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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master text styles,First level,Second level,Third level,Fourth level,Fifth level,type,Copyright Futuris Automotive Interiors All Rights Reserved,1,lean manufacturingtrainingweek4,TPS,全程生产管理,目视化管理,稳定标准化过程,标准生产,(Heijunka),及时,正确的,零,零件,数量,时间,生产节,拍,拍,持续流,程,程,拉动体,系,系,快速切,换,换,完备物,流,流,Jidoka,(,现场质,量,量,),问题可,见,见性,自动停,止,止,暂停,人与机,器,器分离,防错,现场质,量,量控制,解决根,本,本原因,(5,Why,s),高品质,低成本,短周期,更安全,高士气,简化生,产,产流程,排,排除浪,费,费,lean manufacturingfoundations,个人,&,团队,*,选择*快,速,速决定,*,共同目标*交叉培训,减少浪费,*Genchi Genbutsu*,聚焦浪费,*5,为什么*,问,问题解决,持续改进,linebalance,adjustingthe spreadof work evenlybetween operators to therateof customer demand,remember:,TAKTtime,available work time/customerdemand,cycletime,actualtimeto complete thetasks,linebalance,benefits:,improve throughput of assemblyline,encourageone-pieceflow,increase labourutilisation,reduce cost,linebalance,Yamazumi Japanesewordliterallymeaning tostack up,stacked bar chart that shows the balanceof cycletimeworkloadsbetween anumber ofoperatorstypicallyin anassemblylineor work cell,linebalance,effects ofimbalance,excess inventory,idleequipment,idlepeople,teamdissension,individualfrustration,linebalance,LineBalance Exercise,problem solving,within allorganisationstherearean endlesssupply ofproblems,the inverse ofa problemis anopportunity,problems oftenclassed asfailuresand thus hiddenrather than addressed,“every problemis animprovement opportunity”,problem solving,traditional method of correcting problems,correct problems off,line inrework areas/bays,addedlayers ofinspection,reluctanceto identify problems&solutions not explored,problems continue,addedcostto correctlater,application of6 sigma and SPCto solveproblems,problem solving,new approach stopping line to fixproblems(Jidoka),principle,“,“getquality right the first time”,stopto fix problems,do not allow defectsto pass through tonextprocess,urgency tofixproblems challenges people to think,Andon,Jidoka,PokeYoke,StandardWork,Problem Solving,Training,motivationto identify and solve problems,problem solving,Problem SolvingProcess,1.Define Problem,2.Completerootcause analysis,3.Consider solutionsthroughconsensus,4.PDCA,5.Reflect and learn,problemsolving,1.Definetheproblem,go to wheretheproblemis and observe the situationwithoutpreconception,comparetheactual situationtothestandard,usePareto Analysisto prioritise anumber of differentproblems,settargetsforimprovement,“Carefully aim before firing,”,”,problemsolving,Pareto Chart(80/20Rule,80 percent oftheproblems stem from20 percent of the causes,),problemsolving,2.Complete rootcause analysis,Analysisnotclouded,no preconceived ideasofsource of problem,Analysiscontinued untiltrue“root”cause of problem are discovered,Multiplecausesforproblems,completecomprehensive analysis,Variousproblemsolvingtools available,problemsolving,5 whys,ask“why?”five times,example:,WHYis the pressleaking?Thereis acrack in the oil filter,WHYis the filter cracked?Because it gets too hot during use,WHYdoesitgethot?Becausecoolingsystemnotworking,WHYdoesntthecoolingsystem work?Toomuch dust on coils,WHYis theretoomuch dust on coils?Theairintakefilter is missing!,SOLUTION:Replace air intakefilter,problemsolving,Cause and effect(aka Fishbone diagram),Generatea comprehensivelist ofpossible causes,Leadtogreaterunderstanding oftheproblem,4Ms,Man,Machine,Materials,Methods(additionalMsincludeM-environment and Measurement)easieridentification and analysis,problemsolving,problemsolving,Howto drawcause and effectdiagram,Thisisa threestepprocess.,Step1,Write down the effect tobeinvestigatedanddraw the backbonearrow to it.Intheexampleshown belowtheeffectis Incorrect deliveries.,problemsolving,Step2,Identifyallthebroadareasofenquiryinwhichthecausesoftheeffectbeinginvestigatedmaylie.Forincorrectdeliveriesthediagrammaythenbecome:,problemsolving,Step3,writeindetailedpossiblecausesineachofthebroadareasofenquiry.Eachcauseidentifiedshouldbefullyexploredforfurthermorespecificcauseswhich,inturn,contributetothem.,problemsolving,Brainstorming,agroupcreativitytechniquetogeneratealargenumberofideasforthesolutionofaproblem,breakoutofstale,establishedpatternsofthinkingtodevelopnewwaysoflookingatthings,problemsolving,3.Considersolutionsthroughconsensus,Step1.Broadlyconsiderallpossibilities,Step2.Narrowlistbyeliminatingimpracticalsolutions,Step3.Evaluatebasedonsimplicity,cost,qualityandabilitytoimplementquickly,Step4.Developconsensusontheproposedsolution,Consensusthroughcross-functionalteam,supervisor,operator,quality,manufacturingengineering,logistics,designengineeringetc,problemsolving,4.PDCA-alsoknownasShewhartCycle,Aniterative4,stepqualitycontrolstrategy,Get from“problem faced,”,”to,“,“problem solved”,problem solving,P-Plan,Develop actionplanto deliverrequiredresults,D-Do,Implementsolutionsrapidly,C-Check,Verify theresult,A-Act,Makenecessaryadjustments tosolutionsand actionplananddeterminefuture steps,problem solving,5.Reflect&lear
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