5S及目视化--车间基础管理培训PPT课件.ppt

Basic Workplace Organization车间基础管理车间基础管理5S Methodology5S 方法1.HowaboutyourenterpriseHowaboutyourenterprise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三流企业三流企业二流企业二流企业二流企业二流企业2.3.GoalandRationale目的和原理Intuitivegoodness.良好的直觉感受Helpsestablish,reinforceanddisciplineStandard Work有助于导入，强化和规范标准化工作标准化工作ReducesWaste,ImprovesSafety,andImprovesQuality.减少浪费，提高质量和保障安全EasierMaintenanceandincreasesvalueofequipment.设备更易于维护，提高设备的使用价值ExemplifiesRespectofCustomersandAssociates体现了客户与员工之间的相互尊重SupportsaPositiveMentalAttitude保持积极的精神状态ConveysPrideintheWorkplace 让车间洋溢着自豪的情绪4.LearningObjectives学习目标lConveythepurposeforusingtheLeantoolof5StocreateaVisualworkplace.使用精益生产工具：5S实现目视化管理的车间lProvideadetaileddescriptionoftheSeparate,Straighten,Shine,Standardize,Sustainstagesofthe5Sprocess.解释5S（整理、整顿、清扫、清洁、素养）的真正含义lExplaintherelationshipbetweentheLeantoolsof5SandStandardWork.说明精益生产工具：5S和标准化工作之间的关系lDescribetheprocessforinitiatinga5Sevent.开展5S活动的实施步骤lDescribetheimportanceandusesofVisualManagementtoolsintheworkplace.车间目视化管理工具的使用及其重要性5.Whatis5S?Whatis5S?何为何为5S5S？5S Is:5S Is:-Aprocesstoensureaclean,orderly,safeandproductiveworkplaceaccomplishedthroughthecreationofaself-explaining,self-regulating,andself-controllingenvironmentthateliminatesconfusionandambiguity.5S就是通过创造自明自觉、自我控制的环境来消除混乱不清的情况，从而实现一个干净、整洁、安全、高效的车间.6.Benefitsof5S5SBenefitsof5S5S的益处的益处 The benefits of 5S can be measured by:The benefits of 5S can be measured by:5S 5S的益处可以从以下几方面来衡量：的益处可以从以下几方面来衡量：的益处可以从以下几方面来衡量：的益处可以从以下几方面来衡量：Safety:Reducethenumberoflosttimeaccidents,workmanscompensationclaimsandOSHArecordables.安全：安全：减少损失工时事件指数、员工赔偿、职业安全和健康管理局的不良记录Quality:Eliminatethepossibilityofusingpreviouslyrejectedpartsorthewrongtools.Eliminatecontaminationandassurecompliancetostandardprocedures.质量：质量：消除使用以前报废的零件或使用不当工具的可能性，提高清洁度，确保执行标准流程Productivity:Eliminatewastedtimelookingfortools.Reducecycletime,reduceequipmentdowntimethroughregularcleaningandinspection.生产效率：生产效率：消除寻找工具浪费的时间，减少生产周期，通过对设备经常的清洁、检查而减少设备的故障时间 7.Benefitsforpersonalityof5S5SBenefitsforpersonalityof5S5S对个人的益处对个人的益处 Comfortable work environment for you;Comfortable work environment for you;使您的工作环境更舒适；使您的工作环境更舒适；使您的工作环境更舒适；使您的工作环境更舒适；Work more convenientlyWork more conveniently；工作更方便；工作更方便；工作更方便；工作更方便；Work saferWork safer工作更安全；工作更安全；工作更安全；工作更安全；Communicate happily with colleagues Communicate happily with colleagues 与同事合作更愉快与同事合作更愉快与同事合作更愉快与同事合作更愉快 8.Whatarethe5Ss?Whatarethe5Ss?何为何为5S5S？S Separateeparate (Seiri)整理整理整理整理 S Sort/ort/s straightentraighten(Seiton)整顿整顿整顿整顿 S Sweep/Shineweep/Shine(Seiso)清扫清扫清扫清扫 S Standardizetandardize(Seiketsu)清洁清洁清洁清洁 S Sustainustain(Shitsuke)素养素养素养素养Clearly distinguishing between what is necessary and what is unnecessary.Disposing of the unnecessary.清楚地区分必需品和非必需品，将非必需品处理掉Organizing and locating the necessary items so that they can be used and returned easily near the point of use.将必需品有条理地定位在较近的位置以便使用和归还Cleaning and inspection of floors,equipment,furniture,etc in all areas of the workplace.清洁和检查车间所有区域的地面、设备、器具等等Maintaining,improving,documenting and verifying the standards of the first three Ss.持续改进，将前3个S标准文件化并加以验证Achieving the discipline or habit of properly maintaining the correct 5S5S procedures.形成纪律或养成习惯来完整地维护5S的正确流程9.SEPARATESEPARATE整理整理Identify Truly Needed ItemsIdentify Truly Needed Items判定必需品判定必需品判定必需品判定必需品What is it for?这个作什么用？Why do I have it?一定要用吗？How often do I use it?多久用一次？Does someone else have the same thing?其他人是否也有？Clearly distinguishing between what is necessary and Clearly distinguishing between what is necessary and what is unnecessary.Disposing of the unnecessary.what is unnecessary.Disposing of the unnecessary.清楚地区分需品和非必需品，将非必需品处理掉清楚地区分需品和非必需品，将非必需品处理掉清楚地区分需品和非必需品，将非必需品处理掉清楚地区分需品和非必需品，将非必需品处理掉10.Asking why enables the sorting process.整理时要问为什么整理时要问为什么 For example,when in the work area,for each“thing”ask:例如，在工作区，对每一样物品都要问：例如，在工作区，对每一样物品都要问：Why do we need it?为什么需要这个？Why is it used the way it is?为什么要这样使用它？If we need it,Why does it not have a home?如确实需要，为什么没有它自己固定的位置？Why are there no visual controls to manage it?为什么不能做到目视化管理？Why are there no posted standards or standard work to tell how to use it and assign responsibility for it?为什么没有标准或标准化工作来告之如何使用它而且有人对它负责？A“thing”can be material or information.所指物品包括物料或信息所指物品包括物料或信息 SEPARATEthroughthe5WhysSEPARATEthroughthe5Whys用用5 5个为什么来整理个为什么来整理11.SEPARATESEPARATE整理整理 Things Which Should be Reviewed Things Which Should be Reviewed 需要确认的物品需要确认的物品需要确认的物品需要确认的物品Cabinets 抽屉抽屉Components 部件部件Documentation 文件文件Gages 量具量具Machines 机器机器Packaging Material 包装材料包装材料Parts 零件零件Prints 印刷品印刷品Shelves 架子架子Supplies 耗品耗品Tables 工作台工作台Tooling 工具工具Towels 毛巾毛巾Trash 垃圾垃圾PRODUCTION AREAS PRODUCTION AREAS 生产区生产区生产区生产区Books 书籍书籍Business Forms 表格表格Cabinets 抽屉抽屉Catalogs 目录目录Correspondence 信件信件Equipment 设备设备Magazines 杂志杂志Paper 纸张纸张Parts 零件零件Records 记录记录Samples 样品样品Shelves 架子架子Supplies 耗品耗品OFFICE AREAS OFFICE AREAS 办公区办公区办公区办公区12.CATEGORIZE ITEMS:物品分类 RARELY USED 很少使用 OCCASIONALLY USED 偶尔使用 FREQUENTLY USED 经常使用1SSEPARATE整理整理RED TAG STRATEGY红牌策略ATTACH TO ALL UNNECESSARY ITEMS悬挂于所有非必需品DISCARD UNNECESSARY ITEMS扔掉不需要的物品DIVIDE ITEMS INTO TWO CATEGORIES将物品分成必需品和非必需品NECESSARY必需品必需品UNNECESSARY非必需品非必需品13.SEPARATESEPARATE整理整理Factory 厂区厂区Before Applying 1st S 整理前整理前 After Applying 1st S整理后整理后14.SEPARATESEPARATE整理整理Office 办公区办公区Before Applying 1st S 整理前整理前 After Applying 1st S整理后整理后15.SEPARATE-REDTAGGINGSEPARATE-REDTAGGING整理整理-挂红牌挂红牌Red TaggingRed Tagging 挂红牌挂红牌RedTaggingisatrackingprocesstoprovidevisualidentificationofunneededitems.对非必需品挂红牌为了目视化的辨别和跟踪处理RedTaggingisasafeguardtotheaccidentalremovalofcostlyandcriticalitems.挂红牌也是为了防止意外地把昂贵、重要的物品丢掉Afterallobviousitemshavebeenthrownaway,remainingitemsare“red-tagged”toassureproperdisposition.在明显的非必需品处理掉以后，剩下的物品挂上红牌以便正确处置16.Sample Red Tags Sample Red Tags 红牌示例红牌示例SEPARATE-REDTAGGINGSEPARATE-REDTAGGING整理整理-挂红牌挂红牌 Recommendations 建议Should be full size 尽可能大些Bright red to be very visible 亮红色异常醒目Should have pre-printed sequential tag numbers 有预先印刷的序列号 17.18.STRAIGHTEN STRAIGHTEN 整顿整顿整顿整顿Organizing and locating the necessary items so that they can Organizing and locating the necessary items so that they can be used and returned easily near the point of use.be used and returned easily near the point of use.将必需品重新组织、定位在较近的位置以便使用和归还将必需品重新组织、定位在较近的位置以便使用和归还将必需品重新组织、定位在较近的位置以便使用和归还将必需品重新组织、定位在较近的位置以便使用和归还 Place All Necessary Items in the Best Location and Visually Organize Place All Necessary Items in the Best Location and Visually Organize the Area the Area 将必需品放在最佳位置将必需品放在最佳位置将必需品放在最佳位置将必需品放在最佳位置,且该区域目视化定置管理且该区域目视化定置管理且该区域目视化定置管理且该区域目视化定置管理First decide where all items should be so that the organization is easy to use and understand.首先确定物品的位置以便易于使用和理解其条理性Choose proper storage methods that minimize inventory and promote visual management.用合适的存储方法来减少存货量和提升目视化管理Visually indicate locations so items is use can be returned and missing items are easily identified.所谓目视化指出了物品应该返还的位置,缺少的物品容易被发现Make sign boards that clearly explain inventory,equipment,and other items so anyone can understand the workplace.制作标识板来说明存货量、设备、其它物品,让任何人都明了19.IDENTIFICATION LINES明确生产线DETERMINE LOCATION FOR NEEDED ITEMS:必需品定位VISUAL LOCATIONS目视化区域POINT OF USE STORAGE标明用量2SSTRAIGHTEN整顿整顿LATHE FIXTURES车夹具20.After Applying 2nd S 整顿后整顿后 Before Applying 2nd S 整顿前整顿前STRAIGHTENSTRAIGHTEN整顿整顿21.STRAIGHTENSTRAIGHTEN整顿整顿Proper LocationsProper Locations 合适的位置合适的位置合适的位置合适的位置Storage MethodsStorage Methods 存储有办法存储有办法存储有办法存储有办法Location MarkingLocation Marking 位置标识位置标识位置标识位置标识Shadow BoardsShadow Boards 影像板影像板影像板影像板Sign BoardsSign Boards 标识板标识板22.STRAIGHTENSTRAIGHTEN整顿整顿23.STANDARDCOLORCODESTANDARDCOLORCODE 颜色代码标准化颜色代码标准化 Purpose Purpose 目的目的目的目的Identifycriticalitems,parts,andareaswithinfactorieswithcommoncolorswhichprovidesforacommonunderstandingforanyassociateorvisitor.使用普通的颜色来标识工厂内的重要物品、零件、区域，让所有员工或参观者均能理解24.Aisle 过道过道ReferenceTable参考色标参考色标Trash Can 垃圾桶垃圾桶Scrap/Rework 报废报废/返工返工Raw material(s)原材料原材料Finish Material(s)成品成品Empty Containers空容器空容器Work in Process在制品在制品Hazmat危险品危险品Movable Fixtures可移动夹具可移动夹具25.26.27.28.KaizenInstances2SExample整顿实例After后Before前Picture/Scanned Sketch29.30.31.32.33.SHINE SHINE 清扫清扫 Cleaning Floors,Equipment,and Cleaning Floors,Equipment,and FunitureFuniture in all Areas of the in all Areas of the Workplace Workplace 清洁车间所有区域的地面、设备、器具等等清洁车间所有区域的地面、设备、器具等等 Establish a Clean Workplace.让车间变的干净让车间变的干净 Clean up the Area.将所有区域打扫干净将所有区域打扫干净 Sweep&Wash Floors 清扫清扫&拖净地面拖净地面 Clean in,under,and around Equipment and Furniture 把设备和器具里里外外清洁干净把设备和器具里里外外清洁干净 Eliminate all Trash from Workplace 倒掉车间所有垃圾倒掉车间所有垃圾Keep in mind:How do things get dirty?-Fix the root cause of the dirt.记住：为何这样脏？记住：为何这样脏？要解决物品变脏的根本原因要解决物品变脏的根本原因Cleaning and inspection of floors,equipment,furniture,etc in all areas of the workplace.清洁和检查车间所有区域的地面、设备、器具等等清洁和检查车间所有区域的地面、设备、器具等等34.BUILDS PRIDE INTHE WORKPLACE让车间充满自豪ELIMINATE DIRT去除污垢去除污垢BUILD VALUE IN EQUIPMENT提高设备价值CLEANING AS A FORM OF INSPECTION清洁的过程就是检查的过程3SSHINE清扫清扫CLEAN清洁SWEEP清扫35.Before 5S event 清扫前After 5S event 清扫后Clean to InspectClean to InspectInspect to DetectInspect to DetectDetect to CorrectDetect to Correct清洁以便检查清洁以便检查清洁以便检查清洁以便检查检查才会发现问题检查才会发现问题检查才会发现问题检查才会发现问题发现了问题才能纠正发现了问题才能纠正发现了问题才能纠正发现了问题才能纠正36.Kaizen Instances 清扫改善实例清扫改善实例After后Before前Drainwaspoorlypositioned,allowingspills排水位置不当，可以溢出Repositionedoverflowdrainspouttooperateandallowproperdrainingintothetank重新放置溢出排水口，允许适量排水至水槽Picture/Scanned SketchPicture/Scanned Sketch37.STANDARDIZE STANDARDIZE 清洁清洁 Maintain and Improve the Clean,Organized WorkplaceMaintain and Improve the Clean,Organized Workplace 持续改进清洁、良好规划的车间持续改进清洁、良好规划的车间持续改进清洁、良好规划的车间持续改进清洁、良好规划的车间Eliminate excess storage areas and flat surfaces 去除过多的存储面积和地面Make changes to equipment that make it easy and quick to clean and eliminate dirt and leaks at their source 使设备易于更快地清洁，从源头去除污垢和漏油Use check list to establish daily cleaning and organization activities 使用检查表确定每天的清洁和组织活动Institute 5S 5S Patrols to monitor 5S5S progress 设立5S巡查来监视5S的进展Maintaining,Improving and Documenting Maintaining,Improving and Documenting the Standards of the First Three Ssthe Standards of the First Three Ss持续改进，将前持续改进，将前持续改进，将前持续改进，将前33个个个个SS标准文件化标准文件化标准文件化标准文件化38.4SSTANDARDIZE清洁清洁PREVENTIVE预防性的预防性的ASSIGN“3S”RESPONSIBILITIES指派指派3S负责人负责人 SORTING 整理 SIMPLIFYING 整顿 SWEEPING 清扫5 WHYS5个为什么个为什么CHECK ON“3S”MAINTENANCE检查检查“3S”保持情况保持情况INTEGRATE“3S”DUTIES INTO REGULAR WORK DUTIES整合整合“3S”为有序的工作为有序的工作39.Standardize Maintaining,improving,and documenting the standards of the first three Ss.清洁清洁持续改进，将前3个S标准文件化While the first 3 Ss are activities,the 4th S is a process that facilitates the maintenance and improvement of the first three Ss.4S就是利于前面3S持续改善的过程Eliminate causes of dirt,leaks,and spills 消除污垢、泄漏、溢出的原因Create systems to keep things neat and organized 建立系统来保持物品的整洁及条理性The 4th S relies on written agreements,visual controls and standard routines established by the group.To improve,we move from detection to prevention.4S需要组织形成书面规定、目视化控制和标准程序，我们要从发现问题提升到去预防问题的发生STANDARDIZE STANDARDIZE 清洁清洁清洁清洁40.5S Checklist Example 5S5S Checklist Example 5S检查表检查表检查表检查表41.5SEvaluation&ScoringCriteriaSample5S评估&打分标准42.SUSTAINSUSTAIN素养素养 Develop a Habit of Simplifying,Straightening,Scrubbing and Develop a Habit of Simplifying,Straightening,Scrubbing and Stabilizing Your WorkplaceStabilizing Your Workplace 养成整理、整顿、清扫和清洁工作区的习惯养成整理、整顿、清扫和清洁工作区的习惯养成整理、整顿、清扫和清洁工作区的习惯养成整理、整顿、清扫和清洁工作区的习惯 Everyone Has to Accept 5S as a Personal GoalEveryone Has to Accept 5S as a Personal Goal 每个人都要接受每个人都要接受每个人都要接受每个人都要接受5S5S是个人的目标是个人的目标是个人的目标是个人的目标 People Follow Examples(Good and Bad);Set a Good ExamplePeople Follow Examples(Good and Bad);Set a Good Example 人们总会模仿（无论好的还是坏的）；树立好的榜样人们总会模仿（无论好的还是坏的）；树立好的榜样人们总会模仿（无论好的还是坏的）；树立好的榜样人们总会模仿（无论好的还是坏的）；树立好的榜样Achieving the Discipline or Habit of Properly Achieving the Discipline or Habit of Properly Achieving the Discipline or Habit of Properly Maintaining the Correct 5S ProceduresMaintaining the Correct 5S ProceduresMaintaining the Correct 5S Procedures形成纪律或养成习惯来维持形成纪律或养成习惯来维持5S5S的全部正确流程的全部正确流程43.To“do”the 5th S we need to practice until we internalize what we are supposed to do and fully understand why.做第5个S，我们要不断地实践，直到将我们要做的事情深入人心，而且我们都清楚为什么要这么做 Practice reinforces correct habits.We must be strict about how things are done-even the little things.实践巩固正确的习惯，我们做事必须严格哪怕是件小事 Follow posted checklists and other visual controls established under the 4th S.执行由4S建立的检查表和其他目视化控制44.MANAGERS COMMITTEDTO“5S”管理者尽职尽责PROPER TRAINING合适的培训“BUY-IN”FROMALL WORKERS全员参与CORRECT PROCEDURESBECOME A HABIT纠正程序，养成习惯5SSUSTAIN素养素养45.实施实施5S5S的阻力的阻力n整理、整顿为什么很重要？n为什么要清扫，它马上就又会脏的？n整理整顿又不能生产出更多的产品？n我们已经实施整理、整顿了，还要这么麻烦？n我们在很多年前就已经实施5S了，不就如此吗？n我们太忙了，哪有时间实施5S？46.5SIMPLEMENTATION5SIMPLEMENTATION实施实施5S5SS Separateeparate整理整理整理整理S Sort/Straightenort/Straighten整顿整顿整顿整顿S Sweep/Shineweep/Shine 清扫清扫清扫清扫S Standardizetandardize 清洁清洁清洁清洁S Sustainustain 素养素养素养素养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Sort between what is necessary and what is unnecessary and dispose of the unnecessary.区分必需品和非必需品，将非必需品处理掉Organizing the necessary items so that they can be used,returned,and identified easily.将必需品整理地有条理，以便使用、归还及易于辨认Clean and inspect floors,equipment,and furniture in all areas of the workplace.Correct the root causes of the messes.清洁和检查车间所有区域的地面、设备、器具，纠正脏乱的根本原因Establish processes to maintain,improve,and measure the level of the first three Ss.建立流程以持续改进和衡量前3个S的水平Achieve the discipline or habit of properly maintaining and expanding the 5S5S process.形成纪律或养成习惯来完整地维护和扩展5S工作47.The 5Ss and Visual Controls 5S与目视化控制与目视化控制 The5SsneedandcreateaclearVisualWorkPlace.The5SsneedandcreateaclearVisualWorkPlace.5S需要需要,也能够建立一个清晰的目视化工作区也能够建立一个清晰的目视化工作区 Avisualworkplaceiswhenanyonecanwalkinandvisuallyunderstandthecurrentsituation.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：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：Thatis,visuallyunderstandtheThatis,visuallyunderstandthe:workplaceorganization,workplaceorganization,车间组织车间组织 theworkprocess,theworkprocess,工作流程工作流程 whenthereisanabnormality,andwhenthereisanabnormality,and是否出现异常是否出现异常 iftheyareahead,behindoronscheduleiftheyareahead,behindoronschedule计划提前计划提前,延误延误,或按期或按期 WecreatethevisualworkplacewithvisualcontrolsWecreatethevisualworkplacewithvisualcontrols我们使用目视化控制方法，建立目视化车间我们使用目视化控制方法，建立目视化车间48.VisualManagementinOurWorld目视化管理无处不在Visualcontrolsareallaroundus.我们身边的目视化控制方法49.All businesses have problems!问题无处不在问题无处不在!Thegoodbusinesseskeeppacewiththeirproblemsandsolvetherootcauses.良好的系统会追踪问题并解决根本原因.Thesesuccessfulbusinessesdistinguishbetweenthenormalvs.abnormalandmakewasteobvioustoallusingvisualmanagementtechniques.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VisualManagement目视化管理50.Making problems visible is not enough!光发现问题是不够的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.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VisualManagement目视化管理51.BenefitsofVisualManagement目视化管理的益处VisualManagementtiesintothe5Sstrategy(4th“S”seiton,orstandardize).目视化管理与5S之清洁策略既矛盾又统一VisualManagementbeginswithmakingthefactorysabnorma