生活品質(zhì)持續(xù)改進(jìn)培訓(xùn)資料

ContinuousImprovementGMS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

GMSContinuousImprovementBuilt-In

QualityShortLead

TimePeople

InvolvementStandardizationContinuousImprovementHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessControlled

ExternalTransportationManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementValuesVision/MissionShopFloor

ManagementInternalPull/DeliveryAndon

ConceptProblem

SolvingSimple

Process

FlowIn-Process

Control&VerificationStandardized

WorkSmallLot

PackagingTemporary

Material

StorageQuality

Feedback/

Feed-forwardVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance

FixedPeriod

Ordering

System/OrderParts.（.....）專業(yè)提供企管培訓(xùn)資料ContinuousImprovementCompany持續(xù)改進(jìn)的公司Small,steadyimprovementstoconstantlyimproveTheStandard!!

從細(xì)小、穩(wěn)定的改進(jìn)到標(biāo)準(zhǔn)的不斷提高NoCompanyTodayCanSurviveWithoutHavingAllEmployeesFocusedonContinuousImprovement沒有改進(jìn)就難以生存.（.....）專業(yè)提供企管培訓(xùn)資料ContinuousImprovementWhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對必要的？StabilityThroughStandardization!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)ContinuousImprovementStandardizationBeforeContinuousImprovement!

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)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化.（.....）專業(yè)提供企管培訓(xùn)資料Plan計劃Do實(shí)施Check檢查Action運(yùn)作

GrasptheSituation掌握情況ThePDCACyclePDCAThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,mostlydoing,donotchecktheirstatusandthenreacttoeverything…沒有遠(yuǎn)見的公司很少做計劃，大多數(shù)情況是直接實(shí)施，從不檢查實(shí)施情況，此后對每件事都是如此……

DCAWorld-Classcompaniesdoexcellentplanning,alwaysperformchecksthatenabletotakecorrectiveactionandstayonschedule…

世界級的大公司會做非常周詳?shù)挠媱?，對每件工作進(jìn)行跟蹤檢查以便及時采取糾正措施并按進(jìn)度表運(yùn)行……BADGOODLet’sgotoKyongJu!!!Plan計劃PrepareforthetripTwodaysbeforeleaving,checkengine–OILLEAK!Fixoilleak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDo實(shí)施GrasptheSituation掌握情況Check檢查Action運(yùn)作.（.....）專業(yè)提供企管培訓(xùn)資料Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementContinuousImprovementAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance暗燈概念TPM業(yè)務(wù)計劃實(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(DFM/DFA)廠房，設(shè)備，工具及布置的精益化設(shè)計Manufacturing

Process

ValidationIn-ProcessControlandVerificationProductQualityStandardsQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementContinuousImprovementBusinessPlanDeployment業(yè)務(wù)計劃實(shí)施Quality

System

ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayout.（.....）專業(yè)提供企管培訓(xùn)資料AcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定義SafetyPeopleQualityResponsivenessCostBPD是一種共有的的方法，它能能使多個部分分組成我們的的全球團(tuán)隊(duì)，，通過五個核核心范疇統(tǒng)一一行動以達(dá)到到公司的總體體目標(biāo)：安全員工質(zhì)量響應(yīng)成本?DivisionDirector?differentdirectionsnoownershipconflictinggoalsMISSION????duplicationBeforeBPD…部門主管通過不同的途途徑?jīng)]有落實(shí)責(zé)任任目標(biāo)向沖突任務(wù)重復(fù)ONLYHEKNOWSTHEGOALS…MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任務(wù)對工作進(jìn)行跟跟蹤調(diào)動資源關(guān)注目標(biāo)思路清晰共同目標(biāo)DivisionDirector部門主管EVERYONEKNOWSTHEGOALS…AfterBPD….（.....）專業(yè)提供供企管培訓(xùn)資資料ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETS為了實(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目目標(biāo)宗旨/任務(wù)定期堅(jiān)持審議議協(xié)調(diào)具體目標(biāo)明確目標(biāo)清晰的，可量量化的目標(biāo)有搜尋目標(biāo)的的方法我們的宗旨SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故ΦLostWorkDay沒有損失工作作日事故IncreaseComplianceofPPE增加對PPE的使用定期堅(jiān)持審議議協(xié)調(diào)我們的宗旨宗旨/任務(wù)為所有員工創(chuàng)創(chuàng)造安全的工工作環(huán)境為了實(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目目標(biāo)WhyEngagetheWorkforce?為何要雇傭工工人?Why?Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement員工的參與率率參與的可能性性為什么?為什么?為什么?為什么?為什么?WhoisinvolvedinBPD?–Everyone!!!那些人與BPD有關(guān)？——每個人?。。?！.（.....）專業(yè)提供供企管培訓(xùn)資資料DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任務(wù)/對策目標(biāo)實(shí)施計劃劃TheCascadingProcess(catchballing抓住要點(diǎn)點(diǎn))Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives詳細(xì)的實(shí)實(shí)施計劃劃及應(yīng)急急措施層層實(shí)施施計劃并并實(shí)現(xiàn)目目標(biāo)GroupLeaderActionPlansClearTargetsReviewProcess實(shí)施計劃劃目標(biāo)清晰晰TeamClearTargetsReviewProcess目標(biāo)清清晰回顧流流程層層遞遞進(jìn)的的流程程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目標(biāo)目標(biāo)清晰實(shí)施計劃EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung––100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)……Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeamsButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…對于同一目目標(biāo)中相同同的事情不不需要都量量化，但有有些事情卻卻會影響到到下一層次次的改進(jìn)S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed目標(biāo)標(biāo)是是：：特定的的，，可可測測量量的的，，校校正正的的，，現(xiàn)現(xiàn)實(shí)實(shí)的的定定時時的的TargetsHaveToHaveMeaningToPeople!!目標(biāo)標(biāo)對對員員工工必必須須有有意意義義??！TeamLeaderIhavetoachieve0.000135Hours/Vehicle???.（.....）專專業(yè)業(yè)提提供供企企管管培培訓(xùn)訓(xùn)資資料料GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?我知知道道自自己己應(yīng)應(yīng)得得的的餡餡餅餅有有多多大大班組組－－駕駕駛駛座座安安裝裝主要要耗耗材材（（手手套套））GMDAT/DIMC每輛輛車車的的成成本本大宇宇昌昌原原整整車車廠廠總制制造造成成本本總裝裝車車間間主主任任預(yù)算算調(diào)整整一一工工段段工工段段長長三種種主主要要耗耗材材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed指定的，可可測量量的，校校正的的，現(xiàn)實(shí)實(shí)的定定時時的TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem…目標(biāo)是個好開開端，但需要要好方法才能能達(dá)到。GOAL=LeadaHealthyLifestyle以一種健康的的生活方式生生活OBJECTIVE–MaintainaLightWeight保持苗條TARGET–65kgMETHODS-ExerciseRegularly(3x/week)有計劃地鍛煉煉(每周3次)-CutDownOnFastFood(1x/week)減少吃快餐的的次數(shù)（每周周1次）TheConceptCanBeAppliedToAnythingInLife!!.（.....）專專業(yè)提提供企企管培培訓(xùn)資資料GOAL=OBJECTIVE=TARGET=METHOD(S)=BPDExerciseThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想工工作或或生活活中設(shè)設(shè)立的的目標(biāo)標(biāo)及實(shí)實(shí)現(xiàn)方方法。。Discussasateamandreport––Take10minutes團(tuán)隊(duì)討討論及及匯報報---十十分鐘鐘Plan計劃Do實(shí)施Check檢查查Action運(yùn)作作

GrasptheSituation了解解情情況況PDCAisthefoundationofBPDPDCA是BPD的基基礎(chǔ)礎(chǔ)BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanXActivities行動PLANDOPROBLEMSOLVING問題解決決CHECKACTPDCA如何運(yùn)作作?未完成需要改進(jìn)進(jìn)完成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures對策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSeeBPD––WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!當(dāng)每個人人都集中中力量做做事，我我們就一一定能成成功做到到BPD。。Whycan’ttheydesignbettercars??WhatcanIdoinmyareatoimprove?AskNotWhatOthersCanDo––AskWhatCanYouDoOnYourB.P.D.!!!不追問別別人做的的，關(guān)鍵鍵在你的的自己BPD能做的。。.（.....）專業(yè)業(yè)提供企企管培訓(xùn)訓(xùn)資料VisualManagement……StatusataGlance可視化管管理……讓信息容容易讀取取-Makesoutofstandardconditionhighlyvisible.突出超標(biāo)標(biāo)的情況況。OpenCommunication/TeamConcept-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.讓所有人人像一個個團(tuán)隊(duì)一一樣共同同關(guān)注某某個行動動的計劃劃或?qū)Σ卟卟⑴c與討論。KEYBPDCONCEPTSBPD的核心理理念BPDacriticaltooltoachieveContinuousImprovement.BPD是評定是是否獲得得持續(xù)改改進(jìn)的工工具-Achievetargetsandthen““raisethebar””.達(dá)到了目目標(biāo)，接接著制定定更高的的目標(biāo)。。PDCA-Discipline&Follow-up一種規(guī)則則并需要要持續(xù)進(jìn)進(jìn)行“Go-To-See””LeadershipStyle“Go-To-See””領(lǐng)導(dǎo)模式式-Don’’tjustsitatdeskandreceivereports.不要只是是坐在辦辦公室等等待別人人來匯報報。Manufacturing

Process

ValidationQuality

SystemManagementQuality

Feedback/Feed-forwardStandardizedWorkVisualManagementManagement

byTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduledShipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLotPackagingTemporary

Material

StorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpenCommunication

ProcessValuesVision/MissionShopFloorManagementContinuousImprovementAndon

Concept暗燈概念LeanDesignofFacilities,Equipment,

ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsWhatisanAndonSystem?什么是暗燈系系統(tǒng)?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline暗燈系統(tǒng)允許許員工在出現(xiàn)現(xiàn)問題或有超超標(biāo)情況時拉拉繩索以尋求求幫助暗燈系統(tǒng)可以以在保持流水水線繼續(xù)運(yùn)行行的情況下，，員工拉下繩繩索尋求支持持人員在停線線前到出現(xiàn)問問題的工位解解決問題，以以滿足對質(zhì)量量的控制。.（.....）專業(yè)提供供企管培訓(xùn)資資料AlwaysRememberThePriorities……Safety(安全)People(員工)Quality(質(zhì)量)Responsiveness(響應(yīng))Cost(成本)Importance重要性ForExample,SometimesWeHaveToSacrificeResponsivenesstoAchieveQuality比如，有時我我們?yōu)榱诉_(dá)到到質(zhì)量要求而而不得不放棄棄響應(yīng)10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins第一步：拉暗暗燈控制繩索索,工位的指示燈燈會亮起并伴伴隨著音樂Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then……當(dāng)員工不能單單獨(dú)解決出現(xiàn)的問題或超超標(biāo)的情況時……AndonSteps.（.....）專業(yè)提供供企管培訓(xùn)資資料AndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon第二步：在暗燈系統(tǒng)主主看板上相應(yīng)應(yīng)區(qū)域的指示示燈變成黃色色，班組長對對暗燈系統(tǒng)的的信號做出反反應(yīng)Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility第三步：支持持人員立刻到到達(dá)并開始解解決問題，班組長對此負(fù)負(fù)責(zé)AndonSteps(Cont’d).（.....）專業(yè)提供供企管培訓(xùn)資資料Step4-Linecontinuestomovetofixedpositionstop第四步：生產(chǎn)產(chǎn)線繼續(xù)運(yùn)行行直到定點(diǎn)停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步：問題題解決，班組長解除暗暗燈信號以保保持生產(chǎn)線繼繼續(xù)運(yùn)行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d).（.....）專業(yè)提供供企管培訓(xùn)資資料Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步：如果果車輛到達(dá)定點(diǎn)停時班組長仍然然沒有解除暗暗燈信號，生生產(chǎn)線停止并并且主看板上上紅燈開始閃閃爍，停線鈴鈴開始響起DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!在線停之前，，盡早拉動暗暗燈線宣告出出現(xiàn)問題。（（在70%線線位或之前）），Purposeof““70%Line””70%LineReactionTime.（.....）專業(yè)提供供企管培訓(xùn)資資料MgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.主管及所有人人員都有職責(zé)責(zé)支持生產(chǎn)一一線的員工班組成員班組長工段長主管尋求幫助支持支持支持決定決定決定拉下暗燈拉索索AndonConceptRoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.班組成員的職職責(zé)按照標(biāo)準(zhǔn)化要要求作業(yè)主動查找超標(biāo)標(biāo)情況如果發(fā)現(xiàn)了異異常狀況或缺缺陷但無法及及時解決，拉拉下暗燈拉索索，并繼續(xù)做做自己的工作作直到支持人人員到達(dá)。支持的班組長長按要求解決決問題FocusOnStandardizedWork!.（.....）專業(yè)提供供企管培訓(xùn)資資料AndonConceptRoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem班組長職責(zé)在暗燈信號發(fā)發(fā)出后立刻趕趕到發(fā)生問題題的區(qū)域查明明原因并實(shí)施施支持到達(dá)問題區(qū)域域后立刻開始始解決問題當(dāng)班組長認(rèn)為為可以把問題題解決時解除除暗燈信號。。班組長與班班組成員共同同開始解決問問題。班組長管理暗燈系統(tǒng)統(tǒng)AddressNon-StandardConditions!AndonConceptRoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.工段長職責(zé)當(dāng)班組長不能能解決問題時時要提供支持持并盡快讓生生產(chǎn)先運(yùn)轉(zhuǎn)起起來如果需要可可以尋求外外部支持（（如：維修修，質(zhì)量等等部門人員員）與班組長一一起確定問問題的起因因是否已經(jīng)經(jīng)被確認(rèn)出出來并且保保證解決措措施得到實(shí)實(shí)施在停線時進(jìn)進(jìn)行監(jiān)控，，確定問題題區(qū)域并調(diào)調(diào)動一切可可利用資源源解決問題題SupportTheTeam!.（.....）專業(yè)提提供企管培培訓(xùn)資料AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4團(tuán)隊(duì)概念縮小團(tuán)隊(duì)規(guī)規(guī)模工作標(biāo)準(zhǔn)化化(FPS)明確質(zhì)量標(biāo)標(biāo)準(zhǔn)職員培訓(xùn)相互信任/尊重保持單件工工時停線點(diǎn)緩沖架加工能力好處實(shí)施的糾正正措施不能能復(fù)原在工位控制制質(zhì)量檢查和反饋饋開放式交流流團(tuán)隊(duì)合作提高生產(chǎn)力WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗燈數(shù)數(shù)據(jù)通過確確定瓶頸及及影響產(chǎn)出出的問題來來達(dá)到持續(xù)續(xù)改進(jìn)TRIM1GROUPAndonReport2003/1/24Station001R––10’Station003L––4’’Station004R––2’’AnalyzeReports分析報告DiscussCountermeasures討論對策Improve!!改進(jìn).（.....）專業(yè)提提供企管培培訓(xùn)資料AndonIsNotJustaSystemOfWiresandLights暗燈系統(tǒng)不不僅僅是一一個由電線線和燈泡組組成的系統(tǒng)統(tǒng)ItisaConceptofCallingForHelp它是一種尋尋求幫助的的理念PullYourAndon!!!在需要幫助助時拉下拉拉索?。。?！EVERYONEHASAN““ANDONCORD”每個人都有有一根“暗暗燈拉索””Manufacturing

Process

ValidationProductQualityStandardsQualitySystem

ManagementIn-Process

Control&VerificationQualityFeedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

Communication

ProcessValuesVision/MissionShopFloorManagementContinuousImprovementProblem

Solving問題解決.（.....）專專業(yè)提提供企企管培培訓(xùn)資資料WhatIsaProblem?什么可可稱為為問題題?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation問題定定義為為現(xiàn)行行的標(biāo)標(biāo)準(zhǔn)或或期望望與實(shí)實(shí)際情情況之之間的的差異異StandardActualDiscrepancyTIMELEVEL標(biāo)準(zhǔn)實(shí)際差異水平時間ProblemSolving問題解解決ProblemSolving問題解解決ProblemsAretheSeedsforImprovement!問題是是進(jìn)行行改進(jìn)進(jìn)的萌萌芽！！ProblemsArePositiveOpportunities!問題絕絕對是是改進(jìn)進(jìn)的機(jī)機(jī)會??！IfThereAreNoProblems,ThenSomethingIsWrong!沒有問問題才才是最最大的的問題題！成長GrowingProblemsAreNotAboutBlamingPeople!BlameTheProcess––NotthePeople!!需要責(zé)責(zé)備的的是工工藝，，不是是員工工?。?！ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving問題有問題題不意意味這這要責(zé)責(zé)備員員工！！由于系系統(tǒng)失失效才才產(chǎn)生生問題題。.（.....）專專業(yè)提提供企企管培培訓(xùn)資資料GuidingPrinciplesEveryoneisresponsibleforProblemSolving每個人人都對對解決決問題題負(fù)有有責(zé)任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指導(dǎo)原原則班組成成員班組長長工段長長部門領(lǐng)領(lǐng)導(dǎo)物流工程師師主管5-PhaseProblemSolving問題解解決的的五個個階段段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟蹤確認(rèn)確定問問題立即維維修糾正措措施分析根根源5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?問題解解決的的五個個階段段確定問問題/最初對對問題題的理理解立即維維修CauseInvestigation起因調(diào)查問題根源糾正措措施持續(xù)確確認(rèn)分析問題根源直接原原因起因起因起因問題首首先在在哪發(fā)發(fā)生？？基本起起因/結(jié)果的的調(diào)查查對問題題根源源調(diào)查查的5個為什什么Why?Why?Why?Why?Why?為什么為什么為什么為什么為什么GrasptheSituation掌握情況.（.....）專專業(yè)提提供企企管培培訓(xùn)資資料5-PhaseProblemSolvingWhenisProblemSolvingappropriate……什么時時候需需要解解決問問題……-SafetyIncident安全事事故-MajorQualityIssue主要的的質(zhì)量量問題題-MajorDowntimeOccurrence造成停線線的主要要原因-ReoccurringDowntime重復(fù)造成成停線andanyotherabnormalsituationsatanywhere無論何處處只要發(fā)發(fā)生了異異常情況況都需要要進(jìn)行問問題解決決問題解決決的五個個階段15-PhaseProblemSolvingProblemDefinition問題的定定義AStatementwhichdescribesthecurrentstatusorsituation.對現(xiàn)狀的的一段描描述GrasptheSituation掌握情況Statetheproblemthatisoccurring(Breakdowntheproblemintosmallerones&specificallydefinethesituation)陳述已經(jīng)經(jīng)發(fā)生的的問題（（將大問問題化為為小問題題并明確確指明情情況）Deviationandstandard偏差的大大小與標(biāo)標(biāo)準(zhǔn)Quantityofoccurrence數(shù)量與發(fā)發(fā)生的問問題Frequencyandpercentage發(fā)生的頻頻率及百百分率Thetimeperiod發(fā)生的時時間Workerormachinerelatedto與此相關(guān)關(guān)的員工工或設(shè)備備Pointofoccurrence問題的起起點(diǎn)點(diǎn).（.....）專業(yè)業(yè)提供企企管培訓(xùn)訓(xùn)資料1ProblemDefinition(cont.)問題的定定義(續(xù))LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出現(xiàn)現(xiàn)問題的的起點(diǎn)/問題的起起點(diǎn)（哪里首先出現(xiàn)現(xiàn)問題））5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工藝造造成出現(xiàn)現(xiàn)問題??！觀察:第3階段工藝流程程方向在第6道工藝發(fā)發(fā)現(xiàn)問題題能夠看見見能夠看見見能夠看見見不能看見見開始追溯Apollo13阿波羅13號WhatisProblemDescription/InitialProblemPerception?問題的描描述/初期對問問題的理理解是什什么?WhatisthePointofCause?什么是出出現(xiàn)問題題的起點(diǎn)點(diǎn)?ProblemSolvingExercise25-PhaseProblemSolvingImmediateFix(Containment)立即維修修Immediatefixistheactiontakentocontaintheproblemspread立即維修修措施是為為了防止止問題擴(kuò)擴(kuò)散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即維修修是下列各各例都采采取用來來防止問問題流向向下一客客戶（內(nèi)部和和/或最終客戶戶）的特別別措施Stoptheline停線100%inspectionandrepair100%的檢查并并修好Sorting/Rework分類/返修Itistoprotectthecustomer這是為了了保護(hù)顧顧客利益Itisnottherootcauseandsolution!這不時最最后的解解決方案案！.（.....）專業(yè)業(yè)提供企企管培訓(xùn)訓(xùn)資料35-PhaseProblemSolvingRootCauseAnalysis分析問題根源RootCauseAnalysis分析問題題根源Investigatetheidentifiedcause調(diào)查已確確定的起起因Fivewhyinvestigations調(diào)查時應(yīng)應(yīng)用“五五個為什什么”Causeandeffectdiagram起因和結(jié)結(jié)果圖Processdiagnosticsheet工藝診斷斷表Summarizeanalysisresults總結(jié)分析結(jié)結(jié)果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion記錄看起來來最重要的的原因并寫寫明你的結(jié)結(jié)論是如何何得到的Listmaincause(s)羅列主要原原因RootCauseCauseCauseCauseSymptomsFiveWhyInvestigation.（.....）專業(yè)提提供企管培培訓(xùn)資料45-PhaseProblemSolvingCorrectiveAction糾正措施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并執(zhí)行行一個短期期或長期的的措施來解解決問題的的根本原因因Identifybestpossiblesolutionsintermofidentifiedcauses根據(jù)確定的的愿意制定定最理想的的解決方案案Prioritizepotentialsolutions對潛在方案案進(jìn)行優(yōu)先先性排序Implementsolution執(zhí)行方案Establishaschedulewithtargetcompletiondates制定一個有有問題解決決期限的計計劃表5-PhaseProblemSolving5Follow-upVerification跟蹤確認(rèn)Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟蹤確認(rèn)是確定定問題是否否已經(jīng)糾正正的活動Frequentcheckofthecorrectionresult對更正的結(jié)結(jié)果定期檢檢查toimplementaccordingtopredeterminedcorrectiveactionplan按預(yù)定的糾糾正措施計計劃執(zhí)行toreachthegoalofcorrectiveaction達(dá)到糾正措措施的目標(biāo)標(biāo)Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem將問題解決決方法標(biāo)準(zhǔn)準(zhǔn)化以防止止相似的問題再次發(fā)發(fā)生MARCH3?Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-AidWorld-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’’sNotRealImprovement––ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai….（.....）專業(yè)提提供企管培培訓(xùn)資料Manufacturing

Process

ValidationProductQualityStandardsQualitySystem

ManagementIn-Process

Control&VerificationQualityFeedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpenCommunication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementContinuous

Improvement

Process持續(xù)改進(jìn)的過程ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!設(shè)置障礙，，克服障礙礙，不斷提高??！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste創(chuàng)造一個持續(xù)改進(jìn)的的文化氛圍圍，讓員工工在消除浪浪費(fèi)中提高高。.（.....）專業(yè)提提供企管培培訓(xùn)資料ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改進(jìn)是與消消除浪費(fèi)不不斷作斗爭爭的過程??！Safety安全Quality質(zhì)量Cost成本Productivity生產(chǎn)力Improve7TypesofWasteContinuousImprovementCulture七種浪費(fèi)改進(jìn)WhenYouClimbtotheTop...當(dāng)你爬到山山頂時。。。。...YouCanSeetheNextTarget!你將會發(fā)現(xiàn)現(xiàn)下一個目目標(biāo)！ContinuousImprovement

Culture.（.....）專業(yè)提提供企管培培訓(xùn)資料DieChangeExercise更換模具練練習(xí)DieChangeExerciseDieChangeExercise-Round1模具更換練練習(xí)：第一一輪Objective:Changethedieinminimalamountoftime.目的:在最短時間間內(nèi)更換模模具DieChangeStandardizedWork:模具更換的的標(biāo)準(zhǔn)化作作業(yè)：1)Removethe(2)nuts.卸下螺母2)Removethe(2)washers.拆下墊圈3)ExchangetheDie(CenterPiece).VerifyDieisflushatends.調(diào)換模具（（主要工作作）確定模具四四角已經(jīng)對對齊.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.重新裝配確認(rèn)模具四四角已經(jīng)對對齊確認(rèn)螺母正正確對位.（.....）專業(yè)提提供企管培培訓(xùn)資料DieChangeExerciseInstructions:說明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每個個人都要進(jìn)進(jìn)行一次更更換操作。。AmemberofthegroupshouldtimetheDieChange.工段中要有有一人對更更換工作進(jìn)進(jìn)行計時。。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有有一人在重重新裝配模模具時進(jìn)行行下列兩項(xiàng)項(xiàng)檢查Verifyendsareflush.(add1minutetoindividualtimeforviolation確認(rèn)模具邊邊角對齊。。（如果發(fā)發(fā)現(xiàn)未對齊齊要在個人人時間上加加1分鐘）Verifynutsaresecure.(add1minutetoindividualtimeforviolation)確認(rèn)螺母已已經(jīng)擰緊。。（如果發(fā)發(fā)現(xiàn)有違反反的在個人人時間上加加1分鐘)CalculatetheaverageDieChangetimeforthegroup.計算整個工工段更換模模具的平均均時間DieChangeExerciseDieChangeExercise-Round2模具更換練練習(xí)：第二二輪Objective:Changethedieinminimalamountoftime.目的：在最短時間間內(nèi)更換模模具DieChangeStandardizedWork:模具具更更換換的的標(biāo)標(biāo)準(zhǔn)準(zhǔn)化化作作業(yè)業(yè)：：1)Loosenthe(2)nuts.擰松松螺螺母母2)ExchangetheDie(CenterPiece