XXXX年XX企业管理讲义：持续改进

ContinuousImprovementGMS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

GMSContinuousImprovementBuilt-In

QualityShortLead

TimePeople

InvolvementStandardizationContinuousImprovementHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

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ExternalTransportationManufacturing

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ToolingandLayoutBusinessPlanDeploymentTotalProductive

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System/OrderPartsContinuousImprovementCompany持续改进的公司Small,steadyimprovementstoconstantlyimproveTheStandard!!

从细小、稳定的改进到标准的不断提高NoCompanyTodayCanSurviveWithoutHavingAllEmployeesFocusedonContinuousImprovement没有改进就难以生存ContinuousImprovementWhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?在能够进行持续改进前什么工作是绝对必要的？StabilityThroughStandardization!通过标准化获得稳定发展StandardizationImprovement改进StandardizationStandardizationStandardizationImprovement改进Improvement改进ContinuousImprovementStandardizationBeforeContinuousImprovement!

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

GrasptheSituation掌握情况ThePDCACyclePDCAThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,mostlydoing,donotchecktheirstatusandthenreacttoeverything…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-Classcompaniesdoexcellentplanning,alwaysperformchecksthatenabletotakecorrectiveactionandstayonschedule…

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……BADGOODLet’sgotoKyongJu!!!Plan计划PrepareforthetripTwodaysbeforeleaving,checkengine–OILLEAK!Fixoilleak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDo实施GrasptheSituation掌握情况Check检查Action运作Manufacturing

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InvolvementOpen

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ManagementContinuousImprovementAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance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Manufacturing

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ValidationIn-ProcessControlandVerificationProductQualityStandardsQuality

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byTAKTTimeWork-place

OrganizationAndon

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SolvingContinuous

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ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

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OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

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FlowSmallLot

PackagingTemporary

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FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

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ManagementContinuousImprovementBusinessPlanDeployment业务计划实施Quality

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ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutAcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定义义SafetyPeopleQualityResponsivenessCostBPD是一种种共有有的方方法，，它能能使多多个部部分组组成我我们的的全球球团队队，通通过五五个核核心范范畴统统一行行动以以达到到公司司的总总体目目标：：安全员工质量响应成本?DivisionDirector?differentdirectionsnoownershipconflictinggoalsMISSION????duplicationBeforeBPD…部门主主管通过不不同的的途径径没有落落实责责任目标向向冲突突任务重复ONLYHEKNOWSTHEGOALS…MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任务对工作作进行行跟踪踪调动资资源关注目标思路清清晰共同目目标DivisionDirector部门主主管EVERYONEKNOWSTHEGOALS……AfterBPD…ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETAMETHODTORESEARCHTHETARGETS为了实现GMDAT/DIMC的宗旨旨，我们们必须实现我我们的的目标标宗旨/任务定期坚坚持审审议协调具体目目标明确目目标清晰的的，可可量化化的目目标有搜寻寻目标标的方方法我们的的宗旨旨SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故故ΦLostWorkDay没有损损失工工作日日事故故IncreaseComplianceofPPE增加对对PPE的使用用定期坚坚持审审议协调我们的的宗旨旨宗旨/任务为所有有员工工创造造安全全的工工作环环境为了实现GMDAT/DIMC的宗旨旨，我们们必须实现我我们的的目标标WhyEngagetheWorkforce?为何要要雇佣佣工人人?Why?Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement员工的的参与与率参与的的可能能性为什么么?为什么么?为什么么?为什么么?为什么么?WhoisinvolvedinBPD?––Everyone!!!那些人人与BPD有关？？——每个人人！！！！DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任务/对策目标实施计计划TheCascadingProcess(catchballing抓住要要点)Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives详细的的实施施计划划及应应急措措施层层实实施计计划并并实现现目标标GroupLeaderActionPlansClearTargetsReviewProcess实施计计划目标清清晰TeamClearTargetsReviewProcess目标清清晰回顾流流程层层递递进的的流程程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目标目标清清晰实施计计划EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung––100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)……Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeamsButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…对于同同一目目标中中相同同的事事情不不需要要都量量化，，但有有些事事情却却会影影响到到下一一层次次的改改进S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed目标是是：特定的，，可可测测量的的，校校正正的，，现现实实的定定时时的TargetsHaveToHaveMeaningToPeople!!目标对对员工工必须须有意意义！！TeamLeaderIhavetoachieve0.000135Hours/Vehicle???GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?我知道道自己己应得得的馅馅饼有有多大大班组－－驾驶驶座安安装主要耗耗材（（手套套）GMDAT/DIMC每辆车车的成成本大宇昌昌原整整车厂厂总制造造成本本总装车车间主主任预算调整一一工段段工段段长三种主主要耗耗材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed指定的的，可可测量量的，，校校正的的，现现实的的定定时的的TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem……目标是是个好好开端端，但但需要要好方方法才才能达达到。。GOAL=LeadaHealthyLifestyle以一种种健康康的生生活方方式生生活OBJECTIVE–MaintainaLightWeight保持苗苗条TARGET–65kgMETHODS-ExerciseRegularly(3x/week)有计划划地锻锻炼(每周周3次)-CutDownOnFastFood(1x/week)减少吃吃快餐餐的次次数（（每周周1次）TheConceptCanBeAppliedToAnythingInLife!!GOAL=OBJECTIVE=TARGET=METHOD(S)=BPDExerciseThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想工工作或或生活活中设设立的的目标标及实实现方方法。。Discussasateamandreport––Take10minutes团队讨讨论及及汇报报---十十分钟钟Plan计划Do实施Check检查Action运作

GrasptheSituation了解情情况PDCAisthefoundationofBPDPDCA是BPD的基础础BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanXActivities行动PLANDOPROBLEMSOLVING问题解决决CHECKACTPDCA如何运作作?未完成需要改进进完成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures对策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSeeBPD––WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!当每个人人都集中中力量做做事，我我们就一一定能成成功做到到BPD。。Whycan’ttheydesignbettercars??WhatcanIdoinmyareatoimprove?AskNotWhatOthersCanDo––AskWhatCanYouDoOnYourB.P.D.!!!不追问别别人做的的，关键键在你的的自己BPD能做的。。VisualManagement……StatusataGlance可视化管管理……让信息容容易读取取-Makesoutofstandardconditionhighlyvisible.突出超标标的情况况。OpenCommunication/TeamConcept-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.让所有人人像一个个团队一一样共同同关注某某个行动动的计划划或对策策并参与与讨论。KEYBPDCONCEPTSBPD的核心理理念BPDacriticaltooltoachieveContinuousImprovement.BPD是评定是是否获得得持续改改进的工工具-Achievetargetsandthen““raisethebar””.达到了目目标，接接着制定定更高的的目标。。PDCA-Discipline&Follow-up一种规则则并需要要持续进进行“Go-To-See””LeadershipStyle“Go-To-See””领导模式式-Don’’tjustsitatdeskandreceivereports.不要只是是坐在办办公室等等待别人人来汇报报。Manufacturing

Process

ValidationQuality

SystemManagementQuality

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byTAKTTimeWork-placeOrganizationAndon

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SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduledShipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLotPackagingTemporary

Material

StorageFixedPeriodOrderingSystem/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

CommunicationProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementAndon

Concept暗灯概念LeanDesignofFacilities,Equipment,

ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsWhatisanAndonSystem?什么是暗暗灯系统统?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline暗灯系统统允许员员工在出出现问题题或有超超标情况况时拉绳绳索以寻寻求帮助助暗灯系统统可以在在保持流流水线继继续运行行的情况况下，员员工拉下下绳索寻寻求支持持人员在在停线前前到出现现问题的的工位解解决问题题，以满满足对质质量的控控制。AlwaysRememberThePriorities……Safety(安全)People(员工)Quality(质量)Responsiveness(响应)Cost(成本)Importance重要性ForExample,SometimesWeHaveToSacrificeResponsivenesstoAchieveQuality比如，有有时我们们为了达达到质量量要求而而不得不不放弃响响应10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins第一步：：拉暗灯灯控制绳绳索,工位的指指示灯会会亮起并并伴随着着音乐Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then…当员工不不能单独独解决出出现的问题题或超标标的情况况时……AndonStepsAndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon第二步：在暗灯系统统主看板上上相应区域域的指示灯灯变成黄色色，班组长长对暗灯系系统的信号号做出反应应Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility第三步：支支持人员立立刻到达并并开始解决决问题，班组长对此此负责AndonSteps(Cont’d)Step4-Linecontinuestomovetofixedpositionstop第四步：生生产线继续续运行直到到定点停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步：问问题解决，班组长解除除暗灯信号号以保持生生产线继续续运行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步：如如果车辆到到达定点停时班组长仍仍然没有解解除暗灯信信号，生产产线停止并并且主看板板上红灯开开始闪烁，，停线铃开开始响起DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!在线停之前前，尽早拉拉动暗灯线线宣告出现现问题。（（在70%线位或之之前），Purposeof“70%Line””70%LineReactionTimeMgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.主管及所有有人员都有有职责支持持生产一线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拉索AndonConceptRoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.班组成员的的职责按照标准化化要求作业业主动查找超超标情况如果发现了了异常状况况或缺陷但但无法及时时解决，拉拉下暗灯拉拉索，并继继续做自己己的工作直直到支持人人员到达。。支持的班组组长按要求求解决问题题FocusOnStandardizedWork!AndonConceptRoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem班组长职责责在暗灯信号号发出后立立刻赶到发发生问题的的区域查明明原因并实实施支持到达问题区区域后立刻刻开始解决决问题当班组长认认为可以把把问题解决决时解除暗暗灯信号。。班组长与与班组成员员共同开始始解决问题题。班组长管理暗灯系系统AddressNon-StandardConditions!AndonConceptRoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.工段段长长职职责责当班班组组长长不不能能解解决决问问题题时时要要提提供供支支持持并并尽尽快快让让生生产产先先运运转转起起来来如果果需需要要可可以以寻寻求求外外部部支支持持（（如如：：维维修修，，质质量量等等部部门门人人员员））与班班组组长长一一起起确确定定问问题题的的起起因因是是否否已已经经被被确确认认出出来来并并且且保保证证解解决决措措施施得得到到实实施施在停停线线时时进进行行监监控控，，确确定定问问题题区区域域并并调调动动一一切切可可利利用用资资源源解解决决问问题题SupportTheTeam!AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4团队队概概念念缩小小团团队队规规模模工作作标标准准化化(FPS)明确确质质量量标标准准职员员培培训训相互互信信任任/尊重重保持持单单件件工工时时停线线点点缓冲冲架架加工工能能力力好处处实施施的的纠纠正正措措施施不不能能复复原原在工工位位控控制制质质量量检查查和和反反馈馈开放放式式交交流流团队队合合作作提高高生产产力力WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗灯灯数据通通过确定定瓶颈及及影响产产出的问问题来达达到持续续改进TRIM1GROUPAndonReport2003/1/24Station001R––10’Station003L––4’Station004R––2’AnalyzeReports分析报告告DiscussCountermeasures讨论对策策Improve!!改进AndonIsNotJustaSystemOfWiresandLights暗灯系统统不仅仅仅是一个个由电线线和灯泡泡组成的的系统ItisaConceptofCallingForHelp它是一种种寻求帮帮助的理理念PullYourAndon!!!在需要帮帮助时拉拉下拉索索！！！！EVERYONEHASAN““ANDONCORD””每个人都都有一根根“暗灯灯拉索””Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-Process

Control&VerificationQuality

Feedback/Feed-forwardStandardized

WorkVisualManagementManagement

byTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementProblem

Solving问题解决WhatIsaProblem?什么可称称为问题题?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation问题定义义为现行行的标准准或期望望与实际际情况之之间的差差异StandardActualDiscrepancyTIMELEVEL标准实际差异水平时间ProblemSolving问题解决决ProblemSolving问题解决决ProblemsAretheSeedsforImprovement!问题是进进行改进进的萌芽芽！ProblemsArePositiveOpportunities!问题绝对对是改进进的机会会！IfThereAreNoProblems,ThenSomethingIsWrong!没有问题题才是最最大的问问题！成长GrowingProblemsAreNotAboutBlamingPeople!BlameTheProcess––NotthePeople!!需要责备备的是工工艺，不不是员工工！！ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving问题有问题不不意味这这要责备备员工！！由于系统统失效才才产生问问题。GuidingPrinciplesEveryoneisresponsibleforProblemSolving每个人都都对解决决问题负负有责任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指导原则则班组成员员班组长工段长部门领导导物流工程师主管5-PhaseProblemSolving问题解决决的五个个阶段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟踪确认确定问题题立即维修修纠正措施施分析根源源5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?问题解决决的五个个阶段确定问题题/最初对问问题的理理解立即维修修CauseInvestigation起因调查问题根源纠正措施施持续确认认分析问题根源直接原因因起因起因起因问题首先先在哪发发生？基本起因因/结果的调调查对问题根根源调查查的5个为什么么Why?Why?Why?Why?Why?为什么为什么为什么为什么为什么GrasptheSituation掌握情况5-PhaseProblemSolvingWhenisProblemSolvingappropriate……什么时候候需要解解决问题题……-SafetyIncident安全事故故-MajorQualityIssue主要的质质量问题题-MajorDowntimeOccurrence造成停线线的主要要原因-ReoccurringDowntime重复造成成停线andanyotherabnormalsituationsatanywhere无论何处处只要发发生了异异常情况况都需要要进行问问题解决决问题解决决的五个个阶段15-PhaseProblemSolvingProblemDefinition问题的定定义AStatementwhichdescribesthecurrentstatusorsituation.对现状的的一段描描述GrasptheSituation掌握情况Statetheproblemthatisoccurring(Breakdowntheproblemintosmallerones&specificallydefinethesituation)陈述已经经发生的的问题（（将大问问题化为为小问题题并明确确指明情情况）Deviationandstandard偏差的大大小与标标准Quantityofoccurrence数量与发发生的问问题Frequencyandpercentage发生的频频率及百百分率Thetimeperiod发生的时时间Workerormachinerelatedto与此相关关的员工工或设备备Pointofoccurrence问题的起起点点1ProblemDefinition(cont.)问题的定定义(续)LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出现现问题的的起点/问题的起起点（哪里首先出现现问题））5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工艺艺造成成出现现问题题！观察:第3阶段工艺流流程方方向在第6道工艺艺发现现问题题能够看看见能够看看见能够看看见不能看看见开始追溯Apollo13阿波罗罗13号WhatisProblemDescription/InitialProblemPerception?问题的的描述述/初期对对问题题的理理解是是什么么?WhatisthePointofCause?什么是出现现问题的起起点?ProblemSolvingExercise25-PhaseProblemSolvingImmediateFix(Containment)立即维修Immediatefixistheactiontakentocontaintheproblemspread立即维修措施是为了了防止问题题扩散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即维修是下列各例例都采取用用来防止问问题流向下下一客户（内部和/或最终客户）的特别措措施Stoptheline停线100%inspectionandrepair100%的检查并修修好Sorting/Rework分类/返修Itistoprotectthecustomer这是为了保保护顾客利益Itisnottherootcauseandsolution!这不时最后后的解决方方案！35-PhaseProblemSolvingRootCauseAnalysis分析问题根源RootCauseAnalysis分析问题根根源Investigatetheidentifiedcause调查已确定定的起因Fivewhyinvestigations调查时应用用“五个为为什么”Causeandeffectdiagram起因和结果果图Processdiagnosticsheet工艺诊断表表Summarizeanalysisresults总结分析结结果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion记录看起来来最重要的的原因并写写明你的结结论是如何何得到的Listmaincause(s)罗列主要原原因RootCauseCauseCauseCauseSymptomsFiveWhyInvestigation45-PhaseProblemSolvingCorrectiveAction纠正措施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并执行行一个短期期或长期的的措施来解解决问题的的根本原因因Identifybestpossiblesolutionsintermofidentifiedcauses根据确定的的愿意制定定最理想的的解决方案案Prioritizepotentialsolutions对潜在方案进进行优先性排排序Implementsolution执行方案Establishaschedulewithtargetcompletiondates制定一个有问问题解决期限限的计划表5-PhaseProblemSolving5Follow-upVerification跟踪确认Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟踪确认是确定问问题是否已经经纠正的活动Frequentcheckofthecorrectionresult对更正的结果果定期检查toimplementaccordingtopredeterminedcorrectiveactionplan按预定的纠正正措施计划执执行toreachthegoalofcorrectiveaction达到纠正措施施的目标Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem将问题解决方方法标准化以以防止相似的的问题再次发生生MARCH3월Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-AidWorld-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’sNotRealImprovement–ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai…Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-ProcessControl&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagementbyTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductiveMaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpenCommunication

ProcessValuesVision/MissionShopFloorManagementContinuousImprovementContinuous

Improvement

Process持续改进的过程ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!设置障碍，克克服障碍，不断提高！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste创造一个持续改进的文文化氛围，让让员工在消除除浪费中提高高。ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改进是与消除除浪费不断作作斗争的过程程！Safety安全Quality质量Cost成本Productivity生产力Improve7TypesofWasteContinuousImprovementCulture七种浪费改进WhenYouClimbtotheTop...当你爬到山顶顶时。。。...YouCanSeetheNextTarget!你将会发现下下一个目标！！ContinuousImprovement

CultureDieChangeExercise更换模具练习习DieChangeExerciseDieChangeExercise-Round1模具更换练习习：第一轮Objective:Changethedieinminimalamountoftime.目的:在最短时间内内更换模具DieChangeStandardizedWork:模具更换的标标准化作业：：1)Removethe(2)nuts.卸下螺母2)Removethe(2)washers.拆下垫圈3)ExchangetheDie(CenterPiece).VerifyDieisflushatends.调换模具（主主要工作）确定模具四角角已经对齐.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.重新装配确认模具四角角已经对齐确认螺母正确确对位DieChangeExerciseInstructions:说明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每个人人都要进行一一次更换操作作。AmemberofthegroupshouldtimetheDieChange.工段中要有一一人对更换工工作进行计时时。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一一人在重新装装配模具时进进行下列两项项检查Verifyendsareflush.(add1minutetoindividualtimeforviolation确认模具边角角对齐。（如如果发现未对对齐要在个人人时间上加1分钟）Verifynutsaresecure.(add1minutetoindividualtimeforviolation)确认螺母已经经拧紧。（如如果发现有违违反的在个人人时间上加1分钟)CalculatetheaverageDieChangetimeforthegroup.计算整个工段段更换模具的的平均时间DieChangeExerciseDieChangeExercise-Round2模具更换练习习：第二轮Objective:Changethedieinminimalamountoftime.