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A: : : : 问题十九 3M Corporate munications CI 规范在多媒体项目中的应用 ? 多媒体项目中,往往为了画面更加立体美观,会将logo做出各种效果或者将logo置于黑底上...

JF-Continuous Improvement (CI) 锦丰可持续改进 May 2009 Schedule for the next 3 hours…… 接下来3小时的安排 ? ? ? ? ? Introductions 介绍 CI Vision 持续性改进规划 What is CI 什么是持续性改进（CI） Jingfeng Operating System (JOS) 锦丰运作体系(JOS) S0 S3 (including KPI &

tracking examples) 0到3阶段(包括关键业绩指标和追踪事例) break 休息 ? SMED 六十秒快速换模 break 休息 ? CI (idea suggestion system &

5S) CI (想法建议体系和5S) ? 3 Step Problem Solving (eg Mill Throughput)解决问题的三个步骤（如磨机处理量） ? Brainstorming 头脑风暴 ? Review 回顾 JF GOLD MINE Policy for Continuous Improvement 锦丰金矿持续性改进政策 JF Gold Mine, with its wealth of knowledge and experience, recognizes its people as an asset. We are committed to establishing and sustaining a culture of Continuous Improvement through the development of our people. Success relies primarily on the active involvement of all employees. 锦丰金矿是一家具有丰富知识和经验的矿山企业，视人才为资产。我们致力于 通过人员的发展，建立和维系企业的可持续改进文化。企业的成功首先取决于 所有员工的积极参与。

Continuous Improvement provides a systematic framework that will help us to do things more efficiently, thereby gaining a competitive edge in the gold mining industry. 持续性改进是一个系统的构架，能帮助我们更加有效地做事，从而使我们在 黄金采矿工业具有竞争优势。

Improvements are made at JF every day and we can build on each success to enhance our performance. 锦丰金矿每天都在发生各种改进，我们不断积累每一次的成功，提高我们经 营业绩。 CI: Vision CI规划 Short-Term Goals 短期目标 ? Project work 项目性工作 ? UG unplanned dilution坑采未规划贫化情况 ? Idea Suggestion System想法建议体系 ? Complete Site wide CI training and induction 完成全现场的CI培训和介绍 CI: Vision CI规划 Medium-Term Goals 中期目标 ? Project work 项目性工作 – Unplanned dilution未规划的贫化情况 – Crusher Costs破碎机成本 – Mill TPOH磨机TPOH （每小时处理量） ? Site wide Idea Suggestion System 现场想法建议体系 ? Communication &

Feedback systems 沟通与反馈体系 CI: Vision CI规划 Long-Term Goals 长期目标 ? Self sustaining CI culture自我维系CI文化 – Sustainable workplace organisation across site 在整个现场建立可维系作业场所的组织结构 – Active involvement of workforce in CI initiatives 员工积极参与各项CI活动 ? Improvement initiatives from ?bottom? up and ?top? down从“下”到上的和从“上”到下的各种改进 计划 ? Involve everyone in CI每个人都参与CI活动 WHY CHANGE SHOULD HAPPEN 为什么需要发生变革 Short Term 短期 Record safe gold production at optimum cost and continue to build on improvements already achieved 以最佳成本创造黄金安全生产纪录，不断巩固所取得的进步 Medium Term 中期 Employees empowered in CI so they see that they can &

do make a difference 公司员工有权参与CI活动，以便他们可看到自己能有所作为 Long Term To strive to become the CI benchmark operation 长期 努力成为CI标准化企业 CONTINUOUS IMPROVEMENT IN RUNNING THE MILE 1英里赛跑纪录不断进步 World records for 1 mile race – Mens 男子1英里赛跑世界纪录 Seconds 秒 260 250 240 ? Pace of improvement has been startlingly constant over past 90 years! 在过去90年里速度提高 非常惊人 ? Where is the limit? 1954, sub 4 min.: Roger Bannister 3 min. 59.4 sec. 1954年Roger Bannister 跑入4分钟的纪录：3分 59.4秒 230 220 210 200 哪里是极限呢？ ? What do think the perceived limit was back in 1913? 对1913年当时的极限有 何感想？ What Is CI To You? 对你来说什么是CI？ What is Continuous Improvement (CI)? 什么是持续性改进（CI）？ Your Ideas你的想法 Your Involvement 你的参与 More Effective 更加有效 Easier work 工作更轻松 Lower Cost 更低的成本 Safer work安全工作 ‘Neck-Down? employment “缩颈”式雇佣 Lateral Thinking/Innovation 横向思维/创新 Cleaner Environment 更洁净的环境 SENSE OF URGENCY 紧迫感 FLEXIBILITY 灵活性 What is Continuous Improvement (CI)? 什么是持续性改进（CI）？ Having somebody tell me how to better improve my work让别人告诉我怎样更好地 改进我的工作 Problem solving解决问题 Doing what I usually do, but faster做平常常做 的事情，只是更快了 Involving everybody in generating improvement ideas 让每个人都来提出改进 方法 Taking short-cuts, that don't compromise safety 在确保安全的情况下，采用更为便捷的方式 More for less以少获多 It's something that we have always done, what's the big fuss我们通常一直这么做的，有什么值 得大惊小怪的 Set targets then achieve them确定目标，然后 实现这些目标 People are assets, but are more about value creation.人是资产，但更是价值的创造者 More training更多培训 Plan something, Do it, Review it (continuous cycle) 规划某事，进行实施，回顾此事 （不 断循环） Don't know不知道 Source : Perception survey held Dec 2003 What is Continuous Improvement (CI)? 什么是持续性改进（CI）？ The mindset that Even with previous wins… …there is always room to do better. 是一种即使以前已获成功，但有些地方还可以做得更好的观念 A way for people to Raise work ideas or concerns… …and do something about it. 是一种让人们提出工作想法或者关注，然后有所行动的方式方法。 What is Jinfeng Operating System (JOS)? 什么是锦丰运作体系 ? The right people in the right jobs适人适任 ? Improving the right things完善好的地方 ? Using the right tools 使用合适的工具 The Jnfeng Operating System (JOS) 运作体系 BUILDING A COMPETITIVE ADVANTAGE 建立竞争优势 JOS 不屈不挠地追求完美 “The relentless pursuit of perfection” Three ?Pillars? 三根支柱 this is CI 这就是CI “The right people in the right jobs… 适人适任 …improving the right things… 完善好的地方 …supported by the right tools” 有合适的工具作后盾 Organizational Geology地质 Planning计划 Mining矿山 Metallurgy冶金 Processing选厂 Capability 组织能力 Maintenance维修 Procurement采购 Administration行政 Safety, Health, Environment, Community安全，健康，环保，社区 the foundation is operating and technical skills基础就是运作技巧和技术技能 Without People there is no JOS ! 没有人也就没有JOS Principles原则 ? Leadership is the engine that will power our success 领导层就是火车头，掌控着我们的成功与否 ? We need leaders at all levels 各级管理层都需要领导人 ? People are assets, but are more about value creation 人是资产，但更是价值的创造者 ? We hire for fit with change leadership This has got to do with people! 这些都离不开人！ 我们聘请适合变革的领导层 ? Talent identification and management 人才的识别与管理 ? We replace those in pivotal positions who do not model change leadership or build it in others 我们更换了那些位居在关键岗位而不起变革 带头模范作用的领导层或将其塑造成为其他 类型的领导 Change Leadership Performance Management Learning Organization ORGANISATIONAL STAGES OF IMPROVEMENT S0 改进S0 - S3的组织阶段 S2: Project Based CI S1: Top-down Improvement S3 Valuecreation Potential 阶段2：项目 - 基 于CI “Project fatigue” S3: Self-sustaining CI – “minds-of-the many” 阶段3：自我 价值创造 潜力 阶段1：从上到下的 改进 “Out of ideas” 维系CI - “众人接受“ “项目疲软” “没招了” S0: Stalled 阶段0：拖延 ? Strong Leaders Making big，often Tough，changes ? Focused initiatives in Structured process to deliver high impact关注结 ? Ongoing involvement of all personnel driving improvements所有人员不断 ? Organization组织 can?t get traction – Limited没有人牵头 aspiration, no focus 缺 乏热忱，无人关注 ? Major gaps in basic planning and operating standards基础规划和 强有力 的领导：大造声 构过程中的各项举措，实施 高影响力的部分 势，非常强硬、勇于变革 – Top-down driven with bottom-up idea –Limited to line involvement generation 参与推动改进 – Top-down vision and performance aspiration 仅限于一线参与 – Refocusing and right- sizing重新 调整和适当精简 – Solving fundamental problems, often Technical 解决基础问题，通 运行标准里的主要差 距 常比较有技巧 – “Leave us to do it” 自上而下推动，同时自下而上 出主意 – Project team in parallel to line roles 项目 小组等同于一线角色 – Joint line/CI team accountability加入一 线/CI小组的职责 – More complicated, hidden problems 自上而下的远景和绩效的渴望 – Improvements result from day-to-day activities of many 众多日常举措中的改进成效 – Project-based teams used for complex problems “让我们来做” Stabilise 稳定 更为复杂，有隐患 Formalise 正式 在复杂问题上采用基于项目的小 组 Mobilise 动员 S3 SUCCESS IS BASED ON BALANCING TOP-DOWN AND BOTTOM-UP 第三阶段：成功是建立在平衡自上而下和自下而上基础上的 From top-down . . .自上而下 . . . to balanced进行平衡 Specific Projects 特定项目 Results Orientation 结果导向 Front line一线 ? Top-down performance imperative 自上而下的执行具有强制性 ? Top-down project definition 自上而下项目定义 ? Front-line involvement in specific projects (brainstorming, etc.) 一线人员参与到指定项目（头脑风暴等） ? Management tracking of project results项目结果管理追踪 Front line一线 ? Top-down objectives and performance context 自上而下的目标和绩效的背景 ? Bottom-up improvement initiatives (day-to-day and projects) 自下而上的改进举措（日常活动和项目） ? Results tracking on KPIs a way of life关键指标的结果跟踪 S3 REQUIRES CERTAIN INGREDIENTS TO BE IN PLACE 第三阶段：要求具备某些因素 ?Stable? S2 Operation Key S3 ?Ingredients?第三阶段的关键"因素" Change Leadership变更领导层 1 Strong leadership at the front-line “稳定”第二阶段的 运行 ? Strong leadership 强有力的领导层 ? Standards in place/followed: 一线有强有力的领导层 2 Advanced front-line people processes 先进的一线人员程序 Performance management绩效管理 3 Visible ?razor sharp? front-line goals 要有标准并得以遵循：

–Planning and Scheduling 明显的“刀锋”一线目标 4 Ongoing daily/weekly ?review &

plan? meetings 计划与安排 –Equipment Reliability 正在实施的每日/每周“回顾与计划”会议 5 Workplace organised for performance 按业绩要求来组织建立工作场所 6 Organization ?structured? for accountability 设备的可靠性 ? Formal CI processes/tools 正式的CI程序/手段 按责任来“构建”组织机构 Learning Organization学习型组织 7 Involvement systems 参与体系 S3 JOURNEY Key ingredients 关键因素 Visible ?razor sharp? goals明显的“刀锋” 第三阶段旅程 What we have 我们拥有什么 ? Top line KPIs understood and posted (e.g. UG charts and graphs for tonnes, dev, prod m?s etc)对头条主要业绩指标进 Opportunities 机会 ? Communication ?沟通性？ ? Involvement ?参与性？ 1 目标 Ongoing daily/weekly ?review &

plan? Meetings 行理解并张贴（如井下产量、掘 进、生产米数等的图表） ? Site performance Poster 现场业绩情况布告 2 ? Strong handover processes in UG and treatment井下和选厂有强有力的交接 程序 ? Good interaction between Operations and ? Communication ?沟通性？ ? Involvement ?参与性？ 不断召开“回顾与计划”Mtce.生产运行与维修维护之间有良 好的互动性 日会/周会 3 Workplace organized for performance ? Visual SOPs placed at point of use in Treatment选厂在使用点上有直观的标 工作现场按绩效来进行 组织 4 准操作程序 ? 5S in the surface electrical workshop地表 ? Communication ?沟通性？ ? Involvement ?参与性？ 电气维修车间建立有5S管理体系 ? Clear evidence of good ideas from employees implemented具体实施的员工有清晰明 Involvement systems 参与体系 了的思路 ? No shortage of ideas/energy to do more在做 ? Communication ?沟通性？ ? Involvement ?参与性？ ? Intranet企业内部网络 更多事情上没有想法/精力枯竭现象 ? This training we are doing我们正在进行的 此类培训 Mine Planning Office 矿山计划办公室 Development plans showing design vs actual outlines. 显示有设计与实际对比 概况的掘进计划 Stoping plans showing design vs drilled vs fired rings. 显示有设计与钻孔圈与 爆破圈对比的采区计划 Mine Planning Office 矿山计划办公室 UG Production Status Board – daily m?s, t, grade etc required to meet forecast for the month. 井下生产情况布告牌 - 要达到月度预 测每日所需完成的掘进米数、产量、 品位等。 Site CI KPI Poster. 现场可持续改进主要业绩指标布告牌 Drilled stoping stocks vs broken ore stocks chart. 钻孔采区存量与碎矿存量对比表 Series of daily KPI graphs for each current month (prod tonnes, narrow vein tonnes, CAF, rough waste BF, dev m?s &

solo drilling m?s). 每一当月的系列日主要业绩指标图表 （产量、薄窄矿脉产量、充填量、粗废 石料回填数、掘进米数、单钻机钻进米 数）。 UG Shift Muster Office 井下换班人员集中室 Weekly targets for miners/ operators. 矿工/操作工每周目标 Graphs showing required ore to be trucked from different stopping areas. 显示需从各采区运输的矿石 量的图表 Planned jumbo Development headings. 计划的台车掘进掌子面情况 Production drilling requirements/targets from different locations. 各位置的生产钻进需求量/ 目标 UG Shift Muster Office 井下换班人员集中室 Entire mine site plan. 完整的矿山现场计划 Tonnes (waste/ore), drilling and CAF data for the crews to plot on a daily basis. 生产（废石料/矿石）、钻进和充填数据以便各 班组按日布置完成 A new graph is produced each month, as prod bonus calcs etc are done monthly. 每月编制新的图表，每月完成如生产奖金的计 算等工作 Location plans for different areas of the mine plus future design outlines. 矿山各区域的位置规划加上将来的设计轮廓 Training Matrix for each employee, segmented by crew. 按班组划分的各员工培训矩阵表 UG Shift Muster Office 井下换班人员集中室 Radio cap lamps for S/B &

Foreman. 供值班主管和工长用的集对 讲机头戴式矿灯一体的设备 Mobile Reversible Whiteboard for shift organization. 移动设备交接白板供换班组 织安排 Fuel Nozzle for UG trucks 井下卡车加油喷嘴 Objective : Apply a fail-safe mechanism, using safe working practice, for eliminating damage to fuel nozzles/hoses. 目的：运用安全保障机构，采用安全操作方法来避免损坏加油喷嘴/软管。 An isolation key from truck to use at the nozzle holder, this isolation key can't be removed unless nozzle is back in its holder. 从卡车上取下隔离钥匙锁在喷嘴固定器上，在喷嘴未归位到固定器上之前不得取下隔离钥匙 Cyanide Storage/Mixing Plant 氰化钠存放及配制车间 Highly visual procedure (with photos) at the place where the procedure is required. 在需要放置程序的地方张贴醒目的程 序（配有图片）。 Cyanide Storage/Mixing Plant 氰化钠存放及配制车间 An example of a bank of grease nipples for lubing different motor bearings throughout the facility. 事例：供整个设备不同电机 轴承润滑用的润滑油喷头站 There are heaps of examples …… 更多事例...... ENHANCING JOS &

CI: HIGH LEVEL SUMMARY 加强锦丰运作体系和可持续改进工作：高一级总结 Planned Actions已计划的行动 “Enhance Focus on Idea Generation” “加强重点放在产生想法 上” Top 3 Initiatives前三项措施 Fast-tracking JOS Project Impacts 密切跟进锦丰运作体 系项目的影响情况 1 2 UG Unplanned Dilution 井下未计划的贫化情况 Mill TPOH 磨机小时处理量 Idea Suggestion System 想法建议体系 Talent Development Actions 人才发展行动 Regular management reviews 定期进行管理回顾 Knowledge sharing education 知识共享教育 Daily performance discussions 每日业绩情况讨论 Who, What, When – Accountability 谁，做什么，什么时候 - 划分职责 Increase use of visual controls 增加视觉控制的使用 BOS/CI Induction/training 运作体系/CI的介绍/培训 Idea Suggestion System 想法建议体系 Communication &

Feedback 沟通与反馈 3 1 Map progress towards S3 绘制通向S3的进展情 况 “Focus on Skills &

Awareness” “重点放在技能和意识上” 2 3 1 2 3 1 2 3 Action Plan to Address Opportunities 编制行动计划，提出各 种机会 “Make the most of key ingredients” “充分利用主要因素” Optimising CI Organisation 优化CI组织 “Spread the BOS influence across site” "将运作体系的影响扩大 到整个现场" SMED 60秒快速换模 Have a quick break ? SMED - A Practical Application 60秒快速换模 - 实践运用 ?Your turn to put this into practice! 轮到你来将此付诸实践！ WHAT IS SMED? 什么是SMED？ ? SMED stands for Single Minute Exchange of Dies SMED代表的是60秒钟快速换模 ? It?s also known as Set-up Reduction or Quick hangeover and the principles can be applied in ANY environment 它还被称为创立减少或快速更换方式，而且其原理适用于任何环境下 ? Do it right first, and then do it fast!! 先要做对，然后再做快！！ ? SMED is about continually challenging the time it takes to perform an activity – to achieve the lowest possible time (ultimate is one-touch or no time) SMED的大概意思是在进行一项活动上不断向时间发起挑战 - 以达到 最少的用时（最终境界是一次到位或无耗时）。 “REAL WORLD” EXAMPLE OF SMED – PIT STOP SMED的“真实世界”案例 - 进站 Changing a flat on side of the road A pit stop tyre change 在路旁更换漏气的轮胎 Takes 30 minutes 进站更换轮胎 Seconds 耗时30分钟 VS. 对比 几秒钟 ? Car not positioned in a good spot ? Car quickly positioned in ideal spot 车辆未能在较好的地带停放 ? Driver must change tyre on his/her own 车辆很快就停放在理想的场地上 ? Driver has coordinated team for change 驾驶人员必须自行更换轮胎 ? Driver not well prepared or trained 驾驶人员配合车队更换轮胎 ? Pit crew team well trained, practices often 驾驶人员没有很好进行准备/没有得到很好培训 ? Jack hard to remove and slow to raise car 很困难地将千斤顶取下，顶起车辆速度缓慢 ? Wheel nuts hard to remove, require many turns for removal/installation 维修站的班组受过很好的培训，经常进行操练 ? High speed jack ready, raises car almost instantly有高速 的千斤顶，即可将车轮顶起 ? High speed air tools remove/attach nuts in far under a 很难将车轮上的螺帽拆下，需要拧很多转来拆 下或安装好螺帽 ? Time not tracked, only concern is that job is complete second高速气动工具拆卸/安装螺帽，只需几秒钟。

? Time tracked religiously, crews graded for speed and accuracy严格地跟踪耗时情况，班组根据速度和准 没有看时间，关心的只是完成事情 确性来定级。 PUTTING THE PLAN-DO-REVIEW CYCLE TO WORK ON SMED 在实施SMED中遵循计划-实施-回顾的循环 ? Identify improvements to meet / exceed the target 确定改进，达到/超越目标 ? Develop a plan编制计划 Go through the cycle 3 times! 完整地实施该循环3次 What 什么 When 什么时候 Who 谁 Plan 计划 CI Review 回顾 ? Measure time taken to change the die 在更换模板时计时 ? Set/reset the target 建立/再建立目标 Do 实施 ? Change the die: how fast can we do it? 更换模板：我们能做到多快？ SMED - Your Mission 你的任务 ? SMED Corporation is a widget manufacturing company. SMED企业是一个小器械加工企业 ? You now work for them as part of the development team. 你现在为他们工作，作为开发小组的一分子。

? Your team has to determine the best way to change the short die to the tall die in your machine so SMED can manufacture Widgets. 你的团队得确定如何将设备上的短模板换成长模板的最佳方法以便SMED能够加工 小器械。

? Die can be exchanged 20 times per day depending on production requirements. 根据生产要求，每日可更换模板达20次。

Your mission, which you must accept, is to achieve the shortest possible changeover time 你必须接受的任务是做到最可能短的换模时间。 SMED – Constraints 制约性 ? While the Widget machine is down, SMED loses $1000/minute. 当小器械加工设备不能工作时，SMED每分钟损失1000美元。

? Your job is to minimise the downtime without breaking the $100 million Widget machine. 你的工作是在不要损坏价值1亿美元的小器械加工设备的情况下尽可能地降低 停机时间 ? Only SMED-approved tools held at the store can be Used 只能使用库房里经SMED公司批准的工具 THE TEAM 团队 Team Member团队成员 ? 2 Operators 2名操作工 ? 2 Inspectors 2名检验员 ? 1 Timekeeper 1名计时人员 Role任务 ? Perform the changeover实施换模 ? Ensure quality standards确保达到质量 标准 ? Time the Changeover记录换模时间 ? 2 Observers 2名观察员 ? Observes actions of team and looks for improvements 观察团队的活动，找出可改进之处 ? Tools must be checked out of Store: see Storeperson 在出库前须对工具进行检查：找库管员 ? QC must check quality: call for the QC Manager QC（质量控制）人员须检查质量：找到QC经理 SMED – Assembly SMED-组装 5mm Tolerance±1mm 公差+/-1毫米 SMED - End of First Round SMED-第一轮结束时 BUT DOWNTIME COSTS $$$$$$$$ 停机成本 -Production Manager?s instructions were vague 生产经理的指令模糊不清 -Store inconvenient 储存不便 -Storeman slow 库管员行动缓慢 -Some tools wrong or didn?t function 部分工具错误或不能用 SMED - First Round 第一轮 YOU TOOK ~ 7 - 8 MINUTES TO COMPLETE THE CHANGEOVER OVER DIES 你耗费了约7-8分钟来完成换模 SMED Waterfall Analysis - Stage 1 SMED瀑布式分析 - 第一阶段 9 8 7 6 5 4 3 2 1 0 Stores Inadequate Tools Waiting for QA Total Poor Instructions /Unfamiliarity with Task Time min 人 员 Other 合 计 仓 诸 没 有 足 够 的 工 具 调 整 高 度 指 令 不 清 或 业 务 不 熟 在 操 作 台 上 为 模 具 定 中 心 等 待 Replacing Old Die with New Die Adjusting Height Centring Die on Plate ） （ How can the highlighted ?buckets? of time be removed to improve the time? 用 新 模 具 替 换 旧 模 具 其 他 QA 如何将凸现的“桶状” 时间消除来 改进时间管理？ SMED - Round Two 第二轮 BY IMPLEMENTING THE IMPROVEMENTS, THE CHANGEOVER TOOK ~ 20 SECONDS 通过实施改进，换模耗时约20秒 SMED Waterfall Analysis - Stage 2 瀑布式分析 - 第二阶段 25 20 15 s Can the changeover time be improved again? Time first die new die screw 合 计 拆 除 第 一 块 模 具 新 模 具 定 中 心 Tightening Removing Centring Self QC Total ） （ 10 换模时间是否还能改 进？ Can the highlighted ?buckets? of time be eliminated? 紧 固 螺 钉 自 己 进 行 质 量 控 制 5 0 凸现的“桶状”时间 是否能被消除 SMED - Round Three 第三轮 FURTHER IMPROVEMENTS SAW THE CHANGEOVER TIME DROP TO 5 SECONDS 进一步的改进显示了换模时间降5秒钟 SMED Waterfall Analysis - Stage 3 瀑布式分析 - 第三阶段 6 5 4 3 2 1 0 Old Die with 用 新 模 具 替 换 旧 模 具 Tighten Grip Over of Dies Replacing New Die 换 模 Release/ 松 开 或 拧 紧 螺 栓 上 的 卡 夹 Change- Do you think you have got the time down to a minimum? 你是否认为你已 经达到了最少耗 时？ How can the highlighted ?bucket? of time be reduced to get even faster? Time sec On Bolt ） （ 如何才能使凸现 的“桶状”时间 再得以减少，换 模更快？ SMED HEAD OFFICE HAVE BEEN ON THE PHONE… 总公司一直在电话上...... DOWN AT KCGM, THEY?RE DOING IT IN 1 ECOND…….. 比KCGM落后，他们用时1秒...... THAT?S YOUR CHALLENGE 这是你的挑战 SMED ? Single Minute Exchange of Dies 60秒快速换模管理 ? Invented in Japanese Manufacturing Company 是日本一家制造公司创建的 ? Can be applied in any situation 能够在任何情况下运用 SMED - Two elements of set-up 设置的两个要素 SEPARATING INTERNAL AND EXTERNAL STEPS 分为内部和外部两个步骤 Internal set up 内部设置 ? Operations that must be performed while the machine Is shut down 当设备停机时作业必须保证能够 进行 External set up 外部设置 ? Operations that can take place while the machine is still running or has restarted 当设备仍旧在运行或已重启时作业 能够进行 Placing or removing tooling 放置或拿开工具 First off inspection, obtaining raw materials, or obtaining or returning tooling 首先进行检查，获取原材料，或 获取或归还工具 SMED - Six stages of Set-up Improvements 设置改进的6个阶段 Before Shutdown Stages 1. During machine Shutdown 阶段 停机前 设备停机过程中 Measure the total Set-up time 测出整个设置时间 2. Determine internal and external Steps 确定内外部步骤 3. Convert internal steps into external and move external steps outside of the Set-up 将内部步骤转换为外部步骤，并且将外部 步骤移出设置之外 4. Shorten the internal steps After machine re-started 设备重启后 压缩内部步骤 5. Improve the external steps External外部 改进外部步骤 6. Standardize the new Set-up procedure Internal内部 规范新的设置程序 SMED - Shorten Internal Steps 压缩内部步骤 Reduce time spent walking by using a Spaghetti Diagram to help analyse distances traveled and the reason 用虚点图示减少用于行走的时间来协助分析步行距离和原因 模具存放架 零部件存放架 设备 计算机终端 SMED - Shorten Internal Steps 压缩内部步骤 Reduce waste of motion by eliminating the use of hand tooling 通过不使用手工工具来减少行动上的耗时 Gradually evolve to eliminate toolboxes and tool boards 然后逐步发展到不使用工具箱和工具陈列板 Tools are in the toolbox 工具都放在工 具箱里 Tools are laid on a Toolboard Tools installed on the equipment; Tools are standardized; 工具都放置在 工具陈列板上 工具都放在设备 上 Tools seldom used are Eliminated 工具都是标准 化的 the number of screws and bolts is Reduced Tools are welded or integrated on the Equipment 将很少使用的工 具拿走 减少螺钉和螺 栓的数量 工具被焊 接或 整合在设 备上 Bolts, nuts, screws, etc... are eliminated (e.g., replaced by wingnuts) 螺钉、螺帽、 螺栓等都没有 了（例如用蝶 形螺帽替换） Where is this used?这用于什么地方？ Eg: mill reline例如：磨机换衬板 PRIMARY MILL RELINE ROOT CAUSE ANALYSIS一段磨机换衬板的根源分析 MACHINERY/EQUIPMENT机械/设备 Complex Handrail Configuration 复杂的栏杆结构 Lack of Space空间有限 Mill upgrade design磨机更新设计 Not Enough Rollers没有足够的滚筒 Only 1 Rattle Gun (9:30am Tuesday) 只有一台拆卸工具 PEOPLE人员 As for People 作为人员来说 Not Enough asked for (10/shift requested) 没有叫上足够的人手（每班需要10人） Not Enough People无足够人手 Unfit 不适合 Tired很疲惫 Not Enough Site People现场无足够人手 Senior Management高级管理人员 Shift Workers班组工人 2nd at Previous Job 前面的工作 Lack of Experienced Workers 缺乏有经验的工人 Work at Other Minesites 在其他矿山现场工作 Overrun on Previous Job 前面工作超时 Too Wider Scope of Works Given at previous Job on arrival there Not Brought to Site没有带到现场 在到达作业处时前面的工作范围大 Not Enough Experienced Narrow太窄 Supervisors 没有足够的有 经验的主管人员 Lack of experienced Murchison Supervision 缺乏有经验的摩奇森监督管理 Summer夏季 Excessive Heat酷热 Untidy Reline Workplace 换衬板现场 凌乱不堪 1 Failed Police Clearance一名有警方记录 1 Failed to Turn Up一名没到现场 From Other Reline 从其他地方抽调换 衬板人员 Don?t like job (heat/hard work) 不喜欢工作（高温/难做的工作） No Formal Planning Checklist 无正式的计划清单 Management管理 No Formalised process 没有标准工艺 Management Planning 管理计划 Experimenting with wear times 磨损时间试验 SLOW MILL RELINE 磨机换衬板慢 Tiny Fan 小风扇 ENVIRONMENT环境 No Air conditioner 无空调 Not Available没有材料 No Issues没问题 Lack of Space没有操作空间 Lack of worker Experience 工人缺乏经验 Scope of Works to Contractor not Prescriptive Enough 给承包商的工作范围没有说清楚 Not Ordered Early Enough by contractor 承包商在早期时没有 订购足够材料 Pre-Planning &

Execution Excellent 预先计划并执行非常好 METHODS方法 Management管理 MATERIALS材料 Where is this used? 这用于什么地方？ Eg案例 Before以前: ?2 shutdown hours to inspect and physically re-torque bolts 有两次停机时间来检查和人工调节螺 栓 –Unit must be shut down, rear cover removed 机组必须停机，将后盖取下。 –Bolts physically re-torqued 人工重新调节螺栓 ?15 minutes while running to inspect bolts! 在设备运转情况下检查螺栓 After 后来: 耗时15分钟 –Plexi-glass window Installed 安装了有机玻璃窗 –Bolts paint-marked to visually indicate torque 在螺栓上用油漆标 记出清晰可见的扭矩指示点 –Strobe light used to inspect bolts while running在设备运转情况下使 用频闪灯检查螺栓 Where is this used? 这用于什么地方？ The Eight Kinds of Wastes 八种浪费情况 Intellect 才能 Any failure to fully utilise the time and talents of people 没有充分利用时间和才能 的任何人 Overproduction生产过剩 Producing too much, or producing too soon 生产过多或者生产过快 Conveyance运输 Any nonessential transport is waste 任何不必要的运输都是一 种浪费 Motion动作 Any motion that does not add value 任何无增值的动作 Inventory库存 Any more than the minimum to get the job done 任何多于完成工作任务所需 的最少材料均为浪费 Correction修正 Any repair 任何的修理 Processing处理 Over processing 加工处理 Waiting等待 Waiting on parts, waiting for a machine to finish cycle 等待零部件，等待设备完成一 个运行周期 CI CI活动 Have a quick break？ Idea / Suggestion System 想法/建议体系 To involve all people in JOS – CI, via the generation of lots of ideas, with the expectation of achieving the following: 通过提出众多的想法，希望能够实现下列事情的方式，让所有员工都参与到JOS-可持续 改进上：

? Improve the quality of work processes 改进工作程序质量 ? Increase productivity and performance 提高产量和业绩 ? Improve safety 促进安全 ? Improve maintenance and equipment availability 改进维修和设备开工率 ? Optimise production results 优化生产结果 ? Prevent errors and defects 防止错误和缺陷 ? Eliminate waste (time and resources) 杜绝浪费（时间和资源） ? Improve environmental control and protection 促进环境控制和保护 ? Improve work conditions and methods to facilitate efficiency 改善工作条件和方式 方法，提高效率 Idea / Suggestion System 想法/建议体系 Employee has an improvement idea. Fill out the Ideas Form (1 page). 填写 员工有改进方面的 想法 想法提议表（1页） Generation phase 产生阶段 Submit form to CI Coach. 将表提交 给CI指导员 F e e d b a c k CI Coach will fill out an Idea Assessment Form (3 pages) with the appropriate Department Head (and the Employee, if necessary).CI指导员将会同相关部门领导 Evaluation phase （如果需要，与员工一起）来完成想法评估表（3页纸） 评估阶段 Recommendations to take place (positive and negative).建议实施（肯 定和否定） Action phase 行动阶段 Recognition back to the Employee who came up with the idea.对提出想法的员工给予表彰 Recognition phase 表彰阶段 Idea / Suggestion System 想法/建议体系 Idea / Suggestion System 想法/建议体系 本图表显示了新的想法和月度增值数额 数 量 澳 元 月份 新的想法 每月节省累计（千澳元 ） 想法实施数量累计 Idea / Suggestion System 想法/建议体系 ? cv roller change out platform 传送带滚筒更换平台 ? walk-way access to the apron feeder给板式给料机安装走道 ? HV power house louvers给高压配电房加装固定百叶窗 ? straps on toggle spring and arm 给肘节弹簧和臂杆上系上带子 ? screen deck monorail给筛分操作台加装单轨 ? pump control cover in pit sump给地坑中的抽水泵控制加盖 ? south sump piping in pit - flanges将南地坑管道放入槽中，并加 上凸缘保护 ? hand held metal detectors for CV13 &

14给13和14号皮带手配备持 金属探测仪 ? dust collector rotary valve给集尘器加装旋转阀门 ? larger, clearer UG truck ID's更大，更清晰的井下车辆识别卡 ? hand held radios for maintenance给维护团队配备手持对讲机 ? safety arm at B/F plant, dumping cement在充填站、倾倒混凝土处 加装安全围栏 ? B/F light weight grating充填站加装轻型栅栏 ? mill tank blowers磨机槽鼓风机 ? LV powerhouse exhaust angle outlets低压配电房加装排气拐角出 口 ? hand held radios for treatment给选厂配备手持对讲机 ? use of old mantles as wear resistant chutes将旧篷布用作耐磨溜槽 ? rock rake for UG为井下配备耙岩机 ? tool storage walkway in front of jaw crusher在颚式破碎机前安装摆 放工具的过道 ? extend side of ROM to stop rocks将原矿堆场的一侧进行延伸， 以阻止岩石进入 ? CV04 lime addition plough在4号皮带石灰添加处安装刮板。 3号4号皮带机地面围堰 ? AA extraction fan cover AA排风扇外罩 ? dust collector – PLC PLC集尘器 ? crusher floor under CV16 在16号皮带机下修建破碎机场地 ? crusher - damage to cable trays破碎机 - 损坏了电缆托架 ? screen house屏蔽房子 ? girth gear lube inspection hatch矢轮润滑检查窗口 ? TSF cross-over, flush lines TSF交叉，冲洗管道 ? CV13 &

14, CV16 water outlets. 13、14和16号皮带机出水口 ? ladders &

walkways @ primary cyclone一段旋流器楼梯和过道 ? ROM bin grizzly finger原矿仓格筛指型筛板 ? mesh at drawpoints for all CAF stopes为所有充填采场放款口安 装围网 ? long hole rise firing plans深孔增加爆破计划 ? boilies w/s, cutting table 沸点 w/s, 切桌 ? ug cable reel handling device井下电缆卷轴操作设备 ? Value 005, elution sump pump评估005，洗提池地坑泵 ? skyway map in each truck 每辆车配有井下线路图 ? solid impact area on top deck screenhouse在操作台屏蔽室上方 的固体物影响区域 ? dye in mixing tanks to id cyanide leaks from pipes在配制罐里用颜 色指明氰化钠从管道泄漏之处 ? eliminating spillage, rear wall head chute消除泄漏，给首槽加上 后围 ? stud welder螺柱焊机 ? CV 3/4 ground bund 5S - Five Pillars of Workplace Organization 5S-工作现场组织性的5根支柱 Maintenance and continuous Improvement 保持和持续改进 Organise tools and materials SHITSUKE清洁 and optimise Eliminate all nonSUSTAIN标准化 essential items from working space Develop the Workplace 组织工具和材料， SEISO清扫 SHINE洁净 standard 把不必要的东西从工 优化工作空间 procedures SEITON整顿 作现场清除掉 Regularly and checklists SET IN ORDER排序 clean workplace and to maintain SEIRI整理 workplace Equipment SORT筛选 定期清洁工作现 Organisation 编制标准程序和 场和设备 检查表 Waste 单，保持工作现 identification 场的组织性 and elimination 鉴别并消除各种浪费 SEIKETSU素养 STANDARDISE持续性 Implement standard procedures to monitor and sustain workplace Organisation 实施标准程序，监督 和维持 工作现场的组织性 5S Numbers Game 5S数字游戏 When the numbers appear below, count as high as you can from 1 to 30 in 15 seconds. . . 当出现下列数字时，在30秒钟内尽可能地从1数到30。 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S Numbers Game 5S数字游戏 Now the numbers will be SORTED. Now count as high as you can from 1 to 30 in 15 seconds. . . 现在将要对数字进行检索，在15秒钟内尽可能从1数到30...... Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S Numbers Game 5S数字游戏 Now the numbers will be SORTED. Now count as high as you can from 1 to 30 in 15 seconds. . . 现在将要对数字进行检索，在15秒钟内尽可能从1数到30...... Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S Numbers Game 5S数字游戏 Which numbers are missing? 缺少哪几个数字 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S Numbers Game 5S数字游戏 What do we need to make sure that this can be maintained? 我们怎样才能确保这些能够得以维持？ ?Standards and标准及 ?Tools to sustain工具来维持 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 Surface Electrical Workshop 地表电气维修车间 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S - Five Pillars of Workplace Organization 5S - 工作现场组织性的5根支柱 Example 例子 Tyre shop – before. . . 轮胎维修车间 - 以前 . . . and after 5S 实施5S以后.... Do we have quick access to everything to get the job done? Which environment will be more productive? Safer? 我们是否能快速取到各种材料来完成 工作任务？ Sort 筛选 哪种工作环境更有成效？更加 安全？ Standardize 标准化 Set in order 排序 Shine 洁净 Sustain 持续性 5S Example: Electrical Workshop 5S例子：电气维修车间 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 5S Example: Electrical Workshop 5S例子：电气维修车间 Sort 筛选 Set in order 排序 Shine 洁净 Standardize 标准化 Sustain 持续性 Three Step Problem Solving 问题解决之三步法 Step 1 Diagnose opportunity/set goals 诊断时机/设定目标 Step 2 Generate and evaluate ideas 产生想法和评估 想法 Step 3 Plan implementation 实施计划 eg 案例 Narrow vein tonnes 薄窄矿脉的矿石开采量 Mill relines 磨机换衬板 Mill throughput 磨机处理量 Three Step Problem Solving 问题解决之三步法 1. Diagnose opportunities and set goals 诊断时机和设定目标 ? Define the problem 阐述问题 ? Set milestones 设定里程碑 Downtime Data 停机分析 ? Build an Action Plan 编制行动计划 Shift Sheets 交接班表单 Plant Records 工厂记录 Operating Costs 运营成本 Three Step Problem Solving 问题解决之三步法 Past performance 以往的业绩 JOS PROJECT OVERVIEW –MILL THROUGHPUT JOS项目总揽 - 磨机处理量 The problem to be solved将要解决的问题: ? How can mill throughput be increased via more consistent operating practices, debottlenecking critical equipment and maintaining up-time. This is a top priority for the Mine due to its major BVA impact.如何通过更为统一的运行操作、消除关键设 备瓶颈和保持运行率等来使磨机处理量得以提高？由于BVA的影响矿山最重要的事情 Project boundaries/scope项目范畴/范围 ? Primary focus on production-related activities首先关注与生 产相关的活动 ? 50 hotspot project to maintain availability50项热点项目来 保持开工率 ? Mill grind sensitivity metallurgical study磨机磨矿敏感度的 冶金技术研究 ? SWP?s &

SOP?s development for standardisation编制标准工 作程序和标准作业程序来实现标准化 ? Only no/minimal capital solutions will be contemplated仅从没 有资金投入或最少资金投入的解决方案上来考 虑 Major challenges/risks主要挑战/风险：

? Ore availability from U/G. 井下开采的矿石量 ? Maintaining availability with TPOH increases.保持设备开机 率，提高处理量 ? Controlling dilution from underground控制井下的矿石贫 化现象 Decision makers决策人: ? Barry Mitchell: Resident Manager驻现场经理 ? Stewart Marsh: Treatment superintendent选厂监理 ? Mill Foremen磨矿班长 Other business impacts其他的运营影响: ? Corporate profits公司利润 Criteria and measures for success成功 的标准和衡量措施 ? $BVA impactBVA的影响: A$7.4M ? Top-line KPI(s)一线的主要工作业绩指标: Tonnes per day 日产量 ? Current performance现在的成绩是: 2,082 tpd ? Target performance目标成绩: 2,164 tpd ? Technical Limit技术极限: 2,329 tpd ? Percent of gap closed差距: 33% Time frame时间设定: ? Start date开始日期: ? End of Phase 1第1阶段结束日期 ? End of Phase 2第二阶段结束日期: ? End of Phase 3第三阶段结束日期: ? Total duration整个阶段持续时间: Team composition团队构成 Role: Name: Team leader CI Coach Analyst Support 1 Support 2 Commitment: 20% 25% 100% 100% 100% Mill Throughput Project 磨机处理量项目 Three Step Problem Solving 问题解决之三步法 Step 1 Diagnose opportunity/set goals 诊断时机/设定目标 Step 2 Generate and evaluate ideas 产生想法和评估想法 Step 3 Plan implementation 实施计划 Three Step Problem Solving 问题解决之三步法 2. Generate and evaluate ideas 产生想法和评估想法 ? Address root causes解决根源问题 ? Brainstorm for ideas对各种想法集思广益 ? Prioritise ideas给各种想法排序 ? Build Action Plans for ideas为各种想法制定实施计划 Three Step Problem Solving 问题解决之三步法 PROCESS – SUMMARY 流程 - 概述 Throughput Action Plan 行动计划 Minor 790 – 805KTPA 产量 微小的 79-80.5万吨/年 Current performance当前成绩 TREATMENT 选厂 Quality Recovery 质量 回收率 Minor 微小的 97.1% - 97.9% ACTION PLAN: Mill throughput 磨机处理量 increase wear life 92.50 (tpoh)小时处理量 : 94.25 Technical limit技术及限 (tpoh): 93.5 18 month target 18个月目标: A$0.8 Value of reaching target 实现目标价值: M Percentage of gap closed差距: 66% Crusher Liners Cost 破碎机衬板 提高耐磨寿命 Power 成本 电力 原装配件 Maintenance Initiative 采取的措施 ? Optimise slurry circuit Key activities 主要行动 End Date 领导人 责人 开始日期 结束日期 Start Date Initiative Responsible Resources Leader person/s负 Required 所需资源 维修维护 OEM parts Crusher maintenance 破碎机维修 优化矿浆流 configurations of both mills通过改变参 程 数和观察结果，调整一段磨机和 二段磨机之间的间隙，并优化两 台磨机的钢球添加配比。 ? Operator Training ? Adjust the split between the primary and secondary mills by making small changes to parameters and observing results and optimise the ball charge ? Continue to increase knowledge and skills of operators to continue to increase consistency of operation不断 Breakout Diagrams 分解图 操作工 培训 ? Milling circuit operation decision making flow Chart 地提高操作工的知识和技能来持 续提高运行的稳定性。 ? Develop flow chart which incorporates the key ingredients of all milling operations decisions (eg density control) Mill Throughput Project 磨机处理量项目 制作流程，将所有磨矿作业 磨矿流程 决策的要点进行整理合并 作业的决 （例如浓度控制） 策流程 Three Step Problem Solving 问题解决之三步法 Prioritising exercise. . . 给各种活动进行先后排序...... I need transport, I want to go fast, but I don?t have much money. Using the diagram below, prioritise according to price and speed. 我需要增加运输，我需要动作更快，我没有更多资金等... 采用下列图表，根据价格和速度进行优先安排 F1赛车 保时捷911 花园里的乌龟 摩托车 马 灰狗长途车 喷气式战机 帆船 高速列车 气垫船 高 价格 低 慢 速度 快 Three Step Problem Solving 问题解决之三步法 Step 1 Diagnose opportunity/set goals 诊断时机/设定目标 Step 2 Generate and evaluate ideas 产生想法和评估 想法 Step 3 Plan implementation 实施计划 Three Step Problem Solving 问题解决之三步法 3. Plan implementation计划实施 ? Do we have a strong action plan? 我们是否有强有力的行动计划 - Who is doing what for when? 谁在什么时间里做什么事？ ? What are our critical milestones? 我们的至关 紧要的里程碑是什么？ ? How are we tracking our success? 我们如何才能通向成功？ ? Are we doing what we said we?d do? 我们是否说到做到？ 回顾 行动 计划 Three Step Problem Solving – Success 问题解决之三步法 - 成功 Mill Throughput Project磨机处理量项目 WHY BRAINSTORMING? 为什么头脑风暴？ ? Unleashes group brain power – “many heads are better than one” 释放团队的群策群力 力量 - “人多好商量” ? Allows ideas to build on each other 让每个人都构建各种 想法 …helps generate lots of good ideas… 帮助产生众多的 好主意 …builds ownership… ......建立所有 权....... ? Allows people to be Heard 倾听人员的心声 ? Helps people see the need and potential for Improvement 帮助人员观察到改进的 必要性和可改进之处 A GOOD BRAINSTORM HAS… 一个好的头脑风暴包括... ?A fast pace 加速前进步伐 ?Participation from everyone 人人参与 A large quantity of variable quality ideas generated in a short space of time 在短时间内产生质量 高而数量众多的各种 想法 ?A focus on quantity not quality 关注数量而不是质量 ?No criticisms of ideas 不对各种想法持批判态度 ?Ideas that ?piggyback? off other ideas “顺搭”着他人的想法，提出更完善的想 法 GROUND RULES 基本规则 Think ?outside the box? “跳出框框”来思考 ? Consider different approaches考虑不同的方 式方法 Don?t stamp on an idea勿 压制想法 ? Build on someone?s idea to make it better 将一些人的想法进行发挥完 善，使其更好 No war stories 勿挑起战事 ? Turn stories into constructive ideas 将事情转化成建设性的想法 No sacred ducks 勿做圣贤 C G No complaining or griping 切勿抱怨或苦恼 ? Don?t bring problems without solutions 不要提出没有解决方案的问题 No evaluation 勿去评价 ? Evaluate ideas after Brainstorming 在集思广益之后再对各种想法 进行评估 BRAINSTORMING 头脑风暴 思维启动器 THOUGHT STARTERS – EXAMPLES 思维启动器 - 例子 ? Exercise 1: Circle Diameter 练习1：圆的直径 ? Exercise 2: The Nine Dots 练习2：9点图 ? Exercise 3: Roman Numerals 练习3：罗马数字 EXERCISE 1: CIRCLE DIAMETER 练习1：圆的直径 What is the diameter of the circle? 什么是圆的直径？ EXERCISE 1: CIRCLE DIAMETER 练习1：圆的直径 What is the diameter of the circle? 什么是圆的直径？ Making a quick assumption that triangle has a right angle, we can quickly determine that the approximate diameter is 16 cm because diagonals of a square are equal. The answer is not exactly correct, but it is quick and fairly accurate 迅速假设三角形有个直角，我们就能迅速 确定直径大约是16cm，因为正方形的对 角线是相等的。这个答案并不完全正确， 但是这种方法比较快而且也比较准确。 EXERCISE 2: THE NINE DOTS 练习2：9点图 Connect all nine dots in four straight lines without lifting your pen from the paper 在不提笔的情况下，将下列9个圆点用4条直线联接起来。 EXERCISE 2: THE NINE DOTS 练习2：9点图 You must go outside of the dots in order to complete the exercise 为了完成这个练习，你必须跳出圆点范围 EXERCISE 3: ROMAN NUMERALS 练习3：罗马数字 Make the Roman numeral 9 into a 6 with one line 将罗马数字9在同一排线上变成6 IX EXERCISE 3: ROMAN NUMERALS 练习3：罗马数字 SIX BRAINSTORMING – Possible Topics 头脑风暴 - 可能讨论的话题 ? Idea suggestion system想法建议系统 ? Communicating and feedback沟通与反馈 ? Effective KPI?s有效的主要业绩指标 ? Recognition schemes表彰方案 ? Measuring success衡量成功与否 BRAINSTORMING – Topics 头脑风暴-话题 1. How can we improve the Idea Suggestion System so that we get more ideas? 我们如何改进想法建议系统，使我们获得更多的想法？ 2. What can we do to increase the degree &

quality of communication so that everybody is involved? 在促进沟通程度和沟通质量上，我们需要做些什么才能让 所有人都参与进来？ REVIEW 回顾 ? Putting the right people in the right job to improve the right things using the right tools at the right time. 采用了适人适用的方式，用正确的手段措施在正确的时间里促进 正确的事情。 ? Continuous Improvement is about making the job you do safer, better, faster, cheaper, easier, cleaner. 可持续改进就是使你在工作中做得更安全、更好、更快、成本更 低、更容易、更整洁。 ? “Growth through Excellence” 追求卓越，不断成长 REVIEW 回顾 5S - Five Pillars of workplace Organisation 5S - 工作场所组织的5大支柱 Tools for Improving Workplace Organisation 促进工作现场组织的手段措施 Visual Controls视觉控制 Key Performance Indicators主要业绩指标 Tools for Improving Bottom Line 改进底线的手段措施 计划 Total Equipment Asset Maintenance (TEAM) 所有设备资产的维修维护 Overall Equipment Effectiveness (OEE) 所有设备的效率 Technical Limits (TL?s) 技术限制 回顾 行动 Three Step Problem Solving 问题解决之三步法 Total Cost of Ownership (TCO) 业主的总成本 Questions 问题 ? 

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