标准化作业培训教材.ppt

《标准化作业培训教材.ppt》由会员分享，可在线阅读，更多相关《标准化作业培训教材.ppt（48页珍藏版）》请在三一办公上搜索。

1、,Standard Work/标准化作业,IMI CorneliusLearning&Innovation,Page 1,Introductions/介绍,Your name?/你的名字？How long have you been with the company?/你来公司多久了？What you do and where?/你都做些什么工作？在哪做？What is something that we wouldnt know about you unless you told us?/有没有你不告诉我们，我们就不知道的事情？What experience have you had wit

2、h Kaizen,Visual Management,Problem Solving at the workplace?有没有Kaizen，可视化管理及解决问题的现场经验？What are your expectations of this workshop what do you hope to learn?对工厂你有什么期望-你希望学习些什么？,Page 2,Workshop Ground Rules/车间自然工作组规则,Open honest and direct communication/开诚布公的直接的对话Always ask questions/总是问问题We will take

3、 the time to explain and gain understanding我要要花时间去解释和理解It is very important that the concepts are well understood at the end of the week/概念易懂很重要Focus on session no blackberries,e-mail,computers outside of breaks/课堂上要集中精力-上课时间不允许接收机，收发邮件及用电脑We need to put into practice what we learn Do not consider t

4、his classroom education要将所学用于实践不要仅指着课堂上的学习,Page 3,Standard Work Agenda标准化作业 安排,IntroductionAgendaStandard Work Definition and PhilosophyBenefits 标准工作收益Lean Concepts 精益生产工具,Page 4,Training Objectives/培训目标,Understand the Basics of Standard Work.理解标准化的基本概念Understand the Tools of Standard Work.明白标准化的工具P

5、roved a Structured and Consistent approach to Eliminate Waste.提供一个有体系的持续的消除浪费的方法Prepare for Work Cell Implementations and Training of the Work Force.为实施单元化生产模式及培训员工做准备,Page 5,Standard Work Definition:标准化定义：A Precise Description of Each Work Activity,Specifying Cycle Time,TAKT Time,the Work Sequence

6、of Specific Tasks,and the Minimum Inventory or Parts Needed to Conduct the Activity.每一项工作的精确定义，具体到工作周期（CT），工作节拍（TT），工作顺序，最小库存量或在制品数量（WIP）等进行定义和指导.,What is Standard Work?/什么是标准化工作？,Page 6,What is Standard Work?/标准化作业是什么？,The BEST and AGREED UPON combination of people,machines,and materials to do a jo

7、b with MINIMAL WASTE.是将人、机器、材料最好的整合在一起工作，只产生最小的浪费CLEAR,accessible documentation of that best combination.使整合文件清晰、易懂Work done CONSISTENTLY,guided by the documentation.工作要始终如一的遵循标准文件的规定An ongoing search for BETTER standard processes.持续的寻找一个更优的标准化程序Improve the“STATUS QUO”.改善现状Helps ESTABLISH the best a

8、nd most reliable methods and sequences for each process.帮助建立每一道工序的最优及最可靠的方法和顺序。,Page 7,Standard Work is NOT:标准化作业不是：Imposition of Rules 强迫接受的规则Standard Work is an Agreed upon set of Work Procedures in order to be the BEST!标准化作业是经协商后的一系列工作程序，其目的是达到最好。Incentive Based Work 基于激励的工作；The more Work,is not

9、Always the Better.Produce what is Necessary to Meet the Current Needs.干的更多，并不总意味着更好。生产必要的产品来满足当前的需求。Documenting Current Process that are Out of Control 文件化当前超出控制范围的工艺。工业化两个特征：效率、品质的一致性。Excessive Variation and Instability of the Process must be Eliminated FIRST in Order to Develop Standard Work为了发展标准

10、化作业，必需首先消除工艺上过多的变异及不稳定性。（系统性误差和偶然性误差）,Philosophy,Page 8,Goals of Standard Work:标准化作业的目标Capture and Use the BEST Method.追寻并使用最优的方法（动作、顺序、制造工艺、行走及物流路线）Build Quality,Safety,Work In Process(WIP)limits and Productivity Considerations into Process Steps.将质量、安全、在制品控制、以及生产力因素考虑到程序当中去Change Easily Continuous

11、 Improvement.更改的简易性-持续改进（节拍变、方便进一步改进，持续改进）Identify areas of WASTE which are Opportunities for Improvement.通过标准化作业过程，识别有机会改进的浪费Each step in a Lean Process should be Defined and must be Performed Repeatedly in the Same Manner.精益程序的每一步都需要定义，并且必须以同样的方式重复执行。（标准化，可执行的系统）,Minimize and Control Variations in

12、 Output to Improve Quality通过最小化产出（JIT）并控制过程变异来提高质量,Philosophy,Page 9,What Does Standard Work Look Like?标准化作业看起来像什么？,Operation Methods are Documented and Posted at the Work Station.操作方法被记录并张贴在工作站旁。Operators follow the Same Steps each time they do Work.每次工作，操作员都遵守同样的步骤。Operators use the Same,Proper To

13、ols and Machines.操作员使用同一的、适当的工具和设备。Material is Stored in the Same Place Every Day.每天原材料都储存在同一个位置。Helps to Set Up a Point of Use Storage for Materials and Tools.帮助建立一个原材料和工具的储存点。（三定）,Philosophy,Page 10,Traditional Work传统作业Manage Symptoms管理特征（侧重于人员管理，而非标准化制度化管理）React to fires救火Search for things寻找物品Eng

14、ineers design processes 程序方法由工程师自行设计,Standard Work标准化作业Solve Problems解决问题（异常情况处理）Prevent Problems预防错误Find Things Easily更容易找到物品Process Design by Associate Consensus程序方法由相关人员协商设定,What Does Standard Work Look Like?标准化作业看起来像什么？,Philosophy,Page 11,Who Generates Standard Work?谁来制定标准化作业程序？,The Supervisor/L

15、eader and Manufacturing Engineer/Technician MUST work with the Associates of the area.主管/领导和制造工程师/技师必须与本领域的负责人合作。The Creation of the Documents needs to be a Joint Effort in order to be Effective otherwise they are Doomed for Failure.标准化文件的建立需要大家共同的努力以达到有效果的目的。否则它们是注定失败的。,Philosophy,Page 12,Benefits

16、of Standard Work标准化作业的好处,Documentation of the Actual Process and Improvements.记录（文件化标准化）实际工艺及改进Reduction in Process Variability(if followed).减少程序（工艺）可变性Improve Process Stability.改善工艺稳定性（标准化）Easier to Train New/Existing Operators容易培训新/老员工。Increase in Safety and Quality.提高安全性和质量。Baseline for Further I

17、mprovements.将来改进的基础。Reduce Inventory and Reduce Lead Time.减少库存（WIP）及提前期。Increase Productivity.提高生产力Standardize Manufacturing Process.标准化制造程序Increase Capacity Without Increase in Resources.在不投入资源的前提下提高产能,A Tool for Continuous Improvement!持续改进的一个工具,Philosophy,Page 13,Standard Work,标准化工作：在相关人员的参与下，根据客户

18、需求定义每一工位的生产节拍（TT）、工作顺序、最小库存量（或WIP）；同时通过Layout设计、消除工艺变异（不稳定性）、放错设计、5S管理等手段，达到消除浪费，提升效率，提高作业安全性和产品质量的目的。,Page 14,Standard Work Lean Concepts标准化作业-精益的概念,Seven Wastes 七种浪费Value Added增值Value Streams价值流Cell and One Piece Flow单元和单件流Batch Lots verses One Piece Flow批量vs单件流Push verses Pull推动vs拉动Cycle Time Red

19、uction周期时间的降低Cycle Time verses Takt Time周期时间vs节拍时间Visual Management可视管理Variation Reduction减少变异5 Whys 5个为什么Poka-Yoke 防错Kaizen 改善,Page 15,How Does Standard Work Relate to the 7 Wastes?标准化作业与七种浪费有怎样的联系,Those Elements of Production that Do Not Add Value to a Product,but Increase Cost.那些要素不会为产品增值，只会增加成本。

20、The 7 Wastes TIM WOOD 七种浪费Travel Excessive travel time within or between operations.运输-生产内外的过多的运输时间Inventory Excessive inventory that isnt needed.库存-不必要的过多的库存Motion Excessive motion when making products.动作-生产产品时额外的动作,Standard Work Lean Concepts标准化作业-精益的概念,Standard Work is a Set of Tools that Helps E

21、liminate Waste.标准化作业是帮助减少浪费的一系列工具,Page 16,Standard Work is a Set of Tools that Helps Eliminate Waste.标准化作业是帮助减少浪费的一系列工具,How Does Standard Work Relate to the 7 Wastes?标准化作业与七种浪费有怎样的联系,Waiting Excessive wait time.等待-额外的等待时间Overproduction Making too much product.超产-生产过多的产品Over-processing Too many opera

22、tions to make a product?过度加工-制造产品的步骤太多Defects Product defects causing rework and scrap.缺陷-产品缺陷会导致返工或者报废,Standard Work Lean Concepts标准化作业-精益的概念,Page 17,Value Added:Transforms Raw Material and Information into Parts or Products For Which the Customer is Willing to Pay for.增值：将原材料和信息转化为消费者愿意购买的零件或者产品。N

23、on-Value Added:Consumes Resources but Does Not Contribute Directly to the Production of Materials or Product.非增值：消耗资源，但对原料和产品没有直接的贡献。Nonessential Steps or Activities That Increase Process Time and Add Costs Rather Than Value不必要的步骤或者活动增加了工艺的时间和成本，而不是价值。,We Must Think From the Customers Perspective Wh

24、en Determining Value!当决定价值的时候我们必须站在消费者的角度思考,What is Value Added Verses Non-Value Added?增值vs非增值,Identify Waste When Improving Processes with Standard Work使用标准化作业方法改善时识别浪费,Page 18,Standard Work Value Added verses Non-Value Added标准化作业-增值VS非增值,Necessary必要的,Unnecessary不必要的,Value Added增值,Non-Value Added非增

25、值,Continuous Improvement持续改进,Eliminate Immediately立即消除,Eliminate if Possible可能的话消除？,Eliminate if Possible可能的话消除,Page 19,Points out Waste AND Identifies Projects to Reduce Waste/Improve the Process!指出浪费和确定项目来减少浪费、改善工艺。,What is VSM?什么是价值流程图？,5S,VSM,What is a Value Stream?什么是价值流？A value stream includes

26、 all of the process steps(both Value Added(VA)and Non-Value Added(NVA)that are required to complete a product or service.价值流包括为完成一个产品或服务所需要的所有程序步骤（增值和非增值）,What is a Value Stream Map(VSM)?什么是价值流程图？VSM is a method that visually shows the material and information flows that help complete the product or

27、 service价值流程图通过将物流和信息流可视化来帮助完成产品和服务的一种方法,Page 20,VSM Benefits价值流程图的好处,5S,VSM,Documents the Flow of the Current Process(Both Material and Information).记录当前程序的流动状态（材料流和信息流）Give Us Data/Baseline on Inventory and Lead Time for the Process.提供库存和订货周期的基准数据Provides a Vision of What We Can Achieve if We Impl

28、ement the Lean Tools.告诉我们如果我们执行精益生产后可以得到的结果Gives Us the Roadmap of What We Need to Do to Achieve the Vision.Future State.告诉我们应该怎样做才能达到目标。未来的状态Expected Results 预期的结果Process Documentation 工艺文件标准化Roadmap of Activities with Dates and Team Leaders带有日期和小组领导的活动计划,Plan for Continuous Improvement!为持续改进做计划,Pa

29、ge 21,Receiving,Assembly,Stores,Paint,Machining,Ship,Use Activity Maps/Process Flowcharts to analyze existing layout and flow使用活动图/工艺流程图来分析当前的规划和流程。Spaghetti Charts to show process flow面条图表显示工艺流程Measure the distance between operations.测量操作岗位之间的距离Does the flow make sense?流程有意义么Problems with Tradition

30、al Layout and Flow:传统规划和流程的弊端：Part and Operator Travel零件和操作员移动Batch Manufacturing Waiting Time批量生产-等待时间Safety Issues安全问题Quality/Rework Problems质量/返工问题Long Lead Times较长的订货周期Significant Work In Process较多的在制品Potential for Overproduction潜在的生产过剩Bad Flow of Parts and information不好的零件和信息流,Spaghetti Chart,P

31、rocess Flow Diagram,Standard Work:Traditional Layout and Flow标准化作业：传统规划和流程,Page 22,Cellular Work Modules and One Piece Flow单元的工作模块和单件流,Promotes flow with minimal WIP(Work in Process)在最小化在制品基础上提升流程Facilitates workers staffing multiple machines工人可以操作多种机器U-shaped cells U形单元Maximum visibility 最大可见度Minim

32、al walking 最小移动Flexible number of workers 工人数量灵活Facilitates monitoring work entering and exiting the cell 方便监测在制品进出单元Workers can conveniently cooperate to smooth flow and address problems工人能方便的合作使流程平稳并确定问题。Improves Communications 改善交流Eliminate 7 Wastes 消除七种浪费,Standard Work:Cells and One Piece Flow标准

33、化作业：单元和单件流,Page 23,Have operators and assemblers inspect their own work让操作员和装配工检查自己的工作Practice Jidoka-quality at the sourceJidoka实践-在源头控制质量Maintain and monitor the calibration and sensitivity of measurement and test equipment保持并监测测量和实验仪器的刻度和灵敏度Provide training on measuring and test equipment提供关于测量和实

34、验仪器的培训。,Build Quality Checks Into the Standard Work of the Cell 将质量检查建立到单元的标准化作业过程中去,Standard Work:Cells and One Piece Flow标准化作业：单元和单件流,Page 24,6 per Min.,Push verses Pull Production 推动VS拉动生产,Pull Production Produce to Customer Demand拉动生产-按照客户需求生产,Dont Produce 10 units per minute when the customer w

35、ants 6 per minute当客户每分钟只需要6件产品时时，不要生产十件产品,10Seconds,10Seconds,Push Production Allows Overproduction Unnecessary Inventory推动生产允许生产过剩-不必要的库存,Standard Work:Lean Concepts标准化作业-精益的概念,Customer,Page 25,Signature Exercise签名练习,Standard Work:Lean Concept Example标准化作业:精益的概念-例子,Break into teams of 5 7 people.按每

36、组5到7个人分组You will be given 10 products(scraps of Paper)to produce.你会被分配去制造十个产品（碎纸机）Write your first and last name legible on the product when it is passed to you.当传到你的时候，清晰的写下你的名字。A finished product will have the signatures of all the members of your team.一个完成的产品会有你小组中所有人的签名One team will produce usin

37、g One-Piece Flow.一个小组将会使用单件流进行生产All the other teams will produce using Batch Flow.其他小组将会使用批量流生产DO NOT START PRODUCTION UNTIL TOLD BY INSTRUCTOR讲师说开始之前，不要开始生产。,Page 26,Over production过量生产Computer triggers电脑触发Plant scheduling organization工厂计划组织Anticipates Usages预期使用Large Lots大批量High Inventories高库存Wast

38、e浪费Management by Firefighting管理混乱Poor Communication缺乏交流,Customer driven demand客户需求驱动Visual triggers 可视化触发Associates schedule the plant计划生产Production Precision生产预测Small Lots小批量Low Inventories低库存Waste Reduction减少浪费Management by Sight可视化管理Better Communication更好的交流,Standard Work:Lean Concepts标准化作业:精益的概念

39、,Page 27,Work Sequence is the order of operations that an operator must use to produce a part within TAKT Time(rate of customer demand):grasp,move,hold,remove,delay,etc.工作顺序就是生产顺序，操作员必须在节拍时间内按照工作顺序生产零件（顾客需求率）：拿零件，移动，等待，再移动等The same order of work MUST be done every time.每次的工作顺序必须相同Standard times are

40、provided for EACH work element.每一道工序都有一个标准工作时间,Standard Work:Lean Concepts Work Sequence标准化作业：精益概念-工作顺序,Page 28,Tools used are:工具：Process Capacity Chart Machine Capacity Data.加工能力图-设备能力数据Standard Work Combination Sheet Provides Element Standard Times.标准工作汇总表-提供各工序标准时间Standard Work Sheet Workplace La

41、yout.标准工作表-工厂布局Work Sequence is important because it defines the flow work content and sequence that components go through,enabling manufacturing to make products that conform to specifications time after time,after time With MINIMUM Waste!工作顺序很重要应为它定义了流动-工作内容和顺序-使得我们可以按照规定的时间生产产品而没有任何浪费,Standard Wo

42、rk:Lean Concepts Work Sequence标准化作业：精益概念-工作顺序,Page 29,The Order in Which an Operator Performs Manual Operations Including Walking and Waiting.工作顺序是操作员的人工操作时间包括走路和等待,Operator A,Operator C,Operator B,Work Sequence,1,2,3,4,5,6,7,8,9,10,Process Sequence,14,Standard Work:Work Sequence标准化工作：工作顺序,Page 30,S

43、tandard Work Cycle Time Reduction工作顺序-工作周期时间减少,Cycle Time,Manufacturing Focused Improvements生产关注改进,Total Value Stream Focused Improvements价值流程图关注改进,Page 31,What is Visual Management?什么是可视化管理？,Visual Management provides a clear and common understanding of goals and measures.It allows people to align

44、their actions and decisions with the overall strategic direction of the company.It is also an open window to factory performance,and it provides the same unbiased information to everyone,whether owner,manager,operator,or visitor.可视化管理提供一个清晰易懂的目标和衡量尺度。它使得人们将自己的行为和决定与公司总体战略方向保持一致。它也是一个公司绩效的窗口，它为大家提供一个

45、公平的信息，不管你是负责人，经理，操作员或者来访者,Page 32,What is Variation Reduction?什么是减少变异？,5S,VariationReduction,Variation is an“inconsistency”in any group of items or processes.A fluctuation in process output,that is sometimes called“noise”.It is the key cause of defects whether related to products,transactions,or ser

46、vices.变异就是不连贯性。产出中的波动，有时被叫做“噪音”它是引起缺陷的主要因素-不论是否和产品，运输或者服务相关,Remember:Variation Exists in ALL Processes记住：所有工艺中都存在变异,Page 33,What is Variation Reduction?什么是减少变异？,5S,VariationReduction,Examples are the best way to describe it.Coffee that is either“too hot”or“too cold”.A purchase of 3 identical shirts

47、that are the same size.Yet,one of them is“too large”,another one is“too small”,and the last one is“just right”.实例最容易描述它咖啡不是太热就是太凉购买3件同样号码的衬衫。结果，一个“太大”，一个“太小”，另一个“刚刚好”,Remember:Variation Exists in ALL Processes记住：所有工艺中都存在变异,Page 34,What is Variation Reduction?什么是减少变异？,5S,VariationReduction,Variation

48、Reduction is achieved by:Identifying the type of variation.Using a set of established tools to reduce the variation.Root Cause Analysis Tools减少变异可以通过以下途径：识别变异的种类使用一套已建立的工具去减少变异根本原因分析,Remember:Variation Exists in ALL Processes记住：所有工艺中都存在变异,Page 35,DefinitionA tool used by asking“5 Whys”to implement c

49、orrective action of a problem and to be sure your actions will address the ROOT Cause.Helps get past the symptoms of a problem.定义它是一个工具，通过问5个为什么去执行问题的整改行动并确保你的行动是解决的根本问题帮助你获取过去问题的征兆,What are 5 Whys?什么是5个为什么？,The goal is to get to the ROOT Cause of the problem!目标是得到问题的根本原因！,Page 36,Procedure:过程：,What

50、 are 5 Whys?什么是5个为什么？,Question“WHY”a problem or situation exists.WHY has it Occurred?为什么这个问题或现状存在。为什么会发生？Write the Response down.记下回答Ask“WHY”this Response Happen in a question format.How did this happen?用提问的方式接着询问为什么这个“答案”会发生？4.Write this Response down.记下答案Repeat asking the“WHY”in a question format