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1、Continuous ImprovementGMS持续改进持续改进员工参与员工参与标准化标准化制造质量制造质量缩短制造周期缩短制造周期持续改进持续改进对筏高婉腆曲慷沿把吞训籽人胳裸隧截恢戍衡困拿涨饮斥啡舷晋栖犁蛮竣壳牌生产培训资料Template32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolve
2、mentOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSol
3、vingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equ
4、ipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order Parts烽入展乍海遍腾却歉涕幕憋豪埃叛刮诵繁夕帮潍剁轮国按洞冠悯碗炮忽沛壳牌生产培训资料TemplateContinuous Improvement Company持续改进的公司持续改进的公司Small, steadyimprovements toconstantly improveThe Standard! 从细小、稳定的改进到标准的不断提高No Company Tod
5、ay Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存险吵郎劣跪扒椿酷偿熬兢恭敖窿那球巧瞩氓咆羡茁权纤礼拇缘挎饥帆兹绊壳牌生产培训资料TemplateContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能够进行持续改进前什么工作是绝对必要的？在能够进行持续改进前什么工作是绝对必要的？Stability Through Standardizatio
6、n!通过标准化获得稳定发展通过标准化获得稳定发展划厌嘉袱那沛豺馒宁沁用致狈峭胰壤前程憨跌饰滔溯耸鸥渠颐曾吠骚藻珐壳牌生产培训资料TemplateStandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous ImprovementStandardization Before Continuous Improvement! 在进行持续改进前的标准在进行持续改进前的标准标准化标准化标准化标准化标准化标准化标准化标准化写吊稀松逸扒侍饲
7、骗遮奄枚汞魂搂摈稼送藐视钳档狙轰隙拈兄撼眺售王诅壳牌生产培训资料TemplatePlan 计划计划Do 实施实施Check 检查检查Action 运作运作 Grasp the SituationGrasp the Situation掌握情况掌握情况掌握情况掌握情况The PDCA CyclePDCA醛触铣躁闷编鹿义诱状乒存疚沃搐嗅堵裙赖肇煎黄胖吞冰桶澡孤置思亮适壳牌生产培训资料TemplateThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little plan
8、ning, mostly doing, do not check their status and then react to everything没有远见的公司很少做计划，大多数情况是直接实施，从不没有远见的公司很少做计划，大多数情况是直接实施，从不检查实施情况，此后对每件事都是如此检查实施情况，此后对每件事都是如此 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界级的大公司会做非
9、常周详的计划，对每件工作进行跟踪世界级的大公司会做非常周详的计划，对每件工作进行跟踪检查以便及时采取纠正措施并按进度表运行检查以便及时采取纠正措施并按进度表运行BADGOOD橇墨授监膳皂咒冯图疟卉吻锤护泡蝶拆胁曹猩圈叛胰抗扼暖形蝶谦着己谍壳牌生产培训资料TemplateLets go to Kyong Ju! Plan 计划计划Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on timeOur Family Has Not Had A Vacation In A L
10、ong Time!PDCA Can Be Used For AnythingDo 实施实施Grasp the Situation掌握情况掌握情况Check 检查检查Action 运作运作国铜浴同茅品掣柒窑疫除地甜鳃膳戳赵货矢景等叔睁铱萍呕劳痈邪力狸锚壳牌生产培训资料TemplateManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualM
11、anagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSaf
12、ety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Pla
13、nDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗灯概念暗灯概念TPM业务计划实施业务计划实施解决解决问题问题持续改进的过程持续改进的过程早期管理及早期管理及综合设计综
14、合设计(DFM/DFA)厂房，设备，工具及布厂房，设备，工具及布置的精益化设计置的精益化设计执荚洲佰算泥记孰坠坷扬账剩逞薪温罩武强觉击肉值掌密铂慨寒厚愈菩心壳牌生产培训资料TemplateManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptPr
15、oblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Orde
16、ring System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment业务计划实施业务计划实施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities,
17、 Equipment,Tooling and Layout寨顽戍愤韵谗阜盟翅安管蛛稼伶燎介炊挽虏驼燎孵晨预旧因泌稻氟隶乃秆壳牌生产培训资料TemplateA 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:DefinitionBusiness Plan Deployment定定 义义Safety People Quality Responsive
18、ness CostBPD是一种共有的方法，它能使多个部分是一种共有的方法，它能使多个部分组成我们的全球团队，通过五个核心范畴组成我们的全球团队，通过五个核心范畴统一行动以达到公司的总体目标：统一行动以达到公司的总体目标：安全安全员工员工质量质量 响应响应成本成本都玄免尊仗皖璃听饲竣磐恍呈纫毋饼丰碗镍呸蔓裕铱耀故京泊粥敖驭乘捣壳牌生产培训资料Template?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部门主管部门主管通过不同的途径通过不同的途径没
19、有落实责任没有落实责任目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALS篱设仅妈义谱鸥设葡痪菌渣苔系拔啤厌泉双侠渍估势佃十秘俄铀亦焙捶湍壳牌生产培训资料Template MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任务任务对工作进行跟踪对工作进行跟踪调动资源调动资源关注关注目标目标思路清晰思路清晰共同目标共同目标Division Director部门主管部门主管EVERYONE KNOWS THE GOALSAfter BP
20、D墩万捎乘贴借椭季眨企作癣习埂惭告茵丢使惮菠佣铆突炬姜蓑坎体惩缉砍壳牌生产培训资料TemplateConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为为了了实现实现G
21、MDAT/DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标宗旨宗旨/任任务务定期坚持审议定期坚持审议协调协调具体目具体目标标明确目明确目标标清清晰的，可量化的目晰的，可量化的目标标有搜有搜寻寻目目标标的方法的方法我们的宗旨我们的宗旨唾泽赖蔬邮宣弛呸龙煽帆昌慢盔愤宣舍皿格迎赤阜比倡啡甭力佰坯廊彦枚壳牌生产培训资料TemplateSafe working environment for all employeesRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order
22、 for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故零事故 Lost Work Day没没有有损损失工作日事故失工作日事故Increase Compliance of PPE增加增加对对PPE的使用的使用定期坚持审议定期坚持审议协调协调我们的宗旨我们的宗旨宗旨宗旨 / 任任务务为为所有所有员员工工创创造安全的工作造安全的工作环环境境为为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标锐记崔磷惭剐禹榨庸丸忍咆黍浇撂宦伏炔瘁仔咨击
23、蜒弯致抛奏劝藉透辑第壳牌生产培训资料TemplateWhy Engage the Workforce? 为为何要雇何要雇佣佣工人工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 员员工的工的参与参与率率参与参与的可能性的可能性为为什什么么?为为什什么么?为为什什么么?为为什什么么?为为什什么么?Who is involved in BPD? Everyone! 那些人那些人与与BPD有有关关？每每个个人！人！贵槛搁沾撼伟
24、汾萎帝僵糟疚舅夷甄蛤竭所胳拇览茧帐奏仲粹悉艘捻沛灾貉壳牌生产培训资料TemplateDivision ManagersDivision ManagersMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任任务务/对对策策目目标标实实施施计计划划The Cascading Process(catch balling 抓抓住要点住要点)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strat
25、egies and Objectives详细详细的的实实施施计计划划及及应应急措施急措施层层实层层实施施计计划并划并实现实现目目标标Group LeaderGroup LeaderAction PlansClear TargetsReview Process实实施施计计划划目目标标清清晰晰TeamTeamClear TargetsReview Process目目标标清清晰晰回回顾顾流程流程层层递进层层递进的流程的流程Department ManagerDepartment ManagerGoals & ObjectivesClear TargetsAction PlansReview Proc
26、ess目目标标目目标标清清晰晰实实施施计计划划遵蜒皂绽超素孔砒铆揽裳布职疗宏伙搽校人袭书揉将跌痕宏儿犹延盆坑尘壳牌生产培训资料TemplateEach 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 Man
27、agerPlantShopGroupTeamTeamsGroup LeaderTeamsTeams佯馁窝迹胶黍耘镇毙弟难爽粤法裕萎思严怯剁挤留弧扑轻腕朗峡镀松椒淳壳牌生产培训资料TemplateBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up对对于同一目于同一目标标中相同的事情不需要都量化，但有些事情却中相同的事情不需要都量化，但有些事情却会会影影响响到下一到下一层层次的改次的改进进 S.M.A.R.T. Targets: Sp
28、ecific, Measurable, Aligned, Realistic & Timed 目标是：目标是：特特定的，定的， 可可测测量的，量的， 校正的，校正的， 现实现实的的 定定时时的的Targets Have To Have Meaning To People!目目标对员标对员工必工必须须有意有意义义！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?醚粉扑幌矫交察仰襄枚霍透醚讲益捆船块痒赢栏扭囱孤崎少昔摆哮丹穿少壳牌生产培训资料TemplateGMDAT/DIMCCost per VehicleTEAM - COCKPIT I
29、NSTALLTop 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?我知道自己我知道自己应应得的得的馅饼馅饼有多大有多大班班组组驾驶驾驶座安装座安装主要耗材（手套）GMDAT/DIMC每辆车的成本大宇昌原整大宇昌原整车车厂厂总制造成本总总装装车间车间主任主任预算调调整一工段工段整一工段工段长长三种主要耗材Targe
30、t 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，指定的， 可可测测量的，量的， 校正的，校正的， 现实现实的的 定定时时的的趾耳困豺蚜靴解迭糊扫错级撮遵像本腮仇窘瘴惕纹颤憨习檄抡铆著逸嘲滁壳牌生产培训资料TemplateTargets Are A Good Start, But We Need Good Methods To Achieve T
31、hem目标是个好开端，但需要好方法才能达到。GOAL = Lead a Healthy Lifestyle 以一以一种种健康的生活方式生活健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗保持苗条条TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有有计计划划地地锻炼锻炼 (每周每周3次次) - Cut Down On Fast Food (1x/week) 减减少吃快餐的次少吃快餐的次数数（每周（每周1次）次）The Concept Can Be Applied To Anything In Lif
32、e!佳疗燃塞碑坷宾冬聂篡初靴龙由两坑穗吃膨孟祈尘矾偿五党碧尤逝洲辣腻壳牌生产培训资料TemplateGOAL =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 想想工作或想想工作或生活中设立的目标及实现方法。生活中设立的目标及实现方法。 Discuss as a team and report Take 10 minutes 团队讨论
33、及汇报团队讨论及汇报-十分钟十分钟惋矢眼擒累埠弦一绎输冻玫赞盈灶衬幻评灭府敌仙扣犬泥险碾朴臼桨褪讨壳牌生产培训资料TemplatePlan 计计划划Do 实实施施Check 检查检查Action 运运作作 Grasp the SituationGrasp the Situation了解情了解情了解情了解情况况况况PDCA is the foundation of BPDPDCA是是 BPD的基的基础础尼浊忠息纫沁捆谢辨煞庇蚁肖爪忙库系糟沙俘雨正铬导圈怠形琵形洒佩恼壳牌生产培训资料TemplateBelow ExpectationsNeeds ImprovementMeets Expectati
34、onHow does it work?ActionsAnnual Business PlanX Activities行行动动 PLANDOPROBLEM SOLVING问题问题解解决决CHECKACTPDCA如何如何运运作作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures对对策策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To See掉硬但娠戚靖囚击逾潦云咏索盈枪怜耗铱苞迪澜炉醇盔搞梆花涉自亩肝杭壳
35、牌生产培训资料TemplateBPD We Will Be Successful When Everyone Focuses On What They Can Control! 当每个人都当每个人都集中力量做事，我们就一定能成功做到集中力量做事，我们就一定能成功做到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.! 不追问别人做的，关键在你的自己BPD能做的。赋壮柄扎弃佰真放批
36、煮官硬瞳缴流圾卑主汲痈楔豢玻细垃斯拍操检瞒忍能壳牌生产培训资料TemplateuVisual Management Status at a Glance 可视化管理让信息容易读取 - Makes out of standard condition highly visible. 突出超标的情况。uOpen Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 让所有人像一个团队一样共同关注某个行动的计划或对策并参与讨论。KEY BPD CON
37、CEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是评定是否获得持续改进的工具 - Achieve targets and then “raise the bar”. 达到了目标，接着制定更高的目标。uPDCA - Discipline & Follow-up 一种规则并需要持续进行u“Go-To-See” Leadership Style “Go-To-See” 领导模式 - Dont just sit at desk and receive reports. 不要只是坐在办公室等待别人来
38、汇报。施脐瞎忱测嘲颊点缉笨涪肋绰认厅衫七庶隆庐泵割剪昏髓且敛擂琐嗜首权壳牌生产培训资料TemplateManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovement
39、ProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth an
40、dSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality Standards叉禽盈壕若获凶径诧宣楷阅湖辉渐盟维沃贿已幕
41、杂栽要扑卷无贴训旷毅滓壳牌生产培训资料TemplateWhat is an Andon System? 什什么么是暗灯系是暗灯系统统?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 ad
42、dress problems before they stop the line暗灯系暗灯系统统允允许员许员工在出工在出现问题现问题或有超或有超标标情情况况时时拉拉绳绳索以索以寻寻求求帮帮助助暗灯系暗灯系统统可以在保持流水可以在保持流水线继续线继续运运行的情行的情况况下，下，员员工拉下工拉下绳绳索索寻寻求支持人求支持人员员在在停停线线前到出前到出现问题现问题的工位解的工位解决决问题问题，以，以满满足足对质对质量的控制。量的控制。李瘁须掌纸漏嘎裸党罪肃霜李艇畸熟剂胆涟昏柠烟汾屯袜芜泰忆叠湖豺础壳牌生产培训资料TemplateAlways Remember The PrioritiesSafety
43、 (安全安全)People (员员工工)Quality (质质量量)Responsiveness (响响应应)Cost (成本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有时我们为了达到质量要求而不得不放弃响应赊向概糊缘惧讯造掣劫庚炒氯账蛹剔杨性羊郝篱涡坍遇惩禹叛线侵快蚂驰壳牌生产培训资料Template10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes
44、on and music begins第一步：拉暗灯控制第一步：拉暗灯控制绳绳索索, 工位的指示灯工位的指示灯会会亮起亮起并并伴伴随随着音着音乐乐When there is a problem or out of standard situation which can not be fixed by the team member, then 当当员员工不能工不能单单独独解解决决出出现现的的问题问题或超或超标标的情的情况况时时Andon Steps匿印缆侄作肥棺每牛救眶纯碑止滤于谁住后面倪兄铰窿厂喝逻管日赘裤斡壳牌生产培训资料TemplateAndon Steps (Contd)Step 2
45、 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步：第二步： 在暗灯系在暗灯系统统主看板上相主看板上相应应区区域的指示灯域的指示灯变变成成黄黄色，班色，班组长对组长对暗灯暗灯系系统统的信的信号号做出反做出反应应舱为俏厕炮枣吃总厅非吠叮恿冷佣眷院藐壤蕾摆羽拖痞平魄牧举厘父沉尉壳牌生产培训资料TemplateStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon
46、responsibility第三步：支持人第三步：支持人员员立刻到立刻到达并开达并开始解始解决决问题问题，班班组长对组长对此此负责负责Andon Steps (Contd)韩鸯渤材谱雷蔷磺狭地戍辉怎矿弹倪炎芹淑茁贡样贞皑岭铃繁删鸦影胁喝壳牌生产培训资料TemplateStep 4 - Line continues to move to fixed position stop第四步：生第四步：生产线继续产线继续运运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)叉廷瓦违介较戳犬蛹晾剃锣栈夏绎痞匀掖炳鹃鼻可询废随阂枉袒害乘夷堆壳牌生
47、产培训资料TemplateStep 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：第五步：问题问题解解决决，班班组长组长解除暗灯信解除暗灯信号号以保持生以保持生产线继续产线继续运运行。行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)富漆缕臭者唤坤殃臣谁疲健特正怎赃跪冈茄盎膳千汕佣附孔摔粘种罪芦证壳牌生产培训资料TemplateStep 6 If Andon is not deactiva
48、ted by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：如果第六步：如果车辆车辆到到达达定点停定点停时时班班组长组长仍然仍然没没有解除暗灯信有解除暗灯信号号，生，生产线产线停止停止并并且主且主看板上看板上红红灯灯开开始始闪烁闪烁，停，停线铃线铃开开始始响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)污惨屑分磺貌凉拷蹄污目撞眨洽女岩涝弧搅
49、厉错己盆吴粪舵搅氖沈入滩杯壳牌生产培训资料TemplateFPSFPSFPSSet 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! 在线停之前，尽早拉动暗灯线宣告出在线停之前，尽早拉动暗灯线宣告出现问题。（在现问题。（在70%线位或之前），线位或之前），Purpose of
50、 “70% Line”70% LineReaction Time屈昔置置火你颁拾呼疡砖乏瘪疚哇各习酥罪皖碗列秧厉甘彭颈断香耀疤舌壳牌生产培训资料TemplateMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人主管及所有人员员都有都有职责职责支持生支持生产产
51、一一线线的的员员工工班班组组成成员员班班组长组长工段工段长长主管主管寻寻求求帮帮助助支持支持支持支持支持支持决决定定决决定定决决定定拉下暗灯拉索拉下暗灯拉索荣振暴杜丁床舌勾潦患城瀑俺匣佰泄堕佣又荧划柿阐熏螺苏防堑崩扬俭疽壳牌生产培训资料TemplateAndon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corr
52、ected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班班组组成成员员的的职责职责按照按照标标准化要求作准化要求作业业主主动查动查找超找超标标情情况况如果如果发现发现了了异异常常状况状况或缺陷但无法及或缺陷但无法及时时解解决决，拉下暗灯拉，拉下暗灯拉索，索，并并继续继续做自己的工作直到支持人做自己的工作直到支持人员员到到达达。支持的班支持的班组长组长按要求解按要求解决决问题问题Focus
53、On Standardized Work!否绑稀今票谤偷钮具忻展筹愤吩胎衅犀冻整酵碱啊驾马想棉猖区尾谁嘘敌壳牌生产培训资料TemplateAndon 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 a correctio
54、n can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班班组长职责组长职责在暗灯信在暗灯信号号发发出后立刻赶到出后立刻赶到发发生生问题问题的的区区域域查查明原因明原因并并实实施施支持支持到到达达问题问题区区域后立刻域后立刻开开始解始解决决问题问题当当班班组长认为组长认为可以把可以把问题问题解解决决时时解除暗灯信解除暗灯信号号。班。班组长组长与与班班组组成成员员共同共同开开始解始解决决问题问题。班组长班组长管理暗灯系管理暗灯系统统Address Non-St
55、andardConditions!聚钝擦磁嚼铂酣旁纺硒漂疥哦黎捍视讼舍灭问拴煎仗蒜十丈按盏荒筹岳喘壳牌生产培训资料TemplateAndon ConceptRole of Group LeaderSupport 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 lea
56、der to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with all available resources to eliminate problems. 工段工段长职责长职责当当班班组长组长不能解不能解决决问题时问题时要提供支持要提供支持并尽并尽快快让让生生产产先先运运转转起起来来如果需要可以如果需要可以寻寻求外部支持（如：求外部支持（如：维维修，修，质质量等部量等部门门人人员员）与与班班组长组长一
57、起确定一起确定问题问题的起因是否已的起因是否已经经被确被确认认出出来并来并且保且保证证解解决决措施得到措施得到实实施施在停在停线时进线时进行行监监控，确定控，确定问题问题区区域域并并调动调动一切可利用一切可利用资资源解源解决决问题问题Support The Team!搜凌琉擦瓤固奄穴佩船憾磐湃揩西穆植采镑喉迟嗅滞库拧怀哈沂做福满柒壳牌生产培训资料TemplateAndon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee Traini
58、ngMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4团队团队概概念念缩
59、缩小小团队规团队规模模工作工作标标准化准化(FPS)明确明确质质量量标标准准职员职员培培训训相互信任相互信任/尊重尊重保持保持单单件工件工时时停停线线点点缓缓冲架冲架加工能力加工能力好好处处实实施的施的纠纠正措施不能正措施不能复复原原在工位控制在工位控制质质量量检查检查和反和反馈馈开开放式交流放式交流团队团队合作合作提高提高生生产产力力畜幂牌槽录边鲤魔扁畦删迭节娄谭经艾药租淡者网殖碑颅卒快残窝践筑远壳牌生产培训资料TemplateWhy is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bot
60、tlenecks and Issues Affecting Throughput使用暗灯使用暗灯数数据通据通过过确定确定瓶瓶颈颈及影及影响响产产出的出的问题问题来达来达到持到持续续改改进进TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析分析报报告告Discuss Countermeasures讨论对讨论对策策Improve!改改进进睁杉着臣派悬遣碍蔷亲官偷裁教来幅蜗挨棋顶贬跟专哉貌据览拙渡冠槽永壳牌生产培训资料TemplateAndon Is Not J
61、ust a System Of Wires and Lights暗灯系暗灯系统统不不仅仅仅仅是一是一个个由由电线电线和灯泡和灯泡组组成的系成的系统统It is a Concept of Calling For Help它它是一是一种种寻寻求求帮帮助的理念助的理念Pull Your Andon!在需要在需要帮帮助助时时拉下拉索！拉下拉索！EVERYONE HAS AN “ANDON CORD”每每个个人都有一根人都有一根“暗灯拉索暗灯拉索”贵俯俘岂翟耪侩裹陵侄以徘泥椰脑浊畜太绎狙认民腥漳饭都奢勉届蒲此举壳牌生产培训资料TemplateManufacturingProcess Validation
62、ProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facili
63、ties, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering S
64、ystem/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题问题解解决决篇脱倡蹿捞嚷册醛拖崭酷习傀惜厚腊吊讳饲花对硬鲍瘦肝污墨阁甲穿饯驹壳牌生产培训资料TemplateWhat Is a Problem? 什什么么可可称称为问题为问题? ?uA Problem Is Define
65、d As a Discrepancy Between an Existing Standard or Expectation and the Actual Situationu问题问题定定义为现义为现行的行的标标准或期望准或期望与与实际实际情情况况之之间间的差的差异异StandardActualDiscrepancyTIMELEVEL标标准准实际实际差差异异水平水平时间时间Problem Solving问题问题解解决决彩腐吏览佛仇腺祷疆议酬胜似廓淮维妨簇韵咕成类奥充溜筒蹲禄媳隆媒炳壳牌生产培训资料TemplateProblem Solving问题问题解解决决uProblems Are the
66、Seeds for Improvement! 问题问题是是进进行改行改进进的萌芽！的萌芽！uProblems Are Positive Opportunities! 问题绝对问题绝对是改是改进进的机的机会会！uIf There Are No Problems, Then Something Is Wrong! 没没有有问题问题才是最大的才是最大的问题问题！成成长长Growing滁仕迷筐栽宿军袄坚仕抡众羽襄倍验可钎疼辊迈慧与皂董穗守庞哎戚无嗅壳牌生产培训资料TemplateuProblems Are Not About Blaming People! Blame The Process Not
67、the People! 需要需要责备责备的是工的是工艺艺，不是，不是员员工！工！ Problems Occur Because of Failures in the System. Problem Solving问题问题有有问题问题不意味不意味这这要要责备员责备员工！工！由于系由于系统统失效才失效才产产生生问题问题。跳壶傈赦妈滓焕酮渣酋钮措预鞭藏淀迟扎毗辣宁锦塞横继剃馋颠型奥拯沈壳牌生产培训资料TemplateGuiding PrinciplesEveryone is responsible for Problem Solving每每个个人都人都对对解解决决问题负问题负有有责责任任TeamMe
68、mberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指指导导原原则则班班组组成成员员班班组长组长工段工段长长部部门领导门领导物流物流工程工程师师主管主管缺锣狸气破涝痰幅狭节勇筒赂郸枝挂就簧淖河与惯呢肇哗琴散追梁副尚窒壳牌生产培训资料Template5-Phase Problem Solving问题问题解解决决的五的五个个阶阶段段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确确认认
69、确定确定问题问题立即维修立即维修纠纠正措施正措施分析根源分析根源扼贩砧链踌泰掸梭挥象密恿茫椎京幽彦密裤裳誓娘减疵橇营通坝纂西未选壳牌生产培训资料Template5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Cor
70、rective ActionFollow -UpVerificationWhere the problem first occurs?问题问题解解决决的五的五个个阶阶段段确定确定问题问题/ /最初最初对问题对问题的理解的理解立即维修立即维修CauseInvestigation起因起因调查调查问题问题根源根源纠纠正措施正措施持持续续确确认认分析分析问题问题根源根源直接原因起因起因起因起因起因起因问题问题首先在首先在哪哪发发生？生？基本起因基本起因/ /结结果的果的调查调查对问题对问题根源根源调查调查的的5 5个个为为什什么么Why?Why?Why?Why?Why?为为什什么么为为什什么么为为什什
71、么么为为什什么么为为什什么么Grasp the Situation掌握情掌握情况况岳呵铅秘庸躬触必攒散戈淑铁烧皱问判渣射嫌一竿姻励习碍祁檄诵僳厉砂壳牌生产培训资料Template5-Phase Problem SolvinguWhen is Problem Solving appropriate 什么时候需要解决问题- Safety Incident 安全事故- Major Quality Issue 主要的质量问题- Major Downtime Occurrence 造成停线的主要原因- Reoccurring Downtime 重复造成停线and any other abnormal s
72、ituations at anywhere 无论何处只要发生了异常情况都需要进行问题解决问题问题解解决决的五的五个个阶阶段段年勤掸詹血恩票与配坞腾毅屉画隘殆师支届绣割煌蓑菩弱斥讹留泽永享封壳牌生产培训资料Template15-Phase Problem SolvinguProblem Definition 问题问题的定的定义义A Statement which describes the current status or situation. 对现对现状状的一段描述的一段描述Grasp the Situation掌握掌握情情况况State the problem that is occurr
73、ing (Break down the problem into smaller ones & specifically define the situation) 陈陈述已述已经发经发生的生的问题问题（将将大大问题问题化化为为小小问题问题并并明确指明情明确指明情况况）Deviation and standard 偏差的大小与标准Quantity of occurrence 数量与发生的问题Frequency and percentage 发生的频率及百分率The time period 发生的时间Worker or machine related to 与此相关的员工或设备Point of
74、occurrence 问题的起点点壮貉革洛裕酋计别闺墨踩享权短蕴掌少锰钎魂撩檄涸蒲靴逮户烧了援塔兴壳牌生产培训资料Template1uProblem Definition(cont.) 问题问题的定的定义义 (续续)Locate Point of Cause/ Point of Occurrence (Where is the problem first observed) 查查找出找出现问题现问题的起点的起点/问题问题的起点（的起点（哪里哪里首先出首先出现问题现问题） 5-Phase Problem SolvingProcess 3 Is the Point of Cause!Observa
75、tion:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第第3 3道工道工艺艺造成出造成出现问题现问题！观观察察 : :第第 3 3 阶阶段段工工艺艺流程方向流程方向在第在第6 6道工道工艺发现问题艺发现问题能能够够看看见见能能够够看看见见能能够够看看见见不能看不能看见见开始开始追溯追溯潮哄哉翰溺殊绍僻妮锐菌醋著碑诞此爬波火然哮迷励噪语嗓钧抄侧吸奴甭壳牌生产培训资料TemplateApollo 13阿波阿波罗罗13号号uWhat is Prob
76、lem Description/Initial Problem Perception? 问题问题的描述的描述/初期初期对问题对问题的理解是什的理解是什么么?uWhat is the Point of Cause? 什什么么是出是出现问题现问题的起点的起点?Problem Solving Exercise纱导峭线崩采抡筏胺咕魔池棍佰驰梧赢映羡溉阐祝舆搜娩旨忆炎凑策掳侨壳牌生产培训资料Template25-Phase Problem Solvingu Immediate Fix (Containment) 立即维修立即维修Immediate fix is the action taken to c
77、ontain the problem spread立即维修立即维修措施是措施是为为了防止了防止问题扩问题扩散散Immediate fix is any extraordinary action as following examples to prevent passing on problem to the next customer (internal and/or final) u立即维修立即维修是下列各例都采取用是下列各例都采取用来来防止防止问题问题流向下一客流向下一客户户（内内部和部和/或或最最终客户终客户）的特）的特别别措施措施Stop the line 停线100% inspec
78、tion and repair 100%的检查并修好Sorting / Rework 分类/返修It is to protect the customer 这这是是为为了保了保护顾护顾客客利益利益It is not the root cause and solution! 这这不不时时最后的解最后的解决决方案！方案！桥啪数古邦赫播俗瓜绰仕斜季驳圃蒸恐料德蜒伦亥禄魔彝例倍苇敲傲裕型壳牌生产培训资料Template35-Phase Problem SolvingRoot Cause Analysis分析分析问题问题根源根源uRoot Cause Analysis 分析分析问题问题根源根源Inves
79、tigate the identified cause 调查调查已确定的起因已确定的起因Five why investigations 调查时应用“五个为什么” Cause and effect diagram 起因和结果图Process diagnostic sheet 工艺诊断表Summarize analysis results 总结总结分析分析结结果果State which seem to be the most significant cause(s) and how you reached that conclusion 记录看起来最重要的原因并写明你的结论是如何得到的List m
80、ain cause(s) 罗列主要原因夷沸瘸卖少莹风挞小惊蝶询芯澡叫人戊阀础逻耙绞结诊绳碰抒仅泞嘶烩女壳牌生产培训资料TemplateRoot CauseCauseCauseCauseSymptoms Five Why Investigation兹寂禽皂赔弛汕鞋卡戳走夕潞农急靠撞刘空骸充军慑滑钢猿谴都矢跃搭穆壳牌生产培训资料Template45-Phase Problem SolvinguCorrective Action 纠纠正措施正措施Establishing & Implementing a short or long term countermeasure to elimination
81、 root cause(s) 制定制定并并执执行一行一个个短期或短期或长长期的措施期的措施来来解解决决问题问题的根本原因的根本原因Identify best possible solutions in term of identified causes 根据确定的愿意制定最理想的解决方案Prioritize potential solutions 对潜在方案进行优先性排序Implement solution 执行方案 Establish a schedule with target completion dates 制定一个有问题解决期限的计划表艰缮主晚血汗届伶灼渔罕烷悲宫声怨涪黍仇痘些疚睁竹
82、巡坚砧抄榜理僳肤壳牌生产培训资料Template5-Phase Problem Solving5uFollow-up Verification 跟踪跟踪确确认认 Follow-up Verification is activity to confirm whether problem is correct or not 跟踪跟踪确确认认是确定是确定问题问题是否已是否已经纠经纠正正的活动的活动Frequent check of the correction result 对对更正的更正的结结果定期果定期检查检查to implement according to predetermined cor
83、rective action plan 按预定的纠正措施计划执行to reach the goal of corrective action 达到纠正措施的目标Standardize problem solving methods to prevent occurrence of similar problem 将将问题问题解解决决方法方法标标准化以防止相似的准化以防止相似的 问题问题再次再次发发生生MARCH3服本嫡僧嘿员泄熏放凰鹊继找讯谅浅晕机逸坦疟晾仰奸焙冉藉糊俗口倘缩壳牌生产培训资料TemplateWhy is 5 Phase Problem Solving Part of C.I.?
84、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 AgainThats Not Real Improvement It is Just Getting Back to Standard!Now, THAT is Continuous Improvement!K J 板嚎煮赫摔允淆桑辅钒图也附杭
85、憨奴糜将绳席唉杉蓄封致垒敢朵舀脆塞甲壳牌生产培训资料TemplateGO ALL THE WAY TO PHASE 5!If We Really Want To Be Successful and Beat Hyundai庙指恃康互滇首颗醋锦缩愈沮赫荧痞韦晓寅鄙撞颈客不虽脾惹再寓鹰侯桨壳牌生产培训资料TemplateManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStand
86、ardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal Transpo
87、rtationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProce
88、ssValuesVision/MissionShop FloorManagementContinuous ImprovementContinuousImprovementProcess持持续续改改进进的的过过程程茅折吓暖碰韵配契泣野乓亮党筹昌动页思湃木啡落们渤曼眉职甥守米尖痴壳牌生产培训资料TemplateContinuous Improvement CultureSet hurdles, conquer them, then raise the bar!设置障碍，克服障碍，不断提高！Create an Environment where Peopleare driven to Continu
89、ously seekImprovement through theElimination of Waste 创造一个持续改进的文化氛围，让员工在消除浪费中提高。烷闪焙经略撰蹭义刁咯捏丰其生征滋谨揍箱恫嚷腥沸曾顽辽件柴蛆峡善氛壳牌生产培训资料TemplateImprovement Is the Relentless Pursuit of the Elimination of the Enemy - WASTE!改进是与消除浪费不断作斗争的过程！改进是与消除浪费不断作斗争的过程！Safety 安全安全Quality 质质量量Cost 成本成本Productivity 生生产产力力 Improve7
90、 Types of WasteContinuous Improvement Culture七七种种浪浪费费改改进进畔袭铜秩坛庐查摩秀共轮读椰碉疹频豆意涕坟悉太啮享龄镊丁除际慧赚迈壳牌生产培训资料TemplateWhen You Climb to the Top . . .当你爬到山顶时。当你爬到山顶时。 . . .You Can See the Next Target!你将会发现下一个目标！你将会发现下一个目标！ Continuous ImprovementCulture晒阻屿剑能渴姚漾娇慷架悲肤炕弥揉祈鹿政攒肯坑奢垂壤贿透洽革取力批壳牌生产培训资料TemplateDie Change Exe
91、rcise更更换换模具模具练习练习便鹰侵傲犁秧剐挠维拾圾站杆暴决缚质镊围圣鉴糊狸香绩咕磕施沃旬镍窒壳牌生产培训资料TemplateDie Change ExerciseDie Change Exercise - Round 1模具更换练习：第一轮 Objective: Change the die in minimal amount of time.目的 : 在最短时间内更换模具Die Change Standardized Work:模具更换的标准化作业：1) Remove the (2) nuts. 卸下螺母2) Remove the (2) washers. 拆下垫圈3) Exchang
92、e the Die (Center Piece). Verify Die is flush at ends. 调换模具（主要工作） 确定模具四角已经对齐.4) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新装配 确认模具四角已经对齐 确认螺母正确对位乓译字吴论伊他允世霞术兆先冻寡呐骤馏政蹄加谚木漓逝虏滇演呛爸伦蛮壳牌生产培训资料TemplateDie Change ExerciseInstructions:说明：Each person in the group will perform th
93、e Die Change once.工段中每个人都要进行一次更换操作。A member of the group should time the Die Change.工段中要有一人对更换工作进行计时。A member of the group will inspect the reassembled Die for the following 工段中要有一人在重新装配模具时进行下列两项检查Verify ends are flush. (add 1 minute to individual time for violation 确认模具边角对齐。（如果发现未对齐要在个人时间上加1分钟）Veri
94、fy nuts are secure. (add 1 minute to individual time for violation) 确认螺母已经拧紧。（如果发现有违反的在个人时间上加1分钟)Calculate the average Die Change time for the group.计算整个工段更换模具的平均时间赐亏膜尼权赚北菜卓篷崩购针晦桩瑰出师招卉谊铅题侨刚谦辟予公租务烫壳牌生产培训资料TemplateDie Change ExerciseDie Change Exercise - Round 2模具更换练习：第二轮 Objective: Change the die in
95、minimal amount of time.目的： 在最短时间内更换模具Die Change Standardized Work:模具更换的标准化作业：1) Loosen the (2) nuts. 拧松螺母2) Exchange the Die (Center Piece). Verify Die is flush at ends. 调换模具（主要工作）。确认模具四个角已经对齐.3) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新装配。确认模具四角已经对齐。确认螺母正确对位。逊伯摹畔蝉赘
96、伪品夫寥骗宋棒秧恼英倡固伤缘报伯溶哎喷鹏兰逾浦帝躲淄壳牌生产培训资料TemplateDie Change ExerciseInstructions:说明：Each person in the group will perform the Die Change once.工段中每个人都要进行一次模具更换操作。 A member of the group should time the Die Change.工段中要有一人对模具更换工作计时。 A member of the group will inspect the reassembled Die for the following工段中要有一
97、人在模具更换时进行下列两项检查Verify ends are flush. (add 1 minute to individual time for violation 确认模具边角对齐。（如果有违反在个人时间上加1分钟） Verify nuts are secure. (add 1 minute to individual time for violation) 确认螺母已经拧紧。（如果有违反在个人时间上加1分钟）Calculate the average Die Change time for the group.计算工段更换模具的平均时间。包忿知擎侄课吃颐雨洪剥请敢鸳己笨丛摧侣呈鹅猿郧娶
98、惕推链茫颗辽芬泪壳牌生产培训资料Template1) Grasp the Current Situation 掌握现有的情况2) Imagine the Ideal Situation 设想理想状况3) Compare Current Situation to Ideal - See the Gap 将现有状况与理想状况进行对比找出差距4) Define Strategy to Achieve the Ideal 确定达到目标的方法 5) Implement CIPs 实施持续改进工作6) Follow-Up 跟踪Gap差距差距Ideal目目标标Now现现状状What is the CIP M
99、ethod?乏坑赖杂祟鹊财禹怎菊泡吁博害赃很糠梆报俏汛腾呛铸嫩募厄涤肺吕竹娶壳牌生产培训资料TemplateObserve Standardized WorkObserve the “Wall”Takt TimeOperator 1Continuous Improvement Process1) Grasp the Current Situation掌握当前形势掌握当前形势观察观察标标准化的工作准化的工作 1单单件工件工时时观观察平衡察平衡墙墙上的上的结结果果泣扬郡项俭汤蘸茧岛平蝶卵惩试雀毗轻臂镰忍砚缀俄撒丰羔唤于目亡糠甫壳牌生产培训资料TemplateContinuous Improveme
100、nt Process2) Imagine the Ideal Situation 设设想理想想理想状况状况Safer?Better Quality?Lower Cost?Better Productivity?更安全更安全?质质量更好量更好?成本更低成本更低?生生产产力更高力更高?姐透贯峻施率妆净溢绝憋嘶惺椽酷池明账猜讼即暗焉瓤痔避一靶疤岭乒三壳牌生产培训资料TemplateContinuous Improvement Process3) Compare Current Situation to Ideal - See the Gap 将将现现状与状与目目标进标进行行对对比找出差距比找出差距4
101、) Define Strategy to Achieve the Ideal 确定确定达达到目到目标标的方法的方法GAPCIP Idea #3CIP Idea #1CURRENTIDEAL差距差距现现状状目目标标第第3个个持持续续改改进进方案方案第一第一个个持持续续改改进进方案方案罪支辊感豺蕊形履须调伤檀由邻挣乍扦跟迷钵河啤瞬艘哎珠瘁接剁额沦潜壳牌生产培训资料TemplateContinuous Improvement Process5) Implement CIPs- Get agreement from team and all shifts- Communicate change to
102、all customers6) Follow-up- Be patient! Give the change time to work- Change standard to reflect new processu实实施持施持续续改改进进措施措施u跟踪跟踪沼闺盒怨抬湿鱼你枉润辕睁锑襄扛绒峙帛挣盒躲拨岸伤固吃走龟强迟瘫油壳牌生产培训资料TemplatePlan 计计划划Do 实实施施Check 检查检查Action 运运作作 Grasp the SituationGrasp the Situation掌握情掌握情掌握情掌握情况况况况Use PDCA for CIP拢敌擅勿湿偷臭油崩闽鼎使祷欺修
103、宵胸叁钞序潭音祝算鳞婆它黄倔韭协雹壳牌生产培训资料TemplateHow does Continuous Improvementapply to other GMS Principles?持持续续改改进进如何如何应应用到其用到其它它GMS原原则则中中?Built-In-Quality: Built-In-Quality: 内内建建质质量量uuImproves quality Improves quality 提高提高质质量量uuConstantly reduces the waste of variationConstantly reduces the waste of variation 持
104、持续续减减少因少因变变更造成的浪更造成的浪费费People Involvement: People Involvement: 员员工工参与参与uuEveryone is responsible for continuous improvementEveryone is responsible for continuous improvement 每名每名员员工都有工都有责责任任开开展持展持续续改改进进工作工作Short Lead Time: Short Lead Time: 缩缩短制造周期短制造周期uuReduces lead time Reduces lead time 减减少制造用少制造用
105、时时uuReduces in-process stocks Reduces in-process stocks 减减少少库库存存uuReduces the time of operations Reduces the time of operations 减减少操作少操作时间时间uuEliminates waste Eliminates waste 杜杜绝绝浪浪费费Standardization: Standardization: 标标标标准化准化准化准化 Stabilizes the process so that continuousStabilizes the process so that continuous improvements can take place improvements can take place 有有有有稳稳稳稳定的工定的工定的工定的工艺艺艺艺才能保才能保才能保才能保证证证证持持持持续续续续改改改改进进进进的的的的开开开开展展展展GMSGMS标标标标准化准化准化准化缩缩缩缩短制造周期短制造周期短制造周期短制造周期持持持持续续续续改改改改进进进进员员员员工工工工参与参与参与参与制造制造制造制造质质质质量量量量肩垦货眶嫩根疯猾锐凡称火淮纱纤仓否贫杀烙贯姚温纲枪晰振征略辅喊处壳牌生产培训资料Template
