江森精益生产制造系统(上半部.ppt

Lean Sim_part1_SHW_E_Sep 2003.ppt * Seven Deadly Wastes七大浪费 Over-Production过量生产 Transportation运输浪费 Inventory/Scrap库存/废料 Motion动作浪费 Correction次品 Over-Processing过度加工 Waiting等待浪费 2 2 Joel: Expectation: Even if you have seen this before, try to look at it with “an insatiable desire to learn.” You as Facilitators should be able to train on this in your plants. Joel: 期望: 即使以前接触过这些内容, 大家也应该抱着不厌学的态度看待它. 作为项目负责人, 大家应该能够在自己的工厂里为员工培训. ? Joe: These kits are available for you to train in your plant. Joe: 这套材料就可以用来培训员工. Hello my name is (write name on board) We’re going to learn about JCMS and our Lean Manufacturing System Hit safety and exits Do introductions 大家好! 我叫__(在板上写下自己的名字). 我们将要学习的是江森自控的精益制造系统. 注意安全和出口 作入门介绍 After Kaizen round: What do we still need to do? o?????? Clear signals Takt time WIP – too much? Too little? Stable schedule/feedback We did a good job at: Product flow We have taught these concepts for years. (Refer to passport) Benchmark plant: 1/line/month – has been doing it for 10 years and they are still finding opportunities to improve 经过改善这一轮后, 我们还需要做什么呢? 开通信号 单件工时 WIP-太多还是太少? 稳定的进度表/反馈 我们在以下方面做得不错: 产品流程 在过去这些年里,我们一直致力于树立这种观念(指完成护照). 标竿工厂已坚持1/line/month(每月每条生产线改善1次)近10年, 但仍发现还有提高的余地. Let’s talk about where this simulation came from. Hit the points on slide The purpose is to transfer knowledge of consultants to us quicker, don’t re-invent everything or always learn from hard knocks 让我们谈谈精益模拟是如何产生的. 注意在幻灯片上指出重点. 目的是更快地把咨询人员们的知识传授给大家, 以免重复劳动或者凡事都需要通过艰辛的摸索才得出结果. If we follow the successful model that Toyota has brought to us we will see exactly how closely involved the highest levels of the organization is to its core dollar generator. PRODUCTION 如果我们采用丰田的成功模式, 我们就会明白其最高层管理人员是如何积极地参与到这种能带来效益的系统中的.生产 There must be some form of policy deployment in place to maintain focus across the company. Lean applications should also be represented in some form and expected as the way we do business. JCMS is the way our plants are run 应该有一些为实施该系统