【導(dǎo)讀】Summarymatrix. andmessages?promotionoflean?measuresinplace?amongdepartments?practicesinplace?Superficialgoals?5?

　　

【正文】 conomy is maximized by minimizing walk patterns and material conveyance, resulting in minimal amounts of floor space required for production Continuous 1x1 flow through the entire plant at the same production rate, ., ―synchronized‖ Advanced knowledge training occurs and is linked to advancement opportunities. A ―prehire‖ training program exists to certify potential employees Forms of standard work (process capacity sheets, std. work bination tables and std. work charts) not only exist, but are used for continuous improvement at line level Evidence exists for all elements (Takt, standard operations sequence, and standard inprocess stock) and all forms of standard work SOPs and/or standardized work forms have been developed and are posted at stations and followed Basic work procedures exist, but are not strictly followed and are not easily accessible by team members There are no SOPs. Team members work by instinct. Activities vary between operators and are different from shift to shift Operators are not crosstrained and most workers can only do 1 job. There is no formal process for qualifying operators and all training is ―handson‖ Most operators know more than 1 job, but there is still no formal crosstraining process. Most training is limited to basic job skills only There is a formal process for crosstraining team member* and most of the training is driven by continuous improvement needs. Skill levels are tracked and clearly posted in most areas Qualification boards are shown in all areas amp。 a structured training program is used to develop skills based on specific pany/ employee needs. Dedicated time is reserved for training —— The plant layout minimizes transportation, and processes are linked together. The layout allows true 1x1 flow —— Processing areas are separated from each other pletely, typically divided into departments. A large amount of time is consumed transporting materials and parts Layout provides ultimate flexibility in staffing team members and virtually no WIP is present due to strict 1x1 production Processes are linked, resulting in increased flexibility (operators can run more than 1 station) and munication. WIP levels are still higher than required Individual stations are separated by large amounts of uncontrolled WIP and it is difficult for operators to move from stationtostation or municate Every station in the process is an isolated ―island,‖ making it impossible for team members to move from 1 station to the next or to municate The machine controls are designed for efficiency, ., ―1 touch‖ start or autostop Jidoka devices are incorporated into the design of the machine to ensure quality, allowing 1 team member to run several machines of 1 or more types 1 team member may run more than 1 machine (typically the same type), but it is still necessary to monitor the process to prevent errors Machines are designed without jidoka devices and every machine must have 1 team member assigned to monitor the process to ensure a quality part * Opportunities for individuals are based on high skill and high will 12 SUPPORT SYSTEMS 4 5 3 2 1 5S Visual management TPM Inventory management 2/3 2 2 2 The systems or processes that form an infrastructure that provides stability and standardization for the shop floor Formal 5S improvement activities are planned according to improvement targets and audits are performed by management (including plant manager periodically) Wide range of visual manage ment tools are used throughout the facility. The status of production is transparent to everyone. Inventory levels (min/max) and locations are clearly marked PMs are continuously improved through kaizen activities and majority are predictive in nature. Team members are involved in maintenance daily and help set targets for improvement. OEE is known Machine failure rarely impacts production. Majority of maintenance activities are planned amp。 a system is in place to highlight machine issues, ., ―tag‖ system. All machine failures have a quick response followed by rootcause problem solving All equipment has PM plans with checklists/checkpoints posted. Most PMs are based on time/frequency and team members are responsible for basic activities. Machine uptime is charted vs. established targets PM plans in place for some select pieces of equipment, but majority of maintenance activity is for unplanned downtime. Only maintenance techs work on machines. Little information available on downtime/OEE Frequent machine breakdown with no downtime/OEE information. Machines are dirty and there is no PM schedule or checklists —— Production status is clear at all times on the shop floor. All dangerous operations are clearly marked. Inventory levels are not clearly marked, but locations are designated —— Virtually no examples of visual management beyond basic forms, ., aisles marked Discipline is high on the shop floor and 5S principles are applied in the nonproduction areas (offices, conference/team rooms, etc.) Clean, anized work areas. Locations for tools and materials are clearly marked and in their place. Scrap/rework clearly separated Workplace looks more anized, but it is difficult to determine what is needed and there are few markings to identify proper locations. In general, the cleanliness level is low No workplace anization on the shop floor. All areas are generally disanized and dirty. It is not clear what is needed and what is not needed FIFO occurs within lots and no material is found outside designated area