持续改进培训材料

持续改进培训材料持续改进培训材料 Slide1Continuous 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Slide232GMS Continuous Improvement Built In QualityShort LeadTime People Involvement Standardization Continuous ImprovementHealth andSafety PriorityTeam ConceptPeople InvolvementOpen CommunicationProcess Controlled External TransportationManufacturing ProcessValidation ProductQuality StandardsQuality System Management Scheduled Shipping Receiving LevelVehicle OrderSchedules SupplyChain ManagementValues Vision Mission ShopFloor ManagementInternal Pull Delivery Andon Concept Problem Solving SimpleProcess FlowSmall LotPackaging Quality Feedback Feed forward Management by TAKT Time Work place OrganizationContinuous Improvement Process Lean Design of Facilities Equipment Tooling andLayout Business Plan DeploymentTotal ProductiveMaintenance FixedPeriod OrderingSystem Order PartsSlide3Continuous ImprovementCompany持续改进的公司Small steady improvementsto constantlyimprove TheStandard 从细小 稳定的改进到标准的不断提高No CompanyToday CanSurvive WithoutHaving AllEmployees FocusedonContinuous Improvement没有改进就难以生存Slide4Continuous ImprovementWhat IsAbsolutely NecessaryBefore Continuous Improvement CanOur 在能够进行持续改进前什么工作是绝对必要的 Stability ThroughStandardization 通过标准化获得稳定发展Slide5Standard ization Improvement改进Standardization StandardizationStandardization Improvement改进Improvement改进Continuous ImprovementStandardization BeforeContinuous Improvement 在进行持续改进前的标准标准化标准化标准化标准化S lide6Plan计划Do实施Check检查Action运作Grasp theSituation掌握情况The PDCACycle PDCASlide7The PDCACycle isOne OfThe MostImportant ConceptsIn ACompany P DREACT PPoor paniesdo littleplanning mostly doing do notcheck theirstatus and then reactto 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 D CA World Class paniesdo excellentplanning always performchecks thatenable totake correctiveaction andstay onschedule 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 BAD GOODSlide8Let s goto KyongJu Plan计划Prepare for the tripTwo daysbefore leaving check engine OIL LEAK Fix oilleak leave ontime OurFamily Has Not HadA VacationIn ALong Time PDCA Can Be UsedFor AnythingDo实施Grasp theSituation掌握情况Check检查Action运作Slide9Managementby TAKTTime Work place OrganizationControlledExternal Transportation Scheduled Shipping Receiving LevelVehicle OrderSchedules SupplyChain ManagementInternal Pull Delivery SimpleProcess FlowSmall LotPackaging FixedPeriod OrderingSystem Order PartsHealth andSafety PriorityTeam ConceptPeople InvolvementOpen CommunicationProcess ValuesVision ShopFloor ManagementContinuous ImprovementAndon Concept Problem Solving Continuous ImprovementProcess Lean Design of Facilities Equipment Tooling andLayout Business Plan DeploymentTotal ProductiveMaintenance Andon ConceptProblem SolvingContinuous ImprovementProcess LeanDesign ofFacilities Equipment Tooling andLayout BusinessPlan 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Slide10Manufacturing ProcessValidation In Process Controland VerificationQuality Feedback Feed forward Managementby TAKTTime Work place OrganizationAndon ConceptProblem SolvingContinuous ImprovementProcess BusinessPlan DeploymentTotal ProductiveMaintenance ControlledExternal TransportationScheduled Shipping Receiving LevelVehicle OrderSchedules SupplyChain ManagementInternal Pull Delivery SimpleProcess FlowSmall LotPackaging FixedPeriod OrderingSystem Order PartsHealth andSafety PriorityTeam ConceptPeople InvolvementOpen CommunicationProcess ValuesVision ShopFloor ManagementContinuous ImprovementBusinessPlan Deployment业务计划实施Quality SystemManagement LeanDesign ofFacilities Equipment Tooling andLayout Slide11A monprocess whichenables ourGlobal Organizationmade upof multipleparts to actin unisonto achievepany widegoals infive keycategories Definition BusinessPlan Deployment定定义 Safety People Quality Responsiveness Cost BPD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Slide12 Division Director no ownershipMISSION Before BPD 部门主管没有落实责任任务ONLY HEKNOWS THE GOALS Slide13MISSION TRACKPERFORMANCE DEPLOYRESOURCES GME BPD GuideFOCUS TARGETSCLEAR DIRECTIONMON 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Divi sion Director部门主管EVERYONE KNOWSTHEGOALS After BPD Slide14Concrete GOALSVision Mission AchievingOur VisionIn Orderfor GMDAT DIMC to Achieve ItsVISION we haveto achieveour goalsSPECIFIC OBJECTIVESCLEAR MEASURABLE TARGETSA METHODTO RESEARCHTHE TARGETS为了实现GMDAT DIMC的宗旨 我们必须实现我们的目标标宗 旨 任任务务具体目标标明确目标标清晰的 可量化的目标标有搜寻 目标的方法我们的宗旨Slide15Safe workingenvironment forall employeesVision Mission AchievingOur VisionIn Orderfor GMDAT DIMC to Achieve ItsVISION we haveto achieveour goalsNo safetyincidents零事故 Lost WorkDay没有损失工作日事故Increase Complianceof PPE增加对对PPE的使用我们的宗旨宗旨 任任务务为所有员工创造安 全的工作环境境为了实现GMDAT DIMC的宗旨 我们必须实现我们的 目标标Slide16Why Engagethe Workforce 为为何要雇佣工人 Why Why Why Why Why 1 66 1010 2020 4040 10050 40 30 20 10 of People Involvement of PossibleImprovement员工的参与率率参与的可能性为什么么 为什 么么 为什么么 为什么么 为什么么 Who isinvolved inBPD Everyone 那些人与与BPD有有关 每个人 Slide17Division Managers Mission Strategy Goals Objectives Clear Targets Action Plans Review Process 任务务 对对策策 目标标 实施计划The CascadingProcess catch balling抓抓住要点 Level2Level3Level4Level1Group Leader Action Plans Clear Targets Review Process 实施计划 目标清晰晰Team Clear Targets Review Process 目标清晰晰 回顾流程层层递进的流程Department Manager Goals Objectives Clear Targets Action Plans Review Process 目标标 目标清晰晰 实施计划Slide18Each Levelof LeadershipMust HandDown Targetsto TheirTeam Bupyung 100Press 10Body 30Paint 15G A 45For Example Defects PerHundred Vehicles DPHV Trim1 10Trim2 15Trim3 10Trim4 10Production DirectorShop ManagerPlant ShopGroup TeamTeams Group Leader TeamsTeams Slide19But TheTargets Don t AlwaysHave ToMeasure TheSame Thing But SomethingThat WillAffect theNext LevelUp 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 可可测量的 校正的 现实的的定定时的的Targets Have To HaveMeaning ToPeople 目标对员工必须有意义 Team LeaderI haveto achieve0 000135Hours Vehicle Slide20GMDAT DIMC Cost perVehicle TEAM COCKPIT INSTALL Top ScrapItem of GlovesConsumed GROUP LEADERTRIM1 Top3Scrap SHOPMANAGER G A Budget AountsCHANGWON PLANT Total ManufacturingCost Iunderstand mypiece 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 Example EveryoneGets APiece OfThe PieThat IsEasy ToBite Into S M A R T Targets Specific Measurable Aligned Realis tic Timed指定的 可可测量的 校正的 现实的的定定时的的Slid e21Targets AreA GoodStart But WeNeed GoodMethods ToAchieve Them 目标是个好开端 但需要好方法才能达到 GOAL Lead aHealthy Lifestyle以一种健康的生活方式生活OBJECTIVE Maintain aLight Weight保持苗条条TARGET 65kg METHODS Exercise Regularly 3x week 有计划地锻炼 每周3次 Cut DownOn FastFood 1x week 减少吃快餐的次数 每周1次 The ConceptCanBeApplied ToAnything InLife Slide22GOAL OBJECTIVE TARGET METHOD S BPD Exercise Think ofan exampleat workor athome whereyou canestablish aGoal Objective Target andat leastone Method想想工作或生活中设立的目标及实现方法 Discuss asa teamand report Take10minutes团队讨论及汇报 十分钟Slide23Plan计划Do实施施Check检查Action运作作Grasp theSituation了解情况况PDCA is the foundationof BPDPDCA是BPD的基础础Slide24Below ExpectationsNeeds ImprovementMeets ExpectationHow doesit work Actions AnnualBusinessPlanX Activities行动动PLAN DOPROBLEM SOLVING问题解决决CHECK ACT00501001stQtr3rdQtrPDCA如何运作 未完成需要改进完成Regula r ReviewsGoals Objectives Targets Methods Countermeasures对策策 Open Team Discussion Coaching Learning Get Support Resources Go ToSee Slide25BPD We WillBe SuessfulWhen EveryoneFocuses OnWhat TheyCan Control 当每个人都集中力量做事 我们就一定能成功做到BPD Why can t theydesign bettercars What canI doin myarea toimprove Ask NotWhat OthersCan Do Ask WhatCan YouDo OnYour B P D 不追问别人做的 关键在你的自己BPD能做的 Slide26 Visual Management Status ata Glance可视化管理 让信息容易读取 Makes out of standardcondition highlyvisible 突出超标的情况 Open Communication Team Concept Enables allto focuson action plan countermeasures anddiscuss asa 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 BPDCONCEPTS BPD的核心理念 BPD acritical toolto achieveContinuous Improvement BPD是评定是否获得持续改进的工具 Achieve targetsandthen 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 Don t justsit atdesk andreceive reports 不要只是坐在办公室等待别人来汇报 Slide27Manufacturing ProcessValidation Quality SystemManagement QualityFeedback Feed forward Managementby TAKTTime Work place OrganizationAndon ConceptProblem SolvingContinuous ImprovementProcess BusinessPlan DeploymentTotal ProductiveMaintenance ControlledExternal TransportationScheduled Shipping Receiving LevelVehicle OrderSchedules SupplyChain ManagementInternal Pull Delivery SimpleProcess FlowSmall LotPackaging FixedPeriod OrderingSystem Order PartsHealth andSafety PriorityTeam ConceptPeople InvolvementOpen CommunicationProcess ValuesVision Mission ShopFloor ManagementContinuous ImprovementAndon Concept暗灯概念念LeanDesign ofFacilities Equipment Tooling andLayout In Process Controland VerificationSlide28What is an AndonSystem 什么是暗灯系统统 The ANDONSystem allowsteam membersto pullthe cordand callfor helpwhen thereis aproblem orout ofstandard situation The ANDONSystem isan enablerto controlquality whilekeeping the line runningby pullingin supportto addressproblems beforethey stopthe 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 Slide29Always RememberThe Priorities Safety 安全 People 员员工工 Quality 质质量量 Re sponsiveness 响应 Cost 成本 Importance重要性For Example Sometimes WeHaveToSacrifice Responsivenessto AchieveQuality比如 有时我们为了达到质量要求而不得不放弃响 应Slide3010131211FPS FPS FPS Zone2Step1 Andon cordis pulled station lightgoes onand musicbegins第一步拉暗灯控制绳索索 工位的指示灯会亮起并伴随 着音乐乐When thereisaproblem oroutofstandard situationwhich cannot befixed bythe teammember then 当员工不能单独解决出现的问题或超标的情况时 Andon StepsSlide31Andon Steps Cont d Step2 Zone lighton mainAndon boardturns yellow Team Leaderresponds 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应STV CONEQUIP STOPTRIM1EQUIP125436125436BLKQ1Q2Q3Slide32Step3 Help esimmediately andproblem solvingbegins Team Leadertakes 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 Cont d Slide33Step4 Line continuesto moveto fixedposition stop第四步生产线继续运行直到定点停10131211FPS FPS FPSFPSZone2Andon Steps Cont d Slide34Step5 Problem isaddressed Andon isdeactivated byTeam Leaderto keepthe linerunning 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 SHORT CONVEQUIP FULL54123TRIM1EQUIP Q1Q2Q3Andon Steps Cont d Slide35Step6 If Andonis notdeactivated byTeam Leaderwhen vehiclereaches FPS line stopsand boardflashes red Downtime clockbegins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 停线铃开始响起起D owntime ClockSHORT CONVEQUIP FULL54123TRIM1EQUIP Q1Q2Q3Andon Steps Cont d Slide36FPSFPSFPS SetLine at70 of Taktor CycleTime Relate toSpecific Stepin Standardized Work Pull theAndonas EarlyAs Possible at orbefore70 Line to AddressProblems BeforeThey 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 Line ReactionTime Slide37Mgr Group Leader Team Leader Team Member Decision DecisionDecisionPull AndonSupport SupportSupport Needshelp Functionof everyoneincluding managersand staffis tosupport productionteam members 主管及所有人员都有职责支持生产一线的员工工班组成员 员班组长工段长长主管寻求帮助支持支持支持决定定决定定决定定 拉下暗灯拉索Slide38Andon ConceptRole ofTeam Member Follow Standardized Work Actively Watchfor Out of Standard Situations If anAbnormality orDefect IsDiscovered ThatCannot BeImmediately Corrected PulltheAndon and ContinueWith Restof CycleUntil SupportArrives Support Team Leader WithProblem SolvingAs 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 OnStandardized Work Slide39Andon ConceptRole ofTeam Leader Team Leadergoes immediatelyto areaof Andoncall toinvestigate andsupport Team Leaderbegins immediatecorrection of the problem Team Leaderreleases theAndon whenTL hasdetermined acorrection canbe made TL beginsproblem solvingwith supportof TM TeamLeadermanages theAndon 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 Standard Conditions Slide40Andon ConceptRole ofGroupLeader Support TeamLeader if s he isnot ableto countermeasurethe problem and getthelinerunning assoon aspossible Call additionalsupport asneeded i e maintenance quality etc Work withteam leaderto makesure root cause isidentified andcountermeasures implemented Monitor downtime identify problemareas andwork withall availableresources toeliminate problems 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S upport TheTeam Slide41Andon Concept Team Concept Small TeamSize Standardized Work Clear Quality Standards Problem Solving Process Employee Training Mutual Trust Respect Constant Takt Time Fixed PositionStop Decouplers Buffers Process CapabilityENABLERS Irreversible correctionaction Quality instation Inspection andFeedback Open Communication Teamwork Improved ProductivityBENEFITS MotionCorrection Waiting5123456PROCESS NO 33O D Reference4 团队概念念 缩小团队规模模 工作标准化 FP S 明确质量标准准 职员培训训 相互信任 尊重 保持单件工时时 停线点点 缓冲架 加工能力好处处 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Slide42 Why isAndon Partof C I Use AndonData toContinuously Improveby IdentifyingBottlenecks andIssues AffectingThroughput使用暗灯数据通过确定瓶颈及影响产出的问题 来达到持续改进进TRIM1GROUP AndonReportxx 1 24Station001R 10 Station003L 4 Station004R 2 Analyze Reports分析报告告Discuss Countermeasures讨论对策策Improve 改进进Slide43Andon IsNot Justa SystemOf Wiresand Lights暗灯系统不仅仅是一个由电线和灯泡组成的系统It isa Conceptof CallingFor Help它是一种寻求帮助的理念Pull YourAndon 在需要帮助时拉下拉索 EVERYONE HASAN ANDON CORD 每个人都有一根 暗灯拉索 Slide44Manufacturing ProcessValidation ProductQuality StandardsQuality SystemManagement QualityFeedback Feed forward Managementby TAKTTime Work place OrganizationAndonConceptProblem SolvingContinuous ImprovementProcess LeanDesignofFacilities Equipment Tooling andLayout BusinessPlan DeploymentTotal ProductiveMaintenance ControlledExternal TransportationScheduledShipping Receiving LevelVehicle OrderSchedules SupplyChain ManagementInternal Pull Delivery SimpleProcess FlowSmall LotPackaging FixedPeriod OrderingSystem Order PartsHealth andSafety PriorityTeam ConceptPeople InvolvementOpen CommunicationProcess ValuesVision Mission ShopFloor ManagementContinuous ImprovementProblem Solving问题解决决Slide45Problem Solving问题解决What Isa Problem 什么可称为问题 A ProblemIs DefinedAs aDiscrepancy Betweenan ExistingStandard orExpectation andthe ActualSituation 问题定义为现行的标准或期望与实际情况之间的 差异Standard ActualDiscrepancy TIMELEVEL标准实际差异水平时间Slide46Problem Solving问题解决 Problems Arethe Seedsfor Improvement 问题是进行改进的萌芽 Problems ArePositive Opportunities 问题绝对是改进的机会 If ThereAre NoProblems Then SomethingIs Wrong 没有问题才是最大的问题 成长长Growing Slide47 Problems AreNot AboutBlaming People Blame TheProcess Not thePeople 需要责备的是工艺 不是员工 Problems OurBecause ofFailures in the System Problem Solving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 Slide48Guiding PrinciplesEveryone isresponsible forProblem Solving每个人都对解决问题负有责任任TeamMemberTeamLeaderGrou pLeaderMaterial EngineerManager SectionLeader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Slide495 Phase Problem Solving问题解决的五个阶段12345Problem DefinitionImmediate FixRoot Cause Analysis Corrective Action Follow Up Verification跟踪确认认确定问题立即维修纠正措施分析根源Slide 505 Phase ProblemSolving54Direct Cause Cause CauseCause Root Cause BasicCause Effect Investigation5Why Investigationto Root Cause Problem Definition Initial ProblemPerception1Immediate Fix Containment Root CauseAnalysis23Corrective ActionFollow Up VerificationWhere the problem firstours 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Cause Investigation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55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 theSituation掌握情况Slide515 Phase ProblemSolving When isProblemSolvingappropriate 什么时候需要解决问题 Safety Incident安全事故 Major QualityIssue主要的质量问题 Major DowntimeOurrence造成停线的主要原因 Reourring Downtime重复造成停线and anyother abnormalsituations atanywhere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Slide5215 Phase ProblemSolving Problem Definition问题的定义A Statementwhich describesthe currentstatus orsituation 对现状的一段描述Grasp theSituation掌握情况 State the problem thatis ourring Break downthe probleminto smallerones specifically defihe situation 陈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 Deviation andstandard偏差的大小与标准 Quantity ofourrence数量与发生的问题 Frequency andpercentage发生的频率及百分率 The timeperiod发生的时间 Worker ormachine relatedto与此相关的员工或设备 Point ofourrence问题的起点点Slide531 ProblemDefinition cont 问题 的定义 续 Locate Point of Cause Point ofOurrence Where istheproblemfirst observed 查找出现问题的起点 问题的起点 哪里首先出现问题 5 Phase ProblemSolvingProcess3Is the Pointof Cause Observation Go Back to3654321Problem in6Can SeeCan SeeCan SeeCan NotSee Startbacktrack Processflow direction第33道工艺造成出现问题 观察 第3阶段工艺流程方向 在第66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Slide54Apollo13阿波罗13号 What isProblem Description Initial ProblemPerception 问题的描述 初期对问题的理解是什么 What isthePointof Cause 什么是出现问题的起点 ProblemSolvingExercise Slide5525 Phase ProblemSolving Immediate Fix Containment 立即维修 Immediate fixistheaction takento contain theproblemspread立即维修措施是为了防止问题扩散 Immediate fixis anyextraordinary actionas followingexamples to prevent passingon problemto thenext customer internal and or final 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 inspection andrepair100 的检查并修好 Sorting Rework分类 返修It isto protectthe customer这是为了保护顾客利益It isnot therootcauseand solution 这不时最后的解决方案 Slide5635 Phase ProblemSolving Root CauseAnalysis分析问题根源 RootCauseAnalysis分析问题根源 Investigate theidentified cause调查已确定的起因 Five whyinvestigations调查时应用 五个为什么 Cause andeffect diagram起因和结果图 Process diagnosticsheet工艺诊断表 Summarize analysisresults总结分析结果 State whichseem tobe themost significantcause s and howyou reachedthat conclusion记录看起来最重要的原因并写明你的结论是如何得到的 List maincause s 罗列主要原因Slide57RootCauseCauseCauseCause Symptoms Five WhyInvestigation Slide5845 Phase ProblemSolving CorrectiveAction纠正措施 Establishing Implementing ashort orlong termcountermeasure toelimination rootcause 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 Identify bestpossible solutionsin termof identifiedcauses根据确定的愿意制定最理想的解决方案 Prioritize potentialsolutions对潜在方案进行优先性排序 Implement solution执行方案 Establish aschedule withtarget pletiondates制定一个有问题解决期限的计划表Slide595 Phase ProblemSolvin