国家烟草行业的持续改进

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

InvolvementOpen

Communication

ProcessControlled

ExternalTransportationManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementValuesVision/MissionShopFloor

ManagementInternalPull/DeliveryAndon

ConceptProblem

SolvingSimple

Process

FlowIn-Process

Control&VerificationStandardized

WorkSmallLot

PackagingTemporary

Material

StorageQuality

Feedback/

Feed-forwardVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance

FixedPeriod

Ordering

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

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

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

Process

ValidationIn-ProcessControlandVerificationProductQualityStandardsQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementContinuousImprovementBusinessPlanDeployment业务计划实施Quality

System

ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutAcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定义SafetyPeopleQualityResponsivenessCostBPD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?DivisionDirector?differentdirectionsnoownershipconflictinggoals

MISSION????duplicationBeforeBPD…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ONLYHEKNOWSTHEGOALS…

MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS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DivisionDirector部门主管EVERYONEKNOWSTHEGOALS…After

BPD…ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETS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，可量化的目标有搜寻目标的方法我们的宗旨SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故ΦLostWorkDay没有损失工作日事故IncreaseComplianceofPPE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WhyEngagetheWorkforce?为何要雇佣工人?Why?Why?Why?

Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement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?WhoisinvolvedinBPD?–Everyone!!!那些人与BPD有关？——每个人！！！DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任务/对策目标实施计划TheCascadingProcess(catchballing抓住要点)Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives详细的实施计划及应急措施层层实施计划并实现目标GroupLeaderActionPlansClearTargetsReviewProcess实施计划目标清晰TeamClearTargetsReviewProcess目标清晰回顾流程层层递进的流程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目标目标清晰实施计划EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung–100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)…Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeamsButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…

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TargetsHaveToHave

Meaning

ToPeople!!目标对员工必须有意义！

TeamLeaderIhavetoachieve0.000135Hours/Vehicle???GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?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TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!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TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem…目标是个好开端，但需要好方法才能达到。GOAL=LeadaHealthyLifestyle

以一种健康的生活方式生活OBJECTIVE–MaintainaLightWeight

保持苗条TARGET–65kgMETHODS-ExerciseRegularly(3x/week)

有计划地锻炼

(每周3次)-CutDownOnFastFood(1x/week)

减少吃快餐的次数（每周1次）TheConceptCanBeAppliedToAnythingInLife!!GOAL=OBJECTIVE=TARGET=METHOD(S)=BPDExerciseThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想工作或生活中设立的目标及实现方法。Discussasateamandreport–Take10minutes团队讨论及汇报---十分钟Plan计划Do实施Check检查Action运作

GrasptheSituation了解情况PDCAisthefoundationofBPDPDCA是

BPD的基础BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanX

Activities行动

PLANDOPROBLEMSOLVING问题解决CHECKACTPDCA如何运作?未完成需要改进完成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures对策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSeeBPD–WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!当每个人都集中力量做事，我们就一定能成功做到BPD。Whycan’ttheydesignbettercars??WhatcanIdoinmyareatoimprove?AskNotWhatOthersCanDo–AskWhatCanYouDoOnYourB.P.D.!!!不追问别人做的，关键在你的自己BPD能做的。VisualManagement…StatusataGlance

可视化管理……让信息容易读取

-Makesoutofstandardconditionhighlyvisible.

突出超标的情况。OpenCommunication/TeamConcept

-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.

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。KEYBPDCONCEPTSBPD的核心理念BPDacriticaltooltoachieveContinuousImprovement.

BPD是评定是否获得持续改进的工具

-Achievetargetsandthen“raisethebar”.

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”LeadershipStyle

“Go-To-See”领导模式

-Don’tjustsitatdeskandreceivereports.

不要只是坐在办公室等待别人来汇报。Manufacturing

Process

ValidationQuality

System

ManagementQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementAndon

Concept暗灯概念LeanDesignofFacilities,Equipment,

ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsWhatisanAndonSystem?

什么是暗灯系统?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline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。AlwaysRememberThePriorities…Safety(安全)People(员工)Quality(质量)Responsiveness

(响应)Cost(成本)Importance重要性ForExample,SometimesWeHaveToSacrificeResponsivenesstoAchieveQuality比如，有时我们为了达到质量要求而不得不放弃响应10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins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Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then…当员工不能单独解决出现的问题或超标的情况时……AndonStepsAndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon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Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility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AndonSteps(Cont’d)Step4-Linecontinuestomovetofixedpositionstop第四步：生产线继续运行直到定点停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.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。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)Step6–IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins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DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!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），Purposeof“70%Line”70%LineReactionTimeMgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.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AndonConcept

RoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.

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FocusOnStandardizedWork!AndonConcept

RoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem

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AddressNon-StandardConditions!AndonConcept

RoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.

工段长职责当班组长不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SupportTheTeam!AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4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/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WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput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TRIM1GROUPAndonReport

2003/1/24Station001R–10’Station003L–4’Station004R–2’AnalyzeReports分析报告DiscussCountermeasures讨论对策Improve!!改进AndonIsNotJustaSystemOfWiresandLights

暗灯系统不仅仅是一个由电线和灯泡组成的系统ItisaConceptofCallingForHelp它是一种寻求帮助的理念PullYourAndon!!!在需要帮助时拉下拉索！！！EVERYONEHASAN“ANDONCORD”每个人都有一根“暗灯拉索”Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementProblem

Solving问题解决WhatIsaProblem?什么可称为问题?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation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ProblemSolving

问题解决ProblemSolving

问题解决ProblemsAretheSeedsforImprovement!

问题是进行改进的萌芽！ProblemsArePositiveOpportunities!

问题绝对是改进的机会！IfThereAreNoProblems,ThenSomethingIsWrong!

没有问题才是最大的问题！成长GrowingProblemsAreNotAboutBlamingPeople!BlameTheProcess–NotthePeople!!

需要责备的是工艺，不是员工！！

ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving

问题有问题不意味这要责备员工！由于系统失效才产生问题。GuidingPrinciplesEveryoneisresponsibleforProblemSolving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5-PhaseProblemSolving

问题解决的五个阶段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟踪确认确定问题立即维修纠正措施分析根源5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?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GrasptheSituation掌握情况5-PhaseProblemSolvingWhenisProblemSolvingappropriate…

什么时候需要解决问题……-SafetyIncident安全事故-MajorQualityIssue主要的质量问题-MajorDowntimeOccurrence造成停线的主要原因-ReoccurringDowntime重复造成停线

andanyotherabnormalsituationsatanywhere

无论何处只要发生了异常情况都需要进行问题解决问题解决的五个阶段15-PhaseProblemSolvingProblemDefinition问题的定义AStatementwhichdescribesthecurrentstatusorsituation.对现状的一段描述GrasptheSituation掌握情况Statetheproblemthatisoccurring(Breakdowntheproblemintosmallerones&specificallydefinethesituation)

陈述已经发生的问题（将大问题化为小问题并明确指明情况）Deviationandstandard偏差的大小与标准Quantityofoccurrence数量与发生的问题Frequencyandpercentage发生的频率及百分率Thetimeperiod发生的时间Workerormachinerelatedto与此相关的员工或设备Pointofoccurrence问题的起点点1ProblemDefinition(cont.)问题的定义

(续)LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出现问题的起点/问题的起点（哪里首先出现问题）

5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工艺造成出现问题！观察:第3阶段工艺流程方向在第6道工艺发现问题能够看见能够看见能够看见不能看见开始追溯Apollo13阿波罗13号WhatisProblemDescription/InitialProblemPerception?

问题的描述/初期对问题的理解是什么?WhatisthePointofCause?

什么是出现问题的起点?ProblemSolvingExercise25-PhaseProblemSolvingImmediateFix(Containment)立即维修Immediatefixistheactiontakentocontaintheproblemspread立即维修措施是为了防止问题扩散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即维修是下列各例都采取用来防止问题流向下一客户（内部和/或最终客户）的特别措施Stoptheline停线100%inspectionandrepair100%的检查并修好Sorting/Rework分类/返修Itistoprotectthecustomer

这是为了保护顾客利益Itisnottherootcauseandsolution!

这不时最后的解决方案！35-PhaseProblemSolvingRootCauseAnalysis分析问题根源RootCauseAnalysis分析问题根源Investigatetheidentifiedcause调查已确定的起因Fivewhyinvestigations调查时应用“五个为什么”

Causeandeffectdiagram起因和结果图Processdiagnosticsheet工艺诊断表Summarizeanalysisresults总结分析结果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion记录看起来最重要的原因并写明你的结论是如何得到的Listmaincause(s)罗列主要原因RootCauseCauseCauseCauseSymptoms

FiveWhyInvestigation45-PhaseProblemSolvingCorrectiveAction纠正措施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并执行一个短期或长期的措施来解决问题的根本原因Identifybestpossiblesolutionsintermofidentifiedcauses

根据确定的愿意制定最理想的解决方案Prioritizepotentialsolutions

对潜在方案进行优先性排序Implementsolution执行方案Establishaschedulewithtargetcompletiondates

制定一个有问题解决期限的计划表5-PhaseProblemSolving5Follow-upVerification跟踪确认

Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟踪确认是确定问题是否已经纠正的活动Frequentcheckofthecorrectionresult

对更正的结果定期检查toimplementaccordingtopredeterminedcorrectiveactionplan

按预定的纠正措施计划执行toreachthegoalofcorrectiveaction达到纠正措施的目标Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem

将问题解决方法标准化以防止相似的问题再次发生MARCH3월Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-Aid

World-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’sNotRealImprovement–ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!

GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai…Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementContinuous

Improvement

Process持续改进的过程ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!设置障碍，克服障碍，不断提高！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste创造一个持续改进的文化氛围，让员工在消除浪费中提高。ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改进是与消除浪费不断作斗争的过程！Safety安全Quality质量Cost成本Productivity生产力

Improve7Typesof

WasteContinuousImprovementCulture七种浪费改进WhenYouClimbtotheTop...当你爬到山顶时。。。...YouCanSeetheNextTarget!你将会发现下一个目标！

ContinuousImprovement

CultureDieChangeExercise更换模具练习DieChangeExerciseDieChangeExercise-Round1模具更换练习：第一轮

Objective:Changethedieinminimalamountoftime.目的

:在最短时间内更换模具DieChangeStandardizedWork:模具更换的标准化作业：1)Removethe(2)nuts.

卸下螺母2)Removethe(2)washers.

拆下垫圈3)ExchangetheDie(CenterPiece).VerifyDieisflushatends.

调换模具（主要工作）

确定模具四角已经对齐.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.

重新装配

确认模具四角已经对齐

确认螺母正确对位DieChangeExerciseInstructions:说明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每个人都要进行一次更换操作。AmemberofthegroupshouldtimetheDieChange. 工段中要有一人对更换工作进行计时。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在重新装配模具时进行下列两项检查

Verifyendsareflush.(add1minutetoindividualtimeforviolation

确认模具边角对齐。（如果发现未对齐要在个人时间上加1分钟）

Verifynutsaresecure.(add1minutetoindividualtimeforviolation)

确认螺母已经拧紧。（如果发现有违反的在个人时间上加1分钟)CalculatetheaverageDieChangetimeforthegroup. 计算整个工段更换模具的平均时间DieChangeExerciseDieChangeExercise-Round2模具更换练习：第二轮

Objective:Changethedieinminimalamountoftime.目的：

在最短时间内更换模具DieChangeStandardizedWork:模具更换的标准化作业：1)Loosenthe(2)nuts.

拧松螺母2)ExchangetheDie(CenterPiece).VerifyDieisflushatends.

调换模具（主要工作）。确认模具四个角已经对齐. 3)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.

重新装配。确认模具四角已经对齐。确认螺母正确对位。DieChangeExerciseInstructions:说明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每个人都要进行一次模具更换操作。

AmemberofthegroupshouldtimetheDieChange.工段中要有一人对模具更换工作计时。

AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一人在模具更换时进行下列两项检查

Verifyendsareflush.(add1minutetoindividualtimeforviolation

确认模具边角对齐。（如果有违反在个人时间上加1分钟）

Verifynutsaresecure.(add1minutetoindividualtimeforviolation)

确认螺母已经拧紧。（如果有违反在个人时间上加1分钟）CalculatetheaverageDieChangetimeforthegroup.计算工段更换模具的平均时间。1)GrasptheCurrentSituation

掌握现有的情况2)ImaginetheIdealSituation

设想理想状况3)CompareCurrentSituationtoIdeal-SeetheGap

将现有状况与理想状况进行对比－找出差距4)DefineStrategytoAchievetheIdeal

确定达到目标的方法

5)ImplementCIPs

实施持续改进工作6)Follow-Up

跟踪Gap差距Ideal目标Now现状WhatistheCIPMethod?ObserveStandardizedWorkObservethe“Wall”TaktTimeOperator1ContinuousImprovementProcess1)GrasptheCurrentSituation掌握当前形势观察标准化的工作작업자1单件工时观察平衡墙上的结果ContinuousImprovementProcess2)ImaginetheIdealSituation

设想理想状况Safer?BetterQuality?LowerCost?BetterProductivity?更安全?质量更好?成本更低?生产力更高?ContinuousImprovementProcess3)CompareCurrentSituationtoIdeal-SeetheGap

将现状与目标进行对比－找出差距4)DefineStrategytoAchievetheIdeal

确定达到目标的方法GAPCIPIdea#3CIPIdea#1CURRENTIDEAL差距现状目标第3个持续改进方案第一个持续改进方案ContinuousImprovementProcess5)ImplementCIPs-Getagreementfromteamandallshifts-Communicatechangetoallcustomers6)Follow-