异常管理培训教材

©2012TBMCONSULTINGGROUP,INC│ALLRIGHTSRESERVED©2016TBM咨询集团│版权所有异常管理AbnormalityManagement管理体系培训ManagementSystemTraining4Q2012│管理系统培训│©2016TBM咨询集团│版权所有课程目的Objectives–AbnormalityManagement►认识异常并解释快速反应的重要性►解释标准化作为目视化控制和异常管理的前提的重要作用.►描述异常管理中领导者的角色.►解释为何异常的管理和对策对以下方面关系重大:–问责–维持–持续改善本课程学习后,学员将能够:Aftersuccessfullycompletingthismodule,participantswillbeableto:2►Identifyabnormalitiesandexplaintheimportanceofrapidresponse►Explaintheimportanceofstandardworkasaprerequisitetovisualcontrolsandabnormalitymanagement►Describetheleader’sroleinabnormalitymanagement►Explainwhyabnormalitymanagementandcountermeasuresareessentialintermsof:–Accountability–Sustainment–ContinuousImprovement4Q2012│管理系统培训│©2016TBM咨询集团│版权所有日程►何为异常?►目视化管理的本质►实施步骤►异常管理►问题对策的策略►管理者的角色►小结3Agenda►Whatisanabnormality?►EssenceofVisualControls►ImplementationSteps►Abnormalitymanagement►CountermeasureStrategies►Leader’srole►Summary4Q2012│管理系统培训│©2016TBM咨询集团│版权所有异常管理AbnormalityManagement►异常:与标准相偏离的部分►异常的管理:针对异常的识别和快速响应的能力4►Abnormality:ADeviationfromtheexpectedstandards►AbnormalityManagement:Theabilitytoidentifyandrapidlyrespondtoanabnormality4Q2012│管理系统培训│©2016TBM咨询集团│版权所有为何要停线解决问题?逻辑偏离标准(纠正的浪费)原则提高质量一次合格率策略停线解决问题(决不接受缺陷流到下序)方法在停线处解决问题并改进支持体系提高解决问题的紧迫度鼓励发现问题业绩衡量指标质量一次合格率生产产出,l每日停线次数评审结果PerformanceMeasureFirst-timequality,productionoutput,linestoptimeauditresultsdaily精益工具安东(Andon)，自动化，标准化，问题解决，培训LeanToolsAndon,jidoka,standardisation,problemsolving,training控制方法目视化控制,标准化作业,质量审核ControlmethodVisualcontrols,standardwork,qualityaudits效果减少系统浪费构建利于改进的相互协作的工作环境ResultSystemwastereducedCostreducedCooperativeenvironmentForimprovement5PhilosophyDeviationfromStandard(WasteofCorrection)PrincipleGetqualityRightFirstTimeStrategyStoptofixproblems(Neverknowinglypassonadefect)MethodFixstoppositionandsupportstructureReasonIncreaseurgencyandcorrectproblemsEffectMotivatetoidentifyproblems4Q2012│管理系统培训│©2016TBM咨询集团│版权所有为何异常管理至关重要?WhyAbnormalityManagementisImportant?►秒►小时►班次►每日►每周►每月有清晰的KPI指标衡量我当前状况(检查什么)ClearcriticalKPI’stojudgemycondition(Whattocheck)为了确保健康状况持续改善检查的频次如何?(如何检查)Howoftenshouldyoucheckmydatatoensuremyconditioncontinuestoimprove?(Howtocheck)生产线停止很类似于心跳停止Whentheprocessstopsitislikehavingacardiacarrest6►Seconds►Hours►Shift►Daily►Weekly►Monthly4Q2012│管理系统培训│©2016TBM咨询集团│版权所有PlanDoCheckAct实施步骤StepstoImplementation►标准:确立标准–能够检测出异常►检测:实施目视化控制以识别正常和异常►检测:建立安东系统►响应:建立针对异常问题的快速响应系统►解决措施:实施解决措施►维持:评审系统的有效性7►Standard:Establishthestandard–soabnormalitycanbedetected►Detection:Implementvisualcontrolstodistinguishnormalfromabnormal►Detection:EstablishanAndonsystem►Response:Establisharapidresponsesystemtoaddressabnormalities►Resolution:ImplementCountermeasureStrategies►Sustainment:Audittheeffectivenessofthesystem4Q2012│管理系统培训│©2016TBM咨询集团│版权所有实施步骤StepstoImplementation8PlanDoCheckAct►标准:确立标准–能够检测出异常►检测:实施目视化控制以识别正常和异常►检测:建立安东系统►响应:建立针对异常问题的快速响应系统►解决措施:实施解决措施►维持:评审系统的有效性►Standard:Establishthestandard–soabnormalitycanbedetected►Detection:Implementvisualcontrolstodistinguishnormalfromabnormal►Detection:EstablishanAndonsystem►Response:Establisharapidresponsesystemtoaddressabnormalities►Resolution:ImplementCountermeasureStrategies►Sustainment:Audittheeffectivenessofthesystem4Q2012│管理系统培训│©2016TBM咨询集团│版权所有标准的范例ExamplesofStandards►产品质量特性►过程参数►操作工标准化作业9►ProductQualitySpecification►ProcessParameters►OperatorStandardWork4Q2012│管理系统培训│©2016TBM咨询集团│版权所有步骤一:确立标准StepOne:EstablishtheStandard103种产品3份标准化作业表RMFGACB必须要确定节拍时间和标准作业顺序TaktTimeandstandardworkmustbedefined1236543ProductModels3StandardOperationSheets4Q2012│管理系统培训│©2016TBM咨询集团│版权所有步骤一:确立标准–流程行业StepOne:EstablishtheStandard–ProcessIndustry11每100磅2.5分钟作业每500磅5.0分钟作业每1000磅2.0分钟作业可用时间=60分钟实际作业时间=39.5分钟2.5mintaskevery100lbs5.0mintaskevery500lbs2.0mintaskevery1000lbsAvailableTime=60minActualTaskTime=39.5min4Q2012│管理系统培训│©2016TBM咨询集团│版权所有实施步骤StepstoImplementation12PlanDoCheckAct►标准:确立标准–能够检测出异常►检测:实施目视化控制以识别正常和异常►检测:建立安东系统►响应:建立针对异常问题的快速响应系统►解决措施:实施解决措施►维持:评审系统的有效性►Standard:Establishthestandard–soabnormalitycanbedetected►Detection:Implementvisualcontrolstodistinguishnormalfromabnormal►Detection:EstablishanAndonsystem►Response:Establisharapidresponsesystemtoaddressabnormalities►Resolution:ImplementCountermeasureStrategies►Sustainment:Audittheeffectivenessofthesystem4Q2012│管理系统培训│©2016TBM咨询集团│版权所有步骤二:实施目视化控制StepTwo:ImplementVisualControls►一旦定义了何谓正常,需要将流程目视化►使流程一目了然►目视化s使得我们能观察到异常►为持续改进提供快速响应13►Oncenormalisdefined,thentheprocessmustbemadevisual►Visualataglance►VisualControlsallowustoobservetheabnormalities►Providesimmediateinputforimprovement4Q2012│管理系统培训│©2016TBM咨询集团│版权所有确立了标准–建立目视化EstablishtheStandard–ThenMakeitVisual144Q2012│管理系统培训│©2016TBM咨询集团│版权所有目视控制&持续改进文化VisualControls&ContinuousImprovementCulture►试想保龄球的球瓶如果被遮挡起来，保龄球如何投掷?►谁应该知道得分?►如果你每天/每周/每月才得知得分会怎样?►如何知道我们获胜?►我们怎样激励自己去改进?15目视化管理创建了团队的氛围–使每人都知道比分Visualcontrolscreateateamatmosphere–everyoneknowsthescore►Whatwouldbowlingbelikeiftherewasacurtainblockingyourviewofthepins?►Whowouldknowthescore?►Whatifyouwereonlytoldyourscoreonceperday/week/month?►Howwouldweknowifwewerewinning?►Howmotivatedwouldwebetoplayorimpr