CIP工厂持续改进培训教材课件.ppt

1、11/27/2022A1Continuous Improvement Process11/27/2022A2适用范围 Domain of validity理念和目标 Philosophy and objectiveCIP定义；definition of CIPCIP目标；Goal of CIPCIP基本原则；Basic principle of CIP减少生产区域的浪费；Reduce waste in direct areas减少非生产区域的浪费；Reduce waste in indirect areas适用范围：Domain of validity11/27/2022A3实施方法 Meth

2、odologyCIP存在形式；Types of CIP exist团队职责；Team tasks领导职责；Tasks of leader实施CIP；Put into practiceCIP的文件化与推广；Results documented CIP激励机制 Prompting to CIP适用范围：Domain of validity11/27/2022A4适用范围：Domain of validity+生产区域direct area非生产区域indirect area11/27/2022A5什么是CIP Whats CIP？CIP理念 CIP philosophy基本的概念来源于我们的生活方

3、式，我们的工作、社交和家庭生活都需要持续改进Continuous Improvement Process？Improves our understanding there is always improvement potentialAll employees work together to uncover problems11/27/2022A67.库存-七大浪费之首库存:任何超过加工必须的物料供应，库存掩盖所有问题维修问题效率问题质量问题交货问题库存水平11/27/2022A7减少库存的效果(1)工序间的依赖性随着库存的减少而增强。了解瓶颈(到处流动)并管理。频繁送料（降低批量）能够减少

4、这种依赖性。维修问题效率问题质量问题交货问题库存水平11/27/2022A8什么是CIP Whats CIP？区分几种概念持续改进合理化建议纠正措施主要针对生产和作业过程中的浪费，通过减少浪费，提高工作效率，降低成本来提高顾客满意度和员工满意度，提升公司业绩其范围要比持续改进的范围广，可包括公司的方方面面，它包含了持续改进，但并不是所有的合理化建议都可看作持续改进持续改进是改进现有的好的事物，使其更好，更合理，是由好到更好。纠正生产和作业过程中错误的或由缺陷的事物，是由错到对，由坏到好。11/27/2022A9CIP 目标 Goal of CIP 目标是持续、持久的提高：The continu

5、ous and lasting improvement of：顾客满意度Customer satisfaction公司业绩 Company performance员工满意度 Employee satisfaction提高员工满意度也是我们CIP的目的之一，这是我们在实施CIP过程中容易忽略的一点Reach this by综合所有员工好的经验和想法不断解决问题，不断改进实施成本和质量上的改进11/27/2022A10CIP 基本原则 Basic principle of CIP 避免损失，提高增值劳动的比例 Avoiding losses and increasing the proportio

6、n of value added work显性损失Obvious iosses增值劳动 Value added work隐性损失 Hidden Losses实施CIP前Without CIP实施CIP后 With CIP增值劳动 Value added work显性损失Obvious iosses隐性损失 Hidden Losses11/27/2022A11增值劳动 Value added work 增值劳动是顾客愿意付钱的那部分劳动The part of activity the customer is willing to pay for例如：Examples设计开发 Design and

7、 development电机装配 Motor assembly 定子装配 Stator assembly预装配 Preassembly断线压接 Cutting and crimping11/27/2022A12非增值劳动 Non value added work 非增值劳动是顾客不愿意付钱的那部分劳动The part of activity the customer is not willing to pay for管理支持 Administrative support 技术支持 Technical support战略上的活动 Strategic task如：簿记，财务控制，采购 bookke

8、eping，controlling，purchasing如：维护，设置 Maintenance，set up如：公司策划，广告宣传，市场 Company planning，advertising，marketing11/27/2022A13显性损失 Obvious losses 任何与实际生产无关或不需要的东西Anything not needed for actual production例如：Examples*过度生产 Overproduction*库存积压 Over stocking*等待 Waiting time*多余的材料 Material*材料搬运 Material movemen

9、t*生产缺陷品 Producing defective parts*人员走动 Movement of employee*人力资源没有合理利用 Unused talent*作业流程中的等待或延迟 Waiting or delays in a work stepCIP的目标：避免浪费 Avoiding waste11/27/2022A14隐性损失 Hidden losses 不增值，但在现有条件下不得不做的工作 Doesnt yield any increease in value，but has to be done under current circumstance例如：Examples*模

10、具更换 Tool change over*零件搬运 Transport of parts*检验 Inspection*拆除包装 Unpacking*守时 Adhere to due datesCIP的目标：改变工作条件或方式 Change of work condition11/27/2022A15减少生产区域的浪费 Reduce the waste in direct areas 如何减少？从何处减少？How and where 实际上，在我们的生产过程中普遍存在着七种浪费，这些浪费正是我们在持续改进中关注的焦点Reduce the 7 types of waste in the direc

11、t area11/27/2022A16生产区域七种浪费（1）7 types of waste in direct areas过度生产浪费：Waste due to overproduction库存占用资金 Stocks cost money库存导致生产节拍混乱 Stocks encourage irregular work patters库存引起质量下降 Stocks lead to bad quality库存占用空间 Stocks hinder库存产生隐患Stocks hide problems 按照要求的时间，要求的数量，只 生产需要的产品 Produce only what is nee

12、d，at right time，at right quantity！11/27/2022A17生产区域七种浪费（2）7 types of waste in direct areas等待时间浪费：Waste due to waiting time等待材料 Waiting time for material机器损坏引起等待 Waiting time due to machine breakdown质量控制引起等待 Waiting for quality controls等待上道或下道工序 Waiting for the proceeding/following workstation找到合适的方法

13、避免等待时间！Find ways to avoid waiting time11/27/2022A18生产区域七种浪费（3）7 types of waste in direct areas运输中浪费：Waste due to transport多余的材料搬运 Unnecessary material movement工序流程不清晰 Unclear process sequences生产不流畅 Production doesnt“flow”到使用地点多余的路线 Uncessary routes to the point of use多余的包装，拆除包装及移动 Unnecessary packin

14、g，unpacking and decanting入库，取出以及临时存放 Put into stock，take out of stock，store temporarily改变作业方式减少搬运！Change operations to reducematerial movement11/27/2022A19生产区域七种浪费（4）7 types of waste in direct areas作业顺序错误的浪费：Waste due to work in the wrong sequence机器空转 Idle machines机器多余的动作，如机器抓手和摆臂多余的动作 Unnecessary m

15、achine actions（eg。Excessive claw arm movement on machines）相关联的工序间不平衡 Unbalanced/badly connected processes材料供应与流程的节奏不一致 The material in use doesnt correspond with the process尝试各种可能性，充分优化操作！Test different possibilities to fully optimise the operation11/27/2022A20生产区域七种浪费（5）7 types of waste in direct a

16、reas材料库存周转和管理的浪费：Waste due to stock turnover and stock handling材料库存占用资金（利息，流动资金）Stocks cost money（interest,liquidity）存放库存材料占用空间 Keeping stock requires space存放材料需要资金（如货架等）Keeping stock costs money引起不必要的查找工作 Causes unnessary searching增加了材料的临时存放和搬动 Demands temporary storage and material movement材料可能变质损

17、坏或报废 Parts can be damaged or become obsolete尽量降低库存，提高交付服务！Lowest stock and high response delivery service11/27/2022A21生产区域七种浪费（6）7 types of waste in direct areas不必要的移动引起的浪费：Waste due to unnecessary movement材料和模具离工作地点太远 Material/tools that are too far away不必要的移动来源于：Unnecessary movements come from作业流程

18、组织不合理 Badly organised working processes工厂布局不合理Unsatisfactory layout改善作业流程，使设备和材料尽量靠近作业地点！Improve the working processes，bring material and equipment as close as possible to the work place11/27/2022A22生产区域七种浪费（7）7 types of waste in direct areas缺陷引起的浪费：Waste due to errors额外的运输 additional transport生产缺陷品

19、是对时间的浪费，它意味着：The production of defective parts is a waste of time and means：额外的测试 additional testing需要返修场地 space for repair areas返工 rework报废 waste找出原因，采取纠正措施，确保质量和流程从开始时就保持正确！Look for causes of errors，remove them，ensuring that quality and processes are maintained from the beginning11/27/2022A23减少非生产

20、区域的浪费 Reduce the waste in direct areas 非生产区域如何减少？从何处减少？How and where在我们的生产过程中普遍存在着七种浪费，其实，在非生产区域同样也存在着七种浪费Reduce the 7 types of waste in the indirect area11/27/2022A24非生产区域七种浪费（1）7 types of waste in indirect areas信息泛滥引起的浪费：Waste due to over-information无用信息处理代价昂贵 It is costly to process unimportant i

21、nformation泛滥的信息可能使有用的信息被忽略 Valuable information might go unnoticed太多的信息会占用空间 Too much information could be a hindrance大量抄送的电子邮件会使邮件泛滥 Reduction of an e-mail flood by curtailment of copy mails（cc.）1234只把信息发送给实际需要它的人！Only distribute information to persons who really require it11/27/2022A25非生产区域七种浪费（2）

22、7 types of waste in indirect areas等待和查寻引起的浪费：Waste due to waiting and searching time系统不可用引起等待 Waiting for the systems availability开会时等待同事Waiting for colleagues at meeting等待相关作业步骤的完成 Waiting for the completion of work steps等待信息、签名和回复等 Waiting for information，signatures and answers1234避免等待和查寻时间！Find w

23、ays to avoid waiting and searching times11/27/2022A26非生产区域七种浪费（3）7 types of waste in indirect areas多余的走动引起的浪费：Waste due to unnecessary movement作业流程和步骤不清晰 Unclear process steps到文件柜或办公设备间多余的走动Unnecessary walks to filing cabinets or equipment开会或找同事时长距离的走动 Long walks to meetings and colleagues多余的材料流动 Un

24、necessary material flow1234改变作业方式，减少走动！Change operatingmethods to reduce movement11/27/2022A27非生产区域七种浪费（4）7 types of waste in indirect areas工作和操作流程引起的浪费：Waste by means of works and handling processes设备不合适或不充足（如：缺乏软件或软件错误）Unsuitable and insufficient equipment（missing or incorrect software，etc.）缺乏合格的员

25、工导致作业方式复杂和耗时Insufficient qualified co-workers resulting in cumbersome and time-consuming work methods无效的计算机使用-玩游戏或上网 Unproductive PC use-Games and Internet123找出流程的最佳实施方案！Where lie the possibilities to optimally perform processes？11/27/2022A28非生产区域七种浪费（5）7 types of waste in indirect areas库存过多引起的浪费：Wa

26、ste by means of excessive stock（during work processes）库存提高成本，浪费时间 Stock causes cost and time太多的库存影响顾客-供应商关系 Excessive stock obstructs customer-supplier relations引起不必要的查找 Causes unnecessary searching123Stock：inventory and processes过程和格式会失效 Processes and forms may be outdated4在作业过程中尽量减少库存，简化流程，缩短实际处理时

27、间！Try to work with less stock during work processes to achieve a decrease in the actual processing time11/27/2022A29非生产区域七种浪费（6）7 types of waste in indirect areas信息传递引起的浪费：Waste by means of information transfer不必要的文件和表格的传送 Unnecessary movement of forms and files信件的传送 Movement of correspondence检查信息的相

28、关性与合适性的时间 Time required to check for relevance123浪费产生于：Created by改善工作流程，确保所有形式的文件按照正确的时间，要求的数量，发放到正确的人员手中！Improve work processes and ensure that information，in whatever form，is distributedat the correct time，in the requiredquantitie andultimately to the correct persons11/27/2022A30非生产区域七种浪费（7）7 type

29、s of waste in indirect areas错误引起的浪费：Waste due to errors额外的动作 Additional movement额外的控制 Additional controls规则：错误发现的越晚，纠正的成本就越高 The later an error is detected th higher the costs to remove it123非生产区域的错误往往不容易被察觉且很难纠正 Errors in indirect areas are not easily detected and difficult to remove预防和纠正将增加费用，耗费自己

30、和他人的精力 Increase expenditure and effort for myself and others4找出错误原因，纠正错误，确保流程开始时就是正确的！Search for the causes of errors，remove them and ensure that processes are secured right from the start11/27/2022A31 CIP methodologyCIP类型：Types of CIP exist班组会议 Team meetings专家会议 Expert meetings领导/经理会议 Leader/manage

31、r meetings个人/集体提议 Individual/group proposals生产班组 Production team（direct area）部门 Departments（indirect area）项目小组 Work organisation teams 11/27/2022A32 CIP methodology班组和个人CIP：Team and individual CIP每个班组和员工都应参与CIP Each team or employee partake in the CIP processes当问题发生时，班组或团体应自发或在班组会议上开展CIP Team or gro

32、up do the CIP process in team meeting or spontaneously as soon as problems occur每个员工都可以提交CIP建议 Each employee may submit CIP suggestionsCIP是每一位员工的职责 The responsibility of the process lies with each employee CIP是一个持续的过程，由员工自己开展 The CIP is a continuous process，which is initiated by the employee themsel

33、vesCIP的形式和实施是每个工厂的职责，应在工厂相应的作业指导书内进行规定 The format and implementation of the CIP process is the task of each plant and is described in plant specific work instruction 11/27/2022A33Everyone is involved CIP methodologyCIP专家会议和领导研讨会：Expert CIP&leader Workshops员工和管理层都可以进行专家CIP Employees and management le

34、vels can start expert CIPCIP是由来自不同区域，不同层次的员工实施，如有必要还可以邀请外部和内部的专家参加 The CIP is carried out by employees of different areas and levels，external and internal eaperts can be integrated if needed专家CIP都有明确的主题，可以是：Expert CIP are subject related and canbe通过目视化对专家CIP进行信息交流和沟通 Information and communication ab

35、out actual expert CIP will take place via visualisation 临时的（如：流程优化小组，项目组，经理研讨会）Temporary（e.g.optimising flows，projects，manager workshops）长期的（如：工作组，工艺优化小组，质量控制小组）Permanent（e.g.WO，process optimising，quality control）11/27/2022A34 CIP methodology通过制定详细的标准和目标协议来促进CIP：CIP thrives on specific criteria and

36、target agreements标准和目标的持续监测也是CIP的一部分 The continuous monitoring of criteria and targets is part of CIP在小组会议上（作为问题）讨论，取得一致的结论并不是持续改进 Negative issues are discussed during team meetings（as a problem）and solutions are agreed目标协议通过给定标准从体系上支持CIP The target agreement process systematically supports the CIP

37、process in all areas by given criteria每一位员工在一年里提出一定数量的建议（具体的数量由CIP小组制定）Every employee should submit a certain number of ideas per year（the aim value is fixed by CIP team annually）通过制定以下目标来促进CIP：To promote CIP，the following aims are to be agreed制定每年通过CIP节约成本的目标 The sum of the saving must be fixed by

38、the plant11/27/2022A35 CIP methodologyCIP中班组的职责：The teams tasks in the CIP收集建议，寻找可能的方法并评估可能的结论，然后执行 Collects ideas，looks for and formulates solutions then carries them out定期在会议上讨论潜在的改进项目 Regularly discusses improvement potential during team meetings 确保班组内每个成员都理解CIP的流程和形式 Ensures that the process and

39、 forms are understood by all team members班组和班组长负责跟踪实施情况，如果超过两次期限没有完成，必须通知生产主管 The team and the team speaker are responsible to follow up the activities，In case of exceeding more than two deadlines，the production supervisor is notified。附加原则 Adheres to the following principles每位员工都要参与到CIP中，发挥他们的专业知识 E

40、ach individual employee commits themselves to CIP，with his special knowledge持续改进应尽量少或不需投入资金 CIP should be possible with little or no investment每位班组成员必须不断增加在CIP中的独立自主能力 Each team member must commit themselves to the process with more and more independence11/27/2022A36 CIP methodologyCIP中领导的职责：The lea

41、der tasks in the CIP确保员工懂得CIP模式，改进项目和相关工具 Guarantee that the CIP method，improvement and tool are understood by the employees对CIP进行评估 Carry out the evaluation 检查完成情况 Pay attention to the timing确保CIP的实施 Guarantee the implementation of the CIP鼓励员工参与CIP，并尊重他们的想法和建议 Encourage their employees to CIP and e

42、steem their ideassupervisor show model attitude and participate in the CIP process11/27/2022A37 CIP methodology实施CIP Carry out CIP proposalsCIP 类型类型流程开始流程开始执行人员执行人员作出决定期限作出决定期限班组不需要帮助，可立即执行的 CIP记录结论，确定需求。班组会议后通知 CIP 小组或领导/经理员工/班组立即开始实施需要其它部门专家提供帮助，无需太多资金就可实施的CIP班组或班组长通知 CIP 小组或领导/经理，由 CIP 小组成员组织相关专家

43、进行评估和测算，由专家决定具体步骤并尽快实施CIP 小组成员领导/经理小于 7 天需要管理部门决定进行投资的 CIP领导/经理或 CIP 代表向决策委员会提供建议，由委员会进行检查并决定如何实施领导/经理小于 14 天11/27/2022A38 CIP flowchart员工提出建议主管核查建议是否为CIP是否评估建议（可以是主管）建议是否实施是否实 施 信 息奖金额大于xxx奖金额小于xxxCIP小组通知员工通知员工员工是否有异议否CIP项目结束有通过系统CIP小组决定接受还是拒绝1。异议直接反馈给主管2。异议反馈给中立区域11/27/2022A39 CIP methodologyCIP的文

44、件化CIPs documented目视板上：On visuallisation boards用简易的方式把各种信息（如：建议收集，PDCA表，CIP进展）显示在目视板上 Information of various types is displayed in a simple and easy way显示CIP当前的进展情况 The current level of progress 必须建立信息传递的机制，如班组到班组 There should be a system to transfer ideas每个工厂每月必须整理所有实施的CIP，有实施负责人 All implemented CIP

45、 which are collated monthly,have the principal 11/27/2022A40 Motivate for CIPCIP是减少浪费中非常重要的一个要素，而激励机制则是CIP中非常重要的步骤！CIP不仅仅是一种方法，它还显示了对新生事物的好奇心以及进行尝试的意愿 CIP is more than a technique，CIP is the readiness to be open to be curious and the willingness to try something new下面七条是被证实为对CIP激励行之有效的规则：CIP活动能否顺利开展

46、与领导们的日常言行息息相关 Positive motivation for CIP comes from the everyday behaviour of leader11/27/2022A41 Motivate for CIPRecognise every suggestion也许建议没有用或没被采纳，但它都表明员工愿意对事物进行改进 It shows that the employee has readiness to improve somethingPrompt response没有反应或反应迟缓是最令人沮丧的 Nothing is more discouraging than no

47、 response or a late responseDetailed refusalCIP被拒绝的原因解释的越详细越全面，班组或员工就越能意识到评估人员对他们建议的重视，意识到评估人员是花了时间去考虑他们的建议的 The more detailed and comprehensive arefusal is，the more the team or employee recognises that the evaluator has taken time to look at itUncomplicated CIP processCIP的流程越复杂，越不清晰，员工就越不愿意参与 The m

48、ore complicated and unclear the process is the less likely employees to participate11/27/2022A42 Motivate for CIPReward implemented suggestions directly如何对CIP奖励由每个工厂决定，可以是一份特殊的感谢，可以是钱或奖品，但奖励必须迅速，看得见，奖励到人。How CIP is rewarded is plant specific，whether it be a special acknowledgement，pay or awards。This

49、 must be rapid，visible and personalCombine CIP with target agreement员工越清楚的意识到CIP可以帮助他们完成目标协议，他们就会提出更多的改进意见 The clearer the employees realise that CIP serves them to reach their targets，the more there ie extra movationLeader dont know everything员工通常比主管有更好的主意，如果主管意识到这一点，并作相应的调整，他们就在CIP中扮演了良好的角色 Employ

50、ees often have better ideas than superiors。If the superior recognises this，and makes changes accordingly，they are a good role model for CIP11/27/2022A43 CIP example生产区域Direct area把纸箱搬上托盘11/27/2022A44生产区域Direct area使用木楔后纸箱更容易搬上托盘托盘上放一层硬纸板后纸箱更容易移动 CIP example11/27/2022A45非生产区域Indirect area CIP example