通用大宇持續(xù)改進(jìn)培訓(xùn)材料ppt課件

1、Continuous Improvement持續(xù)改進(jìn)持續(xù)改進(jìn)員工參與員工參與標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化制造質(zhì)量制造質(zhì)量縮短制造周期縮短制造周期持續(xù)改進(jìn)持續(xù)改進(jìn)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持續(xù)改進(jìn)的公司持續(xù)改進(jìn)的公司Small, steadyimprovements toconstantly improveThe Standard! 從細(xì)小、穩(wěn)定的改進(jìn)到標(biāo)準(zhǔn)的不斷提高No Company Today Can Survive Without Having All Employees Focused on Continuous Improvement 沒有改進(jìn)就難以生存Continuo

5、us ImprovementWhat Is Absolutely Necessary Before Continuous Improvement Can Occur?在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對必要的？在能夠進(jìn)行持續(xù)改進(jìn)前什么工作是絕對必要的？Stability Through Standardization!通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展通過標(biāo)準(zhǔn)化獲得穩(wěn)定發(fā)展StandardizationImprovement改進(jìn)改進(jìn)StandardizationStandardizationStandardizationImprovement改進(jìn)改進(jìn)Improvement改進(jìn)改進(jìn)Continuous Imp

6、rovementStandardization Before Continuous Improvement! 在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn)在進(jìn)行持續(xù)改進(jìn)前的標(biāo)準(zhǔn)標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化Plan 計劃計劃Do 實施實施Check 檢查檢查Action 運作運作 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沒有遠(yuǎn)見的公司很少做計劃，大多數(shù)情況是直接實施，從不檢查實施情況，此后對每件事沒有遠(yuǎn)見的公司很少做計劃，大多數(shù)情況是直接實施，從不檢查實施情況，此后對每件事都是如此都是如此 DCAWorld-Class companies do excellent planning, always perform checks that enable to take corrective action and stay on schedule 世界級的大公司會做非常周詳?shù)挠媱?，對每件工作進(jìn)行跟蹤檢查以便及時采取糾正措施并世界級的大公司會做非常周

8、詳?shù)挠媱?，對每件工作進(jìn)行跟蹤檢查以便及時采取糾正措施并按進(jìn)度表運行按進(jìn)度表運行BADGOODLets go to Kyong Ju! Plan 計劃計劃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 實施實施Grasp the Situation掌握情況掌握情況Check 檢查檢查Act

9、ion 運作運作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暗燈概念暗燈概念TPM業(yè)務(wù)計劃實施業(yè)務(wù)計劃實施解決解決問題問題持續(xù)改進(jìn)的過持續(xù)改進(jìn)的過程程早期管理及早期管理及綜合設(shè)計綜合設(shè)計(DFM/DFA)廠房，設(shè)備，工具廠房，設(shè)備，工具及布置的精益化設(shè)及布置的精益化設(shè)計計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業(yè)務(wù)計劃實施業(yè)務(wù)計劃實施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 義義Safety People Quality Responsiveness CostBPD是一種共有的方法，它能使多個部分組是一種共有的方法，它能使多個部分組成我們的全球團(tuán)隊，通過五個核心范疇統(tǒng)一成我們的全球團(tuán)隊，通過五個核心范疇統(tǒng)一行動以達(dá)到公司的總體目標(biāo)：行動以達(dá)到公司的總體目標(biāo)：安全安全員工員工質(zhì)量質(zhì)量 響應(yīng)響應(yīng)成本成本?Division Director?different directionsno ownershipconflicting goals MISSION?duplicationBefore

17、 BPD部門主管部門主管通過不同的途徑通過不同的途徑?jīng)]有落實責(zé)任沒有落實責(zé)任目標(biāo)向沖突目標(biāo)向沖突任務(wù)任務(wù)重復(fù)重復(fù)ONLY HE KNOWS THE GOALS MISSIONTRACK PERFORMANCEDEPLOY RESOURCESGME-BPD GuideFOCUSTARGETSCLEAR DIRECTIONCOMMON GOALS任務(wù)任務(wù)對工作進(jìn)行跟蹤對工作進(jìn)行跟蹤調(diào)動資調(diào)動資源源關(guān)注關(guān)注目標(biāo)目標(biāo)思路清晰思路清晰共同目標(biāo)共同目標(biāo)Division Director部門主管部門主管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為為了了實現(xiàn)實現(xiàn)GMDAT/DIMC的宗旨的宗旨，我，我們們必須必須實現(xiàn)實現(xiàn)我我們們的目的目標(biāo)標(biāo)宗旨宗旨/任任務(wù)務(wù)定期堅持審議定期堅持審議協(xié)調(diào)協(xié)調(diào)具

19、體目具體目標(biāo)標(biāo)明確目明確目標(biāo)標(biāo)清清晰的，可量化的目晰的，可量化的目標(biāo)標(biāo)有搜有搜尋尋目目標(biāo)標(biāo)的方法的方法我們的宗旨我們的宗旨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沒沒有有損損失

20、工作日事故失工作日事故Increase Compliance of PPE增加增加對對PPE的使用的使用定期堅持審議定期堅持審議協(xié)調(diào)協(xié)調(diào)我們的宗旨我們的宗旨宗旨宗旨 / 任任務(wù)務(wù)為為所有所有員員工工創(chuàng)創(chuàng)造安全的工作造安全的工作環(huán)環(huán)境境為為了了實現(xiàn)實現(xiàn)GMDAT/DIMC的宗旨的宗旨，我，我們們必須必須實現(xiàn)實現(xiàn)我我們們的目的目標(biāo)標(biāo)Why Engage the Workforce? 為為何要雇何要雇傭傭工人工人?Why? Why? Why? Why? Why?1-66-1010-2020-4040-10050%40%30%20%10% of People Involvement% of Possi

21、ble Improvement 員員工的工的參與參與率率參與參與的可能性的可能性為為什什么么?為為什什么么?為為什什么么?為為什什么么?為為什什么么?Who is involved in BPD? Everyone! 那些人那些人與與BPD有有關(guān)關(guān)？每每個個人！人！ Mission/Strategy Goals & Objectives Clear Targets Action Plans Review Process 任任務(wù)務(wù)/對對策策 目目標(biāo)標(biāo) 實實施施計劃計劃The Cascading Process(catch balling 抓抓住要點住要點)Level 2Level 3Le

22、vel 4Level 1Detailed Action Plans and CountermeasuresCascading Strategies and Objectives詳細(xì)詳細(xì)的的實實施施計劃計劃及及應(yīng)應(yīng)急措施急措施層層實層層實施施計劃并實現(xiàn)計劃并實現(xiàn)目目標(biāo)標(biāo) Action Plans Clear Targets Review Process 實實施施計劃計劃 目目標(biāo)清標(biāo)清晰晰 Clear Targets Review Process 目目標(biāo)清標(biāo)清晰晰 回回顧顧流程流程層層遞進(jìn)層層遞進(jìn)的流程的流程 Goals & Objectives Clear Targets Action

23、Plans Review Process 目目標(biāo)標(biāo) 目目標(biāo)清標(biāo)清晰晰 實實施施計劃計劃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 ManagerPlantShopGroupTeamTeamsG

24、roup LeaderTeamsTeamsBut The Targets Dont Always Have To Measure The Same Thing, But Something That Will Affect the Next Level Up對對于同一目于同一目標(biāo)標(biāo)中相同的事情不需要都量化，但有些事情卻中相同的事情不需要都量化，但有些事情卻會會影影響響到下一到下一層層次的改次的改進(jìn)進(jìn) S.M.A.R.T. Targets: Specific, Measurable, Aligned, Realistic & Timed 目標(biāo)是：目標(biāo)是：特特定的，定的， 可可測測量的，量

25、的， 校正的，校正的， 現(xiàn)實現(xiàn)實的的 定定時時的的Targets Have To Have Meaning To People!目目標(biāo)對員標(biāo)對員工必工必須須有意有意義義！ 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 PLANTT

26、otal Manufacturing CostI understand my piece of the pie?我知道自己我知道自己應(yīng)應(yīng)得的得的餡餅餡餅有多大有多大班班組組駕駛駕駛座安裝座安裝主要耗材（手套）GMDAT/DIMC每輛車的成本大宇昌原整大宇昌原整車廠車廠總制造成本總總裝裝車間車間主任主任預(yù)算調(diào)調(diào)整一工段工段整一工段工段長長三種主要耗材Target Cascade - ExampleEveryone Gets A Piece Of The Pie That Is Easy To Bite Into!S.M.A.R.T. Targets: Specific, Measurable,

27、Aligned, Realistic & Timed 指定的，指定的， 可可測測量的，量的， 校正的，校正的， 現(xiàn)實現(xiàn)實的的 定定時時的的Targets Are A Good Start, But We Need Good Methods To Achieve Them目標(biāo)是個好開端，但需要好方法才能達(dá)到。GOAL = Lead a Healthy Lifestyle 以一以一種種健康的生活方式生活健康的生活方式生活OBJECTIVE Maintain a Light Weight 保持苗保持苗條條TARGET 65 kgMETHODS - Exercise Regularly (3x

28、/week) 有有計劃計劃地地鍛煉鍛煉 (每周每周3次次) - Cut Down On Fast Food (1x/week) 減減少吃快餐的次少吃快餐的次數(shù)數(shù)（每周（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

29、想想工作或生活中設(shè)立的目標(biāo)及實現(xiàn)方法。想想工作或生活中設(shè)立的目標(biāo)及實現(xiàn)方法。 Discuss as a team and report Take 10 minutes 團(tuán)隊討論及匯報團(tuán)隊討論及匯報-十分鐘十分鐘Plan 計劃計劃Do 實實施施Check 檢查檢查Action 運運作作 PDCA is the foundation of BPDPDCA是是 BPD的基的基礎(chǔ)礎(chǔ)Below ExpectationsNeeds ImprovementMeets ExpectationHow does it work?ActionsAnnual Business PlanX Activities行行動動

30、 PLANDOPROBLEM SOLVING問題問題解解決決CHECKACT0 050501001001st1st3rd3rdPDCA如何如何運運作作?未完成需要改進(jìn)完成Regular ReviewsGoals, Objectives, Targets, MethodsCountermeasures對對策策 Open, Team Discussion Coaching & Learning Get Support & Resources Go To SeeBPD We Will Be Successful When Everyone Focuses On What They C

31、an Control! 當(dāng)每個人都集中力量做事，我們就一定能成功做到當(dāng)每個人都集中力量做事，我們就一定能成功做到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.! 不追問別人做的，關(guān)鍵在你的自己BPD能做的。uVisual Management Status at a Glance 可視化管理讓信息容易讀取 - Makes out of standard condition h

32、ighly visible. 突出超標(biāo)的情況。uOpen Communication/Team Concept - Enables all to focus on action plan/countermeasures and discuss as a team. 讓所有人像一個團(tuán)隊一樣共同關(guān)注某個行動的計劃或?qū)Σ卟⑴c討論。KEY BPD CONCEPTSBPD的核心理念的核心理念uBPD a critical tool to achieve Continuous Improvement. BPD是評定是否獲得持續(xù)改進(jìn)的工具 - Achieve targets and then “raise

33、 the bar”. 達(dá)到了目標(biāo)，接著制定更高的目標(biāo)。uPDCA - Discipline & Follow-up 一種規(guī)則并需要持續(xù)進(jìn)行u“ “Go-To-See” Leadership Style “Go-To-See” 領(lǐng)導(dǎo)模式 - Dont just sit at desk and receive reports. 不要只是坐在辦公室等待別人來匯報。ManufacturingProcess ValidationQualitySystemManagementQualityFeedback/Feed-forwardStandardizedWorkVisualManagementMa

34、nagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagement

35、Internal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Order PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementAndonConcept暗燈暗燈概概念念

36、Lean Design of Facilities, Equipment,Tooling and LayoutIn-ProcessControl andVerificationProductQuality StandardsWhat is an Andon System? 什什么么是暗燈系是暗燈系統(tǒng)統(tǒng)?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

37、enabler to control quality while keeping the line running by pulling in support to address problems before they stop the line暗燈系暗燈系統(tǒng)統(tǒng)允允許員許員工在出工在出現(xiàn)問題現(xiàn)問題或有超或有超標(biāo)標(biāo)情情況時況時拉拉繩繩索以索以尋尋求求幫幫助助暗燈系暗燈系統(tǒng)統(tǒng)可以在保持流水可以在保持流水線繼續(xù)運線繼續(xù)運行的情行的情況況下，下，員員工拉下工拉下繩繩索索尋尋求支持人求支持人員員在停在停線線前到出前到出現(xiàn)問題現(xiàn)問題的工位解的工位解決問題決問題，以，以滿滿足足對質(zhì)對質(zhì)量的控制。量的控制

38、。Always Remember The PrioritiesSafety (安全安全)People (員員工工)Quality (質(zhì)質(zhì)量量)Responsiveness (響應(yīng)響應(yīng))Cost (成本成本)Importance重要性For Example, Sometimes We Have To Sacrifice Responsiveness to Achieve Quality比如，有時我們?yōu)榱诉_(dá)到質(zhì)量要求而不得不放棄響應(yīng)10131211FPSFPSFPSZone 2Step 1 - Andon cord is pulled, station light goes on and musi

39、c begins第一步：拉暗燈控制第一步：拉暗燈控制繩繩索索, 工位的指示燈工位的指示燈會會亮起亮起并并伴伴隨隨著音著音樂樂When there is a problem or out of standard situation which can not be fixed by the team member, then 當(dāng)員當(dāng)員工不能工不能單獨單獨解解決決出出現(xiàn)現(xiàn)的的問題問題或超或超標(biāo)標(biāo)的情的情況況時時Andon StepsAndon Steps (Contd)Step 2 - Zone light on main Andon board turns yellow, Team Leader

40、 responds to the Andon第二步：第二步： 在暗燈系在暗燈系統(tǒng)統(tǒng)主看板上相主看板上相應(yīng)區(qū)應(yīng)區(qū)域的指示燈域的指示燈變變成成黃黃色，班色，班組長對組長對暗燈系暗燈系統(tǒng)統(tǒng)的信的信號號做出反做出反應(yīng)應(yīng)STVCONEQUIPSTOPTRIM 1EQUIP125436125436BLKQ1Q2Q3Step 3 - Help comes immediately and problem solving begins. Team Leader takes the Andon responsibility第三步：支持人第三步：支持人員員立刻到立刻到達(dá)并開達(dá)并開始解始解決問題決問題，班班組長對組長

41、對此此負(fù)責(zé)負(fù)責(zé)Andon Steps (Contd)Step 4 - Line continues to move to fixed position stop第四步：生第四步：生產(chǎn)線繼續(xù)運產(chǎn)線繼續(xù)運行直到行直到定點停定點停10131211FPSFPSFPSFPSZone 2Andon Steps (Contd)Step 5 - Problem is addressed, Andon is deactivated by Team Leader to keep the line running.第五步：第五步：問題問題解解決決，班班組長組長解除暗燈信解除暗燈信號號以保持生以保持生產(chǎn)線繼續(xù)運產(chǎn)線繼

42、續(xù)運行。行。SHORTCONVEQUIP FULL54123TRIM 1EQUIPQ1Q2Q3Andon 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：如果第六步：如果車輛車輛到到達(dá)達(dá)定點停定點停時時班班組長組長仍然仍然沒沒有解除暗燈信有解除暗燈信號號，生，生產(chǎn)線產(chǎn)線停止停止并并且主看板上且主看板上紅紅燈燈開開始始閃爍閃爍，停，停線鈴開線鈴開始始

43、響響起起Downtime ClockSHORTCONV EQUIPFULL54123TRIM 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! 在線停之前，盡早拉動暗燈線宣告出現(xiàn)問

44、題。（在在線停之前，盡早拉動暗燈線宣告出現(xiàn)問題。（在70%線位或之前），線位或之前），Purpose of “70% Line”70% LineReaction TimeMgrGroup LeaderTeam LeaderTeam MemberDecisionDecisionDecisionPull AndonSupportSupportSupportNeeds helpFunction of everyone including managers and staff is to support production team members.主管及所有人主管及所有人員員都有都有職責(zé)職責(zé)支持生

45、支持生產(chǎn)產(chǎn)一一線線的的員員工工班班組組成成員員班班組長組長工段工段長長主管主管尋尋求求幫幫助助支持支持支持支持支持支持決決定定決決定定決決定定拉下暗燈拉索拉下暗燈拉索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 Re

46、st of Cycle Until Support Arrives.Support Team Leader With Problem Solving As Required. 班班組組成成員員的的職責(zé)職責(zé)按照按照標(biāo)標(biāo)準(zhǔn)化要求作準(zhǔn)化要求作業(yè)業(yè)主主動查動查找超找超標(biāo)標(biāo)情情況況如果如果發(fā)現(xiàn)發(fā)現(xiàn)了了異異常常狀況狀況或缺陷但無法及或缺陷但無法及時時解解決決，拉下暗燈拉索，拉下暗燈拉索，并并繼續(xù)繼續(xù)做自己的工作直到支持人做自己的工作直到支持人員員到到達(dá)達(dá)。支持的班支持的班組長組長按要求解按要求解決問題決問題Focus On Standardized Work!Andon ConceptRole of Te

47、am Leader:Team Leader goes immediately 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 sy

48、stem 班班組長職責(zé)組長職責(zé)在暗燈信在暗燈信號發(fā)號發(fā)出后立刻趕到出后立刻趕到發(fā)發(fā)生生問題問題的的區(qū)區(qū)域域查查明原因明原因并實并實施支持施支持到到達(dá)問題區(qū)達(dá)問題區(qū)域后立刻域后立刻開開始解始解決問題決問題當(dāng)當(dāng)班班組長認(rèn)為組長認(rèn)為可以把可以把問題問題解解決時決時解除暗燈信解除暗燈信號號。班。班組長與組長與班班組組成成員員共同共同開開始解始解決問題決問題。班組長班組長管理暗燈系管理暗燈系統(tǒng)統(tǒng)Address Non-StandardConditions!Andon ConceptRole of Group LeaderSupport Team Leader if (s)he is not able t

49、o countermeasure the problem, and 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 availab

50、le resources to eliminate problems. 工段工段長職責(zé)長職責(zé)當(dāng)當(dāng)班班組長組長不能解不能解決問題時決問題時要提供支持要提供支持并盡并盡快快讓讓生生產(chǎn)產(chǎn)先先運轉(zhuǎn)運轉(zhuǎn)起起來來如果需要可以如果需要可以尋尋求外部支持（如：求外部支持（如：維維修，修，質(zhì)質(zhì)量等部量等部門門人人員員）與與班班組長組長一起確定一起確定問題問題的起因是否已的起因是否已經(jīng)經(jīng)被確被確認(rèn)認(rèn)出出來并來并且保且保證證解解決決措施得到措施得到實實施施在停在停線時進(jìn)線時進(jìn)行行監(jiān)監(jiān)控，確定控，確定問題區(qū)問題區(qū)域域并調(diào)動并調(diào)動一切可利用一切可利用資資源解源解決問題決問題Support The Team!Andon

51、ConceptTeam ConceptSmall Team SizeStandardized WorkClear Quality StandardsProblem Solving ProcessEmployee TrainingMutual Trust/RespectConstant Takt TimeFixed Position StopDecouplers/BuffersProcess CapabilityENABLERS Irreversible correction action Quality in station Inspection and Feedback Open Commu

52、nication Teamwork Improved ProductivityBENEFITSMotionCorrectionWaiting5 1 2 3 4 56PROCESS NO.33O.D. Reference 4團(tuán)隊概團(tuán)隊概念念縮縮小小團(tuán)隊規(guī)團(tuán)隊規(guī)模模工作工作標(biāo)標(biāo)準(zhǔn)化準(zhǔn)化(FPS)明確明確質(zhì)質(zhì)量量標(biāo)標(biāo)準(zhǔn)準(zhǔn)職員職員培培訓(xùn)訓(xùn)相互信任相互信任/尊重尊重保持保持單單件工件工時時停停線線點點緩緩沖架沖架加工能力加工能力好好處處 實實施的施的糾糾正措施不能正措施不能復(fù)復(fù)原原 在工位控制在工位控制質(zhì)質(zhì)量量 檢查檢查和反和反饋饋 開開放式交流放式交流 團(tuán)隊團(tuán)隊合作合作 提高提高生生產(chǎn)產(chǎn)力力Why i

53、s Andon Part of C.I.?Use Andon Data to Continuously Improve by Identifying Bottlenecks and Issues Affecting Throughput使用暗燈使用暗燈數(shù)數(shù)據(jù)通據(jù)通過過確定確定瓶頸瓶頸及影及影響產(chǎn)響產(chǎn)出的出的問題來達(dá)問題來達(dá)到持到持續(xù)續(xù)改改進(jìn)進(jìn)TRIM 1 GROUP Andon Report 2003/1/24Station 001R 10Station 003L 4Station 004R 2Analyze Reports分析分析報報告告Discuss Countermeasures討論對討

54、論對策策Improve!改改進(jìn)進(jìn)Andon Is Not Just a System Of Wires and Lights暗燈系暗燈系統(tǒng)統(tǒng)不不僅僅僅僅是一是一個個由由電線電線和燈泡和燈泡組組成的系成的系統(tǒng)統(tǒng)It is a Concept of Calling For Help它它是一是一種尋種尋求求幫幫助的理念助的理念Pull Your Andon!在需要在需要幫幫助助時時拉下拉索！拉下拉索！EVERYONE HAS AN “ANDON CORD”每每個個人都有一根人都有一根“ “暗燈拉索暗燈拉索” ”ManufacturingProcess ValidationProductQuality

55、StandardsQualitySystemManagementIn-ProcessControl &VerificationQualityFeedback/Feed-forwardStandardizedWorkVisualManagementManagementby TAKT TimeWork-placeOrganizationAndonConceptProblemSolvingEarly Mfg. and DesignIntegration (DFM / DFA)ContinuousImprovementProcessLean Design of Facilities, Equi

56、pment,Tooling and LayoutBusiness PlanDeploymentTotal ProductiveMaintenanceControlledExternal TransportationScheduledShipping /ReceivingLevel VehicleOrder SchedulesSupplyChainManagementInternal Pull /DeliverySimpleProcessFlowSmall LotPackagingTemporaryMaterialStorage Fixed Period Ordering System/ Ord

57、er PartsHealth andSafety PriorityQualified PeopleTeam ConceptPeopleInvolvementOpenCommunicationProcessValuesVision/MissionShop FloorManagementContinuous ImprovementProblemSolving問題問題解解決決What Is a Problem? 什什么么可可稱為問題稱為問題? ?uA Problem Is Defined As a Discrepancy Between an Existing Standard or Expecta

58、tion and the Actual Situationu問題問題定定義為現(xiàn)義為現(xiàn)行的行的標(biāo)標(biāo)準(zhǔn)或期望準(zhǔn)或期望與實際與實際情情況況之之間間的差的差異異StandardActualDiscrepancyTIMELEVEL標(biāo)標(biāo)準(zhǔn)準(zhǔn)實際實際差差異異水平水平時間時間Problem Solving問題問題解解決決Problem Solving問題問題解解決決uProblems Are the Seeds for Improvement! 問題問題是是進(jìn)進(jìn)行改行改進(jìn)進(jìn)的萌芽！的萌芽！uProblems Are Positive Opportunities! 問題絕對問題絕對是改是改進(jìn)進(jìn)的機(jī)的機(jī)會會！uI

59、f There Are No Problems, Then Something Is Wrong! 沒沒有有問題問題才是最大的才是最大的問題問題！成成長長GrowinguProblems Are Not About Blaming People! Blame The Process Not the People! 需要需要責(zé)備責(zé)備的是工的是工藝藝，不是，不是員員工！工！ Problems Occur Because of Failures in the System. Problem Solving問題問題有有問題問題不意味不意味這這要要責(zé)備員責(zé)備員工！工！由于系由于系統(tǒng)統(tǒng)失效才失效才產(chǎn)產(chǎn)生生

60、問題問題。Guiding PrinciplesEveryone is responsible for Problem Solving每每個個人都人都對對解解決問題負(fù)決問題負(fù)有有責(zé)責(zé)任任TeamMemberTeamLeaderGroupLeaderMaterialEngineerManagerSectionLeader指指導(dǎo)導(dǎo)原原則則班班組組成成員員班班組長組長工段工段長長部部門領(lǐng)導(dǎo)門領(lǐng)導(dǎo) 物流物流工程工程師師主管主管5-Phase Problem Solving問題問題解解決決的五的五個階個階段段12345ProblemDefinitionImmediate FixRoot CauseAnalysisCorrective Action Follow-UpVerification跟蹤跟蹤確確認(rèn)認(rèn)