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          首页 【5A版】精益生产日常管理培训资料

          【5A版】精益生产日常管理培训资料.ppt

          【5A版】精益生产日常管理培训资料

          简介:本文档为《【5A版】精益生产日常管理培训资料ppt》,可适用于领域

          *DailyManagement日常管理**IntroductiontoDailyManagement日常管理介绍DailyManagementistheprocessDanaherusestoManageOperationsattheGenba日常管理是用来管理Genba操作的程序。*SAY:ExplainthatDailyManagementisacollectionofprocessesandtoolsusedinDHRfactoriestomanageOperationsTheseincludethefourpillarsshownImportantisthatthereisabasicfoundationofSandStandardWorkbeforeyoubeginbecausetheDailyManagementprocessesandtoolsrelyonthisfoundationtooperate说:日常管理是DHR工厂用来管理操作的程序与工具的集合。它包括所示的个支柱内容。开始之前的重要事件是S与标准工作的基础因为日常管理程序与工具依靠这个基础才得以运作。*Welcome欢迎Introductions介绍GroundRules基本法则HousekeepingItems内务项目*INTRODUCTIONBALLPASS传球介绍Useasoftball(ie:aKooshBallorsmallnerfball)topassfrompersontopersonaroundtheroomHavethepersonsaythefollowing:让屋子里的人?#26469;?#20256;递一个软球(即:一个Koosh球或一个小nerf球)。让传到球的那个人介绍以下内容:Name姓名Company公司Position职位YearswithDanaher在丹纳赫的工作年份InterestingFunFactthatmostlikelynooneintheroomwouldknow最可能不为屋内人所知的件趣事好笑之事。GROUNDRULES:基本法则DO:OnasheetofchartpaperestablishthefollowinggroundrulesBesurepaperremainspostedthroughoutevent做:将以下基本法则列在图表纸上。确保这张纸在整个程序中都张贴出来。Participate,Participate,Participate参加参加参加AskQuestions提问Beontime:Returnpromptlyfrombreaks,lunches及时:打断后迅速回到话题发言。Nocellphones,laptops,PDAs,Blackberryrsquos,etc禁止携带移动电话、手提电脑、PDABlackberry。Other(asktheclassforothergroundrulesthattheyhaveseenorusedinthepastworkwellndashrecord)其它(询问班级成员是否还有其它他们见过或使用过的好的基本法则)DO:Ifnoonesaysit,writeldquoHaveFunrdquoattheendofthelist做:假如没人提出在列表最后写上ldquo玩得开心rdquo。ASK:ldquoDoeseveryoneagreetothesegroundrulesrdquo问:ldquo大家是否都同意这些基本法则?rdquo*WhatisDailyManagement什么是日常管理?ManagementprocessandtoolswhichdriveimprovementinValueStreamSQDCKPIsattheGenba是促进Genba价值流SQDCKPI改进的管理程序与工具。ExquisitedisciplineisthenormandoutpromourValueStreamsbecomespredictableatthehighestSQDCpossible严格的制度是价值流的标?#21152;?#32467;果在SQDC达到最高程度时是可?#28304;?#21040;的。DeliveronwhatyourCustomerexpects满足客户的预期目标。*ASK:ldquoWhatdoyouthinklsquoexquisitedisciplinersquomeansrdquo问:ldquo您认为ldquo严格的制度rdquo指什么?rdquoAnswer:lsquoExquisitedisciplinersquomeansabsolute,conformancetoOperatingStandardsforSQDCAslittlevariationaspossiblefromdesiredoutputEverythingisdonethesamewayallofthetimeLittlevariation答:ldquo严格的制度rdquo是绝对的遵守SQDC的操作标准。基本达到预期目标。自始?#26519;斬家?#21516;样的程序做事情hellip?#36127;?#26080;变动。SAY:(re:bullet):ldquoHowdowesatisfythecustomernowrdquoThinkofCustomerasbothinternal(eg,nextCellinplantforQD,AssociatesforSandtheAssociatesandshareholdersforC)andexternal(ie,whobuysproductservicesfromus)说:(关于:第着重点):ldquo目前我们如?#28201;?#36275;客户所需。rdquo既要考虑内?#38752;?#25143;(如:工厂的下个QD班组S的员工以及C的员工与股东)以及外?#38752;?#25143;(?#27492;?#23558;购买我们的产品服务)。*ObjectivesofDailyManagementRollOut日常管理展示目标ApplykeyelementsofDailyManagementProcess应用日常管理程序的关键内容ConductDailyManagementLeanConversionAudit执行日常管理精实转变审核BeginInstallationofDailyManagementfortargetCell(s)为目标班组建立日常管理CreateDailyManagementInstallationActionPlan制定日常管理建立行动计划**BenefitstoDanaher丹纳赫的获益ContinuetoimproveDanaherperformancethroughimplementationofproven,sustainableprocessesformanagingoperations通过坚持实施管理工厂操作行为的行之?#34892;?#30340;程序来持续提高丹纳赫业绩。*SAY:ldquoKeypointhereisSUSTAINABLErdquo说:ldquo此处关键在于坚持rdquo*WhyDailyManagement为什么要进行日常管理?Reducefirefighting减少消防工作Solveproblemsatthesource从根本原因上解决问题Smoothercommunicationamongassociates(suppliersandcustomers)加强与员工(供应商与客户)的沟通。Improvementinvaluestreamperformance提高价值流业绩TurntheexperiencesofsuccessfulOperationsLeadersintoaprocesstomakesustainable将成功操作负责人的经验转化为使公司持续发展的程序。*SAY:ldquoPolicyDeploymentissituationalLeanConversionDailyManagementmaybePolicyDeployment(basedonwherecompanyisat)rdquo说:ldquo政策部署要根据情况而定。精实转变日常管理可能就是政策部署(取决于公司所在位置)。rdquo*WhyDailyManagement为什么要进行日常管理?TopMgt高层管理MiddleMgt中层管理Supervisor督导FrontLineAssociate一线员工PolicyDeployment政策部署DailyManagement日常管理Kaizen?#32435;芓ime时间*SAY:ldquoCurrentlywespendalotoftimeintrainingdiscussingPolicyDeploymentBreakthroughsndashbutonlyasmallpercentageofpeopleinthecompanyareactuallyfocusedonthis(gesturetothetopleftofgraph,thenclickyourmousetoanimatetheredcircle),themajorityofpeoplearespendingtheirtimeonDailyManagementfocusedontheincrementalcontinuousimprovementsrdquo说:ldquo当前我们花很多时间在培训讨论政策部署的技术革新问题上mdashmdash而实际上公司里只有很少一部分人真的关注于此(表格左上端然后点击鼠标激活红圈)大多数人将他们的时间花在日常管理上日常管理的重点是增值持续增长。rdquo*DailyManagementRelationshiptoPolicyDeployment日常管理与政策部署的关系DailyManagement日常管理(KPI)PolicyDeploymentdrawsinfofromongoingdatacollectionandanalysisofDailyMgmtprocessestoidentifybroadsystemproblemsinwhichBreakthroughisneeded政策部署从数据收集与日常管理程序分析中获取信息来确定广泛存在的体制问题这些问题需要技术革新来解决。PolicyDeployment(Breakthrough)政策部署(突?#39057;悖〩owwecreatesustainablecompetitiveadvantagebystrivingforworldclassperformance我们如何通过努力创造世界级的业绩来建立持续的?#36203;?#20248;势。*SAY:ldquoPolicyDeploymentdrawsinformationfromtheongoingdatacollectionandanalysisofDailyManagementprocessestoidentifybroadsystemproblemsinwhichBreakthroughisneededrdquo说:ldquo政策部署从数据收集与日常管理程序分析中获取信息来确定广泛存在的体制问题这些问题需要技术革新来解决。rdquo*DailyManagementRelationshiptoPolicyDeployment日常管理与政策部署的关系Improvement提高DailyMgmt日常管理DailyKAIZEN?#32435;芛ear年Year第年Year第年Year第年Year第年DailyDailyDailyKAIZEN?#32435;芀AIZEN?#32435;芇olicyDeployment政策部署OnceBreakthroughisachievedhellipprocessisstandardizedtoDailyManagement!一旦实现技术革新hellip这个程序将?#36824;?#33539;成为日常管理StrategicObjectiveisAchieved!实现战略目标Mgmt日常管理Mgmt日常管理Mgmt日常管理Mgmt日常管理FoundationforPD政策部署基础*SAY:ldquoPolicyDeploymentistheprocessusedtomanageBreakthroughsDailyManagementistheprocessusedtomanageKeyPerformanceIndicatorsBreakthroughsbecomeDailyManagementwhentheyaresustainablerdquo说:ldquo政策部署是用来管理技术革新的程序。日常管理是用来管理关键业绩指标的程序。当技术革新持续进行时就成为日常管理。rdquoSAY:ldquoDailyManagementisthefoundationforPolicyDeploymentDBSSitematuritydictateswhenaDailyManagementprocessinonecompanymaybeaBreakthroughrdquo说:ldquo日常管理是政策部署的基础。当公司的日常管理程序成为技术革新意味着DBS场地的成熟。rdquoSAY:ldquoEffectiveDailyManagementwilldriveincrementalimprovementrdquo说:ldquo?#34892;?#30340;日常管理将推动增值增长。rdquo**KEYPOINT:WheredoestheDailyManagementmoduleldquoplayrdquointhebiggerpictureofManagingwithDBS关键点:在用DBS进行管理的更大范围中日常管理模块在何处ldquo发挥作用rdquo?People:WearetargetingtheValueStreamManagerSupervisorCellLeaderTeamleaderTechnicianProcessEngineerLevelAlsoinvolved,engaged,andsupportivearethePlantManager,VPOPS,andPresidentOPSLeadersandPresidentsneedtoleadtheimplementationintheirorganizationsInordertolead,theymustunderstand人?#20445;?#25105;们的目标人群是价值流经理督?#21450;?#32452;负责人组长技师程序工程师级别。同时介入并提供支持的是厂长、VPOPS和总经理。OPS负责人和总经理需要在各自部门起领导作用。为了发挥领导作用他们必须理解。Plan:WearefocusingonmeetingtheneedsoftheCustomer(QD),theAssociateCompany(SC)计划:我?#20405;?#35201;满足客户(QD)以及员工公司(SC)需求。Process:WeareusingthePillarsofDailyManagementtodrivetoldquoexquisitedisciplinerdquo程序:我们利用日常管理的个内容来实现ldquo严格的制度rdquo。Performance:WearedrivingtowardSQDCperformancewhichfullysatisfiesourCustomers,AssociatesandtheCompany业绩:我们正在努力实现SQDC业绩以充分满足客户、员工以及公司需求。SAY:ldquoInthebeginningtheLeanConversionandDailyManagementwillprobablybePolicyDeploymentrdquo说:ldquo精实转变与日常管理极有可能以政策部署作为开始。rdquo*DailyManagementndashTheldquoHOWrdquo日常管理mdashldquo如何做rdquoLeanConversion精实转变ContinuousImprovementinGenbaGenba中持续提高DailyMgmtImplementKPIsinGenbaGenba日常管理实施KPIldquoLeanConversionrdquoiscriticalfirststeptodriveresultsatGenbaldquo精实转变rdquo是Genba中取?#36152;尚?#30340;关键第?#20581;achcompanyisatdifferentpointintheldquoLeanConversionrdquo不同公司处于ldquo精实转变rdquo的不同点上。BasicSSWisthefoundationofLeanConversion基本SSW是精实转变的基础。*SAY:ldquoLeanConversionrdquoshouldbestartedandimplementedforsomecellspreDMRollOutInstallationYourcompanywillbeatsomepointontheldquoLeanConversionrdquoFocusofDMRollOutistoldquoImplementMeasures(KPIs)rdquoandprocessforldquoContinuousImprovementrdquo说:ldquo精实转变rdquo在某些班组应在DM展开建立之前开始并加以实施。贵公司将处于ldquo精实转变rdquo的某一点上。DM展开的重点在于ldquo执行措施(KPIs)rdquo和程序以实现ldquo持续?#32435;苧dquo。*LeanConversionThenDailyManagement!精实转变hellip然后日常管理MustfocusontheLeanConversionprocessfirstanduseDailyManagementprocesstodriveimprovementforindividualValueStreamSQDCKPIdrivers首先将重点放在精实转变程序利用日常管理程序来提高单个价值流SQDCKPI驱动因素。WithLeanConversion,expectationsare:对精实转变的预期目标为:Qualityimprovementtenfold质量提高倍DeliverytoCustomerRequest达到客户要求的以上Productivityimprovementoftopermonth每个月的生产量增长到。Inventoryndashreduction存货减少。ThroughLeanConversionandldquoloweringthewaterrdquoyouwillfindproblemsUseDailyManagementattheGenbatodriveprioritizationandsolutionofproblemsexposed通过精实转变和ldquo?#26723;退?#20301;rdquo您将?#19994;?#38382;题。利用Genba中的日常管理来帮助优先解决所暴露的问题。*SAY:ldquoLeanConversionexpectationsarefromShingijutsuconsultantsworkwithDanaherandactualresultsgainedfromDanahercompaniesrdquo说:ldquo精实转变的预期目标是由与Danaher一起工作的Shingijutsu制定的实?#24066;?#26524;取自丹纳?#23637;?#21496;。rdquoSAY:ldquoExpectationoffromimplementingLeanConversionDailyManagementandtheproductivetensionandensuingimprovementswilldrivetordquo说:ldquo实施精实转变将达到预期目标的。日常管理、生产压力以及随后的增长将实现预期目标的。rdquo*WhyldquoLeanConversionrdquoProcessReviewedinDailyManagement为什么要在日常管理中审查ldquo精实转变rdquo过程?NeedallOPSLeadersandOPSSupportLeaderstounderstand,supportanddriveorganizationtoimplementleanconversion需要所有OPS负责人以及OPS支持负责人理解、支持并带领各部门来实施精实转变。LeanConversionProcessandDailyManagementProcessareintertwinedTomaximizeimprovement,youcannotdoonewithouttheother精实转变程序与日常管理程序要?#25442;?#36827;?#23567;?#35201;实现最大程度的提高缺一不可。LeanConversioncriticaltosuccessofDanaherOperations(competitiveweapon)丹纳赫的成功操作(?#36203;?#27494;器)精实转变至为关键。**WhyldquoLeanConversionrdquoProcessReviewedinDailyManagement(contrsquod)为什么要在日常管理中审查ldquo精实转变rdquo过程?(续)ManyOperationsLeadersinheritsustainableDailyManagementprocessesbutdonotunderstandwhytheywereimplemented,maynotfollowthemanddisciplineandperformancedegrades许多操作负责?#25628;?#34989;了持续的日常管理程序却并不明白为什么要开展日常管理有可能不会遵循它使得制度和业绩倒退。IfyouareaDanaherCompanyPresidentorOperationsLeader,thereisnooptionbuttoimplementLeanConversionatyoursite假如您是一名丹纳?#23637;?#21496;总经理或操作负责人您必须开展精实转变别无它选。AllOperationsLeadersmustunderstandtheprocess所有的操作负责人都必须了解这个程序。MethodologytoteachnewDanaherOperationLeaderstheLeanConversionprocessandhowtoimplementDailyManagement向丹纳赫的新操作负责人传授精实转变程序以及如何进行日常管理。*SAY:ldquoSupportleadersrdquoareleadersofInformation,Technology,Finance,Engineering,MFGEngineering,HumanResources,etcrdquo说:ldquo支持负责人rdquo是指信息、技术、财政、工程、MFG工程以及人力资源等负责人。ldquo*OverviewofDailyManagement日常管理概述TheThreeBasicsofShopFloorManagement车间管理的个基本概念WhatisGenba什么是GenbaTheThreeReals个ldquo实际rdquoTheGoldenRulesofGenbaManagementGenba管理金箴ManagingFiveKPIDriversattheGenba管理Genba的个KPI驱动因素S=SafetyS=?#36393;玅=QualityQ=质量D=CustomerServiceD=客户服务C=ProductivityandInventoryC=生产力与存货ExamplesofKPIMetricsReportsusedattheGenbaGenba中使用的KPI标准报告实例GenbaVisualManagementGenba目视管理KPIBoardinGenbaGenba的KPI信息板Identify,PrioritizeandTrackImprovementsinGenba确定、优先并跟踪Genba中的?#32435;艷enbaProblemSolvingGenba解决问题ReviewofGoldenRulesofGenbaManagement牢记Genba管理金箴FiveWhysandEffectiveProblemSolving个为什么以及?#34892;?#30340;解决问题程序GenbaLeadershipGenba领导RigorousKPILeadership工作严谨的KPI领导WalktheFloor巡查车间StandupMeetings站立会议WalkAroundMeetings?#19981;?#20250;议*DO:ReviewAgenda做:审查议程。*FourPillarsofDailyManagement日常管理的个支柱DAILYMANAGEMENT日常管理SStandardWorkS标准工作*SAY:ldquoSSWarethefoundationofOperationsDailyManagementrdquo说:ldquoSSW是工厂日常管理的基础。rdquo*DailyManagementRollOutKaizen(day)日常管理展开?#32435;疲?#22825;)LeanConversionandDailyManagementMentoring(DurationisSituational)精实转变与日常管理指导(持续时间依情而定)KeyDeliverables:主要开展活动DailyManagementProcessTraining日常管理程序培训ConductDailyManagementLeanConversionAudit进行日常管理精实转变审核BeginInstallationofDailyManagementfortargetCell(s)开始为目标班组建立日常管理CreateDailyManagementInstallationActionPlan制定日常管理建立行动计划KeyDeliverables:主要开展活动:ImplementandSustainDailyManagementProcessforTargetedCell(s)(Toolsare:KPIs,VisualManagement,ProblemSolvingProcess,GenbaProductionMeeting)为目标班组执行并维持日常管理程序(工具:KPI目视管理、问题解决、程序、Genba生产会议)Conversionplandevelopedforentireplant制定整个车间的精实转变计划DriveRealImprovementinKPIsforTargetedCell(s)andcompany促进目标班组及公司在KPI方面的真正进展。Timeforfullimplementationissituational全部实施时间依情而定。ActualdependsonCompanycommitment,resources,ScopeofImplementation,etc实?#26159;?#20917;取决于公司投入、资源以及实施范围?#21462;ailyManagementInstallationProcess日常管理建立程序*SAY:AtRollOutKaizen:DevelopappropriateSQDCKPIsforoneproductlineatthelevelitshouldbemanaged说:展开?#32435;?#20013;为生产线在其管理层制定?#23454;?#30340;SQDCKPI。SAY:DMMentoringisimplementingDMInstallationActionPlanthroughouttheplantMayincludeadditionalDMtraining说:日常管理指导是在整个车间实施日常管理建立计划。可能包括附加的日常管理培训。SAY:DMMentoringisprocesstoprovideinputstocontinueDMInstallationprocessthroughoacilityTypicallyisexternaltosite(eg,SME,DBSO,RegionalDirector,etc)Levelofengagementwilldependoncommitmentandprogressofsite说:日常管理指导是为整个车间提供投入以继续日常管理建立程序。尤其是外部人员对现场的指导(如SME、DBSO、地区董事等)。参与级别将取决于现场状况以及进展情况。*GenbaExerciseGenba练习Instructions:Listenandcompleteinstructionsprovidedbyfacilitator说明:听从并完成辅导员提出的指示。Timetocompleteassignment:minutes?#25165;?#26102;间:分钟Reportbackresultsfromeachgroup各组反馈结果Debriefexercise听取训练情况汇报*EXERCISEINSTRUCTIONS:训练说明NOTETOINSTRUCTOR:Givedirectionstoeachgroupindividuallysothatgroupsdonotknowwhattheotherisdoing讲师注意?#21512;?#21508;组分开发?#36864;得?#20197;便各组不知道其它组在做什?#30784;reakclassintogroupsIfitisaverylargegroup(overparticipants),breakintogroupsEachgroupneedstogotoaseparatebreakoutarea(canstayinclass,andtheothersneedtogotootherconferencerooms)将班级分成个组。假如班级很大(超过人)就分成组。各组需要进入隔开的领域(人可留在班内其它人需要去其它会议室)Toeachgroupyouneedtodeliverthefollowingdirections您必须为每个组都分派以下说明。FirstGroup:Gotothefrontentrancetotheplantandcreateafulldescriptionofthelobbyoftheplant第组:前往工厂前出口具体描述工厂大厅。SecondGroup:Createafulldescriptionofthelobbyoftheplantfromwhatyouremember(note:thisgroupmaynotleavetheroomtodothis)Ifyouhavemorethangroupsndashallothergroupsaretodothesameasthendgroup第组:根据记忆具体描述工厂大厅(注意:这样做时该组不能离开房间)。假如不只个组mdashmdash所有其它组照第组一样做。Eachgroupgetsminutestocomplete每个组的完成时间为分钟。Allgroupsreturntotheclassroomandreporttheirresults所有组回到教?#19968;?#25253;结果。Noteobservationsofeachandinformgroupsofthedifferencesintheassignments注意观察各组并告知其分派任务的不同。TakeawayndashGototheplacewheretheactionhappens!Difficulttofigureoutwhatisgoingonbysittinginyourchair前往活动发生地点!原地不动很难知道事情现?#30784;?GenbaTourGenba参观Instructions:OperationsLeaderofsitewillprovideaGenbaTourfortheteam说明:现场操作负责人将为小组提供一次Genba参观。TimetoComplete:minutes参观完成时间:分钟。*DO:HaveOperationsLeaderofsiteprovideaminutetouratGenba做:让现场操作负责人提供一次Genba参观。*ReviewofPrerequisiteReading必读书籍内容回顾TheNewShopFloorManagementbyKiyoshiSuzaki由KiyoshiSuzaki所著的《新车间管理》ReviewandlistkeyldquoTakeAwaysrdquofromassignedreadingsinsmallgroups对分派到小组的读物进行评论并从中列出条ldquo记住的内容rdquoPresenttakeawaysonchartpapertoclass将ldquo记住的内容rdquo放在图表纸上给班级?#30784;?DO:RefertoPrereadingAssignmentHandoutthatwasdistributedintheinsidecoverofeachbook:DMPREREADINGTheNewShopFloorMgmtENG(currentrevision)做:参考预先阅读?#25165;?#35762;义它将分发于每本书的内封面里:DMPREREADINGTheNewShopFloorMgmtENG(最新版本)。DO:DividegroupintosmallergroupsandassigneachgroupaofthereadingsselectionsthatweretobedoneinadvanceofthiseventHaveeachgroupsummarizethetakeawaysonasheetofchartpaperandpresentbacktothegroup做:将组分成更小的组并给每个组分配授?#25105;?#38405;读的本读物。让每个组在一张图表纸上总结所记下的内容提要并向全组汇报。TIMETOCOMPLETEDISCUSSIONS:minutes讨论完成时间:分钟TIMETOREPORTOUT:minuteseach汇报完成时间?#22909;?#32452;分钟。*ThreeBasicsofGenbaManagementGenba管理的个基本概念**GenbaAJapanesewordmeaning,ldquorealplacerdquo一个日本单词意思是ldquo实?#23454;?#28857;rdquoToday,adaptedtomeanldquoworkplacerdquo如今更适合解释成ldquo工作地点rdquoInDanaher,Genbareferstotheplacewheretheldquovalueisaddedrdquo在丹纳赫Genba是指ldquo增值rdquo地点。Inmanufacturing,Genbausuallyreferstotheshopfloor生产中Genba通常指车间。*SAY:ldquoWherevalueisaddedcouldbeinaplaceotherthanmanufacturingrdquo说:ldquo价值增加的地方可能也是除生产之外的地?#20581;dquoFORREFERENCE:Genba:therealplace(lsquogenrsquo:lsquorealrsquolsquobarsquo,fromlsquobamenrsquo:lsquoplacersquo,lsquoscenersquo,lsquosituationrsquoielsquotheactualspotrsquolsquothepreciselocationrsquo)Inamanufacturingcompany,lsquotheplacewherethevalueisaddedrsquoCertaingrammaticalrulesdictatethatthismaysometimesbetranslatedalternativelyaslsquogembarsquo供参考:Genba:实?#23454;?#28857;(lsquogenrsquo:rdquo真的实际的lsquorsquobalsquo源于lsquobamenrsquo:lsquo地点rsquo、lsquo现场rsquo、lsquo情形rsquo即lsquo现场rsquolsquo确切地点rsquo)。在生产公司中rdquo价值增长的地方ldquo。某些语法规则规定这个?#35270;?#26102;也可翻译成rdquogembaldquo。*TheThreeRealsofGenbaOrientedThinkingGenba导向思维的个实际GotoGenbandashtheRealPlace前往Genba实?#23454;?#28857;ObservetheRealThing观察实?#36866;?#29289;GettheRealFacts掌握实?#39318;?#20917;*SAY:ldquoGotoGenbardquo说:ldquo前往GenbardquoThefirstprincipleofGenbaKaizenThisisareminderthatwheneverabnormalityoccurs,orwheneveramangewishestoknowthecurrentstateofoperations,heorsheshouldgotoGenbarightaway,sinceGenbaisasourceofallinformation这是Genba?#32435;?#30340;第条原则。它提醒您无论?#38382;?#20986;现异常情况或无论?#38382;?#24819;知道操作的当前状态他或她?#21152;?#31435;即前往Genba,因为Genba是所?#34892;?#24687;的发源地。Requiresinvestigative,inquisitiveskillsPURETHEORYCANNONFUNCTIONBYITSELF需要调查与询问技巧。纸上谈兵毫无作用。RealFact(understandtherootcausendashdataleadsyoutotherealfact)实?#26159;?#20917;(了解根本原因数据令您掌握实?#26159;?#20917;)AftervisitingldquoRealPlacerdquoandlookingatldquoRealThingrdquo,needtocheckpotentialcausewithldquoRealFactsrdquo在访问了ldquo实?#23454;?#28857;rdquo并观察ldquo实?#36866;?#29289;rdquo之后需要查出ldquo实?#26159;?#20917;rdquo的潜在原因。Whyrsquosisusefultool(willgointothisindepthlaterinthesession)个ldquo为什么rdquo是行之?#34892;?#30340;工具。(将在研讨会的后面具体讨论这个问题)*JapaneseldquoHotSpringsrdquoScenariondashHandout#日本ldquo温泉rdquo情景mdash讲义#ReadScenario阅读情景AnswerQuestions回答问题Discusstakeaways讨论ldquo记住事物rdquo*DO:PassoutDMHANDOUT#HOTSPRINGSSCENARIOENGBETA做:分发DMHANDOUT#HOTSPRINGSSCENARIOENGBETA。DO:HavegroupsilentlyreadHotSpringsScenarioStopatendofpageandaskthequestionsatthebottomofthepage做:让全组默读温泉情景。在第页结束时停止阅读并在页末提问。ASK:ldquoWhydoeshesaythatiswrongrdquo问:ldquo为什么他说这是错的。rdquoDO:Aftertakinganswers,continuereadingthescenarioDiscusstakeawaysafter做:在得到答案后继续阅读情景。之后讨论笔记。SAY:ldquoAlotofpeoplerelyonreportswhenyoureallyneedtogoandseewhatwashappeningBynotgoingtothesourcetheywerenrsquotgettingtotherootcauseoftheproblemrdquo说:ldquo许多人会依?#24403;?#21578;而实际?#38386;?#20146;自前往与观察正在发生的事情。不前往发生地点他们永远不会知道问题发生的根源。rdquoASK:Wherewastherealplace(takeanswers)Whatwastherealthing(takeanswers)Whatweretherealfacts(takeanswers)问:ldquo实?#23454;?#28857;在什么地方?(获得答案)实?#36866;?#29289;是哪些?(rdquo获得答案ldquo)rdquo实?#26159;?#20917;ldquo是什么?(获得答案)ASK:ldquoDoyouhavehotspringsexamplesatyourcompanyrdquo(Promptifnecessary:Onndashtimendashdelivery(areyoumeasuringyourselfagainstleadtimeIsthatmeaningfultothecustomer),Qualityndashareyoumeasuringsomethingthatisnotmeaningfultoyourcustomer)问:在您的公司里存在温泉所举事例吗?rdquo(必要时加以提示mdashmdash及时投送(您是否测定过自己的?#25442;?#26102;间??#25442;?#26102;间是否对客户有意义?)质量mdashmdash您是否在权衡对客户无意义的事情。)*GoldenRulesofGenbaManagementGenba管理金箴WhenaproblemarisesgototheGenbafirst当出现问题时hellip首先前往GenbaChecktherealthing检验实?#36866;?#29289;Puttemporarycountermeasuresinplace采取临时对策FindrootCause?#19994;?#26681;本原因Standardizetopreventoccurrence使其规范化以阻止发生*DO:Referenceauthor:MasaakiImai做:参考作者:MasaakiImaiRefertoGembaKaizen参考Gemba?#32435;啤AY(re#):ldquoDonrsquottrytosolveproblemsinyourofficeDonrsquotwearoutthesolesofyourshoesinvain(comebackwithatleastoneideaforimprovement)rdquo说(关于#):ldquo不要企图在办公?#20381;?#35299;决问题。不要徒劳无功(回来时至少有一个想法)rdquoSAY(re#):ldquoNeedtoseeforourselvesandtakeactionSomeoneelsersquosinterpretationisnotenoughndashdonrsquotjustrelyonreportsrdquo说(关于#):ldquo必需亲身体验并采取措施。别人的描述不够mdashmdash不要只依靠报告。rdquoSAY(re:#):ldquoTaketemporarycountermeasuresonthespotWetakecareofthecustomerNOWrdquo说(关于#):ldquo在现场采取临时对策。我们关注当前客户rdquoSAY(re:#):ldquoFindrootcauseusingWhysorotherProblemSolvingToolsrdquo说(关于#):ldquo利用个为什么或其它解决问题工具来?#19994;?#26681;本原因。rdquoSAY(re:#):ldquoStandardizethenewprocesstopreventproblemfromreoccurringrdquo说(关于#):ldquo规范新程序以避免问题再次出现。rdquo*GoToGenbaExperienceGenba经历DescribeatimethatyoudidNOTgotoGenbatoseewhatwashappening(personalorprofessional),andwhattheresultswere描述一?#25991;?#27809;有前往Genba进行观察的经历(个人或职业经历)以及结果如何。*DO:Providefollowingexamplestoryifneeded:做:如需要举出以下例子?#36866;攏篈wifesaystoherhusband,ldquomycarstereoisbrokenndashitwonrsquotworkrdquoSoayeargoesbywheretheydonotreplacethestereoFinally,theydecidetosellthecarWhentheywereshowingthecar,theytoldtheprospectivebuyerthattheradiodidnotwork,butifpurchased,theywouldreplacethecarstereowithanewoneSotheprospectivebuyeragreestobuythecarThedaybeforehecome

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