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1、GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 1JohnS.HamalianGMSGMSGMSGMSINTRODUCTION TOGMSGlobal Operating SystemGMS Executive Overview(4-5 Hours)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 2JohnS.HamalianGMSGMSClassroomNorms1.Pagers,phones-Pleaseturnofforputonvi
2、brate2.Ifurgentcall,pleasetalkoutside3.Relax,askquestionsandhavefun!StandardizedIntroductions1.Name2.Role3.MainhobbyGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 3JohnS.HamalianGMSGMSCustomerSatisfactionCustomerEnthusiasmWhat Do We Need To Do To Meet Our Vision?JKCustomerSatisfactio
3、nisnotgoodenough!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 4JohnS.HamalianGMSGMSCustomerEnthusiasmExternalCustomer(BuysProduct)InternalCustomer(YOU!)Who is the Customer? GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 5JohnS.HamalianGMSGMSCustomerEnthusiasmGoodBuy
4、ingExperienceGoodOwnershipExperience+=What Makes Customer Enthusiasm? SalesMarketingDesignEngineeringManufacturingAfterSalesGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 6JohnS.HamalianGMSGMSuSafe, Clean & Healthy EnvironmentuPeople-Oriented OrganisationuAttractive, High Quality Pro
5、ductsuGood Customer ResponseuHigh Customer ValueGMVWToyotaFordWhat Does Everyone Need to Get Customer Enthusiasm? GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 7JohnS.HamalianGMSGMSSAFETY(SafeWork)QUALITY(AttractiveProduct)COST(GoodValue)PEOPLE(OrganizationalDevelopment)RESPONSIVENE
6、SS(Quantity/Volume/Speed)Safe, Clean & Healthy Working Environment for all employees and visitors Focus on employee Development, Involvement and EnthusiasmEach customer in each process expects a high quality product or serviceCustomers want a quality product or service but they also want it FAST!Eli
7、minate waste and control costs to deliver our customers the right product at the right price!Needs Translate to GoalsTHE 5 MAIN GOALSProvide every product or service (exactly what the customer wants) defect free, on demand, with no waste and in a work environment where everyone is happy and safe.$GM
8、SExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 8JohnS.HamalianGMSGMSS P Q R CThe Goal Sequence Has A Meaning!Modern philosophy is that Safety is always First with a priority on People and Quality. If we focus on these things, Cost - through waste reduction - will eventually decreaseTRA
9、DITIONALMODERNC R Q P STraditionally, the organisation was focused around financial controls with Quantity as a priority People development and Safety were not particularly importantAlwaysRememberThePriorities$JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 9JohnS.HamalianGMS
10、GMS“One System”-One Language- One Umbrella- One Company Culture- One Mindset Global Operating SystemIt is a critical philosophy to achieve our VisionGMSHow Do We Reach Our Goals?GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 10JohnS.HamalianGMSGMSNUMMI(TOYOTA)CAMI(Suzuki)OPEL(Eisenac
11、h)GMNA(GreenBook)QNSaturnCreationofGMSGMSnotaonlya“GM”systembutismostlymodeledonToyota&someSuzukiphilosophyGMS(1996)GMSwasbornoutofthestrategicneedtoadoptmodern,leanthinkingforcorporatesurvivalGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 11JohnS.HamalianGMSGMSMass vs. Lean Processe
12、sProductionSystemBufferedorMass(“Fordism”)Lean(Toyota)Buffers&WasteHighLowStandardizationHigh,bymanagersHigh,byteamsLeaderSpanofControlNarrowModeratePlanning&ProblemSolvingLow(reactive)High(proactive)DegreeofCorrectionHigh(inspect-outquality)Low(built-inquality)Teamwork&EmpowermentLowHighRiskLowHigh
13、Bufferedprocessesareprotectedagainsteverything:unexpectedqualityproblems,stoppages,highabsenteeism,etc.Leanprocessesassurecontinuousflowwithminimalwastebyempoweredteamsandthequalityshouldbeachievedwithintheprocess1800 (Craft)1900 (Mass)2000 (Lean)What is Lean Thinking?GMSExecutiveOverviewGM Confiden
14、tialVersion Date 2004.8.12Slide 12JohnS.HamalianGMSGMS Toyota Philosophy Strong Corporate Culture Balance Between Process and Results Commitment to Learning not Knowing Entire Organisation Knows and Uses the System Minimum barriers between functions and levels Focus on Long Term ResultsRespectForHum
15、anityandContinuousImprovementthroughtheEliminationofWasteareFoundationofToyotasSystemGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 13JohnS.HamalianGMSGMSShortLeadTimeContinuousImprovementCompanyPeopleInvolvementCompanyStandardizationBuilt-In-QualitySafetyPeopleQualityResponsivenessC
16、ostUseGMSPrinciplesToObtainOurGoalsGOODPROCESSESGOODRESULTSBusiness Goals (Scorecard)Methods to Meet the Goals(GMS)Vision/MissionLeanPrinciples(Process)Goals&Metrics(Results)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 14JohnS.HamalianGMSGMSTHE 5 GMS PRINCIPLESPeople are the most v
17、aluable resource in the companyPeople InvolvementStandardizationBuilt-In-QualityShort Lead TimeContinuous ImprovementDonotAcceptBuildShipaDefect!Set and follow standards to achieve a base from which to growCustomers Quality expectations are built in to each process to ensure defects are not passedRe
18、duce the time to deliver any product or serviceFoster a culture of change and constant improvement$GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 15JohnS.HamalianGMSGMSGMSLike An Atom We Need All The Pieces Working Together!“One Company” One SystemACompany-WideOperatingSystembasedonL
19、eanBusinessPrinciplesGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 16JohnS.HamalianGMSGMSGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-ForwardStandardizedWorkVisualManagementManagementbyTAKTTimeTA
20、KTWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderScheduleSup
21、plyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShopFloorManagement4LikeAJigsawPuzzleYouNeedAllThePiecesSoItCanWo
22、rkThe33ElementsWorkTogetherGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 17JohnS.HamalianGMSGMSGMSGMS4GMSCASESTUDYGeneralMotorsNorthAmerica:BeforeGMS:1996AfterGMS:2003SPQRCSPQRCBUT!Toyotastillenjoys8%netprofitwhileGMisat1.5%GMneedstooutperformToyotabyUS$1,500$2,000/unitGMSExecutiveO
23、verviewGM ConfidentialVersion Date 2004.8.12Slide 18JohnS.HamalianGMSGMS GMS as an Enterprise-Wide SystemAvoid the Silo SyndromeTake an Integrated ApproachLink the Functional Groups Together Used in Manufacturing but Principles are GenericEngineeringManufacturingPurchasing&SuppliersSPOPowertrainGMS
24、is a common operating methodology that can be used anywhere in the organisationSILOSILOSILOSILOSILOJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 19JohnS.HamalianGMSGMSDesigners & Product EngineeringPurchasing &SuppliersProductionAfter-Sales & DealersBuyersSales & Marketing“
25、One Company” with Customer FirstLean Business PrinciplesACommonLanguageandCompanyCulturethroughouttheentireCustomerChainJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 20JohnS.HamalianGMSGMSNewVehicleFactory5What is a Factory?A place where a repeatable process is conducted in
26、 which there are inputs, internal activity and outputsNewAdvertisementFactoryWho are Operators?ExpenseReportProcessingFactoryPurchasingOrderProcessFactoryAnyone who works in a highly repeatable job and requires support to be effective ServiceCenterFactoryParadigmShift:Wehavetothinkoftheworkwealldoin
27、termsofacommonprocessmethodology-EveryoneCanUseLeanBusinessPrinciplesJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 21JohnS.HamalianGMSGMSGMSGMSPeopleInvolvementFPeopleInvolvementElementsVisionValuesHealth&SafetyQualifiedPeopleTeamworkPeopleInvolvementOpenCommunicationLeader
28、shipBehavior(ShopFloorManagement)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 22JohnS.HamalianGMSGMSFishPhilosophyVideoGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 23JohnS.HamalianGMSGMSFishPhilosophyVideoDiscussionuWhatGMSconceptsdidweseeinthevideo?uDiscussasanop
29、enforumGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 24JohnS.HamalianGMSGMSFishPhilosophyVideoDiscussionEnvironment At The Fish Company Enables:People Involvement/Employee EnthusiasmTeamworkLow AbsenteeismJob Rotation/Flexibility.GMSExecutiveOverviewGM ConfidentialVersion Date 2004.
30、8.12Slide 25JohnS.HamalianGMSGMSRoots = Culture, Values & Philosophy (GMS Principles)Trunk = People & MindsetPeopleInvolvementCompanyBranches = Processes & Tools (GMS Elements)Fruit = Quality ProductPEOPLEareourmostimportantresource!LikeaTree,PeopleNeedNurturingforGrowthSoil = EnvironmentGMSExecutiv
31、eOverviewGM ConfidentialVersion Date 2004.8.12Slide 26JohnS.HamalianGMSGMSChangeInThinkingDirectorsManagersSupervisorsOperatorsTRADITIONALMODERNVIP #1TEAM MEMBER #1MgrGroupLeaderTeamLeaderTeamMemberGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 27JohnS.HamalianGMSGMSLeadershipMindCha
32、ngeTOP-DOWN LEADERSHIP STYLEMODERN LEADERSHIPMINDSETDirectionSupport80%20%20%80%DirectionSupportTWO-WAY STREETGive OrdersTeach & Coach!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 28JohnS.HamalianGMSGMSEmployeeMindChangeTRADITIONAL EXPECTATIONMODERN EXPECTATION Just Do Wha
33、t You Are Told To Do Employee Enthusiasm Not Important Participate in Making Standardized Work Continuously Improve Job Involved in Problem Solving Involvement Brings Enthusiasm!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 29JohnS.HamalianGMSGMSEffectiveCommunicationwTrust
34、wMutualRespectwTeamwork/CooperationwEmpowermentPeopleInvolvementCompanyGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 30JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardiz
35、edWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedules
36、SupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementHealthandSafetyPriorityEarlyMfg.and
37、DesignIntegration(DFM/DFA)PeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 31JohnS.HamalianGMSGMSZERO Incidents!Ourgoalis:HealthandSafetyGroupDiscussion:WhatisanIncidentvs.anAccident?“We are committed to protecting the health and safety of each employee as the overridi
38、ng priority of the Corporation”.GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 32JohnS.HamalianGMSGMSThe Stages of Safety AwarenessStage1:UnawarenessofHazardsStage2:AwarenessButNoActiontoPreventInjuryStage3:InjuryButStillNoConcernBuildinga“SafetyCulture”No Problem He Can Still Work!G
39、MSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 33JohnS.HamalianGMSGMSThe Stages of Safety AwarenessBuildinga“SafetyCulture”Stage4:InjuryandRealisationofImpacttoPersonandCompanyStage5:AwarenessofHazards&ProactiveCountermeasurestoPreventIncidentsSPQRCGMSExecutiveOverviewGM ConfidentialV
40、ersion Date 2004.8.12Slide 34JohnS.HamalianGMSGMSPotentialHazard/UnsafeSituationNearMissRecordableorFirstAidInjuryLostWorkdayInjuryFatality13003,00030,000EmployeeSpillsCoffeeonFloorandWalksAwayEmployeeSlipsonCoffeeWhileFalling,employeesBodyGrazesEdgeofMetalDrawerandLaceratesArm.RequiresFourStitchesE
41、mployeeFracturesArmWhileHittingtheFloor.TwoWeeksOutofWork.EmployeeHitsHeadonEdgeofDeskWhileFalling.BreaksNeck.Dies.Herbert Heinrich Travelers Insurance Co.Most ProactiveProactiveMost ReactiveHeinrichHazard PyramidReactiveGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 35JohnS.Hamalian
42、GMSGMSHealthandSafetyuHowCanWeAchieveOurGoalofzeroFirstAidInjuries,RecordablesorLostWorkDays?- Incident Prevention (Building a Safety “Culture”)- Incident Reporting, Tracking andResolution (encourage honest, open reporting to enable Problem Solving & avoid repeat incident)GMSExecutiveOverviewGM Conf
43、identialVersion Date 2004.8.12Slide 36JohnS.HamalianGMSGMSHealthandSafetyIncidentscanbePreventedthroughthesefiveactivitiesandmore:uBehavioruWorkplaceOrganization/5SuPersonalProtectiveEquipmentuSafeUseofHazardousMaterialsuErgonomicsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 37John
44、S.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousIm
45、provementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFi
46、xedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementTeamConceptPeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 38JohnS.HamalianGMSGMSTeamworkHOWDOYOUACHIEVER
47、EALTEAMWORK?What is a Team?GroupDiscussion:GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 39JohnS.HamalianGMSGMSTeamConceptSmallgroupsofempoweredpeoplewhosharecommongoalsandsupporteachotherthroughcommontasksGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 40JohnS.Hamali
48、anGMSGMSTeamConceptDirection&SupportFeedbackTheOrganizationStructureIsDesignedToSupportSmall,EmpoweredTeamsGroupLeader&SupportAreasTeamLeaderTeamMemberLeadershipGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 41JohnS.HamalianGMSGMSuCommonSPQRCgoalsandregularteammeetings.uEmpowermentto
49、makedecisionswithinspansofcontroluResponsibilityfor:MakingStandardizedWorkProblemSolvingContinuousImprovementuJobRotationisgenerallyperformedTeamConceptGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 42JohnS.HamalianGMSGMSDesignManufacturingPC&LSales&MarketingFinanceHumanResourcesQual
50、ityUnionsInformationSystemsEngineeringSuppliersPurchasingA Single Team Can Only Be Successful If The Big Team Wins!IndividualFamilyCompanyNation & WorldJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 43JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQ
51、ualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusin
52、essPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeop
53、leTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementQualifiedPeoplePeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 44JohnS.HamalianGMSGMSOurPeopleWillBe.Empowered/Engaged/EnergeticKnowledgeableFlexible/Open-MindedCustomerOrient
54、edSkilledintheContinuousImprovementProcessandProblemSolvingAbletoWorkinTeamsQualifiedPeopleGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 45JohnS.HamalianGMSGMSPeopleDevelopmentTimeHiring/AssessmentTrainingJobPerformanceFeedbackJobImprovement&GrowthQualifiedPeopleGMSExecutiveOverview
55、GM ConfidentialVersion Date 2004.8.12Slide 46JohnS.HamalianGMSGMSWE LEARNWE LEARN10% of what we read20% of what we hear30% of what we see50% of what we see and hear70% of what we discuss with others80% of what we experience personally95% of what we teach to someone elseWilliam GlasserGMSExecutiveOve
56、rviewGM ConfidentialVersion Date 2004.8.12Slide 47JohnS.HamalianGMSGMSThe Four Steps of JITStep1:PREPARETRAINEE(StudyStandardizedWork)Step4:FOLLOWUP(TraineeConfirmSkill)Step3:TRYOUTPERFORMANCE(TraineeDo,TrainerWatch)Step2:PRESENTOPERATION(TrainerDo,TraineeWatch)APCDJOB INSTRUCTION TRAINING (JIT)Awar
57、enessKnowledgeSkillConfirmationWhy What How!TrainingMethodologyHEARSEEDOGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 48JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardi
58、zedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipp
59、ing/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManage
60、mentPeopleInvolvementPeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 49JohnS.HamalianGMSGMSCreateandmaintainanenvironmentwhichfostersa“spiritofpride”PeopleInvolvementElement(Involvement&Recognition)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 50JohnS
61、.HamalianGMSGMSTherearethreeaspectsofInvolvement&Recognition:1.Individual&TeamIdeas2.SmallGroupPrograms3.RewardsandRecognitionInvolvement&RecognitionSuggestionsGo Fast!Problem Solving CirclesCIP ContestsIncentive SystemsRecognition ProgramsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Sli
62、de 51JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessLeanDesignofF
63、acilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/Order
64、PartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementOpenCommunicationProcessEarlyMfg.andDesignIntegration(DFM/DFA)PeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 52JohnS.HamalianGMSGMSLe
65、adersmustdrivecommunicationsActivelyengageemployeesinthebusinessopenly&frequentlyOpen-DoorPolicyListenOftenHaveaPhysicalPresence(MBWAManagementByWalkingAround)OpenCommunicationProcessGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 53JohnS.HamalianGMSGMSGuidingPrinciplesTraditionally,c
66、ommunicationonlyfocusesonthe“WHAT”andmaybethe“HOW”,butpeopledeservetoknowthe“WHY”!WHAT - HOW - WHY?EVEN IF THEY DONT AGREE AT LEAST THEY WILL UNDERSTAND!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 54JohnS.HamalianGMSGMSCommunicationBoardsState of theBusiness Mtg. Team Mtg
67、.BusinessUpdateMtg. Job PostingsTeamBoardsNewslettersVoice MailE-mailInternet /IntranetTeachingCoachingTrainingFeedbackSatelliteBroadcastsDiagonalSlice Mtg.Dept. Heads.Mtg.GroupTrainingLevelTwoInformationalCommunicationCoreLevelFace-to-faceCommunicationLevelOneFace-to-manyfacesCommunicationGOODBETTE
68、RBEST!KeyEnablersEffectiveUseOfMediaMake a Communication Plan!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 55JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVis
69、ualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/Receiv
70、ingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementShopFl
71、oorManagementPeopleInvolvementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 56JohnS.HamalianGMSGMS GoandSeeLeadershipStyleLeadByExampleSPQRC-basedMeetingStructureProactiveCommunicationProcessRegularChecksofProcessesLeadershipBehavior(ShopFloorManagement)GMSExecutiveOverviewGM Confid
72、entialVersion Date 2004.8.12Slide 57JohnS.HamalianGMSGMSGoandSeeLeadershipStyleThefocusofleadershipisontheplaceswhereworkisperformed.Thisisaccomplishedthroughthe“GoandSee”philosophy:Go and See the work areas where concerns exist and to check progress“D“Dontont just sit at your desk, go and see what
73、is happening!” just sit at your desk, go and see what is happening!”GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 58JohnS.HamalianGMSGMSLeadByExampleForExampleIfYouWantPeopletoKeepTheirAreaClean,YouHadBetterAlsoKeepYOURAreaClean!LeaderJHamalianGMSExecutiveOverviewGM ConfidentialVers
74、ion Date 2004.8.12Slide 59JohnS.HamalianGMSGMSILoveLucyVideoPartI(Stop video before Chocolate Assembly Line)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 60JohnS.HamalianGMSGMSILoveLucyVideoDiscussionuWhatGMSconceptsdidwe(not)seeinthevideo?(athomeandatthejob!)uDiscussasanopenforumno
75、tbyteamsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 61JohnS.HamalianGMSGMSILoveLucyVideoDiscussionWhat did we see in the video:Lack of Teamwork: At home, spouses did not understand each others jobs No teamwork at factory Boss was traditional top-down style, not a leaderLack Of Qua
76、lified People: Job qualifications not clear, poor screening process Lucy & Ethel not qualified for job Lucy & Ethel received poor training by bossLack of Open Communication: Spouses did not communicate enough (example at breakfast) No talking at factory results in no support & no teamworkJHamalianGM
77、SExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 62JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConc
78、eptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/D
79、eliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShopFloorManagementManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn
80、-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalPr
81、oductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvol
82、vementOpenCommunicationProcessValuesVisionShopFloorManagementWASTEGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 63JohnS.HamalianGMSGMSHowOftenDoWeSeeTheseScenariosinOurWorkArea?Stocking Up InventoryExcessive Transporting,Storage & HandlingExcess WalkingDecision -Communication and Re
83、porting MazeEquipment BreakdownOUTOFORDERMeetings, Meetings,Meetings!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 64JohnS.HamalianGMSGMSThree Enemies: 7Wastes(Muda),Unevenness(Mura),andOverburden(Muri)EnemiesofAnyProcessGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide
84、 65JohnS.HamalianGMSGMS7TYPESOFWASTEShiftMindsetTYPESTYPESOFOFWASTEWASTEI IC COOMMWWP PMMCURRENTTHINKINGWASTE NOT DEFINEDREACT TO LARGE EXAMPLESREACTIVE IMPROVEMENTREQUIRED THINKINGCorrectionCorrectionOverOverProductionProductionMotionMotionMaterialMaterialMovementMovementWaitingWaitingInventoryInve
85、ntoryProcessingProcessingWASTE IS TANGIBLEIDENTIFY MANY SMALL OPPORTUNITIESLEADS TO LARGE OVERALL CHANGEWASTESendingbackformsforincompleteorinaccuratedataProducingreportsthatarenotused,performingmoreanalysisthanrequired,producingreportsbeforetheyareneededSearchingformisplaceditemsFilingdocumentsthat
86、willneverbeusedagainDelaysingettingneededinformation,approvals,ordecisionsKeepingmultiplecopiesofreportsProcessingexcessivewrittencommunicationtodetermineissuesrequiringattention(mentalprocessing)CONTINUOUS IMPROVEMENTGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 66JohnS.HamalianGMS
87、GMSWasteisEVERYWHERE!JHamalianWaste Elimination through People Involvement is the Foundation of the entire Operating SystemGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 67JohnS.HamalianGMSGMSMakeWasteVisible&ConquerIt!Waste is easy to identify in a well organised organisationMostWas
88、teisHiddenTherearetwomajorcategoriesofwaste:1.Obviouswaste2.Hiddenwaste.JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 68JohnS.HamalianGMSGMSPoor companies let waste slowly build up then realize they are in trouble and make huge cuts thataffect value-added activities and peo
89、ples livelihood.Successful companies continuously eliminate waste From all processes and actually GROW the company!Why Eliminate Waste?Example:ToyotaJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 69JohnS.HamalianGMSGMSEliminatingWasteIsJobSecurityWASTE$MORE MONEY FOR VALUE-A
90、DDED THINGSBETTER PRODUCTS, BETTER FEATURES, MORE ADVERTISING INCREASED SALES, INCREASED DEMAND, MORE PRODUCTION, MORE JOBSJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 70JohnS.HamalianGMSGMSGMSGMSStandardizationFStandardizationElementsStandardizedWorkWorkplaceOrganizationM
91、anagementByTaktTimeVisualManagementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 71JohnS.HamalianGMSGMSWorldClassContinuousImprovementChangeStandardizationThepurposeofstandardizationistoreducevariationandstabilize,soastoachieveabasefromwhichtogrowandimprove.“THEWEDGE”TOSTABILIZEBEST
92、PRACTICEGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 72JohnS.HamalianGMSGMSStandardizationAStandardIsTheBestCurrentPracticeBasedOnManyPeoplesExperience&LessonsLearned,soDONT SHORTCUT THE STANDARD!BAD THINGS COULD HAPPEN, ESPECIALLY SAFETY & QUALITY PROBLEMSIF YOU DONT LIKE THE STAN
93、DARD, TRY TO CHANGE IT, BUT NEVER SHORTCUT IT.StandardShortcutJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 73JohnS.HamalianGMSGMSWhatHappensWhenWeDoNotFollowStandards?EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDUREU.S SUBMARINE HITS JAPANESE FISHING BOAT - SURF
94、ACING PROCEDURE NOT FOLLOWEDEXXON VALDEZ OIL SPILL CAPTAIN DID NOT FOLLOW STANDARDSGERMAN PLANE CRASHES IN SWITZERLAND AIR TRAFFIC CONTROL PROCEDURES IGNOREDJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 74JohnS.HamalianGMSGMSMAKERULETEACHRULEKEEPRULELEAD BY EXAMPLE!Itiseasy
95、tomakestandards,butwedonotalwaysdoagoodjobcommunicatingthemandareevenworseatsustainingthem(includingourselves)Ifyoudonothaveaprocesstosustainastandardwhyevenintroduceitinthefirstplace?BE A ROLE MODEL!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 75JohnS.HamalianGMSGMSResult
96、sachievedonlywhenpeoplealldotherightthingPeopleInvolvementLinktoStandardizationDiscipline and Orderly EnvironmentLack of Discipline results in ChaosI.S.Han-RBPSGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 76JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQu
97、alitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationLevelVehicleO
98、rderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementStandardizationEarlyMf
99、g.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutScheduledShipping/ReceivingWorkplaceOrganizationGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 77JohnS.HamalianGMSGMSWPO Motto:WPO Motto: “A place for “A place for everything and everything and everything
100、 in its everything in its place”place”GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 78JohnS.HamalianGMSGMSWorkplaceOrganizationPut order to the workplace by making Standards that allow “out-of-standard” conditions to be visible!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.
101、12Slide 79JohnS.HamalianGMSGMSHowisworkplaceorganizationdone?WorkplaceOrganization5S5SelfDiscipline/Cont.Improvement4Sustain/Maintain2Sort/Standardize1Sift/Clear3Sweep/CleanGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 80JohnS.HamalianGMSGMSAnythingoutsidethestandardisWASTE!WPOisake
102、ymeansofvisualizingandeliminatingwasteWhyworkplaceorganization?MakeWasteVisible!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 81JohnS.HamalianGMSGMSWhyworkplaceorganization?Good 5S Leads to Good Safety! Good 5S Leads to Good Safety! No trip, slip hazards, etc.No trip, slip
103、hazards, etc.SAFETYQUALITYItems always in same place means less Items always in same place means less likely to make mistakeslikely to make mistakesCOSTItems always in same place means less Items always in same place means less wasteful and more repeatable motions wasteful and more repeatable motion
104、s JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 82JohnS.HamalianGMSGMSExampleof5SCabinet“After5S”Cabinet“Before5S”WhichCabinetDoYouWant?(WhichoneisSafer,makesWastevisible,leadstolessMistakesandletsyougetpartsQuicker?)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12
105、Slide 83JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingBusinessPlanDeploymentTotalProductiveM
106、aintenanceScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVisio
107、n/MissionShopFloorManagementManagementbyTAKTTimeStandardizationEarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutControlledExternalTransportationContinuousImprovementProcessGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 84JohnS.HamalianGMSGMSInsti
108、llingASenseOfTime&DisciplinetoKeepIt1)Meeting Time2)Meeting Place3)Participants4)(Leader has no regard for time)8:00 Introductions8:10 Kick-off8:30 Team Activity11:00 Report-Outs(Leader Keeps Time)No AgendaAgenda with TimeNo Time Management:Management By Takt: No Sense of Time Built in Process Some
109、arrive late, others have to wait No timekeeper to keep discipline Meeting can easily go over time thus producing waste Sense of Time Built In to the process All members have a Respect for time Leaders ensure Discipline Keeping time minimizes WasteTimeManagementPhilosophyJHamalianGMSExecutiveOverview
110、GM ConfidentialVersion Date 2004.8.12Slide 85JohnS.HamalianGMSGMSTaktTime=NumberofgoodsorservicesrequiredpertimeperiodRelateallWorktoTimeandMakeitVisualandManageable!TaktTime:TheRequiredAmountOfTimeToProduceaProductOrServiceBasedOnCustomerDemandOperationalTimePerPeriodManagementByTaktTime(TimeManage
111、ment)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 86JohnS.HamalianGMSGMSManagementByTaktTime(TimeManagement)Operation3090Take-OffLandingServe DrinksMeeting8 HoursKick-OffWrap-Up60Project3 monthsConceptAdvertisement shown on T.V.Flight Attendant has 60 to serve drinks if there are 6
112、0 passengers, Takt Time = 1)Example: MarketingExample: Board MeetingExample: AirlinerLunchNext StepsQuarter ReviewApprovalProduction ReadyJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 87JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemMa
113、nagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/Receivin
114、gLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementStandard
115、izationEarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutVisualManagementGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 88JohnS.HamalianGMSGMSVisualManagementKeyConceptsMAKE STANDARD & OUT OF STANDARD CONDITIONS CLEAR & VISIBLE!xxJHamalianGMSExecu
116、tiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 89JohnS.HamalianGMSGMSVisualManagementKeyConceptsSTATUSATAGLANCEGUIDELINE SHOULD NOT TAKE MORE THAN ONE SECOND TO GRASP ANY SITUATION!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 90JohnS.HamalianGMSGMS“APictureIsWorthA
117、ThousandWords.”GetStandardsOutFromtheDeskandIntotheOpen!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 91JohnS.HamalianGMSGMSWhich visual method communicates information (how much time is left for walking) better?WALKDONTWALKExampleStack LightJHamalianGMSExecutiveOverviewGM Confident
118、ialVersion Date 2004.8.12Slide 92JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImp
119、rovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyP
120、riorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementStandardizedWorkStandardizationLeanDesignofFacilities,Equipment,ToolingandLayoutEarlyMfg.andDesignIntegration(DFM/DFA)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 93John
121、S.HamalianGMSGMSStandardizedWorkThedocumented,currentbestmethodtoSafelyandEfficientlyperformanyrepeatableprocessthatmeetsthenecessarylevelofQualityStandardizedWorkCanBePerformedEverywhere!OfficeProductionGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 94JohnS.HamalianGMSGMSWithoutStan
122、dardizationWithStandardizationStandardizedWorkGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 95JohnS.HamalianGMSGMSEachIndividualHasGoodIdeasIfWeDoNotDocumentTheBestMethodsThenWeAreNotFullyUtilizingTheTeamsBrainpowerandWeWillNeverImproveOrWeMayActuallyGetWorse!SAFETY, QUALITY, EFFICI
123、ENCYWithout Standardized Work We Are Destined To Repeat The Same Mistakes Over and Over Again!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 96JohnS.HamalianGMSGMSWouldYouWantToGetIntoAPlaneWhereTheCrewDidNotExactlyFollowAStandardizedCheckProcess?EvenThoughTheyHavePerformedI
124、tHundredsOfTimes!1.Check Fuel 2.Check Tires3.Check InstrumentsNobodys Memory is Perfect - Have the Discipline to follow Standardized Work. Dont Get Complacent!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 97JohnS.HamalianGMSGMSLegoExerciseGMSExecutiveOverviewGM Confidential
125、Version Date 2004.8.12Slide 98JohnS.HamalianGMSGMSGMSGMSBuilt-In-QualityFBuilt-InQualityKeyElementsCustomerQualityStandardsProcessValidation/ChangeControlIn-ProcessControlFeedback/FeedforwardCommunicationGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 99JohnS.HamalianGMSGMSuWhatIsQual
126、ity?uGroupDiscussionBuilt-In-QualityGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 100JohnS.HamalianGMSGMSDefinitionsQualityiswhatthecustomerperceivestobeacceptabletoachievehis/herenthusiasmGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 101JohnS.HamalianGMSGMSMadCowPo
127、orQualityMeansLostSalesFirestone(UnintendedAccidents)uninstalledshiftlock(SuddenAcceleration)GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 102JohnS.HamalianGMSGMSWhatisBuilt-In-Quality?GroupDiscussionBuilt-In-QualityGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 103J
128、ohnS.HamalianGMSGMSWhatisBuilt-InQuality?UnderstandYourSupplierandCustomerandbuildqualityINTOtheprocessthroughPrevention,DetectionandContainmentsodefectsarenotpassedtothecustomer!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 104JohnS.HamalianGMSGMSSuppliersProductionDealersBuyersSal
129、es&MarketingTheCustomerChainEveryProcessHasatLeastOne“Customer”andOne“Supplier”SatisfyYourCustomerDesign&EngineeringWho is Your Customer?Who is Your Supplier?- Group DiscussionGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 105JohnS.HamalianGMSGMSDonotAcceptBuildShipaDefect!SolveProbl
130、emsThroughTeamwork!Built-In-QualityMottoSatisfyYourCustomerGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 106JohnS.HamalianGMSGMSQualityThroughTeamworkKnowYourCustomer!What water leaks?I dont see any water leaksThis car wasnt made on my shiftThe problem is Press Shop. The flange is t
131、oo long.I wont run any trial until I have an assembly method from Engineering and the manpower.The problem is that the pieces are bad from the supplier. It is not from my area, maybe its the sealerDont run away from the problem!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 107JohnS.
132、HamalianGMSGMSAlwaysRememberThePrioritiesSafetyPeopleQualityResponsivenessCostImportanceQualityistheKeytoOurSurvivalWeWillNotMaintainGlobalAutoLeadershipwithoutitanditInvolvesEachandEveryOneofUs,DayinandDayOutCustomer Enthusiasm!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide
133、 108JohnS.HamalianGMSGMS“Customer”Feedback/Feedforward“Suppliers”YouProcess A Process B Process CProactiveReactiveGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 109JohnS.HamalianGMSGMSILoveLucyVideoPartIII Love Lucy(Start video at Chocolate Assembly Line)GMSExecutiveOverviewGM Confid
134、entialVersion Date 2004.8.12Slide 110JohnS.HamalianGMSGMSILoveLucyVideoDiscussionWhat did we see in the video: Lack of Standardized Work: No documented standardized work on job No standardized work to use as basis for training No quality standard for completed chocolate Lack Of Management By Takt Ti
135、me: Takt Time arbitrarily changed No communication or planning of Takt Time change No visual indication of workstation beginning and end Lack of Built-In Quality: No way to call for help No way to stop line or prevent defects from leaving stationI Love LucyJHamalianGMSExecutiveOverviewGM Confidentia
136、lVersion Date 2004.8.12Slide 111JohnS.HamalianGMSGMSGMSGMSShortLeadTimeFShortLeadTimeKeyElementsSimpleProcessFlowPullSystemConceptLevelSchedulingGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 112JohnS.HamalianGMSGMSAchieve Customer Enthusiasm by delivering more quickly and reducing c
137、osts, while maintaining qualityShortLeadTimeJHamalianTheRelentlessPursuittoReducetheAmountOfTimeToProduceaProductOrServiceGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 113JohnS.HamalianGMSGMSPhilosophy“Brilliantprocessmanagementisourstrategy”“Wegetbrilliantresultsfromaveragepeoplema
138、nagingbrilliantprocesses”“ourcompetitorsoftengetaverage(orworse)resultsfrombrilliantpeoplemanagingbrokenprocesses.”JamesWomackProcessThinkingatToyotaToyotaObservesthatGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 114JohnS.HamalianGMSGMSShortLeadTimeSimple Process Flow“The Perfect Pr
139、ocess” Identify Customer Requirements Relate Work to Time Make Process Flow & Waste Visual Use First In First Out (FIFO) Pull from Customer, not Push from Supplier Establish Rhythm (level scheduling) in Small Lots Make Progress/Delays Visual“Simple Sequential Process Flow of Material and Information
140、”Guiding PrinciplesOneKeyToolis“ValueStreamMapping”GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 115JohnS.HamalianGMSGMSFlowRestrictorsFlowUnderstandingtheflowdetermineswheretoapplyProcessImprovementsTheoryofConstraintsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 1
141、16JohnS.HamalianGMSGMSAvaluestreammapfollowsaproductsproductionpathfrombeginningtoend,andprovidesavisualrepresentationofeveryprocessinboththematerialandinformationflows.Avaluestreaminvolvesallthesteps,bothvalueaddedandnonvalueadded,requiredtocompleteaproductorservicefrombeginningtoendWhat is a Value
142、 Stream?What is a Value Stream Map?Value Stream MappingMake The Process Visual!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 117JohnS.HamalianGMSGMSUnderstandinghowthingscurrentlyoperate.Thisisthefoundationforthefuturestate.ScopingtheScopingtheValueStreamValueStreamDesigningaleanflo
143、wthroughtheapplicationofGMSprinciplesFuturestatedrawingDeterminetheValueStreamtobeimprovedThegoalofmapping!PlanningandImplementationCurrentstatedrawingValue Stream MapsEnable a System ViewGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 118JohnS.HamalianGMSGMSJacks Taxes - Current Stat
144、eIN40 clientsSort receipts & documentsConfirmdeductionsMail formsINTax forms to client by 4/10Receipts & DocumentsINNotify of missing documentsReminder post-cardPrint & Collate formsTSReview & sign formsINSend reminderPrepareworksheetTSClientJohn10 min-100%Jack60 min1 week95%Jack10 min1 week50%John1
145、5 min-98%Jack15 min-100%John10 min-100%Jack30 min-10%Missing documents1 week3 weeks3 days3 days1 dayW/TP/T10 min1 week30 min3 weeks60 min10 min3 days15 min15 min10 min3 days1 day1 weekFTQ100 %98 %100 %50 %100 %95 %10 %1 week140 min7 wks, 2 days4.7 %Total Lead Time:7 wks, 2 days, 140 minP/TW/TFTQP/TW
146、/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQINClarify deductionsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 119JohnS.HamalianGMSGMSuCustomerrequirements?uWorkflowsmoothly?uTrigger&sequencework?uRhythm(leveling)?uProgress&delaysvisible?uProcessimprovements?Jacks Taxes Process
147、 ImprovementIN40 clientsSort receipts & documentsConfirmdeductionsMail formsINTax forms to client by 4/10Receipts & DocumentsINNotify of missing documentsClarify deductionsReminder post-cardPrint &Collate formsTSReview & sign formsINSend reminderPrepareworksheetTSClientJohn10 min-100%Jack60 min1 wee
148、k95%Jack10 min1 week50%John15 min-98%Jack15 min-100%John10 min-100%Jack30 min-10%Missing documents1 week3 weeks3 days3 days1 dayW/TP/T10 min1 week30 min3 weeks60 min10 min3 days15 min15 min10 min3 days1 day1 weekFTQ100 %98 %100 %50 %100 %95 %10 %1 week140 min7 wks, 2 days4.7 %Total Lead Time:7 wks,
149、2 days, 140 minP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQTaktTime=Availabletime/CustomerRequirements=40days/40Clients=1perdayINCOMBINEPROCESSESStand.WorkJohnAccordionFileXOXOFIFODataentryWorksheettrainingIndividual1040,1040EZtrainingReduceprocesstimeto75minStandardizeWorkCustome
150、rIncentiveGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 120JohnS.HamalianGMSGMSIN40 clientsMail formsforms to clientComplete Accordion FileChecklist & Accordion FileJacks TaxesFuture State Check & sign formsINSend ReminderData entry+ print formsFSClientFIFOmax 1 daymax 1 dayXOXO1 pe
151、r day Over 8 weeksTaktTime=Availabletime/CustomerRequirements=40days/40Clients=1perdayCustomerRequirements:TaxFormscompletedaccuratelyFinishedbeforefillingtimeLowestpossiblecostW/TP/TFTQ100 min2 days98 %2 days, 100 min10 min75 min15 min10 min1 day1 dayP/TW/TFTQP/TW/TFTQP/TW/TFTQP/TW/TFTQJohn10 min10
152、0%John75 min98%Jack15 min1 day100%John10 min1 day100%98 %100 %100 %100 %GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 121JohnS.HamalianGMSGMSTotal Lead Time(Order To Delivery)Process Lead Time (Lean Materials)Product Lead Time3AreasofShortLeadTimeReceive Order To Delivery of Product
153、 Receive Order To Delivery of Product and Receive Payment and Receive Payment (O.T.D.)(O.T.D.)(O.T.D.)(O.T.D.)From Raw Material to Final AssemblyFrom Raw Material to Final AssemblyReduce Lead Time to Produce Any Reduce Lead Time to Produce Any Good Or ServiceGood Or ServiceExamples: Product Developm
154、ent (Concept to SOP) Budget Development Marketing Clinic FeedbackJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 122JohnS.HamalianGMSGMSGMSGMSContinuousImprovementFContinuousImprovementKeyElementsBusinessPlanDeploymentProblemSolvingAndonConceptContinuousImprovementProcessGMSE
155、xecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 123JohnS.HamalianGMSGMSContinuousImprovementCompanySmall, steadyimprovements toconstantly improveThe Standard!No Company Today Can Survive Without Having All Employees Focused on Continuous ImprovementJHamalianGMSExecutiveOverviewGM Confiden
156、tialVersion Date 2004.8.12Slide 124JohnS.HamalianGMSGMSPoor Organisations Resist Change and Become Stifled and Stale Great Organisations Embrace Change and Constantly Look for Ways to Improve”TheOnlyConstantisChange”BuildaContinuousImprovementCultureNever Be Satisfied With The Status Quo!JHamalianGM
157、SExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 125JohnS.HamalianGMSGMSStandardizationImprovementStandardizationStandardizationStandardizationImprovementImprovementContinuousImprovementStandardized Work Is A Baseline for Many, Small Continuous Improvements!OncetheImprovementisValidated,
158、UpdatetheStandard!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 126JohnS.HamalianGMSGMSPlanDoCheckAction GrasptheSituationGrasptheSituationThePDCACyclePDCA is a Fundamental Concept Throughout GMSGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 127JohnS.HamalianGMSGMSTh
159、e PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do littleplanning, mostly doing, do not check their status and then react to everythingDCAWorld-Class companies do excellentplanning, always performchecks that enable taking correctiveaction and stay on scheduleJLP
160、DREACTOr, they do a lot of Planning and no Execution or check system which again leads to Reaction or lack of ImprovementJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 128JohnS.HamalianGMSGMSLetsgototheBeach!PlanPrepareforthetripTwodaysbeforeleaving,checkengineOILLEAK!Fixoil
161、leak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDoGrasptheSituationCheckActionJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 129JohnS.HamalianGMSGMSManufacturingProcessValidationIn-ProcessControlandVerificationProductQualityStandardsQualityFeed
162、back/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementI
163、nternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShopFloorManagementContinuousImprovementBusinessPlanDeploymentQualitySystemManagemen
164、tEarlyMfg.andDesignIntegration(DFM/DFA)LeanDesignofFacilities,Equipment,ToolingandLayoutGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 130JohnS.HamalianGMSGMS?Leader?differentdirectionsnoownershipPlansnotcommunicated?GoalstoocomplicatedBeforeBPDONLY (S)HE KNOWS THE GOALSnoregularrevi
165、ewsGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 131JohnS.HamalianGMSGMS VISIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPD GuideREGULARCOMMUNICATIONCLEARTARGETSCLEARDIRECTIONCOMMONGOALSLeaderEVERYONE KNOWS THE GOALSAfterBPDGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 13
166、2JohnS.HamalianGMSGMSConcreteGOALS(SPQRC)RegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionIn order for GM to achieve Its VISION, we have to achieve our GoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETSGMSExecutiveOverviewGM ConfidentialVersion Date 2004.
167、8.12Slide 133JohnS.HamalianGMSGMSWhy Engage the Workforce?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement WhoisinvolvedinBPD?Everyone!NoOnePersonHasAlltheBestIdeas!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 134JohnS.Ha
168、malianGMSGMSTop LeadershipTop LeadershipMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review ProcessTheCascadingProcessLevel2Level3Level4Level1Detailed Action Plans and CountermeasuresCascading Strategies and ObjectivesGroup LeaderGroup LeaderAction PlansClear TargetsReview ProcessTeam
169、TeamClear TargetsReview ProcessDepartment ManagerDepartment ManagerGoals & ObjectivesClear TargetsAction PlansReview ProcessGoDownToTheLowestLevel!EachLevelofLeadershipMustHandDownSimple&ClearTargetstoTheirTeamS.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & TimedGMSExecutiveOverviewGM
170、 ConfidentialVersion Date 2004.8.12Slide 135JohnS.HamalianGMSGMSIfYouCantMeasureIt,YouCantManageItIfYouCantManageIt,YouCantImproveItTargetsandMetricsMeasuringMaySeemLikeExtraWorkandTooControlling,butHowElseCanYouGetaBaselineforImprovement?JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004
171、.8.12Slide 136JohnS.HamalianGMSGMSBelow ExpectationsNeeds ImprovementMeets ExpectationActionsAnnual Business PlanXActivitiesPLANDOPROBLEMSOLVINGCHECKACTRegularReviewsGoals, Objectives, Targets, MethodsCountermeasures Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeePDCAisth
172、efoundationofBPDGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 137JohnS.HamalianGMSGMSManufacturingProcessValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesig
173、nIntegration(DFM/DFA)ContinuousImprovementProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderin
174、gSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementContinuousImprovementAndonConceptLeanDesignofFacilities,Equipment,ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsGMSExecutiveOver
175、viewGM ConfidentialVersion Date 2004.8.12Slide 138JohnS.HamalianGMSGMSWhatistheAndonConcept?The ANDON Concept encourages employees to call for help when there is a problem or out of standard situation, using audio and/or visual signals to help attract attentionThe ANDON Concept is an enabler to cont
176、rolquality while keepingtheprocessgoing by pulling in support to address issues before they become problemsQuality Andon SystemWalkie Talkie/Mobile PhoneHotel “Bell” for BellhopAirplane Call for AttendantGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 139JohnS.HamalianGMSGMSAlwaysReme
177、mberThePrioritiesSafetyPeopleQualityResponsivenessCostImportanceFor Example, Sometimes We Have To Sacrifice Quantity to Achieve QualityGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 140JohnS.HamalianGMSGMSMgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSuppo
178、rtSupportNeedshelpFunctionofEveryoneincludingManagersandStaffistoSupportourTeamMembersGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 141JohnS.HamalianGMSGMSAndonIsNotJustaSystemOfWiresandLightsIt is a Concept of Calling For Help Before It is Too LatePull Your Andon!EVERYONE HAS AN “A
179、NDON CORD”JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 142JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-plac
180、eOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainMa
181、nagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementContinuousImprovementProblemSolvingGMSExecutiveO
182、verviewGM ConfidentialVersion Date 2004.8.12Slide 143JohnS.HamalianGMSGMSWhatIsaProblem?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituationStandardActualDiscrepancyTIMELEVELProblemSolvingGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 144JohnS.Ha
183、malianGMSGMSProblemsAreSeedsforImprovementDontHidethem,LetthemRiseUp!EveryonehasProblemstheDifferenceisinhowtheydealwiththem!IfThereAreNoProblems,ThenSomethingIsWrong!GrowingNo Problem means Big Problem!Create a Company Culture Where “Red” is not Always Bad!GMSExecutiveOverviewGM ConfidentialVersion
184、 Date 2004.8.12Slide 145JohnS.HamalianGMSGMSProblemsOccurBecauseofFailuresintheSystemProblemSolvingBlame The Process Not The People!JHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 146JohnS.HamalianGMSGMSGuidingPrinciplesEveryoneisresponsibleforProblemSolving!TeamMemberTeamLea
185、derGroupLeaderMaterialEngineerManagerSectionLeaderGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 147JohnS.HamalianGMSGMS123456ProblemDescriptionProblemDefinitionLocatePointofCauseRootCauseInvestigationLong-termCountermeasureFollow-Up&Check7Short-termContainmentPracticalProblemSolving
186、GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 148JohnS.HamalianGMSGMSuWhenisProblemSolvingappropriate-SafetyIncident-SignificantCustomerDissatisfier-LostTimeIssues-LateDeliveryofGoodorServiceandanyotherabnormalsituationsatanywherePracticalProblemSolvingCan Be Used For Anything!GMSEx
187、ecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 149JohnS.HamalianGMSGMSWhy is Problem Solving Part of Continuous Improvement?Traditional Companies Stop at Temporary Fixes They Just Contain the Problem and Put on a Band-Aid World-Class Companies Find The Root Cause and Put in Steps to Preve
188、nt It From Happening AgainThats Not Real Improvement It is Just Getting Back to Standard!Now, THAT is Continuous Improvement!KJJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 150JohnS.HamalianGMSGMSManufacturingProcessValidationProductQualityStandardsQualitySystemManagementIn
189、-ProcessControl&VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndonConceptProblemSolvingEarlyMfg.andDesignIntegration(DFM/DFA)ContinuousImprovementProcessLeanDesignofFacilities,Equipment,ToolingandLayoutBusinessPlanDeploymentTotalPr
190、oductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimpleProcessFlowSmallLotPackagingTemporaryMaterialStorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvol
191、vementOpenCommunicationProcessValuesVision/MissionShopFloorManagementContinuousImprovementContinuousImprovementProcessGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 151JohnS.HamalianGMSGMSContinuousImprovementCultureSet challenging hurdles, conquer them, then raise the bar!Create an
192、Environment where Peopleare driven to Continuously seekImprovement through theElimination of WasteJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 152JohnS.HamalianGMSGMSWhenYouClimbtotheTop.YouCanSeetheNextTarget!ContinuousImprovementCultureGMSExecutiveOverviewGM Confidential
193、Version Date 2004.8.12Slide 153JohnS.HamalianGMSGMSImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!SafetyQualityCostProductivityImprove7TypesofWasteContinuousImprovementCultureNever Be Satisfied With The Status Quo!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 154J
194、ohnS.HamalianGMSGMS1)GrasptheCurrentSituation2)ImaginetheIdealSituationSetTarget3)CompareCurrentSituationtoIdeal-SeetheGap4)DefineStrategytoAchievetheIdeal5)ImplementCIPs6)Follow-UpGapIdealNowWhatistheCIPMethod?Make Challenging Targets,Set Expectations Use BPDSuggestionProgramKaizen/CIP Small IdeasK
195、aizen/CIP Teams & WorkshopsValue Stream MappingGo Fast!GMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 155JohnS.HamalianGMSGMSWhatistheDifferenceBetweenProblemSolvingandContinuousImprovementProcess(CIP)?Problem Solving is Getting Back to Standard and Staying ThereCIP is Raising The Standard!StandardActualProblem SolvingNewStandardActual(CurrentStandard)Continuous Improvement ProcessJHamalianGMSExecutiveOverviewGM ConfidentialVersion Date 2004.8.12Slide 156JohnS.HamalianGMSGMSDieChangeExercise
