1、 l 1 l員工(Gong)自主管理. 第一頁(yè)，共二十一頁(yè)。Improvement Ideas合理(Li)化建議1. Purpose 目的2. How to generate Improvement ideas? 如何收集合理化建(Jian)議3. How to manage Improvement ideas? 如何管理合理化建議4. Conclusion 結(jié)論第二頁(yè)，共二十一頁(yè)。Purpose of II/合理化建(Jian)議的目的:Improvement ideas are an approach:合理化建議(Yi)是一種方法For solving problem at the ver

2、y spot they occur隨時(shí)解決發(fā)生的問(wèn)題For achieving QCDP objectives實(shí)現(xiàn)QCDP的目標(biāo)That they concerns everyone at the site( inside and outside of production )關(guān)系到工廠(chǎng)中的每一個(gè)人（生產(chǎn)和非生產(chǎn)）Implementation must be organized and controlled by Manager.經(jīng)理必須組織和管理合理化建議第三頁(yè)，共二十一頁(yè)。How to generate II/如何收集合理化(Hua)建議?The Manager role is to cr

3、eate favorable conditions for generating an Improvement ideas:經(jīng)理的職責(zé)就是為合理化建議的提出創(chuàng)造有(You)利的環(huán)境The Manager gets out on the shop floor經(jīng)理到達(dá)現(xiàn)場(chǎng)Pays attention to the details注意細(xì)節(jié)Encourage the team to identify problems鼓勵(lì)團(tuán)隊(duì)確定問(wèn)題所在第四頁(yè)，共二十一頁(yè)。Managerial methods for identifying problems and generating improvement ide

4、as:確定問(wèn)題和獲得合(He)理化建議的管理方法.Observe workstations and listen to ones team.觀(guān)察工位和傾聽(tīng)團(tuán)隊(duì).Detect deviation from standard and analyze it with employee.發(fā)現(xiàn)現(xiàn)實(shí)和標(biāo)準(zhǔn)的不同，和員工一起分析.Use existing tools such as standardized work, Hoshin, Top five, QRQC and indicators.使(Shi)用現(xiàn)有的工具，例如，標(biāo)準(zhǔn)化作業(yè)，TopFive,QRQC 和指標(biāo)第五頁(yè)，共二十一頁(yè)。How to ma

5、nage II/如何(He)管理合理化建議?.Use of a simple, visual and manual system使用簡(jiǎn)單的，可視的，可手動(dòng)更新的工具.Strong management involvement強(qiáng)大的全員參與管理.The manager involves the operators in the improvement approach從經(jīng)理到操作工，共同管理合理化建議.The manager answers every improvement idea contributor within five days.天以?xún)?nèi)，經(jīng)理對(duì)每個(gè)合理化建議作出答復(fù).The man

6、ager organize implementation of II.經(jīng)理組織合理化建議的實(shí)施.It is preferable for the GAP to carry out the ideas themselves.最好是GAP內(nèi)部實(shí)施自己提出的合理化建議.Recognizing II. facilitates communication and makes the proposer feel valued, which in turn encourage further employee empowerment.認(rèn)可合理化建議可優(yōu)化溝通，使提案人感到自己有價(jià)值，從長(zhǎng)遠(yuǎn)來(lái)(Lai)講，也

7、是對(duì)員工激勵(lì)的促進(jìn)第六頁(yè)，共二十一頁(yè)。ConclusionTo function properly, the improvement ideas approach requires:從功能上來(lái)講，合理化建議可以實(shí)現(xiàn)Coordination by the manager and the GAP leader:經(jīng)理和GAP組長(zhǎng)之間的協(xié)作 1.Presence on the shop floor.在車(chē)間現(xiàn)場(chǎng) 2.Observing details and listening to the team.注意細(xì)節(jié)，傾聽(tīng)團(tuán)隊(duì) 3.Motivating operators to identifying pro

8、blems and suggest improvement.鼓勵(lì)員工確定問(wèn)題并提出改進(jìn)建議A simple, visual system for gathering ideas.一個(gè)簡(jiǎn)單的，可視的系統(tǒng)(Tong)收集建議Implementation organized by the manager and preferably carried out by the team itself.由經(jīng)理組織實(shí)施，當(dāng)然最好是由團(tuán)隊(duì)自己實(shí)施A visible and credible system of professional recognition.一個(gè)可視的，值得信賴(lài)的專(zhuān)業(yè)認(rèn)可系統(tǒng)第七頁(yè)，共二十一頁(yè)

9、。The Top Five班前(Qian)會(huì).Definition of the Top fiveTop 5會(huì)議的定義(Yi).Purpose目的.Preparing for the Top five準(zhǔn)備Top 5會(huì)議.Leading the Top Five主導(dǎo)Top 5會(huì)議.The plant Top Five 工廠(chǎng)Top 5會(huì)議.Conclusion結(jié)論第八頁(yè)，共二十一頁(yè)。Definition of the Top FiveThe Top five is:分鐘會(huì)(Hui)議是.Is a daily meeting held at the start of the working day.

10、每天工作開(kāi)始前舉行的會(huì)議.Lasts 5 minutes持續(xù)分鐘.Is for all members of all GAPs in production and non-production.適用于所有類(lèi)型的GAP(生產(chǎn)或非生產(chǎn)).Is a communication and management tool.溝通和管理的工具第九頁(yè)，共二十一頁(yè)。Purpose of Top FiveThe Top five is strictly operational and has a very short-term focus.佛吉亞內(nèi)部必須使用Top 5會(huì)議，且使之短小精煉It allows us t

11、o :.Mobilize the team on reaching our goals.鼓舞團(tuán)隊(duì)，實(shí)現(xiàn)(Xian)目標(biāo).Organize the workload.組織和布置工作任務(wù).Report problems and discuss them.反饋和討論問(wèn)題.Give reminders about (safeties or other) instructions提醒作業(yè)指導(dǎo)（安全等）第十頁(yè)，共二十一頁(yè)。Preparing for the Top Five/準(zhǔn)(Zhun)備分鐘會(huì)議The GAP leader gather useful information from:GAP班(Ban

12、)長(zhǎng)通過(guò)一下渠道收集信息.The previous teamsGAP leader前一個(gè)班的GAP組長(zhǎng).His/her supervisor他/她的主管第十一頁(yè)，共二十一頁(yè)。Leading the Top five/主導(dǎo)(Dao)Top5會(huì)議The Top five is led by:Top 5由誰(shuí)來(lái)主導(dǎo)(Dao).The GAP leader for production.生產(chǎn)線(xiàn)的GAP,由GAP leader 主導(dǎo).The manager for non-production.非生產(chǎn)的GAP, 由部門(mén)經(jīng)理主導(dǎo).The supervisor attends one of his GAPs

13、Top 5 every day and ensures overtime he/she visits them all.主管每天參加一個(gè)GAP的Top 5會(huì)議，保證訪(fǎng)問(wèn)他管轄內(nèi)的所有GAP.Information must be heard by all.所有人都要了解所有信息.Small groups of ideally 5 people.小團(tuán)隊(duì)會(huì)議更有效，通常是人.Close to the GAP notice board.靠近GAP板第十二頁(yè)，共二十一頁(yè)。The plant Top Five/工廠(chǎng)分鐘(Zhong)會(huì)議The plant Top five:工廠(chǎng)分鐘會(huì)議.A daily

14、meeting which lasts 20 minutes日常會(huì)議，持續(xù)分鐘.Take place same time every day after each department in the plant has had its own Top 5.每天統(tǒng)一時(shí)間舉行(Xing)，在部門(mén)Top5會(huì)議后舉行.Focus on plants performance over the previous 24 hours.關(guān)注工廠(chǎng)前小時(shí)內(nèi)的績(jī)效情況.Must resolve critical problems.必須解決危急問(wèn)題.Take place in a communication zone

15、in the middle of the shop floor.在車(chē)間內(nèi)的溝通區(qū)舉行第十三頁(yè)，共二十一頁(yè)。The Top Five-conclusion/Top 5結(jié)(Jie)論The Top Five :Top 5會(huì)議.Is a daily meeting which lasts about 5 minutes.每天的會(huì)議，持續(xù)分鐘.Involves all the GAPs before they start work.所有GAP組員參與，正式工作前舉行.Is lead by the GAP leader in production and the manager in non-produ

16、ction.由GAP組長(zhǎng)主導(dǎo)生產(chǎn)GAP的Top5會(huì)議.Is held close to the GAPs notice board.在GAP信息板周?chē)e行.Is strictly operational in purpose and has a very short-term focus.佛吉亞(Ya)的工廠(chǎng)必須嚴(yán)格執(zhí)行，并使之短小精煉第十四頁(yè)，共二十一頁(yè)。Polyvalence多(Duo)崗位.What is polyvalence?什么是多崗位.The purpose of polyvalence多崗位的目的.Measuring polyvalence衡量多崗位.Managing poly

17、valence管理(Li)多崗位.Conclusion結(jié)論.第十五頁(yè)，共二十一頁(yè)。What is polyvalence/什么是多崗(Gang)位Polyvalence is多崗位是.Fully mastery of several workstations.完全掌握多個(gè)崗位.Ability to work on different workstations, in line with the job instructions and quality and productivity standards.在不同工位工作的能力，遵守作業(yè)指導(dǎo)和質(zhì)量標(biāo)準(zhǔn)以及(Ji)效率標(biāo)準(zhǔn)第十六頁(yè)，共二十一頁(yè)。Th

18、e purpose of polyvalence/多(Duo)崗位的目的The goals are to:目標(biāo)是Adapt to variation in demand.適應(yīng)產(chǎn)量變化的需要Deal with absences.應(yīng)對(duì)缺勤狀況Rotates jobs to reduce impact of tough workstations.輪崗以減低繁重工作對(duì)人體的影響Develop GAP autonomy.發(fā)(Fa)展GAP的自主性第十七頁(yè)，共二十一頁(yè)。Problem findingWorkstation mastery means:掌握工位的意思是Standardized work is

19、 respected.遵守標(biāo)準(zhǔn)化操作工作Specifics of workstation are well known.了解工位特性QCDP requirements are respected.遵守QCDP的要求Origins of deviation from standardized work:引起違反標(biāo)準(zhǔn)化操作的原因The operator lacks training.操作工缺乏培訓(xùn)The operator has actually improve the standard.操作工實(shí)際上已經(jīng)(Jing)改善了標(biāo)準(zhǔn)化操作第十八頁(yè)，共二十一頁(yè)。Measuring polyvalence/測(cè)量多崗(Gang)位.Supervisor first formalizes job instructions and QCDP criteria for each workstation.主管首先正式化作業(yè)指導(dǎo)和每個(gè)工位的QCDP目標(biāo).Evaluation symbolized by magic squre.通過(guò)神奇方塊來(lái)評(píng)估.GAP