Kaizen开山Days培训教材Datacollection课件

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2020-10-27,#,Kaizen,Kaizen,1,Agenda, Day 1,Learning & Observing,Kaizen,definition,Why and Where,Kaizen Team Structure,Learning objectives,10 Rules of Kaizen,7 Wastes & 5S,Defining customer-supplier relationship,Takt time Vs Cycle time,One-Piece Flow,Kanban,Visual controls,Failsafing,Data collection and analysis tools,Standardizing/documenting improvements,Project evaluation/,improvement,Summary,Agenda, Day 1Learning & Obser,Data Collection and Analysis Tools: An Overview,The success of the Kaizen team depends on their ability to make change using good DATA.,Data driven change is an objective way to institutionalize improvement.,Information must be collected swiftly and thoroughly.,Data collection tools are an intricate component for the lasting success of improvement.,Good decisions are made using good data.,Data Collection and Analysis T,3,Data Collection, Analysis & Improvement Tools,Video Capture,Work Combination Chart,Work Flow Analysis,Standardized Work Charts,Process Capacity Charts,Work Measurement,5S,Before/After Photographs,Housekeeping Audit,Set-up and Changeover analysis,Workplace Layout,Ergonomic Engineering,Quality Problems Pareto,Pareto Analysis,Brainstorming,Combined Process flow Chart,Checklists,Cause and effect Analysis,Lift/Bend/Carry Analysis,Process Audits,Experimentation and test,Lineside/cell inventory calculation,Safety incidence Pareto,Materials Analysis,Walk/Distance Analysis,Headcount requirement,KAIZEN TOOLS,KAIZEN TOOLS,Kaizen,tool box,Data Collection, Analysis & Im,4,1. Video Capture/Analysis,Sees the entire picture - very objective.,Can be equipped with running clock.,Used in conjunction with other analysis tools to formalize information.,Allows team to watch work many times without actually being there.,Film it the way it is - dont act! Video will serve as a baseline.,Dont stop the film if things go wrong (unless they are completely atypical).,Re-filming after improvement is completed can serve as recognition of a job well done.,1. Video Capture/AnalysisSees,5,2. Work Measurement: Time and Motion Study,Methods of Work,measurement,Third-generation,“Predetermined,Time studies”,Second- generation,“Observing & measuring”,First- generation,“Estimation”,Based on,Historical data,Stop-Watch,Study,Software,“EASE”,Most Common,Easy to learn,Realistic,Outdated,Not realistic,Not preferred,Most advanced,Need practice & skill,Ideal time measurements,2. Work Measurement: Time and,6,Basic Work Measurement-Time Study,Tool that measures time.,Observe the method first to understand the sequence of events.,Record the elements the way they occur on the time study sheet.,Record readings at the end of each element.,Repeat observations for many cycles.,Note exceptional tasks and time required (red circle these elements).,Work pace can effect final output.,Basic Work Measurement-Time St,7,3. Work Flow Analysis:,Helps us understand all the tasks involved in the process.,Provides a clear picture of value added activities vs. non-value added activities.,Provides a base for immediate improvements.,Sets a focus for longer term strategic changes.,3. Work Flow Analysis:Helps u,8,Component/Process,Business,Flow Process Chart,Charted by,Date,Event,Occasions,Time,su,rw,su,rw,Operation,Delay set-up,Delay rework,Delay other,Inspection,Transport,Totals,Distance,Storage,Load,cera,wash,Move,crane,Collect,crane,Load,comp,Refetch,crane,Load,air,tool,Deburr,Change,tools,Sand,block,Lower,block,Change,tool,Move,crane,Deburr,comp,Unload,tool,Load,tool,Deburr,Change,sand,paper,Change,tool,Begin,sanding,Change,tool,Sand,block,Tool,change,Blow,out,cores,Tool,change,Load,tool,Wire,brush,Tool,change,Change,tool,Blow,out,block,Tool,change,Vacuum,block,Replace,vac,Collect,nylon,brush,Brush,out,holes,Move,crane,to wash,Unload,comp,Move,crane to,next blk,Auto,cycle,11ft,53,66,32,su,6,su,81,81,su,125,21,24ft,7,su,298,6,su,4,su,28,42,su,6,su,510,6,su,126,9,su,110,10,su,3,su,112,8,su,4,su,474,14,su,66,6,4,114,20ft,101,24ft,60,2,16,2193,238,15,3,63,4,79ft,38,2494,79ft,Flow Process Chart,Component/ProcessFlow Process,9,4. Standardized Work Chart,Visual display of work and times required to complete a specific task or work routine.,Includes a work station layout.,Shows the interrelationship between the operator, machine and work station.,Targets areas of improvement and extremely useful in identifying waste.,Establishes a baseline for all future improvements.,Serves as a communication tool for teams on different shifts.,Provides improvement documentation.,4. Standardized Work ChartVis,10,Kaizen开山Days培训教材Datacollection课件,11,5. Work Combination Chart,To be used in conjunction with Video Capture.,Time can be obtained from stop watch or video camera time counter.,List each work element sequentially.,Time should be recorded for each element and cumulative total time.,Each element should be graphed on the grid provided on the form.,TAKT time vertical line should be drawn on chart to help highlight opportunities.,Obvious waste opportunities to be circled in red.,5. Work Combination ChartTo be,12,Work Combination Chart: An Example,Work Combination Chart: An Exa,13,6. Pareto Analysis,Ranks related measures in decreasing order.,Helps focus your attention to the most important problem to solve.,Based on Pareto Principle “Only a few important or vital elements account for 80% of an outcome”.,Pareto charts should be used to “drive down” the initial Pareto chart to expose all opportunities of the “vital few”.,Useful tool to show before and after Pareto charts.,6. Pareto AnalysisRanks relat,14,Pareto Chart Example,Total working hrs = 300.,Machine Production time = 240 hrs.,Machine Non-Production time = 60 hrs.,Pareto helps in “Breaking down the problem into manageable, bite-size pieces”.,In this case, 67% of the downtime is due to “maintenance”.,A Pareto graph of the non-production elements,.,Maintenance = 66.7% of downtime,Die-Change = 25% of downtime,Cleaning = 8.3% of downtime,Hours,Pareto Chart ExampleTotal wor,7. Check Lists,Provides detailed questions about major improvement opportunities which include:,Ergonomics - Safety - Documentation,Station Layout - Tools - Organization,Methods - Packaging - Gages - Material,Provides step-by-step direction so a complete job can be done “Right the First Time”.,Provides responses for Yes/No or N/A.,Can be used to stimulate improvement interest by networking with the operator while answering questions.,7. Check ListsProvides detaile,16,Ergonomics Checklist: An example,WORK DESIGN,N/A YES NO,1. Are the following stressful work postures avoided?_ _ _,Forearm rotation?_ _ _,Arm elevation?_ _ _,Forearm exertion with elbow extended?_ _ _,Wrist deviation from neutral position?_ _ _,Bending or twisting at the wrists?_ _ _,Prolonged standing?_ _ _,Repeated movement of head from side to side?_ _ _,Sustained neck posture of greater than 15O angle_ _ _,Reaching behind the back?_ _ _,Repetitive arm or shoulder movements?_ _ _,Torque motion at the wrist?_ _ _,2. Is reaching, leaning, and bending avoided?_ _ _,3. Are static body exertions (prolonged muscle contraction with no,movement) avoided?_ _ _,4. Are repetitive motions (80IN380IN310IN320LB20LB5LB$20$20$5$.50,INVENTORY LEVEL2 hours1/2 shift1 shift2 days,Procedure,Categorize the component against the above criteria, (parts delivery to line set sequence are considered to be of 1 part number),Add the numbers together of the various categorizations for the numbers at the top of each category and divided by 4.,Use the inventory level listed under the column headed with the number closest to the answer to point 2.,usage ._,size ._,weight ._,cost ._,TOTAL .,_,Total from categories _ /4 = _. approximate level =_,Subassembly Inventory,1. How many subs are needed to cover setups (max of 6) ?_,2. How many are needed to handle maximum cycle build? (top mt. turbo, 2 cyl A/C, etc.) _,3. Must operator build ahead to handle extraneous material? (remove shrink wrap, walk to get oil, etc.) _,4. Do we need a sub quality buffer (for sub work performed )? (for sub work, not for component quality issues) _,5. Does sub have customers other than line it supports? (who, what impact on flow?) _,6. How many subs are needed if were sharing sub labor?_,Procedure,1. Answer the above questions and use the highest number answer to any one question to design the station.,INVENTORY MATRIX,For parts driven into stations,23,11. Walk Distance Analysis,Work Station Layout shows all walk movements/ distances.,Simple process - use a tape measure to collect distances.,Important to show before and after layouts with improvements highlighted.,on day 5 of this course,on an ongoing basis thereafter.,11. Walk Distance AnalysisWork,24,BEFORE,AFTER,MILL,RAW,DRILL,BURR,TAP,FIN,PACK,WASH,FREE SPACE,WALK DIST. 42 FT.,FLOOR SPACE 200 FT. SQ.,WALK DIST. 19 FT. % IMPR. 55%,FLOOR SPACE 70 FT. SQ. % IMPR. 65%,RAW,MILL,DRILL,FIN,PACK,WASH,TAP,BEFOREAFTERMILLRAWDRILLBURRTAP,25,12. Safety Incidence Pareto,A Plant/Department/Work Area Safety incidence rate can be a signal for improvement - an opportunity crying for help.,Using Pareto techniques, improvement will be obvious.,12. Safety Incidence ParetoA P,26,13.,Lift/Bend/Carry Analysis,Similar to walk distance analysis, but studies the up/down lift and carry movements.,Simple tool - can be completed using a tape measure.,Again, important to show before and after analysis.,on day 5 of this course,on an ongoing basis thereafter,13. Lift/Bend/Carry AnalysisSi,27,14.,Ergonomics/Human factors,Very strong relationship to Safety Incidence rates.,Studies repetitive body movements.,Eliminate/reduce bending, twisting, improper lifting, leaning and stressful work postures.,14. Ergonomics/Human factorsVe,28,15. Workplace Layout,Document existing floor space required using CAD/CAM blueprints; hand drawings made to scale.,Develop improved layout.,Upon completion of the improvement, document new improved floor space consumed.,It is important to compare the new with the old to recognize the improvement effort.,15. Workplace LayoutDocument,29,BEFORE,AFTER,MILL,RAW,DRILL,BURR,TAP,FIN,PACK,WASH,FREE SPACE,WALK DIST. 42 FT.,FLOOR SPACE 200 FT. SQ.,WALK DIST. 19 FT. % IMPR. 55%,FLOOR SPACE 70 FT. SQ. % IMPR. 65%,RAW,MILL,DRILL,FIN,PACK,WASH,TAP,BEFOREAFTERMILLRAWDRILLBURRTAP,30,16.,Before/After Photographs,Visual impact of improvement.,Serves as documentation so the process or method improvement is less likely to return to the old method.,Can be used by other teams to convey common approach ideas plant-wide.,Can be used as recognition to the team to show what was accomplished.,16. Before/After PhotographsVi,31,Traditional Non-flow Thru Flow Rack VsFlow thru Parts Rack,Cummins Kaizen, CDC, Rocky Mount, NC,Traditional Non-flow Thru Flow,32,Before & After Photos,BEFORE,AFTER,Cummins Kaizen, CTT,Before & After PhotosBEFOREAFT,33,Parts Presentation,Before,After,Cummins Kaizen, CDC, Rocky Mount, NC,Parts PresentationBefore After,34,Parts Presentation,Before,After,Cummins Kaizen, Daventry,Parts PresentationBefore After,35,Before & After Photos,BEFORE,AFTER,Cummins Kaizen, CTT,Before & After PhotosBEFOREAFT,36,17. Experimentation & Test,If were not sure of the effect, just do it and evaluate.,learn by doing!,17. Experimentation & Test If,37,Day 1,Kaizen,definition,Why and Where,Kaizen Team Structure,Learning objectives,10 Rules of Kaizen,7 Wastes & 5S,Defining customer-supplier relationship,Takt time Vs Cycle time,One-Piece Flow,Kanban,Visual controls,Failsafing,Data collection and analysis tools,Standardizing/documenting improvements,Project evaluation/,improvement,Summary,Day 1KaizenKanban,Standardization & Documentation,All the changes to process and method (made for improvement) must be documented.,Standardized charts must be developed or modified according the improvements made.,Documentation can be handwritten or typed, but should be prominently displayed on line at all the times.,Also, a copy of documentation and standardized work must be saved in database for further improvements in future.,Standardization & Documentatio,39,Day 1,Kaizen,definition,Why and Where,Kaizen Team Structure,Learning objectives,10 Rules of Kaizen,7 Wastes & 5S,Defining customer-supplier relationship,Takt time Vs Cycle time,One-Piece Flow,Kanban,Visual controls,Failsafing,Data collection and analysis tools,Standardizing/documenting improvements,Project evaluation/,improvement,Summary,Day 1KaizenKanban,Evaluate and Improve,Evaluate the improvements made against the goals set.,Reward and Recognize.,Plan next level of improvements without losing gains.,Day 5 - Graduation day.,Presentation by team to management.,Certificates.,Visual display developed.,Evaluate and ImproveEvaluate,41,Project Portfolio,Can be used as examples in future training.,Can serve to inspire participants in future work.,Extremely powerful as networking material.,It can help sustain future management support.,Represents a “stake in the ground” to help guard against slippage,Project PortfolioCan be used,42,Project Portfolio,Schedule the next meeting,Develop a time table for outstanding improvements,Use the project materials as reference,Next Meeting Scheduled,Room ,Project PortfolioSchedule the,43,Business Led Continuous Kaizen,On completion of the initial 5-day Kaizen project:,Business plans must reflect time for team improvement activity to continue.,Ongoing changes made must still be documented/ standardized.,Improvement must become a way of life to the business, while it continues to make its product.,Business Led Continuous Kaizen,44,Day 1,Kaizen,definition,Why and Where,Kaizen Team Structure,Learning objectives,10 Rules of Kaizen,7 Wastes & 5S,Defining customer-supplier relationship,Takt time Vs Cycle time,One-Piece Flow,Kanban,Visual controls,Failsafing,Data collection and analysis tools,Standardizing/documenting improvements,Project evaluation/,improvement,Summary,Day 1KaizenKanban,Summary,Wrap-up Day 1,Were expectations achieved ?,Outstanding issues ?,Questions and answers ?,Whats next?,Day 2 Plans.,SummaryWrap-up Day 1,治理事故隐患，确保安全生产。,11月-24,11月-24,Monday, November 18, 2024,增强质量意识，提高全员素质。,22:56:50,22:56:50,22:56,11/18/2024 10:56:50 PM,三心二意，扬鞭奋蹄，四面出击，勇争第一。,11月-24,22:56:50,22:56,Nov-24,18-Nov-24,质量不仅由生产者决定，更应由顾客决定。,22:56:50,22:56:50,22:56,Monday, November 18, 2024,首件检验不马虎，制程作业无错误。,11月-24,11月-24,22:56:50,22:56:50,November 18, 2024,治病要早，除患要细。,2024年11月18日,10:56 下午,11月-24,11月-24,多看一眼安全保险，多防一步少出事故。,18 十一月 2024,10:56:50 下午,22:56:50,11月-24,业务规划，重在管理，坚持不懈，永葆佳绩。,十一月 24,10:56 下午,11月-24,22:56,November 18, 2024,遵守百次不如处置一次。,2024/11/18 22:56:50,22:56:50,18 November 2024,清扫：清除垃圾和脏污，并防止污染的发生。,10:56:50 下午,10:56 下午,22:56:50,11月-24,质量是企业的生命安全是职工的生命。,11月-24,11月-24,22:56,22:56:50,22:56:50,Nov-24,整理整顿天天做，清扫清洁时时行。,2024/11/18 22:56:50,Monday, November 18, 2024,令顾客愉快，他们才会做好，次次都做对。,11月-24,2024/11/18 22:56:50,11月-24,谢谢大家！,治理事故隐患，确保安全生产。9月-239月-23Thursd,47,