对车间生产的支持－Gemba Work

Introduction1.Gemba walk by managers, also so-called “Go&See”, is one important part of OPERATIONAL MANAGEMENT.和经理在现场工作，也叫做”去和看”，是运营管理中重要的部分。
2.The Gemba walk by managers SHALL BE DONE DAILY, even better if several times a day.（此项工作应每天做，而每天做几次则更好）
3.Each manager shall refer to the STANDARD WORK FOR LEADERS as check list of items to be seen by workshop leaders, including managers.（每个经理应将领导的标准工作作为检查清单中的项目使车间领导及经理能够看到）
4.This guideline highlights some QUESTIONS TO FIND OUT or CLARIFY PROBLEMS which every workshop manager shall do when going through the Gemba Walk.（这个准则中强调了车间经理在现场工作中应该做的事－发现的问题或需要说明的问题。）

Questions to Ask Yourself

Is the component late? If late: grasp the situation and address the problem on the visual board.（工件是否延误？如果晚了，了解其状况并在看板上记录问题及原因）
Does the actual START AND FINISH DATES written on board differ from BASELINE (kanban card)? If different: grasp the problem and address it on the visual board (also report the GAP in number of days, because it impacts directly on lead time).（写在看板上的实际的开始和完成时间是否与初始时间不同（看板卡片）？如果不同，了解其状况并在看板上记录问题及原因（并且以天数报告差异，因为这会直接影响到lead time)
Is the machine stopped? If stopped and the reason is non-production dependant: grasp the situation and address the problem on the visual board. If stopped and the reason is production dependant but in low efficient way: grasp the situation and address the problem on the visual board.(机器是否停下来？如果是非生产性停机，将问题及原因记录在看板上；如果是生产性停机，并且超出合理时间，将问题及原因记录在看板上)

Are there 2 operators assigned to 1 machine and both are watching the machine running? If yes: grasp the situation along with Supervisor. Address the problem on the visual board.（是否有闲置人员在机床上？如果是：和主管一起掌握其运转情况，将问题点解决掉并反映在看板上）
Ask the Operator whether the IE documents are consistent with the actual conditions. If not: grasp the situation and address the problem on the visual board. 询问操作者：IE 文件是否在实际中被坚持使用，如果没有，通过可视化看板记录这个问题。
Ask the Operator whether he has got all tools/devices for performing his job? If not: grasp the situation and address the problem on the visual board.（询问操作者：在他的工作中，是否所有要用的工具和设备都得到了，如果没有，了解其状况并在看板上记录问题及原因。
Ask the Operator whether there is malfunction already reported to Maintenance, but without proper solution or feedback from Maintenance yet. If problem: grasp the situation and address the problem on the visual board.（询问操作者：故障是否已经报告维修，但尚没有来自维修解决或反馈，如果是：反映情况和位置在可视化看板上）
Ask the Supervisor whether there is any problem related to machines’ boundaries (crane availability, component availability, space availability, people availability, tools and devices availability). If any problem reported: grasp the situation and address the problem on the visual board.（询问主管：是否有于机床相关的问题（有效的起重，部件，空间，人员，工具和设备）如果有问题：掌握其情况和位置反应在可视化看板上）
Look at the machine visual board to see whether the problem record list and action (Level 1) is being well used (problem clearly recorded, action taken, responsible person, due date, status. Otherwise, take action with Supervisor.（去看机床的可视化看板，问题的记录和行动（1级的）是否被使用，（问题记录清楚，行动被执行，责任人，预计完成时间，状态以及其他）否则，和主管一起采取行动。
Go to the Problem Record Visual Board and check up:去问题记录看板并检查：
That problems of Level 2, 3 and 4 have been recorded (NO PROBLEM IS A PROBLEM);（2.3.4级问题是否被重复记录了？（没有问题点也是问题）
That there are actions defined for all the problems addressed – it shall be no later than 2 days after problem found; If missing action: take action. 所有的问题都有措施被定义，要在问题发现的两天之内解决，如没有行动，要立即执行。
If the problem will take more than 7 days to solve, counted from the date of problem found, then it must be escalated to next higher level;如果解决问题要花多于7天的时间，（从问题发现后的那天算起.) 那么它必须被升级到下一个级别。
If some problem has not been solved within the due date (Delayed Status), then it should be escalated to next higher level;如果问题在预计时间内没有解决（延误状况），那么它必须被升级到下一个级别。