5s培训教材(英文版)

5SOFFICE
2
WORKSHOP NORMS
– Mandatory attendance for 3 days.
– Be on time!
– Be an active participant.
– Turn off radios and pagers.
– Have fun!
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Why 5S ?
Local Plant Safety Protocol
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WHY ARE WE HERE?
1. To learn how to identify and eliminate waste
2. To improve our work environment - Safety - Quality - Efficiency
Toyota Production System.? A. Toyoda, V.P. Production
Control and Quality Assurance, NUMMI
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5S TEACHINGS, 1995-97
NUMMI NAO\Warren Metal Fab Division (MFD) Truck Group Delphi Small Car Group Service Parts Org. (SPO)
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What is 5S?
GM
Lean, Flexible Operations
GM
Competitive Manufacturing Planning Guide
GM Confidential
UAW
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GM
Competitive Manufacturing
Planning Guide
•"Excellent! NUMMI can learn much from the TLO. I
have been in plants all over the U.S. This is the best application of the TPS I have seen. I will take what I have learned and teach Toyota when I return to Japan." O. Kimura, CEO and President, NUMMI
GM Confidential
How?
OPERATIONAL DEFINITION No. 21
Workplace Organization
OPERATIONAL DEFINITION No. 22
Visual and Audio Controls
Workplace Organization and Visual Controls
Worldwide Purchasing
Process
Differentiated Brands
Optimize GM
Strong Distribution
Channels
Fast To Market, Targeted Products Competitive Cost & Quality
F eedback
COMMWIP
•WASTE IS "TANGIBLE" •IDENTIFY MANY SMALL OPPORTUNITIES
- LEADS TO LARGE OVERALL CHANGE •CONTINUOUS IMPROVEMENT
EFFECTS OF WASTE ON PEOPLE
Causes physical fatigue Causes emotional fatigue Increases frustrations Increases stress Causes you to blame others Steals your time
• Must re-examine the way we think about waste.
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CURRENT THINKING
SHIFT MINDSET
REQUIRED THINKING
WASTE
PC
I
O
TYPES
OF
WASTE
W
M
M
•WASTE NOT DEFINED •REACT TO LARGE EXAMPLES •REACTIVE IMPROVEMENT
Other
TOTAL
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21 6 5 3 3 2 2
4
46
12
5S TEACHINGS, 1998
NUMMI NAO / Warren MI Metal Fab Division (MFD) Powertrain Delphi Flint Components Small Car Group
• Identified by Toyota as Competitive Advantage
• Teaching Experience
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EXECUTIVE FEEDBACK
•"Outstanding! Would you teach our Japanese coordinators from NUMMI?" I. Itoh, CEO and Pres., NUMMI
THE 5 S's
Sort
Sustain
Eliminate Waste
Straighten
Standardize
Sweep
6
THE LEAN ORGANIZATION INCLUDES:
PLANT and OFFICE
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5S WORKSHOP
Purpose: To teach people how to identify and eliminate waste.
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DO MORE WITH LESS ?
Reducing Salaried Staffing does NOT result in increased productivity.
Reducing WASTE leads to increased productivity!
5SOFFICE
Processing Correction
WASTE
•WASTE NOT DEFINED •REACT TO LARGE EXAMPLES •REACTIVE IMPROVEMENT
Inventory
TYPES OF
WASTE
OverProduction
Waiting
Motion
Material Movement
• Need to make obvious to everybody what waste is.
• Waste must always appear distinctly and clearly.
• This is the first step towards attaining improvement in efficiency.
Day 2
6:30 - 11:00 11:00 - 11:45 12:00 - 3:00
3:15 - 4:00
Straighten & Sweep Lunch Standardize & Sustain Activity Plant Leadership Review Process
Day 3
6:30 - 11:00
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EXERCISE TO IDENTIFY WASTE
1. Break into teams. 2. Choose a team recorder and presenter. 3. For the next 15 minutes, review the
definition of the type of waste. List what this type of waste would look like if you saw it in your plant/work area.
11:00 - 11:45 12:00 - 1:00
1:00 - 1:30
1:30 2:30 -
2:30 4:00
Standardize & Sustain Activity Lunch Plant Leadership Review Process Open Items Review Continuous Improvement Wall Wrap-up (Entire Group)
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OBJECTIVE
Eliminate Waste
Costs = Profits
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WASTE
5SOLeabharlann BaiduFICE
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IDENTIFICATION & ELIMINATION OF WASTE
(Observations made by Ohno)
• Difficult to recognize waste.
Process: 3 full-day sessions ?3 hours classroom ?Remainder of time changing your work environment
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5-S AGENDA
Day 1
6:30 - 6:40 6:40 - 8:15 8:15 - 8:30 8:30 - 9:40 9:40 - 10:00 10:00 - 11:00 11:00 - 11:45 12:00 - 3:00 3:15 - 4:00
Opening Comments / Safety Orientation Break Orientation (Cont'd.) Proceed to Assigned Areas (3) Sort (Red Tagging Process) Lunch Sort (Red Tagging Process - Cont'd.) Plant Leadership Review Process
GM-NAO Plan to Win
Common Processes and Systems Leverage Global Resources
Vehicle Development
actory
Level the System
iming is Sacred
Lean, Flexible Operations
COMMWIP
•WASTE IS "TANGIBLE" •IDENTIFY MANY SMALL OPPORTUNITIES
- LEADS TO LARGE OVERALL CHANGE •CONTINUOUS IMPROVEMENT
CURRENT THINKING
SHIFT MINDSET
REQUIRED THINKING
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5S - PAST EXPERIENCE
• TLO Office, 1992
• Why Office? 1. Improves our Understanding 2. $avings - Floor Space - 35% Reduction - Efficiency - >50% Improvement - Supplies - 44% $ Reduction
•"Outstanding! We will implement lean office at NUMMI!
G. Convis, Vice President, Manufacturing & Engineering
• utstanding! The 5S process is the foundation of the
TOTAL
(through December 23, 1998)
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46 5 3 3 2 1 1
61
13
NUMMI COIL YARD IMPROVEMENTS DUE TO 5S
• 60% Floorspace Reduction • 80% Inventory Reduction
(227 - 70 Coils) • $2.25 Million Inventory Savings • $500,000 Crane Avoidance • Improved Visual Controls
4. What causes this type of waste?
5. Share your findings with the whole group using the overhead provided (3 minutes).