wants, show carelessness, inattenti

22、on, and poor manners and I will simply cease to exist as far as you are concerned.,Who am I?,DefectsExcess InventoryOver runsExcessive motion,Wastes in Manufacturing,Excessive process stepsMoving materialsWaitingWasted ideas,LayoutLong set-upProcesses that are incapableLack of PMBad work methodsNon-

23、compliance,Causes of Waste in Manufacturing,Lack of trainingBad / wrong measurementsPoor schedulingBad workplace organizationPoor supplier reliabilityOthers .,This is a story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sur

24、e that Somebody would do it. Anybody could have done it, but Nobody did.Somebody got angry about this, because it was Everybodys job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldnt do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could

25、 have done!,Who is to blame?,What is VA as a % of Total Cycle Time?,Total Operational Cycle,What is the amount of time for one unit of product to run through the plant? (A),If I placed an order today, when would I receive it?(B),A = _ B = _ A / B = _%,Typical Approach to Cycle Time Reduction,Total O

26、perational Cycle,Work and investments usually focus on the Value Added portion of the total cycle, minimizing the gain,Kaizen Approach to Cycle Time Reduction,Total Operational Cycle,Focus on the Non VA Elements,Continuous Improvement FocusBias for action - (Its better to implement an imperfect syst

27、em now, than to wait for a perfect system to implement anything.)Creativity before capitalTotal Employee involvement,World-Class Performance,I am your constant companion. I am your greatest helper or heaviest burden. I am completely at your command.Half the things you do might just as well be turned

28、 over to me and I will be able to do them quickly and correctly.I am easily managed-you must merely be firm with me. Show me exactly how you want something done and after a few lessons I will do it automatically.,Who am I?,I am the servant of all great people and, alas of all failures as well. Those

29、 who are great, I have made great. Those who are failures, I have made failures.I am not a machine, though I work with all the precision of a machine plus the intelligence of a person. You may run me for profit or run me for ruin;-it makes no difference to me.Who Am I?,Who am I?,I AM HABIT. Take me,

30、 train me, be firm with me, and I will place the world at your feet. Be easy with me and I will destroy you.,Who am I?,KAIZENThe Toyota Production System,Production System Model,Just in TimeContinuous FlowPull SystemUncompromising ServiceLevel Production,Operational StabilityStandard WorkLeadershipE

31、mployee InvolvementEquipment readinessSupply Chain Effectiveness,Quality / Cost Delivery / SafetyEliminate Waste in all areas,Built In QualityLine StopVisual ControlsLabor / Machine EfficiencyMistake Proofing,Continuous Improvement,Manufacturing Simulation Game,_ _ _ _ _ _ _,What did you observe dur

32、ing this exercise?,_ _ _ _ _ _ _,Quality, Cost, Delivery, & Safety become the valuing criteria for decision making and problem solving and measurements.Continuous incremental improvement in all areas of the business is a major driving force,Effective Production Systems,Just In Time is:Producing what

33、 the customer (internal or external) wants, when they want it, while consuming the least amount of MaterialsEquipmentLaborSpace,Just In Time,Flow production linked from beginning to the end of the process and as close as possible to “one piece flow”Cycle time reduction is an objective for all proces

34、sesSmall inexpensive production equipmentU-shaped work flow, counterclockwiseInitiate production by a “pull” from subsequent process steps Process is paced to the “takt” timeFlexible workforceErgonomically correct operations,Guiding Principles of Just In Time,Example of Batch Processing,Example of S

35、imulated Flow Production,Just In Time - One Piece Flow,Employees are empowered to stop production to address quality issuesVisual controls are used to highlight abnormalities and eliminate themBoth labor and equipment are optimized for production effectiveness Production smoothing techniques are uti

36、lized,Built In Quality,Clearly defined standard operationsLeadership visibly supports the processesBusiness systems support the business strategyEmployees are involved and feel ownership in the process of continuous improvementEquipment is maintained regularly and is flexible to meet the needs of ch

37、anging businessCustomers and suppliers up and down the supply chain work toward common objectives,Operational Stability,KAIZENStandardOperations,A set sequence of production stepsAssigned to a single operatorBalanced for the staffing on the lineWhich are paced to the takt time,Standard Operations Ar

38、e.,Takt timeLayout & material flowWork sequenceCycle times at every process pointDe-coupled processesQuality, safety, waste, ergonomics,Identify,Cycle Time Variations to Takt Time,Operator Cycle Time Machine Automatic Time Machine Cycle Time,Types of Cycle Times,Establish Feedback with Indicators of

39、:Quality - Defects PPM, Customer FeedbackCost - Productivity, Yield, Set Up time Delivery - Schedule attainment, On timeSafety & Ergonomics - Near misses, Safety and 5S audits,Set Communications Boards,Improvement opportunitiesOptimum staffing levelOperator work sequencesStandard WIP,Establish Metho

40、ds to Address,Run the revised work processRedesign as learnings occurDocument the new standard operationDesign & install visual management systems,Implementation Includes,Takt time vs. Cycle TimeStandard Work SequenceStandard WIPDocument Standard OperationsEstablish Compliance ToolsContinually Impro

41、ve,Summary,Forms for Developing Standard Work Guidelines,KAIZEN5S WorkplaceOrganization,The purpose of 5S is to establish a self-sustaining methodology to maintain clean organized work centers throughout the organization. 5S is a powerful, fundamental process that improves productivity, safety, mora

42、le, and respect from customers.It is a process for creating and maintaining an organized, clean high performance workplace.,What is 5S?,Visual Management is a term used to describe organization of the workplace in such a fashion as to provide easy visible real time indicators as to the current statu

43、s of the workplace. It is a critical element of 5SIt is easy to understand, harder to apply, and difficult to sustain,What is 5S?,The Many Definitions of 5S,A Standardized Approach to 5S,JapaneseEnglish,1 Seiri Sort - Clear out non-essentials,2 SeitonSet in Order - Configure workplace,3 SeisoShine -

44、 Clean the environment,4 SeiketsuStandardize - Define the routines,5 ShitsukeSustain - Comply to the Standard,It provides a basis for being a World Class competitorIt is a foundation for a more systematic approach to the workplaceIt improves productivity and morale,Why 5S?,5S is a visually-oriented,

45、 hands-on system!,Clean, pleasant and safe work areasMakes abnormalities and problems visible, thus corrective action is rapidLess wasted time completing workMore efficient work processesMore effective work practicesBetter utilization of work spaces,What Are The Benefits of 5S?,Improved employee mor

46、ale“A place for everything and everything in its place”,What Are The Benefits of 5S?,Safety considerations alone make 5S worth the time and effort!,5S Introduction Video,Seiri - SortClassify all items in the area in two categories - necessary and not necessaryRed-tag unnecessary items (30 day rule)R

47、eview tags with the work teamReclassify anything that needs to stay“When in doubt, throw it out”,What are the Steps of 5S?,Step 1: Launch the red-tag projectStep 2: Identify the red-tag targetsStep 3: Set red-tag criteriaStep 4: Obtain the red-tagsStep 5: Attach the red-tagsStep 6: Evaluate & remove

48、 red-tagged itemsStep 7: Document the results of red-tagging,Steps in Red-Tagging,Ask three questions about each item:Is it needed?In what quantity?Where should it be located?,Identifying Items to Red-Tag,An area set aside to store red-tagged items that need to be evaluatedTwo kinds of holding areas

49、:Central Red-Tag Holding AreasLocal Red-Tag Holding Areas,Red-Tag Holding Areas,Seiton - Set in OrderOnce all identification has taken place, the unnecessary items must be removed from the area Needed items must be placed in conjunction with the area they are usedMinimize search and retrieving timeD

50、efine by foot-printing the space needed for materials, machines, bins, and carts,What are the Steps of 5S?,Forms for 5S Workplace Organization,Seiso - ShineClean the entire workplace environment, including machines, tools, floors, desks, offices, and walls As cleaning takes place, look for other sym