通用大宇持續(xù)改進培訓材料2

ContinuousImprovementGMS持續(xù)改進員工參與標準化制造質(zhì)量縮短制造周期持續(xù)改進精品資料網(wǎng).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精品資料網(wǎng).ContinuousImprovementCompany持續(xù)改進的公司Small,steadyimprovementstoconstantlyimproveTheStandard!!

從細小、穩(wěn)定的改進到標準的不斷提高NoCompanyTodayCanSurviveWithoutHavingAllEmployeesFocusedonContinuousImprovement沒有改進就難以生存精品資料網(wǎng).ContinuousImprovementWhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?在能夠進行持續(xù)改進前什么工作是絕對必要的？StabilityThroughStandardization!通過標準化獲得穩(wěn)定發(fā)展精品資料網(wǎng).StandardizationImprovement改進StandardizationStandardizationStandardizationImprovement改進Improvement改進ContinuousImprovementStandardizationBeforeContinuousImprovement!

在進行持續(xù)改進前的標準標準化標準化標準化標準化精品資料網(wǎng).Plan計劃Do實施Check檢查Action運作

GrasptheSituation掌握情況ThePDCACyclePDCA精品資料網(wǎng).ThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,mostlydoing,donotchecktheirstatusandthenreacttoeverything…沒有遠見的公司很少做計劃，大多數(shù)情況是直接實施，從不檢查實施情況，此后對每件事都是如此……

DCAWorld-Classcompaniesdoexcellentplanning,alwaysperformchecksthatenabletotakecorrectiveactionandstayonschedule…

世界級的大公司會做非常周詳?shù)挠媱潱瑢γ考ぷ鬟M行跟蹤檢查以便及時采取糾正措施并按進度表運行……BADGOOD精品資料網(wǎng).Let’sgotoKyongJu!!!Plan計劃PrepareforthetripTwodaysbeforeleaving,checkengine–OILLEAK!Fixoilleak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDo實施GrasptheSituation掌握情況Check檢查Action運作精品資料網(wǎng).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)計劃實施解決問題持續(xù)改進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)計精品資料網(wǎng).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)計劃實施Quality

System

ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayout精品資料網(wǎng).AcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定義SafetyPeopleQualityResponsivenessCostBPD是一種共有的方法，它能使多個部分組成我們的全球團隊，通過五個核心范疇統(tǒng)一行動以達到公司的總體目標：安全員工質(zhì)量

響應(yīng)成本精品資料網(wǎng).?DivisionDirector?differentdirectionsnoownershipconflictinggoals

MISSION????duplicationBeforeBPD…部門主管通過不同的途徑?jīng)]有落實責任目標向沖突任務(wù)重復ONLYHEKNOWSTHEGOALS…精品資料網(wǎng).

MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任務(wù)對工作進行跟蹤調(diào)動資源關(guān)注目標思路清晰共同目標DivisionDirector部門主管EVERYONEKNOWSTHEGOALS…After

BPD…精品資料網(wǎng).ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETS為了實現(xiàn)GMDAT/DIMC的宗旨，我們必須實現(xiàn)我們的目標宗旨/任務(wù)定期堅持審議協(xié)調(diào)具體目標明確目標清晰的，可量化的目標有搜尋目標的方法我們的宗旨精品資料網(wǎng).SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故ΦLostWorkDay沒有損失工作日事故IncreaseComplianceofPPE增加對PPE的使用定期堅持審議協(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)境為了實現(xiàn)GMDAT/DIMC的宗旨，我們必須實現(xiàn)我們的目標精品資料網(wǎng).WhyEngagetheWorkforce?為何要雇傭工人?Why?Why?Why?

Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement員工的參與率參與的可能性為什么?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?。?！精品資料網(wǎng).DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任務(wù)/對策目標實施計劃TheCascadingProcess(catchballing抓住要點)Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives詳細的實施計劃及應(yīng)急措施層層實施計劃并實現(xiàn)目標GroupLeaderActionPlansClearTargetsReviewProcess實施計劃目標清晰TeamClearTargetsReviewProcess目標清晰回顧流程層層遞進的流程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目標目標清晰實施計劃精品資料網(wǎng).EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung–100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)…Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeams精品資料網(wǎng).ButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…

對于同一目標中相同的事情不需要都量化，但有些事情卻會影響到下一層次的改進

S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed

目標是：特定的，可測量的，校正的，現(xiàn)實的定時的TargetsHaveToHave

Meaning

ToPeople!!目標對員工必須有意義！

TeamLeaderIhavetoachieve0.000135Hours/Vehicle???精品資料網(wǎng).GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?我知道自己應(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)整一工段工段長三種主要耗材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed

指定的，可測量的，校正的，現(xiàn)實的定時的精品資料網(wǎng).TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem…目標是個好開端，但需要好方法才能達到。GOAL=LeadaHealthyLifestyle

以一種健康的生活方式生活OBJECTIVE–MaintainaLightWeight

保持苗條TARGET–65kgMETHODS-ExerciseRegularly(3x/week)

有計劃地鍛煉

(每周3次)-CutDownOnFastFood(1x/week)

減少吃快餐的次數(shù)（每周1次）TheConceptCanBeAppliedToAnythingInLife!!精品資料網(wǎng).GOAL=OBJECTIVE=TARGET=METHOD(S)=BPDExerciseThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想工作或生活中設(shè)立的目標及實現(xiàn)方法。Discussasateamandreport–Take10minutes團隊討論及匯報---十分鐘精品資料網(wǎng).Plan計劃Do實施Check檢查Action運作

GrasptheSituation了解情況PDCAisthefoundationofBPDPDCA是

BPD的基礎(chǔ)精品資料網(wǎng).BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanX

Activities行動

PLANDOPROBLEMSOLVING問題解決CHECKACTPDCA如何運作?未完成需要改進完成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures對策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSee精品資料網(wǎng).BPD–WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!當每個人都集中力量做事，我們就一定能成功做到BPD。Whycan’ttheydesignbettercars??WhatcanIdoinmyareatoimprove?AskNotWhatOthersCanDo–AskWhatCanYouDoOnYourB.P.D.!!!不追問別人做的，關(guān)鍵在你的自己BPD能做的。精品資料網(wǎng).VisualManagement…StatusataGlance

可視化管理……讓信息容易讀取

-Makesoutofstandardconditionhighlyvisible.

突出超標的情況。OpenCommunication/TeamConcept

-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.

讓所有人像一個團隊一樣共同關(guān)注某個行動的計劃或?qū)Σ卟⑴c討論。KEYBPDCONCEPTSBPD的核心理念BPDacriticaltooltoachieveContinuousImprovement.

BPD是評定是否獲得持續(xù)改進的工具

-Achievetargetsandthen“raisethebar”.

達到了目標，接著制定更高的目標。PDCA

-Discipline&Follow-up一種規(guī)則并需要持續(xù)進行“Go-To-See”LeadershipStyle

“Go-To-See”領(lǐng)導模式

-Don’tjustsitatdeskandreceivereports.

不要只是坐在辦公室等待別人來匯報。精品資料網(wǎng).Manufacturing

Process

ValidationQuality

System

ManagementQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementAndon

Concept暗燈概念LeanDesignofFacilities,Equipment,

ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandards精品資料網(wǎng).WhatisanAndonSystem?

什么是暗燈系統(tǒng)?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline暗燈系統(tǒng)允許員工在出現(xiàn)問題或有超標情況時拉繩索以尋求幫助暗燈系統(tǒng)可以在保持流水線繼續(xù)運行的情況下，員工拉下繩索尋求支持人員在停線前到出現(xiàn)問題的工位解決問題，以滿足對質(zhì)量的控制。精品資料網(wǎng).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，有時我們?yōu)榱诉_到質(zhì)量要求而不得不放棄響應(yīng)精品資料網(wǎng).10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins第一步：拉暗燈控制繩索,工位的指示燈會亮起并伴隨著音樂Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then…當員工不能單獨解決出現(xiàn)的問題或超標的情況時……AndonSteps精品資料網(wǎng).AndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon第二步：

在暗燈系統(tǒng)主看板上相應(yīng)區(qū)域的指示燈變成黃色，班組長對暗燈系統(tǒng)的信號做出反應(yīng)精品資料網(wǎng).Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility第三步：支持人員立刻到達并開始解決問題，班組長對此負責AndonSteps(Cont’d)精品資料網(wǎng).Step4-Linecontinuestomovetofixedpositionstop第四步：生產(chǎn)線繼續(xù)運行直到定點停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)精品資料網(wǎng).Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步：問題解決，班組長解除暗燈信號以保持生產(chǎn)線繼續(xù)運行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)精品資料網(wǎng).Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步：如果車輛到達定點停時班組長仍然沒有解除暗燈信號，生產(chǎn)線停止并且主看板上紅燈開始閃爍，停線鈴開始響起DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)精品資料網(wǎng).FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!在線停之前，盡早拉動暗燈線宣告出現(xiàn)問題。（在70%線位或之前），Purposeof“70%Line”70%LineReactionTime精品資料網(wǎng).MgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.主管及所有人員都有職責支持生產(chǎn)一線的員工班組成員班組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精品資料網(wǎng).AndonConcept

RoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.

班組成員的職責按照標準化要求作業(yè)主動查找超標情況如果發(fā)現(xiàn)了異常狀況或缺陷但無法及時解決，拉下暗燈拉索，并繼續(xù)做自己的工作直到支持人員到達。支持的班組長按要求解決問題FocusOnStandardizedWork!精品資料網(wǎng).AndonConcept

RoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem

班組長職責在暗燈信號發(fā)出后立刻趕到發(fā)生問題的區(qū)域查明原因并實施支持到達問題區(qū)域后立刻開始解決問題當班組長認為可以把問題解決時解除暗燈信號。班組長與班組成員共同開始解決問題。班組長管理暗燈系統(tǒng)AddressNon-StandardConditions!精品資料網(wǎng).AndonConcept

RoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.

工段長職責當班組長不能解決問題時要提供支持并盡快讓生產(chǎn)先運轉(zhuǎn)起來如果需要可以尋求外部支持（如：維修，質(zhì)量等部門人員）與班組長一起確定問題的起因是否已經(jīng)被確認出來并且保證解決措施得到實施在停線時進行監(jiān)控，確定問題區(qū)域并調(diào)動一切可利用資源解決問題SupportTheTeam!精品資料網(wǎng).AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4團隊概念縮小團隊規(guī)模工作標準化(FPS)明確質(zhì)量標準職員培訓相互信任/尊重保持單件工時停線點緩沖架加工能力好處實施的糾正措施不能復原在工位控制質(zhì)量檢查和反饋開放式交流團隊合作提高生產(chǎn)力精品資料網(wǎng).WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗燈數(shù)據(jù)通過確定瓶頸及影響產(chǎn)出的問題來達到持續(xù)改進TRIM1GROUPAndonReport

2003/1/24Station001R–10’Station003L–4’Station004R–2’AnalyzeReports分析報告DiscussCountermeasures討論對策Improve!!改進精品資料網(wǎng).AndonIsNotJustaSystemOfWiresandLights

暗燈系統(tǒng)不僅僅是一個由電線和燈泡組成的系統(tǒng)ItisaConceptofCallingForHelp它是一種尋求幫助的理念PullYourAndon!!!在需要幫助時拉下拉索?。?！EVERYONEHASAN“ANDONCORD”每個人都有一根“暗燈拉索”精品資料網(wǎng).Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

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

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementProblem

Solving問題解決精品資料網(wǎng).WhatIsaProblem?什么可稱為問題?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation問題定義為現(xiàn)行的標準或期望與實際情況之間的差異StandardActualDiscrepancyTIMELEVEL標準實際差異水平時間ProblemSolving

問題解決精品資料網(wǎng).ProblemSolving

問題解決ProblemsAretheSeedsforImprovement!

問題是進行改進的萌芽！ProblemsArePositiveOpportunities!

問題絕對是改進的機會！IfThereAreNoProblems,ThenSomethingIsWrong!

沒有問題才是最大的問題！成長Growing精品資料網(wǎng).ProblemsAreNotAboutBlamingPeople!BlameTheProcess–NotthePeople!!

需要責備的是工藝，不是員工?。?/p>

ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving

問題有問題不意味這要責備員工！由于系統(tǒng)失效才產(chǎn)生問題。精品資料網(wǎng).GuidingPrinciplesEveryoneisresponsibleforProblemSolving每個人都對解決問題負有責任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指導原則班組成員班組長工段長部門領(lǐng)導物流工程師主管精品資料網(wǎng).5-PhaseProblemSolving

問題解決的五個階段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟蹤確認確定問題立即維修糾正措施分析根源精品資料網(wǎng).5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?問題解決的五個階段確定問題/最初對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)查對問題根源調(diào)查的5個為什么Why?Why?Why?Why?Why?為什么為什么為什么為什么為什么GrasptheSituation掌握情況精品資料網(wǎng).5-PhaseProblemSolvingWhenisProblemSolvingappropriate…

什么時候需要解決問題……-SafetyIncident安全事故-MajorQualityIssue主要的質(zhì)量問題-MajorDowntimeOccurrence造成停線的主要原因-ReoccurringDowntime重復造成停線

andanyotherabnormalsituationsatanywhere

無論何處只要發(fā)生了異常情況都需要進行問題解決問題解決的五個階段精品資料網(wǎng).15-PhaseProblemSolvingProblemDefinition問題的定義AStatementwhichdescribesthecurrentstatusorsituation.對現(xiàn)狀的一段描述GrasptheSituation掌握情況Statetheproblemthatisoccurring(Breakdowntheproblemintosmallerones&specificallydefinethesituation)

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）Deviationandstandard偏差的大小與標準Quantityofoccurrence數(shù)量與發(fā)生的問題Frequencyandpercentage發(fā)生的頻率及百分率Thetimeperiod發(fā)生的時間Workerormachinerelatedto與此相關(guān)的員工或設(shè)備Pointofoccurrence問題的起點點精品資料網(wǎng).1ProblemDefinition(cont.)問題的定義

(續(xù))LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出現(xiàn)問題的起點/問題的起點（哪里首先出現(xiàn)問題）

5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection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精品資料網(wǎng).Apollo13阿波羅13號WhatisProblemDescription/InitialProblemPerception?

問題的描述/初期對問題的理解是什么?WhatisthePointofCause?

什么是出現(xiàn)問題的起點?ProblemSolvingExercise精品資料網(wǎng).25-PhaseProblemSolvingImmediateFix(Containment)立即維修Immediatefixistheactiontakentocontaintheproblemspread立即維修措施是為了防止問題擴散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即維修是下列各例都采取用來防止問題流向下一客戶（內(nèi)部和/或最終客戶）的特別措施Stoptheline停線100%inspectionandrepair100%的檢查并修好Sorting/Rework分類/返修Itistoprotectthecustomer

這是為了保護顧客利益Itisnottherootcauseandsolution!

這不時最后的解決方案！精品資料網(wǎng).35-PhaseProblemSolvingRootCauseAnalysis分析問題根源RootCauseAnalysis分析問題根源Investigatetheidentifiedcause調(diào)查已確定的起因Fivewhyinvestigations調(diào)查時應(yīng)用“五個為什么”

Causeandeffectdiagram起因和結(jié)果圖Processdiagnosticsheet工藝診斷表Summarizeanalysisresults總結(jié)分析結(jié)果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion記錄看起來最重要的原因并寫明你的結(jié)論是如何得到的Listmaincause(s)羅列主要原因精品資料網(wǎng).RootCauseCauseCauseCauseSymptoms

FiveWhyInvestigation精品資料網(wǎng).45-PhaseProblemSolvingCorrectiveAction糾正措施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并執(zhí)行一個短期或長期的措施來解決問題的根本原因Identifybestpossiblesolutionsintermofidentifiedcauses

根據(jù)確定的愿意制定最理想的解決方案Prioritizepotentialsolutions

對潛在方案進行優(yōu)先性排序Implementsolution執(zhí)行方案Establishaschedulewithtargetcompletiondates

制定一個有問題解決期限的計劃表精品資料網(wǎng).5-PhaseProblemSolving5Follow-upVerification跟蹤確認

Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟蹤確認是確定問題是否已經(jīng)糾正的活動Frequentcheckofthecorrectionresult

對更正的結(jié)果定期檢查toimplementaccordingtopredeterminedcorrectiveactionplan

按預(yù)定的糾正措施計劃執(zhí)行toreachthegoalofcorrectiveaction達到糾正措施的目標Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem

將問題解決方法標準化以防止相似的問題再次發(fā)生MARCH3?精品資料網(wǎng).Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-Aid

World-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’sNotRealImprovement–ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!

精品資料網(wǎng).GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai…精品資料網(wǎng).Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

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

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementContinuous

Improvement

Process持續(xù)改進的過程精品資料網(wǎng).ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!設(shè)置障礙，克服障礙，不斷提高！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste創(chuàng)造一個持續(xù)改進的文化氛圍，讓員工在消除浪費中提高。精品資料網(wǎng).ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改進是與消除浪費不斷作斗爭的過程！Safety安全Quality質(zhì)量Cost成本Productivity生產(chǎn)力

Improve7Typesof

WasteContinuousImprovementCulture七種浪費改進精品資料網(wǎng).WhenYouClimbtotheTop...當你爬到山頂時。。。...YouCanSeetheNextTarget!你將會發(fā)現(xiàn)下一個目標！

ContinuousImprovement

Culture精品資料網(wǎng).DieChangeExercise更換模具練習精品資料網(wǎng).DieChangeExerciseDieChangeExercise-Round1模具更換練習：第一輪

Objective:Changethedieinminimalamountoftime.目的

:在最短時間內(nèi)更換模具DieChangeStandardizedWork:模具更換的標準化作業(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（主要工作）

確定模具四角已經(jīng)對齊.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.

重新裝配

確認模具四角已經(jīng)對齊

確認螺母正確對位精品資料網(wǎng).DieChangeExerciseInstructions:說明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每個人都要進行一次更換操作。AmemberofthegroupshouldtimetheDieChange. 工段中要有一人對更換工作進行計時。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在重新裝配模具時進行下列兩項檢查

Verifyendsareflush.(add1minutetoindividualtimeforviolation

確認模具邊角對齊。（如果發(fā)現(xiàn)未對齊要在個人時間上加1分鐘）

Verifynutsaresecure.(add1minutetoindividualtimeforviolation)

確認螺母已經(jīng)擰緊。（如果發(fā)現(xiàn)有違反的在個人時間上加1分鐘)CalculatetheaverageDieChangetimeforthegroup. 計算整個工段更換模具的平均時間精品資料網(wǎng).DieChangeExerciseDieChangeExercise-Roun