某汽车质量管理改进方案PPT课件

1、GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 1D DI IMMC C GMSContinuous 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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 2D DI IMMC C GMS32 GMSContinuous Imp

2、rovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementSched

3、uledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &VerificationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardV

4、isualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsGMS OrientationContinu

5、ous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 3D DI IMMC C GMSContinuous Improvement Company持持续续改改进进的公司的公司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

6、难以生存GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 4D DI IMMC C GMSContinuous ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能在能够进够进行持行持续续改改进进前什前什么么工作是工作是绝对绝对必要的？必要的？Stability Through Standardization!通通过标过标准化准化获获得得稳稳定定发发展展GMS

7、 OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 5D DI IMMC C GMSStandardizationImprovement改改进进StandardizationStandardizationStandardizationImprovement改改进进Improvement改改进进Continuous ImprovementStandardization Before Continuous Improvement! 在在进进行持行持续续改改进进前的前的标标准准标准化

8、标准化标准化标准化标准化标准化标准化标准化GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 6D DI IMMC C GMSPlan 计划计划Do 实实施施Check 检查检查Action 运运作作 The PDCA CyclePDCAGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 7D DI IMMC C GMSThe PDCA Cycle

9、is One Of The Most Important 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 corre

10、ctive 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按进度表运行BADGOODGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 8D DI IMMC C GMSLets go to Kyong Ju! Plan 计划计划Prepare for the tripTwo days before leaving, check engine OIL LEAK!Fix oil leak

11、& leave on timeOur Family Has Not Had A Vacation In A Long Time!PDCA Can Be Used For AnythingDo 实实施施Grasp the Situation掌握情掌握情况况Check 检查检查Action 运运作作GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 9D DI IMMC C GMSManufacturingProcess ValidationProductQualit

12、yStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /Del

13、iverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and Desig

14、nIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling an

15、d 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综早期管理及综合设计合设计(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 10D DI IMMC C GMSManufacturingProcess Validatio

16、nIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationS

17、cheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValues

18、VisionShop 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 2003.3.15Slide 11D DI

19、IMMC C 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

20、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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 12D DI IMMC C 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责

21、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 13D DI IMMC C 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 D

22、irector部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPDGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 14D DI IMMC C GMSConcrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to

23、 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，我们们必必须实现须实现我我们们的目的目标标宗旨宗旨/任务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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersio

24、n Date 2003.3.15Slide 15D DI IMMC C GMSSafe 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没没有有损损失工作日事故失工作日事故Increase Co

25、mpliance 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 / 任务任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，我们们必必须实现须实现我我们们的目的目标标GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 16D DI IMMC C GMSWhy Engage the Workforce? 为为何要雇何要雇佣佣工人工人?Why? Why? W

26、hy? 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 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 2003.3.15Sl

27、ide 17D DI IMMC C GMSMission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任务/对策目标实施计划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

28、现目目标标Action PlansClear TargetsReview Process实施计划目标清晰Clear TargetsReview Process目标清晰回顾流程层层递进层层递进的流程的流程Goals & ObjectivesClear TargetsAction PlansReview Process目标目标清晰实施计划GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 18D DI IMMC C GMSEach Level of Leadershi

29、p 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 ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsGMS OrientationContinuous ImprovementGMDAT/DI

30、MC ConfidentialVersion Date 2003.3.15Slide 19D DI IMMC C GMSBut 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, Realisti

31、c & 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 LeaderI have to achieve 0.000135 Hours/Vehicle?GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 20D DI IMMC C GMSGMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop

32、 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）主要耗材（手套）GMDAT/DIMC每每辆车辆车的成本的成本大宇昌原整大宇昌原整车厂车厂总总制造成本制造成本总总装装车间车间主任主任预预算算调调整一工段工段整一工段工段长

33、长三三种种主要耗材主要耗材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， 可测量的， 校正的， 现实的 定时的GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 21D DI IMMC C GMSTar

34、gets 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 kgMETHODS - Exercise Regularly (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 Appl

35、ied To Anything In Life!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 22D DI IMMC C 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 想想工作或生想想工

36、作或生活中活中设设立的目立的目标标及及实现实现方法。方法。 Discuss as a team and report Take 10 minutes 团队讨论团队讨论及及汇报汇报-十分十分钟钟GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 23D DI IMMC C GMSPlan 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GMS OrientationC

37、ontinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 24D DI IMMC C GMSBelow ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行动动 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 Review

38、sGoals, Objectives, Targets, MethodsCountermeasures对对策策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 25D DI IMMC C GMSBPD We Will Be Successful When Everyone Focuses On What

39、They Can Control! 当当每每个个人都集人都集中力量做事，我中力量做事，我们们就一定能成功做到就一定能成功做到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.

40、15Slide 26D DI IMMC C GMSuVisual Management Status at a Glanceu 可可视视化管理化管理让让信息容易信息容易读读取取u - Makes out of standard condition highly visible.u 突出超突出超标标的情的情况况。uOpen Communication/Team Conceptu - Enables all to focus on action plan/countermeasuresu and discuss as a team.u 让让所有人像一所有人像一个团队个团队一一样样共同共同关关注某注

41、某个个行行动动的的计划计划或或对对策策并参与讨论并参与讨论。KEY BPD CONCEPTSBPD的核心理念uBPD a critical tool to achieve Continuous Improvement.u BPD是是评评定是否定是否获获得持得持续续改改进进的工具的工具u - Achieve targets and then “raise the bar”.u 达达到了目到了目标标，接着制定更高的目，接着制定更高的目标标。uPDCAu - Discipline & Follow-up 一一种规则并种规则并需要持需要持续进续进行行u“ “Go-To-See” ” Leade

42、rship Style “ “Go-To-See” ” 领导领导模式模式u - Don t just sit at desk and receive reports.u 不要只是坐在不要只是坐在办办公室等待公室等待别别人人来汇报来汇报。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 27D DI IMMC C GMSManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-fo

43、rwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel Vehi

44、cleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementCon

45、tinuous ImprovementAndonConcept暗灯暗灯概概念念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsGMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 28D DI IMMC C GMSWhat is an Andon System? 什什么么是暗灯系是暗灯系统统?The

46、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 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

47、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。GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 29D DI IMMC C GMSAlways Remember The PrioritiesSafety (安全安全)People

48、(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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 30D DI IMMC C GMS10131211FPSFPSFPSZone 2Step 1

49、- 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 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 StepsGMS OrientationContinuous ImprovementGMDAT/DIMC Confiden

50、tialVersion Date 2003.3.15Slide 31D DI IMMC C GMSAndon 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STVCON EQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3GMS OrientationContinuous ImprovementGMDAT/DIMC Confide

51、ntialVersion Date 2003.3.15Slide 32D DI IMMC C GMSStep 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility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)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 33D DI IMMC C

52、GMSStep 4 - Line continues to move to fixed position stop第四步：生产线继续运行直到定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 34D DI IMMC C GMSStep 5 - Problem is addressed, Andon is deactivated by Team Leader to keep th

53、e 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。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 35D DI IMMC C GMSStep 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and b

54、oard 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 ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 36D DI IMMC C GMSFPSFPSFPSSet Line at 70% of

55、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! 在在线线停之前，停之前，尽尽早拉早拉动动暗灯暗灯线线宣告出宣告出现问题现问题。（在。（在70%线线位或之前），位或之前），Purpose of “70% Line”70% LineReaction TimeGMS OrientationContin

56、uous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 37D DI IMMC C GMSMgrGroup 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支

57、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GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 38D DI IMMC C GMSAndon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnorm

58、ality 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，并继续并继续做

59、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!GMS OrientationContinuous ImprovementGMDAT/DIMC ConfidentialVersion Date 2003.3.15Slide 39D DI IMMC C GMSAndon ConceptRole of Team Leader:Team Leader goes immediately to area of Andon call to investigate and support.Tea

60、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