1、1,Daily Management 日常管理,2,Introduction to Daily Management 日常管理介绍,Daily Management is the process Danaher uses to Manage Operations at the Genba 日常管理是用来管理Genba操作的程序。,3,Welcome 欢迎,Introductions介绍 Ground Rules基本法则 Housekeeping Items内务项目,4,What is Daily Management? 什么是日常管理？,Management process and tools
2、 which drive improvement in Value Stream SQDC KPIs at the Genba 是促进Genba价值流SQDC KPI改进的管理程序与工具。 Exquisite discipline is the norm and output from our Value Streams becomes predictable at the highest SQDC possible严格的制度是价值流的标准与结果，在SQDC达到最高程度时是可以达到的。 Deliver on what your Customer expects满足客户的预期目标。,5,Obje
3、ctives of Daily Management Roll-Out 日常管理展示目标,Apply key elements of Daily Management Process应用日常管理程序的关键内容 Conduct Daily Management & Lean Conversion Audit执行日常管理&精实转变审核 Begin Installation of Daily Management for target Cell(s)为目标班组建立日常管理 Create Daily Management Installation Action Plan制定日常管理建立行动计划,6,B
4、enefits to Danaher 丹纳赫的获益,Continue to improve Danaher performance through implementation of proven, sustainable processes for managing operations. 通过坚持实施管理工厂操作行为的行之有效的程序来持续提高丹纳赫业绩。,7,Why Daily Management? 为什么要进行日常管理？,Reduce fire fighting减少消防工作 Solve problems at the source从根本原因上解决问题 Smoother communic
5、ation among associates (suppliers and customers)加强与员工（供应商与客户）的沟通。 Improvement in value stream performance提高价值流业绩 Turn the experiences of successful Operations Leaders into a process to make sustainable将成功操作负责人的经验转化为使公司持续发展的程序。,8,Why Daily Management? 为什么要进行日常管理？,Top Mgt 高层管理,Middle,Mgt 中层管理,Supervis
6、or 督导,Front Line Associate 一线员工,Policy Deployment 政策部署,Daily,Management 日常管理,Kaizen改善,0%,50%,100%,Time时间,9,Daily Management Relationship to Policy Deployment 日常管理与政策部署的关系,Daily Management 日常管理(KPI) Policy Deployment draws info from ongoing data collection and analysis of Daily Mgmt processes to iden
7、tify broad system problems in which Breakthrough is needed政策部署从 数据收集与日常管理程序分析中获取信息，来确定广泛存在的体制 问题，这些问题需要技术革新来解决。,Policy Deployment (Breakthrough)政策部署（突破点） How we create sustainable competitive advantage by striving for world class performance 我们如何通过努力 创造世界级的业绩 来建立持续的 竞争优势。,10,Daily Management Relatio
8、nship to Policy Deployment 日常管理与政策部署的关系,Improvement提高,Daily,Mgmt 日常管理,Daily,KAIZEN改善,Year 0 0年,Year 1 第1年,Year 2 第2年,Year 3 第3年,Year 4 第4年,Daily,Daily,Daily,KAIZEN改善,KAIZEN改善,Policy,Deployment 政策部署,Once Breakthrough is achieved process is standardized to Daily Management!一旦实现技术革新 这个程序将被规范成为日常管理,Stra
9、tegic Objective is Achieved! 实现战略目标,Mgmt 日常管理,Mgmt 日常管理,Mgmt 日常管理,Mgmt 日常管理,Foundation for PD政策部署 基础,11,12,Daily Management The “HOW” 日常管理“如何做”,Lean Conversion 精实转变,Continuous Improvement in Genba Genba中持续提高,Daily Mgmt Implement KPIs in Genba Genba日常管理实施KPI,“Lean Conversion” is critical first step t
10、o drive results at Genba “精实转变”是Genba中取得成效的关键第1步。Each company is at different point in the “Lean Conversion” 不同公司处于“精实转变”的不同点上。Basic 5S/SW is the foundation of Lean Conversion 基本5S/SW是精实转变的基础。,13,Lean Conversion. Then Daily Management! 精实转变然后日常管理,Must focus on the Lean Conversion process first and u
11、se Daily Management process to drive improvement for individual Value Stream SQDC KPI drivers首先将重点放在精实转变程序，利用日常管理程序来提高单个价值流SQDC KPI驱动因素。 With Lean Conversion, expectations are:对精实转变的预期目标为： Quality improvement tenfold质量提高10倍 Delivery 90%+ to Customer Request达到客户要求的90%以上 Productivity improvement of 1%
12、 to 2% per month每个月的生产量增长1%到2%。 Inventory 40% reduction存货-减少40%。Through Lean Conversion and “lowering the water” you will find problems. Use Daily Management at the Genba to drive prioritization and solution of problems exposed 通过精实转变和“降低水位”，您将找到问题。利用Genba中的日常管理来帮助优先解决所暴露的问题。,14,Why “Lean Conversion
13、” Process Reviewed in Daily Management? 为什么要在日常管理中审查“精实转变”过程？,Need all OPS Leaders and OPS Support Leaders to understand, support and drive organization to implement lean conversion.需要所有OPS负责人以及OPS支持负责人理解、支持并带领各部门来实施精实转变。 Lean Conversion Process and Daily Management Process are intertwined. To maxim
14、ize improvement, you cannot do one without the other.精实转变程序与日常管理程序要交互进行。要实现最大程度的提高，缺一不可。 Lean Conversion critical to success of Danaher Operations (competitive weapon). 丹纳赫的成功操作（竞争武器），精实转变至为关键。,15,Why “Lean Conversion” Process Reviewed in Daily Management? (contd) 为什么要在日常管理中审查“精实转变”过程？（续）,Many Opera
15、tions Leaders inherit sustainable Daily Management processes but do not understand why they were implemented, may not follow them and discipline and performance degrades. 许多操作负责人沿袭了持续的日常管理程序，却并不明白为什么要开展日常管理，有可能不会遵循它，使得制度和业绩倒退。If you are a Danaher Company President or Operations Leader, there is no o
16、ption but to implement Lean Conversion at your site.假如您是一名丹纳赫公司总经理或操作负责人，您必须开展精实转变，别无它选。 All Operations Leaders must understand the process.所有的操作负责人都必须了解这个程序。 Methodology to teach new Danaher Operation Leaders the Lean Conversion process and how to implement Daily Management.向丹纳赫的新操作负责人传授精实转变程序以及如何进
17、行日常管理。,16,Overview of Daily Management 日常管理概述,The Three Basics of Shop Floor Management车间管理的3个基本概念 What is Genba?什么是Genba? The Three Reals 3个“实际” The Golden Rules of Genba Management Genba管理金箴 Managing Five KPI Drivers at the Genba管理Genba的5个KPI驱动因素 S = SafetyS=安全 Q = QualityQ=质量 D = Customer Service
18、D=客户服务 C = Productivity and InventoryC=生产力与存货 Examples of KPI Metrics/Reports used at the GenbaGenba中使用的KPI标准/报告实例,Genba Visual ManagementGenba目视管理 KPI Board in GenbaGenba的KPI信息板 Identify, Prioritize and Track Improvements in Genba确定、优先并跟踪Genba中的改善 Genba Problem SolvingGenba解决问题 Review of Golden Rul
19、es of Genba Management 牢记Genba管理金箴 Five Whys and Effective Problem Solving 5个为什么以及有效的解决问题程序 Genba LeadershipGenba领导 Rigorous KPI Leadership工作严谨的KPI领导 Walk the Floor 巡查车间 Stand up Meetings 站立会议 Walk-Around Meetings 巡回会议,17,Four Pillars of Daily Management 日常管理的4个支柱,DAILY MANAGEMENT 日常管理,5S/Standard W
20、ork 5S/标准工作,18,Daily Management Roll-Out Kaizen (3 day) 日常管理展开改善（3天）,Lean Conversion and Daily Management Mentoring (Duration is Situational)精实转变与日常管理指导（持续时间依情而定）,Key Deliverables:主要开展活动 Daily Management Process Training日常管理程序培训 Conduct Daily Management & Lean Conversion Audit进行日常管理&精实转变审核 Begin Ins
21、tallation of Daily Management for target Cell(s)开始为目标班组建立日常管理 -Create Daily Management Installation Action Plan制定日常管理建立行动计划,Key Deliverables:主要开展活动： -Implement and Sustain Daily Management Process for Targeted Cell(s) (Tools are: KPIs, Visual Management, Problem Solving Process, Genba Production Mee
22、ting).为目标班组执行并维持日常管理程序（工具：KPI，目视管理、问题解决、程序、Genba生产会议） -Conversion plan developed for entire plant制定整个车间的精实转变计划 -Drive Real Improvement in KPIs for Targeted Cell(s) and company.促进目标班组及公司在KPI方面的真正进展。,Time for full implementation is situational.全部实施时间依情而定。 Actual depends on Company commitment, resource
23、s, Scope of Implementation, etc.实际情况取决于公司投入、资源以及实施范围等。,Daily Management Installation Process 日常管理建立程序,19,Genba Exercise Genba练习,Instructions: Listen and complete instructions provided by facilitator说明：听从并完成辅导员提出的指示。 Time to complete assignment: 10 minutes安排时间：10分钟 Report back results from each group
24、各组反馈结果 Debrief exercise听取训练情况汇报,20,Genba Tour Genba参观,Instructions: Operations Leader of site will provide a Genba Tour for the team.说明：现场操作负责人将为小组提供一次Genba参观。 Time to Complete: 45 minutes 参观完成时间：45分钟。,21,Review of Prerequisite Reading 必读书籍内容回顾,The New Shop Floor Management by Kiyoshi Suzaki 由Kiyosh
25、i Suzaki 所著的新车间管理 Review and list 2-3 key “Take-Aways” from assigned readings in small groups 对分派到小组的读物进行评论并从中列出2-3条“记住的内容” Present take-aways on chart paper to class将“记住的内容”放在图表纸上给班级看。,22,Three Basics of Genba Management Genba管理的3个基本概念,23,Genba,A Japanese word meaning, “real place”一个日本单词，意思是“实际地点”
26、Today, adapted to mean “workplace”如今，更适合解释成“工作地点” In Danaher, Genba refers to the place where the “value is added”在丹纳赫，Genba 是指“增值”地点。,In manufacturing, Genba usually refers to the shop floor. 生产中，Genba通常指车间。,24,The Three Reals of Genba-Oriented Thinking Genba导向思维的3个实际,Go to Genba the Real Place 前往G
27、enba-实际地点,2. Observe the Real Thing 观察实际事物,3. Get the Real Facts 掌握实际状况,25,Japanese “Hot Springs” Scenario Handout #1 日本“温泉”情景讲义#1,Read Scenario阅读情景 Answer Questions回答问题 Discuss take-aways讨论“记住事物”,26,Golden Rules of Genba Management Genba管理金箴,When a problem arises. go to the Genba first 当出现问题时首先前往Ge
28、nba,2. Check the real thing 检验实际事物,3. Put temporary countermeasures in place 采取临时对策,4. Find root Cause 找到根本原因,5. Standardize to prevent occurrence 使其规范化以阻止发生,27,Go To Genba Experience Genba经历,Describe a time that you did NOT go to Genba to see what was happening (personal or professional), and what
29、the results were.描述一次您没有前往Genba进行观察的经历（个人或职业经历），以及结果如何。,28,Lean Conversion 精实转变,29,Where are you in the process of Lean Conversion? 你们处于精实转变的哪个阶段？,Cellular arrangement with material moving counter-clockwise按原料的逆时针运动布局班组,Standard Work established, present in cell and managed through playbooks建立标准工作，在
30、班组中贴出并通过操作手册进行管理,Inventory moved to point-of-use from warehouse存货从仓库中运往使用点,Inventory replenishment system is kanban存货补充系统为看板。,Scorecard at end of cell is indicating how we are doing vs production needs 班组末端位置的记分卡显示我们所做的与生产 需求的对比状况。,MINIMUM REQUIREMENTS OF A CELL 班组需求最少化, 2004 Danaher. All Rights Res
31、erved,30,Five Key Performance Indicator (KPI) Drivers 5个关键业绩指标（KPI）驱动因素,(S) Safety安全 (Q) Quality质量 (D) Customer Service客户服务 (C) Productivity生产力 (C) Inventory存货,Workbook Pg 17,In Daily Management, we manage these at the Genba 日常管理中，我们管理Genba 中的这些因素。, 2004 Danaher. All Rights Reserved,31,Rollout Break
32、out Session Lean Conversion 首次推出后中断期 精实转变,Instructions: As a team complete the Lean Conversion audit for your business. Go to Genba! 说明：当小组为您完成精实转变审核后。前往Genba! Tools to Use: 使用工具 File: DM AUDIT ENG (current revision number)文件： DM AUDIT ENG （最新版本号） Complete rows for Lean Conversion only只使用精实转变的内容 Tim
33、e to Complete: 20 minutes完成时间：20分钟。 Deliverables: 10 minute presentation of completed audit提供：10分钟的完整审核陈述时间, 2004 Danaher. All Rights Reserved,32,Managing the Five KPI Drivers 管理5个KPI驱动因素,Safety安全 Quality质量 Customer Service客户服务 Productivity生产力 Inventory存货, 2004 Danaher. All Rights Reserved,33,Is you
34、r “Real Place” currently 您的“实际地点”目前是否,Managers rarely visit the shop floor.经理很少来车间。 Safety Meetings take place in conference rooms.安全会议在会议室召开。 5S discipline not apparent.5S制度未张贴在明显位置。 Questions about Safety performance, cell metrics cannot be answered by either managers or Associates.有关安全业绩、班组规格的提问既
35、没得到经理也没有得到员工的回答。 Safety issues present.出现安全问题。 Safety Improvement is stagnant (no target).安全问题没有改善（无目标）。 Associates not engaged, not participative.员工参与程度不高。 Minimal cross-training is taking place in jobs with repetitive motion.工作很少有重复的交叉训练。 No Repeatable and Robust process for maintaining equipment.
36、 Associates not engaged in this process. 没有持续的健全的程序进行设备保养。员工未执行该程序。 Kaizens do not account for potential Safety concerns. Kaizen不对潜在安全隐患作出说明。 Employees have no voice or no mechanism of reporting safety hazards.员工没有汇报安全危及事物的渠道或机制。,Workbook Pg 17, 2004 Danaher. All Rights Reserved,34,Implement rigorou
37、s Process for Safety concerns & accidents. 为安全隐患&事故执行严格程序,3. Implement 5S and discipline to maintain实施5S和规定以维持操作,7. Safety review after kaizen 改善之后的安全检查,SAFETY CONVERSION PROCESS 安全转变程序, 2004 Danaher. All Rights Reserved,35,Implement rigorous Process to follow-up on Safety concerns and accidents 实施严
38、格的程序跟踪安全隐患及事故,Identify “owner” for effectiveness follow-up for both within cells and in common areas。明确“负责人”以有效跟踪班组内和公共领域的安全问题。 Define process:确定程序 Problem Identified and communicated明确并传达问题 Apply PDCA problem solving运用PDCA解决问题 Rigorous follow-up until corrective action taken.进行严格的跟踪直到采取纠正措施 Impleme
39、nt and monitor effectiveness实施并监控效果。, 2004 Danaher. All Rights Reserved,36,2. Implement Safety targets and communicate 实施安全目标并传达,Define Safety KPI for facility and to be managed in each Cell 确定设备的安全KPI并在每个班组进行管理 Define Jump off Point (Audit) for facility and each Cell 确定设备与各个班组的起跳点（审核） Define Target
40、 for facility and each Cell确定设备与各个班组的目标 Implement Visual Management for Safety KPI设立安全KPI的目视管理 Communicate and Train传达与培训, 2004 Danaher. All Rights Reserved,37,3. Implement 5S and Discipline to Maintain 实施5S和规定以维持,Train 5S broadly and deeply广泛并深入开展5S培训 Target cells for 5S kaizen目标班组进行5S 改善。 Implemen
41、t 5S Checklist and 5S Patrols in each Cell在每个班组进行5S检验与5S巡查。 Tie 5S Discipline to compensation of Front-Line Leaders 5S制度协助一线负责人开展工作 Monitor through 5S Checklist and Patrols and take Corrective Action通过5S检验表和巡查进行监控并采取纠正措施。,DEFINITION定义: 5S: A process to ensure a clean, orderly,safe and productivework
42、place. 保证工作地点清洁、有序、 安全且高效的程序, 2004 Danaher. All Rights Reserved,38,4. Go to Genba for Proactive Safety Reviews 前往Genba进行前瞻型安全检查,Move Safety from Reactive (after accident) to Proactive through:通过以下程序，将处理安全问题的方式从响应型（事故后）转变成前瞻型： Targeted review of Genba locations with highest potential for unsafe condi
43、tions 对存在最多安全隐患的Genba地点进行有目的的检查。 Challenge Team (cross-functional membership) to find Preventative Actions 让工作组（由跨职能机构的成员组成）制定预防措施。 Document and Follow-up on Corrective Actions 纠正措施的归档与跟踪 Establish regularly scheduled audit program制定定期审核计划 Implement Daily Inspections开展每日检查。,Genba, 2004 Danaher. All
44、Rights Reserved,39,5. As Appropriate, Implement targeted Total Productive Manufacturing (TPM) 适时开展目标明确的全员生产制造（TPM）,Based on Safety Concerns, target TPM implementation以实施安全考虑、目标TPM为基础 Implement TPM (see following process)执行TPM（见以下程序） Monitor effectiveness and target other equipment监控效果并用于其它设备,DEFINIT
45、ION定义: TPM: A process to maximize Resources including Associates, machines and materials. 是使资源得以最大利用 的程序，包括员工、机器与材料A process to optimize Safety, Quality and Life cycle costs and Eliminate waste in Operations. 是优化安全、质量与寿命周期成本 并杜绝浪费的程序。,TPM, 2004 Danaher. All Rights Reserved,40,5. Implement targeted T
46、PM cont 实施目标明确的TPM 续, 2004 Danaher. All Rights Reserved,41,6. As Appropriate, implement cross-training and job rotation 适时开展交叉训练与工作轮换,Identify Cells with opportunity for repetitive motion and “hard” work确定有可能需要重复工作和“艰苦”工作的班组 Challenge Team (cross-functional membership) to implement cross-training an
47、d job rotation要求工作组（由跨职能机构的成员组成）开展交叉训练与工作轮换。 Job rotation optimal every 3 hours (not always practical)最佳的工作轮换为3小时轮换一次（不是总适用） When rotating jobs, rotate into a job using different muscle groups轮换工作时，轮换到使用不同肌肉组的工作。 Document and Follow-up on Corrective Actions纠正措施的归档与跟踪,DEFINITION定义: Hard Work艰苦工作: A j
48、ob which will lead to variations in QDC and high probability of physical disorders to Associates.导致员工QDC 变异并极有可能造成 生理失调的工作。Definition to be made by qualified Authority. 该定义由认证权威提供。, 2004 Danaher. All Rights Reserved,42,7. For kaizen and process changes, review for potential safety concerns 改善和程序变化时，
49、检查潜在安全问题,During each kaizen, have authority review new Cell/process for Safety Concerns 每次改善期间，让权威检查新班组/程序的安全问题。 As Appropriate, take Corrective Actions适时采取纠正措施。 Build Corrective Actions into Kaizen Newspapers将纠正措施公布于改善新闻。 Follow-up on Kaizen Newspapers跟踪改善新闻的后续报告, 2004 Danaher. All Rights Reserved,43,7. During kaizen, review for potential safety concerns cont 改善期间，检查潜在安全问题 续,
