Standardization 标准化 GMS 员工参与 持续改进 标准化 缩短制造周期 制造质量 Speaker’s Notes: Say: STANDARDIZATION is one of the five organizational principles that support the goals of the GM GLOBAL MANUFACTURING SYSTEM. 缩短制造周期 制造质量

Open Communication Process Fixed Period Ordering System/ GMS Standardization 标准化 Small Lot Packaging Shop Floor Management People Involvement Open Communication Process Vision/ Mission Simple Process Flow In-Process Control & Verification Fixed Period Ordering System/ Order Parts Values Qualified People Controlled External Transportation Health and Safety Priority Team Concept Andon Concept Product Quality Standards Total Productive Maintenance Quality Feedback/ Feed- forward Manufacturing Process Validation Quality System Management Scheduled Shipping / Receiving Temporary Material Storage Business Plan Deployment Management by TAKT Time Speaker’s Notes: Say: STANDARDIZATION is one of the five Organizational Principles that support the goals of the GM GLOBAL MANUFACTURING SYSTEM. Early Mfg. and Design Integration (DFM / DFA) Lean Design of Facilities, Equipment, Tooling and Layout Continuous Improvement Process Visual Management Internal Pull / Delivery Supply Chain Management Work- place Organization Level Vehicle Order Schedules Standardized Work Problem Solving

Standardization标准化 Group Discussion小组讨论 What is it? 是什么？ Speaker’s Notes Ask: What is standardization? Allow participants to volunteer a few definitions before showing next slide.

标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。 Definition of Standardization Standardization is a dynamic process by which we set standards of terminology, principles, methods, and processes within our organization. 标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。 Definition of Standardization 标准化的定义 Speaker’s Notes Read and explain the definition. Ask: Do you agree with the purpose statement? Ask: What are some examples of standardization in our everyday life? Say: Let’s apply it to something in everyday life. If I own a bakery and I want to bake a cake, what do I need first? Allow participants to answer. Say: Before I can even buy the ingredients, I need a recipe. If I don’t use a recipe, and the cake doesn’t turn out, then I won’t really know what I did wrong. If I follow the recipe, and the cake still doesn’t turn out, then I can begin adjusting the recipe, with each baking until I have a perfect cake. Once I have the perfect cake, then I will standardize the recipe, and always use the same recipe. Hopefully my customers will come to rely on my cakes for their good taste, every time.

Purpose of Standardization 标准化的目的 The purpose of standardization is to reduce variation and stabilize, so as to achieve a base from which to grow and improve. 标准化的目的是减少变化与维持稳定，在此基础上进步与提高。 Speaker’s Notes

标准化工作 Standardized Work Overhead 投影 Standardized Work is: 标准化工作就是： the documented, current best method to safely and efficiently perform work, that meets the necessary level of quality. 所记录的当前实现安全有效生产, 达到必要质量水 平的最佳生产方式。 Speaker抯 Notes 备课笔记 揹ocumented?- Standardized Work is documented and posted at the worksite. If it isn抰 documented and communicated, then it cannot be followed, so therefore it isn抰 a standard! 摷锹紨 - 标准化工作应当被记录并张贴在工作现场上。如果该标准未被记录, 也未能 传达至每个班组成员, 那么标准化工作就得不到遵循, 因而也不能称其为标准! The Standardized Operation Sheet documents, also known as the SOS is the best work sequence and location of materials for the safest, and most efficient way to build quality. 标准化操作卡, 也称作SOS，它反映了最佳的生产序列和最佳的物料位置,这对于制造质 量提供了最安全、最有效的方式 Why is Standardization Work considered the 慶urrent best method? 为什么标准化工作被视为數鼻白罴逊绞綌? 揷urrent best method - As you know, continuous improvement is one of our five principles. This means that once we have set a standard, throught the continuous improvement process, that standard might change. Standards are not meant to imprison us, but are meant to help us grow! Therefore, the documentation of standardized work is not set in stone, but is subject to change through the controlled process of continuous improvement. 摰鼻暗淖罴逊绞綌 - 正如你所知道，不断改进是我们的五大原则之一。这就意味着, 一旦 我们制定一个标准, 随着不断改进的过程, 标准会发生变化。标准并不是用以禁 锢我们, 而是为了帮助我们更好地发展! 因此, 不要死板地记录标准化工作, 它应该能通 过有条不紊的不断改进过程不断变化。 Because the SOS has the most current best method, it serves an important in the training of new team members. It is the most up to date document on that job process available in the plant! 由于SOS中包括了当前的最佳生产方式, 其在班组新成员培训中就显得非常重要了。 这是工厂中所能获得的有关生产过程的最新资料。

Why Is Standardization Important? 为什么标准化很重要？ JD Powers #1 Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline SAFETY 安全 QUALITY 质量 PRODUCTIVITY 产量 COMMON DIRECTION 共同方向

What Happens When We Do Not Have Good, Clear Standards???… 若没有良好、明晰的标准会怎样？？？ Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline Example: 2000 U.S. Presidential Elections: Variation in Voting Machines & Methods Caused Major Election Controversy 事例：2000年美国总统大选： 投票机器与方式的不一致导致重大选举纷争

2000年美国总统大选大事记 11月7日，全国投票日，选举总统和副总统。  11月8日，美媒体误报布什当选。戈尔和布什佛罗里达州得票差距不到1．5％，依法必须重新计票。  11月9日，戈尔要求在棕榈滩、布若华德、迈阿密－戴德和瓦鲁西亚4县进行手工计票。  11月10日，佛州67县重新计票结束，布什阵营称已获胜。法院禁止确认棕榈滩县的结果。  11月11日，布什阵营走进法院，要求阻止在佛州4县进行手工计票。  11月12日，棕榈滩县和瓦鲁西亚县开始手工计票。  11月13日，法院拒绝布什要求，支持手工计票。  11月15日，哈里斯拒绝4县手工计票申请，并得到利昂县巡回法院支持，戈尔上诉佛州最高法院。  11月17日，佛州最高法院发出阻止令，要求哈里斯暂缓确认全州大选结果。 11月21日，佛州高院裁定手工计票结果有效，同时将确认选票日期推迟至26日下午5时。  11月22日，布什向美国最高法院上诉；迈阿密－戴德县决定终止手工计票，理由是时间来不及。  11月26日，哈里斯确认佛州大选的最后结果，布什领先537票。  11月27日，戈尔向利昂县巡回法院对大选结果提出质疑起诉。  12月4日，利昂县法院索尔斯法官拒绝应戈尔的要求清点“问题票”，戈尔向佛州最高法院提出上诉；美国联邦最高法院将布什就佛州最高法院判决提出的上诉案发回重审。  12月8日，佛州最高法院裁定清点全州的“问题票”，布什向美国联邦最高法院提出上诉；利昂县两法官拒绝将25000张缺席选票判为废票。  12月9日，美国联邦高院下令暂停佛州手工计票。  12月12日，佛州议会众院任命支持布什的25位选举人；美国联邦最高法院以5比4裁定佛州停止手工计票，戈尔质疑大选结果案以失败而告终。  12月13日，戈尔发表电视讲话，承认失败，而布什则发表胜选演说

“THE WEDGE” TO STABILIZE BEST PRACTICE Standardization 标准化 World Class 世界领先水平 Continuous Improvement 不断改进 Change 改变 Speaker's Notes Say: Standardization is shown here as a wedge that prevents us from falling backwards. Ask: Can improvement occur without standardization? Wait for participants answers. Answer: Yes, but it is not desirable! This kind of improvement is sporadic. Maybe we were just lucky! Moreover, if this new improvement is not in turn standardized, it may fall away again. Say: Refer back to the cake baking example. While baking a cake without a recipe, I might hit on a lucky combination of ingredients and come up with a great cake, but what about the next time? I won’t know exactly what is was that I did differently from the previous occasions! Without standardization, we cannot achieve continuous improvement. It is a base line from which to improve. Say: Look at the wedge under the change, do you know why it’s there? The wedge allows us to stabilize before we can make the next improvement “THE WEDGE” TO STABILIZE BEST PRACTICE “楔子”楔牢最优方法

标准是基于多数人的经验教训得来最优现行方法，所以… 不良的事故会发生，尤其是安全及质量问题。 Standardization 标准化 A Standard Is The Best Current Practice Based On Many People’s Experience & Lessons Learned, so… 标准是基于多数人的经验教训得来最优现行方法，所以… DON’T SHORTCUT THE STANDARD!!! 切勿缩短标准！！！ BAD THINGS COULD HAPPEN, ESPECIALLY SAFETY & QUALITY PROBLEMS 不良的事故会发生，尤其是安全及质量问题。 Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline Standard Shortcut IF YOU DON’T LIKE THE STANDARD, TRY TO CHANGE IT, BUT NEVER SHORTCUT IT…. 若你不满意这个标准，试着改变它，切勿走捷径。

What Happens When We Do Not Follow Standards??? 如果不遵照标准会怎样？？？ Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDURE U.S SUBMARINE HITS JAPANESE FISHING BOAT - SURFACING PROCEDURE NOT FOLLOWED GERMAN PLANE CRASHES IN SWITZERLAND – AIR TRAFFIC CONTROL PROCEDURES IGNORED EXXON VALDEZ OIL SPILL – CAPTAIN DID NOT FOLLOW STANDARDS 每年都有人死于不遵循关阀规定 美国潜艇击沉不遵守海面规定的日本渔船 德国忽视空中飞行条例在瑞士坠毁 船长不遵循标准导致EXXON 瓦尔迪兹石油泄露

STANDARDIZATION EXERCISE 标准化练习 Think of any example inside or outside work where standards not being followed led to a bad situation 想想工作中或其它不遵守标准导致不良事件发生的例子。 Discuss as a team and report – Take 5 minutes 小组讨论、汇报-----5分钟

Always Remember The Priorities… 牢记的重点 For Example, Sometimes We Have To Sacrifice Efficiency To Achieve Safety… Safety 安全 People 员工 Quality 质量 Responsiveness 响应 Cost 成本 Importance 重要 Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline 例如：有时我们必须为了安全而牺牲效率

MAKE RULE 制订条例 TEACH RULE 讲授条例 KEEP RULE 遵守条例 Speaker's Notes Say: Why is standardization important? Wait for some answers from participants. Say: Here are some examples of communization in every day life. Can you think of other examples? Do people always adhere to the standards? Why not? Answer: Lack of discipline LEAD BY EXAMPLE!!! 榜样领导 DO THE RIGHT THING!!! 做合理的事情

Standardization On A Broader Scale Leads to Communization 更大范围的标准化以达到共有化 One “Language” 同一语言 Common Principles 通用原则 Common Methods 通用方法 Common Processes 通用程序 Speaker’s Notes: Say: GM is now and will be in the future a Global Business. New Plants: Gliwice, Poland Eisenach, Germany Shanghai, Peoples Republic of China Rosario, Argentina Gravatai, Brazil LANSING GRAND RIVER, LANSING MI Say: In each of the organizations listed, you will find “one common manufacturing process” with common goals, common principles, and similar, if not common, methods. This clearly supports the GM-GMS Standardization principle.

Standardization vs. Commonization 标准化与共有化 If one family made a recipe for their Kimchi, then it would be Standardized. 如果一个家庭为其泡菜定个菜谱，就是标准化。 But all families are still different so we are not Commonized (sometimes common is not appropriate). 但是每个家庭做法不一样则没有达到共有化。（有时共同的并非是正确的）

Workplace Organization Open Communication Process Standardization 标准化 Workplace Organization 工作场地布置 Shop Floor Management People Involvement Vision/ Mission Open Communication Process Small Lot Packaging Simple Process Flow Health and Safety Priority Values Qualified People Team Concept Fixed Period Ordering System/ Order Parts Speaker’s Notes Controlled External Transportation Andon Concept Total Productive Maintenance In-Process Control & Verification Manufacturing Process Validation Product Quality Standards Temporary Material Storage Quality Feedback/ Feed- forward Scheduled Shipping / Receiving Quality System Management Business Plan Deployment Management by TAKT Time Early Mfg. and Design Integration (DFM / DFA) Internal Pull / Delivery Lean Design of Facilities, Equipment, Tooling and Layout Visual Management Supply Chain Management Continuous Improvement Process Work- place Organization Level Vehicle Order Schedules Standardized Work Problem Solving

Workplace Organization 工作场地布置 What is it? 指什么？ Group Discussion 小组讨论 Speaker’s Notes Ask: What is your definition of workplace organization? Wait for participants answers. Write participants answers as bullet points on the flip chart. Say: All of these are correct, and you will see that Workplace Organization takes all of these into account. Say: We must first define the term “Workplace”: It is a place where products are transformed or services are generated for the customer. In a workplace we have: people, material, machinery, tools, methods and information. Ask: Is your desk a workplace? Option: do a flip chart discussion and have participants write the answers down to increase participation.

“A place for everything and everything in its place” WPO Motto: 工作场地布置口号 “A place for everything and everything in its place” 所有工作的场地，所有工作井井有序。 Read the slide.

Workplace Organization, 5S 工作场地布置, 5S Put order to the workplace by making Standards that allow “out-of-standard” conditions to be visible!! 制定标准使工作场地井井有序， 并使非标准的东西暴露出来。 Speaker’s Notes Read the goals and explain an example of each of them.

Where is Workplace Organization Important? 哪些工作场地布置重要？ On the shop floor. . . 车间地面 . . . in the office! …办公地点 Speaker’s Notes Say: Workplace Organization is important everywhere from the workplaces on the shop floor to the main offices of the plant. It can be applied to any place at home. (Give some examples out of private life, like out in the garage, kitchen, etc.)

How is workplace organization done? 怎样布置工作场地？ 工作场地布置 5S Speaker’s Notes Say: The 5S is a tool for achieving Workplace Organization. They are five logical steps which are necessary for not just organizing the workplace, but maintaining this organization over time. The five steps also help us with continuous improvement, waste elimination and quality. Explain each step briefly: Say: 1) Sift means to discard unnecessary items 2) Sort means that everything is put in its proper place 3) Sweep refers to cleaning the workplace 4) Sustain is the daily maintenance of the first three S’s, and the application of standards 5) Self-discipline is the necessary personal attitude, which is required to carry out and maintain workplace organization (Note for instructor: the five S originally came from five Japanese terms that begin with S, which have been translated.) Hide the slide, and ask if anyone can say all five S’s from memory. Ask: What is the first S? Show next slide. 5 Self Discipline/ Cont. Improvement 不断改进 4 Sustain/Maintain 维护 3 Sweep/Clean 清扫/清洁 2 Sort/Standardize 整顿 1 Sift/Clear 整理

The Most Difficult thing for us to do… 这是最难做到的… Sift/Clear 整理 1 Sift/Clear (정리) Divide the needed and not needed items at the job site, and quickly remove the unneeded items. 区分开工作场所中必要和不必要的东西，迅速将不必要的东西清除。 Areas of Focus 重点区域 The Most Difficult thing for us to do… 这是最难做到的… Remove unneeded Items (waste) 清除不必要东西（废料） Keep needed Items 保留必要东西 Speaker’s Notes Say: We quickly get used to items in our environment and don’t really need them anymore. That is how things accumulate in our workspace that at one time were necessary, but have become unnecessary. For example, if with a model change a part and its corresponding tool become obsolete, we may not get around to removing them, and they just become part of our environment. Ask: What kind of wastes do we incur from unnecessary items in the workplace? List answers on a flip chart. Use the following as a guideline: Say: Waste of space Waste from excess shelves and cabinets Waste from obsolete parts, products, tools Waste from excess transportation due to improper storage location Waste from controlling unnecessary items Waste from extra tasks in the inventory management Waste from extra movements and ergonomic stress, or safety incidents Waste from poor quality if an obsolete part is used, resulting in rework or scrap Tools 工具 2) Inventory/Storage 库存/储存 3) Equipment 设备

If In Doubt – Throw It Out! 毫不犹豫扔掉 Sift/Clear 整理 1 Sift/Clear (정리) Red Label Campaign 红色的标签的活动 Hammer Obsolete Pliers Rusted 钳子 　　生锈的 　锤子 　　过时的 Speaker’s Notes Explain that the Red Label Campaign is one method to sift out the unnecessary items at the workplace. Say: This method consists of attaching a red label to all objects that have been identified as unneeded. The red label becomes a visual management tool - the key then is to quickly remove the items from the worksite. Note: If there is more than one shift involved, ensure that both shifts know what is red labeled, and both agree on its removal. Do not discard emergency safety equipment! Refer to an incident at a Japanese plant where the plant manager had everything that wasn’t attached to the floor put outside. When the team members arrived for their shift, they had only 15 minutes to find those items they needed to carry out their job! Fifteen minutes later the line was running without any problems and 75% of the items stayed outside, unneeded. An extreme example, but true! Ask: Is there anything in this room that could be red labeled? (Preparation - have some items in the room that are unnecessary, outdated, or defect. Examples are, last year’s calendar, a defect projector, a coffee cup.) Now that we have identified red label items, what should we do? Answer: We need to take immediate action for each item. (i.e. throw away, get repaired, return to original source, etc.) If In Doubt – Throw It Out! 毫不犹豫扔掉

Sort/Standardize 整顿 A Place for everything . . . and everything in its place 所有工作的场地，所有工作井井有序。 The location of equipment, tooling and material should be clearly defined, displayed and maintained. 各种设备、工具、材料明确区分，放置，维护。 2 Sort/Standardize 1 Sift/Clear L850 Hose 30 pcs. Speaker’s Notes Say: Sorting is the practice of assigning a location for necessary objects, and organizing them in a simple way. Ask: When we organize something in a simple way, what do we mean? Answer: A simple organization is logical, clear to all, and efficient. Ask: What is the benefit of Sorting? Wait for participants answers. Answer: When Sorting takes place, the following wastes can be eliminated: Waste from lost time looking for items Waste from downtime due to missing items Waste from overbuying Waste from delay in delivery Waste from too much walking Waste from quality problems due to wrong part/ tool use Option: Cite examples from home - these wastes are all around us. Ask: Is there anything in this room that we can Sort? (Preparation - Have some items in the room that could be sorted, e.g. colored pens, extension cords, blank overhead slides, recycled paper, etc.) L850 Rubber Hose 橡胶管 Large Bolts大螺栓 300 pcs. Med. Bolts中等螺栓 500 pc. Small Bolts小螺栓 700 pcs

2. Determine a Location 确定放置地点 Sort/Standardize 整顿 2 Sort/Standardize 1 Sift/Clear 1. Categorize 分类 How often do I use this? 经常使用吗？ 2. Determine a Location 确定放置地点 Where is the best place?哪里是最恰当的？ 3. Mark the Location 标明位置 Speaker’s Notes Say: Sorting is the practice of assigning a location for necessary objects, and organizing them in a simple way. Ask: When we organize something in a simple way, what do we mean? Answer: A simple organization is logical, clear to all, and efficient. Ask: What is the benefit of Sorting? Wait for participants answers. Answer: When Sorting takes place, the following wastes can be eliminated: Waste from lost time looking for items Waste from downtime due to missing items Waste from overbuying Waste from delay in delivery Waste from too much walking Waste from quality problems due to wrong part/ tool use Option: Cite examples from home - these wastes are all around us. Ask: Is there anything in this room that we can Sort? (Preparation - Have some items in the room that could be sorted, e.g. colored pens, extension cords, blank overhead slides, recycled paper, etc.) Make A Standard! 制定标准

“Sweeping” is checking! Sweep / Clean 清扫/清洁 3 Sweep 2 Sort 1 Sift Check Speaker’s Notes Say: The activities listed on the slide are things that would typically take place in a GM-GMS plant. Say: Cleaning is a daily activity. Not just because we want to maintain a neat and tidy workplace, but also because cleaning is checking. When we clean, we notice out-of-standard situations, such as large accumulations of dirt, or missing equipment. Explain: The general rule is that cleaning should be done by those who have been actually doing the work. Ask: Why do we have this rule? Answer: The operator is most familiar with the operation, and therefore will know when there is out-of-standard dirt or waste. “Dirt is data”! Excess parts or materials, or excess accumulations of dirt may show that there is a problem that needs to be resolved. Problems such as these must be resolved quickly, so that the operator is not pulled into an endless cycle of cleaning. Moreover, we are more likely to keep the workplace organized in the first place, if we know that we are responsible for the cleaning. Example: Equipment can involve a lot of work to keep in tip top condition. However, if it is cleaned and taken care of every day, when there is a small problem it is noticed and the immediately recognized. Machinery that is not cleaned and maintained regularly, will quickly fall apart. “Sweeping” is checking! 清扫既是检查！

Sustain/Maintain 维护 4Sustain维护 Identify Tasks 确定任务 Assign Responsibility 划分责任 Set Targets 设定目标 Responsibility Chart Kim Lee Park Seo Cho Target: Major 5S 1/qtr. Who Task 1 2 3 4 5 3 Sweep/Clean 清扫/清洁 2 Sort/Standardize 整顿/标准 1 Sif/Clear t 整理 Standards are worthless if there is no system to check!! 如果没有系统检查， 标准即毫无用处。 Speaker’s Notes Say: Everyone needs to know what the acceptable level of workplace organization is. Identifying, Assigning, and Standardizing Workplace Organization Tasks First, we need to identify the different cleaning tasks, and decide the frequency that the tasks must be performed. These tasks should be standardized. Once we have identified the tasks, they need to be assigned to the relevant team member - whoever makes the most sense for the task. Finally, we should post the cleaning schedule and visualize the status of cleaning. We can use Plan, Do, Check, Act as a framework for maintaining and improving Workplace Organization. (Explain in terms of the 5 steps and make references.) Promoting Workplace Organization Say: We need to promote WO so that people think about it every day and understand its importance. There are different methods available to do this. Ask: What are some different methods in a plant for promotion that could be used to promote Workplace Organization? Allow each participant to answer question individually on a piece of scrap paper, to list 3 items. List answers on a flip chart. Answers: Conduct WO tours though the area, with check sheet of items to watch for Have WO inspections at team level. Develop objectives and targets and track. Identify good examples of WO and communicate these to others (e.g. with photographs) Recognize teams or individuals for good WO Promote through newsletters, posters, slogans, etc. Be an example to others! Ask: How can you be an example to others? Safety/5S Checks Must Be Performed Everywhere and At Every Level Of The Organization!!! 安全/5S检查应该人人处处开展！

Self-Discipline/ Continuous Improvement 自律/不断改进 Cont. Improvement 自律/不断改进 4 Sustain/Maintain 维护 3 Sweep/Clean 清扫/清洁 2 Sort/Standardize 整顿/标准 1 Sift/Clear 整理 Speaker’s Notes Ask: Why do you think we need this last S? Wait for participants answers Say: Without internal self-discipline, Workplace Organization cannot be maintained. Self-discipline means adhering to standards and policies, being conscientious, and respecting oneself and others. Internal discipline is not as visible in the workplace as the other principles are, but if each of us apply a little of this, work for everyone becomes easier. What are some examples of discipline? Put tools back on shadow boards Pick up garbage found as you are walking to your station Follow the standards set in your area It is everyone’s responsibility! 这是每个人的职责！

5S EXERCISE5S练习 How would you use the 5S process to improve the situation below?你怎样用5S程序来改善下图的情形？ Utilize ALL 5Ss 利用所有5S程序 Discuss as a team and report – Take 10 minutes 小组讨论、汇报—10分钟

Why workplace organization? 为什么要场地布置？ WPO is a key means of visualizing and eliminating waste WPO是暴露及消除浪费的主要途径 级别 Anything outside the standard is WASTE!!! 所有标准外的东西都是浪费！！！

Why workplace organization? 为什么要场地布置？ Good 5S Leads to Good Safety! No trip, slip hazards, etc. 做好5S等于安全！就没有跌倒滑倒等的危险。 SAFETY 安全 QUALITY Items always in same place means less likely to make mistakes 事物特定放置意味着少犯错误。 质量 EFFICIENCY Items always in same place means less wasteful and more repeatable motions 事物特定放置就是减少多余重复的动作。 效率

Example of Cabinet 5S 橱柜5S范例 Cabinet “Before 5S” 5S之前的橱柜 Cabinet “After 5S” 5S后的橱柜

Example of 5S Speaker’s Notes Point out the visuals in each numbered photograph as described in the following list. Picture 1 = Material labels & ights Picture 2 = OK and NOK parts Picture 3 = Full racks and empty racks Ask: If we see a full rack in the empty area , would we have a problem?

Standardized Work 标准化工作 Open Communication Process Standardization 标准化 Standardized Work 标准化工作 People Involvement Vision/ Mission Shop Floor Management Open Communication Process Small Lot Packaging Simple Process Flow Health and Safety Priority Values Qualified People Speaker’s Notes Team Concept Fixed Period Ordering System/ Order Parts Controlled External Transportation Andon Concept Total Productive Maintenance Manufacturing Process Validation Product Quality Standards In-Process Control & Verification Temporary Material Storage Quality Feedback/ Feed- forward Quality System Management Scheduled Shipping / Receiving Business Plan Deployment Management by TAKT Time Early Mfg. and Design Integration (DFM / DFA) Internal Pull / Delivery Continuous Improvement Process Visual Management Work- place Organization Level Vehicle Order Schedules Supply Chain Management Lean Design of Facilities, Equipment, Tooling and Layout Standardized Work Problem Solving

Standardized Work 标准化工作 The documented, current best method to Safely and Efficiently perform work that meets the necessary level of Quality. 为了达到一定的质量标准，以文件化 及最可行的方法来安全有效地开展工作 Speaker’s Notes Say: “Documented” - Standardized Work is documented and posted at the work site. If it isn’t documented and communicated, then it cannot be followed, so therefore it is not a standard! The Standardized Operation Sheet documents, also known as the SOS is the best work sequence and location of materials for the safest, and most efficient way to build quality products. “Current best method” - As you know, continuous improvement is one of our five principles. This means that once we have set a standard, through the continuous improvement process, that standard might change. Standards are not meant to imprison us, but are meant to help us grow! Therefore, the documentation of standardized work is not set in stone, but is subject to change through the controlled process of continuous improvement. Because the SOS has the most current best method, it serves an important in the training of new team members. It is the most up to date document on that job process available in the plant!

Standardized Work 标准化工作 Without Standardization 没有标准化 Speaker’s Notes Cover the first half of the sheet with paper. Say: If people worked in different ways, we would have big problems! Our operation times would vary, our quality would suffer, and we would be creating waste! Efficient production of good products would be sporadic and ultimately impossible. Uncover the rest of the slide. Say: By applying standards to our work, we follow the best practice known. The development of a work standard, and its documentation and implementation, is called Standardized Work. Say: The implementation of Standardized Work requires a strong emphasis on human factors. If we focus only on equipment and facilities when addressing Standardization, it is possible to overlook human factors. This leads to a production method that devalues respect for human ability and relies wholly on machining capacity. It is imperative that standardized work is implemented with emphasis on human considerations. With Standardization 有了标准化

Standardized Work 标准化工作 Standardized work is used when there is a definable, repeatable process. 当工序明确可重复时，采用标准化工作 Production 生产 Materials 物料 Office 办公室 Speaker’s Notes Say: “Definable, repeatable process” - Even what we might think of as unpredictable situations, like problems or repairs. Even these have standardized work. Production Repair Work Materials Office All can be Standardized Standardized Work Can Be Performed Everywhere!!! 随处都可以开展标准化工作!!!

Everyone can perform standardized work!!! 每个人都可以进行标准化工作！！！ Team Members 班组成员 Team Leaders 班长 Group Leaders 工段长 Managers 主任 Engineers 工程师 Employees Should Be Involved In Developing Standardized Work – They Know The Job The Best!!! 员工应该加入标准化工作开展—因为他们最了解工艺！！！ Speaker’s Notes Say: “Definable, repeatable process” - Even what we might think of as unpredictable situations, like problems or repairs. Even these have standardized work. Production Repair Work Materials Office All can be Standardized

Standardized Work (标准化工作) Standardized Work Is A Baseline for Continuous Improvement!!! 标准化工作是不断改进的基线 ！！！ Speaker’s Notes Explain: “A baseline for continuous improvement” - We have already discussed how standardization in general helps us improve, and helps continuous improvement. Standardized Work is the tool for continuous improvement. The entire reason we have standardized work is so that we can make improvements! Before we can improve anything, we must have a stable situation. Only through standardized work will we achieve this. It is the first thing we turn to when we need to solve problems, and it is the first thing we use once we are stable to look for improvements. “Documentation of the 3 elements” These three elements are very important for standardized work. Say: As the visual shows, every time we make a change, we often have an unstable situation, which may result in a temporary downturn in our results. It is very important that we hold to the new standard in order to see the improvement. This visual also shows that it is a series of incremental improvements that move us forward. Improvement 改进 Improvement 改进 Improvement 改进 Standardization 标准化 Standardization 标准化 Standardization 标准化 Standardization 标准化

每个人都有好主意—如果我们不把最好方法文件化，则不可能充分利用团队的智能，不但不能取得进步，甚至会越来越糟糕！ Each Individual Has Good Ideas – If We Do Not Document The Best Methods Then We Are Not Fully Utilizing The Team’s Brainpower and We Will Never Improve Or We May Actually Get Worse!!! 每个人都有好主意—如果我们不把最好方法文件化，则不可能充分利用团队的智能，不但不能取得进步，甚至会越来越糟糕！ Speaker’s Notes Explain: “A baseline for continuous improvement” - We have already discussed how standardization in general helps us improve, and helps continuous improvement. Standardized Work is the tool for continuous improvement. The entire reason we have standardized work is so that we can make improvements! Before we can improve anything, we must have a stable situation. Only through standardized work will we achieve this. It is the first thing we turn to when we need to solve problems, and it is the first thing we use once we are stable to look for improvements. “Documentation of the 3 elements” These three elements are very important for standardized work. Say: As the visual shows, every time we make a change, we often have an unstable situation, which may result in a temporary downturn in our results. It is very important that we hold to the new standard in order to see the improvement. This visual also shows that it is a series of incremental improvements that move us forward. SAFETY, QUALITY, EFFICIENCY 安全、质量、效率

你会不会乘坐乘务员不履行标准检查程序的检查的飞机？？----即使他们重复操作过无数遍。 Would You Want To Get Into A Plane Where The Crew Did Not Exactly Follow A Standardized Check Process??? – Even Though They Have Performed It Hundreds Of Times!!! 你会不会乘坐乘务员不履行标准检查程序的检查的飞机？？----即使他们重复操作过无数遍。 Speaker’s Notes Explain: “A baseline for continuous improvement” - We have already discussed how standardization in general helps us improve, and helps continuous improvement. Standardized Work is the tool for continuous improvement. The entire reason we have standardized work is so that we can make improvements! Before we can improve anything, we must have a stable situation. Only through standardized work will we achieve this. It is the first thing we turn to when we need to solve problems, and it is the first thing we use once we are stable to look for improvements. “Documentation of the 3 elements” These three elements are very important for standardized work. Say: As the visual shows, every time we make a change, we often have an unstable situation, which may result in a temporary downturn in our results. It is very important that we hold to the new standard in order to see the improvement. This visual also shows that it is a series of incremental improvements that move us forward. Check Fuel (检查汽油) Check Tires (检查轮胎) Check Instruments (检查仪表盘)

BUT… There Is a Real Balance Between Standardization and Continuous Improvement. 标准化与不断改进之间有个天平。 We Must Control The Balance to Be Sure That We Are Neither to Strict With Standardization, Nor Too Flexible. 我们必须控制这个天平以确保 既不要死守也不要脱离标准化 Standardization Continuous Improvement

Lego Exercise 乐高运动 Speaker’s Notes Show I Love Lucy video. Ask: Did the factory in this video have constant takt time? Say: If we did want to make a constant takt time for that factory, we would do the following calculation: (on the flip chart do the following calculation) (The chocolate factory must produce 10,000 chocolates per day) Takt Time = 8 hours - 30 min. lunch = 7h30 x 1day no. of chocolates required/ day Takt Time = 27,000 seconds/day 10,000 chocolates/ day Takt Time = 2.7 seconds . . . . so every 2.7 seconds a chocolate comes off the end of the line. (or into Lucy’s mouth)

Standardized Work Basics 基本的标准化工作 WHAT What to do?做什么 Work Elements With Times vs. Takt 工作要素时间与生产节拍 HOW How to do it?怎样做 Work Sequence/Diagram 工作次序/图表 Key Points For Safety & Efficiency 安全&效率要点 Quality Points & Checks 质量要点与检查点 WHY What will happen if standard is not followed 若不遵守标准会怎样？ Why is it important? 为什么重要

Make Waste Visible!!!暴露浪费！！！ Standardized Work Basics Make Waste Visible!!!暴露浪费！！！ Time Chart 时间表 Work Flow Diagram 工作流程表 5” 4” 3” 2” 1” Actual Takt Time Wait Time! 等待时间 Time Cycle Time Speaker’s Notes Say: If the chocolate factory had a drop in demand, and they didn’t adjust the cycle time of the workers, thean we have waste in the form of waiting time. Also, other problems can be hidden. Ask: Remember the part in the video where Ethel says, “No problem, I can do this,” in a very slow and exaggerated manner? Was there anything she didn’t know about when she made this statement? Ask: How do you think problems remain hidden when the cycle time is below the takt time? Ask: What is the difference between takt time and cycle time? Can anyone give me the definition for each? Non-Value Added!非增殖时间 Waste of Motion! 动作浪费 Value Added 增殖时间 001L

Elements Of Good Standardized Work MOVING LINE STANDARD OPERATION SHEET (L3) (L2) (L1) Group / team (L4) Operation: JOB NAME S y s Element Name Quality Safety for Operator Process Critical m t Work Walk Time Checks (CR) (T) C (IR) (IF) (E) (CF) for b e element o p Registered Handwork/Model Number Walk Return l walking Symbol (R4) (R3) (R2) (R1) Frequency Location LH CR T L4 IR L3 IF L2 L1 CF E SUB MAT Frequency Location RH CR T R4 IR R3 IF R2 R1 CF E SUB MAT Total handwork / walking by model sec. Cycle time sec. Volume % Weighted average s Actual Takt Time Cycle Time Chart Time Signature Team Ldr Superv. Shift Mgr. Shift A Shift B Shift C Revisions Mo./Yr. Sign. What Change Confirmation of Adherence Date Signature Option or Model weighted cycle time average Volume % Elements Of Good Standardized Work Provides an overview of the elements and their times in the correct sequence for one job Identifies important key points using symbols Documents work location Visualizes worker movement via sketch. Speaker’s Notes Say: The sheet shown in the slide may not be in current usage. However, it is a vision of what we are moving toward. Example: This is the equivalent of the sheet music used by musicians in an orchestra. They need the sheet music so they can all play their assigned part of the same song. Say: This sheet illustrates the movement of a job traveling down an assembly line and also the cycle of one job. The Moving Line SOS consist on the following criteria: Several job elements Walk times for job elements Option jobs Weighted average times Sketch of team members working area with fixed stop position Location and frequency of elements Cycle time chart included options and weighted average cycle. Information for quality, safety and critical processes. Review the callout cloud for understanding. Ensures standard across shifts via sign-off Visualizes A.T.T. Vs. Cycle Times of the job via the Cycle Time Chart Documents changes to the Standardized Work

Final Notes on Standardized Work 标准化工作后注 Must support the user & be posted visually 有利于操作者或张贴 到明显处 Always respect Std. Work of others 尊重他人的标准化工作 Use as basis for training & Problem Solving 作为培训 问题解决的基点 Perform regular checks of Std. Work 定时检查 标准化工作 User involved in development 操作者参加改进

Final Notes on Standardized Work 标准化工作后注 The True Test of Good Standardized Work is When Someone Does Not Come to Work and the Job Still Gets Done Safely, Efficiently and with Quality 真正经得检验的标准化工作是当有人缺席时仍能 安全、有效、高质地完成工作 What Do I Do?

Open Communication Process Standardization 标准化 Management by TAKT Time 生产节拍管理 Shop Floor Management Simple Process Flow Vision/ Mission People Involvement Open Communication Process Small Lot Packaging Health and Safety Priority Fixed Period Ordering System/ Order Parts Values Controlled External Transportation Speaker’s Notes Qualified People Team Concept Andon Concept Total Productive Maintenance In-Process Control & Verification Manufacturing Process Validation Product Quality Standards Quality Feedback/ Feed- forward Quality System Management Scheduled Shipping / Receiving Temporary Material Storage Business Plan Deployment Management by TAKT Time Early Mfg. and Design Integration (DFM / DFA) Lean Design of Facilities, Equipment, Tooling and Layout Continuous Improvement Process Visual Management Work- place Organization Internal Pull / Delivery Supply Chain Management Level Vehicle Order Schedules Standardized Work Problem Solving

Management By Takt Time Takt Time管理 Determines the speed of the line 决定流水线速度 The time available to produce a component or single unit. 生产一个部件或一辆车的时间 Determined by the number of vehicles required by the end of each day to meet the production target. 由需要达到的每日生产目标的车辆数决定 Speaker’s Notes Say: The takt time is the speed at which the line is set to run. A takt time of 30 seconds means that every 30” a vehicle comes off the end of the line. It is based on the number of vehicles we need to produce for the measured time period. Our takt time is constant. That means it does not change from day to day from hour to hour, or from minute to minute! All of our standardized work is based on a constant takt time. If there is a formal change to the takt time, this is communicated to everyone ahead of time, so that standardized work can be adjusted. Bottom Line: We can look at takt time weekly, monthly or yearly, but we are most concerned with the daily numbers. Operational Time Per Period 某阶段生产时间 Takt Time = Number of vehicles required per time period 此阶段需要生产台数 Takt Time is Constant! TAKT TIME是不变的！ Weekly 周 Monthly 月 Yearly 年

I Love Lucy Video Part II 루시 비디오 (Start video at Chocolate Assembly Line)录象从巧克力的生产线开始 Speaker’s Notes Show I Love Lucy video. Ask: Did the factory in this video have constant takt time? Say: If we did want to make a constant takt time for that factory, we would do the following calculation: (on the flip chart do the following calculation) (The chocolate factory must produce 10,000 chocolates per day) Takt Time = 8 hours - 30 min. lunch = 7h30 x 1day no. of chocolates required/ day Takt Time = 27,000 seconds/day 10,000 chocolates/ day Takt Time = 2.7 seconds . . . . so every 2.7 seconds a chocolate comes off the end of the line. (or into Lucy’s mouth) I Love Lucy

I Love Lucy Video Part II Group Discussion 小组讨论 What GMS Standardization Principle concepts did we (not) see in the video? 在录象看到或没看到哪些GMS的标准化原则 Discuss as an open forum – not by teams 论坛讨论—非小组讨论

I Love Lucy Video Discussion What did we see in the video: 从录象可我们看到： Lack of Standardized Work: 缺乏标准化工作 No documented standardized work on job 车上没有标准文件化 No standardized work to use as basis for training 没有标准化工作作为培训基础 No quality standard for completed chocolate 巧克力做完后没有质量标准 Lack Of Management By Takt Time: 缺乏生产节拍管理 Takt Time arbitrarily changed 主观改变生产节拍 No communication or planning of Takt Time change 生产节拍改变没有协商或计划 No visual indication of workstation beginning and end 从头到尾都没有工位的目视化标识 Others: No way to call for help No way to stop line or prevent defects from leaving station I Love Lucy Speaker’s Notes Show I Love Lucy video. Ask: Did the factory in this video have constant takt time? Say: If we did want to make a constant takt time for that factory, we would do the following calculation: (on the flip chart do the following calculation) (The chocolate factory must produce 10,000 chocolates per day) Takt Time = 8 hours - 30 min. lunch = 7h30 x 1day no. of chocolates required/ day Takt Time = 27,000 seconds/day 10,000 chocolates/ day Takt Time = 2.7 seconds . . . . so every 2.7 seconds a chocolate comes off the end of the line. (or into Lucy’s mouth)

Management By Takt Time Example of Unlean Chocolate Factory 不精益的巧克力工厂例子 Takt time slowed down TAKT TIME 减慢 Cycle time not adjusted to the takt time 周期时间与TAKT TIME 不符 5” 4” 3” 2” 1” Actual Takt Time Wait Time! 等待时间 Wait Time! 等待时间 Time Speaker’s Notes Say: If the chocolate factory had a drop in demand, and they didn’t adjust the cycle time of the workers, thean we have waste in the form of waiting time. Also, other problems can be hidden. Ask: Remember the part in the video where Ethel says, “No problem, I can do this,” in a very slow and exaggerated manner? Was there anything she didn’t know about when she made this statement? Ask: How do you think problems remain hidden when the cycle time is below the takt time? Ask: What is the difference between takt time and cycle time? Can anyone give me the definition for each? Cycle Time Cycle Time Lucy Ethel Team Member

Management By Takt Time Example of Unlean Chocolate Factory 不精益的巧克力工厂 Takt Time Arbitrarily Speed Up TAKT TIME 随意加快 Cycle Time Not Adjusted to Takt Time 周期时间与TAKT TIME 不符 5” 4” 3” 2” 1” Overburden!! 负载过重 Time Speaker’s Notes Ask: When the manager at this chocolate factory arbitrarily decided to turn up the speed of the line, without any adjustments to the work cycle of Lucy and Ethel, this proved to be a disaster! If in fact the increased takt time were justified by demand, then the cycle time of Lucy and Ethel would have to be adjusted - otherwise the worker is overburdened! Documented, standardized work , can be adapted to necessary changes in takt time (e.g., based on demand), but these changes are pre-announced many months ahead of time, and only come infrequently (e.g., once or twice a year at most) with plenty of forewarning. This allows the company time to adjust standardized work in a structured and controlled way. The same is true for a drop in demand . . .show next slide Takt Time Cycle Time Cycle Time Lucy Ethel Team Member

Management By Takt Time Standardization Is Impossible Without Constant Takt Time 若没有恒定的生产节拍，标准化则无法实现 Takt Time Changes Must Be Communicated & Planned!!! Takt Time 的改变必须经过协商或计划!!! Speaker’s Notes Ask: When the manager at this chocolate factory arbitrarily decided to turn up the speed of the line, without any adjustments to the work cycle of Lucy and Ethel, this proved to be a disaster! If in fact the increased takt time were justified by demand, then the cycle time of Lucy and Ethel would have to be adjusted - otherwise the worker is overburdened! Documented, standardized work , can be adapted to necessary changes in takt time (e.g., based on demand), but these changes are pre-announced many months ahead of time, and only come infrequently (e.g., once or twice a year at most) with plenty of forewarning. This allows the company time to adjust standardized work in a structured and controlled way. The same is true for a drop in demand . . .show next slide Just think of poor Lucy!! When Takt Time Changes Arbitrarily - Safety, Quality & Efficiency Suffer! TAKT TIME随意改变—安全、质量、效率 就会出问题

Management By Takt Time Example of Lean Chocolate Factory 精益的巧克力工厂 Takt Time Is Constant, Based on Demand TAKT TIME 基于需求恒定 Cycle Time Is Adjusted to Takt Time 周期时间与TAKT TIME一致 5” 4” 3” 2” 1” Time Takt Time based on demand TAKT TIME 根据需求 Takt Time Speaker’s Notes Say: Cycle time is different from takt time. Please do not confuse the two terms! Cycle time is the amount of time it takes for a team member to complete his or her operation or work sequence. Ideally, the cycle time should be as close as possible to the takt time! So, if this were a lean factory (actually a contradiction in terms for a chocolate factory!), they would not change the takt time, unless the demand from the market changed. Lucy and Ethel’s work cycle would be studied, to match the fixed takt time. Now let’s look at the effects when the chocolate factory arbitrarily changed the takt time and made it go faster . . . Cycle Time Cycle Time Lucy Ethel Team Member 31

The Effects of Waste (Downtime) “OPTIMUM” TAKT TIME 480 mins - 47 mins. Breaks 480分 – 47分 (休息) 8 hours x 60 minutes 8 小时 x 60分 4.33 mins. 4.33 分 = = 100 Units Scheduled 100 辆计划 PLANT LOSS (工厂损失) 100 Units 100辆 x 1.07 Downtime Loss 1.07 停线损失 = 107 Units Needed Capacity 107辆产量 107 CAPACITY 107 产量 - 100 Units REQUIRED 需求100辆 = 7 UNITS 7辆浪费 OF WASTE Speaker’s Notes Say: The real difference between the takt time and the actual takt time is in the down time of the installation. It means that the actual takt time is always lower than, but should be close to, takt time, to allow us to produce the real number of scheduled units. Actual takt time is the speed the Conveyor/equipment actually runs to produce a component or vehicle. This calculation takes into consideration the following loss time : Andon Stops Machine down time ACTUAL TAKT TIME (实际费时) 433 minutes 433分钟 4.04 mins. 4.04分钟 = 107 Units 107台

The Effects of Waste (Downtime) 浪费后果（停线） “OPTIMAL” TAKT TIME最佳节拍 ACTUAL TAKT TIME 实际节拍 433 100 = 4.33 433-30 100 = 4.04 Cycle Time Speaker’s Notes Say: Lets look at the scenario: Takt Time would be the top line: - Available time is 433 minutes - Divided by the # of units (In this case 100) - Result = 4.33 Min./unit Actual Takt Time would take into consideration downtime for equipment and Andon line stops: - 433 Min. available, minus 30 minutes downtime - Divided by 100 units - Result = 4.03 Min./unit Andon Stops: Operator Overburden Quality Issues Other Process Issues (5%) Machine & Equipment Downtime (2%) 7% OVERSPEED (Downtime Loss) +

Purpose of Fixed Position Stop (FPS) 定点停目的 Use the FPS As a Reference Point to Measure the Takt Time用定点停作为测量节拍的控制点 Think of the FPS as “the beginning of Standardized Work” in terms of TIME --- the “start of the stopwatch” 在时间上定点停为“标准化工作的起点”—秒表的开始 Speakers Notes Explain to participants how to determine the actual takt time of a running line. Each pitch is marked on the floor by yellow lines indicating the location of the Fixed Position Stop. The Fixed Position Stop is where the car will stop if there is an andon stop, or at breaks. In other words if the car has just passed point B when an Andon call requires the line to stop, the car will continue to travel until it reaches the next FPS, Point C. To determine the takt time, locate one yellow line on the floor. Begin timing when the front axle (center of front wheel) of the car is even with the yellow line. Stop timing when the same point on the car has reached the next yellow line (fixed position stop). Using the video example provided ("Takt Time Check), have participants use their stop watches to measure Takt Time. Have them start timing as soon as the center point of the front axle crosses the marking on the floor and stop timing when the front axle of the next vehicle reaches the same mark. We have used the front axle as our start point. Ask: Why don’t we use the front of the car? Answer: Because, in a complex situation we might have two or three models of cars of different sizes. We would not be able to get a precise time. Ask: What about on sub-assembly lines such as door module or cockpit? Where should we measure there? Answer: For example, a point on the jig that holds the sub-assembly could be our reference point. Point A (FPS) Point B (FPS) Point C (FPS) Start Std. Work at matched reference points 与控制点一致 Finish Std. Work at when reference points matched at next station 与下一工位控点一致

Open Communication Process Standardization 标准化 Visual Management 目视化管理 Vision/ Mission Shop Floor Management People Involvement Open Communication Process Small Lot Packaging Simple Process Flow Values Health and Safety Priority Qualified People Fixed Period Ordering System/ Order Parts Controlled External Transportation Speaker’s Notes Team Concept Andon Concept Total Productive Maintenance In-Process Control & Verification Manufacturing Process Validation Product Quality Standards Quality Feedback/ Feed- forward Quality System Management Temporary Material Storage Scheduled Shipping / Receiving Business Plan Deployment Management by TAKT Time Early Mfg. and Design Integration (DFM / DFA) Visual Management Internal Pull / Delivery Lean Design of Facilities, Equipment, Tooling and Layout Continuous Improvement Process Supply Chain Management Work- place Organization Level Vehicle Order Schedules Standardized Work Problem Solving

Definition of Visual Management 目视化管理 Definition of Visual Management 目视化管理的定义 A process in which standards and actual condition become quickly visual in the workplace. 标准与实际情况在工作场所视觉化的程序 Speaker’s Notes Read the definition. Say: Workplace Organization will allow us to achieve the following benefits in : SAFETY: To prevent accidents ERGONOMICS To prevent long term illness STANDARDIZATION To simplify work elements QUALITY To prevent errors and mistakes COST To eliminate waste TRAINING To made operations Easy to learn and even more …. it is a starting point for the Continuous Improvement process. It is the removal of the “smoke” in the organization.

Visual Management Key Concepts 目视化管理主要概念 MAKE STANDARD & OUT OF STANDARD CONDITIONS CLEAR & VISIBLE! 使标准及非标准明晰及可视化 x x Speaker’s Notes Say: The purpose of visual management is for the shop floor to communicate to us without words. We need to be able to see everything. Ask: What types of things do we want to visualize in the plant? Answer: Quality standards Work sequence Production status Safety hazards, safety status etc.

Visual Management Key Concepts 目视化管理主要概念 STATUS AT A GLANCE 一目了然的状态 Speaker’s Notes Say: The purpose of visual management is for the shop floor to communicate to us without words. We need to be able to see everything. Ask: What types of things do we want to visualize in the plant? Answer: Quality standards Work sequence Production status Safety hazards, safety status etc. GUIDELINE – SHOULD NOT TAKE MORE THAN ONE SECOND TO GRASP ANY SITUATION! 方针—不超过一秒钟了解情况

Visual Management Key Concepts 目视化管理主要概念 Communicate Information to Drive Quick Decisions for Action! 互通信息迅速下决定采取行动 Speaker’s Notes Say: The purpose of visual management is for the shop floor to communicate to us without words. We need to be able to see everything. Ask: What types of things do we want to visualize in the plant? Answer: Quality standards Work sequence Production status Safety hazards, safety status etc.

Visual Management 目视化管理 Make the Shop Floor Talk to You! 使车间也会说话 보호장비 착용 Wear PPE! I’m OK! On Target! Speaker’s Notes Say: The purpose of visual management is for the shop floor to communicate to us without words. We need to be able to see everything. Ask: What types of things do we want to visualize in the plant? Answer: Quality standards Work sequence Production status Safety hazards, safety status etc. Problem! 보행로 Walk Here! 문제 I’m on time!

“A Picture Is Worth A Thousand Words.” “百闻不如一见” Speaker’s Notes Say: We use a combination of words in a certain order to convey an idea. But first we must read the words, then our mind makes a translation of the words into pictures in our mind. Say: If we use pictures, we skip the translation step, and the idea is immediately conveyed. There is very little room for misinterpretation. There are examples of visualization in our everyday life! Ask: Can you give me some examples of visual management? Answer: Symbols on bathroom doors Zebra stripes for cross-walks “No Parking” signs Light (flag) on a taxi to tell us when it is free or not Traffic lights Airplane restroom doors (turn the lock and it is red to indicate “Occupied”) light on a stove to indicate it is on etc) Ask: How about some examples we have seen up to now in our discussions of workplace organization and standardized work? Answer: Shadow boards Colored aisles Labels on boxes Standardized Work Sheet

Be Careful Of Visualization 注意目视化 Visualization vs. Visual Management 目视化与目视管理 This information is telling me we have some problems! 这个信息说明有问题了 Nice Charts! Very pretty! 图表真美观！ 是的 Speaker’s Notes Cover the slide. Ask: What is the difference between visualization and visual management? Answer: Visualization is simply making things visual. However, if we don’t use the information that the visualization conveys in some way (e.g. to take action, to analyze, to prevent defects, to problems solve, etc.) then it is only decoration. So the difference between visualization and visual management is the action/decisions taken as a result of a situation being highly visible. Say: The chart should cause you to take an action. The chart does not need to be colored or printed. Handmade charts marked in pencil can be every bit as effective as the most beautiful charts made by computer. Pretty…好看 Useful…有用

Status At A Glance - Examples Clear Out Of Standard Conditions 突出异常情况 QUALITY, RESPONSIVENESS 质量，响应 1 2 3 4 5 6 TRIM 1 7 8 9 10 11 12 13 Speaker’s Notes Say: Information Flow - We all need to be focused on what we can do to improve out team, department and plant. To do this, we need concrete information both horizontally and vertically in the organization. One we have this information, we can take clear and precise action 1 2 3 4 5 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 SAFETY 安全 31

Communicate Information - Examples Show photos of normal “Walk – Don’t Walk” light versus Stack Light to show how much time is left 用图片指示常见“行走—禁走”灯与一堆灯表示剩下多少时间对比 Speaker’s Notes Material Flow Say: We also need to support visual management. Here are some common methods about how to do it.

Make Standards Visual – Examples 让标准目视化-例子 25-02-023 L Workstation Address Sign Operation Certification Board 25-02-023L Dunnage Return Shelf Best People Practices Product Assembly Document EPS Pendant Label 悬挂标签 Reorder 12894598 12894598 12894598 12894598 12894598 Key Point Chart Manifest @ 9 pcs Label Label Label Label Label Footprint all Items with Yellow Tape Required Personal Protective Equipment Operation Certification Sign-Off Speaker’s Notes Say: This slide shows some examples of the kinds of visuals you might use. Take a moment to look it over. If anyone has any questions, please ask. Review boxes and explain how they support visual management 12894598 12894598 12894598 12894598 Label Label Label Fixed Position Stop Orange Mark ISP/MSS Label Label for each part FPS FPS Green "Start" Mark Yellow 75% Mark Red "Finish" Mark

Make Standards Visual – Examples 标准目视化-例子 25-02-023 L 공정주소 操作看板 25-02-023L Dunnage Return Shelf Best People Practices Product Assembly Document 재지시 12894598 12894598 12894598 12894598 12894598 Key Point Chart Manifest 悬挂标签 悬挂标签 Label Label Label Label Label Required Personal Protective Equipment Operation Certification Sign-Off 黄色固定 所有物体 Speaker’s Notes Say: This slide shows some examples of the kinds of visuals you might use. Take a moment to look it over. If anyone has any questions, please ask. Review boxes and explain how they support visual management 12894598 12894598 12894598 12894598 Label Label Label ISP/MSS Label 定点停 FPS 零件标签 FPS 绿色“起点” 黄色“75%”完成 红色“终点”

VISUAL MANAGEMENT EXERCISE 目视化管理练习 What is wrong with this picture?下图有何不妥？ Group Discussion 小组讨论 Speaker’s Notes Say: There is a problem in the temporary stores area (where material is stored before going to the line). When a fork lift driver comes around a corner, he cannot see over the stacks of material, which causes a safety risk. Although the manager has set a limit of 4m. to the height, material is still being stacked higher than the 4 m. level on a regular basis. Brainstorming Session Ask: What could we do to improve situation? Flip chart suggestions Explain: One solution is what the Eisenach plant have. They have a tennis ball hanging from the ceiling at the maximum allowable height.

VISUAL MANAGEMENT EXERCISE 目视化管理练习 No Walk Path 无步行道 Containers Too High 箱子堆砌过高 Driver Cannot See 司机看不见前方 Speaker’s Notes Say: There is a problem in the temporary stores area (where material is stored before going to the line). When a fork lift driver comes around a corner, he cannot see over the stacks of material, which causes a safety risk. Although the manager has set a limit of 4m. to the height, material is still being stacked higher than the 4 m. level on a regular basis. Brainstorming Session Ask: What could we do to improve situation? Flip chart suggestions Explain: One solution is what the Eisenach plant have. They have a tennis ball hanging from the ceiling at the maximum allowable height.

FINAL NOTE ON STANDARDIZATION HOW TO MAKE A STANDARD:怎样制定一个标准 Make a Standard 制定标准 Gain Consensus On Standard 对标准取得一致同意 Make Standard and Out Of Standard Conditions Clear & Visible 使标准及非标准明晰可视化 Teach & Communicate Standard 讲授与交流标准 Make a Process to Regularly Check Standard is Being Maintained 定期检查标准以遵循标准 1) MAKE RULE 制定标准 2) TEACH RULE 讲授标准 3) KEEP RULE 遵循标准

How does Standardization apply to other GMS Principles? Built-In-Quality: Reduces variation at the operation Documents key quality checks/operations Supports problem solving Continuous Improvement: Documented current best practices are the starting point for improvement Supports stability Makes waste visible Ask: What is lead time? Why do we want to shorten lead time? Short Lead Time Documents best work sequence & processes Documents required in-process stocks Documentation enables Continuous Improvement to reduce the time of operations and eliminate waste People Involvement: Documents safest & most ergonomic work sequence Supports team member training & flexibility Involves team members in developing, maintaining and improving standardized work

标准化怎样应用于其他GMS原则上 GMS 制造质量: 减少操作的多样性. 主要检测点文件化. 支持问题解决. 持续改进: 把当前最好方案文件化是不断改进的起点 支持稳定性. 暴露出浪费 Ask: What is lead time? Why do we want to shorten lead time? 缩短制造周期 最好工作次序/工序文件化. 线内库存文件化 文件化有利于不断改进以减少生产时间及浪费 员工参与 最安全人机工作文件化. 支持员工培训与柔性化. 员工参与开发、维持、改进标准化工作