车间5S培训教学PPT课件.pptx

;为什么实行5SWhy Do We Do 5S?;急找东西 心里烦躁;为什么实行5SWhy Do We Do 5S?;请找出数字1、15？;剔除50以上的数据;为什么实行5SWhy Do We Do 5S?; 第二部分 5S概念与原理 ;5S概述;;;;1S – 整理;2S – 整顿;常见的寻找物品示意图;;整顿三要素;清洁工具;审核文件;2S is about putting employees in control. 2s是让员工控制。 We can easily and quickly find and access the things we need. 我们可以方便快捷地找到并获得我们需要的东西。 It takes less time to put everything back in its place. 把所有东西放回原处所需的时间更少。 Everything in its place and a place for everything. 一切都在原地，原地只有一切。 If something (a tool or spare part) does not have a specific location assigned, we will not be able to determine if it is in the wrong place or not. 如果某物（工具或备件）没有指定特定的位置，我们将无法确定它是否在错误的位置。 Operators need Management’s help to make sure everything can be located in the best possible location and manner to support STANDARD WORK 作業員需要管理层的帮助，以确保所有东西都能以最佳的位置和方式定位，以支持标准工作;3S – 清扫;;3S – 清扫;3S – 清扫;25;26;3S – 清扫;3S – 清扫;4S – 标准化;30;31;32;备注：将现场所有要求规范到标准表单文件中，形成制度,贯彻到底;5S – 素养;5S – 素养;5S – 素养;Overall 5S is Meant to Support Our People; 第三部分 5S实施工具与技巧 ;5S;红牌作战;41; Good communication. Make sure management and employees in the target area are notified, when the red tagging will occur 良好的沟通。当出现红牌时，确保通知目标区域的管理层和员工 Remove anything from the core work area that’s not used at least weekly. 从核心工作区移除任何未每周使用的东西。 Don’t remove anything without the local work group’s approval. 未经当地工作组批准，不得移除任何东西。;43;44;45;Effective identification of production and MRO materials, storeroom organization, and material movement. 有效识别生产和MRO物料、库房组织和物料流动。 Clearly Mark: 清楚标记： Line side inventories (inventory type, max/min quantity, location, etc.) 线邊库存（库存类型、最大/最小数量、位置等） Storerooms (shelf, rack and bin labels, restocking indicators, barcoding, etc.). 储藏室（货架、货架和箱子标签、进货指示器、条形码等） Inventory delivery routes and replenishment procedures 库存交付路线和补充程序;形迹管理;定点摄影;49