通用大宇持续改进培训材料

1、Continuous Improvement持续改进持续改进员工参与员工参与标准化标准化制造质量制造质量缩短制造周期缩短制造周期持续改进持续改进32 GMSContinuous ImprovementBuilt-InQualityShort LeadTimePeopleInvolvementStandardizationContinuous ImprovementHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessControlledExternal Tran

2、sportationManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementValuesVision/MissionShop FloorManagementInternal Pull /DeliveryAndonConceptProblemSolvingSimpleProcessFlowIn-ProcessControl &Verific

3、ationStandardizedWorkSmall LotPackagingTemporaryMaterialStorageQualityFeedback/Feed-forwardVisualManagementManagementby TAKT TimeWork-placeOrganizationEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymen

4、tTotal ProductiveMaintenance Fixed Period Ordering System/ Order PartsContinuous Improvement Company持续改进的公司持续改进的公司Small, steadyimprovements toconstantly improveThe Standard! 从细小、稳定的改进到标准的不断提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 没有改进就难以生存Continuo

5、us ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能够进行持续改进前什么工作是绝对必要的？在能够进行持续改进前什么工作是绝对必要的？Stability Through Standardization!通过标准化获得稳定发展通过标准化获得稳定发展StandardizationImprovement改进改进StandardizationStandardizationStandardizationImprovement改进改进Improvement改进改进Continuous Imp

6、rovementStandardization Before Continuous Improvement! 在进行持续改进前的标准在进行持续改进前的标准标准化标准化标准化标准化标准化标准化标准化标准化Plan 计划计划Do 实施实施Check 检查检查Action 运作运作 The PDCA CyclePDCAThe PDCA Cycle is One Of The Most Important Concepts In A CompanyPDREACTPPoor companies do little planning, mostly doing, do not check their st

7、atus and then react to 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，对每件工作进行跟踪世界级的大公司会做非常周详的计划，对每件工作进行跟

8、踪检查以便及时采取纠正措施并按进度表运行检查以便及时采取纠正措施并按进度表运行BADGOODLets go to Kyong Ju! Plan 计划计划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Grasp the Situation掌握情况掌握情况Check 检查检查Act

9、ion 运作运作ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOr

10、der SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous Impro

11、vementAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM/DFA)ContinuousImprovementPr

12、ocessLean 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ManufacturingProcess ValidationIn-ProcessControl andVerificationProductQuality Stan

13、dardsQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder Schedul

14、esSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVisionShop FloorManagementContinuous ImprovementBusin

15、ess 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 LayoutA common process which enables our Global Organization made up of multiple parts, to act in unison to achieve company wide goals in five key categor

16、ies: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：统一行动以达到公司的总体目标：安全安全员工员工质量质量 响应响应成本成本?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

17、 BPD部门主管部门主管通过不同的途径通过不同的途径没有落实责任没有落实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 MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任务任务对工作进行跟踪对工作进行跟踪调动资源调动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 BPDConcrete GOALSRegula

18、r and Consistent ReviewsCoordinationVision/MissionAchieving Our VisionIn Order for GMDAT/DIMC to Achieve Its VISION, we have to achieve our goalsSPECIFIC OBJECTIVESCLEAR & MEASURABLE TARGETSA METHOD TO RESEARCH THE TARGETS为了实现为了实现GMDAT/DIMC的宗的宗旨，我们必须实现我们的目标旨，我们必须实现我们的目标宗旨宗旨/任务任务定期坚持审议定期坚持审议协调协调具

19、体目标具体目标明确目标明确目标清晰的，可量化的目标清晰的，可量化的目标有搜寻目标的方法有搜寻目标的方法我们的宗旨我们的宗旨Safe 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 Lost Work Day没有损失工作日

20、事故没有损失工作日事故Increase Compliance of PPE增加对增加对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实现为了实现GMDAT/DIMC的宗的宗旨，我们必须实现我们的目标旨，我们必须实现我们的目标Why Engage the Workforce? 为何要雇佣工人为何要雇佣工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possi

21、ble Improvement 员工的参与率员工的参与率参与的可能性参与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！Mission/StrategyGoals & ObjectivesClear TargetsAction Plans Review Process任务任务/对策对策目标目标实施计划实施计划The Cascading Process(catch balling 抓住要点抓住要点)Level 2Level 3Level 4L

22、evel 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives详细的实施计划及应急措施详细的实施计划及应急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 TargetsAction PlansReview Proces

23、s目标目标目标清晰目标清晰实施计划实施计划Each Level of Leadership Must Hand Down Targets to Their TeamBupyung 100Press - 10Body - 30Paint - 15G.A. - 45For Example, Defects Per Hundred Vehicles (DPHV)Trim 1 - 10Trim 2 - 15Trim 3 - 10Trim 4 - 10Production DirectorShop ManagerPlantShopGroupTeamTeamsGroup LeaderTeamsTeamsB

24、ut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up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影响到下一层次的改进 . Targets: Specific, Measurable, Aligned, Realistic & Timed 目标是：目标是：特定的，特定的， 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Target

25、s Have To Have Meaning To People!目标对员工必须有意义！目标对员工必须有意义！ Team LeaderI have to achieve 0.000135 Hours/Vehicle?GMDAT/DIMCCost per VehicleTEAM - COCKPIT INSTALLTop Scrap Item (# of Gloves Consumed)GROUP LEADER TRIM 1Top 3 ScrapSHOP MANAGER G.A.Budget AccountsCHANGWON PLANTTotal Manufacturing CostI under

26、stand my piece of the pie?我知道自己应得的馅饼有多大我知道自己应得的馅饼有多大班组驾驶座安装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!. Targets: Specific, Measurable, Aligned, Realistic & Timed 指定的，指定的，

27、 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Targets Are A Good Start, But We Need Good Methods To Achieve Them目标是个好开端，但需要好方法才能达到。GOAL = Lead a Healthy Lifestyle 以一种健康的生活方式生活以一种健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗条保持苗条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 Dow

28、n 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!GOAL =OBJECTIVE =TARGET =METHOD(S) =BPD Exercise Think of an example at work or at home where you can establish a Goal, Objective, Target and at least one Method 想想工作或想想工作或生活中设立的目标及实现方法。生活中设立的目标及实现方法。

29、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Plan 计划计划Do 实施实施Check 检查检查Action 运作运作 PDCA is the foundation of BPDPDCA是是 BPD的基础的基础Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行动行动 PLANDOPROBLEM SOLVING问题解决问题解决CHECKACT0

30、 050501001001st1st3rd3rdPDCA如何运作如何运作?未完成需要改进完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures对策对策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They Can Control! 当每个人都当每个人都集中力量做事，我们就一定能成功做到

31、集中力量做事，我们就一定能成功做到BPD。Why cant they design better cars?What can I 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，关键在你的自己BPD能做的。uVisual Management Status at a Glance 可视化管理让信息容易读取 - Makes out of standard condition highly visible. 突出超标的情况。uOpen Communicat

32、ion/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a 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 BPD CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是评定是否获得持续改进的工具 - Achieve targets and then “raise the bar”. 达到了目标，接着制定更高的目标。uPDCA - Disc

33、ipline & Follow-up 一种规则并需要持续进行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。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizatio

34、nAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowS

35、mall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗灯暗灯概念概念Lean Design of Facilities, Equipment,Tool

36、ing and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System? 什么是暗灯系统什么是暗灯系统?The ANDON System allows team members to pull the cord and call for help when there is a problem or out of standard situation.The ANDON System is an enabler to control quality while keeping

37、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。停线前到出现问题的工位解决问题，以满足对质量的控制。Always Remember The PrioritiesSafety (安全

38、安全)People (员工员工)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而不得不放弃响应10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and music begins第一步：拉暗灯控制绳索第一步：拉暗灯控制绳索, 工位的指示灯会亮起

39、并伴随着音乐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 当员工不能单独解决出当员工不能单独解决出现的问题或超标的情况现的问题或超标的情况时时Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader responds to the Andon第二步：第二步： 在暗灯系统主看板上相

40、应区域的指示灯变成黄色，班组长对暗灯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系统的信号做出反应STVCONEQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3Step 3 - Help comes immediately and problem solving begins. Team Leader takes 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 (Contd)Step 4 - Line

41、continues to move to fixed position stop第四步：生产线继续运行直到定点停第四步：生产线继续运行直到定点停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep 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运行。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。SHORTCONVEQUIPFULL54123TRIM 1EQUI

42、PQ1Q2Q3Andon Steps (Contd)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，生产线停止并且主第六步：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，停线铃开始响起看板上红灯开始闪烁，停线铃开始响起Downtime ClockSHORTCONV EQUIPFULL541

43、23TRIM 1EQUIPQ1Q2Q3Andon Steps (Contd)FPSFPSFPSSet Line at 70% of Takt or Cycle Time & Relate to Specific Step in Standardized WorkPull the Andon as Early As Possible (at or before 70% Line) to Address Problems Before They Stop the Line! 在线停之前，尽早拉动暗灯线宣告出在线停之前，尽早拉动暗灯线宣告出现问题。（在现问题。（在70%线位或之前），线位或之

44、前），Purpose of “70% Line”70% LineReaction TimeMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人员都有职责支持生产一线的员工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成员班组长班组长工段长工段长主管主管寻

45、求帮助寻求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Andon ConceptRole of Team MemberFollow Standardized WorkActively Watch for Out-of-Standard SituationsIf an Abnormality or Defect Is Discovered That Cannot Be Immediately Corrected, Pull the Andon, and Continue With Rest of Cycle Until Support Arrives.Suppor

46、t Team Leader With Problem Solving As Required. 班组成员的职责班组成员的职责 按照标准化要求作业按照标准化要求作业 主动查找超标情况主动查找超标情况 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。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支持的班组长按要求解决问题Focus On Standardized Work!Andon ConceptRole of Team Leader:Team Leader goes immedia

47、tely to area of Andon call to investigate and support.Team Leader begins immediate correction of the problem.Team Leader releases the Andon when TL has determined a correction can be made. TL begins problem solving with support of TM.Team Leader manages the Andon system 班组长职责班组长职责在暗灯信号发出后立刻赶到发生问题的区域

48、查明原因并实施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支持到达问题区域后立刻开始解决问题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。组成员共同开始解决问题。班组长管理暗灯系统班组长管理暗灯系统Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able to countermeasure the problem, and

49、 get the line running as soon as possible.Call additional support as needed (i.e. maintenance, quality, etc.)Work with team leader to make sure root cause is identified and countermeasures implemented.Monitor downtime, identify problem areas and work with all available resources to eliminate problem

50、s. 工段长职责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运转起来如果需要可以寻求外部支持（如：维修，质量等部门如果需要可以寻求外部支持（如：维修，质量等部门人员）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资源解决问题Support The Team!Andon ConceptTeam ConceptSmall Team Si

51、zeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Quality in station Inspection and Feedback Open Communication Teamwork Improved Produ

52、ctivityBENEFITSMotionCorrectionWaiting5 1 2 3456PROCESS NO.33O.D. Reference 4团队概念团队概念缩小团队规模缩小团队规模工作标准化工作标准化(FPS)明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 实施的纠正措施不能复原实施的纠正措施不能复原 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Why is Andon Part of C.I.?Use Andon Dat

53、a to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput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TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析报告分析报告Discuss Countermeasures讨论对策讨论对策Improve!改进改进Andon Is Not Just

54、a System Of Wires and Lights暗灯系统不仅仅是一个由电线和灯泡组成的系统暗灯系统不仅仅是一个由电线和灯泡组成的系统It is a Concept of Calling For Help它是一种寻求帮助的理念它是一种寻求帮助的理念Pull Your Andon!在需要帮助时拉下拉索！在需要帮助时拉下拉索！EVERYONE HAS AN “ANDON CORD”每个人都有一根每个人都有一根“暗灯拉索暗灯拉索”ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-Pro

55、cessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equipment,Tooling and LayoutBusiness PlanD

56、eploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQuali

57、fied PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving问题问题解决解决What Is a Problem? 什么可称为问题什么可称为问题? ?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expectation and the Actual Situationu问题定义为现行的

58、标准或期望与实际情况之间的差异问题定义为现行的标准或期望与实际情况之间的差异StandardActualDiscrepancyTIMELEVEL标准标准实际实际差异差异水平水平时时间间Problem Solving问题解决问题解决Problem Solving问题解决问题解决uProblems Are the Seeds for Improvement! 问题是进行改进的萌芽！问题是进行改进的萌芽！uProblems Are Positive Opportunities! 问题绝对是改进的机会！问题绝对是改进的机会！uIf There Are No Problems, Then Somethi

59、ng Is Wrong! 没有问题才是最大的问题！没有问题才是最大的问题！成长成长GrowinguProblems Are Not About Blaming People! Blame The Process Not the People! 需要责备的是工艺，不是员工！需要责备的是工艺，不是员工！ Problems Occur Because of Failures in the System. Problem Solving问题问题有问题不意味这要责备员工！有问题不意味这要责备员工！由于系统失效才产生问题。由于系统失效才产生问题。Guiding PrinciplesEveryone is

60、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指导原则指导原则班组成员班组成员班组长班组长工段长工段长部门领导部门领导物流物流工程师工程师主管主管5-Phase Problem Solving问题解决的五个阶段问题解决的五个阶段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟踪确认跟踪确认确定问题确定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5-Ph