1、Basic Workplace Organization車間基礎(chǔ)管理,Visual Management Methodology 目視化方法,How about your enterprise什么樣的企業(yè),垃圾到處都是，沒有人撿起來,別人扔的垃圾由專人撿,每個人自覺維護環(huán)境整潔，沒人亂扔垃圾,三流企業(yè),二流企業(yè),The 5Ss and Visual Controls 5S與目視化控制,The 5Ss need and create a clear Visual Work Place. 5S需要,也能夠建立一個清晰的目視化工作區(qū) A visual workplace is when anyone

2、 can walk in and visually understand the current situation. 所謂目視化就是，當(dāng)任何人走進車間，可以直觀地了解目前狀態(tài)： That is, visually understand the: work place organization, 車間組織 the work process, 工作流程 when there is an abnormality, and 是否出現(xiàn)異常 if they are ahead, behind or on schedule 計劃提前,延誤,或按期 We create the visual workplac

3、e with visual controls 我們使用目視化控制方法，建立目視化車間,Visual Management in Our World目視化管理無處不在,Visual controls are all around us. 我們身邊的目視化控制方法,All businesses have problems!問題無處不在! The good businesses keep pace with their problems and solve the root causes. 良好的系統(tǒng)會追蹤問題并解決根本原因. These successful businesses distingu

4、ish between the normal vs. abnormal and make waste obvious to all using visual management techniques. 成功的系統(tǒng)能夠區(qū)分正常和異常，使用目視化管理方法讓浪費暴露無遺,Visual Management 目視化管理,Making problems visible is not enough! 光發(fā)現(xiàn)問題是不夠的 If we do not take action on these problems, we will be wasting our time and all involved will

5、 lose interest and the improvement will not sustain. 如果我們不去處理掉這些問題，那是在浪費時間，大家會失去興趣，改進的成果難以維持,Visual Management 目視化管理,Benefits of Visual Management目視化管理的益處,Visual Management ties into the 5S strategy (4th “S” seiton, or standardize).目視化管理與5S之清潔策略既矛盾又統(tǒng)一 Visual Management begins with making the factory

6、s abnormalities and waste clear to everyone. 目視化管理從暴露工廠的異常和浪費開始，讓每個人都清楚 We must move from having only specialists understand to an environment where everyone understands! 我們必須從只有少數(shù)人理解上升到所有人都理解,Comment on the Value of the Visual Management Used Below評論如下的目視化管理,Visual Management Tools目視化管理工具,Examples

7、of Visuals : 目視化示例 Red Tag Strategy (5S Program) 掛紅牌 Sign-boarding 布告板 Line Demarcations 生產(chǎn)線的劃分 Floors 綠色, ok; Yellow, need assistance; 黃色, 需要幫助; Red missed TAKT time 紅色, 趕不上生產(chǎn)節(jié)拍,Visual Management Tools目視化管理工具,GAGES and INDICATORS 量具和指示器 Abnormal situation should be understood at a glance. No need f

8、or interpretation. Consider mounting gages so that normal conditions are in the same orientation. 只要掃一眼就能發(fā)現(xiàn)異常,無須解釋. 安裝量表要考慮正常狀態(tài)的在同一方向,Visual Management Tools目視化管理工具,KEY PERFORMANCE INDICATOR BOARD 關(guān)鍵績效顯示看板 Team board that highlights the progress of a team in meeting key goals for S,Q,D,C. These boar

9、ds are used to track and highlight countermeasures. 看板顯示了團隊關(guān)于安全、質(zhì)量、交貨、成本關(guān)鍵指標(biāo)的完成情況. 看板用來追蹤和強調(diào)糾正預(yù)防措施,Visual Management Tools目視化管理工具,TEAM INVOLVEMENT BOARD 團隊看板 A board that the team uses to display their ACHIEVEMENTS and describe their team through their team name, pictures, awards, etc. 看板顯示團隊曾經(jīng)取得的成就

10、，描述團隊成員的名字，照片，獎勵等,TEAM INVOLVEMENT,Visual Management Tools目視化管理工具,Kaizen 改善,Kaizen Ki-zen a continuous improvement mindset. Everything that we do today can be improved. There is no such thing as a perfect process. Kaizen has no end. 持續(xù)改善，我們今天的任何事情都可以改善，沒有完美的流程，改善無止境,Leave titles at the door one pers

11、on, one voice, no position or rank. Ten persons ideas are better than one persons. 三個臭皮匠頂個諸葛亮 Keep an open mind 虛心 Think of how the new method will work not why it wont. 多考慮新方法如何工作，而不是拒絕 Dont accept excuses. 不接受借口 Dont let the pursuit of perfection get in the way of making things better. 不要追求完美以至阻礙改

12、善 Involve associates from Kaizen area. Keep them involved throughout process. 讓員工參與改善的全過程 Think creativity before capital. If you have to spend money on improvements, simulate it first. 投資前要考慮回報，如果花錢做改善，先模擬一下 Ask “why” five times. Then ask any and all other questions there are no dumb questions. 問5次為什么，問任何其它問題 沒有愚蠢的問題 Be hard on problems, Not on people. 對事不對人 Build mutual respect. 互相尊重 Stay positive, never give up. 積極，從不放棄 Sustain the gains. 維持成果 Improvements know no limits. Just do it! 改善無極限，去做！,Kaizen Event Rules 改善事件的規(guī)則,TIME 時間,IMPROVEMENT 提高,K,K,K,K,K,K,K,K,K,S,S,S,S,Standardization a