通用大宇持續(xù)改進(jìn)培訓(xùn)材料2

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)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(jìn)的公司Small,steadyimprovementstoconstantlyimproveTheStandard!!

從細(xì)小、穩(wěn)定的改進(jìn)到標(biāo)準(zhǔn)的不斷提高NoCompanyTodayCanSurviveWithoutHavingAllEmployeesFocusedonContinuousImprovement沒有改進(jìn)就難以生存精品資料網(wǎng).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)展精品資料網(wǎng).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)化精品資料網(wǎng).Plan計(jì)劃Do實(shí)施Check檢查Action運(yùn)作

GrasptheSituation掌握情況ThePDCACyclePDCA精品資料網(wǎng).ThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,mostlydoing,donotchecktheirstatusandthenreacttoeverything…沒有遠(yuǎn)見的公司很少做計(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……BADGOOD精品資料網(wǎng).Let’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(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)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(jì)劃實(shí)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(gè)部分組成我們的全球團(tuán)隊(duì)，通過(guò)五個(gè)核心范疇統(tǒng)一行動(dòng)以達(dá)到公司的總體目標(biāo)：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(guò)不同的途徑?jīng)]有落實(shí)責(zé)任目標(biāo)向沖突任務(wù)重復(fù)ONLYHEKNOWSTHEGOALS…精品資料網(wǎng).

MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任務(wù)對(duì)工作進(jìn)行跟蹤調(diào)動(dòng)資源關(guān)注目標(biāo)思路清晰共同目標(biāo)DivisionDirector部門主管EVERYONEKNOWSTHEGOALS…After

BPD…精品資料網(wǎng).ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETS為了實(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目標(biāo)宗旨/任務(wù)定期堅(jiān)持審議協(xié)調(diào)具體目標(biāo)明確目標(biāo)清晰的，可量化的目標(biāo)有搜尋目標(biāo)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(duì)PPE的使用定期堅(jiān)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(shí)現(xiàn)GMDAT/DIMC的宗旨，我們必須實(shí)現(xiàn)我們的目標(biāo)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(gè)人！?。【焚Y料網(wǎng).DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任務(wù)/對(duì)策目標(biāo)實(shí)施計(jì)劃TheCascadingProcess(catchballing抓住要點(diǎn))Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives詳細(xì)的實(shí)施計(jì)劃及應(yīng)急措施層層實(shí)施計(jì)劃并實(shí)現(xiàn)目標(biāo)GroupLeaderActionPlansClearTargetsReviewProcess實(shí)施計(jì)劃目標(biāo)清晰TeamClearTargetsReviewProcess目標(biāo)清晰回顧流程層層遞進(jìn)的流程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目標(biāo)目標(biāo)清晰實(shí)施計(jì)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(duì)于同一目標(biāo)中相同的事情不需要都量化，但有些事情卻會(huì)影響到下一層次的改進(jìn)

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

目標(biāo)是：特定的，可測(cè)量的，校正的，現(xiàn)實(shí)的定時(shí)的TargetsHaveToHave

Meaning

ToPeople!!目標(biāo)對(duì)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(zhǎng)三種主要耗材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed

指定的，可測(cè)量的，校正的，現(xiàn)實(shí)的定時(shí)的精品資料網(wǎng).TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem…目標(biāo)是個(gè)好開端，但需要好方法才能達(dá)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(jì)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(biāo)及實(shí)現(xiàn)方法。Discussasateamandreport–Take10minutes團(tuán)隊(duì)討論及匯報(bào)---十分鐘精品資料網(wǎng).Plan計(jì)劃Do實(shí)施Check檢查Action運(yùn)作

GrasptheSituation了解情況PDCAisthefoundationofBPDPDCA是

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

Activities行動(dòng)

PLANDOPROBLEMSOLVING問(wèn)題解決CHECKACTPDCA如何運(yùn)作?未完成需要改進(jìn)完成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures對(duì)策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSee精品資料網(wǎng).BPD–WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!當(dāng)每個(gè)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(wèn)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(biāo)的情況。OpenCommunication/TeamConcept

-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.

讓所有人像一個(gè)團(tuán)隊(duì)一樣共同關(guān)注某個(gè)行動(dòng)的計(jì)劃或?qū)Σ卟⑴c討論。KEYBPDCONCEPTSBPD的核心理念BPDacriticaltooltoachieveContinuousImprovement.

BPD是評(píng)定是否獲得持續(xù)改進(jìn)的工具

-Achievetargetsandthen“raisethebar”.

達(dá)到了目標(biāo)，接著制定更高的目標(biāo)。PDCA

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

“Go-To-See”領(lǐng)導(dǎo)模式

-Don’tjustsitatdeskandreceivereports.

不要只是坐在辦公室等待別人來(lái)匯報(bào)。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(wèn)題或有超標(biāo)情況時(shí)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(yùn)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(wèn)題的工位解決問(wèn)題，以滿足對(duì)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(shí)我們?yōu)榱诉_(dá)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(huì)亮起并伴隨著音樂Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then…當(dāng)員工不能單獨(dú)解決出現(xiàn)的問(wèn)題或超標(biāo)的情況時(shí)……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(zhǎng)對(duì)暗燈系統(tǒng)的信號(hào)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(dá)并開始解決問(wèn)題，班組長(zhǎng)對(duì)此負(fù)責(zé)AndonSteps(Cont’d)精品資料網(wǎng).Step4-Linecontinuestomovetofixedpositionstop第四步：生產(chǎn)線繼續(xù)運(yùn)行直到定點(diǎn)停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)精品資料網(wǎng).Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步：?jiǎn)栴}解決，班組長(zhǎng)解除暗燈信號(hào)以保持生產(chǎn)線繼續(xù)運(yùn)行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)精品資料網(wǎng).Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步：如果車輛到達(dá)定點(diǎn)停時(shí)班組長(zhǎng)仍然沒有解除暗燈信號(hào)，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(dòng)暗燈線宣告出現(xiàn)問(wèn)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(zé)支持生產(chǎn)一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索精品資料網(wǎng).AndonConcept

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

班組成員的職責(zé)按照標(biāo)準(zhǔn)化要求作業(yè)主動(dòng)查找超標(biāo)情況如果發(fā)現(xiàn)了異常狀況或缺陷但無(wú)法及時(shí)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(dá)。支持的班組長(zhǎng)按要求解決問(wèn)題FocusOnStandardizedWork!精品資料網(wǎng).AndonConcept

RoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem

班組長(zhǎng)職責(zé)在暗燈信號(hào)發(fā)出后立刻趕到發(fā)生問(wèn)題的區(qū)域查明原因并實(shí)施支持到達(dá)問(wèn)題區(qū)域后立刻開始解決問(wèn)題當(dāng)班組長(zhǎng)認(rèn)為可以把問(wèn)題解決時(shí)解除暗燈信號(hào)。班組長(zhǎng)與班組成員共同開始解決問(wèn)題。班組長(zhǎng)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(zhǎng)職責(zé)當(dāng)班組長(zhǎng)不能解決問(wèn)題時(shí)要提供支持并盡快讓生產(chǎn)先運(yùn)轉(zhuǎn)起來(lái)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(zhǎng)一起確定問(wèn)題的起因是否已經(jīng)被確認(rèn)出來(lái)并且保證解決措施得到實(shí)施在停線時(shí)進(jìn)行監(jiān)控，確定問(wèn)題區(qū)域并調(diào)動(dòng)一切可利用資源解決問(wèn)題SupportTheTeam!精品資料網(wǎng).AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4團(tuán)隊(duì)概念縮小團(tuán)隊(duì)規(guī)模工作標(biāo)準(zhǔn)化(FPS)明確質(zhì)量標(biāo)準(zhǔn)職員培訓(xùn)相互信任/尊重保持單件工時(shí)停線點(diǎn)緩沖架加工能力好處實(shí)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(tuán)隊(duì)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(guò)確定瓶頸及影響產(chǎn)出的問(wèn)題來(lái)達(dá)到持續(xù)改進(jìn)TRIM1GROUPAndonReport

2003/1/24Station001R–10’Station003L–4’Station004R–2’AnalyzeReports分析報(bào)告DiscussCountermeasures討論對(duì)策Improve!!改進(jìn)精品資料網(wǎng).AndonIsNotJustaSystemOfWiresandLights

暗燈系統(tǒng)不僅僅是一個(gè)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(shí)拉下拉索！??！EVERYONEHASAN“ANDONCORD”每個(gè)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(wèn)題解決精品資料網(wǎng).WhatIsaProblem?什么可稱為問(wèn)題?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation問(wèn)題定義為現(xiàn)行的標(biāo)準(zhǔn)或期望與實(shí)際情況之間的差異StandardActualDiscrepancyTIMELEVEL標(biāo)準(zhǔn)實(shí)際差異水平時(shí)間ProblemSolving

問(wèn)題解決精品資料網(wǎng).ProblemSolving

問(wèn)題解決ProblemsAretheSeedsforImprovement!

問(wèn)題是進(jìn)行改進(jìn)的萌芽！ProblemsArePositiveOpportunities!

問(wèn)題絕對(duì)是改進(jìn)的機(jī)會(huì)！IfThereAreNoProblems,ThenSomethingIsWrong!

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

需要責(zé)備的是工藝，不是員工??！

ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving

問(wèn)題有問(wèn)題不意味這要責(zé)備員工！由于系統(tǒng)失效才產(chǎn)生問(wèn)題。精品資料網(wǎng).GuidingPrinciplesEveryoneisresponsibleforProblemSolving每個(gè)人都對(duì)解決問(wèn)題負(fù)有責(zé)任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指導(dǎo)原則班組成員班組長(zhǎng)工段長(zhǎng)部門領(lǐng)導(dǎo)物流工程師主管精品資料網(wǎng).5-PhaseProblemSolving

問(wèn)題解決的五個(gè)階段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟蹤確認(rèn)確定問(wèn)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(wèn)題解決的五個(gè)階段確定問(wèn)題/最初對(duì)問(wèn)題的理解立即維修CauseInvestigation起因調(diào)查問(wèn)題根源糾正措施持續(xù)確認(rèn)分析問(wèn)題根源直接原因起因起因起因問(wèn)題首先在哪發(fā)生？基本起因/結(jié)果的調(diào)查對(duì)問(wèn)題根源調(diào)查的5個(gè)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(shí)候需要解決問(wèn)題……-SafetyIncident安全事故-MajorQualityIssue主要的質(zhì)量問(wèn)題-MajorDowntimeOccurrence造成停線的主要原因-ReoccurringDowntime重復(fù)造成停線

andanyotherabnormalsituationsatanywhere

無(wú)論何處只要發(fā)生了異常情況都需要進(jìn)行問(wèn)題解決問(wèn)題解決的五個(gè)階段精品資料網(wǎng).15-PhaseProblemSolvingProblemDefinition問(wèn)題的定義AStatementwhichdescribesthecurrentstatusorsituation.對(duì)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(wèn)題（將大問(wèn)題化為小問(wèn)題并明確指明情況）Deviationandstandard偏差的大小與標(biāo)準(zhǔn)Quantityofoccurrence數(shù)量與發(fā)生的問(wèn)題Frequencyandpercentage發(fā)生的頻率及百分率Thetimeperiod發(fā)生的時(shí)間Workerormachinerelatedto與此相關(guān)的員工或設(shè)備Pointofoccurrence問(wèn)題的起點(diǎn)點(diǎn)精品資料網(wǎng).1ProblemDefinition(cont.)問(wèn)題的定義

(續(xù))LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出現(xiàn)問(wèn)題的起點(diǎn)/問(wèn)題的起點(diǎn)（哪里首先出現(xiàn)問(wèn)題）

5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工藝造成出現(xiàn)問(wèn)題！觀察:第3階段工藝流程方向在第6道工藝發(fā)現(xiàn)問(wèn)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(hào)WhatisProblemDescription/InitialProblemPerception?

問(wèn)題的描述/初期對(duì)問(wèn)題的理解是什么?WhatisthePointofCause?

什么是出現(xiàn)問(wèn)題的起點(diǎn)?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(wèn)題擴(kuò)散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即維修是下列各例都采取用來(lái)防止問(wèn)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(hù)顧客利益Itisnottherootcauseandsolution!

這不時(shí)最后的解決方案！精品資料網(wǎng).35-PhaseProblemSolvingRootCauseAnalysis分析問(wèn)題根源RootCauseAnalysis分析問(wèn)題根源Investigatetheidentifiedcause調(diào)查已確定的起因Fivewhyinvestigations調(diào)查時(shí)應(yīng)用“五個(gè)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(lái)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(gè)短期或長(zhǎng)期的措施來(lái)解決問(wèn)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(duì)潛在方案進(jìn)行優(yōu)先性排序Implementsolution執(zhí)行方案Establishaschedulewithtargetcompletiondates

制定一個(gè)有問(wèn)題解決期限的計(jì)劃表精品資料網(wǎng).5-PhaseProblemSolving5Follow-upVerification跟蹤確認(rèn)

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

對(duì)更正的結(jié)果定期檢查toimplementaccordingtopredeterminedcorrectiveactionplan

按預(yù)定的糾正措施計(jì)劃執(zhí)行toreachthegoalofcorrectiveaction達(dá)到糾正措施的目標(biāo)Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem

將問(wèn)題解決方法標(biāo)準(zhǔn)化以防止相似的問(wèn)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(jìn)的過(guò)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(gè)持續(xù)改進(jìn)的文化氛圍，讓員工在消除浪費(fèi)中提高。精品資料網(wǎng).ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改進(jìn)是與消除浪費(fèi)不斷作斗爭(zhēng)的過(guò)程！Safety安全Quality質(zhì)量Cost成本Productivity生產(chǎn)力

Improve7Typesof

WasteContinuousImprovementCulture七種浪費(fèi)改進(jìn)精品資料網(wǎng).WhenYouClimbtotheTop...當(dāng)你爬到山頂時(shí)。。。...YouCanSeetheNextTarget!你將會(huì)發(fā)現(xiàn)下一個(gè)目標(biāo)！

ContinuousImprovement

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

Objective:Changethedieinminimalamountoftime.目的

:在最短時(shí)間內(nèi)更換模具DieChangeStandardizedWork:模具更換的標(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（主要工作）

確定模具四角已經(jīng)對(duì)齊.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.

重新裝配

確認(rèn)模具四角已經(jīng)對(duì)齊

確認(rèn)螺母正確對(duì)位精品資料網(wǎng).DieChangeExerciseInstructions:說(shuō)明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每個(gè)人都要進(jìn)行一次更換操作。AmemberofthegroupshouldtimetheDieChange. 工段中要有一人對(duì)更換工作進(jìn)行計(jì)時(shí)。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在重新裝配模具時(shí)進(jìn)行下列兩項(xiàng)檢查

Verifyendsareflush.(add1minutetoindividualtimeforviolation

確認(rèn)模具邊角對(duì)齊。（如果發(fā)現(xiàn)未對(duì)齊要在個(gè)人時(shí)間上加1分鐘）

Verifynutsaresecure.(add1minutetoindividualtimeforviolation)

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