持續(xù)改進(jìn)培訓(xùn)材料PPT課件教材講義

1、Continuous ImprovementGMS持續(xù)改進(jìn)員工參與標(biāo)準(zhǔn)化制造質(zhì)量縮短制造周期持續(xù)改進(jìn)32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturin

2、gProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall

3、 LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenan

4、ce Fixed Period Ordering System/ Order PartsContinuous Improvement Company持續(xù)改進(jìn)的公司Small, steadyimprovements toconstantly improveThe Standard! 從細(xì)小、穩(wěn)定的改進(jìn)到標(biāo)準(zhǔn)的不斷提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改進(jìn)就難以生存Continuous ImprovementWhat Is Absolutely

5、Necessary Before Continuous Improvement Can Occur?在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對(duì)必要的？Stability Through Standardization!通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展StandardizationImprovement改進(jìn)StandardizationStandardizationStandardizationImprovement改進(jìn)Improvement改進(jìn)Continuous ImprovementStandardization Before Continuous Improvement! 在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn)標(biāo)準(zhǔn)化標(biāo)準(zhǔn)

6、化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化Plan 計(jì)劃Do 實(shí)施Check 檢查Action 運(yùn)作 Grasp the Situation掌握情況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(yuǎn)見的公司很少做計(jì)劃，大多數(shù)情況是直接實(shí)施，從不檢查實(shí)施情況，此后對(duì)每件事都是如此 DC

7、AWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界級(jí)的大公司會(huì)做非常周詳?shù)挠?jì)劃，對(duì)每件工作進(jìn)行跟蹤檢查以便及時(shí)采取糾正措施并按進(jìn)度表運(yùn)行BADGOODLets go to Kyong Ju! Plan 計(jì)劃Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on ti

8、meOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 實(shí)施Grasp the Situation掌握情況Check 檢查Action 運(yùn)作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagem

9、entby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQual

10、ified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal

11、 ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗燈概念TPM業(yè)務(wù)計(jì)劃實(shí)施解決問題持續(xù)改進(jìn)的過程早期管理及綜合設(shè)計(jì)(DFM/DFA)廠房，設(shè)備，工具及布置的精益化設(shè)計(jì)ManufacturingProc

12、ess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal Tr

13、ansportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunication

14、ProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment業(yè)務(wù)計(jì)劃實(shí)施QualitySystemManagementEarly 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

15、 in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定 義Safety People Quality Responsiveness CostBPD是一種共有的方法，它能使多個(gè)部分組成我們的全球團(tuán)隊(duì)，通過五個(gè)核心范疇統(tǒng)一行動(dòng)以達(dá)到公司的總體目標(biāo)：安全員工質(zhì)量 響應(yīng)成本?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

16、BPD部門主管通過不同的途徑?jīng)]有落實(shí)責(zé)任目標(biāo)向沖突任務(wù)重復(fù)ONLY HE KNOWS THE GOALS MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任務(wù)對(duì)工作進(jìn)行跟蹤調(diào)動(dòng)資源關(guān)注目標(biāo)思路清晰共同目標(biāo)Division Director部門主管EVERYONE KNOWS THE GOALSAfter BPDConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchiev

17、ing 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(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目標(biāo)宗旨/任務(wù)定期堅(jiān)持審議協(xié)調(diào)具體目標(biāo)明確目標(biāo)清晰的，可量化的目標(biāo)有搜尋目標(biāo)的方法我們的宗旨Safe working environment for all employeesRegular and Consist

18、ent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故 Lost Work Day沒有損失工作日事故Increase Compliance of PPE增加對(duì)PPE的使用定期堅(jiān)持審議協(xié)調(diào)我們的宗旨宗旨 / 任務(wù)為所有員工創(chuàng)造安全的工作環(huán)境為了實(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目標(biāo)Why Engage the Workforce?

19、 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 員工的參與率參與的可能性為什么?為什么?為什么?為什么?為什么?Who is involved in BPD? Everyone! 那些人與BPD有關(guān)？每個(gè)人！Division ManagersMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任務(wù)/對(duì)策目標(biāo)實(shí)施計(jì)

20、劃The Cascading Process(catch balling 抓住要點(diǎn))Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives詳細(xì)的實(shí)施計(jì)劃及應(yīng)急措施層層實(shí)施計(jì)劃并實(shí)現(xiàn)目標(biāo)Group LeaderAction PlansClear TargetsReview Process實(shí)施計(jì)劃目標(biāo)清晰TeamClear TargetsReview Process目標(biāo)清晰回顧流程層層遞進(jìn)的流程Department ManagerGoals &

21、ObjectivesClear TargetsAction PlansReview Process目標(biāo)目標(biāo)清晰實(shí)施計(jì)劃Each Level of Leadership Must Hand Down 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 ManagerPlantSho

22、pGroupTeamTeamsGroup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up對(duì)于同一目標(biāo)中相同的事情不需要都量化，但有些事情卻會(huì)影響到下一層次的改進(jìn) S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目標(biāo)是：特定的， 可測(cè)量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的Targets Have To Have M

23、eaning To People!目標(biāo)對(duì)員工必須有意義！ Team 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

24、知道自己應(yīng)得的餡餅有多大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總制造成本總裝車間主任預(yù)算調(diào)整一工段工段長(zhǎng)三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的， 可測(cè)量的， 校正的， 現(xiàn)實(shí)的 定時(shí)的Targets Are A Good Start, But We Need Good Metho

25、ds To Achieve Them目標(biāo)是個(gè)好開端，但需要好方法才能達(dá)到。GOAL = Lead a Healthy Lifestyle 以一種健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗條TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有計(jì)劃地鍛煉 (每周3次) - Cut Down On Fast Food (1x/week) 減少吃快餐的次數(shù)（每周1次）The Concept Can Be Applied To Anything In Life!GOAL =OBJECTIVE =TARG

26、ET =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 想想工作或生活中設(shè)立的目標(biāo)及實(shí)現(xiàn)方法。 Discuss as a team and report Take 10 minutes 團(tuán)隊(duì)討論及匯報(bào)-十分鐘Plan 計(jì)劃Do 實(shí)施Check 檢查Action 運(yùn)作 Grasp the Situation了解情況PDCA is the foundation of BPDP

27、DCA是 BPD的基礎(chǔ)Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行動(dòng) PLANDOPROBLEM SOLVING問題解決CHECKACTPDCA如何運(yùn)作?未完成需要改進(jìn)完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures對(duì)策 Open, Team Discussion Coaching & Learning Get Support & Res

28、ources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They Can Control! 當(dāng)每個(gè)人都集中力量做事，我們就一定能成功做到BPD。Why cant they design better cars?What 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。Visual Management Status at a

29、Glance 可視化管理讓信息容易讀取 - Makes out of standard condition highly visible. 突出超標(biāo)的情況。Open Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 讓所有人像一個(gè)團(tuán)隊(duì)一樣共同關(guān)注某個(gè)行動(dòng)的計(jì)劃或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的核心理念BPD a critical tool to achieve Continuous Improvement. BPD

30、是評(píng)定是否獲得持續(xù)改進(jìn)的工具 - Achieve targets and then “raise the bar”. 達(dá)到了目標(biāo)，接著制定更高的目標(biāo)。PDCA - Discipline & Follow-up 一種規(guī)則并需要持續(xù)進(jìn)行“Go-To-See” Leadership 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(bào)。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-f

31、orwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel Veh

32、icleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementCo

33、ntinuous ImprovementAndonConcept暗燈概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System? 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 situ

34、ation.The ANDON System is an enabler to control quality while keeping the line running by pulling in support to address problems before they stop the line暗燈系統(tǒng)允許員工在出現(xiàn)問題或有超標(biāo)情況時(shí)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(yùn)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(duì)質(zhì)量的控制。Always Remember The PrioritiesSafety (安全)People (員工)Qualit

35、y (質(zhì)量)Responsiveness (響應(yīng))Cost (成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時(shí)我們?yōu)榱诉_(dá)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, 工位的指示燈會(huì)亮起并伴隨著音樂When there is a problem or out of

36、 standard situation which can not be fixed by the team member, then 當(dāng)員工不能單獨(dú)解決出現(xiàn)的問題或超標(biāo)的情況時(shí)Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon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(zhǎng)對(duì)暗燈系統(tǒng)的信號(hào)做出反應(yīng)Step 3 - Help comes immediately and problem solving

37、begins. Team Leader takes the Andon responsibility第三步：支持人員立刻到達(dá)并開始解決問題，班組長(zhǎng)對(duì)此負(fù)責(zé)Andon Steps (Contd)Step 4 - Line continues to move to fixed position stop第四步：生產(chǎn)線繼續(xù)運(yùn)行直到定點(diǎn)停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line runni

38、ng.第五步：?jiǎn)栴}解決，班組長(zhǎng)解除暗燈信號(hào)以保持生產(chǎn)線繼續(xù)運(yùn)行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 6 If Andon is not deactivated 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(dá)定點(diǎn)停時(shí)班組長(zhǎng)仍然沒有解除暗燈信號(hào)，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Downtime ClockSHORTCONVE

39、QUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet Line at 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(dòng)暗燈線宣告出現(xiàn)問題。（在70%線位或之前），Purpose of “70% Lin

40、e”70% LineReaction TimeMgrGroup LeaderTeam 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(zé)支持生產(chǎn)一線的員工班組成員班組長(zhǎng)工段長(zhǎng)主管尋求幫助支持支持支持決定決定決定拉下暗燈拉索Andon ConceptRole of Team MemberF

41、ollow 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(zé)按照標(biāo)準(zhǔn)化要求作業(yè)主動(dòng)查找超標(biāo)情況如果發(fā)現(xiàn)

42、了異常狀況或缺陷但無法及時(shí)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(dá)。支持的班組長(zhǎng)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 Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined

43、 a correction can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班組長(zhǎng)職責(zé)在暗燈信號(hào)發(fā)出后立刻趕到發(fā)生問題的區(qū)域查明原因并實(shí)施支持到達(dá)問題區(qū)域后立刻開始解決問題當(dāng)班組長(zhǎng)認(rèn)為可以把問題解決時(shí)解除暗燈信號(hào)。班組長(zhǎng)與班組成員共同開始解決問題。班組長(zhǎng)管理暗燈系統(tǒng)Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is

44、not able to countermeasure the problem, and get the line running as soon as possible.Call additional 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 a

45、ll available resources to eliminate problems. 工段長(zhǎng)職責(zé)當(dāng)班組長(zhǎng)不能解決問題時(shí)要提供支持并盡快讓生產(chǎn)先運(yùn)轉(zhuǎn)起來如果需要可以尋求外部支持（如：維修，質(zhì)量等部門人員）與班組長(zhǎng)一起確定問題的起因是否已經(jīng)被確認(rèn)出來并且保證解決措施得到實(shí)施在停線時(shí)進(jìn)行監(jiān)控，確定問題區(qū)域并調(diào)動(dòng)一切可利用資源解決問題Support The Team!Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee Trai

46、ningMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4團(tuán)隊(duì)概念縮小團(tuán)

47、隊(duì)規(guī)模工作標(biāo)準(zhǔn)化(FPS)明確質(zhì)量標(biāo)準(zhǔn)職員培訓(xùn)相互信任/尊重保持單件工時(shí)停線點(diǎn)緩沖架加工能力好處實(shí)施的糾正措施不能復(fù)原在工位控制質(zhì)量檢查和反饋開放式交流團(tuán)隊(duì)合作提高生產(chǎn)力Why is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues 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(dá)到持續(xù)改進(jìn)TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4S

48、tation 004R 2Analyze Reports分析報(bào)告Discuss Countermeasures討論對(duì)策Improve!改進(jìn)Andon Is Not Just a System Of Wires and Lights暗燈系統(tǒng)不僅僅是一個(gè)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Pull Your Andon!在需要幫助時(shí)拉下拉索！EVERYONE HAS AN “ANDON CORD”每個(gè)人都有一根“暗燈拉索”ManufacturingProcess ValidationProductQualityStand

49、ardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Too

50、ling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsH

51、ealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving問題解決What Is a Problem? 什么可稱為問題?A Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Sit

52、uation問題定義為現(xiàn)行的標(biāo)準(zhǔn)或期望與實(shí)際情況之間的差異StandardActualDiscrepancyTIMELEVEL標(biāo)準(zhǔn)實(shí)際差異水平時(shí)間Problem Solving問題解決Problem Solving問題解決Problems Are the Seeds for Improvement! 問題是進(jìn)行改進(jìn)的萌芽！Problems Are Positive Opportunities! 問題絕對(duì)是改進(jìn)的機(jī)會(huì)！If There Are No Problems, Then Something Is Wrong! 沒有問題才是最大的問題！成長(zhǎng)GrowingProblems Are Not A

53、bout Blaming People! Blame The Process Not the People! 需要責(zé)備的是工藝，不是員工！ Problems Occur Because of Failures in the System. Problem Solving問題有問題不意味這要責(zé)備員工！由于系統(tǒng)失效才產(chǎn)生問題。Guiding PrinciplesEveryone is responsible for Problem Solving每個(gè)人都對(duì)解決問題負(fù)有責(zé)任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLea

54、der指導(dǎo)原則班組成員班組長(zhǎng)工段長(zhǎng)部門領(lǐng)導(dǎo)物流工程師主管5-Phase Problem Solving問題解決的五個(gè)階段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟蹤確認(rèn)確定問題立即維修糾正措施分析根源5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CausePro

55、blem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?問題解決的五個(gè)階段確定問題/最初對(duì)問題的理解立即維修CauseInvestigation起因調(diào)查問題根源糾正措施持續(xù)確認(rèn)分析問題根源直接原因起因起因起因問題首先在哪發(fā)生？基本起因/結(jié)果的調(diào)查對(duì)問題根源調(diào)查的5個(gè)為什么Why?Why?Why?Why?Why?為什么為什么為什么為什么為

56、什么Grasp the Situation掌握情況5-Phase Problem SolvingWhen is Problem Solving appropriate 什么時(shí)候需要解決問題- Safety Incident 安全事故- Major Quality Issue 主要的質(zhì)量問題- Major Downtime Occurrence 造成停線的主要原因- Reoccurring Downtime 重復(fù)造成停線and any other abnormal situations at anywhere 無論何處只要發(fā)生了異常情況都需要進(jìn)行問題解決問題解決的五個(gè)階段15-Phase Pro

57、blem SolvingProblem Definition 問題的定義A Statement which describes the current status or situation. 對(duì)現(xiàn)狀的一段描述Grasp the Situation掌握情況State the problem that is occurring (Break down the problem into smaller ones & specifically define the situation) 陳述已經(jīng)發(fā)生的問題（將大問題化為小問題并明確指明情況）Deviation and standard 偏差的大小與標(biāo)

58、準(zhǔn)Quantity of occurrence 數(shù)量與發(fā)生的問題Frequency and percentage 發(fā)生的頻率及百分率The time period 發(fā)生的時(shí)間Worker or machine related to 與此相關(guān)的員工或設(shè)備Point of occurrence 問題的起點(diǎn)點(diǎn)1Problem Definition(cont.) 問題的定義 (續(xù))Locate Point of Cause/ Point of Occurrence (Where is the problem first observed) 查找出現(xiàn)問題的起點(diǎn)/問題的起點(diǎn)（哪里首先出現(xiàn)問題） 5-Pha

59、se Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第3道工藝造成出現(xiàn)問題！觀察 :第 3 階段工藝流程方向在第6道工藝發(fā)現(xiàn)問題能夠看見能夠看見能夠看見不能看見開始追溯Apollo 13阿波羅13號(hào)What is Problem Description/Initial Problem Perception? 問題的描述/初期對(duì)問

60、題的理解是什么?What is the Point of Cause? 什么是出現(xiàn)問題的起點(diǎn)?Problem Solving Exercise25-Phase Problem Solving Immediate Fix (Containment) 立即維修Immediate fix is the action taken to contain the problem spread立即維修措施是為了防止問題擴(kuò)散Immediate fix is any extraordinary action as following examples to prevent passing on problem