通用大宇持續(xù)改進PDCA培訓(xùn)材料

1、通用大宇持續(xù)改進PDCA培訓(xùn)材料 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualitySta

2、ndardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialSt

3、orageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/

4、 Order PartsContinuous Improvement Company持續(xù)改進的公司持續(xù)改進的公司Small, steadyimprovements toconstantly improveThe Standard! 從細小、穩(wěn)定的改進到標準的不斷提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改進就難以生存Continuous ImprovementWhat Is Absolutely Necessary Before Continuo

5、us Improvement Can Occur?在能夠進行持續(xù)改進前什么工作是絕對必要的？在能夠進行持續(xù)改進前什么工作是絕對必要的？Stability Through Standardization!通過標準化獲得穩(wěn)定發(fā)展通過標準化獲得穩(wěn)定發(fā)展StandardizationImprovement改進改進StandardizationStandardizationStandardizationImprovement改進改進Improvement改進改進Continuous ImprovementStandardization Before Continuous Improvement! 在進行

6、持續(xù)改進前的標準在進行持續(xù)改進前的標準標準化標準化標準化標準化標準化標準化標準化標準化Plan 計劃計劃Do 實施實施Check 檢查檢查Action 運作運作 The PDCA CyclePDCAThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their status and then react to everything沒有遠見的公司很少做計劃，大多數(shù)情況是直接實施，從

7、不沒有遠見的公司很少做計劃，大多數(shù)情況是直接實施，從不檢查實施情況，此后對每件事都是如此檢查實施情況，此后對每件事都是如此 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界級的大公司會做非常周詳?shù)挠媱?，對每件工作進行跟蹤世界級的大公司會做非常周詳?shù)挠媱潱瑢γ考ぷ鬟M行跟蹤檢查以便及時采取糾正措施并按進度表運行檢查以便及時采取糾正措施并按進度表運行BADGOODLets go to K

8、yong Ju! Plan 計劃計劃Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on timeOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 實施實施Grasp the Situation掌握情況掌握情況Check 檢查檢查Action 運作運作ManufacturingProcess ValidationProductQualityStand

9、ardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliveryS

10、impleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignInteg

11、ration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and Layo

12、utBusiness Plan DeploymentTotal ProductiveMaintenance暗燈概念暗燈概念TPM業(yè)務(wù)計劃實施業(yè)務(wù)計劃實施解決解決問題問題持續(xù)改進的過程持續(xù)改進的過程早期管理及早期管理及綜合設(shè)計綜合設(shè)計(DFM/DFA)廠房，設(shè)備，工具及廠房，設(shè)備，工具及布置的精益化設(shè)計布置的精益化設(shè)計ManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualMan

13、agementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProces

14、sFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment業(yè)務(wù)計劃實施業(yè)務(wù)計劃實施QualitySystemManagementEarly

15、 Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutA common process which enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定定 義義Safety People Q

16、uality Responsiveness CostBPD是一種共有的方法，它能使多個部分是一種共有的方法，它能使多個部分組成我們的全球團隊，通過五個核心范疇組成我們的全球團隊，通過五個核心范疇統(tǒng)一行動以達到公司的總體目標：統(tǒng)一行動以達到公司的總體目標：安全安全員工員工質(zhì)量質(zhì)量 響應(yīng)響應(yīng)成本成本?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部門主管部門主管通過不同的途徑通過不同的途徑?jīng)]有落實責任沒有落實責任目標向沖突目標向沖突任務(wù)任務(wù)重復(fù)重復(fù)ON

17、LY HE KNOWS THE GOALS MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任務(wù)任務(wù)對工作進行跟蹤對工作進行跟蹤調(diào)動資源調(diào)動資源關(guān)注關(guān)注目標目標思路清晰思路清晰共同目標共同目標Division Director部門主管部門主管EVERYONE KNOWS THE GOALSAfter BPDConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchievin

18、g Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS為了實現(xiàn)為了實現(xiàn)GMDAT/DIMC的宗的宗旨，我們必須實現(xiàn)我們的目標旨，我們必須實現(xiàn)我們的目標宗旨宗旨/任務(wù)任務(wù)定期堅持審議定期堅持審議協(xié)調(diào)協(xié)調(diào)具體目標具體目標明確目標明確目標清晰的，可量化的目標清晰的，可量化的目標有搜尋目標的方法有搜尋目標的方法我們的宗旨我們

19、的宗旨Safe working environment for all employeesRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故零事故 Lost Work Day沒有損失工作日事故沒有損失工作日事故Increase Compliance of PPE增加對增加對PPE的使用的使用定期堅持審議

20、定期堅持審議協(xié)調(diào)協(xié)調(diào)我們的宗旨我們的宗旨宗旨宗旨 / 任務(wù)任務(wù)為所有員工創(chuàng)造安全的工作環(huán)境為所有員工創(chuàng)造安全的工作環(huán)境為了實現(xiàn)為了實現(xiàn)GMDAT/DIMC的宗的宗旨，我們必須實現(xiàn)我們的目標旨，我們必須實現(xiàn)我們的目標Why Engage the Workforce? 為何要雇傭工人為何要雇傭工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 員工的參與率員工的參與率參與的可能性參與的可能性為什么為什么?為什么為什么?為什么為

21、什么?為什么為什么?為什么為什么?Who is involved in BPD? Everyone! 那些人與那些人與BPD有關(guān)？有關(guān)？每個人！每個人！Mission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任務(wù)任務(wù)/對策對策目標目標實施計劃實施計劃The Cascading Process(catch balling 抓住要點抓住要點)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading S

22、trategies and Objectives詳細的實施計劃及應(yīng)急措施詳細的實施計劃及應(yīng)急措施層層實施計劃并實現(xiàn)目標層層實施計劃并實現(xiàn)目標Action PlansClear TargetsReview Process實施計劃實施計劃目標清晰目標清晰Clear TargetsReview Process目標清晰目標清晰回顧流程回顧流程層層遞進的流程層層遞進的流程Goals & ObjectivesClear TargetsAction PlansReview Process目標目標目標清晰目標清晰實施計劃實施計劃Each Level of Leadership Must Hand Do

23、wn Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing,

24、 But Something That Will Affect the Next Level Up對于同一目標中相同的事情不需要都量化，但有些事情卻會對于同一目標中相同的事情不需要都量化，但有些事情卻會影響到下一層次的改進影響到下一層次的改進 . Targets: Specific, Measurable, Aligned, Realistic & Timed 目標是：目標是：特定的，特定的， 可測量的，可測量的， 校正的，校正的， 現(xiàn)實的現(xiàn)實的 定時的定時的Targets Have To Have Meaning To People!目標對員工必須有意義！目標對員工必須有意義！ Te

25、am LeaderI have to achieve 0.000135 Hours/Vehicle?GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我知道自己應(yīng)得的餡餅有多大我知道自己應(yīng)得的餡餅有多大班組駕駛座安

26、裝班組駕駛座安裝主要耗材（手套）GMDAT/DIMC每輛車的成本大宇昌原整車廠大宇昌原整車廠總制造成本總裝車間主任總裝車間主任預(yù)算調(diào)整一工段工段長調(diào)整一工段工段長三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的，指定的， 可測量的，可測量的， 校正的，校正的， 現(xiàn)實的現(xiàn)實的 定時的定時的Targets Are A Good Start

27、, But We Need Good Methods To Achieve Them目標是個好開端，但需要好方法才能達到。GOAL = Lead a Healthy Lifestyle 以一種健康的生活方式生活以一種健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗條保持苗條TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有計劃地鍛煉有計劃地鍛煉 (每周每周3次次) - Cut Down On Fast Food (1x/week) 減少吃快餐的次數(shù)（每周減少吃快餐的次數(shù)（每周1次）次）The Co

28、ncept Can Be Applied To Anything In Life!GOAL =OBJECTIVE =TARGET =METHOD(S) =BPD Exercise Think of an example at work or at home where you can establish a Goal, Objective, Target and at least one Method 想想工作或想想工作或生活中設(shè)立的目標及實現(xiàn)方法。生活中設(shè)立的目標及實現(xiàn)方法。 Discuss as a team and report Take 10 minutes 團隊討論及匯報團隊討論及匯

29、報-十分鐘十分鐘Plan 計劃計劃Do 實施實施Check 檢查檢查Action 運作運作 PDCA is the foundation of BPDPDCA是是 BPD的基礎(chǔ)的基礎(chǔ)Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行動行動 PLANDOPROBLEM SOLVING問題解決問題解決CHECKACT0 050501001001st1st3rd3rdPDCA如何運作如何運作?未完成需要改進完成Regular Revi

30、ewsGoals, Objectives, Targets, MethodsCountermeasures對策對策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They Can Control! 當每個人都當每個人都集中力量做事，我們就一定能成功做到集中力量做事，我們就一定能成功做到BPD。Why cant they design better cars?What

31、 can I do in my area to improve?Ask Not What Others Can Do Ask What Can You Do On Your B.P.D.! 不追問別人做的，關(guān)鍵在你的自己BPD能做的。uVisual Management Status at a Glance 可視化管理讓信息容易讀取 - Makes out of standard condition highly visible. 突出超標的情況。uOpen Communication/Team Concept - Enables all to focus on action plan/cou

32、ntermeasures and discuss as a team. 讓所有人像一個團隊一樣共同關(guān)注某個行動的計劃或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是評定是否獲得持續(xù)改進的工具 - Achieve targets and then “raise the bar”. 達到了目標，接著制定更高的目標。uPDCA - Discipline & Follow-up 一種規(guī)則并需要持續(xù)進行u“Go-To-See” Leadership

33、Style “Go-To-See” 領(lǐng)導(dǎo)模式 - Dont just sit at desk and receive reports. 不要只是坐在辦公室等待別人來匯報。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegratio

34、n (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ord

35、ering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗燈暗燈概念概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQual

36、ity StandardsWhat is an Andon System? 什么是暗燈系統(tǒng)什么是暗燈系統(tǒng)?The ANDON System allows team members to pull the cord and call for help when there is a problem or out of standard situation.The ANDON System is an enabler to control quality while keeping the line running by pulling in support to address problems

37、 before they stop the line暗燈系統(tǒng)允許員工在出現(xiàn)問題或有超標情況時拉繩索以尋求幫助暗燈系統(tǒng)允許員工在出現(xiàn)問題或有超標情況時拉繩索以尋求幫助暗燈系統(tǒng)可以在保持流水線繼續(xù)運行的情況下，員工拉下繩索尋求支持人員在暗燈系統(tǒng)可以在保持流水線繼續(xù)運行的情況下，員工拉下繩索尋求支持人員在停線前到出現(xiàn)問題的工位解決問題，以滿足對質(zhì)量的控制。停線前到出現(xiàn)問題的工位解決問題，以滿足對質(zhì)量的控制。Always Remember The PrioritiesSafety (安全安全)People (員工員工)Quality (質(zhì)量質(zhì)量)Responsiveness (響應(yīng)響應(yīng))Cost (成

38、本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時我們?yōu)榱诉_到質(zhì)量要求而不得不放棄響應(yīng)10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗燈控制繩索第一步：拉暗燈控制繩索, 工位的指示燈會亮起并伴隨著音樂工位的指示燈會亮起并伴隨著音樂When there is a problem or out of sta

39、ndard situation which can not be fixed by the team member, then 當員工不能單獨解決出當員工不能單獨解決出現(xiàn)的問題或超標的情況現(xiàn)的問題或超標的情況時時Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步：第二步： 在暗燈系統(tǒng)主看板上相應(yīng)區(qū)域的指示燈變成黃色，班組長對暗燈在暗燈系統(tǒng)主看板上相應(yīng)區(qū)域的指示燈變成黃色，班組長對暗燈系統(tǒng)的信號做出反應(yīng)系統(tǒng)的

40、信號做出反應(yīng)STVCONEQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3Step 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人員立刻到達并開始解決問題，班組長對此負責第三步：支持人員立刻到達并開始解決問題，班組長對此負責Andon Steps (Contd)Step 4 - Line continues to move to fixed position stop第四步：生產(chǎn)線繼續(xù)運行直到定點停第四

41、步：生產(chǎn)線繼續(xù)運行直到定點停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：問題解決，班組長解除暗燈信號以保持生產(chǎn)線繼續(xù)運行。第五步：問題解決，班組長解除暗燈信號以保持生產(chǎn)線繼續(xù)運行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 6 If Andon is not deactivat

42、ed by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：如果車輛到達定點停時班組長仍然沒有解除暗燈信號，生產(chǎn)線停止并且主第六步：如果車輛到達定點停時班組長仍然沒有解除暗燈信號，生產(chǎn)線停止并且主看板上紅燈開始閃爍，停線鈴開始響起看板上紅燈開始閃爍，停線鈴開始響起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet Line at

43、 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (at or before 70% Line) to Address Problems Before They Stop the Line! 在線停之前，盡早拉動暗燈線宣告出在線停之前，盡早拉動暗燈線宣告出現(xiàn)問題。（在現(xiàn)問題。（在70%線位或之前），線位或之前），Purpose of “70% Line”70% LineReaction TimeMgrGroup Lead

44、erTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人員都有職責支持生產(chǎn)一線的員工主管及所有人員都有職責支持生產(chǎn)一線的員工班組成員班組成員班組長班組長工段長工段長主管主管尋求幫助尋求幫助支持支持支持支持支持支持決定決定決定決定決定決定拉下暗燈拉索拉下暗燈拉索Andon ConceptRo

45、le of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班組成員的職責班組成

46、員的職責 按照標準化要求作業(yè)按照標準化要求作業(yè) 主動查找超標情況主動查找超標情況 如果發(fā)現(xiàn)了異常狀況或缺陷但無法及時解決，拉下暗燈拉如果發(fā)現(xiàn)了異常狀況或缺陷但無法及時解決，拉下暗燈拉索，并繼續(xù)做自己的工作直到支持人員到達。索，并繼續(xù)做自己的工作直到支持人員到達。 支持的班組長按要求解決問題支持的班組長按要求解決問題Focus On Standardized Work!Andon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Team

47、 Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined a correction can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班組長職責班組長職責在暗燈信號發(fā)出后立刻趕到發(fā)生問題的區(qū)域查明原因并實施在暗燈信號發(fā)出后立刻趕到發(fā)生問題的區(qū)域查明原因并實施支持支持到達問題區(qū)域后立刻開始解決問題到達問題區(qū)域

48、后立刻開始解決問題當班組長認為可以把問題解決時解除暗燈信號。班組長與班當班組長認為可以把問題解決時解除暗燈信號。班組長與班組成員共同開始解決問題。組成員共同開始解決問題。班組長管理暗燈系統(tǒng)班組長管理暗燈系統(tǒng)Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to countermeasure the problem, and get the line running as soon as possible.Call additional

49、support as needed (i.e. maintenance, quality, etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with all available resources to eliminate problems. 工段長職責工段長職責當班組長不能解決問題時要提供支持并盡快讓生產(chǎn)先當班組長不能解決問題時要提供支持并盡快讓生產(chǎn)

50、先運轉(zhuǎn)起來運轉(zhuǎn)起來如果需要可以尋求外部支持（如：維修，質(zhì)量等部門如果需要可以尋求外部支持（如：維修，質(zhì)量等部門人員）人員）與班組長一起確定問題的起因是否已經(jīng)被確認出來并與班組長一起確定問題的起因是否已經(jīng)被確認出來并且保證解決措施得到實施且保證解決措施得到實施在停線時進行監(jiān)控，確定問題區(qū)域并調(diào)動一切可利用在停線時進行監(jiān)控，確定問題區(qū)域并調(diào)動一切可利用資源解決問題資源解決問題Support The Team!Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving

51、ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Quality in station Inspection and Feedback Open Communication Teamwork Improved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO

52、.33O.D. Reference 4團隊概念團隊概念縮小團隊規(guī)?？s小團隊規(guī)模工作標準化工作標準化(FPS)明確質(zhì)量標準明確質(zhì)量標準職員培訓(xùn)職員培訓(xùn)相互信任相互信任/尊重尊重保持單件工時保持單件工時停線點停線點緩沖架緩沖架加工能力加工能力好處好處 實施的糾正措施不能復(fù)原實施的糾正措施不能復(fù)原 在工位控制質(zhì)量在工位控制質(zhì)量 檢查和反饋檢查和反饋 開放式交流開放式交流 團隊合作團隊合作 提高生產(chǎn)力提高生產(chǎn)力Why is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and I

53、ssues Affecting Throughput使用暗燈數(shù)據(jù)通過確定瓶頸及影響產(chǎn)出的問題來達到持續(xù)改進使用暗燈數(shù)據(jù)通過確定瓶頸及影響產(chǎn)出的問題來達到持續(xù)改進TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析報告分析報告Discuss Countermeasures討論對策討論對策Improve!改進改進Andon Is Not Just a System Of Wires and Lights暗燈系統(tǒng)不僅僅是一個由電線和燈泡組成的系統(tǒng)暗燈系統(tǒng)不僅僅是一

54、個由電線和燈泡組成的系統(tǒng)It is a Concept of Calling For Help它是一種尋求幫助的理念它是一種尋求幫助的理念Pull Your Andon!在需要幫助時拉下拉索！在需要幫助時拉下拉索！EVERYONE HAS AN “ANDON CORD”每個人都有一根每個人都有一根“暗燈拉索暗燈拉索”ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardS

55、tandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal Tra

56、nsportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationP

57、rocessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving問題問題解決解決What Is a Problem? 什么可稱為問題什么可稱為問題? ?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situationu問題定義為現(xiàn)行的標準或期望與實際情況之間的差異問題定義為現(xiàn)行的標準或期望與實際情況之間的差異StandardActualDiscre

58、pancyTIMELEVEL標準標準實際實際差異差異水平水平時時間間Problem Solving問題解決問題解決Problem Solving問題解決問題解決uProblems Are the Seeds for Improvement! 問題是進行改進的萌芽！問題是進行改進的萌芽！uProblems Are Positive Opportunities! 問題絕對是改進的機會！問題絕對是改進的機會！uIf There Are No Problems, Then Something Is Wrong! 沒有問題才是最大的問題！沒有問題才是最大的問題！成長成長GrowinguProblems

59、Are Not About Blaming People! Blame The Process Not the People! 需要責備的是工藝，不是員工！需要責備的是工藝，不是員工！ Problems Occur Because of Failures in the System. Problem Solving問題問題有問題不意味這要責備員工！有問題不意味這要責備員工！由于系統(tǒng)失效才產(chǎn)生問題。由于系統(tǒng)失效才產(chǎn)生問題。Guiding PrinciplesEveryone is responsible for Problem Solving每個人都對解決問題負有責任每個人都對解決問題負有責任T

60、eamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指導(dǎo)原則指導(dǎo)原則班組成員班組成員班組長班組長工段長工段長部門領(lǐng)導(dǎo)部門領(lǐng)導(dǎo)物流物流工程師工程師主管主管5-Phase Problem Solving問題解決的五個階段問題解決的五個階段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟蹤確認跟蹤確認確定問題確定問題立即維修立即維修糾正措施糾正措施分析根源分析根源5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseB