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1、,Continuous Improvement,持续改进,员工参与,标准化,制造质量,缩短制造周期,持续改进,32,GMS,Continuous Improvement,Built-InQuality,Short LeadTime,PeopleInvolvement,Standardization,Continuous Improvement,Continuous Improvement Company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 To
2、day Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存,Continuous Improvement,What 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？,Stability Through Standardization!通过标准化获得稳定发展,Standardization,Improvement改进,Standardization,Stand
3、ardization,Standardization,Improvement改进,Improvement改进,Continuous Improvement,Standardization Before Continuous Improvement!在进行持续改进前的标准,标准化,标准化,标准化,标准化,Plan 计划,Do 实施,Check 检查,Action 运作,Grasp the Situation掌握情况,The PDCA Cycle,PDCA,The PDCA Cycle is One Of The Most Important Concepts In A Company,P,D,R
4、EACT,P,Poor 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，从不检查实施情况，此后对每件事都是如此,D,C,A,World-Class companies do excellent planning,always perform checks that enable to take corrective action and stay on schedule 世界级的大公司会做非常周详的计划，
5、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,BAD,GOOD,Lets go to Kyong Ju!,Plan 计划,Prepare for the trip,Two days before leaving,check engine OIL LEAK!,Fix oil leak&leave on time,Our Family Has Not Had A Vacation In A Long Time!,PDCA Can Be Used For Anything,Do 实施,Grasp the Situation掌握情况,Check 检查,Action 运作,Health an
6、dSafety Priority,Continuous Improvement,ManufacturingProcess Validation,In-ProcessControl andVerification,ProductQuality Standards,QualityFeedback/Feed-forward,VisualManagement,Managementby TAKT Time,Work-placeOrganization,ContinuousImprovementProcess,Total ProductiveMaintenance,ScheduledShipping/Re
7、ceiving,Level VehicleOrder Schedules,SupplyChainManagement,Internal Pull/Delivery,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Vision,Shop FloorManagement,Continuous Improvement,QualitySystemManagement,Early Mfg.and DesignIntegration(DFM/DFA),Lea
8、n Design of Facilities,Equipment,Tooling and Layout,A common process which enables our Global Organization made up of multiple parts,to act in unison to achieve company wide goals in five key categories:,Definition,Business Plan Deployment,定 义,Safety People Quality Responsiveness Cost,BPD是一种共有的方法，它能
9、使多个部分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：,安全员工质量 响应成本,Division Director,different directions,no ownership,conflicting goals,MISSION,duplication,Before BPD,部门主管,通过不同的途径,没有落实责任,目标向冲突,任务,重复,ONLY HE KNOWS THE GOALS,MISSION,TRACK PERFORMANCE,DEPLOY RESOURCES,GME-BPD Guide,FOCUS,TARGETS,CLEAR DIRECTION,COMMO
10、N GOALS,任务,对工作进行跟踪,调动资源,关注,目标,思路清晰,共同目标,Division Director,部门主管,EVERYONE KNOWS THE GOALS,After BPD,Concrete GOALS,Regular and Consistent Reviews,Coordination,Achieving Our Vision,In Order for GMDAT/DIMC to Achieve Its VISION,we have to achieve our goals,SPECIFIC OBJECTIVES,CLEAR&MEASURABLE TARGETS,A
11、METHOD TO RESEARCH THE TARGETS,为了实现GMDAT/DIMC的宗旨，我们必须实现我们的目标,宗旨/任务,定期坚持审议,协调,具体目标,明确目标,清晰的，可量化的目标,有搜寻目标的方法,我们的宗旨,Safe working environment for all employees,Regular and Consistent Reviews,Coordination,Achieving Our Vision,In Order for GMDAT/DIMC to Achieve Its VISION,we have to achieve our goals,No s
12、afety incidents零事故,Lost Work Day没有损失工作日事故,Increase Compliance of PPE增加对PPE的使用,定期坚持审议,协调,我们的宗旨,宗旨/任务,为所有员工创造安全的工作环境,为了实现GMDAT/DIMC的宗旨，我们必须实现我们的目标,Why Engage the Workforce?为何要雇佣工人?,Why?Why?Why?Why?Why?,1-6,6-10,10-20,20-40,40-100,%of People Involvement,%of Possible Improvement,员工的参与率,参与的可能性,为什么?,为什么?,
13、为什么?,为什么?,为什么?,Who is involved in BPD?Everyone!,那些人与BPD有关？每个人！,Division Managers,Mission/StrategyGoals&ObjectivesClear TargetsAction Plans Review Process任务/对策目标实施计划,The Cascading Process(catch balling 抓住要点),Level 2,Level 3,Level 4,Level 1,Detailed Action Plans and Countermeasures,Cascading Strategie
14、s and Objectives,详细的实施计划及应急措施,层层实施计划并实现目标,Group Leader,Action PlansClear TargetsReview Process实施计划目标清晰,Team,Clear TargetsReview Process目标清晰回顾流程,层层递进的流程,Department Manager,Goals&ObjectivesClear TargetsAction PlansReview Process目标目标清晰实施计划,Each Level of Leadership Must Hand Down Targets to Their Team,B
15、upyung 100,Press-10Body-30Paint-15G.A.-45,For Example,Defects Per Hundred Vehicles(DPHV),Trim 1-10Trim 2-15Trim 3-10Trim 4-10,Production Director,Shop Manager,Plant,Shop,Group,Team,Teams,Group Leader,Teams,Teams,But The Targets Dont Always Have To Measure The Same Thing,But Something That Will Affec
16、t the Next Level Up对于同一目标中相同的事情不需要都量化，但有些事情却会影响到下一层次的改进,.Targets:Specific,Measurable,Aligned,Realistic&Timed 目标是：特定的，可测量的，校正的，现实的 定时的,Targets Have To Have Meaning To People!目标对员工必须有意义！,Team Leader,I have to achieve 0.000135 Hours/Vehicle?,GMDAT/DIMCCost per Vehicle,TEAM-COCKPIT INSTALLTop Scrap Item
17、(#of Gloves Consumed),GROUP LEADER TRIM 1Top 3 Scrap,SHOP MANAGER G.A.Budget Accounts,CHANGWON PLANTTotal Manufacturing Cost,I understand my piece of the pie?我知道自己应得的馅饼有多大,班组驾驶座安装主要耗材（手套）,GMDAT/DIMC每辆车的成本,大宇昌原整车厂总制造成本,总装车间主任预算,调整一工段工段长三种主要耗材,Target Cascade-Example,Everyone Gets A Piece Of The Pie Th
18、at Is Easy To Bite Into!,.Targets:Specific,Measurable,Aligned,Realistic&Timed 指定的，可测量的，校正的，现实的 定时的,Targets 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 以一种健康的生活方式生活,OBJECTIVE Maintain a Light Weight 保持苗条,TARGET 65 kg,METHODS-Exercise Regu
19、larly(3x/week)有计划地锻炼(每周3次),-Cut Down On Fast Food(1x/week)减少吃快餐的次数（每周1次）,The Concept Can Be Applied To Anything In Life!,GOAL=OBJECTIVE=TARGET=METHOD(S)=,BPD Exercise,Think of an example at work or at home where you can establish a Goal,Objective,Target and at least one Method 想想工作或生活中设立的目标及实现方法。Dis
20、cuss as a team and report Take 10 minutes 团队讨论及汇报-十分钟,Plan 计划,Do 实施,Check 检查,Action 运作,Grasp the Situation了解情况,PDCA is the foundation of BPD,PDCA是 BPD的基础,Below ExpectationsNeeds ImprovementMeets Expectation,How does it work?,X,Activities行动,PLAN,DO,PROBLEM SOLVING问题解决,CHECK,ACT,PDCA如何运作?,未完成需要改进完成,Re
21、gular Reviews,Goals,Objectives,Targets,Methods,Countermeasures,对策,Open,Team Discussion Coaching&Learning Get Support&Resources Go To See,BPD We Will Be Successful When Everyone Focuses On What They Can Control!当每个人都集中力量做事，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 i
22、mprove?,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。,Visual 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。Open Communication/Team Concept-Enables all to focus on action plan/countermeasures and discuss as a t
23、eam.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,BPD 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。,PDCA-Discipline&Follow-up 一种规则并需要持续进行,“Go-To-See”Leadership Style“Go-To-See”领导模式-Dont just sit at desk and rec
24、eive reports.不要只是坐在办公室等待别人来汇报。,QualitySystemManagement,QualityFeedback/Feed-forward,StandardizedWork,VisualManagement,Managementby TAKT Time,Work-placeOrganization,Early Mfg.and DesignIntegration(DFM/DFA),Total ProductiveMaintenance,ControlledExternal Transportation,ScheduledShipping/Receiving,Level
25、 VehicleOrder Schedules,SupplyChainManagement,Internal Pull/Delivery,Small LotPackaging,Fixed Period Ordering System/Order Parts,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Vision/Mission,Shop FloorManagement,Continuous Improvement,Lean Design o
26、f Facilities,Equipment,Tooling and Layout,In-ProcessControl andVerification,ProductQuality Standards,What is an Andon System?什么是暗灯系统?,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
27、 quality while keeping the line running by pulling in support to address problems before they stop the line,暗灯系统允许员工在出现问题或有超标情况时拉绳索以寻求帮助暗灯系统可以在保持流水线继续运行的情况下，员工拉下绳索寻求支持人员在停线前到出现问题的工位解决问题，以满足对质量的控制。,Always Remember The Priorities,Safety(安全)People(员工)Quality(质量)Responsiveness(响应)Cost(成本),Importance重要性,
28、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,10,13,12,11,FPS,FPS,FPS,Zone 2,Step 1-Andon cord is pulled,station light goes on and music begins第一步：拉暗灯控制绳索,工位的指示灯会亮起并伴随着音乐,When there is a problem or out of standard situation which can not be fixe
29、d by the team member,then 当员工不能单独解决出现的问题或超标的情况时,Andon Steps,Andon Steps(Contd),Step 2-Zone light on main Andon board turns yellow,Team Leader responds to the Andon第二步：在暗灯系统主看板上相应区域的指示灯变成黄色，班组长对暗灯系统的信号做出反应,Step 3-Help comes immediately and problem solving begins.Team Leader takes the Andon responsibi
30、lity第三步：支持人员立刻到达并开始解决问题，班组长对此负责,Andon Steps(Contd),Step 4-Line continues to move to fixed position stop第四步：生产线继续运行直到定点停,10,13,12,11,FPS,FPS,FPS,FPS,Zone 2,Andon Steps(Contd),Step 5-Problem is addressed,Andon is deactivated by Team Leader to keep the line running.第五步：问题解决，班组长解除暗灯信号以保持生产线继续运行。,Andon S
31、teps(Contd),Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS,line stops and board flashes red-Downtime clock begins第六步：如果车辆到达定点停时班组长仍然没有解除暗灯信号，生产线停止并且主看板上红灯开始闪烁，停线铃开始响起,Downtime Clock,Andon Steps(Contd),FPS,FPS,FPS,Set Line at 70%of Takt or Cycle Time&Relate to Specific Ste
32、p in Standardized Work,Pull 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现问题。（在70%线位或之前），,Purpose of“70%Line”,70%Line,Reaction Time,Mgr,Group Leader,Team Leader,Team Member,Decision,Decision,Decision,Pull Andon,Support,Support,Supp
33、ort,Needs help,Function of everyone including managers and staff is to support production team members.主管及所有人员都有职责支持生产一线的员工,班组成员,班组长,工段长,主管,寻求帮助,支持,支持,支持,决定,决定,决定,拉下暗灯拉索,Andon Concept,Role of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect
34、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.班组成员的职责按照标准化要求作业主动查找超标情况如果发现了异常状况或缺陷但无法及时解决，拉下暗灯拉索，并继续做自己的工作直到支持人员到达。支持的班组长按要求解决问题,Focus On Standardized Work!,Andon Concept,Ro
35、le of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Team Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined a correction can be made.TL begins problem solving with support of TM.Team Leader manages the A
36、ndon system 班组长职责在暗灯信号发出后立刻赶到发生问题的区域查明原因并实施支持到达问题区域后立刻开始解决问题当班组长认为可以把问题解决时解除暗灯信号。班组长与班组成员共同开始解决问题。班组长管理暗灯系统,Address Non-StandardConditions!,Andon Concept,Role of Group LeaderSupport Team Leader if(s)he is not able to countermeasure the problem,and get the line running as soon as possible.Call additi
37、onal support as needed(i.e.maintenance,quality,etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime,identify problem areas and work with all available resources to eliminate problems.工段长职责当班组长不能解决问题时要提供支持并尽快让生产先运转起来如果需要可以寻求外部支持（如：维修，质量等部门人
38、员）与班组长一起确定问题的起因是否已经被确认出来并且保证解决措施得到实施在停线时进行监控，确定问题区域并调动一切可利用资源解决问题,Support The Team!,Andon Concept,Team ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess Capability,E
39、NABLERS,Irreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved Productivity,BENEFITS,MotionCorrectionWaiting,团队概念缩小团队规模工作标准化(FPS)明确质量标准职员培训相互信任/尊重保持单件工时停线点缓冲架加工能力,好处,实施的纠正措施不能复原在工位控制质量检查和反馈开放式交流团队合作提高生产力,Why is Andon Part of C.I.?,Use Andon Data to
40、Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用暗灯数据通过确定瓶颈及影响产出的问题来达到持续改进,TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2,Analyze Reports分析报告,Discuss Countermeasures讨论对策,Improve!改进,Andon Is Not Just a System Of Wires and Lights暗灯系统不仅仅是一
41、个由电线和灯泡组成的系统,It is a Concept of Calling For Help它是一种寻求帮助的理念,Pull Your Andon!在需要帮助时拉下拉索！,EVERYONE HAS AN“ANDON CORD”每个人都有一根“暗灯拉索”,ProductQualityStandards,QualitySystemManagement,In-ProcessControl&Verification,QualityFeedback/Feed-forward,VisualManagement,Managementby TAKT Time,Work-placeOrganization,
42、Early Mfg.and DesignIntegration(DFM/DFA),Lean Design of Facilities,Equipment,Tooling and Layout,Total ProductiveMaintenance,Level VehicleOrder Schedules,SupplyChainManagement,Internal Pull/Delivery,Health andSafety Priority,PeopleInvolvement,Values,Vision/Mission,Shop FloorManagement,Continuous Impr
43、ovement,What Is a Problem?什么可称为问题?A Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situation问题定义为现行的标准或期望与实际情况之间的差异,Standard,Actual,Discrepancy,TIME,LEVEL,标准,实际,差异,水平,时间,Problem Solving问题解决,Problem Solving问题解决,Problems Are the Seeds for Improvement!问题是
44、进行改进的萌芽！Problems Are Positive Opportunities!问题绝对是改进的机会！If There Are No Problems,Then Something Is Wrong!没有问题才是最大的问题！,成长,Problems Are Not About Blaming People!Blame The Process Not the People!需要责备的是工艺，不是员工！Problems Occur Because of Failures in the System.,Problem Solving问题,有问题不意味这要责备员工！,由于系统失效才产生问题。,
45、Guiding Principles,Everyone is responsible for Problem Solving每个人都对解决问题负有责任,SectionLeader,指导原则,班组成员,班组长,工段长,部门领导,物流,工程师,主管,5-Phase Problem Solving问题解决的五个阶段,1,2,3,4,5,ProblemDefinition,Immediate Fix,Root CauseAnalysis,Corrective Action,Follow-UpVerification,跟踪确认,确定问题,立即维修,纠正措施,分析根源,5-Phase Problem So
46、lving,5,4,Direct Cause,Cause,Cause,Cause,RootCause,Basic Cause/EffectInvestigation,5 Why Investigationto Root Cause,Problem Definition/Initial Problem Perception,1,Immediate Fix(Containment),RootCauseAnalysis,2,3,Corrective Action,Follow-UpVerification,Where the problem first occurs?,问题解决的五个阶段,确定问题/
47、最初对问题的理解,立即维修,问题根源,纠正措施,持续确认,分析问题根源,直接原因,起因,起因,起因,问题首先在哪发生？,基本起因/结果的调查,对问题根源调查的5个为什么,5-Phase Problem Solving,When 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 situation
48、s at anywhere 无论何处只要发生了异常情况都需要进行问题解决,问题解决的五个阶段,1,5-Phase Problem Solving,Problem Definition 问题的定义,A Statement which describes the current status or situation.,对现状的一段描述,State the problem that is occurring(Break down the problem into smaller ones&specifically define the situation)陈述已经发生的问题（将大问题化为小问题并明
49、确指明情况）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,1,Problem Definition(cont.)问题的定义(续)Locate Point of Cause/Point of Occurrence(Where is the problem first observe
50、d)查找出现问题的起点/问题的起点（哪里首先出现问题）,5-Phase Problem Solving,Process 3 Is the Point of Cause!,Observation:Go Back to 3,6,5,4,3,2,1,Problem in 6,Can See,Can See,Can See,Can Not See,Start backtrack,Process flow direction,第3道工艺造成出现问题！,观察:第 3 阶段,工艺流程方向,在第6道工艺发现问题,能够看见,能够看见,能够看见,不能看见,开始追溯,Apollo 13阿波罗13号What is P
