持續(xù)改進培訓(xùn)材料PPT課件教材講義

1、Continuous ImprovementGMS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32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturin

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

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

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

5、Necessary Before Continuous Improvement Can Occur?在能夠進行持續(xù)改進前什么工作是絕對必要的？Stability Through Standardization!通過標準化獲得穩(wěn)定發(fā)展StandardizationImprovement改進StandardizationStandardizationStandardizationImprovement改進Improvement改進Continuous ImprovementStandardization Before Continuous Improvement! 在進行持續(xù)改進前的標準標準化標準

6、化標準化標準化Plan 計劃Do 實施Check 檢查Action 運作 Grasp the Situation掌握情況The PDCA CyclePDCAThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their status and then react to everything沒有遠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 DC

7、AWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界級的大公司會做非常周詳?shù)挠媱?，對每件工作進行跟蹤檢查以便及時采取糾正措施并按進度表運行BADGOODLets go to Kyong Ju! Plan 計劃Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on ti

8、meOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 實施Grasp the Situation掌握情況Check 檢查Action 運作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagem

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

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

11、 ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗燈概念TPM業(yè)務(wù)計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ManufacturingProc

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

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

14、ProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment業(yè)務(wù)計劃實施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutA common process which enables our Global Organization made up of multiple parts, to act

15、 in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定 義Safety People Quality Responsiveness CostBPD是一種共有的方法，它能使多個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?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

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

17、ing Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS為了實現(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Safe working environment for all employeesRegular and Consist

18、ent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故 Lost Work Day沒有損失工作日事故Increase Compliance of PPE增加對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Why Engage the Workforce?

19、 為何要雇傭工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 員工的參與率參與的可能性為什么?為什么?為什么?為什么?為什么?Who is involved in BPD? Everyone! 那些人與BPD有關(guān)？每個人！Division ManagersMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任務(wù)/對策目標實施計

20、劃The Cascading Process(catch balling 抓住要點)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives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Group LeaderAction PlansClear TargetsReview Process實施計劃目標清晰TeamClear TargetsReview Process目標清晰回顧流程層層遞進的流程Department ManagerGoals &

21、ObjectivesClear TargetsAction PlansReview Process目標目標清晰實施計劃Each Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantSho

22、pGroupTeamTeamsGroup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up對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Targets Have To Have M

23、eaning To People!目標對員工必須有意義！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我

24、知道自己應(yīng)得的餡餅有多大班組駕駛座安裝主要耗材（手套）GMDAT/DIMC每輛車的成本大宇昌原整車廠總制造成本總裝車間主任預(yù)算調(diào)整一工段工段長三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的， 可測量的， 校正的， 現(xiàn)實的 定時的Targets Are A Good Start, But We Need Good Metho

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

26、ET =METHOD(S) =BPD Exercise Think of an example at work or at home where you can establish a Goal, Objective, Target and at least one Method 想想工作或生活中設(shè)立的目標及實現(xiàn)方法。 Discuss as a team and report Take 10 minutes 團隊討論及匯報-十分鐘Plan 計劃Do 實施Check 檢查Action 運作 Grasp the Situation了解情況PDCA is the foundation of BPDP

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

28、ources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They Can Control! 當(dāng)每個人都集中力量做事，我們就一定能成功做到BPD。Why cant they design better cars?What can I do in my area to improve?Ask Not What Others Can Do Ask What Can You Do On Your B.P.D.! 不追問別人做的，關(guān)鍵在你的自己BPD能做的。Visual Management Status at a

29、Glance 可視化管理讓信息容易讀取 - Makes out of standard condition highly visible. 突出超標的情況。Open Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 讓所有人像一個團隊一樣共同關(guān)注某個行動的計劃或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的核心理念BPD a critical tool to achieve Continuous Improvement. BPD

30、是評定是否獲得持續(xù)改進的工具 - Achieve targets and then “raise the bar”. 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” Leadership Style “Go-To-See” 領(lǐng)導(dǎo)模式 - Dont just sit at desk and receive reports. 不要只是坐在辦公室等待別人來匯報。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-f

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

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

33、ntinuous ImprovementAndonConcept暗燈概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System? 什么是暗燈系統(tǒng)?The ANDON System allows team members to pull the cord and call for help when there is a problem or out of standard situ

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

35、y (質(zhì)量)Responsiveness (響應(yīng))Cost (成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時我們?yōu)榱诉_到質(zhì)量要求而不得不放棄響應(yīng)10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗燈控制繩索, 工位的指示燈會亮起并伴隨著音樂When there is a problem or out of

36、 standard situation which can not be fixed by the team member, then 當(dāng)員工不能單獨解決出現(xiàn)的問題或超標的情況時Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步： 在暗燈系統(tǒng)主看板上相應(yīng)區(qū)域的指示燈變成黃色，班組長對暗燈系統(tǒng)的信號做出反應(yīng)Step 3 - Help comes immediately and problem solving

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

38、ng.第五步：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。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：如果車輛到達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Downtime ClockSHORTCONVE

39、QUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (at or before 70% Line) to Address Problems Before They Stop the Line! 在線停之前，盡早拉動暗燈線宣告出現(xiàn)問題。（在70%線位或之前），Purpose of “70% Lin

40、e”70% LineReaction TimeMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人員都有職責(zé)支持生產(chǎn)一線的員工班組成員班組長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Andon ConceptRole of Team MemberF

41、ollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班組成員的職責(zé)按照標準化要求作業(yè)主動查找超標情況如果發(fā)現(xiàn)

42、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Focus On Standardized Work!Andon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Team Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined

43、 a correction can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班組長職責(zé)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(dāng)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)Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is

44、not able to countermeasure the problem, and get the line running as soon as possible.Call additional support as needed (i.e. maintenance, quality, etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with a

45、ll available resources to eliminate problems. 工段長職責(zé)當(dāng)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Support The Team!Andon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee Trai

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

47、隊規(guī)模工作標準化(FPS)明確質(zhì)量標準職員培訓(xùn)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(fù)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Why is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用暗燈數(shù)據(jù)通過確定瓶頸及影響產(chǎn)出的問題來達到持續(xù)改進TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4S

48、tation 004R 2Analyze Reports分析報告Discuss Countermeasures討論對策Improve!改進Andon Is Not Just a System Of Wires and Lights暗燈系統(tǒng)不僅僅是一個由電線和燈泡組成的系統(tǒng)It is a Concept of Calling For Help它是一種尋求幫助的理念Pull Your Andon!在需要幫助時拉下拉索！EVERYONE HAS AN “ANDON CORD”每個人都有一根“暗燈拉索”ManufacturingProcess ValidationProductQualityStand

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

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

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

52、uation問題定義為現(xiàn)行的標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Problem Solving問題解決Problem Solving問題解決Problems Are the Seeds for Improvement! 問題是進行改進的萌芽！Problems Are Positive Opportunities! 問題絕對是改進的機會！If There Are No Problems, Then Something Is Wrong! 沒有問題才是最大的問題！成長GrowingProblems Are Not A

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

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

55、blem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?問題解決的五個階段確定問題/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

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

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

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

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

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