Lean精益生产----06.VisMgmt可视化管理
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评估当前沟通模式stepcurrentmodescommunication需要信息适时准确可得到有参考价值火警出口标火警出口一致畅通在用户的上面为了安全的原因所有的雇员都可以看到评估当前的方法allokallokallokallokallokallok沟通渠道什么时间地点为什么怎样什么时间地点为什么怎样eightstepsvisualfactoryinformationneedstimelyaccurateaccessiblepushedpulledreferenceablefireexitsignwhatwhenwherewhywhohowpositionfireexitavailablealltimeabovesafetyreasonsallemployeeseasilyvisiblewhatwhenwherewhywhohow2003advancedmanufacturingconsultancy
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化管理 Visual Management
如果不告诉员工他们的努力怎样影响输出，不给权利和责任让他们去达 到他们的目标，精益生产的技术就会失去它所具有的能量。 精益工厂要求工人，经理，熟练技术雇员等对输出结果有影响的人员相 互协作。 The power of all the lean manufacturing techniques is lost without individuals motivated by work that keeps them informed about how their efforts affect the outcome and gives them the power and responsibility to reach their goals The lean factory requires a partnership among workers, managers, and skilled and technical staff in which the parties are responsible to each other for the outcome
持续提高 Continuous Improvement
零缺陷 ZERO DEFECTS
用可视化技术: • 立即识别异常情况 • 演示标准和可靠性 • 沟通和激发行动
Use Visual Techniques to:
• Identify abnormal conditions immediately • Display standards and reliable methods • Communicate and initiate action
What is the general feeling of your reports? Perfect - Could not be improved Not too bad - Generally OK Could be improved - Confusing, too much information
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
你的每天报告 Your Daily Reports
他们去找谁? 他们告诉他们什么? 他们用它做什么? 触发了什么行动? 有没有反馈? 有没有相关的信息? 这是信息的最好格式吗? 谁拥有信息? Who do they go to? What do they tell them? What do they do with it? What action is triggered? Is there a feedback? Is it information relevant? Is this the best format for the information? Who owns the Information?
对你的报告有什么感觉? 非常好 - 不可改善 不坏 - 基本可以 有待改善 - 混乱，太多信息
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
安全的环境
SAFE ENVIRONMENT
暴露异常 Exposes 员工自制 Abnormality Worker Autonomy
消除浪费 Elimination of Waste 快速发现 Quick Recovery
改善预防 Promotes Prevention
共享信息 Sharing Information
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化工厂的目标 Objectives of the Visual Factory
可视化演示
Visual Displays
交流重要信息，但不控制什么人或什么 机器做。
Communicate important information, but do not control what people or machines do.
可视化控制
Visual Controls
交流信息和信号，以便可以根据标准采取 行动.
Communicate information and signals, so that activities are performed according to standards.
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
简单地说，我们 做什么以及怎样 做
To Tell at a glance what and how we are doing
在传统工厂里，如果我们有问题，我们去寻找帮助。 在精益工厂里，如果有问题，帮助会找我们。
In traditional factories, if we have a problem we go looking for help In Lean factories, if there is a problem the help comes to you
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化管理 Visual Management
目标 The Objective
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化演示和可视化控制 Visual Displays and Visual Controls
传统的方法去报告 The Traditional Approach to Reporting
复杂，冗长的报告，在很少人中间流通 报告被当作执行纪律的工具 坏消息被过滤掉了 数据无负责人 个人不对他们的表现负责 由于有限的数据在少数人中间传阅，信息流动可能很慢 原因和结果脱节 Complex lengthy reports circulated to few individuals Reports regarded as instruments of discipline Bad news can get filtered No ownership of data Individuals are not responsible for their own performance Information flow can be slow due to limited data circulation amongst key individuals Time lag disconnects cause and effect
VISUAL MANAGEMENT 可视化管理
培训目标 Training Objectives
理解和解释实施可视化管理的原因 理解可视控制和可视演示的不同 编制相关的可视化管理材料 解释可视化控制怎样和必须和商业目标相联系 解释可视化管理的优点和了解成功实施可视化管理的关键因素 Understand and explain the reasons for implementing Visual Management systems Understand the difference between ‘Visual Controls’ and ‘Visual Displays’ Produce relevant Visual Management material Explain how Visual Controls are / must be linked to the business objectives Explain the advantages of Visual Management systems, and have an awareness of the ‘Critical Success Factors’ for successful al trol
可视
防错 Prevent and Defects Errors
Visu al D ispl ay
5S ’s 5S ’s
化演 示
息 共享信 n rmatio o f n I e Shar
化 和标准 织 组 工厂 ation z i n a rg ace O dization l p k r r Wo tanda S d n a
可视化管理不是:
复杂，冗长的报告，只在少数人手中传阅。 惩罚的工具. 例如，显示相关的标尺，好或差 实施只是为了完成任务
Visual Management is: A means of making relevant information easily & immediately available to relevant people. (For example - not just machine operators but maintenance personnel also) Where it is used, employees can see problems at a glance the moment he / she walks into the work place It allows employees to be self sufficient Visual Management is not: Complex and lengthy reports circulated to a few individuals An instrument of punishment. For example, display all relevant metrics, whether good or poor Implemented just for the sake of it
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
培训目标 Training Objectives
可视化管理是:
一种相关的可以立即和很容易就得到的信息（例如，--不仅是机器操作员， 维护人员也容易得到) 在运用的地方，只要走进工厂瞥一眼，雇员就可以看到问题。 雇员很容易识别的管理模式。
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化工厂金字塔 The Visual Factory Pyramid
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化管理 Visual Management
如果不告诉员工他们的努力怎样影响输出，不给权利和责任让他们去达 到他们的目标，精益生产的技术就会失去它所具有的能量。 精益工厂要求工人，经理，熟练技术雇员等对输出结果有影响的人员相 互协作。 The power of all the lean manufacturing techniques is lost without individuals motivated by work that keeps them informed about how their efforts affect the outcome and gives them the power and responsibility to reach their goals The lean factory requires a partnership among workers, managers, and skilled and technical staff in which the parties are responsible to each other for the outcome
持续提高 Continuous Improvement
零缺陷 ZERO DEFECTS
用可视化技术: • 立即识别异常情况 • 演示标准和可靠性 • 沟通和激发行动
Use Visual Techniques to:
• Identify abnormal conditions immediately • Display standards and reliable methods • Communicate and initiate action
What is the general feeling of your reports? Perfect - Could not be improved Not too bad - Generally OK Could be improved - Confusing, too much information
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
你的每天报告 Your Daily Reports
他们去找谁? 他们告诉他们什么? 他们用它做什么? 触发了什么行动? 有没有反馈? 有没有相关的信息? 这是信息的最好格式吗? 谁拥有信息? Who do they go to? What do they tell them? What do they do with it? What action is triggered? Is there a feedback? Is it information relevant? Is this the best format for the information? Who owns the Information?
对你的报告有什么感觉? 非常好 - 不可改善 不坏 - 基本可以 有待改善 - 混乱，太多信息
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
安全的环境
SAFE ENVIRONMENT
暴露异常 Exposes 员工自制 Abnormality Worker Autonomy
消除浪费 Elimination of Waste 快速发现 Quick Recovery
改善预防 Promotes Prevention
共享信息 Sharing Information
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化工厂的目标 Objectives of the Visual Factory
可视化演示
Visual Displays
交流重要信息，但不控制什么人或什么 机器做。
Communicate important information, but do not control what people or machines do.
可视化控制
Visual Controls
交流信息和信号，以便可以根据标准采取 行动.
Communicate information and signals, so that activities are performed according to standards.
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
简单地说，我们 做什么以及怎样 做
To Tell at a glance what and how we are doing
在传统工厂里，如果我们有问题，我们去寻找帮助。 在精益工厂里，如果有问题，帮助会找我们。
In traditional factories, if we have a problem we go looking for help In Lean factories, if there is a problem the help comes to you
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化管理 Visual Management
目标 The Objective
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化演示和可视化控制 Visual Displays and Visual Controls
传统的方法去报告 The Traditional Approach to Reporting
复杂，冗长的报告，在很少人中间流通 报告被当作执行纪律的工具 坏消息被过滤掉了 数据无负责人 个人不对他们的表现负责 由于有限的数据在少数人中间传阅，信息流动可能很慢 原因和结果脱节 Complex lengthy reports circulated to few individuals Reports regarded as instruments of discipline Bad news can get filtered No ownership of data Individuals are not responsible for their own performance Information flow can be slow due to limited data circulation amongst key individuals Time lag disconnects cause and effect
VISUAL MANAGEMENT 可视化管理
培训目标 Training Objectives
理解和解释实施可视化管理的原因 理解可视控制和可视演示的不同 编制相关的可视化管理材料 解释可视化控制怎样和必须和商业目标相联系 解释可视化管理的优点和了解成功实施可视化管理的关键因素 Understand and explain the reasons for implementing Visual Management systems Understand the difference between ‘Visual Controls’ and ‘Visual Displays’ Produce relevant Visual Management material Explain how Visual Controls are / must be linked to the business objectives Explain the advantages of Visual Management systems, and have an awareness of the ‘Critical Success Factors’ for successful al trol
可视
防错 Prevent and Defects Errors
Visu al D ispl ay
5S ’s 5S ’s
化演 示
息 共享信 n rmatio o f n I e Shar
化 和标准 织 组 工厂 ation z i n a rg ace O dization l p k r r Wo tanda S d n a
可视化管理不是:
复杂，冗长的报告，只在少数人手中传阅。 惩罚的工具. 例如，显示相关的标尺，好或差 实施只是为了完成任务
Visual Management is: A means of making relevant information easily & immediately available to relevant people. (For example - not just machine operators but maintenance personnel also) Where it is used, employees can see problems at a glance the moment he / she walks into the work place It allows employees to be self sufficient Visual Management is not: Complex and lengthy reports circulated to a few individuals An instrument of punishment. For example, display all relevant metrics, whether good or poor Implemented just for the sake of it
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
培训目标 Training Objectives
可视化管理是:
一种相关的可以立即和很容易就得到的信息（例如，--不仅是机器操作员， 维护人员也容易得到) 在运用的地方，只要走进工厂瞥一眼，雇员就可以看到问题。 雇员很容易识别的管理模式。
2003 Advanced Manufacturing Consultancy. All Rights reserved on printed material. No replication privileges extended
可视化工厂金字塔 The Visual Factory Pyramid