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1、Draft-AllquestionsshouldbethesamebutthescriptsmaychangetoeachinterviewerWil1.Video1-InterviewwithBenoitl)iribarneYouinitialedclWCMPfognUninSaint-GobainGlaS工butwhaisi(allabout?你在SGG发起WCM.那到底什么HWCM?Dearall.大冢好.TheWCMProgrUmistheMniccurcthatSainc-GohainGlusshadadoptedforcontinuousimprovement.WCM是圣戈班被璃小
2、业邮为了游段演讲而开展的一个项目.hsanindustrialexcellenceinitiativethatWChunchedinJanuary2007.Itispresentwithinallofourplantsregardlessofgeographicallocation.2007q：I月正式启动，目前圣戈班俄瑙M业部在各地的工厂描在运行。ForSamtGobainGhs.meansIiunHainingpertcmnaneeuthoseaxe弊(halQualifyustodobusinessandfbcusngoninipcovingthecompetitiveedgewfact
3、ots.里戈班玻纳实能WCM处为r提鸟效率梃高质;it提裔核心竞争力.Sinceitinccplimvcr2anrdimtrwithinUIChptnl.weh”VCIauncbcdHnXlfKl350improvcmcnlp11jeclx.ThCyp11jxlsalltntcjrhyear.IamthusconvincedIhiltthisappmachwillMicccsvfullygoonintheIuUirc.实地以来两年T的时间,3在在WCM核心团跳及各工厂协调公的努力卜，我们已经启动了大约350个改善项H,这线项目每年为我们节为了百分之二的翦川因此，我深信株这种成效将会持续下去.I
4、smcxivalinnimportantwithinthisPmCes、？在这个过程中积极参与是不是很亚要？Absolutely,icisthekeyfactorforsuccessinunindustrialexcellenceprogrammehisimportant(hateveryoneUiXknUandSwhuarcthebenefitsforthem,theirplantandIhccustomersthattheyserve.当然，这是任何个优秀工厂运作项目的关键因素,每个人能够了解什么是对他们、他们的工厂及他打服务的客户是有益的,这一点很，Ii要.Everyonehastobe
5、involved;ilUllkVekofIheorganisaiionandc11sallIuncliniwlureas.公司的所有部门及所有层次的人都必须参与到整个过程中去.CommunicationisCrCmialloo:沟通也是张女娶的：1.etscommunicatewithocsandourlearns,atalllevelsoftheorguniation 与公司的不同层次的员工和田队迸行沟通. 1.CcScommunicatebciwccnustoshareourbestpractices 通过沟通”.相分享谷自好的经的ThestrengthnfWCMJiuwithintheC
6、nHlECTnCntnfourteam.Ilipekwhomakethedifference.WeM的优势在于团队合作，发挥人的作用.So.IpersonallycountoneachOfyOUtomotivateyourcanandgoforward,together,onthejomcyofexcellenceineverythingWCdo.1（isourfindpriority.所以,裕电你们盘励你们的团队,城里未来共同努力.在追求卓越的嫩冏中.这是我们的苜要任务.Vid6。2-3-InterviewwithAlanMc1.eneghanInamcreteternkw!utisWCM?
7、具体而育，WC1是什么？WCMisacontinuousimprovementprogramonindustrialqualityandpcrfb11nac.basedontheinvolvementofallbusinessemployees.WCM迅一个全员警方的致力于提岛而於和收车的持埃改过tW“Q1.TheWCMPtugranti、aslrclureduprdlog.uniquetorallourPmdUCIkmsites.WcdecidedcoputinplaceaStRiccurcdapproachorientatedtoxrsatisfyourcustomerrequiremen
8、ts:TbcDMAICapproachisthebackboneofthismethodology:-Define.Measure.Analyse,improveandControlourimprovcmcnl.方法论，特别是时我们的生产基地，我们以满足客户需来为导向，建立一种机构化的11:）M.KxKA.：析皿图S和拄做我匐的改善Atoolbox,usingthetoolsof1.eun,whichhelpstoeliminateorwastesandidleimc9.tooptimiseourflow,resourcesandullvalueaddedactivities,asWClIas
9、thesixsigmaapproachwhichfbcwcsonreducingourVQriabiliIyQndimprovingthereproducibilityofrprocess.I,使用特it生产的工具，情除浪费和闱置时间.优化流程、宽海W所行的价仇培f(il,;对.使川六西格玛工具少我们液程的不依定性，提ia的ttft再源it-Finally.Assessments,usedforbenchmarking,togetasnapshotofWbCreWCarcandhelpingtoputinplaceconcreteimprovementactionplanstoreachind
10、ustrialexcellence.以后是评估，以确定我们现在的水平，再助我们制定改詈的J!体行动计划以实现工厂的优秀运营Thegoalof(hisprogrumistodeliverthemaximumvalueddcd.byconsumingtheminimumPoSSibkresources.项H的日怀就是以用少的资源狭取粒大的利润。andhowlonjitwillIasl?将会持候多久？h,sneverending.TbephtkMphyofExcellenceistha(wecanalwaysmtt%e.WCM%aPrQjCCIwithanidcni11cdcd.ksacontinu
11、ousimprovementprogramofourInanUthC(Uringprocess,lt,sanongoingimvcncnlprocess.Thosewhostop,getovertaken.Whaiisimportantitstobeengagedwithinthis11css.没有於好只有更好，曲浒轿永远持线F去，WCM不是一个有明端鳍点的项H,它是一个持续的制造流程改善项目.是一个持缱提高的过程不进则退,参与到这个过程中是戢爪雯的。Video4-InterviewwithIanFordIiowistheWCMprogrammeUnyankedgloballyandinxrp
12、lants?WCM在全球和各工厂的&R结构是什么样的？Altigl)xtllevel,1.nMclxnaghanastheVkePnrsiclcntofManufaclunngassumesthefullIunclionalrcspctnsibililytthcWCMPrOgnIm.制造捌总世AhnMclxmigtun先生负责全球的WeM,Fordeploymentandplantsupport,wehaveadedicatedcentraltc&mcomprisingof:为了解制和支持各工厂，我们在一个专门的核心团队，包括，MyseJ1.inleroleofWCMGlobalCcMHdiM
13、mWIIhUiere%pvbihlytordetinngthemethodologyandcontentoftheprogramasucllasmanagingtheteamOfregionalcoordinators.我,作为全球协调员,负责定义方法和项目的内容,何时也甘理区域协调段团队.JiuinCoEnva,SiiintGoKiinGla5、W(Mdirector,isinchargeofallxrglobalprefects:CcVrrinenergysaving,edgekwcx,thicknesslimi*ati)nandculklrecycling.ThCyprjeciNared
14、qykylwhneverycneofourfaeli(ieadnvitalaswenveIDWmlhglobalstandardstwoverallplainpertmnance.门戈班玻璃WeM总监JuanCadoVji负货我俏的仝球项H：节假.边邦损失上扬取厚度优化和碎玻堵再利用C每个工厂都实健这些项I1.井凡作为所有工厂业绩的全球标准.OUrplantsarcdividedinto7discreteregionscoveredby6regionalCgniENaniandonecovettdbynyelf.Tlietv4eofIbeSeRegionalC4xxlutleented.KiC
15、gChadsu)pcctthePInnISinIheir挚dki11ilionaxltarget%eumg.axl(oCOGCdlmHe.develop,advali沅ielocaltrainingofUleiremDyes.atdfinallyide(ify.slweaxlPininplaceIhebe4PraCIicesofIbebrunch.仝球的所有工厂分为七个区域.由六个区域协调员和我分别仔理区域佛调员的工作:保证WCM方法和标准的执行：指后和支持所在区域目标的定义我拉笈进陵的设定I办调开发卬实值所在区域的员工的培训，筛选并分享各自的很住3邀好的经心.Alaplantlevel,th
16、eWCMlocalccdur.IraineilinthePtUgnmUtMneMxllogyandtlmanagesltedailyWCMactivitynsite：fromIkaPplwMiCnofWCMXUindaiihtoPrQjA:1fHwup.Jhi、gJChidthtuughcouching.CUmmUnc*hunMldCUkUralChange(XB:4Nmanagement.AlloftheseactitiearecoordinatedIhixiughIlieWiInlWCMsteeringcommitteec务中.以及火川的或果中Ilai叫显具塔来3ii用的14件小务中44W
17、JM的成枭4Video5-6-InterviewithRiccardoGarre(MD)/ErwanDupuyVVhataretheobjectives?Ofcourse,safelywillalwaysbeourfirstpriority,andtherigourwithwhichweapplythesesafetystandardscanbeappliedtotheotheraspectsofouractivity.当然，安全忌是第一位的，像安全这种严格执行的精神.我们也可以运用到共触工作中去.NCm孀CarKcnlnItCOnIhCkh1WCMPnveMwhich、MhCnCon511l
18、id;IWdXmZnfur一-fllCil:71启facilities,haveaconsiderableP(NitiVCimpclnnurcosts.MtU,我itf同时、我设必须关VMe能正向影在我i或4的勺球顶.DidyouknowIhalo5MWofCnCrgyconsumptioninorfurnacecostsaround100000?Canvouplayaroleinreducingthecncrgvbillofyourplant?你以前知道熔花甲.消耗0.5Mw能;l的成本大约是IOIxKIO欧元叫？你能扪任降为工厂能源费用的用色叫？Thesavingscancomefmm1.
19、eansigmaPmjCCMorbysimplendivihildailyclinnsuch；isbitchingo11thelight,recyclingourwaste.UkingcureofynrrPPI:illimpmvementsarewelcomed.Whydn*tyouproposeyouideathroughMycnn11,ouremployeesuggestionscheme.IbCIiMofalrciulympkmcnti%uggcMinsisgmwingbythelay,节约可以通过6西格玛项目实现，也可以是询球的日褶行为实现.倪如关棹没用的灯.I-I收浚物、保养好劳保用
20、祜，所有的这”改料的活动都是可以的，为什么不通过我的贡赋来提交你的好建议呢,我们去讷并实施的员工建议将会一天欠增加.Inhclongterm,throughtheseprojectsandimprovcmcnideasbroughtbyallOfyxx.wewillbeabletodeliverthemaximumvalueaddedtoourproducts.HiiiB-I间的枳素.这些好的演善项目和火白于你力的改号硬议t希动将会使我们的产品产生很大的效益.Forinstancein2(X)9rIinuncialargdisk)reduceercostOfPnKIUCtinnby2%.例如我
21、tJ法2009件刖泥的；I标：共钻制定，降低2%的牛奈或友钱本择设冰的H林.Inordertoachieveallofthis,u*cneedioguaranteeasubstantialandlongtermimprovcmcninorreacli%tlyoftheinvenenlv(jevis.the6SWhlChistraditional5Splu%Safely,mycontnbutM.communicationandmore.o本地协调佻揖方法和工只的推行,管理不种诙善项ll、6SGS安全：)、我的贡航和沟通等C0_Training:SlnCemtnfkNCH12007.m*加八M、，
22、琲dK心、M力由八”噌6SiymafGBBB.6S1.WCMCOncrP1.!mnnwalyOndTPMc?cWhiChMdpyrodmQT07Wmm,”1出,加而小u,sdt._-9WKH：/体：Uy饰Q亮就石痴7M拓751.WCAf反最陆充开展了一系到的培瓦如木前演戒-符号码号g”带郭浓淆.6S.*CMNa,杭怂Nen及TPM个根V户急护范这收X及方法的培试为我SNt常工作中的设屋消砂凝供兴火泊搭助WeQnnfWdo6S.ourWorkplaceOrganisationtool,ohavealreadyseenifspositiveimpactinyourplants,afoundatio
23、noftheWCMdeployment.Butatten(ion5S+Safctyismuchmorethansortingout.orhousekcqing.hs0mindsei.onixhstrialculture.Onewhichwillallowustoimproveorcompcitivcncss.(0haveanenvironmentofasaferandbelterworkingenvironmentandtoobtainndurableooyeesugestinschenwishertoinvveCoinnuinicaUonHeiweenuaddevelopinvolvenem
24、ofall.0我的困献,这种电子化的员工it议系统能够改着我fl的沟通和MJ高员工的言与.o管理结构：OA11xnhlyMeetingcommitteewithinCMhplantwithallseniormaugcr.nrgunisxlbyyourIa1WCMcr.o一月一次的指导委员会议.出书本地协KGtH生，工厂管理层爵加”c_Aqua11crlyAfSJyMWWiCW1.C(1.oallCaoMinaMF)IWtfegtorOrUiisedAyWUgionWCMewrd出画J一f!IIM外,?IMB色：门索片117次Wmj：.;丁，：；、：.!：Iz1-mfnheeWUbyMHTe4H
25、&HF6fthmef.*MHZby1*RcjHilWrMcMHiiHiiCarTyout.In2007-2008.WCworkedonourthicknesschangetimetimizationwhichbnnsouraveragefrom26min(0I5.5min.在全球,圣戈班或瑞事业部格里传年发起氽球工厂都必须完成的全球项目在2007到2008年期间.我11在以汝优北原度时间方面的势力使平均的包胎厚度时间从26分仲M少到65分钟For2009.wewkmi4rojecls:2009年我们进行以下4个项目.14X:学德曲色FlQ旗1. EnCrgysaving,whichlends(
26、0placeallll:$色：1川2，controlmjFiNKmpmflc.厚度优化，通过优化实现高节约的彻环以目3. Edgelosses,whichtendstoimproveouryield.域少边微以提高成M率.一密匕M二Culletrecycling,toincreasecomsmptviewthe7walesinUoIKliOnIbCyMCthelinkIoafullp11xlrtionphilophy.Il,sbavednnaWnnprinciple:PmdgilInhitstobeWUidedbywrcustomerdemand.Wilhmrtdemand,thereshou
27、ldbenoPfTIdUCtion.In(11dili(ulsystemsCfnKHnlfaeIIlrinXWCaredrivenbyawetWiIiWinnEUIninKwerx!ucervganlkxsnfwhetheritrc%uhxinanincgiscinwrstock、thenwetryIosellthisCXCC7inventoryoftenalreducedPmfilmargins.InWCMweWiIlInOklrallnnvalueac(ivilic%toeliminatethem.ThyarcessentiallyallKCliVitiCSthaturclientdocr
28、xMwanttnpayl(.我们不能把七人浪费孤立起他In贯穿丁生产的整个过程中.他基下的RinI是：生产必须以客户谓求为导向，没有鬣求就不应该生产，传统的生产模式是阵存浜动,也就是只管生产不管足否墙加庠存.然后再把过朝的库存出件,这样往往会降低利润率.我船通过实的WCM找出任何没白价值的活泊，然后消除掉,这些活动本质上讲扰足我们的客户不想购买的那部分.Oneconsidersthutforthissystemtoworkallnonvalueactivities,identifiedasthe7wastes,needUbeCIiminaledorreducetheirminimum.另外一种
29、理解，任何没有价伪的活动都可以定义到七大浪费电而，需要被济除或降低到越小.ToremindINthinkIlhf)IItth氏Mrmorj,.logger*TIMW(X)!)为了方便记忆可梃传记为JrlMWO(M)Transport:UnnecessarymaterialorPr(XhlUmovementsuchusAdditionalhandlingofglassinIheWarVhnU5cS没有必要的IC材料和产品的移动例如玻璃布仓底甲.没由意义的接运CInventory:Finishedgoodsorrawmaterialsthatarcusedcocoverinefficiencies
30、suchasapoortbrccas(ingofCgumCrdemandorproductionrciiabiiiyissues.存,龙拈和序M科，为了应对1.订电和客户禽求预测能力低,生产可靠性能等问题所产生的麻在.Motion:UnnCCCSsarymovementsbytheoperatorincludingmultiplehund-offsdue10lackofp11)ximityofmdchineOrPoorCMnnocnicsWilhintheWoCiPlaCC动作，任何由接作工与设法的距BS不合理或是不符介人机程学造成的没有必要的动作，WailinVidletinw:Elapse
31、dIilnebetweenwveswherenoworktsbeingdotwsuchasOrderbatching/OpeinkxrXinlinRti11ewailingkInSPeCIiOn广3；TVIaM77i被加匚的时间.如作W人员笠待的时间,尊待质测的时间等.检钱Overproduction:Manufacturinginexcessofcustomerrequirements.PresidingaservicethatisnoreallyneededMidiasfulfillingorderspriorpromisedshipdateorlongcampaignsofthesame
32、product生产过早)h超过客户高求的生产I不是真正备产.例如长时间提前1产已确定的可也.为生产方便过多的生产某一品种.Ovcrproccssing:Addingunnecessarystepstoaprocess,redundanciesbetweenprocessesschosshippingviaairvs.Trwkorexcessivepackingmaterialorsellinghighqualityglassforlowqualityrequirement.过度In工，加r过程中不需女的工序,例如可以船运的而用不或空运,短度的包装.把病等级的班瑞会给需要低等级或璃的客户.lcc
33、t:TbeoneWCfnllowlbe11xwtinSainl-GotxiinGhsvanythingIhitfdoesntmeettheacceptancecritcrtisuchasquality!efccu,Iaiedeliveries.WronKPmduC1.damageclaim5,invoiceimiccuracy.customskrunenUlionerror*.H6m圣戈班及jAJ这种浪费的是,任何不符介标准的力务-例如，岐麻跳陷，交IWifi!1.发错产从，损坏索赔，发票锚谩.通关文件错谯，I1right,billwtutdowedoh11eithem?找出浪费米以后，我fH
34、t什么？TheseConCCPgarcnonew.theyarcjustgoodoldcommonsensemosofthe(ime.Thepeopleworkingintheprocess.OWopcni(ors.arcactuallythefirtpeopletoi(knif),thesewastes.ButallofusarcresponsibleforlookingatWhaIdoonadailybasisandchallengeou!selves“couldthisbedonebciwrT,这些不是任你观念.它们大彩是好的常M性的东西,耶实上我们现场的操作工向该是第一个王找出浪费的人
35、.而且我们1?个都有责任看一下ll己的1.l常工作,并思考是否可以自做的更好.Whenidentifyingwasteweneedtothinkaboutwhatthecausesarc.How.where,whydidtheyoccur?andWiloisconcerned?当我们找出浪费以J0.我们需要去分析引起源费的原因,如何、在嘎那里、为什么发生？相关人员是谁?Yoknow.WCgosooftenstrait(othesolutionwithouthavingwelldefine(beproblem,wibommeasuringitOranalysingit.sohsreallyculturalchange我们总是在么定义、界(Iit成分析的情况下去解决时题,所以这是一种胆怨变革。Buioverallonlyontargetagainstthewaste:HE-Ra-DI-QUA-TE!Asallharmfuleffect,itsdifficultandittakctime,energyandresources.AndifWCcanimmeliminatethem,ucha、ctoreducethemtominima.想达到消除七大浪费的H标,个双雄的长期过期,并且需要定的资源“即使我们小健清除宜他们,那也必须把浪费降刎氐.
