通用大宇持续改进培训材料ppt课件

1、Continuous Improvement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32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal Tran

2、sportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &Verific

3、ationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymen

4、tTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsContinuous 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Continuo

5、us 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StandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous Imp

6、rovementStandardization 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Plan 计划计划Do 实施实施Check 检查检查Action 运作运作 The PDCA CyclePDCAThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their st

7、atus 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都是如此 DCAWorld-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，对每件工作进行跟踪检查以便及时采取纠正措施并世界级的大公司会做非常周

8、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按进度表运行BADGOODLets 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 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Act

9、ion 运作运作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOr

10、der SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous Impro

11、vementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementPr

12、ocessLean 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题问题持续改进的过持续改进的过程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，工具厂房，设备，工具及布置的精益化设及布置的精益化设计计ManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality Stan

13、dardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder Schedul

14、esSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusin

15、ess 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 LayoutA common process which enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categor

16、ies:DefinitionBusiness Plan Deployment定定 义义Safety People Quality Responsiveness CostBPD是一种共有的方法，它能使多个部分组是一种共有的方法，它能使多个部分组成我们的全球团队，通过五个核心范畴统一成我们的全球团队，通过五个核心范畴统一行动以达到公司的总体目标：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?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

17、 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 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调动资源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部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPDConcrete GOALSRegula

18、r and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为为了了实现实现GMDAT/DIMC的宗旨的宗旨，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

19、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Safe working 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没没有有损损失

20、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/DIMC的宗旨的宗旨，我，我们们必须必须实现实现我我们们的目的目标标Why 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 Possi

21、ble 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 is involved in BPD? Everyone! 那些人那些人与与BPD有有关关？每每个个人！人！ Mission/Strategy Goals & Objectives Clear Targets Action Plans Review Process 任任务务/对对策策 目目标标 实实施施计划计划The Cascading Process(catch balling 抓抓住要点住要点)Level 2Level 3Le

22、vel 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细详细的的实实施施计划计划及及应应急措施急措施层层实层层实施施计划并实现计划并实现目目标标 Action Plans Clear Targets Review Process 实实施施计划计划 目目标清标清晰晰 Clear Targets Review Process 目目标清标清晰晰 回回顾顾流程流程层层递进层层递进的流程的流程 Goals & Objectives Clear Targets Action

23、Plans Review Process 目目标标 目目标清标清晰晰 实实施施计划计划Each Level of Leadership Must 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 ManagerPlantShopGroupTeamTeamsG

24、roup LeaderTeamsTeamsBut 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

25、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?GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTT

26、otal 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）GMDAT/DIMC每辆车的成本大宇昌原整大宇昌原整车厂车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,

27、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

28、/week) 有有计划计划地地锻炼锻炼 (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 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

29、想想工作或生活中设立的目标及实现方法。想想工作或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Plan 计划计划Do 实实施施Check 检查检查Action 运运作作 PDCA is the foundation of BPDPDCA是是 BPD的基的基础础Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行动动

30、 PLANDOPROBLEM SOLVING问题问题解解决决CHECKACT0 050501001001st1st3rd3rdPDCA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 Discussion Coaching & Learning Get Support & Resources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They C

31、an Control! 当每个人都集中力量做事，我们就一定能成功做到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 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。uVisual Management Status at a Glance 可视化管理让信息容易读取 - Makes out of standard condition h

32、ighly 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 Improvement. BPD是评定是否获得持续改进的工具 - Achieve targets and then “raise

33、 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。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementMa

34、nagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagement

35、Internal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概概念念

36、Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat 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.The ANDON System is an

37、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时况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运线继续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停在停线线前到出前到出现问题现问题的工位解的工位解决问题决问题，以，以满满足足对质对质量的控制。量的控制

38、。Always Remember The PrioritiesSafety (安全安全)People (员员工工)Quality (质质量量)Responsiveness (响应响应)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10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and musi

39、c 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 当员当员工不能工不能单独单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 StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader

40、 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区应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系暗灯系统统的信的信号号做出反做出反应应STVCONEQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3Step 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问题决问题，班班组长对组长

41、对此此负责负责Andon Steps (Contd)Step 4 - Line continues to move to fixed position stop第四步：生第四步：生产线继续运产线继续运行直到行直到定点停定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 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运产线继

42、续运行。行。SHORTCONVEQUIP FULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (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，生产线产线停止停止并并且主看板上且主看板上红红灯灯开开始始闪烁闪烁，停，停线铃开线铃开始始

43、响响起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet 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现问

44、题。（在在线停之前，尽早拉动暗灯线宣告出现问题。（在70%线位或之前），线位或之前），Purpose of “70% Line”70% LineReaction TimeMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds 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

45、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Andon ConceptRole of Team 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 Re

46、st 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，拉下暗灯拉索，拉下暗灯拉索，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问题决问题Focus On Standardized Work!Andon ConceptRole of Te

47、am 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 Andon sy

48、stem 班班组长职责组长职责在暗灯信在暗灯信号发号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原因明原因并实并实施支持施支持到到达问题区达问题区域后立刻域后立刻开开始解始解决问题决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时决时解除暗灯信解除暗灯信号号。班。班组长与组长与班班组组成成员员共同共同开开始解始解决问题决问题。班组长班组长管理暗灯系管理暗灯系统统Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able t

49、o countermeasure 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 availab

50、le resources 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问题时决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转运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，确定问题区问题区域域并调动并调动一切可利用一切可利用资资源解源解决问题决问题Support The Team!Andon

51、ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Quality in station Inspection and Feedback Open Commu

52、nication Teamwork Improved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3 4 56PROCESS NO.33O.D. Reference 4团队概团队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Why i

53、s 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颈瓶颈及影及影响产响产出的出的问题来达问题来达到持到持续续改改进进TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析分析报报告告Discuss Countermeasures讨论对讨

54、论对策策Improve!改改进进Andon 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它它是一是一种寻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” ”ManufacturingProcess ValidationProductQuality

55、StandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equi

56、pment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Ord

57、er PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题问题解解决决What Is a Problem? 什什么么可可称为问题称为问题? ?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expecta

58、tion 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实际与实际情情况况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Problem 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！uI

59、f There Are No 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GrowinguProblems 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

60、问题问题。Guiding PrinciplesEveryone is responsible for Problem Solving每每个个人都人都对对解解决问题负决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5-Phase Problem Solving问题问题解解决决的五的五个阶个阶段段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪确确认认