Lean古德里奇培訓(xùn)課件

“TheContinuousImprovementJourney”

atAerostructures

古德里奇航空結(jié)構(gòu)集團(tuán)“持續(xù)改善征程”Nov.20102010年11月“TheContinuousImprovementJoAgenda目錄TheContinuousImprovementJourney,includingLeanProductDevelopment,atAerostructures

航空結(jié)構(gòu)集團(tuán)的持續(xù)改善和精益產(chǎn)品開發(fā)征程1993–2010…Wherenext?

下一步是什么？Agenda目錄

MetalBond金屬膠接LID？？？Inlet/FanCowl進(jìn)氣口/風(fēng)扇整流罩Reverser反推裝置Divisionheadquarters集團(tuán)總部Manufacturing生產(chǎn)MROServiceCenter維護(hù)、修理、大修服務(wù)中心ChulaVistaRiversideJacksonvilleSanMarcosFoleyToulouseHamburgPrestwickSingaporeEBU引擎系統(tǒng)4600Employees員工13Locations地點(diǎn)Sales($M)銷售額（百萬美金）2008SalesMix($1.9b)Pylons吊架Nacelle短艙MROSpecialFab特殊加工EverettBrazilTianjinDubaiAerostructuresOverview航空結(jié)構(gòu)集團(tuán)綜述MetalBondLID？？？Inlet/FanCIntegratedstructures&systemsforcommercial,military&spaceairframes&propulsionsystems.HeadquarteredinChulaVista,CA用于商用、軍用與航天飛機(jī)機(jī)體及推進(jìn)系統(tǒng)的集成結(jié)構(gòu)和系統(tǒng)；總部位于美國加利福尼亞的ChulaVista。AerostructuresOverview航空結(jié)構(gòu)集團(tuán)綜述Integratedstructures&systemPositiveEmployeePhilosophy(1983)Ourworkenvironment

積極的員工哲學(xué)（1983）我們的工作環(huán)境相互尊重并互信明確并消除負(fù)面情緒培訓(xùn)和發(fā)展開放的雙向溝通員工參與富有競爭力的工資和福利道德行為關(guān)注于顧客的改進(jìn)責(zé)任和團(tuán)隊(duì)協(xié)作開放與包容PrinciplesforExcellence(1987)OurValues卓越原則（1987）我們的價(jià)值觀方針展開精益六西格瑪古德里奇精益產(chǎn)品開發(fā)系統(tǒng)項(xiàng)目管理古德里奇管理系統(tǒng)浪費(fèi)消除LeanPhilosophy(1994)Ouroperatingapproach精益原則（1994）我們的運(yùn)營方法SupportivePhilosophies支持性哲學(xué)Leadership領(lǐng)導(dǎo)力PositiveEmployeePhilosophy(ResultsVisible顯著效果ToImmediateArea

在直接接區(qū)域AtfacilityLevel在工廠層面AtBusinessLevel在業(yè)務(wù)層面TotheCustomer面向顧客Linkage&Flow聯(lián)接和流動(dòng)StandardWork&VisualControls標(biāo)準(zhǔn)作業(yè)和目視化控制RealTimeProblemResolution實(shí)時(shí)問題解決Redeploy

PhysicalResources重新部署實(shí)際資源Redeploy

Employee

Resources重新部署員工資源5SFocusofActivity行動(dòng)重點(diǎn)MaturityofApplication實(shí)踐成熟度ContinuousImprovementbasics持續(xù)改善基礎(chǔ)ResultsVisibleToImmediateArCPI

withabiasforactionCPI？貴在行動(dòng)ContinuousImprovementbasics持續(xù)改善基礎(chǔ)TheToyotaProductionSystem

豐田生產(chǎn)系統(tǒng)

Adisciplinedandstructuredapproachtotheeliminationofwaste

一套旨在消除浪費(fèi)的嚴(yán)謹(jǐn)且系統(tǒng)化的方法AnunwaveringfocusontheValueStream

堅(jiān)定不移關(guān)注價(jià)值流ConstantpursuitoftheLeastWasteWay

堅(jiān)持不懈追求最少浪費(fèi)方法（LWW）CPIwithabiasforactionContContinuousImprovementbasics持續(xù)改善基礎(chǔ)…ContinuousImprovementbasicsContinuousImprovementbasics持續(xù)改善基礎(chǔ)…ContinuousImprovementbasicsCargo貨艙集團(tuán)LPDGen2第二代精益產(chǎn)品開發(fā)

Cost/performancepressure成本/業(yè)績壓力1994199519961997199819992000200120022003200420052006200720082009TheCIJourney持續(xù)改善征程Leaninthefty.工廠精益Focusatthecelllevel

關(guān)注生產(chǎn)單元層面Sitestrategy單個(gè)工廠策略Supplychain供應(yīng)鏈Leanintheoffice辦公室精益

IndividualprocessLinkage&Flow

單個(gè)流程聯(lián)接和流動(dòng)

Businessprocess,supportingValueStreams

業(yè)務(wù)流程，支持價(jià)值流PolicyDeployment

政策部署SimpleMetrics40%costreduction基本指標(biāo)降低40%成本

Alignedtobusinessobjectives與業(yè)務(wù)目標(biāo)相關(guān)聯(lián)DeployedPolicy

展開方針ValueStreamstructure價(jià)值流構(gòu)架LeanEnterprise-Organization2001LeanEnterprise-Organization2001People-B.BroderickEnterpriseSupportServices(ESS)-K.WoodJ.BurtonCustomersInProductionBusinessBusinessAcquisitionProduct&ProcessDefinitionAfterMarketServicesPDM/ERPandResourceTeam-G.PetersC.ReusserC.CrampD.CastagnolaB.WetzlerK.WoodB.GustafsonSparesBusiness-P.FarsettaTechnicalServices-R.McInnesMRO-Fairhope,Prestwick,Singapore-

H.BurkholderC.Johnston,K.TanPPSD-T.DonnellyRe-engining-R.ManionNacelles&Pylons-K.Reilly/P.RoseMilitary&Space-J.GouldingCommercialAerostructures-J.HooperR&D-N.BarkerGRID-LOCK-C.ProbettAuxiliaryPowerUnit(APU)-

J.AndersonC5Pylon-D.PerrymanCF34-10-

J.RogersChiefEngineer-

D.SandersTechnicalSupport-

W.PottsCF6-80E1-B.Cecchini717-200-S.KayV2500-T.Martin737NG-

L.StrandCFM56Program-D.MartinHTA-D.FallettiAllOther-Operations-Riv,CVMfg.,Foley-J.J.Perez,R.Gordon,V.HalfacrePW4000-S.CarterRolls-Royce-

P.MarvinCF6-80C2-S.HallKC-135Program-

J.J.Perez757-

V.HalfacreBFGEurope-J.LuminetSharedProcurementServices-B.McDowellMay22,2001QualityAssuranceandTechnicalCompliance-A.BinksGroupPresident--BudWetzlerAllareasaccountableforLeandeployment所有領(lǐng)域都必須推進(jìn)精益改善LeanProductDevelopment

精益產(chǎn)品開發(fā)

ProductDevelopmentananchor產(chǎn)品開發(fā)啟動(dòng)

LPDagamechanger

精益產(chǎn)品開發(fā)改變游戲規(guī)則TimeDollarsNon-RecurringProductionStartRecurringCost“Recurring”Non-RecurringTimeDollarsNon-RecurringProductionStartRecurringCost“Recurring”Non-RecurringTraditionalModelTimeDollarsProductionStartNon-RecurringRecurringCost“Recurring”Non-RecurringLPDModelTimeDollarsProductionStartNon-RecurringRecurringCost“Recurring”Non-RecurringLPDModelActuationSystems作動(dòng)器系統(tǒng)集團(tuán)Institutionalized制度化40%Withnoendinsight持續(xù)追求永不停歇LeanEnterprise-Organization2001LeanEnterprise-Organization2001People-B.BroderickEnterpriseSupportServices(ESS)-K.WoodJ.BurtonCustomersInProductionBusinessBusinessAcquisitionProduct&ProcessDefinitionAfterMarketServicesPDM/ERPandResourceTeam-G.PetersC.ReusserC.CrampD.CastagnolaB.WetzlerK.WoodB.GustafsonSparesBusiness-P.FarsettaTechnicalServices-R.McInnesMRO-Fairhope,Prestwick,Singapore-

H.BurkholderC.Johnston,K.TanPPSD-T.DonnellyRe-engining-R.ManionNacelles&Pylons-K.Reilly/P.RoseMilitary&Space-J.GouldingCommercialAerostructures-J.HooperR&D-N.BarkerGRID-LOCK-C.ProbettAuxiliaryPowerUnit(APU)-

J.AndersonC5Pylon-D.PerrymanCF34-10-

J.RogersChiefEngineer-

D.SandersTechnicalSupport-

W.PottsCF6-80E1-B.Cecchini717-200-S.KayV2500-T.Martin737NG-

L.StrandCFM56Program-D.MartinHTA-D.FallettiAllOther-Operations-Riv,CVMfg.,Foley-J.J.Perez,R.Gordon,V.HalfacrePW4000-S.CarterRolls-Royce-

P.MarvinCF6-80C2-S.HallKC-135Program-

J.J.Perez757-

V.HalfacreBFGEurope-J.LuminetSharedProcurementServices-B.McDowellMay22,2001QualityAssuranceandTechnicalCompliance-A.BinksGroupPresident--BudWetzlerLeveragetheEnterprise利用集團(tuán)資源GlobalSupplyChain

全球供應(yīng)鏈EPP工程聚合物集團(tuán)Leanin“nonopsT&A’s”

精益在非運(yùn)營領(lǐng)域Linkage&FlowStandardWork&VisualControlsRealTimeProblemResolution5SLinkage&FlowStandardWork&VisualControlsRealTimeProblemResolution5SLinkage&FlowStandardWork&VisualControlsRealTimeProblemResolution5SOrgadjustmenttosupportLPD調(diào)整組織架構(gòu)支持精益產(chǎn)品開發(fā)Focusbetweensites關(guān)注生產(chǎn)基地之間CargoLPDGen2Cost/performanTheContinuousImprovementJourney...持續(xù)改善征程……

…1993-94,theinitialsteps...……1993–94年，起始階段……Aerostructures航空結(jié)構(gòu)集團(tuán)AerostructuresGroupTheContinuousImprovementJouTheRiversideChallengeRiverside工廠挑戰(zhàn)Customerscouldnolongeracceptnon-support

顧客再也不接受無售后支持的產(chǎn)品Neededtomakesignificantperformanceimprovementsquickly

需要在短時(shí)間內(nèi)大幅提升業(yè)績Customersincreasingexpectations

顧客期待不斷提升90%defectreduction不良率降低90%25%costreduction成本降低25%Ontimedelivery準(zhǔn)時(shí)交付75%cycleandflowreduction縮短75%生產(chǎn)和流轉(zhuǎn)時(shí)間Olderfacility,oneoftheAG’Slargest

航空結(jié)構(gòu)集團(tuán)最大的一個(gè)老廠Established/traditionalprocesses-manufacturing&other已經(jīng)成型的/傳統(tǒng)流程——生產(chǎn)和其它Somewhatcomfortableworkforce比較穩(wěn)定的員工隊(duì)伍SeveralcustomersbeginningtoapplytheprinciplesoftheTPS

有一些客戶開始應(yīng)用TPS概念Otheroptionswereavailable...當(dāng)然，還有其它選擇……TheRiversideChallengeRivers…throwpeopleattheproblem出了問題再讓人解決…shorttermfix,notrootcauseelimination短期打補(bǔ)丁，不是從根源問題消除隱患...Aswelookedforward&sawthe“rampup”issues&problemswerestillnumerous,wecould...當(dāng)我們展望未來，看到那些因需求量提升而出現(xiàn)的問題仍然很多時(shí)，我們可以...Addinventorybuffersforprotection增加緩沖庫存，確保訂單交付Increaseleadtimestoallowreactiontime延長交付時(shí)間，獲得充裕的生產(chǎn)反應(yīng)時(shí)間Increaselotsizesforefficiency增加批量尺寸，提升效率Addpeople,create“TigerTeams”擴(kuò)充員工，打造龐大隊(duì)伍Installcatalogautomation安裝采用自動(dòng)產(chǎn)品目錄WhyLean-TraditionalApproach為何精益-傳統(tǒng)方法…throwpeopleattheproblem出1994–1998Organizationalrestructuring

機(jī)構(gòu)重組Cultural,social&behavioralissues

文化、社會(huì)和行為問題Downsizinghelpedtospeedtheremovalofblockers

縮減規(guī)模幫助加速消除障礙Early95launched“CellularManufacturing”

95年初期推行“單元化生產(chǎn)”“Discovered”theToyotaProductionSysteminJune‘95atthe“LeanEnterpriseSummit”

在95年6月的“精益企業(yè)峰會(huì)”上“發(fā)現(xiàn)”豐田生產(chǎn)系統(tǒng)TheChoice選擇1994–1998TheChoice選擇Dealtwith涉及:Thoseable/unabletomakethetrip那些能/不能改變的人Thosewilling/unwillingtomakethetrip那些愿意/不愿意改變的人Flattenedtheorganization扁平化組織構(gòu)架Changedreportingrelationships改變匯報(bào)關(guān)系Co-locatedsupportfunctionswiththeproducttheysupport將支持性職能搬到所支持生產(chǎn)的產(chǎn)品邊上Compressedeveryonearoundtheproduct縮編支持該產(chǎn)品的員工團(tuán)隊(duì)Closedsupportorganizationbuildings關(guān)閉了支持部門廠房CultureandOrganization文化和組織Dealtwith涉及:CultureandOrgPolicyDeployment政策部署Established1-3-5yearobjectives設(shè)計(jì)1-3-5年目標(biāo)Established“DriverMeasures”設(shè)定“驅(qū)動(dòng)指標(biāo)”Clarifiedthelinkageofcorporategoalstolocalmetricsandtolocalactions闡明公司目標(biāo)與本部門指標(biāo)及本部門行動(dòng)措施的聯(lián)系LeanSkillsDevelopment精益技能發(fā)展Allowedourselvestolearn,from讓我們向這些企業(yè)學(xué)習(xí):Toyota豐田SomeofourcustomerswhohadstarteddowntheLeanPath已經(jīng)開始踏上精益之路的一些顧客們Identified“LeanZealots”andputtheminpositionstolearn,influence&pullleanintothebusiness找到“精益積極分子”，讓他們學(xué)習(xí)精益，影響周圍同事，并將精益融入業(yè)務(wù)“JumpedinattheDeepEnd”-StartedrunningKaizenevents“跳入水深火熱的困境”——開始改善項(xiàng)目SecuredtheservicesofthebestLeanSenseiwecouldfind與我們能找到的最好的精益專家達(dá)成合作協(xié)議Began“LearningTogether”activities開始“共同學(xué)習(xí)”活動(dòng)PolicyDeployment&LeanSkillsDevelopment

政策部署和精益技能發(fā)展PolicyDeployment政策部署PolicyD財(cái)務(wù)

年度

FY’94 FY’95 FY’96 FY’97 FY’98 CY98 CY99 CY00月Months 12 12 12 5 12 12 Reductioninbuildhoursofallprograms

在所有項(xiàng)目中都縮短了生產(chǎn)時(shí)間5%38%30%Riverside工廠AllOperations所有工廠46%15%8%27%16%10%20%SanMarcos工廠DirectLaborHours直接勞動(dòng)工時(shí)財(cái)務(wù)

年度

FY’94 FY’95 FY’96 FY’97 Facility廠數(shù)SQFT廠房面積Employees雇員Shiftdist.班次安排TypicalDTM典型生產(chǎn)周期Sales銷售額Sales/employee

每員工銷售額SparesOTDtocustomerrequestdate**售后零配件按顧客需求日期準(zhǔn)時(shí)交付率Deliveredquality交付質(zhì)量165.04m13,30065/25/1035+$1.0b$75K<42%

96.3%19921998154.904,59380/15/<527+$1.1b$210K<42%

96.4%AerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)績指標(biāo)*Includescontractlabor包括合同工**2001to2006FinancialsexcludeCargo/EPP

從2001年到2006年財(cái)務(wù)數(shù)據(jù)不包括貨艙系統(tǒng)和工程聚合材料產(chǎn)品Facility廠數(shù)16199219981TheLeanJourney...

精益征程……

…1997,ChulaVistaManufacturing...

……1997年，ChulaVista工廠生產(chǎn)線……

Aerostructures航空結(jié)構(gòu)集團(tuán)AerostructuresGroupTheLeanJourney...

精益征程…… Ae140ACRES

140英畝2.7MILLIONSQUAREFEETOFMANUFACTURINGFLOORSPACE

270萬平方英尺生產(chǎn)車間面積ChulaVista工廠1250MANUFACTURINGANDSUPPORTEMPLOYEES

1240生產(chǎn)及支持員工140ACRES

140英畝ChulaVA50+YearOldFacility一座有超過50年歷史的工廠SituationMid19971997年中的情形Traditionalaerospacefacilitygrowth

傳統(tǒng)航空業(yè)工廠增長率Batchprocessing

批量生產(chǎn)Processcenters

加工中心為主Monuments

大型設(shè)備Biggerisbetter

越大越好Oldshopfloorcontrolmethods

老式的生產(chǎn)現(xiàn)場管理方式Inadequatelinkage

缺乏流程聯(lián)接Partsdidnothavetheabilitytoflow

零部件無法流動(dòng)起來Partsqueued,excessiveinventory

零部件排隊(duì)，積壓大量庫存Severalmonuments

好些大型設(shè)備150plusclassifications

超過150種產(chǎn)品分類“Uniononboard”

工會(huì)勢力強(qiáng)大StoresReworkA50+YearOldFacility一座有超過5CVManufacturingSituationChulaVista生產(chǎn)狀況

Mid1997-“MonumentValley”1997年中——“設(shè)備峽谷”SkinPress壓蒙皮SPFHydroPress液壓StretchBend拉伸彎曲Receiving接收5061MachineShop機(jī)加車間45BoeingDuctCell波音道單元BracketCell支架單元EBUSupportCellEBU支持單元Assembly裝配DropHammer落錘“Express”Line快速線CentralAqueousClean&SolutionHeatTreat中央水清潔及固溶熱處理Processing加工Trim&Drill修磨鉆孔Weldments&TubeBending焊接和彎管TypicalPart-Travels2-3Milesin25DaystoAdd5HoursofValue典型零件——為增加5小時(shí)的價(jià)值，需要在25天中搬運(yùn)3-5公里And而且...CVManufacturingSituationChu…by1998,thiswasalsobeingviewedasa‘Monument’……到了1998年，這也被看成是“大型設(shè)備”Supportgroupsnotco-locatedwiththoseaddingvalue

支持那些不在增值場所的職能團(tuán)隊(duì)Multiple“HandOffs”togetthingsdone

需要多次“交接”才能完成任務(wù)Functionalfocusvsacustomerfocus

職能本位對應(yīng)顧客本位Alethargicreactiontothreatsandopportunities

面對威脅和機(jī)遇都反映遲鈍Anenvironmentthatdidnotenablea“BiasforAction”這樣的環(huán)境無法實(shí)現(xiàn)“行動(dòng)為先”ATraditionalOrganizationStructure傳統(tǒng)組織構(gòu)架GM總經(jīng)理PC生產(chǎn)控制ME制造工程Quality質(zhì)量Ops運(yùn)營IE工業(yè)工程Etc.等等…by1998,thiswasalsobeingAerostructuresGroupTheLeanJourney...

精益征程……

…wherenextin1998...

……到1998年后的情形……

Aerostructures航空結(jié)構(gòu)集團(tuán)AerostructuresGroupTheLeanJStateofthebusiness業(yè)務(wù)形勢Operationsmakingtremendousprogress運(yùn)營領(lǐng)域取得重大進(jìn)步ContinuousImprovementstruggling“offtheshopfloor”

持續(xù)改善開始向生產(chǎn)車間外的領(lǐng)域發(fā)展Functionalorganizationalstructureinquestion職能劃分型組織構(gòu)架被質(zhì)疑Stillnonewbusinesswins依舊沒有贏得新業(yè)務(wù)Gainsharinginplaceforeveryemployee每個(gè)員工享受到盈利分配ProductDevelopmentbeinglookeduponasrepletewithopportunity

產(chǎn)品開發(fā)充滿了改善機(jī)會(huì)Actionstaken采取行動(dòng)PolicyDeploymentprocessmaturing政策部署流程變得越發(fā)成熟GuidanceManagementTeams(GMT’s)inplace管理指導(dǎo)委員會(huì)成立The“resultsfocus”beingchallenged“結(jié)果為重”方法受到挑戰(zhàn)SeniorLeadershippresentingLeanPractitionertraining高層領(lǐng)導(dǎo)教授精益實(shí)踐者培訓(xùn)ValueStreamsdeveloped&launchedin1999價(jià)值流開發(fā)并于1999年投入應(yīng)用StandardWorkbeingdeveloped&understood開發(fā)出標(biāo)準(zhǔn)化作業(yè)，并取得廣泛理解EEAssessmentsnowestablishedforValueStreams為各價(jià)值流建立企業(yè)卓越評估Gainsharingpayingout分發(fā)員工盈利所得OntheroadtoEnterpriseExcellence…在追求企業(yè)卓越的征程上……PolicyDeploymentwasneededtofocus,align&linkourresources我們需要方針展開來集中、協(xié)調(diào)并整合資源

PolicyDeploymentisaprocesstorunthebusinesswith方針展開是開展業(yè)務(wù)的流程DriverMeasuresare‘moreimportant’thanResultsMeasures過程指標(biāo)比結(jié)果指標(biāo)更重要

TheEEAssessmentisstructuredaroundPolicyDeployment&CItoolproficiency&use

企業(yè)卓越評估圍繞方針展開和持續(xù)改善工具熟悉和使用而展開Leadershipsbehaviorswillbefollowed以領(lǐng)導(dǎo)行為做榜樣StandardWorkneedstobedevelopedcarefully&supported需要謹(jǐn)慎開發(fā)標(biāo)準(zhǔn)化作業(yè)，并輔以相應(yīng)支持Aradicalchangeinorgstructurewasneededtoenablethelinkage&flowofinformation

為提升信息的聯(lián)接和流動(dòng)，一場組織架構(gòu)變革勢在必行TheCIJourneyatAerostructures1998–2000航空結(jié)構(gòu)集團(tuán)持續(xù)改善征程1998–2000Stateofthebusiness業(yè)務(wù)形勢Acti5%38%30%46%15%8%27%16%10%46%8/0020%56%40%68%4/00DirectLaborHours直接勞動(dòng)工時(shí)Reductioninbuildhoursofallprograms

在所有項(xiàng)目中都縮短了生產(chǎn)時(shí)間Riverside工廠AllOperations所有工廠SanMarcos工廠財(cái)務(wù)

年度

FY’94 FY’95 FY’96 FY’97 FY’98 CY98 CY99 CY00月Months 12 12 12 5 12 12 5%38%30%46%15%8%27%16%10%46%20Through6474unitsThrough226unitsThrough1559unitsAssemblyHours裝配工時(shí)737NG裝配工時(shí)717-200NG裝配工時(shí)V2500裝配工時(shí)2001-2002ThroughThroughThroughAssemblyAerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)績指標(biāo)Facility廠數(shù)SQFT廠房面積Employees雇員Shiftdist.班次安排TypicalDTM典型生產(chǎn)周期Sales銷售額Sales/employee

每員工銷售額SparesOTDtocustomerrequestdate**售后零配件按顧客需求日期準(zhǔn)時(shí)交付率Deliveredquality交付質(zhì)量165.04m13,30065/25/1035+$1.0b$75K<42%

96.3%199219982000154.90m4,59380/15/<527+$1.1b$210K<42%

96.4%113.90m4,55885/10/<516+$1.2b$279K42%

97.5%*Includescontractlabor包括合同工**2001to2006FinancialsexcludeCargo/EPP

從2001年到2006年財(cái)務(wù)數(shù)據(jù)不包括貨艙系統(tǒng)和工程聚合材料產(chǎn)品AerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)LeanProductDevelopment...

2000…

AerostructuresGroupTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGEAerostructures航空結(jié)構(gòu)集團(tuán)LeanProductDevelopment...AeTheOld&TheNewTimeDollarsNon-Recurring

“Investment”Production

StartRecurringCost“Recurring”

Non-RecurringBusinessasusualTimeDollarsProduction

StartNon-Recurring

“Investment”RecurringCost“Recurring”

Non-RecurringNewmodelTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGETheOld&TheNewTimeDollarsNA/CLevelPlanningLeanProductDevelopmentGen2VoiceoftheCustomerProgramMilestoneMatrixProgramDeliverablesMapLWWProgramPlanImpactMatrixRiskMitigationLPDTripletsLifeCyclemanagementProjectPlanningInstitutionalizeTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGEA/CLevelPlanningLeanProductTheLeanProductDevelopmentGen2FocusKnowledge-TemplatesManualsStandardWorkProcess-Modules-TrainingVisualsStandardWorkTechnology-ModelBasedDefinitionWIPManagementOptimizationAllaspectsofP&PDmustbeaddressedtoachievethebestsolution.Ensuringtherightknowledge&therightenablingtechnologiesareeffectively usedattherighttimeinavisualprocesssupportedbystandardwork…THISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGETheLeanProductDevelopmentGStateofthebusiness業(yè)務(wù)形勢InProductionValueStreamsmakingtremendousprogress

在生產(chǎn)上，價(jià)值流方法取得了極大成果SomespectacularContinuousImprovementprogressinnonOpsValueStreams

在一些非運(yùn)營領(lǐng)域價(jià)值流上持續(xù)改善取得了矚目的進(jìn)展ValueStreamsstabilizing穩(wěn)定價(jià)值流Firstnewbusinesswin,ofconsequence,in20years–CF34

在連續(xù)20年里首次獲得新業(yè)務(wù)——CF34ProductDevelopmentfailingonEmbraertailcone

巴西航空工業(yè)Embraer尾錐產(chǎn)品開發(fā)失敗Actionstaken采取行動(dòng)PolicyDeploymentReview‘smovingfromPDPR’stoveryvisualmetricreviews

政策部署審核從政策部署進(jìn)程回顧（PDPR）變?yōu)榉浅Ｄ恳暬臉I(yè)績審核TheEEAssessmentisatRev3withthe“barsignificantlyraised”企業(yè)卓越評估升級(jí)到第三版，標(biāo)準(zhǔn)大幅提高Aftermarketopportunityidentified&actionsaligned&linkedthroughPolicyDeployment

通過方針展開確定售后市場機(jī)會(huì)并協(xié)調(diào)行動(dòng)SeniorLeadership&ValueStreamLeadershippresentingLeanPractitionertraining

高層領(lǐng)導(dǎo)和價(jià)值流領(lǐng)導(dǎo)教授精益實(shí)踐者培訓(xùn)BeginningtorunclosethegapStandardWorkevents

開始推進(jìn)標(biāo)準(zhǔn)化作業(yè)項(xiàng)目以縮小與目標(biāo)差距LPDlaunchedinlate1999在1999年下半年啟動(dòng)精益產(chǎn)品開發(fā)

The“resultsmetricfocus”beingchallenged“結(jié)果指標(biāo)”被挑戰(zhàn)OntheroadtoEnterpriseExcellence…在追求企業(yè)卓越的征程上……

NeedPolicyDeploymentReviewstofocusontheareasneedingattention政策部署審核需專注于重點(diǎn)關(guān)注領(lǐng)域MacroPlanningisactuallyMacroLearning宏觀計(jì)劃變成了宏觀學(xué)習(xí)Theplacement/alignmentofrequiredtasks&activitiesandresourceswithinValueStream’syieldsunparalleledgains在價(jià)值流中配置并協(xié)調(diào)所需的任務(wù)活動(dòng)及資源取得了超出預(yù)期的成果Themorewe‘payattentiontoSW,thesmallertheelements,themorewastewefind’

我們對標(biāo)準(zhǔn)化作業(yè)越關(guān)注、探究的細(xì)節(jié)越細(xì)，我們就找到越多的浪費(fèi)Linkage&flowandvisualcontrolsarekeyin“productdevelopment”

聯(lián)接與流動(dòng)和目視化管理是“展品開發(fā)”的關(guān)鍵TheCIJourneyatAerostructures2000–2002航空結(jié)構(gòu)集團(tuán)持續(xù)改善征程2000–2002Stateofthebusiness業(yè)務(wù)形勢ActiSeeing‘thegap’…看到差距……andclosingit…縮短差距AerostructuresGroupTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGEAerostructures航空結(jié)構(gòu)集團(tuán)Seeing‘thegap’…Aerostructur100Whatthesystemtellsusitcosts系統(tǒng)所顯示的成本50Whatweseewhenwedocumentreality我們記錄顯示時(shí)看到的成本25StandardWorkwhenwasteisremoved消除浪費(fèi)，創(chuàng)建標(biāo)準(zhǔn)化作業(yè)后的成本10Whatthevalueaddedtaskis增值任務(wù)的具體內(nèi)容?Wheredoesitend?重點(diǎn)會(huì)在哪里？Thegap…差距……Withnoendinsight看不到終點(diǎn)AnOngoingPhenomenon當(dāng)前的現(xiàn)象100Whatthesystemtellsusit100Whatthesystemtellsusitcosts系統(tǒng)所顯示的成本50Whatweseewhenwedocumentreality我們記錄顯示時(shí)看到的成本25StandardWorkwhenwasteisremoved消除浪費(fèi)，創(chuàng)建標(biāo)準(zhǔn)化作業(yè)后的成本10Whatthevalueaddedtaskis增值任務(wù)的具體內(nèi)容?Wheredoesitend?重點(diǎn)會(huì)在哪里？Quality質(zhì)量Delivery交付Turns周轉(zhuǎn)Cost成本DTM生產(chǎn)周期Inventory>SWIP庫存>SWIPAnOngoingPhenomenon當(dāng)前的現(xiàn)象100WhatthesystemtellsusitThrough6474unitsThrough226unitsThrough1559unitsAssemblyHours裝配工時(shí)737NG裝配工時(shí)717-200NG裝配工時(shí)V2500裝配工時(shí)2001-2002ThroughThroughThroughAssemblySparesdeliveriestocustomerrequestdate

按照顧客需求日期交付售后零配件發(fā)運(yùn)準(zhǔn)時(shí)率5天寬限準(zhǔn)時(shí)率目標(biāo)準(zhǔn)時(shí)率失職率SparesdeliveriestocustomerResults-GroupMetrics集團(tuán)業(yè)績指標(biāo)結(jié)果DaystoManufacture生產(chǎn)交付天數(shù)零部件加工夾層加工膠接裝配Results-GroupMetrics集團(tuán)業(yè)績指標(biāo)AerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)績指標(biāo)Facility廠數(shù)SQFT廠房面積Employees雇員Shiftdist.班次安排TypicalDTM典型生產(chǎn)周期Sales銷售額Sales/employee

每員工銷售額SparesOTDtocustomerrequestdate**售后零配件按顧客需求日期準(zhǔn)時(shí)交付率Deliveredquality交付質(zhì)量165.04m13,30065/25/1035+$1.0b$75K<42%

96.3%1992199820002002154.90m4,59380/15/<527+$1.1b$210K<42%

96.4%113.90m4,55885/10/<516+$1.2b$279K42%

97.5%93.66m3,67880/10/<512+$1.0b$289K70%

97.3%*Includescontractlabor包括合同工**2001to2006FinancialsexcludeCargo/EPP

從2001年到2006年財(cái)務(wù)數(shù)據(jù)不包括貨艙系統(tǒng)和工程聚合材料產(chǎn)品AerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)Stateofthebusiness業(yè)務(wù)形勢InProductionValueStreamsmakingtremendousprogress

在生產(chǎn)上，價(jià)值流方法取得了極大成果ProficientwithSWinhardwareareas在具體生產(chǎn)領(lǐng)域已精通標(biāo)準(zhǔn)化作業(yè)MultiplenonOpsValueStreamsmakinggreatprogress

多個(gè)非運(yùn)營領(lǐng)域價(jià)值流取得重大進(jìn)步ValueStreamsstabilized價(jià)值流得到穩(wěn)定BiggestwininGoodrichhistory–787nacelle

古德里奇公司贏得歷史上最大的競標(biāo)——787短艙AreviewoftheLPDprocessrevealsmuchopportunity

精益產(chǎn)品開發(fā)流程經(jīng)過回顧發(fā)現(xiàn)更多改善機(jī)會(huì)Actionstaken采取的行動(dòng)PolicyDeploymentisintegrated&fundamentaltohowwerunthebusiness

把方針展開融入業(yè)務(wù)開展，并作為其基礎(chǔ)TheEEAssessmentisatRev5withthe“barsignificantlyraised”企業(yè)卓越評估升級(jí)到第五版，標(biāo)準(zhǔn)大幅提高

Developingproficiencywith‘closethegap’StandardWorkevents

提升標(biāo)準(zhǔn)化作業(yè)改善項(xiàng)目的熟練程度，以進(jìn)一步“縮短差距”LPDIIlaunched啟動(dòng)精益產(chǎn)品開發(fā)2250manweeksofCIsupportprovidedtootherGoodrichSBU’s

為其它古德里奇分部提供250人周的持續(xù)改善支持ContinuousImprovementdotsjoined串聯(lián)各環(huán)節(jié)持續(xù)改善TheCIprocesses&toolsworkeverywhereifdeployed&supportedappropriatelybyLeadership

如果管理層能合理應(yīng)用并支持持續(xù)改善流程和工具，則這些流程和工具在企業(yè)內(nèi)皆可適用MacroLearning/PlanningisanelementofacoherentCIdeploymentdrive宏觀學(xué)習(xí)/規(guī)劃是連貫推進(jìn)持續(xù)改善應(yīng)用的組成元素CIintheproductdevelopmentprocessislittledifferenttoanywhereelse

產(chǎn)品開發(fā)流程的持續(xù)改善和其它領(lǐng)域的幾乎沒有區(qū)別WeneedtodriveRealTimeProblemIdentification&ResolutionASAP

我們推進(jìn)實(shí)時(shí)問題解決刻不容緩TheCIJourneyatAerostructures2002–2004航空結(jié)構(gòu)集團(tuán)持續(xù)改善征程2002–2004Stateofthebusiness業(yè)務(wù)形勢ActiThrough7224unitsThrough274unitsThrough1977unitsAssemblyHours裝配工時(shí)737NG裝配工時(shí)717-200NG裝配工時(shí)V2500裝配工時(shí)2001-2002ThroughThroughThroughAssemblySparesdeliveriestocustomerrequestdate

按照顧客需求日期交付售后零配件發(fā)運(yùn)準(zhǔn)時(shí)率5天寬限準(zhǔn)時(shí)率目標(biāo)準(zhǔn)時(shí)率失職率Sparesdeliveriestocustomer68ACRES

68英畝1.6MILLIONSQUAREFEETOFMANUFACTURINGFLOORSPACE

160萬平方英尺的生產(chǎn)車間面積

1275MANUFACTURINGANDSUPPORTEMPLOYEES

1275名生產(chǎn)和支持員工ChulaVista工廠68ACRES

68英畝ChulaVisAerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)績指標(biāo)Facility廠數(shù)SQFT廠房面積Employees雇員Shiftdist.班次安排TypicalDTM典型生產(chǎn)周期Sales銷售額Sales/employee

每員工銷售額SparesOTDtocustomerrequestdate**售后零配件按顧客需求日期準(zhǔn)時(shí)交付率Deliveredquality交付質(zhì)量165.04m13,30065/25/1035+$1.0b$75K<42%

96.3%19921998200020022004154.90m4,59380/15/<527+$1.1b$210K<42%

96.4%113.90m4,55885/10/<516+$1.2b$279K42%

97.5%93.66m3,67885/10/<512+$1.0b$289K70%

97.3%93.66m3,81985/10/<5<10$1.2b$295K85%

98.1%WonthebiggestprograminGoodrich’shistory–787Nacelle贏得了古德里奇歷史上最大的競標(biāo)項(xiàng)目——787短艙*Includescontractlabor包括合同工**2001to2006FinancialsexcludeCargo/EPP

從2001年到2006年財(cái)務(wù)數(shù)據(jù)不包括貨艙系統(tǒng)和工程聚合材料產(chǎn)品AerostructuresMetrics航空結(jié)構(gòu)集團(tuán)業(yè)Compliance,Quality&CI

…joinedatthehip

AerostructuresAerostructuresGroupTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGECompliance,Quality&CI

Tobeinbusiness,behavetobe…CompliantContinuousImprovementThebusinesswearein…QualityPyramidTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGETobeinbusiness,CompliantCoLeanAQSThechosenContinuousImprovementtoolsandprocesses…Linkage&flowRealTimeProblemResolutionStandardWorkVariationEliminationQualityPyramidTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGELeanAQSThechosenLinkageRealFocusonwaste&variationtoreducetheCOQIAQGQualityManagementStandards:Compliance,Accreditation&CustomerIntegrationAS9100RevASupplyChainQMSFlow-down,SQEsystemandresourcesQualityResultsMetrics&CorrectiveActionSystemandMetricsInPlaceIndependentAuditandReviewSystem:GR&SupplyChain“ProtecttheCustomerandBusiness”Establish“RingFence”inHighRiskAreasDrive“Highprofile”AggressiveCorrectiveActionPlans,highordermetricsCertifiedSuppliersOperatorVerification,ConfigurationControlPartControl,QualityAssuranceCeaseDependencyonMassInspectionNADCAPAccreditedSpecialProcesses–RiskMitigationPlansC.O.QDriverMeasuresIntegratedIntoC.I.PlansSelfImprovingSupplychainDefectPrevention–MistakeProofing,TolerencingforprocesscapabilityWasteElimination&VariationReductionReactivePro-ActivePredictive“BestinClass”Quality,CustomerSatisfaction&CostMPCprocess,ControlPlans,PFMEAComplianceQualityAssuranceWasteEliminationPreventativeQualityPyramidVariationEliminationAgainstabackgroundof:ComplianceContinuousImprovementAppliedCItoolsTHISDOCUMENTSUBJECTTOTHECONTROLSANDRESTRICTIONSONTHEFIRSTPAGEFocusonwaste&variationIAQGStateofthebusiness業(yè)務(wù)形勢InProductionValueStreamsmakingtremendousprogress生產(chǎn)領(lǐng)域價(jià)值流取得巨大進(jìn)展RealTimeProblemResolutionwithSWyieldingsignificantbusinessreturns

以標(biāo)準(zhǔn)化作業(yè)為基礎(chǔ)的實(shí)時(shí)問題解決帶來顯著的業(yè)務(wù)回報(bào)

NonOpsValueStreamsbecomingofgreatersignificance&opportunity非運(yùn)營價(jià)值流展現(xiàn)更高重要性和更多機(jī)遇SecondbiggestwininGoodrichhistory–A350nacelle

古德里奇公司贏得歷史上第二大競標(biāo)——A350短艙AWorkingCapitalfocus關(guān)注營運(yùn)資本Actionstaken采取行動(dòng)TheEEAssessmentisatRev7withthe“barsignificantlyraised”

企業(yè)卓越評估已經(jīng)更新到第7版，各項(xiàng)指標(biāo)都已大幅提升SWIPunderstood&calculatedbyallhardwareValueStreams.WIPtoSWIP

gapbeingmanaged理解標(biāo)準(zhǔn)在制品的意義，并在所有實(shí)際價(jià)值流上計(jì)算出其標(biāo)準(zhǔn)在制品。開始管理標(biāo)準(zhǔn)在制品SWIP和當(dāng)前在制品的差距RealTimeProblemResolutionbeingdeployedonallhardwareValueStreams&

somenonhardware在所有的實(shí)際價(jià)值流和一些虛擬價(jià)值流上應(yīng)用實(shí)時(shí)問題解決Stretchgoalstiedtobusinessplan,PolicyDeployment&gainsharing將目標(biāo)與業(yè)務(wù)計(jì)劃、政策部署和盈利分享聯(lián)系起來Increasedtheexpectations&linktocompensationforSeniorStaff

提高對高級(jí)員工報(bào)酬的期待和聯(lián)系OntheroadtoEnterpriseExcellence…在追求企業(yè)卓越的征程上……Linktheexpectations,actions&behaviorsofeveryonetoCIdeployment&

compensation將每個(gè)人對于持續(xù)改善的應(yīng)用和在其中能獲得回報(bào)的期望和行為都聯(lián)系起來TheWorkingCapitalfocuswasalreadyinplaceviathePolicyDeployment

Metrics營運(yùn)資本關(guān)注已經(jīng)通過方針展開指標(biāo)落實(shí)TheCIJourneyatAerostructures2004–2006航空結(jié)構(gòu)集團(tuán)持續(xù)改善征程2004–2006Stateofthebusiness業(yè)務(wù)形勢ActiThrough8752unitsThrough310unitsThrough2777unitsAssemblyHours裝配工時(shí)737NG裝配工時(shí)717-200NG裝配工時(shí)V2500裝配工時(shí)2001-2002ThroughThroughThroughAssemblySparesdeliveriestocustomerrequestdate

按照顧客需求日期交付售后零配件發(fā)運(yùn)準(zhǔn)時(shí)率5天寬限準(zhǔn)時(shí)率目標(biāo)準(zhǔn)時(shí)率失職率SparesdeliveriestocustomerApplythetools應(yīng)用工具Leadershipengage

領(lǐng)導(dǎo)層參與DriveStandardWork&VisualControls

推進(jìn)標(biāo)準(zhǔn)化作業(yè)和目視管理IntroduceRealTimeProblemResolution

引入實(shí)時(shí)問題解決Run‘closethegapevents’

開展“縮短差距項(xiàng)目”ContinuousImprovementOuroperatingapproachGoodrichPeoplePhilosophyWorkenvironmentGoodrichValuesEnterprise-widecultureIt’saboutLeadership秘訣盡在管理RecentProductionPrograms近期生產(chǎn)項(xiàng)目2003-2