全员生产保养.ppt

10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 回顾增值活动、非增值活动(浪费)以及非增值但又必要的活动之定义。 Review the definitions for Value Add, Non-Value Add (Waste) and NVA but Necessary. 回顾识别浪费的步骤和消除浪费的方法。向学员们指出，非增值但又必要的活动，如果可能的话，要予以消除，或至少也要简化它。 Review the process steps for identifying and rating ideas for waste elimination. Point out that NVA but Necessary items need to be eliminated, if possible, or at least simplified. 按照如下步骤，对浪费进行排序： Have the Waste Prioritization slide up while you walk through the steps. 流程与步骤 Process Steps: 识别流程上的浪费及其根本原因。Identify process wastes and their root cause(s). 集思广益，提出解决方案。Brainstorm a list of solutions for each. 计算一下解决方案的数量。Number the list of solutions. 根据这些方案的影响程度(如果实施的话)，对各个方案进行打分。 Rate each solution by how much better it would make the process if it is implemented (Impact). (从1=可以 到10=极大) (1 = OK to 10 = Dyno-mite) 根据这些方案的困难程度(如果实施的话)，对各个方案进行打分。越多交接，所涉及的部门或人员越多，要进行改变的困难就越大。文化问题是最困难的。 Rate the solution by the how hard it will be to implement it (Difficulty). Note that the more hand-offs, departments or people involved, the harder it will be to change. Cultural issues are the most difficult. (从1=容易 到10=极为困难) (1= easy to 10 = extremely difficult) 10 - * 向学员们解释，要在翻页纸上绘制此图。 Explain that this chart should be drawn on a flip chart. 问问学员们，应该先讨论哪个方案。 Ask the team which ideas should be addressed first. 问问学员们，对第四象限的方案怎么办。 Ask them what they would do about quadrant IV ideas. 向学员们指出，即使第三象限的方案不能完全实施，至少也应该考虑，以让那些方案发挥更好的作用。 Point out that even if quadrant III ideas cannot be fully implemented, that they should at least consider items that would make them better. 流程与步骤(续) Process Steps (cont.): 对所有解决方案打分以后，将它们的号码放在矩阵图中，绘出效果图。 After the list of solutions have been rated, chart the results by placing the number of the item on the grid. 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 10 - * 加强人员与设备安全管理，还您一个更加健康的公司。 By strengthening our people and equipment we will build a healthier company. 10 - * 10 - * 设备问题蚕食着生产力。生产力低下就要不断加班，周末