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KaizenFormalKaizen正式的改善adidas-SalomonContinuousImprovementLeanProgramsWorkshopAgendaSectionOne:IntroductiontoKaizenEvents.SectionTwo:ExecutionofaKaizenEvent(IncludingaftertheKaizenevent).adidas-SalomonContinuousImprovementLeanPrograms议程安排第一部分:改善简介第二部分:改善项目的执行(以及改善后事项)adidas-SalomonContinuousImprovementLeanProgramsWorkshopScheduleDays1&2:Days3-5:Days6-10:ClassroomTrainingKaizenPlanningExperienceKaizenEventExperienceadidas-SalomonContinuousImprovementLeanPrograms时间安排第1&2天:第3-5天:第6-10天:课堂培训改善计划经验改善实践经验adidas-SalomonContinuousImprovementLeanProgramsWhatYouWillLearnHowKaizeneventsimprovetheworkplaceHowtoprepareforaKaizenevent.(step-by-step)HowtoexecuteaKaizenevent.HowtoboosttheresultsofyourKaizenevents.adidas-SalomonContinuousImprovementLeanPrograms你将会学到什么改善是如何优化工作场所的如何逐步准备一个改善项目如何进行改善怎样推进你的改善成果adidas-SalomonContinuousImprovementLeanProgramsSectionOne:IntroductiontoKaizenDefinitions.Howdoyouimproveprocesses?BenefitsofKaizenevents.ResultsofKaizenevents.SavingsfromKaizenevents.ThingstorememberwhenplanningaKaizenevent.adidas-SalomonContinuousImprovementLeanPrograms第一部分:改善简介定义如何优化制程?改善的好处改善的成果改善的收益计划改善时所要记住的事项adidas-SalomonContinuousImprovementLeanProgramsDefinitionsTheword“Kaizen”inJapanesemeansimprovement.(“Kai”meanstotakeapart+“Zen”meanstomakegood,orthecontinuousimprovementprocessofcreatingmorevalueandlessnon-value-addingwaste.)AKaizeneventhappenswhenacross-functionalgroupofassociatesjointogethertoimprovesomeaspectoftheirbusinessprocessesadidas-SalomonContinuousImprovementLeanPrograms定义“Kaizen”这个字在日文里的意思是改善(“Kai”表示改变+“Zen”表示变好,或者说在流程中创造更多的价值和减少非增值的浪费来持续改进)将一组相关的不同功能的人员组合在一起,共同提高生意过程的某些方面,就形成了改善adidas-SalomonContinuousImprovementLeanProgramsHowDoYouImproveProcesses?Businessprocessesareimprovedbyreducingoreliminatingnon-value-addedactivitiesorwaste..!adidas-SalomonContinuousImprovementLeanPrograms如何改善你的过程?减少或消除非增值活动或浪费,生意过程就改进了。adidas-SalomonContinuousImprovementLeanPrograms10BasicPrinciplesforImprovement1.Throwoutyourfixedideasonhowtodothings.2.Thinkofhowthenewmethodwillwork–nothowitwon’t.3.Don’tacceptexcuses.Totallydenythestatusquo.4.Don’tseekperfection.50%improvementisacceptableifdoneimmediately.5.CorrectMistakesthemomenttheyarefound.adidas-SalomonContinuousImprovementLeanPrograms改善的10项基本原理1.丢弃你原来做事的老观念2.考虑一下新的方法如何做,而不是如何不能做3.不要相信借口,要全面否定现状4.不要寻找完美。只要马上做,有一半的进步就可以接受了。5.在发现错误时就立即改正adidas-SalomonContinuousImprovementLeanPrograms10BasicPrinciplesforImprovement6.Don’tspendalotofmoneyonImprovements.7.Problemsgiveyouachancetouseyourbrain.8.Ask“Why?”atleastfivetimesuntilyoufindtherootcause.9.Tenpeople’sideasarebetterthanoneperson’s,henceutilizeaKaizenEvent..!10.Improvementknowsnolimits.adidas-SalomonContinuousImprovementLeanPrograms改善的10项基本原理6.改善不要花很多的钱7.有问题就会给你提供用脑的机会8.至少问五次“为什么”,直到你发现问题的根本原因9.十个人的主意要好过一个人的,所以要利用一个改善项目!10.改善是永无止境的adidas-SalomonContinuousImprovementLeanProgramsBenefitsofKaizenEventsReduceorEliminatewaste&conflict.Getafocusonprocessinsteadofpolitics.Ensurecross-departmentalcooperation.Improvecross-functionalcommunications.Improvestandardizationofprocesses.adidas-SalomonContinuousImprovementLeanPrograms改善的收益消除浪费和冲突专注于过程而不是政策确保跨部门的合作提高了跨功能的沟通标准化的提升.adidas-SalomonContinuousImprovementLeanProgramsOrganizationalTransformationSupervisorsSupervisorsMr.BIGMr.BIGEmployeesEmployeesMr.BIGMr.BIGSupportStaffSupportStaffEmployeesEmployeesKaizenEventKaizenEventControlModelControlModelModelEmpowermentModelEmpowermentModeladidas-SalomonContinuousImprovementLeanPrograms组织变革主管主管大老板大老板员工员工大老板大老板中间支持层中间支持层员工员工改善活动改善活动控制模式控制模式授权模式授权模式adidas-SalomonContinuousImprovementLeanProgramsResultsofKaizenEventsImprovereturnoninvestment.Eliminatebottlenecks.Eliminateexcessiveovertime.Improvemorale,respect,andcommunication.Improvequality,costanddelivery.ImproveSafetyComplianceadidas-SalomonContinuousImprovementLeanPrograms改善的成果提高投资的回报消除瓶颈消除额外的加班增强了士气,加强了相互尊重,改善了沟通改善了质量、成本和交付的表现提高了安全性adidas-SalomonContinuousImprovementLeanProgramsSavingsfromKaizenEventsKaizeneventssavesmoneybyreducingoreliminating:Work-in-Process(WIP).Non-value-addinglabor.QuickerSet-uptimes.Overtime.Duplicatedactivities.adidas-SalomonContinuousImprovementLeanPrograms改善的收益改善通过减少或消除以下事项节省了开支:在制品(WIP)非增值劳动设置时间加班重复的行为.adidas-SalomonContinuousImprovementLeanProgramsThingstoRememberWhenPlanningaKaizenEventProductioncanbenegativelyaffectedintheshort-term.Completeshutdownsmaybenecessary.Besuretohaveadequateproductionmaterialsforcriticalareasaheadoftime.Updatepaperworkasyougo.Allowsufficienttimeforretraining.Presentationshouldbemadetokeymanagement&allemployeesintheaffectedarea(includingoff-shifts).adidas-SalomonContinuousImprovementLeanPrograms计划改善时所要记住的事项可能在短期内对生产有负面的影响完全停线也许是必要的请提前确认在关键的区域有足够的生产材料随着进程更新你的文件要留够充分的时间用于再培训应当对影响区域的管理层所有员工进行成果演讲(包括倒班的人员)adidas-SalomonContinuousImprovementLeanProgramsThingstoRememberWhenPlanningaKaizenEvent(cont.)Youmustplancarefullysincekaizeneventsofteninvolvesupportstaff:Maintenance.Sales&Merchandising.Thosenotfamiliarwiththeprocess.Materialhandlers&otherindirectlabor.PlantManagers,Supervisors,technicians,etc.adidas-SalomonContinuousImprovementLe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