医疗行业企业持续改进方案

ContinuousImprovementGMS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

GMSContinuousImprovementBuilt-In

QualityShortLead

TimePeople

InvolvementStandardizationContinuousImprovementHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessControlled

ExternalTransportationManufacturing

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ValidationProduct

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StandardsQuality

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SolvingSimple

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Control&VerificationStandardized

WorkSmallLot

PackagingTemporary

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byTAKTTimeWork-place

OrganizationEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

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ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance

FixedPeriod

Ordering

System/OrderPartsContinuousImprovementCompany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ContinuousImprovementWhatIsAbsolutelyNecessaryBeforeContinuousImprovementCanOccur?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StandardizationImprovement改进StandardizationStandardizationStandardizationImprovement改进Improvement改进ContinuousImprovementStandardizationBeforeContinuousImprovement!

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ThePDCACyclePDCAThePDCACycleisOneOfTheMostImportantConceptsInACompany…PDREACTPPoorcompaniesdolittleplanning,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……

DCAWorld-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……BADGOODLet’sgotoKyongJu!!!Plan计划PrepareforthetripTwodaysbeforeleaving,checkengine–OILLEAK!Fixoilleak&leaveontimeOurFamilyHasNotHadAVacationInALongTime!PDCACanBeUsedForAnythingDo实施GrasptheSituation掌握情况Check检查Action运作Manufacturing

Process

ValidationProduct

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StandardsQuality

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ManagementIn-Process

Control&VerificationQuality

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Feed-forwardStandardized

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byTAKTTimeWork-place

OrganizationControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementContinuousImprovementAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

Maintenance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Manufacturing

Process

ValidationIn-ProcessControlandVerificationProductQualityStandardsQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementContinuousImprovementBusinessPlanDeployment业务计划实施Quality

System

ManagementEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutAcommonprocesswhichenablesourGlobalOrganizationmadeupofmultipleparts,toactinunisontoachievecompanywidegoalsinfivekeycategories:DefinitionBusinessPlanDeployment定义SafetyPeopleQualityResponsivenessCostBPD是一种共有的的方法，它能能使多个部分分组成我们的的全球团队，，通过五个核核心范畴统一一行动以达到到公司的总体体目标：安全员工质量响应成本?DivisionDirector?differentdirectionsnoownershipconflictinggoalsMISSION????duplicationBeforeBPD…部门主管通过不同的途途径没有落实责任任目标向冲突任务重复ONLYHEKNOWSTHEGOALS…MISSIONTRACKPERFORMANCEDEPLOYRESOURCESGME-BPDGuideFOCUSTARGETSCLEARDIRECTIONCOMMONGOALS任务对工作进行跟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…ConcreteGOALSRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsSPECIFICOBJECTIVESCLEAR&MEASURABLETARGETSAMETHODTORESEARCHTHETARGETS为了实现GMDAT/DIMC的宗旨，我们必须实现我们的目目标宗旨/任务定期坚持审议议协调具体目标明确目标清晰的，可量量化的目标有搜寻目标的的方法我们的宗旨SafeworkingenvironmentforallemployeesRegularandConsistentReviewsCoordinationVision/MissionAchievingOurVisionInOrderforGMDAT/DIMCtoAchieveItsVISION,wehavetoachieveourgoalsNosafetyincidents零事故ΦLostWorkDay没有损失工作作日事故IncreaseComplianceofPPE增加对PPE的使用定期坚持审议议协调我们的宗旨宗旨/任务为所有员工创创造安全的工工作环境为了实现GMDAT/DIMC的宗旨，我们必须实现我们的目目标WhyEngagetheWorkforce?为何要雇佣工工人?Why?Why?Why?Why?Why?1-66-1010-2020-4040-10050%40%30%20%10%%ofPeopleInvolvement%ofPossibleImprovement员工的参与率率参与的可能性性为什么?为什么?为什么?为什么?为什么?WhoisinvolvedinBPD?–Everyone!!!那些人与BPD有关？——每个人！！！！DivisionManagersMission/StrategyGoals&ObjectivesClearTargetsActionPlansReviewProcess任务/对策目标实施计划TheCascadingProcess(catchballing抓住要点)Level2Level3Level4Level1DetailedActionPlansandCountermeasuresCascadingStrategiesandObjectives详细的实施计计划及应急措措施层层实施计划划并实现目标标GroupLeaderActionPlansClearTargetsReviewProcess实施计划目标清晰TeamClearTargetsReviewProcess目标清晰回顾流程层层递进的流流程DepartmentManagerGoals&ObjectivesClearTargetsActionPlansReviewProcess目标目标清晰实施计划EachLevelofLeadershipMustHandDownTargetstoTheirTeam…Bupyung–100Press-10Body-30Paint-15G.A.-45ForExample,DefectsPerHundredVehicles(DPHV)…Trim1-10Trim2-15Trim3-10Trim4-10ProductionDirectorShopManagerPlantShopGroupTeamTeamsGroupLeaderTeamsTeamsButTheTargetsDon’tAlwaysHaveToMeasureTheSameThing,ButSomethingThatWillAffecttheNextLevelUp…对于同一目标标中相同的事事情不需要都都量化，但有有些事情却会会影响到下一一层次的改进进S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed目标是：特定的，可可测量的的，校校正的，，现实的的定定时的的TargetsHaveToHaveMeaningToPeople!!目标对员工必必须有意义！！TeamLeaderIhavetoachieve0.000135Hours/Vehicle???GMDAT/DIMCCostperVehicleTEAM-COCKPITINSTALLTopScrapItem(#ofGlovesConsumed)GROUPLEADERTRIM1Top3ScrapSHOPMANAGERG.A.BudgetAccountsCHANGWONPLANTTotalManufacturingCostIunderstandmypieceofthepie?我知道自己应应得的馅饼有有多大班组－驾驶座座安装主要耗材（手手套）GMDAT/DIMC每辆车的成本本大宇昌原整车车厂总制造成本总装车间主任任预算调整一工段工工段长三种主要耗材材TargetCascade-ExampleEveryoneGetsAPieceOfThePieThatIsEasyToBiteInto!!!S.M.A.R.T.Targets:Specific,Measurable,Aligned,Realistic&Timed指定定的的，，可可测测量量的的，，校校正正的的，，现现实实的的定定时时的的TargetsAreAGoodStart,ButWeNeedGoodMethodsToAchieveThem……目标标是是个个好好开开端端，，但但需需要要好好方方法法才才能能达达到到。。GOAL=LeadaHealthyLifestyle以一一种种健健康康的的生生活活方方式式生生活活OBJECTIVE–MaintainaLightWeight保持持苗苗条条TARGET–65kgMETHODS-ExerciseRegularly(3x/week)有计计划划地地锻锻炼炼(每每周周3次)-CutDownOnFastFood(1x/week)减少少吃吃快快餐餐的的次次数数（（每每周周1次））TheConceptCanBeAppliedToAnythingInLife!!GOAL=OBJECTIVE=TARGET=METHOD(S)=BPDExerciseThinkofanexampleatworkorathomewhereyoucanestablishaGoal,Objective,TargetandatleastoneMethod想想想工工作作或或生生活活中中设设立立的的目目标标及及实实现现方方法法。。Discussasateamandreport––Take10minutes团队队讨讨论论及及汇汇报报---十十分分钟钟Plan计划划Do实施施Check检查查Action运作作

GrasptheSituation了解解情情况况PDCAisthefoundationofBPDPDCA是BPD的基基础础BelowExpectationsNeedsImprovementMeetsExpectationHowdoesitwork?ActionsAnnualBusinessPlanXActivities行动动PLANDOPROBLEMSOLVING问题题解解决决CHECKACTPDCA如何何运运作作?未完完成成需要要改改进进完成成RegularReviewsGoals,Objectives,Targets,MethodsCountermeasures对策策Open,TeamDiscussionCoaching&LearningGetSupport&ResourcesGoToSeeBPD––WeWillBeSuccessfulWhenEveryoneFocusesOnWhatTheyCanControl!当每每个个人人都都集集中中力力量量做做事事，，我我们们就就一一定定能能成成功功做做到到BPD。。Whycan’’ttheydesignbettercars??WhatcanIdoinmyareatoimprove?AskNotWhatOthersCanDo––AskWhatCanYouDoOnYourB.P.D.!!!不追追问问别别人人做做的的，，关关键键在在你你的的自自己己BPD能做做的的。。VisualManagement……StatusataGlance可视视化化管管理理………让信信息息容容易易读读取取-Makesoutofstandardconditionhighlyvisible.突出出超超标标的的情情况况。OpenCommunication/TeamConcept-Enablesalltofocusonactionplan/countermeasuresanddiscussasateam.让所所有有人人像像一一个个团团队队一一样样共共同同关关注注某某个个行行动动的的计计划划或或对对策策并并参参与与讨讨论论。KEYBPDCONCEPTSBPD的核核心心理理念念BPDacriticaltooltoachieveContinuousImprovement.BPD是评评定定是是否否获获得得持持续续改改进进的的工工具具-Achievetargetsandthen““raisethebar””.达到到了了目目标标，，接接着着制制定定更更高高的的目目标标。。PDCA-Discipline&Follow-up一种种规规则则并并需需要要持持续续进进行行“Go-To-See””LeadershipStyle“Go-To-See””领导导模模式式-Don’’tjustsitatdeskandreceivereports.不要要只只是是坐坐在在办办公公室室等等待待别别人人来来汇汇报报。Manufacturing

Process

ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementbyTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessBusinessPlanDeploymentTotalProductiveMaintenanceControlledExternalTransportationScheduledShipping/ReceivingLevelVehicleOrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLotPackagingTemporary

Material

StorageFixedPeriodOrderingSystem/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementContinuousImprovementAndon

Concept暗灯概念LeanDesignofFacilities,Equipment,ToolingandLayoutIn-ProcessControlandVerificationProductQualityStandardsWhatisanAndonSystem?什么是是暗灯灯系统统?TheANDONSystemallowsteammemberstopullthecordandcallforhelpwhenthereisaproblemoroutofstandardsituation.TheANDONSystemisanenablertocontrolqualitywhilekeepingthelinerunningbypullinginsupporttoaddressproblemsbeforetheystoptheline暗灯系系统允允许员员工在在出现现问题题或有有超标标情况况时拉拉绳索索以寻寻求帮帮助暗灯系系统可可以在在保持持流水水线继继续运运行的的情况况下，，员工工拉下下绳索索寻求求支持持人员员在停停线前前到出出现问问题的的工位位解决决问题题，以以满足足对质质量的的控制制。AlwaysRememberThePriorities……Safety(安全)People(员工)Quality(质量)Responsiveness(响应)Cost(成本)Importance重要性性ForExample,SometimesWeHaveToSacrificeResponsivenesstoAchieveQuality比如，，有时时我们们为了了达到到质量量要求求而不不得不不放弃弃响应应10131211FPSFPSFPSZone2Step1-Andoncordispulled,stationlightgoesonandmusicbegins第一步步：拉拉暗灯灯控制制绳索索,工位的的指示示灯会会亮起起并伴伴随着着音乐乐Whenthereisaproblemoroutofstandardsituationwhichcannotbefixedbytheteammember,then……当员工工不能能单独独解决决出现的问问题或或超标标的情情况时……AndonStepsAndonSteps(Cont’d)Step2-ZonelightonmainAndonboardturnsyellow,TeamLeaderrespondstotheAndon第二步步：在暗灯灯系统统主看看板上上相应应区域域的指指示灯灯变成成黄色色，班班组长长对暗暗灯系系统的的信号号做出出反应应Step3-Helpcomesimmediatelyandproblemsolvingbegins.TeamLeadertakestheAndonresponsibility第三步步：支支持人人员立立刻到到达并并开始始解决决问题题，班组长长对此此负责责AndonSteps(Cont’d)Step4-Linecontinuestomovetofixedpositionstop第四步步：生生产线线继续续运行行直到到定点停停10131211FPSFPSFPSFPSZone2AndonSteps(Cont’d)Step5-Problemisaddressed,AndonisdeactivatedbyTeamLeadertokeepthelinerunning.第五步步：问问题解解决，班组长长解除除暗灯灯信号号以保保持生生产线线继续续运行行。SHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)Step6––IfAndonisnotdeactivatedbyTeamLeaderwhenvehiclereachesFPS,linestopsandboardflashesred-Downtimeclockbegins第六步步：如如果车车辆到到达定点停停时班组组长仍仍然没没有解解除暗暗灯信信号，，生产产线停停止并并且主主看板板上红红灯开开始闪闪烁，，停线线铃开开始响响起DowntimeClockSHORTCONVEQUIPFULL54123TRIM1EQUIPQ1Q2Q3AndonSteps(Cont’d)FPSFPSFPSSetLineat70%ofTaktorCycleTime&RelatetoSpecificStepinStandardizedWorkPulltheAndonasEarlyAsPossible(atorbefore70%Line)toAddressProblemsBeforeTheyStoptheLine!!!在线停停之前前，尽尽早拉拉动暗暗灯线线宣告告出现现问题题。（（在70%线位位或之之前）），Purposeof““70%Line””70%LineReactionTimeMgrGroupLeaderTeamLeaderTeamMemberDecisionDecisionDecisionPullAndonSupportSupportSupportNeedshelpFunctionofeveryoneincludingmanagersandstaffistosupportproductionteammembers.主管及及所有有人员员都有有职责责支持持生产产一线线的员员工班组成成员班组长长工段长长主管寻求帮帮助支持支持支持决定决定决定拉下暗暗灯拉拉索AndonConceptRoleofTeamMemberFollowStandardizedWorkActivelyWatchforOut-of-StandardSituationsIfanAbnormalityorDefectIsDiscoveredThatCannotBeImmediatelyCorrected,PulltheAndon,andContinueWithRestofCycleUntilSupportArrives.SupportTeamLeaderWithProblemSolvingAsRequired.班组成成员的的职责责按照标标准化化要求求作业业主动查查找超超标情情况如果发发现了了异常常状况况或缺缺陷但但无法法及时时解决决，拉拉下暗暗灯拉拉索，，并继继续做做自己己的工工作直直到支支持人人员到到达。。支持的的班组组长按按要求求解决决问题题FocusOnStandardizedWork!AndonConceptRoleofTeamLeader:TeamLeadergoesimmediatelytoareaofAndoncalltoinvestigateandsupport.TeamLeaderbeginsimmediatecorrectionoftheproblem.TeamLeaderreleasestheAndonwhenTLhasdeterminedacorrectioncanbemade.TLbeginsproblemsolvingwithsupportofTM.TeamLeadermanagestheAndonsystem班组长长职责责在暗灯灯信号号发出出后立立刻赶赶到发发生问问题的的区域域查明明原因因并实实施支支持到达问问题区区域后后立刻刻开始始解决决问题题当班组组长认认为可可以把把问题题解决决时解解除暗暗灯信信号。。班组组长与与班组组成员员共同同开始始解决决问题题。班组长长管理暗暗灯系系统AddressNon-StandardConditions!AndonConceptRoleofGroupLeaderSupportTeamLeaderif(s)heisnotabletocountermeasuretheproblem,andgetthelinerunningassoonaspossible.Calladditionalsupportasneeded(i.e.maintenance,quality,etc.)Workwithteamleadertomakesurerootcauseisidentifiedandcountermeasuresimplemented.Monitordowntime,identifyproblemareasandworkwithallavailableresourcestoeliminateproblems.工段长职职责当班组长长不能解解决问题题时要提提供支持持并尽快快让生产产先运转转起来如果需要要可以寻寻求外部部支持（（如：维维修，质质量等部部门人员员）与班组长长一起确确定问题题的起因因是否已已经被确确认出来来并且保保证解决决措施得得到实施施在停线时时进行监监控，确确定问题题区域并并调动一一切可利利用资源源解决问问题SupportTheTeam!AndonConceptTeamConceptSmallTeamSizeStandardizedWorkClearQualityStandardsProblemSolvingProcessEmployeeTrainingMutualTrust/RespectConstantTaktTimeFixedPositionStopDecouplers/BuffersProcessCapabilityENABLERSIrreversiblecorrectionactionQualityinstationInspectionandFeedbackOpenCommunicationTeamworkImprovedProductivityBENEFITSMotionCorrectionWaiting5

123456PROCESSNO.33O.D.Reference4团队概念念缩小团队队规模工作标准准化(FPS)明确质量量标准职员培训训相互信任任/尊重保持单件件工时停线点缓冲架加工能力力好处实施的纠纠正措施施不能复复原在工位控控制质量量检查和反反馈开放式交交流团队合作作提高生产力WhyisAndonPartofC.I.?UseAndonDatatoContinuouslyImprovebyIdentifyingBottlenecksandIssuesAffectingThroughput使用暗灯灯数据通通过确定定瓶颈及及影响产产出的问问题来达达到持续续改进TRIM1GROUPAndonReport2003/1/24Station001R––10’Station003L––4’Station004R––2’AnalyzeReports分析报告告DiscussCountermeasures讨论对策策Improve!!改进AndonIsNotJustaSystemOfWiresandLights暗灯系统统不仅仅仅是一个个由电线线和灯泡泡组成的的系统ItisaConceptofCallingForHelp它是一种种寻求帮帮助的理理念PullYourAndon!!!在需要帮帮助时拉拉下拉索索！！！！EVERYONEHASAN““ANDONCORD””每个人都都有一根根“暗灯灯拉索””Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-Process

Control&VerificationQuality

Feedback/Feed-forwardStandardized

WorkVisualManagementManagement

byTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementContinuousImprovementProblem

Solving问题解决WhatIsaProblem?什么可称称为问题题?AProblemIsDefinedAsaDiscrepancyBetweenanExistingStandardorExpectationandtheActualSituation问题定义义为现行行的标准准或期望望与实际际情况之之间的差差异StandardActualDiscrepancyTIMELEVEL标准实际差异水平时间ProblemSolving问题解决决ProblemSolving问题解决决ProblemsAretheSeedsforImprovement!问题是进进行改进进的萌芽芽！ProblemsArePositiveOpportunities!问题绝对对是改进进的机会会！IfThereAreNoProblems,ThenSomethingIsWrong!没有问题题才是最最大的问问题！成长GrowingProblemsAreNotAboutBlamingPeople!BlameTheProcess––NotthePeople!!需要责备备的是工工艺，不不是员工工！！ProblemsOccurBecauseofFailuresintheSystem.ProblemSolving问题有问题不不意味这这要责备备员工！！由于系统统失效才才产生问问题。GuidingPrinciplesEveryoneisresponsibleforProblemSolving每个人都都对解决决问题负负有责任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指导原则则班组成员员班组长工段长部门领导导物流工程师主管5-PhaseProblemSolving问题解决决的五个个阶段12345ProblemDefinitionImmediateFixRootCauseAnalysisCorrectiveActionFollow-UpVerification跟踪确认确定问题题立即维修修纠正措施施分析根源源5-PhaseProblemSolving54DirectCauseCauseCauseCauseRootCauseBasicCause/EffectInvestigation5WhyInvestigationtoRootCauseProblemDefinition/InitialProblemPerception1ImmediateFix(Containment)RootCauseAnalysis23CorrectiveActionFollow-UpVerificationWheretheproblemfirstoccurs?问题解决决的五个个阶段确定问题题/最初对问问题的理理解立即维修修CauseInvestigation起因调查问题根源纠正措施施持续确认认分析问题根源直接原因因起因起因起因问题首先先在哪发发生？基本起因因/结果的调调查对问题根根源调查查的5个为什么么Why?Why?Why?Why?Why?为什么为什么为什么为什么为什么GrasptheSituation掌握情况5-PhaseProblemSolvingWhenisProblemSolvingappropriate……什么时候候需要解解决问题题……-SafetyIncident安全事故故-MajorQualityIssue主要的质质量问题题-MajorDowntimeOccurrence造成停线线的主要要原因-ReoccurringDowntime重复造成成停线andanyotherabnormalsituationsatanywhere无论何处处只要发发生了异异常情况况都需要要进行问问题解决决问题解决决的五个个阶段15-PhaseProblemSolvingProblemDefinition问题的定定义AStatementwhichdescribesthecurrentstatusorsituation.对现状的的一段描描述GrasptheSituation掌握情况Statetheproblemthatisoccurring(Breakdowntheproblemintosmallerones&specificallydefinethesituation)陈述已经经发生的的问题（（将大问问题化为为小问题题并明确确指明情情况）Deviationandstandard偏差的大大小与标标准Quantityofoccurrence数量与发发生的问问题Frequencyandpercentage发生的频频率及百百分率Thetimeperiod发生的时时间Workerormachinerelatedto与此相关关的员工工或设备备Pointofoccurrence问题的起起点点1ProblemDefinition(cont.)问题的定定义(续)LocatePointofCause/PointofOccurrence(Whereistheproblemfirstobserved)查找出现现问题的的起点/问题的起起点（哪里首先出现现问题））5-PhaseProblemSolvingProcess3IsthePointofCause!Observation:GoBackto3654321Problemin6CanSeeCanSeeCanSeeCanNotSeeStartbacktrackProcessflowdirection第3道工艺造造成出现现问题！！观察:第3阶段工艺流程程方向在第6道工艺发发现问题题能够看见见能够看见见能够看见见不能看见见开始追溯Apollo13阿波罗13号WhatisProblemDescription/InitialProblemPerception?问题的描描述/初期对问问题的理理解是什什么?WhatisthePointofCause?什么是出出现问题题的起点点?ProblemSolvingExercise25-PhaseProblemSolvingImmediateFix(Containment)立即维修修Immediatefixistheactiontakentocontaintheproblemspread立即维修修措施是为为了防止止问题扩扩散Immediatefixisanyextraordinaryactionasfollowingexamplestopreventpassingonproblemtothenextcustomer(internaland/orfinal)立即维修修是下列各各例都采采取用来来防止问问题流向向下一客客户（内部和和/或最终客户户）的特别别措施Stoptheline停线100%inspectionandrepair100%的检查并并修好Sorting/Rework分类/返修Itistoprotectthecustomer这是为了了保护顾顾客利益Itisnottherootcauseandsolution!这不时最最后的解解决方案案！35-PhaseProblemSolvingRootCauseAnalysis分析问题根源RootCauseAnalysis分析问题题根源Investigatetheidentifiedcause调查已确确定的起起因Fivewhyinvestigations调查时应应用“五五个为什什么”Causeandeffectdiagram起因和结结果图Processdiagnosticsheet工艺诊断断表Summarizeanalysisresults总结分析析结果Statewhichseemtobethemostsignificantcause(s)andhowyoureachedthatconclusion记录看起起来最重重要的原原因并写写明你的的结论是是如何得得到的Listmaincause(s)罗列主要要原因RootCauseCauseCauseCauseSymptomsFiveWhyInvestigation45-PhaseProblemSolvingCorrectiveAction纠正措施施Establishing&Implementingashortorlongtermcountermeasuretoeliminationrootcause(s)制定并执执行一个个短期或或长期的的措施来来解决问问题的根根本原因因Identifybestpossiblesolutionsintermofidentifiedcauses根据确定定的愿意意制定最最理想的的解决方方案Prioritizepotentialsolutions对潜在方方案进行行优先性性排序Implementsolution执行方案案Establishaschedulewithtargetcompletiondates制定一个个有问题题解决期期限的计计划表5-PhaseProblemSolving5Follow-upVerification跟踪确认Follow-upVerificationisactivitytoconfirmwhetherproblemiscorrectornot跟踪确认是确确定问题题是否已已经纠正正的活动Frequentcheckofthecorrectionresult对更正的的结果定定期检查查toimplementaccordingtopredeterminedcorrectiveactionplan按预定的的纠正措措施计划划执行toreachthegoalofcorrectiveaction达到纠正正措施的的目标Standardizeproblemsolvingmethodstopreventoccurrenceofsimilarproblem将问题解解决方法法标准化化以防止止相似的的问题再次次发生MARCH3월Whyis5PhaseProblemSolvingPartofC.I.?TraditionalCompaniesStopatPhase2–TheyJustContaintheProblemandPutonaBand-AidWorld-ClassCompaniesFindTheRootCauseandPutinStepstoPreventItFromHappeningAgainThat’sNotRealImprovement––ItisJustGettingBacktoStandard!Now,THATisContinuousImprovement!!!GOALLTHEWAYTOPHASE5!!!IfWeReallyWantToBeSuccessfulandBeatHyundai……Manufacturing

Process

ValidationProduct

QualityStandardsQuality

SystemManagementIn-Process

Control&VerificationQuality

Feedback/Feed-forwardStandardized

WorkVisualManagementManagement

byTAKTTimeWork-placeOrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesignIntegration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupplyChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthandSafetyPriorityQualifiedPeopleTeamConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShopFloorManagementContinuousImprovementContinuous

Improvement

Process持续改进的过程ContinuousImprovementCultureSethurdles,conquerthem,thenraisethebar!!设置置障障碍碍，，克克服服障障碍碍，，不断断提提高高！！CreateanEnvironmentwherePeoplearedriventoContinuouslyseekImprovementthroughtheEliminationofWaste创造造一一个个持续续改改进进的的文文化化氛氛围围，，让让员员工工在在消消除除浪浪费费中中提提高高。。ImprovementIstheRelentlessPursuitoftheEliminationoftheEnemy-WASTE!!改进进是是与与消消除除浪浪费费不不断断作作斗斗争争的的过过程程！！Safety安全全Quality质量量Cost成本本Productivity生产产力力Improve7TypesofWasteContinuousImprovementCulture七种种浪浪费费改进进WhenYouClimbtotheTop...当你你爬爬到到山山顶顶时时。。。。。。...YouCanSeetheNextTarget!你将将会会发发现现下下一一个个目目标标！！ContinuousImprovementCultureDieChangeExercise更换换模模具具练练习习DieChangeExerciseDieChangeExercise-Round1模具具更更换换练练习习：：第第一一轮轮Objective:Changethedieinminimalamountoftime.目的的:在最最短短时时间间内内更更换换模模具具DieChangeStandardizedWork:模具具更更换换的的标标准准化化作作业业：：1)Removethe(2)nuts.卸下下螺螺母母2)Removethe(2)washers.拆下下垫垫圈圈3)ExchangetheDie(CenterPiece).VerifyDieisflushatends.调换换模模具具（（主主要要工工作作））确定定模模具具四四角角已已经经对对齐齐.4)Reassemble.VerifyDieisflushatends.Verifythatthenutsaretight.重新装配确认模具四角角已经对齐确认螺母正确确对位DieChangeExerciseInstructions:说明：EachpersoninthegroupwillperformtheDieChangeonce.工段中每个人人都要进行一一次更换操作作。AmemberofthegroupshouldtimetheDieChange.工段中要有一一人对更换工工作进行计时时。AmemberofthegroupwillinspectthereassembledDieforthefollowing工段中要有一一人在重新装装配模具时进进行下列两项项检查Verifyendsareflush.(add1minutetoindividualtimeforviolation确认模具边角角对齐。（如如果发现未对对齐要在个人人时间上加1分钟）Verifynutsaresecure.(add1minutetoindividualtimeforviolation)确认螺母已经经拧紧。（如如果