GMS-通用汽车全球制造系统课件

GMSINTRODUCTIONTOGMSGlobalOperatingSystemGMSExecutiveOverview(4-5Hours)ClassroomNorms

Pagers,phones-PleaseturnofforputonvibrateIfurgentcall,pleasetalkoutsideRelax,askquestionsandhavefun!!StandardizedIntroductions

NameRoleMainhobbyCustomerSatisfactionCustomerEnthusiasmWhatDoWeNeedToDoToMeetOurVision?

CustomerSatisfactionisnotgoodenough!!!CustomerEnthusiasmGoodBuyingExperienceGoodOwnershipExperience+=WhatMakesCustomerEnthusiasm?SalesMarketingDesignEngineeringManufacturingAfterSalesSafe,Clean&HealthyEnvironmentPeople-OrientedOrganisationAttractive,HighQualityProductsGoodCustomerResponseHighCustomerValueGMVWToyotaFordWhatDoesEveryoneNeedtoGetCustomerEnthusiasm?SAFETY(SafeWork)QUALITY(AttractiveProduct)COST(GoodValue)PEOPLE(OrganizationalDevelopment)RESPONSIVENESS(Quantity/Volume/Speed)Safe,Clean&HealthyWorkingEnvironmentforallemployeesandvisitorsFocusonemployeeDevelopment,InvolvementandEnthusiasmEachcustomerineachprocessexpectsahighqualityproductorserviceCustomerswantaqualityproductorservicebuttheyalsowantitFAST!Eliminatewasteandcontrolcoststodeliverourcustomerstherightproductattherightprice!!NeedsTranslatetoGoals…THE5MAINGOALSProvideeveryproductorservice(exactlywhatthecustomerwants)defectfree,ondemand,withnowasteandinaworkenvironmentwhereeveryoneishappyandsafe.$“OneSystem”One‘Language’

OneUmbrellaOneCompanyCulture

OneMindsetGlobalOperatingSystemItisacriticalphilosophytoachieveourVisionGMSHowDoWeReachOurGoals?…NUMMI(TOYOTA)CAMI(Suzuki)OPEL(Eisenach)GMNA(GreenBook)QNSaturnCreationofGMSGMSnotaonlya“GM”systembutismostlymodeledonToyota&someSuzukiphilosophyGMS(1996)GMSwasbornoutofthestrategicneedtoadoptmodern,leanthinkingforcorporatesurvivalMassvs.LeanProcessesProductionSystemBufferedorMass(“Fordism”)Lean(Toyota)Buffers&WasteHighLowStandardizationHigh,bymanagersHigh,byteamsLeaderSpanofControlNarrowModeratePlanning&ProblemSolvingLow(reactive)High(proactive)DegreeofCorrectionHigh(inspect-outquality)Low(built-inquality)Teamwork&EmpowermentLowHighRiskLowHighBufferedprocessesareprotectedagainsteverything:unexpectedqualityproblems,stoppages,highabsenteeism,etc.Leanprocessesassurecontinuousflowwithminimalwastebyempoweredteamsandthequalityshouldbeachievedwithintheprocess1800(Craft)1900(Mass)2000(Lean)WhatisLeanThinking?ShortLeadTimeContinuousImprovementCompanyPeopleInvolvementCompanyStandardizationBuilt-In-QualitySafetyPeopleQualityResponsivenessCostUseGMSPrinciplesToObtainOurGoalsGOODPROCESSESGOODRESULTSBusinessGoals(Scorecard)MethodstoMeettheGoals(GMS)Vision/MissionLeanPrinciples(Process)Goals&Metrics(Results)THE5GMSPRINCIPLESPeoplearethemostvaluableresourceinthecompanyPeopleInvolvementStandardizationBuilt-In-QualityShortLeadTimeContinuousImprovementDonotAcceptBuildShipaDefect!SetandfollowstandardstoachieveabasefromwhichtogrowCustomer’sQualityexpectationsarebuiltintoeachprocesstoensuredefectsarenotpassedReducethetimetodeliveranyproductorserviceFosteracultureofchangeandconstantimprovement$GMSLikeAnAtomWeNeedAllThePiecesWorkingTogether!!“OneCompany”–OneSystemACompany-WideOperatingSystembasedonLeanBusinessPrinciplesGMS4GMSCASESTUDYGeneralMotorsNorthAmerica:BeforeGMS:1996AfterGMS:2003SPQRCSPQRCBUT!!!…Toyotastillenjoys8%netprofitwhileGMisat1.5%GMneedstooutperformToyotabyUS$1,500–$2,000/unit…

GMSasanEnterprise-WideSystemAvoidthe‘SiloSyndrome’TakeanIntegratedApproachLinktheFunctionalGroupsTogetherUsedinManufacturingbutPrinciplesareGenericEngineeringManufacturingPurchasing&SuppliersSPOPowertrainXGMSisacommonoperatingmethodologythatcanbeusedanywhereintheorganisationSILOSILOSILOSILOSILOJHamalianDesigners&ProductEngineeringPurchasing&SuppliersProductionAfter-Sales&DealersBuyersSales&Marketing“OneCompany”withCustomerFirstLeanBusinessPrinciplesACommon‘Language’andCompanyCulturethroughouttheentireCustomerChainJHamalianGMSPeopleInvolvement

PeopleInvolvementElementsVisionValuesHealth&SafetyQualifiedPeopleTeamworkPeopleInvolvementOpenCommunicationLeadershipBehavior(ShopFloorManagement)FishPhilosophyVideoFishPhilosophyVideo

DiscussionWhatGMSconceptsdidweseeinthevideo?DiscussasanopenforumRoots=Culture,Values&Philosophy(GMSPrinciples)Trunk=People&MindsetPeopleInvolvementCompanyBranches=Processes&Tools(GMSElements)Fruit=QualityProductPEOPLEareourmostimportantresource!!!LikeaTree,PeopleNeedNurturingforGrowthSoil=EnvironmentChangeInThinkingDirectorsManagersSupervisorsOperatorsTRADITIONALMODERNVIP#1TEAMMEMBER#1MgrGroupLeaderTeamLeaderTeamMember

EffectiveCommunicationTrust

MutualRespect

Teamwork/CooperationEmpowerment

PeopleInvolvementCompanyManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementHealthand

SafetyPriorityEarlyMfg.andDesign

Integration(DFM/DFA)PeopleInvolvementZEROIncidents!!>Ourgoalis:HealthandSafetyGroupDiscussion:Whatisan‘Incident’vs.an‘Accident’?“WearecommittedtoprotectingthehealthandsafetyofeachemployeeastheoverridingpriorityoftheCorporation”.TheStagesofSafetyAwarenessStage1:UnawarenessofHazardsStage2:AwarenessButNoActiontoPreventInjuryStage3:InjuryButStillNoConcernBuildinga“SafetyCulture”NoProblem–HeCanStillWork!TheStagesofSafetyAwarenessBuildinga“SafetyCulture”Stage4:InjuryandRealisationofImpacttoPersonandCompanyStage5:AwarenessofHazards&ProactiveCountermeasurestoPreventIncidentsSPQRCPotentialHazard/UnsafeSituationNearMissRecordableorFirstAidInjuryLostWorkdayInjuryFatality13003,00030,000EmployeeSpillsCoffeeonFloorandWalksAwayEmployeeSlipsonCoffeeWhileFalling,employee’sBodyGrazesEdgeofMetalDrawerandLaceratesArm.RequiresFourStitchesEmployeeFracturesArmWhileHittingtheFloor.TwoWeeksOutofWork.EmployeeHitsHeadonEdgeofDeskWhileFalling.BreaksNeck.Dies.HerbertHeinrichTravelersInsuranceCo.MostProactiveProactiveMostReactiveHeinrichHazard

PyramidReactiveHealthandSafetyHowCanWeAchieveOurGoalofzeroFirstAidInjuries,RecordablesorLostWorkDays?-IncidentPrevention(BuildingaSafety“Culture”)

IncidentReporting,Trackingand

Resolution(encouragehonest,openreportingtoenableProblemSolving&avoidrepeatincident)HealthandSafetyIncidentscanbePreventedthroughthesefiveactivitiesandmore:Behavior

WorkplaceOrganization/5SPersonalProtectiveEquipmentSafeUseofHazardousMaterialsErgonomicsManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementTeamConceptPeopleInvolvementTeamworkHOWDOYOUACHIEVEREALTEAMWORK?WhatisaTeam?GroupDiscussion:TeamConcept

SmallgroupsofempoweredpeoplewhosharecommongoalsandsupporteachotherthroughcommontasksTeamConceptDirection&SupportFeedbackTheOrganizationStructureIsDesignedToSupportSmall,EmpoweredTeamsGroupLeader&SupportAreasTeamLeaderTeamMemberLeadership

CommonSPQRCgoalsandregularteammeetings.EmpowermenttomakedecisionswithinspansofcontrolResponsibilityfor:

MakingStandardizedWorkProblemSolvingContinuousImprovementJobRotationisgenerallyperformed

TeamConcept

DesignManufacturingPC&LSales&MarketingFinanceHumanResourcesQualityUnionsInformationSystemsEngineeringSuppliersPurchasingASingleTeamCanOnlyBeSuccessfulIfTheBigTeamWins!!…IndividualFamilyCompanyNation&WorldJHamalianManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementQualifiedPeoplePeopleInvolvementOurPeopleWillBe...Empowered/Engaged/Energetic

Knowledgeable

Flexible/Open-Minded

CustomerOriented

SkilledintheContinuousImprovementProcessandProblemSolving

AbletoWorkinTeams

QualifiedPeoplePeopleDevelopmentTimeHiring/AssessmentTrainingJobPerformanceFeedbackJobImprovement&GrowthQualifiedPeopleWELEARN10%ofwhatweread20%ofwhatwehear30%ofwhatwesee50%ofwhatweseeandhear70%ofwhatwediscusswithothers80%ofwhatweexperiencepersonally95%ofwhatweteachtosomeoneelseWilliamGlasserTheFourStepsofJITStep1:PREPARETRAINEE(StudyStandardizedWork)Step4:FOLLOWUP(TraineeConfirmSkill)Step3:TRYOUTPERFORMANCE(TraineeDo,TrainerWatch)Step2:PRESENTOPERATION(TrainerDo,TraineeWatch)APCDJOBINSTRUCTIONTRAINING(JIT)AwarenessKnowledgeSkillConfirmationWhy–What–How!!!TrainingMethodologyHEARSEEDOManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementPeople

InvolvementPeopleInvolvementCreateandmaintainanenvironmentwhichfostersa“spiritofpride”PeopleInvolvementElement

(Involvement&Recognition)

TherearethreeaspectsofInvolvement&Recognition:

1.Individual&TeamIdeas

2.SmallGroupPrograms

3.RewardsandRecognition

Involvement&RecognitionSuggestionsGoFast!ProblemSolvingCirclesCIPContestsIncentiveSystemsRecognitionProgramsManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementOpenCommunication

ProcessEarlyMfg.andDesign

Integration(DFM/DFA)PeopleInvolvementLeadersmustdrivecommunicationsActivelyengageemployeesinthebusinessopenly&frequentlyOpen-DoorPolicy

ListenOftenHaveaPhysicalPresence(MBWA–ManagementByWalkingAround)OpenCommunicationProcess

GuidingPrinciples

Traditionally,communicationonlyfocusesonthe“WHAT”andmaybethe“HOW”,butpeopledeservetoknowthe“WHY”!!!WHAT-HOW-WHY?EVENIFTHEYDON’TAGREEATLEASTTHEYWILLUNDERSTAND!!!JHamalianCommunicationBoardsStateoftheBusinessMtg.TeamMtg.BusinessUpdateMtg.JobPostingsTeamBoardsNewslettersVoiceMailE-mailInternet/IntranetTeachingCoachingTrainingFeedbackSatelliteBroadcastsDiagonalSliceMtg.Dept.Head’s.Mtg.GroupTrainingLevelTwoInformationalCommunicationCoreLevelFace-to-faceCommunicationLevelOneFace-to-manyfacesCommunicationGOODBETTERBEST!!KeyEnablers

EffectiveUseOfMediaMakeaCommunicationPlan!Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementShopFloorManagementPeopleInvolvement

GoandSeeLeadershipStyleLeadByExampleSPQRC-basedMeetingStructureProactiveCommunicationProcess

RegularChecksofProcessesLeadershipBehavior

(ShopFloorManagement)GoandSeeLeadershipStyle

Thefocusofleadershipisontheplaceswhereworkisperformed.Thisisaccomplishedthroughthe“GoandSee”philosophy:GoandSeetheworkareaswhereconcernsexistandtocheckprogress“Don’tjustsitatyourdesk,goandseewhatishappening!!!”LeadByExampleForExample–IfYouWantPeopletoKeepTheirAreaClean,YouHadBetterAlsoKeepYOURAreaClean!!!LeaderJHamalianILoveLucyVideoPartI

(StopvideobeforeChocolateAssemblyLine)ILoveLucyVideo

DiscussionWhatGMSconceptsdidwe(not)seeinthevideo?(athomeandatthejob!)Discussasanopenforum–notbyteamsILoveLucyVideoDiscussionWhatdidweseeinthevideo:LackofTeamwork:Athome,spousesdidnotunderstandeachother’sjobsNoteamworkatfactoryBosswastraditionaltop-downstyle,notaleaderLackOfQualifiedPeople:Jobqualificationsnotclear,poorscreeningprocessLucy&EthelnotqualifiedforjobLucy&EthelreceivedpoortrainingbybossLackofOpenCommunication:Spousesdidnotcommunicateenough(example–atbreakfast)Notalkingatfactoryresultsinnosupport¬eamworkJHamalianManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingEarlyMfg.andDesign

Integration(DFM/DFA)Continuous

Improvement

ProcessLeanDesignofFacilities,Equipment,

ToolingandLayoutBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVisionShopFloor

ManagementWASTEHowOftenDoWeSeeTheseScenariosinOurWorkArea?StockingUpInventoryExcessiveTransporting,

Storage&HandlingExcessWalkingDecision-

Communicationand

ReportingMazeEquipmentBreakdownOUTOF

ORDERMeetings,Meetings,

Meetings!ThreeEnemies:7Wastes(Muda),Unevenness(Mura),andOverburden(Muri)EnemiesofAnyProcess7TYPESOFWASTEShiftMindsetTYPES

OF

WASTEICOMWPMCURRENTTHINKINGWASTENOTDEFINEDREACTTOLARGEEXAMPLESREACTIVEIMPROVEMENTREQUIREDTHINKINGCorrectionOverProductionMotionMaterialMovementWaitingInventoryProcessingWASTEIS"TANGIBLE"IDENTIFYMANYSMALLOPPORTUNITIESLEADSTOLARGEOVERALLCHANGEWASTESendingbackformsforincompleteorinaccuratedataProducingreportsthatarenotused,performingmoreanalysisthanrequired,producingreportsbeforetheyareneededSearchingformisplaceditemsFilingdocumentsthatwillneverbeusedagainDelaysingettingneededinformation,approvals,ordecisionsKeepingmultiplecopiesofreportsProcessingexcessivewrittencommunicationtodetermineissuesrequiringattention(mentalprocessing)CONTINUOUSIMPROVEMENTWasteisEVERYWHERE!!!JHamalianWasteEliminationthroughPeopleInvolvementistheFoundationoftheentireOperatingSystemMakeWasteVisible&ConquerIt!WasteiseasytoidentifyinawellorganisedorganisationMostWasteisHidden

Therearetwomajorcategoriesofwaste:ObviouswasteHiddenwaste.

JHamalianPoorcompaniesletwasteslowlybuildupthenrealizetheyareintroubleandmakehugecutsthataffectvalue-addedactivitiesandpeople’slivelihood.SuccessfulcompaniescontinuouslyeliminatewasteFromallprocessesandactuallyGROWthecompany!!WhyEliminateWaste?Example:ToyotaJHamalianEliminatingWasteIsJobSecurityWASTE$MOREMONEYFORVALUE-ADDEDTHINGSBETTERPRODUCTS,BETTERFEATURES,MOREADVERTISINGINCREASEDSALES,INCREASEDDEMAND,MOREPRODUCTION,MOREJOBSJHamalianGMSStandardization

StandardizationElements

StandardizedWorkWorkplaceOrganizationManagementByTaktTimeVisualManagementWorldClassContinuousImprovementChangeStandardizationThepurposeofstandardizationistoreducevariationandstabilize,soastoachieveabasefromwhichtogrowandimprove.“THEWEDGE”TOSTABILIZEBESTPRACTICEStandardizationAStandardIsTheBestCurrentPracticeBasedOnManyPeople’sExperience&LessonsLearned,so…DON’TSHORTCUTTHESTANDARD!!!BADTHINGSCOULDHAPPEN,ESPECIALLYSAFETY&QUALITYPROBLEMSIFYOUDON’TLIKETHESTANDARD,TRYTOCHANGEIT,BUTNEVERSHORTCUTIT….StandardShortcutJHamalianWhatHappensWhenWeDoNotFollowStandards???EVERYYEARPEOPLEDIEFROMNOTFOLLOWINGLOCK-OUTPROCEDUREU.SSUBMARINEHITSJAPANESEFISHINGBOAT-SURFACINGPROCEDURENOTFOLLOWEDEXXONVALDEZOILSPILL–CAPTAINDIDNOTFOLLOWSTANDARDSGERMANPLANECRASHESINSWITZERLAND–AIRTRAFFICCONTROLPROCEDURESIGNOREDJHamalianMAKERULETEACHRULEKEEPRULELEADBYEXAMPLE!!!Itiseasytomakestandards,butwedonotalwaysdoagoodjobcommunicatingthemandareevenworseatsustainingthem(includingourselves)Ifyoudonothaveaprocesstosustainastandard–whyevenintroduceitinthefirstplace?BEAROLEMODEL!!!JHamalian■ResultsachievedonlywhenpeoplealldotherightthingPeopleInvolvementLinktoStandardizationDisciplineandOrderlyEnvironmentLackofDisciplineresultsinChaosI.S.Han-RBPSManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementStandardizationEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutScheduled

Shipping/ReceivingWorkplace

OrganizationWPOMotto:

“Aplaceforeverythingandeverythinginitsplace”WorkplaceOrganizationPutordertotheworkplacebymakingStandardsthatallow“out-of-standard”conditionstobevisible!!Howisworkplaceorganizationdone?WorkplaceOrganization5S5SelfDiscipline/Cont.Improvement4Sustain/Maintain2Sort/Standardize1Sift/Clear3Sweep/CleanAnythingoutsidethestandardisWASTE!!!WPOisakeymeansofvisualizingandeliminatingwasteWhyworkplaceorganization?MakeWasteVisible!!!JHamalianWhyworkplaceorganization?Good5SLeadstoGoodSafety!Notrip,sliphazards,etc.SAFETYQUALITYItemsalwaysinsameplacemeanslesslikelytomakemistakesCOSTItemsalwaysinsameplacemeanslesswastefulandmorerepeatablemotionsJHamalianExampleof5SCabinet“After5S”Cabinet“Before5S”WhichCabinetDoYouWant?(WhichoneisSafer,makesWastevisible,leadstolessMistakesandletsyougetpartsQuicker?)Manufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingBusinessPlanDeploymentTotalProductive

MaintenanceScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

PackagingTemporary

Material

Storage

FixedPeriod

Ordering

System/OrderPartsHealthand

SafetyPriorityQualifiedPeopleTeamConceptPeople

InvolvementOpen

Communication

ProcessValuesVision/MissionShopFloor

ManagementManagement

byTAKTTimeStandardizationEarlyMfg.andDesign

Integration(DFM/DFA)LeanDesignofFacilities,Equipment,

ToolingandLayoutControlled

ExternalTransportationContinuous

Improvement

ProcessInstillingASenseOfTime&DisciplinetoKeepItMeetingTimeMeetingPlaceParticipants(Leaderhasnoregardfortime)8:00Introductions8:10Kick-off8:30TeamActivity11:00Report-Outs(LeaderKeepsTime)NoAgendaAgendawithTimeNoTimeManagement:ManagementByTakt:NoSenseofTimeBuiltinProcessSomearrivelate,othershavetowaitNo‘timekeeper’tokeepdisciplineMeetingcaneasilygoovertimethusproducingwasteSenseofTimeBuiltIntotheprocessAllmembershaveaRespectfortimeLeadersensureDisciplineKeepingtimeminimizesWasteTimeManagementPhilosophyJHamalianTaktTime=NumberofgoodsorservicesrequiredpertimeperiodRelateallWorktoTimeandMakeitVisualandManageable!TaktTime:TheRequiredAmountOfTimeToProduceaProductOrServiceBasedOnCustomerDemandOperationalTimePerPeriodManagementByTaktTime(TimeManagement)ManagementByTaktTime(TimeManagement)Operation30’90’Take-OffLandingServeDrinksMeeting8HoursKick-OffWrap-Up60’Project3monthsConceptAdvertisementshownonT.V.FlightAttendanthas60’toservedrinks–ifthereare60passengers,TaktTime=1’)Example:MarketingExample:BoardMeetingExample:AirlinerLunchNextStepsQuarterReviewApprovalProductionReadyJHamalianManufacturing

Process

ValidationProduct

Quality

StandardsQuality

System

ManagementIn-Process

Control&VerificationQuality

Feedback/

Feed-forwardStandardized

WorkVisual

ManagementManagement

byTAKTTimeWork-place

OrganizationAndon

ConceptProblem

SolvingContinuous

Improvement

ProcessBusinessPlanDeploymentTotalProductive

MaintenanceControlled

ExternalTransportationScheduled

Shipping/ReceivingLevelVehicle

OrderSchedulesSupply

ChainManagementInternalPull/DeliverySimple

Process

FlowSmallLot

Pac