Kaizen12步法培训材料
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改善故事法
KAIZEN Story 12 steps
►
JIPM-S
何为Kaizen？
改善故事法程序
KAIZEN Story Procedure
1 定义损失 Identify the losses ► 2 选择和诠释主题 Selection and justification of the subject ► 3 了解过程和设备 Understand the process and equipment ► 4 掌握实际情况 Grasp the actual situation ► 5 建立目标 Establish objectives 用此方法可建立一个简单 和清晰的顺序来解决问题 ► 6 制定计划 Make a plan This method sets up a simple ► 7 分析原因 Cause analysis and clear sequence to solve the problems. ► 8 提出对策 Propose countermeasures ► 9 实行对策 Carry out countermeasures ► 10 检验结果 Verify the results ► 11 标准化 Standardization ► 12 未来计划 Future plans
6.制定计划
Make a plan
No.
1 2 3 4 5 6 7 8 9 10 11 12
程序 Procedure
定义损失
Identify the losses
选择和诠释主题
Selection and justification of the subject
了解过程和设备
Understand the process and equipment
掌握实际情况
Grasp the actual situation
建立目标 Establish objectives 制定计划 Make a plan 分析原因 Cause analysis 提出对策 Propose countermeasures 实行对策 Carry out countermeasures 检验结果 Verify the results 标准化 Standardization 未来计划 Future plans
11 .未来计划
Future plans
始于一个新的循环
Begin a New Cycle
2. 选择与验证 （最主要损失为首）
Select &Justify (Biggest Loss First)
改善故事法12步
是 Yes
达到目标了 吗？Were Objectives Obtained?
3. 了解过程/设备
(2) 建立基准 Establish Bench Mark (initial reference point) • 原因→如果你不知道在改进之前的最初水平，你将无法衡量的改进后应用对策。
Cause→ If you do not know the level where you originally were before making the improvement, you will not be able to measure the improvement after applying the countermeasures.
5.建立目标
Establish an objective
基准 BM 目标 Objective
Fra Baidu bibliotek
• 什么?:控制的特点是确定当前步骤对实际情况的理解
What?: Control characteristics that were defined in the step where the actual situation was understood
工厂，产线或设备的首 要课题 Priority themes in the plant, line or equipment
1.定义损失
Identify the losses
► 在开始阶段，小组支持人定义
小组名称，团队成员，和小组 截止日期。 ► 并且： 1.保证战略目标优先（KPI) 2.用柏拉图识别主要损失 3.量化损失，客观选择
设备问题的摘要
Summary of equipment in question
结构和机械装置中的重点部分
Structure and mechanism of important points
(结构图表，产出)
(Structure diagram, lay out)
了解基本准则和原理 Understand the basic rules and principles
2. 选择和诠释课题
Selection and Justification of the subject
►
(2) 选择这个课题的理由
Reason why you chose the subject -1
•分析损失并明确你为何选择这个损失
• Analyze the loss and make clear why you chose this loss
诠释课题-2
Justification of the subject-2
最高管理方针 Top Management’s Policy
• 紧急级别Urgency level • 重要级别Importance level • 评估结果Estimated results
部门方针 Department Policy
• 公共主题Common theme • 解决难度等级 Grade of difficulty to solve
3.了解过程及设备
Understanding the process and the equipment
程序问题的摘要
Summary of the process in question
6. 制定一个计划 8. 提出对策
Propose Countermeasures
7. 分析原因
Cause Analysis
Make a Plan
1.定义损失
Identify the losses
OEE or EE
瓶颈设备或机器 Bottle neck line or machine
分类损失 Classify the losses • 故障 Breakdowns • 更换 Changes • 启动 Start ups • 短时停机 Chokotei • 降速 Speed reduction • 缺陷/返工 Defects/rework
►
3
改善故事法12步
KAIZEN Story12 Steps
12. 未来计划 维持,收益,产出,准备计划摘 要，MP等 Future Plans Sustain, Benefits, Roll Out, Prepare Project Summary, MP, etc.
1.鉴别、分类损失
Identify /Classify losses
→ 你所做的改善怎么才是正确的？
→ How exactly do you want to improve?
减少棘手任务的数量？
Reduce the number of tasks involved?
提高生产力？
Improve the productivity?
修正和改善人类工程学
Revise and improve ergonomics?
• 基准应是几个月的平均值
The benchmark should be the average of several months
•如果你正在处理一个故障，你需要数据的至少3个月。如果这不是经常发生故障，你需 要的数据至少一年为基准。
If you are dealing with a breakdown, you need the data of at least 3 months. If this breakdown does not happen often, you need the data of at least one year as Benchmark.
分类和量化损失
Classify and quantify the loss
• 联系损失明确自己所要做的正确性…
• Make clear what exactly you want to do with that loss…
即：改善包装程序作业
i.e. Improve the packing process task
○○: 影响范围…从产品，工序，设备及劳动力中找到问题
○○: scope or reach…. Name of product, process, equipment or labour in which you found the problem
•针对最大的损失开始工作
• Start working on the biggest loss.
“XX of the DD in ○○” XX行动 – 你想做什么… 方向和水准
XX Action - what you want to do... Direction and level
层化短时停机
解决你想解决的问题（减少，消除等）
(reduce, eliminate, etc.) to which you want to solve the problem
► 注：在此阶段最好关注于客观
描述问题，避免直接跳到结论 或解决方案。
2. 选择和诠释课题
Selection and Justification of the subject
(1)选择课题
Select the subject
在损失分解中短时 停机比重最大
• 此课题应以如下形式表达
• The subject should be expressed as follows:
Understand process/ equipment
KAIZEN Story 12 Steps
不是No
4.掌握实际情况
Grasp the Actual Situation
10 .检验结果
Verify the results
5. 建立目标
Establish Objectives
9 .实行对策
Carry out countermeasures
• 在何时?:在解决问题的日期之间
For when?: Due date to solve the problem
• 要做什么?:数字的目标（价值）
What to do?:Numeric objective (Value)
建立一个有远大雄心但切实可行的目标
Establish an ambitious but feasible target
• 例如,什么是缺陷○○ ?
For example, what is defect ○○?
• 你如何能量化它?
How can you quantify it?
• 用什么时间单位去控制数据?
What time unit do you use to control this data?
→每月?每天?
→ Monthly? Daily?
• 确认和回顾基本知识以分析原因
• Confirm and review basic knowledge for cause analysis
4.掌握实际情况
Grasp actual situation
(1) 清晰定义控制特征
Clearly define the control characteristics
用4M的方法重复问为什么。
7.分析原因
Cause Analysis
► ► ► ►
►
获取问题发生的根源并有一张清晰的了解发生了什么样错误的图表
Get to the root cause that makes the problem occur and have a clear picture of what is wrong.
即“在整个过程中对缺陷率的降低”
i.e. “Reduction of the defect rate in the filling process”
DD:什么…我们想要攻克的损失（故障，短时停机，质量缺陷等）
DD: What….The loss that we want to attack (No. Of breakdowns, minor stoppages, quality defects, etc.)
KAIZEN Story 12 steps
►
JIPM-S
何为Kaizen？
改善故事法程序
KAIZEN Story Procedure
1 定义损失 Identify the losses ► 2 选择和诠释主题 Selection and justification of the subject ► 3 了解过程和设备 Understand the process and equipment ► 4 掌握实际情况 Grasp the actual situation ► 5 建立目标 Establish objectives 用此方法可建立一个简单 和清晰的顺序来解决问题 ► 6 制定计划 Make a plan This method sets up a simple ► 7 分析原因 Cause analysis and clear sequence to solve the problems. ► 8 提出对策 Propose countermeasures ► 9 实行对策 Carry out countermeasures ► 10 检验结果 Verify the results ► 11 标准化 Standardization ► 12 未来计划 Future plans
6.制定计划
Make a plan
No.
1 2 3 4 5 6 7 8 9 10 11 12
程序 Procedure
定义损失
Identify the losses
选择和诠释主题
Selection and justification of the subject
了解过程和设备
Understand the process and equipment
掌握实际情况
Grasp the actual situation
建立目标 Establish objectives 制定计划 Make a plan 分析原因 Cause analysis 提出对策 Propose countermeasures 实行对策 Carry out countermeasures 检验结果 Verify the results 标准化 Standardization 未来计划 Future plans
11 .未来计划
Future plans
始于一个新的循环
Begin a New Cycle
2. 选择与验证 （最主要损失为首）
Select &Justify (Biggest Loss First)
改善故事法12步
是 Yes
达到目标了 吗？Were Objectives Obtained?
3. 了解过程/设备
(2) 建立基准 Establish Bench Mark (initial reference point) • 原因→如果你不知道在改进之前的最初水平，你将无法衡量的改进后应用对策。
Cause→ If you do not know the level where you originally were before making the improvement, you will not be able to measure the improvement after applying the countermeasures.
5.建立目标
Establish an objective
基准 BM 目标 Objective
Fra Baidu bibliotek
• 什么?:控制的特点是确定当前步骤对实际情况的理解
What?: Control characteristics that were defined in the step where the actual situation was understood
工厂，产线或设备的首 要课题 Priority themes in the plant, line or equipment
1.定义损失
Identify the losses
► 在开始阶段，小组支持人定义
小组名称，团队成员，和小组 截止日期。 ► 并且： 1.保证战略目标优先（KPI) 2.用柏拉图识别主要损失 3.量化损失，客观选择
设备问题的摘要
Summary of equipment in question
结构和机械装置中的重点部分
Structure and mechanism of important points
(结构图表，产出)
(Structure diagram, lay out)
了解基本准则和原理 Understand the basic rules and principles
2. 选择和诠释课题
Selection and Justification of the subject
►
(2) 选择这个课题的理由
Reason why you chose the subject -1
•分析损失并明确你为何选择这个损失
• Analyze the loss and make clear why you chose this loss
诠释课题-2
Justification of the subject-2
最高管理方针 Top Management’s Policy
• 紧急级别Urgency level • 重要级别Importance level • 评估结果Estimated results
部门方针 Department Policy
• 公共主题Common theme • 解决难度等级 Grade of difficulty to solve
3.了解过程及设备
Understanding the process and the equipment
程序问题的摘要
Summary of the process in question
6. 制定一个计划 8. 提出对策
Propose Countermeasures
7. 分析原因
Cause Analysis
Make a Plan
1.定义损失
Identify the losses
OEE or EE
瓶颈设备或机器 Bottle neck line or machine
分类损失 Classify the losses • 故障 Breakdowns • 更换 Changes • 启动 Start ups • 短时停机 Chokotei • 降速 Speed reduction • 缺陷/返工 Defects/rework
►
3
改善故事法12步
KAIZEN Story12 Steps
12. 未来计划 维持,收益,产出,准备计划摘 要，MP等 Future Plans Sustain, Benefits, Roll Out, Prepare Project Summary, MP, etc.
1.鉴别、分类损失
Identify /Classify losses
→ 你所做的改善怎么才是正确的？
→ How exactly do you want to improve?
减少棘手任务的数量？
Reduce the number of tasks involved?
提高生产力？
Improve the productivity?
修正和改善人类工程学
Revise and improve ergonomics?
• 基准应是几个月的平均值
The benchmark should be the average of several months
•如果你正在处理一个故障，你需要数据的至少3个月。如果这不是经常发生故障，你需 要的数据至少一年为基准。
If you are dealing with a breakdown, you need the data of at least 3 months. If this breakdown does not happen often, you need the data of at least one year as Benchmark.
分类和量化损失
Classify and quantify the loss
• 联系损失明确自己所要做的正确性…
• Make clear what exactly you want to do with that loss…
即：改善包装程序作业
i.e. Improve the packing process task
○○: 影响范围…从产品，工序，设备及劳动力中找到问题
○○: scope or reach…. Name of product, process, equipment or labour in which you found the problem
•针对最大的损失开始工作
• Start working on the biggest loss.
“XX of the DD in ○○” XX行动 – 你想做什么… 方向和水准
XX Action - what you want to do... Direction and level
层化短时停机
解决你想解决的问题（减少，消除等）
(reduce, eliminate, etc.) to which you want to solve the problem
► 注：在此阶段最好关注于客观
描述问题，避免直接跳到结论 或解决方案。
2. 选择和诠释课题
Selection and Justification of the subject
(1)选择课题
Select the subject
在损失分解中短时 停机比重最大
• 此课题应以如下形式表达
• The subject should be expressed as follows:
Understand process/ equipment
KAIZEN Story 12 Steps
不是No
4.掌握实际情况
Grasp the Actual Situation
10 .检验结果
Verify the results
5. 建立目标
Establish Objectives
9 .实行对策
Carry out countermeasures
• 在何时?:在解决问题的日期之间
For when?: Due date to solve the problem
• 要做什么?:数字的目标（价值）
What to do?:Numeric objective (Value)
建立一个有远大雄心但切实可行的目标
Establish an ambitious but feasible target
• 例如,什么是缺陷○○ ?
For example, what is defect ○○?
• 你如何能量化它?
How can you quantify it?
• 用什么时间单位去控制数据?
What time unit do you use to control this data?
→每月?每天?
→ Monthly? Daily?
• 确认和回顾基本知识以分析原因
• Confirm and review basic knowledge for cause analysis
4.掌握实际情况
Grasp actual situation
(1) 清晰定义控制特征
Clearly define the control characteristics
用4M的方法重复问为什么。
7.分析原因
Cause Analysis
► ► ► ►
►
获取问题发生的根源并有一张清晰的了解发生了什么样错误的图表
Get to the root cause that makes the problem occur and have a clear picture of what is wrong.
即“在整个过程中对缺陷率的降低”
i.e. “Reduction of the defect rate in the filling process”
DD:什么…我们想要攻克的损失（故障，短时停机，质量缺陷等）
DD: What….The loss that we want to attack (No. Of breakdowns, minor stoppages, quality defects, etc.)