1、5-S And Visual Controls 5S与可视化控制,Measure 测量,Define 定义,Analyze 分析,Improve 改进,Control 控制,精益生产绿带培训,Module Objectives 课程目的,5-S standards for improvement of safety, quality, and reductions in waste and frustration. 改进安全、质量和减少浪费和挫折的5S标准。,At the conclusion of this module, the class participant will: 本课程结束后
2、，学员将：Know the benefits available through implementation of 5-S and visual controls.了解通过实施5S和可视化控制获得的收益。Understand the essential implementation steps for any work environment.了解在任何工作环境下的基本实施步骤。Understand the applicability of 5-S within any process.了解5S在任何流程中的适用性。,Stability Tools,CustomerVOCTaktQFD,Ju
3、st In Time,Built In Quality,Quality SystemsAutonomationMistake-proofingproductprocess,PeoplePolicy DeploymentHigh Performance OrgvaluesdesignSteering CommDesign TeamsKaizenMulti-processSafetyprocess improvementergonomics,Materials SystemsProduction SmoothingFlow / PullLine DesignKanban SMEDP-O-U,Sta
4、bilityVariation ReductionClass A MRPVisual Controls5-SStandard WorkDFM/DFSSTPM,Building a stable foundation.,Stability Tools 稳定工具,客户VOC 客户之音节拍QFD 质量功能展开,及时 供货,建造 质量,质量体系自治防错产品流程,人员政策部署包含员工价值设计领导小组设计团队不断改进多流程安全流程改进人机工程学,原料体系平稳生产流/推进生产线设计Kanban (看板）SMED使用点,稳定性减少变异A级MRP真实地控制5S标准的工作DFM/DFSSTPM,建立一个稳定的基础
5、。,Before you get too far with Lean, develop a 5-S plan.,Components Of Visual Control,5-S: Workplace Organization Visual Displays (Levels 1 and 2): Signboards Demarcations Std Work Instructions Boundary Samples Visual Controls (Levels 3,4,5,6): Metric / Status Boards Error Prevention Boards Andons,5S
6、 现场组织 直观显示（第1、2层） 布告牌 划分 标准工作指导书 边界举例 可视化管理（第3、4、5层） 测量指标/状态标牌 防错标牌 照明度,在深入精益生产活动前，形成一个5S计划,分类、储存、清洁、标准化和维持,5S工作区的组织,在现场共享标准,在工作区域建立标准,警告异常情况（设置预警）,阻止异常情况（防止缺陷继续）,防止异常 情况（防差错）,共享信息,可视化管理,直观展示,可视化控制的组成,5S Video: 5S录像：,The Benefits Of 5S 5S的好处,A cleaner and more organized work area一个更清洁、更有序的工作区域Safer
7、working conditions更安全的工作条件Reduction in non-value added time降低非增值时间Effective work practices有效的工作实践Efficient work processes 高效率的工作流程,5-S visually demonstrates that change is happening.5S能直观地展示正在发生的变化Its quick, makes an immediate positive impact, and can be fun.能非常迅速地产生积极影响，也可能非常有趣。5-S facilitates chan
8、ge towards a culture of continuous improvement.5S促进了持续改进文化。,The 5Ss Are. 5S是,Seiri - (Sort) 整理 Seiton - (Simplified Storage) 简化储存 Seiso - (Shine) 清洁 Seketsu - (Standardize) 标准化 Shitsuke - (Sustain) 持续,A Set Of Agreements Made By The Natural Work Team 一套由工作团队达成的共识,The agreements will govern work grou
9、p operations工作小组的运作将遵守这些共识,5S Levels Of Achievement,LEVEL 5 Continuous Improvement,LEVEL 4 Focus On Reliability,LEVEL 3 Make It Visual,LEVEL 2 Focus On Basics,LEVEL 1 Just Beginning,Sort,Store,Shine,Standardize,Sustain,Cleanliness problem areas are identified and mess prevention actions are in place
10、.,Cleaning schedules and responsibilities are documented and followed.,Initial cleaning is done and mess sources are known and corrected.,Necessary and un- necessary items are identified; those not needed are gone.,Needed and not needed items are mixed throughout the area.,Items are randomly placed
11、throughout the workplace.,Needed items are safely stored and organized according to usage frequency.,Needed items are outlined, dedicated locations are labeled in planned quantities.,Minimal needed items arranged in manner based on retrieval frequency.,Needed items can be retrieved in 30 seconds wit
12、h minimum steps.,Potential problems are identified and countermeasures documented.,Work area cleaning, inspection, and supply restocking done daily.,Visual controls and indicators are set and marked for work area.,Key area items are marked to check and required level of performance noted.,Key area i
13、tems checked are not identified and are unmarked.,Proven methods for area arrangement and practices are shared and used.,Proven methods for area arrangement and practices are used in the area.,Agreements on labeling, quantities, and controls are documented.,Work group has documented area arrangement
14、 and controls.,Work area methods are not always followed and are not documented.,Root causes are eliminated and improvement actions include prevention.,Sources, frequency of problems are noted w/ root cause & corrective action.,Work group is routinely checking area to maintain 5-S agreements.,Initia
15、l 5-S level is established and and is posted in the area.,Work area checks are randomly done and there is no 5-S measurement.,5S层次的成果,第5层次 保续,第4层次 关注可靠性,第3层次 让它变 得可视化,第2层次 关注基 础因素,第1层次 刚刚开始,整理,整顿,整洁,标准,保续,找出存在清洁问 题的区域并采取 相应的预防措施,记录并遵守清洁 计划和职责。,进行最初的清洁， 了解混乱的原因， 并采取改正措施。,找出必要和不必 要的物品；没有 不需要的物品。,需要和不需
16、要的物品混放在整个区域。,物品随机放置在 整个工作场地内。,根据使用频率，安全地合理摆放必要的物品。,说明需要的物品，根据计划数量标明指定的区域。,按最小使用频次 安排最小量的 物品。,所需物品可以在 30秒内取回，只 需移动最少的 距离。,找出潜在问题并 记录对策。,每天进行区域清 洁，检验；每天 供应库存,制订可视化的控 制和指标，并标 注在工作区域内。,标注关键区域物品，检查并记录必要的执行程度。,没有找出关键区 域物品，也没有 标注。,要证明现有的标 准工作法在现有 的区域得到有效 的使用并与其他 团队分享。,要证明现有的标 准工作法在现有 的区域得到有效 的使用。,标签、数量和控 制
17、方法达成共识 并文件化。,工作组有文件化 的区域划分和控 制,经常不遵守工作 区域方法，也不 记录在案。,消除了根本原因并 采取了包括预防在 内的改进措施。,记录了问题的原因和发生频率，采取相应的改正措施。,工作组定期检 查5S,确定最初的5S等 级并在区域内 张贴,随机检查工作区 域，没有5S测量。,5-S Radar Chart 5S雷达图,5-S Can Improve Safety 5S 能改善安全性,By not having a designated place for everything, access to the fire extinguisher is blocked.如
18、果所有物品没有指定的场所，则阻碍了消防通道。,Sorting 整理,Separate the necessary from the unnecessary. 区分必要的和不必要的。,Identify what is required to work a process or performa particular operation or task.找出需要使流程运转或执行特定操作或任务所需要做的事情。,Remove unnecessary tools, equipment, files, binders, parts,procedures, furniture, and other stuf
19、f from the area.不必要的工具、设备、文件、装订机、部件、程序、家具和其它“物品”从场地中移开。,Easing access to necessary items by eliminating the unnecessary. 通过消除不必要的事物，以便更容易地获取需要的事物。,Engineering Work Station 工程人员工作岗位,Clutter impedes work flow. 混乱影响工作流程。,Preparing To Sort 如何准备整理,* Carefully consider company-owned and personal items.仔细考
20、虑公司所有和个人所有的物品,A proven process to obtain buy-in and ownership. 这是经过证明可以获得认同和所有权的流程。,Establish a safe and secure holding area for not-needed items.为不需要物品设立一个安全的存储区域。Review site guidelines for disposal of not-needed items.*评估处理现场不需要物品的指导原则。*Coordinate repair and disposal of any unsafe items.协调任何不安全物品的
21、维修和处理。Tag and identify not-needed items. 标识出不需要物品。Determine rates and points-of-use for operating supplies.决定操作供应品的速度和使用点。Remove unnecessary items from the site. 把不需要的物品从现场移走。,Sorting Activity Steps 整理活动步骤,Establish criteria and explain the handling of items.建立标准并解释如何处理物品。Assign zones to people. 为员工
22、指定工作区域。Identify not-needed items from what is needed.区分不需要和需要的物品。Move identified not-needed items to holding area.将找出的不需要的物品移入待处理区。Conduct a white elephant sale. 处理“累赘物”。Conduct an initial cleaning. 进行初步的清洁。,Focus on doing and attaining results. 关注行动并获得结果。,5S Red Tag Example 5S红标签案例,5S Red Tag Examp
23、le 5S红标签案例,Simplified Storage 整顿,Create a place for everything. 为每样东西找个地方。,Organize materials according to frequency of use.根据使用频率安排物品。,Implement visual aids to improve communication.为改善沟通，建立可视化的标志。,A place for everything and everything in place. 每样东西都有其位，每样东西都在其位。,At a glance: “Do I have the tools
24、and equipment to do my job?” 一看便知：“我是否有开展工作需要的工具和设备？”,A Place For Everything 每样东西都有其位,Preparing For Simplified Storage 如何准备整顿,Complete sorting activities through level 2. 在第二层次完成整理活动。Obtain markers and temporary labels. 获得记号笔和临时标签。Obtain tape for outlining and marking safety items.获得纸带用于区域划分和安全标记。Id
25、entify and share safety and building standards. 确定并分享安全和标准做法。Check safety policy for color-coding and labeling.检查色彩标识是否符合安全要求。Review Simplifying activities, safety policies, logistics,and support. 审核整顿活动、安全政策、后勤支持。,Build upon the gains made through Sorting. 在整理的基础上进行整顿。,Steps To Simplified Storage 整
26、顿的步骤,Identify key equipment and supplies. 找出关键设备和供应品。Determine location for every item. 决定各物品的位置。Outline locations of equipment, supplies, common areas,and safety zones. 划定设备、供应品、公用区和安全区的位置。Develop shadow boards. 制作仿形板。Label needed items. 标明需要的物品。Determine required quantities. 决定所需数量。Document workpl
27、ace layout, equipment, safety zones,and supplies. 工作场地布局、设备、安全区和供应文件化。,Work Team involvement is critical to success. 工作团队的参与对成功至关重要。,Perform daily cleaning and inspection of area and equipment to determine status and need for corrective and preventive action. 每天都对区域和设备进行清洁和检查，确定需 要采取的纠正和预防措施。,A perf
28、ormance improvement discipline 一项执行改进的纪律,A daily discipline to an agreed upon plan that is executed by the work area team members. 工作区域团队成员执行事先确定的计划是一项日常纪律。,Shine (Systematic Cleaning) 清洁（系统清洁）,A Benchmark Example 样板,Preparing To Shine 如何准备清洁,Complete the Sorting activities through level 2.在第二层次完成整理
29、活动。Complete Simplifying activities through level 2.在第二层次完成整顿活动。Review Shine activities, logistics, and support.评估清洁活动、后勤和支持情况。Coordinate marking and modifying equipment.标示清洁区域和清洁设备。Decide how to make multiple-shift decisions.决定如何按排多班次清洁。Plan how to coordinate and communicate with other areas.计划如何与其它
30、工作区域进行协调和沟通。,A process developed and used by the work team. 工作团队形成和使用的流程。,Steps To Shine 清洁的步骤,Identify key points to check to ensure proper performance明确检查关键点，确保正确执行Determine acceptable performance 确定可接受的执行标准Determine corresponding visual indicators and controls确定相应的可视化指示和控制点Mark equipment and cont
31、rols 标出设备和控制点Establish who and when cleaning plan建立“由谁及何时”实施清洁计划Conduct daily cleaning and inspections 开展每天的清洁及检查,Progress towards prevention over detection 预防胜于事后检查,Determining, sharing, and using the best processes and methods. 决定、共享，使用最好的程序和方法。,Standardization serves to minimize variation and the
32、 effect of variation on quality and speed.标准化有助于尽可能减少变异及其对质量与速度的影响。,The standard becomes the baseline for further improvement标准是今后进一步改进的基础,We want to look towards standardization with process, tooling, methods, parts, sub-assemblies, design, etc.我们期待流程、加工、方法、部件、组装、设计等方面的标准化。,Standardize 标准化,Organizi
33、ng the work station supports standard work.有效组织工作岗位以支持标准化工作。,No Room For Chaos 没有混乱的可能,Preparing To Standardize 如何准备标准化,Culture change will accelerate with 5-S maturity. 文化变革将促使5S的成熟,Complete sorting activities through level 2.在第二层次完成整理活动。Complete simplifying activities through level 2.在第二层次完成整顿活动。C
34、omplete systematic cleaning activities through level2.在第二层次完成系统性清洁活动Review standardization activities, logistics, and support.评估标准化活动、后勤和支持情况,Steps To Standardization 标准化步骤,Document present work area agreementsand routine checks使当前工作区域协议和常规检查文件化Establish and document standardized methodsacross simil
35、ar work areas建立并记录用于类似工作区域的标准化方法Document new standard methods as improvements are made 根据改进情况，记录新的标准化方法,Attacking process and methods variation坚决克服流程和方法中的变异,Keeping the gains and building further progress. 保持既有成果并不断取得进步。,The plan-do-check-act thought process becomes the culture. “计划-执行-检查-反馈“的思维方式成为
36、文化。,Pride in improvement, accomplishments, and the desire to do more对取得的改进、成就和做得更多的决心感到骄傲,Sustain 保持,Cleanliness and order make the process visible. 清洁和有序使处理流程更可视化 。,Before / After Comparison 前后比较,Prepare To Sustain 如何准备保持,Holding and furthering the gains happens with discipline and culture. 维持和进一步保
37、持成果与纪律和文化同在。,Complete sorting activities through level 2.在第二层次完成整理活动。Complete simplifying activities through level 2.在第二层次完成整顿活动。Complete systematic cleaning activities through level2.在第二层次完成系统性清洁活动Complete standardizing activities through level 2.在第二层次完成标准化活动Review the planned activities of sustain
38、ing.评估计划的保持活动,Sustaining Steps 保持的步骤,Determine 5S level of achievement 确定所达到的5S层次Perform routine checks 开展常规检查Analyze results of routine checks 分析常规检查的结果Measure progress and plan for continuous improvement评估所取得的进步和持续改进的计划,Sustaining 5-S through habit对照5-S持之以恒直到成为习惯,5-S Implementation Steps 5S实施步骤,1.
39、 Share a 5-S overview. 分享5S的概述。 2. Choose the work area implementation team.选择工作区域的实施团队。 3. Determine implementation targets, activities, and schedules.确定实施目标、活动和计划。 4. Document current situation (see next slide).记录现有状况（参见下一页）。 5. DO IT! Apply 5-S. 开始行动！应用5S。 6. Document improvements. 记录改进情况。 7. Lev
40、erage the results of the targeted area.充分利用目标区域的成果。 8. Build on achievement with new 5-S goals and actions使用新的5S目标和行动，获得成果。 9. Determine next area of application and apply 5-S .确定下一个应用区域并再次应用5S。,Document The Current Situation 记录现状,Purpose: 目的：Record the current situation as a baseline for progress记录
41、现状以作为继续改进的起点Preparation: 准备：Obtain a camera or photographic assistance 一台照相机等设备Obtain a layout and mark the before-picture place and angle获取布局图并标出改善前拍摄的位置和角度Explain the steps of current situation documentation说明记录现状的步骤Publish the picture taking date 载明拍照的日期Do it: 执行：Take work area photos 拍摄工作区域的照片Ev
42、aluate current 5-S Level of Achievement 评估目前所达到的5-S层次Display the table and radar chart. 展示表格和“雷达图”。Compare future photos to the current photos. 将改善后来照片与改善前照片进行比较,Without a baseline measurement, progress cannot be determined没有对现状的评估，就不能衡量所取得的进步,Visual Controls 可视化控制,Show how to do the job (standard,
43、agreed-upon best practice).展示如何进行工作（标准化和认同的最佳实践）。Show how things are used. 展示使用物品的方法。Show where things are stored. 展示物品存放的地点。Control inventory levels. 控制存货量。Show performance status. 展示业绩状态。Indicate when people need help. 指明何时人们需要帮助。Identify hazardous areas. 识别危险区域。Mistake-proof the operation. 防止操作差错
44、。,Tailored to the needs of every process; use this guide to determine appropriate visual controls for your process. 根据各流程需求订制；使用本指导确定适用于你们流程的可视化控制。,Facilitates worker autonomy. 促使工人的自治。Serves to eliminate waste. 为消除浪费服务。Promotes prevention. 促进预防。Fosters continuous improvement. 培养持续改进。Allows for quic
45、k recovery. 能迅速恢复。Leads information sharing. 推进信息分享。Exposes abnormalities. 使异常现象曝光。Maintains the gains. 保持成果。,All are attributes of good performance and a desirable place for work. 所有都具良好业绩和理想工作场所的特点。,Benefits Of Visual Controls 可视化控制的好处,Types Of Visual Controls 可视化控制的类型,Type 1: Passively shares inf
46、ormation by indicating or telling. 第一类：通过指示或告知被动地分享信息。,Control Type:控制类型：,Example举例,Type 2: Sends information by first catching attention. 第二类：通过第一次引起注意发送信息。,Type 3: Sends information and limits responses. 第三类：发送信息并反应限制。,Type 4: Ensures the right thing will happen. 第四类：确保发生的正确性。,stop Sign 停止标志,alarm
47、 Clock 警钟,speed Bump 速度，碰撞标志,different-size mail slots, etc 不同大小的邮筒插口等,Areas For Special Attention 需要特别注意的区域,Communication across shifts 不同班次之间的沟通Personal items 个人物品Time available 一定的时间Every person, every shift follows the agreements.各人各班次遵循共识Maintaining the gains 维持既有成果,Communication and training a
48、re vital 沟通和培训至关重要,Leadership Implementation Responsibilities 领导的职责,5S provides results and the foundation for continuous improvement 5S为持续改进提供了基础和成果,Go and see. 到现场查看Personally demonstrate understanding and leadership of 5-S 展示个人对5-S的了解和领导风格Apply 5S in their own area 在自己的区域内应用5SWork with other lead
49、ers and employees in model areas与样板区域的其他领导、员工一起工作Perform routine 5S checks ; review adherence to the standard开展常规性5S检查；回顾标准的遵守情况Expect support and participation; use goal deployment.预期支持和参与；使用目标拓展管理的模式。Make it fun and provide recognition把工作变得有趣并不要吝啬赞扬,Module Summary 课程小结,There are huge improvement o
50、pportunities through 5-Simplementation in every process.通过在每个流程中实施5S，可以产生大量的改进机会Office and Production areas, Engineering Design Centers, Laboratories, and Test areas can all benefit substantially.办公室和生产领域、工程设计中心、实验室和测试区域均可以大大受益。5-S implementation is relatively easy and very inexpensive.5S的实施相对简单，成本非常低。Improvements include quality, transfer of NVA time to VA capacity,and less frustration. 改进包括质量的改进，将非增值时间转化为增值能力并减少差错。5-S can apply equally in the digital world of shared databases anddesktops. 5S也同样可以应用在共享数据库和电脑的数字世界内。5-S is a foundation for continuous improvement. 5S是持续改进的基础。,
