通用汽車-持續(xù)改進(jìn)管理體系培訓(xùn)教材.ppt

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,,Continuous Improvement,持續(xù)改進(jìn),員工參與,標(biāo)準(zhǔn)化,制造質(zhì)量,縮短制造周期,持續(xù)改進(jìn),32,,,GMS,Continuous Improvement,Built-In Quality,Short Lead Time,People Involvement,Standardization,Continuous Improvement,,,Continuous Improvement Company持續(xù)改進(jìn)的公司,Small, steady improvements to constantly improve The Standard!! 從細(xì)小、穩(wěn)定的改進(jìn)到 標(biāo)準(zhǔn)的不斷提高,No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改進(jìn)就難以生存,,,Continuous Improvement,What Is Absolutely Necessary Before Continuous Improvement Can Occur? 在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對必要的？,Stability Through Standardization! 通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展,,,,,Standardization,Improvement 改進(jìn),,Standardization,Standardization,Standardization,Improvement 改進(jìn),,Improvement 改進(jìn),,,,Continuous Improvement,Standardization Before Continuous Improvement! 在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn),標(biāo)準(zhǔn)化,標(biāo)準(zhǔn)化,標(biāo)準(zhǔn)化,標(biāo)準(zhǔn)化,,Plan 計劃,,Do 實施,,Check 檢查,,Action 運作,,,Grasp the Situation 掌握情況,The PDCA Cycle,PDCA,The PDCA Cycle is One Of The Most Important Concepts In A Company…,P,D,REACT,P,Poor companies do little planning, mostly doing, do not check their status and then react to everything… 沒有遠(yuǎn)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……,D,C,A,World-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(jìn)行跟蹤檢查以便及時采取糾正措施并按進(jìn)度表運行……,BAD,GOOD,Let’s go to Kyong Ju!!!,Plan 計劃,Prepare for the trip,Two days before leaving, check engine – OIL LEAK!,Fix oil leak & leave on time,,,Our Family Has Not Had A Vacation In A Long Time!,PDCA Can Be Used For Anything,Do 實施,Grasp the Situation 掌握情況,,Check 檢查,Action 運作,,,Health and Safety Priority,Continuous Improvement,,,,,Manufacturing Process Validation,,In-Process Control and Verification,,,Product Quality Standards,,Quality Feedback/ Feed- forward,,Visual Management,,Management by TAKT Time,,Work- place Organization,,,Continuous Improvement Process,,,Total Productive Maintenance,,Scheduled Shipping / Receiving,,Level Vehicle Order Schedules,,Supply Chain Management,,Internal Pull / Delivery,,Health and Safety Priority,,Qualified People,,Team Concept,,People Involvement,,Open Communication Process,,Vision,,Shop Floor Management,Continuous Improvement,Quality System Management,Early Mfg. and Design Integration (DFM / DFA),Lean Design of Facilities, Equipment, Tooling and Layout,A common process which enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categories:,Definition,Business Plan Deployment,定 義,Safety People Quality Responsiveness Cost,BPD是一種共有的方法，它能使多個部分組成我們的全球團(tuán)隊，通過五個核心范疇統(tǒng)一行動以達(dá)到公司的總體目標(biāo)：,安全 員工 質(zhì)量 響應(yīng) 成本,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Division Director,,,,,,,,,,,different directions,no ownership,conflicting goals,,,MISSION,duplication,,,,,Before BPD…,部門主管,通過不同的途徑,沒有落實責(zé)任,目標(biāo)向沖突,任務(wù),重復(fù),ONLY HE KNOWS THE GOALS…,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,MISSION,,,,,,,,TRACK PERFORMANCE,DEPLOY RESOURCES,GME-BPD Guide,FOCUS,TARGETS,CLEAR DIRECTION,COMMON GOALS,任務(wù),對工作進(jìn)行跟蹤,調(diào)動資源,關(guān)注,目標(biāo),思路清晰,共同目標(biāo),Division Director,部門主管,EVERYONE KNOWS THE GOALS…,After BPD…,,Concrete GOALS,,Regular and Consistent Reviews,Coordination,Achieving Our Vision,,In Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goals,SPECIFIC OBJECTIVES,CLEAR & MEASURABLE TARGETS,A 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(biāo),宗旨/任務(wù),定期堅持審議,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,,Safe working environment for all employees,Regular and Consistent Reviews,Coordination,,Achieving Our Vision,,In Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goals,No safety incidents 零事故,Φ 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(biāo),Why Engage the Workforce? 為何要雇傭工人?,,Why? Why? Why? Why? Why?,1-6,6-10,10-20,20-40,40-100,% 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 Managers,Mission/Strategy Goals & Objectives Clear Targets Action Plans Review Process 任務(wù)/對策 目標(biāo) 實施計劃,The Cascading Process (catch balling 抓住要點),Level 2,Level 3,Level 4,Level 1,,,Detailed Action Plans and Countermeasures,Cascading Strategies and Objectives,詳細(xì)的實施計劃及應(yīng)急措施,層層實施計劃并實現(xiàn)目標(biāo),Group Leader,Action Plans Clear Targets Review Process 實施計劃 目標(biāo)清晰,Team,Clear Targets Review Process 目標(biāo)清晰 回顧流程,層層遞進(jìn)的流程,Department Manager,Goals & Objectives Clear Targets Action Plans Review Process 目標(biāo) 目標(biāo)清晰 實施計劃,,,,,Each Level of Leadership Must Hand Down Targets to Their Team…,Bupyung – 100,Press - 10 Body - 30 Paint - 15 G.A. - 45,For Example, Defects Per Hundred Vehicles (DPHV)…,Trim 1 - 10 Trim 2 - 15 Trim 3 - 10 Trim 4 - 10,,,,,,,,,Production Director,,,Shop Manager,Plant,Shop,Group,Team,Teams,,,Group Leader,,,Teams,Teams,But The Targets Don’t Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up… 對于同一目標(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， 可測量的， 校正的， 現(xiàn)實的 定時的,Targets Have To Have Meaning To People!! 目標(biāo)對員工必須有意義！,Team Leader,I have to achieve 0.000135 Hours/Vehicle???,,GMDAT/DIMC Cost per Vehicle,TEAM - COCKPIT INSTALL Top Scrap Item (# of Gloves Consumed),GROUP LEADER TRIM 1 Top 3 Scrap,SHOP MANAGER G.A. Budget Accounts,CHANGWON PLANT Total Manufacturing Cost,I understand my piece of the pie? 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,Target Cascade - Example,Everyone 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 Methods To Achieve Them…目標(biāo)是個好開端，但需要好方法才能達(dá)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 kg,METHODS - 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 = TARGET = 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(biāo)及實現(xiàn)方法。 Discuss as a team and report – Take 10 minutes 團(tuán)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 BPD,PDCA是 BPD的基礎(chǔ),,Below Expectations Needs Improvement Meets Expectation,,,How does it work?,,,X,,Activities 行動,PLAN,DO,,PROBLEM SOLVING 問題解決,CHECK,ACT,PDCA如何運作?,未完成 需要改進(jìn) 完成,,,Regular Reviews,,Goals, Objectives, Targets, Methods,,Countermeasures,對策,Open, Team Discussion Coaching & Learning Get Support & Resources Go To See,BPD – 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 can’t 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 Glance 可視化管理……讓信息容易讀取 - Makes out of standard condition highly visible. 突出超標(biāo)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(tuán)隊一樣共同關(guān)注某個行動的計劃或?qū)Σ卟⑴c討論。,KEY BPD CONCEPTS BPD的核心理念,BPD a critical tool to achieve Continuous Improvement. BPD是評定是否獲得持續(xù)改進(jìn)的工具 - Achieve targets and then “raise the bar”. 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” Leadership Style “Go-To-See” 領(lǐng)導(dǎo)模式 - Don’t just sit at desk and receive reports. 不要只是坐在辦公室等待別人來匯報。,,,,,Quality System Management,,,Quality Feedback/ Feed- forward,,Standardized Work,,Visual Management,,Management by TAKT Time,,Work- place Organization,,Early Mfg. and Design Integration (DFM / DFA),,,Total Productive Maintenance,,Controlled External Transportation,,Scheduled Shipping / Receiving,,Level Vehicle Order Schedules,,Supply Chain Management,,Internal Pull / Delivery,,Small Lot Packaging,,Fixed Period Ordering System/ Order Parts,,Health and Safety Priority,,Qualified People,,Team Concept,,People Involvement,,Open Communication Process,,Vision/ Mission,,Shop Floor Management,Continuous Improvement,Lean Design of Facilities, Equipment, Tooling and Layout,In-Process Control and Verification,Product Quality Standards,What 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 situation. 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(biāo)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 Priorities…,Safety (安全) People (員工) Quality (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_(dá)到質(zhì)量要求而不得不放棄響應(yīng),,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,10,13,12,11,,,,,,FPS,,,FPS,,FPS,,,,,,,Zone 2,Step 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 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(biāo)的情況 時……,,,,Andon Steps,Andon Steps (Cont’d),,,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 begins. Team Leader takes the Andon responsibility 第三步：支持人員立刻到達(dá)并開始解決問題，班組長對此負(fù)責(zé),Andon Steps (Cont’d),,,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,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,10,13,12,11,,,,,,FPS,,FPS,,FPS,,FPS,,,,,,,Zone 2,Andon Steps (Cont’d),,,,,,,Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running. 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。,,,,,,Andon Steps (Cont’d),,,,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(dá)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 Clock,Andon Steps (Cont’d),,,,,FPS,,FPS,,FPS,,,Set Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized Work,Pull 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% Line”,,70% Line,,Reaction Time,,,,,,,,Mgr,Group Leader,Team Leader,Team Member,,,,,,,,,Decision,Decision,Decision,Pull Andon,Support,Support,Support,Needs help,,,,Function 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 Concept,Role of Team Member Follow Standardized Work Actively Watch for Out-of-Standard Situations If 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(biāo)準(zhǔn)化要求作業(yè) 主動查找超標(biāo)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(dá)。 支持的班組長按要求解決問題,Focus On Standardized Work!,,,Andon Concept,Role 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 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(dá)問題區(qū)域后立刻開始解決問題 當(dāng)班組長認(rèn)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-Standard Conditions!,,,Andon Concept,Role of Group Leader Support Team Leader if (s)he is 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 all 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(rèn)出來并且保證解決措施得到實施 在停線時進(jìn)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 Concept,Team Concept Small Team Size Standardized Work Clear Quality Standards Problem Solving Process Employee Training Mutual Trust/Respect Constant Takt Time Fixed Position Stop Decouplers/Buffers Process Capability,ENABLERS,Irreversible correction action Quality in station Inspection and Feedback Open Communication Teamwork Improved Productivity,BENEFITS,Motion Correction Waiting,團(tuán)隊概念 縮小團(tuán)隊規(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 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(tuán)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(dá)到持續(xù)改進(jìn),TRIM 1 GROUP Andon Report 2003/1/24 Station 001R – 10’ Station 003L – 4’ Station 004R – 2’,,,Analyze Reports 分析報告,Discuss Countermeasures 討論對策,Improve!! 改進(jìn),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”,,,,Product Quality Standards,,Quality System Management,,In-Process Control & Verification,,Quality Feedback/ Feed- forward,,Visual Management,,Management by TAKT Time,,Work- place Organization,,Early Mfg. and Design Integration (DFM / DFA),,Lean Design of Facilities, Equipment, Tooling and Layout,,Total Productive Maintenance,,Level Vehicle Order Schedules,,Supply Chain Management,,Internal Pull / Delivery,,Health and Safety Priority,,People Involvement,,Values,,Vision/ Mission,,Shop Floor Management,Continuous Improvement,,,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 Situation 問題定義為現(xiàn)行的標(biāo)準(zhǔn)或期望與實際情況之間的差異,,,Standard,,Actual,,Discrepancy,TIME,LEVEL,,標(biāo)準(zhǔn),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(jìn)行改進(jìn)的萌芽！ Problems Are Positive Opportunities! 問題絕對是改進(jìn)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,Problems Are Not About 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 Principles,Everyone is responsible for Problem Solving 每個人都對解決問題負(fù)有責(zé)任,,,Section Leader,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,,,,,1,2,3,4,5,Problem Definition,Immediate Fix,Root Cause Analysis,Corrective Action,Follow-Up Verification,跟蹤確認(rèn),確定問題,立即維修,糾正措施,分析根源,5-Phase Problem Solving,5,4,Direct Cause,Cause,Cause,Cause,,,,,,,,,,,,Root Cause,Basic Cause /Effect Investigation,5 Why Investigation to Root Cause,,,Problem Definition/ Initial Problem Perception,1,Immediate Fix (Containment),Root Cause Analysis,2,3,,,Corrective Action,Follow -Up Verification,Where 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,問題 根源,糾正措施,持續(xù)確認(rèn),,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,5-Phase Problem Solving,When 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(jìn)行問題解決,問題解決的五個階段,,1,5-Phase Problem Solving,Problem Definition 問題的定義,A Statement which describes the current status or situation.,對現(xiàn)狀的一段描述,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(biāo)準(zhǔn) 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,,1,Problem 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-Phase Problem Solving,,,,Process 3 Is the Point of Cause!,Observation: Go Back to 3,6,5,4,3,2,1,,,,,Problem in 6,Can See,Can See,Can See,Can Not See,Start backtrack,Process 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 Exercise,,2,5-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 to the next customer (internal and/or final) 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 Stop the line 停線 100% inspection and repair 100%的檢查并修好 Sorting / Rework 分類/返修 It is to protect the customer 這是為了保護(hù)顧客利益 It is not the root cause and solution! 這不時最后的解決方案！,,3,5-Phase Problem Solving,Root Cause Analysis 分析問題根源 Investigate the identified cause 調(diào)查已確定的起因 Five why investigations 調(diào)查時應(yīng)用“五個為什么” Cause and effect diagram 起因和結(jié)果圖 Process diagnostic sheet 工藝診斷表 Summarize analysis results 總結(jié)分析結(jié)果 State which seem to be the most significant cause(s) and how you reached that conclusion 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 List main cause(s) 羅列主要原因,Five Why Investigation,4,5-Phase Problem Solving,Corrective Action 糾正措施 Establishing & Implementing a short or long term countermeasure to elimination root cause(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,Identify best possible solutions in term of identified causes 根據(jù)確定的愿意制定最理想的解決方案,Prioritize potential solutions 對潛在方案進(jìn)行優(yōu)先性排序 Implement solution 執(zhí)行方案 Establish a schedule with target completion dates 制定一個有問題解決期限的計劃表,5-Phase Problem Solving,5,Follow-up Verification 跟蹤確認(rèn) Follow-up Verification is activity to confirm whether problem is correct or not 跟蹤確認(rèn)是確定問題是否已經(jīng)糾正的活動 Frequent check of the correction result 對更正的結(jié)果定期檢查 to implement according to predetermined corrective action plan 按預(yù)定的糾正措施計劃執(zhí)行 to reach the goal of corrective action 達(dá)到糾正措施的目標(biāo) Standardize problem solving methods to prevent occurrence of similar problem 將問題解決方法標(biāo)準(zhǔn)化以防止相似的 問題再次發(fā)生,Why is 5 Phase Problem Solving Part of C.I.?,Traditional Companies Stop at Phase 2 – They Just Contain the Problem and Put on a Band-Aid,,World-Class Companies Find The Root Cause and Put in Steps to Prevent It From Happening Again,,That’s Not Real Improvement – It is Just Getting Back to Standard!,Now, THAT is Continuous Improvement!!!,,,GO ALL THE WAY TO PHASE 5!!!,If We Really Want To Be Successful and Beat Hyundai…,,,,Product Quality Standards,,Quality System Management,,In-Process Control & Verification,,Quality Feedback/ Feed- forward,,Visual Management,,Management by TAKT Time,,Work- place Organization,,Early Mfg. and Design Integration (DFM / DFA),,Lean Design of Facilities, Equipment, Tooling and Layout,,Total Productive Maintenance,,Level Vehicle Order Schedules,,Supply Chain Management,,Internal Pull / Delivery,,Health and Safety Priority,,Qualified People,,Team Concept,,People Involvement,,Open Communication Process,,Values,,Vision/ Mission,,Shop Floor Management,Continuous Improvement,,,Continuous Improvement Culture,Set hurdles, conquer them, then raise the bar!! 設(shè)置障礙，克服障礙， 不斷提高！,Create an Environment where People are driven to Continuously seek Improvement through the Elimination of Waste 創(chuàng)造一個 持續(xù)改進(jìn)的文化氛圍，讓員工在消除浪費中提高。,,,,Improvement Is the Relentless Pursuit of the Elimination of the Enemy - WASTE!! 改進(jìn)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,Improve,7 Types of Waste,Continuous Improvement Culture,七種浪費,改進(jìn),,When You Climb to the Top . . . 當(dāng)你爬到山頂時。。。 . . .You Can See the Next Target! 你將會發(fā)現(xiàn)下一個目標(biāo)！,Continuous Improvement Culture,Die Change Exercise,更換模具練習(xí),Die Change Exercise,Die Change Exercise - Round 1 模具更換練習(xí)：第一輪 Objective: Change the die in minimal amount of time. 目的 : 在最短時間內(nèi)更換模具 Die Change Standardized Work: 模具更換的標(biāo)準(zhǔn)化作業(yè)： 1) Remove the (2) nuts. 卸下螺母 2) Remove the (2) washers. 拆下墊圈 3) Exchange the Die (Center Piece). Verify Die is flush at ends. 調(diào)換模具（主要工作） 確定模具四角已經(jīng)對齊. 4) Reassemble. Verify Die is flush at ends