通用汽车--持续改进PPT课件

,ContinuousImprovement,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,GMS,ContinuousImprovement,Built-InQuality,ShortLeadTime,PeopleInvolvement,Standardization,ContinuousImprovement,ContinuousImprovementCompany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,ContinuousImprovement,WhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?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,Standardization,Improvement改进,Standardization,Standardization,Standardization,Improvement改进,Improvement改进,ContinuousImprovement,StandardizationBeforeContinuousImprovement!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,ThePDCACycle,PDCA,ThePDCACycleisOneOfTheMostImportantConceptsInACompany,P,D,REACT,P,Poorcompaniesdolittleplanning,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,D,C,A,World-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,BAD,GOOD,LetsgotoKyongJu!,Plan计划,Prepareforthetrip,Twodaysbeforeleaving,checkengineOILLEAK!,Fixoilleak&leaveontime,OurFamilyHasNotHadAVacationInALongTime!,PDCACanBeUsedForAnything,Do实施,GrasptheSituation掌握情况,Check检查,Action运作,HealthandSafetyPriority,ContinuousImprovement,ManufacturingProcessValidation,In-ProcessControlandVerification,ProductQualityStandards,QualityFeedback/Feed-forward,VisualManagement,ManagementbyTAKTTime,Work-placeOrganization,ContinuousImprovementProcess,TotalProductiveMaintenance,ScheduledShipping/Receiving,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,HealthandSafetyPriority,QualifiedPeople,TeamConcept,PeopleInvolvement,OpenCommunicationProcess,Vision,ShopFloorManagement,ContinuousImprovement,QualitySystemManagement,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,AcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:,Definition,BusinessPlanDeployment,定义,SafetyPeopleQualityResponsivenessCost,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,DivisionDirector,differentdirections,noownership,conflictinggoals,MISSION,duplication,BeforeBPD,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,MISSION,TRACKPERFORMANCE,DEPLOYRESOURCES,GME-BPDGuide,FOCUS,TARGETS,CLEARDIRECTION,COMMONGOALS,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,AfterBPD,ConcreteGOALS,RegularandConsistentReviews,Coordination,AchievingOurVision,InOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoals,SPECIFICOBJECTIVES,CLEAR&MEASURABLETARGETS,AMETHODTORESEARCHTHETARGETS,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,Safeworkingenvironmentforallemployees,RegularandConsistentReviews,Coordination,AchievingOurVision,InOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoals,Nosafetyincidents零事故,LostWorkDay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?,1-6,6-10,10-20,20-40,40-100,%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！,DivisionManagers,Mission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任务/对策目标实施计划,TheCascadingProcess(catchballing抓住要点),Level2,Level3,Level4,Level1,DetailedActionPlansandCountermeasures,CascadingStrategiesandObjectives,详细的实施计划及应急措施,层层实施计划并实现目标,GroupLeader,ActionPlansClearTargetsReviewProcess实施计划目标清晰,Team,ClearTargetsReviewProcess目标清晰回顾流程,层层递进的流程,DepartmentManager,Goals&ObjectivesClearTargetsActionPlansReviewProcess目标目标清晰实施计划,EachLevelofLeadershipMustHandDownTargetstoTheirTeam,Bupyung100,Press-10Body-30Paint-15G.A.-45,ForExample,DefectsPerHundredVehicles(DPHV),Trim1-10Trim2-15Trim3-10Trim4-10,ProductionDirector,ShopManager,Plant,Shop,Group,Team,Teams,GroupLeader,Teams,Teams,ButTheTargetsDontAlwaysHaveToMeasureTheSameThing,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,TargetsHaveToHaveMeaningToPeople!目标对员工必须有意义！,TeamLeader,Ihavetoachieve0.000135Hours/Vehicle?,GMDAT/DIMCCostperVehicle,TEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed),GROUPLEADERTRIM1Top3Scrap,SHOPMANAGERG.A.BudgetAccounts,CHANGWONPLANTTotalManufacturingCost,Iunderstandmypieceofthepie?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-Example,EveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!,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,OBJECTIVEMaintainaLightWeight保持苗条,TARGET65kg,METHODS-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)=,BPDExercise,ThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想工作或生活中设立的目标及实现方法。DiscussasateamandreportTake10minutes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,PDCAisthefoundationofBPD,PDCA是BPD的基础,BelowExpectationsNeedsImprovementMeetsExpectation,Howdoesitwork?,X,Activities行动,PLAN,DO,PROBLEMSOLVING问题解决,CHECK,ACT,PDCA如何运作?,未完成需要改进完成,RegularReviews,Goals,Objectives,Targets,Methods,Countermeasures,对策,Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSee,BPDWeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!当每个人都集中力量做事，我们就一定能成功做到BPD。,Whycanttheydesignbettercars?,WhatcanIdoinmyareatoimprove?,AskNotWhatOthersCanDoAskWhatCanYouDoOnYourB.P.D.!不追问别人做的，关键在你的自己BPD能做的。,VisualManagementStatusataGlance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-Dontjustsitatdeskandreceivereports.不要只是坐在办公室等待别人来汇报。,QualitySystemManagement,QualityFeedback/Feed-forward,StandardizedWork,VisualManagement,ManagementbyTAKTTime,Work-placeOrganization,EarlyMfg.andDesignIntegration(DFM/DFA),TotalProductiveMaintenance,ControlledExternalTransportation,ScheduledShipping/Receiving,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,SmallLotPackaging,FixedPeriodOrderingSystem/OrderParts,HealthandSafetyPriority,QualifiedPeople,TeamConcept,PeopleInvolvement,OpenCommunicationProcess,Vision/Mission,ShopFloorManagement,ContinuousImprovement,LeanDesignofFacilities,Equipment,ToolingandLayout,In-ProcessControlandVerification,ProductQualityStandards,WhatisanAndonSystem?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,10,13,12,11,FPS,FPS,FPS,Zone2,Step1-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,AndonSteps,AndonSteps(Contd),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(Contd),Step4-Linecontinuestomovetofixedpositionstop第四步：生产线继续运行直到定点停,10,13,12,11,FPS,FPS,FPS,FPS,Zone2,AndonSteps(Contd),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。,AndonSteps(Contd),Step6IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,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,DowntimeClock,AndonSteps(Contd),FPS,FPS,FPS,SetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWork,PulltheAndonasEarlyAsPossible(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%Line,ReactionTime,Mgr,GroupLeader,TeamLeader,TeamMember,Decision,Decision,Decision,PullAndon,Support,Support,Support,Needshelp,Functionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.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!,AndonConcept,TeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapability,ENABLERS,IrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivity,BENEFITS,MotionCorrectionWaiting,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,TRIM1GROUPAndonReport2003/1/24Station001R10Station003L4Station004R2,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”,ProductQualityStandards,QualitySystemManagement,In-ProcessControl&Verification,QualityFeedback/Feed-forward,VisualManagement,ManagementbyTAKTTime,Work-placeOrganization,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,TotalProductiveMaintenance,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,HealthandSafetyPriority,PeopleInvolvement,Values,Vision/Mission,ShopFloorManagement,ContinuousImprovement,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,Standard,Actual,Discrepancy,TIME,LEVEL,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,ProblemsAreNotAboutBlamingPeople!BlameTheProcessNotthePeople!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。,GuidingPrinciples,EveryoneisresponsibleforProblemSolving每个人都对解决问题负有责任,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,5-PhaseProblemSolving问题解决的五个阶段,1,2,3,4,5,ProblemDefinition,ImmediateFix,RootCauseAnalysis,CorrectiveAction,Follow-UpVerification,跟踪确认,确定问题,立即维修,纠正措施,分析根源,5-PhaseProblemSolving,5,4,DirectCause,Cause,Cause,Cause,RootCause,BasicCause/EffectInvestigation,5WhyInvestigationtoRootCause,ProblemDefinition/InitialProblemPerception,1,ImmediateFix(Containment),RootCauseAnalysis,2,3,CorrectiveAction,Follow-UpVerification,Wheretheproblemfirstoccurs?,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,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,5-PhaseProblemSolving,WhenisProblemSolvingappropriate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,1,5-PhaseProblemSolving,ProblemDefinition问题的定义,AStatementwhichdescribesthecurrentstatusorsituation.,对现状的一段描述,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,1,ProblemDefinition(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-PhaseProblemSolving,Process3IsthePointofCause!,Observation:GoBackto3,6,5,4,3,2,1,Problemin6,CanSee,CanSee,CanSee,CanNotSee,Startbacktrack,Processflowdirection,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?,ProblemSolvingExercise,2,5-PhaseProblemSolving,ImmediateFix(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！,3,5-PhaseProblemSolving,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,FiveWhyInvestigation,4,5-PhaseProblemSolving,CorrectiveAction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-PhaseProblemSolving,5,Follow-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,Whyis5PhaseProblemSolvingPartofC.I.?,TraditionalCompaniesStopatPhase2TheyJustContaintheProblemandPutonaBand-Aid,World-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgain,ThatsNotRealImprovementItisJustGettingBacktoStandard!,Now,THATisContinuousImprovement!,GOALLTHEWAYTOPHASE5!,IfWeReallyWantToBeSuccessfulandBeatHyundai,ProductQualityStandards,QualitySystemManagement,In-ProcessControl&Verification,QualityFeedback/Feed-forward,VisualManagement,ManagementbyTAKTTime,Work-placeOrganization,EarlyMfg.andDesignIntegration(DFM/DFA),LeanDesignofFacilities,Equipment,ToolingandLayout,TotalProductiveMaintenance,LevelVehicleOrderSchedules,SupplyChainManagement,InternalPull/Delivery,HealthandSafetyPriority,QualifiedPeople,TeamConcept,PeopleInvolvement,OpenCommunicationProcess,Values,Vision/Mission,ShopFloorManagement,ContinuousImprovement,ContinuousImprovementCulture,Sethurdles,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,Improve,7TypesofWaste,ContinuousImprovementCulture,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！,ContinuousImprovementCulture,DieChangeExercise,更换模具练习,DieChangeExercise,DieChangeExercise-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,DieChangeExercise,Instructions: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）Verifynutsaresecu