Lean basic training 精益基础知识培训

2Agenda 议议程程IntroductiontoLean精益介绍1.BasicLeanmethod&tools基本精益方法及工具2.KeysuccessfactorsofleanImplementation实施精益的关键成功因素3.05.05.202423Agenda 议议程程Introduction to Lean 精益介精益介绍1.TheoriginofLean精益起源1.1ImportantLiteratureofLean重要文献1.3Sevenwastes七大浪费1.4Valueadded,direct/indirectwaste增值，直接/非直接浪费1.5ToyotaProductionSystem丰田生产系统1.205.05.202434Lion and Gazelle 狮子与羚羊子与羚羊EverymorninginAfrica,agazellewakesupitknowsitmustrunfasterthanthefastestlionoritwillbekilled.非洲的早晨，羚羊醒来的时候，它知道它必须跑得比最快的狮子还要快，否则就会被吃掉。Everymorningalionwakesupitknowsitmustoutruntheslowestgazelleoritwillstarvetodeath.每天早晨狮子醒来的时候，它知道它必须跑得比最慢的羚羊快，否则就会饿死。05.05.202445The Essence of Survival生存的本生存的本质Itdoesntmatterwhetheryouareagazelleoralion,whenthesuncomesup,youdbetterberunning不管你是狮子还是羚羊，太阳升起的时候你都要跑起来Lion and Gazelle 狮子与羚羊子与羚羊05.05.202456Agenda 议议程程IntroductiontoLean精益介绍1.The origin of Lean精益精益起源起源1.1ImportantLiteratureofLean重要文献1.3Sevenwaste七大浪费1.4Valueadded,direct/indirectwaste增值，直接/非直接浪费1.5ToyotaProductionSystem丰田生产系统1.205.05.202467The origin of Lean 精益起源精益起源11880Industrial Revolution工业革命21910FORD Production System福特生产方式31970TOYOTA Production System丰田生丰田生产方式方式41980Lean Production精益生精益生产5200XSuper Lean Production!超级精益生产1920GM Mass Production通用大规模生产In1920s,AlfredSloanstartedthemassproductionsysteminGMAuto.Therefore,massproductionsystemspreadworldwide.20世纪20年代，通用汽车第八任总裁阿尔费雷德P斯隆开始了大规模生产，此后全球广泛推广。From1930sto1970s,KiichiroToyoda,EijiToyota,TaiichiOhno,inventedtheToyotaProductionSystem.20世纪30-70年代，丰田汽车的丰田喜一郎，丰田英二，大野耐一，发明了丰田生产系统。In1973,Toyotaisthefirstvehiclemanufacturerrecoveredfromoilcrisis,whichattractedtheattentionofUSandEurope.1973年世界石油危机,丰田公司是第一个恢复过来的汽车制造商,引起欧美国家注意.After4yearsstudyfrom1986to1989,JamesWomack,DanielJoneswroteTheMachinethatChangedtheWorld,Leanproductionfirstcametotheworld.经过四年的研究，詹姆斯沃麦克，丹尼尔琼斯写出改变世界的机器，“精益生产”一词首次问世。In1914,HenryFordsetuptheassembly-lineproductsystem.1914年，亨利福特建立第一条汽车生产线。05.05.202478Agenda 议议程程IntroductiontoLean精益介绍1.TheoriginofLean精益起源1.1ImportantLiteratureofLean重要文献1.3Sevenwaste七大浪费1.4Valueadded,direct/indirectwaste增值，直接/非直接浪费1.5Toyota Production System 丰田生丰田生产系系统1.205.05.202489Toyota and TPS 丰田汽丰田汽车与丰田生与丰田生产系系统大野耐一(TaiichiOhno1912-1990)，著名的丰田生产方式创始人，被日本人称为：“日本复活之父”、“生产管理的教父”、“穿着工装的圣贤”SakiichiToyoda丰田佑吉KiichiroToyoda丰田喜一郎EijiToyota丰田英二TaiichiOhno大野耐一05.05.2024910Toyota Production System丰田生产系统丰田生产系统Right Time,Right Quantity,Defined Quality正确的时间正确的时间正确的数量正确的数量确定的质量确定的质量Product Design and Manufacture with Build-in Quality产品设计及制产品设计及制造高品质造高品质Standardization&Continuous Improvement标准化及持续改善标准化及持续改善 Jidoka自働化自働化JIT准时供货准时供货High Quality,Low Cost,Shortest Lead Time高质量，低成本，短交货期高质量，低成本，短交货期Toyota Production System丰田生丰田生产系系统（丰田屋）（丰田屋）05.05.202410111970ToyotapromotesTPSduetocostcontrollingrequirements丰田由于成本控制要求促成了丰田生产系统2004ToyotaachievestheoperatingprofitequaltoGMandDaimlerChrysler丰田的营业利润是通用汽车和戴姆勒克莱斯勒汽车的总和2007Toyotabecomesbiggestautomotivemanufacturerworldwide丰田成为世界最大的汽车制造商Toyota Production System丰田生丰田生产系系统05.05.20241112LeanMethodsandToolsareeasyto“copyandpaste”学习方法工具非常简单Everyyear,thousandsofmanagersgotoToyotaforplanttoursandlearningTPSmanagementinordertofindtheirownmanagementway每年都有成千上万的经理人参观丰田,学习丰田管理,以找出自己的管理之路HOWEVER,whyaretheynotabletoachievethesuccessofToyota?但是，为什么他们无法取得丰田的成就？Invisiblemethodsandtools(DNA)cantbecopied但是丰田的DNA难以复制Hancho System-challengeandfosterpeoplePreciseanddetailedstandardizationofproductionprocessesProblemidentificationviacontinuousverificationofstandardsProblemsolvingviastandardizedlearningroutinesToyota Production System丰田生丰田生产系系统05.05.20241213Agenda 议议程程IntroductiontoLean精益介绍1.TheoriginofLean精益起源1.1Important Literature of Lean重要文献重要文献1.3Sevenwaste七大浪费1.4Valueadded,direct/indirectwaste增值，直接/非直接浪费1.5ToyotaProductionSystem丰田生产系统1.205.05.20241314Important Literature about Lean Thinking 有关精益思想的重要文献有关精益思想的重要文献“Workplacemanagement”byTaiichiOhno现场管理，大野耐一“Toyotaproductionsystem”byTaiichiOhno丰田生产方式，大野耐一“TheMachinethatChangedtheWorld”(1990)byJamesWomack,DanielJonesandDanielRoss改变世界的机器，1990，詹姆斯沃麦克，丹尼尔琼斯和丹尼尔罗斯“LeanThinking”(1996)byJamesWomackandDanielJones精益思想，1996，詹姆斯沃麦克，丹尼尔琼斯“LeanSolution”(2005)byJamesWomackandDanielJones精益解决方案，2005，詹姆斯沃麦克，丹尼尔琼斯05.05.20241415Agenda 议议程程IntroductiontoLean精益介绍1.TheoriginofLean精益起源1.1ImportantLiteratureofLean重要文献1.3Seven waste七大浪七大浪费1.4Valueadded,direct/indirectwaste增值，直接/非直接浪费1.5ToyotaProductionSystem丰田生产系统1.205.05.20241516Basics of Lean Management:Definition 精益定精益定义Generallyspeaking,Leanisthemethodologytocreatemorevalueforyourcustomerswithfewerresources.通常来说，精益指用最少的资源给顾客创造最大价值的方法论。ALeanorganizationunderstandscustomervalueandfocusesitskeyprocessestocontinuouslyincreaseit.精益组织了解客户价值，关注关键流程，并持续优化。Theultimategoalistoprovideperfectvaluetothecustomerthroughaperfectvaluecreationprocessthathaszerowaste.最终目标是通过完美零浪费的增值流程给客户提供完美的价值。Maximize customer value while minimizing waste 顾客价客价值最大化的同最大化的同时，浪，浪费最小化最小化Eliminationofwaste!消除浪费!05.05.20241617Defects缺陷缺陷Inventory库存存Transportation运运输Waiting等待等待Motion动作作Processing流程流程7 Types of Waste 七大浪七大浪费（MUDA）Overproduction过量生量生产05.05.20241718Waste of Overproduction 过量生产过量生产Problems问题:Unnecessaryworkisdone不必要的工作waitingtime等待时间stockandadditionalspacerequired库存及额外空间additionaltransports额外搬运dangerofconfusion混淆的风险dangerofdustanddefects灰尘及缺陷的风险Solutions措施:Keeplotsize保持批量Avoidinterruptionoforders避免订单干扰Usedetailedresourceplanning使用详细的资源计划Effectiveproduction有效生产Nostockpiling“没有存储Spaceforover-productionmustbeconstricted限制过量生产产品的空间Just produce those parts which will be needed;in the right time and the right quantity.在需要的在需要的时候，正确的候，正确的时间，生，生产出数量正确的出数量正确的产品。品。05.05.20241819Waste of Waiting 等待等待Find and discuss ways to reduce waiting time.讨论找出减少等待找出减少等待时间的方法的方法Problems:问题Waitingformanufactureditems等待加工物品Waitingduetounavailableordefectparts因零件没有或缺陷导致等待Waitingduetoprocesstimesofthemachines因设备工艺时间导致等待Waitingduetoofunleveledworkcontentsattheassemblyline因装配工位之间工作内容不均衡导致等待Solutions:措施Justprovidegoodqualitypartstothenextprocess给下道工序提供合格产品ExecuteMaterialpostingsinrealtime物料适时供应Accuratemaintenanceofequipment设备正确维护Equallydivideworkcontentsatassemblyline装配工位之间工作等分Follow-upandcontinuouslyimproveabnormalitiesandprocessdisturbances持续改善异常及工序干扰05.05.20241920Waste of Motion 多余动作多余动作Problems:问题Material/toolsaretoofaraway物料/工具距离太远Badlyorganizedsequencesofworksteps工作步骤顺序差Badarrangementsoftheworkplaceorganization(layout)工位组织安排差（布局）Unnecessaryphysicalconstrain不必要的身体限制Solutions:措施Improveworkstepsequences改善工序顺序Sortedmaterialnexttoworkplace工作区整理好物料Analyzeworkplacesunderergonomicallyaspects从人机工程角度分析工作区域Applyhelpingtechnologies(liftingtable,etc.)增加辅助装置（升降台等）Improveworkplacelayout(5S)改善工作区布局（5S）05.05.20242021Waste of Processing 过程不当过程不当Improve work instructions and layout to bring parts and tools as near as possible to the workplace.改善工作指改善工作指导书及布局，使零件和工具尽可能及布局，使零件和工具尽可能靠近工作区域靠近工作区域Problems:问题Notoptimizedmanufacturingmethods没有优化的制造方法Equipmentsnotoptimallyused设备没有使用良好additionalconsumptionofmaterials额外物料消耗assignmentoftoomuchstaff分配太多的工作人员increasedwaste浪费增加Solutions:措施Keepthedefinedmachinesetup指定设备保持调整设定值Carfulexposuretopower谨慎接触电源Managescrapcarefullyandrecycleimmediately(e.g.granulate)妥善处理废品，并立即重新利用Dontuseunsuitabletools不要使用不合适的工具Dontaccepttemporarysolutionsasfinalsolutions不要把临时措施当成最终方案05.05.20242122Waste of Inventory 库存浪费库存浪费Stocks are the root of all evil!库存是万存是万恶之源之源Problems:问题Requiresmorespace需要更多空间Unnecessaryworklike产生不必要的工作Sorting整理Transports运输inventorymanagement库存管理Cleaning清洁Extrastaffisneeded需要更多的员工Riskofdamage存在损坏的风险Solutions:措施Demand-oriented,suitablecontainer以需求为导向，采用合适的物料箱Directtransferafterproduction生产后立即传递Productionorderacc.tocurrentrequirements根据当前需求制定生产订单Alwaysprovidenecessarymaterial提供必需的物料05.05.20242223Waste of Material Movement/Conveyance物料搬运物料搬运An optimized logistic concept results in reduced material handling.优化的物流概念会减少物料搬运化的物流概念会减少物料搬运Problems:问题Staffandtransportationvehicles/toolsarenecessary需要必要的员工/运输车辆/工具Deliveryofmaterialto(internal)customernotintime供货不及时Increasedriskofaccidentbytheuseoftransportationvehicles/tools使用运输车辆/工具可能增加事故风险Floorspacerequiredfordriveways需要运输空间Solutions:措施Changesequenceofworksteps改变工作顺序Minimizethedistancebetweenprocesses减少工序之间距离Guaranteeoptimalmaterialflow保证最优物料流Deliverpartsdirectlytopointofconsumption零件直接运到消耗位置Avoidemptytransportationcircles避免空运输05.05.20242324Waste of Inspection/Correction/Rework 检验检验/校正校正/返工返工Use systematic problem solving process to reduce rework/scrap使用系使用系统的的问题解决流程减少返工解决流程减少返工/报废Problems:问题Reworkandscrap返工和报废Additionaltransports额外运输Additionalcontrolsandplacesforreworkingprocess返工工序需要额外控制和区域Disposalofscrap报废品处理Wastingmachinecapacity浪费机器产能Insufficienttrainingforemployees员工培训不足Solutions:措施Fastfeedbackaboutfailures错误及时反馈Identifytherootcauseandresolveit确定根本原因并解决Rightqualityfromthefirsttime做好第一次Controllablemanufacturingmethod可控的制造方法Initiateproblemsolvingprocessesandlessonlearnedsessions启动问题解决流程，以及经验教训学习05.05.202424251.Wasteisanythingotherthantheminimumamountofequipment,materials,technology,space,andworkerstimethatareessentialtoaddvaluetotheproduct,service,orinformationrequiredbythecustomer.为提供客户所需产品,服务或信息增值,需要必要的最小数量的设备,材料,技术,空间,以及工人工作时间,超出部分即为浪费.2.Wasteisasymptom,NOTacause.浪费是现象,而不是原因.3.Wastepointstounderlyingproblemswithinthesystem(atboththeprocessandvaluestreamlevels).浪费指出系统内根本问题（在流程及价值流层面）4.Weneedtofindandaddresstheunderlyingproblems(rootcausesofwaste)toimprovetheperformanceoftheoverallsystem。我们要找到并解决根本问题（浪费的根源），以提高整个系统能力。Always Remember about Waste 时刻关注浪刻关注浪费05.05.20242526Agenda 议议程程IntroductiontoLean精益介绍1.TheoriginofLean精益起源1.1ImportantLiteratureofLean重要文献1.3Sevenwastes七大浪费1.4Value added,direct/indirect waste增增值，直接，直接/非直接浪非直接浪费1.5ToyotaProductionSystem丰田生产系统1.205.05.202426277 Types of Waste:Value Adding Model 七大浪七大浪费:增增值模型模型Processrelatedworkconsistofthreedifferenttypes流程相关工作由三类组成:1.ValueAddingWork增值工作2.IndirectWaste非直接浪费3.DirectWaste直接浪费IndirectWaste非直接浪费DirectWaste直接浪费ValueAddingWork增值工作05.05.20242728Definition定定义:Astepforwhichthecustomeriswillingtopayandataskwhichherebyaddsvaluetotheproduct.客户愿意支付的，产品增值的活动。Examples例如例如:Manufacturingacc.tospecs根据规范加工制造Assembly装配Printing油漆Value Adding Work 增增值工作工作DirectWaste直接浪费ValueAddingWork增值工作IndirectWaste非直接浪费Value adding tasks are usually only a small part of the work process.增增值工作工作仅占很小一部分占很小一部分.05.05.20242829Definition定定义:Stepswithintheworkingprocessthatdonotaddvaluetotheproduct,butmustbecarriedoutinordertoaccomplishthevalueaddingtasks.工作流程中并未对产品增值，但是为了完成增值工作必须要做。Examples例如例如:Transportofmaterial物料运输Changingoftools/products更换工具产品Unnecessaryqualitychecks不必要的质量检查Indirect Waste 非直接浪非直接浪费DirectWaste直接浪费ValueAddingWork增值工作IndirectWaste非直接浪费Indirect Waste is not visible at first glance.Thus,we have to search for it.However,our customer does not pay for it.非直接浪非直接浪费并非一眼可并非一眼可见，所以我，所以我们要要寻找它。但是找它。但是对于于这部分活部分活动，我，我们的客的客户并不付并不付费。05.05.20242930Definition定定义:Stepswithintheworkingprocessthatclearlydonotaddvaluetotheproduct.工作流程中明显未对产品增值的活动.Examples例如例如:Processscrap报废Sortingandreworkofproducts产品整理及返工Longwalkingdistances远距离行走Searchingfortools寻找工具Unnecessarymaterialmovements不必要的物料移动Unplanned/unscheduleddowntime计划外停机Direct Waste直接浪直接浪费DirectWaste直接浪费ValueAddingWork增值活动IndirectWaste非直接浪费Direct Waste is clearly visible and our customer does not pay for it.直接浪直接浪费清晰可清晰可见,客客户对这部分活部分活动不付不付费.05.05.20243031Value Adding Work/Direct Waste/Indirect Waste 增增值活活动/非直接浪非直接浪费/直接浪直接浪费非直接浪费（半增值工作）直接浪费（非增值工作）增值活动05.05.20243132Thetargetistoeliminatedirect(obvious)wasteandreduceindirect(hidden)waste.Thus,wecanincreasethepercentageoftimededicatedtovalueaddingtasks(PCE),productivityandefficiency.目标是消除直接浪费(显性)和减少非直接浪费(隐性).这样可以提高增值活动比例,生产率及效率.Before optimization优化前化前After optimization优化后化后Target:zero direct(obvious)waste.目目标:零直接浪零直接浪费Waste Detection and Reduction浪浪费的的发现及减少及减少DirectWaste直接浪费ValueAddingWork增值工作IndirectWaste间接浪费DirectWaste直接浪费ValueAddingWork增值工作IndirectWaste间接浪费05.05.20243233Agenda 议议程程IntroductiontoLean精益介绍1.Basic Lean method&tools 基本基本精益方法及工具精益方法及工具2.KeySuccessFactorsofLeanImplementation实施精益的关键成功因素3.05.05.20243334Agenda 议议程程BasicLeanmethod&tools基本精益方法及工具2.5S2.1Visualmanagement目视化管理2.3TPM全员生产性维护2.5SMED快速换型2.6JIDOKA自働化2.7ShopFloorManagement现场管理2.4Redtag红牌2.2Standardizework标准化作业2.8PUSHvsPULL推动拉动式生产2.9VSM/VSD价值流程图2.1005.05.202434355S:What is 5S?什么是什么是5S？SeiriSeisoSeitonSeiketsuShitzukeJapanUSASortierenSichtbareOrdnungSauberhaltenStandardisierenStandardseinhaltenundverbessernGermanySortSetinOrderShineStandardizeSustainThe 5S program was developed in Japan to eliminate waste and maximize human contributions in order to continuously improve.5S起源于日本。目的是减少浪起源于日本。目的是减少浪费，最大限度，最大限度发挥员工工贡献，献，以持以持续改改进 05-Mai-2435WuhuContinentalAG整理整顿清扫清洁(标准化)素养(保持)365S:Why 5S?为什么要做什么要做5S？Comfortontheworkplaceforallemployees提高员工工作区域舒适度Opportunitytotakepartindesignandoptimizationofworkplaceandprocessforallemployees给员工提供机会，以参与工作场所及流程的设计/优化Stimulateanergonomicworkplacedesignincl.asystemtosustainimprovements模拟工作场所人机工程设计，包括持续改进的体系Protectionofenvironmentandworksafety.保护环境，工作更安全Clearlyvisibledeviations偏差清晰可见Reductionofreactiontimetodeviations(inquality,quantity,worksafety)减少对偏差的反应时间（质量，数量，工作安全）All employees in the company!所有所有员工都要参与！工都要参与！05-Mai-2436WuhuContinentalAG375S:Why 5S?为什么要做什么要做5S？Thingsarepositionedinadefinedandoptimizedplace物品放置在指定最佳区域Betterspaceutilization空间利用更好Shorterpreparationtime减少准备时间Fasterandshorterroutes更快，路径更短Avoidanceofwaste避免浪费Positiveimpactoncostsandquality对成本和质量有积极影响Easierformaterialflowandutilization物料流及利用更加方便Safer,moreergonomicandcleanerworkplace(reducedaccidents)更加安全，更加符合人体工效学，工作场所更清洁（减少事故）Clearanddefinedresponsibilities职责明确定义Increasedidentificationwiththeworkplace工作场所标识增加Fasterintegrationofnewemployees新员工更快融入05-Mai-2437WuhuContinentalAG385S:1.Sort 整理整理Sorting means整理含整理含义:Separatingnecessaryfromunnecessaryitemsintheworkplace.工作场所区分必要与不必要的物品Removingnonessentialandunuseditems.不必要和不使用的物品移走Sorting prevents通通过整理可以避免整理可以避免:Theoccupationofplaces,shelves,andcabinetswithunnecessaryitems.空间位置/架子/柜子被无用的物品占用Thehandlingandtransportationcausedbyunnecessaryandadditionalstorage.不必要的物品搬运/运输Theassemblyproblemscausedbywrongordefectivematerials.错误及缺陷物料带来问题Unnecessarywalking.不必要的走动05-Mai-2438WuhuContinentalAG395S:2.Set in Order 整整顿Setting in order means整整顿含含义:Storeallnecessaryobjectsinadefinedlocation.Theseobjectsareeasytofindandusewhenneeded.整理区域内所有所需物品，需要的时候容易找到并使用。Everythinghasitsownplaceandisreturnedfollowinguse!所有物品都在各自区域，使用完毕归位。However it doesnt mean但是不意味着但是不意味着:Cleanobjectsareorderlydepositedclosetooneanother,butthateachobjecthasitsowndefinedandvisualizedplace.清洁的物品靠近放置。但是每个物品有自己的区域，并目视化。05-Mai-2439WuhuContinentalAG405S:3.Shine 清清扫Cleaning means清清扫含含义:Cleanworkplacesinitially,thensustaincleanlinessinordertomaketheworkeasierandsafer.初步清扫工作场所，然后保持，以使工作更加简单安全Paintingmaybeconsideredduringthistask.可以考虑使用油漆。Cleaning helps us to清清扫可以可以让我我们:Achieveacleanworkplace获取一个清洁的工作场所Increasesafetyattheworkplace提高工作场所安全Recognizeandeliminatedefects发现消除缺陷Feelcomfortableattheworkplace提高在工作场所舒适度05-Mai-2440WuhuContinentalAG415S:4.Standardize标准化准化Sort,setinorderandcleanyourworkplace.整理，整顿，清扫工作场所Thenstandardizethefirst3Sby通过以下方法标准化前面三个Sestablishingrules建立标准usingvisualizations使用目视化andintegratethemindailywork.并在日常工作中结合起来.1.Sort 整理整理2.Set in Order 整整顿3.Shine 清清洁4.Standardize标准化:Sort整理SetinOrder整顿Shine清扫05-Mai-2441WuhuContinentalAG425S:5.Sustain保持保持Sustainestablishedstandards.保持现有标准.Worktocontinuouslyimprovestandards.持续改进标准Audit5Sprogramperformance.开展5S审核.Defineimprovementactions,responsibilitiesanddeadlines.制定改进措施,责任以及期限.Visualizedepartment5Stargetsandlevelofachievement.部门5S目标目视化,结果分级.1.Sort 整理整理2.Set in Order 整整顿3.Shine 清清扫4.Standardize标准化准化5.Sustain allstepsandcontinuouslyimprove保持前面所有步骤,持续改进Standardsonlymakesensewhentheyarefollowed!标准只有在遵守时才有意义!05-Mai-2442WuhuContinentalAG43Agenda 议议程程BasicLeanmethod&tools基本精益工具及方法2.5S2.1Visualmanagement目视化管理2.3TPM全员生产性维护2.5SMED快速换型2.6JIDOKA自働化2.7ShopFloorManagement现场管理2.4Red tag 红牌牌2.2Standardizework标准化作业2.8PUSHvsPULL推动拉动式生产2.9VSM/VSD价值流程图2.1005.05.20244344Definition of Red Tag“红牌定牌定义TheRedTag“isanapplianceforalldivisionsofacompany.WiththeeasyhandlingbyRedTag“,allemployeescanmarkfaillurepartsorproblemsforeasierclarifying.TheRedTagcanalsobeusedforcasesforclarification.红牌是一种工具，适用于公司的各个部门。通过开展简单的红牌作战，所有的员工都能够更加容易地标明、发现存在的问题。红牌也可以用于难题的解决。BenefitsofRedTag“:红牌的优点easyhandlingfortheemployee易于员工操作Bug/Problematthemachineratherinthecompanybecometransparent不仅仅是简单的机器问题甚至存在于公司的内部问题都能透明化Markingaproblemalleviatesadjustment标明问题，易于整改FeedbackonaboardtothewriterofRedTag“(currentstatusispresented)红牌反映的问题，在一张看板上展现并反馈（当前什么问题很明了）Generalapplicationispossible(alsoforcasesofclarification)大部分人参与得以实现EveryoneisabletoandshallwriteRedTags“.每个人都可以并应当填写红牌05-Mai-2444WuhuContinentalAG45Procedure-1st Step:Fill in Red Tag填写填写红牌牌1234IftheproblemisidentifiedtakeanewRedTag“andfillinthewhitefields.如果发现问题，取一张新红牌，填写在白色区域Ifthereisanacuteprobleminformimmediatelytheresponsibledivision如果是紧急问题，立即通知责任部门Explaintheproblemasdetailledaspossible尽可能详细描述问题Prioritiesareallocatedasfollowed:优先级high高=2-3days天medium中=2week周Eliminationoftheproblem解决问题FillinRedTag“填写红牌ForwardRedTag“toresponsibledivision将问题传递给责任部门Approvalofmeasure确认问题05-Mai-2445WuhuContinentalAG46Procedure-1st Step:Fill in Red Tag填写填写红牌牌1234Eliminationoftheproblem解决问题FillinRedTag“填写红牌ForwardRedTag“toresponsibledivision将问题传递给责任部门Approvalofmeasure确认问题Thewhiteandyellowlabelswereseperatedandwillbeaffixedatthemaintenanceboardundertheheadingneworders“白色和黄色的标签在填写完后悬挂在新任务新任务栏Theleftlabelwillbeaffixedontheblemish/problem剩下的红牌挂在问题点newOrders新任务05-Mai-2446WuhuContinentalAG47Procedure-2nd Step:Forward Red Tag“to responsible division将将问题传递给责任部任部门1234ThemaintenanceboardresponsiblemustchecknewRedTags“minimumonceaday看板的日常维护责任人必须每天检查待用盒待用盒中红牌的数量（制定最小量）Iftherearenewcards:hehastotakethewhitecardandaffixtheleftyellowcardatthemaintenanceboardundertheheadinginprocess“如果要贴一张新红牌，必须将剩下的两张挂在看板上的“进行中进行中”一栏Thewhitecardwillbeforwardedtotheresponsibledivision/person最上面的白色标签要尽快转交给责任部门/人。Eliminationoftheproblem解决问题FillinRedTag“填写红牌ForwardRedTag“toresponsibledivision将问题传递给责任部门Approvalofmeasure确认问题Inprocess在处理05-Mai-2447WuhuContinentalAG48Procedure-3rd Step:Elimination of the problem解决解决问题1234Problemwillbeeliminated责任部门/人解决问题Afterwardstheyellowlabelatthemaintenanceboardshallbemarkedbythepersonincharge(action,name)之后，责任人要在维护栏中的黄色标签上签名，写下解决措施。Thelabelwillbeaffixedofthepersoninchargeundertheheadingcompletedorders“责任人将黄色标签移到完成完成栏Eliminationoftheproblem解决问题FillinRedTag“填写红牌ForwardRedTag“toresponsibledivision将问题传递给责任部门Approvalofmeasure确认问题Complete完成05-Mai-2448WuhuContinentalAG49Procedure-4th step:Approval of measure确确认问题1234Theresponsiblemustcheckthemaintenanceboardminimiumonceadayifthereareanycompletedorders“红牌负责人至少要一天检查一次在看板上的红牌，是否有已经完成的红牌Iftherearefinishcards,heneedstoapprovethemeasuretogetherwithpeopleraiseproblem.Ifnotsatisfied,confirmwithresponsibledepartment,reviewrequired.如果有完成的卡片的话，需同问题提出者共同确认，如对改善结果不满意，同责任单位确认,要求重新查看。Theboardresponsibleatteststheapprovalofthemeasurewithhissignature。红牌负责人签名。Processedlabelswillbecollectedinaraisedbox将签名的红牌撤下信息板，放到回收盒中。Removethe3rdpagefromproblem。将问题上第三联取下。Eliminationoftheproblem解决问题FillinRedTag“填写红牌ForwardRedTag“toresponsibledivision将问题传递给责任部门Approvalofmeasure确认问题05-Mai-2449WuhuContinentalAG50Overview概述概述123FillinRedTag“填写红牌Cutoffbottomlabel撕下底层红牌Pinbottomlabelonbug/problem将底下的红牌悬挂在问题点上Pinotherlabelsonboard将其他红牌张贴在信息板上Cutoffwhitelabel撕下上面白色牌子Pinyellowlabelonboard将黄色牌子挂在信息板上Reallocateyellowlabel将黄色放在信息板第三栏Fillinremainingfields填好信息4Eliminateproblem解决问题1EliminationoftheproblemForwardRedTag“toresponsibledivisionApprovalofmeasure234FillinRedTag“All所有人boardresponsible信息板责任人boardresponsible信息板责任人Responsibledivisione.g.ServiceCenter责任部门1.11.21.31.42.12.23.13.23.3Approvemeasure确认4.1allResponsible divisionBoard resp.Board responsible信息板责任人05-Mai-2450WuhuContinentalAG51Agenda 议议程程BasicLeanmethod&tools基本精益方法及工具2.5S2.1Visual management目目视化管理化管理2.3TPM全员生产性维护2.5SMED快速换型2.6JIDOKA自働化2.7ShopFloorManagement现场管理2.4Redtag红牌2.2Standardizework标准化作业2.8PUSHvsPULL推动拉动式生产2.9VSM/VSD价值流程图2.1005.05.20245152Question:Howmanydifferentinformationdoyouseeonthispanel?问题：你从仪表上看到多少信息？Question:Visual Management问题：目视化管理问题：目视化管理05.05.20245253Answer:Visual Management答案：目视化管理答案：目视化管理54What is Visual Management什么是目什么是目视化管理？化管理？What什么是目什么是目视化管理化管理:Methodologyofshowingstandardsclearlyinane