【正文】 的項目 ,不能為客戶增加價值 …. 僅僅增加成本 !僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！Observe that 2 Things are ALWAYS Happening. . .兩件事一直會相伴發(fā)生 . . . Things that should be done必須 要做的事情Things that should not be done不能做 的事情 WASTE浪費 WORK工作Understanding Eliminating Waste識別及消除浪費 “It”…Either Adds Value or Does Not“它 ”… 要么增加價值，要么不！TimeAfterBeforeValue added work增加價值的工作Non value added work不 增加價值的工作時間改善前改善后Concurrently….僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 19This is what your striving for… 這就是你需要努力達到的 …?Requires Equipment需要設(shè)備?Increases Handling Damage增加操作損壞機會?Necessary…Must Minimize 確實是不可缺少的 … 必需最少化 Waste 1 Transportation 浪費 1 運輸Machines Next to Each Other…Transport Time Minimized將機臺放在一起，運輸時間降到最低僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 20Waste 2 Inventory 浪費 2 庫存Waste Asks For More Waste庫存浪費會產(chǎn)生更多浪費High spoilage高損壞率Poor product quality品質(zhì)問題Slow running生產(chǎn)緩慢Frequent breakdowns頻繁的中斷Long changeovers長換線時間庫存高度Unplanned stoppages無計劃停線? Ties Up Working Capital 使?fàn)I運資金緊張? Takes Valuable Space占用可用空間 ? Risk of Obsolescence呆料風(fēng)險Inventory levels僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 21Before改善前 After改善后Treat Operators as Surgeons…Everything Within Reach視訓(xùn)練作業(yè)員如同外科醫(yī)生 … 每件東西都放在手所及范圍內(nèi)Waste 3 Motion 浪費 3 動作? Ergonomic Concerns人體工程學(xué)考量 ? Labor Efficiency勞動效率 ? Wasted Cycle Time 浪費周期時間僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 22Waste 4 Waiting 浪費 4 等待When Inventory Waits Your Customer Waits當(dāng)庫存在等待時，客戶也在等待? Increases Lead Time增加制造周期? Increases Work in Process增加流程中在制品? Slows Response to Customer對客戶反應(yīng)慢僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 23Waste 5 OverProduction 浪費 5 過量生產(chǎn)Do Not Produce What the Customer Does Not Need不要生產(chǎn)客戶還不需要的東西? Ties Up Working Capital使?fàn)I運資金緊張? Takes Up Floor Space占用空間? Hides Process Problems隱藏流程中的問題僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 24?Creates Delay產(chǎn)生延遲?Increased Opportunity for More Defects增加錯誤機會?Doesn’t Add Value By Definition不能增加價值Waste 6 Over Processing 浪費 6不必要的過程Match Physical Movement With Systemic Transaction…Strive for 1:1 Ratio盡量將實物流動與系統(tǒng)處理匹配，目標(biāo)比例是 1:1Manual Entry of Information人工輸入信息僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 25? Upsets Customers讓客戶不滿意? Consumes Resources消耗資源? Chokes Flow堵塞流程Waste7Defect 浪費 7缺陷Reworking Defects Is Wasteful…Sending Them to Customers is Outrageous返工不良就是浪費 … 把這些貨送給客戶是不允許的僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 26Skills not Utilized未被用到的技能(7 Wastes) + 1 Waste – Skills (Unutilized Skills) 7+1浪費 未被用到的技能? Unutilized resources of skill/knowledge from the shop floor worker 現(xiàn)場工人未被利用的技能 /知識僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！Value Stream Mapping (VSM) 價值流程圖Current State Map現(xiàn)狀圖 Future State Map 未來圖 僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 28TOTAL Value Stream完整價值流Flextronics :Suppliers偉創(chuàng)力：供應(yīng)商Flextronics Ops : Plant/Service Repair Shop偉創(chuàng)力：工廠 /服務(wù)維修站Flextronics : Customer偉創(chuàng)力：客戶What is the Value Stream?什么是價值流？See the Whole Process from Start to Finish從源頭到末端看整個價值流僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 29Process Level流程等級Single Plant ( door to door )單個工廠（門到門）Multiple Plants多個工廠Across Companies包含整個公司Levels of Mapping流程圖等級Can Be Used at Any Level in the Business可運用在任何等級僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 30? Understand current situation Big picture point of view 了解現(xiàn)況 查看全局? Shows the ratio of NonValue Added to Value Added Time 顯示非價值增加與價值增加活動的比例? Exposes sources of waste not just waste 暴露出浪費 源 — 并非只有浪費? Shows linkage between the seven types of flow 顯示 7種流程之間的聯(lián)系Why do Value Stream Mapping?為什么要畫價值流程圖？Forms the Blueprint for a Lean Implementation Plan建立 Lean 執(zhí)行計劃的藍圖僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 31Product Family產(chǎn)品系列Implementation Plan實施計劃Current StateDrawing現(xiàn)狀繪制Future StateDrawing未來狀況描繪2341167。PURPOSE目的ASK YOURSELF問問自己僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 40Step 3: Shine (Seiso) 第三步：清掃Identify abnormalities by visually sweeping the area通過清掃工作場所與設(shè)備識別異常Does this belong here? 這個是屬于這里的嗎？ Is it needed right now? 現(xiàn)在需要它嗎 ?Be able to quickly detect an abnormality能夠迅速識別異常PURPOSE目的ASK YOURSELF問問自己僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 41Arrange items so that they can be found quickly by anybody 把他們有序放置，以便任何人能很快速找到Does everything has a place? 是不是所有東西都有相應(yīng)位置 Is everything in its place? 是不是都放在該放的位置。 standards arenot established.Self DisciplineSort Sweep5S’sEstablish follow standard are clear, uptodate, anddisplayed in work areas.Material layout, assembly, munications aredocumented, standardized followed rigorously.Labeling of items withrequired quantities arestandardized.Procedures aredocumented, but notconsistently followed.No procedures in place.StandardizeAll items can be easily retrieved by anyone。? The use of checklist for monitoring adherence, quantifying results of cell inspections and prominent display of each area’s results are tools which management can use to help sustain the process. 學(xué)會使用清單來檢查保持狀況，把單元檢查結(jié)果量化，并且把每個區(qū)域的改善展示出來，通過這些手段來保持改善流程。 eliminate nonvaluecreating waste such as waiting 評估所有原材料收貨和上架的動作，保證中間沒有不增加價值的浪費，如等待。一個完善的流程能夠去除重新確認 /檢查的多余過程和退料等待的過程。? Walk the Talk 到現(xiàn)場邊做邊學(xué) ! 5S Leadership Responsibility 5S 領(lǐng)導(dǎo)職責(zé)僅供個人參考、提升知識，不得作為商業(yè) .產(chǎn)品！ 47Create Standards … Detect Abnormalities 建立標(biāo)準(zhǔn) … 發(fā)現(xiàn)異常?5 cowboys to drive 1000 cattle 5個牛仔趕 1000頭牛?Should take one look and understand the situation 必須一眼看出狀況?Clearly differentiate between what is “Normal” and “Abnormal” 清楚辨別正常和異常?Detect what is “