1、,KaizenOverview 改善概述,KZ,KZ-OV-SHW-E_8-28-03,2,Course Objectives課程目標(biāo),Upon completion of this course, you will be able to 完成本課程之后, 你將能夠 Explain the Kaizen process poster 說(shuō)明Kaizen的過(guò)程圖表 Describe the goals and benefits of Kaize 描述Kaizen的目標(biāo)和好處 Explain how Kaizen is a daily activity 說(shuō)明Kaizen如何日常運(yùn)作,KZ-OV-SH

2、W-E_8-28-03,3,Definition定義,Kaizen is Continuous Improvement. Kaizen 是持續(xù)的改善。 Ongoing, incremental changes that have positive impact 不斷的增長(zhǎng)的 正面影響 Kaizen Events are 3-5 day sessions where multiple Kaizens are identified and executed. Kaizen 活動(dòng)是3到5天為一周期，在這個(gè)過(guò)程中要確定和執(zhí)行幾個(gè)Kaizen。,KZ-OV-SHW-E_8-28-03,4,Scope范圍

3、,Kaizen applies to any area in the plant Kaizen 適用于工廠里的任何領(lǐng)域 For Kaizen Events, its best to choose a small area in which the team can concentrate efforts 對(duì)于Kaizen事件來(lái)說(shuō)，最好是選擇一個(gè)小的范圍，小組成員可以同心協(xié)力。 An assembly cell 一個(gè)裝配間 Several related stations 幾個(gè)相關(guān)的崗位 A functional area 一個(gè)功能區(qū) Receiving 接受 Materials 材料,KZ-O

4、V-SHW-E_8-28-03,5,JCMS PhilosophyJCMS理念,Zero Tolerance for Waste 決不浪費(fèi),Stable Production Environment 穩(wěn)定的生產(chǎn)環(huán)境,Customer “Pull” Drives Production 顧客的需求拉動(dòng)生產(chǎn),KZ-OV-SHW-E_8-28-03,6,Kaizen Goals Kaizen的目標(biāo),Broad-scope goals are set by management 大范圍的目標(biāo)由管理決定 Specific goals set by Kaizen team 具體目標(biāo)由Kaizen小組制定 K

5、aizen improvement goals can include: Kaizen 目標(biāo)可包括： Safety安全 Floor space地面空間 Material flow物流 Inventory庫(kù)存,Ergonomics生物工程學(xué) Line balance生產(chǎn)線平衡 Visual Management視覺(jué)管理 Quality質(zhì)量,KZ-OV-SHW-E_8-28-03,7,Kaizen Improvement Impacts Kaizen帶來(lái)的提高,一次 = 20% 提高,1/10th of 1% 工作日 x 250 工作日 = 25% 提高/每年,KZ-OV-SHW-E_8-28-0

6、3,8,Seven Types of Waste:七種浪費(fèi),Overproduction 過(guò)量生產(chǎn) Transportation 運(yùn)輸 Inventory 庫(kù)存 Motion 移動(dòng) Correction 校正 Overprocessing 過(guò)度加工 Waiting 等待,KZ-OV-SHW-E_8-28-03,10,Is it Value Added or Waste?是增值還是浪費(fèi)？,Value is added to a product when it changes the fundamental nature of the product. 當(dāng)價(jià)值改變了產(chǎn)品的根本性質(zhì)，它就成為了增加值

7、。 Ex: Stamping a bracket out of a coil of steel or assembling two cushions of a seat 比如：從鋼卷中沖軋出一個(gè)托架或?yàn)橐粋€(gè)座位裝上兩個(gè)坐墊。 Everything else is non value-added or waste. 其他任何事都沒(méi)有附加價(jià)值或是浪費(fèi)。,KZ-OV-SHW-E_8-28-03,11,Waste Reduction減少浪費(fèi),The overall goal is to combine, reduce, eliminate or standardize as many of these

8、 non-value-added activities as possible 總的目標(biāo)是盡可能地整合，減少，消除或規(guī)范這些無(wú)增值的活動(dòng)。 It seems that some non-value-added activities must be performed in order to get the product closer to the customer (e.g., shipping) 有些無(wú)增值的活動(dòng)似乎不得不進(jìn)行以使產(chǎn)品離顧客近點(diǎn)。（比如：海運(yùn)）,KZ-OV-SHW-E_8-28-03,12,Kaizen Event Process Kaizen 活動(dòng)的步驟,Define S

9、cope and Goals決定范圍與目標(biāo),Form Training Team 組建培訓(xùn)小組,Collect Data 搜集資料,Brainstorm 集體討論,Check Results 成果檢驗(yàn),Go & Do行動(dòng),Prioritize 區(qū)分先后,2,3,4,5,7,6,After Event 事件后,1,Layout規(guī)劃,8,Review and Update Standard Operations回顧和更新標(biāo)準(zhǔn)操作,9,Review Action Plan and Re-prioritize回顧行動(dòng)計(jì)劃和重新區(qū)分先后,10,Report-out報(bào)告,11,12,KZ-OV-SHW-E

10、_8-28-03,13,Plan, Do, Check, Act計(jì)劃，執(zhí)行，檢驗(yàn)，行動(dòng),Define Scope and Goals決定范圍及目標(biāo),Form Training Team組建培訓(xùn)小組,Brainstorm 集體討論,Check Results 檢驗(yàn)成果,Go & Do行動(dòng),Prioritize 區(qū)分先后,2,4,5,7,6,After Event 事件后,1,Layout規(guī)劃,8,Review and Update Standard Operations回顧和更新標(biāo)準(zhǔn)操作,9,Review Action Plan and Re-prioritize回顧行動(dòng)計(jì)劃和重新區(qū)分先后,10

11、,Report-out報(bào)告,11,12,PLAN計(jì)劃,CHECK檢驗(yàn),DO執(zhí)行,ACT行動(dòng),KZ-OV-SHW-E_8-28-03,14,Line Balancing流水線平衡,Line balancing is an example of a common Kaizen improvement 流水線平衡是運(yùn)用Kaizen持續(xù)改善法的一個(gè)普通的例子。 It also helps to identify and prioritize improvement efforts 它也有助于確定改善的方向以及區(qū)分這些方向的先后順序。,KZ-OV-SHW-E_8-28-03,15,Takt Time a

12、nd Cycle Time 單件工時(shí)和 周期事件,Takt time is.單件工時(shí)是 Customer demand divided by the amount of available production time 由可利用的生產(chǎn)時(shí)間量所分割出來(lái)的顧客需求 Takt time can be thought of as the heart beat of the plant 單件工時(shí)可被認(rèn)為是工廠的心跳,Cycle time is周期時(shí)間是 Length of time needed to complete a given ODS or for a machine to complete

13、its cycle 一個(gè)特定的ODS 或一個(gè)機(jī)器完成一輪運(yùn)轉(zhuǎn)所需要的時(shí)間,KZ-OV-SHW-E_8-28-03,16,Takt Time Calculation單件工時(shí)的計(jì)算,How many parts per month required 每月需要多少件 How much time available 有多少可用時(shí)間 Takt time = Time available/part 單件工時(shí)=可用時(shí)間/件 Example: 1000 parts, 9600 minutes (40 hours/week X 60 minutes X 4 weeks)= 9.6 minutes per pie

14、ce 例：1000件，9600分鐘（40小時(shí)/星期X 60分鐘X 4星期）=9.6分鐘/件,KZ-OV-SHW-E_8-28-03,17,Goal: Cycle Time = Takt Time目標(biāo)：周期時(shí)間=單件工時(shí),A,B,C,D,E,F,0,10,20,30,40,Operator工人,秒,單件工時(shí) = 30 秒,總時(shí)間=155,單件工時(shí) = 30 秒,150 / 30 = 5 人,Cycle Time周期時(shí)間,(Time for Operator,to complete job工人完成工作所需時(shí)間),KZ-OV-SHW-E_8-28-03,18,Use Bar Chart to Eli

15、minate Waste利用圖表消除浪費(fèi),KZ-OV-SHW-E_8-28-03,19,Line Balance to Rebalance Workload重新平衡工作量的流水線平衡,KZ-OV-SHW-E_8-28-03,20,Kaizen Benefits Kaizen的好處,Teamwork Everyone can participate and make improvements 小組合作-每個(gè)人都參與并得到改善 Communication Improved relations 交流-改善關(guān)系 Education Improved problem solving skill 教育-增

16、強(qiáng)解決問(wèn)題的能力 Awareness Understanding of broad issues and objectives 覺(jué)悟-理解寬泛的事件和目標(biāo)。 Empowerment Increased control over job and work environment 授權(quán)-增強(qiáng)對(duì)工作和工作環(huán)境的控制力。,KZ-OV-SHW-E_8-28-03,21,Kaizen Application Kaizen的運(yùn)用,To “complete” your Kaizen Overview training, you must要完成你的Kaizen概述培訓(xùn)，你必須 Explain the Kaizen process poster 解釋Kaizen過(guò)程圖表 Identify opportunities for a small improvement in Safety/Ergonomics and at least 3 categories of waste 在安全/工作環(huán)境方面發(fā)現(xiàn)可進(jìn)行小的改善的地方，發(fā)現(xiàn)至少3處的浪費(fèi)。 Have your manager or site trainer review your homework 你的經(jīng)理或培訓(xùn)人是否檢查了你的作業(yè),KZ-OV-SHW-E_8-28-03,22,Additional Resources補(bǔ)