【正文】 7. Return Flow 退料流程 : Material return to supermarket flow as predefine processes, Excess material return to warehouse is under standard work control. An Integrated flow to abolish overprocess of reverification/inspection, waiting along the returning process 預(yù)先定義退料流程，多余物料退回到超市須遵守標(biāo)準(zhǔn)。? Management must lead by example. 管理層必須通過范例來領(lǐng)導(dǎo) 5S改善。they are clearly marked.Standardized item quantities are established。Step 4: Standardize (Seiketsu) 第四步：清潔Anyone should be able to easily understand proper arrangement and abnormalities任何人都能很容易明白什么是正常的，什么是異常的。Identify the Value Stream for every major product family / program定義每個主要產(chǎn)品系列 /程序的 價值流 Concept to launch Order to delivery產(chǎn)品投放概念 – 訂單交貨 167。? In 1959, he left JMA to start his own consulting pany. During the early 1960‘s, as an outgrowth of work with Matsushita, he developed his concepts of “MistakeProofing“ (Poka–Yoke). 1959年，他離開日本管理協(xié)會，開設(shè)自己的顧問公司， 1960年代，和 Matsushita公司合作后，發(fā)明了 ”防錯法 ”的概念。Mark DeLuzio, architect of the Danaher Business System, Danaher 如果一家公司已經(jīng)真正開始推行 Lean,那要花上 2， 3年的時間才能達(dá)到初級階段。167。 Value Stream Mapping (VSM) 價值流程圖 30167。 Objectives 目的 5167。167。 Super Market超市 僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 5What Executives (Really) need to Know執(zhí)行者必須要知道的98% of Organisations that engage with Lean, Fail!! WHY??? Lean is HARD!!! 98%的企業(yè)推行過 Lean,但失敗了，為什么？因為太困難！Excerpts from the book “Lean Machines”Lean Thinking 精益思想It’s a people issue. That’s why it’s so hard. Getting people to change – to do things differently than they have done them – is really, really hard.216。? In 1945 and 1946 and also began a long association with the Japanese Management Association (JMA). 1945年 ,46年在日本管理協(xié)會從事長期顧問。? At least as important as the tools that these founders discovered, was the realization by top Toyota management that for the system to work, workers must be continuously trained, motivated, and properly supported at all ，和這些奠基者發(fā)明這些工具一樣重要的是，要讓系統(tǒng)運作，必須讓工人不斷得到訓(xùn)練，激勵，并持續(xù)給與合適支持。展開矩陣及制定目標(biāo) … 目標(biāo)達(dá)成如何測量？? Develop actions and drive toward future state?制定行動計劃并努力朝未來邁進(jìn)How do we Start? 我們?nèi)绾伍_始？僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 32The 7 Types of ‘FLOW’ 7種類型種類型 ‘流程流程 ’5. People 人 Std Work 標(biāo)準(zhǔn)工作 Takt Time 節(jié)拍時間 1. Material – Raw 物流 原材料2. Material – WIP 物流 在制品3. Material – Finished Goods物流 成品6. Equipment 設(shè)備 Carts推車 conveyors 傳送帶 Andons 信號燈 racks貨架 TPM全面生產(chǎn)維護(hù)4. Information 信息流 Act on Material 物料加工處 Load into machine 設(shè)備上料處 Move it from 1 bucket to another 從一個地方轉(zhuǎn)移至另外的地方7. Engineering/Tools工程 /工具 Quality品質(zhì) Tooling工具 cutting tools 切削工具 Programs 程序The Problems as well as the Answers Lie Within the Flow問題 和 答案 都展現(xiàn)在流程里What will be Seen? 我們可以看到什么？僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 33? Start at the customer and work backwards 從客戶開始逆向開始工作? Walk the actual flows 跟著實際流程走線? Don’t Map the Organization but the flow through it 不需要畫出組織，但會體現(xiàn)在流程中? Don’t be too detailed this is an overview 看全局，不需太細(xì)節(jié)? Use pencil not power point…quick and crude 不使用電腦，而是用鉛筆畫出來，快速而直接Guidelines for Mapping 指導(dǎo)方針Pretend you are the ‘Product’ …And follow the path ‘product’ flows假設(shè)你就是這個 ‘產(chǎn)品 ’， … 就跟著這個 ‘產(chǎn)品 ’的腳步走吧。 standards arefollowed.Daily checks performedby area leaders。僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 44Keys To 5S Success 成功關(guān)鍵要素? Get everyone ? Integrate 5S Principles into daily work requirements. 將 5S原則整合到日常工作要求中? Communicate need for 5S, roles of all participants, how it is implemented. 與所有參與者溝通 5S的要求，參與者的角色，如何實施? Be consistent in following 5S Principles in all areas 堅持在所有地方貫徹執(zhí)行 5S? Business Team Leader involvement is a must ! Business Team Leader必須參與? Follow through finish what is started 5S takes effort and persistence. 一旦開始，付出努力，持之以恒? Link 5S activity with all other Action Workout initiatives. 把 5S與其他活動聯(lián)系在一起，取得主動僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 45The 5S is the foundation for Flextronics Lean Enterprise. 5S是精益生產(chǎn)的根基In order to visually detect any abnormal condition, we need to establish Visual Management Standards.為了能為了能 一目了然看出異常，一目了然看出異常， 我們必須建立我們必須建立 目視化管理目視化管理和標(biāo)準(zhǔn)和標(biāo)準(zhǔn)The Foundation基礎(chǔ)僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 46? Management at all levels must be mitted to establishing and maintaining the 5S process. 所有階層管理者必須承諾建立及維護(hù) 5S流程。? FIFO Material Flow.? 物料遵循先進(jìn)先出? Controlled Entry/ Exit of Parts “l(fā)ocked” (as required…initially) 通過鎖定材料進(jìn)出來控制庫存（正如最初要求一樣）? 5 No’s No thinking, No Searching, No counting, No checking, No waiting. 5個不 不用思考，不用尋找，不用計算，不用檢查，不用等待What do I look for in a Supermarket?我們在超市里找什么？Super Market超市超市僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 55Example of Supermarket 超市范例僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 56Example of Supermarket 超市范例僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 57Example of Supermarket 超市范例僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 58Example of Supermarket 超市范例僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 5942InOutExample of Supermarket 超市范例僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 601. Set break bulk area for Supermarket 為超市設(shè)置卸貨區(qū)2. Right Size of Supermarket 設(shè)置超市的合適尺寸? Supermarket physical setup should meet “Supermarket Evaluation Checklist”(Refer to page 64) and the score should be 100% ? 必須 100%達(dá)到超市評估表要求 (如 64頁 )? Start with “Right size of bin” which is based on consumption rate and condition required by customer (production line)? 基于消耗量和客戶需求計算 ”料盒合適尺寸 ”? MinMax