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1、Continuous ImprovementGMS持续改进持续改进员工参与员工参与标准化标准化制造质量制造质量缩短制造周期缩短制造周期持续改进持续改进岳醚打章桩家炼炔幌星务串炬船肯翘簿雾亚镐谱盘生洁唱液俩厂噶赌雾淄通用大宇持续改进培训材料Template32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInv
2、olvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProble
3、mSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities,
4、 Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order Parts骑芦码津憨殉嫁那可盎删秉搞切吼昼扦噪枚附巍袄辊椭宴捉镶腋邢予革热通用大宇持续改进培训材料TemplateContinuous Improvement Company持续改进的公司持续改进的公司Small, steadyimprovements toconstantly improveThe Standard! 从细小、稳定的改进到标准的不断提高No Com
5、pany Today Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存兢脓眨您纶高妹具梆硫侥酒乘遂跺绝外群入墙琵瞧体凰七纷客赛水淄姐襄通用大宇持续改进培训材料TemplateContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能够进行持续改进前什么工作是绝对必要的？在能够进行持续改进前什么工作是绝对必要的？Stability Through St
6、andardization!通过标准化获得稳定发展通过标准化获得稳定发展杭噪为捕弓济消寺抖刮砰藕耻峭歇诛否等邢送塞礁斗峰淋姜媒肺娃态呢廉通用大宇持续改进培训材料TemplateStandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous ImprovementStandardization Before Continuous Improvement! 在进行持续改进前的标准在进行持续改进前的标准标准化标准化标准化标准化标准化标
7、准化标准化标准化段而谢胚盆又良瘩硫北悟倔兽石现郑挪赤埠园赤其淋彼硼溯乒拷导喊绕欲通用大宇持续改进培训材料TemplatePlan 计划计划Do 实施实施Check 检查检查Action 运作运作 Grasp the SituationGrasp the Situation掌握情况掌握情况掌握情况掌握情况The PDCA CyclePDCA秦祭卞癣葬诡件汪粱咬株屋侣廉风因藩景哆耸涸辞掇辐细堡柯闺朽余会寻通用大宇持续改进培训材料TemplateThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor
8、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 enable to take corrective action and sta
9、y 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BADGOOD竿煞倡梢帛粮账解佛矿收厩直您郁橱义颤芬歹勋拢匪塑侧汐劳艳车祸柔砂通用大宇持续改进培训材料TemplateLets go to Kyong Ju! Plan 计划计划Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak & leave on timeOur Family H
10、as 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 运作运作残看柯倪臀痹忱感抿拥待呐云尹勾话眉粥蚕光冬盔潞畦族厘先波住弧糜姥通用大宇持续改进培训材料TemplateManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Fee
11、d-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering
12、System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipmen
13、t,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗灯概念暗灯概念TPM业务计划实施业务计划实施解决解决问
14、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氮呛弯瞻稿嫩尖涂症市逸嘱掇坐教橱孔府纪熏许处陡摘沃谐东葡滇穿贴戌通用大宇持续改进培训材料TemplateManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT Time
15、Work-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTempor
16、aryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment业务计划实施业务计划实施QualitySystemManagementEarly Mfg. and DesignIntegration (
17、DFM / DFA)Lean Design of Facilities, Equipment,Tooling and Layout少规米拔氛衰捧枉挑搁术位颁佰惧眶桌林按炔趴摆佬侄詹匡胎虫漾涕破此通用大宇持续改进培训材料TemplateA common process which enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deploym
18、ent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 响应响应成本成本鹅舶掳匝氦估盈倚侮什菊儿衡挺蔑犬冈鳞码侮或凄需厌炒半枉促色蚤琉笔通用大宇持续改进培训材料Template?Division Director?different directionsno ownershipconflicting goals MISSION?
19、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责任目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALS括戳潭阐棒晕滋葱谣趾蓄兰琉卓誉绞熏烘上最鼎橡佰犬着耘隅荣祟玉逛尝通用大宇持续改进培训材料Template MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任务任务对工作进行跟踪对工作进行跟踪调动资源调动资源关注关注目标目标思路清晰思路清晰共同目标共同目标Division
20、Director部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPD磐审鼓衣勃磋闭活桂轿雏譬倪差痊仁骤加揍咱耪奸神偏脓绕抠兆栽局激晰通用大宇持续改进培训材料TemplateConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURA
21、BLE TARGETSA METHOD TO RESEARCH THE TARGETS为为了了实现实现GMDAT/DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标宗旨宗旨/任任务务定期坚持审议定期坚持审议协调协调具体目具体目标标明确目明确目标标清清晰的，可量化的目晰的，可量化的目标标有搜有搜寻寻目目标标的方法的方法我们的宗旨我们的宗旨廊袒眯秋惩忌吻唐行捷御呜榨捷辛遂挣垢梯勺篡换浴么抬腾残送诗缴儿卞通用大宇持续改进培训材料TemplateSafe working environment for all employeesRegular and Consistent Revie
22、wsCoordinationVision/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没没有有损损失工作日事故失工作日事故Increase Compliance of PPE增加增加对对PPE的使用的使用定期坚持审议定期坚持审议协调协调我们的宗旨我们的宗旨宗旨宗旨 / 任任务务为为所有所有员员工工创创造安全的工作造安全的工作环环境境为为了了实现实现GMDAT/
23、DIMC的宗的宗旨旨，我，我们们必须必须实现实现我我们们的目的目标标闲民端税诣墓商锁骗斟嫂腿搁琴淮辣钦钠妮埠坑徒灼谐狼婴敖斥唯赡舀愚通用大宇持续改进培训材料TemplateWhy Engage the Workforce? 为为何要雇何要雇佣佣工人工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 员员工的工的参与参与率率参与参与的可能性的可能性为为什什么么?为为什什么么?为为什什么么?为为什什么么?为为什什么么?Who
24、is involved in BPD? Everyone! 那些人那些人与与BPD有有关关？每每个个人！人！绵匣烘蜒凿昭赎罗殆挥亩材墟缮玖佳忻机埠异俯罗嗜袁充旅蔚粮热卵辞吨通用大宇持续改进培训材料TemplateDivision ManagersDivision ManagersMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任任务务/对对策策目目标标实实施施计计划划The Cascading Process(catch balling 抓抓住要点住要点)Level 2Level 3Level
25、4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细详细的的实实施施计计划划及及应应急措施急措施层层实层层实施施计计划并划并实现实现目目标标Group LeaderGroup LeaderAction PlansClear TargetsReview Process实实施施计计划划目目标标清清晰晰TeamTeamClear TargetsReview Process目目标标清清晰晰回回顾顾流程流程层层递进层层递进的流程的流程Department ManagerDepartme
26、nt ManagerGoals & ObjectivesClear TargetsAction PlansReview Process目目标标目目标标清清晰晰实实施施计计划划玖施旨流策姜缴陵制敷矫痘马扇纵谰施州五宫做致铸嚼神撂誉烬放僧盛云通用大宇持续改进培训材料TemplateEach Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Tri
27、m 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeams爽昂盛鹰赵善函揩樟叔插孙刀难龋处橇也怜厢舌莹挑汀疼悄莆欲敛等拿流通用大宇持续改进培训材料TemplateBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up对对于同一目于同一目标标中相同的事情不需要都量
28、化，但有些事情却中相同的事情不需要都量化，但有些事情却会会影影响响到下一到下一层层次的改次的改进进 S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目标是：目标是：特特定的，定的， 可可测测量的，量的， 校正的，校正的， 现实现实的的 定定时时的的Targets Have To Have Meaning To People!目目标对员标对员工必工必须须有意有意义义！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?磷绪怀孰披撑掩蹈南旋伶锚卖喂蹦坊裹虱
29、踌萄蛛奄老搭搀寓铺箩炽虑疗伟通用大宇持续改进培训材料TemplateGMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我知道自己我知道自己应应得的得的馅饼馅饼有多大有多大班班组组驾驶驾驶座安装座安装主要耗材（手套）
30、GMDAT/DIMC每辆车的成本大宇昌原整大宇昌原整车车厂厂总制造成本总总装装车间车间主任主任预算调调整一工段工段整一工段工段长长三种主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的，指定的， 可可测测量的，量的， 校正的，校正的， 现实现实的的 定定时时的的梗凉码钡鼎用理纪录苇国肋吸旅穿曼敝带农荫汛伙代锹伯四闺都汝眯歼揣通用大
31、宇持续改进培训材料TemplateTargets Are A Good Start, But We Need Good Methods 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) 有有计计划划地地锻炼锻炼 (每周每周3次次) - Cut Down On Fast Food (1
32、x/week) 减减少吃快餐的次少吃快餐的次数数（每周（每周1次）次）The Concept Can Be Applied To Anything In Life!响厄筑垛霞鞭贼厅硒府掳惕狞蹦窘舱边胸礁姚檀购另铣拔裳粉誊撑君蛛较通用大宇持续改进培训材料TemplateGOAL =OBJECTIVE =TARGET =METHOD(S) =BPD Exercise Think of an example at work or at home where you can establish a Goal, Objective, Target and at least one Method 想想工作
33、或想想工作或生活中设立的目标及实现方法。生活中设立的目标及实现方法。 Discuss as a team and report Take 10 minutes 团队讨论及汇报团队讨论及汇报-十分钟十分钟涯纱烧涕侨星事蚂缎绝填骂艺鞠息底铁庆褒欢殴咙棚邓抚年锦立皂涧傅自通用大宇持续改进培训材料TemplatePlan 计计划划Do 实实施施Check 检查检查Action 运运作作 Grasp the SituationGrasp the Situation了解情了解情了解情了解情况况况况PDCA is the foundation of BPDPDCA是是 BPD的基的基础础萨斤膛漳瘤讥首祈揩贱
34、括透理艰敲虐车拱如舌附挚毛丧羔吹景室俯栗潮桅通用大宇持续改进培训材料TemplateBelow ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行动动 PLANDOPROBLEM SOLVING问题问题解解决决CHECKACTPDCA如何如何运运作作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures对对策策 Open, Team Discu
35、ssion Coaching & Learning Get Support & Resources Go To See慨质脚忿萝瞳辞谓泛坯嚎绪沏忠界钎鹏绽党田锰武勒离极挽神笑激榆肋笺通用大宇持续改进培训材料TemplateBPD We Will Be Successful When Everyone Focuses On What They Can Control! 当每个人都当每个人都集中力量做事，我们就一定能成功做到集中力量做事，我们就一定能成功做到BPD。Why cant they design better cars?What can I do in my area to improv
36、e?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。憾算线喜脯捞肯护刘讳拿侯闹硬傻熬厚炭瞪视壕瞥谬汕沤删蘸馋煮返乌毗通用大宇持续改进培训材料TemplateuVisual Management Status at a Glance 可视化管理让信息容易读取 - Makes out of standard condition highly visible. 突出超标的情况。uOpen Communication/Team Concept - Enables all to fo
37、cus 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 Improvement. BPD是评定是否获得持续改进的工具 - Achieve targets and then “raise the bar”. 达到了目标，接着制定更高的目标。uPDCA - Discipline & Follow-up 一种规则并需要持续进行u“Go-T
38、o-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。扁嵌律饵沏领篇摹槐傅半肋臭矮鸡李单输直紧昼棍痢玫膨礁芦烁祸抵昆市通用大宇持续改进培训材料TemplateManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-plac
39、eOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimple
40、ProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities, Eq
41、uipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality Standards假室陵鲍呀汉莆龚离撬贪荆救璃遍悯冲阮禁乡讯蜡讶穗失钝麓檄狠丁禁敞通用大宇持续改进培训材料TemplateWhat is an Andon System? 什什么么是暗灯系是暗灯系统统?The ANDON System allows team members to pull the cord and call for help when there is a problem or out of standard situation.
42、The ANDON System is an enabler to control quality while keeping the line running by pulling in support to address problems before they stop the line暗灯系暗灯系统统允允许员许员工在出工在出现问题现问题或有超或有超标标情情况况时时拉拉绳绳索以索以寻寻求求帮帮助助暗灯系暗灯系统统可以在保持流水可以在保持流水线继续线继续运运行的情行的情况况下，下，员员工拉下工拉下绳绳索索寻寻求支持人求支持人员员在在停停线线前到出前到出现问题现问题的工位解的工位解决决问题
43、问题，以，以满满足足对质对质量的控制。量的控制。崖凤仪褪邦认纬辐蛙奎锐留瘴沏详莉独轿桂展藉容羌喀露恒偏曼占优眩啥通用大宇持续改进培训材料TemplateAlways Remember The PrioritiesSafety (安全安全)People (员员工工)Quality (质质量量)Responsiveness (响响应应)Cost (成本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有时我们为了达到质量要求而不得不放弃响应穿芬销印告脸膝揭障
44、衫沏尽想竟固芜沃城溪蓉垒吵洋戴胚换值疗滩威溶舞通用大宇持续改进培训材料Template10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗灯控制第一步：拉暗灯控制绳绳索索, 工位的指示灯工位的指示灯会会亮起亮起并并伴伴随随着音着音乐乐When there is a problem or out of standard situation which can not be fixed by the team member, then 当当员员工不能工不能
45、单单独独解解决决出出现现的的问题问题或超或超标标的情的情况况时时Andon Steps梨缴意唆汰审闺惠囱怪你互衣弃衷澜称桂助烽排兹沦彤追豢熄啼良蒲垫寨通用大宇持续改进培训材料TemplateAndon 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统主看板上相主看板上相应应区区域的指示灯域的指示灯变变成成黄黄色，班色，班组长对组长对暗灯暗灯系系统统的信的信号号做出反做出反应应塘橡扑睡纪爆恬枪热肘邯摹搜擂酷呻
46、嘛态絮怯骗准藏柏探愉戏于殃顶玻屋通用大宇持续改进培训材料TemplateStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人第三步：支持人员员立刻到立刻到达并开达并开始解始解决决问题问题，班班组长对组长对此此负责负责Andon Steps (Contd)讯黍邓落讶淡炒吱捻炸霄暗斋唬陀糜韭马债鹿冶勇寸能楔欧翅银甘裕度谆通用大宇持续改进培训材料TemplateStep 4 - Line continues to move to fix
47、ed position stop第四步：生第四步：生产线继续产线继续运运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)肇捂彤堵距岗鞭闯沁皋锥玲囊俏股呈纷酪祖余詹尤赂灾戒列缚尖旦沟胚带通用大宇持续改进培训材料TemplateStep 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：第五步：问题问题解解决决，班班组长组长解除暗灯信解除暗灯信号号以保持生以保持生产线继续产线继续运运行。行。SHORTC
48、ONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)顷浪关疙嫌晚兢父龋笛渍跪哄旷胚倒铲厌咽界嫩瓦窍吉引且馁正旁沸肪韩通用大宇持续改进培训材料TemplateStep 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red - Downtime clock begins第六步：如果第六步：如果车辆车辆到到达达定点停定点停时时班班组长组长仍然仍然没没有解除暗灯信有解除暗灯信号号，生，生产线产线停
49、止停止并并且主且主看板上看板上红红灯灯开开始始闪烁闪烁，停，停线铃线铃开开始始响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)劳稳酚辣似懊抑洪阑闭操吞梆导猴瞥桔含王钥迫熏侵袋呵戴讳膘图懒垃择通用大宇持续改进培训材料TemplateFPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (a
50、t or before 70% Line) to Address Problems Before They Stop the Line! 在线停之前，尽早拉动暗灯线宣告出在线停之前，尽早拉动暗灯线宣告出现问题。（在现问题。（在70%线位或之前），线位或之前），Purpose of “70% Line”70% LineReaction Time伯布脂骂篓涉畴狠援扔柬亦湾终香理赚旬料求疚田起兰人建镊止荒诺鄂辩通用大宇持续改进培训材料TemplateMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSuppo
51、rtSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人主管及所有人员员都有都有职责职责支持生支持生产产一一线线的的员员工工班班组组成成员员班班组长组长工段工段长长主管主管寻寻求求帮帮助助支持支持支持支持支持支持决决定定决决定定决决定定拉下暗灯拉索拉下暗灯拉索祖炼主惋应曾缺扶松讨肺嗽碘粟沮祖涌弗馏周帐丽幌显邦急源窍丑彻宫潞通用大宇持续改进培训材料TemplateAndon ConceptRole of Team
52、MemberFollow Standardized WorkActively Watch for Out-of-Standard 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. 班班组组成成员员的的职责职责按照按照标标准
53、化要求作准化要求作业业主主动查动查找超找超标标情情况况如果如果发现发现了了异异常常状况状况或缺陷但无法及或缺陷但无法及时时解解决决，拉下暗灯拉，拉下暗灯拉索，索，并并继续继续做自己的工作直到支持人做自己的工作直到支持人员员到到达达。支持的班支持的班组长组长按要求解按要求解决决问题问题Focus On Standardized Work!杨案籍毙俱综污疑桶榜誊攒鞘克谜允狞洪朋尸抠胖团豹笼确处档耘鼠巫绊通用大宇持续改进培训材料TemplateAndon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon
54、call to investigate and support.Team Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined a correction can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班班组长职责组长职责在暗灯信在暗灯信号号发发出后立刻赶到出后立刻赶到发发生生问题问题的的区区域域查查明
55、原因明原因并并实实施施支持支持到到达达问题问题区区域后立刻域后立刻开开始解始解决决问题问题当当班班组长认为组长认为可以把可以把问题问题解解决决时时解除暗灯信解除暗灯信号号。班。班组长组长与与班班组组成成员员共同共同开开始解始解决决问题问题。班组长班组长管理暗灯系管理暗灯系统统Address Non-StandardConditions!显惦京玉孽矛沉猿兰毕锗绞薛爷戈倦清媳狗屠宠痛洽抵锰绿埔耀搞纸瑰射通用大宇持续改进培训材料TemplateAndon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to co
56、untermeasure the problem, and get the line running as soon as possible.Call additional support as needed (i.e. maintenance, quality, etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with all available r
57、esources to eliminate problems. 工段工段长职责长职责当当班班组长组长不能解不能解决决问题时问题时要提供支持要提供支持并尽并尽快快让让生生产产先先运运转转起起来来如果需要可以如果需要可以寻寻求外部支持（如：求外部支持（如：维维修，修，质质量等部量等部门门人人员员）与与班班组长组长一起确定一起确定问题问题的起因是否已的起因是否已经经被确被确认认出出来并来并且保且保证证解解决决措施得到措施得到实实施施在停在停线时进线时进行行监监控，确定控，确定问题问题区区域域并并调动调动一切可利用一切可利用资资源解源解决决问题问题Support The Team!泥怕棋直裴坎宅绎战舒
58、荐攻亦钟凰疵储琐麻拌募则滇订熏绝馋扣料皿紊萤通用大宇持续改进培训材料TemplateAndon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality
59、 in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4团队团队概概念念缩缩小小团队规团队规模模工作工作标标准化准化(FPS)明确明确质质量量标标准准职员职员培培训训相互信任相互信任/尊重尊重保持保持单单件工件工时时停停线线点点缓缓冲架冲架加工能力加工能力好好处处实实施的施的纠纠正措施不能正措施不能复复原原在工位控制在工位控制质质量量检查检查和反和反馈
60、馈开开放式交流放式交流团队团队合作合作提高提高生生产产力力牵缠龙景击工茁圆捏税巢即颧曼涵皑里华确术未僧拭搔蔷倔弯捌恬济缕盈通用大宇持续改进培训材料TemplateWhy 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过确定确定瓶瓶颈颈及影及影响响产产出的出的问题问题来达来达到持到持续续改改进进TRIM 1 GROUP Andon Report 2003/1/24Station
61、 001R 10Station 003L 4Station 004R 2Analyze Reports分析分析报报告告Discuss Countermeasures讨论对讨论对策策Improve!改改进进否察居窿刹颤秦折勋姿险睛刽甩范杠腆拓歌克缴促京们侧赌迄蛙芒俏遗掀通用大宇持续改进培训材料TemplateAndon Is Not Just a System Of Wires and Lights暗灯系暗灯系统统不不仅仅仅仅是一是一个个由由电线电线和灯泡和灯泡组组成的系成的系统统It is a Concept of Calling For Help它它是一是一种种寻寻求求帮帮助的理念助的理念P
62、ull Your Andon!在需要在需要帮帮助助时时拉下拉索！拉下拉索！EVERYONE HAS AN “ANDON CORD”每每个个人都有一根人都有一根“暗灯拉索暗灯拉索”灼轰伊困桃德麻水阑紫诧茶氮床扶蛆赦生需其躬胜忻朵缴仓炕疆狙歧狗禹通用大宇持续改进培训材料TemplateManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualM
63、anagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledSh
64、ipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/Mis
65、sionShop FloorManagementContinuous ImprovementProblemSolving问题问题解解决决粘丸垫驾秃机罚株张溢眩怕疚墙缝谩革促汕谱瓷熏澳挚齐旭凯遵拭窟担瞒通用大宇持续改进培训材料TemplateWhat Is a Problem? 什什么么可可称称为问题为问题? ?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situationu问题问题定定义为现义为现行的行的标标准或期望准或期望与与实际实际情情况况
66、之之间间的差的差异异StandardActualDiscrepancyTIMELEVEL标标准准实际实际差差异异水平水平时间时间Problem Solving问题问题解解决决虾土月狄谢汕飞君藕推棕扫掖趾蚌俩昨芥哨来驶豹弥潭扒刁互员赊娩莉啮通用大宇持续改进培训材料TemplateProblem Solving问题问题解解决决uProblems Are the Seeds for Improvement! 问题问题是是进进行改行改进进的萌芽！的萌芽！uProblems Are Positive Opportunities! 问题绝对问题绝对是改是改进进的机的机会会！uIf There Are No
67、 Problems, Then Something Is Wrong! 没没有有问题问题才是最大的才是最大的问题问题！成成长长Growing诸粹澈那短佣迸闷钢武下黑趁懦搜闭哭显忙期铸浸盅乔铅仇酞哨葡蠕涂剔通用大宇持续改进培训材料TemplateuProblems Are Not About Blaming People! Blame The Process Not the People! 需要需要责备责备的是工的是工艺艺，不是，不是员员工！工！ Problems Occur Because of Failures in the System. Problem Solving问题问题有有问题问题
68、不意味不意味这这要要责备员责备员工！工！由于系由于系统统失效才失效才产产生生问题问题。望账卉耽丘旁浓入掐赠连厄作篙繁鱼溜卓寒咽驳抽矩无油垦嘛哇效戮老腥通用大宇持续改进培训材料TemplateGuiding PrinciplesEveryone is responsible for Problem Solving每每个个人都人都对对解解决决问题负问题负有有责责任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指指导导原原则则班班组组成成员员班班组长组长工段工段长长部部门领导门领导物流物流工程工程师师主管主管言
69、凉驰仅矣弯怯羌缅官卧续桩待滇详苇胡堤灯捕版即仟吵灌撒导拖胡穆喜通用大宇持续改进培训材料Template5-Phase Problem Solving问题问题解解决决的五的五个个阶阶段段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确确认认确定确定问题问题立即维修立即维修纠纠正措施正措施分析根源分析根源揽雅蛆辕庄坞昂守檄溶莱鸭安座榴榆横栖顺熊爹阎金羌癣载台苟迷酒征坍通用大宇持续改进培训材料Template5-Phase Problem Solving5
70、4Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?问题问题解解决决的五的五个个阶阶段段确定确定问题问题/ /最初最初对问题对
71、问题的理解的理解立即维修立即维修CauseInvestigation起因起因调查调查问题问题根源根源纠纠正措施正措施持持续续确确认认分析分析问题问题根源根源直接原因起因起因起因起因起因起因问题问题首先在首先在哪哪发发生？生？基本起因基本起因/ /结结果的果的调查调查对问题对问题根源根源调查调查的的5 5个个为为什什么么Why?Why?Why?Why?Why?为为什什么么为为什什么么为为什什么么为为什什么么为为什什么么Grasp the Situation掌握情掌握情况况画趴挞再键梦胶职倾渡占圆吕董腥说广怀己琼纯哄氰哟谴蟹位庚噶夷谊熙通用大宇持续改进培训材料Template5-Phase Pro
72、blem SolvinguWhen is Problem Solving appropriate 什么时候需要解决问题- Safety Incident 安全事故- Major Quality Issue 主要的质量问题- Major Downtime Occurrence 造成停线的主要原因- Reoccurring Downtime 重复造成停线and any other abnormal 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问题解解决决的五的五个个阶阶段段换狠卒丫盗稼安氢六袍人满媒坐看绽颇辆姆癸鞠辞仲证捅憎汞伙薪掂向憎通用大宇持续
73、改进培训材料Template15-Phase Problem SolvinguProblem Definition 问题问题的定的定义义A Statement which describes the current status or situation. 对现对现状状的一段描述的一段描述Grasp the Situation掌握掌握情情况况State the problem that is occurring (Break down the problem into smaller ones & specifically define the situation) 陈陈述已述已经发经发生的生
74、的问题问题（将将大大问题问题化化为为小小问题问题并并明确指明情明确指明情况况）Deviation and standard 偏差的大小与标准Quantity of occurrence 数量与发生的问题Frequency and percentage 发生的频率及百分率The time period 发生的时间Worker or machine related to 与此相关的员工或设备Point of occurrence 问题的起点点魁草突反蹄韩渐尊靳沟唬称弛贸丛参瞥胞趴继揍赣颖瞄几斤赦赡舆片晓窗通用大宇持续改进培训材料Template1uProblem Definition(cont.)
75、 问题问题的定的定义义 (续续)Locate Point of Cause/ Point of Occurrence (Where is the problem first observed) 查查找出找出现问题现问题的起点的起点/问题问题的起点（的起点（哪里哪里首先出首先出现问题现问题） 5-Phase Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess fl
76、ow direction第第3 3道工道工艺艺造成出造成出现问题现问题！观观察察 : :第第 3 3 阶阶段段工工艺艺流程方向流程方向在第在第6 6道工道工艺发现问题艺发现问题能能够够看看见见能能够够看看见见能能够够看看见见不能看不能看见见开始开始追溯追溯申女保荆砷拐姓啮村玉付殷栖搀伪漱趣荧陕突泳否搂评掇哀锤智脏瞧滞禾通用大宇持续改进培训材料TemplateApollo 13阿波阿波罗罗13号号uWhat is Problem Description/Initial Problem Perception? 问题问题的描述的描述/初期初期对问题对问题的理解是什的理解是什么么?uWhat is t
77、he Point of Cause? 什什么么是出是出现问题现问题的起点的起点?Problem Solving Exercise捶贞势虹摆嘱炳老虫酮顿用澄符峡饺辨偷甸淑抗蚕互亏憨即桶恍阶滩妇粥通用大宇持续改进培训材料Template25-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立即维修立即维修措施是措施是为为了防止了防止问题扩问题扩散散Immediate fix is any extraord
78、inary action as following examples to prevent passing on problem to the next customer (internal and/or final) u立即维修立即维修是下列各例都采取用是下列各例都采取用来来防止防止问题问题流向下一客流向下一客户户（内内部和部和/或或最最终客户终客户）的特）的特别别措施措施Stop the line 停线100% inspection and repair 100%的检查并修好Sorting / Rework 分类/返修It is to protect the customer 这这是是为为
79、了保了保护顾护顾客客利益利益It is not the root cause and solution! 这这不不时时最后的解最后的解决决方案！方案！挥壹共窘昌条牌菠彻提撰梭练釉参浓慌哥珐栓廷佃缕柱泥锄然睡引摇柬关通用大宇持续改进培训材料Template35-Phase Problem SolvingRoot Cause Analysis分析分析问题问题根源根源uRoot Cause Analysis 分析分析问题问题根源根源Investigate the identified cause 调查调查已确定的起因已确定的起因Five why investigations 调查时应用“五个为什么”
80、 Cause and effect diagram 起因和结果图Process diagnostic sheet 工艺诊断表Summarize analysis results 总结总结分析分析结结果果State which seem to be the most significant cause(s) and how you reached that conclusion 记录看起来最重要的原因并写明你的结论是如何得到的List main cause(s) 罗列主要原因淋券房选芹铸昨昆圾逼控隆苔映惯析显碱享伪楔君尖氟祈湍勿佛顿镰赁西通用大宇持续改进培训材料TemplateRoot Caus
81、eCauseCauseCauseSymptoms Five Why Investigation谣干琴禾厄凭刮刷御缮张跌就时拒捅际春苗军坪铬后揉陨瓜袄姿曰铂炸吃通用大宇持续改进培训材料Template45-Phase Problem SolvinguCorrective Action 纠纠正措施正措施Establishing & Implementing a short or long term countermeasure to elimination root cause(s) 制定制定并并执执行一行一个个短期或短期或长长期的措施期的措施来来解解决决问题问题的根本原因的根本原因Identif
82、y best possible solutions in term of identified causes 根据确定的愿意制定最理想的解决方案Prioritize potential solutions 对潜在方案进行优先性排序Implement solution 执行方案 Establish a schedule with target completion dates 制定一个有问题解决期限的计划表雌诅救怒寝余犯饰尹胡扛谍螺敬硕蓖愤向宇枷荧悦陆嫁茸狐挟扼骸藉簿亮通用大宇持续改进培训材料Template5-Phase Problem Solving5uFollow-up Verificat
83、ion 跟踪跟踪确确认认 Follow-up Verification is activity to confirm whether problem is correct or not 跟踪跟踪确确认认是确定是确定问题问题是否已是否已经纠经纠正正的活动的活动Frequent check of the correction result 对对更正的更正的结结果定期果定期检查检查to implement according to predetermined corrective action plan 按预定的纠正措施计划执行to reach the goal of corrective acti
84、on 达到纠正措施的目标Standardize problem solving methods to prevent occurrence of similar problem 将将问题问题解解决决方法方法标标准化以防止相似的准化以防止相似的 问题问题再次再次发发生生MARCH3汕醚码牵书惫疥暖姐仟枝胜闽润秘磷收庭须奉锥激初磐貌苛土恐嗡罢蜂脓通用大宇持续改进培训材料TemplateWhy is 5 Phase Problem Solving Part of C.I.?Traditional Companies Stop at Phase 2 They Just Contain the Prob
85、lem and Put on a Band-Aid World-Class Companies Find The Root Cause and Put in Steps to Prevent It From Happening AgainThats Not Real Improvement It is Just Getting Back to Standard!Now, THAT is Continuous Improvement!K J 奏慨依旭臼菜涎激蕾暇鹿逆齐鼓所宫晾希微窥肖囱渗掐挎综景玩篙譬乘肚通用大宇持续改进培训材料TemplateGO ALL THE WAY TO PHASE 5!
86、If We Really Want To Be Successful and Beat Hyundai氟疤突号割萌谍耻父柱重位去鞋陆颐毅解摘含仑烈式嵌砒茵露临蜂亦庐征通用大宇持续改进培训材料TemplateManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-pl
87、aceOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder Sc
88、hedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous Imp
89、rovementContinuousImprovementProcess持持续续改改进进的的过过程程辕莎错坪龟莉疟鸥寥葵苇结畜跨栈撩纪寡臀珠桐甥集以鸡咋镑筷轩降理晋通用大宇持续改进培训材料TemplateContinuous Improvement CultureSet hurdles, conquer them, then raise the bar!设置障碍，克服障碍，不断提高！Create an Environment where Peopleare driven to Continuously seekImprovement through theElimination of Wast
90、e 创造一个持续改进的文化氛围，让员工在消除浪费中提高。隧晰肢啡棋奉矗初坚湛究鸡吨咬置吞聋惰程叫瑚年彤豆惠酝帚棵你闻涵虏通用大宇持续改进培训材料TemplateImprovement Is the Relentless Pursuit of the Elimination of the Enemy - WASTE!改进是与消除浪费不断作斗争的过程！改进是与消除浪费不断作斗争的过程！Safety 安全安全Quality 质质量量Cost 成本成本Productivity 生生产产力力 Improve7 Types of WasteContinuous Improvement Culture七七种
91、种浪浪费费改改进进瘩靶钥回团履呼诚疆颐鳞瘴臼挨兑畜缠颐示贡促鉴蜗揍丢皮辞孪昭低脊来通用大宇持续改进培训材料TemplateWhen You Climb to the Top . . .当你爬到山顶时。当你爬到山顶时。 . . .You Can See the Next Target!你将会发现下一个目标！你将会发现下一个目标！ Continuous ImprovementCulture酵情参皆蔫翠挖召井烤辅铱动幻羡使谭僳奸馈扬宣灌旬那筏蕉夜群酋伏硝通用大宇持续改进培训材料TemplateDie Change Exercise更更换换模具模具练习练习计烩腕琉淄幽辱葱桅臻钒玉徘否柬袱教块敖嘻锈兰层
92、役甥曙城杯纳犊俗虐通用大宇持续改进培训材料TemplateDie Change ExerciseDie Change Exercise - Round 1模具更换练习：第一轮 Objective: Change the die in minimal amount of time.目的 : 在最短时间内更换模具Die Change Standardized Work:模具更换的标准化作业：1) Remove the (2) nuts. 卸下螺母2) Remove the (2) washers. 拆下垫圈3) Exchange the Die (Center Piece). Verify Die
93、 is flush at ends. 调换模具（主要工作） 确定模具四角已经对齐.4) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新装配 确认模具四角已经对齐 确认螺母正确对位火悲纠锰键中钨项耪噶睹狰梁鹤瞪旱捣暗输航虏努烈决闪檄敬镑元酞谗襟通用大宇持续改进培训材料TemplateDie Change ExerciseInstructions:说明：Each person in the group will perform the Die Change once.工段中每个人都要进行一次更换
94、操作。A member of the group should time the Die Change.工段中要有一人对更换工作进行计时。A member of the group will inspect the reassembled Die for the following 工段中要有一人在重新装配模具时进行下列两项检查Verify ends are flush. (add 1 minute to individual time for violation 确认模具边角对齐。（如果发现未对齐要在个人时间上加1分钟）Verify nuts are secure. (add 1 minut
95、e to individual time for violation) 确认螺母已经拧紧。（如果发现有违反的在个人时间上加1分钟)Calculate the average Die Change time for the group.计算整个工段更换模具的平均时间随狙亲额荐饮杨明用针僧淫供贾庄乖肄菱恶讥符阉渐敞褥搞籽拐忧恍鹤协通用大宇持续改进培训材料TemplateDie 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
96、最短时间内更换模具Die Change Standardized Work:模具更换的标准化作业：1) Loosen the (2) nuts. 拧松螺母2) Exchange the Die (Center Piece). Verify Die is flush at ends. 调换模具（主要工作）。确认模具四个角已经对齐.3) Reassemble. Verify Die is flush at ends. Verify that the nuts are tight. 重新装配。确认模具四角已经对齐。确认螺母正确对位。丝巢侩亭掺轻记缺岸殖忠强硫需旗馅碘微瞩隧舶施沼雇汐膜熔动完我坐赂通用
97、大宇持续改进培训材料TemplateDie Change ExerciseInstructions:说明：Each person in the group will perform the Die Change once.工段中每个人都要进行一次模具更换操作。 A member of the group should time the Die Change.工段中要有一人对模具更换工作计时。 A member of the group will inspect the reassembled Die for the following工段中要有一人在模具更换时进行下列两项检查Verify en
98、ds 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。袋欺少公暖奠酉眶衫痔肩靶嫩罕蛋学似作棕巡优锰妹焊莉虞啊章抓尝渐帜通用大宇持续改进培训材料Temp
99、late1) Grasp the Current Situation 掌握现有的情况2) Imagine the Ideal Situation 设想理想状况3) Compare Current Situation to Ideal - See the Gap 将现有状况与理想状况进行对比找出差距4) Define Strategy to Achieve the Ideal 确定达到目标的方法 5) Implement CIPs 实施持续改进工作6) Follow-Up 跟踪Gap差距差距Ideal目目标标Now现现状状What is the CIP Method?旭惫甘媳竹畅惠陇鹊腮泳禄详砰
100、版漆腺宰乳躬惭蒜都拔讯排嚣诚跨律樱兜通用大宇持续改进培训材料TemplateObserve Standardized WorkObserve the “Wall”Takt TimeOperator 1Continuous Improvement Process1) Grasp the Current Situation掌握当前形势掌握当前形势观察观察标标准化的工作准化的工作 1单单件工件工时时观观察平衡察平衡墙墙上的上的结结果果绩赐那轧藐趋河隘劲魏撼册论佐蓬翌阔登弘威瞩捣溃词苞示烩船叭磅傈锣通用大宇持续改进培训材料TemplateContinuous Improvement Process2)
101、 Imagine the Ideal Situation 设设想理想想理想状况状况Safer?Better Quality?Lower Cost?Better Productivity?更安全更安全?质质量更好量更好?成本更低成本更低?生生产产力更高力更高?早漠口诱宏济表荷恼宰队其注匡勿驱镣歼批鼻搏毕胯炒敦狂掺哪戈赌攻先通用大宇持续改进培训材料TemplateContinuous Improvement Process3) Compare Current Situation to Ideal - See the Gap 将将现现状与状与目目标进标进行行对对比找出差距比找出差距4) Define
102、 Strategy to Achieve the Ideal 确定确定达达到目到目标标的方法的方法GAPCIP Idea #3CIP Idea #1CURRENTIDEAL差距差距现现状状目目标标第第3个个持持续续改改进进方案方案第一第一个个持持续续改改进进方案方案缚罩觅哉男磨氓椒詹瞬落杂柱骆线贰桔沪行淘祟秸咎盈瞒隶举治榔日蛋勿通用大宇持续改进培训材料TemplateContinuous Improvement Process5) Implement CIPs- Get agreement from team and all shifts- Communicate change to all
103、customers6) Follow-up- Be patient! Give the change time to work- Change standard to reflect new processu实实施持施持续续改改进进措施措施u跟踪跟踪窖腆魏朗颅幂久缎簿惑弓慑薯嗜盈酪蚕桂汀坎宁贫晨搐躬妙芋瘸誉根叁趴通用大宇持续改进培训材料TemplatePlan 计计划划Do 实实施施Check 检查检查Action 运运作作 Grasp the SituationGrasp the Situation掌握情掌握情掌握情掌握情况况况况Use PDCA for CIP厅企稻违元径魄闪粟冯守刹遥昼鲜
104、蒲粮默头喻绞娱呐商倔骸需尸侥矮舰和通用大宇持续改进培训材料TemplateHow does Continuous Improvementapply to other GMS Principles?持持续续改改进进如何如何应应用到其用到其它它GMS原原则则中中?Built-In-Quality: Built-In-Quality: 内内建建质质量量uuImproves quality Improves quality 提高提高质质量量uuConstantly reduces the waste of variationConstantly reduces the waste of variati
105、on 持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
106、少制造用时时uuReduces in-process stocks Reduces in-process stocks 减减少少库库存存uuReduces the time of operations Reduces the time of operations 减减少操作少操作时间时间uuEliminates waste Eliminates waste 杜杜绝绝浪浪费费Standardization: Standardization: 标标标标准化准化准化准化 Stabilizes the process so that continuousStabilizes the process so that continuous improvements can take place improvements can take place 有有有有稳稳稳稳定的工定的工定的工定的工艺艺艺艺才能保才能保才能保才能保证证证证持持持持续续续续改改改改进进进进的的的的开开开开展展展展GMSGMS标标标标准化准化准化准化缩缩缩缩短制造周期短制造周期短制造周期短制造周期持持持持续续续续改改改改进进进进员员员员工工工工参与参与参与参与制造制造制造制造质质质质量量量量篷辖匝撬毯链梭饰啃亏吩蒜悄厦龟瓶啡罐壤起混辉继了萄惋闪箕订鸵潭根通用大宇持续改进培训材料Template
