1、Basic Workplace Organization車間基礎(chǔ)管理車間基礎(chǔ)管理5S Methodology5S 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(hù)環(huán)境整潔，沒人亂扔垃圾Goal and Rationale 目的和原理Intuitive goodness. 良好的直覺感受 Helps establish, reinforce and discipline Standard Work 有助于導(dǎo)入，強化和規(guī)范標(biāo)準(zhǔn)化工作標(biāo)準(zhǔn)化工作Reduces Waste, Improves Safety, and Impr

2、oves Quality. 減少浪費，提高質(zhì)量和保障安全Easier Maintenance and increases value of equipment. 設(shè)備更易于維護(hù)，提高設(shè)備的使用價值Exemplifies Respect of Customers and Associates 體現(xiàn)了客戶與員工之間的相互尊重Supports a Positive Mental Attitude 保持積極的精神狀態(tài)Conveys Pride in the Workplace 讓車間洋溢著自豪的情緒Learning Objectives 學(xué)習(xí)目標(biāo)lConvey the purpose for usin

3、g the Lean tool of 5S to create a Visual workplace. 使用精益生產(chǎn)工具：5S實現(xiàn)目視化管理的車間lProvide a detailed description of the Separate, Straighten, Shine, Standardize, Sustain stages of the 5S process. 解釋5S（整理、整頓、清掃、清潔、素養(yǎng)）的真正含義lExplain the relationship between the Lean tools of 5S and Standard Work. 說明精益生產(chǎn)工具：5S和標(biāo)

4、準(zhǔn)化工作之間的關(guān)系lDescribe the process for initiating a 5S event. 開展5S活動的實施步驟lDescribe the importance and uses of Visual Management tools in the workplace. 車間目視化管理工具的使用及其重要性What is 5S? 何為5S？-A process to ensure a clean, orderly, safe and productive workplace accomplished through the creation of a self-expla

5、ining, self-regulating, and self-controlling environment that eliminates confusion and ambiguity. 5S就是通過創(chuàng)造自明自覺、自我控制的環(huán)境來消除混亂不清的情況，從而實現(xiàn)一個干凈、整潔、安全、高效的車間.Benefits of 5S 5S的益處 Safety: Reduce the number of lost time accidents, workmans compensation claims and OSHA recordables. 安全：安全：減少損失工時事件指數(shù)、員工賠償、職業(yè)安全和健

6、康管理局的不良記錄 Quality: Eliminate the possibility of using previously rejected parts or the wrong tools. Eliminate contamination and assure compliance to standard procedures. 質(zhì)量：質(zhì)量：消除使用以前報廢的零件或使用不當(dāng)工具的可能性，提高清潔度，確保執(zhí)行標(biāo)準(zhǔn)流程 Productivity: Eliminate wasted time looking for tools. Reduce cycle time, reduce equip

7、ment downtime through regular cleaning and inspection. 生產(chǎn)效率：生產(chǎn)效率：消除尋找工具浪費的時間，減少生產(chǎn)周期，通過對設(shè)備經(jīng)常的清潔、檢查而減少設(shè)備的故障時間 Benefits for personality of 5S 5S對個人的益處 What are the 5Ss? 何為5S？ (Seiri)(Seiton)(Seiso)(Seiketsu)(Shitsuke) Clearly distinguishing between what is necessary and what is unnecessary. Disposing o

8、f the unnecessary. 清楚地區(qū)分必需品和非必需品，將非必需品處理掉Organizing and locating the necessary items so that they can be used and returned easily near the point of use.將必需品有條理地定位在較近的位置以便使用和歸還Cleaning and inspection of floors, equipment, furniture, etc in all areas of the workplace.清潔和檢查車間所有區(qū)域的地面、設(shè)備、器具等等Maintaining,

9、 improving , documenting and verifying the standards of the first three Ss.持續(xù)改進(jìn)，將前3個S標(biāo)準(zhǔn)文件化并加以驗證Achieving the discipline or habit of properly maintaining the correct procedures.形成紀(jì)律或養(yǎng)成習(xí)慣來完整地維護(hù)5S的正確流程SEPARATE 整理 What is it for?這個作什么用？ Why do I have it?一定要用嗎？ How often do I use it? 多久用一次？ Does someone

10、else have the same thing? 其他人是否也有？Clearly distinguishing between what is necessary and what is unnecessary. Disposing of the unnecessary.清楚地區(qū)分需品和非必需品，將非必需品處理掉清楚地區(qū)分需品和非必需品，將非必需品處理掉 Asking why enables the sorting process. 整理時要問為什么整理時要問為什么 For example, when in the work area, for each “thing” ask: 例如，在工

11、作區(qū)，對每一樣物品都要問：例如，在工作區(qū)，對每一樣物品都要問： Why do we need it? 為什么需要這個？ Why is it used the way it is? 為什么要這樣使用它？ If we need it, Why does it not have a home? 如確實需要，為什么沒有它自己固定的位置？ Why are there no visual controls to manage it? 為什么不能做到目視化管理？ Why are there no posted standards or standard work to tell how to use it

12、and assign responsibility for it? 為什么沒有標(biāo)準(zhǔn)或標(biāo)準(zhǔn)化工作來告之如何使用它而且有人對它負(fù)責(zé)？ 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 SEPARATE through the 5 Whys用5個為什么來整理11SEPARATE 整理Cabinets 抽屜抽屜Components 部件部件Documentation 文件文件Gages 量具量具M(jìn)achines 機器機器Packaging Material 包裝材料包裝材料Parts 零件零件Prints 印刷品印刷品She

13、lves 架子架子Supplies 耗品耗品Tables 工作臺工作臺Tooling 工具工具Towels 毛巾毛巾Trash 垃圾垃圾Books 書籍書籍Business Forms 表格表格Cabinets 抽屜抽屜Catalogs 目錄目錄Correspondence 信件信件Equipment 設(shè)備設(shè)備Magazines 雜志雜志Paper 紙張紙張Parts 零件零件Records 記錄記錄Samples 樣品樣品Shelves 架子架子Supplies 耗品耗品 CATEGORIZE ITEMS: 物品分類 RARELY USED 很少使用 OCCASIONALLY USED 偶爾

14、使用 FREQUENTLY USED 經(jīng)常使用1SSEPARATE整理整理RED TAG STRATEGY紅牌策略ATTACH TO ALL UNNECESSARY ITEMS懸掛于所有非必需品DISCARD UNNECESSARY ITEMS扔掉不需要的物品DIVIDE ITEMS INTO TWO CATEGORIES將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SEPARATE 整理Factory 廠區(qū)廠區(qū)Before Applying 1st S 整理前整理前 After Applying 1st S整理后整理后SEPARATE 整理Of

15、fice 辦公區(qū)辦公區(qū)Before Applying 1st S 整理前整理前 After Applying 1st S整理后整理后SEPARATE - RED TAGGING 整理-掛紅牌 掛紅牌掛紅牌Red Tagging is a tracking process to provide visual identification of unneeded items. 對非必需品掛紅牌為了目視化的辨別和跟蹤處理Red Tagging is a safe guard to the accidental removal of costly and critical items. 掛紅牌也是為了

16、防止意外地把昂貴、重要的物品丟掉After all obvious items have been thrown away, remaining items are “red-tagged” to assure proper disposition. 在明顯的非必需品處理掉以后，剩下的物品掛上紅牌以便正確處置紅牌示例紅牌示例SEPARATE - RED TAGGING 整理-掛紅牌CELL / AREARED TAGTAG NUMBERCATEGORY1. Raw Material2. WIP3. Finish Materials4. Tools5. Supplies6. Equipment7

17、. Furniture8. Office Materials9. Books/Magazines10. Other:TAG DATETAGGED BYITEM NAMEQUANTITYREASON TAGGEDDISPOSITION REQUIRED1. Discard2. In Cells Storage3. Long Term Storage4. Reduce Inventory5. Sell / Transfer6. Other:ACTION TAKENDATECELL / AREARED TAG LOCATORTAG NUMBER Recommendations 建議Should be

18、 full size 盡可能大些Bright red to be very visible 亮紅色異常醒目Should have pre-printed sequential tag numbers 有預(yù)先印刷的序列號 STRAIGHTEN 整頓整頓Organizing and locating the necessary items so that they can be used and returned easily near the point of use.將必需品重新組織、定位在較近的位置以便使用和歸還將必需品重新組織、定位在較近的位置以便使用和歸還 First decide wh

19、ere all items should be so that the organization is easy to use and understand. 首先確定物品的位置以便易于使用和理解其條理性 Choose proper storage methods that minimize inventory and promote visual management. 用合適的存儲方法來減少存貨量和提升目視化管理 Visually indicate locations so items is use can be returned and missing items are easily

20、identified. 所謂目視化指出了物品應(yīng)該返還的位置, 缺少的物品容易被發(fā)現(xiàn) Make sign boards that clearly explain inventory, equipment, and other items so anyone can understand the workplace. 制作標(biāo)識板來說明存貨量、設(shè)備、其它物品, 讓任何人都明了IDENTIFICATION LINES明確生產(chǎn)線DETERMINE LOCATION FOR NEEDED ITEMS:必需品定位VISUAL LOCATIONS目視化區(qū)域POINT OF USE STORAGE標(biāo)明用量2SS

21、TRAIGHTEN整頓整頓LATHE FIXTURES車夾具After Applying 2nd S 整頓后整頓后 Before Applying 2nd S 整頓前整頓前STRAIGHTEN 整頓STRAIGHTEN 整頓 標(biāo)識板標(biāo)識板STRAIGHTEN 整頓STANDARD COLOR CODE 顏色代碼標(biāo)準(zhǔn)化Identify critical items, parts, and areas within factories with common colors which provides for a common understanding for any associate or

22、visitor. 使用普通的顏色來標(biāo)識工廠內(nèi)的重要物品、零件、區(qū)域，讓所有員工或參觀者均能理解 Aisle 過道過道Reference Table 參考色標(biāo)參考色標(biāo)Trash Can 垃圾桶垃圾桶Scrap/Rework 報廢報廢/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危險品危險品Movable Fixtures可移動夾具可移動夾具Kaizen Instances 2S Example 整頓實例 After 后 Before 前Pictu

23、re / Scanned SketchSHINE 清掃清潔車間所有區(qū)域的地面、設(shè)備、器具等等清潔車間所有區(qū)域的地面、設(shè)備、器具等等 Establish a Clean Workplace. 讓車間變的干凈讓車間變的干凈 Clean up the Area. 將所有區(qū)域打掃干凈將所有區(qū)域打掃干凈 Sweep & Wash Floors 清掃清掃 & 拖凈地面拖凈地面 Clean in, under, and around Equipment and Furniture 把設(shè)備和器具里里外外清潔干凈把設(shè)備和器具里里外外清潔干凈 Eliminate all Trash from Wo

24、rkplace 倒掉車間所有垃圾倒掉車間所有垃圾 Keep in mind: How do things get dirty? - Fix the root cause of the dirt. 記住：為何這樣臟？記住：為何這樣臟？ 要解決物品變臟的根本原因要解決物品變臟的根本原因Cleaning and inspection of floors, equipment, furniture, etc in all areas of the workplace.清潔和檢查車間所有區(qū)域的地面、設(shè)備、器具等等清潔和檢查車間所有區(qū)域的地面、設(shè)備、器具等等BUILDS PRIDE INTHE WORKP

25、LACE讓車間充滿自豪ELIMINATE DIRT去除污垢去除污垢BUILD VALUE IN EQUIPMENT提高設(shè)備價值CLEANING AS A FORM OF INSPECTION清潔的過程就是檢查的過程3SSHINE清掃清掃CLEAN清潔SWEEP清掃Before 5S event 清掃前After 5S event 清掃后Kaizen Instances 清掃改善實例清掃改善實例 After 后 Before 前Drain was poorly positioned, allowing spills排水位置不當(dāng)，可以溢出Repositioned overflow drain sp

26、out to operate and allow proper draining into the tank重新放置溢出排水口，允許適量排水至水槽Picture / Scanned SketchPicture / Scanned SketchSTANDARDIZE 清潔 Eliminate excess storage areas and flat surfaces 去除過多的存儲面積和地面 Make changes to equipment that make it easy and quick to clean and eliminate dirt and leaks at their s

27、ource 使設(shè)備易于更快地清潔，從源頭去除污垢和漏油 Use check list to establish daily cleaning and organization activities 使用檢查表確定每天的清潔和組織活動 Institute Patrols to monitor progress 設(shè)立5S巡查來監(jiān)視5S的進(jìn)展Maintaining, Improving and Documenting the Standards of the First Three Ss持續(xù)改進(jìn)，將前持續(xù)改進(jìn)，將前3 3個個S S標(biāo)準(zhǔn)文件化標(biāo)準(zhǔn)文件化4SSTANDARDIZE清潔清潔PREVENTI

28、VE預(yù)防性的預(yù)防性的ASSIGN “3S” RESPONSIBILITIES指派指派3S負(fù)責(zé)人負(fù)責(zé)人 SORTING 整理 SIMPLIFYING 整頓 SWEEPING 清掃5 WHYS5個為什么個為什么CHECK ON “3S”MAINTENANCE檢查檢查“3S”保持情況保持情況INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES整合整合“3S”為有序的工作為有序的工作Standardize Maintaining, improving, and documenting the standards of the first three Ss. 清潔

29、清潔持續(xù)改進(jìn)，將前3個S標(biāo)準(zhǔn)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持續(xù)改善的過程 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 建立系統(tǒng)來保持物品的整潔及條理性 The 4th

30、S relies on written agreements, visual controls and standard routines established by the group. To improve, we move from detection to prevention. 4S需要組織形成書面規(guī)定、目視化控制和標(biāo)準(zhǔn)程序，我們要從發(fā)現(xiàn)問題提升到去預(yù)防問題的發(fā)生STANDARDIZE 清潔清潔405S Checklist Example 5S檢查表檢查表5S Evaluation & Scoring Criteria Sample5S 評估 & 打分標(biāo)準(zhǔn)SUSTA

31、IN 素養(yǎng)形成紀(jì)律或養(yǎng)成習(xí)慣來維持5S的全部正確流程 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個S，我們要不斷地實踐，直到將我們要做的事情深入人心，而且我們都清楚為什么要這么做 Practice reinforces correct habits. We must be strict about how things are done - even the little things. 實踐鞏固正確的習(xí)慣，

32、我們做事必須嚴(yán)格哪怕是件小事 Follow posted checklists and other visual controls established under the 4th S. 執(zhí)行由4S建立的檢查表和其他目視化控制MANAGERS COMMITTEDTO “5S”管理者盡職盡責(zé)PROPER TRAINING合適的培訓(xùn)“BUY-IN” FROMALL WORKERS全員參與CORRECT PROCEDURESBECOME A HABIT糾正程序，養(yǎng)成習(xí)慣5SSUSTAIN素養(yǎng)素養(yǎng)實施5S的阻力n 整理、整頓為什么很重要？n 為什么要清掃，它馬上就又會臟的？n 整理整頓又不能生產(chǎn)出更

33、多的產(chǎn)品？n 我們已經(jīng)實施整理、整頓了，還要這么麻煩？n 我們在很多年前就已經(jīng)實施5S了，不就如此嗎？n 我們太忙了，哪有時間實施5S？5S IMPLEMENTATION 實施5S Sort between what is necessary and what is unnecessary and dispose of the unnecessary. 區(qū)分必需品和非必需品，將非必需品處理掉Organizing the necessary items so that they can be used, returned, and identified easily.將必需品整理地有條理，以便使

34、用、歸還及易于辨認(rèn)Clean and inspect floors, equipment, and furniture in all areas of the workplace. Correct the root causes of the messes. 清潔和檢查車間所有區(qū)域的地面、設(shè)備、器具，糾正臟亂的根本原因Establish processes to maintain, improve, and measure the level of the first three Ss.建立流程以持續(xù)改進(jìn)和衡量前3個S的水平Achieve the discipline or habit of

35、properly maintaining and expanding the process.形成紀(jì)律或養(yǎng)成習(xí)慣來完整地維護(hù)和擴展5S工作The 5Ss and Visual Controls 5S與目視化控制與目視化控制5S需要需要,也能夠建立一個清晰的目視化工作區(qū)也能夠建立一個清晰的目視化工作區(qū)A visual workplace is when anyone can walk in and visually understand the current situation. 所謂目視化就是，當(dāng)任何人走進(jìn)車間，可以直觀地了解目前狀態(tài)：所謂目視化就是，當(dāng)任何人走進(jìn)車間，可以直觀地了解目前狀態(tài)

36、：我們使用目視化控制方法，建立目視化車間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!All businesses have problems!問題無處不在問題無處不在! !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 s

37、uccessful businesses distinguish 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!Making problems visible is not enough!光發(fā)現(xiàn)問題是不夠的光發(fā)現(xiàn)問題是不夠的If we do not take act

38、ion on these problems, we will be wasting our time and all involved will 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(jìn)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).

39、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 factorys 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LOWDIRTYGLOVESHARD HATAREA FIREEXSTINGUISH

40、ERSLEDGEHAMMERPRODUCTION RESULTSQUALITY RESULTS SCHEDULE SOPs CLEANGLOVES13 7TODAYSRUNWARNINGHOT STEEL60 0TODAYSGOAL STATION 3OPERATORComment on the Value of the Visual Management Used Below評論如下的目視化管理評論如下的目視化管理Visual Management Tools目視化管理工具Examples of Visuals : Examples of Visuals : 目視化示例目視化示例Red Ta

41、g Strategy (5S Program) 掛紅牌Sign-boarding 布告板Line Demarcations 生產(chǎn)線的劃分Floors & Aisles 地面 & 過道Stack Height Limits 堆疊高度限制Andon Lamps 安燈/指示燈 Kanban 看板Production Management Boards 生產(chǎn)管理板Standard Work Charts 標(biāo)準(zhǔn)化工作圖表Defective Item Displays 不良品展示ANDON LIGHTS - Lights installed on equipment, lines or c

42、ells to indicate the status of production.指示燈指示燈- 安裝在設(shè)備,生產(chǎn)線,生產(chǎn)細(xì)胞顯示生產(chǎn)狀態(tài)Possible Uses: Red- means maintenance is needed immediately.Yellow- means the team running out of parts soon.Green- means the team is running parts as normal.紅色 - 需要立即維修黃色 - 零件即將耗盡綠色 生產(chǎn)正常Teams will specify the meaning of the light

43、s based on an areas needs. 基于不同場合的需要,團(tuán)隊可以指定指示燈的含義Visual Management Tools目視化管理工具M(jìn)achine abnormality 設(shè)備異常Indicates the machine has detected an abnormality 顯示設(shè)備檢測出異常Defect, overproduction, etc 缺陷,過載等This is Jidoka implementation 這是防呆措施Automatically triggered 自動觸發(fā)Either on or off 即開即關(guān)Types of Andons 安燈的

44、類型安燈的類型Material re-supply 補料Indicates that parts re-supply is needed 顯示需要補料May be triggered manually by operator or automatically by sensor in parts bin 通過料箱里傳感器手動或自動觸發(fā)Either on or off 即開即關(guān)Visual Management Tools目視化管理工具Types of Andons 安燈的類型安燈的類型Operator status 操作工的狀態(tài)Indicates operators status with r

45、espect to TAKT time 顯示操作工符合生產(chǎn)節(jié)拍時間Manually triggered 手動觸發(fā)Use color codes: 顏色含義Green, ok; 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 量具和指示器量具和指示器Abnormal situation should be understood at a glance.No need for interpreta

46、tion. 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FULL010203040010203040Not This ThisNot This ThisVisual Management Tools目視化管理工具KEY PERFORMANCE INDICATOR BOARD 關(guān)鍵績效顯示看板關(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 boards are used to track and highlight countermeasures.看板顯示了團(tuán)隊關(guān)