【正文】 Kaizen 改善 Kaizen \ Kizen \ a continuous improvement mindset. Everything that we do today can be improved. There is no such thing as a perfect process. Kaizen has no end. 持續(xù)改善，我們今天的任何事情都可以改善，沒有完美的流程，改善無止境 ? Leave titles at the door – one person, one voice, no position or rank. Ten person’ s ideas are better than one person’ s. 三個臭皮匠頂個諸葛亮 ? Keep an open mind 虛心 ? Think of how the new method will work – not why it won’ t. 多考慮新方法如何工作，而不是拒絕 ? Don’ t accept excuses. 不接受借口 ? Don’ t let the pursuit of perfection get in the way of making things better. 不要追求完美以至阻礙改善 ? Involve associates from Kaizen area. Keep them involved throughout process. 讓員工參與改善的全過程 ? Think creativity before capital. If you have to spend money on improvements, simulate it first. 投資前要考慮回報，如果花錢做改善，先模擬一下 ? Ask “ why” five times. Then ask any and all other questions – there are no dumb questions. 問 5次為什么，問任何其它問題 – 沒有愚蠢的問題 ? Be hard on problems, Not on people. 對事不對人 ? Build mutual respect. 互相尊重 ? Stay positive, never give up. 積極，從不放棄 ? Sustain the gains. 維持成果 ? Improvements know no limits. Just do it! 改善無極限，去做！ Kaizen Event Rules 改善事件的規(guī)則 TIME 時間 IMPROVEMENT 提高 K K K K K K K K K S S S S Standardization and Kaizen 標準化和改善 SUMMARY 總結(jié) ? 5S is a Foundation for Improvement 5S是改善的基礎(chǔ) ? Visual Management is the Ultimate Goal 目視化管理是最終的目標 ? It is up to Each and Every One of us to Make 5S a Personal Goal 我們每個人都能達到 5S的個人目標 你學到了什么 素養(yǎng) – 維持成果 ,持續(xù)改善 整理 – 區(qū)分必需品和非必需品 清潔 – 每個人每次都以相同的方式做事 清掃 – 將每日的清潔任務(wù)日常事務(wù)化 整頓 – 物品有條理 ,個就其位清潔、方便使用 ? 靜夜四無鄰，荒居舊業(yè)貧。 Set a Good Example 人們總會模仿（無論好的還是壞的）；樹立好的榜樣 Achieving the Discipline or Habit of Properly Maintaining the Correct 5S Procedures 形成紀律或養(yǎng)成習慣來維持 5S的全部正確流程 ? To “ do” the 5th S we need to practice until we internalize what we are supposed to do and fully understand why. 做第 5個 S，我們要不斷地實踐，直到將我們要做的事情深入人心，而且我們都清楚為什么要這么做 ? Practice reinforces correct habits. We must be strict about how things are done even the little things. 實踐鞏固正確的習慣，我們做事必須嚴格 —哪怕是件小事 ? Follow posted checklists and other visual controls established under the 4th S. 執(zhí)行由 4S建立的檢查表和其他目視化控制 MANAGERS COMMITTED TO “ 5S” 管理者盡職盡責 PROPER TRAINING 合適的培訓 “ BUYIN” FROM ALL WORKERS 全員參與 CORRECT PROCEDURES BECOME A HABIT 糾正程序，養(yǎng)成習慣 5S SUSTAIN 素養(yǎng) 實施 5S的阻力 ? 整理、整頓為什么很重要？ ? 為什么要清掃，它馬上就又會臟的？ ? 整理整頓又不能生產(chǎn)出更多的產(chǎn)品？ ? 我們已經(jīng)實施整理、整頓了，還要這么麻煩？ ? 我們在很多年前就已經(jīng)實施 5S了，不就如此嗎？ ? 我們太忙了，哪有時間實施 5S？ 5S IMPLEMENTATION 實施 5S ? Separate 整理 ? Sort/Straighten 整頓 ? Sweep/Shine 清掃 ? Standardize 清潔 ? Sustain 素養(yǎng) Visual Management is the Ultimate Goal 目視化管理是最終的目標 Sort between what is necessary and what is unnecessary and dispose of the unnecessary. 區(qū)分必需品和非必需品，將非必需品處理掉 Organizing the necessary items so that they can be used, returned, and identified easily. 將必需品整理地有條理，以便使用、歸還及易于辨認 Clean and inspect floors, equipment, and furniture in all areas of the workplace. Correct the root causes of the messes. 清潔和檢查車間所有區(qū)域的地面、設(shè)備、器具，糾正臟亂的根本原因 Establish processes to maintain, improve, and measure the level of the first three S’ s. 建立流程以持續(xù)改進和衡量前 3個 S的水平 Achieve the discipline or habit of properly maintaining and expanding the 5S process. 形成紀律或養(yǎng)成習慣來完整地維護和擴展 5S工作 The 5S’ s and Visual Controls 5S與目視化控制 ? The 5S’ s need and create a clear Visual Work Place. 5S需要 ,也能夠建立一個清晰的目視化工作區(qū) ? A visual workplace is when anyone can walk in and visually understand the current situation. 所謂目視化就是，當任何人走進車間，可以直觀地了解目前狀態(tài)： ? That is, visually understand the: ? work place anization, 車間組織 ? the work process, 工作流程 ? when there is an abnormality, and 是否出現(xiàn)異常 ? if they are ahead, behind or on schedule 計劃提前 ,延誤 ,或按期 ? We create the visual workplace with visual controls 我們使用目視化控制方法，建立目視化車間 Visual Management in Our World 目視化管理無處不在 ?Visual controls are all around us. 我們身邊的目視化控制方法 All businesses have problems!! 問題無處不在 !! ? The good businesses keep pace with their problems and solve the root causes. 良好的系統(tǒng)會追蹤問題并解決根本原因 . ? These successful businesses distinguish between the normal vs. abnormal and make waste obvious to all using visual management techniques. 成功的系統(tǒng)能夠區(qū)分正常和異常，使用目視化管理方法讓浪費暴露無遺 Visual Management 目視化管理 Making problems visible is not enough! 光發(fā)現(xiàn)問題是不夠的 If we do not take action on these problems, we will be wasting our time and all involved will lose interest and the improvement will not sustain. 如果我們不去處理掉這些問題，那是在浪費時間，大家會失去興趣，改進的成