LEAN_Session_07
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16.11.2013
© Felipe Martinez
23
5S
28.03.2018
© Felipe Martinez
24
Kaizen – How?
• PDCA
• HORENSO
• 5S
• 5Why
• A3 report
• Mieruka
• Jidoka
• Poka Yoke
• Cross Trainning
28.03.2018
© Felipe Martinez
25
Layout
A
B
C
Mapa procesu
LEAN
Toolbox
VSM
Mieruka
Jidoka
Poka Yoke
Kanban
TRIZ
DBR
TOC
SMED
TPM
5 Whys
28.03.2018
© Felipe Martinez
26
Problem Statement: Customers are unhappy because they are being shipped products that don’t meet
their specifications.
1. Why are customers being shipped bad products?
- Because manufacturing built the products to a specification that is different from what the customer
and the sales person agreed to.
2. Why did manufacturing build the products to a different specification than that of sales?
- Because the sales person expedites work on the shop floor by calling the head of manufacturing
directly to begin work. An error happened when the specifications were being communicated or
written down.
3. Why does the sales person call the head of manufacturing directly to start work instead of following
the procedure established in the company?
- Because the “start work” form requires the sales director’s approval before work can begin and slows
the manufacturing process (or stops it when the director is out of the office).
4. Why does the form contain an approval for the sales director?
- Because the sales director needs to be continually updated on sales for discussions with the CEO.
http://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/
Kaizen – How?
• PDCA
• HORENSO
• 5S
• 5Why
• A3 report
• Mieruka
• Jidoka
• Poka Yoke
• Cross Trainning
28.03.2018
© Felipe Martinez
27
Layout
A
B
C
Mapa procesu
LEAN
Toolbox
VSM
Mieruka
Jidoka
Poka Yoke
Kanban
TRIZ
DBR
TOC
SMED
TPM
A3 Report
28.03.2018
© Felipe Martinez
28
28.03.2018
© Felipe Martinez
29
A3 Report
NÁZEV PROBLÉMU:
KONTEXT
SOUČASNÝ STAV
ANALÝZA PROBLÉMU
CÍLOVÝ STAV
OPATŘENÍ
PLÁN IMPLEMENTACE
BUDOUCÍ OPATŘENÍ
Zpracovali
Datum
LEAN MANAGEMENT
BREAK
LEAN MANAGEMENT