XXXX年XX企業(yè)管理講義：持續(xù)改進(jìn)

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/OrderPartsContinuousImprovementCompany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(méi)有改進(jìn)就難以生存ContinuousImprovementWhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對(duì)必要的？StabilityThroughStandardization!通過(guò)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Plan計(jì)劃Do實(shí)施Check檢查Action運(yùn)作

GrasptheSituation掌握情況ThePDCACyclePDCAThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,mostlydoing,donotchecktheirstatusandthenreacttoeverything…沒(méi)有遠(yuǎn)見(jiàn)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……

DCAWorld-Classcompaniesdoexcellentplanning,alwaysperformchecksthatenabletotakecorrectiveactionandstayonschedule…

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……BADGOODLet’sgotoKyongJu!!!Plan計(jì)劃PrepareforthetripTwodaysbeforeleaving,checkengine–OILLEAK!Fixoilleak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDo實(shí)施GrasptheSituation掌握情況Check檢查Action運(yùn)作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(jì)劃實(shí)施解決問(wèn)題持續(xù)改進(jìn)的過(guò)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)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(jì)劃實(shí)施Quality

System

ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutAcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定義義SafetyPeopleQualityResponsivenessCostBPD是一種種共有有的方方法，，它能能使多多個(gè)部部分組組成我我們的的全球球團(tuán)隊(duì)隊(duì)，通通過(guò)五五個(gè)核核心范范疇統(tǒng)統(tǒng)一行行動(dòng)以以達(dá)到到公司司的總總體目目標(biāo)：：安全員工質(zhì)量響應(yīng)成本?DivisionDirector?differentdirectionsnoownershipconflictinggoalsMISSION????duplicationBeforeBPD…部門(mén)主主管通過(guò)不不同的的途徑徑?jīng)]有落落實(shí)責(zé)責(zé)任目標(biāo)向向沖突突任務(wù)重復(fù)ONLYHEKNOWSTHEGOALS…MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任務(wù)對(duì)工作作進(jìn)行行跟蹤蹤調(diào)動(dòng)資資源關(guān)注目標(biāo)思路清清晰共同目目標(biāo)DivisionDirector部門(mén)主主管EVERYONEKNOWSTHEGOALS……AfterBPD…ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETAMETHODTORESEARCHTHETARGETS為了實(shí)現(xiàn)GMDAT/DIMC的宗旨旨，我們們必須實(shí)現(xiàn)我我們的的目標(biāo)標(biāo)宗旨/任務(wù)定期堅(jiān)堅(jiān)持審審議協(xié)調(diào)具體目目標(biāo)明確目目標(biāo)清晰的的，可可量化化的目目標(biāo)有搜尋尋目標(biāo)標(biāo)的方方法我們的的宗旨旨SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故故ΦLostWorkDay沒(méi)有損損失工工作日日事故故IncreaseComplianceofPPE增加對(duì)對(duì)PPE的使用用定期堅(jiān)堅(jiān)持審審議協(xié)調(diào)我們的的宗旨旨宗旨/任務(wù)為所有有員工工創(chuàng)造造安全全的工工作環(huán)環(huán)境為了實(shí)現(xiàn)GMDAT/DIMC的宗旨旨，我們們必須實(shí)現(xiàn)我我們的的目標(biāo)標(biāo)WhyEngagetheWorkforce?為何要要雇傭傭工人人?Why?Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement員工的的參與與率參與的的可能能性為什么么?為什么么?為什么么?為什么么?為什么么?WhoisinvolvedinBPD?––Everyone!!!那些人人與BPD有關(guān)？？——每個(gè)人人?。。?！DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任務(wù)/對(duì)策目標(biāo)實(shí)施計(jì)計(jì)劃TheCascadingProcess(catchballing抓住要要點(diǎn))Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives詳細(xì)的的實(shí)施施計(jì)劃劃及應(yīng)應(yīng)急措措施層層實(shí)實(shí)施計(jì)計(jì)劃并并實(shí)現(xiàn)現(xiàn)目標(biāo)標(biāo)GroupLeaderActionPlansClearTargetsReviewProcess實(shí)施計(jì)計(jì)劃目標(biāo)清清晰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)清清晰實(shí)施計(jì)計(jì)劃EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung––100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)……Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeamsButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…對(duì)于同同一目目標(biāo)中中相同同的事事情不不需要要都量量化，，但有有些事事情卻卻會(huì)影影響到到下一一層次次的改改進(jìn)S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed目標(biāo)是是：特定的，，可可測(cè)測(cè)量的的，校校正正的，，現(xiàn)現(xiàn)實(shí)實(shí)的定定時(shí)時(shí)的TargetsHaveToHaveMeaningToPeople!!目標(biāo)對(duì)對(duì)員工工必須須有意意義??！TeamLeaderIhavetoachieve0.000135Hours/Vehicle???GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?我知道道自己己應(yīng)得得的餡餡餅有有多大大班組－－駕駛駛座安安裝主要耗耗材（（手套套）GMDAT/DIMC每輛車(chē)車(chē)的成成本大宇昌昌原整整車(chē)廠廠總制造造成本本總裝車(chē)車(chē)間主主任預(yù)算調(diào)整一一工段段工段段長(zhǎng)三種主主要耗耗材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed指定的的，可可測(cè)量量的，，校校正的的，現(xiàn)現(xiàn)實(shí)的的定定時(shí)的的TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem……目標(biāo)是是個(gè)好好開(kāi)端端，但但需要要好方方法才才能達(dá)達(dá)到。。GOAL=LeadaHealthyLifestyle以一種種健康康的生生活方方式生生活OBJECTIVE–MaintainaLightWeight保持苗苗條TARGET–65kgMETHODS-ExerciseRegularly(3x/week)有計(jì)劃劃地鍛鍛煉(每周周3次)-CutDownOnFastFood(1x/week)減少吃吃快餐餐的次次數(shù)（（每周周1次）TheConceptCanBeAppliedToAnythingInLife!!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(bào)報(bào)---十十分鐘鐘Plan計(jì)劃Do實(shí)施Check檢查Action運(yùn)作

GrasptheSituation了解情情況PDCAisthefoundationofBPDPDCA是BPD的基礎(chǔ)礎(chǔ)BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanXActivities行動(dòng)PLANDOPROBLEMSOLVING問(wèn)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(duì)策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSeeBPD––WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!當(dāng)每個(gè)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(wèn)別別人做的的，關(guān)鍵鍵在你的的自己BPD能做的。。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(gè)個(gè)團(tuán)隊(duì)一一樣共同同關(guān)注某某個(gè)行動(dòng)動(dòng)的計(jì)劃劃或?qū)Σ卟卟⑴c與討論。KEYBPDCONCEPTSBPD的核心理理念BPDacriticaltooltoachieveContinuousImprovement.BPD是評(píng)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(lái)匯報(bào)報(bào)。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/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

CommunicationProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementAndon

Concept暗燈概念LeanDesignofFacilities,Equipment,

ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsWhatisanAndonSystem?什么是暗暗燈系統(tǒng)統(tǒng)?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline暗燈系統(tǒng)統(tǒng)允許員員工在出出現(xiàn)問(wèn)題題或有超超標(biāo)情況況時(shí)拉繩繩索以尋尋求幫助助暗燈系統(tǒng)統(tǒng)可以在在保持流流水線繼繼續(xù)運(yùn)行行的情況況下，員員工拉下下繩索尋尋求支持持人員在在停線前前到出現(xiàn)現(xiàn)問(wèn)題的的工位解解決問(wèn)題題，以滿滿足對(duì)質(zhì)質(zhì)量的控控制。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，有有時(shí)我們們?yōu)榱诉_(dá)達(dá)到質(zhì)量量要求而而不得不不放棄響響應(yīng)10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins第一步：：拉暗燈燈控制繩繩索,工位的指指示燈會(huì)會(huì)亮起并并伴隨著著音樂(lè)Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then…當(dāng)員工不不能單獨(dú)獨(dú)解決出出現(xiàn)的問(wèn)題題或超標(biāo)標(biāo)的情況況時(shí)……AndonStepsAndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon第二步：在暗燈系統(tǒng)統(tǒng)主看板上上相應(yīng)區(qū)域域的指示燈燈變成黃色色，班組長(zhǎng)長(zhǎng)對(duì)暗燈系系統(tǒng)的信號(hào)號(hào)做出反應(yīng)應(yīng)Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility第三步：支支持人員立立刻到達(dá)并并開(kāi)始解決決問(wèn)題，班組長(zhǎng)對(duì)此此負(fù)責(zé)AndonSteps(Cont’d)Step4-Linecontinuestomovetofixedpositionstop第四步：生生產(chǎn)線繼續(xù)續(xù)運(yùn)行直到到定點(diǎn)停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步：?jiǎn)枂?wèn)題解決，班組長(zhǎng)解除除暗燈信號(hào)號(hào)以保持生生產(chǎn)線繼續(xù)續(xù)運(yùn)行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步：如如果車(chē)輛到到達(dá)定點(diǎn)停時(shí)班組長(zhǎng)仍仍然沒(méi)有解解除暗燈信信號(hào)，生產(chǎn)產(chǎn)線停止并并且主看板板上紅燈開(kāi)開(kāi)始閃爍，，停線鈴開(kāi)開(kāi)始響起DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!在線停之前前，盡早拉拉動(dòng)暗燈線線宣告出現(xiàn)現(xiàn)問(wèn)題。（（在70%線位或之之前），Purposeof“70%Line””70%LineReactionTimeMgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.主管及所有有人員都有有職責(zé)支持持生產(chǎn)一線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拉索AndonConceptRoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.班組成員的的職責(zé)按照標(biāo)準(zhǔn)化化要求作業(yè)業(yè)主動(dòng)查找超超標(biāo)情況如果發(fā)現(xiàn)了了異常狀況況或缺陷但但無(wú)法及時(shí)時(shí)解決，拉拉下暗燈拉拉索，并繼繼續(xù)做自己己的工作直直到支持人人員到達(dá)。。支持的班組組長(zhǎng)按要求求解決問(wèn)題題FocusOnStandardizedWork!AndonConceptRoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem班組長(zhǎng)職責(zé)責(zé)在暗燈信號(hào)號(hào)發(fā)出后立立刻趕到發(fā)發(fā)生問(wèn)題的的區(qū)域查明明原因并實(shí)實(shí)施支持到達(dá)問(wèn)題區(qū)區(qū)域后立刻刻開(kāi)始解決決問(wèn)題當(dāng)班組長(zhǎng)認(rèn)認(rèn)為可以把把問(wèn)題解決決時(shí)解除暗暗燈信號(hào)。。班組長(zhǎng)與與班組成員員共同開(kāi)始始解決問(wèn)題題。班組長(zhǎng)管理暗燈系系統(tǒng)AddressNon-StandardConditions!AndonConceptRoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.工段段長(zhǎng)長(zhǎng)職職責(zé)責(zé)當(dāng)班班組組長(zhǎng)長(zhǎng)不不能能解解決決問(wèn)問(wèn)題題時(shí)時(shí)要要提提供供支支持持并并盡盡快快讓讓生生產(chǎn)產(chǎn)先先運(yùn)運(yùn)轉(zhuǎn)轉(zhuǎn)起起來(lái)來(lái)如果果需需要要可可以以尋尋求求外外部部支支持持（（如如：：維維修修，，質(zhì)質(zhì)量量等等部部門(mén)門(mén)人人員員））與班班組組長(zhǎng)長(zhǎng)一一起起確確定定問(wèn)問(wèn)題題的的起起因因是是否否已已經(jīng)經(jīng)被被確確認(rèn)認(rèn)出出來(lái)來(lái)并并且且保保證證解解決決措措施施得得到到實(shí)實(shí)施施在停停線線時(shí)時(shí)進(jìn)進(jìn)行行監(jiān)監(jiān)控控，，確確定定問(wèn)問(wèn)題題區(qū)區(qū)域域并并調(diào)調(diào)動(dòng)動(dòng)一一切切可可利利用用資資源源解解決決問(wèn)問(wèn)題題SupportTheTeam!AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4團(tuán)隊(duì)隊(duì)概概念念縮小小團(tuán)團(tuán)隊(duì)隊(duì)規(guī)規(guī)模模工作作標(biāo)標(biāo)準(zhǔn)準(zhǔn)化化(FPS)明確確質(zhì)質(zhì)量量標(biāo)標(biāo)準(zhǔn)準(zhǔn)職員員培培訓(xùn)訓(xùn)相互互信信任任/尊重重保持持單單件件工工時(shí)時(shí)停線線點(diǎn)點(diǎn)緩沖沖架架加工工能能力力好處處實(shí)施施的的糾糾正正措措施施不不能能復(fù)復(fù)原原在工工位位控控制制質(zhì)質(zhì)量量檢查查和和反反饋饋開(kāi)放放式式交交流流團(tuán)隊(duì)隊(duì)合合作作提高高生產(chǎn)產(chǎn)力力WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗燈燈數(shù)據(jù)通通過(guò)確定定瓶頸及及影響產(chǎn)產(chǎn)出的問(wèn)問(wèn)題來(lái)達(dá)達(dá)到持續(xù)續(xù)改進(jìn)TRIM1GROUPAndonReport2003/1/24Station001R––10’Station003L––4’Station004R––2’AnalyzeReports分析報(bào)告告DiscussCountermeasures討論對(duì)策策Improve!!改進(jìn)AndonIsNotJustaSystemOfWiresandLights暗燈系統(tǒng)統(tǒng)不僅僅僅是一個(gè)個(gè)由電線線和燈泡泡組成的的系統(tǒng)ItisaConceptofCallingForHelp它是一種種尋求幫幫助的理理念PullYourAndon!!!在需要幫幫助時(shí)拉拉下拉索索?。。?！EVERYONEHASAN““ANDONCORD””每個(gè)人都都有一根根“暗燈燈拉索””Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-Process

Control&VerificationQuality

Feedback/Feed-forwardStandardized

WorkVisualManagementManagement

byTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementProblem

Solving問(wèn)題解決WhatIsaProblem?什么可稱稱為問(wèn)題題?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation問(wèn)題定義義為現(xiàn)行行的標(biāo)準(zhǔn)準(zhǔn)或期望望與實(shí)際際情況之之間的差差異StandardActualDiscrepancyTIMELEVEL標(biāo)準(zhǔn)實(shí)際差異水平時(shí)間ProblemSolving問(wèn)題解決決ProblemSolving問(wèn)題解決決ProblemsAretheSeedsforImprovement!問(wèn)題是進(jìn)進(jìn)行改進(jìn)進(jìn)的萌芽芽！ProblemsArePositiveOpportunities!問(wèn)題絕對(duì)對(duì)是改進(jìn)進(jìn)的機(jī)會(huì)會(huì)！IfThereAreNoProblems,ThenSomethingIsWrong!沒(méi)有問(wèn)題題才是最最大的問(wèn)問(wèn)題！成長(zhǎng)GrowingProblemsAreNotAboutBlamingPeople!BlameTheProcess––NotthePeople!!需要責(zé)備備的是工工藝，不不是員工工！！ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving問(wèn)題有問(wèn)題不不意味這這要責(zé)備備員工?。∮捎谙到y(tǒng)統(tǒng)失效才才產(chǎn)生問(wèn)問(wèn)題。GuidingPrinciplesEveryoneisresponsibleforProblemSolving每個(gè)人都都對(duì)解決決問(wèn)題負(fù)負(fù)有責(zé)任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指導(dǎo)原則則班組成員員班組長(zhǎng)工段長(zhǎng)部門(mén)領(lǐng)導(dǎo)導(dǎo)物流工程師主管5-PhaseProblemSolving問(wèn)題解決決的五個(gè)個(gè)階段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟蹤確認(rèn)確定問(wèn)題題立即維修修糾正措施施分析根源源5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?問(wèn)題解決決的五個(gè)個(gè)階段確定問(wèn)題題/最初對(duì)問(wèn)問(wèn)題的理理解立即維修修CauseInvestigation起因調(diào)查問(wèn)題根源糾正措施施持續(xù)確認(rèn)認(rèn)分析問(wèn)題根源直接原因因起因起因起因問(wèn)題首先先在哪發(fā)發(fā)生？基本起因因/結(jié)果的調(diào)調(diào)查對(duì)問(wèn)題根根源調(diào)查查的5個(gè)為什么么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5-PhaseProblemSolvingWhenisProblemSolvingappropriate……什么時(shí)候候需要解解決問(wèn)題題……-SafetyIncident安全事故故-MajorQualityIssue主要的質(zhì)質(zhì)量問(wèn)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(wú)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(wèn)問(wèn)題解決決問(wèn)題解決決的五個(gè)個(gè)階段15-PhaseProblemSolvingProblemDefinition問(wèn)題的定定義AStatementwhichdescribesthecurrentstatusorsituation.對(duì)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(wèn)題（（將大問(wèn)問(wèn)題化為為小問(wèn)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(wèn)問(wèn)題Frequencyandpercentage發(fā)生的頻頻率及百百分率Thetimeperiod發(fā)生的時(shí)時(shí)間Workerormachinerelatedto與此相關(guān)關(guān)的員工工或設(shè)備備Pointofoccurrence問(wèn)題的起起點(diǎn)點(diǎn)1ProblemDefinition(cont.)問(wèn)題的定定義(續(xù))LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出現(xiàn)現(xiàn)問(wèn)題的的起點(diǎn)/問(wèn)題的起起點(diǎn)（哪里首先出現(xiàn)現(xiàn)問(wèn)題））5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工藝藝造成成出現(xiàn)現(xiàn)問(wèn)題題！觀察:第3階段工藝流流程方方向在第6道工藝藝發(fā)現(xiàn)現(xiàn)問(wèn)題題能夠看看見(jiàn)能夠看看見(jiàn)能夠看看見(jiàn)不能看看見(jiàn)開(kāi)始追溯Apollo13阿波羅羅13號(hào)WhatisProblemDescription/InitialProblemPerception?問(wèn)題的的描述述/初期對(duì)對(duì)問(wèn)題題的理理解是是什么么?WhatisthePointofCause?什么是出現(xiàn)現(xiàn)問(wèn)題的起起點(diǎn)?ProblemSolvingExercise25-PhaseProblemSolvingImmediateFix(Containment)立即維修Immediatefixistheactiontakentocontaintheproblemspread立即維修措施是為了了防止問(wèn)題題擴(kuò)散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即維修是下列各例例都采取用用來(lái)防止問(wèn)問(wèn)題流向下下一客戶（內(nèi)部和/或最終客戶）的特別措措施Stoptheline停線100%inspectionandrepair100%的檢查并修修好Sorting/Rework分類/返修Itistoprotectthecustomer這是為了保保護(hù)顧客利益Itisnottherootcauseandsolution!這不時(shí)最后后的解決方方案！35-PhaseProblemSolvingRootCauseAnalysis分析問(wèn)題根源RootCauseAnalysis分析問(wèn)題根根源Investigatetheidentifiedcause調(diào)查已確定定的起因Fivewhyinvestigations調(diào)查時(shí)應(yīng)用用“五個(gè)為為什么”Causeandeffectdiagram起因和結(jié)果果圖Processdiagnosticsheet工藝診斷表表Summarizeanalysisresults總結(jié)分析結(jié)結(jié)果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion記錄看起來(lái)來(lái)最重要的的原因并寫(xiě)寫(xiě)明你的結(jié)結(jié)論是如何何得到的Listmaincause(s)羅列主要原原因RootCauseCauseCauseCauseSymptomsFiveWhyInvestigation45-PhaseProblemSolvingCorrectiveAction糾正措施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并執(zhí)行行一個(gè)短期期或長(zhǎng)期的的措施來(lái)解解決問(wèn)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(duì)潛在方案進(jìn)進(jìn)行優(yōu)先性排排序Implementsolution執(zhí)行方案Establishaschedulewithtargetcompletiondates制定一個(gè)有問(wèn)問(wèn)題解決期限限的計(jì)劃表5-PhaseProblemSolving5Follow-upVerification跟蹤確認(rèn)Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟蹤確認(rèn)是確定問(wèn)問(wèn)題是否已經(jīng)經(jīng)糾正的活動(dòng)Frequentcheckofthecorrectionresult對(duì)更正的結(jié)果果定期檢查toimplementaccordingtopredeterminedcorrectiveactionplan按預(yù)定的糾正正措施計(jì)劃執(zhí)執(zhí)行toreachthegoalofcorrectiveaction達(dá)到糾正措施施的目標(biāo)Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem將問(wèn)題解決方方法標(biāo)準(zhǔn)化以以防止相似的的問(wèn)題再次發(fā)生生MARCH3?Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-AidWorld-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’sNotRealImprovement–ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai…Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-ProcessControl&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagementbyTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpenCommunication

ProcessValuesVision/MissionShopFloorManagementContinuousImprovementContinuous

Improvement

Process持續(xù)改進(jìn)的過(guò)程ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!設(shè)置障礙，克克服障礙，不斷提高！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste創(chuàng)造一個(gè)持續(xù)改進(jìn)的文文化氛圍，讓讓員工在消除除浪費(fèi)中提高高。ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改進(jìn)是與消除除浪費(fèi)不斷作作斗爭(zhēng)的過(guò)程程！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)你爬到山頂頂時(shí)。。。...YouCanSeetheNextTarget!你將會(huì)發(fā)現(xiàn)下下一個(gè)目標(biāo)?。ontinuousImprovement

CultureDieChangeExercise更換模具練習(xí)習(xí)DieChangeExerciseDieChangeExercise-Round1模具更換練習(xí)習(xí)：第一輪Objective:Changethedieinminimalamountoftime.目的:在最短時(shí)間內(nèi)內(nèi)更換模具DieChangeStandardizedWork:模具更換的標(biāo)標(biāo)準(zhǔn)化作業(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（主主要工作）確定模具四角角已經(jīng)對(duì)齊.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.重新裝配確認(rèn)模具四角角已經(jīng)對(duì)齊確認(rèn)螺母正確確對(duì)位DieChangeExerciseInstructions:說(shuō)明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每個(gè)人人都要進(jìn)行一一次更換操作作。AmemberofthegroupshouldtimetheDieChange.工段中要有一一人對(duì)更換工工作進(jìn)行計(jì)時(shí)時(shí)。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一一人在重新裝裝配模具時(shí)進(jìn)進(jìn)行下列兩項(xiàng)項(xiàng)檢查Verifyendsareflush.(add1minutetoindividualtimeforviolation確認(rèn)模具邊角角對(duì)齊。（如如果發(fā)現(xiàn)未對(duì)對(duì)齊要在個(gè)人人時(shí)間上加1分鐘）Verifynutsaresecure.(add1minutetoindividualtimeforviolation)確認(rèn)螺母已經(jīng)經(jīng)擰緊。（如如果發(fā)現(xiàn)有違違反的在個(gè)人人時(shí)間上加1分鐘)CalculatetheaverageDieChangetimeforthegroup.計(jì)算整個(gè)工段段更換模具的的平均時(shí)間DieChangeExerciseDieChangeExercise-Round2模具更換練習(xí)習(xí)：第二輪Objective:Changethedieinminimalamountoftime.