GMDAEWOO-标准化培训教材课件

1、Standardization标准化GMS员工参与标准化制造质量缩短制造周期持续改进第1页，共79页。ManufacturingProcess ValidationIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceS

2、cheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesGMSStandardization标准化Vision/Missio

3、nManagementby TAKT TimeShop FloorManagementQualified PeopleProductQualityStandardsQualitySystemManagementLean Design of Facilities, Equipment,Tooling and LayoutEarly Mfg. and DesignIntegration (DFM / DFA)Small LotPackagingControlledExternal Transportation第2页，共79页。Standardization标准化What is it? 是什么？ G

4、roup Discussion小组讨论第3页，共79页。Standardization is a dynamic process by which we set standards of terminology, principles, methods, and processes within our organization.标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。Definition of Standardization标准化的定义Standardization 标准化第4页，共79页。The purpose of standardization is

5、to reduce variation and stabilize, so as to achieve a base from which to grow and improve.标准化的目的是减少变化与维持稳定，在此基础上进步与提高。Purpose of Standardization标准化的目的Standardization标准化第5页，共79页。Standardization 标准化Why Is Standardization Important? 为什么标准化很重要？SAFETY 安全QUALITY质量COMMON DIRECTION共同方向JD Powers#1PRODUCTIVIT

6、Y产量第6页，共79页。What Happens When We Do Not Have Good, Clear Standards?若没有良好、明晰的标准会怎样？Example: 2000 U.S. Presidential Elections: Variation in Voting Machines & Methods Caused Major Election Controversy事例：2000年美国总统大选： 投票机器与方式的不一致导致重大选举纷争第7页，共79页。Standardization 标准化“THE WEDGE” TO STABILIZE BEST PRACTICE“楔

7、子”楔牢最优方法 Continuous Improvement不断改进Change改变WorldClass世界领先水平第8页，共79页。Standardization 标准化A Standard Is The Best Current Practice Based On Many Peoples Experience & Lessons Learned, so标准是基于多数人的经验教训得来最优现行方法，所以DONT SHORTCUT THE STANDARD!切勿缩短标准！BAD THINGS COULD HAPPEN, ESPECIALLY SAFETY & QUALITY PROBLEMS

8、不良的事故会发生，尤其是安全及质量问题。IF YOU DONT LIKE THE STANDARD, TRY TO CHANGE IT, BUT NEVER SHORTCUT IT.若你不满意这个标准，试着改变它，切勿走捷径。StandardShortcut第9页，共79页。What Happens When We Do Not Follow Standards?如果不遵照标准会怎样？EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDUREU.S SUBMARINE HITS JAPANESE FISHING BOAT - SURF

9、ACING PROCEDURE NOT FOLLOWEDEXXON VALDEZ OIL SPILL CAPTAIN DID NOT FOLLOW STANDARDSGERMAN PLANE CRASHES IN SWITZERLAND AIR TRAFFIC CONTROL PROCEDURES IGNORED每年都有人死于不遵循关阀规定美国潜艇击沉不遵守海面规定的日本渔船德国忽视空中飞行条例在瑞士坠毁船长不遵循标准导致EXXON 瓦尔迪兹石油泄露第10页，共79页。STANDARDIZATION EXERCISE标准化练习 Think of any example inside or ou

10、tside work where standards not being followed led to a bad situation 想想工作中或其它不遵守标准导致不良事件发生的例子。 Discuss as a team and report Take 5 minutes 小组讨论、汇报-5分钟第11页，共79页。Always Remember The Priorities牢记的重点Safety 安全People 员工Quality 质量Responsiveness 响应Cost 成本Importance重要For Example, Sometimes We Have To Sacrifi

11、ce Efficiency To Achieve Safety例如：有时我们必须为了安全而牺牲效率第12页，共79页。MAKE RULE 制订条例TEACH RULE 讲授条例KEEP RULE 遵守条例DO THE RIGHT THING!做合理的事情LEAD BY EXAMPLE!榜样领导第13页，共79页。Standardization On A Broader Scale Leads to Communization 更大范围的标准化以达到共有化 One “Language” 同一语言 Common Principles 通用原则 Common Methods 通用方法 Common

12、Processes 通用程序第14页，共79页。Standardization vs. Commonization标准化与共有化 If one family made a recipe for their Kimchi, then it would be Standardized. 如果一个家庭为其泡菜定个菜谱，就是标准化。 But all families are still different so we are not Commonized (sometimes common is not appropriate).但是每个家庭做法不一样则没有达到共有化。（有时共同的并非是正确的）第15

13、页，共79页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTota

14、l ProductiveMaintenanceControlledExternal TransportationLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementO

15、penCommunicationProcessValuesVision/MissionShop FloorManagementStandardization 标准化Early Mfg. and DesignIntegration (DFM / DFA)Lean Design of Facilities, Equipment,Tooling and LayoutScheduledShipping /ReceivingWorkplaceOrganization工作场地布置第16页，共79页。Workplace Organization工作场地布置What is it? 指什么？Group Disc

16、ussion 小组讨论第17页，共79页。WPO Motto: 工作场地布置口号“A place for everything and everything in its place”所有工作的场地，所有工作井井有序。第18页，共79页。Workplace Organization, 5S工作场地布置, 5SPut order to the workplace by making Standards that allow “out-of-standard” conditions to be visible!制定标准使工作场地井井有序，并使非标准的东西暴露出来。第19页，共79页。Where i

17、s Workplace Organization Important? 哪些工作场地布置重要？On the shop floor. . . 车间地面. . . in the office!办公地点第20页，共79页。How is workplace organization done?怎样布置工作场地？Workplace Organization工作场地布置5S5 Self Discipline/ Cont. Improvement不断改进4 Sustain/Maintain 维护2 Sort/Standardize 整顿1 Sift/Clear 整理3 Sweep/Clean 清扫/清洁第2

18、1页，共79页。Sift/Clear 整理Divide the needed and not needed items at the job site, and quickly remove the unneeded items. 区分开工作场所中必要和不必要的东西，迅速将不必要的东西清除。Areas of Focus 重点区域Tools 工具2) Inventory/Storage 库存/储存 3) Equipment 设备Keep neededItems保留必要东西Remove unneededItems (waste)清除不必要东西（废料）The Most Difficult thing

19、 for us to do 这是最难做到的1 Sift/Clear ()第22页，共79页。Red Label CampaignHammerObsoletePliersRustedSift/Clear 整理1 Sift/Clear ()If In Doubt Throw It Out! 毫不犹豫扔掉第23页，共79页。Sort/Standardize 整顿 A Place for everything . . . and everything in its place 所有工作的场地，所有工作井井有序。The location of equipment, tooling and materia

20、l should be clearly defined, displayed and maintained.各种设备、工具、材料明确区分，放置，维护。L850Hose30 pcs.SmallBolts小螺栓700 pcsMed.Bolts中等螺栓500 pc.LargeBolts大螺栓300 pcs.L850RubberHose 橡胶管2 Sort/Standardize ()1 Sift/Clear ()第24页，共79页。Sort/Standardize 整顿 Make A Standard! 制定标准3. Mark the Location 标明位置2. Determine a Loca

21、tion 确定放置地点Where is the best place?哪里是最恰当的？1. Categorize 分类How often do I use this? 经常使用吗？2 Sort/Standardize ()1 Sift/Clear ()第25页，共79页。Sweep / Clean 清扫/清洁3 Sweep ()2 Sort ()1 Sift ()“Sweeping” is checking!清扫既是检查！Check第26页，共79页。Responsibility ChartKimLeeParkSeoChoTarget: Major 5S 1/qtr.WhoTask12345S

22、ustain/Maintain 维护Identify Tasks 确定任务Assign Responsibility 划分责任Set Targets 设定目标3 Sweep()2 Sort()1 Sift()4Sustain()Safety/5S Checks Must Be Performed Everywhere and At Every Level Of The Organization!安全/5S检查应该人人处处开展！Standards areworthless if there is no systemto check!如果没有系统检查，标准即毫无用处。第27页，共79页。Self-

23、Discipline/Continuous Improvement 自律/不断改进5 Self Discipline/ Cont. Improvement自律/不断改进4 Sustain/Maintain 维护2 Sort/Standardize 整顿/标准1 Sift/Clear 整理3 Sweep/Clean 清扫/清洁It is everyones responsibility!这是每个人的职责！第28页，共79页。5S EXERCISE5S练习 How would you use the 5S process to improve the situation below?你怎样用5S程

24、序来改善下图的情形？ Utilize ALL 5Ss 利用所有5S程序 Discuss as a team and report Take 10 minutes 小组讨论、汇报10分钟第29页，共79页。5S EXERCISE INSERT WORKSHEET 插入工作表第30页，共79页。Anything outside the standard is WASTE!所有标准外的东西都是浪费！WPO is a key means of visualizing and eliminating waste WPO是暴露及消除浪费的主要途径Why workplace organization?为什么

25、要场地布置？第31页，共79页。Why workplace organization?为什么要场地布置？Good 5S Leads to Good Safety! No trip, slip hazards, etc. 做好5S等于安全！就没有跌倒滑倒等的危险。SAFETYQUALITYItems always in same place means less likely to make mistakes 事物特定放置意味着少犯错误。EFFICIENCYItems always in same place means less wasteful and more repeatable mot

26、ions 事物特定放置就是减少多余重复的动作。第32页，共79页。Example of Cabinet 5S 橱柜5S范例Cabinet “Before 5S”5S之前的橱柜Cabinet “After 5S”5S后的橱柜第33页，共79页。Example of 5S 第34页，共79页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVis

27、ualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimple

28、ProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementStandardizedWork 标准化工作Standardization 标准化Lean Design of Facilities, Equ

29、ipment,Tooling and LayoutEarly Mfg. and DesignIntegration (DFM / DFA)第35页，共79页。Standardized Work 标准化工作The documented, current best method to Safely and Efficiently perform work that meets the necessary level of Quality.为了达到一定的质量标准，以文件化及最可行的方法来安全有效地开展工作第36页，共79页。Without Standardization 没有标准化With Stan

30、dardization 有了标准化Standardized Work 标准化工作第37页，共79页。Materials物料Standardized Work 标准化工作Standardized work is used when there is a definable, repeatable process.当工序明确可重复时，采用标准化工作Production生产Office办公室Standardized Work Can Be Performed Everywhere!随处都可以开展标准化工作!第38页，共79页。Team Leaders班长Team Members班组成员Group L

31、eaders工段长Everyone can perform standardized work!每个人都可以进行标准化工作！Managers主任Engineers工程师Employees Should Be Involved In Developing Standardized Work They Know The Job The Best! 员工应该加入标准化工作开展因为他们最了解工艺！第39页，共79页。Standardization标准化Improvement改进Standardized Work (标准化工作)Standardized Work Is A Baseline for Co

32、ntinuous Improvement!标准化工作是不断改进的基线！Standardization标准化Standardization标准化Standardization标准化Improvement改进Improvement改进第40页，共79页。Each Individual Has Good Ideas If We Do Not Document The Best Methods Then We Are Not Fully Utilizing The Teams Brainpower and We Will Never Improve Or We May Actually Get Wor

33、se!每个人都有好主意如果我们不把最好方法文件化，则不可能充分利用团队的智能，不但不能取得进步，甚至会越来越糟糕！SAFETY, QUALITY, EFFICIENCY安全、质量、效率第41页，共79页。Would You Want To Get Into A Plane Where The Crew Did Not Exactly Follow A Standardized Check Process? Even Though They Have Performed It Hundreds Of Times! 你会不会乘坐乘务员不履行标准检查程序的检查的飞机？-即使他们重复操作过无数遍。Ch

34、eck Fuel (检查汽油)Check Tires (检查轮胎)Check Instruments (检查仪表盘)第42页，共79页。Continuous ImprovementStandardizationThere Is a Real Balance Between Standardization and Continuous Improvement. 标准化与不断改进之间有个天平。We Must Control The Balance to Be Sure That We Are Neither to Strict With Standardization, Nor Too Flexi

35、ble. 我们必须控制这个天平以确保既不要死守也不要脱离标准化BUT第43页，共79页。Lego Exercise第44页，共79页。Standardized Work BasicsWHY What will happen if standard is not followed 若不遵守标准会怎样？Why is it important?为什么重要WHATWhat to do?做什么 Work Elements With Times vs. Takt 工作要素时间与生产节拍HOWHow to do it?怎样做 Work Sequence/Diagram 工作次序/图表 Key Points

36、For Safety & Efficiency 安全&效率要点 Quality Points & Checks 质量要点与检查点第45页，共79页。Cycle Time001LActual Takt Time5”4”3”2”1”TimeStandardized Work Basics Make Waste Visible!暴露浪费！ Work Flow Diagram 工作流程表 Time Chart 时间表Waste of Motion!动作浪费Non-Value Added!非增殖时间Value Added增殖时间Wait Time!等待时间第46页，共79页。 Provides an o

37、verview of the elements and their times in the correct sequence for one job Identifies important key points using symbolsEnsures standard across shifts via sign-offDocuments changes to the Standardized Work Documents work locationVisualizes worker movement via sketch.Symbol MOVING LINE STANDARD OPER

38、ATION SHEETGroup / teamJOB NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal handwork / walking by model sec. Cycle time sec. Volume % Weighted average Return Walk(R3) (R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Proce

39、ssfor CRTL4IRL3IFL2L1CFESUBMATLocation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chartweightedaveragecycle timeOption or ModelTimeVolume %sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv. Shift Mgr.Shift AShift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of

40、 AdherenceDateSignature Visualizes A.T.T. Vs. Cycle Times of the job via the Cycle Time ChartElements Of Good Standardized Work ( )第47页，共79页。 . (Shift ) Symbol MOVING LINE STANDARD OPERATION SHEETGroup / teamJOB NAMEOperation:S Element NameysWorkmtelementbeRegistered Handwork/ModelopNumberlTotal han

41、dwork / walking by model sec. Cycle time sec. Volume % Weighted average TotalReturn Walk(R3) (R2)(R4)(IR)(L3)(L1)(L4)(R1)(L2)(IF)(E)(CF)(CR)(T)CQualityChecksSafety for OperatorCritical Processfor CRTL4IRL3IFL2L1CFESUBMATLocation LHFrequencyCRTR4IRR3IFR2R1CFESUBMATLocation RHFrequencyCycle Time Chart

42、weightedaveragecycle timeOption or ModelTimeVolume %sWalk TimewalkingActual Takt TimeSignature Team Ldr Superv. Shift Mgr.Shift AShift BShift CRevisionsMo./Yr.Sign.What ChangeConfirmation of AdherenceDateSignature ( )Elements Of Good Standardized Work 标准化工作要素第48页，共79页。Use as basis for training & Pro

43、blem Solving作为培训问题解决的基点Must support the user & be posted visually有利于操作者或张贴到明显处User involved in development操作者参加改进Always respect Std. Work of others尊重他人的标准化工作Perform regular checks of Std. Work定时检查标准化工作Final Notes on Standardized Work标准化工作后注第49页，共79页。Final Notes on Standardized Work 标准化工作后注The True T

44、est of Good Standardized Work is When Someone Does Not Come to Work and theJob Still Gets Done Safely, Efficiently and with Quality 真正经得检验的标准化工作是当有人缺席时仍能安全、有效、高质地完成工作 What Do I Do?第50页，共79页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQu

45、alityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingBusiness PlanDeploymentTotal ProductiveMaintenanceScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall

46、 LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementManagementby TAKT Time 生产节拍管理Standardization 标准化Early Mfg. and DesignIntegration (DFM /

47、 DFA)Lean Design of Facilities,Equipment,Tooling and LayoutControlledExternal TransportationContinuousImprovementProcess第51页，共79页。Takt Time =Number of vehicles required per time period此阶段需要生产台数Weekly 周Monthly 月Yearly 年Takt Time is Constant!TAKT TIME是不变的！Takt Time:Determines the speed of the line 决定流

48、水线速度The time available to produce a component or single unit. 生产一个部件或一辆车的时间Determined by the number of vehicles required by the end of each day to meet the production target. 由需要达到的每日生产目标的车辆数决定Operational Time Per Period某阶段生产时间Management By Takt TimeTakt Time管理第52页，共79页。I Love Lucy Video Part II I L

49、ove Lucy (Start video at Chocolate Assembly Line)录象从巧克力的生产线开始第53页，共79页。I Love Lucy Video Part II Group Discussion 小组讨论What GMS Standardization Principle concepts did we (not) see in the video? 在录象看到或没看到哪些GMS的标准化原则Discuss as an open forum not by teams 论坛讨论非小组讨论第54页，共79页。I Love Lucy Video DiscussionWh

50、at did we see in the video: 从录象可我们看到：Lack of Standardized Work: 缺乏标准化工作 No documented standardized work on job 车上没有标准文件化 No standardized work to use as basis for training 没有标准化工作作为培训基础 No quality standard for completed chocolate 巧克力做完后没有质量标准Lack Of Management By Takt Time: 缺乏生产节拍管理 Takt Time arbitra

51、rily changed 主观改变生产节拍 No communication or planning of Takt Time change 生产节拍改变没有协商或计划 No visual indication of workstation beginning and end 从头到尾都没有工位的目视化标识Others: No way to call for help No way to stop line or prevent defects from leaving stationI Love Lucy第55页，共79页。Example of Unlean Chocolate Factor

52、y不精益的巧克力工厂例子Takt time slowed down TAKT TIME 减慢Cycle time not adjusted to the takt time 周期时间与TAKT TIME 不符 Wait Time!等待时间Cycle TimeLucyEthelActual Takt TimeTeam MemberCycle Time5”4”3”2”1”TimeManagement By Takt TimeTakt Time Wait Time!等待时间第56页，共79页。Example of Unlean Chocolate Factory不精益的巧克力工厂Takt Time

53、Arbitrarily Speed Up TAKT TIME 随意加快Cycle Time Not Adjusted to Takt Time 周期时间与TAKT TIME 不符Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”TimeOverburden!负载过重Management By Takt TimeTakt Time管理第57页，共79页。Management By Takt TimeTakt Time管理When Takt Time Changes Arbitrarily - Safety, Quality &

54、Efficiency Suffer!TAKT TIME随意改变安全、质量、效率就会出问题Standardization Is Impossible Without Constant Takt Time若没有恒定的生产节拍，标准化则无法实现Takt Time Changes Must Be Communicated & Planned! Takt Time 的改变必须经过协商或计划!Just think of poor Lucy!第58页，共79页。Example of Lean Chocolate Factory精益的巧克力工厂Takt Time Is Constant, Based on D

55、emand TAKT TIME 基于需求恒定Cycle Time Is Adjusted to Takt Time 周期时间与TAKT TIME一致Cycle TimeLucyEthelTakt TimeTeam MemberCycle Time5”4”3”2”1”Takt Time based on demandTAKT TIME 根据需求TimeManagement By Takt TimeTakt Time管理第59页，共79页。8 hours x 60 minutes 8 小时 x 60分100 Units Scheduled100 辆计划480 mins - 47 mins. Bre

56、aks480分 47分 (休息)=4.33 mins.4.33 分100 Units100辆“OPTIMUM” TAKT TIMEx1.07 Downtime Loss1.07 停线损失=107 Units Needed Capacity107辆产量107 Units107台433 minutes433分钟=4.04 mins.4.04分钟ACTUAL TAKT TIME (实际费时)OF WASTE107 CAPACITY107 产量-100 Units REQUIRED需求100辆=7 UNITS7辆浪费=PLANT LOSS (工厂损失)The Effects of Waste (Dow

57、ntime)第60页，共79页。“OPTIMAL” TAKT TIME最佳节拍7% OVERSPEED(Downtime Loss)ACTUAL TAKT TIME实际节拍Cycle Time433100= 4.33433-30 100= 4.04Andon Stops: Operator Overburden Quality Issues Other Process Issues (5%)Machine & EquipmentDowntime(2%)+ The Effects of Waste (Downtime)浪费后果（停线）第61页，共79页。Point A(FPS)Point B(F

58、PS)Point C(FPS)Start Std. Workat matched reference points 与控制点一致Finish Std. Workat when reference pointsmatched at next station 与下一工位控点一致Use the FPS As a Reference Point to Measure the Takt Time用定点停作为测量节拍的控制点Think of the FPS as “the beginning of Standardized Work” in terms of TIME - the “start of th

59、e stopwatch” 在时间上定点停为“标准化工作的起点”秒表的开始Purpose of Fixed Position Stop (FPS)定点停目的第62页，共79页。ManufacturingProcess ValidationProductQualityStandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationA

60、ndonConceptProblemSolvingContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixe