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1、GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 1 GMSContinuous 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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 2 GMS32 GMSContinuous ImprovementBuilt-InQua
2、lityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /Recei
3、vingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManageme
4、ntby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsGMS OrientationContinuous ImprovementGMDAT/DI
5、MC ConfidentialVersion Date 2003.3.15Slide 3 GMSContinuous 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 Today Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存GMS OrientationContinuous Impr
6、ovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 4 GMSContinuous 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 Standardization!通过标准化获得稳定发展通过标准化获得稳定发展GMS OrientationContinuous ImprovementGMDAT/DIMC
7、ConfidentialVersion Date 2003.3.15Slide 5 GMSStandardizationImprovement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GMS OrientationContinuous Improveme
8、ntGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 6 GMSPlan 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 CyclePDCAGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 7 GMSThe PDCA Cycle is One Of The Most Impor
9、tant Concepts In A CompanyPDREACTPPoor companies do little planning, 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 e
10、nable to take corrective action and stay on schedule 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BADGOODGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 8 GMSLets go to Kyong Ju! Plan 计划计划Prepare for the tripTwo day
11、s before leaving, check engine OIL LEAK!Fix oil leak & leave on timeOur Family Has Not Had A Vacation In A Long 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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 9 GMSManufa
12、cturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSuppl
13、yChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConcept
14、ProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design o
15、f 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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 10 GMSManufac
16、turingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledE
17、xternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCom
18、municationProcessValuesVisionShop 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, Equipment,Tooling and LayoutGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date
19、 2003.3.15Slide 11 GMSA 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 Responsiveness 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
20、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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 12 GMS?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有落实责任没有落实
21、责任目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALSGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 13 GMS 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
22、管部门主管EVERYONE KNOWS THE GOALSAfter BPDGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 14 GMSConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPE
23、CIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们必须必须实现我我们的目的目标宗旨宗旨/任任务定期坚持审议定期坚持审议协调协调具体目具体目标明确目明确目标清清晰的，可量化的目晰的，可量化的目标有搜有搜寻目目标的方法的方法我们的宗旨我们的宗旨GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 15 GMSSafe work
24、ing environment for all employeesRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsNo safety incidents零事故零事故 Lost Work Day没没有有损失工作日事故失工作日事故Increase Compliance of PPE增加增加对PPE的使用的使用定期坚持审议定期坚持审议协调我们的宗旨我
25、们的宗旨宗旨宗旨 / 任任务为所有所有员工工创造安全的工作造安全的工作环境境为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们必须必须实现我我们的目的目标GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 16 GMSWhy Engage the Workforce? 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%
26、of Possible Improvement 员工的工的参与参与率率参与参与的可能性的可能性为什什么么?为什什么么?为什什么么?为什什么么?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！GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 17 GMSDivision ManagersDivision ManagersMission/StrategyGoals & ObjectivesCle
27、ar TargetsAction Plans Review Process任任务/对策策目目标实施施计划划The Cascading Process(catch balling 抓抓住要点住要点)Level 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细的的实施施计划划及及应急措施急措施层层实施施计划并划并实现目目标Group LeaderGroup LeaderAction PlansClear TargetsReview Process实
28、施施计划划目目标清清晰晰TeamTeamClear TargetsReview Process目目标清清晰晰回回顾流程流程层层递进的流程的流程Department ManagerDepartment ManagerGoals & ObjectivesClear TargetsAction PlansReview Process目目标目目标清清晰晰实施施计划划GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 18 GMSEach Level of Leadership M
29、ust 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 ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsGMS OrientationContinuous ImprovementGMDAT/DIMC
30、ConfidentialVersion Date 2003.3.15Slide 19 GMSBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up对于同一目于同一目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次的改次的改进 S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目标是：目标是：
31、特特定的，定的， 可可测量的，量的， 校正的，校正的， 现实的的 定定时的的Targets Have To Have Meaning To People!目目标对员工必工必须有意有意义！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 20 GMSGMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap It
32、em (# 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得的得的馅饼有多大有多大班班组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厂厂总制造成本总装装车间主任主任预算调整一工段工段整一工段工段长三种主要耗材Target Cascade - ExampleEveryone Ge
33、ts 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， 可可测量的，量的， 校正的，校正的， 现实的的 定定时的的GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 21 GMSTargets Are A Good Start, But We Need Good Methods
34、To Achieve Them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) 有有计划划地地锻炼 (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 Anythi
35、ng In Life!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 22 GMSGOAL =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
36、实现方法。 Discuss as a team and report Take 10 minutes 团队讨论及汇报团队讨论及汇报-十分钟十分钟GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 23 GMSPlan 计划划Do 实施施Check 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GM
37、S OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 24 GMSBelow ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行动 PLANDOPROBLEM SOLVING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, Targe
38、ts, MethodsCountermeasures对策策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 25 GMSBPD 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
39、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。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 26 GMSuVisual Management Status at a
40、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 CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improveme
41、nt. 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汇报。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion
42、 Date 2003.3.15Slide 27 GMSManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDepl
43、oymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualifie
44、d PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsGMS OrientationContinuous ImprovementGMDAT/DI
45、MC ConfidentialVersion Date 2003.3.15Slide 28 GMSWhat is an Andon System? 什什么么是暗灯系是暗灯系统?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 pul
46、ling in support to address problems before they stop the line暗灯系暗灯系统允允许员工在出工在出现问题或有超或有超标情情况况时拉拉绳索以索以寻求求帮帮助助暗灯系暗灯系统可以在保持流水可以在保持流水线继续运运行的情行的情况况下，下，员工拉下工拉下绳索索寻求支持人求支持人员在在停停线前到出前到出现问题的工位解的工位解决决问题，以，以满足足对质量的控制。量的控制。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 29
47、 GMSAlways Remember The PrioritiesSafety (安全安全)People (员工工)Quality (质量量)Responsiveness (响响应)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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Sl
48、ide 30 GMS10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗灯控制第一步：拉暗灯控制绳索索, 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When there is a problem or out of standard situation which can not be fixed by the team member, then 当当员工不能工不能单独独解解决决出出现的的问题或超或超标的情的情况况时Andon Step
49、sGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 31 GMSAndon Steps (Contd)Step 2 - 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主看板上相主看板上相应区区域的指示灯域的指示灯变成成黄黄色，班色，班组长对暗灯暗灯系系统的信的信号号做出反做出反应GMS OrientationContinuou
50、s ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 32 GMSStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人第三步：支持人员立刻到立刻到达并开达并开始解始解决决问题，班班组长对此此负责Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVers
51、ion Date 2003.3.15Slide 33 GMSStep 4 - Line continues to move to fixed position stop第四步：生第四步：生产线继续运运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 34 GMSStep 5 - Problem is addressed, Andon is deactivat
52、ed by Team Leader to keep the line running.第五步：第五步：问题解解决决，班班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运运行。行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 35 GMSStep 6 If Andon is not deactivated by Team Leader when
53、vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：如果第六步：如果车辆到到达达定点停定点停时班班组长仍然仍然没没有解除暗灯信有解除暗灯信号号，生，生产线停止停止并并且主且主看板上看板上红灯灯开开始始闪烁，停，停线铃开开始始响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC Confide
54、ntialVersion Date 2003.3.15Slide 36 GMSFPSFPSFPSSet 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），
55、Purpose of “70% Line”70% LineReaction TimeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 37 GMSMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to suppor
56、t production team members.主管及所有人主管及所有人员都有都有职责支持生支持生产一一线的的员工工班班组成成员班班组长工段工段长主管主管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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 38 GMSAndon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-St
57、andard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班班组成成员的的职责按照按照标准化要求作准化要求作业主主动查找超找超标情情况况如果如果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解解决决，拉下暗灯
58、拉，拉下暗灯拉索，索，并并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到到达达。支持的班支持的班组长按要求解按要求解决决问题Focus On Standardized Work!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 39 GMSAndon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Tea
59、m 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 班班组长职责在暗灯信在暗灯信号号发出后立刻赶到出后立刻赶到发生生问题的的区区域域查明原因明原因并并实施施支持支持到到达达问题区区域后立刻域后立刻开开始解始解决决问题当当班班
60、组长认为可以把可以把问题解解决决时解除暗灯信解除暗灯信号号。班。班组长与与班班组成成员共同共同开开始解始解决决问题。班组长班组长管理暗灯系管理暗灯系统Address Non-StandardConditions!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 40 GMSAndon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to countermeasure the prob
61、lem, 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
62、 problems. 工段工段长职责当当班班组长不能解不能解决决问题时要提供支持要提供支持并尽并尽快快让生生产先先运运转起起来来如果需要可以如果需要可以寻求外部支持（如：求外部支持（如：维修，修，质量等部量等部门人人员）与与班班组长一起确定一起确定问题的起因是否已的起因是否已经被确被确认出出来并来并且保且保证解解决决措施得到措施得到实施施在停在停线时进行行监控，确定控，确定问题区区域域并并调动一切可利用一切可利用资源解源解决决问题Support The Team!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersio
63、n Date 2003.3.15Slide 41 GMSAndon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationIns
64、pection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4团队概概念念缩小小团队规模模工作工作标准化准化(FPS)明确明确质量量标准准职员培培训相互信任相互信任/尊重尊重保持保持单件工件工时停停线点点缓冲架冲架加工能力加工能力好好处实施的施的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量量检查和反和反馈开开放式交流放式交流团队合作合作提高提高生生产力力GMS Orienta
65、tionContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 42 GMSWhy is Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用暗灯使用暗灯数数据通据通过确定确定瓶瓶颈及影及影响响产出的出的问题来达来达到持到持续改改进TRIM 1 GROUP Andon Report 2003/1/24Station 001R
66、 10Station 003L 4Station 004R 2Analyze Reports分析分析报告告Discuss Countermeasures讨论对策策Improve!改改进GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 43 GMSAndon Is Not Just a System Of Wires and Lights暗灯系暗灯系统不不仅仅是一是一个个由由电线和灯泡和灯泡组成的系成的系统It is a Concept of Calling For He
67、lp它它是一是一种种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”GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 44 GMSManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl
68、 &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal
69、ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam
70、 ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题解解决决GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 45 GMSWhat Is a Problem? 什什么么可可称称为问题? ?uA Problem Is Defined As a Discrepancy Bet
71、ween an Existing Standard or Expectation and the Actual Situationu问题定定义为现行的行的标准或期望准或期望与与实际情情况况之之间的差的差异异StandardActualDiscrepancyTIMELEVEL标准准实际差差异异水平水平时间Problem Solving问题解解决决GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 46 GMSProblem Solving问题解解决决uProblems Ar
72、e the Seeds for Improvement! 问题是是进行改行改进的萌芽！的萌芽！uProblems Are Positive Opportunities! 问题绝对是改是改进的机的机会会！uIf There Are No Problems, Then Something Is Wrong! 没没有有问题才是最大的才是最大的问题！成成长GrowingGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 47 GMSuProblems Are Not About
73、Blaming People! Blame The Process Not the People! 需要需要责备的是工的是工艺，不是，不是员工！工！ Problems Occur Because of Failures in the System. Problem Solving问题有有问题不意味不意味这要要责备员工！工！由于系由于系统失效才失效才产生生问题。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 48 GMSGuiding PrinciplesEveryon
74、e is responsible for Problem Solving每每个个人都人都对解解决决问题负有有责任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指指导原原则班班组成成员班班组长工段工段长部部门领导物流物流工程工程师主管主管GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 49 GMS5-Phase Problem Solving问题解解决决的五的五个个阶段段12345
75、ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确确认确定确定问题立即维修立即维修纠正措施正措施分析根源分析根源GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 50 GMS5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInv
76、estigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?问题解解决决的五的五个个阶段段确定确定问题/ /最初最初对问题的理解的理解立即维修立即维修CauseInvestigation起因起因调查问题根源根源纠正措施正措施持持续确确认分析分析问题根源
77、根源直接原因起因起因起因起因起因起因问题首先在首先在哪哪发生？生？基本起因基本起因/ /结果的果的调查对问题根源根源调查的的5 5个个为什什么么Why?Why?Why?Why?Why?为什什么么为什什么么为什什么么为什什么么为什什么么Grasp the Situation掌握情掌握情况况GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 51 GMS5-Phase Problem SolvinguWhen is Problem Solving appropriate 什么
78、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 situations 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解解决决的五的五个个阶段段GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 52 G
79、MS15-Phase Problem SolvinguProblem Definition 问题的定的定义A Statement which describes the current status or situation. 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 occurring (Break down the problem into smaller ones & specifically define the situation) 陈述已述已经发生的生的问题（将将大大问题化化为小小问题并并明
80、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 occurrence 问题的起点点GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 53 GMS1uProblem De
81、finition(cont.) 问题的定的定义 (续)Locate Point of Cause/ Point of Occurrence (Where is the problem first observed) 查找出找出现问题的起点的起点/问题的起点（的起点（哪里哪里首先出首先出现问题） 5-Phase Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess
82、flow direction第第3 3道工道工艺造成出造成出现问题！观察察 : :第第 3 3 阶段段工工艺流程方向流程方向在第在第6 6道工道工艺发现问题能能够看看见能能够看看见能能够看看见不能看不能看见开始开始追溯追溯GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 54 GMSApollo 13阿波阿波罗13号号uWhat is Problem Description/Initial Problem Perception? 问题的描述的描述/初期初期对问题的理解是
83、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的起点的起点?Problem Solving ExerciseGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 55 GMS25-Phase Problem Solvingu Immediate Fix (Containment) 立即维修立即维修Immediate fix is the action taken to contain the problem spread立
84、即维修立即维修措施是措施是为了防止了防止问题扩散散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）的特别措施措施Stop the line 停线100% inspection and repair 100%的检查并修好Sorting
85、 / Rework 分类/返修It is to protect the customer 这是是为了保了保护顾客客利益利益It is not the root cause and solution! 这不不时最后的解最后的解决决方案！方案！GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 56 GMS35-Phase Problem SolvingRoot Cause Analysis分析分析问题根源根源uRoot Cause Analysis 分析分析问题根源根源In
86、vestigate the identified cause 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 总结分析分析结果果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 mai
87、n cause(s) 罗列主要原因GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 57 GMSRoot CauseCauseCauseCauseSymptoms Five Why InvestigationGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 58 GMS45-Phase Problem SolvinguCorrective Act
88、ion 纠正措施正措施Establishing & Implementing a short or long term countermeasure to elimination root cause(s) 制定制定并并执行一行一个个短期或短期或长期的措施期的措施来来解解决决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 Esta
89、blish a schedule with target completion dates 制定一个有问题解决期限的计划表GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 59 GMS5-Phase Problem Solving5uFollow-up Verification 跟踪跟踪确确认 Follow-up Verification is activity to confirm whether problem is correct or not 跟踪跟踪确确认是确
90、定是确定问题是否已是否已经纠正正的活动的活动Frequent check of the correction result 对更正的更正的结果定期果定期检查to implement according to predetermined corrective 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 将将问题解解决决方法方法标准化以防止相似的准
91、化以防止相似的 问题再次再次发生生MARCH3GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 60 GMSWhy 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
92、 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 GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 61 GMSGO ALL THE WAY TO PHASE 5!If We Really Want To Be Successfu
93、l and Beat HyundaiGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 62 GMSManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT Ti
94、meWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel Vehicl
95、eOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementConti
96、nuous ImprovementContinuousImprovementProcess持持续改改进的的过程程GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 63 GMSContinuous 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 Continuousl
97、y 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。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 64 GMSImprovement 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
98、 质量量Cost 成本成本Productivity 生生产力力 Improve7 Types of WasteContinuous Improvement Culture七七种种浪浪费改改进GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 65 GMSWhen 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！ Continu
99、ous ImprovementCultureGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 66 GMSDie Change Exercise更更换模具模具练习GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 67 GMSDie Change ExerciseDie Change Exercise - Round 1模具更换练习：第一轮 Obj
100、ective: 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) Exchange 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
101、 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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 68 GMSDie 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更换操作。A member of the group should time the Die Chan
102、ge.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）Verify nuts are secure. (add 1 minute to individual time for violation) 确认螺母已经拧紧。（如果发
103、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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 69 GMSDie Change ExerciseDie Change Exercise - Round 2模具更换练习：第二轮 Objective: Change the die in minimal amount of time.目的： 在最短时间内更换
104、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。GMS OrientationContinuous ImprovementGMDA
105、T/DIMC ConfidentialVersion Date 2003.3.15Slide 70 GMSDie 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 foll
106、owing工段中要有一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。GMS Orientati
107、onContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 71 GMS1) 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
108、工作6) Follow-Up 跟踪Gap差距差距Ideal目目标Now现状状What is the CIP Method?GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 72 GMSObserve 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准化的工作准
109、化的工作 1单件工件工时观察平衡察平衡墙上的上的结果果GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 73 GMSContinuous Improvement Process2) Imagine the Ideal Situation 设想理想想理想状况状况Safer?Better Quality?Lower Cost?Better Productivity?更安全更安全?质量更好量更好?成本更低成本更低?生生产力更高力更高?GMS OrientationContin
110、uous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 74 GMSContinuous Improvement Process3) Compare Current Situation to Ideal - See the Gap 将将现状与状与目目标进行行对比找出差距比找出差距4) Define Strategy to Achieve the Ideal 确定确定达达到目到目标的方法的方法GAPCIP Idea #3CIP Idea #1CURRENTIDEAL差距差距现状状目目标第第3个个持持续改改进方案方案第一
111、第一个个持持续改改进方案方案GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 75 GMSContinuous Improvement Process5) Implement CIPs- Get agreement from team and all shifts- Communicate change to all customers6) Follow-up- Be patient! Give the change time to work- Change stand
112、ard to reflect new processu实施持施持续改改进措施措施u跟踪跟踪GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 76 GMSPlan 计划划Do 实施施Check 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 CIPGMS OrientationContinuous ImprovementGMDAT/DIMC Confident
113、ialVersion Date 2003.3.15Slide 77 GMSHow does Continuous Improvementapply to other GMS Principles?持持续改改进如何如何应用到其用到其它它GMS原原则中中?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
114、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
115、时时uuReduces in-process stocksReduces in-process stocks 减减少少库库存存uuReduces the time of operationsReduces 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 有有有有稳稳定的工定的工定的工定的工艺艺才能保才能保才能保才能保证证持持持持续续改改改改进进的的的的开开开开展展展展GMSGMS标标准化准化准化准化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改改改改进进员员工工工工参与参与参与参与制造制造制造制造质质量量量量
