现场改善工具-OSKKK

Kaizen Activities following the OSKKK process-Observe, Standardize, Kaizen Flow and Process, Kaizen Equipment, Kaizen Layout

现场改善活动工具应用OSKKK，包含观察，标准化，改善物流，改善设备以及最后改善布局

Observation is the first step, the ability to improve is contingent upon the ability to observe and understand the existing process.

观察是第一步，改善的能力取决于观察和理解现有过程的能力

Observation must not only focus on gathering sufficient process information to readily utilize the MSD tools, but also on identifying sources of waste including machine and material stoppages and sources of variation in material and information flow

观察不仅必须集中于收集足够的过程信息以便随时利用MSD工具，而且还必须确定浪费的来源，包括机器和材料的停止以及材料和信息流变化

1> Observe

Study/observe/document current state

Break down process into discrete steps

Identify sources of variation in 3 flows: Material, people, Information

Watch for machine, and material stoppages

Look for waste-operator&machine, motions

Use MSD Tools to assist-Value stream mapping；Takt time analysis；Precedence diagram；Manufacturing sequence；Machine balance chart；Operator/process layout；Operator balance chart；Containerization/part presentation

观察-研究观察当前状态；断点；识别变化点-物料，人，信息流；观察机器和物料停滞；观察人，机浪费；可以使用工具来识别，包含-价值流图，节拍时间分析，顺序图，生产顺序，设备平衡表，线体布局，人员平衡表，周转箱标准化和物料上线方式设计

2> Standardize

Compare observation to available documented standards

Standardize manual work methods& motions

标准化-将观察结果和文档进行比较并标准化作业方法和动作

3>Kaizen flow/process improvement

3.1>Observe-Use VSM, TAKT Time, precedence diagram, manufacturing sequence, operator balance, containerization & part presentation to study & observe current state

Improve material flow and parts presentation

Reduce, simplify and balance motions and transferable work

Consider de-coupling and /or the use of in –process buffers

Improve information flow

3.2>mock-up then implement

改善流程/制程-使用价值流图，节拍时间，生产顺序，顺序图，人员平衡，内部容器标准化以及物料上线方式去研究和观察当前现状

4>Kaizen-equipment improvement

4.1>Use Precedence diagram, manufacturing sequence& machine balance, to study& observe current state

Reduce, simplify and balance machine motion and cycle time；Support the operator；Improve utilization；Identify error-proofing opportunities

4.2>mock-up then implement

改善设备-使用顺序图，组装顺序，设备平衡表去研究和观察当前现状；降低，简化平衡设备作业时间简化作业员工；提高利用率；识别防错

5>Kaizen-Layout improvement

5.1>Use Precedence diagram, manufacturing sequence& operator/process layout to study& observe current state

Develop layout to support system rebalance

Implement parts presentation, Material & information flow & equipment improvement

5.2>Mock-up then implement

改善布局

使用顺序图，组装工序，布局图去观察和研究当前现状；生成最新的布局来平衡各个环节，实施物料上线方式，物流和信息流以及设备改善

After source of waste are identified, the next step of improvement is to establish standardized work practices. Standardization provides the baseline form which improvement starts. The proves of observation and standardization must be repeated until all people who perform the job do the same thing all the time otherwise consistent improvement is not possible

识别浪费后，下一步的改进是建立标准化作业，标准化提供优化的基础。观察和标准化是反复进行的，直到所有从事这项工作的人都一直这样做，否则不可能有持续的改进

Lastly, after implementing and observing a standardized repeatable process, by improving balance through parts presentation, operator motion, material flow and simple equipment changes.

最后，在实施和观察一个标准化可重复的过程后，通过物料上线，员工作业动作，物流和简单的设备来改善平衡

Machine kaizens increase focus on equipment balance, improvement in cycle time, simplified design, quality, changeover, material flow, parts presentation etc.

关注设备平衡，周期时间改善，简化设计，质量，换型，物流和物料上线方式等

Layout kaizens typically involve significant rearrangement of the equipment. This can greatly improve the throughput of the system by making varying staffing levels feasible. Layout kaizens arrange machines close to minimize operator walk and improve material flow and delivery system.

布局改善通常涉及到设备的调整，可以使不同的人员配置变得可行，从而最大化提高效率产出。设备重新布局以减少作业员的走动，改善物流和运输系统

Kaizen activities follow this sequence so that proper support structures are developed. The rearrangement of equipment achieves maximum benefit only when the elements of operator work, material flow and equipment balance have been addressed and implemented. The order also typically represents an increasing level of implementation expense

改善活动遵循这个顺序以便得到支持，只有解决并实现作业员工作，物流和设备平衡等要素，设备的重新布局才能实现最大收益。