最新Chapter生产现场改善.pptVIP

Chapter 11Process Improvement生产现场改善  生产现场是企业利润的源泉 One of the basic concepts of the TQM is continuous process improvement This concept implies that there is no acceptable quality level because the customer’s needs, values, and expectations are constantly changing and becoming more demanding. 1、JIT的动态自我完善机制 JIT的动态自我完善机制（续） 2、现场改善的起点：5S 2、现场改善的起点：5S 2、现场改善的起点：5S 整理(Arrangement) 整顿(Put in Order) 清扫(Cleaning) 清洁(Cleanliness) 素养(Discipline) 3、领导者要支持改善 4、改善无止境 5、鞍钢宪法与现场改善 6、现场改善与技术创新 6、现场改善与技术创新 7、企业组织与技术创新 Quality at the Source Quality at the source means do it right the first time and stop the process or assembly line immediately when something goes wrong. Factory workers become their own inspectors, personally responsible for the quality of their outputs. Quality at the Source Every worker’s job becomes a quality control station. The worker is responsible for inspecting his own work, identifying any defect and reworking them into non-defectives, and correcting any causes of defects. Quality at the Source Each worker is given the right to stop the production line to avoid producing defective parts or products. Quality at the Source Statistical quality control techniques are used to monitor the quality of parts produced at each work station. Quality at the Source Workers and managers are organized into quality circles, groups of people who analyze quality problems, work to solve the problems, and implement programs to improve product quality. * 看板管理 在制品减少 暴露问题 改善动机 实施改善 提高生产率 WIP N N+1 Upstream Downstream 补充 领取 “5S”是指对生产现场各生产要素所处的状态不断地进行整理、整顿、清扫、清洁和提高素养的活动。 “5S”是以塑造清爽、明朗、洁净的工作现场为目的，使生产人员能更安全、更轻松、更愉快、更有效地完成任务。 “5S”对于工厂的安全、卫生、效率、质量、成本等方面具有极强的改善力，是工厂管理的基础。 实施“5S”可以提升企业的形象，强化企业的体质。 整理 ---- 整理生产现场的物品 整顿 ---- 整顿生产现场秩序 清扫 ---- 把工作现场打扫干净 清洁 ---- 保持生产现场的整洁 素养 ---- 养成文明生产的习惯 区分要与不要的物品，并将不要的物品清出生产现场。 将必要的物品定位、定量放置好，便于拿取和防回，避免“寻找”的浪费。 彻底清理生产现场的垃圾、废物、污垢，使生产现场干净整洁，易于发现问题。 清洁是对前三项活动的坚持和深入。整理、整顿和清扫之后要认真