麦x锡-sleradarcharts(编辑修改稿)

麦x锡-sleradarcharts(编辑修改稿)内容摘要：

rces, everyone just does their job •Environment does not support creativity or improvement • Unaware of lean basic tools and concepts •Hopes line performs well and plains to areas when problems occur •No clear production system • Does not review or know daily performance numbers below an overall plant level •Poor munication of process status •Does not require weekly reviews 6 OPERATORS/WORK TEAM Leadership/ change management Lean awareness Performance management/ethic Organizational interaction • Actively involved in leadership of local area improvements •Team ownership of work methods • Understands advanced waste reduction systems – Justintime – Flexible Manpower Systems – Autonomation •Proactively seeks to identify waste (ie beginning to ask ―Why?‖) • Team as a whole displays highest levels of discipline – Standard work – 5S – Etc… •Strong display of teamwork • Recognize support personnel as a resource to assist in improving operations and proactively seek help – Sometimes circumvent established system – Typically basic support systems, ., engineering, maintenance, or human resources • Open to change (ie willing to try new things) •Limited leadership of area improvements •Individual ownership of work methods and processes • Understands basic waste reduction tools and can explain benefits – Factbased problem solving – Standard operations – 5S • Individuals display higher levels of discipline, ., adherence to standard procedures •All team members know performance targets • Operators understand procedures but do not always follow correctly, preferring to work through the supervisor • Resistance to change •Reluctant to work on improvement activities • Able to recognize waste in operations • Rarely late to work and have a high level of onstation discipline •Not all team members know performance targets • Procedures are in place for shop floor operators to receive assistance from support systems, but operators do not fully understand 5 4 3 2 1 • Involved in leadership of plantwide improvement activities •Team ownership of area work methods and processes •Positive attitude toward change (ie aggressively pursuing new ideas/approaches) • Actively utilizes PDCA implementation process to continuously eradicate waste • Clear understanding of activities required to achieve performance targets • Rigorously apply structured problem solving techniques to attain goals • High level of accountability (or ownership) • Continuously improving area operations • Established process signals/procedures are correctly utilized to interact with entire support system – Purchasing – Production Control – Quality control • Negative attitude toward change •Refusal to work on improvement activities/projects •Job is simply to produce • No processes in place for the operators to interact with the rest of the anization •No desire to directly work with support personnel (ie strong sense of ―us‖ vs ―them‖) • Does not recognize process waste •No knowledge of basic lean tools and systems •Negative attitude towards ―lean‖ • Regularly late to work •Low levels of onstation discipline •No work/activities to support area goals or targets •No sense of teamwork 7 CONTENTS • Organizational capability assessment • Physical capability assessment • Summary matrix 8 PHYSICAL ASSESSMENT SUMMARY 0 1 2 3 4 5 Level schedule Continuous flow Takt time Pull system Abnormality detection Line stop and call Problem solving Man/machine separation Cell/line layout Plant design Skill building Standard operations 5S Visual management TPM Inventory management Management style Change readiness Continuous improvement Autonomation Flexible manpower systems Support systems People Justintime 9 JUSTINTIME A systematic process for producing what is required, when it is needed, in the quantity required 4 5 3 2 1 Level schedule Continuous flow Takt time Pull system Pace of production is established based on the optimal Takt time. Takt time is calculated from live customer demand and used to balance work binations. Each worker/operation is within the optimal Takt time Customer demand is used to determine the optimal Takt time and efforts are made to balance work binations accordingly. Each worker/station operates close to the optimal Takt time Customer demand is used to determine the optimal cycle time, but it may not always be followed. Changes in work binations are typically used to balance. Inefficiency exists in the form of overproduction and low utilization Standard, nondynamic production cycle time is used to benchmark daily operations. No real attempt is made to match this to ―live‖ customer‖ demand Production pace is not planned but assumed to be a fixed function of the current equipment. Line operates and adds/cuts hours or inventory to match customer demand Production is perfectly leveled to customer demand and based on Takt time Production of major parts occurs daily. Production is synchronized among processes and based on Takt time analysis Production of major part numbers takes place once a week and is fairly well synchronized among processes Production of major part numbers takes place twice a month. Production pace differs by process Production of major part numbers takes place once a month. Pace is driven by manufacturing considerations with no customer basis Production is driven pletely by ―Pull‖ signal from downstream processes. Daily demands are given to final assembly only amp。 drawn back up the line using a simple sign。