Lean-古德里奇培训资料4

GRTools – 5S & Point of Use – Rev 2
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5S & Point of Use 5S 和使用现场
The First S – Sort 第一个S字 –整理
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GRTools – 5S & Point of Use – Rev 2
5S & Point of Use 5S 和使用现场
Definition of 5S‟s 5S管理的定义
GRTools – 5S & Point of Use – Rev 2
5S & Point of Use 5S 和使用现场
The First S – Sort 第一个S字 –整理
Sort -- Clearly distinguish between what is needed and kept, and what is unneeded and thrown out. 整理 --明确区分哪些是必要并且需要保留的， 什么是不必要的，可以扔掉的.
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GRTools – 5S & Point of Use – Rev 2
5S & Point of Use 5S 和使用现场
Performing Sort 执行整理
Fill out and attach Red Tags to all items in question. 给所有有疑问的物品填写和贴上红色标签
Be sure to consult with the “owner” of all items prior to Red Tagging 贴上红色标签之前一定要咨询物品的“主人”
Ensure that those things “disposed of” are done with the knowledge of the owner 处理过程中请确保物主知情
GRTools – 5S & Point of Use – Rev 2
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A Method of creating a self-sustaining culture that perpetuates a neat, clean, safe, and efficient work place 一种能创建自我维持文化的方法，永远保持 一个整洁，干净，安全，有效率的工作场所
5S & Point of Use 5S 和使用现场
Performing Sort 执行整理
In preparation for a Sort activity: 准备一项整理的活动时
Establish the Scope of the Sorting Activity 建立整理活动的范围
5S和POU的学习目标
On completion of this course the students should be able to: 在完成这一课程的培训员应该能够:
Define the 5S’s 明确管理5S的定义 State the importance and benefits of 5S 说明5S管理的重要性 和好处 Define Point of Use 明确使用现场 Learn how Point of Use & 5S work together 了解如何结合使 用现场和5S Know how to Implement 5S 知道如何实施5S
1. 2. 3. 4. 5.
Sort (Seiri) 整理 Straighten (Seiton) 整顿 Shine (Seiso) 清扫 Standardize (Seiketsu) 清洁 Sustain (Shitsuke) 素养
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GRTools – 5S & Point of Use – Rev 2
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THIS DOCUMENT SUBJECT TO THE CONTROLS AND RESTRICTIONS ON THE FIRST PAGE
5S & Point of Use 5S 和使用现场
Our English “S” Equivalents of the Japanese 5S Terms 我们的英文“ S ” 和日本5S管理的条款的对照
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5S & Point of Use 5S 和使用现场
Why the 5S‟s? 为什么要用5S管理?
Intuitive goodness 不言而喻的精髓
CAUTION! When we dispose of unnecessary
Company Proprietary or Private information it must be done properly, for example, shredded 注意！ 当我们处理不需要的公司专利或私人信息时，必 须用正确的处理方式-切碎或烧毁
GRTools – 5S & Point of Use – Rev 2
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5S & Point of Use 5S 和使用现场
5S & POU Learning Objectives
Self-sustaining culture means people have internalized the need for performing the 5S’s and do so automatically 自我维持文化是指人们将5S管理的需要内在化因 而自发地完成5S的工作f Use – Rev 2
Move all red tagged items into the temporary red tag area. 将所有红色标记 物品纳入临时红色标记区域 Disposition all items in the red tag area within a predetermined time period. 在预定的时间段内处理所有带红色标记的物品
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GRTools – 5S & Point of Use – Rev 2
5S & Point of Use 5S 和使用现场
Resistance to 5S 5S管理的阻力
Critically evaluate all items in the workplace and determine which items are really needed. 严格评估工作场所所有物品，并诀定哪些物品是真正需要的 Keep only items needed to Support the LWW 只保留必要的物品来支持LWW Unneeded items get in the way of product flow and are a safety hazard. 不必要的物品妨碍产品流通，也是安全隐患
5S & Point of Use 5S 和使用现场
Goodrich Continuous Improvement 持续改进
GRTools – 5S & Point of Use – Rev 2
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5S & Point of Use 5S 和使用现场
5S & Point of Use 5S和使用现场
Identify the needed and not needed items by asking: 确认所有需要和不需要物品:
What is it for? 它是什么呢? Why do we have it? 我们为什么拥有它呢? How often is it used? 我们多久才使用一次?


Establish the “Throw-out” Criteria 建立 “丢弃” 的标准
Establish the holding area (Red Tag Area) for unneeded items 给不需要的物品建立存放区（红色标记区） Arrange for trash bins and transportation carts to dispose of and move unneeded items. 安排垃圾桶和车辆处理不必要的物品 Obtain Red Tags to identify unneeded items 给不需要的物品准备红色标签
Any company introducing 5S is likely to encounter resistance People resist change 任何公司引进5S管理可能会遇到阻力-人们抗拒改革 Some excuses are: 有些借口是: Why clean when it just gets dirty again? 明明知道还是会脏，为什么还要清扫? We tried 5S years ago 在几年前我们试用了5S管理 We’re too busy for 5S activities 我们太忙了，没有时间顾及5S管理活动 We’re doing okay, why do we need to implement 5S? 我们都做的不错，为什么我们需要实施5S管理?