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IPD

Lean Manufacturing 精益生产 Phase 1 第一阶段
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Expectations Phase 1 Team
期望 第一阶段小组

– Phase 1 第一阶段
? Champion Craig Cooper 倡导者Craig

Cooper ? Co champion Ivo Lopes 副倡导者Ivo Lopes ? Lennart Nyman

– Phase 2 第二阶段
? ? ? ? Champion Gerhard Koeck 倡导者Gerhard Koeck Co champion Steve Green 副倡导者Steve Green Rainer Schmidt Maurizio Raciti (if possible)

– Phase 3 第三阶段
? Champion Christian Grundei 倡导者Christian Grundei ? Co champion Annette Schneider 副倡导者Annette Schneider ? Pedro Lourenco ? Laurent Folliot

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3 phase Modular training 3个的阶段模块化训练

Phase 1 第一阶段 Purpose: Introduction to Lean Manufacturing Systems. Explain the requirements of Value Stream Mapping (VSM) and how to identify waste and design new balanced processes介绍Lean的系统,解释价值流的要求以及怎样识别浪费和设计新平衡系统 ? ? ? ? ? ? ? ? ? ? ? ? ? ? Roles and Responsibilities角色与责任 Resistance to change抵抗改变的原因 Introduction 介绍 Lean overview lean的概要 Lean Assessment overview lean评估 Lean Roadmap精益路线图 POEA overview POEA概要 JIT overview JIT概要 E,H&S 环境、健康、安全 VSM intro价值流介绍 Current State Map现在价值流图 Future State Map将来价值流图 Deliverables作业 Lean overview (rep.)总概括

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Deliverables for each module 各模块作业

– Phase 1 Deliverables 第一阶段任务
? Short overview presentation (5 pages) on revised plant Lean Assessment & Lean Roadmap5页陈述精益生产评估及线路图
– Demonstrate understanding gained from Phase I training – 以证明你在第1阶段培训中获得的理解

? Waste Walk showing the 7 wastes vs operations实际中找出7种浪费 ? Value Stream mapping价值流程图
– Current State Map现在价值流程图 – Future State Map将来价值流程图

? Present improvements现在的改善
– Activities implemented完成的事项 – Impact on Key metrics改善对公司的影响

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Agenda日程

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Classroom Introduction 课堂介绍

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Name 姓名 John Smith Job Function 工作功能 C.E.O Time with the Company 在公司时间 22 years

Background 背景
Knowledge of Lean & Value Stream Mapping 精益生产及价值流程图相关知识 Executive overview (2 days) 管理人员评审(2天)

A Drawing of your Hobby 嗜好

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IPD ? ? ? ? ? ? ? ?

Ground rules 基本规则

Open & honest debate开放、诚实讨论 Ask questions提出问题 All phones set to silent呼机设到静音 Regular breaks经常休息 Start & stop on time及时开始按时下课 Have fun有趣味性 King & Queens….你是国王及王后(自由) Take notes作好笔记

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The Car park

? ? ? ?

Any ideas that are not relevant to this forum. 任何与本培训不相关的意见 Any questions I can’t answer. 我不能回答的问题
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Do More of 多做

Feed back sheet 反馈表
Do less of少



Keep doing 继续

Do Less of少 做

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Your Recall After 72 Hours 72小时回馈

10% Hear Only只听 20%

See Only只看 See and Hear看和听 Verbal Participation口头参与

50%

70% 80% 90%

Physical Participation身体参与 See, Hear, Practice练习
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Continuous Improvement Lean Facilitator
持续改善Lean推进人

Roles and Responsibilities
角色与责任

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Lean Foundations基础

Lear Manufacturing System李尔制造系统

Best quality最好质量 – Low cost低成本- Shortest lead time短交货期
Through shortening the production flow & by eliminating waste we create Excellent Thinking & Excellent products通过缩短生产流和消除浪费,我们产生好想法&优质产品

Build in Station

People System

Just in Time

Level均衡

Leveling

Kaizen

减 少 差 异

准 时 交 货

人 员 系 统

岗 位 做 好 品 质

持 续 改 善

Material Flow材料流

Human Touch人员

Quality质量

Improve改善

Standardization标准化 Value stream management价值流管理 Leadership领导 13

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Introduction Roles and Responsibilities Lean Facilitator LEAN推进人角色及责任

In the end of this section you will understand: 这部分结束后你将理解
? ? ? ? ? ? ? ? ? The structure of Continuous Improvement Group IPD Europe 持续改善组的组织机构 The different roles and responsibilities within the CI Group CI组不同角色及责任 What is the expectectations of the Lean Facilitator role 什么是LEAN推进人角色 Responsibilities and Authorities of the Lean Facilitator role LEAN推进人职责及权限 Educational – Experience Requirements of the Lean Facilitator Candidate LEAN推进人的教育及经验要求 ? The certification process 证书认证过程 ? General CI 2005 Targets 2005的目标
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Introduction 介绍

The Lean Facilitator is part of a global team called ? LEAN 推进人是被李尔称为全球持续改善团队的组成部分

Continuous Improvement Group 持续改善的团队

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Organisation Continuous ImprovementGroup IPD Europe
Tony Coomer VP CI & CTO
Rosemarie Bankhofer `Data & systems Rainer Schmidt Carl Benbow Seconded to Deployment champion Warranty project BMW Steve Green MBB

Jos Creemers Senior Deployment champion Annette Schneider Gerhard Koeck MBB MBB Lozorno Munich Ivo lopes MBB Wackersdorf New MBB Craig Cooper MBB Gyor

Steve Firmstone Deployment champion

Lennart Nyman Braam Wolmarans Laurent Follliot Pierangelo Perotti Lourenco Pedro MBB Project Champion MBB MBB MBB Trollhaettan East London Cergy Melfi SSD

Halewood

Palmela

Master Projects

Tychi I

Zwiesel

Gustavsburg

Mor

Coventry

Torslanda

Rosslyn

Lagny

Melfi ISD

Epila

Plant Support

Tychi II

Plattling

Besigheim

Koeflach

Rietberg

Tidaholm

Port Elizabeth

Feignies

Caivano

Logrono

Jaroslaw

Prestice

Genk

Bursa

Quackenbruck

Tanum

Brits

Offranville

Termini Imerese

Valdemoro

Bremen

Eisenach

Nizhny

CFD Allershausen

Nottingham

Fargelanda

Kolin

Cassino SSD

CFD Ebersberg CFD Gustavsburg

Bicester

Goteborg

Courbouton

Cassino ISD

CFD Kingfield CFD Trollhaettan

CFD Garches

Grugliasco Pozzo D’Adda

Pesaro

Pianfei

CFD Grugliasco

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The different roles within the Continuous Improvement Group持续改善团队不同的角色

Deployment Champion
实施倡导者

Executive Management
执行管理层

Black Belt黑带 Master Black Belt
黑带大师

Lean Facilitator
LEAN推广人

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Responsibilities within the Continuous IPD Improvement Group持续改善团队各成员职责
Executive Management:执行管理层 – will set meaningful goals and objectives for the corporation 为公司制定有意义的目标 – will drive the implementation of Continuous Improvement (Lean Manufacturing and Six Sigma) publicly 推动持续改善(精益生产和六西格码) Deployment Champion: 实施倡导者 – to be strategic business leader作为战略性的业务领导 – – – – manage continuous improvement resources管理持续改善资源 provides infrastructure support 提供基础设施支持 shapes a vision – clear and consistent形成清楚一致的理念 mobilizes commitment 动员承诺



monitor progress to an improve state 监控改善进程

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Responsibilities within the Continuous Improvement Group持续改善团队各成员职责

Master Black Belt:黑带大师 ? make sure each and every Continuous Improvement resource is certified in the understanding,
usage, and application of the tools available in the Lean and Six Sigma Tool Box 确保LEAN 和SIX-SIGMA工具箱的已有工具在理解,使用和应用过程中每一持续改善资源 都 有保障。 ? mentor / coach and develop the Continuous Improvement resources 指导、训练、开发持续改善资源

Black Belt:黑带 ? delivery of successful projects using the Breakthrough Strategy用突破性战略来传送成功的项目
? train and mentor the local organization on Six Sigma培训和指导地方组织中的6SIGMA ? Change Agent改变代言人

Lean Facilitator LEAN推广人 ? delivery of successful workshops and projects using the Lean Manufacturing philosophy
传递应用LEAN制造原理的成功车间和项目 ? train and mentor the local organization on the Lean philosophy 用LEAN原理培训和指导当地组织 ? Change Agent改变代言人

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Lean FacilitatorJob specification LEAN推广人的工作说明

Name of the function:职位名称 Continuous Improvement Lean Facilitator 持续改善LEAN推进人 What is expected of a Lean Facilitator? 对LEAN 推进人的期望 ? 100% Fully Dedicated 100%时间投入 ? Mentoring Plant 公司LEAN生产的导师 ? Facilitating Lean activities 促进LEAN活动推广

? Teaching and Coaching 教育及教练
? Identifying and Discovery识别和发现问题 ? Delivery of Lean activities传递LEAN 活动
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Lean Facilitator Job specification LEAN推广人的工作说明

Major Responsibilities主要责任 ? Work with Plant Management team to identify Lean project opportunities和公司管理层一道识别LEAN项目机会 ? Co-ordinate the creation, monitor and report progress of lean roadmaps and activity协调生产、监控及报告LEAN路线图及 LEAN活动的进展情况 ? Facilitate Lean workshops inline with Corporate goals / Business Metrics和公司目标/业务目标/业绩保持一致地推动 LEAN车间 ? Make significant contributions to the plant financial savings by completing workshops and closing out follow up actions 通过车间实施和关闭跟进行动来为公司财务节省作出较大贡 献

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Lean FacilitatorJob specification LEAN推广人的工作说明

Major Responsibilities cont.主要责任 ? Mentor, train and truly educate all personnel in the Lean philosophy用LEAN的原理指导、培训及真正地教育所有人员 ? Conduct Lean assessments, roadmaps and support plant personnel in the implementation of Lean practises prior to launch in support of Lean Launch Readiness reviews在以LEAN项目启动准备检查为 支持的启动前进行LEAN评估,作好路线图和支援工厂人员 以实施LEAN范例 ? Be an ambassador of the Lean Production System ?作为LEAN 生产系统的大使 ? Identify opportunities to leverage best practises and share with other plants识别推广最好范例的机会并与其它厂共享成果 ? 100% dedicated to Lean activity 100% 时间贡献给LEAN活动 ? Assist co-workers in their Lean activities ?在LEAN活动中帮助同事
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Lean Facilitator Job specification LEAN推广人的工作说明

– Major Authorities主要责任
? Influence Plant management / middle management in regards of guidelines for Implementing the Lean philosophy
贯彻使用有关LEAN思想指导原则来影响管理层/中层管理层。

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Lean Facilitator Job specification LEAN推广人的工作说明

Educational / Experience Requirements教育/经验要求 ? Lean Manufacturing certified授与了LEAN制造合格证书
? GB certified within 12 months 在12个月内合格的绿带 ? Demonstrated performance using Continuous Improvement tools 应用过持续改善工具的可证明业绩 ? Respected in the organization组织内受到尊重 ? Communication ability at all levels in the organization 在各级组织中有沟通能力 ? Passionate and self motivated热情并自我激励 ? Good Relationship with Leadership与领导团队有较好关系 ? Team player团队带头积极参与者 ? Regarded as Objective, Open-Minded and “Out-of-the-Box” Thinker 可被当作目的清楚,思想开放及不受框框约束的思想者 ? Ability to travel as required 需要时能够出差 ? Training / Facilitator skills有培训能力及推广技巧 ? Computer literate in Excel, Word, Power Point, Visio会计算机绘图软件 ? Project management Skills有项目管理技巧

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Lean FacilitatorCertification Process IPD

LEAN推广人颁证过程

“Certification” 颁证 Complete
Complete 第3阶段培训 Phase 在工厂内完成 Deliverables 阶段作业 in Plant

Phase 3 Training

Phase Deliverables in Plant

Phase 1 Training 第1阶段培训

Complete Phase 第2阶段培训 在工厂内完成 Deliverables 阶段作业 in Plant 在工厂内完成 阶段作业

Phase 2 Training

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IPD 2005 CONTINUOUS IMPROVEMENT TARGETS 2005年改善目标

Complete 600 Black belt projects (minimum 6 per Blackbelt, maximum time 8 weeks) 50% improvement from 2003 &2004. 完成600个黑带项目(每个黑带至少6个最长时间8周)在2003及2004基础上 提高50% Complete 440 Lean Workshops (results based) 55% improvement from 2003 & 2004. 完成440个LEAN项目,在2003及2004基础上提高55% Complete 220 Value Stream Mapping Events (Dock to Dock) 80% improvement from 2003 & 2004. 完成220个价值流图项目(站到站)在2003及2004基础上提高80% Complete 500 Greenbelt projects (IPPM Related) 50% improvement from 2003 & 2004. 完成500个绿带项目(与IPPM有关),在2003及2004基础上提高50%

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In this section you have reviewed:在此部分你得看到 ? ? ? ? ? ? ? ? ? ? ?

Summary 总结

The structure of Continuous Improvement Group 持续改善团队的组织结构 The different roles and responsibilities within the CI Group 持续改善团队各成员的角色和职责 What is the expectectations of the Lean Facilitator role 精益推广者的角色期待 Responsibilities and Authorities of the Lean Facilitator role 精益推广者角色的职责和权限 Educational – Experience Requirements of the Lean Facilitator Candidate 精益推广者候选人所需要的相关教育经验要求 The certification process 颁证程序 General CI 2005 Targets 2005年持续改善目标

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Resistance to change 抵抗变化的原因

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Exercise 练习: Resistance to change? 抗拒变化?

?Build Teams建立小组 ?Take a flipchart paper 准备活动挂图 ?Write down your thoughts about:记下想法 ?“What is Resistance to change for me?”“我为什么抗拒变革?” Open a discussion. 公开展开讨论
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IPD

Lean Foundations基础

Lear Manufacturing System李尔制造系统

Best quality最好质量 – Low cost低成本- Shortest lead time短交货期
Through shortening the production flow & by eliminating waste we create Excellent Thinking & Excellent products通过缩短生产流和消除浪费,我们产生好想法&优质产品

Build in Station

People System

Just in Time

Level均衡

Leveling

Kaizen

减 少 差 异

准 时 交 货

人 员 系 统

岗 位 做 好 品 质

持 续 改 善

Material Flow材料流

Human Touch人员

Quality质量

Improve改善

Standardization标准化 Value stream management价值流管理 Leadership领导 30

IPD

Change Management变化的管理

Outcomes from module:这一模块之结果 Participants will:参加者 ? Understand the importance of managing Lean implementation as a major change initiative 作为一个LEAN改善的发起者,理解管理LEAN实施的重要性。 ? Understand the critical success factors involved in change 理解涉及变化的关键成功要素 ? Understand the importance of people in the change process 理解在变化过程中人的重要性 ? Appreciate the differences between managing and leading in a lean environment在LEAN制造环境中鉴赏管理和领导之间的差别 ? Develop an understanding for the nature and process of change 展开对变化的本质及过程的理解 ? Have a knowledge of the La March Managed Change process model 具有LEAN 管理变化过程的模块知识
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Exercise-1 Success Factors for

Leading Change领导改变的成功因素

We know lean works, so why are we not having more success? 我们知道LEAN 怎样工作,为什 么我们没有取得 更大的成功?
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Success Factors for Leading Change 领导变化的成功因素

Vision愿望

Skills技巧
Skills

Incentives激励Resources资源
Incentives Resources

Action Plan行动计划 Action Plan Action Plan Action Plan

Change改变
Confusion糊涂

Vision
Vision Skills

Incentives

Resources
Resources

Anxiety焦虑
No Change 无变化

Vision
Vision

Skills
Skills

Incentives
Incentives Resources

Action Plan

Frustration受挫
False Starts 错误的开始

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Personal Change Journey
个人的变化历程
External/ environment

“Another flavor of the month” 嚼上另一种味道

外部环境 Deny
否定 Commit 承诺

“Ready to Do It” 准备做

Past 过去

Future 将来 Resist 抵抗 Internal/ self内部 /自己 Explore 开拓 “Start to see it”

“Everyone else has a problem but me!”除了我 每 个人都有问题

开始看一看 Re: Scott & Jaffe, 1989
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EXPECT RESISTANCE 所希望的抵抗

EXPECT RESISTANCE:
希望的抵抗

“The devil you know is better than the one you don’t!”
? Open resistance is always easier to deal with than passive resistance. ? 公开的抗拒比不公开抗拒容易处理 ? In order to manage resistance and reduce it, you have to know what it is before you can change it. ? 为了管理和降低抵抗,在你改变它之前你必须知道它是什 么?
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你知道的坏事情比你不知道的坏事情要好

IPD

People are the Real Assets 人是真正的财富

PEOPLE 人
Need to know & understand business objectives & goals 需要知道和理解 业务目标及目的 Need to know how this will relate to their role in the organization 需要知道他们 在组织中的角 色相关程度 Need to know what changes they will be required to Make 需要知道他们需 要作什么变化 Need to know what new skills they will require to do the job 做工作时需要 知道他们需要 什么技能

“What will happen to them?” 对他们将会发生什么? By RESPECTING people we can create the CLIMATE FOR CHANGE 通过尊重人才我们就能够产生一个变化的环境气候
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Managers versus Leaders 管理者与领导者

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IPDManager vs. Leader 管理者与领导者
? Consider:认为 The manager maintains; the leader develops
管理者是维持;领导者是开拓

The manager relies on control: the leader inspires trust
管理者是依赖控制:领导者是激励信任

The manager has a short range view; the leader has a long-term perspective
管理者有一个短期的目标,领导者有一个长期的远景

The manager asks WHO ; the leader asks WHAT, WHEN, WHY, WHERE & HOW
管理者问谁做;领导者问做什么、什么时候做、在那里做、怎样做

The manager has his eye on the bottom line; the leader has his eye on the horizon
管理者眼睛盯在低线,领导者眼睛盯在水平线

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Traditional vs. Lean Paradigms 传统&LEAN 的示例之区别

? Problems are expected:问题是期望的
? -Managers function and firefight管理者行动起来救火 ? -Lean Leaders eliminate the problem through a disciplined ? approach LEAN 的领导通过科学方法消除问题

Machinery is old, of course it is going to breakdown:
机器旧了,当然会有故障
-Managers make all they can while everything is working 管理者在每件事正在做时做他们所能够做的

-Lean Leaders use TPM to keep machines running so that they can build
to the minute
LEAN 领导者使用TPM保持机器运转,因此他们能每分钟都在制造产品

Flavour of the month:嘴上的不同味道
-Managers introduce a programme and add another if it doesn’t work
如果不能工作,管理者介绍一个项目并增加另一个项目

-Lean Leaders introduce a system not a programme领导者是引进系统而不是一个项目
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Lean Leadership精益领导

? Thinking is systems/processes/people focused思想是一个系统/ 过程/以人为中心 ? Behaviours include行为包括
– – – – Leading by example通过例子领导 Managing by walking around/visible support 通过四处走动/目视支持来管理 Visioning/Policy deployment远景及方针管理

? Decision Making Involves:做决定包括
– – – – – No blame 不指责 Asking open ended questions自由提问 Continuous improvement持续改善 Finding and confirming the abnormal发现和确认非正常的情况 Coaching v direct and control教练、指导和控制

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?

Valuable Tips for Lean Leadership精益领导宝贵技巧

? ?

Demonstrate clear purpose, enthusiasm and commitment to your employees. Be a role model. 向你的员工展示清楚的目的、热情和承诺.是一个角色型的人 Recognize the positives-don’t just focus on the negatives.
正面去认识不要只关注负面影响

Involve employees in setting departmental goals and objectives. Keep all the team informed of the results. Good and bad.员工要参与设立部门目的及目
标,所有人都要告诉结果,包括好的和坏的。

?
?

Act on data, not opinion! GO and SEE
依数据、而非意见行动、要亲自去看

?
?

Recognize and reward employees for their contributions to your success and the success of the team.
承认和奖励员工对你的成功和团队的成功所做的贡献

? ?

Focus on your customer-both internal and external以你的内外部顾客为焦点 INSERT YOUR OWN TIP HERE!!!!你可以在这里加入你的更多意见

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IPD

Lean Implementation LEAN 实现

All of the Operating Systems of a manufacturing company have only one function …所有制造企业的运营系统仅有一个功能 support manufacturing accomplishing it’s objectives:
支持制造完成下列目标

SAFETY: Providing the safest work environment possible
安全:尽可能提供安全的工作环境

QUALITY: Producing a product that will delight the customer
质量:生产顾客满意的产品

VOLUME: Delivering as requested, on time and within parameters数量:当需要时发货,及时和符合品种规格要求 COST: Producing the product without wasting resource
成本:没有浪费资源地生产产品

PEOPLE: With the VISION, SKILLS, INCENTIVES, RESOURCES and ACTION PLANS to achieve the goal! 人:有远景\技巧\激励措施\有资源和有行动计划地达成目标
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Lean Implementation Lean 实施

Success in Lean Manufacturing comes down to these factors:LEAN的成功来自于以下因素
? A systems perspective系统的远景 ? The discipline to standardize and maintain all implementations 科学地标准化及维持所有实施效果 ? A continual focus on problem solving & improvement 持续关注解决问题和改善

Leadership to manage the change – YOU!! 管理变化的领导是你
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