《持续改进》课件

1、Continuous ImprovementGMS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Continuous ImprovementGMS持续改进员32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExter

2、nal TransportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &Ver

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

4、ymentTotal ProductiveMaintenance Fixed Period Ordering System/ Order Parts32 GMSContinuousBuilt-InQuContinuous 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 Today Can Survive Without Having All Employees Focused on Continuous Improv

5、ement 没有改进就难以生存Continuous Improvement CompanyContinuous 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？Stability Through Standardization!通过标准化获得稳定发展Continuous ImprovementWhat Is StandardizationImprovement改进StandardizationStandardizationStandardiz

6、ationImprovement改进Improvement改进Continuous ImprovementStandardization 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StandardizationImprovementStanPlan 计划Do 实施Check 检查Action 运作 Grasp the Situation掌握情况The PDCA CyclePDCAPlan 计划Do 实施Check 检查Action 运作 The PDCA Cycle is One Of The Most Important Co

7、ncepts 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 corrective action and stay on schedu

8、le 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BADGOODThe PDCA Cycle is One Of The MLets go to Kyong Ju! Plan 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Grasp the

9、 Situation掌握情况Check 检查Action 运作Lets go to Kyong Ju! Plan ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal Transportati

10、onScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessVal

11、uesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and Desig

12、nIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗灯概念TPM业务计划实施解决问题持续改进的过程早期管理及综合设计(DFM/DFA)厂房，设备，工具及布置的精益化设计ManufacturingProcess ValidatManufacturingProcess ValidationIn-ProcessControl andVerif

13、icationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /Receiving

14、Level VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementC

15、ontinuous ImprovementBusiness PlanDeployment业务计划实施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutManufacturingProcess ValidatA common process which enables our Global Organization made up of multiple parts, to act in unison t

16、o achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定 义Safety People Quality Responsiveness CostBPD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行动以达到公司的总体目标：安全员工质量 响应成本A common process which enables?Division Director?different directionsno ownershipconflicting goals MISSION?

17、duplicationBefore 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?Division Director?different d MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON 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 GOALSAfter BPD MISSIONTRACK PERFORMANCEDEP

18、LOConcrete GOALSRegular 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

19、化的目标有搜寻目标的方法我们的宗旨Concrete GOALSRegular and ConsSafe 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 Lost Work Day没有损失工作日事故Increase Compli

20、ance 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Safe working environment for aWhy Engage the Workforce? 为何要雇佣工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 员工的参与率参与的可能性为什么?为什么?为什么?为什么?为什么?Who is invo

21、lved in BPD? Everyone! 那些人与BPD有关？每个人！Why Engage the Workforce?Why? Division ManagersMission/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 2Level 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies

22、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 LeaderAction PlansClear TargetsReview Process实施计划目标清晰TeamClear TargetsReview Process目标清晰回顾流程层层递进的流程Department ManagerGoals & ObjectivesClear TargetsAction PlansReview Process目标目标清晰实施计划Division ManagersMission/StraEach Level of Leadership Must Hand Down Targ

23、ets 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 LeaderTeamsTeamsEach Level of Leadership Must But The Targets Dont Always Have To

24、Measure The Same Thing, But Something That Will Affect 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 S.M.A.R.T. 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 LeaderI have to achieve 0.000135 Hours/

25、Vehicle?But The Targets Dont Always HGMDAT/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

26、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 - 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GMDAT/DIMCTEAM - COCKPIT INSTATargets Are A Good Start, But We Need Good Methods To Achieve

27、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 Applied To Anything In Life!Targets Are A Good Start, But GOAL

28、=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。 Discuss as a team and report Take 10 minutes 团队讨论及汇报-十分钟GOAL =BPD Exercise Think of anPlan 计划Do 实施Check 检查Action 运作 Grasp t

29、he Situation了解情况PDCA is the foundation of BPDPDCA是 BPD的基础Plan 计划Do 实施Check 检查Action 运作 Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行动 PLANDOPROBLEM SOLVING问题解决CHECKACTPDCA如何运作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, MethodsC

30、ountermeasures对策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeBelow ExpectationsHow does it 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 improve?Ask Not W

31、hat 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。BPD We Will Be Successful WhVisual 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 an

32、d 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 - Do

33、nt just sit at desk and receive reports. 不要只是坐在办公室等待别人来汇报。Visual Management Status at ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegrati

34、on (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Or

35、dering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality

36、 StandardsManufacturingProcess ValidatWhat 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 quality while keeping the line running by pulling in support t

37、o 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。What is an Andon System? 什么是暗Always Remember The PrioritiesSafety (安全)People (员工)Quality (质量)Responsiveness (响应)Cost (成本)Importance重要性For Example, Sometimes We Have To

38、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Always Remember The Priorities10131211FPSFPSFPSZone 2Step 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 fixed by the t

39、eam member, then 当员工不能单独解决出现的问题或超标的情况时Andon Steps10131211FPSFPSFPSZone 2Step 1 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Andon Steps (Contd)Step 2 - ZStep 3 - Help comes immediately and problem

40、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)Step 3 - Help comes immediatelStep 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)Step 4 - Line continues to movStep 5 - Problem is a

41、ddressed, 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。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 5 - Problem is addressed,Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red -

42、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 ClockSHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)Step 6 If Andon is not deactFPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possi

43、ble (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% LineReaction TimeFPSFPSFPSSet Line at 70% Pull MgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyon

44、e 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MgrGroup LeaderTeam LeaderTeamAndon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That

45、 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 ConceptRole of Team MemAndo

46、n ConceptRole 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 m

47、anages the Andon 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 ConceptRole of Team LeaAndon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to countermeasure the problem, and get the line

48、 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 resources to eliminate problems. 工段长职责当班组长不

49、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 ConceptRole of Group LeAndon ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectCon

50、stant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERSIrreversible correction actionQuality in stationInspection and FeedbackOpen CommunicationTeamworkImproved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4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

51、/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Andon ConceptTeam ConceptENABLWhy is Andon Part of C.I.?Use Andon Data to 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

52、 4Station 004R 2Analyze Reports分析报告Discuss Countermeasures讨论对策Improve!改进Why is Andon Part of C.I.?Use Andon Is Not Just a System Of Wires and Lights暗灯系统不仅仅是一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”Andon Is Not Just

53、 a System Of ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)Conti

54、nuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemp

55、oraryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题解决ManufacturingProcess ValidatWhat Is a Problem? 什么可称为问题?A Problem

56、 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StandardActualDiscrepancyTIMELEVEL标准实际差异水平时间Problem Solving问题解决What Is a Problem? 什么可称为问题?StaProblem Solving问题解决Problems Are the Seeds for Improvement! 问题是进行改进的萌芽！Problems Are Posi

57、tive 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GrowingProblem Solving问题解决Problems AProblems 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！

58、由于系统失效才产生问题。Problems Are Not About BlaminGuiding PrinciplesEveryone is responsible for Problem Solving每个人都对解决问题负有责任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader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Guiding PrinciplesEveryone is 5-Phase Problem Solving问题解决的五个阶段12345ProblemDefinitionImmediate

59、 FixRoot CauseAnalysisCorrective 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 Solving问题解决的5-Phase Problem Solving54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvestigation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Contai

60、nment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?问题解决的五个阶段确定问题/最初对问题的理解立即维修CauseInvestigation起因调查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Why?Why?Why?Why?Why?为什么为什么为什么为什么为什么Grasp the Situation掌握情况5-Phase Problem Solving54Direc5-Phase