通用汽车持续改进管理体系培训教材学习教案

1、会计学1通用汽车持续通用汽车持续(chx)改进管理体系培训教改进管理体系培训教材材第一页，共77页。Small, steadyimprovements toconstantly improveThe Standard! 从细小、稳定的改进到标准(biozhn)的不断提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进(gijn)就难以生存第2页/共77页第二页，共77页。Stability Through Standardization!通过标准化获得

2、通过标准化获得(hud)稳定发展稳定发展第3页/共77页第三页，共77页。StandardizationImprovement改进改进(gijn)StandardizationStandardizationStandardizationImprovement改进改进(gijn)Improvement改进改进(gijn)标准化标准化标准化标准化标准化标准化标准化标准化第4页/共77页第四页，共77页。Plan 计划计划(jhu)Do 实施实施(shsh)Check 检查检查(jinch)Action 运作运作 The PDCA CyclePDCA第5页/共77页第五页，共77页。PDREACTP

3、Poor 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(jhu)，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 schedule 世界级的大公司会做非常周详的计划，对每

4、件工作(gngzu)进行跟踪检查以便及时采取纠正措施并按进度表运行BADGOOD第6页/共77页第六页，共77页。Lets go to Kyong Ju! Plan 计划计划(jhu)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 实施实施(shsh)Grasp the Situatio

5、n掌握情况掌握情况Check 检查检查(jinch)Action 运作运作第7页/共77页第七页，共77页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal Transportat

6、ionScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessVa

7、luesVisionShop FloorManagementContinuous ImprovementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and Desi

8、gnIntegration (DFM/DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness Plan DeploymentTotal ProductiveMaintenance暗灯概念暗灯概念TPM业务计划实施业务计划实施解决解决问题问题持续改进的过程持续改进的过程早期管理及早期管理及综合设计综合设计(DFM/DFA)厂房，设备，工具及厂房，设备，工具及布置的精益化设计布置的精益化设计第8页/共77页第八页，共77页。ManufacturingProcess

9、 ValidationIn-ProcessControl andVerificationProductQuality StandardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal Trans

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

11、cessValuesVisionShop FloorManagementContinuous ImprovementBusiness PlanDeployment业务计划实施业务计划实施QualitySystemManagementEarly Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and Layout第9页/共77页第九页，共77页。A common process which enables our Global Organization made up of mu

12、ltiple parts, to act in unison to achieve company wide goals in five key categories:DefinitionBusiness Plan Deployment定定 义义Safety People Quality Responsiveness CostBPD是一种共有的方法，它能使多个部分组成是一种共有的方法，它能使多个部分组成我们的全球团队，通过五个核心范畴我们的全球团队，通过五个核心范畴(fnchu)统一行动以达到公司的总体目标：统一行动以达到公司的总体目标：安全安全员工员工(yungng)质量质量 响应响应成本成

13、本第10页/共77页第十页，共77页。?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore BPD部门部门(bmn)主管主管通过通过(tnggu)不同的途径不同的途径没有落实没有落实(lush)责任责任目标向冲突目标向冲突任务任务重复重复ONLY HE KNOWS THE GOALS第11页/共77页第十一页，共77页。 MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR

14、 DIRECTIONCOMMON GOALS任务任务(rn wu)对工作进行对工作进行(jnxng)跟踪跟踪调动调动(diodng)资源资源关注关注目标目标思路清晰思路清晰共同目标共同目标Division Director部门主管部门主管EVERYONE KNOWS THE GOALSAfter BPD第12页/共77页第十二页，共77页。Concrete GOALSRegular and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its

15、VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为了实现为了实现(shxin)GMDAT/DIMC的宗旨，我们必须实现的宗旨，我们必须实现(shxin)我我们的目标们的目标宗旨宗旨(zngzh)/任务任务定期坚持定期坚持(jinch)审议审议协调协调具体目标具体目标明确目明确目标标清清晰的，可量化的目晰的，可量化的目标标有搜有搜寻寻目目标标的方法的方法我们的宗旨我们的宗旨第13页/共77页第十三页，共77页。S

16、afe 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零事故零事故(shg) Lost Work Day没没有有(mi yu)损损失工作日事故失工作日事故Increase Compliance of PPE增加增加(zngji)对对

17、PPE的使用的使用定期坚持审议定期坚持审议协调协调我们的宗旨我们的宗旨宗旨宗旨 / 任务任务为所有员工创造安全的工作环境为所有员工创造安全的工作环境为了为了实现实现GMDAT/DIMC的宗旨的宗旨，我们我们必须必须实现我们的目标实现我们的目标第14页/共77页第十四页，共77页。Why Engage the Workforce? 为何为何(wih)要雇佣工人要雇佣工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possible Improvement 员工员工

18、(yungng)的参与率的参与率参与参与(cny)的可能性的可能性为什么为什么?为什么为什么?为什么为什么?为什么为什么?为什么为什么?Who is involved in BPD? Everyone! 那些人与那些人与BPD有关？有关？每个人！每个人！第15页/共77页第十五页，共77页。Mission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任务/对策目标(mbio)实施计划The Cascading Process(catch balling 抓住要点抓住要点(yodin)Level 2L

19、evel 3Level 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细的实施计划及应急详细的实施计划及应急(yng (yng j)j)措施措施层层实施计划并实现目标层层实施计划并实现目标Action PlansClear TargetsReview Process实施计划实施计划目标清晰目标清晰Clear TargetsReview Process目标清晰目标清晰回顾流程回顾流程层层递进的流程层层递进的流程Goals & ObjectivesClear Targ

20、etsAction PlansReview Process目标目标目标清晰目标清晰实施计划实施计划第16页/共77页第十六页，共77页。Bupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeams第17页/共77页第十七页，共

21、77页。S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目标是：特定的， 可测量(cling)的， 校正的， 现实的 定时的Targets Have To Have Meaning To People!目标(mbio)对员工必须有意义！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?第18页/共77页第十八页，共77页。GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Ite

22、m (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI understand my piece of the pie?我知道自己我知道自己(zj)应得的馅饼有多大应得的馅饼有多大班组驾驶座安装班组驾驶座安装主要主要(zh(zhyo)yo)耗材（手套）耗材（手套）GMDAT/DIMC每辆车的成本每辆车的成本(chngbn)大宇昌原整车厂大宇昌原整车厂总制造成本总装车间主任总装车间主任预算调整一工段工段长

23、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，指定的， 可测量的，可测量的， 校正的，校正的， 现实的现实的 定时的定时的第19页/共77页第十九页，共77页。GOAL = Lead a Healthy Lifestyle 以一种健康(jinkng)的生活方式生活OBJECTIVE Maintai

24、n a Light Weight 保持(boch)苗条TARGET 65 kgMETHODS - Exercise Regularly (3x/week) 有计划地锻炼有计划地锻炼 (每周每周3次次) - Cut Down On Fast Food (1x/week) 减少吃快餐的次数（每周减少吃快餐的次数（每周1次）次）The Concept Can Be Applied To Anything In Life!第20页/共77页第二十页，共77页。GOAL =OBJECTIVE =TARGET =METHOD(S) =BPD Exercise Think of an example at

25、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想想工作或生活中设立的目标及实现方法现方法(fngf)。 Discuss as a team and report Take 10 minutes 团队讨论及汇报团队讨论及汇报-十分钟十分钟第21页/共77页第二十一页，共77页。Plan 计划计划(jhu)Do 实施实施(shsh)Check 检查检查(jinch)Action 运作运作 PDCA is the foundation o

26、f BPDPDCA是是 BPD的基础的基础第22页/共77页第二十二页，共77页。Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行动行动(xngdng) PLANDOPROBLEM SOLVING问题问题(wnt)解决解决CHECKACT0 050501001001st1st3rd3rdPDCA如何如何(rh)运作运作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, Me

27、thodsCountermeasures对策对策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To See第23页/共77页第二十三页，共77页。BPD We Will Be Successful When Everyone Focuses On What They Can Control! 当每个人都集中当每个人都集中力量做事，我们力量做事，我们(w men)就一定能成功做到就一定能成功做到BPD。Why cant they design better cars?What can I

28、 do in my area to improve?Ask Not What Others Can Do Ask What Can You Do On Your B.P.D.! 不追问别人做的，关键(gunjin)在你的自己BPD能做的。第24页/共77页第二十四页，共77页。KEY BPD CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement.u BPD是评定是否获得持续改进的工具是评定是否获得持续改进的工具(gngj)u - Achieve targets and then “raise th

29、e bar”.u 达到了目标，接着制定更高的目标。达到了目标，接着制定更高的目标。uPDCAu - Discipline & Follow-up 一种规则并需要持续一种规则并需要持续(chx)进行进行u“Go-To-See” Leadership Style “Go-To-See” 领导模式 - Dont just sit at desk and receive reports. 不要只是坐在办公室等待别人来汇报。第25页/共77页第二十五页，共77页。ManufacturingProcess ValidationQualitySystemManagementQualityFeedba

30、ck/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /Receiving

31、Level VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorMan

32、agementContinuous ImprovementAndonConcept暗灯暗灯概念概念Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality Standards第26页/共77页第二十六页，共77页。What is an Andon System? 什么什么(shn me)是暗灯系统是暗灯系统?The ANDON System allows team members to pull the cord and call for help

33、 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 to 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允许员工在出现问题或有超标情况时拉绳索以寻求帮助(bngzh)(bngzh)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

34、求支持人员在停线前到出现问题的工位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。解决问题，以满足对质量的控制。第27页/共77页第二十七页，共77页。Safety (安全安全)People (员工员工(yungng)Quality (质量质量)Responsiveness (响应响应)Cost (成本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有时我们为了达到质量要求(yoq

35、i)而不得不放弃响应第28页/共77页第二十八页，共77页。10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗灯控制(kngzh)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 team member, then 当员工当员工(yungng)不能单不能单独解决出独解决出现的问题或超标的情况现的问题

36、或超标的情况时时Andon Steps第29页/共77页第二十九页，共77页。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(qy)的指示灯变成黄色，班组长对暗灯系统的信号做出反应第30页/共77页第三十页，共77页。Step 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon re

37、sponsibility第三步：支持人员(rnyun)立刻到达并开始解决问题，班组长对此负责Andon Steps (Contd)第31页/共77页第三十一页，共77页。Step 4 - Line continues to move to fixed position stop第四步：生产线继续运行(ynxng)直到定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)第32页/共77页第三十二页，共77页。Step 5 - Problem is addressed, Andon is deactivated by Team Leader to kee

38、p 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(jx)运行。SHORTCONVEQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)第33页/共77页第三十三页，共77页。Step 6 If Andon is not deactivated by Team Leader when vehicle reaches FPS, line stops and board flashes red - 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(b

39、ngqi)主看板上红灯开始闪烁，停线铃开始响起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)第34页/共77页第三十四页，共77页。FPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPurpose of “70% Line”70% LineReaction Time第35页/共77页第三十五页，共77页。MgrGroup LeaderTeam Lead

40、erTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管主管(zhgun)及所有人员都有职责支持生产一线的员工及所有人员都有职责支持生产一线的员工班组成员班组成员班组长班组长工段长工段长主管主管(zhgun)寻求寻求(xnqi)(xnqi)帮助帮助支持支持支持支持支持支持决定决定决定决定决定决定拉下暗灯拉索拉下暗灯拉索

41、第36页/共77页第三十六页，共77页。Focus On Standardized Work!第37页/共77页第三十七页，共77页。Address Non-StandardConditions!第38页/共77页第三十八页，共77页。Support The Team!第39页/共77页第三十九页，共77页。Team ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt Time

42、Fixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Quality in station Inspection and Feedback Open Communication Teamwork Improved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4团队概念团队概念缩小缩小(suxio)团队规模团队规模工作标准化工作标准化(FPS)明

43、确质量标准明确质量标准职员培训职员培训相互信任相互信任/尊重尊重保持单件工时保持单件工时停线点停线点缓冲架缓冲架加工能力加工能力好处好处(ho chu) 实施实施(shsh)(shsh)的纠正措施不能复的纠正措施不能复原原 在工位控制质量在工位控制质量 检查和反馈检查和反馈 开放式交流开放式交流 团队合作团队合作 提高生产力提高生产力第40页/共77页第四十页，共77页。Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用使用(shyng)暗灯暗灯数

44、数据通据通过过确定确定瓶颈瓶颈及影及影响产响产出的出的问题来达问题来达到持到持续续改改进进TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析(fnx)报告Discuss Countermeasures讨论(toln)对策Improve!改改进进第41页/共77页第四十一页，共77页。It is a Concept of Calling For Help它是一种寻求帮助(bngzh)的理念Pull Your Andon!在需要(xyo)帮助时拉下拉索！EVE

45、RYONE HAS AN “ANDON CORD”每每个个人都有一根人都有一根“ “暗灯拉索暗灯拉索” ”第42页/共77页第四十二页，共77页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConcep

46、tProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManageme

47、ntInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题问题

48、解决解决第43页/共77页第四十三页，共77页。StandardActualDiscrepancyTIMELEVEL标准标准(biozh(biozhn)n)实际实际(shj)(shj)差异差异水平水平时时间间第44页/共77页第四十四页，共77页。成长成长(chngzhng)Growing第45页/共77页第四十五页，共77页。uProblems Are Not About Blaming People!u Blame The Process Not the People! u 需要责备的是工艺，不是需要责备的是工艺，不是(b shi)员工！员工！u Problems Occur Becaus

49、e of Failures in the System. 有问题不意味这要责备有问题不意味这要责备(zbi)(zbi)员工！员工！由于系统失效才产生问题。由于系统失效才产生问题。第46页/共77页第四十六页，共77页。Guiding PrinciplesEveryone is responsible for Problem Solving每个人都对解决问题负有责任每个人都对解决问题负有责任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指导指导(zh(zhd do)o)原则原则班组成员班组成员班组长班组长工段

50、长工段长部门部门(bmn)(bmn)领导领导物流物流工程师工程师主管主管(zh(zhgugun)n)第47页/共77页第四十七页，共77页。12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪跟踪(gnzng)确认确认确定确定(qudng)问题问题立即维修立即维修纠正措施纠正措施分析根源分析根源第48页/共77页第四十八页，共77页。54Direct CauseCauseCauseCauseRootCauseBasic Cause /EffectInvesti

51、gation5 Why Investigationto Root CauseProblem Definition/Initial Problem Perception1Immediate Fix(Containment)RootCauseAnalysis 23Corrective ActionFollow -UpVerificationWhere the problem first occurs?问题问题(wnt)(wnt)解决的五个阶段解决的五个阶段确定问题确定问题/ /最初最初(zuch)(zuch)对问题的理解对问题的理解立即立即(lj)(lj)维修维修CauseInvestigatio

52、n起因起因调查调查问题问题根源根源纠正措施纠正措施持续确认持续确认分析分析问题问题根源根源直接原因起因起因起因起因起因起因问题首先在哪发生？问题首先在哪发生？基本起因基本起因/ /结果的调查结果的调查对问题根源调查的对问题根源调查的5 5个为什么个为什么Why?Why?Why?Why?Why?为什么为什么为什么为什么为什么为什么为什么为什么为什么为什么Grasp the Situation掌握情况掌握情况第49页/共77页第四十九页，共77页。n的质量问题n- Major Downtime Occurrence 造成停线的主要原因n- Reoccurring Downtime 重复造成停线na

53、nd any other abnormal situations at anywheren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问题解决(jiju)(jiju)的五个阶段的五个阶段第50页/共77页第五十页，共77页。1A Statement which describes the current status or situation. 对现状对现状(xinzhung)(xinzhung)的一段描述的一段描述Grasp the Situation掌握掌握情况情况State the problem that is occurring (Break down the problem

54、 into smaller ones & specifically define the situation) 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）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 and standard 偏差的大小与标准偏差的大小与标准Quantity of occurrence 数量与发生的问题数量与发生的问题Frequency and percentage 发生的频率及百分率发生的频率及百分率The time period 发生的时间发生的时间Worker or machine related to 与此相关的员工或设备

55、与此相关的员工或设备(shbi)Point of occurrence 问题的起点点问题的起点点第51页/共77页第五十一页，共77页。15-Phase Problem SolvingProcess 3 Is the Point of Cause!Observation:Go Back to 3654321Problem in 6Can SeeCan SeeCan SeeCan Not SeeStart backtrackProcess flow direction第第3 3道工艺造成道工艺造成(zo chn(zo chn) )出现问题！出现问题！观察观察(gunch) :(gunch) :第

56、第 3 3 阶段阶段工艺流程方向工艺流程方向在第在第6 6道工艺发现问题道工艺发现问题能够看见能够看见能够看见能够看见能够看见能够看见不能看见不能看见开始开始追溯追溯第52页/共77页第五十二页，共77页。What is the Point of Cause?什么是出现问题(wnt)的起点?Problem Solving Exercise第53页/共77页第五十三页，共77页。2第54页/共77页第五十四页，共77页。35-Phase Problem SolvingRoot Cause Analysis分析问题分析问题根源根源第55页/共77页第五十五页，共77页。Root CauseCaus

57、eCauseCauseSymptoms Five Why Investigation第56页/共77页第五十六页，共77页。4Identify best possible solutions in term of identified causes 根据确定的愿意制定(zhdng)最理想的解决方案Prioritize potential solutions 对潜在方案进行优先性排序Implement solution 执行方案 Establish a schedule with target completion dates 制定一个(y )有问题解决期限的计划表第57页/共77页第五十七页，

58、共77页。5MARCH3第58页/共77页第五十八页，共77页。Traditional Companies Stop at Phase 2 They Just Contain the Problem and Put on a Band-Aid World-Class Companies Find The Root Cause and Put in Steps to Prevent It From Happening AgainThats Not Real Improvement It is Just Getting Back to Standard!Now, THAT is Continuous Improvement!K J 第59页/共77页第五十九页，共77页。GO ALL THE WAY TO PHASE 5!If We Really Want To Be Successful and Beat Hyundai第60页/共77页第六十页，共77页。ManufacturingProcess ValidationProductQualityStanda