1、Principle: Standardization Element: 9 Workplace OrganizationGM-GMS Operating Guideline 9.0 Workplace Organization,Global Manufacturing System Operating Guideline,Copyright Notice August, 2000 General Motors Corporation (GM). All rights reserved.No part of this material may be reproduced in any form
2、or by any method (photocopy, microfilm, digital, etc.) without the written permission of General Motors Corporation, educational purposes included.,Table of Contents,GM-GMS Relationship,The GM-GMS Operating Guideline #9.0 Workplace Organization supports the GM-GMS Principle of Standardization in con
3、tributing to the Business Goals.,Definition定义,The safe, clean, and orderly arrangement of the workplace environment that eliminates anything that is not required, provides a specific location for everything, contributes to higher quality, and the opportunity to standardize and increase efficiency.,创
4、造一个安全、整洁有序的工作环境，消除不必要的东西，每一件物品都有固定的位置，实现高质量，为标准化实施及效率的提高提供机会。,Purpose目的,To put order to and maintain the workplace by making “out of standard“ conditions readily visible.,让所有与标准相违背的东西一目了然，易于暴露，从而实施工作场地有序化定置并实时加以维护。,Core Requirements核心要素,Workplace Organization (5S) Standards are developed, communicat
5、ed, and displayed visually to clean, organize, and maintain a safe workplace and surrounding environment in all areas of the plant, including offices.制定、沟通和目视工作场所布置标准（5S）来在工厂所有区域包括办公室维持一个洁净、有序、安全的工作场所和周边环境。 2。Employees participate in the development and implementation of the standards for the work p
6、rocess and environment.员工参与工作区域和环境管理标准的建立和实施。,3。Workplace is maintained per standards equally on all shifts.所有的班次共同遵守工作场所管理标准的建立和实施。 4。Excess or non-essential tools, equipment, material, and salvage are eliminated.多余或不必要的工具、设备、物料和垃圾要从工作场所清除掉。 5。Layered audits are in place to assess compliance to Wor
7、kplace Organization Standards with a follow-up process to address non-compliance.建立分层审计来评估是否与工作场所布置标准一致，建立跟踪程序，指出不符合标准的情况。,Benefits益处,To External Customers (People buying our vehicle) 对外部顾客（买车的客户或股东） Provides the baseline for continuous improvement and therefore, the best quality and lowest cost pos
8、sible for our external customers.提供了持续改进的基准，为外部顾客提供最好质量的产品。To Internal Customers (Downstream Operation) 对内部顾客（下游操作者） Provides consistent quality as the result of a standardized workplace.在标准化的工作场所下工作提供符合标准的质量和不断提升的效率。To Internal Suppliers (Upstream Operations) 对内部供应商（上游操作者） Provides a consistent eva
9、luation of products and services delivered.对产品和服务参照标准进行评估。,To other GMS Principles or Operating Guidelines 对其他GMS 原则或操作指导As a foundational element, Workplace Organization is essential to most other elements and principles within GMS.工作场所布置是一个基本要素，对GMS中其他的大部分要素和原则非常重要。Good Workplace Organization make
10、s it easy to identify Waste. As the waste is identified, the remaining elements of GMS can be incorporated to eliminate that Waste.良好的工作场所布置使浪费更容易辨识。浪费被辨识后，GMS的其他要素被用来消除浪费。,Process Overview程序概述,As stated in the Benefits; Good Workplace Organization establishes a Standard that leads to the Identifica
11、tion & Elimination of Waste.良好的工作场所布置建立了标准化，使辨认和消除浪费变得更容易。,WASTE NOT DEFINED没有浪费定义REACT TO LARGE EXAMPLES对大 的事例有作用REACTIVE IMPROVEMENT改进作用,WASTE IS “TANGIBLE”浪费是有形的IDENTIFY MANY SMALL OPPORTUNITIES LEADS TO LARGE OVERALL CHANGE寻找 可以带来大改变的小机遇CONTINUOUS IMPROVEMENT持续改进,Concrete Thinking具体考虑,7 TYPES OF
12、 WASTE,Over- Production,Processing,Material Movement or Conveyance,Waiting,Inventory,Correction,Motion,Identification/Elimination of Waste辨识/消除浪费,Note: The memory aid for the 7 Types of Waste is COMMWIP.,The Workplace Organization Process 工作场所布置程序,Eliminate Waste消除浪费,Step 1清理,The Elimination of Wast
13、e is the focus of the 5S Process!减小浪费是5S的目标!,Step 5持续改进,Step 4标准化,Step 3清洁,Step 2整理,STEP 1第一步（清理）,Definition: To remove all unnecessary items from the workplace定义：把所有不必要的物品从工作场所清理出去。,Purpose: To prepare the workplace for the next 4 steps of this process and to eliminate items that could cause injury
14、, excessive cost or any of the forms of Waste.目的：为5S的后面4步做准备，清除可能引起伤害、超支或其他浪费的东西。,Clear and keep only required materials and tools:清理且只保留必需的物料或工具： Remove unneeded items from the job.去除一切与工作无关的东西； Use the “Red Label” method to tag unneeded items and communicate across shifts.用红单来标记不需要的物品并在班组间沟通。Areas
15、 of Focus关注重点： Tools工具； Inventory and Storage线旁物料（包括可疑物料） Equipment 设备,Clear and Keep,Only the Required,STEP 1 (cont)清理的工作内容（续上页）,Tools工具： When Team Members focus on tools, they ask questions like:做工具5S，必须弄清楚以下几点：Are the proper tools available for the job?工位上的所有工具都适用？Are some tools no longer applica
16、ble?有没有不适用的工具？Are defective or worn tools on the operation?有否损坏的工具？Are there too many tools on the operation?工位上工具太多了吗？Are inaccurate precision tools or measurement gages present? 有不精确的工具或测量器具吗？,STEP 1 (cont)（续上页）,Inventory/Storage库存、线旁物料 When Team Members focus on inventory and storage, they ask qu
17、estions like:做线旁物料5S，必先关注： Are there materials present that do not relate to the process?有否与工序无关的物料？ Is there too much inventory or in-process stock?线旁物料过多？ Are there too many empty containers in the area?线旁空箱过多？ Is the material blocking the view of the equipment, tools, or the work area?物料堆放是否挡住了设备
18、、工具或工作区域？ Is there defective material? 有缺陷的物料移走了吗？,STEP 1 (cont)（续上页）,Equipment设备 When Team Members focus on equipment, they ask questions like:设备5S，必先清楚：Is all the equipment necessary for the operation?设备为操作所必须？ Are there obsolete fixtures, clamps, or jigs present?有否过时设备？ Are there too many pieces
19、of equipment?设备是否过多？ Are all the tables, desks, benches in the workplace necessary?工作场所所有的桌椅板凳都是必须的吗？ Are the cables, cords, and hoses sized properly?各种管、线、气管安装是否合适？,STEP 1 (cont)（续上页）,Red Label Campaign Method红单作业方法 This method consists of attaching a red label to all objects that have been identif
20、ied as unneeded.在所有经过确认没有必要的物品上贴上红单。 The red label is a visual management tool that helps to identify unnecessary items.红单是一种目视化工具，用来帮助确认不必要物品。 This method is particularly effective in mature organizations or after a project has been through several changes. 红单作业是清理工作场所行之有效的方法,无论是新建项目还是成熟的生产线,都应该经常使
21、用,持续改进。 The disposition of all objects is based on government regulations, GM Corporate and plant policies 对所有物品的处理要符合政府法规，GM规定和工厂政策。,STEP 1 (cont)（续上页）,Guidelines for Running a Red Label Campaign红单作业注意事项 Ensure that all shifts know what is red labeled and that they agree on the part, material or to
22、ol removal.任何物品要贴红单都要征得其他班次员工的同意。Take action to quickly remove unneeded items from the work area and permanently dispose of them.贴上红单的物品应从现场迅速移走。 Simulate the operation before removing red label items.对于不能确认能否贴红单的物品，可以“模拟红单”：试着不用该物品一段时间，看行不行。,STEP 1 (cont)（续上页）,STEP 2第二步-整理,Definition: To identify t
23、he best location for all remaining items in the workplace 定义：整理现场，所有物品都放在最有利于工作的位置，并使现场井然有序。,Purpose: To eliminate many of the forms of waste (such as correction & motion) and make items readily available to the user. 目的：减少各种形式的浪费，尤其是返修与移动浪费，使各种物品方便取放，有利工作。,The location of equipment, tooling, and ma
24、terial is optimized. 工具、设备、物料的位置要最优化。,Motto: “A Place for Everything and Everything in its Place” 口号：“一物一位，物归其位”,STEP 2 (cont)（续上页）,1.,Categorize 分类,How often do,I use this?,Where is the,best place?,2.,Determine A,Location确定好位置,Organize Process Steps工作场所组织的步骤,多常用？,放那里最好？,Guidelines for Step 2第二步指导 F
25、requently used items are placed as close to the point of use as possible, and safety and comfort are of primary concern.在定置工具、设备和物料时首先考虑安全与舒适。 All items should be placed according to the three easys (easy to see, easy to get and easy to return) , located at a comfortable reaching height and placed n
26、ear the point of installation.根据三个容易来定置（容易看见，容易取到，容易返还）定置在一个合适的高度，离安装点最近的位置。 Seldom used items are placed furthest from the operation. 很少使用的物品要远离操作区域。 Infrequently used items are placed in storage or purchased/ obtained on an as needed basis. 不经常使用的物品储存起来，需要时能立刻获得。 Avoid placing similar parts, part
27、numbers, etc. next to each other as this may cause inadvertent errors by the operator.避免把容易混淆的零件等物品放得太近，以免拿错。,STEP 2 (cont)第二步（续）,STEP 3第三步清洁,Definition: To become aware of and eliminate all unwanted dirt, dust, grime, paint, labels, tape, etc.定义：形成意识并消除任何不清洁的环境。,Purpose: To eliminate unsafe conditi
28、ons, improve quality of our products, enhance the workplaceenvironment and initiate corrective action to preventfuture accumulation of unwanted materials.目的：消除不安全情况，提高产品质量，提升工作环境，辨和纠正设备问题（清洁也是检查）采取措施来防止不需要物品的堆积。,STEP 3 (cont)第三步（续）,Guidelines For Step 3:第三步的指导 Clean the Workplace to minimize dirt, e
29、nhance safety, and immediately identify and correct equipment problems.清洁工作场所消除脏乱，加强安全，立即辨识和采取行动来纠正设备问题。 Clean and check machinery, equipment, cabinets, shelves, and lockers清洁和检查机器、设备、工具、工具箱/柜、架子和锁具。 Check for and repair leaking equipment.检查和维修泄漏的设备; Clean racks, cert boards, tools contain the shavi
30、ngs of cutting, grinding, drilling, or tapping equipment.考虑怎样防止脏乱，维护切割、打磨、钻孔设备。,STEP 4,Definition: The standardization required to maintain the steps of workplace organization定义：标准化即维持，是保持前三步劳动成果的关键步骤。,Purpose: To allow for quick, easy and effective maintenance of this 5 Step process目的：为快速、容易、有效地维持整
31、理、清洁三个步骤的劳动成果。,Standards help to identify items that:标准化帮助确定： are unsafe安全 dont meet requirements没有符合要求 are out of place 不在固定位置上Standards allow for:标准化有助于： improved understanding of new processes提升对新工艺的理解 increased efficiency 效率提升 continuous improvement of the area区域的持续改进,STEP 4 (cont),Visual Contro
32、l Standards:目视化控制标准： Help maintain organization帮助组织的维持 Serve as reminders作为提醒者 Are quickly and easily recognized快而且容易辨认 Consist of colors, symbols, pictures, letters, sounds, etc包括颜色、标志、图片、字母、声音等； Enable status at a glance使状态一目了然 Note: It is not the intent of this guideline to dictate the exact visu
33、al control standards that must be used in every plant and office operation. Rather the next few slides list and show examples of standards.这个指导并不是要求每个工厂和办公室都采用完全一样的目视化控制标准，而是，下面的幻灯片列出标准的例子。,STEP 4 (cont),Make placement of equipment and tools visual设备工具定置标识规范 Labels物料标签； Tape on floor: items that mov
34、e, reference points操作场所地上，用黄色定置线对物料进行定置； Green tape on walls, desks, tables墙上、桌上用绿色定置线； Storage areas & quantities marked线旁仓库料架定置区应有限量标识； Supply shelves labeled料架上也应有相应零件品种、数量标识。 Pink signs: instructions红色为危险区域； Green signs: locations绿色为人行道区域； Pull cards for supplies:对供应商使用拉动卡片： Reorder Process记录有工序
35、名 Reorder Point记录有工位地址,Set Standards and Make Visual制定标准化和实施目视化,STEP 4 (cont),Example of Workplace Organization Standards工作场所布置标准,Part “D“,Part “C“,Part “B“,Part “A“,Part “H“,Part “G“,Part “F“,Part “E“,Empty Tote Returns搬运,Bulk Part,or,Sequence Part顺序件,Trash垃圾桶,FPS Point OrangeFPS点桔色 2” x 24”,Start
36、Point Green 2” x 24”起始点绿色,Finish Point Red停止点红色 2” x 24”,FPS Point Orange 2” x 24”,FPS, START, and FINISH lines in the work areaFPS、起始点和停止点在工作区域,STEP 4 (cont),Floor markings to show proper location,Rack Labels料架标签,Outlines for 列出需要的文件required documentation,Office areas in the administration building
37、 or on the plant floor should also follow plant Visual Control and Workplace Organization standards. 在行政楼办公室或车间都应该遵循工厂目视化控制和工作场所布置标准。,The standard 1” yellow tape could be used to identify locations of movable equipment such as desk, chairs and trash receptacles. 5CM黄色即时贴用于定置可移动的物品如桌椅、垃圾篓等。, inch gre
38、en tape could be used to mark location on top of desk, tables and workbenches. All file storage should be labeled following the Information Lifecycle Management process requirement. 6MM宽即时贴用于定置桌上物品，文件夹必须归类放置,STEP 4 (cont) 第四步(续),STEP 4 (cont),Shadow Board for Tools投影板 定置 示例,STEP 5第五步-持续改进,Definition
39、: The systems designed to supportcontinuous improvement of workplace organization. 定义：工作场所组织的持续改进。,Purpose: To provide examples of how to assure continuous growth of this process. 目的：确保进行不断地持续改进。,The 1st task of this step is to Assign Maintenance and Inspection Responsibility这一步首先要做的事分派维修和检查的职责。Area
40、 Layout Maintenance Form例如 5 Step Maintenance Card 5S保持卡 （见后幻灯片）,Standards,Inspect,Enforce,STEP 5 (cont),In order to maintain the previous steps & continuously improve we need to follow this process 为维持现场改善的四步和持续改进，我们需要遵循这个程序。,Area Layout Maintenance Form区域平面图 Maintenance Items:维持项目 Workplace Organi
41、zation/ Visual Controls inaccordance with the diagram?现场实际物品定置与区域平面图一致吗？ Equipment, tools and suppliesin their proper locations?设备、工具和物料在定置区域内吗？ Tools and equipment operative? 工具和设备能正常运行吗？ Correct parts in closed storage?标物相符吗？ Correct parts in containers?零件料箱相符吗？ Inventory levels appropriate?库存量合理吗
42、？ Clean or dirty?干净或脏乱？,Table,Table,Cabinet “A”,Cabinet “B”,Headline Board,STEP 5 (cont),Maintenance Card保持卡,Area区域_ Insert Name/Description of Area 插入名称/区域名_,Maintenance Performed by:保持实施者： _ _ _ _ _ _ _ _ _ _ _ _ Ext._,Maintenance Verified by：保持确认者：_ _ _ _ _ _ _ _ _ _ _ _ Ext._,Date日期,Performed实施,
43、Verified确认,Date日期,Performed实施,Verified确认,Date日期,Performed实施,Verified确认,STEP 5 (cont)（续）,Upon completion of the maintenance & inspection activities it is important to fill in the maintenance card with dates and initials of individuals performing these activities. Leadership must continue to follow-up
44、 with inspections (comments & recommendations) if they expect to maintain & continuously improve the process. 完成维修和检查后最重要的是填如保持卡中，注上日期及开始实施这些活动的时间，领导必须跟踪检验（提议或建议）如果他们期望维持和继续改进这个程序。,.,Stabilize标准化,IdentifyWaste确认浪费,Problem Solve解决问题,Set Standards制定标准,Continuous Improvement,After the maintenance has b
45、een assigned and performed, the problem solving process &/or recognition process should be followed to support continuous improvement.在维修任务被指派和执行后，问题解决程序/识别程序被执行来支持持续改进。,STEP 5 (cont)（续）,Continuous Improvement is the foundation of 5S.持续改进是5S工作的一个关键步骤。 Once the standards have been established and the
46、 process stabilized, opportunities for waste elimination become more obvious.一旦制定标准，使程序稳定后，消除浪费的机会更明显 Continuous Improvement must be promoted at all times and throughout the organization.任何时候在整个组织内必须提升持续改进。,Continuous Improvement,STEP 5 (cont)（续）,Roles and Responsibility 角色与职责,( Manufacturing Plant example ) （生产现场举例）,任务,培训,实施,分派任务,检查、保持,
