精益生产日常管理培训资料.ppt

* * NOTE: For classes larger than 15, perform a different review method (e.g., 2 minute review, or specific questions about yesterday for them to answer (idea: have them make up the questions to give to their tablemate across from them.) 注：对于超过15人的班级，使用不同的复习程序（如，2分钟复习，或对昨天所学的内容进行提问，要他们回答（意见：让他们整理要向对面同桌提出的问题）。 * * SAY说： “1. Implement cellular实施班组式生产 2. Change Labor Reporting 修改劳动报告 3. Revise Standards to match revised labor system 修改标准以适应修改了的劳动制度 4. Measure productivity and excess labor by cell 测定班组生产力与剩余劳动 5. Observe areas of concern; either from reports, walk-throughs, visual management, etc. 观察相关地区；可通过报告、巡查、目视管理等。 6. Take corrective action at lowest level 从最基层采取纠正措施。 7. Use Kaizens to address major issues 利用改善解决主要问题 8. Use productivity information to assist in managing plant 利用生产力信息帮助管理工厂 * SAY: The minimum that we want to see in place is: 说：我们在现场希望看到的基本事物： Cellular arrangement with material moving counter-clockwise.班组式布局，材料逆时针移动。 Standard Work established, present in cell and managed through playbooks.建立标准工作，在各班组进行并按操作手册进行。 Inventory moved to point-of-use from warehouse.存货从仓库运至使用点 Inventory replenishment system is kanban.存货补给系统为看板。 Scorecard at end of cell is indicating how we are doing vs production needs.每个班组结果的记分卡显示我们做的与生产需求的对比状况。 * SAY: re bullet one: “If labor from outside the cell, then charge to the cell. Assembly labor reported against cell. 说：着重点1：“假如是班组外劳动，计入班组劳动。按班组报告装配劳动。” It’s not about moving buckets of money around, it is about addressing all costs involved as it relates to direct and indirect labor.” 这并非到处转移大量资金，而是解决所有相关的成本问题，因为这与直接和间接劳动相关联。 SAY: “A dollar spent is a dollar spent. They are all opportunities for improvement.” 说：“钱要花在实处。他们都能促进改善” * SAY: re bullet one: “If labor from outside the cell, then charge to the cell. Assembly labor reported against cell.” 说：着重点1：“班组外劳动计入班组。按班组报告装配劳动。” SAY: re Excess Labor: “For example, a product sold to an OEM might be for less than the same product sold through distribution. In this case the productivity