1、 2008 Gemba Research LLC6S 认证计划 2008 Gemba Research LLCBENEFITS-收益 PHASE 1 (Management Team): The 6S Certification Process starts with SORT & STRAIGHTEN lead by the management team in targeted areas.阶段1（管理团队）：6S认证流程从整理和整顿开始，有目标区域的管理团队领导 PHASE 2 (All Members): All members will be trained in the 6S Pr
2、ocess with members actively involved in 3S, 4S, & 6S that includes how to audit their 6S.阶段2（所有成员）：所有受训人员都要积极参与6S的流程中，并学习如何评估6s成功 THE PROCESS WILL ENHANCE VISUAL FACTORY TOWARD PROBLEMS FOUND WHEN THEY OCCUR & THE ABILITY TO COUNTERMEASURE EFFECTIVELY改过程将加强目视工厂，并对发现的问题有效提出相应措施 2008 Gemba Research LL
3、C在实施1S前启动红卡区 2008 Gemba Research LLC红卡区规则一个星期完成涉及所有的单元当决定丢弃后移除红卡出售、报废或移动到目标区域 2008 Gemba Research LLC红卡日期: 记录者:物品名称:位置:原因:1. 不需要2. 缺陷3. 报废物料4. 过期5. 其他红卡原因:建议措施:1. 丢弃2. 3. 移到红卡 区4. 移到 区5. 其他红 卡 红 卡1. 2. 和工 3. 物料4. 原 料5. 在 品6. 成品7. 加工 8. 9. 10. 其他: 2008 Gemba Research LLC红卡区红卡区标 红卡区记录红卡区红卡红卡区 的红卡 2008
4、 Gemba Research LLC红卡区记录 Red Tag Zone Log Sheet 2008 Gemba Research LLC红卡区 计 2008 Gemba Research LLC标 红卡区标 2008 Gemba Research LLC目标区 除管理 2008 Gemba Research LLC6S 和目视工厂 目视工厂 Level 1: . currency1动中所有的，“ currency1动的fi，fl 到到效的 Level 2: 工厂标 . 标 规和，”员工不规 及 改 Level 3: 建工 所标 .工 流 （ ，标 ， ）. Level 4: . 当发现
5、，如 缺陷，缺料 ， ， 报 ， ， 和其他 及 的报 Level 5: . 后 过 或 流程缺陷 在 Level 6: .100% 发 ，一 到缺陷的原因， 置缺陷发 Step 1: 整理(get rid of whats not needed)Step 2: 整顿 (organize what belongs)Step 3: (clean-up, see & solve problems)Step 4: (see & fix unsafe conditions)Step 5: 标 (who does what to keep it up)Step 6: (be discipline-kee
6、p it orderly)定 目视工厂即用 fl个人刻认识到标 什么，也刻发觉差在哪里基础6个步骤6S 和目视工厂目视工厂 2008 Gemba Research LLCPHASE 1(sort & straighten) WASTE WALKS 阶段1（整理和整顿） 观察 Train Management Team on 6S to include auditing the process培训管理团队6S并学习 计流程 Walk through the targeted line looking for items that are not needed (SORT) -interview
7、area members before removing items.观察目标区域寻找没有整理的物品，在动前面谈员工 Document on Red Tag & place Red Tag on item to be transported to the Red Tag Zone红卡 战 When item is placed in the Red Tag Zone write information in the Log Book & the Red Tag Zone Control Board (visual management)记录红卡区 Steering Team to design
8、ate weekly review of the Red Tag Zone to ensure rules are being followed & standards are sustained每 评估红卡区物品 Targeted Area Supervisor will assign responsibility & target (1) week to complete items on Waste Walk Control Board目标区域责任和目标 定 Supervisor will send data sheet back to Kaizen group with dates c
9、ompleted for each item & responsibility for each item.数据评估 Waste Walk sheet will be filed by Kaizen group (hard copy & electronic)改善团队填写观察 Straighten what belongs (enlist members ideas) & set “zones of responsibility”整顿并定区域责任 Color code Plant CAD at the 6S Glass Wall as Phase 1 is being completed to
10、 follow progress完成阶段1 2008 Gemba Research LLC除标 阶段 1Your Company Name 2008 Gemba Research LLCPHASE 2- 6S SUSTAINED阶段2 6S Train members on the 6S Process to include auditing培训人员6S包括评估 Implement 3S, 4S, 5S, & 6S process in the targeted “zones of responsibility” 在目标区实施3-6S和区域责任 Use “newspaper” to track
11、 zones progress 跟踪区域进度 Complete STD Work to ensure area is sustained 完成标 Develop Plant Auditors & Trainers throughout the plant engaging all members with the empowerment of 6S培养工厂6S 计员和培训师 Color code Plant CAD at the 6S Glass Wall as Phase 1 is being completed to follow progress阶段2完成 2008 Gemba Rese
12、arch LLC6S AUDIT FORM6S 计 格Audit form documents the 6S: Sort, Straighten, Scrub, Safety, Standardize, & Sustain 计 格：整理、整顿、 、标 和 Add your name & date/time of the audit 加 姓名、日期和 Add area & zone of audit 加 计区域 Audit form contains 25 questions 计 包含25个问题 Each question is worth 4 points 每个问题有4 Total the s
13、core 整体 数 Page 2 is for comments for items checked NO on page 1 页2 Be specific on problem found 问题描述 Forms will be entered into an electronic file & sent to area supervisor & the leader of the waste walk 填写 子 并发给区域主管 Takt time to correct problems is 7 days 决问题 7天 Area supervisor sends completed audi
14、t form back to Kaizen Group to process 区域主管完成 计 并 给改善小组 2008 Gemba Research LLC6S 计 (Page 1)Name of AreaComplete Entire Audit Form & Total Score 2008 Gemba Research LLC6S 计 (Page 2) 2008 Gemba Research LLC6S AUDIT CERTIFICATION6S 计证书 Train ALL MEMBERS with the ability to audit 6S condition 培训所有人员有力
15、计6S When four successful 6S audits are completed by each member they are certified to do audits成功完成四6S计可获得认证 Leader of the team is certified for audits & train the trainer 团队主管需获得 计和培训师认证 All members who complete the process will be placed on the 6S Audit Certification Training Documentation Sheet l
16、ocated on the Plants 6S Glass Wall 所有完成流程的员工将记录在6S 计认证培训 内 This list will provide plant management the workforce they need to sustain 6S & enhance 6S throughout the facility 提供管理层工厂内 和增强6S的人员 2008 Gemba Research LLC6S 计证书Audit Certification Sample Bubble Chart 2008 Gemba Research LLC6S Scorecard6S记
17、牌 Area supervisor will update the 6S Scorecard weekly区域主管每 更新6s 记 牌 Weekly score for supervisor will be the lowest score from their area of responsibility Plant Management will audit the scorecard weekly for compliance工厂管理层每 计记 牌 Area Supervisors will randomly audit (1) zone weekly for compliance 区域
18、主管随机 计 2008 Gemba Research LLC6S 记 牌和 Your Company Name 2008 Gemba Research LLCSTD WORK-PHASE 2标 阶段2 Systematic approach toward sustaining 6S系统6S的 Enhances Members with the skill to improve 6S toward visual management增强员工技改进6S迈向目视管理 Engages all toward kaizen improving the house keeping throughout th
19、e plant员参与 Encourages pride of the work area 激励 This process is on-going & 6S will be sustained throughout the plant 续流程 2008 Gemba Research LLC阶段 2 标 2008 Gemba Research LLC6S & Visual Factory6S和目视工厂 6S is the starting point for Lean deployment6S精益导 的启动 Visual Factory is the use of controls that will enable an individual to immediately recognize the standard and any deviation from it目视工厂易于识“问题 6S implementation will enhance Visual Factory to recognize problems as they occur & the ability to countermeasure effectively6S实施增强目视工厂并识“问题，采用有效措施
