精益生产讲座26S.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2020/8/9 Sunday,#,2026/11/9,精益生产讲座26S,6S=5S+Safety(安全),“S”,日语,英文,中文,Meaning,1S,Seiri,S,ort,整理,去除不需要的东西,2S,Seiton,S,traighten,整顿,每样东西都有自己的位置,3S,Seisou,S,weep,清扫,整洁的环境,4S,Seiketsu,S,tandardize,清洁,保持整洁的环境,5S,Shitsuke,S,ustain,自律,养成良好的习惯,什么是5S?,什么是6S?,整理Sort,区分出什么是需要的什么是不需要的，把不需要的从当前的工位中拿走,整顿Straighten,将需要的东西以清晰合理的顺序拜访，使得需要这样东西的人可以非常容易的立即拿到,清扫Sweep,将工作场所打扫干净，找出污染源并将其彻底清除,清洁Standardize,制定标准，使得任何例外不寻常之处都可以被立即发现,自律Sustain,养成良好的工作习惯，并将此保持下去,什么是,5S?,保持,S,ustain,清扫,S,weep,整理,S,ort,清洁,S,tandardize,安全,S,afety,整顿,S,traighten,降低成本，提高效率,让每一个员工都参与进来,让七大浪费无处遁形,创建并维持工作场所的安全，整洁，有序和高效,企业为什么要践行,6S?,动作,库存,运输,过量生产,工序,不良品,等待,安全第一Safety first,单分钟换模SMED,(Single Minute Exchange of Die),丰田生产管理TPM,(Toyota Production System),看板Kanban,防呆Pokayoke,可视化管理Visual Management,标准化作业Standard Work,办公室改善Office Kaizen,6S 是创建精益生产体系必不可少的要求,下面这些精益生产体系中最常见的方法，工具和理念几乎都需要6S作为其基石,6S 和 SQDC,Safety,安全,:6S 消除安全风险,Quality,质量,:6S 通过提高产线清洁度减少物料的破损，缺件等,Cost,成本,:6S 减少多余的动作,提高效率,Delivery,交付,:6S 减少浪费,更快的换型 更多型号 更强的灵活性 提高交付准时率,更高的客户满意度,6S的适用范围,6S不光适用于生产线，而且适用于你的整个流程中,每个团队每一个人都应该是6S的践行者，每个团队或者个人都要负责相应的区域,在你希望给客户留下一个美好的第一印象的地方更应该做好6S,6S 一定要成为每一个企业员工的基本意识,6S 需要团队里每一个人的努力和身体力行,6S 是“造出好质量”BIQ(Built in Quality)和“准时化”JIT(Just in Time)的基石,6S 没有看起来那么简单,关于6S我们还要知道些什么,6S的水平反映了一个企业的综合管理水平！,“如果你做不好6S，你也不可能做好精益生产”,“If you cant do 6S,you cant do lean.”,安全第一,Safety First,Take near misses and small hazards seriously,Investigate&simulate accident conditions,1,(1,666),Serious injury,or death,29,(48,334),Minor injury,300,(Approx.500,000),Near misses,Heinrich,principle,6S=Safety+5S,Find,fix&prevent fix unsafe conditions,throughout 6S activity,Hot,Sharp,Pinch points,Slip hazards,Trip hazards,Fall hazards,Missing equipment guards,Repetitive motion injury,Strain,Lifting,reaching,bending,Unclear standards,Lack of training,Not using PPE(personal protective equipment),记录改善前的样子,记录下照片拍摄的位置和时间,6-14-2003,“如果对这个问题有怀疑,将其,标示TAG,出来,1S,整理,Sort,我的日常工作中真的需要这些东西吗?,Discard broken or unnecessary items.Determine whats actually needed in the work area.“Red Tag Session”,RED TAG,Use the 80/20 Principle to separate remaining items by importance.,用80/20原则按重要性来区分剩余的项目。,Develop a listing of what is required in each area and then keep only those items in the workplace.,开发需要什么在每个区域摆放，然后只保留在工作场所的项目。,80/20,A major cleaning(rafters to floor)of the plant or department.,Sort,整理,工厂或部门的主要清洗（椽子到地面）。,丢弃损坏或不必要的物品。确定什么是真正需要在工作区中。“红标签标识”,Sort the needed items and the unnecessary items and keep only what is needed.,对需要和不必要的项目进行分类，只保存需要的,Person that knows the process puts red tags on things that are not needed.Others can then come in,and move out of the area,all the red tagged items.,What to do with unnecessary items?,Company wide garage sale,出售,Pawn Shop,拍卖、典当,Recycle,循环使用,Someone else may need them,其他人可能要用或可用,Otherwise,throw them away,丢弃,Sort:Red Tag Exercise,分类：红标事务,知道工艺流程的人把红标贴到不需要的物品上，然后,所有红标物品可以移 出，新物品可以进来,17,Sort:Red Tag Exercise,分类：红标事务,日期,标签人,项目名称,位置,红标原因,1.不需要,2.不良,3.废材料,4.过期,5.其它,红标原因,建议行为,1.处理（丢弃）,2.返回到,3.移到红标存放区,4.移到存放区,5.其它,分类（目录）,1.设备,2.工具,3.材料,4.原材料,5.工作件（进展中）,6.成品,7.加工件,8.仪器仪表,9.纸、笔,10.其它,分类（目录）,Conducting a RED TAG Campaign,Identify Target,Area for,RED TAGGING,1,Define Criteria,“What are the rules”,for RED TAGGING,2,Design and Make,the RED TAGS,3,Conduct the,RED TAG,Session,REDTAG,REDTAG,REDTAG,4,REDTAG,确认一个红标签,物品放置区,定义标准，界定,红标签规则,开展红标签活动,设计和制作红标签,Conducting a RED TAG Campaign,Move Remaining,Items to RED TAG,Disposition Area,7,REDTAG,Evaluate the,RED TAGGED,Items,5,Periodically,Review and,TAKE ACTION,8,Dispose of,RED TAGGED items,which are unused,or unnecessary,6,评估红标签项目,处置红标签物品哪些,是不用或不必要的,移动剩余物品到,红标签处理区,周期性回顾和开展活动,Unused or unnecessary items,(Defectives and Dead Stock),Discard as being not needed,Items for which no immediate use is planned but have a good chance of being used in future.,Items very rarely or almost never used,(Sleeping Stock),Items used once and a while,Items used frequently,(Standard parts and tools),Store remotely as security items.Ease of access is not a priority.May be discarded in future if not used.,Items should be placed in the RED TAG Holding area and periodically review for possible disposal.,Store in adjacent area that is easily accessible and near point of use.,Keep highly accessible in work area or point of use,RED TAG,Tagging Frequency,作为不需要使用的项目而被丢弃,项目应被放置于红标签区域，,并且周期性检查，及便可能的废弃处置,远离放置，方便拿取，不作为首要考虑。如果不使用，未来可能被丢弃,放在附近区域，便于拿 取，以后使用。,放置在工作区域使用点，非常便于拿取,频率标签,未使用或不必要项目（不良品或呆滞库存）,很少或几乎不用的项目（睡眠库存）,常用的项目（标准件和工具）,没有立即使用计划的项目，但极有可能在未来使用,偶尔使用的项目,RED TAG,RED TAGGING,红标,Helpful Hints,友情提示,Record all info on RED TAGGED item on RED TAG so that decisions regarding disposition can be made easily.,把所有红标项目的信息都记录在红标上，这样就便于作出是否处置该项目的决定,2.Make sure the RED TAG locators are easily visible.,确保红标区域位置清晰可见,3.Make sure everyone understands and is consistent on the criteria for RED TAGGING.,确保每个人都理解并且对于红标上的标识有一致的看法,4.Discourage arguments on RED TAGGED items.,避免对于红标项目的争论,5.Make the decisions on disposition of RED TAGGED items,quickly and according to criteria.NO long arguments.,对于红标项目，根据标准尽快处置，不要拖延,22,RED TAG,6.Dont compromise;,”When in doubtthrow it out!”,如果有犹豫的（或不确定的），就扔掉。,Do not multiple tag an object.,不要对一个物品重复标签或多个标签,Make,reasonable,allowances regarding personal items in the workplace.(family pictures,purses,etc)Just make sure they dont interfere with the standard work or egress.,工作场所如有私人物品，给予一定的宽容度（如照片、皮夹等等）。只要确保这些东西不要影响标准工作或影响出入,Summary the results of RED TAG session.$and volume.,总结红标结果、价值和数量,Remember:BEFORE and AFTER pictures of RED TAG area.,请记住红标前后都要拍照,RED TAGGING,红标,Helpful Hints,友情提示,Red Tag Area,Create a quarantine area where you can store items you are not sure if you should dispose of.,设立隔离区，可以放置不确定暂时是否需要处理的项目,Make sure the red tags have dates on.,确保红标上有日期,Clean out old items periodically.,周期性清理旧项目,红标区,Red Tag Log Sheet,Divide our work area into Zones,(3-7 members/zone),Perform 1S-Sort throughout our assigned zone.,Use RED TAG Campaign,if necessary.,Develop a listing of Standard Items for our Work Zone.What must we have“on hand”?,Tools(hand tools,jig,fixtures,etc.),Parts(Raw Materials,purchased parts and WIP)Also the required amount(pcs or hrs),Supplies(weld tips,grinder discs,gloves,etc.)Also the required amount.,Equipment(processing,matl handling,etc.,Post Standard Listing,Evaluated each Zone Daily(6 items on sheet),If there are items on the standard listing that you now believe are not needed,remove them from the zone and revise the listing.,You must score a“yes”for all 6 items for 15 days in a row.If you miss one,you must restart.,Upon successful completion,advance to 2S-Straighten.,1S Actions,2S,整顿,Straighten,不同的物品应该放在哪里呢？,“每个位置都有专门的用途，每样物品都有指定的位置”,Straighten,How it is NOW!,Understand the current situation.,Decide where things belong,Decide HOW they should be stored,整顿,了解现状,决定物品归属,决定如何存储,Determining“A Place for Everything”,决定放置位置,Standard Work is KEY!、,标准化作业是关键！,Analyze the current condition:,分析现状,Distances to parts and tools,部件和工具的距离,Frequency of Use,使用频率,Time Required to Get and Put-away,得到和整理所需的时间,A Place for Everything,放置位置,Tools,工具,Parts,部件,Materials,材料,Equipment,设备,Work areas/workstations/cells,工作区/工作站/单元,1.FIXED Quantities,固定量,2.FIXED Location,固定地点,3.FIXED Sequence(direction),固定顺序(方向),Set“Three F”Standards,设置3F标准,Every item has an address,每个物品都有地址,Visual management,可视化管理,Everything In Its Place,物品皆有序放置,Ease of Finding,方便查找,Before,整理前,After,整理后,If you had only 30 seconds to find the item you needed,which storage method would you prefer?,如果只有30秒找到所需项目，你会更喜欢上面哪种方式,Examples,Examples,1.FIXED Quantities,固定量,2.FIXED Location,固定地点,3.FIXED Sequence(direction),固定顺序（方向）,2S of Workstation,2S,工作站,What is Point of Use?,什么是使用点,Materials,tools,parts,etc.located at the process where they are used,材料，工具，部件等位于需要被使用的地点,Immediately available,立即可以获取,Within arms reach,伸手即得,Visual,看得到,Safe,安全,Minimizes wasted motion,waiting,correction,将浪费的动作，等待，纠正等行为最小化,Point of Use&Retrieval Time,使用点和回收时间,Score,分数,Time to Retrieve,回收时间,Comment,评论（备注）,1,More than 3 minutes,大于三分钟,must leave work area,必须离开工作区,2,180 seconds,180秒,within work area,在工作区内,3,30 seconds,30秒,within immediate work area/two steps away,在工作区内即刻便可得/稍微走两步即可得,4,10 seconds,10秒,within work station/one step away,在工作站内/一步便得,5,3 seconds,3秒,within range of natural motion/strike zone,自然动作便可得（意思是不需要移动）,Evaluating Point of Use Score,评估使用点分数,Items,项目,Score,分数,Hand tools,手动工具,1.5,Fixtures,紧固件,Parts,部件,Supplies,供品,Power Tools,电动工具,Enter score here based on,填写分数,Visual Management of POUS Score,使用点评分的可视化管理,Items,Score,Hand tools,手动工具,5,Fixtures,紧固件,1,Parts,部件,2,Supplies,供品,3.3,Power Tools,电动工具,2.3,Continue to use the work area Zones,as before unless change is warranted,(3-7 members/zone),像以前一样，继续使用工作区，除非变化许可，每个区域3,7个成员为一组,2.For each of the remaining items,determine their frequency of use and then assign a proper storage location.Be sure to attach an address,if applicable.,对于剩余产品确定使用频率，然后划分一个适当的存放区，确保物品上附有地址（如果可以的话）,Tools(shadow boards,shelf locations,etc.),工具（防反射板、架子、位置等）,Parts(bins,carts,totes,etc.)Also,how will the quantities be controlled and position maintained.,部件（罐子、小推车等等）以及如何控制数量，维持位置,Supplies(shelf,cabinet,totes,etc.)Also,how will the required amount be controlled(min-max).,供品（架子、柜子筀等等）以及如何控制所需数量（最小量,最大量）,2S Actions,41,Equipment(Floor markings,other),设备（要标及其它）,Standard Listing(if we do 2S-Straighten properly,it will become a visual system and the standard listing will not be needed.,标准清单（如果我们恰当地进行了2S整顿，这将会成为可视化的体系，那么清单就不需要了）,3.Evaluated each Zone Daily(6 items on sheet),每日评估每个区域（表单上要有6个项目）,4.If there are items not needed,remove them.,如果有不需要的物品就移除,5.You must score a“yes”for all 6 items for 15 days in a row.If you miss one,you must restart.,你必须要对这6个项目连续15天记录,”,yes,”,如果有一个没有做到，就要重新开始,6.Upon successful completion,advance to 3S-Sweep.,如果使2S行动成功完成的话，请进入3S打扫环节,2S Actions,3S,清扫,Sweep,为什么会变脏呢?,“最好的清洁就是根本不需要清洁”,“Cleaning with Meaning”,清理意义,1.Restore good conditions,恢复好的环境（条件）,2.Find the sources of filth,找到污物的根源,3.Eliminate root causes,排除根源,4.Reduce the need to clean,减少清理的需要,Getting to Clean 开始清扫,Cleaning is a form of inspection“,清洁是一种检查形式,Micro,微观层面,Individual,个人,Macro,宏观,Sweep:Keys to Success,清扫：成功的关键,Ask“How clean is clean enough?”,问清楚：什么程度才算够干净,Clean beyond the surface,不仅仅做表面清理,Find the root cause of the filth,找到污物根源,Doing the Job,怎么做,Assign Zones of Responsibility,划分职责区域,Develop Standard Routine,开发标准程序,Set Time Limits for Cleaning,设定清理时限,Everyone begins at same time,所有人同步操作,5,1,4,3,2,Doing the Job Daily,每日工作,A little every day avoids a major clean-up campaign,每天做点小清理可以避免大清理,Clean it while still small.,Then keep it clean.,6S&Autonomous Maintenance,6S和自主维护,1.Identify areas which need to be cleaned and inspected.,确定需要清理和检查的区域,2.Develop checklists that address these areas.,开发清单指明这些区域,3.Teach operators how to clean and inspect the machinery and equipment.,指导操作员如何清理和检查机器和设备,4.Make sure operators understand“how”the equipment they use works.,确保操作员指导如何使用设备,5.Fix problems that are found,解决发现的问题,Continue to use the work area Zones,as before unless change is warranted,(3-7 members/zone),如之前一样继续使用工作区，除非变化被允许（每个区域3,7人一组）,For each remaining item in the zone,ensure the proper storage location.Be sure to attach and address,if applicable.,对区域内的剩余物品，确保恰当的存放地点，并且这些物品附有地址,Tools,工具,Parts,部件,Supplies,供品,Equipment,设备,For each work zone,determine what must be cleaned daily,distribute it among operators develop and post standard work for each sub-zone.Kaizen for better ways of performing these tasks.,每个工作区确定一定要清理的东西，将这些任务分配给操作员，给每个子区域分配并设立标准工作。开发更好的方法来完成这些任务,3S Actions,50,Evaluated each Zone Daily(6 items on sheet),每天都要评估区域（清单上的6个项目）,Perform the appropriate standard work for cleaning every day.If there are items not needed,remove them.,每天的清洁必须要准确的标准化工作。如果有不需要的物品就扔掉,6.You must score a“yes”for all 6 items for 15 days in a row.If you miss one,you must restart.,连续15天要6个项目记录,”,yes,”,如果错过一个就要重新开始,Upon successful completion,advance to the next S.,如果顺利完成，进入到下一个S,3S Actions,4S,清洁,Standardize,什么才叫好的6S呢?,“要把每一件需要做的事情可视化出来”,Standardize Factory Visual Controls,标准化工厂可视化控制,Color,颜色,Designation,定义,Red,Flammable/combustible material storage area,可燃材料存放区,Yellow,Nonflammable corrosive/unstable material container storage area,非可燃物 可腐蚀/不稳定材料存放区,Flammable material storage cabinet,可燃材料存储柜,Yellow&Black,Physical hazard,对身体有害,Traffic area,交通区域,Green,Location of first aid and safety equipment,急救和安全设备区域,Color Coding Standards,Standardize Cleaning,标准化清理,Sweep Activity&Location,清理活动和位置,Who,谁,When,何时,Cleaning Materials,清理材料,Root Cause of Filth,污物根源,Countermeasure,对策,Clean oil and chips around MH-10,清理油污和部件/区域,Manny,Guillermo,Alex,Each shift,每班,mop,trash can,拖把，垃圾箱,No guard,leaking oil line,没有管理，漏油线,Place guard on machine,fix oil leak,安排机器监管人，处理漏油,Standardize标准化,Maintaining Cleanliness and Order“,保持整洁和秩序,Being able to tell the difference between“normal”and“abnormal”and being able to act accordingly.,可以区分正常和非正常,可以做出相应的处理行为,Visual Management makes use of our dominant sense of sight to ensure the rules are recognized and followed.,可视化管理确保规定被认知并遵循,Acceptable,range,130,140,150,160,170,Visual Control Tools,工具的可视化控制,Zone,Labels,区域标签,Position,Marks,位置标签,Reorder,Reorder,Temperature,Labels,温度标签,Directional Markers,方向标签,Preventive Maintenance,Labels,预防性维护标签,Tool Calibration,Tool No.:145-23,Spec.No:190,Next Cal.Date:1-21-95,Displays to prevent people from making errors,显示避免人们犯错,Danger alerts,危险警告,Indications of where things should be put,指示物品该放在何处,Equipment designations,设备定义,Caution and operating reminders,防范与操作提示,Preventive maintenance displays,预防性维护显示,Standard Work Documents,标准工作文件,Use your creativity to come up with innovative ways of making everything as intuitive(immediately understandable)as possible.,发挥你的创意想出让所有事情都尽可能自发性处理的方法（立即被理解）,Types of Visual Controls,可视化控制的类型,5S,自律,Sustain,我们如何才能让员工保持下去呢?,“越不需要员工的自觉性越好”,Sustain the 4S+Safety,维持4S+安全,“Developing New Habits and Common Sense”,培养新习惯和常识,Our attitude must be,Cleanliness,is,Critical,A productive workplace need not be a messy.,一个有生产力的工作间不应该是混乱的,6S,我们的态度必须是清洁是关键,Before and After Pictures,事前事后拍照,Sustain Enthusiasm,Keeping the 6S Program Alive and Well,Quantify the Improvements,将改善结果量化,6S,Problem Markers,问题标示,Needed,Think,考虑颜色使用,colors,list,list,6S Audits by unbiased evaluator,由公正的评估人做6S审计,Step 5 Self-discipline,自律,Lead by example,向模范学习,Management commitment and attention is critical,管理责任感和关注是关键,Make 6S a basic part of every kaizen workshop,把6S 变成 Kaizen车间的基本部分,Use checklists to score 6S regularly,使用检查清单来对6S常规化打分,Make the 6S process routine and easy,将6S常规化以及简便化,Be proud to tour customers and suppliers,让自己带客户和供应商参观的时候有自豪感,“Make daily 6S a good habit.”,把6s当做好习惯,Sustaining 6S Success,维持6S成功,6S Upkeep Schedule 6S,维护计划表,Date,日期,Who,谁,Where,何处,How Often,频率,What,做什么,Lead or Supervisor,领队或监管人,Area of responsibility,责任区,Weekly,每周,Audit all workstations using 5S evaluation worksheet,Ensure each shift is sustaining 5S,Production Manager or,Plant Manager,生产经理或者厂长,All supervisors areas of responsibility,所有监管人的负责区域,Monthly,每月,Audit all workstations using 5S worksheet,Update 5S standards as needed,Retrain leads or supervisors in 5S standards as needed,Set 5S improve